A Workshop Presentation for Nonprofit Staff and Board Members, by Trident Communications Group, for the Maine Association of Nonprofits, on January 21, 2010

1. THE BEDROCK OF SUCCESSFUL FUNDRAISING:
BUILDING CONSTITUENCIES & CULTIVATING RELATIONSHIPS
A Workshop
for
Nonprofit Organization Staff
& Board Members
Presented by
Trident Communications Group
Under the Auspices of
Maine Association of Nonprofits
Thursday, January 21, 2010
© 2010, Trident Communications Group

2. WELCOME!
• Opening Comments
• Introductions: Participants & Presenter
• Acknowledgements & Note of Appreciation
• General Schedule for Today’s Workshop:
 Hour #1 (9:00-9:55 a.m., 5-minute break 9:55-10 a.m.)
• Q&A session #1, 9:45-9:55 a.m.
 Hour #2 (10-10:55 a.m., 5-minute break 10:55-11 a.m.)
• Q&A session #2, 10:45-10:55 a.m.
 Hour #3 (11-11:45 a.m.)
• Final Q&A session, 11:45 a.m.-12 noon
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3. The Language of Symbols
The hourglass, the compass
and the chessman.
They speak of time, direction
and process, the essential
elements of successful
organizational advancement
strategy.

4. General Outline of Content for Today’s Workshop
Hour #1
 Organizational Advancement:
Some General Concepts &
Definitions
 Markets & Audiences: Identifying
Constituents
Hour #2
 Building Constituencies &
Cultivating Relationships
Hour #3
 Creating a Successful Program
for Advancement/Philanthropy

5. Part One
Organizational
Advancement:
Some General Concepts
& Definitions

6. Organizational Advancement:
Ultimate Goal & Desired Result
• Goal:
to build and sustain engaged, interested, loyal and
supportive constituencies.
• Desired Result:
to create a well-informed constituent who is a firm
believer in the mission, a loyal client, user, customer
or member, and an enthusiastic contributor/don-
or/investor/stakeholder.
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7. Organizational Advancement: A Process, A Continuum
• Dictionary definition: “promoting a cause or a plan.”
• “ADVANCING” the best interests of the organization.
• For nonprofits, a central focus on mission & service.
• It isn’t simply a process of developing a good image.
• It isn’t just all about fundraising.
• It’s really all about relationships!
• It’s analogous to how interpersonal relationships work.
• A process that continues over time -- just as in human
friendships.
• The importance of process stewardship &
maintenance.
• The pivotal “ownership” role of the governing board.
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8. The Advancement Process Begins
• Developing acquaintances among strangers.
(acquisition initiatives)
• Getting better acquainted with those we serve (i.e.,
patients, alumni, members, etc.).
• As between people, introductions are helpful.
• Importance of sustained communication, education
and interaction.
• Strategies for mutual engagement.
• Promoting a “stakeholder” relationship.
• Keep the cart behind the horse! This takes time!
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9. Where Are We Going, Anyway?
• We need a strategic advancement plan!
• We need to identify and induct the central players!
• We need to invest time and resources in this process!
• We need to develop goals and manage expectations!
• We need to see and understand the other end of the
game board!
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10. What Are the General Steps?
• Define and understand the advancement process.
• Develop strategies and tactics and integrate with long-
term organizational plans.
• Adapt the advancement process to organizational
needs and resources.
• Identify/define markets and audiences.
• Convert market/audience members to constituents.
• “Sell” the mission (make the case).
• Engage constituents in mission implementation.
• Turn constituents into “investors” (donors).
• Build a philanthropy (fundraising) program around
investors.
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11. The Principal Players: Everyone Is an Ambassador!
• Governing Board Members
• Board Committee Members
• Chief Executive and Senior Staff
• Advancement Staff
• Other Employees
• Volunteers
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12. Part One
Markets & Audiences:
Identifying Constituents

13. Constituents? They’re Right Under Your Nose!
• What does our larger market/community look like?
• What are “native,” “natural” or “created” markets and
audiences?
• Who are our customers, clients, patients, students,
alumni, members, volunteers?
• How much do we know about these individuals,
families, groups, organizations?
• What do we know about the “strangers?”
• What do we do with our demographic information
and data? (technology)
• So, we have markets and audience members! Now
what?
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14. Part Two
Building Constituencies &
Cultivating Relationships

15. Identifying & Defining Constituencies
• “Native,”/“natural” or “created” constituencies.
• Look among customers, clients, patients, students,
alumni, members, volunteers.
• Don’t ignore the larger community or marketplace ---
“strangers.”
• Acquiring constituents from among “strangers” ---
beyond acquaintanceship.
• “Created” constituencies (i.e., acquisitions) are critical
to long-term viability.
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16. From Acquaintance to Constituent
• A constituent from among our own donors! Really?
• Carving out new constituencies (i.e., event patrons,
visitors, referrals, etc.
• Be consistently open to new constituent relationships -
work at it.
• Present the organization, and make the case at every
possible turn.
• New volunteer opportunities can create new
constituents.
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17. Familiarity Breeds Respect! Ignorance Can Breed Contempt!
• Constituents must be familiar with the organization
and its mission.
• Awareness, interest and concern come from knowing
and understanding.
• Giving (fundraising) derives from awareness, interest
and concern.
• Ignore the acquaintance or constituent; risk disinterest
or even contempt (i.e., following an appeal)!
• Constituencies must have staying power ---
integrate/cultivate them!
• It all starts with communication, marketing and
education.
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18. Public Relations & Marketing: Definitions
• Public relations is the process of promoting or
inducing understanding for and goodwill toward a
person, company, cause, organization or institution
from the public at large or a specific audience.
Creating a mutual need relationship between an
organization and a particular target audience.
• Marketing is the process of moving goods or services
from the producer to the consumer. Marketing
communication is targeted messaging in support of a
marketing strategy.
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19. Communication, Marketing & Education:
The Key to Familiarity
• Public relations/communications/marketing and fundraising
staffs must be fully integrated and see their jobs as a joint
venture --- on the advancement continuum!
• “Pure” communication: interpreting the essential mission
and general character of the organization. First priority.
• “Marketing” communication: interpreting the
services/products/programs of the organization. The next
communication goal.
• Make all communication personalized and “one-to-one.”
• Help educate constituents about organizational impact and
needs.
• Always focus on the constituent (prospective donor) role in
advancing mission.
• Sustained messaging is key to familiarity effectiveness.
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20. Positioning: The Core Communication Tool
• “Positioning” (communication): getting inside the mind of the
prospect to “position” the organization positively in perception.
Not concerned with what one does to the product/service, but
with what one does to the mind of the prospect. (Al Ries & Jack
Trout, Positioning: The Battle for Your Mind).
• “The core of service marketing is the service itself.” (Henry
Beckwith, Selling the Invisible: A Field Guide to Modern
Marketing).
• For a nonprofit service organization, positioning can be built on
service differentiation, but the position must be based on reality,
not fantasy and hyperbole! Perception can become reality. Fix
the perception and reality before deciding on a position!
• “Your position must set you apart from your competitors. You
cannot be all things to all people; you must focus on one thing.”
(Henry Beckwith, Selling the Invisible: A Field Guide to Modern
Marketing).
• Get into each mind with messages that positively position and
differentiate your organization.
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21. Interpreting the Position: Methodologies to Consider
• Collateral Communication/Publications
(i.e., newsletters, annual reports, etc.)
• News Dissemination & Media Publicity
• Fundraising Appeals and Materials
• Advertising
• Public/Community Education
• Outreach & Public-Service Activities
• Special Events
• Special-Purpose Correspondence & Communications
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22. The Advancement Equation: Formula for Success
A+B=C
• A = awareness, B = belief in mission, C = constituency,
• or, the more “crass” and market-driven view,
• A = acquaintance, B = buy-in, C = CASH
(investment by a donor).
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23. Sustaining Relationships: Keeping the Love Alive!
• Consistent (but nonintrusive) engagement (“touch”) is
essential.
• Seek opportunities for “touches” that have impact potential.
• Develop reasonable, adaptable CRM strategies/tactics.
• Utilize available CRM tools and technologies (e.g., CONVIO,
etc.).
• It should be all about the constituent/donor’s motivations,
NOT the organization and its needs.
• Maintain constituent interest in/concern for the mission.
• Communicate mission impact and how success is measured.
• All donors are constituents; not all constituents will be donors!
(Keep trying!)
• Express appreciation for time, talent and treasure every day.
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24. A Critical Partnership of Professionals
• Integration! Integration! Integration!
• Communication and fundraising are integral parts of a
single process and continuum.
• Everyone is involved in making the case.
• The governing board must take the lead.
• In a small or one-person shop, take smaller bites of the
apple. You cannot do it all …. at once!
• In larger shops, get everyone at the table.
• PR and marketing folks are fundraisers! Fundraisers are
PR and marketing folks! Really!
• Focus on mission and community impact/benefit.
• Beware of burnout and stale messages --- focus on
creativity.
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25. Is the horse still in front of the cart?
We’re ready to do
some serious
fundraising now!
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26. Part Three
Creating a Successful
Advancement/Philanthropy
Program

27. Integration! Integration! Integration!
• This is where all the rubber hits the road!
• This is where strangers and acquaintances become or
are separated from constituents!
• This is where PR/communications/marketing and
fundraising staff test and prove their partnership!
• This is where positioning and core messages reinforce
mission and goals!
• This is where constituents become stakeholders in the
mission!
• This is where “investors” are born!
• To work successfully, it demands INTEGRATION of all
the advancement disciplines.
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28. Advancement Building Blocks: Requirements for Success
• Long- and Short-Term Advancement Plans Fully Integrated
with Organizational Plans
• Long- and Short-Term Advancement Strategies and Tactics
• Support of the Board, Chief Executive and Senior Staff
• Support of Volunteers (perhaps a Development Advisory
Committee)
• Adequate/Appropriate Human Resources
• Adequate/Appropriate Budget Resources
• Adequate/Appropriate Work Space
• Adequate/Appropriate Equipment Resources
• Constituent Database, CRM System, or Basic Donor File
• Other Technological Resources
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29. Develop a Varied and Manageable Program
• Annual Giving --- The Real Backbone (Essential)
• Direct Mail Appeals
• New-Donor/Constituent Acquisition
• Special Events
• Telephone/Telethon Solicitation
• E-Mail/Web-Based Solicitation
• Major Gifts (Annual and Special)
• Capital & Endowment Campaigns (Major Gifts)
• Planned/Legacy Giving
• Corporate & Association Giving
• Foundations & Grants
• Prospect Research & Evaluation
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30. Integrated Communication &
Education Support for Fundraising
• Collateral Materials
• Routine Communication – Newsletters, Annual
Reports, Campaign Materials, etc.
• Website & Internet Presence
• Social Media (i.e., Facebook Causes/Fans, Twitter, My
Space, etc.)
• Cause Marketing/Advertising
• News Dissemination – Media Publicity
• Estate-Planning Seminars/Workshops
• Educational Programs
• Other Special Events
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31. Other Engagement Strategies
• Consistent Social Communication (i.e., birthday
greetings, sympathy, etc.)
• Mission-Related Projects for Constituents/Donors
• Giving Groups & Societies
• Volunteer Opportunities
• Board Membership & Board Committee Service
• Special Recognition/Appreciation Events for Donors
• Advocacy Programs for Constituents/Donors (i.e.,
walks, open houses, petition campaigns, etc.)
• Consistent Effort to Design New Strategies/Tactics
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32. Thank You & Welcome to the Future!
The time-honored machinery of
organizational advancement
keeps going, as long as we in the
advancement profession remain
good stewards of the process.
The future appears hopeful!
Trident Communications Group

33. Trident Communications Group
Organizational Advancement Counsel
56 Augusta Way, Dover, New Hampshire 03820-5014
603/749-6547 603/749-6548 [FAX] • inquire@tridentcg.com • www.tridentcg.com
© 2010, Trident Communications Group
Trident Communications Group