When did I become a fundraiser? I think it started about a month after volunteering at a public radio station in Milwaukee. I went on the air asking for donations. We did everything wrong. We threatened, We cajoled. We browbeat and lectured. We even got angry when nobody wanted our mugs and totebags. We sounded desperate. We sounded awful. It got worse as the campaign became longer. The downward spiral desperation was fueled by the lack of calls.
Our fundraising skills aside, there were other reasons nobody called. A bigger reason was that nobody really cared. Nobody cared because the programs and programming wasn't very appealing. It might be safe to say, nobody was listening. At least, when we started fundraising. We (I) did not understand the direct correlation between our content and our ability to raise funds. It was later when I finally understood that programs and programming create an audience. If the audience finds value in the programs offered, if the programs resonate with the values and lifestyle of the audience and, the listeners understand the importance and need for their support, then they will contribute. Everything we did mattered. Our content generated listening and loyalty. The better the content at attracting our core audience, the more likely it was that we could raise contributions around that content.
My short answer to the non-profit was, if they can increase individual support and corporate support (foundations/grants) they could untether themselves from federal and state money. Seems easy enough. Nothing is easy when it comes to fundraising.
I was told in a job interview last week that fundraising on public radio is a breeze. Just go on the air and thousands of listeners flock to their phones and make a pledge. In fact, most listeners hate fundraisers. They barely tolerate membership campaigns. As soon as we open our mikes to ask for money, half our audience goes away. As the drives wear on, more listeners escape. Fundraising on public radio (and public TV) was described by David Giovannoni as being like trimming toenails with a shotgun. Some of those I worked with aggravate the problem. They believe the longer they talk, the more money they will raise. The believe their powers of persuasion wears down the listener. In a way it does. They tune away. They did capture listeners (and viewers) as they tuned in.
I was told in a job interview last week that fundraising on public radio is a breeze. Just go on the air and thousands of listeners flock to their phones and make a pledge. In fact, most listeners hate fundraisers. They barely tolerate membership campaigns. As soon as we open our mikes to ask for money, half our audience goes away. As the drives wear on, more listeners escape. Fundraising on public radio (and public TV) was described by David Giovannoni as being like trimming toenails with a shotgun. Some of those I worked with aggravate the problem. They believe the longer they talk, the more money they will raise. The believe their powers of persuasion wears down the listener. In a way it does. They tune away. They did capture listeners (and viewers) as they tuned in.
The point the questioner was making was valid. They do not have the reach of 200,000 listeners or 500,000 viewers to draw from. Awareness of what many non-profits are trying to accomplish does not come anywhere close to those numbers. The advantage is the constant awareness of public media's core audience for its broadcast services. If the quality of content consistently meets audience expectations,. the more likely it is the audience will respond to requests for voluntary donations.
For non-profits the answer is, a broad base of support from all types of givers. To gain a broad base of support non-profits need to increase awareness of the vital importance of their services. A combination of effective communications and development messages based on the core values of the non-profit and potential donors need to intersect. So many non-profits are looking for a couple of big givers to make fundraising easy. It's also the mindset of some in public broadcasting. It was for one of the CEO's I worked for. Despite having 70,000 donors from all over the state, he valued that one big gift more than the many he had. I have to admit the home run of $100,000 or $1,000,000 all at once is a rush but, as we found out, when a major donor stops giving we were left scrambling to make up the difference. A broad base of support is important.
A concept we're working on for the FOCUS Center for Autism is "Outcomes." Demonstrating positive outcomes are essential when making the case for support. (Not what you're doing...what you've accomplished from your constituents' perspective.) Not sure what outcomes are all about? This video helps explain.
For public radio...sheer numbers are important. The size and loyalty of the core audience drives membership. I watched for certain benchmarks from among the core. We used Audigraphics. I looked for about 90,000 core listeners who tuned in at least nine times a week for about nine hours each.
The base for other non-profits is much smaller. But loyalty to the unique values they have to offer is much higher. I'm involved in stewardship for a church. There are about 300 regular givers. Instead of an annual median gift of $125...the annual median gift approaches $2,000. The core values of the givers closely match the core values of that church resulting in a much higher annual gift.
Can non-profits offering social services generate this type of giving? Outcomes might be a good place to start.
- Don't underestimate the value of developing relationships with potential big givers.
- Develop relationships with your donors. They know people.
- Non-profit board members must help out. They should be contributors and be willing to network with others to garner support.
- Testimonials help...a lot.
- Keep listening.
- Keep learning.
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