The NonProfit Times - October 1, 2008 - (Page 19)

SPECIAL REPORT isn’t the same as raising funds for a hospital or medical institution.You don’t have grateful patients,” said Denn.“We need to find donors who can become passionate about the potential outcomes of this research. Since this is basic research, we need to convey that a donor’s investment will not just benefit Whitehead, but help create advances at hospitals, medical schools, and research institutions the world over.” “One of the challenges is to present basic research as urgent and compelling,” said Sametz, whose team worked with Whitehead to produce a case statement that uses metaphoric images, such as dabs of paint, paint tubes, a brush and a blank canvas; a ball of yarn and needles; and a block of clay with sculpting tools to evoke the potential that stem cell research has to address the worst diseases that plague mankind. Though early into the campaign, Whitehead’s donors are “hugely intrigued,” said Denn.“Because of the size of our organization and the intimacy of the place and excellent stewardship, we’ve been able to connect with our donors.We might not be as successful if we were a huge medical center.” Denn recently received a bequest from someone with whom the Institution had no previous contact.Whitehead was one of seven beneficiaries of a $1 million estate from the donor. None of the other beneficiaries were related to Whitehead. The unexpected gift, said Sametz, speaks to the importance of brand-building for fundraising. “A strong brand and brand-focused communications can get your messages out in a way that your Rolodex can’t. If your meaning and Mass Audubon put together a matrix to help guide the organization through its campaign. value are well known, a conversation starts at square two rather than square zero,” he said. “Donors and prospects will take calls because they’ve heard of you and want to be associated with you.This is particularly important in tight economic times. A strong reputation decreases risk people might feel and encourages investment.” MASS AUDUBON Educating donors to better understand their investment is one of the many strategies involved in Mass Audubon’s first comprehensive campaign since founding in 1896. A relatively new concept, a comprehensive campaign rolls an organization’s annual fund, planned giving, major giving, and other fundraising projects into one overall campaign. For organizations with separate development staff on each of these giving tracks, a comprehensive cam- paign could seem like the game Twister, as staff members sometimes find themselves in precarious positions. Sondra Madison, campaign director at Mass Audubon, acknowledged that the level of coordination required for a comprehensive campaign could be a challenge for some organizations, but it has not been a stumbling block for Mass Audubon. “The level of difficulty in a comprehensive campaign is directly related to the planning you do prior to launching,” said Madison.“It’s about knowing the importance of annual giving and not sacrificing this. It’s about telling these donors already connected with annual giving what a comprehensive campaign can do and how they can be part of a great project that will take us into the future -and they get it.” Hired specifically to run Mass Audubon’s comprehensive campaign, Madison said that many organizations bring in staff to run a campaign without coordinating with other ongoing development activities. “Because of the complexity and comprehensiveness of this campaign, the campaign staff needs to be integrated with staff handling other aspects of development to make this successful.” Staff was brought on to also work with membership and annual giving. While most people understand that unrestricted giving for operating expenses and funding for specific projects are both needed, a comprehensive campaign can be confusing for donors, acknowledged Madison.“It’s easier for people to understand that their money is going toward one goal. A comprehensive campaign requires educating the donor.” In addition to donor education, Mass Audubon is involving non-development staff in the campaign. “The sanctuary director is the person who has the closest relationship with the donor.They live, teach and make a community for Mass Audubon,” said Madison. Training non-development staff in the cultivation of prospects and donors has been essential to the campaign. “Getting sanctuary directors to be part of the campaign initiative has been instrumental in bringing in gifts,” said Madison.While Mass Audubon has had success in landing named endowments, the organization just began to offer naming opportunities to endow sanctuary directorships, a tried-and-true strategy for academic and medical institutions. Of Mass Audubon’s 45 wildlife sanctuaries, 22 have a sanctuary director and staff who run programs that are open to the public. Aside from the dollars raised during the quiet phase, the organization has witnessed growth in donor understanding, an increase in passion, and an increase in volunteering, said Madison. When the public phase launches sometime in 2009, the organization will reach out to annual supporters, asking them to continue their annual support and buy into a special ask.“It’s one ask, in proportion to what they can do.This is the right way to do it.To do it right, however, you do your homework first,” said Madison. NPT OCTOBER 1, 2008 THE NONPROFIT TIMES www.nptimes.com 19 http://www.nptimes.com

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The NonProfit Times - October 1, 2008 Near Miss & Direct Hit Donor Intent The Focus Of Suit North Dakota AG Investigating The Grant Institute Contents Who...When...Where...How...What? Calendar Kumbaya Tying The Knot Filing Changes Philanthropy Caucus Big Bucks For Capital Campaigns 5 Things NOT To Do In A Capital Campaign Acquisition: Staying The Course ServiceNation Summit Fundraising Guide NPT Jobs Resource Directory

The NonProfit Times - October 1, 2008

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