How Twitter Makes You a Better Presenter

For a nifty exercise on how to hone the message you deliver when you present, see my new blog post for The Communications Network, How Twitter Helps Hone Communication.

Need Money? Check Your Assumptions

From peers in the nonprofit world do you often hear assumptions about how nonprofits can or cannot earn income? Assumptions that hinder their ability to raise funds and earn money like:

“We could never charge a fee.”

“We can never get corporate money.”

“We can’t raise money from individuals.”

If your nonprofit can use more income (and which nonprofit can not?) it makes sense to re-consider the seven nonprofit income sources at least once yearly. Invest time to determine if conditions have changed. Identify any assumptions that need testing.

To help your review, here are the sources in order of the amount of revenue they provide for nonprofits sector as a whole:

1. Earned or mission income

2. Individual donors from annual appeals to bequests

3. Governments

4. Foundations and other groups

5. Corporations

6. Other income, non-mission related (the room that you rent and soda machine change)

7. In-kind, which is not cash but acts like it when matched to your needs

For more help see the most recent edition of Added Value and other fundraising and income related articles on our website.

Our Boards Must Understand How They Operate

I just finished analyzing a governance assessment completed by 15 different organizations participating in a board building program sponsored by our local Community Foundation. It was fascinating. In many cases there would be one person from an organization that would answer the question in the affirmative about whether that organization had a Whistleblower Policy or a Records Retention policy – policies every organization must have. The rest of the respondents would answer “no” or “I don’t know.” In each of these cases, the executive director/CEO completed the survey along with board members. While I didn’t have the access required to manipulate the data, I’d bet my bottom dollar it was the executive director/CEO that was correctly answering the question because he or she was the one who ensured compliance. Even the answers to questions such as whether the organization employs term limits or a consent agenda revealed that oftentimes more than half the board members did not know if they did or didn’t.

While not surprised, I must admit I’m a bit disappointed. Clearly the majority of these organizations are operating according to proven practices, but the board is not aware of it. According to their answers to the question about the ease of getting a quorum, it doesn’t appear the problem lies with nonattendance. It seems as if the chief administrative officer is implementing the right policies and procedures but failing to share this with the board along the way.

What is the answer? First, maybe it’s time that the executive director/CEO turn over the implementation of board-related responsibilities to the board. Using the example above, this would mean that the development and dissemination of policies would be done by the board. And, if the board handles the job, the members would know the policies exist.

Second, perhaps the content of board education should be changed to focus more on proven practices and how the board complies with such practices. The bylaws committee might mention what section in the bylaws is guiding each action. The board development committee might create more or different talking points or initiate a short quiz at each board meeting designed to test whether the board knows how it is/should be operating. The orientation might be enhanced to ensure new board members understand what is expected and why.

Finally, there has to be a better communication. At meetings the board chair might make it a point to explain why certain actions are being taken. Committees might use a report form that spells out how recommendations relate to the organization’s strategic initiatives the budget, staffing and so on.

Hopefully, by working together more as a board each member of the board will know exactly how the board operates and why. Ultimately, that has to result in a more effective board.

Can Your Education Events Help You to Raise Money?

Is one of your goals to educate the community? When you educate others do you do so in a way that enhances fundraising? Is it possible to educate and leave your audience more committed to your cause? The answer is yes. Here is an example:

A hospital foundation holds an annual education luncheon. The event’s cost covers it’s cost. The goal is to educate the community and enhance donor relationships. Staff and board members are on-hand to greet and welcome guests. The event’s one page double-sided program contains two brief presenter bios and the day’s events. It includes a paragraph noting that the event’s sponsor had, “through the generosity of the community, provided $4.5 million to advance oncology in the community.” A slide show throughout the event shows the foundation’s logo. All this is basic. You’ve seen these elements before and include many if not all of them in your events.

The Difficult But Worthwhile Difference to Replicate

The main program consisted of two doctors sharing the latest breakthroughs in their field. Sprinkled throughout their presentations they referenced, and in one case showed pictures, of new equipment purchased by the Foundation. They shared how it helped their work. They shared how it made a difference in the lives of their patients. While one can argue that this was self-serving, since the doctors were thanking donors for their gifts and hoping for more, the impression the doctors gave was one of grateful humbleness (not always a common doctor trait) for having access to cutting-edge tools. One never sensed it was a commercial. Instead, it was a sharing of facts from their perspective and the equipment was a natural part of the breakthroughs.

The event left one educated about newest advances—some of which attendees will remember a week later. More than facts, the education attendees got was an understanding of the foundation’s case. Buying new equipment, in this age of quick technology turnover is not exciting. What is exciting? Giving to enhance my hospital, to make it more competitive, to provide residents (including possibly me and my family) local quality care and creating grateful dedicated doctors.

This community education event did double duty and more. Do your education events do as much for your cause? For more ideas about how to develop income for your organization see the many articles, podcasts and other resources on our website.

Why Reduced Government Funding is a Good Thing

You, like many nonprofits, are facing a cut or one of many cuts in your funding from government agencies. To many this is unwelcome news. While I see much handwringing by nonprofits about reductions, cuts can also be a blessing in disguise. Why? For many reasons, here are four:

1. Re-Invent Yourself. Reductions are an opportunity to decide how you wish to be funded. Government funding is only one of seven major nonprofit funding streams. Often, nonprofits chose it by default or because the money arrives in large attractive chucks. Is this the ideal way for you to be funded? This is a chance to examine the options and choose your ideal path.

2. Farewell to Restrictions. If you are tired of being unable to serve people who need it, because they fail to meet funding restrictions, more flexible funding with fewer restrictions is a “yes!”

3. Less Unnecessary Work. Perhaps your nonprofit is unique, but almost all nonprofits find that government funding requires extra work that you wouldn’t do (it doesn’t improve your outcomes) except to comply with the rules and retain the government money. If you can shift this effort into productive outcomes, it’s worthwhile.

4. Closer to Your Community. Getting your income from large chunks of government money, especially from state, province or federal sources, often isolates nonprofits from local market influences and needs. Growing diverse income sources will bring you in touch with these needs, demand new partnerships, innovative thinking and create greater income stability.

Why is reducing government funding is a good thing? In short, it opens up new possibilities. With creative effort and hard work, you can overcome the reductions you face. Before your current government funding shrinks further (it will!), take steps to grow your future using the resources you have now. If you wait, you risk having to start from dead stop. The sooner you begin the sooner you will be to say, “Reducing government funding was one of the best things that ever happened to our nonprofit.” Contact Karen for help.

Painless Giving

Last month I blogged about three graduate students at Rutgers University that made a life-long pledge to give a significant portion of their incomes to those less fortunate. A common response I got to the post was similar to what the three themselves have heard: “How admirable. But I wonder how long they’ll maintain that pledge once they start having families and facing the everyday responsibilities of a mortgage and car payments? But must these commitments be mutually exclusive? Can’t one still give generously without negatively impacting one’s lifestyle? There are those that would answer a resounding “no” to the first question and “yes” to the second.

After posting that last blog, I heard back almost immediately from a colleague, Dr. Donna Goldstein. She wanted to share what she does to make a difference in others’ lives that take little more from her than her time. One idea she presented is that when she goes to the grocery store she takes liberal advantage of the frequent two for one offers, even though she rarely needs the second item. She keeps the one she needs and donates the second to her local food bank. She also haunts the second-hand stores, often finding just the perfect item for her wardrobe or home. She takes the money she saves by not buying new and donates it. On top of the good feeling she gets from that, she enjoys the pleasure of the hunt.

My brother, Dr. Larry Temkin, is a Professor II in the Philosophy Department at Rutgers. A moral philosopher internationally recognized for his work on inequality, he lectures on this topic regularly. He tells his students that while some, like Donna, may actually prefer finding something unique at the second-hand store, they can still buy new and make philanthropic contributions, all without necessarily affecting their desired lifestyle. As an example he might suggest that perhaps they have been lusting over a special pair of jeans that cost $150. They are going to buy the jeans, but they just haven’t gotten around to it. Then one day, the jeans go on sale. They pick them up for half off. They were perfectly willing to buy the jeans at $150, but only had to spend $75. They could take the $75 they saved and donate that to charity without taking a dime from the pocket they know they should be designating for charitable giving.

On a smaller scale – that does add up – they can become coupon shoppers. Fifty cents here, two dollars there… If they put aside their savings, in short order they will have a full piggy-bank to share with someone less fortunate. Again, it’s all out of money they have mentally already spent, so it seems less onerous than having to come up with “extra” money that they can donate. And, of course, if they are among those that empties the change from their pockets each night and throws it into a can to sit for years and years, they have a ready source of cash that will never be missed.

I’d love to hear your suggestions for painless giving.

Touch Goals

Q: “Many boards like to set monthly goals for “touches” with new prospects. In your experience, what is a reasonable amount of “touches per month” for new corporate and individual prospects? My boss wants something like this and I don’t want to be way off base.”

A: The quick answer is that it varies organization-to-organization and situation-to -situation. No magic one-size-fits-all number exists. To establish your customized touch goals for new donors, consider several factors. The most important ones are results, flexibility and common sense. If you establish touch goals and find that your results are inadequate, revise numbers or your definition of what constitutes a touch. Also, any new touch goals (i.e., ten individuals and five corporations) should be comfortably placed on the backburner when other more beneficial opportunities arise. That is, if you have opportunities to work with seven known donors this month to bring in $25,000 each and it takes all your time, your touch goals become secondary—with no penalty. A donor-in-hand is worth more than twenty in the bush. Jerry Panas states that it can take 4.5 times the resources, staff, and energy to acquire a new donor as its does to keep a current one.

To establish the discipline necessary to meet your touch and other development office goals, see http://www.kedconsult.com/articles-resources/tracking-worksheet-for-donor-development/ . I developed this for donor development. I use something similar every day. On unstructured days, it will help you to remember to keep “the main thing” the main thing. After you adapt and use one like it for your work, evaluate it at the end of every month for results. Jiggle what you do until you find a stretch that motivates you, pleases your boss and creates the long-term results you seek.