Stewardship: Because Wills Can Be Undone

Stewardship Because Wills Can Be Undone

Last month I went deep into Bequest Promotion Channels.

This month, Stewardship. The donor who has included your charity in their will can change their mind and undo their gift at any time. Why does that matter?

It matters because you need to steward your bequest donors well, so they don’t change their minds.

You don’t have to break the bank or trip over yourself to be good them, but you do have to keep them in mind, look for opportunities to make them feel close to you and treat them like a member of the family.

The last stat I saw on this was a few years ago. At the time, four percent of people who made a charitable bequest changed their mind later. The odds are clearly in your favor, but you want to make sure your donors don’t slip into that small minority. So practice good stewardship.

Here are a few ideas:
Send Cards. Have a supply of birthday and anniversary cards, and send them. For a twist on the typical, send anniversary cards based on donors’ relationships with your charity: the date they told you about their bequest for you; the date they made their first gift; the date they joined the board; or the date they paid off a pledge. Be creative. You’ll surprise the hell out of them!

Send Handwritten Notes. These are so rare that they’re an extra special surprise. No need to fill an 8.5 x 11 inch sheet of paper. Use note cards or writing stationery. Sincerity and thoughtfulness don’t have to be long-winded.

Reserve VIP Seating. At your next event, carve out a bunch of seats and call them VIP. Set them aside for your bequest donors, or all your planned gift donors. It costs nothing because you already paid for the seats. You’re just making them special.

Host a Reception. At that same event, add a reception. This will add to your event budget, but not terribly. You’ve already got the venue booked and catered, now add a 45-minute VIP reception at the beginning or end.

Go on a Trip. Seniors love cultural or historical places, or quirky places they wouldn’t go on their own. It’s OK to charge a fee for transportation, admission and a meal if you can’t afford to pick up the tab, but maybe you can subsidize the cost if you can’t pay the full price.

I used to take planned gift donors to The Culinary Institute of America in Hyde Park, NY. Our group loved to tour the classroom kitchens, and then we had a delicious lunch at a student-staffed restaurant. We paid for the bus and charged our donors the balance.

Your stewardship need not be expensive. Thoughtful and gracious will go a long way to preventing bequest donors from undoing their gifts to you.

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Tony Martignetti, Esq. is the host of Tony Martignetti Nonprofit Radio.
He’s a Planned Giving consultant, speaker, author, blogger and stand-up comic.
You’ll find him at TonyMartignetti.com.
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Following Up Solicitations of Prospects — When The Campaign is (Almost) Over !!

In every fund-raising campaign, toward the end of the drive, we always must address any number of proposals and presentations which were made seeking donations, but for which we’ve still not gotten a definitive response.

We were not given a “Yes,” or a “No.” Mostly we were told, “I’ll let you know,” … or something like that. The books are closing. The campaign is at its end. What do we do to get a final answer from those key prospects?

Following-up a presentation, especially that of of a major gifts proposal, looks for the most desired timing and process. The proposal was already made to a prospect, and the final decision is still pending. It usually starts with the “comfort level” of your association with the prospect which enables your instincts to tell you when and in what manner to proceed, so as not to be intrusive and annoying to the prospect.

In specific terms, what you were told during the proposal presentation regarding decision making, possibly covers these three scenarios as the prospect:

(1) Cited a duration of time, such as a few days, weeks, or even months, to an explicit calendar date, when they will make their decision known to you. (Remember, even though we want the funds “now,” it is still up to the donors to determine when it is best for them to give.)

(2) Indicated they will think it over, and will let you know at the “appropriate” time.

(3) Requested that you resubmit your request “at a later time.”

Those three scenarios, and other variations, could be addressed at the appropriate time by utilizing one or combinations of the following:

(A) Contact the prospect and simply and directly – and politely – seek their response. (Again, this is naturally dictated by the “comfort level” of your association.)

(B) Telephone or send notes of appreciation for their thoughtful consideration of the request in the first place, and briefly cite again the main points of the campaign or project. Reiterate the applicable “named gift opportunity” or membership level related to their gift.

(C) Initiate an “informational” follow-up contact, providing to your prospect up-to-date fundraising news and reports that would be bolstering and compelling. Talk about the encouraging results of the fundraising to-date, and remind them that they can be part of the eventual/public success.

(D) Use the impending/looming end of the fundraising program — cite an imminent campaign deadline, the end of the fiscal year, that you are getting close to meeting the terms of a challenge grant, and that their commitment now will help ensure the campaign’s success.

Remember, chances are good that you will not receive a cool reception regarding any “bother” you may think you would be causing. Just be polite, have no hint of crisis in your voice, and always show appreciation, even if you do not get the gift – or get less than you had asked. After all, they were considerate enough to give your request some degree of thought.

Maybe Next Time !!

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Have a question or comment about the above posting?
You can Ask Tony.
There is also a lot of good fundraising information on his website:
Raise-Funds.com
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You Can’t Say “Thank You” Enough … in Grant Proposals

Why you should say thank you in grant proposals

It’s been my honor to have served as board president of two nonprofit organizations – a synagogue and a music society.

I learned a lot during my terms with these organizations, but perhaps my most important lesson was the need to acknowledge people and express my personal appreciation of them, to them.

That is something we need to do a lot more of in our grant proposals.

The Importance of “Thank You”
Unfortunately, today we all are drowning in clichés and platitudes, many of them patently insincere. How many letters do you get a week from your bank or investment companies that tell you how much you are valued as a customer, and how many of these same banks and investment companies helped topple the economy in 2008 through their greed and criminal behavior? It often seems as if we are living in an age of insincerity.

As grant proposal managers, we are always under a great deal of pressure to adhere to schedules and milestones … and produce outstanding proposals. And, while immersed in those hectic work schedules, we often forget that our most valuable asset is our proposal team.

We cannot treat each other as tools or cogs in a gigantic grant proposal wheel. Instead, we must acknowledge what every study has demonstrated – that we all need to feel appreciated and valued.

We also know that when we acknowledge and thank a colleague, we feel better too. Expressing appreciation is a very pro-social kind of behavior.

Saying thank you increases the likelihood that your colleagues will not only help you but help other people too. Saying thank you is a form of social capital. It helps build trust and cooperation.

How to Say “Thank You” More Often
Mark Goulson in a Harvard Business Review blog has provided us with a good roadmap for providing a meaningful thank you. I will modify his suggestions and apply them to grant proposal development.

I encourage proposal managers, and everyone on grant proposal teams, to take these four steps to say thank you:
• The first and most important step is to be grateful for the work your colleagues
are doing. You cannot give a sincere appreciation and thank you unless it is real.
They will immediately see through any acknowledgement that is not genuine.
• Thank them for something very specific. For example, you could say, “Mary,
I really appreciate that you stayed late today and helped us finish
our red team review.”
• Acknowledge the sacrifices that people are making. “I know that you could be
spending today with your kids at the playground. I really appreciate you working
this Saturday afternoon to finish our grant proposal.”
• Tell people what their work personally means to you. “Mark, I couldn’t have
managed this proposal without your great work on resumes. You helped make
this a very strong proposal.”

Follow this simple rule: You cannot sincerely say thank you enough to your grant proposal team.

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Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
helps nonprofit organizations develop
successful proposals to government agencies.
Contact Jayme Sokolow.
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Finding & Getting Federal Government Grants.
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Using Client Stories, A Question of Ethics?

Ethics signage

A Guest Posting by Sue Smith

An issue was raised in a listserve: “As someone more used to working with the clients, I have become more and more concerned about the exploitation of clients and ‘their stories’ as fundraising tools. I am constantly being asked to ‘provide a client or two’ who are willing to be interviewed, photographed, [and] have their story shared. One part of my brain understands the necessity, and I have rarely felt the results were anything less than tasteful. But another part of me is very uncomfortable with the notion of ‘using’ our clients to get money from people.

Susan responded:
The decision to make a gift is, above all else, an emotional one.

People don’t support agencies like yours because they like the idea of it or what it does. They support you because you have a track record in making a difference in people’s lives. They support your organization because it helps people.

How do they know that? They know because your organization takes the time to illustrate what they do by telling people’s stories.

Although we’ve all heard people say that they support an organization because they “like what it does,” what they really mean is, “We like what you do for people.”

You’ve heard it zillions of times before — people give to people. They don’t give to equipment, programs or bricks and mortar — they give to [obtain/maintain] equipment that saves people’s lives, or [to fund] programs that make the neighborhood a better place for people in which to live/work, or to [erect/renovate] buildings that will provide shelter for people, etc. etc.

Telling an appealing story about a person or family who has received support, help, and services is a powerful way to illustrate what your organization does.

If you say the same thing, but in the abstract, via the words of the Board president or Executive Director (i.e., “Our program is unique because it, blah, blah, blah…”) you’ve distanced your potential donor from a powerful experience — the actual experiences of a person who receives direct benefit. That’s what encourages people to give.

Second, by allowing your agency to use a personal story, you provide a consumer/client/patient with a good way to give something back to the agency and to help the agency do something it needs to do on an ongoing basis — raise funds.

Most clients/consumers/patients would love to have a way to help the agency that has helped them. Not all can volunteer time or give money. But many people who have received services are delighted to share their personal stories to help other people who may be in a situation similar to their own, or to help the agency that has been so helpful to them.

Of course, when we tell people’s stories and they are good enough to allow us to do so, we should be mindful of the fine line between telling a good story and exploiting a person’s misfortunes. We should also be careful not to compromise a person’s right to privacy/confidentiality.

But you shouldn’t assume that every time a PR or fund development person approaches you for [the name of] a good client to interview, or for a possible anecdote involving clients, that the request constitutes exploitation or is in some way using them.

I used to ask rehab staff, nurses, physicians, teachers, etc., in various NPO’s where I have worked as a development director to think about people who used our services and whose stories were compelling. They would come up with several suggestions and they would talk with that person on my behalf to see if they were willing to share their stories. I never had anyone say no.

In almost all cases, they allowed photos, were able to read/approve the copy I created and, for direct mail, I told the story in the first person and asked the client/consumer to sign the letter.

We had wonderful results!

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Sue Smith, a long-term development practitioner and consultant,
currently serves on the staff of the Mohawk Valley Community College.
Sue can be reached at [email protected]
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Stewardship – an Important Grantsmanship Component

Stewardship – an Important Grantsmanship Component

In a previous post, I introduced “A Four-Step Process for Effective Grantsmanship,” including:

(1) prospecting for foundation funding,
(2) cultivation,
(3) grant proposal development, and
(4) grant management and stewardship.
(See Chapter Five in my ebook: Grants & Grantsmanship)

So far, I’ve provided a lot of information on steps one through three, as well as on grant reporting (part of stewardship), but I neglected to introduce step four with a post on stewardship.

This post is that introduction:

The Association of Fundraising Professionals defines stewardship as, “a process whereby an organization seeks to be worthy of continued philanthropic support, including the acknowledgement of gifts, donor recognition, the honoring of donor intent, prudent investment of gifts, and the effective and efficient use of funds to further the mission of the organization.”

Although the term is most often associated with individual donors, it is also an important element in your grant program. As I have said in previous postings, “relationships are at the heart of all fundraising activities, and grants are no exception.” Stewardship encompasses the activities you undertake to maintain and build relationships with your foundation grant makers.

As with individual donors, stewardship of foundations encompasses three elements: gift acknowledgement, donor recognition, and reporting.

Gift acknowledgement is straightforward: send written acknowledgement of the grant within one to two days of receipt of the grant, typically a letter signed by your executive director. It is also a good idea to have your ED call the foundation manager or trustee to thank them personally.

Donor recognition is more involved and can include any or all of the following:
•  Listing the foundation grant in your annual report, on your website, in e-mail and social media communications
•  Writing a press release about the foundation grant and what it means to your NPO’s clients
•  Including the foundation name on a donor wall or other named space signage
•  Honoring the foundation at an event hosted by your NPO

An important consideration for ALL donor recognition is to involve the foundation’s leadership – either the manager or trustee – before you publically recognize the grant. They may want to remain anonymous, or they may want as much publicity as they can garner and will want to help craft the messaging. Either way, the recognition you provide should be what the foundation leadership wants to receive.

Reporting encompasses formal grant reports as well as informal communications on your NPO’s accomplishments. I covered formal grant reporting in my March 1, 2012 post, “The Dog Ate My Foundation Report,” and included a number of ideas for informal communications in my June 14, 2012 post, “Who Moved My Funder.”

I’ll conclude this post with WHY stewardship is an important element in your grant program. For the simple reason that it’s much easier to retain a donor (in this case a foundation grant) than to recruit new donors, and stewardship is critical to donor retention.

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Lynn deLearie Consulting, LLC, helps nonprofit organizations develop,
enhance and expand grants programs, and helps them
secure funding from foundations and corporations.
Contact Lynn deLearie.
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A Major Gifts Campaign Must Be A Large-Giver Campaign

Gift box on a grey background

On first reaction, you might think that title would evoke a “Ya think?” response.

Not so fast. Too often, those seeking “major gifts” for those major campaigns, settle for what are really small gifts, not at all in keeping with the size and scope of the donations needed to meet those larger goals.

While an annual campaign is a broad-based effort relying on smaller gifts from a great number of donors to achieve its goal, a major gifts campaign expects to reach its goal with a much smaller number of donors making very large gifts – see “What is a Major Gift.”

All too often, organizations that have decided on a major gifts campaign incorrectly begin with the idea of making it a broad-based appeal. You can’t raise a million dollars with gifts of $100 or (even) $1,000. You would need 10,000 of the former or 1,000 of the latter.

Rather, you need to begin by targeting prospects who can give at least $50,000—and remember, a number of those prospects may give only $20,000, or $10,000, instead of the $50,000 you anticipated.

Also to be considered is fundraising’s daunting “rule-of-thumb” for prospect-to-donor ratio. You usually need to identify at least four viable prospects for each contribution you desire at the required contribution level.

Ask Small And You Get Small
At the Cleveland Orchestra, I once disagreed with the volunteer leadership of a $15 million endowment campaign about the size of gifts we should be seeking. The idea was put forth that we raise $5 million by enticing people to endow each of the 2,000 seats in our concert hall. That worked out to $2,500 per donor.

I strenuously objected to this, literally risking my job.

My reasoning was simple: We would not succeed in finding 2,000 donors at $2,500 each. Experience had shown me that the base of donors able and willing to give that much wasn’t large enough. I also feared that the campaign committee and solicitors would get used to the idea of asking small, and the campaign would lose its steam.

My argument held, and the volunteer leadership agreed not to put so much of the campaign effort into an idea that past experience showed could not succeed without damaging other areas of the drive.

In our effort to find 2,000 donors willing and able to make gifts of $2,500 we would have included donors we knew to be capable of making far larger gifts. They would be donors we would need to solicit for the larger-gift divisions of the campaign.

It is never a good idea to ask for two separate gifts for the same campaign. Donors will often make the decision to give either one or the other, and the option they pick can well be the lower.

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Have a question or comment about the above posting?
You can Ask Tony.
There is also a lot of good fundraising information on his website:
Raise-Funds.com
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The Fundraising Series of ebooks ??

They’re easy to read, to the point, and cheap ($1.99 – $4.99) ☺
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Development Committee Membership: A Question of Ethics

Question mark sign

An email raised this question:
My organization is in the process of developing a Fundraising Committee.

Three of our Board members are on this Committee and we are trying to determine other non-Board members who we could invite to join as well.

We have one major gift donor who began to fund us at the recommendation of her [philanthropy] advisor. I would like to talk to this advisor, who I have become acquainted with through email exchanges, about possibly joining our Fundraising Committee or perhaps recommending others who might join.

Are there any conflicts of interest around this that would prohibit my reaching out to this advisor?

The response:
To avoid conflicts of interest, you should not consider asking the philanthropic advisor to be a member of the committee. S/he can’t advise you and, at the same time, advise her/his clients to give to you if s/he is on your committee.

Also, ethically, the advisor can’t give you information about his/her clients without their permission to do so. If s/he would be willing to talk to those clients on your behalf (without being on your committee) that would be acceptable … as long as it was clear that the advisor was not, in any way, being compensated by you.

The best recommendation that s/he could give his/her clients would be that some other client became a donor and was very pleased with how they were treated, how their support has made a difference, and how the donor’s needs have been satisfied.

One question: Do you have a job description for the “Development Committee”?

I say, “development,” because the main/major function of the committee should be to establish/identify, maintain, and enhance relationships that will result in gifts. It’s not a fundraising committee, it’s a “relationship” committee.

In that context, you should not look to recruit people to the committee just because they have the financial ability to give significantly. The basic criterion for committee selection should be the extent to which an individual can help you do the identifying, creating, maintaining and enhancing of relationships.

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or expanding your fundraising program?

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CFC Fundraising: Thoughts at Mid-Campaign

Fundraising concept

Thank you for what you do.

If you’re reading this blog, I’m going to make the educated assumption that you’re probably involved (directly or indirectly) with non-profit fundraising. Regardless of the particular role you have, you make a difference in the lives of your non-profit’s beneficiaries whether they are called clients, members, students, citizens, or are non-human (water, animals, plants, trees, etc.).

My favorite quote about fundraising is by Mother Teresa, who always recognized the value and importance of fundraising in relationship to all the other components of her work: “It takes oil to keep the lamps burning.”

We are now at the mid-point of the 2013 CFC campaign solicitation period, and this is when the CFC donors are pledging their gifts for so that their favorite charities can “keep the lamps burning.” I thought it would be valuable for you to get a glimpse into what a typical CFC donor experiences during the course of a CFC campaign.

During the summer, each Federal agency recruited its CFC team, and the various campaign roles were staffed (campaign manager, communications chair, logistics chair, team captains, and key-workers – the Federal employees who directly solicit their coworkers).

In the early fall, each Federal agency conducts their Campaign kickoff, where the agency head and a few selected charities are invited to share their stories, and all employees are invited to attend. The program will include the video message from the President of the United States, (the videos started with President Carter and have been made by all Presidents since). Here’s the link to the President Obama’s CFC message (it’s short – 2:07).

If you watch it, you will see the consistent themes of thanking the Federal work force for all that they do, thanking them and encouraging them to participate in the CFC because of the difference it does make, and emphasizing that there is a list of thousands of charities from which they can choose.

While giving and participation is always encourage, there is never pressure to support any particular charity and indeed that is against multiple CFC regulations.

The CFC is always evolving and, where there is a printed “Catalog of Caring,” for many regions that is now available online — it lists national and international charities, and has the local list that is unique to that particular regional CFC.

Each federal employee will also be given a pledge card, or the link to its electronic version; and, regardless of the manner of the actual pledge, it always contains examples of what a donation at a particular level can mean to the recipients of the CFC charities’ efforts.

Your gift does make a difference–whether it’s $5 or $100 per pay period, see how your gift can impact the local and global community:

Per 26 Pay Periods:
$5  Allows 20 kids to attend a nature-oriented, guided education program.
$10  Provides 15 cases of nutritional supplements for HIV and AIDS patients.
$20  Provides 52 mosquito nets in Africa for the protection against mosquitoes
that transmit malaria.
$25  Provides medical professionals with 20 first-aid kits, 156 blankets, and
65 surgical scissors to use in some of the hardest-hit regions of the globe.
$30  Provides a half day of chemotherapy for a child cancer patient.
$40  Patches two leaky roofs for a senior or disabled homeowner.
$50  Vaccinates, feeds, and cares for a 13 shelter dogs and/or cats for a week.
$100  Feeds and cares for approximately1,600 disaster victims for a week.

In the pledge form itself, there are blanks for the non-profit CFC 5 digit code, plus the annual amount that the federal donor is pledging to that CFC charity, as well as the personal information about the CFC donor, (name, address, e-mail, etc.).

In addition, there is an “Information Release” option about whether or not he or she wants their personal information released to the CFC charity, because a CFC donor can choose to remain completely anonymous. Between 60-90% of the Federal donors choose to remain anonymous, so you need to plan for this in your communications and thank you responses.

You may have noticed that I started this post with an example of how you can thank someone anonymously, and I thank you again for your attention and comments. In the next post I’ll talk about additional techniques to use during the solicitation period.

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During his 25-year career in the Federal sector, Bill Huddleston, The CFC Coach,
served in many CFC roles. If you want to participate in the Combined Federal
Campaign, maximize your nonprofit’s CFC revenues, or just ask a few questions,
contact Bill Huddleston
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Making Your Case For A Fundraising Program/Campaign

Someone arranging a case file

There is an enormous amount of easily accessible information on constructing a nonprofit fundraising Case-For-Support … from the library, bookstores and the Internet. Countless volumes and articles have been written on the subject, and there are always workshops and seminars dealing with this critically important topic.

Keeping that in mind, I’ll try to give you the condensed version of what I’ve come to know about this vital “selling” tool for all nonprofits.

No nonprofit should ever be without a strong and compelling argument for its support. The Case should convey a sense of urgency, suggest efficiency in operation, state a uniqueness in filling a demonstrated need to an identified constituency, and provide personal (mostly internal) rewards to the donors.

The Case For Support is the “argument” for your fundraising program/campaign or your project in need of funding. It grows out of your organization’s mission statement in the sense that the money to be raised will be used by your organization to advance that mission.

It articulates your organization’s reason for being, its integrity, the good you do, the good you want to do, your specific fundraising need … and the urgency for it.

Developing the Case For Support and setting an annual goal and/or the goal of a campaign are preliminary, almost intuitive, steps in the process of creating a development/campaign plan, and they generally occur simultaneously.

The goal is the overriding concern of the program/campaign, and the focus and strength of the case to be made for the campaign are dependent on the size and purpose of the goal. The Case For Support often becomes the main tool used to recruit volunteer campaign leadership and solicitors and to convince prospective donors to give.

From what I have seen of compelling and relevant case statements, here is a suggested case development outline:

1. A statement of the problem/challenge.

2. One-or-more specific examples of the need.

3. Proof you did your homework – that you have studied and planned.

4. Evidence that you can make it work – that you have the skills and the organization to do it.

5. A discussion of how the donor might benefit … by helping others, or by doing something heroic.

6. A “Call-to-Action,” showing the donor what s/he could/should do to help, and why.

How short or how long should the Case For Support be?

It depends upon the magnitude and scope of the program/campaign or the project. Good judgment will tell you not to make it too brief, as it could suggest to the prospect that you have not researched adequately or that perhaps the project is not so important.

Then too, if it’s overly long, you run the risk of losing the attention of your reader. (If I have kept your attention thus far, I hope my Case Statement tips will work for you.)

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Have a question or comment about the above posting?
You can Ask Tony.
There is also a lot of good fundraising information on his website:
Raise-Funds.com
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks ??

They’re easy to read, to the point, and cheap ($1.99 – $3.99) ☺
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More Promotion Channels: Bequests VI

Last month I focused on IRA gifts, now I’m back to bequests, picking up from August with strategies other than direct mail to promote bequest giving. (See Tony’s previous posts on Planned Giving.)

If you haven’t got the budget for direct mail, these are for you!

If you’re using direct mail, augment it with these methods. Think multichannel engagement. It’s essential in today’s interconnected world.

Look at your meetings and events
In face-to-face sit-downs and at larger events, it takes just a few sentences to ask prospects to think of your organization when they prepare their long-term plans. This message isn’t appropriate for every event, so look for the times when you’ve gathered people who love your work and you’re already asking for their support. They can support you in the long-term by including you in their wills.

Look at your publications
Newsletters, magazines, annual reports, anything where a fundraising message is appropriate. You don’t need a full article; a sidebar will do. Include your legal name and federal tax ID number (Employer Identification Number, or EIN), so readers can take action. A lawyer will need those to prepare a bequest properly. If you have an attorney on your board, or otherwise close to the organization, prevail upon him or her to write a sample bequest paragraph to include. It won’t take more than five minutes to write one for you.

Use your Website
I wouldn’t make this your first priority, but it doesn’t hurt to have a presence because enough seniors are internet savvy, and the rate of penetration increases each year. Also, your prospects’ attorneys might go to your site looking for the necessary details. Provide information similar to what I’ve suggested for your publications. You won’t need more than a page or two.

Small ways, too.
Can you slip a couple of check-offs into your annual appeal reply card? What about a check-off saying “send me information on including you in my will” on the back flap of your return envelopes? Wherever you’ve got a few extra lines on something your donors are returning to you anyway, give them the chance to ask for information or tell you they’ve already included you in their wills. Don’t put the “have included” option anywhere it’s visible to outsiders.

Get out there and promote! You’ve got something newsworthy: you’ve inaugurated a Planned Giving program.

Next month, wills can be undone – changed at any time. What does this mean for stewardship?

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Tony Martignetti, Esq. is the host of Tony Martignetti Nonprofit Radio.
He’s a Planned Giving consultant, speaker, author, blogger and stand-up comic.
You’ll find him at TonyMartignetti.com.
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Have you seen
The Fundraising Series of ebooks ??

They’re easy to read, to the point, and cheap ($1.99 – $3.99) ☺
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line and you would like to comment/expand on the above, 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, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.