A presentation (PowerPoint) on nonprofit capital campaigns for arts organizations, given at a November 2008 workshop offered jointly by the Massachusetts Cultural Council and the Nonprofit Finance Fund.
The morning session focused on team building and developing a shared vision for tourism success in the McKenzie River Valley. Attendees worked in teams to draft a community vision statement and set priorities. The afternoon session covered fundraising strategies and techniques. Attendees learned about different funding sources and worked in action teams to identify potential fundraising projects and develop fundraising plans. The goal was for action teams to have shovel-ready tourism projects and fundraising strategies to apply for the $10,000 matching grant from Travel Oregon.
This document provides information about nonprofit fundraising and development. It discusses key concepts like the fundraising cycle, sources of contributions, recipient organizations, case components for fundraising, the development process, board member responsibilities, and how to write an effective development plan. Key points include the importance of identifying potential donors and gift ranges, cultivating relationships, stewardship, and establishing recurring donations through an annual fund.
The document summarizes a fundraising campaign called "Tip Out To Help" organized by the British Columbia Hospitality Foundation to provide financial assistance to those in the hospitality industry affected by illness or injury. It provides details on sponsorship opportunities for the campaign, including "Over the Top Sponsorship" for $10,000, "Big Spender Sponsorship" for $2,500, and "Great Tipper Sponsorship" for $1,000. It also lists ways for individuals and organizations to get involved in fundraising and past beneficiaries who have received financial support from funds raised.
Legal and Governance Issues in Funding and Conducting Activities Abroad4Good.org
U.S. nonprofit organizations have great legal flexibility in addressing a wide range of social needs and issues, both domestically and overseas. Under U.S. law, tax-exempt organizations are permitted to fund and deliver innovative services and cutting-edge programs around the globe, even to the extent of engaging in commercial and advocacy activities that further their mission. However, laws, cultures of giving, and nonprofit business environments differ drastically from country to country, often complicating the efforts of U.S nonprofits and foundations to work abroad.
This seminar will examine legal and organizational factors involved in funding or running effective cross-border endeavors – such as schools and job training, relief, and literacy programs – and successfully partnering with NGO’s abroad. Among the topics to be addressed are:
1) The legal role of U.S. governing boards as stewards of the organization’s mission and funds abroad;
2) the importance of mutual understanding of roles, responsibilities, and lines of authority among the U.S. organization, foreign NGOs, and individuals involved;
3) The use of grant award letters, MOU’s, or other forms of joint venture agreements, as well as a schedule of reporting requirements, in clarifying expectations and measuring accomplishments;
4) Common on-the-ground pitfalls in program implementation, including currency control and money transfer issues, employee/independent contractor matters, ensuring program oversight, and homeland security compliance and concerns.
The Missoula housing market showed signs of slowing in 2007. The number of homes sold declined for the first time in 5 years, falling by 13% from 2006 levels. The median home price rose by 6% in 2007, the lowest annual increase in 6 years. Mortgage loan volume decreased slightly while interest rates remained stable. Foreclosures in Missoula increased in 2007. The rental market remained tight with low vacancy rates and increasing costs, especially for 2-bedroom units. Developable land is becoming scarce in Missoula as the pace of new construction has declined over the past two years.
Big Society & Harnessing The Power Of The UkEmma Drake
The document reports on a survey of attitudes towards contributing to society and communities in the UK. It finds that most people are already involved in their communities in some way, such as through local schools or helping neighbors, and there is strong support for the importance of individual contribution. However, people are more motivated to get involved by issues that mean something to them personally and opportunities need to be better communicated by employers to encourage participation.
This document discusses challenges with community participation and outlines a project called We Live Here that aims to address these challenges. It notes that participation is currently low, with many people wanting to volunteer more. It also discusses how We Live Here identified civic networks in local communities, connected them online, and is working with participants to develop ideas and democratic engagement. The goal is to better meet citizens' needs, improve communication between communities and local government, and ultimately rebuild democratic institutions from the bottom up.
An assessment of the involvement of different associations and the social impact they have based on membership. The "big five" types of associations include civic and community-based, political, religious congregations and faith based associations, professional associations, and workers and labor unions.
The morning session focused on team building and developing a shared vision for tourism success in the McKenzie River Valley. Attendees worked in teams to draft a community vision statement and set priorities. The afternoon session covered fundraising strategies and techniques. Attendees learned about different funding sources and worked in action teams to identify potential fundraising projects and develop fundraising plans. The goal was for action teams to have shovel-ready tourism projects and fundraising strategies to apply for the $10,000 matching grant from Travel Oregon.
This document provides information about nonprofit fundraising and development. It discusses key concepts like the fundraising cycle, sources of contributions, recipient organizations, case components for fundraising, the development process, board member responsibilities, and how to write an effective development plan. Key points include the importance of identifying potential donors and gift ranges, cultivating relationships, stewardship, and establishing recurring donations through an annual fund.
The document summarizes a fundraising campaign called "Tip Out To Help" organized by the British Columbia Hospitality Foundation to provide financial assistance to those in the hospitality industry affected by illness or injury. It provides details on sponsorship opportunities for the campaign, including "Over the Top Sponsorship" for $10,000, "Big Spender Sponsorship" for $2,500, and "Great Tipper Sponsorship" for $1,000. It also lists ways for individuals and organizations to get involved in fundraising and past beneficiaries who have received financial support from funds raised.
Legal and Governance Issues in Funding and Conducting Activities Abroad4Good.org
U.S. nonprofit organizations have great legal flexibility in addressing a wide range of social needs and issues, both domestically and overseas. Under U.S. law, tax-exempt organizations are permitted to fund and deliver innovative services and cutting-edge programs around the globe, even to the extent of engaging in commercial and advocacy activities that further their mission. However, laws, cultures of giving, and nonprofit business environments differ drastically from country to country, often complicating the efforts of U.S nonprofits and foundations to work abroad.
This seminar will examine legal and organizational factors involved in funding or running effective cross-border endeavors – such as schools and job training, relief, and literacy programs – and successfully partnering with NGO’s abroad. Among the topics to be addressed are:
1) The legal role of U.S. governing boards as stewards of the organization’s mission and funds abroad;
2) the importance of mutual understanding of roles, responsibilities, and lines of authority among the U.S. organization, foreign NGOs, and individuals involved;
3) The use of grant award letters, MOU’s, or other forms of joint venture agreements, as well as a schedule of reporting requirements, in clarifying expectations and measuring accomplishments;
4) Common on-the-ground pitfalls in program implementation, including currency control and money transfer issues, employee/independent contractor matters, ensuring program oversight, and homeland security compliance and concerns.
The Missoula housing market showed signs of slowing in 2007. The number of homes sold declined for the first time in 5 years, falling by 13% from 2006 levels. The median home price rose by 6% in 2007, the lowest annual increase in 6 years. Mortgage loan volume decreased slightly while interest rates remained stable. Foreclosures in Missoula increased in 2007. The rental market remained tight with low vacancy rates and increasing costs, especially for 2-bedroom units. Developable land is becoming scarce in Missoula as the pace of new construction has declined over the past two years.
Big Society & Harnessing The Power Of The UkEmma Drake
The document reports on a survey of attitudes towards contributing to society and communities in the UK. It finds that most people are already involved in their communities in some way, such as through local schools or helping neighbors, and there is strong support for the importance of individual contribution. However, people are more motivated to get involved by issues that mean something to them personally and opportunities need to be better communicated by employers to encourage participation.
This document discusses challenges with community participation and outlines a project called We Live Here that aims to address these challenges. It notes that participation is currently low, with many people wanting to volunteer more. It also discusses how We Live Here identified civic networks in local communities, connected them online, and is working with participants to develop ideas and democratic engagement. The goal is to better meet citizens' needs, improve communication between communities and local government, and ultimately rebuild democratic institutions from the bottom up.
An assessment of the involvement of different associations and the social impact they have based on membership. The "big five" types of associations include civic and community-based, political, religious congregations and faith based associations, professional associations, and workers and labor unions.
The document discusses the Big Society initiative and the role of businesses in supporting it. It outlines David Cameron's vision of a society with stronger communities and more responsibility and power at the local level. It describes how businesses can help tackle issues like worklessness and environmental damage through their creativity and innovation. The document outlines various programs and policies to empower communities, open up public services, cut red tape, encourage social action and investment, and recognize groups supporting the Big Society vision.
Voscur has welcomed several new member organizations in recent months, including:
- The Bedminster Tenant Management Organisation Steering Group, which aims to establish a tenant management organization.
- Brislington Enterprise College, a mixed comprehensive college in Bristol.
- The Bristol Epilepsy Support Group, which supports those affected by epilepsy.
- Four Towns & Vale Link Community Transport, a charity providing transport in South Gloucestershire.
- Coexist Community Interest Company, which is refurbishing a building in Stokes Croft, Bristol as a sustainable community centre.
- Impatient Vagrant, a community theatre company in rural South Gloucestershire.
- The New Room in Bristol, the oldest Methodist
This document summarizes the results of a survey of 639 Minnesota nonprofits conducted in December 2009. It finds that 60% of nonprofits reported increased demand for services due to high unemployment, but 61% also reported declining revenues. Small nonprofits and those relying on certain revenue streams faced more challenges. Many nonprofits cut staff or budgets to adapt. Stimulus funds helped some retain or hire staff. Nonprofits predict 2010 will be more difficult with further declines in revenues and increased demand. MCN is providing resources to help nonprofits with strategic planning during this difficult time.
This webinar focuses on building effective coalitions and partnerships for building healthy communities. We all spend too much effort in time-consuming and ineffective coalitions. We know what makes collaborative solutions work. This workshop will explore the six key principles for building effective collaborative solutions and provide participants with stories and tools for the creation of effective collaborative solutions.
The document provides background information on Sorrento Centre, including its history, mission, programs, and community impact. It announces the "Next 50" capital campaign to celebrate Sorrento Centre's 50th anniversary in 2013. The campaign aims to strengthen Sorrento Centre's financial and physical foundations to ensure it can meet community needs over the next 50 years as religion undergoes radical changes. The campaign has an ambitious fundraising target, with 50% aimed to be raised in the first two years through pledges collected over three to five years.
This document provides guidance on embarking on a large capital campaign. It emphasizes having a robust strategic plan, developing a clear case for support centered around key messages, carefully selecting campaign committees and cultivating major donors. Additional tips include publicizing the campaign, creating a sense of ownership for donors, engaging local communities, and managing expectations after the campaign. The overall message is to have confidence in your organization's mission and story and to make the capital project tangible and exciting for all involved.
This document summarizes fundraising efforts and goals for the fiscal year 2015 at the Shepherd Center. It outlines sources of donations including annual gifts, major gifts, capital campaigns, and special events. The fundraising goal for FY2015 is $19-20 million, with $10-11 million from capital campaigns and $8 million for the Shepherd Fund. Nearly 1,000 volunteers support fundraising through activities like serving on boards and committees.
This document provides an overview of developing a fundraising plan for a nonprofit organization. It discusses key tenets of fundraising like building relationships with donors and focusing on the organization's mission. It also covers developing a constituency, identifying donor demographics, cultivating major gifts, and creating an annual fundraising plan with goals and strategies for different programs. The document emphasizes the importance of asking donors for support and evaluating different fundraising methods based on costs, benefits, and goals.
The path of a capital campaign linenfelser12013_21
The document provides an overview of the key steps involved in conducting a successful capital campaign, including developing infrastructure and leadership, conducting a planning study and feasibility assessment, creating a case for support, implementing a phased campaign plan, identifying and cultivating major donors through personal solicitation, managing both the campaign and annual giving simultaneously, holding campaign events, providing donor recognition and stewardship, and evaluating outcomes. The overall goal of a capital campaign is to raise extraordinary gifts through an intensive but limited-time fundraising effort to support a specific project or need.
Annual Giving: Foundation of the Donor Pyramidtimpuffer
The document discusses annual giving and donor management strategies. It defines annual giving as gifts that are renewable, unrestricted, solicited for current use, and of a certain size. It discusses strategies for managing donor information and relationships, and increasing annual giving revenues through growing gift sizes, number of gifts, and number of donors. The role of annual giving in the overall development plan and strategies for improving cost accountability are also summarized.
Importé des Etats-Unis, le modèle de collecte de fonds via "Capital Campaign" gagne du terrain en France. Comment se construit cette approche spécifique des
grands donateurs ? Qu'est ce qui en fait les forces et les faiblesses ? Quels sont les argumentaire à mettre en oeuvre et selon quelle logique ? Sarah Huisman et
Bob Carter vous font partager leur expérience de capital campaigns menées dernièrement et proposeront des axes de développement de cette démarche de collecte de fonds pour les années à venir.
This document provides an overview of fundraising strategies and considerations. It discusses that fundraising involves establishing trusting relationships where a donor's needs intersect with a nonprofit's mission (1). It emphasizes that the board's top responsibility is ensuring the organization has necessary funds (2). Data is presented showing individual donations as the largest source of contributions in 2010 and 2005 (3).
Sponsorships Made Simple: Secrets to Improving Your Fundraising SuccessKate Alvarado
Sponsorships Made Simple: Secrets to Improving Your Fundraising Success
Creating Meaningful Relationships to Create More Mission
PRSA Presentation: May 23, 2012
This document discusses U.S. tax policy and charitable giving. It provides statistics on total charitable giving amounts and compares U.S. giving to other countries. It examines who benefits from tax incentives for charitable donations and questions whether the incentives primarily benefit wealthier donors and organizations like universities over those serving low-income communities. The document reviews estimates on how sensitive giving is to tax changes and who ultimately decides how donated funds are allocated. It concludes that while tax incentives encourage civil participation, more progressive tax policies may be needed to adequately address social welfare issues.
The annual report summarizes the accomplishments of the Rose Fitzgerald Kennedy Greenway Conservancy for the fiscal year of July 1, 2008 to June 30, 2009. Key accomplishments included maintaining the Greenway in an environmentally friendly way, hosting over 100 public programs and events that served thousands of people, and fundraising over $1 million through the Mothers' Walk program. Financially, the Conservancy had total revenue of $4.053 million and total expenses of $3.268 million, allowing for a surplus of $785,000.
The document analyzes market sizing and strategy for fundraising. It identifies key motivators for donations as individuals/communities, foundations/corporates, and government/bequests. Religious, education, and human services organizations receive the majority of donations. The strategy recommends focusing on individuals/communities for these sectors. Micro-level conclusions specify the top 10 highest collecting segments and suggest targeting married, educated females through video ads on TV/radio and social networks.
The document summarizes fundraising efforts at the University of Minnesota Foundation. It discusses the Foundation's mission to engage private sector resources to support the University. It provides details on fundraising results including $267 million raised in total, with the largest amounts going towards academic programs (27%) and facilities (26%). Additionally, it outlines the Foundation's role in providing central development services and strategic support to development teams across University colleges and units.
GenerationEngage is a non-profit organization that promotes civic engagement among youth. It operates through local outreach coordinators who partner with other organizations to integrate civic programming. It connects young people to leaders through forums at venues like community centers and through videoconferences using Apple's iChat technology. It measures its success based on growing participation in activities and civic surveys completed by members.
The document is an introduction to collaboration presented by Angela Smith and Michael DiRamio of City Connect Detroit. It defines collaboration as working together with others to achieve a common goal. It outlines the desired outcomes of understanding collaboration, its challenges and opportunities, and how to be an effective collaborator. It also provides examples of collaboratives in Detroit and tips for effective collaboration.
Higher Education as an Economic EnterpriseHigherEdUtah
1. Higher education is a large $4.5 billion enterprise in Utah, employing over 33,000 people.
2. Higher education is critical to innovation in Utah through research and creation of startups.
3. Expanding the talent pool is needed to meet the goal of 66% of Utah's workforce having postsecondary education by 2018 through increasing enrollment, participation, and completion rates.
4. Partnering with business and industry ensures students receive an education aligned with industry needs through internships, research collaborations, and business resources housed at institutions.
The document discusses the Big Society initiative and the role of businesses in supporting it. It outlines David Cameron's vision of a society with stronger communities and more responsibility and power at the local level. It describes how businesses can help tackle issues like worklessness and environmental damage through their creativity and innovation. The document outlines various programs and policies to empower communities, open up public services, cut red tape, encourage social action and investment, and recognize groups supporting the Big Society vision.
Voscur has welcomed several new member organizations in recent months, including:
- The Bedminster Tenant Management Organisation Steering Group, which aims to establish a tenant management organization.
- Brislington Enterprise College, a mixed comprehensive college in Bristol.
- The Bristol Epilepsy Support Group, which supports those affected by epilepsy.
- Four Towns & Vale Link Community Transport, a charity providing transport in South Gloucestershire.
- Coexist Community Interest Company, which is refurbishing a building in Stokes Croft, Bristol as a sustainable community centre.
- Impatient Vagrant, a community theatre company in rural South Gloucestershire.
- The New Room in Bristol, the oldest Methodist
This document summarizes the results of a survey of 639 Minnesota nonprofits conducted in December 2009. It finds that 60% of nonprofits reported increased demand for services due to high unemployment, but 61% also reported declining revenues. Small nonprofits and those relying on certain revenue streams faced more challenges. Many nonprofits cut staff or budgets to adapt. Stimulus funds helped some retain or hire staff. Nonprofits predict 2010 will be more difficult with further declines in revenues and increased demand. MCN is providing resources to help nonprofits with strategic planning during this difficult time.
This webinar focuses on building effective coalitions and partnerships for building healthy communities. We all spend too much effort in time-consuming and ineffective coalitions. We know what makes collaborative solutions work. This workshop will explore the six key principles for building effective collaborative solutions and provide participants with stories and tools for the creation of effective collaborative solutions.
The document provides background information on Sorrento Centre, including its history, mission, programs, and community impact. It announces the "Next 50" capital campaign to celebrate Sorrento Centre's 50th anniversary in 2013. The campaign aims to strengthen Sorrento Centre's financial and physical foundations to ensure it can meet community needs over the next 50 years as religion undergoes radical changes. The campaign has an ambitious fundraising target, with 50% aimed to be raised in the first two years through pledges collected over three to five years.
This document provides guidance on embarking on a large capital campaign. It emphasizes having a robust strategic plan, developing a clear case for support centered around key messages, carefully selecting campaign committees and cultivating major donors. Additional tips include publicizing the campaign, creating a sense of ownership for donors, engaging local communities, and managing expectations after the campaign. The overall message is to have confidence in your organization's mission and story and to make the capital project tangible and exciting for all involved.
This document summarizes fundraising efforts and goals for the fiscal year 2015 at the Shepherd Center. It outlines sources of donations including annual gifts, major gifts, capital campaigns, and special events. The fundraising goal for FY2015 is $19-20 million, with $10-11 million from capital campaigns and $8 million for the Shepherd Fund. Nearly 1,000 volunteers support fundraising through activities like serving on boards and committees.
This document provides an overview of developing a fundraising plan for a nonprofit organization. It discusses key tenets of fundraising like building relationships with donors and focusing on the organization's mission. It also covers developing a constituency, identifying donor demographics, cultivating major gifts, and creating an annual fundraising plan with goals and strategies for different programs. The document emphasizes the importance of asking donors for support and evaluating different fundraising methods based on costs, benefits, and goals.
The path of a capital campaign linenfelser12013_21
The document provides an overview of the key steps involved in conducting a successful capital campaign, including developing infrastructure and leadership, conducting a planning study and feasibility assessment, creating a case for support, implementing a phased campaign plan, identifying and cultivating major donors through personal solicitation, managing both the campaign and annual giving simultaneously, holding campaign events, providing donor recognition and stewardship, and evaluating outcomes. The overall goal of a capital campaign is to raise extraordinary gifts through an intensive but limited-time fundraising effort to support a specific project or need.
Annual Giving: Foundation of the Donor Pyramidtimpuffer
The document discusses annual giving and donor management strategies. It defines annual giving as gifts that are renewable, unrestricted, solicited for current use, and of a certain size. It discusses strategies for managing donor information and relationships, and increasing annual giving revenues through growing gift sizes, number of gifts, and number of donors. The role of annual giving in the overall development plan and strategies for improving cost accountability are also summarized.
Importé des Etats-Unis, le modèle de collecte de fonds via "Capital Campaign" gagne du terrain en France. Comment se construit cette approche spécifique des
grands donateurs ? Qu'est ce qui en fait les forces et les faiblesses ? Quels sont les argumentaire à mettre en oeuvre et selon quelle logique ? Sarah Huisman et
Bob Carter vous font partager leur expérience de capital campaigns menées dernièrement et proposeront des axes de développement de cette démarche de collecte de fonds pour les années à venir.
This document provides an overview of fundraising strategies and considerations. It discusses that fundraising involves establishing trusting relationships where a donor's needs intersect with a nonprofit's mission (1). It emphasizes that the board's top responsibility is ensuring the organization has necessary funds (2). Data is presented showing individual donations as the largest source of contributions in 2010 and 2005 (3).
Sponsorships Made Simple: Secrets to Improving Your Fundraising SuccessKate Alvarado
Sponsorships Made Simple: Secrets to Improving Your Fundraising Success
Creating Meaningful Relationships to Create More Mission
PRSA Presentation: May 23, 2012
This document discusses U.S. tax policy and charitable giving. It provides statistics on total charitable giving amounts and compares U.S. giving to other countries. It examines who benefits from tax incentives for charitable donations and questions whether the incentives primarily benefit wealthier donors and organizations like universities over those serving low-income communities. The document reviews estimates on how sensitive giving is to tax changes and who ultimately decides how donated funds are allocated. It concludes that while tax incentives encourage civil participation, more progressive tax policies may be needed to adequately address social welfare issues.
The annual report summarizes the accomplishments of the Rose Fitzgerald Kennedy Greenway Conservancy for the fiscal year of July 1, 2008 to June 30, 2009. Key accomplishments included maintaining the Greenway in an environmentally friendly way, hosting over 100 public programs and events that served thousands of people, and fundraising over $1 million through the Mothers' Walk program. Financially, the Conservancy had total revenue of $4.053 million and total expenses of $3.268 million, allowing for a surplus of $785,000.
The document analyzes market sizing and strategy for fundraising. It identifies key motivators for donations as individuals/communities, foundations/corporates, and government/bequests. Religious, education, and human services organizations receive the majority of donations. The strategy recommends focusing on individuals/communities for these sectors. Micro-level conclusions specify the top 10 highest collecting segments and suggest targeting married, educated females through video ads on TV/radio and social networks.
The document summarizes fundraising efforts at the University of Minnesota Foundation. It discusses the Foundation's mission to engage private sector resources to support the University. It provides details on fundraising results including $267 million raised in total, with the largest amounts going towards academic programs (27%) and facilities (26%). Additionally, it outlines the Foundation's role in providing central development services and strategic support to development teams across University colleges and units.
GenerationEngage is a non-profit organization that promotes civic engagement among youth. It operates through local outreach coordinators who partner with other organizations to integrate civic programming. It connects young people to leaders through forums at venues like community centers and through videoconferences using Apple's iChat technology. It measures its success based on growing participation in activities and civic surveys completed by members.
The document is an introduction to collaboration presented by Angela Smith and Michael DiRamio of City Connect Detroit. It defines collaboration as working together with others to achieve a common goal. It outlines the desired outcomes of understanding collaboration, its challenges and opportunities, and how to be an effective collaborator. It also provides examples of collaboratives in Detroit and tips for effective collaboration.
Higher Education as an Economic EnterpriseHigherEdUtah
1. Higher education is a large $4.5 billion enterprise in Utah, employing over 33,000 people.
2. Higher education is critical to innovation in Utah through research and creation of startups.
3. Expanding the talent pool is needed to meet the goal of 66% of Utah's workforce having postsecondary education by 2018 through increasing enrollment, participation, and completion rates.
4. Partnering with business and industry ensures students receive an education aligned with industry needs through internships, research collaborations, and business resources housed at institutions.
The document provides an overview of the JWB FY 12/13 budget, including major sources of revenue, budget elements, and investments. The largest source of revenue is ad valorem taxes at 68% of all funds. The budget is divided among programs to Learn and Succeed ($19.6M), be Stable and Nurturing ($19.2M), and stay Safe and Supportive ($4.6M). Major investments include school readiness, out of school time programs, family services, mental health services, and neighborhood family centers. Administration accounts for 8.2% of the total budget.
On October 13, 2011, Stephanie issued a report on Citizen Schools with a "HOLD" rating.
Nonprofit Investor ("NPI") is a platform for the creation and distribution of free, in-depth research on charity organizations by volunteers.
If you believe there are any inaccuracies or errors in any report, please contact us.
Atlas Georgia Economic Development Association - Using Marketing in Your Batt...Atlas Integrated
The document summarizes a presentation given by Ben Wright of Atlas Advertising at the 2012 GEDA Annual Conference on using marketing in economic development. The presentation covered principles of effective economic development marketing, research on high performing communities, benchmarking data collected from over 100 economic development organizations, and tactics for organizations of different sizes and objectives. Wright emphasized generating awareness, inquiry, jobs, and investment and provided frameworks and examples for small cities/counties, regions, and states to focus their marketing efforts.
Introduction to Corporate Giving - Foundation Center TrainingGlobalGiving
The document provides an overview of a training program on corporate giving. It discusses:
- Why companies give to nonprofits, including to advance business objectives, increase visibility, benefit employees, be good corporate citizens, and take tax deductions.
- What companies typically provide, such as foundation grants, corporate contributions, in-kind donations, employee involvement, and sponsorships.
- Steps for nonprofits to take to determine if they are ready to seek corporate support and how to find potential corporate funders by researching companies and staying aware of industry news.
Knight Foundation's National portfolio fosters informed and engaged communities by discovering and spreading civic innovations, with the transformative goal of igniting active citizenship. This leads to more resilient communities, where residents have more control over their destinies. Find out more at www.knightfoundation.org
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.
This document discusses social innovation and social finance. It notes that social innovation needs sustainable funding to reach scale and have impact. Current nonprofit funding sources like donations and government grants face challenges. Social finance is presented as a solution, providing sustainable funding through approaches like venture philanthropy and social enterprise that blend social and financial returns. Examples of social finance funds and initiatives in Canada are provided that use mechanisms like loans, venture capital and public policy to support areas like affordable housing, social enterprises and community development. The document advocates collaborative, blended approaches to financing social innovation.
RVCC is a coalition formed in 2001 to promote balanced conservation and economic policies in the Western United States. It uses a shared leadership model to advocate for issues, increase federal funding for restoration and rural development, and ensure rural voices are represented in natural resource policies. RVCC involves over 60 groups across 8 states, including environmental, industry, community, government, labor and tribal organizations. It utilizes working groups, issue papers, meetings and Washington weeks to develop solutions and influence legislation.
The American Cancer Society relies heavily on volunteers and donations to carry out its mission. The individual creating this strategy diagnostic plans to volunteer for upcoming Relay for Life events to help promote the organization and recruit additional volunteers. Key tasks include gathering friends to assist with volunteer activities and using social networks to spread awareness of the American Cancer Society's work. Metrics for success include the number of donations received and people informed about the organization's services. The financial breakdown shows the majority of funds come from special events and contributions. Expenses are focused on patient support and public education programs. Communication occurs through various digital channels and face-to-face at events. The annual budget comes entirely from donations, grants and fundraising events.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
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1. THE CAPITAL CAMPAIGN:
A Partnership
Critical Integration of Facilities Planning, Financial Management
and Fund-Raising Strategies for Successful Capitalization of
Expansion Projects in Today’s Nonprofit Organizations
Presented at a Workshop Conducted by
The Massachusetts Cultural Council and the Nonprofit Finance Fund
Worcester, Massachusetts
November 12, 2008
Trident Communications Group
2. Getting the Discussion Started
Plans for expansion of facilities and programs require a parallel plan for the organization’s
capitalization.
Advance project/facilities planning and development of financing strategies should be fully
integrated with fund-raising plans early on in the planning process.
Essential details of the expansion program should be settled and confirmed before fund-
raising initiatives are undertaken.
Success requires viability, belief, commitment and lots of hard work.
The governing board always must take the lead.
Everyone in the organization being on the same page is ESSENTIAL for this partnership.
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3. Foundation of the Campaign
The expansion project must be defensible.
The message (organizational “story”) of mission and accomplishment is critical.
The case for support must be compelling for the expansion project to have credibility.
The governing board must take the lead
Everyone in the organization being on the same page is ESSENTIAL for this partnership.
The advancement/fund-raising process should be inspirational and motivational.
Fund-raising efforts should be productive and FUN, not gruesome tasks!
A sense of humor always helps!
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4. NOW FOR THAT SENSE OF HUMOR!
Don’t shoot the horse until
you’ve learned to drive
the tractor!
Sometimes the old ways are the best
ways!
Always keep the horse in front of the
cart!
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5. AND SOMETIMES ……….
The old ways work even better
when combined with some
of the new!
The process of major-gifts fund raising
has changed in many ways.
Computer technology, improved
communication, and research
capabilities have enhanced results.
At its most basic level, fund raising is
still a person-to-person process.
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6. COMPETING IN TODAY’S
FUND-RAISING ENVIRONMENT
Philanthropy in the USA rises consistently on an annual basis -- always has.
$306.39 billion contributed in 2007.
Many new nonprofits and worthy causes making the “Ask.” Competition is stiff!
Massachusetts nonprofits increased in number by more than 90% since 1996 (27,462 in 2008).
All things considered, any time is the “best time” for a major-gifts campaign, if well-prepared.
Difficult economic environments do NOT necessarily lead to campaign failure!
Periods of economic downturn call for redoubled focus, commitment and effort.
A strong case for support and firm board commitment are key factors.
Assessment of external environment and internal readiness must come first.
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7. Nonprofit Growth in Massachusetts
(1996 - 2004)
SOURCE: National Center for Charitable Statistics
25,000
20,000
15,000
10,000
5,000
0
Foundations Nonprofits
1996 2,584 14,306
2004 4,068 20,882
NOTE: The number of registered nonprofit organizations in Massachusetts grew to 27,462 by October 2008.
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8. GIVING USA 2007 - FROM WHOM
$306.39 Billion in Gifts in 2007
(by source type)
Source: The Giving Institute - Giving USA 2008
Corporations
$15.69
5.1%
Foundations
$38.52
12.6%
Individuals
$229.03
74.8%
Bequests
$23.15
7.6%
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9. GIVING USA 2007 - TO WHAT
$306.39 Billion in Gifts in 2007
(by recipient type)
Source: The Giving Institute - Giving USA 2008
International Environment &
Affairs Animals
$13.22 $6.96
4.3% 2.3%
Arts, Culture, Humanities
$13.67 Foundations
Unallocated Giving
4.5% $27.73
$23.67
Public-Society Benefit 9.1%
7.7%
$22.65
7.4%
Health
$23.15
7.6% Religion
$102.32
Human Services
33.4%
$29.64
Education
9.7%
$43.32
14.1%
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10. THE GENEROSITY INDEX
Relative Ranking of States by Affluence & Charitable Giving
(Source: Ellis L. Phillips Foundation, 200 Generosity Index)
STATE HAVING GIVING RELATION INDEX
Mississippi 50 5 45 1
Arkansas 47 6 41 2
Oklahoma 43 8 35 3
Louisiana 42 10 32 4
Alabama 38 7 31 5
Minnesota 12 39 -27 46
Massachusetts 3 30 -27 47
New Jersey 2 35 -33 48
Rhode Island 15 50 -35 49
New Hampshire 8 48 -40 50
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11. A CAPITAL CAMPAIGN:
THE BASIC CONCEPTS
• A capital campaign is an extraordinary, extended and intensive major-gifts fund-raising
effort intended to generate philanthropic support for a capital project designed to
significantly strengthen an organization’s ability to carry out its mission and conduct its
programs.
• A capital campaign seeks to solicit major gifts from carefully selected and evaluated
prospective donors in order to support the acquisition or improvement of a significant
capital asset for the organization.
• A capital campaign can be conducted for “brick-and-mortar” needs (i.e., building or
renovating facilities, etc.), special projects (i.e., purchasing equipment or other assets),
an endowment fund for future needs, or a combination of such needs.
• A capital campaign is designed to advance the strategic interests of the organization,
while annual giving is intended to raise funds for current, annual operating needs.
• A capital campaign must be tied to a project that is justifiably needed and well-defined.
• A capital campaign must be “owned” and conducted by the organization’s board.
• A capital campaign must be based on VOLUNTEER commitment to the mission.
• A capital campaign helps to broaden the organization’s overall philanthropy program.
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12. INDIVIDUAL PROSPECTS:
MOTIVATIONS FOR GIVING
51% I strongly believe in the cause.
41% I want to give back.
34% I have a sense of obligation.
29% I feel I am doing something worthwhile.
24% I have the means to give.
23% My religious beliefs call me to give.
(Source: Fidelity Charitable Gift Fund)
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13. SAMPLE CAMPAIGN GIFT CHART
(A Capital Campaign for $8 Million)
Total Number of Dollar Range of Number of Prospects
Gifts Required Required Gifts Required
1-2 $1,000,000 10-20
2 $500,000 10
5 $250,000 25
10 $100,000 30
15 $50,000 100
30 $25,000 175
45 $10,000 200
100 $2,500 300
300 $1,000 600
508-509 between $1,000 and from 1,450-1,460
$1,000,000 each prospects
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14. ARE WE READY FOR
A CAPITAL CAMPAIGN NOW?
IF SO: IF NOT:
Activate and energize the governing Engage professional advancement
board; counsel;
Engage professional advancement Conduct an “audit” of the strengths and
counsel; weaknesses of the advancement
Conduct the needed assessment of the program and resources;
external environment; Begin a program of board-building and
Conduct the needed assessment of -strengthening initiatives;
internal readiness; Focus on building strength into the
Begin the planning process; existing advancement/philanthropy pro-
Organize the needed volunteer gram;
resources; Place particular emphasis on
Prepare a budget; strengthening the annual giving pro-
gram;
Integrate the campaign plan into the
overall philanthropy plan; Begin building a program of deferred
and “legacy” giving;
Anticipate the campaign’s effect on
other aspects of the philanthropy Partner with the PR/marketing staff to
program; strengthen and articulate the organiza-
tional “story.”
Begin the prospecting process.
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15. A FINAL OVERVIEW:
CRITICAL FACTORS FOR SUCCESS
A well-conceived project and a strong, well-articulated case for support
A committed governing board and senior management
Enthusiastic volunteer leadership and a sufficient volunteer corps
A well-executed assessment of the external fund-raising environment
A carefully conducted internal assessment of campaign readiness
A practical plan for dealing with organizational shortcomings
A realistic campaign goal and informed objectives
An adequate budget for campaign expenses
Adequate, internal staffing to support campaign activities
Involvement by professional advancement/fund-raising counsel
Sufficient sources of identifiable, interested and well-inclined prospects
A well-conceived and manageable campaign plan and timeline
Appropriate public relations, marketing and communications support
EVERYONE IN THE ORGANIZATION ON THE SAME PAGE!
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16. IS EVERYONE ON THE SAME PAGE?
(A Discussion of Campaign Goal at a Steering Committee Meeting)
“Excuse me, but is it
$100 million in 5
years, or $5 million
in 100 years?”
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17. GOOD LUCK
WITH YOUR CURRENT OR
PLANNED PROJECT!
Achieve and celebrate your success!
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18. Trident Communications Group
Organizational Advancement Counsel
56 Augusta Way, Dover, New Hampshire 03820-5014
603/749-6547 603/749-6548 [FAX] • inquire@tridentcg.com • www.tridentcg.com