This post has been shared with APRA Metro DC by Joshua Birkholz, Principal at Bentz Whaley Flessner. He consults leading nonprofits in higher education, healthcare, and human services in comprehensive campaigning, organizational structure, data-driven strategies, and productive business practices. He is widely regarded as a leading innovator in 21st-century development strategies.
Josh will be sharing his insights on advancing data-driven cultures in nonprofit organizations at our 2016 Annual Conference in his session, "Please Can I Help You Make More Money? Making the Case for Analytics". To see the full conference program, click here.
Overcoming the "Overhead" Label and Embracing Analytics
By Joshua Birkholz
Principal, Bentz Whaley Flessner
For more than 15 years, I’ve sung in the choir of analytics evangelists proclaiming the power of predictive science. I’ve seen programs transformed, new major gifts emerge, participation rates climb, and revenues double in only a few short years. Data science may be the greatest positive disrupter the fundraising industry has seen since the comprehensive campaign. But if you are reading this article, you are likely among the thousands who have tried to walk this road only to hear your leadership respond, “We can’t afford more overhead.”
So here is where you resist the urge to say, “You mean over your head.” While that may be true and gratifying, you are facing the resistance endured by all purveyors of progress. The fear of the unknown is more powerful than the promise of success. Although most large or major gift oriented development programs are now complex businesses, the current generation of leadership cut their teeth building relationships from the “society culture.” They’ve seen people wear sweaters on their shoulders unironically. Their success was aligned with the belief that fundraising is only a relationship business.
The truth is fundraising is a relationship business. Every data scientist would agree with that. But even with relationships, choices have to be made.
- We have lots of constituents. Which ones warrant individual attention?
- Wealth is less obvious now (colder shoulders, fewer country clubs). How can we be sure the right ones are in portfolios?
- If a fundraiser has only 160 hours in a month, how much time do we allocate to relationship building, portfolio cleaning, program meetings, and team building?
- Which cultivation activities actually drive gifts?
- How do we guide constituents along the path of relationship deepening before they warrant face-to-face officer deployment?
Where you will find common ground with leadership is in the complexity of pressures. Even though many of them climbed the ladder through successful fundraising, they realize their business became much more complex than when they started. They have pressures you can help solve, but they don’t see analytics as part of the solution set yet. This is where your insights will serve you well, young Padawan. Start to observe the short- and long-term pressures facing your organization. I would expect these to include hiring and retaining strong performers, addressing unfunded priorities, organizational pressures for discretionary funds, building philanthropic culture among newer constituents, doing more with limited staff, and stretch goals from the president.
After you have determined the top institutional issues, begin to address these areas with analytics. Even if you do not have the budget or the mandate, do it anyway on your own time. I dare you to make your organization better for free. What’s the worst that would happen?
How much did you pay for college? Did you work for free as an intern when you were just getting started? Now you have a job that could be better, but they won’t invest in you to make it so. Perhaps you should invest in you.
Your investment will surely pay off. In a few short years, you will be among the next generation of leaders. You will have achieved great heights through understanding the complex operating methodologies of modern fundraising programs. And you will remember when that young employee tries to convince you to invest in their virtual reality CRM, an artificial intelligence gift processing system, or a productivity-accelerating hoverdesk, that it may not be overhead. It might just be over your head.
This post is sponsored by APRA Metro DC's Chapter Sponsor, Bentz Whaley Flessner, a full-service development consulting firm that collaborates with colleges, universities, medical centers, and other leading nonprofits to build successful nonprofit programs. APRA Metro DC thanks BWF for supporting the professional development of our chapter members.