Sustaining the Spotlight: The Future of Nonprofit Theater in America

At Latz & Company, we work with nonprofits to help transform their organizations. As fundraising partners, we are honored to work with a number of theater and arts organizations. With Chicago Theatre Week upon us, (February 6 to16) we wanted to shed a spotlight on the challenges and future opportunities for nonprofit theater in America. While events like this rekindle enthusiasm, nonprofit theaters face post-pandemic challenges, including declining audiences, donor shifts, and reduced funding but there is hope for the future.

 Read on to dig into the future of nonprofit theater in America.

Post-Pandemic Financial Strains & Economic Impact

The pandemic hit nonprofit arts organizations particularly hard. Performing arts revenues fell by 73% from 2019 to 2020, making it one of the hardest-hit economic sectors. Job losses in the arts sector were five times worse than the average for nonprofits (U.S. Bureau of Economic Analysis). However, arts organizations remain vital, contributing significantly to local economies and community vibrancy, as detailed in the AEP6 study below

 Economic Impact of Arts & Culture Organizations

Photo Source: AEP6 Study Findings

The Challenges and Opportunities Facing Theaters

The proposed STAGE Act (STAGE Act) aims to allocate $1 billion annually to nonprofit theaters, helping cover operating costs and adapt to new challenges. However, without timely intervention, theaters continue to close at alarming rates.

 Nonprofit theaters face structural challenges, including “cost disease,” where expenses rise faster than revenues. Experts like Stephanie Ybarra suggest shifting from relying heavily on major donors to building a broad base of community engagement. Some theaters, like Long Wharf Theatre, have adopted innovative models such as producing shows at various venues rather than maintaining costly permanent spaces. While the partnership model is becoming increasingly popular throughout the theater landscape, from a revenue perspective, co-productions can lead to brand dilution, while also failing to expand the physical theatre space to exist as the community hub envisioned for the future.

Could the issue lie in the disconnect between rising costs and stagnant donations? Stephanie Ybarra’s point on “cost disease” highlights how production and staff expenses outpace revenue. In a recent article by the Driehaus Foundation Jack Tamburri of Purchase College notes that theaters often subsidize productions by underpaying labor, a practice invisible to audiences, funders, and boards. He suggests reeducating stakeholders about the true costs of theater to address unrealistic expectations shaped by decades of ingenuity and resourcefulness.

Shifts in Audience & Donor Behavior

One option for theaters is to enhance their fundraising efforts. Engaging younger, diverse audiences who can be engaged to provide philanthropic support in addition to attending theater will help but theaters must also retain traditional donors. This is a delicate balance. Smaller events, like $10 community gatherings, have proven effective in building connections and attracting new patrons. However, these types of events, while driving little revenue, often come with operational costs that can be more manageable for larger organizations with greater resources. Smaller theaters, on the other hand, face challenges in producing these events, as they require significant audience research and strategic communication to ensure the effort resonates and attracts attendees.

 Additionally, philanthropic trends reveal that ultra-wealthy donors (those worth $30 million or more) now contribute 38% of global charitable giving, further highlighting the need for theaters to diversify their funding strategies. Nonprofit theaters must balance these efforts—cultivating smaller, community-focused events while maintaining relationships with major donors critical to their survival

 A Path Forward: The Development Perspective

At Latz & Company, we believe in the power of relationships and the philosophy that people support what they help to create. Engaging donors in the real costs of producing theater allows them to be part of the solution, fostering stronger connections and a sense of ownership. Start by cultivating the relationships you already have—your existing donors are there for a reason, and building on their support is key to sustainable growth. Use meaningful cultivation and stewardship opportunities to deepen these connections, from hosting behind-the-scenes events to sharing transparent insights about the challenges theaters face.

 When it comes to attracting new audiences and new donors, consider applying a relational approach similar to cultivating major gifts.

 Engage potential audiences intentionally by inviting them to provide input through post-performance surveys, participate in committees, or attend exclusive events. This not only helps bring new voices into the fold but also creates authentic opportunities to advocate for your community. A thoughtful, inclusive approach allows theaters to better understand and reflect the needs and values of their audiences while building long-term relationships.

 It’s important to emphasize that diversifying your audience base doesn’t mean alienating current supporters. The goal isn’t to swap out donors but to expand the circle of engagement intentionally. Your existing donors are invaluable not only for their financial contributions but also as audience members or connectors to new supporters. Their networks can help you reach untapped communities and grow your base organically.

 By focusing on authentic storytelling and inviting donors and audiences alike to help shape the future of your organization, nonprofit theaters can navigate the evolving landscape with purpose. Embrace intentionality, build on existing strengths, and lead with the relationships that sustain your mission—both now and in the future.

 ABOUT US

At Latz & Company, we partner with nonprofits to transform build sustainable fundraising strategies for greater impact. We are honored to have worked with arts and culture partners such as The Harris Theater for Music and Dance, National Black Theatre, the Chicago Symphony Orchestra, and Kehrein Center for the Arts, to name a few.  Contact us to discuss your needs at info@latzandco.com.

Chicago Theatre Week offers a chance for theaters to connect with audiences through affordable tickets. Check it out!

LETS TALK: Navigating Donor Objections in a Changing Philanthropic Landscape

We’ve all experienced changes and challenges in the philanthropic landscape and at Latz & Company, we are dedicated to helping our partners navigate donor objections. We have probably all been there. You are engaged in conversations with donors, encountering both positive and challenging feedback. While positive feedback is common, we often have donors identify both "conditions" and "objections" that can create barriers to giving.

On the one hand, donors identify what we call “condition” which refers to an external constraint, such as a financial limitation, that prevents a donor from contributing at a given time and is often beyond their immediate control. On the other hand, donors may have an ‘objection’, which signifies a misalignment between the donor’s interests and the nonprofit’s case for support—something that can be addressed with the right strategy. 

As the philanthropic landscape continues to evolve, nonprofits are encountering more objections, particularly as high-net-worth donors increasingly prioritize global challenges like climate change, healthcare inequities, and international conflicts. Adapting to this shift requires nonprofits to address these concerns as part of their donor cultivation efforts.

Below, we identify three common donor objections and one condition, along with some strategies to address them using relationship-centric fundraising: 

CONNECT THE MISSION WITH GLOBAL ISSUES 

Objection: "I’m more focused on global challenges like climate change or global health crises." 

Donors are increasingly focused on addressing systemic global issues, which can make local or organization-specific missions feel less relevant. To overcome this, nonprofits should demonstrate how their work ties into these larger challenges. For example, a local environmental organization could highlight how its efforts contribute to mitigating climate change on a broader scale. 

Solution: Show how the organization’s work fits into a global context. Use data and case studies to illustrate how addressing local problems contributes to tackling global challenges, making the mission more relevant to the donor's concerns. 

INVITE DONORS TO HELP SHAPE THE VISION / CASE 

Objection: "I’m not sure the current case aligns with my priorities right now." 

Sometimes, even well-meaning donors may feel that the case for support doesn’t align with their current philanthropic priorities. Instead of losing the opportunity, engage them in shaping the vision or case for the campaign. Inviting them to help refine the campaign’s overarching goals allows them to align their priorities with the organization’s mission, fostering a sense of ownership.  

Solution: Encourage collaboration through case testing or other one-on-one discussions strictly geared towards getting advice and feedback. This involvement not only strengthens their connection to the organization but also ensures the campaign aligns more closely with their evolving priorities. 

PERSONALIZE ENGAGEMENT FOR DONORS SUPPORTING MULTIPLE CAUSES 

Objection: "I’m focused on several other nonprofits right now." 

Donors who are already committed to multiple causes may feel too stretched to support another. The key is to cultivate a personal and compelling engagement. Show them how the cause stands out among their current commitments by offering unique, meaningful experiences that deepen their connection over time. 

Solution: Build long-term relationships by offering exclusive experiences, such as behind-the-scenes tours or intimate events. By cultivating a unique relationship with the donor, the nonprofit can rise above the noise of their other commitments and build loyalty. 

USE A “GO BACK” STRATEGY TO ADDRESS FINANCIAL CONDITIONS 

Condition: "I’m paying for my kids’ college right now, and just can’t afford to make a major gift at this time.”  

Sometimes, a donor genuinely wants to support the organization but is temporarily unable to do so due to personal financial constraints. These situations are typically beyond a nonprofit’s control, but the relationship can be revisited when the donor’s financial situation improves. 

Solution: Acknowledge the donor’s situation with empathy and implement a “go back” strategy.

Keep the donor updated on the campaign’s progress and revisit the conversation once their financial circumstances stabilize, increasing the likelihood of future contributions.

The key to engaging with donors, despite whether they have objections or conditions that impact their giving, is to keep the donor engaged. A “no” from a donor to a request for support is usually not “NO” but more likely to be “NOT NOW.”

By strategically addressing donor objections and acknowledging financial conditions, nonprofits can build stronger, more lasting relationships. Aligning the mission with global challenges, involving donors in case planning, fostering personal engagement, and revisiting potential donors when their financial situations improve are all effective ways to secure critical funding in a changing philanthropic landscape. Be mindful of how your donor’s life is impacting their decisions. And keep your focus on continual engagement as you continue to build your relations with each donor. When the time is right for another ask, you will have a better sense of how to best engage your donor so the NO becomes a YES! 

Have you ever had a situation where your marketing team and your fundraising team were not on the same page? How did that work for you? We all know that sometimes we need to work a bit harder to make sure we are working together with some of our other colleagues in our organization. At Latz & Company we help nonprofit partners develop customized strategies to help them work together to support their philanthropy needs. We pride ourselves on helping organizations and their teams work together for the best organizational and philanthropic results.

The key to a successful campaign is to build a strong partnership both within the organization as well as with donors and supporters. Helping teams work together is an important part of the process. Fundraisers and marketers must first commit to working together for a common cause and the better good for your organization. Both must have a clear understanding of your brand as well as any Case for Support and they must also know your audience—including donors. But above all they have to respect each other’s work and together build your brand.

When you think about it, marketers and fundraisers are somewhat alike. Marketers spread the word and raise awareness and fundraisers turn awareness into philanthropy. Both are storytellers but fundraisers are more micro while marketers focus more on the bigger picture.  Both care about the organization and see value in the right message at the right time for the right audience. And above all, both care about providing organizations with opportunities for growth.

What is the key to navigate shared goals and challenges? Here are four rules to help teams work together for the best overall results for your organization.

RULE 1: KNOW YOUR BRAND

Do you have a strong brand or a quiet brand? A strong brand is the way a company or organization is perceived based on a deep understanding of the target audiences, clear values and consistent visual language. (Think NIKE whose customers appreciate their commitment to quality, innovation, and performance.) A quiet brand is one that could be great but lacks awareness.

As you strive toward your organization’s strategic goal, make sure everyone is in alignment about the brand and how to best support living up to your brand promise. Ensuring alignment between your marketing and fundraising teams on brand will help you move forward in step.

RULE 2: KNOW YOUR CASE FOR SUPPORT

A Case for Support is more than a fundraising plan. Ultimately, the Case should answer the universal questions asked by any potential funder or benefactor but should also help define why an organization needs philanthropic support. Questions to be answered include:

• How would charitable gifts and funds be used?

• What are the institutional priorities?

• How can a funder or benefactor help?

• What are the specific funding, giving or "investment" opportunities?
  

RULE 3: KNOW YOUR AUDIENCES

While it may seem like marketers and fundraisers have different primary audiences, they are all serving the same purpose while recognizing several different target audiences. Maybe it is about your donors and supporters who need one kind of message or maybe it is about the talking with the public or members who need different messages. Bottom line, though, is that all the messages must be customized to the target audience but must also need to be consistent and coordinated across the board and in sync.

RULE 4: RESPECT EACH OTHER’S WORK

It is always true that people support what they help to create. Working together is so critical to meet your goals, but it also helps when everyone listens to each other and respects what each discipline has to offer.

Participation + Engagement = Ownership and Investment

HOW DO MARKETERS AND FUNDRAISERS WORK TOGETHER?

Marketers and fundraisers are more alike than we think! Both care about the organization and its mission. Both care about the sustainability of the organization, its programming and its participants. Both see the value of coordinated and consistent messages while appreciating the need for research and data mining. Both use multi-channel approaches to leverage the organization.

Each professional brings their own skills and can share their secret sauce with their colleagues towards a bigger goal. Marketers can help build the stories to refine communications and outreach, so it keeps the messaging on brand and on target. Fundraisers can share the stories and priorities with donors to raise financial support for the work of the organization. Working together helps the messaging be stronger and more effective leading to better results.

• But how can both teams work better together?

• Build shared goals and common tactics

  • Include marketing in fundraising/campaign discussions from the beginning

• Shape messaging together to ensure a consistent brand experience and help gather stories to tell donors

  • Be a part of brainstorming

  • Help strategize audiences, messaging and reach

• A combined fundraising and marketing campaign allows for better reach with target audience.

  • Make sure you are communicating back and forth about the results of a particular fundraising goal or campaign.

Building the same goals and priorities grounded in respect is the key to successful collaboration between the fundraising and marketing teams. Working together to embrace the same clear organizational focus while prioritizing the same issues leads to more coordinated results. Keeping communication lines open and meeting together (often!) also helps build trust. By coordinating efforts to maximize any fundraising campaign brings a more cohesive result. It helps the organization work smarter, not harder, to build the brand, prioritize the same issues and reap the results together.

This blog was from a presentation by Elyse Johnson and Jennifer GoodSmith presented to the American Marketing Association Nonprofit Special Interest Group.

ABOUT US:

Latz & Company is a fundraising and organizational development firm dedicated to transforming nonprofits so they can transform the world. For more than 30 years, we have joined our nonprofit partners and their constituents to help them prepare for and implement major gift programs and capital campaigns. We work hand in hand with our partners to help them meet their strategic goals. Let’s chat about how we can help you grow your organization.

Happy Volunteer Month!

In honor of all the wonderful volunteers who support our nonprofit clients, I have identified five ways to engage volunteers to cultivate a pipeline of leaders and donors for your organization’s future. As a recent graduate, young professional at Latz and Company, and a brand-new resident in the great city of Chicago, this blog reflects on what a young adult seeks when volunteering with a nonprofit. It is important to note that these are applicable to all ages to better connect volunteers to the mission your nonprofit serves.

1. Welcoming Environment

Be sure the immediate feeling volunteers get when they interface with your organization is that they are wanted and valued. Find small opportunities to create an inclusive environment where all people, no matter their age, feel welcomed to participate and grow the good.

2. Eliminate Barriers

From TikToks to fast food, we are a society of convenience, so be sure to eliminate any barriers to volunteering. Some barriers to identify within your organization might include:

• How difficult is it to sign up as a volunteer?

• Are we providing any instructions besides for a date and time?

• What is parking like near my organization?

• Are there any training requirements?

• How is this being communicated?

• What kind of attire is expected?

• How is this being communicated?

All these questions are good things to consider when asking for volunteers.

3. Create Community

A lot of time, volunteering elicits a sense of purpose, but it can also foster comradery as it is an opportunity to bring many people together to serve the same mission. The community aspect is very important to most people but offers a special opportunity to engage post-graduate students as they are newly launched into the business world after leaving the comfort of their college friends. Having a volunteer opportunity with an after-service drink at a local restaurant is a great way to bring volunteers together and to partner with a neighboring business.

4. Competitions

Everyone loves to compete, so harness that energy by offering a volunteer opportunity of high engagement. Be sure to include a prize or some sort of recognition at the end or the winners that had the most impact for your organization. Young adults may not be able to contribute financially, but you can engage them now in volunteering through competitions that show how to make an impact with all kinds of engagement.

5. Social Media Representation

Do you have a fabulous champion in your organization who is showing up often to make a difference?Recognize your volunteers, employees, clients, or anyone doing something special by posting a shoutout on social media to display the importance of these champions to your organization. We would love to hear what other ways you engage young professionals as volunteers by responding below.

-- Lydia Schwerin, Client Services Associate

To learn more about volunteering, please contact Latz & Company professionals at: 888.949.LATZ (5289) info@latzandco.com.

Giving USA Reveals New Record in Giving – Latz & Company’s Top 3 Takeaways

After a global pandemic and unprecedented 2020, many nonprofit organizations were left with a lot of questions – “How will this affect our funding?” “Will we be able to fund our mission?” “How will we make up for lost revenue from our special event being cancelled?” However, in light of so much uncertainty, many Americans were asking, “What can I do to help?”  

In 2020, a new record was set for charitable giving - $471.44 billion dollars. Here are our top 3 takeaways from this record-breaking year.   

#1 – A shift in foundation and corporate giving trends 

Foundation giving jumped by 17% in 2020, by individual, community, and operating foundations. Foundation giving typically follows the trend of the financial market, and in an up year for the markets, foundations were able to give more comparatively. Alternatively, corporate giving decreased by about 3%. This is due to a number of factors, including the knowledge that the economic impact of the pandemic was uneven across industries. Thanks to the report, we know that corporate giving trends tend to follow the GDP. The GDP declined by 2.3% in 2020, and corporate giving followed.  

#2 – Giving to public-society benefit organizations experienced rapid growth in 2020.  

$48 billion was given to public-society benefit organizations in 2020, about a 14% increase adjusted for inflation. This shows that in response to civil rights and social justice issues, urgent community needs and other pandemic-related issues, Americans significantly stepped up their giving in a time of need for the country. Many organizations had to find new ways to serve their communities and deliver on the mission while responding to a crisis that was unfolding in real-time, and those who were able to give responded to the need.  

#3 – Individual giving as a share of disposable income remains flat.  

Despite fluctuating financial markets, individual giving as a share of household disposable income remained low in 2020, at only about 2% of income. This percentage has hovered at or near the 2% mark since 1980, and is a determinant of how much a household may give from income vs. from wealth. The average gift from individuals in 2020 was $2,766. 

Overall, the Giving USA report was encouraging! It shows that Americans are ready and willing to give, organizations are adapting to the needs of the communities they serve in real time, and donors remain engaged with organizations even without face-to-face time.  

Stay tuned for more blog posts about Giving USA and how this unique year may shape the future of philanthropy.  

-- Audrey Tapling, Senior Consultant

To learn more about board engagement and board development, please contact Latz & Company professionals at: 888.949.LATZ (5289) info@latzandco.com.

Re-engage & Re-evaluate: How to Increase Board Participation and Engagement

Nonprofit organizations have faced unprecedented challenges over the last year. As a result,  Board member communication, engagement and alignment has never been more important. In addition to helping those in need during a global pandemic, driving diversity, equity and inclusion initiatives, and promoting social justice; all nonprofits should use this time as an opportunity to renew expectations and re-engage board members in new ways.

How can you ensure that your organization’s board is aligned, engaged and ready to change with you?

The Stanford Social Innovation Review recently featured the following article, written by the President and CEO of BoardSource.  The article outlines the difference between a traditional board and a purpose-driven board. However, before a board can reflect and re-evaluate its purpose, it’s important to ensure that all members are engaged. Here are some examples of expectations from a purpose-driven and highly engaged board.

1. Schedule annual, individual meetings with each board member and the President/CEO of your organization. This should be a requirement for each board member, and is an important opportunity to discuss the following:

a. Reaffirmation of the board member’s inclination to place your organization at the top of their giving list (at least during their term on the board). While individual gift capacities will vary for each board member, your organization should be their #1 priority while they serve.

b. Confirmation of time commitment in the following year. Perhaps a job change, or a move may be in the member’s future that could alter their availability to attend meetings or serve as a committee leader – this is helpful to know in advance so the time the member IS available can be maximized accordingly.

2. Incorporate data analytics to drive board engagement in prospect identification. Your database is a powerful tool that should be used to identify giving trends. The finance and development committees should be aware of new donor trends and corresponding organizational impact. But when it comes to asking individual board members to connect the organization to their networks, sometimes the volunteer freezes!

Consider running an analysis of your database to surface zip code clusters adjacent to your board member’s residence and share a list of those names to prompt their thinking. This might lead them to think of other potential donors to whom they are connected.

3. Activate the board in pipeline development and recruitment. Does your organization have an Associate Board, Junior Board or Auxiliary Board? Consider establishing a “mentorship” element to board participation, where each Board of Trustees or Board of Directors member connects occasionally with the Associate Board/Junior Board/Auxiliary Board member. Fostering stronger connections with the built-in pipeline is important for long-term board development.

4. Invite board members to participate in major gift solicitations. This doesn’t necessarily mean the member is soliciting the gift directly – but even outside of capital campaigns, board members should still be active in the stewardship and cultivation cycle of donors. Whether it means helping set up the meeting, attending the meeting and sharing their story, or helping with follow-up to close the gift, there are many ways a board member can and should be involved.

As written in our April 1st blog, “Why 2021 is the Year for Nonprofits to Innovate,” now is the time to reinvent, rethink, and retool; and now, re-engage your board for the new reality. An effective and highly efficient organization has a highly engaged and purpose-driven board that is aligned with the mission, vision and priorities of the organization – and works collectively for a better future.

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To learn more about board engagement and board development, please contact Latz & Company professionals at: 888.949.LATZ (5289) info@latzandco.com.

Webinar Recap: As the Pandemic Subsides, Vision, Organizational Development, and Addressing Strategic Issues are More Important Than Ever.

On March 23rd, we joined partner organization ALUMinate to host an engaging exploration of ways data analytics resources can augment fundraising strategies for our clients. The webinar, “Data-Driven Approaches to Post-Pandemic Fundraising” was attended by more than 50 professionals from across the sector, including social services, education, the arts, and other nonprofit organizations.

Latz and Company President, Leo Latz opened the conversation with key observations on how the non-profit field has changed and adapted during the past year and how a relationship-based approach to fundraising is more important than ever.  ALUMinate President and Co-Founder, Bob Fealy, followed up with additional observations on the field and insights on how nonprofits can think about Data Analytics as a tool and as a key resource to optimize fundraising results.  

Latz & Company Vice President, Derek McPhatter, and ALUMinate Director of Donor Strategy and Relations, Theresa Voigt then led a more detailed discussion, breaking down the data analytics process:

• Preparation

• Goal development

• Deliverables

• Action items and impact. 

As the pandemic subsides, our sector will emerge transformed. Vision, organizational development, and addressing strategic issues are more important than ever.

Donors’ expectations regarding virtual and digital engagement have increased, with less tolerance for low production or sound quality.  Even after the pandemic, digital engagement and events aren’t going away. At the same time, data security and confidentiality are top of mind; it’s even more essential for mission-driven organizations to prioritize proper care and management of donor data and partner with consultants and vendors who understand this changing landscape.  As always, engaging constituents in these processes will result in optimized giving.

Data analytics is a powerful tool for strengthening donor engagement efforts, but authentic relationship building remains central, and more of an art form. As the team at ALUMinate likes to say:

“Data PLUS people equals fundraising success!”

Data analytics helps you:

• Utilize algorithms to scan your database for new and lapsed prospects

• Find out which of your high-capacity prospects are known to be philanthropic

• Consider which prospects would be strong candidates for planned giving or interest-based fundraising

• And much more!

Analytics tools does much more than screen for potential wealth and gift inclination and capacity. Latz and Company and ALUMinate are ready to help you assess your needs and determine customized goals for your analytics efforts.

How ALUMinate helps nonprofit organizations:

There are many possible goals for data analytics; from wealth screening data to data “appends” – new contact information, social media information, and other indicators. Verified, quality, and up-to-date information on your constituents will be more important than ever coming out of the pandemic. For example, have some of your known prospects changed or lost jobs during the pandemic? We recommend organizations update their databases at least once a year.  

Analytics is particularly powerful for identifying patterns or trends among your prospects and volunteers, indicating possible clusters of opportunity based on geography, time of year, or affinity group. 

This Spring, we’re also scheduling complementary half-hour consultations for organizations interested in learning more. If you’re interested in a free consultation, please contact ghuffmangott@latzandco.com today.

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To learn more please contact Latz & Company professional at 888.949.LATZ (5289) info@latzandco.com.

Why 2021 is the Year for Nonprofits to Innovate

For all of us in the mission-driven sector, March 2020 feels like a lifetime ago. We’ve seen so much change in such a short period of time, and the immense challenges presented by the COVID-19 pandemic have impacted us all.

12-months ago, as the world came to a screeching halt to protect the health and well-being of our communities, many mission-driven organizations found themselves asking once-in-a-generation questions:

•  How will we fundraise and meet our budget in a challenged economy?

• How will we deliver our programs in a virtual world?

• How will our strategic vision and plan need to be adapted to meet an uncertain future and what will be a new, new reality?

These are just a few questions that confronted mission-driven leaders during the pandemic. Now, we find ourselves anticipating recovery. With that, we have new questions to answer. Chief among them: how will mission-driven leaders re-imagine and re-orient their organizations to navigate a new post-pandemic normal?

As our Founder and President Leo Latz has proclaimed, “This is the Year of ‘RE’ – a year to RE-invent, RE-think, and RE-tool for a new reality that is just around the corner.”

It is in this context that Latz & Company has found silver linings. As with previous once-in-a-generation crises, once acute hardship passes, doors of opportunity are often opened. It is for this reason that we believe 2021 is the year for nonprofits to innovate.

Here are three reasons:

Rising Markets and Increased Wealth

Over the decades, annual giving has been strongly correlated with the performance of the S&P 500 Index. As the market continues to rebound, grow and achieve new all-time highs, major donors with increased wealth will have increased capacity to make transformational gifts. The nonprofits that demonstrate how they will thrive in the new normal will be best positioned to make asks of innovation-interested philanthropists.

New Realities Mean New Programs and New Cases for Support

Across the mission-driven sector, the needs of constituents have shifted, both in terms of how programs are delivered and the overall services demanded. This not only provides mission-driven organizations an opportunity to innovate to address new realities, but it also creates an opening for organizations to re-tool their cases for support to be more relevant and compelling. Now is the time to test new ideas – both programmatically and philanthropically – and to invite your major contributors and stakeholders into the innovation process. More than ever the axiom, “People will support what they help to create,” will be true. 

The New Post-Pandemic Normal Will Require A Refreshed Vision  

Every successful captain needs to know where their ship is headed, and that is especially true after the proverbial storm of the century. We believe that this metaphor also applies to mission-driven leaders in the wake of the COVID-19 pandemic. Given the sheer magnitude of disruption and change we experienced during this past year, we believe every organization should, at a minimum, be re-visiting their strategic visions and testing their relevancy and resonance with stakeholders. Moreover, if your organization does not have a strategic vision, now is the perfect opportunity to re-imagine what an aspirational future looks like for your organization and the people you serve.

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To learn more about how your organization can leverage innovative strategies in this year of opportunity, please contact Latz & Company professional at 888.949.LATZ (5289) info@latzandco.com.

The Importance of Women as Leaders in the Nonprofit Sector: Promoting Women as Leaders at Your Organization

The Importance of Women as Leaders in the Nonprofit Sector: Promoting Women as Leaders at Your Organization

As Women’s History Month is celebrated throughout March, it’s important to honor the achievements of so many women who are accomplished leaders in our sector, but at the same time we need acknowledge that there remains much more to be done. In the nonprofit sector, there still exists a gender gap in leadership roles. With diversity, equity and inclusion at the top of every for profit and nonprofit organizations' agenda, many are reviewing their diversity at both the Board and C-suite levels. Mindful hiring, recruitment and equitable representation is even more important than ever to make progress in closing the gender gap in nonprofit leadership roles. 

While about 70% of nonprofit employees are women, only about 60% of the leaders at nonprofits are women. (The White House Project Report: Benchmarking Women’s Leadership)  Donors are more sophisticated than ever, and are asking tougher questions – they want to know they are investing their money in an organization that follows through on the promise of diversity, equity and inclusion.

So, how to build mindful and equitable leadership at your organization? Here are three ideas: 

1. Professional Development -  Invest in professional development opportunities for the next generation of women leaders in your organization. This Forbes article outlines the importance of proving to your employees that you care about them. By investing in their future, you’re investing in yours by creating a pipeline of women leaders who will have a positive long-term impact by attracting major donors who use diversity as a criteria for their philanthropic decisions.

2. Consider Board Composition - …and set Board diversity goals. It can be common for organizations to use a tool to evaluate ideal board composition based off of on professional affiliation, board experience, demographic representation and professional network connections, but then ignore those criteria when it comes time for Board recruitment. Take the time in the identification process to find the right Board member that represents the mindful composition you created. 

3. Appoint a Diverse Search Committee  – This study from Northwestern University outlines the findings of hiring practices, and ultimately finds that those in charge of hiring decisions gravitate towards candidates who share similarities with them. When assembling a selection committee for an executive leadership position, consider the composition of the group. Diversity in age, expertise and gender could lead to a more unbiased hiring decision. 

When looking to hire an executive leader, expand your Board, Advisory Board/Auxiliary Board or recruit campaign leaders; equitable representation should be a high priority. In addition to gender diversity, it’s also important to consider diversity in age, ethnicity and professional expertise. Closing the gender gap in nonprofit leadership representation will lead to more opportunities for organizations to grow and experience long-term success. 

To learn more about closing the gender gap in nonprofit leadership representation, please contact Latz & Company professionals at: 888.949.LATZ (5289) info@latzandco.com.

Stay the Course. Change the Case.

The COVID Crisis is an opportunity to make your case for support even more compelling!
Adapting Your Case for Support During the COVID-19 Pandemic

As the COVID-19 pandemic continues to impact all businesses, including the mission-driven sector, many nonprofit organizations are asking how to best approach fundraising during a time when so many have lost jobs or closed their businesses.

Based on recent experiences of our past and present clients, and other nonprofits regarding their crisis-oriented fundraising appeals, there is cause for optimism.

These organizations are initiating crisis/urgent giving campaigns which have met and surpassed original goals. At the heart of these success stories is a fundamental principle for success: a case for support which is compelling, urgent, and adapted to address the needs of the current moment.

Below, we have outlined a few of the principles we believe are behind this success:

Engage your constituency by asking for their feedback regarding your COVID Crisis Case

Whether it be a time of prosperity or moment of adversity, this long-held axiom prevails, “People support what they help to create.”

Giving after prior crises show us that donor retention is most successful when organizations maintain candid and consistent communication with their constituency during the crisis. Now is the time to reach out to your major donors, most consistent annual donors, and other key constituents to ask for advice and feedback on your organization’s COVID-19 crisis plan and modified case for support. Be sure to listen actively and report back regarding how you've addressed and implemented their collective feedback.

Identify and confront the brutal truths confronting your organization: adapt your case to reflect these brutal realities

In James Collins 2001 classic business book, “From Good to Great,” he named the Stockdale Paradox. Stockdale was an American pilot in the Vietnam war. He was captured and made into a POW. He spent 8 gruesome years in solitary confinement in Vietnam’s infamous Hanoi Hilton while being tortured almost daily. After the war, he explained how he survived and why optimists were the first ones to die in the camp. Those who confronted the brutal reality that they would be imprisoned for years by developing survival tactics, lived. Those who did not, died.

The Stockdale Paradox applies to Covid’s effect on your organization. When crafting your message for your crisis/urgent giving campaign, articulate the challenges facing your organization, no matter how dire. Be direct in stating your need, timeframe, and why support is critical to your mission and impact on those you serve. At the same time, lead with empathy and understanding for those who may not be able to help at this time.

Leverage Technology

There are always blessings which result from every crisis or challenge. One of the silver linings of this moment is the availability of technological tools to support online giving. If you have the capacity, leverage your organization’s e-mail marketing and social media platforms to expand the reach of your crisis/urgent giving campaign, set up zoom or WebEx meetings to engage your major donors, and be consistent in driving investors to your online giving portal by using your volunteers and stakeholders to spread the message to their respective networks. If you don’t have these tools, now is the time to invest in technology, despite diminished financial resources.

Share Your Success and Thank Your Benefactors

In any time of turmoil, people gravitate towards stories of hope and inspiration. After your successful crisis/urgent giving campaign, report back and share your success with your entire constituency. And always, thank those who stood by your organization during this time of need.

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To all of our friends, clients and partners, we wish you the best of health and safety. If you have any questions, if you’d like to discuss any of our thoughts and recommendations, or if you’d just like to talk or Zoom, please don’t hesitate to reach out to us at: 888.949.5289

COVID-19 Advancement Strategies

As a result of the COVID-19 crisis, mission-driven organizations across the country are required to adapt to a very challenging and new reality. As professionals in the philanthropic sector, this moment of hardship has presented its own unique set of challenges, as nonprofits nationwide are being forced to adjust programs, to cancel special events and fundraising galas, and to plan for a future with unprecedented uncertainty.

To all of our friends and past and former clients who work and volunteer for nonprofits, we thank you for all you have done and continue to do; we hope and pray that you and your families are safe and healthy; and we want you to know that we are here for you and will do anything we can to help you with your immediate and long-term plans.  

Based on our nearly forty years’ experience working with hundreds of organizations in all nonprofit sectors through other financial and world crises, we offer a few ideas and tactics to consider as you develop your crisis plan.

Crises Provide an Opportunity to Demonstrate Leadership Character

As American novelist James Lane Allen wrote, “Adversity does not build character, it reveals it.” During this time, it is imperative that board and executive leadership communicate as often as possible with strong and decisive messages. Leadership should not sugar coat organizational challenges. Leaders should communicate and confront the brutal truths of the current reality and seek to align their teams around strategies and tactics to deal with these brutal truths.

When Making Tough Decisions, “Do The Right Thing”

Try to do your best to stay up to speed with all COVID-19-related guidance from local, state, and federal officials. The health and safety of everyone is paramount and takes precedence over everything. It’s important to error on the side of an “abundance of caution.”

Develop a “Stay-At-Home Friendly” Fundraising and Constituent Engagement Plan

Here are some advancement and fundraising strategies to consider implementing as part of your plan:

Constituent Connection and Engagement

Crises provide an opportunity to demonstrate the true ministry of advancement: to focus on relationships with philanthropic investors.  Now may not be the best time to be soliciting gifts, but it is a good time to be checking in with your major benefactors to let them know you are thinking about them, to see how they are doing, and to tell them your organization is there to help them in any way possible. Time and time again, major donors say they remember and appreciate the organizations that reached out to them in times of crisis and, as a result, are more likely to give to those organizations once the crisis is over. 

Developing Digital Content as Part of Virtual Events

Many nonprofits are faced with huge holes in their 2019 - 2020 operating budgets as a result of the cancellation of all Spring fundraising special events and gala dinners. We recommend taking advantage of this crisis to pivot to virtual events and days of giving.  

The key is to create dynamic and exciting content to draw your constituents to your giving platforms. There are many talented and professional digital marketing firms which can help to develop the content and deliver it via all forms of social media and electronic messaging.

Consider How You Can Leverage the Crisis to Make Your Case More Compelling

While Latz & Company generally advises using this time to focus on donor communications and engagement rather than on solicitation and asking, we also know that many organizations may need crisis-related funding immediately. If your organization has urgent needs, especially related to immediate help for children or other at-risk populations, we recommend taking a moment to think about how your “ask” will fit into your current case for support. Be sure to position your “crisis ask” in the larger context of your organization’s vision for the future.

Engage Foundation Funders

There are many foundations who have prepared for this moment and are willing to go above their 5% disbursement minimums to help organizations in need. Take time to connect with your current foundation funders regarding their COVID-19 strategies and conduct research to identify new foundation prospects that may be meeting this moment with new areas of activity and streamlined application processes.

This article from The Chronicle of Philanthropy highlights some of the ways funders are responding to the COVID-19 crisis: https://www.philanthropy.com/article/Foundations-Adopt-Policies-to/248396

Consistent, Concise and Customized Communications are More Critical Than Ever

It’s critical during this time to leverage tools that are aptly designed to reach your organization’s audience and constituents.  Many communication platforms are free and cost-effective and provide an opportunity to reach a large number of people who are increasingly at home and online. Now is the moment to think of creative social media campaigns that are fun, interesting and customized to each constituency.

A Moment for Transformation

Crises, while immensely challenging, also provide organizations the opportunity to think creatively about where they are and who they want to be in the future. It is in this moment, organizations should consider substituting time that would have been spent on fundraising activity with time dedicated to re-assessing strategic visions, plans and organizational development initiatives that may have been sitting on the shelf. When this crisis is over, there will be more need than ever and pent up philanthropic support. It’s critical that organizations prepare now to optimize future fundraising by building a strong foundation now.

Until we see you on the other side of COVID-19, please stay safe and healthy!

To all of our friends, clients and partners, we wish you the best of health and safety. If you have any questions, if you’d like to discuss any of our thoughts and recommendations, or if you’d just like to talk or Zoom, please don’t hesitate to reach out to us at: 888.949.5289

Anatomy of the Ask

At the heart of every solicitation is an ask – a request made of a prospective philanthropist to invest in your organization’s mission and impact. And while asking for money takes time and preparation, it need not be scary.

For more than 30 years, fundraising professionals at Latz & Company have been dissecting the “Anatomy of the Ask.”  Through hundreds of personal solicitations, we have learned that there are some common themes and best practices that underpin every solicitation.

Below, Latz & Company is happy to share with you with you three elements of “asking” that should be deployed in every solicitation, no matter how big the gift, or how experienced the investor.

Preparation

It is imperative that every meeting, with every prospective contributor, is prepared for through robust prospect research. This means not only having a specific number in mind ahead of the meeting, but one that leverages wealth screening software to assess the investors capacity and propensity.

It is also essential that major gift officers not just plan for the meeting, but for the person in which they will be soliciting. This means having in mind certain ice breakers that are investor-centric, not just spur of the moment clichés; an understanding of what motivates the person philanthropically; and the input of others who may know the prospect personally.

The Ask

It goes without saying, that “the ask” is the most critical part of any given solicitation meeting.

With that said, it’s important to set yourself up for success by managing the expectations of the person sitting across from you. Meetings where the major gift officer candidly sets the agenda for the conversation and asks permission of the investor to solicit their help ahead of time,  assures the investor that you are there to respect their time and perspective.  

Remember, you are not attending the meeting to “convince” the investor of anything – rather, your goal is help the individual make a decision that is best for them and aligned with their philanthropic interests.

Once the agenda for the meeting is set and permission to “ask” is given, you should be prepared to tell a compelling story of your organization’s history, program model, vision for the future, and funding priorities. We firmly believe that a case for support presentation deck is a mandatory component of any given solicitation.

The Close

Going hand-in-hand with a major gift officers well-prepared ask, is a well-planned close. This part of the meeting, like the initial icebreaker, may require you to be adaptive – however, this does not mean improvised. Below, here are some examples of the types of ask you might prepare for based on both your prior expectations and real-time indicators of the meeting:

The “Ask to Fund a Specific Need” Close

The major gift officer asks the investor to fund a specific capital or programmatic need.

“Based on our conversation today and your expressed interest in our mission and vision, would you fund ____ need as part of the ____?”

The Leadership Close

“We ask that you, as a leader, make a gift commensurate with your role as a leader and based on how you’ve said we are a top priority for you. A leadership gift which we hope will inspire and motivate others.”

The Pyramid Close

We recommend memorizing your campaign pyramid as not to distract the investor with other giving levels when you make a specific ask for support.

“In order to fulfill our vision/accomplish our goal, we need X number of gifts; at a $100,000 we have W.”

“We need X number at $50,000; we have X.” “We need X number at $25,000; we have Y.”

“Finally, we need Z number at $10,000 will you be the _____?”

The First Time Investor Close

“We really appreciate your willingness to help...so, based on everything we’ve talked about today, where do you see yourself (show them an investor-friendly campaign or annual fund pyramid).”

The Big, Bold, Audacious Vision Close

“We have a big, audacious vision. The vision will impact ______. It is big, bold and audacious...so we are basing our ask/proposal on what it will take to fulfill the vision. As a result, we are being bold in our proposal. We need X number of gifts at the $____ level to make our vision a reality. Will you make a gift at that level?”

As you round out the close, its important to remember to give the investor space to process your request (silence is okay!). If you have done your job successfully, they will be quick to get to yes. And remember, when in doubt, the most important thing to do is to accomplish your one and only goal: to make an ask! It is critical in investor-relations that individuals leave solicitation meetings with a sense that, regardless of them saying yes or no, the ultimate goal of the meeting was accomplished – that being, an ask was made.  

To learn more about how you can optimize your major gift solicitations, please contact Latz & Company professionals at: 888.949.LATZ (5289).