JulAug2010 Grassroots Fundraising Journal
Transcript of JulAug2010 Grassroots Fundraising Journal
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H ssg h tm
HirinG your FirstdeVeloPMent staFF Person
CreatinG new Models oFManaGeMent
wHen to Hire a FundraisinGConsultant
Volume 29 number 4 JulyAugust 2010
A PubliCAtiOn OF
Visit us online at grassrootsfundraising.org
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Volume 29 | number 4 JulyAuut 2010
o o CvOu cov atus a photo o boa a sta mmbs o
th Chiook Fu i dv, CO. A mmb o th Fuigexchag, th Chiook Fu povis gats, tchica
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Too oTen, undraising can be a Thankless job, done in isolation with little or
no involvement in other aspects o the organizations work. Once you read this issue o
theJournal, however, youll see that undraising doesnt have to be a necessary evil as-
signed to a single person, but can be a shared responsibility across board and sta that
is un, rewarding, and not only supports but actually urthers programmatic work.
How to move undraising into its proper place in an organization is something weve
thought a lot about at GIFor ourselves as well as to support other groups that want to
create more sustainable organizational cultures. Weve expanded our content to include
inormation about creating a shared culture o undraising, sel-care and sustainability,
and team building. In our own oce, we build in support, training, reection time, and
accountability to help sta members with their undraising responsibilities.Tis issue o theJournalocuses on development stanghow to attract the
right people, how to keep them or the long haul, and when to seek the support and
assistance o a consultant. We begin with a case study by consultant Ruth Herring
describing how she worked with the Gay-Straight Alliance Network as they prepared
to hire their rst development sta person. Next, GIF intern alumna Ruth Zerezghi
describes three organizations with shared leadership structures and examines the eect
o shared leadership on the groups undraising eorts and development sta. Former
Journaleditor Stephanie Roth, o Klein & Roth Consulting, weighs in on when to hire
a undraising consultant and what to reasonably expect o them. And Nzinga Kon-
Miller o Watershed Company brings back her ech ips column with questions to
consider beore moving your o-line auction online.
Although the kinks have been worked out with our electronic delivery and access totheJournalarchive, were still missing email addresses or some o you. You really dont
want to miss out on the ree articles rom the Journalyou can get through the online
archive! Please include your email address with your next renewal or just email me
directly: [email protected].
Note that although it is easy to get what you need rom grassrootsundraising.org,
there are dierent logins depending on what you want to do. With each issue o your
subscription, we email you a new login to the ree Journalarchive. I you subscribe to the
electronic edition o theJournal, we notiy you via email when the digital edition is ready
to download. Tat email includes its own link and login ino. o use our webstore or
renewing your subscription, registering or webinars, or purchasing resources, you can
create a permanent account. Please eel ree to contact me i you have any questions.
Were gearing up or Money or Our Movements: A Social Justice Fundraising
Conerence, August 12-13th in Oakland, CA. I youre not already planning to come,
I strongly urge you to reconsider! GIFs undraising conerences are truly amazing
spaces where social justice undraisers and activists come together to learn new skills,
build relationships, and strategize on how to build well-resourced social justice move-
ments. Join the conversation about new ways o reaching out to our communities to
raise money and build movement at the same time.
Register today at grassrootsundraising.org/conerence!
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To o u r r e a d e r s
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in 1998, carolYn laub ounded the Gay-Straight Alli-
ance Network (GSA Network) in San Francisco. Its goal was
to empower lesbian, gay, bisexual, transgender (LGB) and
straight student activists to ght homophobia and transphobia
in middle schools and high schools. Since then, thanks to GSA
Network, the number o GSA clubs in Caliornia middle schools
and high schools has grown rom 40 to more than 775, and the
Network has trained and empowered more than 10,000 student
activists and won pioneering laws to protect all students rom
harassment and discrimination at school. As a respected leader
in the national sae schools movement, GSA Network created
and now coordinates a network o 26 statewide organizations
dedicated to empowering youth to create GSA clubs. GSA Net-
work now has ten sta members and a budget o $850,000.
As the long-term undraising consultant to GSA Network,
I worked closely with Carolyn, now executive director, to lay
the undraising groundwork at the organization and to hire its
rst Development and Communications Manager in 2008. Tis
article describes how the organization expanded to include a
sta person devoted to undraising.
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10t avy t (tt pp t yt !).
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Tw Y Ppt
Te decision to create the rst sta position devoted
completely to undraising grew out o a larger organizational
commitment to capacity building. In its rst eight years, GSA
Network relied on oundations as its primary unding source.
As the network matured and programs expanded, Carolyn and
the board o directorsmade up o high-school-aged GSA club
leaders and adultsrecognized that they must expand their
undraising by building a constituency o individual donors.
Tey mapped out a multi-year process that became the basis
or a unding proposal. As part o a larger capacity building
grant that included unds or program, the Caliornia Endow-
ment awarded GSA Network $48,000 over two years to put in
place the communications and undraising building blocks ortheir individual donor program.
Carolyn notes: We decided to invest rst in strengthen-
ing my skills in individual undraising rather than creating a
new sta position. I was condent in my oundation undrais-
ing skills, but I knew the board and I had a lot to learn about
individual donor undraising and communications. So I hired
expert consultants to help with both the communications and
the undraising aspects. Our communications, design, and
branding consultants helped us communicate our mission and
niche in the social justice, sae schools, and LGB movements
and create proessional, compelling, and engaging materials that
would inspire support. When it came to undraising consul-tants, I wanted to hire someone with a track record o building
individual undraising capacity in LGB movement organiza-
tions.
Carolyn understood rom the beginning o our consulting
relationship that excellent individual undraising starts at the
top, with the executive director and the board chair. From 2006
to 2008 we worked on development strategy and planning,
direct mail, email marketing, newsletters, special events, and
a sustainer program, created a board development committee,
and strengthened the partnership between Carolyn and the
board chair.
Carolyn and the board chair stepped into their roles as major
gis solicitors and strengthened the culture o undraising and
giving on the board. Tey worked together to nurture a group
o donors who gave $500 to $5,000 and to support other board
members in their undraising. Tese two years o consulting
were an organizational investment o about $36,000.
ct stt t nw Pt
By mid-2008, the organization was ready to hire its rst
development sta person. Carolyn explains: GSA Network
was celebrating its 10th Anniversary, and our programs were
well known. We had lost a large grant very suddenly, which
orced us to cut sta. Tis was a scary reminder o the risks o
over-reliance on oundation unding. I had learned what was re-
quired o me and o the organization to continue to develop our
individual donor undraising. We had laid the groundwork, and
the board and I were in agreement that it was the right time to
hire. In the 2008-09 budget process, we worked out how much
we could aord to pay, which helped me rame my thinking
about how I might structure the job. I consulted the wage and
benets survey or organizations o our budget size in the Bay
Area to get an idea o what kinds o positions were within the
salary range we could aord.
Carolyns next step was to meet with other sta to get theirinput and ideas and to share hers. GSA Network had recently
developed its long-term strategic direction, and sta discussed
how their new colleague could help advance that vision and
how this person might relate to them and their work. Inormed
by sta ideas, Carolyn decided that the organization needed a
Development and Communications Manager.
Even i we could have aorded a director-level person, I
would not have hired one, says Carolyn. I was looking or
someone with the aspirations to develop their own skills and
undraising leadership. I wanted a generalist with several years
o individual undraising experience, passion or our mission,
and the maturity to manage up. Hiring an excellent writer wasa bottom-line requirement; in my experience, good writing is
not something you can learn on the job, and I needed a skilled
writer I could depend on. I wanted someone who had at least
some background in program work, but who did not want to
do program work. I did not want to all into the trap o silos
program work over here and development/communications
work over thereso I hoped to nd a person with the skills
and experience to bridge those aspects o organizational lie. I
also needed someone to support me in doing my parts o the
individual undraising work.
Tanks to a three-year award rom the Evelyn & Walter
Haas, Jr. Funds Flexible Leadership Awards program, GSA Net-
work was deeply engaged in building its capacity as a leader in
the national social justice, LGB, and sae schools movements at
that time. Central to this eort was a ocus on building strong
and eective individual sta leaders and leadership teams.
Carolyn wanted to structure the Communications and
Development Manager job to make it one that would grow in
leadership responsibilities and encourage someone to stay with
GSA Network or many years. Tis goal, along with creating a
smooth transition, raised several important questions:
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n What would the partnership with her new sta member
be like or both o them, and how would it dier rom the
partnership she and I had developed?
n How would Carolyn share leadership in undraising
and communications when she had been accustomed to
doing all these tasks hersel or so many years?
n Even though the new person would not be director level,
what authority would she have?
n How would Carolyn ensure that the new manager would
be able to grow as a leader, and what was her own role in
nurturing that leadership?
n What kinds o learning opportunities, support and
leadership development would the new person need in
order to succeed?
n How would they both get the advice they might need in
the coming years?
n How would the new person juggle both the undraising
and the communications aspects o the job?
n Since the new person would have a key role in supporting
board members in their undraising, what qualities and
skills were most important?
n Knowing that she could not expect the new person to do
it all, what did Carolyn see as the top priorities or the
rst year, and were her expectations reasonable?
Carolyn grappled with all these questionsconsulting with
her board chair, her leadership consultant, and mebeore we
draed the job description.
In writing the job listing and job description, we imagined
what the ideal applicants would be looking or and how we
could speak to their needs and aspirations. o reach job seekers
interested in small, social justice LGB organizations, Carolyn
advertised on Craigslist, Idealist, the Foundation Center Phi-
lanthropy News Digest, and on LGB job boards. Tirty people
applied. (See the listing and key elements o the job description
above.)
Te job itsel, and the announcement and description, were
very appealing to Jackie Downing, who eventually was hired or
the position. Says Jackie, I wasnt even looking or a job, but
candidaTes lookor strong organizations, executive direc-
tors who embrace their undraising responsibilities, specic
indicators o undraising accomplishments, opportunities or
leadership and career advancement, clear minimum require-
ments to apply, and a air salary and benets. We highlighted
all o these in our brie and longer listings.
T 50-w t:
Gay-Straight Alliance Network seeks Development &
Communications Manager to build existing individual und-
raising and communications programs in partnership with
undraising-savvy Executive Director. Pioneering leader in
LGB sae schools movement or 10 years, $850,000 budget,
individual giving $110,000, diverse undraising activities,
growing board.Full description/application ino: gsanetwork.org.
ky pt t pt:
GSA Network seeks a candidate with 3-5 years o experi-
ence who is eager to help us build our individual donor and
communication programs to help position the organization
or its second decade o growth and success. Tis will be our
rst Development/Communications sta position and will
work very closely with Executive Director Carolyn Laub,
who will continue to serve as the agencys chie undraiser
and spokesperson. Carolyn, with the participation o the
board and the assistance o a undraising consultant, has
built an individual undraising program that raised $110,000
in 2007 rom 387 donors through direct mail, e-mail, a
monthly sustainer program, small events, and ace-to-ace
solicitations or major gis o $1,000 and above.
We seek a candidate who is eager to play a leadership role,
partnering with the Executive Director, in building GSA Net-
works individual undraising and communications capacity
or the long-term benet o LGB youth and their allies in
schools across the United States.
Minimum qualifcations included:
At least 3 years o experience in a nonprot development
oce with an individual donor program, demonstrated writ-
ing and organizational skills and experience, and demon-
strated commitment to social justice, anti-oppression work,and LGBQ rights.
Te complete text o the Compensation and Benefts sec-
tion:
Full-time, exempt position reporting to the Executive
Director, salary commensurate with experience, excellent
vacation and medical, dental, vision, and retirement benets,
mentoring by experienced undraising consultants, proes-
sional development training opportunities, and opportunity
or advancement.
Te application required a cover letter, resume, and two
brie donor-related writing samples.
avt t Pt
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when I happened to see the ad I knew I could not pass up this
opportunity. I ounded the GSA club at my high school and I
have always dreamed o working at GSA Network. I was happy
that the job was a combination o individual undraising and
communications, which was a perect match or my skills and
experience. I recognized that this would be a move that would
give me a chance to pursue a career as a undraising leader. I
was attracted to GSA Networks strong emphasis on leadership,
and I could see that they were very serious about developing
eective teams.
Pp ct t itvw
Carolyn, two program sta members, and I reviewed the ap-
plicant resumes and developed interview questions designed toelicit inormation not only about candidates skills and experi-
ence, but also about values, the ability to tell a compelling story
and ask smart questions, the ability to connect with a variety
o people, and interest in both leading and learning. Carolyn
conducted an initial 20-minute telephone screening with 10 o
the 30 applicants, then she and two sta members conducted
rst-round interviews o our applicants, and I joined them or
interviews o the two nal candidates. Carolyn checked Jackie
Downings reerences beore she made the job oer. Trough
this collaborative process, Carolyn and her sta deepened their
understanding o each others perspectives and experiences in
their various roles at GSA Network.Carolyn notes, It was not dicult to decide whom to move
orward rom telephone screenings to the interview stage. I
someone had undraising and communications skills we were
looking or, but our mission and values didnt resonate with
them, or they didnt seem to understand how to talk about
LGB issues in a social justice ramework, they didnt move
orward. I they were passionate about our mission but didnt
have the solid undraising skills and experience we needed,
they didnt move orward. Tere were strong indicators that
the candidates we interviewed could do the job and that they
understood and could promote GSA Networks mission around
youth empowerment and social justice organizing.
Te process also made an impression on Jackie, who noted
that both the rst conversation and the interviews were crucial
in helping her decide that this position was a good match or
her. In my rst exploratory conversation with Carolyn we
talked mostly about GSA Networks commitment to anti-op-
pression work and youth empowerment. I could see that these
were not just words on paper, but deep organizational commit-
ments they had embraced and worked on since the beginning.
For me, these are core values. In the interviews people were
really riendly, and it was clear they were passionate about the
work. Tat impressed me, she says.
T nxt st
In the all o 2008 my role changed rom development
consultant to GSA Network to coach or the new sta person.
It was very important that I would have consulting and coach-
ing rom outside experts, says Jackie. I was condent that i
I didnt know something I would have the support to learn it.
She is also receiving support through the consultants provided
to her and the management team through the Haas Flexible
Leadership Awards program. Jackie regularly discusses issues
with peers at other small nonprot organizations, attends work-
shops, and reads articles in proessional journals, including theGrassroots Fundraising Journal.
Wt Mtt Mt t st
When considering hiring your rst development sta
person, keep in mind the ollowing principles, which are what
matter most to undraising sta:
n Structure the position to advance the mission and the
organizations strategic direction
n In the search, communicate the benets to applicants,
not only the needs o the organization
n Te executive director is your organizations chie sta
undraisern Te executive director can and must learn how to
undraise rom individuals
n Te executive director-development sta leader team
is core to undraising success: developing this team
requires time, energy and honest communication
n Te executive director must give the development sta
person real authority and support the persons leadership
n Demonstrate to program sta that undraisers are
their partners in advancing the mission and serving
constituents
n Be clear about what is most important: dont expect
someone to do it all
n Build in advice and support rom proessionals
We all continue to learn rom each others stories. I you are
thinking o hiring your rst development sta person, I urge
you to speak to colleagues, to ask questions, and to listen. n
rt h tt . s
vty vpmt pt, m t
vpmt t. s t [email protected].
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aT a TiMe When The nonProiT sec Tor is challenged with
looking or innovative responses to the economic downturn,
shiing unding priorities, leadership transition, and many
other organizational issues, some social justice organizations
are developing leadership structures and organizational cultures
that reect and align with the values o our social movements
love, respect, air and equal opportunity, anti-violence, equality,
and anti-oppression.
Collective or shared leadership models are emerging more
and more, but how do they aect the undraising eorts osocial justice organizations, and are these models contributing
to happier and healthier development sta? o nd out, I inter-
viewed sta at El Centro Humanitario, Chinook Fund, and the
Colorado Anti-Violence Program, three organizations based in
Denver, Colorado that all have collective leadership models and
budgets o less than $500,000.
Mv t ctv lp
Various circumstances lead organizations to consider tran-
sitioning to a collective leadership model. One common trigger
is around hiring. When a new executive director was needed at
the Colorado Anti-Violence Program (CAVP), the hiring com-
mittee ound itsel analyzing what was being asked o potential
executive directors and i the leadership model that was in place
supported the principles o the organization.
Jerrilyn Page, director o sustainability at the organization,
was part o the hiring committee that ound itsel saying, One
applicant has this piece, but not this other piece, another has
that piece, but not that other piece. Tey need to be radical but
be able to navigate the nonprot sector, be compassionate but
be erce. Te committee realized that a huge laundry list o
skills was unairly being asked o one person and, by placing
those expectations on one person, they were actually setting the
new hire up or ailure and eventual burnout. Moreover, such an
approach didnt align with their values o building a supportive
community, ending root causes o violence, sel-care, and caring
or each other.
As a result, CAVP took a year to intentionally develop a
model that was properly resourced, that challenged traditional
hierarchy, and that was representative o the organizations
values. It emerged with a vision or liberationa values state-ment that is the basis or the leadership model and organiza-
tional culture they decided to create. Teir collective leadership
model, now in operation or a year, has three ull-time co-direc-
tors, each with their own area o ocus (advocacy, training and
education, and sustainability) and three part-time sta (a grant
writer, youth educator and advocate). Each co-director spends
60 percent time working on their specic area, 20 percent on
shared responsibilities, and 20 percent on supporting each
other. Additionally, each co-director supervises one o the part-
time sta members.
Te Chinook Fund set up a similar collective leadership
model aer the departure o their executive director. Te
vacancy o that position created an opportunity or the remain-
ing sta, board and volunteers to engage in critical analysis
o the organizations practices and uture direction. Te entire
Chinook community participated in an intentional process to
create a leadership model that reected Chinooks values and
new direction. In the end, a collective leadership model with
three ull-time co-executive directors (programs and education,
resource development, and communications and development)
emerged. Each co-executive director spends 50 percent o their
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time on their specic area, 25 percent on shared responsibilities,
and 25 percent on supporting each other.
At El Centro Humanitario, an organization o day laborers
and labor organizers, it was undamental that the organization
be completely worker-led; thereore, a collective leadership
model has been in place since its 2002 inception. El Centro
Humanitario helps empower workers to become leaders o the
organization by becoming speakers, organizers, and undrais-
ers. As a result, all decisions, programs, initiatives, and activities
are determined and led by committees o workers rom start
to nish. Te vision is that the entire sta and all committees
will be totally comprised o workers in the near uture; in the
meantime, the current sta act as a bridge, supporting the
implementation o programs determined by the constituentsand empowering workers to be leaders.
Teir structure has our ull-time sta (executive director,
organizing director, womens program director, and employ-
ment program director), two part-time sta (employment
program assistant and oce assistant), a board, and a number
o committees that are made up almost entirely o day laborers.
Tis dynamic ensures that the constituents are leaders o the
organization and eel a sense o ownership.
Although the models at each o these organizations vary,
they share these characteristics:
n An intentional process or creating and engaging in
collective leadershipn A desire to move rom a traditional, hierarchical model
that didnt represent or honor their values, principles or
identities to a model that did
n Engaging in work that leads to long-term, sustainable
social change
n Not wanting to set sta up or ailure, burnout or
unhealthy expectations
n Creating real growth opportunities or young and
emerging leadership
Wt at t ?
At all three organizations, there is a director/co-director who
manages the overall development eorts o the organization, but
the responsibilities do not sit solely with just that one person.
Collaboration is key to getting the undraising done. At CAVP,
Jerrilyn develops the overall budget with assistance rom the
other directors and board, but each sta member, including the
part-time sta, takes on various undraising tasks; in the end, Jer-
rilyn has about the same number o donor visits as the other two
co-directors. Tis has had a positive impact: in the rst year o the
new structure, CAVP raised $25,000 rom their individual donor
campaign, double what they raised the year beore.
At the Chinook Fund, Katie Tiede, co-executive director o
resource development, manages the overall undraising eorts
o the organization but has the assistance o the co-executive
director o programs and education, the undraising committee,
the board, and volunteers. Various tasks, such as preparing and
signing mail appeals, are shared. Te collaborative nature o this
model inspired Chinook to bring together its political education
and undraising programs to create Money & Justice, a series o
workshops or donors and volunteers to learn about and discuss
the relationship between money and social justice.
Te collective leadership model has also benetted und-
raising by providing all sta with knowledge about nances.
Neha Mahajan, co-executive director o programs and educa-tion at Chinook, says, Te ability to learn about the nancials
o the organization, the opportunity to take an active role in
developing, analyzing and applying the organizational budget,
and having that knowledge, helped me better participate in the
undraising eorts. Neha noted that this learning is especially
important or people o color, who are underrepresented in
nonprot development and director positions. Opportunities
like this help young leaders o color learn these skills and access
economic power or their social movements.
ransparency and constituent ownership are indicators o
successul collective leadership models as well. At El Centro
Humanitario, the board, committees o constituents, and sta allhave knowledge o the organizations nancial health and help
carry out the various undraising tasks o the organization. El
Centro has been extremely intentional and proactive about shar-
ing inormation and knowledge with constituents and providing
opportunities or them to contribute and be part o the work.
Te sharing o undraising responsibilities at El Centro has
been hugely successul, especially aer being hit with a big cut
in grant unding last year. Te cuts in unding provided an op-
portunity within the organization to develop a critical analysis
o their undraising model: that analysis noted their lack o
diversication, the vulnerable position the organization could
be in, and the lack o constituent participation. As a result, the
workers stepped up to nd new resources or the organization.
Workers went to local markets and solicited in-kind donations;
they raised more money through phone banking than non-con-
stituent volunteers; they donated ood and time or undraising
events; they contributed membership ees; and they paid or
various services and products.
Trough constituent ownership and transparency, collec-
tive discussions also emerged about how the organization can
create sustainable unding sources that align with who we
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are and create jobs that go back to people in this community.
Tose discussions led El Centro to the idea o social ventures:
Green Cleaning or Lie, a worker-owned green cleaning co-
op, launched last winter. Te true success or El Centro is that
constituents stepped orward and took care o the organization
despite their own limited personal nances because they truly
saw El Centro as their own and wanted to see it continue to
provide programs and services.
ot stt ctv lp
In addition to creating space or creative undraising strate-
gies, the groups identied a number o other strengths and
benets o collective leadership models. CAVPs model, inu-
enced by a human rights ramework, has benetted rom havingthe identities and cultures o its leaders honored. Says Jerrilyn,
Te environment that has been created avoids setting any one
person up or ailure and eels really interconnected because it is
based on trust and our shared values.
At the Chinook Fund, Neha and Katie discussed how the
collective model has led to increased capacity or the organiza-
tion and increased condence and empowerment or them-
selves as leaders, given the community support and eedback
they received. Aer Chinook agreed to transition to a collective
leadership model, all three co-executive directors spent months
meeting with donors, grantees and community members to
gather eedback and responses about the shi. At rst, the newleadership team was concerned about how the community
would respond, but they were quickly met with lots o support.
I think the community was looking orward to change and
were open to alternative ways o doing things, says Neha. One
donors response to the non-traditional leadership model was
encouraging: [Chinook] has done something that I never could
have envisioned, she said, you have reinvented the organiza-
tionI dont want to get in the way o this growth.
Minsun Ji, executive director o El Centro Humanitario, ex-
plained that the strength o their collective leadership model is
the sense o community ownership that comes rom it. She said,
I do not worry about El Centros uture because I know that the
workers will always take care o the organization.
But that sense o ownership was not created overnight; it
required genuine engagement o workers and the valuing o all
people or all that they have to oer. As a worker-run organiza-
tion, it was important that everyone contribute nancially. It
took some time to get started and to break the myths about who
should give, but now everyone gives, says Minsun.
Te organization looks or creative and participatory ways
or workers to learn rom, get involved with, and support the
sustainability and success o El Centro. As with the worker-
owned green cleaning co-op, El Centro has been exploring
other social ventures that promote the skills o workers, build
condence, and provide meaningul growth or workers and
their amilies while putting power into the hands o the com-
munity. At El Centro, workers really eel a lot o ownership,
says Minsun. Tey are very proud o themselves and very
proud o the contribution they make to the organization. Be-
cause they eel really proud, they take responsibility.
c
Te primary challenge that all three organizations spoke
about was that a collective model requires more time. Group
discussions, idea sharing and processing, consensus decision-making, and meetings all take much longer in order to provide
a space where people eel heard, honored, and valued.
In addition, to have air and accessible participation in
leadership, more time is needed or capacity buildingskills
training and knowledge and inormation sharing. An added
challenge also arises when trying to nd capacity builders
when constituents are rom marginalized communities, such as
people who do not speak English and/or are rural, young, and
low-income. In the case o El Centro, its leadership does not
consist o proessionally trained nonprot experts but o mostly
poor immigrant day laborers. When El Centro was unsuccessu
in nding a grassroots undraising trainer who could speak toits members and needs, they had to create their own trainings.
Another challenge is that, because o deeply engrained ideas
about power and privilege, some unders do not believe that
people in constituent-led organizations based in marginalized
communities have the ability to lead their organizations, espe-
cially in a collective leadership model. Some oundations have
even withdrawn unding rom grassroots constituent-led groups
in avor o unding national organizations using traditional
models o leadership. Tis situation places a double burden on
groups like El Centro, which then has to redouble its eorts at
grassroots undraising, but whose constituents do not have the
resources to meet all the nancial needs o the organization.
Minsun o El Centro remarked that, given this situation, shared
leadership can sometimes eel a little ragile.
Nonetheless, El Centro has responded by strengthening the
undraising and nancial knowledge o its constituents rather
than abandoning their belie that the organization should be
owned and run by workers. In act, it was in this very challenge
that El Centro ound the opportunity to discuss and explore
creative and innovative undraising models and strategies that
reect social justice values, such as the co-ops.
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stty
I asked the organizations i they thought their collective
leadership models were sustainable and could survive aer cur-
rent sta departed. Although no one answered with a resound-
ing Yes!, all stated that there is a commitment to ongoing
evaluation and tweaking o the model so that it remains
responsive and relevant to its constituency and organizational
eectiveness as time passes. Replied Katie o Chinook, I dont
know how long this particular model will be sustainable or
the organization, but I also dont think the 1950s model o
nonprot management was necessarily sustainable either.
Despite concerns about sustainability, all o the organizations
were very enthusiastic about their organizational structures.
Says Jerrilyn at CAVP, It eels amazing when you actually seethe model applied and result in positive conict resolution or
achievement o goals.
impmt s lp t Y ozt
I you want to try shared leadership at your organization,
here are several things the organizations proled here recom-
mend having in place or the sustainability, longevity and
success o this model: team coaching; group supervision; peer
coaching/peer supervision; exploration o individual leader-
ship styles; intentional conversations about values, identities,
backgrounds; individual mentors/supervisors; adequate time
or communication; a commitment to the process; trust build-ing; education, skills building, and training; and proessional
development opportunities.
In addition, they recommend these plans and processes:
n A clearly dened decision-making process
n A clear plan or conict management
n A plan or supervisionone that promotes accountability
as well as support and sel-care
n ime and space or brainstorming, reection, and
problem solving
n Creation o a sae space to discuss insecurities or the
need or skills building or education
n Opportunities to reevaluate goals and plans
n Knowing how to incorporate part-time sta in the
collective leadership model
While collective leadership models may not yet be perected,
there is great support or and interest in shared leadership, espe-
cially rom social justice organizations. Katie rom Chinook ad-
mitted, I it wasnt or the collective leadership model, I couldnt
have seen mysel staying this long. Based upon my interviews,
the interdependent, integrated nature o these models is helping
development sta last longer in development positions, creating
openings or young people who previously would have been over-looked or director positions, and creating healthier and happier
environments where social justice leaders can grow, avoid burn-
out, and remain sustainable leaders working or social change.
In order to have sustainable movements, we must build our
own sustainable models to support long-term work. We can no
longer try to t puzzle pieces into places where they just dont
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does This sound aMiliar? Youre overwhelmed by the sheer
volume o tasks in ront o youmaking sure your database can
produce the inormation you need or your upcoming undrais-
ing appeal, writing the appeal letter and producing a new remit-
tance envelope, updating your website to reect your current
activities and make it easier or donors to give online, organiz-
ing your next major donor campaign, coordinating your annualdinner (which has its own mile-long task list).
You know you need help, and youre not sure where to turn.
Hiring additional sta to take on some o the undraising tasks
is beyond your budget.
Here are some other options:
n Hire someone on a contract basis to take on one
undraising projector example, producing your annual
special event, coordinating your major donor campaign,
or dealing with the annual appeal
n Hire someone to provide training to give your
undraising team additional skills and condence
n Hire someone to review and analyze your undraising
program and help you develop a better undraising plan
o accomplish any o these tasksand, in act, all o them
your best bet may be to hire a undraising consultant. Whether
you want someone to take on one o your big undraising
projects, expand the capacity o your team with training, or help
you analyze and improve your undraising planning, a consul-
tant may be just the person you need.
Beore deciding whether hiring a consultant is the route to
take, its important to understand exactly what your needs are and
what type o support will be most useul in getting you where you
want to go. Tis article addresses key questions to consider when
making the decision o whether to hire a undraising consultant.
It does not discuss the actual process o hiring a consultant. (For
advice on choosing the right consultant, see Kim Kleins Grass-
roots Fundraising Journalarticle, Hiring a Fundraising Consul-tant, available at grassrootsundraising .org).
ky Qt
Do you have the capacityamong sta, board members and
volunteersto implement your undraising plan?
I recently conducted a undraising training or a group o
organizations working on domestic violence. I recognized the
name o one o the organizations because someone rom their
group had attended one o my trainings about 10 years earlier,
though the participant in this latest training was their relatively
new development director. It was clear rom the inormation
that this participant shared over the course o the day that do-
nor undraising at this organization had not grown much since
the last time I had seen them.
Te development director talked about the problem o not
enough time to do the individual donor work because o the
pressures o what elt like never-ending oundation deadlines
or letters o inquiry, proposals and reports. She said that even
though the executive director, board members, and even some
o the program sta were willing to help with undraising, it was
hard to carve out the time to plan and coordinate their eorts.
s W h ctt?y stp rt
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I realized that all the training and consulting in the world
would not help this organization. What they needed was the
commitment o resources (including sta time) to their indi-
vidual donor program in a way that enabled them to be less
random and more ocused and consistent in this aspect o their
undraising.
A consultant can provide advice, guidance, and expertise
to create undraising plans, oversee a capital campaign, train
the board and/or sta in asking or money, and help address
problems that come out in the course o implementing a plan
(among other things), but the actual day-to-day work o carry-
ing out undraising strategies and building relationships with
donors has to be done by the sta, board members and volun-
teers who make up your undraising team.Where a consultant can be helpul in such a situation is in
addressing an organizations inability to orm a undraising
team or even to conceptualize what such a team would do and
who might be on it.
Do you have sta capacity but need help with strategy, plan-
ning and coaching?
Although a undraising consultant does not usually take
work o your plate (with some exceptions, described below),
they can ulll a critical unction in helping you to be more
strategic, better organized, and more eective in developing
a strong undraising program. Here are some o the things aundraising consultant can do:
n Conduct an assessment o your undraising programs
strengths and challenges, and deliver a set o
recommendations or how to improve your undraising
eectiveness
n Assist in the development o a undraising plan
n Review undraising materials, including undraising
appeals, case statements, annual reports, and so on
n Assist in the evaluation (and design) o your website,
looking at it through the lens o a donor or other
potential supporter or clear messages that make a
compelling case or why someone should support the
organization
n Provide undraising training to board, sta, and other
members o the undraising team on how to ask or
money
n Help you nd the best undraising database or your
organization
n Help plan and coordinate a capital campaign
n Provide ongoing support and coaching as you implement
your undraising or campaign plan
n Provide problem-solving assistance or the challenges
you encounter in trying to build a strong individual
donor program
n Coordinate one or more elements o your undraising
plan, such as member appeals, a special event, or a donor
campaign
Whether you hire a consultant to provide the most minimal
advice and eedback or to work intensively to coordinate a ma-
jor element o your undraising plan, remember that you need
to have the capacity on sta or among a group o very reliable
volunteers to work closely with the consultant and to carry out
many o the day-to-day activities. Many consulting relationships
run aground because o unspoken (and then unmet) expecta-tions about what a consultant can and cant do, or because o
conusion about the role o the consultant and the role o the
sta and/or volunteer team.
For example, years ago, I was hired to help coordinate a major
donor campaign. I did not realize until about three weeks into
the contract that the board and sta expected me to ask my own
colleagues and contacts or money. Tey were surprised at my
reusal to do that until I said, How would you eel i I contacted
your board members and donors or money or another group
that I was working with? Although they understood what I
meant, they were still disappointed and the relationship was dam-
aged. Now I clariy the boundaries o the relationship early on.
Do you just need extra help on a specifc undraising activity?
Consultants can do the more hands-on work involved in
certain types o undraising projects. Tis is oen the best
choice i you have a very small development department (or
i the department consists o one person who has additional
responsibilities beyond undraising) and the undraising activity
is labor-intensive over a limited period o time.
Special events is a common area or such consultant involve-
ment, as there are consultants who specialize in event produc-
tion and who carry out activities such as nding a venue; deal-
ing with all o the issues related to ood, drink, stage managing,
and working with the people who will be part o the program;
helping create the program book; and designing and producing
the invitation. Even when you hire someone in that capacity
they should not be expected to solicit sponsors or the event,
sell ads or your program book, or sell tickets. Tat will still
be the responsibility o your sta, board, and volunteers, who
are the ones, aer all, with the contacts and relationships with
potential supporters or your group or cause.
Another useul opportunity to use consultants is to coor-
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dinate a time-limited individual donor campaign or an
annual undraising phone bank, or to assist volunteers
in putting on a house party. In each o these situations,
however, the consultants time is best spent on overseeing
the campaign; producing materials to assist the team o
solicitors; providing support, coaching, and training; and
dealing with other logistical needs. Te consultant should
not be expected to host the house party, solicit donors, or
come up with her or his own list o people to ask.
Does your undraising team need new skills or motiva-
tion?
Even with experienced undraising sta, a willing board
and a good undraising plan, you may nd that there issomething else your undraising team needsan oppor-
tunity to learn new skills, understand how undraising ts
into the rest o the organizations goals and strategies, and
motivation to ollow through on their undraising commit-
ments. Although training itsel wont x all o the undrais-
ing challenges you ace, it can inspire, encourage, and give
clearer direction to your undraising team, as they gain the
tools they need to get out and start asking or money.
Fundraising training can be one o the most helpul
things a consultant can provide i the organization is ready
to put the people who have been trained to work immedi-
ately. For example, I did a training or a undraising teamthe day beore it was about to launch a $75,000 annual und
campaign with calls to potential major donors. We prac-
ticed making the phone call, setting up the meeting, and
asking or money. We reviewed how to know i someone
is a true prospect, and we went over the process o asking
and ollow-up. When the team began their work the next
day, the momentum and excitement o the training were
still resh.
Consultants are like anyone in any o the helping
proessionsthey help you best when you and they are
clear about what you need and what they can provide, and
when you are willing to do the work required to make the
project successul. Ultimately, the success o a consulting
relationship is like that o any relationship: it works best
when expectations are clear, questions are raised imme-
diately, conusions are discussed and resolved thoroughly,
and there is genuine respect between the consultant and
the organization. n
stp rt t tt wt k rt
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gt j.
undraising has becoMe an increasingly complex compo-
nent o an organizations work. As your undraising activities
grow, especially in the realm o individual donors, you will
nd that the need or dedicated undraising sta will probably
increase as well.
Many core principles about undraising have remained the
same over the years: the need or a strong and clear case or
support; the importance o building relationships and see-
ing donors as more than the money they give; the importance
o developing a systematic way o contacting, engaging, and
soliciting donors; and the role o a team o people to carry out
the work.What has changed pretty dramatically in the last 20 years is
the role o technology, rom maintaining a high-quality website
to using a database and working with our generations o do-
nors who are very dierent in their giving habitsrom some
who dont have computers to others who give only online and
have never written a check. New technology has also introduced
the abilityand thereore the needto communicate quickly
and immediately in response to events that aect your issue or
your organization. Tere is much more to keep in mind, and
decisions must be made quickly.
Because development work involves so many seemingly end-
less details, you need to have at least one person (and or largerorganizations, more than one) who is paying attention to the
whole picture: the inrastructure needs, keeping the undraising
team on track and on task, and developing and making materi-
als available to the team.
Whether it makes more sense to hire a dedicated develop-
ment sta person to play this role or recongure current sta
responsibilities to divide the undraising work across more
people is a decision your group will have to make. Tere isnt
one perect structure that were all waiting to discover, one
best way to organize undraising roles and responsibilities
that works or all time and all organizations. At dierent times
in an organizations lie, roles and structures change, depend-
ing on many actors, including the skill set o your current sta,
your ability to recruit a team o people to be involved, the kind
o work your organization does and to whom it appeals, and
the kinds o technology you need to implement certain types o
undraising projects.
What is absolutely true is that undraising cannot be as-
signed to just one person. Even with a development department
o one, there should always be other sta members involved as
well as board members and other volunteers.
W ctt nt e:T c st
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aucTions, a PoPular WaY or many organizations to und-
raise ofine, are becoming an online avorite as more and more
nonprots shi ocus around engagement and undraising to
their online programs. But is an online auction right or you?
Here are some things to consider about running auctions
online.
a Y ay apt a dt
o?
I you are considering setting up an auction online but your
organization isnt already accepting donations online and pro-
actively reaching out to supporters to ask them to give, youreputting the cart beore the horse. Start with the basics: make
sure your supporters can easily give to you online. Ten make
sure to ask them to give through a dynamic online communica-
tions program that includes cultivation and advocacy messaging
(i appropriate) in addition to online appeals. In most cases,
making it possible or supporters to donate online anytime
rather than just within the window o an auction timerameis
going to be better use o your time and energy when youre just
getting started with online undraising.
I you already have a basic online donation system set up
along with messaging to your supporters to encourage them to
give to your organization online, thats a good start. It may well
be a sign that youre in a good position to diversiy your online
undraising arsenal. I you already employ good baseline prac-
tices or reaching out to existing and prospective list members,
then you have likely built a community o supporterssome o
them already donorsto whom you can reach out to promote
an auction or other alternative approaches.
d Y hv Tm?
Dont underestimate the amount o time that any campaign
or event requiring ulllment will requirewhether its an on-
line auction or a premium-based gi drive. And in the case o
an auction, youll need to account or the additional time it will
take to get commitments or the various services or goods youll
be auctioning.
Deciding what kinds o items youll be auctioning, and then
asking or them, can be a combination o a creative exercise
and brainstorming. Items that have some sort o connection to
your mission or outlook may be naturally more appealing to
your audience. Does your organization ocus on ood justice
issues? Seek out a months worth o shares rom a CSA, or a
catered meal or six prepared by the che on your board. Do yousupport youth with programs that teach technology and A/V
skills? Consider auctioning 10-hour blocks o technical support,
recording studio access and audio editing assistance, or a wire-
less router.
In addition to thinking creatively about the types o items
that are most likely to appeal to your audience, youll want to
involve your sta and volunteers in the process o inventory-
ing who your organization already has connections to. Tink
through how they might be able to help, and then involve the
rest o the team in ollowing up with your contacts to ask them
i theyre willing to donate the goods or services to your eort.
Implementing the auction takes several steps, including
getting good-quality photographs o the items on auction and
writing compelling descriptions o them to entice bidding.
Ten, o course, youll need to promote the auction wherever
you have built up a base o supporters: email, Facebook, witter,
MySpace, and ofine communications by board, volunteers, and
sta.
For example, i your auction will be open over the course
o two weeks, you might plan to send three messages, with
each highlighting one or two particularly appealing items. Te
s Y o bg, g, g?y nz k M
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messages can be timed to go out when the bidding begins, then
at the midway point to keep up the momentum, and a lastchance message when theres about a day le to bid.
A note on timing: you can leave your auction open or less
time or or longerbut youll want to consider the volume o
messaging necessary to drive people to the auction. Consider
a timeline that allows enough room or three to ve email
messages (as well as updates to social networks) promoting the
auction. I you squeeze that volume into too ew weeks, you
may get messaging burnout, but spread it over too long a period
o time and you wont have the benet o sustaining interest and
maintaining a sense o urgency.
Finally, dont orget the ulllment. Youll need to plan or
the time and expense involved in making sure the people whosubmitted the winning bids get their items.
s t at sty of?
I was recently at a well-attended daylong event hosted by a
nonprot. Te event included an auction with a smorgasbord o
compelling items, classes, and services. Oddly, the auction had
been online or weeks leading up to the event. Even though Im
one to look or as many ways as possible to raise unds online,
this seemed like a case o overkill that did not seem to take into
consideration the experience o the ofine participants. Because
the event had been well promoted and the auction items were
so appealing, naturally, most o the goods and services that had
been eatured online had already been bid on numerous times.
By the time the event happened, the starting bids on many o
the items appeared to be deterring participationrelatively blank
bidding sheets were in abundance at the end o an otherwise
very busy day. Eager would-be participants, whose interest in
attending may have been piqued, in part, by the exciting prospect
o placing the winning bid on one o the items, were le out in
the cold o already-high bids. Te organization made money, o
courseso perhaps it seemed the end justied the means. But as
in all things related to undraising, its important to consider
the experience o your supporters and prospective supporters
Tis story leads us to another considerationthe geog-
raphy o your supporters. Are you a small, locally ocused
organization with most o your supporters in the area? Or
do you have a statewide, national, or international ocus
and a list o supporters who are broadly distributed? I
youre a mostly local group, consider the possible drawbacks
o duplicating your work online or o bypassing an oppor-
tunity or in-person contact in avor o running the auction
only online.
I would typically avor doing as much online as possible,
but in reality, sometimes the Internet just isnt the right venue
or an eort. I your organization hosts an ofine event, such asan annual dinner, that event may be the ideal setting or your
auction in terms o the opportunities or both undraising and
supporter engagement. Duplicating your eorts online may
simply be unnecessary.
c Y gt t T apt?
I you do decide to run an auction online, youll need the
technology to support it, which will take a little research. Your
best bet or covering your bases on the technology ront is to
check out online resources (see box). In addition, talk to people
who have already run their own online auctions. Find out what
tool they used, how much it cost, what worked, what didntand what theyd have done dierently i only theyd known then
what they know now.
Online auctions can certainly be eective, particularly or
larger organizationsOxams auction o the dress worn by
Keira Knightly to the 2006 Oscars not only brought in nearly
$8,000 rom tens o thousands o site visits, it also raised aware-
ness about the organizations eorts in Eastern Arica. Tis is an
exceptional case, o course, but rom Te Mimi Fishman Foun-
dation to Te Breast Cancer Fund, there are countless examples
o organizations that successully run auctions that tap into the
oerings o unique supporters and inspire constituents to bid.
Still, as with many ways to cultivate and communicate with
supporters online, make sure to do your homework. And above
all else, answer the one crucial question: have you already put
the most straightorward approaches or online undraising to
work or you? Beore you dive in, make sure youre prepared to
put the virtual auction block to use or your organization. n
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C o n s
u l t a n t s
Focusing your life solely on making a buckshows a certain poverty of ambition.
It asks too little of yourself.Because its only when you hitch your wagon
to something larger than yourself
that you realize your true potentialBARACK OBAMA
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