Today’s Career Opportunities

Vancouver
Associate Director, Advancement, Campaign Initiatives, Simon Fraser University
Director, Advancement, Beedie School of Business, Simon Fraser University

Calgary
General Manager, Community Relations, Calgary Humane Society
Fundraising and Development Assistant, JDRF
Regional Manager, Alberta & NWT, Jumpstart Charities 

Toronto
Director, Supporter Development, World Vision
Executive Director, Advancement and Alumni Affairs, Ryerson University
Regional Manager, Alberta & NWT, Jumpstart Charities
Fund Development & Events Coordinator, Wood’s Homes

Impossibilities in Fundraising

Kurt Jostes
When I joined RAI Ministries in New Orleans in 2007, the organization, formed in response to Hurricane Katrina, was less than two years old. Initial funding in the form of a $5 million one-time grant from the Lutheran Church-Missouri Synod was being spent at a rate of over $2 million a year. Part of my job offer was the up-front acknowledgement that the organization might not exist past a year or two. Just coming out of college and sold on the mission, I was ready for an adventure.
The primary work of RAI Ministries centres on the operation of Camp Restore, located in a converted elementary school building in New Orleans East. Here we provide housing, meals and project coordination for more than 3,000 volunteers a year from across the U.S. and around the world. During their week-long stays, they serve with local New Orleans nonprofits in a wide range of roles, including continued efforts to restore flood-damaged homes.
When I arrived, RAI was also operating three more programs in addition to Camp Restore while subsidizing the costs of another volunteer camp. The traditional donor-giving-potential formulas projected we’d raise less than 10% of our annual operating budget from our small list of donors in a best-case scenario. Something had to change quickly, whether we liked it or not.

Not surprisingly, we did not suddenly discover thousands of new donors who immediately contributed millions to the cause. Nor did we apply for and successfully receive millions of dollars in general-operations grant funding. Yet here we are, in 2014, blessed to be welcoming our 25,000th volunteer to Camp Restore early next year.

Long story short, between 2008 and 2011 we divested of everything except Camp Restore, which we heavily streamlined. Jim Collins’ Hedgehog Concept in Good to Great was incredibly helpful as we sought to define what we were passionate about, best at, and what drove our economic engine.

How we managed to make and survive the immense change between 2008 to 2011 is a much, much longer story that is probably more appropriately suited for a theological discussion about faith and the grace of God.

But I do know that a focused and compelling mission and vision are absolutely necessary to hold on to while riding the roller coaster. If they aren’t there, find them before you get on!

Today, in essence we operate much like a college or university. Similar to tuition and room and board, we charge $40 per day per volunteer. This covers the vast majority of our general operational costs.

For capital projects, including the complete restoration of a church facility in the Lower Ninth Ward, the establishment of a commercial kitchen building, and a housing expansion at Camp Restore, we’ve conducted classic capital campaigns – something we simply couldn’t achieve in 2007 but are now successful at after a decade’s worth of relationship-building with donors, volunteer alumni and grant-making entities.

In summary, when facing impossible fundraising situations, they’re probably just that – impossible – and the problems and solutions may likely be outside of the fundraising field. But if you have a mission/vision worth fighting for, work to help your organization find and connect with its bedrock, and begin building from there using best practices.

For more on Camp Restore please visit: www.camprestore.org

Kurt Jostes is the Director of Advancement for RAI Ministries, Inc. and lives in New Orleans with his wife, Rebecca. A member of the Association of Lutheran Development Executives (ALDE) and a Kellogg Fellow, Jostes graduated from Concordia University-Nebraska in 2007 and was named its Young Alumnus of the Year in 2012.

Today’s Career Opportunities

Vancouver
Executive Director, Office of Advancement and the CEO of the KPU Foundation
Associate Director, Advancement, Campaign Initiatives, Simon Fraser University
Director, Advancement, Beedie School of Business, Simon Fraser University

Calgary
Internship, Development, Calgary & Area Chapter, Alberta & NWT Division
Director of Development,  Faculty of Kinesiology, University of Calgary

Toronto
Associate Director, Divisional Relations and Major Gifts, The University of Toronto

Associate Director, Advancement, Campaign Initiatives, Simon Fraser University

SFU

Position Outline

The incumbent is responsible for managing relationships with donor prospects determined to have the ability to make special gifts at the $20K to $100K level and annual gifts at the $1K to $20K level by developing and implementing strategies for securing financial support from a portfolio of donor prospects including identifying, qualifying, cultivating, soliciting, and stewarding these gifts from alumni, parents, and friends. The incumbent provides support to and works in partnership with a Faculty team comprised of professional advancement, communication, and research grant staff or as a member of the central Advancement team to develop and implement strategies that facilitate and generate maximum support for the Faculty and/or University.

Qualifications

  • Undergraduate degree in a relevant discipline and two years of related fundraising experience or an equivalent combination of education, training and experience.
  • Excellent interpersonal, communication (oral and written), and relationship management skills.
  • Proficient in the use of word, database, spreadsheet, and presentation applications and prospect management 
systems.
  • Excellent research, solicitation, and cultivation skills.
  • Excellent organizational, problem-solving, and analytical reasoning skills.
  • Excellent teamwork skills.
  • Good strategic planning skill.

For more information, to receive the full position prospectus, or to apply please contact:

Gerard Consulting Logo Web

Gérard Consulting – Fundraising Talent Management
Phil Gérard, President
info@gerardconsulting.ca
http://www.gerardconsulting.ca

Applications will be accepted on a rolling basis until the position is filled. We thank all applicants for their interest, however, only those candidates invited for an interview will be contacted.

Director, Advancement, Beedie School of Business, Simon Fraser University

SFU
Position Outline

The incumbent leads a team comprising professional and academic staff in the development and implementation of strategies that facilitate and generate maximum support for the Beedie School of Business. The incumbent is responsible for managing relationships with donor prospects determined to have the ability to make major gifts at the $100K or higher level and also manages a portfolio of major individual, corporate and foundation donors by developing and implementing strategies for securing financial support from existing and new donor prospects including identifying, qualifying, cultivating, soliciting, and stewarding these relationships.
Please note: This position is located at the Segal School of Business, 500 Granville Street, Vancouver, BC.

Qualifications

  • Undergraduate degree in a relevant discipline and six years of related fundraising experience or an equivalent combination of education, training and experience.
  • Excellent interpersonal, communication (oral and written), and relationship management skills.
  • Proficient in the use of word, database, spreadsheet, and presentation applications and prospect management 
systems.
  • Excellent supervisory skills.
  • Excellent research, solicitation, and cultivation skills.
  • Excellent organizational, problem-solving, and analytical reasoning skills.
  • Excellent human resource management and teamwork skills.
  • Excellent strategic planning skill.

For more information, to receive the full position prospectus, or to apply please contact:

Gerard Consulting Logo Web

Gérard Consulting – Fundraising Talent Management
Phil Gérard, President
info@gerardconsulting.ca
http://www.gerardconsulting.ca

Applications will be accepted on a rolling basis until the position is filled. We thank all applicants for their interest, however, only those candidates invited for an interview will be contacted.

Power in Numbers

Nancy Cardozo

By Nancy Cardozo

“There is power in numbers and there is power in unity.” —Dr. Martin Luther King, Jr.

Most of us (fundraisers) believe firmly that meeting with donors is one of the best parts of our jobs: understanding the philanthropic motivations of people, how they want to contribute to build a more sustainable community, an inclusive society, a better world. These conversations are the sink and source of emotional connection and inspiration for amazing deeds.

After inspirational conversations, ideas must be documented into a discussion paper, or may be a proposal, depending on where we are in the exchange. Many of us sit for hours at our desks, thinking of the most eloquent words to build our fundraising elevator pitch. This solitary exercise seems quite haunting sometimes, when apparently the fountain of inspiration is dry.

I found the best way to build a strong pitch is not in the solitude of my office. The best pitches come from collective efforts, picking the brains of the people who make things happen. I find the task of bringing together disparate and sometimes apparently opposite approaches very useful. This approach may be a little more time intensive, but it helps our colleagues understand the purpose of our work as fundraisers, and it helps us prepare a proposal that is more realistic and deliverable. This exercise allows us to identify beforehand some potential stewardship issues, and brings us fundraisers closer to the people working in the trenches of our organizations.

Looking from the perspective of building strong relationships with our internal clients, having our colleagues more involved in the fundraising side of the house creates a sense of connectedness and ownership. At the same time, we increase our “antenna” system to identify and connect with more potential prospects.

After you get to confirm the results of these collective efforts, taking the time to show appreciation and thank our collaborators is extremely important. They are helping us become more effective and competent. They are the people that are not counted as fundraising staff, but they increase our capacity to enable the flow of philanthropic dollars to our organizations.

There is strength in numbers, and indeed there is power in unity.

Nancy Cardozo has over 21 years of professional experience working in the non-for profit and higher education sectors. Nancy moved to SFU on November 2011, after working at UBC for five and a half years. Previously she worked in executive positions in the non-for profit sector in her native country Paraguay for 13 years. Her education includes a degree in Electromechanical Engineering and a MBA. Nancy loves to enjoy time with her husband and their two kids. Reading, watching movies, gardening, baking and hiking are some of her favourite activities.

A blog about fundraising careers and fundraising issues. By Gérard Consulting – Fundraising Talent Management

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