Find out how they feel about you so you can satisfy their individual needs. Questions to them fill their knowledge gap. Make calls. Do surveys. Focus on them and not you

Communication is important with details not only about what the change is but also the reason for the change and the vision for the future. If there are opportunities to personalize communication in this outreach this can be helpful too. Focus on how the changes are mission-centric in your communications. Engage donors in the process where possible and be sure to acknowledge emotions of those engaged. Gaining feedback from this group of stakeholders can help shape strategies. Maintain stewardship for donors throughout the time of change.

I find openly asking for input from your donors and let them be a part of the changes and a part of the conversation about solving challenges can increase engagement and allows them to give without it always being monetary

Philanthropic organisations commonly have to do more with less than privately held businesses. Yet rarely do they know and build their business strategy around the philanthropic KPI/dividend that delivers its mission. In times of changes the draw upon their resources (given the nature of their mission) is commonly higher and their financial vulnerability greater . Gov funding and user pays are primary income-so donors are gold. To hold and grow donors you must demonstrate your philanthropic brand delivers the philanthropic outcomes . It must be measurable and real. Donors are drawn towards a powerful community brand and excellence . They want your philanthropic dividend. Know it, measure it and deliver it -you will get donors .

Be as transparent as appropriate. Call up major donors (or meet with them) to let them know what's going on, solicit their thoughts, promise to keep them updated, and follow through. Make donors a part of the change where possible. For instance, when I'm leading CEO/ED transitions, I ask funders if they can share the job description and if they know anyone who would be a good fit for the job. And of course, consistent, mission-related donor cultivation should continue no matter what.