Major Gift Fundraising - Getting Your Program Staff Involved
No one knows your organization better than the people running your programs.
They possess an intimate knowledge and deep understanding of your mission and they experience its impact on the community every day.
Their passion for the work is invaluable to you as a major gifts officer.
Passion motivates giving and sharing that passion with prospects and donors will lead you to success.
So how do you get your program staff involved in major gift fundraising? First you must earn their trust and confidence.
Start by explaining what you do and how you do it.
There are a lot of misperceptions out there about fundraising and you have to bust the myths.
Even people who work for non-profit organizations may hold ill-conceived notions about asking for money.
In my eleven years as a front line fundraiser, my work has been compared to begging and extortion -- by the people running the programs I was trying to get funded! Whether meeting with program staff one-on-one or in large groups, try to re-paint the picture of fundraising as a necessary function of the work you do to benefit the community.
Break down the process of a major gift solicitation by telling them how you identify, cultivate, solicit and steward donors.
Share stories of success at your organization and others.
Provide testimonials from donors who talk about what giving means to them.
Show how philanthropy impacts your mission.
Some members of your program staff may get on board right away.
With others it may take weeks, months or even years for them to get comfortable with the idea and practice of fundraising.
Begin with the people who are the most enthusiastic and have the most potential.
Even if you have just one or two people who are willing, you may be surprised to see how getting in just a few gifts will help break down barriers and inspire others to join your efforts.
Your first task with your newly recruited program staff is to prepare the case statement together.
Get the information you need to create the draft by using materials they've already written for other purposes, doing your own research and/or asking them for bullet points.
Don't get married to the first draft.
Be prepared to edit the case statement many times to give others ownership in the process and the outcome.
While writing the case statement, ask for help in identifying new prospects.
Wealth screening databases and research profiles are the science of prospect identification.
The art of prospect identification is personal input and you may need the help of your program staff.
Your research may indicate that Mrs.
Magillicutty is a mid-level donor but perhaps she visited your organization last year and someone on your staff noticed she was dropped off in a limo.
Maybe Mr.
Cruz isn't on your radar, but he told one of your colleagues that he has provided major philanthropic support for another institution and may be interested in supporting your cause as well.
Opening the lines of communication with program staff can help you get to know your prospects.
Once you've identified prospective donors be sure to include your program staff in the cultivation process.
Invite them to participate in activities including tours, presentations, meetings, receptions and special events.
Create opportunities for them to share their work and passion with those who have the ability to make meaningful gifts.
People give to people.
Build as many bridges as you can between your organization and your donors.
Often, you may need to involve a member of your program staff in solicitation meetings.
Be clear about their role and the role of every person at the meeting.
Assure them that you will be the one actually asking for the gift.
Write down how the meeting will flow from breaking the ice to presenting the case to making the ask.
Hold a rehearsal meeting to role play and make sure everyone is on the same page.
Coach them when necessary and encourage them to relax and be themselves.
After a gift is made, congratulate your program people and thank them for their role in helping to make it happen.
Encourage them to be good stewards by thanking donors with notes or in-person at events.
Ask them to provide photos, quotes or testimonials for stewardship letters and reports - which should be provided to donors weeks, months or even years after the gift is made.
Major gift fundraising is a team effort, and enlisting the help of your program staff is vital to your success in getting gifts and in making philanthropy part of the culture of your organization.
Build relationships within your organization first, and you will find it much easier to build philanthropic relationships with donors and potential donors to your institution.
They possess an intimate knowledge and deep understanding of your mission and they experience its impact on the community every day.
Their passion for the work is invaluable to you as a major gifts officer.
Passion motivates giving and sharing that passion with prospects and donors will lead you to success.
So how do you get your program staff involved in major gift fundraising? First you must earn their trust and confidence.
Start by explaining what you do and how you do it.
There are a lot of misperceptions out there about fundraising and you have to bust the myths.
Even people who work for non-profit organizations may hold ill-conceived notions about asking for money.
In my eleven years as a front line fundraiser, my work has been compared to begging and extortion -- by the people running the programs I was trying to get funded! Whether meeting with program staff one-on-one or in large groups, try to re-paint the picture of fundraising as a necessary function of the work you do to benefit the community.
Break down the process of a major gift solicitation by telling them how you identify, cultivate, solicit and steward donors.
Share stories of success at your organization and others.
Provide testimonials from donors who talk about what giving means to them.
Show how philanthropy impacts your mission.
Some members of your program staff may get on board right away.
With others it may take weeks, months or even years for them to get comfortable with the idea and practice of fundraising.
Begin with the people who are the most enthusiastic and have the most potential.
Even if you have just one or two people who are willing, you may be surprised to see how getting in just a few gifts will help break down barriers and inspire others to join your efforts.
Your first task with your newly recruited program staff is to prepare the case statement together.
Get the information you need to create the draft by using materials they've already written for other purposes, doing your own research and/or asking them for bullet points.
Don't get married to the first draft.
Be prepared to edit the case statement many times to give others ownership in the process and the outcome.
While writing the case statement, ask for help in identifying new prospects.
Wealth screening databases and research profiles are the science of prospect identification.
The art of prospect identification is personal input and you may need the help of your program staff.
Your research may indicate that Mrs.
Magillicutty is a mid-level donor but perhaps she visited your organization last year and someone on your staff noticed she was dropped off in a limo.
Maybe Mr.
Cruz isn't on your radar, but he told one of your colleagues that he has provided major philanthropic support for another institution and may be interested in supporting your cause as well.
Opening the lines of communication with program staff can help you get to know your prospects.
Once you've identified prospective donors be sure to include your program staff in the cultivation process.
Invite them to participate in activities including tours, presentations, meetings, receptions and special events.
Create opportunities for them to share their work and passion with those who have the ability to make meaningful gifts.
People give to people.
Build as many bridges as you can between your organization and your donors.
Often, you may need to involve a member of your program staff in solicitation meetings.
Be clear about their role and the role of every person at the meeting.
Assure them that you will be the one actually asking for the gift.
Write down how the meeting will flow from breaking the ice to presenting the case to making the ask.
Hold a rehearsal meeting to role play and make sure everyone is on the same page.
Coach them when necessary and encourage them to relax and be themselves.
After a gift is made, congratulate your program people and thank them for their role in helping to make it happen.
Encourage them to be good stewards by thanking donors with notes or in-person at events.
Ask them to provide photos, quotes or testimonials for stewardship letters and reports - which should be provided to donors weeks, months or even years after the gift is made.
Major gift fundraising is a team effort, and enlisting the help of your program staff is vital to your success in getting gifts and in making philanthropy part of the culture of your organization.
Build relationships within your organization first, and you will find it much easier to build philanthropic relationships with donors and potential donors to your institution.
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