Big Gifts for Small Groups
A Board Member's 1-Hour Guide to Securing Gifts of $500 to $5000
(c) 2006 by Andy Robinson
1 - The Money Taboo
When you were growing up, what lessons did you learn about money?
· Money is hard to get (it doesn’t grow on trees)
· Money is dirty (don't put that in your mouth, you don't know where it's been)
· Money equals power and influence (when I grow up, I want to be rich)
· Money corrupts (money is the root of all evil - actually a mis-quote, the love of money is the root of all evil)
· Money is private (in some cultures discussion of money is offensive)
To be an effective fundraiser you have to change your attitude about money. Think of fundraising as bartering - your donors give one thing of value - their money - in exchange for another thing of value - the good work of your organization and the benefits you provide to the community.
As a solicitor, your role is to educate your donors and learn how they want to be involved. You help them feel good about the gift. You facilitate a fair exchange. I can't think of a more honorable job.
2 - It's Simpler Than You Think
All the knowledge about fundraising can be summed up in 10 words: "Ask 'em, than 'em, ask 'em again, thank 'em again."
Small organizations tend to view fundraising as complicated and they view these 10 words with relief. They assume it's complicated, mysterious, and scary and that they need to hire someone with appropriate credentials, as one would hire an accountant, plumber, or lawyer.
The best fundraisers come out of causes. You can teach anyone basic skills, but you can't teach commitment and sincerity and, ultimately, that's what donors respond to.
There are fundraising strategies and techniques, but they are far less important than the one quality you need to be successful at fundraising: passion for the mission.
3 - The Word You Hear Most Often
When training groups I always ask them to list all of the strengths they have that could make them a good fundraiser. They list tons of them: they're creative, organized, educated, personable, they give themselves, sales skills, write well, passionate about their organization.
Then I ask them to list their fundraising weaknesses. They say: no fundraising experience, not time and no energy after a day's work, shy, disorganized, they sit on many boards and raise funds (supposedly) for many groups, don't know anyone with money, feel it's impolite to ask for donations, don't want to take advantage of their friends. Most of all, they are afraid of rejection - they're concerned people will say no.
Let us be clear: the most frequent word you will hear in fundraising is "no." Most people will say no. That's how it works. Fundraising is a volume business; you need to ask a lot of people because most folks will turn you down.
Don't take it personally. People chose not to give for a variety of reasons - in most cases they simply have other priorities - but it's rarely about you, the solicitor: what you said or didn't say, your clothing, your cologne, your inability to interpret body language, or your comedic timing.
Here's the good news: you and your fellow board members and volunteers already know all the people you need to know to raise all the money you need to raise. You have the relationships - right now - to meet your financial goals.
4 - Where Money Comes From
Myth - There's a shortage of money for non-profit organizations.
Fact - Americans are extraordinarily generous. For many years, private charitable contributions have exceeded $200 billion.
Myth - It is impossible to raise money when the economy slows down.
Fact - Charitable giving is almost recession-proof. Yes, it dips some in a bad economy, but expands in a big way in a healthy economy. Taking the long view, the pool of private funding or nonprofits tends to grow over the course of several years.
Myth - The most effective way to raise money is by writing grant proposals.
Fact - The vast majority, 80-90%, of charitable money comes from individuals. Dead people, year after year, through their estates, give away more money than all US Corporations combined.
Myth - "I don't know anyone who has money."
Fact - Roughly 70% of American families donate to nonprofits. 7 out of 10 people you know - friends, neighbors, colleagues - contribute money (this does not include labor) in the form of cash to charitable organizations.
Myth - Philanthropy comes from rich people, so the best strategy is to solicit rich strangers.
Fact - People with modest incomes can and do make substantial gifts. Total giving per household averages $2000 per year.
Unless you're a hermit you interact with donors everyday.
5 - Where Money Goes
When it comes to fundraising, one nonprofit sector outperforms all others: the faith organizations; collecting one-third of all charitable giving. Why are they so successful?
· They ask.
And ask. And ask. Churches pass the plate weekly.
· They ask everybody.
Faith-based organizations make little distinction between the rich and the poor. No one is screened in our out due to their assumed ability, or lack of ability, to give.
· It's expected.
It's accepted that everyone who attends is a donor or potential donor who would benefit by giving.
· They provide lots of options.
In addition to weekly giving there's the building fund, pastors Christmas offering, youth mission fund, you name it. Everyone is expected to give, but donors have a choice in how they direct their gifts.
· They create opportunities for donor interaction.
Faith institutions see their constituents several times per month: at worship services, family programs, religious study, leadership meetings, etc.
· Volunteers ask for gifts.
Most church fundraising is built on the backs of volunteers - passing the plate as well as leading the annual canvass of the congregation and organizing fundraising events. The highest form of fundraising is peer-to-peer.
· They do a great job building relationships.
They know their people really, really well. When it's time to ask for the gift, these relationships pay off.
6 - Why $500 to $5000
These amounts are large enough to justify the time it takes to develop a prospect list, prepare a letter, follow up with one or more phone calls, set up the appt., and eventually visit the prospective donor.
These amounts are small enough to include a wide range of prospects. $500 per year is $40 per month - easily within the reach of a lot of folks.
These amounts are modest enough to seem feasible to the novice, but ambitious enough to make it worth the physical, emotional, and psychic energy required to get over all those money taboos. Taken in the context of a major gift campaign, a team of solicitors working together toward a common goal of gifts between $500 and $50000 can add up to a lot of money.
Start somewhere, but start. Not starting - in other words, not asking at all - isn't an option.
7 - You, the Philanthropist
Most folks give away money for a combination of reasons: they care about the cause, see a clear need, had direct experience with the organization, giving is a family tradition, honor someone's memory, itemize a tax deduction, etc.
The top three motivators for why people give are not in that list, and they are:
· Somebody asked.
· You have a relationship with the asker.
· You want to be part of the work. (can't volunteer time, but can give money)
Surveys show many people are not well satisfied with our jobs and material possessions and are looking for more meaning and connection. The chance to participate in a good cause is deeply fulfilling. How does charitable giving enrich your life?
8 - The Day the Beggar Stopped Begging
The definition of begging is something for nothing. The definition of fundraising is something for something. When you solicit a charitable gift, you're exchanging one thing of value for something else of value. The key word is exchange.
Supporting a good cause feels good, doesn't it?
So why are we so uncomfortable asking people to do something that would make them feel good when they do it? After wrestling with this question for 20 years I can only come up with one answer: We feel uncomfortable because we believe the solicitation is about us, the askers. We focus on our discomfort. We get stuck on the money taboos.
Fundraising is not about your feelings, it is about the donor. As a solicitor, your job is to reach out with integrity - to make a clear case for your organization, to listen carefully, to engage the prospect on as may levels as you can. Your job is to serve the donor.
9 - "I Can't Ask My Friends!"
I have asked this question to thousands of people: how many of you have had a friendship go sour because you solicited funds or a cause? Answer: 1 in 50 due to miscommunication or inappropriate expectations. In other words, you CAN ask your friends!
Americans are trained to be independent, self sufficient. Fundraising is asking for help (if we had the means ourselves we'd finance it ourselves). But big causes require big solutions.
Suggested way of asking:
"Maxine, I'm involved with a great cause. We're doing terrific work to improve our community and we need your help. If you could support us with a $500 donation, it would mean a great deal to me. If you choose not to participate, that's OK - we'll still be friends no matter what. But I sure hope you can help."
When asking, give the person explicit permission to say no. There's no pressure involved.
Given your passion and the power of your cause, some will say yes. I promise you that they will be grateful for the opportunity to participate.
10 - "But I Don't Know Anyone Who Has Money!"
There's only one way to know how much someone can give - and that is to ask them. Don't judge them based on the car they drive, the clothes they wear, or the home they live in. Do you have access to their bank statement? Do not make the giving decision for them!
Fundraising boils down to two jobs:
· The asker - that's you - asks for the gift.
· The decider says, "Yes, I choose to give," or "No, I'm sorry, I choose not to give."
Don't confuse these two jobs!
Do not make decisions or other people based on your extremely limited knowledge of their finances. Don't screen them out based on hearsay, rumor, or the condition of their car.
Knowing people who have money is irrelevant; the question is, do you know people who give money?
11 - Prospecting: Looking Beyond the Locals
We often use the word prospect to describe potential donors. Prospects generally meet the following criteria, in order of importance:
Contact: Do they have a relationship with you, other board members, staff, key volunteers, or other donors to your group? A direct friend or a friend in common who opens the door is a contact.
Belief: Do they care about your cause?
Ability: Do they have money or other resources to give? Assume yes, since you won't know until you ask.
Anyone who meets these criteria is a prospect and should be asked for support.
Most people know about 200 people. Some of these are prospects. A Board of Directors, working together, should be able to come up with 500 bona fide prospects. They can be local (most are) but also at a distance (20% of Americans move each year).
12 - Thy Neighbor's Donor
There is a lot of competition for nonprofit donations. True. But there is a large pool - 70% of American families.
Most people who give money spread it around - giving to five to eight charities per year, many 10 or more charities per year.
Most non-profits acknowledge their donors in newsletters, annual reports, event programs, and other publications, and they recognize donors by gift level and that can give you an idea about how much each person contributes.
To expand your prospect pool, consider the following:
· Contact all nonprofits in your area and request their annual report or ask to be on their newsletter mailing list.
· Photocopy and donor list and distribute it to you board, key volunteers, staff, and significant contributors and ask if they know anyone on the lists.
· Compare these lists with your own - you may discover a small donor to you is a major donor somewhere else, and can thus be a major donor for your cause if they were asked.
If you diligently collect lists and "screen" names, your fundraising effort will benefit in two ways:
· You'll have lots of people to solicit.
· You’ll begin to build your fundraising team by engaging board, staff, and volunteers in the process.
13 - The Most Effective Way to Ask
The most effective way to raise money is face to face. Here are the advantages:
· You can talk with prospects and learn how their interests dovetail with your organization's work.
· You communicate your passion in a personal way.
· You can respond directly to questions or concerns.
· You can bring visual aids - maps, charts, photos, site plans, blueprints.
· It demonstrates your commitment to the cause; not only are you giving time and money, you show courage to the donor by soliciting support.
14 - If You Don't Have A Goal, You Won't Reach It
When raising money from individuals, we're concerned about two sets of numbers: How many donors participate and how many dollars do they contribute. Typically:
· The top 10% of donors contribute 60% of the financial goal
· The next 20% of donors contribute 20% of the goal
· The remaining 70% of donors provide the remaining 20% of the goal
If your goal is to raise $50,000 the following gift chart could be used:
Gift # #Pros. Total$
$5k 3 15 (5:1) $15k
$2.5k 5 25 (5:1) $12.5k
$1k 12 48 (4:1) $12k
$500 21 63 (3:1) $10.5k
Total 41 156 $50K
This is a flexible model; adapt it to your circumstances. Note the ratios - for every $5000 donor you will need to identify about five $5000 prospects.
After you compile a list of prospects, the board comes together and matches the prospects to the amount expected. List out the amount, the name of the prospect, and who will be the solicitor.
The process takes a while. Get some pizza and get busy. It's a good way to test the feasibility of the goal. For the above example about 150 prospects are needed. Fundraising is a volume business - if you don't have enough prospects, solicitors, or both - you may have to lower your sights or delay your campaign.
15 - Before You Ask Money, Give Money Yourself
You reap what you sow - if you're not giving, you’re not getting. All board members should give to the best of their ability. Appropriate board member understanding should be, "Because you are a leader in the organization, we expect to be one of the top three charities you support each year."
There is no way to enforce this, but it sets the tone. Board members need to give time and money for the following reasons:
· Fundraising is part of your job, and you'll be more effective if you do what you're asking others to do.
· Despite what you've heard, time and money are not convertible - neither the phone company nor your landlord is willing to accept time for money.
· Sooner or later you'll be asked this question by an individual prospect, foundation officer, or corporate funder: "How many of your board members give to your organization?" And if you can't say, "100%, every single one of us!" the prospect will reply, "Well, if you can't get your own folks to give, why should I?"
Board members who don't give cost their organization more than they know. Before you ask, be as generous as you can be.
16 - Honesty, Follow Through, and Reasonable Expectations
The process of soliciting a big gift generally includes three stages:
· A letter requesting a meeting.
· A phone call following the letter to set up an appointment.
· A visit to solicit the gift.
Note these three key points:
· Honesty and transparency generate the best results.
At each stage, letter, phone call, and visit, you must be completely clear about your purpose, which is to raise money for your organization. If you ambush people you will not raise much money.
Transparency means naming numbers right from the start.” Alice, I'm writing because we're launching our first major gifts campaign and we're looking for gifts of $500 to $5000. I'm not sure how much to ask you for so let's sit down together and talk about it."
· Don't start what you can't finish.
Once you begin, you must follow through. The worst thing you can do is mail a letter to a prospect that says, "I'll call you," and then avoid the telephone. If you plan to lose your nerve, do it before you begin. Your and your team and organization's credibility depends on it.
· Begin with reasonable expectations.
The beauty of a straightforward approach is that it screens out those who are less likely to give and those who remain will be strong prospects. If your letter and phone call explicitly discuss fundraising, by the time you walk in the door the prospect will seriously consider your request. Furthermore, if you mention numbers in advance they won't be shocked by the amounts when you sit down together.
Expect that for each 10 letters sent to legitimate prospects, you will eventually reach six to seven by phone and three to five will agree to meet.
17 - Act I: The Letter
Guidelines for the letter:
· Keep it brief (one page max)
· Say "Thank You"
· Explicitly discuss fundraising (don't hint or use code words)
· Include numbers (mention the range of interest - this is optional but recommended)
· The purposes of the letter isn't to get money, it is to get a meeting.
A sample letter follows. You may want to have the organization's office draft the letter, and you, the solicitor, customize it to fit your style. Just get it done and mailed!
Dear Martina:
It's that time of year again - we're doing our annual fundraising campaign in support of (brief description of your mission). Last year you made a very generous donation of $500, which is a big gift for us, and we really appreciate your support. Contributions from people like you helped us accomplish the following:
· (big, impressive accomplishment)
· (not so big, but still impressive)
· (something interesting the donor is unlikely to know something about)
This year we face a number of challenges:
· (big, scary challenge - maybe increased demand for your services)
· (not so big, but still impressive)
· (perhaps something about building your organization, rather than providing services)
To meet these challenges we're asking our most generous donors to consider doubling their gift, which in your case would be a contribution of $1000. I appreciate that this is a big commitment, so before you decide, I'd love a chance to meet with you, give you an update, learn more about your interest in our work, and ask for your support.
I'll be calling you next week to set up an appointment.
Again, thank you for your generous and loyal support. I look forward to speaking with you, and meeting with you, very soon.
Warm regards,
If you are uncomfortable with specifying a number, consider language like this:
We're asking for gifts of between $500 and $5000 toward a campaign goal of $50,000. To be honest, I'm not sure how much to ask you for, so let's sit down together, discuss it, and you can tell me what amount would be appropriate.
If you're writing to a prospect, rather than a donor, the relevant paragraphs might be:
As you know, I'm on the board of a local food bank, which works to (brief description of your mission). Our organization has a long history of success, including (insert bulleted items here).
One of my tasks as a board member is to identify new supporters for our work. We've set a goal of $___ and we're seeking donations of between $___ and $___ to help meet that goal. I'd like to arrange an appointment so we can discuss the work and see if you'd like to contribute.
18 - Act II: The Phone Call
The definition of telemarketing is one stranger calling another, you won't be doing that. These are not cold calls.
The phone has limitations (can't see body language, people screen calls, less personal than face-to-face) but it is still a powerful fundraising tool.
To succeed, you need to be persistent and flexible. Call at different times of day and different times of week. Call four to five times, leaving three voice messages before giving up on the prospect. The message goes something like this:
"Hi Mike, this is Joe. I'm following up on the letter I sent last week about our fundraising campaign. I'm hoping to schedule a time or us to meet. Please give me a call at 555-555-5555. If I don't hear back from you in the next few days I'll try again, thanks."
Do NOT give up after one phone call and leaving one message. That is not good fund raising. It is fear or laziness.
You can overcome fear. You’re doing an important job and as long as you're honest, humble, and responsive, no one will think poorly of you. Indeed, many will admire you. Email is another option if you're not getting through on the phone. It too is impersonal and easy to ignore. Yet good solicitors use every tool in the toolbox before giving up on the prospect.
19 - Do I Hear Objections
As a rule you should be able to respond to three objections before giving up on a prospect.
Objection: I don't have the time to talk right now.
Response: When would be a good time to call?
Objection: You sent me a letter? What letter?
Response: Well, let me tell you about the letter.
Objection: I really don't have the time to meet, can't we just do this over the phone?
Response: That's up to you, the meeting takes about 20 minutes and I'll make it convenient as possible - I can come to your home or office, whatever works for you. This just works better if we meet face-to-face.
Objection: I can't afford the amount you're asking for.
Response: The amount is completely up to you. Let's sit down together, discuss it, and then you'll decide.
Objection: You know, I generally make charitable giving decisions with my spouse (or someone...).
Response: Is it appropriate for the three of us to sit down together? If so, when would be a good time? If not, how can I help you to have that discussion - maybe the two of us could meet first.
Objection: You know, I support so many other groups and I'm tapped out for the year.
Response: I know the feeling - tell you what, let's take the money off the table. I'd still like to meet and thank you for your generous support last year. When you're budgeting for next year perhaps you could remember us then. So let's assume you won't be giving now - I hear that. But I'd still like to meet. When would be a good time?
Objection: We're down to one income and we don't have the money.
Response: I'm sorry to hear that. Is there some other way you'd like to be involved in our work?
Objection: This just isn't a priority right now.
Response: Well, your past support has meant a lot to us. Shall we keep you on the mailing list? Is it appropriate to contact you again in the future?
Three Rules of Telephone Appointment-Making:
· Whatever the objection, take it literally. Rather than making assumptions about what other people mean, or trying to read between the lines, take them at their literal word.
· Assume success. Don't ask, "do you want to meet?", ask, "when would you like to meet." This subtle distinction makes a difference.
· Keep bringing it back to your agenda. "When would be a good time to meet?"
Strive for balance between assertiveness and humility. If you give into fear, if you back peddle at the first objection, you do a disservice to yourself, your team, your organization, and your donors. Be bold and watch what happens.
20 - Where Do We Meet?
Top four locations, in order of preference:
1.) At his or her home.
· People are more comfortable in their home.
· You can learn a lot about them from their material circumstances.
· It's easier to linger and have more substantive discussion in one's home.
2.) At his or her workplace.
Same advantages as above, but disadvantages are competition for the person’s time and focus, and there can be interruptions.
3.) At your organization.
· Con: Donors who have to make a great effort to get to you on your own turf may feel less at ease one they arrive.
· Pro: They see your organization first-hand and you have great show-and-tell opportunities. When they see the work in action it can lift them up and make them want to participate.
4.) At a neutral location, typically a restaurant.
This is the least favorable option for the following reasons:
· Food, especially if it's poor food, can get in the way of the discussion.
· You can't control the environment (like the screaming child at the next table)
· The awkward business of who buys the meal.
Neutral locations are great for getting to know prospects or reporting to donors on how you spent their money. As a venue for soliciting gifts, use them as a last resort.
21 - Act III: The Visit
A brief overview of the order of the meeting:
1.) Build rapport. Chat a little. Don't begin talking about fundraising. Ask about the kids, job, etc.
2.) (Optional but recommended) State your goal for the meeting. Joe, I've come today with three things on my mind, One, I'm here to tell you about our work, Two, I want to learn more about you and your interests. Three, it's my responsibility to ask you for financial support. I'd like to know why you're interested in our organization, so let's start there...
3.) Uncover the person’s needs and interests. If they've given before, ask them why, if they haven't, ask them if they have experience with your cause or organization. Get the prospect talking.
4.) Present your organization: goals, programs, financial needs. Tell stories. Where relevant, cite statistics. Keep it brief. Don't describe the 14-point strategic plan! This is the time to use visuals (pictures, maps, charts, graphs...). Always encourage questions.
5.) Ask for the gift. Be clear, specific, and straightforward. Sally, as I mentioned in the letter we were hoping you'd consider a gift of $1000 to support our work. It would mean a lot to us. What do you say?
As an alternative: "As I mentioned in the letter, we're looking for gifts of between $500 and $5000. I appreciate that this is a wide range, and to be honest, we don't know the appropriate amount to ask of you. How much would you like to give?"
One you've asked for the gift, wait - keep your mouth closed. Let the donor respond.
6.) Deal with any objections. What you heard on the phone may be repeated here. Be prepared. Bring notes. If they say, "I can't give now," ask "do you want to make a pledge now and pay later? If that works for you, it works for us." Use common sense. Take a breath, ask yourself, "what is the logical response to this objection," then respond accordingly.
7.) Close the meeting. Restate any agreements you've made so both parties can leave the room with the same expectations. Again, be clear, specific, and straightforward.
22 - Two Ears, One Mouth
Major fundraising is more about listening than talking. Solicitors who talk too much tend to fail.
You cannot talk someone into giving you money, but you can talk then out of giving by talking too much.
You can listen someone into giving by asking good questions, being fully present in the conversation, and listening carefully to what he or she has to say. Listening is the most important skill in face-to-face fundraising.
Fundraising isn't about money, it's about relationships. Would you rather listen to a monologue or be part of a dialogue?
The more a prospect talks, the better your chance of getting the gift. If you know what motivates them, you'll be a more responsive partner.
23 - Show and Tell
The big advantage of face-to-face is you can show your stuff. Photos, graphs, blueprints, whatever is appropriate. It adds another dimension to the discussion.
Fancy visuals are not the issue, and delaying a fundraising campaign while you debate the visual materials is not acceptable. But visuals help you, the solicitor, as you learn and gain more confidence in your work. They provide an aura of credibility.
A real important value of visuals is to counter the "can't we do this over the phone" objection. If you have visuals, you can say so and that they can't be shown over the phone, so let's get together. What's a good time?
24 - Name That Number
You may get asked, "how much do you want?" If you are, you'd better have a number ready.
Usually it falls to you, the asker, to ask for an amount. Here's some strategies:
· Study the donor's past giving to your organization, including how the person was asked. People give 5 - 10X more when asked face-to-face than through the mail.
· Examine their contributions to other nonprofits (gleaned through annual reports, newsletters, etc.).
· Hold a screening and rating session, discuss the prospect, and arrive at a target amount.
Here are some options for making a dollar amount request:
· John, we've set a goal of $50,000 for our major gifts campaign. To start the campaign we're looking for three people to give lead gifts of $5000. We're asking you to be one of those people.
· Mary and I pledged $500, which is a lot of money for us. We're asking five of our friends, including you, to do the same. Would you participate? It would sure mean a lot to us.
· As I said in the letter, we're asking you to consider a gift of $2000 this year. I sure hope you can help.
Another strategy is to use the gift pyramid (at the end of this document - Appendix A). As I mentioned in the letter, we're seeking donations of between $500 and $5000. When all the boxes are filled in, we'll reach our goal. To be honest, we don't know how much to ask you for, so perhaps you can give us some guidance. Please take a look at the chart and choose a number that feels right for you.
Using a gift chart offers many advantages.
· You don't have to actually name the number. Pick a number on the box and say, "how about this one?"
· You look organized and professional. Your plan is clear, when all the slots are filled in, you have reached your goal.
· If the donor chooses to "negotiate down" you control the terms of the negotiation by setting the giving levels.
· The pyramid provides an opportunity for donor recognition. After a donor chooses an amount, you can ask if you can put their name on the chart to let other people know what you have pledged. Some donors are pleased with that, others wish to remain anonymous.
Faced with a range of choices, some donors will disappoint you by going low, so don't put $50 on the pyramid. But some will delight you by making larger gifts than you thought possible.
25 - The Gift of Silence
Naming the amount is difficult, but keeping silent after you've asked for an amount is more difficult. To succeed at fundraising, you have to learn to stay silent after asking, regardless of what you want to say.
The prospect is sorting out a number of issues after you've asked for an amount, let them think it through. Stay silent.
If you take nothing else from this book, please remember to ask and then be quiet.
26 - There Are Only Three Answers To The Question, "Will You Help Us."
· Yes
It's OK to act surprised, acting delighted is better! Be enthusiastic, show your gratitude. Figure out how the contribution will now be made. Follow up questions could include:
· How would you like to pay?
· Would you like to write us a check today? We also accept credit cards.
· Shall I send you an invoice?
· Would you like to pay in installments? We could set up monthly or quarterly payments.
· No
Sometimes a no is unequivocal. At other times you can use a "no" to reframe your question. Listen carefully. Take them at their literal word. If you do, you'll sense when to continue or back off.
· Maybe, I'm not sure, let me think about it.
Some people will decide not to decide. Rather than applying pressure, explore what they need to make a good choice.
· More literature or information?
· Tour of your organization?
· I'll leave this material with you and call you back next week after you've reviewed them further.
· I can have Bill phone you from our board, he has other perspectives on our programs.
Keep the ball in your court. Make sure you confirm the decision (yes or no) and follow up. Then, be sure to follow through.
27 - The Installment Plan
People can always give more money over a period of time than they can today. $500 is only $40 per month.
A gift of $5000 can be paid in 5 years, at $250 per quarter.
Use installments as a part of your pitch, or as a fall back. Installments are a solicitor’s friend. "I agree $1000 is a lot of money, but paid in installments it's very manageable, that's how we do our giving; spreading it out over the year helps us."
You must have the infrastructure to support installment giving.
28 - Closing, Clarify Your Commitment
In the language of sales, closing means getting a commitment. The next step is to repeat the commitment so everyone is clear.
After you've described the giving, and any installments, and how it will be paid, say, "Am I remembering this correctly?" If they say yes, mission accomplished.
The importance of clarifying the commitment cannot be over-emphasized. Far too often solicitors leave the meeting without clear commitments. Even if a donor isn't ready to say yes or no, negotiate a next step and restate it clearly.
29 - Act IV: After the Meeting
As much as 80% of the work in fundraising comes after you receive the gift. It involves thanking your donors, keeping them informed about the work, and inviting them to participate.
You want to set aside time to interact with your donors in ways that have nothing to do with fundraising. Every contact must not be about money.
Divide your top-tier givers among your board such that everyone has a reasonable number of assignments. Then, each board member call a major donor. Maybe make three calls per month, this is not taxing.
Open with "Hi, I'm a volunteer board member with (name of organization). I'm not calling tonight to ask for money (pause while they recover from gasping in amazement). I'm just calling to thank you for your support, it means a lot to us." Then, "Do you have any questions about our work? Do you have interest in being more involved? Is there anything we can do to serve you better?"
Do a survey, mention your major programs and ask which of those is most important to them and why.
You may wind up talking to an answering machine. If so, the message you leave is the same. We value your support and you're a part of the family.
Phone calls are only one way to keep in touch. Personal meetings, events, etc. can work as well.
The bottom line is this: If you don't have the time, commitment, or infrastructure to keep in touch with donors, then you shouldn't be soliciting them in the first place.
30 - The Most Meaningful Thanks
Other acknowledgements, saying thank you, can be personal notes, face-to-face thanks, listing contributor names in your newsletter, purchasing newspaper ads to thank supporters, commemorative items, flowers, food, donor recognition events, etc.
You don't have to overwhelm your donors with thanks, but you must reach out to everyone.
Even board members who shy away from fundraising have a crucial role to play in acknowledging donors. In a healthy organization, everyone says thank you.
31 - "We Don't Have To Do This All Year"
The most effective fundraising campaigns are time-limited; they generate the most money raised per hour of volunteer time. For small nonprofits, a concentrated burst over 10-12 weeks has several advantages:
· A sense of urgency to meet the deadline.
· Organizational focus. During a campaign season, this becomes the major activity of the board and fundraising staff.
· Able to recruit and train a team of solicitors who can compare notes and learn from each other during the process.
· Time off when the asking is over.
Board members may do other fundraising activity during the balance of the year, or not, but, they must fully participate in the annual campaign.
When scheduling the campaign, consider the following questions:
· When are your prospects available?
· When are your solicitors available?
· When are other organizational resources available?
The traditional campaign is led by a chair or co-chairs who supervise and support three to four team leaders, who in turn supervise and support three to four solicitors each. Make sure everyone checks in periodically throughout the campaign to compare notes, stay on task, and share success stories. When done, tally the results and have a party!
32 - In Praise of Amateurs
Volunteers, especially board members, make the best fundraisers. In addition to what's already been covered, here's why:
· Self-Interest... What Self-Interest?
There's no shame to raising your own salary, but volunteers have an advantage - not even a whiff of personal economic benefit. This gives you all the more credibility.
· You Can Ask For Help
For amateurs, vulnerability can be a distinct plus. Consider the following appeal when setting up donor visits:
'Simon, I'm on the board of _____ and one of my responsibilities is to raise money for my friends. It's a bit intimidating so I'm looking for help. Can I come to your home and practice? It's a real request - I hope you will consider a gift - but even more than your money, I need your feedback. Maybe you could critique my pitch and help me to make it stronger."
This approach reduces the pressure because no one expects a polished presentation. It also expands the development team, turning each prospect into an informal fundraising strategist. It's also likely to result in a gift, who can resist an appeal like that? It's foolproof or a volunteer solicitor!
· Donors Will Admire Your Courage
We tend to think highly of people who test their own limits. Donors are smart people and they will respect your commitment.
33 - Thank You For Asking Me
One time I mailed a gentle invitation to an event I held. I agonized over inviting a particular person. I thought she wouldn't be able to travel to the event and that even if she could she didn’t have money to give. Was I imposing? In the end I did send her an invitation, partly because I wanted to honor everything in this book.
She responded with a check and a lovely note that ended with something I'll never forget, "Thank you for asking me."
When we're raising money it's easy to feel we're somehow imposing on people, making them uncomfortable, putting them in an awkward position.
We forget that all of us are linked together - our shared passions, our common belief in the power of change, is what makes us a community. When we reach out through our organizations, when we encourage people to participate, we are the ones giving the gift.
It is a privilege to ask. It is also a privilege to be asked. Remember this and you'll be a great fundraiser.
_________
The author, Andy Robinson, has been a fundraiser for social causes since 1980. As a trainer and consultant he has assisted nonprofits in 40 states and Canada, leading workshops on fundraising, grantseeking, board development, strategic planning, marketing, leadership development, and earned income strategies.
Discount copies of this book can be obtained by calling 508-359-0019 or visit www.emersonchurc.com.