Seven Core Competencies of a Sustainable Fundraising Program

Transcription

1 Seven Core Competencies of a Sustainable Fundraising Program To fully realize their stated visions and to carry out their missions, nonprofits must have the following core competencies in place. Organizational Planning Fundraising success is based on the extent to which an organization s strategic, business, and development plans are current and integrated. Successful plans incorporate input from key internal and external stakeholders and outline the organization s goals, strategic priorities, and outcomes. Fundraising Culture An innovative and donor-centered culture is the strongest base for sustaining a successful nonprofit and for advancing a development program. A donor-focused, mission-driven environment is one in which staff and board are aligned and each person understands his/her role in fundraising. Board and Volunteers Board members and volunteers are an organization s most effective ambassadors. To be inspired and of best use, board members and volunteers must receive the necessary training, support, staffing, and recognition necessary to stay motivated and be successful in fundraising. Development Activities, Outcomes, and Evaluation An effective development program includes a healthy mix of development activities, engages multiple constituencies, offers opportunities for donors at every giving level to become engaged, provides a clear path for increasing involvement and giving over time, and identifies measures by which progress against goals can be routinely evaluated. Donor Stewardship Fundraising success goes beyond dollars raised; it is ultimately measured in the strength of ongoing donor relationships. Donors must be kept informed and educated about their investments and how organizations are making good on them. This can be accomplished through effective management of donor records, tailored communications, and internal systems. Donor Communications An organization s key messages must be simple, substantive, and inspiring. A diverse portfolio of targeted donor communications (online, print, in-person) should be reviewed annually to determine if the focus remains compelling and in alignment with the identified strategic goals. Allocation of resources must be adequate to develop communications strategies and materials, and to consistently apply them. Development Staffing and Systems Successful nonprofits must be willing to invest in a strong infrastructure (technology, information systems, staffing) in order to be professional, productive, and profitable collinsgroup.com

2 Solicitation Planning and Strategy Outline Before, During, and After the Meeting Meeting Outline For: Scheduled Call Date & Time: Location: Staff and Volunteer(s): Other Details: This tool is designed to help you plan, act, and evaluate tailored strategies for each prospect. Before each meeting, remind yourself of your own passion for the campaign. Before the Meeting (Relationship) What is our relationship to the individual(s)? (Prior involvement) What does he/she already know about our campaign vision? How? (Personal values) Do we know what matters most to the individual? What more do we want to know? (Mission interest) What aspects of our vision might be most/least important and/or interesting to the individual(s)? (Purpose of gift) What are we asking for? Why do we know it s the right time/purpose/ amount? (Appointment-setting) Who will call? What objections might we need to overcome; how will we address them? (Collateral) What information do we want to share before or during the meeting? Just send me something: I can only afford to give what I m giving now: I m not interested. Other:

3 During the Meeting (Before the ask) Who will open the meeting/reiterate purpose/confirm time/initiate small talk? (Ask logistics) How will you transition to the ask? (Case) Who will state the case? What key messages will we prioritize? How will we explain what this gift will make possible/how it will advance [organization s] mission/vision? What one or two stories will we use to illustrate our case? (The Ask) Who will ask for the gift? How can the gift/pledge be made? By when? (Objections) What objections might we hear? How will we overcome them? (Engagement) In what ways might we like to have the individual(s) get more involved? All we can afford is what we re giving now. I can t afford that much: I can t give right now: It s not important to me: You should be asking so-and-so: I m unhappy with such-and-such. Just send us some information. Other: Opening doors with: Other: (Closing) Who will recap next steps and thank the donor for their time and consideration?

4 Following the Meeting What was the response to our ask? What additional information did we learn about the prospect? What additional information did the prospect want to learn about [organization]? How might we continue to deepen our relationship with the prospect? What are immediate next steps with the donor/ prospect? What are next steps internally? Who else needs to be informed of the meeting outcome?

5 Worksheet 5: Donor Stewardship Matrix $ $ $ $ Acknowledge Recognize Report

6 Donor Stewardship Matrix - SAMPLE Under $1000 $ $4,999 $5,000+ Leadership Donors Acknowledge Thank you letter w/in 5 business days Thank you call (for $250+) from Annual Fund Mgr Thank you letter w/in 2 business days Thank you call from Board Member Thank you letter w/in 2 business days Thank you call from Board Member Thank you letter w/in 2 business days Thank you call from ED and/or Board Member Recognize Annual report listing Annual report listing Annual Report Listing w/ note from ED Possible feature on agency blog or newsletter Annual Report Listing w/hand written note from ED Possible feature on agency blog or newsletter Highlight at annual dinner Report Personal meeting update Personal meeting update