As the founder of a 15-year-old marketing firm serving nonprofits and foundations, I’ve probably reviewed over 600 RFPs in my time, all from nonprofits and foundations seeking communications services. And I can tell you, no more than 100 of them were designed well enough to motivate specific and thorough responses from top contenders.
Accuracy, of course, is key. Because if your nonprofit’s RFP doesn’t cover everything you’re looking for, in the way you want it delivered, your organization won’t get what it needs. Trash in, trash out as they say. So put some time and effort into the RFP process.
Here are some guidelines for implementing a RFP process that will motivate high-quality service providers to respond eagerly, thoroughly and accurately:
1. Be realistic…
In the work you’re asking for in a particular timeframe, within a specific budget. If you don’t know what it takes (time- or $-wise), ask colleagues in peer organizations.
2. Be thorough…
In what you include, and format the proposal with care so it’s easy for the recipient to scan and review.
Put the effort into making the proposal easy to digest, just as you would your brochures or website.
3. Cover these areas:
Organizational background (brief), project description, why you’re implementing this project now, goals and objectives, challenges (if you know them), deliverables, timeframe, who to contact with questions.
4. Know what you’re looking for.
Your organization can select the right expert(s) only if you know what you want — personality, skills, style and experience-wise. Don’t use the proposal process to try to figure out what you want. That will backfire, big time.
I recently received an RFP from an organization sending it out for a second round to four communications firms this time (it was released to six firms first time out). When I asked what was missing from the initial set of six proposals, the prospect said she didn’t really know, but that none of the proposals had “hit it on the head.” When I asked what the head was (i.e. what they are looking for, what does the staff team think it takes to make this process work), she couldn’t answer. Believe me, they won’t find the right firm until they do know what they’re looking for.
5. Ask recipients to let you know within a day or two whether they’ll be responding or not.
That way you can send the RFP out to additional marketers if you need to.
6. Give bidders two weeks to respond.
Crafting a proposal is extremely labor intensive if it’s done right. Give firms the opportunity to do it right.
7. Be prepared to answer these questions:
- How many firms/individuals will be submitting proposals?
I never jump in if a prospect is expecting more than five proposals. That says to me that they are fishing for ideas or may not know what they want until they see it (or not) in a proposal. If that’s the case, I know that we don’t have a good chance of getting the work.
- What’s your budget range?
Some prospects are reluctant to share this information, thinking that the bidders will just mark up the work to that level. Most of the time, believe me, the budget isn’t enough, and knowing the range enables us to define what we can provide for that fee.
- What are your criteria for selecting a consultant or firm?
I like to know what’s most important to a prospective client, and also get a sense of the culture of the organization. A good fit is crucial.
- How did you hear about me/us?
It’s the kiss of death if the prospective client tells me she doesn’t remember. Finding me on the Web is a sign that I have to probe more, to ensure she has done her research thoroughly and her findings (on experience, focus, perspective) match her needs.
- Who is your point person on this project?
It’s difficult to succeed in bringing a project to life when there’s not a single point person. Your point person should run much of the review and approval processes inside your organization; synthesizing (solo or via a group process) what are bound to be divergent opinions.
8. Be aware of the firm or consultant who submits a proposal without asking questions.
Doing so indicates a player who’s not serious about the job or not putting the required time into the proposal development process. The proposal you’ll receive from those who don’t contact you for more information is likely to be generic. Not a good sign!
I’m looking for a sense of connection, as well, when I call a prospect with questions. That’s a critical component of project success, and can’t be assessed until speak we speak few times, even if only by phone.
Readers, follow these guidelines and I promise you a much more successful communications RFP process, and product.
Direct Mail Reality Check: Outakes from Fundraising Day in New York
/in Nonprofit Communications /by Getting AttentionHere are some very interesting tips from folks who do direct mail 24/7 and shared their expertise at a recent session at Fundraising Day in New York (remember, this work is 99% fundraising). But I gotta say, I was shocked by the bubble some of these experts are trapped in; read on for details:
All useful to know. But here’s what really startled me. When I asked the panel of three direct mail experts why they’re focusing only on folks 60+, they stared at me like I was crazy. The universal response was that the other prospects were handled by other parts of the organization (online only), and that they don’t give much. What about shepherding folks teens up into supporting nonprofits in all ways? What about people now 60 who’ve been using the Web for 15 years? What about all those confused audiences who are getting snail mail and email that are completely uncoordinated?
Wake up, direct mailers, and break out of your bubble.
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Your Nonprofit’s Message Platform: Association Staffer Asks “What’s a boilerplate, and where does our mission statement fit in?”
/in Nonprofit Communications /by Getting AttentionI heard recently from Sarah Sturm, an editor with the Forest Landowners Association. Like many staff members with nonprofit organizations, she wears multiple hats, including the nonprofit marketing chapeau.
Here’s Sarah’s question: “I define boilerplate as a ‘who we are’ statement as opposed to the mission statement which is ‘what we do.’ Is that accurate? Are there any particular elements it should contain?”
Thanks for the great question, Sarah. It’s one many folks have, but few are brave enough to ask about something they think everyone else understands! So here goes:
==> What’s boilerplate? (from Wikipedia): “Boilerplate is any text that is or can be reused in new contexts or applications without being changed much from the original.”
==> Your org should be using several boilerplates, from tagline to key messages, and mission statement: Your organization’s boilerplates include all messaging developed for ongoing use by your organization. Ideally, elements include: Tagline, positioning statement (the who we are Sarah refers to above); and key messages.
==> Your positioning statement (what Sarah’s referring to) is a one to three (only if they’re short) sentence statement that conveys what your org does for whom to uniquely solve an urgent need—the value that your org delivers. Here’s a list of key components your positioning statement should convey:
Here’s a positioning statement I crafted recently for a client:
“The National Association of Mothers’ Centers (NAMC) supports mothers and motherhood through its network of mothers’ centers and MOTHERS advocacy initiative. NAMC’s connection to mothers throughout the country is the core of its impact as a support and advocacy leader for the good of mothers and families nationwide. Working both at the grassroots level providing mom-to-mom support, and at the policy level to engage citizen advocates in the battle for fair treatment of family caregivers on economic, social and political agendas, NAMC is the collective voice of U.S. mothers today.”
Hope that helps in getting your messages out there, Sarah!
Strengthen your nonprofit messaging with the Getting Attention Nonprofit Tagline Report. You’ll get a free copy when you subscribe to the Getting Attention e-newsletter (featuring in-depth articles and case studies on nonprofit marketing).
Make Your Web Site Press Friendly, So Journalists Cover Your Org
/in Nonprofit Communications /by Getting AttentionWeb usability guru Nielsen’s latest Alertbox post emphasizes the imperative of press area usability for journalists, finding that plenty of the Web sites reviewed don’t provide adequate info for media (traditional or “citizen journalists”).
He cautions that poor site usability and missing info in online press areas can turn journalists away from covering your organization or force them to get their information from third-party sources (definitely not your messaging and likely to be incorrect). A shabby online press area is a lost PR opportunity.
Once journalists get to your site (you have to make sure they can), they need access to:
6 Steps to Showcasing Your Marketing ROI
/in Nonprofit Communications /by Getting AttentionI was really jolted by this Ask Nancy query I recently received. Jessica (names have been changed to protect the innocent) asks for help with the most challenging (and most critical) step in nonprofit marketing — getting the support of decision makers and colleagues for doing it right.
My organization has been in existence since the 1960s, longer than any other environmental group in the state. But, like many nonprofits, we’ve never been good at marketing ourselves, and therefore don’t have the membership base we need. As a result, we’re beginning to lose our historical advantage.
We clearly need professional marketing help. I’m an implementer, but I’d be far more effective working with a marketing expert who has analyzed our challenges and designed a strategy for me to implement. While leadership recognizes our need for professional marketing help, they are not moving forward in that
direction. Help!
— Jessica, Outreach Manager, State Natural Resources Council
Believe me, lack of support isn’t uncommon, especially now when tensions are high and budgets low. Many nonprofit professionals either don’t understand or doubt the value (or, in some cases, the seemliness) of marketing. Others see value in marketing but are in the “just do it” camp, not understanding that professionalism is as essential here as in other fields. It is these organizations that are frequently eclipsed by competitors in membership, fundraising and awareness. As a result, their impact is significantly limited.
Build support for marketing in your org by learning how to showcase your marketing ROI (return on investment). Read my guide to building support for doing marketing right today.
Flickr Photo: William Hartz
Two Don’t-Miss Tools for More Effective Nonprofit Events
/in Nonprofit Communications /by Getting AttentionIn a time when we rely more and more on virtual interaction, face-to-face gatherings are more important than ever.
Don’t get me wrong–I’m a big believer in building relationships, and community online. But face-to-face can’t be replaced. So often, face-to-face gatherings can bring a movement or a campaign to the next level, further engaging your base.
Here are two tools I’ve discovered that will help you take your organization’s events to the next level.
1. Event-management service Eventbrite has just introduced Eventbrite for Causes, a discounted program (no fee for free events) are designed for nonprofit needs. This new program that makes it easier for
orgs to leverage tech tools and best practices to manage,
promote and raise money through successful events. In talking to colleagues about Eventbrite, I’ve found several fans of its capabilities such as the once-click opportunity for attendees to share event info with their Twitter and Facebook networks.
Current org users include The Craigslist Foundation, Full Circle Fund, Citizen Effect and NTEN.
2. Analyze This, just released by Event 360 is 18 pages packed with practical guide on event analytics. You’ll learn how to pinpoint what’s working best so you can do more of it in the future, and what’s not working well, so they can avoid it down the line. Traditionally, event managers have used this data to review events once they’re over; it’s even more valuable to shape those coming up.
The featured case study on the Komen Global Race for the Cure is particularly useful, as it highlights how analytics showed the way to transform a popular event into a fundraising phenomenon.
P.S. More effective messaging is a priority for all organizations, campaigns and events. Learn how to craft the most essential message — your tagline. Download the free Nonprofit Tagline Report, filled with must-dos, don’t dos, case studies and 2,500+ nonprofit tagline examples!
Photo: OneWoman
Communicating in the Shadow of Disaster – Practical Tips for Nonprofits
/in Nonprofit Communications /by Getting AttentionWhat is the place of nonprofit communications in the wake of disaster, particularly when this most recent crisis of epic proportions—the March 2011 earthquake and tsunami disasters in Japan—is rightly dominating our minds and conversations, as well as the media?
For a nonprofit, the answer lies in the way (if any) your organization is involved in the relief effort. The following guidelines derive from an analysis of news of, and fundraising for, recovery efforts around the Japanese earthquake and Pacific tsunami disasters.
For organizations providing disaster relief services in Japan
Make it clear why your organization is well-equipped to help. Be as specific as possible.
“The Salvation Army has been at work in Japan since 1895, operating more than 80 centers there, including two hospitals and four childrens’ homes. We have nearly 200 officers, 3,000 members and nearly 1,000 employees already at work in the country. We are a part of Japan’s communities and dedicated to their recovery.”
Communicate broadly, clearly and visually (if possible) about how donations are managed, where they are going and what your organization’s relief effort is achieving.
That comes after thanking donors immediately (and often) and adding them to your donor database for follow-up. Donor behavior in giving to the Haitian earthquake relief effort showed that interest in the relief effort fades much more quickly than your organization’s need for support.
More immediately, you’ll need reliable, timely reporting out, even though you’re frequently working with technological and logistical constraints. This is the time to put social media tools, from Skype to Twitter, to work for all they’re worth. Communicating on disaster relief work is where these tools make a huge difference in sharing the focus and impact of your work on the ground in real time via podcast, photos and/or video.
Be thoughtful in your use of graphic photos of the disaster.
Follow-up to transition disaster donors into loyal donors.
For organizations fundraising for relief efforts, but not directly providing help
Be proactive and specific in conveying the process for distributing donations and where/how/when the money will be spent.
Explain why your organization has chosen to get involved as a pass through for donations.
For other nonprofits continuing with fundraising and communications outreach
Be sensitive to inappropriate pitches.
Relate your work to relief work when relevant—but don’t overstate.
Continue with your planned communications and fundraising campaigns.
Plan to communicate even more effectively around the next crisis.
I recommend you continue to track how these organizations, and others, are communicating on their relief efforts or in the shadow of the disaster in Japan. There’s lots to learn about how your organization can improve its outreach, in times of disaster or, better yet, days of calm.
How to Create a Nonprofit Style Guide: 7 Steps to Greater Consistency and Impact
/in Nonprofit Communications /by Getting AttentionHere’s a problem nonprofit communicators like you share with me time and time again: Due to the ubiquitous nature of information and promotion, we’re all bombarded by content—every waking minute.
Consistency Is the Long-Term Solution
Consistency – cross-channel and over time – is the key to your audiences absorbing your messages, and for them to be able to “whisper down the lane” – repeating those messages to friends and family. Keep in mind that this consistency must stay flexible, to be adapted when the channel, audience or other factor is radically different from the norm.
No other form of communication is as powerful as this natural network which exponentially extends your organization’s reach. And a style guide helps you make it happen.
A Style Guide Is Your Path to Consistency
An easy way to ensure clear and consistent communications is to create an editorial and visual identity style guide, made available organization-wide as an ever-accessible PDF.
Everyone needs to be on the same page when it comes to getting the word out. The standards featured in your style guide will make it easy for them to do so, reducing time spent, errors made and endless frustration.
A style guide also makes it unnecessary for you and your colleagues to re-invent the wheel each time, saving you a great deal of effort while increasing your marketing impact.
How to Create Your Organization’s Style Guide
Here is a step-by-step approach to putting together, or updating, your style guide.
Editorial Guidelines
The primary purpose of editorial guidelines is to address topics specific to your organization that are not adequately covered in the standard published style guides, such as The Chicago Manual of Style or The Associated Press Style book.
In addition, your style guide summarizes your organization’s approach to the most-frequently-raised questions of style, topics that are dealt with in greater detail in these manuals, in order to offer a quick, but more comprehensive, reference tool.
Questions of style, unlike many questions of grammar, usually do not have a right or wrong answer. Instead, establishing a preferred style is helpful so that your consistent presentation can be maintained throughout an array of materials that may be produced by many different individuals.
Having a set of predetermined guidelines will also save those individuals the time and energy required to develop their own guidelines.
Guidelines should include:
Review these top two published grammar style guides, talk to colleagues, and select one if you haven’t already (partner links):
Graphic Guidelines
Since the power of a strong visual identity can only be realized through consistent application, these standards are crucial for colleagues throughout your nonprofit to follow.
Elements should include:
Putting Your Style Guide to Work
Your next step is to distribute the guide and ensure that staff and consultants are clear on its content and how to use it.
An in-person training session is often an effective way to introduce the guide, answer any questions and ensure that your colleagues view it as an aid (fewer open issues, decisions, delays) to them, rather than a dictum imposed upon them.
Remember to refresh your guide on an ongoing basis as questions come up and preferences are determined.
Useful Models–Nonprofit Style Guides
You’ll see that these examples range from a one-pager, which might be enough for your organization, to Rutgers’ multi-page guide. The more complex your organization, programs and audiences, the more depth (and, unfortunately, length) you’ll need in your style guide.
Consider contacting your communications colleagues at these organizations to learn more about the development or implementation of these guides:
(A good example of a mid-level style guide with graphic focus)
Does your organization have an editorial and/or visual standards guide? If so, please share the link and/or how the guide has helped (or not) here.
8 Ways to Craft a Communications RFP Process that Works
/in Nonprofit Communications /by Getting AttentionAs the founder of a 15-year-old marketing firm serving nonprofits and foundations, I’ve probably reviewed over 600 RFPs in my time, all from nonprofits and foundations seeking communications services. And I can tell you, no more than 100 of them were designed well enough to motivate specific and thorough responses from top contenders.
Accuracy, of course, is key. Because if your nonprofit’s RFP doesn’t cover everything you’re looking for, in the way you want it delivered, your organization won’t get what it needs. Trash in, trash out as they say. So put some time and effort into the RFP process.
Here are some guidelines for implementing a RFP process that will motivate high-quality service providers to respond eagerly, thoroughly and accurately:
1. Be realistic…
In the work you’re asking for in a particular timeframe, within a specific budget. If you don’t know what it takes (time- or $-wise), ask colleagues in peer organizations.
2. Be thorough…
In what you include, and format the proposal with care so it’s easy for the recipient to scan and review.
Put the effort into making the proposal easy to digest, just as you would your brochures or website.
3. Cover these areas:
Organizational background (brief), project description, why you’re implementing this project now, goals and objectives, challenges (if you know them), deliverables, timeframe, who to contact with questions.
4. Know what you’re looking for.
Your organization can select the right expert(s) only if you know what you want — personality, skills, style and experience-wise. Don’t use the proposal process to try to figure out what you want. That will backfire, big time.
I recently received an RFP from an organization sending it out for a second round to four communications firms this time (it was released to six firms first time out). When I asked what was missing from the initial set of six proposals, the prospect said she didn’t really know, but that none of the proposals had “hit it on the head.” When I asked what the head was (i.e. what they are looking for, what does the staff team think it takes to make this process work), she couldn’t answer. Believe me, they won’t find the right firm until they do know what they’re looking for.
5. Ask recipients to let you know within a day or two whether they’ll be responding or not.
That way you can send the RFP out to additional marketers if you need to.
6. Give bidders two weeks to respond.
Crafting a proposal is extremely labor intensive if it’s done right. Give firms the opportunity to do it right.
7. Be prepared to answer these questions:
I never jump in if a prospect is expecting more than five proposals. That says to me that they are fishing for ideas or may not know what they want until they see it (or not) in a proposal. If that’s the case, I know that we don’t have a good chance of getting the work.
Some prospects are reluctant to share this information, thinking that the bidders will just mark up the work to that level. Most of the time, believe me, the budget isn’t enough, and knowing the range enables us to define what we can provide for that fee.
I like to know what’s most important to a prospective client, and also get a sense of the culture of the organization. A good fit is crucial.
It’s the kiss of death if the prospective client tells me she doesn’t remember. Finding me on the Web is a sign that I have to probe more, to ensure she has done her research thoroughly and her findings (on experience, focus, perspective) match her needs.
It’s difficult to succeed in bringing a project to life when there’s not a single point person. Your point person should run much of the review and approval processes inside your organization; synthesizing (solo or via a group process) what are bound to be divergent opinions.
8. Be aware of the firm or consultant who submits a proposal without asking questions.
Doing so indicates a player who’s not serious about the job or not putting the required time into the proposal development process. The proposal you’ll receive from those who don’t contact you for more information is likely to be generic. Not a good sign!
I’m looking for a sense of connection, as well, when I call a prospect with questions. That’s a critical component of project success, and can’t be assessed until speak we speak few times, even if only by phone.
Readers, follow these guidelines and I promise you a much more successful communications RFP process, and product.
Media Relations Planning–11 Steps to Success
/in Nonprofit Communications /by Getting AttentionNonprofit organizations, particularly those on the smaller side, need every advantage they can get. And good media relations planning can a be a significant advantage for your organization.
But relax and breathe a sigh of relief.
Once you buckle down to this media planning process, it’s extremely doable. Depending on the time you can dedicate, the process can be executed in a variety of ways.
For example:
The staff or consultant primarily responsible for media relations should own this process and do the initial strategic thinking. That person, or another team member, can be assigned to research (e.g. to develop your press list).
Here’s How to Start
11 Steps to Media Planning Success
1. Estimate what you can invest in building your media relations program; time and budget.
2. Set goals.
What are your three main program goals? How can media relations be used to achieve these goals:
3. Define realistic objectives, both output and outcome.
4. Identify three or less primary target audiences.
5. Tell your story. Pinpoint the key messages you’re trying to communicate.
6. Build your media database/press list but include no more than 10 to 15 journalists. Identity key media (and that means bloggers and other online writers as well as the traditional media) covering your issues, themes, geographies via these strategies:
7. Read, watch and listen to these media over a month or so to pinpoint your top-ten press list.
8. Identify the best way to get journalists to cover your story.
9. Craft the timetable.
10. Define the work plan, and roles and responsibilities.
11. Track, measure and fine-tune (ongoing, forever).
Let me know how this process works for you! I’ve used it with client organizations time and time again with strong results.
And please leave a comment below if you have any steps to add to this process, or guidance on those listed here.
Should Your Nonprofit Launch a Blog?
/in Nonprofit Communications /by Getting AttentionWhat’s a Blog?
An abbreviation of “weblog,” blogs are websites that take the form of online journals, updated frequently with running commentary on one or many topics.
A blog is the absolutely easiest way to provide regularly updated information to your audiences. Because blog creation process is simpler than website creation or print design and production, blogs enable nonprofits to easily publish a stream of constantly updated, linked content. And search engines love fresh content.
Most blogs are directed towards external audiences and cover alerts, news clips, human interest stories and volunteers. What’s very distinct to blogs in the personal voice in which these stories are told.
Blogs usually feature:
Here are a few examples of nonprofit blogs:
What: Frequent updates to educate Minnesota’s citizens and motivate action on legislation.
What: Reports from the field from marine biologists and conservationists around the world on the battle to save the oceans. Readers are invited to participate in the discussion by adding to the blog.
How to Put Blogs to Work for Your Nonprofit Organization
Here’s how you can put blogs to work for your organization.
Here’s a nonprofit blog scenario:
An association of healthcare nonprofits uses their blog as a highly efficient means of communicating with its members. The membership staff posts three-five new entries daily, which range from quick announcements on members’ special events to multiple entries about sessions at the association’s recent conference. Using the blog, staff members easily get this info to members in minutes.
How to get audiences to read your organization’s blog
When you syndicate your organization’s blog content (RSS=real simple syndication), readers can use a type of free software called a “news aggregator” to automatically retrieve the latest stories from your nonprofit and thousands of other sites and blogs. The news aggregator pulls your blog right down to your audience’s desktops so they receive blog entries without having to open their web browsers!
NOTE: The BBC has posted a great explanation of RSS.
3. Form a network with colleague organizations to run your blog headlines on their own websites, and vice versa.
Use trackback (a link back to the initial entry on which the current entry comments), commenting on other blogs and re-posting of other blogs’ key stories to strengthen your network and motivate audiences when important issues need attention (e.g. pending legislation).
Readers, I urge you to take a look at the blogs I mention above, and start talking with your colleagues about the blogs they read. Blogging is a vital complementary communications vehicle, and one for which you should know the pros and the cons.