This document discusses the importance of relationship building, communication, and getting your philanthropic message out. It emphasizes that relationships are the core of philanthropy and outlines "sins" to avoid like separating fundraising from philanthropy or treating giving as only a financial transaction. The development cycle of cultivating donors and only asking when they are ready is discussed. Mechanisms for communicating your message like direct mail, newsletters and websites are presented. The document stresses listening to donors and putting them at the center of fundraising efforts through a strategic communications plan.

1. NMP 656
Relationships, Communication and
Philanthropy
NMP 650
E-Portfolio Assignment # 2
Athena Gould

2. Learning Objectives
1
• Building Relationships
2
• Development Cycle
3
• Getting your Message
out

3. Building
Relationships

4. Why is Relationship Building
Important?
“Relationships are bigger than ‘getting
something from someone’ or collaborating with
some organization because a funder expects it.
Relationships are the core to everything. My
life. Your life. Our work. Why are we building
relationships? What is our purpose? It’s about a
key pillar of philanthropy. It’s about building
bridges before we need them.’’
(Ahern & Joyaux, 2008, p.41)

5. 5 Sins of Donor Engagement
1. Separating Fund Development from
Philanthropy.
2. Treating Giving as a Financial Transaction
Rather than an Emotional Act.
3. Trespassing on Personal and Professional
Relationships.
4. Universalizing Your Own Passion.
5. Asking Prematurely.
(Ahern & Joyaux, 2008, p.61)

6. #1: Separating Fund Development
from Philanthropy
“Philanthropy means voluntary action for the common
good. Fund development is the essential partner of
philanthropy. Fund development makes philanthropy
possible by bringing together a particular cause and the
donors and prospects who care about that cause. Through
relationship building, fund development nurtures loyalty
and lifetime value, thus facilitating philanthropy.”
(Ahern & Joyaux, 2008, p.62)

7. #2: Treating Giving as a Financial Transaction
Rather than an Emotional Act
“… nonprofits/NGOs are the means by which
the donor fulfills his or her own interests and
aspirations. Emotions drive everything,
including relationships… Of course, rationale is
important in making the case. But rationale is
the handmaiden of emotion. Without an
emotional basis, your fund development
cannot reach its full potential.”
(Ahern & Joyaux, 2008, p.64)

8. #3: Trespassing on Personal and
Professional Relationships
“Trespassing on personal and professional relationships produces lessthan-satisfactory results like these:
• The solicitor often feels like he or she is coercing gifts based on
favors. The solicitor feels awkward and uncomfortable and thinks that
all fundraising is based on this dynamic.
• The prospect thinks that all fundraising is based on this trespassing
and favor exchange, thus perpetuating bad fundraising practice.
• Your organization acquires donations, probably not donors. The gifts
are most likely smaller than could be possible with a donor who really
cares. Also, the donations are often short term.
• You are not developing a base of loyal donors.
• You are not developing a strong and effective fundraising relationship
with your solicitors.”
(Ahern & Joyaux, 2008, p.65)

9. #4: Universalizing Your Own Passion
“Do not try to ‘educate’ people or businesses
about how important your cause and
organization are. This is patronizing and
offensive. Moreover, it’s a waste of your
resources.”
“…find those who are interested in the cause
and organization. Do not try to convince
people to be interested. This gambit wastes
organizational time and resources—and
makes you and your volunteers feel
unsuccessful.”
Love my
Nonprofit!
(Ahern & Joyaux, 2008, p.66)

10. #5: Asking Prematurely
“First, you figure out if they are predisposed. Then you
cultivate a bit and determine if they qualify as a prospect.
Then you cultivate again. And finally you ask.”
Predisposed Individuals
(Ahern & Joyaux, 2008, p.92)

11. Development
Cycle

13. It is important to be honest with donors.
Transparency is vital to building quality
relationships with potential and current
donors.

14. Donor Bills of Rights
• To be informed of the organization's mission, of the way the
organization intends to use donated resources, and of its
capacity to use donations effectively for their intended
purposes.
• To be informed of the identity of those serving on the
organization's governing board, and to expect the board to
exercise prudent judgment in its stewardship responsibilities.
• To have access to the organization's most recent financial
statements.
• To be assured their gifts will be used for the purposes for
which they were given.
• To receive appropriate acknowledgment and recognition.
(Association of Fundraising Professionals)

15. Donor Bills of Rights (Cont.)
• To be assured that information about their donations is
handled with respect and with confidentiality to the extent
provided by law.
• To expect that all relationships with individuals representing
organizations of interest to the donor will be professional in
nature.
• To be informed whether those seeking donations are
volunteers, employees of the organization or hired solicitors.
• To have the opportunity for their names to be deleted from
mailing lists that an organization may intend to share.
• To feel free to ask questions when making a donation and to
receive prompt, truthful and forthright answers.
(Association of Fundraising Professionals)

16. “…as with anything in your organization, your
relationship-building program and plan reflect your
values. The soul of your organization comes
through in the way you talk about relationships and
the way you nurture those relationships.”
(Ahern & Joyaux, 2008, p. 173)

17. The Donor Centric Pledge
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That donors are essential to the success of our mission.
That gifts are not "cash transactions." Donors are not merely a bunch of
interchangeable, easily replaceable credit cards, checkbooks and wallets.
That no one "owes" us a gift just because our mission is worthy.
That any person who chooses to become our donor has enormous potential to assist
the mission.
That having a program for developing a relationship with that donor is how
organizations tap that enormous potential.
That we waste that potential when donors are not promptly thanked.
That "lifetime value of a donor" is the best (though often overlooked) way to evaluate
"return on investment" in fundraising.
That donors are more important than donations. Those who currently make small
gifts are just as interesting to us as those who currently make large gifts.
That acquiring first-time donors is easy but keeping those donors is hard.
That many first-time gifts are no more than "impulse purchases" or "first dates.”
That we’ll have to work harder for the second gift than we did for the first.
That a prerequisite for above-average donor retention is a well-planned donor-centric
communications program that begins with a welcome.
(Association of Fundraising Professionals)

18. The Donor Centric Pledge (Cont.)
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That donors want to have faith in us, and that it's our fault if they don't.
That donors want to make a difference in the world -- and that our mission is one of many
means to that end.
That donors are investors. They invest in doing good. They expect their investment to
prosper, or they'll invest somewhere else.
That we earn the donor's trust by reporting on our accomplishments and efficiency.
That individual donors respond to our appeals for personal reasons we can only guess at.
That asking a donor why she or he gave a first gift to us will likely lead to an amazingly
revealing conversation.
That fundraising serves the donors' emotional needs as much as it serves the organization's
financial needs.
That we are in the "feel good" business. Donors feel good when they help make the world a
better place.
That a prime goal of fundraising communications is to satisfy basic human needs such as
the donor's need to feel important and worthwhile.
That the donor's perspective defines what is a "major" gift.
That every first gift can open a door to an entirely new world for the donor, through
participation in our cause.
(Association of Fundraising Professionals)

19. Getting your
Message out

20. Getting your Message out
“The development of a strategic message -- that
set of statements that lays the foundation for
conveying in-depth information -- is no longer a
task to delegate to a charity's public-relations
expert. It is now a fundamental responsibility of
presidents and executive directors.”
(Leet, 2008)

21. Mechanisms for communicating your
message
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Direct Mail
Newsletter
Email
Website
Telephone
Personal communication with donors

22. Getting your Message out
“To produce good to great results in fund
development, organizations need a
communications plan that puts them in frequent
touch with prospects and donors. Six times a year,
by various means, is probably a minimum. And
four of these communications are probably just
making contact; they are not hard solicitations.”
(Ahern & Joyaux, 2008, p.335)

23. Remember!!
“When you see yourself as a fundraiser, you tend
to focus on meeting cash goals. When you see
yourself as a communicator, you tend to focus on
the donor.”
It is important
to listen to
your donors!
(Ahern & Joyaux, 2008, p.178)

24. References
Ahern, T., & Joyaux, S. (2008). Keep your donors the guide to
better communications and stronger relationships.
Wiley Publishing, Inc.
Leet, R. K. (2008). Strong messages mean strong leaders.
Chronicle of Philanthropy, 20(13), doi: 1040676X
Association of Fundraising Professionals. (n.d.). Donor bil of
rights. Retrieved from
http://www.afpnet.org/ethics/enforcementDetail.cfm?I
temNumber=3359