The informative report on “Philanthropy’s Rural Blind Spot” by Robert Atkins, Sarah Allred & Daniel Hart, in the Spring 2021 Stanford Social Innovation focuses on the lack of philanthropic support for rural areas in New Jersey. It also rightly acknowledges that that imbalance exists nationwide. The pandemic has intensified the challenges that many of our […]
Hargrove International is pleased to work with the Appalachian Regional Commission to offer custom coaching assistance to nonprofit organizations impacted by COVID-19. Delivered through the new Appalachia Nonprofit Resource Center, the instruction for more than 100 organizations focuses on financial management, mission & operations, and fundraising. Curated content will also be available to all organizations […]
A Development Audit – often referred to as a Development Assessment – is designed to determine an organization’s ability to raise annual operating support. While it is similar to a Feasibility Study in several aspects, it is almost always internally-focused, may include comparative analysis with “best practice” organizations, and does not include usually confidential conversations […]
Using an outside professional is important for three reasons. First – using a consultant allows you to access the expertise you probably don’t already have on your current staff. Second – an outside consultant can often identify, during the course of confidential conversations with key staff and volunteer leadership, potential problem areas that warrant attention. […]
A Case Statement – also called a Case for Support – is a concise description of the need(s) the campaign is designed to address, the impact it will have on the organization and those it serves, and the amount of funding required. It will often include a preliminary design for bricks-and-mortar projects. While Case Statements […]
There are some problems with mandatory minimums. They don’t recognize that individuals have widely varying capacities. And minimums often turn into maximums – almost like dues – that discourage those who can do more to do so.
Yes, all board members should make an annual unrestricted cash contribution. And we believe that every board member should play some active role in generating philanthropic support. That can be by identifying prospects, participating in or hosting cultivation events and activities, accompanying staff on solicitations, chairing fundraising events, and/or actually “making the ask.”
The board plays a significant role in generating contributions – both through their own gifts and in cultivating and soliciting others. How can we raise the funds we need without a large board?
First of all, congratulations in having such an engaged board with respect to philanthropy! Many organizations bolster their board’s fundraising by creating advisory or honorary boards. Emeritus boards can also help you maintain relationships with former trustees. And many organizations’ bylaws allow non-board members to serve on standing committees, including the development committee.
A capital campaign is designed to raise funds for bricks-and-mortar projects. A comprehensive campaign has several components, including – for example – capital, project, endowment, bridge fund, and/or operating needs.