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Melissa Morriss-Olson, Ph.D..  When you hear the word philanthropist, what images or words come to mind?

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Presentation on theme: "Melissa Morriss-Olson, Ph.D..  When you hear the word philanthropist, what images or words come to mind?"— Presentation transcript:

1 Melissa Morriss-Olson, Ph.D.


3  When you hear the word philanthropist, what images or words come to mind?

4  How would you complete this sentence? People I know who give are…..

5  How would you complete this sentence? As a giver, I am…..

6 Fundraising Lessons from Miss N.

7  All people (and organizations) who exert themselves for the well-being of others; who engage in practical and heartfelt benevolence; who donate money and time to causes they believe in so that the world may become a better place.”

8 ◦ There is no “one size fits all” definition of a philanthropist ◦ Philanthropic impulse is innate and plays out differently over time and within specific cultural context—every engagement with a donor is unique. ◦ Fundraising process is more art than science. ◦ It’s all about people!

9  The survival and health of most nonprofits and service organizations depends upon finding enough givers (individual and other) who can be motivated and influenced to give, who are capable of giving the requisite funds, and who can be interested in the purposes and needs to be served.

10  Total giving across the country was up last year by 4.0 percent to $298.42 billion, according to Giving USA 2012.Giving USA 2012  Individuals and families account for 88 percent of all charitable giving, when you combine their gifts and bequests. Corporations account for 5 percent.

11  32% to religious causes  13% to education


13  Stimulus to give influenced by both internal needs and desires as well as external influences.  Key questions for fundraisers: “What can I do to satisfy or enhance these factors within donor prospects? How can these motivations and influences be used to activate volunteers and staff? --Principles of Professional Fundraising, Joseph Mixer (1993)

14  Internal Motivations ◦ Personal or “I” Factors:  Acceptance of self or self-esteem  Achievement  Cognitive interest  Growth  Guilt reduction  Meaning or purpose in life  Personal gain or benefit  Spirituality  Immorality  Survival

15  Internal Motivations ◦ Social or “We” Factors:  Status  Affiliation  Group Endeavor  Interdependence  Altruism  Family and Progeny  Power

16  Internal Motivations ◦ Negative or “They” Factors:  Frustration  Unknown Situations  Insecurity  Fear and Anxiety  Complexity

17  External Influences ◦ Rewards:  Recognition  Personal  Social

18  External Influences ◦ Stimulations:  Human Needs  Personal Request  Vision  Private Initiative  Efficiency and Effectiveness  Tax Deductions

19  External Influences ◦ Situations:  Personal Involvement  Planning and Decision Making  Peer Pressure  Networks  Family Involvement  Culture  Tradition  Role Identity  Disposable Income

20  Determining Why People Do Not Give ◦ Personal Characteristics and Situation Problems ◦ Communication Problems ◦ Reactions to Solicitations ◦ Organizational Image and Shadow Problems

21  Why People Don’t Give ◦ Personal Characteristics and Situation Problems:  Personal preferences  Higher Priorities*  Not Concerned  Not Interested*  Not Involved  Stinginess *most common

22  Why People Don’t Give ◦ Personal Characteristics and Situation Problems:  Contrary Beliefs  Disagree with Mission  Don’t Agree on Policies*  Don’t Believe in Cause*  Don’t Like Programs  Different Work Ethic *most common

23  Why People Don’t Give ◦ Personal Characteristics and Situation Problems:  Finances  Can’t Afford to give*  Fear of Reciprocity  Economic Conditions  Tax Rates *most common

24  Why People Don’t Give ◦ Personal Characteristics and Situation Problems:  Situations  Complexity of Life  Competition  Changing Environment  Outside Local Area

25  Why People Don’t Give ◦ Communication Problems:  Lack of Information  Mission Not Known  Organization Not Known  Others Not Supporting  Need Not Shown*  No Record of Service  No Real Case  No Results Seen* *most common

26  Why People Don’t Give ◦ Communication Problems:  Ineffective Communication  Negative Publicity  Publications Too Slick  Unclear Need  Promotion Too Costly

27  Why People Don’t Give ◦ Reactions to Solicitations:  Manner of Asking  Asked Too Often*  Asked Wrong Way*  Asked for Too Little  Manipulation  Too Many Mailings or Contacts* *most common

28  Why People Don’t Give ◦ Reactions to Solicitations:  Solicitor  Don’t Like or Connect with Asker*  No Obligation to Asker  Used Paid Solicitors  Wrong Person Asking* *most common

29  Why People Don’t Give ◦ Reactions to Solicitations:  Relationship with Prospect  No Personal Contact  No Recognition  Not Appreciated  Not Asked*  No Tradition to Give *most common

30  Why People Don’t Give ◦ Reactions to Solicitations:  Timing  Already Gave  Asked Too Late or Too Early  Wrong Time *most common

31  Why People Don’t Give ◦ Organizational Image or Shadow Problems:  Perceptions of Poor Organizational Behavior  Active Mistrust  High Administrative Costs  Agency Too Rich  Bad Experience  Poor Reputation  Services Cost Too Much  Duplication of Services  Government Involvement  Taxes Pay for Services

32  Why People Don’t Give ◦ Organizational Image or Shadow Problems:  Management  Misuse of Gifts  Poor Policies and Rules  High Fundraising Costs  Poor or Ineffective Management

33  “Philanthropy is a social relation of giving and getting between donors and recipients in which donors have needs to be fulfilled as well as resources to grant, and recipients have resources to give as well as needs to be met.” - "Giving and Getting: Philanthropy as Social Relation,” S. Ostrander and P.G. Schervish, in Critical Issues in American Philanthropy, ed. Jon Van Til, Jossey Bass, 1990

34 Agency Prospect Need Resources : dollars and time Satisfactions Psychological and social: Self- esteem, achievement Purpose, status Group endeavor, power Source: Pacific Bell

35  Why do people give to your organization?  What are your donors getting back in exchange for their involvement with you, for their commitment of time, talent and treasure?

36  Multi-generational family philanthropists give differently than first-generation philanthropists.  Religious motivations for giving can be hugely important for some donors.  Culture, age, and gender can play a significant role in determining if, how, and why someone might give to a particular cause.  More often than not, donor involvement trumps nearly all other explanatory factors.

37  Opinions diverge on how and to whom women give: ◦ Women want emotional ties to the charities they support ◦ Many women cite a charity's mission and efficiency as key factors in their giving decisions ◦ Women demand to be involved in the institutions they support  There is nearly universal agreement on one point: women play an increasingly significant role in philanthropy

38  Philanthropic landscape in transition  Recent economic downturn has jarred confidence of many nonprofits and service organizations  Donor confidence at all-time low  And yet, people continue to give!

39  Recent Large Gifts by Source of Wealth: ◦ Media (6) ◦ Investments (5) ◦ Finance (5) ◦ Retail (5) ◦ Energy/oil (5) ◦ Software/technology (4) ◦ Financial services (3) ◦ Healthcare/;medical devices (3) ◦ Industrial/manufacturing (3) ◦ Real estate (3) ◦ Inheritance (3) ◦ Hedge fund (2) ◦ Horse racing (1) ◦ Hotels/casinos (1) ◦ Parking lots (1) ◦ Legal (1) Source: Chronicle of Philanthropy (gifts reported since October, 2008)

40  Top 10 Recession Proof Businesses: ◦ Non-cyclical businesses (funeral homes, public utilities, energy) ◦ Health care ◦ Information technology ◦ Discount retail ◦ Vices ◦ Education ◦ The government ◦ Repossessions and bankruptcy law ◦ Luxury retail ◦ Candy, Cosmetics and Contraceptives

41  Corporate giving is most immediately affected in economic downturn: corporate foundations are funded with annual profits.  Foundation giving. Tougher to get new foundation grants during economic downturn. Family foundations have greater resiliency and flexibility.  Individual giving has greatest resiliency and donors do respond in difficult times. 41

42  In a difficult financial climate, donors do respond to new approaches: ◦ A Jupiter Research survey showed 2/3rds of online donors plan to increase giving online ◦ Online fundraising continues to grow, attracting newer, younger donors and increasing gifts through other channels

43  In a difficult financial climate, donors do respond to persuasive causes: ◦ Program support to meet a need that is highly compelling ◦ Building projects that are dependent on financing ◦ Shovel-ready projects that are good for economic recovery ◦ Availability of challenge and matching gifts

44  Tremendous Wealth and Competition for Resources Competition for Funding Available Resources

45 Technology has revolutionized the philanthropic process and context ◦ 24/7 expectations ◦ Access to new donors in far away places

46  Corporate and Foundation Philanthropy Multi-year grants are out Single-year grants are in—with tighter restrictions, evaluation requirements Less allowance for renewal or non-project operation support More emphasis on pilot projects with emphasis on replicability and scalability Global shift in giving emphases

47  New Giving Vehicles: Giving Circles Professional Philanthropic Advisors Donor Advised Funds

48  Today’s Donor Sophisticated and Savvy Less likely to give us the benefit of the doubt Motivations are more complex and needs are greater Giving While Living Social entrepreneurs and investors

49 Fundraising is not about the money; it is about relationships People give because we MEET needs; not because we HAVE needs A gift to your organization is really a gift through your organization into the community All donors are really donor-investors Your cause and your case for giving is the same— in good times and in bad

50  C ommunicate  Stay C onnected  Get C lose

51  Tell stories  Communicate promise and impact—not panic  Let donors know you're using their dollars wisely  Publicize new gifts and good news  Answer the 4Ws:  Why me?  Why now?  What for?  Who says?



54  Make the case for giving ◦ Remind them of the consequences of not meeting your mission ◦ Who will suffer, go without, be worse off than they are today? Top Reasons People Give: Because they were asked To give back to community Compassion for those in need Personally believe in cause Affected by cause

55  Show the impact of your work on the life of an individual  Show the impact of your work on the community  Find a way to connect donors with mission in up close and personal way  People who really care about your work and mission will try to find a way to help

56  Significantly increase activity: ◦ Visits and briefings with donors and friends ◦ Communication  Don't stop asking!




60  Conduct a constituency circles audit: Who has a reason to care and to be involved with you?

61  Conduct a constituency circles audit: Your Universe of Potential Donors Your Best Potential— Where You Should Spend Your Time

62 Parents Grandparents Teachers PTOs Local Business Owners Local Family Foundations Communities of Worship Social Service Agencies Area College Education Programs Who are your collaborators?


64  Are you making the most of your website presence? Get Online Now! Does your website pass these 2 key tests? Task Testing Passion Builder Testing

65  Add an RSS Feed or social bookmarking widget to your website: Subscribe to our RSS Feed

66  Pick one or two social networks where your constituencies hang out:

67  YouTube Nonprofit Program k5C0lM

68 Invite your donors into the kitchen Inform, communicate and demonstrate Steward the gift AND the donor

69  What is one thing that your organization can do this week to increase its fundraising effectiveness?

70 Many persons have a wrong idea of what constitutes true happiness. It is not attained through self-gratification but through fidelity to a worthy purpose. -- Helen Keller

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