MIDLEVEL + MAJOR DONOR 

LEVEL 2

The Midlevel and Major Donor Toolkit

The Midlevel and Major Donor Toolkit is designed to serve as a short guide for nonprofit organizations that play a pivotal role in advocating for policies, rights, and resources for various marginalized and underserved communities. Progressive nonprofits can face numerous challenges. These can include political pushback, limited funding, opposition from powerful interest groups, and the vast scope and complexity of the issues they tackle. Like all nonprofits, progressive organizations rely on grants, donations, and fundraising campaigns to finance their operations. Many of them have effectively used social media campaigns, grassroots organizing, and innovative online tools to rally support and donations. As organizations seek to diversify their funding, it is important to not become over reliant on grants and instead, incorporate an individual giving strategy that includes midlevel and major donors. 

Table of Contents

What is a Midlevel/Major Donor

Midlevel Donor

This toolkit generally defines midlevel donors by their annual cumulative giving, which is the total amount they give to the organization within the fiscal year. Midlevel is the step before a major donor. It is important to look at cumulative giving over time for midlevel donors because the total giving amount could place them as a major donor. Paying attention to your midlevel donors is crucial, as they are a pathway to larger, sustainable gifts.

 

Major Donor?

This toolkit generally defines major donors as someone who gives a significant amount of money to your organization. For smaller organizations, this could be $500, mid-sized organizations, around $1,000, and for national organizations, it
could start at $10,000. To go another level, some organizations can begin receiving gifts at $50,000+ and be considered principal gifts who should be nurtured at a more intimate level. A lot of the tools in this kit can be applied to Principal Donors.

 

To begin, this toolkit buildings off the Midlevel and Major Donor Toolkit Level 1 which provides a high-level overview of individual giving topics.


1. Donor Lifecycle
2. Values-based Storytelling
3. Community Centric Fundraising


Level 2 of the toolkit provides a recommended sequenced process of how to approach building out your midlevel and major fundraising strategies.

This guide spends more time on applying and solicitation since those are often the tougher spots for organizations. The last couple of chapters represent complementary topics to round out the guide such as building a team and prospecting tools.

While this toolkit aims to cover all the topics a small or medium sized organization should think about, unfortunately, it is not feasible to do so. This toolkit is just that, a kit, and not a comprehensive deep dive of each topic.

Where possible, templates, tips, and “coffee breaks” are included as practical suggestions.

Thank you for the purpose-filled work your organization is leading. From a fundraising/development lens, sometimes it can feel as if development roles aren’t valued, and it can be challenging to see the impact of your work. May this toolkit affirm you, the value you add to the movement(s) you serve, and validate that fundraising is a skill.

Developing a Midlevel/Major Giving Program Plan

Developing a high-level, overarching midlevel and major giving program plan requires buy in from leadership, the board, and your staff. One strategy of receiving buy-in is to conduct a presentation showing the fundraising potential of your donors that, in turn, can support your constituents.


Refer to template attachment.

Cultivating Mid-Level and Major Donors

You have a prospective major donor, and you’ve began building out your plan. What do you do now? Some of those on the Prospect lists generated in building your list will require cultivation before you can realistically expect a major donation from them.


Others, however, should already be sufficiently cultivated.

How often do you cultivate a prospective or existing donor?

For those prospects you have decided require cultivation before solicitation, a general rule of thumb is to “touch” them with cultivation 4-6 times before a solicitation. This includes both the more personal cultivation tactics and less personal mass
communications. A mixture of tactics is healthy. Donors will sometimes invite solicitation; in which case you shouldn’t delay. If the donor brings up the subject of a donation, you should provide them with the best way to give to your organization or campaign.

TIP

When doing a fundraising campaign, be mindful of your language that can
indicate program specific support or general operating support. You do not want to be misleading, but you do want to craft your language carefully if your organization needs General Operating Support (GOS).

 

Planning for cultivation


Many fundraising databases allow for tracking this level of contacts or “moves management” with regards to individual donors. Otherwise, it can easily be tracked in Excel if it’s limited to a reasonable number of prospective donors.

“In general, whoever is managing the major donor list for the organization should be making a monthly pass through all prospects being cultivated and determine if the time is ripe to officially solicit them. In some organizations, though, almost all major gifts solicitations happen during specific campaigns, in which case this evaluation should happen during the preparation for the campaign.”

 

Moves Management Plan

“Moves management is the process of identifying and classifying your constituents or donors in an attempt to “move” them along to a higher level of giving or engagement. Parts of the process have also been defined as donor stewardship or strategic nonprofit communication. The ‘moves’ in moves management are the activities or actions that your nonprofit or organization uses to collect new donors and create long-lasting donor relationships. These are both cultivation activities and proof of deeper forms of engagement.” It's often described as a process that moves a prospect from "cultivation" to "solicitation" to "stewardship."


Using a Moves Management Plan allows you to map out your engagement strategy at a high level. As you or your team dives deeper into the plan, you can begin to assign specific tasks and activities to individuals. For more advanced CRM functions, you can input your Moves Management Strategy so it keeps track of donors.

Refer to template attachment.

Developing an Engagement Plan

Once you set up your overarching vision for how you want to set up your midlevel/major giving program, you have an overview of your moves management strategy (that includes cultivation tactics), and you want to begin implementing your tactics by mapping out the specifics to engage your donors. Engaging donors effectively is essential for non-profit organizations, schools, and other entities that rely on philanthropic support. An effective donor engagement plan can deepen relationships, increase giving, and cultivate long-term commitment.


Refer to template attachment.

TIP

People who are active in a nonprofit’s texting program are 60-90% more likely to
donate than those who only receive emails.

Solicitation of Gifts

1:1 In-Person Meeting

The absolute best practice for major donor solicitations is the personal meeting in-
person between development staff or the Executive Director and a prospect.

Sometimes, the prospect will be a couple. This is why it is important to know spouses
and family members should the information be available when doing your initial
donor research. It feels great when people remember things about you, let alone your
family.
There are times when the designated fundraising individual may wish to bring along
a second organizational representative, a topic discussed below.


“The essential point is that in-person meetings with a single ask are the most likely to
generate donations, most likely to generate larger donations, and most likely to
strengthen personal relationships for the long run.”

 

TIP

For prospects who have never left a major gift before, the average cultivation process can take six months or longer. This should include at least three to five meetings or exclusive events. If your prospect is already involved with your organization, it’ll probably take less time to get to an ask.

What happens at a donor visit?

The recommended structure for a major donor solicitation meeting follows:


1. A warm welcome that feels like a friend and not a sales representative

2. Share your personal story, briefly

Ex: Thanks for taking the time out of your busy schedule to connect with me
today. Before we dive into what THE ORGANIZATION is focused on, I wanted to
share with you why I’m personally motivated to be involved with
ORGANIZATION. (if this has not happened yet).

3. After creating a quick space for you to share, ask them what their story is. Listen with intention and ask questions. Listening intently will allow you to quickly make mental notes and convey the appropriate programs they may be interested in.

Potential opening and follow-up questions:


[FOR POTENTIAL FIRST-TIME DONORS]
"How did you first become interested in . . .”[SOMETHING RELATED TO THE MISSION OF THE ORGANIZATION]
"How did you first become interested in . . . "SOMETHING ELSE ABOUT THEM –E.G. THEIR BUSINESS, A CAREER, HOBBY, ETC.].

[IF A CURRENT DONOR]
"What inspired you to donate to the organization?"
"What do you like most about our work?"
"What other organizations do you support?"
"What do you try to accomplish with your philanthropic donations?"

4. Begin to build your verbal case statement tell the stories in this order:

A. Why Do you exist: the problem the organization is resolving

B. Solution/Success story: evidence the organization can address the problem

C. Urgency/ story: why give more now

 5. Immediately after the Urgency story, ask for support

  • Ask for a specific amount
  • Don't by wishy washy, be firm and confident
  • Make Eye contact
  • Ask and Stop talking
  • Wait for the response

6. If yes: thank them for their commitment and work with the donor to determine when they will give. Donor Advised Funds (DAF) have become popular giving vehicles due to tax benefits. In the past, this guide would advise you to have them complete a check or fill out credit card information on the spot. However, in addition to doing that, it has become a bit more of a norm for donors to notify their Donor Advisors who will then request Wire/ACH information. Additionally, major donors still like to write checks. That said, if they do not have their checkbook with them, in your follow up email or call with them, be sure to provide them with the best mailing address.

7. If Maybe or "I'll have to think about it a bit more": Politely ask open-ended questions such as, "what programs best resonate with you?" "Do you have any thoughts about what you think our organization should be doing?" "What do you think about our strategic plan?"

This is another opportunity to listen closely and speak directly to their interests and how your organization is resolving it. Then, make an ask again for the same or lesser dollar amount.

Avoid asking them, "what questions do you have for me?" It is best to keep the donor talking more and you talking less. 

8. If there is still uncertainty, that is fine. Just simply ask if it is ok for you to get back with them in a week via phone to see what they have decided. If you try to follow up in an email, it gives them an opportunity to politely decline your ask. 

9. End your visit with asking for referrals if they feel someone else may be interested in their work, request if they can introduce you to them, and confirm any follow-up dates and next steps. 

10. Thank the donor, thank the donor, thank the donor. You can also send a handwritten thank you card within 24 hours if capacity exists, and then you can send a formal acknowledgement when the gift is received.

11. Enter meeting notes in CRM and and continue developing out a plan.

Include date, what was discussed, what programs were of interest, how much you asked for, what their response was, any additional information you acquired from learning more about the donor.

Include the script/outline you used for your meeting. Aside from the sample outline, it is best your organization create a Standard Operating Procedure (SOP) related to Major Donor meetings with suggested language

where to meet prospects

Overall, setting meetings with prospects is designed to get to know them better, have them get to know you better, have them better understand how the organization’s work matches up with their values, and to ask for their support.

Given those goals, the major area of concern would be if the location is not sufficiently private for people to feel comfortable discussing their values or their money. The venue shouldn’t be so noisy that it interferes with the flow of the conversation. That said, many people opt for coffee shops. Try to find a coffee shop that has a private area to have a conversation. Or people suggest breakfast, lunch, or an early dinner. Again, try to find something small or equivalent to fine dining where restaurants tend to be quieter.

It is not abnormal to ask to meet prospects at their home or their business office. The question can be posed as: “I’d be happy to meet you at your home or work if that’s convenient to you, or we can figure out some other option.” If no option is selected 
choose to meet them at their home.

Who picks the tab up?


Standard Practice: Typically, if the nonprofit or organization invites a donor to a meal or event to discuss potential gifts or partnerships, it's common for the inviting organization to pick up the tab as a courtesy.

Setting and Expectation: If it's a more casual, mutually-agreed-upon meeting, the dynamics might differ. In some cases, major donors might insist on picking up the tab, especially if they feel strongly about not having their potential gift diminished by the cost of the meal.

Transparency and Trust: It's always crucial to be transparent. If there's ever any uncertainty about who should cover the cost, it's best to discuss it openly. Trust is a significant factor in donor relations, and these small gestures can either build or undermine that trust.

Budget Considerations: For some smaller nonprofits, budget constraints might make it challenging to cover the costs of upscale meals or events. In these cases, it might be more appropriate to have meetings in a more modest setting or to be upfront with
donors about the organization's financial situation.

Cultural and Regional Practices: In some cultures, and regions, there are specific practices or expectations about who should pay in a business or philanthropic setting. Being aware of these norms can help navigate these situations more gracefully.

In any situation, open communication and a clear understanding of both parties' expectations are essential. Regardless of who pays, the primary focus should always be on the shared goals and the potential impact of the partnership or donation.

Tip #1: Never assume they will pay
Tip #2: Avoid offering to split the tab
Tip #3: The person who invites you to the meal, is often the one who pays for the meal

Overcoming the fear of the ask as a BIPOC Fundraiser


It is not uncommon for fundraisers to experience discomfort when asking for donations. As a BIPOC fundraiser, the challenge of asking for money can be compounded by systemic disparities and cultural stigmas. The challenges to raise money may look different from a cis-

White males or women have the privilege of accessing wealthy individuals and acquiring trust more quickly due to race alone.
Additionally, class is a consideration when raising money, and if some members of your staff identify as coming from a poor or middle-class background, conversations about money can be taboo and uncomfortable (Loaded: Money, Psychology, and How to Get Ahead without Leaving Your Values Behind).

It is true, raising money as a BIPOC fundraiser IS harder. Some donors want you to “prove” yourself and ask a myriad of questions, requiring you to work harder than your white counterparts because implicit bias can exist, and trust does not.

Although you cannot control how people view or respond to you, here are some strategies you have control of:

Psychological Preparation:

Know Your Value: Understand that your identity adds value to your
organization, community, or project. Having a clear sense of your worth can
help you approach the request with confidence.

Shift Perspective: Instead of seeing the ask as a personal favor, see it as an opportunity for the donor to become a part of something significant.

Work on Self-Confidence: Whether it's through self-affirmation or talking to a mentor, boosting your confidence will make you more comfortable making a major ask.

Knowledge is Power: Arm yourself with all relevant information about the project, its impact, and how the potential donor can make a difference. When you’re confident about what you’re presenting, it can offset some of the fear.

Practice, Practice, Practice: This is necessary. Role-play with a colleague or mentor. Get comfortable hearing your voice ask for the gift and refine your pitch.

Personal Connection: Remember that fundraising is about relationships. Connect with potential donors on a personal level, focusing on shared goals and the positive impact of their potential contribution.

Affirmation: Remind yourself of the value and worth you bring to the table, and the importance of the cause you're championing. Consider getting an affirmation card deck.

Seek Mentorship: Look for mentors who have experience in major gift fundraising. Their experiences, advice, and support can be invaluable.

Addressing Biases: If you face biases, directly or indirectly, it's essential to have a strategy. Depending on the situation, you can either address it head-on, or if it's more subtle, you can note it and strategize about how to navigate or mitigate it in the future.

Join Networks: Engage in professional networks or affinity groups for BIPOC fundraisers. This can be a supportive space to share experiences, get advice, and find allies.

Visualize Success: Imagine a successful solicitation. This helps to reduce anxiety and builds your confidence.

Self-Care: We do not often think about Healing Justice in fundraising, but it is necessary for BIPOC fundraisers. Remember to take care of your emotional and mental well-being. Dealing with systemic issues, biases, or microaggressions can be draining. Find ways to recharge.

Feedback: After each major gift solicitation, evaluate what went well and what could have been better. This constant reflection will make you more adept over time.

Perhaps create a self-feedback form that you can use to measure your progress over time. This may help to create a professional development plan if you may need coaching in certain areas.

Persistence: Rejections will happen, irrespective of who you are. Don't take it personally and persevere. Prospects will say “no” at least half of the time. Sometimes “no” means “not right now” which is why it is important to follow up at a later date.

Remember, as a fundraiser, your role is to be an advocate for your cause. The passion and conviction with which you approach potential donors can have a significant impact. Focus on the change that the donation can bring about rather than on the act of asking.

Scheduling Meetings
For many of those new to midlevel and major donor fundraising, the number one complaint is that people won’t set meetings or reply. Note, midlevel donors tend to be more responsive.

That isn’t because donors don’t care about your organization. Even if properly cultivated, most prospective donors lead busy lives with family and professional obligations like the rest of us and like many of us when asked something, our first inclination is to say no which as we learned before, may also just mean “not right now.”

Obtaining successful meetings mostly come from getting to the point and asking them via the telephone (as opposed to email or text but this primarily depends on your donor audience).


Here are some things to remember:


1. Before you call, have clarity whether you’re asking to meet with an individual or a couple.

2. Remember that the donor will benefit from the visit. You are offering them an exchange a chance to invest in something they care about. This is especially important if you are a c4 organization or fundraising for a PAC where there are not tax benefits to the donation.

3. Call/Email at least 2-3 times. If calling, try not to leave a message and attempt to call a different time of the day.

4. After a few attempts to call, it is ok to leave a message. ““Hi, it’s YOUR NAME. I’ve been trying to reach you to talk about ORGANIZATION NAME and share some brief updates with you. I will try to catch you at a better time.” They may or may not call you back. Or alternatively, you’ve set an expectation that makes it okay for you to keep calling.


What do you say when you do get them on the phone?


1. Brief personal check-in if appropriate according to your relationship

2. Thank them for their past donations, participation if a volunteer, showing up at an event (important to keep guest lists), etc.

3. Put the request in the donor’s perspective: “I think you’ll be reallyexcited/interested to hear about what we’re working on. I’m really interested in hearing what you think and would love to see if you’d like to support us financially this year.”

4. Ask for a specific date/time. “I’m meeting with donors on DATE. Do you have time that AFTERNOON/MORNING/EVENING at [Insert time]?” (This sets the assumption that of course they want to meet and it’s just a matter of when).
5. Expect them to initially decline. They may say “I’m too busy, “or “don’t waste your time on me, I’ll donate anyway.” Your response can resemble something like: “I understand. It seems everyone’s busy these days, but I’d really like the opportunity to catch up in-person and get your perspective. We can keep it short – just 20-30 minutes if you prefer. I don’t want to take up too much of your time.”

 

Secondary Solicitation methods if Unable to Secure A Meeting

If after an appropriate period of pursuing a donation, you are simply unable to secure a meeting, either because you could not reach them or they said no to a meeting, you should pursue a secondary solicitation method.

    1. Invite them to Your Events: Perhaps a signature fundraising event for the organization, it may be appropriate.

    2. End Of Year Fundraising Letter: Provide a personalized version of a year-end fundraising appeal specifically targeted at major donor prospects. If you do this, please be sure to enclose hand-written notes and mail the letter in a hand- addressed envelope to maximize the odds it is opened. Bonus points if you make your EOY direct mail campaign a packet that includes a 1-pager graphically pleasing update, an appeal, a giving envelope.

Alternatively, you may decide to not make a secondary request because you really feel an in- person meeting is most appropriate to unlocking a large gift. If that is the case, push the request off for 6-12 months and then add them back to your solicitation calendar for the later period.

Regardless of the next step chosen, you should update your major donor plan to reflect the choice and assign the task to whoever makes sense.

Sometimes it is geographically unrealistic to meet them in person. This is especially true for national organizations. In that case, try to push for a call again if some time has lapsed.

Rule of Thumb: Sometimes the prospect is at the low end of your major donor scale, with little capacity to upgrade, and you are solely seeking to renew their support. This is appropriate for a couple years in a row, but you should try to meet with them every third year at a minimum.

Last, if you have a special project to fund and time urgency is leading you to pursue a few prospects quickly, there may be no time to set up personal meetings and instead, you may opt for a funder briefing or sending out a thoughtgul memos that conveys urgency, impact, and a dollar amount.

Donor benefits of giving to a 501 (C4)

What is a 501(c4)?

“501(c)(4) entities are not tax-deductible for the individual or corporation making the donation. These organizations may engage in political lobbying and political campaign activities. This includes donations to political committees that support or oppose ballot measures, bond issues, recalls or referenda.”

As you are meeting with donors to raise c3, tax-deductible donations, and the relationship exists, you may want to consider asking donors if they can split their gift and give a portion to your c4 if you have another entity.

Potential benefits of donors who give to 501 (C4) organizations

  • Advocacy and Lobbying: Unlike 501 (c)(3) organizations, which have strict limits on their lobbying activities, 501 (c)(4) organizations can engage in an unlimited amount of lobbying as long as its related to their mission. This means that donors who are passionate about a particular issue can support an organization that can more aggressively lobby for policy changes.
  • Electioneering: While 501 (c)(4) organizations cannot directly or indirectly participate in political campaigns on behalf of or in opposition to any candidate for public office, they can engage in certain non-partisan political activities. This might include voter registration drives, issue advocacy, or certain forms of political education.
  • Anonymity: Unlike political contributions to candidates, PACs, or parties, contributions to 501 (c4) organizations can remain anonymous. This might appeal to donors who wish to support contentious or sensitive causes without publicizing their support.
  • Social Capital and Networking: Donating to a 501 (c4) can provide access to events, networks, or other individuals who share similar views or interests. This can be valuable for individuals seeking to build relationships or connections in certain circles.
  • Supporting Social Welfare: By definition, 501 (C4) organizations are supposed to promote social welfare. Donors might choose to give to these organizations because they believe in the broader mission or goals of the group, even if they don't receive tax deduction.
  • Flexible Use of Funds: Since 501(c)(4) organizations don't have the same restrictions as 501 (c)(3) groups, they can often use funds more flexibly, whether that's for lobbying, grassroots campaigns, or other forms of advocacy.

Virtual meetings with donors

During and after the 2020 Pandemic, Zoom, Google Meet, and other forms of virtual communication became a new normal and meeting in-person was completely out of the question. This began an ongoing cultivation and solicitation experiment with individual donors related to incorporating best practices and strategies for raising money both virtually, and as time went on, groups began sharing tactics about how best to raise money with a hybrid approach. Hybrid, in this context, means the combination of virtual and in-person meetings.

One of the initial challenges people proposed is trying to schedule a meeting with prospective donors. The best practice to grab time with them is the same way you would an in-person meeting -- by picking up the phone and calling to request it. You could email a meeting request as well, but it could make it easier for them to politely decline you or not treat your email as urgent. A general rule of thumb is that you should absolutely not take a non-response as a no. The goal is to avoid no’s and rejections at all cost, and to instead, try to push for alternative times to keep possibilities open.

Initially, that may seem odd to do, but in the spirit of having a hybrid and more humane approach, getting on the phone to quickly touch base is an early and light touchpoint that probes your future conversation that could result in a more favorable response.

sAMPLE VIRTUAL MEETING AGENDA OUTLINE FOR EXISTING DONOR

Meeting Agenda: Major Donor Call
Date: [Insert Date]
Time: [Insert Time]
Duration: [Specify Duration] (e.g., 1 hour)
Platform: [Specify Platform] (e.g., Zoom, Microsoft Teams, Phone)


Opening (5 minutes)

• Greetings and introductions (if new members are present)
• Briefly state the purpose of the call

Acknowledgement and Appreciation (5 minutes)

• Express gratitude for the donor's previous support and commitment
• Highlight impact: Briefly mention the projects or initiatives funded by the donor's contribution, showcasing the positive outcomes and success stories

Updates and Progress (10 minutes)

• Share recent successes, milestones achieved, and overall impact of the organization
• Discuss challenges faced and solutions implemented
• Include any relevant data or stories that demonstrate impact

Future Plans and Visions (10 minutes)


• Briefly describe upcoming projects, initiatives, or campaigns
• Discuss potential areas where the donor's support could make a significant
difference


Feedback and Insights from the Donor (10 minutes)


• Encourage the donor to share thoughts, feelings, and insights about the projects and the organization
• Address any concerns, questions, or feedback the donor might have Discussing Further Involvement (10 minutes)
• Explore opportunities for further engagement, such as attending events, site visits, or becoming involved in specific projects
• Discuss potential for additional financial support or a commitment to future giving

Additional Partnership Opportunities (5 minutes)

• Mention if there are any other ways the donor can assist, such as through connections, expertise, volunteering, or in-kind donations

Questions and Answers (10 minutes)


• Allow the donor to ask any further questions or seek clarifications

Closing (5 minutes)

• Reiterate gratitude for the donor's continued support

• Confirm next steps or action items

• Set the date/time for the next meeting or touchpoint, if relevant

Tip: Start the call by thanking them. For past donations. For past volunteering. For something else they’ve done in the community

Tip: Make clear you’re looking for their input and to see how they can help.

Tip: Because it is a virtual call, feel free to create a quick PowerPoint to help them follow along which also helps you to keep pace

Some potential language to use: “I’m trying to stay engaged with our donors and it really helps me to have face to face communications. Would you be open to doing a zoom or google hangout with me next Thursday to learn about what we’re up to, give us feedback, and figure out if now’s a good time for you to support the work?”

Based on what you know about the donor, you could pitch this as a virtual coffee/tea or a virtual happy hour (if you believe it that approach is appropriate for the donor).

Tip: When scheduling time, notice the suggested language is to ask for a specific date. Use the “assumption of yes” to focus their attention on when to meet, not whether to meet. They are less likely to decline when you frame your question in this way.

Be prepared to re-ask if they initially decline to schedule a meeting. If they ask you to email them something, you can say: “I’d be happy to email you our recent briefing that discusses our Kentucky State c4 plans, but I’d really appreciate the chance to talk in more depth. It’s important for me to speak with potential supporters to get feedback on what our partners are doing.

If they say they’re already planning on giving and it would be a waste of your time, say:

“Thanks, but in no way would it be a waste of my time. Meeting our supporters is one of the things that keeps me excited about being involved with ORGANIZATION. We're at a critical juncture and we think it's important to talk with our supporters as we enlist your renewed support. Can you make a little time on [DATE]?

This approach seems very pushy, and in some ways, it is. However, raising money is a form of sales and selling. Use your own discernment to determine if it is good to keep pushing for a virtual call. If a major donor has already committed to give, maybe it is best to send a follow up email with additional information and then try to follow up again with a call after that at a better date and time.

Assuming you get to yes, ask: “While we can do this as a phone meeting, I much prefer to do a 30 minute zoom or google video call. Does one of those options work for you?”

Depending on who you are engaging with, you do not want to take up a lot of time. It is imperative that you structure your meeting agenda to be impactful, clear, and concise.

Then send them a follow-up email confirming the appointment and include the link for the meeting, as well as send a calendar invite. BE SURE TO INCLUDE THEM ON THE INVITE. Being in virtual spaces for extended periods at a time, it is natural to be forgetful of the little things. Double and triple check you have added the donor to your invite.

Tip: In the event you call a donor, try calling 1-2 times without leaving a message. After that, leave a short message: “Hi, this is FIRST NAME with ORGANIZATION NAME. I’ve been trying to reach you to set up a time to have a longer chat, not to take up too much of your time. There are some exciting things happening and I would love to provide you with an update. I’ll keep trying to catch you at a good time.” You may discover they will call you back from this. This also gives you license to keep calling them without it appearing that you’re stalking them.

1. Send a reminder email with the log-on info the day before and automate your calendar invite to have at least a 10 minute reminder.
2. Log on 5 minutes early to make sure everything’s working.
3. Make sure you have adequate light for the time of day.
4. Have the background be professional, but it’s okay if there’s a personal touch. Try to avoid vacation backgrounds and opt for a home-like or logo background
5. Dress professionally or semi-professionally, appropriate for the donor in
question based on what you know about them.
6. Before doing your first such meeting, test out your sound
7. Have water or your preferred beverage in case your mouth gets dry. Or, as noted above, you could make coffee, tea, or some other libation a theme of the meeting that comes up in the conversation
8. Talk looking at the camera and not your own face on your screen. This often goes missed but practice doing this if you do not already.
9. Don’t freak out if you have a partner, child, or a pet that interrupts the call. It will just make you seem more human and most people are incredibly understanding.
10 Be prepared with a plan B should technology fail. Example,if your wifi goes out due to a local storm, plan on giving them a phone call during the same time and pivot as quickly as you possibly can. 
11. Smile, speak clearly, don’t overdue your energy and don’t underdo it either. Be relaxed and be prepared to listen and take notes 

For donors with a longer history of support, if the economy is making things challenging for your organization, be up front with them about your gaps and needs. Be clear that the organization needs to lean especially hard on its most loyal supporters in the next 2-3 years to emerge in a position to continue making a difference for YOUR CAUSE/ISSUE/POPULATION SERVED.

Beyond this tactical advice, think hard about how to convey empathy in your communications with donors.

Stewardship

Once they’ve donated, you want them to have an ongoing, steadily deepening relationship with both you and the organization, so you should steward that relationship.


Stewardship requires repetition in gratitude.


For anyone who’s taken the time to meet in person with you, that means a handwritten thank you. Even for major gifts that otherwise come in, a handwritten thank you is advisable. The alternative: a phone call thank you when the gift comes in.
Be sure to include any information appropriate for tax purposes in their acknowledgement letter.


Good stewardship and good cultivation are very closely related in tactics.

As with cultivation, the overriding goal is to:
1. Strengthen the personal relationship between the prospect and the most likely next solicitor
2. Educate the prospect about the work you do and its importance
3. Keep your fundraising community centric which means, you want them to see themselves as part of the organization rather than just a financial supporter and
frame your work as “we” or “partner”

  1. Create a branded program to recognize and generate community among major donors. You can come up with a unique name such as, a “Leadership Circle” or “Young Donors Council.” A donor belongs to this when they give annually at greater than whatever dollar figure is your threshold. Those within the program should ideally receive at least a couple communications per year specifically aimed at them. Whether or not you have a branded program, major donors should ideally be given one or two opportunities a year to attend a non- fundraising event. The point of these events is to give them opportunities to engage with leadership, community leaders, and each other. As with cultivation, if they attend these events, it’s important to use the opportunity to get to know them and not just talk at them.

  2. Ask for advice. As with cultivation, this can be online, as part of small listening sessions, or in a more formal setting like strategic or program planning.

  3. Ask them to volunteer. They could be on a committee, task force, and perhaps even work their way up to serving on the board

  4. Give your donors recognition. You can recognize them as an awards ceremony for a fundraising or non-fundraising event, an annual report, website,

TIP: If your donor has a unique name, set up a Google news alert to automatically email you if they are mentioned in the news. This is a great way of keepping up with your portfolio and adding in any links to their donor profile.

 

Planned Giving

Legacy gifts are an extremely valuable source of income for many nonprofits and are typically a part of legacy organizations. However, should your organization continue to experience growth and you have donors that are interested in planned giving, it would behoove you to begin setting up infrastructure to support legacy gifts. Most legacy gifts come in the form of a bequest in a donor’s will or in a designation to a charity as part of a retirement plan or life insurance.

Given the level of wealth transfer likely to happen in the next 30 years as existing donors die, organizations should seriously consider a systematic effort to secure them and begin embedding planned giving strategies as part of their development strategic plans.

A primer on legacy giving is beyond the scope of this toolkit. However, three implications should be explicitly considered for major donor fundraising if planned giving is to be systematically pursued.

  1. During planning, an additional step needs to be used to identify who among the prospects should be talked to about a legacy gift. (Not every prospect for legacy gifts will be a major donor, though, since many legacy gifts come from donors who have given for a long period of time at lower levels).

  2. Those doing soliciting will need training on the appropriate way to introduce a legacy gift ask into the major donor meeting.

  3. The fundraising database will need the capacity to track who has informed the organization that a legacy gift is in their plans.

Building a Team to Support Midlevel and Major Donors

In nearly every successful major donor program for a small or midsize nonprofit, the Executive Director plays a significant role as a solicitor of major gits because they often have a stronger and longer lasting relationships. In most instances, where there is no Development Director, the Executive Director is also leading on planning for major donor fundraising and coordination. 

Staff can have different titles (Individual Giving Manager, Donor Advisor, Individual Giving Director, Development Coordinator, etc.) but in most highly functioning major donor programs, someone is responsible for various roles, such as: planning, coordination, research, database maintenance, events, materials, follow-up, etc. The challenge for most organizations is when the major donor fundraising team is limited to Executive Directors and development-specific staff. Boards, volunteers, and other program staff also play critical roles with major donor fundraising when all is going well.

 

bOARDS AND MAJOR DONOR FUNDRAISING

Assuming your board has made a conscious decision that it will play a role in raising money, some piece of that work should be directed at major donor fundraising. Here are nine strategies to maximize the effectiveness of that effort:

  1. A clear vision of the desired organizational future –Whether from a strategic plan or otherwise, boards raise more money when they feel excited by a future vision that identifies what more the organization could do with additional funds. Of course, sometimes organizations are just raising money to hold things steady. Even in these cases, though, it’s helpful to identify some examples of organizational progress that you are aiming to achieve.

  2. Clear responsibilities – Preferably in a written statement of board responsibilities that is
    shown to a board member as they are recruited. There should be no surprises when board members are asked to participate in major donor fundraising.

  3. Training – Make sure the board has adequate training to tell their own and the organization’s stories and to feel comfortable making asks.

  4. Campaigns – You may not use the term “campaigns,” but conducting the board’s major donor work via specific time periods of more intense work with a dollar goal usually yields better results than a generalized “help us out” mantra that lasts the entire year.

  5. Transparency – Boards tend to function better with major donor fundraising if it’s not a mystery who's doing what, with all the information flowing solely between individual board members and development staff.

  6. Relationships - The coordinator of the board's major donor work must have good relationships with board members. If a Development Director is to manage plan implementation, he or she shouldl have direct communications with board members and should play a substantive role at board meetings. If an Executive Director excludes Development Directors from being involved in this way, it will hamstring their ability to create and implement a plan.

  1. Accountability – If boards take on a specific fundraising responsibility, there should be some degree of peer pressure accountability for those who fail to try, ultimately leading to not re-nominating them if they fail to meet explicit board responsibilities.

  2. Variety in roles – Not everyone has to be the solicitor for success. It may be that some of your board members instead play key roles with identification, cultivation, or stewardship. The challenge: if everyone opts for non-solicitation roles, it will lead to a shortage of asking.

 

Board and major donor fundraising are critical components of a nonprofit's development strategy. Effectively engaging with both can significantly bolster an organization's financial stability. Below are ways to develop your board to equip them with the appropriate tools to do fundraising.

Board Fundraising:

  • Role Definition: Ensure that board members understand their fundraising role. This can range from making personal contributions, leveraging their networks, hosting fundraising events, to directly soliciting donations.

  • Training: Provide regular fundraising training for board members, keeping them updated about the organization's needs and teaching them how to tell its story compellingly.

  • Commitment: Encourage board members to make their own annual gifts.

  • Involvement: Engage board members in the cultivation process. They can host

    events, introduce the organization to potential donors, and thank donors.

    Remember, successful board and major donor fundraising is a combination of art and science. It requires a strategic approach, the skills to build and maintain relationships, and the ability to communicate impact compellingly.

    Fundraising by a board for a nonprofit is essential for the organization's financial health and can take on various forms. Here's a breakdown of how boards can fundraise effectively:

1. Personal Giving: Lead by Example: Every board member should make an annual gift to the organization. Their personal commitment sets a precedent and can often be used as a benchmark for other donors.

  1. Leverage Networks: Personal Contacts: Board members can introduce the nonprofit to their networks, including friends, family, colleagues, and business associates.

  2. Corporate Connections: Board members with ties to corporations can introduce sponsorship opportunities, corporate donations, or employee giving programs.

  3. Matching Gifts: Some board members might work for companies that have a matching gift program. They can lead the way by getting their donations matched and encouraging others to do the same.

  4. Events: Host or Co-host: Board members can host fundraising events, ranging from intimate dinners to larger galas, leveraging their personal and professional networks. Ticket Sales: They can sell tickets or tables for fundraising events

  5. Sponsorships: Board members can help secure event sponsors, either through their businesses or connections.

 Non-Development Staff

What about other “non-fundraising” organizational staff and their role with major donors?
Involving staff who work on programs has some clear advantages. It takes advantage of their relationships. It takes advantage of their ability to tell first-hand stories about the organization’s effectiveness and are therefore incredibly useful when explaining detailed aspects of your organization’s programs.

To successfully involve non-fundraising staff, organizations should be explicit in their job description that it's part of their responsibility, even if it’s clearly identified as just occasional. Staff also will need training. Note, some program directors are responsible for obtaining their own funding to run their program so in that case, some program directors have fundraising goals. In other instances, being a part of “fundraising efforts” can be staff members participating in communications development such as writing blogs, add feedback in memo’s if there is state-specific work, etc.

You should ultimately create a culture in which the involvement of program staff in fundraising is expected and seen as part and parcel of their work, not a distraction.

 

Prospecting and Planning Tools

Wealth screening tools help nonprofit organizations and institutions identify and prioritize potential major donors by evaluating their financial capacity, philanthropic tendencies, and connection to the organization. These tools analyze data from various sources to give a comprehensive view of a donor's wealth, giving history, and propensity to give. Here are some of the popular wealth screening tools available.

When selecting a wealth screening tool, it's essential to consider factors such as the depth and accuracy of data, the ease of use, integration capabilities with existing donor management systems, and cost. It's also a good practice to periodically validate and clean your data to ensure that you're working with the most accurate and up-to-date information.

Now, many groups, particularly at the grassroots level, may not have the funds to utilize some of these wealth screening tools. It is perfectly fine to use an Excel spreadsheet, as many established groups still use, and use Google and word of mouth/relationships. Will Google take longer? Potentially, but you also may find more information while surfing the internet that some wealth management tools may not have.

WealthEngine  This is one of the most popular tools. It uses data from over 60 sources to provide info about a donor's wealth, giving history, real estate holdings, and more.

DonorSearch  This tool focuses on philanthropic history as an indicator of future giving potential. It also provides information about a donor's wealth, business affiliations, and board memberships.

Blackbaud Target Analytics  A product of Blackbaud, this tool offers a range of prospect research solutions including wealth screenings, custom modeling, and data enrichment services.

iWave  iWave compiles philanthropic and wealth info on donors, allowing organizations to understand their capacity, propensity, and affinity to give.

Windfall  This tool specifically focuses on identifying affluent US-based individuals with a net worth of $1 million or more.

Prospect Visual  This tool emphasizes relationship mapping, helping organizations understand the connections between prospects and current donors or board members.

Data Axle (formerly known as InfoGroup)  While not strictly a wealth screening tool, Data Axle provides extensive data on businesses and individuals, which can be useful for prospect research.

LexisNexis for Development Professionals  This tool pulls data from numerous sources to provide information about an individual's assets, business ties, and philanthropic activities.

 

When selecting a wealth screening tool, it's essential to consider factors such as the depth and accuracy of data, the ease of use, integration capabilities with existing donor management systems, and cost. It's also a good practice to periodically validate and clean your data to ensure that you're working with the most accurate and up-to- date information.

Now, many groups, particularly at the grassroots level, may not have the funds to utilize some of these wealth screening tools. It is perfectly fine to use an Excel spreadsheet, as many established groups still use, and use Google and word of mouth/relationships. Will Google take longer? Potentially, but you also may find more information while surfing the internet that some wealth management tools may not have.

Customer relationship management (Crm) tools

Customer Relationship Management (CRM) tools have become increasingly essential for nonprofits as they seek to manage donor relationships, track fundraising efforts, and streamline operations. Progressive nonprofits are no exception. These organizations often aim to maximize their social impact through better engagement with supporters and efficient management of resources.In the nonprofit sector, there are quite a few customer relationship management (CRM) tools available and you can speak with client service representatives to find the best option for your organization.

When selecting a CRM, progressive nonprofits should consider the platform's flexibility, scalability, integration capabilities, and pricing structure. Given the evolving nature of progressive causes and campaigns, it's also beneficial to look for CRM tools that offer features to engage younger audiences, like integrated social media management and peer-to-peer fundraising capabilities.

Salesforce Nonprofit Success Pack (NPSP)  Salesforce offers this tailored CRM solution for nonprofits. It helps organizations track donors, volunteers, and beneficiaries and
integrates well with various fundraising tools. The NPSP is highly customizable and can be adapted to suit the unique needs of progressive nonprofits.

Blackbaud Raiser's Edge NXT  A comprehensive solution geared towards fundraising and donor management, it's especially useful for larger nonprofits looking to handle
complex donor relationships.

NeonCRM  This cloud-based CRM is designed for nonprofits of all sizes. It includes donor management, membership applications, event registration, and more.

EveryAction  It's especially popular among progressive political campaigns and nonprofits. It offers donor management, digital fundraising, advocacy campaigns,
volunteer management, and more in a unified platform.

CiviCRM  An open-source CRM developed specifically for nonprofits. CiviCRM offers constituent management, event management, email marketing, and more. It's customizable and can be integrated with platforms like WordPress, Drupal, and Joomla.

Bloomerang  A newer entrant in the CRM space, Bloomerang focuses on donor retention. It provides insights into donor engagement and tracks interactions to help
nonprofits understand and retain their supporters.

Salsa Labs  It offers two primary products - Salsa Engage (for marketing automation, fundraising, and advocacy) and Salsa CRM (for donor management). This platform is ideal for progressive nonprofits looking to engage their audience both online and offline.

Kindful It provides donor management with integrated fundraising tools and analytics. It also integrates easily with many other software solutions used by nonprofits.

DonorPerfect A fundraising software that offers donor management, event registration, and other necessary tools for nonprofits. The platform is customizable and scalable.

Zoho CRM for Nonprofits  While Zoho CRM is primarily a tool for businesses, they offer special pricing for nonprofits. It's versatile and can be adapted for various nonprofit
requirements.