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Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
Putting Your Nonprofit Organization on the RIght Philanthropic Path
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Putting Your Nonprofit Organization on the RIght Philanthropic Path

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Gary Rick wrote this workshop in response to issues raised by clients and prospects.

Gary Rick wrote this workshop in response to issues raised by clients and prospects.

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  • Welcome everybody.
    What this is today and what it is not.
    What we do as consultants…
    What are we seeing as consultants?
  • Headquarters in KC
    Live in Meadville
    Current Clients and past clients
  • I would put the results of a survey into here. Need this survey quickly
  • Show them book from Giving Institute (so they are familiar with it)
    Highlight some things within the book
  • Religion remains the largest single recipient at 33 percent of total.
    After religion, next highest categories are:
    Education 13 percent
    Foundations 10 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.
  • How do you transition from event centered to philanthropy centered?
    Planning – Commit to course
    Resource Development Plan
    Internal audit
    External audit
    Facilitated discussions
    Image in community
    More prospects
    Targeted prospects
    Training board and workers
    Advocating
  • Board members suggest special event ideas for you to run
    What happens when you don’t have a plan?
    It has always been done that way…
    This special event has been running for years
    Your special event has nothing to do with the purpose of your organization… it just raises money.
    How much do you “really” make?
    Are you telling your story?
    Does event have anything to do with what you do?
    What is your goal for the event
    30% direct costs…
    How do you decide to pursue event or not?
    Capturing names, email, contact information
    Tell story… something to remember
    Volunteers working the crowd
    Goal other than money raised?
    Enabling volunteers to talk to participants?
    A written plan of advocacy for the event
    What message do you want to share?
  • This is one of the things most requested of us
    Everything is falling on the Exec Dir and staff shoulders
    Board members are not excited about telling the story
    My board does not want to fundraise
  • More than just a mailing
    Stories of impact are collected and kept
    Community is aware of the organization’s impact
    Board members are involved in telling your story
    Fundraising is everybody’s job, not just development person or Exec.
  • Joan Didn’t Like to Fundraise
    Advocacy Points
    Elevator talk
    Don’t leave message to chance
    Recognize at board meetings – Best way to teach
    Events without asking for gifts
    Homeless shelter visit
    I visit a lot of nonprofits , when I hear story it becomes emotional, I remember it
    Jesus
    Your board is arm to the community
    Organization cannot promote by buying ads
    Word of Mouth only way
    Equip with stories
  • We have done fundraising in just about every sector
    Me personally (Library, Park, YMCAs large and small, Diabetes Assn, homeless shelter,
  • We do campaigns for millions…
    Principles the same
    Ever adapting
    Should always be ready to tell others what you do well, why you are the best at it and where you are heading
  • Defining who you are to the community
    Purpose, Mission, Goals (long range plan/vision)
    Testimonials from community leaders
    Letters of support
    Programs and services (usually listed by age groups)
    How can the perspective donor help?
    Help us become what we want to be
    Through lead or major gifts
    Naming opportunities sheet
    Campaign leadership
    Lead donor
    Gift solicitation
    History – bullet-pointed, featuring as many “founding family” names as possible.
    Who you serve – last three years and projected this year-IMPACT (Allude to after expansion or
    new facility for Capital Campaign)
    Financial Strength – income, expenditures in graph form for last 4 years budget for this year.
    Statement of need [community problem(s)] in general terms…
    Where does your organization want to go and why?
    How you are going to get there? Define what the campaign will do over time.
    Focus on benefits.
    Objectives to meet these goals:
    Facility needs
    Construction costs
    Pro Forma budget (including endowment)
    Campaign leadership – Board 100%
    Committees & campaign structure chart
    Campaign gift range chart


  • Sell Solutions Not Needs
    Your project provides solutions to a problem, so don’t go overboard in discussing the problems. Identify the problem/need, then quickly show how your project addresses the need, solves the problem, and why the project needs the readers commitment and support to accomplish the task

    Be Subjective
    This isn’t an essay or a news article. You don’t need to maintain a reporter’s objectivity. Appeal to the readers’ emotions, and push the hot buttons. Make it personal to the reader. Statistics are boring, so use testimonials and actual stories where possible.

    Choose Your Words with Care
    Use action words and descriptive adjectives; avoid passive words, constructions like “had been,” or adverbs. Create pictures in the reader’s mind with your own words. Make positive declarations rather than issuing statements. Be truthful and factual, but compelling. Some words carry more weight and are more emotionally laden than others.

    Illustrate the Narrative
    The Case Statement should be attractive, drawing the reader’s eye. Break the copy with headlines and bullets. Use headers and footers. Sprinkle graphics, photos, and illustrations judiciously throughout the narrative. These techniques will help the piece appear easy to read.

    Lead the Reader
    You want the reader to act, to get out his or her checkbook, correct? Then you have to tell them what you want them to do. Tell them how much this solution to the problem your organization is facing is going to cost. Explain clearly how they can make a gift.

    Remember, you’re writing on paper, not carving in stone. Edit.
    Read it again, then edit it again. Have someone else read and edit it. Change it when it needs to be changed. Write the narrative, then go back and punch it up. Don’t be afraid of going over the top, you can always tone it down, if necessary.
  • 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.
  • Each person through friends has “immediate access” to hundreds and sometimes thousands of other persons…

    People will often spread good news and good pictures!
    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.
  • Transcript

    • 1. November 10, 2010 Hamot Heart Institute Erie, PA The Value of a Resource Development Plan: Setting Your Organization on the Best Philanthropic Path
    • 2. About Jeffrey Byrne & Associates • National firm specializing in capital, endowment and major gifts campaigns with full range of essential fundraising services • Member of Giving Institute - Leading Consultants to Non-profits • Philosophy, approach and methodology
    • 3. Expectations Individuals $199.07 76.5% Pre-Workshop Survey
    • 4. 2009 Charitable Giving : $303.75 Billion Individuals $229.28 75% Source: Giving USA Foundation™ / Giving USA 2010
    • 5. 2009 Charitable Giving : $303.75 Billion By Type of Recipient Organization Religion $106.89 35% Source: Giving USA Foundation™ / Giving USA 2010
    • 6. What Exactly is a Resource Development Plan?
    • 7. Components of a Resource Development Plan • Development Audit (Internal and External) • Test the relevance of programs to mission • Create a concept paper • Test the urgency of the case to motivate financial support. • Outlines specific recommendations for growth • Timeline and action plan accountabilities • Training and implementation
    • 8. Which Organization are You? Is your organization special events centered? Is your organization philanthropy centered?
    • 9. Transitioning to a Philanthropic-Centered Organization
    • 10. A Philanthropy Focused Organization • Philanthropy is a year round effort and culture • Prospects are identified and cultivated • Board members are recruited with expectations of playing an active role in the development process • Board members encourage each other as advocates • Donors thanked and kept informed of good work on a regular basis • Case for support is current, compelling and urgent • Database is up to date, notes and accurate records are kept
    • 11. Telling the Story What board members do BETWEEN meetings may be of more value than what they do at meetings.
    • 12. Criteria for Success in Fundraising • A Case that is Valid, Realistic, and Universally Accepted • Commitment by the Organizational Leaders • Involvement by the Community Leaders • Strategy (including proper cultivation) to Obtain “Pacesetting” Gifts • Proper Planning • Proper Timing
    • 13. Criteria for Success # 1 A Case that is Valid, Realistic, and Universally Accepted The case for the campaign needs to be made in terms of factual data that will validate it. It must be realistically presented as though seen through the eyes of the prospective donor. And it must have universal appeal by demonstrating potential benefits to the majority, if not all, of your constituents.
    • 14. Building a Case Statement •The AFP Fundraising Dictionary defines the case as follows: •Case, n. the reasons why an organization both needs and merits philanthropic support, usually by outlining the organization's programs, current needs, and plans.
    • 15. Building a Case Statement The case should answer the following questions: • What does your organization do? • Why does your organization exist? • What is distinctive about your organization? • What must be accomplished? • How will this campaign enable it to be accomplished? • How can the donor become involved? • What's in it for the donor and why should they give to this effort?
    • 16. Writing A Compelling Case Statement • Sell solutions, not needs • Be subjective • Choose your words with care • Illustrate the narrative • Lead the reader • Remember, you’re writing on paper, not carving on stone. Edit.
    • 17. Individuals $199.07 76.5% Articulating Your Case for Support Bob Wooler Executive Director Erie Nonprofit Partnership Voice recordings Can you tell your story???
    • 18. Many Uses of a Case for Support • Named gift opportunities forms • Grant applications • Individual donor proposals • Brochures • Pledge cards and letters of intent • Letterhead and envelopes • Response envelopes • Website or web page • Press releases • Campaign newsletters • Speeches • Fact sheets • Questions and answer sheets • Volunteer training materials • Solicitation letters • Phone scripts
    • 19. More uses for a Case for Support • Facebook • LinkedIn • YouTube • Pod Casts • Twitter • Flickr • Blogs • Website Be creative with social media!
    • 20. A Few Resources - Philanthropy Jeffrey Byrne & Associates, Inc. www.fundraisingjba.com Erie Nonprofit Partnership www.thenonprofitpartnership.org Giving Institute www.givinginstitute.org Association of Fundraising Professionals www.afpnet.org AFP Northwestern PA www.afpnwpa.afpnet.org
    • 21. The Value of a Resource Development Plan: Setting Your Organization on the Best Philanthropic Path Thank YOU! Jeffrey Byrne & Associates, Inc. 412.600.7876 800.222.9233 www.fundraisingJBA.com

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