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Special Events b e wary, be strategic, have fun

Special Events b e wary, be strategic, have fun. Renee A. Irvin, Ph.D. Associate Professor, Director, Master of Nonprofit Management Program University of Oregon. Why the attraction to special events? (Besides the obvious -- revenue). A fun way to market the organization

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Special Events b e wary, be strategic, have fun

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  1. Special Eventsbe wary, be strategic, have fun Renee A. Irvin, Ph.D. Associate Professor, Director, Master of Nonprofit Management Program University of Oregon

  2. Why the attraction to special events? (Besides the obvious -- revenue) • A fun way to market the organization • Build a community of stakeholders: involvement → love for the organization • Launch an event without much training • volunteers can play key roles and provide most of the labor

  3. Any other reason? With special events, you don’t have to ask anyone for a donation in person We don’t like to do that in the PNW We don’t want to impose…

  4. The Costs of Special Events • The obvious – venue, food, drink, entertainment, swag • Not so obvious: • Paid staff • Volunteers WHAT DID YOU NOT GET AROUND TO DOING BECAUSE YOU HAD TO PREPARE FOR THE EVENT?

  5. You could have… • Visited with 10 (100?) major gift prospects • Set in place a planned giving program • Processes, literature, readiness to ask for and receive bequests and other planned gifts. • Written 3 or 4 grant applications • Implemented an improved corporate sponsorship program • Done something else that generates twice the visibility/marketing with half the cost

  6. Another strange cost Negative media coverage…precisely because the event was big and successful. “The lower the fundraising costs, the better” (conventional wisdom) Media may criticize you if your event costs were high, even though you make more net revenue in order to run wonderful programs.

  7. Given potential criticism, how to respond? Be mindful of appearances : classy → glitzy → “slick” Be ready to explain: In the absence of this event, people would not spontaneously contribute to the cause Events are a terrific way of encouraging more gifts and spreading the message about our mission Send them to me for the outsider perspective.

  8. Or try the cross-subsidy trick: Donor/sponsor covers costs of the event Allowing you to claim “your ticket price (donation) will go 100% to programs” It’s a lie, and perpetuates the mythology of the costless organization (but it’s fairly effective)

  9. A Few Examples

  10. Save Venice’s “La Dolce Vita a Venezia” at Cipriani (NYC) Black-tie dinner dance to protect Venice’s art and architecture Tickets: $350 to $1000 Cost: $1,100,000 Revenue: $1,700,000 Net revenue: $600,000 Fundraising Cost Ratio: 65%

  11. Benefit for Arts Programming in Local Schools Poetry slam at Cozmic Pizza. Tickets: $5 admission Cost: $20 for flyers Revenue: $250 Net Revenue: $230 Fundraising Ratio: 8%

  12. Museum of Modern Art’s “Annual Corporate Luncheon” in MoMA’s atrium Execs toast an annual award winner. Tickets: $1,500 to $2,500 Cost: $41,000 Revenue: $1,400,000 Net Revenue: $1,359,000 Fundraising Cost Ratio: 3%

  13. The 5K that Shouldn’t Have Happened handout

  14. The 5K that Should Happen Well-run with something unique to lure broader community Info about the cause is all over the event. Brand. Multiple asks – on race application, in a brochure in the packet, etc. Additional fundraising mechanisms besides the race fee.

  15. Final Lessons Is it REALLY the best decision to hold the event? If yes, Incorporate marketing wisely Design multiple fundraising mechanisms for the event – not just admission! Prepare for criticism by the Fun Police – be ready to explain the importance of net revenue.

  16. Questions? Renee A. Irvin, Ph.D. Director, Master of Nonprofit Management Program Department of Planning, Public Policy & Management University of Oregon Eugene OR 97403-1209 Email: rirvin@uoregon.edu Ph. (541) 346-2155

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