The hungry games: catching Funds

THE HUNGRY GAMES: CATCHING FUNDS Rutgers University Temple University University of Georgia University of North Florida

FUNDRAISING: AN INTRODUCTION Jeanette M. Toohey, Director University of North Florida

Definitions and terms • Fundraising: people giving to people who ask on behalf

on worthy organizations. • Prospective donors: people with linkage to your

organization (who has it?), ability to give (discretionary funds) and interest in what you’re funding.

UNF OLLI Mission and Vision • The mission of OLLI is to provide educational and social

opportunities to people 50 years of age and above in order that they might grow intellectually, socially and culturally in a climate of friendship and mutual sharing of ideas and life experiences. Mission clarity keeps leadership decision-making focused, which in turn, inspires donor confidence. Ask: “How might that good idea for a program/event/activity advance our achievement of mission?” Resources are limited. If it doesn’t demonstrate potential, why undertake it? • OLLI shall be the premier community of adult learners in Northeast

Florida.

Development Ladder • Suspect to • Prospect to • Donor to • Repeat donor (tipping point) to • Upgraded donor • Special gift donor

• Major or big gift donor • Planned giving donor

Processes: Prospect to Donor • Cultivation (with stewardship, 90%): educate and

friendraise before we ask for a decision to give. The process of gradually developing the interest of a prospective contributor through exposure to institutional activities, people, needs and plans to the point where the individual may consider a gift. • Solicitation (10%): the “ask” (gift), the transaction. • Stewardship (with cultivation, 90%): sustaining donor affinity by demonstrating the outcomes they make possible and deepening their affinity by communicating opportunities for them to make a difference on an ongoing basis.

On Giving • Donors Give To… • Donors Give When… • People Fail to Give Because… • Greatest return on investment in priority order • Retain current donors • Upgrade current donors

• Rebirth lapsed donors • New donors

Chuck V. Loring Loring, Sternberg & Associates

4 - Legged Stool of Fundraising

Chuck V. Loring Loring, Sternberg & Associates

The Donor Pyramid

Chuck V. Loring Loring, Sternberg & Associates

Chuck Loring's Things to Remember • The number one reason people do not donate to your • • • • • • • •

organization is that they were not asked. Involvement invites investment. Volunteers especially the board must model giving behavior for other prospects and donors to follow. All fundraising is local. You may need to teach philanthropy before you can fundraise. No donor gives away his or her last $500.00 or ($5,000.00). You seldom get more than you ask for. Fundraising is about building and maintaining relationships — it is a marathon, not a sprint. Its much easier to get more money from an existing donor than $1.00 from a non donor.

PUTTING THE FUN INTO FUNDRAISING Katy Crapo, Executive Director Tom Kenyon, President Elect University of Georgia

OLLI@UGA Fundraising History •Two Stories

•Friendraising & Fundraising •The Takeaway

Halloween FUNdraiser •First major event

•The five-ring circus •Cost per person •What we netted

•Volunteer Engagement •University involvement

Halloween FUNdraiser •Evaluation •Lessons Learned

The Wishing Ring •“Minor” event

•Cine′ Theater •Involving our sponsors •Involving the University

•Community Outreach

Fund Development Strategy Plan • Leave a Legacy

• Annual Fund Campaign • Special Events

• Scrip Gift Card

Leave a Legacy • Donors have the ability to designate how their funds will

be used. • To date every donor has designated their gift for

operational funds to be used as needed by OLLI@UGA. • There are currently eleven donors to the Leave a

Legacy program. • A conservative estimate of the value of the Leave a

Legacy endowment is $300,000.

The Annual Fund Campaign •Potential to become a

significant and dependable source of revenue •100 for $100 •Year round •Two mailings

Special Events •Halloween FUNdraiser •The Wishing Ring

SCRIP Gift Cards •Tremendous Potential

•How it works •Move to Marketing

Committee

Score Card GOAL

• Annual Fund Campaign

RESULT

$10,000

$ 7,925

• Special Events

$ 3,000

$11,112

• SCRIP Gift Card

$ 1,300

$

TOTAL

$14,500

$19,219

(as of 4/1/14)

222

Marketing Development Committee • The purpose of the OLLI@UGA marketing committee is to

co-ordinate business related activities designed to augment revenue that will enhance quality learning programs and services for the members. • Activities are to include corporate and individual

sponsorships, advertising, in-kind donations, product sales and promotion of the benefits and services of OLLI@UGA.

Sponsorships

Since 2012 OLLI@UGA has raised over $75,000 in sponsorships.

Benefits of Sponsorship • Sponsorships offer a corporation or an individual an

opportunity to reach an audience of active, engaged older individuals who are making important decisions that affect their lifestyle. • Becoming a sponsor can complement their marketing and

philanthropic plans and serve as a thoughtful way to demonstrate their community support.

Sponsorship Levels

Sponsorships have several levels of support, each having an agreement which states the specific terms of that level.

Sponsor Recognition • Beginning at $1,000 and going to $10,000 each

has provisions that include recognition in: • 2 Course Catalogs • 6 OLLI Times • Annual Membership Directory • Website • Table Space at 2 Back to Class Bash Events • Table Space at 2 Newbees Events • Annual OLLI Art Fair • Invitation to our Annual Meeting

Our Sponsors • Retirement Centers • Insurance Companies • Real Estate Agencies

• Investment Consultants • Banks • Gourmet/Wine Stores

• Personal Assistants

In-Kind Sponsorships • Sponsors can also elect to provide goods or services

instead of funds. •

• Agreements like those used for financial support are used

for in-kind goods and services. • For bookkeeping purposes each sponsor of in-kind goods

or services much submit an invoice of their costs. • This fiscal year in-kind sponsorship has provide over

$12,500 in support of OLLI@UGA activities and events.

TRANSITIONING TO A CULTURE OF GIVING Adam Brunner, Ph.D., Director Donna Satir, Fundraising Director Temple University

Our History of Fundraising • The most we raised from members in previous years was

$18,000 • Set out to raise a minimum of $20,000 in 2013/2014 • So far this year, we raised over $34,000 just from member donations but raised a total of $49,915 (as of April 2014) through a combination of member donations and other strategies. This does not include the $100,000 that is pledged to OLLI in a member’s will (a copy of the will was presented to us in December of 2013).

Summary of Approach Two assumptions: • Member involvement leads to member ownership

-- when you own something you take care of it • When you build a strong sense of community, people care more about the community and want it to thrive and continue

Summary of Approach Efforts taken: • Involved members in the process by asking for their input and giving them roles in fundraising activities • Held focus groups and planning meetings to educate members about our fundraising goals and to identify doers and leaders • Educated members on “why we are fundraising” and “why one would donate” • Learned what questions members had about our fundraising activities and provided them with answers • Created fundraising events that involved our members and showcased their talents (note cards, talent show) • Used our members voices to encourage giving (fundraising brochure, Donor Spotlight in newsletter) • Appreciated donors

Early Steps to Developing an Infrastructure for Fundraising • As soon as we began to consider applying for a

fundraising grant from the Osher Foundation, we were able to identify two members to assist with the development of the proposal (one, a seasoned fundraiser; two, a career grant writer)

Early Steps to Developing an Infrastructure for Fundraising • After we received the grant, held two focus groups. Gave

overview of fundraising plan, asked questions, “What does OLLI mean to you?”, and for suggestions on how to raise funds. • Rationale for focus groups – • Begin education about fundraising goals • Get to know people (skills and personalities)

• Non-committal way to view the landscape of support

Early Steps to Developing an Infrastructure for Fundraising • Wanted to develop case statement for fundraising (a

feature in our fundraising brochure) • Sent out email asking responses to: • How would you feel if OLLI disappeared from your life tomorrow? • What does OLLI mean to you? • What do you get out of participating at OLLI?

Early Steps to Developing an Infrastructure for Fundraising • Held two meetings to get input on potential vision and

mission statements • Another rationale for the series of meetings (focus groups, and these meetings) was to see which members continued to come – who are the people committed to the goal, who are the doers.

Early Steps to Developing an Infrastructure for Fundraising Fundraising brochure

Early Steps to Developing an Infrastructure for Fundraising Fundraising brochure (continued)

Efforts to Educate Membership and Begin Fundraising • Sent out letter requesting donations with a coupon

attached What is the Value of OLLI to You? -Without support from our members we cannot thrive -OLLI needs financial security to adapt to ups and downs of changing economy -How funds will be raised? -We need you!

Efforts to Educate Membership and Begin Fundraising Frequently Asked Questions: Why do we need OLLI to become financially sustainable and have an ongoing infrastructure for fundraising?

Why doesn’t the membership fee cover all of our financial needs? Where do the donations go when OLLI at Temple receives them and how are they managed?

Efforts to Educate Membership and Begin Fundraising Frequently Asked Questions: What will we do with the funds that are raised from members? Will we be able to count on ongoing support from the Bernard Osher Foundation? Why is the sustainability of OLLI so important?

Our Fundraising Campaign A.

Tracking Our Progress

Our Fundraising Campaign B. Fundraisers • Note cards

Raised $2,134

Our Fundraising Campaign B. Fundraisers • Talent Show

Raised $2,371

Our Fundraising Campaign B. Fundraisers • Talent Show (continued)

Our Fundraising Campaign C. Fundraisers • In honor and in

memory cards Raised $2,912

Our Fundraising Campaign D. Other Fundraising Strategies • In honor and

in memory cards (continued)

Our Fundraising Campaign E. TOTAL RAISED IN FUNDRAISING CAMPAIGN SINCE JULY 2013

$49,915

FUNDRAISING: WORKING WITH A PROFESSIONAL Shino John, Assoc. VP for Strategic Growth Division of Continuing Studies Rutgers University

OLLI – RU • Professional fundraising • Engaging, collaborating and cooperating with your host

institution • Staff and volunteer roles • Institutional policies and procedures

• Transforming donors to investors • Human capital vs. human beings • Asking for money

Professional Development Key Metrics

15 face to face meetings per month

Total Proposals of 250k-1M per year

3-6 Face to Face visits to a proposal

Closing ¼ to bring in $100k-$500knually (restricted and unrestricted) •No ask exceeding 10% of identifiable net worth

Constituent Management Through Information

Insight Drives Action

Donor-information as a strategic asset Holistic view of the Donor / Donor

Use every Donor contact as an opportunity to create loyalty Modified from Source: The CRM handbook, PricewaterhouseCoopers

Establishing team-based selling as the rule, not the exception Measuring and managing the Donor profitability

CRM is about collecting, analysing and acting on knowledge of the constituent to give more personal and professional service. It is about better managing the enterprise around constituents interactions and maximising the lifetime value of relationships. It is about using the Institutions knowledge of its constituents in a consistent and uniform way across all departments and functions

Donor Relationship Management Capture all Constituent communication channels Clubs

Analytics

Trigger Systems

Events Peer To Peer Voice

Donor

Website

Channel Integration

Marketing Database Campaign Management Systems

Email

Print

Operational Systems

Adopted from Andrew K. Tiedemann: New Era in Donor and Donor Communications

Management Reporting

What is the Differentiated OLLI Mission? Branding, Strategic Initiatives, Prioritization Process

Develop

Fundraising Strategy Implement CRM, Integrate Communication Channels

Determine Inclination “Qualification” Data/Visitation Driven

Identify Constituents

Data Mining Alumni, Donors and Friends

Research Values Data/ Visitation Driven

Volunteer Based Donor Qualification • Each volunteer will look to qualify/meet X number of

prospects • May choose to bring forth a proposal • May choose to involve broader team after initial qualification

Preparation Strategy

Viability Control ROI

Preparing the Environment Campus Visit • Preferred meals/allergies • Custom tours with stories

Prospect Office • Soak it in • What's on the wall • What books do they have on the desk/shelves • How is the office décor

Gift

Attire

The Visit To ask or not to ask

Understanding their lifestyle

Evidence of wealth, generosity, philanthropy, and affinity

Reason to meet again

Involvement with other institutions

Personality

Family

Donors Many Donors do not give is because they are not asked. Donors give to mission: not budgets. Donors give to people: not places.

Donors give to institutions and individuals they trust.

Donor Motivations Principle 1: Determine donor motivations through questions. • What would you like to do with your money that would be meaningful to you? • What are some…? • What projects excite you the most? • Where do you feel…? • What is your philosophy of philanthropy?

The Cause

Principle 2: Bridge Donor Motivations to Cause. • Based on what you said, can I tell you about? • It sounds like you would be most interested in our international programs. • Given your desire to …, I want to share with you how our programs are doing just that.

Donor Investment Principle 3: The Close • I’d like to ask you and your family to consider a year-end gift of $25,000. • The Program is still in the startup phase, would you be interested in a 3-year, $50,000 gift to ensure continued success? • It costs approximately $1 million for -----would you…

The Path to Success

Donor History

Personal Visit

Discover Motivations

Bridge to Opportunity

The Ask

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