The term “Scarlet Woman” has taken on a new meaning, thanks to the American Heart Association (AHA) and its Go Red for Woman campaign, created to raise awareness of heart disease as a killer of women age 25-54.
Businesses and nonprofits should approach this recession as a turning point for their operations. But there are certain opportunities only nonprofits should consider, according to Dennis R. Young, author and expert in nonprofit management and finances.
Oak Hill, also known as the Connecticut Institute for the Blind, serves children and adults with various disabilities at more than 50 program sites across the state. The 115-year-old organization decided to undergo a three-year, result-centric marketing campaign to strengthen the organization’s brand after surveys concluded some people had the wrong perception about Oak Hill’s work, according to Trish Hesslein, director of community relations.
The old saying goes, you need to crawl before you can walk. And now you have to walk through many best practices steps before you can make a mad dash toward your capital campaign goal on top of the thermometer.
It’s important that donors understand you when you go into a major ask. But it’s equally important for you to comprehend your donor, according to Barbara Ciconte, senior vice president of consulting services at Donor Strategies, Inc., in Chevy Chase, Md., and Jeanne Jacob, executive director of Goodwin House Foundation in Alexandria, Va., at the recent Bridge to Integrated Marketing & Fundraising Conference, in National Harbor, Md.
Your mid-level donors are usually the ones you can count on when your special appeals and projects. But are you giving them the special treatment they deserve?
Planned giving is an investment in your organization’s future, according to Phyllis Freedman, managing director at Continuum Planned Giving in Fairfax, Va. But which donors should you invest with, and who will most likely want to invest in your organization?
Despite signs of trouble, many nonprofits (and a whole lot of for-profits) were hit right smack in the face when the economy went south. This inability or unwillingness to foresee problems runs parallel to the inability to understand what happened and, more important, what is happening.
The pressure a nonprofit manager experiences when things go wrong can be crushing, especially if it occurs on a slow news day or when a politician is worried about being re-elected.
Fundraisers have to get and hold the attention of potential donors, and that is easier said than done.