Blog

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.

“Just apply for this grant and you’ll get the money!”

If you are a development leader, you’ve most certainly heard this from a colleague or board member. However, seasoned development leaders know these words are not as simple as they sound. The process of obtaining grants can be complex, time consuming, and highly competitive.

This is where an important member of the development team comes into play-the grant professional.

In a blog post from last year, I encouraged fundraisers to break the “rule” that all board members be required to fundraise (you can find that post here). The basic premise being that we should strategically recruit certain board members to actively ask donors for contributions and lean into the fact that other volunteers are on our boards for other skill sets. One of the many follow up questions I received was naturally, “So how do I keep board members engaged in philanthropy if they don’t ask others for money?”

In theory, we all know the importance of data when it comes to working efficiently and effectively. We’ve heard phrases like “data driven” and understand that to be good stewards of our work we should be using data as a regular part of our work.

Yet many nonprofits struggle to truly integrate data into their culture and in their decision-making processes. Here are some ideas on how you can more effectively integrate data into your organization:

One of my favorite DBD axioms is “Listen the gift.” We use this as we coach our clients through a major or transformational gift ask. Listening to our prospect is an important piece of the puzzle in creating a meaningful outcome for the donor and the organization.

After the disruption of the past four years, it seems a great time to pause and think differently – not just about the organization, changing demographics, AI, or the shifts in technology that are all affecting our fundraising, but about our donors. They are the heart of it all. 

Many nonprofits wonder how to identify people who have DAFs and how to get their cause in front of them. It can be a little complicated but with some investigation into how the DAF is administered, you can find the person behind the DAF and start to share your mission and impact with them. Let’s explore...

Have you ever wondered why are some board members not engaged or even showing up to your meetings? Board meetings are a necessity for nonprofit organizations, but too often they can be boring, dry, and uninspiring.

They don’t have to be.

I knew a nonprofit director who moved from the big city to work with an organization in a small, coastal community. She left behind traffic, sirens, and hordes of people, to what most of us would call serenity. Six months into her tenure I asked how she was enjoying the small-town life. Her reply surprised me as she said the quiet was very difficult for her, even making it hard to sleep at night. Within a year, she was back to the big city.

Bruce Berglund, CEO and Founder of DBD Group interviews Cory Scheer, Founder of TrustCentric about the role of trust in leadership. In this 35 minute conversation, they talk about strategies to measure, build and repair trust in teams and organizations. 

Learn more about TrustCentric and Cory Scheer, or check out his new book.

Learn more about Bruce Berglund, CEO and Founder of DBD Group or follow him on LinkedIn.