Ripples to Waves: YWCA Madison Big Share Case Study A couple of months ago, I wrote a blog post titled, “How do I get my Board to Fundraise?” I am back to share some of the keys to the success from the YWCA Madison Big Share Campaign and its journey from limited board fundraising participation to raising nearly $50,000 in its first campaign. The Ripple Where it began…as a board member, I keep my eyes open for opportunities that will support the work of the YWCA Madison. I have been a donor to several community-based organizations in Madison through the Big Share campaign. The Big Share is an annual online day of giving that supports the 82 nonprofit members of Community Shares Wisconsin (CSW). To participate in The Big Share, you have to be a member. When I saw the call for new members, I shared the application with the YWCA Madison CEO and the Development Director. I encouraged them to consider applying because of the mission alignment with the campaign. They acted on this suggestion, and the application was accepted! What next? The Collective Preparation: Training & Support The Big Share provides resources to create organizational donor pages and individual donor pages on behalf of an organization. YWCA Madison created a theme to anchor the campaign, “Activating the Gift of Shared Abundance.” This theme was drawn from the teachings of Robin Wall Kimmerer, one of the keynote speakers at the YWCA Madison Racial Justice Summit. To support board members in developing their personal stories and preparing their donor pages, the CEO collaborated with the development team and board leadership to design and facilitate a training and a working session during a board meeting. Board members as Ambassadors and Fundraisers The training reviewed the board member responsibilities of serving as an ambassador for the organization and participating in fund development. The Marketing & Communications Manager prepared a comprehensive fundraising communication toolkit that provided language and facts about YWCA Madison’s programs for board members to use in developing their 2-minute elevator pitch. We spent time during the training drafting our elevator pitches and practicing with other board members. Following the training, board members were asked to identify a list of 20 people to engage as potential donors and create their personal Big Share pages. If board members were unable to generate a list of 20 people, they could contact past donors from the YWCA list. Ongoing Support for the Campaign To continue preparing for the campaign launch, a portion of the next board meeting was a working session to support board members in refining their elevator pitches, developing their donor pages, and crafting their outreach messages. This fostered collective engagement to move toward the campaign goal. Staff also offered scheduled “office hours” for board members to connect if they needed additional one-on-one support. Creativity in Campaign Design The CEO secured a match grant of $25,000, which provided a great leverage point in designing the outreach message. Every dollar raised would contribute two dollars to the goal. In addition, the YWCA Madison secured one of the “Power Hours” during the event. The “Power Hour” provided a bonus contribution of $2,000 to the organizations that raised the largest amount of funds during the hour or had the largest number of donors. Throughout the Big Share day, member organizations presented an ongoing livestream of various events and activities. Building on longstanding relationships with painter and past board member Monica Mims, and youth poet Maliha Nu’man, YWCA hosted an Interactive Art Experience during the live stream that included another matching grant opportunity of $500. The CEO also participated in a housing and community centers panel with other peer leaders from the Big Share. A multi-pronged social media strategy used videos, graphics, and photos to increase visibility of the campaign. There was a follow-up email and phone calls after the campaign thanking donors. The Wave: Results and Keys to Success The YWCA Madison raised a total of $46,792 from 223 donors. It was the second-highest amount raised by a member organization. We won the power hour bonus of $2,000 and the $500 match during the Interactive Live Art Stream. In the debrief session following the campaign, the team of staff and board identified the following elements as keys to success: The importance of a board member’s initiative to share opportunities that support the organization The board ambassador and fund development training focused on the components of individual peer-to-peer fundraising skills The working session during the board meeting strengthened the collective motivation for the campaign The campaign theme integrated the ongoing values and messaging of the YWCA Madison The matching grant was a compelling aspect of the messaging The communication toolkit and social media strategy offered multiple resources and channels for visibility of the campaign The importance of cultivating strong relationships with internal and external collaborators Various events during the Big Share allowed outreach to different audiences The Power Hour provided a targeted push to secure donations This campaign started with an engaged board member forwarding an email to the CEO and Development Director. A suggestion that was followed by collaborative action resulted in building the capacity of the board, fostering a collective fundraising partnership between board and staff, generating significant financial resources, and attracting hundreds of donors to support the change the YWCA Madison is making in the world. If you are exploring how to engage your board in fundraising, let’s chat. It only takes a ripple to create the wave you are seeking. This blog was written in collaboration with YWCA Madison CEO, Gery Paredes Vasquez.
How do I get my Board to Fundraise? Over the last three decades, this has been the million-dollar question! Whether I was an executive director, board member, or consultant. More often than not, this is an area where nonprofits have challenges. So where do you start? Know Board Roles and Responsibilities It begins with board members understanding their roles and responsibilities. BoardSource, the premier organization supporting nonprofit governance, offers many resources to guide boards to excellence. Here is a checklist to get started with Board Roles and Responsibilities. Nonprofit boards play both governance roles and support roles. Governance (fiduciary) roles include oversight of assets, legal compliance, hiring/evaluating the chief executive and making big decisions such as mission, purpose and strategic direction. The role can only be played by the board as a body when a quorum is present. Actions made by the full board have legal authority. An example, the Board Chair doesn’t hire the executive director; only the entire board can hire the executive director. Support roles are played by individual board members to support the organization. Board members act as individuals to offer advice, serve as ambassadors, volunteers, and support revenue strategy by fundraising, assisting with earned income, or identifying new sources of funding. In these important support roles, individual board members operate under the direction of staff. In a support role, individual board members have no legal authority. Who is the Boss of Fundraising? Often things get murky when it comes to fundraising because the board as a whole plays a governance role and individual board members play a support role. Clarifying staff roles and board roles in fundraising is the next step toward engaging the board in fundraising activities. In the governance role, the board approves gift acceptance policies and sets the expectations of board member participation in fundraising. In the support role, board members are often unclear about their responsibilities, and staff members are hesitant to provide guidance on how to fulfill them. Let’s be very clear, when it comes to the activity of fundraising, the staff is the boss of fundraising and board members play support roles in achieving the collective goal. Provide Board Members with the Tools to be Ambassadors For staff it is easy to talk about the mission and programs of the organization because they live and breathe these every day. Board members have varying levels of understanding of the organization and its accomplishments. It isn’t their day job, so setting them up for success by providing a communication toolkit increases board members’ comfort level to invite others to support the organization. Develop your Two-inute Elevator Pitch Now is the time for board members to roll up their sleeves and put down on paper their Why? Why do they support the organization? And why should someone else? Here is a great resource to walk you through the process of developing your elevator pitch. Explain the cause and mission Show your passion and emotion Give examples of impact Differentiate your organization from other similar organizations Keep it concise The elevator pitch is a tool for board members to become more comfortable as ambassadors for the organization. This takes practice! Practice speaking to other board members, family and friends. Now board members are ready for direction from staff! Set a Board Fundraising Campaign Goal Being mindful of equity in access to financial resources, if an organization sets a collective board fundraising goal, it allows each board member to participate within their means. For example, set a board fundraising goal of $25,000. Ask each board member to identify 20 individuals they can contact to support the organization. If a board member isn’t able to identify 20 individuals, provide a list of lapsed donors for board members to re-engage with the organization. Encourage and Celebrate Success Along the Way Having staff available to support board members as they begin the solicitation process is very important to build confidence and remind board members that this is a collective effort; they are not alone. Sharing frequent progress updates and offering encouragement to the entire board helps build momentum and enthusiasm. Checking in with each board member to ask how they are doing and what support they need can also provide the structure and guidance to achieve the goal. In a future blog post, we will present a case study of the YWCA Madison Big Share Campaign and its journey from limited board fundraising participation to raising nearly $50,000 in its first campaign.
Board Engagement: The Biggest Challenge In the years I have been a nonprofit consultant, I have partnered with hundreds of organizations in the area of board governance. I like to start workshops by asking participants to describe their board in ONE word. I hear a variety of words like: passionate, committed. I also hear.. disengaged, checked out, under-utilized, unfocused. When I probe those less-than-optimal descriptors, what often comes to light is that the structures and supports to engage board members effectively are not well developed. What are effective strategies for board engagement? As the Governance Chair for the YWCA Madison board, I promote the use of best practices in board engagement. 1. Develop a board composition matrix: As an organization, discuss the desired attributes, skills and experience that will strengthen the oversight of the organization. With a comprehensive matrix, invite board members to complete the matrix to create an accurate scan of the existing expertise and areas for recruitment. It is important to understand what talents board members possess and how they can contribute to the mission impact of the organization. A board member may have been recruited as an accountant, yet in previous chapters of their career, they worked in monitoring and evaluation. Without a board composition matrix, that talent may go untapped. There are various designs of a board composition matrix. Here is one template to support your thought process. 2. Establish appropriate board committees: Involving board members through committees is an excellent way of taking advantage of everyone’s talents and expertise. Committees are most effective when the board clearly defines their work. Annually, the board should review the committee structure to determine which committees should be constituted to accomplish the work. There are generally several standing committees named in the bylaws (Executive, Governance, Finance), and the flexibility of the board to appoint committees as necessary. BoardSource, the leader in nonprofit governance, has some excellent resources on Structuring Board Committees. 3. Qualities of effective committees: An effective committee has the following qualities: A clear charter and work plan A chair that can facilitate meetings well and involve all members in the work Members who are committed and accountable to accomplish their tasks An understanding that committees do not make decisions; rather they advise, recommend, or carry out a task If I asked you to describe the nonprofit board you serve on in one word, what would it be? If it isn’t engaged…impactful…effective.. let’s connect to explore how to move your organization to greatness by having a great board! For more information on nonprofit governance, check out one of these blog posts: What Sombrero are You Wearing? Every great nonprofit begins with a great board What’s Governance Got to Do With It? Next Level Board Leadership: What does it take?
Welcoming the Next WeTheChange Leadership Circle Leadership and our roles in the movements we care about are always evolving. After serving four years on the WeTheChange Leadership Circle, it is time to transition and pass the baton to a new group of leaders to carry the work forward. One of my final duties as Governance Lead is to welcome the next class of Leadership Circle members. It’s an honor to introduce these incredible women – Danielle Lee, Cindy Curtis-Rivera, and Judy Schenk, who bring their wisdom, vision, and talent to WeTheChange. I’m excited to see their contributions to shaping the next chapter of WeTheChange. It’s been an incredible journey. I’ve had the privilege of helping build the governance structure of this growing community, from developing organizational processes to guiding our shift from a volunteer-led effort to a resourced organization with meaningful momentum. One milestone during my tenure with WeTheChange was the 2022 Activator Campaign, which raised $50,000 to support our evolution and launch a formal membership program in 2023. That was more than just fundraising, it was a turning point that showed how powerful our collective vision truly is. If you’re curious to learn more about how this community of purpose-driven women is shaping the future of business, I invite you to read our recent interview with B The Change. It captures the spirit and impact we’re making together. As I transition out of my Leadership Circle role, I’ll continue to support changemakers through my work with Vista Global and my new board position with YWCA Madison. I look forward to working alongside another group of strong women leaders committed to creating a more just, inclusive, and values-driven world.
Is it Time to Explore a Strategic Alliance or Merger? Over the last 12 years, Vista Global has supported nonprofits across the country to examine whether a strategic alliance or merger was a strategy for increased impact. When the pandemic began, most nonprofits looked at current reserves to evaluate whether they could weather a 3-6 month downturn in revenue. We are now passing the 6 month mark and all indicators are suggesting that we will be in this stage for at least another 6 months, if not longer. Can your organization continue to weather this economic situation on its own? In the 2016 study called the Chicago Nonprofit Merger Project, 25 nonprofit mergers were analyzed from 2004-2014 to identify how trends have shifted over the last 20 years. The study identified that strategic partnerships and mergers are seen as a competitive strategy to support organizations in increasing growth and services. The study saw organizations using strategic partnerships and mergers as a response to market and policy trends to improve their competitive advantage. In addition, many of the organizations in the Chicago study had previous merger experience. In 85% of the cases, the board chair or board members emerged as chief merger advocates. The Chicago study, maps out the key stages and key questions for evaluation for a strategic alliance and through this process, your organization can make a strategic decision as to how an alliance or merger can advance a shared goal, respond to community need, improve program outcomes, reach more clients and maximize financial resources. From July 2019 to March 2020, Vista Global guided Big Brothers Big Sisters of the Fox Valley Region and Best Friends of Neenah-Menasha, now known as Big Brothers Big Sisters of East Central Wisconsin (BBBS-ECW), as they explored each stage of a strategic alliance. When the pandemic took hold, BBBS-ECW was prepared, having already pivoted their organization efficiently and sustainably in several ways. Recently, BBBS-ECW CEO, Lindsay Fenlon shared with community partners how the recent merger prepared them to navigate COVID-19: Through the help of community partners, we invested roughly $250,000 into the merger negotiation and integration process. This financial support enabled us to “do it right,” creating a new organization with the ability to pivot efficiently and sustainably in the following ways: Operational Systems: We chose to integrate and transition all critical operational systems to cloud-based options, including financial management (Quickbooks Online and online banking), telecommunications (VoIP phone system with virtual meeting, texting, scanning, and information sharing and storage (Office 365, Sharepoint and Onedrive file systems), program database (Salesforce platform), donor database (eTapestry) and board communications (Microsoft Teams). As such, we were able to transition to 100% work remote within 24 hours. Technology: In anticipation of the need to work remotely, all staff laptops and technology devices were replaced with camera and microphone enabled laptops with Bluetooth capability. We were able to stay connected to our cloud-based operational systems with no need to wait for additional supplies or materials to facilitate “business as usual.” Leadership Capacity: The merger required an organization restructure and we elected to maintain all personnel, focusing on adding more management positions to expand the leadership team. While this initially carried a higher salary impact on our operational budget, we gained additional capacity of leadership-thinkers, poised to strategically tackle the diverse crisis that COVID-19 brought while simultaneously achieving the following two weeks after the Safer at Home order was announced: Pivoted 100% of programming to virtual mentoring; Transitioned all program processes to virtual, including new enrollments and make-match meetings. The first virtual match was made 10 days after the Safer at Home order went into effect; Postponed and restructured fundraising events for optimal revenue retention; Designed and implemented a multi-audience communication plan, successfully communicated small wins and big breakthroughs with PR, social media and direct communication to stakeholders Developed financial forecasts that allow for 100% retention of employees Board Cohesion: The negotiation process required that each board of director associated with the original agencies come together to listen, learn and dream big about the future. Ten days into January, the newly combined board of BBBS met to define a cohesive way of moving the mission forward. Clear board member responsibilities, committees and goals, and communication expectations were defined and refined throughout the first quarter of 2020. When COVID-19 hit, board members were among the first to reach out to BBBS leadership to offer support and empower myself to take drastic action as needed to ensure the organization’s sustainability. As such, I was able to mobilize swiftly to take advantage of federal legislature and operational modifications necessary to best protect the mission of the organization and the safety of the BBBS team. Culture of Adaptability and Resiliency: As part of the merger, our team faced the need to embrace change in order to move forward under the umbrella of one unified agency. Policies, procedures, practices, and organizational structure throughout the entire agency were modified as we got use to the adage that “the only thing consistent in life is change.” When the life-altering changes that came with COVID-19 were first coming to light, our team embraced it as just another situation to adapt to. In the weeks since, the staff and board of directors have acknowledged having full confidence in agency leadership and in each other, identifying that the cultural challenges inherent within any merger actually led us to coming together as a dynamic and diverse group of mission-committed individuals with the tools to keep kids connected during a crisis. In Fall 2020, Vista Global in collaboration with BBBS-ECW, will release a white paper that shares the learnings and key success factors contributing to BBBS-ECW’s merger and how that prepared the organization to navigate COVID-19. Other Vista Global blogs on nonprofit mergers: Five Lessons Learned from Nonprofit Partnerships & Mergers Nonprofits on the Move with Mergers Tips on Nonprofit Merger Success Through Organizational Cultural Integration If you are wondering if a strategic alliance or merger might be your organization’s strategy for success, let’s explore the options together.
What Sombrero Are You Wearing? Over the last 10 years, Vista Global has facilitated training for more than 100 organizations on the 10 responsibilities of nonprofit boards developed by BoardSource, the premier resource for nonprofit governance. One topic that we explore is the distinction between the fiduciary roles which are the legal responsibilities and the support roles, which are the same as any other volunteer. The fiduciary roles are guided by case law and guide board members to operate in the best interest of the organization, remain loyal to its mission and oppose operating in their own interest or in the interest of the CEO/Executive Director they supervise. The support roles include: acting as an ambassador, ensuring resources, offering expertise and contacts and good old, “roll up your sleeves” volunteering. To have a little fun with what many often perceive as a painfully boring topic, I approach the topic asking, “What Hat Are You Wearing? This can give board members a visual cue if they are starting to exert authority, or be directive in an area that is really outside their fiduciary governance role. A few months ago, I had the opportunity to deliver this training for the first time in Spanish to a U.S.-Mexican nonprofit. The organization is bi-national, legally incorporated in both the United States and Mexico so this training was to help board members understand what their roles and responsibilities were for the U.S. legal entity. The three hats “sombreros” that Board Members wear are: Governance Hat: This is the only hat that carries legal authority. It is worn only when in a properly called board or committee meeting with a quorum. Decisions on behalf of the organization are only made wearing this hat. The CEO is accountable to governing policies set by the board. Volunteer Hat: This hat has no legal authority. It goes on when leaving a board or committee meeting. It is worn when advising the CEO. It is worn when fundraising, when helping staff, either alone or in a group, and often under the supervision of the staff. Implementer Hat: This hat carries limited authority and is seldom worn. It is seldom worn because staff usually implement board policies. When it is worn, a board resolution gives a board member authority to implement a specific board action. When that action is completed, the hat is removed. One example where this hat might be worn, is if an organization is considering purchase of a new property and there is a board member that has real estate expertise. As long as the board member is given authority to operate on behalf of the organization without personal benefit, she could take on a role to negotiate the transaction. And when the transaction is completed, she removes this hat. Are you having difficulty figuring out what sombrero you should be wearing? Contact Mary today to explore how to move your organization and board to greatness! Other blogs on the topic are: Every Great Nonprofit Begins with a Great Board What Does Governance Got To Do With It?
