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Fundraising Lecture Case Statement, Development Assessment, Campaign Organizational Structure and Goals, Gift Pyramid, Accountability and Sustainability. Walter C. Farrell, Jr., Professor School of Social Work . University of North Carolina at Chapel Hill

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FundraisingLecture Case Statement, Development Assessment, Campaign Organizational Structure and Goals, Gift Pyramid, Accountability and Sustainability

Walter C. Farrell, Jr., Professor

School of Social Work

.University of North Carolina at Chapel Hill

Chapel Hill, North Carolina 27599-3440

farrellw@bschool.unc.edu

group activity selling telling sharing
Group Activity: Selling, Telling, & Sharing

As go through the presentations, I am asking Ms. Avery and Mrs. Godhinoto Critique each other’s Case Statement and then report to the class

Ms. Williams and Ms. Mason will also Critique each other’s Case Statements

case statement business plan
Case Statement/Business Plan
  • Statement of why your organization exists, what it does (Project Definition/Marketing Strategy)
  • It describes in some detail:
    • The need the nonprofit was set up to meet
    • The way it will meet that need (Target Market/Implementation Plan and Timetable)
    • The capacity of the nonprofit (Risks/Exit Plan)
  • It is an internal document for use by staff, board, and key volunteers
  • Parts of it will be used in brochures, proposals, direct mail letters, etc.
elements of the case statement
Elements of the Case Statement
  • Mission – tells the world why nonprofit exists, its unique role
  • Goals – tells what nonprofit hopes to accomplish, how it plans to solve the problem
  • Specific, Measurable, and Time-LimitedObjectives* - tell how goals will be met
  • Summary ofNonprofit’s History – shows that nonprofit is competent and can meet its goals, service quality(Industry Analysis/Competition)

*May change annually

elements of the case statement cont d
Elements of the Case Statement (cont’d)
  • Description of NonprofitStructure – discusses board and staff size, composition, governance, and people involved in the organization (e.g., clients, organizers, teachers, etc.), Project Operations and Management
  • Fundraising Plan – how you will secure funding, preferably from a broad array of funders
  • Budget/Financial Statement – shows that the organization spends money wisely, and profit and loss, assumptions, cash flows*

Shows that salaries, benefits, rent, and other costs are consistent with the mission

*Normally will change annually

determining natural p artners
Determining Natural Partners
  • Identify groups and organizations doing similar work OR different work but with a similar vision
  • Think about how you could avoid duplicating efforts and find mutually beneficial relationships
  • An essential strategy of a good fundraising program
natural partners your nonprofit
Natural Partners Your NonProfit
  • COAL
  • PISGAH LEGAL SSERVICES
  • NC HOUSING COALITION
  • GLOBAL VISIONARIES
  • BECOMING TOBACCO FREE
selling telling and sharing its a ll i n h ow y ou a sk
Selling, Telling, And Sharing: Its All In How You Ask
  • Selling- can sometimes spread the excitement of the salesperson to get the "customer" to make a purchase , but if that person isn't shopping then selling can feel forced or manipulative
  • Telling - a one-way exchange of information, people who are communicated to in this way are often turned off and lose energy
  • Sharing - involves an intention that comes from the heart and a dialogue with other people
importance of board of directors
Importance of Board of Directors
  • Ensures organizational continuity
  • Sets policy and reviews and evaluates organizational plans
  • Forms long-range plans
  • Maintains fiscal accountability
  • Responsible for FUNDRAISING!
  • Hires, evaluates, and fires staff
reason for the case statement
Reason for the Case Statement
  • Having a fully developed Case Statement helps guarantee that information presented by board, staff, volunteers, etc. is CONSISTENT
  • It rallies people to your cause
  • Your Case Statement should be reviewed annually*

*Rarely done by most nonprofits

developing the case statement
Developing the Case Statement
  • Usually developed by small committee, and is worth spending a good amount of time to complete
  • Board, staff, and key volunteers must agree on its contents, especially the mission and future plans
  • The people who must implement the plan must believe in it to do successful fundraising work
  • Hurrying the process will come back to haunt the organization
case statements should
Case Statements Should
  • Be Compelling, Clear, Simple
  • Be Concise (but long enough to articulate your position)
  • Describe Need For Services/Products
  • Provide Supporting Data*
  • Present Credentials/Successes
  • State Funding Goal

*May be internal or external (for fledgling nonprofits)

case statement mistakes
Case Statement Mistakes
  • Too Institutional
  • Provide Too Little Rationale/Sense of Urgency
  • Provide Too Little Basis For Confidence In Your Organization
  • Emphasize Need/Project Over Opportunity
  • Overly Slick (may suggest “excessive expenditures”)
foundations cont d
Foundations (cont’d)
  • Foundations can be researched through:

Internet, Foundation Directories, etc., and all have published funding guidelines

  • Most will request some form of proposal and will provide specific formats (or you can use your Business Plan)
government grants funding
Government Grants (Funding)
  • Often, there are categorical areas of funding that continue over the long-term: alcohol and substance abuse, at-risk youth, child welfare, etc.
  • Funding/grants are predicated on objectives of government administration: local, county, state, and federal
government grants funding cont d
Government Grants (Funding) (cont’d)
  • They are also predicated on current “whims/interests” of government (Mayor, County Executive, Governor, President, and their key officers [cabinet officials])
    • Faith-based funding
    • Welfare reform
    • Education reform
    • Etc.
development assessment
Development Assessment
  • Determines Organization’s Capacity for Fundraising
  • Helps New Development Staff (or Staff Assigned the Role) to Acclimate
  • Gets New Exec. Dir./CEO Up and Running in FUNDRAISING
development assessment cont d
Development Assessment(Cont’d)
  • Requires Buy-in from Exec. Dir./CEO, Board, and Staff
  • Encourages Staff, Volunteers, Donors, and Community Members to Take Active Role in FUNDRAISING Campaign
  • Critically Examines the Organization’s FUNDRAISING Strategy
development assessment cont d1
Development Assessment(Cont’d)
  • Operates on a Timeline that is Really Dependent on Time Availability (Although 4-12 Weeks is Recommended)
  • Provides Basis for Setting Realistic Goals for FUNDRAISING from Different Audiences
  • Outlines/Suggests Steps to Solicit Financial Support in a Cost-Effective Manner
development assessment cont d2
Development Assessment(Cont’d)
  • Measures Public and Donor Perceptions of Management’s Function and the Fundraising Operation
  • A Development Assessment Does Not Assess Staff Capability or Service Delivery
  • Development Assessment is Usually Handled by an Internal Coordinator in Small to Medium-Sized Organizations (or Those With Tight Budgets)
campaign organizational structure
Campaign Organizational Structure
  • Do You Have a Strong, Representative Board?
  • Do You Have Adequate Volunteer Involvement?
  • Do You Have Sufficient Staff Resources?
successful fundraising
Successful Fundraising
  • Set a Goal
  • Build a Team
  • Expand a Prospect List (One Should Already Be on Hand)
  • Outline Personal Solicitation Strategy
  • Build Fundraising Pyramid
the donor pyramid

More Personal

Less Personal

The Donor Pyramid

Major Donors

Leadership Donors

Upgraded Donors

Regular Donors

Acquiring Donors

staff volunteer organizational structure

May Have Outsiders

Staff / Volunteer Organizational Structure

Development Officer /

Executive Director

Board

Fundraising

Steering Committee

Advisory Council

Donor

the organizational triad

Mission

  • Vision
  • Policy Direction
  • Advocacy Building
  • Constituency Development
  • Fundraising
  • Community Relations
The Organizational Triad

Governance

and Management

Program

Administration and

Execution

Support

Division

  • Service to Mission
  • Program Responsiveness

Combines Best Creative

Energies From All

setting fund raising goals
Setting Fund Raising Goals
  • Review Income Sources From Previous Years
  • Create a Spread Sheet and Categorize Contributed Income Based on Its Source
  • Look for Trends Within Various Types of Contributed Income
setting fund raising goals cont d
Setting Fund Raising Goals (Cont’d)
  • Calculate Average Annual Rate of Growth (or Decline) for Each Category of Income
  • When Planning a Special Project, Meet With Potential Funders to Assess Support
  • Hold Meetings to Discuss Information Above With Board Fundraising Committee and Development Staff
setting fund raising goals cont d1
Setting Fund Raising Goals (Cont’d)
  • If a Negative Trend Has Been Identified, Discuss Plans for Improving Performance
  • Discuss and Develop Fundraising Plans for Coming Year
  • Make Final Contributed Income Projections Based on Past Performance and Fundraising Plans
setting fund raising goals cont d2
Setting Fund Raising Goals (Cont’d)
  • Be Realistic When Setting Goals
  • When Preparing a Budget, Project Your Income Before You Project Your Expenses
  • Build a SURVIVAL, REASONABLE, and MAXIMUM Goal for Your Organization
sustainable fundraising
Sustainable Fundraising
  • FUNDRAISING Solicitors Should Reflect the Diversity of Communities Served
  • Link FUNDRAISING to Board’s Talents
  • FUNDRAISING Sustainability is Ultimately About Connecting to People (Donors)
  • Continuous Planning is Key to Long-Term FUNDRAISING Success