Come join the team at PBS Wisconsin! PBS Wisconsin seeks a dynamic, experienced fundraising professional who is inspired by the opportunity to work in public media. This is a position in a highly-effective, well-respected organization with a healthy culture of philanthropy, and a development program that has garnered national recognition for its creativity and impact. Our next Director of Individual and Legacy Giving will join us in building on this tradition, expanding PBS Wisconsin's individual giving program by strengthening relationships with leadership donors, directly cultivating and soliciting major and planned gifts and ensuring donor retention. This is an exciting opportunity for a professional with success in individual fundraising who enjoys developing and maintaining close relationships with supporters, thrives in a vibrant workplace, and is energized by the prospect of joining a team of colleagues who have a proven commitment to fundraising and a shared passion for the work of PBS Wisconsin. #pbswisconsin #hiring #jobs #publicmedia #thinkpublicmedia #pbs #plannedgiving
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New Post: Coffee, Calendars, and Sticky Notes: These are a few of my favorite things! - “Coffee, Calendars, and Sticky Notes: These are a few of my favorite things!” by Amy Lazoff, Director of Philanthropy & Community Relations, Fort Wayne Children’s Zoo There is one thing I love about this time of year that not everyone quite understands – and that is the sheer joy I experience when picking out a planner for next year. Yes, even though my daily schedule is electronic, I still LOVE a good paper planner! When I open the cover of my new planner each year and see the empty pages, my brain fills with ideas of all I’d like to accomplish. I love the idea of planning the work and working the plan. As the leader of a small but mighty team of fundraising professionals, who end up wearing a lot of hats throughout the year, my paper planner is also used as a leadership tool. Everybody gets to pick out a new planner One of the tasks I give to my entire team is to pick out a planner that works for them. Some like monthly only, some want monthly/weekly or daily, and I just want them to use whatever will be the most beneficial to how they work. Then we pick a day near the end of the year to fill them out. We call it our “Calendar Planning Day” and the first year I took my team through the exercise it was a little overwhelming. Now, they look forward to it and come prepared with all their notes! This day is filled with a lot of coffee, our calendars, and sticky notes of every color. Mapping out the year Once we’re done, we’ve mapped out our entire year. It helps my entire team know what is happening with who and when. It helps spot any conflicts early on and make sure nothing big is missing. This is invaluable information to have when sometimes your job, as a leader, is to move on to plan b or pivot when unexpected events threaten to derail your plans. It is also a valuable tool to have as a co-worker, to know when someone has a big deadline coming up so you can lend a helping hand. It also prevents us from attempting to do too many big or new things all at the same time. After all, there are only so many hours in a day! For my team it is also a way to take our annual fundraising and stewardship plans and lay them out in a different way, focusing on the tasks that must be done to achieve our goals. We also layer in board meetings, conferences, planned vacations, major grant deadlines, planned donor engagement activities, direct mail, special events, etc. as well as all the bigger tasks associated with keeping those things on track. Those tasks range from donor reports, to appeal drafts, to print deadlines, linen and food orders, volunteer training nights, when letters need updated, and more. It isn’t every task we do – far from it, but it lays out the structure for our year. Our planners help us easily talk about our upcoming projects, needs, and recap of the hits and misses as a team each week, and it also helps me prepare for
Coffee, Calendars, and Sticky Notes: These are a few of my favorite things!
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Some people say that campaigns reflect a twentieth-century fundraising model that is no longer relevant. But the university chief advancement officers I interviewed for my book, Comprehensive Fundraising Campaigns, offered a more nuanced perspective. To be sure, the world has changed. Many donors are primarily concerned about the social impact of their gifts. Campaigns are designed to run for years, while institutional priorities—and leadership—are likely to change over that period. And some argue that the very definition of community has changed, with the result that donors are less motivated by institutional loyalty. But many also observe ways in which campaigns have evolved to address these new realities. Most campaigns now express priorities in terms of broad themes related to social impact, enabling donors to find their own cause within the institution’s case for support. As consultant and former vice president Jim Langley observes, many university donors who seek to have social impact choose to do so through their own institutions, perhaps suggesting a blend of social commitment and institutional loyalty. Comprehensive campaigns defined by broad themes also allow for the adjustment of specifics under the campaign umbrella as institutional priorities evolve over the years. In the view of advancement leaders whom I interviewed for my book, campaigns continue to offer important benefits, including the discipline that campaign preparation brings to an institution’s overall strategic planning; the visibility that a campaign brings to the university and its programs; wider benefits for marketing and branding as well as fundraising; opportunities for volunteer involvement; and positive impact on the culture of philanthropy. Surely, campaigns will need to continue adapting to a rapidly changing world. Consultants who provide advice on campaign planning need to guide their clients to adopt new approaches and ideas. But continuing announcements of new campaigns, with ever-higher goals, suggest that comprehensive campaigns—however redefined—remain an important strategy for higher education fundraising.
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Story Teller, Advocate, Parent, Humanitarian Strategic | Individualisation | Connectedness | Ideation | Command
1 year 6 months is a milestone, that’s the time I’ve been with ComChest. During this period, I’ve encountered this question more than once: “what makes a good fundraiser”? The question is premised on a few areas - 1) fundraisers in the social service sector typically don’t stay for too long, 2) the specific skill sets required for a fundraiser sit on a rather awkward fence driving traditional sales on one side and altruism on the other, 3) the social service sector is ever evolving, and the whole notion of doing good better keeps pushing the bar higher. Therefore, after dabbling in the field for 1.5 years now, it’s time to take stock… am I a good fundraiser? I think I’m doing a decent job in articulating the cause, establishing alignment, effecting buy-in, cultivating and sustaining longer term relationship, strategically engaging partners for effective collaborations, keeping myself up to date with the changes in the immediate and secondary sectors. I’m a proper fundraiser 🤓 A short while after joining NCSS, I asked my hirer Wai Chung Tai why they hired me, because I had no sales nor engagement background. In fact, my previous life in the navy and OBS couldn’t be further in terms of relevance. For the remaining time here, the same question was asked of my fit to the role by a few others. CT told me Charmaine Leung said I looked like a storyteller, and that was almost the single reason why I got the job. 1.5 years on, I could finally see how it all comes together. The role of a fundraiser taps on the essential skills of negotiation, advocacy, and collaboration. Mobilising of resources is only but a physical form of how things might seem, but the hard work of speaking to the heart, finding a common ground, and driving actions. Anita Fam mentioned during the recent NCSS day that advocacy is most effective when the people you are trying to rally think that the ideas belong to them, because then they would have ownership. Who then, apart from the partnership people and fundraiser to do this work of advocacy, by intentionally curating opportunities for more and more and more parties to be involved in the great works! Today, I’m a proud storyteller, looking to continue to hone the skill. Thank you Charmaine Leung for seeing that strength in me and calling it out. It’s been a privilege to work with and learn from you. The photo was taken from last year’s D&D - the red riding hood and the big (good) fox 🦊. PS. It’s super flattering to be called a storyteller by a published author 🥹
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Dynamic Speaker, Innovative Fundraising Consultant, Author, Podcast Host, Resource Provider and Generosity Enthusiast
Of The 4 Pillars of Donor Relations, perhaps the fastest-changing is recognition. Even saying the word “recognition” brings certain institutional practices to mind—but are those trusted methods a little rusty? Or, to be a bit less folksy, are these recognition tactics strategic, effective, and practical in our modern era? The answer, of course, is “it depends,” but let's start with an easy one: Donor Honor Rolls—just say no! At DRG, we are firmly in the “no honor roll camp.” Our industry is moving further away from simple listings of donor names as evinced by the most recent edition of the Pulse of Donor Relations Survey. But be warned–you’ll always have leaders and donors who swear by this stale practice. I recently completed a donor recognition survey with a consulting client, and heard responses from two donors who promised they would give more if they saw their name in an honor roll. Or who swore that their classmates' competitive edge would kick in if they saw “Joe Donor” giving more than them. And while that may be true for those two comments (out of the 300+ respondents), research tells us that the vast majority of donors aren’t motivated in this fashion. Research from the Lilly Family School of Philanthropy suggests that women give “based on empathy for others”, while the giving of men is “more about self-interest.” Donor honor rolls are relics of an era when men made the household financial decisions and comprised the bulk of college graduates. Research has shown that nowadays, women are key decision makers in philanthropic decision-making (often the deciding voice), and women now comprise the bulk of college graduates in the workforce. When you add in Boston College’s Center on Wealth and Philanthropy Research findings which estimates that women are expected to inherit 70% of the $41 trillion intergenerational wealth, it’s safe to say that we can put the honor roll (and other competitive fundraising practices) in the “used to do it” pile. If your leadership insists on producing a list of donors, consider these practices to revamp and revise your honor roll. ⭐ Honoring the donors who give to where money is needed most Maybe enlist a graphic designer to come up with a creative way to craft a name listing that creates your organization’s logo or a mosaic photo? Get creative, the sky's the limit! ⭐ Honoring the donors who give in the most impactful way Send those donors a personal touch sharing how much that avenue of support means for your organization—or list their names (sans dollar amount) if you must along with a story of impact. ⭐ Honoring donors who remain loyal, faithful supporters Find a way to honor the most consecutive, no lapse donors to your organization. List those folks and their consecutive years of giving, again without a dollar amount associated with their names. By Colton Withers Does your organization still produce an honor roll? If you have done away with your honor roll, what are you doing instead?
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THE Ohio Eastern Star Home/Pine Hill Priemier Living ANNUAL GIVING MANAGER/DIRECTOR OF DEVELOPMENT POSITION MISSION / PURPOSE: Management and day to day oversight of planning, organizing, and directing The Ohio Eastern Star Home's fundraising activities to achieve annual giving goals. The employee will coordinate resources, plan details, and segment audiences to promote awareness of, and inspire support for, the mission of The Ohio Eastern Star Home. Develops a portfolio of existing and potential donors and a strategy to enhance and extend relationships to generate philanthropic revenue. Essential Duties & Responsibilities : include the following, Other duties may be assigned. 1. Ability to travel and attend events as needed. 2. Proficient in the Principles and Techniques of Fundraising including an understanding of the Fundraising Pyramid model, with an emphasis on the cultivation, stewardship, and solicitation process. 3. Comprehensive knowledge of Blackbaud; Raiser's Edge NXT, Target Analytics, and Research Point. 4. Utilize tools and resources including Target Analytics, Raisers Edge NXT, Grand View, and other resources necessary to achieve foundation goals. 5. Actively engages in donor mapping & research. 6. promotes awareness and the impacts the organization provides. 7. Provide excellent and timely customer service. essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions. LANGUAGE SKILLS: Ability to read and interpret documents such as safety rules, operating and maintenance instructions, and procedure manuals. Ability to write routine reports and correspondence. Ability to speak effectively before groups of customers or employees of organization. Strong interpersonal skills, ability to relate politely/tactfully/effectively to people at all levels required. REASONING ABILITY: Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists. Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form.
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My agency Doorway Creative gave away almost $40K worth of in-kind services last year. We do a major website and brand redesign for free every year for one nonprofit working to create a more equitable world. We call it the #OpenDoorsProject. When Tory Howell, CPACC and I decided to do this, we wanted to make sure that… Our personal preferences were not the deciding factor for which group we selected And that the recipient was well-positioned to benefit from the work and leverage it to increase their impact. The best way we knew to do this was to bring in some experts. Folks who live and breathe nonprofit strategy and communications With different professional and lived experiences Who could each add a unique perspective to help us choose the right recipient. So every year we run the Open Doors Project, we assemble a selection panel to help us select an organization that has the most to gain and give from a new brand and website. When I wrote the email to introduce this year’s panel members to one another, I was in awe at the amount of power represented by these four people. This year's selection panel: Jen Sarduy is the Director of Narrative Power at Black Feminist Future—a political hub building Black feminist power. They’ve been a communications leader in justice-centered nonprofits for most of their career. And we've been honored to work with them to transform multiple brands and websites over the last five years. Rekha N. is the Executive Director of Phoenix Legal Action Network (PLAN)—an organization reimaging immigrant justice in Arizona. PLAN was last year’s Open Doors recipient. Rekha’s perspective as a nonprofit leader who went through this process with us will be immensely helpful in choosing this year's recipient. Taeko Frost, DrPH, MPH Frost is co-founder of In the Works—an organization building capacity in the Harm Reduction movement. We first got to work with her when she was leading strategy at the National Harm Reduction Coalition. She focuses a ton of energy on helping nonprofits build capacity. Her experience will be instrumental in recognizing organizations that will gain the most benefit from this work. Siara Singleton is a Board Member at Adoption Center—a 50+ year-old organization that builds forever connections for youth in care. She’s also a marketing leader in the technology space and inherently understands how big of a role brands and websites can play for nonprofits. I’m honored to call these people our partners and to know that they’ll help us identify exactly the right recipient of this year's Open Doors Project. If you know any nonprofits that need a new brand and website, send them our way. (link in comments)
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Of The 4 Pillars of Donor Relations, perhaps the fastest-changing is recognition. Even saying the word “recognition” brings certain institutional practices to mind—but are those trusted methods a little rusty? Or, to be a bit less folksy, are these recognition tactics strategic, effective, and practical in our modern era? The answer, of course, is “it depends,” but let's start with an easy one: Donor Honor Rolls—just say no! At DRG, we are firmly in the “no honor roll camp.” Our industry is moving further away from simple listings of donor names as evinced by the most recent edition of the Pulse of Donor Relations Survey. But be warned–you’ll always have leaders and donors who swear by this stale practice. I recently completed a donor recognition survey with a consulting client, and heard responses from two donors who promised they would give more if they saw their name in an honor roll. Or who swore that their classmates' competitive edge would kick in if they saw “Joe Donor” giving more than them. And while that may be true for those two comments (out of the 300+ respondents), research tells us that the vast majority of donors aren’t motivated in this fashion. Research from the Lilly Family School of Philanthropy suggests that women give “based on empathy for others”, while the giving of men is “more about self-interest.” Donor honor rolls are relics of an era when men made the household financial decisions and comprised the bulk of college graduates. Research has shown that nowadays, women are key decision makers in philanthropic decision-making (often the deciding voice), and women now comprise the bulk of college graduates in the workforce. When you add in Boston College’s Center on Wealth and Philanthropy Research findings which estimates that women are expected to inherit 70% of the $41 trillion intergenerational wealth, it’s safe to say that we can put the honor roll (and other competitive fundraising practices) in the “used to do it” pile. If your leadership insists on producing a list of donors, consider these practices to revamp and revise your honor roll. ⭐ Honoring the donors who give to where money is needed most Maybe enlist a graphic designer to come up with a creative way to craft a name listing that creates your organization’s logo or a mosaic photo? Get creative, the sky's the limit! ⭐ Honoring the donors who give in the most impactful way Send those donors a personal touch sharing how much that avenue of support means for your organization—or list their names (sans dollar amount) if you must along with a story of impact. ⭐ Honoring donors who remain loyal, faithful supporters Find a way to honor the most consecutive, no lapse donors to your organization. List those folks and their consecutive years of giving, again without a dollar amount associated with their names. By Colton Withers Does your organization still produce an honor roll? If you have done away with your honor roll, what are you doing instead?
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I spent hours each week combing through and compiling my donor list by hand as a Director of Development. Since then, I've been with Lynne Wester on this - when it can be avoided, that time can be better used. Not to mention the good points she makes about the shifting nature of donor motivations. I'd venture to guess that the reason many orgs have moved away from this has more to do with the incredibly tedious nature of trying to compile an accurate list that properly reflects the way the donors want to be recognized. (After all, there's really nothing worse relationally than the phone call when you've gotten this list wrong). In most cases, the juice isn't worth the squeeze. It's been a blast to see how HighTide Software overcomes friction points for a nonprofit team like pulling an accurate donor recognition list in moments. The flexibility of being able to build a record type for anything allows users to build tracking for recognition that exactly matches the way donors want to be recognized, and custom reporting allows us to easily pull the list you need, quick and easy. Here's the thing: the juice might be worth the squeeze for your org, but it shouldn't be because you're constrained by your CRM.
Dynamic Speaker, Innovative Fundraising Consultant, Author, Podcast Host, Resource Provider and Generosity Enthusiast
Of The 4 Pillars of Donor Relations, perhaps the fastest-changing is recognition. Even saying the word “recognition” brings certain institutional practices to mind—but are those trusted methods a little rusty? Or, to be a bit less folksy, are these recognition tactics strategic, effective, and practical in our modern era? The answer, of course, is “it depends,” but let's start with an easy one: Donor Honor Rolls—just say no! At DRG, we are firmly in the “no honor roll camp.” Our industry is moving further away from simple listings of donor names as evinced by the most recent edition of the Pulse of Donor Relations Survey. But be warned–you’ll always have leaders and donors who swear by this stale practice. I recently completed a donor recognition survey with a consulting client, and heard responses from two donors who promised they would give more if they saw their name in an honor roll. Or who swore that their classmates' competitive edge would kick in if they saw “Joe Donor” giving more than them. And while that may be true for those two comments (out of the 300+ respondents), research tells us that the vast majority of donors aren’t motivated in this fashion. Research from the Lilly Family School of Philanthropy suggests that women give “based on empathy for others”, while the giving of men is “more about self-interest.” Donor honor rolls are relics of an era when men made the household financial decisions and comprised the bulk of college graduates. Research has shown that nowadays, women are key decision makers in philanthropic decision-making (often the deciding voice), and women now comprise the bulk of college graduates in the workforce. When you add in Boston College’s Center on Wealth and Philanthropy Research findings which estimates that women are expected to inherit 70% of the $41 trillion intergenerational wealth, it’s safe to say that we can put the honor roll (and other competitive fundraising practices) in the “used to do it” pile. If your leadership insists on producing a list of donors, consider these practices to revamp and revise your honor roll. ⭐ Honoring the donors who give to where money is needed most Maybe enlist a graphic designer to come up with a creative way to craft a name listing that creates your organization’s logo or a mosaic photo? Get creative, the sky's the limit! ⭐ Honoring the donors who give in the most impactful way Send those donors a personal touch sharing how much that avenue of support means for your organization—or list their names (sans dollar amount) if you must along with a story of impact. ⭐ Honoring donors who remain loyal, faithful supporters Find a way to honor the most consecutive, no lapse donors to your organization. List those folks and their consecutive years of giving, again without a dollar amount associated with their names. By Colton Withers Does your organization still produce an honor roll? If you have done away with your honor roll, what are you doing instead?
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Let's make Frontline Fundraising careers more accessible, through: - Getting rid of the "5-10 year experience in development needed" for leadership gift officer roles. So many people would be great gift officers, and the industry would do well to have many individuals with different career experiences offering their transferable skills and insights into how development can do better. Hire for emotional intelligence, shared values that they have with your team, and openness to getting and receiving feedback (coachability). - Giving your team a chance to talk about their own money stories. Not all fundraisers have grown up in a household that could practice the type of philanthropy we work with. Give them the space to speak on their money story, and help them overcome any voices in their heads that tell them they can't do this work or ask for that much. - Onboarding plans that don't end after 90 days where we tell a gift officer, "Here is your portfolio. Go out there, be likeable, and ask for money." Instead I suggest, weekly team trainings that involve roleplays for different types of situations. Help them build their active listening and conversational flexibility. Get the entire team to support one another by encouraging them to be open to giving and receiving feedback. Have teammates teach each other. - Give them a team. Gift Officers don't have to be JUST individual contributors or motivated to compete with one another. They can be teachers, mentors, leaders, and team players, as long as managers foster those opportunities and that environment within their team. Inclusivity can thrive with teamwork. - Lean on Core team values: something I learned from Michelle Duguid at Cornell Johnson Graduate School of Management, that I will be forever grateful for. Have a set of core team values that will define everyday behaviors and decisions that they might find themselves in (social norms). These are the guard rails that give them the courage and confidence to make decisions, contribute to the team, help each other through situations, and build their autonomy and confidence. Make sure your team remembers these values by heart. Ours are growth mindset, integrity, donor experience, and mission driven. Hint: also have a very clear mission! Fundraising is metrics driven. I get it. But when thinking sustainably about creating an inclusive industry—one that will more closely resemble or resonate with the future philanthropists of tomorrow and helps professionals succeed and become leaders rather than burn them out—we need to think more about how we hire, train, and help them fall in love with our work. Forever grateful for our team and our partners in the industry who are practicing and living this work every day. Mariana Herrera Zoe Stein Anuradha Ghosh-Mazumdar Nathan S.Andrew Lonsky Lindsay Stevens Anna Stratton Laurel Gromatsky Mara Braddy Brooke Bryant Christopher Haight Lauren Miller
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Is it time for a new approach to the traditional Development Committee? As I left my last role and began a new one, I left and inherited a similar issue: a development committee that was lacking interest and felt ineffective or not fully reaching its potential. The desire to support is there, and we have AMAZING leaders, but things just weren't clicking. Frankly, I'm tired of feeling like a development committee is the least desired committee for volunteer leaders to join. Don't they know how fun we are and how much fun it is to chat with community members about supporting an amazing cause?! Is it me? PLEASE HANG OUT WITH ME. Okay, I'm not that desperate - yet. Last week I asked a nonprofit Facebook group how many organizations were experiencing waning interest from members of their development committees. The numerous responses I received were nearly identical: Organizations (and members of existing committees) did not see them as effective. Many organizations eliminated their development committee in favor of 1:1 meetings with volunteer leaders about how they could best support fundraising efforts. I was hooked as I was reading the comments. It wasn't just me! I have a lot of thoughts on this and personal experience. I've tried my best to demystify the fundraising process and teach volunteers that everyone has a role and unique gift to help generate gifts of time, talent, and treasure, no matter your experience or comfort level. I know that committees can better define their purpose, desired outcome, and role. And I certainly know there's skill and an art to meeting facilitation that promotes candid and productive discussion. Those things we can work on. And I'm sure there are many organizations who have development committees that are on fire (please tell us your secrets!!) That being said, all I'm posing is... if it's not working across the board, why are we trying to force a tired old committee meeting structure? Philanthropy is often about being adaptive and fluid so why are we adhering to rigid routines of Roberts Rules and checking off a committee meeting before each board meeting to make sure we have a report included in the board packet. Do we need a Dev Committee Slack channel or groupme? Do we implement a Justice League style call signal when that big donor in town finally takes our meeting? Do we open Capital One Cafes but they're like fundraising hubs where people come in to order lattes and we hound them for personal connections and ask them to bring a friend next time? I don't know the answer yet, but it feels ripe for change! Now let me go prepare my slides for my upcoming committee meeting...
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