Über die Autorin bzw. den Autor

Barry McLeish (Deerfield, WI) is currently serving as the International Vice President to the McConkey/Johnston Group, a fundraising and marketing management consulting firm specializing in nonprofit organizations and associations. Before joining McConkey/Johnston, McLeish was the Director of Development for a $22 million dollar nonprofit organization and served as project director for the organization's $30 million dollar capital campaign. McLeish is a frequent and popular seminar leader, having spoken at numerous conventions in the US and Canada on fundraising, marketing, and market planning for nonprofit and for-profit organizations, including large marketing seminars for Merrill Lynch and the American Association of Manufacturers. He is the author of three books: The Personal Support Raising Handbook (Intervarsity Press), The Donor Bond (Taft Publishers), and Successful Marketing Strategies for Nonprofit Organizations (Wiley).

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PRAISE FOR Yours, Mine & Ours: Creating a Compelling Donor Experience

"Using the principles penned in this book, Barry McLeish has helped our nonprofit grow its customer base 400% with plans to double it yet again approved by our board. The creation of a compelling donor experience has increased gifts 1,000%."
―Ron Ward
Executive Director
Camp Berea

"Nonprofits face constant pressure from a public scrutinizing our every move, demanding more service for less cost. Into this perfect storm, Barry McLeish has cast a lifeline. He has given us the power to discern snake oil from salve and to craft custom strategies for our unique organizations. Those who survive the future shakeout and fragmentation of our industry will owe an eternal debt of gratitude to the likes of Barry McLeish and his tribe."
―Tony Lee
Associate Director of Development
Habitat for Humanity

"Becoming more donor-centric is not a choice―it's a strategic imperative. This timely book from a seasoned and very savvy practitioner sounds an urgently needed wake-up alarm for nonprofits that have yet to align their work with the hearts and minds of their donors. If you're an executive or board member of a nonprofit, after reading this book don't even dream of hitting the snooze button. In today's environment, it could well be your organization's last nap."
―Larry F. Johnston, PhD
President
McConkey, Johnston International

"Keeping up with the sea change in the business of philanthropy has become a full-time job for fundraisers and for managers of nonprofits. McLeish's book explores the expanded expectations of twenty-first-century donors and offers a road map to guide development professionals in building meaningful relationships that will insure years of engaged support. This book goes beyond conventional concepts of branding and marketing into the creation of authentic partnerships between donors and organizations."
―Linda G. Steckley
Vice President for Development and Executive Education
The Brookings Institution

"The words of Albert Szent-Györgyi, the biochemist, summarize Barry's latest thoughts: 'Discovery consists of seeing what everybody has seen and thinking what nobody has thought.' The reader who captures Barry's insights and personally adapts and applies them will benefit greatly."
―Larry Fuhrer, Founder/President
Presidential Services Ltd.

Aus dem Klappentext

Yours, Mine & Ours

Creating a Compelling Donor Experience

Thousands of men and women around the world have taken part in worldwide collective shows of support for those who have fallen in the aftermaths of the September 11, 2001 terrorist attacks, the Asian tsunami, and, most recently, following the New Orleans and Mississippi flooding disasters. Donors enjoy a sense of satisfaction at contributing to solve an immediate social need, but apart from donations given during devastating tragedies, how can you give your nonprofit's donors and contributors a reason to consistently involve themselves in your organization's philanthropic world?

Written by nonprofit marketing guru Barry McLeish, Yours, Mine, and Ours provocatively challenges nonprofit managers' assumptions about what successful nonprofit management looks like in light of new donor strategies. Filled with revealing case studies that highlight examples of current nonprofit practices, this maverick book shows you how to:

• Harness the capabilities the Internet offers and face the numerous issues and opportunities it presents

• Design a compelling donor experience that leads to increased giving through stakeholder collaboration, shared values, and new knowledge creation

• Achieve both immediate and long-term goals in today's competitive fundraising climate

• Promote and expertly present your nonprofit as effectively as do more "glamorous" causes

With donors, customers, and volunteers wanting to exercise their influence in every part of the nonprofit transaction, Yours, Mine, and Ours equips your nonprofit to transform itself into an organization with which every donor wants to be a part.

Auszug. © Genehmigter Nachdruck. Alle Rechte vorbehalten.

Yours, Mine, and Ours

John Wiley & Sons

Chapter One

The nonprofit sector has within it the ability to create a combined virtue that goes far beyond anything the government or the for-profit sector provides. Michael O'Neill, the director of the Institute for Nonprofit Organization Management, suggests, "the independent sector can experiment with new strategies of social action, respond quickly to new social needs, and generally provide 'social risk capital.'" However, the nonprofit sector has never been tested as it is being now. The challenges to it are stunning both in their breadth and their complexity. At a time when the United States seems no longer confidently progressive in many areas of social engagement nor certain of its moral center, and with internal and external tensions threatening both the central wellbeing of the country as well as its relationships with the rest of the world, how should nonprofit sector organizations navigate? How should they go about creating a compelling donor or volunteer experience for the stakeholders entrusted to their care?

These questions have never been more important than right now, simply because so many in our society-those in need of the services nonprofit organizations provide, those providing the services, taxpayers, elected officials, donors, volunteers, and communities at large-have a stake in seeing strong improvements within the public or third sector of this country. Many of the protections once in place to help those in need of these services are being dismantled by cities, states, and our nation's government in disagreements over financial priorities, or are being curtailed by inflationary or political pressures. Nonprofit organizations no longer have a straight path to run on. They are often in flux, requiring constant managerial flexibility and marketing reorientation.

American Philanthropy

There is unprecedented need in the United States today. There is also unprecedented affluence. America emerged from the trauma of World War II as the richest, most powerful nation in the world, having been neither invaded nor financially ravaged. Today, mass affluence is a societal reality, accessible to many. Even families living at the poverty level in America live better than 75% of the world. In fact, the wealthy in the United States reputedly have so much money, it is frequently cited by seminar and nonprofit leaders that if they pooled their resources together, America's affluent could feed the world's poor and still live comfortably. Whether this is true or not is open to debate, but what is true is that American benevolence is stronger than that of virtually any other country in the world, and the United States is the most generous nation in regard to contributed time and money. Studies show that anywhere from 75% to 86% of Americans have stated that they've been involved philanthropically with a cause. Charitable gifts given in 1999 by 58% of Americans amounted to almost one-third of the U.S. domestic federal budget-roughly 2% of the nation's income. What's more, charitable giving has become fashionable, rating a cover story in the July 24, 2000 issue of Time magazine along with prominent displays in other national news and financial magazines since then. It was also the subject of the first-ever White House conference on philanthropy. Gifts given during the time of the Asian tsunami, the Pakistani earthquake, and the hurricane disaster in New Orleans have been at unprecedented levels.

Similarly, the number of unpaid, volunteer workers in the nonprofit sector is striking, with volunteerism up even among young people. Some surveys indicate volunteering has risen 14 percentage points during the past 15 years, with roughly 58% of America's population having volunteered during the previous 12 months. And every year Americans donate around 15.5 billion hours of volunteer time, worth an estimated $4,239 billion in services. Religious organizations, local schools, neighborhood organizations, and volunteer organizations based at one's workplace are the primary beneficiaries of this growth, with some civic organizations lagging behind in volunteer attraction.

In light of the relative "youth" of most nonprofit organizations (almost 70% have been registered during the past 30 years, while the nonprofit sector itself has grown almost 60% during the past two decades), the reach of some of the approximately one million nonprofit agencies is substantial. Representing almost 10% of this nation's workforce, the nonprofit world is apparent in almost every facet of life. However, alongside the positive developments and the humanizing effects the nonprofit world has upon society are strong marketplace indicators suggesting that changes are coming toward it in a nonlinear, sudden, and constant fashion.

Most importantly, these changes are being reflected in the increasing importance of donor values, the influence some donors want in organizational affairs on a day-to-day basis, and the manner by which some of their gifts are being made. Although this is not a new phenomenon, its effects are being felt today in almost all sectors of the nonprofit world. For example, according to a cover story in The Chronicle of Philanthropy a few years ago, the United Way faced the prospect of losing some of its market influence and strength in its traditional fund-raising practices because fewer workers were in offices (working instead at home and through flexible hours) and increasingly because United Way's donor base wanted to have a say in where their philanthropic dollars went (i.e., as opposed to relying on the United Way to allocate their gifts). Similarly, The Nonprofit Times reported that the percentage of people opting out of charitable direct mail in categories ranging from health care to disaster relief began to outnumber those choosing to opt in. In addition, hundreds of nonprofit organizations have reported receiving random donations during the past 36 months through their web sites from individuals they do not know.

Although some believe the nonprofit world and its member groups and associations have been characterized by tranquility and a lack of upheaval, nonprofit organizations are experiencing major changes and environmental pressures as they have for the past 20 years. These discontinuities have required many agencies to build stronger leadership and management teams and, in hundreds of cases, to change their marketing tactics.

During the 1960s and 1970s, nonprofit organizations saw rapid growth largely due to the infusion of funds the government pumped into the sector, particularly in health, education, research, and the arts. This picture changed in the 1980s during Reagan's presidency through severe government cutbacks; the sector was threatened again in 1995 as nonprofit funding sources came under the possibility of even more severe cutbacks when the House debated whether to replace social service and welfare programs with private volunteer charity. Though public sector funding decreased, non-profit organizations were often expected to shoulder even more of society's vexing social problems. As recently as the latter half of 2000, estate-tax repeals passed both houses of Congress (though later rejected by the administration), whose effect would likely have reduced some contributions to many charities.

The presence of so much affluence in America has had a...