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NONPROFIT MANAGEMENT INSTITUTE
Boot Camps STRATEGIC PLANNING
STORY TELLING
Exemplary Service Communicating with Purpose
Becoming a Champion of Change
Nonprofit Professional Development
Courses
Human Potential
Financial Management
Engaging Volunteers
Leadership
Fundraising
Program Impact
Board Governance
Marketing
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Nonprofit Executive
Leadership
Social Impact Measurement
Certificate
Grant Development &
Proposal Writing
Nonprofit Management
Certificate
Fundraising and Sustainable
Financial Management
Certificate
Nonprofit Marketing and Strategic
Communications Certificate
Nonprofit Operations and Program Impact
Certificate
NONPROFIT MANAGEMENT INSTITUTE
CERTIFICATES
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NONPROFIT EXECUTIVE LEADERSHIP CERTIFICATE
Overview
Designed for individuals who are
decision-makers in their
organization
Encourages peer networking and
skill building amongst seasoned
professionals
Cohort-style curriculum structure
Reflective practices in an
interactive learning environment
Will have seven projects they can
implement within their
organization.
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CERTIFICATE DETAILS
Full Length of Program: January
18, 2019 – June 28, 2019
In-person courses: 1 Friday a
month 9:00 am – 4:00 pm
(mandatory)
Hybrid Online Portion: Pre-work &
Course Projects via Online ASU
Canvas (mandatory)
Location: ASU Downtown
Campus, University Center 411 N.
Central Ave Phoenix, AZ 85004
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IN-PERSON COURSES
Nonprofit Executive Leadership – Friday, January 18, 2019
Strategic Governance and the CEO – Friday, February 15, 2019
Advanced Resource Development – Friday, March 8, 2019
Social Entrepreneurship; Innovation, and New Bus. Models –Friday, April 5, 2019
Public Trust and Influence – Friday, May 3, 2019 Instructor –TBA
Financial Management for Executives – Friday, May 31, 2019
Nonprofit Executive Leadership Capstone – Friday, June 28, 2018
DATES
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APPLY AT LODESTAR.ASU.EDU/NMI-ELC
ADVANCED RESOURCE DEVELOPMENT226NMI
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Distinguish the role of fundraising in
sustaining an organizational culture of
philanthropy.
Conceptualize strategies to support giving
for results.
Discuss the board’s role in supporting a
culture of philanthropy.
Assess the viability and appropriateness of
fundraising methods.
Develop effective processes for balancing
investments and revenue streams.
LEARNING GOALS
PHILANTHROPY
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What is Philanthropy?
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What is fund development?
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CULTURE OF PHILANTHROPY
Philanthropy
Fund Development
Non-Profit Organization
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RESPONSIBILITIES
Understand and promote the
culture of philanthropy.
Serve as philanthropic
ambassadors within the
organization and community.
Cultivate relationships on behalf of
and in support of the organization.
Help identify and cultivate
prospective donors and fund-raising
volunteers.
Provide support for development
activities.
BOARD SUPPORT
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LEADERSHIP ROLE
Ensure appropriate board
composition
Planning
Participation in
fundraising activities
Assuring availability of
resources
Individual giving:
• Sets tone for
philanthropic culture
• Not corporate
contributions
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ASKERS, AMBASSADORS, & ADVOCATES
SolicitationCultivationIdentification Stewardship
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DISCUSSIONWhat are some good examples of
cultivation and stewardship?
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TRADITIONAL FUNDING SOURCES
Membership
dues & fees
Tax revenue
Loans/program-
related
investments
Individual
donations &
major gifts
Bequests
Corporate
contributions
Foundation
grants
Fees for
goods and/or
services
Government
grants/contracts
Interest from
investments
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DISCUSSION
How sustainable are traditional funding sources?
How does sustainability factor into a nonprofit’s long-term funding strategy?
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PHILANTHROPY TO FUND DEVELOPMENT
All those functions that
generate support for the
organization’s mission
Resource Development
“Voluntary action for
the common good.”
Philanthropy
Activities that generate
financial support
Opportunities for donors
to assist in meeting your
vision and mission
Fundraising
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CONSTITUENCY MODEL
Tempel, E. R. (Ed.) (2003). Hank Rosso’s Achieving excellence in fund raising (2nd ed.). San Francisco, CA: John Wiley & Sons, Inc.
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ACTIVITY
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DONOR PYRAMID
Sample Text
Sample Text Estate
Gifts
Major
Gifts
Renewed
Donor
New
Donor
The
Universe
Gift Planning
Programs
Annual Fund
Programs
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CRISIS FUND DEVELOPMENT
“…give us money or we will have to drop the program, go
out of business, fail to provide for people who need us –
and it’s going to be your fault!”
(Russo, 2001, p. 71)
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DISCUSSION
Imagine you are a consultant for another nonprofit organization:
How would you go about gathering information and making a recommendation about the ideal mix of
revenue generating and fundraising activities to the board and executive leader?
COURSE PROJECT
Copyright © 2017 Arizona Board of Regents for and on behalf of the ASU Lodestar Center for Philanthropy and Nonprofit Innovation,
College of Public Programs, Arizona State University.
Copying of Materials Expressly Prohibited.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic,
mechanical, photocopying, recording or otherwise, without the express written permission of the ASU Lodestar Center, except for brief quotations in critical
reviews. The authors may be reached at the ASU Lodestar Center, 411 N. Central Ave., Suite 500, Phoenix, AZ 85004-0691