Intro to fundraising - 6.18.10

Introduction to Fundraising June 15, 2010 Peter de Keratry & Mary Macuga Petrus Development, LLC 1

Welcome and Introductions Fundraising and Development Development as a Ministry Catholic Philanthropy Petrus Model for Sustainable Development Case, Leadership, Plan 2

CASE Strategic & Development Plan Case for Support LEADERSHIP Boards & Advisory Councils Lunch Break PLAN Components of an Annual Giving Plan Asking for Major Gifts 3

Petrus Development Founded in 2004, Petrus Development is committed to strengthening the Catholic Church by building quality development programs. 4

Our Team Over 60 years in fund development More than $300 Peter de Keratry John Flynn Mike Perkins Colleen de million raised to Managing Principal Senior Keratry Principal Consultant Senior date Consultant Diverse experience in Development & Catholic Ministry Mary Macuga Laurie Kish Kathryn Whitaker Mary Porter Consultant Project Manager Communications Bookkeeper Specialist 5

Fundraising and Development 6

2008 Charitable Giving Corporations $14.50 5% Foundations $41.21 Individuals 13% $229.28 75% Bequests $22.66 7% Total = $307.65 billion ($ in billions) 7

Types of Recipients 2008 International Environme Affairs nt Arts, Culture, $13.30 and Grants to Gifts to and 4% AnimalsIndividuals Foundation Unallocate $6.58 * s Humanities $3.71 d 2% $32.65 Public- $12.79 1% 11% giving Society 4% $19.39 Benefit 6% $23.88 8% Healt h Religion $21.6 Education $106.89 4 $40.94 35% Human 7% Services 13% $25.88 9% *Foundation grants awarded to individuals Total = $307.65 billion ($ in billions) 8

Common Perceptions • Negative attitudes about fundraising among leadership and community – Fosters fear and avoidance • Catholic philanthropy is often reactive rather than reflective – Crisis-driven, not mission-driven – Band-aid approach is often the norm 9

Common Perceptions • Lack of Leadership Development – Leaders have little or no training in fundraising – ―We have always done it this way.‖ • Development professionals as mercenaries or ―used-car salesmen‖ – Suspicious of motives – Fearful of outcomes 10

Additional Challenges • Money can be a taboo subject • Fear of engaging the wealthy • Attitude that the ―Church‖ is well-funded • Isolation in office & churches • Inadequate infrastructure to support fundraising 11

Dispelling the Myths • ―We can‘t afford to implement a development program.‖ • Yes, you can! The proof is tangible • Identify, Inform, Involve and Ask for Investment • Development programs will vary as ministries vary • Dioceses cannot fund most ministry at the level necessary for exceptional ministry; other revenue is essential • Consider the injustice in NOT making an investment in development programs! 12 12

Dispelling the Myths • ―Asking for money is a difficult job.‖ – Development is MINISTRY— it is offering people an opportunity to be involved in the work of the Church – It brings Christ to people and people to Christ • ―People support many projects; they won‘t be interested in ours.‖ – Find out what excites a prospect and ask them to respond – The donor‘s need to give is always greater than the institution‘s need to receive. 13

What is Philanthropy? Philanthropy is a fulfilling, relationship- based process through which the needs of both benefactors and beneficiaries are identified and satisfied, because action is taken to effect positive change for an organization‘s mission and the good of a community. 14

The Ministry of Development • Effective fund development programs are essential to the long-term success of effective ministry • Traditional church financial models do not apply to all situations & organizations • We are dedicated to enhancing the Church‘s commitment to Catholic organizations 15

Catholic Philanthropy is… Requires those who ask for money & those who give money to shift how A Call to they see, think and Conversion act… • About money • About the poor • About the rich • About vocation & one‘s purpose in life 16

Catholic Philanthropy has… ―When those with money and those who need money share a mission, we see a A Common central sign of new life in the Spirit of Jesus Christ. Vision We belong together in our work because Jesus has & brought us together, and our fruitfulness depends on Mission staying connected with him.‖ -Henri J.M. Nouwen The Spirituality of Fundraising 17 17

Catholic Philanthropy is… ― ‗The Church's love for the poor . . . is a part of her Rooted in constant tradition.‘ This love is inspired by the Scripture Gospel of the Beatitudes, of the poverty & of Jesus, and of his concern for the poor. Love for the poor is even Tradition one of the motives for the duty of working so as to ‗be able to give to those in need.‘‖ Catechism of the Catholic Church, #2444 18 18

Catholic Philanthropy is … • Trust • Individuality About • Commonality • Freedom Relationships • Prayer • Friendship • Gratitude • Love for God & others 19 19

Catholic Philanthropy is NOT… • Begging – ―Tin-cup mentality‖ • About giving to ―charity‖ • Something to dismiss or avoid 20

Successful Fund Raising is… The right person asking the right prospect for the right gift for the right program at the right time in the right way. 21

Donor Cycle Stewardship Identification Donor Cycle Solicitation Qualification Cultivation 22

How do we know this process will work? Because it has been done! 23

Catholic Center at Duke University Durham, North Carolina 24

Accomplishments 2004 2008 • Operating Budget of • Operating Budget of $225,000 $800,000+ • Minimal Staff • 4 Staff Members including • Many Student Leaders an Associate Director • Office in the Basement • $1 million+ addition of office • Pizza & Mass Ministry and chapel • Chair of Catholic Theology at Duke Divinity School • Expanded student ministry 25

St. Thomas More Catholic Newman Center Minnesota State University, Mankato 26

A Success Story • Increased annual operating Operations Budget budget by over 2,000% 1st Year of Petrus Service • Doubled Professional Staff the first year of service $248,000 • Quadrupled Professional Staff the second year of service • Renovated current facility Under • Expanded student ministry $10,000 & involvement FY '08 FY '09 27 27

Qualities of a Successful Ministry • Commitment and investment in a sustainable fund development program • Development Director dedicated to fund development • A percentage of the Director‘s time allocated to the work of development • Commitment to face-to-face visits with benefactors 28

Questions 29

Petrus Model for Sustainable Development

• Case – Mission/Vision/Goals of the Organization – Strategic plan Operational plan Development plan – The Case for Support • Leadership • Plan

A Strategic/Pastoral Plan • It is essential to provide a foundation for development with a vision, mission and strategy – Vision and mission provide the destination and direction – Strategy provides the road map – Know your goals for the upcoming year & the next five years 32

A Strategic/Pastoral Plan • Develop a written pastoral plan that: – Creates an idealized picture of the future of your organization. • If you could be the best ___ on the planet, what would that look like? – Reflects your organization‘s reason for existence and aspirations for its future. – Assesses the organization 33

Questions to Ask Yourself • Internal: Why do we exist? What does the Church need from us? What are our core values? What do students need from us? • External Why should donors favor our organization over others? Why should someone invest time or money in our organization? 34

A Strategic/Pastoral Plan • If you don‘t have a written long-range plan with well defined mission, vision and strategies then find a qualified consultant or volunteer to help guide you though a strategic planning process. • If you are asking people to invest in your vision they must see benefit and value to it. A written plan provides a roadmap for staff and volunteers and credibility for donors. 35

Development Truth The ability of an organization to secure philanthropic support will be ultimately and directly related to that organization‘s ability to articulate a compelling, powerful, promising, realistic vision which rings true with people‘s reason, and – more importantly – which stirs their hearts. -Tim Burchill 37

The Case for Support Case n. the reasons why an organization both needs and merits philanthropic support, usually by outlining the organization‘s programs, current needs, and plans. AFP, Fund Raising Dictionary 38

The Case for Support ―The case is an expression of the cause, or a clear, compelling statement of all of the reasons why anyone should consider making a contribution in support of or to advance the cause‖ Harold J. Seymour Designs for Fund-Raising 39

Purpose of the Case • To communicate the aim, purpose and mission of the organization or institution • Present the case for current programs • Show how new programs will enrich and benefit lives of many in society • Dramatically demonstrate how an organization has had an impact on the community - economically, socially, artistically, spiritually, and/or historically for today and tomorrow 40

Potential Benefactors Want to Know… • Who are you? • Why do you exist? • What is distinctive about you? • What is it that you want to accomplish? • How do you intend to accomplish it? • How will you hold yourself accountable? 41

Two Major Case Elements 1. Case Resources – Internal documents used to compile the case statement – Provides background information on anything a potential benefactor may want to know about an organization 2. Case Expressions – Distill information from the case resources to foster understanding of the organization within the community 42

Case Resources • Mission Statement • Goals • Objectives • Programs and Services • Governance • Staffing • Facilities and Infrastructure • Finances • Organizational Planning, Development & Evaluation • History 43

Case Expressions • Brochures • Foundation Proposals • Appeal Letters • Capital Campaign prospectuses • News releases • Newsletter articles • Web site • Presentations to community organizations • Face to Face visits for cultivation and solicitation 44

Questions to Ask During Case Preparation 1. What is the problem or need that is central to our concern? 2. What specific service or program do we offer to respond to that need? 3. How do the components of our organization – staffing, facilities, technology, planning – contribute to our programs? 4. Why are the problem and service important? 5. Are others doing what we are doing? Are they doing it better? Are we duplicating services? 45

Questions to Ask During Preparation 6. Do we have a written plan with mission statement and objectives for our programs? Is it current? 7. What are the needs for financial support? 8. Is the organization competent to carry out the mission? 9. Who are the people associated with the organization? Staff? Board Members? Volunteers? 10. Who should support the organization and why? What are the benefits for a benefactor? 46

Quality Written Case Expressions • Capture your  Have a sense of attention & interest relevance • Instill confidence  Move others towards • Communicate a the future sense of conviction  Encourage immediacy • Spur desire for  Foster excitement support  Communicate importance • Call others to action 47 47

Successful Verbal Case Expressions • Personal • Passionate • Genuine • Enthusiastic and Animated • Tell Stories • Sell the Vision 48

Preparing the Case • The development staff is responsible for gathering and generating information from all program and administrative sources. • Input comes from key individuals such as board members, administrators, staff, key volunteers and constituents • Use professional services especially in the areas of copywriting, graphic design and printing. 49

Exercise Directions: • Using the questions above as a starting point, write an outline for your case statement. 50

• Case • Leadership • Ministry/Staff Leadership • Boards/Leadership Councils • Engaging Leadership • Plan

Involvement of Key Ministry Leaders • Executive Leadership – Pastor or Principal • Ministry Director • Development Director • Ministry Staff • Parish Council/School Board/Advisory Board • Benefactors, Friends, Community Members 52

Share the Load • People are our greatest resource • It‘s the Church’s ministry • Never enough staff—but God has all the people necessary to do the job • Engage the Church—the Catholic way— establish a Leadership Council 53

A Leadership Council A team of committed, competent people established to advise and support the director and staff to advance the mission of the organization. 54

Benefits • Provides wisdom & strength • Perspective • Continuity of corporate ownership • Accountability for deadlines & programs • Provides credibility • Culture of Excellence 55

Engaging a Leadership Council • Many people care as much as we do • People want to participate in our mission, but only can if we provide: – An invitation – A vehicle • Council members cannot work full time as we do, but they bring experience, perspective, skill & resources staff does not have 56

Rise to the Occasion Find the very best people—folks who are outstanding, creative and assertive, who will challenge you Your mission is too important to compromise. 57

Think BIG • The first people who come to mind are not always the most helpful; why limit ourselves to obvious resources? • The best way to do our work is not obvious or easy—otherwise we would not need assistance • Who are the very best people to advise and assist with ministry? 58

Leadership Council can help • Reach others who support our mission & build support • Involve talented people with experience & skills we could not afford • Influence when well-connected, respected by others • Raise Money for organizations who are understood & respected. Successful non-profits have board members who contribute financially to their mission 59

Who Can Best Serve? • Successful people – The best in what they do; at the top of their game • Creative people – Think outside the box and challenge you • Committed people – Generous with their time and money • People of faith • People passionate about your mission • Diverse people – Who reflect the whole Church & don‘t think alike 60

Practical Matters • Frequency of meetings: 2 – 4 council meetings per year • Transparency • Accountability • Regular Communication • Ownership • Scope of Responsibility / Authority • Sub-Committees 61

Council Meeting Agenda • Include prayer at meetings • Listen First - Members (not staff) do the talking • Have goal for each meeting • Include presentations to keep mission focused & to convey emotion; give a face to your ministry • Keep good minutes—distribute in timely manner • Provide social time to build sense of community 62

Nurturing the Council • Role of Pastor/President • Development Director‘s role • Term of Service / recognition • Keep Council informed and engaged between meetings • Plan productive meetings, with agenda distributed in advance 63

What the Council needs from Staff • Focused presentation of the needs – Don‘t just present problems; offer solution ideas for their modification or approval; don‘t get bogged down with details • Be clear about how council can help • Transparency and communication – Secrets are not helpful or respectful – Be positive, but don‘t just present good news • Results – Council members want to know they are making a difference 64

Advice alone is not helpful • When only advice is given, work will be harder & more overwhelming • Council members who are engaged & take ownership are critical – Council is not about helping to solve the pastor‘s/principal‘s problems; it is working together to serve the Church to advance the mission of Jesus • Roles are different, but the commitment is the same 65

What is Not Needed • More work for me instead of helping me to succeed • Micromanagement or interference – Policy & Direction, not day-to-day details • People who are not available & engaged • Group that is too alike & agreeable; rubber stamp, passive group that applauds every proposal 66

Council Members Can Help • Provide advice & support to Pastor/Principal & Staff • Represent the Ministry to other people of influence and means • Contribute money, raise money & introduce you to other donors • Share responsibility and ownership • Challenge staff to take risks, be prudent • Use their influence to advance the mission 67

Exercise • Write down 5-10 names of people who would be the best Leadership Council members for your organization. Think big! Go get ‗em. 68

Enjoy Lunch! We’ll resume in 45 minutes

• Case • Leadership • Plan • Components of an Annual Giving Plan • Asking for Gifts Face-to-Face

Annual Giving Plans May Include: • Marketing and • Parish Offertory Communications Support / Stewardship • Direct Mail • Grant Writing • Electronic Giving • Phone-a-Thon • Special Events • Face-to-Face Visits 71

Common Challenges • So many moving parts – where do you start? • Budget your time for asking • Make asking part of the organizational culture • Make the invitation personal – Tell the story – Invite participation in the mission through a financial gift 72

Concentric Circles of Giving Hank Rosso, Achieving Excellence in Fundraising 73

Planned Enabling Giving Gifts Major Giving Size of Gift Consistent Donors Sustaining First Renewal Gift Donors Gifts First Time Givers Universe of Prospective Donors Number of People 74

Donor Pyramid of Planned Gift Donor - Fund raising Strategies Personal contact only Source: The Fund Raising School, 2007 Ladder of Development Effectiveness Capital Donor - Personal contact only Special or Major Gift Donor - Personal contact, letter or phone call Renewed or Upgraded Donor - Personal contact, letter, or phone call First-Time Donor - Direct mail, telemarketing, fund raising benefit, Internet, media, or door-to-door contact Universe of Prospects 75

Your Message Here Marketing & Communications 76

Marketing & Communications • What message do you want to communicate? • Who are your audiences? – Students, parents, alumni? • What methods will you use to get your message out? – Newsletters, direct mail, website, e- mail, posters, facebook, twitter etc. • What is the response you hope to receive? 77

Marketing & Communications • Develop a written communication plan that includes a specific plan for how and when you will communicate to each stakeholder group • Create an annual calendar for communications • Communication must be timely, personal and concise. • Must garner a response and/or drive people to your website • Always communicate your key messages (from your case statement),include photos and stories 78

eGiving 79

Monthly e-Giving Programs • Asking can be expensive • Automatic monthly debits are the norm • Regular giving is a great cultivation tool • Great major gift prospects 80

Example of eGiving Success St. Mary‘s Catholic Center, College Station, Texas • Living Faith Program began in 1999 • Average net increase of 36.5 people in first 9 years • 575 new eGiving donors since 2000 • 402 donors currently giving • 69 donors giving for at least 7 years • Successful class gift program 81

St. Mary‘s Catholic Center 120 100 80 60 40 20 0 '00 '01 '02 '03 '04 '05 '06 '07 '08 Total New Currently Giving 82

What Could eGiving do For You 10,000 Names in Database x 10% Yearly target of new eGiving Donors 1,000 Monthly eGiving Donors x $35 Average monthly giving amount $35,000 Monthly income generated through eGiving x 12 Months $420,000 Yearly income generated through eGiving 83

Benefits to a Small Non- Profit Endowment Earnings eGiving $1,000,000 120 eGiving Donors x 5% Interest Rate x $35 Avg. monthly gift $50,000 Income 4,200 Monthly Income Earned x 12 Months per year $50,400 Yearly Income 84 84

Direct Mail Appeals 85

Not Junk Mail! • Communicate your mission • Personalize your message • Return on Investment • Numbers (results) can‘t hide! • Your competitors are doing it • Operating Income • Building your asset for other fundraising programs (wills, bequest, major gifts) 86

Active vs. Acquisition • Active – Monthly, or semi monthly mailings are a source of NET income & sharing of your mission • Acquisition – Investment in acquiring a new donor involves inviting new donor to support and become part of your mission 87

Keys to Successful Program • Creative: copy, graphics, technique • Production Quality: print, mail house, USPS • Data and Lists: your donor file, rental lists (or exchange) • Analysis: CPDR, response rates, NET income 88

Creative • A world-class skier and Olympic hopeful flies downhill at breakneck speed, winning a key World Cup race to the delight of teammates, coaches and fans. • Pope John Paul II asks that a Center be established to promote evangelization: today his legacy is carried out by the Pope John Paul II Cultural Center. • The 41st President of the United States, George H.W. Bush, introduces a panel of leading policy experts during an issues forum at his Presidential Library. • A young attorney, blind since birth, makes his way through a busy crosswalk on his way to an important meeting with a client. Brimming with confidence and independence, the young man is guided by his specially bred, carefully trained Seeing Eye dog. 89

Production • Schedule • Package Specifications/Technique • Methodical, detailed approach to production management approach = minimal mistakes, meeting mail dates, and maintaining mail plan schedule. 90

Develop a Mail Plan Long-term schedule of appeals, projected mail quantity, expense and income Maps out different types of appeals you send over the year Enables you to ―mail‖ smarter 91

Benchmark Housefile Results Cost Per Dollar Raised (CPDR) Goal of $.20 Response Rates Goal of 6%+ Donor Retention Goal of 50% Maintain Mailing by Mailing Results summaries 92

Benchmark Prospect Results Cost Per Dollar Raised (CPDR) Goal of $1.50 Cost to Acquire a Donor Goal of $10.00 Lifetime Value break even by year 3 93

Donor File & Data Do you know where your donors fall in terms of ―recency‖ and gift average Dollar asks: $50 donor, don‘t ask for $10, base on HPC Best donors = donor‘s who just gave Is your data clean? NCOA? 94

Is Direct Mail for Your Organization? • No money, no mission • Established constituency • Remind, thank, acknowledge • Offer eGiving as gift option • Stay the course, even during recession 95

Writing a Direct Mail Letter • Keep it simple! • Short sentences, white space, brief paragraphs, easy to read, pictures, bold sentences… • Shorter is not necessarily better • Package: – A personalized letter – Return envelope with an attached response card – Outside envelope 96

Writing a Direct Mail Letter Appeal letter • Ask for help from a professional writer • Make sure you ask for a specific gift amount • Always use a P.S. • Use inspiring quote or tell a story • Use 4 color or at least 2 color ink & add a photo 97

Exercise • Write a direct mail letter that you could send this spring. 98

Break 99

Face to Face Visits 100

Face-to-Face Visits • Key to any relationship building process • Major gift fundraising is like a dating relationship • Creating meaningful relationships will lead to long-term sustainability – people become invested in your success 101

Face-to-Visits • Discovery – Personal meeting made for the first time – ‗Discover‘ whether their motivations for giving align with your organization‘s mission and needs. – Usually a cold call or referral – Can include the request for a gift 102

Face-to-Visits • Cultivation –Personal meeting to advance the relationship –Deepens the relationship –Moves a person toward a gift –Can include the request for a gift 103

Face-to-Visits • Solicitation – Personal meeting to request a gift – Fundraiser (staff or volunteer) asks for a specific gift • Specific program • Specific project • Specific fund for undesignated use 104

Face-to-Visits • Stewardship –Personal meeting to thank a benefactor –Acknowledge a gift –Reports return on investment –Cultivate future giving –Can include the request for a gift 105

Make an Ask ―The most valuable gift to a non-profit organization is a non-designated gift.‖ Frank Shannon 106

Support Your Case 10. Dress for Success 9. Pray before the meeting 8. Have faith 7. Act Competent 6. Demonstrate Professionalism 107

Support Your Case 5. Put yourself in their shoes 4. Know your case inside and out 3. Two ears, one mouth 2. Listen… hear… 1. Have fun! 108

Value of Major Gifts • Larger gifts often: • Historical givers are the best – Set the pace for giving candidates for future gifts – Inspire confidence • People give because they are – Build leadership asked to give – Give credibility • Benefactors respond to specific requests & peer – Create momentum solicitation – Insure Success in • Be enthusiastic and persistent Reaching the Goal - Don‘t be apologetic 109109

Why Do Major Gifts Matter? Major Gifts Offer Best Return On Investment! Activity Return on Investment • Direct Mail $.14 • Special Events $.50 • Capital Campaigns $.70 - $.90 • Major Gifts $.80 - $.95 110

St. Lawrence Catholic Campus Center Development Revenue & Expenses Ratio Revenue Expenses (7/1/96 – 6/30/03) (Exp/Rev) Individual Solicitation $ 11,372,625 $ 1,841,226 * 16.2% Sunday Offering $ 2,016,913 $ 10,770 0.5% Grant Writing/Foundations $ 2,829,593 $ 78,460 2.8% Special Events $ 919,933 $ 507,368 55.2% Phonathon $ 592,140 $ 107,249 18.1% Mail Appeals $ 389,266 $ 107,665 27.7% Misc. $ 12,750 $ 18,133,220 $ 2,652,738 14.6% 111

Attitude & Consciousness • Acceptance that development is truly a ministry that carries Christ to people and people to Christ. • Goal is developing people through their involvement and investment. • Who is doing the greatest service? The benefactor‘s faith-need to give is greater that the institution‘s need to receive. 112

Principals of Major Gifts 1. The Pastor or Principal – Makes the Decision – Sells the Decision 2. Your story is about people, not money 3. Similar cases are not similar – Presentation counts 4. The State of the economy isn‘t the problem – Not asking enough people is the problem 113

Roadblocks to Success • Procrastination • An apologetic approach • Not making the visit • Fear 114

What is Cultivation? Cultivation is the process of developing a more meaningful relationship between the prospective benefactor and the organization seeking financial support. 115

What is Cultivation? Cultivation seeks to: • Learn about the benefactor • Learn about capacity to give • Involve donors with ministry/programs in the past, present, planned involvement in the future • Other Philanthropic support • Clarify his/her understanding of the big picture of your program 116

Cultivation takes time • Cultivation is intended to bring people closer to your ministry • People give to People 117

Discovery & Cultivation Calls • Develop the relationship • Develop rapport • Share personal stories of why you are involved • Share personal information about family, friends, etc • Find out about their family, friends, business/profession, etc 118

Discovery & Cultivation Calls • Listening is more important than talking • Discovery and Cultivation calls should always involve more questions answered by the prospective benefactors than by the staff member – What motivates the benefactor? – What does the benefactor want? – Think like the benefactor…put yourself in his or her shoes 119

Steps to a Visit 1. Phone call to request visit 2. Research: Getting to know your prospective benefactor 3. Preparation including a script with who says what & potential objections 4. Visit 5. Thank you 6. Follow-up Action Plan 120

Prospect Research • Research Major Gift • Network programs with Prospects major gift prospects – Past Giving History – Peak interest of – Wealth Indicators benefactors with gift – Profiling options that are near and • Research relationships dear to them, e.g., music program or retreats – Key volunteers, Church hierarchy, University officials, etc. – Who could be helpful on a solicitation and who plays what role? 121121

Set the Appointment • Introduce yourself • State that you are calling on behalf of from ministry • Don‘t discuss the case over the phone • Be honest about time requested – 30 to 45 minutes 122

Five Parts to a Successful Visit 1. Casual conversation- ―small talk‖ 2. Present need and case for the ministry – Be inspirational and enthusiastic 3. Request the specific gift – Trial Close 4. Listen and handle prospect‘s response 5. Follow-up and closure 123

Small Talk It is all Relationship-building! – Get to know more about the REMEMBER person … you know – Be yourself more about – Ask about family, connection to this than they do ministry, business, etc. – Take note of home or office furnishings and photos 124

Present the Need • Explain exciting things going on with your ministry • Recount stories of how individuals have been impacted by the ministry • Cite numbers that show growth and opportunity • Mention how others are being formed in their faith • Describe the vision for the future of the ministry 125

Make the Request • Let the prospect know that continued financial support is crucial to continue ministry and elevate it to the next level • Be confident • Expect success • REQUEST A SPECIFIC AMOUNT !!!!!!! 126

Make the Request I Made the Request! Now what? 127

Wait for It! Until this point you controlled the agenda, now it is time for you to sit back and LISTEN! “He who speaks first loses.” Ancient Christian Development Proverb 128

Anticipate Four Responses 1. Yes! 2. No – 10% of the time – 5% of the time – Thank them! – Ask Why – Complete the letter of • Is there something they intent don‘t understand? ―Always Leave Open the • Is this an informational Possibility of a Gift in the meeting? Future.‖ Second Ancient Christian Development Proverb 129129

Anticipate Four Responses 3. Offer a Lesser Amount 4. Need time to think it over – 15% of the time – 70% of the time – Graciously accept best possible gift – That‘s Great! – If you think they can do – Schedule a follow up better, defer a decision call in 5-7 days & follow up in 5-7 days 130130

Scheduling the Follow Up • Schedule a specific date to call ―I will call you next Thursday or Friday. Which is better for you?‖ • NEVER leave it with ―Call me when you decide!‖ 131

Say Thank You ―On behalf of our ministry, thank you for your time and your prayers for our success.‖ 132

Why Gift Invitations Succeed • Top Priority and • Peer Solicitation Sense of Urgency • Time Table Followed • Plan Followed • Sights Kept High • Solicitors Make Gifts First • Personal Passion for the Cause • Compelling Case 133133

Strategy for Success • Be Bold • Have Faith • Ask!! 134

Absolutes for Visits • Have a set agenda • Communicate your need • Dialogue, not monologue • Ask relevant questions • The more the prospective benefactor talks, the more they sell themselves on your ministry 135

Caution • Undefined purpose • Overstated emotionalism • The pleading of needs • Misunderstanding what motivates a prospect • Vague plans • Unsubstantiated grand claims 136

Exercise • Major Gift Solicitation 137

We‘ve Covered A Lot! • Case • Mission/Vision/Goals of the Organization • Strategic / Pastoral Plan • The Case for Support • Leadership • Ministry and Staff Leadership • Leadership Councils • Engaging Leadership • Plan • Components of an Annual Plan • Asking for Gifts Face-to-Face 138

Thank you! Peter de Keratry pdekeratry@petrusdevelopment.com Mary Macuga mmacuga@petrusdevelopment.com Petrus Development, LLC 1150 Lakeway Drive, Suite 206 • Austin, Texas 78734 www.petrusdevelopment.com 139

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Intro to fundraising - 6.18.10 Presentation Transcript