Category Archives: philanthropy

Must read for our industry

Have you read Daniel Pink’s “To Sell is Human”? It is a great, quick read about the sociology, psychology, and mechanics of selling (defined by Pink as persuasion, rather than pure sales, per se).

The book (check it out here) presents some terrific tactics for increasing effectiveness of moving others. This book is especially valuable for gift officers and others who are learning how to best engage people. Happy reading and would love your thoughts on how you’ve been most effective at persuading people to move toward your cause.

 

 

Are you using Infographics as reporting tools? You should be.

During National Business Intelligence (BI) Month, a number of top-notch infographics have caught my eye. These handy visuals are really reports, depicting data and details germane to a topic. But, they are also much more. They provide guidance about how to use the data. They tell a story. They provide business process guidance. In short, they’re quite helpful and you should be looking into how these can help your fundraising efforts.

I should note that I know this topic is not new. Infographics have been around for years and some folks have declared them irrelevant or unhelpful. However, any visualization of information that tells the story you need told can be valuable, so infographics likely have utility in your shop.

BWF Analytics Infographic

For example, our firm created a handy infographic (on the right) to present data from a survey we conducted on analytics. This image is really many reports in one. It presents the data in a logical order. In general, it is a useful guide to the topic of fundraising analytics, benchmarking for staff, and related information.

So, how should you set about creating an infographic?

  1. Determine your topic. Infographics can be great for 40,000 foot ideas as well as minutia, but generally not both.
  2. Find your data. What data do you have to display? What data would you like to go get?
  3. Lay out your story. The visual aspects of this process are important. Do you want the reader to “take it all in”, “follow along”, or just see some useful visual depictions of data and interpretation?
  4. Pick a infographic tool and get going. Many tools are out there. Check out this resource for some good and free tools.

Finally, I thought I’d take some of my own advice (for a change!). Below is the inaugural fundraisingoperations.com infographic. It uses data from a survey I did for my 2011 book An Executive’s Guide to Fundraising Operations. While my effort isn’t as amazing as this awesome college football bowl game pic, I created it in 20 minutes. Have any great infographic examples? Drop your links in the comments. Happy infographic-ing!

Data Quality and Quantity, v2
This pic presents data from Cannon’s 2011 book on fundraising operations, which shows how data quality expectations and perceptions vary.

Get your grateful patient process going

It’s 2013…a lot transpired in recent months that may affect healthcare fundraising. New and different taxes. New and different healthcare provisions. New and (potentially) different court rulings. But, one this hasn’t changed: your organization must get serious about installing and leveraging an effective grateful patient program.

Great grateful patient and family programs have interrelated components–physicians and other care givers, admissions, development, and compliance folks are all in the mix. None of your internal sensitivities should be ignored, but none should be allowed to derail an effort to put a great, HIPAA-compliant process in place. We also know that some parts of a program matter more than others. In particular, physician referrals seem to make the most difference. A robust, end-to-end business process will cement the behaviors needed to capitalize on, or start to create, such referrals.

So, what does a great process look like? Much like great fundraising campaigns, details of the process will vary from organization to organization. I submit that a great process for some could be completely paper-driven and manual while others must be automated to be effective. All of them share key core process and technical components, though. The following diagram depicts each element that must be in place.

Grateful patient process

A few points about this process:

  • Patients can include outpatient and clinic visits, but you might want to start with the smaller data set of in-patients.
  • Nightly screening matters most when there is a subsequent daily review and triggers.
  • In-patient visits are permissible, but a philanthropic culture must be in place first.
  • If you don’t record and analyze the data and activity generated from the process, you are missing a big part of the process.
  • It will take time to yield big results, but some of our clients processes leverage annual giving channels to provide immediate financial benefit, and identify potential major donors.
  • There are dozens of other considerations not covered here but important to the process…so many issues, to be honest, that I joke this should be the subject of my next book.

Your team may not have the technical ability to build real-time data exchanges from the patient database to the screening company to your donor database. If API and SQL are foreign concepts, your process can still be rigorous and daily. However, automating visit ticklers, introduction letters, and other elements of the process, it is typically worth the effort. Ultimately, this business process should generate big-ticket leads while greatly expanding your solicitable constituency.

Remember that developing a business process here is the responsible thing to do. The law allows it and your organization’s competition may already be doing it. If you already have a process in place, could you make it even better? And, if you don’t have a process, now is the time to get going? Get the data, people, and processes in place and start delivering better and better prospects to support you fundraising efforts. Good luck and feel free to share any challenges or successes you’re experiencing.

January is National Business Intelligence Month…

…didn’t you know that? Of course you didn’t. With the holidays, closing some year-end gifts (not to mention the books), and learning an awful lot about Amazon’s post-holiday online return policy, how could you keep up with all of the information being thrown at you. It’s hard enough to have the right information, much less use it effectively. Plus, it’s not really National Business Intelligence Month. I made that part up.

So, why the subterfuge? We need to draw attention to the critical need in the advancement business for more and better reporting and analysis. Some of you already have what you need. Some stopped looking years ago. Some have that “special” report that some poor person spends hours to prepare. But, most of us want better reporting, the kind that actually helps us make decisions about the business and tells us things we otherwise wouldn’t have known.

Better reporting requires a few things. This flow chart shows the way to better reporting. But, even more important than creating reporting is turning it into business intelligence.

Report Development Cycle

Let’s work to get even better data into even more clear reports that drives even better decisions. Let’s stop with the ad hoc, don’t-really-learn-much urgent reporting and develop a thoughtful suite of reporting that allows you to direct the team. Let’s develop shared definitions and expectations, allowing our reports to mean the same thing no matter the audience. So, know that I think about it, let’s make January National Business Intelligence Month. Make sure to put it on your calendar for next year.

December 2012 is National Month Month…

…or so I tweeted a few weeks ago. My plan is to envelope the work we lovingly call fundraising operations, or advancement services, or “the back office”, or “you know, that stuff they do with computers” into 12, neat monthly categories. The purpose is to drawn attention to whole sets of work that we sometimes avoid but can never quite escape (I’ve tried).

So, for those of us so fortunate to be toiling away the day after December 25th, what “National _____ Month” would you designate and why?

The Purpose of the (Gift) Process

Log jam
Are gifts and data updates piling up?

“Tis the season…for bottlenecks and backlogs in our processes. Fundraising operations requires consistent, efficient processes. But, fundraising is an inconsistent business. We are in the business of the exceptional, as was the focus of my 99-1 blog a few months back.

As we approach year-end with (hopefully!!) piles and piles of gifts to process, let’s remember four essential ideas:

  1. The purpose of gift processing is first and foremost stewardship.
  2. The reason we (should) love fundraising is because our teamwork can generate a sometimes overwhelming volume of gifts.
  3. Our business process should be efficient ( doing “the thing right”) and effective (doing “the right thing”).
  4. We must adopt a front-of-the-line approach to ensure that our most cherished donors receive the level of stewardship they deserve for their role in our 2012 success.

Having your team abide by these four essential ideas will ensure that we don’s lose track of why we’re so busy in the first place. Good luck!

Change is Hard…but Decline is Worse

Development and alumni organizations face obstacles and challenges each day. It seems that pressure comes from all sides and angles. Raise more money, despite a slow economy. Engage more people, despite increasing competition for space in people’s lives. Lately, two core changes have been impacting nonprofits around the country: leadership changes and technology issues. Both of these affect fundraising operations, and finding a way to “handle” these issues is critical. On the leadership front, high functioning presidents and vice presidents are in high demand. Tenures of university presidents and healthcare CEO’s declining. There’s not much most can do to stop this slide, except to be prepared for it to happen. On the technology front, 2012 was full of mergers and other changes that substantially impact development technology suites. Much of this change is aligning with the tail-end of many product life cycles. These changes affect every nonprofit for a donor database, so one of these days these marketplace changes will affect each organization. More change is stemming from social, online, and BI-based innovations occurring at a pace that’s hard to match. The most dangerous aspect of the core changes is the all-too-frequent dip in productivity organizations experience “as a result of” the change. This issue is in quotes because, while leadership and technology change is hard to “manage” (we typically don’t have much control), these changes can be anticipated and protected against. The good news is that both of these changes can be managed through a similar set of solutions which will keep decline at bay in the midst of change:

  1. Plan the work. A plan that aligns with the organization’s mission and vision will help ride out the turbulence from a big leadership or technology change. You might be surprised at how effective a good plan is in keeping the trains running on time.
  2. Work the plan. The plan should have measurable targets for behavior. Great plans will reward and steer attention to the highest value activities we can muster. So, if the plan is in place, working it should generate the results your organization needs, despite a presidential transition or a looming conversion.
  3. Avoid the tyranny of the urgent. In both cases, careful change management (starting with requirements, weighing options, evaluating real and intangible costs) must prevail over short-term thinking and flailing actions. Plus, reminding folks about what’s important in their daily work and the impact their role has on the organization’s constituents can help retain staff despite rough patches.
  4. Get in front of disruptive change. This last issue is the most complicated and I’ve dedicated a separate blog to it. Leadership and technology changes are disruptive, often resulting in entirely new ways of doing business. We have seen in 2012 with Hostess, and over and over again for Kodak, that markets move on, and our offerings must match today’s and tomorrow’s needs. As fundraising tactics shirt around direct response, as phonable and mailable constituents decline, as the nature of our organization’s missions and deliverables change (think MIT’s free open courseware offerings and the impact of the Affordable Care Act on healthcare philanthropy), our fundraising strategies and tactics must keep pace.

And, if we plan the work, work the plan, and remain focused on the important, we can get through change without a dip n productivity. Do you have suggestions for handling change and avoiding declines in the process? Let’s hear about them!

How many engines does this plane have?

Last night was instructive…

My work with groups on the fundraising operations often centers on the delicate balancing act between the countervailing accuracy, speed, and volume. Expectations and perceptions about perfection often play a countervailing role here, too. That is, our efforts may be spinning along nicely, but an anecdotal error or oversight can throw a wrench in things simply because our expectations were too high. What most folks don’t think about often enough is that perfection is typically too expensive to deliver. I’ve written about the front-of-the-line approach to help handle this. I’ve also recommended that organizations set attainable expectations around exceptions, then adjust perceptions to better match reality. So, this is the prologue to my instruction last night…

A few months ago, during a discussion about gift processing accuracy, I heard “Well, I think our letter should be perfect. I mean, you fly a lot, so don’t you expect your flights to be perfect?” My answer: “Nope. I expect them to take off and land safely.”

Last night, I was reminded of this conversation when I found myself on an MD90 with only one operable engine last night. The situation reminded me that I will take great exception management systems over the false promise of perfection any day (lesson #1). After take off, our flight apparently lost an engine. This sounds scarier than it is; the pilots didn’t tell us this until we landed.  Once off the plane, we learned a new one would be procured and, within a few hours, we were back in the air (lesson #2).

Lesson #1 here is straightforward: Systems that help you notice errors are essential and these must be implemented and doggedly maintained. The pilots could have ignored the error; one engine worked and the flight wasn’t that long. But, great operations should identify problems to fix as much as they keep problems from happening.

Less #2 was more subtle: I knew within two minutes of take-off (for about the 88th time this year) that something was off. But, the pilot maintain confidence in the cabin by communicating effectively and not over-sharing information.  Once on the ground, we were given updates and times to expect future updates. As inconvenient as the situation was, communication helped us maintain realistic expectations.

My two hopes for you this summer are a) that you can continue to calibrate your operations through better and better expectation management and b) safe travels!

Prospecting Revisted…or why I avoid American Airlines

A few months back, I shared a story about a fundraising caller who hung up on me. I was ready to talk to him about my family’s philanthropy, but the paid caller had something different in mind, so he hung up on me, before he learned that I cared about his cause. Bad customers service, I wrote, can kill a long term relationship.

Fast forward a few months to today and to some of the worst customer service I have ever received….

Flying for your commute can be interesting. Today it involved switching concourses and airlines and checking through security twice (and a five hour delay). Awesome! As a savvy, frequent traveler (about 200,000 miles a year), I was able to switch airlines, but I couldn’t seem to confirm my seat by phone. Because I had a first class seat on Delta, I queued up (with one person in front of me and one behind) in American Airline’s first class lane. The check-in helper was quick to point out I had to stand in line elsewhere, even though I was willing to pay for a first class ticket. (No wonder I avoid American.) To solve my problem, I moved to an electronic kiosk, secured my seat, etc. Round two of American Airline’s awful customer service involved their business club gate keeper who also immediately treated me like a burden.

Here is the message: I am a prospect for American Airlines. In fact, statistically, I suspect I’m the equivalent to a deca-millionaire prospect for Fundraising. There just aren’t too many people like me who fly so much as a potential client/donor. American Airlines–and all of us in the constituent relationship business–should strive to deliver outstanding service in the hopes that the right people are stewarded.

So, before, I come off sounding overly self important (which is not my intent) or too petty toward American Airlines (which sort of is my intent), let’s confirm the message. This little parable can come in handy as you think about the way you look at your prospects. Give them a little more time and attention. View every touch as a chance to deeper relationships, not just speed up processes. Don’t let just simple criteria rule out what could be great parters. And, while you’re at it, you might want to avoid American Airlines.

8 Secrets of Success

Fundraising operations is tough business. You must carefully balance accuracy, speed, and volume issues. The details are mundane and the technology is complex. Last week, I had a chance to share 8 secrets to spinning like a top via the AFP webinar series. I had a lot of fun crafting the session. It was also challenging because there are more like 800 secrets to successful operations.

Here’s a summary of what I see as the dirty little secrets that, once known, can help your operations spin like a top:

  1. Not all data matter. We spend way too much time on record maintenance for the masses and not enough on our front-of-the-line constituents!
  2. Technology trickery. We fool ourselves into thinking that technology does everything for us. It’s just a tool. Databases don’s ask people for gifts. For more, click here.
  3. Easy to avoid. Analysis paralysis, particularly the millions of unnecessary ad hoc reports we seem determined to create each year as an industry, is easy to avoid. Pick your best reports and use them to make decisions, consistently.
  4. (Mis)Perception problems. We talk past one another and understand things differently. Once we realize that two smart people can view the same scenario differently, then respect each others’ vantage point, we can make real progress. I did a Prezi on this topic with my colleague Cassie Hunt last year; check it out.
  5. Conversions are easy. The act of converting data from one database to the other is the easy part. The hard part is that technology transitions take years, require multiple iterations of implementation efforts, and never really stop.
  6. Forecasting is undervalued. we don’t spend enough time looking into the future. For prospects, for proposal pipelines, for budgets, for staff growth…we generally get too caught up in what’s in front of us, at a huge overall cost.
  7. Power to the people. Our industry is suffering from turnover, often due to lack of training, weak salary levels, or a lack of trying to retain our folks. The costs here are tremendous, particularly if your operational institutional memory walks out the door. Here’s a good look at the issue by my colleague, Mark Marshall.
  8. Discipline, discernment, and delegation. If we exercised the 3 D’s in all operations areas, we would make substantial strides to spinning like a top.
Like I stated, though, these are just 8 of the hundreds and hundreds of nuanced, secret, subtle issues that affect fundraising operations. What are your secrets to success?