YMCA Annual Campaign Essentials

 Upon completion of this module, you will be able
to:
◦ Apply the stewardship of the mission and philanthropic culture
while protecting the YMCA’s charitable non-profit status
◦ Explain reasons the YMCA needs to raise charitable income on
an annual basis
◦ Interpret the elements of fundraising success
◦ Describe the YMCA volunteer-driven, staff-supported annual
campaign model
◦ Explain the roles of staff and volunteers in the year-round
campaign effort
◦ Explain how the campaign strengthens relationships with YMCA
members (N/A for Board Overview)

2

 Activities should be focused on developing a
feeling of belonging
 Membership = all the families, adults and
children who participate in any YMCA program
 YMCA Membership Characteristics = Sense I
belong here

3

 YMCAs meet challenges in their communities
 YMCAs positively impact Americans of all ages
 YMCAs are committed to carry out our mission
through all economic conditions

4

 Holistic development of children and youth
 Family strengthening
 Health and well-being for all

5

 Build fundraising capacity of each local YMCA
 Increase our programmatic reach
 Raise awareness of the YMCA’s impact

6

 It’s the right thing to do to:
◦ Ensure your YMCA’s future community impact
◦ Adhere to our obligations as a 501.c.3 charitable not-for-
profit corporation
◦ Build and sustain a philanthropic culture by engaging the
membership in helping their community

7

 Deliver programs which impact community issues
 Quickly respond to changing needs of your
community
 Secure a solid financial foundation for the future

8

 Demonstrate community benefit
◦ Build our philanthropic reputation in the community
◦ The ratio of contributed income to annual operating
income meets or exceeds 15%

9

 General Contributions…....................... 1.3%
 Annual Campaign……………………… 3.4%
 Special Events…………………………. 1.0%
 United Way……………………………... 1.5%
 Foundation Grants……………………... 1.6%
 Endowment Transfers to Operations…. 0.9%
Total 9.7%

947 YMCA’s Reporting
2007 Data
10

 Develops a loyal donor/membership base
 Develops committed volunteer/staff leadership
 Provides relationships to secure future funding
 Positions your YMCA as a premier charitable
organization
 Members make a difference in a meaningful way

11

 Believe programs make an impact
 Are personally involved
 Personal satisfaction
 Wish to repay a previous debt
 Desire to be recognized or set example
 Wish to make their community a better place
 Respect the person who asks for a gift
 Wish to receive a tax deduction

12

Plan Next Community
Step Need
Determine YMCA Program
Donor’s Interest •Resources

Identify Investors
Report Back •Volunteers
•Donors

Meaningful Assign
Thank You Relationships

Prompt Build
Acknowledgement Passion
Ask

13

 Set the direction to meet the community needs
 Provide oversight of plan accomplishment
 Resources are available to carry out mission/plan

14

 Position for Fundraising Success:
◦ Operationally stable with financial integrity
◦ Invest in resources
◦ Follow financial development best practices
◦ Conduct a best practices Annual Community Support
Campaign

15

 Lives of children, families and individuals impacted
 Board views philanthropy as a top priority
 Leadership and staff view philanthropy as an
essential part of YMCA culture
 YMCA positioned as a preferred charitable
organization
 Intentional Donor-centered development program
 Giving is a satisfying experience

16

 Provides opportunity to share our impact in
communities
 Provides funding to maintain/expand programs
 Provides funding to assist participants
 Fosters the sense the YMCA is their YMCA
 Strengthen the YMCA Volunteer partnership
 Provides an opportunity for members to invest in
their values
 Members practice health-enhancing value of
philanthropy

17

 Secures community investment
 Provides an opportunity to discover and develop
leadership and personal skills
 Provides an opportunity to increase their circle of
networks and friends
 Creates greater understanding of the wide scope
and impact of YMCA programs

18

 If 5-15% of goal, five essential factors are present:
1. Efficient and effective day-to-day management
2. Committed leadership from Board and membership
3. Volunteer campaigners
4. Membership that feels a sense of YMCA ownership
5. Committed well-organized professional staff

19

 A process that yields significant resources
 A process of members asking members
 A program that fulfills our mission
 A program where staff support volunteers

20

 Board Leadership Campaign
 Staff Campaign
 Chair’s Round Table ($1,000+)
 Member Involvement Teams

21

Board

Financial Development Committee Board Solicitation Committee

Major Gifts Committee Campaign Steering Committee

Fund Raising Event

Additional Appeal

Campaign Chair

CRT Chair Teams Chair Spirit Chair

22

CRT Chair

Vice Chair Vice Chair Vice Chair

Committee Member Committee Member Committee Member




23

Teams Chair

Section Leader Section Leader

Division Leaders (4-6) Division Leaders (4-6)

Team Captains (4) Team Captains (4)

Campaigners (4) Campaigners (4)

24

 Giving by board members is not optional
 100% Board giving is essential
 Board should give 15 -20% of the total raised
 Board campaign leadership is essential

25

 Plans and manages the campaign
 Leads, directs, trains
 Oversees development of a written plan
 Follows best practices for the campaign
 Assures success and satisfaction for all involved
 Accountable for the overall campaign success

26

 Receive staff’s campaign recommendations
 Interpret the YMCA's need for campaigners and
contributed support
 Recruit and supervise campaigners
 Raise contributed funds
 Assist with planning and execution
 Make their own meaningful gift

27

 Draft the general plan
 Prepare the case and supporting materials
 Prepare a screened list of campaigner and donor
prospects
 Conduct training
 Organize office mechanics
 Make the campaign a rewarding experience
 Support and motivate volunteers

28

 Timing:
◦ 12 month attention and focus
◦ 4-6 week public phase

29

 Use Activity Worksheet 1 – Campaign
Effectiveness
◦ Step 1 – Rate current campaign
◦ Step 2 – Determine what you want your campaign to
accomplish
◦ Step 3 – Identify challenges

30

 Inadequate Board participation
 Incomplete prospect list
 Improper assignment of prospects
 Poorly trained campaigners
 Poorly planned report meetings

31

 Faulty campaigner recruiting and training
 Leadership does not motivate or inspire others
 Inadequate case interpretation
 Inadequate campaign records and evaluation
process
 Lack of commitment by top campaign leadership
 Gifts based on relationship with solicitor only

32

 Clear, mission-driven case for support
 Board and leadership staff view philanthropy a
top priority
 YMCA is a preferred partner for charitable
investment
 Large and diverse group of donors
 Intentional donor-centered fundraising program
 Giving is a satisfying experience

33

 Having positive program experiences
 They feel a part of the YMCA community
 Knowing the community-at-large will benefit
 Being asked to give by someone they know
 Using “Listen First” in all interactions
 Demonstrating how donations are put to work

34

 What we covered:
◦ Apply the stewardship of the mission and philanthropic
culture while protecting the YMCA’s charitable non-profit
status
◦ Explain reasons the YMCA needs to raise charitable
income on an annual basis
◦ Interpret the elements of fundraising success
◦ Describe the YMCA volunteer-driven, staff-supported
annual campaign model
◦ Explain the roles of staff and volunteers in the year-round
campaign effort
◦ Explain how the campaign strengthens relationships with
YMCA members

35

 Identify 3 key actions you are going to take when
you get back to your YMCA
 Identify a time-frame when you will accomplish
those actions

36

to:
• Develop a clear case for support statement
• Establish the need for a case to seek donations
• Actively promote the YMCA‟s definition of charity
• Explain your case for support statement to donors
• Identify factors of an appealing case statement
• Identify communication vehicles and channels to carry
the message of your case to potential donors

2

 Do your Board and YMCA members truly
understand the compelling need?
 Board ownership drives community compassion!

3

The YMCA must do a better job of
communicating the need for donations and
emphasizing that membership fees are not
a substitute for donations.

4

 Public awareness of the Y is dominated by
“swim & gym” and other purchased services
 YMCAs concentrate on doing mission-based
work, rather than talking about it
 Our tax exempt status is under fire

5

 Words are powerful! The YMCA is a charitable
not-for-profit community organization
 Avoid the phrase “Membership Organization”
 Actively promote a definition of “charity”

6

 Be careful in talking about “our mission work”
 Don‟t confuse case with mission
 Don‟t apologize for fitness/wellness

7

 Promote your strongest case
 Advance the cost-effectiveness
 Emphasize that everyone has needs
 Quantify your broad base and service impact
 Emphasize community-wide impact
 Build your case around issues and results
 Show how your Y addresses today‟s big issues

8

 Validate the reason for the campaign
 Unite the campaign leadership
 Articulate how contributions will be invested
 Synthesize compelling facts and figures
 Include both people goals and dollar goals
 Provide an urgency

9

 Serve as the basis for campaign public relations
 Consistent messaging
 Visionary and action-oriented
 Justifies need for charitable contributions
 Inspires the donors

10

 Review the sample appeals
 Evaluate the appeals and decide:
• Which would you give to? Why?
• Who would you give a larger gift to? Why?

11

 The appeal must be bigger than the organization
 It must stress opportunities
 It must be urgent
 It must feature a broad appeal
 It must be supportable
 There must be current interest
 It must be logical, inspiring and obtainable
 Finally, it must be brief

12

 Make it meaningful
 Establish the organization‟s mission
 Tell your donors how they can make a difference
 Focus on the needs of the program participants –
not features of the program
 Include stories on how individuals have benefited
 Include the benefits to the community

13

 States the uniqueness of the YMCA in your
community
 Tells where are the funds coming from
 States when funding is needed
 Motivates campaigners and donors
 Excites members and donors to action

14

 Is focused and clear
 Relevant to community needs
 Is easy to grasp
 Evokes emotion
 Is supportable and logical
 Is donor-focused

15

 State 2-3 community needs
 Determine subsidy and financial assistance
 Inform your audience how their donation will be
spent
 Get your donor involved

16

 Emphasize the organization‟s strategic vision
 Briefly restate the mission
 Pitch a final „ask‟
 End with a dollar summary of the campaign goal
 Include who to contact for questions and their
contact information

17

 Use Activity Worksheet 2 – Case For Support
Statement
• Step 1 – Identify a community issue
• Step 2 – Develop a key message
• Step 3 – Identify a story to tell
• Step 4 – Write your case statement bullet points
• Step 5 – Develop a story to present to the Rotary club

18

 Use Activity Worksheet 2 – Case For Support
Statement
• Step 6 – Review each other‟s case statement
 use “Factors of an Appealing Case” criteria covered earlier
 Identify areas for improvement
 Document the feedback you receive to use in preparing your
own case statement

19

 Identify your audiences in priority order
 Create and share key messages
 Identify current YMCA communication
mechanisms
 Make sure your internal audience has it right
 “Borrow from the best”
 Determine your best third-party
 Determine who will enforce the communications
calendar

20

 2 audiences:
• Internal audience = members, volunteers and staff
• External audience = prospective donors
 Develop strategies to get the message out
 Communication strategies must convey the YMCA
as a community organization in need of charitable
donations

21

 During board member and staff recruitment
 At time of joining
 At new member, staff and board member
orientations
 In regular newsletters
 Community events
 Presentations by YMCA leaders at programs and
events

22

 How YMCA programs have helped:
• Children and youth deepen positive values, their
commitment to service and their motivation to learn
• Families build stronger bonds, achieve greater work/life
balance and become more engaged with their
communities
• Individuals strengthen their spiritual, mental and physical
well being

23

 Welcome-to-the-YMCA materials
 Campaign volunteer communications
 Member and participant communications
 Donor newsletters
 Personal letters to donors
 Press releases

24

 Public service announcements
 Program visits
 Special Events
 Bulletin Boards
 Reader Boards

25

• Explain the importance of having a clear, concise case
statement
• List the questions a case for support should answer
• Write an inspirational case statement to support your
Annual Community Support Campaign fundraising
priorities
• Understand how to develop a year round
communication plan utilizing different methods to
articulate a clear mission-driven case for support

26

those actions

27

to:
◦ Assess strengths and weaknesses of current Annual
Community Support Campaign
◦ Develop the metrics that will be tracked on an annual
basis to measure progress
◦ Determine strategies for Board commitment and buy-in
to conduct a proven practice board solicitation.
◦ Utilize process of goal and plan approval to get board
buy-in for best practice campaign process

2

 A process that yields significant resources
 A process of members asking members
 A program that fulfills our mission
 A program where staff support volunteers

6

 Board Leadership Campaign
 Staff Campaign
 Chair’s Round Table ($1,000+)

7

Board

Financial Development Committee Board Solicitation Committee

Major Gifts Committee Campaign Steering Committee

Fund Raising Event

Additional Appeal

Campaign Chair

CRT Chair Member Involvement Teams Chair Spirit Chair

8

 Annually review the overall campaign effort
 Examine what works, how next year can be better
 Discover what practices need to change
 Involve volunteers in developing improvements

9

 Measure success more than money raised
 Build strategies for sustainability
 Provides milestones for celebration
 Determine areas that need strengthening

10

 Use Activity Worksheet 1 – Sample Assessment
◦ Step 1: Review and discuss a sample assessment
◦ Step 2: Identify strengths of the campaign
◦ Step 3: Identify weaknesses of the campaign
◦ Step 4: Pick two success indicators to focus on
◦ Step 5: Why these two success indicators?

11

 Use Activity Worksheet 2 – My Campaign
Assessment Part 1
◦ Step 1: Identify two priority campaign success
indicators to work on next year.
◦ Step 2: Why are these two success indicators
important?

12

 Use Activity Worksheet 2 – My Campaign
Assessment Part 2
◦ Step 1: Rank Your Campaign Proven Practices
 Quickly rank 2 segments of your campaign using the Proven
Practices for Campaign Success 1, 2, 3 ranking system

13

 Use Activity Worksheet 3 – Campaign Success
Part 1
◦ Step 1: Tracking Success Indicators
 Using the campaign success indicators, you will see on
the vertical axis Success Indicators and on the horizontal
axis the Financial Development best practices listed.
 In your assigned category place an X in the box that
reflects which best practice area on the horizontal line
could be partially measured by the success indicators on
the vertical axis.

14

 Use Activity Worksheet 3 – Campaign Success
Part 2
◦ Step 1: Success indicators I currently track
◦ Step 2: Success indicators I will want track for the next
three years
◦ Step 3: How I will collect information on these metrics

15

 Inner family should be asked by peers
 Organized effort will yield greater dollars
 Donors ask if Board gives
 Increases commitment to YMCA
 Role model how board members should ask
others
 Make own gift first before asking
 Increases Board stature and self worth

16

Step 1 Brief Board Chair and Executive Committee on benefits of the plan
Step 2 Present the plan to the Board Executive Committee
Step 3 Present the plan to the board for review and approval
Step 4 Board Chair appoints Chair and members to Board Solicitation
Committee

17

Step 5 Board Solicitation Committee meets to review its assignment
Step 6 Committee members begin personal contacts with board members
Step 7 Maintain momentum with regular reports to check progress
Step 8 Announce the results

18

 Involve key volunteers in major decision making
 Interpret for board members the importance of the
campaign and their involvement
 Recruit Campaign Leaders
 Provide an overview and interpretation to
campaigners
 Provide a backup to decision making

19

• Purpose and Objectives • Action steps defining
• Decision-Making Process strategies to achieve
• Key Leadership campaign goals
Functions • Organizational chart
• Description of the • Calendar and chart of
Campaign Organization work
• Committee Functions • Job descriptions
• Best Practices/ Keys to • Expense budget
success • Case Statement/
• Goals/ success Interpretation Strategies
indicators

20

◦ Assess strengths and weaknesses of current Annual
Community Support Campaign
◦ Develop the metrics that will be tracked on an annual
basis to measure progress
◦ Determine strategies for Board commitment and buy-in
to conduct a proven practice board solicitation.
◦ Utilize process of goal and plan approval to get board
buy-in for best practice campaign process

21

those actions

22

to:
◦ Know how to utilize a team to develop or revise your
Annual Community Support Campaign plan
◦ Develop campaign timeline and benchmark indicators
◦ Describe how to identify and develop prospect lists for
campaign donors and campaign volunteers
◦ Strategize ways to develop and implement a year
round donor development plan
◦ Develop and manage a campaign structure
◦ Plan how to provide campaign volunteer
acknowledgement, education, support and inspiration
2

 Recruit Chairs & Executive Committee Members
 Develop the format for the Campaign Plan
 Meet with campaign leaders to:
◦ Determine goals
◦ Approve the campaign plan major strategies
◦ Draft the case statement
◦ Determine the internal theme for campaign volunteers
◦ Determine ways to articulate the impact of charitable
donations before, during and after the campaign

9

 Volunteers and staff together formulate policy
 Volunteers alone determine (approve) policy
 Staff execute policy
 Together they build the campaign case and plan
 The Board approves the campaign goal
 The staff Campaign Director oversees execution
of the campaign

10

 Draft the campaign plan
 Prepare a screened list of campaigner and donor
prospects
 Conduct training
 Motivate volunteers

11

contributed support

12

 What Leadership Volunteers want:
◦ Satisfaction from contributing to a worthy cause
◦ To make a difference within their community
◦ Help others less fortunate
◦ To give back for the blessings they have received
◦ Allegiance and respect for the person who recruited them
◦ To network and meet new people
◦ To be on a winning team

13

 Campaign Chair
 Campaign Vice Chair

 Three or Four Appointed Board Members

 Board Chair

 Campaign Director/Assistant Campaign Director

 CRT and Member Involvement Teams Division
Organization Chairs
Possibly:
 Previous Campaign Chairs

 Division Leaders

 Spirit Chair

14

 A high level of commitment to success
 Enthusiasm for the case
 Ability and willingness to give at a high level
 Generosity with his or her time
 Discipline and accountability

15

 Write an acknowledgement letter
 Send an email or voice mail thank you message
the day the campaign volunteer is recruited
 Have those recruited fill out a campaign
commitment card
 Meeting hosted by campaign chair

16

 Case
 Organizational Structure & Position Descriptions
 Leadership
 Calendar
 Success Indicators
 Goal
 Pyramid of gifts needed
 Number of volunteers needed
 Budget
 Campaign Strategies & Proven practices
17

 Evaluation of previous campaign
 Development of plan strategies
 Recruitment
 Coaching staff and volunteers
 Asking
 Thanking donors in a meaningful way
 Reporting to donors and campaign volunteers

18

 Raising funds during the summer is nearly
impossible
 Avoid major holiday conflicts
 Assure time demands don’t interfere with other
major events
 Avoid times donors/campaigners take extended
vacations
 Timing in fiscal year

19

 Benefits:
◦ Leads to more successful campaigns
◦ What should get done today will get done today
◦ Gives everyone a clear vision of the big picture

20

 Board Solicitation
 Staff Solicitation
 Chair’s Roundtable
 Clean-up
 Evaluation

21

 Interpret the campaign case
 Describe the plan and the volunteers roles
 Discus ideal personality traits and skills needed for
the positions to be recruited
◦ Commitment
◦ Team Work
◦ Power to influence
 End with motivational words

22

 Evaluate/ recommend changes for improvement
 Set goals and benchmarks
 Identify, recruit, motivate, coach and thank
volunteers
 Cultivate, recognize, coach and thank
 Identify strategies for attracting new donors
 Create case marketing strategies
 Set up the administrative processes

23

 Use Activity Worksheet 1 –Campaign Planning
Document, page 3
◦ Step 1 - Review the Campaign Success Indicators
◦ Step 2 - Identify which indicators you currently measure
◦ Step 3 - Identify indicators you wish to measure

24

 Chair’s Round Table seeks gifts of $1,000 or more
 Member Involvement Teams seeks gifts of at least
$100 - $999
 CRT campaigners must:
◦ Have the capacity and give a minimum of $1,000
◦ Be comfortable asking others to give at that level

 Both must be able to recruit others and articulate
the case.

25

 The campaign structure size depends on:
◦ How many gifts do you need to renew and increase this
year?
◦ How many new gifts do you need to secure this year?
 Gift renewals depend on getting last year’s
volunteers to return
 A goal of every campaign is to increase the
number of gifts and the level of previous gifts

26

 Personal Qualities
◦ Understanding and belief in the case statement
◦ Committed to the success of the program
◦ Committed to proven practices
◦ Enthusiastic, optimistic, positive
 Personal Skills
◦ Able to manage groups of people
◦ Capable of motivating and inspiring others
◦ Able to organize and follow-through on key activities
◦ Willing to commit the necessary time

27

 Determine how many volunteers at what level you
will need
 List the names of volunteer candidates that have
the right skills and competencies
 Develop a prime candidate list for each level

28

 List prepared by staff from:
◦ YMCA donor lists
◦ Members with potential
◦ YMCA committees and task forces
 Other Community Lists:
◦ Key service club rosters
◦ Chamber of Commerce membership list
◦ Business lists
◦ Professional lists
◦ Large contributor lists

29

 Three Appraisal Steps:
◦ Who has the capacity to contribute at least $1,000
annually?
annually?
annually?

30

 Prepare the list of CRT potential donors
 Separate list for returning committee members
 Allow ample time for list review
 Don't list previous donation amounts or a
suggested "ask" amount
 Committee members indicate prospect
relationships
 Committee members indicate new prospects

31

 Provides access to quality program experiences
for all
 Inclusion as part of the YMCA community
 Promotes YMCA philanthropic values
 Increased donations over time
 Educate the membership on YMCA impact

32

 YMCA past donor list
 People of potential, identified from the YMCA’s
membership and programs
 Current and past volunteers who are already
committed to the work of the YMCA

33

Plan Next Community
Step Need
Determine YMCA Program
Donor’s Interest •Resources

Identify Investors
Report Back •Volunteers
•Donors

Meaningful Assign
Thank You Relationships

Prompt Build
Acknowledgement Passion
Ask

34

 Best management tool you can provide CRT
leadership, Team Captains and Division Leaders
 Set and communicate schedule for sending
reports
 Make a copy and mail/e-mail it to that campaigner
and supervisor
 Supervisor assesses where help is needed

35

 Production information includes:
◦ How many visits are complete
◦ How much money has been donated/pledged
◦ How much money has been collected
◦ Number of turn-downs
◦ How many follow-ups need to be made
◦ Progress toward achievement of the team goal
◦ Progress compared to this time last year

36

 Build community
 Convey information
 Thank and recognize accomplishments
 Train/Coach
 Inspire
 Have fun

37

 Have a written, timed agenda
 Chaired by volunteers
 Use scripts and rehearse
 Planned around a meal
 Inspire the audience

38

 Bold, legible name tags
 Professional looking printed materials
 Upbeat music, decorations
 Provide child care
 Involvement, fellowship

39

◦ Know how to utilize a team to develop or revise your
Annual Community Support Campaign plan
◦ Develop campaign timeline and benchmark indicators
◦ Describe how to identify and develop prospect lists for
campaign donors and campaign volunteers
◦ Strategize ways to develop and implement a year
round donor development plan
◦ Develop and manage a campaign structure
◦ Plan how to provide campaign volunteer
acknowledgement, education, support and inspiration

40

those actions

41

to:
◦ Understand what motivates volunteers
◦ Describe the responsibilities and competencies for the
staff and volunteer roles
◦ Conduct a recruitment draft to select volunteer
prospects for your campaign
◦ Demonstrate how to coach volunteers to recruit their
peers

2

 Have a feel for community needs
 Expand the network of the YMCA
 Have greater credibility asking their peers
 Can make more personal, face-to-face contacts
 Know the value of YMCA programs
 Can exert more leverage, collect debts
 Provide peer to peer solicitation
 Show excessive pride in the YMCA and staff
 Provide long-term, consistent leadership

9

 Increased leadership training
 Opportunities for meaningful community service,
personal health and spiritual enhancement
 Increased understanding of personal values
 Increased self confidence and self-worth
 Increased feelings of association
 Increased fun and fellowship

10

 Together they build the campaign case and plan
 The Board approves the campaign goal
 The Campaign Director oversees execution of the
campaign

11

 Draft the general plan
 Prepare a list of campaigner and donor prospects
 Conduct training utilizing volunteers
 Motivate volunteers

12

contributed support

13

 Are contributing to a worthy cause
 Want to make a difference within their community
 Helping others less fortunate
 Are giving back

14

Board

Board Solicitation Committee Campaign Steering Committee

Campaign Chair

CRT Chair Member Involvement Teams Chair Spirit Chair

Vice Chairs Section Chairs Meals

Awards/Prizes
Committee Members Division leaders
Entertainment
Team Captains
Decorations
Campaigners PR/Information

15

 Recruit from the top of organization down
 Recruit one level at a time
 Recruitment deadlines must be thoughtfully
sequenced
 Disclose that you have submitted your own gift

16

 Personal Qualities
◦ Understanding and belief in the case for support
◦ Committed to the success of the campaign
◦ Committed to using proven practices
◦ Enthusiastic, optimistic, positive
 Personal Skills
◦ Able to manage groups of people
◦ Capable of motivating and inspiring others
◦ Able to organize and follow-through on key activities
◦ Willing to commit the necessary time

17

Identifying Your Best Volunteer
Prospects
 Involved YMCA members, volunteers, donors

 Develop a master list of volunteer candidates

 Utilize a draft system for volunteer candidates

18

 Prepare a screened list of prospective
campaigners
 Prepare recruitment cards for each volunteer
candidate
 Prepare a tracking/control system

19

 Encourage volunteers recruiting to think about:
◦ What the YMCA means to you
◦ What your YMCA does for the community
◦ Your important leadership role in the campaign
◦ What campaign success will accomplish
◦ Why someone should be proud to be a part of this great
community effort

20

 Thank prospects for the consideration and keep
the door open for help in next year’s campaign
 A "turndown" is not a personal rejection
 Procrastination prevents success

21

Supporting the Recruitment
Process
 Personal thank you note from campaign chair
◦ Position description
◦ Important dates
 E-mail from recruiter
◦ Glad to have you on the team
 Send progress reports on a regular basis
◦ Individual
◦ Team
◦ Entire campaign

22

 Inspiration
◦ Interpretation of the Campaign Case
 Campaign plan – Where I fit
◦ Volunteer’s role and responsibilities
 Personality traits and skills
◦ For positions that will be recruited

23

 Personal visit from someone you know
 Personal visit from someone you do not know
 Personal telephone call from someone you know
 Personal call from someone who has something in common with you
 Personal letter from someone you know
 Personal e-mail from someone you know
 E-mail from someone you do not know
 Form letter sent to many individuals
 Personal phone call from someone you do not know or have anything in
common with
 Letter from someone you do not know but respect
 Letter from someone you do not know
 Posters or advertisements requesting help

24

Recruitment Progress Report
 Name of every campaign recruiter
 Names of those recruited to date
 Sense of Urgency
◦ Number of days left before the deadline
 Inspiration
◦ A quote from an individual or family member helped by
campaign-supported YMCA programs
 Congratulate
◦ Those who have completed their assignment

25

◦ Understand what motivates volunteers
◦ Describe the responsibilities and competencies for the
staff and volunteer roles
◦ Conduct a recruitment draft to select volunteer
prospects for your campaign
◦ Demonstrate how to coach volunteers to recruit their
peers

26

to:
◦ Utilize campaign events, reports, coaching sessions to
motivate, inspire and educate campaign volunteers
◦ Coach others to articulate the case for support
◦ Effectively support campaign volunteers during the
campaign
◦ Develop efficient systems to support the campaign
◦ List strategies for wrapping up a campaign after the
public phase

2

 YMCAs meet challenges in their communities
 YMCAs positively impact Americans of all ages
 YMCAs are committed to carry out our mission

4

 Special campaign events include:
◦ Galas
◦ Golf Tournaments
◦ Sporting events
◦ Auctions
 Main campaign events include:
◦ Coaching Events for Volunteers
◦ Kick-off Event

6

 One to two weeks prior to Kick-off
 Focus:
◦ Introduce team members and build bond with Team
Leader
◦ Train volunteers on how to effectively ask for a
contribution
◦ Inspiration
◦ Training on campaign mechanics and their role in
campaign success

 Focused on training campaigners and be held separate
from the campaign kickoff event
 Informal in atmosphere
 Detailed agenda
 Well organized with specific objectives
 Separated training segments for experienced campaigners
and new campaigners
 Led by volunteers in top campaign roles
 An opportunity to practice asking/answering questions and
managing challenging situations
 Offered at multiple times to ensure maximum attendance.

8

 Inspire
 Motivate
 Excite your volunteers on being involved in a large
successful community event, and
 “Kick off” the solicitation process

9

 Sets the tone for the campaign
◦ Schedule over a meal, i.e. breakfast/lunch
◦ Should not exceed 1 hour to 1.5 hours
 Sample Kick-Off Meeting Agenda:
◦ Introduction to an internal campaign
◦ Invocation
◦ Welcome and introductions
◦ Introduce divisions and teams
◦ Distribute and review campaigner kits
◦ Share personal testimonials
◦ Closing challenge
◦ Communicate date, day, time and place for first report meeting

10

 Thank you letter from campaign chair
 Impact statements that highlight the value of the YMCA in
your community
 YMCA case brochures
 Pledge cards
 Listing of still available prospects
 Suggested steps for successful solicitation
 Directions for filling out the pledge card
 Campaign organization chart
 Answers to FAQs and contact for questions
 Contact for questions (name, phone number, email)
 Report dates and templates

11

 Provide inspiration
 Check on the progress of Team Members
 Check points
 Gather information for accurate record keeping
 Post progress for each team, division and
section
 Recognize campaigners for reaching their goals
 Provide mentoring/coaching
 Answer questions

12

 Event objectives:
◦ Make the campaign deadline realistic
◦ Forum for reporting results from all
◦ Thanks volunteers in special way
◦ Recognition
◦ Celebrate achievement
◦ Make everyone feel valued so they want to help with next
year’s campaign

13

 Inspiration, motivation, education and recognition
 Plan around a meal = RSVP
 Use time productively – short, meaningful agenda
with professional materials
 Utilize personal experiences
 End on a high note
 Other helpful hints:
◦ Set dates and locations to accommodate schedules.
Provide childcare options
◦ Reminder call from Team Leader.

14

 Use Activity Worksheet 1 – Campaign Event
Plan
◦ Step 1: Make it a great event
 Outlining a timed and scripted agenda that is 1 – 1.5
hours long to accomplish the objectives listed in the
worksheet. Include where it will be held, time of day,
and any other important factors that will assure good
attendance
◦ Step 2: Determine how you will implement and use
these key elements of your event

15

 YMCA Philanthropic culture calls for:
◦ Utilizing volunteers to ask for gifts
◦ Asking for an investment should be personal and
face to face in order to bring the prospect closer to
understanding the YMCA
◦ Staff developing successful volunteer leadership

16

 Production reports
 Weekly phone/email contact
 Team meetings with the volunteer Team Leader
 Attendance at campaign events
 Special check lists and calendars
 Point system
 Position descriptions

17

 Greeting
 Purpose for the visit
 Commitment
 Presentation of the philanthropic opportunity
 Discussion of opportunities
 Close – the ask is made
 Wait – be silent and wait for response
 Thank you – even if gift is not secured
 Confirmation – if gift is secured

18

 Project assignment should be intentional
 Select prospects you know or have a common interest with
 Avoid cold calls
 Align with community interests and involvement
 Take a partner on asks of $250 and above
 Call your easiest prospect first
 Anticipate resistance
 Determine an asking or “hoped for” amount
 BE SILENT and wait for a response
 Say “thank you” and mean it
 Notify YMCA of your results

19

 “…hope you can see your way clear to give $100
per month…”
 “…would you join me in making a gift of $50 each
quarter...”
 “… I would like that you consider being one of the
lead donors with a gift of $XXX to help accomplish
(results) for (kids in our community) .”
 “Would you consider a pledge of $XXX for this
project?”

20

 Maintain personal contact
 Assure them they have knowledge/materials for a
successful visit
 Encourage report meeting attendance
 Send out production reports weekly
 Recognize volunteers for reaching their personal
goals
 Points are awarded for attending meetings
 Provide personal reminders for meetings

21

 Recruiting commitment card & control system
 Pledge card system
 Preferred-prospect requests
 Recruitment & Campaigner production sheet
 Audit Pledge/Contribution tracking system
 Campaigner history records

22

 Determine how many prospective needed
 Build your potential campaigner prospect list
 Print you campaigner commitment cards
 Prepare a screened flat list for the Division Leader’s and Team
Captain’s meeting
◦ Prepare another flat list of the prospective campaigners for the
Team Captains' meeting
 Fill out the control stub and turn into YMCA staff
 When recruited, fill in the main body of the card with volunteer
information

23

 Years of involvement in programs, gift of $200+
 Years of involvement in programs, gift of $100-
$199
 Years of involvement in programs, gift of $50-99
 Years of involvement in programs, no prior gift
 Single family member involved in a single program
for first year and no prior gifts
 Donors of $100+, no current YMCA involvement
 Anyone with capacity to give $100+, no current
involvement or donor history

24

 Returning campaigners should call on those from
whom they secured contributions last year.
 Send them a copy of the preferred prospect
request form
 Set a cutoff date of about one week prior to the
kickoff for the return of these forms
 This form should be returned to the campaigner
with the requested pledge cards in the kit

25

 Best management tool you can provide Team
Captains and Division Leaders
 Prepare individual campaigner production reports
as campaigners are enlisted
 Send copies to campaigner and supervisors

26

 Immediately after kickoff
 Following each report date

27

 Use team and division report envelopes
 Auditors must open and verify the contents
against what is written on the outside
 At least two people should be involved in the
opening of envelopes containing cash or checks
 Hard copies of all donor records must be
retained for at least three years.

28

 Minimum information to keep on each contributor:
◦ Name, address, and telephone
◦ Total amount of gift
◦ Campaigner securing contribution
◦ Date received
◦ Pledge payment schedule
◦ Receipt number
 Minimum information to keep for each pledge
payment:
◦ Amount of payment received
◦ Date received
◦ Receipt number

29

 Campaigner's name, address, home, and
business phone number
 Campaign activity year by campaign year,
including:
◦ Position within the campaign
◦ Goal and dollar amount produced
◦ If recruiter, goal and number recruited
◦ If campaign leader, unit goal and dollars produced
◦ Major campaign meetings attended

30

 Extending the campaign  Statistical analysis
 Clean-up efforts  Personal Production
 Acknowledge gifts Evaluation
 Thank volunteers  Leadership evaluation
 Volunteer Feedback  Pledge collection
 Donor recognition

31

 Don’t, instead...
◦ At Victory celebrate all wins, thank and release
everyone….
◦ Announce there will be an ABCD Clean-up effort

32

 Above and Beyond the Call of Duty
 Re-recruit Key Campaigners for a NEW effort
 Retrieve pledge cards for prospects not contacted
 Evaluate and prioritize outstanding donor
prospects
 Make face-to-face for top prospects
 Make it short - 2-3 week timeline

33

◦ Utilize campaign events, reports, coaching sessions to
motivate, inspire and educate campaign volunteers
◦ Coach others to articulate the case for support
◦ Effectively support campaign volunteers during the
campaign
◦ Develop efficient systems to support the campaign
◦ List strategies for wrapping up a campaign after the
public phase

34

those actions

35

to:
◦ List methods to effectively evaluate the campaign
◦ Determine model practice recommendations for the next
campaign
◦ Identify competencies needed and suggest potential
leadership volunteers for future campaigns

2

 The evaluation will provide critical information to
base recommendations and plans for next year
 Volunteers appreciate a chance to offer their
ideas, impressions and recommendations

3

 Pay attention to the form layout and questions
 Make sure it’s easy to capture the feedback
received
 Provide a self-returned stamped envelope or
make the form a self-mailer

4

 Campaign position and amount raised (to aid with your
tabulation)
 How many years involved with the campaign?
 Major meetings/events attended
 What was most rewarding about the experience?
 What was most motivating and helpful during the
campaign?
 Specific areas of concern (or suggested improvements:
meetings, recognition methods, campaigner materials,
training, support during the campaign)
 Open-ended questions that request elaboration

5

 A good return rate is 20%
 Tabulate data as soon as feedback is received
 Establishing trends early
 In addition to the raw totals, make comparisons

6

 Involvement by Program Area
 Board Participation
 Campaigner Production
 Contribution Analysis

7

 Involvement by Program
◦ Percentage of the households involved by program area
◦ Average gift size within each program category
◦ Percentage of contributions received from these program
areas
◦ Total amount raised by campaigners with primary
association to these program areas

8

 Board Participation
◦ Percentage of board members who gave
◦ Average or median board member contribution
◦ Percentage of board members who raised additional
funds in the campaign
◦ Total amount raised

9

 Campaigner Production
◦ Average or median amount raised
◦ Percentage of the campaign force that was productive
◦ Percentage of the total number of renewals

10

 Contributor Analysis
◦ Number of facility members that give.
◦ Percentage of contributions received versus
turndowns
◦ Percentage of gifts:
 less then $25
 $25 to $50
 $50 to $99
 $100 to $249
 $250 to $499
 $500 to $999
 $1000 and up
11

 Include a self-addressed return feedback form
 Include a paragraph on the importance of
gathering their feedback with a specific time when
a volunteer will call them to gather their feedback
 Include contact information for them to call to
provide feedback
 Provide an e-mail link where they could take a
survey on-line.

12

 They are contributing to a worthy cause
 They want to make a difference within their
community
 They are helping others less fortunate
 They are giving back
 Allegiance to the person who recruited them
 Network and meet a new group of people over a
common cause
 To be part of something successful

13

 Does the individual have the skills and knowledge needed for the
position?
 Did the individual fulfill the requirements of the position?
 Did the individual go above and beyond the requirements of the
position?
 Were there areas where the individual fell short of the position
expectations?
 Did the individual express interest in serving in the same role next
year?
 Are there candidates better suited to fulfill this role?
 Is this individual ready to move up to a higher leadership role with
the campaign for next year?
 Did this individual receive coaching and made improvements from
the coaching session(s)?

14

 Explain the objective of the meeting
 Share the results of the tabulated evaluations
 Document all comments and recommendations
 Focus on how to provide volunteers with the
best possible campaign experience
 Review written campaign plan
 End on a positive

15

 Identify 2-3 potential key leadership for next year
 Pencil in key dates for next year's campaign
calendar
 Work with Board Chair and identify and recruit
Campaign Chair for next year
 Utilize new ideas and suggestions while they are
fresh in your mind

16

◦ List methods to effectively evaluate the campaign
◦ Determine model practice recommendations for the next
campaign
◦ Identify competencies needed and suggest potential
leadership volunteers for future campaigns

17

those actions

18

YMCA Annual Campaign Essentials

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