The latest Better Business Bureau Wise Giving survey results released this week reveal that less than one in five (19%) of the American public “highly trusts” charities. Yet, this same survey indicated that an overwhelming majority of people report trust as essential before they donate. The low levels of trust exposed in this survey do not foretell strong future giving.
In addition to giving, what is it that we want our board members to do? Have we asked them to do it? If not, we should!
A 360-degree review can help uncover cultural issues about which board members may be totally unaware, the kinds of issues that run good staff—fundraisers as well as other professionals—out the door. A regular, 360-degree review process of nonprofit CEOs just might help end the revolving door crisis in fundraising.
When fundraising isn’t good, it is never [or almost never] simply the result of having an ineffective development professional. When fundraising isn’t strong, it’s because one or more of these things at your organization is broken, damaged, or failing. This isn’t to say that a good or bad fundraiser doesn’t matter; it’s simply that that isn’t the whole story (often it’s not even the biggest part of the story). The bad news here, also, is that a great fundraiser can’t fix fundraising when other fundamental organizational things are broken. Before you reach for a pink slip…
Are your board members missing meetings? Not showing up at events? Are your board members M.I.A.? Fear not! You can keep them engaged with mission moments.
It’s that time of year when many nonprofit organizations are working on the annual budget. An Executive Director friend, working on his budget, asked me if I could outline for him what types of expenses belong in a combined development, marketing, and communications budget. He wants to make sure that the Development Director at his organization has all the tools he needs in the budget to succeed.
Kudos to him! The reality is that it takes money to make money and my friend is wise to realize that. It won’t do any good to put a Development Director on your payroll if you don’t also provide him or her with a budget to work with. If you want your development director to solicit major gifts, for example, you need your development officer to be able to visit your major donors, to see them face to face and, unless your donors live inside your office building, that means needing a budget for travel.
Here are some things that a Development Director is going to need funding for and a template for a development budget.