1. Provide Sufficient Information

Hiring a consultant can provide the expertise that you don’t have in-house, but that doesn’t mean that you can take a backseat role. No one knows your organization as well as you do, and you’ll need to be highly involved in the project. Good consultants will engage you in that process. They will want to understand the essence of your entity, elicit ideas, and bring information together in new ways to generate insights.

To do so, the consultant will want to review information about your organization and talk with many people, from clients to board members. Make sure that you can supply the relevant documents and that stakeholders can set aside time to talk.

2. Have a Clear Process

Whether developing a strategic plan or a brand, it’s important to know what you are aiming for and how you will get there. Your consultant should provide the roadmap that they will use to engage your team through an iterative process that includes key stakeholders.

That plan should include the key activities, milestones, and outcomes for each step in the process. Clarify who will be involved in each phase, who will make the decisions, when they will make them, and when deliverables are due. Your job is to provide the appropriate information, context, and ideas, provide feedback on the work presented, and make decisions so the project can move forward.

3. Understand How Decisions Will Be Made

Decisiveness keeps projects moving forward. Put a plan in place that ensures decisions can be made in a timely manner. To facilitate this, you’ll need to decide in advance who will give feedback and how, who will make the final decision, and how that decision will be made. This includes considerations for how the board will be involved in the process — what discussions and presentations will happen and what decisions they will make.

Also, consider whether key decisions will be made if not everyone can attend a meeting or if a conscious determination will be made to delay the project to include everyone.

4. Presenting to the Board

Even if intermediate decisions have been delegated to a committee or staff, keeping the board involved as the project moves forward increases the board’s buy-in and eases the way for final approval. My clients have found it helpful to have me make a presentation to the board at key points in the project. Getting information from an outside expert can help the board move past insularity. Also, because I’ve done the research and looked at alternative approaches, I can answer questions or provide additional context to facilitate decision-making.

However, there is a flip side to this. For some organizations, the better choice is to have committee members, not the consultant, make presentations to the board, to gain the trust of others. Having a board member who has bought into the concept present to the board can be an effective way to show that there is internal support for the initiative. Assess your organizational culture and determine which route will be most effective in gaining the trust needed to get buy-in for ideas.

5. Build Your Project Team

For very small nonprofits, a project team may be one or two people. For larger organizations, team members should represent a variety of stakeholders, such as executive-level staff, a member of the board, and perhaps, some frontline staff members.

Members of the team should be willing to express their ideas and listen to the ideas of others. They should also understand and support the overall goals of the project. And, remember, team meetings and reviews of materials presented will take time. Make sure that every team member is given the time to do the required work.

6. Designate a Point Person

At the beginning of the project, decide who will be your organization’s liaison to the consultant. The point person may be asked to contact people who are going to be interviewed, provide background information and documents, arrange meetings, and make sure that information is shared with key stakeholders. 

7. Set a Schedule

The consultant needs to know about events that will affect the availability of your team. Organizational events, board meetings, vacations, maternity leave can affect the workflow and ability to provide needed feedback and approvals. Working out a schedule together eliminates delays and reduces stress for both your team and the consultant.

8. Have a Plan for Communicating

To facilitate a smooth process, determine who will be included on the project and how you will communicate with your group — email, phone calls, a project management system, Zoom, Skype, etc. — and how you will exchange documents and comments on the documents: as PDFs, Google docs, or Word documents. It’s also a good idea to schedule a standing call in order to reserve time each week, even for quick status updates. This can reduce the problems in scheduling meetings that can delay the completion of a project.

9. Address Stumbling Blocks That Raise Costs

Delaying feedback or reversing decisions already made can stall or even stop a project. Moreover, revising decisions already made can undermine the viability of the project and incur more costs.

This can happen when the plan is for the executive director to make decisions, but when it comes time to give final approval, board members want to express their opinions and second-guess or reverse decisions already made. Or a decision-maker on the staff or board is replaced and the new person wants to undo prior decisions.

To avoid such costly delays, provide the board or a committee with regular updates and opportunities to provide feedback. Discuss any serious concerns with the consultant and team so a satisfactory resolution is reached and costly backtracking is avoided.

Ultimately, you want to achieve a successful outcome for your organization, and want to have a positive experience with your consultant. A good consultant should understand these issues and guide you through them so that you can achieve both.

Previously published in Philanthropy News Digest

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Whether looking for a full partnership to move your organization forward or project, just reach out — we’re here to help.

If people don’t know what your organization does and the impact it has, why should they give your money, join, volunteer, or use your services? Well, branding tells them why. It’s an investment in communicating value.

“For a small nonprofit working on a limited budget, every dollar spent on marketing equates to a dollar that isn’t spent on the organization’s core mission.”

Wrong!

Brand Visibility

That unfortunate paragraph was the start of a Pensacola News Journal story about the very generous donation to a nonprofit in Pensacola, FL. of $100,000 worth of branding work by idgroup.

The founder of Chain Reaction, the lucky nonprofit, expects the organization’s membership will triple over the coming years as a result of the branding effort. She also thinks her staff and volunteers will be able to devote more time to their overall goal.

How is that a loss to the organization’s core mission? Well, it’s not. The real lead should have been, “For a small nonprofit working on a limited budget, every dollar spent on targeted marketing can equate to multiple dollars to spend on the organization’s core mission.”

The services donated by idgroup allowed the nonprofit “to be more visible in the community, so that it can ultimately do more good for the community,” Kristin Fairchild, Chain Reaction’s founder, said.

The visibility was achieved through a new brand strategy and website as well as radio and TV ads, and billboards, among other things, all of which are important parts of getting your nonprofit’s message out and bringing in donations.

Brand Identity

But, based on other comments in the article, I’m willing to bet that the biggest value for Chain Reaction was establishing its brand identity, something that nonprofits often take for granted. As Fairchild said, determining your core mission sounds simple but putting it into words is difficult. With the guidance of professionals, it took Chain Reaction three months of talking with stakeholders to home in on its core mission: teen leadership.

Three months for an organization founded 11 years ago to determine its core mission. Not at all uncommon and one reason that nonprofits should take a serious and regular look at their missions, visions, values, and programs. Time, technology, funding, and demographics all change, subtly changing the way organizations operate and what they are achieving.

A brand review allows you to re-focus and, once focused, showcase your organization’s real strengths and value. Building awareness of those strengths and  of the value your organization has can inspire support of all kinds.

Now, how is that “money not spent on your organization’s core mission?”

As nonprofit budgets are tightened, good help can be hard to hire. But you may be able to get it for free, or for very little, by setting up a robust volunteer program.

A wealth of talent is ready, willing, and able to help nonprofits if you know how to access and manage it. Baby Boomers are notorious for not wanting to sit back and relax in their retirement. But their eagerness to stay active often does not include stuffing envelopes and greeting people at the door. They want to do something that matters and be part of a team.

That makes them an asset that is both valuable and challenging.

Baby Boomers want to do something meaningful that uses their skills or helps them develop new ones, from walking a picket line in protest of injustice to writing, designing, advising, implementing, or strategizing big ideas and new programs. They do not balk at hard work, whether physical or mental. (Remember, Boomers are more physically fit than 65-year-olds used be.)

Among them are bankers who could help design social impact financial products, managers who could plan advocacy actions, social workers who could help develop programs, teachers who can help design literacy programs, or savvy money managers who can teach financial literacy to newly employed.

But they are also people who often don’t understand the constraints of nonprofits. They may not be used to such things as fixing the paper jam on the copier by themselves and they are not shy about stating their opinions. So how do you tap this talent pool without making yourself crazy?

If you want to use volunteers of any age, you must make a plan for “hiring,” using, and managing them. Think about:

How will you determine and use their talents?

Will you recruit from an organization, such as ReServe that specializes in matching professional volunteers with nonprofits? Determine the levels of skill you want to tap. An retired administrative assistant to help with filing or a retired office manager who can reorganize office procedures to make them more efficient?

What do you want them to do?

Yes, you can still ask them to stuff envelopes or greet people at the door but think about the bigger tasks that aren’t getting done due to budget constraints or lack of training. Your volunteers may help with administrative tasks or they may help with direct client services. Write a job description for your volunteers and review it with them.

How you will integrate them with your team?

Don’t surprise your staff with a new, unpaid team member. Brainstorm with your staff ahead of time to ensure that the volunteer is welcome, doing something that your staff wants done, and that the volunteer is not seen as an additional burden.

Who will oversee their work?

Some organizations have a volunteer who coordinates other volunteers. Some have volunteers report to department heads or the executive director. The chain of command should be clear to both the volunteer and the person responsible for seeing that they complete their tasks. Volunteers, like other employees, need feedback on what they are doing well and what needs improving.

How much time will they be expected to contribute?

Requiring a minimum amount of time ensures both a commitment to your organization and continuity of service. It is especially important when direct client service is involved.

How you will train them?

Even the most competent retired executive will need training in the way your organization works, from the basic on-boarding of where supplies are to the specifics of the job they’ve taken on. You may need to train them in the way the nonprofit world works, from fewer resources, different regulations, and client-focus rather than focus on the bottom line.

How will you support and reward them?

Unpaid they may be, but uncompensated is another story. Compensation comes from being part of the team, from having work acknowledged, from hearing “thank you!” and “We’re so glad you are here!” It also comes when you and your team listen to ideas and suggestions. Nothing is as rewarding as having your suggestions adopted.

This is time-consuming groundwork. But it could be well worth your effort. Many organizations are able to build capacity by tapping the wisdom and skills of retired professionals, whether in finance or design, client care or IT.

Rebranding gives you the opportunity to galvanize people around your shared vision. Learn how to build a team that will maximize your brand’s impact.

Developing a distinctive, compelling brand involves research, creative thinking, and tough decisions. Whether you use outside help or in-house talent, you’ll need a branding committee that includes members of your staff and your board. The committee will coordinate the branding process, provide needed institutional knowledge, and make key decisions.

Build a team that has the leadership, authority, and knowledge to guide the process. Then support them.

The committee does not need to come up with all the ideas and information. Their job is to gather, analyze, and act on information, which is tough enough. The following tips will make their job less stressful.

Incorporate Diverse Perspectives

Gather opinions and information from staff at every level in the organization. Including a wide range of perspectives has two benefits. People feel they are a part of the process, which facilitates acceptance of the new brand. And different viewpoints can elicit great ideas that the branding team may not have come up with on its own. Be sure to manage expectations when soliciting input so people realize that not all needs will be met nor all suggestions adopted. You must listen to people, but in the end, your team has to select a direction from among the options suggested.

Balance Staff Time

The brand process can take a lot of time, so staff workload must be considered. Yes, you want staff input, but you do not want the branding project to become another burden to already overworked staff. Decide what kind of participation you want from them and how long it will take. You may want staff to take a quick survey online, participate in group discussions or one-on-one interviews, or just submit ideas about issues the team is considering. Whatever level of input you choose, set aside time from people’s regular workload so their participation can be thoughtful and enthusiastic, not rushed and given grudgingly.

Assign a Point Person

Designating a well-organized point person is critical. This person will oversee the many activities of the project, and will liaise with outside contractors. The point person will make sure everyone is doing the tasks assigned, will gather and interpret feedback from various parties, and convey decisions and ideas to the branding team. This is a responsibility that requires some marketing knowledge as well as finesse with interpersonal communication skills. Be sure the person assigned is good at project management and is given the time and authority to do it well.

Have a Champion

An equally important role is that of champion, someone who is passionate about both the organization’s mission and the need for a strong brand, someone who can effectively advocate for both the process and the objective, and keep everyone motivated. This is the person who will build consensus for the initiative and mediate and keep the process on track when obstacles arise. Ideally, this will be a board member or someone else with authority.

Choosing your branding team gets you started. Now the team has to get down to the nitty gritty. It must define roles, budget time and money, and develop a timeline.

When donors and funders only want to support programs and not overhead, how do you get the money needed to ratchet up your organization’s brand so you can ratchet up the funding for those very programs? It’s not just who you ask but how.

Building your organization’s brand can bring in far more than the rebranding project costs.
If you have clear, measurable objectives, you are more likely to get support for the project. Present a strong case to the board. Plan a targeted fundraising effort. Approach a major donor for a dedicated donation.

How Do We Ask for Money?

A clear statement of what your branding budget will be is very helpful when soliciting funding from foundations or donors. Make the link between cost and benefits. Build a strong case when asking for funding to rebrand your organization. Describe why your organization needs a new brand, the benefits a new brand can bring, and the level of work required. Present a realistic budget, timeline, and benefit analysis. A branding project for you also has benefits for your funders. It can help them leverage their own resources. The money to rebrand that might otherwise be used to help 10 clients may increase donations enough to help 100 clients. Funders with multiple grantees can also use the successful rebranding of one grantee as a model for their other grantees. Lessons learned can guide others in developing professional, cohesive, compelling brands for their organizations.

Who Do We Ask for Money?

• Current funders, whether individuals, foundations, or corporations.
• Use resources, such as The Foundation Center’s database, to find funders who focus on capacity-building grants and one-time projects. There is a cost to obtaining this information but the cost is low and the information can be invaluable.
• If you are a member of an umbrella organization, ask the national group for financial assistance. A well-executed rebranding, monitored for effectiveness, can provide a model for other member/affiliate agencies. Research can be shared to help other agencies build their brands and elements of the new brand – color palette, messaging – can become the basis of an organization-wide, unifying brand.
• Apply to corporate foundations for a grant; they may better understand the importance of branding and so be more willing to help. Funding such an effort underscores the corporation’s willingness to be innovative. This is also a one-time funding need, not an on-going commitment, which some donors prefer.
• Wealthy individuals may be willing to invest in capacity-building. If they’ve come through the corporate world, they appreciate the value of a strong brand.
• Apply for a grant from the Taproot Foundation and similar agencies that offer expertise rather than money. Another resource is Cause Populi, whose focus is marketing grants for nonprofits, http://causepopuli.com/marketing-services-grant-for-non-profits/

What About In-kind, Pro-bono, and Other Options?

For organizations that can’t pull together funding for the whole branding process or for outside consultants, other options are available. While less expensive in dollar outlay, they each have drawbacks.

• Pro-bono services are offered by some nonprofit groups or by professional organizations. While you may get very experienced help, your rebranding project may not be the top priority for the person doing it. The level of commitment may be limited and the timeline may stretch out as other projects come along.
• Design-firm competitions offer packages of free services to winners but there is no easily accessible list of agencies hosting such competitions so you’ll have to search for them. If you do take this route, make sure you know the conditions of the competition. What you get and what do you have to give up? Will your organization be used in agency advertising? If so, is this an agency with which you want your organization associated? Who are its other clients? Is the project for logo design only or will it include research about audiences and messaging?
• Individuals and freelance designers may be found through board members, staff, and by recommendations from other nonprofits. Newer agencies may provide low-cost or pro-bono services in order to build their portfolios. While a freelancer may be less expensive than a branding agency, freelancers may not be able to provide the range of skills — writing, design, research — needed to lead your team to a consensus or provide the level of steady service required to get your brand initiative completed in a timely manner.
• Colleges and universities may require design students to complete projects for their portfolios. They are often happy to work with nonprofits.

The key to finding the right consultant, whether to build your brand or for a photo shoot or to write web content, is to write a good Request for Proposal (RFP).

Be clear about exactly what you want to achieve and what you expect the consultant to do. After years of experience responding to RFPs, we’ve compiled a list of RFP must-haves.

1. Overview of Your Organization

Explain your mission, services, history, and structure so that consultants can understand what you do and determine if their agencies are a good match. You want to attract someone who understands your issues and is interested in your cause, so provide them with accurate information. The details can be taken from your website, brochures or grant proposals. But be sure the description reflects what your organization is now, not what it was 5 years ago when you last updated your marketing materials.

2. Current and Past Marketing Efforts and Results

Your new brand, website, or marketing campaign does not stand in isolation. Describe:

• What marketing your organization does now
• Prior marketing efforts
• What you’ve have found successful
• What failed (and why, if you know why)

3. Reasons for the RFP

Explain what’s precipitating the need for the proposed service, whether it’s operational, competitive, fundraising, relocation, merger or other impetus. The more the consultants know, the better they can address your needs. Often, other issues will arise during the course of the selection and branding process that also need to be addressed, but you want to be as specific as you can be at the outset.

4. Goals and Outcomes

A new name or logo is nice, but without a clear understanding of what you want to accomplish, the initiative will not move your organization forward. The RFP should answer the questions: What do you want the project to accomplish and how will you measure the success of the project?

5. Specific Needs

Describe the particulars of what you are looking for. If you don’t, the responses to your proposal may vary widely in fees and services offered. For a branding initiative, lay out the elements you are looking for. Do you want a new name or just a new way of presenting your organization or both? For a web project, describe the features or functions you want, from the type of calendar functions you need to the online donation system as well as the level of flexibility in updating the site. To paint a clearer picture, you can refer to websites that have the features or “look” you want. By including these details, you save yourself the unhappy surprise of extra fees for “add-ons” that weren’t included in the original quote but were in the back of your mind all along. If the quotes come in too high, you can always prioritize what you want in order to trim the cost.

6. Technology Needs

If your goals include a new website or an interactive or online project, the proposal will be more accurate if the bidders know what technology you have and want to keep. Even if you aren’t re-doing your website, information about hardware and software is important to know. Include all relevant technology information such as: Your current Content Management System and whether you want to keep it. Programming languages you want or don’t want. Current databases and management systems used for email, donor list, invoicing system or any other systems that might need to be integrated with this project. Current applications or systems that are used in-house and the level of integration you expect. You don’t want your designer delivering InDesign files when you use Word.

7. Parties and Process

Describe who will be involved in the project and what your work and approval processes are. Will a subcommittee be formed to handle the project? Who is the day-to-day contact? You may want to include the level of marketing sophistication your staff has. Address how you would like to work — whether in person or online — any project management systems you have, and potential key dates, such as board meetings or galas.

8. Expectations

Different consultants have different styles. Be clear about your expectations so that you can find the consultant who works well with your staff and within your organization’s culture. Explain what you are looking for in terms of work process, service delivery, communication, results, staff training, or any other aspect of the project.

9. Timing

So you have neglected your brand for 10 years, and now you want it redesigned immediately so you can pump up your fundraising efforts. Be realistic about how much time the process will take, the time needed to get input and approval from all parties, and the time to conduct the creative work. Recognize, too, that a “rush” project will cost more … or be of lower quality.

10. Budget

It is very helpful to let consultants know your budget for the project. Most consultants and vendors tailor their services to your needs and budget. Find the consultant who can deliver the most value for your budget. Remember, however, to allow for negotiations or for phased projects. You may not be able to accomplish all you want to right away but you may make some very good progress toward your goal.

11. Evaluation Criteria

Explain what criteria you will use to evaluate consultants for this project. It takes a lot of time to develop a good proposal, so be fair to the consultants. Describe what you are looking for — such as sector experience or specific skills — if innovative solutions or ideas are wanted or if the budget or timing are the key priorities.

12. Evaluation Process and Timing

On the first page, give the due date for the RFP, the format in which it should be submitted (PDF, email, printed, in-person presentation), how many copies are needed, and the address to which the RFP should be sent. Also, describe your selection process and the date on which you will make your final decision.

Finally, provide contact information for a person who can answer any questions those bidding on the proposal may have. No matter how well-crafted your RFP is, many consultants will want to talk with your point person in order to establish rapport and to make sure that what you are asking is something they can provide.