9203 Mike Garcia Dr, Manassas, VA 20109 540 428 7000 info@grassrootcomunication.com
subscribe

A meaningful appeal letter; speaking to the national mood.

A meaningful appeal letter; speaking to the national mood.

Writing a meaningful appeal letter is much more than relaying your organizations goals to your donors (though this is very important as well).
Effective appeals – the ones that really resonate and capture hearts and minds – possess a certain cultural element, a snapshot of the current national mood. The national mood might be affected by significant events, whether it’s a natural disaster or a tragic mass shooting, heavily influenced by mainstream media. If the United States of America were a single person, the national mood would embody a cluster of emotions and thoughts that she is experiencing right at this moment.

It’s critical to take stock in the national mood because it influences how all citizens feel, who they vote for, and which organizations they give to. However, it’s not always clear how various donor segments of your organization will respond to different events. As a leader of advocacy, it’s up to you to determine what your donor is dwelling on. For example, are they affected by the results of Hurricane Harvey? Is the Texas church shooting fresh in their minds? What about the current wave of sexual assault and harassment allegations made by women against powerful men in Hollywood and elsewhere?

Tapping into the sentiments generated by the constant stream of newsworthy events is a powerful way to channel your supporters’ outrage into action. If it’s convincing your constituents to fill out a check or ballot, your goal is to engineer concrete action by coopting current events.

So, for your next appeal or fundraising letter, tell a story that incorporates the headlines that move your donors to action.

Tell your organization’s story the right way, and don’t be afraid to borrow from the headline.

Need ideas for your organization’s next fundraising or advocacy campaign? Ask us!

Tools for Change Agents In A New Organizational World

As an Economist magazine puts it. “Trust can be defined as the expectation that other people or organizations will act in ways that are fair to you.”*

We find ourselves in a time when Americans simply don’t trust organizations, businesses or even each other. According to a survey conducted by the University of Chicago last year, only 32% of respondents feel that “most people can be trusted” down from 44% in 1976. When interpersonal trust breaks down, citizens lose faith in the many institutions that allow democracy to function. So what does this drastic loss of trust mean for nonprofits?

The first noticeable consequence is the decrease in political participation and involvement – especially through the traditional structures like political parties. Instead of contributing time and money to political parties more and more people are supporting advocacy organizations that work to advance the specific causes those individuals are most passionate about. As citizens continue to lose trust in two-party government and its attendant infrastructure, they will turn to citizen run nonprofit organizations for leadership and guidance. Instead of counting on institutions, such as regulatory agencies and the courts, for redress, the electorate will splinter off into factions unaffiliated with the political parties so that those groups can work on real solutions to their grievances.

This is what grassroots organizations are all about, crafting real solutions to real problems while avoiding the sluggish, creaking party apparatus altogether. And these aren’t your grandparents’ church groups; these are sophisticated organizations that aim to spread their message and implement their agenda using cutting-edge data analytics to personalize content and micro-target sympathetic audiences.

Like the fearless wildcatters searching for oil in the Arctic, and the creative programmer who architects a paradigm-shifting social network, the leaders of these next generation, leading-edge advocacy organizations are visionaries. We call them social entrepreneurs because they create cultural wealth and social opportunity.

But as with the entrepreneurs of the for-profit variety, social CEOs need resources and strategic guidance to their organizations and grow their brands. And that is where we come in. Grass Root Communication has a suite of services – as well as our very own nonprofit incubator – that can assist any organization in crafting its engagement content, growing its support base and increasing its influence.

For example. Our Data Lab specializes in gleaming strategic insights from your house list as well as injecting additional demographic and psychographic information into the list and using it to target more prospects. Our Word Science department uses those same data patterns to identify different segments and to write captivating, persuasive appeals for each one of those sub-groups. And our Brand Factory can cultivate your organizations brand, transforming it from obscurity to visibility.

Whatever your cause, whatever your agenda, GRC has all the tools a social enterprise needs to develop its vision and perfect its outreach.

 

*(August 12th, 2017 pg. 53 )

Measuring the Mind of A Donor

Currently, there is no universally accepted numerical index that captures donor sentiment, that is, the enthusiasm potential donors  feel about their own financial situation and thus their expected willingness to make generous contributions to their preferred charities and non-profits. Donor sentiment is tricky because there is no guarantee that prospects will donate even if they feel optimistic  about their purchasing power and there is no rule stating that people refuse to give when economic conditions sour.

However, a consumer sentiment index is a relevant metric that comes to mind when trying to find a proxy for a measure of how donors might behave in the near future. Looking at the University of Michigan’s well known consumer confidence index, we see that the figure rose 4.7 points from a month earlier to register a reading of 98.2 in December. This is great news because it is the highest reading since January of ‘04 and implies that consumers feel very optimistic about the economy at the present moment.

This positive sentiment is expected to translate into healthy consumer spending and consumers who spend more are more likely to further contribute to nonprofits if presented with the right opportunity. It is exactly the type of economic environment that fundraisers hope for as expectations of future growth also rose more quickly than they did last month. Organization directors should keep in mind, however, that the index may misrepresent economic reality and may become volatile.

A separate consumer confidence indicator, released by the Conference Board also rose in December to 113.7 from a revised 109.4 in November with the surge in optimism most pronounced among older consumers, according to Lynn Franco, Director of Economic indicators at the Conference Board. Older donors tend to give in greater volume to charitable causes ; according to a 2013 study on generational giving habits commissioned by the software firm Blackbaud,? Those born in 1945 or earlier give an average of $1,367 a year compared to millennials who average $481 in annual gifts.

Crucially, the older generation prefers direct mail communications which, according to Jen Love (Co-founder of Fund-raising consultancy Agents of Good) and Tom Ahern (an industry expert in writing fund-raising communications) is still the most effective medium through which to reach donors.

Sources:

See article: ‘Flattery Will Get You Everywhere’ by John Hanc, The New York Times – 11/6/16

The Donor-Centric Pledge

We [fill in the name of your nonprofit organization here], believe…

1. That donors are essential to the success of our mission.

parchment1
2. That gifts are not “cash transactions.” Donors are not merely a bunch of interchangeable, easily replaceable credit cards, checkbooks and wallets.

3. That no one “owes” us a gift just because our mission is worthy.
4. That any person who chooses to become our donor has enormous potential to assist the mission.
5. That having a program for developing a relationship with that donor is how organizations tap that enormous potential.

Read more ›