The Planned Giving Blogger

The art and science of planned giving.

Keeping focused in good times and bad.

with one comment

“One of the consequences of tough economic times is short-term thinking.”  So writes Karen Osborne, of the Osborne Group, a strategic fundraising consultant I respect tremendously.  Writing in a recent issue of her e-newsletter, she goes on to say that this short-term thinking conflicts withour goal as fundraisers of developing meaningful and productive relationships, which is inherently a long-term process. Her assertion is that stewardship offers both short and long-term benefits.  Here are her suggestions for steps you can take now that require only a modest investment but that reap big results.

Osborne Chart

Phyllis

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Written by Phyllis Freedman

December 1, 2009 at 11:44 pm

One Response

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  1. Org’s should also re-evaluate other fund-raising ops, like special events and direct mail. Since special events have a 3:1 benefit/cost ratio and direct mail has a 10:1 ratio, but major gifts carry a 24:1 ratio (planned gifts greater ?),fewer staff and org resources should dedicated to the lesser productive ops and more dedicated to the more productive ones. Events and mailers are still OK, but yield more when less staff is used. Volunteers and board members should be tasked with those projects. Too much staff time and effort spent raising $100K by spending $75K worth of org resources is short-term thinking.

    steffan cress

    December 2, 2009 at 8:52 am


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