Fund Development Plan - Mission Lift Isaac Agree Downtown Synagogue – Fund Development Plan Developed by Janet Ray & Associates 9/30/2010 Agency Fundraising History The current operating

2010-2011

Produced By Janet Ray & Associates under

Board Leadership

9/30/2010

Fund Development Plan

TABLE OF CONTENTS 1 Executive Summary ............................................................................................................... 1

Agency Fundraising History .................................................................................................................. 2 1.1.1 Mission/Vision/Values........................................................................................................................... 3 1.1.2 Linkage with Business Plan ................................................................................................................... 4 1.1.3 Partnerships/Collaborations ................................................................................................................... 6

1.2 Sources of Revenue .................................................................................................................... 6 1.2.1 Historical and Current Funding Sources ................................................................................................ 6 1.2.2 Individual Sphere of Influence............................................................................................................. 13 1.2.3 Financial Goals & Timing ................................................................................................................... 16

2 Fundraising Needs / Program Descriptions ....................................................................... 19

2.1 The Need for Fund Development ........................................................................................... 19 2.1.1 Synagogue needs & priorities .............................................................................................................. 19 2.1.2 Fundraising Goals, Objectives, Timelines ........................................................................................... 19 2.1.3 Calendar of Strategies Summary ......................................................................................................... 23 2.1.4 Calendar of Grant Submission Activities & Program Focus ............................................................... 24

2.2 Program Supports ................................................................................................................... 26 2.2.1 Testimonials - Making a Difference in People‘s Lives ........................................................................ 26 2.2.2 Donor Recognition Program ................................................................................................................ 27

3 Governance and Leadership ................................................................................................ 28

3.1 Prospect Research.................................................................................................................... 28 3.1.1 Potential for Support ............................................................................................................................ 28 3.1.2 Businesses ............................................................................................................................................ 28 3.1.3 Individual – Youth ............................................................................................................................... 28 3.1.4 Members and Families ......................................................................................................................... 29 3.1.5 Government ......................................................................................................................................... 29 3.1.6 Foundations.......................................................................................................................................... 29 3.1.7 Sponsorships ........................................................................................................................................ 29 3.1.8 Collaborative Opportunities ................................................................................................................. 29

4 Cost of Plan Implementation ............................................................................................... 30

5 Summary of Recommendations ........................................................................................... 31

Appendix ............................................................................................................................... 31

Tables and Figures

Figure 1 - Concentric Circles Revenue Chart (Past & Present) ..................................................................................... 9 Figure 2 - Concentric Circles Revenue Chart (Future) .................................................................................................. 11 Figure 3 - Pieces of Pie Fundraising Chart .................................................................................................................. 14 Figure 4 - Sphere of Influence Chart ........................................................................................................................... 15 Figure 5 - Operating Budget ........................................................................................................................................ 32

Table 1 - Current Funding Streams................................................................................................................................ 7 Table 2 - Financial Target Goals by Program .............................................................................................................. 16 Table 3 - Capital Improvement Chart .......................................................................................................................... 17 Table 4 - Phases of Capital Improvement ................................................................................................................... 18 Table 5 - Action Plan ................................................................................................................................................... 19 Table 6 - Calendar of Strategies .................................................................................................................................. 23 Table 7 - 2010 Board Member Roster .......................................................................................................................... 28 Table 8 - Cost of Plan Implementation ........................................................................................................................ 30 1

1 Isaac Agree Downtown Synagogue – Fund Development Plan Developed by Janet Ray & Associates 9/30/2010

1 Executive Summary

Isaac Agree Downtown Synagogue (IADS) was incorporated in 1921 and is recognized as a

tax exempt body. The Synagogue targets the unmet needs of the Jewish community,

particularly for those who work downtown, are unaffiliated, cannot afford another

Synagogue, or are visiting the city―by providing an egalitarian, spirited, traditional

(Conservative) Jewish presence in the heart of Detroit. Membership dues are optional and

continue to be minimal. Currently the two main constituencies who are interested in creating

a welcoming environment at this synagogue are young Jewish adults who are interested in

rebuilding the city and more established Jewish community members who have significant

ties to Detroit.

The IADS serves 886 individuals annually. 500 individuals benefit from High Holiday

services, of which approximately 150 individuals are Synagogue members. Last year‘s

actual revenue of $58,991 exceeded the budget projection/fundraising goal of $44,025. This

is a 25% increase in fundraising results. Successful past revenue strategies include

membership dues, contributions and memorial book subscriptions. IADS‘ new revenue

streams consist of an annual mail appeal campaign and earned income from the film industry.

The Synagogue’s endowment also was in place to bring in earnings from investment interest.

The breadth of the Board of Director‘s services, ideas and tasks are expansive which has

demonstrated a positive financial result.

IADS received one foundation grant from New Detroit at $2,500. The Downtown

Synagogue‘s dedicated members have demonstrated the ability to leverage in kind resources,

volunteers and goods worth $109,920. Every dollar donated to IADS leverages an additional

two dollars. This makes IADS an excellent investment since cash donations double in size.

This in-kind success has been attributed to partnerships with such institutions as Wayne State

University and Community Legal Services as well as the dedication of members. There is no

paid staff.

This Fund Development Plan offers specific strategies for capacity building and a balanced

budget with increased growth for subsequent years. The target financial goal of $108,450

will be achieved through a variety of methods to insure that IADS has a diversified revenue

stream. The proposed strategies utilized include member dues, individual donations, business

donations (especially existing vendors), mail appeals, board contributions, the Benevon®

model using Point of Entry donor cultivation and major annual ―Ask‖ event, grant writing

and the exploration of an endowment. Systems have been created to capture potential donor

names using electronic records through a newly established computerize system (Giftworks).

All stakeholders, including members, future staff and board members, will be incorporated

by using their spheres of influence to connect the synagogue to potential financial and in-

kind resources. The implementation of a timeline with an associated responsible person is

the key to success of the plan. Laser focus on plan implementation will bring sustainable

success for the future of the Downtown Synagogue.


Agency Fundraising History

The current operating budget was conservatively set at $36,425, with an additional $109,920

from in-kind dollars. There has not been an external financial audit. IADS has been

successful in leveraging many in-kind donations such as program coordination, visiting

Rabbis, food for special events, bookkeeping, clerical, Rabbi, Cantor and Torah readers.

Hand of Help provides food donation on a biweekly basis. New Detroit and Nonprofit

Enterprise Works (NEW) have provided numerous Board trainings. Many Board members

volunteer services such as electrical, security and the leveraging ability is a one-to-one

match. Thus, for every dollar donated, IADS will produce an additional dollar in resources.

The 150 devoted synagogue members provide a significant portion of revenue (27%)

through annual dues that total $15,925. 46 members and/or individuals gave more than the

recommended dues resulting in $ 6,278 which is considered an unrestricted contribution and

attributes to 11% of the budget. This was an increase from the project $10,000. Another

revenue stream is the memorial book subscriptions. 100 individuals subscribed creating

$15,406 of revenue which attributes to 26% of budget. 88 individuals subscribed for the

2009 High Holidays book, while 73 individuals subscribed to the 2010 memorial. Both are

recorded in the same fiscal year. IADS has a unique and historical location which has

positioned IADS to tap into the film industry. This is an unpredictable revenue stream.

However, in the last fiscal year it made up 21% of the annual budget at $12,100. Another

new fundraising strategy was the annual campaign mail appeal letter, which accounts for 8%

of the annual budget. The mail appeal was sent to 150 individuals and yielded $4,490. Out

of 150 people, 55 people responded to the mailing, which yielded an average donation rate of

$82. The endowment originally created by friend of Burt Altman provided 4% of the annual

budget at $1,125. Finally, social events generated the remaining 4%. New Detroit awarded

a capable building grant of $2,500.

IADS has demonstrated a renewed energy to expand services that well exceed their past

conservative budget goals through new and innovative fundraising strategies. Thus, IADS is

organizationally poised for capacity building to expand services to a greater number of young

metro Detroiters.


1.1.1 Mission/Vision/Values

The vision, mission and guiding principles were updated in the Spring of 2010 as a part of the

Board Strategic planning process.

Vision

The Downtown Synagogue envisions itself as a broadly inclusive institution; one in which

anyone may discover Judaism in a safe and welcoming environment. It offers a place in

which all can openly observe and reflect upon their role as Jews—both historically and in

contemporary society—and provides a hub for collective action in support of the Jewish

community as well as the general community of greater Detroit.

Mission

The principal mission of the Downtown Synagogue is to serve as a beacon for the Jewish

community of Metropolitan Detroit by maintaining a traditional, egalitarian synagogue in

Detroit; by acting as a conduit for Jewish activity in the city; by offering a wide range of

programming that will support the revitalization of the city; and by ensuring accessibility to

all.

Guiding values

Tradition and culture of Judaism

Accessibility and inclusion for all, Jewish and non-Jewish

Social consciousness about our surroundings

Representation of Jewish identity and history in Detroit

Education to Jews and non-Jews about the beauty of Judaism

Outlet for alternative Jewish self expression


1.1.2 Linkage with Business Plan

The IADS Fund Development Plan will provide specific strategies and action steps to

actualize the Business Plan. IADS chose to create a business plan instead of a strategic plan

in order to combine traditional elements of strategic thinking with an enhanced framework to

support implementation. The Business Plan prioritized seven strategic goals to respond to

the needs of the Detroit Jewish community and allies which are:

Goal #1 - To provide an inclusive, community-based, traditional egalitarian house of worship for

Jewish residents, merchants, and professionals living, visiting, and working in a revitalized

downtown Detroit.

Objectives:

a) To hold weekly Shabbat morning services,

b) To hold High Holiday services,

c) To hold other types of religious services, such as Havdallah and TuBishvat

d) To offer Torah studies and Hebrew lessons

e) To conduct outreach to Jews of all persuasion and invite their participation

f) To offer attractive, interesting religious programming

g) To observe Judaism in a fun and spiritual way

h) To increase frequency of prayer services at the Synagogue

i) To hire clergy

Goal #2 - To provide Detroit with an official physical and institutional Jewish presence in the

central city.

Objectives:

a) To retain the current location of the Synagogue in Downtown Detroit

b) To inform local institutions of our presence and services

c) To serve as a resource for local and visiting Jews

d) To serve as a connection for Jews to the City of Detroit

e) To increase the visibility of the Synagogue throughout our community

Goal #3 - To provide a accessible Synagogue in Metro Detroit to the entire Jewish community

with a membership fee so modest that all who wish to affiliate may do so , and to offer free High

Holiday services for hundreds each year.

Objectives:

a) Continue having free High Holiday services, serving over 500 per year.

b) To offer free lunch every week after Saturday Services

c) Offer ultra-low-cost membership for the Jewish community

d) To offer free and very-low-cost programming.

e) To keep an open door and open mind to the outside community


Goal #4 - To provide the greater Jewish community with a real, tangible link to the city in which

many were born and raised and to provide them with an outlet for their nostalgia and

remembrance of friends and family.

Objectives:

a) To offer historical tours and related opportunities

b) To complete an oral histories project, documenting the Detroit Jewish experience

c) To connect with older Jews who have nostalgia for the city

d) To establish a physical place containing Jewish Detroit historical artifacts

e) To serve as an outlet for older Jews in remembering their friends and relatives

Goal #5 - To attract and retain Jews to Metro Detroit by creating a vibrant urban community for

them. To create a unique space, such as an urban community center, and help build the lifestyle

that many young Jews are longing for.

Objectives:

a) To create an attractive urban space where Jews can congregate

b) To build a community center in Detroit offering alternative, unique programming

c) To conduct outreach to young Jews alienated from Jewish culture in the suburbs

d) To collaborate with other institutions to offer creative opportunities for Jews

Goal #6 - To recreate a thriving religious and Jewish cultural presence, a genuine Jewish

community, and to explore what it means to be Jewish in a post sprawl urban center.

Objectives:

a) To reinvent Judaism in Detroit

b) To increase suburban Detroit Jews' interest in Detroit

c) To implement strategies to increase Jewish participation in Detroit affairs

d) To create a vibrant, supportive, involved Jewish community

Goal #7 - To be active in historic preservation, including renovating the current historic building

in the Capitol Park Historic District.

Objectives:

a) To renovate the Downtown Synagogue, a historic building

b) To collaborate with historic preservation Synagogues in Detroit

c) To advocate for historic preservation in Detroit

d) To be active in the Capitol Park Historic District

The Fund Development Plan‘s focus is to maximize resources through best practice models,

partnerships with volunteers, educational and community institutions as well as tracking

resources by electronically recording, and evaluating in-kind sources. Other resource generating

opportunities will be available through grant making. The Fund Development Plan will

diversify the revenue strategy through the use of individual donors, mail appeals, online giving,

and key events. All efforts will be recorded electronically.


1.1.3 Partnerships/Collaborations

The IADS uses strategic partnerships and collaboration to provide outreach to other Jewish

people as well as provide complementary services. Below is a list of key partners.

Community Legal Resources

Community Next

Detroit College Promise

Detroit Interfaith Coalition

Hava Nashira Congregation

Hillel of Metro Detroit (HMD)

Grosse Pointe Jewish Council

Jewish Forum

New Detroit, Inc.

Reconstructionist Congregation of Detroit (RCD)

Young Adult Division (YAD) of the Jewish Federation

Wayne State University

1.2 Sources of Revenue

1.2.1 Historical and Current Funding Sources

IADS is a long standing (89 years) religious institution with a dedicated older donor base and

emerging young Detroit Jewish professionals and activists. Current operating funds are

generated from three main sources; membership dues, subscription in the memorial book and

the first mail appeal letter. The present IADS leadership has set targets of funding in order to

diversify and expand funding sources. In addition, data from volunteers, board members,

donors and members will be compiled in a new collection system, which is being developed

and maintained with donor software, so that electronic records can assist in building new

donors and cultivating relationships on an ongoing basis. The models below provide a

graphic representation of past and future funding trends

Past & Present Future

Model of Past Funding Trends –

individual donor with significant in-kind

Model to Future Funding Goals –

Diversification of funding Sources

Mostly In-kind


The funding strategies of the recent past show the synagogue underfunded and not fully utilizing

all possible methods of fund raising. The graphic in figure 1, on page 9, shows starting from the

circle center that the synagogue members, who benefit most from IADS services, should be

invited to contribute and take an increased stake in the Synagogue‘s sustainability. The next ring

in the circle is fee for service. Currently, there are no fee generating activities except for

memorial book subscriptions, which are contributed at the High Holidays. The next ring of

concern belongs to the staff and Board leaders. Currently, there is no paid staff. As the

Synagogue‘s governing body, The Board of Director‘s financial contribution is an important

demonstration of commitment to the mission. Currently, 12 of 12 Board members (100%)

contribute since there is a Board requirement to be an active synagogue member. However,

additional board leadership gifts/contributions are not required. The next surrounding ring

references events. Events help familiarize potential donors with the Synagogue and provide

social and programming benefits. There have been three small events that have generated under

$500. The mail appeal is an approach for smaller donations and is a way to have constant

contact with individual donors. The first attempt in soliciting donors was successful with

$4,490 being generated among 150 Synagogue members. This has great potential for cultivating

donors as well as providing a means to ask for a direct contribution.

Specific funding sources are illustrated below for current year.

FISCAL YEAR: SEPT. 1, 2009 – AUG. 31, 2010

REVENUE TYPE SOURCE AMOUNT

Individual Donor

Membership Dues $15,925

Memorial Book Subscriptions $15,416

Individual Contribution $6,278

Mail Appeal $4,490

Earned Income

Films Using IADS building $12,100

Grants

New Detroit, Inc $2,500

Endowment

Fiends of Burt Altman $0

Small Social Events

Shabbat/Yom Tov Lunches 394

Shabbaton & Torah Study $60

Second Seder $1,152

Other Holiday Parties $261

Misc

Refunds $415

TOTAL $58,991 Table 1 - Current Funding Streams

* committed in previous fiscal year, but recorded in current fiscal year.


The individual donor, personal ―ask‖ strategy and the ―ask‖ event have not been utilized. This

strategy is dependent on the ―bridge making‖ of board members and champions to connect

potential donors with Synagogue leaders for a larger donation.

Currently, none of the region‘s civic organizations contribute. Many other civic organizations,

such as Jewish school groups, fraternities and sororities, have yet to be invited to contribute.

However, with the partnership of Bnai Brith Youth Organization (BBYO) and suburban

synagogues, the IADS could tap into this funding potential by increasing the exposure and

emotional commitment to IADS through civic groups and community service and Tikkun Olam

Detroit based projects.

The proposal strategy ring that includes foundations and corporations is also concerned with the

Synagogue‘s success since many institutional mandates are philanthropic and depend on

religious institutions to provide services. IADS has had some success in obtaining donations

from individuals directly connected to a Jewish family foundation (i.e. Kossin Foundation).

Finally, true independence comes with the establishment of an endowment that creates dividends

that can be used for unrestricted operating expenses or a dedicated program. There is an interest

bearing endowment with the current principle of $15,000. The Jewish Federation manages this

investment that was originally donated by the friends of Burt Altman. Last year the account

generated $1,125 of income from the 8% interest.

Figure 1 on page 9 shows fundraising strategies that involves donors.


Figure 1 - Concentric Circles Revenue Chart (Past & Present)


The Plan of Development chart (Figure 2 on page 11) shows how the Synagogue will maximize

each ring of concerned stakeholders. Starting with synagogue members, who theoretically care

the most about the Synagogue, individuals will be invited to become stakeholders. Once

building renovation is completed, the upper floors can be rented. The staff will be invited to

contribute through payroll deductions, once the staff actually receives compensation. The twelve

members of the Board of Directors will be trained with expectations that a primary leadership

responsibility to contribute is essential to financial viability, and thus, will be a condition of

Board membership as well as IADS dues.

The individual donor rings will use a method similar to the Benevon® model1 to bring individual

donors to the Synagogue, cultivate the potential donors through follow-up, and finally hold an

annual ―ask‖ event that invites potential donors for multi-year pledges.

An excerpt from the Benevon® Website, to show the basic model, follows on page 12.

1 http://www.benevon.com/resources/model-overview


Figure 2 - Concentric Circles Revenue Chart (Future)


The Benevon Model The Benevon Model is a mission-centered, four-step, circular process for raising sustainable funding for your Synagogue. It will help your Synagogue to build lifelong relationships with donors who truly understand and support your work. This highly structured nonprofit fundraising system has been

implemented successfully by all types and sizes of nonprofit Synagogues.

Rather than targeting the short list of well-known wealthy donors in a community, you will learn a practical approach

for starting where you are, with the donors you already have, and then, over time, systematically expanding your base of lifelong donors. Here's how it works.

Step One: The Point of Entry®

Potential donors get on the cycle by attending a Point of Entry, a succinct, one-hour introductory event that educates and inspires guests with the facts and emotional appeal of the Synagogue's work, and captures each guest's name with permission.

Step Two: Follow Up and Involve Guests then receive a personal Follow-Up Call to solicit their feedback, see if they would like to become involved in any way, and ask if they know anyone else they'd like to invite to a Point of Entry. Those who are interested in learning more about the Synagogue are involved and cultivated personally in whatever way they prefer.

Bless and Release "Bless and Release" is a critical part of Benevon's follow-up process, where you graciously let people go who are not interested in learning more about your Synagogue—when following up with guests at your Point of Entry Events, thank these people sincerely, then let them off the hook completely. This "Bless and Release" technique will disarm people and distinguish you from the others.

Step Three: Asking for Money After this period of personalized cultivation, many of these Point of Entry guests, as well as other friends of the Synagogue, are ready to be asked for money. In this model, asking can occur one-on-one or at a Free One-Hour Ask Event™.

Free One-Hour Ask Event The Free One-Hour Ask Event is a signature Benevon event in which guests are invited personally to a free breakfast or lunch event, after being cultivated extensively in the months before the event, and invited to join your Synagogue's Multiple-Year Giving Society of donors. The Free One-Hour Ask Event differs from other, more traditional, fundraising events in that it is free to attend and there is no obligation for guests to give; the guests have been well cultivated in advance; and it provides, in one tightly choreographed hour, the Facts, Emotional Hook, and a compelling Ask for multiple-year support at specific giving levels. All asking is carefully structured to avoid pressure or awkwardness, and to honor all donors and supporters, regardless of their giving level.

Step Four: Introducing Others; Reconnecting Existing Donors Finally, as the fourth step of the model, donors are re-connected to the mission of the Synagogue at Free Feel-Good Cultivation Events™, and are encouraged to introduce others to the Synagogue by inviting them to a Point of Entry.


1.2.2 Individual Sphere of Influence

The success of the Benevon® model, as well as any cultivation of potential donors,

depends upon RELATIONSHIP. Whether the donation comes from a foundation, mail

appeal, planned gift, annual campaign or individual

donor, the key is trust between the Synagogue and the

donor, usually introduced by a ―bridge.‖

The synagogue‘s bridge is the person who the donor

knows and trusts. For example, a Board member goes

to a specific civic club. The synagogue‘s leader

would have little luck with a ―cold call‖ solicitation

asking this group for financial support. However,

since the synagogue‘s Board member is also a trusted

member of the civic club, the solicitation is now a

‗Warm Ask,‖ and the synagogue leader has instant credibility due to the bridge‘s

introduction. The success of the Fund Development Plan hinges on all stakeholders

understanding their Sphere of Influence in the divided revenue pie. For example, the

Board member above attends XYZ social club, is employed at a specific corporation, and

went to Wayne State University. While a Synagogue member attends a different

professional organization (e.g. Lawyers Guild), went to University of Michigan, and is a

member of a different civic group called Sorority Delta, Delta, Delta. The illustration in

Figure 3, the pieces of pie diagram, highlights the multiplier effect of each stakeholder

contacting their respective sphere of influence.

The process of moving from understanding the value of a diverse funding pie to

providing specific prospects utilizing that stakeholder‘s ―sphere of influence‖ begins with

the Fund Development Individual Chart, on page 15. Each stakeholder, client, a client‘s

family, community member, staff, Board of Trustee, volunteer champion, or Foundation

program officer can be the Bridge of trust to other potential donors. These new

supporters can be invited to a ―Point of Entry‖ event to get to know the Synagogue, begin

donor involvement and later the ―Ask‖ for financial contribution. One needs to

remember that the ―Point of Entry‖ is not the ―Point of Sale‖ or in fundraising terms the

―Asking Moment‖. One does not ask a person‘s hand in marriage on the first date! The

sphere of influences chart helps the stakeholder brainstorm names of possible contacts

and becomes the bridge to those contacts of the synagogue‘s leaders. The Board of

Director Report Cards (printed in the appendix) are tracking tools to capture specific

donor information: address, interests, and possible giving levels.

People give to

PEOPLE, not

causes or

Synagogues


Figure 3 - Pieces of Pie Fundraising Chart


Figure 4 - Sphere of Influence Chart


1.2.3 Financial Goals & Timing

The fundraising goals can be broken down into two categories, financial and non

financial; depending on the Synagogue‘s programming needs. Some expenses can be

obtained from volunteer labor and service such as donated food or event coordination.

Other items, such as the repair of the building elevator, are professional services that

must actually be paid for in cash. The Financial goal is $108,450 while the In-Kind goal

is $109,920.

The Synagogue has a cash flow timing that requires analysis so that even during the ―dry

months‖ when little revenue is coming into the Synagogue, the regular expenses can be

paid. Understanding the timing of income also allows the Synagogue to plan for

unrestricted fundraising strategies. Below are the financial target goals per program:

Table 2 - Financial Target Goals by Program

OPERATING PROGRAMS # of

Members

served

Program

Cost

Non

Financial

Goals

(in kind)

Sept

–

Nov

Dec

-

Feb

Mar

-

May

Jun

-

Aug

RELIGIOUS SERVICES –50% $54,225 $54,960

High Holiday 500

Shabbat Services -weekly 16

Passover Second Seder 80

SOCIAL CONNECTION 20% $21,690 $21,984

Lunch & Learns –monthly 25

Havdallah Dance Party &

Chavurah – quarterly

20

Film Screenings – 2x yearly 100

Historical Tours & Information 25

TIKKUN OLAM – Rebuilding

our City and Region – 30%

$32,535 $32,976

Education in Detroit: Youth and

Adult

25

Intercultural/faith Dialogue 50

Rebuild Judaism in the D! Youth

Service Projects

50

TOTAL 886

Beneficiaries

*

$108,450 $109, 920

*Service Units since some members benefit from multiple programs.


Renovating the IADS building could expand the fund raising potential as well as provide a

sustainable revenue source. The initial capital improvement would be a onetime cost. The cost

estimates in summary and detail form are shown below.

Table 3 - Capital Improvement Chart

ONE TIME CAPITAL

IMPROVEMENT

SUSTAINABLITY

CAMPAIGN

# of

Members

served

Financial

Goal

Non

Financial

Goals

Year

1

Year

2

Year

3

BUILDING RENOVATION

Phase I – Code Compliance &

Habitability

50 $435,000

Phase II- Floors 3 & 4 Build Out Same $170,000

Phase III- Interior Building

Beautification

Same $125,000

TOTAL $730,000


Below is a detailed description broken down into phases for building renovation.

Table 4 - Phases of Capital Improvement

Phase I – General compliance and habitability

This first phase will focus on fixing issues that are essential for the building occupancy and

usage, including reducing the cost of monthly utilities. These items include, but are not limited

to:

Renovation Item Cost Estimate

Repairing roof leak by unplugging drain, patching roof, and patching inside ceiling $10,000

Replacing fire escape $20,000

Repairing elevator $230,000

Insulating windows and roof $100,000

Installing separate heating system on top two floors $50,000

Reworking some electrical $20,000

Securing asbestos and lead $5,000

TOTAL $435,000

Phase II – Facade improvement and build-out for top two floors

This will allow the IADS to utilize all four floors, and rent out the top two floors, which can

have numerous uses. This phase includes, but is not limited to:


Rejuvenating historic façade $50,000

Redesigning spaces on top two floors for office suitability and/or communal spaces $50,000

Renovating bathrooms on top two floors $20,000

Installing kitchens on top two floors $50,000

TOTAL $170,000

Phase III – Touch up for entire building. The purpose of this phase is to beautify this

building and create ideal space for congregating. This phase will bring the building up to

par with its potential and includes:


Installing new carpeting on second floor $15,000

Installing new flooring on first floor $15,000

New walls, furnishing, sound system for social room and offices $ 75,000

Overhauling kitchen and storage spaces in basement $20,000

TOTAL $125,000


2 Fundraising Needs / Program Descriptions

2.1 The Need for Fund Development

2.1.1 Synagogue needs & priorities

In addition to funding the programs listed in the previous section, the fund development plan will help build and stabilize the

synagogue so that it may reach full operational capacity. Making diversification of resources a priority will allow staff to be

hired and sustained quality programs will be realized.

2.1.2 Fundraising Goals, Objectives, Timelines

On the following pages, you will find an overall Action Plan for Isaac Agree Downtown Synagogue with related goals and timelines.

Table 5 - Action Plan

Synagogue

Focus /Goal

Strategy

/Constituency Action Steps /Objective

Lead

Person

Budget Date

Build Organization by

Increasing Diverse Funding

Members Dues

Capture visitors contact info at all Synagogue events: Guest Book

Comm. Committee

$42,625 Ongoing

Develop written printed material Leor Aug

Print Leor Aug

Call all past members to personal invite them to High Holiday Service ( do not mention membership)

Leor

Sept

Mail to all on people on mailing list. Post online Team Sept

Enter new info into Giftworks Leor Every Wed.

Send Thank you letter to each donor /member Leor Every Wed.

Fee for Service 3rd & 4th Floor Rental

Obtain Renovation quotes based on phases House

committee $0

Oct

Organize service projects with BBYO for low skilled projects House

Committee

Nov - Mar

Analyze membership for potential capital campaign donor – identity 10 prospects

Marty & Leor

Ongoing

Meet with Prospect to solicit one time donation Marty Nov – Mar

Provide Receipt for Gift Mitch

Send Thank you letter to each donor Leor Every Wed.


Synagogue

Focus /Goal

Strategy


Lead

Person

Budget Date



Staff Contribution

Board Contribution

Board Chair request staff (once staff are hired) Chair $3,250 Dec

Staff Write Check Leor Dec

Send thank you Letter to Staff Board Jan

Provide Board Training on Responsibilities Leor Oct

Collect Board Report Card Leor $0 Oct

Personal Ask Board for contribution Board Chair

Nov

Mail Board Contribution Reminder Invoice Kate Nov

Collection and Board Dues & collection Kate Dec

Call and Send thank you for contribution Kate Every Wed

INDIVIDUAL DONOR : 1 ASK ANNUAL EVENT

STEP 1: Develop Points of Entry

Schedule PofE on Monthly Basis Leor July

Coordinate PofE on Monthly Basis- 12 P of E Leor $0 Monthly

PofE: Lunch & Learns Leor Sept, Dec,

Mar, Apr

PofE: Shabbat Services Leor Nov, Jan, June

Pof E: Havdallah Dance Party Leor Feb, May

Pof E: Historical Tours Leor July, Aug

PofE: Film Screening Leor Oct

STEP 2: Follow up, Listen & Involve

Conduct Follow up phone call to P of E participants within 48 hours

Leor $0 Wed / weekly

Enter contact info into Giftworks Kate

Develop Event Name and Theme: 90th Anniversary Leor $7,500 Every Wed.

STEP 3: 1 hour FREE Ask

Event

Confirm Location Leor Feb

Confirm table captain Leor Feb

Develop, Print and Distribution invitations Leor March

Confirm with Captain # of attendees Leor March

Confirm Speaker, Food, Pledge Cards and Community Testimonials

Leor April

Hold Event Leor May

Send Thank you letter to each donor Kate Every Wed.


Synagogue

Focus /Goal

Strategy


Lead

Person

Budget Date



STEP 4: Reintroduce through feel good events

Call Step 3 event participant pledges for suggestion for others to be invited to Pt of entry

Leor $0 June

Events: Religious & Social

Call Step 3 event participant pledges for suggestion for others to be invited to Pt of entry

Leor $8,750 Oct – April

Organize social events such as Lunch and Learns for reconnection of donors

Develop written material for Memorial Books Marty Aug

Mail Memorial Book ads to membership Marty Sept

Promote Memorial Book during services, newsletter and mailing

Marty Sept

Individual Donors (known people - >$100)

Meet with Each Board Member for their 3 people to be a Bridge List – 36 potential donor

Leor $12,500 Jan

A analyze mailing list for top 10% for donating potential Marty Jan

Set up individual Meeting with 50 potential donors Leor Feb, March

Meet with prospects with Bridge Board Member Leor Feb, March

Invite EACH prospective to be Table Captain at Major Event Leor Feb

Send thank you Letter w/in 48 hours Leor Every Wed

2 Mail Appeal & 1 Annual Campaign

(maybe unknown people - <$100)

Write Letter/Card Leor $16,000 Nov, Feb, May

Print material: outside envelope, return envelope & pledge card Leor Nov, Jan, Apr

WRITE PERSONAL NOTE ON EACH LETTER Team Nov, Jan, Apr

Prepare and Mail Mailer Leor Nov,, Jan, Apr

Email Electronic Version to email contacts Leor Dec, Feb, May

Entry all responses onto Gift Works Leor Dec, Feb, May

CALL EACH PERSON ON MAILING LIST FOR ANNUAL CAMPAIGN

BOARD Feb

Send thank you letter within 48 hours Leor Every Wed.

Faith Institution / Civic /

Education / Service

Survey Board for Relationship Group Leor $200 Oct

Meet with group Leader &/or Find new people from the PofE Leor Ongoing

Write and Submit request letter / Do Presentation Mar, Apr

Send thank you Letter within 48 hours Ongoing

Send donation request to ALL vendors (insurance, auditor, etc)

Oct


Synagogue

Focus /Goal

Strategy


Lead

Person

Budget Date



Proposals

Foundations / Corporations / Govt.

Find Fiscal Agent w/Budget over $100,000 and financial Audit Leor $17,425 Aug

Survey Board for Relationship to Foundations Leor Oct

Contact Prospective Foundations Leor Ongoing

ED meet with Program Officers Leor Ongoing

Write and Submit Grant Proposals Leor 1 monthly

Jewish Fund for Justice & Community Next Team Oct

Jewish Fund Team Nov

Legacy Heritage Innovation Project Team Dec

Max & Marjorie Fisher Foundation Team Jan

Max & Anna Levinson Foundation Team Feb

Quicken Loans Team Mar

Natan’s Grant Jewish Peoplehood Leor April

Foundation of Jewish Culture Leor May

Hudson-Webber Foundation Leor June

Fishman Family Foundation Leor July

Legacy Endowment

Create Long term saving policy (1% of unrestricted donation goes to endowment )

Leor $4,000 Feb

Explore saving account/ investor firm (Community Foundation of SE Michigan)

Leor Mar

Meet with 8 possible lead LEGACY or Capital Campaign For building renovation donors

Leor


2.1.3 Calendar of Strategies Summary

Table 6 - Calendar of Strategies

Fund Development Strategy Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug

Membership Dues Drive

X X X

Fee for Service : 3rd & 4th Floor Rental ( income projected in year 2)

X X X X X X X X X X X X

Staff Contribution

X

Board Contribution

X

Annual Major Event: “The Ask Event” Step 1 : Point of Entry introductions


Step 2: Follow up, Listen & Involve


Step 3: 1 hour FREE Ask Event

X

Step 4: Reintroduce through feel good events


Events: Religious & Social (Memorial Book)

X X X

Individual Donors (known people - >$100)

X X

2 Mail Appeal & 1 Annual Campaign (maybe unknown people - <$100)

X X X

Synagogues : Faith Institution / Civic / Education / Service

X X X

Proposals: Foundations / Corporations / Govt.


Legacy Endowment X X


2.1.4 Calendar of Grant Submission Activities & Program Focus

POTENTIAL JEWISH FOUNDATIONS INTERESTED IN IADS Source Name

Website Dead-lines

Focus

National

Center to

Encourage

Judaism

http://www.ncejudais

m.org/

None Encourages conversion to and retention in Judaism. It supports

the efforts of synagogues and other Jewish institutions to reach

out to Jews and non-Jews, to welcome interest in and learning

about Judaism. Supports advertising in the general secular

(non-Jewish) media for Introduction to Judaism, Taste of

Judaism, and other courses open to non-Jews to learn about

Judaism. Grants at this time are a maximum of $1,200 up to

half the cost of the media insertion. Institutions are eligible for

two grants a year for programs in two separate quarters. In

addition, bonuses are available for out-of-the-ordinary

welcoming and integration activities, and availability of

literature.

Legacy

Heritage

Innovation

Project

http://www.legacyher

itage.org/mits/

Jan-11 Non-denominational initiative supporting synagogues in North

America for programs innovatively enriching and deepening

the Jewish identity of adults and children. Programs must

integrate music throughout programming for different age

groups and across all aspects of congregational life, e.g. Torah,

avodah, gemilut hasadim , etc. Programs must strengthen the

congregation's capacity to sustain musical programming by

developing its own internal resources. Grants of up to $25,000

to selected synagogues.

ACAJE/JOP http://www.acaje-

jop.org/grants/

Aug-

11

There are two grants that can be applied for: The Harold and

Renee Berger Synagogue Network for Young Families and the

Catalyst Grant Initiative. The granting Synagogue is in PA but

no restrictions appear to be on the geographic location of

grantees. Under the Berger Grant, each synagogue will be

entitled to apply for up to $5,000 to provide financial

incentives for membership to young families that would be

used in conjunction with a systemic program to engage those

young families in synagogue life. For the Catalyst Grant,

grantees will receive intensive consultation from ACAJE/JOP,

educational resources, access to an online community with

other Grant recipients, and a stipend to the synagogue of a

minimum of $2,500. Collaborating synagogues will be granted

a minimum of $3,000 each.

The Blaustein

Philanthropic

Group

http://www.blaufund.

org/foundations/jacob

andhilda_f.html

None Jacob and Hilda Blaustein Foundation Inspired by Jewish

values of tzedakah (the obligation to give to the community),

social justice and human rights, this foundation makes grants

that strengthen Jewish life, Israeli democracy, educational

opportunity, health and mental health, and human rights.

Based out of Baltimore, Jewish Life grants are national in

scope.

http://www.legacyheritage.org/mits/

http://www.legacyheritage.org/mits/

http://www.acaje-jop.org/grants/

http://www.acaje-jop.org/grants/

http://www.blaufund.org/foundations/jacobandhilda_f.html




Source Name

Website Dead-lines

Focus

Jewish Fund http://thejewishfund.o

rg/grant-request-

guidelines.html

None Funds primarily programs that address health care, social

welfare, inclusion for people with disabilities, and enhanced

relationship between Detroit and the Jewish Community. Does

not fund sectarian education or religious activities.

Jewish Funds

for Justice

http://www.jewishjus

tice.org/jfsj.php?page

=2.2.4

None JFSJ is not currently accepting new proposals. We are

committed to supporting grassroots community organizing

groups and seek to learn about new or expanded initiatives.

Please feel free to contact JFSJ at [email protected] to

speak with someone in our Philanthropic Initiatives division, be

placed on our mailing list, or learn about upcoming grant

opportunities.

The Max M.

and Marjorie

S. Fisher

Foundation

http://www.mmfisher

.org/apply.htm

None At this time, the Max M. & Marjorie S. Fisher Foundation is

accepting applications by invitation only

The Max and

Anna

Levinson

Foundation

http://www.levinsonf

oundation.org/?Our_

Mission

None Submit a Letter of Intent to be invited to submit a full proposal.

No synagogues are listed in recent funding notes, but areas of

interest include Jewish Culture, Religion, and Spirituality;

Yiddish; Building Jewish Community in the Diaspora; Jewish

Synagogues for Social Change; and Peace, Social, and

Environmental Issues in Israel.

Natan's

Grants,

Jewish

Peoplehood

http://www.natan.org

/html/jewish_peopleh

ood.htm

May of

2011

Natan's Jewish Peoplehood grants support innovative

Synagogues that build connections between young Jews across

national, ethnic, denominational, and ideological borders; that

foster a sense of mutual responsibility between Jews; that

emphasize the Jewish People's collective responsibility to heal

the world; and/or that grapple with the special role that Israel

plays in contemporary Jews' identity. Synagogues with annual

operating budgets of $1.5 million or less are eligible to apply

for Natan grants. Applicants must be recognized as a tax-

exempt Synagogue under the appropriate sections of the United

States tax code or have a fiscal sponsor

The Fishman

Family

Foundation

http://www.fishman.o

rg/apply.html

Septe

mber

1st

Research, education, and cultural development of and for the

Community. Scholarships related to Jewish services,

education, social, and community activities, Medical and

scientific research, To provide resources to meet critical needs

in Israel, Under-served local community programs and

Educational grants and scholarships.

http://www.fishman.org/apply.html

http://www.fishman.org/apply.html


2.2 Program Supports

2.2.1 Testimonials - Making a Difference in People’s Lives

Leor Barak, IADS Board Member

―I moved to Detroit regardless of the Jewish community I found. But my experience in

Detroit has been hugely enriched by having a home away from home at the Downtown

Synagogue. I have learned more about Judaism in the past two years than I have in my

entire life, as well as had the opportunity to connect with the broader community of

Detroit in a more meaningful way‖.

Oren Goldenburg, Board Member

―The Downtown Synagogue is a large reason why I have remained in Detroit.‖

―Every city in which there are Jews needs a place to gather and daven.‖

―The downtown synagogue will be the base for a Jewish revival in Detroit.‖

Elana Weinstein, Synagogue member

―In Judaism, there is a Hebrew term ―tikkun olam‖ which in English translates to repair

the world. I feel that I am the individual who will bring those pieces together. I live my

life by not merely saying I am going to go help someone, but by actively going out and

making a difference. With that being said, I became involved with the Downtown

Synagogue by what seems like fate. I used to be extremely involved with the synagogue I

was raised in. Over the years I have had a desire to get more in touch with my Judaism. I

feel like the Downtown Synagogue has deepened the way I view myself as an American

Jewish woman. It is my hope that the Downtown Synagogue will be a place that I can call

home. The Downtown Synagogue offers a fresh approach to Judaism by allowing each

individual to practice how they want. I have a vision that the Downtown Synagogue will

strengthen the Jewish community as a whole.‖

Jay Bassin, Synagogue Member

―The Downtown Synagogue serves as not only a religious place of worship but link of

community in Detroit. Its purpose is multi faceted. Every major city needs a synagogue.

We have a Jewish population in the city and we need a synagogue for worship and

community.‖


―The Downtown Synagogue showed me that the Jewish community is still very much

alive in the city. My serving on the Board is to help be one of the links that connects the

city to the suburbs and shows our community the life that is still in the city. I feel that I'm

a part of the change in Detroit to bring at least part of the community back to the city.

Detroit was once a very vibrant alive city, the synagogue has helped me become a part of

that change.‖

―While I have volunteered for BBYO for many years, I have never been involved in my

synagogue and getting involved with Downtown Synagogue has made me appreciate my

faith, my culture and my identity as a Jew much more.‖

Blair Nosan, Synagogue Member

―I came back to Detroit after living in a lively east coast Jewish community thinking I'd

never be able to replace what I'd left behind. I have been amazed by the community I've

found in the Downtown Synagogue. Passionate and creative young people, elders who are

committed and engaged; the necessity of having a space where these unique individuals

can encounter one another and congregate is indispensable to the narrative of Detroit's

continued evolution as a hub of Jewish community."

2.2.2 Donor Recognition Program

The IADS welcomes opportunities for donors to be publically recognized such as

publication in the Annual Report and on the website. Suggested giving levels and

recognition opportunities could be:

$1-100 Member (Individual or Family)

$250 Sponsor

$501-1000 Patron

$1,001-5000 Sustaining Member

$5,000-10,000 Tikkun Olam – Justice Seeker

$10,001-50,000 Tikkun Olam –Compassion Maker

$1,000,000 – Up Tikkun Olam – Peace Builder


3 Governance and Leadership The Synagogue‘s Board of Directors is committed to using individual spheres of influence to

financially support and move the Synagogue towards sustainability. The Synagogue plans to

provide training in fund development for all Board members.

Table 7 - 2010 Board Member Roster

2010 Board Member Roster

First Name Last Name Title

Marty Herman President

David Powell 1st Vice President

Mitch Alexander Treasurer

Leor Barak Secretary

Louis Antonino Past President

Carter Agree Jay Bassin Kate Bush Oren Goldenberg Jon Koller Courtney Smith Susan Tulupman

3.1 Prospect Research

3.1.1 Potential for Support

The continuous development of new potential donors is important to build a stable Synagogue

with the goal of developing an endowment through planned giving. Significant unrestricted

dollars for operating support is critical to the Synagogue‘s financial independence. The

following sections describe strategies to discover new potential donors on a continuous basis.

3.1.2 Businesses

Surveying the businesses in the immediate area surrounding the center could yield donations

from business owners. In addition, all businesses that provide services, such as auditors,

insurance, payroll, car maintenance, etc., should be approached for financial support. If they

cannot support the Synagogue, then it is recommended to competitively bid out that service to

other companies that will either lower the cost or support the Synagogue financially.

3.1.3 Individual – Youth

IADS families, their children and grandchildren are excellent sources for youth members. Each

youth or young adult who participates in service projects or Synagogue social events has the

potential to be a future donor but also can be a bridge to other caring adults. Youth members

might be difficult to track since the population is forced to move often. However, regular


mailing, and especially an active Facebook page, will maintain contact with youth and young

adults.

3.1.4 Members and Families

Detroit residents, as well as metro Detroit, are experiencing economic and social challenges

unparalleled since the great depression of the 1930s. However, the IADS personal relationship

and leadership model provide for respect and gratitude from the families and the youth. The

empowering value of having members and an open/accessible synagogue and providing a spaced

where young adult can take ownership, explore the cultural and religious traditions cannot be

under estimated. There are many examples of the little shy boy living in the suburbs, becoming

a service oriented lawyer or Jersey Boy moving to Detroit and finding a home at the Downtown

Synagogue.

3.1.5 Government

Government funding can be obtained through grant writing and contracts. Continuously looking

through government granting websites such as www.grants.gov or

http://megs.mde.state.mi.us/megsweb/grantsAvailable.aspx will yield many opportunities for

funding at the federal, state and local level.

3.1.6 Foundations

See section 2.1.4 above with Foundation names and deadline for specific list of funders.

3.1.7 Sponsorships

Corporations and professional firms should be approached for sponsorship of events, a floor

renovation, or for underwriting synagogue membership for low income Jewish people. Special

emphasis should be on existing vendors that do business with the synagogue or are located near

IADS. Relationships with these corporations take cultivation time. The key to the success of

sponsorship is being visible and having a relationship with a corporation/firm employee.

Reviewing the Board Report Card is important to learn who in the Synagogue can be a bridge to

specific corporations.

3.1.8 Collaborative Opportunities

The IADS Business Plan reflects lists of affiliations. Continual participation with schools and

university partnerships should yield possible opportunities for future funding. Universities have

access to grant writers and students who come with a passion to help and change. Tapping into

each partner and each stakeholder is important to new donor prospects. The list is shown below.

Wayne State University

Jewish Hebrew Schools

Suburban Synagogues

University of Michigan

http://www.grants.gov/

http://megs.mde.state.mi.us/megsweb/grantsAvailable.aspx


4 Cost of Plan Implementation

IADS is poised to develop operational capacity. Dedicated time should focus on implementing

this fund development plan. Below is a time analysis of the plan‘s strategies:

Table 8 - Cost of Plan Implementation

Weekly Dedicated Time

Strategy Winter Spring Summer Fall

Member Dues Drive 5hr

Fee for Service: Building Renovation

5hr 5hr 5hr 5hr

Staff and Board .5hr

Individual Donor Major Ask Event (steps 1 through 4)

2hr 10hr 5hr 5hr

Small Events & Memorial Book

1hr 1hr 1hr 3hr

Individual Donor - Personal 5hr

Mail Appeal & Annual Campaign

3 hr 3hr 3hr 0hr

Synagogues: Civic 2hr

Proposal: Foundation/Corp/Govt

5 hr 5 hr 5 hr 5hr

Legacy Endowment 5hr

Weekly Total 18 hrs 31 hrs 18 hrs 28.5hrs

Quarterly Implementation Cost @$22.50 x 12 wks

$4,860 $8,370 $4,860 $7,695

Annual Implement Cost $25,785

The analysis chart above demonstrates that for full implementation, a part time employee must

work at least 20 hours weekly with some periods of the year increasing to 35 hours weekly. The

annual cost of implementation would be $25,785 without benefits. A paid alternative would be

contracting specific tasks, such as organizing the 1 hour ―ask‖ event, or a specific grant proposal.

The Synagogue‘s strength is leveraging in-kind resources from dedicated members for every

aspect in the Synagogue‘s programs and administrative function. Thus, utilizing in-kind

resources to stuff envelopes, write personal messages on the mail appeal letters, and make

personal visits with individual donors and foundations will enable IADS to succeed in reducing

costs. The key to implementing the plan is accountability!


5 Summary of Recommendations

The Isaac Agree Downtown Synagogue has demonstrated the impact of being a landmark

institution for the last 89 years. Individual champions, such as the dedicated Board members,

have been moved by their involvement and connection to IADS to give more financially.

Members and attendance to the Synagogue has increased in recent years due to new dynamic

leadership, dedication from older members and openness to include all Jewish people and their

allies to re-create Judaism in the City of Detroit.

This Fund Development Plan will guide IADS in developing a balanced and diversified plan to

stabilize and then grow the Synagogue‘s offerings. Each stakeholder, from member to staff and

board member, will be incorporated by using their sphere of influence to connect the synagogue

to potential financial and in kind resources. Some strategies to be utilized include member dues,

fee for service (year two), individual donor meetings, business donations (especially existing

venders), mail appeals, board member report cards, online donations, social networking, the

Benevon® model using Point of Entry donor cultivation and Ask events, grant writing and the

exploration of an endowment. The key to this plan is laser focus IMPLEMENTATION and

having all stakeholders in place as bridges to potential resources.


APPENDIX


Figure 5 - Operating Budget


BOARD MEMBERS REPORT CARD

Board Member Fund Development Commitment

My Sphere of Influence List / People Who Trust Me List

Board Member's Name: __________________________________________ Term Completion: ________________

Member Address: ________________________________________ City: ___________________ Zip: __________

Home Telephone: ________________________________ Work Telephone: _______________________________

Cell Phone: _________________________________ Email: ____________________________________________

Thank you for dedicating time and passion as a Board Member.

Below is a list of essential tasks you are responsible for.

Have you received a board member orientation? Yes No

Have you signed the board member agreement form? Yes No

Check which board committee you participate with

Fund Raising Budget & Finance Social Membership Ritual

Communication & Public Relations Housing By-Law

Attended Committee Meeting

Jan Feb March April May June July Aug Sept Oct Nov Dec

Attended Board Meeting

Jan Feb March April May June July Aug Sept Oct Nov Dec

MY Annual Financial Contribution

Financial contribution pledged to the synagogue as a Board leader: $___________________________

Financial contribution received by the synagogue by the Board leader: $____________________________

date received ___________

Solicitation of New Donors

Personally solicited three new individual contacts (friends, family, and associates) to obtain a financial contribution.

(has the potential to give greater than $50)

Yes No

Individual Solicited/Potential Donor #1

First Name__________________________________ Last Name ________________________________________

Synagogue/Affiliation _________________________________________________________________________

Address___________________________________ City __________________ State _________ Zip ___________

Home Telephone ____________________ Work Telephone ______________ Cell Phone ____________________

Email Address _________________________________________________________________________________

What Amount Do You Think This Person Can Donate? ________________________________________________

Information helpful to approach this donor (i.e. kids, profession, past donation history)

_____________________________________________________________________________________________







Email Address _________________________________________________________________________________



_____________________________________________________________________________________________






Email Address _________________________________________________________________________________



_____________________________________________________________________________________________

Bridge to 1 Civic Institution

I will be a Bridge for one Civic Synagogue/ Business or Faith Based Institution


Synagogue/Business/Faith Group________________________________________________________________



Email Address _________________________________________________________________________________


_____________________________________________________________________________________________

Connection to Foundation that Provides Grants

I will be a connection to a foundation that makes grant


Foundation Name_______________________________________________________________________________



Email Address _________________________________________________________________________________


_____________________________________________________________________________________________


Provided ten names for the Synagogue’s mailing list? Yes No

Provide Names to be added to the Mailing List, these individual have the potential to give $1 to $100.





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________






Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________





Email Address _________________________________________________________________________________

REPORT CARD ANNUAL SUMMARY

Please check yes or no to the board member responsibilities listed below. Each yes should be given a point. 6

points is an A. 5 points is a B. 4 points is a C. 3 points is a D. 2 points is an E. 1 point is an F. This

information will be given to the nominating committee to determine whether the member is a participating

and active member.

TASK Yes No POINTS RECEIVED

Signed Board Member Agreement

Served on Committee

Attended Board Meetings

Financially Contributed as a Board Leader

Solicited 3 individuals

Provided 10 names for mailing list

TOTAL POINTS

GRADE

Documents

Fund Development Plan - Mission Lift Isaac Agree Downtown Synagogue – Fund Development Plan Developed by Janet Ray & Associates 9/30/2010 Agency Fundraising History The current operating