Are You Raising More, or Less with Less? Welcome

Transcription

1 Are You Raising More, or Less with Less? Welcome

2 Closing Session Outcomes Answer key questions What if? What else? What s possible Look at Test Practices Today s Top Ten Maybe not Tomorrow s All this in 75 minutes or less Ask questions I don t have all the answers Presentation available via business card request

3 A Canadian Charity started fundraising in $3.8 Million 2009 $4.6 Million 2010 $5.54 Million 2011 $6.3 Million # of Donors? # of Staff? # of Volunteers?

4 Strategy First Alignment Second Top Ten #1 & #2.

5 Strategy 5 Leveraging the resources to meet goals Means by which you achieve your vision Plan sets out the timelines, resources or specific activities (tactics) Integrates across organization (Information Technology, HR, Functional Priorities, Process Improvement, ) How much time to you spend on strategic planning? How much time do you spend on tactical planning? How much time do you actually spend on execution? proprietary and confidential 5/3/11

6 Alignment Are you waiting for your engine to seize or are you one that gets it serviced every quarter?

7 Alignment

8 8 Structure Organizational Design Work Processes Decision-making Information Systems Rewards and Incentives Communications proprietary and confidential 5/3/11

9 9 Skills The fuel that drives the strategy, culture and structure Technical Analytical People Organizational Communications proprietary and confidential 5/3/11

10 Culture 10 Practicing what your are Vision Values Brand Behaviors Traditions Leadership Alignment with Structure is key proprietary and confidential 5/3/11

11 Take a good look at yourselves Top Ten #3.

12 Mission, Vision, Values +++ Your organization s service commitment? What is your brand promise? When someone see s or hears about you what do they say or do? Are you communicating to or reaching out with different voices? Organizational vs Constituent Voices Is everything integrated?

13 Today it s about your constituents Top Ten #4. Donors, Volunteers, Staff, Board, Non-Donors

14

15

16

17

18 Benchmarks: One-Time vs. Monthly Lifetime Value One Time Monthly WHAT ARE YOU DOING TO RECRUIT MONTHLY DONORS?

19

20 Start BEGs-ing Top Ten #5. We ve added online, social media, SEM, SEO, social marketing to the table. Have you?

21 How we acquire donors : the BEGS model 21 Branding Building awareness of your organization and key campaigns Engaging Creating opportunities for participation $ & Non-$ Calls to Action offline vs. online Giving Converting action to giving Transforming experience through fundraising Stewarding Fostering donor loyalty Thank you, Welcome Packages, Please join us proprietary and confidential 5/3/11

22

23

24 Adding value Top Ten #6. It s not about you anymore! Actually it never was.

25 Value Proposition Donor/Constituent Centered Answer the question WIIFM vs Organizationally Centered Lose the Jargon

26 Donor Value What is the current value of a single gift donor to your organization? Entry Point Mid-Level Respect your Monthlies Major & Planned

27

28 Volunteers & Leadership Top Ten s #7& #8.

29 Predictions from the Guru s Radical Partnerships Doing what you do well best partner for the rest Volunteer Power Transitioning to volunteer staff Great Strides by Volunteer Canada Manulife Partnership More Consolidation Some charities will close their doors as they see themselves years away from growth Young Leaders Key implementation roles

30 More Predictions from the Guru s Empathy As successful change agents and leaders, we need to start thinking from the perspective of our audience and speak to them from their world view. Listen to our constituents Engage in Dialogue Creativity + Passion must be Revived Take Risks Allow failure Go back to something later

31 More Predictions from the Guru s Emerging Leadership Development Integrated Development Plans Technology Improvements You are losing precious time! Talent Development Reward your people Skills diversification + training

32 What usually happens when something goes wrong?

33 Mistakes Happen Do you Lay Blame Justify Participate in mutually unconscious flame throwing Quit Or

34 Play above the line Take Personal Responsibility Each and Every Time! Personal Responsibility Justifying Blaming Quiting

35 Tension is Good! 35 Organization Type A Tension Behaviour Outcome Fear Blaming Burnout Anxiety Self- interest Poli6cal Stagna6on Downgrading Organization Type B Tension Behaviour Outcome Innova6on Coopera6on Achieve Goals Crea6vity Teamwork Success Produc6ve Rewards Where is your organiza6on? proprietary and confidential 5/3/11

36 Seek Knowledge and find Leverage. Top Ten s #9.

37 THE GAP Here we are! We wanna be here! THE Dialogue & Reflection GAP

38 The Facilitation Process: Systems Leverage Model Learning Loops Shared Reality Shared Vision Dialogue & Reflec6on Assumptions Options Leverage Feedback Credit: Quantum Learning Systems proprietary and confidential

39 Take off your blinders! Top Ten # 10.

40 Mental Blinder & Systems Thinking Mental Blinder #1 My Reality is the Reality Assumptions There is only one reality I am my position Systems Thinking Principle There are multiple realities Corollary The way I see reality is affected by my role, my underlying assumptions, and my purpose It isn t just what you don t know that hurts you; it s also what you do know that isn t so

41 Mental Blinder & Systems Thinking Mental Blinder #2 Fragmentation Thinking Assumptions If I could only break this up into pieces I could manage it The whole is equal to the sum of the parts. Systems Thinking Principle The whole is greater than the sum of its parts Corollary Elements of a system interact with each other as a function as a whole Put the whole into each of the parts Each system has a life of its own

42 Mental Blinder & Systems Thinking Mental Blinder #3 Big Change Requires Big Action Assumptions I must work harder and put more resources into the system No pain, no gain. Systems Thinking Principle A few well-focused actions that work together can create significant change Corollary Push-push back or shift problem Pushing too many elements at once can result in no movement at all Leverage actions often are not obvious, are under-used, and lie in the interaction between system elements.

43 Mental Blinder & Systems Thinking Mental Blinder #5 The myth of the management team Assumptions Because we meet together, we are a team Each member lobbying for her/his own position will improve team performance Above all, our employees must see us as cohesive teams Systems Thinking Principle Team learning and performance require shared goals, a shared approach and dialogue Corollary Dialogue involves both advocacy and inquiry Inquiry requires a willingness to suspend assumptions and explore alternatives

44 Mental Blinder & Systems Thinking Mental Blinder #5 The illusion of control Systems Thinking Principle There is no absolute control Assumptions I can control all processes and events Organizational leadership means fire fighting My actions and their effects are related in time and space Corollary Don t control the players; change the rules Don t make rules that won t be followed Loose systems often work best

45 Closing

46 Remember: We are on 24/7! Stage Show Efficiency Are you? Your Colleagues? Your Volunteers? Are your constituents your donors Your Volunteers Your staff Your next Board Members

47 So about that Canadian Charity (INGO) 2008 $3.8 Million 2009 $4.6 Million 2010 $5.54 Million 2011 $6.3 Million+ # of Donors? just under 14,000 # of Staff? 1 FTE, 1.5 FTE # of Volunteers? 3

48 Closing reflection

49 Lead "I mourn the loss of thousands of precious lives, but I will not rejoice in the death of one, not even an enemy. Returning hate for hate multiplies hate, adding deeper darkness to a night already devoid of stars. Darkness cannot drive out darkness: only light can do that. Hate cannot drive out hate: only love can do that ~ Martin Luther King Jr.

50 Have Fire In Your Belly Be Thankful for Each Day Have Fun Raise More Thanks for all you do to advance ethical philanthropy throughout the world!