How to Prepare Week-by-Week for #GivingTuesday on December 3, 2019

This article was originally published in Massnonprofit news' "Wednesday Report" on September 19, 2019. 

With #GivingTuesday on Dec. 3 only 10 weeks away, now is the time to prepare your nonprofit to succeed on the calendar year’s biggest—and most competitive—charitable fundraising day.

Since its 2012 launch, #GivingTuesday has been celebrated in the U.S. on the Tuesday after Thanksgiving to benefit any registered charity or any type of 501(c) organization. Last year, #GivingTuesday campaigns nationally raised more than $400 million from 3.6 million donors, with an average online donation of $105.

Because most Americans—65% according to PayPal—plan to donate more this holiday season over last year, #GivingTuesday can supercharge your annual fundraising and end the year positively.

#GivingTuesday is an opportunity to broadcast the stories that define your organization, educate and cultivate donors who are interested and moved by those stories, and build awareness of your mission, messages, programs, and priorities.

Consider these tips to help your organization plan in the 10 weeks leading up to #GivingTuesday.

10 WEEKS OUT

• Register your organization. Whether you plan to go “all in” or pass on #GivingTuesday, you should at least “join the movement.” (As of this publication date, more than 62,000 organizations have registered). Register here.
  
  
• Research and discuss #GivingTuesday ideas/options. For the next nine weeks, add #GivingTuesday to the agendas for your board, staff, and donor meetings. At the first meeting, solicit suggestions for potential #GivingTuesday fundraising initiatives and determine SMART goals (Specific, Measurable, Achievable, Relevant, and Time-Bound).

9 WEEKS OUT

• Engage your board. When you feel you have a viable #GivingTuesday plan with SMART goals, share it with your board for feedback, input, and approval. You might invite the most vociferous participant to champion the short campaign. Consider soliciting seed money or a board commitment to matching funds so your campaign doesn’t start at $0.

8 WEEKS OUT

• Finalize & share the plan. Consider sharing your final #GivingTuesday plan with board members, staff, volunteers, and top donors.

7 WEEKS OUT

• Designate a “staff champion”: If no one volunteers, assign an ambitious mid-level manager or consider hiring a digital marketing/fundraising consultant to help plan, implement, and evaluate the 10- to 12-week project.
  
  
• “Staff champion” duties: Weekly updates at meetings; collaborate with peers to prepare and share social media content and calendar; manage/monitor social media engagement on Dec. 3; prepare and present a final report including data on donations, social media engagement, and suggested improvements.

6 AND 5 WEEKS OUT

• Solicit & store #GivingTuesday content. Ask board members, staff, and donors why they support your organization and get their written permission to share their stories. Create and share a secure folder (either on your internal server or Google Drive or DropBox) that includes #GivingTuesday content (photos, videos, and testimonials of your organizations’ projects/successes). Use the content to fill in your social media calendar (Week 3).
  
  
• Brainstorm & aggregate #GivingTuesday hashtags. Because social media is key to the success of #GivingTuesday, create three or four unique hashtags for your donors, staff, and stakeholders to include in their respective social media posts. (This also simplifies tracking engagement!)

4 WEEKS OUT

• Create online donation form. Brand the form “#GivingTuesday”. Keep it simple: Prominently offer four or five suggested donation amounts (explaining the specific impact of each amount); less prominently offer a “fill-in-the-blank” option. Optimize the form for mobile users (on #GivingTuesday 2016, 45% of donations were made via mobile devices). The most prominent link to your online donation form should be on your homepage above the fold. Wherever you link from , make the form one-click accessible.
  
  
• Test links to form. Test the form several times for mobile and desktop UX.

3 WEEKS OUT

• #GivingTuesday social media content and calendar. Have your “staff champion” prepare a spreadsheet with unique daily content for your social media platforms promoting your #GivingTuesday initiative. The content should include photos, videos, testimonials, and the hashtags you created in Weeks 6 and 5. Every social media post pertaining to #GivingTuesday should include a link to the online donation form.

2 WEEKS OUT

• Finalize & share social media content Internally. Remind stakeholders to include the unique hashtags in their social media posts.
  
  
• Social media promotion. Encourage board, staff, and donors to use their personal social media to promote your #GivingTuesday campaign.
  
  
• Prepare & schedule solicitation emails. Use your email platform (e.g., Constant Contact) to craft and schedule solicitation emails a week before #GivingTuesday and twice on Dec. 3 ”“morning and evening (peak social media engagement times). Include content from your social media calendar, hashtags, and highlight the link to your online donation form.

1 WEEK OUT

• Activate online donation form. Make sure it works.
  
  
• Increase social media engagement. Multiple daily posts using your unique hashtags will build excitement and awareness of your #GivingTuesday initiatives.
  
  
• Prepare staff: Make sure staff know your organization’s #GivingTuesday goals, where they can find content to share, and who’s in charge of social media engagement (staff champion).

DEC. 3 ”“ #GivingTuesday

• Stay active on social media: Thank donors on Facebook, Twitter, Instagram, and LinkedIn. Provide hourly fundraising updates. Post content from donors (you’ve gotten their permission!). Challenge your followers to donate. Be sure every post links to your online donation form.

Additional Resources:

• #GivingTuesday planning resources
• #GivingTuesday toolkit
• CauseVox Learning Center

Sarah Sanders Set Spokesperson Standard

(Originally published at CommPRO.biz, 6/15/19)

You may neither have liked what she said or how she said it, nor for or to whom. But on the eve of her departure, it’s difficult to deny Sarah Sanders’ effectiveness as President Trump’s trumpet.

Whether out of Divine ordinance (“God wanted Donald Trump to be President”) or human obstinance, Sander’s relentless—often disingenuous—advocacy of the President’s policies and her dogged defense of her boss certainly deserves his praise and affection… as well as the grudging admiration of fellow Spokespeople.

In 23 months as White House Spokesperson, Sanders, 36, gained prominence as one of Trump’s most loyal and longest-serving top officials.

While many people (including this author) will have difficulty separating her performance from her politics and her loyalty from her likeability, an objective look at what she did and how she did it—instead of for whom—can reveal a lot about Spokesperson “do’s” and “don’ts”.

Beyond the community of professional communicators, there’s some confusion regarding Spokesperson duties and responsibilities. Indeed, the title itself has many variations: Media Relations Officer, Public Affairs Officer, Press Secretary, Chief Communicator, etc. Regardless of title and detailed duties, the position requires a suitably qualified professional to:

• Serve as “the voice” of an organization
• Clearly communicate and represent the organization’s priorities
• Defend and uphold the organization’s policies and/or programs
• Reflect the organization’s and/or leader’s philosophy

By these standards, Sanders’ performance wins a Gold Medal: She consistently reinforced the President’s messages; she tenaciously deflected criticism of his policies; she unfailingly promoted his priorities. And as we witnessed in her infrequent press conferences, she enthusiastically reflected his disdain for, and mistrust of, the media.

During her tenure (taking cues from her boss), Sanders successfully squelched media engagement with, and access to, the White House. According to The Washington Post, “In January, the White House set a record for the longest stretch in modern history without a news briefing, 41 days. It set another record, 42 days, in March, followed by a third streak that reached 94 days on June 13th.” 

Under Sanders, The Post opined, “The principal function of a press secretary—representing the White House in media briefings—all but ceased to exist.”

Led by her boss’ example, Sanders energetically eschewed formal media interaction, preferring brief “gaggles” that happened when and where she wanted. When compelled to engage, Sanders played a savvy shell game, shrewdly redirecting reporters’ attention by pushing back on their questions, publicly embarrassing them, and threatening to revoke their access.

Sanders’ lack of accessibility and controlled interactions generated a smokescreen within which POTUS operated. Deftly diverting, distracting and discounting the media whom she was supposed to serve, the smooth-talking Southern storyteller defined the narrative and dictated the pace of White House media relations.

If you have the stomach to strip away her dissembling, her smugness, her sarcasm, and her self-righteousness, you could concede that Sarah Sanders had a virtuoso performance as White House Spokesperson. She did precisely what the President required: Engaged in media machinations to alleviate his tribulations.

A Productive Day for this Public Relations Pro!

Professionally, today was a good day. Here's a recap, including some related thoughts on the flexibility, expertise and contacts a savvy public relations professional (in my opinion) needs to be successful.

This morning I attended a meeting I'd set up for a client with the editor of the local newspaper, The Auburn News. I returned home to check my email and was interrupted by the urgent trilling of my cell phone: It was another client, alerting me to an immediate opportunity to place him on national news. Later that afternoon, another client dropped by my office to discuss the work he required to support the launch of his new promotional brochure.

First, to the meeting with the editor of The Auburn News. My client picked me up and we drove about a half hour to our meeting. Getting a client in a confined space is truly valuable face time. In the enclosed space, sans prying eyes and ears, the client generally opens up to a degree you just don't get in a typical office or meeting venue. You also can talk about personal stuff, which in terms of strengthening a relationship is just as important as the business stuff.

Despite the fact that email is so prevalent and convenient, I believe there is no substitute for face to face meetings. This is especially vital when trying to build and strengthen relationships with local editors and reporters. My client runs a monthly column in The Auburn News; the owner of that paper also operates five other local papers in geographic areas my client is trying to penetrate.

During our fifteen minute discussion, we covered all of our objectives: Thank the editor for continuing to run the monthly column; position my client as an "expert source" for matters beyond (but related to) her area of expertise; and get contact information for the editors of the local papers in our target areas. We also had a collegial discussion about the role of community papers and saw photos of his recent wedding. In the PR world, productivity comes from personal, meaningful and mutually beneficial relationships.

Shortly after my client returned me to my office, my cell rang. Another client--this one owns and operates a business that trains corrections emergency response teams--breathlessly told me to turn on Fox News.

Fox was broadcasting live from the Waupun Correctional Facility in Wisconsin, where an inmate had taken a staff member hostage. Normally these types of incidents don't make the national news--corrections administrators prefer to keep things quiet and resolve these incidents quickly--so I realized we had a potential grand slam... if we acted decisively.

My client gave me the details (some of which came directly from his contacts in the facility), a number where I (or news media) could reach him, and I started calling. I called a buddy of mine who works for Fox in the midwest; he referred me to his contact in the news room. I called the news room, gave them a 30-second pitch on who my client was and why he was qualified to speak on the hostage crisis in Wisconsin, and gave the assignment editor my client's URL and direct contact number.

At the same time, I was drafting talking points for my client--he's not yet very media savvy and I needed to craft concise, direct and factual messages for him to use when speaking with reporters.

I also called a few news radio stations in Wisconsin, knowing that they were covering the incident (because I'd checked out their websites before I called). New PR pros, note: ALWAYS do your due diligence, even if it's five or ten minutes. You need to make sure in the very least that you know some rudimentary facts about your target media outlet. Don't sacrifice facts at the altar of alacrity.

Within a half hour I my client was on standby for Fox News national and had completed two interviews with Wisconsin radio stations. As it turns out, his spot on Fox got bumped for coverage of the earthquake in Chile and OJ's hearing (will OJ just please go away?!), but my client is now in their database and on Fox's radar screen. My client called and couldn't stop thanking me for my quick and decisive action.

Still flying from that PR success, I met later in the day with another client--this one in the hospitality industry--to review and finalize content I'd developed for his promotional/informational brochure. It's a stunning piece and the content was not as compelling as he--or I--need it to be.

Setting my ego aside, I worked with him over an hour to tighten the copy, suggest some changes to the design that would complement the new content, and then had a conference call with our designer to make sure he understood the changes. The promotional piece is stunning--one of the most attractive pieces I've worked on thus far in my career--and I can't wait to get copies for my ever-growing portfolio.

All that done, I went to the post office to mail some stuff and to the library to return and withdraw some books. I then returned home to make dinner for the wife, who isn't feeling well today. Now it's almost tomorrow and I look back on this highly productive day, pleased that I was able to serve my clients so productively and effectively.