If you are a regular reader of our articles or have attended any of our workshops you are familiar with a maxim we use frequently – Relationships are primary; all else is derivative. We believe that for nonprofit organizations, sustainability is really managing a network of relationships. This relational approach is especially true in the realm of donor development. Cultivating donors is the process of connecting with donors and developing strong bonds with them over the lifetime of their involvement with your organization. In other words, it is developing and nurturing relationships with others on behalf of your organization or cause. We’ll explore that further, but first let’s consider why people give.

Fundamentally, people give to people. Your donors may be giving because of a relationship they have with the leader of your organization and/or the respect they have for them and their work. Donors may have personal relationships with the founder, employees and/or volunteers and support your work because of these relationships.

However there are many cases in which donors give to the people served by your organization. Those giving may have some affinity with your clients or some passion for the situations and circumstances plaguing them (your clients). This type of giving is reflected in many child sponsorship programs or rescue missions where donors become monthly sponsors for a child in another part of the world or sponsor efforts to provide food, shelter and clothing to those affected by homelessness. They may never develop a personal relationship with the connecting organization, but they become regular donors because they are connected with a child or a homeless person. In this article we focus on those organizations that connect one-to-one with their donors.

Donor cultivation is an ongoing process, not a one-time event. Every contact you have with a donor has some effect on that donor. Through each contact you either enrich the relationship and instill confidence for continuing support or perhaps you provide them reason(s) to question or doubt the relationship and their ongoing support for the mission.

Let’s look at two real-life situations. In one case, an Executive Director (ED) met a prospective supporter at a charitable dinner and the prospective donor expresses interest in the organization. The ED invited the prospective donor in for a site visit. During the site visit the prospective donor is impressed with the facilities, operations and interaction with the clients. The ED follows up with regular correspondence including personal notes; phone calls, and an invitation to engage in volunteer service. This results in a long-term relationship of a donor and active volunteer.

In another situation, a donor makes a six-figure gift to an organization of which he is an avid supporter. While there is a verbal thank you for the gift there is no formal acknowledgment of the gift. In March of the following year (after the IRS deadline for notification) the donor called to request a receipt for his gift. How did the donor feel about the organization and how did that experience alter his relationship?

Cultivation covers all the communication and contact you have with prospective donors from newsletters and annual reports to special events and presentations.

Here are a few ways to engage donors and cultivate the relationship:

Site visits – inviting prospective donors to your site is a great way for them to get a first-hand encounter with your organization and experience the impact you have with clients. Even if your organization does not own a facility, invite prospects to join you at a site where the program occurs (community center, school, park, etc.)

Field trips – a friend of mine, Philip Bray at SafeHouse Outreach in Atlanta conducts Unholy Land Tours where he takes groups of supporters and potential supporters on a trip through downtown Atlanta and shows the darker side of the city. This provides participants an up close and personal picture of the need. Find ways to allow donors to see and experience your mission.

One-on-ones – set aside time on your schedule and money in the budget to have coffee, breakfast or lunch meetings with donors. Make this time meaningful by investing in the relationship and discover what motivates them and relevant stories or current data that illustrates the impact of your organization.

Personal correspondence – dedicate small blocks of time on a weekly (or daily) basis to send handwritten notes to prospective and current donors.

Regular newsletters – ask new donors if they want to be added to your newsletter distribution (print or electronic based on their preference) and take time to add a handwritten note.

Phone calls – take advantage of your drive time and make periodic calls to your prospective and current donors. Be brief, kind and courteous. “Hey this is Kevin with X Factor, I was thinking of you and wanted you to know how much we appreciate your support.” Again, if they have time share one way their gift is impacting your mission. When making phone calls be prepared to get voicemail and leave a succinct message on their voice mail that sounds personal and not like an automated commercial message.

The bottom line is that donor development is building and nurturing relationships. Be personal, professional and polite, but most of all be genuine. Invest in a donor as you would a friend. Donor development is preparing the donor for the ASK and next month we will explore how to make the ASK. Until then, keep serving and keep networking.