Emergency Appeal

, ,

St Vincent’s Foundation Emergency Appeal hits the mark

Emergency Appeal

We are all sending and receiving emergency appeals. Appeals to raise badly needed funds to fill funding gaps caused by events cancellations, major gifts, and corporate support downturns. I received an appeal two weeks ago from the St Vinvent’s Foundation. The St Vincent’s Foundation Emergency Appeal hits the mark. It hit all the marks for me.

I have written about appeals in prior blog posts. The St Vincent’s appeal was amongst the first I received. CEO Lyn Amy demonstrates urgency throughout the appeal. She highlights the six most urgent items needed to meet the demands of the COVID-19 crisis. 30 new ventilators at $40,000 each; 50 life-support monitors at $15,000 each; 50 new beds at $3,500 each; additional specialist infection control nurses; a fever clinic set up to test and treat up to 600 patients per day; and materials for some of the most vulnerable members of the community. These are tangible items and similar things we have heard time and time again from countries and cities ahead of Australian cities in the life of this pandemic.

The response device is clean, well organised, and asks for all the details in a best practice fashion. St Vincent’s Foundation offer donors a multitude of ways to make a donation – by sending the device in the post; online; bank transfer; telephone; and, even, text to donate.

The Foundation offer a Conornavirus fact sheet enclosed in the appeal. The fact sheet includes a hotline for the recipient to call to seek more information 24-hours a day.

I was motivated when I received the St Vincent’s Foundation Emergency Appeal. I trust their constituents were, as well, and that the appeal raised much needed funds from countless donors. As a non-donor of St Vincent’s Hospital Foundation, I can say hand on heart the appeal converted me.

Emergency Appeal
Emergency Appeal
Emergency Appeal
Emergency Appeal
CRM

, , , ,

Is a CRM replacement project really necessary? Conduct a CRM Review first

It’s a new year. Are you thinking of replacing your organisation’s constituent relationship management (CRM) solution? CRM replacement projects are plentiful with more universities and not for profits making the decision to replace their solution. But, is a CRM replacement project really necessary? In my experience, a CRM does not always require replacing, rather, an existing CRM simply requires the attention it deserves. A CRM review may be the best first step. It might just save you thousands, or hundreds of thousands, of dollars.

For example, a hospital foundation in Sydney had been to a conference and felt very “sold” on a new CRM by the CRM vendor (of course!), but on further investigation, they had the functionality they actually needed in their existing CRM – they just needed to upskill their team. Overall, they saved around $45,000 in direct costs, and possibly another $30,000 in indirect costs, by staying put. 

Before you decide to transition to a new CRM, you should first conduct a review of your existing solution. A review is a comprehensive analysis of your existing CRM. 

When conducting this analysis, you should consider the following five key areas:

  1. Challenges – What are the biggest challenges your team faces with your CRM?
  2. Functionality – What functionality is lacking from your CRM?
  3. Goals – Will the current CRM allow your organisation to achieve its KPIs?
  4. Relationship – How healthy is your relationship with your current CRM supplier and are there key focus areas which might make it healthier?
  5. Staffing – What is the level of your CRM staffing in terms of data management and oversight?

A review is often best conducted by an outside expert who has a 40,000 foot view of the CRM sector. This expert understands your organisation’s functional requirements inside and out and understands what is required to operate a CRM efficiently and effectively in an organisation. Additionally, the expert firm has in-depth knowledge of CRM solutions, functionality, and the associated suppliers.

A review will result in an analysis document, drawing conclusions on the above and other important factors. It will form a foundation to allow you to decide whether to move forward to an official CRM search or to “stay put” utilising the CRM you currently own. 

The analysis will also help you to identify an action plan containing activities your organisation must accomplish whether or not you transition to a new CRM. 

CRM Review activities, include:

  • identifying a data manager to oversee the CRM.
  • developing policies and procedures.
  • highlighting opportunities for automation.
  • establishing a training plan.
  • creating a data cleansing plan, including data enhancements.

Unless your organisation takes the time to review the existing landscape, you may find the grass is not always greener on the other side of the fence. 

In fact, your organisation may find itself in the same situation. CRM reviews often save time and effort, resulting in an improvement of the existing solution rather than a complete transition to a new CRM solution.A constituent relationship management (CRM) solution is your organisation’s number one asset. You want the latest and greatest technology, which will assist your organisation to reach your key performance indicators. 

The following are the top six reasons organisations typically choose to transition to a new CRM:

  1. Another CRM solution is preferred by a new head of fundraising.
  2. The existing CRM solution lacks functionality to deliver an organisation’s strategic plan.
  3. Functionality in the current CRM is clunky and not intuitive.
  4. The organisation lacks a healthy relationship with the CRM supplier.
  5. Staff do not utilise the existing CRM.
  6. The existing CRM is not well configured and lacks automation.

A robust CRM solution also assists fundraising leadership to:

  1. achieve fundraising goals;
  2. recruit and hire experienced and seasoned fundraising talent;
  3. measure and analyse fundraising performance; and
  4. automate and streamline business processes.

, , , , , , , , ,

No goals and no KPIs? Can an organisation operate this way?

Let’s be blunt: a nonprofit without goals is not an organisation. It’s a hobby. And a nonprofit without Key Performance Indicators (KPIs) for its staff is not managing — it’s hoping. In today’s competitive, resource-constrained, and accountability-driven sector, operating without direction or measurement is a recipe for irrelevance.

The Case for Organisational Goals

Every nonprofit exists to achieve a purpose — whether it’s curing a disease, advancing education, protecting rights, or feeding the hungry. That mission must be translated into goals that are specific, measurable, achievable, relevant, and time-bound (SMART). Without goals:

  • You can’t prove your impact. How do you know if you’re moving the needle?
  • You can’t allocate resources effectively. Where do you focus your fundraising, programs, or advocacy?
  • You lose donor trust. Funders want clarity. Vague ambition won’t cut it.
  • You frustrate your board and staff. People want to know what success looks like and whether they’re contributing to it.

A nonprofit without goals drifts. And drift, in this sector, is deadly.

The Role of KPIs for Staff

Key Performance Indicators are not punitive tools. They’re clarity tools. They help people understand:

  • What is expected of them
  • How their work contributes to broader success
  • Where they are excelling or falling behind

No KPIs? Then:

  • Fundraisers are measured by anecdote, not outcomes.
  • Program staff don’t know whether delivery is effective.
  • Communications staff are producing content into a void.
  • Managers lack any foundation for feedback, coaching, or development.

A culture without KPIs becomes a culture of complacency or confusion — and often both. High performers get discouraged, poor performers go unchecked, and everyone else just keeps their head down.

Common Excuses — and Why They Don’t Hold

  • “We’re too small.” All the more reason to be focused.
  • “We don’t want to micromanage.” KPIs aren’t micromanagement. They’re a compass.
  • “Our work is hard to measure.” Then get creative. Not everything is numerical, but everything is observable.

No Goals, No Direction. No KPIs, No Accountability.

Running a nonprofit without goals or KPIs is like setting sail without a map and throwing away the compass. You might stay afloat for a while — especially if you have goodwill or legacy funding — but you’ll eventually lose your crew, your funders, and your way.

The best organisations balance heart and discipline. Purpose and performance. Mission and metrics. That’s not cold — it’s responsible leadership.

Because if the mission matters, then managing toward it must matter too.

, , , , , ,

AI Uses in Fundraising — Opportunities, Pitfalls, and Risk Management

The rise of artificial intelligence (AI) has introduced exciting new opportunities for fundraising professionals, transforming how charities identify prospects, steward donors, and craft compelling messages. But with every innovation comes a learning curve, and it’s important to navigate the world of AI with both optimism and caution.

How Fundraisers Are Using AI

  1. Donor Prospecting & Segmentation
    AI tools can comb through databases, social media, and public records to identify potential donors with a high capacity and affinity for giving. Machine learning models can rank supporters based on their giving propensity, allowing fundraisers to prioritise their outreach.
  2. Personalised Messaging at Scale
    AI-driven platforms can write and tailor emails, appeal letters, grant proposals, and even social media posts based on supporter behaviour, interests, and past giving history. This means fundraisers can send more relevant communications without spending hours drafting messages individually.
  3. Predictive Analytics
    Predictive models powered by AI help charities forecast giving trends, donor retention rates, and even campaign outcomes. This helps in adjusting tactics before revenue shortfalls occur.
  4. Chatbots & Donor Support
    AI-powered chatbots can handle basic inquiries on donation pages, freeing up staff to focus on relationship-building and complex donor interactions.
  5. Data Cleanup & CRM Hygiene
    AI tools are increasingly being used to deduplicate records, identify data entry errors, and keep supporter databases clean and accurate.

The Cons & Risks

While the benefits are compelling, AI in fundraising isn’t without its challenges:

  • Loss of Human Touch: Generated messages can sometimes feel impersonal or robotic, risking donor disengagement.
  • Bias in Data: AI tools are only as good as the data they learn from. If that data includes historical bias (e.g., favouring certain types of donors), it can reinforce inequity.
  • Privacy Concerns: Donors may be uncomfortable with overly personalised insights if they don’t understand how their data is being used.
  • Overreliance on Automation: Fundraisers risk losing valuable relationship instincts if they lean too heavily on AI for decision-making.

Risk Mitigation Strategies

  1. Human Oversight
    Always have a human review the generated content before it’s sent to donors. This ensures accuracy, tone, and alignment with your mission.
  2. Transparency
    Be open with supporters about how data is used. This builds trust and ensures compliance with data privacy laws.
  3. Training
    Equip fundraisers with the skills to use these technology tools effectively — not just technically, but ethically and strategically.
  4. Pilot Testing
    Before rolling out new tools across your organisation, test them with a small segment of your donor base to evaluate effectiveness and adjust as needed.
  5. Inclusive Data Sets
    Use diverse data inputs when training models to reduce bias and make giving opportunities more equitable.

AI is rapidly becoming a powerful ally in the fundraiser’s toolkit. When used wisely, it can help nonprofit professionals better understand, connect with, and inspire their donors. But like any tool, its effectiveness lies in how it’s wielded. A blend of strategy, empathy, and accountability will ensure that AI enhances — rather than replaces — the art of fundraising.

, , , , ,

Do Not Bias Your Fundraising Consultant

When an organisation hires a fundraising consultant, it’s often because fresh perspective and expert analysis are needed. But too often, leadership and staff try to “guide” the consultant toward conclusions they already want—nudging recommendations to reflect their personal preferences or pre-decided outcomes.

This is one of the biggest mistakes you can make. Here’s why it undermines the very reason you brought the consultant in.

1. You’re Paying for Independent Expertise, Not Echoes

A fundraising consultant’s value lies in their ability to see the organisation objectively. They are not tied to internal politics, biases, or legacy decisions. If you start influencing their recommendations before they’ve completed their discovery, you strip away the impartiality that makes their advice worth having.

2. It Skews the Discovery Process

The discovery phase is designed to unearth truths—through data analysis, stakeholder interviews, and process review. If you start steering the consultant to match your desires, the process becomes corrupted. Instead of surfacing opportunities and blind spots, it risks producing a pre-scripted outcome that ignores the organisation’s reality.

3. You Risk Masking Real Problems

Sometimes leaders want a fundraising consultant to validate the status quo rather than challenge it. But if you suppress uncomfortable truths, the underlying issues—outdated strategies, weak donor stewardship, flawed technology—remain unaddressed. A consultant who’s allowed to draw their own conclusions can help you face what needs to change, even if it’s tough to hear.

4. You Waste Time and Money

Hiring a consultant is an investment. If you sway them into telling you what you want to hear, you’re essentially paying for a rubber stamp rather than strategic insight. The end product won’t move the needle, and you’ll be back at square one when the same issues resurface.

5. It Damages Credibility with Stakeholders

Board members, funders, and staff expect consultants to deliver independent recommendations. If stakeholders sense the findings were massaged or predetermined, the credibility of the whole project collapses. Worse, it may create mistrust that damages leadership’s reputation.

6. You Miss Out on Growth

A fundraising consultants brings lessons learned from dozens and often hundreds of organisations. Their role is to challenge assumptions, push boundaries, and offer fresh solutions you may not have considered. If you cut that short by pushing your agenda, you miss the chance to learn and grow in ways that could transform your fundraising outcomes.

Trust the Process

You hired a fundraising consultant for their independent perspective—so let them do their job. Respect the discovery process, resist the temptation to pre-shape recommendations, and embrace the findings with an open mind. Even if the results are different from what you expected, they’re more likely to lead you toward lasting, meaningful change.

, , , , , , ,

Key Components of a Stewardship Report

Stewardship Report

Once a major gift has been received, the relationship between donor and organisation enters a critical phase: stewardship. One of the most powerful tools a philanthropy officer can use during this phase is the stewardship report—a document that illustrates transparency, demonstrates impact, and reinforces the value of the donor’s contribution. Done right, a stewardship report makes the donor feel informed, valued, and inspired to continue their philanthropic journey with your organisation.

Here are the key components every philanthropy officer should include in a stewardship report for a major gift donor:

1. Personalised Opening and Gratitude

Begin the report with a heartfelt, personalised message that:

  • Thanks the donor sincerely for their contribution
  • Recaps the purpose and designation of the gift
  • Expresses the organisation’s appreciation in human, not transactional, terms

This sets the tone and reinforces the relationship.

Example:
“Thanks to your extraordinary generosity, our Women’s Shelter Program has expanded its reach this year, providing safety and support to over 200 women and children fleeing violence.”

2. Gift Summary and Purpose

Include a clear summary of:

  • The amount of the gift
  • The date it was received
  • Its intended designation (e.g., capital campaign, program support, endowment)

Reaffirming the details gives transparency and demonstrates stewardship integrity.

3. Impact Highlights

This is the heart of the report. Share how the donor’s gift made a difference:

  • Quantitative data: KPIs, outputs, reach, financial outcomes
  • Qualitative stories: Case studies, beneficiary stories, testimonials
  • Milestones achieved: Project launches, new hires, expansions, completions

Avoid vague generalities—offer specific, credible, and meaningful outcomes.

4. Visual Elements

Include charts, photos, and infographics to bring the impact to life:

  • Before-and-after images
  • Program delivery snapshots
  • Infographics showing scale or reach
  • Budget breakdown pie charts (if appropriate)

People process visuals faster than text—use them to reinforce your message.

5. Quotes from the Field

Where possible, include direct quotes from:

  • Program beneficiaries
  • Frontline staff
  • Organisational leadership

This gives the report authenticity and connects the donor to real voices impacted by their generosity.

6. Leadership Acknowledgement

Include a message or quote from the CEO, Board Chair, or Head of Programs:

  • Reinforcing gratitude
  • Sharing vision for what’s next
  • Offering to connect directly if the donor has questions

This elevates the importance of the gift and affirms its role in the broader mission.

7. Future Outlook or Next Steps

Provide a look ahead:

  • Upcoming plans for the funded program
  • New initiatives launching as a result of their support
  • Opportunities for continued involvement (advisory groups, events, volunteer roles)

This transitions the donor from being a one-time supporter to a long-term partner.

8. Recognition Summary (If Applicable)

Briefly confirm how the donor has been or will be recognised:

  • Public acknowledgements
  • Naming rights
  • Inclusion in honour rolls or donor walls

If the donor requested anonymity, confirm that this has been respected.

9. Call to Continue the Conversation

End the report by extending an invitation:

  • To meet with the program lead
  • To tour a site or attend a donor event
  • To provide feedback or ask questions

This keeps the engagement active and builds momentum for future giving.

10. Professional Presentation and Timely Delivery

Finally, ensure the report:

  • Is branded professionally with your logo and colours
  • Is concise—ideally 2–4 pages or a short slide deck
  • Is delivered within 6–12 months of the gift (or more frequently for multi-year gifts)
  • Is recorded in your CRM with follow-up scheduled

Avoid delays—timely stewardship reinforces trust and professionalism.

A stewardship report is more than a thank-you—it’s a demonstration of impact, a gesture of accountability, and a step toward deeper partnership. For philanthropy officers, it’s one of the most tangible ways to retain major donors, show respect for their generosity, and invite future investment.

, , , , , , , ,

Key Components of a Stewardship Plan

Stewardship Plan

Securing a major gift is a milestone. Keeping that donor engaged and feeling deeply connected to the mission is what ensures future giving, advocacy, and long-term partnership. That’s where stewardship comes in—not as an afterthought, but as a strategic, intentional process. A well-structured stewardship plan ensures major donors feel valued, see the impact of their gift, and remain inspired to give again.

Here are the key components every philanthropy officer should include in a stewardship plan for a major gift donor:

1. Donor Profile and Gift Summary

Start by clearly documenting:

  • Donor’s name and contact details
  • Gift amount, date, and designation
  • Type of gift (e.g. one-time, pledge, DAF, in-kind)
  • Any specific donor expectations (recognition preferences, reporting requirements)

This creates a foundation for all future stewardship activities.

2. Stewardship Goals

Define what you aim to achieve through stewardship. These goals might include:

  • Deepening the donor’s emotional connection to the cause
  • Demonstrating transparency and accountability
  • Positioning the donor for future support or involvement
  • Encouraging donor advocacy or peer influence

Goals should align with your broader donor engagement and retention strategy.

3. Recognition Plan

Determine how the donor will be acknowledged, ensuring it’s appropriate and aligned with their preferences:

  • Public recognition: Annual reports, newsletters, website, donor wall
  • Private recognition: Handwritten notes, personal calls from leadership
  • Naming rights or other formal honours

Some donors seek public visibility; others prefer discretion. Tailor accordingly.

4. Impact Reporting

Major donors want to see their investment at work. Create a plan to report outcomes, such as:

  • Narrative updates on the funded program
  • Metrics and key performance indicators (KPIs)
  • Quotes or stories from beneficiaries
  • Photos or videos of the project in action

Reporting should be timely, engaging, and mission-focused—not just administrative.

5. Communication Calendar

Develop a 12–18 month schedule of planned touchpoints, which may include:

  • Quarterly or biannual progress updates
  • Annual thank-you call or donor briefing
  • Invitations to events or site visits
  • Special notes on birthdays, holidays, or gift anniversaries

Use a CRM to track and schedule these activities, ensuring consistency and follow-through.

6. Leadership Involvement

Determine when and how organisational leadership should be involved:

  • CEO or Board Chair thank-you call
  • Personalised message from program staff
  • Inclusion in strategic briefings or closed-door donor forums

Major donors appreciate access and insight—leverage leadership thoughtfully.

7. Opportunities for Deeper Engagement

Include steps to foster stronger donor connection, such as:

  • Invitations to volunteer or serve on a committee
  • Involvement in donor advisory groups or giving circles
  • Personalised tours or behind-the-scenes program access
  • Speaking opportunities (if the donor is a community leader)

Engagement keeps donors emotionally invested beyond their initial contribution.

8. Planned Future Asks (Soft Positioning)

While stewardship is not solicitation, it’s wise to consider long-term potential:

  • Would this donor be open to a multi-year pledge?
  • Is there a planned giving discussion on the horizon?
  • Are they a prospect for a future capital campaign?

Track indicators and plan soft engagement around future opportunities—without rushing.

9. Documentation and CRM Entry

Log the full stewardship plan and all related activities in your CRM:

  • Scheduled actions and follow-up reminders
  • Copies of reports sent and events attended
  • Notes from conversations or feedback received

This ensures continuity across staff and safeguards the donor relationship.

10. Evaluation and Adjustment

Periodically assess whether the stewardship efforts are effective:

  • Has the donor responded positively?
  • Are they more engaged or referring others?
  • Do they express satisfaction with reporting and recognition?

Be prepared to adjust the plan to better suit the donor’s evolving needs and interests.

Major gift stewardship is not a checkbox activity—it’s a curated, personalised journey that reflects the donor’s impact and your organisation’s integrity. When done well, it leads to stronger relationships, increased giving, and donor advocacy. For philanthropy officers, a strategic stewardship plan is as important as the cultivation and solicitation strategy that came before it.

, , , , , , ,

Key Components of a Contact Report

In major gift fundraising, every donor interaction is a valuable step toward a meaningful relationship—and the contact report is the permanent record of that step. For philanthropy officers, a well-written contact report does more than capture who said what; it becomes institutional memory, strategic intelligence, and a roadmap for next steps.

Poor or missing contact reports lead to gaps in continuity, lost opportunities, and confusion across teams. Strong, timely reports ensure colleagues, executives, and successors have the information needed to advance the relationship.

Here are the key components every philanthropy officer should include in a contact report after meeting with a prospect:

1. Date, Type, and Format of Contact

Clearly state:

  • Date of the meeting
  • Contact type: e.g. In-person meeting, Zoom, phone call, event conversation
  • Duration of the interaction
  • Location: e.g. Prospect’s office, coffee shop, virtual, event venue

This sets the context for the conversation.

2. Participants

List all individuals present, including:

  • Internal staff (title and role)
  • External attendees (spouse, assistant, peer donor, etc.)

This helps future interactions reflect who was involved in relationship-building.

3. Purpose of the Meeting

Summarise why the meeting was scheduled. Examples:

  • Introduction to the organisation
  • Program update
  • Cultivation touchpoint
  • Solicitation conversation
  • Stewardship follow-up

Defining the intent shows whether the objective was met.

4. Summary of Discussion

This is the heart of the report. Capture:

  • Key points raised by the prospect
  • Questions or concerns expressed
  • Level of interest in specific initiatives or programs
  • Responses to stories, impact updates, or materials shared

Avoid a transcript-style write-up—summarise in clear, concise paragraphs while preserving nuance and tone.

5. Insights Gained

Record what you learned, including:

  • Philanthropic motivations
  • Capacity and inclination signals
  • Personal or professional updates
  • Family dynamics
  • Preferred communication styles

These details feed into future cultivation and solicitation strategies.

6. Gift Discussion Details (if applicable)

If a gift was discussed, note:

  • Amount or range mentioned
  • Project/fund of interest
  • Timing considerations
  • Giving vehicle (e.g. cash, DAF, shares, bequest)
  • Recognition preferences or restrictions

Even if the donor was non-committal, document their reactions and hesitations.

7. Donor Sentiment and Readiness

Include a qualitative read:

  • Enthusiastic, cautious, distracted, eager, non-committal?
  • Any signs of solicitation readiness?
  • Any red flags?

This helps calibrate next steps and avoid premature asks.

8. Next Steps

Be explicit about what happens next, including:

  • Internal actions (e.g. update proposal, schedule follow-up)
  • External steps (e.g. sending a thank-you note, sharing a case for support)
  • Assignments (who is doing what by when)

Use bullet points for clarity and accountability.

9. Attachments and Supporting Documents

Mention if you left behind or sent:

  • Collateral materials
  • Proposals or reports
  • Event invitations or other follow-up items

Also include any relevant files uploaded to the CRM.

10. Confidential Notes (Optional, Use Caution)

If needed, add sensitive information that informs future engagement:

  • “Donor is selling their business and may be more receptive in 6 months”
  • “Expressed dissatisfaction with past CEO—be careful referencing that era”

Use discretion and professionalism; don’t speculate or editorialise.

11. Timely Entry in CRM

Most importantly, enter the contact report into your CRM within 24–48 hours. Delays lead to lost details and lower data quality. The CRM is your organisation’s central memory—don’t keep information siloed in personal notebooks or spreadsheets.

A strong contact report is more than administrative housekeeping—it’s a strategic asset. It protects your organisation’s relationships, ensures continuity, and allows for coordinated, informed fundraising. For philanthropy officers, documenting meetings thoroughly and thoughtfully is a hallmark of professionalism—and one of the simplest ways to build long-term fundraising success.

, , , , , , ,

Key Components of a Solicitation Plan

Solicitation Plan

For philanthropy officers, a well-developed solicitation plan is the linchpin that turns thoughtful cultivation into tangible support. While many fundraisers focus heavily on relationship-building, the transition to asking for a gift requires a disciplined, strategic approach. Soliciting a major gift is rarely about one big ask—it’s the culmination of a deliberate plan that considers timing, players, messaging, and donor readiness.

Here are the essential components that every philanthropy officer should include in a solicitation plan:

1. Prospect Summary and Readiness Assessment

Begin with a succinct summary of the prospect, including:

  • Giving history
  • Affinity to your mission
  • Recent engagement and interactions
  • Philanthropic motivations
  • Wealth indicators and estimated gift capacity

Confirm that the prospect has been adequately cultivated and is ready to be asked. Indicators of readiness include active engagement, positive responses to previous touchpoints, and expressions of interest in your work.

2. Solicitation Goal

Set a clear and realistic gift goal based on:

  • Capacity and inclination
  • Similar giving to your organisation or others
  • Current campaign or programmatic needs
  • Past giving behaviour (if applicable)

Be specific. Is the ask $25,000 for a scholarship fund, or $100,000 over three years for a capital campaign?

3. Gift Designation and Impact

Define exactly what the gift will support and how it aligns with the donor’s interests. Include:

  • Project or fund designation
  • Case for support specific to that initiative
  • Quantified impact of the gift (e.g. “Your $50,000 will provide mentoring to 100 at-risk youth over two years”)

Personalising the impact helps the donor visualise the difference they will make.

4. The Ask Team

Determine who will participate in the solicitation:

  • Primary solicitor (often the philanthropy officer)
  • Organisational leader (e.g. CEO, Head of Programs)
  • Peer solicitor (another donor or board member)
  • Support staff (to manage logistics or follow-up)

Assign roles clearly, ensuring each person understands their contribution to the conversation.

5. Ask Method and Setting

Tailor the delivery method based on the donor’s preferences and the size of the ask:

  • Face-to-face (ideal for major gifts)
  • Zoom or phone (acceptable when geography limits in-person)
  • Written proposal with follow-up call
  • Formal event setting or private meeting

Choose a comfortable, non-threatening environment for the conversation—often at the donor’s office, home, or a neutral site.

6. Timing

Timing can make or break a solicitation. Consider:

  • The donor’s personal calendar and financial planning cycle
  • Organisational readiness to accept and manage the gift
  • Campaign timelines or fiscal year deadlines

Avoid holidays or times when the donor may be distracted. Respect their rhythm.

7. Solicitation Materials

Prepare a tailored proposal or presentation that may include:

  • A personalised case for support
  • Financials or budget overview
  • Recognition opportunities
  • Tax deductibility and giving vehicles (e.g. donor-advised funds, bequests, multi-year pledges)

Avoid generic brochures—this is a high-touch, bespoke process.

8. Objections and Questions Anticipation

Map out possible donor concerns or objections, and prepare answers in advance:

  • Why should I give this much?
  • How will the money be used?
  • How is the organisation financially managed?
  • What if I want to give differently (structure, timing, etc.)?

Anticipating and addressing concerns builds trust and shows professionalism.

9. Recognition Strategy

Outline how the donor will be acknowledged if they give:

  • Naming opportunities
  • Public or private recognition
  • Exclusive donor briefings or insider updates
  • Stewardship plan (see separate blog post on that)

Recognition should be aligned with the donor’s preferences—not every donor wants their name on a wall.

10. Next Steps and Follow-up Plan

Plan what will happen after the solicitation, whether the donor says yes, no, or maybe:

  • Who will follow up and when?
  • How will you document the response?
  • What will you send (thank-you letter, pledge form, updated proposal)?
  • What are your internal processes for tracking the outcome?

Timeliness and professionalism post-ask are just as important as the ask itself.

Soliciting a major gift is not guesswork—it’s the outcome of thoughtful planning and precise execution. A strong solicitation plan gives the philanthropy officer—and the entire organisation—a roadmap to success. By focusing on the donor’s interests, setting clear objectives, and managing the process with professionalism, you can turn intent into action and relationships into meaningful investments.

, , , , , , ,

Key Components to Include in a Cultivation Plan

Successful major gift fundraising is rarely spontaneous. It is the result of a well-researched, meticulously crafted, and consistently executed cultivation plan. For philanthropy officers, creating and following a thoughtful cultivation plan is essential to move prospects through the donor pipeline—from identification to solicitation and stewardship. Here are the key components every philanthropy officer should include in a cultivation plan to maximise engagement and giving potential.

1. Prospect Profile

Start with a comprehensive profile that includes:

  • Biographical information: Age, profession, family details, affiliations
  • Giving history: Past gifts to your organisation and others
  • Wealth indicators: Estimated capacity, assets, publicly available financial info
  • Affinities and interests: What causes matter to them?
  • Connections: Who do they know within your organisation or network?

This sets the stage for informed and strategic engagement.

2. Cultivation Goals

Define what success looks like for this particular prospect. Is it:

  • Securing an initial face-to-face meeting?
  • Inviting them to join a giving circle or attend an event?
  • Moving them to the solicitation stage for a specific gift?

Setting specific, measurable objectives helps guide your strategy.

3. Engagement Timeline

Lay out a realistic 3- to 12-month timeline with key touchpoints. These might include:

  • Personal meetings
  • Event invitations
  • Mission-based experiences (e.g. program site visits)
  • Phone calls or handwritten notes
  • Impact updates or insider briefings

Stagger interactions to avoid overwhelming the prospect while maintaining consistent contact.

4. Team Roles and Responsibilities

Determine who is best positioned to build rapport. It may not always be the philanthropy officer. Include:

  • CEO or Executive Director
  • Board member
  • Program staff
  • Peer donor or ambassador

List who will engage the prospect at each step and what their role is.

5. Key Messages and Talking Points

Tailor your messaging around:

  • Organisational mission and impact
  • Specific programs aligned with the prospect’s interests
  • Case for support, including outcomes and needs

Ensure the messaging resonates with the prospect’s values and philanthropic motivations.

6. Engagement Methods

Consider a mix of touchpoints, including:

  • Email updates or newsletters
  • Phone check-ins
  • Personalised video messages
  • Invitations to donor briefings, tours, or cultivation events

Use varied formats to deepen the relationship and keep the communication fresh.

7. Prospect Feedback and Intelligence

Document responses and insights gained through each interaction:

  • What excited them?
  • What concerns were raised?
  • Any hints about timing, giving interest, or decision-making process?

This qualitative intelligence informs your next move and strengthens your ask later on.

8. Readiness Assessment

Periodically assess whether the prospect is showing signs of readiness:

  • Are they asking specific questions about funding needs?
  • Have they attended multiple events or engaged deeply?
  • Are they responsive and open to ongoing dialogue?

When readiness indicators are met, begin preparing for the solicitation phase.

9. Next Steps and Tactics

Always know what comes next. After every interaction, outline:

  • The follow-up action
  • Who is responsible
  • When it will happen

This keeps the cultivation plan active rather than passive.

10. CRM and Documentation

Log all actions, notes, and insights in your CRM. Accurate, up-to-date documentation:

  • Maintains continuity across staff
  • Allows for reporting and forecasting
  • Supports transition in case of staff turnover

Avoid keeping plans “in your head” or in private spreadsheets. Transparency and consistency are key.

Cultivating major gift prospects is both an art and a science. A well-crafted cultivation plan is a dynamic tool—adaptable, strategic, and personalised. For philanthropy officers, the goal is not just to manage a relationship but to meaningfully connect a donor’s values to your organisation’s mission. With these key components in place, you can confidently build trust, inspire generosity, and ultimately secure transformational support.

, , , , , ,

Why Nonprofit Professionals Must Mind Their Social Media Footprint

Social media footprint

Think Before You Post

In today’s hyper-connected world, your social media footprint is more than just a highlight reel of personal milestones or a place to sound off on current events. For nonprofit professionals, it’s increasingly becoming part of the recruitment vetting process. Whether you’re a seasoned CEO or an early-career development officer, what you post, like, comment on, and share online speaks volumes to prospective employers.

Your Digital Reputation Precedes You

Social media is often the first place hiring managers go after reviewing a CV. Before you’re called for an interview—sometimes even before your cover letter is read—employers may scan LinkedIn, Facebook, Instagram, X (formerly Twitter), and even TikTok to form an impression. And in the nonprofit sector, where mission, integrity, and reputation matter deeply, your digital persona can help—or hinder—your career prospects.

This isn’t about being sanitized or inauthentic. It’s about being smart.

Why It Matters More in the Nonprofit Sector

Nonprofits rely on public trust, donor confidence, and often operate under tight scrutiny from boards, regulators, and media. A staff member whose online behavior is perceived as controversial, offensive, unprofessional, or divisive can reflect poorly on the entire organisation. That’s why employers are increasingly vetting candidates’ online presence—not to suppress free speech, but to ensure alignment with values, professionalism, and judgment.

What Your Social Media Footprint Might Be Saying About You

Here are a few red flags that might raise concern:

  • Aggressive or offensive posts, even on personal accounts, can suggest poor conflict management or a lack of emotional intelligence.
  • Overly partisan or inflammatory political commentary, especially without context or civility, may be interpreted as a liability for mission-driven organisations that seek broad community support.
  • Excessive self-promotion or complaining about current or former employers could signal a lack of discretion or humility.
  • Inconsistencies between your professional claims and online behaviour (e.g., saying you’re passionate about philanthropy, but having no visible engagement in charitable or community causes).

Tips for Managing Your Online Footprint

  1. Google Yourself – Know what others will see. Check not just your social media but image results, blog posts, old forum comments, etc
  2. Audit Your Accounts – Review past posts with a critical eye. Delete or hide content that might be misinterpreted or is no longer reflective of who you are
  3. Set Boundaries – Use privacy settings wisely, but don’t rely on them completely. Assume anything online could become public
  4. Stay Aligned with Your Profession – Share or comment on sector news, promote causes you care about, and engage with peers and thought leaders. Show your values in action
  5. Be Thoughtful, Not Perfect – It’s not about being boring. It’s about showing good judgment, maturity, and alignment with the values you claim to hold

Authenticity With Accountability

Your social media footprint is part of your personal brand. In the nonprofit world, where credibility, empathy, and values are currency, your digital presence must reflect the same professionalism and heart you bring to your work. Think of your social media like a public reference—because that’s exactly what it’s becoming.

Before you post, ask: Would I be proud to stand by this if my future board chair, donors, or team saw it?

Because chances are—they already have.

, , , , , ,

How the U.S. Political Climate Is Impacting Charities

US political climate

Why Australian Charities Should Pay Close Attention

In recent years, the nonprofit sector in the United States has faced mounting challenges tied directly to the uncertain US political climate. From federal funding cuts to heightened scrutiny on environmental and social justice organisations, charities are increasingly finding themselves caught in the political crossfire. For many, this has meant reduced grant availability, intensified public discourse, and the need to shift strategies to maintain donor confidence and organisational independence.

Government Funding Cuts and Rising Uncertainty

One of the most significant developments has been the reduction or outright withdrawal of government support for a wide range of programs. Charities that rely heavily on public funding—especially those in healthcare, education, immigration, and climate advocacy—have had to pivot quickly or risk closure. Many have accelerated plans to grow their base of individual donors or corporate supporters to ensure stability.

Increased Regulation and Donor Hesitation

Alongside funding cuts, U.S. charities are also facing increased regulatory hurdles and donor apprehension. Highly politicised narratives and legislative efforts to restrict certain types of advocacy or service delivery have made fundraising more complex. Donors are more cautious and frequently scrutinise the missions and activities of the charities they support, wary of negative media or political backlash.

Lessons for Australian Charities

While Australia currently enjoys a relatively stable nonprofit funding environment, the writing is on the wall. Overreliance on government grants could leave many charities vulnerable if political winds shift or budgets tighten. Australian charities should heed the U.S. experience as a cautionary tale and take proactive steps to diversify their income streams.

Steps to Safeguard the Future:

  • Audit Revenue Sources: Understand how much of your income depends on government support.
  • Invest in Individual Giving: Develop programs that nurture loyal donors who can sustain the organisation during policy shifts.
  • Grow Corporate and Philanthropic Partnerships: Build resilient funding pipelines through long-term partnerships.
  • Advocate Proactively: Engage in sector-wide advocacy for supportive public policy while building broad-based community support.
  • Scenario Plan: Prepare for changes in funding or regulatory conditions with contingency strategies.

What is happening in the U.S. political climate may feel distant, but global trends tend to cross borders over time. By watching closely and acting now, Australian charities can future-proof their missions and continue serving communities without disruption.

1 2 3 4 5 >»