Home > Resources > Articles > How to Secure the Five Types of Donors for Online Fundraising

How to Secure the Five Types of Donors for Online Fundraising

Are you looking for ways to get more donations for your fundraiser? It’s helpful to ask yourself, what drives people to donate? People are unique and feel compelled to support a cause for different reasons. If you can understand what motivates a donor to give, it’s easier to gain their support.But how do you persuade a donor pool full of unique preferences? In our experience, if you approach every potential donor in the same way, you can miss the mark with many of them. People crave personalized communication. So, talk to donors differently. You can inspire people to give by appealing to their personal preferences.

Spotlight

Take Charge America, Inc.

Take Charge America is a nonprofit financial education organization. For more than 25 years, Take Charge America has been committed to helping people around the country improve their financial futures. We work with individuals and families facing a variety of financial challenges to help them achieve self-reliance, financial stability and financial independence.

OTHER ARTICLES
Nonprofit Management

5 Rules for Adjusting Your Nonprofit Marketing

Article | July 20, 2022

It’s not business as usual, which means that your nonprofit marketing efforts have to adjust and change. Dynamism and adaptability are necessary for every organization in the current environment, especially for nonprofits. We understand that the need in our communities is only going to increase in the weeks and months ahead, which means nonprofits have to nurture relationships — and strengthen them.

Read More
Nonprofit Management

Nonprofits Have The Tools To Operate Remotely, But What Should They Work On?

Article | July 29, 2022

Last week we released an article outlining a list of software that can make working from home as painless as possible. The goal of that blog, and all others we post, is to share our insights to hopefully provide value for nonprofits. A few days after writing the post, I started thinking about organizations like Habitat for Humanity and the Red Cross. Zoom doesn’t seem very helpful if you’re trying to collect blood donations or construct new homes.

Read More
Nonprofit Management

6 Tips for Virtual Peer-to-Peer Fundraising

Article | July 15, 2022

As our world continues to be reshaped by the effects of COVID-19, nonprofits are looking for new ways to engage in online and virtual fundraising to support their revenue. This comes as a record number of organizations have lept into the peer-to-peer fundraising world in record numbers. Social media and do-it-yourself fundraising (where people can organize their own fundraising campaign for their favorite charity) make it easier and more attractive to people.

Read More

10 Things I Wish I Knew Before I Joined a Nonprofit Board

Article | October 6, 2020

With more than 33 years working in, or for, the nonprofit sector, I've learned a lot of things about being an executive director or CEO of a nonprofit organization. I wish someone had been around to tell me beforehand what I should know, but unfortunately, like many E.D.'s I was originally thrust into the mix without a clue. So, for your benefit, here are the top 10 things I wish I knew before I joined a nonprofit board. Perhaps they will help you to serve better on the right board or to prevent you from serving on the wrong board for your specific background, talents and temperament. 1. The Board, Not the CEO, is Accountable Board members need to understand that it is not the CEO but the Board that is in the box at the top of the organizational chart. Being in that top box means accountability for everything that happens in the organization. The buck doesn’t stop with the CEO but with the board. I’ve seen this: For several years, an organization covered expenses by spending down every penny of a $1.5 million endowment. Every year, their board of high-powered business people approved a budget that actually planned for income from bequests, as if they could predict when their donors might die. When things finally came to a head, the board’s response was to ask the ED, “Well what are you going to do about this?” It never occurred to them that THEY had been accountable for the mess all along! The board, corporately, is ultimately accountable when things go right, and when things go wrong, and it needs to know how to put that accountability into practice. 2. A Board Should Never Micromanage Some boards see micromanagement as the road to accountability. Some see it as a detriment, but still can’t seem to stop. Either way, if your board is micromanaging, they are on the road to failure. I’ve seen this: An organization had come through a time of financial hardship. They had eliminated their debt and were now operating from a position of fiscal strength. The board, however, was still in hardship mode, scrutinizing every purchase, no matter how small. They took 10 minutes at a board meeting to “investigate” why the staff went to one store vs. another, where they could have saved (I’m not kidding) $20 on a $200 item. The staff knew that every move they made would be second-guessed, and eventually they became immobilized. The board saw this as further proof of the need for scrutiny, and that cycle eventually crippled the organization. Micromanagement is the opposite of accountability. True accountability is proactive and preventative, while micromanagement is reactive and fear-based. 3. My Involvement Will Not Fix a Dysfunctional Board Sometimes our ego gets in the way, and we think that our involvement with a board will finally fix whatever problems the board has been having. From poor attendance to bickering and feuds, to the countless other issues boards face, my personality and skills alone will never solve these problems. It will simply bring one more person into the morass, to endure and potentially exacerbate those problems. I’ve seen this: Board members in a rural area often drove for as much as an hour to get to board meetings, only to find there was no quorum. Frustrated, they instituted policies for removing board members who failed to attend meetings, only to lose those board members entirely. The reason? Aside from reviewing reports, the board did virtually nothing of significance for the organization. Once the board refocused its purpose (and then refocused its meetings!), attendance was almost always 100%. And new board members could be assured that board meetings wouldn’t waste their time. 4. My Time on the Board Does Not Equal Money Every board should have a policy requiring board members to donate to the organization to the best of their means. This is NOT a fundraising issue. This is a living-by-example issue. If the board doesn’t believe the organization is worth investing in, why should a donor? How can we ask others to give generously when we haven’t done so ourselves? I’ve seen this: Some of the board seats of an organization serving low income families are reserved for recipients of the service. As a condition of a large gift, a donor wanted to be assured the board had all donated as well. When the “client” board members were asked, “What amount could you give - even if it’s just 25¢?” they all gave. One client wept as she handed over a $1 bill. “This is an honor. No one has ever asked me to participate in this way before,” she said. However, some of the non-client board members became angry, saying they were never told they would have to donate their time AND their money. With a giving policy in place, prospective board members will know what is expected of them BEFORE they join the board, and before a donor puts them on the spot by asking, “Has all your board given to the organization?” 5. The Board/CEO Relationship is Crucial for Success If the board’s relationship with the ED isn’t great (or it stinks), or there are hard feelings between the board and staff overall, this will carry into every decision made by the organization. The Board/CEO relationship is like a marriage. It requires work! It also requires a great deal of trust and communication. Without these two ingredients, the organization is likely to ultimately fail. I've seen this: An ED spent 20 years growing an organization to a nationally recognized and widely copied model for providing service. The board began attracting heavy-hitters, many of whom joined for the status of affiliating with this group, but who felt little passion for the mission. A rift was created between the board, who was mostly concerned about the organization’s finances (which were, by the way, in great shape), and the staff, who were mostly concerned about meeting the community need (for which they continued to maintain a stellar reputation). After a few years of this battle, the ED retired early. It has now been 2 years, and the board is still arguing over what they are looking for in a replacement ED. Problems between the staff and the board are almost always symptoms of something larger - usually a lack of understanding / focus on the organization’s vision or its values system. It is important that a board with these kind of issues receive some kind of “marriage counseling.” 6. The CEO Should Not Be the Only One Recruiting Board Members If the nonprofit CEO is the one doing most (or all) of your board recruitment, I probably don’t want to join the board. Look at the organizational chart. Do you really want your CEO hand-picking his/her boss? I’ve seen this: A CEO did all the recruiting. She also determined what would be on the board’s agenda every month, and provided the board with the information she felt they should have. Not surprisingly, the board never did anything but rubber stamp what the CEO suggested. In this organization, the board really thought they worked for the CEO! If the CEO is your board’s main recruiter, then your board likely has far more problems than you might suspect. 7. Planning and Implementing are Two Different Things: Both are Needed An organization needs plans for how it will impact the community and plans for how it will ensure it has the capacity to create that impact. If the board has plans, but no clue about the status of those plans, that’s just as bad. An organization's plans are your answer to the big questions - Why are we here? What are we trying to accomplish for the community? If the board can’t answer those basic questions, then what exactly is the board doing? I’ve seen this: An organization was required to have a strategic plan for accreditation. Every year they hired a consultant, created a plan, and did nothing to implement it. When they called to ask us to facilitate their next planning session, we told them we couldn’t do a plan unless we were assured the board would monitor its implementation. And they had no idea what we meant. A board needs to understand that “ensuring that the organization is making the community a better place” is one of their primary areas of accountability. 8. The Bylaws Determine How (And If) the Board Works Does the board have term limits, or can someone be on the board forever? Is it clear what types of actions could get someone thrown off the board, and what the process would be for removing them? Policies and procedures will guide board decisions and expectations. I’ve seen this: A board president called for advice: One of his board members had embezzled from their small nonprofit, but the rest of the board wouldn’t vote to remove him from the board. After I picked myself off the floor, I asked if they had contacted the police or an attorney, as this was a legal issue first, and only then a policy issue. Yes, he said, he knew they needed an attorney, but right now he needed to convince the rest of the board to remove this guy. Without a policy, the rest of the board felt sorry for the embezzler and wouldn’t vote to remove him. So there he stayed, attending meetings and voting on organizational matters, months after the discovery had been made! As extreme as it appears to be, with no policies in place, the board was in a quandary about whether or not to remove their “friend.” If you are thinking this couldn’t happen to your board, you might be surprised at some of the bad behavior I have witnessed from otherwise rational people - behavior that seems to only show itself when they find themselves on a nonprofit board. Without consistently applied board policies and procedures, it is more likely that your own odd sets of circumstances could knock your board (and your organization) for a loop. 9. Someone Has to Provide Me Training and Orientation The board must have an orientation program, and new board members need more than their board manual and perhaps a tour of the facility. Without training, how will I know what is expected of me? And how will the organization be assured that I am capable of guiding the organization? I’ve seen this: I once gave a long-standing board a quiz about their organization, with easy questions like “What is your annual budget?” and “Name three programs the organization provides” and “Name one staff person aside from the administrative staff, and tell what their position is.” They all failed. Many had been on the board for 20 years, and each and every one of them failed the quiz. How could they govern if they didn’t have such basic information? Often, I perform this same quiz about the organization's mission ("Tell me the mission statement of the organization") and 99% of the time, they also fail. Board members must be well informed about the organization from the moment they are permitted to vote, because otherwise they won’t be able to do the job. At the very least, they should be able to recite the mission statement! The organization must also ensure that every single board member understands how to read the financials (not just those on the finance committee), so that every board member can be accountable for decisions that require financial understanding (like approving the budget, approving new staff positions, etc.). 10. Why Do You Want Me, Anyway?! This will sound ridiculously simple, but it is critically important to know why the organization wants me-specifically- to serve on their board! What skills, talents, experiences do I bring to the table that complement the rest of the team? Being asked “Will you serve?” with an answer of “yes,” should not be enough for me to secure such an important position. I’ve seen this: "Warm blood and a pulse." If only I had a nickel for every board who told me this is their recruitment criteria. If prodded, they might offer that they are seeking "business people" or "people with connections." On the other hand, when I ask what criteria and processes they have in place for recruiting their janitor, they rattle off a whole litany of qualifications and reference checks, etc. If our boards are accountable for everything our organizations do, shouldn't we have at least as good a process for "hiring" board members as we do for hiring the janitor? A board must have a solid recruitment process that includes not only applications and interviews, but first and foremost knowing what they are looking for, and how I fit into that mix.

Read More
Nonprofit Management

What Does the Health of Your Nonprofit Website Mean and How Can You Improve It?

Article | July 20, 2022

It’s not business as usual, which means that your nonprofit marketing efforts have to adjust and change. Dynamism and adaptability are necessary for every organization in the current environment, especially for nonprofits. We understand that the need in our communities is only going to increase in the weeks and months ahead, which means nonprofits have to nurture relationships — and strengthen them.

Read More
Nonprofit Management

Marketing Your Nonprofit Organization in 4 Simple Steps

Article | July 29, 2022

Last week we released an article outlining a list of software that can make working from home as painless as possible. The goal of that blog, and all others we post, is to share our insights to hopefully provide value for nonprofits. A few days after writing the post, I started thinking about organizations like Habitat for Humanity and the Red Cross. Zoom doesn’t seem very helpful if you’re trying to collect blood donations or construct new homes.

Read More
Nonprofit Management

The Advocacy versus the Activist Functions of Non-profits

Article | July 15, 2022

As our world continues to be reshaped by the effects of COVID-19, nonprofits are looking for new ways to engage in online and virtual fundraising to support their revenue. This comes as a record number of organizations have lept into the peer-to-peer fundraising world in record numbers. Social media and do-it-yourself fundraising (where people can organize their own fundraising campaign for their favorite charity) make it easier and more attractive to people.

Read More

10 Things I Wish I Knew Before I Joined a Nonprofit Board

Article | October 6, 2020

With more than 33 years working in, or for, the nonprofit sector, I've learned a lot of things about being an executive director or CEO of a nonprofit organization. I wish someone had been around to tell me beforehand what I should know, but unfortunately, like many E.D.'s I was originally thrust into the mix without a clue. So, for your benefit, here are the top 10 things I wish I knew before I joined a nonprofit board. Perhaps they will help you to serve better on the right board or to prevent you from serving on the wrong board for your specific background, talents and temperament. 1. The Board, Not the CEO, is Accountable Board members need to understand that it is not the CEO but the Board that is in the box at the top of the organizational chart. Being in that top box means accountability for everything that happens in the organization. The buck doesn’t stop with the CEO but with the board. I’ve seen this: For several years, an organization covered expenses by spending down every penny of a $1.5 million endowment. Every year, their board of high-powered business people approved a budget that actually planned for income from bequests, as if they could predict when their donors might die. When things finally came to a head, the board’s response was to ask the ED, “Well what are you going to do about this?” It never occurred to them that THEY had been accountable for the mess all along! The board, corporately, is ultimately accountable when things go right, and when things go wrong, and it needs to know how to put that accountability into practice. 2. A Board Should Never Micromanage Some boards see micromanagement as the road to accountability. Some see it as a detriment, but still can’t seem to stop. Either way, if your board is micromanaging, they are on the road to failure. I’ve seen this: An organization had come through a time of financial hardship. They had eliminated their debt and were now operating from a position of fiscal strength. The board, however, was still in hardship mode, scrutinizing every purchase, no matter how small. They took 10 minutes at a board meeting to “investigate” why the staff went to one store vs. another, where they could have saved (I’m not kidding) $20 on a $200 item. The staff knew that every move they made would be second-guessed, and eventually they became immobilized. The board saw this as further proof of the need for scrutiny, and that cycle eventually crippled the organization. Micromanagement is the opposite of accountability. True accountability is proactive and preventative, while micromanagement is reactive and fear-based. 3. My Involvement Will Not Fix a Dysfunctional Board Sometimes our ego gets in the way, and we think that our involvement with a board will finally fix whatever problems the board has been having. From poor attendance to bickering and feuds, to the countless other issues boards face, my personality and skills alone will never solve these problems. It will simply bring one more person into the morass, to endure and potentially exacerbate those problems. I’ve seen this: Board members in a rural area often drove for as much as an hour to get to board meetings, only to find there was no quorum. Frustrated, they instituted policies for removing board members who failed to attend meetings, only to lose those board members entirely. The reason? Aside from reviewing reports, the board did virtually nothing of significance for the organization. Once the board refocused its purpose (and then refocused its meetings!), attendance was almost always 100%. And new board members could be assured that board meetings wouldn’t waste their time. 4. My Time on the Board Does Not Equal Money Every board should have a policy requiring board members to donate to the organization to the best of their means. This is NOT a fundraising issue. This is a living-by-example issue. If the board doesn’t believe the organization is worth investing in, why should a donor? How can we ask others to give generously when we haven’t done so ourselves? I’ve seen this: Some of the board seats of an organization serving low income families are reserved for recipients of the service. As a condition of a large gift, a donor wanted to be assured the board had all donated as well. When the “client” board members were asked, “What amount could you give - even if it’s just 25¢?” they all gave. One client wept as she handed over a $1 bill. “This is an honor. No one has ever asked me to participate in this way before,” she said. However, some of the non-client board members became angry, saying they were never told they would have to donate their time AND their money. With a giving policy in place, prospective board members will know what is expected of them BEFORE they join the board, and before a donor puts them on the spot by asking, “Has all your board given to the organization?” 5. The Board/CEO Relationship is Crucial for Success If the board’s relationship with the ED isn’t great (or it stinks), or there are hard feelings between the board and staff overall, this will carry into every decision made by the organization. The Board/CEO relationship is like a marriage. It requires work! It also requires a great deal of trust and communication. Without these two ingredients, the organization is likely to ultimately fail. I've seen this: An ED spent 20 years growing an organization to a nationally recognized and widely copied model for providing service. The board began attracting heavy-hitters, many of whom joined for the status of affiliating with this group, but who felt little passion for the mission. A rift was created between the board, who was mostly concerned about the organization’s finances (which were, by the way, in great shape), and the staff, who were mostly concerned about meeting the community need (for which they continued to maintain a stellar reputation). After a few years of this battle, the ED retired early. It has now been 2 years, and the board is still arguing over what they are looking for in a replacement ED. Problems between the staff and the board are almost always symptoms of something larger - usually a lack of understanding / focus on the organization’s vision or its values system. It is important that a board with these kind of issues receive some kind of “marriage counseling.” 6. The CEO Should Not Be the Only One Recruiting Board Members If the nonprofit CEO is the one doing most (or all) of your board recruitment, I probably don’t want to join the board. Look at the organizational chart. Do you really want your CEO hand-picking his/her boss? I’ve seen this: A CEO did all the recruiting. She also determined what would be on the board’s agenda every month, and provided the board with the information she felt they should have. Not surprisingly, the board never did anything but rubber stamp what the CEO suggested. In this organization, the board really thought they worked for the CEO! If the CEO is your board’s main recruiter, then your board likely has far more problems than you might suspect. 7. Planning and Implementing are Two Different Things: Both are Needed An organization needs plans for how it will impact the community and plans for how it will ensure it has the capacity to create that impact. If the board has plans, but no clue about the status of those plans, that’s just as bad. An organization's plans are your answer to the big questions - Why are we here? What are we trying to accomplish for the community? If the board can’t answer those basic questions, then what exactly is the board doing? I’ve seen this: An organization was required to have a strategic plan for accreditation. Every year they hired a consultant, created a plan, and did nothing to implement it. When they called to ask us to facilitate their next planning session, we told them we couldn’t do a plan unless we were assured the board would monitor its implementation. And they had no idea what we meant. A board needs to understand that “ensuring that the organization is making the community a better place” is one of their primary areas of accountability. 8. The Bylaws Determine How (And If) the Board Works Does the board have term limits, or can someone be on the board forever? Is it clear what types of actions could get someone thrown off the board, and what the process would be for removing them? Policies and procedures will guide board decisions and expectations. I’ve seen this: A board president called for advice: One of his board members had embezzled from their small nonprofit, but the rest of the board wouldn’t vote to remove him from the board. After I picked myself off the floor, I asked if they had contacted the police or an attorney, as this was a legal issue first, and only then a policy issue. Yes, he said, he knew they needed an attorney, but right now he needed to convince the rest of the board to remove this guy. Without a policy, the rest of the board felt sorry for the embezzler and wouldn’t vote to remove him. So there he stayed, attending meetings and voting on organizational matters, months after the discovery had been made! As extreme as it appears to be, with no policies in place, the board was in a quandary about whether or not to remove their “friend.” If you are thinking this couldn’t happen to your board, you might be surprised at some of the bad behavior I have witnessed from otherwise rational people - behavior that seems to only show itself when they find themselves on a nonprofit board. Without consistently applied board policies and procedures, it is more likely that your own odd sets of circumstances could knock your board (and your organization) for a loop. 9. Someone Has to Provide Me Training and Orientation The board must have an orientation program, and new board members need more than their board manual and perhaps a tour of the facility. Without training, how will I know what is expected of me? And how will the organization be assured that I am capable of guiding the organization? I’ve seen this: I once gave a long-standing board a quiz about their organization, with easy questions like “What is your annual budget?” and “Name three programs the organization provides” and “Name one staff person aside from the administrative staff, and tell what their position is.” They all failed. Many had been on the board for 20 years, and each and every one of them failed the quiz. How could they govern if they didn’t have such basic information? Often, I perform this same quiz about the organization's mission ("Tell me the mission statement of the organization") and 99% of the time, they also fail. Board members must be well informed about the organization from the moment they are permitted to vote, because otherwise they won’t be able to do the job. At the very least, they should be able to recite the mission statement! The organization must also ensure that every single board member understands how to read the financials (not just those on the finance committee), so that every board member can be accountable for decisions that require financial understanding (like approving the budget, approving new staff positions, etc.). 10. Why Do You Want Me, Anyway?! This will sound ridiculously simple, but it is critically important to know why the organization wants me-specifically- to serve on their board! What skills, talents, experiences do I bring to the table that complement the rest of the team? Being asked “Will you serve?” with an answer of “yes,” should not be enough for me to secure such an important position. I’ve seen this: "Warm blood and a pulse." If only I had a nickel for every board who told me this is their recruitment criteria. If prodded, they might offer that they are seeking "business people" or "people with connections." On the other hand, when I ask what criteria and processes they have in place for recruiting their janitor, they rattle off a whole litany of qualifications and reference checks, etc. If our boards are accountable for everything our organizations do, shouldn't we have at least as good a process for "hiring" board members as we do for hiring the janitor? A board must have a solid recruitment process that includes not only applications and interviews, but first and foremost knowing what they are looking for, and how I fit into that mix.

Read More
MORE ARTICLES

Spotlight

Take Charge America, Inc.

Take Charge America is a nonprofit financial education organization. For more than 25 years, Take Charge America has been committed to helping people around the country improve their financial futures. We work with individuals and families facing a variety of financial challenges to help them achieve self-reliance, financial stability and financial independence.

Related News

Fundraising, Nonprofit Management

American Camp Association Receives $45.5 Million Grant from Lilly Endowment Inc. to Strengthen Character Development Programs for Young People

PR Newswire | February 02, 2024

The American Camp Association® (ACA) is honored to announce that Lilly Endowment Inc. has awarded ACA a $45,535,623 grant to support the creation of a new, multiyear initiative to grow, improve, and celebrate character development at camps across the United States. Character at Camp is an innovative initiative anchored in the belief that summer and year-round camp programs provide an unparalleled opportunity to promote the character development of young people. While camps vary greatly in their mission, size, activities, programming, and location, many are run with an intrinsic focus on youth development and character-building skills and traits. ACA's recent National Camp Impact Study demonstrated that camp experiences support social connectedness among youth and the development of skills and traits such as perseverance, responsibility, and the willingness to try new things. This study also found that these skills and traits last over time. Individuals who attended camp as children demonstrate these skills and traits throughout academic environments and well into their early careers. For more than a century, character development has been foundational to the camp experience, as each camp distinctively offers a variety of opportunities to develop important character skills and traits. Camps provide young people with experiences in less-distracting settings, often surrounded by nature, that can help support character development through social interactions with peers and counselors, time for reflection and other activities. For example, campers learn responsibility as they help set tables in the dining hall, engage in leadership when guiding groups during hikes, and practice empathy when they support fellow campers who are missing home. In today's world, the benefits of building character skills and traits such as gratitude, kindness, creativity, curiosity, perseverance, resiliency, empathy, courage, and teamwork could not be more important. The Character at Camp initiative will be conducted during the next six years. ACA will make available in-person and virtual training opportunities, educational tools, and other resources to camps to strengthen, expand, or establish character development programs at the more than 15,000 year-round and summer camps across the US. As a direct result of this new initiative, ACA will invite camp leaders to participate in educational and peer-learning opportunities, networking, training, other experiences to learn how to help develop character skills and traits at camp. ACA will work with camp professionals, youth-development experts, and others to create new educational resources, training, and assessment tools to provide camps with opportunities to engage in this important initiative. Starting in 2025, all eligible nonprofit camps will have the opportunity to apply for competitive one-, two-, or three-year grants to support their character development programs. Eligible organizations will be able to apply for funding in amounts ranging from $50,000 to up to $300,000 based on the length of the grant period. Funds may be used for staffing, training, curricula, assessment, communications, and/or outreach and partnership efforts to support camps' specific goals related to character development. The initiative will support a broad range of camps serving young people from varied backgrounds and experiences, including under-resourced and underrepresented youth, as well as provide funding for developing character-based programming that is culturally relevant and values the diverse perspectives of youth and families. "We are deeply grateful for Lilly Endowment's support of ACA and our shared commitment to support camps across the country with the funding, tools, resources, and education to expand and prioritize character development programs," said Tom Rosenberg, ACA president/CEO. "This Character at Camp initiative recognizes the diverse needs of children and youth. We know camp experiences build a world of belonging and growth, and we're excited to engage camps as they work to strengthen their character development programs." "Lilly Endowment's founders firmly believed that developing the character of young people was vital to the future of communities and our country, and they supported many efforts to understand how character is formed," said N. Clay Robbins, Lilly Endowment's chairman and CEO. "For decades, well run camps have had a positive impact on the character development of thousands of campers. We believe, with the commitment, leadership, and expertise of ACA, its Character at Camp initiative can meaningfully enhance and expand character development from a variety of perspectives and in a diverse array of young people throughout the nation."

Read More

Fundraising, Nonprofit Management, Philanthropy

The National Geographic Society Breaks Fundraising Record with $122.8 Million in New Commitments

PR Newswire | January 25, 2024

Today, the National Geographic Society announced its largest fundraising year in its 136-year history with $122.8 million in new commitments for 2023 the Society's third record-breaking year in a row. Contributions came from individuals, corporations and foundations to support the nonprofit's mission work, including the transformation of its Base Camp in Washington, D.C., global community of National Geographic Explorers and portfolio of impactful programs. The Society invests 100 percent of donor contributions into the organization's programmatic priorities to strengthen its mission of illuminating and protecting the wonder of our world. Donors and partners fuel the Society's ability to leverage scientific research, exploration, education and unparalleled storytelling to spark curiosity in hundreds of millions of people to learn about and care for our planet. These philanthropic investments accelerate the Society's sustainable business model and build a culture of philanthropy, key to the organization's five-year strategic plan, NG Next. This achievement underscores our community's belief in our mission and vision for the future," said CEO Jill Tiefenthaler. "The dedication of our donors is instrumental to funding the extraordinary National Geographic Explorers who are driving positive change for our planet and its people. Thank you to all those helping us support our Explorers, transform our Base Camp, and achieve our mission and global impact. Last year, the Society launched its newly formed Principal Donors Society, the highest designation for lifetime giving, which recognizes individuals, corporations and foundations who have championed the nonprofit through cumulative philanthropic support of $1 million or more for pivotal priorities and impact areas. The second annual Principal Donors Society induction ceremony and celebration will take place on February 7, 2024 in Los Angeles, California. "We are most grateful for the unprecedented generosity of our donors that this year's giving reflects, as it clearly demonstrates the growing global support of the National Geographic Society's mission to illuminate and protect the wonderful of our world," said the Society's Board Chair Jean Case. 2023 fiscal year fundraising highlights include: Secured the largest commitment in the Society's history from long-time partner, Rolex $122.8 million in overall new commitments, a 4% increase from the previous record-breaking fiscal year ($117.9M) 81 new commitments of $100,000 or above, a 16% increase over 2022 16 new commitments at $1 million or above $13.2 million raised through Annual Giving & Membership, a 13% increase over 2022 100% participation by the Board of Trustees 100% participation by the Society's Senior Leadership team Increased membership in the Hubbard Council (annual donors of $50,000 or more) by 30% Launched the Principal Donors Society in January 2023, recognizing donors of lifetime giving of $1M or more to the Society, with 65 donors; adding an additional 11 donors during 2023 "We accomplished this tremendous fundraising year thanks to our loyal, global network of industry and thought leaders who are personally dedicated to the Society's success," said Chief Advancement Officer Kara Ramirez Mullins. "It's encouraging to see real investment in, and momentum for, the Society's key priorities like the Base Camp renovation project. We have a bold vision for the future and the time to invest in the Society is now!"

Read More

Fundraising, Philanthropy

The Colossal Impact: 2023 Allocation of Funds Raised for Charity Through Online Competitions

PR Newswire | January 04, 2024

Colossal Management, a pioneering force in changing the landscape of fundraising through online competitions, announces the allocation of over $23 million in donation funds raised in 2023. Colossal's unique approach to fundraising benefits both charities and competitors, bringing together communities to support important causes. Through various competitions, Colossal has successfully raised substantial amounts, and the funds are now being directed toward impactful initiatives. All donations raised from associated votes cast during a Colossal competition go directly to DTCare, a 501(c)(3) charity, which subsequently grants the donations to a designated nonprofit at the end of the competition. The following are standout examples of the impact a Colossal competition can make. Favorite Chef Benefiting James Beard Foundation (JBF) Guest Appearance: Carla Hall 2023 grant amount: over $4.7 million The grant enables JBF to: Dedicate extra resources to advocacy around the Farm Bill, a major piece of federal legislation. Add another WEL (Women's Entrepreneurial Leadership) cohort to their planned programming. Produce a new series of toolkits for the virtual resource library to support culinary entrepreneurs. Expand JBF Leadership Workshops across the country. Develop a series of Advocacy Meetups and mini-training refreshers to bring chefs and other culinary workers together to collaborate on key advocacy issues (sustainability, farming practices, SNAP access, healthier school lunches, etc.). Invest in a new Sustainability Certificate program that would incentivize independent restaurants to build more robust, sustainable infrastructures. Help support chefs in residence at Platform by JBF, the new culinary performance and dining space at Pier 57 in New York City. "We are absolutely delighted to see how Colossal competitions bring so many people together around food, and we are deeply grateful that this initiative will benefit the Foundation's efforts to champion a standard of good food anchored in talent, equity, and sustainability." –Clare Reichenbach, CEO of the James Beard Foundation Super Mom Benefiting Children's Miracle Network Hospitals (CMNH) 2023 donation amount: over $2.6 million The Super Mom campaign was the largest first-year donation they've received to date, according to Frances Fu, Chief Financial and Strategy Officer of CMNH. For every $1 raised through underwriting, CMNH turns it into $8 in donations for children's hospitals to, in turn, use where they're needed most. The grant enables CMNH to: Help provide charitable care. Support research & treatments. Provide education. Provide advancement services. Contribute to patient services. Improve life-saving equipment. "The Colossal team is amazing at building online communities through their competitions that have made an unprecedented impact for Children's Miracle Network Hospitals! Their expertise and passion for fundraising and our mission are second to none." –Todd Fisher, Sr. Director of Business Development Fab Over 40 Benefiting National Breast Cancer Foundation Guest Appearance: Dolores Catania 2022 donation amount: over $8.2 million The associated grant, generously presented to NBCF by Colossal's dedicated partner, DTCare, enabled the foundation to channel resources into critical programs and services, encompassing education, detection, navigation, and inspiration for individuals battling breast cancer and their loved ones. The grant enabled NBCF to: Navigate support for 51,047 patients. Provide breast health education for 16,137 women. Give 9,771 mammograms. Make and distribute 6,745 HOPE Kits. Provide outreach to 1,721 women through community programs. "Colossal has helped us provide education, early detection, and support services to thousands of women affected by breast cancer over the last two years through the Fab Over 40 Competition. We are truly grateful for their generosity." –Candice Hensley, Sr. Manager of Strategic Partnerships, NBCF Tony Hawk's Skatepark Hero Benefiting The Skatepark Project Guest appearance: Tony Hawk 2023 donation amount: $768,498.50 The grant enables The Skatepark Project to: Help build new skateparks while also funding the nearly 700 public skateparks in underserved communities across all 50 states. Increase access to outdoor recreation and free play through the creation of safe and inclusive community skateparks. Support 'Supply the Ride,' a program dedicated to breaking down barriers and promoting accessibility by providing skateboards, helmets, and pads to youth in under-resourced communities. Support the 'Fellowship' program, which works to guide the next generation of BIPOC skate advocates on how to create public skateparks in their own communities. "The Skatepark Hero Competition is a celebration of the spirit and talent that drive skateboarding and will shape the future of this incredible sport!" –Tony Hawk America's Favorite Pet Benefiting Progressive Animal Welfare Society (PAWS) 2023 grant amount: over $3.2 million Colossal raised an impressive $3.2 million through the 2023 America's Favorite Pet (AFP) Competition and was presented the prestigious inaugural Colossal Kindness Award at PAWS' 56th annual Wild Night gala. The grant enables PAWS to: Extend reach to areas affected by natural disasters. 160 animals from California saved during extreme flooding. 130 animals saved from New Orleans. Many animals rescued after the Maui fires. Complete Snohomish Wildlife Center built on a secluded 25-acre site to rehabilitate wildlife. Enhance PAWS' professional training programs. Broaden its community outreach initiatives. Create new educational programs tailored to underserved youth to foster a deeper understanding and appreciation of animal welfare. Offer low-cost spay and neuter surgeries to address the critical issue of pet overpopulation. "This generous contribution has catalyzed PAWS' efforts to provide comprehensive care for thousands of cats and dogs. Many of these animals have been rescued from overcrowded shelters where euthanasia was imminent. Because of this generous grant, PAWS can provide safe shelter to animals like Odette, a senior dog with medical needs. Thanks to Colossal and DTCare, Odette was recently adopted into a loving home where her new family appreciates her calm nature and graying muzzle." –Heidi Wills Yamada, PAWS CEO In 2024, Colossal continues to offer extraordinary experiences for competitors in a variety of fundraising campaigns, all in the name of charity. Past winners include the first-ever Super Mom, London Reber; the Skatepark Hero, Michael Manion; and the 2023 Favorite Chef, Karen Jenkins. Who's Next?

Read More

Fundraising, Nonprofit Management

American Camp Association Receives $45.5 Million Grant from Lilly Endowment Inc. to Strengthen Character Development Programs for Young People

PR Newswire | February 02, 2024

The American Camp Association® (ACA) is honored to announce that Lilly Endowment Inc. has awarded ACA a $45,535,623 grant to support the creation of a new, multiyear initiative to grow, improve, and celebrate character development at camps across the United States. Character at Camp is an innovative initiative anchored in the belief that summer and year-round camp programs provide an unparalleled opportunity to promote the character development of young people. While camps vary greatly in their mission, size, activities, programming, and location, many are run with an intrinsic focus on youth development and character-building skills and traits. ACA's recent National Camp Impact Study demonstrated that camp experiences support social connectedness among youth and the development of skills and traits such as perseverance, responsibility, and the willingness to try new things. This study also found that these skills and traits last over time. Individuals who attended camp as children demonstrate these skills and traits throughout academic environments and well into their early careers. For more than a century, character development has been foundational to the camp experience, as each camp distinctively offers a variety of opportunities to develop important character skills and traits. Camps provide young people with experiences in less-distracting settings, often surrounded by nature, that can help support character development through social interactions with peers and counselors, time for reflection and other activities. For example, campers learn responsibility as they help set tables in the dining hall, engage in leadership when guiding groups during hikes, and practice empathy when they support fellow campers who are missing home. In today's world, the benefits of building character skills and traits such as gratitude, kindness, creativity, curiosity, perseverance, resiliency, empathy, courage, and teamwork could not be more important. The Character at Camp initiative will be conducted during the next six years. ACA will make available in-person and virtual training opportunities, educational tools, and other resources to camps to strengthen, expand, or establish character development programs at the more than 15,000 year-round and summer camps across the US. As a direct result of this new initiative, ACA will invite camp leaders to participate in educational and peer-learning opportunities, networking, training, other experiences to learn how to help develop character skills and traits at camp. ACA will work with camp professionals, youth-development experts, and others to create new educational resources, training, and assessment tools to provide camps with opportunities to engage in this important initiative. Starting in 2025, all eligible nonprofit camps will have the opportunity to apply for competitive one-, two-, or three-year grants to support their character development programs. Eligible organizations will be able to apply for funding in amounts ranging from $50,000 to up to $300,000 based on the length of the grant period. Funds may be used for staffing, training, curricula, assessment, communications, and/or outreach and partnership efforts to support camps' specific goals related to character development. The initiative will support a broad range of camps serving young people from varied backgrounds and experiences, including under-resourced and underrepresented youth, as well as provide funding for developing character-based programming that is culturally relevant and values the diverse perspectives of youth and families. "We are deeply grateful for Lilly Endowment's support of ACA and our shared commitment to support camps across the country with the funding, tools, resources, and education to expand and prioritize character development programs," said Tom Rosenberg, ACA president/CEO. "This Character at Camp initiative recognizes the diverse needs of children and youth. We know camp experiences build a world of belonging and growth, and we're excited to engage camps as they work to strengthen their character development programs." "Lilly Endowment's founders firmly believed that developing the character of young people was vital to the future of communities and our country, and they supported many efforts to understand how character is formed," said N. Clay Robbins, Lilly Endowment's chairman and CEO. "For decades, well run camps have had a positive impact on the character development of thousands of campers. We believe, with the commitment, leadership, and expertise of ACA, its Character at Camp initiative can meaningfully enhance and expand character development from a variety of perspectives and in a diverse array of young people throughout the nation."

Read More

Fundraising, Nonprofit Management, Philanthropy

The National Geographic Society Breaks Fundraising Record with $122.8 Million in New Commitments

PR Newswire | January 25, 2024

Today, the National Geographic Society announced its largest fundraising year in its 136-year history with $122.8 million in new commitments for 2023 the Society's third record-breaking year in a row. Contributions came from individuals, corporations and foundations to support the nonprofit's mission work, including the transformation of its Base Camp in Washington, D.C., global community of National Geographic Explorers and portfolio of impactful programs. The Society invests 100 percent of donor contributions into the organization's programmatic priorities to strengthen its mission of illuminating and protecting the wonder of our world. Donors and partners fuel the Society's ability to leverage scientific research, exploration, education and unparalleled storytelling to spark curiosity in hundreds of millions of people to learn about and care for our planet. These philanthropic investments accelerate the Society's sustainable business model and build a culture of philanthropy, key to the organization's five-year strategic plan, NG Next. This achievement underscores our community's belief in our mission and vision for the future," said CEO Jill Tiefenthaler. "The dedication of our donors is instrumental to funding the extraordinary National Geographic Explorers who are driving positive change for our planet and its people. Thank you to all those helping us support our Explorers, transform our Base Camp, and achieve our mission and global impact. Last year, the Society launched its newly formed Principal Donors Society, the highest designation for lifetime giving, which recognizes individuals, corporations and foundations who have championed the nonprofit through cumulative philanthropic support of $1 million or more for pivotal priorities and impact areas. The second annual Principal Donors Society induction ceremony and celebration will take place on February 7, 2024 in Los Angeles, California. "We are most grateful for the unprecedented generosity of our donors that this year's giving reflects, as it clearly demonstrates the growing global support of the National Geographic Society's mission to illuminate and protect the wonderful of our world," said the Society's Board Chair Jean Case. 2023 fiscal year fundraising highlights include: Secured the largest commitment in the Society's history from long-time partner, Rolex $122.8 million in overall new commitments, a 4% increase from the previous record-breaking fiscal year ($117.9M) 81 new commitments of $100,000 or above, a 16% increase over 2022 16 new commitments at $1 million or above $13.2 million raised through Annual Giving & Membership, a 13% increase over 2022 100% participation by the Board of Trustees 100% participation by the Society's Senior Leadership team Increased membership in the Hubbard Council (annual donors of $50,000 or more) by 30% Launched the Principal Donors Society in January 2023, recognizing donors of lifetime giving of $1M or more to the Society, with 65 donors; adding an additional 11 donors during 2023 "We accomplished this tremendous fundraising year thanks to our loyal, global network of industry and thought leaders who are personally dedicated to the Society's success," said Chief Advancement Officer Kara Ramirez Mullins. "It's encouraging to see real investment in, and momentum for, the Society's key priorities like the Base Camp renovation project. We have a bold vision for the future and the time to invest in the Society is now!"

Read More

Fundraising, Philanthropy

The Colossal Impact: 2023 Allocation of Funds Raised for Charity Through Online Competitions

PR Newswire | January 04, 2024

Colossal Management, a pioneering force in changing the landscape of fundraising through online competitions, announces the allocation of over $23 million in donation funds raised in 2023. Colossal's unique approach to fundraising benefits both charities and competitors, bringing together communities to support important causes. Through various competitions, Colossal has successfully raised substantial amounts, and the funds are now being directed toward impactful initiatives. All donations raised from associated votes cast during a Colossal competition go directly to DTCare, a 501(c)(3) charity, which subsequently grants the donations to a designated nonprofit at the end of the competition. The following are standout examples of the impact a Colossal competition can make. Favorite Chef Benefiting James Beard Foundation (JBF) Guest Appearance: Carla Hall 2023 grant amount: over $4.7 million The grant enables JBF to: Dedicate extra resources to advocacy around the Farm Bill, a major piece of federal legislation. Add another WEL (Women's Entrepreneurial Leadership) cohort to their planned programming. Produce a new series of toolkits for the virtual resource library to support culinary entrepreneurs. Expand JBF Leadership Workshops across the country. Develop a series of Advocacy Meetups and mini-training refreshers to bring chefs and other culinary workers together to collaborate on key advocacy issues (sustainability, farming practices, SNAP access, healthier school lunches, etc.). Invest in a new Sustainability Certificate program that would incentivize independent restaurants to build more robust, sustainable infrastructures. Help support chefs in residence at Platform by JBF, the new culinary performance and dining space at Pier 57 in New York City. "We are absolutely delighted to see how Colossal competitions bring so many people together around food, and we are deeply grateful that this initiative will benefit the Foundation's efforts to champion a standard of good food anchored in talent, equity, and sustainability." –Clare Reichenbach, CEO of the James Beard Foundation Super Mom Benefiting Children's Miracle Network Hospitals (CMNH) 2023 donation amount: over $2.6 million The Super Mom campaign was the largest first-year donation they've received to date, according to Frances Fu, Chief Financial and Strategy Officer of CMNH. For every $1 raised through underwriting, CMNH turns it into $8 in donations for children's hospitals to, in turn, use where they're needed most. The grant enables CMNH to: Help provide charitable care. Support research & treatments. Provide education. Provide advancement services. Contribute to patient services. Improve life-saving equipment. "The Colossal team is amazing at building online communities through their competitions that have made an unprecedented impact for Children's Miracle Network Hospitals! Their expertise and passion for fundraising and our mission are second to none." –Todd Fisher, Sr. Director of Business Development Fab Over 40 Benefiting National Breast Cancer Foundation Guest Appearance: Dolores Catania 2022 donation amount: over $8.2 million The associated grant, generously presented to NBCF by Colossal's dedicated partner, DTCare, enabled the foundation to channel resources into critical programs and services, encompassing education, detection, navigation, and inspiration for individuals battling breast cancer and their loved ones. The grant enabled NBCF to: Navigate support for 51,047 patients. Provide breast health education for 16,137 women. Give 9,771 mammograms. Make and distribute 6,745 HOPE Kits. Provide outreach to 1,721 women through community programs. "Colossal has helped us provide education, early detection, and support services to thousands of women affected by breast cancer over the last two years through the Fab Over 40 Competition. We are truly grateful for their generosity." –Candice Hensley, Sr. Manager of Strategic Partnerships, NBCF Tony Hawk's Skatepark Hero Benefiting The Skatepark Project Guest appearance: Tony Hawk 2023 donation amount: $768,498.50 The grant enables The Skatepark Project to: Help build new skateparks while also funding the nearly 700 public skateparks in underserved communities across all 50 states. Increase access to outdoor recreation and free play through the creation of safe and inclusive community skateparks. Support 'Supply the Ride,' a program dedicated to breaking down barriers and promoting accessibility by providing skateboards, helmets, and pads to youth in under-resourced communities. Support the 'Fellowship' program, which works to guide the next generation of BIPOC skate advocates on how to create public skateparks in their own communities. "The Skatepark Hero Competition is a celebration of the spirit and talent that drive skateboarding and will shape the future of this incredible sport!" –Tony Hawk America's Favorite Pet Benefiting Progressive Animal Welfare Society (PAWS) 2023 grant amount: over $3.2 million Colossal raised an impressive $3.2 million through the 2023 America's Favorite Pet (AFP) Competition and was presented the prestigious inaugural Colossal Kindness Award at PAWS' 56th annual Wild Night gala. The grant enables PAWS to: Extend reach to areas affected by natural disasters. 160 animals from California saved during extreme flooding. 130 animals saved from New Orleans. Many animals rescued after the Maui fires. Complete Snohomish Wildlife Center built on a secluded 25-acre site to rehabilitate wildlife. Enhance PAWS' professional training programs. Broaden its community outreach initiatives. Create new educational programs tailored to underserved youth to foster a deeper understanding and appreciation of animal welfare. Offer low-cost spay and neuter surgeries to address the critical issue of pet overpopulation. "This generous contribution has catalyzed PAWS' efforts to provide comprehensive care for thousands of cats and dogs. Many of these animals have been rescued from overcrowded shelters where euthanasia was imminent. Because of this generous grant, PAWS can provide safe shelter to animals like Odette, a senior dog with medical needs. Thanks to Colossal and DTCare, Odette was recently adopted into a loving home where her new family appreciates her calm nature and graying muzzle." –Heidi Wills Yamada, PAWS CEO In 2024, Colossal continues to offer extraordinary experiences for competitors in a variety of fundraising campaigns, all in the name of charity. Past winners include the first-ever Super Mom, London Reber; the Skatepark Hero, Michael Manion; and the 2023 Favorite Chef, Karen Jenkins. Who's Next?

Read More

Events