What We Should Really Fear Right Now

Nearly everyone on the planet is currently a part of something that has already changed the world. The global experience of the COVID-19 pandemic is something everyone is sharing. It is changing our communities, our culture, and each of us individually. The world we return to will not be the same as the one we had. Some of those changes will be painful, and others will improve our world. Not everyone sees that. I’ve been thinking a lot about how different people are coping with their circumstances. I’ve also been angry about how unethical people are profiteering and fearful about how others are using this crisis as an excuse to take actions they’ve always wanted to take.

A few years ago, I was confronted with an organization that I felt was taking improper advantage of inexperienced fundraisers, specifically targeting those working at religious organizations. While I am not religious myself, I thought that this was unethical. Their actions seemed purely profit-driven, cloaked in philanthropy. It led me to coin one of my “Jimisms” which is a thought or concept I have that becomes a regular saying or quote. This one was, “The only things nonprofit organizations have to fear are the charlatans, the ignorant, and the angry.” I’ve thought about that a lot as I’ve seen people reacting to or using the COVID-19 crisis for personal benefit.


During this crisis, nonprofit fundraisers should be fearful of the charlatans. These individuals are profiteering off of the fear people have during this stressful time. Every person who becomes the victim of someone selling false cures or solutions loses a bit of trust, and that will harm all of us. Trust is the most important relationship we have with our donors. If they are trusting less, our work will be increasingly difficult.

The ignorant in this situation are those individuals who genuinely don’t understand what we are facing and who want to immediately force us back into risky activities that will lead to

further infections and deaths. The ignorant are also those who do not understand how a nonprofit organization works. They might think that you should work only as a volunteer. They do not know that each nonprofit is a business; instead of profits going to the few in power, financial gains are invested in the organization. Of course, there are exceptions to this. Some unethical people are running nonprofit organizations. But for the most part, the vast majority of money raised is reinvested in serving our communities.

Finally, we have the angry. They are furious about, well, everything. They are angry that their regular routines are disrupted. They are angry because they have to follow “someone else’s rules.” They are angry because they often perceive that some in our society are getting a free ride while they have to work so hard. They also tend to be very selfish and do not understand service or philanthropy. 

The three groups of people I just described were probably very much like this before COVID-19. A person doesn’t become a jerk because of a crisis. However, those emotions and attitudes are being amplified and revealed more clearly.

I’d like to add one more thing nonprofit fundraisers should fear. That is the people in decision making positions who are using the challenges we are facing as an excuse to take actions they wanted to take in the first place. They are using the crisis as a shield to fire or furlough people, to cut services and benefits, or to close facilities. These actions may be genuinely required in some circumstances. But I have already seen many examples of people taking such steps when they are not necessary. That person merely desires them. Anyone who falls into this category and makes such decisions is quite unethical and bordering on morally corrupt.

While there are a lot of concerns, fears, and uncertainties at this time, I’m optimistic that the kind, generous and compassionate people in the world far outnumber the “charlatans, the ignorant and the angry.” You just have to do your part to help some find the confidence to prove it. Remember, “you should be fundraising now!” If your mission was valuable to the people you served before this crisis, it is likely more important now. People need arts, social service, mental health, a clean environment, and all the other types of nonprofit organizations. If they loved you before, they love you now. If you serve people, pets, or the planet, you are providing an essential service.

Ms. "Ethics Matter" Appointed to NANOE's Board of Governors

By Jim Anderson, CFRE

Ms. Ethics Matter's
NANOE "Press Release"

I was quoted today in an excellent article/expose published by the Chronicle of Philanthropy. The article,  "New Nonprofit Puts Money Over Mission and Ethics" was written by Timothy Sandoval regarding what many consider the unethical business practices and self-serving fundraising philosophies of an organization who calls themselves the "National Association of Nonprofit Organizations and Executives" (NANOE). In the article the "founder" of NANOE, Jimmy LaRose calls me a liar. I view that as an invitation to prove that my experience and my story are true.

In the article I explain what I view as deceptive and misleading business practices employed by NANOE. If you are or have ever been on a fundraising organization's mailing list you have likely received NANOE's "spam" communications or text messages proclaiming with grandiosity that you have been "nominated" for "appointment" to their "Board of Governors." Sounds pretty special, doesn't it? It's not. You haven't been "nominated." It appears they acquired your email address "somehow." I think that "acquisition" is very shady. But we'll save that for another blog.

Here's my proof that "you" were probably never "nominated" by anyone.

Tim at the Chronicle contacted me for an interview and I shared that I believe NANOE is in violation of the FTC's CAN-SPAM Act and that those flowery, flattering emails they send to "everyone" are intended to trick trusting fundraisers into believing that they have received a legitimate nomination to a prestigious board when in fact it's an automated process with no one actually nominating the recipient and no one looking at the submitted nominations before automatically sending the "Press Release" announcing their appointment to NANOE's "board of governors."

I explained that I have personally accepted multiple NANOE nominations that were NEVER OFFERED using fictitious names and new email addresses. I did so to test my assumptions that this was just a reprehensible, deceptive marketing tactic that was part of a broader money making scam attempting to mislead the unsuspecting. Like everyone, I hate spam. And, I really hate deceptive business practices and purposefully misleading marketing tactics.

Tim shared my story with Jimmy and asked if it was true that "anyone" could sign up with an email that had only existed for minutes and instantly be accepted as a member of NANOE's Board of Governors. Tim called me back two days ago on Tuesday, March 28th and told me Jimmy claimed that my story was impossible, nominations are specific to the individual and the button to accept "NANOE Nominations" had been removed "some time ago."

I knew that was untrue. I had already been "appointed" to their board of governors using a fictitious name and brand new email address. And I still had their web page open in my browser. I hadn't refreshed their page in a few days. The accept "NANOE Nominations" button was still on my screen. I told Tim what I saw on the website and sent him my earlier "Press Release" email proving that my "previously created" non-existent person had been appointed to NANOE's board of governors. (Yes, I am currently multiple NANOE "board of governor" appointees.)

Still... it bugged me that my personal experience was called "impossible." It bugged me that Jimmy was claiming his "pez dispenser" for board of governors appointments didn't exist. It annoyed me off that Jimmy was calling me a liar.

So, I did it again.

Photo #1 - When you click the "NANOE Nominations" button in the top left of the homepage, this is your first pop-up window. 

Minutes after ending my conversation with Tim, I returned to NANOE's homepage and repeated the process using the name "Ms. Ethics Matter." I had seen how they automatically spit out their "press releases" and I really wanted them to "appoint" "Ms. Ethics Matter" to their board of governors. For an organization that proclaims "Ethics + Accountability = Failed Practices," this is ironic isn't it? Jimmy claims his nominations are real and you cannot accept a nomination unless you had received an invitation. But, Jimmy is a liar. And Jimmy knows he is a liar. But liars don't care. They just lie about lying. Problem solved.

On multiple occasions I used a fictitious name, a fictitious company, an email I created only moments earlier and a phone number that amused me to accept a nomination that had never been offered. In the case of Ms. Ethics Matter, her phone number is the US Congressional Switchboard.*

Photo #2 - This is your second pop-up window. You can enter any name, phone number, or email. Don't worry "everybody" gets appointed to the NANOE "Board of Governors."

Photo #3 - This is your third pop-up window. Hurray! You have been "instantly" appointed to the NANOE Board of Governors. Ms. Ethics Matter received her email confirmation (Photos #4 and #5 below) 19 seconds after I clicked "submit."

*Photo #1a - This is the original screen shot in this series of three photos. I took the second screen shot (above) minutes later after repositioning the homepage for a cleaner background. 

After being appointed to the NANOE board of governors AGAIN, only 19 seconds after clicking "submit," I sent the time stamped confirmation email "Press Release" and time stamped screen captures to Tim, AGAIN. This was two days ago as you can see in the photos. Tim called me back yesterday, Wednesday morning and told me Jimmy claimed I fabricated the story. He claimed I edited an earlier "legitimate" press release and that I photo shopped the screen captures.

Really? Really...who are you going to believe "me" or your lying eyes?

Here is Ms. Ethics Matter's congratulatory "press release" trumpeting her successful appointment to the prestigious NANOE Board of Directors.

Photo #4 - Ms. Ethics Matter received this congratulatory "press release" 19 seconds after I clicked submit.

Photo #5 - Jimmy claimed I used an old, "legitimate" confirmation email and edited it so I opened the address detail to prove it's authenticity.

Because of Jimmy's claims I had "fabricated" this whole story, Tim asked me to prove to him I was telling the truth AGAIN while he was on the phone with me. So yesterday, Wednesday morning, I took a screen capture of their homepage with the "NANOE Nominations" button and the pop-up window which appears when you click the button. I sent this to Tim immediately while still on the phone. My computer clock is visible on screen, and the photo is time-stamped proving the date. Tim said "That looks like proof to me."

Photo #6 - Screen capture of the NANOE homepage yesterday with the "NANOE Nominations" button in the upper left corner.

When I tried to move to the next screen to accept another non-existent nomination, we learned the link had finally been disabled sometime in the last 24 hours after Tim had shared with Jimmy that Ms. "Ethics Matter" had just been appointed to NANOE's board of governors.

It remains to be seen if we'll all keep getting "nominated" to NANOE's board. But the "pez dispenser" button for board of governors appointments is gone. With the button having magically disappeared, I'm not sure how you would accept your nomination that no one ever made. But on the bright side, I guess that means Jimmy's claim that "it's impossible" to do what I did, over and over again, is true. Finally.

-----

If you would like to consider membership in a reputable, ethical fundraising association here are a few places to learn more. (I am not compensated in any way by any of the following organizations.)

Association of Fundraising Professionals

Arlington, Virginia, US

Association for Healthcare Philanthropy
Falls Church, Virginia, US

Council for Advancement and Support of Education
(Multiple International Locations)

Fundraising Institute Australia

Chatswood, NSW

The Resource Alliance

London, UK

*If you do call the Congressional Switchboard at 202-224-3121, ask to speak to your representative about an issue important to you. Maybe stricter enforcement of the anti-spam CAN-SPAM Act and other FTC violations.

Mission First: Why Philanthropy is About Mission, not Money

Lowell Observatory
Discovery Channel Telescope
Photo: Dr. Michael West

"We're seeing things that no one's ever seen before." 

--Dr. Deirdre Hunter, Astronomer

I had the privilege of spending the majority of two days at Lowell Observatory as they unveiled the conceptual vision of the "next frontier," so to speak, of their research, learning and community engagement. As a former director of development for the Observatory (where they discovered Pluto), and a current donor, I'm very proud of Lowell. They have made groundbreaking discoveries for over a century, but even with that pedigree, the project that was discussed was thrilling.

You may wonder, is it a new telescope? No, they did that already with the Discovery Channel Telescope.

Is it a new building? Well, that might be part of the project, but not yet.

This project is about conducting transformational research to inspire people to change their view of science, the world and the universe.

This has been the unchanging mission of Lowell Observatory for 123 years. While it's not the stereotypical nonprofit cause of "children and puppies," it is inspiring to many amateur astronomers, scientists, educators, history buffs, and families who are curious about our little blue dot's place.

While there are still questions about the project, I can already see that this vision is capturing people's imagination. I can also see this project capturing the imagination and passion of current and future donors in a big and inspiring way.

This proposed new project is big. (Like "brontosaurus big," according to Dr. Jeffrey Hall, Director of Lowell Observatory.) And it will require a lot of money. But the thing is, we didn't talk that much about money.

Mission always comes first.

Dr. Hall aptly noted to the board, "We have made the error in the past of putting money first." That approach shook the core of Lowell Observatory's culture and even threatened the financial viability of the organization. "If you want to know why we do what we do, go speak to a high school class, and connect with a young person who wants your card afterward to follow up [about scientific study]," Dr. Hall added. "That's why we do what we do." By refocusing on their mission over the last several years, Lowell Observatory is poised to be the most successful in its history.

There are some people, however, who would argue that this approach is flawed. You've heard the old saying, "No money, no mission." But now there is an organization that believes that money should be the prime focus.

In an article published by the Chronicle of Philanthropy, "New Nonprofit Puts Money Over Mission and Ethics," the National Association of Nonprofit Organizations and Executives claims that they are for "nonprofit executives who know money is more important than mission." The founder is also quoted as saying, "they’ll say: ‘Jimmy, if we do what Nanoe is saying, we’ll have to stop serving kids.’ And you know what I say? I say, ‘Stop serving kids.’"

That approach is wrong. 

James Langley, founder and principal of Langley Innovations, and consultant to Lowell Observatory, astutely said, "Philanthropists are those who live below their means for the good of others." This applies to any philanthropist, regardless of their capacity to give. Whether the person is donating $10 or $10 million, they have made decisions to give up something to support your mission.

Do you think those philanthropists are interested in living below their means just to contribute to your coffers? If you "stop serving kids," why do you even exist?

This is a guess, but I think if you map out the difficult times for Lowell Observatory over a 123 year span, you'll discover that the times when the institution was most threatened was when money took precedence over mission. And the times when it has thrived was when its mission was a singular focus.

W. Lowell Putnam IV, the Observatory's current trustee, also said this: "Whatever we do, we cannot violate people's trust and the integrity of the institution." Lowell Observatory is clearly united in the belief that existing as a nonprofit organization is a privilege. It is their responsibility to be accountable to the donors--the investors--who give.

So do you want your organization to focus on ethics, accountability and your mission, or is money more important to you?


***
Disclosure: Jim Anderson was interviewed for the article by Timothy Sandoval with the Chronicle of Philanthropy. I was not. I thank Lowell Observatory and Langley Innovations for letting me participate in their meetings; these are my opinions and not theirs.

For-profit and nonprofit businesses: are we all the same?

Are nonprofit organizations any different from for-profit businesses?

For years, many professionals have encouraged us to think about nonprofit organizations just like you would a "regular" business.

I agree...to a point.

The easiest delineation between the two business types is that for-profit businesses distribute profits to shareholders, while nonprofit businesses reinvest profits in the mission of the organization. Nonprofit organizations definitely need to understand their "product," follow sound financial and operational practices, and all companies, regardless of classification, need to generate a profit to preserve long-term sustainability and the success of its purpose.

But when the bottom falls out, I expect something different from nonprofit organizations.

Recently, a nonprofit organization that I have been deeply involved with as a volunteer for almost 20 years, made business decisions that I have a hard time understanding. Ten people, several of whom I count as friends, who provided exemplary service and supreme dedication, were let go with less than a day's notice. They received calls in the morning and by the end of the day, they were unemployed.

I'm sure there are facts I don't know. And I'm told that this is the way it is done. This is “normal business practice” nowadays.

I've seen this happen at more than one nonprofit organization, and it makes me angry.

The line between nonprofit and for-profit companies is more blurry every day. With companies like TOMS, Warby Parker, and many others, it's becoming harder to tell which is a for-profit and which is a nonprofit. For many consumers, it doesn't really matter. I get that.

For better or worse, the nonprofit sector has traditionally claimed the high ground of being morally superior to our for-profit brethren. Not only does the mission come first, but we also care for our team. We're more humane. We're collaborative. We're “family.”

Business practices that treat employees as disposable leave us with little to differentiate ourselves from the traditional for-profit sector. So we might as well go to “the other side” and make more money. Or better yet, work for a hybrid corporation like TOMS.

I could be making more money. I probably should be making more money. But instead of becoming an accountant, or something else, I chose fundraising. I chose to work with small nonprofits. I chose to pour my heart, soul, time and money into the philanthropic sector. And increasingly, I am disappointed in business practices of organizations that purport to be the leaders in the sector.

Alexis de Tocqueville's Democracy in America is often quoted in reference to philanthropy. Tocqueville writes this on associations in the US:

"In the United States, as soon as several inhabitants have taken an opinion or an idea they wish to promote in society, they seek each other out and unite together....From that moment, they are no longer isolated but have become a power seen from afar whose activities serve as an example and whose words are heeded."

When we come together, when we have shared values as a group, we have the power to change society. We have the power to treat people with dignity. We serve as an example to others of how to work with respect for one another. Things that the charitable sector has historically had at its core.

In an effort to make the nonprofit sector "more like a business," I hope that we have not forgotten that the word “philanthropy” means “love of your fellow man.”

***
This blog first appeared on the GoalBusters Blog and reflects the personal opinions of Alice Ferris. But Jim Anderson probably agrees, since we both wrote the GoalBusters manifesto that outlines our values.

The Party's Over! - Conducting Special Event Audits

GoalBusters conducted a FREE "Special Events" critical analysis webinar for nearly 700 Bloomerang registrants. Here is our presentation in SlideShare format.

The Party's Over: Conducting a Special Event Audit from GoalBusters Consulting

Here is the complete video presentation as delivered by GoalBusters' Alice Ferris, ACFRE and Jim Anderson, CFRE hosted by Bloomerang.

Everyone likes a good party, but what do you do when you know in your heart that a fundraising event has reached the end of its effective life? Rather than let the party go on, conduct an objective event audit and let the facts help you decide what do to next.

In this practical session, we'll discuss the signs of a failing event, the tools to analyze the event's effective return, ways to soften the blow to volunteers of ending a losing program, and strategies to evaluate new events before they even happen.

Live Your Dream: Two Questions

I had the privilege tonight of speaking to the Soroptimist International Awards Banquet in Flagstaff, a collaborative effort among the three Flagstaff area clubs. This is the second time I've spoken before this group, the last in 2011, and both times I've wondered what I could share that was as inspiring as the honorees themselves.

The women honored during this banquet include recipients of the Live Your Dream scholarships, granted to women who are the primary source of financial support for their families and want to improve their education, skills and employment prospects. The women honored this evening have overcome challenges and obstacles that I cannot even imagine.

Yet there I was, trying to say something inspirational.

I had no idea what I was going to say. I had three options in my purse of things I could say, but nothing really resonated with me. As late as walking in the door, I didn't know what would come out of my mouth when I stepped up to the podium.

Then, I spoke to Helen.

Helen Horstman was, technically, my assistant at my first director level job. She was Executive Assistant to the Director when I became only the second Development Director at Lowell Observatory in its 100+ year history. She was assigned, part-time, to the development program, and continued to be the only other staff member assigned to development in the four years I served in that position.

Since I was a mere 26 years old when I was hired, Helen terrified me for my first month on the job. I don't think Helen did this intentionally. She just wasn't willing to take any nonsense from a young newbie.

Now, 14 years after leaving the Observatory, in my short conversation with Helen at dinner, I was reminded why I was in this business.

It's about philanthropy. And what's philanthropy all about, anyway?

It's about love.

The word philanthropy comes from a Greek root, philos anthropos, "love of mankind." I have taught this numerous times in the CFRE Review Course and mentioned it when describing my personal philanthropic ethos.

But what made philanthropy top of mind tonight was the combination of "love of mankind" with a question: "Does this bring you joy?"

One of the blogs I read is "Hey Eleanor," by Molly Mogren Katt, who writes about doing something that scares her on a regular basis. A recent blog focused on the KonMari method of tidying up, and after reading Molly's blog, I immediately purchased the book and began my discarding journey.

The biggest evaluation question in KonMari? "Does this (fill in the blank item) spark joy?" Over the last week, I've applied this question to a boatload of clothes and books. clearing the way for a lot of newly discovered space in my home.

It's amazing how quickly this question filtered over into other things in my life.

I've been struggling lately with work and volunteer commitments. As many "type A" personalities, I say yes to too much.

So, I present the one-two punch: "does this bring you joy?" and "does this express your love for mankind?"

GoalBusters could be a larger company, We could make more profit. But ultimately, I don't think that expresses my philanthropy, and I don't think it brings me joy.

So I return to the GoalBusters manifesto. Making a lasting impact brings me joy and expresses my love for humankind. As I move forward, I will be taking a very thoughtful look at everything I do through these lenses, because if it doesn't bring me joy and doesn't help me express my philanthropy, why am I doing it?

I thank Helen and the Soroptimists for reminding me of that. You do amazing work in our community, and I thank you for helping not only the recipients of your scholarships, but also, me, who was supposed to be inspiring YOU.

What's Your Culture of Philanthropy?

Being a donor is often the best way to learn how to be a better fundraiser. I've experienced this on many occasions, particularly when I was the Foundation Director for Flagstaff Medical Center and was responsible for giving away a half a million dollars a year.

But right now, I'm learning a lot for another reason.

My mother-in-law, Rose Marie (Ogden) Ferris, passed away on Friday, July 19, 2013 after a long battle with emphysema. She passed peacefully with her surviving sons, Steve, Bill and Dave, nearby. While no one is ever prepared for the loss of a parent, the Ferris men are handling the transition and arrangements as well as they can. 

Of course, I was wondering how to help. I figured the things I knew how to do were planning the lunch after the service and the donations in lieu of flowers. I am a fundraiser, after all.

Here's my experience so far with the selected charitable organization:

1. It took three attempts to get in touch with someone in the development office. The volunteers and staff were uncertain who to call and asked many questions as if to "filter" me away from the development staff.
2. The person I spoke with was very nice, but neglected to get my contact information, even after I asked if she wanted it.
3. Even after I asked about naming opportunities in honor of my mother-in-law, they still don't have my contact information.

In "Under Developed:  A National Study of Challenges Facing Nonprofit Fundraising," conducted by CompassPoint and the Evelyn and Walter Haas, Jr. Fund, the analysis identified a lack of a culture of philanthropy as a key weakness of the sector. Fund development and philanthropy needs to be "understood and valued across the organization."

So I write this not to "flog" the organization in question; they took very good care of Rose and we're working out the details of the donations. But how can this, or any other, culture be improved?

Here are my suggestions:

• Make regular contact with your "directors of first contact." Who is the first person who will interact with a potential donor? Make sure they know who you are and you know who THEY are.
  
  The first volunteer we spoke with on site didn't really know what we were asking for. The second volunteer that we were referred to looked through the binder at the front desk and said, "I can't remember the lady's name who does this sort of thing." The third volunteer was almost protective--"Why do you want to speak to them? Can you give me more information?"
  
  Highlight a handful of key people in this role--people who are willing to participate and receive additional training. As they develop their persona of "brand ambassador" for the organization, their enthusiasm will eventually spread throughout the rest of the front line.
  
• Assume that your team isn't as comfortable interacting with donors as you might be. More often than we care to admit, our teams are terrified of our donors. Many of the staff don't know what to say or how to act around donors, mostly because they're afraid they'll say something wrong. Help your team understand their role in thanking donors, whether they are current, past or future. Provide them with regular training on how to communicate with external audiences as well, as communication skills are critical.
  
• Make sure you understand why they work for your organization. It's not just about you: what makes your colleagues tick? What are they passionate about related to your cause? If you understand that, you can help them find their own story that they can share. You can also help them relate to a donor, saying, "Our donors are excited about our organization, too."
  
• Collect donor information, even if you're not sure where the relationship will go. Especially if the donor initiated the contact. They want to start a relationship with you--at least have a way to follow up.
  
• Be a donor to your organization on a regular basis. Do a little "secret shopping." Call your main line. Find out what happens when someone asks to donate. Then use your experience to improve.

Culture of philanthropy is a challenging thing to build and maintain at any nonprofit organization. It requires a consistent investment of your time as a development professional, but you never know when a donor will not be as persistent as I am.

In memory of Rose Marie Ferris, mother, grandmother, wife and author, 1938-2013.

Why We Do What We Do

It's a thankless job sometimes, isn't it.

You work long hours, for a typically low nonprofit salary, to raise money for your cause. You finish a major event, and the next day there's more to be done. Or you do everything right, yet the money doesn't come in. Most people who really care about their cause make many, sometimes huge, personal sacrifices for the sake of the organization.

Why?

Over the years we've spoken with many of our colleagues about what keeps them going. Here are a few ways to stay motivated to work in philanthropy:

1. Connect with the cause on a regular basis. I will always hire someone who cares about the mission of an organization and is trainable over a highly trained person who doesn't care. Because sometimes the greatest reward is seeing the mission happen, and if you don't care about that, you won't feel rewarded. I still get a huge kick out of meeting people like Stacy, who told me exactly why public radio was important to her and society at large with such conviction that I put her on the air during pledge drive. Or, overhearing a student who was so excited about class that she said, "I want to be a teacher so I can be just like my professor." Whatever the cause, there's a way to connect, so go do it.

2. Don't beat yourself up too badly if things don't go as planned. Relationships are unpredictable, which makes fundraising, at times, fickle. You may have done everything right but the donor doesn't commit. Your event may have unforeseen complications. You may have just picked the wrong time, the wrong donor, the wrong project. It happens to all of us, and if it's not a pattern, don't beat yourself or your colleagues up about it. Evaluate, correct if you can, and move on.

3. Pay close attention to team connection and cohesiveness. A trustee that I once worked for asked, when hiring a new staff member, "Will they fit in? Because we have to maintain our sense of collegiality above all else." Can you predict who will get along and who won't? Not usually, but you must monitor for cliques and turf wars and cut them off as soon as possible. The nonprofit sector is a very relationship based, so as much as you can minimize the burrs, the better.

4. Pay attention to cause and effect during the good times too! You raise money, then something gets built. Or a program is created or expanded. Or you can keep the doors open for another month! In most nonprofits, there is a pretty clear cause and effect between fundraising effectiveness and program service--it's important to demonstrate this when things are going well, not just when you want to blame someone for a cutback.

5. Do most things with enthusiasm. If you're not excited about stuffing that mailing, that's okay. You're not required. But try to do most everything else with enthusiasm. Your spirit will be contagious and then, in turn, other people's enthusiasm will rub off on you. (And if you're not feeling up to it, fake it.)

6. Show that you care. And I don't mean the obligatory flower arrangement for Administrative Assistant's day or slightly stale pastries in the break room for their birthday. Take time to find out what they really like and recognize them appropriately.

7. Let people celebrate! Nonprofit work can be frustrating, so celebrate every victory that you can. It doesn't necessarily need to be a huge party for every direct mail response that comes in, but at least acknowledge people's (and your own) work on a regular basis.

After finishing our most recent pledge drive at KAWC Colorado River Public Media in Yuma, Arizona, we received an email from the Vice President who oversees our department titled, "Your work is appreciated." That one email to the entire team (addressed to each of us by name) meant a great deal. Simple as that.

Last day at our last staff jobs, March 2007
(Jim did not wheel me out to the parking lot,
but it was close)

Jim Anderson and I both left benefited and salaried positions five years ago to devote ourselves full-time to GoalBusters. We have had many opportunities to return to more lucrative, stable positions, but have chosen not to, because we really love what we do. All our clients keep us motivated, but we wanted to extend a special thank you to the following for playing a pivotal role in the evolution of our practice:

• KAWC Colorado River Public Media
• Hopi Education Endowment Fund
• The Hopi Foundation
• KUYI Hopi Radio
• North Country HealthCare
• Highlands Center for Natural History
• KGHR Navajo Public Radio
• National Federation of Community Broadcasters
• Latino Public Radio Consortium
• Little Colorado Medical Center
• Koahnic Broadcasting Corporation
• Northern Arizona Food Bank
• St. Michaels Clinic
• Jeff and Nonette Saville, former owners of Direct Impression Business Services

 Thanks for being a part of the adventure.--Alice Ferris, Founding Partner

GoalBusters was founded in March 2001 when Alice was going stir crazy as a stay at home mom. Highlands Center for Natural History was our first client and patiently dealt with the growing pains of both the company and Matthew, who was 3 months old when the company was founded. Jim Anderson joined the firm as partner in May 2006 and reminds Alice on a regular basis that he's obviously not in this for the money since his former expense account was more than what he's making now. But Jim also gets a bonus program--for the record, he prefers potato based vodkas, not grain based. In case you want to contribute. (AF) 

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Connect with GoalBusters     

Alice Ferris, ACFRE      alice.ferris
Jim Anderson      GoalBustersJim

Jim Anderson Named AFP Northern Arizona Fundraising Professional of the Year

Jim Anderson of GoalBusters Consulting, LLC will be honored as the Fundraising Professional of the Year during the 2010 National Philanthropy Day®, hosted by The Association of Fundraising Professional Northern Arizona Chapter (AFPNAZ) Thursday, November 18 in Sedona, Ariz.

James Anderson
AFP Northern Arizona
2010 Fundraising Professional
of the Year

Anderson was nominated by Vernon Kahe, Alice Ferris, and Sararesa Begay-Hopkins for his contributions to the philanthropic community since 2005.

Anderson’s work with the Hopi Education Endowment Fund (HEEF) and KGHR Navajo Public Radio, among many others, gave him experience and motivation to be a philanthropist, while his personality and creativity gave him the characteristics it takes to be a one-of-a-kind leader.

“Often, one is surprised to see this uptight-looking guy in a suit and tie break out in a TV theme song, or even better, 'I’m a little teapot' or running around a crowded room sprinkling water, acting like rain,” said Kahe, resource development manager for the HEEF. “Although easygoing, Jim gets his point across, while the suit and tie lend credibility.”

Will work for frybread.

Ferris, Anderson’s business partner at GoalBusters Consulting, LLC since 2006, has a vast appreciation for Anderson’s personal commitment to philanthropy. During the Schultz Flood, he dropped everything he was doing to help an affected family shovel mud for fours days, and was rewarded for his hard work with frybread.

“I know Jim wants people to believe that he’s a tough salesman, but he has the heart of a philanthropist,” Ferris said. “I believe that this combination makes him an excellent fundraiser and worthy of this year’s award.”

Starting a Simple, No Hassle Planned Giving Program

For most nonprofits, planned giving programs are something that you know you should do, but in the middle of making sure that mailing campaign gets to the post office, trying to get the newsletter done, picking out the menu for your next special event, and just the general day to day responsibilities, planned giving goes by the wayside. The excuses? "It's too complicated." "That's for later when we have an established program." "We're too small for that."

In reality, planned giving programs can be easy, if you start with the basics. First, to every piece of communication that leaves your office, add a simple footer that reads:

For information about including (YOUR IMPORTANT CAUSE) in your will or trust, please contact us at (DEVELOPMENT PERSON'S PHONE NUMBER) or email (YOUR EMAIL).

This means on the bottom of fax cover sheets, on letterhead, in your email signature, on your website, on your Facebook page, etc. You may not get any direct responses right away, but this raises awareness that you are an organization that will accept a gift like this!

Then, if someone actually contacts you and wants information, you can send them the following sample bequest language. (Please modify this depending on the laws of your state.)

Sample Bequest Language

Supporting [ORGANIZATION] through your will or trust

One of the many ways that you can support [ORGANIZATION]’s mission to [INSERT MISSION HERE] is to make a legacy gift through your will or trust.

A will or trust is an important legal document, so please contact an attorney or financial advisor for assistance. To assist you with this important decision, here is some suggested bequest wording.

Bequest with a Specific Dollar Amount

I give, devise and bequeath to [ORGANIZATION], [STATE] non-profit 501(c)(3)corporation, tax identification number [EIN], the sum of $__________ [for restriction, if applicable].

Bequest with a Percentage Amount

I give, devise and bequeath to [ORGANIZATION], [STATE] non-profit 501(c)(3)corporation, tax identification number [EIN], _____ percent of my residual estate [for restriction, if applicable].

Bequest of a Residue of an Estate

I give, devise and bequeath to [ORGANIZATION], [STATE] non-profit 501(c)(3)corporation, tax identification number [EIN], all the rest, residue and remainder of my estate, including real and personal property, [for restriction, if applicable].

For questions or additional information, please contact:

CONTACT INFORMATION

*****

That's pretty much it for most nonprofit planned giving programs, and you'd be surprised what can happen! Other simple options are to encourage your donor to name your charity as the beneficiary on a life insurance policy or retirement fund.

Of course, if someone wants to make a more complicated gift, such as a charitable remainder trust, life trust or other deferred giving vehicle, find a local resource to help you! Check with your local Partnership for Planned Giving (PPP) Council or a community foundation to see if they have a planned giving advisor who will assist your nonprofit with more elaborate gifts.

Good luck!

Fundraising Through a Different Lens: Thoughts to Guide Philanthropy in Diverse Communities

Many well intentioned fundraisers have made a cultural misstep: you schedule a major event on a religious holiday, pick a menu that features food that is culturally taboo, or you make an assumption about someone's beliefs only to find out the hard way that you are very, very wrong. So how can you navigate cultural traditions, norms and unwritten rules when you are not a member of a certain group, yet you need to work with the group for fundraising?

1. Think about things you have in common with individuals within the community.
When we meet someone new, if you're good at getting to know people, you immediately start to try to find things that you have in common. But isn't it interesting, that when you consider groups of people, suddenly it becomes easier to find things you don't share? Instead of thinking about a particular culture as a group: Native American, African American, Chinese American, Jewish, Muslim, or others, begin with a single individual. Try to find common values and interests with that one person. Not only will this help with building respect for a potential donor's values, but also works to develop relationships that are critical to the fundraising process.

2. Find a "coach," advisor or trusted ally to help you within the community.
There are many factors that contribute to the definition of a culture, including but not limited to religious beliefs, traditions, geographic location, economic class, language, food, and much more. It can be very difficult to understand the layers of culture if you are an "outsider"--a transplant or an occasional visitor. Your advisor should be someone that you have gotten to know well enough that you can ask them the "stupid questions" without completely offending them. They should also be someone who believes in and trusts you enough to steer you away from the pitfalls and potholes! One of our trusted advisors is always good to point out without judgement when we've made a mistake. They also explain where we went awry. We value these learning opportunities and generally don't make the same mistake twice!

3. Take time to understand the "philanthropic currency" of the community.
While fundraisers are typically dealing with cash or cash based assets, we need to be aware that many diverse communities do not have a history of cash based philanthropy. In each group's culture of philanthropy, there may be traditions of helping extended family by providing a place to stay, or bringing food to a person who is sick, or coming with your horse to help with farming. In general, there is some tradition of helping others in every culture we have encountered, but in most, it is very direct and hands on. This is not to say that cash contributions don't happen in diverse communities--in fact, "minority" groups will become a majority proportion of philanthropic givers in the future as the makeup of our population changes. What you need to do, with the help of your advisor or coach, is understand what the culture's philanthropic currency is traditionally, and how you can translate those concepts to cash giving.

For example, in early Chinese American philanthropy, support was provided through "name houses," where any new immigrant with a particular family name could get help with housing, employment, communication, and more. So I could have gone to the Lin house to get help if I were just landing in the United States. Benefactors to these name houses were generally immigrants who had already established themselves. Points that you might glean from this tradition are that honoring the family name and making sure that the next generation is better off than the last are highly valued by this group.

4. Challenge your assumptions not only about other cultures but about yourself.
What misconceptions might other cultures have about you? Being aware of what assumptions others might be bringing to the conversation will also help with your relationship development. In my past, I've had people assume that I know how to speak Chinese, can beat up someone with karate, will generally be quiet and demure, will giggle with my hand over my mouth, and that I was not born in the United States--all of which are incorrect. (I've also had people assume that I was a good student, that I'm good at math, and that I can whip up a mean Chinese dinner, but those are true.) For Jim, working with Native American communities, others bring many assumptions about what the "pahana" (white man) will do. Assessing what misconceptions you may have to disprove will also help you navigate the culture.

5. Take time to build trust.
As much as I would like to say that there is a magic formula, there isn't. This won't happen overnight. Like other sustainable philanthropic endeavors, this will be an investment in a relationship that will evolve into support for your cause. It's not about changing what you wear, or translating your materials into another language--it's about understanding what a community values, finding advocates for your cause within the community, and building connections based on honesty and mutual respect.

Other resources about diversity in fundraising
This blog is an extension of my original essay written for the Association of Fundraising Professionals Kaleidoscope e-newsletter. Read the essay here.

Jay Frost writes a great blog, Frost on Fundraising. Here's his article on The Business Case for Diversity.

This blog was based on a session presented to the Association of Fundraising Professionals Southern Arizona Chapter in June 2010. One exercise was "Circles of my Multi-Cultural Self," which is available at Critical Multicultural Pavilion.

If you are interested in having this session presented to your nonprofit organization or association, please contact us at info@goalbusters.net or use the Contact Us link.

A Really Bad Idea

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A well intentioned board member once suggested to jump start the major gifts program by getting a list of the wealthiest people in the community. With the list, someone (meaning staff) would be instructed to cold call the wealthy people, set up a meeting under the guise of "informing" them about the organization, and then spring a proposal on them at the end for a large gift.

If you have any fundraising experience, you'll recognize that this is an incredibly bad idea on many levels.

First, fundraising is not "cold calling." They call it "development" for a reason--it's about creating relationships for long term, sustainable support. You will immediately alienate your prospective supporters with your lack of knowledge about their interests.

Second, philanthropic relationships are based on mutual trust. The donor has to trust that your organization will respect their interests and properly steward their gift, and the organization has to trust that the donor supports the organization's mission. That cannot be developed in one meeting.

Third, doing what was proposed is akin to asking someone out for lunch for a first date, and proposing over dessert. Developing major gifts is not a one-night stand. While you might be able to get one gift this way, it's "go away money." You will have a tough time getting a second gift.

Identifying wealthy people is not bad, but you need to find a connection to those people. Why would they take your call? Who's the person who can make that connection?

If all this sounds a little too "touchy feely," here's how we explained it:

If you were asked to invest $5K, $10K or $15K in a company you had never heard of, would you? Sounds almost like a "get rich quick" scheme.

If someone came into your home under the guise of not asking you for anything, and then did, would you make a decision on the spot?

If you were being approached to invest in a company, would you want to know something about the company you are investing in? What would you want to know? How much time would you want to review that information?

Philanthropy is NOT about "hitting people up for money." It is about a voluntary exchange of value, and about donors investing in a company they value. Luckily, the board member took this to heart.

Connect with GoalBusters: LinkedIn - Alice Ferris / LinkedIn - Jim Anderson / Facebook / Twitter / YouTube / Myspace

Year-End Giving, Economic Downturns and the Wit of Douglas Adams

“Nothing travels faster than the speed of light with the possible exception of bad news, which obeys its own special laws.” –Douglas Adams

As we enter the busiest time of the year for philanthropic efforts, there is, in the hearts of many fundraisers, fear and dread about how the economy will impact year-end campaigns.

Well, to cite Douglas Adams once again…“Don’t Panic.”

As noted in the article, Resilient Philanthropy, in the September/October issue of Advancing Philanthropy, throughout the years, giving statistics have remained level or have increased even in times of recession.

Now is the time to get back to basics:
• What is your connection to the donor or prospective donor? Do you have a strong enough relationship that they will go the extra mile for your cause? Or is your relationship strictly transactional, and easy for the donor to cut out of his or her budget?
• Do you have a solid case for support that demonstrates why your service or cause is needed, especially in tough economic times?
• Can you effectively communicate how your donor’s gift will make a difference, even more so now than before?
• Have you been fiscally responsible in the past and are you now so that you don’t have to panic?

Some suggestions for year-end campaigns:
• Make it easy for donors to give a contribution to your organization as a holiday gift. Have dedication cards, customizable e-cards, or other inexpensive but appropriately festive items for donors to present to their honoree.
• Be top of mind, which can be challenging amongst the holiday clutter. Send regular emails, use social networking sites like Twitter, LinkedIn, Facebook or MySpace, think about increasing other traditional marketing, and be present at as many social functions as possible. In his column for Entrepreneur Magazine, Robert Kiyosaki notes, “When times get tough, your job is to promote more, not less.”
• Be realistic, but optimistic. All your donors aren’t going to stop giving, but there will be a few that you’ll need to “bless and release.” This is probably not the time to project huge increases in your program, but it is still the time when people are most generous.

We hope that your organization will be blessed with generous donors during this time of giving!
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Connect with GoalBusters: LinkedIn - Alice Ferris / LinkedIn - Jim Anderson / Facebook / Twitter / YouTube / Myspace