AFP SW Florida's Fundraiser Café

5 Fundraising Focus Sharpeners: Continuing the Conversation—A Guest Post by Roxie Jerde

2011-05-26T06:32:00.000-07:00

What a pleasure it was to see representatives from so many local nonprofit agencies at the May AFP meeting. I enjoyed the opportunity to share some of what I’ve learned about donors in my time at the Greater Kansas City Community Foundation and now at my new home here at the Community Foundation of Sarasota County. Thank you for welcoming me with such warmth and enthusiasm.

As a follow up to our conversation, I wanted to pose a few thoughts that may help guide you in building and sustaining funding for your nonprofit’s mission. Consider using these questions as a reference in your evolving development plan, or feel free to post your thoughts and comments right here on the AFP blog:

Do our development efforts align with the breakdown of the $303.75 billion in charitable giving? More than 80% of all charitable giving comes from individual donors and bequests, and this is where the lion’s share of your time should be focused.
Is our organization addressing what high net worth households—representing 2/3 of all individual giving—want in charitable giving? They need to believe their gift will make a difference and that your organization is efficient in its use of donations. Being over-solicited is a leading reason high net worth households stop giving.
If/ when special events are part of our development plan, are we capitalizing on this time to cultivate major gift prospects and truly convey the purpose and impact of our mission? Following up with your guests, using board members as ambassadors at your event and driving your mission home with a mix of compelling stories and facts are integral.
Do we know each of our donor’s motivations for giving and are we using this to build our relationship with them? Hope Neighbor, Money for Good researcher, classifies the motivations for giving into six categories—repayer, seeking to “give back” to a cause close to the heart; casual giver, giving to well-known nonprofits because it’s simple; high impact, supporting nonprofits the donor believes are doing the most good; faith based, giving to support religious institutions and/or beliefs; see the difference, giving to small and/or local organizations where the donor feels they are making a difference; and personal ties, giving when the donor has connections to the organization’s leaders.
Are you a “Double E”—effective and efficient—nonprofit? Answer this question by taking a look at your program effectiveness, operating budget, financial transparency and board engagement. Consider your administrative and fundraising expenses—ideally less than 25% of your budget—and the retention rate of senior leadership, which is considered favorable if it’s more than 75%.

I’m impressed with the caliber of professionals in the Southwest Florida chapter of AFP and know that you have strong resources right in front of you. You’ll also find continuing support for professional development and knowledge through the Community Foundation of Sarasota County’s Nonprofit Resource Center and online in national studies, blogs and philanthropic publications.

Here are a few of my favorites we talked about at the meeting:

I’ll look forward to seeing you out in the community and onsite at your nonprofit over the coming months and year.

Roxie Jerde became the president and CEO of the Community Foundation of Sarasota County on March 1, 2011. Learn more online at www.CFSarasota.org.

You're Perfect for the Mentoring Program.Take a Look at What AFP Has to Offer...

2011-05-03T08:01:00.000-07:00

The Mentoring Program matches advanced fundraising professionals with AFP members who want to develop their skills in a particular area--from annual fund to major gifts to event planning to career development--to name just a few of the possibilities. Your mentor will then meet with you regularly throughout the year and provide you with personalized feedback, direction and nurturing to help you build your career.

Mentees gain valuable skills and personalized career-building support through a one-on-one mentoring relationship. You can focus on a fundraising topic of your choice that has practical application to your job. It’s like having a free consultant dedicated to advancing your career.

Mentors have an opportunity to share their professional expertise and to nurture rising stars within our profession.

How does the AFP Mentoring Program work?

People who would like to be mentored identify themselves to the program facilitator. Mentees complete an enrollment form and skills/needs survey that helps them establish goals.
People who would like to be mentors also let us know of their interest. Mentors should have 5+ years in development, a desire to help other fundraisers, and a willingness to focus on the mentees goals and needs and help him/her achieve them.
The facilitator matches mentees and mentor, considering geography, subject matter to be worked on and matching people from organizations that are mutually illuminating while not being competitive.
Mentees identify a project or 1-3 specific goals they hope to accomplish during the year. Where do they want to be in their careers in 2 years? What specifically do they need to master to serve their institution more effectively?
These goals should also mesh with the AFP Knowledge Areas and Curriculum Framework.
Mentors and mentees agree on the goals and basic format for their meetings beforehand and sign an agreement.
Mentor/mentess meet at least monthly and probably connect more often via phone and/or email.
Communication is confidential and structured enough to ensure progress but open enough to foster communication and evolve as needed.
Both members of the pair need to have a sense of purpose and accountability.
The pairs should meet somewhere they both feel comfortable to speak openly.
The facilitator checks in with all program participants monthly and convenes the entire group every other month so they can report back on their progress and experiences.
The program is for AFP members, and it is free.

What time commitment is involved?
Mentor/mentess meet at least monthly and probably connect more often via phone and/or email. The entire group meets for an hour every other month so they can report back on their progress and experiences.

Is there a cost?
No.

Do you have to be a member of AFP to take advantage of the program?
Yes.

How do I get involved?
Please contact Mary Saionz, Mentoring Program Coordinator, 917-1203/ mary-saionz@smh.com.

What is Your Organizational IQ? by Rhonda Peters

2011-04-18T05:28:00.000-07:00

You’re the Chief Executive and you’re confident you know exactly what business you are in. At least you think you do.

But take a walk around your organization and ask two questions across all levels and see what you learn: “What is our core business function?” and “Who is our core customer?”

If you work for a museum and you speak with a curator, you will likely hear that, “We’re in the business of collecting and preserving great works of art.” The head of exhibitions might report, “We’re in the business of presenting and interpreting great works of art.” Meanwhile the head of marketing will say, “We’re in the entertainment business.”

Is a blood bank’s core business to collect, manufacture, distribute, or transfuse blood? Is its core customer the blood donor, the hospital, or the patient? Is a food bank in the business of collecting food? Storing it? Packaging and distributing it? Educating the community around the problem? By now you’re declaring “They’re in the business of all of that.” You’re on your way toward a high Organizational IQ.

Organizational IQ is comprised of four key elements:

Full comprehension of what business you’re in.
Full comprehension of your core customers.
An organizational structure/design that supports your vision.
Business processes that are aligned with your goals.

Organizational Structure

Let’s take the example of the broadcasting company that believes it knows its business and core customers – leadership views it as obvious. So they structure their organization around five divisions: two TV stations, one radio station, a magazine, a production company, and a fifth division that is responsible for the smaller projects the other divisions don’t want to do.

Each division has its own general manager, sales department, creative, technical, and administrative staff. They share the corporate finance and HR departments, and each GM reports to the same CEO. They also share a common understanding of who their major competition is – each other. They compete with each other internally for budget allocations from the CEO and they compete with each other externally for advertisers, sponsors, and investors. Their organizational structure essentially requires they put the other out of business to thrive. Clearly a zero-sum game.

So what could they do differently? They could see themselves in the business of 1) content development and 2) content distribution. Had they designed their organization around that premise, their structure would look very different.

Leaders with high Organizational IQ run businesses that are more efficient, more effective, and more agile. Efficiency cuts costs through the reduction of waste and redundancy. Effectiveness increases customer service and satisfaction. And agility makes organizations more responsive to change.

Among the driving characteristics of highly functional organizations are:

Internal/external management teams: These organizations do not operate in silos where departments and divisions operate independently of each other. Communications and data flow freely among all departments and work is accomplished collaboratively. The managers of all divisions have a shared view of the core business and all internal operations support the resources required to operate the core business. Successful organizations include all relevant perspectives to ensure effective and efficient business strategies and processes.

Strategic partnerships: Entering new markets or expanding existing markets is often best achieved through alliances. By leveraging core business competencies and forging strategic partnerships, an organization can provide new products and services to a broader audience (external) or it can more effectively and efficiently provide operational support (internal) for services such as IT, HR, finance, facilities, training, etc.

Most CEOs come into organizations with the structure already in place – having been built and remodeled time and again over the lifespan of the agency. Whether new to the organization or a seasoned veteran, the CEO must continually institute new strategic initiatives. Often these initiatives are not fully successful due to an inherited organizational design that is out of alignment with how business is conducted today. Once the framework within which the organization arranges its lines of authority and allocates it resources is aligned with its core business and customers, it begins to approach the Mensa level of Organizational IQ.

Business Process Improvement The next element to achieving organizational genius is to fully understand how the work is done – how we do what we do. This is achieved through business process improvement tactics. The organization must develop the techniques and skills to look at its business processes, understand them, identify ways to improve them, and implement changes.
What is a business process? It can be filling out a purchase order, preparing the annual budgets for the organization, recruiting and scheduling volunteers, order entry, or fulfillment. It is how we do what we do.

To exemplify business process improvement let’s head back to the museum and this time focus on its customer interactions. The museum’s organization is still structured around the silo model, so the frontline staff receives multiple messages and directions.

When a visitor approaches the admissions desk the staff is expected to: 1) obtain zip code, 2) determine membership, 3) sell admission ticket or membership if not currently a member, 4) present highlights of current special exhibitions (some with upgrade fee), 5) complete financial transaction, 6) provide museum guide and answer any questions the visitor may have.

The entire transaction cannot exceed 60 seconds and the admissions staff must provide outstanding customer service. Is this possible? No. The directives are coming from multiple departments representing multiple business objectives (increase membership, cover costs of special exhibition, provide demographic profile to funding agencies…). None of those issuing the directives have ever spoken to the admissions staff or have any knowledge of the admissions process from either the staff or customer point of view. No one is trying to be difficult. Everyone has a valid request. It is the process that is flawed.

What can be done to replace the cross-departmental finger-pointing with customer-focused solutions that achieve the museums goals? Begin by gathering the right people – the process owners (admissions, membership and marketing) and have them define the current process using a flowchart. This flowchart depicts a step-by-step map of the activities, actions and decisions which occur between the starting and stopping points of the process. For possibly the first time, they are all looking at the same business process with a common agreement. From here they can begin to gather the data required to simplify and resolve the issues.

Business process improvement techniques allow those employees who are directly involved to work together as a team to eliminate waste and streamline activities. Once the silos have been dismantled through a realigned organizational structure, process improvement allows employees to radically improve performance through cooperative problem solving. By this point in improving the organization’s functionality, the core business and customers are defined, and the structure is in place both to support the organization and plan for the future. Business process improvement addresses the tactical demands and moves the organization away from incremental change to continuous improvement.

The benefits of training employees in the techniques of process improvement include:

Creation of cost savings through efficiency.
Reduction of redundancy and error correction.
Improved ability to service customers.
Improved internal communications.
Increased productivity.
Simplified processes and workflow.

The visual representation of how work gets done leads to an enlightened and empowered workforce. By examining the methods, the assumptions and the misconceptions, organizations become highly functional. The result of this process is higher effectiveness, efficiency and the agility to respond to growth and change.

Growth ReadyWith a high Organizational IQ no challenge is too great. Test yourself by first drawing a flowchart of your core business. How do customers/clients come into your system? What are the program/service options? How do they navigate your system? What happens when they exit? On a parallel plane, identify the administrative/support services required to fulfill each step of the core business.

Once you have a visual depiction of your core business functions you can begin to identify the stumbling points. You will likely be surprised by what you find. Perhaps it’s a client left abandoned at a particular point or the omission of a key support area in servicing a critical function. With a visual representation of your core business you can now begin to align your organizational structure on an informed level. You will see how your decisions impact your clients and your employees.

You may consider bringing in independent counsel to provide an impartial perspective or expertise in organizational design. The more entrenched the silos the greater the need for independent consultation.
Building your Organizational IQ is a discipline. Continuous improvement is a commitment. Both are driven from the top and position your organization for growth and sustainability.

Rhonda Peters
Rhondajoy09@gmail.com
941-806-8464

Getting to Know a Gem in Our Membership: Kareen Ver Helst, MS

2011-03-22T12:40:00.000-07:00

As director of development for Coastal Behavioral Healthcare, Inc., Kareen Ver Helst has a sensitivity and passion for helping those with mental disorders. You'll enjoy hearing her talk about what she refers to as "the privilege of being a behind-the-scenes agent or 'facilitator' of good deeds for thousands of people who otherwise would have no other resources to regain their health."

She's been an AFP Southwest Florida member since December 2009 and is a new member to our Marketing Committee.

We'll follow up with 4 things she values about the local chapter of AFP in a subsequent post, but for now, let's get to know a little more about this fascinating person who is so well-spoken about her fundraising work.

Tell us about your typical work day.
I doubt you will be surprised by the answer…that there is no typical day at the office! In fact, this keeps my job exciting! Prior to becoming the Director of Development for Coastal Behavioral Healthcare, I was the Grant Development Director and later worked for Coastal on a contract basis, preparing competitive grant applications to private and public entities at the local, state, and national level.

I continue to develop and submit our grant applications and have also been involved over the past year with our volunteer Board and Development Committee members in sharing with our community the stories that speak of our mission. It has been rewarding to host small gatherings where we have had the opportunity to share with others why our mission matters. I get to meet a lot of people in various fields, all working toward the common goal of making our community a better place to live – whether from law enforcement organizations, other social service agencies, private funding entities, individual donors, and many unsung heroes along the way!

What are the biggest funding challenges for organizations serving mental health/ substance abuse missions? When a person suffers from a mental illness or a substance use disorder, their illness is often seen by many in our culture as a character flaw or lack of willingness to simply “get over it” and make better choices. This can lead to little empathy for those who suffer from a mental illness or substance use disorder.

Without empathy, there is no connection to the person who is suffering and no compassion. If we were all guaranteed the financial resources to take care of ourselves and our families in the event of a mental health issue, there would be no need for a charitable not-for-profit agency like Coastal. Unfortunately, this is not the case. Even the best insurance plans available do not cover the costs of treatment for mental health and substance use disorders in the same way that traditional medical disorders may be paid for. And many in our community are not aware of this reality.

Mental illness is also something we are still afraid to talk about. The health of our mind impacts every choice we make on a daily basis, from how we interact with our family members, colleagues, and friends, to whether we are able to take care of ourselves and be successful at our job. It might be surprising to many to hear that some of the symptoms of mental health disorders (e.g., low mood, or at the opposite end of the spectrum - feeling on top of the world, fatigue, worry, inability to focus, changes in appetite and sleep patterns, etc.) can be a part of the normal range of daily experiences and may not necessarily constitute a mental health disorder.

Some of these symptoms even resemble those of common physical health problems. It is the frequency, duration, and intensity of the symptoms along with the degree to which they impact one’s ability to function in social and occupational roles that may lead to a clinical diagnosis of a mental health disorder. And many factors influence human beings’ susceptibility to these disorders, including prolonged periods of severe stress. This can be a scary thought for most of us…What if this happened to me or to the people I love? How would I handle it? What if I could no longer take care of myself or my family? Where would I go for help? Would I lose my dignity, my reputation and be shunned by those I call my friends? Mental illness and substance abuse devastate the people who experience it and the families and communities we are all a part of.

I believe that is why it can be difficult to find champions for our cause…However, we have been fortunate right here in our community to have witnessed the courage of individuals who help break the stereotype of what it means to live with a mental health disorder. They have had the courage to share their story and demonstrate to all of us on a daily basis that leading a healthy and positive life is possible when the right treatment is provided at the right time – just like with a physical health disorder. People recover and live well. Treatment works. We count our blessings every time we meet someone who is passionate about helping us further our mission. If one in four individuals in America is affected by a mental health diagnosis (including substance abuse), there are many in our community who care and are waiting for us to connect with them so we can help them realize their passion! I am encouraged and know that it is simply a matter of time…

What do you like most about your job? Wow, there are many things I like about my job. First, I am fortunate to work for an organization that is truly committed to caring for those who count on us for help in their darkest hours and for the employees who do the work every day to carry out our mission.

What I find most rewarding about my job is the privilege of being a behind-the-scenes agent or “facilitator” of good deeds for thousands of people who otherwise would have no other resources to regain their health and no one else to be a friend when faced with an illness that is still heavily stigmatized. Our donors and funders give us the tools to make it happen – their passion and caring hearts pave the way for us to do the work of giving thousands each year another chance at a healthier life with the tools and skills to make better choices and contribute positively and meaningfully to the their families and to the life of their community.

It is also a personally rewarding experience to meet and develop relationships with people who are passionate about health and give of themselves and their personal resources to help us succeed …I have the opportunity to be inspired every day by extraordinary acts of generosity and stories I can take back to my children so that they, too can believe and be inspired. I am very fortunate to benefit from the wisdom and experience of great leaders within my organization, on our board, within our community, and within our very own AFP chapter, who have walked before me, lead by example, and thoughtfully guide me along the way.

What’s your favorite after work activity? Truthfully… picking up my boys after school, seeing their little faces full of beauty and energy, and being able to squeeze them tight after a long day apart! I also enjoy fitness activities like weight training, yoga, and other fitness classes.

If you could meet one person from any time in history, who would it be? I am fascinated by Abraham Lincoln’s story of perseverance and resilience in the face of multiple “failures”, illness, and setbacks. Despite all of the challenges he faced along the way, he gave to our humanity one of the greatest gifts that can be restored to the human spirit: the gift of freedom for every person in our country regardless of our differences in ethnic origin, race or color.

What’s one thing about you you’d like to share that most people don’t know? Many people are surprised to learn that I was born and raised in Haiti. I lived there until 1987 and moved to the US to continue my education when the political climate of the country became extremely unstable and dangerous after Baby Doc (a dictator that ruled the country for over 15 years) was overthrown in a coup d’état. My native language is French…though after so many years, I have to say that English feels much more native to me.

Having grown up in Haiti, I was surrounded every day by extreme poverty. Unknowingly, life there was preparing me for where I am today….I witnessed countless times my parents’ concern for the people who worked for us, as they helped them with schooling expenses for their children and provided extra meals to feed their families.

My father even had the reputation of buying things he didn’t need from people just because they desperately needed the money! But what impacted me the most as a child was the little faces staring through the window outside the ice cream shop we visited every Sunday following our family outing to the beach or the beautiful mountains of Haiti… I realize today the special gift my father made, not only to those children, but to me as well when he would hand each one of them their very own ice cream cone and watch the joy that suddenly lifted them, if only for a brief moment of their Sunday afternoon … My father passed away more than 29 years ago when I was still a child – but I know he is smiling down upon us. He taught me the meaning of philanthropy.

Tips on Above-Board Fundraising by Tracy Vanderneck

2011-01-25T07:45:00.000-08:00

Tracy Vanderneck

In a recent committee meeting, the attending members were attempting to find a catchy name for a presentation on ethical fundraising. Let’s be real, “How to Fundraise in an Ethical Manner” is a snooze. The committee members joked that the title should be, “Tips on above-board fundraising that will keep you out of jail!” See? Much more interesting!

Ok, hyperbole aside, understanding the lines between legal, ethical, and just plan good practice, is important for every fundraiser…really, for any non-profit employee. But the topic is so vast, it is impossible for a fundraiser to know every rule, caveat, and pitfall. Sometimes, it is just as important to know where to go for an answer as it is to have the answer yourself.

I rely on several sources for assistance when I have a question:

A book called Ethical Fundraising: A Guide for Nonprofit Boards and Fundrasiers. This Association of Fundraising Professionals’ (AFP) publication is a compilation of articles from various authors. It was compiled in 2006/2007 and covers such topics as: 1. Conflicts of interest, 2. Compensation for development professionals, 3. Tainted money, 4. Relationships between grantees and funders, 5. Public perception, and more.
AFP’s website http://www.afpnet.org/. This web site has downloadable copies of The Donor Bill of Rights, as well as of AFP’s Code of Ethical Principles.
Board members with industry expertise. I have found that having a CPA on your board can help you stay ahead of state regulations (for example, rules on sales tax at non-profit auctions if you auction more than three times in a given twelve month period). Having a board member who is willing to research and interpret laws for you is invaluable. This might take working with your CEO and Governance Committee to target future board members in specific industries.
Other fundraisers. When you aren’t sure, it is good to put in a call to a development professional or fundraising consultant that is senior in the field. They may have experience with the situation in question, or they may know where to go to find the answer. This may seem like a simple thing, but sometimes just knowing who to ask solves the problem.
“Big” non-profits. If you work in a small shop and are the only fundraiser, don’t try to guess or reinvent the wheel. If there is a question about whether a particular practice is acceptable and/or ethical, chances are the larger non-profits (e.g. American Red Cross, American Cancer Society, Susan G. Komen, etc) have come across the same issue. And those organizations have legal departments to find the answer for them. So do some networking and make a friend at a big organization! Ask them if they are willing to mentor you, or just be a sounding board for questions should they arise.

Doing a little reading on the front end, and looking at all of your activities with a critical eye, will help you identify potential problem areas and help make sure you are operating within accepted norms. Over time, your donors will notice that you conduct your fundraising within industry standard ethical guidelines, and that will go a long way in securing donor trust and confidence in you and your organization.

Tracy Vanderneck is the Director of Annual Giving at a Manatee County non-profit and is working towards her CFRE. Tracy is in her fifth year working in the non-profit sector and was most recently the Director of Development at the American Red Cross Manatee County Chapter. The first 11 years of her professional career were in sales of management and interpersonal communication skills training courses and consulting services.

The Biggest Mistake: Jerry Koontz Talks About Fundraising

2010-11-05T13:49:00.000-07:00

In a new series of blog posts, we're asking seasoned nonprofit leaders in our area to share what they view as "The Biggest Mistake" when it comes to raising money. To kick it off, we've posted an insightful perspective from Jerry Koontz, President of United Way of Manatee County:

Fundraising is much more an Art than it is a Science, and that makes it somewhat of a challenge to identify which are the biggest mistakes one can make that impact being successful. However, I welcome this opportunity to share what I consider to be two mistakes that merit your attention.

Assuming all donors are alike. No two donors are exactly alike. For example, they have different priorities. What is an important Cause to one, might not matter to another. Most want to be recognized and thanked for their contributions, while some wish to remain anonymous. Almost without exception, donors want to know what was accomplished with their contribution. So, it is critical to do as much as you possibly can to know your donor, and respond accordingly.

Not asking/not making a good case for support. In fundraising, it is commonly accepted that the primary reason for not contributing is not being asked. Ask yourself, how often have you contributed to something without being solicited? So, do the Ask. While I believe that most people have what I call a Charitable Giving Need, they are often not sure how to best satisfy that need. Two things are important: a Cause that is worthy of their support, and the assurance that a very high percentage of their gift will go to that Cause and not be diminished by excessive administrative costs. If you don’t make a good Case for Giving, and can’t demonstrate low overhead, you most likely will not get the gift.

I will close with a true story that supports the importance of knowing your donor. An executive of a non-profit was calling on a prospective donor hoping to get a sizable contribution. The prospect asked, “How much do you want?”, to which the executive cautiously replied “$10,000.” The prospect asked, “Is that all?” At the end of the discussion, the prospect pledged $1 million.

Many thanks to Jerry for taking time out of his sharing his experiences with us. Check back soon for the next post in The Biggest Mistake series.

Would you like to be a guest blogger for The Biggest Mistake series? Let us know!

Is it Ethical? by Norman Olshansky, President & CEO, Van Wezel Foundation

2010-10-05T07:13:00.000-07:00

One of the most important aspects of being a member of AFP is our commitment to the Code of Ethics of our profession. The code has been one of the most significant elements that establishes fundraising as a respected profession. It has set us apart from hucksters who are unprofessional and unethical…….those who are willing to do anything with or for donors in order to raise funds for their “charitable” endeavors.

Unfortunately, the code only applies to members of AFP. However, by upholding our ethical code, being positive role models and educating the public, we raise the overall level of professional and ethical fundraising in the communities we serve. We have an obligation to not only instill ethical behavior within the organizations we serve but also among donors and others involved in the nonprofit sector.

As many of my colleagues are aware, for many years I was involved as a consultant with clients around the Country and was unable to be very involved locally with AFP, even though I formerly served on the Board of our chapter. Since joining the staff of the Van Wezel Foundation, a fundraising ethical issue came up which may be of interest to you, my colleagues.

Evidently, there is a history where local commercial magazines sponsor events with nonprofits with the proviso that no other magazine be allowed as sponsors. In other words, they ask for and receive an exclusive relationship. The Van Wezel Foundation, in the past, has also accepted such arrangements. When I came on board, I felt that exclusive relationships posed an ethical issue and have stopped the practice.

Are such “agreements” a violation of our code of ethics?

I feel that if we allow exclusivity with a commercial enterprise we end up telling other donors from a similar industry that we can’t accept their comparable donation or sponsorships. My position is that donors who care about our mission should be welcome and recognized appropriately. It would be like a lawyer or doctor telling a nonprofit that they want an exclusive relationship with the organization, thus preventing the organization from accepting and recognizing other gifts from those professions.

The very first two sections of our code state:

Members shall not engage in activities that harm the members’organizations, clients or profession.
Members shall not engage in activities that conflict with their fiduciary,ethical and legal obligations to their organizations, clients or profession.

One might take the position that the code only applies to individual members and not nonprofit organizations. While an organization may not be subject to the code, AFP members in that organization can indeed be held accountable for actions in that organization.

Is it a violation of the Code for a member to go along with an unethical activity, policy or behavior which is the decision of and implemented by others?

If we do not stand up for ethical behavior in the nonprofit sector, who will? If we observe or learn about unethical behavior shouldn’t we try to educate and work towards the elimination of that behavior?

It is with the above in mind that I want to stimulate a discussion about exclusivity practices requested by donors. It’s hard for an individual member to change a long time practice in a community but if we agree, as a group of professional colleagues, that such practices are inappropriate, even if not technically unethical, we can indeed influence change.

What do you think? Would your organization accept such a requirement from a donor? If so, under what conditions? If not……….why?

Are there other issues involved with this example that have not been addressed above? What if it were your largest donor who set such a condition on their gift?

In our case, following a serious discussion and educational session with the magazine, they backed down and we now have several magazine media sponsors of our gala.

I would suggest that we as professionals need to avoid even the slightest perception of ethical impropriety and by challenging these practices, we help to educate the donor community how we are different from the profit making world where these practices are common and within ethical business practice. I don’t blame the companies for asking for preferential treatment but that doesn’t mean we have to accept the practice.

What do you think?

Norman Olshansky is the president and CEO of the Van Wezel Foundation.

Good Times at the Fundraisers Forum

2010-07-19T14:28:00.000-07:00

The annual Fundraisers Forum, a partnership of our local AFP chapter and the Community Foundation of Sarasota County's Nonprofit Resource Center, embraced over 220 development professionals and nonprofit leaders on July 9, 2010.

Headliner Penelope Burk shared the latest from her donor research to an enthusiastic crowd, and a panel discussion moderated by Cliff Roles on the future of philanthropy provided insights into the good and the bad of today's still struggling economy. Cecy Glenn, CEO of the United Way of Charlotte County, Jerry Koontz, President of the United Way of Manatee County and Stewart W. Stearns, President Emeritus of the Community Foundation of Sarasota County made sure the trends were reflective of our tri-county area.

Special thanks to breakout session leaders Mark Brewer, CEO of the Community Foundation of Central Florida; Carol Butera, CFRE of Children First; Bart Tryon, CFRE of Philanthropy Management; Karin Gustafson, CFRE, President of the YMCA Foundation of Sarasota; and Richard Gans, Shareholder of Fergeson, Skipper, Shaw, Keyser, Baron & Tirabassi, P.A.

Shout outs to Manatee Educational Television for taking such great care in filming the event. What a crew! The staff at Anna Maria Island Community Center made the day especially nice for us. We thank Pierrette Kelly and committee members Donna Dunnio and Laura Breeze, CFRE for working with the NRC team to plan such a great day.

Carol Butera, CFRE and Bart Tryon, CFRE talk about major gifts.

Melissa Burtless, Chief Development Officer of Girl Scouts of Gulfcoast Florida and Jeanne Dubi, President of Sarasota Audubon Society

Jane Lautner, Director of Annual Gifts of the Pines of Sarasota Foundation

Sharna Finkelstein, Program Assistant at the Nonprofit Resource Center, with Laura Breeze, CFRE, Advancement Director of the Education Foundation of Sarasota County

Charles Clapsaddle & crew of METV stayed with us all day for filming and interviews with attendees.

Liz Shirley of the Animal Rescue Coalition with father Jim Shirley, Executive Director of the Sarasota County Arts Council

To all those who joined us and to those who did not, happy fundraising and we'll see you at the Forum next year! Until then, stay plugged in with all of the interesting and essential topics covered in our regular professional development luncheons.

AFP Peers Coming Together: New Mentorship Program!

2010-05-14T12:18:00.000-07:00

There's good news for AFP members who want to boost their professional development: a new FREE mentoring program is available to you. This is your chance to receive personalized feedback, direction and nurturing to build your career and become a more effective fundraiser.

If you have 1+ years of experience in fundraising, let's talk.

Here's how it works:

You will identify a project or 1-3 specific goals you hope to accomplish during the year. Where do you want to be in your career in 2 years? What specifically do you need to master to serve your institution more effectively?
AFP will match mentees with mentors by considering appropriate relative levels between mentor and mentee, geography, subject matter to be worked on and matching people from organizations that are mutually illuminating while not being competitive.
Mentor/mentees meet at least monthly and probably connect more often via phone and/or email. Communication is confidential and structured enough to ensure progress but open enough to foster communication and evolve as needed.

Are you a senior development professional? We need you as a mentor! Mentors should have 5+ years in development, a desire to help the next generation of fundraisers, and a willingness to focus on the mentees goals and needs and help him/her achieve them. This is an opportunity to share ones knowledge and nurture the next generation of nonprofit leaders.

For more information and to get involved as a mentor or as a mentee, contact Mary Saionz at Mary-Saionz@smh.com or (941) 917-1286.

Analytical Skills vs. People Skills In Fundraising

2010-05-06T13:17:00.000-07:00

What are the "new" skills fundraising professionals need to survive in the high-pressure, high-expectation environment of today's nonprofit world?

We're grateful for AFP's emphasis on ethics and professional development. The organization has done so much to elevate awareness of fundraising as a profession, not as an activity. And as such, we know our own skills are constantly growing and evolving--they must.

Holly Hall wrote a piece in the Chronicle of Philanthropy (April 4, 2010) discussing analytical knowledge, entrepreneurial skills and cross-cultural knowledge as hallmarks of the modern fundraiser.

"People still give to people; they don't give to data," Kimberly Hawkins said in her letter to the Chronicle of Philanthropy in response to this recent article.

Hawkins argued that all of the skills Hall referred to are needed in the development department but requiring too much of a single person may seriously impact their effectiveness at anything. She sites burnout and turnover as results of these unrealistic expectations.

Read her letter, Jacks of All Trades May be Masters of None, and let us know what you think. How much is too much?

Millennial Donors Want Engagement on Facebook, Right? Think Again.

2010-04-14T02:44:00.000-07:00

Maybe. But if you want to really engage them, they put a very high value on face to face time.

There's a new study fresh off the press that every AFP member should read. The 2010 Millennial Donor Study, conducted by Achieve and Johnson Grossnickle Associates (JGA), reports findings from more than 2,200 people between the ages of 20 and 40 across the U.S. about their giving habits and engagement preferences. 75% of survey participants fell into that mysterious age group of high powered texters and savvy multi-media users, the millennial generation--otherwise known as Generation Y.

Basically, the study found that when Millennials get involved with a nonprofit, in addition to giving financially, they want:

To affect change
Create direction
Access to the organization’s leadership

Woah! Are we ready for those things? We better be, if we want to influence and attract the next generation of donors. Although they may not have a lot of money to give now, they will. And they're growing up fast, getting into the stream of the workplace and influence many others.
Here's some of what stood out to me:

91% of Millennial donors are at least somewhat likely to respond to a face-to-face request for money from a nonprofit, with 27% being highly likely to respond. Only 8% are highly likely to respond to an e-mail request. YET, E-mail is Millennial donors’ most preferred communication method, with 93% of respondents favoring it for receiving information. Facebook comes in at only 23.8%.

So Millenials prefer e-mail communication, but only 8% are likely to respond to an e-mail request? This will take some consideration from our nonprofits. Any thoughts?

71.9% of Millennial donors don’t need to volunteer for an organization before they donate.

That was a shocker for me!

75% of Millennial donors are at least somewhat interested in working closely with organization leadership to define the direction of the organization or helping the board create solutions to challenges. Maybe not a huge surprise, but how do we engage them? Community Youth Development is a good local source.

So what are factors that influence giving?

Millennial donors say they would be likely or highly likely to give if asked by a family member (74.6%) or a friend (62.8 %). Only 37.8% would be likely or highly likely to give is asked by a coworker. Hmmmm....interesting. So we still need to keep their parents in mind but ALSO remember to ask our current donors to share their charitable passions and organizations with their kids. Big one.

There are lots of other jewels in this report. Hope you'll check it out and post your comments on the AFP blog.

What are your thoughts? Any experiences with this at your nonprofit?

-Susie Bowie

How to Justify Your AFP Membership Fee

2010-03-01T12:42:00.000-08:00

Here are ten ways that AFP provides value to nonprofit organizations. As an AFP member, the value of any one of them far exceeds the cost of an individual’s membership dues. Together they make a smashing investment.

1. What is Philanthropy? Many people wonder if it has something to do with stamp collecting. AFP activities help to deepen the community’s understanding of the philanthropic process. Why do people give? How do nonprofit organizations receive the resources they need to accomplish their missions? Why do they give to specific organizations? The more they know, the more they give.

2. Professional and True. AFP conveys fundraising as professional process that helps nonprofits to obtain income to achieve their missions. A surprising percent of the population believe that nonprofits raise all the money they need by selling candy bars in front of grocery stores on Saturday mornings. The more the community understands nonprofit income sources and how they can participate, the better for the whole nonprofit community. AFP leads in the growth of this understanding and in professionalizing fundraising.

3. Trust Me: Fundraising is built on public trust. AFP provides a Code of Ethics that enhances trust. In addition to candy sales, people also believe that fundraising is the telephone call that interrupts their dinner. The caller implies he is with law enforcement. However, the people holding their forks suspect he’s a hired gun for a for-profit that will receive most of the money raised. The code of ethics supports the elimination of unethical fundraising.

4. Pondering Challenging Questions. Through meetings, telephone seminars, conferences and literature, AFP members ask and confront ethical questions –in advance. These questions explore how money is raised and the appropriate behavior of donors and nonprofits. The right ethical answers in your organization come from living with these questions and answers frequently. AFP helps nonprofit professionals to examine these important issues.

5. In-depth Knowledge. AFP provides you access to information when you need it. For example, when you have a crisis (and if your nonprofit eventually will) AFP provides access to multiple resources, including a library, about how to respond, how to strengthen your organization and how to help your donors to understand the situation.

6. Ideas. Participating actively in AFP events will give you new fundraising ideas to adapt and try at your organization. If you regularly attend meetings and read publications all year long, this is guaranteed.

7. Rights. The AFP Donor’s Bill of Right provides guidelines to fundraisers on how to build deeper and better relationships with donors. The Donor’s Bill of Rights helps nonprofit professionals. It also helps your donors to understand their relationship to your organization and deepens the respect they hold for each other.

8. On-task. Regular AFP activities help the fundraising professional to stay focused on relationships. For almost all of us, it is easier to stay in the office and organize files and databases than take the risk and effort to establish new and deepen existing friendships. The monthly meetings remind us, inspire us and fortify us to return to the field to meet with the community and potential donors.

9. Networking. One of the best benefits of membership, cited by members, are the networking opportunities. You meet people and have a chance to interact with others who have experienced or are going through similar fundraising challenges.

10. Return On Investment. In a recent newsletter for the Southwest Florida AFP chapter, Julia Steele wrote, “This year marks AFP's 50th Anniversary, and the Association of Fundraising Professionals, an international organization with 207 chapters and 30,000 members worldwide, continues to be the standard-bearer of professionalism in fundraising. Established in 1988, the Southwest Florida chapter represents more than 130 diverse professionals in a four county area who share a commitment to promote philanthropy through ethical and effective fundraising.”

How can you justify your membership to AFP? Consider the reasons above and add you own. Then, for the final justification do the math. AFP membership dues cost less than $300 –and you plan to raise how many thousands or millions this year? Yes, it cost money to make money. The returns for APF membership, if you participate fully, will be returned to your organization many times over.

Many thanks to Karen Eber Davis for her thoughtful expression of the great value and professionalism provided with AFP. We hope you'll renew your membership, join for the first time or help spread the word about what we do to others in our field.

What's a Good Response Rate for a Direct Mail Appeal?

2010-02-25T09:21:00.000-08:00

We've been talking with Brian Weiner of the One to One Group about direct mail and successful fundraising appeals. What's a good response rate for a direct mail appeal? Here's what Brian says:

It’s easier to describe a “bad response rate” since the statistical norm is less than one-half of one percent. That would unquestionably be a bad rate of response. We are seeing well-targeted, socially centered, and personally messaged appeals deliver an average single mailing rate of response of 4% to 20%.

Those results today depend in great measure on how the donor or donor prospect views the charity’s position in “the social safety net.” In other words, food banks, which are at the center of the social safety net are typically going to do very well in this economic climate. Arts organizations, which are deemed less socially vital, be that right or wrong, seem to find the current climate more challenging.

Will direct mail ever die?

As a student of marketing, I believe in the product life cycle and so, to some degree I believe that direct mail will change as it matures. Variable direct mail and pURLS are but two examples. Last I looked, direct mail still accounts leads the way as the preferred donor vehicle by about a margin of 2-1. I don’t see that changing soon. Social media, cause marketing, email will play a part…but donor caution will cause direct mail to retain it’s dominance for some time to come.

Best of all, since most organizations are not using dialogue tools, pURLS, variable messaging, or responsive email…there is plenty of room for conventional growth. In the end, each of us wants to be recognized for the role we play in the support of a charity, and we want to be acknowledge for our value.

Any thoughts or questions about direct mail? Be sure to leave your comments and thoughts for Brian here.

3 Elements of Effective Direct Mail Appeals

2010-02-09T13:38:00.000-08:00

Today, too many direct mailers…and especially nonprofits…are in the “broadcast” industry when in pursuit of donor dollars. They craft a message and then distribute it, often through the most inexpensive means possible (i.e. – newsletters, copied form letters, email blasts), waiting anxiously to see what the postman brings each day.

We have seen an uptick in this “low touch” communication over the last year as the economy tightened. I would suggest that there is much that can be done, at a reasonable cost per dollar raised, to help connect with donors:

Personalize everything…the more the better. In the process, provide recognition where it is due. Who among us enjoys receiving “Dear Friend” letters?
Incorporate dialogue in everything you do when you mail. Don’t just send a thank you letter to a donor…send a thank you and a survey with a postage paid envelope. Make sure the survey addresses the recipient personally and not generically. Create opportunities to dialogue, and then respond to each one that you receive back.
Develop intelligent asks. Donors find formulas insulting (you gave $30 last year, so let’s ask for $37.50 this year…) and without intelligence based research, donor asks based upon historical giving are a shot in the dark in a weakened economy.

My favorite story comes from one of the Florida universities where a west coast donor had given $500 each year for five years. During a trip to California, the VP of Development scheduled a meeting with the donor after a wealth analysis showed that the donor had the capacity and the propensity to give much more. When asked why the donor chose to give $500 each year, his reply was, “That’s all you asked for…”

In the end, the donor made a multi-million dollar commitment to the University. Effective asks are vitally important, as we are in the midst of a period where donor retention is perhaps more important than donor expansion.

-Brian Weiner, Principal, One to One Group

Stay tuned for part 2 of the direct mail discussion...and don't forget to leave your comments for Brian!

Veteran Fund Raiser & Nonprofit Leader Sandi Stewart Says "Thanks for the Memories"

2010-02-01T13:10:00.000-08:00

WOW! What a magical ride I have had over the last 23 years as an executive with the Girl Scouts of Gulfcoast Florida. I joined the Girl Scout council in 1986 as the Chief Finance Officer and became the Chief Executive Officer in 1998. These years with the Girl Scouts has provided me so many opportunities to learn new things, make new friends, and the opportunity to influence the lives of over 100,000 girls.

Before my involvement with Girl Scouts, I was involved with my children’s activities and was a community volunteer where I served on boards and worked with organizations to make my community a better place. These contacts were how I began my career with Girl Scouting.

When I took the job with the Girl Scouts as the CFO, the council did not own one single computer. My first task as a new staff member was to computerize the office. It is hard to believe today that all financial records were kept in ONE ledger. I remember the first audit after we computerized the office and they asked if we took a backup of the records off site. I explained to him that we had a daily backup for five days all in the fireproof safe, and we still had a copy of the ledger book. That seemed pretty safe to me, although today not only do we have a backup off site daily, we actually send one out of state. Just the beginning of new ways of doing things!

As the CFO I watched the council’s assets grow (not only in cash but in facilities at the council’s camps). The job was very fulfilling to me and I felt that I had found the perfect job for the remainder of my career. My first involvement with girls was managing their “cookie points”. The beauty of Girl Scouting where a girl can actually be financially responsible for what active she wants to do, because she receives the beloved “cookie points” for her accomplishments in the cookie program.

After working with two different CEOs, I felt that I would like to become the leader of the organization and become more involved in the program delivery that I had grown to love as the CFO. At that time the Girl Scouts of Gulfcoast Florida served 6 ½ counties and it was necessary to cultivate a Board of Directors made up of members from all the counties. I made so many new friends! And, in 2006 when Girl Scouts of the USA did a reorganization of the movement, Gulfcoast was fortunate to survive as a council and added 3 ½ counties to our jurisdiction. What a challenge to manage the geography that I have grown to love in my 23 years.

I spent my first years learning more about the Girl Scout movement, improving the ever challenging Human Resource skills and continuing to monitor financial records prepared by a new CFO. My job as CFO had given me many skills that I would use as I managed the council’s “personal real estate boom”. We sold the old council office, purchased the new site on Cattlemen Rd, did a bargain sale for property adjacent to Camp Honi Hanta, sold Camp Chanyatah, and most recently negotiated the gift of additional property adjacent to Camp Honi Hanta. In addition, I have spent the last two years in litigations on a new commercial pool at camp that leaked before girls were able to swim.

While I had the responsibility to do the “paper chase,” I experienced girls growing from the shy Daisy, through the toothless Brownies, the happy Juniors, the maturing "Highs and Lows" Cadettes, Seniors “going for the gold” and enjoyed the work of the Ambassadors who are not only the leaders of tomorrow, but also the leaders of today, who are making our world a better place.

My biggest challenge was the capital campaign. As a CEO who got the job because of her business skills, what did I know about a capital campaign? The Girl Scouts have the luxury of the Cookie program which covered about 49% of our budget. I had not done a lot of fund raising and this was a huge challenge for me. This community was unbelievable in the support of the Girl Scouts in our capital campaign. We were able to raise $8,000,000 from 2002-2005 with the help of Philanthropy Management, Inc. and the wonderful support of this community. The result of this successful campaign was the completion of the Searcy Koen Regional Girl Scout Campus.

It was during this time that I realized the importance of AFP. I joined the organization during the campaign to improve my skills, make new friends and just learn more about fund-raising. I have enjoyed my involvement with AFP and plan to continue my involvement during my retirement. My plans also involve staying connected to the not-for-profit world and giving back to a community that has given me so much.

As Bob Hope said “Thanks for the Memories."

-Sandi Stewart, former CEO, Girl Scouts of Gulfcoast Florida

It's Boca, Baby!

2009-12-03T04:54:00.000-08:00

Mark your calendar and earmark your budget for the seventh statewide conference organized by the Florida Caucus of the Association of Fundraising Professionals. In 2010, Planet Philanthropy will be held at the Boca Raton Resort and Club!

A committee of your colleagues from across the state is hard at work planning an information-packed and inspirational program featuring distinguished speakers from Florida and beyond. Whether you're a newcomer to the profession or a seasoned veteran, you'll find something just for you at Planet Philanthropy 2010.

The tracks for the conference include: Annual Campaigns, Major Gifts, Government Relations and Corporate Giving, Private, Family and Community Foundation Giving, Technology, Capital Campaigns, Planned Giving, Senior Leadership and Management, Board Development and Volunteerism.

Early Bird Registration on or before May 11, 2010: $275 for AFP Members/ $325 for non members

For more information, click here.

Aida Matic, Our Chapter's New CFRE, Talks About Membership

2009-11-16T14:03:00.000-08:00

We recently asked Aida Matic, CFRE, director of annual giving at Tidewell Hospice and Palliative Care, to talk with us about her experience with AFP membership.

"I joined AFP SW Florida Chapter 5 years ago and the benefits I’ve received have been extraordinary," Aida said.
When asked about the valuable parts of membership, Aida shared numerous highlights, including networking, mentoring, connection to resources, CFRE exam preparation, etc.

"AFP has also given me the seal of approval when speaking with donors or other groups as I've been able to inform them that I have signed the AFP Code of Ethical Principals and Standards and follow the Donor Bill of Rights," said Aida.

Members are exposed to numerous professional development through a variety of workshops, training and conferences; free access to the AFP Resource Center; and other services. AFP members enjoy special discounts and scholarships.

"I had the opportunity to get a scholarship to purchase the CFRE (Certified Fund Raising Executive) online review course. One of the main reasons I passed the CFRE test was that I had the ability to prepare myself appropriately and according to my learning needs by attending the workshops, reading the preparation material and ‘picking’ my fellow AFP members brains when I had questions or did not understand something."

If you're not an AFP member yet, it's time to sign up. Learn more here. And congrats to Aida, our new CFRE. Bravo!

Debra Jacobs of The Patterson Foundation Speaks: Give While You Live, and Leave a Legacy

2009-10-14T13:05:00.000-07:00

If you’re a part of the local nonprofit sector, you know that last year’s announcement of the newly formed $190 million Patterson Foundation has kept us on edge and curious to know more about the woman who made it possible.

Nearly 350 people filled Michael’s on East yesterday to hear Debra Jacobs, President and CEO of the new foundation, speak at AFP’s Giving Matters Luncheon. Mission-themed centerpieces contributed by attending nonprofits provided great fodder for the lunch-time conversation, aided by guest host Judi Gallagher’s lively and spirited remarks. But when Debra took the stage, things got quiet fast.

“We have the responsibility and opportunity to use our talents, treasures and time to make a difference today,” Debra said.

She asked us to be patient, assuring us that the grantmaking process is being carefully and painstakingly considered and will be announced in January 2010.

“We don’t want to do what others are already doing,” said Debra, who has been working since last summer with the daunting and exciting challenge of determining the direction for the large unrestricted gift left by Mrs. Patterson. There were no geographic or mission based requirements specified.

In working on what Debra described as the foundation’s two spheres, their business practices and their mission/focus, she and others are making sure their grantmaking impact extends far beyond the check.
An overarching theme in Debra’s remarks was this: the world we live in today looks, smells and feels the way it does all because of individual decisions.

After highlighting a few of the great women in philanthropy over the last 200 years, Debra emphasized that it’s not the size of the gift that matters, only that you make it—even in a time of economic uncertainty. “Once you know the joy of giving, you never stop giving, you just focus it.”

Debra urged each audience member to explore what speaks to her heart and soul in what they give.
For Dorothy Patterson—described as an independent, gracious and kind woman with impeccable morals—giving was just part of who she was.

Dorothy moved to Sarasota in 1979 with her husband Jim, whose family established wealth in the newspaper industry in Chicago and New York. The two often entertained their ten nieces and nephews at their home and took them on trips to New York City’s Carnegie Hall. The Pattersons traveled extensively and especially enjoyed Italy.

Dorothy was troubled with extreme rheumatoid arthritis and with Alzheimer’s in her later years and had 24 hour nursing care until the end so that she could maintain as much independence as possible. Two of her nurses retired after her death because they knew they would never have another patient as caring as Dorothy.

“We each have minutes, magic and money,” Debra said. The Patterson Foundation is learning from the best and brightest to create a legacy honoring the spirit of Dorothy and Jim.

At the conclusion of the program, we enjoyed table discussions about leaving a legacy and one of our favorite local philanthropists, Betty Schoenbaum encouraged us to give while we’re still here so that we can experience the joy of helping others.

Faith Pridmore and Dr. Susan Olsen founded the local Giving Matters chapter. To become a member, e-mail fmpridmore@comcast.net.

Rising to the Challenge

2009-09-16T06:49:00.000-07:00

Welcome! And please join me in launching this new forum for SW Florida fundraising professionals – a place to exchange ideas, voice concerns, vent a little and praise a lot, I hope.

Could there be a better time to share what’s working, here and now? You know the challenges we’re facing…

• Grants are cut in half, or worse,
• Events and appeals are “sucking wind,” in the memorable phrase of one development chairman I know,
• Boards are worried,
• Donors are scared,
• Needs are greater than ever.

How to respond? Consultant James Gelatt, writing earlier this year in Contributions Magazine, has a message that resonates with all of us: this is the time for us to focus LESS on TACTICS to survive today and MORE on STRATEGIES to succeed in the future.* We can’t just cut programs and staff, lower expectations and hunker down, hoping to get through this. We need to keep our donors excited about the incredibly important work we are doing, take a few risks, build new business models, and get ready to come out of the gate strong as the economy turns around.

What does that mean to you? Here’s what I’ve noticed about our most successful colleagues:
• They are fundraising not because it’s a job, but because they truly believe they are making their world a better place.
• They are ready to retire “same-old, same-old” practices and get creative.
• They are focusing like a laser beam on bang for the buck: maximizing the return of their organization’s investment in fundraising.
• They know how to help their top managers lead and their boards raise money.
• They don’t solicit donors. Donors love to give. They help donors give.
• They are the most optimistic people I’ve ever met.
Does that describe you? If not, you might be a lot happier in another line of work. On the other hand, doesn’t that describe our friend and colleague Susan Terry perfectly? Rest in peace.

Laura Breeze, CFRE
Advancement Director
Education Foundation of Sarasota County

Welcome to AFP, Southwest Florida's Online Conversation!

2009-09-15T14:52:00.001-07:00

The monthly meetings of AFP, Southwest Florida chapter are full of networking, conversation and informative education for committed development professionals, and we need more talking time!
Your chapter has launched a new blog to raise interesting questions, talk about the fundraising conundrums that keep you up at night, get advice from our local fundraising sages and get to know our members.

So here’s the deal: we're asking you to actively participate, providing us with feedback about the people you'd like to know and ideas you’d like to talk more about. We’ll supply the content with a forum for your comments. We're looking for guest writers to share their expertise about all aspects of raising money, so be sure to let us know if you want to contribute or if you have a recommendation for a guest blogger.

E-mail us at afpswflblog@gmail.com anytime with your suggestions…and stay tuned for great conversations from the professionals in your AFP, Southwest Florida chapter!