Presented by:John A. Ciambrone, CFRE

Hano ConferenceOctober 2, 2014

Creating a Culture of Philanthropy:

Through Greater Board Involvement

Underlying Principles

· People give to people· Giving is driven by vision vs.

need· Trained volunteers are better

fundraisers than staff or counsel· Giving is affected by confidence

in the organization and is an earned privilege

· Funders are more sophisticated

Underlying Principles

· The most likely future donor is a current donor

· The more recently a donor has given, the more likely s/he will give

· Money follows involvement· 80%± of all charitable gifts are

made by individuals

The Board’s Role in Fundraising

· Be an active partner with staff· Set long term goals for the

organization· Provide adequate funding· Be a giver that reflects

leadership role· Identify prospective supporters· Cultivate and nurture

interest/support

The Board’s Role in Fundraising

· Provide leadership in fundraising· Participate in solicitation of

prospects· Monitor fundraising progress· Ensure funds are used as stated· Advocate and inform as an

ambassador· Thank and acknowledge

supporters

· Sets the pace· Can’t ask others to give unless . . .· Demonstrate importance of the

request

· Conveys community “ownership”

· Instills confidence in stewardship of $$

Why the Board’s Role is Essential

Becoming a Triple A Team

◼ A fundraising team with a Triple A rating is committed to—and clearly articulates—the purpose and impact of the organization. Members are engaged with each other, are a cohesive team, and maintain a supportive, respectful working relationship with staff.

Becoming a Triple A Board

◼ Creating a Culture of Philanthropy Involves the full development team –

board, other volunteers, staff, and highly engaged donors

Includes a strong commitment to mission, vision, and values of the organization

Understands every interaction is part of development

Means everyone thinks development

Roles Board Members Play in Maximizing Philanthropic Results

◼ Ambassadors Make friends Build relationships

◼ Advocates Make the case (formal & informal) Are the key to recruitment of other

volunteers◼ Askers

Make the ask Can be viewed as “front line” fundraisers

The Ambassador

◼ Is a role everyone plays◼ Assumes one of the key roles in cultivation

and stewardship◼ Needs to be well oriented and coached in

the message◼ Masters the “elevator speech”, knows the

case◼ Is a catalyst for donor renewal

The Advocate

◼ Strategic in sharing information about the organization whether on the golf course or in the car pool

◼ Advocates on a more formal basis when needed with other organizations/govt.

◼ Speaks confidently about the strategic plan, vision, and case

◼ Well-coached about the results needed

The Asker

◼ Has already made a stretch gift ◼ Well informed◼ Enjoys sharing involvement and passion

for the organization◼ Enthusiastically asks for investment from

others ◼ Teamed with staff and/or another board

asker◼ Benefits from the work of the Ambassador

& Advocate

The Fundraising Process

Identification

Cultivation

Solicitation

Stewardship

The Triple A “Rating”:

◼ Some board members will do it all◼ Most will excel at one or two◼ Motivation is increased because board

members are working within their comfort zone

◼ Regardless of the role, all are contributing to the success of your organization

◼ Board members may change roles as confidence increases

I will be an Ambassador

◼ As an Ambassador I will: Identify and cultivate friends/colleagues

who may be interested in supporting our programs

Host a cultivation or donation recognition event at my home or public venue

Invite my best prospects to be my guest at appropriate functions, tours, etc.

Help to steward relationships with prospects and donors by writing thank you notes

I will be an Advocate

◼ As an Advocate I will: Represent the organization at public

functions Become part of a speakers bureau if

asked Make phone calls to appropriate city,

state, or federal officials when asked Work with staff to create and engage in

specific strategies to present the case to my best prospects or those identified by staff

I will be an Asker

◼ As an Asker I will: Call to schedule presentations with

prospective donors Lead or participate in requests to

potential donors for gifts to the organization

Makes follow up calls/visits Seek sponsorships for special events

and/or promote table sales by my friends and colleagues

Evaluating Your Board Members

◼ Where do they fit on the continuum: Ambassadors, Advocates, Askers or a

combination of all 3 Be sure to match skill set with

appropriate role Gradually move board members along

the continuum as confidence builds Involve all board members in ways that

are motivating and fulfilling for you and them

Remember…….

◼ People give to you because you meet needs, not because you have needs

◼ A gift to you is really a gift through you into the community

◼ Fundraising is not about money; it’s about relationships based in shared values

Food for Thought

“Fundraising is the gentle art of teaching the joy of giving.” - Henry Rosso

“To be fully alive is to work for the common good.” Corita

Questions?

Portions of this presentation are based on:The AAA board developed by Kay Sprinkel

Grace through her book:The AAA Way to Fundraising Success

Whit Press 2009