Author: Hank Lewis, MA, CFRM

A recent communication asked: “I have a potential non-profit client that was approached by a for-profit corporation, with a similar mission, that wants to contribute to the non-profit all or some of the net proceeds from a Gala Anniversary Event organized by and for the for-profit entity.

The structure is not yet in place so the question is ‘How involved can the non-profit be in the planning, inviting, marketing, etc. of the Anniversary Event for an otherwise non-affiliated for-profit?’”

There are three issues suggested by that question:

1. The simple answer to “how involved can the NPO be…” is that there is no limit to that involvement as long as there is no conflict with issues #2 & #3.

2. For an NPO to do “anything,” there must be a budget line for that activity and sufficient funds for same. Since NPOs get much of their funding from charitable contributions, that money must be used in ways that are consistent with what the NPO told the donors to get them to give.

3. An NPO must be careful not to align itself with any entity that in any way actually opposes or suggests opposition to any aspect of the NPO’s mission. And, the NPO must consider the image/reputation of the entity/corporation in “risking” its reputation on an alliance. Two simple questions to ask are whether the nonprofit would accept a contribution from the corporation; and, would the NPO’s constituents approve ??

Having said that, the budget issue goes away if there is a donor who will fund the NPO’s participation in the event. Any efforts at fundraising (or ticket selling) for the event by the NPO’s staff and/or Board could be interpreted as a conflict of interest.

The NPO could, without fear of such conflict, contact their constituents and inform them of the upcoming event … and provide information as to where they could obtain more information. The notice could be in their regular newsletter and/or in the form of an “FYI,” not an endorsement.

I’d also emphasize one other thought … that the NPO must not share their constituent/prospect/donor lists with the for-profit corporation.

Part of the ethics of the nonprofit sector requires that information about/from constituents be treated as confidential. Those people have to be comfortable/ assured that their information will not be shared … without their permission.

That’s why the NPO should inform their constituents about the event, not provide the list to the for profit corporation, and let the NPO’s constituents decide for themselves whether they want more information and/or want to participate….

The best apparent relationship between the for-profit corporation and the nonprofit corporation is for the latter to be guests of the former at the event.

And, bottom line, the NPO’s Board Members must determine if their organization’s participation in/for the event is consistent with the NPO’s policies … if they have formal policies !!

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Want to know more about Special Events?
Take a look at the ebook, Special Events
It’s one of The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line, and would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply.” If you’re reading this as an email, and you want to comment on the above piece, email Comments to offer your thoughts. Your comments, with appropriate attribution, could be the basis of a new posting.

A couple of weeks back (on January 28th) Tony Poderis addressed his concerns about the evolution (or devolution) of the fundraising field. Where I agree with Tony, wholeheartedly, I want to address the distinction between the two concepts … as in the title of this piece.

All professions, by definition, involve some level of special training/education and, often, a period of “internship” (however that’s defined). No one can decide to be a professional in any field, without learning the rules/practices of that field. No one can be a development professional their first day in legitimate fundraising.

Until about forty years ago, a person became a development professional by working for one of the old hands … being taught about the meaning of “development” and its rules, and being mentored for a period of years. Then, in the early 70s, a number of universities, in collaboration with many of those “old hands,” began offering intensive training programs for future development professionals.

The basic rule of the “profession” was an ethical balance of the needs of the nonprofit organization and those that it served, and the needs of (potential) donors.

Sometime in the 1980s, if I recall correctly, the “ethics of the profession” were formally codified. And, as I also recollect, codes of ethics seem to be part of what it means to be a professional.

So, again, by definition, a Fundraising/Development Professional is someone who has been educated, has trained for the role, has demonstrated an understanding of the principles of development and an ability to apply them, and abides by a code of ethics.

Just because someone has been hired by a nonprofit organization to be their director of development, or their grants writer or special events coordinator, doesn’t make them a Development Professional.

Development as an activity is defined as the process of establishing relationships with potential donors (individuals, foundations, corporations) with the purpose of learning their needs and how the satisfaction of those needs can/will correspond with the satisfaction of the needs of the nonprofit organization.

The Development process involves the education of the prospective donors as to the mission, programs, successes and needs of the nonprofit organization and the people it serves. The term “donor cultivation” refers to the “getting to know you” process – the donor getting to know the NPO and the appropriate people at the NPO getting to know the (prospective) donor.

It is only after the relationship has been formed, the parties have gotten to know each other, and how the needs of both could be satisfied, that the “solicitation” of the donor can proceed. “Fundraising” is the next-to-the-last-step in the development process.

Next Week K. Michael Johnson assures Development Directors/Managers that Millennials may have worthwhile ideas to offer.

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line, and would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply.” If you’re reading this as an email, and you want to comment on the above piece, email Comments to offer your thoughts. Your comments, with appropriate attribution, could be the basis of a new posting.

In the context of charitable giving/fundraising, the anonymous donor is someone whose name will not be publicly linked to the gift they’ve made … or even if they’ve made a gift.

Usually the recipient organization will know the name of the “anonymous” donor; but, consistent with the donor’s wishes, will not allow that donor’s name to be linked to a specific gift, or to any gift, to that organization.

Occasionally, a gift will come to an institution through a third party, such as an attorney, ensuring that the institution will not even know the name of the donor.

In any case, whether or not institutional staff knows the donor’s identity, and even though no public mention is made of the donor’s identify, every effort should be made to acknowledge the gift … to thank the donor.

Even if the donor is not being acknowledged publicly for his/her gift, s/he should get the appropriate recognition for the gift … for the support … for caring !!

“Recognition” is something done “for” the donor, not for the public. And, for recognition to be appropriate, it must be consistent with the needs of the donor.

That’s an important concept that many people in the nonprofit sector don’t know and/or understand. “Development” is all about the needs of the donor, ‘cause if you’re not considering her/his needs, s/he is not likely to be giving to you … or not likely to give to you again.

Bottom line: All gifts to nonprofit organizations are made to satisfy the donor’s needs – from wanting to do some good, to helping his/her community, to “giving back” to an organization that has helped them or someone or some community they care about, to wanting the recognition that comes with giving, to wanting to enjoy the feeling of having helped, to any other reason that results in a gift.

That’s not being cynical. It’s realistic. If making the gift didn’t in some way satisfy donors’ needs, if making the gift didn’t make donors feel good about giving, then they wouldn’t be giving.

Most “anonymous” donors are known to the institution(s) they support, and those institutions know what has motivated that person to make the gift(s) and what it will take to get the donor to want to make future gifts.

In knowing/understanding the needs of the donor, it’s not difficult to give that donor the appropriate recognition. It could be a handshake from the organization/s board chair or CEO, a report on how the donor’s gift will make and/or has made a difference in people lives and/or how that gift has impacted society, a note from someone whose life has been changed because of that gift, a video of the organization’s programs in operation, a small but appropriate gift (like a book) or any combination of those and/or anything else you can think of … that would fall into the category of “satisfying the needs of the donor.”

Of course, if the donor is not known to the recipient organization, you can’t know the range of his/her needs; but, you can make an assumption – mainly that the gift would not have been made if it wasn’t satisfying one-or-more of the donor’s needs.

What would you think one of those needs might be ?? What would satisfy that need ??

I encourage you to share your thoughts, your answers to those two questions. Your responses (with attribution) can/will be the basis of a follow up posting.

Next Week Jon Howard discusses THE essential element in Direct Mail Fundraising

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line, and would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply.” If you’re reading this as an email, and you want to comment on the above piece, email Comments to offer your thoughts. Your comments, with appropriate attribution, could be the basis of a new posting.

 
 
 
January 14:

Recognizing The “Anonymous” Donor
by Hank Lewis

“Recognition” is something done “for” the donor, not for the public. And, for recognition to be appropriate, it must be consistent with the needs of the donor.

January 21:

Getting To Know “YOU”
by Jonathan Howard

Every time I sit down to write a fundraising letter … I suffer a period of anxiety. I’m worried that readers will reject my writing. Reject me.

January 28:

Development Staff as “The” Fund Raisers
by Tony Poderis

I’ve been fighting the development-as-sales battle for too many years, and I fear we are all losing to the growing trend of having boards of trustees believing that fundraising is someone else’s responsibility….

February 4:

Dear Millennial, There’s Nothing New Under the Sun
by K. Michael Johnson

Like many Millennials, I’ve definitely ticked off some of my older colleagues with my so-called “new ideas.” I’m not particularly interested in doing things a certain way just because that’s how they’ve always been done.

February 11:

Development as a Profession vs. Development as an Activity
by Hank Lewis

No one can decide to be a professional in any field, without learning the rules/practices of that field. No one can be a development professional their first day in fundraising.

February 18:

Dear Boss, Let’s Try This….
by K. Michael Johnson

The Millennials are coming, the Millennials are coming, and they’re bringing their “new ideas.”

February 25:

Who Should Raise The Money – Part One
by Tony Poderis

We are not selling to a prospective donor; we are presenting her with an opportunity to satisfy her own needs … by supporting/contributing to an organization that serves her community and her concerns.

March 4:

Who Should Raise The Money – Part Two
by Tony Poderis

I fear we are all losing ground with the growing trend of having boards of trustees believing that fundraising is someone else’s responsibility….

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

I find it interesting that, of all the topics we’ve addressed in this forum, the Gift Table has consistently been at the top of that list.

Gift Tables, or Gift Pyramids, are great fundraising tools for all modes of fundraising — capital campaigns, major gifts, “the Annual Fund,” and for Special Events.

Prior to the beginning of every fiscal year, an NPO goes through its budgeting process and comes up with a (realistic, attainable) figure for how much money will be needed for operations, and how much of that will be needed to be raised via charitable giving.

The latter figure must be based on prior experience and analysis of the likely giving (not wishful thinking) of those currently in the organization’s database. If the figure was obtained by sound financial analysis, one is able to construct a Gift Table that should reflect reality.

Although the term “gift pyramid” is often used, the resulting “table” does not always take the pyramidal shape … with the one “biggest” gift at the top, gifts in a graduated descending scale below, and with the arithmetic (or geometric) increasing number of gifts for each of the descending levels. (See Contructing The Gift Table”)

The Gift Table, an outline as to how you can reach a particular fundraising goal, is a tool that can help you stay focused on what needs to be done to achieve that goal. Since the “Table” is based on the potential gifts of specific individuals, NPO staff and volunteers can allocate their resources most effectively.

In essence, a Gift Table should ask (and answer) the question: “What do we need to do to reach our dollar goal?”

The “Gift Table” is not a list of what certain (potential-) donors should give, or will give. It “outlines” only what donors might give … based on prior giving, circumstances and on other reliable information.

Gift Tables should be constructed for each element of a fundraising program that focuses on specific individuals … as opposed to those elements involving mass solicitation. You should have a “Gift Table” for all the fundraising activities that are included in your organization’s budgeting process – keeping in mind that some (so called) fundraising activities are more in the realm of donor acquisition, and often can’t have specific/realistic dollar goals attached.

Please do keep in mind that the Gift Pyramid/Table is only a tool, and does not replace the judgment of an experienced fundraising professional.*

[*To clarify the definition of a Fundraising Professional: This is not someone who deals in the sales of items and/or in the conduct of “fundraisers” to generate income. This is someone who understands why people give, why they support an organization. This is a person who understands that the creation of a loyal following, not of an annual/special event, but of an organization and its mission, is what can ensure that organization’s future.]

If you’ve devoted the needed time, research and planning to the creation of a Gift Table, you’ve already done most of the work needed to create a fundraising plan.
[More on Fundraising Plans in a future posting.]

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Next Week, the first half of a piece by Natalie Lewis
on the elements of, and the absolute need for
“Tastings” as part of planning for an event.

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line, and would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply.” If you’re reading this as an email, and you want to comment on the above piece, click on the title of this posting, then go to the bottom of the on-line version to offer your thoughts.

October 29:

Six Goals For A Direct Mail Letter
by Jonathan Howard

…six key elements for every fundraising letter – standards to use to review and rewrite a draft appeal until it can’t be improved further.

November 5:

Remind Your Donors to Give Stocks and Mutual Funds
by John Elbare

Stocks and mutual funds make great charitable gifts…. Once donors learn about the tax advantages of donating stock, they often become consistent stock donors.

November 12:

Dear Millennial, Pick Up The Phone. Love, Your Boss. (Part I)
by K. Michael Johnson

I don’t love making phone calls … but it didn’t take me long to realize that the top performers in our line of work are good on the phone.

November 19:

Dear Millennial, Pick Up The Phone. Love, Your Boss. (Part II)
by K. Michael Johnson

Many Millennials don’t love talking on the phone … especially with people whose numbers aren’t already programmed into our phones … but phone skills are a must.

November 25:

Staff Involvement In Strategic Planning & Keeping in Touch With Donors
by Tony Poderis

Two short pieces from Tony: The first addressing whether staff should/must be involved in strategic planning, and the second discussing some common and some creative ways to stay in touch.

December 3:

Revisiting The Gift Table
by Hank Lewis

Of all the topics addressed by the contributors to this blog, this one, Gift Tables, which has had relatively little written about it, is one of the oldest and one of the most visited topics we’ve posted. This, then, is an updated version of a four-year-old posting.

December 10:

Special Events: Why A “Tasting” Is An Essential Part Of Event Planning
by Natalie Lewis

This is the first half of a two part posting on the elements of, and the absolute need for “Tastings” as part of planning for an event.

December 17:

Special Events: Why A “Tasting” Is An Essential Part Of Event Planning
by Natalie Lewis

Part Two of a posting on the elements of, and the absolute need for “Tastings” as part of planning for an event.

December 23:

“We’re A New Organization. Where Do We Find The Donors?”
by Tony Poderis

An all too common question, that usually arises far later in an organization’s forming process than it should have been asked.

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would just like to offer your thoughts on this posting, and/or you would like to suggest topics you’d like us to address in future postings we encourage you to “Leave a Reply.”

Last week I ended with the thought that a good reason to work with a consultant is to help you avoid disaster. Considering that, here are a few more reasons you might want to talk with a development/fundraising consultant.

When you want/need to dramatically increase your fundraising goals.
Too many nonprofits, wanting to expand their services, arbitrarily
increase their fundraising goals … without first determining if the
new goal is attainable.

A fundraising goal is determined by a number of factors, and a
development consultant can help you identify and evaluate all those
elements – so that you don’t adopt a goal that’s unattainable. Not
reaching fundraising goals “tells” your constituency that you don’t
have the support of the community, and/or that you are poor planners
… and shouldn’t be running a nonprofit.

No one wants to support an organization that’s perceived as a loser!

When you’re in need of, but don’t have effective volunteer fundraising leaders.
Too often nonprofit board members decide that they don’t/shouldn’t have
a role in the fundraising process … except to tell staff how much money
they have to raise.

A consultant might be able to help you identify/cultivate/train a cadre of
(non-board) volunteers who would care enough about your organization
and its mission, and would recognize how they could benefit, to want to
help you obtain the funding you need.

======================================
Have you heard about The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive.
========================================

When you have the finances to pay the consultant.
An organization cannot even consider engaging a consultant if it doesn’t
have sufficient funding to cover a long enough period of time to allow the
consultant to determine what actions/activities will support the nonprofit
in pursuing/attaining its goals, and to work with organizational leaders to
implement those actions/activities.

When you have and will take the time to work with the consultant.
Too many NPOs hire a consultant, get the consultant’s report, then put the
report on a shelf – with the intention of implementing its recommendations
“when they get the money.” What a waste !!

If board members and/or staff can’t or won’t take the time to work with an
objective outsider, then don’t waste your time and your organization’s money.

When you need a mentor, someone who can help you grow in your leadership/development position.

When you want to make a point with your board members and/or executive director and need to have them hear it from an outsider.
It’s weird that, so often, a board (or executive director) will “listen” to the
same recommendations from a consultant that staff has been suggesting
for years !!

Need some other reasons?

Consultants are (should be) the folks who have been there and done that. So, when you aren’t sure, talk to a number of consultants … to find the one with whom you are the most comfortable, and who matches your needs and those of your organization.

And, remember, an ethical consultant will first chat with you about your situation and suggest whether s/he can help; and, if s/he can, will only work with you on a fee basis – never a commission or percentage.

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Next Week is Part III of the Use of Checklists
to increase your likelihood of success in the
Combined Federal Campaign.
=-=-=-=-=-=-=-=-=-=-=-=-=-=

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page.

The need to engage a Development/Fundraising consultant depends not only on whether or not your organization already has the specific expertise it needs; but, also, if an outside perspective is needed to help you identify your strengths and/or weaknesses, or if an outsider is needed to help you break up your internal logjam … and get things moving.

This is the first in a two-part series addressing the questions of when and why to engage a fundraising consultant. Please note, fundraising consultants are not fund-raisers – they don’t (shouldn’t) do “it” for you.

Consultants can teach you how to do “it.” They can help you design the process to make “it” happen. They can coach you while you’re making “it” happen. They can work with you to help you make it happen. They can (in the proper circumstances) go with you when you’re making “it” happen. They can suggest changes in how you do “it,” and in how you think about doing “it.”

But a good consultant knows that s/he is not the best person to be asking your (potential) donors for gifts. The consultant is an outsider, and outsiders cannot be as effective in making “it” happen as can be committed insiders.

You should consider hiring a consultant:

When you want to know if your fundraising program is as effective as it could be.
It’s sometimes called a fundraising audit, and the essence of the
process is that you get an objective outsider – with the appropriate
background and experience – to take a look at your fundraising
programs, and provide you with a report of his/her findings. Said
report should include observations, comments and recommendations
on what you’re doing right, as well as what you could be doing more
effectively.

When you are thinking about or are desirous of implementing a new (type of) development program.
Once in a while someone might ask why you aren’t doing what that
other nonprofit is doing, or why don’t you try this great fundraising
program that they’ve heard stories about. Asking those questions
is good; but, leaping into a new program without sufficient information
expertise and funding can be disastrous.

The right consultant can help you determine if you’re ready to take
that leap, or if there’s specific information, expertise and budgeting
you’d have to acquire first.

When you think there might be a need for a capital campaign in your organization’s future.
Much has been written about readiness and preparation for a capital
campaign (Book Five in The Fundraising Series – Capital Campaigns),
so I’ll try not to repeat a lot of what’s been said so many times before.

Except that … “A capital campaign can not only be a great fundraising
and leadership generating process, but it can also be the riskiest step
any organization could take.”

Considering that, and the need to begin the capital campaign “process”
years before you actually start soliciting campaign contributions, the
right consultant can help you determine if such an effort could be
successful, and what you’d have to do to be sure that it is. Keep in
mind, no organization can afford to risk a failure … the consequences
could be disastrous.

There’s that word (disastrous) again. So, one reason to engage
a consultant is to help you avoid disaster.

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Next week we continue with our discussion of when
you might want to hire a fundraising/development consultant
=-=-=-=-=-=-=-=-=-=-=-=-=-=

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you heard about
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on the above piece, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page.

Please Note: We are in the process of switching from posting half of each of two different articles each week to posting only one piece each week. So, over the next ten weeks, some will be in the old format (two halves) and some will be in the new format.

August 13:

 

Checklists – A Valuable Tool for the Nonprofit – Part I
by Bill Huddleston

Addressing the challenge of being able to filter out unnecessary information and acquire/apply actionable and useful knowledge.

August 20:

 

Four Major Donor-Retention Sins
by Jonathan Howard

The success/growth of your direct mail fundraising program lies with getting those first-timers to keep giving.

August 20:

 

Make your Grant Proposals More Visually Appealing
by Jayme Sokolow

People who put proposals together are often highly intelligent;but, perhaps because they are so focused on content, they ignore the obvious need to make their proposals pleasing to the eye.

August 27:

 

Things That Fundraising Managers Need To Keep In Mind When Working With Millennials
by K. Michael Johnson

Millennials have an internet-first mindset when it comes to communication, problem solving, shopping, you name it. Now, contrast that with the network-first mindset (“Who do I know who can help?”) of many in older generations. These different approaches are a recipe for tension in the workplace.

September 3:

 

Checklists – A Valuable Tool for the Nonprofit – Part II
by Bill Huddleston

Checklists can be lifesavers … literally as well as figuratively … and not just in the world of fundraising.

September 10:

 

Your Bequest Program: It’s Easy Getting Started
by John Elbare, CFP

The simple bequest, which is a charitable gift in a donor’s will (or living trust), still accounts for most planned gifts — and it is the easiest program to implement.

September 10:

 

Being Quick and Genuine with Your Thanks To Donors
by Tony Poderis

Thanking donors seems like something so basic that we shouldn’t even have to talk about it. But more mistakes, with more devastating results for donor loyalty, are made in the thanking of donors than anyplace else.

September 17:

 

When to hire a Fundraising/Development Consultant — Part I
by Hank Lewis

A fundraising consultant can be of great help, not just in providing expertise that your organization would not otherwise have available, but also in getting things said to your board and/or your executive director that can’t/won’t be said by a member of the family.

September 24:

 

When to hire a Fundraising/Development Consultant Part II
by Hank Lewis

There are lots of issues/circumstances that would more easily be resolved with the help of a fundraising/development consultant.

October 1:

 

Checklists – A Valuable Tool for the Nonprofit – Part II
by Bill Huddleston

Making the most of your checklists – improving the likelihood of success in your Combined Federal Campaign enrollment.

October 8:

 

Reason And Emotion In Grant Writing: An Observation
by Tony Poderis

On June 18 & 25, Lynne deLearie wrote about “Reason and Emotion in Grant Proposals. Coincidentally, I’ve recently been involved in some discussions in which some folks were leaning much too far in one direction or the other….

October 15:

 

Tech-Related Advice For My Fellow Millennials
by K. Michael Johnson
In my last post, I shared a few thoughts with fundraising managers about supervising “digital natives.” Today, I have some tech-related advice for my fellow Millennials.

 

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would just like to offer your thoughts on this posting, and/or you would like to suggest topics you’d like us to address in future postings we encourage you to “Leave a Reply.”

June 18:

Reason and Emotion in Grant Proposals –
Part I: Reason
by Lynn deLearie

Successful grant proposals are often carefully crafted using both reason and emotion. On one hand, proposals must, logically, show how non-profits will use grant funds to effectively….

 

June 18:

The U.S.-Style of Fundraising Can Work in Other Countries – Part I
by Tony Poderis

The United States, Canada and the United Kingdom share a long tradition of people helping others through their support of nonprofit/nongovernmental organizations.

 

June 25:

Donor-Centered Planned Giving – Part I
by John Elbare

Planned gifts almost always result from strong donor relationships; so, when donors feel neglected or ignored, planned giving is very difficult.

 

June 25:

Reason and Emotion in Grant Proposals – Part II: Emotion
by Lynn deLearie

The use of emotion is important because decisions about grants are made by people, and people are swayed by emotions.

 

July 2:

April 27th was National Tell a Story Day
by Jayme Sokolow

What, you may ask, is the connection between National Tell a Story Day and grant proposals? Stories are universal because we use stories to create meaning. When you tell a good story in a proposal, you engage, entertain, and make a point.

 

July 2:

Donor-Centered Planned Giving – Part II
by John Elbare

Look at your donor stewardship process and imagine how it feels to be a donor to your organization. Are you doing everything you can to help them feel that they’re part of the organization and its mission?

 

July 9:

Understanding Donor Retention
by Jonathan Howard

Good donor retention makes the difference between winners and losers in direct mail fundraising (and most other types of fundraising, too).

 

July 9:

The U.S.-Style of Fundraising Can Work in Other Countries – Part II
by Tony Poderis

…with the understanding/acceptance that the charitable impulse lives in (almost) everyone, everywhere … you may have to encourage/create a new “philanthropic habit,” where none exists.

 

July 16:

Millennials in Fundraising: An Introduction – Part I
by K. Michael Johnson

Millennials are an growing percentage of the labor force, including the nonprofit sector. And, when it comes to development, Millennials will be responsible for more and more of the “asks” our sector makes over the years ahead.

 

July 16:

Donor Retention – Where The Money Is
by Jonathan Howard>

Nonprofits spend $1 to $1.25 for every dollar raised in new donor acquisition mailings, but the cost per dollar raised for renewal mailings to past donors is just 20 cents.

 

July 23:

Is There A Role for Direct Mail in a Capital Campaign?
by Hank Lewis

A Capital Campaign should be able to reach its goal relying only on major gifts. That doesn’t mean there’s no place for Direct Mail in a Capital Campaign, quite the contrary.

 

July 23

Millennials in Fundraising: An Introduction – Part II
by K. Michael Johnson

Millennials grew up in a world very different from previous generations and, as a result, we have a unique perspective about work. Also, given our desire to make an impact, it makes sense that many in my generation seek work in the nonprofit sector

 

July 30:

A Different Kind of Scheduling May Help Improve Your Grant Proposals
by Jayme Sokolow

As grant proposal professionals, we are very focused on schedules. In fact, it is one of the first things we must do when making a decision to bid. In that context, we might learn something about how creative people structure their days by studying the lives of artists.

 

July 30:

A For-Profit Salesperson’s Guide to Getting a Job in Non-Profit Development
by Tony Poderis

… there have been a considerable number of sales and marketing professionals losing their jobs due to “downsizing” of their companies … and many have asked me how they might be able to make the transition from sales to development.

=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would just like to offer your thoughts on this posting, and/or you would like to suggest topics you’d like us to address in future postings we encourage you to “Leave a Reply.”