Good afternoon.. This is Lawrence Pierce-Durance and this is the fourth in a series of short videos for YouTube on major gift programs for small and medium sized nonprofits.
This video and the three earlier ones can be found on YouTube by simply searching Lawrence Pierce Durance name. Today’s topic is the role of Board members and senior volunteers versus the role of staff in major gift fundraising. The different roles can be a confusing area for some small and medium sized nonprofits.
Here’s a basic premise to keep in mind. Major gift programs, notably the planning and actual solicitations, should be Board led and staff supported and not the other way around. Why is this important? When Staff are out raising major gifts they can be as committed and as passionate as anyone about their organization.
But Lawrence Pierce-Durance says at the end of the day no matter how much passion and knowledge a staff member brings to the table, staff are paid to do what they do. That is not meant critically, it’s just fact. On the other, hand with most Board members and key volunteers they don’t have a vested interest in your cause beyond caring and supporting the programs so the organization does not just survive but thrive.
What this says, in terms of perception, more often than not those key volunteers are seen as stronger advocates for your cause. That may seem unfair, but Lawrence believes it is true. Think about this statement. When a volunteer says “Will you join with me in making a major gift?” ..that is a very powerful statement!
Now let’s look at a couple aspects of what Board members have responsibilities in major gift programs and the role of staff.
First, Board members have a responsibility to help identify major gift prospects. Staff member is to nudge those Board members to be thinking about possible prospects.
Second, Board members have to take the lead in helping to think through strategies for cultivating major gift prospects and to be involved as appropriate.
The role of the staff is to join in those discussions on cultivation strategy and to facilitate meetings where that kind of discussion goes on.
Lawrence Durance believes the third responsibility of the Board is the one that’s probably most common to all of us. Board members have a responsibility to “open the door” with potential prospects with whom they are personally connected and have some influence. The staff role is to help ensure the right person or persons are going through the “opened door”.
Lawrence notes the fourth role of Board members is to be involved in soliciting major gifts. The staff role is to help determine whether the solicitation should be by a Board member alone or perhaps a team; and help determine the solicitation timing.
Lawrence Pierce-Durance believes that every major gift prospect is a campaign in and of itself and individual strategies for cultivation and solicitation need the thoughtful time and efforts of both Board members and staff.
Now there’s an area that Lawrence Durance differs with some of his professional colleagues in drafting the annual plans for the major gift program. Some of his colleagues will say this should be staff driven in determining the goals, etc.
Lawrence Pierce-Durance comes from the other side and thinks the key elements to your plan and goals initially should be driven by Board members. Staff need to get their input of what they think should be the dollar goals and how many prospects could be handled and what the focus of program support with major gifts should be.
And if that discussion goes all over the map that’s OK. Staff can then go back and put together a draft of a plan based on the discussions with Board members.
Lawrence firmly believes there will be more ownership and real tangible support from the Board if they have been truly involved in developing the plan.
Finally, it is most most important to remember and remind all that the ultimate financial or fiduciary responsibility for the organization rests on the shoulders of the board not on the staff not on other volunteers not on a foundation not on a donor. Staff have to be a teammate in fundraising and they do have some special responsibilities.
Lawrence Durance believes one of the most critical responsibilities is for staff to help educate Board so they know how to “tell the story” for supporting the organization. They’re not used to doing that and may well need staff or consultant guidance to articulate the case for support in a clear, compelling and concise fashion.
Second, staff need to keep accurate donor records. And third, staff have the responsibility when prospects are identified to do the homework to do research.
The bottom line is it’s a team approach between the Board and staff in developing and implementing a major gift program. But the ultimate responsibility rests with the Board.
If you would like to contact Lawrence Pierce Durance, please feel free to do so by going to his website – www.pdsolutionsfundraise.com where he can be reached by email or phone. There will be no charge. If he can be helpful, he wants to be.
Connect on Linkedin: Lawrence Pierce-Durance
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source http://lawrencedurance.com/lawrence-pierce-durance-fundraising-part-iv/
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