Silent Partners

Silent Partner: Graphic Artist Brian Batsch

There has been a noticeable change in what one would call “donor management” over the last several years, or donor mismanagement, as may be the case.  There is a need to revitalize and invest in donor management if a charity expects to reap results. For a charity to determine its situation, simply look at what data you have on your donors. Is your data management system rich in valuable data, or bereft of anything of value? Staff come and go, and the data collected needs to be retained to build coherence with donor relationships.

 Batsch Group recently undertook a strategic project with one of our clients, and we may be having more fun than any of the client’s team members! 

The premise of the project was to encourage donor support from non-private or corporate entities by developing a win-win scenario(s).  Having been a sponsor at non-profit events many times ourselves, we have often experienced the ‘give’ but ‘no get.’ It is time for this to change.  Continued support by your corporate donors reflects their sincere interest in your organization beyond just what they “give.”  Securing business support from your donors requires that there be a benefit for both of you.

 Project Corporate Data

 Step 1: Reviewing the Data for Removals

 This particular client had a larger-than-expected number of corporate or business records, including associations, societies, government, small businesses, service clubs, churches, and large organizations.

 Our first task was to pare the database to remove unknown entities, businesses no longer operating, and/or donations with minimal support that had lapsed over several years.  Once these organizations were identified and a final review conducted, those entries were removed from the database.

 Step 2: Defining the Business by Type

 The charity had used terms like “organization” or “service”, or “retail” to classify their business donors, but in reviewing who fell into which category, we determined that the terms used were inadequately defined. We needed to know the type of business, so we categorized each by function. Banks, insurance companies, investment brokers, lawyers, accountants, painters, automobile dealerships, auto parts, plumbers, electricians, construction, industrial, restaurants, bars, hotels and more.

Many more categories were used to better identify what these businesses actually do.  In other words, we wanted to know as much as possible to better understand their client base.

 With these categories in place, we could run reports to see how these various businesses supported the charity.  To make our reporting even more useful, we grouped categories like Trades, which included painters, roofers, plumbers, electricians, etc..

 Step 3: Contact Data – Names, phone numbers and emails

 With the categorizing complete, we then reviewed individual contact information. Sending a letter to ask for a donation addressed to " To Whom It May Concern", does not sound too sincere; names are needed. Who runs these businesses? Are they owners or employees? This was a good task for volunteers and/or board members who knew their community and could ensure contact and address information was complete.

Another important piece is the organisation's email address, as well as those of contacts, so that notifications and updates can be sent.

 Step 4:  Who Does Your Charity Impact?

 How does the charity affect its catchment area? Is it educational, health, seniors, homeless, or family violence? Why is this charity important to its community?

We were once asked to give a presentation at a satellite college in a small town. The staff listened and agreed that they offered an important educational service to their community. When it came to discussing fundraising, staff members' attitudes changed. 'We are not going to beg!" They missed the point, the fact that young people and adults upgrading had the benefit of the college, begging was not the situation, but rather collaborative support, as both the college and residents in surrounding communities benefited.

 Who are the stakeholders and businesses that benefit from the charity's presence in the community? How can you engage with these parties to benefit them both?

 Personally, I have always considered fundraising work an entrepreneurial activity.

Step 5: Recognition

 Recognition doesn’t need to be tied to an event or a donor board. It can be something as simple as:

Donors have something they can hang in their office or waiting room to show they support a charity.

• Benefit – this enhances the donor from the perspective of their customers

• Benefit – it introduces the charity to new potential donors

Donors can be listed on the charity's website with something as simple as:

• “Please know these businesses that support our Mission”

• Enable donors to link to your webpage so they can profile your charity on their own webpages as well.

 I share this example. We would provide baked goods for morning coffee when students attended our courses. One evening, I was visiting a client and noted all the lovely buns. I asked where they bought them. 'Oh, they come from a specific Bakery. They give away all their unsold items to charities at closing.' We purchased from this bakery, but had never seen a thank-you message anywhere. This has changed over time; however, the point I am trying to make is that, although we could have purchased baked goods from other stores, we chose to maintain our relationship because this bakery demonstrated its goodwill toward the community.

Step 6: Receipting to Ensure Adherence to CRA Rules

 When you plan to give businesses overt recognition, ensure you record them in a Non-Charitable Receipt.  Promotion of a business is in Canada over a certain level is considered a Benefit by CRA, and businesses that receive a charitable receipt cannot receive any benefit.

This does not mean you cannot record their gift as a donation. Nor does it limit you from putting them on your donor wall under dollar categories. This is a Canadian rule that may not apply to other countries.

 Summary

 Agreed, donor management takes time. It is needs to be an indelible part of your development plan, and it is what fundraising is all about.

• Know your donors and work with them for mutual benefit.

• Well-defined procedures ensure these methodologies are retained and emulated/repeated. 

 Maintenance

 Review Dates in the Donor’s Profile can help ensure that information is kept up to date.

Volunteers can assist with this process. A Corporate Contacts report should provide a full list, by Company, of staff and their contact information.

 Adopt the process of maintaining existing corporate/business/organization data as well as ensuring that when new entries are being added, the data required is complete. Make this a policy that staff are accountable for performing, and include it in job descriptions.