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Answer Upon - Effective Fundraising Letters Are About People, Not Projects (Includes Samples & Examples)
One day, I made an appointment to get a quote from an IT company on setting up a new office. We agreed on 3pm on-site one day the following week. Excellent! I had shortlisted some likely suspects and emailed and telephoned three companies to see if there was ‘a fit’.This is a lot more work than I usually do to procure a service or buy a product. I’m a see the house one day, buy it the next kind of girl.But IT is serious.Having reliable equipment connections and virtual back-up is to business what breathing is to bodies.And it’s expensive, temperamental and the people you pay to help you with it speak another language.Talk of setting up a new network and decisions between wireless and wired causes me a
How to say “people,” not “programs”
If you are raising funds for a specific project that aims to help a particular people group (children, seniors, single mothers, children with ce
The word ‘entrepreneur’ was derived from French words ‘entre’, which stands for ‘between’ and ‘prendre’, which means ‘to take’. The word was originally tagged to people who take on risk between the buyers and sellers or start a new venture (Barringer and Ireland, 2006). However, in the contemporary business, the essence of the entrepreneurial behaviour is identifying opportunities and putting useful ideas into practice. Therefore entrepreneurship can be defined as the process by which individuals pursue opportunities without regards to resources they currently control (Barringer and Ireland, 2006, p5).In recent times entrepreneurship has attracted a lot of attention and is seen as an attractive career path, which has resulted in
When I served as Director of Development for a national non-profit, my organization needed a new heating and ventilation system for the national office. The cost was around $75,000, as I recall. The executive director approached one of our major donors, a businessman who was also a faithful supporter, and asked if he would like to partner with us. The donor promptly wrote a cheque for the full amount. Later on, that same donor made a commitment to pay for the parking lot to be re-paved, a renovation that would cost over $25,000.
That donor was the exception. Most donors do not get excited about paying for sheet metal ducts or fresh asphalt. Donors give to people, not programs. Donors don’t send donations by mail to support a mission statement. They don’t respond to appeals because of your vision statement. Or simply because your general fund is depleted. And they are not (with rare exceptions) inspired to pay for electrical bills, staples, travel costs and plumbing repairs. Donors are people. And people give to people, usually to help people.
This basic fundraising truth means that you must state your organizational needs in human terms whenever possible. You must translate your case for support from non-profit-speak into flesh and blood. Donors want to know how their gift will help the people that you serve.
This fundraising truth still applies even if you do not serve people. If your non-profit promotes nuclear arms disarmament, for example, your donors want to know how their gift will end nuclear weapons testing. If you are an animal-rights charity, your donors want to know how their financial gift will rescue animals from laboratory experiments.
How to say “people,” not “programs”
If you are raising funds for a specific project that aims to help a particular people group (children, seniors, single mothers, children with ce
When reading Trade Journals it becomes quite obvious of the problems with many of the articles. They appear to be news worthy articles, but are simply trying to bend the mind of the reader over to their view of the industry in order to sell them something. Of course for the Trade Journal it works because it is free filler articles and means less cost in paying writers. It also gives the chance that the author of the articles or series of articles may advertise in the Trade Journal in the future.This is such common practice in trade journals that no one ever calls it into question in public, but privately they do think about this problematic situation. There is something that is worse than an industry professional writing such ar
That donor was the exception. Most donors do not get excited about paying for sheet metal ducts or fresh asphalt. Donors give to people, not programs. Donors don’t send donations by mail to support a mission statement. They don’t respond to appeals because of your vision statement. Or simply because your general fund is depleted. And they are not (with rare exceptions) inspired to pay for electrical bills, staples, travel costs and plumbing repairs. Donors are people. And people give to people, usually to help people.
This basic fundraising truth means that you must state your organizational needs in human terms whenever possible. You must translate your case for support from non-profit-speak into flesh and blood. Donors want to know how their gift will help the people that you serve.
This fundraising truth still applies even if you do not serve people. If your non-profit promotes nuclear arms disarmament, for example, your donors want to know how their gift will end nuclear weapons testing. If you are an animal-rights charity, your donors want to know how their financial gift will rescue animals from laboratory experiments.
How to say “people,” not “programs”
If you are raising funds for a specific project that aims to help a particular people group (children, seniors, single mothers, children with ce
In a highly competitive and rapidly changing world, organizations need focus, clarity and clear direction. One of the tools that can contribute to this outcome is a mission - vision, defining statement and/or statement of purpose. In my opinion, it doesn’t matter what you call it as long as you have some way of determining what you are, what you are becoming and why you want to get there. It is a statement of purpose. It is a statement that determines how all the little daily decisions are made by everyone in the organization.This statement becomes the template by which conflicts are resolved, objectives are established, goals are made and tactics are developed.The process of developing this statement can be: bottom-up (i
This basic fundraising truth means that you must state your organizational needs in human terms whenever possible. You must translate your case for support from non-profit-speak into flesh and blood. Donors want to know how their gift will help the people that you serve.
This fundraising truth still applies even if you do not serve people. If your non-profit promotes nuclear arms disarmament, for example, your donors want to know how their gift will end nuclear weapons testing. If you are an animal-rights charity, your donors want to know how their financial gift will rescue animals from laboratory experiments.
How to say “people,” not “programs”
If you are raising funds for a specific project that aims to help a particular people group (children, seniors, single mothers, children with ce
Developing brand strategy is extremely critical. The most important asset your company has is its brand. Quite simply, for better or worse, it drives the direction of your business. You should definitely have a well thought out brand strategy in place. Unfortunately, too many companies don’t have a brand strategy, or have an inconsistent brand strategy. A brand strategy company should realize there’s probably a good reason you may not be paying attention to your brand strategy—you’re busy running your business.What you don’t realize is that a proper brand strategy can make running your business easier and more profitable. A brand strategy is truly powerful, and a brand strategy company should be ready to help you find and develo
This fundraising truth still applies even if you do not serve people. If your non-profit promotes nuclear arms disarmament, for example, your donors want to know how their gift will end nuclear weapons testing. If you are an animal-rights charity, your donors want to know how their financial gift will rescue animals from laboratory experiments.
How to say “people,” not “programs”
If you are raising funds for a specific project that aims to help a particular people group (children, seniors, single mothers, children with ce
If you are a hard worker, intelligent and disciplined perhaps a career as a military officer is for you. It will not be easy and you have to prove your worth before you will be accepted into an academy.You must be college bound, good GPA and exemplary citizenship. Perhaps student government classes and sports will be looked on favorably, but most of all you will need a little juice and being nominated by a Senator or Congressman in your district sure helps as well.Each year many kids wash out and cannot cut it and just because you get accepted is no guarantee you will graduate, many do not. It is challenging and competitive and they are looking for the best. Is being a military officer all it is cut out to be?Well
How to say “people,” not “programs”
If you are raising funds for a specific project that aims to help a particular people group (children, seniors, single mothers, children with cerebral palsy), then your job is straightforward. Ask yourself these questions:
1. What is my client’s need?
2. What do we presently lack to meet that need?
3. How will my client benefit if we meet that need?
Here is an example. Imagine that your non-profit organization in South Africa runs an orphanage for children whose parents have died from AIDS. The children are suffering from dysentery because the local water supply is contaminated. Your solution is to drill a well. You need $50,000.
You could send an appeal letter to your supporters, asking for $50,000. Mistake.
You could send an appeal letter to your supporters, asking for $50,000 for a new well. Another mistake.
Remember, people give to people to help people. Your donors want to help orphans, not drill a well. Drilling the well will help the orphans, but your ask needs to concentrate on the orphans. Here’s how you would answer the above three questions.
Q. What is my client’s need?
A. To avoid deadly dysentery.
Q. What do we presently lack to meet that need?
A. A well that supplies fresh water.
Q. How will my clients benefit if we meet that need?
A. Live rather than die an excruciating death. Continue enjoying the benefits of full-time schooling. Continue to reach their potential physically, socially and emotionally. Avoid many medical complications later in life. Be productive members of society in a few years. Be able to help others. You get the idea.
Your job now is to ask for funds to drill the well so that the ch
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