If you don't ask, they can't say yes; or, the art of the fundraising ask (for smaller college academic leaders).

A one hour primer in fundraising for busy Academic Leaders (Chairs, Deans, Provosts) .

 A perpetual fund-raising campaign is built on pillars

 1. Case for Support

 2. Volunteer Leadership

 3. Donor Prospects

 4. Fund Raising Plan

 1.     BUILDING THE CASE STATEMENT  

 The Case for Support is where it all begins. The best campaigns are built around solid cases with compelling needs and a demonstrable vision which can be enthusiastically defended. Inherently, they must express urgency and legitimacy to elicit a reaction – a call to action – for people to give their support.

 It is the case that initially attracts a donor to a cause. The case tells the story of your school, your college, your university, your institution.  It explains why you need to raise money. From the case arise all of the campaign promotional materials. 

The “case” answers fundamental questions:

a. What is the campaign all about?

b. What do we need the money for right now? Why is it so important right now?

 c. What is the mission of the association short term? Long term?

 d. How much will is cost to achieve these objectives? Short term? Long term?

 Assignment Number One

 From your perspective, as a member of [your institution or organization or community], jot down quick answers to each of the following questions: 

1. What is the campaign all about?
2. What does [your school] need money for?
3. Why is it so important right now? 
4. What is the mission of the school short term? Long Term?
5. How much will it cost to achieve these objectives? Short term? Long term?

 2.      VOLUNTEER LEADERSHIP  

 The Case for Support determines if someone will support a campaign, but who actually does the ask often determines how much s/he will give.

David Schleich, 2017

 Leadership is the number one factor in the success of a fund-raising campaign, whether that campaign is for a one-time objective or for a long term program. We must invest the time and effort to recruit the most ideally suited volunteer and staff leaders for the campaign. The time and thinking investment definitely pay off in donation returns over the long run.

 A leadership structure for your school (college, university, association, institution, community non-profit) could have two tiers.

1. A core group to form an ongoing campaign committee. 
2. Each person on the core group takes on the responsibility of chairing a sub-committee with a group of five to ten volunteers, who in turn are responsible for a particular segment of your potential donor landscape (alumni/ae, financial institutions and corporations, suppliers, related suppliers interested to brand themselves with graduates, staff, associated organizations, your clients).

 Voluntary (and even assigned) campaign leadership has to start from the top and work its way through the organization. This means that the campaign begins with the Board or governing group itself first. These individuals set precedents for volunteering AND giving, at levels of time and money which are feasible for individuals on the Board. 

 In this way, the association can create momentum, by initiating campaign activity among those who are closest to the organization.

 The most successful leadership teams are those who are prepared to dedicate their

•  Influence
• Strength in their profession acumen
• Time and commitment
• Ability to set precedents in giving time and funds

 When volunteer leaders truly believe in their cause, their dedication and enthusiasm will be a critical factor in motivating prospects to give. Part of the job of the leadership of your school (etc) is to ensure that volunteers are trained in the best fund raising techniques and cultivated and encouraged as you go forward with your projects and objectives.

 Assignment Number Two

 List twenty people whom you believe may be interested to join key sub-committees of your organization’s fundraising structure. These individuals can be other employees or volunteers in the organization, related professionals, personal friends with networks in business and industry, professionals in other disciplines and so on.  Your list is preliminary (brain storming) at this point and will not be divulged or acted upon at this stage. It is your list of those whom you think may be interested to help.

 Name of potential volunteer                               /contact co-ordinates

 [make the list as accurate and inclusive as possible]

 3.      DONOR PROSPECTS  

 Donors give for hundreds of different reasons,

but in the end, it comes down to one key factor:

                               … they are asked to give !

 The Number One Task of your ongoing fundraising mandate is to provide legitimate donor prospects with legitimate reasons to give.

 You already have all kinds of target donor communities:

•  the professional community in your city, county or state, and elsewhere
• related businesses suppliers and partners
• financial institutions/corporations (big and small) where your organization has any kind of contact
• Individuals
• Patients
• general community
• foundations

  Cultivating Donors

Create a management strategy for each prospect.

• A list of potential cultivation activities.
• A defined timeline.
• A cultivation team to move the prospect through the cultivation process until s/he is ready to be asked.  
• Encourage your board and development committee members to build and strengthen relationships with prospects.
•  Incorporate prospects in events and activities in which other volunteers are involved.

(Examples include small group meetings, one-on-one meetings, networking receptions, cocktail receptions, health fairs, open houses, and other special events.)

•  Establish communication strategies that maintain regular contact with prospects including mailings, publications, annual fund solicitations and invitations to events.
•  Continued involvement with enthusiastic members will establish a stronger relationship between the prospects and the members of your organization and its community. 

 The 4 keys to building powerful relationships with major donors:

1.  Get their attention (something to sell; someone to introduce you; invitation to an event).
2. Build the relationship (cultivate, cultivate, cultivate).
3. Explain the “investment”.
4. EMOTION always trumps.

 AN ongoing campaign is built on 4 platforms

Potential Donors

These are the prospects who could be your organization’s donors; they are often first time donors. It is here where you have the first chance to cultivate a long-lasting relationship with your donor. You and your institution or organization’s team of volunteers must use this opportunity wisely. 

 Once people give, it is easier to secure their support again. As well, at this stage of cultivation, you experience the only time when you will have the greatest potential donor base. 

 At this point, almost anyone could be a prospect for you. We begin with those closest to the organization: friends, volunteers, staff, individuals, foundations, service clubs and business in the organization’s catchment area. However, we should look for prospects outside the immediate geography of your organization or school or institution too.

 First Gifts and Renewal Gifts

The next piece of the puzzle is “donor acquisition”. First gifts are usually small ($25 or less). The goal is to secure as many of this level of gifts as possible. Don’t worry about the size of the gifts; rather, focus on getting donors in the door so that we can begin cultivating them to higher gift levels.

 Much donor acquisition is done with direct mail (print and electronic). Social media “asks” can be very effective. This form of donor acquisition can sometimes cost more (time, list development, postage) than it raises (it is typical to achieve a 0% - 2% return on the first go-round !) Not to despair. This is America. We need to think of this element as an investment in the long-term development of the organization. Breaking even or raising even a little is good !

 Those donors who give during the early parts of this stage quickly become prospects for “renewal” gifts. Typically, when seeking renewal gifts through direct mail (ask a first time donor to give a second time), an organization will achieve a 20% - 30% response rate. Even 50% is not unheard of. Response rates continue to improve in subsequent mailing as you refine your list of those who continue to give and you lose “fringe” donors.

 The third mailing will always prove the value of the renewal phase. Note that more than 75% of second-time donors give a third time !

 Special Larger Gifts and Major Gifts

Once there is a momentum of gifts underway at the “first gifts and renewal gifts” level, it will be time to really start tracking actual donor gift levels and looking for opportunities to upgrade them. From the donor’s perspective, s/he is proving a commitment to the organization. Chances are that they are donating more each time they give. They will give more if asked to do so. So, we have to get in the habit of asking and become comfortable with asking.

 Look for donors who are making $100+ donations. Also, at this point check for prominent and wealthy names on your donor list. Then, next time you approach those donors for funding, don’t mail a request; rather, arrange to see them face-to-face and try to turn a $100 gift into a $500 gift.

 This is a critical stage in developing a long-term committed donor to your school or organization. Success in this stage prepares you and them for the highest yielding donor category: Major Gifts and Bequests and Deferred Giving. These requests must be handled with skill, tact and sensitivity to bring these donors into your “organizational family”.

 The largest gifts are most likely to be granted from those who already have come to know you and the institution you are associated with, are committed to it, and who want to see it continue its good work. This is why cultivating donors to higher levels (in the previous stages) is so important: they are making philanthropic investments in your community and now have a vested interest in it. They want to see a return on their investment. They want to see the group you represent thrive, knowing that their donations have had an impact.

 Bequests and Deferred Giving

This is the ultimate form of giving (and quite often, the highest yielding). At this stage we look for those donors who have shown the greatest commitment to you and your community. They may not be the major donors, necessarily. Some may find it easier to give generously through wills, trusts, annuities and insurance. So, we need to be well aware of how to accomplish this. It goes without saying that seeking gifts of this kind requires extremely sensitive, highly personal meetings.

 Assignment Number Three

 List any names of individuals, organizations, companies, colleagues, professional associations, foundations who can, with screening and analysis, become our list of prospects for each “donor community”. 

 Important criteria:

 o  a common bond of interest

o  a contact (or a contact with a contact) to the decision-maker

o  the means to give

 The 5:1 Ratio Rule

Initial prospect list (5 prospects = 1 gift)

 PROSPECTS:  [write out 20 names]

a. people you and your colleagues communicate with

b. friends of friends

c.  people you haven’t met but know about

 4.    FUNDRAISING PLAN  

 Your “operational fundraising plan” is an important framework for going forward. It will provide volunteers and leaders with the strategies and action steps. The plan helps both to recruit and guide leaders, and to help them to solicit donor prospects effectively.

 Your Fundraising Plan works this way:

• clear goals and objectives
• distinct campaign atmosphere, personality and theme
• integrated/coordinated communications and marketing plan
• tailored, personalized solicitation strategies for each prospect
• careful timing of action steps
• phased-in solicitations of targeted fund raising communities
• momentum and building excitement

TOP TIPS for OPTIMAL FUNDRAISING

1.  Stay close to individual donors (primacy of stewardship)
2.  Focus on donor retention.
3.  Think generationally with family foundations.
4.  Understand the impact of the “commercial donor-advised funds” (DAFs) –vs- Private Foundation Fund (PFF)

 FIRST, your DONOR network. 

•  Find and cultivate prospects.
• Strengthen Donor Relationships.
• Communicate with your Prospects and your Donors.
• Create Donor networks.

 NEXT, meticulous STEWARDING.

• communicate with your donor
• get your donor involved
• ask your donor what s/he thinks
• ask the toughest feedback question of all: what could we be doing better?

 ALONG the way, confident ASKS.

• Canvass, cultivate, close: asking your prospect to support the OCAANP with money or in-kind support.
• Canvass, cultivate, close: “Whom else do you know who might be interested to learn more about you and the community you represent?” (referrals are gold)

 The beauty of the referral (keeping the prospect pipeline full)

•  builds a network
• the power of introductions

 Specific Gift Requests

Each donor prospect will be asked to consider and be challenged to give at a specific gift level. People need such benchmarks to make educated decisions. Once your organization has determined its specific annual and multi-year targets, it will be easy to determine that this can be attained through a finite number of gifts at specific levels. When donors understand this, they tend to give at higher levels because they realize what it takes to achieve a successful campaign year over year.

 Pledging

Whatever your annual or multi-year goals, it is critical to provide donors with the time to make higher level gifts. Very few people can make five, six or seven figure gifts in one payment, so we provide the opportunity to pledge over three to five years. Pledging has the added benefit of building loyalty and long term relationships. As donors become accustomed to supporting you and your community, they can be more easily cultivate into lifelong donors.

 Deferring Gifts

To maintain momentum and a sense of excitement, you need to concentrate on securing and talking about the largest gifts first. The effect can be domino-like; one larger gift tends to attract others. If a prospect proposes to give at a substantially lower level than requested, weigh carefully whether or not to defer the gift by asking him or her to give at a later date or to reconsider the proposed gift.

 Proportionate Giving

Always take care to ensure that donor prospects give at a level commensurate with their means.

 Dedication and Recognition

Perhaps more than in other campaigns, due to the uniqueness ofyou’re your community, we will need to provide ways and means to give something back to our donors, particularly businesses who are in a very competitive market and require brand name recognition.

 Ensure that such recognition (e.g. donor wall, website recognition, certificate, promotional sponsorship opportunities, CE sponsorships/bursaries, etc.) meets your organization’s long-term operational plans.