What is your Event Fundraising Strategy?

Not all events have the same purpose. Before you decide to host an event for your organization, you first need to follow the following steps.

1. Create a special event that is meaningful to your organization, your board, and current volunteers. Pick something that is important but also that the community will want to be a part of and support.
2. Spend as much time in preparation and in debrief of your event as you do in execution. Spend time finding out how to get the prospect individuals to your event that care about your organization, and can help you accomplish the goals of your event. Make sure to write down the short term and long term goals of the event while everything is still fresh in everyone’s minds. Lastly, talk about pictures and hand written thank you notes and determine who will send them and when they will be sent. Complete the correspondence that night, or set up a time to send out thank yous and/or pictures. Each prospect follow-up should be sent from the person who has the existing or developing relationship with the prospect.
3. By planning, executing, and debriefing in this way for an event, you can create a fundraising strategy as follows: Special Event=Regular Donor=Volunteer=Meaningful Gift=Impact Gift. If implemented correctly you can follow this strategy in a circular motion, time and time again, successfully.

 If these tips are followed correctly the event will:

-Create a sense of community and belonging.

-Ensure responsible stewardship when event evaluation occurs.

-create highly rewarding relationships for your organization.

-Engage Volunteers, board, members, and members of the community.

By Guest Blogger, Kristy D. Burns, Senior Consultant and Fundraising Specialist for Burns & Associates, Ltd. 

No One Wants to "Save" a Sinking Ship

Every organization thinks that they have an important mission and that everyone should support their work. The truth is that not everyone will support your mission, and that is especially true if you are struggling. Furthermore, no one wants to spend their hard earned money supporting an organization that is dying. Asking potential donors to "save" this or that will not inspire them to get out their check books with very few exceptions.

When you want to solicit donations, you should be prepared to show what your organization is doing and how you plan to increase your impact with every gift received. If your organization is having troubles for any reason, and it looks like you may have to close your doors if the situation doesn't change, don't ask people to "save" you. Most people are not willing to give you funds if you are going to fail anyway. Chances are that you won't find a single wealthy person to get you out of the predicament you are in.

Now, before you start arguing with me and saying, "didn't you just right a book called Rescuing the Mission? Don't you help organizations that are struggling?" Yes, yes. I did write the book and yes, I do consult with organizations which are struggling. But even though the results are positive, we don't focus on "saving" the organization. If you want to turn your organization around or build support for your mission, you have to focus on what you have done, what you are doing, and what you are going to do with the funds you have to work with.

Organizations that are able to raise significant funds even when they are struggling to survive are those that focus on where they are going. If you want donors to trust that you are going to be efficient and responsible with their funds, you must be able to explain the reasons you are struggling and how you are going to overcome and improve the operation. Think of donors as investors in your mission. While they may support your cause, they need to know that you make good business decisions and can maximize the impact of every dollar.

Long histories of poor management and ineffective governance make for a very long and difficult road ahead, but not impassable. Take charge of the organization and don't make excuses. In the meantime, keep a positive attitude even if you don't know what is going to happen. Actions speak louder than words. Any lack of sincerity in your demeanor will cause flags to go up to potential donors. Saving an organization means treating the situation at hand as a difficult time. Failure to believe that your organization will get through the tough times will likely result in failure to get through the tough times.

To get a better understanding of this concept, you should pick up a copy of my new book, Rescuing the Mission. It provides a wealth of knowledge about what you need to have to keep a mission alive and shows the true story of a non-profit organization in my home town that was able to adapt and overcome. The donors and investors didn't "save" Geneva Hills, they supported the mission and understood the difficult time as a transition.

Stay positive. Make a plan and be prepared for many difficult days. You can keep your mission alive if you have a worthwhile and viable mission, beneficiaries of the products or services of your organization, and support from the community in which you work and serve. Finding help from a qualified consultant who has helped organizations transition through difficult times could also prove beneficial. You will need to make that decision for yourselves. Just remember that it sometimes takes money to make money. If your mission is worth keeping, do whatever it takes to make sure that it not only survives, but thrives in years to come!

SWOT - External Analysis

Continuing on from the internal analysis post, this month I want to focus on the external environment. As you should now know, the internal analysis is all about assessing your organization from the inside (strengths and weaknesses). The internal environment is what you can control. The external environment you cannot control.

The "O" and "T" of the SWOT are the opportunities and the threats to your organization. Too often non-profit leaders overlook this crucial portion of the strategic planning process because the assume that they know what is going on around them. Don't rationalize the process away. A plan is not strategic if it does not actually address the external environment in a comprehensive manner. Any consultant that tells you otherwise is doing you a disservice.

So what exactly is an external analysis? Well, it includes an analysis of clients, stakeholders, the business environment, and competitors. There are many other things that could be included, but these are typical of most analysis. The purpose of this is to identify trends in technology, societal influences, access to labor and materials, laws and pending legislation, funding potential, or possible political changes. The exact type of analysis you need is dependent upon your organization.

During the analysis process, non-profits need to identify their opportunities and threats. First, opportunities are positive or favorable conditions for the organization in the external environment. Examples could be new funding sources, favorable legislation, a shift in needs for the community, etc. Likewise, threats are negative or unfavorable conditions for the organization in the external environment. Examples of threats could be a potential decrease in funding, new regulations, apathy to your mission, etc.

Ultimately, the process of identifying the environment is crucial to the success of the organization which is undergoing a strategic planning process. As much as the organization needs to know itself, it must also know what is going on around itself. Leaders cannot ignore the surroundings or assume that they know what is going on. Don't forget that opportunities and threats can look the same in some cases. What one organization thinks is an opportunity could be considered a threat to another organization. Chance and change favors the prepared. Make sure that your organization knows what external forces could have an impact on your operations and mission.

SWOT - Internal Analysis

Ah yes, the SWOT analysis. IF you don't already know what that is, SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. This analysis breaks down in to two different components, the internal (strengths and weaknesses), and the external (opportunities and threats). For the purposes of this post, we will focus on the internal environment.

Before we begin to analyze the internal environment, we should first understand why this is important. "Know Thyself" is a phrase that you may recall from your high school literature class or college philosophy course. It was a guiding doctrine of the Philosopher Socrates. It was inscribed at the temple of Apollo at Delphi. The Holy scriptures even state that we are to love our neighbor as our self. In order to do that, we must know ourselves. Why am I going on this tangent? Well, non-profit organizations must know themselves if they are to make effectively use resources and make necessary changes within the organization. The internal analysis is all about knowing thyself.

What is the internal analysis for? Ultimately, it helps identify the performance of all of the internal operations of the organization. Areas for consideration include strategic planning, financial management, marketing (both inbound and outbound), fundraising, organizational leadership and staffing, operational structure, evaluations, etc. Anything that can be controlled is included in the internal analysis. Lets take a look at the internal components of the SWOT analysis.

First we must identify the organizational strengths. Essentially, we are asking ourselves, "what do we do well?" This question is meant to look at positive internal assets, factors, or situations which are at this very point in time favorable for the organization. Examples could include demand for the services of the organization, or they could be sound financial management. Other common examples could be the depth of skilled volunteers, staff experience, or public support. These are just some crude examples, but each organization should identify its unique strengths.

Likewise, weaknesses need to be addressed.To better address these issues, we can ask, "where can we improve?" For the purposes of identification, we can use the same examples as before but in reverse, ie. lack of demand for services, poor financial management, lack of skilled volunteers, little experience, or less than desirable public support.

Compile the lists and look for ways to improve what you can using the strengths that you have. Use the external analysis which we will look at in April to compile a list of strategic issues and utilize the data to assist in the formulation of a strategic plan of simply design and implement an action plan for your staff.

Want a Fundraising Board?

Want a Fundraising Board?

We often hear nonprofit executives and directors of development complain that their board members don’t fundraise.
In their defense, think about all the years that go into making a good fundraiser—the reading, mentoring, seminars and schooling, research, asking questions, making mistakes and finally “getting it.”
The truth is, your board members are good at what they’re good at. They are bankers, accountants, salespeople (and no, sales people aren’t always natural fundraisers), academics, community volunteers, and business managers.
Understand, people aren’t born fundaisers. Most people—board members included—don’t like to fail. No one sets out to be bad.
Let’s assume your board members want to be good fundraisers.
Here are some tips we’ve come up with to help your board members become better fundraisers.
Tip #1: Thoughtfully answer the question, “Why am I here?” and share that answer with others. Your effectiveness as a fundraiser increases dramatically.
Tip #2: Generate the best returns on your nonprofit’s investment. Fundraising not only secures money, it creates visibility and expands the donor base.
Tip #3: Move beyond financial statements. Don’t just look at the bottom line; affect the bottom line.
Tip #4: Break the cycle of fundraising insanity. Consider what you can do to affect positive and proactive change through your organization’s fundraising operation.
Tip #5: Learn what your community really thinks about your organization. Don’t assume you know. What you don’t know can hurt you.
Tip #6: Be a problem-solving board member. Anyone can point out the negatives. Take a bold stand and make something happen. After all, that’s what board leadership is about.
Tip #7: Help “grow the bread.” Earn your seat at the board table by actively participating in fundraising – both in giving gifts and in asking for gifts from others.
Tip #8: Don’t let the size of an organization’s annual budget and/or the level of previous financial support prevent you from raising significant new dollars to advance your mission.
Tip #9: Understand that if your clients have needs, “now” is the best time to initiate a fundraising campaign.
Tip #10: Think of true philanthropy as a selfless act that makes a positive difference in the lives of others. While important, quid pro quo fundraising will not have a significant financial impact on the organization.
Tip #11: Tap into the lion’s share of philanthropy. Be sure to identify and cultivate gifts from individuals.
Tip #12: Make sure your organization’s fundraising operation is adequately diversified between individuals, foundations and corporations.
Tip #13: Think exponentially. Identify donors who have the ability to give substantial gifts and show them how they can make change the lives of the people you serve.
Tip #14: Create strategies for each of the four steps: identify prospects, cultivate relationships, solicit gifts and appreciate donors – then do it again.
Tip #15: Use a variety of means and methods for connecting with donors and prospects. Use high-tech, low-tech and no tech. Communication is essential to cultivation.
Tip #16: Insist on face-to-face solicitations. They demonstrate that you do not want donors to be kept at arm’s length. Draw them in and make them integral partners in the life of your organization.
Tip #17: Appreciate your donors. Delineate and adhere to your organization’s procedures for showing appreciation. Be creative and tailor your demonstrations of appreciation to personally fit each donor.
Tip #18: Use a systematic approach for tracking progress and challenges. Fundraising reports to bring structure and focus to your organization’s efforts.
Tip #19: Cultivate your donors with a thoughtful, targeted and personalized approach. Marketing strategies are reserved for mass communications that promote an image, programs and services.
Tip #20: Understand the difference between drives (annual funds) and campaigns. Both are important, but they are not synonymous.
Tip #21: Listen more than you talk. Learn why your prospects are at your door. Use that information to develop a personal, meaningful ask.
Tip #21: Update your database continually. Donors can be made or lost in the details. Don’t let little mistakes come between your organization and its donors.
Tip #22: Stop, look and listen for opportunitites. Only you can see what you see and know what you know. There people in your community waiting to be asked. Who are they?
Tip #23: Lead by example. Make your own stretch gift and challenge other board members to do the same. Only then should you leave the boardroom to solicit gifts from others.
Tip #24: Practice your solicitation word for word, over and over, so you don’t veer from the script. Set yourself up for success.
Tip #25: Ask for the gift with confidence, but don’t talk past the ask. Engage, ask, end and then let the donor respond.
Tip #26: Follow up. Don’t leave a great solicitation hanging.
Tip #27: Never forget it: fundraising is not about a building; it is about what happens in the building. It is not about an endowment; it is about long-term stability and security for your clients.
Tip #28: Use the “buddy system.” You are not alone. Use the resources of your organization and the staff and the support of your fellow board members when you connect with a donor.
Tip #29: Don’t take a “no” personally. Keep listening for the circumstances behind the answer so you can respond accordingly. A “no” today may only mean “not now” if you respond with sincerity.
Tip #30: Take it to heart. It is about Fundraising is not sales; it is service. It’s not marketing, it’s a mission. Fundraising is not a chance to be somebody special; it is a chance to do something special for someone else. And it is not about self-promotion; it is about improving the lives of others.
By Guest Blogger Karin Cox, Senior Executive Vice President and Chief Creative Officer of Hartsook Companies, Inc.