One of the interview questions we always ask donors is whether they feel satisfied with the way in which our client organization solicits, acknowledges, and recognizes their gifts. Responses vary – from people who feel well connected and appreciated to those who only hear from the organization when they are asked for money once a year.

The Montana donors we interviewed each answered the question the same way, and it was an answer we don’t expect these days. The collective response went like this: “We don’t wait to be asked. The need is so great and the organization is so important, we just give as much as we can, as often as we can.”

Back to Anne Frank’s tree. This past week, wind, rain and disease felled this venerable tree that comforted a young girl hiding from the Nazis. Eleven prized cuttings from its branches were sent around the world. The news reminded me of a quote from young Anne that has captured pure generosity for generations: “How wonderful it is that nobody need wait a single moment before starting to improve the world.”

Today more than ever, nonprofit organizations need to build relationships through which they communicate with their donors frequently and meaningfully. What a wonderful thing when those dialogues inspire giving that doesn’t “wait a single moment,” and is offered with the joy Anne Frank felt when she looked out her window.

As you begin a new season of fundraising, what inspiring donor stories do you have to share? Let us know. We’d love to be able to share your stories with a wider audience.

For further information, please contact:

Lisa Sholley, Capital Campaign Officer, 206.548.3260

Ager’s approach to a “mini-feasibility study” would indeed be less costly and less time-consuming than a traditional feasibility study. Problem is, it’s not a feasibility study. It’s a glorified focus group. A fun setting, tasty food, and questionnaires are not the hallmarks of a successful feasibility study. What Ager suggests is a good recipe for a cultivation event, but falls far short of yielding the quality of opinions and data you get by employing a distinct methodology which would include an analysis of your organization’s internal readiness for a major campaign, in addition to focus groups and targeted one-on-one interviews. In the “mini” method, you’ve gathered opinions and can write up findings, but you haven’t studied anything.

A campaign feasibility study has two main outcomes: 1) it tests your organization’s preparation for and ability to carry out a significant fundraising campaign and 2) it evaluates the community’s potential leadership and financial investment in your project. No matter where your organization is located or what size it is, a “mini” study won’t get you where you need to be.

The Collins Group knows that well-executed feasibility studies help organizations find the best path forward for fulfilling their missions by strengthening donor and volunteer relationships and by finding creative approaches for meeting community needs. This requires a strong partnership between an organization and its consultants and a rigorous approach to assessment of potential, with solid research supporting every conclusion.

Feasibility studies are not a luxury that just some can afford; for a well-researched and well-run major fundraising campaign, they are a necessity. As many nonprofits will affirm, spending $35,000-55,000 on a professional feasibility study up-front to determine a realistic goal is money well-spent. If you are asking your donors, your board and staff, and your community to invest in your organization and your project, you owe them a thoroughly researched study and a plan to move forward.

The Collins Group is honored to continue as campaign counsel with the Tateuchi Center and congratulates the staff and board for their tremendous accomplishments.

Read The Seattle Times’ generous coverage of this gift and check out the new Tateuchi Center website for more details and news!

What once seemed like an audacious goal has become a reality, as diverse community members came together to protect a rare and beautiful place, and the rural character and way of life that it affords. We’re so proud of our hard-working client and look forward to celebrating their success this weekend!

Below are some fun campaign facts pulled from the Conservancy’s newsletter:

* There have been more than 1,500 donations made to the campaign.

* Donors from 31 states gave to this campaign.

* More than 500 people gave to the Methow Conservancy for the first time through this campaign.

* Of all the money raised, 55 percent comes from private sources (people, foundations, businesses). These private gifts have helped leverage more than $8 million in public funds.

* Every private dollar they’ve spent has leveraged $100 in public funds for farmland protection projects.

* The campaign has already protected 23 new conservation easements and there are 25 more in progress.

* Campaign funds will continue to fund conservation projects for the next four+ years.

* Fifteen percent of the campaign funds will be put into three long-term funds – Stewardship, Land, & Organizational – to ensure conservation work continues forever.

* More than 40 volunteers worked actively to raise campaign funds.

* To date, the campaign has raised $19,720,408 (98.6% towards goal). These funds are in the form of cash, pledges, public funds, and the value of donated conservation easements.

Discover more at www.imaginethemethow.org

Every year, the Arts Council hosts a very successful auction called H’Arts. This year, however, they saw record-breaking results. Compared to last year:

• Attendance increased by 20 percent
• Donation values increased by 50 percent
• Dollars raised increased by 65 percent
• “Fund-a-Need” donations increased by 450 percent

The Collins Group would like to tip our hat to the Arts Council and their success. Thank you for demonstrating that steadfast cultivation and donor-centered fundraising really does produce results – no matter what the economy.

Click here to learn more about the Arts Council project.

http://seattletimes.nwsource.com/html/outdoors/2011108575_nwwmaritimecenter18.html

Here is your chance to help change that – without donating money – and help out a TCG client at the same time.

One of our campaign clients, Neighborcare Health, has been selected in a final round of funding consideration by Tom’s of Maine.  The company has decided to put to a vote which of several community dental clinics, including NH’s soon-to-be combined dental/medical clinic in the Rainier Valley, should receive a $20,000 grant. 

If you feel so inclined, you can vote every day until March 12.  Click here to vote for Neighborcare.  Click here to learn more about the Tom’s of Maine program and view all of the finalists.

Last Saturday was The Day of Three Parties.  The question I was asked – by no less than six people – was “Did you read the article on museums in The New York Times this morning?” (Most of my friends know that The Collins Group has had the good fortune of providing campaign counsel for a number of regional museum expansion projects).

In case you missed it, the article in question is “In the Arts, Bigger Buildings May Not Be Better” by Robin Pogrebin.  Adrian Ellis, NYC-based arts and cultural consultant, is quoted saying, “Although expansion is usually seen as a sign of health, it is not always a sign of vitality.”  This statement is a bit of a head-scratcher, but here’s what I think it means for nonprofits who are dreaming about a capital expansion project:

• Relevance: Is your project driven by a desire to “keep up” with your competitors or does your research make the case that the community you serve would benefit from an expanded facility?  Who or what is driving your plans?
• Urgency: Why now?  Will you fail to meet your mission if you don’t expand?  Is there another way for you to meet demand for services through partnerships, leasing additional space, or rethinking your current space?
• Sustainability: Do you have a realistic and defensible plan (that has been vetted with smart and skeptical people) for sustaining your expanded facility, programs, and operations?

When it comes to judging an organization’s health and vitality, I’ll leave you with this question: Would you rather your organization be a body builder who gulps steroids and burns out in middle age or a yoga practitioner who sips green tea and remains strong and limber throughout the years?