Fundraising

A problem of the heart

Allison Fine, one of a dozen or so excellent nonprofit experts I follow regularly, posted an article yesterday asking why it is that giving has been essentially flat for 40 years at 2% of GDP. The occasion of her post was the publication by Blackbaud of a whitepaper entitled Growing Philanthropy. It is a meaty report, with 32 recommendations for nonprofits about how to increase overall giving. There is a lot of substance there, and yet I fear its size will inspire more people put it on their “I should read this” pile than actually read it.

It is also rather academic, and as such while I think it adds to the dialogue I’m not sure it describes the whole solution, or even identifies the entire problem. The problem cannot just be solved with best practices and organizational efficiency. We need passionate calls to action to the many who are not yet involved, and passionate encouragement for further engagement to those that already are.

Taking a step back for a moment, the concept that giving is consistent as a percentage of GDP is a Big Idea in capital letters. Once you get your head around it, you realize you have found one of the core dynamics shaping the entire nonprofit system. It is surprising not only for its 40-year consistency, but more notably for the fact that most nonprofit leaders seem to be completely unaware of it. I am constantly struck but how few nonprofit executives, development professionals, and marketers will acknowledge that giving is pegged to GDP. The few who do know seem to think (or hope) that their own organizations exist outside of this reality. 

Giving USA has been tracking this for years and years. About five years ago – prior to banking explosions but well into early signs of recession – I wrote several position papers on this topic for our clients at Event 360. If giving is constant as a percentage of GDP, it stands to reason that dollar giving will go up in times of growth – and unfortunately, will decline in times of recession. That is exactly what happened, of course; but even organizations which saw the recession coming were unprepared for the drop in giving. 

The more pressing question, as Allison points out, is not “does the dynamic exist” but “why does it exist, and how can we change it?” My own experience with very large peer-to-peer programs has probably colored my view – but I will say that we consistently find it is easier to get people who are already giving to give more than it is to get people who haven’t done anything to make the first gift. My sense is that this same truism operates at a system-wide level in the whole nonprofit space. 

More to the point, after twenty years in the space I’m not sure that we’ve gotten any better at getting the large numbers of people who do not donate a thing to get involved. And before I go further: My last sentence references another Big Idea that those of us who live and breathe charity tend to forget. We are surrounded by giving and so we forget that large numbers of people do not give at all. A Harris Interactive poll conducted late last year found that only 12% of people admit to not giving at all. Well, that doesn’t sound so bad! But ominously, the same poll found that only about a quarter of people felt “some responsibility to improve the world they live in.” Wow. (Further, we tend to forget that of individuals who do give, over a third of that giving come from and goes to religious organizations – the only organizations I’ve run across which have integrated a recurring, weekly, in-person, experiential ask into their mission. They ask in the pews, every Sunday.)

In any case, my point is that I think we’ve gotten a lot better at activating those who are charitable, but not any better at inspiring new charitableness. When one-quarter is literally carrying the weight of the world, we’ve got a big challenge on our hands. Improving effectiveness with social media, making better investment decisions, providing better training, and sharing workable solutions are all important. But this is a problem of the heart as much as the head. We need to make giving more accessible and less tedious, and as amazing as it may sound, we need to do more to not only emphasize this cause or that but to convey the obligation, transcendence, and joy of giving itself.

How To Choose An Event Fundraising Consultant

Over my career, I’ve often been asked by potential clients for advice on how to pick the best event fundraising consultant. Initially, the question left me a bit bemused – after all, as the President and CEO of an event fundraising company myself, I could hardly be called an impartial observer! Well, let’s see… um, pick me!

But I have grown to understand the question. As event fundraising programs have become more successful, they have become a more important part of a nonprofit’s fundraising portfolio. This importance means many groups are looking for clearer guideposts. And, with increasing success comes increasing competition – more and more groups are entering the space, and there’s a need for a better roadmap. 

Here are a few suggestions. 

  • Area of Focus. Does the firm focus specifically on event fundraising in the nonprofit space? Many marketing and event production firms occasionally dip their toe into event fundraising. These forays seldom work. Producing concerts, competitive races, or product launches is often impressive and complicated work – but it isn’t event fundraising. Event fundraising is a specific discipline that involves creating an impactful experience to reflect an organization’s mission and coupling it with an effective, directed ask for support. It is one thing to create a fun event to sell a new product that someone may want or need; it is something altogether different to create a moving experience that convinces someone to contribute money out of generosity and empathy. Look for a firm with specific competency and experience in coupling event production with fundraising; this means experience not only in traditional marketing, but also in traditional fundraising practices as well. A good event fundraising firm understands the development pyramid and can speak to issues like donor retention and donor migration.
  • Professional Affiliations and Certifications. Following from the above, a legitimate event fundraising firm will have affiliations to prove it. Is the firm (and its principals) a member of AFP? APRA? The Giving Institute? And, has the staff spent time studying the discipline? Many of our consultants have or are pursuing certifications from the Fundraising School at the Center of Philanthropy at Indiana University. Similarly, we ask our project managers to pursue PMP certifications. 
  • Industry Familiarity. Here’s a quick litmus test: What magazines are sitting on the waiting room coffee table? Do you see the latest issues of The Chronicle of Philanthropy, the Stanford Social Innovation Review, and the Journal of the Nonprofit DMA Foundation? Or do you see AdWeek and Fast Company? There’s nothing wrong with the latter two publications – I read both of them, plus Fortune, the Harvard Business Review, and many others. But I spend a lot of time learning about the nonprofit space.
  • Methodology. Can the consultant tell you how they will approach their work? What is their process, and how is it monitored? What tools and frameworks do they use, and have those been reviewed by peers in a public setting, or are they proprietary? My experience is that there is little in the space that is actually proprietary; almost everything is derivative. I mean that in a good way. The most effective tools, methods, and approaches are adapted and improved from earlier, tested work. Event fundraising, at its core, is fundraising, and there are many proven tools and approaches that have been tested, published, and refined.
  • Fees. As you begin to talk with a firm, do not hesitate to discuss fee structure right up front. In fact, doing so can save you much consternation later. 
    • How much? A good event fundraising firm will be able to tell you a range for their fees, and be willing to refer you to another group if your needs do not match their usual profile (more on that below). 
    • Flat or proportionate? It is against the AFP Code of Ethics, as well as any sense of professional integrity as a fundraiser, to base compensation on a percentage of the amount of money raised. As more firms enter into event fundraising, I’ve noticed that this line is getting blurred. Per capita structures that are based on the number of participants who attend or the number of web hits received are just cloaked percentage structures. It is tempting to believe that such structures “align incentives”; what they really do is give a firm a reason to overcharge you if they simply do their job, and a reason to ignore you if a program doesn’t take off. A real event fundraising firm is going to say, “This is our fee.” It should be a number, period. If you have to break out a calculator to understand the fee, it might be time to end the meeting. 
    • How are participant registration fees treated? Do you get them? Some events, particularly athletic events, charge participants a registration fee in addition to required fundraising. These registration fees are your money, not the consultant’s. Sadly, with the rise of pseudo-charitable events that give a “portion” of their income to charity, this wall is eroding. An event in which you receive a portion of the net and none of the registration income is a cause-marketing relationship, not a fundraising effort. On that note: Accountants differ in what they will allow regarding treatment of these fees. I have seen some count them as donation income, and others that are violently opposed to that accounting treatment and instead treat participant registration fees as an offset to expenses. In either case, registration fees from participants should be part of the nonprofit’s income, not the income of the event fundraising firm. And if you are actually paying for the registration fees yourself… take a closer look. 
    • Are there performance bonuses involved? In some cases, firms will ask for a performance bonus upon attaining some level of achievement. We don’t usually structure our engagements in this way, but it is somewhat common. Such bonuses are not unethical (as long as they aren’t based on percentages), but can be abused. Make sure the performance in question is actually the performance you want to reward.
  • Projections. Once you get further down the road and begin talking about specifics of an event, you may see some registration and income projections. Here are a few things to watch for.
    • Did you pay for the income projections? A good event fundraising firm, like any good fundraising firm, will be very wary of giving you income projections without first being engaged (that is, hired) as part of a defined, focused feasibility effort. Yes, that means a commitment on your part – but it ensures you substantiated, researched work. Be wary of income projections that float into your office free of charge. 
    • Are they intuitively realistic? I’ve seen concept projections that show first-year events generating thousands and thousands of participants. Does that seem right to you? Would you believe it if a major giving firm told you that you could generate thousands of major donors in one year starting from a full stop? A good firm will show a growth rate, and more sophisticated firms like Event 360 will show you sensitivity analysis with a range of outcomes and risks attached to them. Just like direct mail efforts, some programs might take several years to generate net income. If you see big numbers promised and an equally big page of disclaimers in small print, it is time to ask a few more questions. 
    • Does it promise money from nothing? No effort works without capital. While most event fundraising programs become self-funding, they never start that way. How much up-front funding is required? 
  • Intellectual Property. How will intellectual property be treated? A reputable event fundraising firm will likely retain rights to specific models and intellectual frameworks, but will happily tell you, at the outset, that the rest of their work is work for hire and that you will own the event marks, iconography, collateral, and tools. 
  • Expenses. How will expenses be treated? When you get into budget specifics, make sure you bring your finance team into the room. Again, some of these questions are worth asking right at the outset. 
    • Who pays the vendors? There are two models we use in our projects, and the model we use depends entirely on the wishes of each particular client. In one model, we pay vendors directly and submit full documentation for reimbursement; in the second, we manage the relationships but the client’s own accounting group pays vendors directly. Either works, and a good event fundraising firm won’t have any skin in that game. The documentation you receive should be very thorough either way. 
    • What approvals do you have? Regardless of whose logo is on the checks, the nonprofit should have full rights to approve all expenses (above petty cash amounts) before they are incurred. Is the firm willing to grant you contractual rights to this oversight?
    • Are you allowed to use your preferred vendors? There are times when my firm may have a special pricing relationship with a vendor, in which case we would strongly suggest that a client use one vendor over another. But those cases are few and far between. In all things, from catering to marketing services to software, you should have a large say in the decisions and, if you so desire, make sure your event fundraising firm is willing to issue competitive RFPs for the subcontractors it uses. 
  • References. I’ll end with one you probably already know, but is worth repeating – a good event fundraising firm will have many performance references.
    • Are they willing to furnish names of people you can actually speak with? When you do speak with the references, make sure to ask not only about performance but relationship. What was the firm like to work with?
    • Are the references recent? In fundraising, we’re only as good as our last initiative. It is great to get the story of what happened five or ten years ago, but what is the firm doing now?
    • Is the firm willing to tell you what didn’t work? Everyone has failures, and unfortunately in fundraising not all initiatives are successful. Be wary of firms that don’t have any mistakes they can tell you about. Can you speak with clients for whom the firm’s work didn’t pan out? Can the firm’s team tell you what they learned, and how their latest work is different?

I hope this list helps. I’ve been excited to see the growth in the event fundraising space over the last 20 years. There are more participants, donors, and nonprofits interested than ever before, and they are creating some great experiences with the help of event fundraising firms like mine. 

And perhaps that leads to my last piece of advice: There are a number of great event fundraising firms out there, and none of them do everything. I feel strongly that my team at Event 360 is the one of the brightest and most passionate you’ll ever meet. But I also know of – or actually personally know – most of  the other folks in the space, and like Event 360, each of them do some things really well. Jack Hudson at OP-3, Brian Pendleton at CauseForce, Steve Biondolillo of Biondolillo Associates, Billy Starr at Pan-Mass Challenge, Craig Miller at MZA, Dave McGillivray at DMSE Sports – all are great professionals who have made and continue to make a huge impact for nonprofits across the country. 

There is a lot of good advice out there. When you hear someone tell you they are the first, the best, and the only, it might be time to look for a second opinion.  

Incomparable

Incomparable: It’s a big word. Yet I had two great experiences in Boston last week which both deserve it:

1. A tour through the new Yawkey Center for Cancer Care at Dana-Farber, which houses among other wonderful things an incredible (an incredibly moving) gene wall. It is basically an experiential rendering of their progress in gene therapy. Not-so-great picture to the left. What an incredible institution.

2. While in the city, I met the incomparable Aubrey Barr, who has been running the NYC Marathon as a fundraiser for Memorial Sloan-Kettering for over 20 years and has personally raised over $500,000. Aubrey and I were recently introduced and are doing a presentation together at the Nonprofit DMA Conference in August. It was inspiring to meet with her. 

It’s likely that many of the people I work with every day of my life would be considered “incomparable” to others. Boston was a reminder of that, and I’m grateful. 

Your Part Matters

Hello friends, I hope this finds you well.

Will you make a donation to support me in the fight against cancer?

Wait! Before you leave the page, or put off a decision until later, allow me to take two minutes of your time to tell you what I’m doing, and why.

I’m walking this October in the San Francisco Susan G. Komen 3-Day for the Cure. It is a three day, sixty mile walk through the rather significant hills of the Bay Area. I’m doing it with thousands of others to help raise millions of dollars for the fight against cancer. I’ve started my training and I’m walking daily hoping that the dunes of Michiana are at least a decent representation of the Santa Cruz Mountains.

You probably know that the fight against cancer has been both a personal and professional passion of mine for years. In 1999, my mother died of cancer. It was a pivotal event in my life, there’s no doubt about it. Her death left my family with lots of questions and a drive to help find a cure. 

For over ten years I’ve dedicated my business and my life to achieving that goal. My company has helped produced dozens and dozens of events that have raised hundreds millions of dollars for the fight against cancer.

But this past fall, the fight became intimate for me again when my father was unexpectedly killed. His untimely death brought back all of the questions, the anger, and the uncertainty I felt over a decade ago. None of us think we need a reminder about the fragility of life. And yet, when I received such a reminder, I realized how naïve I had grown. 

We live in a world that increasingly feels to move without regard to our actions. We are told the economy is beyond us; that conflict will continue regardless of our motives; that in our future is an emptying world. It is easy to simply stay put, to let the world revolve and take us with it, to decide that our part doesn’t matter.

My father’s death was a reminder that our part DOES matter. Perhaps if enough of us just realized that our efforts make a difference, we’d see a difference being made. Perhaps if enough of us started moving the right way, we’d be able to take the world in the direction we want it to go.

My participation in the Komen 3-Day for the Cure is one way of getting myself moving. The event raises critical funds in the fight against breast cancer funds that are used not only for care of the sick, but for research that is absolutely needed to prevent more men and women from losing their lives to cancer. 

It is simply not acceptable to me that my children think of my mother as an abstract concept. They have no memories of hugs, or smells of oatmeal cookies, of the scent of her perfume. It is neither acceptable to me that my four-year-old daughter, nearly every night, says as I put her to sleep, “Wouldn’t it be great if there were no heaven, so no one would leave us?” These are not the thoughts my parents would have wanted for their grandchildren. 

My hope is that my participation in this event will also impact my children’s memories of their grandparents. My hope is that my children will someday say, “my grandparents inspired my dad to make a difference.”

I hope you will support me by clicking the link at the top left and donating an amount commensurate to the journey I’m making. I promise I’ll keep you updated on every mile, every dollar, and every blister that brings us closer to the world we all want to create.

In any case, thank you. I know it is not easy to read these fundraising letters. I know we all get too many of them and that makes them hard for me to write, too. 

But I’ve learned that it is easier to write a fundraising letter than it is to write a eulogy. 

Thank you. Your part matters.

Best wishes,

Jeff

Homer Simpson for Nonprofits

I’m pleased to pass on that Event 360 has partnered with Network for Good and Sea Change Strategies to sponsor a new eBook, Homer Simpson for Nonprofits: The Truth about How People Really Think and What It Means for Promoting Your Cause.

This guide covers the basics of behavioral economics and how you can use these principles to craft more effective messages that will win the hearts and minds of your audience.

Some of the ideas:

  • Small, not big - The bigger the scale of what you’re communicating, the smaller the impact on your audience
  • Hopeful, not hopeless - People tend to act on what they believe they can change—If your problem seems intractable, enormous and endless, people won’t be motivated to help
  • Peer pressure still works (Nope, it doesn’t end after high school) - People are more likely to do something if they know other people like them are doing it. 

You can download the eBook here.

Independent Events

One of the more interesting trends in the event fundraising space is the rise of third-party events — that is, events to benefit an organization that are managed outside of the organization itself. Such events, born from an increasingly self-motivated constituency, have attractive benefits. For one, their cost is relatively low. Perhaps more importantly, they can provide a truly donor-directed experience, in that the initiatives are created and managed by the donor participants themselves.

However, such programs have large potential pitfalls — lack of control, data collection challenges, difficulty in oversight and evaluation, and possible negative brand exposure to name a few of the largest. 

My colleagues at Event 360 recently teamed up with Blackbaud to research and document some of the best practices in this emerging field. The resulting whitepaper makes for an interesting read, and a good primer to how to get some of the basics in place so that you enjoy the benefits rather than suffer the headaches. 

I invite you to download it here

From Awareness to Fundraising

One of the primary relationships in event fundraising is the link between participants and donations. In general, the more participants a program has, the more donations it should raise. This is because participants bring in donors, and donors give donations – and so as participants increase, the overall fundraising should increase as well.

However, although this is a primary mathematical relationship, it is also the number one challenge facing most nonprofit organizations. Simply put, many fundraising events underperform – not because of a lack of participants, but because the participants do not fundraise. In almost every engagement we manage, therefore, we find that at least part of our task is to take an event that has successfully created awareness and help our client transform it into a successful fundraising program.

Do your events raise awareness, but no money? Are you struggling to turn participants into fundraisers? The good news is that you can impact these results. From our work, we have identified four key steps to transform an event from a gathering of people into an effective fundraising program:

  • A well-articulated ask;
  • A segmented participant base;
  • A customized communication plan targeted to the segments; and
  • A management culture that supports fundraising.

I’ve recently written a free white-paper outlining these steps in a bit more detail. I invite you to download it here.

Remember that attendance doesn’t fuel the programs that change the world — revenue does. Best wishes and good luck!

 

The Importance of Focus

This past week I had the opportunity to lead a webinar for the Run-Walk-Ride Fundraising Council, an organization designed to support fundraising professionals who focus on athletic fundraising.

The title of the presentation was “Doing More With Less” — and not surprisingly, given the difficult economic climate, a number of nonprofit professionals came on the call hoping to find ways to stretch, pull, and tweeze their dollars.

I opened the presentation by sharing the brutal fact that if we define “doing more with less” as literally increasing activity with fewer resources, we’re in for disappointment. It can’t be done; the immutable laws of physics will get in the way. Unfortunately, we cannot create something out of nothing.

However, if we define “doing more with less” as creating better results with fewer resources, then at least have a fighting chance of accomplishing something. More than a fighting chance, actually, because in my experience a great deal of fundraising activity does little more than occupy our time, while the true results come from a few key areas — specific groups of people, specific messages, specific appeals, and so forth.

The real key to thriving in times like these is not to put on another pot of coffee and double the number of hours you and your team are logging. The key is focus. Focusing on the donors, participants, tools, and areas that bring in the results requires an ability to identify those key areas, a willingness to redirect efforts to them, and a discipline to let other activities go. 

Focus is the watchword for fundraising in a difficult climate, and the organizations that understand that are not only coping well with the recession, they are well preparing themselves for the good times ahead. 

For more information and to listen to the entire webinar, click here. (For access to the slides referenced in the presentation, click here.) 

On Charity

 

The following post is an article I wrote several years ago for “The Magazine of Sigma Chi.” The idea of trying to write an article about charity that wasn’t preachy or overly moralistic appealed to me, as did the chance to politely remind a group of society’s most fortunate members about their obligations.

I’ve always been proud of this article, and though I’ve gone through a company and career change since writing it, it still reflects my best thoughts on this subject.

Incidentally, about a year after writing it, I found out the article won a first-place editorial award from the College Fraternity Editor’s Association. I received a paper certificate with my last name spelled wrong. There you have it!



It’s 5:30 in the morning and I’m driving through the fog on Wilshire Boulevard. I’m dragging myself to the gym for some much-needed exercise. It’s a short drive, but ever since my son was born in September, these drives have been few and far between. In southern California, one never has to contend with cold mornings – but in Santa Monica, where I live, the ocean breeze blows off the bay during the night and carries in the clouds from the sea. Most days, the fog conspires with my alarm clock to deter me from the trip. At 5:30, it is a victory just to be moving in the right direction. I glide my car through the haze with a sleepy sense of purpose.

I park at the Third Street Promenade, an outdoor mall near the ocean. Even draped in fog, the Promenade is a testament to the abundance of Santa Monica. The clean brick walks are lit by storefront lights shining from the uniformly polished windows of Banana Republic, Pottery Barn, Restoration Hardware, Abercrombie & Fitch. A Barnes & Noble, containing the requisite Starbucks, is just opening; a line of coffee drinkers, shrouded in mist, shuffles inside.

I read the windows as I go past: You Saw the Movie, Now Read the Book. The Look that Started a Sensation. New for Spring – Today’s Pastels. Blue Capri Pants are Inside! The signs are crisp and clear, framed in new glass and tile.

Sleeping in almost every doorway is a person in a dirty blanket.

One man has a collection of soda cups, many half-full with brown liquid. Turned on its side behind them is an instrument of the person’s work, provider of what little bounty exists around him: A hand-lettered sign reading, “Looking for work, or whatever you can offer.” His sign is neither crisp nor clear. It is black magic marker on cardboard. He’s tied a bundle of clothes in a paper bag to his ankle, precious possessions kept closely guarded. He barely moves as I walk past.

He is sleeping in front of a jeans store. A huge banner in the store window says, “Get Lucky Here.”

It is 5:30, and I am feeling triumphant that I roused myself to go to the athletic club. I walk past the man and head into the gym.

——

I work for a fundraising company. We produce large-scale events that raise millions of dollars for charity. Sometimes we net $6 million in one weekend. It is a small irony of modern life that someone like me can get paid money to convince someone like you to donate your own. In a country where anyone can grow up to be anything, I get paid to raise money.

My boss, Dan, is a dynamic, visionary man who carries his idealism like a club. He is prone to dramatic statements and unabashed advocacy for the disadvantaged. He likes to challenge people.

About Santa Monica, he loves to say, “Los Angeles is the wealth capital of America. It is also the poverty capital of America.” Statistically, he’s not correct: According to the 2000 U.S. Census, there are a dozens of cities with higher poverty rates than Los Angeles.

But it only takes one look at three people sharing a torn blanket under a J. Crew awning to see that his sentiment, at least, is right on target. In ten square miles in Los Angeles you can travel from Watts in South Central to Beverly Hills. Boyz in the Hood to the Fresh Prince of Bel Air in 15 minutes. The continuum of wealth to poverty is striking.

Just what constitutes “poverty” is up for debate. According to the U.S. Government, in 2002 if you are a family of four and make over $18,100 a year, you are not poor. $18,100 for four people. That’s $4,525 a person. A year. At almost every Sig chapter, $4,525 doesn’t pay for a semester of tuition. According to the National Education Association, the average undergraduate tuition plus room and board in the United States is almost $12,000. For the 31 million people in the United States living in poverty, this amount represents at least two-thirds of the money they see in an entire year.

Dan has always had a particular affinity for helping the poor. This past year, he created an event designed to raise money for impoverished Angelenos. Called “the Weekend to End Poverty,” it was going to be a two-day, 26-mile walk through the best and worst parts of the city. We had planned to raise several million dollars for local community empowerment programs.

In a week of advertising the event, we received over 3,000 phone calls from interested participants. But we had to cancel the walk. It turns out that most of the callers didn’t want to raise money for the poor. It turns out that they were poor themselves – and were calling to see if we could help them.

——

Long before I worked in Los Angeles, I worked at a familiar address: 1714 Hinman Avenue. I worked at the Sigma Chi Headquarters, my first job, my first love, my first testing ground for everything I believed in and believed I wanted to be. The environment, the people, and the building had the same sense of unabashed idealism I see in my current company, but it was more raw in some way. Less polished. I mean that as a compliment.

During my first year I was an Assistant Executive Secretary. (Nowadays we call them Leadership Consultants.) I traveled around for three weeks a stint, visiting Sig chapters and preaching the good word.

On those trips I learned my first lesson of business: As soon as you finish any business trip, fill out your expense report. Get your money back. Get what you have coming to you.

The Sig expense report was a bit different, though. Some ingenious Manager of Operations – I think it was Ron Lewis – had added an extra line under the total. It was a line where you could declare your expenses as a donation to the Foundation. In other words, you could fill out the report, attach your receipts, and then declare that you didn’t want to be reimbursed. Financially, the effect was the same as a donating money. The line’s presence on the expense form was a small, if not subtle, suggestion of generosity.

Most trips I ignored it.

However, one week I was submitting a small expense – $10 for taxi fare, or something of the sort – and I decided that the Foundation needed the $10 more than I did. I wrote the $10 off as a gift and submitted the report, as much to see what would happen as anything else. After a moment I didn’t think anything of it.

About a week or two later I came to my desk and sitting there was a crisp, clean envelope bearing the eagle and shield of the Sigma Chi Crest. Inside was an equally crisp letter from Boz Prichard, the then-President of the Sigma Chi Foundation. Boz was a curmudgeon through and through, cranky and grumpy and salty. The word among A.E.S.s was that you didn’t try to talk with him until you had both had at least one cup of coffee. He was quite a character. Naturally, we all loved him for it. Getting a note from Boz was a big deal.

His letter was simple. It said, “Thank you for your generous donation to the Sigma Chi Foundation. Your efforts to support your fellow brothers are a tribute to the White Cross of Sigma Chi.”

I figured it was a joke. Good old Boz! I leaned into his office to tease him in return.

“Boz, it was only $10,” I said. “You can’t be serious. Damn, the letterhead alone probably cost you $2! You probably spent more thanking me than I gave you.”

I was surprised to see a thoughtful look on his face.

“What is important, especially for a young man your age, is to make giving, to make kindness towards others, to make these things a habit – to make them part of your normal way of acting and doing,” he said.

“The $10 is meaningful because it is your first step out of your youth. $10 is your first deposit towards being a more selfless person.”

——

I am not thinking about Boz’s words at all, however, as I look over a stack of mail after work. I thumb through a small mass of bills. Everyone wants money. At the end of the pile is a package from our church, St. Monica’s.

My wife had been feeling spiritually wanting and much to her credit sought out and was confirmed in a church. In one six-month period she did more spiritual searching than I have done in over thirty years. My part in the process was to support her by attending Mass and trying to be less cynical about religion.

Our church has a yearly envelope program. You commit in advance to a weekly donation – and they send you a pre-printed envelope that you are supposed to either mail to the church or drop in the basket at Mass. Our envelopes have just arrived, and as I look at them next to phone, gas, cable, and medical bills, I am regretting that I committed us to giving so much money to the church. I look for ways to justify a lower donation. Just for this week.

I turn to my wife. “I wasn’t expecting that we’d still be getting medical bills this far after the baby was born.” I leave that trailing in the air, hoping she’ll pick up on what I’m saying.

She immediately does, and I immediately wish she hadn’t. “I already mailed in our donation to St. Monica’s for the month. We’re covered.” I mumble something about “That’s not what I meant” and flop onto the couch.

The next Sunday we’re at church. During Catholic Mass, as during many religious services, there is a point in time where an offering is made, and church members are asked to participate with their own donation. A religious passing of the hat.

There is a strange and intimate peer pressure in the process. The basket is passed from person to person. Each one tries to avoid looking at the donation made by the person next to them; each tries to avoid judging the other’s donation, or feeling magnanimous about their own. Each tries to politely look away if someone passes the basket without putting any money in.

A man in a suit next to me puts in a check. I can read the amount. It’s $100. He passes it to me with a smile, no hint of judgment on his face. I hand it off to the person next me without putting anything in. I can feel my face turning red, so I turn to the man in the suit and whisper, “We mailed in our offering.” He looks at me oddly.

As we leave, my wife is laughing. She says to me, “Why did you feel like you needed to explain our contribution to the couple next to us?”

I am annoyed with the question. I am annoyed because I don’t have an answer.

——

The word “charity” comes from the Latin word “caritas.” “Caritas” is translated literally as “love.” The King James Bible, translated from Greek versions, uses the word “charity” and “love” essentially interchangeably – for some reason, the original translators used two alternate translations of the same Greek word, “agape.”

In its original definition, charity is love made visible. Simply, the giving of oneself without expecting anything in return.

Over hundreds of years “charity” has picked up other connotations. It has a note of piousness to it: Doing something noble to help those less fortunate. And more subtly, the word has a tinge of superiority in it: Doing something noble to help those unable to help themselves. At its worst, the word is condescending and patronizing: “I don’t need your charity.”

In its superiority, in its piousness, charity for a long while became inaccessible to me. It became something that I relegated to the top shelf of Obligation. I should be help my wife with the dishes. I should call my dad when I say I will. I should give more money to charity. Charity was high on the list of things I thought I “should” do – and thus low on the list of things I thought I could do.

I remember feeling this intently in college. In my senior year I served as Pro Consul. I remember huddling with the other chapter officers at the beginning of the year. We had come back from Leadership Training Workshop and were full of ideas. We were committed to the idea of winning the Peterson Significant Chapter Award. We unstapled the six or seven page application and spread out the pages in front of us.

We began to tick of the things we needed to do to win. Submit Pledge Program. Evidence compliance with the Sigma Chi Alcohol Policy. Complete two service projects each semester.

Charity we added to the list of items we “had” to complete. We engaged in our service projects dutifully, if not enthusiastically; and though we always got something out of participation, the projects were a means to an end. We missed the chance to make each an end in itself.

After college, every graduate starts to make a living, and for me at least, ironically, with a steady paycheck charity became even more inaccessible. It became a series of responses to bulk mail solicitations. How much should I donate to the World Wildlife Fund? Is $30 enough? What if I renew my membership to the local NPR station? Is that charity?

If charity is love, rather than obligation; if charity is action, rather than response; if charity is a pursuit, than maybe there is more to it than a series of donations. Maybe one can be charitable without a self-addressed stamped envelope.

Maybe I had only half-understood what Boz meant. Perhaps he wasn’t telling me that every check, no matter how small, matters. Perhaps he was telling me that the check is the least important part.

——

One of the harshest realities of my job is that there is always demand. What I mean is: There are always people who need help.

You start by trying to learn the statistics. Usually, the numbers are daunting no matter what the issue. This year, 200,000 men will be diagnosed with prostate cancer, and over 40,000 will die from this disease. Twenty-one percent of the adult population of the United States (approximately 44 million people) read only at a first grade level. 4.2 million adults and children in South Africa live with HIV/AIDS; it is estimated that half of all young people in South Africa will die of AIDS in the absence of a vaccine. There are approximately 11.6 million children living in poverty in the U.S.

Statistics quickly become incomprehensible, and thus meaningless. What does “44 million people” mean? At a practical level, nothing. The numbers are so big that they have no effect.

So when you raise money you try to personalize things for people. Take children living in poverty. It is useless to talk about the 11.6 million children living in poverty. That number does not move people to action. In fact, some people will think about it and say, “11.6 million – in the scheme of things, that’s not that many, is it?”

Instead, a fundraiser will frame the issue like this: Think of six children you know in your life. Now decide which one of them you would sentence to living in poverty, because in America, on average, one out of six children grows up in poverty. If you had to choose, which of the six children you know would it be?

You have to get people to place their own friends and families in the situation. You have to make it real for them.

It is not always an easy. Consider this: There are 3 million women in America living with breast cancer (1 million of those don’t know it). Half will die within 20 years; about 40,000 people a year. Statistically, 40,000 people a year doesn’t seem to be that many. What’s 40,000 people a year in a country of 250 million people? It is a little over one one hundredth of one percent. It’s nothing.

Except the problem is, that one one hundredth of one percent still represents 40,000 people. Dead.

——

One of the major events my company produces is a three-day, sixty mile walk to benefit breast cancer treatment. We’ll produce thirteen of them around the country in 2002. We create a mobile city that moves with the walkers, and we support them with extensive pit and route support. Walking sixty miles in three days is not easy. It is a huge athletic feat, but for most of our walkers, the physical challenge is not the attraction.

I am reminded of this on a spring Saturday in Dallas, Texas. It is the second day of one of our three-day events. About 2,500 walkers walked 22 miles on Friday, and they have woken facing another 19 miles today. On the second day, the physical price of the first day makes walking much more challenging.

I am standing at the lunch pit stop, about halfway through the route. A woman is in the medical tent, sobbing. She missed the first day of the event, and in her vigor to compensate she has overextended herself. She has mild dehydration and has just been told by my medical crew that she is unfit to continue. She will be transported by ambulance to the camp, where she will be either monitored in our field hospital or, if her condition worsens, transported to a local emergency room. She is heartbroken.

I sit down on the cot next to her. She is wearing a visor that says, “Walking 4-a-breast.” Her face is flushed; her hair is sweaty. Around her neck hangs a picture of a young woman.

“I have to keep walking,” she says. I tell her in the kindest way possible that the decisions of our medical staff are binding and final.

“You don’t understand,” she says. She holds up the picture. “This is my sister. She has breast cancer. She’s the reason I’m here, and the reason I missed yesterday.”

I’m sure I look puzzled. She breaks down in full tears.

“I missed yesterday because yesterday I buried her.”

If every person in America had talked with the woman in that medical tent, we would have a cure for breast cancer in about a week.

——

I am not sure how it all works. I do know that people give to causes that move their souls. I am not sure how to move them.

I am not sure why I write checks to organizations that send me a pre-printed bulk letter, yet I never volunteer at the local YMCA four blocks away from my house.

What I do know is that I have many more opportunities to be charitable than I think. They present themselves at every turn. I can choose to let the person cut in front of me on the freeway; I don’t have to move ahead of them so I can be one car closer to home. I can choose to be polite to my wife, because she probably has had a harder day than I have. I can choose to talk with a homeless person on the street, and give them the money in my wallet. I can choose to believe the person will spend it wisely.

I don’t know why sometimes I choose to do those things, and sometimes I don’t.

——

It is near the end of September. I am holding my two-week old son as I watch television. He was born on September 13, two days after the terrorist attacks. We watched CNN on the 11th while we were in labor. Two weeks later, the world has begun an attempt to return to normal, and with it my son has decided that he finally wants to start sleeping. I’m not going to disturb him for the life of me.

A telethon comes on. It is raising money for the families of the victims killed in the World Trade Center. Maybe you watched it as well.

The phone is next to me. After the first song, I pick it up. My wife is nervous. “How much are you thinking?” I tell her $100. She nods.

The operator answers the phone, thanks me for my call, and asks me how much I would like to donate. I look at the television and think about planes crashing into buildings.

“$250,” I say. My wife looks at me, surprised. The operator sounds grateful, and begins taking my address and credit card information.

I look down at my son. We still have to get a crib, and a car seat. We’ve got a trip to Chicago coming up.

“I need to change my donation,” I say into the phone. “Make it $500.”

I hang up. I turn to my wife. She looks more than a bit concerned. She is trying to figure in her head how much we’ll need to borrow to avoid bouncing our rent check.

I look at my son. He is sleeping unawares. He is perfect. “We’ll make it work,” I say.

——

I am pretty sure that $500 is only numerically five times more than $100. It isn’t five times better morally. It isn’t five times more profound ethically. I am not more likely to have a peaceful afterlife because of $400. I have not earned four extra points on the cosmic scorecard.

Here’s the thing: As far as I can figure out, there isn’t a cosmic scorecard. There’s only a personal one. Ultimately, if this is a game, I am the only one who will know if I cheat.

What I do know that there is a line at which things become slightly difficult. On this side is comfort, on that side is challenge. I know that I feel safer on this side of the line – but better about myself on the far side. The passages across the line are marked with odd signs bearing uncomfortable words: Sacrifice. Selflessness. Kindness. Commitment. Perseverance. Devotion.

To get to the other side, the only prerequisite is movement. You have to start moving.

There is work to be done. There is need. There is injustice. There is inequity. There is a call to action. I decide if I answer the call.

We say, the world expects more of us than of other men. I am learning that that starts with what I expect of myself.

There is work to be done. I have to start moving.