Donor Participation Project

Once you have conducted an A/B test, it’s time to measure the results and determine the margin of error. The results will show whether the changes you made had the desired impact. The margin of error indicates how confident you can be in the results based on your sample size.

To measure results, compare key metrics like average gift amount, click-through rates, or response rates between your control group and treatment group. The difference between the two groups is your effect size. A larger effect size means the changes you made likely had a bigger impact. However, you need to consider your margin of error before acting on the results.

The margin of error refers to the amount of variability you would expect in results if you repeated your test multiple times. It depends on your confidence level, often 95% or 99%, and your sample size. A larger, more representative sample leads to a smaller margin of error and more confident results. With a small sample, your results could vary more if you rerun the test.

For example, if your test shows a 10% increase in average gift with a margin of error of 5% at 95% confidence, you can be reasonably sure your changes had a positive effect. The effect is larger than the margin of error. But if the increase was only 2% with a 4% margin of error, the effect could be due to chance. You cannot rule out the null hypothesis that there was no real difference.

Nonprofits often have limited resources for testing, but a smaller sample does not mean you cannot gain useful insights.

Aim for at least 200-500 donors or constituents in your test for a representative sample and reasonable margin of error. If possible, partner with other nonprofits to increase your sample size. Consider a consultant if you want to test major changes or conduct multivariate testing. With the right approach, you can measure results, understand your margin of error, and make data-driven decisions to better serve your mission.

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Nonprofits that invest in fundraising and analytics can achieve exponential returns and sustainable growth. However, many nonprofits underinvest in these areas due to outdated beliefs that portray fundraising costs as wasteful spending. According to fundraising expert Kirk Smith, this outdated thinking prevents nonprofits from making strategic investments that could drive future impact.

With an initial investment, effective fundraising and analytics programs can set off a virtuous cycle. Nonprofits can acquire new donors and gain data to better understand and engage them. This results in higher retention and lifetime value, generating more revenue to reinvest in acquisition and further program improvements. Over multiple cycles, returns multiply and compound.

However, nonprofits are often hesitant to spend on fundraising due to pressure to minimize costs. Outdated metrics that focus on percentages of dollars spent on programs versus overhead promote the belief that fundraising costs necessarily reduce program funding. In reality, strategic fundraising investments can grow the total funding pie, providing more resources for programs in the long run.

Nonprofits need to build the case for increased investment based on the potential returns. Analyzing the lifetime value of different donor segments can model the returns from greater investment in key programs. While large nonprofits have resources to invest in advanced analytics, small nonprofits can start simply by comparing the value of different donor groups over multiple years of giving to see the exponential effects.

Messaging to stakeholders should also focus on the compounding returns from fundraising and explain how initial investments are repaid and multiplied over time. With data and the right narrative, nonprofits can make a compelling case for investing in the fundraising programs that will drive future impact and sustainability.

The view of fundraising as purely a cost center is outdated and harmful, but it can be overcome by demonstrating the virtuous cycle of investment and return. Nonprofits that are able to invest strategically in fundraising and analytics programs will achieve exponential growth and impact – the key is making the data-driven case to invest in the future. By articulating this vision and supporting it with numbers, nonprofits can replace outdated beliefs with an accurate understanding of fundraising’s potential.

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When considering a change to giving levels in your nonprofit leadership society, focusing on your donor data is key. Several fundraisers on a recent podcast discussed their experiences changing giving levels and what they learned along the way.

A common takeaway was the importance of analyzing donor giving trends before determining new gift levels. As Gary Carskaddon of Sarah Lawrence College said, “decide what is the right number.” That may be the founding year of your institution, or another milestone. But setting higher targets just for optics or branding “would be afraid to do that. It doesn’t seem, are you all our annual giving folks. So, you all should appreciate the data.”

At Temple University, fundraisers looked at the cluster of donors currently in their leadership society. They wanted to set a level that would encourage most donors to “get across the finish line” and upgrade their gifts. For their donors already at a higher level, a lower increase may make sense. As Natasha Varyosh of Temple said, “going from 1200 to 2500 is a steep gap. And so you’re gonna lose more because of how high that jump is.”

The data can also reveal opportunities for new donor segments. Amy Feifer, Director of Annual Giving at Franklin & Marshall College, used analytics to identify major gift prospects not currently giving at a leadership level. Creating a higher society level and additional new levels gave these donors “an opportunity to draw them into relationships.”

When rolling out changes, continue tracking donor response and be willing to make adjustments. Some fundraisers kept the $1,000 level but branded it differently next to higher society levels, to signify the gap for donors. Follow-up surveys and focus groups can also provide insight into how your changes and stewardship are being received. The data you gather from these insights will help strengthen your leadership giving program for the long run.

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To build lasting relationships with donors, nonprofits must engage supporters across multiple channels with a cohesive experience. Leveraging data and metrics at each touchpoint along the journey can help organizations boost donor retention and lifetime value.

When a gift is made, send an immediate acknowledgement and thank the donor within 24 hours using your cheapest channel, like email. Follow up within a week with a video thank you for a more personal experience. Track open and view rates to see who engages with your outreach. Prioritize the most engaged donors for additional phone or handwritten notes.

Monitor how donors interact with your digital communications using web analytics and tracking links. See who downloads attachments or clicks links to your website. This indicates a higher level of interest and an opportunity to start a discussion about their passions and impact areas.

Pay attention to where your most engaged donors are located geographically. Some donors prefer to meet in person. Use mapping tools to spot clusters of donors and look for opportunities to bring them together at local events. Build personal connections and share stories about the impact of their gifts.

Export lists of deeply engaged donors from your fundraising database or tracking systems. Even if you can’t fully integrate data in one place, being able to easily identify your most loyal supporters is key. Use multiple data points like donation history, event attendance, and web traffic to determine who should receive specialized stewardship.

The most effective cross-channel outreach is highly personalized, which requires an in-depth understanding of your donors.

By integrating data and insights across systems and at each step in the donor journey, you can provide the tailored experiences that build lasting relationships and transform donors into champions of your cause. Focusing on metrics and using data to drive decisions will help your organization prosper.

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For nonprofits seeking fundraising growth, clean data is the foundation for success. With accurate donor records, you can gain crucial insights, personalize outreach, and optimize fundraising campaigns. However, most nonprofit databases contain errors, incomplete records, and duplicate entries that prevent a 360-degree view of donors.

Nick Pranger, CEO of fundraising firm Pringer Solutions Group, stresses the importance of data hygiene before innovation. “The data’s not there. I can’t do anything cool until we do that,” he says. Pranger recommends nonprofits start by auditing their data to identify issues, then make a plan to systematically clean records and update missing information. This time-consuming process requires patience but pays off in greater fundraising effectiveness and efficiency.

With clean data, nonprofits can take fundraising to the next level through automation and personalization.

Pranger’s team uses Microsoft Power Automate to detect when donors meet key milestones like a first gift or pledge fulfillment and trigger personalized stewardship emails. These tailored messages build donor relationships and inspire loyalty and recurring gifts.

Nonprofits should focus on retaining existing donors rather than chasing new ones. An 80/20 rule applies: 80% of donations come from 20% of donors. Pranger urges nonprofits to “spend 90 percent of your time just showering your existing donors with love and attention.” Clean data and automation allow for the personalized, high-touch interactions that keep donors giving year after year.

Fundraisers need not have technical expertise to leverage data and automation. User-friendly tools like Power Automate, Unbounce, and Razor’s Edge can be implemented without coding knowledge. The key is starting small by automating one process at a time, testing the results, and building from there. With a solid data foundation and smart technology, nonprofits can scale fundraising to new heights. Continuous innovation and a focus on the donor experience will drive greater participation and transform fundraising.

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The gaming industry is huge and still growing, with over 214 million people playing video games in the U.S. alone. This presents an opportunity for charities to tap into gaming communities and influencers to raise funds and awareness. The USO, which supports military members and their families, has found success raising over $800,000 in its first year of gaming fundraising.

Diego Shanaker, USO’s gaming partnerships manager, shared insights for nonprofits looking to get into gaming fundraising.

First, connect gaming to your mission. At the USO, gaming helps military members connect with loved ones during deployment or training. Share stories of the impact to resonate with gamers and gaming brands.

Next, survey your supporters to determine interests. The USO asked military members which games they play and organized tournaments around the results. Knowing your audience’s preferences will guide which gaming influencers and communities to work with.

Then, steward gaming influencers like major donors. Though gamers like anonymity, build relationships with those who support your cause. The USO stayed in touch with a streamer who raised $3,000 in his first fundraiser for them and over $12,000 in the next. Treat influencers well and they’ll become long-term advocates and fundraisers.

Also, offer incentives and matched gifts to motivate fundraisers.

The USO’s Coca-Cola fundraiser featured a virtual bottle that filled as donations came in, culminating in an explosion of fireworks at $25,000. Incentives give people fun goals to work toward.

Finally, advisory councils with gaming industry experts provide valuable guidance. The USO is building a council to ensure their program best serves supporters. A council can guide your gaming strategy and open doors to new opportunities.

Gaming and influencer fundraising has huge potential for nonprofits. Start by connecting to your mission, surveying supporters, stewarding relationships, offering incentives, and establishing an advisory council. With time and dedication, gaming can become a major funding channel for your organization. Charities that get into this space now will be poised to tap into its growing power.

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For nonprofit fundraisers, confidence and preparation are key to success. But cultivating these attributes often requires overcoming common biases like anxiety, pessimism, and uncontrolled optimism. Fundraising consultant Kenna Barrett, Ph.D. argues that role playing is an underused but powerful technique to help fundraisers gain the “inner game” that leads to effective donor conversations.

Barrett points out that high-reliability organizations like the U.S. Navy use intensive simulations and practice to prepare for challenging situations.

Fundraisers should adopt a similar model of preparation to feel ready for the unexpected in meetings with major donors. While optimism is important, going into a meeting without practice risks being unprepared for objections or questions you haven’t anticipated.

Practicing through role play, either with colleagues or by yourself, activates your analytical thinking and helps you work through how to respond to tough questions or obstacles. You can prepare for the conversation to go in different directions, building your confidence in managing a variety of scenarios. Start by identifying 2 or 3 ways the meeting could veer off from your expected path. Have a colleague play the role of the donor and practice responding to their concerns, while also keeping the conversation friendly and personable.

We often rely too much on spontaneity and “winging it” in fundraising.

But the reality is that effective major gift fundraising, especially at higher levels, requires the strategic thinking that comes from practice and preparation. Role playing a meeting with a major donor, with all the twists and turns it may take, will pay off through a more confident, strategic, and ultimately, compelling case for support. Fundraisers owe it to themselves, and to the donors and causes they serve, to be as prepared as possible for the critical conversations that shape their work. Role playing is a simple but powerful technique to achieve a high-impact inner game.

In summary, role playing simulations can transform anxiety into confidence and turn uncontrolled optimism into strategic preparation. Practice, as they say, makes perfect. For fundraisers, role playing may be the difference between an ask and an enthusiastic, generous gift.

For nonprofit fundraising teams working remotely, frequent check-ins are essential for maintaining collaboration and connection. Without face-to-face interaction, teams lose out on “drive-by” interactions where you can quickly catch up with colleagues. Team bonding also suffers when you can’t grab coffee or lunch together.

To address this, implement regular virtual check-ins.

Hold an optional weekly team coffee break where people can chat about their lives outside of work. Set some loose ground rules, like no discussing work projects, to keep things casual. While some team members may opt-out at times, these social interactions help build closer relationships.

Do “electronic drive-bys” via messaging to stay in contact with colleagues.

Drop team members a message to say hello and ask an open-ended question about how they’re doing. Let them know you’re reaching out to connect, not because you need something. These quick contacts make a big difference in reinforcing relationships when you’re apart.

As a leader, regularly check in one-on-one with team members.

Place a call to each person at least once a month to have an informal conversation about how their work is going, any challenges or wins, how their personal life is, and what they need to feel supported. Be transparent that your goal is understanding how they’re doing to provide better leadership. These calls give opportunities to voice concerns, share advice, and gain new perspectives on team dynamics.

For remote fundraising teams, out-of-sight can mean out-of-mind.

Build a culture of connectivity through frequent and thoughtful check-ins. When team members feel heard, supported, and attuned to one another despite physical distance, collaboration and productivity benefit. Leaders also gain valuable insights into how to help their teams thrive during difficult times. Overall team happiness and effectiveness depend on the relationships and trust built through regular communication. While technology enables remote work, human connection is still key.

With frequent and open check-ins, fundraising teams can maintain an environment of inclusiveness, shared purpose, and mutual understanding—no matter where team members are based. The effort to stay connected across the miles is well worth the reward of a cohesive, motivated team.

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Donors give to make a difference, not just to support your organization. To keep donors engaged for the long haul, focus your communications on praising and thanking them for the impact of their gifts.

According to fundraising expert Debbie Myers, “People don’t give to us. They give through us to change the world. We’re just the intermediary.”

With this perspective, express gratitude for your donors’ generosity in changing lives and communities, not just for the dollars they contribute. For example, say “Last year, you helped cure 50 children with cancer” instead of “Thank you for your gift to support our work.”

To make a meaningful connection, personalize your appeals and reports.

Research your donors to better understand their motivations and giving capacity. Ask questions to discover their interests and priorities. Then tailor your outreach with specific examples and stories to show how their past support made a difference in areas that matter most to them.

Avoid boring donors by rehashing information they already know about your nonprofit’s work.

Highlight new accomplishments and milestones to keep them engaged for the long run. Explain the cascading impact of their gifts with a compelling vision for future growth and progress.

Convey authentic gratitude through a sincere and enthusiastic tone.

Share heartfelt anecdotes, photos, and videos of real people benefiting from their generosity. For example, a story of a formerly homeless veteran who turned his life around after receiving job training and housing assistance thanks to donor funding.

While activity reports have their place, focus the spotlight on outcomes and transformations, not just numbers. Donors give to change lives, not hear about your organization’s activities and inputs. Share the inspiring human stories behind statistics to give meaning and urgency to the important work you do together.

Continually reinforcing your mission and donors’ central role in advancing it will strengthen their connection and loyalty to your cause over time. Expressing heartfelt and customized praise and thanks is the secret to keeping donors engaged for good.

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For nonprofit fundraisers, engaging your program staff in marketing efforts is essential. Program staff have vital stories and insights into your mission and work that can resonate powerfully with donors. However, getting program staff on board with providing content and participating in marketing initiatives can often feel like “pulling teeth,” as expert Julia Campbell describes.

There are a few reasons why program staff may resist contributing to marketing.

First, they may not fully understand what you need or why you need it. Be extremely clear and specific in your requests. For example, ask for “two sentences describing your recent work” rather than a vague request for “stories.” Provide concrete examples to illustrate what you’re looking for.

Second, program staff may see marketing as outside their job responsibilities or as extra work on top of their already heavy workload. This is where leadership support becomes critical. Unless program staff participation in marketing is reinforced by leadership as an important priority, your requests are unlikely to be a high priority for them. Work with leadership to align the entire organization around key marketing and fundraising goals.

Finally, program staff may view marketing as self-serving rather than mission-driven. Frame your requests around how sharing program stories and updates helps advance your mission by educating supporters and raising funds to help more people. When program staff realize marketing aims to highlight and celebrate their vital work, rather than create more work for them, they will become more willing collaborators.

With leadership backing, clear and specific requests, and a mission-focused approach, you can turn program staff into enthusiastic marketing partners. Their stories and insights are invaluable for demonstrating your impact and inspiring donors. Make the extra effort to overcome obstacles and get program staff on board—your marketing will thrive as a result.

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