Partnerships, Sponsorships & Fund Development

1. Partnerships, Sponsorships & Fund Development Haily SummerfordFort Worth Botanic Garden817-871-7966Haily.Summerford@fortworthgov.org

2. Workshop Overview • Partnerships • Fund Development • Board Development • Sponsorships

3. The Power of Partnerships • Add value to organization • The 3-Cs Partnership Model • The Comrade Partner • The Consecutive Partner • The Complimentary Partner • Goals of Partnerships • Increase Capacity and Efficiency • Obtain Self-sustaining Financial Support • Meet Core Needs, Secure Longevity Success

4. Mindset, Mission & Public Relations • Fund Development – more than fundraising • We are a Healthy Organization – no tin cup! • We don’t “have” needs, we “meet” needs • Position Organization to be Values driven – the prize! • Investing in our Organization is investing in the community: invite donor-investors • Our Mission Statement says “why” we exist • Communicate & Celebrate: Internally with your Board, staff & volunteers; externally with your Community!

5. Developing Partnerships • Solid Plan – goals • Adequate staff support • Job descriptions of staff & volunteers • Fund Development Plan • Philosophical, strategic, tactical • Build a network to build capacity

6. Pause for Practice • Write your Organization’s Name • Write your Mission Statement – why you exist • Write your Vision – aspiration • List your Common Partners: if had no budget • people, products, services, donors, facility, PR • Give one example of each partnership: • A possible Comrade Partner • A possible Consecutive Partner (before or after) • A possible Complimentary Partner

7. Fund Development

8. Fund Development Components • Investing in People • Individual investor-donors, Major Gifts, Planned Giving, Women • Investing in Programs • Annual Campaign, Capital Campaign, Endowment Funds, Philanthropy Boards • Investing in Organizations • Government Grants, Foundations & Grants, Corporations • Investing in Events • Event Planning, Celebrities, Branding, Product Sales

9. The Development Process • Identify & Qualify • Develop your Initial Strategy • Cultivate Relationship & Involve Individual • Assign Right Person for Right Ask • Solicit: Invite and Engage/ Silence/ Respond • Follow Through! Acknowledge Relationship • Be Good Stewards of Person & Investment • Determine Renewal Strategy and Actions • Shed Old Attitudes!

10. The Fund Development Plan Review

11. Board Development

12. Board Beginnings • Strategic • Relate to mission/fund development plan • Develop Policies/Procedures & Bylaws • Structure – Chair, Vice Chair, etc. • Project Needs • Size • Evaluate positions (refer to matrix)

13. Power of Planning • Vision (aspiration) • Mission (why exist) • Goals (accomplishments) • Objectives • SMART – Specific, Measurable, Achievable, Results-oriented, Time-bound • Action Steps/Plan (Task, Responsible Party, Date Due, Date Done, Comments)

14. Recruitment • Recruitment Matrix • Gender • Age range • Race/Ethnicity • Geography • Profession • Expertise • Expiration date of current board term/term limits • Willingness to ask • Capacity to give • Connections in the community • Other board affiliations • Other – “love of nature/environment” • Board Fairs

15. Using the Matrix • Chart or Grid/Weight criteria • Gender: 55% female; 45% male • Race/Ethnicity: 65% white, 15% African American, 15% Hispanic, 5% Asian • Profession: 4 corporate execs, 5 community leaders, 2 teachers, 1 lawyers, 1 marketing director, 2 college admin, 1 physician • Expertise: education, marketing, fundraising • Geography: city center (8), suburbs (6); rural (3), county (2)

16. Enlistment • Phone call • Why chosen • Expectations – hours per year • Board Info Form • Board Orientation • Board Binders • List of members & contact info • Calendar of meetings • Job Description • Copies of by-laws/Policies & Procedures • List of committees/Chairs • Staff contacts • Strategic Plan/Vision/Mission • Review contents

17. Board Retention & Involvement • Rule of thirds – 1/3 of board should place organization on top; 1/3 in top three; remaining third less involved • Mutual respect • Feeling of belonging • Time worthwhile/enjoyable • Sense of future advancement • Appreciation • Board Self Evaluation (questionnaire)

18. Board Retreats • Board advances • Purpose – what outcomes? • Whom to invite? Board, staff, volunteers? • Agenda – who handles what? • When? • Length? • Where? • How often? • Relevant Retreat – topics, techniques, logistics

19. Board or Bored? • Lively, mission-focused, interactive • Time sensitive/Productive/Consistent Time • Good agenda • Testimonial/Mission Moment • Call no-shows • Trust, respect, consideration of other’s time, opinions & feelings • Focus on community need • Positive, Passion • Involvement – committees, events, etc. • Balance participation in meetings & committees

20. Board Bad Habits • While working for or attending functions of one NP, soliciting for another. • Showing up for board meetings unprepared. (Worst case: opening the board packet that was sent ahead of the meeting for their thoughtful study during the meeting • Discussing individual board-member donations with other directors • Using committee or board time to sell ones own business or product (pitches, commercials, direct solicitations) to individual potential customers • Meddling in operations

21. Common Missteps of Organizations • Failing to mutually plan agendas, tied to strategic objectives • Not posting advance calendars of meetings, and not sending two meeting notices, 2 ways, and in plenty of time • Wasting board time with too many reports • Not identifying expectations and board roles, and then clearly outlining them in the board recruitment and application process • Not tying new initiatives to actual needs assessment and objectives (acting unilaterally) • Communications omissions: Failing to convey a sense of urgency about the needs of constituents, and reasons for major changes in direction • Creating culture of gossip • Recruiting relatives

22. Sponsorships

23. What is a sponsorship? • Return on investment • Sponsorship Policy – uniform approach • Background • Definitions • Situational analysis – current issues • Exclusions • Processes & Procedures • Delegations – who sells? • Approvals/Agreements • Accountability/Responsibility • Review/Evaluation

24. Marketing Plan:Targeting Sponsors • Who are potential sponsors? • Determine target market (demographics, psychographics, age, location, etc.) • Define primary & secondary (traditional, socials, family time) • Audience Profile • Sponsorship Impact • Marketing Plan Template

25. Selling Sponsorships • Inventory List • Research potential sponsors • Sponsor Information Checklist • Proposal/Cover letter • Meeting Thank you • Negotiation/Arrangements/Agreement

26. Sponsorship Proposal & FormReview

27. Sponsorship Management • Develop Sponsorship Plan • Implement Sponsorship Plan • Evaluate Sponsorship Plan • Quantifying Investment • Managing the sponsor – information kit

28. Renewals & Exits • Renewals • Start early (4-6 months) • Know budget cycle • Have a Plan B • Exit by Sponsor • No blame • Number of reasons – not a good match, budget constraints, new leadership, fewer/larger sponsorships, global directive • Debrief • Referrals • Review benefits package • Exit by Organization • Do everything you can • Give plenty of notice – tell why

29. Three Key Sponsorship Principles • Know your audience, value, attributes and what you can offer a sponsor • Create customized proposal that meet the marketing & business objectives of potential sponsor • Undersell and over-deliver

30. Summary • Partnerships - values • Fund Development – plan • Board Development - strategic • Sponsorships – return on investment

31. Questions? Source:“The Sponsorship Seeker’s Toolkit”, Second Edition, by Anne-Marie Grey and Kim Skildum-Reid