Fundraising in Challenging Times


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This is a power point presentation that deals with annual campaigns and fundraising in challenging times.

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  • Greetings from “Crafts Garden” Bangladesh,

    We are working for the poor people for improving their livelihood. It is a non-profitable organization. More than 5000 worker is indirectly and 2,500 worker is directly involved with our organization. Most of them are women and it will be 99%. We produce various types of handicraft products.

    We have developed expertise over more than 08 years of production and our products are partially recycled, environment friendly. We make hand made cards from jute and wheat straw to an international standard.
    we have thousands of handicrafts Products for your kind concentration and hope that it must be attack your mind, Basket ware for storage, home, garden, living and draining with types sea grass, bamboo and cane, Jute macramé bag, Leather bag, wheat straw pictures and hand made paper, greeting card, not book, hand loom jute bag, hand loom scarf, Embroidery, rugs, and PALM LEAF , Hand made paper, hand made paper greeting card, Note book, book mark, hand loom jute bag, hand made scarf, Etc.

    Why should you buy our Products?

    All profit goes directly to beneficiary’s development
    The hand made products are made by village women that provide them with an income.
    We are registered as fair trade organization.
    The quality of our products are recognized as international standard
    Environmental friendly products
    We have 8 years experience on all types Basket, jute bag, and greetings cards production

    with best regards

    G.M Ashique Iqubal

    Crafts Garden
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  • Our Philosophy. We believe that within every board of directors and throughout every staff, you have a wealth of expertise, knowledge, and skill that can be leveraged for the success of your campaign.   A ‘True’ Consulting Model with “Cost” Consideration. Jeffrey Byrne & Associates conducts campaigns on a true consulting model, so you as the client are not locked in to a set contract period once you’ve succeeded in achieving your goal. By conducting campaigns on this model, we save our clients thousands of dollars. You pay only for those services and onsite days incurred. Our Track Record. We are proud of our 98% success rate in helping clients achieve the financial levels recommended in our Readiness Assessments SM .   Staff. Our consultants are full-time staff and members of the Association of Fundraising Professionals (AFP). Experienced nonprofit administrators, we are sensitive to the issues of administration and management that arise during a capital campaign. And, we are trained in the most current fundraising techniques. Innovation. We don’t rest on past accomplishments, and we have not lost our edge. At Jeffrey Byrne & Associates, we continue to create tools to assist our clients in making the proper decisions prior to and during a capital campaign.   Comprehensive. Jeffrey Byrne & Associates conducts the most comprehensive Community Readiness Assessments SM in the country. Upon completion of the assessment report, we not only recommend a goal, timing, and leadership, but we also recommend an approach which includes an organization plan, calendar, and flow chart.   Priorities. We place the client first. We are firmly committed to meeting our clients’ needs above our own because we strongly believe that our clients’ success builds our reputation and our future.   Community-Based Fundraising. Community-based fundraising is the cornerstone of JB&A success. It is deeply rooted in our heritage and often manifests itself in our work ethic. Community-based fundraising is more successful than other approaches because it is organized, structure and systemic – as well as flexible enough to accommodate the needs of your local community. Community-based fundraising simply recognizes that you, your membership and your neighbors will ultimately generate the investment to support the YMCA. JB&A will simply help you get there more quickly and easily.
  • Total giving = $307.65 billion. Decrease of 2.0 percent (-5.7 percent adjusted for inflation). First decline in giving since 1987, and only decline attributed to economic climate. The 1987 drop was related to tax-law change. Individuals remain the single most important source. Individuals + charitable bequests = 82 percent of total. Foundation grantmaking = 13 percent of the total. — About 45 percent of independent, community, and operating foundation giving is from family foundations. Individual + Bequest + Family Foundations = 88 percent. Corporate giving is an estimated 5 percent of the total. — Consistent with the trend of the past decade.
  • Religion remains the largest single recipient at 35 percent of total. After religion, next highest categories are: Education 13 percent Foundations 11 percent Human services 9 percent Estimates grounded in data submitted by organizations to national agencies. Revisions made when new data available. Unallocated includes gifts to government agencies, public schools (not public school foundations), or new charities; grants to international organizations; and differences in fiscal year.
  • Went down 2% and 5/7% adjusted for inflation… This is great considering most peoples stock portfolio’s went down Dow Jones 10,000 to 6,500… 40% pretty impressive. People continue to give.
  • Essential fundraising is a continuum. You must have best practices in place, be able to manage them in order to support actual fundraising solicitations.
  • Does your strategic plan include FINANCIAL DEVELOPMENT???? Upfront decision on whether or not you are - get notes from Jennifer.
  • Need a matrix of all development programs - …… Make
  • Conduct interviews with external constituencies; Coordinate with key staff and volunteers to translate your long-range plan to your annual development and marketing activities;
  • Value an outsider (consultant) brings to process. Making the plan work, not sitting on a shelf
  • Needed for capital, program, or unrelated line of business expansion. May be needed when go to bank, foundations or institutional funders. New trend, boomers may be asking for it.
  • Why did you get involved, what keeps you here today. JBA BRAND : Six Elements to a Successful Solicitation: # 1. See Your Prospect In Person . #2. Make Your Own Commitment First #3. Make and Appointment and Plan Your Approach #4. Go In Pairs $5. Know the Case and Be Able to Express It In Your Own Words commitment to the success of the campaign. #6. At the Visit – Relax and... Tell the campaign story. Ask for the gift/pledge by requesting a specific amount. Seek pledges , not cash gifts. Do not leave the pledge card: it is your “control factor.” If needed, return within seven days. Always say thank you.
  • Define resource leader – Have affluence, influence Willing to open doors for organization Resources (more than dollars) Time People Dollars May write key responsibilities on a flip chart as discussion of board responsibilities. While they may change for organization to organization, what are the key responsibilities that should always be present? Add responsibilities here Does your board have an orientation process? What is importance of such a process? Board mentoring – Board should be structured to have both new and seasoned members serving simultaneously. Succession planning.
  • Types of Cases - Campaign Annual campaign Programs Etc.
  • Can include discussion about an integrated fundraising approach designed to reach all generations. What experiences to you have related to electronic versus traditional communication?
  • Relationship building Know your community foundations and grantor Attend and participate in any opportunities to meet grantors Contact grantors prior to submission to discuss proposal and be sure it means guidelines Reconfirm deadlines Be sure you are submitting grant in correct area Why include board members in site visits Engages board in fundraising process without them having to directly ask for a gift Indicates to the funder that your board is behind the project Having three people together during the visit creates easier conversation flow Also provides an additional set of ears to what the funder is saying and an opportunity for someone else to ask questions.
  • Have an integrated approach. Work on all components of raising money. Branding is important here!
  • Administration needs to be thoughtful and prudent. The development office needs to be fully informed of how money is invested and/or used and able to communicate the process to donors. Talk about use of restricted gifts. A gift must be used for the purposes indicated by the donor Develop a plan to communicate with donors in between solicitations. How often?
  • Develop a procedures manual so that the person in charge of updates should leave the organization, new staff can immediately begin “garbage in, garbage out!”
  • Is your tool box set up? Are you set up to use these tools? Are you using these tools? Stale websites and blogs are problematic. Are you using mission and telling stories on these tools for effective fundraising? Successful organizations using social media – Boy Scouts of American with centenial, American Red Cross featured in NonProfit Times in using mobile phone fundraising, Obama campaign, Animal Haven.
  • Fundraising in Challenging Times

    1. 1. Don’t Just Survive, Prosper! Fundraising and Campaigns in Challenging Times
    2. 2. About Jeffrey Byrne & Associates <ul><ul><li>National firm headquartered in Kansas City </li></ul></ul><ul><ul><li>Capital, endowment and major gift campaigns </li></ul></ul><ul><ul><li>Member of Giving Institute - Leading Consultants to Non-profits </li></ul></ul><ul><ul><li>Philosophy, approach and methodology </li></ul></ul>
    3. 3. <ul><li>Vice President , Jeffrey Byrne & Associates, Inc. </li></ul><ul><li>23 years with the YMCA as CEO, Executive Director </li></ul><ul><li>Ran more than 20 successful annual campaigns in six different communities throughout career </li></ul><ul><li>Presented at this year’s national YMCA convention in Dallas, TX on involving members and volunteers in the fundraising process </li></ul><ul><li>Consults on all phases of annual and capital campaigns </li></ul>Gary Rick
    4. 4. 2008 Charitable Giving : $307.65 Billion Source: Giving USA Foundation™ / Giving USA 2009 Individuals $229.28 75% Foundations $41.21 13% Bequests $22.66 7% Corporations $14.50 5%
    5. 5. 2008 Contributions : $307.65 Billion By Type of Recipient Organization Source: Giving USA Foundation™ / Giving USA 2009 Environment and Animals $6.58 - 2% Grants to Individuals* $3.71 - 1% Human Services $25.88 - 9% International Affairs $13.30 - 4 % Arts, Culture, and Humanities $12.79 - 4% Public-Society Benefit $23.88 - 8% Health $21.64 - 7 % Gifts to Foundations $32.65 - 11% *Foundation grants awarded to individuals Religion $106.89 35% Education $40.94 13% Unallocated giving $19.39 - 6%
    6. 6. Recession Years Giving 1967 - 2007 Individuals $199.07 76.5% Education $43.32 14.1%
    7. 7. Essential Fundraising Individuals $199.07 76.5% Establishing and managing development best practices that lead to a culture of ongoing fundraising throughout the organization
    8. 8. Essential Fundraising Includes <ul><li>Planning </li></ul><ul><li>Training </li></ul><ul><li>Communications; and </li></ul><ul><li>Ongoing Fundraising Activities </li></ul>
    9. 9. Individuals $199.07 76.5% Planning <ul><li>Strategic Plans </li></ul><ul><li>Facilitated meetings when organizations collaboratively develop goals and objectives </li></ul><ul><li>SWOT analysis (environmental scan) </li></ul><ul><li>Define and agree on mission and vision </li></ul><ul><li>Detailed plan with timelines and accountabilities </li></ul>
    10. 10. <ul><li>Resource Development Plans </li></ul><ul><li>Begin with understanding: </li></ul><ul><li>Functional areas and the impact on revenue </li></ul><ul><li>Relevance of programs to mission </li></ul><ul><li>Urgency of mission to motivate financial support </li></ul><ul><li>Situational analysis of fundraising for last 3 years </li></ul><ul><li>Volunteer perception of fundraising </li></ul>Planning
    11. 11. Planning (+) <ul><li>Resource Development Plans (Process) </li></ul><ul><li>Internal capacity for fundraising </li></ul><ul><li>Capacity to attract external support, </li></ul><ul><li>Current revenue portfolio </li></ul><ul><li>Fundraising history </li></ul><ul><li>Infrastructure and current and future needs; </li></ul><ul><li>Volunteer leadership </li></ul><ul><li>Case for Support </li></ul>
    12. 12. Planning (+) <ul><li>Resource Development Plans (Deliverables) </li></ul><ul><li>Develop fundraising strategies to include an Annual Campaign, Corporate and Foundation Gifts, Special Events, Major Giving and Planned Giving; </li></ul><ul><li>  Assess the organization’s current and potential donors and prospects in all categories and make recommendations for new prospects; </li></ul><ul><li>Make recommendations for solicitation of specific individual, corporate and foundation donors </li></ul><ul><li>  </li></ul>
    13. 13. Planning (+) <ul><li>Resource Development Plans (Deliverables) </li></ul><ul><li>Provide guidance on the proper structure of the organization to enhance capacity-building </li></ul><ul><li>Make recommendations regarding additional fundraising materials indicated by the assessment, to include development or refinement of a Case for Support </li></ul>
    14. 14. <ul><li>Resource Development Plans </li></ul><ul><li>Conclude with: </li></ul><ul><li>Specific planning recommendations for growth </li></ul><ul><li>Timelines and an action plan with accountabilities </li></ul><ul><li>Leadership commitment to monitor and follow through </li></ul>Planning
    15. 15. Individuals $199.07 76.5% <ul><li>Business Plans </li></ul><ul><li>Blend operational, strategic, budget and forecast planning </li></ul><ul><li>Summarize operational and financial objectives </li></ul>Planning
    16. 16. <ul><li>Business Plans </li></ul><ul><li>Contain detailed budgets showing how the objectives are to be realized. </li></ul><ul><li>Project future opportunities for the organization </li></ul><ul><li>Map financial, operations, marketing and organizational strategies to achieve goals </li></ul>Planning
    17. 17. <ul><li>Fundraising Training </li></ul><ul><li>Teaching volunteer leaders best practices in donor cultivation and solicitation </li></ul><ul><li>“ Six Elements to a Successful Solicitation” </li></ul><ul><li>Rallying leaders to articulate the case for support </li></ul><ul><li>The art of making “the ask” </li></ul>Training
    18. 18. Individuals $199.07 76.5% <ul><li>Leadership Training </li></ul><ul><li>Strategically developing “resource leaders” </li></ul><ul><li>Board recruitment </li></ul><ul><li>Defining board responsibilities </li></ul><ul><li>Board orientation process </li></ul><ul><li>Leadership evaluation </li></ul><ul><li>Board mentoring </li></ul>Training
    19. 19. Individuals $199.07 76.5% <ul><li>Defining Your Message/Case for Support </li></ul><ul><li>All organization ambassadors must communicate a consistent message </li></ul><ul><li>The message must be valid, relevant and compelling </li></ul><ul><li>It should describe how community and organizational needs will be met </li></ul><ul><li>It should include personal stories </li></ul>Communications
    20. 20. Individuals $199.07 76.5% Personal Communications Case statement; Brochures; Electronic media such as website, blog, emails, online fundraising; Direct mail; and Written thank you notes Verbal Communications Phone call; Personal visits; Donor events, luncheons, tours; Board meetings, staff meetings Communications
    21. 21. <ul><li>Grant Management and Writing </li></ul><ul><li>Success is based upon: </li></ul><ul><li>Relationship building </li></ul><ul><li>Understanding and responding to grant qualifications and specifications </li></ul><ul><li>Include board members on site visits </li></ul>Ongoing Fundraising
    22. 22. <ul><li>Annual Fund </li></ul><ul><li>Solicitation: Mail, Phone-a-thon, Face to face, and Acquisition </li></ul><ul><li>Major gifts </li></ul><ul><li>Special (signature) events: Cultivation and Fundraising </li></ul>Ongoing Fundraising
    23. 23. <ul><li>Development Calendar </li></ul><ul><li>Volunteer leadership and donors are more likely to support your activities when they are regular and scheduled in a timely manner. </li></ul><ul><li>Annual campaign activities </li></ul><ul><li>Special events </li></ul><ul><li>Community outreach and site visits </li></ul><ul><li>Board meetings, annual meetings </li></ul><ul><li>Communication distribution dates </li></ul>Ongoing Fundraising
    24. 24. <ul><li>Donor Stewardship </li></ul><ul><li>Administration of contributions </li></ul><ul><li>Use of restricted gifts </li></ul><ul><li>Personal and meaningful thank you </li></ul><ul><li>A step-by-step action plan of moving donors to ultimate level of giving </li></ul>Ongoing Fundraising
    25. 25. <ul><li>Database Management </li></ul><ul><li>Procedures and assigned personnel for ongoing update </li></ul><ul><li>Cross departmental integration and sharing of information </li></ul><ul><li>Appropriate database software </li></ul>Ongoing Fundraising
    26. 26. <ul><li>YOUR annual campaign </li></ul><ul><li>Strengths and Weaknesses </li></ul>Annual Campaign (+)
    27. 27. Why Do We Have an Annual Campaign? (+) It is not just about the money. A successful annual fundraising campaign helps achieve the mission and strengthen the unique nature of the nonprofit organization.
    28. 28. Function of the Annual Campaign (+) <ul><li>Communicating the organization’s work to the community and building goodwill. </li></ul><ul><li>Secure funding to deliver on the organization’s mission-based promises </li></ul><ul><li>Discover and develop leaders. </li></ul>
    29. 29. Reasons Annual Campaigns Fall Short (+) <ul><li>Inadequate board participation </li></ul><ul><li>Incomplete prospect list </li></ul><ul><li>Improper assignment of prospects </li></ul><ul><li>Poorly trained campaigners </li></ul><ul><li>Poorly planned report meetings </li></ul><ul><li>Inadequate publicity build-up </li></ul><ul><li>Inadequate records and evaluation </li></ul><ul><li>Lack of commitment by top campaign leadership </li></ul>
    30. 30. Two Campaigns In One (+) <ul><li>The campaign for volunteers and the campaign leadership </li></ul><ul><li>The campaign for contributions </li></ul>
    31. 31. Campaign General Plan (+) <ul><li>Should include at least the following: </li></ul><ul><li>Campaign case </li></ul><ul><li>Campaign goals and success indicators </li></ul><ul><li>Action steps defining strategies to achieve goals </li></ul><ul><li>Job descriptions </li></ul><ul><li>Organizational chart </li></ul><ul><li>Campaign calendar </li></ul><ul><li>Expense budget </li></ul>
    32. 32. Campaign Benchmarks (+) <ul><li>Number of households in service area making a gift </li></ul><ul><li>Increase in the number of campaign volunteers over the previous year. </li></ul><ul><li>Successful campaigners renewed from prior year </li></ul><ul><li>Campaign volunteers making their own gifts and </li></ul><ul><li>securing at least one other </li></ul><ul><li>Campaign volunteers making their own gift </li></ul><ul><li>commitment prior to Kick Off. </li></ul><ul><li>Increase in the average household gift amount. </li></ul>
    33. 33. Campaign Benchmarks (Cont.) (+) <ul><li>Campaign volunteers achieving Goal Buster status in the campaign. </li></ul><ul><li>Prior year’s gifts that are renewed </li></ul><ul><li>Board members making gifts to the campaign </li></ul><ul><li>Board members serving as successful campaign volunteers </li></ul><ul><li>Board members giving at the $1,000+ (CRT) level </li></ul><ul><li>Shrinkage in the amount pledged in the campaign versus amount collected </li></ul>
    34. 34. Case Statement… (+) <ul><li>Validates the reason for the campaign -- to articulate the need for the money. </li></ul><ul><li>Unite the campaign leadership in a common goal (producing the case) early in the campaign. </li></ul><ul><li>Provide the basic campaign public relations statement. </li></ul><ul><li>Motivate those being recruited as workers and those being solicited for contributions. </li></ul>
    35. 35. Case Statement… (Cont) (+) <ul><li>Who will benefit from the money raised? </li></ul><ul><li>What is the organization (what makes it unique)? </li></ul><ul><li>Where are the funds coming from (who will be contributing)? </li></ul><ul><li>When is the money needed (sense of urgency)? </li></ul><ul><li>Why it is important (what will happen without a successful campaign)? </li></ul>
    36. 36. What Makes A Good Campaign Case and Brochure… (+) <ul><li>It highlights opportunities -- showing what the organization can do (rather than what the organization needs) </li></ul><ul><li>Picture the organization’s ability to meet society's pressing problems. </li></ul><ul><li>It must be urgent. </li></ul><ul><li>It must relate to current societal issues and problems. </li></ul><ul><li>It must feature a broad appeal -- so that many people can relate to it and see, &quot;What's in it for me?&quot; </li></ul>
    37. 37. What Makes a Good Campaign Case and Brochure… (+) <ul><li>Shows previously contributed funds well managed. </li></ul><ul><li>There must be current interest. The case must show what is being done now and will be done to meet tomorrow's needs. </li></ul><ul><li>It must be brief. The reading/viewing time must not exceed three to five minutes. </li></ul>
    38. 38. Sources of Major Campaign Gifts (+) <ul><li>Organization’s donor lists </li></ul><ul><li>People of potential, identified from the organization’s constituency </li></ul><ul><li>Key service club rosters (Rotary, Kiwanis, etc.) </li></ul><ul><li>Chamber of Commerce membership list </li></ul><ul><li>Industrial and business lists </li></ul><ul><li>Professional lists (such as medical, legal) </li></ul><ul><li>Large contributor lists secured from other campaigns in the community </li></ul><ul><li>And more… </li></ul>
    39. 39. The Donor Cycle (+) <ul><li>Major Donor : Very involved with your organization and satisfied with its results of their giving. Chairman’s Round Table members generally fall in this category </li></ul><ul><li>Donor : Involved with the organization and has given when opportunity is presented </li></ul><ul><li>Potential Donor : One who has acquired knowledge of the organization and a desire to give </li></ul><ul><li>Prospect : Shown interest in the organization and a willingness to give </li></ul><ul><li>Suspect: Aware of the organization and may have a desire to give </li></ul>
    40. 40. Moves Management (+) <ul><li>Operates year-round on a comparatively low key </li></ul><ul><li>but continuing basis. </li></ul>
    41. 41. Sample Moves Management Action Steps (+) <ul><li>Sharing letters from individuals or families enrolled in the organization’s programs that match the potential donor’s philanthropic interests. </li></ul><ul><li>Adding members to mailing lists for newsletters, invitations for Special Events, holiday cards, special updates from the President/CEO. </li></ul><ul><li>Sending best wishes cards/gifts for new job, new baby, recovery from illness, community honor or recognition, new home. </li></ul>
    42. 42. Sample Action Steps (Cont.) (+) <ul><li>Tours of programs or sites that match interests. </li></ul><ul><li>Invitations to lunch with president or board chair. </li></ul><ul><li>Invitations to join peers for a special activity focused on shared interests (sporting event, play golf, a night at the theatre/symphony). </li></ul><ul><li>Small surprise gifts for holidays or special occasions. </li></ul><ul><li>Complimentary passes for the branch for them or their friends. </li></ul><ul><li>Seeking their advice. </li></ul>
    43. 43. Volunteer Recognition (After the Campaign) (+) <ul><li>Retention of successful volunteers increases dramatically with a communications plan designed to keep campaigners informed of and involved with the organization throughout the year. </li></ul><ul><li>When thanking campaigners for payments, make certain you recognize volunteer efforts as well. </li></ul><ul><li>Send periodic reports about the uses of campaign dollars. </li></ul><ul><li>Consider a “reunion” picnic in the summer </li></ul>
    44. 44. Thanking Campaign Donors (+) <ul><li>Donors should be thanked a minimum of seven times for each gift. </li></ul><ul><li>Donors can never be thanked enough for their sacrifice and demonstrated commitment to the organization. </li></ul><ul><li>Nothing ensures a high percentage of retention more than a commitment to timely and effective acknowledgments. </li></ul>
    45. 45. <ul><li>Vice President , Jeffrey Byrne & Associates, Inc. </li></ul><ul><li>Over 35 years in Healthcare--15 years as a CEO </li></ul><ul><li>President of 2 hospital foundations  </li></ul><ul><li>Led 3 successful Capital Campaigns </li></ul><ul><li>30 plus years of Volunteer experience with United Ways, YMCAs and other service and educational organizations. </li></ul>Thomas Murray, FACHE
    46. 46. At the Starting Line of Planning a Campaign… <ul><li>Define Project </li></ul><ul><li>Develop Case </li></ul><ul><li>Develop Budget </li></ul><ul><li>Measure Internal Readiness </li></ul><ul><li>Measure External Readiness </li></ul><ul><li>Decide on Outside Counsel </li></ul>
    47. 47. Six Criteria for Success <ul><li>A Case that is Valid, Realistic, and Universally Accepted </li></ul><ul><li>Commitment by the Organizational Leaders </li></ul><ul><li>Involvement by the Community Leaders </li></ul><ul><li>Strategy (including proper cultivation) to Obtain “Pacesetting” Gifts </li></ul><ul><li>Proper Planning </li></ul><ul><li>Proper Timing </li></ul>
    48. 48. <ul><li>Report and Action Plan </li></ul><ul><li>General Findings </li></ul><ul><li>Observations and Conclusions </li></ul><ul><li>Summary of Board Survey </li></ul><ul><li>Recommendations for Action </li></ul><ul><li>Fundraising Potential </li></ul><ul><li>Campaign Approach/Strategy </li></ul><ul><li>Confidential Information </li></ul>Elements of a Community Readiness Assessment SM
    49. 49. Ingredients For Success <ul><ul><ul><ul><li>Solid infrastructure </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Campaign plan </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Volunteer leadership </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Pre-campaign planning </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Board commitment </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Staff support </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Fund raising counsel </li></ul></ul></ul></ul>
    50. 50. Campaign Organization Fundraising Counsel Board of Directors Executive Staff Steering Committee Campaign Treasurer General Chair Inner Family Chair Lead/Advance Gifts Pacesetting Gifts Major Gifts Community Gifts Prospect Committee Ad Hoc Other PR/ Special Events Speakers Bureau
    51. 51. Volunteers Can Expect <ul><li>Job Description </li></ul><ul><li>Clear Expectations Up Front – From Both Parties </li></ul><ul><li>Goals / Target </li></ul><ul><li>Schedules & Reminders </li></ul><ul><li>Progress Reports </li></ul><ul><li>Help, Encouragement, a Sense of Achievement and Feeling of Success </li></ul><ul><li>Recognition </li></ul><ul><li>Resources – Project Information, Contact Information, Training </li></ul><ul><li>A clearly identified contact person </li></ul>
    52. 52. Professional and Support Staff <ul><li>Day-to-day campaign operations </li></ul><ul><ul><li>- Schedule meetings </li></ul></ul><ul><ul><li>- Produce materials, bills, reports, etc., on a timely basis </li></ul></ul><ul><ul><li>- Assemble Materials </li></ul></ul><ul><li>Manage campaign details </li></ul><ul><ul><li>- Make meeting reminder calls </li></ul></ul><ul><ul><li>- Prepare solicitor packets </li></ul></ul><ul><ul><li>- Stuff envelopes </li></ul></ul><ul><li>Establish and manage systems </li></ul><ul><ul><li>- Maintain secure data base and contributor records </li></ul></ul><ul><li>Coordinate with campaign counsel </li></ul><ul><li>Tell the STORY and accompany volunteers on calls </li></ul><ul><li>Support volunteers at every level of the campaign </li></ul>
    53. 53. The Prospect Committee <ul><li>Most effective – and personal – way to rate prospects </li></ul><ul><li>“ Secret” committee that works early on </li></ul><ul><li>Those “in the know” in the community </li></ul><ul><li>Fast-paced, highly facilitated process </li></ul><ul><li>Work in sessions over several days or weeks </li></ul><ul><li>Rate propensity to give and to volunteer </li></ul>
    54. 54. <ul><li>In general… </li></ul><ul><li>Lead gift should be at least 10 – 15% of total </li></ul><ul><li>(may be – or need to be – 25% to 1/3) </li></ul><ul><li>Top 10 gifts should provide 40% of total </li></ul><ul><li>You need 4:1 to 2:1 suspects to gifts </li></ul>How Your Campaign Plan Translates To Your Gift Chart
    55. 55. Sample Gift Chart - $3,000,000 Goal Number of Gifts Gift Range Total 1 $450,000 to $500,000 $500,000 3 $100,000 - $449,999 $800,000 - $1,250,000 6 $50,000 - $99,999 $1,100,000 - $1,850,000 12 $25,000 - $49,999 $1,400,000 - $2,450,000 25 $5,000 - $24,999 $1,525,000 - $3,075,000 Numerous $4,999 and below
    56. 56. The Inner Family <ul><li>Definition </li></ul><ul><li>The importance of the Inner Family </li></ul><ul><li>Conducting the Inner Family gifts phase </li></ul><ul><li>- Recruiting the Chair </li></ul><ul><li>- Recruiting the Committee </li></ul><ul><li>- Appraisals </li></ul><ul><li>- Solicitation….A campaign within a campaign </li></ul><ul><ul><ul><li>Reporting the Inner Family </li></ul></ul></ul>
    57. 57. Fundraising Trends <ul><li>Generational Giving </li></ul><ul><li>Youth In Philanthropy </li></ul><ul><li>E-fundraising and Social media </li></ul>
    58. 58. Generational Giving Great Generation (81 and older): More likely to give to religious purposes than members of the Boomer generation. Silent Generation (64 – 80): More likely to give in areas where the government does not provide. Baby Boomers (46-63): Interested in giving to efficient and effective organizations. Want to know how donations are spent. Gen X (45-29): Tend to favor international causes and education over arts and health. Millennials (28 and under): Motivated to give by desire to make the world a better place. Give to social causes and where there is an opportunity to volunteer.
    59. 59. E-Fundraising and Social Media <ul><li>Facebook </li></ul><ul><li>LinkedIn </li></ul><ul><li>YouTube </li></ul><ul><li>Pod Casts </li></ul><ul><li>Twitter </li></ul><ul><li>Flickr </li></ul><ul><li>Blogs </li></ul><ul><li>Website </li></ul>Tools
    60. 60. Fundraising Best Practices <ul><li>The campaign organization and strategies are based on financial potential. </li></ul><ul><li>The Inner Family must give first and set the example and tone. The campaign should only be announced after the Inner Family has given. Two goals should be set: a financial goal and 100% participation. </li></ul><ul><li>Recruitment goes from the top down. The leaders of an organization must be at the top of the campaign organization. </li></ul>
    61. 61. Fundraising Best Practices <ul><li>One phase of recruitment does not start until </li></ul><ul><li>the phase behind it is complete. </li></ul><ul><li>Given enough time, recruitment is best when done </li></ul><ul><li>person to person , and we ask volunteers to </li></ul><ul><li>recruit no more than 5 people. </li></ul><ul><li>In most cases, the campaign should be conducted </li></ul><ul><li>in a decreasing order . Larger gifts should be </li></ul><ul><li>sought first, medium gifts second and smaller gifts </li></ul><ul><li>last. </li></ul>
    62. 62. Fundraising Best Practices <ul><li>The most effective solicitation is conducted person- </li></ul><ul><li>to-person, in teams of two, and peer to peer. </li></ul><ul><li>Prior to solicitation, the volunteer must first </li></ul><ul><li>make a pledge . The results will be much greater </li></ul><ul><li>when there are no exceptions. </li></ul><ul><li>9. Results are always greater when a prospect, at all </li></ul><ul><li>levels in the campaign, is asked to consider a </li></ul><ul><li>specific amount . </li></ul>
    63. 63. Fundraising Best Practices 10. All volunteers deserve : a written job description; proper orientation and training; staff encouragement and assistance; communication on an ongoing basis; and recognition. 11. When volunteers become closely involved by stopping by the campaign office and being updated on almost a daily basis, successful, fun and exciting campaigns happen!
    64. 64. Fundraising Best Practices <ul><li>A professional campaign office is best . We </li></ul><ul><li>encourage hiring a paid staff, enacting good office </li></ul><ul><li>practices, respecting confidentiality, and exhibiting a </li></ul><ul><li>friendly, helpful atmosphere. Campaign materials </li></ul><ul><li>need to be professional, stressing the donor’s point </li></ul><ul><li>of view and asking for a gift. </li></ul><ul><li>A calendar with recruitment and progress </li></ul><ul><li>deadlines is essential . </li></ul><ul><li>Volunteers, donors, and staff must be made to </li></ul><ul><li>feel appreciated at all times . Without their </li></ul><ul><li>participation, a campaign will not succeed. </li></ul>
    65. 65. Don’t Just Survive, Prosper! Fundraising and Campaigns in Challenging Times <ul><ul><li>Questions and Wrap Up… </li></ul></ul><ul><ul><li>YOUR ACTION PLAN: Write down three to five steps you plan to take as a result of having attended this workshop. </li></ul></ul>
    66. 66. Don’t Just Survive, Prosper! Fundraising and Campaigns in Challenging Times <ul><li>Thank YOU! </li></ul><ul><li>Jeffrey Byrne & Associates, Inc. </li></ul><ul><li>816.237.1999 </li></ul><ul><li>800.222.9233 </li></ul><ul><li> </li></ul>