S3 E3: Database Management: Not Just for Geeks

I state unequivocally that a robust donor CRM is essential to donor loyalty and revenue growth for nonprofit organizations. I outline how to choose the right CRM by examining costs, user limits, record capacity, integrations, and scalability. I describe clear data entry practices and record hygiene to ensure reports and segmentation are accurate and useful. I emphasize the necessity of a dedicated database manager to maintain data integrity, run analyses, and support fundraising operations. I urge investment in staff training, written policies, and ongoing data management so the CRM yields reliable analytics. I offer that my team and I can assess your systems, clean your data, reconcile accounting, and build reporting templates to inform your next fundraising strategy. I delineate the centrality of a constituent relationship management system to enduring donor loyalty and revenue growth, and I expound on why a CRM remains indispensable despite rapid technological innovation. I articulate criteria for selecting an appropriate system, emphasizing organizational clarity about goals, constituent volume, and functional needs before soliciting demonstrations. I survey marketplace options, from institutionally entrenched solutions to low‑cost and complimentary platforms, and I caution about contractual provisions that may cede data ownership or impose escalating fees as records increase. I also outline pragmatic questions every development director should answer regarding nonprofit specificity, integration capability, user licensing, reporting functionality, and post‑implementation support. Throughout, I underscore the strategic calculus of investing in technology that will reduce repetitive workload and enable more deliberate fundraising activity, rather than purchasing unnecessary features that do not align with operational priorities.Takeaways:I state that a CRM centralizes all donor and supporter data and enables sustained relationships.I advise that organizations choose a CRM that fits nonprofit needs and growth, not unnecessary features.We require clear data entry rules, consistent formats, and routine deduplication to ensure reliable reports and analysis.I emphasize hiring or outsourcing a competent database manager to maintain data integrity and produce timely fundraising intelligence.We recommend selecting systems that integrate with existing payment processors, email tools, event management, and accounting software to save time.I urge investing in comprehensive staff training, written procedures, regular audits, and a clear plan for onboarding and ongoing data maintenance to ensure the CRM yields accurate analytics and informs future fundraising strategy.Links referenced in this episode:dmgroupconsulting.comdianadmgroupconsulting.com

I say you need a fundraising plan now to secure end-of-year revenue and to guide the first half of next year. We must prioritize planning because nonprofits raise about 36% of their annual revenue in the fourth quarter and December can provide 18 to 30 percent of annual gifts. I recommend reviewing at least three years of fundraising history, setting realistic and stretch goals, and relying on accurate CRM data. We focus on donor retention, bringing back lapsed donors, and increasing recurring monthly gifts. Our messaging must be donor focused, segmented, and personalized, with a mid‑November thank you and regular outreach through December. I advise stewardship in January, low‑cost cultivation in February, and community or peer‑to‑peer efforts in March, while ensuring donation links and donate buttons work and offering multiple giving options. Contact me at dianadmgroupconsulting.com for assistance.I am Diana Marquis, and I articulate a disciplined and data-driven approach to end-of-year and early-year fundraising that begins with an honest appraisal of historical performance and culminates in realistic goal setting. I urge organizations to inspect at least three years of fundraising data in a well-maintained CRM, to ensure accurate donor records, consistent campaign and appeal coding, and reconciliation with accounting practices. By interrogating trends, identifying outlier gifts, and distinguishing between public goals and internal stretch targets, I advise that we build projections grounded in prior year increases of two to five percent rather than aspirational leaps. Donor retention, reactivation of lapsed supporters, and growth in recurring monthly donors form the core quantitative objectives that should guide planning. I emphasize that qualitative analysis of messaging efficacy is equally consequential. We must review last year’s solicitations, map income flow to specific appeals, and adopt donor-focused language that answers what donors care about and want to know. I recommend recruiting an internal or volunteer committee to aid execution and crafting an outreach schedule that begins with gratitude in mid-November and sustains personalized contact through December. The counsel I provide is procedural, measurable, and framed to reduce risk while maximizing the probability of achieving and exceeding stated targets.Takeaways:I advise that we immediately create a fundraising plan for end-of-year appeals and early next year.I review at least three years of accurate CRM data to set realistic and achievable fundraising goals.I emphasize donor-focused messaging and targeted segmentation so we personalize appeals and increase donor response rates.I recommend scheduling gratitude communications in mid-November and frequent personalized outreach through December thirty-first.I suggest stewarding donors in January, thanking them, sending donation summaries, and asking one-time donors to convert to monthly support.I urge simplification of the giving process by fixing donate links, reducing clicks, and offering multiple giving options including stock and vehicle donations.I am Diana Marquis, and I articulate a disciplined and data-driven approach to end-of-year and early-year fundraising that begins with an honest appraisal of historical performance and culminates in realistic goal setting. I urge organizations to inspect at least three years of fundraising data in a well-maintained CRM, to ensure accurate donor records, consistent campaign and appeal coding, and reconciliation with accounting practices. By interrogating trends, identifying outlier gifts, and distinguishing between public goals and internal stretch targets, I advise that we build projections grounded in prior year increases of two to five percent rather than aspirational leaps. Donor retention, reactivation of lapsed supporters, and growth in recurring monthly donors form the core quantitative objectives that should guide planning. I emphasize that qualitative analysis of messaging efficacy is equally consequential. We must review last year’s solicitations, map income flow to specific appeals, and adopt donor-focused language that answers what donors care about and want to know. I recommend recruiting an internal or volunteer committee to aid execution and crafting an outreach schedule that begins with gratitude in mid-November and sustains personalized contact through December. The counsel I provide is procedural, measurable, and framed to reduce risk while maximizing the probability of achieving and exceeding stated targets.Takeaways:I advise that we immediately create a fundraising plan for end-of-year appeals and early next year.I review at least three years of accurate CRM data to set realistic and achievable fundraising goals.I emphasize donor-focused messaging and targeted segmentation so we personalize appeals and increase donor response rates.I recommend scheduling gratitude communications in mid-November and frequent personalized outreach through December thirty-first.I suggest stewarding donors in January, thanking them, sending donation summaries, and asking one-time donors to convert to monthly support.I urge simplification of the giving process by fixing donate links, reducing clicks, and offering multiple giving options including stock and vehicle donations.Links referenced in this episode:dmgroupconsulting.comdianadmgroupconsulting.com

Strategic planning serves as an indispensable framework for nonprofit organizations, acting as a roadmap that guides decision-making regarding programming, funding, and staffing. Throughout this discourse, we elucidate the multifaceted nature of strategic planning, addressing common misconceptions and the reasons why such processes often elicit disinterest or overwhelm among stakeholders. We present a comprehensive overview of five distinct models of strategic planning, each tailored to various organizational contexts and challenges. Furthermore, we delve into the critical factors that must be considered when embarking on a new strategic plan, including the importance of stakeholder engagement and the necessity for board commitment. Ultimately, we underscore the value of hiring a consultant to facilitate this intricate process, ensuring the organization not only formulates a plan but also effectively implements it in alignment with its mission and objectives. Diana Marquis imparts invaluable insights into the realm of strategic planning for nonprofit organizations, elucidating its paramount importance as a guiding framework for achieving organizational objectives. The conversation reveals the common pitfalls that organizations encounter when embarking on the strategic planning journey, particularly the pervasive skepticism that surrounds the efficacy of such plans. Marquis articulates that this skepticism often stems from a lack of familiarity with the process and the disheartening experiences of stakeholders who have previously witnessed strategic initiatives falter without yielding tangible benefits. The host delineates the strategic planning process as a collaborative endeavor that necessitates the active participation of board members, staff, and other stakeholders. By emphasizing the collective nature of this undertaking, Marquis highlights the need for organizations to foster a culture of engagement and accountability, ensuring that all voices are heard and considered in the planning stages. The discussion further explores various models of strategic planning, each suited to different organizational contexts, and encourages leaders to adopt the model that best aligns with their current circumstances and future aspirations. Marquis also underscores the critical role of preparation in strategic planning, advocating for thorough assessments of past planning efforts and a clear understanding of the organization's readiness to undertake new initiatives. She posits that the development of a robust strategic plan requires dedication, time, and a realistic approach to goal setting. By instilling a sense of purpose and direction, effective strategic planning can catalyze organizational growth and empower nonprofits to navigate the complexities of their environments with confidence and clarity.Takeaways:The strategic plan serves as a roadmap that guides an organization toward its future objectives.Stakeholder involvement in the strategic planning process is crucial for successful organizational outcomes.Consultants can facilitate strategic planning, allowing leaders to concentrate on the overarching strategy.A well-executed strategic plan requires commitment and thorough preparation from both board and staff.The strategic planning process typically unfolds over six months and involves multiple distinct phases.A strategic plan must be realistic and inspirational, focusing on growth and resource allocation.Links referenced in this episode:dmgroupconsulting.comcouncilofnonprofits.orgEmail: [email protected]

Prospective board members want to know what their role and responsibilities as a board member of your organization will be. They want to know who you serve and what the challenges and successes are. They want to know the history. They want to feel passionate about the mission they are being asked to support.Board Members Are VolunteersThe people who serve on boards of directors of nonprofit organizations are volunteers. They serve for many reasons. Some feel an obligation to give back to the community, some are required to volunteer by their employer, some have the luxury of performing unpaid volunteer work. There are as many reasons as there are volunteers.Board members usually serve limited terms so there is always a need to recruit new board members. Finding, recruiting, and keeping these volunteers engaged is a challenge for many boards of directors.Why is this?Orientation for New Board MembersThe first reason I will offer is that current board members were not informed of their duties and obligations when they first joined. There was no orientation or it was limited to a high-level overview.I’ve worked with organizations with very formal nominations committees and procedures and I’ve worked with organizations on the other end of the spectrum, where new board members were added to the board throughout the year with little or no preparation, just to fill an empty seat.TipsSome tips are listed below to help guide a board’s nominations committee:Read the bylaws. They should state the responsibility of the nominations committee, the minimum and maximum number of board members, and when a slate of new directors and officers should be presented for a vote.The nominations committee may be called something else, but the duties remain the same; identifying, recruiting, and vetting potential board members. Nominations may be a standing committee or an ad hoc one, appointed by the board chair as needed.Assess the current board. Where are the gaps? Does the board need an attorney, a real estate specialist, a banker, or a community member? Use this information to guide your recruitment and avoid bringing on someone who will “just fill a seat.”Who are the donors and volunteers who have these attributes? Friends and colleagues are also a good source of potential board members but also identify those individuals outside your personal network. A good mix of different points of view can energizer a board.Recruit committee members. They can become board members later.

A football coach helps each player discover their strengths and hone their skills to play the best game possible. A professional coach does the same thing. They help you build your professional skills in order to improve your workplace performance. Coaching is a goal-oriented, structured partnership focused on developing professional skills.The C-SuiteBack in the day, this level of professional support was for the C-suite executives. Now it’s much more accessible for directors and managers. I strongly encourage nonprofit leaders to invest in professional development for their team. I also encourage my clients to serve as coaches and/or mentors to their staff.GoalsWhat you get out of a coaching relationship depends on what you invest in the process. What are your goals? Are they specific to your current position or a longer view of your career path? It could be both. We know that development professionals change jobs every couple of years because of limited promotion opportunities and salary increases within small to mid-size nonprofits. When I led my teams at different organizations, I kept this in mind and told each person that I was there to support their goals and their ambitions. Success at your current job prepares you for your next one.Invest in YourselfWhen interviewing for a position, ask about the budget for professional development. If professional development opportunities are not offered at your current position, ask for them. Sometimes, you have to invest in yourself. Early in my career, this was not obvious to me. If my employer would not or could not pay for my AFP membership or program meetings, then I did not participate. Then a colleague told me she paid for her own membership and paid for her CFRE recertifications because she didn’t want to be denied professional growth. It clicked; I had to be the one in control of my own career growth. Mentoring, coaching, networking, professional conferences, workshops, and certifications have all helped me grow and establish myself as a professional fundraiser, a coach, and a consultant. Whether it’s a coach, a mentor, or an accountability buddy, we all need someone we can trust, someone who will listen. A coach is not a therapist, but a coach can help you reach your goals. Let me know if coaching is something I can help you with. I’m also available to facilitate peer group sessions.At DMGroupConsulting, our goal is to help you achieve your goals. Click here to schedule a free half-hour conversation: ⁠https://dmgroupconsulting.com/contact/

What is the most important thing a grant writer can do? Listen to About Fundraising: The podcast to find out.For more fundraising resources and ways to work with Diana, please visit:https://dmgroupconsulting.com

Here’s the bottom line, you need clean data. Collecting, processing, and analyzing data helps your nonprofit organization fulfill its mission and serve the community. We will connect the dots between data and compelling storytelling about your mission.For more fundraising resources and ways to work with Diana, please visit:https://dmgroupconsulting.com

Summer + Plan = Successful Fundraising. When do you work on your annual fundraising plan? We will talk about why the summer is the best time and what you can do now to be ready to create a successful annual campaign for the remainder of this year and the beginning of the next.

Does your organization have a strategic plan? These plans have a bad reputation because no one uses them. It’s what you “should” have. In this episode, we break down the who, why, and how of a strategic plan. It doesn’t have to be complicated, just clearly written, and shared responsibility by all stakeholders.

As we wrap up 2025 and look forward to 2026, it seems right to look back at what we accomplished and learned both with the podcast, my business, and community volunteer.My guests covered a lot of ground and shared with us incredible insights into what to consider within the industry this year and the people moving the industry forward in North Texas.Eliza Solender on real estate for nonprofits. Steve Latham on gifts from assets rather than cash, Ty Wilson on the global impact of giving circles, Greg Warner, and founder of MarketSmart, on technology and fundraising.We also had guests who brought a different perspective to table, like Michelle Monse and her work with donors and nonprofits in rural West Texas; and Alicia Peoples and Diana Hoyt who both shared their creative passions outside of fundraising.About Fundraising: The Podcast continues to evolve and in 2026 you will hear more solo episodes about challenges we all deal with as fundraisers. If you have a suggestion for 2026 or would like to work with my team, please visit https://dmgroupconsulting.com/CHAPTERS:01:29 – Steve Latham, founder of DonateStock. Donations from assets are 30% greater than cash gifts.02:12 – Invited by Wendolyn Abel, VP of Grants Ministry, to be a guest speaker at The Gathering, presented by Texas Methodist Foundation.04:50 – Greg Warner, founder of MarketSmart, technology and the nonprofit sector06:31 – End-of-Year fundraising 3-part solo episodes07:07 – Share your favorite episode08:25 – Inspiration to colleagues and successful work for clients09:20 – Sneak peek at 2026