D o You Really Need a Consultant? And…What Is One, Anyway? Madeline Franze SSJ, CFRE Mary McFadden...
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Transcript of D o You Really Need a Consultant? And…What Is One, Anyway? Madeline Franze SSJ, CFRE Mary McFadden...
Do You Really Need a Consultant?
And…What Is One, Anyway?
Madeline Franze SSJ, CFRE
Mary McFadden SSJ, CFRE
September 14, 2015
2
Before we begin…
Types of consultants…
Development, Mission Advancement…
Fundraising as one part of development…
Repetition for emphasis
3
Agenda – Five Points
1. What is a Consultant?
2. When to Hire a Consultant
3. The Hiring Process
4. Working with the Consultant
5. After the Consultant Leaves
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Point 1 – What is a consultant?
A. Qualities and skills needed
B. Roles
C. What a consultant might provide
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Point 1A – Qualities and skills needed
Experience and proven competence
Hired for a time-limited, specific task
Provides assistance a task a goal a process a plan
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Point 1B – Consultant roles
Advisor
Situation analyst
Diagnostician
Problem solver
Direct a development director search
Conduct board education session
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Point 1C – What a consultant might provide
A deeper knowledge of best practices
Fresh thinking and new solutions
Challenge to the status quo
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Point 2 – When to hire a consultant
A. To grow a development program
B. To begin a development program
C. When hiring a new Development Director
D. To motivate staff, board~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
E. Poor use of consultants
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Point 2A – Grow a development program
*The most frequent use of a consultant*
To establish/strengthen infrastructure
To strengthen/grow fundraising vehicles
To move from fundraising to development
To establish/strengthen a culture of philanthropy
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Point 2A 1– Grow a development program (cont’d)
By strengthening infrastructure
Written three-year plan Budget (expenses and income) Case statement Development webpage Staff Software and hardware Gift acceptance policies Office procedures
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Point 2A 2– Grow a development program (cont’d)
By strengthening fundraising vehicles
Direct mail (assess ROI) Major gift and planned giving programs Events Foundation research / grant proposal writing Newsletters – print and electronic Social media Special programs – monthly donors, tributes,
memorials, capital campaigns
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Point 2A 3– Grow a development program (cont’d)
To move a fundraising program into a development program
Fundraising program
Focus is on dollars raised
Development program
Focus is on becoming mission-centered and donor-focused in addition to dollars raised
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Point 2A 4– Grow a development program (cont’d)
To establish or strengthen an organizational “Culture of Philanthropy”
Indicators that the “Culture” is weak Crisis-driven A “money-pit” Responsibility of director only Director never gets out of the office
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Point 2B – Begin a development program
Assess the organizational readiness of
Board, staff, members (internal constituents)
Assess the philanthropic readiness of
Larger community of donors, friends, community leaders (external stakeholders)
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Point 2C – Hire a new Development Director
Transition plan should be in place
Analysis of what has worked/not worked
Gives direction…what is next
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Point 2D – Motivate staff, board
Determine strengths and challenges facing
Staff
Board
Determine strategies to strengthen both
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Point 2E – Poor use of consultants
The Fall Guy or Gal
The Hit Man or Woman
The Messiah
The Burden
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Point 3A 1– Doing the research (cont’d)
Find a consultant
Define what you want
Get names from other like organizations
Tap into professional groups
RCRI, NCDC, AFP, LCWR, CMSM…
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Point 3A 2– Doing the research (cont’d)
Request proposals (RFPs)
Initial conversations
Be specific in RPFs
Request about three
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Point 3A 3– Doing the research (cont’d)
Review proposals
Be sure they match your goals
Review by board
Review by legal counsel
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Point 3B – The interview
What to look for
“Chemistry” Consultant background and experience Process for delivering services Fee structure and billing Evidence that the consultant has done their
homework on your organization Outline of next steps
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Point 3C – The contract Formal, written agreement with detailed
service plan Contract review by board, lawyer, others
Specificity (timelines, service plan, fees)
Trust (confidentiality of information)
Reciprocity (freedom to challenge, probe, question)
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Point 4 – Working with the Consultant
The work relationship – a partnership
Clear expectations
Agreed upon objectives and timelines
Keep relationship on track
Frequent check-ins
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Point 5 – After the consultant leaves
Areas to examine
A. Input (investment)
B. Outcomes (progress toward goal)
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Point 5A – Input (investment)
Clear commitment?
Clear and constant objectives?
Consultant access to the right people?
Adequate and the right information available?
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Point 5D – Outcomes (progress toward goals)
Did the consultant help move the organization toward long-term goals?
What is the long-term value of the consultant’s work?
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Wrap UpIn the end, the most successful consulting
relationships will share a single goal:
the institutionalization of organizational
change. The best consultants promote new
systems or ways of behaving that will help
people in organizations anticipate and solve
problems as they arise in the future.
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Wrap Up
Questions?______________________________________________
Contact InformationS. Madeline Franze SSJ
S. Mary McFadden [email protected]