Fund Raising Strategies

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Fund Raising Strategies

• Carol Muller
• Executive Director
• HELP!Line Center

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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.

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Organizational Similarities

• Mission driven.
• Passionate about your mission and service.
• Volunteers
• The community owns your non-profit agency.
• Responsibility to donors.
• If you dont ask, you dont 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!

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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.

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Assumptions

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

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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.

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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

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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.

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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

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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!

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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 isnt the
  right fit. How can they best help your
  organization and meet their desire to help?

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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?

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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.

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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.

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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.

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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?

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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.

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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?

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Lastly,

• Ask for money, youll get advice.
• Ask for advice, youll get money.

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Most Importantly,

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