I hope that you enjoyed yesterday’s post, Key Components. Other topics that are coming this week are current trends, determining the amount for a capital ask, including an online strategy, and third party help. I want this week’s posts to be used and available to as many people in the nonprofit world as possible. Please send this link to a friend, stumble this post, or simply take a minute to leave some feedback.
Does campaign strategy change in each third sector industry (arts, social services, education, etc.)?
The Collins Group:
Campaigns across the third sector are a mix of art and science. While best practices are uniform, specific strategies should be tailored depending on the type, size, and stage of organization. For example, the campaign strategy for an organization with 10,000 members will look very different than that for an organization that has relied on foundation and corporate support.
– Dana Van Nest, Marketing Director and Kate Roosevelt, CFRE, Vice President, www.collinsgroup.com
To some extent, yes, though the real “outrider” is in social services. To a certain extent, campaigns in education, the arts, and health can all frame themselves at least in part through recognizing some core “self-interest” among people who have had direct contact with their services: alumni/ae, patrons, or grateful patients. Each of these institutions, while having to identify and appeal to a distinct segment of stakeholders, can base a good deal of its argument on an “earned” awareness of the quality of its programs by people who have participated in or benefited from them. Social service agencies, though, don’t often find people whom they served (the homeless, for example) becoming major donors or prospects, so their case has to be constructed in a broader context of “public good.” Social service agencies are also typically supported in large part by governmental contracts (for housing, foster care, aid to dependent children, etc.), so the case has to be made in such a way as it shows the marked improvements that such marginal philanthropic funding can generate.
– Robert Moore, Managing Partner, www.lipmanhearne.com
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