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Executive Resume Jerry Wood 1010 Mill Lake Road Fort Wayne, IN 46845 Phone: (260) 637-6897 Email: jewoods_9@hotmail.com Leadership Profile Profitable Program Development, Public Relations, Strategic Planning, Capital Campaigns, Marketing, Annual Fund Development, Promotional Events, Innovative Solutions, Mediation, Team Building Outstanding senior level leader and change agent with the vision and executive strengths to devise and implement successful strategies in the areas of profitability, public relations, fundraising, longevity planning, oration and presentations, marketing, and general administration. Demonstrated record of success in implementing diverse programs and navigating fundamental endowment processes with effective development of national and highly publicized recognition of academic institutions. Well-developed interpersonal skills with proven ability to lead, motivate, and direct functional teams to meet and exceed organizational goals. Ability to inspire others to see beyond a “fear of scarcity” to a “vision of possibilities.” Professional Experience Defiance College Defiance, Ohio President 2002 to 2008 Directed all aspects of daily operations: strategic planning, fund-raising, and public relations for this small liberal arts college. Spearheaded the development of new marketing paths to raise funding levels through innovative programs. Conceptualized and drove the operational vision combining civic, academic, and cultural components into the student learning experience. Implemented a strategic marketing plan that developed a specialized niche in the regional market while expanding to secondary markets in Michigan, Kentucky, and Western Pennsylvania, bringing the college national notoriety. Inspired and created buy-in across college constituencies with the board of trustees, faculty, students, staff, and alumni.  Increased annual gifts to the college yearly as illustrated below:  Annual Funding Growth $1.6 $1.4 $1.2 Millions $1.0 $0.8 $0.6 $0.4 $0.2 $0.0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6   Drove increased solicitation of gifts and developed greater diversity of donations through cultivation of new major donors and implementation of a planned giving program. Actively spearheaded a targeted fundraising campaign, capturing $13.5 million in pledges and gifts. Maintained profitability through strong fiscal management and recruiting development, effectively increasing annual budgets from $19 million to $24 million over a six-year period. Instituted capital projects: a state-of-the-art fitness center, new construction/renovation of a science hall, a $2.65 million renovation of a residence hall, and three additional projects for further institutional development.  Expanded the number of undergraduate students traveling abroad in academic programs an unprecedented 27 percent over six years. Directly accountable for increasing recognition to one of the top regional colleges with a national reputation by recruiting to a distinct market niche, demonstrating that students are more engaged in learning by national measures, and by attracting media attention with specialized programs.     Jerry Wood Davis & Elkins College Elkins, West Virginia Page 2 Vice President for College Advancement 1999 to 2002 President’s cabinet member and chief fundraiser charged with oversight of most external functions for a private, four-year liberal arts college. Directed operational functions such as annual fund development, grant solicitation, corporation/government relations, major gifts, marketing/public relations, and church/community relations. Built a competent advancement team and infrastructure geared to implement a successful capital campaign including leading a software conversion, conducting a feasibility study, composing a campaign plan and case statement, developing campaign publications, creating a campaign video, and recruiting more than 68 volunteers.   Prepared and led the Centennial Capital Campaign, effectively capturing 65 percent of the $15.5 million goal within two years. Provided leadership for an integrated marketing plan to increase student recruitment and donor cultivation with the ultimate goal of overcoming a dominating mistrust and damaged reputation and effectively branding the college with a new status to drive increases in interest, support, and trust. Personally cultivated and solicited the largest campaign gift totaling $2.5 million.  Waynesburg College Waynesburg, Pennsylvania Vice President for Student Services 1995 to 1999 Member of the president’s cabinet with specific oversight of 16 intercollegiate athletic sports teams and all-internal non-academic programs, the music program, and an academic assistance program. Served as the college disciplinary officer, provided leadership for the student judicial system, and first senior responder to emergencies, and served as advisor to the Student Senate.   Developed the Center for Service Leadership that created one office with an organizational structure to coordinate an extensive community service program. Successfully expanded the community-based program employing over 100 students working with 40 social service and community improvement organizations. Beyond this, involved the majority of the student body in short-term voluntary service projects. Bridged student/parent relationships with the college and helped to negate anger in response to sensitive situations. Coordinated counseling needs for residents, dealt with the press, coordinated with the police, investigated possible institutional negligence, and spearhead a new initiative to provide more comprehensive policy and protocols for a stronger community sensitivity. Initiated an English as a second language (ESL) program to drive an increase of international students including recruiting, establishing relationships with overseas universities, and designing, planning, and implementing the summer intensive language studies program for Korean students and faculty. Represented the college in Korea for the negotiation of agreements with Jeonju University and the Center for Foreign Study in Korea, effectively capturing 30 Korean students in the summer with 25 percent staying for fall and spring semesters. Granted a fellowship from Bonner Foundation to create a service learning model that took into account student developmental learning and the effective response to community needs. The model was piloted by the Center for Service Leadership.     Jerry Wood West Virginia Wesleyan College Buckhannon, West Virginia Page 3 Assistant Dean of Student Development/Dean of the Chapel 1983 to 1995 Initially hired to increase chapel attendance in voluntary weekly worship of a church-related institution for this small liberal arts college with ties to the United Methodist Church. Charged with management and promotion of oncampus religious life activities including worship, student organizations, denominational campus ministries, special lectures/programs, counseling/case management, and class instruction, as well as the operation of the Martin Religious Center Complex and the main chapel. Oversaw the college’s church relations for the West Virginia and Western Pennsylvania Annual Conferences. This included hosting an average of 2,000 delegates and guests for the West Virginia Annual Conference. Role expansion encompassed general supervision of the Bonner Scholars Program, Greek Life, and minority relations.  Organized a well-received disaster response center during the worst flood in 100 years and a federal disaster area affecting 29 of 55 counties in the state. Directed 500 volunteers in collaboration with the emergency response agencies during both initiation and continued regional support. Tapped to defuse racial tensions rising between white and black students and some members of the administration in response to several violent episodes. Successfully led the process to address concerns and handle mediation initiatives. Expanded responsibilities to supervise minority programs/operations for the Office of Intercultural Relations. Recipient of an award for outstanding faculty administrator of the year, 1986. Developed multiple programs and key relationships resulting in a 90-percent weekly attendance increase.     Employment Prior to 1983 Served as the minister of programs for the Johnson Memorial United Methodist Church in Huntington, West Virginia—an 1,800-member downtown church directing the Christian education program, Council on Ministries, youth ministries, and the creation of new outreach programs to the community with extensive strategic planning responsibilities. Also served as an outpatient counselor and coordinator for the West Virginia Department of Mental Health in Wheeling and Weirton, West Virginia, managing a comprehensive caseload, developing and implementing educational and assistance programs for the public, and working with the school systems to implement a drug and alcohol program. Significant accomplishments during this period included:   Developed increased opportunities for church participation, including increases in Johnson Memorial by 35 percent and worship attendance by 20 percent. Built an extensive community outreach program for a large downtown church, including an organization for single and divorced people of all ages, an extensive young adult program, and a large care unit of volunteers who visited people in the hospital and shut-ins, assisted individuals facing physical challenges, worked with ministries for underprivileged people, and revitalized the Christian education program. Developed a lasting relationship with the Rio Grande (Hispanic) Conference of the United Methodist Church in Texas and organized a mission trip for 48 youth to work in El Paso with undocumented children in the barrio of El Paso, Texas and in Juarez, Mexico. Consulted with Weirton Steel to develop an Employee Assistance Program that resulted in the company developing a policy and a program initially related to employee addiction problems.   Education/Professional Development      New Presidents Seminar, Harvard School of Education—2002. Doctor of Education with a major in higher education administration and emphasis on institutional culture and leadership, West Virginia University—1998. Doctoral American Studies Program, 36 hours earned, Emory University—1988 to 1990. Master of Divinity, Methodist Theological School in Ohio—1978. BA with a major in history and a minor in government, West Virginia Wesleyan College—1973. Affiliations/Memberships Jerry Wood                       Executive Committee, Ohio Foundation of Independent Colleges—2007 to 2008. Executive Committee, United Church of Christ National Commission on Higher Education—2006 to 2008. Executive Committee, Ohio Campus Compact—2005 to 2008. Marketing Committee, Ohio Foundation for Independent Colleges—2005 to 2008. Legislative Committee, National Association of Independent Colleges and Universities—2004 to 2008. Founding member of Family Justice Center committee—2003 to 2008. Board Member, Association of Independent Colleges and Universities in Ohio—2002 to 2008. Defiance County Improvement Corporation Committee (Economic Development)—2002 to 2008. Chamber of Commerce, Defiance Ohio—2002 to 2008. Board Member, United Way of Defiance County—2003 to 2007. Solidified Partnership with New Orleans group, Churches Supporting Churches after Hurricane Katrina— December 2006. Invited Delegate to Council of Europe Forum on Higher Education Seeking a Sustainable Democratic Culture, Strasbourg, France (invited to return 2008)—June 2006. Chairperson, Heartland Collegiate Athletic Conference—2005 to 2006. World Community Workshop Committee, District 6600 Rotary International—2002 to 2005. Initiated the development of a Community Diversity Committee that sponsored a city-wide diversity workshop for 100 community and government leaders—March 2004. Advisory Committee, West Virginia University College of Human Resources and Education—1999 to 2002. Chairperson Ambassador Scholarship Committee, District Rotary International—2000 to 2001. President, Greene County Habitat for Humanity—1997 to 1999. Co-chair of Rotary Youth Leadership Award (RYLA) Conference Planning Committee—1998. Advisor to Bonner Foundation Faith and Service Initiative—1997. Member of the design team that created West Virginia campus compact—1992. Established flood relief center in Buckhannon, West Virginia (500 volunteers)—1985. Publications Jerry Wood                Real World Problems are not Disciplined Based—Crescent News, January 2008. Eastern Europe: What Can They Teach Us About Democracy?—Crescent News, June 2007. Governor’s Budget is Shortsighted—Crescent News, April 2007. Governor Taft’s 900 lb. Gorilla—Crescent News, February 2007. Why Celebrate the Life of Dr. Martin Luther King, Jr.?—Crescent News, January 2007. Katrina One Year Later—Crescent News, November 2006. Are Schools Discouraging Male Academic Expectations?—Crescent News, May 2006. What Can We Learn from the Duke Incident?—Crescent News, April 2006. The World IS Flat—Crescent News, September 2005. What about this Thing Called Success?—Crescent News, February 2005. The Cost of Higher Education—Crescent News, January 2005. The Education of Jamison Pearl—Crescent News, November 2004. A Tribute to a Poeting Poet—Crescent News, May 2004. International Cooperation Essential for a Twenty-First Century Education—The Herald published by Jeonju University, 1997. The Confederate Battle Flag: Racist Symbol or Cultural Artifact—West Virginia Wesleyan College, 1990. Key Accomplishment Summary Jerry Wood Built International ESL Program to Increase Enrollment and Grow Revenues Situation: The college president traveled to South Korea to meet with a group of presidents from Presbyterian-related colleges. Several Korean college presidents expressed an interest in sending students to a church-related college for an English as a second language (ESL) program. One of the college’s strategic goals was to increase the diversity of the student body and maintain strong connections with the sizeable Korean Presbyterian Church. A personal visit to Jeonju University in Korea would be desirable to negotiate an agreement, establish relationships with the key decision-makers and potential supporters in the administration and faculty, recruit Korean students, and to establish the ESL program to run for six weeks in the summer on the U.S. college campus. Action Plan:     Conducted extensive research into the requirements for an ESL program; leveraged an existing networking contact with expertise in ESL programs to act as a mentor during this process. Recruited and hired a program director to lead program planning initiatives for an intensive language studies program for Korean students.  Collaborated with the director to build a business plan that would ensure program quality and a positive revenue stream from tuition paid by the students.  Personally traveled to Korea to negotiate and facilitate the agreement with the President of Jeonju University. Collaborated with the college president, the director of international relations, and the academic dean at Jeonju to write and finalize the agreement. Made a public presentation to 400 interested Korean students for recruitment into the program; screened and interviewed 45 individual students and their families to foster a high level of trust in the college. Hired faculty advisors and staff to direct the program; additionally implemented a program that would prepare U.S. seniors and graduate students to administer ESL programs at Jeonju University in Korea. Established a student exchange so U.S. students could experience education in the Korean college. Visited three Presbyterian and Methodist preparatory schools in Seoul to lay the groundwork for future student recruitment for the ESL program.  Personally oversaw the implementation and program operations throughout the first year to ensure success and seamless operation in future years. Brought two faculty members and a senior administrator from Jeonju University to the U.S. college to teach literature courses and Korean language/culture. This not only enhanced international relationships but provided value for students to have visiting international faculty teaching them.  As an additional perk for the Korean faculty member (and an excellent relationship-builder with a key supporter at Jeonju University), hosted his adolescent son to attend a local American high school for a semester.        Results: Executed a successful six-week ESL summer program, the first of its kind at the college. The program was fully subscribed and met the strategic interest of increasing numbers of international students from Asia, with 25 percent of the students attending the ESL program enrolling for regular full-time college courses in the fall semester for three consecutive years. The program brought in about $120,000 in revenue the first year and increased the number of international students in the college’s programs by 70 percent. Key Accomplishment Summary Jerry Wood Innovative Collaboration Program Breaks Deadlock and Boosts Revenues Situation: A small liberal arts college chose to undertake the development of a fully-accredited Bachelor of Science (BSN) nursing program to fit its mission and vision for building a stronger and more diverse academic institution. Due to stringent accreditation requirements by the National League for Nursing and the Ohio Board of Regents, nursing was an expensive program with an eight-to-one faculty/student ratio. While much needed in the region, this kind of program was cost-prohibitive for a college with limited resources. The local community college had an associate RN program and presented competition for funding; there was also a strong public rivalry between the two primary health providers in the area. It was crucial to get the hospitals to back the BSN nursing program because of their incentives for recruiting nurses and education benefits for those desiring to advance their education. The conflict between the two primary health providers created an environment difficult for collaboration. Action Plan:          Recruited a top executive from each of the two rival health providers to join the college’s board of trustees in developing the structure for this program. Enlisted the aid of an external consultant to collaborate in a feasibility study to demonstrate need and to begin the development of a rudimentary business plan. Opened a channel of communication with the president of the local community college to identify and establish support levels from that quarter. Conceptualized and presented a unique solution—both colleges would collaborate on a fully-developed program where each institution provided two years of education in the BSN program. Presented the full business plan and revenue projections to the faculty and board of trustees to secure approval. Hired a Director of Nursing (existing faculty member with the necessary qualifications) and embarked on the extensive work necessary for accreditation through all the regulatory agencies. Met with nine regional hospitals to acquire scholarship support and their agreement to expand the number of slots for nursing student rotations. Put together a press conference that drew local and state newspaper, radio, and TV coverage for this groundbreaking cooperative program. Initiated a recruitment program that included individual and career fair participation in high schools around the state; secured the initial 15 students for the program. Results: The increased positive publicity for the college was tremendous; bringing the two competitive hospitals together and creating an unprecedented and viable collaboration between the two colleges, which had a great impact on the community. The prohibitive cost factors were ameliorated by creating the two-school collaboration with the partner college providing 90 percent of the medical training program services, effectively costing only one-third of what it would have been to provide all four years at a single college. Successfully secured hospital scholarships for students the first year with no strings attached and the fourth year with an agreement for them to work at that hospital for the first two to three years after commencement, creating a high level of student appeal. The program was uniquely designed to also accommodate those nurses with two-year degrees to earn their Bachelors degrees. Positioned the program for remarkable growth potential and excellent public relations. Key Accomplishment Summary Jerry Wood Initiated an Innovative Program for Autistic Adolescent Education Situation: Frustrated by the bureaucracy and lack of cooperation across disciplines of several research universities, a local family approached the college about developing an innovative program for transitioning adolescents with autism into adulthood so those affected by this disability could function to their fullest capacity. An entrepreneurial-minded college, the institution investigated the advantages of being on the cutting edge of this social concern in line with its vision of presenting another frontier for students. Action Plan:         Conducted an information-gathering session with key faculty members, autism agency heads, local public school district representatives, and the Hench family (who had requested the services). Gathered faculty members, experts in the field of autism, and college leaders to form a study program group that met regularly over a six-month period to develop a targeted business plan.  Presented the business plan and revenue projections to the faculty senate and the board of trustees; secured approval to pursue the program.  Successfully enlisted Senator Sherrod Brown’s assistance in receiving a $250,000 federal appropriation. Received an initial gift of $250,000 to be followed by other gifts up to $1 million from the Hench family. Selected and hired a director for the Hench Autism Studies Program. Contracted with the Education Service Center representing 36 school districts to staff the experimental autism classroom on campus with a special education teacher, paraprofessional, and occupation therapists. . Developed a phased plan for the implementation of the program. Phase one established a state-of-the-art experimental classroom on campus and the first-in-the-state accreditation for a Masters degree in mental retardation and developmental disabilities (MRDD) with an emphasis in autism. Phase two would encompass accreditation programs for social workers and psychology students and a full-fledged referral center so parents of autistic children will have the knowledge to access resource programs available. Phase three will include the establishment of a respite facility—parents could have some time away while their adolescent children received socializing time with other children. Conducted two press conferences with newspaper, radio, and TV coverage, expanding the awareness of the program through eight media/print organizations, and on-campus for stakeholders and local media officials. Developed a relationship with the University of North Carolina’s psychiatric department to present their nationally known model TEACHH (treatment and education of autistic and related communication handicapped children) for children with autism. Organized training for all faculty and staff to understand autism and interact most effectively with the students.  Selected and trained 20 college freshman citizen leaders on campus as job coaches and social mentors to adolescents and children with autism; these volunteers worked with the adolescents with autism class and in external settings.     Results: Successfully implemented and completed phase one of the program. Education, social work, and psychology students now have autism units in their curriculum for the first time. Began work on developing the referral center at the college for families dealing with autistic adolescents in navigating the many social service agencies, medical services, and schools to more effectively meet their needs. On track to complete phase two and begin work on the third phase of the program. Took in $1.3 million in funds for this program the first year; subsequent years are projected to meet and exceed the first year’s funding. Key Accomplishment Summary Jerry Wood Raised Millions by Building a Strong Market Niche Situation: The college had throughout its 150-year history been hampered by limited resources. The previous president was effective in bringing the college from near exigency to solvency, as well as initiating a basic service learning program in the institution. The development of a distinct market niche would attract good students to the brand and excite new prospective donors to give and give at increased levels. The vision (academic, civic, and cultural engagements) to do this had to be refined and buy-in secured for one year and implemented for five. Action Plan:   Immediately assembled a small visioning committee of key stakeholders within the institution. Presented the new vision and shaped it to account for institutional culture and climate. Created a marketing initiative team (MIT) to build a vision and brand on ideas from the visioning committee. Hired a marketing consultant to give the team integrated marketing training in the foundations and critical significance of internal/external marketing that is integrated with the mission and a strong developing vision of the institution. Led the MIT through a six-month process of SWAT analysis and vision development. Engaged the Academic Affairs Committee to analyze and develop the plan for implementing the vision within the academic program and its assessment. Developed a four-year strategic plan, working with the Strategic Planning Committee and the Board of Trustees to implement the vision across the institution. Utilized the MIT in close concert with the Strategic Planning Committee to champion the vision and develop the college brand more completely. Received a commitment to the vision and the strategic plan from the Board of Trustees; set Board goals related to the plan and best practices and changed the committee structure of the board to parallel the vision. Developed a messaging guide and marketing policy to create uniformity of the message across the institution. Inculcated the vision (the "Culture of Engagement”) into the curriculum and the academic programs. This began with a freshman course that included active service and classroom content that advocated the role of civic engagement in a democracy. Required all athletic teams to do service projects as a team with the coaches. Developed an annual McMaster School for Advancing Humanity symposium. Defined and expanded the work of the McMaster School for Advancing Humanity into the academic program with a mission to serve as a focal point for teaching, service, scholarship and action to improve the human condition worldwide. Interviewed personally and hired only new faculty and staff who fully supported the new vision and whose research interests would benefit the college niche of engagement.         Results: Boosted the number of students in specific engagement programs beyond academic requirements was from 40 to more than 200 in six years and the number of traditional age students traveling abroad from 2 percent to 28 percent in the same period. The college was distinguished as one of 81 colleges and universities around the country in the publication Colleges With a Conscience published by the Princeton Review. U.S. News & World Report has recognized the college as moving to the top tier of comprehensive colleges in the Midwest, as well as awarding special recognition as one of the top 20 schools in the nation for Programs that Work in the category of Service Learning. The College has been named with distinction to the President's Higher Education Community Service Honor Roll the last two years and has been recognized as one of the Templeton Foundation's Character Building Colleges. The college has also been placed on the Colleges with Distinction national website and college guide. Connecting to alumni creating a greater enthusiasm for giving to the College because of increased recognition and niche, raising $13.5 million in a comprehensive campaign. Key Accomplishment Summary Jerry Wood The Largest Fundraising Campaign in the History of the College Situation: The institutional advancement operation (fund raising, community relations, public relations, and alumni and friends relations) was understaffed, lacking leadership, and poorly organized. For a number of years there had been a lack of broad cultivation of potential donors and consequent unrealized gifts. Fund raising depended on a few wealthy donors to give 80 to 85 percent of the total gifts. A comprehensive campaign to raise $26 million (three times larger than any previous campaign) was approved by the board; although it was a stretch goal, the board felt it was obtainable, especially if the new vision and momentum from that were leveraged. Action Plan:  Hired a good development vice president and contracted with a consultant to expand and train the institutional advancement (IA) staff, improve the efficiency and effectiveness of the development operations, update office technology, work with the president to cultivate and solicit major gifts, and staff a comprehensive campaign. Developed a plan to build and train the IA staff in preparation for a campaign. Recorded recollections of donor contacts and personal and professional information from retired advancement personnel, including one very knowledgeable former vice president. Entered all new information to a database. Appointed a campus core planning group to determine the greatest campus facility needs. Conducted 25 pre-campaign presidential vision gatherings within a year across the country, inviting key alumni and friends in order to develop relationships, connect potential donors back to the College, and introduce them to the vision and new niche of the college. Many were first contacts since their graduation. Conducted a face-to-face feasibility study of 110 major donor prospects to determine a realistic campaign goal. Recruited key volunteers to establish an active campaign steering committee, including the largest donor and most dedicated trustee as chair of the committee. Recruited key volunteers to serve on the lead gifts committee, corporate lead gifts committee, major gifts committee, trustee gifts committee, the public phase alumni committee, and planned gifts advisory committee. Issued a challenge to the board of trustees to raise 25 percent of the campaign. They accepted and thus far are within 2 percent of giving which is expected to be met. Developed the campaign case and publications.          Results: Cultivated and, in many cases, solicited 50 lead donors across the country with the largest gift being $2 million. Raised a total of $13.5 million in two years according to plan. Capital projects completed as part of the campaign were the renovation and new construction of the Tenzer Science Hall, and a $2.65 million total renovation of Whitney Residence Hall. Facilities designs, in collaboration with the architect, will come in the next phase and include a new lodge-style apartment facility, a field house, and renovation of an academic building. Faculty/staff campaign resulted in a 100 percent participation rate as opposed to 28 percent in the last campaign. The campaign is three times larger than any before attempted at the college and pledges and gifts have already surpassed the largest sum raised in the past. The institutional advancement operation is up-to-date and effective. The campaign has gone public with over half the goal raised. Executive Insights Jerry Wood Public Benefit Non-Profit Fundraising in an Economic Downturn Uncertain Times The economic environment can be like a rollercoaster—it is impacted by fluctuating stock and credit markets, political considerations, and tax turmoil. In uncertain economic climates, the forecast for non-profit fundraising is bleak. For those who have seen a significant downturn in the market before, the wisest focus is on holding the course despite the inability to conduct “business as usual.” Non-profits must respond to this challenge by holding fast to the tried and true while also innovating to meet new demands. Persistence Conducting a major fundraising campaign requires tenacity and confidence—if a major campaign has been started before the downturn surrendering is not an option. For example, for many non-profits the fourth quarter is a significant time to capture annual gifts. Year-end appeals or other programs must go forward but a capital campaign or special campaign beyond annual giving, if possible, should wait at least until the psychology of donors has moved beyond fear. Building Relationships Fostering excellent relationships with regular major donors will maintain their strong ties to the organization. Their inclination to give and to some extent their capacity is already established. They will form the foundation on which total giving can build. Some may still possess the capacity to increase their gifts as a tax break or because they appreciate the challenge the organization faces in dismal financial times. Making sure these contributors feel appreciated and part of the solution will go far in continuing their generosity. Adding Value Matching gifts is an excellent way to convey to donors that their financial support will leverage other monies and thus increase in value. Communicating financial matters, operational efficiency, and a good strategic plan to donors is crucial in conveying to them that the organization is spending their money well. This will go far in making them feel they are making a wise investment in a worthy cause. Leading by Example Challenging the Board to lead by example is another way to boost contributions. Whether by personal contribution or by leveraging their personal networks, they can become champions in demonstrating their commitment to the organization. Board members, along with special volunteers, can be some of the best fundraisers because their actions speak louder than words to potential donors. If the Board forms the core of the fundraising effort with concentric circles radiating out from the center to the periphery, it follows that the more impact the core has on the outer circles the more likely the organization will keep its donors and potentially influence others. Donors give to people as well as to causes; face-to-face contact with the organization’s greatest advocates can work wonders. Leveraging Technology Busy folks love the convenience of being able to donate on the Web. A poll released in September by the Grizzard Communications Group, a direct-marketing consulting company, reported that 29 percent of Americans planned on cutting back on their charitable giving exclusive of churches in the remainder of the calendar year. However, of note was the fact that people between the ages of 25 and 34 stated they will increase giving. The further gyrations of the market aside, it appears non-profits need to find ways to reach out to this age group. How messages are crafted, what media is used all are part of a successful equation to reach this group. But fundamentally at least a website with the ability for a person to donate is essential since the Web is the domain of the young. Leveraging All Gift Possibilities A down market does not mean there are no advantages to donate securities. For example, a donor may have highly appreciated stock whose time has come to be removed from the portfolio. A gift of that stock can bring a charitable deduction that could be of positive benefit. Also, gifts of real estate and planned gifts should be encouraged. Executive Insights Jerry Wood Recruiting and Retaining Volunteers in Non-Profit Organizations Retention Issues Critical to the success of any non-profit organization is the recruiting, nurturing, engaging, and rewarding a cadre of volunteers. A new study completed by the Corporation for National and Community Service of some 60,000 households nationwide discovered more than one out of three volunteers in 2006 did not volunteer again in 2007. “. . . Volunteers often feel they are doing make-up work or unimportant tasks, and that they often can’t see the connection between their activities and the mission of the organization,” said Dr. Robert Grimm, Jr., Director of Research. To achieve the best results with volunteers it is important to focus on several key values. Engaging and Appreciating Them Feeling a sense of purpose while working for the organization’s cause is essential for volunteers to be fully engaged. If the volunteer commits time and talent to the cause, he or she must feel a personal connection to aiding the cause in some way. The cause and the volunteer’s role must be clear from the message conveyed—from recruiting through the training given, the job done, and the thanks received. A sense of being part of a larger vision that makes a difference in the world is powerful, but it is created by the synergy between the volunteer’s sense of purpose and fulfilling the cause. Giving Value Emphasizing the advantages of volunteering to individuals is important. A longitudinal study done by the University of Michigan demonstrates senior volunteers not only have a greater sense of satisfaction and fulfillment but appreciate health benefits and even live longer. For all volunteers, their commitment can help them develop new skills, feel good about themselves, lift their spirits, touch other lives forever, address their personal needs, or give them a sense of meaning and respect from others. It is important to market volunteer opportunities in a way that brings volunteering benefits to life. Maintaining Loyalty and Commitment Loyalty and commitment result from a combination of the volunteer’s personal satisfaction, fulfillment, and sense of being appreciated along with a strong inclination to support the cause of the organization. It is important to develop an effective feedback loop until the volunteer has the opportunity to express whether these things are happening and if the organization can respond accordingly. It is crucial for volunteer managers to view each volunteer as having a list of priorities and to consider where the organization falls on the list. Volunteers who are engaged with a meaningful task, have a sense of camaraderie with others in their work, and genuinely feel appreciated are much more likely to keep the organization on their priority lists, or even move it up several notches. Tailoring the Approach Recruiting volunteers today takes more than a homogeneous approach of “one size fits all.” The message to volunteers must be tailored to connect with different generations. For example, language related to the young generation should reflect their mindset. Youth are in a developmental stage; they respond well to peers working together in teams, and the millennial generation tends to be much more group-oriented then Generation X. Recruiting an already formed group of young people or create a team around a common goal or interest is beneficial. For Baby Boomers, it is crucial to demonstrate the aim and purpose of the volunteer work even when appropriate with prescribed job descriptions. Generation Xers appreciate more informal settings and flexible schedules to accommodate family and personal life as well as the use of technology in all facets of their lives. Leading by Example “Do as I do, not as I say,” is a good motto for non-profit managers. It is essential to have a passion and sense of commitment to the cause and to outwardly show it. This means a willingness to jump in, to go beyond meeting the minimum requirements, and to clearly demonstrate a personal investment in the organization and its cause. Volunteers are less likely to develop loyalty to an organization where professional leadership does not clearly exhibit a strong commitment to the mission.