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Development Fundamentals: 102
Intermediate Practices in Philanthropy
Dr. Dana Zorovich, CFRE
The College Board is driven by a single goal — to ensure that every student has the opportunity to prepare for, enroll in and graduate from college.
Our work falls broadly into three categories: College Readiness, College Connection and Success, and Advocacy.
The College Board’s Focus
2
As a not-for-profit membership association representing more than 5,900 colleges, universities and schools, the College Board leads national and international efforts to improve access to and readiness for higher education.
As Federal and State funds are declining, the College Board is responding to a need voiced by our constituents for tools and practices to attract private foundations to your college readiness efforts.
Foundation Funding Support
3
Philanthropy Defined:
philanthropy, n. a voluntary act for the common good.
Acknowledgement: Philanthropy is a private sector means of effecting social change outside of government. It is an acknowledgement that Government cannot resolve all societal issues and acts as an outlet for those voluntarily seeking change.
Prospecting Cultivation and Solicitation Relationship Building Volunteer Management Fundraising Management Accountability
Agenda
• Tools to identify individuals and groups
• Segmentation• Delineation between
suspects and prospects
Prospect Research
• System to store information
• Retrieval and analysis cycles
• Leading training efforts
Data Management • Categorize by potential
(rating)• Prioritize and plan
solicitations• Ambassador training
Plan Solicitations
Prospecting: Identification and Understanding
Data Gathering and Analysis◦ Prospect Information Sources◦ Written/Published Materials◦ People◦ The Internet
Prospecting: Identification and Understanding
Qualifying Prospects◦ Donor Survey Components and Use◦ Market Survey Components and Use◦ Prospect Screening, Qualifying, and Rating
Prospecting: Identification and Understanding
Giving Capacity Code
Giving Potential Giving Inclination Code
Description
1 $500,000 + 1 Clearly turned off; no record of interest
2 $100,000-$499,999 2 Minimal interest, occasional donor, attends meetings, infrequently
3 $50,000-$499,999 3 Moderately active or formally very active
4 $10,000-$49,999 4 Very active, regular donor, committee member
5 Under $10,000 5 Governing Board member, regular gift, very engaged
Sample Rating Approach
Planned Gifts
Major Gifts
Annual
Giving
Match Prospects to Giving Programs
External
Secure gifts
Assessment
Testing/Evaluation
Survey/study response to materials
Training to increase
effectiveness
Internal
Comprehensive Campaign Plan
Design solicitation materials
Case for Support
Cultivation: Securing the Gift
Giving Methods Planned gifts Major gifts Annual gifts Volunteerism
Which gifts are from your pocketbook, checkbook, or portfolio?
UltimateGift
BequestPlanned Gifts
Special Gifts
Endowment CampaignsCapital/Special Campaigns
Annual CampaignsRenewal
First Time Gift
AwarenessSpecial Events
Publications
Public RelationsIdentification
Information
Interest
Involvement
Investment
Giving Pyramid
case, n. the reasons why an organization both needs and merits philanthropic support, usually by outlining the organization’s programs, currents needs, and plans.
Source: AFP, Fundraising Dictionary
1. Identify and validate the needs2. Document the needs3. Identify programs and strategies designed to
meet the needs4. Establish the competence of the organization
and its staff5. Explain who will benefit from the services that
will be made possible with a gift
The Case Statement Will:
Relationship Management Prospect Management Negotiation Techniques
Moves Management: Relationship Technique
Opening Involvement Present the Case
Overcome Objections Close
Gift Solictation
Investment
Involvement
Interest
Relationship Building
Fundraising Philanthropy
Intervention Interaction
Transactional Transformational
Short-tern oriented Long-term oriented
Get the money and get out Get the person
Centered on organization Donor centered
Linear thinking System thinking
Not fulfilling Totally satisfying
Dominated by networks Driven by mission/vision
Fundraising vs. Philanthropy
Identification
Screening
Introduction
Interest
AppreciationInvolvement
Rating
Solicitation
Response/Recognition
10 Steps for Relationship Development
Identification and Recruitment
Training
Representation and Responsiveness
Maximize Commitment though
Meaning
Recognition
Replacement
Volunteer Management: Community Engagement
Leadership Support
Professional Services
Volunteer Fundraising
Field Support
Volunteer Roles in Fundraising
Strategic Planning
Alignment with Philanthropy
Short and Long Term Plans and
Budgets
Performance Analysis
Effectiveness of Program
Effectiveness of Staff
PolicyLegal and
Ethical Standards
Governance
Fundraising Managment
The responsibility, duty, and obligation of the board of directors working in concert with senior administrative staff, to successful manage the organization's programs and services and to steward all its fiscal activities.◦ Duty of Care◦ Duty of Loyalty◦ Duty of Obedience
Governance
Reporting Audiences•Donors•Board•Staff
Public Trust•Transparency•Allocations are appropriate•Financial records
Compliance•IRS rules•Legal considerations, e.g.,
planned giving
Accountability
I. To be informed of the organization's mission, of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes.
II. To be informed of the identity of those serving on the organization's governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.
III. To have access to the organization's most recent financial statements.
IV. To be assured their gifts will be used for the purposes for which they were given.
Donors’ Bill of Rights
26
V. To receive appropriate acknowledgment and recognition. VI. To be assured that information about their donations is handled
with respect and with confidentiality to the extent provided by law. VII. To expect that all relationships with individuals representing
organizations of interest to the donor will be professional in nature. VIII. To be informed whether those seeking donations are
volunteers, employees of the organization or hired solicitors. IX. To have the opportunity for their names to be deleted from
mailing lists that an organization may intend to share. X. To feel free to ask questions when making a donation and to
receive prompt, truthful and forthright answers.◦ Developed By
American Association of Fund Raising Counsel (AAFRC)Association for Healthcare Philanthropy (AHP)Council for Advancement and Support of Education (CASE)Association of Fundraising Professionals (AFP)
Donors’ Bill of Rights (cont.)
27
Prospecting Cultivation and Solicitation Relationship Building Volunteer Management Fundraising Management Accountability
Closing…
Catherine [email protected]