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NYMACC 2011 Fund Development for Your Arts Organization Board
 

NYMACC 2011 Fund Development for Your Arts Organization Board

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  • Giving USA estimates that $307.65 billion was given in 2008, exceeding $300 billion for the second year in a row. The 2007 estimate was revised to $314.07 billion. The change from 2007-2008 is a decrease of 2% or -5.7% adjusted for inflation. Although this 2008 figure is the first decline in giving in current dollars since 1987, giving still represented 2.2% of GDP. These donations were primarily from: Individuals — $229.28 billion, down 2.7% (-6.3% inflation-adjusted) Foundations — $41.21 billion, up 3% (-0.8% inflation-adjusted) Charitable bequests — $22.66 billion, down 2.8% (-6.4% inflation-adjusted) Corporate giving — $14.5 billion, down 4.5% (-8.0% inflation-adjusted) Where Donors Gave in 2008 Only religious, public-society benefit, and international affairs showed positive changes in contribution totals. The biggest percentage drops were felt by grant-making foundations and human services organizations. Of the $307.7 billion given to US charities, more than $106.89 billion went to religious organizations. This was an increase of 5.5%, or 1.6% adjusted for inflation. This is the second year in a row religious giving has topped $100 billion. The remainder of the donations went to the following groups: Education — $40.9 billion, a decrease of 5.5% (-9% inflation-adjusted) Gifts to grant-making foundations — $32.65 billion, a decline of 19.2% (down 22.2% inflation-adjusted) Human services — $25.88 billion, down 12.7% (-15.9% inflation-adjusted) Public-society benefit — $23.88 billion, up 5.4% (up 1.5% inflation-adjusted) Health — $21.64 billion, down 6.5% (-10% inflation-adjusted) Arts, culture, and the humanities — $12.79 billion, down 6.4% (-9.9% inflation-adjusted) International affairs — $13.3 billion, up 0.6% increase (down 3.1% inflation-adjusted) Environment/animals — $6.58 billion – down 5.5% (-9% inflation-adjusted) Deductions carried over and other unallocated giving — $19.39 billion Foundation grants to individuals is a new category and accounted for $3.7 billion Online Giving Surpasses $15 Billion in 2008 Blackbaud analyzed the Giving USA data, along with other important metrics, and estimates that more than $15.42 billion was given online to US charities in 2008. This is a 44% increase over 2007's online giving estimates. Online giving accounted for just over 5% of total giving to charities in the US during 2008 and has been growing for many years now.
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  • Took well over a year – hard to get people to agree. (everyone involved) Alternates: Now looking at “Helping to build the best nonprofits in NYS” or The Soapbox & Toolbox for NYS Nonprofits Take a poll at the luncheon! Know it’s not enough to have one line Need to back up with building blocks of why we make this impact Good way to keep ‘in line’ with branding Use for brochures, press releases, websites, etc. Can be tailored for different audiences It’s stories (and some stats) It’s experiences You’ve listened to your audience and should know what impact statement will resonate with them. But when you drill down, for events, new programs you can tailor communication
  • Took well over a year – hard to get people to agree. (everyone involved) Alternates: Now looking at “Helping to build the best nonprofits in NYS” or The Soapbox & Toolbox for NYS Nonprofits Take a poll at the luncheon! Know it’s not enough to have one line Need to back up with building blocks of why we make this impact Good way to keep ‘in line’ with branding Use for brochures, press releases, websites, etc. Can be tailored for different audiences It’s stories (and some stats) It’s experiences You’ve listened to your audience and should know what impact statement will resonate with them. But when you drill down, for events, new programs you can tailor communication
  • Exercise – What we did in a year, you are going to do in less than 10 minutes (!) On your own – Do an IMPACT statement. Only Two Rules: Pretend like you’ve surveyed your audience Less than 10 words (Edna McConnel Clark In Other Words – plea for plain speaking in foundations

NYMACC 2011 Fund Development for Your Arts Organization Board NYMACC 2011 Fund Development for Your Arts Organization Board Presentation Transcript

  • Presented by Andrew Marietta, Regional Manager, New York Council of Nonprofits, Inc. www.nycon.org | 800.515.5012 | amarietta@nycon.org Fund Development for Your Arts Organization Board NYMACC | September 26, 2011
    • Learn the various fund & resource development duties of the Board & Development Committee responsibilities
    • Learn the components of a development plan & how to formulate & implement strategies
    • Explore strategies for communicating your impact
    • Discuss ways to obtain buy-in from the Board
    Key Learning Objectives
  • Major Policy & Monitoring Functions
    • Board Management and Development
    • Personnel Oversight
    • Finances/Fixed Assets Oversight
    • Resource Development
    • Stakeholder/Community Relations
    • Programs: Quality Assurance, Evaluation & Continuous Improvement
    • Planning for the Future
  • Major Policy & Monitoring Functions
    • Board Management and Development
    • Personnel Oversight
    • Finances/Fixed Assets Oversight
    • Resource Development
    • Stakeholder/Community Relations
    • Programs: Quality Assurance, Evaluation & Continuous Improvement
    • Planning for the Future
  • Fund Development Responsibilities of an Effective Board
    • Accountability
    • Ethical Principles
    • Oversight
    • Participation
  • Accountability
    • Awareness & compliance with the intent of federal, state & local laws regulating charitable solicitation
      • Attorney General’s Office
      • IRS
      • Other
    • Establish & exercise adequate controls over fundraising activities
    • Accuracy, integrity & accountability in all solicitation activities, materials, representations, etc.
  • Ethical Principles
    • Motivated by mission, merits & resource needs
    • Respect for the privacy of donors
    • Administrative & fundraising expenses should be fair, reasonable, documented & disclosed (reported on IRS Form 990)
  • Oversight
    • Establish an appropriate governance structure
    • Ensure development efforts meet the budgetary needs
    • Ensure resources are available to maximize returns
    • Approval of the annual development plan
  • Participation
    • Personal contribution
    • Involvement
    • Identifying and cultivating resources
    • Government relations
    • Solicitation
  • Who’s on First? The Development Committee
    • Prepares Development Plan for Board approval (with staff support if available)
    • Models and encourages full Board involvement in implementation
    • Monitors and reports progress
    • Evaluates efforts
    • Revises plan
  • Why Have a Plan?
    • Challenges & replaces magical or wishful thinking
    • Coordinates Board, fund raising & marketing efforts with the organizational strategic plan
    • Gets “buy-in” from participants regarding:
    • Goals
    • Roles
    • Priorities
    • Accountability
  • Plan Benefits
    • Helps to pace your annual efforts
    • Great orientation tool for new Board Members & Committee Volunteers
    • Creates understanding of everyone’s fund raising roles & responsibilities
    • Is outcome-based & measurable which helps you learn & measure your success
  • Strategic Questions to ask
    • What are the agency’s real needs?
    • What are we raising money for?
    • Would funds raised effect existing funding streams?
    • Where have the resources come from in the past?
    • What are our funding trends?
    • Are the funding streams diversified?
    • What would be the impact of a funding cut from any source?
    • What are we good at?
  • What is a Development Plan? (or…taking the gamble out of fund development)
    • A detailed plan that describes how you intend to secure donated resources. It includes:
    • The case for support
    • Fund Development environmental analysis
    • Goals & Objectives
    • Strategies
    • Human resource needs
    • Budget
    • Timelines
    • Accountability
    • Evaluation
  • Developing Your Case for Support
    • What do you need money for?
    • How much do you need?
    • Why would someone want to contribute?
    • Benefits to clients
    • Benefits to the donor
    • Benefits to the community
  • Analysis of Fund Development Environment
    • External Environment (Opportunities & Threats)
    • Competitors
    • Community awareness & relationships
    • Perceptions of activities (quality & need)
    • Economy
  • Analysis of Fund Development Environment (cont’d)
    • Internal Environment (Strengths & Weaknesses)
    • Evaluation of previous efforts
    • Staffing capacity & support
    • Financial management infrastructure & technology
    • Fundraising software
    • Budget available for development efforts
    • Volunteers’ commitment to fundraising
    • Marketing materials
  • Identify Your Fundraising Strategies
    • On-line activity
    • Special events
    • Direct mail
    • Radio, television or print ads
    • Phone-a-thons
    • Planned Giving/Bequests
    • Face-to-face solicitation
    • Other?
  • Each Strategy Serves a Purpose
    • While it may not offer the greatest immediate financial return, it may:
    • Establish credibility
    • Generate positive public exposure for organization and increase public awareness
    • Reach out to potential new donors
    • “ Set the table” for future gifts
    • Involve new volunteers--your best ambassadors in the community
    • Raise the profile of your cause or mission
      • S pecific
      • M easurable
      • A ttainable
      • R ealistic
      • T imebound
      • Take It One Step At A Time!
    Set SMART Goals!
  • Master Timeline Space out major events and asks Strategy Jan Feb Mar April May June Special Event x Direct Mail Campaign x Volunteers Recruited x x Follow-up Solicitation x Media Thrust x x Newsletters x
    • It takes money to raise money, but how much can you afford?
    • Remember that time is money - if it takes time, there is a cost
    • Even volunteer-driven fund raising efforts require adequate staffing, space & technology to support volunteers
    • Remember to include all costs (direct or hidden):
      • Staff time
      • Space and technology needs
      • Marketing & advertising
    Develop a Master Budget
    • Evaluating the Plan
      • Review & fine-tune the plan annually
      • Were costs reasonable compared to income?
      • Were targets & outcomes realistic?
      • Consider the non-financial benefits of each effort
      • Are you moving toward your long-term goals?
    So How Did We Do?
  • Who Receives the Money? Source: Giving USA 2010
    • Source of 75% of charitable contributions
    • Need for unrestricted dollars
    • Reduced funding from government and foundations
    • Builds a broad-based support
    • Requires Board involvement and Builds LOCAL support
    Why Focus on the Individual?
    • Development is the process of building relationships
    • Fundraising is setting up opportunities to actually ask for money
    • 80% of the money you raise will come from 20% of the donors
    • Lower income people give a greater percentage of their income than wealthier donors
    • The #1 reason people don’t give is because no one asked!
    Key Concepts in Fundraising
    • Personal face to face ask by a known peer 50%
    • Personal phone call by a known peer 30%
    • Personal letter by a known peer 15%
    • (on their stationery)
    • Phone-a-thon (by a volunteer or paid caller) 10%
    • Direct Mail 1-5%
    • Special Events Least Effective
    Success Rate of Fund Raising Activities Based on Ratio of Time Invested to Financial Return
  • 2009 Online Giving Update…
    • The average online gift in 2009 was $144.72. That represents a 5% decline from 2008 , but remains significantly higher than other fundraising channels.
  • Messages that Connect
    • Is it right for your audience?
    • Keep it Simple
    • Make it memorable
    • Unexpected
    • Concrete
    • Emotional, tapping into positive or negative feelings
  • The “New” Cultivation Process… Stop being a not-for-profit. Why do we define our selves in the negative? It makes no sense. Does your organization exist to ‘not make any money?’ Or, does it exist to save lives, change lives and impact lives . Connection to Impact Drives Potential for Income. Source: www.forimpact.org
  • Cultivate Plants… Relate to People…
    • Old: The higher the ask the longer the “cultivation period.”
    • New: The bigger connection to impact the better the partnership
    • Old: Major gifts are infrequently asked for or given and require a personalized cultivation plan and solicitation.
    • New: Partnership opportunities are presented when good partners present themselves. Both parties bring value to the table and help each other reach their goals.
    • Old: Nonprofit “charities” ask for donations. Giving is the ‘right thing to do.’
    • New: Nonprofit businesses provide opportunities to invest in your community, and see the return for the people, region, cause you care about .
    • Share goals the organization pursues
    • Personal connections with staff, board, clients or volunteers
    • Personal gratitude toward the organization
    • Involvement in the life of the organization
    • Enlightened self-interest
    • Being asked
    • Joy
    Remember Why People Give
  • Case Study In Making It Simple: “In A Nutshell” “ The Soap Box and Toolbox for New York’s Nonprofits.” What? Why? How? Support Build Stronger Nonprofits Comprehensive Services Plan Community Engagement Collaboration Advocate Give Voice to All Education & Lobbying
  • What’s Your ‘Impact Statement’? Impact Statement WHAT WHY HOW
  • O.K. I Get It! Now How Do I Get My Board on Board?
    • Get buy-in and establish champions on the Board
    • Identify skill gaps among current members
    • Recruit new members with needed skills
    • Invest in Board training
    • Set an example
    • Establish coaching relationships
    • Set reasonable goals
  • Direct Solicitation...Not Me!
    • What you believe in
    • must be bigger
    • than what you are afraid of!
    • You are giving people an opportunity to
    • have an impact on a community problem
    • they care about--It’s simply up to you to
    • share your passion.
    • The dollars WILL follow.
  • What If They Say “NO”?
    • Overcoming Objections:
      • Anticipate objections & be prepared
      • Encourage prospect to tell you their reasons
      • Listen carefully
      • Clarify misinformation & offer opportunities to become more familiar with the cause
      • Continue cultivation
      • Can you get them involved?
    • Choose your fundraising methods strategically
    • Build organizational capacity and infrastructure
    • People give to other people - establishing relationships are key
    • People give because of self-interest - know what motivates your donors
    • You are asking for investments and partners, not charity and prospects
    • Developing a compelling message is critical
    • Money follows people - get prospects involved
    • Few people give without being asked
    Best Practices Summary
  • Added Ideas, Comments, Questions???