Author: Rinku Ramchandani

A recent survey of university fundraising professionals revealed a significant roadblock to increasing donor participation: lack of support from campus leadership and culture. Of the 75 advancement leaders surveyed, 73% disagreed or strongly disagreed that their institution’s culture understands the work required to drive donor participation.  

Without buy-in from leadership across the university, fundraising teams struggle to get the resources and collaboration they need to effectively engage donors. As Cameron Hall, executive director of annual giving at the University of South Carolina, said, “Really shaping how we are having those conversations with our presidents, with our boards to give them a greater sense of what the current market looks like and how we need to be adapting to communicate with donors the way they are instead of relegating a lot of these sort of tasks and skill sets to lower level employees.”

Fundraisers also need support from their own institutional leadership, not just presidents and boards. The survey found a lack of alignment and buy-in even within advancement divisions, with some teams operating in “Hunger Games”-like environments of internal competition. This dynamic blocks the kind of collaboration and innovation that fundraising—and donor engagement in particular—demands today.  

To overcome these roadblocks, advancement leaders recommend:

• Educating campus stakeholders about the work of fundraising and how to achieve key metrics like donor participation. This includes communicating the need for investment in staff, skills training, and new technologies.  

• Adapting to engage today’s donors by hiring staff with digital marketing and analytics skills and training existing teams. Advancement needs leadership that can pivot quickly as new technologies and engagement channels emerge.  

• Fostering a culture of collaboration over competition within advancement divisions. Teams should align around shared key performance indicators and work together to achieve institution-wide goals.  

• Measuring and communicating the ROI and long-term impact of donor engagement efforts to make the case for more resources and support. Building the donor pipeline requires long-term investment.  

With the support of institutional leadership and a collaborative culture focused on donor experience, advancement teams can overcome roadblocks to growing donor participation and build a sustainable fundraising program. But first, they need to make a compelling case for this vision of the future. Fundraisers, make your case.

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Nonprofits often get caught in a cycle of continually soliciting donors to meet fundraising goals and metrics. While donor participation and revenue are critical, an overemphasis on solicitation can damage donor trust and engagement over the long run.

Pausing solicitations periodically to focus on donor education is key to building sustainable donor relationships.

According to fundraising experts, donor trust is the foundation of a successful giving program. However, donors today are bombarded with messages from countless organizations and causes. To break through the noise, nonprofits need to demonstrate how donor dollars are making an impact before asking for another gift. Giving donors a chance to understand your mission and programs better through tailored communications helps to build that trust.

Rather than scheduling back-to-back fundraising campaigns, nonprofit fundraisers should plan intentional ” rest periods” where solicitations pause for 1-2 months. During this time, communicate with donors through newsletters, social media, and your website to highlight recent wins and share stories of changed lives.

Explain your programs, events, partnerships, and upcoming priorities. Help donors see exactly how their gifts are transforming communities. 

When solicitations resume, donors will feel re-engaged and motivated to give again. They see the difference their support is making because you have taken the time to show as well as tell them. While counterintuitive, pausing solicitations can actually lead to improved donor participation and higher gift amounts over the long run. In a crowded and noisy fundraising environment, education and engagement are what set nonprofits apart and build lasting donor trust. The key is balancing solicitation with storytelling to achieve the most impact. Nonprofits that master this balance will thrive.

This approach requires patience but can transform how donors view and support your mission. As fundraisers, we must remember that people give to people and causes they believe in.

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Fundraisers today are busier than ever, with growing demands on their time and larger donor pools to cultivate. However, new AI tools are emerging that can help. Chatbots and content generators leverage machine learning to help with common fundraising tasks like donor engagement and copywriting.

The Donor Participation Project recently demonstrated some AI tools they created to help nonprofits. One tool is a chatbot “fundraising coach” that can suggest strategies for reactivating lapsed donors or overcoming board resistance to prospect sharing. You describe a scenario, and the bot provides a step-by-step plan of action, including advice like scheduling personal meetings, taking responsibility for mistakes, sharing corrective actions the nonprofit is taking, and highlighting other ways donors can engage. The bot is programmed with principles like “engagement leads to philanthropy” and “co-creating outcomes with donors increases the amount raised.”

Another useful AI tool is a content generator, like The Best Fundraiser’s Friend. You input information about your fundraising project or appeal, choose the type of content you need (like a donor letter), select a persuasive writing framework, and the tool crafts customized copy for you. Adding background on your nonprofit’s mission and programs helps the AI generate even better results. These tools can save time and provide a starting point for your appeals and outreach, though you still need to review and edit the AI’s suggestions. 

While AI will not replace fundraisers, it can make them more efficient and effective.  With chatbots and content generators, fundraisers can focus on building personal relationships and strategy rather than repetitive administrative tasks. These tools are still limited, but they are constantly improving and adapting based on interactions. Fundraisers should start experimenting with AI to see how it can best support their work and take their fundraising to the next level. The future of AI in the sector looks bright, as long as we’re thoughtful and strategic about how we integrate these new technologies into our nonprofit programs and fundraising efforts.

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According to Matthew Lambert, Vice President for Advancement at William &, engagement and stewardship.” Lambert and his colleague Dan Frezza, Chief Advancement Officer at the College of Charleston, shared how they doubled William & Mary’s donor base and fundraising results over the past decade.  

First, start with students and recent grads.

Creating opportunities for students to give and engage with your organization’s mission instills a habit of giving that continues after they graduate. At William & Mary, a student philanthropy education program teaches freshmen about long-term giving and engagement. This approach pays off, with new alumni more easily retained as donors.

Second, focus on stewardship and donor donors alike.  

Third, leadership and a culture of risk-taking are essential. Lambert credits William & Mary’s presidents for advocating for broad-based participation and allowing the advancement team to experiment. “Take risks, try new things and if you fail, learn quickly and move on,” says Lambert. Significant gains are hard to achieve without trial-and-error.

Finally, understand that technology should enhance human relationships, not replace them.

While digital tools can help scale and improve fundraising, “people give to people, not to machines,” says Adam Martel, CEO of the nonprofit tech firm Givzie. The most strategic technologies are those built with extensive input from advancement professionals and designed to “inspire people to dream,” says Martel.   

The keys to major fundraising growth are simple but not easy. Success requires leadership, vision, and a willingness to push beyond the status quo using strategic partnerships, technology, and an unyielding focus on people – both donors and staff. But for organizations bold enough to take the risk, the rewards of broad-based participation and a robust donor base are well worth it.

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The end of the fiscal year is approaching—are you ready to plan the next one? Having an effective planning process will lead to more successful fundraising campaigns and donor engagement. Follow these steps to start planning your nonprofit’s next fiscal year:

Gather your team.

Pull in stakeholders from key areas like fundraising, engagement, and stewardship. Their input is crucial, and including them builds trust in the process.

Start with a blank slate.

Leave behind last year’s calendar and any preconceptions. Look at your communications and campaigns with fresh eyes.

Brainstorm your must-haves, ongoing communications, and engagement opportunities.

Must-haves are non-negotiables like year-end appeals. Ongoing communications happen on a donor schedule like gift anniversaries. Engagement includes events, surveys, and emails. Map these on a shared calendar.

Get feedback.

Share your draft calendar with volunteers and donors. Make sure not to accuse other donors who brought campaigns of not liking their ideas, but thankfully allow other to share companies different ideas. Incorporate their input.

Present to leadership for approval.

Answer any questions. Document “the rules of engagement” for planning that are agreed upon. Now you’re ready to develop specific campaigns with the campaign owners owning decisions about the process.

Now you will need to flesh out the outline of campaigns with project briefs which are documents that guide decisions. Write down any new campaigns to gaining ideas for the next year. Solutions of air table planning templates to successfully manage your workload.

With an organized planning process, fundraising campaigns and strategy comes naturally because of the previous planning and participation in approval. Given the rough other years of COVID-19, a smooth planning process is more important than ever. Following these steps will set you up for success and create opportunities for participation the next year. The key is to engage, collaborate, and get the appropriate approvals which leads to a solid plan and community understanding.

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Nonprofit organizations have seen a worrying drop in donor participation over the last few decades. According to Lewis Diaz, executive director of annual giving at Milenberg College, the number of households donating to charities has declined in tandem with falling volunteer rates and trust in nonprofits.

However, some nonprofits have managed to buck this trend by making donor growth a strategic priority. Diaz’s research found that the nonprofits most successful at increasing donor participation share some key attributes.

First, they act as “community incubators” by constantly creating new opportunities for donor engagement. Rather than relying on a few longstanding programs, they experiment with different events, fundraising campaigns, and outreach for specific donor groups. This high-volume, multi-pronged approach helps expand their base of supporters.

Second, they leverage the power of recurring gifts through monthly or multi-year donation programs. Monthly giving, in particular, has extremely high retention rates of over 90% and should be a primary fundraising channel rather than an add-on.

Third, they focus on cultivating “deep community engagement” by developing participatory, purposeful, recurring events that identify and develop new leaders. For example, engaging donors through interactive virtual or gaming events can be an innovative way to build community.

Finally, nonprofit leaders emphasize that donor participation growth must be an organization-wide priority, not just an annual giving objective. Boards, presidents, and teams across the nonprofit must be aligned and invested in engaging and retaining donors for the long run.

The takeaway for nonprofit fundraisers is that declining participation can be countered with ambition, innovation, and a commitment to community-building. Creating a personalized, interactive, and mission-driven experience for donors can transform them into life-long advocates and champions of your cause. Overall, nonprofit organizations must make the cultivation of loyal donors an utmost priority to ensure sustainable success.

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Engaging donors of diverse backgrounds is crucial for nonprofits to achieve their missions. However, many organizations struggle in this area, as evidenced by low participation rates of minority donors. In a recent podcast, experienced fundraisers shared their insights on how to improve.

The first step is collecting accurate data on your donor base.

Many nonprofits lack information on donors’ racial and ethnic identities, making it difficult to determine participation rates or set engagement goals. While collecting this data will take time, get started now. Look for gaps in your information and strategize ways to obtain these details respectfully.

Don’t wait for perfect data to act.

Review your portfolio and single out donors of color to focus on connecting with them. Reach out for virtual or in-person meetings and have genuine conversations to learn their priorities and passions. Be prepared for discussions around lack of belonging or institutional inequities—listen and be willing to take action. Follow up and show your appreciation for their time, and work to build lasting relationships.

Educate leadership on why engaging minority donors is important for your organization.

Help them understand that broadening the donor base will increase funds to fulfill your mission. Provide examples of peer organizations that have been successful in this area. Address concerns about “singling out” groups by focusing on the benefits to your whole community.

Highlight the impact of donors’ gifts on students or others from underrepresented groups.

For example, show how scholarships for minority students lead to improved outcomes. Recognize diverse donors’ achievements in your communications to make them feel valued and foster a sense of belonging.

Review your outreach and marketing materials to ensure people of color are represented respectfully and frequently. Hold events and advisory boards geared at engaging diverse audiences, but also integrate representation and inclusion into all of your activities. By dedicating time and resources to this goal, you can make progress in diversifying your donor base and gaining their long-term support. With understanding, sincerity and follow-through, nonprofits can achieve meaningful and lasting relationships with donors from all backgrounds.

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Monthly sustainers are the lifeblood of nonprofit organizations. These committed donors provide predictable revenue streams that fund programs and services. Because monthly donors make such an impact, they deserve a specialized communication plan to convey their importance and encourage their loyalty.

First, welcome new monthly donors with a tailored onboarding series. Send a personal thank you email and letter, and make a thank you phone call. Share the specific impact of their monthly gift and how it will be used. This makes them feel appreciated and reinforces why they chose to become a sustainer.

Survey your current monthly donors to better understand their needs and interests. Learn how you can improve their experience and more deeply engage them. Look for opportunities in the survey results to strengthen your relationship.

Develop a quarterly schedule to connect with sustainers through emails, direct mail, and phone calls. Exclude them from general appeals, and instead focus communications on educating them about organizational impact and the importance of their ongoing support. Ask open-ended questions to spark conversation and identify ways to enhance their membership.

Promote an “insider’s experience” for monthly donors to increase their loyalty and lifetime value. For example, invite them to special virtual or in-person events to cultivate personal connections. Share behind-the-scenes updates or offer monthly giving perks like member discounts or free resources. Make them feel like vital partners in your mission.

Upgrading sustainers is an easy way to raise additional revenue from your most committed supporters. Send tailored appeals with simple options for increasing their gift, such as $5 or $10 more per month. Make it effortless by including a reply device with their updated payment information already populated. Keep asks infrequent and within an affordable range based on their current gift.

Monthly donors deserve specialized treatment. By creating a tailored communication plan that focuses on education, engagement, loyalty, upgrades and stewardship, you will build long-term relationships, maximize the lifetime value of sustainers, and gain increased support for the programs and services on which you rely. With the right nurturing, monthly donors can become your most loyal and generous benefactors.

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When William & Mary embarked on their first-ever billion-dollar campaign, they set an ambitious goal of 40% alumni participation—one of the highest rates among private institutions. According to Vice President for University Advancement Matthew Lambert, “this was an audacious goal for us to reach forward.”

To achieve this “stretch” target, William & Mary developed an integrated strategy focused on strengthening engagement, boosting participation, and ultimately raising more money. As Associate Vice President for Development Dan Fresza said, “ alumni, parents and friends… behave differently, but there are commonalities.” One common thread is that highly engaged donors are more likely to give year after year.

William & Mary started by growing their volunteer network, recruiting 800 alumni to engage their classmates through calls and messages about giving. They created “One Tribe, One Day,” a 24-hour fundraising campaign that brought in 2,000 donors in its first year. And they built a robust recurring giving program, increasing sustainers by 70% during the campaign.

A key to their success was a focus on retention over acquisition.

Analyzing five years of donor data, they found 50% of alumni had given at least once. “Nearly half of our donors year over year were not renewing,” Fresza said. To change this, they improved retention rates by 73% through strategies like student philanthropy and giving societies recognizing loyal donors.

Most importantly, success required leadership buy-in.

“Leadership is crucially important,” said Lambert. “It’s hard to do this if you don’t have a committed board, president, and executive team.” With the support of top leadership, William & Mary was able to dramatically expand their advancement efforts and foster an institutional culture of philanthropy.

By making alumni engagement and participation a priority across the university—not just in advancement—William & Mary transformed their donor base and more than doubled their alumni giving rate. Following their lead, any institution can build a sustainable culture of philanthropy by focusing on participation over the long run. Retaining loyal supporters must be an institution-wide goal to achieve fundraising success.

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Donor trust in nonprofit institutions has declined significantly over the past 30-40 years. According to fundraising expert Jim Henry, this erosion of trust is damaging donor participation and relationships. However, fundraisers can take action to start rebuilding trust.

First, fundraisers need to build genuine relationships with donors based on shared interests and values. This means moving beyond a “donor-centric” approach and finding “portals of purpose”—areas of common ground where fundraisers and donors can work together as partners. Fundraisers should engage donors in real conversations to discover these shared purposes, rather than delivering “the pitch.”

Second, fundraisers must make a shift from seeing donors simply as “targets” to extract resources from. Instead, donors should be treated as equal partners in achieving the organization’s mission. This means embracing a philosophy of “getting together” rather than just “getting” from donors. Fundraising success should be measured not by dollars raised but by donor satisfaction and engagement.

Third, frontline fundraisers should provide “field intelligence” to leadership about donors’ priorities and concerns. By conducting donor interviews and surveys, fundraisers can gain insights into how to strengthen connections and then communicate these insights up the chain of command. This helps leadership make better strategic decisions and ensures the organization is adapting to donors’ changing needs.

Finally, fundraisers should pay close attention to long-time donors and milestone anniversaries of giving. Loyal donors giving over many years are ideal candidates for planned gifts and deeper partnerships. Recognizing and stewarding these donors helps build trust that their partnership is genuinely valued.

By following these principles, fundraisers can work to reverse the broader decline in donor trust. Building authentic relationships, finding shared purpose, providing useful insights, and valuing loyalty are timeless practices that nonprofit institutions must embrace to achieve sustainable success. With trust, participation will follow.

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