Based on our conversation, I could immediately tell that Judy and Al are big cheerleaders for their organization – what all of us hope for in our board members. They were pitching me on the good work of Opportunity Works from the moment I asked what organization they were with.

And the frosting on this board member cake was that they are both actively involved in making friends and raising money for Opportunity Works.

I was intrigued by their annual fundraising event, the Lend-A-Hand auction, not being an auction expert myself. They told me that the event, which has become a much anticipated tradition in their community, grossed $75,000 last year, its top year ever! Kudos to them for the increase. I know many an organization whose big events even with auctions don’t raise this much.

The auction, entering its 27th year, takes place on cable television. This is the second year it was streamed over the Internet. It was broadcast live in nine Greater Newburyport communities and for the first time in Haverhill.

They use the local middle school during school vacation week to stage the auction. Set up takes place during the week, the telecast and bidding is on Saturday from noon to 9 pm. and pickup is the next day, Sunday, all before school opens again on Monday.

As Judy, described it, “there is something for everyone” with 600 donated items ranging from dog grooming to decorating to the big ticket, an African Safari. You can see the list for yourself here.

Al told me that the community values the work Opportunity Works does so they are very supportive. Sponsors get to auction off the tables the night of the auction and businesses and other community groups send volunteers who answer the phones and take the bids. Both Judy and Al are extremely active in the auction.

I was impressed by the enthusiasm and hard work of these board members and wanted to share it with you.

But the PS grabbed me.  (And yes, I read the PS first. I quickly see that the main message holds bad news for me).

“P.S. Have you heard the Bates parking meter story? It’s two minutes and guaranteed to make you smile…this was sent to alumni (who hadn’t made a Bates Fund gift or pledge) two weeks ago.”

I can’t imagine a parking meter on the leafy Bates quad of my memory, nor even on the surrounding streets of sleepy Lewiston, Maine, so “the parking meter story” monicker raises a question I can’t answer without clicking on the link, a classic teaser trope. Christina promises to answer the question in two minutes or less and amuse me in the process.

I like the quick and indirect way Christina clues me in that this is not just a funny story. She tells me this story was sent to non-contributing alums a couple of weeks ago. That truth-in-advertising builds vital trust and gently reminds me that I’m a delinquent, too. I click on the link.The promised story is delivered without flash in a warm, male voice. The tale is simple.(Spoiler alert!) Because she had a Bates sticker in her car window, a Bates alum is saved from an expiring parking meter by another anonymous alum who leaves a  note about sticking together. That little story is set inside another even tinier story. The narration begins, “The day we dropped our son off at Bates, the Associate Dean of students told us this story…”

In the first nine words, I’m time-traveled back to that quad, then I’m whisked off to Boston where the actual incident takes place (photos of Bates and a parking meter support the scene-setting).

At 45 seconds, the parking meter story ends. The narrator names a few critical values of the Bates education his son is getting, but quickly gets to the core message: Bates is a community that lasts a lifetime. “Batesies take care of each other. And now we need you to take care of Bates.” Professional-quality still images of students in interesting settings back up each new idea.

After a final dollop of urgency (“The Bates Fund ends of June 30th. The meter is running down.”) the narrator directs us to the link where we can give and the video ends. It’s engaging, on-point and efficient with my time. It creates an experience that feels simple and brief, but which uses complex narrative to draw me through it and move me to give. I’ll be imitating this one as soon as I get the chance.

Well done, Christina! And I’ll make good on the pledge if you’ll tell me what it was.

Keeping the advertising, invoicing, fundraising, and donor stewardship running was an expensive investment for an organization that relied primarily on monthly giving from tens of thousands of donors.

While that funding model was clearly our strength, it also lost us donors who determined which organization they chose to support solely on the basis of  overhead ratios. Overhead costs were lower at colleague agencies that had lots of low-fundraising-cost government grants and commodities passing through their books.

(Note: Why overhead ratios tell only a tiny part of the story).

Which is one reason why we were interested in increasing our revenue from grants (in addition to the good work that we could do with more money.)

In particular, we had our eye on “development education” grants awarded by the US Agency for International Development  (USAID). Those funds supported programs that taught US audiences about global issues, especially issues facing the world’s most poor and vulnerable people.

We also knew that those agencies that received USAID development education grants seemed to have a “more favored” status within the development community than those who didn’t. AID funding was like a seal of approval that our development education would be recognized by our peers.

Yes, we wanted to be in the “in crowd.”  Being “in” often led to more media exposure, more opportunity for partnerships with our colleagues, and, ultimately, more donors and more funding to support our programs overseas.

But year after year (before I arrived), our proposals kept getting rejected. And we couldn’t understand why.

And to put the frosting on the cake, we kept hearing funders and our non-sponsorship colleagues advocate for personalizing international development to US citizens by sharing the stories of real people, families and communities overseas.

But but but… each and every day, we were sending very real and personalized stories about those very same communities and families to tens of thousands of donors in the US.

What were we doing wrong?

Lesson One: Get involved with your colleagues

Luckily, my boss was determined to shift the perception of our agency in the eyes of his international colleagues. So he became very active in the US international development community. He joined committees in strategic networks. He lobbied our  international program staff to participate in the US as well. He brought onto our Board of Directors  individuals with international development expertise and got them involved in those networks as well.

Through those activities, he also got to work with and come to know the staff in the development education division at USAID. And that’s how we learned what was wrong with us.

Lesson Two: Find out what funders think about you.

Without getting into too much detail, suffice it to say that child sponsorship organizations like ours — the  ones that invested in active communications between donors here in the US and their sponsored families overseas — were not seen by many of their colleagues as serious international development organizations.Yep. It didn’t matter so much about our programming on the ground.  Our donor communications were seen as purely “marketing” or “fundraising” and thus we not credible.

While this stung us terribly, finally, we had an opportunity for a breakthrough.

Lesson Three: You have to have and discuss a THEORY OF CHANGE

So, we decided we needed our USAID colleagues to understand better the what and why’s of our donor communications program. We were sure if they did, they would have a different opinion of us.

You see, one of the reasons that USAID was funding development education was to build more support for international aid. Leaving government aid aside, individual giving overseas rarely reaches 3% of all philanthropic dollars contributed in the US.

Yet, among the 400 largest US charities, you’ll find many child sponsorship organizations.

Why is that?

Remember that cliche that readers are only interested in local news? (Sadly, you only have to look at the very first news stories coming from the Haitian earthquake to find the truth in this).

Over 50 years of experience demonstrated the power of child sponsorship to motivate people to give by connecting them with images and stories of real people that they could learn about and maybe even communicate with.

So we had invested pretty heavily in our communications program. It included:

• an annual photo of the sponsored child and his or her family
• an annual profile of that child and family and their local community
• a description of the country, economy, and culture of the regional and country in which the family lived
• quarterly updates from our field staff describing their programs or interesting challenges in that community
• four to six updates from the child and/or family, written with the help of dedicated field staff, an offering a glimpse of daily life.  (This was the most controversial part, but a story for another forum)
• the ability of donors in the US to send correspondence back to their sponsored family, sharing a glimpse of life in the US.
• Specialty information, particularly about the world’s religions and their practices.

We had also just discovered academic research that outlined a five stage model of how individuals became more culturally aware.  That research supported many of our practices and offered a platform to explain our communications to our potential funders.

Which we did. We took a “dog and pony” show down to the development staff at USAID and walked them through our communications program step by step. We answered all of their questions. We presented our challenges very truthfully.

Did we completely convince them? No. But we could see the cracks in their skepticism.

Which was a significant step forward to winning the grant.

For next time … lessons we learned about program development, target audiences and donor portfolios.

Continued at: How we got the grant, part II

Taking stock

Before the year draws to an end, I review my all my charitable contributions to see how I’m doing and to be sure I’ve haven’t forgotten any of my favorite causes.

I can do this pretty quickly because throughout the year as I make gifts I’ve been recording them on my “Contributions” spreadsheet. That way, I can see at a glance who I remembered and who I forgot.  I find this a lot easier than my old system of searching through my canceled checks and credit card statements. The spreadsheet also helps me remember when I receive a new appeal if I’ve already reached my giving target for that organization.  And it has really helped speed up my tax preparation.

Giving schedules

The end of year is a real cash crunch for me as our house insurance, car insurance, life insurance are all due. There are also holiday gifts and plane tickets to get my sons back from college. So it’s not a great time for me to be making donations.

I’ve been trying to spread my giving out throughout the year. Larger gifts I’ve been doing in installments or at times that I’m feeling more cash flush. I really don’t love putting gifts on credit cards as I’d rather all my giving went to the organizations I support.

But at the end of the year, if I’ve missed an important cause, out comes the credit card.

Giving Benchmarks

One of my speculations about giving is that people would be more generous if they had better benchmarks.

A few days ago my daughter shared that she was going to set a person tithing formula for her giving. Many faiths have a “tithing requirement” that sets a benchmark for personal support. States that have high percentages of their population in faiths that tithe seem to report higher overall giving. Yet most of us don’t view our charitable giving in this way.

In 1987 Independent Sector launched a campaign to Give Five, encouraging individuals to give 5% of their income and five hours a week to the causes they cared about.

Today, the average US donor gives to charity in these amounts:

• Low income households give about 4.5% of their income
• Middle class households give about 2.5%
• Higher income households give about 3%

So how does our household compare?

If I look at tax-deductible gifts, our total contributions are just over4% of our adjusted gross income. When I include the non-tax deductible gifts we make by supporting charitable events, that puts our total contributions to public charities and membership in advocacy organizations at 5.8% of our adjusted gross income.

I never feel like I’m giving enough (here I default to a typical excuse: Tuition payments for two sons in college). Yet, my giving looks decent compared to the national averages.

The Inventory

The top tier

Because I strongly believe that board members should make leadership gifts, it’s not surprising that the organizations on whose boards I sit are at the top of my giving. They include:

• Latino Dollars for Scholars Foundation of RI. I’m on the advisory council and am just passionate about these exciting and promising future leaders of my Community and Country. While I’m not really a big scholarship person, we sponsor a scholarship because we’ve both been so moved by the personal testimony of what a supportive community means to these students.

• Blackstone Academy Charter School. I pay this gift in two installments. Just over a year ago I asked to join the the board of this compelling public charter high school and former client that serves kids from neighboring Pawtucket and Central Falls. I thought I could make a difference. I am a huge supporter of public education and diverse student bodies. All my kids attended public schools and they continue to thrive. Yet, I’ve also seen first hand the incredible difference that small schools make, especially in the societal, social and emotional development of their students, and especially for kids who didn’t start with the same privileges as mine. All public school kids deserve public charters.

• Rhode Island Council for the Humanities. Though I rotated off the board about two years ago, I’m still passionate about the role of the public humanities in enabling us to find meaning in our life and to better understand our communities and world. In the world of charities, state humanities councils are a bit of a underdog that need our support. I pay this charitable gift in two installments and through an event sponsorship of the annual celebration.

Added up, that’s about a third of my giving.

Level two

• ACLU and AIUSA. Because protecting civil liberties and human rights at home and abroad is absolutely essential to a free society, I’m a member of the American Civil Liberties Union (not tax-deductible) and Amnesty International USA (tax-deductible). I have been very privileged to work with their local affiliates first hand. I also  make tax-deductible gifts to both the national and RI ACLU affiliates through the ACLU Foundation. I give an annual gift to AIUSA Group 49 in Providence during the annual Write-a-Thon for Human Rights.

• WaterFire Providence. I have such profound respect for the genius and generosity of its artist creator Barnaby Evans and WaterFire’s critical role in rejuvenating my hometown, Providence, that I give to this one-of-a-kind arts and community building hybrid.

• WRNI. What can I say. My kids could be in the ad that’s running about how NPR was always on the radio at home growing up. I admit that I’m a lifelong junkie of its brilliant news and talk shows. Every day I find a new connection to my life and work. And they’ve convinced me that my gift should at least be as much as the subscription to my daily newspaper. (Besides, I’d hate if one of my kids turned me in for not giving thus triggering an embarrassing phone call from Ira Glass.)

• Save The Bay and Audubon Society of RI. My environmental donations used to be spread among more organizations, but now they go exclusively locally. I worked at Save The Bay for five years and hike the properties of ASRI.

Flotsam and jetsam

• Colleges. I personally think that private colleges consume way too much of US charitable giving and serve a largely privileged class of people. But I also appreciate the role that college played in moving this blue collar girl up the societal ladder, so I can’t leave off  my undergrad alma mater Clark University and my grad alma mater Antioch University New England. But please, children’s colleges, stop calling me for gifts. I’m not going to give to you. You are their colleges and they can give to you when and if they desire.
• Women’s and Reproductive Rights Organizations. While I’m still an strong feminist and pro choice advocate, there are fewer organizations on this list. But it’s not as if I’m ignoring them entirely as AIUSA and the ACLU are strong international and national advocates for women’s rights.
• Disease organizations. Not my giving thing. The only gifts I make here are from time to time to honor special friends who ask. So if you work at a disease organization, it’s really fruitless to solicit me directly.
• Peace and Justice. While near and dear to my heart, I’ve also largely moved away from some of the national organizations and sublimated with my above mentioned human and civil rights orgs.
• Clients. We support a number of current clients with smaller gifts, usually in the form of non-tax deductible ad books, event tickets and raffles.
• Inkind. We donate our usual share of used clothing and household items to different organizations, and used books to our local library branch. (Jon does the cash donation to the library)
• Professional associations. I give a small annual gift to the local endowment of the Association of Fundraising Professionals to honor my departed colleague Herb Kaplan for whom this endowment is now named. The endowment helps provide training scholarships to local folks starting out in the profession. I only give a tiny gift to the national Foundation of AFP. It was more but I dropped the amount after their PAC contributed to a right wing, homophobic Senate candidate that I didn’t think met the values espoused by the organization even if he supported the CARE Act. I still give a small gift so I can repeat my protest each year.

Pet Peeve: Gayle’s giving is not Jon’s giving

So, just because I use the joint checking account doesn’t mean that Jon is making the charitable gift.  Rule of thumb: if I’m signing, it’s my gift unless I tell you otherwise. If you don’t know, please ask.

Second Pet Peeve: Taking me for granted

I used to give to my local alternative fund. They stopped asking me or thanking me. I stopped giving. Ditto other gifts that have been reduced over the years or eliminated entirely.

Volunteering

Let’s save that for another day or I’ll never finish this blog.

Quick Analysis

I’m recognizing that more and more of my giving is going to local organizations. That’s a 180 from my giving 20 years ago.

What’s a bit shocking about this is that I’ve always been very interested in national and global issues. So it’s pretty amazing to see my giving pattern assume the identity of  most Americans… predominately local, backyard giving. I’d attribute the switch to my personal involvement and readier accessibility to the need and the work.

I also have been consciously trying to move away from my historical pattern of lots of small gifts to many organizations in favor of larger gifts to fewer organizations. Breaks my heart to say no to any organization I care about, but I think the bigger gifts have more impact and reduce the cost of administering to me.

So that’s what I’m thinking as I give. What do you do? What else would you like to know?

I hadn’t thought about kaleidoscopes in years until I received one as a gift for presenting a workshop at a fundraising conference. Instead of creating designs from shapes embedded in the kaleidoscope itself, this one made fascinating patterns out of whatever you were looking at.

So what do kaleidoscopes and great fundraisers have in common?

Both are really good at creating many beautiful new designs from one starting point.

In this challenging economic climate, nonprofit fundraisers have to be as resourcesful as they possibly can be to make better and stronger connections with donors. As fundraisers, we are always on the lookout for donors whose dreams and desires are a perfect match with our organization.

Sometimes that match is pretty straightforward, as when a loved one is stricken by a disease and family members give to the organization that is working to find a cure. Or the guidelines of a foundation are a perfect fit with our programs.

Often, however, the match isn’t immediately obvious and requires us to do some mental stretching. A very philanthropic individual I knew gave money to a figure skating association, a community service organization, a library, and other seemingly unrelated institutions. Was there a common thread? Yes, he loved young people and gave to programs that helped them flourish.

Resourceful development professionals have the uncanny talent of making lots of successful matches – from the easy fits to the mental stretches. The ability to see the many facets of our organization and our donor’s interests – like looking through a kaleidoscope – can open many more donor checkbooks.

Here are a few tips for developing your own kaleidoscope vision.

1. Listen to see what your donors care about.

I can’t say enough about listening. When we get too wrapped up in pitching our organization, we can’t hear what a donor wants.

The executive director of a youth service organization wanted to upgrade a corporate donor from a modest in-kind gift to a major sponsorship. At an exploratory meeting with the CEO, the executive director spent the better part of five minutes pitching the organization and one particular sponsorship opportunity.

He wasn’t igniting any interest.

The development director then asked this corporate CEO a simple question: “What community projects are you working on?”

The CEO opened up. He explained how his company was exploring the idea of building playgrounds in inner city neighborhoods – something the youth service organization had a history of doing, but hadn’t mentioned. Suddenly, a match seemed inevitable. The company was excited to provide a corporate sponsorship that included building a city playground – and eventually went on to become one of the organization’s biggest supporters.

2. Look deep into your existing programs.

Just like a prospective donor, you’ll be more passionate about your organization if you see the work first hand. You’ll be better informed too. It’s hard to comprehend the complexity of your organization if you don’t get up close and personal with your program staff, your projects, and especially the people you serve.

A successful fundraiser I know recently took a position as the major gifts director for a hospital. In her first few weeks on the job, she arranged an intensive training program for herself:

“I wanted to meet everyone and see EVERYTHING: operations, autopsies, the emergency room, even the kitchen. I asked hundreds of questions so I could know how we made a difference and what our needs were. Not only did I feel more confident I could explain our work to a prospective donor, but I also knew I’d be better at finding giving matches. An added benefit — because I showed that I cared, I made lots of friends on our staff who are now willing to help in fundraising when I need them.”

3. Look beyond the usual funding suspects.

Arts groups look for arts funders. Senior groups for donors to the elderly. But sometimes it makes sense to look beyond the category in which your organization falls.

A small neighborhood organization heard that the Environmental Protection Agency had funding available for urban environmental projects. As they weren’t an environmental group, they easily might have dismissed this particular funder.

But with some research, the group discovered the EPA had funded vacant lot clean-ups similar to the programs they were already running. With a bit more detective work they discovered that garbage dumped in vacant lots frequently contained materials that the EPA would consider pollutants or even hazardous waste.

By understanding that vacant lot dumping was as much an environmental problem as it was a community development one, they were able to get funding from EPA to develop a more comprehensive program to prevent illegal dumping and clean up vacant lots.

4. Be creative about seeing the connections.

If your vision is too narrow, it’s easy to overlook opportunities.

A statewide organization located in the capital city ran a number of fee-based education programs for school kids. A prospective business donor only funded projects in the northern town in which it was located.

At first glance, there didn’t seem to be the opportunity for a match. But with a little more exploration, the business was pleased to donate the program fee and busing costs of a local school so that three fifth-grade classrooms were able to participate in this education program.

5. See where you fit in the big picture.

Locally-based organizations and nonprofits in small population states often have a hard time attracting regional or national funders. But if you can put your work into a much bigger framework, you may open doors that looked closed at first.

For example, an AIDS service organization from a small east coast city was alerted to a request for proposals from the U.S. Conference of Mayors. Five grants would be awarded nationwide for prevention work with young people in minority communities.

At first this organization didn’t think they had a chance competing with major population centers like San Francisco or New York. But they knew they had one of the highest HIV infection rates in the U.S. and that many immigrants from countries with high incidences of AIDS settled there first before heading to big cities like NYC. By articulating their connection to the bigger picture, they were able to win one of the five grants.

6. Look at yourself through someone else’s eyes.

Have you seen the optical illusion of two faces and the vase? If you look at the image in black, it forms two profiles looking at one another. But if you look at the white space between the faces, you can see a vase. Some people see the faces right away but have a hard time seeing the vase. For others, it’s just the opposite.

A senior center had a small, drab thrift shop that didn’t raise much money. While it was located in a college town, the center never really considered it would be of interest to college students so it never bothered to connect.

When a new director was hired, she was able to see the possibilities in the thrift shop. She approached the fashion merchandising program at a local college and offered the thrift shop as a class project. The students were excited at the chance to gain some real merchandising experience and volunteered their time to design attractive new window and floor displays for the shop. (And of course, college students love second hand bargains.)

Not only did the thrift shop start raising a lot more money, but the students recruited their friends for other volunteer work at the senior center.

7. But don’t make it up.

While I urge you to be creative about finding new connections between potential donors and your organization, don’t try to turn a silk purse into a sow’s ear. It never benefits your organization, your donor or philanthropy to misrepresent the work you do. Don’t try to pass a program off as something it is not.

Your success in fundraising ultimately depends on your reputation as being worthy and trustworthy of support.

So get out those kaleidoscopes to start finding the possibility in your organization.

We invite you to share you stories of how you successfully reimagined your giving opportunities.

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You can find an email or  printer ready version of this post in the Articles Section of our Tools for Change library. Just click here.

A version of this article first appeared in Contributions Magazine.

To paraphrase the Golden Rule: Do onto your donors as you would have some organization do onto you.

Fundraisers attend lots of workshops to find the magic technique that will attract and retain donors. But really, don’t most of us already know what it takes to get and keep donors?

At a workshop I facilitated last month for small environmental organizations, I asked these as the starting questions:

1. Thinking about an organization that really matters to you, what makes you donate to it?
2. What keeps you donating?
3. Why wouldn’t you donate to an organization?

Here’s what people said.

Why I donated:

• I had a personal connection or involvement with the organization.
• My family is connected to the organization and its mission.
• The organization makes me feel good.
• Giving makes me feel that I’m doing good – that my contributions matter.
• I want others to experience what I have.
• I have a sense of obligation – payback.
• The organization does work (eg. advocacy) that I know is important but that I can not do myself at this point.
• I wouldn’t want the organization to go away!

What keeps me donating:

• I know that most of the money goes to the mission.
• The group has an important mission that matters to me.
• The group takes time to help me understand the whys.
• They deliver results.
• They tell me what they are doing.
• There is honesty and transparency – even about challenges and failure.
• The web site has lots of good information.
• The group is doing a lot including activities I can participate in.
• The organization has a local connection – I can SEE what they are doing.
• The organization makes me feel valued.
• They personalize their connections with me.
• They are responsive – they speak to me and respond if I connect.
• They do what I ask them to do (especially around their solicitation of my support).
• They model my values.

What I don’t like:

• The organization has no idea who I am or what I care about.
• I get too much information and it’s not useful.
• The organization only wants my money and nothing else.
• Publications are not well matched to mission.
• They use too much guilt.
• We are sent products (mailing labels) that we don’t want.
• The organization is not transparent, or we hear of scandals.
• The materials raise doubts about the financial management of the organization.
• We are concerned that our name was sold or traded without our permission.
• The organization has no website or a poor website.

Now, while not every single donor will respond exactly the way that you respond to some approach from an organization, overall, must of like to be treated as if we matter, we appreciate honesty and we want to give to something that makes a difference about an issue that we truly care about. So why is this so hard to get right?

Unrestricted gifts are those given by donors with no strings attached. Nonprofits love them because they can use the funds anywhere in their organization. Unrestricted gifts are critical for funding ongoing operations — the stuff you do day in and day out that institutional funders are loathe to give to.

Unrestricted gifts are used to fund back office operations like administration, fund development and finance. While not particularly sexy, these core functions are extremely important to ensuring good management and future sustainability for your organization.

Donors are more likely to give directly to programs, or to anything that feels concrete. That’s why the local land trust can raise hundreds of thousands of dollars to purchase a critical piece of land, but barely can scrape together enough funding to get its newsletter sent on time. Or why many an organization has completed a successful capital campaign to purchase and renovate a new building, only to find it can’t meet the annual costs of operating its shiny new space.

So how do you get donors to give unrestricted gifts? To paraphrase Elizabeth Barrett Browning, let’s count three ways:

1. Membership. Though not my favorite, I’ve placed membership at the top of the list because it is the tactic most frequently used. Membership programs imply ongoing affinity for your organization. They suggest giving year after year and donor usually know that the giving supports the basic functions of your organization. The downside of membership is its ability to get in the way of fundraising (Yes. It’s true. More about that in a future post).
2. Build donor loyalty. In her book, Donor Centered Fundraising, author researcher Penelope Burk argues that you’d be more successful in pitching designated gifts to your new or more recent donors who haven’t yet learned that your organization delivers on its promises. As you build your relationship and your reputation for results, your donors will be more comfortable investing directly in your organization, without feeling the need to control their gifts.
3. Help your donors visualize their investment. While nothing is more important than building donor loyalty, I strongly suggest this approach for both new and long-standing donors. Here is how it works.

Make your case for support just as solid as a bricks and mortar campaign. Look forward three or five years (this is where having a long-term vision really makes a difference). Once you’ve quantified what societal outcomes you are trying to achieve, then add up all the costs of getting there. Add together your direct program costs, your program-related overhead costs, and the cost of the new capacity you need to build to reach your goal. What’s the total? Build your fundraising case around that amount.

You can find an example of this concept in our free Toolbox. Check out “Major Gifts are not Just for Bricks and Mortar.”

Over and over again I hear from staff and volunteers of nonprofits “I could never ask someone for money.”

Nick Fellers at The Suddes Group has just given anyone involved in raising money an amazing present with his simple and “be authentic” (tip 3) approach.

Tip 9 – “Don’t make decisions for your prospects” is a conversation I have over and over again with nonprofit staff or voluneers who spend way too much time thinking up all the reasons that someone can’t give to them and then use it as the reason to never ask.

I think you’ll really appreciate this tip sheet. Bottom line, or Tip 1, says Fellers, “Always ask.”

A version of the article first appeared in the November 2007 edition of Contributions Magazine. I hope you like it.

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