Position Opening: Development Director, Isabella Santos Foundation

Position:           Development Director 

Organization:    Isabella Santos Foundation (ISF)

Location:           Remote in Charlotte metro area

Reports To:       President


Organization Overview 

Mission & Vision
The Isabella Santos Foundation (ISF) is a 501(c)3 childhood cancer foundation dedicated to raising funds for research for neuroblastoma, other rare pediatric cancers, and charities that directly impact the lives of children with cancer. ISF was founded in honor of Isabella Santos from Charlotte, NC who lost her battle against neuroblastoma. ISF works to improve rare pediatric treatment options in an effort to improve the survival rate of kids with cancer.

In 2009, ISF was established through Isabella’s parents to raise awareness and research funds for neuroblastoma and received its tax-deductible 503(c)3 status in 2010. What began as an effort of a circle of friends has emerged into one of Charlotte’s fastest-growing nonprofit organizations. The goal of the foundation is to raise money and awareness for rare solid tumor cancer research in an effort to increase survival rates of kids with cancer so they can live their dreams. Through Isabella’s legacy, ISF works to help impact other kids fighting cancer in her name. To date, ISF has donated over $3.5 million to support its mission.

For more information about Isabella Santos Foundation, please visit


Through the Isabella Santos Foundation, people across the country are raising money for solid-tumor cancer research and treatments. The foundation currently focuses on events, direct donations, sponsorships and peer-to-peer as the core fundraising strategies.

The Isabella Santos Foundation recently launched the Rare & Solid Tumor Program at Levine Children’s Hospital, ensuring children and families will have access to the latest cancer expertise in Charlotte and the surrounding region. The Isabella Santos Foundation made a commitment in 2018 to raise $5 million to create the Rare & Solid Tumor Program at Levine Children’s Hospital.

To achieve these goals, ISF is seeking a Development Director to source new donors and manage the organization’s fundraising strategy. The full-time Development Director is responsible for leading resource development activities toward generating $300,000 – $400,000 annually.

The Role

Reporting to the President, the Development Director will be responsible for implementing and managing a development program through a variety of revenue streams with a focus on the cultivation and expansion of new donors and stewardship of existing relationships.

The Development Director will be responsible for crafting a development plan and budget that supports the strategic plan of the staff and board leadership on an annual basis. The Director will be responsible for the design and execution of a comprehensive written annual fundraising plan and goal revenue projection to include individual donors and peer-to-peer strategies. Key responsibilities include:

Development Planning

  • In partnership with the President, craft annual development plan outlining the full-year of giving strategies to sustain and increase support from corporations, events, foundations and individuals
  • Create multi-year strategies for implementing a moves management model of resource development, prospecting, recruiting, engaging, soliciting and stewarding donors and sponsors

Culture Development

  • Establish a first-class stewardship program that effectively engages all constituents (staff, board, volunteers, donors) in supporting the ISF mission and in creating a culture of philanthropy
  • Activity participate in professional fundraising associations and industry groups to stay current of all new practices and innovations in the development field, employing appropriate best practices at ISF
  • Follow current fundraising trends in philanthropy and the nonprofit community

Individual Fundraising

  • Prioritize focus on acquisition strategies to uncover new sources of individual donors, building relationships to onboard them as constituents to the organization
  • Develop new peer-to-peer giving strategies to grow the base of funders and onboard constituents to the organization’s compelling mission
  • Oversee the organization’s efforts to deepen relationships, facilitating activities that increase affinity and engagement, increasing involvement and financial support
  • Maintain ongoing communication with major gift donors, stewarding their engagement with organizational leaders

Development Operations

  • Maintain timely records of all donor, sponsor and prospect contacts in donor database
  • In collaboration with the marketing team, develop content for a variety of channels related to fundraising
  • Assure accurate and timely member, donor, sponsor recognition, acknowledgements, and renewal letters for all financial and in-kind donations
  • Research effective ways to integrate social media strategies into giving campaigns

Required Qualifications & Competencies

The ideal candidate would have the following capabilities and qualities:

  • Minimum of 5 years’ experience in resource development or related field (i.e. marketing, external relations, business development/sales, community relations)
  • Demonstrated expertise in the areas of fundraising, especially cultivating and stewarding donors, peer-to-peer giving strategies and corporate sponsorship
  • A commitment to the ISF mission and ability to speak publicly about the mission with passion
  • Strong ability to make connections easily and create authentic relationships with a wide variety of individuals and groups
  • Excellent oral and written communication skills
  • A self-starter, capable of working in a decentralized work environment
  • Solid analytical skills and basic understanding of financial levers
  • Proficiency with Google Suite, Microsoft Office and CRM software
  • Bachelor’s Degree required, with a preference for candidates with continuing education in advancement, fundraising and philanthropy; CFRE designation is a plus
  • Ability to work extended hours, including nights and weekends, as needed

To Apply

Isabella Santos Foundation has partnered with Next Stage to help in this hire. All inquiries, nominations and applications should be directed via email to Next Stage ( Applications must include a compelling cover letter and CV to be considered for the role. Please also indicate where you learned of the opportunity.

Please note that only those candidates invited for screening will be contacted. NO PHONE CALLS PLEASE.

Isabella Santos Foundation is an Equal Opportunity Employer committed to inclusive hiring and dedicated to diversity in its works and staff. Employment decisions are made without regard to race, color, religion, gender, sex, national origin, physical or mental disability, age, sexual orientation, veteran status, or any other characteristic protected by applicable state of federal law. ISF encourages candidates of all groups and communities to apply for this position.

About Next Stage

Next Stage is a strategy and implementation firm based in Charlotte, NC and serving nonprofit organizations and social cause start-ups throughout the Carolinas.  Next Stage works with nonprofit organizations to develop game-changing strategies and strengthened operations in service to mission and long-range vision. We partner with clients through three key service lines: strategic planning, resource development planning, and talent development. For more information about Next Stage, please visit

Ten Things Every Early Career Fundraiser Should Know

by Josh Jacobson

Early in my career as a development professional, I must have made hundreds of mistakes. Some were fairly minor, others somewhat more substantial, and some… well, let’s not go stirring up things better left in the past, shall we?

I certainly learned from my mistakes, but that is just the sort of revisionist thinking you tell yourself in retrospect.  In truth, I wish I hadn’t made most of those mistakes.  Looking back, I wish I could have had a heart-to-heart conversation with my older self, to have been counseled by a wiser, more centered version of me.  I may have been too pig-headed to take advice from anyone else back then, but I’d like to think I would have been able to get through to… well, myself.

If I did, the following is a list of things I would have told that wet-behind-the-ears go-getter I once was, in no particular order:

  • 10548684_sRead the Newspaper – Daily newspaper reading was not something that resonated with me in the early days.  And if I did pick up a newspaper (or log on to the newspaper’s website), I was probably looking up sports scores or the movie theater listings.  It took a while for me to realize that the newspaper was the single greatest prospecting tool available to me, providing a wealth of insight into my local donor base.

Beyond being a great platform for research, it also made me a more intuitive thinker, allowing me to make connections between seemingly unrelated items I wouldn’t have otherwise been able to do.  And if nothing else, it is vital for donor relations – if subjects come up in conversation and it is assumed you read the day’s front page news or an important Op-Ed, the embarrassment of not being in the know is something you’ll want to remedy.

  • Follow the Stock Market – I remember it like it was yesterday, calling a prospective family foundation donor to discuss making a gift the day after the market had taken a huge drop.  There are few things more mortifying than to have a longtime donor chastise you for being unaware of the current financial environment, hanging up the phone in your ear.

I’ve found that fundraising professionals are often former liberal arts majors, and as such may not have as firm of a grasp on the intricacies of financial management.  But that is hardly an excuse for not paying attention to the stock market and timing your solicitations accordingly.  Further, if you work with a number of foundations, I suggest modeling the holdings of your top five or six foundations based on their 990 filings.

  • Know Thy Sector – It stands to reason that not every fundraiser is an expert on the organization and its mission when the position is accepted, but most immediately become students of that nonprofit’s programs and finances.  It is difficult to raise money for something you don’t understand well.

So, too, should a fundraiser study the broader sector in which the nonprofit operates.  What differentiates your programming from another organization’s offerings?  How are you complementary to each other? Your donors are likely supportive of other nonprofits in your sector and will expect you to have a working understanding of how they all fit together.

  • Know Other Sectors, Too – When I worked in theatre development in New York City, I spoke with my funders about plays and playwrights roughly half of the time.  The other 50% I was expected to understand what was happening with the New York Philharmonic, the Metropolitan Opera, Alvin Ailey American Dance Theater, and a whole host of other cultural and non-cultural topics. Had I been to MOMA in Queens? Did I have an opinion of whether the museum had an obligation to the neighborhood to maintain a Queens presence after so many businesses had opened due to its temporary relocation? Speaking of borough revitalization, what were my thoughts on creating an Industrial Business Zone in Long Island City? And so on…

Really successful fundraisers are typically those who are plugged in to what is happening everywhere, and donors gravitate to them as much for their sense of connectedness as their knowledge of the nonprofit they serve.  Someone told me once in passing that studying the recreational options of Jackson Hole, Wyoming would make me a better conversationalist with donors who had vacation homes there.  And it was true.

  • 12143436_sScrub Your Online Profile – Having conducted a number of development searches both as a staff member of nonprofits and as a consultant, I can tell you that young professionals are foolish when it comes to social media. If you are actively seeking a job, posting pictures of a keg stand on your publicly-accessible Twitter account is not wise.

It seems teenagers growing up today are smarter than the bubble of young people who graduated college in the 1990s and early 2000s and began using Facebook, Twitter, Instagram and other social media as adults.  Perhaps children today better understand the legacy of poor choices as captured forever on the Internet, the way things can haunt you for years.   I continue to encounter individuals who must have never googled themselves, or assume that no one is smart enough to enter their name into a search engine.

That DUI mugshot of you from college that shows up on the first page of Google?  You should probably try to do something about that (if you can).  Because it may not be that your future employer wants to penalize you for your prior mistakes, but more likely that they fear a donor finding that information and having it tarnish the brand of your nonprofit.  Your personal brand is just as important.  

  • Get Rid of Your Bumper Stickers – Speaking of personal brand, it’s probably time that you ditched the 10+ bumper stickers on the back of your car.  The word play of “visualize whirled peas” coupled with the emphatic advocacy of “drink craft beer, dammit” is probably not the statement you want to be making.  That said, this advice is less about the content of those messages and more about presenting yourself professionally.

It may be controversial, but the one rule I would make about content relates to political bumper stickers – avoid them, particularly if you are a major gift officer who meets donors off-site and uses that car to transport yourself.  One of the great things about fundraising for nonprofits is how it brings together both sides of the political aisle.  As a representative of your organization, your job is to be a conduit of philanthropy for people of all political beliefs.

  • Stop Your Road Rage – Do you drive fast, honking your horn at people who get in your way?  Do you gesticulate with various fingers, yell at people as if they can hear you, and turn to scowl at the person as you pass?

Imagine passing that person and realizing it is your single biggest donor. Your eyes meet. You know she saw you, and a look of disappointment crosses her eyes in that split second.  And look at that, you were speeding to a stoplight, and pulling up next to you is the person you have spent countless hours creating strategy to approach for a sizable, multi-year gift. How will you explain the situation to your organization’s board chair?

  • 7823729_sStick to One Glass of Wine – Depending on your nonprofit, this may not be a big deal.  However, some fundraisers may find themselves in situations where the imbibing of alcohol on the job is not only accepted, but encouraged.  At your organization’s gala, or grand opening, or donor cultivation event, or even just the company Christmas party, one should always drink in moderation.

I suggest sticking to one glass of wine, and more or less carrying that glass around all night long if you have to.  This is the one rule I’ve broken too many times, and find I regret having broken it the morning after.

  • Be a VolunteerSome very early advice I did receive was that I should get out of my sector and feed my soul through other interests.  It may be difficult for you to find volunteer opportunities in your own sector that don’t feel somehow like spying, but engaging in unrelated nonprofit sectors is encouraged. 

If you need a selfish reason to volunteer for another nonprofit, consider it a study of best practices – a chance to learn other techniques and meet new people.  But mainly you should volunteer because it feels good, and can renew your inner self as the pressure of deadlines increase your stress level.

  • Find a Mentor – If you’re lucky, your future mentor may be in the office down the hall.  I was fortunate to have someone like Amy Crane during my time at the Cultural Council of Greater Jacksonville, who thought enough to provide counsel and encouragement to a 20-something who was badly in need of both.  

But for many early-career professionals I’ve met during my time as Chair of the AFP-Charlotte Mentoring Committee, an in-office mentor is not to be found.  Organizations like AFP make formal mentoring opportunities available, and I believe everyone can benefit from it.  However seeking informal mentors is a skill worth developing.  I would tell the younger version of myself that it is okay to admit that I don’t know everything, and that there is much to learn from others who have been down this road before me.

Stuff that just missed the list: Don’t date a co-worker, don’t then break up with that co-worker and have it get weird, never ask if someone is expecting, fully understand your organization’s audited financials, buy Girl Scout cookies from the Executive Director’s daughter, use an office-appropriate ringtone on your cell phone, don’t crack jokes that are in questionable taste, use mouthwash, stop biting your nails, keep your very impressive rapping skills to yourself, lock up your valuables, start contributing to your 403B as soon as possible, and remember birthdays and anniversaries.

Are there items that I missed? Add them below in the comment section!

Image Credits: Featured Image (123RF – Visions Of America), Newspaper (123RF – Noppasin Kortungsap), Facebook ((123RF – Igor Kovalchuk), Wine Glass (123RF – chr1)

Yeah, Yeah, Yeah: The Beatles and Youth Marketing for Nonprofits

by Josh Jacobson
For real fans, February 9 is one of many dates in the history of Beatles that is etched into memory.  As you have no doubt heard at some point this past weekend, it was this day in 1964, fifty years ago, that the Beatles played the Ed Sullivan show.  The world would never be the same.

For me, it is one of several dates to celebrate (or mourn) related to my favorite band. There’s January 30, the date of the band’s final live performance in 1969 on the rooftop of the Apple building in London.  Or June 1, the date Sgt. Pepper’s Lonely Hearts Club Band was released in 1967 to an unsuspecting world audience.  And of course, December 8, the day John Lennon was murdered in 1980 outside the Dakota building on the Upper East Side of Manhattan.  That most of these events took place before I was born (I was too young to remember Lennon’s death) is besides the point – as a fan, I have committed them to memory.

StrawberryFieldsOne date that has a direct impact on my life is November 29, the evening in 2001 that George Harrison died.  I know this because it was a Thursday, and I had only just arrived at LaGuardia Airport for a vacation in NYC.  The following day, my friends and I happened upon a memorial for Harrison at Strawberry Fields, a section of Central Park devoted to celebrating Lennon, the other departed Beatle.  We spent three hours there singing and clapping along with more than 200 people as musicians played the entire catalog.  Leaving the area, exhausted and emotionally drained, I declared my love of NYC to the universe and vowed to relocate there as soon as I could.  And four months later, I did.

But back in 1964, when the Beatles arrived in America, no one knew the impact the band would have on generations of music fans, much less one very enthusiastic future consultant to nonprofits. The signs were certainly there – 300 screaming fans met the band at the airport, most of them children and teenagers who had been clued in to what was happening across the Atlantic by savvy radio DJs.  The Ed Sullivan appearance served to add gasoline to a fire that had been growing steadily for almost a year.

That night, 73 million people tuned in to hear the Beatles warble through songs that were all but drowned out by screaming fans in the studio.  It was the largest television event up to that point, constituting an incredible 45% of American households with televisions.

Looking back now, it may be easy to dismiss the achievement.  The show was certainly aided by the absence of competition, in the days when network television was the only option.  Popular music was largely homogeneous in the suburbs – it would be at least another decade before sub-genres like Rap, Alternative and Heavy Metal would fracture popular music, creating niches that informed the culture and style of devotees.

No, in 1964 the world was somewhat simpler, and reaching the lion’s share of teenagers in America was a fairly straight-forward equation.

Youth Marketing: A Missed Opportunity

teenagers“So, how is your nonprofit working to engage the youth market?”

Try asking that question of most nonprofit Executive Directors and watch the blank expressions.  This is an industry that is only just recently waking up to the opportunity of the Millennial generation, and “getting younger” largely means attracting the buy-in of people under 40 years old.

“The youth market? Are you kidding? Who has time for that?”

I’ll tell you who has time for that – any company that understands the importance of the youth’s influence on the spending of family members, and the vital role branding plays during these formative years.  Billions (and billions!) of dollars are spent annually by marketers attempting to influence the youth market, particularly the teen market.   Companies like Microsoft, Coca Cola and Toyota realize that “getting to them early” is critical to building affinity that can last a lifetime.

I find even large, established nonprofit organizations have fairly half-baked teen marketing plans, too often dependent on relationships with school districts.  Because of course, the best way to build brand affinity with teenagers is through school-based activities where participation is required (he said sarcastically).  Even the most well-known participatory organizations like the Boy Scouts tend to lose market share as children age into their teen years.

Marketing to teenagers certainly isn’t easy, but is it a potential blue ocean for nonprofits?  I think so, and consider it one of the myths of fundraising worth exposing.

Myth: Marketing to Youth Yields Poor ROI for NonprofitsBookCover

While unlikely to be a major tent pole strategy for most nonprofits (particularly small shops), a youth marketing plan should be an essential component of any development effort for a number of reasons:

  • Homogenous Population – Quick, what was your high school like?  I bet mine was fairly similar, as most are throughout the country over the past several decades.  Sure, popular culture is more fragmented than it was when the Beatles arrived in 1964, but teenage populations present a fairly clear blueprint – trends are defined by a handful of individuals within a much larger group of peers who seek to emulate their choices.

If only adult populations were so easy to understand! Identifying individuals to serve on your board of directors would be a much easier proposition without political affiliations, socio-economic disparities and career choices clouding the picture.  But not unlike your organization’s young donor society, the key to successful youth marketing is encouraging those who set trends to engage with your brand, and that isn’t going to happen without some groundwork.

  • Gatekeeper Relationships – Brand marketers target the youth for a very good reason – they drive sales.  While they may not have much disposable income themselves, youth are gatekeepers to their parents who buy their children the products they desire (or demand, depending on the teenager).

The pathway for nonprofits has been forged by participatory organizations like Girl Scouts.  Every winter, without fail, I would purchase ten boxes of Girl Scout cookies from the CFO of a past organization where I worked.  I did this because I felt it would somehow help me should I ever request a grant budget at the 11th hour.  Silly, sure, but such social pressure at work drives nonprofit revenue as effectively as any United Way workplace giving campaign.

One organization in Charlotte recently worked with, Hands On Charlotte, has seen a spike in recent years of interest in volunteerism by teenagers who must fulfill a set number of hours of community service in order the graduate.  A parent called them recently looking for opportunities that could be easily squeezed into an already busy social schedule.  She was very willing to pay a fee in order to make it possible for her teenager to accrue those hours – something around which your nonprofit might consider building a revenue strategy.

  • Lifelong Affinity –The things we love as children are likely to stay with us the rest of our lives.  Coca Cola knows that, which is why they seek to win teen preference in the lunch line of high schools across the country.  I am a Beatles fan because I stumbled on my parent’s collection of scratched-up albums when I was 12 or 13, and discovered them as if they were a secret known only to me.

At a party this past weekend at the home of a friend and colleague, I had a great conversation with a gentleman who was raised in the area.  In high school, he volunteered at the Carolina Raptor Center and developed a strong affection for their birds and the organization as a whole.  Now an adult and a banker in Charlotte, he returns with friends and relatives, and because of the lifespan of some raptors, can even visit some of the birds he helped as a teenager.  When the Center engaged that teenager as a boy, it is unlikely that donor cultivation was top of mind, but perhaps it should have been.

Engaging the youth market is a bit like establishing a planned giving strategy – another activity most nonprofits put off.  Nonprofits in need of near-term revenue are unlikely to prioritize teen engagement unless it can impact this year’s bottom line.  And so they miss opportunities to foster those relationships and find themselves forever in the hamster wheel.  But for the savvy nonprofit, it can be a differentiating strategy that has a lasting impact long after the end of the current fiscal year.

Three Questions to Consider this Week:

  1. How, if at all, do you currently engage the youth market? Are there opportunities to leverage latent connectivity to encourage deeper affinity?
  2. How can youth serve as a bridge to their 30-something and 40-something parents for your nonprofit, either as charitable donors or purchasers?  How does social media factor in to that engagement?
  3. How are the children of your staff and board encouraged to engage with your nonprofit?  Are they potential gatekeepers to their peers?

Image Credits: Featured Image (Alan Levine), Harrison Memorial (NYC Gov Parks), Teens (123RF – vlue)

Prospecting: Step One to Stronger Grant Submissions

The lure of grantsmanship is the intoxicating concept that your nonprofit can secure outsized investment by simply applying for it. Too many think of it like submitting a credit card application; based solely on the merits of your organization’s mission and impact, the grantmaking source will prioritize your project and reward it with a big check with many zeroes.

The fact is, this isn’t how it works. Grantmaking sources receive hundreds, if not thousands of submissions every year. The movement toward online submission processes has made it relatively easy for 501c3 organizations to submit applications and grantmakers are deluged with requests, many of which do not match giving guidelines. The likelihood that your proposal is carefully reviewed is relatively low given the number of applications that must be processed.

So what does this mean? Should you give up on the hope for grant funding? Of course not. But it does mean that you should do your homework and focus your energy on sources that are more likely to fund you. In Next Stage Consulting’s first installment in its five-part series, I’ll talk about prospecting for grantmaking sources.

Identifying Sources
It is an oft-asked question – “isn’t there a website where one can seek grant opportunities?”

The answer is “yes and no.” There are certainly websites, but they are rarely free. Some of the best sources are The Foundation Center and FoundationSearch, both of which offer access to searchable foundation profiles for a fee. My personal favorite is FoundationSearch, which is run by Metasoft, a Canadian company that operates as a for-profit business. The Foundation Center has a very good product as well, Foundation Directory Online, but I’ve found Metasoft does a good job of staying one step ahead of the competition.

In some communities, you may find that your local library provides access to foundation software. For example, the Charlotte Mecklenburg Library provides access to The Foundation Center at its Main Library branch and six satellite branches.

These are fairly comprehensive resources, but you might find that not all corporate sources of support are profiled. Some companies may have a community relations team that provides gifts and sponsorships, but do not operate under a 501c3. Still other foundations operate under the umbrella of your local community foundation, and do not report directly to the IRS.

To identify these and other sources, search engines like Google can be the best bet. Search for queries using your mission focus, geographic region and words like “gift,” “grant,” “allocation” and “award.” You may also want to look at the websites of organization similar to yours and seek out online annual reports that might give you an idea of sources you have not yet uncovered. If you are familiar with the IRS form 990, set up a free login with Guidestar.

Types of Sources
Grantmakers are likely to fall into one of three categories:

  • Corporate Foundations/Corporate Outreach – Some companies develop a separate 501c3 foundation to operate as a channel for grant making. These are typically large companies that want to separate gift making from sponsorships, where they are likely to receive sponsor recognition in return. Most companies do not have a foundation, though they may also allocate gifts to support causes. Corporate foundations will often have a designated contact along with a board of directors. Companies without a foundation will designate a Director of Corporate Communications, External Relations, or Corporate Outreach to be the initial contact. In both cases, internal contacts at high levels of the company have the ability to introduce projects for support, and overlap with sponsorship efforts are common.
  • Process Foundations – Foundations where the founder is no longer the sole decision maker are more likely to operate with a very defined process. A gatekeeper is apt to be defined (either an Executive Director or Foundation Director), and the foundation’s board of directors are each involved in determining which organizations receive support. These foundations are attractive because they seem to be cut-and-dry regarding the application process. However, many factors contribute to whether your organization will receive support, and relationships are key to success.
  • Family Foundations – Though they are formed as 501c3 entities, soliciting family foundations is often akin to soliciting an individual – there is typically no defined process for applying for support, and the decision is made by a single or handful of individuals who are related. Relationships are the single most important factor to receiving support, either through direct interaction with foundation directors or gatekeepers connected to decision makers.

Determining Likelihood of Support
Like most forms of fundraising, successful grant seeking typically boils down to three motivations:

  • Mission-Suitability – This seems obvious, but grant makers usually tell you what they want to support. This information can be found online, but you might have to look of the foundation’s Form 990 to figure out where they tend to allocate funding. However, not all missions are created equal. Knowing that a foundation supports education programming is useful, but it is also important to figure out whether there is a preference for direct service or systemic change, or if there is a geographic focus to grantmaking. Even when an organization’s mission is very appropriate, the foundation may already be supporting an organization with a similar profile, and may choose not to duplicate support.
  • New/Latent Relationships – As indicated throughout this post, relationships are singularly important – an organization must understand the importance outreach plays in securing grant support. These may be relationship that already exist, as in a board member who is friendly with a member of the foundation’s staff or board. Or is may be a relationship that does not yet exist, and requires intentional outreach by your organization’s leadership to establish connection. The first stop is typically a program officer or lead contact – it is perfectly acceptable to seek a meeting to discuss programming. Board members may also be successful at connecting with other decision-makers, particularly important in influencing corporate giving.
  • Self Interest – It may be not be obvious, but self interest is a very important factor. For family foundations, recognition opportunities play prominently, particularly in capital asks. In corporate giving, while it may not be considered pure sponsorship, the recognition plan for a charitable gift should be described in detail.

What Next?
In the next installment, Josh will review the process of cultivating gatekeepers and decision makers. To make sure you don’t miss it, subscribe to the blog!