Before you approach anyone forsupport, you need to preparecarefully. This involves severaltasks:

• clearly articulating your case

for support;

• developing budgets for the

program elements that need

support;

• defining an overall fund-

raising goal;

• assessing your fundraising

potential; and

• preparing organizationally to

raise funds.

Articulate your case for support

Conducting your needs assess-ment and developing your pro-gram plan have given you muchopportunity for detailed thinkingabout your work. Use the fruitsof that thinking to develop astrong case for support that youcan use in your fundraisingefforts.

Asking for money is difficult formost people. You may be passion-ate about your teen pregnancyprevention work, but choke at thethought of “begging” for financialsupport or going through a formalapplication procedure. Yet manypeople and agencies in your com-munity, state, and country alsocare about teen pregnancy. Yourwork to prevent teen pregnancyis critical to your community.Therefore, it is vital that the community supports your workfinancially, as well as in otherways.

This chapter will help you preparefor and conduct a successfulfundraising effort. Its primaryfocus is on researching and pur-suing start-up funding. Althoughthe chapter discusses the issueof sustained funding only briefly,these funds are crucial to thelong-term effort that preventingteen pregnancy requires. TheResources list at the end of thechapter includes a number ofexcellent publications andorganizations that provide morethorough guidance on all aspectsof fundraising.

73

RA

ISIN

G F

UN

DS

Raising Funds for TeenPregnancy Prevention

Introduction

Getting ready to raise funds

14C H A P T E R

74

Clearly articulate why your program is unique. Talk withfriends and colleagues. Start tolog key points and phrases thatexplain why you believe in yourwork so strongly. Keep track ofwhich messages seem to bemost effective. Then draft astatement that details, in bothrational and emotional terms,the reasons why donors shouldgive to your program. Your casestatement should include:

• a description and analysis of

the teen pregnancy problem

in your target area;

• an analysis of the reasons for

the problem; and

• a description of your pro-

gram’s mission, goals, objec-

tives, and activities for

addressing the problem.

To a funder, there are manydeserving programs worthy ofsupport. What will set you apart is:

• a sound rationale for your

work;

• a well-crafted plan; and

• a clear statement of what

makes your approach to teen

pregnancy different and

potentially more successful

than past efforts.

Your ability to express why yourprogram deserves support isimportant. Even more criticalwill be your ability to expressthis in the “voice” of your poten-tial donor. When you researchpossible funders (individuals,foundations, businesses, andothers), learn about their con-cerns, priorities, and values sothat you can make your casestatement—and any possibleproposal or funding request—specific and relevant to them.

For example, in its annual report,a corporation may discuss itsconcern about the quality of thefuture work force. Your casestatement or request to themshould focus on ways in whichyour program’s efforts to reduceearly pregnancy and childbearingwill increase the educationalachievement of young peopleand better prepare them for the workplace.

FOR MORE ON CONDUCTINGA NEEDS ASSESSMENT...See Chapter 12 (Volume 3),“Tailoring a Program to YourCommunity Through NeedsAssessment.”

FOR MORE ON CONDUCTINGA PROGRAM... See Chapter 13 (Volume 3),“Planning and Carrying Out aTeen Pregnancy PreventionProject.”

MA

KIN

G I

T H

AP

PE

N

IF YOU WANT YOURFUNDRAISING TO BE SUC-CESSFUL, MAKE THE CASEFOR YOUR PROGRAM...• specific

• unique

• urgent

75

RA

ISIN

G F

UN

DS

Or you may wish to pursue fund-ing from a small national foun-dation that supports programsthat empower young women andhelp them reach their potential.Highlighting the fact that earlymotherhood takes away thoseopportunities—and demonstrat-ing how your program promotesyoung women in leadership posi-tions and helps them to createnew visions for their futures—will resonant with this funderand strengthen your prospects.

Develop budgets for theactivities for which youwant to raise funds

Make a list of the componentsor activities of your proposedprogram and develop budgetsfor them. Clarify which itemsare already being supported insome way and which items willrequire outside funding. Havingsome resources already in placewill enhance your credibilitywith future funders.

Be sure to identify precisely howmuch money you need to do yourwork effectively. A big mistakefundraisers make is not carefullyidentifying all the componentsneeded to do the proposed work.You do not need “lots” or “more”money—you need a specificamount if you are to deliver onyour plan.

Do careful planning when figur-ing out these budgets and ask forhelp. Consult with the leaders of

your project as you put thebudget together so that yourfunding side and program sidedevelop in tandem.

Determine your overallfundraising goal

After developing budgets for allparts of your program, come upwith a dollar figure that repre-sents your overall fundraisinggoal. This is the amount ofmoney you will try to raise fromall sources.

As part of this step, develop aninitial rough estimate of themajor categories of support youplan to pursue (e.g., grants, corporate donations, individualdonations) and the percentageof your overall goal that willcome from each category. Beflexible, however, and recognizethat you will need to revise andrefine these estimates as youconduct your research and carryout your fundraising strategy.

AN EXAMPLE OF CAREFULBUDGET PLANNINGFor a conference:

• enlist the help of a meetingplanner who works in anothernonprofit or contact a localhotel or chapter of MeetingPlanners International

• send your budget around forreview to other experiencedfundraisers to make sure youhave not missed anything

• make sure each line item ofthe budget has a rationale(e.g., price the meals individu-ally and determine what taxesyou might have to pay)

76

MA

KIN

G I

T H

AP

PE

N

You may find, for example, thatthe local health department thatyou thought would fund yourmedia education campaign won’tbecause it objects to the mes-sages you want to get out. Insuch a case, look for other funding sources and adjust yourplans, if needed, so that you canmaintain momentum.

Assess your fundraisingpotential

The next step is to assess thepotential resources for your program, and your capacity tosecure them.

Identify your built-in baseof supportStart with your board of direc-tors or committees. If you haverecruited an influential groupfrom the outset (see Chapters11 and 13), many members willhave contacts that they can andwill use on your behalf to gainfunding from outside sources.However, the first step is toraise funds internally from thesemembers. Aim to get 100 per-cent participation, at whatever

level board members can give.Full board participation isimportant to many funders andthey may well ask about it.

Identify others who canhelp youYou do not need to work aloneto raise funds for your work.Several sources can provide significant assistance:

Collaborators. If an advisoryboard guides your project or youwork collaboratively with otherorganizations, find ways to sup-port each other in fundraisingefforts. Partners can help you inmany ways, including:

• sharing or reviewing relevant

publications, such as The

Chronicle on Philanthropy or

the Federal Register, for

potential funding opportuni-

ties;

• asking their own development

department (if they have one)

to identify and provide

research on possible sources

of funding or, perhaps, donat-

ing the time of their grant

writer to help develop your

case for support and to write

a proposal;

• holding a special event to

raise funds for your program

or naming your program as

the beneficiary of an existing

special event;

HOW TO ASSESS YOURFUNDRAISING POTENTIAL• identify your built-in support

• identify others who can help you

• advisory board members

• partners

• young people

• consultants

77

RA

ISIN

G F

UN

DS

• working collaboratively on

grant proposals that will sup-

port efforts that you conduct

jointly; and

• calling for an appointment

and going on fundraising

visits, especially when the

contact is one of their friends

or funders.

Young people. Young peoplewhose lives are touched by yourpregnancy prevention work canbe your most powerful fundrais-ers—not because they volunteerat a car wash or special event,but because their stories lendcredibility to the value of yourwork. You may want to bring oneor more teens when you make apersonal solicitation. They cantalk persuasively about how theprogram touched their lives orwhy such a program wouldtouch them or other youth if itexisted. You or another adultcan ask for the actual gift.

Fundraising consultants. Considerinvesting in fundraising trainingfor your staff and volunteers. Ifyou decide you want to hire afundraising consultant or counsel,be sure to get recommendationsfrom similar organizations.Interview prospects carefully andmake clear the expectations youhave and the expectations theconsultant has.

The National Society of FundRaising Executives (NSFRE) has

a Certified Fund RaisingExecutive (CFRE) designationfor experienced professionalswho have been successful intheir fundraising work andpassed a rigorous exam. To becertified, they must subscribe toa code of ethics that, amongother things, demands they willwork for a flat fee, not a per-centage of what they raise foryou. This helps to ensure thatthey are cultivating donors foryour benefit. Check with NSFREand the National Association ofFund Raising Counsel for guid-ance in selecting a consultant.

Certified fundraisers also mustperform volunteer service inorder to maintain certification.In addition, many local NSFREchapters choose a cause or anorganization each year that theyassist with fundraising. ContactNSFRE (see the Resources list)to learn about the chapter clos-est to you.

Prepare organizationallyto raise funds

If you are a 501(c)(3) organization,gather together the followingdocuments, which are typicallyrequired by funders:

• the IRS letter confirming your

501(c)(3) status (tax-exempt

status);

See pages 90-91 later in this chapter for information on how tohelp a young person prepare for a personal solicitation meeting.

There are many sources of money,both for start-up purposes andfor maintaining and broadeningyour program in future years. In general, the funds you raisewill either be restricted or unre-stricted. Restricted dollars go toa specific program, purpose, orproduct and must be accountedfor separately. Unrestricted dol-lars usually can be used on anylegitimate organizational expen-diture. Funders are more likelyto provide restricted dollars forparticular purposes; unrestrictedfunding is usually harder to get.

The best sources of start-up fundsfor your program are those thatyou can secure easily early inyour planning. More complicat-ed funding strategies can be putin place as your program grows.

Look for three to five years ofstart-up funds.

Research the possibilities

Many funding sources exist, andcareful and thorough research tofind the ones that suit your pro-gram best and that offer thebest potential for support is acritically important first step infundraising. The major cate-gories of funding sources are:

• government grants;

• foundation grants;

• corporate and business dona-

tions; and

• personal donations.

Grants (government and founda-tion) are an excellent way to

78

MA

KIN

G I

T H

AP

PE

N

• your most recent 990 tax doc-

ument;

• your list of board members;

• your case statement and your

specific proposal;

• your budget;

• a list of current funders,

including in-kind supporters;

and

• letters of recommendation.

If you do not have 501(c)(3) sta-tus yourself, you will need tofind a fiscal sponsor, a 501(c)(3)organization that will receivefunds for you. Fiscal Sponsorship:Doing it Right, published by the Foundation Center, is anexcellent guide to forming suchrelationships.

Develop and carry out a start-upfundraising strategy

79

fund the start-up phase of a pro-gram or project enhancement.As a general matter, look forgrantmakers that fund in yourgeographic area and that makegrants large enough to be worthyour while. Find out how manygrants are made annually andwhat the average award is.

Government grants Government support can be agood source of funding for oneto five years (depending on thetime restrictions). You typicallymust comply with strict report-ing requirements and be ableand willing to operate within the program guidelines definedby the agency, which may bequite specific.

Nevertheless, government dollarscan provide solid funding forprogram start-up, giving you abase upon which to build afundraising program. The govern-ment, like other funders, does

not want to adopt you. Theywant to give you a good startfrom which you can go it alone.

Federal government grants. Thefederal government issues andposts Request for Proposals(RFPs) or Request forApplications (RFAs) in theFederal Register. The FederalRegister is extensive and expen-sive. Try to find an agency inyour community that monitors itand ask if they will keep an eyeon listings that may relate toyour program.

SOURCES OF START-UP FUNDSGovernment Grants

• Federal

• State and local

Foundation Grants

• Private

• Community

• Corporate

Corporate & Business Donations

Personal Donations

• Does your program complywith the requirements, includ-ing definitions of services,that the relevant governmentagency has outlined?

• Do you have the staff time tocomplete the required reportson time?

• Do you have the fiscal struc-ture to manage and accountfor the grant dollars?

• Will you be able to host a suc-cessful site visit by represen-tatives of the funding agency?

• If required, do you have theright kind of matching dollarsavailable that some publicfunders require?

• Do you have the time andexpertise to apply for an indirect cost grant to coverthe overhead of your pro-gram, if it is not included in the current grant?

Points to consider before seekinggovernment funding

RA

ISIN

G F

UN

DS

80

MA

KIN

G I

T H

AP

PE

N

Another source for informationon federal government grants isthe Grantsmanship Center’s website. They post current listingsfrom the Federal Register andthe Catalogue of FederalDomestic Assistance (see theResource list). If you are moni-toring a specific federal agency,they probably have a home pageon which they will list new fund-ing opportunities and include anapplication package.

When you review a new posting:

• look carefully at the due date;

decide if it is possible for you

to write the proposal and

meet other requirements in

the time given; and

• look at whom they will fund

and how many grants they

will give; you may not qualify

or they may name specifically

whom they will be funding.

If you think you may want toapply, ask questions. Many peoplethink of government funders as“faceless bureaucrats operatingin windowless rooms.” Do notmake this mistake. Behind everyRFP is one or more people. Callthem to seek advice. You willfind a rich resource. While thefunding recommendations may

come from outside review panelsand be completed by depart-ment heads, agency staff can behelpful in your fundraising.

The Office of Adolescent

Pregnancy Prevention

Programs is one such potentialfunding source. Housed in theOffice of Population Affairs atthe U.S. Department of Healthand Human Services (DHHS), itadministers the AdolescentFamily Life funds.

The Centers for Disease

Control and Prevention, alsoa part of DHHS, funds teenpregnancy prevention programs.However, its dollars are primarilycommitted to 13 communitypartnerships. These communitiesmay be willing to share excellentprogram ideas that may be ofinterest to you.

In addition to more traditionalfederal sources, think aboutwhether your program mightqualify for grants availablethrough less obvious departments.

• Is there an employment com-

ponent that the Department

of Labor could fund?

• Will you be working in low-

income housing projects that

fit Housing and Urban

Development guidelines?

• Would you qualify for preg-

nancy prevention funding from

WHEN THINKING ABOUTAPPLYING FOR A FEDERALGRANT... Remember that behind everyRequest for Proposal is a per-son. Call for advice. You willfind a rich resource.

81

the Temporary Assistance

to Needy Families (federal

welfare) program?

Meet with your congressionalRepresentative’s or Senators’local staff and ask about poten-tial federal support. Ask themfor names of others to contact.

State and local governmentgrants. Over the last 20 years,more and more money allocatedto the states from the federalgovernment has come in theform of block grants, whichstate governments then give outto groups and programs withintheir states. Block grants giveyou a chance to educate yourstate policymakers and helpshape funding priorities.

The Minnesota Organization

on Adolescent Pregnancy,

Prevention, and Parenting

worked with a statewide coalitionto successfully secure funding for a statewide teen pregnancyprevention community grant program known as Minnesota

ENABL (Education Now AndBabies Later).

The Adolescent Pregnancy

Prevention Coalition of

North Carolina used theirgrassroots network of activistsconcerned about adolescentpregnancy along with a full-timestaff person to secure statefunds. They have been able tomaintain this funding stream formore than twelve years.

States are currently putting intoplace “abstinence-only” educa-tion dollars to combat adolescentpregnancy (Section 510 of Title Vof the Maternal and Child HealthProgram). Call your state healthdepartment and governor’s officeto determine how your state isdistributing these dollars. Findout how you might gain access tothis funding.

Think about how your programmight qualify for other state andlocal funding available fromsuch agencies as:

• state or local health, educa-

tion, or labor departments; and

• local law enforcement agen-

cies or schools.

Two good sources of informationon sources of government fundsand how to apply for them arestate or city youth commissions(for state and local funds) andThe How-To Grants Manual by

GOOD ADVICE ON IMPROVINGFUNDING OPPORTUNITIESFOR TEEN PREGNANCY PREVENTION“It is really important forstatewide coalitions to convincefoundation and government fun-ders to fund capacity-buildingand not just direct services. Acoalition needs a good casestatement about how it affectswork around the state.”

Donna Fishman, co-director of theMinnesota Organization on AdolescentPregnancy, Prevention, and Parenting

RA

ISIN

G F

UN

DS

82

MA

KIN

G I

T H

AP

PE

N

David G. Bauer (see theResources list for orderinginformation).

Foundation grantsFoundations can also be a goodsource of support during yourprogram’s early years. You willbe most successful with anyfoundation grant when you havea personal contact. Do you orsomeone you know serve on afoundation board? Are they will-ing to help open the door foryou? Use your research to targetprospects and identify thosemost connected with your serv-ice area and activities.

Private foundations. These foun-dations are endowed by a family,an individual, or a group of indi-viduals. They are usually estab-lished with specific areas ofinterest, such as protecting theenvironment or improving edu-cation. You may have heard ofsome of the big foundations likethe Ford Foundation, the W.K.Kellogg Foundation, or the

David and Lucile PackardFoundation. The larger founda-tions are the best known andconsequently receive the mostproposals. They are oftennational in scope and thereforethe requests come in from aroundthe country. If they have aninternational focus, they also fundproposals from other countries.This means that the competitionfor their support is intense,which should strengthen yourresolve to “think locally.” Identifythe local private foundations thatare most likely to support yourprogram. Generally speaking,you will have more success ifyou concentrate on local sourcesthat have a commitment to yourgeographic area rather thanlarge, national funders.

Community foundations. Theseare currently the fastest growingfoundations. Community founda-tions pool the resources of manydonors to support the causesand issues they believe are ofmost importance. Meet with staffof your community foundation. In addition to being possible funders, they often can suggestother funding sources, assist youwith establishing your fiscalstructure and reports, and con-nect you with other programsand people that can help you.

Corporate foundations. A corporation’s support may betied to the communities inwhich it operates, to its line of

SOURCES OF START-UP FUNDSGovernment Grants

• Federal

• State and local

Foundation Grants

• Private

• Community

• Corporate

Corporate & Business Donations

Personal Donations

83

business, or, increasingly, to theboards on which its employeesserve. With this in mind, recruitrepresentatives from key corpo-rations in your area to serve on your advisory committees orboard. Besides resources, theperspective and insight theybring is invaluable.

In general, one good source ofinformation on foundation grantsis The Chronicle of Philanthropy(see the Resources list). It is anexcellent publication that includesprofiles of foundations and cor-porate funders and current grant information.

Another good source is theFoundation Center. Each statehas a Foundation Center thatprovides information aboutnational funders as well asinformation about funders whoonly operate in your state orregion. Be sure to research the community foundation orfoundations that include your

area in their grant making. Thebox below gives some tips onconducting research at aFoundation Center library.

Corporate and businessdonations Not all corporations have foun-dations. Many distribute moneythrough corporate contributionsprograms and marketing depart-ments, or directly through thechief executive officer (CEO).

Corporations and businesses canprovide cash or noncash contri-butions. Often called gifts-in-kind,these noncash contributions caninclude staff support or productsthe company produces.

Johnson & Johnson con-tributes cash grants, but givesaway even more in productsthey produce.

You will be more likely to obtaincorporate donations if you havea personal contact within the

• Locate the Foundation CenterLibrary closest to you (seeResources for list).

• Call to set up an appointmentwith a staff librarian orresearch assistant or attend anorientation session.

• Develop a list of key researchwords (such as teen pregnancy,youth, education, and operatingfunds) that can form the basis

of a search (usually a computersearch) of potential funders.Review your list with the librari-an or research assistant to finetune it.

• Using these key words, searchfor funding sources that will beappropriate for your work. Ifyou have access to theInternet, search for fundingsources that have web sites.

How to conduct research at theFoundation Center

RA

ISIN

G F

UN

DS

84

MA

KIN

G I

T H

AP

PE

N

organization who can championyour program. With or withoutthis support, target corporationsthat have operations or head-quarters in your service area.Many companies give their localoffices autonomy in awardinggrants, although the funds comefrom regional and national lev-els. Follow these steps:

• Begin by requesting annual

reports and corporate giving

guidelines, if available. Pay

attention to the language they

use and their proposal sub-

mission process.

• Research what the companies

have funded in the past and

note what their future priori-

ties will be.

• Determine whether your pro-

gram fits their stated priori-

ties and think about how your

program can add strategic

value to the company. Be sure

the company’s reputation and

values are compatible with

your program.

Think also about local busi-ness—especially businesses inthe community you are target-ing—and include these on yourprospect list.

Personal donationsPersonal solicitation involves ask-ing an individual directly for a gift.It is an effective form of fundrais-ing and can be a good source forstart-up funds. However, difficul-ties can arise if the fundraiserdoes not feel strongly enoughabout the mission, does not knowenough about what he or she isasking support for, or simplyfears rejection.

For most people, personal solic-itation is the hardest way to askfor money. Most people wouldrather give their own check thanask someone else for one. If thethought of asking for money setsbutterflies whirling in yourstomach, remember that if yourprospect says “no,” you are notbeing rejected personally. It maybe the wrong time, the wrongdonor, the wrong amount—but itis not because “you” are wrong.Individuals want to give to causesthat express their values andbeliefs. You may be helpingthem feel good about them-selves by making this possible.

People give for any number ofreasons. The most frequently

SOURCES OF START-UP FUNDSGovernment Grants

• Federal

• State and local

Foundation Grants

• Private

• Community

• Corporate

Corporate & Business Donations

Personal Donations

85

RA

ISIN

G F

UN

DS

cited is a belief in the missionor work of the organization.Your job is to find the connec-tion between the work of teenpregnancy prevention and thatdonor. For example, a donormight give because a friend’sdaughter has become preg-nant—the issue has taken on areal, individual face and moti-vates him to contribute. A busi-ness leader might be willing todonate because of the poorquality of many applicants forher firm’s entry-level jobs, indi-cating a need for further empha-sis on youth development andschool-to-work training.Research, ask questions, andlisten. If there is a link, find it.

While the motivation may vary,the results are usually the same.Donors report that giving feelsgood. Think of your work ashelping people feel good aboutthemselves and their connectionto an important cause.

Develop an annual planfor fundraising

After researching all reasonablesources of funds (governmentgrants, private foundations, corporations, and individuals),the next step is to put it alltogether—to develop a clearand concrete plan. Involve yourboard or committee in designinga 12-month plan to raise unre-stricted dollars for your program.It should include all possiblesources of funds, except planned

giving and any special, one-timeactivities. The items in the boxon the next page should providethe information you need to create your plan.

An important part of developingthe plan will be to look over allthe potential sources of fundsyou identified to decide whetheryou have a sufficient number ofgood prospects. Work with youradvisory board and other col-leagues to fill out the chart onpage 87, which will help youcreate an overall picture of thefundraising tasks ahead. Discusswho knows whom and how. Donot leave volunteers off the list ofprospects. They are far morelikely to contribute than arenonvolunteers. Unfortunately,we often make excuses for notasking volunteers by saying theyare already giving their time. Ifthey are currently giving theirtime, they may be willing to givefinancially as well. Also be sureto include organizational partners.They may be willing to donatefunds or provide in-kind support.

Carefully review each source forpros and cons. An individualdonor may think she or he shouldrun your program. A governmentgrant may have such stringentreporting requirements that itssupport ends up costing youmore to administer than you areable to use for your program.

TAKE NOTE...People say that the numberone reason they do not giveis because no one asks.

86

MA

KIN

G I

T H

AP

PE

N

�� Your case for support—the reason people shouldgive to your program—should include answers tothese questions:

• What is the mission of your program?

• What are the goals of your program?

• What are the specific, measurable objectives ofyour program?

�� What activities do you plan to conduct?

�� Your program’s fundraising goal.

�� Your choice of fundraising vehicles and reasonsfor those choices.

�� A list of your current donors.

�� A list of other funders from whom you are seek-ing support.

�� A list of the people who will help in fundraising,from getting you in the door for personal solicita-tions to providing clerical help.

�� A plan to recruit assistance from others if yourcurrent human resources are inadequate.

�� A list of your major obstacles in fundraising (ofany kind) and a plan for how to overcome them.

�� A fundraising budget.

�� A timeline for your fundraising effort, includingperiodic reviews of progress.

Elements of an annual fundraising plan

C H E C K L I S T

87

RA

ISIN

G F

UN

DS

Overview of potential funding sources

Prospects Rating* Possible To Do ListAmount/Duration

Government Grants

• Federal

• State

• Local

SampleFoundation Richardson Fund B $5,000/yr for Initial request Grants 3 yrs letter

• Private Anytown Community A $1,000 Fill in grant form

• Community Fund

• Corporate General Widget Fund B $3,500-5,000 Get Bob to requestmeeting

Foundation Grants

• Private

• Community

• Corporate

Corporate Support

• Cash

• In-kind

Individual Donors

Board Support

Volunteer Support

Partner Support

• Grants

• In-kind

TOTAL POTENTIAL FUNDING

(In general, this amount should be at least twice your fund-raising goal.)

* Rating: A= highly likely; B=probable, worth pursuing; C=long shot

T A B L E 1

88

MA

KIN

G I

T H

AP

PE

N

Someone may offer to give you abuilding, but it may requireextensive and expensive repairs.

You also need to determine if afunder’s values are compatiblewith your program. Some youthgroups have refused contribu-tions from tobacco or liquorcompanies, for example.

Think also about potential con-flicts of interest. Will it be okayto approach a contraceptivecompany? If certain businesseshave poor reputations in yourcommunity, is it wise to associatewith them? Does your program fitthe strict guidelines issued withthe new abstinence-only federaldollars? Decide early on whatgifts you will and will not accept.

At the end of this process youshould have a clear plan toguide your fundraising activities,a short list of your top prospects,and assignments to make an initial contact.

Apply for funding

Once you have completed yourresearch and identified a numberof potential funders, you will beready to begin the application orsolicitation process. Do not writeone request letter or proposal tosend to all your potential funders.Write separate proposals, tailoredto each funder’s priorities andresources but true to your mis-sion and activities. There aremany helpful guides on how

to write grants. David Bauer’sgrant writing books or theGrantsmanship Center’s pro-posal writing publications aregood sources to help you learnmore about grant writing (seethe Resources list).

The remainder of this sectionprovides guidance for solicitingfunds through grants (both private and public), corporatedonations, and personal dona-tions. Your initial investigationof funding sources may haveprovided answers to many of the questions posed, but askingthem again is not a bad idea.The actual process of applyingfor funds can be quite compli-cated and you need a firm gripon the details.

GrantsPrepare for the applicationprocess by requesting the gov-ernment agency’s or foundation’sgrant guidelines and annualreport. Answering the followingquestions will help you naildown some important specifics:

• What is the funder’s grant-

giving cycle? When are pro-

posals due?

• Does it accept unsolicited

proposals?

• Does it prefer the initial

contact to be a letter outlin-

ing your idea or a proposal?

89

RA

ISIN

G F

UN

DS

• Do you know anyone on the

board or staff? Does someone

else involved with your pro-

gram have a personal contact?

• Is the funder located close to

you so it would be possible to

make a personal visit?

Corporate and businessdonationsSoliciting contributions fromcorporations and businesses ismore likely to be successful ifyou follow these steps:

• Write a brief (not more than

two pages) initial letter out-

lining your program and pro-

posal. Be careful to keep your

request succinct and to the

point. Tell them how your

work helps them meet their

corporate and philanthropic

goals. A company will deter-

mine its contributions, in

part, based on the potential

benefit to their business. How

can your program provide the

visibility or access to markets

they deem important? If the

company is interested, they

may request a meeting or a

full proposal.

• If they request a meeting, find

out who in your group has the

highest level contact at the

corporation. Have that person

arrange the meeting.

• Learn what will be required

of you if you receive a contri-

bution. For example, if you

approach a corporate market-

ing department, they will be

looking at how they can get

the company’s name out in a

positive way. They may support

a special event or a vehicle

that has their company logo

on the side. In recent years,

there has been a surge in

cause-related marketing. This

type of funding may involve

co-branding, or putting your

logo and theirs on a product

or advertisement. The company

will give you a percentage of

the profits or a contribution

for all the product they sell

during a campaign that uses

your program’s name. Unless

it is a local product, most

national companies prefer to

collaborate with established

national organizations.

Personal donationsYou will be more successful withpersonal donations if you knowthe potential donor or havesomeone with you who knowsthe individual. The person whojoins you may have been willingto help in any way except forexplicitly asking for money. Inthat case, take advantage of hisor her willingness to make theinitial contact with the potentialdonor, set up the appointment,and accompany you on the visit.

90

Your companion can talk abouthis or her participation in theprogram and you can providesupport and make the actualrequest for a contribution.

If you choose to bring someonewith you on your visit—adult orteen—make sure you preparethem well:

• Review all pertinent back-

ground information on the

individual being solicited.

Most important, why do you

think they may be interested

in funding the project? What

is the match?

• Make sure your colleague can

clearly explain the history,

mission, goals, and accom-

plishments of your program.

• Tell your colleague what you

are asking the donor to sup-

port and how much you are

asking for.

• Mention other individuals

or organizations who have

contributed.

KEYS TO SUCCESS WHENSOLICITING CONTRIBUTIONSFROM BUSINESS• do your homework

• make sure the company’s reputa-tion and values are a good fitwith your program

• make sure they know how yourprogram benefits them

• know what is required of you ifyou receive a contribution

MA

KIN

G I

T H

AP

PE

N

• Confirm how long the potentialdonor has for the meeting andhonor the ending time. Nevergo over the scheduled timeunless the person requests youto stay.

• First meetings are often meet-and-greet meetings. If this isthe case, remember that youare determining potential areasfor partnership, not asking fora gift.

• Begin by listening. A visitshould be about two-thirds lis-tening and one-third talking.The more the donor talks, themore likely he or she is to give.

• Be able to describe your pro-gram in simple, compelling

terms. Avoid complicatedexplanations.

• Once you make a request, donot immediately start talkingagain. Wait for the prospect torespond.

• Remember to check your egoat the door and let your causewalk in. If your request isrejected, it is not a personalrejection of you.

• Depending on the way youstructure the meeting, leavematerials at the end of thevisit, not at the beginning.

• Have fun. Find your own voice.This meeting should not bepainful for you or the donor.

Tips on how to solicit a personaldonation successfully

RA

ISIN

G F

UN

DS

• Decide in advance how you

will begin the visit, who will

respond to questions, who

will ask for the gift, and how

you will close the visit.

Develop a system totrack the fundraisingeffort

Once you begin to carry outyour fundraising plan by apply-ing for grants and solicitingdonations, you will need to keep track of your efforts. The

following chart, which builds on the earlier “Overview ofPotential Funding Sources”chart, will help you. You mayalso want to investigate soft-ware packages that have a contact management feature or create your own system in a spreadsheet or database package. Generally, customizedsoftware packages are veryexpensive and geared to largernonprofits, but you may find onethat suits your needs.

Internal fundraising tracking systemProspect Rating* Contact Project Amount Next Step Due Date/

Comments

SampleJane B Our board Statewide $2,500 Follow up Must have fundsSimmons chair conference with board by 4/1 for

chair on this event.initial meeting

*Rating: A=highly likely; B=probable, worth pursuing; C=long shot

T A B L E 2 91

92

MA

KIN

G I

T H

AP

PE

N

Once you have secured start-upfunds, begin thinking about howyou will replace that fundingwhen it runs out. Do not makethe mistake of assuming thatyour three-year grant will berenewed or that your initialdonors will support you indefi-nitely. Plan to broaden yourfunding base by your secondyear (generally) by adding oneor more of the following strate-gies to your existing plan.

Special events

Special events (fun runs, charityballs, read-a-thons, clothingsales, and so forth) have a placein many communities. Their realvalue is the publicity they cangenerate for your teen pregnancyprevention effort. If you have alarge enough number of eager,self-motivated volunteers andneed to raise the profile of yourprogram, a special event couldbe just right for you. Interestedservice clubs or professional

associations in your communitymay take this on as a project orhelp in some way.

It’s important to note, though,that special events are timeconsuming, seldom raise largesums of money, and are oftenunrelated to your group’s mis-sion. Special events can takevaluable time better spent indelivering the program. Theheadlines about the half-milliondollars raised at a charity ballor walk-a-thons mask the hun-dreds of volunteers and thou-sands of hours it takes to pulloff such an event. Some specialevents turn out to be so expen-sive that the sponsoring groupactually loses money in the end.

The market has become so satu-rated with events vying for peo-ple’s time and dollars that oneof the most successful newcom-ers has been the “mystery ball,”in which supporters buy a ticketto a ball that never takes place.This gives the charity a contri-bution and the donor a night athome with the family.

Direct mail and member-ship programs

You need only take a trip to yourmailbox to know that the directmail market is saturated. The

Carry out a strategy for continuingand broadening your financial base

STRATEGIES FOR CONTINUINGAND BROADENING YOURFINANCIAL BASE• special events

• direct mail and membershipprograms

• telemarketing

• tribute, memorial, and plannedgiving

• youth-run businesses

93

RA

ISIN

G F

UN

DS

field is far more competitive andcomplex that it was when thistechnique emerged in fundrais-ing many years ago. To be suc-cessful today, you must prepareto invest over the long haul andaccept the fact that you willprobably lose money in thebeginning. Direct marketersexpect to spend two dollars toget one dollar when beginning aprogram. If you are considering“getting into the mail,” begincollecting any particularly gooddirect mail that comes to yourhouse. Examine why it appealsto you and keep this in mind asyou design your package. Thereare no new ideas, only revampedones. Use what already exists toyour advantage.

Generally, the direct mail targetaudience is one you do not knowpersonally. Thus, you will need tobuy, trade, or borrow lists ofnames to build your own list ofpotential donors. An easier andpotentially more successful way to

begin is a direct mail campaign topeople you do know. Sometimescalled “your holiday card list,”this type of campaign may be justas effective. Begin by expandingyour personal list of names andthose of your advisory panel orboard. Mail first to a small num-ber of individuals you have identi-fied as philanthropic and possiblysympathetic toward your teenpregnancy prevention program.

If you are successful and decideto continue, your list will needongoing attention—continuedmailings, renewal notices, andso forth. Even so, you canexpect to lose 30 percent ormore of your donors each year,so acquiring new names is nec-essary to keep your direct mailprogram alive.

Another way to use direct mail isin partnership with a local com-pany. You may be able to find abank or utility that is willing to

• Do you really need or want toraise the visibility of your pro-gram?

• Do you have the people power(paid and volunteer staff) nec-essary to pull off a successfulspecial event?

• Can you recruit a volunteerleader experienced in specialevent planning?

• Do you have seed money avail-able if the proposed event

requires an up-front invest-ment, such as renting a hall,contracting with a band orcaterer, or purchasing supplies?

• What will be unique about yourevent that will make peoplewant to attend or contribute?

• Is your event competing withany other well-attended eventsand activities?

Questions to answer before planning a special event

94

MA

KIN

G I

T H

AP

PE

N

include a mailer about your pro-gram in their monthly statements.

The Oregon 4-H Foundation

identified 10,000 former 4-H’ersand potential donors by includ-ing their information once in thestate’s two major banks’ monthlymailings. This was possiblebecause of a wealthy individualwho had the personal connec-tions to ask the banks to do this.

Your direct mail program mayask for an outright contributionor you may ask people to becomemembers of your organization. Ifyou decide to become a member-ship organization, you will needto determine what a member-ship will entitle a person to,such as publications discounts,newsletters, a seat at yourannual dinner, and so on. Keep it simple in the beginning.

You may choose to have a tieredmembership structure, which

means that members at a cer-tain dollar level get certain benefits and the benefitsincrease as the membershiplevel increases. Again, keep itsimple in the beginning. You will need the infrastructure toprocess memberships, acknowl-edge them, and send out annualrenewal notices.

Telemarketing

Telephone solicitation—or tele-marketing—works when doneproperly. For example, manycolleges and universities runsuccessful telemarketing pro-grams. They use current stu-dents and alumni who can talkabout their experiences.

Telemarketing is people intensive.Try to find a business that willlet your volunteers come in for afew hours in the evening to usetheir phone bank. Be sure yourvolunteers have a well-craftedscript, but if they can talk about

• Make your letter personal evenif you can not personalize eachone.

• Frame your letter through afirst-person story that touchesthe heart.

• Use short paragraphs.• Determine the length by how

long it takes the reader to getemotionally involved and toconvey the urgency of yourrequest.

• Include moving quotations to

help draw people into the letter.• Include a P.S. at the end of the

letter—it will increase yourreturn.

• Include a reply card that allowspeople to choose the size oftheir gift and tells them whereto send their contribution.

• Enclose a self-addressed (and,if possible, postage-paid) returnenvelope to increase thechances you will get a gift.

Tips for increasing your chances ofsuccess with direct mail fundraising

95

RA

ISIN

G F

UN

DS

their personal commitment, theycan be even more effective.

The best-organized telemarket-ing efforts share the followingfeatures. They:

• notify the target audience by

mail that they will be receiv-

ing a call during a specified

campaign period;

• provide information on why

money is being solicited;

• keep meticulous records of

calls completed, not completed,

and responses;

• immediately send acknowl-

edgment and pledge cards to

donors; and

• end their telephoning by

8:30 PM.

It is very important to haveaccurate, up-to-date lists oftelephone numbers. Where canyou begin to get your lists? Again,start with personal lists andthose individuals you have iden-tified as potential supporters.

Telephone solicitations to peopleyou already know will be moresuccessful than those tostrangers. Ask other groupswhere they get their lists andsee if you can gain access tothese as well.

Tribute, memorial, andplanned giving

Tribute giving, which is giving inhonor of someone else, is easyto promote. Have envelopesprinted that explain that peoplecan give a tribute gift to yourprogram to honor a graduation,promotion, wedding, birthday, orother celebration. Distributethese widely and be prepared tosend acknowledgments to thedonor and the honoree.

Memorial giving is in honor ofsomeone who has passed away.Sometimes a family will requestthat instead of flowers, contri-butions be made to a certaincharity. Some individuals preferto contribute to causes theysupport in honor of someone’slife even if the family has notrequested them. Again, all

• A location that is free and avail-able during your campaign.

• Enough volunteers to staff thephones during the campaign.

• Lists of potential contributorsto call.

• A good, tested script for yourphone workers that makesyour case quickly.

• An infrastructure to follow upon calls by mailing pledgereminders and thank-you letters.

• The ability to make remindercalls to those who pledge butdo not send in their pledge.

Criteria for undertaking telemarketing

96

MA

KIN

G I

T H

AP

PE

N

you need to do is distributeenvelopes widely, acknowledgethe gifts, and notify the family.

Planned giving is a more com-plex fundraising vehicle thatrequires trained professionals.However, you can encouragesimple planned gifts throughwills and bequests. In all of yourpublications, such as newslet-ters and annual reports, includea box or paragraph asking peo-ple to remember your programin their will.

The South Dakota 4-H

Foundation had a creativeeffort several years ago thatencouraged people to “AddAnother Paragraph.” The brieftext went on to ask readers toremember South Dakota 4-Hand add another paragraph totheir will.

Youth-run businesses

Youth-run businesses can pro-vide a great avenue to teachyoung people business skillswhile involving them in a pre-vention program. The businesscan also help fund the program.

There are many things to con-sider in establishing a youth-runbusiness, including the need forventure capital and businessexperience.

You will also need to considerthe potential for concerns aboutunfair competition. Recently,some for-profit companies haveraised legal challenges to non-profits that are earning incomefrom a business that is unrelatedto their mission but untaxedbecause of the organization’snonprofit status. If the ventureis not clearly tied to your mis-sion, you may need to pay taxeson the income you receive. Anymoney-making venture should

PLEASE REMEMBER US IN YOUR WILL.When you write or review your will, please consider leaving a charita-ble bequest. Ask your attorney to include words such as these:

“I give, devise, or bequeath to ______________________________ for itsgeneral purposes all (or state a fraction) of the rest, residue, orremainder of my estate, whether real or personal.”

or

“I give to ________________________ the sum of ____________ dollarsto be used for their adolescent pregnancy prevention purposes.”

Language for a will and bequestprogram

FOR MORE INFORMATION ONYOUTH-RUN BUSINESSES...See Chapter 5 (Volume 1),“Involving Youth in PregnancyPrevention Programs.”

Books and publicationsThe Fundraising Primer

The How-to Grants Manual

Swiss Cheese for ProposalDevelopmentAll by David G. BauerTo order, contact:David G. Bauer Associates(800) 836-0732www.dgbauer.com

The Raising of MoneyJames G. LordTo order, contact:Third Sector Press2000 Euclid AvenueP.O. Box 18044Cleveland, Ohio 44118(216) 831-9300www.lord.org

Fundraising is an ongoingprocess. Once you receive acontribution, you need to thankthe donor and begin again. Ifyou are fortunate to receive athree-year grant, it may seemlike a long time. Do not makethe mistake of waiting until yearthree to begin looking for addi-tional support. Start immediate-ly. Long-term, sustainedinterventions have the mostpotential to affect the teen preg-nancy rate. You need to keepyour program going and thatmeans keeping it funded.

Fundraising can be rewardingand even fun. You believe in

your program passionately.Share this passion and inviteothers to join you. Be targetedin your fundraising efforts.Remember that personal con-tact increases your chances ofsuccess. Accept the fact thatdevelopment is an on-goingprocess. You are never done.Nurture every donor to ensurehis or her continued support: itis much easier to keep a donorthan it is to find a new one.Acknowledge that each support-er is a valued partner in yourwork and you will be successful.Remember, you will not get any-thing if you do not ask.

97

RA

ISIN

G F

UN

DS

Conclusion

Resources

be discussed with appropriatelegal and accounting advisorswell ahead of time. Check also

with your local Chamber ofCommerce or Small BusinessAdministration to get guidance.

Designs for FundraisingHarold J. SeymourTo order, contact:The Fundraising Institutec/o The Taft Group12300 Twinbrook Pkwy., Suite 450 Rockville, MD 20852(301) 816-0210

Achieving Excellence in FundraisingHenry A. Rosso and AssociatesTo order, contact:Jossey-Bass Inc. Publishers350 Sansome St.San Francisco, CA 94104

Raise More Money for Your Non-Profit Organization: A Guide toEvaluating and Improving YourFundraisingAnne L. NewTo order, contact:The Foundation Center79 Fifth Ave.New York, NY 10003www.fndcenter.org

Periodicals The Chronicle of Philanthropy1255 23rd St., NW Washington, DC 20037(202) 466-1200www.philanthropy.com

CD Publications8204 Fenton St. Silver Spring, MD 20910(301) 588-6380

Semimonthly publications that includegovernment and private funding sources.Titles include Families in Crisis FundingReport and Children and Youth FundingReport.

AssociationsAmerican Association of FundRaising Counsel25 W. 43rd StreetNew York, NY 10036(212) 354-5799 www.aafrc.org

The National Society of Fund RaisingExecutives 1101 King St., Suite 700Alexandria, VA 22314-2967(703) 684-0410www.nsfre.org

Local chapters, training, researchlibrary, international conference, youth inphilanthropy program.

Research organizationsThe Foundation Center79 Fifth Ave.New York, NY 10003(212) 620-4230www.fndcenter.org

Call or check the web site to locateregional and state libraries. The web siteoffers links to the web sites of more than280 foundations.

Training organizationsThe Grantsmanship Center 1125 West 6th St., Fifth FloorPO Box 17220Los Angeles, CA 90017(213) 482-9860www.tgci.com

Training, program planning, and pro-posal writing covered in publications. Website includes Federal Register listings.

4-H Master Fund DevelopersTraining Manual Washington State 4-H Foundation7612 Pioneer WayPuyallup, WA 98371-4998(206) 840-4570

Basic training guide and worksheetsfor those starting a development program.

The Fund Raising School The Center on PhilanthropyIndiana University-Purdue UniversityIndianapolis550 West North St., Suite 301Indianapolis, IN 46202-3162(317) 274-7063

Training and publications on a widerange of philanthropic topics.

98

MA

KIN

G I

T H

AP

PE

N