Fundraising Support Quotes

the party as fully under the control of Hillary’s campaign, which seemed to confirm the suspicions of the Bernie camp. The campaign had the DNC on life support, giving it money every month to meet its basic expenses, while the campaign was using the party as a fund-raising clearing house.

I told her Harvey Weinstein. Streep gasped. “But he supports such good causes,” she said. Weinstein had always behaved around her. She’d watched and sometimes joined in his Democratic fund-raising and philanthropy. She knew him to be a bully in the edit room. But that was it. “I believe her,” I told Jonathan later. “But you would either way, right?” he replied, considering it a thought exercise. “Yeah, I get it.” “Because she’s Meryl—” “Because she’s Meryl Streep. I get it.

Our opposition pulled out all the stops, too. A thinly disguised political NGO called V15, with a staff that included former Obama advisors, fueled an anti-Likud campaign with millions of dollars from abroad, including $300,000 given by the US State Department.4 This was highly questionable legally. The attorney general gave it a pass, however, arguing that V15 was not subject to campaign fundraising laws because it only opposed a particular party instead of supporting a specific one. Such flexibility was never shown to anyone on the right. “They have V15,” I said to my supporters in campaign rallies. “We have you.” Then I would invariably add, “But if you don’t come out to vote on election day, we’ll lose.

Nature vs. nurture is part of this—and then there is what I think of as anti-nurturing—the ways we in a western/US context are socialized to work against respecting the emergent processes of the world and each other: We learn to disrespect Indigenous and direct ties to land. We learn to be quiet, polite, indirect, and submissive, not to disturb the status quo. We learn facts out of context of application in school. How will this history, science, math show up in our lives, in the work of growing community and home? We learn that tests and deadlines are the reasons to take action. This puts those with good short-term memories and a positive response to pressure in leadership positions, leading to urgency-based thinking, regardless of the circumstance. We learn to compete with each other in a scarcity-based economy that denies and destroys the abundant world we actually live in. We learn to deny our longings and our skills, and to do work that occupies our hours without inspiring our greatness. We learn to manipulate each other and sell things to each other, rather than learning to collaborate and evolve together. We learn that the natural world is to be manicured, controlled, or pillaged to support our consumerist lives. Even the natural lives of our bodies get medicated, pathologized, shaved or improved upon with cosmetic adjustments. We learn that factors beyond our control determine the quality of our lives—something as random as which skin, gender, sexuality, ability, nation, or belief system we are born into sets a path for survival and quality of life. In the United States specifically, though I see this most places I travel, we learn that we only have value if we can produce—only then do we earn food, home, health care, education. Similarly, we learn our organizations are only as successful as our fundraising results, whether the community impact is powerful or not. We learn as children to swallow our tears and any other inconvenient emotions, and as adults that translates into working through red flags, value differences, pain, and exhaustion. We learn to bond through gossip, venting, and destroying, rather than cultivating solutions together. Perhaps the most egregious thing we are taught is that we should just be really good at what’s already possible, to leave the impossible alone.

During the 2016 US presidential campaign, the hatred shown toward Hillary Clinton far outstripped even the most virulent criticisms that could legitimately be pinned on her. She was linked with “evil” and widely compared to a witch, which is to say that she was attacked as a woman, not as a political leader. After her defeat, some of those critics dug out the song “Ding Dong, the Witch is Dead,” sung in The Wizard of Oz to celebrate the Witch of the East’s death—a jingle already revived in the UK at the time of Margaret Thatcher’s death in 2013. This reference was brandished not only by Donald Trump’s electors, but also by supporters of Bernie Sanders, Clinton’s main rival in the primaries. On Sanders’ official site, a fundraising initiative was announced under the punning title “Bern the Witch”—an announcement that the Vermont senator’s campaign team took down as soon as it was brought to his attention. Continuing this series of limp quips, the conservative commentator Rush Limbaugh quipped, “She’s a witch with a capital B”—he can’t have known that, at the Salem witch trials in the seventeenth century, a key figure had already exploited this consonance by calling his servant, Sarah Churchill, who was one of his accusers, “bitch witch.” In reaction, female Democrat voters started sporting badges calling themselves “Witches for Hillary” or “Hags for Hillary.”48

The appropriation of terms from psychology to discredit political opponents is part of the modern therapeutic culture that the sociologist Christopher Lasch criticized. Along with the concept of the authoritarian personality, the term “-phobe” for political opponents has been added to the arsenal of obloquy deployed by technocratic neoliberals against those who disagree with them. The coinage of the term “homophobia” by the psychologist George Weinberg in the 1970s has been followed by a proliferation of pseudoclinical terms in which those who hold viewpoints at variance with the left-libertarian social consensus of the transatlantic ruling class are understood to suffer from “phobias” of various kinds similar to the psychological disorders of agoraphobia (fear of open spaces), ornithophobia (fear of birds), and pentheraphobia (fear of one’s mother-in-law). The most famous use of this rhetorical strategy can be found in then-candidate Hillary Clinton’s leaked confidential remarks to an audience of donors at a fund-raiser in New York in 2016: “You know, to just be grossly generalistic, you could put half of Trump’s supporters into what I call the basket of deplorables. Right? They’re racist, sexist, homophobic, xenophobic, Islamophobic—you name it.” A disturbed young man who is driven by internal compulsions to harass and assault gay men is obviously different from a learned Orthodox Jewish rabbi who is kind to lesbians and gay men as individuals but opposes homosexuality, along with adultery, premarital sex, and masturbation, on theological grounds—but both are "homophobes.” A racist who opposes large-scale immigration because of its threat to the supposed ethnic purity of the national majority is obviously different from a non-racist trade unionist who thinks that immigrant numbers should be reduced to create tighter labor markets to the benefit of workers—but both are “xenophobes.” A Christian fundamentalist who believes that Muslims are infidels who will go to hell is obviously different from an atheist who believes that all religion is false—but both are “Islamophobes.” This blurring of important distinctions is not an accident. The purpose of describing political adversaries as “-phobes” is to medicalize politics and treat differing viewpoints as evidence of mental and emotional disorders. In the latter years of the Soviet Union, political dissidents were often diagnosed with “sluggish schizophrenia” and then confined to psychiatric hospitals and drugged. According to the regime, anyone who criticized communism literally had to be insane. If those in today’s West who oppose the dominant consensus of technocratic neoliberalism are in fact emotionally and mentally disturbed, to the point that their maladjustment makes it unsafe to allow them to vote, then to be consistent, neoliberals should support the involuntary confinement, hospitalization, and medication of Trump voters and Brexit voters and other populist voters for their own good, as well as the good of society.

And then I saw him speak. Years later, after writing dozens upon dozens of presidential speeches, it would become impossible to listen to rhetoric without editing it in my head. On that historic Iowa evening, Obama began with a proclamation: “They said this day would never come.” Rereading those words today, I have questions. Who were “they,” exactly? Did they really say “never”? Because if they thought an antiwar candidate with a robust fund-raising operation could never win a divided three-way Democratic caucus, particularly with John Edwards eating into Hillary Clinton’s natural base of support among working-class whites, then they didn’t know what they were talking about. All this analysis would come later, though, along with stress-induced insomnia and an account at the Navy Mess. At the time, I was spellbound. The senator continued: “At this defining moment in history, you have done what the cynics said you couldn’t do.” He spoke like presidents in movies. He looked younger than my dad. I didn’t have time for a second thought, or even a first one. I simply believed. Barack Obama spoke for the next twelve minutes, and except for a brief moment when the landing gear popped out and I thought we were going to die, I was riveted. He told us we were one people. I nodded knowingly at the gentleman in the middle seat. He told us he would expand health care by bringing Democrats and Republicans together. I was certain it would happen as he described. He looked out at a sea of organizers and volunteers. “You did this,” he told them, “because you believed so deeply in the most American of ideas—that in the face of impossible odds, people who love this country can change it.

It’s naive not to believe that powerful individuals within the major power centers of society—Hollywood, media, government, academia, religion, and science—are committed to brainwashing the masses into believing lies about reality, human nature, and behavior. They are already planning to persuade humanity to go along—willingly or unwillingly—with the elite’s socialist-utopian vision of the future. Why would they do that? The secretive ruling elite want to turn our world into a global socialist or communist state, which will enable them to acquire dictatorial power and amass even greater wealth. Their globalist game plan has nothing to do with what is fair or best for everyone. It is strictly about what is better for them, because they literally view themselves as the rulers of the planet and see us as “useless eaters” who exist to serve them. Many will find this difficult to accept, because they have been brainwashed to believe the globalist elite want to share their wealth and a create a better world for all mankind. Unfortunately, that is a total lie and not even on the menu.14 Do you really think when a major politician such as Hillary Clinton described a large segment of American voters as “deplorables” that her remark was just a slip of the tongue? This is what Clinton said at a LGBT fund-raiser before introducing actress Barbra Streisand: “To just be grossly generalistic, you can put half of Trump supporters into what I call the basket of deplorables. Right? Racist, sexist, homophobic, xenophobic, Islamophobic, you name it.”15 That’s how the globalist elite view much of the world. They speak of the need to “cull the herd”—a truly chilling turn

Political fundraisers are part and parcel of doing business. You want to thank those who have supported you, you want to support them, but there’s no quid pro quo. Sometimes you organize fundraisers because you want to show your gratitude, you want to go the extra mile.

Brochures didn’t disappear when websites arrived. Text messaging did not destroy telefundraising. As tactics, tools and platforms pile up on top of one another, we tech-savvy digital fundraisers have to hone and maintain our ability to wade through these weeds of ever-increasing uncertainty and complexity. We need to be able to embrace it. Plan for it. Leverage it. Tolerance for ambiguity is a sign of maturity in our lives, which includes our fundraising careers, because the digital ecosystem we operate within is constantly evolving. It has a food chain, complete with predators and prey. It has seasonal shifts. It gives and supports life, but it also generates and disposes of waste.

The elemental prerequisite for GOP lawmakers attempting to keep their job is to stay out of the president’s crosshairs, to avoid antagonizing his supporters back in their states and districts. This requires considerable sacrifices, chief among them ideological consistency. But it’s a small price to pay for another term with a salary of $174,000; fully funded trips around the world; sprawling staffs catering to their every whim; power-flexing appearances on cable television; black-tie dinners and top-dollar fund-raisers and seats at the table with some of the world’s most powerful and well-connected people.

And the rejection of white working-class voters as desirable partners betrays an ugly elitism that is at odds with what Democrats are supposed to stand for. The disdain was made explicit in 2016 when Hillary Clinton described half of Trump supporters as “deplorables.”84 Although Clinton was certainly right to denounce racist, sexist, and homophobic attitudes as deplorable, her comments were troubling on several levels. She changed what is normally an adjective into a noun, suggesting that white working-class people with less education than her were completely defined by their attitudes on race. Clinton used the line while speaking to audiences whom she described as “successful people” at fundraisers in the Hamptons and Martha’s Vineyard, where her audiences knowingly chuckled at America’s benighted white working class.85 And it did not go unnoticed, one journalist remarked, that deplorables is not a term Clinton ever applied to highly educated Wall Street bankers who brought about the Great Recession and threw millions of people out of work.86 In

Nietzsche hoped that Bayreuth would be the fulfillment of his Greco-German dreams—a modern festival along Hellenic lines, fusing Apollonian and Dionysian elements, presented before an audience of elite aesthetes. Wagner, for his part, clung to his fantasy of a great popular festival, open to people of all backgrounds. Supporters were building up an international network of Wagner Societies, whose members made advance contributions in exchange for tickets. Through their patronage, Wagner hoped to keep admission free. By 1873, fund-raising was lagging, especially among German notables. Two of the biggest donors were, reputedly, Abdülaziz, the sultan of the Ottoman Empire, and Isma’il Pasha, the khedive of Egypt.

Some investors take their interactions with founders personally. They may say unkind words about you, either directly or behind closed doors. Avoid these high-ego investors at all costs; they’re not worth the pain. You wouldn’t believe the number of investors who harbor feelings of jealousy, resentment, or clinginess to founders’ successes… even though their job is all about supporting founders! Instead, bring on investors who are authentic and genuinely want to help you succeed. That doesn't mean blind agreement: great investors will speak up when they disagree, give their advice in an authentic way, and ultimately respect the final decision the founder makes. This takes the element of fear out of the partnership and ultimately leads to better outcomes for the business. To all investors who act as genuine partners to their founders, thank you. You are playing such an important role in the ecosystem.

A common pitfall I see is multiple cofounders trying to tag-team fundraising. This is nonoptimal. As with any business objective: one person needs to be ultimately responsible. With fundraising, one cofounder should take a leading role. The other cofounder should focus on keeping the business running and should be leveraged in a supporting role to: ● Attend a 2nd/3rd meeting with the investor (increases buy-in and adds another touchpoint) ● Amplify the shared network and investor introductions ● Help check references ● Take the blame for being a hard negotiator :-) As I hope I’ve illustrated, fundraising isn’t an afterthought — it requires this kind of discipline, follow-through, and planning to get right. Make that one person’s whole job, not two people’s shared job.

Negotiating The only way you’ll be able to negotiate is if you have other term sheets in hand. That’s why it’s important to keep your process tight. You can negotiate with a top investor by saying something along the lines of “You’re my top pick, but I have other offers at ____. If you can match/beat that, I’ll go with you.” But remember to come back to two crucial principles: 1. Relationships trump metrics. You want to find, work with, and get support from investors who are there for the right reasons and who value what you’re trying to build. 2. Momentum is everything. The relationship building is the groundwork. But, you still have to create a compelling event or a “moment.” And when the process starts, you have to drive urgency.

During: ●   Meals: Fundraising in the time of Zoom is an even more intense experience. It can be difficult to carve out enough time to get out of your house, or even away from your computer, for a proper meal. I suggest doing meal prep or planning every Sunday. Meals should be light and calorically restricted to keep your mind and body active — you shouldn’t bring any afternoon grogginess to a pitch because you ate a burger for lunch. ●    Exercise: Add blocks to your calendar to carve out exercise time. Getting your blood pumping and providing an alternative to staring at your own face on Zoom is key to providing context and awareness. Exercise helps reset the body and the mind. ●    Emotional support: A great fundraise is still an experience in rejection (seriously, most meetings result in a “no”). Make sure you have a weekly check-in with someone (not your cofounder) who can help rationalize and normalize this crazy process. ●        Breaks: Schedule time to take breaks. Watch a movie. Take a hike. Go swimming. Do something to get your mind off the fundraise for at least 30 minutes every day. ●      Meditating: There is nothing in this world that I believe in more than meditation. I started meditating twelve months ago, and since then have nearly 10X’d our business. It’s never too late to start!

We reengineered my marketing firm to help more charities properly engage supporters, generate highly qualified leads, cultivate those leads, and uncover hidden legacy gifts.

Supporters want to be engaged. They want to be involved. They want to be captivated and engrossed in your mission. The best way to do all this is by harnessing smart strategy with the power of technology to provide scale and efficiency that simply weren’t possible until now.

Engagement Fundraising strategically delivers valuable content to a prospective donor, they opt in, and a relationship forms with a two-way conversation thanks to a feedback loop. When a supporter accepts your valuable content, he’ll often reciprocate. Sometimes he’ll share information about himself. Sometimes he’ll give money. Or perhaps he’ll involve others.

Supporters want to give! They have philanthropic ambitions, but they don’t want to be treated like a money machine. Since the majority of their thinking about giving occurs without the fundraiser present, Engagement Fundraising helps the fundraiser become involved in the consideration process without being in front of them. It’s about engaging, not asking.

New model recognizing that legacy gifts can come from anyone and can be a supporter’s first donation.

Although it may only work for a small segment of your audience, doesn’t it make sense to loosen your allegiance to the pyramid concept and target the supporters more likely to give larger amounts in the first place?

Populist fundraisers argue that fundraising is evolving from big donors to big networks, and they believe that marketing to the top of the pyramid hurts their nonprofit’s future. They want to deliver the same communications to everyone, because they believe the small piece of their donor base that’s made up of older, richer supporters is a high-risk and high-reward constituency. This notion sounds good in theory, but it just isn’t true.

I don’t write all this to challenge the legitimacy of parachurch ministries but to call attention to the fact that they introduce their own complications, especially when it comes to ministry fundraising. Since they cannot rely on the fundraising practice of the church, they tend to create new avenues of support that potentially violate the dorean principle.

Once you find your 20 percent, you have to facilitate an exchange—their money for some value, or perceived value, in the charity. How is this value determined? What can your nonprofit provide to the charitably-minded person? There are four of them, and the high-level value is the easiest: help the supporter feel good. It’s the main reason people give.

Remember, the best salespeople don’t pressure. They’re simply adept at helping others make decisions they really want to make. They know that everyone likes to buy but no one likes to be sold. Similarly, your supporters like to give but they don’t like to be solicited.

Reciprocity: This social convention makes supporters feel strongly that they have an obligation to repay when something is given to them. By using the law of reciprocity, you provide value to supporters first, knowing that your gifts will inspire them to want to return the favor in the future. You give so you get.

Consistency: This reflects our need for personal alignment. It’s human nature to crave consistency and resist change. You can meet this need by keeping communications consistent, keeping the same look, and having the communication always come from the same person. Consistently providing value to your supporters over time builds a relationship of trust.

People are fickle. One day they love your charity. The next day they don’t. On other days they’re somewhere in between. They’re busy. They get distracted. Their emotions run hot and cold. With so many for-profits and other nonprofit suitors competing for your supporters’ share of wallet, your supporters will always be wondering in the back of their minds, “What have you done for me lately?” If your answer is simply, “Give us money again!,” you might have a problem.

She commented that the fickle nature of donor-charity relationships results in a “consideration continuum.” That’s because supporters’ needs and interests are fluid. Major life events affect their interests, perceptions, and decisions. If you aren’t engaging them, listening to understand their needs, and providing them with highly relevant and personalized value, another charity will.

Built credibility. Your supporters must feel good knowing they won’t be wasting their time, effort, and hard-earned cash. They’ll want assurance that they can trust in your organization and its leaders to help them accomplish their goals based on their reasons for giving.

Every relationship has a beginning and middle. Many have an ending. In fundraising, we often call the coming-together part acquisition and early cultivation. For major and legacy gifts, I prefer lead generation (to inspire supporters to lean in to attain value) and qualification (to make sure they want to have a deeper, more personal relationship with a fundraiser or their charity’s mission). Hopefully, they’ll hire you to help them achieve their goals and the relationship will plateau at the maintenance level. Fundraisers might call this retention or stewardship.

Is it spent on helping your loyal, high-capacity donors encourage their friends to join them in supporting your mission? Is your budget focused on delivering great service to your high-value donors? Is it focused on finding more donors that model your major donors and legacy society members?

I am saying you should take care of your core supporters who have the capacity to make a serious positive impact on your mission first. You should give them an unbelievable engagement experience every time they reach out to you or raise their hands showing interest. Roll out the red carpet for them and help them invite their friends to join in.

Are you providing your prospects and supporters with a Disney experience? What do you really know about them? Are you listening to them? Have you opened up channels of communication for dialogue? Are you making it easy for them to engage with you?

You don’t need to invest in more staff to make convenience happen. By leveraging technology, one fundraiser can perform like a thousand. Embrace it. Then use it to deliver prompt responses that provide convenience and reduce effort. Your supporters deserve it!

For instance, engagement fundraisers use exit surveys to capture vital information about why people abandon the donating process and bounce from their donation pages without making a gift. They also use survey platforms immediately after the donation process is completed online. By doing so, they do much more than just supply their supporters with a tax receipt. They give their supporters a chance to provide feedback, tell why they care about the cause, describe their interests, and answer valuable donor profile questions like whether they have already made a legacy gift (for instance).

Fundraisers no longer have to interrupt people at the wrong times with irrelevant communications. Nonprofits that listen effectively to donor verbatims and digital body language can be relevant and provide value to their supporters. When they do, it’s not an interruption at all. It’s engagement, and it’s welcomed.

So here we are today, where we have toxicologists and experts in food safety who disagree with the AHA’s position on the safety of polyunsaturated fats, and, because the AHA’s vast influence gives it control over nutrition thought, these professionals have trouble getting necessary work funded. Meanwhile, the AHA continues to actively promote seed oils, and it continues to support those, like Dr. Walter Willett, who dismiss or discredit experts like Dr. Chris Ramsden who are producing evidence to the contrary. In other words, the AHA is effectively blocking progress in medical science, and, perhaps most egregiously, it is promoting a diet that’s actively harming our cardiovascular health. In the beginning, however, the association’s culture was very different. When the AHA was founded in 1924, it was supported only with annual dues from a small collection of doctors concerned about the growing problem of heart disease. Heart attacks skyrocketed after World War I, and the organization felt the pressure of knowing there was so much to learn but such little funding to do the necessary research. In 1942, AHA executive director H. M. “Jack” Marvin, a New Haven, Connecticut, cardiologist, made an ambitious proposal to solve the AHA’s “chronic fiscal problems.” Lack of funds stood in the way of two of the organization’s highest-priority goals: sponsoring research and establishing public health and lay education programs. Without fundraising, the organization would be limited to utilizing the small pool of government funds to achieve its goals. And that pool had just grown a little too crowded for the AHA’s tastes.

Employees that are motivated to support the cause are more enthusiastic fundraisers.

Facebook would become our biggest fund-raising tool, bringing in some $250 million in contributions. The base and the supporters would vote with their credit card every day. Ten bucks here, five dollars there. If they liked what they heard or saw, they might give you twenty bucks. For each dollar we spent on ads, we were making around $1.70 back. Most campaigns spend a dollar and make only 70 cents.

The modern general partnership (GP) needs a team of executives who can execute on the following seven core requirements: 1. RAINMAKING: A nose for new deals, and how to find them. 2. DEAL ANALYSIS AND EXECUTION: Ability to value a company and buy it for a sensible price on sensible terms, including arrangement of a sensible level of debt to support the acquisition structure. 3. IMPROVING THE PORTFOLIO COMPANY: Knowing how to help management make their companies great, not just good. 4. SELLING THE PORTFOLIO COMPANY: Recognising when it is time to sell and knowing how to achieve a fair price. 5. MANAGEMENT OF THE GP: Managing project teams, coaching junior staff and leading by example. 6. SERVICING THE INVESTORS: Not only with profits but also timely and accurate information and building strong relationships. 7. FUNDRAISING: Being able to present the case for why investors should entrust you to do a great job with their savings. Building this trust over many years is essential.

Of course, prayer ought to permeate all we do in ministry, but it’s especially important in fundraising.

So how do my election law offenses compare to those of leading progressives? Well, let’s see. Senate Majority Leader Harry Reid took $31,000 in late 2013 from his campaign funds to buy jewelry for his granddaughter Ryan Elisabeth Reid’s wedding. In his campaign year-end report, Reid tried to hide his granddaughter’s relationship to him by simply listing the transaction as a “holiday gift” to one “Ryan Elisabeth.” The impression Reid sought to convey was that he was buying gifts for his supporters. When it came to light that Reid had funneled campaign money to his granddaughter, Reid agreed to repay the money, but waxed indignant at continuing questions from reporters. “As a grandparent,” he fumed, “I say enough is enough.” Although Reid’s case involves obvious corruption, the Obama administration has neither investigated nor prosecuted a case against this stalwart Obama ally.6 Bill Clinton, you may recall, had his own campaign finance controversy. Following the 1996 election, the Democratic National Committee was forced to return $2.8 million in illegal and improper donations, most of it from foreign sources. Most of that money was raised by a shady Clinton fundraiser named John Huang. Huang, who used to work for the Lippo Group, an Indonesian conglomerate, set up a fundraising scheme for foreign businessmen seeking special favors from the U.S. government to meet with Clinton, in exchange for large sums of money. A South Korean businessman had dinner with President Clinton in return for a $250,000 donation. Yogesh Gandhi, an Indian businessman who claimed to be related to Mahatma Gandhi, arranged to meet Clinton in the White House and be photographed receiving an award in exchange for a $325,000 contribution. Both donations were returned, but again, no official investigation, no prosecutions.7

As assistant director of programs, Anne was struggling with how to get more food out where it was needed. "Donors love pictures of cute little kids having snacks at school," she said. "And they support meal programs for seniors. But nobody's lining up to say, Gee, I want to put food in the cupboard for really poor black mothers who use drugs; I want to buy groceries for everyone living in the projects. Very few donors trust poor people enough to just give away food without conditions." Anne held a dim view of charity kitchens that kept poor people waiting in line two or three times a day just to get a meal ladled out. "They're convenient for staff," she said, "but they take away people's dignity, and they reinforce dependency. They're about control." In addition, she said, institutional meal programs, such as those in school lunchrooms, tended to provide unhealthy food that was fast to make—bologna sandwiches on white bread, instant mashed potatoes, canned fruit cocktail.

Rather than merely identifying entrepreneurs and monitoring them, as Rock had done, the new venture capitalists actively shaped them: they told company founders whom to hire, how to sell, and how to structure their research. And to ensure that their instructions were implemented, the new venture capitalists came up with a second innovation: rather than organizing one large fundraising, they doled out capital in tranches, with each cautious infusion calibrated to support the company until it reached an agreed milestone. If the 1950s had revealed the power of liberation capital, and if the 1960s had brought the equity-only, time-limited venture fund, the advances of the 1970s were twofold: hands-on activism and stage-by-stage finance.

The most surprising supporter of the treaties outside the Senate was the Oscar-winning actor John Wayne, a conservative Republican and icon of cowboy integrity. Wayne’s first wife was Panamanian, and his next two were also Latinas, and he and Torrijos had become fishing buddies. He let Bob Pastor—Carter’s top aide on the issue—ghostwrite dozens of letters and articles in support of the treaties, many of which pointed out that “General Torrijos has never followed the Marxist line.” Wayne contacted every senator and, as he told the president, “all the people who write me hysterical letters.” When Wayne saw Reagan’s fund-raising letter attacking the treaties, he privately scolded his old friend: “Dear Ronnie,” he wrote. “I’ll show you point by God damn point in the treaty where you are misinforming people. This is not my point of view against your point of view. These are facts.”VII

Months later, Falwell was distributing $25 audio tapes of North’s commencement address, his “Freedom Message.” In a fundraising letter sent to supporters, Falwell framed what was at issue: “In my judgment, petty partisan politics have made Ollie North, his family and the very lives of the Nicaraguan freedom fighters pawns in a liberal campaign to humiliate President Reagan.” Critics accused leaders like Falwell of exploiting North in order to reap a “financial bonanza” in their direct-mail campaigns. Falwell’s spokesperson refused to say how much his campaign had brought in, but he wasn’t the only one cashing in on North. Beverly LaHaye’s Concerned Women for America offered a “beautiful full-color picture” of North being sworn in at the Iran-Contra hearings for a mere $20 contribution. Other conservative evangelical organizations also participated in the “Olliemania.” For American evangelicals, Ollie North was the perfect hero at the perfect time.4

The full story of Osama Bin Laden’s long fugitive exile in Pakistan may never be known. He appears to have lived in about four different houses in towns in the northwest of the country before moving to Abbottabad in August 2005, where he remained until his death. Kayani had been I.S.I. director for less than a year when Bin Laden set up in Abbottabad. The Al Qaeda emir and his family enjoyed support from a sizable, complex network inside Pakistan—document manufacturers, fund-raisers, bankers, couriers, and guards. His youngest wife, Amal, gave birth to four children in Pakistani hospitals or clinics after 2002.

When evaluating aftercare homes to support (beyond the six featured in the IN PLAIN SIGHT documentary), we encourage you to ask these types of questions. Good intentions are not enough. Professionalism and accountability are critical when working with survivors of sex trafficking.    Does the program include trauma-informed counseling by a licensed professional?    Is the identity of each child/woman kept confidential?    Are minors used to fundraise for the organization?    Are females and males housed on completely separate properties?    Is the facility licensed so there is accountability for policies and procedures?    Do those working and volunteering for the facility have to undergo a stringent vetting process?    Is the location undisclosed?

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