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Blogs by TJ Hillinger

The Impact of the 2016 Election on Fundraising

At Avalon, we strive to stay on top of trends to better understand our clients’ programs and maximize fundraising opportunities. We all know that fundraising for certain nonprofits has been through the roof since the 2016 election (e.g. the ACLU). But it’s clear that the election had an impact across the board.

We recently took a deep dive into some data, and our goal was to better quantify this impact, specific to client type and their current fundraising trajectory. Our pre- and post-election analysis reveals some interesting trends I’d like to share.

We compared the window prior to the elections (July to October) with the period after (November to January) for all our clients, year over year, for the past four years. We removed clients whose data are an anomaly due to specific events unrelated to the elections.

While each organization has its own particular story to tell based on its own goals and decisions, we have outlined some commonalities across the board below.

Unsurprisingly, Avalon’s political advocacy clients saw a clear boost in the timeframes before and after the election in 2016 compared to previous years, with the post-election window being the strongest.

Chart 1 Pol Advocacy Clients NO HEADER

But interestingly, our non-political advocacy clients also saw a boost during the same period.

Chart 2 NON-Pol Advocacy Clients NO HEADER

And, remarkably, looking at two discrete years in our non-political advocacy clients’ fundraising, even those that were not experiencing growth got a slight bump post-election.

Expert Round Table: Database Conversion (Part Two)

We’re back with Part Two of our virtual roundtable discussion, in which we asked experts to weigh in on the complex process of database conversions. In Part One, our experts addressed reasons to undertake a database conversion, top tips to ensure success, and a realistic timeframe for a conversion.

Part Two covers lessons learned the hard way; pitfalls to look out for and avoid during the conversion; and how to ensure your post-conversion transition goes as smoothly as possible.

Meet the experts:

Database Conversion Panel v3

What is typically the biggest unknown/surprise/unexpected finding when it comes to a database conversion?

Steve: Database companies often boast that they can integrate with any tool—but it’s best to confirm and validate this well before the conversion happens. The worst surprise is to find out that your new system doesn’t actually integrate with your other tools. To avoid this, ask for references from other groups who have successfully integrated with the tools your organization uses. Also, tools and functionality referenced during demonstrations of the new database may turn out to be difficult or impossible to implement for your particular program. Make sure your contract includes complete itemization of every deliverable, and that the database company’s team is always available for questions and clarifications.

Also, to ensure the cost of conversion does not exceed plans and expectations, create a five-year cost estimate for all of your vendor options. Have each of your vendors validate your estimates—and integrate these estimates into your contract. This can help prevent cost overruns down the line.

Gina:  Conversions are like a box of chocolates—each one is unique and every one comes with a surprise or two. We continue to learn from each conversion and continually strive to improve our implementation process.

Having smart people on the implementation team helps an organization understand what it has been doing well and how it might do things better, and unpack and fully document its new business rules. This makes for a smooth and even fun conversion. Most importantly, during a conversion, the company must be flexible and have a CRM application that can accommodate a variety of unique customization and integration needs.

John: Surprise: Post-conversion clean-up takes longer than you expect! Unknown: The new database impacts functionality in another part of your organization, which impacts your expenses (a good example is if the database is more difficult to use than anticipated, thus increasing gift-processing expenses). Unexpected finding: Customizations to the database were not fully scoped out because there was not enough money to build out the needed functionality. Thoroughly research all items when planning your conversion.

Rose: For me, the biggest surprise is always the tremendous amount of time a database conversion takes and the enormous number of details involved.

Can you share an example of big lesson learned through a conversion, and how to avoid missteps where possible?

John: Avoid customization, if you can, because it is a slippery slope—it is expensive and does not always work the way you expect it to.

Gina: We have learned that it is critical to document the decisions that are being made around business processes as the conversion is happening. It is so important to be able to look back after a conversion—in the short term and over the long term—to understand the business processes and any necessary customizations that have been made to the CRM application to accommodate those processes. If someone from the organization were to leave, these documents are critical in helping a new hire get up to speed on the decisions that were made during the conversion process.

As for avoiding missteps, the most important thing is constant and effective communication, with both the client and the company clearly defining and mutually agreeing upon the roles and responsibilities that each team member will have during the implementation.

Rose: The biggest lesson my team and I learned was that our timeline was unrealistic.

Steve: To me, the biggest lesson learned is that if ownership in the project—the good and challenging aspects alike—is not shared, conflict can arise as issues crop up, leaving your internal conversion team to complete the work in isolation. Most important to a successful conversion is true transparency and open communication. Engage all stakeholders at regular intervals to ensure expectations are in line with reality. When expectations fall out of step with current events, disappointments can follow, which can lead to a lack of confidence in the tool before the new system is even brought on line.

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