Donor Recognition: 7 Strategies

April 3rd, 2015

Donor Recognition is simply under-utilized as a tool for building a culture of philanthropy for a non-profit organization. Donor recognition is to be plaques, parties,  personal conversations and perpetual. thinking-cap

It simply begins with your own unique, strategic and focused thinking about thanking. It’s usefulness is bought to bear by your attention to and application of its potential as a proactive partner in all efforts toward enhanced and broadened giving for your organization. Continue reading »

Hell-o, I am Grateful!

April 1st, 2015

HelloIamGratefulThis message of gratitude I am simply compelled to present to you today.

Gratitude.  Every day. Scroll on….

 

 

 

 

Continue reading »

Make “13” YOUR Lucky Number

March 10th, 2015

LUCKY 13Free Advice. Donor Retention? Want guaranteed, proven results? Easy. Improve your donor communications. Jerry Huntsinger (the very best guide you’ll find) lists 13 of the strongest words in the English Language. Continue reading »

Insights for Successful Campaigns from Barrett Carson

December 18th, 2014

BarrettBarrett Carson, now Vice President of Development at the Georgia Institute of Technology (Georgia Tech), was the speaker at this week’s Atlanta AFP Breakfast meeting . Having led many campaigns in his tenure at higher education institutions, he has had particular success at Georgia Tech (GT). He was asked to share some insights with those gathered there.

I took notes and they follow here. I present them here as he did, as “food for thought”. His experience is palpable so he just shared the keys he seemed to think would be most helpful to the rest of us. Am sure everyone took away pieces and parts they found useful and so I share my notes here.

Since joining GT in 1997, his first campaign was set for $300 million but ended with $715 million. Currently having exceeded $1.5 billion for this state university, he expressed his dismay that their fundraising organization is now ranked 53 in the world!

  • Define the campaign’s scope: Comprehensive or just Capital needs. For him, Comprehensive refers to wall-to-wall needs. It’s the type of effort he has focused on while at Georgia Tech.
  • Establish metrics that make sense for the organization from the outset to track progress
  • Diligence, discipline and reporting are easy words to list but key to achieving success
  • A campaign, by definition, elevates the sights of an institution. To that end he urged the audience to make the commitment never to revert to the staff or energy levels found during  pre-campaign status
  • Specifically, don’t gear up just to lay-off.
  • He is careful annually throughout the life of a campaign to add staff positions, which had been taken on for campaign purposes,  to become part of his annual budget. The idea is that by end of campaign those extra dollars allotted to new staff are by then part of his annual budget, allowing all new hires to be permanent members of the team. He never wants to step back to pre-campaign thinking or performance
  • When choosing staff choose who can be self-sustaining. Pay more to get better folks and then expect more of them. And demand that they do so without close supervision
  • Hire for collegiality not for rainmaking. Think long-term relationships with staff as well as donors. Their average tenure of staff at GT Development is 15 years
  • Define the Case for Support based on your organization’s aspirations. Temper each with reality and then set priorities and goals accordingly
  • Be diligent about accounting. Use accepted methodologies such as those set forth by CASE or CAE; make your own decisions as to how to “count” different gift types, like planned gifts, and then stick to it. Report each accordingly. Don’t deviate from your methodology
  • Outside fundraising counsel can be extremely valuable to leadership as an external source of legitimacy. As he explained it, his counsel often functioned as a sounding board for leadership’s new ideas. But be sure to hire the person, not the firm. You’ll be working with the person, not the firm.
  • Perhaps the most useful, not-to-be-overlooked statement to fundraisers was his view that Development is not to be evaluated for its cost center to an organization, but rather they are to be viewed as a Revenue Center. If management agrees, the organization will succeed because the fundraisers are then seen as respected, well-paid achievers/revenue producers 

 

In Support of Optimists Everywhere!

December 12th, 2014

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