They retire. They relocate. They redirect their giving. They get distracted by grandkids. They fall in love with a new cause. And sometimes, without warning, they just have a change of heart before writing that six-figure check you were sure was coming. If you are not consistently identifying and cultivating new donors, you are not building stability — you’re borrowing time.

Savvy fundraisers understand this. They are not paranoid. They are practical. They know fundraising is part math, part psychology, and part ongoing treasure hunt. And they know something else: The organizations that prospect consistently don’t panic. The ones that don’t… eventually do.

Let’s talk about how to build a donor pipeline that is deep, resilient, and slightly unstoppable.

Why finding new donors isn’t optional

When revenue feels steady, prospecting is the first thing to slide. Board members get busy. Programs expand. Events fill the calendar. The team is tired. And someone inevitably says, “We’re okay for now.”

That phrase has preceded more budget crises than any recession ever has. Identifying new donors reduces risk, stabilizes revenue, expands influence, strengthens board engagement, increases long-term sustainability, and protects you from single-donor dependency.

This is not about greed. It’s about survival with dignity. If you are relying on the same 12 major donors you’ve had for 10 years, you are one or two major donor losses away from panic.

Major donors: The jet fuel of fundraising

Let’s not pretend otherwise. Major donors are the jet fuel of your development program. Whether you define “major” as $5,000, $10,000, or $25,000, the math doesn’t lie:

• 200 donors giving $100 = $20,000
• One donor giving $20,000 = $20,000

Which is easier to steward well? Chasing 200 small gifts is not wrong. It builds community. It builds breadth. It builds visibility. But major donors build capacity. They fund initiatives. They underwrite risk. They are cornerstones of capital campaigns. They help you sleep at night.

The goal is not to abandon small donors. The goal is to build a balanced portfolio. Think like an investor, not a raffle ticket seller.

Who are we actually looking for?

You are not looking for “rich people.” You are looking for emotionally investable people. Start with those who lean forward during your presentation, those who ask thoughtful questions, those who cry during your video, those who clap aggressively at your event, and those who linger afterward.

Emotion precedes generosity. But don’t stop with the obvious. Prospecting requires imagination. Maybe it’s the board member’s cousin visiting from Connecticut who has never heard of your work. Maybe it’s the quiet business owner who avoids the spotlight but writes meaningful checks every year. Maybe it’s the seasonal resident who lives in your town four months a year and wants to give back quietly. Exposure changes everything.

Picture this: A board member invites her wealthy widowed aunt to a small fundraising dinner. The aunt hears a student speak about overcoming homelessness. She tears up. She asks a few questions. She requests a tour. Three months later, she funds the entire expansion of your food program. That doesn’t happen because of your newsletter. It happens because of proximity. Prospecting is about creating proximity to purpose.

Start cozy: Build from the inside out

Don’t start cold. Start warm. Your first prospecting circle is already in the room: board members, staff, volunteers, and long-term donors. These people already believe in your mission. Your job is to ask them a simple question consistently: “Who else should know about this work?” Not: “Who can write us a check?” Just: “Who should see what we’re doing?”

Ask at board meetings. Ask at staff meetings. Ask casually over coffee. Create a running list. Keep it visible. Review it quarterly. Most boards are not resistant to fundraising. They are resistant to awkwardness. If you make prospecting structured and normal, it becomes part of the culture — not a dreaded moment on the agenda.

Donor-to-donor introductions: The most underused strategy in fundraising

Your current donors know other generous people. They golf with them. They invest with them. They sit on boards with them. They drink wine with them. But here’s the truth: they rarely offer names unless you ask.

The key is tone. You are not asking for a spreadsheet. You are asking for one thoughtful introduction per year. Call your donor. Thank them. Take them to lunch. Celebrate their involvement. Then gently ask: “Who else do you think would be inspired by this work?”

That question feels collaborative, not transactional. When donors trust you, and feel valued beyond their checkbook, they introduce you willingly. It becomes social proof, not solicitation.

Don’t overlook “Grandma Gini”

Every organization has one. She gives $100 every year. On time. With a handwritten note. And a butterfly stamp. She seems modest. Predictable. Small. Do not underestimate her. Grandma Gini might own stock she bought 50 years ago, have no heirs, and believe deeply in your mission — waiting to see if you treat her like a person or an ATM.

Major donors often begin with minor gifts. They are watching. Are you grateful? Are you responsive? Are you transparent? Are you competent? If you steward $25 like it matters, someday it might turn into $25,000 or $2.5 million. Prospecting is not only about finding new people. It’s about valuing and appreciating the people you already have.

Former residents and seasonal supporters: The untapped gold mine

Communities change. People move. Families relocate. Kids grow up and leave. But nostalgia is powerful. The student who once received free lunches in your district may now be a managing director at a hedge fund in New York. The kid who attended your after-school program might now run a software company worth a billion dollars.

Pull alumni directories. Talk to long-time community leaders. Research former residents who have “made it.” And don’t forget seasonal residents — snowbirds, ski-season visitors, summer homeowners. They may not vote locally but they may care deeply about your mission. Hearts often remain parked in hometowns long after mailing addresses change.

Special events: Cocktail napkins and opportunity

Guests at your events are not decorations. They are prospects. But only if you capture their information properly. A clipboard at the door is not a strategy. Train volunteers to welcome warmly, make eye contact, explain why contact information matters, and ensure pens work (this is shockingly important).

Follow up within 48 hours. Not with a donation ask. With gratitude. “Thank you for attending. We’re glad you were there. We give program tours monthly so you can see and learn more. Here’s the schedule. Hope to see you soon!” Relationship first. Revenue second.

Public speaking: The prospecting superpower

Most nonprofit leaders underutilize public speaking. Civic clubs, business associations, alumni groups — they are constantly looking for speakers. This is free marketing. Bring a compelling story, clear impact data, and a simple call to action.

Offer engagement options: volunteer for one evening, take a private tour, join a small informational lunch. Collect names intentionally. Prospecting is easier when people opt in. And yes, if it’s appropriate — serve snacks. Hungry audiences are distracted audiences.

Get noticed (without being weird about it)

Take your nonprofit where people gather. Art fairs. 5Ks. Community festivals. Business expos. Set up a booth that is visually appealing and interactive. Offer a short, engaging explanation of your mission, a quick way to sign up, and a raffle or giveaway. If you get 30 seconds on stage, use it wisely. Lead with impact. End with invitation. Visibility builds familiarity. Familiarity builds trust. Trust builds generosity.

Do reconnaissance like a professional

Yes, this part requires curiosity. Collect annual reports from other organizations. Look at donor recognition lists. Who is giving $25,000 to causes similar to yours? You are not stealing donors. You are identifying philanthropic behavior.

Ask your board: “Do we know anyone on this list?” Even two strong introductions per year can change your trajectory. Also, sign up for other organizations’ newsletters. Study them. Why are they compelling? What do they communicate well? Where are they weak? Then do it better. With sincerity. And perhaps one tasteful llama photo.

Are screening services worth it?

Sometimes. If you are small and hyper-local, probably not. If you are regional or national, it may be worth testing. But test intelligently. Run a small batch first. Verify data accuracy. Ensure follow-up capacity. Bad data wastes time. Good data, combined with thoughtful cultivation, can surface hidden capacity. Screening is not magic. It is a tool. Your strategy matters more.

The discipline of ongoing prospecting

Here’s where most organizations stumble. They treat prospecting like a campaign instead of a discipline. Prospecting should be monthly, measured, reported, discussed at board meetings, and owned by leadership. Create simple metrics: new names added monthly, new introductions secured quarterly, new prospects cultivated annually. If it isn’t measured, it will drift. And drift eventually becomes decline.

Final thoughts: The organizations that don’t panic

Every nonprofit believes in its mission. But not every nonprofit protects it. The difference between stability and stress rarely shows up in glossy brochures. It shows up quietly in spreadsheets — in the number of new relationships being built every year. Prospecting is not glamorous. It does not generate applause. It does not trend on social media. But it is the quiet discipline that prevents desperation.

The organizations that consistently identify and cultivate new donors don’t scramble when a major donor moves away. They don’t panic when a foundation declines a grant. They don’t hold emergency board meetings to close surprise deficits. They keep moving. Because their pipeline is deep. Their culture is proactive. And their leaders understand something fundamental: Donors don’t last forever. But relationships can.

If you want stability and growth, build relationships before you need them. If you want sleep at night, prospect consistently — inside and outside the organization. Remember: A strong pipeline doesn’t eliminate change. It absorbs it. And the organizations that build an extensive pipeline early never have to scramble if the unexpected arrives.

The post The Importance of Building a Donor Pipeline Before You Need It appeared first on Bloomerang.

The meeting ends politely. No one throws a chair. But nothing really moves forward.

This is how board dysfunction often shows up — not through dramatic conflict, but through something quieter and more damaging: under-engagement. Board members attend meetings but contribute little. They skim materials, avoid difficult conversations, fail to respond to staff emails, and remain observers rather than active leaders.

At first glance it seems harmless. Meetings are calm. Disagreements are rare. But the cost is real. A few members end up carrying the entire board. Strategic discussions become shallow. Staff grow frustrated presenting ideas that receive little response. And gradually, expectations decline. Leadership turns into attendance.

At that point the board meeting starts to resemble a pleasant dinner party — friendly conversation, plenty of nodding, and very few decisions. And when that happens, the organization begins to drift.

When this type of drift happens, one of the smartest investments a nonprofit can make is a well-designed board retreat — an opportunity to step back, address culture and under-engagement, and reset expectations before the board stops leading and starts simply showing up.

When dysfunction becomes visible

Sometimes the problem goes beyond under-engagement. Boards occasionally develop patterns of behavior that actively undermine effectiveness. A dominant personality may monopolize discussions. Long-tenured members may resist new ideas, refuse to term off, and feel it’s a choice not to participate. This often leads to informal factions forming around competing priorities.

In other cases, board members meddle in operational issues — micromanaging staff decisions instead of focusing on governance, strategy, and supporting fundraising efforts. These dynamics rarely resolve themselves naturally.

Instead, they linger beneath the surface, slowing decisions and creating tension between board members and leadership. Ironically, most board members joined the organization because they care deeply about the mission. They want the organization to succeed.

But caring about the mission, maintaining a healthy board culture, and governing effectively are not the same thing. Strong governance requires clarity about roles, shared expectations, and a culture that is excited about ownership and participation.

Without those elements, even the most well-meaning boards can struggle. And when that happens, board meetings can start to feel less like leadership gatherings and more like mildly organized confusion with coffee.

Why a board retreat works

Regular board meetings are not usually designed to address things like board culture. They are designed to move through agendas. Retreats serve a different purpose.

They create the space for deeper conversations about how the board operates, how decisions are made, and what expectations members share. They often address deep, thought-provoking questions such as “What should it mean to be part of this board?” and “How should board members authentically participate?”

Without the pressure of routine agenda items, board members can reflect more honestly on what is working — and what isn’t. A retreat also changes the tone of discussion. Instead of reacting to reports or approving motions, the board focuses on leadership, collaboration, board culture, and long-term direction.

And when conversations are guided by an experienced facilitator — someone who understands board dynamics and knows how to keep discussions constructive — members often feel more comfortable addressing issues that might otherwise remain unspoken.

A good facilitator also prevents the retreat from turning into what every nonprofit leader fears most: a full day of talking that somehow produces absolutely nothing.

What successful outcomes look like

The goal of a retreat is not simply to have good conversations. The goal is to take the board to the next level of performance, impact, and collaboration.

Well-run retreats typically lead to several tangible results. Board members leave with a clearer understanding of their roles. Expectations for engagement become more explicit. A culture is defined and unifying. Strategic priorities are reinforced. Committees restructured. Meeting formats improved.

Relationships among members often strengthen simply because they have spent time together talking honestly about the organization — and hopefully, having some fun.

Without clear follow-up actions, even the most productive retreat risks becoming an interesting conversation rather than a catalyst for change. A skilled facilitator can play an important role here as well, helping the board translate discussion into practical outcomes and keeping the conversation focused on solutions rather than simply airing frustrations.

Renewed leadership energy

Perhaps the greatest benefit of a successful retreat is renewed leadership energy. Board members who understand their role, and feel connected to the organization’s mission, engage more actively. Meetings become more productive. Strategic discussions become richer. The partnership between board members and staff becomes stronger. And the culture becomes inspiring.

Instead of simply observing the organization’s work, the board actively contributes to its success. And that shift can have a powerful impact on the entire organization.

Key takeaways

• Board dysfunction often begins quietly through under-engagement. When expectations are unclear and participation declines, leadership responsibilities fall on too few people and governance effectiveness suffers.
• Board retreats create the space needed to address deeper issues. They allow boards to examine and define a culture, clarify roles, set expectations, and reconnect members to the organization’s strategic direction.
• Using a retreat facilitator can help boards navigate difficult conversations, manage group dynamics, encourage participation, and help turn discussion into meaningful outcomes.

Final thoughts

Nonprofit boards are made up of people who care deeply about the mission. But caring about the mission and governing effectively are not the same thing.

Strong governance requires clarity, engagement, and a willingness to address challenges before they become entrenched. A thoughtfully designed board retreat offers a powerful opportunity to reset expectations, strengthen relationships, and refocus leadership on what matters most.

It may not solve every governance challenge overnight. But it can accomplish something equally valuable: it can bring the board back to the reason everyone joined in the first place — helping the organization succeed.

And when the board works well, everything else becomes easier. When it doesn’t… well, that might be exactly the moment when a retreat becomes the most productive meeting the organization has all year.

The post Your Board Isn’t Working: Why a Board Retreat Might Be the Best Investment Your Nonprofit Makes This Year appeared first on Bloomerang.

Savvy fundraisers love specialty events—typically gatherings of 10 to 75 people—because they create something you simply can’t replicate at a big gala. Donors see friends they respect, meet peers they admire, and experience your mission together. There’s energy in the room. Momentum. A subtle but unmistakable sense that this is something worth being part of.

And here’s the part that should get your attention: asking for money in small group settings is the second most effective fundraising method there is (behind one-on-one fundraising).

Specialty events, often called boutique or salon events, aren’t just good stewardship opportunities. They are excellent places to raise real money. If you’re not hosting at least one or two of these a year, you’re missing out on a key strategic opportunity.

What follows are practical and field-tested tactics to help you host events that are memorable, manageable, and profitable without turning your organization into a full-time event-planning agency.

7 Benefits of Hosting Specialty Events

• Inform donors of the change and impact their support is making
• Collectively unite donors to fulfill your mission
• Meet prospective donors and recognize existing donors
• Deepen relationships between donors, staff, board, and volunteers
• Create networking opportunities for donors
• Have fun and celebrate with donors, board members, and staff
• Secure giving commitments and win back lapsed donors

Specialty events provide tremendous value

For a few thousand dollars and a little effort, you can host a classy theme party with sumptuous food and wine. Depending on the number and type of major donors you have, you may be able to raise $50,000, $100,000, or $250,000.

Compared to the enormous amount of time, effort, and money you can spend hosting a full-scale gala to raise the same amount, specialty events can be a bargain. And most of the time, one of the attendees will underwrite the event if asked.

Start the planning process early

No matter what type of event you’d like to host, start the planning process early. You want to make a good impression by hosting a meaningful event, and you’re not going to be able to do that if you’re stressed, disorganized, and scrambling to work out last-minute details.

Start by creating a yearly calendar of the events you’d like to host. Send “save the date” cards to donors at least six months before an event. Assemble a team of event planners (volunteers, interns, and one or two staff or board members) willing to organize the events. Develop an event budget and create checklists of tasks that must be done.

Hosting your first few specialty events may feel a little chaotic, but the more you do, the more manageable they become as you create systems and processes for hosting them.

Get people talking about the mission

When hosting a specialty event, have your event team think of fun and engaging ways to get people talking about your mission. A favorite among fundraisers is to create a list of interesting questions for people to answer during the cocktail hour or dinner.

If you’re hosting a light dinner, lay the questions out at each place setting and turn it into a simple game. The goal is to have fun, build relationships, and get donors talking about the issues your mission addresses, surprising statistics, key milestones, and meaningful highlights.

After the exercise, you can begin raising money, if that’s part of the event. If the discussion was effective, donors should already feel primed to give.

Themes

If you host a specialty event, consider giving it a theme. Themed events tend to be more memorable and often have higher attendance rates, especially if they are annual.

If you run a hunger relief organization, host an “Empty Plate” dinner. If you run a museum, host a luncheon inspired by a current exhibit. If you run a land trust, host a wine tasting at one of your nature preserves.

Peer-centric themes can work well for local bankers, Rotary members, American Legion members, or realtors. You might also host a “Breakfast at Wimbledon” party at a tennis club or a “19th hole cocktail party” at a golf club. When events are fun and memorable, donors return year after year.

7 Ideas for Specialty Events

• Formal or informal breakfast, lunch, or dinner
• Wine tasting, celebrity dinner, or art exhibition
• Theme dinner, event, or holiday party
• Reception lunch or dinner, or open house
• A play or musical event with a reception
• Founder’s Day brunch or President’s dinner
• Golf tournament, walkathon, auction, or festival

Call people

The single best way to get donors to attend a special event is to call them. After sending invitations and email reminders, call each attendee three to seven days before the event. Even if you leave a message, remind them of the event, confirm their attendance, and express appreciation.

Before ending the call, leave them with a “hook.” Mention something interesting that will take place, such as a celebrity guest or special announcement. This increases attendance.

If someone cannot attend, let them know you’ll follow up to schedule a face-to-face meeting to provide a program update and discuss making a gift. They may offer a gift or pledge on the phone, which is fine, but aim to secure a meeting.

Groom your donors

Relaxed and happy donors are giving donors. Prepare them thoughtfully before making an ask.

• Serve great drinks. Major donors are accustomed to premium wines and spirits. Investing in quality makes a strong impression.
• Serve great food. Offer smaller quantities of high-quality food rather than large quantities of low-quality food. Include memorable, bite-sized desserts and chocolates.
• Use buffet-style dinner service. Guests can choose portions they prefer, even with elegant cuisine.
• Create an inspiring atmosphere. Use music, décor, speakers, and intentional mingling to set the tone.
• Engage your team. Provide board and staff with a fact sheet and impact report in advance. Encourage each board member to personally thank at least five donors.

Specialty event asks: a 20-minute performance

While guests enjoy the wine and networking, you must reserve time for the core purpose of the evening: supporting the mission. Keep the entire ask segment to 20 minutes, including videos, speeches, endorsements, the ask itself, and time to complete pledge cards.

If the process exceeds 20 minutes, attention drops and donations may decline. Remember, this is a boutique gathering, not a gala.

20-Minute Ask Process at a Specialty Event

• The welcome (1–2 minutes). A board chair or notable guest welcomes attendees, thanks them, and briefly outlines what will happen next.
• The chief executive (2–3 minutes). Share a concise “State of the Organization” update focused on impact, milestones, and gratitude.
• Program endorsements (1–3 minutes). An influential donor or supporter shares why they give and plan to continue.
• Beneficiary testimonials (3–5 minutes). One or two powerful stories or a short, compelling video.
• The ask (3–4 minutes). A confident and engaging speaker presents a clear, compelling invitation to give.
• Moment of silence (optional). A brief pause allows donors to reflect before making their commitments.

Final thoughts

Specialty events succeed because they reflect how people truly give. Donors give when they feel connected—to the mission, to others in the room, and to the belief that their support matters.

Successful fundraisers design experiences that feel human and intentional. They focus on substance over spectacle. They tell meaningful stories, make clear asks, and end on time.

If you want to raise more money without exhausting your team, think less like an event planner and more like a purposeful host. Bring good people together. Share real impact. Make the ask specific. Then conclude while the energy is still high.

Because generosity flourishes in rooms where people feel inspired, respected, and proud to be part of something meaningful.

The post Specialty Events: How To Turn Small Gatherings into Big Gifts appeared first on Bloomerang.

Nothing is broken. It’s just not quite clicking.

That’s usually when someone finally says the quiet part out loud: “Maybe we should do a board retreat.” Or, “It might be time for a planning session.” The idea lands with relief and hope. It feels responsible. It feels like leadership. And then—almost on cue—the team shelves it with a familiar refrain: “We just don’t have the budget for that right now.”

It sounds practical. Disciplined, even. But more often than not, it’s the wrong conclusion.

When the real challenge isn’t money

Most nonprofits don’t avoid board retreats or strategic planning because they doubt their value. Leaders know these moments of alignment sharpen focus, energize boards, strengthen fundraising, and get everyone pulling in the same direction again. The hesitation usually comes down to framing, not belief.

Board development and strategic planning often get labeled as “important, but not urgent.” Thoughtful and worthwhile, yes—but somehow less fundable than programs, services, or immediate needs. Over time, that quiet categorization creates real drag.

We expect boards to govern well, fundraise confidently, and think strategically—yet hesitate to invest in the very processes that make those expectations realistic. The result is slow-building friction: staff carrying more than they should, board members disengaging or micromanaging, fundraising becoming reactive instead of intentional, and opportunities slipping by because no one has had the space to step back and decide what truly matters.

Eventually, the cost of not doing this work far outweighs the cost of doing it well.

Why these conversations stall

Funding conversations don’t stall because donors or foundations don’t care about leadership or planning. They stall because organizations haven’t always named—clearly and confidently—why this work matters enough to fund.

When the team frames retreats as internal housekeeping, they sound optional. When they’re positioned as leadership investments that directly affect mission delivery, fundraising effectiveness, and long-term sustainability, they land very differently. Clarity is the missing ingredient. Without it, even strong ideas struggle to gain traction.

Why donors are often more receptive than expected

Major donors and foundations tend to think more strategically than nonprofits sometimes assume. Many are actively looking for signs that an organization is well-led, aligned, and intentional about its future.

Funding a board retreat or planning session allows donors to invest in leadership capacity—not just activity. It signals care for alignment, culture, program quality, and long-term impact. For supporters who already believe in the mission, this kind of investment often feels smart, stabilizing, and forward-looking. Foundations focused on governance, capacity building, or organizational effectiveness are frequently open to these requests when they’re presented clearly.

They aren’t funding an agenda. They’re funding what comes next.

Make the case—without making it complicated

A strong case for support doesn’t require a white paper. It requires focus and honesty. The most effective appeals start by naming the real challenge—calmly and credibly. Maybe the board is committed but not aligned. Maybe growth has outpaced systems. Maybe the roadmap ahead feels fuzzy. Naming the challenge builds trust.

From there, connect the dots. A facilitated retreat or planning session is about creating space for clarity, alignment, clear priorities, shared ownership, and concrete next steps. Those outcomes matter to donors because they shape everything that follows.

When the conversation centers on outcomes instead of logistics, this work stops sounding like overhead and starts sounding like leadership.

Talking about cost with confidence

Cost is often the unspoken concern, so addressing it transparently matters. Facilitation fees vary based on scope, preparation, time, and follow-up, and experienced facilitators scale accordingly. What matters most is the intention behind it.

Organizations that define their needs clearly, understand what’s included, and present a thoughtful scope of work signal seriousness. That confidence reassures funders that the investment is purposeful and tied to real outcomes.

Why a simple, confident ask works

One of the most common mistakes nonprofits make is overexplaining. The goal is to explain clearly. A straightforward ask that outlines the challenge, the opportunity, and the expected impact often opens the door to a meaningful conversation.

In many cases, the decision happens because the narrative makes sense.

This isn’t a luxury. It’s leadership.

Board retreats and strategic planning sessions aren’t indulgences. They’re tools for doing the work better. They create space to think, align, and decide. They strengthen relationships between boards and staff. They sharpen fundraising by clarifying priorities and ownership. They give organizations a shared framework for moving forward with intention.

That kind of clarity moves the mission forward.

Final thoughts

Board retreats and strategic planning sessions aren’t extras. They’re foundational investments in leadership, alignment, vision, and effectiveness. When nonprofits clearly articulate why this work matters—and how it strengthens their ability to deliver on their mission—donors and foundations are often willing to help.

The organizations that move forward aren’t always the ones with the biggest budgets. They’re the ones willing to invest in clarity, focus, and shared purpose. That investment isn’t just fundable. It’s essential.

The post How to Fund Your Next Board Retreat or Planning Session appeared first on Bloomerang.

You send the email.
You make the call.
You follow up—politely, professionally, thoughtfully.

And then… nothing. No reply. No acknowledgment. No signal of interest or disinterest. Just silence.

For many fundraisers, donor silence feels personal. It triggers doubt. Did I say the wrong thing? Did I wait too long? Did they lose confidence in us? Should I push harder—or back off completely?

Here’s the truth most fundraisers need to hear—and hear often:

Donor silence usually has very little to do with you.

But what you do after that silence? That part matters a lot. This article will help you separate what’s outside your control from what absolutely isn’t—and show you how to respond in ways that build trust, loyalty, and long-term generosity.

Donor silence often has nothing to do with you

Let’s start by lowering the temperature in the room.

A donor’s decision to pause, delay, or disengage is far more likely tied to their personal life than to your performance as a fundraiser. Donors are human beings first, philanthropists second. And human lives are messy, unpredictable, and constantly changing.

People disappear for reasons that have nothing to do with your mission, your message, or your competency. They go quiet because life intervenes—sometimes loudly, sometimes quietly, and sometimes all at once.

Here are some of the most common (and invisible) reasons donors temporarily go dark:

• Holiday busyness
• A health issue or unexpected surgery
• Buying or selling a home
• Navigating a complicated tax situation
• Moving, downsizing, or relocating
• Caring for aging parents or family members
• Feeling overwhelmed, burned out, or emotionally tapped out
• Experiencing a season of major personal transition
• Family problems

Notice what’s missing from that list: you.

When donors stop responding, it’s easy to overanalyze or assume rejection. But more often than not, silence is simply a signal that life has become crowded. Your message didn’t land at the wrong time—it landed in the middle of something else.

The key lesson here is simple but powerful:

Don’t sweat the things you can’t control.

You cannot manage a donor’s health, stress level, family obligations, or emotional bandwidth. Trying to decode silence without context will only drain your energy and confidence. Great fundraisers learn to stay grounded when responses slow—and they don’t panic when they lose visibility into a donor’s world.

How to respond when a donor’s life gets disrupted

When a donor’s life becomes complicated, your role isn’t to fix it—or to fill the silence with pressure. Your role is to shift into empathy.

This is the moment where average fundraising behavior and exceptional fundraising behavior diverge. Some fundraisers push harder. Others disappear completely. The best fundraisers stay present without being intrusive.

Instead of escalating urgency or retreating into avoidance, respond with humanity. Acknowledge what might be happening. Offer patience. Make it clear that the relationship matters more than the transaction.

When donors feel respected during difficult seasons, something important happens. They learn that your interest in them isn’t conditional. That you value them as people, not just as check writers. And that kind of experience creates loyalty that no clever appeal ever will.

Ironically, the less pressure you apply in moments like this, the more trust you build.

But here’s the twist: you should sweat the things you can control

While donor circumstances are outside your control, donor experience is not. This is where accountability comes back into the picture—not as self-criticism, but as opportunity.

Many donors don’t stop giving because life got busy. They stop giving because something quietly eroded their confidence in the organization. Not dramatically. Not all at once. But gradually, through small misses and overlooked details.

Here are the most common reasons donors disengage that are within your control:

• They didn’t feel thanked in a meaningful way
• Their generosity felt taken for granted
• Communication was inconsistent or sloppy
• Impact was vague or never clearly shown
• Messages felt generic or mass-produced
• Follow-up was slow, unreliable, or impersonal
• You sent too many messages that started to annoy them

None of these issues are about money. They’re about experience. And experience is where great fundraising lives or dies.

Your job isn’t to control donor behavior. Your job is to control the quality of every interaction they have with your organization.

Become a standout fundraiser by mastering the controllables

Exceptional fundraisers don’t obsess over outcomes they can’t dictate. They obsess over execution they can perfect.

They understand that loyalty is built through hundreds of small, thoughtful moments—not one big ask. They know that donors stay when they feel seen, respected, and confident that their generosity matters.

Here’s where elite fundraising teams focus their energy:

• Upgrade donor communications by thanking promptly, writing personally, making thank-you calls, and avoiding generic language that makes supporters feel like a line item in a database.
• Demonstrate impact clearly and consistently, using real stories, emotional close-up photos, and tangible outcomes that connect the donor’s gift to meaningful change.
• Deliver excellent donor care, treating donors like partners, responding reliably, following through, and communicating with warmth and professionalism

This is where organizations quietly separate themselves from the pack. Most nonprofits are decent at asking. Far fewer are exceptional at stewardship.

When donors experience consistent excellence—especially in small things—they don’t just continue giving. They deepen their commitment. They advocate. They trust.

And trust is the most valuable currency in fundraising.

Happy donors become loyal donors

Donor loyalty doesn’t come from pressure. It comes from confidence. Every timely thank-you reinforces trust.

Every thoughtful update builds reassurance. Every personalized interaction reminds donors they matter.

The cumulative effect of these moments is powerful. Donors who feel valued don’t disappear easily. Even when life gets complicated, the relationship remains intact. They may pause—but they don’t detach.

This is why the small stuff matters so much. Sweat the details. Polish the experience. Show up consistently. Yes, it takes effort. Yes, it requires discipline. And yes, it may make you sweat a little. But the return is worth it.

Final thoughts

Great fundraising isn’t about pressure—it’s about presence. It’s about understanding when to lean in and when to give space. It’s about extending empathy when donors are navigating life, and excellence when you’re shaping their experience with your organization.

Don’t internalize silence that has nothing to do with you. Do take responsibility for every touchpoint you control. When you do both well, you don’t just raise more money. You build durable, respectful, human relationships—the kind that last for years.

And that’s what great fundraising has always been about.

The post Unresponsive Donors: A Smarter Way to Respond appeared first on Bloomerang.

There’s one move that can turn your ho-hum year-end appeal into a home run: notify first!

Before you send a single email or stuff a single envelope, reach out to donors—by phone or email—and announce your campaign is coming.

This one act can boost your response rate up to five times higher. If you actually reach a donor and they feel connected to your cause, half of them will give. Do it well, and that number can soar to 70%. Incredible.

But skip the notification and rely only on a generic appeal letter or email? Expect a limp response rate of just 1–3%. Maybe 5% if you’re lucky. (It’s like brewing coffee without heating the water—you’ll still get something brown, but nobody’s drinking it.)

Why notification works

When you call first, you’re doing two things: making it personal and creating anticipation. You’re saying, “Hey, watch for something from me soon.” That simple pre-touch makes donors more likely to respond because it sets a social cue. People rarely ignore someone who took the time to reach out personally—especially when it’s for something they care about.

Stack the odds in your favor

If your appeal involves a letter, turn it into a little piece of theater:

• Outside the envelope: Write “Open Me! Tom and Sara” in blue ink.
• Inside: Add a personal line, “So glad to hear your kids are home for the holidays.”
• Response card: Circle a suggested amount and jot, “Thank you for making a difference!”

These micro-touches humanize your message and double your chances of it landing in a pile marked “To Do” instead of “To Recycle.”

Who should make the calls?

If you’re thinking: We have 2,000 donors—we’ll never get this done, relax. Segment your donor lists. Call your top 200 donors and send a short, upbeat email to everyone else. But the more calls you make, and the more people you have to make calls, the better… play the odds, but quality always trumps quantity.

Board members are perfect for this task. They don’t have to make a financial ask, just announce the campaign. It’s a light lift and feels good. You can even make it fun: Host a “Call Night” during a board meeting, serve dinner, play some holiday music, and keep it casual.

If you want to loosen up the nerves, have a “practice round” where everyone calls two fellow callers for practice before reaching out to donors. Provide simple scripts. Just two calls in, they’ll be ready to charm donors like pros. (And if someone still panics at the thought of calling, hand them cocoa, not a phone.)

What to say

If a donor answers, stay upbeat and warm. Let them know how much their ongoing support means to the mission (and you). Then briefly let them know that you’re kicking off (or in the middle of) a year-end campaign, or any campaign, and that they’ll soon get a letter in the mail, or an email, with all the details.

Sometimes they’ll offer to give right then. Perfect. Point them to your website, say you’ll send a link, or take a pledge on the spot. If they make a verbal pledge, gladly accept it and say someone will follow up with a call or email to process it.

If the donor doesn’t answer the call, leave a voicemail. A short, friendly message works nearly as well as a live conversation. The magic is in the notification, not the two-way chat.

The second call that seals the deal

Near the end of your campaign—say December 22–28—call your biggest donors again if they haven’t given yet.

Update them on progress (“We’re just $10,000 from our goal!”), and remind them how their gift would help the kids, veterans, or families you serve and help close out the goal. This last burst can tip your campaign over the finish line.

When you go digital

If your notifications are by email, send a “heads-up” message first, then send campaign updates with clever calls to action every five days until year’s end.

Each email should have:

1. A friendly greeting and quick thank-you.
2. A line saying they’ll soon get your year-end appeal (only the first email).
3. A heartfelt reason to give (keep it human, not corporate).
4. One close-up photo showing emotion and impact.
5. A callout that you’re close to closing out the goal (use this in the ladder emails).
6. A callout that you now have a match (use this in the ladder emails to increase enticement).

Keep each email short! Seriously—no more than four sentences. Maybe five if you’re feeling rebellious. People read short fundraising emails 73 percent more than long ones.

Already started? Still works.

Even if your campaign is already rolling, adding a notification—by call or email—still boosts results. It’s never too late to warm up the connection before the ask.

One cleanup rule

Once a donor gives, remove them from your call and email lists immediately. Nothing says “robot fundraiser” like asking someone for money after they’ve already given—and it’s tacky.

Phone script example

1. Hi, [Donor’s first name]!
2. <If they don’t answer, start with:> “Sorry I missed you…”
3. “My name is [Your Name], and I serve on the board of ACME Nonprofit. I’m calling to thank you for being such an amazing volunteer and loyal supporter for the last nine years.
4. You’re probably thinking I’m calling to ask for money (chuckle), but I’m not.
5. I am, however, calling to announce that we will be launching our year-end campaign in a few days, so you can expect a letter in your mailbox that will be asking for a gift (chuckle again).
6. And before I jump off the line, I want you to know that we’ll serve more than 4,000 children in need next year, and our waitlist is at an all-time high—250 kids. You can read more about what we plan to do to serve these children in the letter you’ll be receiving in a few days.
7. So, keep an eye out for the letter, and thank you again for being a loyal supporter. The children in Dane County would not have access to a program like ours without people like you. Thank you!”

Warm, short, and hopeful. No pressure. Just connection.

The bottom line

Want better results this December? Notify first before you ask!

A quick phone call or short email announcing your appeal can be the difference between “a decent campaign” and “our best ever.”

Donors respond when they feel seen. Therefore, before you hit send or lick that envelope, pick up the phone and call your donors. It’s one of the simplest and most effective tactics in fundraising—and one of the most ignored. Heck, who knows? You might even enjoy it! Stranger things have happened in December.

The post The year-end fundraising secret nobody uses appeared first on Bloomerang.

Nope. There’s an alternative. It’s a heck of a lot easier for board members to do things that support the fundraising efforts of the organization, rather than do something terrifying they loathe. Below is a list of 21 things board members with no fundraising experience can do to support the fundraising efforts of the organizations they care so much about.

And for those board members who love to ask for money, give them a list of people to call and meet, and let them work their magic. For everyone else, have them choose a few things from the list below. Their contributions will lower the work burden of the fundraising staff and provide valuable resources and impact that will ultimately help raise money.

1. Make thank-you phone calls. This will please your staff and donors more than you know.
2. Write thank-you letters. If done well, and very personal, donors won’t forget!
3. Host a dinner or small event (salon event). Even 10 people can be super effective.
4. Write email or mail solicitations. To make it count, sell the “why” and get people feeling emotional.
5. Help with gala or event prep. It’s a meaningful way to help and the staff will be gleefully grateful.
6. Make introductions. Not just to your personal network, but professional network too.
7. Get the word out. Speak at companies and civic events; or on television, radio, and podcasts; or with legislators and influences.
8. Give facility tours. Not only can this be fun, but it also helps to refine your messaging and pitches.
9. Work on the fundraising plan. This can be time-consuming, but a high ROI on this is crucial.
10. Help with donor cultivation and stewardship. Besides asking for money, nothing is more helpful and more important to the long-term success of your fundraising efforts.
11. Identify potential donors, corporations, foundations. Building a deep pipeline of future donors keeps the fundraising engine humming.
12. Help with social media. Don’t just rely on reposting, create your own posts; it’s more personal.
13. Find event sponsors. This is where the big money often hides. Help uncover it.
14. Write appeal letters. It’s an art to write compelling copy and to persuade passionately. If you understand marketing and can write well, then share your skills to influence donors.
15. Identify government agencies or city officials. Government grants can be lucrative and an endorsement from a city official can lend enormous credibility. Who do you know?
16. Grant writing and reporting. This is a specialized skill, but if you have it, share it.
17. Network with donors at events. Done right, shmoozing can open hearts and wallets. Talk, smile, share, and move on… then repeat.
18. Secure in-kind gifts. Do you know a good lawyer or accountant who’d donate time?
19. Marketing, promotion, and PR. Top-of-mind name recognition and a strong brand are like gold in the nonprofit world. If you’re an ace marketer, help refine and share the messaging.
20. Chair a major event. This is a huge lift and requires a committed person with experience. Is this you?
21. Help with administrative duties. Yes, there are plenty of things to do; just ask the executive director.

Create an engagement form

Here’s an idea: turn the list above into an “engagement form.” Have each board member rate themselves on a scale of 1-5 on the interest they have to help in each area. Then next to each rating, have them provide a 1-5 rating on their expertise in each area.

This is a simple but effective way to gauge board members’ interest and skills. Plus, the fundraising team can use the results to determine good candidates that can help in a particular area when the need arises.

Summary

There are many ways board members can help raise money without ever having to ask for it. Instead of dreading cold calls or awkward coffee meetings, or twisting the arms of their friends, they can champion the cause in dozens of other ways—from writing thank-you notes and hosting salon dinners to charming government officials or stuffing swag bags at midnight.

And each of these tasks support the fundraising efforts of the organization and reduce the work burden on staff. Most importantly, if the tasks are done well, the results will lead to greater fundraising effectiveness, happy and loyal donors, and a lot more money.

The post Board members: help raise money (without asking for it!) appeared first on Bloomerang.

Fundraisers know that most donor objections boil down to just two things: the amount you’re asking for and the timing of the ask. But here’s the good news—both are manageable. In this article, you’ll discover practical tactics to navigate these common roadblocks, plus smart ways to handle the trickier, less common objections that inevitably pop up.

By the end, you’ll not only be ready to face objections with confidence—you’ll actually welcome them as opportunities to move the conversation forward and close more gifts.

Objection type: the ask amount is too high

Tactic: Spread it out, break it down (installments)

One of the most common objections you’ll hear from a donor is that the amount of the ask is too high. Donors have budgets for giving, cash flow limitations, and asset restrictions, and if you ask for too much money, a donor is likely to object. The Spread it Out, Break it Down tactic is a favorite among experienced fundraisers to address this objection because it eliminates the single-payment option that often burdens donors. Instead, it creates a set of smaller “installment” payments (monthly, quarterly) a donor can pay over time, therefore allowing a donor to “spread out” their gift.

Example 1:

Ask

[You] “Would you be willing to give $1,000 to support our new swimming program?”

[Donor] “I’m sorry, but $1,000 is way too much money for me.”

Acknowledge, Option, Close

[You] “I can understand. If someone asked me for $1,000, I wouldn’t be able to give it all at once, either. How about this… to create a better fit for your cash flow, what if we spread out the donation by breaking it down to four quarterly gifts of $250, or a monthly gift of $83?”

[Donor] “Terrific! I like the $250 a quarter option—that would be perfect.”

Example 2:

Sometimes the amount of your ask will be too high no matter how you try to spread it out. In this case, reduce the gift amount by 25 percent and then ask the donor if the new amount, as a single payment, will work. If they say “No,” offer them the option of spreading out the newly reduced amount.

If the donor says “No” after two gift amount reductions, offer them a Donor’s Choice option.

Ask

[You] Would you be willing to give $1,000 to support our new swimming program?”

[Donor] “I’m sorry, but $1,000 is way too much money for me.”

Acknowledge, Option, Close

[You] “I can understand. If someone asked me for $1,000, I wouldn’t be able to give it all at once either. How about this… to create a better fit for your cash flow, what if we spread out the donation by breaking it down into four quarterly gifts of $250, or a monthly gift of $83?”

[Donor] “Sorry, but that’s still too much money for me… I just can’t afford to give $1,000.”

Acknowledge, Option, Close

[You] “Okay, no problem. I understand. However, I have a suggestion that might be more in line with your budget. Would you be willing to give $600 to sponsor three kids for summer swimming lessons?”

[Donor] “Yes, I’d like to do that, and it’s more in line with what I was thinking.”

[You] “Would you like to make a one-time gift of $600?”

[Donor] “Do you have any payment options?

[You] “Yes. Let’s set up the gift as a $600 pledge. What works best for you, four quarterly gifts of $150, or 12 monthly gifts of $50?”

[Donor] “I like the $150 a quarter option; let’s do that.”

Objection type: the ask amount is too high

Tactic: Reduce the amount using Feel, Felt, Found.

The “Feel, Felt, Found” tactic is an age-old sales tactic that fundraisers adopted decades ago. The basic premise works like this: You acknowledge a donor’s objection and validate their position by expressing empathy, and then you offer an alternative option based on personal experience.

Fundraisers like this tactic because it’s easy to remember and apply, and it has a proven track record of success. Practice it a few times on team members and you’ll see how easy it is to learn.

Ask

[You] Would you be willing to give $1,000 to support our new swimming program?”

[Donor] “I’m sorry, but $1,000 is way too much money for me.”

Acknowledge, Option, Close

[You] “I can understand how you might feel a $1,000 gift is too much money right now. I was asked recently for a $1,000 gift by the YMCA and felt the same way. Like you, I said, ‘I can’t afford that right now.’ But when they reduced the gift size and asked if I would be willing to make a $700 gift, I found that I could make a gift.”

[You] “Would you feel comfortable making a gift of $700?”

[Donor] “Sure, Tom, that would work.”

Thank you and next steps

[You] “Great! On behalf of the board and all the kids in the swimming program, we’re grateful for your support. I know you like to make gifts online, so I’ll send you an email with a link to our online donation page when I get back to the office.

[Donor] “Yes, that would be fine. Thanks, Tom.”

Objection type: the timing is bad

Tactic: Spread it out, break it down (installments)

A donor may have the ability to give $1,000, but maybe you asked at a bad time. They may be facing an unexpected expense such as a divorce settlement, tax liability, tuition bill, or down payment on a house.

Bad timing is a common objection and here are some other responses you can expect to hear: “Some changes have come up, I can’t make a decision right now.” “I need to discuss this with my (partner, trustees, or CEO).” “I just made a large gift to another organization.” “I need to think about it for a while.” “We’re going to wait until next year.”

Fundraisers know small and medium-sized donors tend to make donations based on their available cash and income. Major donors often have more predictable giving patterns because they establish giving budgets and know with a fair degree of precision how much money they plan to give at specific times throughout the year.

Either way, if the timing of your ask comes at an inconvenient time, no matter what the reason, it will impact your ability to get a “Yes” to your ask. Therefore, you need to come up with options to timing objections, like those in the following paragraph and in the examples below that put you in a position to receive money when a donor has the capacity to give money.

“Yes, life can be hectic. When would you like me to follow up?” “What month is best to talk with you about the proposal we’ll be submitting?” “Important decisions take time, and we are happy to hear that you will give this opportunity serious consideration.” “I can certainly understand that you’d want to talk this over with your CEO.”

Example 1:

Ask

[You] “Would you be willing to support our children’s food basket program with a gift of $1,000?”

[Donor] “I’m sorry, Tom, this is a bad time. I just paid my quarterly taxes and I don’t have that kind of cash to give away.”

Acknowledge, Option, Close

[You] “I understand. Last year I was hit with a large and unexpected tax liability, and if someone had asked me for $1,000, I would have said, ‘Not now, the timing is terrible.’ Consider this: To create a better fit with your cash flow, what if the donation was spread out over a year, broken down into four quarterly gifts of $250, and the first gift wasn’t due for three months?”

[Donor] “Wow, now that would be great! Let’s do it!”

Example 2:

Sometimes the amount of money you ask for is too much and the timing is bad. In this case, you’ll need to provide options that reduce the amount of the ask and adjust the timing.

Ask

[You] “Would you be willing to support our children’s food basket program with a gift of $1,000?”

[Donor] “I’m sorry, but $1,000 is way out of my range. I don’t make gifts of that size, and the timing is bad; I just paid an unexpected tax bill.”

Acknowledge, Option, Close

[You] “I understand. Last year I was hit with a large and unexpected tax liability, and if someone would have asked me for $1,000, I would have said, ‘Not now, the timing is terrible.’ Consider this: To create a better fit with your cash flow, what if the donation was spread out over a year, broken down into four quarterly gifts of $250, and the first gift wasn’t due for three months?”

[Donor] “Wow, that’s a nice offer. But $1,000 is too large a gift no matter how you slice it.”

Acknowledge, Option, Close

[You] “Okay, I understand. How about this… Would you be willing to sponsor six kids to receive food baskets for a year for $600? I can set it up so you can make quarterly gifts of $150 starting in three months.”

[Donor] “Perfect. Let’s do it!

Objection type: the donor offers to make a small gift

Tactic: Upsell the gift by finding middle ground

You know the donor. You’ve done your homework. The donor has given $2,500 the last three years. You make an ask of $2,500 this year. The donor responds that they would like to make a gift of $1,000. Whoa! You’re shocked. How do you respond?

There will be many times when the amount you ask for and the amount a donor expects to give are different. Fundraisers don’t simply accept a donor’s offer. Instead they try to “upsell” the gift by finding middle ground. You can do this by encouraging a donor to consider a gift that is 20 to 50 percent above the offer they made.

You can also use the Spread it Out, Break it Down tactic to create an attractive giving option that syncs with the donor’s financial position. Or, if you’re using a gift ladder or a giving pyramid, you can ask the donor to consider giving at a higher level than the one they chose.

The goal here is not to try and strong-arm the donor into a bigger gift. The goal is to tactfully test the waters to see if the donor is willing to make a slightly higher gift. You’ll find that 50 percent of donors will say “Yes” to a higher gift after they’ve announced the size of gift they would like to make.

Ask

[You] “Sue, you’ve been a loyal supporter of our community garden for three years. Would you be willing to continue your support at the $2,500 Founders Club level?”

[Donor] “Tom, please understand, I’m a huge fan of the garden, but this year I’m going to make a gift of $1,000 instead of $2,500.”

Acknowledge, Option, Close

[You] “Thank you, Sue! That’s very generous. You’re not only one of our most loyal supporters, you’re also one of our best volunteers. Let me show you this graphic that highlights our new giving levels.

At $1,000, you’ll become a “Giving Tree” member. The next level up, at $1,500, is the “Sustainable Farmer” level. At this level, you qualify to receive one free basket of fresh produce from the garden each month. Would you be willing to support the garden at the “Sustainable Farmer” level?”

[Donor] “Sure, why not, and I’m thrilled about the idea of receiving fresh produce!”

Objection type: the donor stalls and wants to think about it

Fundraisers know some donors, especially major donors, will not make a decision on the spot. They will gladly meet with you, talk about giving options, and express their sincere interest in donating. However, before deciding, they want time “to think about it.”

A response like this should come as no surprise because making a donation for some donors is a serious decision, no matter what the gift size. Also, a donor may need to consult an accountant, financial planner, family members, or board members before making a decision.

Therefore, never rush a donor. Exercise restraint and patience, and give donors adequate time to make giving decisions, which may require a blend of follow-up calls, emails, and face-to-face meetings. If you are patient with your donors, they will be gracious to you.

Tactic: Patience and grace.

Ask

[You] “Kip, would you be willing to make a $10,000 gift to support the expansion of our women’s shelter?”

[Donor] “Let me begin by telling you that our family would enjoy making a gift to support the new expansion. A $10,000 gift is a reasonable ask and I think the family would approve it, but I need to run it by our board of trustees next month.”

Acknowledge, Option, Close, Next Steps

[You] “No problem. I understand. Would you like me to write up a one-page appeal letter outlining the details of the gift?”

[Donor] “That would be great. Thank you.”

[You] “I’ll email it to you tomorrow. I’ll also make a note in my calendar to contact you in mid-October to follow up. We can set up a call or another meeting at that time to discuss the gift. Will this work for you?”

[Donor] “Yes. Perfect.”

“If you are patient with donors, they will be gracious to you.”

Objections: uncommon types

Just when you think you’ve heard every type of objection, a donor tosses out an objection you’ve never heard before. When that happens, and it will, here’s how to keep your cool, respond with charm, and turn “No thanks” into “Okay, that sounds good.”

It’s important to remember that if you do a good job of cultivating and stewarding your donors, the chances of them saying “Yes” to your ask can be greater than 70 percent, and in some cases greater than 90 percent. This is why when a well-nurtured donor does balk, getting a commitment is usually just a matter of working out a few details.

No matter what type of odd and unusual objections come your way, remember this: Unless you get a flat out “No, I don’t want to make a gift of any type” response to an ask, there is always hope you can find a solution that leads to a “Yes.” Your job is to inject creativity and grit into the process of finding a solution, and if you run out of ideas, offer up a “Donor’s Choice” option. You can’t go wrong with that.

Objection type: the donor gives to other nonprofits

Sometimes donors have money to give, but they are apprehensive about giving it to you. They may not know much about your nonprofit. They may already be giving to another nonprofit with a similar mission, or they may not trust your nonprofit.

The tactic here is an ongoing process of education and familiarity. Develop ways to inform donors about what you do, why you do it, and how your nonprofit is more effective than the ones across town. Get donors involved in some small way so they can see firsthand the difference you’re making and why you’re a worthy social investment. Ask for a very modest first-time gift, or a non-monetary gift.

People say: “I’m already giving to an organization like yours.”

Your response: “That’s great. There are many nonprofits helping the hungry. What I’d like to do is ask you for a modest gift now and then show you throughout the year why we’re a high-performance nonprofit making unprecedented changes in the lives of impoverished youth.”

People say: “I give to too many organizations right now.”

Your response: “I understand this must feel overwhelming. There are many high-quality organizations in the area. Let me just say, we have many donors like you who make gifts to multiple nonprofits. Here’s what I’d like to propose… I would like to ask for a modest gift of $500. Then over the next year, I want to show you why so many of our donors who support multiple charities make us their top choice. Let me explain a few of the differences that make us stand out.”

Objection type: use of funds

Donors can be very picky about where their money is going. Some refuse to have any of their money support administrative expenses. Others only want to support their pet programs and projects. Suggestions to the contrary are met with apprehension and discontent.

When fundraisers run into situations like these, they try to make a case of why it’s important for donors to support the entire organization or the project in question. However, if they encounter strong resistance, fundraisers acquiesce to the donor’s desire because they know it’s better for a donor to be joyful and support areas of a nonprofit that interest them rather than have them give to something they are not excited to support.

People say: “I don’t want to give to the afterschool lunch program; I want to support the soup kitchen.”

Your response: “We use the soup kitchen to feed the kids that attend the afterschool program, so by supporting the soup kitchen, you are supporting the afterschool program. Let me give you some other examples that show the connection between the programs.”

People say: “I don’t want any of my money to go to administrative expenses.”

Your response: “I can understand your concern. A number of nonprofits around town have exceptionally high administrative costs. Only 10 percent of our funding goes to administrative costs. This is far below the national average of 40 percent. Plus, without therapists on staff, we wouldn’t have any programs. Let me walk you through our administrative expenses so you can see how we spend our money.”

People say: “I’m sorry, I don’t want to make a second gift this year to the capital campaign because I only want to support the new ballet program, and I only want to make one gift a year.”

Your response: “I can understand. However, the building is very old and if we don’t make the required improvements, the city will force us to close. That means no ballet! We’re grateful for your current gift of $1,000. Would you consider matching that gift to support the building repairs?”

Objection: the economy

Personal finances affect personal giving. So when the economy dips and a donor’s wealth shrinks, their charitable giving usually shrinks as well. A major downturn in the economy can be a valid reason for not making a donation, but some donors use it as a scapegoat. “I would like to give, but this economy is making it so I can’t.”

When faced with an objection centered on the economy, fundraisers focus on the needs of their nonprofits and their beneficiaries, not the economy, and offer gift options that allow a donor to spread out their donation over time.

People say: “It’s a tough economy; I think I’ll wait and see once things turn around.”

Your response: “It is tough out there!” In fact, demand for our homeless services goes up when the economy tanks. In the last 100 days, it’s doubled. How about this: What if I spread out your $1,000 donation over the next year by breaking it up into 12 monthly gifts of $83. Plus, I’ll set it up so you don’t have to make your first gift for 60 days.”

People say: “I can’t make a donation at this time. The economy is in a slump and so are my finances. I’m just not in a good position to make a $1,000 gift.”

Your response: “Believe me, I understand. The economy has pinched everyone’s pocketbook. However, your participation will help those who are standing in soup lines to get the food they need and job placement assistance so they can find work and become self-sufficient—even in this economy! With this in mind, would you be willing to renew your annual $1,000 gift if it were broken down into three gifts, the first of which wouldn’t be due for four months?”

Objection type: I’m unemployed

No matter what the reason, when people lose their jobs, regardless of how much they were making, they can feel financially “poor.” This can cause people to restrict giving in an effort to retain their money.

Fundraisers know the best strategy to use here is to acknowledge someone’s plight and then ask if they’re willing to continue giving at a lower rate. If not, wish them luck finding a new job and then tell them you’ll call back in six months. Make note of their job situation in their profile.

When you call back, be prepared to hear that their job status has not changed. If this is the case, do not ask for a gift; share some lighthearted stories about the good work your nonprofit is doing and then tell them you’ll follow up in six months. However, if they have found employment, move tactfully forward with a modest ask.

People say: “Sorry, I’d like to give, but I can’t—I recently lost my job.”

Your response: “I’m very sorry to hear that. We’re not going anywhere. I’ll tell you what; I’ll call back in six months. Meanwhile, focus on yourself and your family and I hope you find an even better job than the one you had. Sound good?”

People say: “We’re in the middle of corporate restructuring. We had to layoff 20 staff and we’re cutting back on all expenses, including charitable giving. I don’t think we’ll be making any charitable gifts for at least a year.”

Your response: “Wow, I’m so sorry to hear that. I’m sure it’s a tough time for everyone at Crafty Software. You’ve been loyal supporters and we don’t want to lose you. Let me talk with my team; I’m sure we can grant you some grace so you can retain your sponsorship status with us while things settle. Showing the community your continued support of seniors will be good for your public image. As for renewing your sponsorship, well, we can talk about that later this year, okay?”

Objection type: damaged goods

Nonprofits of all sizes make mistakes and bad decisions. A serious blunder can negatively impact the image of a nonprofit and cause donors to reduce or stop their support.

A major donor should never learn a piece of earth-shaking news from a source other than from you. Therefore, if your chief executive gets fired, your bookkeeper embezzles funds, a board member violates a conflict of interest policy, or a child gets hurt due to a negligent act, you’ll need to do damage control to retain donors and keep your brand shiny.

When a major tragedy strikes, the kind that’s sure to leak to the public, like embezzlement, it’s important to quickly and transparently address the issue and discuss how you plan to deal with the problem. Call your major donors. Send letters and emails to your other donors. Also, get the media involved so they can inform the community.

You must take decisive action and aggressively define your position. Otherwise, gossip will define it for you—and that’s never good.

For smaller tragedies, like when a staff member speaks rudely to a donor, or you’ve done a terrible job stewarding a donor, take quick action to make amends with the donor. Meet with them in person if possible. Allow them to vent their frustrations. Listen without judgment. Be patient. Don’t defend. Find ways to help them feel that their issue has been resolved so they can move past it and remain a loyal supporter. It’s all about providing exceptional customer service, so do it exceptionally well.

People say: “I’m sorry, but I’m not donating this year. I donated last year and had the worst donor relations experience ever. No one thanked me for my gift, my gala invitation went to my ex-husband, and the development officer only calls me once a year—when he needs money.”

Your response: “I’m so sorry; that’s very disrespectful and unprofessional. If I were you, I’d be just as upset, if not more so. You’re a loyal and major supporter, and I feel awful you had such a terrible donor experience. I will be sure to talk with the staff about this immediately. As the chief executive, I will gladly be your primary contact going forward and I promise you’ll have a first-class donor experience in the coming year…”

People say: “I’ve heard you have some serious board drama going on over there… yelling, disengagement, and people resigning. I don’t want to support a nonprofit whose board is so dysfunctional.”

Your response: “Yes, we had some board drama. But that’s all behind us. The slate has been wiped clean. We have a new board chair and we replaced seven out of nine board members. The new board is deeply engaged and it is committed to taking the organization to new heights. We have a donor meet-and-greet next week and I would like you to attend so you can meet board members and see for yourself just how authentically passionate they are…”

People say: “I don’t like my contact person.”

Your response: “I’m sorry to hear that. You’ve been a longtime supporter and faithful volunteer of the soup kitchen, and we want you to be happy and continue your support. It’s important to have a contact person you like and trust. Knowing how much you like sailing, I think Peter Stam would be the perfect board member to work with you. In fact, I think his wife plays tennis in the same league as your wife. I’ll set up a meet-and-greet between you and Peter and you can let me know how it goes. Sound good?”

People say: “I heard about the embezzlement scandal. How can I trust you now?”

Your response: “Yes, our bookkeeper embezzled money. It’s very embarrassing. In response to the situation, our board members are giving $10,000 of their own money to reimburse the organization to cover the $8,000 that was taken. Also, we have a new bookkeeper in place and we’ve instituted new accounting procedures that were created by the city’s largest accounting firm.”

Another response: “What happened was terrible, but our programs were unaffected and we’re helping more children with autism than ever before. The situation was a blip in what we consider a stellar track record of great management and wise use of funds. I’m asking you to consider continuing your support for the 1,000 things we’ve done right, the hundreds of children your contributions have helped, and the enjoyment you get out of volunteering, instead of rejecting us for the one thing we did wrong.”

“Donors are busy. If they feel you are wasting their time, you will get less of their time and money.”

Summary

Donor objections are inevitable, but they don’t have to be deal breakers. Whether the issue is gift size, timing, competing commitments, or unusual concerns, fundraisers can turn “No” into “Yes” with the right mix of empathy, creativity, and persistence.

The tactics outlined here—spreading out gifts, reducing amounts, upselling, finding middle ground, and patiently managing stalls—equip you to navigate both common and uncommon objections with confidence.

At the heart of it all is cultivation and stewardship: when donors trust you and feel valued and appreciated, objections become opportunities to deepen the relationship rather than roadblocks to giving, and lead to long-term loyalty and meaningful gifts.

The post Donor objections part 3: common and uncommon types appeared first on Bloomerang.

Experienced fundraisers know this tactic is futile, because a simple “ask” often triggers an avalanche of donor replies, ranging from polite deflections to excuses worthy of an improv show. A more effective approach is to master a simple process for handling objections that can be applied to any objection.

Below is a simple, three-step process for mastering donor objections. Just repeat it until you land a “yes,” a “no,” or an agreement on next steps—whether that means another meeting, sending a proposal, giving a tour, or showing off the blueprints for that shiny new facility.

3-step process for handling objections

1. Acknowledge. Acknowledge the objection with empathy.
2. Options. Provide options in an effort to find a solution.
3. Close. Close with another ask, or agree to next steps.

1. Acknowledge the objection with empathy

When a donor objects to an ask, the first thing you want to do is acknowledge their objection—with empathy. By acknowledging a donor’s response, it validates their right to object showing them that you’ve listened, you care, and you’re clear about their objection. It’s the conversational equivalent of saying, “Yes, I hear you loud and clear,” instead of, “La la la, I can’t hear you.”

Keep the acknowledgement short. Maintain a sincere and empathetic tone. If you neglect to acknowledge a donor’s objection, or try to defend your ask, or push for a donation, you will turn off the donor and lose the donation, and possibly the donor.

“I understand this month might not be a good time…”

“I can understand how you might feel…”

“I agree, the economy is rough right now…”

“I can appreciate the position you’re in…”

“I recognize that $5,000 is a lot to ask…”

“I sense that the timing is not good for you…”

“I can identify with what you’re saying…”

2. Provide options in an effort to find a solution

After acknowledging an objection, you’ll want to provide one or more options to help the donor overcome their objection. Experienced fundraisers know that when you provide donors with options and find solutions to their concerns, you transform “Yes… buts” into “Yes… that works!”

Let’s say you’re launching a campaign to build a new science and technology building on your property. One of your major donors is the CEO of a biotech company in the area. You call her in an effort to set up an in-person meeting and she says… “I’m sorry, I’m just too busy to meet with you on that side of town.”

Here are some options you could provide after acknowledging her:

Acknowledge. “I understand how busy you must be running a biotech company of that size…”

Option 1. “AND to accommodate your hectic schedule, I’m willing to meet you at your office for 30 minutes at a time that works for you…”

Option 2. “AND if your workdays are slammed, I can meet early in the morning, over lunch, or even after work—whatever fits best…”

Option 3. “AND if your schedule is packed this month, I’d be glad to circle back in a few weeks when things calm down and find a time that works better for you…”

When all options fail, use “donor’s choice”

No matter how many options you provide, sometimes you just can’t find one the donor likes. When this happens, it’s time to ask probing questions such as “May I ask why you’re hesitating?” “May I ask what’s causing you to object?” or “What’s on your mind?” Questions like these can get a donor talking to reveal what’s in their heart or on their mind.

However, when a donor has balked two times, it’s time to turn the tables and provide them a chance to make a suggestion. This option is called “donor’s choice.”

“Wayne, it sounds like you want to support us, but I need your help here. What do you suggest we do to make this work?”

“Kim, what can The Hunger Coalition do to make this work for you?”

Once you hear a donor’s response to questions like these, and it’s positive, which it usually is, you have a starting point from which you can shape an ask or a close that creates a win-win.

3. Close with another ask, or agree to next steps

After offering a donor various options to overcome their objections, three results are imminent: They will say “Yes,” “No,” or you will have to take some form of “next steps.” 

1. Yes. If a donor says “Yes,” express your gratitude and thank them for the gift. Next, you’ll want to talk about payment options and acknowledgment. And last, you’ll want to talk about next steps (e.g., follow-up paperwork, meetings, name recognition, introductions, volunteer opportunities, etc.).
   
2. No. If a donor says “No,” make sure you’ve offered enough options, including a “Donor’s Choice” option. You’ll also want to confirm the donor’s “No” is not circumstantial due to a job loss, divorce, tuition bills, etc. If it is, grant the donor grace and ask how they would like to keep in contact until the timing is better. If it’s not circumstantial, ask the donor if there is anything you can do that might change their mind. If it’s clear that the donor doesn’t want to make a donation, graciously thank them and ask if they would like to remain on your email recipient list for events and updates. Also, ask if it’s okay to call on them once a year.
   
3. Next steps. If a donor says “Maybe” or is unsure about their donation intentions after you’ve provided a number of options, then it’s best to wrap up the meeting and talk about next steps. The next steps might include a meeting with the donor’s partner, an updated proposal, a tour of the facility, or a call with the board chair.

Whatever it is, graciously thank the donor for their time and act quickly to set in motion the next steps.

Ok, let’s put it all together.

Example:

Ask

[You] Would you be willing to give $1,000 to support our new swimming program?”

[Donor] “I’m sorry, but $1,000 is way too much money for me.”

Acknowledge, option, close

[You] “I can understand. If someone asked me for $1,000, I wouldn’t be able to give it all at once either.

How about this… to create a better fit for your cash flow, what if we spread out the donation by breaking it down into four quarterly gifts of $250, or a monthly gift of $83?”

[Donor] “Sorry, but that’s still too much money for me… I just can’t afford to give $1,000.”

Acknowledge, option, close

[You] “Okay, no problem. I understand. However, I have a suggestion that might be more in line with your budget. Would you be willing to give $600 to sponsor three kids for summer swimming lessons?”

[Donor] “Yes, I’d like to do that, and it’s more in line with what I was thinking.”

[You] “Would you like to make a one-time gift of $600?”

[Donor] “Do you have any payment options?”

[You] “Yes. Let’s set up the gift as a $600 pledge. What works best for you, four quarterly gifts of $150, or 12 monthly gifts of $50?”

[Donor] “I like the $150 a quarter option; let’s do that.”

Summary

Fundraising objections aren’t roadblocks—they’re speed bumps, and with the right approach, you can glide right over them without spilling your coffee. Instead of memorizing hundreds of canned responses, use the simple 3-step process: Acknowledge with empathy so the donor feels heard, provide options that turn “No, but…” into “Yes, that works,” and close with gratitude, another ask, or clear next steps.

Sometimes you’ll get a “Yes,” sometimes a “No,” and sometimes a “Let’s talk later”—but by staying calm, flexible, and human, you’ll keep the relationship intact and often land the gift. In other words, objections aren’t the end of the conversation—they’re just the beginning of a better one.

The post Mastering donor objections: a simple 3-step process appeared first on Bloomerang.

Kick the tires

Let’s say you walked into a Chevy dealership and the sales manager stepped up, smiled, and said, “How would you like to write us a check today for $75,000 to buy this new Chevy Tahoe?”

Even if you loved the vehicle and were interested in buying it, you’d likely have a number of questions you’d like answered before you wrote a check and signed the paperwork. You may want to talk about payment options, body style, and feature options. You may want to compare the SUV to competitive brands, and you’d certainly want to talk it over with your partner.

Like buying a car, making a donation is an important financial decision for most donors. Therefore, fundraisers expect and anticipate questions, concerns, and objections as part of the ask process.

A donor may be thrilled with your mission and excited to financially support it, but before they write a check, especially a big one, you may need to answer some questions and address their concerns. They may want to look under the hood, kick the tires, review the warranty, and go for a test drive. That’s understandable, right?

The chances of a “yes” aren’t good—they’re great!

Before you start worrying about all the different types of objections and how you’re going to deal with them, remember this: If you’ve done a good job of cultivating and stewarding your donors, they won’t have to kick the tires and go for a test drive, and there is a good chance they will say “Yes” to your ask.

Remember, the chances of getting a “Yes” to an ask can be greater than 70 percent if a donor already has a connection to your organization, and greater than 90 percent, depending on the donor’s level of passion and involvement. With odds like this, it’s easy to be confident.

However, there will be many times when a donor hesitates or objects, or says something like “Yes, but…” because something about the ask isn’t quite right—the amount, timing, payment schedule, restrictions, area of funding, etc.

Hiccups like these might be an inconvenience, cause a little stress, and stall the process, but once you work through the things that are causing a donor to balk, chances are very good they’ll make a donation.

Prepare yourself for objections—design a process

Okay, objections are inevitable; you get that. What might make you anxious, and what makes many people anxious about handling objections, is thinking you need a scripted response to address every type of objection.

This is a futile task so don’t waste your time trying. A more effective strategy, and one experienced fundraisers use, is learning and applying a simple process for resolving objections. You still should develop a few rehearsed responses to the most common objections, which you’ll need to script and learn, but then you’ll be set. Then, with a little practice and experience, you’ll quickly have the confidence you need to handle nearly any objection.

One such process for handling objections is the Acknowledge, Options, and Close process. This will be discussed in more detail in a future article, but here is the essence:

1. Acknowledge. Acknowledge the objection with empathy.
2. Options. Provide options in an effort to find a solution.
3. Close. Close with another ask, or agree to next steps.

Besides using a process like this one, you should hold brainstorming sessions with your team members to come up with objections your team is likely to encounter, based on the types of asks they plan to make and the donors they’re talking with. The team can then prepare and practice objection responses to refine its objection handling skills and increase everyone’s chances of getting “Yes” responses.

Team members can test each other by asking “what if” statements. “What if the donor says the amount of the ask is too much?” “What if the donor doesn’t want to give to the food basket program?” “What if the donor says they can’t give until the economy gets better?”

Never strong-arm a donor

No matter how good or bad the ask process is going, never strong-arm or guilt a donor into a donation, especially after a donor objects. If you do, you may get a donation, but it may also be your last. Donors loathe pushy and controlling fundraisers.

Worse yet, if a donor feels strong-armed or manipulated during the ask process, they may tell their friends about it at the next social function they attend. This will likely taint your brand and negatively impact donor giving. This is why it’s imperative to be respectful, forthright, and grateful when asking for money, no matter what the situation.

When a donor hesitates or objects, it doesn’t mean “no”

Now, if you’ve done your homework, established a relationship with a donor, and a donor gives you a meeting, you’re in good shape—they’re interested. So when they hesitate or object after you ask for money by expressing some type of concern, it doesn’t mean they are explicitly saying “No.” “No, I have no intention of making a donation.”

Rather, in their mind, they are probably saying some form of “I’m interested, but…” “I’m interested, but I have a concern about timing.” “I’m interested, but the amount is too much.” “I’m interested, but I have a few questions.” “I’m interested, but I need to pay my taxes first.” “I’m interested, but I want to support your other program.”

As a fundraiser, your job is to expect and anticipate these types of objections and be prepared to address them, and then continue to walk the donor through the ask process until they say “Yes,” “No,” or agree to next steps.

When a donor objects, it’s not a personal rejection

Let’s be honest, any response other than “Yes” from a donor when asking for money can be emotionally unsettling. Why? Because we fear rejection. We fear we might not be able to answer a donor’s questions. We fear we won’t be able to turn an objection into a “Yes.”

Any type of objection or any form of “No” can make us feel like we are personally being turned down. Asking someone for money can produce a similar feeling a person gets when asking someone out on date for the first time. It produces a lot of anxiety and worry for fear of being turned down (rejected). Therefore, to protect our pride and remain comfortable, we decide it’s safer not to ask in the first place.

Even worse, if a person is brave enough to ask someone for money and then is turned down, it can squelch their confidence and motivation, and discourage them from asking anyone else for money. This is very common, especially when board members with no fundraising experience ask people for money.

These are realistic fears and concerns that people exhibit when asked to raise money. There is a good chance that you and your team members experience these feelings from time-to-time. That’s okay; there are ways to combat them.

Never force someone to ask for money

First, if a person genuinely fears fundraising and has no desire to learn or try, then they should NOT be forced to fundraise. No one, including board members, should ever be forced to raise money! If they are, the nonprofit risks losing donors and income through unsavory experiences, and losing staff and board members who would rather resign than be forced or coerced to raise money.

On the other hand, if people have a willingness to raise money, then there are many ways to help them confront and work through their fears and anxieties, and teach them how to become happy, effective, and fearless fundraisers.

If you’re one of these people, the three most important things you should focus on to help you overcome your fear of asking people for money are education, preparation, and practice.

Once you learn what to do, how to do it, why you’re doing it, and then practice doing it, your comfort and confidence levels will climb, your fears and anxiety will lessen, and more and more donors will say “Yes.”

Another tactic you can use to help you reduce your anxiety is to remind yourself that you are not asking people for money to help you. Rather, you are simply a conduit, a messenger, asking people to support an issue or mission they believe in.

So if they support your mission, great! If not, it’s not because of you or what you said, or what you didn’t say. It’s their decision, no matter what the reason.

The circumstantial “no”

If you have a good relationship with a donor and they’ve been engaged and faithful, and you’re able to make an ask in a face-to-face meeting, and they say “No,” there’s a good chance it’s circumstantial.

“I’ve been laid off.”

“Our son was recently diagnosed with leukemia and we need to prepare for an avalanche of medical costs.”

“I’m going through a difficult divorce.”

“Our twins just started college and the tuition bill was higher than expected.”

When you hear responses like this, it’s important to validate a donor’s situation and show them you care by expressing compassion and patience.

One thing you can do is ask the donor how they would like to remain connected to your nonprofit. Perhaps they would like to remain on your email list and your event invitation list. Give them some space. When the time is right and their circumstances change, they’ll return, and when they do, they’ll respect you for respecting their situation.

The casual “no”

No matter how well you prepare, no matter how well you nurture your donors, and no matter how well you handle objections, some donors will say “No” when you ask them for money. It’s inevitable and it’s okay. Not every new donor will want to support your mission. Not every current donor will want to continue supporting your mission.

A donor has the right to say “No” whether they give you a reason or not. Fundraisers respect this right. When a donor finally says “No,” express your gratitude for the opportunity they gave you and then ask them how they would like to remain connected to your nonprofit, if at all.

As you walk away, smile and remind yourself you are a kind and passionate person doing the best job you can to help a worthy mission. You’re proud to ask people to support your mission—whether they choose to or not. Wipe the dust from your sleeves, pick up the phone and call the next donor.

The emphatic “no”

In the rare situation where a donor emphatically says “No! I want nothing to do with this organization… take me off all your mailing lists and don’t ever call me again!” When this happens, be calm and polite. Thank the donor for considering your nonprofit, exit graciously, and honor their request.

If possible, find out why the donor is so emphatic about not supporting you. If they are willing to respond, be kind, considerate, and listen patiently. Do not be defensive. Why? Because if you say or do something offensive, you run the risk that they may tell their friends.

It’s important to protect your personal image and the organization’s brand. Let the donor vent and exit gracefully. Then quietly move on. There are many other donors to contact who are eager to give.

Demanding and rude donors – when you say no!

Experienced fundraisers know that some donors can be controlling, rude, snobby, picky, disrespectful, annoying, and downright obnoxious. Some donors believe they should be able to influence how you run programs if they make a substantial donation. Other donors feel their donations entitle them to make outrageous demands, claim a board seat, or expect special attention and coddling.

Even if a donor has good ideas or intentions, it doesn’t mean you should act on them. Most donors have no idea what a headache their suggestion to change programming would cause if you implemented it. As the fundraising adage goes, “Don’t change your mission in order to ring the register!” This means there will be times when you need to tactfully push back and say “No.”

When you run across high-maintenance donors, you need to develop strategies to manage them. The best way to do this is to be honest and polite with them early on about what they said, how they made you feel, or what boundary they crossed.

But no matter what they said, did, or proposed, never offend or fight with a donor. Your public image is worth big money and it’s important you protect it at all costs.

Yes, donors will make good suggestions to improve programming. Yes, donors will expect special treatment. Yes, donors will be rude and inconsiderate. But your job is to let donors know the personal and organizational boundaries you have in place and to do it in a gentle and respectful manner.

Example 1:

[You] “Hey John, I know you’d like us to send you monthly updates on giving, but we would have to pay our bookkeeper additional funds to do that. The board recently cut our bookkeeper’s hours to keep administrative costs down. We send out statements quarterly; I hope that works. If you have specific questions between statements, just call me; I’d be glad to answer your questions over the phone.”

Example 2:

[Donor] “I’ve called your office three times and no one can seem to give me a straight answer. What’s going on over there? If your staff can’t even field a call correctly, how can I trust that they’re going to manage my donation wisely?”

[You] “Mr. Peters, I can understand how you feel. I would be upset if the same experience happened to me. You did the right thing by telling me about your experience. I’ll talk with the staff supervisor as soon as we get off the phone. Our administrative staff prides itself on providing first-rate customer service, so it surprises me to hear about your experience. I do know they are short staffed right now because two interns went back to college. But that doesn’t matter. Good customer service, means good customer service.”

Summary

Donor objections aren’t roadblocks—they’re part of the natural rhythm of fundraising. This primer shows that when fundraisers expect objections, prepare with a simple process, and respond with empathy and confidence, objections often turn into opportunities for deeper trust and bigger gifts. By reframing objections as signs of interest rather than rejection, new fundraisers can shed their fear, embrace the ask, and step into their role with resilience, conviction, and pride.

The post Donor objections: a primer appeared first on Bloomerang.

13 ways to ensure fundraising failure

1. Force someone who fears fundraising to fundraise. It’s like making a cat take a bubble bath—messy, loud, and no one’s happy at the end.
2. Hire a CEO who breaks out in hives at the words fundraising, you, and donor when mentioned in the same sentence—and then act shocked when revenue drops. Same for some board members.
3. Let the intern design your major donor strategy. What could go wrong? (Everything.)
4. Treat your fundraisers like background extras in a movie they’re supposed to star in. Don’t thank them, buy them coffee, and be sure to have them work late and on the weekends—and holidays, too.
5. Spend 30 hours writing a $1,500 grant while ignoring the potential donors who want to hand you BIG checks over lunch meetings.
6. Obsess over finding new donors while forgetting the ones already on your Christmas card list.
7. Pop the question before the first date. If you ask too soon, expect awkward donor silence.
8. Wing it! Planning is for those who enjoy success and lower blood pressure.
9. Let board members ghost fundraising responsibilities like it’s a bad Tinder date.
10. Set fundraising goals based on unicorn math and wishful thinking.
11. Task your fundraiser with designing the gala and fixing the office printer and the spotty Wi-Fi, and running to the store to buy Fritos for the kids’ lunch program.
12. Make your newsletter look like a 1997 PowerPoint and call it “marketing.”
13. Treat fundraising expenses like a splurge, not an investment. Penny wise, donor foolish.

16 things that annoy donors

1. Treating donors like ATMs with email addresses.
2. Making them navigate your organization like it’s a DMV.
3. Acting like you’re selling used cars, not saving puppies.
4. Treating the thank-you process like an Amazon delivery notification – “Your generosity has shipped” and nothing else.
5. Ignoring their interests, passions, or their obsession with pickleball.
6. Sending the tax receipt like it’s a breakup text—short, cold, and no explanation.
7. Mistaking “cultivation” for “confession hour” about your own greatness.
8. Showing zero proof their gift helped anything besides your office coffee budget.
9. Daily emails, weekly voicemails, monthly carrier pigeons… it’s too much.
10. Fake enthusiasm. Overdoing the pep like a cheerleader who missed the actual game.
11. Forgetting what your nonprofit does, which is only slightly worse than forgetting your own name.
12. Acting like non-cash gifts don’t count. Spoiler: they do.
13. Not saying thank you. Not saying thank you. Not saying thank you.
14. Dropping balls, missing deadlines, and sending “Dear [Insert Name]” emails.
15. Reading straight from the script like it’s a high school play.
16. Giving no say in how or when they hear from you… like an uninvited telemarketer.

10 key pieces of data to collect from donors

Donor information is gold. Don’t trust your brain to remember it—your brain still forgets where your keys are.

1. The basics. Address, mobile, birthday, favorite social network to ignore you on, etc.
2. Fun stuff. Their hobbies, music tastes, and guilty-pleasure TV shows. (“The Bachelor”)
3. Their motivation and why. (Hint: it’s rarely because your annual report was riveting.)
4. Appeal strategy. How do they like to be asked? For Boomers, it’s probably not via TikTok.
5. Giving history. Amounts, frequency, and whether you’ve sent them a thank-you in the last decade.
6. Event attendance. What they’ve come to, what they liked, and if they danced at the gala.
7. Affiliations. Clubs, boards, organizations—and if they once chaired something fancy.
8. Achievements. Medals, books, honors, patents. Basically, their donor resume.
9. Internal connections. Who do they know on your team? Leverage those relationships, don’t leave them collecting dust like the office treadmill.
10. Correspondence history. How they like to communicate and how often. (Nobody asked for 8 emails in 3 days.)

5-step fundraisers training regimen

Want to fundraise like a pro? Lace up your learning shoes and turn on your favorite Jane Fonda video. Here’s your workout plan:

1. Learn your nonprofit facts. If you don’t know what you do, why should anyone give?
2. Practice storytelling. Ditch the stats—bring the heart. Stories beat spreadsheets.
3. Role-play. It’s cheesy. It’s awkward. It works. Get over it and practice.
4. Learn about your donors. Stop short of stalking, but do some in-depth research.
5. Go live. Start small, ask safe, and work your way up to the big leagues. That’s when you can swing for the fences.

The post A Lighthearted Field Guide to Fundraising Disasters appeared first on Bloomerang.

And while unlocking these sources of funding can rain down large sums of money, they can also create a lot of wasted time and rejection letters. What follows is a set of tactics you can use to increase the probability of securing funds from these sources and to do it in a manner that is worth your time and effort.

First, weigh the costs!

Securing funding from any source is typically a welcomed gift. However, many nonprofits are short on resources and the staggering amount of time they spend to secure and maintain grants can greatly reduce the time they spend on raising money from individuals, which in some cases, can mean a loss of income.

A grant application may take dozens of hours to complete. Waiting for approval may take months. Waiting for a check may take many more months. When the check arrives, the amount funded may be much less than expected and the reporting requirements may require more work than expected. Plus, many organizations have limits on how much they can give you based on your budget size.

On the other hand, some grants are headache-free and easy to get. The application process may be nothing more than a two-page online questionnaire, the approval process is fast, checks arrive quickly, and the reporting process is minimal.

So are grants (and sponsorships) worth the time and effort? Maybe. As a savvy fundraiser, it’s your job to assess the costs and benefits of each opportunity. Ask questions: Is this funding opportunity worth the time and resources we’re going to have to put forth? Or, would it be better to spend the same amount of time and resources on cultivating donors, hosting specialty events, and raising money in face-to-face settings?

Is it better to secure a grant that might last only two years, or secure more donors who might become loyal givers for five, 10, or 20 years? How can we invest our capacity in a way that will provide the best long-term results? There’s a healthy balance and it’s your responsibility to adjust the scales based on resources, expertise, and funding goals.

Corporate giving

Types of corporate gifts

• Sponsorships. Corporations and businesses of all sizes like sponsorships because they’re great PR and allow them to show people how much they care about their communities. They give money and in-kind services, and in return get their name prominently displayed at events, in marketing material, and in the media. They might also get a few perks such as free tickets, VIP access, and drink coupons.
• In-kind gifts. More and more companies are willing to support nonprofits by getting their staff involved as volunteers rather than writing checks. This is a bonus to nonprofits because more volunteers mean more human capital and the possibility of more donors. Plus, if a company’s staff has a great experience volunteering with you, it increases the likelihood that the company (and the volunteers) will make a cash donation.

Many in-kind corporate contributions can provide significant value to nonprofits. Accounting firms can provide bookkeeping and accounting services, law offices can provide legal advice, and marketing companies can provide graphic design services. However, companies don’t know how they can help unless you call on them. Pick up the phone, express your needs, and find ways to get the company’s staff involved.

• Cash and grants. Most companies, regardless of size, have charitable giving budgets. When seeking cash donations, local and regional businesses are your best targets because they tend to support local nonprofits whose services benefit the community.

Don’t expect large companies to make large gifts. Donation sizes can vary. Some Fortune 500 companies make small grants that require detailed applications and reporting, while some small businesses make large gifts that require no application or reporting. Determine if the size of the gift is worth the effort to secure it.

• Employee matching. Matching gift programs are charitable giving programs set up by a company in which the company matches donations made to a nonprofit by its employees. Companies typically match on a 1:1 basis, but sometimes they match at ratios of 2:1 or 3:1.

Matching gift programs can be very effective, especially after you’ve engaged a set of employees as volunteers. If they have a meaningful volunteer experience, they may be willing to “champion” the matching gift program to coworkers who did not volunteer.

• Cause marketing. There are many variations of this type of giving program, but the most common type is when a company commits to giving a percentage of its sales of certain products or services to a selected nonprofit.

The problem? The amount of money received is typically small unless you have an agreement with a large company willing to give you a large percentage of sales proceeds. Before you agree to a cause marketing deal, conduct a detailed cost-benefit analysis to determine if it’s worth the time and resources you’ll have to put into it.

Tactics to win corporate gifts

1. Do your homework first. Before you send a proposal, find out some information about the company’s philanthropic profile. What issues are important to them? Is there a good fit between what you do and what they fund? What types of nonprofits have they funded? Do they prefer sponsorships or grants? What size gifts do they make? Do they have an employee volunteer program? Do they have an employee donation-matching program?
2. Target local companies first. Target local companies first because they like to support local nonprofits. After that, you can expand your reach by geographic regions. One of the biggest advantages of working with local businesses is that the owners are typically more accessible, more involved, more flexible, cut checks more quickly, and require less paperwork.
3. Get a meeting with a decision maker. Climbing your way up the corporate decision-making ladder can be exhausting. Find out who the decision makers are and talk with your team and board members to find out how they can help you set up a meeting. If you get a meeting, try to hold it at a location where your programming is taking place to increase your chances of getting a “Yes” to your ask.
4. Help improve a company’s image in the community. Corporate philanthropy and corporate image go hand in hand. It’s critical you show companies how you plan to recognize them and their gifts. Show them how you plan to highlight them in social media, on your website, on television and radio, at an event, and in promotional material. You may even be able to demonstrate how their involvement will improve staff morale and increase sales.
5. Show impact. Companies are keenly aware of ROI (return on investment). If you want to win corporate funds, show them the success of your work in terms of ROSI (return on social investment). Show them the impact their gifts will have on your beneficiaries, the community, employees, customers, the issues you’re addressing, and their community image and corporate objectives.
6. Target the marketing department. Most corporate sponsorships are funded through a company’s marketing department. This typically means less hassle and faster turnaround times. Therefore, if you’re looking for a large company to underwrite the catering expenses of your gala, call the marketing department, not their foundation.
7. Start with volunteers. If you want to get companies to fund your mission, get their employees involved first. Offer non-programming opportunities as well as programming opportunities. Ask for in-kind gifts such as Web design work, strategic planning guidance, investment oversight, and brand management.
8. If you’re hosting a programming event or fundraising event, get corporate teams to pitch in. As more volunteers have meaningful moments with your nonprofit, more executives will notice, which will lead to greater opportunities for funding. You may also want to ask a volunteer or an executive to join your advisory board.

Foundation giving

Tactics to win foundation grants

1. Do your homework first. Learn about a foundation’s philanthropic profile before submitting a grant. What issues are important to them? What types of nonprofits have they funded? Is there a good fit between what you do and what they fund? What are their giving guidelines? What are their reporting requirements? What size gifts do they make? Is the grant amount worth the time and effort you’ll need to put forth to secure it.
2. Start small. Small, local foundations are good targets because they like to fund nonprofits that are making a difference in the communities in which they operate. Applications can be as short as one page and reporting requirements are typically nominal.
3. After securing a handful of local grants, move on to regional and national foundations. They will be more open to funding you once they see you have the ability to secure local grants from small and medium-sized foundations.
4. Show impact. Foundations are all about performance and impact. You must demonstrate how the work you’re doing is making a meaningful impact on the people you serve, the community, society, the environment, the issue you’re addressing, or whatever. This impact needs to be clear and it needs to be measurable, and you should present it in a powerful and compelling manner. Keep in mind, it’s more impressive to show how deep you are than how big you are, or how fast you’re growing.
5. Meet with them. Foundations don’t make decisions, people do. If you can arrange a visit at a foundation to meet a grants manager or a trustee, make it happen. Better yet, set up a visit so they can meet your team, see your facility, and observe your programming. Once you get funded, it’s important to nurture your relationships with grants managers and trustees because if they like you, and your nonprofit is making a big-time impact, you’ll find yourself in good favor to secure future grants.
6. Write a standout grant. Many foundations see hundreds, sometimes thousands, of grant applications a year. Most nonprofits write shoddy grants. To get funded consistently, your grants need to be professional grade, not “Let’s just get it done” grade. This is one of the biggest mistakes nonprofits make when writing grants. Poorly written grants find their way to the trash. Grants applications that stir the emotions of grant managers get funded. Grant writing is an art. Be cautious about using interns and inexperienced grant writers. You don’t want to lose out on precious grant funding due to careless and substandard writing skills.
7. Follow grant guidelines carefully. The writing should be typo free and grammatically correct. The layout and design should be clean and sharp. The content should be concise and compelling. The graphics must pop. If you spend the time to write a few standout grants, you can leverage the hard work because a lot of the information is transferable to other grant applications.
8. Ask for modest funding first. A surefire way to have your grant tossed in the trash is to ask for an exceptionally large first-time grant, say $100,000, when a foundation’s first-time grants range between $10,000 and $20,000.

For a first-time grant, it’s wise to exhibit modesty and ask for an amount at the middle or lower end of a foundation’s first-time grant range. It’s more important to get funded than to ask big and risk not being funded. Why? Because once you get funded and you prove your worth, you’ll have opportunities to ask for much larger amounts of money.

Government giving

Tactics to win government grants

1. Community support. Government agencies are leery of funding new and unproven nonprofits. If you can show your programs and organization have widespread community support, agencies will look at you more favorably.
2. Start locally. When you first apply for government funding, try to secure a small grant from a local or regional agency. If you’re successful at this level, federal grants will be easier to secure. Plus, you’ll learn a lot about how the government grant-making process works. This is an important strategy because it’s better to make mistakes on small grants than to lose a large grant due to inexperience.
3. History of successful performance and impact. Government agencies are big on track records. They want to see three to five years of consistent high-performance and specific outcomes and impact. You want to show agencies as many measurable results as possible because the more you have, and the more persuasive they are, the better your chances of getting funded.
4. Best practices. The government is a big fan of best practices. They tend to be cautious about “new” and “different” but embrace “innovative” and “improvement.” Whenever you can, show that you are following, plan to follow, or plan to create industry best practices.
5. Evaluation plan. If you want to impress government agencies, show them you have an evaluation process in place for your programs and operations. Your evaluation methodologies don’t have to be complicated, just thorough enough to show that you’re concerned about efficiency, effectiveness, performance, and accountability.
6. Model organization. Government agencies like to support model programs. If you can show that your programs, services, or methods of operation can be a model for other nonprofits, a sector, or for an issue, agencies will look at you favorably. If what you do can also be easily scaled, leveraged, or replicated, that’s even better.

Summary

While individual donors provide the bulk of charitable giving, foundation, corporate, and government support can deliver the financial boost nonprofits need to strengthen their budgets and expand their reach. But regardless of the funding mix you choose, it’s important to consider the ROI of the mix because fundraising departments are always in short supply of resources.

In the end, securing these funds may sometimes feel like “just paperwork,” but with the right approach, and the right tactics, it can also provide a steady flow of diversified funding that can help your nonprofit grow and sustain itself, and propel your mission.

The post The other 20%: Winning foundation, corporate, and government dollars appeared first on Bloomerang.