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Changing face of donors also changes fundraising approaches
October 23, 1995; Canadian FundRaiser
Canadian charitable organizations must work harder to build, among donors, a sense of ownership in their causes and institutions. Nicholas Offord, president, Mount Sinai Hospital Foundation, told the CAGPAnnual Meeting delegates that the lines between annual giving and planned giving are becoming increasingly blurred. Canada, he reminded them, now boasts the most multi-cultural population in the world, drawn from over 100 countries and speaking 79 languages (at last count). While our charities strive to provide service to all citizens, gift planners need to understand their expectations. The challenge, he pointed out, is to integrate the changing nature of Canadian society into our programs, and to expand and diversify our support.
Many charities, said Offord, have seen rapid demographic change in their client base, and our services should reflect this reality. Multiculturalism way well be consistent with your institutional mission. The key question we must then ask is "Who are we?" Mount Sinai, for example, has been serving a growing Chinese constituency for over 20 years, and has been gearing up its Chinese fundraising program for almost three years.
If you decide to diversify your base of support, says Offord, expect it to take a long time, because the ethnic community generally bases its support on trust and long-term commitment. Be ready to work much harder at involving all Canadians of all backgrounds in the support of your institution. Success will depend on how effectively you integrate a series of key principles into your program:

A good understanding of the Case for Philanthropy - government can not do it all; success in an increasingly capitalist society puts the responsibility to help others on the shoulders of those who are successful; and there is a natural instinct in all of us to help our fellow human beings.

An understanding of the community.

Identification and involvement of the leaders in your organization who can lead you to success in this new area.

Adequate commitment to the program.

Shared goals.
Expectations of the new donors
Older givers, said Offord, are very directed in their giving, and have generally made up their minds about how they want to help their children. The 'Early Boomers', on the other hand, lack the confidence of their parents and are increasingly cynical about government and all major institutions. They ask many questions, and want to change things. They know that government can not solve the problems of society, and are very concerned about their children's future. They are very selective about which organizations they support, want to have much more of a say in how their donations are spent, and involve their family in the decision.
As Offord sees it, fundraisers must broaden their role as advisors beyond the tax implications of a donation. They must be able to respond to the potential donor's yearning to `do good' and help out, and their concern that they have been too passive in their past giving. Donors, he reminded the CAGP delegates, are overwhelmed by the immense need and complexity of the challenge, and are frustrated by their inability to evaluate the effectiveness of their gifts. They are uncertain about the appropriate role of government vis-a-vis the charitable organizations, and are worried about the decline of so-called 'family' values.
How, for example, he asked, do you deal with the wealthy donor whose interests fall outside the institution's mission? Most universities are willing to be flexible when confronted with a major donation opportunity, and to involve the donors in the planning process. Usually, he pointed out, this happens with a donor who is already closely involved with the institution.
Quality of service, said Offord, will not be the determining factor in who wins and who loses in the next few years. Rather your success or failure as a fundraiser will hinge on the commitment and involvement of the community you serve. Gift planners should thus be relationship managers, he stressed, rather than tax advisors. They are going to be the front line arbiter of how donors - and boards of directors - are going to be involved and recognized and how their gifts and skills are going to be applied. "We need to be more passionate and articulate about our mission and our relationship with our donors," he said, "and less concerned about government cutbacks."