Fundraising Blog

Forgotten Constituents!

So much of our focus is on our donors, don’t forget those internal stakeholders!  Special attention should be given to those whose support makes our work possible.  You probably do have a plan for nurturing your Board each year. But do you have nurture plans for your staff, volunteers, and clients?

 

Why do you need to add this assignment to your already long list? What are the benefits?

                Draw these valuable assets closer to you—friendmaking

                Help them feel a part of your mission—ownership

                Increase their abilities (and inclinations) to spread the word of what you’re doing and how great an organization you are.

How do you do this?

                First identify these stakeholders

                Ask them what they want from your organization.  (Stop giving them what You want them to know; meet Their needs/wishes.)  You’ll need to use separate efforts to survey each group, maybe with personal interviews, small group meetings.  You’re not likely to get useful information by handing out a written survey.

                Don’t patronize these valuable individuals.  Although these groups aren’t usually at the top of our cultivation lists, perhaps they should be.  They have already expressed a very tangible interest in your mission; they may be pretty knowledgeable about what you do; and they have reason to be involved in your ongoing success.

Now that you know what they want, find a way to provide it, put it on your annual calendar, and just do it!

Be more than a paycheck to your staff.

Get to know volunteers personally, developing their ability to spread the word for you.

Although we don’t often think of clients as potential donors, that may be a mistake.  Low-income donors generally give a larger percent of their income than other donors.  Give them the opportunity to participate in the work of your organization, not just the benefits.  Let them share in the ownership. (Think of Habitat for Humanity Homes.)  They may also be able to add connections related to your mission—professionals, related organizations, etc.

These stakeholders are too valuable an asset to neglect!

 

 

Oh, no! Not another meeting!

So the Chairman of the Gala Committee does a wonderful job, but her meetings are boring, consist of endless reports, and don’t leave the right people with the information they need. 

Not your problem?  Of course it is! The meeting attendees are all, if not your donors, then your best prospects.  She may be leading the meeting, but you stand to lose the very people you’re working so hard to attract.

 “I can’t tell Sally how to run her meeting,” you say.  Well, you’d better think again.  (Maybe you don’t “tell” her, you show her.)  There are tactful ways to encourage a volunteer to do a better job.

Here are some tips to  make meetings (from the Board on down) work for you in attracting and keeping the friends of your organization:

 Make sure there’s an agenda in advance, and that you stick pretty close to it.  This may mean meeting with the chair ahead of time—well worth your effort. The new member can plan her time and reports; your meeting won’t throw a wrench in her day.

 Encourage members to report on a regular basis and in a useful way.  In advance, provide them with samples of good reports, model the length of time spent giving the report, show how the interlocking of reports creates a whole picture of the project and its progress.

 No “downers.”  Don’t let negative talk go on in the meeting; you don’t want to turn off a first-time attendee.

 “Uppers.”  At each meeting, plan some accomplishment to report—latest results from last year, or new donors/prospects joining through the project, or latest news from elsewhere in your organization.

 Once again, it’s not about you!  It’s about making time spent with your organization truly a benefit to the recipient. What excites the attendees sends the message that the organization really wants their involvement, values the attendees’ contributions, is willing to put forth the effort to make their participation worthwhile, does things professionally, and knows how to make projects successful.

 When volunteers have raised their hands to help you, make it pleasant for them.  They might resign on for the next project as well!

 

 

 

 

 

 

 

If You Can’t See it, Neither Can They!

How do you feel about “making an impact’?  Are you motivated to “sustain” the “continuum of care”?

How about helping people “realize their potential”?  Does “sharing a commitment” excite you to participate?

 I picture the first fundraising professionals sitting around the table and thinking up these intellectual constructs years ago when looking for umbrella words to convey the seriousness and heft of their messages, while trying to avoid sounding like the used car salesman in a tv ad.  The practice was conceived and many of us are still following it.

But today’s readers expect something more visceral, something that will compel them to action and involvement.  If they can’t picture what you’re offering, chances are they’ve moved on to someone else’s appeal.

Some of these words overused in fundraising are: engage, empower, facilitate, outreach, outcomes, capacity, leverage, etc.  They may be effective in grant proposals, but don’t inflict them on donors you hope to inspire.

Consider the difference in these sentences from two different appeals:

“We hope you’ll join us in supporting the programs and services we provide to help young people realize their potential…..”

“Your gift will give Anna and others like her a place to go, meet friends, laugh and learn, and maybe go to college someday.”

Accompanied by lively photos and Anna’s story perhaps, the second appeal provides a picture of what the gift can cause to happen.  Much more likely to hit the donor’s sweet spot and spur him to action.  Not to mention creating an association in his mind of what your organization’s work looks like, instead of the picture of bureaucrats sitting around a table crafting phrases that sound important and say little.

Pep Up Your Next Auction

The concept of an auction as a fundraiser sounds great!  And when the idea was new, some groups had great ones!  But don’t rely on an old standby event when it’s no longer having a positive impact on your audience.  Beware the pitfalls of a less-than-stellar auction!

No dud prizes.  While that $25 gift certificate to have your oil changed may have generated some excitement in the past, it probably doesn’t anymore. In addition, the vendors you solicit annually for these ho-hum items are probably tired of giving and haven’t seen any great surges in their businesses as a result of the auction item.

The early bidding on these routine items quickly produces boredom in your audience and does anything but set an exciting pace.

Your auction-attendee probably comes in intending to bid on something in support of your organization, but if there’s nothing of interest, it’s a real downer for the attendee—and that negative feeling may transfer to your organization or your future events.

If someone donates something, and then finds out that no one bid on it, or the minimum bid wasn’t met, now that person has a bad taste in their mouth—and you’re the person who made that happen.

There are plenty of creative ideas to assure your auction success.  I recently attended one where the (professional and engaging) auctioneer began the bidding by auctioning off a glass of water.  People got excited and bid up to $300—for the benefit of the sponsoring agency.

Another idea is to auction off services your agency provides.  As an auction item, offer “buy 10 meals for the homeless for $25,”  “send 3 campers to camp for $300,” etc.  This type of auction item brings your mission front and center.  Multiple bidders can sign up and buy one or five of the item. Many of your auction-attendees really don’t need to buy another bottle of wine or tickets to a baseball game, or picnic basket with all the take-alongs; a mission-oriented opportunity offers them something they’re already interested in and can get enthusiastic about bidding-up.

Get your creative juices going and set up something exciting for your next event!

Online donors: Respond in Their Language!

Donors who give online are a special class of people.  By definition, you know that they are savvy and comfortable with technology; appreciate the immediacy and convenience of making that donation happen right now (while it’s on their minds); and feel trust in your organization and its systems.  Perhaps they also appreciate how an online gift reduces the hassle factor—both for you and for them.

Your response needs to take these factors into account. 

Respond quickly—within the hour you might even catch them during the same online session! (Imagine how impressive and gratifying that would be!)

Use technology to respond—not merely return email.  As with any donor, personalize that response in some way.  Don’t send the equivalent of the fill-in-the-blanks form letter/tax receipt (generated by a robot). Call them by name, make a comment, refer to what triggered their gift if you know (“So glad to meet you at the gala on Thursday.”)

Use technology to add value to your response.  Show “thermometer” graph of the progress of your campaign, tell a fresh client story,  attach a short video of a client expressing thanks, photo/photo montage of happy consumers, a relevant cartoon, or a pithy quotation in clever graphic form.  You can easily put together a small library to have on hand for this (and other) uses.

Acknowledging a gift promptly is always good form.  Use what you know about online donors to customize your online response to hit their hot buttons!

Are Your Board Members Bored?

They may be your most loyal supporters, best givers, and most active leaders.  But you can’t afford to neglect them.  If Board members are really connected to your mission,  there’s no holding them back!

Are your Board meetings routine?  Do they feel like people get together merely to rubber stamp staff plans?  (“Would you miss me if I weren’t there?”)  No doubt many of your Board members have experience on other boards (for-profit and nonprofit).  They have an idea of what an effective Board looks like.  Make sure your meetings meet their expectations.

Does each meeting contain something of substance about one of your programs or future planning? Are you building the interest of Board members in more active participation?  Just as The Voice has a strategy to make each episode more thrilling than the last, you need a Board development plan that cultivates your Board members and keeps them coming!

In the same vein, think about work assignments you give to Board members.  Go beyond “We hope you’ll all support the fundraiser”;  once in a while think of a meaty job that a Board member may be particularly qualified to handle.

Engage your Board both as a group and as individuals to keep them engaged and involved!

Wouldn’t it be Nice…

. . . if one smashing pitch would appeal to all donors and prospects?  Then we could spend endless hours crafting that one solicitation and watching it produce wonderful results!

 Unfortunately our constituents are not a homogenous group.  They come in different ages, giving abilities, level of interest in the organization, level of attention they are likely to pay to various media presentations, forms in which they like to give, preferences, perspectives. They have previously touched the organization or issue in the method of their own choosing. Segment your audiences and target your asks so that Mr. B is “asked” in the way he is mostly likely to respond.

 Although your message for this year might be the same across the board, your constituents will encounter that message in the medium of their preference.  A two-hundred word email is not reader-friendly to the email crowd.  They’re accustomed to a strong quick hit, not a treatise.  Someone interested in volunteering gets a different pitch than someone possibly interested in planned giving.  Your approach to businesses should highlight a different side of the story from the way you approach young parents, for example. The message to a donor is different from the message to someone who is not yet a donor.  What is relevant to the interests of some donors is a turn-off to others.

 Do your homework.  Learn all you can from your donors and from other fundraisers.  For example, in planned giving, the 40-50 year old age group typically produces the highest number of returns and highest amount of donation, not the over 60-crowd you currently target.  People under thirty respond most enthusiastically to participation events, not gala dinners.

 As you plan your “pieces” for the coming year, give some serious thought to “who gets what” and strive to send the piece with the right appeal to each donor!

Try Crossing the Media Line

When a donor gives online, it seems only natural that you respond in the same way.  However, this does not work to establish a personal connection—which is the key to increased giving.

Work a step into your process that initiates offline communication with the donor.  Depending on the gift, you may want to make a personal phone call or acknowledge the gift with a note, as well as acknowledging online.

Personalize your response further by recognizing the initial motivation for giving.  The second solicitation to a donor who’s made a memorial gift in the name of someone who suffered from a disease you represent might well be an appeal for research funds or other efforts to serve those who share the diagnosis.  The second solicitation to someone who’s responded to an environmental appeal might focus on a related environmental project.

Move the relationship from the relative anonymity and detachment of the online relationship to creating a personal connection, the donor’s sense of investment in and belonging to your organization.

Converting an online donor to an engaged friend of your organization is well worth this small extra effort

Better Know your Boomers!

Forty-three percent of the total dollars given to nonprofits each year in the United States is donated by people between the ages of 49 and 67! Yes, the Boomers!  And it’s likely that they will continue to outgive other age groups for the next ten years.  The survey, commissioned by Blackbaud, showed that, in addition to contributing the most dollars, Boomers are also the largest group numerically of American givers.  (Boomers gave an estimated $61.9 billion in the year studied.)

So, do you know who are the Boomers in your database?  The easiest way to get this information is to ask for date of birth on your online donation forms.  If that feels too intrusive, then ask on your very next contact with the donor.  Perhaps institute a birthday card system.  With donors you know, you could enter an approximate year of birth. Or you could ask the donor to check off an age range—30s, 40s, 50s, etc.

Once you can sort by date-of-birth, it becomes easy to tailor your communications to donors based on their generation.  You can match options for style, medium, giving level, and follow-up.  Pitch to the Boomers differently than you do to Matures, Gen Xers, and Gen Y.  Target that Boomer market!

Whose Calendar Are You Using?

“Whose needs are being met?” is the mantra of a volunteer counseling organization I know.  This wisdom applies to fundraising as well.  Take a look at the timing of spontaneous donations to discern when is the best time to make future approaches.

Gone are the days when all donors made their annual gifts during the month of December (to maximize their tax deductions).  For constituents today, the annual flow of finances may occur differently.  The donor may make a gift on the anniversary date of a specific event in the donor’s life. Your particular appeal (a summer camp, perhaps) may spike interest/publicity/passion at another time of year.  A donor’s payday, annual bonus, or annual date of investment payout may reveal the best time to make the next contact. The patterns of giving in your community may be influenced by an unusual factor.

Identify patterns or individual preferences in the timing of gifts received and consider trying a system to make your next approach on the donor’s time schedule.  Try this approach on new donors, or others whose triggers you are aware of.  Let us know your results.

Meet the donor’s need and see if your response rate improves!