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We help nonprofits overcome the most complex organizational
We help nonprofits overcome the most complex organizational issues that are often based on either a Lack of Proficiency or a Lack of Initiative... Learn more https://iodinc.com
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We start by gaining an objective and comprehensive picture of your organization's current "As-Is" state. Next, we help you determine its future "To-Be" state... then most importantly, we produce a Development Plan to FUND your future! Learn more https://iodinc.com
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We help nonprofits overcome the most complex organizational issues that are often based on either a Lack of Proficiency or a Lack of Initiative... Learn more https://iodinc.com
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Our affordable Capacity Building and Organizational Development services help nonprofits nationwide amplify their relevancy, increase their credibility, and raise their visibility especially in this unprecedented era.We have a proven track record serving all sizes and types of nonprofit organizations to advance their mission and raise more funds. SCHEDULE A FREE CONSULTATION https://calendly.com/complimentaryconsultation/15min?month=2022-08
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Financial Services
IOD provides affordable, innovative and sustainable financial, managerial and operating solutions tailored to the unique world of nonprofit management that increase efficiency and decrease costs. Learn more: https://iodinc.com
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The best way to plan for the future... is to create it!
IOD offers a systematic process for strategic planning to assist your organization in managing change while responding to challenges and leveraging opportunities. unities. IOD works closely with you throughout every phase of the planning process from analysis to implementation to produce a measurable plan that focuses the efforts of the organization on a day-to-day basis and that is realistic, relevant, and responsive to existing conditions. Learn more: https://iodinc.com
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IOD’s fresh, unique, proven approach to financial sustainability through donor-driven fundraising results in raising new gifts from new and existing donors in a Post-Covid world. We show you how to help donors accomplish their philanthropic goals, continue a family tradition or practice their personal values by investing in your mission. We then transfer the skills and tools to you, as quickly as possible, so you take control of your development function and are no longer dependent upon outside fundraising consultants. Learn more: https://iodinc.com
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If there was ever a time to rethink the art and science of nonprofit management, it is now.
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If there was ever a time to rethink the art and science of nonprofit management, it is now.
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Nonprofits often struggle with how to select the right Development Officer!
Here are some tips:
1.Distinguish between a development officer and an administrative support person. Make sure you have adequate administrative support so that your professional development officer does not spend time inputting and manipulating data, scheduling meetings, or handling routine administrative tasks. This is a waste of the development officer’s time and expertise—and a waste of your money.
2. Craft a good job description. This is a leadership position with significant design and decision-making responsibilities. Your Chief Development Officer is a senior-level manager, part of the organization’s senior team.
3. Obviously, you have to hire someone who possesses the documented body of knowledge in fund development and demonstrates real-world experience.
4. In addition to expertise and experience in fund development, think about what you expect in anyone who holds a senior-level position. For example: a Team player. Effective supervisor, mentor, and coach for other employees and for volunteers who help with fund development. Strategic and critical thinker. Problem identifier and fixer. Leader. (And you must define what you mean by “leadership,” because there are so many different interpretations. The right development officer, if she is the chief development officer, should be an organization development specialists. This includes having familiarity with systems thinking and learning organization management theories. They should have knowledge of governance to be able to facilitate that with board members on committees along with general management and strategic planning expertise.
5. You should understand enough about fundraising to be able to conduct an interview. For example, the Certified Fund Raising Executive (CFRE) is the baseline credential for fundraisers. Maybe you will want to bring in a professional fundraiser to help review resumes, help craft interview questions, and participate in the interviews. Consider conducting a preliminary interview to verify specific information and get an initial impression of the candidate. Then, the leadership should select the top candidates for interviews. Hopefully, you have identified three to five candidates for interviews. Make sure to send your final candidates’ critical information about your organization. You should expect the candidates to come prepared to comment on your materials.
For example, include the following items:
Your most recent annual report, audit, current strategic and fundraising plan.
A couple of copies of your donor communications, e.g., a donor newsletter, a solicitation letter, a case for support.
Organizational structure, e.g., showing staffing structure and senior management team.
List of board members and their general information, e.g., occupation, etc.
Some donor statistics, e.g., the number of donors, donor retention and acquisition rates.
The right development officer will be able to share astute insights from the information you have provided.
The Development Officer Interview Process:
Construct your interview team carefully. Make sure everyone on the interview team understands his/her role and limits. The interview team should likely involve: three to four board members, including the Fund Development Committee Chair; one or two members of the Fund Development Committee; and perhaps the board chair. Additionally, members of the senior administration, e.g., head of departments, programs, missions and finance/business officer, and any member of the senior management team.
To identify the right development officer, interview questions are critically important. Good interview questions require that a candidate think carefully, respond thoughtfully, and demonstrate expertise and experience to you. Assign different questions to different people on the interview team. Alternate general questions with fundraising-specific questions. Determine the order in which you want to ask the questions. And, of course, other members of the interview team can ask for clarification even if they did not ask the question originally.
Considerations:
Pay attention to what the candidates ask you. Their questions demonstrate their insights and expertise and experience. Their questions demonstrate the application of their knowledge and experience based on a review of your information.
You should expect job candidates to be assertive and gracious, candid and respectful. Expect the candidate to offer a gentle critique and advice about how to improve your organization’s fundraising. You do not want to hire a meek, mild, overly polite, go-along-to-get-along candidate. You want a leader—and that means being courageous, speaking out, challenging assumptions, and being a change agent.
Possible Interview questions:
1. Describe how, in a previous position, you overcame resistance to fundraising from:
Executives or administration
The board or fundraising committee
Staff or volunteers
2. What are the process or the thinking that you use to build a development team and a development function?
3. Share an example of a successful solicitation of yours. Describe the process from the concept and design of it through what made it successful, and what you learned from the experience.
4. Share an example of a not-so-successful solicitation of yours. Again, describe the process from the concept and design of it through what made it not so successful, and what you learned from the experience?
5. Tell us about your philosophy on relationship building, including the connection as you see it between relationship building and solicitation.
6. How will you help this institution identify those who are interested, qualify them as prospects, and then transition them into donors?
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What Role Does a Gift Range Chart Play in Your Fundraising Success?
A gift range chart is an empirical tool based on the sound statistical analysis used to determine how many potential donors you will need to ask to raise a specific amount of money. Learn more: https://iodinc.com
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What Makes Us Different.
If there was ever a time to rethink the art and science of nonprofit management, it is now. Learn more: https://iodinc.com
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Why We Serve.
Running a nonprofit is far more complex than running a for-profit business. In reality, a nonprofit operates in two very different worlds... one of service delivery and the other of generating revenue to fund service delivery to advance its mission. Learn more: https://iodinc.com
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Why Titles Matter for your Fundraising Resource.
Don’t think your title can hurt charitable giving… Think again!
Russell James, Ph.D. at Texas Tech University has recently completed a study of the Effectiveness of Fundraiser Job Titles. Learn more: https://iodinc.com
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What Role Does a Gift Range Chart Play in Your Fundraising Success?
What Is a Gift Range Chart?
A gift range chart is an empirical tool based on sound statistical analysis used to determine how many potential donors you will need to ask to raise a specific amount of money. A gift range chart is based on the “giving pyramid” that shows most of the money you will raise comes from just a few donors.
Research confirms that typically the top gift will be in the range of 10%–20% of your overall campaign goal.
The top ten commitments, including the first one, will be as much as 50% to 70% of the goal or campaign success can be in jeopardy.
Therefore, you can construct a chart that shows how many donors you need for each level of your funding goal. Below is a gift range chart for a hypothetical $1,000,000 campaign and in this case, you only need to ask 528 folks to reach the goal.
Gift Range Chart
GIFT RANGE
# GIFTS REQUIRED
# PROSPECTS REQUIRED
SUBTOTAL
CUMULATIVE TOTAL
CUMULATIVE
%
100,000
1
4
100,000
100,000
10%
75,000
1
4
75,000
175,000
18%
50,000
2
8
100,000
275,000
28%
38,000
3
12
114,000
389,000
39%
25,000
5
20
125,000
514,000
51%
19,000
8
32
152,000
666,000
67%
13,000
10
40
130,000
796,000
80%
6,300
12
48
75,600
871,600
87%
2,500
12
48
30,000
901,600
90%
Under 2,500
78
314
98,400
1,000,000
100%
Totals
132
528
1,000,000
Once you determine the number of actual donor prospects you will need to approach, it becomes much easier to build and implement a realistic campaign plan to identify and engage 528 “like-minded” potential donors using these steps:
Establish a 10–15 member Campaign Cabinet of your top, existing donors and ask them to help build a file of friends and colleagues from their inner circle.
In addition, build a list of donors from your existing alumni and any supporting churches, community organizations and businesses.
This cascading approach helps to create a large pool of like-minded individuals who currently support your school’s mission or will be easier to cultivate to earn the right to ask for major gifts based on your gift range chart.
Gift range charts are NOT created using simple math, such as this: “To raise $1,000,000, we just need to ask 1,000 people for $1,000.” Instead, they are built like a pyramid and clearly identify the gifts needed from a few large gifts to many smaller ones.
Six guidelines for creating a gift range chart:
1. The lead gift should be at least 10% or more of your campaign goal or success is at risk.
2. Build the chart downwards, cutting the gift size as you go and doubling or tripling the number of donors at each level.
3. Remember that roughly 80% of your goal will come from 20% of your donors.
4. For each gift, you need three or four donor prospects (not everyone will say yes to the amount you are seeking).
5. As you go down the list, you need fewer prospects because people who said no at higher levels may give smaller gifts.
Of course, no campaign ever goes exactly according to the gift range chart.
If you have an established donor base, your chart may be heavier at the top with more major gifts. If you are just developing a donor program, your chart may be bottom heavy with many small donations.
The key is to stay the course: build your gift range chart, then work you way up and down the chart filling in gifts of all sizes until you reach your goal.
About John Curtis
John Curtis is president of Integrated Organizational Development (IOD). IOD provides analysis, insight and solutions for the capacity building and fundraising challenges of
Christian Higher Education! www.iodinc.com [email protected]
View all posts by John Curtis →
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David is IOD’s Director of Business Services and has 20+ years experience beginning as a banker, then ultimately as a college CFO. Over his career he developed a proven track-record in accounting, education, real estate investing, and small business ownership. Learn more:
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Our Accelerated, Donor-Driven Fundraising Services.
Over the past 60 years individuals, churches, and businesses have changed the way they support Christian institutions, but so many organizations continue to rely on stale, overused and ineffective fundraising methods from the past. Learn more: https://iodinc.com
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