Christian Nonprofit by Maria Zalesky by Centerpoint School of Ministry

ministry

CHRISTIAN NONPROFIT maria

ministry

zalesky

leadership

curriculum

Dear Ministry School Student, Welcome to the Mission Increase (MI) and CPSOM course on Christian nonprofits. Over the next eight weeks, we will take a holistic look at faith-based nonprofit ministry work following a four-part model of Cause, Organization, Impact, and Invitation. After exploring the biblical language behind social causes, we will dive into organizational design including the creation of mission and vision statements, as well as leadership roles and responsibilities. We will also explore how to convey impact and capture attention through various modes of communication. Nonprofits need funding to operate, but what is the best way to go about seeking funds? This class will explore the principles of biblical generosity and discover that transformational fundraising methods can bless both those who give and receive. Ultimately, the goal of this course is to give you a basic knowledge of and preparation for nonprofit work as God calls us to serve in our communities and around the world. I look forward to our time together. â&#x20AC;&#x201D; Maria Zalesky

CHRISTIAN NONPROFIT Introduction: TG10 ��4 Chapter 1: THE CAUSE �� 5 Chapter 2: VISION �� 15 Chapter 3: LEADERSHIP �� 27 Chapter 4: IMPACT AND MESSAGE �� 37 Chapter 5: COMMUNICATIONS ��45 Chapter 6: THEOLOGY OF GIVING �� 55 Chapter 7: STRATEGY ��65 Chapter 8: INDIVIDUAL GIVING �� 75

CHRISTIAN NONPROFIT by Maria Zalesky

THE TEN PRINCIPLES OF TRANSFORMATIONAL GIVING (TG10) Principle 1: Transformational giving is based on the abundance and trustworthiness of God, not a theology of scarcity. Principle 2: Every act of giving is first and foremost a statement about the faithfulness of God. Principle 3: God invites people to be part of His work because of His desire to see them grow in Him. Principle 4: Giving time, talent, treasure, and testimony is a result of champions being comprehensively coached in the cause. Principle 5: Ministry leaders have a dual calling to steward the mission and grow the people God brings. Principle 6: The liberating nature of generosity means inviting champions to give is a sacred task that grows Godâ&#x20AC;&#x2122;s kingdom. Principle 7: Ministry leaders coach champions according to the degree of their personal ownership in the cause. Principle 8: Champions connect with organizations primarily to enhance their mutual impact on the cause. Principle 9: The relationship between champion and champion is as important as the relationship between champion and organization. Principle 10: Champions are called to be a primary means of advancing the cause.

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THE CAUSE

God is not unjust; He will not forget your work and the love you have shown Him as you have helped His people and continue to help them. HEBREWS 6:10

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 10: Champions are called to be a primary means of advancing the cause. LESSON FRAMEWORK • The case for support • What is a cause?

• Biblical language behind the cause

• The Church, TG Guiding Principle, and Parachurch º How do they work together?

• Calling and passion TERMS

Cause: A principle, aim, or movement that, because of a deep commitment, one is prepared to defend or advocate. Champion: We use this word intentionally to make the point that donors and volunteers are not separate groups. It’s an all-encompassing term that reveals the true nature of our givers, partners, volunteers: they’re all champions. Champions are those people who care deeply for your organization and its cause. Transformational Giving: The TG approach focuses on three things: it reveals and reflects the character of God, it will recharacterize the nature of a ministry’s relationship with its champions, and it aligns organizations with the biblical cause — with what Scripture calls us to. P-E-O: The set of comprehensive steps you offer to grow your champions toward what you desire for them. P-E-O strategy refers to a champion’s engagement level through Participation, Engagement, and Ownership. Each of these categories then have engagement methods (ie: giving, serving, sharing, praying, learning). Mapping out how champions engage, and at what level, allows leaders to guide them into deeper engagement and growth in the cause. MAIN POINTS The Case for Support: A comprehensive and holistic statement that every nonprofit leader should think through and implement. This statement will be used as the framework for this course outlining the curriculum. • Cause: Why does the organization exist? What is the problem that needs to be solved?

• Organization: Who is the organization and what are they doing to solve the problem?

• Impact: What effect is the organization having and how can it be proven? • Invitation: Why and how should others get involved? ~6~

CHAPTER 1 â&#x20AC;&#x201D; The cause

NOTES

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CHRISTIAN NONPROFIT by Maria Zalesky

Success, like happiness, really can’t be pursued; it is more the unintended side effect of our dedication to a cause greater than ourselves. Viktor FR ANKL

Cause The organization is not the cause. This concept is transformative because the world would suggest that the organization is the very cause. They would say, “It’s your job to promote your organization.” We want to grow the organization. But we say that our emphasis is on the impact of the organization: the Kingdom Impact. Therefore, your organization is not the cause. Finding the true cause begins in Scripture.

Biblical Language Behind the Cause The word of God is powerful, and relying on Scripture to articulate your ministry’s reason for being is powerful. Aligning your purpose – organizationally, or as an individual – with a biblical cause is transformative. In Isaiah 55, God says, “As the rain and the snow come down from heaven, and do not return to it without watering the earth and making it bud and flourish, so that it yields seed for the sower and bread for the eater, so is my word that goes out from my mouth: It will not return to me empty, but will accomplish what I desire and achieve the purpose for which I sent it.” We believe that God’s Word is powerful, and that when put into practice it reaps a harvest well beyond what any human effort could accomplish. Aligning our invitation with what God asks his people to do fuels transformation. NOTES:

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CHAPTER 1 — The cause

The Church and Parachurch Organizations Often nonprofits and churches view each other as competitors. But in truth, we are all colaborers working to solve many of the same problems in the same cause. Churches and nonprofits need each other; in fact, they are called to work together for God’s glory. Churches have a vested interest to ensure that nonprofits are thriving because healthy nonprofits help more people, provide a platform for members to exercise their gifts, and provide a great way to spread the Gospel and introduce people to the local church for growth.

Calling and Passion: When we realize we are called to something, it changes the way we engage in that activity. God calls us because in doing this work His generosity is on full display as He invites His people to be part of the big work He is doing in the world. He calls us because we are His hands and feet in this world; He knows what doing this work can mean for us and our spiritual growth. Passion asks us this question: “What do we care about so deeply that we are willing to orient our lives around it?” Passion is often focused on an area or areas of giving that God has placed on our hearts. Where will we use our time, talents, treasure and testimony? PASSION ACTIVITY My friends would say my soapbox is:

What brings me to tears? Breaks my heart?

I always dreamed that I would impact the world by:

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CHRISTIAN NONPROFIT by Maria Zalesky

REFLECTION Facts that I learned that will help me in a nonprofit organization job:

ADDITIONAL RESOURCES â&#x20AC;¢ Coach Your Champions by Eric Foley ~10~

CHAPTER 1 â&#x20AC;&#x201D; The cause

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CHRISTIAN NONPROFIT by Maria Zalesky

MAKING THE CASE: BUILDING A CORE CASE STATEMENT IN FOUR STEPS A core case statement contains four key elements. Walk through drafting a sentence in each of the four sections below. Then, put those sentences together for a rough draft of a core case statement.

1. Cause Why do you exist? What must be accomplished? When making your case, you can state the problem that exists and why it exists. This is the kingdom/community problem you are trying to solve. For example, you can make a statement like: Every day kids are doing poorly in school because they didn’t eat breakfast. Let’s try it:

Every day

because

2. Organization Who are you, what do you do and where? When making your case, you should say who you are, what you do and where you do it. For example, you can make a statement like: Whatcom Gospel Mission is really a group of champions who serve the homeless men, women and children in Jackson County by providing for immediate needs and working to find long term solutions that help these people rejoin our community as healthy and contributing members. Let’s try it:

is really a group of champions who serve by

3. Impact What impact are you having? How can you prove it works? Your case should demonstrate the progress you are making in the cause. For example, you can make a statement like: Since getting started in 1998, more than 75 percent of the men who have gone through our program are employed, living on their own and plugged into a church community. Let’s try it:

Since getting started in

(year),

(meaning ful measure or outcome)

4. Invitation Why and how should others get involved. Your case should also include an invitation to do something. For example, you can make a statement like this: We believe God calls us all to care for the “widows and orphans in their distress” and that these children are the widows and orphans of our community. You can join this work by volunteering to pack and serve meals, and by making donations of cash or food. Let’s try it:

We believe God calls us all to join this work by

and by

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and you can .

CHAPTER 1 — The cause

FINDING THE BIBLICAL LANGUAGE FOR YOUR CAUSE What scripture do you most often refer to when describing what you do? Example: International Justice Mission refers most often to Isaiah 1:17 “Seek justice, rescue the oppressed, defend the orphan, plead for the widow.”

How is the above passage connected to other passages of scripture? Example: “Religion that God our Father accepts as pure and faultless is this: to look after the orphans and widows in their distress and to keep oneself from being polluted by the world.” - James 1:27

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CHRISTIAN NONPROFIT by Maria Zalesky

How do you (or could you) reflect that language in your core message? Example: The vision of IJM is “to rescue thousands, protect millions and prove that justice for the poor is possible.”

How could you leverage that language to communicate to your champions that they are part of a movement? Example: IJM’s website invites readers to “ join the movement to bring justice to those who need it most.”

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2 VISION

The plans of the diligent lead surely to abundance, but everyone who is hasty comes only to poverty. PROVERBS 21:5 (ESV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 3: God invites people to be part of His work because of His desire to see them grow in Him. LESSON FRAMEWORK • Starting a nonprofit • Vision and mission • Strategic plan TERMS For-profit organization – While all three organization models are incorporated entities with legal responsibilities, a for-profit organization’s overarching goal is to generate profits for owners and stake-holders. Their moral owners and beneficiaries are their stakeholders. Nonprofit organization – A nonprofit organization’s overarching goal is to create change by fulfilling its mission. Their moral owners are to the public, members, champions, and beneficiaries of the services provided. Christian nonprofit organization – A Christian nonprofit organization’s overarching goal is to create change by fulfilling its mission which advances the Kingdom of God. They recognize their accountability to God first, with following moral owners as the public, members, champions, and beneficiaries of the services provided. Their posture ought to be one of dependence on the Word, the Spirit, and prayer.

Starting a Nonprofit Organization: What is a Nonprofit? (From “10 Steps to Forming a Charitable Organization”)

In order for an organization to be classified as a nonprofit entity, its purpose must be primarily related to qualified charitable or educational endeavors. The essence of a nonprofit is to carry on an activity because it is important, and not as a means of generation profits for investors (as with a for-profit organization). This does not mean that a nonprofit organization cannot hire people and pay them for their work, or that it must operate at a loss. Any surplus gained should generate more “good works.” A nonprofit organization can make a profit. In fact, a nonprofit organization ideally would have at least a nominal profit as it will use profits to continue its mission. Nonprofits do differ, however, from for-profit organizations that distribute profits to the owners. The most common type of nonprofit organizations are classified as 501(c)(3) organizations under the Internal Revenue Code. They must prove that they operate exclusively for religious, educational, scientific, literary, charitable, public safety, amateur athletic, animal-protection, or child-protection exempt purposes. Churches are included in this category.

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CHAPTER 2 â&#x20AC;&#x201D; Vision

STEPS TO STARTING A NONPROFIT ORGANIZATION:

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CHRISTIAN NONPROFIT by Maria Zalesky

VISION AND MISSION Vision:

• Outlines where you want to be.

• Communicates both the purpose and the values of your business. • Answers the question, “Where do we aim to be?”

Where is God calling you to go? Worthy visions include words like ‘all’, ‘every’, ‘end’, ‘eradicate.’ Worthy visions have an element of completeness. You will have an overall organizational vision and you may have a vision for the next increment of your strategic plan. For instance, many organizations have a 2020 vision - a picture of where they are called to be at the beginning of a new decade. When you begin with prayer and discernment there must be room to hear from God amidst a commitment to avoid mission drift. Vision should be framed from the perspective that it is only possible if God is involved – which places us in a position of obedience, trust, and perseverance before the Lord. Example: “To inspire, encourage, facilitate and promote at all times all forms of humanitarian activities by National Societies, with a view to preventing and alleviating human suffering, and thereby contributing to the maintenance and promotion of human dignity and peace in the world.” - International Red Cross Find three vision statements that fit these requirements: 1. 2. 3. Mission: • Talks about how you will get to where you want to be.

• Defines the purpose and primary objectives related to the needs of those you serve and values. • Answers the question, “What do we do?”

Creating an organization’s first mission statement is a process of gathering ideas and suggestions for the mission and honing them into a short, sharply focused phrase that meets specific criteria. Peter Drucker says the mission should “fit on a t-shirt”, yet a mission statement is not a slogan. It is a precise statement of purpose. Words should be chosen for their meaning rather than beauty, for clarity over cleverness. The best mission statements are plain speech with no technical jargon and no adornments. ~18~

CHAPTER 2 — Vision

Example: “To serve the most vulnerable”- International Red Cross Find three mission statements that fit these requirements: 1. 2. 3. STRATEGIC PLAN: A strategic plan articulates a sound strategy when an organization has made clear choices about its highest-level goal — the impact the organization seeks to make through the pursuit of its mission and its plan for achieving that goal. Beginning with Prayer and Discernment: The strategic planning industry says to first start with your stakeholders, asking, “Who is our customer?” God is your first stakeholder, your primary customer. You are accountable first to Him. Ask Him — your King, leader, and guide — to reveal or confirm the vision and provide the basis of your plan. Leaving prayer and discernment out of the process will leave you anxious and uncertain. Remember Nehemiah, whose first response to the problem the remnant faced was to “weep, fast and pray before the Lord.” (Nehemiah 1:4) What’s different when you have a strategic plan? • You are better able to maintain fidelity to the mission; the process helps clarify the vision. • You will create a stronger commitment to the cause. • You have a basis for inviting people to respond to God’s calling relative to your cause. • You will have increased freedom to say ‘no.’ • Your plan will be built with durability and agility. • Your plan can be leveraged as a communication tool for including your champions in the story. • You are headed towards Kingdom Impact (fruit).

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CHRISTIAN NONPROFIT by Maria Zalesky

REFLECTION Facts that will help me in a nonprofit organization job:

ADDITIONAL RESOURCES: • The Five Most Important Questions You Will Ever Ask About Your Organization by Peter Drecker • Start with Why by Simon Sinek

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CHAPTER 2 — Vision

PICTURE THE “GRADUATE” Instructions: Imagine/Envision a “graduate” of your program. How have they been changed? What’s different about them as a result of being served by your organization? Use descriptive words in the spaces below to articulate your aspirations for those you serve. Areas of change may include spiritual, physical, mental, social, emotional and occupational growth. Invite others on your team to respond to the words, adding new words and/or crossing out the original words.

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CHRISTIAN NONPROFIT by Maria Zalesky

ENVIRONMENTAL SCAN Instructions: Consider how the need or problem you are solving will likely be impacted. 1. What are the implications of these trends in the environment for our organization? a. Political b. Social Values c. Economic d. Demographics e. Legal f. Technological g. Natural Environment 2. What are the external economic trends thatmay impact our fundraising plan strategy? Consider tax laws, economic downturn, population, demographics, aging champions.

3. What are the major trends and developments in our field of service that we need to consider when setting priorities for our future?

4. What ministries are doing similar work? Where do we see potential for collaboration?

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CHAPTER 2 — Vision

STRATEGIC PLANNING LEGEND MISSION

VISION

Talks about how you will get to where you want to be. Defines the purpose and primary objectives related to the needs of those you serve and values.

Outlines where you want to be. Communicates both the purpose and values of your business. Answers the question, “Where do we aim to be?”

Answers the question, “What do we do? What makes us different?”

As your organization evolves, you might feel tempted to change your vision. However, mission and vision explain your organization’s foundation, so changes should be kept to a minimum.

Your mission may change, but it should still tie back to your core values, needs of those you serve, and vision.

Where do we want to be going forward? When do we want to reach that stage? How do we want to do it?

What do we do today? For whom do we do it? What is the benefit? In other words, why we do what we do? What, for whom, and why?

KINGDOM IMPACT No matter the cause, the impact of your nonprofit ministry should be rooted in the goal of personal growth in Christ. When we design for Kingdom impact, there is evidence of an internal preparation of stakeholders to come see and learn more about the character of God through Serving, Learning, Sharing, Searching the Scriptures, Praying, Self-Denial, and Giving. OUTPUT

OUTCOME

Outputs are the direct results of program activities. They are usually described in terms of the size and/or scope of the services and products delivered or produced by the program. A program output, for example, might be the number of classes taught, meetings held, or materials produced and distributed; program participation rates and demography; or hours of each type of service provided.

Outcomes are specific changes in attitudes, behaviors, knowledge, skills, status, or level of functioning expected to result from program activities and which are most often expressed at an individual level. Short-term outcomes are usually accomplished in an estimate of 1-3 years with long term outcomes accomplished in an estimate of 4-6 years.

OBJECTIVES Tangible objectives include short-term accomplishments and long-term change. They include qualitative and quantitative difference. For example:

1. Direction of change = to reduce (or increase)

2. Area of change = employment status (add other possibilities)

3. Target population = graduating students (refugees, children in foster care, women experiencing unplanned pregnancy)

4. Degree of change = 75% gain full-time employment 5. Time frame = within six months of graduation

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CHRISTIAN NONPROFIT by Maria Zalesky

WRITE YOUR STRATEGIC PLAN

YOUR MINISTRY NAME HERE

STRATEGIC PLAN

1. INTRODUCTION Overview of the process including participants and timeframe for the plan. Include mention of the prayer and discernment process you undertook as part of your overall planning process.

2. VISION AND KINGDOM IMPACT - Where is God calling us to go? Restatement of the vision including adjustments for the current timeframe and any significant programmatic additions or subtractions.

3. MISSION and VALUES - How will we get where God is calling us to go? Overview of the plan, including restatement of mission.

4. CONCLUSIONS FROM ENVIRONMENTAL SCAN AND STAKEHOLDER INTERVIEWS - What is our current reality? What are the relevant political, social, economic, demographic, legal, technological changes or trends that will impact our plan? Summarize the results of your stakeholder interview including groups represented in the interview process.

5. ANNUAL FUNDRAISING PLAN AND BUDGET - How is our work funded? Include your annual fundraising plan.

6. OBJECTIVES - What is the gap and how are we going to get there? What are the measurable objectives you’ve established? Include any necessary additional resources and staffing. Consult your Annual Fundraising Plan and P-E-O Champion Growth Strategy as you write your objectives.

7. EVALUATION What will be your evaluation and reporting mechanisms? How will you imbed accountability, and measurement? How will you report the plan and impact both internally and externally? APPENDIX •

P-E-O Champion Growth Strategy

•

Stakeholder Interviews

•

Environmental Scans

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CHAPTER 2 â&#x20AC;&#x201D; Vision

ONE PAGE STRATEGIC PLAN Vision:

Mission:

Objectives

Evaluation Strategies

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CHRISTIAN NONPROFIT by Maria Zalesky

NOTES

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LEADERSHIP

Be strong and courageous, because you will lead these people to inherit the land I swore to their ancestors to give them. JOSHUA 1:6 (NIV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 5: Ministry leaders have a dual calling to steward the mission and grow the people God brings. LESSON FRAMEWORK • The role of the Board of Directors

• The role of the Executive Director TERMS Nonprofit Board of Directors (board): a group of people who manage or direct an organization whose main roles are governance, volunteer and policy implementation. Nonprofit Executive Director (ED)/Chief Executive Officer (CEO): the highest-ranking staff member of an organization whose responsibilities are staff management, fundraising, and program implementation and execution.

MAIN POINTS ROLE OF THE BOARD: 1. Legal Oversight is first concerned with adherence to the mission, and then with compliance with regulations such as IRS guidelines, HR rules, and compliance related to your program or service area. 2. Management Oversight is concerned with selecting, supporting, evaluating, and releasing the ED. 3. Financial Oversight includes stewarding the resources, ensuring the fundraising plan is in place and the budget aligns with the mission and funding. 4. Program Oversight ensures that appropriate measurement and evaluation are undertaken so as to ensure the desired Kingdom impact. Stewarding the mission of the organization is the cornerstone role of the board. It’s worth noting this as primary because it’s not the board’s only role, but conflict can emerge when other roles become primary.

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CHAPTER 3 — Leadership

ROLE OF THE ED: It is the board’s responsibility to establish the leadership and authority of the Executive Director. The ED’s role is then to execute and oversee the day-to-day operations of the organization. The ED is more involved than the board in the day-to-day operations of the organization. Specifically: 1. Staff Management The ED hires, supervises, and motivates the staff of the nonprofit. 2. Development and Management of Policies and Programs The ED works with the staff to develop policies to guide the organization and programs to fulfill its charitable purpose. 3. Staff Liaison to the Board The ED must also keep the board informed of what the organization is doing. The ED attends board meetings and maintains open lines of communication with the board. SHARED RESPONSIBILITIES OF THE BOARD AND THE ED: A nonprofit’s board and ED should also work together on broader projects that are important to the well-being of the organization: 1. Strategic Plan The board and ED work together to create a strategic plan to guide the organization. 2. Fundraising Plan The board and ED develop a fundraising plan to ensure that the organization has the resources needed to fulfill the strategic plan. 3. Evaluation of the Organization The board and ED implement periodic evaluations of the organization to ensure that the nonprofit remains true to its mission and is effective.

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CHRISTIAN NONPROFIT by Maria Zalesky

ATTRIBUTES OF AN EFFECTIVE EXECUTIVE DIRECTOR: • Relates well to board members

• Informs the board of objectives, achievements, needs, and plans • Works well with board and staff to implement board decisions • Effectively utilizes the talents of board members • Represents the organization well to the public

• Develops good relationships with key leaders and donors • Seeks opinions and ideas of others • Makes decisions effectively • Has good follow-through

• Accepts criticism gracefully and productively • Is an effective communicator

• Establishes priorities for responsibilities • Delegates responsibility and authority • Attracts and retains quality personnel

• Demonstrates a good working relationship with personnel

• Delivers high-quality service to champions directly or with staff

• Provides regular performance evaluation and counseling of personnel • Takes personal ownership of development efforts

• Is effective in development calls and group presentations • Knows tax laws and implications for charitable giving • Gets results

• Energetically and effectively implements the strategic plan

• Assists in the development of goals and long-range plans and reviews progress towards goals • Prepares the annual budget

• Operates within the limitations of the annual budget • Anticipates and plans for capital needs

• Anticipates and plans for cash flow needs

• Ensures compliance with relevant government regulations

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CHAPTER 3 — Leadership

ATTRIBUTES OF AN EFFECTIVE BOARD OF DIRECTORS: • Has at least the minimum number of members as required by the organization’s bylaws or by state statutes • Adopts and regularly reviews bylaws that conform to state statutes and have been reviewed by legal counsel which include: º how and when notices for board meetings are issued º how members are elected or appointed by the board º what the terms of office are for officers and members º how board members are rotated º how ineffective board members are removed from the board º a stated number of board members to make up a quorum, which is required for all policy decisions • Creates and reviews the mission statement and purposes of the organization • Recruits, selects, and employs ED with clearly written expectations and qualifications for the position with reasonable compensation • Evaluates the ED’s performance annually • Acts as a governing body on behalf of the community at large to ensure that the organization carries out its mission and goals

º Monitors key metrics for the organization’s success

• Maintains a nomination process that ensures diversity of its members with respect to gender, ethnicity, culture, economic status, disabilities, skills, and expertise • Regularly receives training and information about their responsibilities • Orients new board members to the organization with information related to mission, bylaws, policies, and programs in addition to their role and responsibilities as board members • Board organization is documented with descriptions of each position and committee responsibility • Has a board operations manual • Maintains a conflict-of-interest policy which is reviewed, signed, and followed by all board members and executive staff • Conflicts of interest are revealed to the board, as well as to the IRS and auditor where applicable • Maintains a written policy prohibiting employees and members of employees’ immediate families from serving as board chair or treasurer • Has a calendar of regularly scheduled meetings and an attendance policy so that a quorum of the organization’s board meets at least quarterly • Meetings have written agendas with materials related to significant decisions given in advance of the meeting • Has a process for handling urgent matters between meetings • Members serve without payment unless the agency has a policy identifying reimbursable out-ofpocket expenses • Members give generously to support the organization • Members invest in the mission by engaging others in the cause ~31~

CHRISTIAN NONPROFIT by Maria Zalesky

REFLECTION Facts that I learned that will help me in a nonprofit organization job:

ADDITIONAL RESOURCES • The Council by Gary Hoag, Wesley Willmer, Gregory Henson • The Board and the CEO by Peter Greer and David Weekley

• Nonprofit Board Answer Book by Robert Andringa and Ted Engstrom NOTES

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CHAPTER 3 — Leadership

BOARD ANNUAL AFFIRMATION This exploration is designed as both an example of an annual affirmation as well as an opportunity to experience the affirmation exercise firsthand. STATEMENT

RESPONSE

I affirm I am an active follower of Christ.

yes

I fully affirm the nonprofit’s statement of faith.

yes

I affirm I will pray regularly for the nonprofit, its leadership and staff.

yes

I affirm that during my term on the board, I will arrange my giving priorities so that I am able to give generously, acknowledging that other champions and foundations expect to see this giving from the board.

yes

I understand that as a board member, I am expected to attend selected events each year.

yes

I affirm that I will encourage others to become involved with the nonprofit and will invite at least three people new to the nonprofit to participate in ministry events each year.

yes

I affirm that, as I am able, I will seek to influence colleagues, companies, other champions and foundations to give to the nonprofit.

yes

I affirm I am highly committed to attending scheduled meetings of the board and committees.

yes

I understand that while I am encouraged to serve as a volunteer for the nonprofit, such service is separate from my roles and responsibilities as a board member.

yes

I affirm I will serve faithfully on the nonprofit’s board of directors, with the full understanding and support of my family (and employer).

yes

I affirm that if I am unwilling or unable to continue to serve and effectively execute my responsibilities as a member of the board, I will resign my position.

yes

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CHRISTIAN NONPROFIT by Maria Zalesky

BOARD DISCERNMENT EXERCISE Name an issue currently facing the board: Name one possible option/decision for addressing above issue:

Step 1: Does this Align with our Core Purpose?

Instructions: Considering that possible decision (above), answer the following questions by circling Yes or No, then explain in the box below.

1. Does this thoroughly and completely align with our mission?

2. Does this affirm and advance our core values?

3. Does this directly and dramatically improve ability to serve our beneficiaries?

Step 2: Consider The Impact on the Following Groups:

Instructions: Write potential impact of or potential reaction or concerns about a decision by each of the following groups:

4. Nonprofit leadership/staff? 5. Current champions? 6. Community at large? 7. Beneficiaries?

Step 3: Pause to Pray and Consider: 8. How might this alter our strategic plan, long-term vision, or core values? Is God calling us to this?

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CHAPTER 3 — Leadership

IDEAL BOARD COMPOSITION WORKSHEET (adapted from The Andringa Group)

Instructions: This tool is used to gain agreement among all directors of what the future ideal profile of the board should look like. The items below are examples only. The three categories reflect the board’s perception of the ‘dream team’ which would include all those players thought to be needed for an excellent board of directors. The Board Development Committee (or nominating committee) would use this board-approved profile to assess the current board members and target the search and selection process for new directors / trustees. 1. Every board candidate should:

a. Be a professing follower of Jesus Christ

b. Have full alignment with the ministry’s Christian mission.

c. Have demonstrated past and ongoing commitment to mission through financial giving and through learning, sharing, serving and/or praying.

2. As a group, the entire board should eventually reflect this profile: a. Fairly reflect the primary constituencies of the organization.

b. Have no more than c. Have

% from any one professional/career category.

% capable of giving $

annually.

3. Each individual board member or prospective board member should bring at least one of these, in addition to meeting category I criteria and helping the board meet category II. The board development committee should have a confidential list of current board members and prospective board members to note in the far-right columns below (using initials or numbers) so directors can review and advise on potential board members. Our Ideal Board Profile Would Have At Least One Person In Each Category Below

A. Expert on the sociology and psychology of primary beneficiaries B. Expert in nonprofit law

C. CEO or former CEO of a similar organization D. Expert in major donor fundraising

E. Expert in public relations and media F.

Business/professional leader who benefited from the organization

G. Expert in large organization finance, preferably a CPA

H. Expert in construction and building maintenance issues I.

Person currently living among primary beneficiaries Expert in theology, church leadership (or another relevant, K. academic discipline L. (other qualifications as determined by the board)

Best Practices from the Good Governance Toolbox, www.TheAndringaGroup.com

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Directors: Who has what?

Prospects: Who has what?

CHRISTIAN NONPROFIT by Maria Zalesky

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IMPACT AND MESSAGE

Devote yourselves to prayer, being watchful and thankful. And pray for us, too, that God may open a door for our message, so that we may proclaim the mystery of Christ, for which I am in chains. Pray that I may proclaim it clearly, as I should. COLOSSIANS 4:2-4 (NIV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 8: Champions connect with organizations primarily to enhance their mutual impact on the cause.

The audience experiences the cause through your organization’s purpose, its character and its culture. It learns about the cause through the organization’s voice and visual language. Brian SOOY, Raise your voice: A Cause Manifesto

LESSON FRAMEWORK • Message

• Medium

º Story

º Clarity of purpose º Key messages

º Vehicles of communication

º Generational Communication

NOTES:

~38~

CHAPTER 4 — Impact and message

MAIN POINTS Clarity of Purpose: Your why is clear when you use plain, understandable words to say who you serve and what problem you’re seeking to solve. In his research, Simon Sinek found that the organizations that inspire action are those that know why they exist; they get up every day knowing why they do what they do, and they know why people should care. And for us in ministry, this purpose we have, this problem, is the work God has given us. It’s work God has given us to lead His people to be part of as well. And that’s where our focus should be: on the Lord’s purpose. Proverbs 19:21 says “Many are the plans in a person’s heart, but it is the Lord’s purpose that prevails.” We have been given an incredible gift: God has invited us to work towards his purpose and that should be central to the way we talk about our causes. How we talk about our causes matters because we also are charged with engaging people in the cause, and encouraging those champions to share it again.

Key Messages: Key messages give descriptions of each stage of your program. How do you do the work you do? How do you achieve your ‘why’? Your key messages provide an excellent framework for your ministry communications strategy. Key messages become the themes you use in your direct mail, newsletters, your website, electronic mail, and social media. Key messages become the guideposts for reports, acknowledgments, and invitations.

Telling the Story: Why do nonprofit organizations need to tell stories? • Science proves stories are important

º Appealing to the right brain (e.g. long-term memory-holder) is more influential than appealing to the left brain (e.g. stats).

• You memorize facts, but you relive stories. • They’re influential and persuasive.

• Marrying the facts to a story can be very effective. • Story is our primary communication vehicle. • How you tell your story matters.

• Storytelling changes in different mediums. Stories build bridges. We want to be effective bridge-builders with the people that we want to invite to participate in what we’re doing. ~39~

CHRISTIAN NONPROFIT by Maria Zalesky

“If you want people to understand and identify with a complicated concept, tell a story about it. Telling a story often creates a “clicking experience” in a person’s brain, allowing them to suddenly understand what someone else is trying to say. As such, those who can tell good stories will create faster, stronger connections with others.” Donald MILLER, How to Tell a Story

There are many great resources on crafting a good story, but our recommendation is that you follow this basic dramatic arc: • You begin with what is broken — what is wrong.

º This is the story of a young girl who is being trafficked, or a village with no water, or person suffering from addiction.

• Next, you tell the story of what could be.

º This is the girl who was rescued and restored to her family; these are the girls who are now in school because they didn’t have to go get water anymore; this is the young man who has been freed from his addiction, with a job and a stable living situation and is active in a new church home.

• Then, you show people what they can do about the problem and how they can help achieve the “what could be”. º This is where you make the link between the entry point that is small enough for new givers and a vision that is big enough for existing champions.

Medium: How Do We Get the Message Out? Let’s look at the different mediums you might use to tell your story or the vehicle in which we deliver our message. • Website

• Newsletters

• Email

• Social media

• Direct mail

• Event invites

• Video

• Texting

Medium for Generational Messaging: Let’s take some time to look at generational giving. This is the first time in history where we have had five generations in the workforce at the same time. This is significant to nonprofits as we continue to engage and message multiple generations. As we look at the breakdown of these generations, keep in mind these are generalities; there are exceptions to each category based on life experience and how you fall within the generation. Just another reminder that the best way to know how to communicate with your people is to know your people! ~40~

CHAPTER 4 — Impact and message

REFLECTION Facts that I learned that will help me tell my organization’s story:

ADDITIONAL RESOURCES • How to Tell a Story by Donald Miller

• Building a Story Brand by Donald Miller

• How to Tell Your Nonprofit’s Story webinar - https://vimeo.com/218526090

~41~

CHRISTIAN NONPROFIT by Maria Zalesky

NOTES

~42~

CHAPTER 4 — Impact and message

CLARITY OF PURPOSE Instructions: In the space provided, write a brief statement that captures your “ why ” (who you serve and what change you are trying to make for them).

Examples We exist to… • Protect the poor from violence in the developing world – International Justice Mission • Bring safe and loving family to sexually exploited children – Door to Grace • Release children from poverty in Jesus’ name – Compassion International

Now you try: We exist to…

~43~

CHRISTIAN NONPROFIT by Maria Zalesky

REWRITE THE HEADLINES Read the following headlines and then change the actor, change the verb, and try to rewrite the headline.

1. Old headline: ABC Provides Shelter for 2,200 in 2016 • Change the Actor (ABC): • Change the Verb (provides): • Write the new headline:

2. Old headline: Spring Gala Raises $25,000 for New Treatment Center • Change the Actor (spring gala): • Change the Verb (raises): • Write the new headline:

3. Old headline: Job Skills Program Offers Exit Strategies • Change the Actor (Job Skills Program): • Change the Verb (offers): • Write the new headline:

~44~

COMMUNICATIONS

I thank my God every time I remember you. In all my prayers for all of you, I always pray with joy because of your partnership in the gospel from the first day until now, being confident of this, that he who began a good work in you will carry it on to completion until the day of Christ Jesus. PHILIPPIANS 1:3-6 (NIV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 8: Champions connect with organizations primarily to enhance their mutual impact on the cause. LESSON FRAMEWORK The Master Plan

• Acknowledge, Invite, Report • Calendar and layering

MAIN POINTS Communications should be seen as an important part of a champion-care strategy. When communicating with champions we want to create communications that show them that we know them and want something for them. Communicate in ways that connect the steps of the champion’s journey. The framework that we will use is a 3-step process of Acknowledge, Invite, and Report.

Acknowledge:

One definition of the word ‘acknowledge’ is “to take notice of ”. Another is “to express gratitude or appreciation for”. We selected this idea of “acknowledging” because we mean both of these things: paying attention and noticing what champions are doing and expressing gratitude and appreciation. Acknowledging is your first response to an action your champions take. Three layers: 1. The first layer of acknowledging: Legal. What are you legally obligated to do? At the very least, you should be sending givers a receipt for their gifts that serves for itemized tax deductions and follows IRS regulations about what the receipt must include. How can you build on the basic legal obligation to encourage connection? 2. The second layer of acknowledging: Nonprofit best practices. Best practices include a prompt acknowledgment of a gift. That means an immediate receipt for an online gift, or a printed and mailed receipt within 48 hours for a gift received in standard form. The nonprofits most adept at donor care also include handwritten thank you notes and phone calls as part of their strategy, usually triggered when a gift size reaches a certain threshold. 3. The third layer of acknowledging: Transformational giving. When you’re committed to a biblical approach to growing your nonprofit, you’re committed to faithfully pursuing the growth of the people God sends. That adds a whole other layer to the way we should be acknowledging our champions.

~46~

CHAPTER 5 — Communications

Invite: Every communication is an opportunity to invite your champions to take a growth step in the cause. Each communication should have a purpose. There are no throw-away communications. Each communication should invite the champion to take the next step. Ideally, that next step would be linked to the step or steps they’ve already taken. Remember, you want to connect the gaps in their journey. Always invite champions to take the next step and also invite them into a community of other supporters.

Report: Reporting is measurable progress that is connected to what the champion actually did or the step they took. Reporting impact is most meaningful if you can tie it directly to the gift or action a champion took. Share reports with anyone who would celebrate the victory, shed tears for the sorrow, be encouraged by the progress, or pray for the pressing issue. Create connections by sending frequent reports. When to report: • When something happens. Keep your eyes open and anticipate that God will do His work and when He does the work, share it with those who will celebrate it.

• At specific project milestones. It can be especially meaningful to provide reports when a project people have invested in reaches a certain milestone. • When a champion reaches certain milestones in their connection to the cause.

Planning Communications: When we plan, coordinate, strategize, we are thinking about: • who are sending it to (to which champion segments) • when we are sending something

• why we are doing something (purpose)

• what action are we going to ask champions to take

• how are we going to deliver this and how will it be coordinated with other efforts

Layering

A multi-channel approach or layered approach is a great way to ensure that your message is heard. Because of the overwhelming amount of digital information we are taking in each day, it is said that it can take up to 21x before you respond to a message. Additionally, just because we have sent a communication, this does not mean communication has taken place. It isn’t until the message has been sent, received, and understood that communication has truly transpired. With a layered approach, we have a better chance our message will be heard, and it gives overlap to those different generations and their communication preferences. ~47~

CHRISTIAN NONPROFIT by Maria Zalesky

Scheduling The next thing we need to know is when we’re sending communication. This is the timing. Will we send this quarterly? Maybe in September and April only? Or will it be triggered by an event or an action taken by a champion? A communications calendar is the key to strategically planning all communications and ensuring that the right messages are being sent in the right way at the right time. REFLECTION Facts I learned to help me craft communication:

ADDITIONAL RESOURCES • This is Marketing by Seth Godin • Raise Your Voice by Brian Sooy

~48~

CHAPTER 5 — Communications

EXPLORATION: IDENTIFYING NEXT STEP INVITATIONS Instructions: For each step in the shaded box, identify a step that a champion could be invited to take next and write it in the box below. Then, identify what standard P-E-O category the step fits by checking the appropriate box. Remember: The guiding question is “What step could the champion take that would enhance or illuminate the step they just took?” The step will likely be different type of step than the one previously taken (different P-E-O category) Champion made a $50 gift for Thanksgiving meals (P-E-O category: giving) Next, I will invite them to…

Which category (check one)? r learning

r p raying

r giving

r serving

r sharing

Champion came to serve meals with her small group from church (P-E-O category: serving) Next, I will invite them to…

Which category (check one)? r learning

r p raying

r giving

r serving

r sharing

r serving

r sharing

Champion hosted a micro-event in their home (P-E-O category: sharing) Next, I will invite them to…

Which category (check one)? r learning

r p raying

r giving

ON YOUR OWN (IDENTIFYING NEXT STEP INVITATIONS FOR YOUR OWN MINISTRY)

Your Ministry Step: Next, I will invite them to…

Which category (check one)? r learning

r p raying

r giving

r serving

r sharing

r p raying

r giving

r serving

r sharing

Your Ministry Step: Next, I will invite them to…

Which category (check one)? r learning

~49~

CHRISTIAN NONPROFIT by Maria Zalesky

~50~

CHAPTER 5 â&#x20AC;&#x201D; Communications

EXPLORATION 3: ACKNOWLEDGE EVERY STEP YOUR CHAMPIONS TAKE Instructions: Part 1: Identify steps your champions already take in the cause. (These questions are here to guide your thinking, so donâ&#x20AC;&#x2122;t be surprised/concerned if you have little or nothing to include in some sections and more in others.) Part 2: Draw a circle around steps you already consistently acknowledge and a box around steps you want to consider acknowledging. What do/can your champions already do to broader cause)?

p ray

(for the organization, those served and the

What do/can your champions already do to serve (volunteer)? 1.

What opportunities do you currently offer champions to learn about the cause (books, newsletters, etc.)? 1.

What opportunities do you currently offer champions to give (monthly gifts, program specific gifts, in-kind gifts, etc.)? 1.

What tools and opportunities do you offer champions to influence? 1.

~51~

the cause in their spheres of

CHRISTIAN NONPROFIT by Maria Zalesky

NOTES:

~54~

THEOLOGY OF GIVING

...for out of the abundance of the heart his mouth speaks. LUKE 6:45b (ESV)

You will be enriched in every way so that you can be generous on every occasion, and through us your generosity will result in thanksgiving to God. 2 CORINTHIANS 9:11 (NIV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 1: Transformational giving is based on the abundance and trustworthiness of God, not a theology of scarcity. LESSON FRAMEWORK • Generosity

• Transformation Giving

• A Spirituality of Fundraising • P-E-O

MAIN POINTS

Generosity From Generous Giving: https://generousgiving.org/our-beliefs 1. Giving is a heart issue “Where your treasure is, there your heart will also be.” - Matthew 6:21

The things in which we invest our time, money, and energy are the things that matter to us most. They are often things that ensnare us and stand in the way of liberation from materialism. Remarkably, in much the same way your treasure reveals your heart, the purposeful reallocation of your ‘treasure’ can be an effective way to guide your heart away from earthly values and toward more meaningful treasure. “My heart always goes where I put God’s money.” - Randy Alcorn

Giving is not only an indication of where your heart is, but it is also a means of moving your heart toward God’s generosity in a never-ending journey, expanding your heart to hold all the blessings of a closer walk with God. 2. God gave first “For God so loved the world that he gave his one and only son” - John 3:16

God is the most generous of all givers. God’s grace has blessed us with goods, skills, and opportunities to generate what we need in our lives and a rich and wonderful world in which to live out His calling. God gave at a level beyond anything we can fully comprehend; He gave His Son, whose life bought our salvation. God’s giving to us is like the filling of a cup, and our giving to others reveals the cup running over. In the context of our own blessings and gratefulness, we learn to be generous givers. We didn’t earn it; we never will. God’s gift was the highest demonstration of unconditional generosity: “But God demonstrates His own love for us in this: While we were still sinners, Christ died for us.” - Romans 5:8

~56~

CHAPTER 6 — Theology of giving

3. God owns it all “The earth is the Lord’s, and everything in it.” - Psalm 24:1

A money manager administers assets for the benefit of the owner, but is always aware that the funds he or she handles are not his own. With all the attention we place on managing our money, how does our perspective change when we come to understand that it is not our money, our wealth, our possessions, or our assets, but instead, that it all belongs to God? We are God’s money managers. The wealth of the earth and all its resources are entrusted to us, with the privilege to be stewards of its wise use. Our money is never ours to spend as we choose; our money is God’s to spend as He directs. 4. We are to seek first the Kingdom of God “But seek first His Kingdom and His Righteousness and all of these things will be given to you as well.” — Matthew 6:33

Jesus assures us that we do not have to worry about our earthly life because God has promised to always take care of us. And with earthly matters in God’s control, we are free to pursue more spiritual matters, seeking first and above all else God’s kingdom and His righteousness through spiritual intimacy. Intimacy with Christ offers the highest levels of satisfaction both right now and for eternity. 5. Heaven, not earth, is our home “But our citizenship is in heaven. And we eagerly await a Savior from there, the Lord Jesus Christ.” - Phillipians 3:20

Life is short. Eternity is long. And our home is in heaven, where we will spend eternity. This simple yet radical thinking begs an important question: Why should we invest so much time, energy, and resources in what is short? Why should we focus on our (or even our children’s) very temporary life here on earth, when heaven is real and coming and calling? It isn’t wrong for us to spend money on things that are temporary, as long as we have an eternal perspective and understand that heaven, not earth, is our real home. Then we know that we can store up treasures in heaven where we (and those reached with the gospel) can experience them for eternity. A life of generosity — for all who know Christ — means the opportunity to draw closer to God, now, and in eternity. It means joy, a fulfilled heart, and the potential to store up treasures in heaven. 6. Giving brings joy “...remembering the words of the Lord Jesus himself said: ‘It is more blessed to give than to receive.” - Acts 20:35 Our life becomes joyful, fulfilling, and purposeful as we live in God’s calling. Joy is experienced in the act of giving, but even more so in the alignment of your heart with God’s will. As generosity comes into your heart, it blesses you in ways you experience immediately, in ways you recognize over a lifetime, and in ways that are revealed to you only in eternity. Generosity enables you to live in the joy of a “life that is truly life.” ~57~

CHRISTIAN NONPROFIT by Maria Zalesky

Transformational Giving

By “transformational”, we believe this approach will do two things: • Transform the way you relate with your givers.

• Transform the way you do and experience your work of fundraising. We use the approach of Transformational Giving, trusting that God will use our ministry and our work in fundraising to transform the organization and the lives of the givers as well and also lift the burden ministry leaders feel by helping them see fundraising ministry rather than a necessary evil. The TG approach focuses on three things: 1. It reveals and reflects the character of God. 2. It will recharacterize the nature of a ministry’s relationship with its champions. 3. It aligns organizations with the biblical cause — with what Scripture calls us to.

A Spirituality of Fundraising “Fundraising is, first and foremost, a form of ministry. It is a way of announcing our vision and inviting other people into our mission.” Henri NOUWEN, A Spirituality of Fundraising

This book is based on a speech Henri Nouwen gave in 1992. In it, Nouwen challenges us to see the spiritual aspects of raising money for God’s Kingdom purpose and opportunities to engage Christians in the joyful work that is being done. It should not be an unpleasant reality but a form of service whereby vision is shared, and people are invited into missional participation.

P-E-O

P-E-O has been developed by MI as a set of comprehensive steps you offer to grow your champions toward what you desire for them. P stands for participation. At its core, P is the entry step into your cause. It requires low level of commitment, and very little up-front knowledge. The P step is simply an invitation to do something, get involved, and experience the cause. E stands for engagement. Engagement is a deliberate step on the part of the champion to greater involvement. E steps involve more knowledge, and more commitment to the cause. Engaged champions make the ministry part of the fabric of their life by giving their time, talents, and treasure. O stands for ownership. How is ownership different from engagement? When it comes to ownership, think “replication.” Disciples who makes more disciples! owners are now helping to equip more people to grow in the cause. owners begin to multiply the impact of their efforts – they become a replication of the organization’s leadership. ~58~

CHAPTER 6 — Theology of giving

ADDITIONAL RESOURCES • A Spirituality of Fundraising by Henri Nouwen • God and Your Stuff by Wes Willmer

• The Treasure Principle by Randy Alcorn

• Giving is the Good Life by Randy Alcorn

• Neither Poverty Nor Riches: A Biblical Theology of Possessions by Craig Blomberg REFLECTION Facts I learned that are transforming my own theology of giving:

NOTES:

~59~

CHRISTIAN NONPROFIT by Maria Zalesky

EXPLORATION: BIBLICAL GENEROSITY Instructions: Watch The Bible Project’s video on Generosity. Respond to the questions below as you hear the phrases.

“Sometimes there really isn’t enough.” Describe a time where you’ve experienced there not being enough. How do you reconcile this with the idea that God is the generous host?

“Scarcity comes from our own mindset.” How have you experienced scarcity as a mindset rather than a state of being?

“When we believe there’s enough, you start seeing opportunities for generosity everywhere.” Do you believe this to be true? How have you experienced this?

~60~

CHAPTER 6 — Theology of giving

READ 2 CORINTHIANS 8 AND 9

Inductive Study Tips 1. Observation: What does this passage say? • Circle repeated words and phrases. • Underline the promises.

• Draw a box around any commands.

• Mark every reference to God with a triangle.

• Is there cause and effect (e.g., words like therefore, because, so that, etc.)? 2. Reflection: What is God telling me? • What area in my life needs repentance?

• What word in this passage encourage and strengthen me? 3. Application: What is my response? • Note any thoughts you have and conclude with prayer.

Passages for Additional Study and Reflection • Exodus 25:1-9 and 35:4-36:7 • 2 Kings 4:1-7

• 1 Chronicles 29:1-20 • Nehemiah 1&2

• Philippians 4:10-20 • 1 Timothy 6

~61~

CHRISTIAN NONPROFIT by Maria Zalesky

EXPLORATION: TG10 At the heart of MI’s work with Christian nonprofits is a biblical view of giving summarized in our “Ten Principles of Transformational Giving (TG10).” These principles guide nonprofits toward a genuine understanding of fundraising as the building of a community and away from simply asking for money to support their work. Transformational Giving always begins with the acknowledgement of Jesus' words found in Acts 20:35 (NIV), "It is more blessed to give than to receive." The community that is then created between nonprofits and their champions, whom God uses to advance the Gospel, begins with love for others, faith in God’s provision, and a willingness to be led by the Holy Spirit. Transformational Giving begins as a response to God’s grace and results in an “overflowing in many expressions of thanks to God.” 2 Corinthians 9:12 (NIV) THE TEN PRINCIPLES OF TRANSFORMATIONAL GIVING Principle 1: Principle 2: Principle 3: Principle 4: Principle 5: Principle 6: Principle 7: Principle 8: Principle 9: Principle 10:

Transformational giving is based on the abundance and trustworthiness of God, not a theology of scarcity. Every act of giving is first and foremost a statement about the faithfulness of God. God invites people to be part of his work because of his desire to see them grow in him. Giving time, talent, treasure, and testimony is a result of champions being comprehensively coached in the cause. Ministry leaders have a dual calling to steward the mission and grow the people God brings. The liberating nature of generosity means inviting champions to give is a sacred task that grows God’s kingdom. Ministry leaders coach champions according to the degree of their personal ownership in the cause. Champions connect with organizations primarily to enhance their mutual impact on the cause. The relationship between champion and champion is as important as the relationship between champion and organization. Champions are called to be a primary means of advancing the cause.

~62~

CHAPTER 6 — Theology of giving

INSTRUCTIONS These verses are the primary passages where we find the foundation for Transformational Giving. Your task is to study the TG10 and the passages below listing the connections you observe. In the chart below, list out the scripture reference you most associate with each TG principle. Note: Each TG principle may have more than one scripture connection and scripture citations may be used more than once. • Exodus 16, 35-36:7

• Acts 20:35

• 1 Chronicles 29:10-20

• 2 Cor 8&9

• Romans 8:32, 12

• 2 Kings 4:1-7

• Ephesians 2, 4:11-16

• Micah 6:8

• Philippians 4:10-20

• Matthew 6:19-34, 13:1-23, 19:16-30, 25:14-30

• 1 Timothy 6:6-21

• Mark 6:30-44, 10:17-30

• 2 Timothy 2:2

• Luke 12, 21

• Hebrews 10:24

• John 10:10

THE CHARACTER OF GOD

Principle 1 Principle 2 Principle 3

SCRIPTURE

THE ORGANIZATION’S RELATIONSHIP WITH ITS CHAMPIONS

Principle 4 Principle 5 Principle 6 Principle 7

Giving time, talent, treasure, and testimony is a result of champions being comprehensively coached in the cause. Ministry leaders have a dual calling to steward the mission and grow the people God brings. The liberating nature of generosity means inviting champions to give is a sacred task that grows God’s kingdom. Ministry leaders coach champions according to the degree of their personal ownership in the cause.

THE CHAMPION’S ROLE

Principle 8 Principle 9

Champions connect with organizations primarily to enhance their mutual impact on the cause. The relationship between champion and champion is as important as the relationship between champion and organization.

~63~

CHRISTIAN NONPROFIT by Maria Zalesky

NOTES:

~64~

STRATEGY

Command them to do good, to be rich in good deeds, and to be generous and willing to share. In this way they will lay up treasure for themselves as a firm foundation for the coming age, so that they may take hold of the life that is truly life. 1 TIMOTHY 6:18-19 (NIV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 6: The liberating nature of generosity means inviting champions to give is a sacred task that grows God’s kingdom. LESSON FRAMEWORK • Strategy: create a fundraising plan

• Bringing in new champions: acquisition • Three types of events MAIN POINTS

Strategy: Create a Fundraising Plan A vision-driven fundraising plan starts with a vision to go somewhere God is calling us somewhere our champions are headed. A vision-driven fundraising plan represents the steps the organization will take to move its champions - one year closer to that vision. It’s not just that monetary goal. It’s about advancing the cause and it’s about movement toward the vision. We have to remember why God sends us givers. It’s not the money. God wants to work through your cause and through your ministry to grow His people to be more like Him. He is trusting us with His people. So, we have an obligation to faithfully pursue their growth. Because of this, we need to build fundraising plans that identify, plan, and track meaningful growth steps that people take in the cause. When we plan well and evaluate well, we can tell if the people God sent us are growing. We can tell if our strategies are helping them be more like Christ. We can make adjustments that move us toward that outcome. Without a plan, we’re just guessing. And guessing doesn’t meet the standard for accountability for these people God sends. Equipping ministry leaders to build comprehensive fundraising plans is an important lever that will strengthen and grow ministries. With a fundraising plan, nonprofit ministries: • have a comprehensive strategy for all of fundraising activities. • can make meaningful projections.

• have the freedom to say no to outside ideas that continually are suggested. It can also: • reveal strategies that aren’t working and opportunities for growth. • offer a filter through which new opportunities can be viewed.

• help create a culture that embraces champion growth as an overall ministry objective.

~66~

CHAPTER 7 — Strategy

MI 9 Step Comprehensive Fundraising Plan Preparation • Step 1: Review mission and vision

• Step 2: Gather past fundraising data

• Step 3: Assess current fundraising operations Planning • Step 4: Set financial goals

• Step 5: Set strategic fundraising goals

• Step 6: Determine tactics and timelines Implementation • Step 7: Establish an evaluation process • Step 8: Draft the plan and share it • Step 9: Use the plan NOTES

~67~

CHRISTIAN NONPROFIT by Maria Zalesky

Bringing in New Champions: Acquisition Your organization can’t survive or thrive without regularly welcoming new champions. Make it your goal to have 10% of your income be new each year. Because even for a healthy ministry who is doing everything right, donor attrition happens. Any giving, new or long-standing, always represents people. Checks don’t just happen - they get written by people. Therefore, 10% of your income coming from new giving means you have to have an intentional strategy to bring in new champions. Mathematically, this goal means that an average organization with a projected income of $500,000 and 397 total giving champions would need 39 new champions. How will you invite those new champions to join your work? We see our calling in Ephesians 4 with Paul’s admonition to equip the saints for the work of ministry. You have a responsibility to invite people to leave the sidelines and join you where God is working. We need to keep the main things central. We are called to grow the organization, the people, the movement, and ultimately the Kingdom. The Income Pyramid BEQUESTS / ESTATE GIFTS GRANTS

10%

INDIVIDUAL GIVERS

80%

GIVER ACQUISITION

10%

Marketing for Champion Acquisition: Marketing is an effort to increase something. What do we want to increase? Ultimately, people. Our objective is acquiring new champions. The focus is on the people. Marketing a nonprofit ministry in order to acquire new champions is not simply about awareness. More people knowing more about your work won’t automatically grow your impact. Awareness isn’t enough. People who are aware don’t necessarily act. New champions are more likely to accept your invitation to get involved if they see themselves as part of God’s work.

~68~

CHAPTER 7 — Strategy

How should we go about acquiring new champions? Step one is to pray. Ask God to provide the people you need to accomplish His vision and calling for your ministry. In Matthew we are reminded of this principle: “Then He said to His disciples, “The harvest is plentiful but the workers are few. Ask the Lord of the harvest, therefore, to send out workers into His harvest field.” Caution: If we are approaching marketing by assuming that we’re competing with others for a limited pool of champions, of volunteers, of dollars, we’re stuck in a mindset of scarcity. When you pray for more champions, begin with a theology of abundance and a mindset that recognizes that inviting God’s people to do God’s work is a sacred task.

Three Types of Events Focused on Champion Acquisition: Many nonprofit leaders see events as a means of raising funds, but equally important is that fact that events are about acquiring new champions and that always starts with an invitation. Events are primarily about inviting people to join you in the work God has called you to. MICRO-EVENT CHAMPION-LED CHAMPION'S STORY PROMINENT INTEGRATED WITH P-E-O EXPERIENCE IS THE PROGRAM

LARGE FUNDRAISING EVENT

INVITATION BY CHAMPION

NARROWLY FOCUSED ACQUISITION FOCUSED

FOCUS ON ORGANIZATIONAL VISION

ORGANIZATION'S STORY PROMINENT

CALL TO ACTION

DRIVEN BY ORGANIZATION

SIGNATURE PARTICIPATION PROJECT

PROJECT IS THE EXPERIENCE STORY OF THE CAUSE IS PROMINENT ENTRY STEP

Three types of events that Mission Increase recommends for champion acquisition are: Microevents, Signature Participation Projects, and Large Fundraising Events. ~69~

CHRISTIAN NONPROFIT by Maria Zalesky

REFLECTION Facts I learned about fundraising:

ADDITIONAL RESOURCES • Hospitable Leader by Terry Smith • Mission Increase Banquet Manual NOTES:

~70~

CHAPTER 7 — Strategy

EXPLORATION: WHAT DO YOU ALREADY DO TO ACQUIRE NEW CHAMPIONS?

Step 1: List the ways you’re getting new champions. What first steps are they taking?

Step 2:

Write down the one thing you wish every champion could do or experience.

(This is often what you find yourself saying, “ if they could only see this, they would really get it”).

How do you or could you use this “one thing” to invite new champions to join the cause?

~71~

CHRISTIAN NONPROFIT by Maria Zalesky

~72~

CHAPTER 7 â&#x20AC;&#x201D; Strategy

~73~

CHRISTIAN NONPROFIT by Maria Zalesky

EXPLORATION: EXPERIENTIAL Instructions: Brainstorm ways you can create an experience at your micro-event that is connected to bite-sized ministry chunks.

Consider the Following: • What do you do to serve the people you serve?

• How are your volunteers engaging with the organization? • What is it like to live like the people you serve? • How do people intersect with the cause?

Take into account the following senses: touch, taste, hearing, and sight.

BITE-SIZED MINISTRY CHUNK

~74~

INDIVIDUAL GIVING

Each of you should give what you have decided in your heart to give, not reluctantly or under compulsion, for God loves a cheerful giver. 2 CORINTHIANS 9:7 (NIV)

CHRISTIAN NONPROFIT by Maria Zalesky

TG GUIDING PRINCIPLE Principle 4: Giving time, talent, treasure, and testimony is a result of champions being comprehensively coached in the cause.

“When we seek to raise funds we are not saying, ‘Please, could you help us out because lately it’s been hard.’ Rather, we are declaring, ‘We have a vision that is amazing and exciting. We are inviting you to invest yourself through the resources that God has given you - your energy, your prayer, and your money - in this work to which God has called us.’” Henri NOUWEN, A Spirituality Of Fundraising

LESSON FRAMEWORK • Growing champions • Major gifts

º Discover, Discern, Do

• Tracking major gifts

MAIN POINTS Growing Champions Growing champions is not a mathematical equation, even though principles of sales teach us that quantity is the key. If you make enough asks of enough people, eventually enough people will say ‘yes’ that the mathematics will put you in the black. That’s using people to build your ministry rather than using your ministry to build people (Steve Atkinson - Generous Giving). In our haste to fund the good work we do, it can be all too easy to take a gift and move on to the “real work.” We have budgets and projections and plans after all. However, when looking at fundraising, take great care not put a name next to an amount on a gift range chart until you can explain why that gift is representative of helping a giver achieve their goals or purpose in generosity. Do not put their name there only because they have the capacity to give that amount, or have given that amount before, or because it’s the next multiplier of their previous largest gift. Instead, assign their name because the amount of the gift — and purpose of the gift — fits with what you know about the champion becoming a cheerful giver.

Our job as a charity is to help people do their good in the world. Not the other way around. Matthew SHERRINGTON, UK-based fundraising consultant ~76~

CHAPTER 8 — Individual giving

Major Gifts: The Steps 1. Discover Think of discovery work in three steps. The first step is setting the meeting. Face-to-face time with champions is the single most important fundraising strategy. It is important to take the step, make the call, and set a time to get together with a champion to discuss their connection to the cause. It is important to find out where the champion is now and know what work God is already doing in their lives. Focus on hearing what passions they have and what burdens they feel. That’s the discovery process, but it starts with setting the meeting. The second step is to ask good questions. What information do you need in order to be able to know when to ask for a gift and for how much? What do you need to know for you to be able to make a meaningful next-step invitation for this champion? Those are the questions to be asking. That means this is more than a “get-to-know-you” meeting. It requires more preparation and practice on your part. The first requirement for asking good questions is gathering the information you already have about the champion. What have they already done in the cause? Are they givers? Volunteers? When you know that, you can ask questions about what prompted those specific actions. The next part of asking good questions is to prepare questions that reveal what motivates them and what they are excited about right now. For most of us, those questions don’t come naturally. The third step is listening well to the answers. Consider them individually and as a whole. Take notes and write these things down. Fight the urge to hear the answers through your filter of organizational need. Fight your own preconceived notions about the champion and what you think is true for them and just listen and take note of the words they actually say. 2. Discern Pause, Pray, and Prioritize After you have done your discovery, the next step in the champion-development-cycle is discerning a path forward for that champion. What could they do, learn, give, or share that would propel their growth in the cause and help them know God better? Pause: After you’ve met with a champion, you stop, read your notes, look at your P-E-O chart and reflect. Pray: Ask God to reveal to you the way forward for this champion; ask Him to use you in this champion’s life to accomplish what He has for them. ~77~

CHRISTIAN NONPROFIT by Maria Zalesky

Prioritize: Make a plan and determine if this person should primarily be coached oneon-one or through regular one-to-many communications. Consider which steps to invite the champion to take next. 3. Do Ask: Asking and receiving is a sacred task. Three common fears of the ask: Perspective: Areas where our thinking about asking, receiving, and giving might be standing in the way of our asking. Preparation: The fear of the unknowns — Who do I ask? When? For how much?

Track:

Execution: Not knowing the words to say or the way to approach a meeting may be standing in the way of our asking.

It is vital to have a system that helps determine who to ask, for what, and when. We have to track good data. Tracking major gifts requires a system, but traditional “moves management” systems often end up with us stepping over smaller “major gifts” to go after the big ones. Instead, we look at it a bit differently knowing anyone can make a major gift. ADDITIONAL RESOURCES • The Giver and the Gift by Peter Greer and David Weekley

• Growing Givers’ Hearts by Thomas Jeavons and Rebekah Burch Basinger • Living with Wealth Without Losing Your Soul by Steve Perry • Abundant by Todd Harper REFLECTION Facts that I learned to help me grow individual giving:

~78~

CHAPTER 8 â&#x20AC;&#x201D; Individual giving

NOTES:

~79~

CHRISTIAN NONPROFIT by Maria Zalesky

DISCOVERY INTERVIEW *- QUESTIONS Instructions: Ask your champion questions from the following list. Make sure to ask at least two from each section. In the box at the end, write any follow-up or cause-specific questions you ask or ideas that are sparked. Record your champion’s answers on the second page of this worksheet.

Cause:

• When God called you to participate in this cause, what do you think He wanted to teach you? • What has God taught you about the people we serve and His heart for them? • What do you understand about God as a result of your participation in this cause?

Passion:

• What are places in life or roles you fill that most touch your own emotions – where you find yourself laughing, crying, joyful, sad, discouraged or inspired? • What really gets your goat? What are issues, injustices, principles, or causes that you get riled up about? • When you think about (this cause), what is it that sparks your passion or interest? • What is God stirring in you or teaching you lately?

Energy:

• When was the time in life where you had the most (or least) energy? What were you doing in those times that energized or de-energized you? • What do you see around you that you want to fight for (or against)? What are you willing to pay a price for? • What inspired you to give/serve/pray, etc. (whatever action they have taken)?

Fulfillment:

• What is the most satisfying thing you’ve done? What made it so fulfilling? • What makes you feel fully alive when you are doing it? What have you done that gives you the feeling of being right in the sweet spot of life? • What is the most satisfying gift you’ve given? What made it so fulfilling?

Changing the world: • • • •

What needs have you encountered in life that you’d jump at the chance to meet on a larger scale? What is the need (or the people) whose cry touches the depths of your heart? What steps are you already taking to make this change in the world? If you could do one thing for (those we serve in this cause), what do you wish you could do?

WHAT ADDITIONAL QUESTIONS OR FOLLOW-UPS DID THIS SPARK?

* Adapted from Coaching Questions: A Coach’s Guide to Powerful Asking Skills by Tony Stoltzfus. Items in italics are additions by Mission Increase.

~80~

CHAPTER 8 — Individual giving

DISCOVERY INTERVIEW - NOTES Instructions: Record your champion’s answers to the questions from the previous page of this worksheet. In the final box, note any ideas or invitations sparked as they talk (for you to follow up on).

Cause

Passion

Energy

Fulfillment

Changing the world

What ideas, invitations or connections does that spark for you?

~81~

CHRISTIAN NONPROFIT by Maria Zalesky

INDIVIDUAL CHAMPION DEVELOPMENT PLAN [Champion Name]

Step 1: Pause

With your notes from the champion meeting and your P-E-O chart in front of you, stop and read them, pause to reflect and then write any ideas or findings here.

Step 2: Pray

Stop to pray and ask God what He desires for this champion, what He would have him/her do. Ask God to guide you to identify the right next steps for this champion. Then, write any answers or thoughts here.

Step 3: Prioritize

Plan 1-3 specific steps you intend to invite the champion to take, including a target date and any relevant notes. These categories are here to guide your thinking, but you wonâ&#x20AC;&#x2122;t need a step in each category. Relationship (check one): r One-to-one coaching (major gifts) r One-to-many coaching (Communications)

P-E-O