2. Samuel Legerwood Patterson
“Samuel Patterson (1850-
1908)... served as state
commissioner of agriculture in
the early 1900s. He is noted in
the history of N.C. State
University facilities as having
influenced legislation in the area
of agriculture and the life
sciences and as having
initiated progressive
legislation such as pure food
laws, tick eradication laws, the
appointment of a state
veterinarian and entomologist,
and efforts to arrest
destruction of field and
horticultural crops.”
http://www.cals.ncsu.edu/agcomm/magazine/summer05/aghall.htm
4. Type Possible Funder Interest More info How Found
Non-profit, national Slow Money
National
Local food and
education
http://www.slowmo
ney.org/national-
gathering/program
Knew of them
already
US Gov’t Farm to School
Grant Program
Funding farm to
school lunch
programs
http://www.fns.usd
a.gov/cnd/f2s/f2_gr
ant_program.htm
Googled
US Gov’t The Local Farms,
Food, and Jobs
Act
The Local Farms,
Food, and Jobs Act
will improve federal
farm bill programs
that support local
and regional farm
and food systems
http://www.ucsusa.
org/food_and_agric
ulture/solutions/str
engthen-healthy-
farm-policy/local-
farms-food-and-
jobs-act.html
Googled
Mine the groups
that support the
Food Bank of
Central & Eastern
NC!!
Concentrate on
donors that won’t
interfere or have a
conflict of interest
with mission
About 100 donors
listed
http://www.foodban
kcenc.org/site/Page
Server?
pagename=about_
partners
Googled
http://www.foodshuttle.org/
-- look at their list
of donors
Concentrate on
donors that won’t
interfere or have a
conflict of interest
with mission
Look at their online
campaigns. Also
run a two-day
conference.
Love their work!
Look over donor
list for Caldwell
County…mine
from there! They
must list their
donors in their
annual reports!
http://nccsdataweb.
urban.org/PubApps/
geoShowOrgs.php?
id=C37027&code=
C37027&v=n
Food, farm, agriculture, youth and agriculture, agriculture and education = hot and
contemporary topic. Lots of interest!! Here are some sample funders in this area.
Develop a list of at least 30!!! Then set a plan to attack that list. Who knows whom? Here is a
start…
5
5. 6
560160075
Blue Ridge Electric
Membership
Corporation
12 138,429,145 346,816,346 2011
560554202
Caldwell Memorial
Hospital Inc
03 94,262,863 48,429,934 2011
561717932 Comserv Inc 03 9,479,966 2,325,472 2011
561338470
Caldwell Hospice and
Palliative Care Inc
03 8,283,502 16,440,040 2011
561393284
Employee Welfare
Benefit Trust for
Bernhardt Furniture
Company
09 7,650,502 1,271,784 2011
562076541
Helping Hands Clinic
Inc
03 5,061,356 2,740,530 2011
566047501 Coffey Foundation Inc 03 3,727,719 6,931,426 2011
132548997
Presbyterian Lay
Committee Inc
03 3,079,231 1,992,164 2011
201090467
Caldwell County
Smart Start A
Partnership for Young
Children
03 2,131,717 21,612 2011
591756933
West Caldwell Health
Council Inc West
Caldwell Health
Council Inc
03 1,988,065 1,059,572 2011
561459346 The Jonas Foundation 03 1,402,937 7,799,397 2011
237212721
Foundation of the
Caldwell Community
College and Technical
03 1,357,142 9,605,769 2011
561760354
Habitat for Humanity
International Inc
Caldwell County
03 1,041,246 2,663,013 2011
561171000 Koinonia Inc 03 976,677 3,515,929 2010
560933132
Baton Water
Corporation Inc
12 959,277 1,636,294 2011
581935514
Caldwell Memorial
Hospital Foundation
Inc
03 957,580 5,703,100 2011
561570471 Patterson School Inc 03 885,706 80,023 2011
561339800
South Caldwell
Christian Ministries
03 851,488 432,489 2011
562208650
Caldwell Opportunties
Inc
03 806,174 581,963 2012
6. 7
562139696
Lamb Foundation of
North Carolina Inc
03 760,809 361,009 2011
561271172
North Catawba Fire-
Rescue Department Inc
03 676,648 1,950,053 2011
272336081
Childrens Advocacy
Center of Caldwell
County Inc Robins Nest
03 672,931 521,562 2011
566469396
Caldwell Hospice
Foundation
03 584,633 3,139,302 2011
561393238
Hudson Volunteer Fire
Department Inc
04 534,757 1,005,390 2011
566050210
Bethel Colony of Mercy
Inc
03 533,958 2,066,087 2011
561386261
Dulatown Outreach
Center Inc
03 513,448 609,060 2010
561244166
Shelter Home of
Caldwell County
Incorporated
03 506,093 437,791 2011
561824646
Stevens Family
Foundation Inc
03 437,102 2,514,486 2011
566067038
Caldwell County United
Fund
03 433,859 846,591 2011
562095530
Heritage Christian
School
03 421,897 138,452 2012
561659608
Education Foundation
Inc of Caldwell County
03 418,535 3,642,928 2012
561351731
Grace Chapel Volunteer
Fire
04 412,766 2,789,993 2011
581487839
Valmead Volunteer Fire
Department Inc
03 337,781 467,453 2011
510136339
Sawmills Volunteer Fire
Department Inc
03 306,047 945,310 2011
560686188
The Gamewell
Volunteer Fire
Department Inc
04 291,795 1,464,080 2011
560814231
Caldwell County Farm
Bureau
05 279,101 611,817 2011
561793740
Blue Ridge Electric
Members Foundation
Inc
03 262,580 42,535 2011
581535259
Caldwell Halfway House
Inc
03 260,547 608,746 2011
581613260
Broyhill Memorial Park
Inc
13 256,016 1,399,975 2011
900056895 Little River Fire Dept Inc 03 225,240 378,630 2011
593830615 Faith in America Inc 03 224,286 12,696 2011
7. Angel investors in North Carolina.... and Giving Circles –
start to cultivate them toward investment!!
Sampling of Giving Circles in North Carolina
* A LOT "A Legacy of Tradition" (Raleigh-Durham-Chapel Hill, NC)
* Bertie-Hertford Women’s Fund (Bertie and Hertford Counties, NC)
*Currituck-Dare Women's Fund (Currituck and Dare Counties, NC)
* Fondue Fund (Winston-Salem, Greensboro and Highpoint NC - Piedmont Triad)
* Heritage Quilters Circle (Warrenton, NC)
* New Generation of African American Philanthropists Fund (Charlotte, NC)
* The Art of Giving, a collective of Triangle women
* The Beehive Collective (Raleigh, NC)
* The Cary Women's Giving Network (hosted by the North Carolina Community Foundation)
* The Wake County Women’s Giving Network (Wake County, NC)
* The Women Givers of Nash-Rocky Mount
* The Women's Impact Network, which serves New Hanover County, hosted by the North Carolina Community Foundation)
Way Out (Wake County, NC)
* Women Givers of Northeast North Carolina (Camden, Gates, Pasquotank and Perquimans Counties, NC)
* Women for Women (Western NC), hosted by The Community Foundation of Western North Carolina, serving the counties of:
Avery, Buncombe, Burke, Cherokee, Clay, Graham, Haywood, Henderson, Jackson, Macon, Madison, McDowell, Mitchell, Polk, Rutherford,
Swain, Transylvania and Yancey.
* Women's Fund of Winston-Salem (Winston-Salem, NC)
* Womenade Chapters in:
* Apex, North Carolina (Womenade "Sisters of Servanthood" or SOS) Faith Based: Winston Salem and Chapel Hill
8. Graph of Cultivation Cycle (courtesy of Larry Haskell)
Figure out who
has the money &
Is Patterson a good fit? Would a mutually
beneficial relationship
come out of this? Is PS
worth their time and they
Worth PS’s?
Get to know each other
Conferences; personal references;
Colleagues; peers;;
PR; articles Speaking engagements;
Social activities (Do they want
what PS offers around?
Do they want to
have PS on their list? Can
they afford not to?) {Yes, this is
even possible
with gov't agencies}
Make them an offer they can't refuse:
proposals, grants, direct asks (meet
& just ask for the money), get
“higher ups” to ask on your behalf
Keep involved with them: invite to
Org events,
hear others speak about your org,
send personal notes
of thanks, keep cultivating -
[Yes, this is even possible
with gov't agencies]
Now that you have a list of thirty possible high net worth donors,
foundations, agencies, etc. How do you get people to give???
You ACTIVATE & Adhere to the Fundraising Life Cycle!!!
9
9. All Board members should commit to doing a few of these over the
next year….GO TO THE PLACES WHERE THE PEOPLE
ARE THAT YOU WANT TO GIVE YOU MONEY & make friends for
Patterson!
Nonprofit & Gov
Council on
Foundations,
http://www.cof.org
Conferences
Competitions
Networking events
Business
Conferences
Competitions
Networking events
Social events
Alumni events
HAVE SEVERAL FRIENDRAISING EVENTS!!!
11
10. Friendraising Events– invite from your potential donor list and from among
your friends with power, money, and/or influence…
12
In order to raise funds, Patterson School needs more friends…. You raise funds by
making friends and allies out of potential donors…..and you do it the old-fashioned way—
live! Have these events once you have a strategic plan and your list of donors. This gives
you what to talk about and whom to talk about it with. For right now, keep the events
small and intimate….you can do a larger re-launch event once larger donors have
committed….
Here are some events Board members should consider sponsoring over the next
year in order to fundraise. Plant a person among each of these who is already an ally
and willing to give. Have that person talk about why he/she or their org or agency is
giving.
•Dinner party for potential friends with power, money, or influence. Board member does
a presentation on Patterson and why it is important. Asks for assistance and donations.
The list of invitees is vetted by the whole Board.
•Afternoon Tea and Tour of Patterson for potential friends with power, money, or
influence. Invite potential large donors (individuals, foundations, members of government
agencies) and get them enthusiastic about your mission. Follow-up with proposals. Get
the food and tea donated.
•Cocktail Party or Party for Patterson. Board member does a presentation on
Patterson and why it is important. Asks for assistance and donations. The list of invitees
is vetted by the whole Board.
11. Set up a 5 – 6 member Fundraising Committee, dedicated to a weekly pro
bono commitment for the next year, 2013 – 2014, to lead the whole group
fundraising and strategic planning effort (This would normally be done by an
executive director + development director. In lieu of this, a committee splits up the
job).
This committee:
•Creates a database of at least 30 donors with input from Board.
•Each of 5 official Board members on the committee identifies 6 donors and
develops an approach (see approaches slides) and to lead the follow-through on the
approach to 6
•Leads and stewards other board members to assist in donor cultivations
•Writes proposals
•Leads other board members on asks and events
•Coordinates friendraising events with larger Board
I am offering to be a “sixth” member and to use my expertise in:
strategic planning, fundraising, the fundraising cycle, proposal review and writing, implementing fundraising
events, media communications and PR, and coaching board members and executive directors on
fundraising.
Goal : raise the 3 years for the land/farm project AND CREATE a bank of five high net proposals to
shop to different funders & Fund a person dedicated to fundraising (see next slides)
Everyone’s involvement: The fundraising committee and everyone else would then need to commit to going
on the asks...I am happy to coach people on how to cultivate and make the ask.
13
12. Here is a suggestion in terms of people and structure over the next three years:
Year 1: Director of Land & Farm Entrepreneurship now!!! = essential for businesses,
education, and attraction to Patterson (contracted position)
•Land management including monitoring of soil health--must be given specific list of what this includes
•Development of shitake business and sales
•A permaculture design for the full acreage complete by Edward together with key stakeholders
•Enactment of the permaculture design to be implemented in stages once design is complete and fundraising possible--not
possible to estimate cost of implementation until design is finished. Some key stakeholders need to take a permaculture design
course...can be with We Are All Farmers or the teachers of their choice. This will include aspects of beautification, forest
management, etc..--but should not be done ad hoc.
•Creation with proposal writers/interim development people of proposals for additional farm/land for-profit enterprises that align
with mission
•Assessment and management of set-up of additional farm/land for-profit enterprises that align with mission
•208 hours of education offered per year (4 hours a week) on regenerative agriculture
•Management of farm interns dedicated to Patterson land revitalization
•Implement: Concrete 5 year plan for MiG plan for soil health with possible renewal; Sheep plan to eliminate lawn
Year 2: Director of Outreach: (contracted position)
•fundraising and fund development for both educational and farm/land projects (proposal writing, meeting with donors along with
the board)
•oversight of educational programs (maintenance, outreach, liaisoning)
•hospitality programming and rentals (oversight of conferences, etc.)
•online presence/creation/public relations--must have web skills.
>>>>To get someone worth their salt, this will not be cheap to hire, 60k locally, if not more. They have to raise their next year's
pay, so they will be active!! Big foundations want to see you have fundraising plan and a person in place to implement
it...so there money grows potential rather than just keeps stuff afloat.
This person will probably need one assistant, which can be a for-hire service like this: http://bit.ly/Zva2Xp which means you don't
have to hire anyone to be on site. This person is contracted to assist.
These two key people would be answerable to the Board of Directors....and would work in consort on planning and as a
team rather than one having oversight of the other.
14
13. 15
Once the land design is complete and you have decided on some activities you
want to see happen for sure….
Go on a two-day Board Retreat. This can even be done at someone’s home…
Get a non-profit org like the NC Center for Non-profits
to run a Board retreat for you… develop a five-year strategic plan and budget.
(see http://www.ncnonprofits.org/calendar)
At the Board retreat, develop your five-year strategic plan based on the land
development plan designed together with the Director of Land & Farm
Entrepreneurship, develop an estimated budget for each of these years. That is your
fundraising target for each year. This is a living document….and will change, but
you need to get in down so you have something to talk to donors about and
you have an amount of money to ask for.
Decide if there is a donation level needed also from Board members.
Very usual for a Board to also either have a donation amount they must give or that
they must steward (they can ask other people to give or go on asks to big foundations
and steward that way). Write new Board member contracts and term limits to include
stewardship.
14. Year 3 or beyond:
Director of Business Development, Communications & Marketing
•market services, offerings, and products developed by the Director of Land & Farm
Entrepreneurship and the Director of Outreach
•seek out new potential business partnerships for Patterson that align with the
mission
•take over many of the communications and marketing from the Director of Outreach
as that role expands on site programming.
This person would split time between the two components: farm/land and
education/hospitality (which = conferences, events, etc.).
All of these people are answerable to the Board....this third person would work
under the other two directors.
16
15. Tactic Brief Description Rationale Capacity Needed
Sponsored
Funder
Roundtables
Current large funders host a
roundtable, talking about why they
support your organization and then
they invite other foundations,
corporations, agencies, etc. to attend.
The large funder plans, invites, and
hosts this at no cost to the org.
Funders look good in front of
their peers, a whole new set of
potential donors is exposed to
the org, and a whole new set of
donors sees
competitor/colleagues making
funding in this arena a priority.
Funding is unrestricted.
Large funders willing to
host.
Affinity
Groups/Giving
Circles
Business people or other interested
groups (wealthy individuals) create a
“giving circle” focused on your
funding area with a minimum yearly
pledge to join.
Business people/wealthy
individuals want to be
surrounded by similar people of
the same priorities and worth.
Establishes them in a particular
group. Funding is unrestricted.
A few business people or
wealthy individuals
committed to the cause
willing to invite others into
the group.
Paid Networking
Events
Bringing target audiences together to
network: NGOS with NGOs, corporate
with corporate, grantees with
grantees, or mixing it up. Often a
restaurant or hotel will donate space
in exchange for prix fixe drinks.
Relationships run almost
everything. Help your
connections get ahead by
providing paid instances for
them to network. Provides a
regular format to highlight your
org’s achievements and
cultivates new friends for your
org. Funding is unrestricted.
List of solid contacts to
start and to invite. Regular
format. Space donated.
High enough cost per
event to cover costs, staff
time, and to generate
some unrestricted income.
Sponsored Gala
Events
Bringing target audiences together to
network. Often a restaurant or hotel
will donate space in exchange for
covering the cost of dinner. Highlights
achievements. Great to “plant” a
large donor willing to write a check in
front of other potential donors. Offer
something “unusual” that other galas
don’t provide. The kind of event
people can bring their families or
spouses to. If you win over spouses,
often you win over the funder.
Funders look good in front of
their peers. Help your
connections get ahead by
providing paid instances for
them to network. Can sell
“corporate tables” and other
sponsored tables – good
advertising for corporations.
Easier to get celebrities to
attend than other types of
events.
List of solid contacts to
start and to invite. Regular
format. Space donated.
High enough cost per
event to cover costs, staff
time, and to generate
large unrestricted income.
Match the type of fundraising activity to the desired result. Develop a plan of attack for each funder
on your list of 30. Choose how you will create the opportunity to give by these donors!!
^^Source: http://www.onphilanthropy.com/site/News2?page=NewsArticle&id=5207
17
16. Tactic Brief Description Rationale Capacity Needed
Paid Conferences/
Conventions
Bringing target audiences together to
network and learn.
Relationships run almost everything.
Help your connections get ahead by
providing paid instances for them to
network. Provides a regular format
to highlight your org’s
achievements and cultivates new
friends for your org. Funding is
unrestricted.
List of solid contacts to start
and to invite. Regular format.
Space donated. High enough
cost per event to cover costs,
staff time, and to generate
some unrestricted income.
Silent Auction The kind of event people can bring their
families or spouses to. If you win over
spouses, often you win over the funder.
Often a restaurant or hotel will donate
space in exchange for prix fixe drinks.
Funders look good in front of their
peers. Help your connections get
ahead by providing paid instances
for them to network. Can auction
items sponsored by corporate
donors – good advertising for
participants. Easier to get celebrities
to attend than other types of events.
Funding is unrestricted.
List of solid contacts to start
and to invite. Regular format.
Space donated. Items
donated. High enough cost per
event and silent auction items
to cover costs, staff time, and
to generate some unrestricted
income.
Online giving
related to
“urgent”
campaigns
Best for “single” cause campaigns. Can
generate a lot of new “friends” and small
amounts of cash ($10,000). Great for
advertising “urgent” issues. Use of social
networking and targeting of specific
audiences.
Best for “single” cause campaigns,
for example, “Help send 300
Armenian youth to Youth Bank
Leadership Camp this summer!.”
Your “$5” donation blah blah blah.
Solid online and social
marketing skills. Staff trained
in online and social marketing
with audience-specific
messaging. Need to launch
through social networking
sites. Need online capacity for
accepting funds.
Major Gifts Individual giving makes up most
funding for most organizations. Major
gift officers have two challenges: the
first is identifying major gift prospects
(the science of major gift fundraising),
the second is asking for a gift (the art
of major gift fundraising). ^^
You aren´t asking for yourself,
you´re asking for your
mission.^^
Strategy for
“friendraising” high net
worth individuals. This
must be strategic, well-
planned, and
appropriate.^^
Planned Giving Planned Giving refers to several specific gift
types, for example: cash, equity, or
property. ..
You aren´t asking for yourself, you
´re asking for your mission.^^
Strategy for “friendraising”
high net worth individuals.
This must be strategic, well-
planned, and appropriate.^^
Capital Campaigns A capital campaign is an organized drive to
collect and accumulate substantial funds to
finance major needs of an organization such
as a building or major repair project.
Funding is restricted to just the
target goal of the capital campaign.
Can be a way to engage a
corporation or high net worth
individual to do a signature project
(library, building, etc.)
Needs a definitive plan. Fewer
funders fund capital
campaigns.
More fundraising tactics
18
This should be your main focus....
17. Endowments An amount of given with a stipulation
that the funds are invested to earn
annual interest rather than spent
immediately.
You aren´t asking for yourself,
you´re asking for your mission.
Can be a way to engage a
corporation or high net worth
individual to do a signature
endowment.
Strategy for
“friendraising” high net
worth individuals. This
must be strategic, well-
planned, and
appropriate.^^
Running an
adjacent
business to
generate
income
As more and more nonprofits
compete for limited pools of
philanthropic and government
support, the prospect of an
additional source of earned
income becomes increasingly
appealing.##
Income from a business
venture is particularly
attractive because it comes
without the restrictions
commonly attached to
grants and major
donations. ##
Must understand
challenges, costs, and risks
of taking the ride. Can take
more time and capital than
many people realize. Could
pull the parent organization
and some of its most
valuable resources, such as
senior management time,
away from the core
mission. Requires a firm
understanding of the
economics of the venture,
the market it aims to serve,
the competition trying to
serve that same market,
the direct social impacts of
the venture, and any
indirect costs or tensions it
might create for the parent.
Develop a business plan for
the venture that combines
rigorous analysis,
creativity, and action-based
learning. Conduct a
thorough venture planning
process. Crucial to stay
focused on the ultimate
bottom-line, cost-effective
mission impact throughout
this process.##
19
18. A mission that blends a commitment to food, agriculture, and Christian charity
and give a man a fish/teach a man to fish model??
Patterson School: a premier place for food, land, and agricultural stewardship and
research for healthy pure food for all.
Practiced through???
* Living & working farm for-profit enterprises: organic farming, organic grassfed
livestock, working biodynamic dairy, highland forest management through
sustainable practices such draft animal extraction of high worth trees and bird
watching
* Living & working farm education of children, adolescents, adults, and high needs
groups
* Nutrition and best practice food and farm research with a focus on NC heritage
foods
* Conference and learning center: regional center for food, land, and agricultural
stewardship—main attraction for other green and food entities to host paid
conferences
* Research collaboration & site for nutritious food and projects
* Eco and natural building and building rehabilitation & learning center
* Alternative energy: hydropower, wind power, solar power, etc.
* Food and agricultural education for most needy
* Food distribution to needy >>>>high funding in NC for this already!!!
19.
20. #1 RULE FOR GRANT &
PROPOSAL WRITING
(after you have completed the
appropriate parts
of the Cultivation Cycle)
ANSWER EVERYTHINGANSWER EVERYTHING
& GIVE THE GRANTORGIVE THE GRANTOR
WHAT THEY WANTWHAT THEY WANT
HOW THEY WANT ITHOW THEY WANT IT
WHEN THEY WANT ITWHEN THEY WANT IT
WHERE THEY WANT ITWHERE THEY WANT IT
#2 RULE FOR GRANT &
PROPOSAL WRITING
(after you have completed the
appropriate parts of the Cultivation
Cycle)
GET THEM TO ASK YOU FOR AGET THEM TO ASK YOU FOR A
PROPOSALPROPOSAL
BYBY GETTINGGETTING
IN FRONT OF:IN FRONT OF:
FOUNDATION LEADERS
BUSINESS LEADERSBUSINESS LEADERS
GOVERNMENT LEADERSGOVERNMENT LEADERS
#3 RULE FOR GRANT &
PROPOSAL WRITING
(after you have completed the
appropriate parts of the
Cultivation Cycle)
PROMOTEPROMOTE
YOUR WORKYOUR WORK
HELP OTHERSHELP OTHERS
PROMOTE THEIRSPROMOTE THEIRS
GET OUT AND GETGET OUT AND GET
KNOWNKNOWN
#4 RULE FOR GRANT &
PROPOSAL WRITING
(after you have completed the
appropriate parts of the
Cultivation Cycle)
ASKASK
ASK AGAINASK AGAIN
ASK SOMEONE ELSEASK SOMEONE ELSE
Then of course there is responding for proposals—
but you need to cultivate donors to get these, too!
22
21. A few links, etc. to get you started
1) Look for competitions to enter. These are just a couple:
M.I.T. Entrepreneurship Competition: $100k to get a business idea funded.
http://www.mit100k.org/ Technology-focused business plans seem to become winners.
Buckminster Fuller Challenge, $100,000: They also have a very influential ideas index... energy,
environment, and agriculture seem to be in the winning categories.
http://www.socialedge.org/features/opportunities/archive/2010/08/04/2011-buckminster-
fuller-challenge
2) Grants & other important e-updates: The Foundation Center is the most central of these.
Sign up for and scan lists. Keep up with who funds what.
Philanthropy News Digest
http://foundationcenter.org/pnd/profile/register.jhtml;jsessionid=KG3VTWFUBZKF1LAQB
Q4CGXD5AAAACI2F
The Foundation Center: http://foundationcenter.org/profile/register.jhtml.
Sign up for access to their searchable database!
The Chronicle of Philanthropy – the “New York Times” of giving Sign up for the free
newsletter versions of grant updates, news, etc: http://philanthropy.com/help/emails/
Stanford Social Innovation Review: Click in the left corner to sign up for their free
newsletter. A ton of good ideas: http://www.ssireview.org/
Government grants: http://www.grants.gov/
For US grants – sign up here for US gov grants by sending an email to
them. notifier07@grants.gov
23
22. Why fundraising is the one thing you will do
that is most like dating to pick a mate but isn’t
You have to:
figure out where the funders are and go where they are
get to know the good people through other contacts
show funders why this relationship would be good for them (not just for you)
be willing to answer all questions, even if they are vague
play to win. If you don’t try, try, try again, you can’t win.
ask for things even if you might be told ‘no’ and not take ‘nos’ personally
learn to strategize to turn a ‘no’ into a ‘yes’
be in the relationship for the long haul
know who you are and what you are and why you are important: what makes you original but fit in
have plans, not just ideas--an idea without a plan is just a bad idea
hold up your end of the bargain
have patience: sometimes it takes time to make a good match
be flexible, but firm—know where your line in the sand is
strive for the best case scenario to be the asked, not the asker. Over time, you hope people come to you to
get involved!
24
23. 25
Sign up for Katya Andresen….best advice there is on non-
profits….
http://www.nonprofitmarketingblog.com/
24. Many larger funders are uninterested in small donations...bring them big ideas they can
get involved with, steward, and put their names on....Get used to thinking in terms of
$100k projects....or larger. $10k and $10k there is not going to keep Patterson alive...It
needs start up/re-boot capital and actual hired expertise...
26. 28
Appendix 1
Business Model BIG BETTOR^
Essential Questions *Can we create a tangible and lasting solution to a major problem in a foreseeable time frame?
*Can we clearly articulate how we will use large-scale funding to achieve our goals?
*Are any of the wealthiest entities, individuals, or foundations interested in our issue and approach?
Example American Cancer Society.
Rationale *Attract sizable donations because often the problem being addressed can potentially be solved with a huge influx
of money
*Attract sizable donations because the organization is using a unique and compelling approach to solve the
problem.
Typical Funding
Streams
Relies on major grants from a few entities, individuals, or foundations to fund operations.
Pros *Can ensure larger operations on certain key projects, at least during the time of the grant.
*Large program mgmt fees can contribute substantially to funding and back office stability
*Fewer donors = Relatively easy stewardship & reporting requirements …sometimes
Cons *Fierce competition *Must go educating, cultivating, engaging, “friendraising” and fundraising beyond
current “crop.”
*Fewer large donors *Donors may not recommit over time, leaving successful single-donor programs in the
lurch.
*Large donors often want to proscribe issue areas and approach.
Capacity Needed *Streamlined vision *Strong on-site proposal writing teams *Strong ability to cultivate high net worth
relationships over time
Potential Non-profit Business Funding Models– skip to the last slide for a potential model for PS
Business Model POLICY/PROGRAM INNOVATOR^
Essential Questions *Do we provide an innovative approach that surpasses the status quo (in impact and cost) and is compelling
enough to attract government funders, which tend to gravitate toward traditional solutions?
*Can we provide government funders with evidence that our program works?
*Are we willing and able to cultivate strong relationships with government decision makers who will advocate
change?
*At this time are there sufficient pressures on governments to overturn the status quo?
Example Adoption agencies, some schools, etc.
Rationale *Novel methods to address social issues that are not clearly compatible with existing government funding
programs.
*Government funders support these alternate methods because solutions are perceived as more effective and
less expensive than existing programs.
Typical Funding
Streams
*Rely on money from governments.
Pros *Governments need cheaper and more innovative solutions to certain problems than they can provide.
*Large contracts provide stable funding streams. *Helps build alignment among European countries around
agenda in the South Caucasus.
Cons *Government priorities or policies can change *A group might be under pressure to provide services peripheral
to its core mission.
Capacity Needed * Management. Fiscal oversight, trained staff
27. 29
Business Model DONOR ADVISED FUNDS/PHILANTHROPIC FUND MANAGEMENT
Essential Questions *Can we offer a service no one else can provide as well as we can? *Is there sufficient demand for our service?
*What is the long-term potential for our service? *Do we know enough individuals or companies whose
philanthropic interests you could manage? *Is our board well connected to individuals and corporations that have
philanthropic interests?
Example The California Endowment
Rationale *Could provide a civil sector bridge service of sound fiscal management and oversight.
*Potential philanthropists need cheaper and more innovative solutions to certain problems than they can provide.
*Potential philanthropists need sound fiscal management. *Potential philanthropists need sound advice and
insight into what to fund.
Typical Funding
Streams
*Grow large by adding more and more projects that raise more and more money.
*Managing the foundations or philanthropy of many different groups, interests, people, etc.
Opportunity for
Patterson for growth
* Manage philanthropic assets for wealthy individuals. *Potential with corporations, businesses, or philanthropists
entering or interested in the region.
* Do fiscal management ONLY of projects. *Develop programs from ground up for a fee.
*Offer fiscal sponsorship, guidance, and counsel to fledgling projects, allowing their leadership to work on their
idea immediately, without the red tape and hassles of starting from scratch.
Pros *Local climate for nonprofit projects must be suitably complicated in terms of managing financial and legal
entities.
*Project leaders must also have sustainable ways and suitable training to earn revenue for their projects beyond
the life of the grant.
*Generates unrestricted revenue. *Validates Patterson’s thought-leadership role. *Can work with interested
parties to meet their philanthropic interests.
Cons *May need to expand beyond mission areas
*Possibly more reporting and “high touch” stewardship. *No history of this at Patterson
*Must set minimum limit of funds & skillfully negotiate very specific parameters of grantmaking function upfront
to make the assets management worth it. *High cultivation costs: Must be targeted & audience-specific outreach,
promotion, and advertising of services.
Capacity Needed *Staff to do program advisement *Staff to cultivate potential philanthropists *Staff trained to guide
philanthropists through a streamlined processBusiness Model FEE FOR SERVICE
Essential Questions *Can we offer a service no one else can provide as well as we can? *Is there sufficient demand for our service?
*What is the long-term potential for our service?
Example FARM Café in Boone
Rationale *Secure “unrestricted” funding from providing services.
Typical Funding
Streams
*Grow from selling a service, even if that service is not mission driven.
Opportunity for
Patterson for growth
* Can expand on mission—already have lots of physical infrastructure. Can become dual income generator and
educational attraction
Pros *Generates unrestricted revenue.
Cons *Can eat up the time of a lot of the most expert & senior staff.
*May need to expand beyond mission areas
Capacity Needed *Staff dedicated to income generation *Staff trained in fee-for-service business model and its expansion
28. 30
Business Model FOUNDATION CONSORTIUM/COLLABORATIVE
Essential Questions *Is there a group of foundations interested in our issue? *Can we bring them together to help us fulfill our mission?
Example National Council of Churches
Rationale Large coordinated, aligned pools of money & talent can produce powerful change.
Typical Funding Streams Supported by a group of foundations: a funding collaborative
Opportunity for Patterson
for growth
*Potential to lead due to deepest experience and expertise, and strong infrastructure for fund management
*Potential for coordinated action on a massive scale
Pros Need to have large foundations willing to commit to multi-years of funding.
Cons *Must do extensive and thorough outreach toward creating this model. What happens when one foundation drops out?
*Need to negotiate *Governance challenges *Program and priority challenges *Tend to be somewhat bureaucratic /paper
heavy
Capacity Needed *Streamlined vision *Staff dedicated to consortium management/oversight
Business Model HEARTFELT CONNECTOR^
Essential Questions *Have a large cross section of people already shown that they will fund causes in this domain?
*Can we communicate what is compelling about our nonprofit in a simple and concise way?
*Does a natural avenue exist to attract and involve large numbers of volunteers?
*Do we have, or can we develop, the in-house capabilities to attempt broad outreach in even one geographic area?
Example *Make-a-Wish Foundation *The Susan G. Komen Foundation
Rationale *Grow large by focusing on causes that resonate with the existing concerns of large numbers of people at all income levels.
*Rationale is that many people giving money adds up to a whole lot of money. *People who give will often give even more.
*People who have a something to participate in will give more.
Typical Funding Streams *Build explicit connections between volunteers through special fundraising events: e.g. Susan G. Komen Race for the Cure = 1
million participants.
Average donation = $33.
Opportunity for Patterson
for growth
*Run some pilot projects with a “heartfelt” theme aimed at local communities
*Educate on the need for institutionalization of even small giving (
*People give ALL THE TIME in the region; they give to their friends, neighbors, etc. They give like we all do: to people we know
and trust first, even if other people or causes are more deserving.
Pros *Involves many people – they become the bearers of your good news – multiplier effect.
*Good for Patterson for community
Cons *Grows by growing volunteer base which tends to be difficult to manage well.
*Dependent on local initiative and ability to give. *Difficult for Patterson to directly connect to a “heartfelt” cause as a grantor
and intermediary
Capacity Needed *Marketing and public relations integrated into programs and fundraising *Staff training to integrate marketing and public
relations into programs and fundraising
Business Model PUBLIC PROVIDER^
Essential Questions *Is our organization a natural match with one or more large, preexisting government programs?
*Can we demonstrate that our organization will do a better job than our competitors?
*Are we willing to take the time to secure contract renewals on a regular basis?
Example (External examples) *Success for All Foundation *TMC (formerly the Texas Migrant Council)
Rationale In some cases, the government outsources the service delivery function but establishes specific requirements for nonprofits to
receive funding, such as reimbursement formulae or a request for proposal (RFP) process.
Typical Funding Streams Work with government agencies to provide programs or services, such as youth leadership or business development, for which
the government has previously defined and allocated funding.
Opportunity for EPF for
growth
*Management of service provision or programs related to NGO’s mission objectives
*NGO support or institution building programs
Pros Gov’t needs cheaper solutions to certain problems than it can provide.
Cons *What happens when gov’t interests change? *Could EPF provide a service and remain neutral?
Capacity Needed
29. 31
Business Model DIVERSE FUNDING SOURCES: Heartfelt provider, fee for service, public provider—see previous
slides for details on these
Essential Questions *Do we know have enough expertise in diverse fundraising strategies to attempt many at once? What deep
training needs to we need to have settled first? *Do we have the capacity to attempt many fundraising
strategies at once? *Can we attract powerful people with money to be our allies? *Can we manage both a
fee for service model and other types of fundraising?
*Who will invest in our launch of branching into new streams? Can they invest enough to bridge us till we
are money making in those new streams?
Example (External examples) *Free Trade Shops at Lutheran Churches (the Netherlands/Germany);
*Womens Sports Foundation (WSF) Local Initiatives Support Corp (LISC)
Rationale *Programming or environment calls for varied, nimble responses to changes that can come at any minute.
*Organizational impact requires varied approach
Typical Funding
Streams
* Varied & Diverse: ie. a church might receive revenue from: *charitable donations, thrift store (staffed
by volunteers = in kind donations); government grants (ie “faith based” initiatives); *nonprofit community
development corp; *rental income, *etc.
*LISC (largest US Community Development intermediary) is funded through
*direct contributions *fee for service (trainings, etc) *For profit tax credit syndication subsidiary
(upstreams 10 MIL/yr)
*Government funding (HUD, CHDO), etc.
Opportunity for EPF
for growth
* Diversifying funding streams is essential for longevity of Patterson School
*More funding equals more programming.
Pros *Diversification of funding streams allows for a more nimble response to changes in any one of Patterson’s
funding streams (as one diminishes, there is the potential to upgrade another). *Strategic outreach to new
sources and more people involved potentially raises Patterson profile
Cons *Must have staff skilled in stewardship and cultivation strategies throughout the organization (including
program staff) in order to identify and leverage opportunities *Need initiative and appetite to attempt new
methods. *Need powerful people and entities on your side.
*Need for ongoing and aggressive relationship building *Requires full Board support and an open rolodex
*More donors/inventors = more reports and output channels
Capacity Needed Must have staff skilled in stewardship and cultivation strategies throughout the organization (including
program staff) in order to identify and leverage opportunities *Need initiative and appetite to attempt new
methods. *Need powerful people and entities on your side.
*Need for ongoing and aggressive relationship building *Requires full Board support and an open rolodex
*More donors/inventors = more reports and output channels
The potential right business model for the Patterson School– a mix of the others
^Based upon models from: Source URL for 10 most successful single source dominated-nonprofit
business/funding models: http://www.ssireview.org/articles/entry/1230/
30. 32
Appendix 2 – Types of Boards and types of people, some possible
descriptions….
Ambassadors Circle: for your very high level people that can't come to
board meetings but will still reach out on your behalf at key moments.
Board of Directors: for your actual voting members with power, money,
and/or influence. Responsible for the fiscal health and they get to vote.
Includes a couple of people that would also qualify for the next designation.
Board of Advisers: Can overlap some with Board of Directors...but
consists of all of those people who understand the mission and care--and
will help out with advice, insight, hands-on, but cannot bring significant
power, money or influence to the table. Have a few of these on the BoD in
order to balance out the perspective and the voting power. Includes
community members, etc.
