The document discusses the importance of developing a resource development plan for nonprofit organizations. It explains that a resource development plan involves conducting an internal and external audit, creating a case statement to motivate financial support, and outlining specific recommendations, timelines, and accountabilities to transition an organization to a philanthropic-centered model focused on cultivating donors. The plan should help organizations professionalize their fundraising efforts and ensure philanthropy is a year-round focus and organizational culture.
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Setting Your Nonprofit on the Best Philanthropic Path
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
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?
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.
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
Editor's Notes
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.