Personal testimony is a cost-effective fundraising strategy
Board leadership has never been more important than it is today. With this economic downturn—the likes of which none of us have experienced—resulting in declining governmental and philanthropic support, where are we to turn?
Our board is the answer.
More than ever before, we need board members and senior volunteers to be engaged. We need them to be active in strategic thinking, ambassadorial activities that carry our mission into the community, relationship building and management, and just quite simply “telling our story.” These are exciting times to serve on a board, and an active and engaged board member can have a meaningful impact.
We are serving our communities in a rapidly changing environment. For many of our agencies the basic economic drivers are shifting. Our boards need to be examining issues ranging from basic sustainability to growth. How do we ensure the survival of our mission in an uncertain and volatile funding atmosphere?
These are defining times, and a failure to seize this opportunity to examine, reflect, and plan is a great loss. Out of that planning process will flow a powerful ownership of mission and a keener understanding of community impact.
Good strategic thinking and planning is very energizing for board members. I begin this column about fund development by talking about planning because I believe it is an essential component upon which board members build their commitment and passion to the organization. Good strategic thinking provides the core rationale for constructing an effective philanthropic call or value proposition.
Board Role in Development
Recognizing that most board mem-bers are not going to be active fund solicitors, they still have a major role in development. Every board member can be an ambassador for the mission and the agency. In this environment of scarcity, this board role is all the more crucial to our survival and health.
There is a great deal of information “noise”; donors are flooded with communications. Clearly there is fierce competition for limited financial resources. Differentiating ourselves in this crowded marketplace is essential. Celebrating the mission, sharing the stories, and even flat out bragging about the agency are critical.
Our board members are the best possible ambassadors to the larger community. They have networks and spheres of influence to which the professional staff cannot connect otherwise. We need to enable board members to share the message, to make it clear and compelling.
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Make the The power of relationships is made clear in a recent study by Penelope Burke. In the survey she found that more than 40 percent of donors who contributed more than $10,000 last year reported a willingness to give to a new charity if they were introduced by someone they knew and trusted. The keys are relationship and trust.
A board member speaking about the agency in business and social conversations is a huge support we need to draw upon. Board members and their enthusiasm are our secret weapons, but we have to empower them and engage them in the process.
Empowering board members involves giving them the tools to share our story. It involves giving them the story: a clear, compelling, and positive message that focuses on the tangible end result. Remember that people give to people. They need a portrait in their mind of the positive difference that their gift made. Donors want and deserve to feel good about their contribution.
There are many donors and prospective donors who genuinely want to help those in need. Board members and volunteers telling the agency’s story is one of the most cost-effective and immediate ways to reach them.
This engagement is also important for stewardship of our current donors with whom board members and volunteers have a relationship. In fact, communicating with our best donors is a number one priority in this difficult time, and board and volunteer involvement helps drive home those communications in a very powerful and immediate fashion.
Back to Basics
The philanthropic literature is flooded now with tips for tough times. Scanning this literature for the pearls, you will always find it is about getting back to basics.
A sampling of the advice one finds includes: think stewardship first, know your constituency, focus on your mission, communicate with your donors, say thank you well and often, market planned gifts, and communicate the difference the donor is making in a way that’s real and compelling.
All of the above mentioned activities will have an added impact when they include active and engaged board members.
Consider the three basic reasons people give. First, they believe in the mission, next they trust the leadership of the organization, and finally they are personally involved. Getting the board out in the community and encouraging them to be visible ambassadors for the agency is easy and an important way to increase the trust factor.
We all know that if you don’t ask, you don’t get. Well that is also true for board engagement. The board members appropriately look to us for tools, the stories they want to tell about us. They also need to be asked to become storytellers or ambassadors. Don’t assume they are already doing so. Some may find this an easy way to help, as for some it comes naturally; others may find it awkward and need coaching.
Friend Raising, Not Fundraising
One vehicle many agencies are now using to introduce themselves to new supporters is the “friend raiser.” It is a gathering of friends and neighbors at a lunch, a cocktail party, a cook out, or whatever else naturally brings people together. The invitations are sent by a board member or volunteer host who explains that in addition to the gathering there will be a brief (15 minutes or less) presentation about a cause the host feels strongly about and supports. It is made clear to the invitee that this is not a fundraiser.
For many agencies it is a powerful and effective way to connect with new supporters. Not all board members are comfortable hosting friend raisers, but some will—if we ask. Sometimes it is helpful for two or three board members to cooperate on a friend raiser, thus expanding the invitation list.
The point here is to begin the conversation with the board and to make “the ask” by explaining that we need their help and what they can do. You might be surprised who comes forward.
Board members are an incredible resource, they are our best supporters and they want to make a difference. In these very difficult times they can be a source of tremendous support and positive energy.
Bob Jones is chair of the Alliance’s Resource Development Services |  |
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