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Creating the Culture of Philanthropy Building Excellence in the Fundraising Enterprise
F.I.ASydney AustraliaAugust 24, 2011
J.B. Michael Farrell FAHP www.philanthropycoach.ca
Twitter @[email protected]
www.philanthropycoach.ca
What is a “Culture of Philanthropy”
an atmosphere, a gestalt, where every person in the organization understands that philanthropy is an essential part of the organization’s ability to advance its mission
www.philanthropycoach.ca
A Culture of Philanthropy… a culture of building not begging
The Culture of Philanthropy is a culture of Inspiration
Volunteers and staff are passionately committed to expanding the mission
Donors are given the opportunity to join you in your quest.
It is a celebration of giving and the nobility of sharing.
Donors more than thanked… donors know they are relevant …their gifts work!
It is focused on the mission not the money!
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What is…Excellence in the Fundraising Enterprise
Advancing the missionMeeting the expectations of our
stakeholdersEstablishing and achieving goalsSignificant growth
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Transformational Fundraising is Personal Journey
Re-ignite our passionFocus on who we really serveEmpower ourselves be bold/audaciousIf we are going to get good…to be
excellent at fundraising we have to revisit why we got into this in the first place
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Excellence sounds easy
“Fundraising is always about the case. You have to translate that into ‘the language of philanthropy” and then deploy your energy and resources to tell your story where you have the best potential to generate support.”
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The Algorithm of Fundraising Success
Resources + Energy Applied in areas of greatest potential
= Success
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The Business Plan
Cause…Virtually 100% of the organizations that experience significant growth do so through major gifts
Effect… “In 2012 we are going concentrate on gifts greater than $1,000…$5,000…$100,000”
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Answer this question to begin the journey to fundraising excellence
…Ms. Faloney has been giving your organization $1000 a year
…And Ms. Faloney has significant capacity.
…What would compel Ms. Faloney to make a $25,000 gift in 2012?
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What do you think Ms. Faloney knows about you?
What was in the last thank you letter you sent?
What was the feature of your last newsletter or correspondence?
What is on you walls?What is on your website?What kind of conversations have you
had with her?
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What Messages are you sending
Celebration of collectionsCelebration of eventsStories feature who and how much
rather than why.In the recognition programThe Rotary Conundrum
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Fundraising in a “Culture of Philanthropy”
No one “owes” you a giftNo one is “obligated” to make a giftYou earn gifts with good worksYou inspire major gifts with powerful
ideas
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The Power of Ideas
Is your case a big ideaDiscussing philanthropic dreamsThe $600,000,000 dollar lessonWhat can you do?
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Tapping the Philanthropic Spirit
Dream big…what would it cost to rename your institution, your service, or an endowment fund?
Your recognition program…Be careful what you celebrate
Talk about big gifts until it becomes part of your culture
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We need to replace our playground. The school board ordered us to knock it down!
We can give the community it’s first handicap accessible playground.
The Power of Big Ideas
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Our Mission and “The Paradox of Need”
Need can be paralyzingNeeds are universalSolutions set your organization apart
from the othersYou have no needs…people have needsWE are builders not beggers
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Planning Assumptions for a Fundraising Board
We are Volunteer Led Staff DrivenWe are Mission Focused We are committed to Aggressive GrowthWe commit to Activity Based metricsChange is constant
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Mission Vision Directions Strategy Implement
Strengths and weaknesses
Environmental Assesment
Impediments
Issues
Timing
Costs
Assignments
Communications
Manage
Volunteer Led Staff Driven
EVALUATE
The Board Planning Continuum
Volunteer Led Staff Driven
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The Board-Staff Partnership
Fundraising, in fact, all not for profit enterprise, is at its best when skilled and knowledgeable staff leaders partner with passionate, dedicated and well informed volunteers.
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Not this sort of partnership
Board MemberFinance Chair
Board Member
Board Member
Communications Chair
Board Member
Board Member
Board Chair
Board Member
Board Member
Board Chair Elect
Ralph…Executive Director
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Fundraising Leadership … a Three Legged Stool
Fundraising Leadership
C
E
O
C
D
O
BOARD
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Charity/CEO Leadership
Can be top volunteer by virtue of position.
Commit the time for calls as required.Make a meaningful giftArticulate the vision…serve as
spokespersonMake the Major Gifts a corporate priority Assist with identification/recruitment of
leadership
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Expanding the Capacity…The Culture of Philanthropy
All staff are familiar with the caseBoard and volunteer family awareStories and legends…Enhanced and
active celebration of major donors and heroic care givers…Larger than life.
Donor self identification…
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The Boards Dual Identity
Fundraising as a side bar…iffy at bestFinding focus…Development CommitteeParallel OrganizationsSuccessful fundraising won't happen on
the margins. It must be a part of the mission.
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The Fundraising Board … 3 Jobs
1. Raise Money
2. Steward the money
3. Award it judiciously
#2. And #3. are just concepts if # 1 isn’t successful!
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The Board Leadership… How do you add value?
This not about governanceFundraising is not very
complicated!Change starts at recruiting
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The Board Leadership… How do you add value?
Make a meaningful gift Champion the Big Idea…Set the case
vision and the goalAssist with prospect identification,
rating, cultivation and solicitationPrudently manage the funds raisedInsure resources are in place to
advance the mission
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The Budget, Resources and Commitment to Change
Budget is the price tag of the Vision Is always presented in the context of five years
of growth A chance to educate volunteers about the
business of fundraising Activity based budgets X calls = Y gifts how many people does it take
to manage X calls Board will make better choices when budget
reductions are done in the context of the vision
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Resource Deployment Pyramid
Universe
First gift
Repeat Gift
Major Gift
Legacy
ResourceAllocation
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Engaging the Board
Prospect review is standing agenda item “Cultivation calls” Bi weekly lists of prospects for consideration Scorecard kept on participation Scorecard becomes part of board report
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Donor Conversations
Donor Audit toolYour Mission…your best ideaWhat has changedWhat your agency is doing And what opportunities there are for the
donorMeasure the interest
So Lets talk to Ms. Faloney
Who is the best person to have the conversation
Explain what we are doing and whyGauge her interest in our mission Give her context for the “think about”
numberPrepare a solicitation call that would
allow her to make a difference
www.philanthropycoach.ca
www.philanthropycoach.ca
Building Donor Relationships …Donors are your best prospects
Donors committed to the mission not a single person or a shopping list
Donors must believe that your leadership is competent
Confidence that your institution will deliver the goods.
Context is right for a large gift
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Metrics for a Major Gift Operation
Case written, board approved and tested # of qualified calls for gifts < $25,000 % of calls that are successful Number of Major Gift prospects identified Number of volunteer solicitors assigned Number of Volunteer calls completed Increase in the number of major gifts secured Number of legacy gifts committed
An Activity Based Planning Model allows for some universal measures
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Tax Data SurveysTax Data Surveys
23 % of all Canadians claim gifts…Avg. $ 915
33% of Australians declare gifts …$450.
78% of all Canadians give to charity Avg. $259
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Philanthropic Support by Population
Health-Education-Religion-Kids
Diseases
Social Programs
Environment
Culture Sport Art
Chart is for discussion only
Animals
Staying Mission Focused
These people don’t tell us we are dreamin’…they raise some issue
We run off to fix a problem that may not exist
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In a perfect world we wouldn’t need fundraisers…we know we are in tough
we are fundraisers We did not make it to the top of the feeding
chain by giving our stuff away We may have been communal but it was quid
pro quo. There may be some disturbing stuff lurking in the
deep end of our gene pool Our appeal has to be stronger than the
prospect’s instinct to keep his hard earned money
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Giving is a Learned Behavior
Giving runs in families…rich and poorCaring and empathy seem to be learned
behaviors… we can be teachersDonor recognition celebrating gifts is a
great way to teach.Our appeals teachMostly we teach by our example
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www.philanthropycoach.ca
We respectfully ask individuals to make gifts commiserate with their station in life.
The Good Samaritan
Fundraising is Not Egalitarian. Who you ask and how you ask will define success
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Effective Gift CallsFundraising is a Contact Sport
Face to face call made by a by a well prepared, and passionate peer in the company of an expert witness.
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Ipsos Reid poll for …Scotia Private Client Group
97 per cent said their philanthropic decisions are motivated by the charity's cause
94 per cent said they are driven by personal values
54 per cent said the timing of the charitable request is the deciding factor.
Sample has minimum $250,000 in investments
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Volunteer
How did you get recruited?Was your recruitment mission based?What have you been asked to do?Why did you say yes?Did you come here to keep an eye on
the finances or to make difference?
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Staff
Most of us landed here because we needed a job and this looked good enough…but is it still just a job?
What made you think that you could be successful?
What is the most memorable moment of your time with your agency?
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Passion in Our Workplace
The work that we do is critically important and the only constraint on what we can do is resources
The work is noble…we are fiercely proud of what we do
difficult economic times…we are needed now more than ever!
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The Real Culture of Philanthropy
Is in our heartsIn our belief that generous people of
good will can make a profound difference in this world
In our willingness to do something to make the world a better place
You came here this afternoon when God knows you could have been anywhere else…for all that you do…thank you!