NPST 402 Learning Portfolio Assignments This course is designed to provide students with a thorough foundation in the principles and practice of fundraising. As such, students will have the opportunity to apply fundraising concepts and techniques by completing a learning portfolio of assignments in collaboration with area nonprofit organizations. The learning portfolio will contain an assessment of an organization s fundraising capacity and capability according to the principles and materials discussed in the course. Students will need to identify a nonprofit organization of interest for use in completing their learning portfolios. Early in the course, students should contact the organization of their choice and identify a staff or volunteer contact who can provide access to information and data about the organization s fundraising program. Students will then select and complete 10 assignments from a menu of 13 options in order to complete their learning portfolios. These short assignments will be due at various times throughout the semester. Students may use organizations they have existing relationships with (i.e., employer, volunteer, etc.), including those used to complete previous course projects, provided that fundraising was not the focus of those projects (discuss with instructor if unsure). It is required and expected that students have direct personal contact with the organization in order to complete assignments. Students having difficulty selecting or making contact with an organization should discuss with the instructor. Students will complete 10 of the following: Learning Portfolio Components (* = required component all students must complete) Points * Gift Profile 5 * Mission Statement 5 * Case Statement & Gift Range Chart for Annual Fund 5 Direct Mail Letter 5 Capital Campaign Test for Readiness 5 Planned Giving 5 Foundation Letter of Inquiry 5 *Strategies for Expanding the Donor Base 5 Assessment of Total Development Program 5 * Trustee Roles in Fundraising 5 * Solicitation Plan 5 Management Matrix 5 Fundraising Cost Analysis 5 Portfolio (10 assignments from above list) 50
Portfolio Assignment #1 Gift Profile Nonprofit organizations receive their income from sources in all three sectors. They earn income from patient and client fees, tuition, admissions, ticket sales, etc. This is market-based or earnedincome. They receive grants and contracts from local, state, and federal government agencies as a second source of revenue. Finally, they receive philanthropic support from individuals, corporations, and foundations through their fundraising efforts. This course and this assignment are concerned only with philanthropic support. In completing this assignment, determine the amount of philanthropic support your organization receives. In nonprofit management, we are interested in how the amount of philanthropic support compares to the other two sources of support. However, for this assignment we are NOT interested in comparing philanthropic support with earned income and government grants. We are interested ONLY in analyzing philanthropic support. The first assignment is an external market comparison to determine how the philanthropic support received by your organization breaks down in compared to national figures. For this assignment, you should consider total philanthropic support to be 100% and determine percentages for the following categories of support: individuals, bequests, corporations, and foundations. This assignment is based on the Giving USA figures. The most recent figures are available as a free download from www.givingusa.org Note the percentage of philanthropic support that comes from the following sources: - individuals - bequests - foundations - corporations How do the sources of philanthropic support for your organization compare to these figures? If the differences are large, explain why, including what the implications are for potential expanded gift income.
Portfolio Assignment #2 Mission Statement The assignment for this session relates to determining the case for support for your organization. If your organization has a mission statement, evaluate it as the basis for a case for support. Is the mission statement the expression of values that provide rationale for the organization s work or is it merely a statement of goals? Is a large social need identified? Does the mission statement follow the model studied in class? What changes, if any, would you recommend for the mission statement? If your organization does not have a current mission statement, develop one that you believe expresses the values of the organization, the large social need that exists, and the goals the organization has or should set. A two-paragraph document should be sufficient.
Portfolio Assignment #3 Case Statement and Gift Range Chart for Annual Fund For this assignment, review the mission statement of the non-profit organization you re currently working with for this class. Examine several recent fundraising pieces such as brochures, direct mail letters, or grant proposals. Note how these solicitations make the case for charitable gifts to the organization. These pieces are examples of case expressions, also referred to as external case statements. Imagine that you are developing a new case expression for the nonprofit. In one to two paragraphs, make the case for support for gifts to the organization s annual fund. You do not need to develop a full brochure or write a complete letter. This paragraph (these paragraphs) should be the essence of the justification for the nonprofit s seeking of gifts to its annual fund. The second part of this assignment calls for the development of a gift range chart for the total dollar goal for the annual fund. The gift range chart should reflect the key principles taught in our class: percentage of dollar totals from percentage of gifts, ratio of prospects to gifts, and appropriate gift ranges. The gift range chart can be on the same page as the case expression that you have written for this assignment. If the gift range chart departs from the classical model studied in class, explain why. Analyze and explain the implications for long-term success in the annual fund.
Portfolio Assignment #4 Direct Mail Letter Write a direct mail fundraising letter for your nonprofit organization. Remember that there are several key components to an effective direct mail letter: a strong opening that will immediately interest the reader, a specific request (solicitation) for a gift, and a postscript (P.S.) that is a call to action, not just an afterthought. Remember also that effective fundraising letters tell stories. Readers respond to the good that your nonprofit accomplishes. Tell the story. Engage the reader. If it is not clear in the text of the letter, add an explanation of what type of letter it is, acquisition, renewal, or upgrade.
Portfolio Assignment #5 Capital Campaign Test for Readiness This assignment requires you to do one of the following: OR 1. Using the criteria from Achieving Excellence in Fundraising, 3 rd Edition, Chapter 8 Capital Campaigns, write several paragraphs explaining the readiness of the organization to conduct a capital campaign. Things you may want to touch on include key strengths, available leadership, and other indicators that the nonprofit can confidently begin a capital campaign. If you believe there is a lack of organizational readiness to conduct a campaign, write several paragraphs explaining weaknesses, areas of concern, and other factors that indicate the organization is not ready to begin a campaign. 2. If your organization has completed a capital campaign within the past 15 months, write several paragraphs describing the campaign s results. Include analyses of the factors that contributed to the campaign s success, such as volunteer leadership, lead gifts, and others. If the campaign was considered unsuccessful, explain why. Analyze what contributed to the lack of success. The criteria in Achieving Excellence in Fundraising, 3 rd Edition, Chapter 8 Capital Campaigns will provide a helpful guide as you analyze the campaign s results.
Portfolio Assignment #6 Planned Giving A number of factors must be present for an organization to develop a planned giving program. First, because in most cases (though not all) planned gift donors come from among the organization s current donors, the organization must have an individual donor base. Second, the organization must demonstrate to potential donors that it can serve as a steward of planned gifts and has a case for using planned gifts to fulfill its mission. Even small organizations can encourage the use of wills as planned gift instruments. Other planned gift instruments require increased capacity for stewardship and increased fiscal and technical advice. If your organization is using planned gift instruments of any type, assess its planned giving program in terms of the degree to which it is successful in generating support and in terms of additional planned gift instruments it might use to expand its program, given its current donor base and level of organizational development. What resources would the organization have to add? If your organization currently does not have a planned giving program, what potential does it have to initiate a planned gift program? Given its donor base and state of organizational development, what planned gift instruments might be appropriate? What particular donor groups are available as prospects? Please summarize your recommendations in a two-page response.
Portfolio Assignment #7 Foundation Letter of Inquiry Foundations generally publish guidelines for approaching them about a grant. These guidelines usually include areas of interest, types and sizes of grants, and the process of applying for a grant. Very often the initial step in the application process is submission of a letter of inquiry of one or two pages in length. Often the foundation will specify this as the initial step and provide guidelines for the letter. In all cases, the general recommendations made in this course should be modified to fit the guidelines recommended by the foundation you are approaching. This assignment asks you, on behalf of your organization, to prepare a letter of inquiry of one to two pages in length to a real foundation for a specific project (or general operating support if the foundation supports such). Be sure to attach a copy of the foundation guidelines and/or instructions along with this assignment. Base your letter on the criteria suggested on Section VI, page 62 (Chapter 27) of Principles and Techniques of Fund Raising. It is important to signal to the foundation program officer early in the letter that you understand the foundation s areas of interest and the application process. It is also important to end the letter with a request for additional information, opportunity for discussion, permission to substitute a full proposal, or other meaningful response from the foundation.
Portfolio Assignment #8 Strategies for Expanding the Donor Base Write a brief narrative plan for how your nonprofit organization can expand its donor base (1½ to 2 pages). Attach relevant documentation from the organization. For example, if the gift profile of your nonprofit differs markedly from the Giving USA profile for philanthropic giving (Assignment #1), which markets (potential donors) are not being addressed by your nonprofit? Where is the best potential for attracting new donors? Why? Even if the gift profile is similar, what are the best possibilities for your nonprofit to attract more donors? What fundraising strategies are not currently being used and could be added? What strategies can be improved? In writing the plan, be sure to remember the concept of LAI as a way of involving new donors
Portfolio Assignment #9 Assessment of Total Development Program Review the models The Development Process and the Donor Pyramid (Achieving Excellence in Fundraising, 3 rd Edition, Chapter 5, The Total Development Plan and Chapter 6, The Annual Fund ) and build on previous assignments you have completed. Assess your nonprofit s total development program: What fundraising strategies does the organization use to attract first-time donors? Are the same strategies used for renewals and for increases in gift amounts? What additional strategies are used? Does your organization conduct an annual fund? What fundraising strategies are used? Does your organization also have a major (or special) gifts program? Has the organization conducted a capital campaign recently? Was it successful? Why or why not? Does your organization have a planned giving program? How effective is it? If there is no program now, should the organization begin planning and implementing one? Your assessment should include any recommendations or suggestions for how the total development program can be improved or made more effective. Your assignment should be no more than 3-5 pages.
Portfolio Assignment #10 Trustee Roles in Fundraising Trustees play a variety of roles for nonprofit organizations. In this course, we are concerned primarily with their roles in fundraising. Achieving Excellence in Fundraising, 3 rd Edition, Chapter 24, The Trustee s Role in Fundraising looks at the entire board s role in fundraising and examines ways to build individual board member s strengths in fundraising. Using the following questionnaire and keeping the entire board in mind, work with the contact person at your organization to determine the best answers to each question. Write a brief paragraph describing areas of improvement needed (if any) to enhance the board s role in fundraising. Note: This questionnaire appears in Principles & Techniques of Fundraising (2010) published by The Fundraising School at the Center on Philanthropy at Indiana University. It is produced with permission of The Fundraising School with all rights reserved and has been slightly modified for purposes of this Instructor s Guide.
EVALUATION FORM YOUR BOARD AND FUNDRAISING* Rate your board on a 1-to-5 scale when it comes to fundraising. A 5 indicates your board is well-prepared; a 1 means your board and you need to take appropriate steps in order to engage board members in fundraising. Adapted from work by Wilcox, Ault, and Agee (1989). I. Awareness. Your board Rating (1-5) a. Understands the organization s mission. b. Is committed to the mission. c. Believes your organization s cause is worthy. d. Has ownership, pride, and enthusiasm for the cause. e. Realizes the importance of fundraising in supporting the cause. f. Has received adequate reports on fundraising activities. II. Interest. Your board Rating (1-5) a. Asks questions about fundraising. b. Seeks more information on fundraising activities. c. Serves as spokespersons on behalf of the cause. d. Understands that fundraising is 90% preparation and 10% asking. e. Realizes that many roles are valuable in fundraising (not just asking. f. Participates in activities such as identifying and qualifying prospects, participating in direct mail, and representing the organization. III. Evaluation. Your board Rating (1-5) a. Interacts positively with peers and staff in fundraising activities. b. Is willing to take specific assignments. c. Receives fundraising reports regularly and reads them. d. Receives recognition for fundraising efforts. e. Participates in planning for fundraising. IV. Trial. Your board Rating (1-5) a. Is willing to make personal calls if appropriately paired with another volunteer or staff. b. Discusses fundraising with peers. c. Recruits other volunteers for fundraising. d. Shares enthusiasm and success stories with the board. e. Serves as ambassadors to constituent groups. V. Adoption. Your board Rating (1-5) a. Believes in fundraising and participates actively in fundraising. b. Has an active fundraising committee. c. Assumes responsibility for specific fundraising tasks. d. Ensures the financial stability of the organization. *The Fundraising School at the Center on Philanthropy at Indiana University 2010
Portfolio Assignment #11 Solicitation Plan Using the information in Achieving Excellence in Fundraising, 3 rd Edition, Chapter 18 Personal Solicitation, plan a script for a gift solicitation. If possible, use a valid prospective donor from your organization. Think carefully about who the solicitor(s) will be. For example, will the executive director of the organization solicit the gift? Who, if anyone, will accompany the executive director? Review mission goals, objectives, and programs/services of the nonprofit as part of the solicitation plan. Include possible donor questions only if you anticipate that the prospective donor is likely to have questions at a particular point in the solicitation.
Portfolio Assignment #12 Management Matrix Throughout this course we have emphasized that the fundraising process should be integrated with other management processes of the nonprofit organization and be related to total organizational development. This exercise demonstrates the various resources such as people, relationships, information, and finances--that must be managed for fundraising to be successful. To each of these resource areas we can apply the five-step management process: Analysis, Planning, Execution, Control, and Evaluation. To the entire process we bring a professional stance the application of ethical and technical information to the entire process. Using the Management Matrix in Achieving Excellence in Fundraising, 3 rd Edition, Chapter 2, Managing the Fundraising Program as a framework, apply the management process of Analysis, Planning, Execution, Control, Evaluation to one of the specific resources that must be managed. Briefly discuss the ethical and technical knowledge (professional stance) that you bring to this management function.
Portfolio Assignment #13 Fundraising Cost Analysis Efficiency and effectiveness are two bases for evaluating fundraising production. Efficiency is a measure of fundraising cost or fundraising share. One management task is to create efficiency in fundraising by reducing fundraising costs. Effectiveness in fundraising refers to the increase in fundraising productivity even at the expense of increased cost. The IRS Form 990 asks nonprofit organizations to report their fundraising income and expenses (among other income and expense items). Pick one fundraising activity at your organization (this could be their direct mail program, a special event, etc.). Find out how much it costs to conduct this activity, and also find out how much the organization raised from the activity. Then, using the information in Achieving Excellence in Fundraising, 3 rd Edition, Chapter 31, Budgeting for Fundraising and Evaluating Performance, calculate the ROI (return on investment) and cost to raise a dollar figures for the activity. Write a brief assessment of the efficiency and effectiveness of the fundraising effort. Is this activity a good use of the organization s fundraising resources? Are there ways in which the organization could more efficiently use the fundraising resources devoted to this activity? Use what you ve learned so far in the course to justify your answers.