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I’d be willing to bet that every nonprofit I’ve worked with has spent some time wishing their board members “helped more” with fundraising.

When they say that, they usually mean they want more people to make direct asks for gifts. I say not all board members should ask for money, but every board member can tell a moving story about the meaningful impact of their organization.

Development staff, CEOs, and marketing teams can empower board members to use storytelling as an effective and comfortable way to participate in the crucial work of raising money. To tell a great story, board (and staff) members must be authentic, passionate, and focused on the mission.

Working with boards is a topic that DBD Group has written about at length. Less popular, but only slightly less important, is creating an effective Finance Committee for your nonprofit. This group can be the most dynamic, exciting and important group in your organization.

From monitoring financial performance to approving budgets and financial policies, vetting loan options to overseeing the audit process, there is plenty to dig into. The best committees don’t just happen though. They are intentionally built, diverse in more ways than you might think, and given a clear chart of work.

Let’s face it: asking board members to help with fundraising can feel as awkward as teaching your parents how to use TikTok. But it doesn’t have to be! With the right mix of clarity, support, and a dash of good humor, you can turn even the most hesitant board member into a fundraising champion.

A board’s role in fundraising is critical because it sets the tone, drives the strategy, and shows everyone else how it’s done. Board members bring credibility, connections, and leadership that no staff member or volunteer can fully replicate.

For leaders of mission-driven organizations, keeping a hopeful attitude is critical to meeting the inevitable challenges that arise. But how do you keep your attitude positive when things aren’t going your way?

In “Imaginable” by Jane McGonigal, the author introduces the concept of “urgent optimism.” In this state of mind, it’s possible to be realistic about the issues and risks ahead, while also keeping an open eye and heart as to how you can help to solve those issues and address the risks.

When setting fundraising goals—whether for annual contributed revenue or a multi-year campaign—many organizations default to looking at past performance. But here’s the thing: basing your goals only on what’s been done before can be limiting.

If you’ve been putting off implementing a strategy to secure gifts from donor-advised funds, let this be the year that changes that. Why? The numbers are too big to ignore.

• Donor-Advised Fund (DAF) contributions represent 8% of all donations in the USA.
• Total Assets in DAFs in 2023 was $251.52B
• Total Value of Grants made by DAF fundholders in 2023 was $54.77B
• Total Value of Contributions made to DAFs in 2023 was $59.43B
• Average DAF Account size in 2023 was $141,120

As our clients seek to finish the year strong, we are helping them navigate the changing landscape of grant writing with its new challenges and opportunities. Staying ahead of the curve is crucial for anyone looking to secure funding in a competitive environment. Here’s a look at the latest trends that we are seeing in grant writing. Consider using these strategies to refine your approach and increase your chances of success.

I don’t know about you, but I love a good dip – especially during the summer months while gathered with friends and family. Whether it’s a zesty guacamole, creamy artichoke, or a citrusy pico de gallo; a tasty dip always seems to get people together around a central location, talking and interacting in a fun and enjoyable way. But for those of us in fundraising, the word “dip” can oftentimes mean something completely different.

Fundraising campaigns are often likened to marathons rather than sprints. They require strategic planning, deliberate preparation, sustained effort, and a dedicated team working tirelessly towards a common goal. However, even the most well-planned campaigns can experience dips, where significant donations slow down or even come to a halt. During these times, it’s easy to feel disheartened and pressured to push harder. But sometimes the most productive step a team can take is to pause, take a break, and reset.

When DBD is given the opportunity to be considered to conduct a capital or comprehensive feasibility study, we make it clear from the start that we will not perform a study for you, but we would be honored to perform a study with you!

While I could try to explain this more, I am honored to share with you the first-person perspective of a recent client/partner, Robert P. Kirschner, Chief Philanthropy Officer & Senior Vice President at the YMCA of Greater Cleveland.

Have you ever wished that property abutting one of your current locations would come on the market? What if a for-profit service provider in your community wanted or needed to exit a facility that was perfect for a service expansion? What if the undeveloped parcel that fits your long-term strategic plan suddenly became available after years of cultivating the owners?

Would you be in a position to close? The timing doesn’t always line up, and it’s possible that you wouldn’t be. But instead of walking away, consider the often-overlooked source of bridge funding: the friendly buyer. The friendly buyer purchases and holds the real estate with the intention that at some future date, your organization can and will purchase from them.

Here are three scenarios that we’ve seen play out in real life.