About the author:

With both an undergraduate and graduate degree from Boston College, Marianne Lord, the director of development for that University, knows her product.  Her career in fundraising, however, began right after graduate school at the Dana Farber Cancer Institute where she served as Director of Planned Giving for five years.  Upon returning to her alma mater in 1984, Lord devoloped the University's first planned giving program, helped organize and shephard the University's first major $136 Million campaign and is now directing the "capital gift" portion of a $400 Million+ effort for Boston College.  Lord says her work at BC is her best shot at changing the world, that and the long-range goal of raising two well-adjusted, happy, brilliant saints.

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  Philanthropic Partnership Survey

Relationship Fundraising is Successful Fundraising

Encouraging your donors to "follow the money" is the most effective way I know to bore down from checkbook giving to philanthropic partnerships. Allowing and encouraging that kind of philanthropy requires long-term relationships with prospects. It also demands listening and a willingness on your part to partner. Relationship fundraising means building a staff with longevity in mind, creating meaningful volunteer opportunities for donors and prospects, a good working knowledge of individual prospects’ philanthropic goals and aspirations, and a willingness to be the link between the donor and the recipient. That’s a tall order and spans entire spectrum of a development operation.

Lets look at each of these requirements:

Mother Theresa once said that she would have no one on her staff who was not brought up in poverty. She put a high premium on empathy. The best development officers, programs and events staff, and support staff are those who understand and personally support the mission of the institution. The best contact officers are those who appreciate the generosity of the institution’s donors and at the same time feel a partnership with them in helping to fulfill commonly held intrinsic objectives. Keeping these things in mind during the hiring process should naturally improve staff longevity.

Volunteer boards, regional and campaign solicitation committees at annual and capital levels, affiliation solicitation committees, such as parent groups, all provide opportunities for the education, cultivation and stewardship of donors. Take the opportunity to bring these donors closer to the institution’s mission, but be certain to cultivate not capture. Volunteers are giving up valuable time to attend meetings. Take the time to ask yourself, "What would they like to hear about our organization?"   Ask them to help you answer the question. They are a captive audience who will look for ways to escape if they are not stimulated and engaged.

When meeting with prospects, ask questions like:

"You are an active philanthropist. Where did that impulse come from?"

"You are in a unique position to change the world. What is your top priority in that regard?"

"How are you passing on your instinct for making a difference to your children?"

You will be amazed at how much you will learn from questions such as these.

Faculty members, researchers, physicians, clinicians, case workers et al are often the most persuasive and inspiring representatives for their institutions. A partnership with them is a most effective tool in the cultivation and stewardship process and provides a direct link with the donor and his/her financial support.

Use them well and thoughtfully.