By Christopher M. Cannon
A simple advisor to the rules of potent fundraising operations
An government consultant to Fundraising Operations offers fundraisers with easy-to-understand ways to guage and deal with fundraising operations wishes and possibilities. This consultant simplifies and makes a speciality of the research of difficulties and wishes, permitting a brief go back to fundraising.
- Provides the basic framework to enhance and innovate improvement operations
- Includes dozens of functional instruments, together with pattern guidelines for info, database, reporting, and company processes
- Offers pattern workflow illustrations for reward processing and acknowledgment, file specification, and different processes
- Features pattern studies for crusade administration, functionality administration, and exception management
- Delivers potent calculators for operational ideas of thumb
No topic what the dept is named, so much fundraisers fight with comparing operational concerns. This consultant leads you thru ideas of powerful fundraising operations, simplifies complex issues, and gives suggestions to a couple of the main vexing operations dilemmas
Read or Download An Executive's Guide to Fundraising Operations: Principles, Tools & Trends PDF
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Extra resources for An Executive's Guide to Fundraising Operations: Principles, Tools & Trends
Your team needs to know and be able to achieve speed-based expectations. Quick response times to ad hoc report requests need to be balanced against the time and energy required to develop more complicated analytical reports. The speed of responding to one issue is typically tied to responding to another issue. You will need to devise an approach that accommodates the interconnected nature of these turnaround times. This also means that you will need to create a hierarchical priority list. Without such guidance and advocacy, the operations team will not know where to spend their ﬁnite time.
Database maintenance and other key operations roles should provide a consistent result for all internal and external clients. Expectations need to be managed here, because the marginal cost of that last 1 percent of accuracy may be outrageously expensive, or worse. For example, a hospital in the Midwest established gift entry expectations that 100 percent of the gifts and pledges entered should be accurate. This goal was part of each team member’s individual performance review and was taken very seriously.
The results indicate that people, then processes, are the most important. Perception is important to your grasp of operations. The fundraising operations survey sought to understand more about conﬁdence levels in these speciﬁc areas. 2 shows that, on average, executives are about 6 percent less conﬁdent in operations areas than are operations professionals. This means the starting point for most executives is to have less trust in operations than the operations team believes is deserved. 2 What percentage of respondents were at least 80% confident in the following operations area?
An Executive's Guide to Fundraising Operations: Principles, Tools & Trends by Christopher M. Cannon