Solving fundraising problems

Story #1

A donor promised $10K and came through with $5K -- what do you do?

Relationship: geographical proximity, one zoom call to connect, definite sense of comraderie in the meeting;

Assessment: thinking a lot about whether the donor was open, friendly, sociable or more officious and formal. What is the donor getting out of donating?

Suggestions:

• Don't add social friction -- no "hey did you have a chance to read ..." just straight "great to hear from you" in new conversations. Keep engaging them, with grace.
• We noticed the five, thank you so much. You had mentioned ten, is that still a possibility?
• Preferably one-on-one and in person.
• Say thank you and name the number.

Story #2

Regular funder delayed payment while they do a "strategy refresh"; This was a major funder, and really torpedoed our runway. Finally got a "we don't want to fund you, we're going to focus on ... but we want to keep up with your work"

Relationship: They have a lot of investment in our work and story; New grant manager was pretty standoffish and clinical, there was a warm handoff from the old ED to the old grant manager but the grant manager turned over shortly after.

Assessment: Do they provide any tie off grants? What was your relationship like with the old grant officer?

Suggestions

• Ask for intros to other funders who might be a better fit. (Those introductions can be risky, eg. "do you want to date my ex?")
• Reach out to the old grant officer and see if you can get any insight. Meet in person outside the office.
  • Academically interrogate what changed in the strategy?
  • Telegraph quiet confidence -- we're great, you're great, we'll see you soon.
  • Previous grant manager doesn't want to see what they invested in whither. If it was the same grant manager, the question would be much more direct.
• Enlist them in common cause -- "We've worked together for years, this puts us in a really delicate position. Is there a way we can buy time so I can find funding to replace this?"
  • Ask them to support you; "We understand we weren't perfect, can you help us land our recovery."
• Recognize that you feel slighted. You can't let that show.

Foundations only have one button they can push, and it is strategy. They define a strategy. Getting hired at a foundation really builds someone up. It's a major endorsement of your brilliance, and managing the relationship is delicate.

Story #3

New co-ED, spin off. We got warm hand offs to a lot of funders who had funded the org we spun off from. We have a very short runway. We've been working on individual donors because we haven't had access to institutional funders.

Had a good conversation with a grant manager at a major national funder, she knows our work. She invited us to apply for a multi-year general support grant.

She disclosed that she's drowning in email so we email her often. Met in person, she asked for concept note again. We sent it in October, we haven't gotten a response.

She invited us for a one time project grant that we never got a response on and when we talked in person she didn't realize that had come to her.

Assessment: she's not someone who sends "got it, thanks" emails; she defined the strategy for this area, she's trusted. Does it sound like she's getting cold feet or losing interest? (No.)

Is it too bold to put something on her calendar? Can you get her phone number?

Suggestion:

• A phone call is not out of line at this point. The moral authority of the call has to rest on the consequence and import of the work. You are there on behalf of the work. She's committed to the work, she wants the work to happen. Find something external to pin this on.
• The urgency/panic/desperation cannot be in your voice.
• Getting her to remember and reiterate why this work matters.
• Call can focus on process questions ± presumptive close
  • Presumptive Close = engage on the assumption you're going to get the money.
  • Process Questions = what do you need from me to get this moving?
• The urgency is the world and the people you're trying to help.

Story #4

Working with groups that have no funding or meager funding; self-funded. I've spent a lot of energy cultivating relationships, but I don't know how long I can afford to do this.