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How to create a quick and easy fundraising plan to help you reach your goals

So, maybe you have been operating without a plan up until now.  And, that is ok, but it is not strategic, and to meet your goals, you need to have a plan that you follow, monitor, and correct if needed.

Here are some simple instructions on how you can quickly create a development plan if you have been operating without one.

  1.  Develop a gift table.  A gift table outlines the number of gifts needed for you to reach your fundraising goals.  And, yes, even small fundraising goals should have a gift table created.  So, for instance, if you have a goal of $50,000, you would need a top gift of $12,500.  I have another article on how to use a gift chart to guide your fundraising effort.
  2. Once you have your gift chart created, it will guide your strategies.  Take that gift table and think about how you are going to raise your top gifts.
  3. Then break out all the possible fundraising strategies into key categories.  Those key categories may be major donors, individual donors, Board giving, special events, corporation and businesses, private grants, government grants, and earned revenue.
  4. Plan on how many you are going to solicit from each category and how i.e. individual donors you may send out a lapsed donor appeal, an annual renewal appeal, and perhaps a prospective donors appeal using direct mail appeal and maybe phone follow-up.  Your complete mail out will be close to 1,000.  You can even go a step further and calculate the average gift amount if you are able.
  5. From the numbers that you will be soliciting and the calculated average gift amount determine what your estimated income will be.  Know or have any expenses, calculate those and subtract them from your expected income, and you have a net income number.
  6. Then the last key element of this plan is to determine when you will complete each strategy by and who is responsible for the strategy i.e. development staff, executive direct, Board of Directors, etc.
  7. Then implement your plan. But, most importantly use this plan as a monthly monitoring tool.  Share it at your Management Staff meetings and with your Development Committee or the Board of Directors.  If it appears as if you are “off” on projections, make mid-course corrections and adjust your budget.
  8. But, don’t let this sit on a shelf.  Get it in action.

You may want to consider putting all of the key plan information in a spreadsheet to have it all in one place.  Or you can use a Word document table.  Whatever format you use, start with the gift table, develop the plan, keep this plan in a prominent place, share it and monitor it, and make mid-course corrections.

You can’t operate successfully without a plan in place to drive and focus your effort

Then you will be on your way to reaching your yearly fundraising goals.

And, if you need help creating this development plan, let us help you!  Email me today to schedule an hour to get your development plan in shape!

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How your direct mail appeal letter typesetting can help your letter raise more money

One may think that the content or copy of a direct mail appeal letter is King (or Queen), but studies have found that there is something else as equally or maybe even more important than what the letter says.

What is that one thing?

Typesetting.  And, typesetting does matter when it comes to direct mail appeal letters.

Typesetting refers to how one presents information on a page.  Eye-motion studies have found that readers don’t read word for word all that is on the page.  Reader’s eyes are drawn and attracted to what is on the page through the strategic use of photos and captions, liberal uses of white space, and formatting emphasis such as bolding, underlining, and italicizing.  Today, this is becoming more of the case as we rely on social media such as Facebook and Twitter for 140 characters and snippets of information.

Here are some of my top tips to help your direct mail appeal be the best that it can be.

  1. Readers skim. So, photos with captions (and a caption that points out how the donor is making a difference), and underlined and bolded text all help to keep the reader skimming and highlighting the key points you would like them to learn. Ensure that photos are of high quality and show faces, especially emotive eyes. People connect to one another, even on paper, with eyes.
  2. A two-page letter does test better than a one-page letter. Since donors are skimmers, repetition is essential. It may seem redundant to keep repeating things over and over, but, donors do not read all that your write. So, keep repeating your core message and “ask” throughout the body of the letter with again using formatting for emphasis.
  3. Keep letter format consistent regarding type size, font usage, etc. Anything that makes it difficult or confusing for the donor to read, decreases readability.
  4. Keep your paragraphs short and concise. The reader may lose their place, focus, and tend not to finish a story that they are in the process of reading if there is too large of a block of text.  And, you certainly do not want to have the reader miss important stories and other critical letter components.
  5. Make sure it is as easy as possible for the donor to give to you. Odds are they will not go too far out of their way should they wish to donate. Include the direct link to donate or make it as streamlined as possible.
  6. Lastly, don’t forget a P.S., invite the donor to speak with you directly, remind them that you are available for questions, or welcome their suggestions. Direct them to give online here. Just make it compelling with a direct ask, a deadline, and a call to action. Research shows that no matter what is in the body of the letter, the P.S. draws one’s eyes in.

So, though you may think that what you say is key, think again, a well-typeset letter has the power to get your letter read especially in this day and age of 140 characters of less.

For your next direct mail appeal letter, why don’t you take the six items listed above and incorporate them into your writing?  Doing these six things alone has the potential to significantly increasing the response rate of your letter.  And, don’t we all want letters that speak to our donors in ways that they will read them?

Email me here to get a sample of one of my very own direct mail appeal letters!

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How to run a successful Mother’s Day fundraising campaign

At the start of Spring, our thoughts turn to flowers, sunshine, and our Mom’s!  And, for many nonprofit organizations, this is a great direct mail theme and just in time for a Spring appeal.

So, how can you maximize this appeal to give your donors the best experience?

Well, for one, if your organization has moms or caters to mother’s, you can certainly use this as a theme.  But, if not, you can still create an engaging direct mail campaign.  

Here are some of my suggestions to start you off on the right foot:

  1.  Consider tying your appeal to “honor your mother or special mom.”
  2. Feature a mother as part of the theme of your appeal letter.  Share her story.
  3. Allow for “in honor/ memorial” giving and make this a central theme.
  4. Instead of sending your traditional “in honor/ memory” letter to the recipients, why not have your clients create a handcrafted card that you can send instead.
  5. If you are a park or other facility, considering things such as helping to plant a garden for mothers
  6. Host an event for that special mom i.e. a special mass, Sunday brunch, ceremony, etc. where you invite and recognize all the “honored” mothers.
  7. If you have mothers at your facility or even grateful clients, consider having them sign “lift” notes that you will place on the appeal letters before you mail them.
  8. Consider having folks share their stories about their mother’s.
  9. Consider expanding the campaign through “Peer to Peer” social media, in-person outreach, etc.
  10. Use Mother’s Day to provide a sense of time-sensitive urgency to your appeal.

These are just a few simple suggestions to get you started thinking about how Mother’s Day can become a central fundraising campaign theme for your organization.

Have you run a Mother’s Day campaign before in your organization?  What worked, what didn’t.  Share with us in the comments below.

And, if you need someone to pen your campaign letter and help structure your campaign, Development Consulting Solutions is always here for YOU!

 

 

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Is it time to close our nonprofit doors?

As a nonprofit organization, you are here to meet a mission to your stakeholders.  Maybe long ago, or not so long ago, you were founded to assist a particular group or meet a critical need.  And, months go by, years go by, and you are still in existence.  But, is the need still there?  Are you still relevant towards meeting that need?

Sometimes, we just don’t want to answer this question.  Because in answering it, you may find, that yes, indeed, you have met your mission or, in fact, are no longer relevant, or facing a crisis, or maybe even just plain exhausted and lack energy as an organization.

Is it time to dissolve perhaps?  Maybe merge with a similar group?  Shutting down is not the only option, but it is one.

Let’s face it, was it ever our intent to be here forever?

Hopefully not.

In admitting that you have met your mission, you have done exactly what you have set out to do.  And, more and more nonprofits are choosing this route, admirably I may add.

Ultimately, though, this is a larger Board discussion.

Why?

Because the Board of Directors is directly responsible for the organization’s future:  whether to grow, change, downsize, merge, evolve, or close.  This is governance at its most important and highest level.

Here are some important questions to explore as a Board before you do:

  • Are we meeting our stated mission?
  • Are we helping our intended audience?
  • Are we still relevant to our community?
  • What is the situation that is precipitating this discussion?  Are we tired, lack energy?  Financial constraints?  No longer needed?
  • What would be the implications if we did no longer exist?
  • Do we want to continue?  Can the organization be saved?
  • Have we simply run out of steam and need to close down?
  • Is it time to let us fail instead of always trying to “right” the ship?
  • Do we have adequate human resources to keep things going and are they the right people?

After seriously reflecting on these questions, a nonprofit Board can choose to take several routes.

  • You can choose to change your mission statement to reflect who you are and what need you are truly meeting.
  • You can choose to restructure your operations, programs, and activities to lead to a better functioning organization.
  • You can find a similar nonprofit organization in mission and merge.
  • If under undue financial stress, you may consider filing for bankruptcy
  • Or, if you are just tired or having met your mission, you can cease to operate and dissolve.

Ultimately, the Board must recognize that a crisis situation exists, focus efforts on addressing this issue, and come to a consensus-based conclusion on which path is most appropriate to your mission, to the community you serve, and to yourselves as individual Board members.

 

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What’s next after your capital campaign feasibility study?

So, your consultant has just finished your capital campaign feasibility study.  The report is sitting on your desk, and you are wondering, where do I go from here?

Here are some possibilities:

The report may recommend that the organization takes some time to prepare its fundraising infrastructure before going into full campaign mode. Preparation may include things such as strengthening volunteer leadership, identifying campaign chairs, enhancing their fund development office, etc.  The organization should take the time to heed these recommendations and work either internally or with the/a consultant to strengthen some of the key identified areas before mounting a full capital campaign effort.

In some cases, the report may recommend that the organization move into full capital campaign mode.  In that case, the agency should seek to hire outside counsel either the firm that conducted the feasibility study process or another fundraising firm specializing in capital campaign management.

This report should be presented to the Feasibility Study Committee for review and once accepted by this committee; the committee should then give the report to the organization’s full Board of Directors for approval.  Once the Board approves, it should move to act on the recommendation found in the study.

In no shape or form, should this study be allowed to slip away or be placed on a shelf somewhere.  Time for action is now.  You do not want to lose the interest of donors and other key community members who have been part of the process and in some senses cultivated for a capital campaign effort.

In fact, the organization should share an abbreviated format of the study with these key donors and community members, and seek their opinions and possible engagement in the findings and campaign next steps.  The worst thing that can happen is that momentum is built through the study process and then grinds to a halt.

Accept the report, begin recommendation implementation, and engage key stakeholders throughout the process.

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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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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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A season of burnout?

I have worked in the nonprofit world far longer than I can remember.  My job began in the sector back in 1992 or so, when I became a grant writing intern for a local non-profit organization as part of my undergraduate work.

Little did I realize that some twenty plus years later, I would still be working in the sector.  First as a professional at local non-profit organizations and now as an industry consultant.  This week, I had cause to pause.  I received a telephone call last Friday evening that a former client of mine had passed away due to cancer.  I cried.  And, I cried.  And, I even cried some more.

Then, after a long season of constant deadline oriented projects, finally feeling a bit of downtime between clients, I became sick with the flu and was laid up in bed for several days, still weak as I write this article.  While sick in bed, I received another telephone call, someone else in my personal life had passed on, again due to cancer.

One thing I do know is that our work is long and hard.  And, we are often fighting for the lives of others in our sector.  But, does that mean that we don’t take care of ourselves?  Do we even stop a moment to breathe, to reflect, to take in the season that we are in, to spend time with our loved ones?

I am guilty of this.  I admit it.  I work tirelessly so that my clients can be the best that they can be.

This fall, I purchased a new book out by Beth Kanter, called the Happy Healthy Nonprofit.  I have yet to read it, of course, time has not allowed.  But, I am going to make it priority reading over the upcoming Christmas break.  And, I suggest that you pick up a copy too.  There are lessons in this book about self-care, taking the time to recharge, and not burnout out.  Let’s face it; our sector is a sector of burnout.

If you can do one thing right now, stop, get up, walk around – thank your employees, take in the sights and sounds of the season, perhaps take the afternoon off, hug a loved one, give someone close to you a call just to say “hi!”  There is more beyond our work than our nonprofit.  Yes, I said it.  And, if you don’t rest and recharge, there will be little else for you to give to others.

This week, I pause and remember my former client, Fr. Stan Kolasa of the Sacred Hearts Retreat Center in Wareham, MA, I take the time to honor his life and his legacy.

And, I take the time just to be – in the season and the moment.  And, I urge each of you to do the very same.

Reflect on your life, and take good care.  The fight always goes on, but it only goes forward when you are stronger.

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