ࡱ>  M Ybjbj== G WW~S)8lzzzz6664j(((hb)l)jke@*R-:2.2.H.[6[;<ddddddd$g i:e6=I5[6==eAzz2.H.%eAAA=z2.6H.dA=dAAIjF`66fbH.* "]cj"(=b2fb;e0ke4b2k?kfbAjjzzzz SHAPE \* MERGEFORMAT  Table of Contents  TOC \o "1-1" \h \z \u  HYPERLINK \l "_Toc57097224" 1. Leadership Gifts of Growing Importance  PAGEREF _Toc57097224 \h 2  HYPERLINK \l "_Toc57097225" 2. The Move to Relationship/Donor Centred Fundraising  PAGEREF _Toc57097225 \h 2  HYPERLINK \l "_Toc57097226" 3. Burks Research  PAGEREF _Toc57097226 \h 2  HYPERLINK \l "_Toc57097227" 4. Gift Acknowledgement  PAGEREF _Toc57097227 \h 3  HYPERLINK \l "_Toc57097228" 5. Donor Recognition  PAGEREF _Toc57097228 \h 4  HYPERLINK \l "_Toc57097229" 6. Donor Stewardship  PAGEREF _Toc57097229 \h 4  HYPERLINK \l "_Toc57097230" 7. Analysis of Current Contact with Leadership Prospects  PAGEREF _Toc57097230 \h 5  HYPERLINK \l "_Toc57097231" 8. Frequent, Consistent, Quality Contacts  PAGEREF _Toc57097231 \h 5  HYPERLINK \l "_Toc57097232" 9. Determining the Amount of Time and Effort to Spend on a Prospect  PAGEREF _Toc57097232 \h 6  HYPERLINK \l "_Toc57097233" 10. Why Meetings with Prospects are Important  PAGEREF _Toc57097233 \h 6  HYPERLINK \l "_Toc57097234" 11. The Importance of a Strategic Plan-Programs/Projects for Support  PAGEREF _Toc57097234 \h 7  HYPERLINK \l "_Toc57097235" 12. The Relationship Continuum  PAGEREF _Toc57097235 \h 8  HYPERLINK \l "_Toc57097236" 13. The Internal Audit of Existing Relationship Development Opportunities  PAGEREF _Toc57097236 \h 8  HYPERLINK \l "_Toc57097237" 14. Group Activities  PAGEREF _Toc57097237 \h 9  HYPERLINK \l "_Toc57097238" 15. The Six Step Review  PAGEREF _Toc57097238 \h 10  HYPERLINK \l "_Toc57097239" 16. One-On-One Meetings  PAGEREF _Toc57097239 \h 10  HYPERLINK \l "_Toc57097240" 17. Exercise Design a Relationship Development Activity  PAGEREF _Toc57097240 \h 12  HYPERLINK \l "_Toc57097241" 18. Examples of Cultivation Activities  PAGEREF _Toc57097241 \h 13  HYPERLINK \l "_Toc57097242" 19. Applying the Decision Matrix  PAGEREF _Toc57097242 \h 14  HYPERLINK \l "_Toc57097243" 20. Building the Leadership Gifts Team  PAGEREF _Toc57097243 \h 14  HYPERLINK \l "_Toc57097244" Readings  PAGEREF _Toc57097244 \h 15  HYPERLINK \l "_Toc57097245" Appendices So Im supposed to cultivate donors and prospects, that relationship thing, but how do I do it?  PAGEREF _Toc57097245 \h 16  So Im supposed to cultivate donors and prospects, that relationship thing, but how do I do it? 1. Leadership Gifts of Growing Importance Paretos principle that 80% of any business activity being generated from 20% of customers/donors is certainly changing for fundraising. 2. The Move to Relationship/Donor Centred Fundraising Spurred in part by the development of databases and software that enable us to better understand the patterns of giving to our organizations and the increasing sophistication of fundraisers relationship/donor centred fundraising has growing numbers of adherents. However as Bill Sturtevant notes in his book The Artful Journey, Cultivation is an elusive concept for some, which may explain why we often avoid discussing the issue at our professional gatherings. This paper will look at the following components of cultivation: gift acknowledgement donor recognition stewardship Group involvement activities One-on-one involvement activities Volunteer involvement 3. Burks Research Canadian Consultant Penelope Burk conducted a four-year national study on donor communications and recognition. It involved in-depth interviews with 100 individual and corporate donors. The individual donors had been giving for an average of 33 years and to many causes (31% supported more than 20 charities each year). Burk writes that these are people who occupy the most coveted status in fundraising programs; they are representative of donors who can be counted on to remain loyal to the cause and increase their giving over time. The corporate donors averaged support to 328 charities. In addition 111 charities completed a 41-page questionnaire on their recognition practices. Between them these charities had over 5 million active donors. When Burk began the study she was focussing exclusively on donor recognition. But through her interviews she found that donors were saying while they appreciated recognition they really wanted something else. They said they needed information, and if they got it, they would continue to give and they would make increasingly generous contributions. They said they wanted: prompt acknowledgement of their gift; reassurance that their gift was set to work as intended; and knowing the project or program where the gift was directed had/is having the desired effect. 4. Gift Acknowledgement And at the Beginning - - - - There Was Saying Thank You Every organization has the opportunity to say thank you for each gift it receives. The disparity between organizations in the speed and quality of the thank you process is quite amazing The fact is that organizations lose more gifts between the first gift and second ask than at any other time. Having put time and effort into getting our new donor to the starting gate through their donation we run the high risk of losing them before we can even start the relationship. Some of those that are lost have the potential to become leadership gift donors but we will never have the opportunity to find that out. Findings Regarding Acknowledgement of Gifts Individual DonorsCorporate DonorsAlways receive a thank you letter50%37%Usually receive one34%27%Sometimes receive one13%20%Seldom or never4%16%Length of Time for Thank You to be ReceivedWithin 2 weeks21%16%Within a month39%51%Within 2 months29%28%Longer than 2 months11%5%Source: Penelope Burk Thanks! A Guide to Donor-Centred Fundraising, Burlington. ON (jd.burk.assoc.ltd@sympatico.ca) Experience and discussions with fundraisers in other countries suggest that Penelope Burks findings are not unique to Canada. Reading Ken Burnetts two books also drives the same message home. How Many Ways Can You Say Thanks? Both from a pragmatic and resource perspective it makes sense to establish a thank-you hierarchy based on the size of gifts for donors. Four steps are involved in establishing such a structure: Conducting a gift range analysis of current donors. This will identify the dollar range gift categories that make sense for our organization. Identifying the gift levels that we are going to be seeking in the future and having a plan in place to address these when they arrive. Combining this with current gift range analysis will ensure that we have a plan in place for the short and longer term. Identifying the appropriate ways to thank donors at the different ranges. Implementing the program. 5. Donor Recognition There is an abundance of material on this subject and a variety of firms specializing in providing products to recognize donors. 6. Donor Stewardship As noted earlier one of the findings by Penelope Burk was that donors wanted to know the results of the use of their gift. What better reason could there be for having contact with a donor than to provide them with a report on the difference their gift made/was making? Following are Burks findings. Donors Reporting Receiving Measurable Results of Gifts Individuals Occasionally receive information about what donations are expected to achieve44%Never receive information29%Usually or always receive information13% Communication with Corporate Donors Do not communicate about gifts at work prior to asking for another gift72%Do not account for how gifts are used82%Provide meaningful information in the form of measurable results18% 7. Analysis of Current Contact with Leadership Prospects See table. 8. Frequent, Consistent, Quality Contacts Experience has demonstrated that developing and sustaining a relationship with a gift prospect requires frequent, consistent quality contacts. To help ensure this takes place what is known as the moves management system was developed in the 1970s at Cornell University by David Dunlop with Buck Smith. As David Dunlop has noted, If your organization does not enter the life and consciousness of a leadership gift prospect every few weeks, other charitable interests that do will be given priority for that persons ultimate gift. If the initiatives you take do not build on one another to create the necessary awareness, understanding, caring, involvement and sense of commitment, the likelihood of your organizations receiving a prospects ultimate gift is diminished. The frequency and continuity of initiatives are essential for your success. 9. Determining the Amount of Time and Effort to Spend on a Prospect Three factors are involved in rating leadership prospects: Gift Capacity The amount a prospect could give over a period of three to five years if they were so inclined. This is a judgement call after reviewing and discussing all relevant information. Inclination This assesses a prospects interest in supporting the program/project through a gift. 3) Readiness How much relationship development time/activity is needed before asking for a gift? The Role of Research There are four ways we can obtain information on donors: The information be have in our own files/database Through publicly available materials Through other people Direct from the donor One of the dangers we have seen is that some leadership gift staff use the necessity of research as a continuing reason to delay meeting with donors/prospects. Experience has found that we dont need lots research before trained knowledgeable staff meet with a top prospect the best source of information is the prospect him/herself. 10. Why Meetings with Prospects are Important Through meeting with leadership prospects we: Enhance the relationship between them and our organization Find out more about the donor We want to know we have the answers to the seven rights before soliciting a gift: right purpose for their gift right dollar amount right solicitors right time right place right participants right materials Gaining the knowledge to answer the rights usually takes place over a period of time through a variety of contacts. Through meetings with prospects we can determine where each prospect is positioned on the prospect grid identified earlier. As we have noted enhancing the relationship between the Leadership gift prospects and your organization requires frequent, ongoing, quality contacts. A relationship development activity is part of a tailored plan to persuade a leadership prospect to make a significant gift. The purpose of an activity with a leadership prospect is to: bring them closer to yes help answer the seven rights deal with a donor obstacle or issue An activity therefore has measurable outcomes knowledge regarding capacity, inclination and readiness of the prospect. These are assessed and lead to the steps towards solicitation. 11. The Importance of a Strategic Plan-Programs/Projects for Support A strategic plan allows fundraisers to communicate to donors why money needs to be raised, where it is going to go, and what the money will be expected to achieve. This makes for very compelling solicitations. More important, a strategic plan puts controls on the entire organization to do what it has promised to do and to produce measurable results. This is precisely the information donors say they need to keep giving, states Penelope Burk. Unless we have specific programs and projects to discuss with the donor we are limited to generalities. Describing an organizations past accomplishments and current activities are certainly part of a discussion with a prospect but they do not provide a vision for the future, i.e., programs and projects which the donor can help make happen. Activities which can gain the interest and excitement of the prospect leading to their wanting to make it happen. 12. The Relationship Continuum 13. The Internal Audit of Existing Relationship Development Opportunities Before an organization starts investing in new relationship development opportunities we strongly recommend that it identify existing print and electronic communications, events and other activities it could use to involve donors. We can spend a lot of staff time creating new events where significantly less time is required to build on an existing activity. 14. Group Activities Twenty-Four Hour Visits to the Organization The activity singled out most often by educational organizations of all types were special visits to the campus. These involved inviting alumni and friends of the organization to the campus. Consistently universities, colleges and schools that conducted these indicated that if they could only invest in one activity this would be it. Half-Day Seminars/Open Houses Other organizations have developed half-day programs two or three times a year. They involved a luncheon or dinner, depending upon whether or not there was an appropriate scheduled evening event to tie into the dinner. Tours of Facilities (lends itself to individual or group tours) Hospitals, educational institutions, arts and cultural organizations and social service organizations such as community centres and some others are fortunate in having a lot they can show. Some organizations feel they just dont have anything that merits touring. In these cases the donor participates in a half-hour meeting with a group of key members of the staff listening to brief reports or cases on the organizations activity. Some Reasons to Invite Prospect as Part of a Larger Group Invitation to an event at the organization could include: lecture performance to meet VIP guest reception group tour special dinner (on or off site) gallery opening arrival of special new equipment opening of additions to facilities building dedication awards ceremony annual meeting event tailored for leadership prospects (viewed as best approach by US educational organizations) Events as a Relationship Development Activity Group events need to be structured in such a way that leadership gift strategies can be effectively implemented. This is more challenging when dealing with numbers of people. Seating/table arrangements need to be planned, enabling the natural partners to have the appropriate interaction necessary for each leadership prospects. The staff needs to ensure that the natural partners understand the goal of the event as it pertains to the leadership prospects. A debriefing must take place the following day to identify what transpired, what has been learned about the leadership prospects from the event, and what should be the next step? 15. The Six Step Review On a regular basis the Advancement staff in consultation with others who have been involved with the prospect should undertake the following review of each Leadership gift prospects: Review the conversations and activities that have occurred with the Leadership gift prospects Plan and establish priorities for next steps Co-ordinate all individuals involved with the prospects as needed Carry out the next step Evaluate the results of the initiative Report and record the results of the initiative 16. One-On-One Meetings Proactively Associating Donors with Projects In the case of one of our clients if a donor sends a donation of $1,000 or more without identifying a specific project the CEO writes suggesting they might find it rewarding to be able to see the results of their giving. A brief description of several projects is enclosed with the suggestion the donor earmark their gift for one of them. This provides the opportunity for the organization to meet and/or send periodic progress reports on the project the donor has selected. Prospect Interviews Experienced leadership gift fundraisers are agreed that as long as you have identified the people you should be talking to, one of the best uses of a leadership gift officer is in face to -face meetings with prospects. Among the ways to get the door opened for such meetings with donors/prospects are the following: involving a volunteer in arranging the initial meeting with the person and having them use the occasion to introduce the leadership gift officer. a letter from the CEO explaining that the organization is meeting with key donors to gain their input on some challenges facing the organization a fax or phone call from yourself requesting a meeting Some Reasons to Meet with Donors Donors need a reason for a meeting. We all know that one of the best methods of involvement is to ask for a persons advice. Organizations usually have no shortage of items they can discuss with donors/prospects, for example: Reporting on the results of the program they have supported Advice on specific challenges facing the organization Asking for their reaction to a new case for support that is being prepared Seeking input from key constituents as part of a strategic planning process Asking advice within their area of expertise Discussing a volunteer task you would like them to consider Sharing with them plans for or results of a new initiative that is of interest to them Thank them for their participation and report back on feasibility study Deliver a personal invitation to attend an event Personal invitation to participate on a task force/advisory committee Invitation to come and speak to members of the organization Invitation to speak at an annual meeting Meeting to discuss presentation of an award to the donor Involving him/her in some special role at an event Personal invitation to a reception/dinner related to the organization Invitation to meet a special visitor to the organization Meeting as part of a study of donor relations Introduction of new CEO/Board Chair, key addition to staff Progress report/final report on a project they supported Personal interview of them for an article in a publication of the organization Request that they serve as an ambassador to the organization VIP Luncheon Meetings One of the approaches we have found very effective with a number of our clients has been to initiate a series of VIP luncheon meetings. These involve getting the CEO of the organization to block out a series of luncheon dates several weeks/months in advance. These times are then filled with meetings with donors/prospects by the leadership gifts staff. The goal of the luncheon is to establish/enhance the rapport between the CEO of the organization and the prospect and to further develop an understanding of the donor/prospect and his/her views/relationship to the organization. Some Reasons to Invite a Leadership Gift Donor/Prospect to Visit the Organization Breakfast/luncheon/dinner meeting with the CEO Tour of the facilities/coffee with the CEO Attend a special event develop inventory/audit of activities which take place at the organization, add a special reception at the beginning or end, build on what you have first Meet with individuals involved in a project made possible/assisted through donors financial support Meet with students to discuss their personal careers, give career advice, talk about their particular industry challenges and opportunities particularly appropriate way to involve successful women 17. Exercise Design a Relationship Development Activity Have in mind a specific donor or donor group to your organization. Who is the audience (single donor person/donor group/big/small)? What is the relationship development activity? Where is it located? What is the goal of the activity? Who is there representing the organization? What are the key logistical challenges to consider? 18. Examples of Cultivation Activities See chart. 19. Applying the Decision Matrix  20. Building the Leadership Gifts Team Why Volunteers? Limit to the number of prospects staff can handle on their own Experience has shown peer to peer contact most effective Volunteers provide the opportunity for different involvement opportunities Volunteers build on existing relationships Volunteers do not have the self-interest of staff- add credibility As leadership donors they provide a role model in their contacts Often a much longer term relationship given staff turnover Readings Burk, Penelope. Thanks: A Guide to Donor-Centered Fundraising Burlington: 2000 by Burk & Associates Ltd. (email:  HYPERLINK "mailto:jd.burk.assoc.ltd.@sympatico.ca" jd.burk.assoc.ltd.@sympatico.ca). Burnett, Ken Friends for Life: Relationship Fundraising in Practice London: 1996 by The White Lion Press Limited (also available through Jossey-Bass). Burnett, Ken Relationship Fundraising, London: 1992 by The White Lion Press Limited, also available through Jossey-Bass. Muir, Roy and May, Jerry. Developing an Effective Major Gift Program: from Managing Staff to Soliciting Gifts, Washington DC: 1993 by the Council for Advancement and Support of Education. William T. Sturtevant The Artful Journey Cultivating and Soliciting Major Donors, Chicago 1997, Bonus Books Appendices So Im supposed to cultivate donors and prospects, that relationship thing, but how do I do it? AFP Toronto Congress Leadership Prospect Relationship Development November 26, 2003 PAGE 57  Arlett van Rotterdam Partnership (  PAGE 4 AFP Toronto Congress Leadership Prospect Relationship Development November 26, 2003  Arlett van Rotterdam Partnership (  PAGE 2 So Im supposed to cultivate donors and prospects, that relationship thing, but how do I do it? 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