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Donor cultivation and stewardship – it’s all unique and one-of-a-kind!

I often get asked from my clients, how many touchpoints do you need to give to a donor at a certain level?

And, my answer – it varies.

There is some science to the whole matter.  In fact, after I conduct a rating and ranking session, I will combine all of the numbers and come up with a formulaic cultivation quotient.  The number of touches estimated for a particular donor’s rating score and ranking.

To me, that is a guide.  What we must remember is that each donor is an individual.  They have different motivations for giving, different ways that they would like to be recognized, and different things that they are interested in giving to support. And, that means that they all have different cultivation and stewardship needs as well.  So, while I could say that the cultivation quotient for Mrs. Smith came out to 20 touches per year, she may not want to be contacted or that involved with the organization.

I advocate that each necessitates a thorough review and a particular strategy custom and unique for them.  And, often, it takes a wise fundraiser who has been in conversation with the donor to recognize what is or is not important to them.

Now, I am not advocating that we throw the “moves management” system of relationship-building out.  However, what I am recommending instead is that we seriously advocate instead for a very donor-centered process that takes in the uniqueness of each donor into the “moves management” equation when developing strategies for cultivation and stewardship.  Let’s not reduce our donors down to formulas, quotients, or tactics.  They are people – unique and compassionate!

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Characteristics of a good development director

Technical skill or personality, which is most important when hiring a new director of development?

That is a great question.

And, while ideally, both would be great, that is not always a guarantee.

So what do you look for in this case?

While just about anyone can have the skill set of a fundraiser, not everyone can have the temperament to be a superior director of development. It takes personality to make a professional difference. And, let’s be honest, not everyone has personality.

What kind of personality?

Well, development professionals must have a temperament suited to serving people’s needs. They must be attentive, persistent, and flexible. They need to have a thick skin and be willing to give others credit. A huge piece of the job is making others look good while taking the back seat to their ego. When they do their job well, no one knows it. They make an indirect not a direct contribution to accomplishments and very rarely if ever take the credit.

The best development professionals are servant leaders, putting the needs of the organization and those that they serve ahead of their very own. They are the voice of the donor within the organization and as a profession as a whole.

Since they are that voice for the donor, I then ask, what is it that donors expect in that person?

A recent article published on Guidestar stated that donors want someone who is passionate and enthusiastic about the mission, has high standards of integrity, authenticity, self-confidence, and most importantly someone who loves their work and shows it by their willingness to pay the price to get the job done with joy.

So don’t hire based just upon skill sets or certifications alone. You might not be satisfied with what you get. Delve deeper to determine if this person has the right attitude, temperament, and belief that will take your organization to the next level and meet the needs of your donors.

Shall I dare say, good development directors are not as easy to find? But bad ones are!

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More than just a monetary number – the capital campaign feasibility study

There are quite a number of groups seeking to test the feasibility of a possible capital campaign.

And, so naturally being a consulting firm catering to small fundraising shops, I tend to get asked to talk about these, and I am currently in the midst of one now.

What I find is that groups think that feasibility studies only test for one thing and that one thing is a financial goal.

I assert that there are many different types of things that a feasibility study tests for as a result.  Financial goals being just one.  In fact, more importantly, feasibility studies look at both internal and external perceptions and find areas of opportunities and challenges for an upcoming campaign.  Things such as “what about that large endowment the organization has?”  or “it doesn’t have strong fundraising leadership?” or “you need to ensure that so and so is on board and committed to launching a full-scale effort.”

Through a feasibility study, a group also finds out about potential campaign leadership, which by the way, can make or break a proposed capital campaign, other competing campaigns currently or just recently completed within the same community, and potential prospective donors to a capital campaign.  Also, a capital campaign feasibility study will unearth the general economic outlook both nationally and locally and how will that impact the success of a capital campaign.

So, as you can see, a feasibility study done correctly will provide lots of data that can then be used to refine the case for support, determine if it is time for the organization to mount a significant campaign, and what is the recommend campaign plan based upon findings as part of the study.  Oh, yes, and what fundraising goal will be feasible.

If you or your group is considering an upcoming capital campaign, I urge you NOT to skimp on the process of conducting a feasibility study.  You will learn more than just – can this campaign make a go of it.  You will find out exactly how much and how it can or cannot!

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The revolving fundraising door at our organizations

What is going on out there?

For the past year, I have watched development jobs come and go on the job boards.

I lamented that folks like myself with over 20 years of experience, certifications, and education were getting passed up for the lower paid, less experienced, “greener” young ones.  And, there might be some thread of truth to that.  I can’t be all wet behind the ears.

But, the funny thing is lately, after a year of scanning job postings, I started to notice something very, very interesting.  The same postings were coming up.  A place down in Newport, a place in Dorchester, the same job, needing the same person.

It is so costly to keep having staff turnover.  Expensive in many ways.  Not just because of having to fill a vacancy, but costly to the organization as its donor base is disturbed.  Development is all about relationships, and if high staff turnover continues, those relationships are never truly built.

Another thing that I have noticed is that some organizations are being a bit more proactive.  Seeking out referrals for qualified candidates and then actively recruiting instead of waiting for candidates to apply and come to them.

The smarter move, I might add.

I guess I pen this manifesto for all those development professionals who have spent years in the field honing best practices and in some cases even developing them.  It is time that organizations stop looking for the cheapest, youngest, idealistic help.  It doesn’t serve the organization to cut the budget by hiring inexperienced newbies for its top position, particularly when it comes to fund development.  Can you afford to take a chance on someone who is “green” behind the ears to figure it out as they go along?

I think naught!  If you think differently, leave me a comment below.

 

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Oh, the woes of a nonprofit fundraising database!

So, let’s talk database.

What? That seems like something so mundane. Well, it may be, but it is so critical to fundraising.

Throughout my professional career, I have been victim to bad databases, and I have been asked to work with bad databases.

One thing is for sure, without an initial thought out structure, problems are inevitable. I often come into organizations that have no rhyme or reason as to what they call their Campaigns, Funds, and Approaches. You know, one year it is called Spring Appeal 2016, and the next it is labeled the Mother’s Day Appeal.

Consistency is key. I see so much inconsistency that why bother having a database, to begin with at all. The way names are entered i.e. Mr. and Mrs. Smith or Bob and Laura or even Robin and Smitty or Robin & Smitty.

It drives me mad.

Having a database procedural manual developed with consistent data entry standards specified is critical. How do you pass this institutional information along when staff transition or do you? Do you let them sink or swim?

Hey, garbage in is only garbage out.

The most important thing is the question of who has access to this database? Who does the main gift entry? Moreover, I pray that your answer is a development staff person. Please, do not say that it is a member of the finance department, or even worse, a volunteer or an intern.

Provide those using the database with training in the software itself and budget for it every year. Moreover, don’t think that a cost saving is ignoring software updates and the resulting costs.

I cannot stress enough how important the database is to your fundraising efforts. It will allow you to be donor-centered in your work regarding recognizing donors and their giving the exact way that they want to be recognized. It lets you accurately report on giving and make comparisons that will affect the future of your fundraising efforts, and it will allow you to become more strategic in your endeavors through segmentation and greater personalization.In all of my career if I had to answer the question of “What impacts the success of fundraising THE most, besides the Board, of course,” I would have to answer, the database.

Moreover, folks EXCEL is not a database; it is a spreadsheet tool used by those in the finance department. Please don’t say that you cannot afford a database. Some great databases are available for a very fair and affordable price.

Pay close attention to your database – this is the brain behind your efforts.

 

 

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New “DCS” interim development services

Development Consulting Solutions is announcing NEW interim and project-based service offerings:

Who is “DCS”?
There are limited Certified Fund-Raising Executives (CFRE) providing outsourced fund development services and serving as interim fund development staffing. What most organizations need is someone who can do the work for them!

“DCS” recognizes this need and has provided this service to a variety of small to mid-sized nonprofits throughout the New England region. Some of these nonprofits have included Malta House of Norwalk, CT, Friends of Buttonwood Park of New Bedford, MA, and United Methodist Elder Care of East Providence, RI.

“DCS’s mission”
“DCS” does not engage with everyone! We have a rigorous eligibility requirement and screening process and only work with four select clients at a time.

What are our requirements? We only work with small to mid-sized organizations that are ready, receptive, and willing to take their development program to the next level through outsourced assistance. These organizations have an engaged Board of Directors, an open-minded and willing staff, and leadership ready to support the organization.

We only work with organizations that are willing to invest in their development function, value established service costs, heed professional advice, and strategy, and act respectfully in the client and consultant relationship.

By selecting those clients most ready to embark on taking their organization to the next level, “DCS” provides you with the tools and staffing to raise more money in support of mission!

Why “DCS?”

  • To provide outsourced development expertise to organizations that do not want to hire someone in-house.
  • To assist busy executive directors with taking a few things off their plates.
  • To reassure donors during a transition or vacancy in your development office that your fundraising efforts will continue
  • If time is needed to do a search for a permanent development director, and you do not want to be rushed to make a selection
  • When you are seeking a new executive director and you want to be sure that this leader has an opportunity to select the permanent development director
  • Because as interim development director, I can have more candid conversations with the executive director, board, and other leaders about why there are problems with keeping development staff or staff is underperforming
  • When your organization has never had a development director and needs an experienced professional with a proven track record to start up the development office and pave the way for a more junior development officer to be successful.

Here is what “DCS” can do for you:

  • Assess current fundraising activities and make recommendations to improve strategy
  • Improve your fundraising efforts
  • Model what a good development officer does
  • Enhance systems and processes within the development office
  • Troubleshoot development problems
  • Coach the Executive Director and Board in fundraising to boost confidence and skill
  • Help with the hire of a permanent development director

“DCS” helps with:

  • Major Gifts
  • Direct Mail Appeals
  • Development print publications – your newsletter, annual report, brochures, etc.
  • E-Appeals and E-Newsletters
  • Grants
  • Cultivation and Stewardship Events
  • Special Events
  • Capital Campaigns

For “DCS” pricing, please check out our menu of packages here!

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Is it time to go public with our campaign? Maybe, maybe not!

When to go public?

A question that I am asked a bit. When can our capital campaign go public? When can we put a thermometer out on our lawn? When can we start to ask our constituents and the general community? When can we have a special event and invite everyone?

The all important question, “is it time?”

My answer? Not until you have a certain number of lead gifts in hand. And, not before you have your institutional family committed to the campaign – folks like your Board of Directors, staff members, Campaign Steering Committee members, and your leadership donors.

Only when you have the majority of lead and family gifts in, is it time to broaden the focus and extend the solicitation process to more prospects through a more public campaign. Some say that you should have at least 50-70% of the entire gifts needed for the campaign in hand. But, one thing is for sure, the “Quiet” Phase is that indeed – quiet. There is no general advertising of the campaign or overall campaign fanfare.

Once you have a significant number of advanced gifts in hand, it is at this juncture that you should plan a campaign kickoff celebration event to aid in your project going “public.” This “public” phase is when the work of soliciting the organization’s broader constituency begins.

Then and only then should you put that “Community Thermometer” in the ground and start having your special shindig events.

So, is it time to go public – maybe or maybe not.  It all depends upon the science of campaigns and it is not something that you want to rush.

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Do not take Fund Development best practices at face value!

Best practices. We hear that phrase often. This week, I even read a question asking if “best practices were misleading?”

Are we throwing that phrase around to legitimize our field? Our do we have best practices and what are they?Fundraising best practices

Well, I contend that the only true best practice is one that is grounded in research. Those are harder to find that than the other so-called “best practices.”

While studying for my Masters Degree in Philanthropy and Fund Development, I learned that philanthropic research has many gaps. However, there are people now making a study of philanthropy and conducting research. Folks like Adrian Sargeant and Jen Shang. More research is needed in our field to support our work.

I can tell you that when research is grounded in actual studies, it works. Eye motion studies, philanthropic psychology, etc., etc.

Recently, I have been working on many appeal letters. And, each time I craft one for the client, I get pushback. Why do you indent paragraphs? Why do you repeat yourself often? Why is there bold and underline? Do we need to include a P.S.? And, can’t the letter just fit on one page? Must we send more than one appeal?

Pushback that is unfounded. And, I push back with research. When the client allows me to use those best practices, the results speak for themselves.

When those results speak for themselves, it is magic. Campaigns get funded, new projects begin, and donors have the opportunity to make a greater impact.

We forget that the fact (and it is a fact) that we are not beggars. Donors want to give. And, to give, they must be asked. Asked in a way that moves them to feel connected to their core beliefs through your organization’s mission.

Know the difference between unfounded best practices and best practices backed by scientific research. Read blogs, stay current with trends, and keep furthering your informal and formal education. When you do, and you practice it, your results will show all the difference.

Fund development does have a researched body of knowledge. Don’t allow anyone to convince you that it does not.

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Yep, the Board does have a role in a capital campaign!

What, wait, we hired that Capital Campaign Consultant to run the campaign, and now you are telling me that I have to do something.  No, this can’t be possible.

Yep!  It would be unrealistic to think that a capital campaign is left up to the staff to manage.  How could they?  The staff doesn’t have access to donors and to peer networks?  A campaign is not a one, or two, or even three person job.  It is even more unrealistic to think that now the capital campaign consultant is in town, no one
needs to do anything period.

So, I know you’re shaking in fear that you might have to ask for money.  Well, yes, you may.  But, that is not your only role in a capital campaign.

When running a capital campaign, I meet with each of my campaign’s Board of Directors and review the Campaign Plan, goal, schedule, gift chart, and Case for Support.  I insist that they vote to approve these primary campaign documents.

And, I also share with them a Board commitment form that I have each and every one of them sign and date.

Board members have many responsibilities to a campaign. Below is my top ten list of capital campaign responsibilities and what I expect them to commit to:

  1. Not taking on any major new volunteer roles for other organizations and consider how to pare down current obligations and be accessible to the campaign.
  2. Review their philanthropic planning for the next year and perhaps beyond, as well as their calendars for those years.
  3. Consider what role they could and would like to play in the campaign. Every board member will be responsible for some part of the campaign and will be engaged in identifying and enlisting campaign committee members.
  4. Review their list of contacts – friends, neighbors, business associates – and carefully consider which of them may be interested in learning more about the organization.
  5. Review and approve the capital campaign plan as recommended by the capital campaign planning committee.
  6. Make a “stretch” gift to the campaign. 
Board members will all support the Annual Fund campaign each year in addition to supporting the capital campaign. All board members will participate financially in the campaign – to the best of their ability. The board will be the first to give. 
It is essential that other donors see 100% percent participation of the board.  It shows them that the board has the utmost faith, confidence, and enthusiasm for the organization.
  7. Ensure that contribution are used well and according to donor intent.
  8. Read all materials given to them by the organization and the campaign. Members of the community – donors, clients, friends, neighbors, etc. – will turn to the members of the board for guidance and information.
  9. Be an advocate for the organization, to the best of their ability, in the local and the wider community. Help expand the organization’s influence and exposure throughout the community by:

o   Securing the sponsorship of a community group to support the campaign.

o   Recruiting a speaker, host, or sponsor for a special event.

o   Arranging tours of the organization for interested individuals, corporations, foundations or others.

o   Hosting an event at their home, place of business or community organization.

o   Endorsing a solicitation made by the campaign leaders, either by phone or by letter.

o   Setting aside at least 20-30 minutes weekly to plan how to help the organization’s campaign.

o   Thanking donors and staying in touch keeping them informed of the project plans.

o   Evaluating the success of the campaign to determine strengths, areas of improvement and effectiveness of board policies and decisions.

 

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Sink or swim: the capital campaign steering committee

So, I have a niche somewhat of assisting smaller nonprofits with their capital campaigns.

This niche can be challenging because many of these groups have not had an ongoing, comprehensive fund Steering committee means campaign successdevelopment program in the past. However, working on these smaller campaigns can also be very satisfying because I can help them use this campaign to begin to develop these efforts.  I take those campaigns that a lot of other consultants won’t touch! Many while not having a sustainable donor base to build from, often needs a campaign without doing the preliminary feasibility study.  They need the money, and the campaign must go on.

In the process, there is one thing that I have come to realize.  The capital campaign steering committee is an absolute must.  And, for these smaller groups, it becomes the backbone of their campaign.  In forming this committee correctly, the group has the potential to propel the campaign forward.  Without this group, it may flounder.

And, this group can’t include just anyone.  It needs to include folks that can open doors to others have known networks, and believe in the cause.  They hold some of these smaller campaigns in the palm of their hand.

Without having a known, loyal donor base, this committee can introduce the campaign to a wider net of contacts who may be interested in learning more about the case.  They can leverage their networks to build relationships with, the can act as ambassadors for this campaign, and they can help, to ultimately build this organization’s future.

Not only that, this group can serve as a “feeder” system to the larger organization’s Board of Directors introducing them to a pool of prospective Board members who have deepened their engagement within the group.

Far too many smaller groups gloss over the importance of the who on this committee.  And, by glossing over the who, they are, in essence, glossing over what it takes to be successful in raising money for a capital campaign.  Let’s face it, without a loyal donor base, who else and how else are they going to get access to building one.

I purport that a committee group of connected individuals means success.  And, don’t settle for anyone who says less because they are just fooling you into believing that you can pull this stuff out of thin air.

Just saying, end of story!

 

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OORAH – What the Marines taught me about fundraising

This weekend I took a little vacation of sorts.  I ran a marathon.  The Marine Corps Marathon in Washington, DC.  Running a marathon is exhausting, but also, reflective.  For you see, you run for 26 miles.  That is a long time on your feet – sometimes, three, four, five, six, or even more hours.

Over the course over the weekend, there were approximately 3,000 marines – some of our countries finest armed service men and women.  And, as I reflected on my experience, I was reminded of how important it is to take care of our donors.  You see, the Marines took care of me while I was runMarine Corps Marathon and Fundraisingning.

They were there to welcome me when I arrived – how often do we welcome donors for their first gifts to us or even their second or third?

They directed me through the maze of marathon logistics – how often do we try to make our experience of being a donor easy for our donors?  Do we point them in the right direction?  Do we connect them with aspects of the charity that they care deeply?

And, then when I was running, those Marines were out there cheering me on as if I were the hero – how often do we cheer on our donors in their act of giving?  How often do we make them feel like the superheroes that they are?

When the going got tough, they were there for me, telling me that I could do – when things get tough for our donors, are we still behind them cheering for them?  Perhaps they can’t give us as much, do we abandon them as people?  Or do we still treat them the same, cultivating the relationship?

And, at the end of it all – they placed the medal on me and made me feel accomplished – “Congratulations, Maam” – do we treat our donors like they are the real heroes, even though we are doing the actual work?

Interesting questions.  I was awed and inspired by this display of honor at the marathon.  The Marine’s know how to put on a good race.  And, they also know a lot more about how to treat people.  There are lessons learned here on how we should go about treating our donors.

Giving is MORE like a marathon than a sprint.  It is about cultivating relationships with our donors over weeks, months, years – just like a marathon is about training for days, weeks, months, and years.

So, go out and run the race.  And, even though it is your organization that is doing the hard work, take some lessons from the Marines and treat your donors like the superheroes that they are.  After all, the Marines are making this sacrifice for our country, just as our donors are making another kind of sacrifice for our organizations.

OORAH!  Now get out there and train.

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Holy cow, fifty shades of fundraising consulting, which do you prefer?

Lately, I have been doing a lot of driving.  And, as a result, a lot of thinking.  I have clients all throughout the Northeast.  And, sometimes, yes, the driving does get “old.”  But, then I sit back and reflect.

You see, there are many different types of fundraising consultants.  And, lately, I have been hearing a great deal about “remote,” “outsourced” development professionals as opposed to the strategic “tell me what to do” consultants that produce a plan and then move onto to the next client.  I do consider myself one of these, in fact, all of these.

But, perhaps I am old-fashioned.  Or maybe I just have been working in the field too long.  I remember, long ago, when there were resident consultants who upped and moved to different parts of the country to live and work at a nonprofit and become immersed in their community.

And, while I don’t up and move, I do spend lots of time on the move.  I think – no, wait, I believe it is critical to the success of my client’s efforts.  Yes, many of the things that I do while sitting in their organization can be done quite easily from home.  But, it is not the same.

Two weeks ago on my blog, I noted how “culture of place” is such an important part of our work.  How can you get to know and understand that “culture of place” if you are working remotely?  Or for that measure, how can you understand the mission and culture of the nonprofit that you are working for if you never sit at a desk and be a part of all that happens on a day to day basis.  What does this have to do with fundraising?  A lot!

It makes a big difference to the quality of work.  When I am onsite, I am a strong reminder to the client that we need to focus and get work done.  So, a lot of work gets done.  When I am not directly onsite, and I work remotely, it seems like work moves at a snail’s pace.  Emails are not answered with urgency, and meetings are postponed.  I get it.  I fall to the bottom of the list.  Very different than having a living, breathing person taking up precious space/rent or whatever you call it in your office as a good reminder.

And, the kinds of things that I do go far beyond just providing advice. I do the work. I craft appeal letters; write newsletter content, solicit donors, write Case for Supports, write grants, work on board development, manage capital campaigns, conduct feasibility studies and audits, on and on and on.

So, when you are thinking about consultants – yes, personality is important – yes, credentials and experience are important, but, don’t overlook the consultant’s personal philosophy of service provision.  Will they go the distance, sometimes hundreds of miles at a time, to live in hotels, to get your work done and to understand the context, both internally and externally, in which your work happens?

We don’t expect our staff development professionals to be in the office behind their desks, so why would you expect the same of a fund development consultant?  They need to be building relationships with organizations to create impact – just as fundraising professionals must be with donors.  It is just another extension of this donor-centered relationship – creating results and positive outcomes for a mission.

While the old models of “in-residence, uproot you and your family” are not so available today, I believe that my unique model of in-residence consulting of a set number of days per week/month onsite is an excellent compromise.  And, hey while I toot my own horn, my model makes a huge difference to my clients and sets me apart from the rest of the bunch.

See you on I95 or maybe I89 or maybe Rt 66.  But, you can be sure of one thing, you won’t see me sitting at my desk at home.

P.S. – Yes, these are photos from my travel.  When I say I get immersed in a community that I am working in, I do.  On a recent stay in a client’s town, I did go to the “Cow Barn” for milk for breakfast.  And, that stretch of road is I91 heading into a client’s town in Vermont from another client located in the Stamford area of CT.

 

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