Ever heard of “beginner’s mind”? It’s a practice in Zen Buddhism that refers to cultivating an attitude of openness and eagerness, where the dreaded refrain of “we don’t do it that way here” has yet to take hold. At the beginning of a new job, a new venture, or new relationship, we are truly in a state of “beginner’s mind” — and that is exactly where I find myself as I near completion of my first month at The Collins Group.

Five observations from this beginner’s mind:

1. Consultants and fundraisers are alike in one key way – we’re optimists. We have to be because the forces of negativity, especially given the economic climate we find ourselves in, are too daunting otherwise. We need to continue to believe that the world still needs our services – in many respects now more than ever.
2. The one question that each nonprofit must answer is this: How are you making the world a better place? It’s not about a new building or a larger endowment. Those are tools to accomplish your mission, and that mission must point to a world, a neighborhood, a community that is better off after the money is raised than it was before.
3. Confidence is everything. The Collins Group is the master of the Campaign Feasibility Study – surveying a nonprofit’s philanthropic landscape and determining whether it can raise a pre-determined dollar amount. A CFS is part science and part art, but mostly it is a confidence builder. A well-done CFS helps the entire organization move forward with self-assurance.
4. An outsider’s view is critical. In the fund development game, if the donors (i.e. the people with the money) aren’t in sync with a nonprofit’s latest initiative, all the passion in the world won’t get the job done. By working with a wide variety of nonprofits and their donors in the Northwest, my colleagues at The Collins Group have a great sense of which way the winds are blowing and how to best position your campaign for success with the people who matter: the donors.
5. A great campaign requires great volunteers. No one else carries the gravitas of a well-spoken, well-intended volunteer. Professional fundraisers are crucial to a nonprofit’s success, and they are paid to like their causes. Volunteers aren’t. That makes all the difference in the world.

I may be new at The Collins Group, but I’ve been a professional fundraiser (and an employer of fund development consultants) for close to 20 years. Seeing my new colleagues in action is a privilege and an education in how to help an organization get from here to there. I look forward to engaging more fully in the work in the weeks and months ahead, hopefully with my “beginner’s mind” fully engaged.

Filed under: Consulting by James Plourde on October 11, 2011
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Congratulations to Stuart Grover, TCG Chairman Emeritus, for receiving the Cooperative Achievement Award from the Group Health Cooperative this past Saturday. The Cooperative Achievement Award is given each year to a consumer or group of consumers whose efforts impact the health of Group Health members, the community, or the Cooperative in a new exemplary fashion.

Stuart is currently serving as chair of the Standing Nominating Committee (SNC) and serves on the Group Health Foundation Board. As chair, he has fostered a committee environment based on mutual respect and trust. He worked with committee members, staff,  and Group Health leadership to drive improvements while fulfilling the SNC’s responsibilities to attract and vet applicants with skills and experience needed by Group Health trustees. Prior to his service as chair he was a member of the SNC  from 2007-2008. In addition, Stuart has shared his extensive fundraising experience with the Group Health Foundation Board, first in 1980s, and then again from 2005-2011.

GHC states and we concur, “His expert leadership and governance experience, his great listening skills, and willingness to share his real-life experience have improved the abilities of every group on which he has served.”

Filed under: Consulting by Blair Feehan on October 4, 2011
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The Collins Group is proud to announce our newest team member, James Plourde. With more than 20 years in development and the Northwest nonprofit sector, James brings fresh ideas and a resourceful attitude, as well as grounded experience, to his role as Senior Consultant.

James comes to us from Pacific Lutheran University where he helmed the development team as Director of Campaign and Strategy and led a $128 million capital campaign, and later served as Acting Vice President.  Prior to PLU, James spearheaded successful fundraising campaigns at Charles Wright Academy and Franciscan Health System (both former Collins Group clients).

Originally from Bristol, Connecticut, a younger James graduated from Southern Connecticut State University and jumped on a Greyhound bus to the Northwest. After an excruciating week (Chicago is not halfway between Connecticut and Tacoma, he unhappily discovered), he arrived in Tacoma, where he continues to live today. James also holds Masters degrees in Journalism from the University of Oregon and in Transforming Spirituality from Seattle University.

James looks forward to the sense of exploration and openness that comes from a taking consulting point of view and to using his years of in-house experience to find new ways of approaching his work with TCG.

Welcome to the firm, James!

Filed under: Consulting by Blair Feehan on September 30, 2011
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Know of anyone who might be a great fit for a Development Director position at this dynamic organization? If so, read below (and feel free to forward!).

SEATTLE YOUTH SYMPHONY ORCHESTRAS: DEVELOPMENT DIRECTOR

• The Development Director is a key member of SYSO’s management team, and is the principal fundraising strategist for all of SYSO’s development activities.
• This is a full-time exempt position with competitive salary and excellent benefits including four weeks of paid vacation, health, vision and dental coverage and the opportunity to contribute to a 403(b) retirement plan.

Position Description:

The Director of Development is responsible for:

• Oversight of all aspects of the development program, including personnel, budgeting, evaluating and reviewing development efforts.
• Direction and leadership to the Board regarding the Board’s role in development.
• Strategic oversight and implementation of all development initiatives in collaboration with the Board, volunteers and staff.
• Strategies for identifying, cultivating and soliciting major and planned gifts.

Reports to: Executive Director

Responsibilities:

• Manages all aspects of fundraising programs.
• Prepares annual development plan and associated operating budget for implementation and attainment of annual goal of approximately $500,000.
• Oversees coordination of strategies for all development programs.
• Provides necessary support and assistance to the Executive Director, Board members, staff and community members raising funds, and insures coordination of efforts.
• Works closely with Board of Directors and Development Committee, and has direct contact with the chair of Development Committee.
• Actively develops prospects and seeks support throughout the community in conjunction with the development plan. Acts as a representative of the organization and serves as public speaker at events as needed.
• Maintains awareness of activity of state and local governments affecting the nonprofit community. Acts as liaison to these agencies.
• Lead, manage, mentor and evaluate a two person Development team including a grants manager and data coordinator, overseeing the responsibility for foundation, corporate, and government funding proposals and maintaining constituent database, executing gift acknowledgements and reports for board and meetings.
• Work closely with the Executive Director to serve the organization’s donors and board members and to support stewardship strategies for top donors.
• Coordinate with the Executive Director, communications director and staff to ensure integrated marketing and development activities and develop fundraising materials that enhance SYSO image and promote its fundraising activities to donor community.
• Oversee the planning of fundraising events such as the Gala brunch, Musicales, School partnership events, Marrowstone Mingler, and alumni gatherings and provide direction and oversight to ensure maximum financial and institutional results from such efforts.
• Engage potential contributors in SYSO’s plans, goals, dreams and initiatives and encourage them to establish or contribute to special funds through endowments, trusts, bequests, or other planned giving vehicles.

Qualifications:

• A passion for SYSO mission.
• Capacity for strategic thinking and planning.
• Proven track record as a successful fundraiser.
• Experience recruiting, training, managing and motivating volunteers.
• Proven experience in developing and managing budgets.
• Knowledge of fundraising data base systems.
• Strong organizational skills, including the ability to juggle multiple tasks and meet deadlines.
• Excellent writing and public speaking skills.
• Ability to lead and create innovative approaches to involve the board, alumni, and donor community.
• A can-do attitude and excellent interpersonal skills.
• A sense of humor and a proven ability to operate within a fast paced environment.

Experience:

• Minimum 5 years experience in fundraising management.  Major Gift experience preferred.
• Bachelor’s degree plus advanced business and/or fundraising training. CFRE desirable.

Send cover letter and resume to devsearch@syso.org

Filed under: Job Openings by Blair Feehan on September 15, 2011
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Labor Day has long signified the end of summer, but more and more it seems to signal the beginning of the holiday season. While I am personally amazed by people who complete their holiday shopping before December, when it comes to fundraising and gifts, I’m a firm believer that early September is an excellent time for fundraisers to update their year-end plans.

The Chronicle of Philanthropy reported on a new survey that indicates two-thirds of donors plan to cut back on their charitable giving in the coming months due to economic uncertainty or personal circumstances. Considering many nonprofits receive 40 percent or more of their total contributed income between October and December, expect to see another challenging year for meeting revenue goals.

Below are some suggestions for bolstering fundraising plans to make the most of the year-end giving season:

1. Send an impact letter now. Before asking your donors for gifts during your fall or winter campaigns, send a stewardship letter thanking them for their last gift, and articulate how their gift helped further your mission.
2. Set meetings with your top donors. Face-to-face meetings with top supporters are critical for generating major gifts. It is hard to get meetings in November and December, so the time to schedule October meetings is in September (which means now).
3. Ramp up your online giving opportunities. The same gloomy survey referenced earlier offers a bright spot: nine out of 10 donors who give online plan to continue to make donations. Donors are much more comfortable making online transactions than they were just a few years back, so make it easy for them! Network for Good has a great Online Fundraisers Checklist, and the Social Media 4 Nonprofits blog is another great place to get tips to integrate and improve your on-line presence.
4. Secure a challenge grant to create a sense of urgency and leverage. As many times as this strategy is used, it continues to be effective. Donors love to know their gift is going further, and this goes for the “challengers” as well.
5. Thank properly. It goes without saying, but you never know when a donor who gave to your fall appeal will decide to give more before December 31. If your donors have a great experience, you may just end up at the top of their list.
6. Follow up requests to those who don’t respond. It’s a busy time of year so a follow-up letter or email with a link to give can be an effective reminder. Don’t convince yourself it will be received as an annoyance.

Are you trying new approaches, or have you found certain strategies particularly effective at year end? Please share!

Filed under: Donor Recognition, Donor Relations by Natalie Lamberjack on September 7, 2011
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My one-year-old has a tummy ache, or at least he did in the middle of last night. After an hour of cooperative efforts to quell his angst and crying, I decided to spare my wife some of the noise and walk around with him for a bit.

With lights dimmed, we walked from room to room around our house. The amber glow of the lights in an otherwise dark room clearly sparked a certain wonder in his eyes as he perked up out of his semi-conscious state and began a constant stream of baby chatter while his eyes moved from light to light.

As we settled on the living room sofa, I became fascinated in his amazement. He was visibly processing new information, discovering lights that have always been there, but are now seen in a new and different way. I know those young eyes will be discovering new and amazing things for many more years and indeed I hope it never ends.

My time at The Collins Group has given me far more than what is expected from a job: it’s provided me a constant stream of personal amazement and inspiration. During my tenure, I’ve had the opportunity to sit around the table with or stand before dedicated nonprofit leaders, selfless volunteers, and some of the smartest, kindest, and best-looking colleagues one could ever hope for.

As I prepare to move on to lead the Bainbridge Community Foundation, I can think of a number of lessons that I’ve learned from the amazing people who have surrounded me. I will carry them forever in my personal and professional life and offer them here for your own consideration. (It should be pointed out that Stuart Grover, chairman emeritus of The Collins Group, is celebrated for his ability to summarize broad and complex concepts into three easy points. I have five. I guess I still have more learning to do.)

In no particular order (in fact, if I could present them in a circle, I would):

• Be honest: Honesty is the root of good communication and communication is the foundation of understanding
• Be brave: Leadership is the single greatest asset of success and to be a leader means stepping out of your comfort zone. I credit my clients for showing me this (you know who you are)
• Foster innovation: Fostering innovation and creativity encourages us to challenge old concepts, deconstruct them, and build new strategies with a much deeper understanding of how it can be successful.
• Laugh: You know it’s important, so do it more often, eh? It is a magic cure for the blues, a great reliever of stress and perhaps the strongest thread in our social fabric
• Help others (to do the above): Humans are social animals. We’re not built for going it alone. We owe it to each other to help one another out.

So, thank you all so very much – to my clients who have all become friends, to my colleagues who always have been, and to those of you who I haven’t met but will no doubt learn something from in the future. Thanks also on behalf of my little one-year-old who is fascinated by an evolving world around him, made better, by you.

Filed under: Uncategorized by Jim Hopper on August 30, 2011
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Former client Women’s Funding Alliance has launched a search for its next ED, and we promised to spread the word about this chance to work at this fantastic Portland organization:

This position offers a unique opportunity to lead a dynamic organization to new heights and serve as an important public figure in the community.

We are seeking a visionary and ambitious leader who shares WFA’s values and contributes to the caring and passionate culture of the organization. The incoming ED will embrace the work of making a better world through social change and building a movement for women and girls! The new ED will develop strategy, champion innovative programming, and be actively engaged in fundraising. The ideal candidate will be someone who is intellectually curious, takes appropriate risks, and leads change and growth elegantly.

The full job description can be found at: http://www.wfalliance.org/joinus/WFA_ExecutiveDirector_Posting2011.pdf.

If you know someone who might be a fit for this opportunity, please encourage them to contact Lara Cunningham at Waldron (lara@waldronhr.com).

Filed under: Job Openings by Blair Feehan on August 16, 2011
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“It’s like a reverse Fight Club, where the first rule of Google+ is that we only talk about Google+.”

I must admit: this quote definitely summed up my first week on Google’s newest contribution to the social networking field. No one was quite sure why they were on Google+, but by golly they were going to talk about how empty it felt, or how it was sort of like Facebook (but not really), or how they were packing up all their other online identities and becoming devoted Google+ disciples. I joined to satisfy my curiosity, finally have a social network I felt comfortable enough on to connect to everyone I know (instead of only friends or only family), and to see whether Google+ really is the end-all, be-all to social networking for both businesses and individuals.

So far I’ve joined, made a few circles (closed networks-within-networks that allow you to pick and choose whom you share posts and information with), posted links and videos to my “stream” (the centralized place where friends’ posts pop up), +1’d (a wordless affirmation of someone else’s post akin to “liking” something on Facebook), checked in at a location, changed my profile picture (no small feat), used the mobile Google+ app,  and participated in a “hangout” (video chat for up to ten people).

Some things I like:

• Selective sharing: It’s nice to be able to let only my family know I’ve touched down safely after a flight without polluting my friends’ “streams,” or to share a work link with coworkers.
• Integration with other Google products: If someone shares a YouTube video with me, or I come across a fantastic article thanks to news-aggregator Google Reader, I can reshare with the click of a button instead of having to sign into Facebook and post it manually. I’m someone who’s increasingly reliant on Google for reading the news, sharing and editing documents, and chatting and emailing with my friends, so I appreciate this seamless integration.
• The idea of “starting over”: Facebook is bloated with information we didn’t post ourselves because we can tag our friends in posts, photos, videos, and more, which means there’s information on Facebook that’s extremely hard to control.  Google+ gives us a chance to recreate our online identities from the ground up with the wisdom of five or six years of learning about online privacy via other social networking. Maybe I’ll finally be able to run for president now that my social network doesn’t show a picture of me with a box on my head from a theatre production I was in from high school.

Some things I don’t like:

• Unintuitive user interface: It took me ten minutes to figure out how to change my profile picture because of all the ways there are to share information on Google+. I certainly acknowledge the learning curve, but Google+ isn’t without its frustrations around posting and interacting with your friends.
• No businesses allowed: Google+ is only allowing people with Gmail addresses onto the site right now (along with a few lucky businesses, like Ford), which means it’s much harder for businesses to set up pages and start plugging. As a marketing professional, this is frustrating: I want to reach the people, and this is where the people are going! (As a consumer, though, this friends-only feature is pretty delightful.)
• Is it really more private? Sure, you can control who sees what better than on Facebook, and it’s touted as protecting your information better. But Google is just as savvy (if not more so) about reading our emails and posts and targeting its services at us. I always find it a little eerie when Google suggests a product to me or tells me to add an event to my calendar based on the contents of my email. We’ve already passively allowed Google into our private lives: is that why it’s easier for us to laud its privacy controls while continuing to fight Facebook’s?

Google+ isn’t a fully-realized networking site just yet, but it gives us a great glimpse into the future of online interaction. How might our time on the web be different if we could both work and play on one network while keeping these lives in separate “streams”? How many more people would we be able to actively interact with if Google+ becomes a “trusted” social network?

I think the marketing impact is pretty negligible at this stage. Many of the early adopters to Google+ are technically-inclined social media gurus already inundated with information via Facebook and Twitter: no need to target them a new way, especially since there isn’t enough critical mass on Google+ just yet.  If Google+ continues to keep businesses out, Google+ could become a resource for friend-generated recommendations without corporate bias. I’d certainly rather learn about a trendy new restaurant or concert because a friend +1’d it instead of a targeted, impersonal Facebook ad. As of right now, though, there simply aren’t enough people on Google+ to warrant an all-out marketing barrage (to the relief of TCG’s Marketing Director), and I doubt Google will keep businesses away from the table for long.

But what about fundraising? How would the power of an ask change if it were face-to-face via Google+ hangout instead of by phone? Is Google+ intimate enough to act as an external database, to keep track of and ultimately engage donors in a way Facebook and Twitter can’t?

In the meantime, are you on Google+? If so, find me so we can continue to learn about its capabilities together. After all, what’s a social network without a gaggle of people to interact with?

Filed under: Trends by Blair Feehan on August 9, 2011
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Unless we work in healthcare, most of us avoid stepping into hospitals and medical centers except for the occasional visit to our doctor. Earlier this month, a family member had joint replacement surgery, affording me the opportunity to temporarily observe and indirectly experience high-quality care at Seattle’s most prestigious community hospital.

The business of healthcare today is staggering. In a report released recently and reported by the Associated Press, the nation’s health care tab is on track to hit $4.6 trillion in 2020, accounting for about $1 of every $5 in the economy.

As impressive as the projection is, the level of spending today is already staggering. U.S. health care spending this year is projected to top $2.7 trillion, or about $8,650 per capita, roughly $1 of $6 in the economy. Most of that spending is for care for the sickest people and roughly half is paid for by public sources, primarily Medicare and Medicaid.

The Giving USA report released in June 2011 reports that an estimated $22.83 billion was given in charitable contributions to health organizations across the country last year. This was a slight decline from 2009, 0.3 percent adjusted for inflation, following a 4.4 percent increase the previous year. Healthcare makes up 8 percent of our total giving, about half as much as is given to education and only a fourth of what is given to religious organizations.

With giving to healthcare making up less than 1% of total healthcare spending, it’s a challenge for philanthropic services to convey the difference it makes. The message is important to convey to potential donors, and equally important to top administrators and governing boards. Total giving is far less than the level of uncompensated care provided in our country, not enough to make a significant difference in completing the major capital projects under construction at nonprofit and public medical centers across our region and country, and just a drop in the bucket of what is really needed to reform health care.

Yet, we see very successful emerging sectors within healthcare philanthropy that are effectively conveying the difference that giving makes.

Since the Great Disruption (aka recent recession) started in 2008, our firm has very successfully provided counsel to a number of community health and mental health centers throughout the Northwest. With federal funds investing in an expansion of access to primary care through community health centers and stimulus dollars available to “shovel ready” capital projects, our region will soon benefit from significant increased capacity.

The new health center for Anchorage Neighborhood Health Center will open next year, and serve as the healthcare home for nearly 20% of Anchorage’s residents.

Navos will soon open its new Mental Health and Wellness Center in Burien, moving its outpatient services from a converted elementary school now under Seatac Airport’s busy new 3^rd runway. The new 3-story, 45,000 square foot facility will continue Navos’ tradition of innovation and incorporate a primary care health clinic within the center.

Just a few months ago, Neighborcare celebrated the opening of its new Rainier Beach clinic, and has additional expansion plans in the works.

Each of these three new health care facilities are stunning in their design and appeal, and welcome residents of diverse backgrounds and incomes through their doors.

While we all may want to avoid a trip to the doctor until it’s needed, and are concerned with a bit of a loss of dignity as we disrobe for an exam or share our intimate concerns, it is with great pride that we can celebrate the difference philanthropy makes when the door that a patient enters conveys full respect for their right to quality care.

Filed under: Donor Relations by Aggie Sweeney on August 2, 2011
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A 30-year veteran fundraising professional recently shared with me that she and her husband had decided to include four of her former nonprofit employers in their estate plans. At each of these organizations, she was given the opportunity to make significant contributions, engage in meaningful work, and, in one case, be a part of saving the organization from the brink of financial ruin. She felt a deep sense of ownership after helping to revive the organization and announced her plans to make a planned gift to the organization while she was still an employee. Just like a major donor, the story of her gift was included in the newsletter.

She made this significant gift because the organization invited her to have a voice in its future. Despite the organization operating in the red, she stuck around because her daily work was meaningful and was part of a bigger vision that she had helped to forge.

Some of our most dedicated flag bearers are sitting in the offices next to us, and we should be cultivating them with the same attention and gratitude that we give to our major donors. Like donors and volunteers, nonprofit employees are investing sweat, tears, and years of their lives to further the mission. If we neglect to notice this, we risk losing employees who have engaged deeply with our mission, have a braintrust of program, donor and organizational history, and could very well be donors.

Nurture your fellow staff members’ professional development yearnings and long-term investment in your mission while they are still staff members and you will be rewarded with passion, a sense of connection, and, often, financial support for your organization.

Three Simple Staff Cultivation Practices:

1. Offer a Place at the Table—Just like donors, employees can find renewed energy from generative, big picture conversations. Set aside time for intentional, regular (quarterly or monthly) conversations with your colleagues about how specific parts of their job make a difference in the success of the organization’s mission, ideas for how to improve operations, and what they need in order to grow in their roles at your organization.
2. Recognize and Celebrate Accomplishments—You write your donors handwritten thank you notes for investing time and treasure in your organization: why not do the same for employees? After the grant is mailed or a program concludes, take the time to publicly acknowledge the staff’s hard work as well as a personal expression of gratitude through a note or over lunch.
3. Identify Opportunities for Meaningful Engagement—We know the best way to develop a major donor is engagement. We populate our committees, work groups, and advisory boards with volunteers and donors. Why not invite colleagues to carve out some of their work day to devote to special projects that both engage them in bigger picture work and help advance the mission?

Filed under: Donor Recognition, Donor Relations by Julie Bianchi on July 19, 2011
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