1 / 26

Developing a Case Statement CSWE/NADD Spring 2006 meeting

Developing a Case Statement CSWE/NADD Spring 2006 meeting. Randy L. Holgate Senior Vice President, University Resources The University of Chicago r-holgate@uchicago.edu. What we will cover. Your development advantage Why make a case for support? Why a written case in only a beginning

whitney-soto
Download Presentation

Developing a Case Statement CSWE/NADD Spring 2006 meeting

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Developing a Case StatementCSWE/NADDSpring 2006 meeting Randy L. Holgate Senior Vice President, University Resources The University of Chicago r-holgate@uchicago.edu

  2. What we will cover • Your development advantage • Why make a case for support? • Why a written case in only a beginning • Characteristics of a solid program • Donor focused fund raising • Measures of success • Challenges and Rewards

  3. Skill base • Communication • Desire to help others • Ability to build rapport • Inclusiveness, others feel safe • Optimism, belief in possibilities • Meaning in your life, in what you do • Teachers and learners

  4. Belief in Positive Outcomes • “I find a universal belief in fairness, kindness, dignity, charity, integrity, honesty, quality, service and patience.” -Steven Covey Principal Centered Leadership

  5. Mission Statement • To seek and secure resources that will sustain the University as a preeminent research and teaching institution, by providing institutional leadership in fund raising and alumni relations, and by creating and nurturing a community of alumni and other friends who help us achieve that mission through their personal advocacy and financial support. The University of Chicago Office of Development and Alumni Relations

  6. Fund Raising Myth #1 • It’s our job to convince people to give • $240.72 billion of charitable giving in 2003 • 84% of college educated people make gifts • 91% with post graduate study give Giving USA, 2004 – researched at written at The Center on Philanthropy at Indiana University

  7. Fund Raising Myth #2 • Most gifts come from foundations and corporations • Individual gifts comprise 75% of total giving • 21.6 billion in bequests, 9% of total giving Giving USA, 2004 – researched at written at The Center on Philanthropy at Indiana University

  8. Fund Raising Myth #3 • All we need are a few really big gifts • $1 million donors begin with small gifts • Gave first gift within 4 years of graduation • Usually give multiple giftseach year CORE Group

  9. Fund Raising Myth #4 • People give us what we ask for • Giving is highly personal • Match of interests and timing • “Yes” and “no” can mean “yes, no or maybe”

  10. Fund Raising Myth #5 • Giving is a rational decision • Emotion, experience, and case influence donors • Philanthropy is very personal • Donor motivations vary

  11. Characteristics of a solid development program • Donor centric • Focused • Shared vision, goals, direction • Clear priorities and plan • Results oriented • Integrated cross team • Creative • Responsive • Consistent • Forward looking

  12. Giving inspires giving • Gifts come from the heart • The heart follows gifts • Consistent donors give 50% more during their lifetimes • Most $1 million+ donors began with small gifts • Significant bequests come from consistent donors of modest gifts

  13. Philanthropic Relationships Lifecycle Commitment Engagement Commitment

  14. Time Individual Attention Commitment: Gifts from Individuals

  15. Prioritizing Activity High: move to solicitation Medium: heavy cultivation Low: newer prospects

  16. Critical Development Responsibility • Clarify objectives • Define pool • Prioritize • Strategize • Communicate • Track Progress

  17. Quantitative Measures • Contacts • Visits, phone calls, letters, email • Events, other initiatives • Proposals • Stewardship • Dollars raised • Participation rates

  18. Qualitative Measures • Regular discussion of what is happening in our relationships • Assessment of quality, frequency, continuity

  19. Self-Help for Effective Strategies • Does your strategy deepen a prospect’s relationship with your institution? • Does your strategy increase knowledge of your prospect’s interests? • Does your strategy result in more information about a prospect’s financial ability? • Does the strategy lead to a gift?

  20. Food for Thought and Conversation • What is the most satisfying gift you have ever made to any institution? • How does it feel to be asked for a gift? • What do you expect after you have made a gift? • What has been most rewarding for you as a volunteer? • What advice would you give to help us work better with donors and volunteers?

  21. Challenges • Time • Flexibility • Achieving goals in timely way • Resources • Disappointments • Discipline

  22. Connect and recognize people

  23. Build a culture of philanthropy

  24. Celebrate success

  25. Recognize continued commitment

  26. Increase engagement

More Related