CULTURE OF PHILANTHROPY
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- Gervais Lang
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1 CULTURE OF PHILANTHROPY Everyone can articulate a case for giving (what philanthropy makes possible) and describe how contributions are used. Donor communications emphasize what charitable gifts make possible in the community. Development is seen as a revenue center, ROI is valued, and investments are made for sustainable development operations. Donors are engaged regularly, not just around the time of a solicitation. Requests are built around donor interests for meeting community needs. There is respect for the time and effort to build donor relationships, and for donors decision timelines. Development is Donor- Centered Everyone Understands What Philanthropy Makes Possible Everyone Understands Their Role in Development Everyone behaves as an ambassador, helping to identify new friends and partners. Beneficiaries are viewed as the focus of the organization and invited to share their stories. The leadership of the organization is visibly involved in leading fund raising efforts. Board members are personally invested and contribute financially. There is respect for donors key relationships within the organization. Development is Engaged in Direction-Setting There is an interdisciplinary approach to fundraising collaboration occurs between development staff, program staff, CEO, board members, and volunteers. CDO is a peer on executive team, reports to the CEO, and interacts regularly with the board. Development leaders are involved in strategic decision-making, especially as it relates to funding projects or donor investments. Fundraising goals, targets, and evaluations consider multi-year timeframes. Credit: A Culture of Philanthropy: 10 Tips to Ensure Your Organization Has One, By Joan Galon King
2 Culture of Philanthropy Assessment A culture of philanthropy which permeates all levels and departments within an organization is the strongest base for a successful development program. A fundraising culture is based on staff buy-in to a donor-focused, mission-driven environment in which each staff member understands his or her respective role in advancing the organization. On a scale of 1 5, please check the answer you feel most reflects your organization s position. 1) Everyone can articulate a case for giving (what philanthropy makes possible) and describe how contributions are used. Not at all Strongly agree ) Donor communications emphasize what charitable gifts make possible in the community. 3) Development is seen as a revenue center, ROI is valued, and investments are made for sustainable development operations. 4) Everyone with the organization behaves as an ambassador, helping to identify new friends and partners. 5) The leadership of the organization is visibly involved in leading fund raising efforts. 6) There is an interdisciplinary approach to fundraising collaboration occurs between development staff, program staff, CEO, board members, and volunteers. 7) Development leaders are involved in strategic decision-making, especially as it relates to funding projects. 8) Fundraising goals, targets, and evaluations consider multi-year timeframes. 9) Donors are engaged regularly, not just around the time of a solicitation. 10) Requests are built around donor interests for meeting community needs. What does this exercise tell you about your organization s culture of philanthropy? What areas can you improve? How can you personally help to build a culture of philanthropy? 2
3 Annual Case for Support Outline Now more than ever, donors are looking for solid information regarding the impact of their gift. The Collins Group has found that donors considering major gifts are similar to investors considering significant opportunities. The strongest and most compelling cases for support provide the following information from the donor s perspective. Building an annual case is not the same as writing your annual appeal letter or brochure. This is an annual exercise to remind your organization why you exist, what is most relevant to the community and what could be achieved with increased funding. Every annual philanthropic case should include a stretch vision to encourage your donors to increase their investment and relationship with your organization. As an annual exercise, review and update the following, and incorporate throughout your development program. Your Relevance Community context: what is the bigger picture, outside of your organization? Why now? What societal/environmental/health/etc. issues are you directly addressing? How does this affect the donor (bring it down to an individual level)? How Do You Do What You Do? Why is your organization the best organization to handle these issues? What is your approach & why is it effective? What are your past/present accomplishments, role in community, etc. (use third party validation as much as possible) Illustrate your leadership strength to do this work. How Are You Financially Supported? Explain how you are funded and the impact of philanthropy (don t assume the donor understands your financial needs). How has your success led to your current needs? What will increased financial support allow you to do? (this is important you want donors to think about stretching) This Year s Focus What community needs are you facing this year? What are you going to do this year that s different, expanded, or new? How will it respond to community needs? From your donor s perspective: The more definition you give me, the more I trust that you have carefully considered how you will use my gift. Community Benefit: Definition of Success This is where vision comes in: remind donors of where you are heading. Include a success story that makes your case personal, or focus on a section of the community whose needs are new, and whom the annual appeal would help directly. Call to Action: Why do you need the donor s support? The Collins Group 3
4 Sometimes organizations tell such a solid story, the donor walks away very glad that they are so successful and don t need their support. Don t forget to wrap up your great case with a solid, bold and confident case for why you need increased support. Wrap-up: Final Pizzazz: Why should this go to the top of your donor s list? In making a significant gift, donors evaluate your project in three ways: 1) Intellect: Is this a solid investment? Is this organization well organized, with solid programs and needs? 2) Gut: Why this project should go to the top of my list 3) Heart: The clinching point that pulls me in personally The Collins Group 4
5 Development Plan Outline Development Plan Overview Mission and strategic philanthropic goals Assumptions Development goals and expenses, FY 20XX-20XX Recommended staffing for development program Previously contributed income percentages by constituency and year Income breakdown by contributed, earned, other and year Fundraising Plan by Constituency: Goals, Gift Chart, Strategies Board of Directors Foundations and corporations Individuals: Major donors Individuals: Volunteers Individuals: Members Calendar of Solicitation and Communication Activities Roles and Responsibilities Staff Board of Directors Volunteers Appendices Donor Bill of Rights Three-year development expense budget Annual case for support Tools for measurement and evaluation Prospect tracking and evaluation sheet Prospect briefing preparation sheet Fundraising report tool Other resources The Collins Group 5
6 Briefing Meeting Planning Sheet and Outline PLAN: Briefing Call Outline For: Call Date & Time: Location: Attendees: BACKGROUND: (Relationship) What is our relationship to the individual? (Prior support) How is this individual currently involved in the community and/or with our organization? (Personal values) What are the values of this campaign that will best resonate with the individual(s)? (Campaign outcomes) What are the most important outcomes of this campaign to the individual(s)? (Engagement) In what ways would we like to have the individual(s) involved with the campaign? (Outcome) What is the desired outcome of our meeting? Leadership commitment? Information sharing? Information gathering? (Materials) What materials should be included that will give the individual(s) the right amount (but not too much) information to help them make a decision? Gift Size: Volunteer Engagement: 6
7 Sample Donor Relations Stewardship Matrix Goals Acknowledge Under $1000 $ $4,999 $5,000 + Founder/Sustainer Circles Thank you letter w/in 5 business days of receipt Thank you letter w/in 2 business days of receipt Thank you letter w/in 2 business days of receipt Thank you letter w/in 2 business days of receipt Acknowledge Thank you call (for new $500+) from Development Associate Thank you call from VP Resource Development or Board Member Thank you call from VP Leadership Gifts or Board Member (new gifts) Thank you call from President and/or Board Member Recognize Annual Report Listing w/hand written President notes Annual Report Listing w/hand written President notes Report/inform Newsletter Newsletter Newsletter Newsletter Cultivate Tour Invites from Annual Fund Manager as appropriate Tour invites from Annual Fund Manager as appropriate Tour invites from VP- Leadership Gifts Tour invites from President combined with lunch or coffee Cultivate Program Pen Pal Letters to Select Prospects Program Pen-Pal Letters Cultivate Graduation Invitation select group Graduation Invitation - all Cultivate Invitation to VIP Events Invitation to VIP events 7
8 SAMPLE ANNUAL FUND CALENDAR Activity July August September October November December January February March April May June Individuals - Major Gifts Define messages for all major gift fundraising Board campaign Major gifts committee meeting 2 Fall campaign kicks off Fall campaign continues Major gifts committee Meeting 3 Fall campaign continues Thank you holiday cards sent to all major donors Wrap up & celebration Major gifts committee meeting 4 Evaluation Committee meeting 5 Plan for spring clean up campaign Assignments Plan for ext year Begin spring clean up campaign Spring clean up campaign continues Recruit next year s committee Spring clean up campaign ends Complete major gift plan Plan next year s campaign Major gifts committee meeting 1 Define messages for next year Individuals Acquisition & Renewal Write mail plan, goals and Define messages for all mail pieces Send donor Prepare acquisition mailing Prepare renewal mailings Acquisition mailing Renewal mailings Thank you calls by volunteers Renewal calls by volunteers Evaluation Plan end-of-year appeal Produce donor Mail end-of-year appeal Produce donor Evaluation Send donor Prepare second acquisition mailing Prepare renewals for all donors with spring renewal dates Acquisition mailing Renewal mailing Thank you calls by volunteers Renewal calls by volunteers Evaluation Produce donor Produce donor Foundations Develop foundation with all due dates and foundation board meetings Map any board relationships Year-end thanks Evaluation, research & planning Draft target request list Draft foundation with all submission dates Submissions Businesses Map board relationships and Year-end thank you cares Revisit board and revise as necessary Evaluate & plan (prelim.) Research & planning Complete evaluation, research Plan next year s campaign Define messages for next year Create next year s Events 1 st committee meeting Set goal Set timetable Develop sponsorship proposal Submit sponsorship proposals as appropriate Submit & follow-up sponsorship proposals as appropriate Chairs/staff evaluate sponsorship progress Submit & follow up sponsorship proposals Submit & follow up sponsorship proposals 2 nd committee meeting Auction subcommittee meets Year-end thank you cards Auction subcommittee seeks lots 3 rd Comm. meeting Auction lots are received and stored Day of event volunteer recruitment starts 4 th Comm. meeting Present fashion show 5 th Comm. meeting Wrap up & evaluation Thank you notes Committee recruitment Research sponsors Confirm next year s Event Chair(s) Memorials & Planned Giving Promote in Promote in The Collins Group
9 Volunteer and Staff Roles in Major Gifts Fundraising The following role descriptions in major gifts fundraising are typical in institutions of all sizes and sectors, and proven to be effective. Successful major gifts fundraising is a partnership between staff and volunteers. VOLUNTEERS Review lists of prospects; identify and rate potential donors Open door to prospect with a call or letter Accompany staff, executive, or other volunteers on call Take part in the call by making the case or making the ask Follow up with prospect to close the gift if needed Thank donors with personal call or letter Participate in recognition events Make a gift! MAJOR GIFT STAFF MEMBERS Prepare lists of prospects for review by volunteers Track prospect names, information, and ratings Prepare or present prospect research to volunteers Make qualifying calls on prospects to determine interest level Prepare volunteers and/or executive for calls Accompany volunteers and/or executive on calls Make calls alone on prospects as appropriate to ask for gifts Prepare proposals, letters, and documents needed for solicitation Keep lines of communication open with prospect Follow up to close gift as needed Oversee gift receipt, accounting, and acknowledgement processes Thank donor personally, by phone or letter Thank volunteer personally Implement recognition and stewardship plans VOLUNTEERS AND STAFF TOGETHER Prioritize prospects based on capacity and readiness Assign dollar level for the solicitation (rating) Select team members to call on prospects Prepare for call by assigning role to each team member Conduct calls on prospects Agree on follow-up action to close gift Communicate any additional contacts with prospects Assess results, review roles, adjust as needed Credit: Julie Ingraham Walker, Major Gifts, John Wiley and Sons, Inc., Hoboken, New Jersey, The Collins Group
10 Four Simple Steps to Calculate the ROI for Your Fundraising Program Step 1: List the total fundraising costs for the one-year operation. Step 2: Divide the figure in step 1 by the total amount of gift income. Step 3: Multiply by 100 for the overall bottom line cost percentage. Step 4: To determine ROI, do the reverse: divide the total amount of gift income by the total fundraising costs and multiply by 100. Example: Assume you spent $25,000 on fundraising and received a total of $100,000 in gift income. How would you figure the fundraising cost and the ROI? Fundraising Cost Step 1: Total fundraising cost: $ 25,000 Step 2: Divided by total gift income: $ 100,000 $ 0.25 It costs $0.25 to raise $1.00 of gift income (or FR cost is 25%). Return on Investment (ROI) Step 1: Total gift income $ 100,000 Step 2: Divided by total fundraising cost: $ 25,000 $ 4.00 Step 3: Multiply by 100 ROI is 400%. In other words, in the above example you: - Brought in $1 for every $.25 you spent. - Your fundraising costs are 25%. - You raised 4 times what you spent (ROI). Excerpted from James M. Greenfield. Fundraising Fundamentals: A Guide to Annual Giving for Professionals and Volunteers. New York: John Wiley & Sons, 1994, p Reprinted by permission of John Wiley & Sons, Inc. From AFP First Course in Fundraising Association of Fundraising Professionals,
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14 Making It Happen Day-to-Day Use Meetings Effectively Set meeting schedules thoughtfully. Standing meetings can alleviate scheduling hassles but don t meet simply to meet Invite people who can attend most meetings. Start on time, end on time Prepare well for meetings with volunteers! Set agenda with Chairs, get their buy-in, and clarify roles. Be positive and keep a mission-focus Don t shy away from tough conversations Maximize Your Database Determine how your website and other technology resources can most efficiently interface with your donor database. Set up standing reports for your weekly and monthly meetings so that you can quickly prepare. Use it to track moves management. Go into the database to record meeting outcomes and notes, and set up next moves immediately following meetings. Follow up with staff and volunteers who go on calls without you and do the same. Get Out from Behind Your Desk Set clear goals for the number of donor meetings/tours you ll conduct each week or month. You may discover that holding them on certain days of the week makes scheduling easier. If you or leave a voice mail when you re trying to schedule, offer various times when you are available. In Donor Meetings Your job is to determine the best strategy for every donor. Determine who has influence with your donor, even if that means sending someone other than yourself out for the meeting. Think positively. Go into the meeting with the assumption that the donor will want to learn about the organization. Establish rapport in a business-like visit, not a one-way presentation. Have volunteers talk about why they are personally involved and share the excitement of the mission. Listen. Find out which parts of your case for support interest them then ask why. Stewardship Stewarding donors equates to future successes, and you can never say thank you enough. Don t skimp on following up and working your stewardship plan in an effort to move more solicitations forward. Donors love to hear from program recipients/clients and volunteers. A calling program using volunteers can also help you qualify donors in terms of their level of interest. Prioritize and Determine Any Tasks that Can Come Off Your Plate Look for pieces of your work you can pass to other staff or volunteers. Urgent and important = Do it now Urgent but not important = Delegate it Important but not urgent = Decide when to do it Not important; not urgent = Dump it Develop an End of Week Checklist to help you see what didn t get done and where to pick up on Monday. The Collins Group 14
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