MARKETING ADVENTS NOVEMBER/DECEMBER 2020

Strategic Planning

Stewarding Your Acquisition Program Beyond the

COVID-19 Crisis
Allison Porter
Credit: Getty Images, Evgeniia Siiankovskaia

Much of the early

pandemic has been
reactionary, and
understandably so. In
response to seismic
social and economic
shifts, nonprofits have
pivoted rapidly with
budget adjustments and program changes
that speak to this unprecedented context.
While individual giving has been stable
or even thriving, organizations are still
managing significant disruptions to other
sources of earned income. Simultaneously,
many of these disrupted streams were also
sources of new donors that have shrunk
considerably or completely dried up.
These challenges will persist into 2021;
however, the sector now has enough
information to shift into a more proactive
mode. Not only is it possible to plan for
these changes, but as nonprofits manage
adjustments to acquisition patterns, there
may also be an opportunity to maximize information will be critical for determining straightforward. You should investigate now
the current situation if there is a surplus, how to stabilize and grow your donor to understand who those new donors are,
or conversely, to mitigate shortfalls and program moving forward. whether they joined before or during the
prevent negative impacts down the road. For nonprofits with in-person acquisition pandemic and whether they have continued
To get started, ask the following patterns (on-site, ticket buyers, events, to engage with your organization.
questions: When you track your canvassing), COVID-19 has fundamentally On another trajectory, organizations with
organization’s 2020 new joins, do you see shifted the flow of prospects. Some outdoor properties, direct service nonprofits
top-line growth, is there a downward trend of these organizations are seeing a and some advocacy groups are experiencing
or are they flat? More importantly, do you predictable decrease, and others look flat an unusually strong acquisition year. This is
know when and why your new donors gave due to a banner first quarter before the due to new donors experiencing outdoor
their first gift? And how have they engaged pandemic began. For those looking flat, it offerings or channeling frustration and
with your organization since then? This is crucial to recall that “no change” is not compassion into philanthropy for the

Be deliberate in forecasting a range for key variables, like second gift rate. Then assess the impact of
those variables on next year’s budget and project accordingly. This will be particularly important for
renewal budgets, but it will also help you budget appeal and other upgrade programs.

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first time. The traditional worry for these
programs is that second gift rates will
plummet due to decreased urgency or
demand. There is good news, however;
COVID-19 donors already appear to be
making second gifts and more. This deepens
their engagement with your organization
and differs from the behavior of 9/11 and
2008-recession donors, many of whom
never made a second gift.
For both groups, the key to moving
through the COVID-19 economy and
stewarding new joins is to look beyond top-
line numbers. They just don’t tell us enough.
First, you must keep your finger on the
pulse of your new joins. Segment your
renewal and appeal files proactively to
better understand them. And if you don’t
have one already, set up a fundraising
dashboard that you check regularly. Key
performance indicators right now are
second gift rates and campaign metrics
versus history. Looking at quarter-over-
quarter metrics by donor type (new joins,
first-year donors, multi-year donors,
five-plus-year members and reinstates) is
also critical in tracking your changing file
composition. Don’t delay on organizing this
information for easy access and tracking.
You need this barometer.
Second, project out with scenarios. Be
deliberate in forecasting a range for key
variables, like second gift rate. Then assess
the impact of those variables on next year’s
budget and project accordingly. This will be
particularly important for renewal budgets,
but it will also help you budget appeal
and other upgrade programs. Build these
models flexibly and adjust your assumptions
as you know more.
Third, watch for long-tail impacts
and opportunities. Are you accounting
accurately for the impact of recent new joins
beyond the current budget cycle? Another
thing some folks lose track of—and that
senior leaders must understand—is how
your organization’s major donor pipeline
will be affected and on what timeline.
Finally, if your organization reacted to
COVID-19 with deep acquisition cuts, you
will need to begin course correction. Your
mission is to persuade senior leaders that
this year’s savings are not worth the pain of
anemic renewal and appeal programs for
years to come.
Credit: Getty Images, SDI Productions
On a positive note, many organizations
have strategic opportunities to expand
new join activities even now. Nonprofits
experiencing an acquisition lift should
leverage their strong results through
increased investment. Nonprofits that have
had in-person acquisition slowed should
consider expanding in other channels that
are accessible and working. And nonprofits
that cut direct mail acquisition can reinstate
those programs before long-term lost
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revenue is unrecoverable. In
all of these cases, it may make
sense to temporarily reallocate
other expense budgets toward
functional acquisition channels.
No one has a crystal ball,
of course, but there are
substantive ways to mitigate
the uncertainty of this difficult
time. The most important is to
move beyond the reactive state
of early COVID-19 fundraising
and into a proactive, strategic
approach. Look beyond top-line
numbers, plan beyond the current budget
cycle and keep your eye on the prize of
a thriving donor pipeline that fuels your
mission for years to come.
Allison Porter is the president and co-founder of
Avalon Consulting Group. Connect with Allison via
email at allisonp@avalonconsulting.net. Visit www.
avalonconsulting.net for more information on how Avalon
can help you meet your fundraising goals.
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After graduating from James Madison
University with a degree in kinesiology, the
study of the mechanics of body movements,
Rebecca Shapalis thought she would work in
the physical therapy field or personal training
field after graduation. After a quick internship
as a personal training assistant at the Fairfax
County Fire Department, she decided to do
what every respectable college grad does and
get a real job while she figured out next steps.
A friend had recently completed an
internship at Craver Matthews Smith and
told her about another company, Production
Solutions, “that just got busy once a month
when the mail had to get out the door.” REBECCA SHAPALIS afraid to make suggestions on how to simplify or
Needless to say, she went in for an interview, Sr. Account Director
and the rest is history. Avalon Consulting Group
At the start of her career, she learned rebeccas@avalonconsulting.net
the ins and outs of project management,
printing, data process and mailshop logistics.
At Production Solutions, where she was responsible for client
satisfaction for a portfolio of clients, she learned a lot about adding
value, not only externally, but also internally, working with her
teams.
In this role, she had to really understand desired outcomes
for her clients, which had her asking and researching the “why”
a lot. This, in turn, got her interested in the strategy behind the
implementation and is when she began at Avalon, which was a
client of hers at the time. She’s since expanded her knowledge
of direct marketing and had the opportunity to dig into strategy,
creative concepts, data analysis and so much more.
Location: Annandale, Virginia
Education: James Madison University, bachelor’s degree in
kinesiology
DMAW Member Since: 2006
Whom do you consider your mentors?
My parents, who established a strong worth ethic from the very
beginning; Ben Harris, who helped me uncover the leader I never
knew I could or wanted to be; Allison Porter, who is our fearless
Rebecca’s Favorites
Restaurants When I lived in D.C., Maydan
and Bresca. Now that I live in Annandale,
The Block is our spot!
Films I am a big fan of any ‘90s movie.
“Heart and Souls” stands out as one of my
favorites.
Books “The Time Traveler’s Wife”
Music Some of my favorites are Rilo Kiley,
Hoosier and Matt and Kim.
MARKETING ADVENTS NOVEMBER/DECEMBER 2020
leader and sets such a strong example for our
company and industry every day; Polly Papsadore
because being around her exuberant energy
is addicting and something I strive to put out
into the universe. So many more colleagues and
managers throughout the years have helped
shape the person and direct marketer I am today.
What advice would you offer a novice who
wants to move up in direct marketing?
It goes without saying, but don’t be afraid to
ask questions and understand the “why” behind
what you are doing. Direct marketers love to find
efficiencies in everything they do, so don’t be
improve processes. And most importantly, join
the DMAW (or other associations). Education and
networking are essential for success.
What is the most helpful step you took to
advance your direct marketing career?
Why, joining DMAW, of course! But honestly, it opened me up to so
many others in the industry and to educational content, making
it one of the most important steps in my career. I would also say
volunteering within the DMAW really helped expose me to many
new faces and, ultimately, led me to my decision to run for the
DMAW board.
Tell us about your volunteer experiences with DMAW.
I started volunteering at the information desk at Bridge, which
I loved. Not only did I meet so many people, it also helped me
become familiar with the Gaylord National Convention Center,
which, let’s be honest, is overwhelming at first. I went on to co-chair
the volunteer committee for Bridge for two years in a row. This is
where I took on a more operational role, and I learned about the
behind the scenes of Bridge Conference planning.
Describe yourself in three words.
Positive, adaptable, encouraging.
Describe your life in six words.
Family, laughing, friends, nonprofits, travel (in non-COVID times),
mommy.
Leisure Interests Most of my leisure
activities include wrangling my toddler. But I
love a good hike on the weekend or a good
reality TV binge—I recently just got hooked
on “Selling Sunset” and just started “The
Crown.”
Quote “It’s not what you look at that
matters, it’s what you see.” — Henry David
Thoreau
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