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  • 1. Developing an Annual Fundraising Program Anne C. White, Ph.D., CFRE
  • 2. Where the Money Is........
    • Giving USA – Americans donated $248.52 billion to charitable organizations – an increase of 5 per cent over the previous year, and a new record for the United States.
    • Corporations $12.00 billion 4.8%
    • Foundations $28.80 billion 11.6%
    • Individuals $187.92 billion 75.6%
    • Bequests $19.80 billion 8.0%
    • Individual giving was 83.6% or $207.72 billion
  • 3. Developing An Annual Plan for Sustainability
    • Definition : Annual Giving is the primary fundraising method used to broaden support, upgrade levels and provide operating support for ongoing programs. Annual giving is the 365-day development program that is the central point for most first-time donor gifts.
    • Within the integrated development process, annual giving is an essential first stage and precedes all other stages
  • 4. The process of annual fund development includes:
    • Developing the case for support
    • Prospect Research
    • Cultivation/constituency development
    • Solicitation strategies
    • Acknowledgment and Recognition
    • Gifts Management
  • 5. What are the key components of the written, operational development plan?
    • Statement of fundraising purpose
    • Strategic and financial goals
    • Budgeting – how are you going to pay for the process
    • Cultivation Strategies
    • Solicitation strategies for targeted constituencies
    • Time frames and responsibilities
    • Indicators of success
    • Processes to monitor progress and evaluate performance
  • 6. What is the purpose of annual giving ?
    • Provide income for unrestricted and restricted programs
    • Renew donor support
    • Cultivate donors to increase giving levels
    • Solicit new donors to broaden the base of support
    • Identify leadership
    • Identify major gift prospects
    • Build donor loyalty
  • 7. What are the components of an annual fund strategy:
    • Individuals – first-time and renewal
    • Corporations – can be philanthropic support or marketing funds
    • Government – proposals for specific established program
    • Foundations – proposals for new or existing programs, capacity building
    • Special Events – raises funds and brings new friends
    • Major Gifts – program support, building, special projects,
  • 8. . Important principles when soliciting individuals
    • An individual is unlikely to make a significant gift to an organization that is new to him or her
    • The demographic profile of your current donors is a good indicator of the profile you will find successful in a prospect list for your campaign
    • Time (generally three to five years at a minimum), energy, work and budgets are all required to build a broad base of support
  • 9. How does an Individual decide whether or not to contribute
    • To diminish negative feelings (guilt, fear, anger)
    • To gain immortality
    • To express deep emotion (grief – memorial or joy – commemorative)
    • To give something back
    • To help or care for others
    • To respond to the person asking
    • To gain tax and/or financial planning benefits
  • 10. Selecting the best strategies for soliciting individuals
    • According to author James Greenfield, personal solicitation is 16 times more effective than mail solicitation
    • Using more than one method of solicitation is desirable for individuals
    • Each method has a greater potential when it is well coordinated with other methods
    • Individuals have different motivations for giving and different patterns of giving. The more you know about a donor’s motivations and giving patterns, the more effective your solicitation activities will be
  • 11. With which audiences would personal solicitation be best?
    • The Board – peer-to-peer solicitation is best accomplished by a small committee of board members and aids board members in soliciting others
    • Major annual donors – prospects at higher annual giving levels have the greatest interest and potential; personal solicitation can maximize their giving potential
  • 12. What role does the professional play in personal solicitation
    • Directs the program
    • Sets expectations
    • Organizes Activities
    • Prepares Materials
    • Provides Training
    • Motivates solicitors
    • Reports Progress
  • 13. Participation in Solicitation
    • Participates in Solicitations
    • Makes the call when the relationship is the best with a staff member
    • Assists a reticent or unskilled volunteer
    • Makes the call when no one else is ready, willing or able
  • 14. Mail solicitation/direct mail
    • Mail solicitation is the most impersonal and least efficient form of solicitation
    • Requests for a first-ever (from a nonaffiliated prospect list) gift will yield a return rate of between 0.5% and 1.0%. If early returns are promising, it is advisable to send more than one appeal to the same prospects – to maximize the opportunity and chance of someone making a gift
  • 15. Direct Mail
    • Direct mail is not simple to perform nor easy to operate at a profit; it requires years of experience to master.
    • Every aspect of the direct mail campaign - from segmentation of the list to design of the letter, envelope, response device and recognition or thank you gift, can affect the outcome of the campaign. It is strongly recommended that each of these elements be tested for their response rate before any large, direct mail campaign is undertaken
  • 16. Electronic Solicitation
    • “ ePhilanthropy” is the commonly used term for online donations to nonprofit causes. It can take the form of direct contributions from donors via your website, or indirect contributions via cause-related marketing agreements with businesses.
    • The growth of the use of the Internet for philanthropic purposes will be met with success when integrated with traditional methods of direct mail, telemarketing, and personal solicitation
  • 17. Electronic Solicitation
    • There are many more people using the Internet – your requests can be informational and customized
    • Solicitation on the Internet will not be successful as a sole approach; to be valuable, it must be integrated or followed up by mail and telephone calls
    • Your organization’s online presence can be as simple as a website with information on its activities and contact information
  • 18. Strategies for Soliciting Organizations
    • Research what motivates the organization and what strategies work for them
    • Keep in mind that a successful solicitation will require the same relationship-building techniques used with individuals
    • While the format of the ask (grant proposal or other) may vary, it is a relationship which often makes the difference.
  • 19. Types of Clubs and Associations
    • Service Club (Lions, Rotary, Kiwanis, Junior League, etc)
    • Self-help associations (PTA, Mothers Against Drunk Driving, etc)
    • Professional and Trade Associations
    • Social Clubs
  • 20. Motivations
    • Specific interest (Lions and blindness, etc)
    • Community Service
    • Business or social concerns of members
  • 21. Obtaining support from Businesses
    • Types of business support
    • Neighborhood stores or businesses
    • Banks, utilities, department stores
    • Motivation for business support
    • Civic pride /good citizenship
    • Connection with a community resource
    • Employee morale builder
    • Good for business
  • 22. Business Support
    • Strategies for seeking business support:
    • Nominate local business leader for your board
    • Form a businessperson’s council
    • Seek in-kind or product gift that serves your organization’s needs
    • Provide recognition for the gift
    • Seek a sponsorship for a specific aspect of your organization
    • Ask for display space in a local business
  • 23. Obtaining Support from Corporations
    • Types of Corporate Support
    • Corporate Foundations (similar to private foundations)
    • Direct corporate giving (cash directly out of corporate profits)
    • Executive discretionary funds (personal connections with executive leadership)
    • In-kinds gifts of company products or equipment
  • 24. Corporate Support
    • Subsidiary or individual plant budget (local giving)
    • Marketing budgets (cause-related marketing support or support for special fundraising events)
    • Research and development budgets (tied to the company business interests)
  • 25. Motivations for corporate support
    • Good corporate citizenship
    • Enlightened self-interest
    • Individual leadership initiative
    • Location
    • Quid pro-quo interests
    • Interest to corporate employees
  • 26. Strategies for corporate support
    • Establish board and key volunteer relationships among employees
    • Make a persuasive case for corporate support
    • Conduct good comprehensive research
    • Write good grant proposals
  • 27. Obtaining Foundation Support
    • Types of Foundations
    • Private
    • Company Sponsored
    • Community
    • Operating
  • 28. Motivations for Foundation Support
    • Community support
    • Sociopolitical concerns
    • Historical roles (philanthropic interests of founders)
    • Seed money for new projects
    • Tax advantages
  • 29. Strategies for Foundation Support
    • Research the foundations
    • Analyze foundation guidelines
    • Approach a foundation (personal contacts)
    • Make requests for support (develop, write and package the proposal)
  • 30. Obtaining Support from Government Entities
    • Typically they fund education, health care needs, and training and workforce issues
    • Largest amount of funds available from federal/national and state/province
    • National Education Association, U. S. Department of Education, HUD Community
    • Development Block Grant administered through county government, state/province department of public aid, local housing agency
  • 31. Federated Campaigns
    • Another area of support is Federated Campaigns – there are many more since United Way was first organized as the Community Chest in the early 1900’s.
    • Many national organizations have developed campaigns related to particular issues and there are others such as America’s Charities which represents organizations with different missions and services.
  • 32. Proposal Writing
    • Basic components of a proposal:
      • Summary – clearly and concisely summaries the request
      • Program Statement – describes the organization’s qualifications or “credibility”
      • Problem Statement or Needs Assessment – documents the needs to be met or problems to be solved by the proposed funding
      • Objectives – establishes the benefits of the funding in measurable terms
  • 33. Proposal Writing
      • Methods – presents a plan for determining the degree to which objectives are met and methods are followed
      • Evaluation – presents a plan for determining the degree to which objectives are met and methods are followed
      • Sustainability – describes a plan for continuation beyond the grant period and/or the availability of other resources necessary to implement the grant
      • Budget – clearly delineates costs to be met by the funding source and those to be provided by the applicant or other parties
  • 34. Who Should Write a Proposal?
    • Most proposals are developed by staff as a team – the development staff pulls all the information together and puts it in the correct format as requested by the funding source
    • No matter who is working on the proposal, the developers should act as facilitators bringing together the needs of beneficiaries, applicant organization and funding source on some coherent and logical plan.
  • 35. Basic Principles of Proposal Writing
    • Make sure it is neat, clean and easy to read
      • No typographical errors
      • No extravagant packaging – spiral bindings are made to cut apart, and expensive covers look like you wasted money.
    • It should be Brief!
    • What is the right length – just long enough for you to clearly communicate your message but not long enough to produce a stupor
  • 36. Proposal Writing
    • Be positive!
    • Remember that you are offering the funding source an opportunity to participate in an important, useful activity.
    • Remember that the funding source gets its credibility from funding winners, not losers
  • 37. Proposal Writing
    • Avoid Unsupported Assumptions
    • The astute reader finds any number of unsupported assumptions in most grant applications
    • Don’t assume the funding source knows accurately what your organization does
    • Be sure if the national scope of a problem is described, that you document its existence in the community you are serving
  • 38. Proposal Writing
    • If you use words like “we believe” – support that belief with cold, hard facts
    • Present enough evidence to support your position and no more – don’t use large numbers of charts and graphs – they will probably not be read and too often fail to support the thesis of the proposal.
    • Cite sources of data in the body of the proposal and avoid footnotes – don’t develop a doctoral dissertation
  • 39. Proposal Writing
    • Write your proposal in English!
    • Proposal writing is not an opportunity to demonstrate your mastery of bureaucratese
    • If your funding source employs jargon in its guidelines, use it only if you feel you must and define your terms
  • 40. Proposal Writing
    • Panelists reviewing your grant may not know the terms – tell them what you think it is
    • Test the clarity of your proposal by having someone who is not familiar with what you do read it and give you feedback
  • 41. The Cover Letter
    • This is an essential part of the proposal package – second in many ways to the Summary.
    • Assures the funding source that the proposal is endorsed by the Board
    • Briefly describes the content of the proposal – it is not a proposal summary
    • Place to commit to following up on the proposal – “We would welcome the opportunity to meet with you…”
    • Address your letter to a specific person at the funding source – spell the name right, have the correct title, and follow up with that person to be sure it has been received
  • 42. The Proposal Summary
    • The summary appears at the beginning of the proposal, but it is not prepared until you have completed the proposal. It should include the following:
    • Identification of the applicant and a phrase or two about their credibility
    • Reason for the grant request, issue, problem or need to be met
    • The objectives to be achieved through this funding
  • 43. The Proposal Summary
    • The kinds of activities to be conducted to accomplish these objectives
    • The total cost of the project, funds already committed, and amount asked in the proposal
  • 44. The Importance of the Summary
    • It is usually always required by the funding source – and must be included
    • It may be all that is read
    • It will be the first thing read
    • It should frame your proposal
    • It is good practice in expressing your ideas with clarity and brevity
  • 45. Special Events- To Have or Have Not
    • One of the first considerations is timing. Then comes implementation – major efforts are required for organizing an administrative group: lining up and training volunteers; locating site, talent, equipment, supplies; printing brochures; publicity and so on. Weeks and months can be consumed even for a relatively small happening.
  • 46. Special Events
    • Essential Questions to ask – answers must be objective and based on solid, current, factual information.
    • What type of event should be considered - what is our competition, what will have the greatest appeal and the greatest likelihood of success
    • Weather – while we have a small chance of rain – there are potential rainy periods even in the spring and alternative plans must be considered
  • 47. Special Events
    • Competition – Other events can siphon off attendance and we should consider any events which hit our target audiences. Check with the Red Book to see what might already be scheduled on a proposed date (not all events are listed in the Red Book so additional research will have to be done)
    • Population – there must be enough interested people who will support the event
    • Attitudes – how do those targeted to attend or participate in the event feel about it?
  • 48. How much money can, should, and will be raised from this event?
    • In a major, highly-populated market like the Phoenix metropolitan area, events should be carefully considered as to the return on the investment.
    • Develop a realistic budget of all costs and set a attainable goal for a net return
    • The enormous time and effort to produce a successful event constitutes a large investment of time and talent, both staff and volunteer. Why spend all that effort to produce an extremely low return on your investment when it could in reality be much more financially successful.
  • 49. Volunteer Committees and Responsibilities
    • One of the great problems of special events can be the shortage of volunteers. Secondly can be the lack of organization for the volunteers. To ensure a positive outcome, plan, plan, plan:
    • Create an organizational chart – you can clarify roles and responsibilities between various people in the organization, and utilize it to recruit and orient others
  • 50. Volunteer Roles
    • Develop job descriptions for each task within the plan - before you recruit volunteers you must know what they will do – include the purpose and responsibilities of the job including:
    • Time required
    • Length of commitment
    • Qualifications or skills required
    • Orientation or training provided
    • Benefits to gain
  • 51. Volunteer Roles
    • Do a basic calendar of organizing – work backwards from the date of the event to ensure you have enough lead time for each activity. Allow time for mistakes, delays and a little procrastination from individuals
    • Recognize the recruitment of volunteers – send each volunteer that is selected a letter confirming his/her appointment – include current plans for the event – any minutes of organizing committee
  • 52. Volunteer Roles
    • To be effective, volunteers must have information and perspective – keep in contact with volunteers, be sure they are fulfilling their responsibilities – catch any problems early – encourage their creativity and commitment – keep them apprised of the overall picture.
    • Confirm everyone’s involvement before the event – have a pre-event meeting the day before with key volunteers to be sure all will go smoothly
    • Recognize hardworking volunteers – at the event and afterwards. Recognition consists of both saying “thank” you and being open to constructive criticism. Collecting their comments soon after an event improves the event next time.
  • 53. Volunteer Roles
    • What jobs do you need to fill – there is nothing more frustrating than finding an essential duty in the event has no leadership – think and plan for the duties:
    • Overall chair
    • Sponsorship
    • 3 . Decorations
    • 4, Facilities
    • Food/Liquor/Licenses
    • Entertainment/Talent Hospitality
    • Graphics Design/Printing/Signage
    • Marketing/Publicity
  • 54. Volunteer Roles
    • 9. Silent/Live Auction
    • 10. Accounting/Financial Management
    • 11. Transportation/Valet Parking
    • 12. Program Committee
    • 13. Technical Equipment
    • 14. Clean-Up/Tear Down
    • 15, Security
    • 16. Others as needed depending upon event
    • Staff should play a troubleshooting role – be visible and working with volunteers and ready to step in when needed.
  • 55. Special Event Cost Accounting
    • Rule #1 – cost per dollar raised
    • Everyone has a different perspective on how much money it takes to raise a dollar. In special events – the guide is to invest 50 cents for every one dollar raised. While this may sound reasonable, many times the cost of staff time and overhead expenses are not included – the costs are real and should be included.
  • 56. Special Event Cost Accounting
    • Rule # 2 – volunteer work needed
    • Expect to invest 2 volunteer hours for every hundred dollars raised, in addition to financial investments – this means that volunteers earn $50/hour for the organization.
  • 57. Special Event Cost Accounting
    • Rule #3 – maximum ticket sales
    • One person can sell 10 tickets on the average - many groups overestimate how easy it is to sell tickets – this rule appears to be consistent whether the tickets are for an event or a raffle. It is often the case that 20% of the volunteers sell 80% of the tickets – unfortunately it is hard to predict who will be the star salespeople.
  • 58. Special Event Cost Accounting
    • Rule #4 – utilize in-kind donations to maximize the return on the investment
    • Look at all the materials it will take to run the event and select the ones which have the best opportunity to be donated: food, printing, decorations, flowers, talent, etc. Plan in-kind contributions into your budget so you can be sure they are being pursued
  • 59. Major Gifts and Planned Giving
    • There is only one way to solicit a major gift – in person! Describe your project and the way it helps to solve a community problem, match the prospect’s needs to those of your cause and ask for the prospect’s support
  • 60. Major Gifts and Planned Giving
    • Be interested in the prospect
      • Pick the right prospect – it is the appropriate contact that makes the difference in fundraising
      • Solicit in person – face-to-face solicitation is the only method
      • Convince yourself first – be sure you have made your own commitment before you ask anyone else – your gift gives credibility to the ask
      • Know your cause – be knowledgeable about the problems and opportunities and the role your organization plays in the community
      • Know your job – be familiar with the role of solicitor
      • Know your prospect – think about their possible motivations for participating in addressing these community issues – engage them in conversation about this interest
  • 61. Major Gifts and Planned Giving
    • At the Meeting…..
    • Explain your role and mention your gift
    • Talk about community issues and how your organization can help respond to these needs
    • Remind the prospect how his or her gift will help respond to this community problem. Talk about how the gift can influence others
  • 62. Major Gifts and Planned Giving
    • Ask for a specific amount
    • Aim as high as you can – challenge and stretch the prospect
    • Get a commitment before you close the meeting
    • Never leave a gift envelope or commitment form with the prospect – you can leave informational materials.
  • 63. Major Gifts and Planned Giving
    • Asking for a specific amount – and securing a promise
    • It is crucial to ask for a specific amount – people are more comfortable when you give them a sense of what is expected – they can better make a decision
    • Get a commitment of a specific amount before you end the solicitation. If the prospect needs time to think about the amount, tell him or her you will call back on a specific day to get the pledge – and follow through
  • 64. What If …. Contingency Plans
    • Do not accept a gift that is too small – if you think the prospect is going to offer a smaller gift – try to negotiate up first
    • Don’t just accept a “no”. Keep selling – however if you feel the prospect is going to turn you down, withdraw saying that perhaps this is not a good time to consider such a gift. Ask for a future meeting
  • 65. What If……
    • If the prospect agrees to consider your appeal but wants to take some time, make the follow-up appointment then
    • Remember – our job is to get the answer – not just ask
  • 66. Recognition Strategies
    • Before you even begin a campaign, you need to know what your recognition plan will include:
    • Specific giving societies with dollar amounts and benefits at each level
    • Website acknowledgment
    • Printed Materials
  • 67. Recognition
    • Donor walls, plaques, etc
    • Private receptions
    • Access to CEO, Artistic Director, backstage tours, etc
    • Tables at Gala or other special events
    • Think creatively – make it unique!
  • 68. Planned Giving – a definition
    • People hear of a major bequest or a distribution of a charitable remainder trust, and immediately think – lets do planned giving!
    • That is understandable because planned gifts from individuals will be the largest growth area in the future.
    • Planned Giving is the integration of sound personal, financial and estate planning concepts with the individual donor’s plan for lifetime or testamentary giving.
  • 69. Planned Gifts
    • Bequest
    • Charitable Gift Annuity
    • Charitable Remainder Trust
    • Charitable Lead Trust
    • Life Insurance Policy
    • Pooled Income Fund
  • 70. What Do Planned Gifts Offer to the Donor
    • Opportunity to Give
    • Income Tax Deductions
    • Fixed or Variable Income
    • Retirement Income
    • Reduction of Capital Gains Tax
    • Potential for Increased Income
    • Asset Management
  • 71. Why Are They Important to an Organization
    • Probably the largest gift a donor will make to your organization
    • Come from people who have been supporting your organization for years
    • Are easy to market – your letterhead can have a tag line which reads something as simple as – Remember xyz organization in your will or estate plans
  • 72. Important to You
    • Offers a donor the opportunity to support your organization long after his or her death
    • Provides long-term program support if placed in an endowment
    • Provides a simple and easy way to ensure the donor’s wishes will be followed after his or her death
  • 73. Important to You
    • Provides opportunities for large and small donors to participate
    • Provides opportunities for small donors to receive recognition during their lifetime for a gift from their estate
  • 74. Our Annual Fund Plan
    • Goals
    • Identification of preferred and available strategies
    • Analysis of potential by constituency and strategy
    • Goals by strategy
  • 75. Annual Fund Plan
    • Timeline for each strategy – including income benchmarks
    • Creation of a budget for each strategy
    • Marketing needs to support each strategy
    • Financial and human resource needs (including volunteers) for each strategy
  • 76. Annual Fund Plan
    • Board commitment – both personally and as a group
    • Staff buy in and financial commitment
    • Team approach – everyone is responsible for development!!
  • 77. Thank You
    • Anne C. White, Ph.D., CFRE
    • Director of Development and Marketing
    • Phoenix Boys Choir
    • [email_address]
    • 602-264-5328 x 31
    • www.boyschoir.org