Tag Archives: donor management

Risky Business

U Bein Bridge Myanmar
1.2-km bridge was built around 1850 & is believed to be the oldest & (once) longest teakwood bridge in the world.
U Bein Bridge Myanmar

RISK to a charity resides at the top. It is found in the attitudes expressed by Boards and senior management.

Information and knowledge are the drivers behind successful businesses today. This includes the charitable sector.

When information and skills are given short shrift by those who should ensure a well-run organization, you have RISK. Board members and staff change. In the case of staff, they receive salaries, RISK does not directly affect them. When staff leave, the knowledge they have recorded of their interactions and research with donors, funders, and advocates is their legacy.  But what happens when little of that information is recorded? Can the charity be confident they have the most current data? Unfortunately, this is not an unusual situation, where large gaps occur in the knowledge base which the charity uses to engage its donors.

How do you reverse the knowledge loss which affects most charities? We think the answer might be found with their donors. Would donors be more comfortable giving to a charity who offers an ISO (International Organization for Standardization) or TQM (Total Quality Management) form of accreditation? This accreditation would address standards where members of an organization participate in improving processes and the culture in which they work.

There are organizations currently, which look at charity outcomes to recognize the charity’s value. But, what about behind closed doors? What would the outcomes be in a more organized, knowledge-driven environment where data is captured, not lost? Would RISK be mitigated? Would staff change be drastic? Could the black hole often greeting new staff be removed?

We recently sat down with a high-value donor whose gifts fall into the seven-digit  range. Our conversation is next:

What a High Value Donor (HVD) Thinks

Batsch Group (BG) sat down today with a HVD, who has played an important role as a donor in our community, to gain th

eir perspective on how they choose a charity to support. 

We discussed some issues from our perspective regarding how the charity is organized to ensure staff have the tools they need to be successful as they tell the charity’s story, build a funding base and a sustainable future for the charity.

BG:     What is important to you when you select a charity to support?

HVD: For me, it is the Why – How – What. 

Why the charity needs to raise money?

How will it help a situation?

What are the expected outcomes?

            Leaders fail when success stories are second to the ‘shadow of failure’.  When I give, I look for positive results.

BG:  What are your thoughts on whether the organizational structure of a charity impacts their ability to raise funds?

            Physical organization of the tools used.

            Building a Knowledge-base to better understand donors.

            Training, so staff can use the tools they need to do their job.

            Job Descriptions which make staff accountable.

HVD: I don’t like to put people in a box; it curbs their creativity.

            I prefer the words Job Outline to job description.

BG:     We consider physical organization a platform to support staff creativity. Time is important, and if 2 hours are taken to do a 20 minute activity, 1 hr and 40 minutes are lost. When tools are provided like recording key conversations but the staff member chooses to use something different, it undermines the charity.

            I agree with you; creativity is key to success.

HVD:  Charities need to think like a business.  The team, a new staff member, joins, is important in retaining them, as good staff will stay in a less productive environment with a good team, versus good staff hired to work with a bad team.

            The salary differential for charities is huge between different organizations.

BG:     Salaries are usually determined by charitable dollars raised. Where an environment does not support a platform from which fundraising staff can succeed, the result will be fewer dollars.  Another impact is training. Charities often feel training is an expense.

HVD:  I am all in on the importance of training. The cost of a poorly trained employee far exceeds the cost of a trained one.

BG:     Would you donate to a charity, which is highly disorganized.  A charity where there is no training and time is squandered due to a disorganized working environment?

HVD:  No.

BG:     The majority of charities struggle with common issues. Managing their donor data is a big problem. Because we work at the grassroots level, we see the impact of a donor database where only gifts are entered and little else. We call this the BLACK HOLE, as it undermines the charity and hobbles the ability of staff to speak confidently with its donors.

BG:     Thank you for taking the time to discuss an important issue. The charitable sector plays an import role in all communities.

Information is what a charity needs to collect to build a viable future not impacted by change but in spite of change. 

FROM SURVIVAL TO THRIVAL!

Data Collection: Dropping the Ball on Future Opportunities

Donor Master Records

The donor data is in good form; it’s clean, standardized and duplicates have been removed.  The next step is to examine what has been collected. This would qualify as relationship building content and management / decision making data.

Without going into unique requirements too deeply, let’s look at some of the basic pieces of information that create value for a fund development department. We all understand contact information. This includes phone numbers, email addresses, a home address for private donors and a company address for businesses.

Full addresses are usually easy to collect, but phone and email can sometimes be elusive. Acquiring this information may be dependent on what is requested when the ‘Ask’ is being made, or when a donor turns up in person. When a donation is from a non-private donor, the opportunity exists to contact the organization for complete information.

An address lets you contact a donor for a donation, invite them to an event, or send a newsletter. With a phone number, we can contact them personally to say thank you, ask for their support, or invite them to participate in a focus group. Email provides the opportunity to send an eNewsletter, inform them about upcoming events and direct them to a website to further build their interest or send a donation.

How often is some of this information incorrect or simply non-existent? Opportunities lost are not the fault of the software, but the lack of a comprehensive plan to capture data necessary to build a fund development program.

Contacts

Every business, association, foundation, church or service club will have contacts that perform certain tasks.  These contacts are people who interact on behalf of their organization, with the charity. One definitive list that identifies why these people are beneficial, needs to be built and used by all department members.

With one list versus multiple lists, contact information can be kept up to date.  Staff members can move to new positions without leaving holes for the organization to attempt to fill. Contact information for organizations needs to identify ‘who and why and how’ a person or a position, is instrumental to the charity. Qualifying contacts makes access fast and accurate.

Information from the software can be exported to keep email tools and address books up-to-date. When you think about the contact information you collect, think about how this impacts on your ability to keep your community informed by ‘telling your story’, advocacy opportunities and donor support.  Communicating with your ‘audience’ is important to keep their interest and maintain their commitment.

 More Information is Required

This discussion represents only a small part of a much bigger picture when it comes to the type of information we need to ‘flesh out’ the database, making it a powerful entrepreneurial resource.  The ability to run comparative reports on giving history based on business or personal demographics, or select groups of individuals or organizations based on areas of interest, all impact on new opportunities and fund raising dollars.

Incomplete data collection is often supplemented by written notes, comments in emails, or saved in the memory of a staff member … all of these are inaccessible and inadequate as a method of retaining valuable organizational memory.  As part of this project we introduced the 15 second rule.  Accessing what you need in 15 seconds can only be done through the software, the use of a system of coding and a strategy to capture need to know information accurately.

Two areas expand knowledge of our donors. First is the use of the Communications tab to record relationship building information.  Photographs, major gift plans, social networking sites, web sites, web downloads, power point presentations and more can be linked directly to a private or corporate master record.

Second is Dickens, the contact manager.  Dickens records important points of contact that need to be shared organization wide without restriction. Think professional when you think of Dickens.  It takes a moment to record a verbal or electronic transaction. The time is hardly an imposition when you consider the alternative … the loss of valuable historical contact data and of course we look at the benefit …a comprehensive picture of contact activity.

This is the path forward thinking charities are taking as they look at their not for profit organizations from a business perspective.  Personally, we applaud the effort and commitment of the management team involved.  It is no easy task to do a self examination and make changes.  The outcome will find more time freed up for fund raising, less stress and more enjoyment in providing the services they offer.