Fundraising 101 CCI Capital Campaign Seminar Kit Prepared by Maria Gitin, Certified Fund Raising Executive Maria Gitin & Associates www.mariagitin.com Organizational Capacities for Fund Development Donor Expectations Sample Campaign Teams Successful Fund Raising Strategies Recommended Training List Selected Ethnic Fundraising Information Websites
Organizational Capacities for Fund Development Maria Gitin, CFRE Fund Raising Readiness 1. Create and communicate a Vision for fund raising within the leadership Acceptance of fund raising as an opportunity and responsibility is part of board and staff leadership development. 2. Develop leadership to carry out fund raising responsibility Organize a Development Committee composed of Board Members, friends and additional non-board members from the community. And gain a commitment from the entire board to take on fund raising responsibilities. Appoint or elect a Chairperson or President who accepts ultimate responsibility for the success of the fund raising effort in addition to the Development Director and CEO / Executive Director. Write descriptions of the expectations, role and function of the Board and Development Committee in relation to staff, especially what is expected of the CEO or Executive Director. Budget for and provide Training annually in each type of fund raising responsibility staff and board members are expected to carry. 3. Generate a Strategic Plan for fund raising Identify the purpose of the funds first, in order to select the best sources. Develop a Strategic Plan with clearly defined goals, objectives and strategies, time lines and responsibilities. Take on one thing at a time and do it well. Work from strengths and organizational resources. Select methods identified as cost effective and culturally appropriate for this organization. For each strategy or fund raising method develop staff/volunteer teams and team leaders budget projections, income and expenses implementation / action plan time line evaluation method
4. Build institutional support and infrastructure that can sustain the fund raising program for maximum effectiveness. Recruit fund raising staff with specific expertise in the types of fund raising best suited to this organization. Provide adequate support staff and ongoing training to the Development Officer. Develop administrative systems to handle development activities in an efficient and repeatable manner including a computerized donor database, sincere and timely acknowledgment programs, and ability to respond to and nurture donors personally. Offer website and electronic mail accessibility for cultivation and donation. 5. Develop the Case - Communicate the Value Exchange of the Gift The Case is a prospectus, a summary of reasons to give, a marketing tool. It will communicate the value of the gift, goals that will be met as a result of the donor s contribution or membership. It explains what donors receive in exchange for the gift. The case also demonstrates the benefit to society or a specific community. How does the donors gift change lives and improve the community? 6. Communicate - Market the Case effectively Plan and coordinate Public Relations /Marketing to enhance and complement all fund raising efforts. Develop collateral materials including brochures, website. Provide internal training to all staff and board regardless of responsibility. 7. Evaluate fund raising activities and progress regularly Set fun, fund and friend raising objectives for each fundraising activity and evaluate their effectiveness. Be willing to abandon favorite events that lose money and launch efforts that take time to generate results such as major donor development and endowment planning. Evaluate fund development staff using standards in the field. 8. Adopt Fund Development Policies Fund Development policies include gift acceptance including of restricted funds, corporate sponsorship and marketing, Honors and Recognition, Planned gift and more. This step should be taken prior to public launch of fundraising drives. Maria Gitin & Associates 2004 www.mariagitin.com
Donor Expectations: Preparing the Organization for Philanthropy Philanthropists from private foundations, individuals and corporations have different expectations and needs than funders of government contracts or payers of fees for service, membership and admissions. Successful fund development rests almost entirely on three elements in this priority order: 1. Values Match. The donor/funder believes in the cause/need and the way the organization meets needs and matches donors values. 2. Relationships. Donors seek identification and affiliation with the organization, through individual staff, board members, community leaders and other donors/funders. 3. Strategies. Each funder/donor group has different interests, requirements and preferred methods of solicitation. Strategies and materials must be tailored appropriately. Community and Private Foundations expect: Applications for funding that demonstrate understanding of the purpose of the project and document how it fits within funder criteria. Grant applications that meet guidelines, timelines, formats and standards with all elements in their specific required formats. Transparency, accountability, timely reports on use of funds and requests for any changes in use. Documented evidence of outcomes, often by external evaluation consultants Grant developers will attend grant application workshops, ask questions, stay in contact before, during and after the grant and respond to requests for revisions promptly. Corporate and Business Contributors / Sponsors Expect: Evidence that the organization knows their business, giving interests and capacities, guidelines and deadlines Concise, professional presentation of a case for support that indicates how and why their involvement is important Significant, public professional quality market exposure and recognition
Major Donors expect: Quick, accurate and timely information, attractively and clearly presented An approach that demonstrates that the solicitor understands them, their needs, interests and capacities Easy access to top leaders Opportunity to network with peers, people they respect and want to build relationships with Interactive experiences, high touch /connection with an organization Behind the scenes, insider information Appropriate recognition and generally, more recognition at higher giving levels Knowing and hearing from peers that the group they give to is well run, respected Annual reports and access to quality audits from a respected regional firm Control over acknowledgement, use of their name and how often they are contacted and in what form Community Donors expect: Integrity, good reputation on the street, in the community and in the media To see where their money goes, direct impacts Access to agency leaders with accurate and timely information Opportunities to volunteer and meet other people they like and respect Collaborative spirit and actions that enlarge the pie, bring more funds to the community Culturally appropriate, enjoyable, affordable ways to participate in fundraising To be valued, appreciated and thanked in ways that are meaningful Internet Donors expect: Accurate, timely and personally tailored information Ability to opt in or out of various mailings and services Easy to use and guaranteed privacy donation options Immediate, personalized acknowledgement and receipts Frequent updates, changes in messages and images Maria Gitin & Associates 2004 www.marigitin.com
Model Capital Campaign Team Position Descriptions Maria Gitin, CFRE Capital Campaign Leadership Team The Campaign Leadership Team is a Steering Committee composed of the following members: Honorary Chair (if appropriate) Campaign Chair (Co-Chairs) Heads of the following Teams: - Major Gifts - Corporate Contributions - Giving Circles / Affinity Groups or Naming / Recognition Sub-Campaigns - Community Campaign (bricks, tiles through letters, events, calls) - Events: Benefits and House/Office Parties - Communications - Acknowledgement and Recognition Campaign Leadership Team meetings are staffed by: Development Director CEO and/or other Management Staff Administrative Assistant Consultant regularly or as needed Responsibilities of the Campaign Leadership Team include: Assume leadership of Campaign in cooperation with CEO and Development Director Select and recruit an Honorary Chair, if appropriate Identify and recruit additional Team members including representatives of key constituencies such as potential and actual donors, ethnic community leaders Promote team building among all campaign leaders and workers Identify key prospects and work with staff and consultant to develop strategies for approaching them Participate in contact and solicitation calls with other team members and staff Communicate gift recognition and acknowledgement opportunities accurately Review and use Campaign Materials prepared by staff and other professionals Assist with supporting volunteer follow-through on assigned responsibilities Make a contribution to support the campaign and/or support the campaign through other means Support team leaders as they recruit volunteers to carry out team responsibilities Accept and consider recommendations from campaign teams
Campaign Leadership Committee Composition The Chair or Co-Chairs of the Campaign Leadership Team and the Chair of each Team/Committee may recruit board members and non-board members as required to accomplish the work. Some committees / teams require specific skills. Opportunities for community and board members to learn new skills should be offered through training. It should be clear that staff serving as liaison to committees and teams are not supervised nor directed by those committees. The CEO will determine staff assignments and use of consulting time to work with teams. Role of President & CEO in regard to the Campaign The Executive Director is ex officio, with voice but without vote, to all Committees. S/he may elect to attend certain committee meetings or to assign other staff / volunteers to serve as liaison to a committee or to represent her/himself at committee meetings. The Board President (Chairman) and / or Fund Development Chair also may attend and serve on any or all committees. It will be useful if one of them attends Campaign Team meetings in order to provide direct communication to and from the board. Where there the CEO does not have direct campaign responsibility, the Campaign Committee Chair or Co-Chairs act as liaison to the board(s) of the Campaign entity. Role of Staff with Campaign Committees Some staff or regular volunteers may be assigned by the CEO to work with and report to committees. Board and Community Campaign Committee Members Areas of Expertise and Experience Range of fundraising experience: major donors, events, letter campaigns Strategic planning Communications Volunteer Leadership Development Desirable Characteristics Team players, sense of humor, willing and able to contribute Links to people of influence in the community (communities) served Knowledge of private giving in the area served Represent a diversity of ethnic specific and other potential donors Have connections with and knowledge of business, organization and corporate funders * Have planning and outcome evaluation experience Time required: The team may meet 1-2 times a month for 4-6 months with individuals volunteering for assignments that they may complete on their own or with the Development Director, consultant and staff on a schedule to be determined. Time varies widely based on staffing and fundraising methods selected. Maria Gitin & Associates 2005 www.mariagitin.com
EFFECTIVE CULTIVATION & SOLICITATION STRATEGIES Maria Gitin, CFRE Strategies are listed in order from most to least effective 1. Individual Asks: face to face, usually most powerful in teams of two Personnel: Trained volunteers and /or staff one for every 10-15 prospects Materials: Prospect information, brochure and /or case statement; budget information; pledge forms. Visuals or onsite visits for major donor prospects. 2. Personal letter with telephone follow-up Personnel: Trained volunteers and / or staff as above Materials: Prospect information, personalized letter presenting a compelling case; script / outline for solicitation calls including responses to objections; follow-up pledge letter, thank you for speaking with me model letter. 3. Personal telephone call with letter follow-up Same materials and personnel as above. 4. Cultivation and Fund Raising Events Personnel: Experienced volunteers and professional staff with three month lead time for major events. There are three kinds of house or office parties: A. Cultivation Parties in home or at the Agency. Hosted by board at agency, by individuals or board at a private home or cultural institution. Invite past and potential contributors to learn about the project. Give information about the campaign, offer refreshments, assign board members to cultivate individuals informally. Do not ask directly. Follow up with individual solicitation calls. B. Fundraising parties in homes or offices, Hosts with the ability and willingness to provide decorations, food and beverages, set-up and clean-up. Hosts invite a select list of prospects and friends with the ability to give in the same range as themselves. Professional staff is invited to make a brief presentation and to answer questions but volunteers give the pitch. A goal is usually set in advance. We want to raise $50,000 this evening and are asking each couple to commit at the $5000 level.
C. Donor Recognition Parties in homes. Hosts may or may not provide the food, beverages, etc. They will have made a gift at a certain level and all those invited will have given at that level or above. This works best when host(s) are highly regarded and potential donors are eager to be invited to their home, network with others at this level. The donors are solicited in person and told there will be a party at Mr./Ms. Y s home in August. D. Traditional Fundraising Events. Races, dinners, art auctions, golf tournaments and other traditional fundraising events may raise significant funds. However, they take tremendous volunteer and staff time and do not bond the donor with the organization in the same way that the smaller events do. They are also more costly. Staff should not be assigned to spend major time on events unless they are expected to net large amounts of funding or are vital to community good will. 5. Personal Letter (Direct Mail) Personnel: Professional staff or mailing service; volunteers to sign or add notes Materials: Compelling letter, mailing labels, remittance envelope, pledge form. Personalizing letters by adding handwritten notes increases results dramatically. For capital campaign gifts over $1000, in person visits and house and office parties are the most effective fundraising methods. Maria Gitin & Associates 2005 www.mariagitin.com
RECOMMENDED TRAININGS FOR CAPITAL CAMPAIGNS Maria Gitin, CFRE Capital Campaigns 101 Overview and Orientation to Campaign Fund Development Campaign Planning Sessions including: Leadership Development and Recruitment Fundraising Policy Training and Planning Naming and Recognition Orientation and Planning Online Giving Overview and Planning Campaign Collateral (Materials) Development Event Planning: Groundbreaking, Dedication, Recognition Prospect Training Solicitation Training - The Ask Specialized Ask training including: Corporate, The House & Office Party Training Resources Regional Community Foundations and other funders Groundspring.org Technology & Online giving Trainers and consultants at Tides CCI Capital Campaigns Seminar Management Assistance Centers such as CompassPoint
Selected Ethnic Fundraising Information Websites www.nativephilanthropy.org www.firstnations.org www. hispanic federation.org www.unitedlatinofund.org www.hiponline.org (Hispanics in Philanthropy) www.ncfbp.net (National Center for Black Philanthropy) www.aapip.org Asian Americans/Pacific Islanders in Philanthropy www.meccaone.org (Muslim giving) www.juf.org/funds/resources (Jewish Philanthropy) www.independentsector.org www.learningtogive.org Reports Useful for Fund Development Strategies Association American Retired People, report on age45+ giving by ethnicity) www.aarp.org National Public Radio Report NPR: The State of Black Philanthropy in America www.npr.org Hispanic Federation Caminos Abriendos Report www.hispanic federation.org New Landscape on Philanthropic Giving - 2003 Report from the Forum of Regional Associations of Grantmakers www.givingforum.org/newventures Health Care Expenditures of Immigrants in the United States: A Nationally Representative Analysis - American Journal of Public Healths2005 www.ajph.org/cgi/content/abstract/95/8/1431