In Their Own Words: From the Trenches

• Remind your donors that they worked so hard to help build the organization, and they need to keep it strong.
• Be creative in how you thank your donors so that you can continue counting on them.
• When making solicitations, ask for gifts incrementally. Specifically, your initial "ask" should be for somewhat less than it would have been in a good economy. Remember that philanthropic giving is a habit, and if we can encourage major prospects to make commitments now, we can go back to them for larger gifts when the economy has improved.
• In this economy focus on financial aid and scholarships. People are most receptive to that idea.
• Take this opportunity to steward your donors and connect with them in another way than just asking for a gift. For example, think of something you can do for them.
• Use American Express to pay bills whenever possible and then use your bonus points to subsidize company travel and computer discounts; be careful not to spend as much as you would spend normally.
• In making your ask, be impassioned. Convey what it would mean to your mission if your organization were unable to continue its work.
• Offer flexible or "living" endowment opportunities whereby donors give the equivalent of the earnings on a principal sum.
• Put more energy toward identifying prospects from constituencies closest to your organization, whether they be grateful patients, season ticket holders, etc., that you have identified through enhanced screening.
• Use this as an opportunity to ask donors of any size to include your organization in their wills. This is a great time for donors to give a planned gift or bequest and feel as if they are still contributing to your organization without taking money out of their pockets right now.
• Develop a specific fundraising and communications plan to adapt to the times.
• Do not cut programming, if at all possible, and do not be timid about asking people for money.
• Some foundations are sending questionnaires out to their grantees. Be strategic in how you answer them. For instance, use them as a marketing tool to tell the foundation more about your organization.
• Have realistic expectations in this climate. Be supportive of your staff so that they can feel good instead of feeling defeated.
• Remember that people will still give; put yourself out there!
• Collaborate with other organizations and universities to expand your capacity when approaching foundations.
• Do not assume that your donors cannot give. Let them tell you what they can or cannot do, and be flexible in respecting their situation.
• In lieu of printing a journal for an upcoming event, go green and post the journal online.
• Speak from the heart to your donors and stay in touch with them much more frequently about the important work of your organization.
• Step up efforts to engage your board in cultivating major prospects and potential board members to position your organization on the cutting edge of the economic recovery.
• Pair gifts from major donors with grants and use as a match.
• Identify exactly what each gift provides for your organization (by amount) for prospective and current donors.
• Disarm your constituents with spectacular customer service; avoid voicemail like the plague — a live voice will distinguish you from other charities.
• Ask your board members what else they can do besides making a gift. For example, can they host an event or provide a service?
• When you sit down with your donors to ask for a gift and they say they can't give because they are afraid to spend the money right now, bring up planned giving.
• Take every opportunity to thank donors in creative ways; it makes the donor happy and it's good for your staff morale.
• Ask for donations of frequent flyer miles, American Express points, and similar non-cash items.
• Step up good major gift practices which are relationship-based giving; have lots of personal contact, regular stewardship and ongoing cultivation.
• Good stewardship and regular communication with donors to keep them close to your organization; step up public relations to introduce your organization to new constituencies, so that you will be ready to ask when the upturn occurs.
• Finally REALLY use all that technology you have invested in!
• Use the "moves management" approach for direct mail &8212; for example, with non-donor mail recipients we used small increments of $5 or $10 which helped to triple our number of new donors.
• For our new membership campaign, we have upgraded the benefits we offer. For example, we have now lowered our free parking benefit to $500 level donors. Make them happy!
• Increase your e-based campaigns so that you can cut printing and postage costs.
• We are focusing more on planned gifts for some people; and for others we are just cultivating to keep up the connection.
• Cast your net wide in inviting people for performances and events. Even if a corporation or foundation or individual can't become a donor this year, this is a fantastic time to cultivate new relationships.
• Ask individuals to still make their annual donations, even if it has to be a smaller amount this year. Use small donations as a development strategy and state amounts and what the amount will cover (for example — $25 donation buys a book for a college student).
• Make sure that your major donors feel special. And make sure you cultivate your events donors and treat them special. Upgrade your research and make sure your list of people at the top of your pyramid are the most valuable prospects in your portfolio.
• When your prospect is saying "no," listen very intently. What are they really saying?
• Step up efforts to engage your board in cultivating major prospects and potential board members to position your organization on the cutting edge for the economic recovery.
• Show and practice gratitude: thanking people who are still able to give because they love what you do AND thanking those who cannot give now, but want to, and will again.
• Focus on relationship: Fundraisers are not just fair-weather friends. Showing that you care about people and that you are paying attention to their concerns and experiences will yield deeply invested friends for the future.
• Leadership is mostly showing up! Fundraising is always asking for money.
• Recruit volunteers through Idealist.org and Volunteermatch.org.
• When networking, attend events that are of true interest to you to increase the odds of meeting someone with whom you find synergy.
• Ask, Ask, Ask!
• Go to all these GREAT seminars at the Foundation Center and network!
• Take courses to learn things that you don't know already, such as nonprofit management, planned giving, and major gifts.
• Stay on top of new developments, and above all do not despair — no matter what!
• Treat looking for a job as if it were a job in itself — but that means you also take two days a week off for rest, relaxation, your friends and your family.
• Finding a job is a job. Use standing in the grocery line as an opportunity to network.
• If you really want to buy something, put that thought down on a piece of paper or a post-it and revisit it in a couple of days. It cuts down on the impulse buying.
• Evaluate what you have in your closets and at home, and try to get rid of as much as you can on eBay.
• Save lots of money! Buy Time Out New York for free and cheap events, food, clothing.
• Network!
• Connecting with friends costs no money, and yet is priceless.
• Be thankful for one's own good fortune: health, home, work, and family.
• Take on volunteer work as a means to network.