This newsletter provides advice and answers questions from development officers about fundraising. It discusses topics like whether to mention personal connections in cover letters, using fiscal sponsors before obtaining 501(c)(3) status, reflecting in-kind donations on financial statements, and negotiating grant amounts lower than the requested amount. It also shares articles and resources of interest to fundraisers. Readers are invited to submit new ideas for bringing in money and feedback on the newsletter.
Working Your Nonprofit With A Corporate Brain Power Pointguest7300929
When funding may appear to be more restricted, nonprofits that embrace a corporate mindset become more poised for sustainability. Any nonprofit, of any size, can re-evaluate their strategy to meet the demands of the current economy, while renewing hope and energy toward their mission.
Working Your Nonprofit With A Corporate Brain Power Pointguest7300929
When funding may appear to be more restricted, nonprofits that embrace a corporate mindset become more poised for sustainability. Any nonprofit, of any size, can re-evaluate their strategy to meet the demands of the current economy, while renewing hope and energy toward their mission.
Grants are always an in demand commodity. Everyone loves the idea of being able to receive funds to further a mission or program without having to repay those funds. This eagerness is often taken advantage of by individuals and companies who range from slightly unethical to those who are blatantly dishonest and deceitful.
A Foundation Grants program is the base of every philanthropy program. An organization constructs its case for support which acts as the main commercial for the organization. Prospect research, planning and communications are also discussing in this presentation.
Catalyzing Financial Services for Enterprising Nonprofits . A report of the CIBC Presents Entrepreneurship 101 Lived-it-Lecture featuring Jed Emerson held December 2, 2009, at MaRS.
THE IMPACT INVESTOR’S HANDBOOK Lessons from the World of MicrofinanceIDIS
A CAF Venturesome: Market Insight Series Publication
February 2011, First Edition
The UK social investment market has now reached a critical juncture. Although there is some evidence of coordinated market-building efforts, the market remains
fragile. By reviewing the development of the global microfinance industry, this handbook aims to equip practitioners in the social investment market with some of
the analytical tools and insights for making the tactical and strategic decisions which may systematically advance our sector.
Attached is the deliverable for the Chicago -based nonprofit, Black Girls Break Bread. Our project was focused on financial health and finding the best revenue streams through which the organization could reach a 500,000 operating budget in 5 years.
Presented at the ANSER Conference, 28th May, 2009
Based on a forthcoming paper on the social finance landscape in Canada, from an investor perspective. Download the paper from carleton.ca/3ci
This presentation provides tips and tools to help nonprofit organizations develop relationships with funders. It focuses on building relationships with corporate funders, how to solidify relationships by providing added value, strategically communicating to capture a funder's attention and building a communication plan.
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
Measuring Social Enterprise Impacts and Benefits:Emerging Approaches and IssuesKarim Harji
Presentation at the CASC/ANSER conference, Ottawa, May 27, 2009
For many social enterprises, the important issues of accountability and performance often get funneled into a discussion around metrics and measurement. Yet the measurement of the “blended value” (financial, social and environmental) that is created by social enterprise is a relatively under-developed facet of the social finance marketspace. This session will present emerging approaches and methods to assess, manage and communicate the complexity of social and financial value creation. Drawing on Canadian and international examples, the potential contributions of these approaches to the broader debate around social impact measurement will also be examined.
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
Crowd funding ICF will be an excellent way to raise the capital you need for your business or project. It will be a great way to introduce your project to the crowd.
Grants are always an in demand commodity. Everyone loves the idea of being able to receive funds to further a mission or program without having to repay those funds. This eagerness is often taken advantage of by individuals and companies who range from slightly unethical to those who are blatantly dishonest and deceitful.
A Foundation Grants program is the base of every philanthropy program. An organization constructs its case for support which acts as the main commercial for the organization. Prospect research, planning and communications are also discussing in this presentation.
Catalyzing Financial Services for Enterprising Nonprofits . A report of the CIBC Presents Entrepreneurship 101 Lived-it-Lecture featuring Jed Emerson held December 2, 2009, at MaRS.
THE IMPACT INVESTOR’S HANDBOOK Lessons from the World of MicrofinanceIDIS
A CAF Venturesome: Market Insight Series Publication
February 2011, First Edition
The UK social investment market has now reached a critical juncture. Although there is some evidence of coordinated market-building efforts, the market remains
fragile. By reviewing the development of the global microfinance industry, this handbook aims to equip practitioners in the social investment market with some of
the analytical tools and insights for making the tactical and strategic decisions which may systematically advance our sector.
Attached is the deliverable for the Chicago -based nonprofit, Black Girls Break Bread. Our project was focused on financial health and finding the best revenue streams through which the organization could reach a 500,000 operating budget in 5 years.
Presented at the ANSER Conference, 28th May, 2009
Based on a forthcoming paper on the social finance landscape in Canada, from an investor perspective. Download the paper from carleton.ca/3ci
This presentation provides tips and tools to help nonprofit organizations develop relationships with funders. It focuses on building relationships with corporate funders, how to solidify relationships by providing added value, strategically communicating to capture a funder's attention and building a communication plan.
In the past, Canadians relied on governments and non-profits to meet social needs, while leaving markets, private capital and business to deliver financial returns. This binary system is breaking down. Profound societal challenges require us to find new ways to mobilize ingenuity and resources for effective, long-term solutions. A social finance marketplace investing in social, environmental and economic returns.
Measuring Social Enterprise Impacts and Benefits:Emerging Approaches and IssuesKarim Harji
Presentation at the CASC/ANSER conference, Ottawa, May 27, 2009
For many social enterprises, the important issues of accountability and performance often get funneled into a discussion around metrics and measurement. Yet the measurement of the “blended value” (financial, social and environmental) that is created by social enterprise is a relatively under-developed facet of the social finance marketspace. This session will present emerging approaches and methods to assess, manage and communicate the complexity of social and financial value creation. Drawing on Canadian and international examples, the potential contributions of these approaches to the broader debate around social impact measurement will also be examined.
Measuring the Blended Value of Corporate Social Responsibility and Social Ent...Karim Harji
Presentation to the Canadian Evaluation Society Annual Conference, Ottawa, June 2, 2009
Innovative evaluation methods and tools are emerging in the fields of corporate social responsibility (CSR) and social enterprise. The focus of these innovations is the measurement of the “blended value” (financial, social and environmental) that is created by CSR and social enterprise, which is of interest to social investors, “philanthrocapitalists” and governments.
This panel will summarize findings-in-process from ongoing applications in these spheres in Ontario, Ghana and other developing-world settings. There are advantages and challenges in applying “blended value” approaches that the presenters will examine. The panelists will also discuss the implications of these findings for the theory and practice of evaluation.
Crowd funding ICF will be an excellent way to raise the capital you need for your business or project. It will be a great way to introduce your project to the crowd.
There seems to be a perception among volunteers, development staff, and leadership that raising money to support organizational operations is a bad thing and should not be done. This presentation offers evidence to the contra. Michele R. Berard, MBA, CFRE is an AFP Master Trainer and presents to AFP Chapters and other organizations throughout the east coast.
An overview appropriate for non-profit and academic environments on the fundraising cycle, how to raise money, where to start when looking for grants. A very appropriate presentation for fundraising trainings and newcomers to fundraising/grant-seeking. Fun slide at the beginning that shows how fundraising is like dating to find a spouse.
Defining The Current State Of The Ecosystem: Diverse Investor And Innovator S...Harry Alford
On December 15, 2020, we convened investors and innovators to discuss the challenges of driving growth for underserved audiences and how we can help drive growth in the ecosystem. The event was in salon format, a gathering of people to increase our knowledge through conversation. The 90-minute thought-provoking conversation surfaced positive forces driving us forward, the hindrances holding us back, and the resources required to achieve the ideal future state we envision for the ecosystem.
Strategic Alliances for Non-Profits outlines key success factors when proposing a joint relationship with a Donor-Sponsor-Corporate Social Responsibility Partner. It identifies both the work it takes from the Outbound and Inbound side.
Thank you Geraldine Gatehouse for working with me on this great presentation
Fund DevelopmentThis chapter will present the basics of fundra.docxshericehewat
Fund Development
This chapter will present the basics of fundraising, including the annual campaign, direct mail, special events, major gifts, and planned gifts. The concept of moving donors from annual giving to major gifts and planned gifts will be presented. This chapter will also explore donor motivation and present a fundraising strategy based on the concept of providing donors with opportunities rather than approaching fundraising as a “begging” activity. Begging is not a strategy to raise funds. The alternative to begging for funds is to have a well-developed fundraising program. Even if the organization employs a professional fundraiser, the administrator is still the chief fundraising officer and, as such, will develop professional fundraising skills or risk becoming the chief beggar for the organization. Securing resources for the organization is ultimately the responsibility of the board of directors, but it is the administrator’s responsibility to develop and oversee a well-developed fundraising program. Effective fundraisers work from a strategic fundraising plan that is long term, has specific goals, and uses a variety of fundraising methods and techniques. The organization’s financial strength can be developed and maintained only through a fundraising strategy that is diversified by using many different fundraising approaches appropriate for their various categories of donors. Fundraising must be approached as any other major project in that it requires the administrator to develop a plan. The planning process for fundraising includes the same steps as any other planning process. As the administrator, you must set goals, allocate resources, develop action steps and timelines. and then evaluate the process. There are many “truisms” in fundraising, but the one most important to remember is that “people give to people, not to organizations.” This is another way to say that fundraising is really “friend-raising.” The people that will give money to your organization are those who share a passion for the mission of the organization and who trust that their money will be used wisely. It is the responsibility of the administrator to develop and nurture relationships that will financially sustain the organization. Another truism is that people will not give anything to meet your agency needs, but they will give when presented with the opportunity to invest in an organization that will make a difference in the lives of others. People will give when they think they can make a positive difference in something they care about. At whatever level of fundraising activity, your approach should be to present opportunities that will make a positive impact in the lives of the people your organization serves and not to present the “needs” of the agency.
11Fund Development
Copyright 2014. SAGE Publications, Inc. All rights reserved. May not be reproduced in any form without permission from the publisher, except fair uses permitted under U.S. or app ...
Grant Writing in 2021: What’s Different and What’s the Same?TechSoup
2020 was quite a year! There was not much “business as usual” and we all had to adapt to new ways of doing things. Nonprofit organizations were significantly impacted by the epidemic and not only suffered from a lack of funds, but also saw an increase in people needing services. How do we move forward in our grant writing strategies in 2021? During this webinar, we discuss trends in giving, what has changed, and what remains the same so we can weather the storm and continue providing important, mission-driven services.
6 best practices in stakeholder engagementWayne Dunn
I recently did a piece on 5 mistakes companies make in stakeholder engagement and many of you asked me to give a list of best practices. Here are six.
1. Think Value and Interests – and do it transparently
2. It’s OK to disagree – but, disagree without being disagreeable. And stay curious
3. Do compliance but think and act strategic – check the boxes yes, but that is just the foundation
4. Share the credit, multiply the resources. Find partners!
5. Communicate so you are heard and understood.
6. Define stakeholders broadly and strategically – go beyond compliance
Similar to LETTER OF INTENT FOR BUSINESS TRANSACTION & GUIDELINES (20)
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
LETTER OF INTENT FOR BUSINESS TRANSACTION & GUIDELINES
1. July 1997
D
Number 10
IALOGUE
A Periodic Newsletter for Development Officers
- Bill Somerville, Editor -
Dialogue is published to help improve relations between funders and development officers.
Dialogue was started at the request of a development officer. Readers are invited to submit
questions. Dialogue can be received by US post or e-mail.
Q: If you have a contact at a foundation (on the Board, etc.) should you mention that in a cover
letter? Will that “name dropping” create hostility from foundation staff?
A: Don’t name drop. Rather, mention that so and so on the foundation Board or staff is familiar with your
work and send a copy of your letter to so and so.
Q: While waiting for your organization’s 501(c)(3) status, can the new organization use an already
established nonprofit organization as a fiscal agent?
A: Yes. We need to understand that there are various fiscal sponsorship modes and fiscal agent is one of
them. An excellent resource book is “Fiscal Sponsorship - Six Ways To Do It Right” by Gregory L.
Colvin, Study Center Press (1 800 484-4173 ext. 1073). Another resource book is “Use of Fiscal
Agents: A Trap For The Unwary” by John A. Edie, Council on Foundations (202 466-6512).
Q: If today’s grant is tomorrow’s overhead how are non-profits to keep up?
A: With foundations this question relates to continued funding and the Editor is seeing more foundations
that are willing to stay with a grantee for multiple years. The point to be made is that if foundations do
seed funding i.e. give birth to an idea, it only seems right to stay with the idea through infancy. This is
what venture capitalists do.
Q: Should in-kind donations be reflected on the financial sheet?
A: In-kind donations should be reflected somewhere and a budget statement is an appropriate place. In-
kind donations reflect the resourcefulness of the agency. They often reflect local support as well as
dedication to the agency by professionals and others who donate time, services, and materials. All of
that is to the credit of the agency and it should be reflected.
Q: Is it important to provide a large amount of statistical data in proposals particularly if this is
information you probably are aware of?
A: Normally in a proposal the applicant indicates what is to be done and why, i.e. the need for the project.
The need statement often becomes a litany of how bad things are with all sorts of supporting data. This
is usually the fault of the foundation which has asked you “What is the problem?” What the Editor
needs is well thought out statements indicating that the applicant knows his/her field and showing how
the idea presented relates to the needs that exist.
2. Q: Before submitting a letter of intent, is it encouraged to directly contact the foundation to briefly
discuss your program to determine if it is one the foundation may be interested?
A: Such a telephone call is a phone call of intent and it should be satisfactory such that a letter of intent is
not necessary. The Editor has found, over 23 years, that callers are not as prepared on the telephone as
they would be to write a letter of intent. It might be best to write the letter and then make the call based
on what you wrote down.
The material below is a copy of what was sent to all community foundations in the July 1997 issue of Build-
ing Community Foundations which is also produced by the Editor of Dialogue.
Why Not Compete?
In philanthropic work, as the law is now written, there are no limitations placed on foundations to prevent them
from spectacular grantmaking. Likewise, there are no sanctions for doing mediocre work. There is no competitive
element in foundation work. How does one know that they are doing well?
Listed below are seven elements for competing for excellence in foundation work.
In the next year:
? have 7 new high risk grants
? create 3 new ways to revitalize your foundation staff
? develop 2 new approaches to measuring grant impact
? find 4 more grassroots people doing outstanding work
? create 3 additional services to help nonprofits operate better
? have at least 2 failures in grants made
? create 4 new methods of giving out grants
Q: If you request a specific amount in your proposal and the funder has a lower amount available
or because they are not familiar with your organization, would the funder counter with a lower
amount or are you automatically declined?
A: The question relates to a situation which should occur more often between funders and applicants - a
negotiated grant. This involves give and take by both parties such that circumstances such as limited
funds or desire to expand a program can be discussed, worked out, and a compromise arrived at.
Q: Is there a minimum % that banks must meet - charitable contributions - CRA?
A: No. The Community Investment Act (CRA) applies to any federally insured depository institution (except
for credit unions). CRA requires a financial institution to respond to the credit needs in the entire region
defined for that particular institution (including low income areas). There are three tests: (1) investment
test, investments or grants in community development in low income areas (housing and small business);
(2) lending test, loans to all segments of the community; (3) service test, such as ATM and other banking
available to the whole community.
3. Q: Any way to siphon off from the penal system under crime prevention funds for health, educa
tion, and welfare?
A: In the Catalog of Federal Domestic Assistance under the categories ‘Correctional Facilities’ and ‘Crime
Control’ are tested multi-billion dollar programs well worth exploring. For example, under Violent
Offender Incarceration and Truth In Sentencing Incentive Grants 16.586 are listed “to construct,
develop, expand, modify, operate, or improve correctional facilities, including boot camp facilities and
other alternative facilities (to free correctional prison space for the confinement of violent offend
ers...)” A lot of what nonprofits do with offenders could come under such a category.
Articles of Interest
Two articles in national publications which are catching the attention of grantmakers are:
1. “The Tipping Point” by Malcolm Gladwell, The New Yorker, June 3, 1996.
2. “Virtuous Capital: What foundations Can Learn From Venture Capitalists”
Harvard Business Review, March-April 1997 Reprint 97207 (617 495-6198).
A new book on philanthropy advocating ‘share the wealth giving’ -vs- mere discretionary giving is:
Wealthy & Wise by Claude Rosenberg, Jr., Little Brown & Company.
NOTES & WHATNOTS............................
• The Editor has developed two new terms to describe working with grantmakers for whom there
is no satisfying their need for information:
1. “dissertation application”
2. “killer criteria”
• The David & Lucile Packard Foundation has hired Barbara Kibbe whose full time job is to help
nonprofits succeed in the work they do. The foundation call her work “organizational effective
ness” because it was found that agencies did not respond to “technical assistance” or “manage
ment assistance” - they did not want to admit they needed help.
• Dialogue now has a collection of six common application forms from these areas:
1. Washington DC
2. New York/New Jersey
3. Greater Hartford
4. Northern California
5. Michigan
6. National Network of Grantmaking
It is interesting to note, they don’t have too much in common. If readers would like a copy, we
will fax one to you free.
4. Dialogue Non Profit Organization
U S Postage PAID
Philanthropic Ventures Foundation Oakland CA
1212 Preservation Park Way Permit 962
Oakland CA 94612
Change Service Requested
??? What are new ways of bringing in money ???
Let us hear from you, our readers. have you recycled old ideas or come up with new ones?
To the degree that we share with each other, we strengthen our ability to find resources and ‘institutionalize’ these
resources and thereby make them last longer.
We will give $100 for thoughtful money ideas that are published in Dialogue
Comments on “Dialogue”
“Thank you for taking the time to read my proposal and reviewing it with me. As a newcomer to the develop-
ment field, the process was tremendously helpful and I feel more confident in my proposal writing skills.”
Sharon I. Zell, Development Coordinator
DC Law Students In Court Program, Inc.
Washington DC
“I really look forward to and appreciate the articles, suggestions, views you include. Thanks for being honest
and genuine”.
Maggie davidson, Director of Development
Environmental Volunteers
Palo Alto CA