Beyond Grants, Galas, and Golf: Set Your Sights on Sustainability with Roberta A. Healey

1. Beyond Grants, Galas, and Golf: Set Your Sights on Sustainability with Roberta A. Healey

2. Roberta A. Healey More than 30 years in non-profit management and development work Senior Member, Farr Healey Consulting, LLC Served several faith-based organizations as Chief Development Officer, including The Hickman Executive Committee Chair, International Board of Directors of Fundraising Professionals Founding Member of American Association of Homes and Services for the Aging Adjunct Faculty at Villanova University

3. GOALSFor Tonight’s Program To gain an overview of a successful, sustainable fundraising program To learn what an integrated development plan for your school should contain To envision the full range: annual giving, major gifts, and planned giving To hear how to organize your board, staff, and volunteers -- who, together, can get the job done

4. Requirements for a Successful Philanthropy Program • Based on its record of service, image and reputation, the organization must be deemed worthy of support. Potential supporters must have confidence in the institution. •  The organization must attract strong volunteer leadership. It will require enthusiastic and generous leaders and volunteers.

5. Requirements … continued • The Case for Support must be understood and accepted. • The constituents must have the capability to support the project at the necessary giving levels. The funds must be available and attainable.

6. Requirements … continued • The philanthropic environment and timing must be right. • The program must be well organized and staffed with individuals capable of undertaking and supporting a major project initiative and fundraising program. • Leadership must be enthusiastic and generous supporters.

7. 2006 contributions: $295.02 billion by source of contribution Individuals$222.89 75.6% Corporations$12.724.3% Foundations$6.50 12.4% Bequests$22.91 7.8% Source: Giving Institute 2007

8. 2007 contributions: $306.39 billion by source of contribution Individuals$229.03 74.8% Corporations$15.695.1% Foundations$38.52 12.6% Bequests$23.15 7.6% Source: Giving Institute 2008

9. 2006 contributions: $295.02 billion by type of recipient organization Environmentand animals$6.60 2.2% Internationalaffairs$11.34 3.8% Foundations$29.5 10.0% Arts, culture, and humanities$12.51 4.2% Unallocatedgiving and carry overs $26.08 8.5% Public-society benefit$21.41 7.3% Human services $29.56 10.0% Health $20.22 6.9% Religion $96.82 32.8% Education$40.98 13.9% Source: Giving Institute 2007

10. 2007 contributions: $306.39 billion by type of recipient organization Environmentand animals$6.96 2.3% Internationalaffairs$13.22 4.3% Foundations$27.73 9.1% Arts, culture, and humanities$13.67 4.5% Unallocatedgiving and carry overs $23.73 7.7% Public-society benefit$22.65 7.4% Human services $29.64 9.7% Health $23.15 7.6% Religion $102.32 33.4% Education$43.32 14.1% Source: Giving Institute 2008

11. Understanding Donor Giving Options Donor Cash Assets Unrestricted Unrestricted Restricted Current Deferred Deferred Current Roberta A. Healey

12. Reasons For Giving Being asked to give by someone you know well 1 Being asked by clergy 2 Reading or hearing a news story 3 Being asked at work to give 4 Someone coming to the door asking you to give 5 Telethon or radiothon 6 Receiving a letter asking you to give 7 Advertisement in a newspaper or magazine 8 Television commercial 9 Receiving a phone call asking you to give 10 Being asked by a celebrity 11 Roberta A. Healey

13. Define the Case! • Organizations do not have any needs … it is the people you serve who have needs • Donors do not support “needy causes”. They want to make “wise investments” in well managed organizations Roberta A. Healey

14. The Fundraising Plan • Your integrated development plan incorporates annual, capital and planned giving strategies to effectively raise funds to meet operating, capital and endowment need.

15. Plan Essentials • Based on • Mission and vision • Long-range plan • Includes • Annual Giving • Capital/Major Gifts • Planned Giving

16. Where do you start? • Strategic Plan • Long Range Planning • Program • Physical Plant • Operational Plan • Program • Physical Plant • Renovations • Upgrades • Routine Maintenance • Integrated Development Plan • Annual Giving • Major Gifts • Planned Giving Roberta A. Healey

17. Drafting the Plan Document • Assess and quantify organizational needs • Identify target prospect/donor constituents for each need area • Develop broad and individual strategies for each constituency • Select from among strategic alternatives • Draft and Approve plan document • Implement, review, evaluate, update

18. The Plan Document • Section for Each Program/Strategy • Action outline: • Tactics • Dates • Assignments • Goals • Number of prospects • Number of donors/participants • Number of gifts/participants • Number of dollars • Executive Summary

19. Integrated Development Plan • Individuals • During their lifetime • Estates • Institutions • Foundations • Corporations Roberta A. Healey

20. Annual Giving • Any organized effort by a gift-supported organization to obtain gifts on a yearly basis, usually to support operations. • Individuals • Organizations Roberta A. Healey

21. Major/Capital Giving • Funds provided for buildings, including construction and equipment, endowment and scholarship. • Individuals • Organizations Roberta A. Healey

22. Planned Giving • The integration of sound personal, financial and estate planning concepts with the individual donor's plans for lifetime testamentary giving. • Individuals Roberta A. Healey

23. Roles & Responsibilities • Board • Staff • Volunteers Roberta A. Healey

24. 3 Fundamental Board Tasks* • As the chief leadership body, the board: • As Stewards, is ultimately responsible for the health and effectiveness of the enterprise • In Sustaining Capacity, the board offers wisdom, oversees the work, and attends to the foundations of its wealth • In Preserving Credibility, the board brings the weight of the good will and generosity of the organization to the community. * Fearless Fundraising for Nonprofit Boards, BoardSource, pages 1-2 Roberta A. Healey

25. BoardSource Responsibility #4 • “ENSURE ADEQUATE RESOURCES: One of the board's foremost responsibilities is to provide adequate resources for the organization to fulfill its mission. The board should work in partnership with the chief executive and development staff, if any, to raise funds from the community.” Roberta A. Healey

26. The philanthropy team • Board of Directors • Staff • Executive Director • Development Director • Respect for the culture and traditions • must be flexible/adaptable • ALWAYS MOVING FORWARD Roberta A. Healey

27. Roles: Board • Participate fully in the implementation of the integrated development plan. • Clearly articulate the mission, vision and program. • Make your own generous gift. • Refer prospective donors. • Sign or write personal notes on solicitation letters and thank you letters • Cultivate and solicit personal gifts. • Adopt and implement a strategic plan that ensures necessary funds to turn the plan into reality. Roberta A. Healey

28. Roles: Head • Participate fully in the implementation of the integrated development plan. • Clearly articulate the mission, vision and program. • Make your own generous gift! • Attend all fundraising programs and events. • Call on prospects as appropriate. • Sign letters and other correspondence as appropriate. Roberta A. Healey

29. Roles: Chief Development Officer • Draft and, following board approval, implement the comprehensive integrated development plan. • Clearly articulate the mission, vision and program. • Make your own generous gift! • Market the agency as a major philanthropic choice • Research donors. • Ensure accurate receipt, recording, acknowledgement and reporting of gifts. • Work cooperatively with finance staff as appropriate. • Monitor legislative, regulatory and demographic trends. Roberta A. Healey

30. Where is Your Board? • Level One* • Little personal risk … all activities done as a group such as approving staff plans and setting goals, priorities • Level Two* • Prospect cultivation and outreach, board begins to understand the need for relationship building, events as a “point of entry” for new prospects. • Level Three* • Generous personal giving, personal asking, focused relationship building * Fearless Fundraising for Nonprofit Boards, BoardSource Roberta A. Healey

31. Identifying Benchmarks • Fund Raising: Evaluating and Managing the Fund Development Process, James M. Greenfield, FAHP, ACFRE; John Wiley & Sons • Median giving • Cost to raise a dollar • Number of prospects • Number of donors • Number of Volunteer • Better Business Bureau Wise Giving Alliance Roberta A. Healey

32. Thank You • Robbe.healey@farrhealey.com • 610-996-4650 Roberta A. Healey

33. 3 more webinars: • Sticking to Priorities: Making Advancement Happen While You’re Jugging 20 Other Balls • The Sweet Spot: Asking for Major Gifts and Getting Them • Train Your Trustees: Short Fundraising Exercises for Board Meetings • Regional workshops • Podcasts coming in the spring