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When the Giving USA 2022 report was released earlier this year, this key finding left many nonprofit professionals concerned: Total dollars given was down 10.5%* to $499.33 billion.

Simple or complex?  Basic or advanced?  Checkers or chess? Which approach best describes your fundraising?

I’m nominating Alice S. for “Fundraiser of the Year.”

While that award may not exist exactly, this spunky, driven young lady has much to teach even the most seasoned development professionals.

One evening in early December of 2020, I got a text from a friend (who is a County Commissioner) that there was a mob of armed protesters outside her house. Her 12-year-old son was home alone at the time. He called her while she was at a Health District meeting that would determine whether our county would issue a mask mandate. Can you imagine how afraid he must’ve been?

Events like these have happened across the country. The storming of the U.S. Capitol lingers as an inevitable pinnacle in a ramping up of hate and discontent.

These events were inspired by a sense of fear, and were intended to stoke fear in others. Another friend of mine said how those events made her “afraid to even go outside to take a run” that afternoon.

Nearly every big ask in my career as a staffer and consultant – whether it be an ask for a lead gift or a key leadership position – started with a no.

For example:

Would you and your family consider a lead gift of $____ for this campaign? No.

Would you consider serving as a chair for this campaign? No.

It wasn’t fun to hear, but it didn’t mean the end of the relationship, just a change in strategy. What is the next step after the no? Do you move on? Or do you re-approach in a new way?

What will the impact of AI be on your work? How can you use AI tools to streamline your donor communications? What even is ChatGPT? All of these are legitimate questions that nonprofit leaders are tackling. Consider this a primer to jumpstart your own usage of this technology.

How many times have you been told (or said) this: “It’s a board member’s responsibility to fundraise”?

Staff say: “Hey board members, fundraising is an expectation”. Then, when many board members don’t fundraise, staff bang their heads against the wall.

Rinse and frustratingly repeat.  

What if the world of professional golf could teach us something about how to handle this seemingly unsolvable problem?

As the nonprofit world continues to move out of the pandemic recovery stage to the “new normal” and economic uncertainty, we find ourselves in changing times in every area of fundraising. Grant makers are no different. Many are re-evaluating their own models of giving and looking to change the way they invest in communities. Some are even going so far as to forgo formal line-item budgets in applications and traditional written applications all together and are asking nonprofit partners to solicit requests through a variety of channels including virtual presentations, videos and Q&A sessions.

Development professionals know that during times of change and transition, it is more important than ever to stay focused on best practices. In the foundation world we know these to be:

• Get to know the funder and their giving priorities
• Understand the application process
• Make a strong case and clearly identify outcomes
• Be a good steward

While we keep best practices at the forefront of our work, it doesn't mean there’s not room for creativity within each practice.  

The concept of being “data driven” has taken the nonprofit industry by storm. Data’s ability to be objective and serve as a tool to focus energy and attention can be transformative to nonprofit organizations. Using data well means you can be the best steward of your resources and increase your impact in whatever critical area you support.

Therefore, nonprofits often dive in to using data, and once they start it can be hard to stop. More and more “what if we had [insert metric]” scenarios come to mind and before you know it one “basic” dashboard contains over 30 metrics. Success, right?

We need to stop and recognize a core concept when it comes to working with metrics. Metrics in their simplest form are quantitative representations of your work.

The Role of Curiosity in Fundraising

If knowledge is power, then curiosity is the muscle.  
- Danielle LaPorte

If you have spent any time in a cast, you know well that muscles, left unused, atrophy. To rebuild and stay strong, we need to re-learn how to engage and challenge our muscles. 

If curiosity is a muscle as LaPorte says, then my dear friend and partner at DBD Group, Thom Peters, is Arnold Schwarzenegger. When he asks “How are you?” he is not just being polite. He is knocking on the door of your soul and hoping to be invited in.

Thom wants to know your story and finds true joy in making real and authentic connections. His greatest hope is to learn what’s important to you and then connect you with others who share your passion. Thom is inquisitive and a connector on the grandest scale.