Major Gift Fundraising and the Leadership Volunteer

1. Major Gift Fundraising and the Leadership Volunteer

2. What is major gift fundraising? • Thoughtful rather than impulsive • Investment rather than gift • Community good rather than WIIFM • Values rather than duty based • Personal relationships, rather than mass marketing

3. Who gives?

4. What do they give to?

5. Why Volunteer Leaders? • Extend staff resources • Expand the philanthropic network • Extend the knowledge base • Are more likely to make meaningful gifts • Bring credibility to the ask

6. “I’m afraid to ask…” • Most people don’t give unless they are asked. • Donors expect and even look forward to it. • An invitation, not a sale. • What will be the result if you don’t ask?

7. Not Asking Insures Failure “You miss 100% of the shots you don’t take.” –Wayne Gretzky

8. Volunteers and the Five I’s. • Identify • Inform • Interest • Involve • Invest • When “you” becomes “we”

9. Identify • Review lists • Provide contacts

10. Inform • Discussions with friends • Small groups • Large gatherings

11. Interest • Answer questions • Take suggestions • Note and report interest

12. Involve • Serve on committees • Make calls • Host small events

13. Invest • Accompany a professional or other volunteer on a call • “Witness” for the station • Ask

14. Why people give

15. The Seven Faces of Philanthropy • Russ Alan Prince & Karen Maru File • Twelve firms studied the characteristics of 218 charitable donors. • Discretionary income >$1 million who had made gifts >$50,000.

16. Communitarians: “Doing good makes good sense.” 26% of givers Often local business owners Don’t just give, get involved Benefit is the network Devout: “Doing good is God’s will.” 21% Give 94% to churches Investor: “Doing good is good business.” 15% One eye on the cause, and one on taxes Give broadly The Seven Typologies

17. The Socialite: “Doing Good is Fun.” 11% of givers Enjoy social network Special events Not board members Arts and education Altruist: “Doing Good Feels Right” 9% The Selfless Donor Moral imperative Tend not to serve on boards Give more to social causes The Seven Typologies

18. The Repayer: “Doing Good in Return” 10% of givers Constituents first, donors second Have personally benefited Feel loyalty, obligation Give to hospitals, schools The Dynast: “Doing Good is a Family Tradition” 8% Inherited wealth Believe it is expected Variety of causes; each generation chooses its own. The Seven Typologies

19. Who will give to you?

20. MegaGifts • Jerold Panas interviewed 20 who gave more than $1 million. • 22 key motivators • Interviewed 1,082 non profit leaders. • Significant perceptual differences

21. What leaders thought: Community Responsibility, Pride Belief in the mission Interest in a special project Involved in the campaign Service on board, committee Memorial opportunity Respect for institution in community What givers said: Belief in the mission Regard for staff leadership Fiscal stability Respect for institution in community Regard for volunteer leadership Service on board, committee Respect for institution in a wider circle Differences

22. The point is … • People give for their own reasons, not yours • When asked, most givers cite • Belief in the cause • Confidence in financial management and leadership • Its respect both locally and beyond • People give because they enjoy it • People give because they were asked

23. A solicitor’s most important tools • Knowledge • Questions • Silence

24. Knowledge • The case • Why the organization exists • The prospect • Giving, interests, affiliations • The amount • Agreed by you and staff • Capacity and interest

25. Armed with this knowledge … • Prepare a written plan of action: • What is the purpose of this visit—gift or cultivation? • Will I go alone or take another? • What are our roles: what will we say, who will ask, what is likely to be the result? • What is my fall-back position? • Make the appointment: the hardest part.

26. The Interview • Establish rapport. • Friends in common • Question them about interests • Question them about the service. Your favorite programs? Do your [grand]children watch? Do you know that WXXX…?” • Down to business • I’m here because … • Explain the project • Ask for questions and answer them

27. Listen • The Most Important Skill • Try to pose questions that draw the prospect out. Listen for responses. • Show that you are listening.

28. Dealing with Objections • Acknowledge them • Don’t debate, but do provide facts • Correct erroneous information • Get back on track • Maintain a common ground

29. The Question “Given your past support of (WXXX/so many worthy projects in Anytown) and the importance of this project to families and children throughout our community, I hope that you will join with (peers who have given) in this cause. We would be most grateful if you would consider a major gift in the range of ($ amount) (OPTIONAL: payable over the next X years.)”

30. What’s next? Having asked the question, what is the next thing you should do?

31. Silence • Say nothing. • Look the prospect in the eye and wait. • Do not: • Provide an out. “Of course, if you’d rather …” • Make excuses. • If you speak, you lose.

32. Putting it to work An exercise

33. What to do if …

34. When you get a firm “No.” • Be gracious, in person and in writing. • If no to this project, gather more info. • If no to the station, gather objections. • There are prospects who will not give to you.

35. Rules for asking • Make your own gift first • Know your prospect • Listen to what the prospect says • Emphasize the prospect’s interests • Ask for a specific gift • Remain positive and focused • Counter objections with facts • Manage the follow-up (pledge card, next appointment, reporting results)

36. You Can Do This