Fund Raising Strategies

1. Fund Raising Strategies Carol Muller Executive Director HELP!Line Center

2. Organizational Differences • You may represent: • A volunteer board that does all aspects (program, administrative, fund development) • An agency where you are the only employee. • An agency where you are the Executive Director and do all fund development. • An agency where there is a development staff or a department.

3. Organizational Similarities • Mission driven. • Passionate about your mission and service. • Volunteers • The community “owns” your non-profit agency. • Responsibility to donors. • If you don’t ask, you don’t get. • Messaging: Struggle with how to present our work, our need, and our impact. • Fundraising requires team efforts. • And….no one ever has enough funding!

4. Organizational Transitions • Hiring of the first employee. • Hiring of fund development staff. • Donor database • Incorporation of technology for fund raising. • Transitioning a board from a program/activity board to a fundraising board. • Addition of an endowment or foundation and committee development.

5. Assumptions • Mission for your organization • Strategic Plan • Defined need for your services • Quality programming • Community support exists because of the above.

6. Unwritten Fund Development Rules • Everyone does need to contribute. • If you are a totally volunteer organization, the Board president should make the first gift with the full Board to follow. If you are staff, you need to make a gift before asking your Board and the community to contribute. The dollar amount is not as important as 100% participation. • Everyone has a responsibility to fund development. • Fund development staff cannot operate in a vacuum away from program staff.

7. Sources and Diversification of Revenue • Fundraising – individual and corporate • Annual appeals: individual contact and/or mail • Special events • Sponsorships (be creative!) • On-line • Memberships • Grants/Foundations • Government • United Way • Contracts or Fee for Services

8. Similarities of Revenue Sources • Someone had to ask for them. • Funders are making an investment because they believe in your mission and ability to deliver results. • They all need to be reported on. • Evaluation/impact component. • They all have vulnerability for continuity, relationships and economy.

9. Board Member Roles • Will you require 100% participation in annual gifts? • Will you require 100% in fundraising? What will this be? Expectations? Some donors only want to be asked by a board member, not staff. • Do you require a written agreement/contract? • What will be your role? • Cheerleader • Organizer • Clean up crew

10. Transitioning a Working Board to a Fundraising Board • Time and patience • Clear understanding before a board member accepts a position on the board. • Staff needs to train. • Staff needs to mentor. • Board members need clear, concise materials. • Board members want to be successful, be proud of the boards they serve on. • You are a team!

11. Volunteers • Volunteers become donors. • Volunteers are your PR people, good or bad. • Are you capturing names, contact info? • Do you know where your volunteers work? • Board members are also fundraisers. Let volunteers exit gracefully when it isn’t the right fit. How can they best help your organization and meet their desire to help?

12. Materials • Will you work with a graphics/marketing agency? • What is your budget? • Look at materials through eyes of donor – use of color, glossy, etc. • Continuity of graphics and materials. • You cannot tell every story in your materials. • Confidentiality of clients. • How will you test your materials? • How will you distribute? • How can incorporate electronically?

13. ROI: Return on Investment • Invested time (volunteer and staff) • Marketing/exposure • Growth of donor list • Sustainability and growth • What are you not doing with your time because of this activity? ROI must be evaluated with all projects, but especially special events.

14. Fundraising and Technology • Donor database. How much technology do you want and need? How much can you maintain and afford? • On-line capabilities to take credit cards • Communication • Social marketing and networking • Lack of donor database should not be an excuse to not do or delay fundraising. • None of these will work if core services, mission, etc, are not in place.

15. Fund Development Staff • How will you measure when you will be ready for this? • What are you looking for? Grant writer, events coordinator, major gift ask, public relations are all different skills. • Set accountability before hiring. • Can they make an ask and close a deal? • Passion for mission. • Involvement with program staff and delivery of services.

16. Transitioning an Organization • When the first employee is hired and the employee has responsibility for program delivery, administration and development, what will be the role of the Board? • When a fund development staff person is hired, what will be the role of the Executive Director and Board? • Are you prepared to transition?

17. How Do You Survive In A Small Shop? • Multiple hats are worn. • Define roles of staff and Board. • As staff, find your balance. Boards will often micromanage if given an opening. • Use of committees and ad hoc groups can be advantageous. • Develop your skills to continue looking ahead and planning. • Flexibility! • Give credit where it is due, and always build your Board up.

18. To Consider • Will you accept money from the “sins”? (ex: Tobacco, gambling, alcohol) • Will you let other groups fundraise in your name? (ex: beer tasting) • Does the money come with strings? Are they acceptable?

19. Lastly, • Ask for money, you’ll get advice. • Ask for advice, you’ll get money.

20. Most Importantly, • Do more listening than talking on a donor call. • Ask. • Thank the donor multiple times.