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Time, Talent, and Treasure: Part Three of a Three-Part Series

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By Katie Lord, Vice President 

In this series we have examined both “Time and Talent” as it relates to the “Time, Talent, and Treasure” paradigm in nonprofit donor management and cultivation.  This final segment of “Treasure” is often the one that we, as nonprofits, are most interested and influenced by because it affects our pressing financial goals.  It can often be to our detriment to focus too much on “Treasure” and, in so doing, approach our donor’s “treasure” in a transactional way, without respecting and acknowledging generational differences and preferences of how to cultivate the gift of “Treasure.”

When approaching our donors about giving their “treasure,” remember that in order to create lasting bonds and build solid, long-term relationships we must have conversations with our donors about their “time” and “talent,” which they may also be willing to give.  Research has consistently shown that donors who give treasure combined with time or talent are much more engaged for longer periods of time.  Through the combination of treasure, time and talent, it becomes easier to steward our donors through extended communication and demonstrations of their efforts and how it impacts the overall mission of our organizations.

What is Treasure?

“Treasure,” as it relates to the big three of “Time, Talent and Treasure,” often seems to be the easiest to define and measure by most common practices.  What is treasure, if not the dollars that our donors donate to us and invest in our cause?  Treasure is the easiest to track, as most of us have systems and processes in place to receive, acknowledge and report donations to our organizations and Boards.  It is important to note that the very experience of giving treasure can make or break repeat donations, but that is for another article.  As we take a closer look at “treasure,” the generational differences about how treasure is given are vast.  By acknowledging these differences, we are better able to meet the needs and expectations of all of our donors which ultimately benefits our organizations in the broadest and best possible way.

Generation to Generation: The Boomers

When beginning to examine the generational differences in the giving of “treasure” it is easier to look first at the Baby Boomers.  We have the most experience and data for this generation to date and their giving habits have influenced our sector greatly. However, the giving of this generation, and its long hold as our most generous treasure givers, has not prepared us for the shifts we are seeing in the giving habits of other generations.

Boomers often give their “treasure” first and their “time” and “talent” second.  This post-war generation grew up knowing about the sacrifices their parents made for the war effort.  Sharing their “treasure” with their neighbors and country was ingrained in them from an early age.  Giving was an accepted expectation and giving on any level was appreciated.  This is a generation that does not expect major fanfare for their giving efforts, but who do value the donor acknowledgement in a timely fashion

For many Boomers the motivation to give to organizations that matter to them is “because they always have,” often to the point they may not even know why they continue to donate years later.  A perfect example of this is my own mother.  My mother gives to an organization that was important to her mother and she has kept up the tradition.  When I asked her why she still gives to them, even though her own giving priorities are different, her answer is “because it was important to my parents and I just always have.”

Boomers have been your most loyal annual fund donors by focusing their “treasure” on annual gifts.  Many Boomers are past the prime of their peak giving years, but many continue to work and still have large amounts of “treasure” to give and share.  Boomers appreciate being “cultivated” for their gifts in traditional ways with personal visits, on site tours and communication from staff.  As Boomers are starting to age and to live on fixed incomes post retirement, now is the time to focus on planned giving and legacy contributions with this generation.

The Gen Xers

Gen Xers, on the other hand, are truly in the middle between Baby Boomers and Millennials and exhibit far more balance in their “treasure” giving.  They usually have three to five causes that are important to them based on personal experiences or interests.  They give to organizations not only their “treasure,” but also their “time” and “talent.”  Gen Xers are a generation where all of their treasures and giving work together to make the biggest impact they can in areas of greatest interest and need.  They saw the giving of their parents, but want to be less passive in the giving of their “treasure.”  Therefore, Gen Xers combine their dollars with time and board service; staying longer term with their organizations than the Millennial generation.  Your Gen X givers will want to see their impact of “Time, Talent, and Treasure” in different ways through annual reports, metric measurements against goals and objectives and how it all relates to a long term strategic plan.

The Elusive Millennial

Millennials, on the other hand, give completely differently than Baby Boomers or Gen Xers.  They first like to give their “time” and then, if they see an impact, their “treasure.”  This is partly because Millennials are not currently in their highest earning years, but also because they value their “time” as a commodity and therefore part of their “treasure” to give.  Through stewarding Millennials to give “time” and then a follow-up with a small gift solicitation, you have a better chance of slowly upping their giving over time with incremental moves illustrating their impact and value immediately, while simultaneously capturing their longer-term attention.

Another unique trait of Millennials is that they are very social in their giving; supporting causes of friends and expecting their friends to support them and their causes in a reciprocal way.  Thus, Millennials are perfect for peer-to-peer giving campaigns.  They usually have large social and business networks that they are comfortable tapping into and their competitive nature is a strong incentive.  When soliciting “treasure” from a Millennial, more weight is given by them on who is making the ask of them at the beginning of cultivation and how it makes them feel versus the facts and figures of a campaign.  Due to their lower disposable income at this time and their social giving tendencies, Millennials disperse their “treasure” to many organizations in smaller gifts.

A word of caution when working with Millennials; even though they are not currently in their highest earning years, they will be at some point.  Millennials have a short attention span, but a long memory.  They often devote themselves to organizations for several years and then switch causes.  It is important to show them appreciation through acknowledgement, an opportunity to become more involved through junior board service or the achievement of higher levels of knowledge and responsibility in service to the organization.

Conclusions

In closing, as with “Time” and “Talent,” the giving of “Treasure” differs among the three current generations and each has their own unique nuances.  By understanding and recognizing that solicitations and approach for each generation should be different, you allow your organization to cultivate and steward your donors by meeting them where they are.  Baby Boomers, Gen Xers and Millennials have differing interpretations of the nonprofit paradigm of “Time, Talent, and Treasure.”  We, as fundraising professionals for our organizations, must adapt to the expectations, current economic state, and personal interests of our multi-generational donor base in order to cultivate long-term, consistent donor relationships and financial growth for our organizations.

 

 

 

Red Kettle Reflections

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john-marshallJohn F. Marshall
Senior Vice President

Show me an Officer’s son or daughter who has no recollection of experiences with Kettles and I’ll show you someone who has unfortunately lost their memory. Every son or daughter of the regiment could sit down and share an interesting array of stories centering around either ringing a bell or playing a brass instrument on the Red Kettle. That certainly was my experience growing up in an Army home where, once we were done with Thanksgiving, we would find ourselves the very next day standing next to a Red Kettle. I guess you could say that it was just expected. I certainly have a long history of serving on the Red Kettle and take great pleasure in sharing a few favorite recollections with you.

The Very Early Years
I couldn’t have been more than eight when I received my “baptism” into bell ringing. My father was the DYPS (the P has since been dropped) in Pittsburgh and one afternoon he suggested that I come with him downtown where he was going to “man the Kettle.” He brought along his old, beat up cornet and was joined around the Red Kettle by two others. “Here, Johnnie, take this bell and when we are not playing, ring it.” So, not really knowing what was going on, I did. The trio played some pretty interesting renditions of what should have been fairly easy Christmas tunes from the same green book and I got to stand there and watch as people threw coins and stuffed dollar bills into the pot. Now THAT was pretty neat! After we had finished, Dad packed up his cornet and we carried the Red Kettle back to the car where he placed it on my lap for the drive home. It was really heavy!

The Corps Cadet Project
“Now next Saturday kids, we are going to do a special project. So be here at the corps by noon at which time we will travel to our special Corps Cadet Red Kettle location,” stated our leader, Mrs. Mildred Hostettler. “And be sure that you dress warm: it may be cold,” she added. I looked at Don and he looked at me with an expression that said “we are in big trouble.” The next Saturday, we met in the lobby of the old Cincinnati Citadel corps and piled into the corps wagon (back in those days, it actually could hold up to 30 children) and were off to our special spot. Four hours later, and after having endured temperatures which I swear were well below zero, we returned to the corps for hot chocolate and cookies, and with a bulging Red Kettle. “Great job, kids; you have done a wonderful service,” stated the corps officer, Major Allen Weyant. I can’t recall if I had any hot chocolate but I do remember that it wasn’t until two days later that the feeling in my hands returned.

Macy’s and the World’s Largest Red Kettle
Now, I don’t really know if it was the world’s largest kettle, but we said it was. It was very likely the heaviest one as it was a 2′ high and 3′ wide cast iron monument to Christmas fundraising. It was the property of the New York Metro Division where my father was the DC at the time. It had been in operation for a number of years and every year it would receive a fresh coat of bright red paint in anticipation of being positioned just across from the main entrance of the Macy’s Department store on 34th and Seventh Avenue. It was a terrific place to have such a huge kettle given the enormous volume of shoppers going in and out of Macy’s, especially on a Saturday. That Red Kettle brought in a ton of money (literally!) and became especially full when a brass band was playing.

I was barely fifteen and just starting to get the hang of playing the tuba and my brother Norm, four years older and a trombonist, was also a regular in what was at least a quartette at Macy’s, but usually an octet on Saturdays. What was so great was that the majority of our group was comprised of younger New York Staff Band members, each a “wailer” in his own right. I cannot begin to tell you how awed I was to be a part of this group. And the music! One of the guys had a series of terrific arrangements which we would whip out and entertain the crowd with. Great stuff, but hard to play! I must admit that it was challenging to keep up with the older fellas, but I somehow always seemed to finish when they did. We would be there for eight hours and had so much fun playing and bantering with shoppers that the time just flew by.

Norman and transporting the Red Kettle
I failed to mention that brother Norm was also at that time a seasonal employee for the Division and responsible for seeing that at the end of the day the World’s Largest Kettle was placed into a van and transported the 20 blocks back to 14th Street where it was to be emptied, the money bagged and the pot stored until the next day. Well, one Saturday night, as Macy’s was closing at about 9:30 p.m., Norm was in a particular hurry. “John, help me throw the kettle into the van; I need to get going!” he said. So, we somehow managed to get the kettle into the back of the front-seat-only van and took off for 14th Street, at a pretty rapid pace. Despite my suggestion that he slow down, Norm was not to be deterred. He was in a particular hurry on this Saturday night, for whatever reason I have never learned. So here we are, me riding shotgun and Mario Andretti behind the wheel. The words “Norm, slow down, man” were no sooner out of my mouth than he executed a far-too-fast left hand turn which resulted in the World’s Largest Kettle crashing through the rear doors of the van and bouncing onto the intersection of Seventh and 35th where all of its contents spilled onto the street. I’ll never forget the look of horror on Norm’s face as he was running all over frantically grabbing at flying bills, many of which were already on their way to the Bronx . We retrieved as much as we could and made our way to headquarters, this time at a far more deliberate speed! I never did find out what happened the following Monday when Norm had to explain why Saturday’s proceeds were lower than expected. I suspect that it couldn’t have been good!

Asbury College
My very first fundraising job was with the Development Department within the Metro New York’s Divisional Headquarters. I was 28 at the time and literally started on the bottom rung of the fundraising ladder. Just prior to my first Christmas there, I was assigned the task of traveling to Wilmore, KY in an effort to recruit Asbury College students as bell ringers for the Division. I was fortunate to have Lt. Col. David Moulton at Asbury (he was the ASF coordinator at the time) as my liaison and he was terrific in helping me to meet my recruitment goal of 50 students. While recruiting, I created a special “Kettle Op’s” team, one which I would personally supervise and which would be placed within the borough of Queens. This was to be an elite group, to consist of eight young men who were willing to work very long hours but with the promise of earning a correspondingly handsome level of pay. I interviewed several students, assigned most to corps and recruited what I thought was a terrific group of ambitious and competitive young men. I was able to get them situated in one of the Queens corps and they started the day after Thanksgiving. Two of them actually worked almost until the last possible moment on December 24th. That experience was among the most rewarding of my fundraising career. These young men were tireless and for the most part kept a cheerful and positive experience, despite the fact that Monday – Friday, they began in the subway stations at 6:30 a.m. and concluded at 9:00 p.m.. Like these students, I was exhausted when the experience was over, but felt a tremendous sense of accomplishment and appreciation for a team of truly special young men.

Chicago Staff Band
I had the privilege to play with the CSB 1967 – 1974. It was a wonderful experience and one I shall always cherish. Well, maybe except for one particular experience. You see, every December, the band would choose a Saturday to go caroling within neighborhoods located along Chicago’s Lake Shore Drive, an incredibly wealthy area. Now, this did not involve a Red Kettle, but we did play as we moved outside from one very tall apartment building to another. As you might imagine, the temperature across the street from Lake Michigan in December is anything but temperate. So, here we are a group of about 30-40 uniformed icicles going from one high rise to another. The idea was for people to put cash or a check in an envelope and throw it down to where we were playing and where “gatherers” were awaiting to retrieve the donations. Only one problem: those towards the top of the high rises, some of which were 20 floors high, had to weigh down their envelopes by enclosing a few coins. I was so glad to be playing a tuba when a heavily weighted envelope was descending. At least I had head cover. Those poor cornet players! The other problem was the temperature itself. We would be right in the middle of “O Little Town of Bethlehem” when half the bands valves would freeze up. We actually had one person running around providing valve oil wherever and whenever needed. Honestly, I don’t know if the Band still engages in this activity. If they do, hopefully they have special winter issue steel helmets!

With My Wife and Children
In 1984 I was recruited to the Michigan Tech Fund in Houghton, MI located in the beautiful Upper Peninsula. When I arrived, I was quite surprised to find out that there was an Army Corps in the little town of Hancock located across the Portage Lake from Houghton. I was introduced to Major Mary Postma who wondered if I would be willing to become a member of the advisory board, which I was only too happy to do. As a board member, we were expected to do our part as bell ringers during the Christmas season. I signed up for four hours on a Saturday afternoon and thought I would see if I could entice my wife Gwen and our three children to share in the experience. Gwen was happy to join in, but my kids were initially a bit skeptical. They had placed coins in the Red Kettle before but had never been on the receiving end of the experience. With a bit of prompting, all five of us arrived en masse at the Red Kettle located smack dab in the middle of the small shopping mall in Houghton. Our kids started off a bit timidly, but once they saw how sharing people were, they quickly got into the spirit of things. Our three-year old became our most demonstrative “thank-you-er” and relished the role. It was a wonderful experience, so much so, that for each of the four years we were in the UP, we made it a family tradition to spend at least half a day each Christmas Season ringing bells.

JB+A Senior Vice President John Marshall has more than 40 years of experience in the nonprofit sector — almost as much experience as he does serving on the Red Kettle. You can reach John at jmarshall@fundraisingjba.com or at 816.914.3780.

“Time, Talent and Treasure”: Part Two of a Three-Part Series

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Katie LordKatie Lord, Vice President

As far as nonprofit jargon is concerned, we have all probably used, or at least heard, the phrase “Time, Talent and Treasure” when referring to how we can engage individuals with our organizations.  While it may seem to be a fairly basic concept, defining it is becoming an increasingly complex matter, as definitions have evolved among different generations. In this three-part series, we will examine the components of this trifecta  individually, and emphasize how your organization can effectively create programs right now that can be easily implemented to grow your base of supporters today, tomorrow and in the future.

Talent is the second segment in this three-part series examining the “Time, Talent and Treasure” paradigm as it relates to nonprofit management. As we continue to take a deeper look at each component individually, an examination of how your organization can implement strategies that effectively utilize the “talents” of your leaders and impact your current recruitment efforts can have an immediate impact on your bottom line.

(If you missed Part 1’s exploration of “Time”, click here to access the post.)

In the “Time, Talent and Treasure” trifecta of support that we use in nonprofits to describe and measure the value of contributions that our volunteers or staff provide to our organization, “talent” seems to be the hardest to define in a universal context or to measure on a scale of impact.  This is due to its ambiguous nature and differing definitions based on the uniqueness and needs of each organization.  For the purpose of this article, we are going to define “talent” as “contributions of an in-kind service that requires special skills or knowledge to perform.”

“Talent” is tied to both “time and treasure” as it requires the donating of “services and specialized knowledge” that take time to perform and implement and would require payment if performed on the open market. “Talent” is a more refined form of volunteer service as it usually provides a business-related or operational-focused service as opposed to program support.  Such “talent” directly effects budget line service costs and can include both technical and professional services.

What is unique about “talent” is that each generation has specific talents that can be utilized by a nonprofit organization.  Millennials, Gen Xers and Baby Boomers possess a vast majority of skill sets and talents that seldom overlap and are mostly unique to their era, but are complementary to each other.  When combined through Board or committee work, each generation offers great insights and the ability to accomplish and implement a more cohesive organizational business plan that will allow the nonprofit to achieve higher strategic goals at lower costs.

For example, a Baby Boomer may perform an audit, management consulting, or financial services at no charge and be able to provide valuable sector specific expert level information, as they changed jobs and sectors less often.  A Gen Xer usually has changed jobs more often than Boomers, but less so than Millennials, and are often more likely to be self-starters, middle managers and business owners, making them excellent project managers.  Millennials know a little about a lot of different sectors as they have been exposed to more cross training and job transitions.  They have skills focusing on social media, digital marketing, information technology and event planning.  This is not to say that there are not cross-generational specialties as there are exceptions to every rule, but generally speaking, the “talents” of each generation are significant to a nonprofit’s organizational success and growth.

Thus, it is very important for nonprofit organizations and leaders to not only look at the skill sets of potential Board members and volunteers when recruiting, but to also look at diversity in age, gender and race.  It is a common mistake by nonprofit leadership to only look at “treasure” when acquiring new Board members and volunteers.  While giving capacity is a factor, it should not be weighted more than “talent,” as a high degree of “talent” is usually a predictor of later success and “treasure.”  Baby Boomers and Gen Xers have used their talents to grow into their ability to give “treasure” in their higher earning years. However, that can decrease in retirement with fixed incomes looming, creating a shift in the giving of “treasure” to the increased giving of “talent.”  Gen Xers are beginning their highest earning years and the peaks of their careers, but still wish to contribute in ways that complement their dollars.  Finally, Millennials are in their early earning years and will grow into their higher earning capabilities, but are eager to contribute now, and the best way to do that is through their “time” and “talent.”  Those organizations that seek out Millennials now will see big returns later.

In closing, the three current working generations are ripe with talent if you know where to look and how to assess “talent” based on your organization’s goals and objectives.  The most talented people in a particular field are easy to find: just look in business publications, LinkedIn and trade publications.  The same names will most likely keep popping-up.  Remember, it is wise to include the younger generation now so as to cement those relationships early and to include all levels of “talent” and professions.  By doing so, you will limit the effects of “talent” turnover and create a built-in succession plan of talented leaders within your organization.  Also, a generation’s gift of “time” and “talent” will ultimately increase their commitment to your organization resulting in the gift of “treasure.”

Upon Further Review: More on Managing Boards of Directors

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John+Marshal+for+webJohn Marshall
Senior Vice President

Last year, I wrote an article entitled “Nonprofits, Boards and Managing Expectations: A Two-Way Street.” My effort was intended to share with the fundraising professional a few insights on what it takes to transform a Board from “good to great” (in the words of one terrific author, Mr. Jim Collins).

I wrote about my experiences over the past 40+ years of working with a multitude of Boards—all different, all unique—and I specifically addressed the importance of creating clear expectations (of Board members and of staff) and the great importance of having a comprehensive Board Member Job Description.

In reviewing that epistle, I realized there is even more to be said focusing on a few other insights I believe might be helpful to you as you continue the process of creating the very best Board possible. My hope is that the following will assist you in this regard.

Primary Responsibilities Associated with Board Membership
Beyond what is found in the Board Member Job Description, it is important that Board members are aware of the importance of the following:

  1. Having an understanding and keen appreciation for the mission, motive, purposes and objectives of the organization
  2. Becoming familiar with the function of and services provided by the organization
  3. Providing the organization with support, encouragement, counsel and guidance
  4. Becoming familiar with the means by which the organization operates—its sources of income as well as its areas of expense
  5. Assisting the organization’s leadership in program and financial planning
  6. Helping advance the organization within the community through personal advocacy and promotion—in becoming a bona fide AMBASSADOR
  7. Supporting the organization as a charitable organization, realizing its dependency upon charitable support of its programs, services and overhead
  8. Helping plan the maintenance and expansion of the organization’s properties and facilities from which it renders its programs and services to the communities it serves
  9. Participating in the planning, preparation and operation of a capital campaign, if and when such is deemed appropriate

The Role of the Organization’s President/CEO with the Board
I believe wholeheartedly it is absolutely critical for Board members to feel that the organization’s top leader is interested in the efforts of the Board and has a very real appreciation for their many efforts. And then shows it.  Too many times, this is either neglected, relegated to a lesser staffer or given “lip service” by the organization’s chief executive. I know that this can result in a Board having less than the optimal level of enthusiasm for the organization we all want to see.

With that in mind, here is my list of “Top Ten Responsibilities” of the CEO when interacting with the organization’s Board members:

  1. Share information about the organization’s programs and services with Board members so they are prepared to be even more effective AMBASSADORS within the community
  2. Educate the Board about the organization’s policies
  3. Make certain that Board members are communicated within a timely manner about developments/issues which may impact the organization within the community (this includes the good, the bad or possibly the ugly); most Board members really don’t want to be surprised by hearing of issues “after the fact”
  4. Attend as many of the regularly scheduled Board meetings as possible and if not possible, assign a significant member of the leadership team
  5. Share with the Board the organization’s financial position and help identify specific needs requiring specific funding
  6. Ensure that the Board holds an annual meeting—the “care holders” meeting, and attend
  7. Be available to accompany Board members on visits with those in the community possessing great influence and affluence
  8. Make certain that the Development Department has the necessary resources to support the Board in its awareness and advocacy efforts
  9. Within an appropriate period of time, make the effort to meet each member of the Board one-on-one
  10. Be a personal donor to the organization—“practice what you preach”

Why Board Members Lose Interest
Lastly, one of the laments I have heard far too often over the years is about how difficult it is to not only recruit great Board members, but to keep them. If you fit into that category, you might want to ask yourself the following questions:

  1. Am I assigning members realistic goals?
  2. Are they receiving sufficient detail for carrying out their responsibilities?
  3. Am I allowing Board members sufficient opportunity to provide feedback? And am I listening?
  4. Am I adequately recognizing/appreciating their efforts?
  5. Am I providing ample opportunity for them to make a decision?
  6. Is the work they are tasked to accomplish truly challenging?
  7. Am I providing members with sufficient preparation and training to ensure they are successful?

No one ever said that managing volunteers was easy, especially when it comes to Board members. They can be demanding or complacent, overbearing or invisible, fully engaged or there just for lunch (if a Board member calls in advance to ask “what are we having for lunch” you most likely have a problem on your hands!).

Your task in managing these fine people is to do all you can to see their experience is a time of real enrichment, both for them and most relatedly, for your organization.

Want more tips for effectively managing Board members?  JB+A Senior Vice President John Marshall has more than 40 years of experience in the nonprofit sector. You can reach John at jmarshall@fundraisingjba.com or at 816.914.3780.

Time, Talent and Treasure: The First Word is Time for a Reason

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Katie Lord

Katie Lord, Senior Consultant

As far as nonprofit jargon is concerned, we have all probably used, or at least heard, the phrase “Time, Talent and Treasure” when referring to how we can engage individuals with our organizations.  While it may seem to be a fairly basic concept, defining the above trifecta is becoming an increasingly complex matter, as definitions have evolved among different generations. In this three-part series, we will examine the components of this paradigm individually, and emphasize how your organization can effectively create programs right now that can be easily implemented to grow your base of supporters today, tomorrow and in the future.

Most commonly, when speaking of “time” as it relates to nonprofit organizations, the standard definition would be time given related to its direct service activities/programs.  Examples would be serving meals to the homeless, attending a Board or committee meeting, making an in-person gift solicitation or attending a special event.  “Time,” however, can now be calculated through “off-site” activities including networking and personal introductions, technologically-based gift solicitations through social media, email or text or completing a “done-in-a-day” project (such as packet assembly for a walk/race) that can be done at home.

According to the Independent Sector (independentsector.org,) the 2015 calculated hour of volunteer work is the equivalent of $23.56 in a paid wages, thus putting a monetary value on volunteer work and something to keep in mind when recruiting top volunteer talent of any generation.  This value of “time,” however, no longer just equates to “time” given on-site with the organization through a traditional lens. It needs to evolve into a new definition by nonprofits.  It is through the giving of “time” that your organization has the opportunity to tell your story and impart your mission to your volunteers. This, in turn, will expand their knowledge of your organization and their personal commitment to your mission.

As the majority of the population continues to age and retire from traditional jobs, the Baby Boomer generation should be the major focus of volunteer coordinators for on-site and “traditional” in-person support through Board service or capital campaign committees. This is due to their established networks, higher disposable income and focus on leaving their mark on the world.  Baby Boomers are not a passive retirement generation. They are staying involved and active much longer than the generation before them. Many are not completely exiting the work force, but are just reducing hours or taking “retirement” in the form of a nontraditional job.  Having just passed their highest earning years by retiring or semi-retiring, they look to continue to be relevant and to not only use their skill sets, but to also share their invaluable knowledge and experience.

It is important to remember though that many Baby Boomers will be discerning regarding the institutions with which they choose to share their skills, they may also be reducing the number of Boards and activities to which they are willing to commit. Boomers do tend to have a level of longevity with the organizations they support, having given their “treasure” first and then following with their “time” and “talent.”

As it relates to Millennials, “time” is perceived as a commodity due to its finite number; everyone only gets 24 hours in a day.  Most millennials are still in their career-building phase, making less in their day job than the $23.56 an hour a volunteer hour is worth.  Millennials tend to give of their “time” first — to see the impact of their efforts on an organization. They make an evaluation, and then follow with their “talent” and “treasure.”

By choosing to give their time to your organization, Millennials are choosing to not participate in another available activity; therefore, it is of the utmost importance that their volunteer projects produce an immediate and demonstrated impact to those you serve. The emerging generations will not be able to provide you the biggest monetary gifts right now. However, and because of their social nature and focus on networks and communities, their “time” can be focused on income-producing opportunities.  Peer-to-Peer fundraising efforts are a great way to use their network and social connections, along with their “time,” to make introductions or solicitations, both in-kind and monetary.  As they will with their careers, many Millennials will give “time” to certain projects, outcomes or people they know, as opposed to institutions and what they stand for, therefore causing more episodic volunteerism.

Both generations — Baby Boomers and Millennials — may have different focuses and motivations related to giving “time,” but are not so different that they both view it as a gift to organizations. So, make sure your organization is cognizant of differing gifts of “time,” and offers multiple ways for “time” to be given. Make sure you value volunteer “time” within the scope of your mission for both Baby Boomers and Millennials. “Time” is not always a standalone commitment, but is often combined at some point with either “treasure” or “talent.”  “Time” is the gateway for volunteers to become further involved with your organization and for moving them along the path to being fully-engaged donors.

Managing Volunteers — Let’s Be Honest

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judy Keller for proposals 2012Judy Keller, Executive Vice President

“The best way to find yourself is to lose yourself in the service of others.”
– Mahatma Gandhi

Volunteer management is so common that it has become a specialty, a career, a “Thing” … No doubt your organization has many wonderful people who generously give their time, talent and treasure while demanding little in return.  If so, count yourself among the fortunate nonprofits that have healthy volunteer programs.

But let’s be honest:  do you ever wish you didn’t have to deal with volunteers?  Or one in particular?

Then we’ve got some helpful tips for you.

As important as volunteers are to your organization, there are no doubt times an individual or group are a pain in the neck, not reliable, too opinionated, not opinionated enough, or just plain needy.

Having worked with hundreds of nonprofit organizations, JB+A has had the opportunity to learn what is most important to volunteers, while keeping them 1) performing at their best for your organization, 2) adding real value and 3) remaining satisfied.

Repeatedly in both formal and informal settings, I’ve heard two key themes from volunteers:

  1. Give them real work.
    No one wants to be superfluous or have their time wasted by an organization.  Don’t sign up three people to stand at a bike race corner when one will do.  Don’t give mindless paperwork without at least fully explaining not just the process, but more importantly why the work matters.  Don’t be afraid to give meaningful assignments that will challenge your volunteers and allow them to grow.
  1. Give them real thanks.
    Most people can tell when they are being patronized and it’s very annoying.  In fact, there’s no faster way to alienate a volunteer than to pour on false praise, unless it is to offer no praise at all.  As a manager, it is unacceptable to simply think you are not good at it.  Your job is to motivate and inspire people to do their best work and to create a meaningful positive experience for them so they will continue to help you fulfill your mission. Remember the statistics all prove that those who volunteer are most likely to also fund the organization they serve. Developing real working relationship with your volunteers will serve you and your organization well — today and in the future.

The bottom line?  Treat people the way you would like to be treated.

Are you interested in learning more about effectively managing volunteers? Whether it’s one volunteer or your entire volunteer management system, JB+A can help you and your organization improve volunteer productivity in fulfilling your mission. Contact us at info@FundraisingJBA.com or call 816.237.1999.

Board Scorecards – What’s Your Nonprofit’s Score?

By | All Posts, Boards + Leadership, Organizational + Personal Development, Volunteers | No Comments

Katie cropped to upload

Katie Lord
Senior Consultant

Nonprofit Board Members are expected to bring a diverse set of skills, experiences and connections to their organization. Their voluntary involvement is the basis for the continued success (or failure) of an organization. The specific skill set or a combination of skills a Board Member brings to an organization usually fills a knowledge gap, bringing expertise in areas of weakness or targeting areas for potential growth.

However, Nonprofit Board Members and the organization’s staff they work with often struggle with the identification and execution of clearly defined measurements of success, responsibility and accountability. In order to be effective and avoid frustration, it is important for Board Members to have clearly defined roles, responsibilities and objectives as part of their Board Member orientation.

This is where the Board scorecard becomes a vital tool for measuring results and providing accountability for each individual Board Member and the Board as a whole.  A Board scorecard is a document in which the roles of each Board Member are outlined.  It includes items such as target completion dates for annual giving expectations, Member introductions, solicitations (monetary and in-kind), hours of service, membership on a subcommittee, meeting attendance and event participation. These areas of expectations and participation are recorded on the Board Member’s scorecard.

At least three days prior to each Board meeting, Board Members should receive a copy of their updated individual scorecard to ensure time for checking accuracy and making updates.  Each Board Member should then forward his/her scorecard to the Board Chair so the information can be complied and distributed to the entire Board at their meeting.  (You can do this anonymously by assigning each Board Member a number and listing results in that way to ensure privacy, if this is part of your Board culture). Due to the nature of this tool, it is imperative that an organization’s staff maintain accurate and current records.

The Board Chair and Chief Executive of the organization should be knowledgeable of each Member’s contributions and therefore identify those who are struggling to reach their goals, allowing for one-on-one support and coaching.  Through the use of a Board scorecard, Board Members can be evaluated and share their feedback based on the criteria outlined for success. Both the organization and the Board Member are then able to decide if ongoing participation is beneficial for the advancement of the organization’s mission, success and financial growth. The importance of a strong and responsible Nonprofit Board as a whole and Board Members individually to an organization’s mission and success cannot be underestimated!

Interested in a sample Board scorecard that has worked for me over the years? Click here:  JB+A Board Scorecard Sample.