Major Donor Acquisition Plans

I once worked on an 8-figure gift where the board chair had one job: show up to one meeting and answer one question, "Why do YOU care about this mission?" He wasn’t there to recite program details or run the strategy. He wasn’t even there to make the ask. A team of expert staff did the research and together we set the strategy. Over 18 months, we met with the donor, hosted site visits, reviewed finances, and got to know the donor's whole family. We determined the right ask amount and the right moment. We brought the board chair to the solicitation meeting with one clear role: tell your story. He shared the moment he realized this work mattered and why he chose to join the board. I remember being a little nervous. Would that be enough? Would the donor want more technical details from him? But a board member brings something different to the table, a kind of peer influence that builds on the staff’s work. Board members are not on the payroll. They choose to give their own time and money, and that carries weight when they tell another donor, "Here's why I give. Here’s why I believe in this team.” Staff presented the funding opportunity and made the 8-figure ask. The donor said yes. It worked because of months of preparation, a donor who was ready, and staff and board who trusted each other to do their part. The board chair didn't need to know how to structure a gift of this size or understand cultivation timelines. He didn't even need to be comfortable asking for money. Staff can't manufacture peer credibility or replicate the power of one donor telling another donor, "I believe in this enough to give my time and money. Here's why." That opens doors, builds trust, and helps turn a good conversation into a yes. I've thought about this a lot since then. Board members often ask how they can help with fundraising, and I keep coming back to this: Join a solicitation meeting and share why you care, peer to peer. It's one of the most meaningful things you can do as a #nonprofit board member. Share why this work matters to you. You don't need to have all the answers. You just need to start the conversation. #NonprofitLeadership #MajorGifts #BoardDevelopment #Philanthropy #FundraisingStrategy

Corporate volunteering isn't charity. It's strategy. We've been thinking about it all wrong. Like it's some kind of corporate karma points. A feel-good checkbox on the CSR form. A nice-to-have that makes for good annual report photos. But what if I told you it's actually a business imperative? The data is staggering. Companies with strong volunteer programs see attrition drop by 11-39%. Not 1%. Not 2%. Up to thirty-nine percent. In a world where replacing an employee costs 1.5-2x their annual salary, that's not philanthropy. That's financial sense. And it gets better. 96% of companies report higher engagement among employees who volunteer. Higher engagement. Not just happier faces. Not just better photos for the company Instagram. But deeper, more meaningful connection to work. We keep throwing money at engagement problems. Better offices. Fancier perks. Higher bonuses. Yet we ignore the simplest solution - giving people purpose beyond their paycheck. Look at Cognizant Outreach. Their volunteers don't just stay longer. They become brand evangelists. They recruit their friends. They defend the company at dinner parties. They wear the logo with pride, not just because it pays their bills, but because it stands for something. The irony is tragic. HR departments spend millions on retention strategies while volunteer programs beg for budget. Leadership teams obsess over culture while overlooking the most powerful culture-building tool they already have. We've been treating volunteering like it's a cost center when it's actually an investment with measurable returns. But here's the thing - it only works when it's real. When it's not just a day of painting walls for a photo op. When it's sustained. When it's connected to your company's actual expertise. When employees can see the impact, not just hear about it in town halls. The companies that get this right don't just do good. They do better. Their employees stay longer. Work harder. Speak more positively. Recruit more effectively. The ROI isn't soft. It's as hard as any marketing campaign or training program you've ever measured. So stop thinking about volunteering as something nice you do on the side. Start seeing it as essential business strategy. Because in the war for talent, purpose isn't just a differentiator. It's the ultimate competitive advantage.

How I get new individual donors (my entire strategy) People think to get new major donors, you need:  - huge brand - big marketing department - gala with celebrity co-chairs and host committee - paid ads - lots of media Here’s my 4-part method (that includes none of that 👆) that’s helped me and my clients raise $66M and counting from individual donors. (Nothing wrong with any of that stuff, it’s just all very difficult to manage, expensive and time-consuming - and good for you if it works for you!) Part 1/4: Referrals ➡️ Ask current donors ➡️ Ask board members ➡️ Ask email subscribers to share the email with a friend I tack a referral ask onto every conversation that I think “goes well” If the donor is all in, then they are likely to intro us to someone else. Easy. Btw, this usually creates more work for me with all the new intros, so I don’t have as much pressure for parts 2-4 to work right away. Part 2/4: Zero-Cost Intimate Gatherings (hosted by donor, board member) What the nonprofit does: (Me)  - Guide the host on the right “who” to invite  - Advise the host on how to share from their heart What the donor or board member does: (Them)  - Plans, executes, and pays for the whole thing  - Invites their network to their home It’s personal. It’s intimate. More people /= better.  We’re going for the RIGHT FIT people. I do this 4x a year. Bada-Bing Bada-Boom.  New major donor pipeline. Part 3/4: LinkedIn: Organic Posts & Outbound Outreach I write about the nonprofit like it’s my job. - My first-hand experience blog-post style on a “vision trip” - Most compelling impact stats and “story of 1” with photos  - Big picture thought leadership stuff I do this 2-3x a week. I connect with people who: 1. Look like the ideal donor profile 2. Mutual connections with my current donors and board members Ideal donor profile: (for example)  - CEO or C-suite of mid-size company  - Generous (volunteer history)  - Cares about [issue or cause] If I need more donors, I’d send 50-100 connects a day. Part 4/4: Convert Raving Fans I look at all the people involved  Who haven’t donated in the last 6-12 months ✅ Event attendees  ✅ Volunteers  ✅ Email subscribers who clicked  ✅ Social media commenters and followers I reach out, gauge interest, and ask them to donate. I do this 1x a week. That’s it. This 4-part method is what I teach my clients with templates and coaching along the way. My client shared with me last week she did this method, and here’s the update: - Donor-hosted event 1 month away with a $250,000 goal, they’ve already raised $150,000 for - the host is giving $50k with new people attending  - Got 20 meetings with new people connected to current supporters and interested in getting more involved (she did 100 outreach connects total) All this in just 6 months. This is an organization with a $1M budget in Indiana, and the ED is the sole fundraiser. If you’d like help with this, let me know. 

When I took on my role as Chief Corporate Citizenship Officer at PMI, I set a handful of parameters for myself and my team: 1. Don’t fall into the trap of arm’s-length checkbook philanthropy: One-off cash infusions can help nonprofits in the immediate term, but they don’t get at the issue of sustainable growth. 2. Focus, focus, focus: Diffusion is the enemy of progress. There are an endless number of worthy causes and charitable organizations, but our greatest impact will come from identifying a small number of causes that are intrinsically tied to our values and vision and making those causes priorities. (In our case, this is U.S. military veterans, women’s equity and empowerment, and hyperlocal activations.) 3. Empower—and learn from—those already in the trenches: We’re not going to dictate what happens at the community level. We’re here to listen and learn and find ways to support and expand the good works already underway. 4. Give a “hand up” instead of a handout: Band-Aid solutions may make us feel good in the short term, but they don’t get to the root problem. The cash infusions we give our community-based partners are meaningful, but their value grows exponentially when paired with our business expertise and insights. 5. Offer employees a chance to contribute to change: We polled PMI’s U.S. workforce earlier this year about our plans to support military veterans. An astonishing 97 percent of employees raised their hands to get involved. There’s a hunger out there for making a positive difference in local communities and the broader world. Find ways to connect your people to the issues that matter most to them. It turns out that this is the way the next generation of philanthropists is thinking about their impact as well. A recent article (I’ll share the link in comments) shares interesting insights into how our younger generations—millennials and Gen Z—are embracing a more comprehensive approach to philanthropy focused on measurable impact and deeper connections. They’re also showing a greater tolerance for the “long game,” willing to take risks in the short term to lay the groundwork for greater gains down the road. As the next generation of philanthropists takes the reins and starts investing more than money in the causes they care about, let’s make sure our organizations are prepared to do the same.

I often think about the difference between being a funder and being a true partner. Through Cisco Social Impact Investments and the Cisco Foundation, we provide funding to organizations working at the forefront of social innovation. That support is critical, and we’re intentional about honoring its role. At the same time, we try to ask ourselves a broader question: how can we show up in ways that go beyond funding itself? Every nonprofit needs capital. But many also need access to technology, strategic guidance, specialized expertise, and networks that can help them scale and strengthen their work. We think about this as 1 + 1 = 3. Where it makes sense, we pair funding with technology. If the right infrastructure or stronger cybersecurity can accelerate impact, we lean in. We offer advisory support when it’s helpful, whether that’s thinking through growth, measurement, or long-term sustainability. If a partner needs highly specialized expertise, such as a cybersecurity assessment or a refined fundraising strategy, we tap into our ecosystem to connect them with the right people. Sometimes the value we can add is simple but meaningful. Hosting a partner at our offices so they can convene without additional expense. Presenting together at conferences to amplify their voice. Making introductions that create new opportunities. I believe this is where corporate philanthropy becomes most effective. Every company has assets beyond funding: talent, technology, relationships, credibility. The question is not just how much we give. It’s how intentionally we bring the full enterprise to the table. Because funding matters. But the multiplier often comes from everything around it.

If I'm in charge of revenue at a large nonprofit, I can't ignore these realities 👇 -Donors giving below $100 are down ~9% (and have been trending down) -Donors giving below $500 are down 4% (and have been trending down) -Slower income growth & less disposable income for most -Middle-class households under economic pressure -The rapid decline of religion (that has giving as a core tenet) -Decline in institutional trust -Not only is charitable giving largely stagnant as a % of the GDP, but we also haven't been able to grow share of wallet -Donors giving $5k-$50k are up 1% -Donors giving $50k+ are up ~3% And if I look around at what other nonprofits are doing, I might see 👇 -Marketing getting louder -Frequency cranked to 11 -Tired tactics with little differentiation And if strategy is about how an organization applies strength against the most promising opportunity or the most critical challenge, I need to address the problem head on. Three ideas... 1) Instead of getting louder, get closer to donors. -Jeffersonian dinners -"Jobs To Be Done" interviews -Measuring donor satisfaction -Rating the donor experience -Cross train across the org on how to listen to donors -More thoughtful prioritization and segmentation -Do things that don't scale; you will likely not "scale" anyways (but you'll very likely grow!) 2) Focus more energy on the people who *can* give more. That doesn't mean you should ignore the $100 donor. Two things can be true at the same time: most of your limited human hours are best spent on people who can give >$10,000, AND, you can treat the $100 donor like they're an important part of the team (because they are). -Create tiered caseloads (A, B, C, D donors) -Develop a donor engagement plan for each tier -Treat mid-major donors like true partners: frequent report backs, project proposals, town halls, feedback loops, in-the-moment updates -Focus your work in the 'mass' file to identify the best prospects for a mid-major treatment, and work to move as many OTGs to recurring (monthly) or re-occuring revenue (quarterly, yearly, etc.) 3) Promote giving from assets across the donor file—and make it easy to do so Russell James taught me this. When people give from their assets, the gift is likely to be larger. And they are more likely to give again. Giving from assets (like stocks and shares, tax-savings accounts, retirement accounts, DAFs, gifts of life insurance, etc.) is often the smartest way for donors to give—no matter the size of gift. But many donors simply don't know it's an option. -- We're partnering with growth-minded nonprofits to implement all of these ideas, and more. If you think it's time you create a solid midlevel giving strategy (not just a standard appeal with an open ask), give me a shout.

Welcome to the Future of Fundraising. Last week I shared how fundraising leaders are expanding Autonomous Fundraising across their organizations to create a sustainable model for the future. This week, I asked one of these pioneering leaders, Brooks Hull, MHR, CFRE, Vice President for University Advancement at Texas State University and Executive Director for the Texas State University Development Foundation, about his vision for further expanding Autonomous Fundraising. AM: Your team currently has two Virtual Engagement Officers but you plan on adding two more to the fundraising team. Can you share how you intend to build that out? BH: Our mindset around expansion is two-fold. The first phase is to add two more VEOs to the team, one focusing on athletics and the other responsible for Giving Day impact. And then, phase two is to add school-specific VEOs. AM: You mentioned Giving Day, and we both know how important these campaigns are for driving donations. How will you use a VEO to specifically cultivate Giving Day donors? BH: We want to build the VEO portfolio to have maximum impact for Giving Day. We’re going to take a look at past Giving Day donors and other unmanaged donors who have the most potential to influence Giving Day and assign them to the VEO portfolio. That’s 1,000 donors the VEO will engage year round, which is the targeted approach we need to strengthen those relationships and connect them with the right opportunities when Giving Day comes around. AM: What a great strategy. Can you talk a little bit about phase two and the school specific VEOs? BH: We are very lucky in that we have deans who are regularly asking how our University Advancement office can partner with them to cultivate donors to provide support for the great work they’re doing with students, faculty, and research. So we really need a way to not just direct major gift efforts, but purposefully build a pipeline to sustain those efforts. The solution for us was clear—a VEO working on prospects and leads for every school. AM: How would you roll that out? BH: We’d start with the school most ready: they have the budget and a good base of alums with not only capacity, but established affinity or demonstrated giving history. But what’s key here is that the content shared with these donors will be very specific and college driven. This creates a pipeline of donors each school can now engage and move closer towards a major gift. AM: What is your ultimate vision for Autonomous Fundraising? BH: My vision is to have a Virtual Engagement Officer for every single major gift pipeline across the organization. Click inside the newsletter for the full Q&A.

High-net-worth donors are acting more like venture capitalists. Not in the sense of writing checks for the next unicorn but in how they evaluate nonprofits: The shift: A 2023 Bank of America study found that 85% of high-net-worth donors now “expect measurable results” from their giving, compared to just 47% a decade ago. Another Bridgespan survey showed that nearly 70% of major philanthropists look for scalable models and evidence of impact before committing funds, almost identical to the screening criteria VCs use with startups. In other words: your nonprofit is being “pitched” just like a startup. What this means for you: Donors are no longer satisfied with: • “We served X families this year.” They’re asking: • “What’s the cost per outcome? How do you scale? Who’s on your leadership team? What’s your theory of change?” These are due diligence questions straight out of a VC’s playbook. The playbook shift for nonprofits: 1. Metrics over anecdotes → Replace “heartwarming story only” with “story + unit economics of impact.” 2. Growth narrative → Share not just what you did last year, but your roadmap for 3–5 years. Think in terms of market expansion (communities served), not just annual fundraising goals. 3. Board = Advisors → Highlight how your board members function like startup advisors, unlocking networks, capital, and credibility. 4. Risk transparency → Just like startups disclose risks in their decks, nonprofits that are candid about challenges gain trust with major donors. Why this works: Data shows that storytelling + data posts on LinkedIn outperform by 27% in engagement compared to generic updates . The same applies in fundraising. Pair the emotional “why” with hard “how” metrics, and you’ll unlock six- and seven-figure checks. With purpose and impact, Mario

As a Communications Officer in an NGO, targeting donors, funders, and partners on social media requires strategy — not just storytelling. Here’s how I would approach it: 1. Segment Before You Speak Not all audiences are the same. Donors want impact, transparency, and emotional connection. Funders want data, scalability, governance, and measurable outcomes. Partners want alignment, visibility, and shared value. A single generic post won’t convert all three. Content must be intentional. 2. Lead With Impact + Evidence Social media is crowded. Credibility wins attention. I would consistently publish: Before/after impact stories Clear outcome metrics (beneficiaries reached, % change, ROI of intervention) Visual dashboards and infographics Short case studies Numbers build trust. Stories build connection. Together, they build funding confidence. 3. Position the Organization as a Thought Leader Donors don’t just fund projects — they fund competence. I would create: LinkedIn articles on sector insights Commentary on policy trends Reflections on lessons learned from field implementation Data-driven threads on SDG alignment This attracts institutional funders looking for strategic partners — not just implementers. 4. Showcase Partnerships Publicly Tag existing partners. Celebrate collaboration. When organizations see their peers working with you, social proof increases credibility. Partnerships attract partnerships. 5. Clear Call-to-Action Every campaign should answer: Are we seeking grants? Corporate sponsorship? Strategic collaboration? Technical partners? The CTA must be visible and specific — website link, proposal deck, contact email, impact report. 6. Retarget & Nurture Social media is the first touchpoint, not the final conversion. Connect with decision-makers on LinkedIn Send tailored follow-up messages Share quarterly impact briefs via email Invite prospects to webinars or virtual field tours Campaigns convert when communication continues beyond the post. Key Takeaways Targeting donors, funders, and partners on social media is not about posting more. It’s about: Strategic messaging. Evidence-based storytelling. Consistent positioning. Relationship building. Because funding follows credibility. #NGOCommunications #FundraisingStrategy #DevelopmentSector #SocialImpact #CommunicationsOfficer #CommunicationsManager

In great fundraising, the donor is the heart and hero of our story. They aren't just supporters; they're the driving force. Here's how we can elevate their role: > Craft your mailings to reflect the donor's impact. When they see the tangible difference they make, they become deeply invested narrators of the cause. > Equip donors with stories that highlight their role. Their connection deepens when they recognize how vital they are to the mission. > Consider launching a 'share your story' campaign. Let donors tell their unique tales of support and the change they've witnessed. > Keep donors informed. Show them the direct results of their contributions and how they're leading the change. > A genuine 'thank you' can do wonders. Celebrate their heroism, acknowledging that every step forward is due to their generosity. In direct mail, it's our privilege to tell stories. But remember, it's the donor who always plays the lead role. How do you make your donors the heroes in your narratives?