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Face-to-Face Solicitation
I like to listen. I have learned a great deal from listening carefully. Most
people never listen. - Ernest Hemingway
Face-to-fa ce solicitation is the best way for many nonprofit organizations to solicit support from
people with the means to give it. When soli citors meet with people they know, the response rate
is about 50 percent. When solicitors personally ask people they don't know, as in a canvass, the
response is about 15 perc ent. Fac e-to-face solicitations of either kind yield dramatically higher
response rates than when there is no personal contact. For instance, a direct mail appeal is considered
successful when it generates a response rate of 1 to 3 percent.
251
252 APPROACHING INDIVIDUALS FOR SUPPORT
These response rates illustrate yet again one of the cardinal rules of fundraising: people give
to people. In fact, study after study has shown that some 80 percent of those surveyed said they
made their most recent contribution simply because someone asked them. Only 50 percent of
this group could name the organization they gave to, but 90 percent remembered the person who
asked them ! Even if the person was a stranger, the donor will be able to describe the person in
great detail: "It was a nice young man, dressed in a suit-and so polite." The principle that people
give to people-is as true for the trustee of the local museum who pays a visit to a wealthy
philanthropist as it is for the public interest canvasser who knocks on all the doors in a
neighborhood.
Learning how to engage others in a lively discussion of your work and endeavoring to win
them over as supporters paves the way for your organization to become a potential recipient of
both small and large donations. More often than not, the return for your efforts will more than
compensate for the time and energy expended.
If you need to enlist the support of a large number of people (such as contributors, petition
signers, volunteers, and so on), personalized approaches-setting up tables at a busy shopping
center or well-traveled street intersection, perhaps, or meeting at someone's home---can be very
effective. Moreover, these experiences can be very rewarding for many people, for they involve
contact with others. In fact, personal solicitation is the only form offundraising in which you get
immediate feedback on your ideas and visions, and, often, excellent new ideas from the person
you're soliciting.
Most nonprofit organizations, from the smallest to the largest, can learn how to successfully
solicit funds from individuals by face-to-face solicitation, regardless of the type of constituents
the organization serves, and whether the solicitations are carried out by canvassing a neighborhood
or at scheduled appointments with long-time donors.
What Are the Advantages of Raising Money by Face-to-Face
Solicitation?
1.	 A personal visit or meeting is generally the most effective form of solicitation an

organization can undertake.

2. Pledges secured through face-to-face solicitations are usually paid quickly.
3. Face-to-face solicitations offer opportunities to build relationships that may lead to

increased support from a donor in the future.

4. A gracious, well-prepared personal solicitation can	 enhance your organization's

reputation and increase its donor base, as the person you've solicited may well share

a positive experience with peers. A properly cultivated donor may even be willing to

approach friend s or associates-c-or contacts at foundations and corporations-s-on

your organization's behalf.

5. Solicitors who find the work gratifying and feel as if they're making a difference are

likely to help with soliciting again.

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253
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What Are the Disadvantages of Raising Money by
Face-to-Face Solicitation?
1. Identifying and researching prospects; recruiting, training, and servicing volunteer
askers; carrying out and following up on the solicitations; and keeping accurate
records are all tasks that require time, effort, and money. An organization's
resources must be allocated carefully, and so the rate of return in relation to effort
expended must be high; this cannot be guaranteed for groups that are creating a
donor base from scratch.
2. Additional resources and benefits-such as producing special events for generous
contributors or arranging to have a space named for someone-will be needed to
cultivate relationships with donors who have responded to personal solicitations.
3. Constancy of effort is mandatory ; supporters must be kept abreast of your work with

some regularity, not only when you need money.

4. Solicitors who become discouraged might decline further invol vement in your orga­

nization 's fundraising activities.

Deciding Whether To Try Face-to-Face Solicitation
To determine whether personal soliciting will prove worthwhile, consider the effort it will take
in time and money and the results of any past experiences. Your own experience will be your
best guide. Beyond that, look at some other considerations in the following list and in the summary
worksheet at the end of this chapter.
1. Can you demonstrate a real need for individual charitable dolla rs?If you currently
receive the bulk of your income from public sources---city, county, state, federal-you
may have to overcome your constituents' impression that the government
will provide ongoing support for all your needs.This should not be difficult, as most
people know that governmen t is continually cutting back its role, and many statistics
are available to support this declin e.
However, some prospective donors may feel that your programs should be completely
funded by the government, even if they are not presently . You will need to
make clear that it is highly unlikely that government support can be generated, and
that (if it is the case) part of your organization's mission is to get government funding
restored to previous levels. In any event, before meeting with your potential
donors you should have prepared a list of reason s why it is appropriate for the public
to provide a significant portion of your fund ing. A clear presenta tion of your
programs and sources of revenue will help a prospective donor understand which
programs, if any, receive public underwriting and which do not.
254 APPROACHING INDIVIDUALS FOR SUPPORT
Similarly, if you do not receive, or anticipate receiving, any significant grants or
contracts from foundations, corporations, or the government, you will be able to
make a stronger case for the need for individual support.
2. Do you have a potential constituency to approach? Check your concentric circles
exercise (see Chapter 7) again to determine whether your prospective supporters are
close enough to be solicited personally. If, for example, your mission is to save a
species of butterfly in a remote region in Brazil from extinction, but your potential
large donors live in different corners of the world, your chances of meeting them all
personally are decidedly limited (see the case study later in this chapter for ways of
personally soliciting a scattered donor base). If, however, your potential donors are
more accessible, as for most nonprofits, you will probably have identified in your
circles exercise different prospective constituents to approach, one-to-one, for
support.
3.	 Will the return in dollarsjustify the time expended? Your own experience, as well as
that of other organizations, will serve as your best guide. Keep in mind that requesting
money in person is the most effective way to elicit support from individuals. As
a result , most organizations should include personal solicitation in their fundraising
mix.
4. Have the prospects you've identifiedfor personal solicitations been sufficiently cultivated?
Can you recruit solicitors to whom these prospe cts are likely to respond?
Asking too soon, or having the wrong person make the reque st, can not only result in
a smaller gift (or none at all), but it might alienate the prospect and ruin your chances
for receiving the significant support that might have been forthcoming if you had
waited for the right time and the right solicitor.
If you have planned thoughtfully, you already will have considered these questions
and the preceding discu ssion can serve as a guide to review your plan in light
of any internal and external developments since the plan was created and adopted.
How Does Face-to-Face Solicitation Work?
Remember the kids who knocked on doors at Halloween saying , "Trick or treat for UNICEF"?
Or the mothers who scoured neighborhoods on a door-to-door basis on behalf of the original
March of Dimes? While those kids and mothers hardly fit the stereotype of face-to-face
fundr aisers-the arts patron who is visited by a peer on behalf of the local museum, say-the
fact is that people of all ages and walks of life will ask someone for a contribution at some point
in their lives. Simil arly, nonprofit organiz ations of all shapes and sizes engage in some form of
personal solicitation at some point. An organization that has decided to undertake a face-to-face
solicitation campaign should take the following steps:
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Face-to-Face Solicitation 255
Step 1. Review Your Goalfor the Campaign
Project a goal for total individual contributions by setting targets for gifts at specified levels on a
gift range chart. The gift range chart is based on the simple premise that a few people will give
big gifts, some people will give medium-size gifts, and most people will give smaller gifts. The
chart forms a triangle, and is generally calculated as follows:
1-2 gifts =
10% of the goal
2--4 gifts = 10% of the goal
5-10 gifts = 10% of the goal
Continue down the chart with more gifts at lower amounts.
SAMPLE GIFT RANGE CHART
Goal = $50,000
No. of Gifts Gift Amount
2 $5,000
4 $2,500
10 $1,000
20 $500
40 $250
You can adapt this chart to your targeted constituencies. Suppose, for example, that many of your
potential donors cannot afford a gift higher than $100; you might then look for 100 gifts at $100 and
no gifts at $5,000. Perhaps you have a donor who will give you $10,000 on the condition that her gift
is matched by gifts in the $250 to $500 range, Such a condition would help you determine the number
of gifts to put in that part of your gift range chart. The chart is a tool to test the reality of your goal,
and to help you figure out how many prospects you will need to meet your goal.
Because current and prospective donor profiles vary from nonprofit to nonprofit, each organization
must establish for itself the r:ninimum gift amount that justifies a personal solicitation.
Large, established charities that as a matter of course receive contributions of $500 and $1,000 in
response to mailings may schedule face-to-face meetings to ask for no less than $5,000. Smaller
organizations, on the other hand, may solicit contributions of $250 in person. If the larger nonprofit
has identified a potential major donor but feels that a request for $5,000 would be premature,
it may attempt to schedule a personal solicitation for a smaller amount as part of a long-term
cultivation strategy. Thorough advance work will have addressed these issues.
Step 2. Identify Your Prospects

Working with the fundraising committee, the director of development or the key staffer respon­

sible for fundraising then designs and carries out cultivation strategies for each prospect.

Many novice fundraisers feel that they don't know anyone who "has money." They make the
mistake oflooking for people who are affluent rather than people who are givers; but many people
who have a lot of money don't give any away. Many people who have very little money also
do not contribute to charity. On the other hand, many wealthy people and many more rniddle
256	 APPROACHlNG INDIVIDUALS FOR SUPPORT
class, working class, and low-income people contribute generously. In looking for people to ask,
start with people you know, and note which of them believes in your cause or something similar.
Then decide what to ask for.
Organizations should, therefore, begin planning their face-to-face campaign by counting the
number of people listed in the first circle of the circles exercise (described in Chapter 7) while
keeping in mind their human resources, i.e., how many "askers" actually can be counted on to
knock on doors or make personal calls. If you identified fifty individuals in your first circle and
have ten volunteers willing to ask, it's realistic to think that each of those fifty might be
approached personally.
If you've rated lawyers as strong prospects in your third circle, say, you'll want to learn how
many live or work in your conununity. If the local bar association directory lists thousands, you
would need hundreds of askers to solicit all of them face-to-face; a direct mail appeal would
clearly be the only way to ask for their support. Those who responded and, over time, continued
giving might eventually become prospects for face-to-face solicitations.
If you have a few lawyers in your core group willing to involve some colleagues in raising
money for your organization, you're likely to be able to arrange some personal solicitations
without waiting for prospects to identify themselves by responding to a mail appeal. Your lawyers
group would meet to review the list of attorneys and identify colleagues they'd be willing to
solicit in person. This process of recruiting people to work together on fundraising projects
forms the basis for many of an organization's development activities. Many steps are involved in
this process, and each one is important.
[
1. Speak to the lawyers in your core group (personally, of course) to explain the project.
Before the conversation, you might want to mail, fax, or e-mail a letter outlining
the project. Include the list of lawyers and ask each recipient to choose the ones
he or she would feel comfortable asking to join the group. Clearly state what you
want him or her to do.
2. Be sure to let people know that you appreciate them and value their time. It's also
good to avoid putting people in a position where they have to say no to you. By
describing the project before you ask for a commitment, you give the other person
an opportunity to decline more gracefully.
3.	 The easier you can make it for others to help, the more willing they will be. When
you meet with one of the lawyers in your core group, bring along some background
material on your organization that will help him make the calls. Offer to send any
materials on his or her behalfand ask what else you can do to support his work. Identify
exactly what you need the person to do, and make sure you do the rest. In this
case, you want your lawyer friend to make a call to a colleague, not to check contact
information, write and mail materials, and the like.
4. At the meeting, review the project and the benefits it will bring to the organization.
Review the list and secure your lawyer friend's commitment to invite one or two
colleagues to join the group . Come prepared with a project timeline and tell the lawyer
exactly what you want and when it needs to be accomplished. Setting deadlines
257Face-to-Face Solicitation
is essential. Repeat these steps with all the lawyers who have agreed to recruit colleagues
to join the group.
5.	 At the same time, poll your lawyer group for the best time and place to hold the first
meeting; it's always good to get a few possibilities. It can be helpful if one of them
hosts the meeting, as this tends to increase a person's commitment.
6. Follow up to see how the recruitment is going, and when the group is set write a note
thanking the members in advance for their help. Enclose the same list, background
materials, and time schedule.
Each one of the above steps is important to assembling the group and priming it for action. By
following these steps you'll show both present and new supporters that you know how to work
with volunteer leaders, which will increase their confidence in your organization and their willingness
to work on its behalf.
Note that soliciting the participation of people outside the core group for special groups, as
well as for board and special event committee membership, is done in the same way. What is the
common factor? It's a slight variation on the first principle of fundraising:People give to people.
This fundamental maxim must never be far from the consciousness of every multi-tasking nonprofit
manager and board member. This is, of course, more easily said than done. The pace of
nonprofit life is fast, and the pressure is considerable to focus on the logistics of program and service
delivery, administration, and cash flow rather than people. But all concerned with the
growth of an organization must keep this principle in mind at all times.
The lawyers that the solicitors are in contact with are solicited in person, and the rest are solicited
by direct mail. An organization's lawyer also might seek opportunities to address local
meetings of attorneys to lay the groundwork for a later appeal by mail (see Chapter 20 for more
information on approaching associations for support).
Step 3. Research Your Prospects
Now for the next guiding principle in individual fundraising: Know your donor. Learn why each
prospective donor may be interested in supporting your organization. Before anything else,
make sure that you know that this person does, in fact, give away money. Many well meaning
and good-hearted people do not give money to charities, and approaching people known to be
"nongivers" is almost invariably a waste of time. Conducting research on each prospect for personal
solicitation is, therefore, essential for the following reasons:
• Research provides the information an organization needs to design an effective
cultivation strategy.
• Research reveals the interests, patterns, and, perhaps, the needs that can help an
organization' know how much to ask for, and for what purpose.
• Research helps identify the best person-or the best kind of person-to set up
and make the solicitation.
• Research provides information that facilitates the conversation between solicitor
and prospect, thus showing that the organization has done its homework.
--
II
258 APPROACHING INDIVIDUALS FOR SUPPORT
Prospect research is so important that many large nonprofit institutions employ full-time
researchers to support their development efforts. The Additional Resources section at the end of
this chapter lists some of the many sources of information available in print and on the Internet
about researching prospects. Conversations with friends of your organization can also yield
valuable information. The basic areas your research should cover are listed on the Sample Prospect
Identification Form later in this chapter.
Step 4. Recruit and Train Your Askers
Once again, it's vital to remember our first guiding principle of fundraising: The more personal
the contact, the more successful a solicitation is likely to be. If, for example, you approach
friends and acquaintances for contributions, it is highly likely that the responses will be favorable.
This is one of the primary reasons for the success of walkathons and the like, events in
which participants are sponsored by friends and family.
Our second guiding principle flows from the first: People are likelier to give to individuals
they respect, or with whom they identify--or both. Social workers respond to other social workers,
to counselors, and to others in the helping professions whom they admire. They also respond
to individuals associated with organizations they respect. Even if most local lawyers, for example,
do not know your name, your membership in the local chapter of the bar association might
increase their willingness to contribute. This explains why so many organizations list on their
letterheads a number of individuals together with their affiliations as sponsors, patrons, or advisors,
even though a disclaimer may appear at the end of the list, saying "Organizations listed for
identification purposes only." Look at yourself first and ask, "Whom do I respect and look up to
in my community?" Is it a local religious leader, an elected official, an artist, a writer? Your own
responses will not be considerably different from those of the people you will be approaching.
You might now recruit some of these local celebrities or influential people to join your
efforts, either as askers, sponsors, or roving ambassadors. If someone does become a sponsor,
inform other prospective supporters (donors) that "so-and-so" has signed on as a sponsor of your
organization, and ask them to consider joining him or her as a member; even better, ask the new
sponsor to make the "ask," if possible.
Undoubtedly, becoming an asker is not always easy. As with almost everything else in life,
one learns best by doing. It is also imperative that the first person you ask is yourself-which
means that the first time you ask you'll get the gift! If you won't give, it will be hard for you to
ask others to give. When you have made a gift, you can ask people to join you in making a contribution.
It might help to remember that you are not asking someone merely to give you money;
you are asking for help in supporting something you believe in, and that you think they will
believe in as well.
You can prepare yourself in several ways: by role playing different scenarios with your other
askers; by inviting a veteran asker from another organization to hold a training session; and
finally, by first asking a friend whom you can tell that you are practicing. If you choose to
approach a friend, it's a good idea to use the buddy system; ask a fellow asker to come along, and
work as a team. Afterward, you can discuss the solicitation. Your donor friend might even give
you some valuable feedback on the meeting.
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Face-to-Face Solicitation
In recruiting solicitors, be precise in stating your expectations, setting deadlines, and specifying
reporting and follow-up procedures. Make sure they are comfortable visiting the people
assigned to them . A staff, committee, or board member invol ved in the personal solicitation
campaign should visit each solicitor to review the research performed on their prospects, to disCllSS
strategy, and to answer questions.
It's frequently a good idea to review your entire list of prospects with your cadre of askers,
since they may identify people they already know and would like to solicit. Such a review might
also reveal information about prospects known to your asker that had not previously surfaced as
a result of your own research. Of course, you will want to make sure that all your askers are thoroughly
famili ar with your organization's vision, mission, programs, overall finances, and plans
for the future .
Cultivating askers' involvement doesn't end with their agreement to undertake the solicitation;rather,
it begin s at that time. Tell your solicitors how the organization plans to support their
efforts; arrange for them to be called regularly for encouragement and feedb ack; share good
news with them; and, above all, be generous in expressing your appreciation for their time and
efforts.
Step 5. Schedule the Appointment
For many volunteer and professional fundruisers , asking for an appointment can feel like a
greater personal risk than asking for the gift itsclf. Perhaps they anticipate feeling more deeply
rejected if prospects will not even meet with them than they would if they did meet but declined
to make a gift. How to overcome this fear of personal rejection? Remembering that you are asking
on behalf of the organization, not yourself, rings true intellectually but may not allay any
fears. As in most matters, the only way to prev ail is by forcing yourself to make the call purely by
dint of will. And, as in most matters, you will find that your fears are groundless; that prospects
who have been properly chosen and cultivated usually agree to meet; and that they are frequently
pleased, enthusiastic-and even, on occasion, grateful-to learn how they might make a difference
in the world through a contri bution.
Therefore, don't hesitate to be direct when you are writing the letter or placing the phone call
to set up an appointment. Explain clearly why you wish to meet with the prospect. You might
say, for example, "I am involved with a new organization that is currently doing critically important
work. Because I know that you share my interest in _, I would like to get together to tell
you what we are doing, and to ask for a contribution." Its also a good idea to mention how long
the meeting will last, as this may be a factor in the prospect's decision to meet or not. It also communicates
your respect for his or her time.
Consider carefully the best location for the meeting. If the prospect expresses interest, the
solicitor should ask where he or she would prefer to meet, or perhaps gently sugge st that the
meeting be held at the organization's facility, or at (one of) the site(s) of its programs. In any
event, the solicitor should defer to the prospect. It's generally advisable not to eat if an important
solicitation is being made, unless it is the prospect who suggests a restaurant or club setting. The
intermptions that occur during the course of a meal can be distracting, and tables are usually too
small to accommodate any materials used for the solicitation.
260
CI
APPROACHING INDIVIDUALS FOR SUPPORT
Once the appointment has been made, send a hand-written note thanking the prospect for
agreeing to meet, and confirming the date, time, location, and purpose of the meeting. Make Sure
to call the day of the meeting to re-confirm.
Step 6. Make the Solicitation
Just before the meeting, revie w the information your organization has provided, and the strategy
and goal of the solicitation. Just as the quality of a runner's performance during a race depends
on his or her training, so too will the results of your solicitation be largely determined by what
has preceded the meeting. If the research and cultivation processes have been thorough and
effective and have identified the prospect's capacity, inclination, and motiv ation for giving; if
you have familiarized yourself with the organization and your prospect; and if you are committed
to the campaign's success, it is highly likely that your solicitation will be effective.
Remember that you are not only asking for something; you are also offering something-the
opportunity for the prospect to make a difference in the world . Your tone of voice, posture, and
energy should conununicate this gift that you are able to give to the prospect. Be a good listener,
and pay close attention to what the prospect's body language conununicates abou t his or her
mood, quality of attention, and degree of interest.
Prospective donors will want to know how much you need to advance your organi zation's
mission or to launch a new project or build an endowment. Tell them. You might begin by saying,
"We need to raise $10,000 by December 1st so that we can rent an office and purchase the
supplies we need to open our doors for work. I am giving $250 . Would you consider giving a
similar amount?" Remember that people are free to refuse or to ask for some time to make a decision.
Be sure to wait for a response: after you ask for the gift do not say anything until the prospect
has replied . If a prospective donor needs some help in arriving at a decision, you might
indicate a number of options and a range of possible gifts. The prospective donor can then think
within that range and come to a decision.
Step 7. Follow Up the Meeting
Immediately after the meetin g, send a letter thankin g the prospect for his or her pledge, if one
was made, or reviewing the main points of your conversation if he or she has asked for time to
consider your request. Make sure you then follow your organization's procedures for reporting
on the results of the meetin g.
The Door-to-Door Canvass
One of the most popular ways to raise money in person is through door-to-door canv assing.Thi
strategy works best when the organization has something dramatic and brief to explain to the
person answering the door, and when the issue directly affects the person being solicited. Can
vasses work well on issues such as utility rate reform, local schools, environmental issues (esg
cially toxic waste, smog, or landfiJJs), dom estic violence, and the like. People are ofte
accustomed to young girls selling Girl Scout cookies, high school band members raising man
to go on a trip, or a neighbor collecting money for various health-related concerns.
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Face-to-Face Solicitation 261
Case Study
TheWildlands Project
The goal of the Wildlands Project, a conservation group operating from Tucson, Arizona,
is to establish a network of linked wilderness reserves across North America. The group's
annual budget in 1996 was around $300,000, almost entirely from foundations. Understandably
nervous about relying on such a narrow funding base, the project sought help to
diversify foundation support and to build a major donor program. It contracted with noted
fundraising consultant, Andy Robinson. Robinson had to work with two restricting
factors:
• The Wildlands Project will never be a membership group. It works primarily
with other conservation groups and does not wish to manage a large
base of small donors, nor doe s it wish to appear to be in competition with
membership-based conservation groups.
• The project could not solicit many gifts in personal meetings because it
works all over North America and their donor base is very far flung.
The project decided to build a campaign around small, very personalized mailings,
gifts from board members, and a handful of small benefit events. The goal was to find 200
people who would give at least $100, with a lead gift of $5,000, for a total of $50,000 in
1996.
The group found its prospects in its current donor list, which included 265 people who
had given $50 or more during the previous two years, and in lists of names brought to the
group by board members and others . In all, the Wildlands Project sent 700 major donor letters.
Each letter was personalized to the donor, c.g., "Dear Fran." The letter was one and
one-half pages long-printed on one page front and back on board letterhead-and each
letter was signed by the chair and the board president, who are both well known in conservation
circles. The letters were then taken to the next board meeting, where people were
asked to put personal notes on the bottom of a letter of anyone they knew.
In the end, the Wildlands Project contacted 700 people, most of them through this very
personal mail appeal. One hundred and seventy-seven people responded with gifts of $100
or more. for a total of $65,600. They received one big gift of $10,000 and two of $5,000;
the $10,000 gift and one of the $5,000 gifts came through the mail. The gift they got most
often was $100; they received 90 of these.
Thank s to Andy Robinson for this information.
262 APPROACHING INDIVIDUALS FOR SUPPORT
Case Study
From Rags to Riches in Only Three Years
Money has always been one of the main topi cs at the Wisconsin Coordinating Committee
on Nicaragua (WCCN). We have worked to recruit and train board members who take
fundraising seriously. It's been a real learning experience and many of our best lessons
have come from the school of hard knocks.
For our first major donor campaign, we set a goal of $5,000. The staff did everything
they could to lighten the board's burden. They prepared personalized letters and gave each
board member a list of potential donors and a phone script to use in calling them . The only
thing board members had to do was sign and mail the letters and make an average of five
calls apiece. The campaign raised a total of $445. As we look back, we can see that the
staff made the campaign so painless that most of us didn't notice it was happening.
Recently, I went through some records about that campaign and was surprised to find my
name next to a list of seven donors that I had been assigned to contact. I didn't remember
having seen the list previously. In fact, J only recognized two of the names on the list and
I'm sure I never called those two. My non-participation was typical of the level of board
involvement in that campaign. Despite the shortcom-ings of that campaign. it laid the
groundwork for future success. Th e following year, we est ablished a Development Committee,
composed of active board members, and began planning a campaign that would
rectify past rn.istakes.
This time, instead of presenting board members with lists of assigned names, members
of the development committee met personally with each board member and went over our
entire donor list, asking them to select the names they would be most willing to contact.
We stressed the importance of contacting each donor personally , at least by telephone if
not face to face.
We kicked off the campaign in October with a special weekend board training session.
Subsequently members of the Development Conunittee periodically phoned other
board members to check up on their progress. We also set a definite closing date for the
campaign by scheduling a post-campaign party in November. Not all board members
completed all of their calls by the closing date, but most did. The result of this campaign
was a total of $33,409-a lot better than the previous year's $445! Nothing in our experience
prior to that campaign would have sugges ted that we could expect that level of
success.
The main lessons we learned were the following:
o Major donor campaigns do work.
o Participation of board members and volunteers is essential to the success
of fundraising. It is much easier to persuade volunteers to participate in the
work of fundraising if they've participated in the planning. I
t. Sheldon Rarnpton, "From Rags to Riches in Only Three Years!" Grassroots Fundraising Joumall 0 (December
1991) : 10--12.
Face-to-Face Solicitation	 263
The actual canvass idea seems simple enough . Trained, paid workers go door-to-door in predetermined
sympathetic neighborhoods, enlisting people's support for an issue. But initial
appearances belle the complexity of canvassing.
Mounting a successful canvassing operation requires proficiency in long-term planning,
administration, budgeting and fiscal management, and personnel matters. For example, recruiting
qualified canvassers is not simple . Candidates have to be willing to work in all kinds of
weather, be adaptable, be able to deal with rejection , and believe in the goals of the organization
they are represent ing. As many canvass directors have discovered, good candidates are hard to
find.
Before canvassers go out in the field, they participate in training and strategy sessions coveringsuch
topics as how to get into apartment buildings and how "to educate not debate" someone
who wants to give the canvasser a hard time. The trainees also learn about eye contact, body language,
and preparing their "rap" so that the who, what, and where of the organization comes
across in the first minute of conversation.To assure their personal safety, they are urged to leave
any situation the minute they feel uneasy . They are also taught self-defense techniques. Before
they go into any neighborhood, the canvass director gives the local police a list of their names
and sends a press release to the local newspaper to let people know they're coming. Finally , they
review last year's map and donor list, and discuss the targeted conununity's politic al and socioeconomic
make-up.
Many groups have discovered that canvassing is a good way to introduce people to their organization,
but because ofthe cost and planning involved, a canvass has to be done in the context of
other strategies. It is not unconunon for very successful canvasses to gross $500,000 but net only
$100,000 to $150,000 after all staff costs are deducted. Therefore, canvassing must be seen as an
educational tool as well as a fundraising strategy .
Tips
• When preparing to make a face-to-face solicitation,	 think about what the prospective
donor's interests are. Learn as much as you can about the person you'll
be visiting with, especially what motivates and moves him or her.
• The more questions you ask, the better. In the course of answering, your prospect
is likely to reveal a fair amount; and because you will be listening with full
attention, it' s likely that you'll find a direction to develop that will lead to the
ask.
• Make sure you understand that you are asking neither for yourself nor for the
organization per se. You are asking for a cause. More than asking, you are giving-giving
someone the opportunity to make a difference today and tomorrow.
264 APPROACHING INDIVIDUALS FOR SUPPORT
Summary Worksheet
for	 _
(name of your org anization)
Approaching Individuals for Support: Face-to-Face Solicitation
Efforts to Date
1. Are you already approaching individuals directly for support?
__ yes no
2.	 If yes, which of the foll owing approaches have you used?
Personal visits
__ Canvassin g

Other _

3. Which approaches have proven successful (i.e., revenues exceed costs, people continue to
respond affirmatively to requests, etc.)?
a. _
b. _
c. _
4. Which approaches should be discarded or overhauled?
a. _
b.
c. _
Face-to-Face Solicitation 265
Planning New Efforts
1. List ways you can enhance the income potential of the face-to-face solicitation approaches
you will continue:
a.
b. _
c.
d.
e. _
f. _
g.
h.
1. _
If your organization has not solicited individuals in person but plans to, which organizations
in your community can share their experience and advice on face-to-face solicitations? Who can
make the inquiry effectively on your behalf?
Person Assigned Report DueContact InformationOrganization
266 APPROACHIl'm INDIVIDUALS FOR SUPPORT
Rating Your Face-to-Face Solicitation Potential Sol
On the basis of what you have learned, how would you rank your capability to elicit support from
individuals through face-to-face solicitation?
_ Very Good _ Possible _ Unlikely Still Unknown
Sample Prospect Identification Form
Name:
Address:
_
_
NaJ
All
Phone (home):
(work):
E-mail:
_
_
_
Re:
Where else does this prospect give money?
a. _
b.
c. _
Who knows this prospect best, and what is that person's relationship to the prospect?
Contact: _
Relationship to prospect: _
Personal information about prospect:
Occupation:
Age: _ _
Length of time with current employer: _
--:­_
_
_
Other interests, e.g., civic groups, religious groups, trade associations:
What will this prospect most like about our work? About what area will he or she will have
most questions?
Can this prospect make a decision alone? If no, who else must be consulted?
267Face-to-Face Solicitation
Solicitor information:

_ _ I can can this prospect.

__ I cannot call this prospect but you may use my name.

__ I cannot call this prospect; do not use my name

Name of solicitor: _

Amount being requested _

Result _

r
268 APPROACHING INDIVIDUALS FOR SUPPORT
Additional Resources
J
Publications
lbo, Amy. "The Benefactor 100: The Most Generous Among Us: An Exclusive Ranking
Based on Total Donations. Worth 8 (April 1999): 110-122.
Alford, Jimmie R. "Asking for Money." Nonprofit World 17 (May-June 1999): 13-15.
Shares insights for successful solicitation calls.
Baird, John A., Jr. "Trading Up." Fund Raising Management 29 (May 1998): 18-19,25.
Describes three procedures for improving a solicitation program.
Bloom, Judy. Being Rich Is Not a Piece ofCake. New York. National Film Archive of
Philanthropy, 1998. Video recording. 37 minutes.
Brewer, Randy W. "Getting Past First Base with Your New Donor: Three Rules for Getting a
Second Date." Fund Raising Manag ement 30 (April 1999): 32-33.
Discusses three strategies for sustaining a healthy donor relationship after the first gift.
l
Clemow, Susan B. "The Fun of Asking for Money in Twelve Easy Steps ." Fund Raising
Management 30 (April 2000): 30-33.
Provides twelve suggestions for successful fundrai sing.
I I
Dahnert, Sachs Jennifer. "12 Ways to Block the Ask." Currents 24 (November-December
1998): 16-20.
Provides a list of corrunon solicitations errors, and suggestions for preventing them.

Dee, Jay R., and Alan B. Henkin. "Communication and Donor Relations: A Social Skills

Perspective." Nonprofit Manag ement & Leadership 8 (Winter 1997): 107-119.
Discusses the findings of a study entitled "Fairness and Reputation Effects in a Provision
Point Contribution Process," conducted by Melanie Beth Marks and D. Eric Schansberg,
which looks at how much information fundraisers should tell potential donors and the
effects of disclosing certain information.
Edwards, Paul. The Tapestry of the Uultimate Ask: The Strategy, Design and Motivation that
Ensures Your Success [video recording]. Chicago: Institute for Charitable Giving, 1999. 3
vols. 321:00 minutes.
Three separate videotapes.
Goettler, Ralph H. "The Four Ws of Major Gift Solicitation." Nonprofit World 16 (May-June
1998): 16-18.
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269Face-to-Face Solicitation
Graham, Christine. Asking: A Hands-On Leamer's Guide to Gift Solicitation. Shaftsbury, VT:
CPG Enterprises, 1998.20 p.
Graham, Christine. Practice Makes Perfect: Short Solicitation Exercises You Can Use with
Your Board and Volunteers . Shaftsury, VT: CPG Enterprises, 1998.32 p.
Offers exercises for the techniques outlined in the companion volume, Asking.
Hartsook, Robert F. Closing that Gift: How To Be Successful 99% ofthe Time. Wichita, KS:
ASR Philanthropic Publishing, 1998. 160 p.
How to make the ask and get the donation.
Hartsook, Robert F. "15 Fund-Raising Opportunities with the Millionaire Next Door." Fund
Raising Management 29 (November 1998): 16-17,27.
Jaye, Melinda. "Guide for the Successful Campaign Solicitor." Fund Raising Management 30
(May 2000): 26-27.
Kirsch, Rodney P., and Martin W. Shell. "Achieving Leadership Gifts: The Investment
Returns of Lasting Relationships." New Directions for Philanthropic Fundraising 21 (Fall
1998): 35-60.
Explains the various ways of defining what constitutes a leadership gift and how
development staff can create an environment that encourages this type of giving. Stresses
the importance of partnering with volunteers, building relati onships over time with donors,
and maximizing the CEO's commitment. Outlines the role played by development staff,
and techniques they may successfully utilize in securing leadership gifts. Finally, discusses
other considerations, such as relationship with the donor's spouse and family, recognition
and publicity, and gifts of appreciated securities. Includes bibliographic references.
Klein, Kim. "Asking Current Donors for Money: Why, How and How Often ." Grassroots
Fundraising Journal 19 (February 2000) : 3-6.
Lawson, David M. "Read the Writing on the Wall Street." Currents 25 (June 1999): 20-25.
Activities in the business markets may influence the interest and ability of donors to make
tax-favored major gifts. Initial public offerings, mergers, hostile takeovers, and stock
options may create donor deadlines that the wise development officer needs to understand.
Makar, Arthur. "Gays and Lesbians: An Untapped Donor Resource." Advancing Philanthropy
(Spring 1999): 28-30.
Lists questions about inclusion, institutional policies, outreach, and institutional perception
that gays and lesbians may ask before deciding whether to give to an organization.
270 APPROACHING INDIVIDUALS FOR SUPPORT
Matheny, Richard E. Major Gifts: Solicitation Strategies. Washington, DC: Council for
Advancement and Support of Education, 1994. v, 165 p.
Consists of three sections. Section one comprises fourteen chapters that lead a reader
through the development of major-gift solicitation, focusing on the face-to-face
communication process with prospective donors. Section two contains eleven case studies
designed to test your knowledge of solicitation strategies. Section three presents possible
solutions to the questions posed by the case study situations.
Merrilees, Sue. "Donor Rating for Small Organizations." Grassroots Fundraising Journal 17
(June 1998): 3-4.
Explores the usefulness of donor rating systems, explains the inclination and ability
component of a rating system, and concludes by detailing how to begin and maintain the
system.
Nicklin, Julie L. "Turning Young Tycoons into Tomorrow's Camegies." Chronicle ofHigher
Education 44 (17 July 1998): A47-50.
Development officers at many higher education institutions are altering their fundraising
techniques in order to obtain donations from wealthy young people.
Panas, Jerold. Shaking the Money Tree: What Motivates Donors. Chicago: Institute for
Charitable Giving (SkilFilm Series), 1995. Video recording. 53 minutes.
Phillips Communications. Techniques ofPersonal Solicitation. Los Angeles : Phillips
Communications (Focus on Fundraising video series), 1994. Video recording. 21 minutes.
Roth, Stephanie. "Common Mistakes in Building Relationships with Donors (And How To
Avoid Them)." Grassroots Fundraising Journal, 19 (June 2000): 6-8.
Seymour, Si. Designs for Fundraising. Detroit: The Taft Group, 1966.
A classic work on developing campaigns, understanding people and why they give, and
solicitation techniques, as well as enduring insights and fundraising wisdom.
Staub, Scott C. "Is the Asian Community Different?" Advancing Philanthropy (Spring 1999):
10-1 I.
Considerations for fundraising strategies that are effective with Asian-Americans.
Sturtevant, William T. The Successful Ask, Part I: Winning the Gift. Chicago: Institute for
Charitable Giving, 1995. Video recording . 54 minutes.
Sturtevant, William 1'. The Successful Ask, Part II: Winning the Gift. Chicago: Institute for
Charitable Giving, 1995. Video recording. 86 minutes.
271Face-to-Face Solicitation
Wylie, Peter. "Look to Your Donor Database." Advancing Philanthropy 6 (Fall-Winter
1998): 36-38.
Describes the cycle of information-gathering and the relationship necessary to cultivate
major donors.
[nternet
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Monthly newsletter focusing on information for prospect researchers.
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The Leadership Library is a unique database of personnel information that helps
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