Posted by & filed under Major/Planned Gifts, Marketing/Communications, Stewardship/Donor Relations.

David Kravinchuk

Chief Advice Dispenser, Fundraising Pharmacy

There is one powerfully simple way you can instantly begin creating healthy, effective and rewarding long-term donor relationships:

Ensure your donors can easily find the name, phone number and email address of a real live person that can help them with an enquiry, complaint, compliment or even a donation. Then invite them to use this information.  Invite them to call, email or pop by. For any reason.

Does your charity direct donors to call a toll-free or auto-attendant line instead of a real person who can help?  Or do you invite donors to email info@charitymeh.com on your Planned Giving webpages?  If so, this is what you are really saying to donors desperately trying to connect to a human being at your organization.

Does your charity direct donors to call a toll-free or auto-attendant line instead of a real person who can help? Or do you invite donors to email info@charitymeh.com on your Planned Giving webpages? If so, this is what you are really saying to donors desperately trying to connect to a human being at your organization.

Next, make sure this information is everywhere your donors’ eyes are… thank you letters, direct mail reply/donation forms, annual report, newsletter, brochures and on every single page of your website.

Why?

  • Donors won’t just figure it out.
  • It speaks volumes that your organization is thoughtful and takes donor relationships seriously.
  • Most donors will never call, email or pop in, but there’s a comfort and trust factor knowing that they can.
  • You will create a culture shift to focus on donor needs and service.
  • You will build loyalty and loyal donors are incredibly valuable (monthly, midmost and bequest donors usually start as loyal donors).

The simplicity of this gesture belies its power. It can deliver millions to your organization long term.

Take a few minutes now and find the places you can make this change quickly and easily. Then take a few more minutes tomorrow to make sure it happens. You’ll be prepared to really maximize that massive effort you’re putting into your fundraising this busy holiday season.

It’s an incredibly effective way you can show your donors the respect and love they deserve.

Passionate about prescribing annual giving and bequest marketing solutions, David opened Fundraising Pharmacy to dispense name-brand advice (at generic prices!) for Canadian charities including United Way, Big Brothers Big Sisters, The MS Society of Canada, The Sunshine Foundation of Canada and Community Living Toronto. Earlier, David was the Senior Philanthropic Counsel at Good Works where he was responsible for a legacy marketing client roster that included Red Cross, UNHCR and Canadian Cancer Society. Follow David on Twitter  @DavidKravinchuk and join his session on annual giving at Congress 2014 in Toronto.

 

Posted by & filed under Crowdfunding, Gamification, Marketing/Communications, Mobile Giving, Next Generation Philanthropy.

Angela Simo Brown – Director of Social Change Strategy and Co-founder

AIR MILES for Social Change, AIR MILES Reward Program/LoyaltyOne

Gamification is here to stay – and charities would do well to use this concept to make giving fun. It is important for charities to capitalize on our human habits and desires in order to grow donations in a shrinking donor base environment. We like games, we like our phones, and we like being winners. We also are looking for purpose and meaning and how we can make a difference. Mobile gamification for charitable causes can give us what we need.

And it doesn’t have to be complicated or expensive either. Instead of building a game from scratch, charities should look to a corporate partner to co-create the solution. One example is mobile game developer XEOPlay who created Tilt World, a game that helps to reforest Madagascar. Points earned in the game translate to tree seeds purchased for and on behalf of the tree-planting charity WeForest. XEOPlay’s goal is to plant 1 million trees in Madagascar, which is suffering from the effects of deforestation. Another example is Games for Good, who donates a fraction of a cent to charity every time you play their games. Or more simply, it can be a voting game, like Fido and Evergreen’s 2011 ‘Share Your Care’ program. Fido donated $100,000 that was divided between 20 different local environmental projects based on Canadians voting online for their favourite project.gamification

AIR MILES for Social Change has been partnering with different charities for the past 4 years by using reward miles as a carrot to increase giving and engagement with nonprofits. We infused gamification and behavioural economics motivational concepts into these initiatives with good success and have learned a lot in the process. Here is a list of top 5 lessons we’ve observed on how charities can best engage with today’s donor:

  1. People give to be personally recognized, not necessarily because they are emotionally connected to the cause: People like to be seen giving – in fact for many nowadays this is the main reason they give. They want their peers to see the good they have done, and some are defining their giving as a social measure of their personal success. So a tax receipt and thank you letter just aren’t enough anymore. Charities need to make sure that they are giving the types of recognition that people want today, and often social media recognition to the most cost-effective tool to use.
  2. People give to support their friends vs the cause more than ever: Fundraisers where donors reach out to their network have been around for years. These programs are generally more successful because people like to support their friends. The next evolution of fundraising is in driving more value from peer-to-peer donor networks. Crowdfunding is exploding. See the amazing success of pooling platforms such as Kickstarter, Indiegogo and Causevox. Charities should piggyback off of these platforms and capitalize on their popularity.
  3. People want frequent touch points of thanks and celebration for their giving: Social media has trained us all to expect frequent virtual hugs and celebration by way of badges, trophies, congratulations and thank yous. We want to be told all the time how good we are. Rightly or wrongly, these are the new table stakes and charities need to give this recognition and appreciation to their donors more frequently. The thanks and recognition can be small, fleeting, and inexpensive to deliver at a regular cadence via social media.
  4. People want experiences to be social and fun: Gamification is one way to do this, as well as events where donors can be active participants, plus consumer-led social media movements like the Ice Bucket Challenge. Although movements are a fleeting and time-limited way to fundraise, the way that people engaged with the Ice Bucket campaign is different than ever before. Making giving into a game has proven to be a great way to engage a high number of people across multiple demographics and regions, and is an emerging trend that charities can’t afford to ignore.
  5. Youth want to make a difference hands-on: Youth want to tangibly experience the difference they are making, and just making a donation to an organization to do the work for them doesn’t suffice for this cohort. They want to donate their time, energy, spirit and dollars to grassroots organizations, and the most successful programs are going to be led by youth. See the popularity of giving initiatives such as community Giving Days, or PhilanthroTeens.” In addition to the hands-on experience, youth want to be able to share their experiences with others.  Social media and games are the best way to engage the new youth donor segment.

The other key success factor is of course, mobile. People love their phones and the more they can do with their phones the more they will engage with your brand and the cause.

A megatrend of our time is that people are actively looking for new and impactful ways to make a difference. Charities offer up all the things we are looking for but they need to proactively shake up the way giving is done today. Gamification, crowdfunding and behavioural economics will be three key elements for successful, fun and rewarding giving programs of the future.

AngelaSB

Angela leads the shared value, cause marketing strategy and program development for the AIR MILES Reward Program, Canada’s premier coalition loyalty program. Under Angela’s leadership, AIR MILES has developed over 25 innovative program partnerships across the public, nonprofit and private sectors that have driven record increases in positive behavior change in healthy living, energy conservation and increased transit use. An engaging speaker, Angela has spoken at many conferences about the power of creating shared value using social change and cause marketing strategies.

Posted by & filed under Inspiration, Marketing/Communications, Stewardship/Donor Relations.

Gayle Goossen

President and Creative Director, Barefoot Creative

I am a storyteller.

I personally write hundreds of appeals and newsletters every year. I love crafting a fundraising offer – it is personal, attention-gripping and, yes, it can be transformational. But let me share a tiny insight – a challenge I run into almost every day.

Fundraising organizations exchange organizational information for the power of a story. I have no idea why. We know that a story engages far more centres in the brain. We know that a story invites the readers to read more. We know that stories motivate compassion and response.

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                                                   photo credit: Enokson

It seems to me fundraising organizations should be champions of storytelling.

Perhaps it comes from the misnomer that education happens in a lecture. I’m not sure who started that myth. I know that educators world-wide perpetuate it. But it is simply not true. Current studies in brain response to story affirm the power of storytelling

As a young student I attended two graduation exercises. The same speaker spoke at both of them. Idealist that I am, and the fact that there was significant overlap in the audience, I expected him to deliver 2 different speeches.

But he didn’t.

Fascinatingly, I didn’t catch on until his first story. Then, as I listened more attentively, I realized that he hadn’t bothered to change anything. I only remembered the story. It seemed to me that he would have been brilliant if he had simply replaced the story – no one would have known. The most poignant memory of his speech was the story.

The story challenges the listener or reader to link analogies, discover the journey, build the bridges between characters. Most of all, the story introduces us to people who are  like us and not like us – but just enough like us to make us interested in their lives. Listeners and readers immediately begin to solve the story’s core problems, cheering for the hero and booing the villain. The brain imagines the scene, the character, the problem and the solution.

The great storyteller begins with an innate sense of curiosity. The storyteller is on a quest to understand why and who and how and what and where. They want to understand the poignant details. (Join me at the national AFP conference…. I’ll share concrete examples there)

My husband just doesn’t get it. Seriously (but then, he’s not a story teller). When he gets off the phone with his mother – I have about 57 questions. Did he think to ask one of them? Curiosity didn’t kill the cat – it got the story. (More at the conference… )

Your depiction of the people in the story must be human – even if they live in another country, there are thousands of ways they can relate to your audience. You need to find them in your neighbourhood, down your street, in the mall… you can make them human by the way you describe them. As the longevity and universal appeal of Shakespeare has illustrated many. Many times – the human story has not changed all that much.

As a writer/fundraiser/ storyteller you tell some extremely difficult stories. That is a distinct gift. Hone it!

Gayle is the founder and president of Barefoot Creative. For more than 20 years she has been walking alongside nonprofits, helping to develop and implement fund raising strategies that inspire donors to engage and contribute. Her academic background and graduate degree in Canadian Literature and Post-Modern Critical Theory inspire a unique approach to applying foundational fund development and marketing strategies to help non-profits grow. She will be presenting at Congress 2014 in Toronto.

 

 

Posted by & filed under Case Study, Leadership/Management, Major/Planned Gifts, Marketing/Communications, Stewardship/Donor Relations.

Karen Willson, CFRE, Senior VP & Partner, KCI (Ketchum Canada Inc.) 

Heather Hurst, President & CEO, Humber River Hospital Foundation

Yes, this was the situation for Humber River Hospital, when the Campaign started in 2011. Heather and I have been ‘joined at the hip’ to create the winning strategy and have been continually adapting our planning as the Campaign progress.

Due to the magnitude of the new hospital initiative, the private sector goal was pre-established as $225 Million. At KCI, we are aware that Hospital Foundations are being put in the challenging position of having to strive for larger and larger goals based on project costs, rather than on  their own readiness in relation to such factors as strength of their prospect base, availability of volunteers, clarity of case, etc. This intensifies the pressure between the Hospitals and their Foundations. The Hospitals require the flow of funds at certain dates, yet the Foundations’ are dependent on the ability of their volunteers to reach out to philanthropists and, the decision-making process of their donors. KCI is seeing this as a common trend in the Hospital sector (see Philanthropic Trends for more information).

              photo credit: Rusty Russ via photopin cc

Due to the strength of the Case i.e.: 1) the first hospital to be built in Ontario in 25 years; 2) the level of technology that would be incorporated to improve healthcare; and 3) the attention on the patient experience, with the support of my Foundation Board – we rose to this challenge. Karen and I knew we were working with a team of committed volunteer leaders, had secured a $10 Million lead gift and had an exciting case. The new hospital would definitely be ‘revolutionizing healthcare’ in this Province.

We created a traditional gift range chart with a lead gift of $50 Million, built our Top 100 prospect list, recruited our volunteers and marched forward with a sense of enthusiasm and optimism.

A new donor stepped up to support his physician and was so thrilled that the new hospital would be putting Humber River on the map that he joined our campaign cabinet. The Italian community is coming together with group gifts that they hope will inspire others to give. Hospital front-line staff have come forward to donate because they know they will be making a difference to patient care… in fact Environmental Services at all three sites have a 100% donation record!

Our team of Foundation staff is 20 strong. We have divided the Campaign activity into a number of pillars (Catchment Area, Downtown Core, Family Campaign, etc.) and have aligned our team members (both staff and volunteers) to these particular areas. Our goal in aligning staff in this manner is to make sure that the team not only feels a sense of accomplishment but, has fun along the way.

Advice to our colleagues in leading campaigns where a goal is pre-determined is as follows:

  • Set the course of action with the Hospital Leadership and Hospital Board being actively involved
  • Do not assume that the Hospital’s Leadership understands how the fundraising process works….educate, educate and educate
  • Set up regular communications lines between the Hospital and Foundation. We hold quarterly meetings with the Chair of the Hospital Board, Hospital CEO and Chair of Foundation Board (with both of us)
  • Be sympathetic and understanding of the pressures of Hospital leadership as they work to complete this project ‘on budget and on time’.

We are now closing in on $70 Million and have extensive call activity in the pipeline.  When the doors open in October 2015, this Foundation will have taken every step to help the hospital in securing the $225 Million needed.

We will keep you posted on our progress!

KWAs Senior Vice President at KCI, Karen Willson provides strategic direction and project supervision to her clients. This high level of professionalism and expertise was evident in her supervision of the University of Waterloo’s $260 million capital campaign, which exceeded its goal by $353 million. Karen recently worked with Habitat for Humanity Canada, and is currently providing counsel to Humber River Hospital, Women’s College Hospital, Camp Oochigeas and the Elizabeth Fry Society.

HHHeather Hurst has been in the nonprofit sector for 25 years. Heather is now the President and CEO of the Humber River Hospital Foundation and is responsible for the planning and execution of the $225M Capital Campaign for HRH’s new digital hospital. Prior to joining HRH in 2011, Heather was the President and CEO for 7 years at West Park Healthcare Centre and Vice-President of Development and Campaign Director at St. Michaels Hospital Foundation for over 6 years.

 

Posted by & filed under Congress, Major/Planned Gifts, Marketing/Communications, Speakers, Stewardship/Donor Relations.

Rory Green – Associate Director, Advancement, Faculty of Applied Science 

Simon Fraser University

A good conversation with a donor has almost nothing to do with what you say.

What matters most is how you listen.

photo credit: niclindh

I have been on countless donor meetings, accompanied by an eager major gifts officer who has so much to say about their organization – they pitch all areas of their non-profit’s mission at lightning speed, and leave the donor a bit dizzy – and quite often completely disinterested.

I want to let you in on a secret: major gifts isn’t about being able to make a great pitch, it’s about asking great questions and listening really well.

Major gifts officers need to be able to have great conversations with donors. Conversations about hopes, values and beliefs. The key to taking a conversation to a more meaningful level is to build likability, rapport and trust. As fundraisers, we need to be experts at creating rapport – and creating it quickly. Here are some ways you can listen better – that have been proven to build trust fast.

Match Tone: Listen to the tone and speed of the donor’s voice. Do your best to, naturally, match them in tempo, volume and pitch. I’m not telling you to do a fake accent, or impression of them – just be aware of the sound and cadence of their voice and make subtle adjustments.

Affirm and Acknowledge: We need verbal and non-verbal cues we are being heard. Small nods, and “mmhmms” give us permission to continue sharing. Often as we are listening to our donor, our mind begins to race ahead to what we want to say next. Don’t do that! Stay in the moment and focus on hearing what is being said.

Smile: Early on in my major gifts career, I realized I had an awful listening face. When someone is talking to me, I can scrunch my brow – and almost scowl. I look angry, even when I’m not! So, as Tyra Banks wold say, I’ve worked a lot on “smiling with my eyes”. Try asking for feedback on your listening face from family and friends, and when you’re trying to build rapport be sure to smile!

Mirror Body Language: Again, this should be done subtly – but pay attention to how the person you are speaking to is positioned. Are they leaning forward? Back? How is their posture? Mirroring body language puts the person you are talking to at ease, and helps them to feel relaxed.

Synchronize Breath: This is an odd tip, but there is a good amount of research behind this. Try to match the breathing of the person you are having a conversation with, it creates a strong subconscious sense of commonality.

These tricks sound basic, but they are incredibly effective. Try it out yourself. Spend as much time learning about how to be a good listener as you spend learning about your mission and programs.

Want to learn more? Or better yet – have the chance to practice these tips and get live feedback? Come to Congress this November and check out my workshop “Meaningful Conversations (That Raise More Money)”.

Happy Listening!

 

Rory Green has been in the philanthropic sector for over eight years and is currently the Associate Director, Advancement for the Faculty of Applied Science at Simon Fraser University. Rory has also worked in major and corporate giving at BCIT and the Canadian Cancer Society. In her spare time Rory is the founder and editor of Fundraiser Grrl, the fundraising community’s go-to source for comic relief . She will be presenting at Congress 2014 in Toronto.

 

Posted by & filed under Inspiration, Leadership/Management, Marketing/Communications, Next Generation Philanthropy.

Adam Lowy, Executive Director, Move For Hunger

Lately, I’ve been thinking a lot about the idea of creating real change. Nonprofit organizations talk about this quite a bit when they’re communicating with donors and foundations. You see it all the time in social media posts and fancy marketing pieces. But what does this really mean? Are we, as non-profit organizations, actually fixing problems, or are we just raising awareness that change needs to happen?

When I founded Move For Hunger five years ago, I really didn’t know much about the non-profit space. I didn’t even know anything about hunger – the problem I was trying to affect. Rather than start with a cause, we were able to work backwards with the solution.

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        .photo credit: SomeDriftwood

My family has owned a moving company for over 90 years. After years of seeing non-perishable food get thrown away when people moved, we decided to ask people to donate their food during their moves. Our moving company was in the home anyway, so it really didn’t create any extra work. The food bank was just a few miles away. It just kind of made sense. Customers LOVED it! And why wouldn’t they? People want to work with companies that give back to the community. Companies are always looking for new ways to connect with customers. Add in the donation of food to local food banks and we’ve created a win – win – win!

We’ve since grown to mobilize over 600 moving companies across the US to deliver over 3.5 million pounds of food to our nation’s food banks and pantries; this is enough to provide over 3 million meals to individuals in need. With over 50 million Americans struggling with hunger, our work is only just getting started.

As Move For Hunger continues to grow, I find myself thinking about what we are really doing here. The real problem we are tackling is food waste. 40% of all food is wasted. The simple idea of rescuing food when people move is actually quite powerful when you scale it throughout an entire industry across an entire continent.  We are literally changing the business processes of hundreds of small businesses and mobilizing them for a common cause. By creating a process that both moving companies and consumers want to participate in, we can guarantee its sustainability for generations to come.

If our goal, as nonprofit organizations, is actually to fix problems, then we need to begin to think more about process oriented solutions. We need more collaboration with our for-profit counterparts. We need to mobilize existing resources in a way that doesn’t detract from the bottom line. Companies won’t cut charitable initiatives that are helping increase profits.

In order to actually solve so many of the major problems our world is facing, we need to think less about our brand and our donors, and more about the sustainability and impact of the programs we put in place. If Move For Hunger was to shut its doors tomorrow, there would be hundreds of moving companies rescuing food and delivering it to those in need. If we are able to create an industry standard, then there is no need for our organization to exist, and we can move on to the next problem to be solved.

I am encouraged by the innovation I have seen in the nonprofit space over the past few years, and challenge some of our nation’s leading charitable institutions to take a step back and ask the question: Is the work we do actually fixing a problem or merely providing a short term solution? Though both create value, only one creates real change.

Adam Headshot (2)After seeing so much food go to waste, Adam launched Move For Hunger to mobilize relocation companies to rescue food during the move. Adam was included among Forbes 30 Under 30 in 2014 and proudly represents the NYC Hub of the World Economic Forum’s Global Shapers Community. In 2011 he became a Bluhm/Helfand Social Innovation Fellow and was honored at the VH1 Do Something Awards and NBC American Giving Awards.

Posted by & filed under Board of Directors, Career Development, Ethics, Financial/Legal, Leadership/Management, Marketing/Communications, Next Generation Philanthropy.

by AFP Greater Toronto Chapter Ethics Committee

De-stigmatization – An Odd Lesson for Ethics

There is a lot we can learn from various de-stigmatization initiatives that have captured the public’s attention of late. Bell Canada’s Let’s Talk Campaign for mental health is a shining example. Decades ago people were too ashamed to talk about depression or anxiety, and now it is commonplace to understand and appreciate that nearly one quarter of the entire workforce have a mental health struggle.

In an odd way, we need to de-stigmatize talking about ethics in fundraising and the charitable sector. People often have one of two reactions: It is either, “… our organization’s ethics are fine; it’s everyone else that has a problem,” or “… ethics? We don’t have the time or resources to worry about ethics.”

photo credit: vanhookc via photopin cc
photo credit: vanhookc

Talk About Ethics

Just like mental health, a bit of knowledge is a powerful thing. When you know what ethics actually are, the causes and symptoms of healthy (and unhealthy) ethics, and how to sustain balanced personal and organizational ethics, you have the ability to diagnose and remedy problems. Better yet, you are able to create and sustain operational excellence, increase and deepen your relationships, and be a leader for your donors and volunteers, who deserve your utmost respect.

The first place to start is to talk about ethics – to put ethics on your personal and organizational radar. One of the best places to begin is to acknowledge what you know and just as importantly what you don’t know. Ethics relates to governance matters such as a board’s fiscal responsibilities or care of duty for staff. Strategically, ethics relates to fundamental fundraising practices such as the integrity of your case for support. Ethics on an operational level can be about the information you use and share when it comes to determining a potential donor’s ability to give. Personally, ethics can even be about the level of information you share about a donor with whom you have worked during a job interview, and if you promise to “deliver” said donor to demonstrate your fundraising prowess.

At its core, ethics is all about putting yourself in someone else’s shoes to understand where they are coming from – good, bad or indifferent. It is through the sharing of each other’s stories that we discover solutions to differences in values and ethical conundrums. Again, the key is to talk, to engage, and to do what’s right – together.

Share Your Story, and Help Build the Ethics Library

To that end, the Ethics Resources Committee of Greater Toronto is promoting AFP’s growing library of ethics case studies. These are reality-based overviews of ethical situations that executives in the charitable sector have faced and managed successfully. They are fascinating. The case studies are also excellent learning tools and are available for download.

The Committee has created a new case study template to chronicle new examples of challenging ethical situations. We invite you to share one of your stories anonymously so that others can learn and continue to understand best practices, and apply them as the highest level fundraising practitioner. When you talk and share, you and your organization succeed. Best of all, donors and volunteers will be moved to give and continue giving because they know at a fundamental level they can trust.

Please fill out the case study submission form to either suggest a new case study not already covered, or to submit your own case study example.

It’s a Big Deal

Chances are that whatever ethics challenge or success you have faced or are facing, someone else is in the exact same boat. One story at a time, we give staff and volunteer leaders the ability to make their charity and fundraising everything they can be.

Posted by & filed under Analytics, Data Management, Marketing/Communications, Metrics.

Liz Rejman, CFRE

Let’s face it: most people would much rather be meeting with donors than updating contact information in the database. Very few people jump at the chance to review data protocols and establish coding. Data management can be scary, confusing, and overwhelming.

However, poor data management costs your organization time and money. When properly managed, data can improve customer service, operational efficiency and assist in informed decision making within an organization.

Here’s the secret to inspiring a love for data and data management: it isn’t the data itself that is compelling. It’s the story it tells. Do you know what your data is telling you?

In order for your data to tell you an accurate story of your organization, there are three things to consider.

You need to know why the story is important.talk data button
Why do you need the data? What will it be used for? Do you send customized documents and letters to your donors? Do you track and report specific metrics for your board members? How do you measure success within a campaign or in your performance reviews? In all of these instances, data helps to tell the story of your past successes.

Data should be telling stories, but not secrets. Just as data will help tell a great story; it shouldn’t jeopardize donor trust while doing so. Don’t collect data for the sake of collecting it. Give serious consideration as to why you want to collect data and what will be its use.

For example, when I work with fundraisers to establish reports, I always ask them to share their vision of what the report will look like (and in some cases, I will even ask for a mock-up of the report). I want to know:

  • What is the purpose of the report?
  • What is it measuring?
  • Who will see it? How often will they see it?
  • How detailed does the information need to be?

Knowing what the end result will be helps determine what pieces of data are needed, who needs to be collecting and maintaining that data and how often it needs to be reviewed.

You need to have your data talk in a consistent language.
The first thing I learned about database management and reporting was “garbage in, garbage out.” If you data isn’t consistent in both where and how it is entered, the story will always be inaccurate. This is where you can get your database to work for you – take advantage of drop-down menus and checkboxes for consistent formatting. Text boxes have their place, but know that if there are multiple ways to spell a word or format a phrase, it will be spelled and formatted in every way conceivable.

You need to ensure that everyone can add to the data conversation.
If the data isn’t in the database, it doesn’t exist and it won’t be part of the story. You need to make it easy to add data to the database. Data entry protocols that are too complex won’t be adopted or remembered. If a particular data entry protocol can’t be mastered in a 10 minute training session, it’s too complicated. And if a piece of data needs to be coded in multiple places, there better be a really good reason why.

Data can tell you where you’re at, help you establish trends and patterns and assist in making informed decisions. It can tell the story of your past, present and even predict some of the future. But you need to help it talk to you. So the next time the topic of database management comes up, don’t be afraid to say “talk data to me.”

LiZ RejmanLiz Rejman, CFRE has spent her entire career in the nonprofit sector bringing her dynamic expertise to health care, education and the arts, with a focus on database management and prospect researchShe recently transitioned from full time researcher at a large hospital foundation to Head of Development and one person fundraiser for Museum London (Canada). Follow her on Twitter, @erejman or visit her blog.

 

Posted by & filed under Career Development, Leadership/Management, Marketing/Communications, Next Generation Philanthropy, Opinion.

Alan Clayton – Director, Clayton Burnett Ltd; Chairman, Revolutionise Global; Chairman, Grove Practice; Managing Partner, Inch Hotel and Inspiration Centre

Last week, I had the honour and pleasure of addressing the Young Nonprofit Professionals, Toronto. Young and professional they certainly were but, as I was preparing and then delivering my thoughts, something struck me. The majority of the audience worked in fundraising. Not all, but the audience was definitely fundraiser heavy, perhaps due to the topic, perhaps due to the influence of the sponsor – Stephen Thomas.

This really set me thinking. The term ‘nonprofit’ is used to describe the entire sector we work in – predominantly in North America, but increasingly in Europe as well. In context, this suddenly seemed an apologetic, inappropriate and perhaps even self-defeating term. The European ‘Third sector’ is scarcely any better. You see, the primary purpose and skill of most people in the room was the ability to generate profits… significantly large profits and at a very impressive margin compared to other sectors. The rest of the room were employed in spending said profits.

I had a realisation. We are the only sector which seeks to define itself by what we don’t do. Even more contradictory, we define ourselves by something we don’t do (nonprofit) but we do in fact actually do it. We invest reserves and revenue and we generate huge returns on these investments – up to twelve times greater than returns achieved by professional investors, in fact.

The difference in our sector is not the profits we make, but the way we choose to spend those profits. Profits with purpose, if you like. Is it any wonder we come in for ridiculous criticism (CEO salaries, ROI ratios, admin costs and even ~gasp~ paid fundraisers) if we ourselves start from such a negative and defensive position as ‘nonprofit’?

We should define ourselves by what we do… that is, how we spend the profits we make. That way we start from a positive hypothesis and can better explain our purpose to questioners and detractors. Even better, we will come to be proud of what we do.

Perhaps we could be the ‘For change sector’, the ‘Social purpose sector’ or even ‘The brilliant way to invest your money and get massive relative returns which make the world a better place sector.’

I am sure you can do better than that. Perhaps AFP could start a competition to find a better term? Suggestions welcome…

Alan Clayton

Alan Clayton is one of the leading consultants, creative directors and inspirational speakers on the world circuit, currently based in the UK, Denmark, Norway and Finland. Alan created charity marketing agency Cascaid in the UK in 1998 following a career working in-house in charity marketing. He ran Cascaid until 2008, when it merged to form The Good Agency. Alan has worked with over 250 nonprofit clients in the UK and around the world.