Wendy Hamilton, MFA

If We Truly Valued the Donors We Had Wouldn't we: Survey and/or interview them about what institutional attributes they find most important and impressive to ensure we hire fundraisers who embody them? Tell fundraisers their most important job is to perpetuate and deepen relationships with those assigned to their portfolios? Require fundraisers to demonstrate that they have studied donor profiles and developed engagement plans attuned to their donors' passions and sensitivities? Equip fundraisers with questions to ask so they can fill gaps in those donors' records to ensure they are managed well over time? Check in with those donors after a few months to make sure all is going well with their new development officer? Work with the development officer to learn what each donor does and does not want to receive knowing how many complain of being bombarded with information? Make sure any solicitation is well-thought-out and respectful as evidenced by the number of conversations preceding it and interest expressed by the donor in a particular initiative? Conduct annual stewardship interviews or surveys to make sure donors feel that their gifts have been well-stewarded and they feel respectfully treated, then compare results year over year to make sure gaps are not growing? Show fundraisers how they can help donors develop multiple connections to the organization? Yet, how often do we see fundraisers: Selected on the basis of bravado Pushed into the field with too little training and no review of their plans Expected to solicited after a set number of visits with no review as to whether what is being solicited aligns with donors' interests Not required to show evidence of relationship or affinity building Gone after two years so that donors not only experience giving fatigue but breaking-in-new-fundraiser fatigue So let's be honest. While many organizations have a stewardship office, few have anything that looks like an asset management plan or the awareness of how important one is. Despite what we give lip service to, is it not a fact that we care little about how positive an impression our fundraisers make or how well they treat their donors as long as they bring home some bacon? So here's the lesson that must penetrate or our thick organizational skulls: A stewardship office, no matter how good, cannot compensate for: Leadership attitudes that treat donors like cordwood Fundraisers who don't reflect values and ideals touted by the organization Fundraising imperatives that favor insensitive fundraisers or desensitize good ones Donors being made to feel like ATMs accessed by revolving fundraisers Inappropriate or inept solicitations Most organization leave much too much to chance. They need to build awareness around donors as invaluable organizational assets and, at minimum, hold themselves to ethic articulated in the Hippocratic Oath:  "I will do no harm or injustice to them."

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"You can't manage what you can't measure." But, measuring the RIGHT metrics is also important for managing effectively. Are you measuring and valuing the right metrics? This article points out a few.

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Are your grant narratives and your budget telling the same story? 🤔 In successful grant proposals, the budgets and the narratives are well aligned. One grants expert I know says that when she reviews grants, she likes to read the story in the budget first, and then follow with narrative.  What does this mean if you’re the person creating the narratives? At a minimum, it means that you need to check in with the person in charge of the budget, if it isn’t you. And it can’t be the day before the grant is due, either. Ideally, a month before the deadline. 📆 Be sure you understand how much money is being requested, and for what, so your narratives will support that—both implicitly and overtly. You don’t want to be jamming that information into your approved and word-count-managed narratives on the day the grant is due! Even with an AI assist (and I have found that ChatGPT can be super helpful with this kind of realignment), that’s just cutting it too close. Depending upon your role in this situation, you may also need to discuss the funding parameters. Are there mandatory budget elements, like participating in a particular conference, or rules like “no staff salaries”? It’ll make everybody’s life easier if that is discussed early in the process. Grant writers, how do you manage the interaction of narratives and budgets in your process? What if you’re a consultant and working outside the organization applying for the grant? 💡

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Interested in learning strategies to help you better advocate for inclusivity and justice in your communities? Explore Urban Institute and Race Forward Government Alliance on Race and Equity’s new Equity Resource Navigator, a tool designed to help local leaders find resources to advance equity in the communities they serve.  Check out the webinar for a live demonstration of the navigator and learn how equity work across the United States is evolving:  https://urbn.is/3yIGCle  #Equity

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Fundraisers are balancing with multiple generations, diverse cultures, and rising donor expectations. With plentiful communication methods and fierce competition for donor dollars, it's vital to ensure your fundraising program isn't just active, but effective. And to do that, you need good data. But are you overwhelmed by the information in your database and unsure which metrics truly matter? Our new eBook, "Fundraising Health Check," cuts through the noise to highlight the key performance indicators critical for assessing your program's health. Download now: https://lnkd.in/d7XtsRqz #FundraisingStrategy #NonprofitSuccess #DataDriven

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I just want to amplify this new study. That’s being done around community centric fundraising and philanthropy. Are you using community centric fundraising principles? Have your lead fundraiser or your entire fundraising team sit down together and fill this out.

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Succession planning is one of the most challenging issues small business owners face. It’s complex, both from a practical standpoint and an emotional one. It’s difficult to walk away from something you built from the ground up. All the myths and misinformation around the topic don’t help either. Our Citizens small business team separates fact from fiction in the article below. http://spr.ly/6040eobo8 #CitizensColleague #SmallBusiness #SmallBusinessMonth

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Hey Non-profits, this question is for you - How are you currently balancing efforts between fundraising and donor engagement versus program delivery and expansion, and what strategies are you implementing to ensure success in both areas? We understand the roadblocks you may run into when there's no strategic plan in place. Luckily, we can help with that! Send us a message if you're interested in learning more.

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Tough Love for Donors #2 ❤️🖤❤️ Most donors want what’s best for the organizations they support. They trust the board and staff leadership to stay the course defined by their mission statement. As I hinted last week, there is a vocal minority who want the money they give to advance their own purposes, whatever strain it puts on the organization. Attempts to steer the boat from shore rarely go well. ⛵️ Some funders have a concept that they are purchasing power with your organization when they donate. It’s as though their gift (whatever the size) has made them a majority shareholder. Generous contributions are an “investment” in the mission and our collective future, but the analogy ends there. Hopefully, the orgs we work for have honed their mission down to the most optimal approach to the issue they address. That mission is the North star, and no funder should be allowed to take us off course. I've heard this defined as "mission drift" or "mission creep." Funders who require you to swing out of your lane shouldn't be indulged. I’ve experienced donors and institutional funders asking me to compromise privacy policies and/or build programs outside the stated mission while dangling cash like it’s a golden carrot. 🪢 The classic "strings-attached" donation: “I can make this gift if you do X.” ∓ The "negative contingency" (thanks Alexandyr Kent) : “I will pull my support unless you X.” 🧐 Evaluate these quid pro quo statements, explicit or implied, carefully. 🧐 If you compromise, you’ll regret it. You’ll create a monster of entitlement and diminish the integrity of the organization. 💰 Maybe announcing that 6 or 7 figure gift to the board or staff is tempting. 💰 🫷 BUT🫸 You have agency here. Stand your ground. I’ve mentioned a couple requests above that prospective funders have made throughout my career that would’ve compromised the mission I was supporting. Luckily, in both cases, I was backed up by leadership who agreed we shouldn’t engage under those terms. Have you had to address funders offering gifts or threatening to withdraw unless action is taken to conform the organization to their own personal value system? How did you respond? Let me know! #fundraising #nonprofit #donors

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Check out my new article in AFP's Advancing Philanthropy! The article provides some great tips and tricks on how to motivate your fundraisers when working in small shop nonprofits. If you're looking for ways to inspire your team and help your organization achieve its goals, this article is a must-read. Don't miss out on this valuable resource!

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Are you struggling to secure funding for your upcoming projects or needs? Don't wait until the last minute - involve your Program staff early on to ensure a successful and timely grant proposal. Read on for tips to coordinate Grants with program launches, and ensure you have necessary staff bios/resumes, so you have that competitive edge in your grant applications. https://lnkd.in/eZMNG9n7 #nonprofitgrants #fundingopportunities #programmanagement

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Fundraisers - saying “no” to a major donor is NOT a failure. It’s a strategic choice. In fact, it can be a catalyst for stronger relationships and future collaborations. Here's why: Saying "no" can help ensure that you maintain alignment with your organization's mission and strategic direction. And the donors who understand and share your values will appreciate your commitment to staying true to your cause. In fact, by being transparent and authentic in your dealings with donors, you can often strengthen their trust in your organization. I also want to recognize that saying "no" to a donor is easier said than done! Too often, nonprofits buy into the toxic business philosophy of “the customer is always right” -  power imbalances coupled with a culture of short-term thinking can pose significant challenges when it comes to setting the boundaries you need for a healthy fundraising program.   Now I’d love to hear from you - what is the biggest barrier nonprofits are facing when it comes saying no to donors? 𝘔𝘺 𝘯𝘢𝘮𝘦 𝘪𝘴 𝘌𝘮𝘮𝘢 𝘓𝘦𝘸𝘻𝘦𝘺, 𝘢𝘯𝘥 𝘐 𝘩𝘦𝘭𝘱 𝘺𝘰𝘶𝘳 𝘧𝘶𝘯𝘥𝘳𝘢𝘪𝘴𝘪𝘯𝘨 𝘵𝘦𝘢𝘮 𝘣𝘶𝘪𝘭𝘥 𝘵𝘩𝘦 𝘴𝘬𝘪𝘭𝘭𝘴, 𝘴𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘦𝘴 𝘢𝘯𝘥 𝘴𝘺𝘴𝘵𝘦𝘮𝘴 𝘺𝘰𝘶 𝘯𝘦𝘦𝘥 𝘵𝘰 𝘳𝘢𝘪𝘴𝘦 𝘮𝘰𝘳𝘦 𝘮𝘢𝘫𝘰𝘳 𝘨𝘪𝘧𝘵𝘴. 𝘓𝘪𝘬𝘦𝘥 𝘵𝘩𝘪𝘴 𝘱𝘰𝘴𝘵? 𝘓𝘦𝘵’𝘴 𝘴𝘵𝘢𝘺 𝘪𝘯 𝘵𝘰𝘶𝘤𝘩! 👋 𝘊𝘰𝘯𝘯𝘦𝘤𝘵 𝘸𝘪𝘵𝘩 𝘮𝘦 🔝 𝘖𝘳 𝘴𝘶𝘣𝘴𝘤𝘳𝘪𝘣𝘦 𝘵𝘰 𝘮𝘺 𝘦𝘮𝘢𝘪𝘭 (𝘭𝘪𝘯𝘬 𝘰𝘯 𝘵𝘰𝘱 𝘰𝘧 𝘮𝘺 𝘱𝘳𝘰𝘧𝘪𝘭𝘦) #fundraising #majorgifts #nonprofit #philanthropy

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I’m digging deep into why gatherings are so powerful in fundraising. One of the biggest benefits is the ability to build trust with your donors. Gatherings accelerate that by: - Providing a way to get to know your donors and create a sense of community and shared purpose. - Creating an opportunity to demonstrate your impact, financial credibility and vision for the future.

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Being "good at fundraising" ≠ a great fundraising leader ❌ Successful fundraisers are really great at doing a whole host of things, including asking the following: ::: How do you collaborate with the CEO and understand their strategy? ::: How do you routinely engage with the program leads? ::: How do you leverage the Board of Directors? ::: How do you partner with the Finance Team? ::: How do you set aside time for donor stewardship? ::: How do you manage your fundraising team beyond dollars raised? i.e. other ways to define "success"? Agree? What else is critical for great fundraising leaders to ask? ___________ #nonprofit #charity #nonprofitlife

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Thoughtful Stewardship Motivates Other Donors As seasoned fundraisers will attest, many major donors will, upon making a gift commitment, say they want no recognition and a surprising number say they would prefer to remain anonymous. I don't know how many say that because it's how they feel or because they think that is what they should say. It doesn't really matter. My standard response was "We need your example." Example is important in philanthropy and fundraising. I wanted to afford my donors recognition because I knew it would be inspiring and motivating to others - if we told their story in the right way. All too often we squander the opportunity of example. We announce the amount someone has given and make some banal statements about the transformative effect it will have but rarely do we follow up and demonstrate the actual transformational impact years down the road. Even sadder, we don't do enough to publicize why the donor gave or highlight the values that underpinned and motivated their giving. Yet, the story of why one donor gave can be highly motivating to other current and potential donors. We seem to forget that many of us spend our lives trying to become better people. We seek to liberate our big and altruistic side from our small, selfish and self-protective side. We don't always know how to do that but we try. It's why we look to the examples of others, why we look for people we can admire and emulate. It's not how much someone gave but why. When we hear about someone giving because they want to spare others from the loss or pain visited on them or their loved ones, we revisit our pain and loss and ask ourselves if we have done enough to spare others. When we hear about someone giving to return what they think was a good done for them years ago, we go back to our past and ourselves if we have paid due credit to those who were most helpful in our formative years. When we hear someone giving because they felt fortune smiled on them, we think more about our good fortune and how we might share it. The more we seize on the power of example through effective storytelling, we help others reflect and say to themselves: That's who I want to be like. That's how I could give more meaning to my life. That's how I can become a better person. It's not the size of the gift we celebrate, it's the examples of how people turn to philanthropy to forgive, to convert struggle and loss to purpose, to remember and honor those that shaped their lives, to chip away at injustices visited on them, to provide others opportunities they never had, and to bequeath more to the future than they inherited from the past. We need these examples and these stories. We want to be in the presence of people striving to do good with their lives. We look for ways to be better people. The more thoughtfully we steward and share each donor's story, the more we widen the philanthropic path.

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