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Financing Not Fundraising: 5 Taboos Nonprofits Must Get Over

11/22/2013

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Here is an interesting discussion…

By Nell Edgington - Social Velocity
Yep, it’s true, the nonprofit sector doesn’t have enough money. There are lots of reasons for that, but part of it stems from the taboos the nonprofit sector (and the staffs, boards and donors within it) perpetuates. But perhaps if we lay them bare, we can start to break free from them, which is the topic of today’s installment of the ongoing Financing Not Fundraising blog series.

If you are new to this series, the idea is that nonprofit fundraising is broken. Instead of continuing to hit their heads against the fundraising brick wall, nonprofit leaders must take a strategic approach to financing their work. You can read the entire Financing Not Fundraising blog series here.

Nonprofit taboos are so insidious because they are unwritten and unquestioned. But that has to stop. If we want to move the nonprofit sector forward, we must uncover certain taboos and determine whether they are really unacceptable anymore.

Here are the five most egregious taboos in the nonprofit sector:
  1. Nonprofits Shouldn’t Raise a Surplus
    For some reason it is unseemly for a nonprofit to have more money than they immediately need. If a nonprofit is not just barely breaking even, it is somehow unworthy of raising more money. To the contrary, a nonprofit that has operating reserves can invest in a more sustainable organization, conduct R&D to make sure their solution is the best one, recruit a highly competent staff, and weather economic fluctuations. It is far better to invest in an organization that is well poised to attack a social problem than one that is barely able to keep the lights on.
  2. Nonprofits Shouldn’t Pay Market Rate Salaries
    I won’t join the crazy controversy that surrounds nonprofit executive salary levels, but let me simply point out that nonprofits exist within a market economy, that is a fact. If someone is great at what they do, and they can make more money elsewhere, eventually they will do so. It is simple economics.  I understand that mission is a driving force for people attracted to the nonprofit sector, but as competition in the social change space continues to grow, the best and brightest will be lured away by other nonprofits, government entities, or for-profit social enterprises. So if you want to attract and retain a really talented employee, you’ve got to pay them accordingly.
  3. Nonprofits Shouldn’t Demand Board Members Fundraise
    Why not? Seriously, I don’t get this one at all. If your governing body is free to make strategic and programmatic decisions without understanding, first hand, the financial implications of those decisions, you are setting your nonprofit up for failure. Mission and money must be strategically aligned, and the first and most important place that alignment occurs is at the board level. There are plenty of ways for board members to get involved in the financial engine of their nonprofit. Let’s stop apologizing for having to make money in the nonprofit sector and start requiring every single board member get actively involved in the process.
  4. Nonprofits Shouldn’t Question Donors
    Donors hold the purse strings so nonprofit leaders are unwilling to tell them how it really is. But if the sector continues to act like a grateful recipient of a wealthy person’s or institution’s largesse, that power imbalance will continue, as will the dysfunctions that accompany it. If instead nonprofits and funders were equal partners working together to solve a problem, maybe we could get somewhere. But this will only happen if nonprofit leaders become more confident at telling their donors (and board members) how it really is. And if nonprofit leaders are more strategic about diversifying their financial model so they are no longer beholden to a few funders.
  5. Nonprofits Shouldn’t Invest in Fundraising 
    In the nonprofit world the fundraising function is equivalent to the sales and marketing function of the business world. No one expects Apple to create amazing gadgets and then sit back and hope people show up and buy them. They have an extensive and well-financed marketing and sales function. But nonprofits are expected to spend as little as humanly possible on fundraising. Added to that, nonprofits are even more challenged because they have two, not just one, set of customers: 1) the clients they serve who often can’t pay for services, and 2) the funders who pay for those services. So we are telling nonprofits to recruit and serve two sets of customers on a shoestring. That’s crazy. We have to get over the idea that investing in fundraising (high quality staff, technology, expertise, planning, marketing) is a bad thing.
At the end of the day, we have to stop apologizing for the realities of the nonprofit sector. It’s time nonprofit leaders stand up and start demanding the end to some serious strictures that hold them back from doing their jobs. And, let’s remember, those jobs are to solve some of the most complex problems facing our communities. Those jobs are probably more easily and effectively done in the absence of crazy taboos.

Photo Credit: wheat_in_your_hair

- See more at: http://www.socialvelocity.net/2013/10/financing-not-fundraising-5-taboos-nonprofits-must-get-over/#sthash.sHLmOnop.dpuf
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Analysis of Budget 2013: A Missed Opportunity

11/22/2013

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21 NOV 2013 - The Canadian Arts Coalition is pleased to release its first analysis of the federal budget from the perspective of the cultural sector.

The main issues animating the analysis are four-fold. First, while there is no further bad news for the sector in Budget 2013, with the exception of a change to program eligibility, arts and culture were scarcely mentioned in the budget. Second, while the government is intent on returning to fiscal balance, funding reductions to some areas of government activity are being used to underwrite the cost of new programs and initiatives. Third, the significant spending cuts in Budget 2012 are still being rolled out and funding levels for some organizations such as the Canadian Broadcasting Corporation are dropping significantly. Fourth, accessing clear information regarding the budget has been a challenge and there continues to be considerable uncertainty as to how the remainder of the Budget 2012 cuts will be implemented.
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Reflecting the City: Vintage Movies from the City of Vancouver Archives

11/14/2013

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Reflecting the City: Vintage Movies from the City of Vancouver Archives
Vancity Theatre Screening
(Canada, 120 mins, Digital Betacam)

Showtimes: Nov 24 02:00 pm
Vancity Theatre


With commentary provided by historian Michael Kluckner, this screening includes home movies, City-commissioned films, television shows produced by local stations and the community, and local advertisements. Those movies originally produced without sound will be accompanied live by pianist Wayne Stewart.

Experience Vancouver’s outdoor pastimes in the 1940s. Flash back to the 1960s with a rain dance in Kitsilano. Ride through 1970s Vancouver from the perspective of a cyclist. Witness the city’s transition leading up to Expo ’86. Spend an afternoon with us and relive Vancouver’s past.
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The Romeo Initiative by Trina Davies

11/14/2013

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Touchstone Theatre
THE ROMEO INITIATIVE
By Trina Davies


Half romantic comedy and half spy thriller with a tantalizing twist, The Romeo Initiative is based on a real 1970’s program in which East German men were sent to develop long-term relationships with West German secretaries to determine their “perfect man”.

"the play has definitely got a seductive hook, digging into one of the hotter chapters of the cold war in Germany . . . August Strindberg wrote that 'love between a man and woman is war' but Davies suggests it is actually a cold war full of anxiety, paranoia and double agents."
The Globe and Mail

"delivers a swift kick in the heart"
The Calgary Herald

November 14th - 24th, 2013
Vancity Culture Lab
1895 Venables Street
Tues to Sun 8pm
Preview Thurs Nov 14 8pm
Sat Matinees Nov 16 & 23 2pm
Sun Matinee Nov 24 2pm
Post-Show Talkback Tues Nov 198pm
Tickets
Adult - $27
Student / Senior / Concession - $22
Preview - 2-for-1
Online / By phone: (604) 251-1363
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Befriending Your Donors: Interview with Fundraiser Thomas Wolf

11/14/2013

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GuideStar
Thomas Wolf, author of How to Connect with Donors and Double the Money You Raise, recently spoke with his publisher about donor relations. GuideStar has published two excerpts from the book […] and we're pleased to be able to share Dr. Wolf's additional thoughts with you.


Your book is about relating to donors, at times befriending them. A cynical person might say that's a manipulative ploy to snare money.

That's an attitude I've never understood. I like people. I like getting to know them whether they have money or turn out to be donors. Invariably, our relating makes them feel good and makes me feel good—especially when we strike a bond or find common interests. Why should there be an invisible barrier just because someone is a potential supporter?

You have a would-be donor on your radar: he has money and community influence. Problem is you detest the fellow. What's your strategy?

This is a great challenge. I find it difficult to build a relationship with someone I don't respect. And I'm loath to fake it. On the other hand, I've been wrong about people who I didn't think I'd like and who turned out to be genuinely interesting and kind. So everyone gets a chance in my book. But if it's not a good match, I'll look for another fundraising volunteer. Interestingly, there's almost always someone who will take up the challenge.

You say that if you were to choose one potential donor you'd like to make friends with, it would be the wealthy individual who says (or implies) that he or she doesn't want to talk about money and doesn't want to be solicited. That sounds counter-intuitive.

There are many wealthy people who don't want to talk about money and others who tell you they don't want to be solicited. It's a challenge, certainly, but it can be overcome. One of my mentors was just such a person. He didn't like talking about his personal giving but he did love to talk about what was going on with the organization. And more than anything, he liked to give advice. I asked for it frequently. Sometimes he would become especially interested in an idea and would ask, "How much would it take to do that?" And that would usually lead to a nice check.

Can you be too close to someone to ask them for money? And, if so, what's Plan B?

Absolutely. There are people I won't solicit because the relationship is too close. But I will help others develop a plan of action and I don't mind opening the door for other fundraisers, making the introduction. One of my boyhood friends—a man with quite a lot of money—is someone I finally decided I could solicit. But I asked him first if he'd mind or would he rather be solicited by someone else. We had a good laugh, went off for a beer, and I came away with a contribution.

Your book makes it clear that connecting with donors can take a while. When all the good work and time invested fails, it must be awfully frustrating, is it not?

Ted Williams was one of my heroes—he was a great hitter for the Boston Red Sox and practiced hard to get better and better. But when he stood at the plate, even with his remarkable hand-eye coordination, he realized he'd fail more often than not. One season he batted .406—an amazing average. That means, the greatest hitter perhaps of all time struck out, grounded out, and popped up more often than he got a hit. Fundraising is like that. You work hard but you don't expect 100 percent success. You just try to improve your average and hit for extra bases when you can.You're a huge proponent of thank you letters, aren't you?

I write "thank you" letters obsessively—they're one of the secrets of truly effective fundraising. Sometimes people ask me: "What should I say in my letters?" That's a completely wrong-headed question. The whole point is that there is no formula. The letters must be personal, often citing some wonderful thing a donor or a member of the organizational family has done recently. Sometimes I send an article that I know will be of interest or share something humorous. And often the best letters are those I send for no reason at all—a note or a card that says I'm thinking of them.

You claim in your book that you can predict "with a fair degree of accuracy who's going to be an effective fundraiser and who isn't." Tell me the clues you pick up.

Self-confidence combined with interest in other people. These are individuals willing to look me in the eye, offer a firm handshake, and show curiosity. They're willing to engage, and, most important, they show a talent for listening. On the other side, I've rarely met a good fundraiser who scowls a lot or looks depressed. The first three letters of fundraising are "f-u-n," after all.

Many have the impression that fundraisers have to be gregarious. Need introverts apply?

It's funny—some gregarious people are terrible fundraisers. Everything's about them. On the other hand, skillful fundraisers can be modest and quiet—and great at listening. They draw out the donor and find topics he or she wants to talk about. But it is true, if you lack self-confidence, you probably won't be good at raising money. You have to be able to make others feel comfortable.

What's the worst mistake a fundraiser can make?

If there's one mistake I've made all too often, it's not paying attention to donors' children. They're the ones, after all, who will someday come into the family wealth. And once they do, it's too late to cultivate a relationship. Because kids like to strike out on their own and usually don't want to mimic their parents' philanthropy, I try to find activities and programs for them that are completely different from the ones their mothers and fathers are supporting. 
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Monkey-Human Ancestors Got Music 30 Million Years Ago

11/14/2013

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Discovery News, Nov. 12, 2013
Music skills evolved at least 30 million years ago in the common ancestor of humans and monkeys, according to a new study that could help explain why chimpanzees drum on tree roots and monkey calls sound like singing.

The study, published in the latest issue of Biology Letters, also suggests an answer to this chicken-and-egg question: Which came first, language or music? The answer appears to be music.

"Musical behaviors would constitute a first step towards phonological patterning, and therefore language," lead author Andrea Ravignani told Discovery News.

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Managing Director Job Posting

11/13/2013

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Managing Director Job Posting
Application Deadline: 
Dec 10th, 2013
PDF Version: 
Managing director JOB POSTING REVISED TI BJ KS.pdf

Welcome to Presentation House Theatre, your neighbourhood professional performing arts centre with all kinds of shows for all kinds of people. We are the place where children, youth and adults from different communities come together for a shared experience in professional theatre and performing arts. We create this shared experience by building bridges between professional artists with over 10,000 hours of experience and the community, eager to appreciate quality artistry; between generations with programming that brings in very young children, as well as adults and seniors; and between the diverse cultures of the North Shore with programming that reflects our diversity in taste and experience. So come visit us to Laugh, Cry, Think, and Learn.

Organization Name: 
Presentation House Theatre
Job Description: 
The Managing Director will work co-operatively with the Artistic Director in maintaining Presentation House as a vibrant performing arts space and public venue, serve as the administrative lead and implement policy, oversees all finances, works closely with the Board of Directors, and supervises all staff outside of production.  The Managing Director will serve as the lead for Presentation House with the City North Vancouver. 

Responsibilities: 
  • Develop, monitor and maintain administrative procedures
  • Human resource matters
  • Develop and maintain organization operating plan
  • Oversees the development of annual operating budget for program and building, fund development and the organizations financial operations
  • Overall management of Presentation House/Anne MacDonald buildings and grounds
  • Lead fund development plans and strategies
  • Co-ordinate funding applications for grants from municipal, provincial, national and international funders
  • Oversee all marketing materials, sales and initiatives

Qualifications: 
  • Experienced leader in the arts and preferably in theatre
  • Effective communicator
  • Experience and proficiency with financial management and planning
  • Proven record in fundraising and ability to manage relationships with donors, funders and sponsors
  • Experience in writing of grants and applications for support
  • Proficiency and experience with computer software programs that support finance, operations, marketing  and communications
  • Experience in venue management and operations

How to Apply: 
  • Posted to Presentation House Theatre or emailed to search@phtheatre.org by December 10, 2013 and directed to Search Committee – Managing Director
  • Only candidates interviewed will be contacted
  • Position to be filled by January 10, 2014 or as determined

Name: 
Search Committee
Email Address: 
search@phtheatre.org
Phone Number: 
(604) 990-3473
http://www.phtheatre.org

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