By Mike Bacon, CFRE

Last month, we examined the top skills your CEO needs in a development officer. These skills were emphasized by nonprofit CEOs in a survey we did among our clients. We also asked for some blunt feedback on what frustrates CEOs the most in working with the Chief Development Officer.

Here are the Top 5 frustrations:

1) Inability to formulate, implement and modify a fundraising plan.   CEOs are worried that this year’s fundraising is a repeat of the same things we did last year with the hope of doing better. Instead, they want to see plans for diversified funding, milestones and goals, and to review reports tracking the organization’s progress. They expect you to analyze your work to determine if your strategies are succeeding.

I naturally assumed that a Development Director I frequently saw at professional fundraising training meetings was putting into action all the best practices she had been learning. But, when our firm was hired to create a strategic development plan for her nonprofit, we discovered quite the opposite. Much of what we think of as standard best processes was not in place, especially focused on donor retention and stewardship. Unfortunately I routinely hear that 25% of nonprofits have no written fundraising plan. So, based on this feedback from CEOs, wise fundraisers will write down your plans and track your progress monthly.

2) A lack of action. How much time are you spending behind your desk? Have you heard the saying that, “Unless you have a safe behind your desk, you probably won’t find any money there?” At some point, we have to get out of the office to where the donors are. I asked CEOs how much time they expect their Development Directors to be out of the office, making calls and conducting visits. The CEOS I polled –55%–said they expect the key development staff member to be out of the office 25%-40% of the time.

You have to find the correct amount of time out of the office that works for you. And you have to ensure your CEO knows that you have specific goals for a target number of visits per month whether cultivation, solicitation or stewardship. One way to make sure your CEO knows is to take him or her with you! When I see a decline in contributions to a nonprofit, one of my first questions is, “How many visits did you make this year compared to last year?”

3) Poor writing and presenting. We have to convey enthusiasm and passion for our work. There will be many times you have to be the inspirational motivator. In my first job at a small college, one of my responsibilities was to train alumni to do Phonathon calls. My boss asked me to present the full training to her and frankly, I was very weak.   But, by the end of a season of traveling the country, my Phonathon training was pretty good. If presenting is not a strength for you, find a way to improve your skills. Likewise, if your writing cannot convey the case for giving in an emotional and concise way, it may spell trouble. Combining emotion and logic is at the core of all our writing. Don’t forget to tell stories about your clients whenever you can.

4) Inability to interpret financial data & giving trends. Many of us came to fundraising through a path that did not involve accounting classes or business school. My history degree, coupled with the useful French and English minors, did not adequately prepare me to understand financial statements or master the use of Excel spreadsheets. If you need to ask the CFO to help you understand the financial statements, do it now. Equally as important, your CEO wants you to interpret current giving data to make good decisions. How much does it cost you to raise a dollar? Do you know your most efficient fundraising methods and your least? James Greenfield’s book Fundraising Cost Effectiveness is a great tool to answer these questions. Further, you’re expected to understand how what happens nationally will affect your nonprofit’s giving trends. Are you reading the Chronicle of Philanthropy and your local Business Journal regularly?

5) Overpromise and under-deliver. We would never do this, right? Yet our CEOs are frustrated that we do exactly this. We create plans for our department’s performance and our donors have expectations based on benefits at certain gift levels or recognition for sponsorships. We work hard to find a match between the donor’s priorities our nonprofit’s needs. Sometimes, however, the donor’s idea may be completely out in left field and not in our organization’s top five priorities. So, we must stay focused on the priorities as determined by our Board and our CEO. Otherwise, we run the risk of drifting away from our mission and core programs. Being on the same page with our CEO can help protect us from awkward situations.

I hope these thoughts from CEO’s are helpful to you and your organization. When combined with the Top 5 Skills in last month’s newsletter, they could be a great starting point for a conversation with your boss or your development team. Good luck with strengthening that relationship!

By Joyce Penland, CFRE

Ah, summertime! Time to kick back and soak up the sun, read that bestseller on your bedside table, and nap in the hammock with a refreshing drink. Sounds great, doesn’t it? Savvy fundraisers will take advantage of summer’s natural slow down to rest and rejuvenate. But savvy fundraisers also know that summer is an ideal time to accomplish those important tasks that will help you and your team get a great start on the year once the busy-ness of fall approaches.

Here are five tips from the Bacon Lee & Associates team to help you use your summer wisely for the benefit of your organization.

Firm up commitments by your volunteer leadership

The summer months are a very good time to have lengthier, deeper, and more meaningful conversations with your volunteer leadership. Take time to visit your board chair and key committee chairpersons personally and share with them your plans and aspirations for the coming year. Then, take time to listen to their opinions and ideas. Finally, ask for and secure their commitment and support for your goals. Too often we think that once our boards or key volunteers have said, “yes” we’ve done all that needs to be done. But wise Executive Directors will continually communicate with their board members ensuring they are kept close to the organization through constant “touches.” The more personal these touches, the more beneficial for you and your organization.

Map out your yearly calendar

We are strong advocates of the “yearly calendar” approach to fundraising strategy. Utilize the summer months to review the successes and challenges of the previous year and make plans for the coming year. Start by penciling in your written appeals, your electronic appeals, any phone outreach your organization undertakes, your board meeting dates, key special events, and any other significant dates to your organization (i.e., 150^th anniversary, new executive director’s first day, the anticipated groundbreaking for a new facility, etc.). When you see that your October is filled to overflowing, and there’s nothing slated in February, you and your team can make the needed adjustments NOW.

Conduct your board/staff retreats

“Without retreats we are like a football team that never huddles, never practices, never plans, and does not hold training camps.” These wise words from Peter Twist in a recent Idea Health and Fitness Association’s newsletter expresses our sentiments to a tee!! Despite the challenges of finding a date that works for everyone, summer is a good time to bring your entire staff together to discuss plans and goals for the coming year and to motivate and inspire your team for even greater achievement. Organizations may meet separately as a staff and then bring board members in for higher-level information sharing and discussion. Twist says that it’s essential to “continuously reevaluate your goals, your plan of attack and your focus. The (organization’s) infrastructure, systems, and processes must be regularly reviewed and updated to enable your employees to succeed.”

Clean up your database

We can’t encourage this enough. Summer is an ideal time to take a look at your data to ensure the information on your donors and prospects is as accurate as possible. Your data is the lifeblood of your organization. Since more than 30 percent of the people in your database will have changed addresses or died in a four-year period, it’s essential to “scrub” your data regularly. The U.S. Postal Service offers address verification through the National Change of Address (NCOA) on its website. Segment and work on your donor list first, since your donors are your closest friends and supporters. Ask your staff and board to carefully review it, updating it with new information. A word of caution: Someone with longevity in your nonprofit needs to have eyes on this list to ensure that long-time donors’ salutations and contact preferences are duly noted. Nothing can harm your organization more than sending donors a letter with their names misspelled.

Refresh your appeals with updated testimonials/photos

Putting a fresh twist on your nonprofit’s messaging is a vital task and can be accomplished effectively during the summer months. Using the above-mentioned yearly calendar as a springboard, carefully consider your proposed written communication pieces. Use this time to design, write, (or hire a professional writer) and update and enliven your appeals. Visit select clients served by your organization to assemble quotes and testimonials and to add to your photo file. We’re strong believers in continually taking new photos for your website, your brochures, and your appeals to invigorate and revitalize your messages.

Read for inspiration

Summer is a great time to recharge your own batteries. The comings months offer a great opportunity to pick a fundraising related book or a leadership oriented book that will motivate and inspire you through the rest of the year.  It is important for all of us to stay up to date on trends in our field and to work on improving our professional skills.  Some of the books you might consider include:

• Donor Centered Leadership by Penelope Burk
• The Chief Development Officer by Ronald Schiller
• Train Your Board To Raise Money: A Cookbook of Easy-to-Use Fundraising Exercises by Andrea Kihlstedt

What is YOUR organization doing this summer to help boost your effectiveness? If you’ve got a tip to share, let us hear from you at www.baconlee.com

By Mike Bacon, CFRE

The Houston Chapter of AFP recently invited me to speak on the special relationship fundraisers have with our bosses.   This is a topic that has always fascinated me, primarily because I have seen situations where it has worked beautifully and I’ve seen “epic fails” (as my 8 year old would call it).

To prepare for my presentation, I surveyed key CEOs and Executive Directors among our clients.   I asked for honest feedback on what helps make the relationship with their fundraisers work and what causes them the most frustration.

Over the next few months, I will share parts of the presentation.   This topic is incredibly important because one of the top reasons why fundraisers fail in their jobs is the relationship and bond with their supervisor.   That interaction is critical to fundraising success!

Here are the top five skills the nonprofit CEOs are looking for in their chief fundraisers:

1) You must be a leader, not a tactician.   A leader initiates ideas based on expertise in the field. You develop plans; engage the CEO and the Board in implementing those plans; and find opportunities to improve. You are the voice for development in your nonprofit. I recall working with a Development Director who was far more comfortable with behind-the-scenes work than donor interaction. You would see her at the check-in table, but not circulating among her organization’s donors and prospects. Instead of providing expertise in Development Committee meetings, she would ask her volunteers what they wanted to do. She followed directions instead of giving her expert opinion on what should happen next. As you can guess, she did not last long. Her boss expected her to be the one with the plan, not just follow a plan.

2) You must be both a strategic and a creative thinker. One CEO told me that she wants a Development Director who has the ability to see around corners. She wants someone who knows what’s ahead for fundraising. Strategic means making good choices with limited options and resources. What’s the best use of your time, your CEO’s time, the Board’s time? Creative means finding innovative ways to move your fundraising to the next level, focusing on face-to-face asks with donors most likely not to renew their gifts or designing an on-line giving challenge to create urgency and excitement.

3) You must have strong relational people skills. . A great development officer listens to prospects and then creates a strategy for an appropriate ask. I know a planned giving officer who is a superb listener and takes great notes. She never fails to follow up on a question raised by a prospect during a meeting. She may even send a related article about a topic discussed. She remembers details and is genuinely interested. She connects with her donors about ideas that are not just related to her nonprofit.

4) You must be determined and persistent. Getting meetings with prospects can be challenging. Yet we must stay focused on cultivation. We know that fundraising is not pulling rabbits out of hats but rather, a series of steps we take with our prospects to better identify their interests and passions. Sometimes it takes dogged determination to get there. One gift officer told me that a prospect finally met with her because he admired her unflagging persistence to get a meeting with him.

5) You must be a multi-tasker with attention to detail. It is no surprise that our Executive Directors rely on us to get it done… fulfilling patron benefits, not forgetting a donor’s name in the script, remembering to meet grant deadlines AND coordinating a luncheon for 30 volunteers… the list goes on. Your job is often a juggling act between competing priorities. The best fundraisers are those who can prioritize, delegate when possible and still have the presence of mind to interact with donors in a meaningful way.

Next month we will share the Top 5 Frustrations CEOs have with fundraising staff. Stay tuned!

By Joyce Penland, CFRE

You may or may not recall the childhood tale of Chicken Little.

In a nutshell, the story tells us that one day while Chicken Little is walking in the woods an acorn falls from a tree, and hits her on the head. She thinks, “My, oh, my, the sky is falling. I must run and tell the lion about it.” She tells her friend, Henny Penny, that the sky is falling and that she is going to the lion to tell him about it. Henny Penny joins her. Then they run into another friend, Ducky Lucky. All three tell Foxey Loxey the tale and he invites them to come into his den. “Come with me and I can show you the way to the lion.”

The three friends go in, but they never come out again.

During times of transition in our workplaces, we all can become like Chicken Little. We can misinterpret signals, become agitated, get others agitated, and, in the end, become lunch for the next fox that comes along. Yet transitions in the workplace are inevitable. Transitions include times when we inherit new staff or a new boss, when our board members and volunteers become demanding or leave us in the lurch, when our loyal donors are absent or quixotic, and when our trusted colleagues have so much on their shoulders that you can’t lean upon them. So what can we do?

A 2013 survey by the American Psychological Association’s Center for Organizational Excellence found that job-related stress is a serious issue. More than one-third of working Americans reported experiencing chronic work stress. Here are five tips from the APA that can help us deal with challenging work environments

1.  Don’t panic. 

Take time to assess the situation calmly. Jot down your thoughts and feelings about the situation. The APA says, “Taking notes can help you find what exactly is causing you to stress and panic and how you can modify your reactions to the stress points.” In stressful situations, just leaving the environment for brief periods can help calm you. A 10-minute walk or time spent in a quiet outdoor spot can aid you in evaluating your situation and your response.

2.  Take time to recharge.

In order to prevent the negative effects of stress and workplace burnout, we need time to rejuvenate. With the many stressors of the nonprofit workplace, it’s essential that we disconnect from time to time. Use your vacation days and take time off to relax and unwind. Read a good book (not related to work!), see the newest blockbuster movie, or take part in an activity that relaxes and reinvigorates you. No vacation days accumulated? “Get a quick boost by turning off your phone and focusing on non-work activities for a while,” the APA says.

3.  Establish boundaries.

Too many Development professionals feel that they must be available to their organizations 24/7. So we need to establish some work-life boundaries for ourselves. That might mean making a rule not to check email from home in the evening, or not answering the phone during dinner. Maybe this means not taking work home from the office at all. The APA says, “Although people have different preferences when it comes to how much they blend their work and home life, creating some clear boundaries can reduce the potential for work-life conflict and the stress that goes with it.”

4.  Talk to your supervisor.

According to the APA, healthy employees are typically more productive, so an open conversation with your supervisor is a good start. The purpose isn’t to list your complaints, but to come up with an “effective plan for managing the stressors you’ve identified, so you can perform at your best on the job.” Parts of the plan may help improve your time management skills, clarify job expectations, obtain the necessary resources/support from colleagues, and enrich your job with more challenging or meaningful tasks, or make changes to your physical workspace to reduce strain.

5.  Develop healthy responses.

Rather than fighting stress with fast food or alcohol, the APA suggests making healthy choices when you feel the tension rise. These include: Exercising; making time for hobbies and favorite activities; getting good-quality sleep; and accepting help from trusted friends and family members to improve your ability to manage stress.

Although not a recommendation by the APA, I personally find that my spiritual beliefs can bring the most profound sense of peace and well-being. Following these tips can help us react to workplace stress and inevitable transitions with courage, resilience and assurance…and a whole lot less like Chicken Little.

Portions of this article have been extracted or adapted with permission from American Psychological Association (2013). Coping with stress at work. Copyright @2013 American Psychological Association.   Retrieved from www.apa.org/helpcenter/work-stressaspx. No further reproduction or distribution is permitted without written permission from the American Psychological Association.

By Amy Phipps

Retaining your donors – after doing all the work to bring them into the fold – is key to organizational stability and sustainability. In last month’s newsletter, we discussed four key drivers of donor loyalty, as revealed in a research study by Dr. Adrian Sergeant, professor of fundraising at Indiana University.

Last month we discussed Trust and Satisfaction and this month we’ll discuss Identification and Commitment. Identification deals with the question: Did the donor believe in the mission and brand of the organization? Commitment relates to whether the donor felt connected to your work, and that his or her involvement made a difference.

On Identification, Dr. Seuss said it best: “Today you are You, that is Truer than True. There is no one alive who is Youer than You!”

Before you can make sure that a donor identifies your brand, you first have to be sure of that yourself. It can be easy for donors to confuse you with other organizations that have similar names and similar missions. But each organization has its own special focus and reason for being. In marketing parlance, we’d call that a brand.

As you begin to define your brand, consider these elements identified by Dr. Sergeant:

• Emotional Stimulation: Does your mission evoke an emotional response?   Donors need data and facts, to be sure, but the emotional element must be present as well. Think about these emotional triggers that have been identified as promoting direct mail response: fear, anger, exclusivity, flattery, greed, guilt and salvation. What kind of response would your organization elicit?
• Voice: What is the tone of your message: Are you perceived as sincere, bold, confrontational, impartial, or balanced? How would you like to be perceived? What voice aligns with your mission?
• Service: What’s the philosophy behind how you deliver your services? Are you inclusive, approachable, dedicated, compassionate, and comprehensive? Do donors understand that you even HAVE a philosophy behind your service delivery? How do you communicate that?
• Tradition: Donors can view giving to some nonprofits, particularly during certain events or seasons, as traditional. They may have family loyalty toward certain nonprofits and may even regard giving as a duty. Knowing your donors will help you tap into this element.

Finally, when you consider your brand, don’t get so caught up in navel-gazing that you forget that the impact you have on your clients, your audience or your community is what donors consider most important. You are the connection between the donor and impact. So when you work on strengthening donor identification, don’t let it stop with you. Make sure it extends to the impact that you create.

The last driver of donor loyalty – Commitment – takes two forms: Active and Passive.

Donors who are actively committed to your organization have a genuine passion for who you are and what you do. They might think:

• “I really care about this organization.”
• “I don’t really care what they send me; I will love them no matter what.”

Smart cultivation strategies for these donors might include extended learning opportunities, special “insider” events and the opportunity to give testimonials.

Passive Commitment might sound like an oxymoron, but, in fact, these donors stay loyal for pragmatic, not emotional, reasons. They might think:

• “Giving to this organization brings me benefits.”
• “It’s the right thing to do…everyone I know is involved.”

These donors are great candidates for monthly giving opportunities, which allow them to sustain their involvement and reap the benefits without needing to spend much time on the decision.

Whether you choose to focus your efforts on donor trust, satisfaction, identification or commitment, your efforts should reap results in donor retention. To read more about Dr. Sergeant’s research results, go to:

http://www.afpnet.org/files/ContentDocuments/DonorRetentionWhatDoWeKnow.pdf

By Amy Phipps

We all know how much work goes into donor acquisition. It’s an investment of thought, time and resources. But after you do that work, it’s just as important to keep donors in the fold – what we call donor retention or donor loyalty.

You probably have thoughts and strategies behind keeping your donors engaged and involved with your organization. But you may not know about a research study by Dr. Adrian Sargeant, professor of fundraising at Indiana University. His inquiry into donor loyalty was motivated by the fact that little research existed in the area, and what had been done showed a very poor mean retention rate for donors after one year — only 26%.

Focusing on the motivation behind donor behavior, Dr. Sergeant utilized traditional marketing drivers of customer loyalty in his inquiries. In the end, he identified four key drivers of donor loyalty: Trust, Satisfaction, Identification, and Commitment. Briefly, those boil down to:

• Trust: Did the organization do what it said it would?
• Satisfaction: Did the donor get what he or she expected?
• Identification: Did the donor believe in the mission and brand of the organization?
• Commitment: Did the donor feel connected to the work, and that his or her involvement made a difference?

We’re going to talk about the first two drivers – Trust and Satisfaction — in this article, and next month we’ll discuss Identification and Commitment, along with some recommendations you can put into practice.

Trust: Donors want to know that they can rely on you to keep your promises. Whether you say that a donation will provide meals, scholarships or housing, they want to be confident that, in fact, their money will be used for those purposes.

Dr. Sergeant recommended promoting trust by:

• Communicating the impact of the donation on clients or beneficiaries.
• Honoring your promises on how donations will be used.
• Being seen to exhibit good judgment in your activities.
• Making your values clear by communicating not only your services but also the philosophy behind their delivery.
• Making sure that communications match donor expectations — in content, frequency and quality.
• Engaging in two-way conversations with donors about their expectations.
• Ensuring that staff that interface with donors are trained in customer service and have the knowledge and skills to manage these relationships effectively.

Satisfaction: Donors experience satisfaction when their expectations are met. Think about it in terms of customer service, in two areas: Service to the donor, and service to the client.

Service to the donor involves two major questions:

1. Did the nonprofit get my gift? Prompt, accurate acknowledgements are key. Don’t make your donors wonder whether the donation has been lost in the mail or is floating in cyberspace.
2. How was my money spent? Make sure the donor understands where those dollars are going, whether designated or undesignated.

Service to the client also involves two questions:

1. Does my giving really matter? Let your donors know how lives were changed, before you ask for another gift.
2. Do you really need my gift? This one involves financial transparency. Donors must understand that you truly need their dollars to continue your work.

You can accomplish all these things with well-written, concise, sincere communications that acknowledge the gift, describe the use to which it will be put, and include impact statements describing how lives have been changed by the donation.

Stay tuned next month for more about Donor Loyalty.

By Joyce Penland,CFRE

“You’re only as good as your data.”

We in the fundraising profession have heard this statement repeatedly…whether at conferences or through newsletters and, frankly, we know it’s true.  We know that we can’t reach out to donors, former donors, and prospective donors for support if we don’t have accurate data about them.

Too often we think that talking about our data, or having meetings with staff about data management is “boring.”  But the truth is we should think about our data as pure gold.  Marion Lee, a principal at Bacon Lee & Associates, said, “A nonprofit organization has its facility, its people, and its data.  We know the first two are important, but too often the data on our donors is undervalued.”

For fundraisers, “good data” includes the basics of name, address, phone(s), email and the amount/purpose for all gifts given to the organization.  Savvy fundraisers know that other important data to record about donors includes “contact preferences” and “relationships” as well as “gifts to other nonprofits” and the list goes on.

Recently I talked with a new development director who was frustrated by her organization’s lack of good, reliable information on donors.  She said that her nonprofit kept its donor information on an Excel spreadsheet (entered by FIRST name) and the group’s historical giving data extended back only three years.   I assured her that we at Bacon Lee & Associates have had many clients in the same boat with insubstantial data and no system beyond Excel to manage it.  But even with these challenges, we recommend these simple steps to get your data in order.

1.  Work on your current donor files first.  Make sure their information is as accurate and up-to-date as possible.  Make use of free resources to double-check the information you DO have:  White Pages, Google, etc.  If something is missing or questionable, take the time to call your donors (a good idea any time) and ask them to confirm their basic information.  For board members, development committee members, and others in your “inner circle” consider sending/emailing an annual update form requesting their help to keep your data current.
2.  For former donors, consider segmenting this group and target the largest lapsed donors to research first.  If you’re a one-person shop, make it a goal to research five lapsed donors a week to keep the list manageable.  Your lapsed donors have shown that they once cared enough to support your organization; so doing research to get these folks back in the “giving” category is worthwhile.
3.  Adding prospective donors to your database requires that you put good information into your system from the very start.  A former colleague and database guru often intoned, “If you put garbage in, you’ll get garbage out.”  Wise words.  Start by visiting the websites of organizations like your own to see if they have posted donor honor rolls or recognition lists.  Share the lists with your board members to see if they can help you make contact with these prospects.  Ask your current board members on the update form (above) to recommend 5-10 prospective donors each year and provide space on the form for their contact information.  Include the line:  “Yes, I will assist you in reaching out to this prospect.”

While these steps are simple, it is essential to keep your data as accurate and current as possible.

Because most of us are both fundraisers and donors, it behooves us to take the long view.  Rather than becoming upset because a nonprofit we love occasionally sends us mail or email with “bloopers” in our names or addresses, let’s take a deep breath and extend a little grace and remember that data management is an ongoing challenge for every nonprofit.

By Mike Bacon, CFRE

Every year, studies show that one-third of all charitable giving happens in the last three months of the year. Are you ready? What should you be doing to secure end of year gifts?

We’ve put together a checklist of activity for you. Let’s go!

1. Stewardship is powerful. Who are your top 10 donors this past year? Take the time to send a handwritten note to them, sharing that you are thankful for their loyalty and passion for your mission. Remember, this is not an ask. It’s an opportunity to show grateful appreciation for their support.
2. Take 15 minutes from your next board meeting to call and thank your most generous donors. Create a list of top supporters and their phone numbers and bring it to the Board meeting. Announce a “Thank-A-Thon” for the 15 minutes, have everyone get out their cell phones, and make your calls.
3. Review your donor list from last year and identify donors who made gifts in the fall of 2013 but have not yet made a gift in 2014. Send a special letter or even an email that notes their generosity last year and invites them to give again before year-end.
4. One of your scheduled direct mail appeals is likely going out this month. Be sure to double-check your recipient list to be certain you aren’t soliciting someone who sent in a recent gift. Donors get frustrated when they are asked for renewed support immediately after making a gift.
5. What else can help your donors and prospects think of you at year-end? Does your local newspaper run a series on nonprofits and charitable causes each year? Contact your media outlets and see if there is a way you can be featured. Share your successes and your clients’ needs.
6. Send a note to former employees, thanking them for their role in the success of your organization. Former employees, especially those who worked for your nonprofit a long time, are excellent prospects for giving.
7. Thank mentors who have influenced your fundraising career. Invite them to support your current endeavor. Explain how their expertise and advice helped you get to where you are today.
8. People often make gifts in honor or in memory of others during the holidays. Create a pre-printed card for honorary/memorial gifts and send a set of five cards to your top donors. This encourages a second gift from previous donors and becomes a very convenient way for donors to remember friends during the holidays.
9. If you are a Board member, consider making a gift to your nonprofit in honor of someone in your community. They will receive notification of your gift and become aware of your passion for the nonprofit cause. It might stimulate them to make their own gifts.
10. Donors who give multiple times during the year often appreciate a summary receipt that has all their gifts listed. Consider sending this out in January 2015 to those supporters who gave more than once in the previous calendar year. It’s another chance for you to thank them and provide them with a useful summary receipt for their tax records.

We hope these ideas are helpful to you as you close out your year. By all accounts, 2014 is shaping up to be one of the strongest fundraising years on record! Good luck!

By Joyce Penland, CFRE

The Christmas lights in my neighborhood were installed the day before Halloween, and the Christmas décor has been on display for months in my favorite craft stores. If you, too, are seeing snowflakes, sleigh bells, and Santa Claus alongside pumpkins and Pilgrims, then you know what I’m talking about.

In the mad ramp up to Christmas, many of us mourn the fact that Thanksgiving is getting lost in the shuffle. Thanksgiving has been a federal holiday for more than 150 years, established during the Civil War by President Abraham Lincoln as a national day of “Thanksgiving and Praise to our beneficent Father who dwelleth in the Heavens.”

Over time, however, Christmas has slowly become more prevalent earlier in the holiday season, and our beloved Thanksgiving seems to have waned in prominence.

In my grade school days, we acted out scenes from the “First Thanksgiving” that was celebrated by the Pilgrims after their first harvest in the New World in 1621. Replete with cardboard hats and large white collars, we “Pilgrim women” would bring Indian corn, gourds, and popcorn to school to mark the bounty of the harvest, shared by the Plymouth settlers and their Native American friends.

Back then, I distinctly remember that Thanksgiving had its own place in the holiday continuum and had not yet been swallowed up in the Christmas maelstrom.

Today we may need to work a little harder to give Thanksgiving its rightful honor, but, for those who work in nonprofits, giving thanks is our raison d’être all year long. Successful nonprofits celebrate and recognize those who are generous to our organizations and demonstrate our gratitude to our donors in meaningful ways 365 days a year.

So, in the spirit of Thanksgiving, the team at Bacon Lee & Associates is genuinely thankful for another year of productive work in partnership with you, our clients and friends. We appreciate your efforts to inspire philanthropy that allows for meaningful work to be done in our communities for the benefit of many.

We wish you, your families, your colleagues, and your clients a very blessed Thanksgiving.

By R. Michael Patterson, CFRE

When I talk to development professionals at nonprofit organizations about how to encourage their constituents to make a planned gift, I’m always asked: “What kind of brochures do we need?”

My answer: You don’t need any. There’s a better way.

For years, brochures and pamphlets have been a staple of any gift planner’s arsenal. Covering an array of topics, they are utilized to respond to inquiries, take on visits to leave with prospects or even set on a table during an event or meeting.

When I first began as a planned giving officer, I couldn’t get enough brochures, and filled a cabinet with a library of them on every imaginable topic in planned giving. When I visited with prospects, I would carry a nice assortment so I would be prepared to leave sufficient material behind on a wide variety of subjects.

That was then. Now, after a couple of decades in the field of planned giving, I’ve reached the conclusion that nearly no one reads brochures and thus they are largely ineffective. Time after time, when I would call to follow up the brochure I had sent, the prospect would tell me, “I haven’t looked at it yet.” And that always meant, “And I never will.”

In today’s busy world, even your older prospects, those most prone to considering or making a planned gift, don’t have the time or inclination to wade through a dozen or more pages of gray text describing the intricacies of a charitable remainder trust or other such instrument.

So I have a better idea, one that will save you time, money (!), and impart the basic information to your prospects in an inviting format they will read and understand.

Here’s what you do: Think of the two or three most popular types of planned gifts your organizations receive. In most cases, bequests will be No. 1. Then think of a few basic questions your prospects might have about a bequest.

For example:

• What is a bequest?
• What are the different ways I can remember you in my will?
• What is your legal name and address?
• I already have a will…but can I change my will after it is written?
• Can I add you without the expense of having an attorney draft a new one?

Type these questions on your computer, answer them in two or three sentences, print out a few copies on your letterhead (keeping to one page, if possible), and you’ve got the perfect handout for your prospect. To make your handout complete, attach a response form, and a return envelope.

This simple format provides you with Q-and-A handouts that address most questions your constituents ask, and saves your organization hundreds of dollars in the cost of brochures that are destined to gather dust on your shelves or lost under a pile of catalogs on your donor’s desk.

If you don’t feel confident in thinking of the questions and providing the correct answers, seek competent fund-raising counsel to help you develop them.