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Strengthening nonprofit governance and management

Strengthening nonprofit governance and management. Executive Director Academy Facilitator: Sharon Castle Generously Sponsored by Miller Foundation WooHoo ! AKA, Fund Development April 1 1 , 2019. Inclusion Activity. State your name Your organization

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Strengthening nonprofit governance and management

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  1. Strengthening nonprofit governance and management

  2. Executive Director Academy Facilitator: Sharon Castle Generously Sponsored by Miller Foundation WooHoo! AKA, Fund Development April 11, 2019

  3. Inclusion Activity State your name Your organization What keeps you committed to your work? What do you enjoy about fundraising? What are 2 fundraising challenges?

  4. Previous Session: Trust, More Trust, Team and Leadership Takeaway(s) How did you practice what you learned? How was it helpful? How will you continue to use what you learned?

  5. Executive Director Fundraising Responsibilities

  6. Session Goals Key roles for an Executive Director in Fundraising Developing earned revenue and sustainable funding strategies Fund Development planning Managing the fundraising process

  7. What Else?

  8. Traffic Light

  9. “Never think you need to apologize for asking someone to give to a worthy objective, any more than as though you were giving him an opportunity to participate in high-grade investment. The duty of giving is as much his as the duty of asking yours. Whether or not he should give to that particular enterprise, and if so, how much, it is for him alone to decide.” – John D. Rockefeller

  10. Staff VS. Board Roles: What Is AGood Balance?

  11. Fundraising As Part Of the Strategic Plan Fundraising must be based imbedded in your organization’s strategic plan. Each strategic goal becomes a fundraising goal. It is the board’s role to oversee the process of planning and implementation.

  12. The Strategic Plan Includes • The most important ways to strengthen your organization and its programs in the next 3-5 years • Careful analysis of internal and external factors • Monitoring mission-drift • Clear priorities which strengthen commitment and effectiveness throughout organization • Provides the foundation for all fundraising activities • Helps perpetuate a culture of philanthropy

  13. The Plan Within The Plan… • Do you have a Development Plan? • How much do you need to raise annually? • Do you know your program budgets/monetary needs? • What is your CTRD per initiative? Include “soft” costs • Direct mail • Events • One-on-one asks

  14. Why Is This Important? • Get ahead of the curve • Difficult to ask what you want when you don’t know what you need… • Recruitment and orientation • Avoid burnout • “I bought and sold raffle tickets, attended 3 events and (in extreme cases) made brownies.”

  15. Clear Expectations For All • Include fundraising in job descriptions for board and staff • Evidence of commitment to values and mission • Attendance and active participation • 100% giving • Public representation and advocacy for organization • Fill gaps in group’s skills by • Targeted recruitment • Education sessions on fundraising, communications, volunteering • Engage volunteers in special projects • Bring in needed skills • Watch for potential nominees for deeper engagement • Conduct regular evaluations to learn and grow • Demonstrate accountability to sponsors • via financial reports and individual communications

  16. Does Your Plan Include: • Overarching goals and action steps • Who is responsible • When it will/should be accomplished • How much it will cost • Benchmarks • How we will measure success

  17. Traffic Light

  18. A Robust Development Plan Includes Giving Options: • Annual Appeal • Board giving and assisting & what about staff? • Major Gifts • Special Gifts/Memorials and Honorariums • Grants • Capital Campaign • Planned Giving • Endowment • Web-based Giving • In-kind • Special Events • Friend or fund raising

  19. Working Together • Every member gives according to ability • Each invites friends to events and asks them to bring some amount for this organization • Maintain database on all givers • Identify those who give larger gifts • Take them to lunch, explore their interests • Match their interests to organization’s needs via volunteer roles • Ask them to invite their friends to event next year • Try creative, alternative ways to engage

  20. The Development Audit:

  21. Consider This The 2017 edition of Giving USA reports: • Giving by corporations is estimated to have increased by 3.5 percent (2.3 percent adjusted for inflation) in 2016, totaling $18.55 billion • Giving by foundations increased 3.5 percent (2.2 percent adjusted for inflation) to an estimated $59.28 billion in 2016. Data on foundation giving are provided by Foundation Center • Giving by individuals totaled an estimated $281.86 billion, rising 3.9 percent (2.6 percent adjusted for inflation) in 2016

  22. Fundraising Realities The Center on Philanthropy (COP) at Indiana University found that their respondents reported giving about 24 percent of their annual total between Thanksgiving and New Year’s Day. Another COP study focused on high–net worth donors (defined as households with income greater than $200,000 and net worth over $1,000,000) found that 42.7 percent of those surveyed gave more during the holidays than the rest of the year; 44.4 percent reported giving “about the same.”

  23. If Those Are The Realities… How do we prospect for new donors? Prospecting Exercise for Board, Staff and Volunteers

  24. Prospect To Donor To Ambassador

  25. Stewardship • Thank the donor • Establish ways to recognize gifts and publicize gifts. Include donor in decision and respect anonymity • Always use funds as intended by donor • Update the donor • Continue to engage him/her with organization • Build long-term relationship of trust = loyalty

  26. Getting To Know You

  27. Turning A Thank You Call To Visit

  28. The Visit!

  29. Key Steps In Fundraising The board takes leadership, with staff support Begin with strategic goals for the organization, not with whatever funding sources seem available Develop the plan within the plan

  30. Key Steps In Fundraising Search for sources and people who are interested in and share your goals Develop relationships with them Find ways to engage them with your organization before asking for anything Results are directly correlated with the extent of engagement. There are no shortcuts

  31. Key Points On Giving And Asking People give money because they want to People don’t give unless they are asked People give money to people, not programs People give money to opportunities, not deficits People give to successful organizations, not to distressed ones – success breeds success People thrive on hope and give money to make positive change People give on their timetable, not ours

  32. Traffic Light

  33. Be the action Lead by example If you don’t ask you won’t get Make it personal and meaningful

  34. Find Out Morewww.nonprofnetwork.org Sharon Castle Capacity Builder Sharon@nonprofnetwork.org 2800 Springport Road Jackson MI 49202 517.796.4750 www.nonprofnetwork.org

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