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My Tips on Year End Fundraising

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This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode related to this topic, click here.

End of year campaigns: they’re the lifeblood of a lot of nonprofit organizations. The holiday season, the season of giving: people are more inclined to make donations, and nonprofits are more inclined to ask. And it’s incredibly important, especially since many organizations have a fiscal year that is the same as the calendar year, so the pressure is on to raise money and reach your goals. So how can you set your organization up for success?

First: think of your year end fundraising as a comprehensive campaign. Remember that while your direct mail appeal may take a lot of your energy and time, there are several other communications that are part of the campaign, including your website, emails, social media, and in person asks. Think of all of the communications during this time as being part of this one campaign.

Then, spend some time setting your campaign up for success. We’re talking about this topic in September so you can take some of these suggestions and run with them. It’s early enough to spend some time on these things, so let’s go!

  • Goals: Take a look at what you raised last year and see how you can adjust your expectations. Have you done a lot of cultivation work, and expect to see an increase in gifts? Has this year been challenging, so you don’t want to be over-ambitious? Be thoughtful about the goal you set: it is discouraging if you’re not even close to reaching it, and it can feel like you don’t need donations if you quickly blow it out of the water.
  • Ask & tagline: Usually, I recommend doing a general operating support ask for year end campaigns. It is often a main component of the year’s fundraising, so it is nice to demonstrate the need for general support. But, there are cases where a more specific ask is more compelling and needed. Maybe your organization has a specific program that needs help, so go for that. I also like the idea of having a tagline: it could be something as simple as Season of Giving, or it could be something more geared toward your organization. Then you can use that everywhere you’re talking about it.
  • Segmentation: You don’t talk to your grandma the same way you talk to your best friend, so why would you send the same letter to all of your donors? There are so many ways you can split up your list: by donation level, longevity of giving, or more. Then just tweak your letter to include details about their relationship to your organization. It can feel much more personal then.
  • Campaign structure: There are several ways you can structure your year end campaign. You can do something simple, just one mailing and a few email follow ups. Or you can do something complicated, which includes paid advertising, several mailings, several segmented emails and social media. It depends on your organization’s size, so be thoughtful.
  • Project management spreadsheet: This is what has kept me sane for every campaign I’ve managed!! Create a spreadsheet that simply includes the task, who is responsible, due date, date accomplished, status and notes. Then map out the entire campaign, setting your ideal drop date and scheduling backwards from there.
  • Tracking & reporting: Be thoughtful about how you are tracking donations to the campaign. Set up codes to track whether people are responding to the mailing versus email, which mailing they respond to, etc. This will help inform next year’s campaign – ie, if fewer people respond to emails at a specific time of year, think about switching it up for next year. Then, set up a schedule where you are regularly sharing this tracking document with interested parties, including staff and board.

Now that we’re set up for success, and have thought through strategy, components, and tracking, let’s talk best practices.

First, the appeal package.

The letter is arguably the most important part.

  • It should feel personal, but informative. The recommendation here is to write at a fourth grade level – not because your donors won’t be able to understand it, but because that is the most approachable tone. When you write a letter (or maybe an email!) to your friends, you don’t write a college essay, do you?
  • It should be very donor centric. Once you’ve written your letter, go back through and count how many times you have written YOU (meaning who you are writing to, the reader). Go through and transform as many sentences as possible to include the word YOU. For example: if you’ve written the sentence, “Our organization transforms lives,” change the sentence to “Your donation will transform lives” or even “You will transform lives.” Make the letter very active, assuming that the reader will make a donation.
  • It should lead with feelings and wrap up with facts. It should include a story of someone whose life has been transformed from your organization’s work, so the reader can be drawn in by the impact. That story should include the problem, solution, and what the reader can do to help be part of it.
  • It should include the call to action early on. You can (and should) re-ask several times, but there should be an ask in the first couple of paragraphs – even if it’s just a hint of what you are asking. It should be clear what you are asking the reader to do from the top.
  • It should include a P.S. The P.S. is a super important piece of real estate, and most readers at least look at that. It should be a direct reaffirmation of the ask.
  • As far as format, there are competing opinions. I personally like to keep it to one page, but there are experts who say it should be a double sided page. Feel free to bold, underline, or italicize special phrases, but don’t overdo it.

Besides the letter, you can think about attachments. There are several types of things you can do, either just a client story, or quotes, or an infographic with data around impact, or just organizational facts. It depends on what you think will be the most compelling for your readers. Just don’t overload the package with facts – you want to lead with the heart here, not the brain.

Then, you’ll want to think about email.

  • Emails should be very short and sweet. Get to the point! We all get so many emails – so make it compelling and overly obvious what you’re asking. Try to put at least one donation button above the fold.
  • Include images. Have the background be a light color and the text be a dark color. Again, very easy to read and accessible.
  • The schedule of emails widely depends on your organization and how often your donors receive emails from you for the rest of the year. If you never email them the rest of the year, don’t email them ten times in December. At the very least, do at least one in November, and maybe four in December, including two in the last week of the year.
  • We’ll talk more about email & social media during a future episode centered around Giving Tuesday.

Don’t forget to mobilize your team to help get all of this out – including your board of directors. There are several ways you can use them: have them write handwritten notes that you include in some special letters, have them forward your emails to their contacts, or share your posts on social media. You’re not alone!

-N.C.

My Tips on Advancing Your Career as a Fundraiser

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This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode related to this topic, click here.

Fundraising is such an important element of nonprofit operations, and as long as there are nonprofits, there will be fundraising jobs to be filled. Fundraising as a career is a great choice, as there are a lot of directions you can go, so there is good job security!

That’s great news, but how do you keep advancing your career as a fundraiser? There are a few tips for helping keep your career moving.

Take full advantage of learning opportunities

Fundraising is a unique job because there is always something to do. There are always more people to reach out to, more donors to thank, and more collateral to make. Take full advantage of all of the activities you are doing, or could do, in your current role. Don’t stay stagnant – explore every facet of your position. If you have an idea, take initiative and go for it! Try new things and pay attention to things that you really love to do. That will give you a better idea of what to look for in your next role.

Explore your options

Once you feel ready to explore new challenges and opportunities, think about what aspect of fundraising you really love. There are so many, that fit with different skills and aptitudes, so think about what you’d like your days to look like.

  • Do you love relationship building? Think about Donor Relations, Major Gifts, or Strategic Partnerships.
  • Do you love events? Think about Special Events or Community Relations.
  • Are you very process oriented, or do you love data? Think about Development Operations or Donor Database roles.
  • Do you love to write? Think about Grants.
  • Do you love people management & have years of experience in fundraising? Think about becoming a Development Director.

Instead of just applying for any fundraising position you see, be thoughtful about what area of development you would like to go into next.

Network

What about if you’re not sure what area you want to go into, or you want more information? That’s where networking comes in. Find and identify people who have what looks to be your dream job, or close to it. Contact them to set up an informational interview or phone call. Keep the conversation brief, tell them what you are looking for, and ask about their experience. You can get a ton of insight from these conversations. And don’t forget to connect with them on LinkedIn!

And, we all know about those general networking events that are put on by various organizations. If you go to those, have a goal in mind. If you are trying to advance your career as a fundraiser, try to find others who also work as fundraisers and ask them about their career growth. See if what they share resonates with you.

Find mentors

I would not be where I am today without the professional mentors I have been lucky to have along the way. My mentors have been sounding boards that have encouraged me at the right moments and asked critical questions when I needed it. I can’t recommend mentorship highly enough.

But you can’t find a mentor out of thin air. The trick is, when you come across someone you click with (whether it is a boss or other professional colleague), to be vulnerable with them. Share with them your thoughts and fears about your career, and see how they react. If they are a good fit for mentorship, things will naturally fall into place (if you let them in). Don’t worry – we were all where you are once!

-N.C.

My Tips on Staying Sane as a Nonprofit Fundraiser

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This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode related to this topic, click here.

We’re all working our hearts out to help improve the world, through the organizations we work with and for. But we can only give to others as much as we have given to ourselves, so it’s important to talk about how to stay sane and thrive as a nonprofit fundraiser.

Not taking it all on

Fundraisers have a tough job. They have organizations relying on them, and therefore people who receive services relying on them. After all, this work can’t be done without the funds to support it.

As someone who works in fundraising, it can be easy to take on the pressure, especially if budgets are not being balanced and money is not coming in. But this is too much to take on as one individual person. Fundraising is too volatile of a practice to have any one person to blame. You could work for hours on a mail piece that raises a small amount of money or you could get an unsolicited donation that blows everything out of the water. The point is, it is not solely on your shoulders if the money does not come in. You cannot take on the pressure that if your work does not produce the money you were expecting, you failed. There are too many other factors to consider. So let that go, and hopefully, that helps you feel better and stop worrying.

Communicating

A lot of stress comes from not fully understanding expectations, from your boss or your board. When there are misunderstandings, it can be a huge point of stress. Communicate as much as you can with your boss or your board about what you think your priorities are, what you are working on, and what you aren’t working on. That way, they can let you know in advance if they have a different idea. And you’ll feel better that you guys are on the same page.

Staying Organized

Lists…. Ahhhh. OK, I know not everyone is like me and feels better about their projects after making a list. But I know many of us are! Figure out what planning mechanism works best for you and stick to it. Do you like spreadsheets? Post-it notes? Whatever it is, stay organized as much as possible. Having something to refer to every day about your tasks can help you stay sane.

Taking breaks

Did you eat lunch at your desk today? How about yesterday? As much as possible, take breaks. If you’re able to eat your lunch away from your desk, do it! Getting out of your work environment can relax your mind and get you in a better headspace. Sometimes, it can even help you solve a problem. There have been many times where I have not been able to figure something out, I’ve walked away from my desk, and came up with the idea as soon as I sat back down.

Lunch breaks are nice, but there is something else equally as important: vacations. Make sure to schedule and go on vacation. Do as much prep work in advance, over-communicate to others when you will be on vacation, and set an out of office email for when you will be away. Then, don’t check email!!! Even glancing through will just get you back in the mindset of work mode. When you’re on vacation, don’t dwell on what may or may not be happening at the office. It will all get sorted out. And if it makes you anxious, tell one person you trust that they can text you with anything urgent.

No email outside of work

Speaking of email outside of work… try not to check it so much. If you heavily rely on that tactic now, try to wean yourself off. Go in phases… try not checking email from Friday night to Sunday morning, then all weekend, then no weekday evenings… once you get into the habit of not responding to emails on off hours, your coworkers will adapt to you.

In conclusion

At the end of the day, although we’re doing important work, many of our tasks have arbitrary, internal deadlines. If you’re coming up on something stressful, see if you can shift any of the timeline. Breathe, and remember you are doing great work!

-N.C.

My Tips on Mobilizing the Board for Fundraising

Boards

This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode related to this topic, click here.

“I want to join your board of directors, but I don’t want to ask for money.” How many times have you heard that!? This month’s post – and podcast – helps you figure out what to do to combat that statement.

Boards come in all shapes and sizes. Some help out more with daily work because there are fewer staff, some are more strategic thinkers. Sizes range from 5-25, or even more.

No matter what, the board of directors of a nonprofit is responsible for making sure the organization is being fiscally responsible. This means making sure the nonprofit is spending money the right way, but it also means raising enough money to keep going.

But what do you do if your board doesn’t want to “ask for money?” We’ll talk through some ways that you can mobilize your board for fundraising without them outright asking for money.

How they can play a role in each part of the donor cycle

Fundraising isn’t just about asking for money. Donors go through a cycle, and board members can have a part of interacting with them at any part during that cycle.

  • Identify: Do your board members have friends, family, colleagues who might be interested in supporting the cause? Or, even people who are committed to supporting them as an individual. Or: if board members don’t want to tap into their personal networks, they can help with attending events for organizations like yours, and meeting others who care about what you care about.
  • Research: This is information gathering. Some of this is doing research online, but some of it is also just finding out more information about a donor or prospect – that could mean taking them for coffee or even just asking questions at an event.
  • Cultivate: This looks different depending on what your organization does, but this is the time when board members can often shine. It’s educating donors about the organization and the impact it is making. It’s sharing personal stories about their connection and experience, and connecting the donor or prospect with the organization. This is the friendraising portion of the donor cycle.
  • Solicit: There may be some board members who are comfortable with coming with a staff member on a major donor visit and ask, which is great. If they aren’t, they can write personal notes to go alongside appeal letters through the mail, to have a hand in the solicitation part of the cycle.
  • Steward: Stewardship is a lot of gratitude – saying thank you and showing them the ways their donation has made a difference. Board members can make thank you calls or write notes, and just keep donors informed about the organization’s work.

Systems & reports to help support your board

All of this work is for naught if it’s not being communicated back to the organization’s staff and put into the database. Build systems that are a fit for your board – some are more tech savvy and might want to fill out Google forms about donor communications, and some might want to fill out paper forms. It’s important to listen to what they want and build those – otherwise, they will never get filled out.

There are a variety of forms that can be created. One of the most important forms is a donor contact form, which is completed any time a board member interacts with a donor, and describes the communication on both sides. This is put into the database as a contact note.

Once the information from these forms is put into the database, a report should be created from the database that includes all of the information and is generated on a regular basis for board members.

A few last comments

Remember that your board is meant to help you. If you set up some systems and structures to support them, and show them the variety of ways they can get involved, they can be a force of nature for your organization.

Don’t forget, it’s always good to offer fundraising training to your board. Even if they are familiar with fundraising, there are always new insights to offer, and it can also be a good chance for people to share their wins in fundraising.

The important thing is to provide board members with information and resources they need to do their job – to an extent. Strike a balance between responding to these requests and taking care of other work. Focus on mobilizing the board to the extent that it will help you with your work because at the end of the day, the organization is what you’re all working for.

-N.C.

My Tips on Fundraising Events & Galas: Part 2

This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode related to this topic, click here.

We have a doozy of a topic this month, friends. We love ‘em, we hate ‘em, we love to hate them: it’s fundraising events and galas.

But they don’t have to make us tear our hair out! There are a few things to do to help us maintain sanity and make sure our event is a success.

Click here to check out the post & podcast from part 1. Read below about part 2!

So all of these event elements are great: but how do you do all of this and stay sane at the same time?? Here are some tips to help keep the burnout at bay.

  • Put together a project management spreadsheet and timeline. Build out a timeline as early as possible, and build in plenty of buffer time. Include all deadlines and who is responsible. Once it’s built out, share it with everyone involved.
  • Engage a committee. If there is a board committee working on the event with you, establish a consistent meeting schedule and goals for meetings at the beginning. Make sure there is a job description for committee members, and that there are clear expectations of everyone.
  • Engage the full board. They are key in getting attendees in the room and sponsors for the event.

Again, remember that the event you are pouring your heart and soul into is just one evening for your guests. So don’t forget to use it as an opportunity to build relationships with the people in the room that will last much longer than a few hours.

And (try) to have fun!

-N.C.

My Tips on Fundraising Events & Galas: Part 1

Cal Shakes Gala 2017 Placesetting

This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode related to this topic, click here.

We have a doozy of a topic this month, friends. We love ‘em, we hate ‘em, we love to hate them: it’s fundraising events and galas.

But they don’t have to make us tear our hair out! There are a few things to do to help us maintain sanity and make sure our event is a success.

Before you do anything else: establish a goal. Do you want to build relationships with your current donors? Do you want to engage new supporters? Something else? This will help shape a lot of your decision making.

Also remember that the event is just a blip in a donor’s experience with your organization – so consider the entire experience (before, during, and after the event) for the guests.

Now: let’s get to the event! Make sure that you are illustrating the impact that your donors have through their participation as a supporter.

  • Make sure you have visuals that illustrate impact: ideally, display boards with personal stories or quotes and a photo.
  • If your event has a speech component, make sure there aren’t too many talking heads. Including the board chair and executive director is nice, but make sure to have a testimonial of some kind that illustrates impact.
  • If you’re doing a video, focus on the story, and keep it short and sweet, but from the heart. It’s always nice to have the person who is featured in the video there in person, if possible.
  • If you are going to have clients at your event, make sure they are not used as props. Assign them to a staff member they are comfortable with, who will show them around and introduce them. Do not relegate them to a table in the back or ignore them. Incorporate them into the event in a way that feels celebratory and comfortable, but also natural.

Once you have those elements in place: focus on the guest experience.

  • Have great customer service. No matter what is happening behind the scenes, everyone interfacing with attendees should have a smile and an attitude of gratitude.
  • Start and end on time. If you’re having a cocktail hour, be transparent with your guests about the fact that there is an hour of networking before the program begins. Whatever schedule you sent out, stick to it, even if it means shortening some speeches. No one wants to feel as though their time isn’t valued.
  • Keep an eye on quality – to an extent. There’s a delicate balance of investing money in a quality experience but also not going overboard. Make sure that you show that you are using donor dollars in a responsible way.

Stay tuned for Pt 2 next week!

-N.C.

My Tips on Planning and Prioritizing: Team of One Fundraising

Stock Illustration of a Busy White Person Holding And Talking On Three Corded Telephones

This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode about this topic, click here.

Now that you have your plan together… what do you do if you have no other development staff members to help you execute? Not to worry – here are some tips as to how to go about prioritizing your time. Remember: even Beyonce has only 24 hours in a day!

First: prioritize. Get very clear with your executive director what is absolutely necessary to accomplish, and then pick some extra things to do to complement the need-to-do’s.

  • Maybe there’s a big grant that your organization gets every year – it’s important to get the application and reporting deadlines on the calendar so that you don’t miss them. And build the relationship with the program officer!
  • Your next item to execute should be a year end appeal. This can be an easy way to communicate out to a big group of donors and bring in money without too much one-on-one contact. It’s an efficient way to fundraise if you don’t have much time.
  • Next would be relationship building, especially with major donors. They have the capacity to give large gifts that could make a big difference to your bottom line.
  • Lastly, if you have time, you can throw in a fundraising event. Events are nice-to-have’s, but take a lot of time and aren’t guaranteed to raise a lot of money.

Next: remember that while you’re a team of one, you’re not REALLY a team of one! You have other resources at your fingertips.

  • Are there other staff (outside of development)? They can help with demonstrating impact, like hosting a donor at an event with your clients.
  • Is there a board? They can help with sharing stories about the organization.
  • Is there a development committee? They can help with getting to know donors. You can assign them a portfolio of donors to work with.
    • If not, can you work to form one? Can you identify a chair?
  • Are there other volunteers? They can help with writing thank you notes or doing thank you calls.
  • Can you mobilize your donors? They can help with acquiring new donors, by asking their friends to give on your behalf.

All of these people can help tell your story. They all have their unique perspectives on what the organization is doing. They can forward your e-newsletters, share your social media posts, attend your events, and be advocates for you in the community – which is the majority of what you should be spending your time on as a fundraising effort.

As you’re busy running around mobilizing all of these people – remember to say thank you. Not just to them, but also to yourself. Hold yourself lightly, and don’t put too much pressure on yourself. Be thoughtful about your work, take breaks when you need to, and do your best. The organization’s story will hold up no matter what!

You can do it! And thank you!

-N.C.

My Tips on Planning and Prioritizing: Managing Fundraising Teams

motivating team

This post is a complement to a podcast episode of Social Entrepreneur with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode about this topic, click here.

When you hear the phrase fundraising planning – what do you think? Do you think about Excel spreadsheets that sit on the shelf, or documents with track changes with dates that span over eight months? Well, it doesn’t have to be that way. A plan can serve as a roadmap for the direction you want to go, and can be something you refer to when your executive director asks you to do something a little out there (it can help you say no!). At the end of the day, it can – and should – be something that helps you stay sane.

As you start to put together your plan – use last year to benchmark, but don’t set your sights too low & get stuck on what’s happened in the past. Be reasonable but also imaginative. And make sure you have concrete goals. For each group you are looking to raise money from (i.e. individuals, grants, events), think about what you want to accomplish. Are you trying to raise more money? Increase your number of donors? Those goals aren’t necessarily the same, so get clear on what you want to do from the beginning.

So what if you’ve put together your plan and now you have to manage your staff fundraising team? It’s not an easy feat – getting everyone on your team on the same page. There are endless ways to fundraise, and there are always more people to ask for money, so as a team manager it’s your job to decide how to prioritize the work to be done. It’s also super important to balance what has to be done with what could be done – i.e. what is good for long term fundraising.

A couple of tips to do this:

  • Team retreats: In addition to your staff fundraising team, it’s good to include others as well, like your executive director, marketing team, or other volunteers working with you. Make sure to use time effectively – balance between strategic thinking and implementation. Make sure to do follow up! There’s nothing more frustrating than spending hours at a retreat and then hearing nothing afterwards.
  • Regular check ins: Depending on your team, this could be with the whole team or one-on-one. It’s important to keep your staff working on what’s important, but still have the bigger picture in mind.

It’s all about open communication! But: what if you’re a team of one? Stay tuned for tips next time!

-N.C.

My Tips of Giving Donor Appreciation by Saying Thank You

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This post is a complement to a podcast episode of Social Entrepreneurship with Nathan A. Webster, of which I am a monthly contributor. To listen to the episode about this topic, click here.

Happy New Year! Now that you’ve received a mountain of donations for your cause (hopefully!), it’s time to get down to business and say something important to your donors: thank you.

Before getting down and dirty with your donor recognition, let’s take a moment to remember why it’s important. In the everyday madness of running your organization, it can be easy to take your donors for granted. But saying thank you – and stewarding donors – will pay off in the long run.

Donor retention (getting a donor to give more than one year in a row) is vastly more cost effective than donor acquisition (recruiting a brand new donor from the general community). And the best way to retain a donor is to say thank you and illustrate the impact their donation made.

Now let’s get down to it. Before we talk about how you can say thank you immediately, remember that involving your board and other volunteers is critical. As a donor, receiving a call or note from someone who’s not getting paid by the organization is very powerful. Plus, you can’t do everything yourself!

Here’s a few ways you can say thank you to your donors immediately.

Phone Calls:

  • Consider doing a thank-a-thon. Depending on your group, you can do a lunchtime event with pizza or an early evening event with wine and cheese, and invite board members, volunteers, and program staff to make calls.
  • Prepare a script that your volunteers can go off of. Keep it short and sweet – name, affiliation with the organization, thank you for the donation, and perhaps a short comment about why it made a difference. Personalizing it is even better. Don’t forget to smile, too!
  • In the donor lists for your volunteers to call, and include: name, phone, donation amount or range, and year they’ve been donating since.
  • Save major donors to get calls from the board chair, executive director or other management staff.

Mail:

  • Send acknowledgment letters immediately (or as soon as possible, within a week), for tax purposes & immediate communication from the organization.
  • Prepare some inexpensive notecards – you can ask volunteers to handwrite some and return to you to send out.

Don’t forget to record all of this activity in your donor database!

Here’s a few ways you can create a culture of gratitude throughout the year.

  • Pay attention to your customer service. Make sure everyone in your organization is saying thank you to anyone who is a donor. If you’re sending an email, say thank you in the beginning and at the end of the message.
  • Try to recognize small moments like birthdays or donor anniversaries – donors are often only receiving solicitations from nonprofits, so it’s nice for them to receive other types of communications, even if they are informal.
  • Consider doing a mid-year stewardship mailing. Mid-year is a great time, keeping them updated on what’s going on and priming them for an end of year ask. Make the mailing directly related to your mission, and have fun with it!

These tips may seem obvious, but you might be surprised how many nonprofits don’t take the chance to say thank you beyond the standard acknowledgment letter. A little gratitude goes a long way, so make it a goal to implement even just one of these tips this year. You’ll see your donor retention rates improve!

And thank you!

-N.C.

Chapin’s Monthly Fundraising Tips – You Can Now Listen!

 

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Some exciting news for 2018! I am going to be a monthly contributor to the podcast I’ve been on a couple of times, Social Entrepreneurship with Nathan A. Webster (if you want to check out my posts about the two other episodes I was on, check out I’m On a Podcast! and Fundraising Tips for the Last Two Months of the Year). I’ll be focusing on different topics related to fundraising. My episode comes out the third Monday of each month, so look forward to the first one this coming Monday!

I’ll also do a blog post that complements each episode, so as long as you’re subscribed to my blog, you’ll get notifications every time there’s a new episode. You can also subscribe to the podcast through your preferred podcast listening method – just search Social Entrepreneurship with Nathan A. Webster.

If you or someone you know might be interested in sponsoring the podcast, let me know here!

And thanks to Nathan for having me! I’m exciting to share fundraising tips with his audience!

-N.C.