Lisa Wolk -Nonprofit Plan

Running Head: THE LANTERN DEVELOPMENT PLAN 1
NPM520 Final Project:
The Lantern Development Plan
Lisa Wolk
Fontbonne University

THE LANTERN DEVELOPMENT PLAN 2
Table of Contents
i. Introduction………………………………………………………………………………………..3
ii. About the Organization……………………………………………………………………...3
1. Organization Mission Statement…………………………………………………..…4
2. Organizational Goals and Objectives…………………………….…………………5
3. Case Statement………………………………………………………………….…………...7
4. Fundraising Goals
a. Setting Realistic Fundraising Goals……………………………………..10
b. Gift Range Chart for Annual Fund……………………………………….13
c. Fundraising Cost Analysis…………………………………………………...14
5. Fundraising Methods and Strategies
a. Strategies for Expanding Donor Base……………………………..……16
b. Direct Mail Letter………………………………………………………….…….18
c. Planned Giving………………………………………………………….…………19
d. Foundation/Corporate Letter of Inquiry……………………………..20
e. Solicitations, Cultivation, and Stewardship Plan.….……………..22
6. Fundraising Calendar…………………………………………………….………………….26
7. Conclusion…………………………………………………………………….………………….28
8. References…………………………………………………………………..….………….…..29
9. Appendix: The Ambrose Monell Foundation Grant Guidelines…….….30

Introduction
An organization’s development plan details how the organization will fulfill its mission. As Seiler
(2011) explained, “Development is growth of mission; it includes planning, communications, and
fundraising” (p. 42). While fundraising is a major component of the development plan, an organization
must include other aspects to arrive at a complete picture of the organization’s present and future. A
successful organization must rely on its development plan to ensure that it meets its goals. As Seiler
(2011) wrote, “Effective fundraising follows…[a] disciplined, systematic process” (p. 41). This process is
outlined in the development plan. Seiler (2011) further explained, “Achieving fundraising success year
after year calls for a fully integrated plan that develops and nurtures a diversified funding base” (p. 42).
The development plan will outline methods that the organization will use to build this funding base,
methods to solicit the funding base, and also methods to steward this funding base.
About The Lantern
(This is a nonexistent organization.) The Lantern is a Christian-oriented center for young women
aged 18-29 that operates a variety of programs designed to foster self-esteem, self-improvement, and
self-respect in its members. The main program is a “pay-what-you-can” coffee house and bakery that is
operated by the young women, who not only work at the coffeehouse, but also design the monthly
menus, create the bakery products, and make general operating decisions. The Lantern coffeehouse’s
“pay-what-you-can” format allows a variety of customers to participate—from the very rich to the very
poor—and is meant to give the girls the experience of working with a variety of people. Internships,
part-time and full-time positions, and volunteering are available to members.
The Lantern also provides members fee-based classes that are designed to teach traditional
skills, such as cooking, baking, sewing, needlecrafts, gardening, etc., as well as monthly social outings at
various locations. Classes are eight weeks long and cost $10 per participant (includes all supplies). The
monthly social outings cost $5 per participant. All Lantern programs provide financial assistance to

members if needed. To be eligible for assistance, the member must submit a self-statement detailing
her financial situation and will be approved by the Scholarship Committee on a case-by-case basis.
1. Organization Mission Statement
The Lantern forms self-confident, self-respecting, and empowered young women in the St. Louis
area of all backgrounds, aged 18-29, and equips them to lead with Christian values through unique,
cooperative learning, teaching, and fellowship programs.
Mission Statement Assessment
This mission statement’s emotional pull lies in its use of the phrase, “empowered young
women.” Women’s rights are always an important cause, and are sure to attract other women as
donors. This mission statement lets the reader know that the organization values Christianity and
helping young women reach their full potential. In addition, the mission statement informs the reader
that the organization is unique because its programs are for women aged 18-29, an underserved
demographic for this type of programming. It is also unique in that its programs are for women of all
backgrounds, not just for low income populations.

2. Organizational Goals and Objectives
Currently, The Lantern is a members-only organization; it does not require a membership fee,
but does request that each member bring at least five friends to one of its programs every year. The
Lantern provides the following programs to its members:
1. “Pay-what-you-can” donations-only coffee house and bakery, that operates Monday
through Saturday, 7:00 a.m. to 12:00 p.m. The coffeehouse is staffed by members,
in full-time, part-time, internship, and volunteer positions. The members are
responsible for the operations of the coffee house, including preparing the bakery
products, designing the monthly menus, communicating with outside vendors, and
assisting customers. Two full-time Lantern employees assist the members as
necessary.
2. Traditional skills classes, taught by both members and outside instructors. These
classes are eight weeks long and cost ten dollars per class per member, and are in
subjects such as sewing, baking, cooking, gardening, food preservation, needlecraft,
etc. The classes are organized by The Lantern’s Program Director.
3. Monthly social outings at locations in the St. Louis area and at The Lantern, such
movie nights, comedians, etc. These outings cost five dollars per participant. They
are organized by The Lantern’s Program Director, who is assisted by member-
volunteers.
In the future, The Lantern would like to be able to expand its social outings to twice a month,
and to add a peer-led Bible study class, which would run concurrently with the traditional skills classes,
but on different nights of the week. This program expansion is necessary to meet the needs of the
organization’s growing member population. Also, members have suggested the addition of the peer-led
Bible study class in order to better embody the Christian perspective. These additions will not require

the hiring of additional staff members at this time, but will require an additional $10,000 per year of
funding. The economy has started to gain momentum, and currently, the organization is not facing any
major competition or government restrictions; therefore, the future program expansion should not
encounter any major obstacles.
Listed below are the organization’s goals:
1. To provide a welcoming, encouraging atmosphere to young women where they can
grow in Christian fellowship with like-minded individuals.
2. To prepare young women for the challenges of everyday life while remaining pure in
thought and in action.
3. To equip young women with self-empowerment through learning traditional skills such
as cooking, gardening, and sewing.
Listed below are the organization’s objectives:
1. To provide leadership and volunteer opportunities through the operation of a “pay-
what-you-can” coffeehouse and bakery.
2. To provide 8-week courses to 30 young women per session, on topics such as cooking,
baking, sewing, needlecraft, and gardening.
3. To encourage friendship through monthly social events for young women at a variety of
locations in the community, such as movie theaters, bowling alleys, and “in-house”
entertainment at The Lantern such as comedians.

3. Case Statement
What We Believe:
Young women need a guiding light to help them navigate life’s challenges. We believe that
guiding light is present in Christianity and in the women who live the faith. That’s why our programs
feature women teaching other young women. Together, our members work towards improving each
other’s self-esteem, self-respect, and leadership abilities.
Our History:
The Lantern began in 2008 as a meeting of five young women wanting to share the joys of
Christian fellowship with each other. In their conversation, they realized that each had different skills
they wanted to teach one another. So they began meeting once a week, showing one another how to
cook and to sew and to crochet, all while keeping Christ at the center of their conversations. Their self-
confidence grew as they learned how to create delicious meals, pretty skirts, and warm scarves with
their own hands. Slowly, they began to invite their friends along for the meetings and six months later,
they had over fifty young women wanting to join them.
In 2009, the young women far outgrew the space of their homes, so a lease was signed, and The
Lantern was born. They offered their first class teaching traditional skills—baking—and wondered what
to do with the leftover cakes and cookies as their novice bakers quickly grew into experts. So they
started The Lantern’s coffee house and bakery with an innovative model: no item would be a fixed price;
customers would give whatever they felt was the right amount. Already busy with developing The
Lantern’s other programs, the founding women decided to let other volunteers make all operating
decisions for the coffee house.
Now in its third operating year, The Lantern is a beacon for young women who want to learn the
traditional skills their grandmothers knew, grow in the Lord, and to meet others just like them.
What We Seek to Accomplish:

With our pay-what-you-can coffeehouse and bakery program, we seek to give young women
leadership opportunities and to help them serve a variety of customers. With our traditional skills
classes, we seek to give young women creative outlets and to be proud of making something with their
own hands. According to the Women Research Foundation, learning traditional skills boosts confidence
by over 40%1
. Finally, with our monthly social outings, we seek to give young women a way to grow their
network of support and their friendships.
Our Impact
Since our inception, our programs have helped over 1,000 young women in the St. Louis area
become the women they were meant to be. Our organization is unique because we are the only
nonprofit in the St. Louis region that caters to women aged 18-29. In addition, we are one of only a
handful of organizations in our region that offers traditional skills classes. Our programs directly serve a
demographic that would be unaddressed if we did not exist.
When Susie, age 26, came inside our door for a cup of coffee one morning, she didn’t know she
would walk out a different person. “I had heard about The Lantern through some friends…they said you
could go there and have a latte and a muffin for free if you couldn’t afford to pay for it,” Susie says. At
that time, Susie had lost her job and was beginning to lose hope. She continues her story:
As soon as I stepped inside The Lantern, I felt a wave of joy come over me. Here were
these girls, all about my age, who had been given a chance to do something—and they
were running the place all by themselves! For a moment, I forgot about my situation
and I was just amazed at their poise and self-confidence; they were all just beaming. I
knew I had to be a part of this wonderful place!
Shortly after her first time inside, Susie began volunteering at The Lantern. Today, she works full-time in
The Lantern’s Program Support division.
1
For the purposes of this assignment, this statistic has been falsified.

Andrea, age 21, used to be shy and didn’t know where to turn when life’s struggles became too
much to bear. When she was still a young child, Andrea lost her mother and grandmother within a
month of each other. “I didn’t have any positive female role models in my life…so I looked to people like
celebrities instead,” Andrea says. She also started experimenting with drugs and alcohol. Growing tired
of pop culture’s bad influence, Andrea began looking elsewhere for guidance. “That’s when I discovered
the fellowship outings at The Lantern. For just a few bucks, I got to spend time with these amazing,
Christian women. I finally found that positive role model I’ve been so desperately searching for my
whole life,” Andrea says.
Today, Andrea attends college and volunteers at The Lantern twice a week. Through her
experience at The Lantern, she is able to inspire her fellow classmates be positive role models for other
young women.
Susie and Andrea are just two of the hundreds of young women that The Lantern has helped.
Will you consider making a gift so that we may continue to guide even more young women just like
them?
The Next Step…is You!
We invite you to send us a gift of $50 or more today to meet our annual fund needs. We need generous
donors like you to continue serving our young women. Consider making a gift by completing the
enclosed pledge card or give online at wwww.thelantern.com. Thank you for your support!

4. Fundraising Goals
a. Setting Realistic Fundraising Goals
Listed below is the yearly budget for The Lantern’s operations and programs. Currently, the
organization has a fundraising goal of $50,0002
. The coffeehouse presently generates the most revenue,
at $100,000 per year. This revenue is expected to increase five percent per year over the next five years,
as The Lantern continues its donor acquisition and marketing efforts. The coffeehouse revenue is also
the most reliable, as the organization has built a steady customer base during the past three years. The
coffeehouse is also the program that The Lantern is best known for.
The least reliable source of income is the participation fee from the classes, for two reasons. The
first reason is that the class topics could become uninteresting and lose mass appeal, resulting in class
cancellations. Secondly, the ability of the members to pay for the classes could shrink, depending on the
demographics of the members during any given class cycle, resulting in a smaller amount of revenue
generated.
The Open House gala event has the most income growth potential. Currently, the event just
breaks even, but there are several ways to increase revenue. First, additional fundraising activities
within the event could be added. In addition, the total number of participants could increase. Finally, the
ticket price could be raised.
Overall, the $50,000 fundraising goal is reasonable because of The Lantern’s solid customer base
for its coffeehouse program; additionally, The Lantern has built a name for itself because of its unique
income-generating model and its Christian perspective.
2
For the purposes of this assignment, the $100,000 in donations received for the coffee house products are not
included in the fundraising total, for reason of simplicity.

Yearly Expenses Yearly Revenue
Program Name Expense Amount Source Name Amount
Cost Per
Dollar
Received
Lantern Operations Salaries $50,000.00
Supplies $2,000.00
Website $500.00
Volunteer
Recognition $1,000.00
Software and
Equipment $5,000.00
Total $58,500.00
Coffeehouse Rent $10,000.00
Customer Donations for Goods
Received $100,000.00
Salaries $45,000.00
Assumptions: 350 customers per
week;
Supplies $5,000.00 avg. donation $7 per customer
Equipment
Maintenance $1,000.00
Total $61,000.00 Total $100,000.00 $0.61
Classes/Workshops
Instructor
Stipends $15,000.00 Participation Fee $1,500.00
Supplies $4,000.00
Assumptions: $10 per class; 25
girls per class; 10 classes per
year; pay rate 60%
Total $19,000.00 Total $1,500.00 $12.67
Friday Socials Entertainment $4,000.00 Participation Fee $3,750.00
Refreshments $1,750.00
Assumptions: $5 cover charge;
30 girls; 25 socials
Total $5,750.00 Total $3,750.00 $1.53
Open House Gala
Special Event Refreshments $2,000.00 Ticket Sales $5,000.00
Publicity $2,000.00
Supplies $500.00
Assumptions: $50 per ticket;
100 attendees
Volunteer
Recognition $500.00
Total $5,000.00 Total $5,000.00 $0.00
Donor Acquisition and
Stewardship
Donor
recognition $500.00 Major Gifts $25,000.00 $0.02
Direct Mail $8,750.00 Direct Mail Gifts $6,500.00 $1.35
Planned Giving
Solicitation $500.00 Planned Gifts $5,500.00 $0.09
E-mail Solicitation $500.00 Online Giving $8,000.00 $0.09
Social Media $250.00

Telephone
Acquisition $500.00 Telephone Pledges $5,000.00 $0.10
Total $11,000.00 Total $50,000.00 $0.22
Total Expenses $160,250.00 Total Revenue $160,250.00

b. Gift Range Chart for Annual Fund
Below is the gift range chart for The Lantern’s annual fund, with a goal of $50,000.
Gift Range Chart: $50,000 Goal
Gift Range # of Gifts
# of
Prospects
Needed
Cumulative
Prospects
Total
Received
Per Range
Cumulative $
Received
$10,000.00 1 20 30 $10,000.00 $10,000.00
$5,000.00 3 30 60 $15,000.00 $25,000.00
$1,000.00 4 40 100 $4,000.00 $29,000.00
$500.00 10 80 180 $5,000.00 $34,000.00
$250.00 15 60 240 $3,750.00 $37,750.00
$100.00 75 1000 1240 $7,500.00 $45,250.00
$50.00 95 1500 2740 $4,750.00 $50,000.00
Total Gifts: 203
Total Prospects:
4,590
With a total of almost 5,000 prospects needed to reach the annual fund goal, its success will
depend on a variety of methods to reach prospective and current donors, including online and e-mail
marketing, direct mail, and telephone solicitation. If The Lantern does not meet its annual fund goal, its
programs will have to be scaled back or eliminated entirely. As Seiler (2011) wrote, “The annual fund is
still the foundation of all successful fundraising. Donors contribute to the annual fund to support
current, ongoing programs to fulfill the organization’s mission” (p. 43). Without these donors, the
programs cease to exist. In addition, donors that contribute to the annual fund become the most likely
prospects for an organization’s other campaigns, including capital campaigns and major gifts (Seiler,
2011, p. 43). Therefore, the annual fund can be considered the most important part of an organization’s
fundraising operation.

c. Fundraising Cost Analysis
Event: Open House
Event Purpose and Description: The purpose of this event is for awareness and donor acquisition. Local
community and business leaders are invited to The Lantern’s facility for an open house tour. There is no
sit-down dinner; only hors d’oeuvres are served. Throughout the night, attendees are given
presentations by the members of The Lantern, who describe their experiences with the organization and
how they have benefitted from the programs. After the presentations, guests are allowed to mingle with
the members for one-on-one conversations, or to view sample pieces that the members have created
(such as sewn garments, knitted pieces, etc.).
Event Costs and Income
Listed below are the costs and income received for the event:
Costs
Refreshments $2,000.00
Income
Ticket Sales $5,000.00
Publicity $2,000.00
Supplies $500.00
Assumptions: $50 per ticket; 100
attendees
Volunteer
Recognition $500.00
Total Costs $5,000.00 Total Income $5,000.00
Assessment
Currently, the event is generating a 1:1 expense to income ratio, so the cost to raise a dollar is
one dollar. While this event breaks even and does not generate a profit, it is highly likely that the event
will enhance brand recognition and generate new donors. While it is not possible to calculate the future
return of investment until after several fundraising cycles have been completed, The Lantern believes
that this event is fundamental to its fundraising strategy. Therefore, it is an effective use of fundraising
resources.
Recommendations

To better leverage its fundraising resources to generate a larger profit from this event, The Lantern
should consider implementing the following:
1. At the end of the member presentations, have the members personally distribute Pledge Cards
to attendees.
2. Allow attendees to purchase raffle tickets for items that the members have made, such as hand-
knitted scarves or hats.
3. Install a cash bar for alcoholic beverages.

5. Fundraising Methods and Strategies
a. Strategies for Expanding the Donor Base
Currently in its third year of operations, The Lantern has previously relied on word-of-mouth
advertising for its programs and donor acquisition. While this grassroots approach has provided a
platform for The Lantern’s operations, it is necessary to design a more formal approach to donor base
expansion in order to support the organization’s rapid growth and to meet the goals of its strategic plan.
Listed below are future donor target markets and preferred methods of contact:
Target Market Contact Method
Friends and relatives of members Phone calls from members, personal visits from
members, customized direct mail pieces, social media
invites (i.e., “Check out our videos on YouTube to see
what we’ve been up to!”)
Friends and relatives of board members Phone calls and personal visits from board members;
follow up with direct mail pieces, social media invites
Lapsed donors Direct mail pieces; follow up with phone calls and
personal visits from board members, social media invites
Friends and relatives of current donors Supply donors with postcards to give to family and
friends; postcards will contain short “about us and what
we do” section plus social media invites
Women-owned business leaders Use St. Louis Business Journal’s Book of Lists, Chamber of
Commerce directory to locate women-owned businesses;
phone calls and personal visits from board members,
invitation to Open House event, social media invites
Affluent women in the community Purchase list(s), send direct mail pieces, invitation to
Open House event, social media invites
Restaurant owners, to provide food for
members’ monthly social outings
Personal visits from management team and fundraising
staff, follow up with direct mail pieces
Corporate sponsors, such as coffee
importers and/or roasters, raw materials
suppliers/manufacturers (such as King
Arthur’s Flour Company), craft supplies
companies and related businesses, local
for-profit cooking schools, etc.
Locate potential sponsors with Internet searches;
personal visits from management team and fundraising
staff if local, telephone solicitation if not local; follow up
with direct mail solicitation
Civic groups, such as members-only
gardening clubs and knitting guilds
Find groups in Associations database via St. Louis County
library; send customized direct mail pieces, arrange
personal visits with fundraising staff
Grants from Community and family Find foundations via FoundationCenter online; submit

foundations application materials as directed
Parishioners at Local churches Advertise in church bulletins/newsletters; ask minister or
priest for announcement at worship service
The best potential for acquiring new donors lies with female business owners and wealthy
females in the community. As stated in the Women’s Philanthropy Institute’s Women Give 2010 Part 2
report, “Women were more likely to give and give more than men” (Mesch, 2010, p. 1). The Lantern,
then, should focus its donor prospecting on women donors. To attract more donors, it will be critical to
reach out to friends and family members of current donors, volunteers, and program members. In
addition, The Lantern will need to add social media to its communication plan. Establishing a Facebook
Cause page and a YouTube channel will be the first step, followed by putting social media icons on all
print and digital pieces. To improve its donor prospecting, The Lantern will need to develop a consistent,
formalized approach and plan its communications on a yearly basis.

b. Direct Mail Letter: Upgrade
Dear <Donor Name>:
Since you are an avid supporter of The Lantern, I am sure you have already heard about our
exciting new program initiative. Our members have requested that we add a peer-led Bible study group
one night a week—and we need your help to make that happen. Will you consider giving a gift of $100
or more to bring a young woman closer to Christ?
When one of our members, Sarah (age 28), called me a few months ago to tell us about a
wonderful idea, I realized immediately that it is a program our members truly need. For the past three
years, The Lantern has encouraged Christian fellowship at all of its events, but we have not yet had the
opportunity to give our members a more in-depth look at what their lives are really about. Our members
are very eager to learn more about God’s Word and this new program initiative will help them do just
that.
<Donor Name>, I know you believe in our mission of equipping young women with the spiritual
tools they need to lead with Christian virtues because you have so generously supported us in the past.
That’s why we are asking you to help us once again—and for a limited time, Company ABC has agreed
to match all gifts dollar for dollar, up to a total of $10,000. That means your donation will be doubled—
how else can you make such a huge impact in a young woman’s life?
Our members thank you and pray for you every day; they know that where they are today is a
result of generous giving from people just like you. Thank you and God Bless.
Sincerely,
<President and CEO of The Lantern>
P.S. Don’t forget that Company ABC will match, dollar for dollar, whatever gift you can give. But hurry,
they have only agreed to do this until March 31st
, 2012. Please return the enclosed pledge card today
or donate online at www.thelantern.com.

c. Planned Giving
Currently, The Lantern sends out postcards to a small list of current donors who meet certain
criteria, such as being over the age of 55 and having a long history of participation in the organization
(Regenovich, 2011, p. 106). While this is an effective solicitation method, The Lantern will need to
expand its planning giving program to reach more donors, and to give the impression that “the
organization is looking to the future to address long-term goals and objectives” (Regenovich, 2011, p.
106). First, The Lantern will need to add a simple line such as, “Have you considered putting The Lantern
in your will? See our website or call us for more information” in every publication it sends out. Next,
The Lantern will need to develop a planned giving brochure that “contain[s] a brief explanation of each
available planned giving opportunity” (Regenovich, 2011, p. 107). This brochure should be sent out to
everyone on The Lantern’s mailing list once per year, and a digital version should be made available on
the organization’s website as well. Since The Lantern is a small, local organization, an outside vendor will
be contacted to produce these brochures. Furthermore, The Lantern’s program will consist only of the
most basic planned giving vehicles, including “bequests, retirement plan/IRA designations, and life
insurance designations” (Regenovich, 2011, p. 106). At this time, The Lantern does not have plans to
integrate more complicated methods such as charitable trusts into its planned giving program, because
it does not have the resources or time to do so. Additionally, in order to better serve the donors who
wish to make planned gifts, The Lantern will need to designate one staff person as the key contact. This
staff person will be trained in the planned giving methods that The Lantern accepts, and will be able to
refer the prospective donor to outside financial consultants when necessary.

d. Foundation/Corporate Letter of Inquiry
The Lantern
124 Anywhere Street
St. Louis, MO 60000
The Ambrose Monell Foundation
One Rockefeller Plaza
Suite 301
New York, New York 10020-2002
Dear <Officer Name>:
We are writing to request an invitation to submit a proposal for a $25,000 grant to support the
development of a peer-led Bible study program for our members. It would be a great honor to work
with the Ambrose Monell Foundation, which believes in supporting both religious and educational
organizations.
The Lantern is a non-profit organization based in St. Louis, MO. For the past three years, we
have served over 500 young women in the St. Louis area who desire personal growth and lasting
friendships. It is our mission to form self-confident, self-respecting, and empowered young women of all
backgrounds, aged 18-29, and to equip them to lead with Christian values through unique, cooperative
learning, teaching, and fellowship programs.
Our main program is our donations-only coffeehouse and bakery, which allows customers to
enjoy gourmet coffee beverages and freshly-baked pastries and muffins for whatever price they can pay
(even free if they cannot afford to pay anything!). While we have two full-time support staff, it is our
young women members who are the stars of this program—they run the coffeehouse and are
responsible for making operating decisions, providing the bakery items, and serving customers.
In addition to our coffeehouse, we provide traditional skills classes, such as baking, sewing, and
gardening, as well as monthly social outings for our members. Our proposed Bible study program will
allow our members to grow their faith and provide a guiding light for their future.

Please consider the impact that your gift will make in the lives of both our members and in our
coffeehouse patrons. Your gift would provide Bibles, study materials, and training for group leaders.
Thank you for your consideration.
Sincerely,
Lisa Wolk, President and CEO of The Lantern
314-111-1111
email@thelantern.com

e. Solicitation, Cultivation, and Stewardship Plan
Solicitation:
The Lantern will approach donor solicitation through four main channels: personal solicitation,
telephone solicitation, direct (snail) mail, and finally, email and social media. It will be important to
operate within these channels simultaneously and consistently, following a specified solicitation plan.
Listed below are methods of solicitation for each channel:
 Personal solicitation: A board member or other volunteer and a fundraising staff
member will meet with a prospective donor in person, wherever it is most convenient
for the donor. The board member will explain to the donor why he or she believes in
The Lantern and its mission, and then the staff member will provide concrete facts
about the organization and its impact. The ask will be made by the staff member, unless
the board member has been properly trained and feels comfortable with this aspect. If
the donor does not pledge during the meeting itself either the board member or the
staff member will call the donor 24 hours after the visit and thank him or her for
meeting, as well as reiterate a couple key facts. If the ask is not made during this follow-
up call, a letter will be sent to the prospective donor one week after the initial meeting,
along with a copy of the current quarterly newsletter.
 Telephone solicitation: Donors who gave to the annual fund last year, as well as any
other current donors, will be given telephone calls from board members or fundraising
staff members to solicit support for the current annual fund campaign. Prospective
donors will not be solicited in this manner.
 Direct mail: Annual fund solicitations, as well as lapsed donor solicitations, will be sent
via direct mail, according to the fundraising calendar below. The Lantern will rely

primarily on its own internal database for direct mail solicitation, but will purchase a
mailing list every two years for new prospects.
 Email and social media: The Lantern shall utilize social media to build its brand
awareness, encouraging its constituents to subscribe to its media channels. Annual fund
solicitations will be made through email and social media as well, with direct links to The
Lantern’s giving section of its website.
Cultivation:
The Lantern will approach cultivation using the same four channels outlined above, using the
following procedures:
 Personal cultivation: For all major gifts donors, fundraising staff and/or volunteers will meet
with the donor twice a year to give program updates and gift acknowledgement.
 Telephone cultivation: All donors who give $100 or more will receive two phone calls per
year to give program updates and gift acknowledgement.
 Direct mail: All donors and anyone else on the mailing list will receive the quarterly
newsletter that gives program updates, impact stories, and gift acknowledgement.
 Email and social media: If they choose to do so, anyone on the mailing list can elect to
receive digital copies of the quarterly newsletter; if they do sign up electronically, they will
receive the newsletter two weeks before the printed edition. In addition, The Lantern’s
social media channels will be updated at least twice a week to provide news updates,
impact stories, and related content our users might find interesting.
Stewardship:

Donor stewardship will rely on consistent, planned contact, with the focus of communications
being gift acknowledgment, appreciation, and impact stories. For donor acknowledgement, a thank you
will be sent within 48 hours, following the schedule below:
 All gifts over $5,000: A phone call from The Lantern’s President/CEO, and a small
flower arrangement or other gift sent to donor’s place of business (or residence, if
retired). If donor gives permission, we will also acknowledge gift via social media
channels.
 All gifts over $1,000: A phone call from The Lantern’s President/CEO, and a hand-
written thank-you card sent to donor’s place of business (or residence, if retired). If
donor gives permission, we will also acknowledge gift via social media channels.
 All gifts over $500: A phone call from fundraising staff and a hand-written thank-you
card sent to donor’s place of business (or residence, if retired).
 All gifts over $100: A hand-written thank-you card sent to donor’s residence from
fundraising staff.
 All gifts less than $100: A form letter sent to donor’s residence.
Additionally, the donor at all levels of giving will receive an appreciation letter one month after the gift
was made, once again thanking the donor for the gift. For all gifts over $1,000, the donor will receive a
phone call three to five months after the gift from one of our members, personally thanking the donor
and telling the donor how the gift made an impact in her life. For all other gifts, a letter will be sent with
a similar impact story. In addition to immediate gift acknowledgment, donors will be honored by
mentioning them in the annual report and quarterly newsletters. Finally, donors will be invited to the
annual Open House event and will be encouraged to visit The Lantern’s coffeehouse throughout the
year.

Another key aspect of the stewardship plan is transparency. The Lantern shall publish its annual
report online, as well as mail a hard copy to donors who have given more than $1,000 and to whoever
else requests it. The Lantern’s IRS 990 form will also be available on the organization’s website.
Furthermore, the quarterly newsletters will feature updated financial and budget information, as well as
program statistics and impact.

6. Fundraising Calendar
January February March April May June
Direct Mail
Send annual
fund reminder
letter
Send lapsed
donors "we miss
you!" letter
Send
quarterly
newsletter
Send "Follow us
on Social
Media!"
postcard
Send
quarterly
newsletter
Phone
Call current
major gifts
donors to thank
them for last
year's
contributions
Call major gifts
donors to
remind them of
annual
campaign
Annual Fund <--Personal solicitation of prospective donors -->
Special
Event: Open
House
Send out
invitations
Tally RSVP’s;
send out
invitation to
second set of
guests if open
spaces are still
remaining
Call all event
vendors;
finalize
arrangements Event
Send all
attendees
thank-you
letter
Foundation
and
Corporation
Grants
Research grants
and set calendar <-- Apply to grants according to deadlines -->
Planned
Giving
Social Media <-- Update social media channels twice a week -->
Email
Send quarterly
newsletter to
those who
prefer electronic
announcements
Gift
solicitation
for specific
program
Send quarterly
newsletter to
those who
prefer
electronic
announcements
Send
impact
stories
from
members

July August September October November December
Direct Mail
Send lapsed
donors "we miss
you!" letter
Send
quarterly
newsletter
Send lapsed
donors "we
miss you!"
letter
Send annual
fund appeal
letter for next
year
Send
quarterly
newsletter
Phone
Call major gifts
donors to give
them program
updates
Call current
major gifts
donors to
wish them
happy
holidays
Annual Fund
Start next year's
annual fund
committee
Plan next year's
annual fund
Print all direct
mail pieces for
next year's
annual fund
Special
Event: Open
House
Start event
planning
committee
Foundation
and
Corporation
Grants <-- Apply to grants according to deadlines -->
Planned
Giving
Send planned
giving brochure
to all current
donors
Social Media <-- Update social media channels twice a week -->
Email
Gift solicitation
for specific
program
Send quarterly
newsletter to
those who
prefer electronic
announcements
Send impact
stories from
volunteers
Send quarterly
newsletter to
those who
prefer
electronic
announcements

7. Conclusion
This development plan outlines strategies for a nonexistent nonprofit, The Lantern, to cultivate,
solicit, and steward donors. By outlining its communication and fundraising strategies, The Lantern
should be able to establish a solid foundation for years of success. In addition, this development plan
should be able to guide future leaders of the organization to hold steadfast to The Lantern’s mission and
objectives. Finally, this development plan will serve as a reference document when creating all
communications for the organization, such as the case expression and annual report.

References
Mesch, D. (2010). Women give part 2: Causes women support. Retrieved from
http://www.philanthropy/iupui.edu/womengive/docs/causeswomensupport.pdf
Regenovich, D. (2011). Establishing a planned giving program. In E. Tempel, T. Seiler, E. Aldrich (Eds.),
Achieving Excellence in Fundraising (pp.92-114), San Francisco, CA: Jossey-Bass.
Seiler, T. (2011). The total development plan. In E. Tempel, T. Seiler, E. Aldrich (Eds.), Achieving
Excellence in Fundraising (pp. 41-63). San Francisco, CA: Jossey-Bass.

Appendix: Grant Guidelines
ONE ROCKEFELLER
PLAZA
SUITE 301
NEW YORK, NEW YORK
10020-2002
Phone
:
212-586-0700
Fax: 212-245-1863
E-
Mail:
info@monellvetlesen.o
rg
Mission:
Voluntarily aiding and contributing to religious, charitable, scientific, literary,
and educational uses and purposes, in New York, elsewhere in the United
States and throughout the world.
Officers
Annual Reports | Application Guidelines | Grants | Form 990PF
The Foundation Center
Copyright in the text materials contained in this Web site is owned by The Ambrose Monell Foundation, ©1999 The Ambrose Monell
Foundation. The text materials contained in this Web site may be used, downloaded, reproduced or reprinted, provided that this copyright
notice appears in all copies and provided that such use, download, reproduction or reprint is for non-commercial or personal use only. The
text materials contained in this Web site may not be modified in any way.
All rights in photographs, illustrations, artworks and other graphic materials are reserved to The Ambrose Monell Foundation and/or the
copyright owners (licensors). Prior permission to use, download, reproduce or reprint any photograph, illustration, artwork or other graphic
material must be obtained from the copyright owner, regardless of the intended use.
Any use of "The Ambrose Monell Foundation" or the text or graphic materials contained in this Web site in any manner to express or imply
endorsement, sponsorship, affiliation or association of the user with or by The Ambrose Monell Foundation, is strictly prohibited.
Application Guidelines for Grant Seekers
Please read carefully – only inquiries and proposals submitted in
accordance with these guidelines will be reviewed.
The Ambrose Monell Foundation funds only those organizations that are qualified

to receive charitable grants under the United States Internal Revenue Code and
applicable regulations.
The Foundation does not make grants to individuals.
In order to ascertain if your organization and its proposed project or program fit
within the Foundation's guidelines, kindly submit a letter of inquiry (LOI).
LOIs may be submitted at any time during the year and are reviewed on a
continuous basis (there are no deadlines for LOIs). LOIs should not be more
than three pages long and should include the following:
· The name, address, e-mail address, and telephone number for the
organization, and for the primary contact person for the request;
· The mission and a brief background statement about the organization;
· The use to which the funds will be put;
· The amount to be requested.
Please be advised that the Foundation does not provide updates or status
reports for LOIs. If you would like confirmation of receipt of the LOI, please
submit your LOI by certified mail return receipt requested; or by private courier
who can confirm delivery. You may also send your LOI with a self-addressed
stamped envelope to be returned by the Foundation upon receipt of your submission.
The review process for LOIs takes approximately 4-6 weeks. Applicants will be
contacted by the Foundation only if the LOI receives a favorable response. At
that time, the Foundation will request a detailed proposal and, if helpful, schedule
a meeting with the prospective grantee. Proposals are to be submitted only upon
invitation – unsolicited proposals will not be reviewed.
We do not require proposals to be in a specific format. The proposal should
include:
· The name, address, e-mail address, and telephone number for the
organization, and for the primary contact person for the request;
· A fuller description of the organization, including a brief history and its
mission;
· The use to which the funds will be put. If not seeking funding for general
operating purposes, include a summary of the project or program for
which you are seeking funding;

· The amount requested.
· The time when the funds will be needed;
· Current financial statements.
Proposals are reviewed by the Board of Directors twice a year, once in June and
once in December. In order to be reviewed in June, proposals should be
received by April 30th and to be reviewed in December, by October 31st.
LOIs and proposals should be sent to:
George Rowe, Jr., President
The Ambrose Monell Foundation
c/o Fulton, Rowe & Hart
One Rockefeller Plaza, Suite 301
New York, NY 10020-2002
Alternatively, they may be sent by electronic mail to:
info@monellvetlesen.org
http://www.monellvetlesen.org/monell/appguide.htm

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