Fundraising for Dummies 00 by Mutz, John Murray, Katherine Paperback 2000 : Mutz: Amazon com: Books

You wonder whether donors will have anything left to give; you watch your endowment drop; you cringe at the economic forecasts. Tip.eps Taking the time to think through beliefs about money in general and fundraising in particular is important because your unexplored ideas may — for better or worse — affect your overall success in your role. But fundraising isn’t the main objective of a nonprofit organization, although you may sometimes feel like it gets the bulk of the focus. Fundraising is the means to an end, the way read fundraising for dummies online by john mutz and katherine murray to fulfill your mission, whether that mission is reaching people who are homeless or in need, healing the sick, or promoting the art or music you’re passionate about. Before we jump headfirst into the many fundraising approaches available to you, we take a look at two stories that offer slightly different approaches to fundraising in tough times. Consider what these two organizations did to survive the challenging trials that faced them, and then read the rest of this book to find out what you can do to help your own organization make the most of fundraising in both good times and bad.

• It’s been said that it is human nature to create — we create with our ideas, our thoughts, our words, and our actions.
• As anyone who’s ever had any experience with trying to raise money can attest, fundraising isn’t a pretty word.
• Money may be tight right now, but the number of people who care about your cause isn’t in short supply.
• Make sure your messaging is empathetic and honest — but stay away from crying Wolf!

The following sections discuss some key points to keep in mind as you promote your organization. Not only is that spark of passion the driving force behind your desire to help, but it’s also one of the best tools you can use as you fan the embers of possibility into a full fundraising flame. When you’re trying to fundraise in uncertain economic times, plugging in to your own passion — why you do what you do — is a vitally important part of telling your organization’s story with the energy that captures people’s attention. Chances are good that passion for a particular cause led you to fundraising in the first place.

Coping with staff reductions and shrinking budgets

You may be surprised to find a little breathing room and discover that you can chart a course that is open and honest and that builds trust throughout the entire organization, even — and perhaps especially — in the midst of trying times. To help you navigate these choppy waters, we’ve included information in Chapter 8 on how to connect with your donors in a variety of low-cost, high-impact ways. Chapter 11 helps you think through your approach for writing engaging, inspiring grant proposals, and all chapters in Part IV focus on specific campaigns you can use to approach your donors in different ways. Uncertainty is in the air, and even your more affluent donors may be experiencing difficult personal economic circumstances. According to the Center on Philanthropy at Indiana University, the Philanthropic Giving Index (PGI), which evaluates confidence in charitable giving, reached an all-time low in 2009, dropping almost 49 percent since December 2007.

In Chapter 19, we show you how to use another low-cost tool — Webinars — to share your organization with potential donors. Webinars provide a great opportunity to reduce heavy travel expenses for everyone in your organization while making meetings more flexible and time-effective. For a low cost, you can host an online session with presentations, a whiteboard, video, and other programs, while your organization’s leaders talk by phone.

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Continuing to develop good relationships with businesses in your area or industry is important, and continuing to talk with potential major givers is a given. Chapter 22 takes a closer look at corporate philanthropy, and Chapters 9 and 21 show you what you need to do to cultivate those important major givers and secure their gifts. Research the giving patterns of your constituents, find out what life is like for your regular donor, stay in touch with your major givers, and use your messaging to reassure, inform, and invite donors to stay engaged with you. Check out Chapters 7 through 10 to discover everything you need to know about researching and cultivating your relationships with your donors. In the middle of a thriving economic time, people tend to build on programs and services, layer new ideas over the tried-and-true, and take on expenses in a generally optimistic frame of mind.

• Consistency is important in building donor relationships, and your donors will be paying careful attention to the way you navigate through this rocky time.
• As a result, the church decided to set aside 10 percent of the collections it received each Sunday and donate that amount to a local nonprofit.
• If you’ve been in the role for any length of time, you’ve probably spent a lot of time watching with a wary eye as the economy pitches and sways.
• Replace much of your print expenses by using e-mail for letters and newsletters (see Chapter 15).

It’s been said that it is human nature to create — we create with our ideas, our thoughts, our words, and our actions. When you talk up your recent successes, no matter how small they might be, you inspire the people listening to think positively about your organization. When you’re the voice of stability in a time of great change, you paint the possibility of better times in your listeners’ minds. One day that goodwill may convert to a dollar amount — or it may lead other potential donors to your door.

You’ve lost that loving feeling

John Mutz is chairman of the United Way of Central Indiana and served as president of the Lilly Endowment. Katherine Murray has written several books about fundraising and advises nonprofits. You may be involved with fundraising today, or you may be considering a request for involvement, but, either way, the initial spark that got you interested in your cause is what we’re talking about here. Like the Olympic flame, your spark gets carried from person to person and warms the very lifeblood of your organization, whether you’re a volunteer, staff member, or board member. As anyone who’s ever had any experience with trying to raise money can attest, fundraising isn’t a pretty word. In fact, it’s a tough term to confront, a kind of oh-no-here-comes-the-pitch word.

Fundraising For Dummies, 3rd Edition

Oh, sure, you find professional fundraisers out in the field who are interested first and foremost in turning a fast buck. People are drawn to organizations because they see a need — perhaps up close and personal — and because they feel compelled to do what they can to make a difference. When you’re part of a mission that’s close to your heart, the potential for creative effort and action increases and others are inspired and attracted to what you’re doing.

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Plus — and this is icing on the cake — when things begin to get better, you’ll have one heck of a good story to tell. Before you can start bringing in the big bucks to fund your organization, you need to begin at the beginning — by figuring out the lay of the land and getting a sense of what’s possible in your fundraising environment. Anytime you start something new, you have to take some time to get your feet under you and become familiar with the basics of your task. And in times of economic upheaval, being able to assess your starting point — and envision your end goal — is more important than ever. Expand what you offer on your Web site, and provide more information for donors and readers (see Chapter 16). Reduce costs on your annual fund drive by replacing most or all of your print appeals with e-mail.

Lucky for you, your organization likely gives you lots of positive stories to tell — people who have been helped by what you do, volunteers who love their work, improvements you have made, lives you have changed. Although these good things may happen against a backdrop of short-fall funding and delayed grants, share your successes out loud with your donors, your staff, and your public. May work once in a while (especially when someone in your community is truly in dire need), but overusing dramatic urgency can leave your donors underimpressed. Better to be straightforward, present the opportunities, and invite your donors to be part of your cause. Make sure your messaging is empathetic and honest — but stay away from crying Wolf! However, when the need is real, dramatizing a community crisis can be an effective way to gather new donors and encourage those who have given in the past to give again.

Fundraising For Dummies, 3rd Edition

For example, a food pantry recently discovered it was going to come up short in supply of its needs, so the board enlisted the support of the local mayor. Tip.eps You may not be able to give staff a raise this year, but you can offer other benefits to offset that loss. Depending on the way your organization is structured, you may be able to offer flex time, give an extra personal day, or change other perks that don’t relate to an increase in the bottom line. In Chapter 5, we show you how to help your board tackle the tough decisions so you know what to plan for and what to expect.