STRATEGIC PLANNING WITH COMPASSION
Development Planning Using “Appreciative Inquiry”
Board members and executive officers alike tend to recoil at the thought of strategic planning. Sure, everyone votes to make a plan. No one relishes living the process.
Enter a challenge posed to me. The organizers of a conference for the not-for-profit human development services sector needed a speaker to advise about engaging board, volunteer committee, and staff members in successful fund development. The conference theme was using “Appreciative Inquiry” methodology. They asked, “Would I fit strategic planning concepts for a fund-raising seminar into an appreciative inquiry frame?” “Sure,” I bravely said.
The core idea, according to Sue Annis Hammond, is that Appreciative Inquiry is “a generative process…created and constantly re-created by the people who use it.” She summarizes by saying, “Appreciative Inquiry suggests that we look for what works in an organization. The tangible result of the inquiry process is a series of statements that describe where the organization wants to be, based on the high moments of where they have been.” (The Thin Book® of Appreciative Inquiry, ISBN 0-9665373-1-9)
I’ve found that this makes sense in fund development strategic planning training in unexpected ways.
One of the greatest fears of boards and staff is approaching the individual donor. Unfortunately, some 85% of giving comes from the individual—outright transfers of money, securities, IRA Qualified Charitable Distribution transfers, bequests, family foundations, beneficiary provisions, and more. Neglect the individual focus and leave lots of money on the table. Don’t worry, your competition will leap at the chance. Takeaway: Talk to your people—your donors, volunteers, and all your staff–in the most personal way possible.
Back to the conference, I asked myself to consider: What are some of the activities that both great fundraisers and human development services staff excel in that are relevant to fund raising success? My list:
— Listening
— Communicating
— Developing an outcomes plan for an individual
— Making agreements, negotiating, facilitating
— Tracking interactions
— Documenting and planning next steps in an interpersonal interaction
These are the same skills that undergird best practices in fund development interpersonal communication. Perhaps the biggest contrast with the human development services sector is in the knowledge and power relationship between the agency representative and the client for service, versus that with the donor or grantor who is a stakeholder and/ or a constituent.
Thinking in these terms may make it more comfortable for anyone in any not-for-profit sector to contemplate undertaking the cultural shift. The necessity is emphasizing capturing your organization’s share of that 85% of all gifting in 2019 into your fundraising future. The same applies for simple periodic giving or for starting a major campaign to satisfy capital or program needs. Realizing all the opportunities for short-term, or periodic giving, and for long-term fundraising success requires making the shift.
Appreciate and build upon the strengths of your agency, the talents of your colleagues, and don’t neglect any of your support staff and volunteers. Tell their stories of achievement. Feature the successes of the beneficiaries of your work. Relive with us their success journeys. In all be genuine and transparent Be bold to trumpet success, and quick and humble to identify challenges for better outcomes.
Demonstrating confident executive leadership also matters. An agency that is successful and a top performer in diversified fund raising has executive staff comfortable with their knowledge and skills in fund development. That and a staff representing your constituency positions you for greatest achievements.