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March 25, 2015
Kelly DunphyVice President, Orr Associates, Inc. (OAI)
Juliana Sloper Senior Director, Orr Associates, Inc. (OAI)
Making the Most of Your Board
Session Three: Involving Your Board in Fundraising
1. Introductions
2. Recap of Session Two
3. Three Philanthropic Responsibilities of Board Members
4. Common Challenges Faced by the Board When it Comes to Fundraising
5. Q&A
6. Wrap-Up
Agenda
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Kelly Dunphy
• Vice President, Fundraising and Development, OAI
• 15 years of fundraising experience, 8 years with OAI
• Clients projects include:
Outsourced development leadership
Board development
Development planning
Capital campaigns
Event fundraising
Strategic planning
• Serves as Chief Development Officer for Boys & Girls Harbor
• Previously worked at Share Our Strength
About Us
3www.oai-usa.com#OAIBestBoards
Juliana Sloper
• Senior Director, OAI
• 13 years of fundraising experience, 7.5 years with OAI
• Expertise in:
Event fundraising and production management
Development management
Corporate and individual prospect strategy, cultivation, and relationship building
• Previously worked at National Park Foundation
About Us
4www.oai-usa.com#OAIBestBoards
OrientationCommunicate
Regularly and Hold them Accountable
Hold Effective Board Meetings
Work ThemInvolve Them in
FundraisingBe Transparent
Have Fun
Steps to Engagement
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Involve Them in Fundraising
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A board member’s philanthropic responsibility:
1. Give generously
2. Be an advocate
3. Participate in fundraising
• Identify prospects
• Cultivate / open doors
• Solicitation
• Stewardship
1. Give Generously
• Have an annual meeting with each board member to make a personal solicitation and to set their fundraising goals for the year
• Provide board members with an annual commitment form that covers annual giving, events, and any other fundraising activities for which you solicit your board members
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• Meet with every board member (and do your research on giving history beforehand) to discuss his/her giving ability and to make a specific ask, and that might be well above the minimum level in some cases
• Also discuss their total “get” level and come to agreement on that
• Then equip each board member with several tools to help them achieve this task, including:
Annual training of your board on fundraising approaches and tactics
Opportunities for a board member to engage in fundraising (e.g., sell tables or tickets to an event, host a cultivation event, secure their employer as a sponsor, set up 5 introductory lunches with potential donors for the board member and the ED/development director, etc.)
Support from staff and the Development Committee chair (if applicable) as a resource for questions, motivation, accountability in meeting the individual fundraising commitment, etc.
Quarterly updates from the staff on each board member’s progress toward achieving his/her commitment.
Annual Meeting About Give/Get Expectations
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2. Be an Advocate
• Encourage board members to tell their personal story related to the organization
How did they get involved?
Why do they stay committed?
• Ensure board members know the organization’s case for support
What are the facts and figures?
How does philanthropic support help the organization fulfill its mission?
How can people give?
• Have an “elevator speech”
Board members should have a 30-second summary to be used when asked about the organization
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3. Participate in Fundraising
Identification
Cultivation
Solicitation
Stewardship
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• Ways your board can be involved:
Opening their personal networks
Reviewing a list of prospects generated
by the development staff
• Ways the staff can support the board:
Create opportunities to meet new donors
Review current supporters and make connections to the board members
Provide screening, ratings, profiles, and other research
Identification Identification
Cultivation
Solicitation
Stewardship
• Ways your board can be involved:
Attend and invite potential donors to a cultivation event
Host a cultivation event
Fill their gala table with potential donors
Participate in “get to know you” meetings with new potential donors
Contacting people from their networks to have an introductory conversation or meeting
Invite potentials donors to visit the organization to see programs in action
• Ways the staff can support the board:
Plan cultivation events
Conduct post-event de-briefs to gather information on prospects and determine next steps
Keep track of all the board members’ prospects and their prospect “moves”
Prompt follow-up steps
Cultivation Identification
Cultivation
Solicitation
Stewardship
• Ways your board can be involved:
If a board member has a relationship with a prospect, participate in the ask meeting
Make the case/tell the story in an ask meeting, and the staff member can make the ask
• Ways the staff can support the board:
Train your board on “making the ask” best practices
Provide them with the resources needed to make a strong ask (prospect profiles, meeting strategy, talking points, prep call)
Attend the solicitation meeting with the board member
Solicitation Identification
Cultivation
Solicitation
Stewardship
• Ways your board can be involved:
Make thank-you calls or write personal notesto donors they know or even ones they do not know
Invite a donor to an upcoming event
• Ways the staff can support the board:
Provide board members with a thank you call script/talking points
Provide updates when a Board member’s prospect makes a gift
Keep the board up to date on opportunities for stewarding donors, such as site visits, events, etc.
Stewardship Identification
Cultivation
Solicitation
Stewardship
• Development Committee
One of its responsibilities is to ensure that 100% of the board is giving as well as fundraising
The staff should provide the committee with regular updates on the status of board giving/getting
• Consider a Board Giving Campaign with clear goals, expectations, and a timeframe
Accountability
• The “ask” takes the least amount of time, but is the biggest fear
Introduce Board members to fundraising by having them help with stewardship activities
Ask to host or attend a cultivation event
Accompanied by a staff member – staff member makes ask, board member makes case
• The “Quid Pro Quo” Factor
Start with a conversation, not an ask
Invitation to an event as a guest
Common Challenges Faced by the Board When it Comes to Fundraising
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• Fear of hearing “no”
Know the right time to make the ask, for the right amount and the right purpose
Starts with cultivation
If you do get a “no”, ask follow-up questions to figure out the objections – don’t think of it as a closed door, but the opening of a new conversation
• Lack of follow-through
Start with a manageable list -- pick 2-3 names and achieve early wins
Make sure they have the tools they need (e.g., talking points, collateral, draft emails, etc. )
Fundraising training
Common Challenges Faced by the Board When it Comes to Fundraising
• Culture change
Board leadership must be in favor
Start with the Development Committee
Use the best practices described here
Early wins
Celebrate and educate the rest of board
Board recruitment
This will not happen overnight, likely 2-3 years
Common Challenges Faced by the Board When it Comes to Fundraising