Stop name dropping

Posted on July 23, 2012 | Leave a comment

Here’s a public secret: special events are designed to attract new donors. Yes, the funds raised through the event are important to the nonprofit. But that is only one goal. The second goal – acquiring names and contact information of potential donors – is often overlooked.

Think about it this way: you are offered an opportunity to win a free car; all you have to do is share your name and contact information. Why would a car company give away a car in exchange for your contact information? Because there is a strategy in place for engaging everyone who enters the contest. The company is building a pool of prospective buyers for dealerships to follow up with.

The same is true for your organization and its special events. Or it could be – if you are tracking names and contact information. Having a follow up plan for what happens after an event is just as important as planning for the event itself. And you can’t follow up if you don’t have names.

Participating in a special event can mark the beginning of a relationship between a community member and your institution. The real success lies in converting a person who bought a $50 ticket to an event – or who sponsored a runner at $25 – into a donor who gives annually and who may – when the time is right – make a major gift, or encourage others to do so.

Special events provide a pool of new potential donors: finding out which ones are committed to your institution is the fund development work that lies ahead. It begins with reaching out, engaging them, and asking them to give on a regular basis.

Each event should be planned with a net revenue goal (gross revenue minus expenses), and with a goal of engaging participants in new and deeper ways that bring resources and money to your organization. Attention should be given to both the logistics of a luncheon or 5k run, and to the communications and solicitation activity that will follow. Short-term and long-term fundraising planning need to occur simultaneously. The link between the two is the names and contact information that are collected through the event.

Think about it – many nonprofits buy lists of names of people who may have an interest in their organization. They then invest more money in direct mail and e-marketing to connect with these individuals and encourage donations. With a special event, you have a free list of people who have a direct experience with your organization.. Ask board members and volunteers to review your new list of names – see who they know, and who they can engage.

Growing your fundraising requires a growing pool of prospective donors to work with. Don’t be a name dropper!

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Stop. Look. Listen.

Posted on July 16, 2012 | Leave a comment

A program for board chairs, executive directors, college presidents, directors, and CEOs.

Volunteers are the heart and soul of your nonprofit. Even if you have a large staff. At the end of the day, volunteers can take you to places you haven’t even dreamed of.  Our “stop, look and listen” program can help unleash the creativity and power of your volunteers.

Stop. Take time to get to know the people who volunteer with your organization. By volunteers we mean all volunteers, not just board members. For example, look at who donates food, who makes sure your gala runs like clock-work, the men who provide security for evening meetings, and the college students who serve as mentors.  Stop and visit with each, one-on-one. Learn their passions. Listen to what they have accomplished in their personal and professional lives. Seek to gain an understanding of their impact, their likes, and where they want to go personally and professionally.

Getting to know the people who invest their time in your institution will pay dividends for years. Here’s a truth – most people who volunteer have lots of ideas about how things could be improved. Most are not shared in open meetings. They are shared one-on-one. When you are the person they share their opinions with, you can help blend them into your vision, making it more powerful; or help it come to life in a better way. The opinions may be about how a program is run; about another organization you can collaborate with; or a business looking for a nonprofit to partner with.

But, you won’t know until you take time to develop relationships. For example, when you have coffee with Mary, briefly share your vision and then ask for feedback. Stop talking. Listen to what she thinks, how she sees things, her ideas, and how she can help. As you listen to how your volunteers respond to your vision, you will find they are a gold mine of ideas and resources. But first, they have to buy into your vision. And they can’t do that if they don’t know you.

Here’s another tip: Don’t let stereotypes cloud your thinking. For example, you may think the board member who is a vice president at the local bank can be of greatest assistance, but, maybe it’s the long-term volunteer for your annual dinner. She may know everyone and be able to open doors you didn’t know were there.

As you look around you will see that your organization is rich in connections and relationships. If you show that you care and are willing to reach out, most people will reach back.

Your volunteers are your most precious asset. Take the time to stop, look and listen. Your organization will go far.

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Reduce your fundraising stress

Posted on July 11, 2012 | Leave a comment

If you are responsible for fundraising for a nonprofit you know the meaning of the word stress. It comes with the job. Too often the pressure is on you – and you alone – to ensure fundraising goals are met. You may be a Vice President for Advancement for Advancement with a college, a development coordinator for a local theatre, or the CEO of a national organization. All feel the pressure.

Here is a way to reduce your fundraising stress: build a corps of fundraising volunteers. Engage your board members – one at a time – asking for help with fundraising. You can see changes by the fall.

Week One. Think about who is on your board. Who is most engaged? Attends meetings regularly? Asks meaningful questions? Who gives a meaningful gift each year? Write down the names that come to mind.

Week Two. Set a meeting with each board member who came to mind during week one.  Set it for week three. Write up your fundraising priorities for the balance of the year. How much you have to raise, and what the funds will be used for. Write up where you believe the money will come from. Are you expecting revenue from a special event? One or two grants? Gifts from individuals? Your new online giving program? Direct mail? Write down the amount you expect from each source; the names of individuals, foundations or corporations you believe will give; and dates of special events, or when your direct mail is scheduled to drop.

Week Three. Meet individually with each of the board members you identified in step one. Let’s say the first person you meet with is named Elaine. Share with Elaine the information you wrote down during week two. Share how you plan on pursuing these funds. Ask “what are your thoughts?” Do you think we can reach our goals? What am I not seeing?” Listen for her response. Ask another question, “Elaine, would you be willing to help with one of these projects?” Don’t rush to fill the silence. Listen. Elaine may say yes, or she may say no. But, you have just asked her to help solve “your” problem and in most cases she will offer suggestions for how she can assist, or other ways that you can proceed. Take notes.

Week Four. Write to Elaine and follow up on your meeting. Thank her for her time and for her suggestions. If she made specific suggestions for how she can help, include these in your email or letter. Ask if there is someone outside of the board she would like to involve in her project. Let her know you are available to support her.

Try it and see. Let us know what happens.

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Memphis acts while others dream

Posted on June 28, 2012 | Leave a comment

While headlines focus on a growing division of Democrats vs Republicans, and business vs. government, Memphis is proving that a shared vision for a positive future unites a city – and its nonprofits – across stereotypical divides. The power of collective impact is evident as business, government, nonprofits, the faith community and local residents partner and collaborate on strategic initiatives designed to move Memphis and the mid-South forward. Safety, economic development, health, housing, education, workforce development, and government efficiency have all improved over the past five years, and plans are in motion to build on the momentum.

A few weeks ago Memphis Fast Forward, a city-wide collaboration, reported out on the progress made against their five year strategic plan. Take a look at a few of their results. Major violent crime down by 22.8%; major property crime down by 25.5%; Family Safety Center established for victims of domestic violence; new minority business receipts of $576 million generated; number of students in pre-K increased by 50%; City and county government efficiency strategies save $75 million; and more than 15,000 new jobs created.

As consultants who work with non-profits across the country we are impressed. With so many communities seeking to improve the conditions of life for their residents – and seeking to improve their economies – Memphis is an example of how to move forward together as a community. No one agency, organization, business or sector can do it alone. Collaboration, deep commitment, resources, planning and will are required.

When Memphis combines all these – with funding, oversight, and accountability – things happen.

The key is bringing everyone to the table. Memphis Fast Forward brought together literally hundreds of individuals and organizations. And this is only one example of partnerships that cross sectors. Memphis HOPE is another. In this case it was the Women’s Foundation for a Greater Memphis who took the lead in bringing together business leaders and philanthropists to fund services for public housing residents who were moving into new homes and communities. They raised $7.3 million in private funds to help the city secure $44.2 million in federal HOPE VI grants to transform the city’s public housing. And, as a collaborative, Memphis HOPE is now a nationally recognized model in how to provide case management services. What’s their secret? They listen to residents needs and help connect them with nonprofits – and government agencies – who can help.

Memphis Fast Forward and Memphis HOPE are only two examples of local collaborations focused on positive social, educational and economic change. One thing they share in common is the engagement and leadership of nonprofits. Memphis knows these organizations are rich with relationships, local knowledge, and talent. They have experience testing and refining solutions to many of the issues confronting individuals, families and our community.

The willingness of leaders to collaborate, try new approaches and engage nonprofits is one more reason why we love Memphis.

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Grassroots Fundraising

Posted on June 19, 2012 | 1 comment

Is fundraising for small grassroots organizations different from fundraising for a hospital, college, or well recognized college access program? How do you raise funds for an organization that is challenging the local power structure? GIFT – the Grassroots Institute for Fundraising Training knows how. GIFT has been growing and supporting grassroots fundraisers for over 30 years. They have a great on-line archive of low-cost, easy-to-use tools and guides. Their upcoming conference (August 10th – 11th in Oakland, CA) will provide opportunities for fundraisers, activists and organizers to meet, learn and collaborate. Our interview with Jennifer Emiko Boyden, GIFT’s communications coordinator, will introduce you to the organization. After that, it’s up to you – you can raise the money you need to create social change.

Saad & Shaw: Let’s start with a provocative question – isn’t all fundraising the same?

Jennifer Emiko Boyden:     While it’s true that all fundraising—much like community organizing—is all about building relationships, skills needed to be an effective fundraiser vary depending on the community and fundraising activity. At GIFT, we feel it is essential for grassroots groups to be supported by, and accountable to, the communities they’re serving; and that a broad base of individual donors is critical for their long-term sustainability. Accountability to the community is not built-in when you receive a foundation, corporate or government grant, for example. In those cases, you’re accountable to the funder. Similarly, the skills needed to organize a special event or run a capital campaign are different from those needed to submit a grant proposal.

Saad & Shaw: What does the term grassroots mean to you?

Jennifer Emiko Boyden:     The best way to describe GIFT’s definition of “grassroots” is “from the community.” So “grassroots fundraising” involves building our collective resources; and “grassroots groups” are those led by, and accountable to, those who are most impacted by the work they’re doing.

Saad & Shaw: What are the skills that an executive director or development director needs to be successful?

Jennifer Emiko Boyden:     Executive directors and development directors need to have a strong vision for their work, the ability to build strong relationships with their supporters, and a keen sense for knowing how to energize a fundraising team. Planning skills and the ability to set realistic goals are also essential. One important thing for executive directors and development directors to know is that they cannot, and should not do all of the fundraising on their own. We work with groups so they can create a culture of fundraising, where fundraising responsibilities are shared across staff, and executive directors and development directors are not working in isolation and have more sustainable workloads. Too often, these positions are on a direct path to burnout. With the average amount of time a fundraiser stays on the job being just 16 months, as a sector, we’re clearly not supporting our development staff in the right ways.

Saad & Shaw:    How has the recent recession changed fundraising for grassroots organizations?

Jennifer Emiko Boyden:     With government cutbacks and shrinking foundation dollars, we have sadly seen many groups forced to close their doors. Others have gotten rid of their offices or transitioned from paid staff to being all volunteer. A lot of groups have also intensified their grassroots fundraising efforts, having learned the hard way the perils of over relying on foundation or corporate monies.

Saad & Shaw: What systems, policies or understandings need to be in place before a grassroots organization can be successful with its fundraising?

Jennifer Emiko Boyden:    Put simply, you need a culture of fundraising at your organization in which all board and staff are involved in raising money for your group. You also need to ensure that you have a diversified income stream, with a healthy balance of earned income, grassroots, and institutional support.  And having some kind of database—even if it’s just an excel spreadsheet to start—is important to track gifts, create thank you letters, and store other important donor information.

Saad & Shaw:  What is the mindset that a board member must have in order to contribute to the success of a grassroots organization in a meaningful way?

Jennifer Emiko Boyden: Having good board members who will follow through on their fundraising commitments seems to be a challenge for almost every grassroots group. Board members need to understand that in addition to their fiduciary responsibility, raising money for the group is an equally important part of the job.  However, we acknowledge that not all board members have the same kind of access to financial resources or networks, and we value the time, ideas, and other types of resources that board members have to offer.

Saad & Shaw: What are the three most important things a grassroots organization should consider as it considers launching a fundraising campaign?

Jennifer Emiko Boyden:     Before getting started, make sure you have the fundamentals in place like a current case statement and a goal or fundraising plan. It is also essential to use all three fundraising strategies (Acquisition, Retention and Upgrading), and have everyone (including your board) actively engaged in fundraising.

Saad & Shaw: Let’s back up a little – how did GIFT get started?

Jennifer Emiko Boyden:     GIFT was started in 1996 by the Center for Third World Organizing and the Southern Empowerment Project, two longtime organizing training centers. They believed that grassroots groups working for social change needed an organization to teach fundraising skills and support people of color to be fundraisers. The Grassroots Fundraising Journal was co-founded in 1981 by Kim Klein and Lisa Honig, who saw that most of the resources on nonprofit fundraising were not applicable to grassroots groups, especially those challenging and changing the status quo. GIFT and the  Grassroots Fundraising Journal merged in 2008. The new organization continues to be called GIFT and the magazine it publishes is still called the GrassrootsFundraising Journal.

Saad & Shaw:    What is the mission of GIFT?

Jennifer Emiko Boyden:     The Grassroots Institute for Fundraising Training (GIFT) is a multiracial organization that promotes the connection between fundraising, social justice and movement-building. We believe that how groups are funded is as important to achieving their goals as how the money is spent, and that building community support is central to long-term social change. We provide training, resources and analysis to strengthen organizations, with an emphasis on those focused on social justice and based in communities of color.

Saad & Shaw: As an organization, what is GIFT seeking to accomplish?

Jennifer Emiko Boyden:     Our long-term goal is for social justice and progressive groups based in communities of color and low-income communities to depend on the financial support of their community and engage in grassroots fundraising using a social justice framework.  We do this by providing resources to individual fundraisers and social justice groups, including our bimonthly print magazine, the Grassroots Fundraising Journal, our free monthly eNewsletter, and training and consulting services. We also bring these groups together at our biennial Money for Our Movements: A Social Justice Fundraising Conference to strengthen our grassroots fundraising skills, build our collective resources, and sharpen our vision for our movements.

Saad & Shaw: Would you provide our readers with some examples of the types of information available through the GIFT website and magazine?

Jennifer Emiko Boyden:     Our website has a wealth of information available, some free and some for a fee. If you sign up for our free eNewsletter, you’ll get fundraising tips, training opportunities, and job announcements delivered to your inbox each month. We offer webinar podcasts on topics such as “Recruit 4 Great Board Members in the Next 4 Months,” a Spanish language training toolkit called “Comunidades del Futuro: Guia para Facilitadores Capacitando a la Comunidad en la Recaudacion de Fondos” and Special Edition Journals like “Spectacular Special Events.”

We also have over 350 articles in the Grassroots Fundraising Journal archive on topics ranging from special events to appeal letters to capital campaigns. Each article can be purchased for $3 each, but if you subscribe to the Journal, you’ll gain free, unlimited access to the full archive. It’s like having a virtual library at your fingertips! Each issue of the Journal is full of tips you need to be a better fundraiser!

Saad & Shaw: What about the upcoming conference? What can prospective attendees anticipate learning?

Jennifer Emiko Boyden:     The Money for Our Movements conference is different from other fundraising conferences in terms of content and participation. The workshops emphasize developing revenue strategies hand-in-hand with political goals. We, provide a space for groups to come together to learn from one another and identify opportunities for peer support and collaboration. Our signature debate is always thought provoking and lots of fun, with debaters tackling some of the most pressing issues facing social justice fundraiser-activists. This year our keynote speakers, Saru Jayaraman and Attica Woodson Scott, will share their vision for how we continue to successfully build out collective resources in this particular moment. We take pride in the feedback we’ve gotten from conference participants—two-thirds of whom are people of color—who say that our conference is one of the few times they get to see themselves, their community and their values really reflected in fundraising.

Saad & Shaw:       Thank you Jennifer.

Take a moment to visit GIFT online and subscribe to the journal.

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Who Owns the Vision?

Posted on June 12, 2012 | Leave a comment

This column is directed to executive directors and CEOs of non-profit organizations, presidents and chancellors colleges and universities.

Is your vision statement long and flowery? Or does it have more of a business tone? Can someone differentiate your organization or institution from those with a similar mission? Is your vision the same as the executive or president who served before you? Have you taken the time to craft your vision, or have you delegated that to a committee?

Here’s what we believe. It is up the executive leader to craft the vision statement. It has to come from you. You were hired to lead. You were hired for your experience. And you were hired for your vision. As a leader you need to articulate that vision – write it down, share it with your board, senior staff, major donors, and ultimately all of your staff. Ask for their input. Modify it based on the feedback you receive. It will become the institution’s vision – everyone needs to buy into it – but it has to start with you.

As you craft your vision statement think about all you know about the institution. Reflect on the conversations you have had with board members, donors, community members, students, families, volunteers and others. Think about their visions – whether they have stated them explicitly or not. Which do you agree with? Can these be integrated into your vision statement? Consider organizations similar to yours, and define the ways in which the organization you lead is unique – or will be unique. Think about the people you serve or represent and their circumstances; consider the political and economic landscape.

Sometimes a major funder will want to influence your vision. They may be looking for an organization to pursue certain programs and want yours to do so. These may be well intentioned requests, but is their vision in line with your vision?

If you are an interim leader, step up and assert your vision. You may have been asked to serve in a “care taker” capacity until the next leader is selected, or you may be charged with being a “change agent.” In either case, exert your leadership by communicating your vision.

Regardless of your tenure, your vision may conflict with that of your board chair, or that of a major funder. If that’s the case, take time to share why you hold the vision you do. It may mean you are not the right leader, or that the board member is not a right fit for the organization, or that your institution is not a right fit for a certain funder. Don’t worry – that’s life. There will be others with whom you or your organization are a fit. Don’t let fear stand in your way. Clearly communicate your vision for your institution – it will influence everything, so be explicit. That way everyone knows what you are trying to achieve.

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Thoughts on Sustainability

Posted on June 4, 2012 | Leave a comment

Sustainability is a current buzzword. And an important concept for each of us to integrate into our work, our communities, and our personal lives. They are all connected, especially for those of us who work or volunteer in the nonprofit sector. Questions and concerns related to sustainability are often unasked and unanswered. How can we sustain our work in light of growing demand and contracting funds? How long can we continue to operate like this? And, on a personal note, how can I get through today?

The economic challenges of the past five years have pushed these questions to the forefront for many organizations and institutions. Some have closed their doors, others have cut services. Yet others are expanding, collaborating, investing and growing. Both are, in part, responses to the environment. Some are reactive and others proactive.

Our regular readers know we advocate for engaged, committed volunteer leadership and organizational integrity. These are key to sustainability or, more simply, organizational health. Here are some questions and ideas to consider in the area of sustainability.

Are our expectations of ourselves and our organizations reasonable? Are they in line with what is possible or do they push us beyond what we are capable of? When we face our limits – real or perceived – how do we respond?

What are the structures we as leaders put in place to sustain our institutions and our most important resources – our people. For example, are sabbaticals offered to staff at all levels after a set number of years of service? If not, is this possible? If not sabbaticals, how does the institution retain its talent? Are staff provided with opportunities to engage in professional development and networking? How is the executive leadership supported? Does the board partner with the executive in attracting resources, building relationships, and planning for the future?

How are new ideas vetted, accepted or rejected? What about succession planning? How are you cultivating the next generation of leadership? Most importantly, are your programs, advocacy and mission in sync with the current needs of the marketplace? For example, if your institution provides job training or employment preparation services, are these tied to specific needs of this region’s current employers? Valuable resources such as curriculum, teachers and instructors, and students’ time should be allocated most effectively with the end goal in mind – helping prepare residents secure living wage employment and perform well on the job.

Business processes such as payroll, purchasing, record maintenance and decision making should be evaluated. Are these in line with current best practices? Same with technology. Does your institution deploy technology (hardware and applications) that support business processes, data collection, reporting, evaluation and decision making?

We ask these questions not to stress you out, but to encourage you and other members of your leadership team to begin asking critical questions and making strategic investments that can help your organization sustain over time.

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Endowment: For Today or Tomorrow

Posted on May 30, 2012 | 1 comment

Many of us have had to make hard decisions in order to survive these past five years. Some have had to take money from a retirement account to pay for daily living expenses, a decision with enormous repercussions. But, sometimes you have to make difficult decisions.

The same is true for non-profits. While fundraising is rebounding for many organizations across the country it is not rebounding for all. Many are still contemplating lay-offs and reductions in services, classes, programming and advocacy. Some with endowments or reserve funds are considering using those funds to cover operating expenses. Some who raised funds for a specific purpose are now considering using those funds for operations.

These are tough decisions and we have great empathy for those sitting on boards who are considering such “options.”

If you are in this situation, we offer a word of caution. Formal endowments can be board restricted. Before your board votes to change restrictions in order to allow the organization to access needed capital, think about what it took to build that endowment and how your actions may affect future endowment fundraising efforts. While your challenges are immediate, your constituents’ memories are long. Gifts to endowment typically represent the largest and most meaningful gift an individual will make. They are often made to secure an institution “in perpetuity.” If the endowment is “raided” now, how does a potential donor know her gift won’t face the same future?

Likewise, if you have a “reserve fund” consider what was communicated to donors when you asked for their help building this reserve.  Was it built for a time like today? If so, use it! If not, think about what it means to use funds for a purpose that is different from what you solicited them for. This is even more critical if your board is considering using funds raised for a building, or new initiative to pay for operations. The betrayal of trust can last for years and may take more effort than your current or future boards will ever have.

If you want to avoid this situation, we offer a word of encouragement. Do what you can to meet your operating costs and simultaneously create an organization-wide culture of fundraising. Engage your board in giving and asking others to give. Diversify your fundraising, thank your donors, and engage leadership-level volunteers. Cultivate current and prospective donors long before you ask for a gift, and long after you receive one. Employ the prerequisites for fundraising success. If you don’t know what these are, write to us at news@saadandshaw.com and we will send you a list to focus your work.

If you can, avoid decisions that provide short term gain and long term pain.

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Know Your Economic Impact

Posted on May 21, 2012 | Leave a comment

For every dollar invested into your institution what is the return to the community? Is there a social impact? Political impact? Economic impact? How do you measure it? What do you track? These are questions to ask as you consider how to make the case for giving and investing in the non-profits you are involved with.

While some impacts are difficult to measure, and long-term impacts won’t manifest for years or generations, there are also impacts that can be measured. But, you have to set up the processes, methodologies and tracking systems required to collect data that will bear up under closer inspection.

Another way of communicating impact is to measure the economic impact of your organization on the geographic area you serve. An economic impact report can help “reframe” your nonprofit so it can be viewed in its fullest context as a community contributor as well as a solicitor of funding.

When stereotypes are applied nonprofits can be viewed as “takers” – organizations that “beg” for money, or are a “drain” on the community. But this is a distorted image. Especially when it comes to publicly funded institutions such as hospitals and universities. While these receive public funding, they are also major employers with employees whose incomes circulate throughout the community sustaining local businesses large and small. Their purchasing departments contribute to sales and employment for the private sector. Conferences, programs and services attract people to the region who stay in hotels, eat in restaurants, fill their gas tanks, and visit local attractions.

In short, nonprofits are important to a community’s economic ecosystem. When you write a check to a nonprofit you invest in both the organization and the community in which it is located.

Here’s an example. The Jackson State University Center for Business Development and Economic Research recently completed an economic impact report showing that the University contributes an estimated $413 million and 8,700 jobs to Mississippi’s economy on an annual basis. This is a $1.86 return on each dollar invested by the state in the University.

“Jackson State University is truly a major economic engine of not only our city, but the state as a whole,” JSU President Carolyn Meyers said in a press release. “We know that our success fuels the success of Mississippi. As our enrollment continues to grow, we expect our economic impact to be even greater.”

Their payroll is $57 million for 1,542 full-time employees and more than 500 part-time workers. The institution spends an estimated $95 million on local goods and services, and students spent another $85.9 million in local economy, generating $1.4 million in Jackson-metro sales taxes.

It takes time and resources to measure impact, but it’s an investment that pays returns. You have to show your impact.

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Websites in the Age of Twitter and Facebook

Posted on May 17, 2012 | Leave a comment

In the world of Facebook and Twitter we sometimes forget the value of the trusted website. Can’t we say it all in 140 characters? Or a photo? Will the website go the way of the covered wagon?

We were at the Alliance for Nonprofit Excellence Conference “Powerful Networks: Nonprofits, Social Media & Community” this week and attended John Kenyon’s workshops. He set us straight. Kenyon is the Educational Program Manager for the Nonprofit Technology Network, NTEN (www.nten.org).

“While on-line communication tools are valuable, you need one place where you can provide your constituents with both high level and in-depth content and communication. You can tease them with tidbits on twitter and tantalize them with photos on Facebook, but your website is where they come to get the full scoop. And to donate!”

He opened with the basics, asking “What are the search terms someone would use to try and find your organization if they didn’t know you exist?” Good question. Write down the phrases. Google them. See if your organization comes up. As you add content to your website be sure to include those phrases (in a natural way!).

Here’s another great point. For most organizations people are the number one asset. Number two is data. Think about it. Where would your organization be without data regarding people served, program outcomes, donor names, board member email addresses, and other “inconsequential” things like that! Here’s the question John asked, “Does your budgeting reflect the value of data to your organization? Does it even come close to doing so?”

Something to think about.

Here are a few more tidbits: When you are conducting a fundraising campaign make sure it is highlighted on your homepage. Every page on your website should have two items: a Donate Now button and a Subscribe button. Ask everyone you communicate with “What is your preferred method of communication?” Then act on that information. For people who like e-communication, go that route. For those who want to receive a print copy of your newsletter, get one to them! The last tidbit: four things your website should do: build credibility and engage; cultivate; provide “clickability” or interactivity; and provide regularly updated content.

Finally, let us close with our new favorite quote, “Don’t make me hunt for it!” Kenyon emphasized that all sites must have a search function. Again, on every page! We must admit to being number one offenders. John poked fun at us, saying “Your site and blog are so content rich, but how can anyone find what they are looking for??!!?” Our take away: we are getting search buttons for our website and blog. Ah, we all have something to learn!

You can reach John at john@nten.org or follow him on twitter @jakenyon.

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