Engaging Your Board in Fundraising

The Center for Nonprofit SuccessBoston Fundraising Summit

Boston, MassachusettsSeptember 29th, 2010

Workshop Facilitators

Clare McCully, Vice President of Development Newbury College

Terry O`Connor, Exec Director

Cardinal Shehan Center

Sondra Lintelmann-Dellaripa, Principal

Harvest Development Group

Syllabus One

Framing your Perspective Partnership What’s the point of having board involved? Reasons Board Members resist The Mirror The Pillars Defining Roles

Syllabus Two

Planning and Measuring Policy on Board Fundraising Strategic Planning and engagement Measurement tools

Syllabus Three

Training and Communication Access Authority Formal Informal

Q&A: 15 minutes

Framing Your Perspective

Partnership What’s the point of having board involved? Reasons Board Members resist The Mirror The Pillars Defining Roles

Partner OR Benevolent Dictator

How do you see your Board ?

What’s the Point?

Responsibility, On Stage, Enlarge Network Board role in Philanthropy

Board role is to govern and act as fiduciary authority for the protection of the organization and its stakeholders.

Impactful reason Change the view

Not about asking for money Is about making a meaningful and tangible impact

Trustworthiness important to Passion Work for us Work for you

Passion=Philanthropy The rest comes naturally- that’s fundraising.

Reasons Board members don't fundraise

No education Too overwhelming Too embarrassing (no skill) Not aware what they were signing up for No money themselves Fear of rejection Or fear that they are asking too much of someone,

something the other can't part with. Lack of confidence in plan, process, person,

organization Disinterested

Most board issues are not about the board, but about us.

Lack of concrete goals, lack of clarity in board roles, hazy expected objectives/outcomes, poor organization of donors, poor research, lack of effective communication of organizational success…….

Preparing for success

THOUGHTFUL BOARD DEVELOPMENT Thoughtful and Strategic Board Development

creates valuable board fundraising partners Known GAPS and NEEDS Clear expectations Specific Agreement Ongoing Structure

CHAMPIONS

Defining Roles

Board Role Be actively engaged Identify VIP’s Open Doors Build friends Advocacy High level asks Social Oppy’s Thank you

Staff Role Set direction Oversee operations Maintain contact with

donors Direct solicitation

process Develop opportunities

for engagement Provide resources

Planning and Measuring

Policy on Board Fundraising Strategic Planning and Engagement Measurement Tools

Policy on Board Fundraising

Good policy:Sets expectationsFrames workSupports objectivesProvides directionBuilds confidenceEnsures general satisfactionEstablishes continuity

Strategic Planning and Engagement

* What is the right balance of restricted vs. unrestricted income?* Should you build an endowment and if so, how quickly?* How will your organization stay competitive and relevant to funders?* How dependent should you be on any single source of funding?* How much risk are you willing to accept?* How much growth would investment in different revenue strategies produce?* What is the role of membership in your revenue generating strategy?* What role does fee-for-service income play in your organization?* What kind of investment is necessary to achieve these objectives? Over what timeline?* What is the obligation of the Board in revenue generation?* How will the Board effectively monitor fundraising success?

Measurement Tools

"Technological man can't believe in anything that can't be measured, taped, or put into a computer."

~Clare Booth Luce

• Measure progress, not completion of goal• Define success in terms other than financial• Establish credible Benchmarks/Metric• Define accountability• Agree on Plan B• Review monthly

Training and Communication

Access and AuthorityFormal and Informal

Access and Authority

• Access to staff• Access to data and details on organizations fiscal responsibility, program outcomes and on philanthropic results• Access to information and research on donors• Authorized voice in the planning process• Authorized to partner with program and development officers• Authorized to speak/advocate on behalf of the organization

Formal and Informal

Training Specific training on

philanthropy: donor cycle, translational relationships

Modeling behaviors Mentoring Inclusion in

organizational annual training activity

Communication Formal data reports Formal program

reports (stories) Congenial informal

relationships encouraged with all staff

Success broadcast

Questions