Non-Profit Fundraising Blog

Scott Rodin

As nonprofit organizations face growing challenges in raising resources, securing board members and communicating the uniqueness of their mission, there is a growing interest in the opportunities available through collaboration and cooperation with one another. More than perhaps any time in the history of the not-for-profit sector in our country, there is an openness to explore the possibility of mergers, acquisitions and strategic alliances.

The Not-For-Profit Practice of OneAccord specializes in helping organizations investigate these options and, when appropriate, to walk through step-by-step the complex process of completing a merger, acquisition or strategic alliance. Here is a brief primer on the process.

Step one, choose the appropriate structure and do so for the right reasons. Of the three options listed above, every organization will need to decide which will best serve the furthering of their mission. An acquisition allows stronger organizations to bring smaller organizations in under their 501(c) 3 umbrella. A merger produces a new organization that emerges out of the merging of two existing organizations, and a strategic alliance allows two nonprofits to work together in substantive ways without either having to set aside their identity or legal structure. All three have their unique purposes and your organization will need to choose which one best serves the intention and goals of a collaborative effort.

Step two, organizational preparation. In this step we help nonprofits walk through five activities that will best prepare them for the significant work that lies ahead. These are: prayerful discernment, strategic planning, partner identification, selection of the process to be followed, and the initial approach to the potential partner. When these steps are followed carefully an organization is ready to begin the serious work of completing a collaborative effort with the selected partner.

Step three, the OneAccord DISCERN Process. Through our experience of working with nonprofits in these collaborative efforts, we have designed a seven step process. They are: Discovery, Issue Identification, Stakeholder Involvement, Communication, Evaluation, Resolve and Negotiation. Underneath each one of these seven steps is a carefully designed process that will help your organization move carefully and prayerfully as it discerns and evaluates the risks and benefits of a collaborative effort at every point.

The end result is a new relationship that has been carefully thought through, well planned, skillfully executed and prayerfully implemented. Taking your organization through a merger, acquisition or strategic alliance is one of the most demanding efforts ever to be undertaken by an organization. However, the end result can position you to fulfill your mission in greater ways than you may have ever imagined. If you’re interested in exploring a merger, acquisition or strategic alliance, OneAccord stands ready to guide you through from initial interest to final result.

- R. Scott Rodin, Managing Principal

For more on mergers, interim executive leadership, and revenue growth, please visit:

www.OneAccordPartners.com/NFP

Michael Liimatta

How do we measure success at rescue mission? (Part 1)

When I visit rescue missions, I frequently ask, “How is your mission doing?” I’m usually told sure things as how many meals they served, how many nights of lodging they provided, how many food boxes were given away, etc. Sometimes I’m told about how the budget was met or exceeded, how many the staff has grown and about expanded their facilities. That’s when I ask what they believe is the purpose of their mission. The most common response is evangelism and discipleship. So, I ask, “How many people have made decisions for Christ this year at your mission?” I’ve found some missions that did not even keep a record of this! And, I ask the hardest question of all, “How many of them have been sober for at least a year, involved with church and living responsible Christian lives?” Very few mission staff members and director have been able to give me a definitive answer.

Today, missions are engaged in an increasingly wide array of programs. Yet, I contend that we must never lose sight of our ultimate reason for being - to fulfill the Great Commission. (Matt. 28:19). Preaching the Gospel is what differentiates missions from other social agencies, especially from others who work with the homeless. I believe everything we do at the rescue mission should somehow tie directly into our main objectives of evangelism and discipleship. This means looking at each activity and asking, “How is this program helping people to know Christ and to grow as His disciple?”

Peter Drucker encourages nonprofit organizations to adopt a “results-oriented mind set”. To him, success is defined by how well we accomplish our stated purpose for existing, which, ideally, is embodied in an organization’s Mission Statement. To measure effectiveness, we must develop a simple list of identifiable results that show us how well we’re doing in fulfilling our organization’s reason for being. This might be a good time to revisit your organization’s Mission Statement. How well are you doing in fulfilling it? Have you defined measurable results that show how your purpose is being fulfilled? Do you have records of actual results that give you a factual basis for evaluating your success?

Someone once challenged me by saying, “How can you put a success ratio on discipleship?” My answer, of course was, “If what you’re doing is real and you’re meeting real needs, it should be evidenced by changed lives.” People who love the Lord who are sober and growing. And that’s what it’s all about. And that’s always got to be our focus. Here’s a few suggested areas for to measure in our follow-up efforts:

1. Continuous sobriety after program completion

2. Employment and employability

3. Christian involvement

4. Improved personal and family relations

Historically rescue missions have not been required to document the results of their programs. Unlike secular agencies, they aren’t required to develop such reports as a condition for funding. Additionally, missions have not viewed follow-up on program graduates as all that important, assuming that if they make it through the programs, they will do just fine when they leave.

Still, there are a few very good reasons for maintaining such records.

A. Program Evaluation - We should never assume that we have somehow developed the ideal program. Our perspective ought to be one of on-going evaluation, leading to constant upgrading. The homeless population we serve is changing. Those we help are younger than ever and they have a host of problems that we didn’t see just ten or fifteen years ago. If we are to truly meet their needs, we must understand them. Understanding how our graduates do after they leave our facilities will help us to improve our programs.

B. Show continuing concern for graduates - A follow-up contact from someone at the mission can be a real opportunity to encourage graduates, especially for those who may be struggling.

C. Substantiate fund-raising claims - There is a phenomenon throughout the country right that’s going to affect all of us, I think. It’s being called “compassion fatigue.” We’ve seen is bigger metro areas like New York and Los Angeles. But, it is becoming more evident in smaller cities, as well. Throughout America people are saying, “OK, now that we’ve spent all these millions of dollars on the homeless, what have we got to show for it? Homelessness is on the increase.” The best way to counter this is to show that the homeless really are changing at our rescue missions. While many have begun saying this, it is important to back up these claims with real numbers.

D. Charitable Choice - With sweeping changes in the welfare system, it appears that Christian organizations will be eligible to receive government funds without having to compromise on their spiritual emphasis. If your mission does choose to pursue some of this money, having good records that substantiate the successful results of your efforts will improve you chances of getting some.

E. Witness to the world - Does Christ really change lives? I believe He does! You can’t survive very long as a mission worker if you don’t. Having concrete numbers to substantiate this fact is a genuine testimony of God at work in our fallen world.

- Michael Liimatta, Director of Education, International Union of Gospel Missions

For more information on fundraising for your organization, interim executive leadership, and strategic planning, please visit:

www.OneAccordPartners.com/NFP

Janel Curry

My daughter recently had to write an essay on the movie, The Truman Show, for a religion class and use the movie as a platform to reflect on views on God’s sovereignty. We ended up have an extensive discussion on the two different traditions—either God is a strong, controlling boss of the Calvinist variety or God is the absent watchmaker of the Deist tradition. Haven’t we all had CEOs who are one or the other? Alternatives do exist.

Studies show that actual on-the-job effectiveness measures are correlated to what is called transformational leadership.  These studies identify transformational leadership as leadership that focuses on idealized attributes and behaviors, inspirational motivation, intellectual stimulation, and individualized consideration (focus on where we are going–the ideal) in contrast to a leadership style which focuses on policing boundaries and exceptions and misbehavior (corrective focus). Transformational leaders Inspire to ensure that all are pulling in the same direction, Enable and Empower people to complete their tasks by providing resources and other support, Model flexibility in envisioning the various routes possible to reach the goal, Challenge processes, not people, and Celebrate successes. When organizations are led by transformational leaders, all are changed in the communal, interactive process. And vision, mission, organizational capacity, and future leadership are built along the route!

What leadership style does you organization support? Is it one of tight control or alternatively, one that exhibits an absent, disengaged leadership style? Or does your organization have a leadership culture where authority is used to ensure process, direction, empowerment, creativity? Which type of organization would you want to join?

- Jan Curry

For more on transformational leadership, revenue growth, and interim executive leadership, please visit:

www.OneAccordPartners.com/NFP

I’ve been observing and learning from relationship mistakes in fund raising for 30 years, and there is usually a good intention behind every mistake that is made.

Often mistakes are made by well-motivated professionals who want to see the mission of their organization advanced. Many of these could be avoided by heeding the counsel of a seasoned coach, mentor, or teacher. I have had some of the best counsel a professional could dream of, and I will share a little of what I have seen and experienced with you.

It is my hope that by recognizing and steering clear of these common oversights, you may be able to be more effective in wooing financial partners to help expand the reach of your mission and vision.

Mistake #1— Neglecting to help the CEO and board members be successful in their role as fund raisers.

Remedy—Be proactive in helping them “win” with your supporters.

With so many priorities demanding their attention, the CEO and board members will welcome your setting aside time and energy to focus on this critical aspect for them.

There are some relationships only the CEO or a board member can cultivate effectively. Identify and collaborate on who they should stay in touch with, and then systematically prompt those calls and visits.

The result will be stronger relationships with donors—ultimately generating more resources for important ministry projects.

Mistake #2—Talking about facts and figures rather than reporting on the lives that are different as a result of your partnership with the giver.

Remedy—Focus more on stories about changed lives and less on details of programs or events.

Frequently asking “So what?” as you write newsletters and reports will help you and your team stay centered what your story needs to say to communicate the impact that the giver has made with their partnership.

The most compelling “so what’s” are related to lives that are touched because someone from your organization had an influence. Those may be hard to describe, but the impact of that kind of report makes it worthwhile to spend the extra time.

It is easier to write about facts and figures. It takes more thinking and more time to research the stories that describe significant changes that are taking place in people’s lives.

Mistake #3—Failing to have regular contact with your financial partners and supporters.

Remedy—pick up the telephone to call a giver quickly and often to say “thank you” or just to see how things are going.

It is so easy to put this off: I’ll do that tomorrow; I’ll put it on my “to do” list; The newsletter is coming out soon; They got a thank you in their receipt; They know “Bob,” and he will tell them thank you; I have pressing deadlines today.

This really doesn’t take that much time and these are such satisfying calls to make—for you as well as for the giver! A call is second in warmth only to a personal visit. If you make this a part of each day, you and your supporters will be happier. I can guarantee it.

Mistake #4—Not taking someone with you when you visit a donor.

Remedy—Don’t go by yourself. You know you can have a meaningful conversation with most people interested in your cause. But when you take someone along whose life is different today because of your organization’s outreach, or when you take a staff member who is on the front lines and can give an eyewitness account to the difference your programs are making, it is memorable and satisfying for the giver.

It takes more time, effort, and, sometimes more money to schedule a three-way appointment. It is worth it.

In other words, put the relationship with the giver at the center of all you do. This may seem pretty basic, but it is often disregarded.

Cultivating a culture of the basics provides a firm foundation for your fund raising dreams and aspirations.

Other often-overlooked basics include: developing a sound internal philosophy of fund raising, planning a well-rounded strategy, integrating your message across all channels, and getting the right people on your team. We’ll talk about these in future newsletters.

The other principals at OneAccord’s Not-For-Profit Practice and I know firsthand that the life-changing work our organizations accomplish depends on our effectiveness in recognizing and avoiding common mistakes.

We’d love to help you avoid as many as possible. The best guides are those who have been there before. Drop me an email and let’s chat.

–Denise.Kuhn@OneAccordPartners.com

- Denise Kuhn, CFRE

www.OneAccordPartners.com/NFP

Janel Curry

Almost a decade ago, Hong Kong government initiated a grand experiment. At great cost, universities are moving from a 3-year university system that favors early specialization to a 4- year system with a strong general education component. The intent is to fundamentally change the educational system in order to develop the creativity, innovation, and citizenship skills needed to sustain HK in this century. During 5 months in 2010 I was part of a group of American Fulbright scholars who worked with individual universities on the implementation of change. I share here some of the cultural challenges to change that I have encountered and some principles for approaching them.

Resonate with local values: Hong Kong is a pragmatic society. This pragmatism is built on narrow, technical specialization. General Education goals involve integration rather than specialization—societal impacts of technology; ethical implications and frameworks for making choices; the relationship between China and the world, to name of a few examples. In HK the value of general education needs to be translated. Integrative learning is about educating students for the jobs they will have over a lifetime. Specialized training becomes obsolete quickly in today’s economy. Places that continue to thrive economically are those that generate new ideas and are built on cultures of risk-taking and entrepreneurship. New ideas are often found at the boundary between bodies of knowledge.

Find ways to tell the truth while saving face: All cultures want to portray their societies and cultures in the best light. Hong Kong sits between identities. It became part of mainland China in 1997, moving toward a stronger identification with being Chinese, yet there is a great deal of ambivalence due to the PRC’s political system. On the other hand, the British colonial history also leads to feelings of ambivalence. Should the portrayal of Chinese civilization be an “idealized” view of Chinese culture? Truth-telling about oneself is difficult, but even more difficult when part of the PRC and embedded within a culture of “face-saving.” Yet exploring the complexities of identities in their diversity is an essential part of a rich general education program that develops critical thinking and self-understanding. One approach around this problem could be to focus on students’ every day experiences—gender roles historically within their families, or family histories and their connection to larger themes in Chinese history. This approach may allow for diversity of perspectives to arise, grounds the subject matter in the real lives of students, and perhaps allow some of the larger pressures to be sidestepped.

Remember that learning involves relationships: In Hong Kong, much confidence is placed in quantitative measures, whether these are teaching evaluations or university rankings. Knowledge is treated as if it is “objective” and just factual. Courses can be lists of topics rather than well-developed perspectives that form a whole. This approach leads to faculty replacing their “voice” with lists of facts. Students struggle to find the meaning in learning because it is not being modeled by faculty–the faculty cannot talk about the meaning of this material to themselves personally or share their own life journeys. Yet it is at these moments of honesty and transparency that true learning occurs on the part of both the faculty member and the student. Where does this come from? It is possible that an emphasis on social harmony encourages this tendency. Yet a good teacher must have “voice” and share something of him or herself to be effective in the classroom. On the other hand, a fine line exists between transparency and advocacy. One is grounded in sharing a life journey and the other is “telling.”

Keep answering the” why” question. One of the challenges in developing a general education program in Hong Kong is the “why” question. The structure and purpose of the university system has been to train workers for employment in HK (not the world). In the past, all programs and their size had to be tied to local employment needs. No “why” question was necessary. But why a liberal a liberal arts education? Certainly it is tied to creating life-long learners who will change careers many times. But also it has always included a sense of creating global citizens, adults who can contribute to civil society and the good of the whole. The “why” question in HK needs to be answered with a new, consistent, and clear vision for higher education. The universities sit at the boundary between East and West, creating an enormous opportunity to impact China in terms of the development of its civil society, and moderate its worldview.

These are the lessons I take home: Listen to find ways to frame issues to resonate with local values. Find ways to tell the truth while allowing for face saving. Remember that relationships are crucial to learning. And always, always, keep asking the “why” question. And of course, always think big: How are you going to take advantage of your unique position to impact the world?

- Janel Curry

www.OneAccordPartners.com/NFP

Janel Curry

My daughter recently had to write an essay on the movie, The Truman Show, for a religion class and use the movie as a platform to reflect on views on God’s sovereignty. We ended up have an extensive discussion on the two different traditions—either God is a strong, controlling boss of the Calvinist variety or God is the absent watchmaker of the Deist tradition. Haven’t we all had CEOs who are one or the other? Alternatives do exist. Studies show that actual on-the-job effectiveness measures are correlated to what is called transformational leadership.  These studies identify transformational leadership as leadership that focuses on idealized attributes and behaviors, inspirational motivation, intellectual stimulation, and individualized consideration (focus on where we are going–the ideal) in contrast to a leadership style which focuses on policing boundaries and exceptions and misbehavior (corrective focus). Transformational leaders Inspire to ensure that all are pulling in the same direction, Enable and Empower people to complete their tasks by providing resources and other support, Model flexibility in envisioning the various routes possible to reach the goal, Challenge processes, not people, and Celebrate successes. When organizations are led by transformational leaders, all are changed in the communal, interactive process. And vision, mission, organizational capacity, and future leadership are built along the route!

What leadership style does you organization support? Is it one of tight control or alternatively, one that exhibits an absent, disengaged leadership style? Or does your organization have a leadership culture where authority is used to ensure process, direction, empowerment, creativity? Which type of organization would you want to join?

- Jan Curry

For more on leading a non-profit organization, revenue growth, and interim executive leadership, please visit:

www.OneAccordPartners.com/NFP

Mary Allison

Have you ever met someone whose perspective made you really angry? You know, that person who just won’t see what is so self-evident to you. That person who just refuses to acknowledge the overtly clear, logical and necessary course of action. The kind of person who makes you ask yourself how they could have achieved the success they currently enjoy with such a warped perspective. Maybe it was someone on your board of directors, or the executive director of the organization. Maybe even a key stakeholder or employee. You know… the person who was having those same exact thoughts about you.

When beliefs and perspective become so entrenched that there is no room for conversation, let alone collaboration, it is time to reflect upon your own strict adherence to your opinions and how it is limiting your ability to see more, dream bigger and work in partnership with others for greater organizational accomplishment.

It is no longer possible to be the expert in a given field or area of practice. Everyone has access to information and many are better at research and compilation than you are. Care to the individual who thinks their seniority, longevity or prior success anoint them as an expert. And even more care to the leader who uses their seniority, longevity and prior success as a hammer to force the buy-in of others.

So how do you open yourself to the influence of others and just as importantly, how do you get them to open up to your influence? Start by acknowledging that you are both committed to the same goal – furthering the mission of the organization. When you are aware that you share a commitment to the outcome, and that you both have a perspective drawn from the current reality you build common ground. And this common ground serves as a platform on which to discuss new and emergent information that pushes you together in a better direction.

Perhaps you have heard the old adage, “the eye cannot see the eye.” It is much easier to look out and see what is wrong. Only looking out is limiting. It is critical to use those around you as mirrors to look inside of yourself as well. This is immensely challenging, even initially disorienting. It is hard to confront our tightly cherished and deeply chiseled beliefs and assumptions. Almost impossible to do so alone. Take advantage of the people who share your goals but not your perspectives to see the bigger picture and create a greater organizational outcome.

- Mary Allison

For more on organizational assessments, revenue growth, and interim executive leadership, please visit:

www.OneAccordPartners.com/NFP

Scott Rodin

The challenges facing not-for-profit organizations today are increasingly complex. We believe the solution requires long-term not short–term thinking, transformational not transactional strategies, and true sustainable peer partnerships with experts who have traveled the road before. That is the calling of all of us in the OneAccord NFP practice.

Professional Partnership is a calling to serve organizations through the process of encouraging, guiding and equipping. The process involves peer relationships where truth can be spoken and fundamental change can be achieved. The outcome is systemic transformation that results in greater effectiveness for not-for-profit organizations.

We affirm that this profession is a calling. OneAccord Partners have been prepared for this work through a long career of service in the not-for-profit world. We serve clients with a wholehearted commitment to outstanding client service that results in long-term sustainable impact, delivered with impeccable integrity.

Professional Partnership is a work of encouragement. OneAccord Partners are called to be an ally and encourager to our clients. We are expert troubleshooters; relying on personal experience, team problem solving, industry best practices and organizational savvy to help guide our clients toward the accomplishment of their vision.

Professional Partnership is a work of guidance. We help clients navigate the various challenges of running an effective organization with the goal of being a good steward of all of their resources. We are called to be honest with our clients; to diligently seek to discern what must be addressed and guiding them in the achievement of their vision.

Professional Partnership is a work of equipping. There is a high level of accountability in our work - we are hired to get results! We equip our clients for success that will outlast our engagement, multiplying our work and providing our clients long-term, transformational solutions.

Professional Partnership is ultimately a work of transformation. Professional partnership requires our fullest commitment to serve our clients in their process of transformation that we might help our clients achieve their potential, carry out their mission and realize their vision.

- Scott Rodin

For more on the ministry of Professional Partnership, income generation, and strategic planning, please visit:

www.OneAccordPartners.com/NFP

Scott Rodin

Here is my favorite fund raising story from Scripture. I do not think it is often viewed as a story about faithful asking and generous giving. The story comes from Luke, Chapter 19 beginning at the 28th verse.

“And after Jesus had said this he went on ahead going up to Jerusalem. As he approached Bethphage and Bethany at the hill called the Mount of Olives he sent two disciples saying to them, “Go to the village ahead of you and as you enter it you will find a colt tied there which no one has ever ridden. Untie it and bring it here. If anyone asks you why are you untying it? Tell them, “The Lord needs it.” Those who were sent ahead found it just as he had told them and as they were untying the colt its owner asked them. “Why are you untying the colt?” They replied, “The Lord needs it.”

Jesus sends his disciples ahead of him, telling them they are going to find a colt tied up in front of a certain person’s house. They are to go up, untie the colt and bring it to Jesus. He also tells them that if anybody comes out and asks them what they are doing they are to say, “the Lord needs it.” Armed with this directive they go into Jerusalem.

We know from the history of that time that a colt was a very prized possession, one of the most valued possessions a household could own. It would one day serve as transportation, pull a plow, cultivate fields and carry items to market. In short, this young colt was going to play a major role in the health and prosperity of this family.

So these disciples come along and find the colt as Jesus had said and, as they were instructed, they start untying it and leading it away in broad daylight. The Scripture says that the owner sees all of this happening and his response is a simple question, “why are you untying that colt?” That may be what he said, but I don’t think that is how he said it. I think he likely picked up a stick, and came running out at them yelling in anger at the top of his lungs, “why are you untying that colt?!#%&!?”

All that the disciples say in response to the man’s protest was what Jesus had instructed them to say, “the Lord needs it.” The Lord needs it. We assume that the owner of the colt knew who “the Lord” was and that the Lord was his Lord, too. And that is all that the owner needed to hear. What a response of faith!

The owner of that precious colt did not need a direct mail fundraising letter. The disciples did not take out a brochure and say, “well, this colt is part of the Triumphal Entry Campaign. As you’ll see here by our table of gifts we need five contributions at the ‘colt level’ and we are hoping you would consider giving one of those today.” They offered no plaque on the walls of Jerusalem. No seat next to Jesus at the major donor banquet.

“The Lord needs it.” That is all the disciples said to this angry man brandishing a stick. And upon hearing those words, the man just let it go. What a marvelous picture of a heart tuned to God. Imagine what it must have been like for that man in a few short hours to see the King of Kings and the Lord of Lords riding triumphantly into Jerusalem on his own colt.

I love this simple example of a person giving sacrificially for the right reason and then seeing what amazing things God does with that gift. My prayer is that in working with our donors we can help them become generous givers by cultivating an obedient heart. As we do, our life’s work becomes the joyous task of telling God’s people about great opportunities to invest in the work of the kingdom. We ask them to search their heart and ask themselves if God is saying to them, “I need you to share what I have given you that this work may be completed.” And we pray and trust that they will respond obediently, which, in Kingdom terms, always means abundantly and joyfully.

- Dr. Scott Rodin

For more on fundraising strategies, the ministry of Professional Partnership, and interim executive leadership, please visit:

www.OneAccordPartners.com/NFP

Janel Curry

Non-profit organizations are known for producing burn-out. One of the reasons for this is that those that people who work for non-profits are committed to the organizations out of a central passion—there is no boundary between their personal commitments and the organizational mission. I call this the promise and problem of boundaries. We experience great joy from the lack of boundaries between our passion and our work, yet we also experience the stress when the organization is going through difficult times.

What are some lessons for individuals and organizations?

Everyone needs multiple spheres within which to invest in their lives as a coping mechanism for stress and stress management. When your non-profit is going through difficulties, you need to be able to be able to invest elsewhere so that you can continue to be productive at work and weather the storm. Putting too high an expectation on informal socializing among colleagues sometimes keeps individuals from being able to create the balance. Greater psychological resilience over the long run is the result of being able to have several areas of your lives upon which to find joy and fulfillment.

Build in personal agency into structures. Stress is often the result not of work load, but lack of personal agency. One strategy that an individual can use to exert this personal agency is what I call the “No, but yes” response to a request to take on another task—“I cannot do that right now because I am working on these other projects, but I can do that…” Often it is simple reframing that allows individuals to control their time and forces managers to set priorities.

Model taking Sabbaths and build a culture that honors efficiency, not business. A wise colleague once told me that executives should not work more than 45 hours a week because if they did, they created more work for others. Some organizational cultures play the game of one up-man-ship. For example, I knew someone that would brag about the length of time he spent on writing a letter of recommendation, implying that if I didn’t spend an entire day writing such a letter I was somehow uncommitted.

Occasionally review everything your organization or you individually have on your list of projects, and consciously decide what you are not going to accomplish, and take it off your list!

- Jan Curry

For more on building healthy organizations, revenue growth, and the Ministry of Professional Partnership, please visit:

www.OneAccordPartners.com/NFP