About Fundraising: The Podcast

About About Fundraising: The Podcast

About Fundraising: The Podcast is a practical playbook for small to mid-size nonprofit fundraising teams. Each episode taps into Diana Marquis' 25+ years of experience in the nonprofit arena. She will guide your team toward planning, managing, and optimizing your fundraising resources to fulfill your mission and better serve your community. Learn from Diana's frontline experience in fundraising and strategic planning, board training, executive coaching, database management, and grants support, so that you're going to know exactly what to do to achieve your annual fundraising goals. For more resources, please visit https://dmgroupconsulting.com.

Publisher

Diana Marquis

Category

business · business · education

Language

en

Explicit

No

First episode

10 Apr 2024

Latest episode

16 Sept 2026

Latest episodes

33 episodes in the feed.

1. 

   16 Sept 2026

   You've Gotta' Have A Plan

   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.com (https://dmgroupconsulting.com) dianadmgroupconsulting.com (https://dianadmgroupconsulting.com)

2. 

   19 Aug 2026

   What is Strategic About A Strategic Plan and Who Cares?

   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.com (https://dmgroupconsulting.com) councilofnonprofits.org (https://councilofnonprofits.org) Email: Diana@dmgroupconsulting.com

3. 

   13 Jul 2026

   S3 E6: How to Ensure New Board Members Don’t Bail After the First Meeting

   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 Volunteers The 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 Members The 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. Tips Some 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.