Your January Major and Leadership Gifts To-Do List: 8 Steps to Take Now!

Perhaps you’ve just closed your fiscal year and this is the beginning of the New Year. Maybe you’re mid-way through. In either case, January presents opportunities for taking a hard look and making strategic changes in your major and leadership gifts program. Here are eight steps you can take over the course of January that will help make 2017 your best year ever.

1. Crunch Those Numbers
• First, of course, you are measuring your progress against goals.
• Then go deeper. What is working and why?
• Finally, look for opportunities disguised as problems. For example, if your realized table of gifts indicates poor performance at the $1,000 level but you’re doing great at $500, make a plan for inspiring all of those $500 donors to make a second gift to reach $1,000. Share the impact that a $1,000 investment brings. Ask a great donor to offer a challenge. Turn that problem into a success-opportunity.
• Don’t forget your e-scores. Which of your engagement activities are resulting in the most new gifts, donor retention and upgrades? Do more of those in the coming year, and drop or tweak the non-performers.

2. Steward Your 2016 Donors (Again)
• Start at the top of your realized table of gifts. What did you do in 2016 to make that donor say “WOW?” When did you do it?
• What creative and personalized impact experience and/or communication did you share and when?
• If it has been more than six months since you’ve provided an impact/outcome experience or communication, get going, starting from the top of the pyramid and moving down.
• Consider making February your stewardship month and getting everyone (board members, peers, and mission staff) involved. 28 days, 28 calls and visits per person. Celebrate on the last day. https://www.youtube.com/watch?v=DgrA3v3ozcE

3. Refresh Your Plan (or write your first plan)
• We know that having a sound development plan tops most everything else in terms of results. Visits without a plan are better than no visits, but with a plan, you are on your way to great year. Find more on planning here.
• Make sure your plan includes your realized table of gifts and a refreshed projected table of gifts. These are two old fashioned (yes) but indispensable tools. Everything old is tired. Just saying.

4. Solicit All Board Members Who Have Yet to Make Their Gift (If this is the beginning of your fiscal year, you want them on board EARLY. If this is mid-year, they need to give now, modeling the behavior you seek from others)
• Peer-to-peer is best. Who are your best givers, best solicitors? Ask them to ask the rest of the board. Not via email. Call or visit. Make it personal. Ask for an increased gift. “Please join me with an investment of…”
• If you solicit them by email or snail mail, how will they learn to solicit others in a warm, personal manner?

5. Maximize Your Upcoming Events
• Spring event season is only months away. What is your “turn-out” strategy? How are you ensuring high donor retention by getting all who came in the last two years to return? What is your donor acquisition plan? What strategic initiatives or “moves” are you planning for those in attendance? Who is responsible for getting your ED or key volunteers around the room, making introductions, asking strategic questions, and sharing key points?
• Most important, what is your follow-up plan? Not just getting the thank you notes out. What are you doing to engage attendees and those who declined post the event?

For more on making data-driven event decisions, check out this blog post and webinar.

6. Spend Time Planning Your Calendar
• Whom do you need to visit over the next three to six months? Where are they? What alternative dates can you offer so that you are sure to get on their calendars?
• What days are you crossing off for donor visits each month?
• What days are you setting aside for developing donor strategies?
• What time are you marking each week for making appointments and follow-up calls?

7. Take Care of You
• Your professional development, morale, and health matter. Build in recovery time. Be sure to take the vacation days that your organization offers.
• Consider crossing off one day a month as an “admin” day for catching up on things, reading the articles you were saving, organizing, and strategic thinking.

8. Celebrate
• Philanthropy is a joyful experience. Giving, and helping others do the same, adds to the quality of our lives and the lives we touch with our generosity. It wouldn’t happen for your organization without you and your team.
• Say thank you. Celebrate. Feel good about all you are doing to make your community, country, and our shared world a better place. For more reinforcement, read this great post from Lynne Wester.

Making Data-Driven Event Decisions

Event season is almost upon us, but it’s not too late to set measurable goals to maximize your events. It’s also a great time to take a step back and determine if you should repeat this event again next year.

This month’s Chronicle of Philanthropy has a great article on Killing Sacred Cows, letting go of those time-honored strategies that might not be the most effective. One of the most prevalent examples of this is special events.

This isn’t a new topic. You’ve probably read many articles about event return on investment. But, have you taken the step of collecting data and doing an honest assessment of your events? Of course, this assessment is dependent upon knowing what our event goals are in the first place.

So what are your event goals?

Many people would answer this question with the dollar amount listed in their budget. However, there are several potential outcomes, such as identifying new prospects or generating publicity. And, while raising money might be the primary goal, these secondary outcomes are often the reasons given as justification for holding on to an event that might not be seeing an adequate financial return.

It’s completely legitimate for an evenevent decisionst to have goals beyond raising money, but they have to be deliberate objectives, not rationalizations. So, how do we make sure that we’re setting intentional, strategic goals, measuring achievement of these goals, and ultimately, using that data to make decisions about an event’s efficacy?

  • Raising Funds: If raising money is your primary goal, then you should be netting no less than 70%, including staff costs. If raising funds is not your primary goal, then you might be able to justify a higher cost per dollar raised, but this should be for legitimate, measurable goals and not arbitrary excuses.
  • Non-Revenue Development Goals: Events can play a critical role in building a prospect pool, engaging potential donors and stewarding existing donors. In fact, you may have several events that are intended solely for this purpose. In these cases your return in investment should be measured against the annual and lifetime giving of the donors engaged in these events. But, they should be real numbers, not assumptions about how the events are influencing donor engagement.  If events are a key strategy in your donor development program then you should have measurable new prospect goals – how many do you hope to attract to this event, for how many did you capture contact information? And, if you’re using events for donor cultivation, are you implementing strategic initiatives or “moves” at the event? And, did you secure a “yes” to a next step from at least 80% of those engaged?
  • Marketing and Public Relations: Beware, this one is a slippery slope. As the Chronicle of Philanthropy article pointed out, many organizations use the idea that an event generates publicity and builds awareness as a reason to maintain it. In some cases, this is true, but many events fail to generate the kind of publicity or awareness they are looking for to see long-term results. If marketing is truly a goal of your event then you have to measure it – how many media impressions did you receive, how many new attendees were exposed to your message, etc. And, to make this goal meaningful, you must have a plan for following up to further engage and enroll potential donors.  Identify your “think, feel and do” messages and make sure you deliver them in a mission-infused way. What do you want your participants to think about your organization because of this event? How will the program and activities during the event achieve this? How do you want them to feel and, most importantly, what do you them to do after the event. A good event should be part of a continuum of activity, not an end unto itself.
  • Attendance Goals: For too many of our events, we only measure attendance in quantity – last year 300 people attended and this year 350 attended. But what about quality – did the right people, the people you most wanted, attend? And, if your event is annual, are you looking at retention and what that number tells you about the event’s effectiveness in long-term donor strategy? And, don’t forget board participation. Your goal is to get them there AND get them working the room on your behalf – delivering messages, asking questions, helping you meet new people and securing follow-up visits.
  • Programmatic, Volunteer Recruitment: As with the previous examples, this is a completely legitimate goal for your event, as long as you’re measuring the event’s ability to achieve it. Anecdotes about meeting a guy at that event awhile back that ended up becoming a volunteer don’t count. Track the number of inquiries you receive from your event and the number that ultimately become involved in your program. If you can’t justify the costs of the event based on the number of volunteers you’re recruiting, then you might have to let it go.
  • Stewardship: An event isn’t worth doing if you don’t have a measurable follow-up plan. Do 100% of attendees receive a thank you note within 72 hours of the event? Do 100% receive a stewardship touch three to six months after the event? Make sure your plan includes special impact communications to top event donors, volunteer fundraisers, and hosts. And, don’t forget to follow-up with those whom you invited and wanted to attend but couldn’t.

True assessment requires brutal honesty. Data helps with that. It’s hard to argue with hard numbers. But, as we all know, it can be easy to put a spin on numbers that allow us to rationalize keeping an event that we know isn’t giving us the results we need. By setting measurable goals, we limit the ability to give anecdotal justification and are able to objectively analyze events and make data-driven decisions that can best benefit the organization.

For more information on making data-driven decisions, check out this webinar.

What Makes a Good Development Plan?

Screen Shot 2016-01-25 at 8.45.13 AMLast month, Laurel McCombs shared the importance of having a written development plan.  New studies suggest that having a development plan vs. not having a development plan can be the difference between success and failure.  So what makes a good development plan?

  1.   Know Your Goal – We’ve all heard the the maxim “if you don’t know where you are going, any road will take you there.”  This cliche remains critically true.  The first step in creating a development plan is knowing what you are trying to achieve.  For most of us this boils down to knowing our monetary goal for the time period in question.  But it might include other goals such as creating a major gift program, piloting a monthly giving program, increasing the average gift size by 10%, etc.  Once you know your goals, you can work backwards to determine what is required to achieve them.
  2. Have Measurable Goals, Objectives and Benchmarks – This is critical.  Without this, a plan isn’t a plan, it is merely a statement of intent.  Metrics and benchmarks let you know if you are on the path to achieving your goals and give you advance notice to adjust your strategies if you are not.  Better yet, having measurable objectives, goals and benchmarks force you to actually have strategies.  Without empirical data there is no way to know if your plan is a success.
  3. Have Action Steps for Achieving Your Goals – Another critical piece that turns what might otherwise be a statement of intent or a vision statement into an actual plan is to have clear steps outlined with clear deadlines and clearly delineated responsibility for achieving the goals.  In other words:  who, what and when?  Breaking down the plan into smaller steps with deadlines ensures that your plan will be implemented on a timeline that makes success possible.
  4. Have a Budget – It’s important to think about what you’ll need to effectively implement your plan and what it will cost as part of the creation of your plan.  Almost all serious change requires some expenditure of resources.  Understanding your costs up front will ensure that your plan has all the resources it needs to be successful.

There are many other elements that go into successful planning but these are the basics.  Overall, it’s important to be specific.  Avoid statements like “We will create a culture of philanthropy” without tying it to specific actions.  How will you achieve this culture?  Does it it involve training?  Will you implement a staff giving program?  Who will lead it?  How will you know if you’ve achieved your goal?  Why are you creating a culture of philanthropy in the first place?  The more specific you can be with metrics, timeframes, responsibility and cost the better off you will be.

To learn about planning in more detail sign up for our January 28th webinar: “Creating and Implementing an Effective Development Plan”.  The Osborne Group is also available to help you create your development plan.

Fund Development Plan: Your Key to Success

In the last couple of years I’ve learned a lot about myself, as a consultant and a trainer. One thing I’ve come to realize is that I really like to talk about the fundamentals. In fact, just last year I wrote a blog post about the fundamentals key to development success.

As I reflect on 2015 and what I could write in my last blog post of year, I find myself coming back to the basics. I’ve said it before, real success isn’t about silver bullets and is rarely bright and flashy. In fact, success often lies in what we can read in black and white, in a strategic and thoughtful fund development plan.

So I was particularly excited by a recent study by Heather Yandow of Third Space Studio. In her report, posted by the Stanford Social Innovation Review, she shares that in the organizations she studied, the clearest predictor of success was the existence of a formal fundraising plan.  Additionally, she found some interesting correlations between investments in staff, time spent on individual donors and the effect of face-to-face meetings. But these correlations could only be found in those organizations that had a formal plan in place.

The work we do is highly quantifiable with a number of ways to measure progress and effectiveness, and yet, many organizations look at one metric, revenue, to determine success. A solid plan to reach revenue goals, supported by action steps, timelines and progress metrics allows fundraisers to create a clear path that is as helpful in determining what they will do, as what they won’t.

How many of us have heard “you know what we should do, we should have a (insert event name here)” or the classic “that organization does a (insert event name here) and they raise a ton of money, we just need to do one of those.” Having a plan in place allows you to sort through these ideas from a strategic perspective. Maybe a new fundraising activity fits perfectly with existing strategies, or you find that your plan won’t allow for the extra staff time and resources a new event would require. Either way you can point to the development plan as the rationale for your decision.

An effective plan puts you in control of how you spend your time and allows you to prioritize strategies. It puts front and center those activities that you believe will provide the greatest return on investment and creates a system for measuring effectiveness and adjusting strategies when necessary. In fact, we explored this in more detail during a webinar earlier this year.

Yes, writing a development plan takes time, and yes, reviewing your progress toward that plan takes time, but the truth is, you’re already spending that time spinning your wheels on ineffective strategies and a lack of prioritization. The good news is that once you have a plan in place and make a few adjustments in your management systems, you can start to see immediate results.Image result for make a plan

For help in creating and implementing an effective fund development plan, join me on Thursday, January 28th at 2:00pm EST for a free webinar: Register Now

Ten Things Great Relationship Builders Do

Our goal is inspired, joyful, generous investments by our donors. We want them to be “all in.” Ambassadors, volunteers, providers of expertise and wisdom, networkers and connectors and of course stretch financial givers and fundraisers on our behalf.

To get there, we build relationships that are strong, life-long, productive for the organization and meaningful for the donors.

Here are ten things great relationship builders do:

1. Strengthen and use your emotional intelligence –
Emotional intelligence consists of our ability to monitor one’s own and other people’s emotions, to discriminate between different emotions and label them appropriately, and to use emotional information to guide thinking and behavior. It is critical for effective fundraising relationship building. In fact, it is critical for managing others and having strong and happy home and work relationships. What’s your EIQ? What steps are you taking to nurture and strengthen this essential competency?

2. Foster strategic conversations about mission, vision, and values
Our ability to ask strategic questions about attitudes, values, and feelings is more important than new information chitchat. We need to understand philanthropic motivations, passions, and interests. Who makes the decisions and how. How best to engage and communicate with our donors. Just as important, is to engage them in conversations about our mission, vision and values. We want them to TELL US about the impact we are having in the community, why our vision is the right one for the people and causes we serve, why we matter. Click here for our latest list of strategic questions.

3. Be thoughtful, intentional and strategic
People often ask me if our work is manipulative. Are we tricking people, pretending to care about them just to get their money? Yikes. No. Intentionality is respectful of both the organization that pays you and of the donors’ time. We are not in the friend-raising business. None of us should be. Not alumni relations or engagement specialists, or event planners. We are not developing friends; we are nurturing productive, meaningful and satisfying relationships. What are you trying to accomplish with this contact? How will you achieve it? That’s the job. It is a wonderful, noble profession. And an honor and privilege as a volunteer.

4. Be donor-centric by paying attention to both the little as well as the big things -Yes, every conversation and experience should be strategic and intentional with clear and measurable goals but we also need to remember the little things. Birthdays, anniversaries, favorite flowers, names of pets, children and grandchildren. Get that information into the database along with the big things. Capacity, inclination, giving readiness, engagement and stewardship preferences and so forth. And think like a donor. See your organization though donors’ eyes. Not through your silos, turf and needs.

5. Engage donors and potential donors and volunteers in meaningful and productive work
We know engagement leads to increased giving of time, treasure and talent. All the research supports this. I hate the expression, “We want our donors to feel engaged. No. We want them to be engaged. Engagement is two-way, it taps into personal capital (human, intellectual, network and financial), it has a think, feel and do component, it’s experiential, and mission infused. No one wants to be wanted only for his or her contacts and money. Do you have a suite of engagement opportunities that meet these criteria? Drop us a line if you want a list of potential engagement opportunities for your type of organization. mail@theosbornegroup.com

6. Steward all of the donors’ personal capital in tailored ways that demonstrate IMPACT
People give their time, energy, expertise and money because they want to make a difference. Stewardship includes thank you and recognition. But more importantly, it focuses on demonstrating IMPACT. Three, six, nine months after an investment and BEFORE the next solicitation or volunteer request, demonstrate the difference I made. Thank you is not enough. You lose points when you don’t say thank you. It is expected. What inspires greater investment is when you engage me, share with me, the difference I’ve made. You promised I would save or change a life. Now show me!

7. Inspire
Don’t offer donors a shopping list of giving and naming opportunities. Share the societal problems you are solving, the lives and conditions you are saving and changing. Lead with mission and vision. Who cares about your campaign goals, or your desire to be best in your market? Everyone, from the security guard to the admin to the mission staff to board of directors – everyone, has to be able to tell the story in a compelling and authentic manner. Work in this one! It is so important.

8. Think big 
“She won’t join our board. We’re small potatoes. Plus we’re a working board. Let’s just ask her to lend her name.” “Please join our board. I promise. You won’t have to do much.” “He doesn’t have the time to give. He’s too busy.” “We can’t compete with the big organizations. No sense in asking.” Turn around. Look at all the people standing behind you who are counting on you to achieve the mission, vision and work of the organization. They deserve the best board, the biggest inspiring ideas, and the most enthusiasm. Don’t let them down.

9. Believe and give
Work for, volunteer for organizations you care about deeply. Know the story. Meet the people you are helping. Have personal stories. Understand the cause. Care deeply, passionately. Be a generous investor. Generosity is not about wealth, it is about stretching, giving with a full heart, doing the very best you can.

10. Enjoy
Your energy and enthusiasm is catching!

A Case for the Fundamentals

About a year ago, I was complaining to my dad that my shoe laces kept coming untied. He told me, as unpatronizingly as possible, that it was because I wasn’t tying them right. You heard me, I wasn’t tying them right…

This got me thinking, how did this happen?shoe laces Did I learn incorrectly? Or, was I taught correctly and over the years my technique got sloppy? Did I start taking shortcuts? Whatever it was, something I considered to be so fundamental and automatic, I was doing wrong, and it was causing me a great deal of irritation.

How many other things is this true for, particularly when we think about the way we run our fund development operations. There are basics that we all learn at some point. These elements seem so fundamental that it almost seems silly asking about them, but over the years, I have seen a number of organizations that don’t have these things in place.
I know that we all want to talk about the latest trends and emerging strategies, but I’ve decided, in this post, to channel your middle school Phys Ed teacher and focus on the fundamentals.

I get it, it feels like a lot of work to stop what you’re doing and work on these things. Your days are busy, your to-do list is long enough. But how much time are you wasting by not having these fundamentals in place? How many missteps are you making? How can you know that you’re optimizing your return on investment or prioritizing your activities effectively? How much time did I waste stopping to retie my shoes? And, who knows what might have tripped me up while they were untied.

So, to help make sure you’re on track for success, here are five key fundamentals to make sure you have in place. Hopefully, you’ll be able to check off each item with confidence, but if you’re missing any of these elements or they are in need of updating, I encourage you to make their development a priority:

  • Vision for the Future: Your big, bold vision expresses what will be different in the world because your organization exists. Everyone in your organization should be able to articulate and share it with passion and conviction. Without a compelling vision you lack the inspiration required to motivate your investors to make transformational gifts.
  • Long-Range Strategic Plan: This plan maps out the next three to five years and how you will achieve your big, bold vision. Every organizations has things they would like to change, in their operations, systems and culture. But, change doesn’t happen just because we want it to, it happens through being intentional and strategic in our actions and your long-range strategic plan ensures that.
  • Annual Fund Development Plan: Your annual operating plan includes specific, actionable goals and objectives with clearly defined roles and deadlines. A strong plan is as critical to guiding your organization in focusing on the most critical strategies as it is in helping to inform decisions about what you won’t do. Make sure that once the plan has been developed you implement strategies for continually checking on progress and make course corrections.
  • Table of Gifts: Probably the key fundamental that is missing the most from development shops, the table of gifts is a powerful management tool. Imagine always knowing exactly how much you have raised to date, how much remains to goal, which gifts have been closed and how many new prospects need to be identified. Now, stop imagining and go put together your table of gifts.
  • Case for Support: Can everyone in your organization – staff, board members, volunteers – effectively convey your organization’s case? Your case for support is a single document that contains information on who you are, why you exist, what you’re trying to accomplish and why a donor should care. A strong, well-written case for support provides the foundation for all of your donor materials and marketing collateral and provides consistency and effectiveness in your messaging.

These elements might not be flashy, they aren’t built on the latest technologies and they aren’t trending on Twitter. However, they are guaranteed to have a significant impact on your development success. So, don’t put them off any further, because otherwise you may end up looking as foolish as, say an adult that doesn’t know how to tie their shoes properly.

Non-Profit Social Enterprise: What You Need to Know

Today we have a guest post from Laurel Rogal of Klamp & Associates, a law firm dedicated to representing charitable organizations.  She walks us through some of the do’s and don’ts of non-profit social enterprise.

Nonprofits are increasingly seeking alternatives to their traditional dependence on donations and grants. While such contributions are often essential sources of revenue, exclusive reliance on them may make organizations susceptible to unpredictable economic fluctuations.

Revenue-generating activities are an effective way to diversify and sustain income for charitable programs. For example, a homeless shelter may earn revenue by selling products made by its residents. An art museum may rent its building for private events such as weddings. A humanitarian organization may license its logo to a national retailer in exchange for a portion of sale proceeds.

If not done carefully, however, revenue-generating activities can have adverse tax consequences. First, the IRS may impose an “unrelated business income tax” (UBIT) on otherwise exempt organizations that regularly conduct a trade or business that is not substantially related to their charitable mission. Second, and more seriously, nonprofits that engage in a substantial amount of “commercial” activity can lose their tax-exempt status. This is because the IRS takes the binary view that activities are either charitable or commercial and considers commercial activity incompatible with 501(c)(3) status. While the IRS has broad discretion to determine which category an activity falls into, it often emphasizes (1) whether it competes with for-profit businesses and (2) whether it is priced at or above cost.

Nonprofits have three options to generate earned income without jeopardizing their exemption:

  • First, nonprofits can conduct revenue-generating activities that are charitable rather than commercial in nature. This means conducting the activity in a manner distinct from for-profit businesses. For example, a microfinance activity may be considered charitable rather than commercial if it takes more risk, offers more generous terms, and/or provides more support to borrowers than commercial lenders. Likewise, a publishing activity may be considered educational rather than commercial if the charity avoids paying royalties, sells the publication through its website rather than sales agents and paid distributors, and/or subsidizes the publication with donations.
  • Second, nonprofits can earn revenue that will generally be treated as an exception to the commerciality rules, such as (1) sponsorship income and (2) passive income. Sponsorship income is paid by businesses in exchange for acknowledgment as the charity’s official sponsor. Passive income includes rents, royalties, interest, and other income that accrues without ongoing activity by the charity. Please note that if either of these undertakings becomes vastly excessive in relation to the nonprofit’s actual charitable activities, the nonprofit may face IRS scrutiny and/or penalties.
  • Third, nonprofits can engage in revenue-generating activities that are an insubstantial portion of the organizations’ overall operations. The IRS has considerable discretion to determine whether an activity is substantial, since this term is not defined. In some cases, an activity that amounts to 10% of the charity’s revenue may be considered substantial. Please note that, unlike the previous two options, income from an insubstantial activity may be subject to UBIT.

Nonprofits should consider these tax issues when designing and implementing revenue-generating activities. Careful planning can protect the nonprofit while increasing its capacity to serve the public good.

Giving USA 2014 Spreecast

 

 

In this Spreecast, Laurel and Bob break down their first impressions of the new Giving USA statistics.  Giving levels are nearly back at pre-recession levels but what does it all mean?  Give Bob and Laurel a listen to find out!

What’s On The Table?

Chicago-Community-Trust-On-The-Table-2014Monday I had dinner with 10,000 people. Well, not exactly..  But, I did participate with 10,000 other Chicago area citizens in a community-wide “town hall” called On The Table created by the Chicago Community Trust in celebration of their 99th anniversary.

The goal, according to Chicago Community Trust, CEO, Terry Mazany was to have more than 10,000 people “from all walks of life and socioeconomic circumstances” engage in conversation about the issues facing their communities and ideas to make their communities stronger.

“We hope the conversations “generate new ideas, inspire bold solutions and cultivate relationships and collaborations to improve communities region-wide,” said Mazany.

The trust is using social media to capture these ideas and will report back to the community through their website and an idea exchange in October. The trust is also planning to use ideas gathered from On The Table to inform future grantmaking decisions.

I love this idea and loved personally participating in an On The Table event sponsored by PADS of Lake County.  Our group leader, Joel Williams, Executive Director of PADS was funny and engaging. He provided a tasty barbecue to facilitate our outdoor conversation.  Afterwards, many of the participants agreed to continue these conversations on a monthly basis and hold one another accountable for the action steps they committed to during our visioning.

Here’s what we discussed:

  1. What does our community do well?
  2. What’s best about our community?
  3. What can we do better?
  4. What’s our community going to look like 5, 10, and 15 years from now?
  5. What’s the one thing you will do this week to make the above vision happen?

Non-profits can take this On The Table concept to facilitate meaningful conversations with community members, key stakeholders, donors, etc.  Not only does this provide a wonderful engagement opportunity for these groups but it will also provide your organization with new ideas and stronger relationships between your organization and these constituents. Here’s 10 tips to get started :

1)      Check out the On The Table website at onthetable2014.com

2)      Select a date to host these events (perhaps your founders day, a significant date in your organization’s history, or a special date related to the cause you serve. World Alzheimer’s Day is an example)

3)      Identify table hosts who would be willing to provide the location and food. You can also have them host a pot luck or brown bag lunch.  Note the number of table hosts would depend on the overall size you want your event to be. Keep in mind you want small intimate gatherings of no more than 15 people.

4)      Create a website for the event and opportunities for people to engage through social media before, during and after the event

5)      Tailor the above discussion questions to your organization

6)      Engage your local media before, during and after the event

7)      Get your board members involved

8)      Invite some of the people you serve to these events

9)      Develop a plan to collect and share the ideas generated at these events

10)   Report back to the attendees on the ideas you plan to implement and the progress you’ve made

So, what’s “On The Table”  for your organization? We’d love to know!