Blog

If you're anything like me, you've probably found yourself staring at a blank document titled "Case for Support" more than once in your career. That moment when you need to distill your organization's entire heart and soul, its mission, impact, and vision, into something that resonates with potential supporters.  

I've been a part of a few conversations lately about navigating the changing landscape of nonprofit communications. One theme keeps emerging: many of us are cautiously exploring how new tools, including AI, might help with fundamental development work like crafting a case for support—without losing the authentic human connection that is at the core of what we do. 

We live in uncertain times, with constant social, political, and economic shifts. During the American War of Independence Lord Cornwallis surrendered to George Washington at Yorktown while the British band played the tune “the world turned upside down”. The most powerful army in the world had just been defeated by the American patriots. It must have indeed seemed like the world was upside down.

Today, nonprofit leaders may feel similarly challenged, as the funding and practices they have counted on in the past may no longer be available in the same ways. Whether you work in a nonprofit or volunteer as a board member, navigating uncertainty is part of the job description. Strategic management of resources is key to managing these uncertainties and ensuring your organization’s ability to fulfill its mission.

As we turn the page on the calendar and step into a new year, nonprofit leaders everywhere are greeted with a world of opportunity. The new year is more than just a fresh start; it’s a chance to reflect, reimagine, and reignite our passion for the causes we serve.

December is a busy time in the life of a nonprofit fund raiser. It starts with Giving Tuesday and continues with year-end appeals and gentle reminders for open 2024 pledges. Nonprofit leaders with fundraising responsibilities have a number in their heads: what do I need to raise to meet my year-end goal?

Looking through my bookshelf, I came across The Go-Giver by Bob Burg and John David Mann. I was gifted this book in my first few months as a fundraiser when a mentor of mine slid it across a coffee table in my direction with a credulous smile and told me there’s one contingency (you’ll have to read on your own to find out!) if I decided to follow its teachings.

In theory, we all know the importance of data when it comes to working efficiently and effectively. We’ve heard phrases like “data driven” and understand that to be good stewards of our work we should be using data as a regular part of our work.

Yet many nonprofits struggle to truly integrate data into their culture and in their decision-making processes. Here are some ideas on how you can more effectively integrate data into your organization:

One of my favorite DBD axioms is “Listen the gift.” We use this as we coach our clients through a major or transformational gift ask. Listening to our prospect is an important piece of the puzzle in creating a meaningful outcome for the donor and the organization.

After the disruption of the past four years, it seems a great time to pause and think differently – not just about the organization, changing demographics, AI, or the shifts in technology that are all affecting our fundraising, but about our donors. They are the heart of it all. 

Many nonprofits wonder how to identify people who have DAFs and how to get their cause in front of them. It can be a little complicated but with some investigation into how the DAF is administered, you can find the person behind the DAF and start to share your mission and impact with them. Let’s explore...

Years ago, I was working with a very skilled major gifts officer. She had a donor, Elizabeth, who was in her 90s and who was very loyal to the organization. However, this staff member had tried contacting Elizabeth over and over through e-mail or by phone and leaving voicemails. As much as she tried diligently to get in touch with Elizabeth, she was unsuccessful. She started telling herself a variety of stories. Maybe something is wrong or she’s sick? Maybe I upset her with all my emails. Maybe she heard something negative about our organization? Maybe I offended her by asking her for money? Maybe she died?