PERSPECTIVES ON CANADIAN PHILANTHROPY VOLUME 10 • 2015

FUNDRAISING SACRED

WHICH ONESCOWS NEED RETHINKING WHICH ONES NEED TIPPING [  ] Perspectives on Canadian Philanthropy is a publication for Canadian CEOs, volunteers, and professional leaders in the philanthropic sector. Our goal is to provide a review of the sector that will help to inform decisions and strategies.

PERSPECTIVES ON CANADIAN PHILANTHROPY VOLUME 10 • 2015 FUNDRAISING PRESIDENT’S MESSAGE SACRED COWS

It has been quite a year for Offord Group. As we entered or quite true, or, as we found in some cases, true in into our 11th year as a firm, we announced a merger with new ways. To do that, we relied on our work with “Feasibility” is the Primary Value of a Planning Study 4 our long-time strategic partners, Marts & Lundy. Many clients, as well as our collective experiences before months in the making, this is a marriage of shared values becoming consultants, working as fundraising leaders The Goal Should Always Be and a common drive to improve the sector and our service in the field. In discussing this topic around the Bigger Than the Last One 6 to clients. The response among our clients and friends in management table, and our collective responses to it, Your Case Needs to be Final the fundraising sector has been overwhelmingly positive. I realized that this is fundamentally what differentiates Before You Can Talk to Donors 8 You saw the advantages quickly – access to a robust and Offord Group – we seek wisdom not in rote repetition growing analytics practice, an international perspective, of standard approaches, but in applying lived Staff Know Better Than Volunteers 10 Offord Group has treated what we’ve come to call our Sacred Cow issue of Perspectives on Canadian Philanthropy a little differently. and broad experience in a number of different areas, all experience creatively and specifically for each client. OUR THINKING Cost of Fundraising is a Good Consider this, dear reader, wisdom from the Offord “editorial board”. Starting here, you’ll hear our collective voice in these articles, as well while maintaining relationships and work here in Canada. Way to Measure Performance 12 ON SACRED COWS as some of our personal pet peeves. Have we missed your own fundraising bête noire? Let us know at [email protected] For the last few years, we’ve been exploring different Some of those I’ve spoken to have asked why we pursued ways for Offord to grow. It became evident that our You Shouldn’t Talk Publicly About this merger. The answer is tied to the theme of this issue top priority in doing so was maintaining our custom the Campaign Before the Launch 14 of Perspectives on Canadian Philanthropy, even though approach and developing fresh, insightful, and Your Best New Major Gift Fundraiser ALISON AVON ROBIN NICHOLAS the direction of the magazine was settled long before the evidence-based service for our clients. Integrating is Someone’s Last Major Gift Fundraiser 16 HOLT MACFARLANE FOWLER OFFORD merger was formalized over the summer. Let me explain. our work with Marts & Lundy means that we can do so immediately and at a scope far greater than Consultants Are Only Necessary If You Managing Director, Vice-President Senior Counsel President Don’t Have the Staff to Do the Work 18 Each year in this space we try to use our experience in we could have achieved on our own. Communications & Senior Counsel the field to come at ideas, trends and issues in the sector Offord Group Merges with Marts & Lundy 20 “I like to think that the good work we’re doing at Offord “Arriving at a goal is not a precise science. “The most successful campaigns I have seen “I don’t remember seeing a traditional from a fresh perspective. Last year, we talked about the Over the coming year, you’ll be hearing more with smart, successful, ambitious fundraising leaders Goals should never be pegged against what work when there are great partnerships between feasibility study that could accurately predict top 10 factors that will influence the sector in the decades about our services, our experience, and our thought The Offord Advantage 22 is building the perception of consultants as partners other charities in your sector are doing, because dedicated staff leaders and passionate volunteers, the behaviour of donors, especially since to come. This year, we wanted to talk about the future by leadership. I hope you enjoy this issue’s take on and motivators, not automatons with boiler-plate that has no relevance to your organization. some of whom may be on a cabinet, but all of most campaign success is predicated approaches. We’re problem solvers, sounding boards, You need to evaluate prospect potential, whom focus on a few specific and strategic on winning new people to your cause.” shining a light on age-old perceptions about fundraising – fundraising’s sacred cows and I hope you try your EDITOR Alison Holt, [email protected] and lightning rods, but we also bring perspective, urgency and impact before settling on a goal.” tasks at a time with the help of the staff team.” sacred cows, many of them – that were no longer true, hand at tipping a few of those cows on their heads. experience, and hard truths when they’re needed.” [email protected] DESIGN Angela Milana, 202am [email protected] 416-640-4138 [email protected] [email protected] Nicholas Offord | President, Offord Group 416-640-3595 416-640-3594 [email protected] [email protected] Copyright 2015. All rights reserved. Printed on recycled paper. 416-640-3598

SACRED COW Author James LaRose has caused quite a stir in fundraising At Offord Group, we prefer to avoid the word “feasibility”. We do, however, circles with his assertion (made through the title of a chapter of use the broader concept of planning studies to explore a wide range of important Whether his upcoming book) that feasibility studies are the “crack cocaine” insights. We use these conversations as productively as possible to elicit some “FEASIBILITY” of fundraising consulting. While guaranteed to get attention for the hard facts about the potential donor’s level of engagement, yes, but we also your project inventive comparison alone, the hyperbole shouldn’t overshadow a explore their attitudes towards the institution, their evaluation of the brand is feasible IS THE PRIMARY good question: what value do feasibility studies offer organizations? and case, and find out as much as possible about how they perceive the potential impact the campaign might have. That an organization is conducting a feasibility study implies should not be VALUE OF A Through the many studies we’ve done through the years, we have learned a great that the project is uncertain. In philanthropy, it’s seldom uncertain deal from some of this country’s most active philanthropists. We’ve also heard the focus of that organizations need to find a way to connect with donors PLANNING startling insights and ideas from people who had a forum to share them. And and secure funds. Language being a slippery thing, it is crucial to we’ve been schooled on how donors think, behave, and respond to charities. your attention. STUDY recognize that “feasibility” is not the same as “relevance,” and that uncertainty about an enterprise’s value or immediacy is different Our approach is far more holistic, more focused on the context of a campaign from uncertainty about its possibility. than on the campaign itself. We make sure our clients are not so fixated on the dollars that they are distracted from the questions that really matter, questions like: Instead, ask The traditional model of the feasibility study can be reduced to a basic question, perhaps the most basic in all of fundraising: “What is the potential? whether your “Can we raise x dollars?” In the investigation of this question, Do donors care about these projects?” too often the feasibility study can be perceived as a de facto project is solicitation. We have all seen the old-style feasibility study Because here is a fundamental reality of campaigns: Impact matters more important, line of questioning: “How much money would you give?” than meeting your goal. And that has almost nothing to do with raising money. And the rest is secondary. Our planning studies are an opportunity for an organization’s leadership and why. The result being, of course, that non-profits can focus on one and volunteers to really get what the mission is. It is also a chance for them outcome of the studies – can we achieve the goal? – and miss to really see if that mission – not the campaign – is resonating with donors. some of the nuances a well-conducted study can afford. In other words, instead of asking “Is this possible?” we ask, “What can we Possibility do to make people care?” The difference is narrow but deep – one is either yes or no, the other invites a world of possibilities. will follow. FUNDRAISING SACRED COWS 4 5

SACRED COW GREAT MINDS THINK... OF COWS!

In our collective decades of working in fundraising, we have rarely A case in point: Offord Group recently worked with a university THE GOAL experienced a donor increasing their gift simply because the goal client to build out campaigns that truly fitted the university’s culture: of the campaign was larger. The goals are immaterial to donors; this meant small, focused campaigns that were heavily volunteer- Just as we were prepping final art for this it is the project that matters. driven – and overwhelmingly successful. The client realized that SHOULD issue, we received the November 2015 issue building a community of donors and volunteers who valued and There is an arms-race mentality among some organizations. of CASE Currents. Imagine our surprise and understood the university would be of far more value in the long-term ALWAYS BE In some cases, it’s a recipe for failure. Too often, they are inclined (mild consternation) to see a story about the than a decade-spanning campaign in pursuit of a larger number. to conflate the size of the goal with the scope of the project – the Sacred Cows of Alumni Magazines. Who knew that cows would be so popular this year? BIGGER THAN two are not the same. This is often intuitively clear to donors, A lofty fundraising goal will do nothing to account for or mitigate but completely lost on the non-profits themselves. THE LAST ONE the biggest weaknesses in campaigns: a lack of due diligence on Back in our university days, we used to say CASE stood for Copy and Steal Everything. project concepts, weak leadership, poor donor relations, and It wasn’t derogatory – we always looked to The reality is that most goals are achievable in the fullness of dysfunctional management. Too many organizations embark on the organization for great ideas and samples time. As far as donors are concerned, there is no actual difference campaigns without fully defending a goal and without fully We fixate on goals as an indication of the success of a campaign. of what other schools were doing. But do goals matter? They do, but not in the way that you’re used between a $50 million campaign that takes six years and a $100 assessing (and articulating) the benefit. to thinking. Consider for a moment the perspective of the donor. million campaign that takes eight. While it is tempting to fixate In that context, the fact that CASE and Offord The average donor has no reference point for the credibility of on the numbers as representative of your organization’s ambition, have both come to the same great idea at the same time seems fitting. In the spirit of generosity, a goal. Say she gives $50,000 dollars – what does this mean in these numbers do nothing at all to indicate this. It is the quality So maybe goals do matter. we encourage you to check out their article the context of a $100 million campaign? of your campaign, not its quantity, that conveys ambition, and But not the goals of your more importantly, demonstrates to your constituents that you at www.case.org have a clear path to success. campaign. What matters is the goal (and impact) of your project. May the best cows win! FUNDRAISING SACRED COWS 6 7 8 TO DONORS CANYOU TALK FINAL BEFORE NEEDSBE TO YOUR CASE as well asthroughoutas well theentire campaign. why toolatthebeginning oftheplanningcycle, it’s aneffective such development, anddonorcome understandingall together. That’s planning.campaign iswhere strategy,The case fundraising brand in for theride,effort andstrategic bethemostimportant can be. togettingthestory,The journey along everyone andbringing are stories thesame. foundnotwo isthewaywe’ve itshould Which weaccomplish will withthefunds?), now? us? Why What (Why donor conversations. Andare whilesome elementsofcases requisite We complex ideasandprojects intocompelling andarticulate develop we’rea beautifulpublication thattoo). (althoughwedeliver after We work atOfford doalotofcase Group. Butit’s more than SACRED COW

back intothemix.back pitches. Tell it, testit, from learn thereactions, that andbring collateral, butinconversations, speeches, proposals, andearly-stage development,emerges through campaign case informal notonly behind, standforthestory. that thestory telling Butwealsoadvocate beused, soitcan publication afull going left thedistancetodevelop wouldknow,As any ofourcommunications clients wedoadvocate conversations go withdonors. outandstart than actually wouldpreferline fundraisers toplay forsupport around withacase cabinets, thatcampaign staffleadership,joke withclients front- even internally. drafts tosocialize onfronts all trying Weparalyzed (semi) internally.“out” untilitisperfected Infact, become some charities And yet, are organizations story loathetolettheirfundraising

a great wayaconversation, tolaunch beforeisoffthepress. thecase even you’regoing withastory tobearmed totell. going towantstart And that’s people inhelpingputtheelementstogether,engaged theright thenyou’re If you’ve followed Offord Group’s oftheCase(seesidebar), Rules andyou’ve rather thaninspirefine tunethedetails donors. their own aspirations. Still, it’s many feel organizations theirresponsibilityto atthesame time.for thecause The ones whoare tofurther usingyour cause beside you shapingideas. The ones whoare shrewd investors andemotional How faraway isthatfrom today’s donor? The ones whowanttoberight and area ofinterest. size andsomething thatfittheirgift donors couldfindtheirlevel sothey negotiated internally, againstanassetslist, adjudicated andpresented to byneed.bricks, itemized detaileddonor opportunities These were laboriously We beenaround have long enoughtorememberofold–books like thecases

of Ottawatonameafew, contactAlison:[email protected] work withtheHeart&Stroke Foundation,CNIB,andtheUniversity well before thecampaignispublic.To hearmore aboutourrecent of ourclientshavetakenadviceanddevelopedthecase some ofourwork.Notallsamplesare there, becausemany www.theoffordgroup.com/case_for_support.html ourwebsite Visit engagement andeducationtools. managed, buildingacaseforsupportisoneofyourbest Case developmentisfundraisingstrategy. Whencarefully Or viewbook.Thisisthestorythatwillmotivatedonorstoact. This isn’t yourannualreport. Orprospectus. accomplish togetherthatmatters. to youjustbecauseneedmoney. It’s whatyoucan It’s abouttheimpact,friend.Nodonorisgoingtogive should allbeabletofitseamlesslyintotheoverarching story. Make itstretchy. Emergingpriorities,ideasandproposals RULES OF THE CASE OFFORD GROUP

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9 FUNDRAISING SACRED COWS

SACRED COW Organizations are personified in the marketplace by the people Too many organizations still believe the old adage “if you build it, they associated with them. This includes staff leadership, yes. But too will come.” Instead, it is the organizations themselves who should be many non-profits underestimate the value that a strong board, setting an example and making it clear what they expect from volunteers. campaign cabinet, or advisory board can bring to the table. STAFF KNOW Organizations that have distinguished themselves with a well-honed This does include philanthropy, but also goes well beyond that. approach to boards and volunteers focus on next generation leadership. BETTER THAN As demographers never tire of reminding us, and as we reported in this very Volunteers bring an insider approach and a degree of critical thinking space only a few years ago, there is a whole generation of Boomers with time that may challenge an organization. This is a good thing. Instead of VOLUNTEERS and money and a desire – if not the expertise – to be high-level volunteers. fighting against the idea of volunteers as outsiders, let the rigour and acumen of a board member make your organization stronger, more Organizations that will experience success in the coming years will be efficient, and more articulate. those with the forethought and strategy to take advantage of the enormous What does your We understand that sometimes managing volunteers can be potential of that market. That will mean taking the lead and teaching new challenging, and can seem like added “work”. But fundraising We find that a top concern among clients is the board and board member volunteers how to engage with organizations, how to be champions, and yes, organization volunteers are instrumental to the success of a campaign or an engagement in fundraising. Recruiting experienced, active volunteers listening and responding to what matters most to them. organization, and organizations need to overcome their reluctance who can make your campaign or organization a success is obviously do best when it and nurture positive and mutually beneficial relationships that top of mind. But many organizations overlook what comes next: the In our experience, the best people in the fundraising business know how work for both parties. We must break down the wall between comes to campaign development of volunteers, which is crucial to outlining expectations to work closely with volunteers. An enormous part of the success we have the concepts of staff-led and volunteer-led fundraising. (both ways), providing them with a meaningful experience, and leveraging had in the past, and the success our clients have had in the present, has volunteers? them in the ways you and your staff need. Why treat your volunteers as been helped by the “stand-up” men and women who comprise the best necessary but marginal when you can instead treat them as vanguards of volunteers in the country.

your cause? Look for great volunteers, cultivate candidates, and, perhaps But you can’t rely on these volunteers finding you. Sometimes, you have to most importantly, coach them into fundraising roles. find them. Other times, they won’t be “found” at all – they have to be made. What attributes do you look for?

Let us know at [email protected] FUNDRAISING SACRED COWS 10 11

SACRED COW We have to ask: HERE’S WHAT SOME “Can we immediately replace that revenue, COMMENTATORS HAVE TO and if not, what is the transition plan?” SAY ABOUT THE COST PER COST OF DOLLAR RAISED DEBATE “Where does the new investment go?” FUNDRAISING What is missing in this debate is an analytical look at productivity. “What will our community of donors respond to?” At one end of the spectrum are organizations that are so lopsided Imagine Canada “How long will that take?” IS A GOOD WAY in their cost/revenue ratio that it’s a no-brainer. What we’re more http://www.imaginecanada.ca/sites/default/files/www/en/ethicalcode/ guide-to-giving-2011.pdf interested in is the middle ground – organizations doing important “Does leadership have the right criteria to make that call?” work, but raising funds from traditional or grassroots communities TO MEASURE Supporting Advancement that require significant investment in broad-based programs. http://www.supportingadvancement.com/faq/cost_per_dollar_raised.htm Cost per dollar raised will remain a brute instrument – and a sensational PERFORMANCE media hook – to assess the performance and value of charities until we in Or high-performance organizations that have increasing expectations AFP the sector better define what it means to be productive and results-oriented. http://www.afpnet.org/files/AFP%20Chapters/CN4/ and goals on the one hand, but are still being pushed for ever more Some of this must happen industry-wide and there is work being done to do MeasuringandReportingFundraisingCosts%20AFPCC.pdf streamlined and “efficient” advancement operations on the other. Cost per dollar raised is not as simple as you want it to be. This is so. Our Marts & Lundy colleagues are piloting an in-depth data model with We all know that there are times when an organization must take Mark Blumberg the fundamental paradox of fundraising in an era of conflicting public some larger US institutions in an effort to fine-tune the science behind it a hard look at productivity. But, is it the right kind of productivity? http://www.canadiancharitylaw.ca/blog/ expectations: wanting the highest standards and results, but at no cost (and make it applicable and useful across all types of organizations). how_much_should_canadian_charity_spend_on_overhead Is it driving the mission? Is it contributing to impact? (or a cost deemed low enough to fit someone’s concept of altruistic). But a more immediate place to start is within our own organizations. There are few industry standards for productivity, which makes the We must become advocates for strategic investment, and do a better job of The truth is: it costs money to raise money. “cost/dollar” paradigm attractive; unfortunately, it is also reductive. explaining to our leaders and boards what outcomes they can expect and why. Each social enterprise model needs to be examined within context. We must manage expectations based on a number of criteria, starting with It makes us wince to write this, as it seems this plaintive cry has been For example, in recent years the sector has seen a trend of low return what is actually possible within our community of prospects, and develop going up from fundraisers for decades, but it is the truth. It even costs on investment with respect to telemarketing. The cost/dollar approach strategy accordingly. Finally, we must use diverse data, metrics, and targets money to do a mediocre job of raising money, and we have found few suggests: “Stop telemarketing.” But reality is not that simple. organizations willing to settle for mediocre results. with consistency, building a case not for more resources but for better results. FUNDRAISING SACRED COWS 12 13

SACRED COW OFFORD CLIENTS WHO HELD GREAT PUBLIC LAUNCHES Campaigns are valuable marketing frameworks, and donors “get” them. Because now is the time to talk to your best donors and prospects (but still talked about the campaign before) YOU SHOULDN’T They have a specific time frame, goals, fundraising priorities, and themes. about your aspirations and your potential impact: what you can do Development teams spend a lot of time thinking about those specifics, together. The campaign – at any amount and on any timeline – is TALK PUBLICLY charting potential results, targets, and metrics against those goals, so what you’ll need to do to achieve your plans and have an impact. staff and volunteers can become immersed in concrete timelines. This That’s not to say a communications plan and messages aren’t a must. The Bishop Strachan School is certainly not a bad thing, but it does result in the perception that there They are. But they should also reflect the evolving nature of those Getting 700 people out to a campaign launch is success ABOUT THE enough, but having Gord Downie of the Tragically Hip is a certain time when we’re “allowed” to talk about the campaign, conversations, be responsive to what is working and what’s not in the perform? That sends your cool quotient through the roof. CAMPAIGN and that’s when things are mostly in the bag. early stages, and aim to specifically arm your leadership, volunteers, and staff with a sense of how to talk about the campaign, its priorities, Queen’s University BEFORE THE If a campaign is about rallying existing and new donors to and the direction of the organization as the campaign rolls out. The skirl of the pipes, tricolour tams, and a resplendent autumn day. Queen’s launch maximized school spirit and pride your cause, why would we want to keep it a secret from them? (a winning rugby game on the new rugby field, named by LAUNCH Campaign Chair Gord Nixon and his family didn’t hurt etiher). You’ve heard us say this before, and we know that many of our clients are experiencing this: gifts are higher and more likely when donors are And that public launch? engaged as partners in shaping directions, strategies, and even programs. They don’t want things tied up in a bow and presented to them; they It’s going to come around a lot faster want to be involved in figuring things out. They want to know you if you’re having those meaningful share their aspirations, and can help realize them. So why would you Traditionally (and wisely), most organizations don’t announce conversations about opportunity wait to talk to them about potential until you’ve determined everything campaigns until they are well advanced towards success. But that with your prospects, and they see internally? Not to repeat ourselves (see pg 8 regarding the case for doesn’t mean the aspirations, potential projects, and positioning a critical role for themselves in support), but look at this pre-launch time as the greatest communications need to be a secret. Some charities tend to forestall communications, shaping the campaign. opportunity because you haven’t finalized everything. marketing, and even case development until the public launch. FUNDRAISING SACRED COWS 14 15

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At Offord, we spend a lot of time thinking about how the sector can 1 Make sure your organization is attractive to good candidates. 5 Don’t be afraid to look outside the sector. If you know the skills improve hiring and retention so organizations can get it right the first In this kind of environment, you are recruiting more than hiring. you need, are clear-eyed about your organization’s values and culture, time. Hiring for passion, not just skills, will keep people in their roles longer. Thinking strategically about the onboarding process so that it Do candidates clearly align with your mission? Do you have good and have good strategy in place to meet your expectations, you can YOUR BEST NEW is positive, useful, and ongoing is more important than trying to get job descriptions? Do they clearly identify the level and scope of work? expand your search to consider people from other areas who have the new person to meet with all 50 staff and board in the first week. Do you know what skills, competencies, and experience you require to attributes and experience adaptable to the charitable sector. MAJOR GIFT Connecting the onboarding process with continual education and a fill the job? Are your plans, processes, and structures in order? Don’t wait mentoring/buddy program will prompt greater success. And seeking 6 FUNDRAISER until you’re hiring to address these issues – they matter to your current Have a specific, measurable approach to assessing applicants, external coaching, training, and assessment can give you a fresh staff too. “Fit” is key. Not just in terms of expectations, but in terms of but don’t ignore your gut instinct either. Develop a consistent set perspective. It’s a tough market out there. And we all have a role in IS SOMEONE’S values, culture, and work environment. Applicants will be checking out of questions and ask them of all interviewees in the same way, to gain developing the pool overall. Talent development starts with hiring. organizations on these issues just as much as you will be assessing them. benchmarks. That way, you can assess applicants in relation to each other, LAST MAJOR GIFT And Canadian fundraising is a small world: word gets around. while gaining valuable information about how they react, interact, and think on their feet. But don’t ignore your own reactions. That sixth FUNDRAISER 2 Don’t be swayed by a previous post at a “name” institution. sense can be bang on. A stint at a top fundraising shop does not guarantee competency, nor What does your does a professional designation. You must do the same amount of due 7 Cast the reference net widely. Sometimes it is difficult to The challenge in hiring today is that there are many more jobs than there diligence and review for every candidate, regardless of their last position. ascertain from a written document and/or from an interview what are successful “tried and tested” front-line fundraisers. It is sadly true that a organization do best is solid fundraising experience and what is not. Even to this day, good organization and title are not always the pedigree they seem to be. In fact, 3 Realize that it takes three years for someone to really see results previous workplace references are really important. Many search the charitable sector has more than its fair share of people who have strong when it comes to from their fundraising position. The sector’s turnover rate continues firms today ask for more than the standard two or three references interview skills, an impressive resumé, and good endorsements, but they’re still to be a major issue, and it has long-term consequences. We see many – it’s not uncommon now to see even six to eight being requested. hiring, onboarding not going to be the right hire. Sometimes it’s the fact that they have not really fundraisers moving jobs after 18-24 months in their roles. This is not And don’t limit yourself only to the latest or highest ranking jobs. had time to be out on calls; sometimes it’s the fact that they are better suited to Look at volunteer experiences, jobs outside fundraising, or even and training? another role; and sometimes they are just not a fit with your culture or needs. enough time for them to learn an organization and its people, build programs and relationships, and start seeing results. a few jobs in the past to get different perspectives. Although Offord Group doesn’t work in the search field, we do guide 8 clients to build and seek talent to match their plans. Over the last decade, 4 Understand the difference between a relationship builder and 8 Be careful how you use the board and senior volunteers in the What attributes we have helped to sift through thousands of cover letters and CVs, reference a good administrator. Successful front-line fundraisers are not always hiring process. If they don’t understand the full scope of what fundraising letters, and the often unsolicited additional documentation that comes with good managers. Make sure that if you have someone who can be out professionals need to be able to do, they may fall back on relying on do you look for? talking to donors that you use them in that way – otherwise they will impressions of personality and style, rather than competencies and skills. applications. We offer a few of our learnings about how to approach finding FUNDRAISING SACRED COWS 16 excellent fundraisers in the current climate: be frustrated, unhappy, and may leave. And you’ll be frustrated too. Let us know at [email protected] 17

SACRED COW FUTURE COWS Here are some of the reasons we get hired: 4 Campaign – or philanthropy in general – is a new concept. For many organizations, a campaign is a new and daring initiative that We can see some Fundraising Sacred Cows in 1 You cannot be a prophet in your own land. will test their organization and its community in a range of areas. For some the making. Here are emerging ideas that need CONSULTANTS ARE This is one of Nicholas’ favourite sayings, and it pretty much sums it up. very large organizations that have relied on community-level gifts, moving We work with many smart, capable fundraisers who oversee and run large to a major gift focus is a significant transition. Having an experienced and examining before they become entrenched: ONLY NECESSARY campaigns with their own staff, but still need another voice at the table. trusted consultant at your side can help to maximize the opportunity Clients like that we have experience directly in fundraising, as well as an while substantially minimizing the risks. • It’s easier to start a new charity than fix an old one external perspective from working broadly across many organizations. IF YOU DON’T • It’s more about acquisition than retention And when organizations are developing plans – whether it’s strategic, 5 “How do we compare?” Many organizations want to understand where • Social media is free marketing HAVE THE STAFF campaign, or fundraising priority development – they often look to an they fit in the sector, and whether they are following best practises. Analyzing • One Ice Bucket Challenge hit will solve our fundraising issues external consultant to facilitate and design the architecture of the how an organization compares to its peers, gathering insight into competitor • Now that the campaign is over, we don’t need that process so internal staff and volunteers can be full participants. behaviour, and establishing which best practices apply are some things a TO DO THE WORK fundraising budget (or those development officers) thoughtful, comprehensive benchmarking study can define. • Let’s crowdsource that project! 2 Organizations need to know where they stand in order • That event has always been successful so it doesn’t need rejigging In an era when most major institutions – and many smaller charities, to grow. It’s human nature to be a little delusional when it comes to 6 Providing specific expertise that is developed and understood • Canadians will never be as generous as Americans too – have made significant investments in comprehensive fundraising self-assessment. Why should organizations (run by humans, after all) through the philanthropic lens, such as coaching and training, enterprises, is there still a role for consultants? be any different? Offord assesses and tests many aspects – from capacity, fundraising brand development, fundraising-focused writing, marketing to goals, to operational productivity, to messages and case priorities. and message development, assessments to evaluate the size and behaviour Seeing as this magazine is written and published by a fundraising Sometimes organizations hear hard truths; sometimes they hear good of the philanthropic market in a given city or region, and specialized program consultancy, you may find it self-serving to hear that our answer is a news. No matter what the outcome, it’s constructive, and most of the development like donor relations, valuation, and marketing of naming rights, etc. resounding “yes”. But all kidding aside, this is an important question that time you need someone arms-length to get the level of candour you we ask ourselves regularly. When we were on the other side of the desk need from the people you’re talking to. While these may be common starting points for – i.e. managing fundraising shops – we often had to make the case to hire our engagements, the solutions can be as varied the expertise we needed. Often, we heard things like “that’s what I hired 3 The information is there, but it’s not being used to the as the client. Delving deeper into what these you for,” or “things are going just fine – you’re a victim of your own success.” organization’s advantage. There may be great information in questions mean for a specific client and coming So we know that helping clients prove the value of engaging a consultant your database or your community, but you need expertise not only up with tailored answers is the real power of the – and then delivering – is something we have to do. to extract the information, but to analyze it, build strategy around it, and make sure it gets implemented. partnership between client and consultant. FUNDRAISING SACRED COWS 18 19

Marts & Lundy has worked with clients in Canada, but they are very attuned to our belief that cultural understanding is paramount to providing good counsel. What does the merger mean for you? OFFORD GROUP MERGES WITH MARTS & LUNDY We are all firm in the belief that counsel should be provided primarily by Canadians, and practices built for and/or adapted specifically for Canadian needs. Continued exceptional strategic counsel They are also looking to Offord consultants to bring the Canadian perspective provided by experienced Canadians to bear on work around the world. Our consultants also share in the ownership of the business, which strengthens their commitment to building the firm. Improved specialized services, such as analytics, talent development and best practice reports and studies Offord Group is now part of Marts & Lundy, an international Q WHY MARTS & LUNDY AND NOT SOME OTHER FIRM? Q WHO IS MARTS & LUNDY, AND WHO ARE SOME OF ITS CLIENTS? fundraising consultancy with offices across the United States, A We have had a strategic partnership with Marts & Lundy since Offord was A They are one of the largest and oldest (founded in 1926) charitable consulting The opportunity to participate in Canada-specific the United Kingdom, and Australia. As a Canadian company, research and sector thought leadership founded in 2004. We’ve worked side by side with many of their consultants. firms in the United States. Like Offord, they provide counsel to clients in Offord will remain focused on the Canadian market and is now We like their philosophy, their approach to serving clients, and the fact they fundraising fundamentals such as major gift strategies, planned giving, capital positioned to expand services. As we’ve talked with many of our Knowledge that your consultants have access to a wide are building an international group of firms in the US, Australia, and the UK. campaign planning and management, and communications. They also have clients and sector colleagues over the last few months, we’ve been range of experience by type, size and location of institutions This merger allows us to continue to provide Canadian experience with the an increasing focus on innovation, research, analytics, talent development, struck by how positive the reaction has been. We’ve also had many additional bench strength and resources of our Marts & Lundy colleagues and philanthropic thought leadership – areas that will offer our clients expanded good questions about the merger, and what it means to our clients. Adapting Canadian models to international clients – particularly in the areas of analytics, research, and collaborative solutions. solutions. They are also the leading firm serving public universities, and have Their aims and culture are very similar to ours. We share a commitment to a deep practice in the education, health, culture, and environmental sectors. building client capacity, developing outstanding senior professionals, and You can learn more about them at martsandlundy.com Here are answers to some of your questions. similar values around highest quality service to clients. Q WHAT’S NEXT FOR OFFORD? Q WHY DID OFFORD MERGE WITH MARTS & LUNDY? Q WILL ALL THE CURRENT STAFF REMAIN WITH OFFORD? A We will be using the merger as a springboard to offer clients a broader range of A In our experience, there is potential for growth and deeper engagement I’m delighted that our current team remains in place and will lead A integrated services. We’re already working on some Canadian research projects in the Canadian charitable sector – not just helping more clients, but the business into the future. that will benefit not only our clients but the sector overall. Many in the sector finding ways to have a broader impact. For the last few years, Offord have participated in a study on Canadian board giving we launched in the Fall, has been looking at different models for growth, both in terms of our Q IS OFFORD STILL A CANADIAN FIRM? concurrent with the merger. We’re planning on doing more of these, building a service offerings, and in terms of our reach in Canada and internationally. A We remain a Canadian-based company, serving primarily Canadian much-needed bank of Canadian thought leadership. We welcome suggestions! After careful consideration, we decided that merging with Marts & Lundy companies. The Offord brand remains in place, but is now linked to – already our strategic partner – was the best way to do so. Marts & Lundy, which we believe strengthens both propositions. Do you have more questions? Contact Nicholas at [email protected] 20 3 Communications that HOW CAN compel engagement and giving Offord Group can help you nurture strong leaders, At Offord, we consider case development an important strategic opportunity OFFORD GROUP as well as a crucial communications tool. We help clients identify and build design persuasive fundraising programs, foster support for fundraising priorities, write and design cases for support that inspire, HELP YOU? and provide strategic counsel for comprehensive marketing and communications relationships with loyal donors, and build the initiatives. We can help you crystallize your vision for the future, and put in place the messages and themes that will motivate your internal stakeholders and infrastructure that will sustain the communities 1 move your prospects and donors to action. 4 you serve and deliver your mission. Trusted counsel with national and international experience Talent development to build and keep a high-performance team Development, by definition, is the hard work for positive change in organizations. Each client is different. Counsel allows us to personalize It’s the people who matter in our organizations, and Offord provides the training, our work with you to be most responsive to the unique needs of your coaching and one-on-one counsel designed to help you and your team thrive organization, right now. Working side-by-side with you and your team, and succeed. From onboarding new staff to executive coaching for CEOs and better together we’ll help you assess the critical issues and guide the implementation board chairs, we work with you to design a customized talent development of whatever change is necessary for you to meet your goals. program for your organization. THE OFFORD ADVANTAGE 2 5 Insights that drive your fundraising success Analytical solutions that inform strategy and investment Before planning for the future, you must understand the present. Offord Group can assess your organization’s leadership, work environment, and From reputation to productivity to prospecting, data is proving increasingly productivity. We can examine your communications and marketing efforts important to making the right decisions. We have the tools to provide you to ensure your investments are realizing results. And we can determine your with the information you need, whether it’s measuring your organization’s readiness and planning for a campaign, using one-on-one interviews to gain performance against your peers in a benchmarking study, assessing your insight from Board members, key volunteers, major donors and prospects, organizational capacity, or reaching out directly to your constituency to

22 and other opinion leaders before undertaking a major fundraising initiative. gauge their engagement and likelihood of giving. THANK YOU TO OUR CLIENTS

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