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Understanding what the boss
needs to get done—and enhancing
it—will lead to a stronger organization
By Richard Pollock
Savvy fundraising professionals realize that for
their organization to
be successful in garnering funds, leadership must come from the
top. It is also true that financial development is but one
facet of a CEO’s overall performance profile. A
beginning point in helping the CEO become a successful fundraiser is to
understand what priority the board of directors places on fundraising
in its evaluation of CEO performance.
In most nonprofits, financial development objectives will appear as one
of the top three to five performance standards for the chief
executive. In well-managed organizations, performance
standards will be linked to a strategic plan. There may be
specific, measurable criteria related to special events, annual support
and endowment development. The importance of fundraising
takes on additional meaning when an organization is involved in capital
development. In these instances the CEO may be seen as the
lead major-gift fundraiser in the organization.
How is it then that other professionals in the organization assist the
CEO in being successful in financial development? Here are some
suggestions:
- Understand
the CEO’s performance profile.
Ask the
CEO to review the performance guidelines. If he/she is
unwilling to share the document, perhaps you can obtain from them a
list of the job segments and key deliverables stipulated by the board
of directors. Most likely, items such as strategic planning,
promoting the vision and mission of the organization, financial management, leading a high performing staff team, and
volunteer development will be board priorities for the CEO.
Knowing where financial development weighs in among those
objectives will inform professionals as to how much attention it will
get from the CEO. (As a CEO, I always shared my performance
standards with staff because so often all of our position profiles were
interrelated.)
- Recognize
the interrelationship of organizational development components.
A high performing organization attends to a variety of key
factors. Successful financial development is tied to the
capability and willingness of the board to give and to actively solicit
contributions. Therefore, board development is
critical.
An effective CEO will gather a staff of professionals to
assist and motivate volunteers and to promote the charitable mission of
the organization. Staff development is tied to organizational
success. Ultimately, support for a nonprofit derives from its
adherence to its mission and its ability to offer meaningful programs
and results. Program and mission development are
fundamental. CEOs, board members, and staff all have an
obligation to balance these aspects of organizational development.
- Participate
in creating a culture of philanthropy.
Everyone
in the organization should be aware of the benefits of being classified
as a legal charity. Managing the mission requires careful
stewardship and the use of charitable status to maximum
advantage. Financial development is more than raising
funds. It is also stretching operating budgets by offering
vendors the opportunity to provide goods and services.
A smart maintenance director asks for a contribution of
supplies for a special project from a regular vendor. Program
staff find sponsors for activities, equipment or supplies.
Marketing staff seek partners for cause-marketing endeavors.
Board members understand their responsibility for annual support and
special events. The CEO leads by example by soliciting
government funding sources, foundations, and individuals and recruiting
others to do the same. Everyone participates in raising funds
and stretching resources.
Competition for contributed support is as fierce as ever with natural
disasters siphoning money from the giving pubic that might, otherwise,
have gone to traditional charities. Donors rightfully demand
results from their charitable investments. Fundraising
professionals can absolutely assist their CEOs in financial development
by understanding the CEO’s performance profile, by having an
awareness of the interdependence of organizational development
components, and by participating in the creation of a culture of
philanthropy.
CDS is one of North America's most sought after fundraising consulting firms specializing
in the strategic planning and tactical execution of capital campaigns
for non-profits throughout the United States and Canada. More
information on CDS can be found on the web at www.cdsfunds.com. If you have a
fundraising question, please call 800-761-3833 or email CDS President and CEO David G. Phillips at dgp@cdsfunds.com.
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