This week’s installment of the Blackbaud webinar series Cultivating Lifelong Donors:  Stewarship and the Fundraising Pyramid presented by Lawrence Henze focused on how nonprofits have traditionally focused on entry level giving and major donors, but have not paid attention to mid-level donors.  Interestingly, I had lunch with a friend who is a director of corporate giving for a NYC nonprofit, and he mentioned the same issue.  A few takeaways from this session:

1. Identify what giving levels are ‘mid-level’ for your organization – will vary depending on your constituent base
2. Focus on patterns such as how long these donors have been supporting you, at what time of year, and what age or life stage they are at (there are ways to append this information from other sources if you don’t usually collect it)
3. Develop stewardship strategies to develop closer relationships with these supporters, e.g. personalized thank yous or opportunities to interact directly with organization staff.

To do this effectively, you must have a central database which everyone uses, and where you enter each ‘touch point’ you have with a constituent.  The product you select doesn’t have to be expensive, but you need to develop an organization mindset where staff are accustomed to tracking and sharing information.  This can sometimes be a greater challenge than finding the right product.

I asked these questions during the Q&A session:

• Who in development should be assigned to mid-level donors?  The first response was ‘whoever is willing to take it,’ but generally it should be given to those who work with major donors.  After all, the hope is that many of these mid-level contributors will eventually advance to the major donor level.
• What about having the same person work with a donor as she/he rises through the fundraising pyramid, providing continuity and allowing a solid relationship to be built?  Lawrence said that he hasn’t often seen this in over 30 years of working with nonprofits, and that it might be difficult due to the high turnover of development staff.  But he added that if it could be done, it would most likely be successful.

Think of how you feel when you get to know a salesperson when preparing to buy a software product, then as soon as you make the purchase, you have to deal with the normal support staff, who then have to learn all over about your organization’s needs.  Wouldn’t you feel more comfortable if you could continue to work with the person you started with?  Try this with your constituents and see if it encourages them to move further along the fundraising pyramid.