Revenue Source Diagnostic Tool

Revenue source Underperformance symptoms Diagnosis and corrective action

Eliminate the possible problem by trial and error. Ask: Is it the list of names, the offer,  Low average gift the signor, the package copy/design, or a Annual or  Low response rate poor choice for direct response? Your sustained gifts  High number of bad addresses or organization may decide to employ a contact information consultant to quickly diagnose and solve these issues.  No meeting appointments are Reevaluate prospect qualifications and any happening staff training on acquiring appointments,  Asks are taking place for low amounts Major gifts asking, and closing. Remember that of money qualifying prospects requires time as well  Volunteers are reverting to annual as skill training. asking techniques Work to motivate more timid staff and to  No plans are written improve the lead generation system. When Planned gifts  Requests for information are not asking for planned gifts it is essential for turning into leads for meetings staff to get out of the office and into the field. Work to improve your understanding of grantsmanship by attending a grant-writing  Lots of letters and some proposals are Foundation grants seminar or class. Also, consider recruiting going out but no money is coming in board members to develop personal relationships with foundation directors. Reevaluate your organization’s contract with the for-profit organization and Cause-related  No money comes in from the cause- renegotiate contract terms. First find the marketing related marketing company’s limit (point where they say “no”) and work backwards from there. Encourage your organization’s leadership (board, CEO, etc.) to reach out to Corporate giving  Lots of letters and some proposals are corporate leadership and cultivate these programs going out but no money is coming in high-level relationships. Strive to make the corporate giving program beneficial for both parties. Develop incentives to motivate sales. Reevaluate the concept of earned income Earned income  No products sold to see if it fits within your organization’s activities  No leads model and whether the idea was well- executed. Develop incentives to motivate sales. Reevaluate the concept of unrelated Unrelated  No products sold business income to see if it fits within your business income  No leads organization’s model and whether the idea was well-executed. Passive staff and poor lead generation In-kind donations  Only a few small gifts come in system. Must get the staff into the field and out of the office. Evaluate whether your organization’s senior leadership is supportive of the Supporting  Many meetings occur but no firm partnership. Work with leadership from organizations commitment to raise funds both organizations to ensure the arrangement is beneficial for both parties. Identify event weaknesses by analyzing event design, scheduling, location, and  Poor attendance leadership. Brainstorm ways to get both Benefit events  Wrong people attending event and community leaders engaged in  No money raised the promotional process. Reevaluate how to make fundraising the foundational theme of the event. Work to improve relationships with key State and local  Many meetings but no firm legislators and to prove the political value municipalities commitment for funds of your organization’s work.  A few meetings, with lapses of Churches and Work to improve and generate support inactivity/silence denominations from church leadership.  No firm commitment for funds  Low average gift Work to motivate more timid staff and  Low response rate improve organizational marketing skills. Federated funds  High number of bad addresses and Motivate staff to work with contact information campaign/federation staff. Update online spaces more frequently.  Low average gifts Identify key supporters and staff members Online donations  Low number of gifts to actively highlight the organization on  Few hits or participants in online spaces their own pages.