Month: August 2012

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Local Education Foundations: Unrealized Fundraising Potential

Books on a school desk

There’s a phenomenon in our communities public or local education foundations (PEFs or LEFs) that have been created/designed with political agendas the politics of education, and the politics of inclusion.

People in communities all over the country, espousing one educational philosophy or another, are working to influence their school boards and local political structures to improve/change their public education systems; but, because of a narrow focus, they are missing out on a major opportunity.

Many of these EFs, have been highly effective in sensitizing Boards of Educations and Public School Administrators to the different components and needs of the various segments of their constituencies — ethnic, religious, national origin and linguistic. And, of course, the way change is encouraged is through vocal exhortations directed at local and state political figures.

This method of social activism has resulted in modifying courses of study, adding new subjects and subject material, and increasing mutual awareness and respect among diverse segments of our communities.

It is, however, not my intention to comment upon or evaluate the performance of these organizations, but to suggest a way that they could have a greater impact on the quality of education in their communities.

Many of these EFs, no matter what they are called, are non-profit corporations that are eligible to receive tax-deductible contributions, but are not raising anywhere near the dollars that can be raised.

As examples of what can be done, there are a number of public high schools in New York City whose alumni bodies have created foundations that raise hundreds of thousands of dollars for everything from textbook replacement to construction of robotics laboratories and computerized language learning centers.

To be successful in the fundraising process, and the above examples didn’t happen with book sales, cakes sales, dinners or other special events, takes a different focus than for the social activism — not that they are mutually exclusive.

To get corporations to fund reading programs, to get foundations to fund college preparation courses, to get wealthy individuals to support equipment purchase, to get senior citizens to bequeath their homes to those EFs — to get anyone to give major bucks to supplement public education, you need Board Members who are networked into those (potential) constituencies.

You need leaders who are committed to the fundraising process, and who are willing to take the time to plan for and execute (individual, corporate and foundation) major gift solicitations — who are willing to give of their own resources and get others to do the same.

Only through such a program, with such committed people, can major gifts be secured for public schools. Only through networking, through personal connections, can this happen.

Don’t assume that just anyone can successfully ask for the big gifts. As with all skills/talents, not everyone is good at everything.

For your organization to be effective, it must have a cadre of volunteers who can help advance the fundraising agenda. They must be trained in the workings of a non-profit corporation and its fundraising procedures. They must understand their roles and responsibilities. And, they must passionately believe in the mission of the corporation.
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Have a comment or a question about starting, evaluating or expanding your fundraising program? With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions. Contact me at AskHank@Major-Capital-Giving.com

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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

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Case Study: Montana Instruments Corp

Work colleagues working on a design on a desk

Montana Manufacturing Growth

Focus on Customers’ Needs Stimulates Growth

Montana Instruments is a Bozeman, Montana firm that manufactures state-of-the-art optical and cryogenic research equipment.

In the early stages, Montana Instruments’ founder spent months interviewing researchers around the world about how they use their equipment to determine what they wanted and what they needed. He wanted to gain knowledge about how they use cryogenic systems and what could make one better. In a few years, the company had progressed to actively marketing its product and preparing for a steady production rate to not only keep up with demand but also to increase sales.

Design and Marketing Phases

For a technology product, a focus on the customer is critical not only during the design phase but also during the marketing phase. New perspective was needed to see the product’s value through customers’ eyes, by identifying why different features are valuable to them. To reach its niche market effectively the company needed a strategic marketing plan, a clear customer message and support pieces to attract buyers.

Results: The Founder of Montana Instruments Corp projects several million in sales over the next few years. He added 3 employees, created a strategic marketing plan and branding campaign, and increased the company’s online presence.

How Did They Do It?

They tapped into programs with approaches that really work for a small company on a limited budget. These experts helped simplify the message, communicate value and made it concise.

The firm sought expertise from:

1) the B2B Marketing Program, a collaboration of Montana Manufacturing Extension Center (MMEC), an MSU College of Engineering outreach center and NIST MEP affiliate, and

2) the Montana Department of Commerce (DOC).

B2B Marketing

The B2B marketing specialist worked with the company’s Business Development Officer, who had previously been a technology company owner, to bring customer perspectives to marketing and instruction on sales strategy. After defining the product value for customers, the pair collaborated in writing a selling script for cold calling; segmenting potential customers by specialty; identifying a target market; and characterizing the best customer. The Montana Instruments tag line “Cold Science Made Simple,” is an outcome of B2B marketing meetings.

MMEC/DOC B2B taught strategies for trade show setup, promotional ideas, how to engage new customers, and to keep the message simple and clear. The creative ideas for trade show exhibitions have helped attract traffic to the Montana Instruments exhibit booth, visually demonstrating the differences between the Cryostation and competitor products in attention-getting ways.

Montana Instruments’ Momentum

In less than two years from the company’s start, it evolved from an R&D (research and development) project to a company commercializing with seven employees. It now has 10 employees and projections of several million in sales.

(Thanks to USA.gov for the details.)

What outside expertise have you tapped to help market and grow your company?

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For more resources, see our Library topics Marketing and Social Networking.

.. _____ ..

ABOUT Lisa M. Chapman:

The WebPowered Entrepreneur

Ms. Chapman’s new book, The WebPowered Entrepreneur – A Step-by-Step Guide is now available at:

Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. She helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com

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Has News Corp’s Crisis Taught Rupert Murdoch Anything?

a-female-news-pdcaster-holding-the-mic-and-looking-at-her-system

Ignoring basic crisis management isn’t a good sign

Rupert Murdoch’s News Corporation has launched a review of anti-corruption controls in several of its publishing arms, including News International in London.

Murdoch told News Corp staff in a memo on Wednesday that the company recently launched the probe as a “forward-looking review” to improve compliance with bribery laws.

The media tycoon told staff that the anti-corruption review was “not based on any suspicion of wrongdoing by any particular business unit or its personnel”.

This quote, from a Guardian article by Josh Halliday, is proof that Rupert Murdoch really hasn’t learned much from his failed crisis management for the multiple ethics and corruption scandals that continue to rock his media empire. In seeking to deny the painfully obvious link between a company already proven to be deeply corrupted and a major anti-corruption review, Murdoch refuses to stick to one of the tenets of Crisis Management 101: transparency and honesty are key. With 20+ News Corp staffers arrested already by UK police, it’s clear that there was shady business going on, so why deny that you’re cleaning up? It makes no sense.

It seems Murdoch has learned one thing…the Guardian article also had this “hindsight is 20/20” statement to share:

Murdoch said the strengthening of News Corp’s compliance procedures will take time and resources, but added that the cost of non-compliance are far more serious.

You’d better believe that! The scandal at News Corp has already cost the company some $315 million, and with the trouble continuing to roll in I’d hope Murdoch has permanently hired the best compliance team money can buy. It would be a wise investment, if he kept them on for the rest of their lives it wouldn’t scratch that total!

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training, and co-host of The Crisis Show. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

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Call Center and the Technical Writer

A call center respondent attending to someone over the phone

As a Technical Writer, we cannot forget about writing for the Call Center teams who have to answer to clients, buyers, or users of a product or application. They have to be patient, understanding, knowledgeable, and diplomatic. To assist them, the Technical Writer has to be able to create the materials needed by them. Training material, marketing material, analytical check lists, request forms all have to be created by the Technical Writer with the Call Center respondent’s profession in mind.

Call Center personnel need to be kept up-to-date on all products. To accomplish that, we can have training sessions, and to maintain communication, we can send out notification updates.

For notification updates, the following should be included:

  • Version #, ISBN #, or any distinct code that distinguishes which product or application being affected,
  • previous function vs. the new,
  • new benefits, advantages, improvements,
  • solution to problems, relevance, purpose, etc.

For training sessions, include:

  • within the script the demonstration and explanation of all major components or facets that constitute the product or application.
  • emphasis of what the product or application can or cannot do and especially what should not be done to prevent problems.
  • a review of what is in the Appendix section to ensure that the glossary of terms and definitions are understood.

For the training packet:

  • Include a diagram of the product or application.
  • Create a highlighted features section that shows the products benefits and advantages, and especially what was requested from previous customers.
  • Show a flowchart of the major stages of assembly of the product, or the major views of the application.
  • Show an image of the major features of the product or the major elements of the application.
  • Include a Resolution section containing a checklist of questions to ask in order to resolve the issue, e.g.,
    – How long have you had the product or application?
    – What steps led to the problem?
    Ask questions from as simple as ‘is the product plugged in’ to ‘what was the sequence of steps taken’.
  • Create a section with diagrams depicting a bunch of frequent scenarios or questions and responses and use arrows pointing to the next question to ask depending on what the prior response was. For each scenario, you should end up with something similar to a hierarchy diagram. A hierarchy diagram is shaped like a pyramid or triangle where one point at the top leads to a wider base on the bottom. But instead of a solid form, you’ll be creating text boxes containing questions and responses and will depict how one response leads to another question or resolution.
  • Include a section that lists all unresolved issues or problems that occurred during the testing phase of a product or application and indicate to whom the problem should be directed to or notified and create a response that will show the problem is known and is currently being corrected.

I think one of the most difficult jobs is being a Call Center respondent. If you have any more suggestions for the Call Center team, please leave a comment.

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The Crisis Show Ep. 9 – Back to School

Workers arguing on co working in the office

This week, The Crisis Show hosted a special “Back to School” episode. To help, we had guests Karen Freberg, assistant professor in Strategic Communications at the University of Louiseville and an adjunct faculty member for West Virginia University, Gail Glover, Senior Director of Media and Public Relations at Binghamton University and Phillip Lentz, Director of Public Affairs at New York University.

That trio brought a wealth of experience to the table, and there was some serious discussion of recent crises in schools, as well as some brilliant new work that’s being done at universities around the country.

If you can’t catch The Crisis Show when it airs live, Wednesday at 4 PST/7 EST, all of past episodes are available on our YouTube channel.

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc., an international crisis management consultancy, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training, and co-host of The Crisis Show. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]

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Can Leaders Evolve Fast Enough

Group of business team standing behind their team leader

I am currently reading The Beak of the Finch by Jonathan Weiner, I can highly recommend it to anyone interested in how life adapts and changes.

As I contemplate the implications that Darwin’s work has on species, it occurs to me that leaders are a “species,” so to speak, and the future demands that leaders evolve, and fast.

To understand the evolutionary pressures that leaders face, I pulled out seven books I have on the future, not leadership, but the future. They are certainly not definitive, but they help us understand the evolutionary pressures on leaders today.

In response to the pressures of social and business evolution, leaders need to be able to:

– Identify and respond to new rules, patterns, dilemmas, paradox, unsolvable problems, and weak signals as they arise

– Operate with a beginners mind (intentional operational naiveté), be knowledgeable but not captured by the current business model, paradigm, or strategy

– Confidently make good, not great, decisions with incomplete data and course correct as quickly as possible by learning from your actions (“Decisions, once made, create a new environment with no opportunity to replay the old.” Peter Bernstein)

– Actively find ways to challenge your filters of reality and get the blinders off to see what is happening in the world

– Be someone who can go places no one else will and bring others along with you (perhaps there is something here about returning safely as well!!)

– Define what may happen in the future, choose among unproven alternatives, explore the consequences of each, and act fast

– Capitalize on differences; assume that everyone has a different set of “facts” and that choice and decision require you sample the perspective of as many different people as possible

– Understand that the conditions under which a “solution” worked cannot be generalized; nor can we extrapolate past trends into the future, but we can learn from them nevertheless

– Recognize that the whole is the product of interaction among its parts, organizational structure must be in the mind of the leader not on a chart

– Reinvent, reinvent, reinvent – imitation will not lead to success

– Figure out how to develop knowledge nomads, who are free to come and go as they like, into leaders that will take your company into the future

– Make sense of information, meaning out of knowledge, and convert tacit into explicit so it can be passed around and applied – “The unseen and the unknown do not have any competitors.” Karaoke Capitalism)

– Support individualism and create community – enable networks, tribes, and meet-ups

– Remember that wealth is created by wisdom, the few people (talent not titles) who are able, and willing, to make things happen…find them

– Become a master story-teller, translating information into emotion that produces action

– Operate at the working surface – where in-depth knowledge meets the need to make choices and act

– Hire attitude train skills – it can’t be done the other way around – mindset is what lets you see in new ways

– Replace brands and job descriptions with experiences, dreams, and emotion – combine transactional and relational

– Position yourself to be exposed to luck, change before you have to, and be ready for quantum leaps when they show up

– Embark on difficult journeys (strategy, re-organization, change) with no clear destination, take clues from the environment as you go to determine the path forward

– Acknowledge, explore, and understand VUCA (volatility, uncertainty, complexity, ambiguity) without giving in to denial or being overwhelmed by analysis

– Continuously challenge your personal mental models, deep assumptions, and unquestioned truths

– Resist the temptation to use fear and confusion to motivate people, maximize trust and minimize ego

– Admit mistakes of interpretation, judgment, and choice openly and seek council from others; and when you fail, fail in interesting ways, extract the learning, and move on

– Treat reputation, truth, and integrity as strategic resources to be protected – balance market wisdom with moral wisdom

– Be comfortable with doubt, tolerant of differences, and open to alternative interpretations of “reality”

– Understand that big, powerful systems have their weak spots and a small force can bring them crashing down – think global financial systems

– Operate in the “intangible” economy (services, experiences, and relationships)

– Filter signal from noise, scan, scout, and be nimble

– Recognize and accept the new role of business a global power acting on the world stage and responsible to stakeholders as much, more (?), than shareholders

– Embrace multiple truths and ask new questions rather than provide certain answers

– Openly question the traditional models of power, leadership, and business in order to creatively meet the challenges of a world that is interdependent, complex, unpredictable, and diverse

– Identify and manage multiple, conflicting dilemmas without losing sight of the competitive marketplace

– Identify, tap, and amplify emerging abilities before the “job description” is needed

– Develop bio-empathy – understand, learn from, and respect nature’s patterns

– Act to calm situations (internally and in partnerships) when differences dominate and communication is strained

– Create constructive engagement and a collective stance

– Broaden everyone’s concept of self/US to include larger systems of which they are apart

– Give up control and seek to influence, connect, and collaborate

– Learn by doing, think future-back, rapid prototype ideas and products, and avoid over-standardizing

– Create common ground – link public and private sectors, co-create with customers, partner with competitors

– Successfully manage your own response (emotional, psychological, physical) to being challenged, surprised, or disappointed

– Imagine what you can make happen rather than speculate on what might happen

– Surface the dogmas, slay the dragons, expose the elephants

– Understand the gap between what you want/need to achieve and what your organization has the competency to deliver, and then close the competency gap

– Invest in business performance using leadership strategy and development

I promised myself I would stop at 1000 words!

References available on request, carol@cairnconsultants.com

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Manage Less to Manage Better

group of workers discussing their manager in a closed space

If I was a fly on the wall what would I hear your employees say? Would it something like this? “He won’t allow me to make even the simplest decisions. She has to sign off on everything. It’s hard to do my job because there’s too much red tape.”

Is it possible your staff is talking about you?
A very common problem with many managers is micro-managing – thinking that you have to be in control of everything. For example: You check everyone’s work, even when you don’t need to. You need to know where everyone is at any given moment. You watch people closely and tell them how they could improve or what they should change. You pay attention to all the details wanting to make sure everything is done just right.

Why do so many managers get hooked?

  • The way we manage around here. Senior leaders micro-manages their direct staff. The staff adopts the same management style with their direct reports. The practice spreads and becomes part of the culture.
  • Get results or else. In today’s difficult economy, managers live in perpetual fear that their department better produce or be out of a job. This fear drives them to constantly check on their staff and their work.
  • A wrong belief. Many managers think success is based on authority. So they don’t allow their employees to make decisions because they believe that would be giving up their own power. The irony is when your people shine and do well, it enhances your reputation as a good manager.

Of course, there are situations where it’s important for you to be in control – a crisis situation you must take charge of immediately or a confidential project given to you by your boss. But, there are also situations, when you could relax a little, loosen the hand cuffs and let your people find and implement the best solutions.

So how do you manage less which is really managing better?

  • Start at the top. Hire an executive coach to help senior leaders learn to trust and delegate to subordinates. Managers will then likely follow suit with their own direct reports.
  • Put yourself in their shoes. It is very easy for managers to lose perspective about what decisions their staff can make on their own. Managers should ask themselves, what decisions would I need to make if I were doing that job?
  • Minimize the risk of things going wrong. Have them talk through their plans and get them to think of the possible consequences before they move forward. Also, schedule regular updates so you can see the progress and catch possible problems before they become full blown crises.

Management Success Tip:

Control and micro-managing kills the spirit of of competent and committed people. Morale goes down, people get disengaged and mediocrity sets in. Instead, allow others to find their own way while you’re there to offer support when asked or needed. A great manager helps their people grow and develop their own strengths and talents. They are pride-builders. Are you?

Do you want to develop your Management Smarts?

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Wearing Two Hats: Board President & Paid Executive – Part Two

Businessman in suit standing near the stairs

(Guest post from Hank Lewis.)

An email said:

My organization is 2nd in my life only to my family. I also feel responsible for the integrity of the organization and for protecting it from changes that would endanger that integrity. This organization works to create programs that bridge educational gaps between and about indigenous cultures. A lot of what we do is very sensitive and, if mismanaged, could do more harm than good.

The idea of hiring the wrong person for the job of ED when the time comes is terrifying to me. However, the idea of giving up my position on the Board is even MORE terrifying. Having been involved with other organizations that … became oligarchies full of power-struggles and politics [and having] watched those organizations sacrifice the quality and purpose of their programs because the politics became more important or because someone “found a shortcut, cheaper method, etc.,” that placed “efficiency” over quality.

Response:

You sound like any mama protecting its cub, and we would expect no less of someone who cared enough to begin the process/organization in the first place.

The answer to your specific question, right now — where you can maintain the direction and focus of your organization, and still derive compensation from the process — is to help your board become the “mature” group that will assume the governance role and help ensure funding, while you resign your board seat and become the ED (only).

Email:

I agree that someone being the top of the Board AND a paid staff member could create a conflict of interest.

Response:

Not “could.” It is a conflict !!

If you can create a board that will do what’s needed, and continue to support your vision, you can give up your board role and become a paid employee.

It sounds like you’d benefit from conversation with a consultant who specializes in helping NPOs with needs like yours – look around, wherever you’re located, there are likely to be folks with the expertise you need.

Email:

I can see from experience why some people would feel strongly about protecting “their” organization and/or what it was doing. I can … see, from experience with a young organization, how it can require a full-time commitment from key volunteers who may or may not afford to give it full time.

Response:

It is extremely unusual to find “full-time volunteers” especially those whose mindsets duplicate yours. Be careful that, with your passion and protectiveness, you don’t wind up creating the kind of “oligarchy” you despise.

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I’d be pleased to address your comments in a future posting.
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Have a comment or a question about starting, evaluating or expanding your fundraising program? Contact me at Hank@Major-Capital-Giving.com With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions.
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

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Is It Time To SWOT Yourself?

A business man doing SWOT analysis

Do you have career ambitions but you’re not sure how to achieve them? Are you feeling stuck, unsatisfied in your present job? Or you just want to get a better sense of where your next career move should be?

Then it’s time for a career check-up. One easy way to do this to get away from the hustle and bustle of your job and to SWOT yourself – that is do an honest personal assessment by focusing on these four areas:

1. Strengths
List skills, knowledge and experience you have that make you marketable. Focus on technical and soft skills. Consider your personal qualities, values, past achievements. What advantages do you have that others don’t have? What special resources can you access?

2. Weaknesses
Now list the areas that you can improve. What negative work habits (disorganized, often late or perfectionist) do you have? Are there personal traits (short temper, too talkative or insensitive) that can hold you back in your career?

3. Opportunities
Let your mind wander to the possibilities that surround you. Is your boss or another manager going to retire? Are new projects or initiatives coming up? Is your industry growing? Do you have strong networks of strategic contacts? Is there a need in your company or industry that you can fulfill?

4. Threats
What can go wrong – a shift in management, budget cuts, downsizing, outsourcing, mergers, acquisitions, your health and even family challenges? Are any of your colleagues competing with you for projects or roles? Is your job changing with unfamiliar responsibilities? Could any of your weaknesses lead to threats?

Here’s An Example:
Sarah, an advertising manager, is feeling insecure because of changes in her industry which may affect her job security. Here’s her personal SWOT:

  • Strengths: “I’m very creative. I often impress clients with a new perspective on their brands. I have the ability to ask key questions to find just the right marketing angle.”
  • Weaknesses: “I tend to be somewhat of a perfectionist which causes me stress when I have too many tasks. The fear of public speaking often takes the passion out of my presentations to clients.”
  • Opportunities: “One of our major competitors has developed a reputation for treating their smaller clients poorly. Our art director will go on maternity leave soon. Covering her duties would be a great career opportunity.”
  • Threats: “Mark, one of my colleagues, is a much stronger speaker and he’s competing with me for the art director position. The current economic climate has resulted in slow growth for the marketing industry and there may be layoffs.”

Her Action Plan:
As a result of this analysis, Sarah takes the bold step to suggest that she and Mark share the art director’s job duties while on maternity leave. By working as a team, they can learn from each another, build the department’s reputation of high quality service to their smaller clients and possibly avoid being given the “pink slip”. It’s a win-win for them and for the company.

Career Success Tip:

You are most likely to succeed if you use your talents to their fullest. Similarly, you’ll suffer fewer problems if you’re aware of and manage your weaknesses. At the same time you need to know what threats may upend your career and what opportunities can take you to the next level in your career. That’s the value of doing a SWOT. Also Check out What’s Your Career IQ? and My Success Portfolio.

Do you want to develop Career Smarts?

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How Many “Hats” Can A Nonprofit Professional Wear?

A busy businesswoman

I have found it necessary, far too many times during my years in the non-profit world, to face/deal with the nearly impossible challenge of helping an organization to maximize efficiency and effectiveness when a single person is required to be the executive director, the fund-raising development professional and the marketing/communications/PR professional … all at the same time.

This is the classic, and often deadly,

“One Person Shop.”

Coming exclusively from a fund-raising background, I felt that was where I could only place my total focus because of my scores of dealings with those two other types of professions.

I am acutely aware of the many organizations that have an Executive Director who is not only responsible for, but must function in all other operational activities.

From extensive personal contact with such heroes and heroines, I have nothing but the fullest admiration and regard for them — regard that is always accompanied by deep concern … because many of their Boards often insist that they apportion their duties to focus mainly on fundraising.

Good Executive Directors work hard to see that the organization fulfills its mission effectively and efficiently. It becomes all the more impossible for them to succeed when they need to represent each of the different parts of the organization at different times in different ways.

To consider that one person is driven by the Board to meet programming and operational needs, be responsible for raising the money to keep the books in balance, and to market and publicize its programs and services, has me taking off my own hat to such people — while, at the same time, heaping deserved scorn/criticism on a Board of Trustees that would create/allow such a deplorable situation.

Organizations would be far better off if leadership would recognize the unreasonable and counter-productive demands they are placing on the one individual who is responsible for management, marketing and fundraising.

To employ a “One-For-Three” fix for those needs is penny-wise and pound-foolish. If an organization is cash-strapped, unable to pay for three professionals’ salaries, they must accelerate their fundraising activity and make provision in the operating budget for three professionals performing their respective duties 100% of the time.

You cannot get 300% from anyone, and you risk burn-out if you try.

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If you have a question or comment for Tony, he can be reached at Tony@raise-funds.com. There is also a lot of good fundraising information on his website: Raise-Funds.com
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.