Intro to fundraising - 6.18.10

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Introduction to Fundraising

June 15, 2010

Peter de Keratry & Mary MacugaPetrus Development, LLC

1

Welcome and IntroductionsFundraising and Development

Development as a MinistryCatholic Philanthropy

Petrus Model for Sustainable Development

Case, Leadership, Plan2

CASEStrategic & Development Plan

Case for Support

LEADERSHIPBoards & Advisory Councils

Lunch Break

PLANComponents of an Annual Giving Plan

Asking for Major Gifts3

Petrus Development

Founded in 2004, Petrus Development is committed to strengthening the Catholic Church by building quality development programs.

4

Our Team

Peter de Keratry

Managing Principal

John Flynn

Principal

Colleen de Keratry

Senior Consultant

Mike Perkins

Senior Consultant

Laurie Kish

Project Manager

Mary Macuga

Consultant

Kathryn Whitaker

Communications Specialist

Mary Porter

Bookkeeper

Over 60 years in fund

development

More than $300 million

raised to date

Diverse experience in Development

& Catholic Ministry

5

Fundraising and Development

6

Individuals$229.28

75%

Foundations$41.21 13%

Bequests$22.66

7%

Corporations$14.50

5%

7

2008 Charitable Giving

Total = $307.65 billion ($ in billions)

*Foundation grants awarded to individuals

Environmentand

Animals$6.58

2%

Grants toIndividual

s*$3.71 1%

HumanServices$25.88

9%

InternationalAffairs$13.30

4 %Arts,

Culture, and

Humanities$12.79

4%

Public-Society Benefit$23.88

8%

Unallocated

giving$19.39

6%

Health

$21.647 %

Gifts toFoundatio

ns$32.65 11%

Religion $106.89

35%Education

$40.94 13%

8

Types of Recipients 2008

Total = $307.65 billion ($ in billions)

Common Perceptions

• Negative attitudes about fundraising among leadership and community– Fosters fear and avoidance

• Catholic philanthropy is often reactive rather than reflective – Crisis-driven, not mission-driven

– Band-aid approach is often the norm9

Common Perceptions

• Lack of Leadership Development– Leaders have little or no training in

fundraising

– “We have always done it this way.”

• Development professionals as mercenaries or “used-car salesmen”– Suspicious of motives

– Fearful of outcomes10

Additional Challenges

• Money can be a taboo subject

• Fear of engaging the wealthy

• Attitude that the “Church” is well-funded

• Isolation in office & churches

• Inadequate infrastructure to support fundraising

11

12

Dispelling the Myths

• “We can’t afford to implement a development program.”

• Yes, you can! The proof is tangible• Identify, Inform, Involve and Ask for Investment• Development programs will vary as ministries

vary• Dioceses cannot fund most ministry at the level

necessary for exceptional ministry; other revenue is essential

• Consider the injustice in NOT making an investment in development programs!

12

Dispelling the Myths

• “Asking for money is a difficult job.”– Development is MINISTRY— it is offering people an

opportunity to be involved in the work of the Church

– It brings Christ to people and people to Christ

• “People support many projects; they won’t be interested in ours.”– Find out what excites a prospect and ask them to

respond – The donor’s need to give is always greater than the

institution’s need to receive.

13

What is Philanthropy?

Philanthropy is a fulfilling, relationship-based process through which the needs of both benefactors and beneficiaries are identified and satisfied, because action is taken to effect positive change for an organization’s mission and the good of a community.

14

The Ministry of Development

• Effective fund development programs are essential to the long-term success of effective ministry

• Traditional church financial models do not apply to all situations & organizations

• We are dedicated to enhancing the Church’s commitment to Catholic organizations

15

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Catholic Philanthropy is…

Requires those who ask for money & those who give money to shift how they see, think and act…• About money• About the poor• About the rich• About vocation &

one’s purpose in life

A Call to Conversio

n

17

Catholic Philanthropy has…

“When those with money and those who need money share a mission, we see a central sign of new life in the Spirit of Jesus Christ. We belong together in our work because Jesus has brought us together, and our fruitfulness depends on staying connected with him.”

-Henri J.M. NouwenThe Spirituality of Fundraising

17

A Common

Vision&

Mission

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Catholic Philanthropy is…

“ ‘The Church's love for the poor . . . is a part of her constant tradition.’ This love is inspired by the Gospel of the Beatitudes, of the poverty of Jesus, and of his concern for the poor. Love for the poor is even one of the motives for the duty of working so as to ‘be able to give to those in need.’”

Catechism of the Catholic Church, #2444

18

Rooted in Scripture

& Tradition

19

Catholic Philanthropy is …

• Trust• Individuality• Commonality• Freedom• Prayer• Friendship• Gratitude• Love for God &

others19

About Relationship

s

Catholic Philanthropy is NOT…

• Begging – “Tin-cup mentality”

• About giving to “charity”

• Something to dismiss or avoid

20

Successful Fund Raising is…

The right person askingthe right prospectfor the right gift

for the right programat the right timein the right way.

21

Identification

Qualification

Cultivation

Solicitation

Stewardship

Donor Cycle

DonorCycle

22

Because it has been done! 23

How do we know thisprocess will work?

Catholic Center at Duke UniversityDurham, North Carolina

24

Accomplishments

2004

• Operating Budget of $225,000

• Minimal Staff• Many Student Leaders• Office in the Basement• Pizza & Mass Ministry

2008

• Operating Budget of $800,000+

• 4 Staff Members including an Associate Director

• $1 million+ addition of office and chapel

• Chair of Catholic Theology at Duke Divinity School

• Expanded student ministry

25

St. Thomas More Catholic Newman CenterMinnesota State University, Mankato

26

27

A Success Story

• Increased annual operating budget by over 2,000%

• Doubled Professional Staff the first year of service

• Quadrupled Professional Staff the second year of service

• Renovated current facility

• Expanded student ministry & involvement FY '08 FY '09

Under $10,000

$248,000

Operations Budget1st Year of Petrus

Service

27

Qualities of a Successful Ministry

• Commitment and investment in a sustainable fund development program

• Development Director dedicated to fund development

• A percentage of the Director’s time allocated to the work of development

• Commitment to face-to-face visits with benefactors

28

29

Questions

Petrus Model for Sustainable Development

• Case– Mission/Vision/Goals of the Organization

– Strategic plan Operational plan Development plan

– The Case for Support

• Leadership

• Plan

A Strategic/Pastoral Plan

• It is essential to provide a foundation for development with a vision, mission and strategy– Vision and mission provide the

destination and direction – Strategy provides the road map– Know your goals for the upcoming year

& the next five years

32

A Strategic/Pastoral Plan

• Develop a written pastoral plan that:– Creates an idealized picture of the

future of your organization.• If you could be the best ___ on the planet,

what would that look like?

– Reflects your organization’s reason for existence and aspirations for its future.

– Assesses the organization

33

Questions to Ask Yourself

• Internal:Why do we exist? What does the Church need from us? What are our core values? What do students need from us?

• ExternalWhy should donors favor our organization over others?Why should someone invest time or money in our organization?

34

A Strategic/Pastoral Plan

• If you don’t have a written long-range plan with well defined mission, vision and strategies then find a qualified consultant or volunteer to help guide you though a strategic planning process.

• If you are asking people to invest in your vision they must see benefit and value to it. A written plan provides a roadmap for staff and volunteers and credibility for donors.

35

Break

Development Truth

The ability of an organization to secure philanthropic support will be ultimately and directly related to that organization’s ability to articulate a compelling, powerful, promising, realistic vision which rings true with people’s reason, and – more importantly – which stirs their hearts.

-Tim Burchill

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The Case for Support

Casen. the reasons why an organization both needs and merits philanthropic support, usually by outlining the organization’s programs, current needs, and plans.

AFP, Fund Raising Dictionary

38

The Case for Support

“The case is an expression of the cause, or a clear, compelling statement of all of the reasons why anyone should consider making a contribution in support of or to advance the cause”

Harold J. SeymourDesigns for Fund-Raising

39

Purpose of the Case

• To communicate the aim, purpose and mission of the organization or institution

• Present the case for current programs

• Show how new programs will enrich and benefit lives of many in society

• Dramatically demonstrate how an organization has had an impact on the community - economically, socially, artistically, spiritually, and/or historically for today and tomorrow

40

Potential Benefactors Want to Know…

• Who are you?• Why do you exist?• What is distinctive about you?• What is it that you want to

accomplish?• How do you intend to accomplish it?• How will you hold yourself

accountable?41

Two Major Case Elements

1. Case Resources

– Internal documents used to compile the case statement

– Provides background information on anything a potential benefactor may want to know about an organization

2. Case Expressions

– Distill information from the case resources to foster understanding of the organization within the community

42

Case Resources

• Mission Statement• Goals• Objectives• Programs and Services• Governance• Staffing• Facilities and Infrastructure• Finances• Organizational Planning, Development & Evaluation• History

43

Case Expressions

• Brochures• Foundation Proposals• Appeal Letters• Capital Campaign prospectuses• News releases• Newsletter articles• Web site• Presentations to community organizations• Face to Face visits for cultivation and

solicitation

44

Questions to Ask During Case Preparation

1. What is the problem or need that is central to our concern?

2. What specific service or program do we offer to respond to that need?

3. How do the components of our organization – staffing, facilities, technology, planning – contribute to our programs?

4. Why are the problem and service important?

5. Are others doing what we are doing? Are they doing it better? Are we duplicating services?

45

Questions to Ask During Preparation

6. Do we have a written plan with mission statement and objectives for our programs? Is it current?

7. What are the needs for financial support?

8. Is the organization competent to carry out the mission?

9. Who are the people associated with the organization? Staff? Board Members? Volunteers?

10. Who should support the organization and why? What are the benefits for a benefactor?

46

47

Quality Written Case Expressions

• Capture your attention & interest

• Instill confidence• Communicate a

sense of conviction• Spur desire for

support• Call others to

action

Have a sense of relevance

Move others towards the future

Encourage immediacy

Foster excitementCommunicate

importance

47

Successful Verbal Case Expressions

• Personal• Passionate• Genuine• Enthusiastic and Animated• Tell Stories• Sell the Vision

48

Preparing the Case

• The development staff is responsible for gathering and generating information from all program and administrative sources.

• Input comes from key individuals such as board members, administrators, staff, key volunteers and constituents

• Use professional services especially in the areas of copywriting, graphic design and printing.

49

Exercise

Directions:

• Using the questions above as a starting point, write an outline for your case statement.

50

• Case

• Leadership• Ministry/Staff Leadership• Boards/Leadership Councils• Engaging Leadership

• Plan

Involvement of Key Ministry Leaders

• Executive Leadership – Pastor or Principal

• Ministry Director

• Development Director

• Ministry Staff

• Parish Council/School Board/Advisory Board

• Benefactors, Friends, Community Members

52

Share the Load

• People are our greatest resource

• It’s the Church’s ministry

• Never enough staff—but God has all the people necessary to do the job

• Engage the Church—the Catholic way—establish a Leadership Council

53

A Leadership Council

A team of committed, competent people established to advise and support the director and staff to advance the mission of the organization.

54

Benefits

• Provides wisdom & strength

• Perspective

• Continuity of corporate ownership

• Accountability for deadlines & programs

• Provides credibility

• Culture of Excellence55

Engaging a Leadership Council

• Many people care as much as we do• People want to participate in our

mission, but only can if we provide:– An invitation– A vehicle

• Council members cannot work full time as we do, but they bring experience, perspective, skill & resources staff does not have

56

Rise to the Occasion

Find the very best people—folks who are outstanding, creative and assertive, who will challenge you

Your mission is too important to compromise.

57

Think BIG

• The first people who come to mind are not always the most helpful; why limit ourselves to obvious resources?

• The best way to do our work is not obvious or easy—otherwise we would not need assistance

• Who are the very best people to advise and assist with ministry?

58

Leadership Council can help

• Reach others who support our mission & build support

• Involve talented people with experience & skills we could not afford

• Influence when well-connected, respected by others

• Raise Money for organizations who are understood & respected. Successful non-profits have board members who contribute financially to their mission

59

Who Can Best Serve?

• Successful people – The best in what they do; at the top of their game

• Creative people– Think outside the box and challenge you

• Committed people– Generous with their time and money

• People of faith• People passionate about your mission• Diverse people

– Who reflect the whole Church & don’t think alike

60

Practical Matters

• Frequency of meetings: 2 – 4 council meetings per year

• Transparency• Accountability• Regular Communication• Ownership• Scope of Responsibility / Authority• Sub-Committees

61

Council Meeting Agenda

• Include prayer at meetings• Listen First - Members (not staff) do the

talking• Have goal for each meeting• Include presentations to keep mission

focused & to convey emotion; give a face to your ministry

• Keep good minutes—distribute in timely manner

• Provide social time to build sense of community

62

Nurturing the Council

• Role of Pastor/President• Development Director’s role• Term of Service / recognition• Keep Council informed and engaged

between meetings• Plan productive meetings, with

agenda distributed in advance

63

What the Council needs from Staff

• Focused presentation of the needs– Don’t just present problems; offer solution ideas for

their modification or approval; don’t get bogged down with details

• Be clear about how council can help• Transparency and communication

– Secrets are not helpful or respectful– Be positive, but don’t just present good news

• Results– Council members want to know they are making a

difference

64

Advice alone is not helpful

• When only advice is given, work will be harder & more overwhelming

• Council members who are engaged & take ownership are critical– Council is not about helping to solve the

pastor’s/principal’s problems; it is working together to serve the Church to advance the mission of Jesus

• Roles are different, but the commitment is the same

65

What is Not Needed

• More work for me instead of helping me to succeed

• Micromanagement or interference– Policy & Direction, not day-to-day details

• People who are not available & engaged

• Group that is too alike & agreeable; rubber stamp, passive group that applauds every proposal

66

Council Members Can Help

• Provide advice & support to Pastor/Principal & Staff

• Represent the Ministry to other people of influence and means

• Contribute money, raise money & introduce you to other donors

• Share responsibility and ownership• Challenge staff to take risks, be prudent• Use their influence to advance the mission

67

Exercise

• Write down 5-10 names of people who would be the best Leadership Council members for your organization.

Think big! Go get ‘em.68

Enjoy Lunch!We’ll resume in 45 minutes

• Case

• Leadership

• Plan• Components of an Annual Giving Plan

• Asking for Gifts Face-to-Face

71

Annual Giving Plans May Include:

• Marketing and Communications

• Direct Mail

• Electronic Giving

• Special Events

• Parish Offertory Support / Stewardship

• Grant Writing

• Phone-a-Thon

• Face-to-Face Visits

Common Challenges

• So many moving parts – where do you start?

• Budget your time for asking• Make asking part of the organizational

culture• Make the invitation personal

– Tell the story– Invite participation in the mission through

a financial gift72

73

Concentric Circles of Giving

Hank Rosso, Achieving Excellence in Fundraising

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Planned Giving

Major Giving

Consistent Donors

First Renewal Gift Donors

First Time Givers

Universe of Prospective Donors

Size of Gift

Number of People

Enabling Gifts

Sustaining Gifts

Planned Gift Donor -

Personal contact only

Capital Donor -Personal contact

only

Special or Major Gift Donor -Personal contact, letter or

phone call

Renewed or Upgraded Donor -Personal contact, letter, or phone call

First-Time Donor -Direct mail, telemarketing, fund raising benefit,

Internet, media, or door-to-door contact

Universe of Prospects

75

Donor Pyramid of Fund raising Strategies

Source: The Fund Raising School, 2007 Ladder of

Development Effectiveness

76

Marketing & Communications

Your Message Here

Marketing & Communications

• What message do you want to communicate?

• Who are your audiences?– Students, parents, alumni?

• What methods will you use to get your message out?– Newsletters, direct mail, website, e-mail,

posters, facebook, twitter etc.

• What is the response you hope to receive?

77

Marketing & Communications

• Develop a written communication plan that includes a specific plan for how and when you will communicate to each stakeholder group

• Create an annual calendar for communications• Communication must be timely, personal and

concise. • Must garner a response and/or drive people to

your website• Always communicate your key messages (from

your case statement),include photos and stories

78

eGiving79

Monthly e-Giving Programs

• Asking can be expensive• Automatic monthly debits are

the norm• Regular giving is a great

cultivation tool• Great major gift prospects

80

Example of eGiving Success

St. Mary’s Catholic Center, College Station, Texas

• Living Faith Program began in 1999

• Average net increase of 36.5 people in first 9 years

• 575 new eGiving donors since 2000

• 402 donors currently giving

• 69 donors giving for at least 7 years

• Successful class gift program

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St. Mary’s Catholic Center

'00 '01 '02 '03 '04 '05 '06 '07 '080

20

40

60

80

100

120

Total New

82

What Could eGiving do For You

10,000 Names in Database

x 10% Yearly target of new eGiving Donors

1,000 Monthly eGiving Donors x $35 Average monthly giving amount$35,000 Monthly income generated through

eGiving x 12 Months$420,000 Yearly income generated

through eGiving

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Benefits to a Small Non-Profit

$1,000,000 x 5% Interest Rate$50,000 Income

Earned

120 eGiving Donorsx $35 Avg. monthly gift

4,200 Monthly Income

x 12 Months per year

$50,400 Yearly Income

84

Endowment Earnings eGiving

Direct Mail Appeals85

Not Junk Mail!

• Communicate your mission• Personalize your message• Return on Investment• Numbers (results) can’t hide!• Your competitors are doing it• Operating Income• Building your asset for other fundraising

programs (wills, bequest, major gifts)

86

Active vs. Acquisition

• Active– Monthly, or semi monthly mailings are a

source of NET income & sharing of your mission

• Acquisition– Investment in acquiring a new donor

involves inviting new donor to support and become part of your mission

87

Keys to Successful Program

• Creative: copy, graphics, technique • Production Quality: print, mail house, USPS • Data and Lists: your donor file, rental lists

(or exchange) • Analysis: CPDR, response rates,

NET income

88

Creative

• A world-class skier and Olympic hopeful flies downhill at breakneck speed, winning a key World Cup race to the delight of teammates, coaches and fans.

• Pope John Paul II asks that a Center be established to promote

evangelization: today his legacy is carried out by the Pope John Paul II Cultural Center.

• The 41st President of the United States, George H.W. Bush, introduces a panel of leading policy experts during an issues forum at his Presidential Library.

• A young attorney, blind since birth, makes his way through a busy crosswalk on his way to an important meeting with a client. Brimming with confidence and independence, the young man is guided by his specially bred, carefully trained Seeing Eye dog.

89

Production

• Schedule• Package

Specifications/Technique• Methodical, detailed approach

to production management approach = minimal mistakes, meeting mail dates, and maintaining mail plan schedule.

90

Develop a Mail Plan

Long-term schedule of appeals, projected mail quantity, expense and income

Maps out different types of appeals you send over the year

Enables you to “mail” smarter

91

Benchmark Housefile Results

Cost Per Dollar Raised (CPDR) Goal of $.20

Response Rates Goal of 6%+

Donor Retention Goal of 50%

Maintain Mailing by Mailing Results summaries

92

Benchmark Prospect Results

Cost Per Dollar Raised (CPDR) Goal of $1.50

Cost to Acquire a Donor Goal of $10.00

Lifetime Value break even by year 3

93

Donor File & Data

Do you know where your donors fall in terms of “recency” and gift average

Dollar asks: $50 donor, don’t ask for $10, base on HPC

Best donors = donor’s who just gave

Is your data clean? NCOA?

94

Is Direct Mail for Your Organization?

95

• No money, no mission

• Established constituency

• Remind, thank, acknowledge

• Offer eGiving as gift option

• Stay the course, even during recession

Writing a Direct Mail Letter

• Keep it simple!• Short sentences, white space, brief

paragraphs, easy to read, pictures, bold sentences…

• Shorter is not necessarily better• Package:

– A personalized letter– Return envelope with an attached response

card– Outside envelope

96

Writing a Direct Mail Letter

Appeal letter• Ask for help from a professional writer• Make sure you ask for a specific gift

amount• Always use a P.S.• Use inspiring quote or tell a story • Use 4 color or at least 2 color ink & add a

photo97

Exercise

• Write a direct mail letter that you could send this spring.

98

Break

99

Face to Face Visits100

Face-to-Face Visits

• Key to any relationship building process

• Major gift fundraising is like a dating relationship

• Creating meaningful relationships will lead to long-term sustainability–people become invested in your

success101

Face-to-Visits

• Discovery–Personal meeting made for the first

time– ‘Discover’ whether their motivations

for giving align with your organization’s mission and needs.

–Usually a cold call or referral–Can include the request for a gift

102

Face-to-Visits

• Cultivation–Personal meeting to advance the relationship

–Deepens the relationship–Moves a person toward a gift–Can include the request for a gift

103

Face-to-Visits

• Solicitation–Personal meeting to request a gift–Fundraiser (staff or volunteer)

asks for a specific gift • Specific program• Specific project• Specific fund for undesignated use

104

Face-to-Visits

• Stewardship–Personal meeting to thank a benefactor

–Acknowledge a gift–Reports return on investment–Cultivate future giving–Can include the request for a gift

105

Make an Ask

“The most valuable gift to a non-profit organization is a non-designated

gift.”

Frank Shannon

106

Support Your Case

10.Dress for Success11.Pray before the meeting12.Have faith13.Act Competent14.Demonstrate Professionalism

107

Support Your Case

5. Put yourself in their shoes6. Know your case inside and out7. Two ears, one mouth8. Listen… hear…9. Have fun!

108

109

Value of Major Gifts

• Larger gifts often:

– Set the pace for giving

– Inspire confidence

– Build leadership

– Give credibility

– Create momentum

– Insure Success in Reaching the Goal

• Historical givers are the best candidates for future gifts

• People give because they are asked to give

• Benefactors respond to specific requests & peer solicitation

• Be enthusiastic and persistent - Don’t be apologetic

109

Why Do Major Gifts Matter?

Major Gifts Offer Best Return On Investment!

Activity Return on Investment• Direct Mail $.14• Special Events $.50• Capital Campaigns $.70 - $.90• Major Gifts $.80 - $.95

110

St. Lawrence Catholic Campus Center

Development Revenue & Expenses(7/1/96 – 6/30/03)

Revenue ExpensesRatio

(Exp/Rev)

Individual Solicitation $ 11,372,625 $ 1,841,226 * 16.2%

Sunday Offering $ 2,016,913 $ 10,770 0.5%

Grant Writing/Foundations $ 2,829,593 $ 78,460 2.8%

Special Events $ 919,933 $ 507,368 55.2%

Phonathon $ 592,140 $ 107,249 18.1%

Mail Appeals $ 389,266 $ 107,665 27.7%

Misc. $ 12,750

$ 18,133,220 $ 2,652,738 14.6%

111

Attitude & Consciousness

• Acceptance that development is truly a ministry that carries Christ to people and people to Christ.

• Goal is developing people through their involvement and investment.

• Who is doing the greatest service? The benefactor’s faith-need to give is greater that the institution’s need to receive.

112

Principals of Major Gifts

1. The Pastor or Principal – Makes the Decision– Sells the Decision

2. Your story is about people, not money3. Similar cases are not similar

– Presentation counts

4. The State of the economy isn’t the problem

– Not asking enough people is the problem

113

Roadblocks to Success

• Procrastination

• An apologetic approach

• Not making the visit

• Fear

114

What is Cultivation?

Cultivation is the process of developing a more meaningful relationship between the prospective benefactor and the organization seeking financial support.

115

What is Cultivation?

Cultivation seeks to:• Learn about the benefactor

• Learn about capacity to give

• Involve donors with ministry/programs in the past, present, planned involvement in the future

• Other Philanthropic support

• Clarify his/her understanding of the big picture of your program

116

Cultivation takes time

• Cultivation is intended to bring people closer to your ministry

• People give to People

117

Discovery & Cultivation Calls

• Develop the relationship

• Develop rapport

• Share personal stories of why you are involved

• Share personal information about family, friends, etc

• Find out about their family, friends, business/profession, etc

118

Discovery & Cultivation Calls

• Listening is more important than talking• Discovery and Cultivation calls should always

involve more questions answered by the prospective benefactors than by the staff member

– What motivates the benefactor?

– What does the benefactor want?

– Think like the benefactor…put yourself in his or her shoes

119

Steps to a Visit

1.Phone call to request visit

2.Research: Getting to know your prospective benefactor

3.Preparation including a script with who says what & potential objections

4.Visit

5.Thank you

6.Follow-up Action Plan

120

121

Prospect Research

• Research Major Gift Prospects

– Past Giving History

– Wealth Indicators

– Profiling

• Research relationships

– Key volunteers, Church hierarchy, University officials, etc.

– Who could be helpful on a solicitation and who plays what role?

• Network programs with major gift prospects

– Peak interest of benefactors with gift options that are near and dear to them, e.g., music program or retreats

121

Set the Appointment

• Introduce yourself

• State that you are calling on behalf of from ministry

• Don’t discuss the case over the phone

• Be honest about time requested

– 30 to 45 minutes122

Five Parts to a Successful Visit

1. Casual conversation- “small talk”2. Present need and case for the

ministry – Be inspirational and enthusiastic

3. Request the specific gift – Trial Close

4. Listen and handle prospect’s response5. Follow-up and closure

123

Small Talk

It is all Relationship-building! – Get to know more about the

person– Be yourself– Ask about family, connection

to ministry, business, etc.– Take note of home or office

furnishings and photos

124

REMEMBER… you know more about

this than they do

Present the Need

• Explain exciting things going on with your ministry

• Recount stories of how individuals have been impacted by the ministry

• Cite numbers that show growth and opportunity

• Mention how others are being formed in their faith

• Describe the vision for the future of the ministry

125

Make the Request

• Let the prospect know that continued financial support is crucial to continue ministry and elevate it to the next level

• Be confident

• Expect success

• REQUEST A SPECIFIC AMOUNT !!!!!!!

126

Make the Request

I Made the Request!

Now what?

127

Until this point you controlled the

agenda, now it is time for you to sit back and LISTEN!

Wait for It!

“He who speaks first loses.”Ancient Christian Development Proverb

128

129

Anticipate Four Responses

1. Yes!

– 10% of the time

– Thank them!

– Complete the letter of intent

2. No

– 5% of the time

– Ask Why

• Is there something they don’t understand?

• Is this an informational meeting?

129

“Always Leave Open the Possibility of a Gift in the Future.”

Second Ancient Christian Development Proverb

130

Anticipate Four Responses

3. Offer a Lesser Amount

– 15% of the time

– Graciously accept best possible gift

– If you think they can do better, defer a decision & follow up in 5-7 days

4. Need time to think it over

– 70% of the time

– That’s Great!

– Schedule a follow up call in 5-7 days

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Scheduling the Follow Up

• Schedule a specific date to call

“I will call you next Thursday or Friday. Which is better for you?”

• NEVER leave it with

“Call me when you decide!”

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Say Thank You

“On behalf of our ministry, thank you for your time and your prayers for our success.”

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Why Gift Invitations Succeed

• Top Priority and Sense of Urgency

• Plan Followed

• Solicitors Make Gifts First

• Compelling Case

• Peer Solicitation

• Time Table Followed

• Sights Kept High

• Personal Passion for the Cause

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Strategy for Success

• Be Bold• Have Faith• Ask!!

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Absolutes for Visits

• Have a set agenda• Communicate your need• Dialogue, not monologue• Ask relevant questions• The more the prospective

benefactor talks, the more they sell themselves on your ministry

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Caution

• Undefined purpose• Overstated emotionalism• The pleading of needs• Misunderstanding what motivates a

prospect• Vague plans• Unsubstantiated grand claims

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Exercise

• Major Gift Solicitation

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We’ve Covered A Lot!

• Case• Mission/Vision/Goals of the Organization• Strategic / Pastoral Plan• The Case for Support

• Leadership• Ministry and Staff Leadership• Leadership Councils• Engaging Leadership

• Plan• Components of an Annual Plan• Asking for Gifts Face-to-Face

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Thank you!

Peter de Keratrypdekeratry@petrusdevelopment.com

Mary Macugammacuga@petrusdevelopment.com

Petrus Development, LLC1150 Lakeway Drive, Suite 206 • Austin, Texas 78734

www.petrusdevelopment.com

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