This past Saturday, I had the privilege of working with the Executive Director and the Board of DRU/Mondawmin Healthy Families Inc. ("DRUM") in Baltimore.  They are a growing organization, seeking to diversify their revenue streams and I have been working with them on developing a fundraising plan.

Saturday, we held a Board-Only session, that included discussions around:

• Drafting a Case for Support and creating a Fundraising Tool Kit
• The process of engaging individuals and other organizations
  
• The Board's role in fundraising 
• Creating a "menu" of ways the Board can help with fundraising
• Setting give/get expectations for Board members, which is included in the Board job description
• The infrastructure needed for fundraising (donor database, donor record-keeping, etc.)
  
• How communciations goes hand-in-hand with a fundraising program

These are just a few topics we covered in a very productive session on Saturday.  I am excited and proud to be a part of the transformation at DRUM and to be working with the dedicated members of their Baord and staff.

Details Strategic Advisors LLC can also help your organization "turn the corner" toward it's next growth and development phase.  Check us out at www.DetailsStrategicAdvisors.com.

So the event or campaign is over and for most part things went well.  Unfortunately, I don't think any fundraising effort is ever 100% perfect.  There is usually some room for improvement.  

After more than 20 years of planning fundraising efforts and events, I have been in post-event and post-project wrap meetings from a variety of perspectives.  As a staff member, a volunteer, a Board member, a consultant and so on.  I have been present at meetings that were just gripe sessions and ones that hashed and re-hashed all the things that went wrong; who was responsible, what was missed, etc., in such detail that it's painful.

While a recap of those things IS important, I have found that the more important thing is to focus on how to move forward.  How to take the lumps from the things that didn't go so well, and then discuss what to do for next time.  

Here are some suggestions:

• Gather the areas for improvement via an email request or during phone conversations with key parties. This should be done internally and externally.  Compile a comprehensive list.  Next to the issue, begin a ways to avoid, fix and/or improve those issues.

• Share these findings AND some preliminary solutions, IN ADVANCE of the wrap meeting.  Now your committee, Board, volunteers, others, etc.  will know that you are as concerned about these items as they are and that you have already begun thinking about how to mitigate those issues in the future.  You can also asked them to make additional suggestions on the items listed.
• Plan the agenda with more time on the future than the past.  Share the list of issues and improvement suggestions, but don't dwell on it.  Everyone should have already had an opportunity to give feedback. and you can offer an additional opportunity when you send the meeting notes.
• To maximize the event or project make sure agenda includes time to discuss attendees or participants and how they can be further engaged.  What are the next steps to bring them closer to your organization?  This discussion will be time well-spent!

The International Fundraising Conference is the world’s largest gathering of fundraising professionals.  
  More than 4,000 fundraisers will be in attendance.

Fundraisers are the connection between donors and causes, the catalyst that makes philanthropy happen.
I am proud to be in this profession and equally proud to be one of this year's presenters.  


Hope to see you in Baltimore!

People never ask why they need a plumber or a dentist, but they often ask why they need an event planner.  We're just party planners after all, right???  WRONG!!  

The U.S. Department of Labor classifies this occupation under the title of Meeting and Convention Planners. and  introduces the nature of this work as follows:

Meeting, convention, and event planners work to ensure that this purpose is achieved efficiently and seamlessly. They coordinate every detail of events, from beginning to end. Before a meeting, for example, planners will meet with clients to estimate attendance and determine the meeting’s purpose. During the meeting, they handle meeting logistics, such as registering guests and organizing audio/visual equipment for speakers. After the meeting, they may survey attendees to find out how the event was received.

The event planner creates programs that address the purpose, message or impression that their organization or client is trying to communicate. Event planners work long and non-traditional hours to plan and execute all details related to a variety of event formats including seminars, conferences, conventions and trade shows; charity galas; luncheons and dinners; executive retreats;  trips and travel; golf tournaments; walks/runs and other programs.
 
Successful event planners will have the following skills:
·         Verbal and written communications
·         Organization and time management
·         Project management and multitasking
·         Self-starter and team player
·         Understand Microsoft Office applications
·         Detail and deadline-oriented
·         Negotiation
·         Budget management
·         Staff management
·         Marketing and public relations
·         Interpersonal skills with all levels of management
·         Problem solving while under pressure
·         Ability to visualize attendee flow/experience and event set-up well in advance of the event.

 Successful event planners will develop the following knowledge:
       Venue selection; Catering; Production; Entertainment; Awards/Gifts; Transportation; Lodging; 
       List Management; Logistics Planning

 Additionally, many Event Planners have invested in certifications.  The education required to receive a certification is specifically geared toward planning events and meetings covering everything from room set-up, crowd capacity, ADA requirements and contract language.  These designations can be quite costly; require an acquisition of skills that usually take several years to achieve; and take time to study for.  A planner with a designation means the planner is a professional and is dedicated to their profession.  

The most common certifications are:

·         CMP - Certified Meeting Planner - Issued by the Convention Industry Council                  
·         CMM - Certified Meeting Manager - Issued by the Meeting Professionals International
·         CSEP  - Certified Special Events Professional - Issued by International Special Events Society

 So the when you have a leaky pipe call a plumber, when you have a toothache see your dentist and when you have an event or meeting, hire a professional planner!

People never ask why they need a plumber or a dentist, but they often ask why they need an event planner.  We're just party planners after all, right???  WRONG!! 

The U.S. Department of Labor classifies this occupation under the title of Meeting and Convention Planners. and  introduces the nature of this work as follows:

Meeting, convention, and event planners work to ensure that this purpose is achieved efficiently and seamlessly. They coordinate every detail of events, from beginning to end. Before a meeting, for example, planners will meet with clients to estimate attendance and determine the meeting’s purpose. During the meeting, they handle meeting logistics, such as registering guests and organizing audio/visual equipment for speakers. After the meeting, they may survey attendees to find out how the event was received.

The event planner creates programs that address the purpose, message or impression that their organization or client is trying to communicate. Event planners work long and non-traditional hours to plan and execute all details related to a variety of event formats including seminars, conferences, conventions and trade shows; charity galas; luncheons and dinners; executive retreats;  trips and travel; golf tournaments; walks/runs and other programs.
 
Successful event planners will have the following skills:
·         Verbal and written communications
·         Organization and time management
·         Project management and multitasking
·         Self-starter and team player
·         Understand Microsoft Office applications
·         Detail and deadline-oriented
·         Negotiation
·         Budget management
·         Staff management
·         Marketing and public relations
·         Interpersonal skills with all levels of management
·         Problem solving while under pressure
·         Ability to visualize attendee flow/experience and event set-up well in advance of the event.

 Successful event planners will develop the following knowledge:
       Venue selection; Catering; Production; Entertainment; Awards/Gifts; Transportation; Lodging; 
       List Management; Logistics Planning

 Additionally, many Event Planners have invested in certifications.  The education required to receive a certification is specifically geared toward planning events and meetings covering everything from room set-up, crowd capacity, ADA requirements and contract language.  These designations can be quite costly; require an acquisition of skills that usually take several years to achieve; and take time to study for.  A planner with a designation means the planner is a professional and is dedicated to their profession.  

The most common certifications are:

·         CMP - Certified Meeting Planner - Issued by the Convention Industry Council                  
·         CMM - Certified Meeting Manager - Issued by the Meeting Professionals International
·         CSEP  - Certified Special Events Professional - Issued by International Special Events Society

 So the when you have a leaky pipe call a plumber, when you have a toothache see your dentist and when you have an event or meeting, hire a professional planner!

Last week a fire started in a house down the block from mine.  An DCFD engine company, a rescue squad, and an DC EMS ambulance all came.  My brother is a fireman in NYC.  He is with a rescue squad, so seeing any fire/rescue responders immediately brings my brother to mind as well as all of his fire-fighting buddies that I have come to know.  (Yes he was working on 9-11, but that's another story.) The thing that will ALWAYS bewilder me about them is that they are running into the danger as we are trying to escape it.  God Bless our first responders.  We call them we when are afraid and in danger and they always answer to call.

That got me thinking....

How many nonprofits fundraising programs are "on fire" and in need of rescue?

Who do they call to rescue them?  Many will try to put the fire out themselves.  Like many of us in our homes, they will be ill-equipped and not adequately trained to put the "fire" out themselves.  How many will think they have put the fire out only to discover they missed a "hot spot?"

As a veteran in the nonprofit sector, (more than 23 years) I now know much more than I did, even 10 years ago.  Unfortunately many small and young nonprofits are relying on "rookie" fundraisers because it is the best their money can buy.  There is certainly no shame in that.  The shame comes when there a "fire" and they don't make the call for help.

Your rescue squad is all around you in the form of expert consultants.  I started working for nonprofits after volunteering.  I was in sales and marketing.  Volunteering and helping others felt so good.  I was more into my volunteer assignments than I was into my then job and it began to bleed over.  My work began to decline and I realized I needed to make a career move.  All these years later, I have become an idealist.  I totally believe in the work that nonprofits are doing for our community.  WE DO SO MUCH!!  i started consulting and I'll start teaching this spring because after 23 years I feel like I can give back to the nonprofit community... and I am not alone.

So I say to the nonprofits who are out there on fire, your rescue squads -- those of us who have grown into industry veterans, consultants, etc. -- we are out here just waiting on you to call.

Check out the article I wrote for the Association of Fundraising Professional's Winter 2015 Advancing Philanthropy titled "Paralysis by Overanalysis."  http://www.afpnet.org/Publications/CurrentIssue.cfm

Before the end of 2014 I had lunch with a colleague who said he'd be resigning from the Board of the well-known national organization he'd been serving for the last few years.  He had just completing serving as their Gala Chair which had exceeded its goals.  While they thanked him for his efforts, they also indicated they would be expecting a year-end gift.  The audacity of such an expectation when he had expended months of effort, soliciting donations from his company, his peers and making his own donation to ensure the success of the gala, angered him to point of resignation.

I've been working for nonprofits since 1991, and I believe in the work they do and want them to be successful. I have coached many organizations regarding committee recruitment and retention and I was very sad to hear my colleague tell me the story.    I immediately thought, the organization should have answered their own questions BEFORE the recruitment conversation with my colleague took place.  Would they want his event donation to be above and beyond his annual gift as a Board Member?  What If he couldn't do both? 

Next, I would have suggested that the organization have a frank conversation with my colleague about expectations.  Any committee member recruited should go into their committee service knowing what will be expected of them on the committee and beyond.  The committee member should have the chance to express his/her abilities and limitations. Unfortunately, in this case, these detailed and candid conversations did not take place.

Depending on how badly the organization needs the person to serve on the committee, they might have to let the annual gift go if the committee prospect can't do both.  It's better to keep the donor for the long-term.  My colleague who served as Gala Chair should now be helping to build relationships with the attendees and donors he brought in.  Now, not only is he lost, but so are those that came with him.

As nonprofits start this new year, I hope they will build up relationships with their board members, key committee members, important donors and others not tear them down.