How can you uncover new prospects?

Once you have fully explored potential donors among current and past supporters — and only then — you should look for new prospects. It is not yet time to approach total strangers, however. There are still three categories of contacts that offer better hope:

• Volunteers and staff
• Participants
• Contacts of board and volunteers

Volunteers and Staff

Action: Determine which volunteers and staff will give.

It may seem even more absurd to ask volunteers and staff to give than to ask the board. They often work long hours for little or no pay.

It's true that the volunteers and staff of most nonprofit groups are already contributing a lot just by being there. Frequently they are not well off financially. Their donations, if they give at all, may not make a huge difference in your income. You may even be concerned that merely asking them would be a severe blow to morale.

Despite all that, you should at least consider this step seriously. The results may be a pleasant surprise.

Hospitals, for example, routinely ask their staff to give during major campaigns. While the results vary from institution to institution, some staff — particularly the doctors — have made substantial contributions.

Here's another example:

At an international charity, the consultant's suggestion that the staff should be asked to contribute was met with derisive laughter. “They are all underpaid and overworked,” said the Director of Development. “and they've just formed a union. This would be a bad time, and I doubt they would ever react positively.”
A few weeks later, however, it became apparent that the staff were giving very generously to an internal United Way campaign. The consultant asked, “If they can raise money on the job for the United Way, why not for the nonprofit they work with daily?”
Despite misgivings, the organization agreed to ask the staff to donate. A special project was selected with a view to exciting the staff. Asking was done on a peer level, never by people in authority.
The results were overwhelming. Money just poured in — and some of the worst paid staff gave the most.
Why did they give so much, despite the awful working conditions? One person summed it up for them all when she said, “We care a lot about the work this organization does. That's why we put up with the low wages and the long hours. Of course we would contribute part of our wages — we sure don't work here for the money! Only nobody ever asked us before.”

Other organizations have had similar experiences. Volunteers and staff members in nonprofit organizations are often very committed to the work they do. It may come as a surprise that they should be considered as potential donors. While they may not all be among the largest donors, a few of them may be `willing, capable and interested'.

Some groups have been pleasantly surprised to discover they had volunteers and staff who were reasonably well off, and happy to give money as well as time. Some staff and volunteers had spouses who worked in high-paying jobs. Others had inherited enough to be comfortable, or had saved up before retiring. The assumption that they were all poor turned out to be false.

While not all volunteers and staff can or will donate financially, it is worth asking which staff and volunteers might. Aside from the financial benefits, it can improve staff morale. It also impresses outside prospects and granting agencies to know that the staff cares enough to give a little extra.

Participants

Action: Determine which participants will give.

Consider whether some of your participants (be they audience, clients, customers, drop-ins, fans, learners, members, parents, players, spectators, students, or subscribers) or their families might also become donors. Don't be too quick to say `no'.

Why is it worth asking participants to give?

In some groups it may be hard to believe that your participants or their families could contribute significant donations, but it is often true. Perhaps not all can do so; maybe even not the majority.

Even if your participants can't give much money, the fact that they give any at all may impress other prospective donors. This demonstration of their commitment has real value.

In some cases, they may have more potential to give than you suspect. It only takes a very few who are unusually generous to make a difference. Remember that 80% of the money comes from 20% of the people.

Is it ethical to ask participants?

Asking participants to give is a forbidden topic in some organizations. While this is partially understandable in social service agencies working with the poor, it is remarkable how many other organizations share the same attitude. Many arts groups, schools, hospitals and other nonprofits are still debating the merits of asking their participants to give.

There are many examples of success: a community college expressed delight and surprise when three students each gave $300 to a campaign for better facilities. An amateur musical group, knowing full well that several performing members were `yuppies' and `Dinks' (Double Income, No Kids) had never thought to ask them for money. While these may be exceptions, there are many more like them.

For those who are reluctant to ask participants, one prime concern is that the services must be accessible to all, regardless of income. This is indeed a laudable goal. Asking people to contribute extra if they can, however, does not interfere with open access. Make it clear that every person will get the same service whether or not they donate.

In fact, some people have said that they prefer contributing to the organization that helps them. It changes their relationship from recipient/passive/inferior/ victim to donor/active/equal/self-help. It's empowering. Not asking them can be seen as paternalistic. They should have the right to decide for themselves.

One seniors' service group found that asking participants to donate actually tripled the number of people using the service.

They posted a sign showing how much it cost to deliver each service. At the bottom of the sign were the words “Any amount you can pay toward these services is gratefully accepted, and will be put right to work. Thank you.”
The result was a 300% increase in the number of people using the various services the centre provides. The puzzled executive director surveyed the centre users. He learned that people liked being able to pay.
Several people made comments like “I never used this place before, because I don't like taking things for free. I am not so poor that I need free service. I can pay my own way.” Another said, “I can take care of myself pretty good and I don't need handouts. I've worked hard all my life. I like coming to the Centre and seeing people, and the prices are affordable. Sometimes I put in a little extra for someone who isn't as well off.”⁴⁶

For a more complete discussion of the ethics of this issue, see The GuideBook to Fundraising for Disabled People's Groups.⁴⁷

Examine your own users and consider if some of them might be capable of making major contributions. Allow them to make their own decisions about giving. Don't say No on their behalf.

What if you don't have participants' names and addresses?

In some cases, it is easy to find the participants. In a small organization you may know them all personally. Larger groups may have membership lists. Service groups may have files on participants. In this case, discretion will be required; arrange to look only at the relevant information. Respect participants' right to privacy and confidentiality.

In other organizations, you may not have the names and addresses. People who use a community centre or a pool, for example, may not be asked for their names or addresses. Spectators at athletic events or art shows may come and go, especially if they are outdoor events.

Fortunately, there are ways to collect these names and addresses.

Many groups already have a partial list that they haven't recognized the value of. They have held a raffle, and have ticket stubs tucked away in a drawer. Start with those names.

If you haven't already done so, consider holding a free draw, to get names and addresses. Arrange an attractive prize. Perhaps a local restaurant will donate a dinner. You might give away a free membership, or a book. In a prominent location, put up a box, bowl or basket. On a large sign, invite people to drop in their business cards or write their names and addresses on a piece of paper.

Asking for business cards may not be appropriate in an organization that does not serve business people. It is desirable, however, because of all the information you may get: where people work, what kind of job they do, how senior a position they have, what degrees they hold, and so on.

Some people have suggested going to a restaurant or other business that was already collecting business cards and asking for the ones they collect. This is a bad idea. You have no way of knowing whether or not the people whose cards you get are aware of your organization. At best, it is a random sample. At worst, they may even be angry at this invasion of privacy. Collect your own contacts.

If your only contact with participants is by telephone, ask the callers for their names and addresses. If your organization provides information on a controversial or sensitive topic, ask for the name only after the information has been provided, so you don't discourage a caller. Make it clear their calls are still confidential, that giving their names is optional, and that you are asking for their names for fundraising purposes.

If you work with children, try to get the names of their parents or guardians. Depending on the kind of organization, it may be appropriate to ask for grandparents' names, too.

What precautions may be needed?

Special precautions are needed in any situation in which making contact could cause problems. Battered women, for example, could find their lives threatened as a result of an innocent fundraising appeal, especially if they are still living with their abusive husbands. The same need for care may apply if you provide therapeutic counselling, treat sexually transmitted diseases, or deal with many other sensitive issues.

In this circumstance, make it clear why you are asking for a name and address. Emphasize that it is completely voluntary.

Exercise great care in contacting people to make certain that you do not put them in jeopardy.

A letter, for example should never have anything `incriminating' on the outside envelope — even the return address could be too revealing. Even if the envelope is blank, someone else might be opening the mail, so decide carefully who you write to and what you say.

Similarly, an intercepted phone message could cause problems. Speak only to the person on your list, not to others who answer. Don't leave messages: a suspicious or jealous spouse could use this as an excuse for violence.

What do you do after you've got participants' names?

A large list of participants is almost certainly worth using in a direct mail campaign. However, this book focuses on major donors. The immediate task is to sort out potential major donors from the long list of names. How?

The answer will vary depending on the type of relationship you have with the people on the list, and the amount of information you have.

If people have purchased memberships, season tickets, subscriptions or such, focus on the people who have:

• paid the most,
• been paying for the longest, or
• purchased gifts.

“For older organizations,” Joan Flanagan recommends, “look for second- or third-generation members and multiple members from the same family.”⁴⁸

If people are students, alumni, or participate in activities, note what years they were involved, and what their favourite activities were. For parents, spouses or children, the same question applies. Focus on people who have been involved:

• for long periods,
• in several activities, or
• frequently.

Review the suggestions in the earlier section on current donors, such as looking for famous names, degrees, titles, or addresses in pricier neighbourhoods.

Remember, you are still only at the stage of building your list of potential donors. Don't contact these people yet.

The techniques are the same as for any other prospective big donor:

1. Make your own gift first.
2. Choose the #1 best prospect.
3. Choose a specific project dear to the prospect's heart.
4. Decide how much to ask for, based on ability to give.
5. Cultivate the prospect.
6. Pick the best asker for that prospect.
7. Train the asker and consider possible objections.
8. Approach each prospect privately.
9. If your prospects give, train them to ask others.
10. Build the pyramid slowly.

• Do not just announce a new policy at a meeting. Select one volunteer, board or staff member first. Choose a person likely to give and to influence others to give.
• After you have your first contribution, work with the donor to select the next-best prospect together. Ask the donor to ask the next prospect. Then send those two to talk to others, behind the scenes, quietly.
• For the `hold-outs':
  • Discuss their reasons privately.
  • Offer to count unclaimed expenses.
  • Organize contests.
  • Wait for them to retire.

Board and Volunteers' Contacts

Action: Discover the contacts of the board and volunteers.

Your board, volunteers and staff probably know potential donors who don't already have a direct connection to your organization. Once you have fully explored people who have had direct contact with you, it is time to expand farther afield.

These prospects are part of almost everyone's network. They may be friends, family, old school chums, neighbours, business colleagues or chance acquaintances. At first, the board and volunteers may not think they know anyone. Techniques that you will learn shortly may reveal some unexpected contacts.

Do you know people with similar interests?

Your board, staff and volunteers are likely to know people who will be interested in the same topics as they are. This applies whether the organization is concerned about art, science, religion, social service, recreation, economic development, fighting racism, or any other topic.

These sympathetic people are the first set of contacts to explore. You may discover them by using the methods below.

Do you know people who give to other nonprofits?

The second set of contacts are people you know who are generous to nonprofit groups, even if you don't know their views on your cause. If you have a friend who is an active volunteer or board member with another group, or who has sold you tickets to a charity event, they are potential donors.

The world can be divided — unequally — into two types of people: those who are caring, giving and working to make it better; and those who are apathetic and inactive.⁴⁹ In the long run, it may be important to educate those who are apathetic and get them active. In the short run, however, it is easier to start with those who are predisposed to care. Once you are stronger, you can take the time to try converting the uninvolved.

Who might give just because it's you who asks?

In a major-donor campaign, who you know is a very important factor. Many prospects will give because of the person who asks them, regardless of their feelings about the organization itself.

You probably know people who have purchased tickets for special events that they had no intention of attending, in support of nonprofit groups they did not care about, simply because of the person who asked.

People who would give to your organization because the right person asked are the third category to consider.

There are many reasons why they do so.

A major component has to do with business. Someone may give to a major customer, or to an important supplier, because they hope it will improve future relations.

People also give out of friendship and solidarity.

They give because they respect the person who asked them, and know that if that person is involved, the cause must be good.

They give because they don't want to say No and risk offending someone they will see regularly.

They give because they feel an obligation to someone who recently made a donation to their own favourite cause, or because they know they will be asking soon and want to have a favour owed to them. This attitude of `you scratch my back and I'll scratch yours' is very common among big donors.

They give because of power relations. A donor who gave more than $1 million to a hospital told this story:

I was planning on giving the hospital a lot — several hundred thousand dollars. I knew why the fundraisers were coming to see me when they made the appointment, and I was ready.
But when the time came, I opened my office door and in walked the chair of the fundraising committee, who happened to be my company's biggest customer, followed by the surgeon who was scheduled to do an open-heart operation on me in just a few weeks. I knew I was in trouble!

Some people will be troubled by this kind of fundraising. They believe that, if the cause is good enough, the donors will find them. I called this the Better Mousetrap Syndrome, in memory of all the inventors who expected the world to beat a path to their doors and were disappointed.

Clearly, in the long run, your organization is better off with donors who genuinely respect your work. They are likely to keep coming back year after year — even once their original contact has passed on.

In the short term, however, it may be better to have the money for your important projects than to remain excessively pure. In addition, once people have made that first donation, you can continue to educate and cultivate them to become real supporters.

That is not to condone manipulation and pressure tactics. Some fundraisers have gone overboard in the pursuit of the donation. In one recent case, a family contested their mother's will after she changed it to leave a large part of her money to a television evangelist. The overzealous fundraiser had wormed his way into her trust, acting as a confidant and business advisor.

Between the two extremes lies the path to ethically expanding your support from very generous people.

How do you find all your contacts?

The next step is to find all the contacts your board and volunteers have, who might want to support your cause.

First, here's how not to do it.

The worst method is to write a letter to all your key leaders asking them to send in a list of their contacts. Time after time, this has produced dismal results. Board members may be too busy. They may be reluctant. They may give a list with conditions, such as “you can have these leads on the understanding that I personally won't talk to any of them.” Even when they are willing to help, they may not be able to think of anybody they consider useful.

Because of these problems, we at Ken Wyman and Associates Inc refined a process called The Webbing Exercise.⁵⁰ It is intended to reveal the hidden network of contacts and connections that an organization has — `the people you didn't know you knew.'

Board members, volunteers, staff and administration, each have their own lives away from your organization and they each know lots of people — in fact, more people than they ever thought they knew.

But how do you get to know who they know?

Hold a Webbing Exercise (described in Appendix A). This is a session that gives everyone a chance to delve into themselves for the names of people they've come in contact with over the years. Even those who insist that they know no one may think of names that will become `obvious' through the magic of hindsight. They will be surprised to discover that some people they knew long ago may now be in a position to help your organization.

The Webbing Exercise can help your organization beyond finding major donors. It can also help identify people who may become:

• Donors and supporters
  • Immediate donors
  • Long-term benefactors
  • Contributors of gifts in kind
• Campaign leaders
  • Possible solicitors
  • Door-openers
  • Campaign chair
  • Campaign cabinet
• Volunteers for committees
  • Fund raising
  • Communication
  • Special events
  • Recruitment
• Future board members

Outsiders

Action: Uncover outsiders who should be asked.

If a group is very new or very poor, the kinds of contacts suggested earlier in this chapter simply may not exist. You may need to start with strangers.

Groups that do have past donors, participants or contacts should explore the potential giving of these prospects thoroughly before approaching people with whom they have never had any communication.

But when it's time to look at the outer edges of your potential circles of influence, who should you ask for a donation?

The answer begins with research.

People Known to Be Generous to Other Nonprofits

The first step is to separate the givers and the non-givers. People who give to some nonprofit groups, even if not yours, are better prospects than people who have never given to anyone.

• People publicly recognized for giving. Begin by collecting the names of people who have been publicly recognized for giving to other groups — especially groups like yours. Their names can be found on plaques on the walls of nearby hospitals, community centres, post-secondary schools, art galleries, museums, theatres, and athletic facilities. Go with a notepad and copy them down.
• People listed in nonprofits' printed materials. Check the materials of other nonprofit groups for the names of people being thanked for their contributions. Lists of people are often printed in annual reports, newsletters, souvenir programmes at concerts or events, and other publications. These are frequently divided into categories, such as Benefactors, Angels, etc, which reveal roughly how much the donor gave.
• People mentioned in the media. Stories in the media often mention people who give and who lead campaigns. When the local newspaper runs a photo of a cheque being passed, clip it for your files. For example, here are excerpts from a newspaper column about Nancy Jackman:

I went to see Nancy Jackman on impulse, to ask her about money — specifically, why she gives away so much of it, and why other women don't.
Jackman is an unlikely combination of imp, cherub and feminist earth mother, and is also, implausibly, the Tory candidate in the St George-St David by-election. She has qualities of spontaneity, feminism and good-hearted generosity that one does not normally associate with Rosedale Conservatives.
Recently, Jackman stunned a group of women who had come to seek her advice by suddenly offering them $50,000.
“We were blown away”, recalled Marjorie Wilson, a Port Perry volunteer. Wilson heads a grassroots group of women who suffer from osteoporosis, the stealthy disease that leads to thinning bones, mostly in post-menopausal women…
Nancy Jackman's $50,000 is a `matching' grant; it will be given only if the women can raise an equal amount quickly through a public appeal.
I know that Jackman has helped create and fund some of the most exciting and progressive feminist efforts in the country — from the Women's Legal Education and Action Fund (Leaf) to the Canadian Women's Foundation. But this latest act of generosity made me start to wonder: Why, when there are so many relatively affluent female professionals and solvent widows, do women's causes have to starve? Why do some women have the urge to give, and so many never think of it?
Few of us could ever equal Jackman's largesse. She inherited wealth. But unlike 99% of wealthy women in this country, she immediately began to give it away to help other women.
Jackman tried to explain. “Most women owe their money to being part of the status quo, so they give to status quo charities, their husband's or boss's favourite hospital or arts group. It takes strong character — and maybe a fundamental rage at unfairness — to break that pattern… I give to create systematic change, not for service agencies.”⁵¹

While newspaper stories don't always provide such valuable insights, they can provide many useful nuggets. Just two days after the story about Nancy Jackman, another journalist reported on a $2 million donation made by Patrick and Barbara Keenan for kidney disease research at St Michael's Hospital in Toronto:

Patrick Keenan told a news conference: “We've planned this day for a long time. …Because we have special feelings for this hospital, we always thought we would like to do something significant for it.
Barbara Keenan added that there were family reasons for choosing to underwrite kidney disease research with their donation, but she declined to elaborate.
Patrick Keenan is chairman of the hospital's board of directors and of the Canada Development Investment Corp. He is on the board of the Ireland Fund. Barbara Keenan is past clerk of the session of Rosedale United Church.⁵²
Because March is Kidney Month, there were many stories on the theme. Another paper reported that “Hockey personality Don Cherry recently donated $15,000 to the Kidney Foundation of Canada and the Credit Valley Hospital. The money [was] raised from last summer's Don Cherry Golf Tournament…” ⁵³

Clearly, it pays to have several volunteers clipping stories from newspapers and magazines, and taking notes when stories run on television or radio. Even if you are not raising money for kidney disease, this kind of information can be useful in estimating a prospect's potential gift to your own group.

• People found in private research. In addition to these open lists, private research is likely to turn up a few names. Talk to fundraisers, both staff and volunteers, from other groups. Some of them may be protective of their donors, but others may willingly suggest potential donors. The United Way may be particularly helpful, whether or not your group belongs to it.
  In some cases, if the other group supports what you do, they may be willing to exchange lists of donors. This is done routinely for direct mail campaigns, and can be done for major donors as well. (For a discussion about the ethics of list exchanges, and practical tips about protecting your interests, see Everything You Need To Know To Get Started in Direct Mail Fundraising.)
• People giving to political campaigns. Interview politicians and their campaign managers — they, too, are fundraisers. Discuss your need to locate special supporters with others who know the community well, such as service clubs, local journalists, and the Chamber of Commerce. Sympathetic business leaders, such as bankers, car dealers and real estate offices, can also point you in the right direction, if they wish.
• People who fit the profile of major givers. Finally, study the profile of major givers (presented in Chapter 2 of this book) and look for people who fit the pattern.
  Be realistic about how productive it will be to make cold calls on people — even those known to be generous. “It is futile to cannibalize these lists if the names are all strangers to your volunteers”, Joan Flanagan warns. “If none of your leaders know any of your community's current major donors, work on recruiting people with wealth and power for your board before you launch a major gift campaign.”⁵⁴

People Who Display Interest in Your Area

Sometimes you can uncover the name of someone with a real motivation to care about your work. Even though you have no contacts, and even though you have no reason to think they are philanthropic, it may be worth contacting them.

• People who have had life-changing experiences. Someone who has had his or her first heart attack, for example, may suddenly be interested in donating to a health charity. Someone may start collecting art, have a child enroll in a school, or become religious.
• People with similar interests. You may find out about an old connection that would be a clue that the person might be receptive. “Historic preservation groups can check the historical society and genealogical society to find people with deep roots in the community”, Joan Flanagan suggests.⁵⁵ “Environmental, hunting and fishing clubs can find wealthy outdoorsy types by checking… for owners of campers and recreational vehicles and… boats and yachts.”

People with No Known Record of Philanthropy.

Now we're down to the bottom of the barrel — people who have:

• never been involved as a board member of your group,
• never donated to your group before,
• never been a volunteer or staff person in your group,
• never been a participant or part of the family of a participant (as far as you know),
• never been mentioned as a personal contact of anyone you know,
• never displayed interest in your area, and
• never shown up on lists of people generous to other charities.

Perhaps the only thing you know about these people is that they appear to have a lot of money.

Why even bother asking them? There is not much reason to think they would give you money. Most groups should never have to ask people in this category, but many think this is exactly where you should start. They study stories in the media about the rich and famous, make lists, and dream big. They watch the lotteries, and contact big winners.⁵⁶ “If only someone could get in to see Mr and Ms Rich,” these wishful thinkers sigh, “they would see the light, and understand why they should support us.”

Realistically, such people are probably not worth the time and effort it takes to make a proper approach as outlined here.

At the most, you might invest a postage stamp to send a letter to such a person. If you get a glimmer of interest, or a token donation, you might proceed — slowly.

Even that might be a waste. “Do not be misled by people who flash a lot of cash,” Joan Flanagan notes. “With easy credit, almost anyone can look rich. I knew a salesman who dazzled his clients with an $80,000 sports car. He confessed to me that it was 102% financed: he even financed the licence plates. On the other hand, there are people worth millions who drive the same compact car for fifteen years.”⁵⁷

For now, let's stick to the proven methods.

Research

Action: Research each suspect.

People who might give, but who are not yet serious prospects, are called suspects in the jargon of major-donor fundraising. Once you have identified suspects, you need to collect basic information about them in one place, where it is easy to find and use. More research is needed to decide who is really worth the effort, and who may not be.

Open a File on Each Major Gift Prospect

Create a file folder for each person who has the potential to give a substantial donation. Collect all the basic information in one place, for easy reference.

For most groups it's easier to do this with a file folder and pieces of paper than with a computer. Don't waste time developing your own custom database. Many software companies have developed special fundraising databases for sale; they are excellent. When you are ready for a computer database, purchase one designed for fundraising records.

However, many grassroots organizations find them too expensive and time-consuming to use at first. This can be a complex distraction from the major mission: asking the prospects to give. Start with old-fashioned file folders.

What exactly do you need to know?

The more you know, the better. Ideally, the person who will actually ask for the donation should be a friend or business colleague of the prospect — someone who knows the donor well. If you don't have that degree of familiarity, extra information can make all the difference in the world.

Start with basics, like the proper way to spell the prospect's name. Lyman Henderson says:

What are the biggest mistakes that people have made in asking for money? Well, Ann, who is spelled AÄNÄN, says `misspelling my name'. …It seems such a simple thing. If you send something to me spelled LÄIÄMÄOÄN, I'm not likely to be particularly turned on.⁵⁸

Pay attention to the titles people prefer.

• Some women will be irate if you use anything but Ms; others will be equally adamant that they want to be called Mrs or Miss.
• Some want to be known as Doctor, or Professor.
• Some titles are complicated. An ordained minister, for example, would be addressed as `The Reverend AB Black' on an envelope, but in the salutation of a letter would be `Dear Mr/Miss/Mrs/Ms Black'. It is considered bad form to address most clergy in the salutation of a letter or in person as `Reverend Black'.

If the person was a volunteer, board or staff member with your group, add in a few notes about that experience. With rapid turnover in personnel, it's amazing how short an organization's memory can be.

One fundraiser described the day he called an organization where he had worked ten years before. Although he had held a very responsible position for five years, there had been three other people in his old job in the interim. Now no one was left from the old days, and no one even recognized his name.

The same has happened to people who were members of the board of other groups, and even people who considered themselves founders of an organization.

Collect as much information as you can. The more information you have, the easier it will be to make an effective appeal. When people talk to the prospect, put notes about the conversation in the file. If a newspaper of magazine article is written mentioning the prospect, put a copy in the file.

On the following pages are sample information forms for you to adapt. If some questions are irrelevant to your appeal, omit them. Add others you may consider important. No standard form can be perfect for everyone.

In the chapters to come, we will add more parts to this form.

More Information

As time goes by, you will compile more information in each person's file. This information will help you answer vital questions such as:

• Who should you approach first?
• What parts of your work will interest this person most — and what might you be wise not to mention?
• How should the approach be made?
• Are there sensitive issues that may arise?
• Will a particular prospect appreciate public recognition? If so, what kind?
• Who has the best chance of persuading a particular prospect to give, or to give a little extra?
• When would be the best time to ask?
• How much might this person give?

Some people are shocked at the idea of gathering this kind of information on a prospect. None of this requires you to violate a person's privacy, hire a private detective or become a snoop. Much is available from public sources. Sometimes it is legitimate to supplement this with casual conversations with the prospects' friends, or even with prospects themselves. You will find guidelines on what to look for and where to find it in the pages following.

If you feel uncomfortable with any part of it, however, you may wish to gather only the information that you feel is legitimate. Do not abandon all research just because some of it seems inappropriate.

Some information comes from statistical tables published by the government and other researchers. This may not tell you details about a specific person, but it can help a great deal.

Some information can also be gathered by talking to your own friends or colleagues. For example, if you want to know how much a certain lawyer earns, ask another lawyer about the general salary levels for people at the prospect's firm, and those at her or his level of experience.

Sometimes, you can get the information directly from the prospects themselves. This may come in casual conversations, in surveys, and even in formal interviews.

Even though you may be overworked and in a hurry, research like this is not a waste of time.

If you are in an emergency situation, you may not have time to do all the research properly. Do as much as you can, and hope you guess the right answers on other questions. Without this preparation you may find that a prospect gives much less than you might otherwise have received.

You can, however, begin to make contact with the prospective donor before you have all the research done. This is especially true if you expect to visit the prospect more than once, which is a good idea for really big donations.

As noted earlier, fundraiser Michael F Luck wrote an article reminding experienced fundraisers that it is sometimes necessary to bend the rules. On this topic, he wrote:

…Prospect research can be a long and arduous task which delays major gift fundraising. If you know where a prospect lives and that they have had a relationship or interest in your cause, there is sufficient information to start cultivation. Most people, if asked questions in a relaxed and informal way, will tell you everything you want to know during a visit. Prospect research is important and it is helpful, but too much can be unproductive. I have seen too many fundraisers so `hell-bent for leather' with a giving target and specific need that they never listen to what the prospect has to say during the visit. The fewer preconceived notions you have prior to an initial visit the better. Sometimes being too smart isn't smart at all.⁵⁹

Of all the questions you need to answer, one of the most important is, “How much might this person give?” Yet many groups don't know why this is so, or how to develop an answer. The next chapter is devoted to this topic.