This document provides an introduction to fundraising and development. It discusses key elements of the Petrus model for sustainable development, including developing a strategic case, engaging leadership through boards and advisory councils, and establishing components of an annual giving plan. The document also addresses common challenges in fundraising, the importance of developing a strategic plan, and preparing an effective case for support.

1. Introduction to
Fundraising
June 15, 2010
Peter de Keratry & Mary Macuga
Petrus Development, LLC
1

2. Welcome and Introductions
Fundraising and Development
Development as a Ministry
Catholic Philanthropy
Petrus Model for Sustainable
Development
Case, Leadership, Plan
2

3. CASE
Strategic & Development Plan
Case for Support
LEADERSHIP
Boards & Advisory Councils
Lunch Break
PLAN
Components of an Annual Giving Plan
Asking for Major Gifts
3

4. Petrus Development
Founded in 2004, Petrus Development is
committed to strengthening the Catholic
Church by building quality development
programs.
4

5. Our Team
Over 60 years
in fund
development
More than $300
Peter de Keratry John Flynn Mike Perkins Colleen de
million raised to Managing Principal Senior
Keratry
Principal Consultant Senior
date Consultant
Diverse
experience in
Development &
Catholic
Ministry
Mary Macuga Laurie Kish Kathryn Whitaker Mary Porter
Consultant Project Manager Communications Bookkeeper
Specialist
5

6. Fundraising and
Development 6

7. 2008 Charitable Giving
Corporations
$14.50
5% Foundations
$41.21
Individuals 13%
$229.28
75%
Bequests
$22.66
7%
Total = $307.65 billion ($ in billions)
7

8. Types of Recipients 2008
International Environme
Affairs nt
Arts, Culture, $13.30 and Grants to Gifts to
and 4% AnimalsIndividuals Foundation Unallocate
$6.58 * s
Humanities $3.71 d
2% $32.65
Public- $12.79 1% 11%
giving
Society 4% $19.39
Benefit 6%
$23.88
8%
Healt
h Religion
$21.6 Education $106.89
4 $40.94 35%
Human
7%
Services 13%
$25.88
9%
*Foundation grants awarded to individuals Total = $307.65 billion ($ in billions)
8

9. Common Perceptions
• Negative attitudes about fundraising
among leadership and community
– Fosters fear and avoidance
• Catholic philanthropy is often reactive
rather than reflective
– Crisis-driven, not mission-driven
– Band-aid approach is often the norm
9

10. Common Perceptions
• Lack of Leadership Development
– Leaders have little or no training in
fundraising
– ―We have always done it this way.‖
• Development professionals as
mercenaries or ―used-car salesmen‖
– Suspicious of motives
– Fearful of outcomes
10

11. Additional Challenges
• Money can be a taboo subject
• Fear of engaging the wealthy
• Attitude that the ―Church‖ is well-funded
• Isolation in office & churches
• Inadequate infrastructure to support
fundraising
11

12. Dispelling the Myths
• ―We can‘t afford to implement a
development program.‖
• Yes, you can! The proof is tangible
• Identify, Inform, Involve and Ask for Investment
• Development programs will vary as ministries
vary
• Dioceses cannot fund most ministry at the level
necessary for exceptional ministry; other revenue
is essential
• Consider the injustice in NOT making an
investment in development programs!
12
12

13. Dispelling the Myths
• ―Asking for money is a difficult job.‖
– Development is MINISTRY— it is offering people an
opportunity to be involved in the work of the Church
– It brings Christ to people and people to Christ
• ―People support many projects; they
won‘t be interested in ours.‖
– Find out what excites a prospect and ask them to
respond
– The donor‘s need to give is always greater than the
institution‘s need to receive.
13

14. What is Philanthropy?
Philanthropy is a fulfilling, relationship-
based process through which the needs of
both benefactors and beneficiaries are
identified and satisfied, because action is
taken to effect positive change for an
organization‘s mission and the good of a
community.
14

15. The Ministry of Development
• Effective fund development programs are
essential to the long-term success of
effective ministry
• Traditional church financial models do not
apply to all situations & organizations
• We are dedicated to enhancing the
Church‘s commitment to Catholic
organizations
15

16. Catholic Philanthropy is…
Requires those who ask
for money & those who
give money to shift how
A Call to they see, think and
Conversion act…
• About money
• About the poor
• About the rich
• About vocation &
one‘s purpose in life
16

17. Catholic Philanthropy has…
―When those with money and
those who need money
share a mission, we see a
A Common
central sign of new life in
the Spirit of Jesus Christ.
Vision
We belong together in our
work because Jesus has
&
brought us together, and
our fruitfulness depends on Mission
staying connected with
him.‖
-Henri J.M. Nouwen
The Spirituality of Fundraising
17 17

18. Catholic Philanthropy is…
― ‗The Church's love for the
poor . . . is a part of her
Rooted in constant tradition.‘ This
love is inspired by the
Scripture Gospel of the
Beatitudes, of the poverty
& of Jesus, and of his
concern for the poor.
Love for the poor is even
Tradition one of the motives for the
duty of working so as to
‗be able to give to those
in need.‘‖
Catechism of the Catholic
Church, #2444
18 18

19. Catholic Philanthropy is …
• Trust
• Individuality About
• Commonality
• Freedom
Relationships
• Prayer
• Friendship
• Gratitude
• Love for God & others
19 19

20. Catholic Philanthropy is NOT…
• Begging –
―Tin-cup mentality‖
• About giving to ―charity‖
• Something to dismiss
or avoid
20

21. Successful Fund Raising is…
The right person asking
the right prospect
for the right gift
for the right program
at the right time
in the right way.
21

22. Donor Cycle
Stewardship Identification
Donor
Cycle
Solicitation Qualification
Cultivation
22

23. How do we know this
process will work?
Because it has been done!
23

24. Catholic Center at Duke University
Durham, North Carolina 24

25. Accomplishments
2004 2008
• Operating Budget of • Operating Budget of
$225,000 $800,000+
• Minimal Staff • 4 Staff Members including
• Many Student Leaders an Associate Director
• Office in the Basement • $1 million+ addition of office
• Pizza & Mass Ministry and chapel
• Chair of Catholic Theology
at Duke Divinity School
• Expanded student ministry
25

26. St. Thomas More Catholic Newman Center
Minnesota State University, Mankato
26

27. A Success Story
• Increased annual operating Operations Budget
budget by over 2,000% 1st Year of Petrus Service
• Doubled Professional Staff
the first year of service $248,000
• Quadrupled Professional
Staff the second year of
service
• Renovated current facility
Under
• Expanded student ministry $10,000
& involvement
FY '08 FY '09
27 27

28. Qualities of a Successful Ministry
• Commitment and investment in a
sustainable fund development program
• Development Director dedicated to fund
development
• A percentage of the Director‘s time allocated
to the work of development
• Commitment to face-to-face visits with
benefactors
28

29. Questions 29

30. Petrus Model for
Sustainable Development

31. • Case
– Mission/Vision/Goals of the Organization
– Strategic plan Operational plan Development
plan
– The Case for Support
• Leadership
• Plan

32. A Strategic/Pastoral Plan
• It is essential to provide a foundation for
development with a vision, mission and
strategy
– Vision and mission provide the destination
and direction
– Strategy provides the road map
– Know your goals for the upcoming year &
the next five years
32

33. A Strategic/Pastoral Plan
• Develop a written pastoral plan that:
– Creates an idealized picture of the future of
your organization.
• If you could be the best ___ on the planet, what
would that look like?
– Reflects your organization‘s reason for
existence and aspirations for its future.
– Assesses the organization
33

34. Questions to Ask Yourself
• Internal:
Why do we exist?
What does the Church need from us?
What are our core values?
What do students need from us?
• External
Why should donors favor our organization over others?
Why should someone invest time or money in our
organization?
34

35. A Strategic/Pastoral Plan
• If you don‘t have a written long-range plan
with well defined mission, vision and
strategies then find a qualified consultant or
volunteer to help guide you though a
strategic planning process.
• If you are asking people to invest in your
vision they must see benefit and value to it.
A written plan provides a roadmap for staff
and volunteers and credibility for donors.
35

36. Break

37. Development Truth
The ability of an organization to secure
philanthropic support will be ultimately
and directly related to that organization‘s
ability to articulate a
compelling, powerful, promising, realistic
vision which rings true with people‘s
reason, and – more importantly – which
stirs their hearts.
-Tim Burchill
37

38. The Case for Support
Case
n. the reasons why an organization both
needs and merits philanthropic
support, usually by outlining the
organization‘s programs, current
needs, and plans.
AFP, Fund Raising Dictionary
38

39. The Case for Support
―The case is an expression of the cause, or
a clear, compelling statement of all of the
reasons why anyone should consider
making a contribution in support of or to
advance the cause‖
Harold J. Seymour
Designs for Fund-Raising
39

40. Purpose of the Case
• To communicate the aim, purpose and
mission of the organization or institution
• Present the case for current programs
• Show how new programs will enrich and
benefit lives of many in society
• Dramatically demonstrate how an
organization has had an impact on the
community -
economically, socially, artistically, spiritually,
and/or historically for today and tomorrow
40

41. Potential Benefactors Want to
Know…
• Who are you?
• Why do you exist?
• What is distinctive about you?
• What is it that you want to accomplish?
• How do you intend to accomplish it?
• How will you hold yourself accountable?
41

42. Two Major Case Elements
1. Case Resources
– Internal documents used to compile the case
statement
– Provides background information on anything a
potential benefactor may want to know about an
organization
2. Case Expressions
– Distill information from the case resources to
foster understanding of the organization within
the community
42

43. Case Resources
• Mission Statement
• Goals
• Objectives
• Programs and Services
• Governance
• Staffing
• Facilities and Infrastructure
• Finances
• Organizational Planning, Development & Evaluation
• History
43

44. Case Expressions
• Brochures
• Foundation Proposals
• Appeal Letters
• Capital Campaign prospectuses
• News releases
• Newsletter articles
• Web site
• Presentations to community organizations
• Face to Face visits for cultivation and solicitation
44

45. Questions to Ask During Case
Preparation
1. What is the problem or need that is central to our
concern?
2. What specific service or program do we offer to respond
to that need?
3. How do the components of our organization –
staffing, facilities, technology, planning – contribute to our
programs?
4. Why are the problem and service important?
5. Are others doing what we are doing? Are they doing it
better? Are we duplicating services?
45

46. Questions to Ask During
Preparation
6. Do we have a written plan with mission statement
and objectives for our programs? Is it current?
7. What are the needs for financial support?
8. Is the organization competent to carry out the
mission?
9. Who are the people associated with the
organization? Staff? Board Members? Volunteers?
10. Who should support the organization and why? What
are the benefits for a benefactor?
46

47. Quality Written Case
Expressions
• Capture your  Have a sense of
attention & interest relevance
• Instill confidence  Move others towards
• Communicate a the future
sense of conviction  Encourage immediacy
• Spur desire for  Foster excitement
support  Communicate
importance
• Call others to action
47 47

48. Successful Verbal Case
Expressions
• Personal
• Passionate
• Genuine
• Enthusiastic and Animated
• Tell Stories
• Sell the Vision
48

49. Preparing the Case
• The development staff is responsible for
gathering and generating information from
all program and administrative sources.
• Input comes from key individuals such as
board members, administrators, staff, key
volunteers and constituents
• Use professional services especially in the
areas of copywriting, graphic design and
printing.
49

50. Exercise
Directions:
• Using the questions above as a starting
point, write an outline for your case
statement.
50

51. • Case
• Leadership
• Ministry/Staff Leadership
• Boards/Leadership Councils
• Engaging Leadership
• Plan

52. Involvement of Key Ministry
Leaders
• Executive Leadership – Pastor or Principal
• Ministry Director
• Development Director
• Ministry Staff
• Parish Council/School Board/Advisory Board
• Benefactors, Friends, Community Members
52

53. Share the Load
• People are our greatest resource
• It‘s the Church’s ministry
• Never enough staff—but God has all the
people necessary to do the job
• Engage the Church—the Catholic way—
establish a Leadership Council
53

54. A Leadership Council
A team of committed, competent
people established to advise and
support the director and staff to
advance the mission of the
organization.
54

55. Benefits
• Provides wisdom & strength
• Perspective
• Continuity of corporate ownership
• Accountability for deadlines & programs
• Provides credibility
• Culture of Excellence
55

56. Engaging a
Leadership Council
• Many people care as much as we do
• People want to participate in our
mission, but only can if we provide:
– An invitation
– A vehicle
• Council members cannot work full time
as we do, but they bring
experience, perspective, skill & resources
staff does not have
56

57. Rise to the Occasion
Find the very best people—folks who are
outstanding, creative and assertive, who
will challenge you
Your mission is too important to compromise.
57

58. Think BIG
• The first people who come to mind are
not always the most helpful; why limit
ourselves to obvious resources?
• The best way to do our work is not
obvious or easy—otherwise we would not
need assistance
• Who are the very best people to advise
and assist with ministry?
58

59. Leadership Council can help
• Reach others who support our mission & build
support
• Involve talented people with experience & skills
we could not afford
• Influence when well-connected, respected by
others
• Raise Money for organizations who are
understood & respected. Successful non-profits
have board members who contribute financially
to their mission
59

60. Who Can Best Serve?
• Successful people
– The best in what they do; at the top of their game
• Creative people
– Think outside the box and challenge you
• Committed people
– Generous with their time and money
• People of faith
• People passionate about your mission
• Diverse people
– Who reflect the whole Church & don‘t think alike
60

61. Practical Matters
• Frequency of meetings:
2 – 4 council meetings per year
• Transparency
• Accountability
• Regular Communication
• Ownership
• Scope of Responsibility / Authority
• Sub-Committees
61

62. Council Meeting Agenda
• Include prayer at meetings
• Listen First - Members (not staff) do the talking
• Have goal for each meeting
• Include presentations to keep mission focused
& to convey emotion; give a face to your
ministry
• Keep good minutes—distribute in timely
manner
• Provide social time to build sense of
community
62

63. Nurturing the Council
• Role of Pastor/President
• Development Director‘s role
• Term of Service / recognition
• Keep Council informed and engaged
between meetings
• Plan productive meetings, with agenda
distributed in advance
63

64. What the Council needs
from Staff
• Focused presentation of the needs
– Don‘t just present problems; offer solution ideas for their
modification or approval; don‘t get bogged down with
details
• Be clear about how council can help
• Transparency and communication
– Secrets are not helpful or respectful
– Be positive, but don‘t just present good news
• Results
– Council members want to know they are making a
difference
64

65. Advice alone is not helpful
• When only advice is given, work will be
harder & more overwhelming
• Council members who are engaged &
take ownership are critical
– Council is not about helping to solve the
pastor‘s/principal‘s problems; it is working
together to serve the Church to advance the
mission of Jesus
• Roles are different, but the commitment
is the same
65

66. What is Not Needed
• More work for me instead of helping me
to succeed
• Micromanagement or interference
– Policy & Direction, not day-to-day details
• People who are not available & engaged
• Group that is too alike & agreeable;
rubber stamp, passive group that
applauds every proposal
66

67. Council Members Can Help
• Provide advice & support to Pastor/Principal &
Staff
• Represent the Ministry to other people of
influence and means
• Contribute money, raise money & introduce
you to other donors
• Share responsibility and ownership
• Challenge staff to take risks, be prudent
• Use their influence to advance the mission
67

68. Exercise
• Write down 5-10 names of
people who would be the best
Leadership Council members for
your organization.
Think big! Go get ‗em.
68

69. Enjoy Lunch!
We’ll resume in 45 minutes

70. • Case
• Leadership
• Plan
• Components of an Annual
Giving Plan
• Asking for Gifts Face-to-Face

71. Annual Giving Plans May
Include:
• Marketing and • Parish Offertory
Communications Support /
Stewardship
• Direct Mail
• Grant Writing
• Electronic Giving
• Phone-a-Thon
• Special Events
• Face-to-Face Visits
71

72. Common Challenges
• So many moving parts – where do you
start?
• Budget your time for asking
• Make asking part of the organizational
culture
• Make the invitation personal
– Tell the story
– Invite participation in the mission through a
financial gift
72

73. Concentric Circles of Giving
Hank Rosso,
Achieving Excellence in
Fundraising
73

74. Planned
Enabling Giving
Gifts
Major Giving
Size of Gift
Consistent Donors
Sustaining First Renewal Gift Donors
Gifts
First Time Givers
Universe of Prospective Donors
Number of People
74

75. Donor Pyramid of Planned
Gift Donor -
Fund raising Strategies Personal
contact only
Source: The Fund Raising
School, 2007 Ladder of
Development Effectiveness
Capital Donor -
Personal contact
only
Special or Major Gift Donor -
Personal contact, letter or
phone call
Renewed or Upgraded Donor -
Personal contact, letter, or phone call
First-Time Donor -
Direct mail, telemarketing, fund raising benefit,
Internet, media, or door-to-door contact
Universe of Prospects
75

76. Your Message
Here
Marketing &
Communications
76

77. Marketing &
Communications
• What message do you want to
communicate?
• Who are your audiences?
– Students, parents, alumni?
• What methods will you use to get your
message out?
– Newsletters, direct mail, website, e-
mail, posters, facebook, twitter etc.
• What is the response you hope to receive?
77

78. Marketing &
Communications
• Develop a written communication plan that
includes a specific plan for how and when you will
communicate to each stakeholder group
• Create an annual calendar for communications
• Communication must be timely, personal and
concise.
• Must garner a response and/or drive people to
your website
• Always communicate your key messages (from
your case statement),include photos and stories
78

79. eGiving
79

80. Monthly e-Giving Programs
• Asking can be expensive
• Automatic monthly debits are the
norm
• Regular giving is a great cultivation
tool
• Great major gift prospects
80

81. Example of eGiving Success
St. Mary‘s Catholic Center, College Station, Texas
• Living Faith Program began in 1999
• Average net increase of 36.5 people in first 9
years
• 575 new eGiving donors since 2000
• 402 donors currently giving
• 69 donors giving for at least 7 years
• Successful class gift program
81

82. St. Mary‘s Catholic Center
120
100
80
60
40
20
0
'00 '01 '02 '03 '04 '05 '06 '07 '08
Total New Currently Giving
82

83. What Could eGiving do For
You
10,000 Names in Database
x 10% Yearly target of new eGiving Donors
1,000 Monthly eGiving Donors
x $35 Average monthly giving amount
$35,000 Monthly income generated through
eGiving
x 12 Months
$420,000 Yearly income generated through
eGiving 83

84. Benefits to a Small Non-
Profit
Endowment Earnings eGiving
$1,000,000 120 eGiving Donors
x 5% Interest Rate x $35 Avg. monthly gift
$50,000 Income 4,200 Monthly Income
Earned x 12 Months per year
$50,400 Yearly Income
84 84

85. Direct Mail Appeals
85

86. Not Junk Mail!
• Communicate your mission
• Personalize your message
• Return on Investment
• Numbers (results) can‘t hide!
• Your competitors are doing it
• Operating Income
• Building your asset for other fundraising
programs (wills, bequest, major gifts)
86

87. Active vs. Acquisition
• Active
– Monthly, or semi monthly mailings are a
source of NET income & sharing of your
mission
• Acquisition
– Investment in acquiring a new donor
involves inviting new donor to support and
become part of your mission
87

88. Keys to Successful Program
• Creative: copy, graphics, technique
• Production Quality: print, mail
house, USPS
• Data and Lists: your donor file, rental
lists (or exchange)
• Analysis: CPDR, response rates,
NET income
88

89. Creative
• A world-class skier and Olympic hopeful flies downhill at
breakneck speed, winning a key World Cup race to the delight of
teammates, coaches and fans.
• Pope John Paul II asks that a Center be established to promote
evangelization: today his legacy is carried out by the Pope John
Paul II Cultural Center.
• The 41st President of the United States, George H.W.
Bush, introduces a panel of leading policy experts during an
issues forum at his Presidential Library.
• A young attorney, blind since birth, makes his way through a busy
crosswalk on his way to an important meeting with a client.
Brimming with confidence and independence, the young man is
guided by his specially bred, carefully trained Seeing Eye dog.
89

90. Production
• Schedule
• Package Specifications/Technique
• Methodical, detailed approach to
production management approach =
minimal mistakes, meeting mail
dates, and maintaining mail plan
schedule.
90

91. Develop a Mail Plan
Long-term schedule of appeals, projected
mail quantity, expense and income
Maps out different types of appeals you
send over the year
Enables you to ―mail‖ smarter
91

92. Benchmark Housefile
Results
Cost Per Dollar Raised (CPDR) Goal of
$.20
Response Rates Goal of 6%+
Donor Retention Goal of 50%
Maintain Mailing by Mailing Results summaries
92

93. Benchmark Prospect
Results
Cost Per Dollar Raised (CPDR) Goal of $1.50
Cost to Acquire a Donor Goal of $10.00
Lifetime Value break even by year
3
93

94. Donor File & Data
Do you know where your donors fall in
terms of ―recency‖ and gift average
Dollar asks: $50 donor, don‘t ask for
$10, base on HPC
Best donors = donor‘s who just gave
Is your data clean? NCOA?
94

95. Is Direct Mail for Your
Organization?
• No money, no mission
• Established constituency
• Remind, thank, acknowledge
• Offer eGiving as gift option
• Stay the course, even during
recession
95

96. Writing a Direct Mail Letter
• Keep it simple!
• Short sentences, white space, brief
paragraphs, easy to read, pictures, bold
sentences…
• Shorter is not necessarily better
• Package:
– A personalized letter
– Return envelope with an attached response
card
– Outside envelope
96

97. Writing a Direct Mail Letter
Appeal letter
• Ask for help from a professional writer
• Make sure you ask for a specific gift amount
• Always use a P.S.
• Use inspiring quote or tell a story
• Use 4 color or at least 2 color ink & add a
photo
97

98. Exercise
• Write a direct mail letter that you could
send this spring.
98

99. Break
99

100. Face to Face Visits
100

101. Face-to-Face Visits
• Key to any relationship building process
• Major gift fundraising is like a dating
relationship
• Creating meaningful relationships will
lead to long-term sustainability
– people become invested in your
success
101

102. Face-to-Visits
• Discovery
– Personal meeting made for the first
time
– ‗Discover‘ whether their motivations
for giving align with your
organization‘s mission and needs.
– Usually a cold call or referral
– Can include the request for a gift
102

103. Face-to-Visits
• Cultivation
–Personal meeting to advance the
relationship
–Deepens the relationship
–Moves a person toward a gift
–Can include the request for a gift
103

104. Face-to-Visits
• Solicitation
– Personal meeting to request a gift
– Fundraiser (staff or volunteer) asks for
a specific gift
• Specific program
• Specific project
• Specific fund for undesignated use
104

105. Face-to-Visits
• Stewardship
–Personal meeting to thank a
benefactor
–Acknowledge a gift
–Reports return on investment
–Cultivate future giving
–Can include the request for a gift
105

106. Make an Ask
―The most valuable gift to a non-profit
organization is a non-designated gift.‖
Frank Shannon
106

107. Support Your Case
10. Dress for Success
9. Pray before the meeting
8. Have faith
7. Act Competent
6. Demonstrate Professionalism
107

108. Support Your Case
5. Put yourself in their shoes
4. Know your case inside and out
3. Two ears, one mouth
2. Listen… hear…
1. Have fun!
108

109. Value of Major Gifts
• Larger gifts often: • Historical givers are the best
– Set the pace for giving candidates for future gifts
– Inspire confidence • People give because they are
– Build leadership asked to give
– Give credibility • Benefactors respond to
specific requests & peer
– Create momentum
solicitation
– Insure Success in
• Be enthusiastic and persistent
Reaching the Goal
- Don‘t be apologetic
109109

110. Why Do Major Gifts Matter?
Major Gifts Offer Best Return On
Investment!
Activity Return on Investment
• Direct Mail $.14
• Special Events $.50
• Capital Campaigns $.70 - $.90
• Major Gifts $.80 - $.95
110

111. St. Lawrence Catholic
Campus Center
Development Revenue & Expenses Ratio
Revenue Expenses
(7/1/96 – 6/30/03) (Exp/Rev)
Individual Solicitation $ 11,372,625 $ 1,841,226 * 16.2%
Sunday Offering $ 2,016,913 $ 10,770 0.5%
Grant Writing/Foundations $ 2,829,593 $ 78,460 2.8%
Special Events $ 919,933 $ 507,368 55.2%
Phonathon $ 592,140 $ 107,249 18.1%
Mail Appeals $ 389,266 $ 107,665 27.7%
Misc. $ 12,750
$ 18,133,220 $ 2,652,738 14.6%
111

112. Attitude & Consciousness
• Acceptance that development is truly a
ministry that carries Christ to people and
people to Christ.
• Goal is developing people through their
involvement and investment.
• Who is doing the greatest service? The
benefactor‘s faith-need to give is greater
that the institution‘s need to receive.
112

113. Principals of Major Gifts
1. The Pastor or Principal
– Makes the Decision
– Sells the Decision
2. Your story is about people, not money
3. Similar cases are not similar
– Presentation counts
4. The State of the economy isn‘t the problem
– Not asking enough people is the problem
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114. Roadblocks to Success
• Procrastination
• An apologetic approach
• Not making the visit
• Fear
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115. What is Cultivation?
Cultivation is the process of developing a
more meaningful relationship between
the prospective benefactor and the
organization seeking financial support.
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116. What is Cultivation?
Cultivation seeks to:
• Learn about the benefactor
• Learn about capacity to give
• Involve donors with ministry/programs in the past,
present, planned involvement in the future
• Other Philanthropic support
• Clarify his/her understanding of the big picture of
your program
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117. Cultivation takes time
• Cultivation is intended to bring
people closer to your ministry
• People give to People
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118. Discovery & Cultivation
Calls
• Develop the relationship
• Develop rapport
• Share personal stories of why you are involved
• Share personal information about
family, friends, etc
• Find out about their
family, friends, business/profession, etc
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119. Discovery & Cultivation
Calls
• Listening is more important than talking
• Discovery and Cultivation calls should always
involve more questions answered by the
prospective benefactors than by the staff
member
– What motivates the benefactor?
– What does the benefactor want?
– Think like the benefactor…put yourself in his
or her shoes
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120. Steps to a Visit
1. Phone call to request visit
2. Research: Getting to know your prospective
benefactor
3. Preparation including a script with who says
what & potential objections
4. Visit
5. Thank you
6. Follow-up Action Plan
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121. Prospect Research
• Research Major Gift • Network programs with
Prospects major gift prospects
– Past Giving History
– Peak interest of
– Wealth Indicators benefactors with gift
– Profiling options that are near and
• Research relationships dear to them, e.g., music
program or retreats
– Key volunteers, Church
hierarchy, University
officials, etc.
– Who could be helpful on a
solicitation and who plays
what role?
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122. Set the Appointment
• Introduce yourself
• State that you are calling on behalf of
from ministry
• Don‘t discuss the case over the phone
• Be honest about time requested
– 30 to 45 minutes
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123. Five Parts to a Successful
Visit
1. Casual conversation- ―small talk‖
2. Present need and case for the ministry
– Be inspirational and enthusiastic
3. Request the specific gift
– Trial Close
4. Listen and handle prospect‘s response
5. Follow-up and closure
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124. Small Talk
It is all Relationship-building!
– Get to know more about the
REMEMBER
person … you know
– Be yourself more about
– Ask about family, connection to this than they
do
ministry, business, etc.
– Take note of home or office
furnishings and photos
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125. Present the Need
• Explain exciting things going on with your
ministry
• Recount stories of how individuals have been
impacted by the ministry
• Cite numbers that show growth and opportunity
• Mention how others are being formed in their
faith
• Describe the vision for the future of the ministry
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126. Make the Request
• Let the prospect know that continued
financial support is crucial to continue
ministry and elevate it to the next level
• Be confident
• Expect success
• REQUEST A SPECIFIC AMOUNT !!!!!!!
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127. Make the Request
I Made the Request!
Now what?
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128. Wait for It!
Until this point you
controlled the agenda,
now it is time for you to
sit back and LISTEN!
“He who speaks first loses.”
Ancient Christian Development Proverb
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129. Anticipate Four Responses
1. Yes! 2. No
– 10% of the time – 5% of the time
– Thank them! – Ask Why
– Complete the letter of • Is there something they
intent don‘t understand?
―Always Leave Open the • Is this an informational
Possibility of a Gift in the meeting?
Future.‖
Second Ancient Christian
Development Proverb
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130. Anticipate Four Responses
3. Offer a Lesser Amount 4. Need time to think it over
– 15% of the time
– 70% of the time
– Graciously accept best
possible gift – That‘s Great!
– If you think they can do – Schedule a follow up
better, defer a decision call in 5-7 days
& follow up in 5-7 days
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131. Scheduling the Follow Up
• Schedule a specific date to call
―I will call you next Thursday or Friday. Which is
better for you?‖
• NEVER leave it with
―Call me when you decide!‖
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132. Say Thank You
―On behalf of our ministry, thank you
for your time and your prayers for
our success.‖
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133. Why Gift Invitations
Succeed
• Top Priority and • Peer Solicitation
Sense of Urgency
• Time Table Followed
• Plan Followed
• Sights Kept High
• Solicitors Make Gifts
First • Personal Passion for
the Cause
• Compelling Case
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134. Strategy for Success
• Be Bold
• Have Faith
• Ask!!
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135. Absolutes for Visits
• Have a set agenda
• Communicate your need
• Dialogue, not monologue
• Ask relevant questions
• The more the prospective benefactor
talks, the more they sell themselves on
your ministry
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136. Caution
• Undefined purpose
• Overstated emotionalism
• The pleading of needs
• Misunderstanding what motivates a
prospect
• Vague plans
• Unsubstantiated grand claims
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137. Exercise
• Major Gift Solicitation
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138. We‘ve Covered A Lot!
• Case
• Mission/Vision/Goals of the Organization
• Strategic / Pastoral Plan
• The Case for Support
• Leadership
• Ministry and Staff Leadership
• Leadership Councils
• Engaging Leadership
• Plan
• Components of an Annual Plan
• Asking for Gifts Face-to-Face
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139. Thank you!
Peter de Keratry
pdekeratry@petrusdevelopment.com
Mary Macuga
mmacuga@petrusdevelopment.com
Petrus Development, LLC
1150 Lakeway Drive, Suite 206 • Austin, Texas 78734
www.petrusdevelopment.com
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