Friday, April 16, 2010
2. Data Management Capacity
3. Membership/Annual Fund/Special Gifts Analysis
4. Qualified Prospect List
5. Board participation
6. Integrated communications/marketing plan
7. Compelling case for giving
8. Viable Financial Plan
9. Organization well-regarded
Monday, April 12, 2010
Institutional Planning Sessions [IPS’s] are intensive, facilitated programs designed to help non-profit organizations initiate important action steps. IPS’s provide boards and executive directors with a unique opportunity to reflect carefully on a key issue without the immediate pressure of other board business.
Recent IPS topics have included;
Governance review-committee function, bylaws
Fund raising review
Pre-capital campaign assessment
Institutional priority review
The IPS approach makes the assumption that the most important part of the process consists of ‘planning to plan.’ It frequently happens that during initial session analysis the organization redefines or even completely discards the initial planning goal.
1. Initial contact with consultant.
2. Liaison established.
3. Preliminary questionnaire and discussion of IPS scope and focus.
4. Data review by consultant on a confidential basis. Examples; 990, strategic plans, annual reports, board/committee minutes, attendance analysis, grant applications, staff/board contact information.
Planning Session [3-6 hours]
Post-session Assessment and Implementation [Post session]
· Confidential IPS assessment report from consultant
· Session assessment by participants
Philip Sedgwick Deely & Associates
Saturday, April 10, 2010
Plan the call with your partner
Know your prospect-what has their involvement been? Decide in advance who will make the request for a gift. Meet 10 minutes before the call and rehearse.
Know the case/prospect
What is the mission, what are the needs? Talk about excellence first, needs come next. What are the prospects’ giving history? What interactions have they had with your organization?
Personal, face-to-face contact is the most effective way to ask for a gift. Deflect a preemptive gift when setting an appointment. “Ah, come on, you don’t need to bother coming over. Why don’t you just tell me what you need?”
Cite personal commitment
“Would you consider joining me with a gift of…Those who ask must have already given themselves. Set appointments yourself when possible. It is appropriate to make direct reference to your own gift.
Adopt a positive outlook
"I’d like to ask if you would consider a gift in the range of...Avoid-“I know there are a lot of demands on you" or the worst "we have you down for..." Soliciting a gift is not 'begging', 'arm twisting', or 'putting the bite on someone.'
Ask, then listen
Research indicates that more than 1/2 of all solicitations that fail to result in a gift occur because… the solicitor has not asked for a gift. Do not leave a blank pledge card behind. After you have asked for the gift...do not speak. Be prepared to offer an alternative gift opportunity.
Philip Sedgwick Deely & Associates
Thursday, March 25, 2010
I opened my 10th invitation to a summertime fundraising gala this morning and began to muse about signs that the recession might just becoming to an end...modest recovery in the financial markets and a calmer approach to real estate workouts are encouraging signs and yet the potential for a late season 'frost' is still lurking. Most NPO's have had to recalibrate their expectations in the past two years. The 'new normal' does not entail reliable annual growth in the annual fund, every larger comprehensive capital campaigns, or even, ever higher benefit ticket prices!
More than ever before NPO's need to nurture relationships with their donors and, in particular, treat LYBUNT [Last Year But Not This] donors carefully-allowing them to reengage at a lower giving level if necessary. Some organizations have offered to maintain certain upper level benefits for one-time big donors with an invitation to resume full benefits at a higher level next year.