Note: This guest post is from Jodi Segal of Big Change Consulting. Thanks, Jodi!
Yes, raising money is hard work. As all fundraisers know, retaining your current donors is easier and more profitable than recruiting new donors.
At the same time, saving money is better than spending it unnecessarily. When you stretch your dollars further, you’ll have more funds for your mission, plus an effective message for your donors: their contributions are being used efficiently.
When you think about saving money, what are you missing? Here are six ways your organization can reduce costs.
1. Evaluate your banking relationship
You deserve a responsive business banker who looks out for you. Ideally, they review your accounts annually to figure out if you’re getting the most from your bank.
Do they offer helpful new services or types of accounts? Are you paying for a service you no longer need?
Consider different ways to earn on your savings. When interest rates are strong, you may be able to negotiate rates for your savings accounts, especially if you’re willing to change banks.
Maintain a strategic balance in your checking account, leaving the rest in savings. Consider a “sweep” account that will automatically transfer funds between checking and savings to maximize your savings balance.
If you make a one-time mistake, ask then to waive the fees. Banks will often forgive a late credit card payment or requests for old statements. Also, choose electronic banking to reduce bank fees.
2. Earn more on your spending
Use a credit card that earns benefits. Many banks give one percent cash back on your credit card purchases.
Be careful to find a card that does not require employees to act as guarantors, and also allows individual cards for each staff member. Last time I checked, major credit card companies don’t offer cards to organizations without a designated business owner, and therefore aren’t a good option for nonprofits.
3. Avoid state and local sales taxes
Your state or locality may offer a tax-exempt certificate you can show to vendors as proof that they shouldn’t charge you tax. Most major retailers and service providers, including Amazon, offer tax-exempt programs that will automatically suppress taxes on your invoices or will refund them for you.
It may be worth looking through your major expenses and seek refunds on sales taxes paid this year. You may still be required to pay other types of taxes, such as hotel, meal, and gasoline.
4. Ask for discounts
Always ask retailers and service providers if they offer nonprofit discounts, because many do. Even when they don’t, they might help you get the best rate.
Techsoup is a fantastic resource for discounted software, sometimes offering services and products for pennies on the dollar.
5. Use rewards programs
Perhaps your personal life, like mine, is filled with customer reward programs. They’re available to nonprofits, too.
Hotels, airlines, gas stations, grocery stores, office supply stores, and some service providers allow you to accumulate rewards to redeem later. Some offer business-level rewards you can use to augment your individual-level rewards, which multiplies your benefits.
6. Shop using rebate sites
Tons of websites generate shopper rewards. For example, evreward.com bundles rebates and discounts.
Also, your credit cards may provide special bonuses when you shop through their portals or patronize partner retailers.
Your time has value, too
Saving a few dollars requires an investment of time. If you use them diligently, signing up for the programs listed above is typically worth the effort. On the other hand, trying to save a few bucks at the grocery store probably isn’t.
Always ask: Whose time are we spending? If you deploy highly-paid or in-demand staff, you might sacrifice more than you gain in discounts.
To sum it up: Be strategic, not obsessive.
When in doubt, raise more money
I’ll finish with a quote from author and consultant Kim Klein. “Most people’s instinct is to cut expenses rather than raise money,” she wrote. “Resist this impulse as much as possible.”
Yes, you need to steward your money carefully – while also being a fearless fundraiser. If you want to build a financially successful, sustainable organization, embrace both aspects of the work.
Robert C. Ross says
I love the balance in this essay, Andy. One point I would make: it is very important to be very cold blooded about what your own strengths are. I love pinching pennies — always pick up loose change — make $.07 a mile on average in NYC while walking.
But, I’ve learned that I can raise much more money by focusing on big possible opportunities.
A tiny example — for years the Trail Conference restricted spending Green Acres money on properties that carried trails we maintained, and over the years we raised $750,000. Under this program, the organization only gets more money when it spends the money it has been given for an approved project.
Last week I realized if we broadened our criteria to include any parcel, whether or not we maintained the trail, we could spend more money — and under the rules get more money to spend.
Ten hours of pitching the idea, another five hours drafting amendments to our policy statement, and we are in line if the Board approves, for another $250,000 grant next March.
Let’s see — 15 hours of walking would yield $1.05 on average — but it also cleared my brain and the whole Green Acres idea came up on the Promenade while I was walking along the East River.
So — be sure to watch the pennies but don’t forget the bigger prizes out there either.
Andy Robinson says
Hi Bob! First, I enjoy the image of you walking along the East River (and all over NYC). Second, I appreciate your approach to this question. Your points are spot on.
I am reminded of the board member who combs through the budget and opines, “Why aren’t we shopping at _______? We could save $50 on office supplies,” while ignoring the larger questions and opportunities regarding the organization’s business model.
As Jodi says above, “Be strategic, not obsessive.”
Sydney Roberts Rockefeller says
Hi Andy,
You and I met in Bar Harbor two/three years ago. And you kindly spent some time on the phone with me where we realized we had some small-world connections. I am still struggling with the graphics issues of that nonprofit, though I am involved with 5 or more on the island.
I received a newsletter in the mail yesterday and was disappointed by weak graphics and sloppy grammar. What role can a graphics-trained artist (among other talents) play to resolve these delicate issues?
Andy Robinson says
Good to hear from you, Sydney. I agree that well-designed, well-written, and professionally proofread materials help in a LOT of ways: credibility, outreach, branding, fundraising, etc.
At the same time, let’s acknowledge that many grassroots organization do just fine without glossy, overly-produced newsletters. Print materials can be professional and engaging without being slick. Let’s also acknowledge that the era of printed newsletters is gradually coming to an end — which means your online materials still need to be well-designed, etc.
In this case, the messenger might be the message. If the leadership hears from readers (donors, funders, allies, volunteers, grantmakers) that they want a better product, that might create the change you’re seeking. And if you can help locate funding to pay for professional design support, even better.
In this instance, I would argue against pro bono services for a simple reason. If the organization has to budget and pay for a better newsletter, that requires a level of commitment and culture change. Sounds like that’s the larger goal here…?
Jodi Segal says
Robert,
I totally agree with you, the bigger goals are your priority. If you are distracted by peripheral issues then you won’t have time for what is important. The Executive Director and development staff (plus ideally your program staff) should always be focusing on fundraising priorities.
In addition, administrative staff can be smart about spending to make your fundraising go farther. Taxes in particular can add up for major, recurring services like database subscriptions.