Do You Really Need a Consultant?

And…What Is One, Anyway?

Madeline Franze SSJ, CFRE

Mary McFadden SSJ, CFRE

September 14, 2015

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Before we begin…

Types of consultants…

Development, Mission Advancement…

Fundraising as one part of development…

Repetition for emphasis

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Agenda – Five Points

1. What is a Consultant?

2. When to Hire a Consultant

3. The Hiring Process

4. Working with the Consultant

5. After the Consultant Leaves

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1

What is a Consultant?

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Point 1 – What is a consultant?

A. Qualities and skills needed

B. Roles

C. What a consultant might provide

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Point 1A – Qualities and skills needed

Experience and proven competence

Hired for a time-limited, specific task

Provides assistance a task a goal a process a plan

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Point 1B – Consultant roles

Advisor

Situation analyst

Diagnostician

Problem solver

Direct a development director search

Conduct board education session

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Point 1C – What a consultant might provide

A deeper knowledge of best practices

Fresh thinking and new solutions

Challenge to the status quo

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2

When to Hire a Consultant

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Point 2 – When to hire a consultant

A. To grow a development program

B. To begin a development program

C. When hiring a new Development Director

D. To motivate staff, board~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

E. Poor use of consultants

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Point 2A – Grow a development program

*The most frequent use of a consultant*

To establish/strengthen infrastructure

To strengthen/grow fundraising vehicles

To move from fundraising to development

To establish/strengthen a culture of philanthropy

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Point 2A 1– Grow a development program (cont’d)

By strengthening infrastructure

Written three-year plan Budget (expenses and income) Case statement Development webpage Staff Software and hardware Gift acceptance policies Office procedures

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Point 2A 2– Grow a development program (cont’d)

By strengthening fundraising vehicles

Direct mail (assess ROI) Major gift and planned giving programs Events Foundation research / grant proposal writing Newsletters – print and electronic Social media Special programs – monthly donors, tributes,

memorials, capital campaigns

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Point 2A 3– Grow a development program (cont’d)

To move a fundraising program into a development program

Fundraising program

Focus is on dollars raised

Development program

Focus is on becoming mission-centered and donor-focused in addition to dollars raised

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Point 2A 4– Grow a development program (cont’d)

To establish or strengthen an organizational “Culture of Philanthropy”

Indicators that the “Culture” is weak Crisis-driven A “money-pit” Responsibility of director only Director never gets out of the office

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Point 2B – Begin a development program

Assess the organizational readiness of

Board, staff, members (internal constituents)

Assess the philanthropic readiness of

Larger community of donors, friends, community leaders (external stakeholders)

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Point 2C – Hire a new Development Director

Transition plan should be in place

Analysis of what has worked/not worked

Gives direction…what is next

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Point 2D – Motivate staff, board

Determine strengths and challenges facing

Staff

Board

Determine strategies to strengthen both

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Point 2E – Poor use of consultants

The Fall Guy or Gal

The Hit Man or Woman

The Messiah

The Burden

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3

The Hiring Process

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Point 3 – The Hiring Process

A. Doing the research

B. The interview

C. The contract

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Point 3A – Doing the research

Find a consultant

Request proposals (RFPs)

Review the proposals

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Point 3A 1– Doing the research (cont’d)

Find a consultant

Define what you want

Get names from other like organizations

Tap into professional groups

RCRI, NCDC, AFP, LCWR, CMSM…

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Point 3A 2– Doing the research (cont’d)

Request proposals (RFPs)

Initial conversations

Be specific in RPFs

Request about three

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Point 3A 3– Doing the research (cont’d)

Review proposals

Be sure they match your goals

Review by board

Review by legal counsel

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Point 3B – The interview

What to look for

“Chemistry” Consultant background and experience Process for delivering services Fee structure and billing Evidence that the consultant has done their

homework on your organization Outline of next steps

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Point 3C – The contract Formal, written agreement with detailed

service plan Contract review by board, lawyer, others

Specificity (timelines, service plan, fees)

Trust (confidentiality of information)

Reciprocity (freedom to challenge, probe, question)

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4

Working with the Consultant

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Point 4 – Working with the Consultant

The work relationship – a partnership

Clear expectations

Agreed upon objectives and timelines

Keep relationship on track

Frequent check-ins

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After the Consultant Leaves

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Point 5 – After the consultant leaves

Areas to examine

A. Input (investment)

B. Outcomes (progress toward goal)

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Point 5A – Input (investment)

Clear commitment?

Clear and constant objectives?

Consultant access to the right people?

Adequate and the right information available?

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Point 5D – Outcomes (progress toward goals)

Did the consultant help move the organization toward long-term goals?

What is the long-term value of the consultant’s work?

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Wrap UpIn the end, the most successful consulting

relationships will share a single goal:

the institutionalization of organizational

change. The best consultants promote new

systems or ways of behaving that will help

people in organizations anticipate and solve

problems as they arise in the future.

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Wrap Up

Questions?______________________________________________

Contact InformationS. Madeline Franze SSJ

smfranze@aol.com

S. Mary McFadden SSJmarymcfad@aol.com