Ever feel like giving up when something doesn’t work as planned? It is safe to say we have all had these experiences whether it’s trying to play an instrument, fix a broken washing machine, learn a new language or asking someone for a date.
Fundraising and the non-profit sector is chock-full of these scenarios. A typical case goes like this: A charity that is dependent on grants to deliver programs is advised by a fund development consultant to direct their time and energy on seeking individual donations. The consultant explains to the board that 80% of all donations are made by individuals.
Instantly invigourated by this newfound information, the board immediately launches their first peer-to-peer funding appeal with an ambitious target of $20,000. Yet the consultant neglected to emphasize that such appeals usually require three to five years to gain traction and yield 5-digit dollar results. Hence, when the inaugural appeal generates a meagre $2,000 in donations, the board is bitterly disappointed and embarrassed. Sadly, the demoralized charity scraps the appeal, abandons its quest to build an individual donor base and resumes their familiar practice of pursuing grants.
It's difficult to blame the board for feeling this way. Based on the consultant’s advice, the appeal seemed so promising. Yet it also revealed the charity’s short-sighted perspective where they prioritize instant gratification over long-term sustainability. Board members were overly fixated on donations when their overriding objective should have been cultivating relations with the individuals making the gifts.
Similar scenarios occur far too often and prevent charities from creating positive change in their communities. Grants are fantastic and fewer experiences in the non-profit world are more electrifying than hearing that your funding proposal was approved. However, chasing grants is not a formula for sustainability.
Grants Are Not A Silver Bullet
Our fundraising strategies must continually revolve around building and nurturing an enthusiastic and engaged base of individual, foundation, corporate, service club and government support. Unfortunately our zeal for raising as much money as possible through any means within a very narrow timeframe frequently gets the better of us and we fail to disembark the grant-seeking hamster wheel.
As a consultant I have worked with many organizations with – excuse the expression – “addictions” to grants. Some even invent programs for the explicit purpose of qualifying for funding. My job is to help them see, understand and focus on the bigger picture – develop a base of support and take ownership of their destiny.
Be Patient
Abandoning fundraising methods like peer-to-peer social media appeals or direct mail campaigns merely because they did not result in huge returns in year one is reactive and unacceptable. Patience is an indispensable quality that charities must exercise when establishing viable fund development strategies.
It’s paramount that fundraising professionals acquaint their organizations with this reality and set realistic timeframes that allow their revenue-generating activities to mature sufficiently. Utilize a 5-year plan when organizing a fundraising appeal or special event that permits the activity to grow at a gradual and stead pace. People are more likely to buy-in to the effectiveness of these fundraising endeavours when the observe the achievement of modest yet positive results over an extended period.
To prevent any emerging negativity that could undermine the plan, year one should be viewed as nothing more than the pilot or “test run” of the fundraising activity. The main objective for the charity is gaining a sense of familiarity and command over the various steps and procedures associated with the execution of the activity.
Don’t Shoot For The Stars
Failing to reach irrationally high fundraising targets is guaranteed to lose supporters since nobody enjoys being a part of a disaster. Tremendous care and attention must be employed when setting monetary targets for events and appeals. Projecting how many donations will be received, estimating the average amount of each gift, and identifying potential obstacles that potentially threaten the success of the appeal are some of the factors that must be considered.
Overly ambitious funding targets give prospective donors the impression that our organization’s leaders are impulsive and reckless. It is far more prudent to “low ball” or establish moderate target amounts and surpass them. Better still is formulating targets levels that are met precisely and on time which demonstrates that your charity values due diligence and attention-to-detail.
Don’t Be Afraid To Fail
At some point we all fall short of accomplishing something that we deeply coveted. Failure is an unavoidable part of life. Our reaction to these setbacks, however, is something we can all control.
Sooner or later in fundraising we will experience rejection from donors, apathy from volunteers or unwarranted criticism from scornful board members. Rather than dread the inevitable occurrence and respond in anger, anticipate the failure and embrace the constructive life lessons you will profit from the event. Champions cherish these otherwise unpleasant experiences as critical milestones that deliver them closer to success. Fostering such an environment will fuel your organization’s quest towards fulfilling its mission.
In the end, constructing a long-term fundraising strategy is a marathon and should never be a sprint. Progress is slow, deliberate and barely noticeable in the short-term. But it is happening.
Managing relationships with donors is tedious and mind-numbing work that involves a lengthy series of interactions that aim to intensify their affinity for your cause. Moreover, relationships strengthen more during negative as opposed to pleasant experiences. So instead of losing hope when you encounter a setback, remember the bigger picture and enjoy the ride.
