Rebranding & Rebuilding your Non-profit for Current Times Mikayla Ortega Resource & Communication Director Supportive Housing Coalition Mikayla Ortega Resource & Communication Director Supportive Housing Coalition

Summary & Background  After graduating from high school, I worked for the Leukemia & Lymphoma Society. From , I worked in the School & Youth programs. In 4 years, we were able to grow the program from raising $198K to $312K.  From , I went on to work for United Blood Services. I hit goal 11/12 months bringing in 10,000+ units of blood in my tenure with the organization.  It’s safe to say, I have no clue what I am doing! My approach has been organic and changes constantly.  After graduating from high school, I worked for the Leukemia & Lymphoma Society. From , I worked in the School & Youth programs. In 4 years, we were able to grow the program from raising $198K to $312K.  From , I went on to work for United Blood Services. I hit goal 11/12 months bringing in 10,000+ units of blood in my tenure with the organization.  It’s safe to say, I have no clue what I am doing! My approach has been organic and changes constantly.

What we ‘ought to do  Non-profits, businesses and corporations typically have procedures and protocols to follow.  It’s important to remember that every donor, every sponsor, every interaction is different. It is best to evaluate and determine your approach.  TIP: Protocols and procedures aren’t written in stone. They should be re-written or evaluated every few years.  Non-profits, businesses and corporations typically have procedures and protocols to follow.  It’s important to remember that every donor, every sponsor, every interaction is different. It is best to evaluate and determine your approach.  TIP: Protocols and procedures aren’t written in stone. They should be re-written or evaluated every few years.

The Millennial Generation  Merchants of Cool ( Merchants of Coolhttps://  Analysis of the Millennial Generation. Individuals born between 1980s to the early 2000’s.  13 year old documentary. Individuals examined in this documentary are currently in their mid 20’s-mid 30’s. Video is from a marketing perspective however speaks to culture of the millennial generation.  Video proves that what we have done in the past is not going to work forever most especially if we would like to grow our donor base.  My approach has been from a millennial perspective. It changes constantly because I know there is no approach that will work for every individual and I have to reach individuals on a personal level.  Merchants of Cool ( Merchants of Coolhttps://  Analysis of the Millennial Generation. Individuals born between 1980s to the early 2000’s.  13 year old documentary. Individuals examined in this documentary are currently in their mid 20’s-mid 30’s. Video is from a marketing perspective however speaks to culture of the millennial generation.  Video proves that what we have done in the past is not going to work forever most especially if we would like to grow our donor base.  My approach has been from a millennial perspective. It changes constantly because I know there is no approach that will work for every individual and I have to reach individuals on a personal level.

Analysis  After working in this field for a period of time, it is safe to say we get immersed and forget that there are new and innovative avenues we can explore.  TIP: There is not only ONE way to do things. Being open-minded is CRUCIAL in fund development.  How to do you decide what to do?  SWOT Analysis  After working in this field for a period of time, it is safe to say we get immersed and forget that there are new and innovative avenues we can explore.  TIP: There is not only ONE way to do things. Being open-minded is CRUCIAL in fund development.  How to do you decide what to do?  SWOT Analysis

SWOT Analysis  TIP: Conduct a SWOT Analysis every 2-4 years. Review analysis in groups to get an unbiased and collaborative SWOT evaluation.  Strengths: What are your strengths as a non-profit? What impact does your organization have on your local community? How does your non-profit impact lives? Why is your mission vital to your community?  Weaknesses: Are you understaffed? Do you feel you don’t have the right grasp on your mission? Is your approach un-relatable and are you finding it hard to get people to connect with your work?  Opportunities: Consider untapped resources. How can you reach new potential funders? Perhaps a new delivery of your mission? Shedding a new light on various aspects of your organization? Can you bring an interpersonal approach to individuals who will be able to connect to your organization and your work? Are there current funders who you could improve your relationship with to generate an increase in giving?  Threats: Are there other organizations which fulfill the same mission as yours? Perhaps more? Are they tapping all the resources you would like to pursue?  TIP: Conduct a SWOT Analysis every 2-4 years. Review analysis in groups to get an unbiased and collaborative SWOT evaluation.  Strengths: What are your strengths as a non-profit? What impact does your organization have on your local community? How does your non-profit impact lives? Why is your mission vital to your community?  Weaknesses: Are you understaffed? Do you feel you don’t have the right grasp on your mission? Is your approach un-relatable and are you finding it hard to get people to connect with your work?  Opportunities: Consider untapped resources. How can you reach new potential funders? Perhaps a new delivery of your mission? Shedding a new light on various aspects of your organization? Can you bring an interpersonal approach to individuals who will be able to connect to your organization and your work? Are there current funders who you could improve your relationship with to generate an increase in giving?  Threats: Are there other organizations which fulfill the same mission as yours? Perhaps more? Are they tapping all the resources you would like to pursue?

SWOT Outcome In conclusion, your SWOT analysis should give you enough insight as to what you can change/improve/strengthen in order to reach potential funders. It will help re-formulate new and innovative ideas and approaches for your organization to grow and evolve to keep up-to-date with our evolving society.

Science of Persuasion in Today’s Society by Dr Robert B Cialdini  Science of Persuasion (2012) ( Science of Persuasion  6 Shortcuts to Decision Making - Reciprocity -Scarcity -Authority -Consistency -Liking -Consensus  Science of Persuasion (2012) ( Science of Persuasion  6 Shortcuts to Decision Making - Reciprocity -Scarcity -Authority -Consistency -Liking -Consensus

Putting this into play  Reciprocity: People are more likely to say yes to people they owe Putting this into play: If you’re meeting with a potential sponsor or corporation vying for their support, leave a mint or other small after your meeting. This will ignite the reciprocity principal for your potential supporter.  Scarcity: People want more of the things they can have less of Putting this into play: Talk about the unique values of your proposition. Include a layout of what your potential funder will receive for their support but also talk about, for example, how there are only so many sponsorship slots left for your event.  Authority: People follow the lead of credible knowledgeable experts. Putting this into play: Dress to impress. Signal to your potential funders that you’re present to do business and serious about the organization you represent. Consider bringing testimonials from individuals from businesses who have supported your event or and talk about their experience of being involved with your organization. In this instance, people will reciprocate more if you have the backing and support of your funders. This will give you a strong authority presence in front of your potential funders.  Reciprocity: People are more likely to say yes to people they owe Putting this into play: If you’re meeting with a potential sponsor or corporation vying for their support, leave a mint or other small after your meeting. This will ignite the reciprocity principal for your potential supporter.  Scarcity: People want more of the things they can have less of Putting this into play: Talk about the unique values of your proposition. Include a layout of what your potential funder will receive for their support but also talk about, for example, how there are only so many sponsorship slots left for your event.  Authority: People follow the lead of credible knowledgeable experts. Putting this into play: Dress to impress. Signal to your potential funders that you’re present to do business and serious about the organization you represent. Consider bringing testimonials from individuals from businesses who have supported your event or and talk about their experience of being involved with your organization. In this instance, people will reciprocate more if you have the backing and support of your funders. This will give you a strong authority presence in front of your potential funders.

Putting this into play  Consistency: Looking for and asking for commitments that can be made Putting this into play: Gage a level of commitment which both you and your potential partner can make. ‘If you’ll meet with your boss within the next few days, I can give you a call next week to see what decision was made. What day/time works for me to give you a call?’ This gives your potential funder the commitment of talking to you when it is convenient to them.  Liking : Similarities, Compliments, Cooperative. Putting this into play: Find similarities to relate to your potential funding decision maker. “I like your name, Steve! My favorite uncle’s name is Steve. That must be why I like you because you share the same name!” similarity “ Wow, you have a great office. It seems like the office of a very determined and ambitious individual!” Compliment “ These are our sponsor levels and benefits, however, if this isn’t something that interests you I am more than happy to sit down and talk with you about what your company would like to receive for sponsoring our event.” Cooperative  Consensus: When people are uncertain, they will look to the actions of other to make their own decisions. Putting this into play: Talk about the involvement of other businesses similar to theirs who are involved in your event and talk about the direct benefits they have received for being involved with your organization. Again, testimonials are a good tool.  Consistency: Looking for and asking for commitments that can be made Putting this into play: Gage a level of commitment which both you and your potential partner can make. ‘If you’ll meet with your boss within the next few days, I can give you a call next week to see what decision was made. What day/time works for me to give you a call?’ This gives your potential funder the commitment of talking to you when it is convenient to them.  Liking : Similarities, Compliments, Cooperative. Putting this into play: Find similarities to relate to your potential funding decision maker. “I like your name, Steve! My favorite uncle’s name is Steve. That must be why I like you because you share the same name!” similarity “ Wow, you have a great office. It seems like the office of a very determined and ambitious individual!” Compliment “ These are our sponsor levels and benefits, however, if this isn’t something that interests you I am more than happy to sit down and talk with you about what your company would like to receive for sponsoring our event.” Cooperative  Consensus: When people are uncertain, they will look to the actions of other to make their own decisions. Putting this into play: Talk about the involvement of other businesses similar to theirs who are involved in your event and talk about the direct benefits they have received for being involved with your organization. Again, testimonials are a good tool.

General Tips  Consider all types of social media engagement for your organization  Ensure you’re able to go beneath the surface to reach donors/funders on an interpersonal level. At the end of the day, you want your funders to believe in your mission just as much as you do  Always remember to treat your funders as people, not dollar signs. Approach them personally. Form relationships. Constantly evaluate how your relationship can improve and grow.  Consider all types of social media engagement for your organization  Ensure you’re able to go beneath the surface to reach donors/funders on an interpersonal level. At the end of the day, you want your funders to believe in your mission just as much as you do  Always remember to treat your funders as people, not dollar signs. Approach them personally. Form relationships. Constantly evaluate how your relationship can improve and grow.