nmp 650 e-portfolio assignment 2 - a gould

NMP 656Relationships, Communication and Philanthropy

NMP 650E-Portfolio Assignment # 2Athena Gould

Learning Objectives

• Building Relationships1

• Development Cycle2

• Getting your Message out3

Building Relationships

Why is Relationship Building Important?

“Relationships are bigger than ‘getting something from someone’ or collaborating with some organization because a funder expects it. Relationships are the core to everything. My life. Your life. Our work. Why are we building relationships? What is our purpose? It’s about a key pillar of philanthropy. It’s about building bridges before we need them.’’

(Ahern & Joyaux, 2008, p.41)

5 Sins of Donor Engagement

1. Separating Fund Development from Philanthropy.

2. Treating Giving as a Financial Transaction Rather than an Emotional Act.

3. Trespassing on Personal and Professional Relationships.

4. Universalizing Your Own Passion. 5. Asking Prematurely.


#1: Separating Fund Development from Philanthropy


“Philanthropy means voluntary action for the common good. Fund

development is the essential partner of philanthropy. Fund

development makes philanthropy possible by bringing together a

particular cause and the donors and prospects who care about that

cause. Through relationship building, fund development nurtures

loyalty and lifetime value, thus facilitating philanthropy.”

Fund Development

Philanthropy

#2: Treating Giving as a Financial Transaction Rather than an Emotional Act

“… nonprofits/NGOs are the means by which the donor fulfills his or her own interests and aspirations. Emotions drive everything, including relationships… Of course, rationale is important in making the case. But rationale is the handmaiden of emotion. Without an emotional basis, your fund development cannot reach its full potential.”


#3: Trespassing on Personal and Professional Relationships

“Trespassing on personal and professional relationships produces less-than-satisfactory results like these:

• The solicitor often feels like he or she is coercing gifts based on favors. The solicitor feels awkward and uncomfortable and thinks that all fundraising is based on this dynamic.

• The prospect thinks that all fundraising is based on this trespassing and favor exchange, thus perpetuating bad fundraising practice.

• Your organization acquires donations, probably not donors. The gifts are most likely smaller than could be possible with a donor who really cares. Also, the donations are often short term.

• You are not developing a base of loyal donors. • You are not developing a strong and effective fundraising relationship

with your solicitors.”


#4: Universalizing Your Own Passion

“Do not try to ‘educate’ people or businesses about how important your cause and organization are. This is patronizing and offensive. Moreover, it’s a waste of your resources.”

“…find those who are interested in the cause and organization. Do not try to convince people to be interested. This gambit wastes organizational time and resources—and makes you and your volunteers feel unsuccessful.”


Love my Nonprofit!

#5: Asking Prematurely


Predisposed Individuals

“First, you figure out if they are predisposed. Then you cultivate a bit and determine if they qualify as a prospect. Then you cultivate again. And finally you ask.”

Development Cycle

It is important to be honest with donors. Transparency is vital to building quality relationships with potential and current

donors.

Donor Bills of Rights

• To be informed of the organization's mission, of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes.

• To be informed of the identity of those serving on the organization's governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.

• To have access to the organization's most recent financial statements.

• To be assured their gifts will be used for the purposes for which they were given.

• To receive appropriate acknowledgment and recognition.

(Association of Fundraising Professionals)

Donor Bills of Rights (Cont.)


• To be assured that information about their donations is handled with respect and with confidentiality to the extent provided by law.

• To expect that all relationships with individuals representing organizations of interest to the donor will be professional in nature.

• To be informed whether those seeking donations are volunteers, employees of the organization or hired solicitors.

• To have the opportunity for their names to be deleted from mailing lists that an organization may intend to share.

• To feel free to ask questions when making a donation and to receive prompt, truthful and forthright answers.

“…as with anything in your organization, your relationship-building program and plan reflect your

values. The soul of your organization comes through in the way you talk about relationships and

the way you nurture those relationships.”

(Ahern & Joyaux, 2008, p. 173)

The Donor Centric Pledge


• That donors are essential to the success of our mission. • That gifts are not "cash transactions." Donors are not merely a bunch of

interchangeable, easily replaceable credit cards, checkbooks and wallets. • That no one "owes" us a gift just because our mission is worthy. • That any person who chooses to become our donor has enormous potential to assist

the mission. • That having a program for developing a relationship with that donor is how

organizations tap that enormous potential. • That we waste that potential when donors are not promptly thanked. • That "lifetime value of a donor" is the best (though often overlooked) way to evaluate

"return on investment" in fundraising. • That donors are more important than donations. Those who currently make small

gifts are just as interesting to us as those who currently make large gifts. • That acquiring first-time donors is easy but keeping those donors is hard. • That many first-time gifts are no more than "impulse purchases" or "first dates.”• That we’ll have to work harder for the second gift than we did for the first. • That a prerequisite for above-average donor retention is a well-planned donor-centric

communications program that begins with a welcome.

The Donor Centric Pledge (Cont.)


• That donors want to have faith in us, and that it's our fault if they don't. • That donors want to make a difference in the world -- and that our mission is one of many

means to that end. • That donors are investors. They invest in doing good. They expect their investment to prosper,

or they'll invest somewhere else. • That we earn the donor's trust by reporting on our accomplishments and efficiency. • That individual donors respond to our appeals for personal reasons we can only guess at. • That asking a donor why she or he gave a first gift to us will likely lead to an amazingly revealing

conversation. • That fundraising serves the donors' emotional needs as much as it serves the organization's

financial needs. • That we are in the "feel good" business. Donors feel good when they help make the world a

better place. • That a prime goal of fundraising communications is to satisfy basic human needs such as the

donor's need to feel important and worthwhile. • That the donor's perspective defines what is a "major" gift.• That every first gift can open a door to an entirely new world for the donor, through

participation in our cause.

Getting your Message out


(Leet, 2008)

“The development of a strategic message -- that set of statements that lays the foundation for

conveying in-depth information -- is no longer a task to delegate to a charity's public-relations

expert. It is now a fundamental responsibility of presidents and executive directors.”

Mechanisms for communicating your message

• Direct Mail• Newsletter• Email• Website• Telephone• Personal communication with donors



“To produce good to great results in fund development, organizations need a communications plan that puts them in frequent touch with prospects and donors. Six times a year, by various means, is probably a minimum. And four of these communications are probably just making contact; they are not hard solicitations.”

Remember!!


“When you see yourself as a fundraiser, you tend to focus on meeting cash goals. When you see yourself as a communicator, you tend to focus on the donor.”

It is important to listen to your donors!

References

Ahern, T., & Joyaux, S. (2008). Keep your donors the guide to better communications and stronger relationships. Wiley Publishing, Inc.

Leet, R. K. (2008). Strong messages mean strong leaders. Chronicle of Philanthropy, 20(13), doi: 1040676X

Association of Fundraising Professionals. (n.d.). Donor bil of rights. Retrieved from http://www.afpnet.org/ethics/enforcementDetail.cfm?ItemNumber=3359

http://www.afpnet.org/ethics/enforcementDetail.cfm?ItemNumber=3359



nmp 650 e-portfolio assignment 2 - a gould

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