The Importance of CRM Address Hygiene Upkeep

We, as marketers, are very reliant on our CRMs. Our fundraising strategy, campaign performance, and donor analytics are only as reliable as our trusted CRM data. The upkeep of this data is time-consuming and requires staffing resources and ongoing investment. However, forgoing the proper maintenance will cause long-term detriment to the entire marketing program and be a costly investment to correct. One of the most important yet simple upkeep items is keeping constituent address information up-to-date.

On average, 9.8% of people move each year and 31 million people moved in 2019. While many data vendors and mailshops can perform National Change of Address (NCOA) on your file prior to it being mailed, there is a limit on how long this remains sustainable if the data is never updated in the CRM. For instance, the USPS offers two types of NCOA products: 18-month and 48-month. Depending on which type of product the vendor has access to (most common is 18-month), determines how far back they can capture address changes.

Now, let’s assume the CRM isn’t updated with address changes, the vendor uses 18-month NCOA and the campaign mails at Marketing Mail rates (previously known as Standard Bulk Mail). If the address change was within 18-months, it will be captured by the vendor; if it is after 18-months, the vendor won’t capture the change and the USPS will deliver the piece to the address at which the constituent no longer lives. 

This can cause long-term compounded issues:
  • In all likelihood, this constituent will continue to be mailed at an incorrect address in Appeals/Renewals for the next 6-18 months. This is not only a front-end expense (print, production, and postage), but also a loss in donor engagement and further giving opportunity.
  • If this constituent is pulled into a Lapsed or Deep-Lapsed segmentation then the same issues will occur as in Appeals/Renewals (above) and that could go on for several more years.
    • This will also cause lower reactivation performance.
  • Donor analytics won’t necessarily be reliable as constituents may have only stopped giving because they were no longer receiving solicitations. Meaning, analysis numbers, such as donor retention, could be artificially lower than they should be.
  • Acquisition lists could overlap with active/lapsed donors because the active donor address is stale while Acquisition list data is consistently updated.
    • i.e.: If the same donor gives to an Acquisition campaign then the constituent will be added to the CRM which will cause duplicates (one record with a wrong address and one record with a valid address).
There are several proactive measures to keep the CRM address data up-to-date, all of which are ongoing maintenance options:
  • If your organization runs a quarterly Acquisition Program then it is likely that you are supplying the merge vendor with active, lapsed, and deep-lapsed donors to match against the outside lists. The merge vendor can return the house NCOA updates which can then be updated in the CRM.
  • An outside data vendor can run NCOA on the entire universe or a subset of the universe (active, lapsed, deep-lapsed) which can then be updated in the CRM. It is important to schedule these updates at least four times a year.
  • Some CRMs offer add-on address hygiene and change of address tools to keep addresses valid.
If the CRM is already out of date, there are several options to validate existing addresses and update those that have changed. This is a necessary step before the transition to one of the maintenance options listed above:
  • If the CRM universe has been NCOA’d in the past 48 months then using an outside data vendor to run NCOA 48-month will capture constituents who have moved within that window.
  • If the CRM universe has not been NCOA’d in the past 48 months then there are providers that offer a Proprietary Change of Address (PCOA) service. PCOA consists of address changes from outside sources such as: Utility Companies, Magazine Subscriptions, Credit Bureaus, Credit Card Companies, etc. Each provider has its own proprietary list and its retention-offering can range from 5-35 years. Most PCOA providers will also process NCOA 48-month at the same time.
    • PCOA can be an expensive service, mainly depending on total file quantity.
Once the CRM addresses have been updated then it is best to work towards isolating and merging duplicate constituents as there is a high chance duplicates have been created over time.

There are many other CRM data upkeep items that are just as important. Chapman Cubine Allen + Hussey will continue this series in 2021 to include items such as: deceased data appends, apartment appends, telephone appends, ECOA/eAppends, and demographic appends. If you would like help with your data processing needs, reach out to work with us. 

A difficult yet rewarding year.

$401,324,272.25.

That’s how much money Chapman Cubine Allen + Hussey helped our clients raise in 2020. The most ever in any of our firm’s 35 years.

2020 was an extremely difficult year for everyone … the pandemic and the life-threatening coronavirus … personal hardship in a topsy-turvy economy … massive unemployment … isolation and loneliness … a historically divisive political landscape … assaults upon civil liberties … and our electoral process.

But there was a silver lining. Despite the immense hardships faced in 2020, Americans united to support the causes that matter the most. 

Jim Hussey, Chair

In addition to raising more than $50 million to aid those impacted by the pandemic, and more than $36 million to support health-related institutions, including many that are addressing the coronavirus crisis, CCAH is especially proud of the role we played to defeat Donald Trump and elect Democrats up-and-down the ticket.

We helped the Democratic Party raise more than $166 million to elect President Joe Biden and Vice President Kamala Harris. Combined with our victories with the Clinton/Gore Campaign in 1996 and the Obama/Biden Campaign in 2012, this adds up to three successful presidential campaigns for CCAH President Kim Cubine and her team of highly seasoned political specialists. (It’s really five if you count Al Gore’s race in 2000 and Hillary Clinton’s campaign in 2016 … both of which won the popular vote.)

Other CCAH partners generated more than $50 million in the successful effort to retake the U.S. Senate, and an additional $15.6 million to elect more Democrats (especially women and people of color) to positions in the U.S. House of Representatives, and to state offices around the nation.

And during a year which saw the growing threat of racial intolerance gain the attention it has long deserved, CCAH was able to help its clients raise over $70 million for civil rights causes which … fought for the rights of all Americans to have their voices heard at the polls … and addressed the sickening rise of right wing intolerance, neo-Nazism, and antisemitism. We are also proud that CCAH raised $76.6 million for environmental and animal rights organizations, and other worthy advocacy causes.

None of this work would have been possible without the dedicated efforts of our more than 100 CCAH staff members, who operated from 14 states and persevered despite the difficulties posed by the pandemic and social distancing. Like the rest of the country, our employees left the office in mid-March of 2020 and coordinated all of these successful efforts from their homes without the benefit of office resources or face-to-face coordination with their co-workers. All of our partners and supervisors are incredibly grateful for their brilliant service and success. 

And their hard work will continue throughout 2021 as we look forward to the post-COVID era and continue to partner with amazing organizations to address the most important causes facing our nation.

Fundraising During This Time of Turmoil

In times of upheaval, it’s not unusual for a nonprofit organization or a political candidate to temporarily suspend their fundraising solicitations.

During my 35-year career, I have witnessed several events that triggered many nonprofit causes to take such action, including 9/11 and the beginning of the great recession in 2008. 

However, the year 2020 is prompting a reaction previously unseen within the fundraising industry.

Jim Hussey, Chairman

The coronavirus pandemic and the resulting economic downturn caused many organizations to suspend their fundraising campaigns in March. Unlike the fundraising suspensions in 2001 and 2008, these interruptions were … and for some continue to be … much longer.

Following the onset of the coronavirus crisis, the murder of George Floyd was the catalyst for a new wave of protests in cities from New York to Los Angeles and everywhere in between – another reason to reevaluate fundraising campaigns.

And 2020 is far from over. The remainder of the year promises even more turbulence.

In addition to the ongoing threat of the coronavirus, the troubling and divisive political situation within the nation guarantees even more tumult, especially during the final quarter of this year. The election in November, as well as its lead up and aftermath, may be the most politically contentious period in modern American history.

So what do we do? Should nonprofit organizations constantly suspend and revive their fundraising efforts with each new, dramatic event? No.

For the sake of the causes we care about, we must continue on the path forward and push through the storms we are facing. We must carry on.

Even the temporary suspension of solicitation efforts can set your program behind by months or even years. A fundraising program is like a train … once stopped, it takes much time and effort to restart it and get up to speed.

In addition to the immediate loss of income, the suspension of donor acquisition efforts will cause attrition, instigating major downturns in your donor file that will further impact your efforts in future years.

Control packages and language atrophy without the constant testing necessary to keep them viable, necessitating further testing and smaller rollouts when the program is reinstated, until confidence in the market is rebuilt.

Decisions to suspend fundraising often come from outside the development office, by supervisors who too often are cynical about fundraising, and view it as a necessary evil.

More must be done to educate our nonprofit leaders that fundraising is about more than asking someone for money. It’s about empowering the donor and providing them with a chance to address an issue which is important to them. Suspending fundraising operations denies them that opportunity.

Nonprofit leaders often believe they are doing a favor for their donors by giving them a break. In reality, the donors probably don’t notice. But once loyal donors move on to other organizations that are less reluctant to ask for their involvement and help, and it is incredibly difficult to bring them back to the fold.

It’s best to address major events directly. If everyone’s attention is directed toward a particular issue … acknowledge it in your copy.

Don’t ignore the elephant in the room.

Your donors will not be angry with you for continuing to advocate for an issue that is important to you both, even in difficult times.

How are you fundraising right now? We’d love to hear how your organization has been reacting to and coping with 2020’s current events. Tell us in the comments!

The Importance of KPIs

You may read that title and say “I know this already, I use KPIs, All. The. Time.” But do you? A lot of people treat KPIs (Key Performance Indicators) and Metrics as the same thing. BUT THEY ARE NOT.

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Year-End 2016: Lessons Learned

Lessons_Learned.jpgThe last week of the year is the biggest week for direct response fundraising, especially digital, and 2016 was no exception. Across the board, CCAH clients outraised previous year-end campaigns and beat revenue goals. Here are a few of our lessons learned from digital year-end 2016 that can be utilized to boost your campaigns during all of 2017.

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Bon Appetit! Fine Dining Techniques Can Engage Nonprofit Donors

waiter.jpgAll good fundraisers know that a successful direct response program relies, in part, on establishing strong relationships between donors and organizations. To do this effectively, we have to understand why donors are motivated to give in the first place—and then find ways to appeal to their unique motivators and needs.

Did You Know….

 greg=Kim Cubine, our president, navigates the fast-paced culture of the District like a native born Washingtonian. As comfortable as she is in the Washington D.C. metro area, did you know that she grew up in a setting much different than where she currently resides and works?