Successful Fundraising: 7 Tips for Seeing through the Kaleidoscope of Opportunity

by Gayle L. Gifford, ACFRE

Do you love kaleidoscopes? I hadn’t played with one 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.

Successful fundraisers are a lot like kaleidoscopes. They have the ability to look at people and their own organizations and see limitless opportunities for making interesting designs together.

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 know gives money to a figure skating association, a community service organization, a library, and other seemingly unrelated institutions. What’s the common thread? He loves young people and gives to programs that help 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 seven 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??

They learned that this 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 agreed to 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 own 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 projects similar to their own vacant lot clean-up program. Through further detective work they discovered the 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 our vision is too narrow, we often miss opportunities. A statewide organization located in the capital city ran a number of fee-based education programs for school kids. A local business 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 to 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 ones in smaller states often have a hard time attracting regional or national funders. But it isn’t impossible if you understand how your work fits into a larger context.

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 cities like San Francisco or New York.

But they also 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 here first before heading to other cities. 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.

Do you know 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 thrift shop in new ways. So she approached the fashion merchandising program at the college and offered the thrift shop as a class project. The students were excited at the chance to gain some real experience and volunteered their time to design attractive new window and floor displays for the shop. College students also love second hand bargains. Not only did the thrift shop start raising a lot more money, but the students recruited their friends to help out in other ways as well.

7.  But don’t make it up.

While I urge you to be creative about finding the connections, don’t try to turn a silk purse into a sow’s ear. It doesn’t ever benefit 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.

This article first appeared in Contributions Magazine.

Gayle L. Gifford, ACFRE and her colleague Jonathan W. Howard at Cause & Effect Inc. help nonprofits from the grassroots to international create strategic change for a more just and peaceful world. With over 30 years of nonprofit experience, Cause & Effect helps nonprofit organizations with strategic planning, board development, fundraising and communications needs.