Online Assessment Tools for Identifying Organizational Issues

Nonprofit Leader,

As an Executive Director I often wanted to know how well my board and staff understood our organization’s mission and vision, and if they were being clarified well enough.  I needed to assess the awareness of my board of how critical their understanding our programs and networking was to the organization and to our position in the community.  

Each time I looked over an organization’s financials and fundraising, I found areas needing improving, and fundraising issues that the staff and board had not recognized had changed over time.  It was that process of discovery and analysis that helped me revitalize several stagnant nonprofits and help them thrive. 

It was the fresh perspective of an outsider that made the difference.  In many cases a consultant is hired to show an organization’s leaders what they have been missing and help them make the right changes.  Some of the leadership and/or staff may recognize the issues, but may not be able to be the agents for the needed change.  Thus, the third-party consultant is engaged.  But how do small, struggling under-funded nonprofits afford the rates for an experienced consultant?  They can’t, and so they keep struggling through tough organizational issues, ineffective programs, staff turnover, disconnect with the community, and loss of funding as a result.  And what are the options for well-run organizations to take an occasional fresh look at their organizational dynamics and leadership?

It was recognizing these issues that led me to create several online assessment tools that provide the data nonprofits need to get the overall view of their organization and start recognizing the needed changes to make.  By limiting travel and time of on-site interviews we reduce the cost and still provide a needed summary analysis to help an organization: 1. understand the stage in their life-cycle, 2. examine Staff-CEO-Board relationships, 3. measure their fundraising effectiveness.  

By developing anonymous surveys administered online, I have been able to assist a number of organizations of various age, size and budget.  The survey results are graphed for ease of understanding, and a brief, interpretive assessment is provided of potential action steps for further considerations.  The next steps are up to your organization’s leadership and funding capabilities.  You may decide to engage me or other advisor to help you move forward.  In any case, you will have this very important data with which to help change your organization for the better.

I invite you to take a few moments to examine my website and my background, and the four levels of low-cost assessment analysis tools I offer at jklewis54.wixsite.com/charisnp.  Whether you decide to engage my services beyond the surveys is completely up to you.  I am available to you to discuss how these can help your organization and help you lead quality change.

 

Serving together,

James K. Lewis, m.a., ccnl, cfre^®

Mailbox Missionaries

Overhearing a conversation between my wife and me about bills and our limited funds, our 9 year-old daughter piped up, “Maybe there will be a check in the mail today for $200!”

In 1989, after being accepted as approved missionary candidates with Wycliffe Bible Translators, it was recommended that I get further training in avionics and acquire my FAA General Airframe Mechanic certification in order to better serve in Communications – my technical support missionary position would require installation of radio equipment and antennas on aircraft. Having recently left my position with Eastman Kodak as a Field Engineer – and its relatively secure salary and benefits – our family of 6 was residing in East Tennessee while I attended Moody Aviation.

But while we were only approved candidates, we could not raise financial support through Wycliffe until this course was completed and we were ready to continue our Wycliffe training. So, we had written our friends, explaining to them our quest toward missionary service, and left it to the leading of the Lord through them for our personal support . . . we were now “Mailbox Missionaries.” 

Later that day the mail was opened and there was, indeed, a check for $200; the faith of a little girl and her family was fulfilled and strengthened. Through these vignettes of God working through His people, we were able to trust that our support would be realized and His work would go on as an extension of those who supported and prayed for us.

Such is the plight of para-church ministries and nonprofit charities that do not receive government funding, but rely primarily upon the generosity of donors in order to provide critical relief and services to the remote, disadvantaged, victimized, homeless, poor and needy. This work is only possible through the partnership of others who sense the call to reach out and fulfill the command of God to treat these people as we would the Lord Himself.

Many bemoan the numerous pieces of mail that tend to flood our mailboxes. But I realize that educating the public on services ministries provide and the opportunity for changed lives is often the only way the average person will know of that work. Many times I’ve heard donors make the comment, “I didn’t realize you did all this”; and this from those who have been supporting the organization for years!

Public concern for the percentage of donated funds used for solicitation is warranted. Interested donors can check out charities on websites such as Guidestar.org and review nonprofits’ 990 reports. If a 990 is not available, it is often an indication that the charity is reportedly operating as a church, and therefore not required to file a 990. Donors should carefully consider religious charities transparency in reporting information such as program, administration, and fundraising ratios as good stewardship of their giving.

However, the mechanics of fundraising and accountability should not be allowed to overshadow the ministry accomplished by small charities that exist primarily as “Mailbox Missionaries.” The response envelopes that come in the mail each day are the lifeblood of critical services and can often limit the ability to sustain ministry. When you consider supporting a ministry beyond your normal church tithe, consider if that organization is utilizing every inch of its facilities, every donated penny, and every offered prayer for the service of others and to the glory of God.

And the next time you see that envelop in your mailbox, remember a little girl and a young missionary family whose faith was answered through someone responding to a need. The possibilities that your support provides toward the faith of the organization and those individuals and families that benefit are endless. Your investment is an extension of the church’s responsibility to reach out to a needy world – and often, it is through a response to a piece of mail. 

"We CAN do what we do without you, However . . ."

As a ministry leader and fundraiser I have to confess that I have disliked the phrase from the first time I heard it . . .“We can't do what we do without you.” The misguided mantra we use in an effort to convince our donors and volunteers how valuable they are to the ministry.

After over a decade of feeling this way, my perspective was finally confirmed by my good friend Doug Shaw in his recently released book, “The Rules of Fundraising.” Doug’s Rule #9 states: You don't have to lie to raise money [or get people to volunteer].¹  This admonition is included with a few of the “little white lies” we advance, along with overstating the impact of our organization.  

Now don’t get me wrong – what ministry partners do and give is no less than critical to a successful and effective ministry. But to make such an overstatement robs the glory from the true origin of all our available resources and abilities to serve people in need . . . that of our heavenly Provider.

God is the true owner and provider of all that we have – and all that the donor and volunteer share with us. Those who share are merely His chosen stewards of what is His. I actually verbalized this a few times when thanking those who served my ministry by saying that while we could still do most our work without their involvement, their participation made it so much more meaningful and less challenging . . . and our success wouldn't be such a blessing if we weren't sharing it with them. I wondered though, if that resonated as much.

If what I feel is right, in what way can we make our gratitude known to those who invest their time, treasure, and talents in the ministry? We can appreciate them and their investment by acknowledging that they empower us to serve in a manner that is enhanced and more effective – and which pleases our Lord. I feel the more important idea to convey is the vital impact our partners bring to the table through their efforts.

Their involvement has a direct bearing on the breadth and depth of the ministry to, and the life-change produced in, those we serve. That impact is the mantra we should voice – and not understate.

¹ Douglas K. Shaw, The Rules of Fundraising, Naperville: DSA, 2013, pg 58, brackets mine.  

Fundraising isn't about the ASK

The ASK is all about relationship and trust.

I have a lot of experience in nonprofit ministry wherein we are dependent upon others for support of our programs, operations, and our salary.  A difficulty of most organizations in this sector is fundraising; asking people for money.  I believe that is due to a lack of a focus on trust and relationships.

Much of nonprofit fundraising training and practice focuses on marketing and communication.  Too much, I think.  What that focus may not clearly understand is that people want to be an integral part of the doing of good – of the ministry which meets needs and changes lives.  What they don’t want is to be seen and used as a “target.”  But all too often nonprofits see and use their clientele and donors as targets: one to do good to, and one to fund it.

Both our recipients and our donors want to have a relationship with us – but on their terms, for their purpose.  I think the secret of successfully providing services and responsible fundraising lies in how we relate to them. For both, respect must be openly given, without expectation of reciprocity.  How do we provide respect?  Through our relationship and building trust . . .

My learning curve began as a technical support missionary with Wycliffe Bible Translators as we learned their partnership development (i.e. fundraising) mantra of “Full Information, No Solicitation.”  When Leslie and I built relationships and communicated the mission and vision of Bible Translation, this brought buy-in and people desired to trust us with their investment. It didn't hurt that we traveled across the country with our four children in a '74 VW Camper and people we stayed with saw us interact as a family, warts and all.

This paradigm was clarified for me so powerfully today through a video from the TED Conference and an unlikely teacher of the ASK, “Amanda Palmer: The art of asking” (click to view)  I think you will understand as you share in Amanda’s experience in building relationship and trust as you watch.

Are you willing to become as vulnerable to, and trusting of your clientele and donors?  It's what the ask is really all about.

Starting a nonprofit revisited

Once again a recent question from someone starting a nonprofit brings me back to this topic. I will share an edited version of an e-mail response to some serious questions someone asked on seeking help getting funding, for what he sees as unique and critical services.

Bob:

Blessings to you! You are attempting daunting tasks.

First, be careful of making claims of exclusivity... other local providers do similar, if not identical work that you share here. Sometimes under the radar as you are. You may unintentionally alienate yourself from other providers you will need to work with.

Ensuring accountability is a first step for funding requests. To whom are you accountable? Who is working to assist you (church, board, committee)? Do you have a clear, well written case for support? In trying to understand all the areas you are attempting to serve I would ask if you aren't biting off too much and are at risk of choking on your own good works. Start with one thing, get good at it so you are sustaining it before adding an additional service.

It also brings up legal issues to ensure you are covering...to protect yourself and those you serve. For example: Are you a registered sober living home in order to be under the protection of state regs (so local codes don't apply)? Do you have appropriate program documentation to protect against federal fair housing laws and claims of discrimination? Funders will need assurance you have legal oversight as well.

"Tentmaking" (funding through outside income) is still a viable method of starting and funding a ministry, but the above questions are still relevant. God's clear leading should/will be accompanied with like-minded people wanting to help.

Quite a few people ask me about starting a nonprofit, and I always state, "DON'T"!

First couple yourself with a local or nearby similar organization and work under and with them -- and learn. (When my son wanted to get a horse, he spent a year volunteering at a horse ranch before buying his own) Oft times, after proving yourself, they will be open to suggestions in serving your area of interest. Then, and only IF that organization's goals do not match what you see as a clear leading from God, should you strike out on your own...hopefully with their blessing and support. I never endorse a new work too similar and too close to another viable current work unless the goals are significantly different. Dilution of your community's support and donor funding, along with a potential competitive spirit and confusion to the public serves to harm the ministry. This happens far too often.

These are just a few items for discussion. Let's meet at our fall conference and talk more about it. 

Blessings!  Read my article: Critical Shift

Want to start a new nonprofit? Don't!

Want to start a new nonprofit? Don't do it! Well, at least not yet . . . Instead, involve yourself in a similar existing nonprofit; increase or broaden their capacity; and learn from them... Then - and only then! - only if your service and mission are dissimilar enough, should you consider a new nonprofit. What usually happens with the growth of new nonprofits in a community today is a tragic duplication of services and a dilution of funding across the sector - weakening all nonprofits. Collaboration is the "critical shift" for both new and old nonprofits alike.
Click to read my article:

Do You Launder "Tainted" Donations?

Is there any donation for which the source of would require your nonprofit to refuse? What do you consider tainted money? Gambling, soft or hard liquor sales, non-PC investments....? When would you say "no thank you" to a donor? Or does it matter, and why or why not? When should the nonprofit responsibly scrutinize the source of charitable donations?

Nonprofits need to ask these questions.

Usually it is the Christian or other organization that takes a moral stand on issues, or serves at-risk clients, that questions the source of their funding. Some foundations limit allocating investments to those funds they consider socially responsible. Boards are now developing donor policies that prohibit investments and/or donations perceived as not being in alignment with the organization’s core values. However, in this season of economic decline, can nonprofits afford to be picky? As a nonprofit CEO whose organizations serve those affected by addictions, I’ve had to wrestle with this question.

During a round-table discussion with other homeless shelter executives, this topic came up and the responses were from both extremes: While one CEO based in California’s wine country readily accepted the lead donation for a capital campaign from a famous vintner, a fellow CEO denounced that, stating in no uncertain terms that he would never accept such a tainted gift.

A personal experience came after giving a tour of our homeless shelter ministry to a local businesswoman who owned a high-end restaurant and custom jewelry and art gallery on upscale El Paseo Drive in Palm Desert, CA. Upon exiting our aging women’s’ shelter, with her eyes misting over, she exclaimed she was going to help the Mission build a new shelter. She created a fundraiser titled “Winefest: Celebrating Wine, Food, and Art.” She flew in top restaurateurs, vintners, and art for one night in her art gallery; and invited her clientele, including Stephanie Powers and Clint Eastwood . . . and underwriting the total cost of the event. At $500 a head, and exotic auction items from celebrity clients, she raised $750,000 in three years – enough to purchase 8 acres for a new shelter campus! How could we not accept such heartfelt charity, especially as it was her event, with little participation from Mission staff or board!

Or the call I got from Jesse James’ executive assistant asking if my organization would like to be the recipient of the annual West Coast Choppers charity motorcycle rally. Should I accept a $5000 gift from such an infamous character? (I did readily accept it, but that was prior to his life hitting the fan). These are examples of donor-owned and directed events – of which we were the recipient. I would not have necessarily created either event, nor sought out these donors to do so for us.

Have we considered what service and ministry we provide to donors in accepting their donations? Realistically, each nonprofit will have their own limit to undesirable funding. At some point that decision will have to be made – and such a decision should be made prior to having to make it. What should constrain donations to your organization: your mission, core values, media coverage that construes ill will with a major portion of your donor base – or that triggers community sensibilities? Does the questionable donation seek to control your program services or pull you off core purposes, or does it provide public notoriety to the donor?

I sometimes wish we had such a problem more often, as deciding whether to accept large donations . . . but somewhere in the midst of our policy and practices, we are making that decision daily without realizing it. There is a limit to what scrutiny we can provide into our donors’ charitable intentions. However, where there is clear intent of a donor to personally benefit or control, nonprofit executives and boards need to be willing and able to “just say no.” Otherwise, don’t look a gift horse in the mouth.