The World Can't Wait

How long has it been? You know…since you first had that idea? You know…the one to address that cause or concern that has been eating at you? What was it again? Homelessness? Women’s empowerment? At-risk youth? Elder abuse? Animal cruelty? Health disparities? Injustice?

Whichever your cause, I’m sure it’s as serious as those I’ve listed. So what has held you back? I’m sure it’s not a lack of passion, because all do-gooders have passion! Heck, it was your passion that led to the idea in the first place, right? So, it’s definitely not a lack of passion!

So what is it? What has kept your idea locked inside of you while the people, places, or animals that could be benefiting from it continue to suffer?

Is it a lack of technical skills? A lack of support? Well, I’ve designed a program that will enable you to finally release your idea! I call it the Do-Good INTENSIVE, because time is of the essence when you’re trying to change the world!  

The Do-Good INTENSIVE is a nonprofit leadership program for “everyday people”. The program includes:

• Two full days of hands-on, interactive, expert-led instruction (Value: $615),
• Six bi-weekly group telephone coaching sessions with peer support from other “everyday people” who aspire to become nonprofit leaders (Value: $360), and
• Three one-on-one coaching sessions with me! (Value: $300)

A $1275 total value, I’m offering the program at an introductory rate of only $725.  

 To ensure a quality experience, participation is limited to 20. Don’t delay! Enroll today!!

Click here for more information.

Keep doing good!

Guilty by Association

“What are the biggest issues facing nonprofits today?”

I was recently asked this question. There are many possible answers: cuts in public funding, ineffective boards, turnover in leadership. My answer was “public distrust and competing for limited resources”.

Nationwide, public distrust has been heightened by reports of fraud, abuse and other scandals. A simple Google news search of nonprofit and fraud, revealed over 12,000 results. Abrupt shutdowns and frequent turnovers in leadership perpetuate uncertainty among the general public. Even the most effective and most transparent organizations are affected when public confidence in the nonprofit sector is weakened by news reports of mismanagement and criminal behavior at other charitable organizations. Donors question if their gifts will be used as intended and the long-term health of the benefiting charity.

 

Individual, private and public donors want to see documented, measurable impact from the charities they support. Nonprofits must see their donors as investors and treat them as such by demonstrating and communicating their impact, and by making it easy for the public to access information about how donations they receive are used.

As demand for charitable services increases along with the number of charities, a nonprofit's long-term sustainability hinges on its ability to effectively compete for limited resources—securing support from various sources. As organizations experience cuts or total loss of support from public and other sources, they will seek to win the support of donors who have historically given elsewhere. Nonprofits must expand their base of individual donors while being equally dedicated to maintaining their current supporters.

Nonprofits must make relationship management a priority.

Did any of this really happen?

I  recently had someone tell me about the success of an open house she had coordinated. She told me about the large turnout of new friends and longtime supporters, and about the many opportunities the new friends presented for her organization. She was very excited and I shared in her excitement, while it lasted. Then I asked about her about her sign-in sheet. She froze and then reported to her own dismay (and mine), “We didn’t have one.”  

 

EEEK!!

 

I didn’t doubt any of what she had previously told me. But what if I had? I might have wondered, “Did any of this really happen?”

 

Anyone whose participated in my workshops or been a colleague of mine has heard me say, “If it’s not documented, it didn’t happen.”

 

I’m a do-gooder, so I get it when other do-gooders express their urgency to…

 

…feed children.

…conduct job trainings.

…recruit youth mentors.

…collect and distribute winter coats.

 

But in an effort to do good, one cannot lose sight of the importance of documentation. Like performing the charitable work, documenting is critical to a nonprofit’s success – to its ability to measure its impact and to effectively evaluate its programs and services. Documentation is a necessity when an organization is supported by a third party such as a foundation, corporate sponsor or individual donors. But don’t make satisfying donors the only reason you document.

 

Think documenting has to be difficult or complex? Here are a couple examples of simple tools nonprofits can use to document their efforts and measure their impact:

 

Sign-in Sheets – A simple piece of paper can provide you with documented proof that an event or activity occurred and the number of attendees. It can also be used to capture attendee contact information and any data you may find valuable (i.e., age, gender, referral source

 

Pre/Post-Tests – Having participants answer 5 to10 questions before and after they receive a service can help a nonprofit to effectively measure changes in participant behaviors, attitudes, and choices. These tests can also be used to evaluate the effectiveness of service delivery.

 

So document your efforts to ensure sure you never leave someone wondering, "Did any of this really happen?"

 

Setting your fundraising goal

The need for financial support to do charitable work goes without saying. However, before you embark on any fundraising activities you must know why you are raising funds, how much money you need to raise, and for what the funds will be used. This is particularly important when raising funds through grant sources.

Whether you are fundraising to start a new program, to expand an existing program or to purchase new equipment, your fundraising should be guided by a fundraising goal that is based on what you actually need.

Consider these questions when developing your fundraising goal:

What do you need? Prepare an itemized list of the specific human and/or non-human resources you anticipate will be needed for success. For example, if you are starting a new program, you might need paid staff, office supplies, computer equipment and office furniture.

How much will each needed item cost? After you have prepared your list, you need to estimate how much each item will cost. For staffing, develop a job description for each role then use online resources like PayScale to find out what competitors or similar-size organizations are paying for similar positions and responsibilities. For other items, compare retailers to find out who offers the best price.

 

How much funding will you need in total? Total the estimated costs of each item on your list and add a buffer (about 10% of the total). The total estimated cost, plus the buffer, is your fundraising goal. Keep in mind, some funders may not allow the buffer.

 

With a fundraising goal based on a detailed budget, you are ready to identify prospective funders and to outline your strategy to get to your goal.

Recruiting "movers and shakers" to your nonprofit's board

I am regularly asked about how to recruit board members. I hear things like, "I don't know any good candidates" and "I can't make connections with the 'movers and shakers'". In growing your board, you may be having similar thoughts. If so, I have to ask:

• Who are these 'movers and shakers' and why do you think you need them?
• Are they the people who's pictures you see in the newspaper?
• Are they people who already sit on the boards of  "prestigious organizations" ?
• Are they the people you think have lots of money to support your organization and lots of friends with money, too?

The reality is those so-called movers and shakers may never be interested in serving on your board. And if by chance they did agree to it, would they be the active, engaged and passionate people you need?

Don't underestimate the value of the people around you. Judging a book by its cover can be costly -- any way you look at it.

When building your board, think about what you really need and not what you think you should have. That "nobody" you overlook today could become a "mover and shaker" tomorrow. Wouldn't it be better to already have him/her committed to your organization?

Recruiting board members is challenging for most nonprofits. Finding people with a passion for your cause; the skills your organization needs; a willingness to commit their time, talent and treasure (money); and an existing understanding of how to serve on a nonprofit board is literally like finding a needle in a haystack!

Just like in recruiting for any other position, identifying and vetting good candidates takes time. Additionally, even if someone looks good on paper, they may not be a good fit.

 

Building the board of your dreams requires a strategic approach that shouldn't be rushed. Most importantly, you should know what you need and write it down before you begin recruiting. There are two key questions to which you should have written answers:

1. What skills should exist on the board? The top two are legal and financial. Having board members with these skills will result in cost savings for your organization. But you might also want someone with skills in marketing, business management, human resource management and fundraising. You should also have someone who represents your targeted beneficiary population. And, diversity is a must!
2. What will board members be expected to give? This question relates to their time, talent and treasure. You should have a detailed description of board member duties and responsibilities. Successful board recruitment requires a clear understanding and agreement of expectations from you and each prospective board member.