We understand that fundraising can come with many questions, and we’re here to help! We’ve compiled answers to some of the most frequently asked questions to make the process easier for you. Whether you’re curious about our methods, looking for tips on maximising your impact, or wondering how to get involved, we’ve got you covered.
“We’re working with our Board to develop a major donor programme – why don’t we just use the NBR Rich List to prospect from?”
A question we hear again and again! It is generally brought to the table by Board members in the early stages of developing a major donor programme, and while it might seem like a good idea, it’s really not!
The majority of people who give significant donations ($50k+) to your charity will not be on that Rich List. These important major donors are mostly known to your organisation already – if they’re not, then they’re waiting to be engaged by you! They share a close link to your vision and cause, and have a deep interest in the work you do. The work we must do as fundraisers is to cultivate these people towards giving, by bringing them closer to the organisation in a way that suits them. We have to know their preferred communication style, and deliver information that they’re interested in understanding. This cultivation should not be electronic, and you shouldn’t be asking them for a donation!
If you’ve adequately qualified your potential major donors, it’s critical they’re engaged with on their terms, and by the right person – this might not necessarily be the fundraiser.
Many major donor supporters are found through good data mining – one of the many reasons having solid fundraising databases and policies (and adhering to them!) are critical. Other major donors will be found by doing lots of research into the area your not-for-profit works in, and finding those who have made large contributions to similar organisations.
We also recommend looking at the past, learning about families, volunteers, or even Board members who have a long standing involvement – they may be prospects themselves, or be able to suggest names.
The same people in New Zealand can end up targeted by charities constantly once their financial status is publicly known. If they have no interest in or connection to that organisation, the interaction can be embarrassing for both parties, which can be damaging to the donors overall experience with and view on fundraising.
The Rich List really only comes into play when someone you’ve already identified happens to be on the list already. You might use the details from the List to broaden your knowledge about that person, and their family. We recommend continuing to utilise internal data, and cultivating your warm and exisiting prospects, and those prospects who have an alignment to your cause.
“Which fundraising events provide the greatest value?”
Fundraising, as we all know, is about people. From time to time, our strategy recommendations include leveraging connection between people by hosting events. Often, those outside of the not-for-profit sector assume that events for charities are money-generating events – think bake sales, sausage sizzles, gala dinners. However, while events can come in all shapes and sizes, the ones that we recommend and value most highly as consultants are those that prioritise connection, and that generate feedback to help our clients achieve success in their fundraising endeavours – they’re not just events, they’re cultivation tools.
Focus Groups: sessions with your organisations and small group of people in your current audience or networks, who fit the demographic of thinking of leaving a gift in their will. The session is to gather feedback on your organisation’s bequest programme, and to understand the attendees’ perspective on the programme messaging, the language, and the acknowledgements. The feedback will be put into action to develop your bequest programme.
Think Tanks: sessions with your organisation and a small group of highly rated potential supporters, where you lead a guided discussion to understand the attendees’ perspective on your messaging, drafted or developed collateral, recognition opportunities, and general perception of your organisation in the community, to inform all of the above going forward.
One-on-one personal meetings with potential supporters
Small unique dinner parties hosted in the home of a passionate supporter
Celebratory events that acknowledge pivotal moments in the charity’s life
Our client work has seen us organise and attend several of these types of events. In mid-2023, as part of a planned giving strategy, we worked collaboratively with an organisation to begin preparation for a Focus Group and Think Tank session. Organising either of the events takes a minimum six to eight weeks of planning. On top of the basics – like sorting the venue, dates, catering, and all resources – organisation includes extensive research to inform the invite list, drafting of run sheets, and development of prospect-focused event content itself, all to be reviewed and signed off by the client.
The Focus Group session was held to discuss the perception of organisation in the community, to gather feedback on an early draft of a case for support booklet, the organisation’s fundraising priorities, and to discuss ideas around gifts in wills.
Those attending the Think Tank were also invited to discuss the perception of the organisation, and the draft of a case for support booklet, and were also asked their opinions on the drafted fundraising targets and timelines, as well as stewardship and acknowledgement methods.
The attendees of both events had varying degrees of involvement with the organisation, including past Board members, past donors, new donors, and those with significant governance experience across other Canterbury organisations.
The discussions had at the session were incredibly varied and informative, offering feedback and different points of view. When in the thick of establishing priorities and collateral, don’t underestimate how important it is to take a step back, and to see a project with fresh and differing eyes.
The sessions highlighted the importance of diligent research, of taking the time to plan properly, and of ensuring that the right people are in the room for any given kind of engagement.
From the feedback from those attendees, we were able to work with the client to hone collateral and messaging, which was essential to effectively deliver strategic recommendations, and for the client to be able to begin making their fundraising asks. Had research not been completed, or had the invite list been comprised of those without the right connection to the organisation, or to the not-for-profit sphere, we would have run the risk of not getting the right feedback, suggestions, and opinions.
The most important activity following the sessions, however, was making sure that the time was taken to thank the attendees of the Focus Group and Think Tanks, and to let them know how their feedback was appreciated, and how it was going to be incorporated into the strategy implementation. Receiving the feedback, and amending it to support the client’s vision, mission, and messaging, was a large part of the event launch preparation, and again highlighted the importance of having done initial, diligent research, and doing it right.
Focus Groups and Think Tanks are perfect to host in the months leading up to other cultivation events, including meeting with attendees one-on-one, hosting small unique dinner parties, or celebratory nights, as they expand on the good, diligent research already done, and provide strong foundations for relationships.
Our client, Cholmondeley Children’s Foundation, recently hosted a successful launch event to celebrate the upcoming centenary of Cholmondeley Children’s Centre. The night of the launch of event was a huge success. Read all about it, and see the outcome of months of research, and listening to and implementing feedback here.
If you would like to discuss the use of events in your fundraising plans, we would love to talk. Please get in touch today to arrange a free consultation.
“Do we pay you a commission or percentage for the amount you help us raise?”
The origin of this question is easy to understand, as, many moons ago, it was common practice for contractors (or in some cases, employees of the not-for-profits) to earn commission based on funds raised, especially in regards to “selling in” sponsorship or partnership programmes to corporates.
As corporate partnerships and sponsorships fell outside the traditional philanthropic fundraising pyramid, and are instead generally funded via the marketing budget, and required leverage this remuneration model was accepted.
Over time, this trend started to slowly leak into other streams of funding, appearing in major gift fundraising, and even making its way into Trusts and Foundations.
As quoted by the esteemed fundraising theorist and author Hank Rosso, “Fundraising is the gentle art of teaching the joy of giving”.
This gentle art is underpinned by core values of authenticity, transparency and most importantly – ethical practice. These values unite fundraisers, as well as those who work in the not-for-profit sector. If a potential significant donor learned that the amount a fundraising professional received was based on the size of the gift that donor may be about to make, the reputation of the charity – and the trust of the donor – could suffer. In our profession, it is unethical to be incentivised through commissions so the answer to this question is always NO.
The actual raising of funds is only one piece of the jigsaw of support that The Fundraising Agency offer to clients.
When there is a clear financial target, like for a specific annual campaign, or a capital campaign, we work alongside our client’s fundraising team, SLT and Board, never acting in isolation. Our mission is to help you realise your potential in fundraising, done well. Our collaborative approach ensures longer term financial sustainability, and empowers the leadership encouraging a greater organisational wide fundraising culture to be embedded.
