The document outlines effective strategies for fundraising and campaign management amid challenging times, emphasizing the importance of planning, training, and community involvement. It provides detailed insights on annual campaigns, addressing common reasons for failure, and offers best practices for cultivating donor relationships and achieving financial goals. Additionally, it discusses the significance of leadership, communication, and recognizing volunteer contributions in fostering a successful fundraising culture.

1. Don’t Just Survive, Prosper! Fundraising and Campaigns in Challenging Times

2. About Jeffrey Byrne & Associates National firm headquartered in Kansas City Capital, endowment and major gift campaigns Member of Giving Institute - Leading Consultants to Non-profits Philosophy, approach and methodology

3. Vice President , Jeffrey Byrne & Associates, Inc. 23 years with the YMCA as CEO, Executive Director Ran more than 20 successful annual campaigns in six different communities throughout career Presented at this year’s national YMCA convention in Dallas, TX on involving members and volunteers in the fundraising process Consults on all phases of annual and capital campaigns Gary Rick

4. 2008 Charitable Giving : $307.65 Billion Source: Giving USA Foundation™ / Giving USA 2009 Individuals $229.28 75% Foundations $41.21 13% Bequests $22.66 7% Corporations $14.50 5%

5. 2008 Contributions : $307.65 Billion By Type of Recipient Organization Source: Giving USA Foundation™ / Giving USA 2009 Environment and Animals $6.58 - 2% Grants to Individuals* $3.71 - 1% Human Services $25.88 - 9% International Affairs $13.30 - 4 % Arts, Culture, and Humanities $12.79 - 4% Public-Society Benefit $23.88 - 8% Health $21.64 - 7 % Gifts to Foundations $32.65 - 11% *Foundation grants awarded to individuals Religion $106.89 35% Education $40.94 13% Unallocated giving $19.39 - 6%

6. Recession Years Giving 1967 - 2007 Individuals $199.07 76.5% Education $43.32 14.1%

7. Essential Fundraising Individuals $199.07 76.5% Establishing and managing development best practices that lead to a culture of ongoing fundraising throughout the organization

8. Essential Fundraising Includes Planning Training Communications; and Ongoing Fundraising Activities

9. Individuals $199.07 76.5% Planning Strategic Plans Facilitated meetings when organizations collaboratively develop goals and objectives SWOT analysis (environmental scan) Define and agree on mission and vision Detailed plan with timelines and accountabilities

10. Resource Development Plans Begin with understanding: Functional areas and the impact on revenue Relevance of programs to mission Urgency of mission to motivate financial support Situational analysis of fundraising for last 3 years Volunteer perception of fundraising Planning

11. Planning (+) Resource Development Plans (Process) Internal capacity for fundraising Capacity to attract external support, Current revenue portfolio Fundraising history Infrastructure and current and future needs; Volunteer leadership Case for Support

12. Planning (+) Resource Development Plans (Deliverables) Develop fundraising strategies to include an Annual Campaign, Corporate and Foundation Gifts, Special Events, Major Giving and Planned Giving; Assess the organization’s current and potential donors and prospects in all categories and make recommendations for new prospects; Make recommendations for solicitation of specific individual, corporate and foundation donors

13. Planning (+) Resource Development Plans (Deliverables) Provide guidance on the proper structure of the organization to enhance capacity-building Make recommendations regarding additional fundraising materials indicated by the assessment, to include development or refinement of a Case for Support

14. Resource Development Plans Conclude with: Specific planning recommendations for growth Timelines and an action plan with accountabilities Leadership commitment to monitor and follow through Planning

15. Individuals $199.07 76.5% Business Plans Blend operational, strategic, budget and forecast planning Summarize operational and financial objectives Planning

16. Business Plans Contain detailed budgets showing how the objectives are to be realized. Project future opportunities for the organization Map financial, operations, marketing and organizational strategies to achieve goals Planning

17. Fundraising Training Teaching volunteer leaders best practices in donor cultivation and solicitation “ Six Elements to a Successful Solicitation” Rallying leaders to articulate the case for support The art of making “the ask” Training

18. Individuals $199.07 76.5% Leadership Training Strategically developing “resource leaders” Board recruitment Defining board responsibilities Board orientation process Leadership evaluation Board mentoring Training

19. Individuals $199.07 76.5% Defining Your Message/Case for Support All organization ambassadors must communicate a consistent message The message must be valid, relevant and compelling It should describe how community and organizational needs will be met It should include personal stories Communications

20. Individuals $199.07 76.5% Personal Communications Case statement; Brochures; Electronic media such as website, blog, emails, online fundraising; Direct mail; and Written thank you notes Verbal Communications Phone call; Personal visits; Donor events, luncheons, tours; Board meetings, staff meetings Communications

21. Grant Management and Writing Success is based upon: Relationship building Understanding and responding to grant qualifications and specifications Include board members on site visits Ongoing Fundraising

22. Annual Fund Solicitation: Mail, Phone-a-thon, Face to face, and Acquisition Major gifts Special (signature) events: Cultivation and Fundraising Ongoing Fundraising

23. Development Calendar Volunteer leadership and donors are more likely to support your activities when they are regular and scheduled in a timely manner. Annual campaign activities Special events Community outreach and site visits Board meetings, annual meetings Communication distribution dates Ongoing Fundraising

24. Donor Stewardship Administration of contributions Use of restricted gifts Personal and meaningful thank you A step-by-step action plan of moving donors to ultimate level of giving Ongoing Fundraising

25. Database Management Procedures and assigned personnel for ongoing update Cross departmental integration and sharing of information Appropriate database software Ongoing Fundraising

26. YOUR annual campaign Strengths and Weaknesses Annual Campaign (+)

27. Why Do We Have an Annual Campaign? (+) It is not just about the money. A successful annual fundraising campaign helps achieve the mission and strengthen the unique nature of the nonprofit organization.

28. Function of the Annual Campaign (+) Communicating the organization’s work to the community and building goodwill. Secure funding to deliver on the organization’s mission-based promises Discover and develop leaders.

29. Reasons Annual Campaigns Fall Short (+) Inadequate board participation Incomplete prospect list Improper assignment of prospects Poorly trained campaigners Poorly planned report meetings Inadequate publicity build-up Inadequate records and evaluation Lack of commitment by top campaign leadership

30. Two Campaigns In One (+) The campaign for volunteers and the campaign leadership The campaign for contributions

31. Campaign General Plan (+) Should include at least the following: Campaign case Campaign goals and success indicators Action steps defining strategies to achieve goals Job descriptions Organizational chart Campaign calendar Expense budget

32. Campaign Benchmarks (+) Number of households in service area making a gift Increase in the number of campaign volunteers over the previous year. Successful campaigners renewed from prior year Campaign volunteers making their own gifts and securing at least one other Campaign volunteers making their own gift commitment prior to Kick Off. Increase in the average household gift amount.

33. Campaign Benchmarks (Cont.) (+) Campaign volunteers achieving Goal Buster status in the campaign. Prior year’s gifts that are renewed Board members making gifts to the campaign Board members serving as successful campaign volunteers Board members giving at the $1,000+ (CRT) level Shrinkage in the amount pledged in the campaign versus amount collected

34. Case Statement… (+) Validates the reason for the campaign -- to articulate the need for the money. Unite the campaign leadership in a common goal (producing the case) early in the campaign. Provide the basic campaign public relations statement. Motivate those being recruited as workers and those being solicited for contributions.

35. Case Statement… (Cont) (+) Who will benefit from the money raised? What is the organization (what makes it unique)? Where are the funds coming from (who will be contributing)? When is the money needed (sense of urgency)? Why it is important (what will happen without a successful campaign)?

36. What Makes A Good Campaign Case and Brochure… (+) It highlights opportunities -- showing what the organization can do (rather than what the organization needs) Picture the organization’s ability to meet society's pressing problems. It must be urgent. It must relate to current societal issues and problems. It must feature a broad appeal -- so that many people can relate to it and see, "What's in it for me?"

37. What Makes a Good Campaign Case and Brochure… (+) Shows previously contributed funds well managed. There must be current interest. The case must show what is being done now and will be done to meet tomorrow's needs. It must be brief. The reading/viewing time must not exceed three to five minutes.

38. Sources of Major Campaign Gifts (+) Organization’s donor lists People of potential, identified from the organization’s constituency Key service club rosters (Rotary, Kiwanis, etc.) Chamber of Commerce membership list Industrial and business lists Professional lists (such as medical, legal) Large contributor lists secured from other campaigns in the community And more…

39. The Donor Cycle (+) Major Donor : Very involved with your organization and satisfied with its results of their giving. Chairman’s Round Table members generally fall in this category Donor : Involved with the organization and has given when opportunity is presented Potential Donor : One who has acquired knowledge of the organization and a desire to give Prospect : Shown interest in the organization and a willingness to give Suspect: Aware of the organization and may have a desire to give

40. Moves Management (+) Operates year-round on a comparatively low key but continuing basis.

41. Sample Moves Management Action Steps (+) Sharing letters from individuals or families enrolled in the organization’s programs that match the potential donor’s philanthropic interests. Adding members to mailing lists for newsletters, invitations for Special Events, holiday cards, special updates from the President/CEO. Sending best wishes cards/gifts for new job, new baby, recovery from illness, community honor or recognition, new home.

42. Sample Action Steps (Cont.) (+) Tours of programs or sites that match interests. Invitations to lunch with president or board chair. Invitations to join peers for a special activity focused on shared interests (sporting event, play golf, a night at the theatre/symphony). Small surprise gifts for holidays or special occasions. Complimentary passes for the branch for them or their friends. Seeking their advice.

43. Volunteer Recognition (After the Campaign) (+) Retention of successful volunteers increases dramatically with a communications plan designed to keep campaigners informed of and involved with the organization throughout the year. When thanking campaigners for payments, make certain you recognize volunteer efforts as well. Send periodic reports about the uses of campaign dollars. Consider a “reunion” picnic in the summer

44. Thanking Campaign Donors (+) Donors should be thanked a minimum of seven times for each gift. Donors can never be thanked enough for their sacrifice and demonstrated commitment to the organization. Nothing ensures a high percentage of retention more than a commitment to timely and effective acknowledgments.

45. Vice President , Jeffrey Byrne & Associates, Inc. Over 35 years in Healthcare--15 years as a CEO President of 2 hospital foundations Led 3 successful Capital Campaigns 30 plus years of Volunteer experience with United Ways, YMCAs and other service and educational organizations. Thomas Murray, FACHE

46. At the Starting Line of Planning a Campaign… Define Project Develop Case Develop Budget Measure Internal Readiness Measure External Readiness Decide on Outside Counsel

47. Six Criteria for Success 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

48. Report and Action Plan General Findings Observations and Conclusions Summary of Board Survey Recommendations for Action Fundraising Potential Campaign Approach/Strategy Confidential Information Elements of a Community Readiness Assessment SM

49. Ingredients For Success Solid infrastructure Campaign plan Volunteer leadership Pre-campaign planning Board commitment Staff support Fund raising counsel

50. Campaign Organization Fundraising Counsel Board of Directors Executive Staff Steering Committee Campaign Treasurer General Chair Inner Family Chair Lead/Advance Gifts Pacesetting Gifts Major Gifts Community Gifts Prospect Committee Ad Hoc Other PR/ Special Events Speakers Bureau

51. Volunteers Can Expect Job Description Clear Expectations Up Front – From Both Parties Goals / Target Schedules & Reminders Progress Reports Help, Encouragement, a Sense of Achievement and Feeling of Success Recognition Resources – Project Information, Contact Information, Training A clearly identified contact person

52. Professional and Support Staff Day-to-day campaign operations - Schedule meetings - Produce materials, bills, reports, etc., on a timely basis - Assemble Materials Manage campaign details - Make meeting reminder calls - Prepare solicitor packets - Stuff envelopes Establish and manage systems - Maintain secure data base and contributor records Coordinate with campaign counsel Tell the STORY and accompany volunteers on calls Support volunteers at every level of the campaign

53. The Prospect Committee Most effective – and personal – way to rate prospects “ Secret” committee that works early on Those “in the know” in the community Fast-paced, highly facilitated process Work in sessions over several days or weeks Rate propensity to give and to volunteer

54. In general… Lead gift should be at least 10 – 15% of total (may be – or need to be – 25% to 1/3) Top 10 gifts should provide 40% of total You need 4:1 to 2:1 suspects to gifts How Your Campaign Plan Translates To Your Gift Chart

55. Sample Gift Chart - $3,000,000 Goal Number of Gifts Gift Range Total 1 $450,000 to $500,000 $500,000 3 $100,000 - $449,999 $800,000 - $1,250,000 6 $50,000 - $99,999 $1,100,000 - $1,850,000 12 $25,000 - $49,999 $1,400,000 - $2,450,000 25 $5,000 - $24,999 $1,525,000 - $3,075,000 Numerous $4,999 and below

56. The Inner Family Definition The importance of the Inner Family Conducting the Inner Family gifts phase - Recruiting the Chair - Recruiting the Committee - Appraisals - Solicitation….A campaign within a campaign Reporting the Inner Family

57. Fundraising Trends Generational Giving Youth In Philanthropy E-fundraising and Social media

58. Generational Giving Great Generation (81 and older): More likely to give to religious purposes than members of the Boomer generation. Silent Generation (64 – 80): More likely to give in areas where the government does not provide. Baby Boomers (46-63): Interested in giving to efficient and effective organizations. Want to know how donations are spent. Gen X (45-29): Tend to favor international causes and education over arts and health. Millennials (28 and under): Motivated to give by desire to make the world a better place. Give to social causes and where there is an opportunity to volunteer.

59. E-Fundraising and Social Media Facebook LinkedIn YouTube Pod Casts Twitter Flickr Blogs Website Tools

60. Fundraising Best Practices The campaign organization and strategies are based on financial potential. The Inner Family must give first and set the example and tone. The campaign should only be announced after the Inner Family has given. Two goals should be set: a financial goal and 100% participation. Recruitment goes from the top down. The leaders of an organization must be at the top of the campaign organization.

61. Fundraising Best Practices One phase of recruitment does not start until the phase behind it is complete. Given enough time, recruitment is best when done person to person , and we ask volunteers to recruit no more than 5 people. In most cases, the campaign should be conducted in a decreasing order . Larger gifts should be sought first, medium gifts second and smaller gifts last.

62. Fundraising Best Practices The most effective solicitation is conducted person- to-person, in teams of two, and peer to peer. Prior to solicitation, the volunteer must first make a pledge . The results will be much greater when there are no exceptions. 9. Results are always greater when a prospect, at all levels in the campaign, is asked to consider a specific amount .

63. Fundraising Best Practices 10. All volunteers deserve : a written job description; proper orientation and training; staff encouragement and assistance; communication on an ongoing basis; and recognition. 11. When volunteers become closely involved by stopping by the campaign office and being updated on almost a daily basis, successful, fun and exciting campaigns happen!

64. Fundraising Best Practices A professional campaign office is best . We encourage hiring a paid staff, enacting good office practices, respecting confidentiality, and exhibiting a friendly, helpful atmosphere. Campaign materials need to be professional, stressing the donor’s point of view and asking for a gift. A calendar with recruitment and progress deadlines is essential . Volunteers, donors, and staff must be made to feel appreciated at all times . Without their participation, a campaign will not succeed.

65. Don’t Just Survive, Prosper! Fundraising and Campaigns in Challenging Times Questions and Wrap Up… YOUR ACTION PLAN: Write down three to five steps you plan to take as a result of having attended this workshop.

66. Don’t Just Survive, Prosper! Fundraising and Campaigns in Challenging Times Thank YOU! Jeffrey Byrne & Associates, Inc. 816.237.1999 800.222.9233 www.fundraisingJBA.com