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Nonprofit Radio for June 19, 2023: Feasibility Studies: What, Why & How


Brian AbernathyFeasibility Studies: What, Why & How

If a capital, endowment or other campaign may be in your nonprofit’s future, you’ll want to consider a feasibility study beforehand. Brian Abernathy, from Convergent Nonprofit Solutions, explains what they’re all about.



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[00:00:53.31] spk_0:
Welcome to tony-martignetti non profit radio. Big non profit ideas for the other 95%. I’m your aptly named host of your favorite he Abdominal podcast. I’m still traveling without my studio mic. So my sound won’t be up to par. It’ll be back to normal next week. And I’m introducing my niece Carmella as our sponsor announcer this week. Oh, I’m glad you’re with me. I’d be thrown into trypanosomiasis. If you infected me with the idea that you missed this week’s show feasibility studies, what, why and how if a capital endowment or other campaign, maybe in your nonprofits future, you’ll want to consider a feasibility study beforehand. Brian Abernathy from Convergent non profit Solutions explains what they’re all about on Tony’s take too classy digs non profit radio.

[00:01:14.17] spk_1:
We’re sponsored by Donor box with intuitive fundraising software from donor box. Your donors give four times faster helping you help others. Donor box dot org.

[00:01:57.82] spk_0:
Here is feasibility studies. What? Why and how? It’s a pleasure to welcome Brian Abernathy to nonprofit radio. He is General Manager at Convergent non profit Solutions where he has supervised and managed capital campaigns that have raised more than 100 and $25 million. The company is at convergent non profit dot com and Brian is on linkedin. Brian Abernathy. Welcome to nonprofit radio.

[00:02:00.54] spk_2:
Thanks tony. Great to have the opportunity to join you today.

[00:02:13.07] spk_0:
I’m glad you can. Thank you. Let’s talk about feasibility studies. Let’s before we get into the how and the why, which actually will do the why and the how, but before we even do the why and the how, let’s talk about the what, what, what are we talking about? Feasibility studies?

[00:02:39.09] spk_2:
Yeah. So a feasibility study, tony, you could boil it down very simply to a strategic due diligence. Before a major funding initiative in capital campaign. That’s the context of feasibility study. The convergent manages and works with our clients on it’s not a will this new building attract the right market of folks? That’s a different type of study, researching utility. What we’re talking about here is, can this program of work raise the necessary amount of money? And are we confident that we’ve got the right dynamics to go out and execute a successful capital campaign to secure that

[00:03:09.00] spk_0:
funding? Do we need to know what our goal is going into the feasibility study or have a working goal or I mean, surely the study is going to refine that? But do we need to have a ballpark of what we’re, what we’re looking for?

[00:04:22.18] spk_2:
Yeah, within reason, we always say it’s good to think big in a feasibility study. When we go into this process, the the proposed program of work that we’re gonna take out and use in confidential interviews. We refer to that as a draft prospectus. So it is a working document uh primarily because we want everyone we meet with to know that their feedback can still shape that plan. But it also gives us the opportunity to test different aspects of the goal amount and the utility of that funding. So we know we might need to do a building campaign for instance. But do we want to also test the prospect of some endowment to underwrite the long term maintenance of that building? Now, that’s obviously gonna bring the funding goal up. We can test all of those things in the study. We will come back and recommend a specific goal range for a camp pain, but it’s always easier to bring that number in a little bit after a study than to realize, oh, we should have, we should have tested the endowment for the building, but we didn’t think about it in advance. So we want to think with a, what could we possibly need to execute this plan? Uh and, and reference that number as our proposed goal during the feasibility

[00:04:51.34] spk_0:
process? Okay. So, so a part of it is getting feedback on the proposed

[00:05:12.77] spk_2:
goal. That’s right. That’s right. Did people get sticker shock? If, if most of the folks that we talked to see a number in their eyes get really wide and they start to sweat in the interview that tells us it may be a little bit ambitious and sometimes they’re really easy ways to resolve that. Maybe there’s a piece of the program like an Indie that we can just quietly approach in the appropriate individual conversations. But sometimes it is a recommendation of you might want to look at phasing how you go about this so that you can get the necessary funding and just look at a longer horizon of time and potentially a couple of campaigns or more to bring that funding.

[00:05:37.96] spk_0:
Okay. Okay. All valuable info. All right. Um And, and how many folks are we, are we talking to typically? How does that work?

[00:06:07.38] spk_2:
So, excuse me, on average, we’re going to interview between 55 65 participants in a feasibility study process. We typically are going to do three weeks of in person interviews. That number obviously varies a little bit depending on the specific client, the geographic scope. If you’ve got a statewide campaign, it’s hard to get to all the right folks, maybe in a three week period. But we want to talk to the highest capacity, most influential stakeholders for whatever the nonprofit is that we’re working with, uh and get their bearings on where this proposed program of work and potential capital campaign might be headed.

[00:06:31.57] spk_0:
Does it have to be a capital campaign? Can it, can it be a programmatic campaign that we’re doing a feasibility study for or strictly an endowment campaign.

[00:07:22.80] spk_2:
Yeah, that’s a great question. And a lot of folks hear the words capital campaign and think, oh, we don’t need a new building so we don’t need a capital campaign. When we talk about a capital campaign, we speak more about the funding strategy and infrastructure. So it’s a focused initiative to fund a multi year program of work. It may be 100% programmatic. It may be 100% building capital. We’ve got a couple in process right now that are 100% endowment focused. We worked with the boys and girls club in Kentucky last year. That was all of the above. It was retrofitting a building that have been provided to them, funding the operation and utility of that building and its staff for a five year period of time and also putting into place an endowment to fund the maintenance and upkeep of that building. So a little bit of both, but when we say capital campaign, we certainly are not exclusively talking building capital.

[00:07:45.75] spk_0:
Okay, cool. Alright. So let’s move to the y what, what, what’s the value of doing a feasibility study? What are you gonna get out of it?

[00:09:26.25] spk_2:
Yeah. So the old adage of, of counting the cost before you start to build a tower plays in perfectly here, we’re going to approach the study and there’s a few key factors that we’re looking to validate. We need to know that there is a sense of urgency for whatever the need is that this program will work is going to address. We need to know that it’s being conveyed in a compelling way that those who hear about the need and then hear about the solution to that need are gonna be compelled to step in and be involved. We want to know that the right leadership is ready to step up for that campaign and this comes in two factors, tony, um One is just the right influence. Fundraising is a game of relationship strategy goes a long way. But if you don’t know anyone in a community and have all the best strategy, you’re probably not going to get the right doors open. So we want to vet out who would the best possible leaders be from a volunteer influence standpoint in the campaign. And the second piece of leadership is funding leadership, are we able to identify viable prospects ready to step in and play significant roles in terms of their investment in whatever this campaign will be implementing, knowing that we’re able to set the right perspective for the top of that uh donor pyramid or what we call an investment range tape. We’re specifically looking for a way to identify the top level potential supporters for a campaign knowing that that’s gonna set the peak where everybody’s gonna look too. So uh let

[00:09:46.06] spk_0:
me just flush out some of these So, so you can identify uh top potential campaign leadership and also top potential donors through a feasibility study.

[00:10:55.94] spk_2:
That’s right. So every single interview that we’re in, we’re gonna ask a number of questions focused on these two factors. And we’re gonna come out with a recommended list of key campaign cabinet and volunteer leaders for each campaign that we conduct a fees ability study. On, in most cases, we’re actually gonna have a drafted organization chart of different prospect divisions and leaders that we believe are gonna have influence with those different pools of individuals, organizations, foundations, whoever it may be, uh what that tells us is, we’re gonna have somebody with the right set of keys to open the doors that we need to get to and then getting a little bit further down the road into a campaign. We’re able to make the strategic highest and best use of each volunteer’s time because we know volunteers and fundraising efforts generally have day jobs and a lot of other things drawing on their time. So that’s critical intel, it’s for any nonprofit going into a funding initiative, especially a major funding initiative like a capital campaign because you just don’t want to churn and wear out your volunteers on a campaign that runs, you know, 18 months, two years, three years, folks just really start to get exhausted. So we, we map all of that out to inform a leadership strategy for the campaign.

[00:11:37.63] spk_0:
Okay. Uh So So, so far, we’ve talked about a need and a compelling purpose that’s gonna move people. Um you know, the, the value you get out of this, the leadership, the volunteer leadership for the campaign structure, the donor leadership. What else, what, why, why else do these do a study?

[00:12:14.42] spk_2:
Yeah. So in that donor leadership reference point, we do reverse analytics on every campaign that we complete. So when we look at non profit sectors or whatever the case may be, we’ve got a general idea of, we need to find a top pledge of X percent of the overall campaign goal. And our top five need to be the next percentage in the top 10 and so on and so forth. So we’re strategically modeling out a highly, highly reliable perspective on this is the funding mix that needs to be in place so that a campaign can be successful. So

[00:12:42.66] spk_0:
in these interviews, you’re, are you coming right out and asking folks, what, what, what, what do you see your participation as in this campaign that, that we’re talking about or do you, are you proposing, you’re proposing dollar amounts for each interviewee or we’ve got a, are you getting at this, this, this potential campaign contribution? Yeah,

[00:14:16.75] spk_2:
we’ll take the test goal and break it down into a funding chart just to show a visual of, we use around numbers. If we’ve got a $10 million campaign goal, we need a 15% lead pledge that would be a million and a half dollars. And so we do a couple of things. We ask every interviewee, who do you think could be up here potentially at the top ranges of this, of this pyramid? So who might be that million and a half dollar lead or a couple of folks at half a million below that? And, and in these candid confidential conversations, folks will say, oh, so and so would be great or this foundation or that family, you should try to talk to them. Uh The other thing that we do after that is we ask each interviewee if the right leaders were engaged in this campaign and if you had the right confidence in the case for investment, but where do you think from a low to high range your organization or family or whoever it is might land in terms of a potential investment? So it’s all very hypothetical based on the very the conversation, we’re very clear, it’s not a commitment to funding, but the majority of the time because we’re the third party outside person who is not putting a pledge card in front of them, asking them to sign it in this conversation, they’ll give us that range and sometimes it’s pretty broad within appropriate reason based on questions the interview you may still have. But it helps us to know both for those individuals and also for some industry and community subsets of peers where we might expect to be able to find the, for the campaign

[00:14:39.40] spk_0:
when you ask who might be at this, this top level, the 15% of the goal, do people ever say? Oh, I could do that

[00:14:41.93] spk_2:
in some cases? Yes. Does that happen a great way to identify a potential?

[00:14:48.03] spk_0:
Yeah. I mean, if they self identify, yeah. Say there’s no better way but that, that happens. People say, oh, I could do that. Yeah.

[00:15:48.57] spk_2:
Yeah. And especially when you’re talking buildings and you’re talking about naming opportunities, which we would of course address in a feasibility study. If there is a building in play, you get to have a whole another set of conversation to follow down of what might be more most appealing in terms of naming this facility to honor the memory of your mother or whoever the case may be. Now those are confidential conversations. So we’re using that to inform strategy moving on down the line in the campaign. Uh But we do not share that information. So we assure them that they’re never gonna see a report that says Bob and Susie really want to be the lead pledge and name the whole facility. We, we still work through the process, honor the reality that they may have other things they need to vet out and validate before they’re ready to finalize that commitment. But we’ve got a pretty good idea from that conversation, how we would want to approach them when in the campaign timeline, we might want to approach them and even what leaders would be most influential to garnering their pledge because we also asked them who they think would be the best leaders.

[00:16:37.22] spk_1:
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[00:17:19.90] spk_0:
Now back to feasibility studies. What why and how? Okay. Very interesting. So if you’re, if you’re a client, the non profit asks, well, who is it that stepped up? What makes you so confident uh that we can get this? We have a very good prospect for this 15% leadership gift. And who are they? You, you, you can’t say it’s Bob and Susie. Uh

[00:18:34.56] spk_2:
We don’t know, we probably could, we choose not to. Um because it, it is one of those factors that helps ensure that we’re getting the most candid and direct feedback out of those interviews. Uh What we do provide is a perspective of we’re highly confident that these folks should be considered in this range of potential investment or we believe based on prior conversations, this family could be a great naming target. Most of the time, tony with a nonprofit that’s highly connected and engaged with their constituents. They’ve already got a pretty good idea of who those folks are. So it’s not common that we get a complete surprise out of that and more often than not, we’re going into those interviews, uh sort of ferreting out. We think this person could have interest in naming a facility or, or stepping up and taking a key leadership role. So prior to even getting into interviews, we’ve gone back and forth several rounds with the list of interviewees getting all the background information on all the perspective from our client. What’s their past giving history look like and so forth? So we’ve got a pretty good starting point that we’re, we’re strategically approaching those conversations and when we find that potential lead pledge that we weren’t expecting, we’re thrilled. But, but most of the time we’ve got a pretty good idea where those need to come from before we even start the interviews.

[00:19:23.12] spk_0:
This sounds very much like an art. I mean, these, these face to face interviews or whatever zoom or, you know, however they’re done. But these interviews, it sounds like you get one shot, have a serious conversation with a donor or an individual donor or foundation or maybe it’s a couple, you know, it’s got to be it just sounds like an art. I mean, you got to be organized, you have to have the story complete. I think, I don’t know, it looks bad. I think if you come back and, well, you might say we have some follow up questions, I guess I could see that. But it seems to me you get one shot to do it really well.

[00:20:28.03] spk_2:
Yeah. And you’re exactly right. Tony. Most of these folks don’t have hours and hours of time that they want to give over a number of weeks or months to have following. So we’re very strategic. We developed a questionnaire that we use for each client and some of those questions are our standards. Some of those are obviously very unique to the client situation. But we’ve also got a team of consultants, most of whom are former uh sea level nonprofit executives. And so there’s a lot of intuition that comes into play here of if somebody says something about one initiative and a program of work that makes some interest, we may chase that thought a little bit more, uh We may push a little bit harder for what we would call the financial indication in some interviews and other places we may back off. So there’s a lot of nuance in how those conversations

[00:20:31.03] spk_0:
play out. All right. So let’s, let’s keep pulling on this thread about what you’re gonna get out of it, the, the value, why, why do it

[00:21:46.55] spk_2:
so the, if you want to think about value in terms of a simple deliverable, uh We’re gonna prepare what we call an opportunity, analysis report and recommendations and that’s gonna give um the objective responses that we collect did some quantitative, some qualitative, we’re gonna analyze those. We’re gonna give you perspective on the trends in the feedback that we got. And then it’s gonna give specific recommendations on next steps. Very, very rarely. Tony. Is that next step? A cold and hard? No, go on a campaign. Sometimes it is a bad time for an organization to step into a campaign. Most of the time there is specific work to be done to prepare for a campaign or we’re going into a campaign pretty swiftly. Some of that is the shelf life on these reports. We think of it about a 92 120 day times fans. Um The, uh we know from the pack last few years, a lot can change in three months. So sitting and waiting and considering, should we go forward? Should we not on the side of a non profit can be risky in some

[00:21:57.51] spk_0:
cases. Let me ask you what, what might some of that work be that has to be done first? If it’s not a, it’s not a hard, let’s go. We’re 100% or where you can never be. 100% were 95% confident. But if you’re not at that point, what might some of that work be that needs to be done first.

[00:23:57.83] spk_2:
So generally, it’s gonna fall into one of three specific subsets that we focus on. And we’ve got a principle we talked about it convergent called Asking Rights and Asking rights is the intersection of your nonprofits credibility. Uh The clarity of the outcomes that it delivers through the work that it does not the outputs or the activity, but the true bottom line impact and then fundraising skill. So we’re gonna look at those three dynamics through the interviews and we may come out of a feasibility study process and say your credibility is not quite where it needs to be. And so we need to take some focused time to cultivate messaging, to engage your constituency, get the right leaders committed, maybe do some board work to get them ready to step in and be active. Sometimes this can take place in the foundational phase of a capital campaign. Sometimes it takes a little bit more time on the outcome side. Generally, we’re gonna address this through something we call program refinement early in a campaign engagement where we’re taking that draft plan from the study were sharpening it up. We’re answering the questions that we heard, adding some specificity and really, really working on developing what we call an organizational value proposition, which is how we would convey the the true outcomes and economic value that whatever the nonprofit is we’re working with is delivering in their community. Uh And then the last piece is the fundraising skills. So in some cases, we’ve got a great plan, we’ve got the right outcomes. But the fun fundraising infrastructure to go out and execute on the campaign is just not there. And so one of the common engagements that we work with clients on in that space is a multi month resource development strategy engagement where we’re addressing and building out some of those fundraising infrastructure points so that when the time does get there to turn on a capital campaign, the organization is ready to move forward

[00:24:28.21] spk_0:
smoothly. Meanwhile, though the clock is ticking on the value of the the study, you said what you said 9200 and 20 days is that I don’t mean to put words in your mouth. Is that right?

[00:24:34.82] spk_2:
That so

[00:24:51.09] spk_0:
three, so 3 to 4 months, you see uh after that, the landscape could have changed from the conversations that you had time is ticking while you’re trying to do this sort of fundraising infrastructure work. That’s

[00:25:27.40] spk_2:
right. So if we end up with a longer term engagement, uh that, that were involved in what we’re gonna do is maintain the reference points to know what factors we need to see, shift to be prepared for moving into a campaign. If we get beyond that horizon, we’ve got the perspective from the critical interviews that we conducted in the study and we would just roll what we call some re interviews into the early stages of the capital campaign to get some re validation and affirmation. One of those findings adjusted and that’s usually somewhere in the neighborhood of, you know, 6 to 10, maybe 12 key conversations. And once we validate yet, we still got the right leaders, we still have the affirmed support of some of those lead prospective donors or investors. Then we’re confident to move forward with the rest of the recommendations as we had previously

[00:25:48.10] spk_0:
identified. Okay. Okay. Anything else on the value proposition part, what we’re going to get out of this study? Why we’re doing it?

[00:26:13.92] spk_2:
Yeah, the, the last big pieces that campaign strategy and timeline. So we’re gonna give specific recommendations on the scope of campaign. What we believe a high to low feasible goal range is gonna be the number of months that we believe it’s going to take you to manage a campaign. Uh And then if that client is interested in working with us, we’re also recommending the level of campaign management or council from our side that we believe would be most conducive to their success, given their community size, size of their organization and staff and so forth.

[00:27:03.95] spk_0:
So now we have this, we have this report, I guess it’s, it’s also typically a presentation to the board and the C Suite leadership imagine, but also written report. Um Now then folks can take that report and go off and I don’t know, try they can try to try the campaign on their own. I’m sure they’re free to engage convergent, which, which you would love, you’d love to do that work. Uh, or they can do, they could hire some other firm, I guess.

[00:27:06.81] spk_2:
Right. Yeah, that’s right. So, every now and then we will do a campaign where another firm did a study. It’s not all that common and vice versa. It’s not all that common that we would do a study and another firm would come in and manage a campaign just because you can imagine there’s such a depth of institutional knowledge and connectivity that comes

[00:27:38.66] spk_0:
connection. You had somebody else did the interviews and now you’re executing, you’re going back and getting serious about soliciting volunteers, leadership soliciting gifts, but you don’t have the, you don’t have the connection. That’s right.

[00:28:27.79] spk_2:
Right. All right, you do get engaged periodically with an organization that’s got a strong development staff. We’ve got a few repeat clients in this vote. They are prepared to and understand what is involved in going out and raising the money. But they always want third party objective feedback out of the feasibility study. So they’re getting perspective on how do we do over the past X number of years in communicating with our constituents. How is our leadership seen in the community? Who would be the right leaders is the goal feasible? Now again, we’re not divulging the specific feedback from interviewees in these engagements, but we still say, hey, yes, we, we believe this goal range is a pro for you to pursue uh and so on and so forth. But they’re doing that based on aggregate data. Whereas if were retained to manage a campaign, we have the benefit of all of that very specific and nuanced feedback from interviews that our team members would draw on throughout the campaign to, to guide strategy and next steps with, with the different prospects that we may have interviewed.

[00:29:18.23] spk_0:
Okay. Okay. Um So let’s, let’s stick with, you know, I want to the nuts and bolts of this, of this uh feasibility study. Um How do we, who schedules the, who schedules the meetings? Is that, is that the nonprofits responsibility? Now, we’ve got this list of, you said, typically, I think 50 to 65 interviews. Um you know, who’s who, what’s the mechanics of moving forward? Yeah.

[00:30:33.89] spk_2:
So we will have on average between 55 65 interviews that’s gonna come from a list of normally around 120 or so interviewees. We know we’re not gonna schedule everybody we want to meet with, but we want to get critical mass of feedback. So we start with a list expecting some folks won’t be available. What we have found a over time and time continues to affirm a schedule er, from the nonprofit organization is far more successful in securing these interviews, especially with your higher influence, higher capacity interviewees. Just because it’s a name and a and a number or an email address that they recognize the, the email from convergent non profit solution is not incredibly likely to get a response when asking for a meeting. If any, if anyone’s like me, they get a number of those emails every day from somebody uh selling wares or offering something. And so we want to build from a place of strength in the scheduling. So we start with a representative of the organization. Usually we give about a two week lead time for scheduling and then our average feasibility study is going conduct interviews over a three week period. That person may have a little bit of scheduling work to do over the first couple of weeks, just filling in the gaps. But typically that, that schedule, er, is 2.5, 3 weeks ish of their time making some phone calls and following up on emails.

[00:31:02.20] spk_0:
And what are they asking folks to participate in? Uh, you were, the insiders are calling it a feasibility study or you even have a different phrase that you call it uh

[00:31:03.56] spk_2:

[00:31:04.81] spk_0:
opportunity analysis. But what are we using for? Our, our interviewees are potential interviewees? What are we calling it? What are we, what are we saying? We’re asking them to agree

[00:32:12.93] spk_2:
to, we send a letter over the signatures of a few key leaders that are affiliated with the organization explaining why we are there that we absolutely not asking for funding. We’re seeking candid confidential feedback on the proposed plan that is attached to that letter. So we’re giving them an opportunity to see what we want to talk about before the meeting. Uh Partly so they know, but also so they’ve had an opportunity to digest it and come up with questions before we walk into the room and we tell them it’s a feasibility study. It’s a vetting of a potential campaign that it would be unwise for the organization to go forward apart from the feedback of these key valued stakeholders and constituents. And so that information goes out to everyone on the interview list. We have some cases where for, for sensitive information in the program of work. Uh the client that we would work with might not send out the full plan until someone actually schedules an interview. We have online cloud based scheduling system that we use. So all of that is automated and simple. So not a lot of extra work there. But we want uh we want the interviewees to have perspective well, before we walk in the room because it’s gonna help us get the strongest feedback.

[00:33:45.25] spk_0:
It’s time for Tony’s take to thank you, Classy. Their blog post is 17 podcasts for nonprofits you need on your radar, non profit radio. That’s this show is there number five, it would be my pleasure to name the others, but there are 16 of them. You wouldn’t remember them all. And that wouldn’t be fair to the ones that you don’t retain. Imagine that I’m not gonna let that happen to my fellow podcasters. Well, I’m not going to allow it. So there’s really only one show you need to know this one. Tony-martignetti non profit radio. The post with the full list is on the blog at classy dot org. Classy. Thank you very, very much. That is Tony’s take two. We’ve got Boo koo, but loads more time for feasibility studies. What why and how with Brian Abernathy, they’re, they’re being asked to meet with someone outside the organization, right? That you, they’re, they’re being asked to meet with someone from convergent.

[00:34:08.09] spk_2:
That’s correct. And we identify that person even in that letter, uh you will be getting a call from so and so at the nonprofit organization to schedule a time for you to meet with Brian from Convergent for 45 minutes to an hour at a time of your convenience. So pretty, pretty clear all the way through. So they don’t think uh the executive director of the nonprofit is coming to meet with them and then it’s this outside consultant and they’re caught off guard or what have you,

[00:34:23.64] spk_0:
you prefer to do these in person or is zoom a suitable substitute?

[00:34:29.58] spk_2:
Zoom. Zoom has become a suitable substitute for a lot of things. I

[00:34:33.59] spk_0:
don’t know a necessity, right?

[00:35:20.41] spk_2:
But we still do the vast majority of our interviews in person and most of that is the opportunity to cultivate relationship when we meet with someone in their home or in their office or wherever it may be, you know, just the, the fundraising experience of walking in and seeing things in their office to be able to draw some personal connections. If that’s someone uh that we’re interviewing is 34 months later being sat down with by the same consultant to solicit a pledge. We walk in with that much more relational credibility and equity that we can leverage on behalf of our clients. So we love to do in person. That’s always our recommendation. But we, we absolutely are still doing some zoom interviews and in some cases, that’s just the most functional. We’ve, we’ve worked with some higher ed clients that have donors all over the country. And so in person is just not realistic and zoom allows us to do that. Uh And what we sacrifice in terms of not getting that uh in person sit down sort of warm fuzzy feel is certainly not detrimental to the results that we get in the final.

[00:36:28.17] spk_0:
But you prefer the in person. I always, I always prefer in person meetings with, you know, for me, I’m talking to planned giving prospects are playing, giving donors doing stewardship. But you know, there’s just nothing like seeing pictures of grandchildren, a picture of a sailboat awards from their business, whatever brother photographs there might be. I mean, there’s just a wealth of questions and you know, you can ask folks about to try to build a foundation with people and some of it, you know, may end up, you know, see pictures of yachts in the Caribbean or a yacht in the Caribbean. You know, that, that may be indicative of some, some potential potential giving that you maybe didn’t know about. Uh there’s just so much in someone’s home or office, but even just drawing, just like I said, just drawing a foundation for a relationship asking about the pictures, those Children, grandchildren, you know, etcetera. So yeah,

[00:37:13.30] spk_2:
and these days, the in person meetings are the ones that stand out in our memories, right? Where you’re like me all the time. But the so and so came by sat in my office or my living room, we spent time together. Those are now very much inflection points in terms of our interpersonal reactions are interpersonal interactions. And so that helps uh sort of entrance that conversation in the mind of the interviewee as well, which is a benefit when we get to a campaign because we want to come back and build on that prior conversation. Yeah,

[00:37:30.27] spk_0:
just have a warmer foundation to the relationship if it’s, if it’s not virtual, if it’s in person. What about meals? You like? Uh I like to, I like to, but I may have a different purpose. I’m not doing feasibility studies, but I happen to like to meet prospects and donors over meals is that, is that maybe not so suitable for a feasibility study?

[00:37:52.05] spk_2:
Yeah. We specifically tried to avoid meals and places for these conversations and some of it is we want to hear really candid feedback and we want to hear it about the organization we’re working with. We want to hear it about, as I mentioned a few moments ago. Who do you think could be that

[00:38:03.33] spk_0:
other people? Right. Right. The other person might be sitting two tables away. Yeah. Right.

[00:38:35.84] spk_2:
That’s right. That’s right. So it makes it a little bit easier to get the type of feedback we want. When we’re in a quiet private setting, we had clients who have said, hey, we’ve got a conference room right here in the office. We can do all the interviews in the office. And certainly that’s, that’s not the worst scenario. What we don’t want is somebody weird. Well, gosh, the executive director’s office is on the other side of this wall. I don’t want them to hear some of my true thoughts. So I just won’t share those things. So we, we try to always go to the interviewee so that we’re sitting down in, in their turf. So to say

[00:39:02.67] spk_0:
okay. And then, uh you have a conversation, right? You’re, you’re building that foundational relationship because hopefully you’ll, you’ll be embarking on a campaign with this non profit. Any bad story, like any war story, you ever get thrown out of someone’s home or office. Um I hope not. But if you did, I want to know if you did, I want to hear about it if you got thrown out.

[00:41:02.02] spk_2:
So you always get folks that have some sort of other unique local agenda or organization that they’ve got a stronger affinity for. And you hear a, well, this is, this is good but this other organization is, it’s really getting great work done. So, those are pretty commonplace. Um I had one that is sort of my favorite feasibility study. Worst story that, that really undergirds the importance of that fundraising skill that I talked about earlier. I walked into a feasibility interview. Uh The gentleman that I was gonna interview was ready. He was right there as I walked in, he had the draft program of work in front of him. So I’m thinking great. He read it, he’s ready to go and he pulls out another piece of paper and he says, I’m really glad that you’re here because uh five years ago, I supported this organization in a prior campaign. And this is the invoice for my last payment, which I’ll be sending off later this week. And then he held up that program of work. And he said this is the only other information I’ve received in five years is this proposed program of work. So I’ll be sitting this one out, but I appreciate your coming by to hear my thoughts and I didn’t get my questionnaire out. I thank you, I’ll be sure to convey your thoughts appropriately. Uh And, and that was the end of the interview. It was pretty quick, but that just goes to undergird tony, that all that we’re doing in nonprofits is setting the stage for the next opportunity. So you may not have a capital campaign in the next two years. But the things that an organization is doing today are laying the foundational building blocks so that they can be successful whenever that capital campaign or major funding initiative for an annual campaign you’re in, you can swap out the, the avenue. But that, that communication and relationship cultivation is absolutely critical. And

[00:41:30.92] spk_0:
the stewardship that follows. That’s right. He sounds like he made a five year, a five year pledge. He was just about to send his fifth pledge payment, happy to do it. But the stewardship was awful and all he got was the next funding plan. But he, he set

[00:41:49.98] spk_2:
you up very valid reasons for that organization and its leadership. But, but that, that individual didn’t care if there was a valid reason. His perception was the reality that he was working from. Um, and, and learning those things is good. Sometimes it’s painful to learn those things. But again, I would say that’s a value of a feasibility study as you get some of that inside perspective you otherwise might not

[00:42:30.47] spk_0:
have. Oh, absolutely. You know, you can’t count on that guy. He’s not he’s not gonna be your volunteer. He’s not gonna be your honorary chair. That’s right. It’s not gonna be any kind of volunteer and he’s not gonna give. So that is valuable to know because they probably thought exactly the opposite because he made a five year pledge to the previous campaign. So they probably thought he was a very, very good prospect for this campaign, but they did not do a good job at stewardship. So he’s sitting it out. I do note though that he set you up. He wanted to tell you this face to face. He didn’t want to do it by email. He didn’t say have Mr Abernathy call me an anti before he arranges the, before we meet Mr Abernathy called me. Didn’t, didn’t offer that. He, he wanted to tell it to your face to face.

[00:43:04.01] spk_2:
That’s right. He was going to schedule the meeting right after and you know, I can’t even, it’s probably not fair to presume intent or motive, but there’s a little bit of uh giving you the level of interaction that I didn’t get. Right. Nobody came by to talk to me, but you’re here now. And so I’m gonna tell you face in my perspective, it conveyed the seriousness of his thoughts. It’s really easy to ignore an email. It’s really easy to just say no, thanks. Don’t have time to meet with you. But it appropriately conveyed how, how significant it was to him that he had not been communicated with

[00:43:25.22] spk_0:
stewardship, stewardship. There’s no chance of trying to resurrect that relationship. And then maybe in the midst of the campaign, I mean, the, the CEO would have to be very humble and humble and apologetic, but maybe it’s worth exploring.

[00:44:55.96] spk_2:
Yeah, that’s one of those spots where you look at. Okay. Presuming you have the information available who connected with this individual last time. What was the process by which they were cultivated and solicited? What’s their prior other engagement with the organization? And sometimes tony, I’ve had feasibility interviewees tell me we might give a very nominal amount to this and I would have no interest in a leadership role because I’ve got my business to run and I’ve got these other things going on, but then you go back to them with the right person and they’re your campaign chair, right? I’ve literally seen that in that specific instance, play out in a campaign. And so it goes to show that just because someone says yes or no in one of these conversations does not mean that’s their final answer. And, and again, some of that is in the feasibility study, the value of an outside consultant is nobody’s afraid to tell them the truth. They don’t know them, they don’t have any local affiliate e affiliation. And so they’re just talking objectively about a program of work and collecting information when you get into a campaign, what you want is the exact opposite. You want relationship, you want influence and you pair the strategy and the perspective of a consultant with someone with local relationship and influence and you go back, you can change the response that you get very readily in many cases.

[00:45:16.28] spk_0:
So I’m not so naive. I mean, it’s, it’s possible to resurrect even the guy who says,

[00:45:24.89] spk_2:
but he

[00:46:56.46] spk_0:
held firm. But I would try if I was the CEO I would try and then if he’s not gonna meet me or, you know, he’s dismissive of the, you know, then of course, you can’t go any further. I’m not suggesting go any further, but it’s worth a try. I think, you know, I’m of the mind that if he didn’t care, I know we’re pulling on this one thread, but you picked a very valuable, that’s a really valuable outlier in your experience. He did care enough to tell you why he didn’t. He didn’t just do the things that you suggested would have been much easier, ignored the phone call, ignore the email just, you know, and then, and just blow the whole thing off. He did take the time to tell the organization that they messed up the relationship with him in so many, in so many words. So my belief is if people are willing to tell you that you’ve messed up, they, they still love you just not as much as they did when they made the five year pledge from the previous campaign. They don’t love you as much, but they do still have an affinity. They want you to know that you screwed it up. So, I, I see some, I see some potential but, and you’re saying I’m not 100% naive and at least trying to explore it. I’m optimistic. I have a glass is half full. What else can you tell us about the mechanics of, you’ve got these 55 to 65 interviews? You said you don’t do them over like three weeks. Obviously, you need some time to prepare your report. Do all you have multiple, I guess you have multiple interviewers, then how do you, how do you sort of coalesced the opinions of multiple interviewers?

[00:49:13.19] spk_2:
Yeah. So we’ve got some data collection and analysis tools that we use internally, uh that we come out from a couple of angles. So typically we would have one dedicated consultant who is running through the entire feasibility study process. And in a lot of cases, another of our senior team members is going to come on site for 23 days to, to join some interviews. What we want is a couple of different set of eyes on things. Um And then we come back out of those are our team member who’s been face to face with. Folks is telling us sort of the, the nuance of I heard these trends in conversation and these things don’t bear out in the numbers which are readily evolving day by day as we complete interviews. So we’re watching those trends as things move forward. But we’re able to say this, this number ticks here, but there’s, there’s a fact over here that’s meaningful, that’s not going to show up in the numbers. And so are are on the ground. Consultant is looking at that then a member of our client services leadership team is just blinders on looking at the data, right? Did we see a high enough level of interest in filling a leadership role? If we didn’t, we know there’s a hurdle, we’re gonna have to address do the completely objective numbers of a number of potential high level investors. We say investors, not donors. Now does the number of potential high level prospects match with what we would want to see to know that we could go out there and you know the 300 Hall of Fame batting average and still have a suitable pool of lead investments. Uh Do the numbers of financial indications match up to what history has shown us, we need to see to validate the campaign goal. And then we come together as a team internally and compare all of those things and triangulate in on the positive factors, the challenging factors, we identify what we call X factors that are outside variables that no one could control. But we heard enough about this that if X Y and Z bro this direction, it could have an adverse impact on the campaign. And again, we can’t do anything about it, but we need to always be aware of it so that we’re not surprised if something happens to shift, whether that’s local economy. I mean, who knows what those things could be? But they pretty often will reveal themselves through our interviews

[00:49:38.54] spk_0:
and then it’s a delivery to the, to the board. I don’t know, do the board leaders get an advanced copy of the report and then it’s a delivery to the full board or everybody gets it released to them at the same time, how does, what’s the best way there?

[00:51:14.32] spk_2:
So generally, within about a week of completing our interviews, we’re going to jump on a call with the executive and maybe executive team for our client by depending on their preference and share our preliminary find. So this is yes, we believe a campaign is feasible or not. Here’s the goal amount that we believe is uh is feasible low to high range and here or any other unique variables that we want to get planted in your mind so that you can think through how would be best to present those to your board and other key leaders. That meeting is typically about three weeks or so after we complete the interviews, because it does take us a couple of 2, 2.5 weeks to get that report together and polished up and presentable. And then we would send it to our client executive and give them discretion as to how they would want to distribute it in some cases. They just want to share an executive summary. And so we’ve got that ready in others. They want us to present and then they want to share the report. So we’re pretty flexible on that. And that’s really because every organization is different. And so we don’t, that’s one of those spots that we don’t try to prescribe. You’ve got to send the whole report to the whole board before some boards would read it and then check out of the conversation in person. And you know, there’s all kinds of variables out there that we don’t try to over prescribe a method for, for how we would present. But we would step in and show them the details of the findings. Give them some of the candid feedback at a again aggregate level and share whatever our recommendations would be for next steps.

[00:51:34.26] spk_0:
That’s, that’s a feasibility study. And then they’ve got their 9200 and 20 days to make a decision.

[00:51:52.56] spk_2:
Yeah. And most of the time it’s uh it’s, there’s a campaign or follow on work, I should say most of the time, it’s a much quicker transition. We had a client recently that um it’s sort of still in this process. So, but they had a very specific piece of X factor outside variable that needed to have a clear decision before they would be well positioned to move into a campaign that happened to involve some public sector decisions that has played out over the course of about nine months. And it looks like now they’re gonna be ready to move towards that campaign.

[00:52:14.87] spk_0:
Okay. But now they’re now they’re nine months past the feasibility study. So there might need to be some follow up interviews.

[00:52:17.27] spk_2:
That’s right. We’ll schedule over the first month or so of the campaign. A handful of those re interviews, just rechecking bearings knowing that there’s no new surprises that may have crept up or identifying any new surprises and course correcting for how we would want to navigate those moving

[00:52:53.73] spk_0:
forward. You had mentioned foundations as interviewees, foundation staff are willing to, to take these kinds of meetings and make a broad, I mean, they can’t commit, they can’t commit because every decision is a decision of the board. But foundation staff or I guess it’s a program staff are willing to take this

[00:53:47.41] spk_2:
in varying cases. And so you hit a very specific point that we always monitor when there are foundations on our interview list is 99% of the time that foundation staff person is gonna say a grant is a decision of the board. Our grant guidelines are on the internet or invitation only or whatever the variables. But we typically can be pretty strategic in using an interview if we get it as a cultivation approach. So less of a tell us what the foundation would do and more of a, how would we best position this for success? Given your focus areas as a foundation and would your foundation rather lead the way and help us get out of the starting block strong or put us over the goal line at the other end of the campaign? And as you probably know very well, there are foundations that have very specific spots that they want to play in that process. And we need to know that in a campaign so that we’re not starting out thanking on a meaningful grant from a foundation when that foundation’s board would rather be making that grant. You know, when we’re 80 90% of the way to the goal already.

[00:54:31.92] spk_0:
And, and it could be a funder that’s funded the nonprofit in the past, they’re still not gonna commit to something they’re still going to defer to their board. But uh they, you can deepen the relationship in, in that case. Okay. All right, Brian, why don’t you just leave us with a little uh a little motivation about feasibility studies.

[00:56:15.09] spk_2:
The important thing with a feasibility study is I would say is getting it right. It’s not one of those things that you want to rush through, I would say to a non profit, it’s not something you really want to do on your own because you’re gonna miss some of that objective third party perspective. And that is such a valuable due diligence, a campaign, a capital campaign of a large scale and we’re typically testing multimillion dollar projects. It’s not one of those things that you want to risk swinging and missing. Uh knowing exactly what is out there in terms of the fund, ability of a plan, the amount of funding that’s there. You can save a lot of relational equity and as we talked about before credibility for an organization. So like I said, we will do feasibility studies where there is no interest in our doing a campaign uh and, and offer that perspective in that guidance. But it also we’re an organization recognizes, they don’t have the capacity for a campaign in terms of their internal staff is a just invaluable first step of counting the cost before you don’t go out and start to build that tower. So we’re no surprise big proponents of feasibility studies. We’ve talked a lot internally. Is there uh is there a way to get the same information out of a different process? This is one of those things we’ve tried every thought of innovation and how, how could we move faster? But the reality is from our experience, there is just not a better way to get the level of intelligence that a feasibility study provides and then be able to go into a capital campaign from a position of

[00:56:51.64] spk_0:
success. And plus there’s that relational foundation. Yeah, that, that, that’s so much that’s so much value to it as Well, building that building that relationship. All right. Thank you, Brian. Brian Abernathy, General Manager at Convergent non profit Solutions. The company is at Convergent non profit dot com and you’ll find Brian on linkedin. Brian. Thank you very much. Thanks so much, tony. My pleasure. Thanks for sharing next week, data driven storytelling with Julia Campbell. If you missed any part of this week’s show, I beseech you find it at tony-martignetti dot com.

[00:57:17.04] spk_1:
We’re sponsored by Donor box with intuitive fundraising software from donor box. Your donors give four times faster, helping you help others. Donor box dot org. Our creative producer

[00:57:37.14] spk_0:
is Claire Meyerhoff shows. Social media is by Susan Chavez. Mark Silverman is our web guy and this music is by Scott Stein. Thank you for that affirmation. Scotty be with me next week for nonprofit radio. Big non profit ideas for the other 95% go out and be great.

Nonprofit Radio, April 6, 2012: Campaign Feasibility Agility & Creating A Culture of Philanthropy

Big Nonprofit Ideas for the Other 95%

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Eugenia Colon
Eugenia Colon: Campaign Feasibility Agility

Why is a feasibility study important before you embark on a fundraising campaign? What do you learn from a well-crafted study? Who should be interviewed and who should interview? Eugenia Colon of Colon & Associates sorts it out for you.


Laura Goodwin
Laura Goodwin: Creating A Culture of Philanthropy

Laura Goodwin, vice president of The Osborne Group, has ideas about focusing on your donors; collaborating; programming; board expectations and responsibilities; and leadership, all to help you increase your fundraising revenue. (Pre-recorded at Philanthropy Day 2011 hosted by AFP Westchester County chapter.)


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No. Hello and welcome to tony martignetti non-profit radio april sixth, two thousand twelve big non-profit ideas for the other ninety five percent i’m your aptly named host now that you’ve heard all that, you know you’re in the right place, your mind is settled for the next hour. I hope you were with me last week. It would cause me pain if i learned that you missed gift prospects planned gift prospects by phone. I mean the ottoman from kent state university took the role of professor to teach you how to identify planned e-giving prospects from your phone based fund-raising she’s been doing that for years with great success, and that was pre recorded at the national conference on philanthropic planning last year. Also, tanya said farewell to p p pee tanya how johnson sat with me at last year’s partnership for philanthropic planning conference to say goodbye to the organization she has lead for twenty years. She retires this month and it was cockney complexities are legal contributors jean takagi and emily chan from the non-profit and exempt organizations law group looked at legal issues around the viral twenty twelve cockney twenty twelve video, eighty six million views and we looked at it in ways that you haven’t covered. That makes us one in eighty six million. You’re in the right place this week. Campaign feasibility, agility. Why is a feasibility study important before you embark on a fundraising campaign? What do you learn from a well crafted study who should be interviewed and who should do the interviewing? Eugenia cologne of cologne and associates will sort that out for us and creating a culture of philanthropy. Laura goodwin, vice president of the osborne group, has ideas about focusing on your donor’s, collaborating programming, board expectations and responsibilities and leadership, all to help you increase you’re fund-raising revenue around a culture of philanthropy and that’s pre recorded at philanthropy day two thousand eleven, hosted by the ft west westchester county chapter. Right now, we take a break. When i return, i’ll be joined by eugenia cologne for campaign feasibility, agility. Stay with me. You’re listening to the talking alternative network. Are you suffering from aches and pains? Has traditional medicine let you down? Are you tired of taking toxic medications, then come to the double diamond wellness center and learn how our natural methods can help you to hell? Call us now at to one to seven to one eight, one eight three that’s to one to seven to one eight one eight three or find us on the web at www dot double diamond wellness dot com. We look forward to serving you. Is your marriage in trouble? Are you considering divorce? Hello, i’m lawrence bloom, a family law attorney in new york and new jersey. No one is happier than the day their divorce is final. My firm can help you. We take the nasty out of the divorce process and make people happy. Police call us ed to one, two, nine, six, four three five zero two for a free consultation. That’s lawrence h bloom, too. One, two, nine, six, four, three, five zero two. We make people kapin. Hyre schnoll. Hey, all you crazy listeners looking to boost your business? Why not advertise on talking alternative with very reasonable rates? Interested simply email at info at talking alternative dot com. Offgrid welcome back to tony martignetti non-profit radio, i guess now is eugenia cologne. She is the founder and president of cologne and associates development consultants based in vienna, virginia. She has more than twenty two years as a professional fundraiser. She was instrumental in the design, development and implementation of the one billion dollar gates millennium scholars program, which she named i’m very glad that her expertise around campaign feasibility studies brings her to the show your junior welcome. Thank you. It’s. A pleasure to have you. Thanks for joining us from vienna. I want to remind listeners that you can join the conversation with eugenia by following us on twitter using our hashtag non-profit radio. And some people are already doing that now. Eugenia, why is a feasibility study important before a campaign? That’s actually an excellent question. My first ones. Excellent. Out of the box. It’s all downhill from here. Okay, uh, i think that you know, many people, uh, tend sometimes to think that they can proceed with the campaign without doing a feasibility study. But when you’re talking a major fund-raising effort like a capital campaign on endowment campaign, the feasibility study is important in determining if the proposed campaign has a good chance of success because the study will identify how much money your organization can reasonably raise, how long it should take to do that and what the costs are likely to be, uh, involved in managing the campaign. I think even more critically, what the study will also do is identify potential campaign leaders, donors, the strengths and weaknesses of the organization for the existing campaign plan of the organization they have developed. And it’ll include recommendations as to how the campaign should be conducted. But i think what’s really important for folks to know is that increasingly well done, well constructed feasibility studies are being conducted more in the framework of campaign planning studies because study will ultimately fundamentally provides the foundation proposed campaign. Okay on, you said that he’s applied teo large campaigns that would depend upon the size of the organization, right? I mean, half a million dollars could be a tiny, a meaningless campaign to some charities. But half a million dollars could be an enormous undertaking for others. Yes, and and this applies to whether the campaign is for capital or building expenses, or programmatic and dallman. Type wouldn’t it wouldn’t matter? It wouldn’t matter what would really i think be the determining factor and you raised a good point in the relativity of, of defining the terms big campaign on major campaign. What is, i think critical foreign organizations to recognize is whether what it is proposing to raise in a particular dollar goal is major fund-raising for them is this a departure from the routine annual fund-raising that they normally do that would then tell them it’s a golden setting is so significant then that tells them, or should i tell them that they should invest in having a feasibility planning studies done? They’re prepared to embark on that kind of a large fund-raising campaign. Eugene, i’m going to ask you to speak a little bit louder into the phone, ok? We’re talking, please, and your advice is that this study, which is really a series of questions, is that is that not right? It’s? Too good extent a series of questions it’s largely interviews that are conducted with internal leadership with key staff all fund-raising staff should be interviewed, it will involve select boardmember it should involve a number of key donors. Hand it. Should involve of perspective, thunderzord zoho people, you’re looking at an organization’s you’re looking at as funding prospects. And while the theories of questions that they will be asked in confidential interviews will be critical, if the process will also involves, uh for example, having a case statement okay, we’re going, we’re going to get into the details of it. I don’t want to get too far right now because in fact, we have to take a break in about two minutes. This is best done by who this this series of interviews it’s best done by an outside consultant because the outside consultants is goingto have a level of objectivity that a staff member it’s impossible for a member of staff, a leadership have. What do you mean objectivity around what objectivity on a number of levels, objectivity in that they don’t have any horse in the race that they’re not a member of the organization and they’re not on the board, they are not going to have an agenda that there consciously or for subconsciously, maybe advancing were seeking to advance in the process. They also will be because they are not staff because, for example, they don’t report to the boardmember as the president ceo would thie consultant who you have a much higher comfort levels in asking certain, maybe sensitive questions for in reaching out to donors with particular questions to invite input on certain delivery, herbal that’s been non-profit maybe using that a staff member or a member of the executive team is not likely to be able to do as comfortably, and so the so the strong relationship and we just have about thirty seconds before a break so we may be we’ll approach more this more after the break, but just that strong relationship that we always like to see in in in donorsearch charity relations and solicitations that is detrimental to this process. Yes, it could be yes, it could be most definitely okay, we’re going to pursue that a little more. We’re going to take a break right now on dh when we return. Of course, eugenia cologne stays with me for campaign feasibility, agility, and i hope you do too e-giving thing e-giving ding, ding, ding, ding you’re listening to the talking alternate network duitz getting anything. Cubine are you stuck in your business or career trying to take your business to the next level, and it keeps hitting a wall? This is sam lebowitz, the conscious consultant. I will help you get to the root cause of your abundance issues and help move you forward in your life. Call me now and let’s. Create the future you dream of. Two, one, two, seven, two, one, eight, one, eight, three, that’s to one to seven to one, eight one eight three. The conscious consultant helping conscious people. Be better business people. Hi, this is psychic medium. Betsy cohen, host of the show. The power of intuition. Join me at talking alternative that come mondays at eleven a. M call in for a free psychic reading learned how to tune into your intuition to feel better and to create your optimum life. I’m here to guide you and to assist you in creating life that you deserve. Listen. Every monday at eleven a, m on talking alternative dot com. Are you feeling overwhelmed in the current chaos of our changing times? A deeper understanding of authentic astrology can uncover solutions in every area of life. After all, metaphysics is just quantum physics, politically expressed, i and montgomery taylor and i offer lectures, seminars and private consultations. For more information, contact me at monte m o nt y at r l j media. Dot com talking alternative radio twenty four hours a day. If you have big ideas and an average budget, tune into the way above average. Tony martin. Any non-profit radio ideo. I’m jonah helper from next-gen charity. Welcome back to big non-profit ideas for the other ninety five percent, eugenia let’s pursue this idea that the that the close relationship can actually be detrimental. What what is it that the interview is is going to say or not say to the object of consultant that he or she would wouldn’t or would say, too, the person they have a close relationship within the charity? Well, because of the fact that the consultant makes clear and it’s made clear throughout the process that interviews are completely confidential and the consultant is this outside of individual, uh, the best example i would offer? Is it your ass? King? Ah, boardmember what he is does she sees as frank and weaknesses in the non-profits fund-raising then it with the president and ceo asking me boardmember that question and the boardmember felt that the president ceo puts the problem right? You know, you can see right there, how’s, that dahna is detrimental to the process to a successful, objective process, and i think that’s probably the best example, but i think i screwed, i think also on individual working within an organization because they are largely subject does not have the same, uh oh, as clear, um and hard, perhaps a perspective for view of the organization has an outside consultant might have in taking a look at wait thes questions then, and some something you said earlier suggests this also go much beyond who’s going to fund the campaign. Whether you, my my current interviewee, will fund this campaign or not. There is a much broader purpose to these feasibility studies serious, and i think that the most important at sex to keep in mind is that what one is really at the root of the entire process. What one is really looking for is to be able to determine how strongly the case for support resonates with each interviewing, meaning that while, for example, you may not necessarily knew probably, i definitely would not want to interviewing for a pledge what you can learn in properly questioning them as to how viable they think the organization is, how important they think this campaign is. Umm you could start to assess what this individual might be willing to give or what that foundation might consider giving and where your campaign would fall among their e-giving priorities. So you really are ultimately, underneath all of this, testing the case for support and testing some basic assumptions that, uh, underlying the non-profits rationale. Wei have jargon jail on the show. And i hate tio. Have you have to put you into the women’s block in jargon jail? So the case let’s, let’s define what? What you mean by case for support. Okay, uh, i think what the case is support for alternative we called case statement is not done. Is make, uh, is justified for presents the rationale as to why your non-profit isn’t important. Why your mission is critical, performing necessary work and therefore, bottom line. Why people, foundations and corporations should fund it should support it. So you’re making the case almost like a legal case for, uh, justifying support for your organization on dure finding out whether people agree with you. Exactly. Yes. And you’re finding out how strongly they agree. Agree with you and our how much they feel motivated, compelled war, tie tied to our inspired by your organization. And in all the process of these interviews and the questioning, you should be able at the end of the line to determine not only that individual that you interviewed not only their level of interest in support, but questions should be asked that also tease out if they would be willing to reach out among their network. Do they have a friend, family, anybody that they think they could bring to the table? And would they be willing themselves to serve on the maybe campaign steering committee or in some voluntary way to help raise? I see and these air all ways of getting at how strongly they belong? They believe in your your case statement your case for support? Are they willing to share it with their friends? Are they willing to participate in this campaign as as a volunteer leader? Um, what should we hope to get from the from the from the campaign feasibility study? Other than do the campaign or don’t do the campaign like, go or no go. Okay, um, first let me before i answer your specific questions, let me say that i would caution non-profit too make sure of two things in working for in vetting consultants to handle a feasibility planning study poker. The first is that they make certain that the people they’re looking at and considering have experience with organizations like they’re non-profit the second is that they raised the question with that consultant potential consultant as to how many clients have been told by that consultant that their campaign is a no go. Yeah, we’re going to get to that, but okay, you’ve raised it on and let’s talk about why that’s so important? Well, because quite bluntly, there is the potential for unwittingly or intentionally a consultant to be self serving in conducting a campaign coming back and saying you’re ready to go here are the things you need to do, but i think you know, your viable your campaign is viable, the bottom line being the consultant is hoping that since they did the study, they would be considered brought in to do the campaign launch. And that said it’s, a good question to raise with every consultant you’re interviewing, how many clients have you advised based on the demonstrated information and evidence that they should not proceed with? Yeah, yeah. Okay. Because there is the potential for conflict. Yeah. Okay. Back. Teo original. Yeah. What are you hoping to learn about your what your constituents think ofyou? Besides, whether they’ll support a campaign. Or won’t? Well, uh, the fact that you’ve asked the right questions that will allow you to determine whether or not you should you have the support they to launch the campaign is going to be the result of your having in your study process in your having done a number of things, including, ah, review of the movie in what we call environmental factors the current economy identifying your competition, so put some non-profits especially small to midsize, they are so understandably focused on just getting the job done, they don’t really always have a good sense of who the competition is. This helps to ease some of that out. You’ll also come away with a strong sense of your current financial strength of yours capacity to raise more whether you go forward with the campaign at that time or not, you will have also identified and actually engaged potential funders who have been interviewed in the process. So you’ve already started a cultivation process that can open the door to a new stream of fundez you will have strengthen relationships with donors who interviewed because you’ve engaged them on another level, and you’re going to be having brought back two with a study some point, some recommendations, some roasted skip ropes to jump that will have come from your current donors, and you should come out of this process with a tighter, cleaner, more compelling case statement, a case to support then you had going into it, and one that is now at the end of the process, bought into by not on ly external constituents, but by the staff and bored leadership who really needs to be on the same page about why you should be supported and they aren’t always yeah, we’re going to look into some of that internal consistency and in a moment i want to remind listeners that i’m with eugenia cologne and she’s, the founder and president of cologne and associates development consultants. Their site is cologne c o l o n associates dot com, so you’re you’re alluding to internal consistency here, across staff and senior leadership and bored in terms of what that case is about. What are there cases where those three constituencies and maybe even donors being a fourth constituency are not in parallel tracks? That’s very often the case, i think, especially with emerging or new non-profits and also small and mid sized non-profits who don’t often have the opportunity to say invest in marketing and branding analysis or, ah, strategic planning process with an outside of consultant to help you to thought that a defined mission and case to give an example of weather, sometimes our discrepancies, ah, boardmember may have come on board because they had a particular of tied to what they perceive to be the mission and purpose of the non-profit the president and ceo of the non-profit may be somebody who’s coming to the non profit sector from a corporate background, and went to a particular non-profit because they saw the opportunity to in fact, strengthens the non-profits delivery and its mission by bringing some corporate operation is spreading, and so that person looking at what you can do instead of more at what you brought into existence to do, and then the staff, especially in small and midsize non-profits in my experience, the staff bless them, are so strained and so stretched that they are typically jumping from one assignment one passed to the next and not always able to step back and say, is this from my front line in? The trenches perspective is this consistent with our mission? And so you don’t have always a clear sense for even an internal dialogue about what’s the mission and purpose case for supporting then there’s ah, strategic planning purpose around the campaign feasibility study? Very much so, yes, that’s that’s well put because really, i’m just rephrasing what you said. It really is a study that, you know, study is almost an academic term that makes it sound like it’s uh, pedagogic exercise, when in fact, the feasibility planning study is much more dynamic. And at the end of that three to six months, typically three to six months process should give you what amounts to atleast for the major fund-raising campaign, a strategic plan, but many aspects of the study will actually play into the overarching organizational strategic plan. There is some science to this i mean, you would, for instance, i’m i presume you would test the questions that you’re going to ask, how is that done? Well, i think the best way to test question is, first of all, to take it to the leadership, to the members of the development team and the executive leadership and i would say three to five critical boardmember to have them take a look at the questions before that i would say chip, haven’t take a look primarily at the external questions before the consultant goes out to do the testing, interfering with the external constituencies because you don’t ever want a misstep with the outside constituents. So i think that the testing of external questions by internal staff on board members is critical. Thes interviews this is not just ah, this is not a five or ten minutes. Sit down over a cup of coffee, is it? Oh, no, no. This typically should take around forty five minutes on could take i always ask interviewees to block out an hour. Uh, if it’s less than that fine to them because usually very busy people. But the questions should be comprehensive on at the same time as specific enough that you end up with responses that are really going to be useful in getting a baseline sense of where you are in a number of key issues. How do we determine who is going to be interviewed among the categories of people that you mentioned earlier? Who specifically? Well going in. The consultant can upfront tells the non-profit we need tohave a number of board members, we need tohave all the development team, we need to have the president ceo so there’s, a standard group that the consultant goes in knowing that they need to interview, but when it comes down to identifying key boardmember you want teo, build a relationship with your client with wealth would be with a non-profit and buy into the process by allowing the president ceo, for example, to recommend to the consultant who on the board would be interviewed. And i always, uh, suggests that you definitely have the chairman and careful coaches up the board part of the process. You also been asked the development department had a development in the president ceo to recommend a number of existing donorsearch number let me interrupt you there in in terms of the volunteers, prospects and donors, this study could be used as part of the cultivation strategy you’re including the person has an insider in in the potential campaign, absolutely most definitely, and that really is a critical takeaway of the study process, the fact that you are engaging these people and engaging them in a whole new way that actually is reaching out and asking for help in shaping. Uh, no uncertain terms. Where you’re going with this campaign, it opened doors to prospective thunders. It brings donors in on a new level, and it also engages re engages your board and your staff and volunteers in ways that might not have been possible before. But an interesting group to keep in mind that you wanted involved would be what you might normally see. His competitive organisations, similar organizations that are fighting in the same trenches as you are scrambling self-funding but you have partnerships with them, you’ve done work with them and you have a good relationship organizational leadership toe leadership that would allow the subject of study organization to say these two or three competitive quote unquote would be great to interview part of it. Eugenia, we have to stop there. Okay? Eugenia vic alone is the founder and president of cologne and associates. Their site is cologne, colo. And associates, dot com and eugenia is happy to take questions by email if you have them follow-up her email addresses eugenia u g e n a dot colon at cologne associates dot com eugenia, thank you so much for being a guest. Thank you for having me, it’s been my pleasure. We take a break and when we return tony’s take to my block. This week is two thousand twelve memorial e-giving ideas. Stay with me. You’re listening to the talking alternative network. Geever are you feeling overwhelmed in the current chaos of our changing times? A deeper understanding of authentic astrology can uncover solutions in every area of life. After all, metaphysics is just quantum physics politically expressed. I am montgomery taylor, and i offer lectures, seminars and private consultations. For more information, contact me at monte m o nt y at r l j media. Dot com are you stuck in your business or career trying to take your business to the next level, and it keeps hitting a wall? This is sam liebowitz, the conscious consultant. I will help you get to the root cause of your abundance issues and help move you forward in your life. Call me now and let’s. Create the future you dream of. Two, one, two, seven, two, one, eight, one, eight, three, that’s to one to seven to one, eight one eight three. The conscious consultant helping conscious people. Be better business people. Dahna hey, all you crazy listeners looking to boost your business? Why not advertise on talking alternative with very reasonable rates? Interested simply email at info at talking alternative dot com dafs welcome back, it’s, time for tony’s, take two at roughly thirty two minutes after the hour that’s quite a little voice crack roughly my block this week is twenty twelve memorial giving ideas because this is the season coming very soon for wedding anniversaries and graduation anniversaries mother’s day, father’s day and that makes the time when people are willing to make gift in memory of their family or dear friends and for planned gift. Some of my advice is that you could look at facebook your active there, looking for direct mail. Look at your email look at your spring events as marketing opportunities for memorial planned gif ts for instance, in direct mail, you could add a ps to a letter that you’re already planning a p s about remembering loved ones or dear friends in some type of a plan to gift, and you could do that at no additional cost. You’re already planning the mailing. If you have a newsletter that’s going out this season at a sidebar about remembering a loved one’s in your plant e-giving again, no additional cost and those and other ideas are at tony martignetti dot com, which is where you’ll find my blogged my block was named number eight this week in the well it’s, not a weekly survey, but this past week was named number eight in the top fifty non-profit marketing blog’s in a survey that’s powered by tracker, which is a pretty well respected, um, analysis, a company that analyzes blog’s. So i appreciate being number eight that’s cool that’s that tony martignetti dot com and much of that result is because regina walton does social media for my blogged, and i’m grateful for her help in that achievement. That is tony’s take two for friday, april sixth, two thousand twelve it’s the fourteenth show of the year, we have already finished the first quarter of the year. Next i have a pre record interview with laura goodwin. We’re talking about creating a culture of philanthropy. Here’s that interview welcome to tony martignetti non-profit radio coverage of national philanthropy day, hosted by the association of fund-raising professionals, westchester county chapter worth e edith macy conference centre in briarcliff manor, new york, and joining me now is laura goodwin. Laura is vice president for the osborn group and has twenty years of fund-raising experience. Laura welcome. Thank you. Tony, appreciate it. Well, now i have to live up to twenty years worth of wisdom here. I don’t think you gonna have any trouble at the conference. Knows your bona fide. I know your bona fide. The audience will know very, very shortly. Your conference topic is creating a culture of philanthropy. What? What do you mean by a cultural philanthropy? Well, that’s funny, tony that’s exactly where we started this morning. What does that mean for all of the various constituencies that we’re working with? Certainly we know the no brainer is that a culture of philanthropy ends up creating more donors who give more who are happier then they were without this culture, but but what is that? It that culture of philanthropy? So we ended up doing a lot of talking about was that change and institutional values that puts donors at the center of your philanthropy efforts? I think so often we we get tied up and understandably in all the details, that a taste to get the appeal out the door to get the event plan that we forget the donor experience that don’t know when this donor receives that appeal. Is it speaking? To them, or is it speaking about institutional needs? Organizational priorities? Or is it speaking to that donors, motivation, what we know really matters to them the most so that’s one of the ways that that ends up being manifested in being donor-centric i think one of the other things that we really spent a lot of time talking about today is creating a collaborative environment, whether that is collaborating with another organization or institution or internal collaboration, you know, was i was working in higher education does the development office sit off in its own corner? And who knows what they do over there or can let development office reach out to, in the case of higher education that dina faculty and say, hey, i have this great donor xero from you, i think you really could have ah, a powerful impact on that and have the dean, in fact, they say, well, of course, absolutely, i’ll do that for you program staff saying yes, how can i help in fundez development? Let’s talk about some of the different constituencies and donors included, of course, but why don’t we start with with the board? How do we create a culture of philanthropy among our board? Absolutely that and you you are right to assume that was a big topic that came up for sure, you know, what we realize is we were talking together about where our boards are now is how much preplanning needs to go into building that culture amongst the board before they ever even joined the board. So in the recruitment, meaning the group recruitment process absolutely, and setting those expectations from the nominating committee forward really setting that expectation that every boardmember as a part of as a requirement of joining our board is involved in some way and fun development that there’s a give and and a get policy not to give aura, get policy or no policy at all on that on that topics. So from the very point of what are expectations of our board in general to a recruitment process, making sure that every single boardmember who is invited has already been solicited is already an investor in this organization or in this institution that they believe we likened it this morning, the difference between taking a major gifts model to board recruitment versus a hiring model do we bring people onboard who have a passion for what we do know us from the inside our donors or investors in us, or do we say, oh, you know what? We need a lawyer let’s go find one, we’ll interview them, will recruit them. Oh, they don’t know anything about us or oh, we’re seventh or tenth on their list of philanthropies, or we’re not on their list of philanthropies at all. Um, how it’s a different tone how do we set these expectations? Would this be in writing? This isn’t a conversation i’m talking about in the recruitment stage, how, how in detail that we set the expectations? Absolutely well, i think certainly having that written policy is something that’s, a vital tohave that’s, something that that externalize is it from any one person in the executive director the ceo having to be in that that position of playing the heavy and saying, i really need boardmember sze who do this when it becomes a shared policy of not only the institutional leadership, but also that nominating committee that that becomes a part of the culture, it institutionalizes that practice, but then if we’ve only written it down, we haven’t really done that that donor-centric turd taking that donor-centric step we need to share that in the recruitment process and i think often a lot of particularly small organizations, but i think it’s not exclusively small organizations say, look, we’re so desperate for board members will kind of take whoever we can get well, darn it, you deserve better than whoever shows up you should keep looking. You should keep looking and not be emp embarrassed to have this conversation with board members talk about it, especially because so much of what i hear is trouble with a boardmember who isn’t productive and now trying to get them off the board, we can put it softly and say transition them off, but everything off however you do it, it’s it’s difficult, so don’t create a headache for yourself by recruiting someone who you’re pretty sure is going to be a lackluster boardmember and then they’re going to fulfill that expectation that you had and now you have sort of dead weight on your board and you have to deal with it. It could really be a drag abs tony that’s so true it so it’s too easy we make it. Too easy toe put people on the board, and then it becomes a way too hard to get the monk’s virality zehr involved in egos involved who were their friends are and it’s really very difficult don’t short change your organization that way, and and just take whoever will come as you’re suggesting, or so what other expectations are there around? Maybe attendance or activity level? What other expectations do we wantto set in advance during this recruitment? Well, certainly, i think that yes, that attendance should be something that’s spelled out in your board. Accrued mint prophecy that and it’s something that you’re bored share needs to continue to monitor that as a board we owe it to each other and to this organization to show up prepared, be engaged in in our right committee work in between boardmember ings. I think i would add to this that not only is committee work important, but that as board members we are all we should all and i say we because like i said on a board myself that we as board members all owe it to our organization. Tto find the right role in fundez elopement that regardless of what other committee we sit on? We’re all fundez developers and it’s a matter of matching the right skill set that each boardmember brings to the right fundez elopement job would i love a board full of solicitors? You know? Of course i would i would be thrilled to have a whole bunch of solicitors sitting there, but not realistic, but that’s not what success has to look like, besides and there’s a lot on of around fund-raising that board members could do without soliciting exact making entree introduction, maybe hosting something in their home so there’s plenty of non solicitation activity available, right? Absolutely something that we did as a board taking off consultant had putting on boardmember had something that we did as aboard this past year was to really diagram what our skills were actually did this with each other, not privately said, okay, we know that there are two rules that all of us need to be good at. We all need to be able to share the story of what this organization does. We all have to be ambassadors. We all have to be on the same page in terms of message, so let’s make sure that we’re abetting in our board meeting chances too, train up, make sure that we stay on the same page, that we bring new people in. And they get that it’s a part of their orientation and that we are all stuart’s, that we all have that opportunity to not only say thank you for your gift, but here’s, how it’s been put toe work because of you. We were able as an organization tto achieve this and this and this that are very tangible in concrete and understandable outcomes. Exactly getting the getting the board involved in that critical stewardship process. Right? All right, well, we spent a lot of time talking about the board, but i think that’s important it is the place to start right in creating this culture of philanthropy. Let’s talk about some of the other circles or constituencies. Um, what about among ah, among employees that are not fund-raising employees, how do we again, how do we create this cultural philanthropy? Absolutely. You know, he had one of our clients had a very interesting take on how he was going to embed this culture of philanthropy in his agency as a part of all of his interviews, regardless of what position he was interviewing for he is the ceo. I would ask that person in their interview here at our agency. We are all fundez fella, pers, what role do you see this position playing in fund available? That’s outstanding? I mean, even someone who does facilities, work or maintenance work or data entry every strata of asses isn’t every aspect. And so he was challenging them. And the point was not that they come up with the right answer. But did they have an answer? Did they think, were they willing to engage thoughtfully on what this could look like horses? I don’t really see that as part of my job that’s them that that mythical they who do development over here and that’s, not me. So it was really looking to create that that collegial environment that we’re all in on this and that’s very consistent with what we just talked about recruitment of board members, he was doing it in recruitment of employees at all levels, okay, what else? Well, let’s say after we’ve hired, how can we continue to instill that we all have a role in fund-raising or fun development again outside the fund-raising staff exact could we keep that going? Some of the critical players that that i think we need to be bringing on board that can demonstrate to do such a powerful job of demonstrating the others? Yes, when we call on you, it’s okay to say yes, we’ll treat you well and because they get a tremendous amount done for us in building that culture of philanthropy, making sure that you’re building a really strong relationship with your cfo, that business office or finance office, that having a strong, powerful relationship with them from the very beginning enables you is a fun developer to say, hey, you know what i’ve got a donor who either has a lot of accountability, concerns or demands, this is something that is a value of theirs it’s important to them to not have to be that conduit of the messages of the cfo to say, you know what? I would love to bring our cfo in tow have a conversation with you about how we invest our endowment, the ways in which we’re accountable for using our funds could i bring him, or could i bring her with me, on our next donor of is it, knowing that you’ve got that partner at the table is willing to say, oh, yeah, absolutely, i can do that, and i know what to do. I know how to translate, spread she into donor. Talking alternative radio twenty four hours a day. Hi, this is psychic medium. Betsy cohen, host of the show. The power of intuition. Join me at talking alternative dot com mondays at eleven a. M call in for a free second reading. Learn how to tune into your intuition to feel better and to create your optimum life. I’m here to guide you and to assist you in creating life that you deserve. Listen every monday at eleven a, m on talking alternative dot com. Hi, i’m carol ward from the body mind wellness program. Listen to my show for ideas and information to help you live a healthier life in body, mind and spirit, you’ll hear from terrific guests who are experts in the areas of health, wellness and creativity. So join me every thursday at eleven a, m eastern standard time on talking alternative dot com professionals serving community oppcoll. Hi, this is nancy taito from speaks. Been radio speaks. Been. Radio is an exploration of the world of communication, how it happens in how to make it better, because the quality of your communication has a direct impact on the quality of your life. Tune in monday’s at two pm on talking alternative dot com, where i’ll be interviewing experts from business, academia, the arts and new thought. Join me mondays at two p m and get all your communications questions answered on speaks been radio. This is tony martignetti, aptly named host of tony martignetti non-profit radio. Big non-profit ideas for the other ninety five percent. Technology fund-raising compliance. Social media, small and medium non-profits have needs in all these areas. My guests are expert in all these areas and mohr. Tony martignetti non-profit radio fridays, one to two eastern on talking alternative broadcasting. Talking. How can we incorporate this into the employees performance evaluation? You know, at the end of the year again, i don’t want to deal with fund-raising staff putting development staff signs for the model side, but all the other employees because that’s, that’s what they’re bonuses if those exist or that’s what they’re paying, if that exists well, of course they exist. Their pay is going to be based on what their attention is going to based on their their end of year performance evaluation. How do we build this into that? That tony that’s a great question, i think that’s something that we need to be looking at, as i think his organization’s mohr and more start looking for those over arching strategic goals and incorporating enterprise wide planning into their approach rather than siloed unit by your planting that that fun development needs to be on the table is one of those overarching plans. And then okay, as we start to get our feet under us, and if you’re in program delivery. All right, well, let’s, take a look at this. Overall. Strategical, what role could you play? Let’s have that conversation at the beginning of the year. Build that set of delivery bubbles that you’re comfortable with. And i know it’s not just going to be make work from a development standpoint that’s really going to be valuable from a development standpoint, and then and then we hold you accountable against those at the end of the year that there aren’t any fur in my mind, there aren’t any sort of standard set must have incorporated in the you know that every program officer needs to go on x number of visits over the course of the year, you have to be that know exactly that it needs to be organic and fit within the culture of the organization that what this person does but that it’s not okay to say, well, what i do is not development. I’m talking with lord goodwin, we’re talking about creating a culture of philanthropy in your non-profit on laura’s, vice president of the osborne group um, so as we’re talking about different maybe, uh, fears of employment or different departments with i’m thinking of the toughest case might be the key. If there’s a computer database person or staff, how might they be brought in? And i’m thinking to create this culture and i’m thinking, i mean, they deal with vendors, so maybe maybe we can transition to among the vendors in the service providers should should they also be knowledgeable about fund raising and fund development and how that’s all and what their role isn’t? And even though they work for a company that just provide services to us? Absolutely well, i want to take that sort of in two directions, i think the value of having that sometimes it’s that that bridge employees who understands the advancement services side of managing data that’s a must have that is that person you need to be cultivating or finding, you know, in in a big institution they’re goingto have ah, person whose job it is to translate technology into development’s, meek and development speak back into database that that, of course we know that that’s their lot of smaller organizations do they have that level of specialization? They can’t afford that that’s not realistic, but it doesn’t mean that you, as a development leader, can’t be seeking out who has that skill set? Who could i go to? Who i know can be my champion who is intuitively gets or or has that instinct for what we’re trying to accomplish here who could help me translate here’s the kind of report that i have and when i have this report and whatever for matter or can pull this query in the way that i’m asking for here is why it makes a difference to our whole organization, i think it’s, so important, even when they’re talking internally to keep reinforcing this report, as mundane as it may seem, is as wonky as it may seem, contributes to the larger hole that’s the way to continue to educate and build that internal culture as faras as external taking it to the external. Exactly. I think they’re with our outside vendors, absolutely they should be incorporated into be made a part of our overall corporate outrage. They have employees who, if we have a center or are, you know, an outside vendor, say it’s, a food service outside vendor? Well, they’re likely a part of that community. They’re deriving benefit from being a part of that broader community as a corporate don’t feel certainly they, you know they have a relationship that they from a from a business standpoint, have an interest. In continuing to to develop, but likely, as a company have philanthropic values, how could we meet up with their corporate social responsibility to use that that popular phrase here? What is what’s their take on corporate social responsibility? How can we connect with that and bring that back onto our campus, celebrating them publicly among our whole community or our broader donor community? We’re so happy to have this partner in providing this excellent service to us, but also being a philanthropic partners. Well, i think that there there is the ultimate win win let’s spend our closing couple of minutes talking about the donor center fund-raising and creating this culture now among this constituency are donors, i guess it’s just generally how do we get started with that? So that donors feel the this culture that we’re creating everywhere else? Absolutely. I think one of the things that we’re hearing from our clients across the country is that the the good old i have the ability to send out a male appeal and it can be undifferentiated. It’s the same letter i’m sending everybody in the world, it’ll pull pretty well, it’ll pull enough gifts back in to meet the needs that we have it’s good enough that good enough is just not doing it anymore. Couple that economic stress that so many are feeling at that at that low end of the giving pyramid with this increasing expectation of personalization, facebook knows everything about me and who i might want to be friends with and what adds, i might want to know facebook’s five hundred million customers are one hundred eight hundred million gigantic. Why can’t this organization that i care about say to me and maybe a smaller way and maybe a less sophisticated way but still say to me, hey, laura, we know you. We know what matters to you. We know what you value being able to give me a za donor the opportunity to designate my annual fund gift, for example, to say, hey, off these four core areas that are budget always supports maybe here’s one that’s more important to me or i love this program, i’m not going to restrict my gift and say you must spend it here, but i’d like to vote with my dollars e-giving that opportunity back to our donors being welcoming them to the table is collaborators in how they’re gift gets used that’s an important step to take at the other end of the spectrum pompel being oriented toward and setting those expectations of visit, visit, visit moving teo a face-to-face culture there’s no better way to be donor-centric than to look across the table at you, tony, and say, hey, what are your philanthropic values we fought motivates you find out so much about people just by having a simple conversation? Absolutely latto goodwin is vice president of the osborn group has twenty years of fund-raising experience, and we’ve been talking about creating the culture of philanthropy among all your different constituents here at national philanthropy day, hosted by the association of fund-raising professionals, westchester, westchester county chapter and this is tony martignetti non-cash non-profit radio coverage of national philanthropy day. Yes, this is non cop radio listen teo only by miscreants and general dealbreakers non-cash prayed eo my thanks this week to eugenia cologne and also laura goodwin and to the westchester county chapter v f p and their conference organizer, joe ferraro. Next week, interviewing and hiring cheryl nufer will be with me from peredo consulting with strategies to professionalize you’re interviewing. And hiring process also, maria simple, the prospect finder, will return with ideas from the world of prospect research podcast listeners both of you, you must have voted multiple times because after i asked you to last week now we have five ratings and we have five star rating on itunes. So my thanks, tio everyone who did that. I thank you very much for going and giving us enough ratings that itunes would give us a reading, and i’ll always i’ll be grateful if we could get a few more. Um, you simply go to itunes, open us up directly in itunes and click one of the one through five stars at the bottom of the page that’s not for those who already did it. We don’t want to don’t want to cheat in this in this voting process, but if you haven’t done it, i’d be grateful if you did either going directly to itunes or through non-profit radio dot net, i’d be grateful for your ratings there. Our creative producer is claire meyerhoff. Sam liebowitz is our line producer. The show’s social media is by regina walton of organic social media. Good job again promoting my blog’s. Thank you very much for that. And the remote producer of tony martignetti non-profit radio is john federico of the new rules will be doing some more remote, producing in just a few months, starting the new season. This is tony martignetti non-profit radio big non-profit ideas for the other ninety five percent. I hope you’ll be with me next friday, one to two p, m eastern here at talking alternative dot com what? I think that being a good ending, you’re listening to the talking alternative network. Duitz get in. Dahna duitz how’s your game. Want to improve your performance, focus and motivation? You need aspire athletic consulting, stop second guessing yourself. Move your game to the next level. Bring back the fun of the sport, help your child build confidence and self esteem through sports. 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