Session Three: Fundraising - Chorus America...See the solicitation matrix for the most effective way...

Session Three: Fundraising

Table of Contents

PowerPoint Presentation Slides Page 78

Giving USA 2012 Report: The Numbers for 2011 Page 96

Circle of Giving Page 97

Sample Case Statement Page 98

Researching Major Donors on the Web by Robert Zimmerman ©2000, revised & updated October 2002 Page 99

Donor Research and Prospecting by Bruce Thibodeau, Arts Consulting Group 04

Byting the Bullet: Choosing the Best Management Software for Your Chorus by Kelsey Menehan, reprinted from The Voice

Winter 2007-2008 Page 109

Solicitation Method Matrix Page 115

Prospect-to-Donor Visit Plan Page 116

Sample Solicitation Dialogue Page 117

Conventional Wisdom When Soliciting a Gift Page 119

Major Gift Table Page 120

How to Hire Your First Development Director Page 121 by Leyna Bernstein, Blue Avocado

Sample Fundraising Plan Page 123

Foundation Proposal Checklist and Letter of Inquiry Page 130

Government Grantseeking in the U.S. and Canada Page 132

Criteria for Choosing the Right Special Event Page 134

Top Ten Tips for Fundraising Success Page 135

FundraisingCorty FenglerFormer Development Director, San Francisco Symphony Consultant, Wellesley CollegeDevelopment Chair, Chorus America Board of Directors

Kelly RuggirelloPresident & CEO, Pacific ChoraleVice President, ACSO Board of DirectorsFundraising and Board Development Consultant

The First Thing Everyone Thinks Of…

Foundation and corporate grants will solve all of our problems…

BUT…

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All we need to raise more money is:

Brochures don’t raise money. They only serve as tools and most are not needed. Will a fundraiser concert cost you more money and time than you can afford?

…a new fundraising brochure

…a golf tournament

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…another fundraiser concert

Not a new event!

Contributions by Type of Recipient

Individuals

73%of charitable gifts come from

individuals nationally

How are you spending YOUR time?

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Tools to Assist You – We’ll Cover

Individuals: the circle of giving

The development plan

Setting the annual goal

Grants

Special events

Make your Fundraising Department Crisis-proof!

A new reality:

Check your assumptions

More face-to-face visits

Set realistic $ goals

Engage the board

Have a development plan

A new reality – check your assumptions. Focus more on face-to-face personal visits – these are the most effective, so spend your precious time here. Set a realistic fundraising goal – do not use a plug number from the budget makers. Work from the bottom up. Engage the Board in fund development – have them be active in thanking, cultivating, soliciting. Have an attainable Development Plan – have a plan but be sure it is an attainable one, both for goals and for activities during the year.

Individuals

YOUR ROLE

MATCHMAKER!

You have the chance to meet kind, generous people who want to make a difference by giving back to the community.

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Individuals

Where do you fit in? All Board members are responsible for Fund Development. What is your role?

Individuals

The Circle of Giving

What or who isNOT

In the middle?

It’s not about you, your music director or any one person in the organization.

Individuals

Values-based fundraising

What does YOUR chorus value?

Identify three words around which you spend time and money.

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Individuals

What is a Case Statement?

The Case Statement

Must be brief, but compelling

Needs to relate to your strategic plan

Should be designed for a particular audience

Describes how the contributor’s investment will solve a specific problem

Case statement should make the point to the constituency in general, but it is no substitute for a tailored approach for major gifts.

Individuals

Prospecting

Prospecting requires: A plan (a strategic initiative), a commitment of time, and an investment of resources. A gift chart will help you determine how many prospects you need and what levels in order for you to meet your goal.

Individuals

Prospecting: “Low Hanging Fruit”

Board members

Donors

Singers

Subscribers

Single ticket buyers

Your donors: Identify by skill set match (affluence/influence), history and level of giving. Your subscribers and single ticket buyers: Identify by time, price category, zip code

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Individuals

Prospecting: “Cherry picking”

Organizations with shared values

Social clubsService agencies

Religious institutionsSenior centers

Donor walls, program listings, business journals, volunteers, annual reports, the web all supply names of prospects. Get Board members to invite you to business mixers. Attend concerts and fundraisers. Serve on committees of other non-profits. Perform speaking engagements at planned giving roundtables, Rotary clubs, etc. Ask for advice at 30 minute informational meeting.

Individuals

Cultivating

Share your passion and enthusiasm for your organization.

Have your 30 second elevator speech ready.

Assume they will love your concerts.

Invite them as your guest to dinner, concert, etc.

Get their business card or contact information.

Follow up!

Individuals

Values-based fundraising

What does your PROSPECT value?

Establish a checklist with your criteria, such as:

Shared values

Affluence

Influence

Skill sets/expertise

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Individuals

Non-transactionbased

encounters

Series of encounters may include the following strategies:

Follow up to initial encounter

Attend a concert

Meet with key staff and Board members

Present the Board info. Kit

Attend a Board meeting as a guest

Get to know the prospect/partner via informal & formal settings

Cultivation Ideas

Invitation to a concert

Follow up phone call

Invitation to meet with key leaders

Pre-concert dinner with spouse

Invitation as guest to Board meeting

Values-based lunch conversation

Individuals

Soliciting

Give your own gift first Get an appointment in person Prepare before visiting It could take two transactions

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Menu of Opportunities

Sponsor a concert

Sponsor a section for the year

“Term chair” for the accompanist

Scholarship for the year

Underwrite music library

Pay for the risers

Think of some for your chorus

Individuals

Why do people give?

Because they are asked!

Have 100% success at failure - NEVER ASK!

Tips for Success

It’s easier than it seems

It’s not about you

Share your passion

“Join me” is the most powerful statement

It’s easier than it seems

Not rocket science either

It’s not about you. It’s about the Chorus!

People give only when they are asked

Aim high

“Join me” is the most powerful statement

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Individuals

Stewarding

Stewarding = renewing and upgrading

How many of you can visually identify your top 20 (non-Board) donors?

Many ways to recognize and thank a donor - do so at least 7 times per year.

What matters to donors? (hint: Access)

Write a thank you in 48 hours

Call immediately for bigger gifts

Is your reporting good and reliable?

What can we offer, given our resources?

Several “touches” every year

Stewarding Donors

Try to thank a donor 7 times/year!

Ideas include:

Letter, phone calls, thankathon

Signage, website, print

Verbal thanks at a concert or reception

Recognition in seats at a concert

Individuals

Renewing &Upgrading

Gift opportunities for upgrade solicitations

Underwrite a Concert - $10,000

Choral Directors “Chair” - $15,000/year

Accompanists “Chair” - $7,500/year

Tuition scholarship - $1,000

Alto Section - $5,000/year

Music Library - $5,000/year

Outreach program - $15,000

Underwrite a commission - $7,500

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Upgrading Ideas

Always done in person; use a compelling reason such as:

Concert enhancements

Expanding programming

Launching special projects, education initiatives, website upgrades, etc.

Tools for Success

Annual Development Plan

The annual plan looks at the future and is a team effort between volunteers and staff.

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THE NEW REALITY

Strategies and tactics from the past may not work now

Use personal, face-to-face solicitations and discussions

Redefine your Board of Directors role in the fund development process

Transition from general appeals to values-based appeals that sponsor specific projects (such as adopt a rehearsal, fund a piece of music, underwrite a specific concert line item, fund a musician, underwrite event line items, etc.). This requires knowing your donors’ values, interests, likes, and dislikes. Redefine your Board of Directors role in the fund development process by engaging them when you develop the goal, when you cultivate prospects, when you solicit and when you thank.


Start by looking at the overall picture

Make a chart of giving over past 3-5 years

Look at gifts and grants that you will need to make goal

Include timetables, strategies, tactics in your written plan

To begin, provide a comparative analysis of annual giving over past 3-5 years (charts/graphs) and identify progress and/or opportunities for expansion in a narrative format.

Setting the Goal

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Requires a look to the future,

and…

Agreement by staff and board…

It’s a team effort

"The Development Committee has come to a decision on the development goal."

Engage the Committee

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The Budget

A budget gap is NOT a hole expected to be filled by increasing contributed

revenue goals.

What is a budget gap? (more anticipated expense than anticipated revenue)


Look at each source separately Board

Individuals

Corporations

Foundations

Government

Special Events

Set goals of $ and # of gifts for each area

Create a strategy for each area

Separate each contributed revenue line item (Individual Giving, Board Development, Corporate Sponsorships, Foundation and Government Grants, Special Events) and identify the following:

Objectives

Strategies

Timeline

Roles

Materials

Determine Roles & Responsibilities

For each area, who will

Create the tools?

Cultivate?

Solicit?

Write?

Coordinate fundraising events?

Manage donor benefits?

Create the tools? (packets, donor tracking sheet, conversation logs, solicitation letters, etc.)

Prospect? Cultivate? Solicit? Steward? Write letters, grants and reports? Coordinate special fundraising events? (invitation, auction,

RSVP’s, decorate, etc.) Track donor moves?

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Individuals

Direct mail appeal

Personalized letters

Telethon

Telefunding

Special events

Or…

Personal visits

Fundraising is about relationship development which requires personal, face-to-face encounters. See the solicitation matrix for the most effective way to ask for a gift.

Sample Gift Table $100,000 Goal for Individuals

Create a special chart for board and another for individuals for the sub-goals or that includes every individual. Here is where we aim for the ask amount. This is not a budget justification sheet, but rather it is a prep for the calls you will make. Think about upgrades. Add the name to the proper level of the ask, not just what you expect or what you received last year. “If you dream it, it will come.”

Foundations, Corporations and Government Grants

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Foundations

Difference between family foundations and more public ones

The inquiry letter

Relationship with the program officer

Proposal Checklist for completeness

Why are proposals declined?

Only submit warm proposals, requiring a personal visit prior to sending. Relationships with program officers are critical to success in raising money from foundations. Do not think that your personal relationship with the foundation board member is enough. It is nice, but you must work with the program officer.

Corporations

Matching Gifts

Sponsorship requires Knowing exactly what the corporation

requires

Corporate connection – board or staff

Having the perks the corporation needs

It’s a quid pro quo, especially in the arts

Corporations give from two places: a corporate foundation (if they have one) and/or marketing budgets (which require that you work directly with an employee who knows you well).

Government

Preliminaries to grant writing Understand your needs Research potential funders Consult with funder’s staff Understand the funder’s mandate

and objectives

Complete all paperwork carefully

If you are a small chorus and have very little time, first look at the size of the grant you might be able to expect, and then decide if the time it takes to apply is appropriate to the yield. Then, if so, follow their rules to the letter!

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Special Events

No event should cost more than 50 cents on the dollar.

(that’s $1 raised for every 50¢ spent)

This ensures tax-deductibility for attendees.

Special Events

Choose the “Right” Special Event

Pro Con

Determine budget and timeline

Organize for success

Create list of sponsors

Create solicitation letters and sponsorship benefits

Set committee member expectations and functions

Evaluate results

Write it down for posterity

Implement your plan

Turn the Plan into Reality!

Review progress monthly

Schedule time for strategy discussions

Set meetings with key volunteers

Be sure your donor benefit program is manageable

Review the Plan monthly with key players (dev. staff, dev. committee, your boss)

Schedule time on your calendar for strategy discussions, stewardship calls, Board Chair meetings Create a donor benefit fulfillment program that is possible

to manage

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Now go out and raise lots of this stuff!

FundraisingCorty FenglerFormer Development Director, San Francisco Symphony Consultant, Wellesley CollegeDevelopment Chair, Chorus America Board of Directors

Kelly RuggirelloPresident & CEO, Pacific ChoraleVice President, ACSO Board of DirectorsFundraising and Board Development Consultant

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Giving USA 2012 Report: the Numbers for 2011

Download a free copy of the executive summary of the Giving USA 2012 report at

http://store.givingusareports.org.

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http://store.givingusareports.org/

Kelly Ruggirello CMI 2012

Circle of Giving

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SAMPLE CASE STATEMENT

Some people think that The Women’s Philharmonic is just an orchestra with

women players.

That’s true, but they are missing some of the most important things – namely:

it is the only orchestra in the United States 100% devoted to playing

music by women composers (we’ve played more works by women in

our 16 year history than any other orchestra, no matter how old it

claims to be), and

it is the only organization in the world actively uncovering, promoting

and providing scores of orchestral works by women, as well as

performing them (we received one of only two NEA Challenge grants

in the country given to orchestras to expand this work, and they are

matching one-for-one every gift given by December 31st).

The Women’s Philharmonic does a lot of other things, like

holding a symposium each year for women composers,

maintaining the largest catalog listing in the world of orchestral works by

women

rescuing two works by the famous Lili Boulanger from oblivion, which

now, recorded and published, are being rented by other orchestras

recording (we now have four CDs)

promoting American women conductors (especially now, through a new,

exciting project this coming year)

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RESEARCHING MAJOR DONORS ON THE WEB

At Zimmerman Lehman, major donor campaigns are very close to our heart. Every day in

this country nonprofits are sending direct mail letters to folks and asking them for $50--

folks who could give $5,000 or $50,000 if asked face-to-face instead of by mail. One of

the things that keeps nonprofits from doing effective major donor work is ignorance

about prospective donors: Who they are, what their interests are and how much they

might give. We hope that the following information on major donor research is helpful,

and we also hope that it prompts you to initiate or expand your major donor effort.

Individual Donor Research, excerpted from "Major Donors: The Key to Successful

Fundraising," by Robert Zimmerman, © 2000, revised & updated October, 2002.

Major donor research is critical to the cultivation and solicitation of a prospect. The more

you know about your prospect, the easier it will be to make the case for a major donation.

The best place to start a search is in your own donor files. Donor files (both paper and

electronic) yield a wealth of information that is right at your fingertips. Is the prospect

connected to your organization? A former board member? A donor? Do you have a

current home or business address? A business title? Zimmerman Lehman is often asked,

"What is the proper dollar amount to request of a particular prospect?" The conventional

wisdom is that the typical major donor request is approximately one percent of a person's

net worth. Unfortunately, even with the best and most comprehensive research, you may

not be able to determine an individual's net worth definitively and you probably don't

want to spend the time or money to do so.

Thanks to the Internet, this research is much easier than in the past. Remember, the

Internet can be frustrating, time consuming and at times unreliable, but you can't beat it

for breadth of information. Most of the following information can be found in a good

library, particularly one with a focus on philanthropy. Libraries can also offer free access

to resources that are costly to purchase: Prospect Research Online (PRO), for example, is

an online database that provides regularly updated information about corporations,

foundations, donors and board lists. Many libraries will allow you access to this

expensive database for free. If you've hit a wall and want extra help, you can always pose

your research question to a group of research professionals by joining Prospect L, a

listserv for development issues (email [email protected].)

Start by paying particular attention to the size of the gifts that the prospect has made to

other nonprofits. When attending performing arts events in your locality, make sure to

review the list of donors in the back of the programs. If your prospect is on these lists,

you'll have solid information about the size of his or her contributions to those arts

organizations. Other nonprofits may host special events where similar information can be

found in the programs.

BASIC BIOGRAPHICAL INFORMATION

One of the best sources for basic biographical information is your local newspaper. If the

person is active in the community, there will usually be at least one article that gives you

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leads on his or her business or occupation, family connections, volunteer activities, social

circles, professional organizations, etc. It is important to read the society and business

pages of your hometown newspaper regularly to keep abreast of what your prospect is

doing and the causes in which he or she is interested. Clip or print the articles and file

them in your donor files. Many newspapers have their own websites with search engines

so you can search for current or archived information (i.e. www.nytimes.com); some are

free and some charge a fee for searching. Business journals often run feature articles on

local business people and they often have their own websites as well. Check out

BizJournals (www.bizjournals.com) for information on the business journal in your area.

Some websites allow you to do your own searching; try Internet Prospector People

(www.internet-prospector.org/bio.html), a collection of people locators, capacity tools,

and specialized directories, including among many others:

1. African Americans in Biography (www.internet-prospector.org/bio-afri.html) offers

access to the 100 wealthiest African-Americans (specifically not sports or entertainment

people), lists of Black Greeks (fraternities and sororities), African- Americans in science,

prominent African-Americans, and more.

2. Women in Biography (www.internet-prospector.org/bio-women.html) links to women

in mathematics, engineering, physics, architecture, politics, air & space, National Hall of

Fame, technology, international, and other sites.

Biography.com (www.biography.com) is A&E Television Network's website profiling

some 25,000 individuals. Visit CEO Central (www.surferess.com/CEO) for biographies

of selected top CEOs. The Goldsea 100 (www.goldsea.com/Profiles/100/100.htm) is a

listing of the most successful Asian entrepreneurs in the U.S. You can learn more about

Hispanic entrepreneurs at www.hispanicbusiness.com.

There are also commercial search services that allow you to search newspapers

electronically from around the country for articles on donors/prospects. Three of the most

popular commercial services are The Dialog Corporation (www.dialog.com), Lexis-

Nexis (www.lexisnexis.com), and Dow Jones Interactive (http://askdj.dowjones.com/).

The Biography and Genealogy Master Index from the Gale Group (www.gale.com/gale)

has millions of entries on individuals from hundreds of biographical and business

resources. If your prospect appears in any biographical or business reference book such

as Who's Who or Standard & Poor's, the index will list the prospect and all the reference

sources in which he or she appears. Birth dates and middle initials are included to help

you verify that it is the correct person. This comes in book form, microfiche versions

(know as BioBase), and now online through Gale's online reference service. The

Complete Marquis Who's Who ONLINE combines 20 of its publications of professional

and biographical data. This is accessible through the DIALOG Corporation's File #234,

and includes: vital statistics (name, address, age, birthplace, marital status), education,

family background, religious and political history, creative works, civil and political

activities, profession, and club memberships. There is a CD-ROM product The Complete

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Marquis Who's Who on CD- ROM (www.marquiswhoswho.com/product.html) available,

which makes searching much easier.

Sites useful in nailing down addresses, telephone numbers, email addresses:

Four11 (www.Four11.com), "The Internet Whitepages," contains millions of listings

allowing you to search for high school or college colleagues, former or current neighbors,

co-workers, researchers in your field, members who enjoy the same chat groups or

Usenet groups, and a dozen other definers.

The Ultimates (www.theultimates.com) searches nationally for phone numbers and

addresses.

555-1212 (www.555-1212.com) is a telephone directory for the US and Canada.

Yahoo! People Search (www.yahoo.com/search/people) allows you to find the elusive

someone's telephone number or email address, and is linked to (www.USSearch.com),

where for a fee you can find out details such as assets, home ownership, building

ownership and value.

BUSINESS/ OCCUPATION INFORMATION

If you know your prospect is a practicing professional, there are many Directories

available to learn more about someone and his or her business. On the Web you can

search Martindale-Hubbell Law Directory (www.martindale.com) or West Legal

Directory (www.lawoffice.com) for attorneys. The American Medical Association has a

physician select search for members of the AMA (www.ama-assn.org/ aps/amahg.htm).

Hard copy books such as the Official ABMS Directory of Board Certified Medical

Specialists and Standard & Poor's Register of Directors and Executives are also good

resources to confirm businesses and titles.

The Insider Trading Monitor compiles all SEC information on 10,000 public company

insiders (covering over 200,000 executives, directors, and major shareholders). You can

search for your prospect and see what his or her stock holdings are or if he or she has

purchased or sold stock. This helps in estimating giving capacity and liquidity, and can be

used to determine what type of gift, cash or planned, makes sense, particularly if capital

gains are an issue. This information is only available on publicly traded companies, and

only on stock that is held by a company insider. Private portfolio information is not

included.

If your prospect works for a public company traded on a stock exchange, try the Edgar

Website (www.sec.gov/cgi-bin/srch-edgar). At this site, you search by company name or

ticker symbol and have direct access to the proxy filed by the company in which you are

interested. The proxy lists all the board members and top executives plus their

stockholdings and salaries. Proxies often include brief bios telling you more about your

prospect. Along with Insider Trading Monitor, the Edgar Online People Website (edgar-

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online.com/people) lets you search (for a fee) SEC filings by a person's name to

determine all the companies on whose boards he or she sits. You can always call the

company and ask for a proxy statement and the annual report.

Many businesses, small and large, have their own web pages that contain profiles or bios

of principal owners and managers. Commercial services such as The Dialog Corporation

and Lexis-Nexis also have databases of company information and industry analysis.

Hoovers (www.hoovers.com) contains over 12,500 profiles of corporations; snapshots are

free, and in-depth profiles entail a nominal monthly fee. Forbes.com

(www.forbes.com/people) compiles lists of the top 800 CEOs and the 400 richest

Americans, among others. Fortune magazine highlights the 50 most powerful women in

business: see (www.fortune.fortune/mostpowerful/index.html).

Depending on the size of the business, there are several other places to search. Use a local

business directory or a local Book of Lists (www.bizjournals.com), or call the chamber of

commerce to see if they have any information on your prospect's business. Standard

business print references include Dun's Million Dollar Directory, American Business

Disc, Duns Market Identifiers, Standard & Poor's, and Disclosure, both online and on

CD-ROM. All provide information on a company's size, assets, sales and top officers.

You can usually find an individual if he or she is one of the top five to ten officers of a

public company. Information about privately held companies is increasingly available on

the web. Try CorporateInformation.com (www.corporateinformation.com/uspriv.html).

OTHER WEALTH INDICATORS

The American Almanac of Jobs and Salaries is a good general reference for what people

earn in a wide range of professions. The Insider Trading Monitor is a commercial online

service that is available through DIALOG or direct from Thomson Financial WealthID.

Thomson Financial Wealth Identification, formerly CDA/Investnet, is the leading

provider of wealth identification data, insider trading information, and innovative

prospecting solutions. Since 1983, Wealth ID has been helping America's largest

nonprofit organizations, banks, insurance companies, and brokerage firms identify and

track high net worth prospects, donors, and clients at (www.wealthid.com).

Local country club membership lists, other nonprofit organizations' annual reports and

membership directories of civic and volunteer groups offer further information on a

prospect's interests and philanthropy. Donor lists from other organizations around the

city, state or country help define a prospect's interest by seeing what he or she gave to

other organizations. Prospect Research Online is another place to seek out information

about donors.

Magazines such as Worth (www.worth.com) bring the word of the wealthy to print and

online viewers. CEO Wealthmeter (www.cnetinvestor.com) offers information about top

CEOs and their compensation. Property holdings can be found through the Register of

Deeds or through commercial services such as Redi-Info Information Services

(www.redi-info.com), Dataquick (www.dataquick.com), or Lexis-Nexis

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(www.lexisnexis.com). Many private properties are also listed on Yahoo! at

http://list.realestate.yahoo.com/re/homevalues. Researchers can find the local owners of

expensive pieces of real estate on County Tax Assessors listings at large local public

libraries. This information is also usually available online for a price.

Political contributions can be found on several websites. The Center for Responsive

Politics hosts Opensecrets.org (www.opensecrets.org) Federal Election Commission

databases can be searched at www.tray.com.

SUMMARY

The research you decide to do depends on the amount of time and resources at your

nonprofit. Small organizations may want to go no further than their own database and

contacts. You might also take advantage of the resources of your local library and

perhaps search on the Internet for some of the free sources. Medium-sized organizations

should consider purchasing CD-ROM products such as Who's Who or The Foundation

Center's FC-Search. The initial cost will be high but you will save a lot of time. Finally,

large nonprofits can invest in a commercial service connection such as The Dialog

Corporation or Lexis-Nexis. Prospect L, the researcher's listserv, is one place to ask for

help. Another research strategy is to hire someone to do it for you. There are many

experts in the field and for a potential big gift this may well be worth your investment.

Zimmerman Lehman does this research and you can also contact your regional branch of

the Association of Professional Researchers for Advancement (www.aprahome.org)

By Zimmerman-Lehman Consultants

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Copyright © 2012 Arts Consulting Group, Inc.

www.artsconsulting.com

the Monthly Newsletter of the Arts Consulting Group

JANUARY 2012

STRATEGIC FUNDRAISING THROUGH OBJECTIVE RESEARCH:

UNDERSTANDING DONOR CAPACITY BY: BRUCE D. THIBODEAU, PRESIDENT

An ongoing challenge facing many cultural organizations during difficult economic times is

how best to raise contributed revenue from multiple sources. One key consideration

related to individual donor identification, cultivation, and solicitation is to first learn more

about the prospect’s capacity to provide financial support to your organization in the earliest stage. Previously costly, and only available to large nonprofit organizations,

individual donor research and comprehensive electronic wealth screening today utilize a

variety of high-powered public data sources that can provide an invaluable and cost-effective tool for organizations of all budget sizes. The results can identify potential new

donors who may already have a connection and commitment to your programs and

illuminate details on current donors who have the capacity to give at higher levels. Armed with donor research information, organizations can find the “hidden wealth” possible

within their audiences and donor lists. This information can provide a way to develop a

major gift action plan that prioritizes limited time and financial resources with the goal of

achieving maximum contributed revenue results.

What is Donor Research & Major Gift Planning?

Donor research can range from talking to a donor and their peers to simultaneously searching and analyzing data from comprehensive online public data sources. Names can

be pulled from single-ticket buyers, subscribers, current donors, members, volunteers, or

anyone who has a connection to your organization. In the past, organizations have had to spend significant resources identifying which of their stakeholders are the best major gift

prospects by performing in-depth research on a case by case basis. Software was

acquired and customized, staff researchers hired and trained on its capabilities, and

months passed as questions were raised about the value of the investment.

Universities and large nonprofits have long employed technology to compile public

information on their constituents, using databases and screening programs to help prioritize and strategize their development and marketing efforts. Google, Yahoo!, and

other search engines are a standard mainstay for very basic research in most industries,

including the arts and culture sector. Some organizations find that budgeting the time

and financial resources to perform such analysis can be challenging, so they rely instead on subjective word-of-mouth on who has “wealth” or simply look at existing donor lists at

other organizations. Development staff and CEO’s must, sometimes out of necessity,

focus on a small portion of top donors, including the Board, in creating opportunities to move them to increased giving.

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ARTS INSIGHTS - JANUARY 2012 (2 of 5)

The above strategies, however, only skim the surface of what is available through public data sources. These tools can allow an organization to ultimately combine research

strategies – subjective and objective – in order to guide your organization’s understanding

of an individual donor prospect’s interests, networks, and giving capacity. But how can arts and culture organizations of all budget sizes be strategic and efficient in their

individual fundraising efforts when mobilizing these tools?

The Three C’s - Connection, Commitment, and Capacity

There are generally three core components that balance a person’s interest and ability to

give to your organization. An understanding of these components provides a more

complete picture and ensures that the donor research can be turned into a successful fundraising action plan. First, determine if a historical “connection” to your institution

exists for that audience member or past donor. If they’ve never attended a performance

or exhibit or seen the impact of your work in the community, there is cultivation work to be done before they are a prime candidate for a short-term donation. Second, assess

their “commitment” to the organization’s programs – regular attendance or other

contributions can be an indicator. Finally, research their financial “capacity” to make a contribution. Donor research and wealth screening can help you prioritize who should be

approached and for what kind of gift (i.e. cash, stock, real estate, etc.).

Perhaps an example here would be helpful in providing some clarity. Likely everyone knows someone who has the “capacity” to provide financial support. Bill Gates, Warren

Buffet, Donald Trump, Oprah Winfrey, and any number of visible billionaires have the

resources. But do they know your organization, its Board, artistic/curatorial leader, founder, or programs (connection)? If they do have connection, do they also have some

form of past experience or a commitment to any of those people or programs in order to

be inclined to give? Ultimately, it will be the combination of all three C’s that will bring about the most expeditious gifts.

PUBLIC DATA RESEARCH TOOLS

With the above in mind, perhaps it is best to provide a summary of some of data-driven research tools that are available. These, and others that are more subjective, can help

provide more thorough insights into donor prospects.

1. LexisNexis Real Estate Property Records is one of the leading national compilers of real property and land data. It contains information on over 120

million properties across the United States.

2. DonorSeries Charitable Donations Database, also known as Waltman’s, contains approximately 5 million records collected from printed annual reports,

event programs, and other published sources. Many records of donor histories

are tracked over the last 10 years and some records include individuals’ college graduation years.

3. DonorSeries Directors Report is the Waltman’s Directors data source and

provides thousands of entries for individuals and their primary affiliation with corporate boards of public firms, foundation boards, and major nonprofit

105





boards from the arts, social services, education and health organizations as well as participation on civic boards.

4. Annual Reports Charitable Donations Database contains approximately 5

million more gift records that have been harvested from literally thousands of non-profit websites and printed documents. This database increases

by hundreds of thousands of records per week and strives to be the fastest

growing independent collection of charitable gift information publicly available. The data includes a strong collection of recent donor gifts, 2008 through 2011,

and boasts an unparalleled view of giving records over the last two decades.

5. CorpTech Business Profiles provides detailed information on private technology company executives.

6. Marquis Who’s Who Biographies has more than 15 directories, including Who’s Who in America®, and provides concise biographies of over 900,000

leaders and achievers from around the world, and from every significant field

of endeavor.

7. GuideStar Nonprofit Boards of Directors is the national database of U.S.

charitable organizations that gathers data on more than 850,000 IRS-recognized non-profit 501(c)3 organizations and accesses the IRS Form 990

filed by those organizations regarding operations and finances of charities.

8. GuideStar Foundation Trustees is a list of the foundation trustees and board members for approximately 50,000 personal, family, and corporate

foundations, and is one of the single best markers of philanthropy and leaders

in the philanthropic field.

9. Federal Election Commission Political Giving Database includes virtually

every contribution of $200 or more over the past 25+ years, approximately 14 million records. The presence of FEC regulatory records can be one of the most

powerful predictors of individual’s inclination to give, as most records also

include individuals’ occupations or employers, and new data is available monthly.

10. Dun & Bradstreet (D&B)) Business & Executive Information includes full

Duns Marketing Identifier (DMI) file of business records with contact names and titles, D&B Executive at Home Address Records and D&B Biographical

Records. At 14 million records, this is one of the largest and most well-known

sources of information about privately-held businesses and their executives.

11. Edgar Online Insiders displays SEC insider trader transactions (1986 to

present) and current holdings, for stocks as well as for options and other derivatives as reported on Forms 3, 4, and 5. The information is collected to

comply with the regulatory requirements of the Security and Exchange

Commission (SEC). Individuals who are generally the policy makers of a

publicly traded company must provide information to the SEC whenever they make a stock transaction. The transactions, which must be reported, relate to

106





stock only with the qualifying company, as well as including detailed stock and

options transaction information.

12. Larkspur SEP/Keogh Pensions provides information on deferred income of self-employed individuals and over 2.5 million qualified pension plans.

13. Motivational Annual Report Database is a growing, proprietary collection that includes hard-to-find annual reports, honor roll lists and donor lists in

print. The exclusive database allows prospect researchers to find giving

histories, board affiliations, donor mentions and more. Now, clients can access the physical annual report where your donor is mentioned. Currently, the

database includes hundreds of thousands of pages and 15 million records of

philanthropic information and provides prospect researchers with context and factual information regarding the nonprofit affiliations of donors and prospects.

14. Reuters Market Guide Insider Profiles Market Guide collects in-depth information on over 10,000 public US companies. It also provides additional

information from proxy statements for SEC Insiders and collects and

summarizes information on individual sectors or industries of the US economy

from regulatory filings and corporate annual reports.

15. Federal Aviation Administration (FAA) Aircraft Owners profiles the single

and partial owners of aircraft licensed in the U.S. The listing includes a description of the aircraft, owners, and the address of the managing owner.

The information captured includes model, size, speed and more.

16. FAA Airmen is the official name of the file published by the Federal Aviation Administration includes the names of all certified pilots, regardless of gender.

It displays the name, home city, state and zip and the approved certifications of the individual including domestic and foreign addresses.

17. U.S. Coast Guard maintains a file of all “vessels.” Corporate and individual

owners are required to register their boats and reports contain the name of the individuals and a summary of the vessel’s highlights including information

about recreation and commercial boats and vessels.

18. IRS 527 Political Donors is an often overlooked source of giving information. Most known for the role they play in presidential elections, 527 organizations

can collect contributions of any size and new data is available quarterly.

19. IRS 527 Directors are often political activists in their community who

organize and operate 527 organizations. The IRS 527 directors are the

principal contact persons for learning more about the organization and its finances. This database is updated monthly.

20. IRS 7806 Exempt Organizations is the definitive list of nonprofits and foundations which are currently certified as tax exempt organizations. The files

are updated monthly to quarterly.

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21. IRS 990PF Profiles is a complete list of 100,000+ grant-giving foundations, including assets, organization title and contact information.

CREATING THE ACTION PLAN With an understanding of an individual’s connection, commitment, and the detailed

analysis of capacity provided through the data sources above, you are now able to review

the data and create a targeted fundraising action plan. There are many cases where

organizations find that the research results in identifying those whose capacity was not known or was completely underestimated. These individuals could be single ticket buyers

or members who are giving $5 donations and have not been cultivated properly because

they weren’t “perceived” to have the capacity to give. A comprehensive wealth screening of all the databases above will provide information that allows for more detailed

conversations about each stakeholder. An action plan is then created for each on a case-

by-case basis.

The action plan would include steps that outline who needs to be cultivated, how, by

whom, and when. Some organizations who receive wealth screening results take their top

50-100 major gift prospects and careful devise strategies for each. Which person or family needs to receive a personal letter from the artistic leader sharing a touching

educational impact story of the organization? Who needs to be invited to the next gala or

provided special access to artists, curators, or musicians? Who should board members simply seek out at an event to introduce themselves and thank them for attending? Who

should be invited to a dinner with a guest artist? There are numerous strategies that can

be employed to cultivate donors, but it is critical to first establish a priority listing based on informed and objective research to support the subjective instincts about an individual

or family.

CONCLUSION Strategic organizations realize that a small investment in donor research and planning

services can have a huge return in capital, endowment, major gift, and planned giving

campaigns. Wealth screening and effective donor prospecting, generally for less than $1 per record for ALL of the above databases, can also help organizations understand the

demographics of their audience members, where to target limited fundraising resources,

and how to strategically increase their base of support. In the current economic climate,

organizations can create momentum and growth by using every tool at their disposal to understand each patron’s commitment, connection, and capacity to give. Such research is

essential to creating effective fundraising messages and developing successful strategies

for approaching and cultivating the most promising individual donor prospects. The process provides a fundraising “road map” for staff and board to strategically focus on

those prospects and relationships that have the greatest potential for meaningful impact

for the community it serves.

###

MAXIMIZE YOUR MAJOR GIFT EFFORTS IN 2012! CALL ARTS CONSULTING GROUP ABOUT ITS

DONOR INSIGHTS RESEARCH & PLANNING SERVICES TOLL FREE AT

(888) 234-4236

108


When Malia Ka’ai Barrett took overas general manager of the Hawai’iYouth Opera Chorus, it was for thelove of the music—pure and simple.Despite a lifelong involvement withchoruses, Barrett had little trainingor experience in the technicalaspects of running a mid-sizednonprofit organization. She traveled

to Chorus America’s Annual Conference in LosAngeles in June with a goal of gathering tools tomanage a database that included everything from donor information to singers’ costume sizes to a 4,000-work music library. �

Choosing the Best Management Software for Your Chorus

While some choruses havediscovered or devised systems

that work for them, othersare still looking for the best

way to manage their myriad data management needs.

BYTING THE BULLETChoosing the Best Management Software for Your Chorus

B Y K E L S E Y M E N E H A N

www.chorusamerica.org T H E

109

Byting the Bullet continued

At Conference sessions the focus was onfundraising. “People were asking, ‘How muchhas this person given you over the last fiveyears? Would they be willing to make anincrease of $100 or $500?’” she says. “But howdo you know that about your donor base? We track information but we have no way tocarefully look at our data in that way.”

Time (or lack of it) was also an issue forBarrett. “Many of us…are functioning with avolunteer manager or only one administrativeperson,” she continued. “How do you makesure that parents know where to show up for a concert and that the kids have a uniform towear, all while asking them, ‘Would you donate a hundred dollars?’”

Barrett is not alone in her struggles. Overthe past year, a number of chorus managershave confessed their growing frustration with

their data management capacity. They’ve beenasking Chorus America: Is there a way to makeour current system work better? What aboutthe new “donor management” or “relationshipmanagement” programs that promise to helpyou track and categorize those who give toyour organization? Can these programs alsohandle our other data needs?

Last September Chorus America surveyed a representative group of choruses of varyingtypes, sizes, and budget levels to find out whatkinds of database systems they were using,how the systems were working, and what thechoruses were looking for in data managementsoftware (if they were to upgrade).

Then we talked directly to managers ofchoruses who were at different places on thedecision spectrum, from those using Excelspreadsheets to those successfully navigatingmore sophisticated donor management systems.We also gathered information about the manysoftware programs that arts organizations arecurrently using to manage their data.

< RESOURCES/CONTACTS >

Candy [email protected] 813-968-7986

Lloyd [email protected] 562-698-5914

www.TechSoup.org

www.allianceonline.org

www.compasspoint.org

www.dmoz.org

www.technews.org

http://www.tgci.com/magazine/Selecting%20Fundraising%20Software.pdf

< ABOUT >

Chorus manager of the Tampa Bay Children’s Chorus; created her chorus’s Access database to her specifications

Vice president of Chorale Bel Canto in California; formerly a computer trainer and technical support consultant; knowshow to navigate Access

Offers community forums, articles on products/software,email news and product alerts; designed specifically fornonprofits, donated software available

Helps nonprofits with their management; offers consulting,conferences, newsletters and reports, surveys, bookreviews

Consulting organization for nonprofits; offers workshopsand conferences, training in fundraising and management,professional development

Open directory; ability to find info on all kinds of software

Information about evaluating donor software

Corinne Waldenmayer’s article for The GrantsmanshipCenter on steps for choosing the right software

MANAGEMENT SOFTWARE RESOURCESMANAGEMENT SOFTWARE RESOURCES

47%Up to 47 percent of survey respondents

said they wanted toupgrade their data

management system.

They cited a number of weaknesses in their

current systems, includinguser-unfriendly features,

donor-tracking difficulties,an inability to share

the program with multipleusers, and an inability to

integrate data.

www.chorusamerica.orgT H E

110

Though we found no magic bullet for meetingchorus data management needs, we did uncoversome information that we hope will serve as aguide for choruses as they evaluate their options.

The Survey: What You Told UsOf the 143 choruses responding to our survey,92 percent were using either Microsoft Excel or Access (or a combination) as their mainplatform for managing their constituents.Only a handful of choruses were using a donormanagement program as their main platform.Some 50 choruses were using other programsto handle common tasks, such as bookkeeping,ticketing, and email marketing. (For descrip-tions/contact information for the products andcompanies mentioned by survey respondents,see sidebar on next page).

Up to 47 percent of survey respondents saidthey wanted to upgrade their data managementsystem. This group of potential upgraders cited a number of weaknesses in their currentsystems, including user-unfriendly features,donor-tracking difficulties, an inability to sharethe program with multiple users, and an inabilityto integrate data.

The most important features they were look-ing for in a data management system included:• Donor tracking • Patron email list and mail list management • Marketing and solicitation creation and

tracking • Member and volunteer list management • Ticket sales

Is a Simple Database Program Enough? Given the number of choruses currently usingExcel or Access, we wondered: Are choruses get-ting the most from these programs? Or do theyneed to step up to something more complex?

First, some definitions. Excel is a databaseprogram, and Access is a relational databaseprogram. The difference is an important onefor choruses. “A database is something thatallows you to organize, view, and edit a relatedset of information,” writes Laura Quinn, directorof Idealware, which provides candid reviewsand information about nonprofit software. “Arelational database can link multiple types andlevels of information together…and managethe relationships between all of those things.”

For choruses, an Excel database might store information about all your singers, yourdonors, your subscribers, or anything else youwant to track easily and report on, but it can’teasily handle the overlaps in those categoriesor filter for subsets in one category.

“If all you ever need is a single line of infor-mation for a person, then Excel can be adequate,but only barely so,” says Tim Magill, an IT consultant who sings with and heads the boardof Musica, a chamber choir in Dayton, Ohio. “Itis difficult to query if you have all your donorsin a spreadsheet and ask, ‘How many have givenmore than x amount?’ It’s challenging andbecomes rapidly more challenging the morecomplex your requests.”

A relational database, on the other hand,“allows a person to have multiple attributes—they can be a donor, a singer, and a boardmember,” says Magill.

That’s why Lloyd Kaneko, vice president of Chorale Bel Canto in Whittier, Californiarecommends that choruses migrate their datafrom Excel to Access or to another programthat allows them to build their own database.Kaneko recently made the switch with CBC’sdata and now manages one integrated Accessdatabase rather than separate spreadsheets.

“Small and mid-sized groups can get by withan Access database,” he says. “Send someone toget training at the community college. It’s easyto use.”

But Access has its limitations, too. Alan Spoolhas devised a fairly effective system based onExcel/Access for the Vivace Youth Chorus of SanJose, California, for which he serves as treasurer.But he’s still looking around for something thatwill interact with email and with their account-ing program. “We didn’t set Access up to trackand take care of donors,” he said. “Access is apowerful program and you can make it friend-lier—it just takes more effort to clean it up.”

Candy Otte, chorus manager of the TampaBay Children’s Chorus, has spent the last nineyears finessing their Access database to createthe array of lists and forms needed to trackchildren and families who live in five counties inthe Tampa Bay area. She can sort the choristersalphabetically, by the places they rehearse, andeven by their height. “There is no limit to thenumber of things you can track in Access,”she says. “You can do a secondary table thatconnects to your primary table.”

But because she built the database fromscratch, she’s not sure she could hand it off tosomebody else. “If I were building this databasefor someone else, it would be simpler thanwhat mine has evolved to.”


92%Of the 143 chorusesresponding to our

survey, 92 percent wereusing either Microsoft

Excel or Access(or a combination)

as their main platform for managing their

constituents.


111

< PROGRAM > < FEATURES > < WEBSITE > < CONTACT >

ACT! Manages contacts www.act.com 1-877-386-8083

Theatre Manager Manages contacts, ticketing, fundraising, memberships www.artsman.com 403-536-1214

AudienceView Provides ticketing system, targeted marketing, funds management, real-time data reporting www.audienceview.com 416-913-6125

Campaign Monitor Provides bulk emailing, email designing, spam testing www.campaignmonitor.com

Charms Web-based; manages fundraising, music inventory, events; tracks payments; bulk email capabilities www.charmsmusic.com 214-556-1912

Constant Contact Provides email marketing and survey capabilities www.constantcontact.com 1-866-876-8464

DonorPerfect Manages fundraising and memberships; e-marketing capabilities www.donorperfect.com 800-220-8111

DonorWorks Manages contacts, fundraising, tasks, events www.donorworks.com 800-327-1476

ebase Designed specifically for nonprofits; manages contacts, members, financial data, events www.ebase.org

eTapestry Web-based; manages fundraising www.etapestry.com 1-888-739-3827

FileMaker Pro Manages contacts and finances; creates reports; provides database sharing; web publishing capabilities www.filemaker.com 800-325-2747

FundRaiser Manages fundraising; mail-merge and bulk mail capabilities www.fundraisersoftware.com 800-880-3454

GiftMaker Pro Manages fundraising and events http://www.blackbaud.com/bb/gmp/welcome.aspx 1-800-468-8996

GiftWorks Tracks donors and donations; creates reports; bulk mailing capabilities www.missionresearch.com 888-323-8766 x2

Lotus Approach Manages business information; creates reports http://www-306.ibm.com/software/lotus/products/smartsuite/approach.html 1-800-IBM-4YOU

Metafile Organizes data and documents www.metafileweb.com 800-638-2445

Microsoft Access Organizes and tracks data www.office.microsoft.com

Microsoft Excel Organizes data; spreadsheet platform www.office.microsoft.com

MuseMinder Web-based; specifically for arts organizations; tracks donors, members, fees, accounts, events www.museminder.com [email protected]

MyMailList Organizes contacts; bulk mail capabilities http://shop.avanquest.com/usa/prod.php?pid=88 800-325-0834

Patron Donate Web-based; manages donations www.patrontechnology.com 212-271-4328

Patron Register Web-based; modular format; ticketing capabilities; tracks members and events www.patrontechnology.com 212-271-4329

Patron’s Edge Manages ticketing and members; option to use concurrently with Raiser’s Edge www.blackbaud.com 800-443-9442

ProVenueOnline Provides online ticket sales in real-time www.tickets.com/provenue 888-397-3400

QuickBooks Manages accounting and financial info www.quickbooks.intuit.com 877-683-3280

Quicken Manages accounting and financial info www.quicken.intuit.com 1-800-811-8766

Raiser’s Edge Manages donors, members, employees; fundraising capabilities; creates invoices www.blackbaud.com 800-443-9441

ResultsPlus! Tracks donors, donations, members, prospects www.resultsplussoftware.com 800-638-2445

Sage50 Manages financial info and payments; creates invoices; capability to link with Excel www.sage50.co.uk

Sales Force Manages sales www.salesforce.com 800-667-6389

SugarCRM Commercial open source customer relationship management software http://www.sugarcrm.com 1-877-842-7276

Target Resources Group Client-based consulting service for arts organizations www.trgarts.com 719-686-0165

Tessitura Manages contacts, fundraising, ticketing; web transaction and marketing capabilities; creates reports www.tessiturasoftware.com 214-265-1908

Ticket Creator Creates and prints tickets, manages reservations www.ticketcreator.com [email protected]

Vendini Ticket Systems Modular format; provides online ticket sales www.vendini.com 1-800-901-7173

Xceed Software Provides data grid and data compression www.xceed.com 1-800-865-2626

DONOR AND MANAGEMENT SOFTWARE COMPANIESDONOR AND MANAGEMENT SOFTWARE COMPANIES


112

handle everything,” says Harold Lewis,treasurer at the time of the search, nowdevelopment manager.

After using demos of four donor manage-ment programs, they settled on one andhave been reasonably happy with it.“Coming from working with just Excelspreadsheets, the new software has been alifesaver,” says Lewis. “We can do reports,special queries, mass and targeted emails,which save a lot of time.”

The Chorus uses a different program for its online ticketing and has created its own software program to manage its annual auction.

The Human FactorEven if a chorus finds a program that worksreasonably well for them—be it Excel/Accessor something more sophisticated—they still have to deal with what some call “thehuman factor.”

“Artistic types don’t do all that well with data and computers,” Lewis says, “andmaking a change is very threatening forvolunteers.”

Lewis recalls that when the Chorusmoved to a computerized ticketing system,the long-time volunteer who had done theseating by hand objected strenuously. Hethought he was about to be replaced. “Wehad to reassure him over and over,” Lewisrecalls.

The other issue with data management is sustainability. Often maintaining the systemlands in the lap of one person in the organi-zation—often a volunteer. “Only one personin the organization knows how to print out a mailing list,” laments Sally Hilliard, vicepresident of the Sonoma Valley Chorale.

“I feel there must be a better softwareprogram for children’s choirs,” she says.“I have searched the web and tried other‘contact manager’ type programs, but keepcoming back to my own Access version,primarily for the forms I have built into it.”

Bess Foley, a financial consultant forsmall nonprofits, is familiar with both thestrengths and weaknesses of Access. “Accessis Excel on steroids,” she says. Though sheknows that people use it successfully, shefinds it unfriendly and difficult to format.

Even so, Otte and Kaneko feel their hard-won experience with Access may be helpfulfor their fellow chorus managers. They arewilling to set up conference calls with chorusmanagers to answer their questions. (Seeresources sidebar on page 17 for contactinformation.)

What About Other Data Management Systems?A growing number of companies, many ofwhich are business members of ChorusAmerica and exhibit at Annual Conferences,are selling programs that promise to man-age all or part of the data and tasks particu-lar to choruses. These programs range fromoff-the-shelf software fundraising packagesfor under $100 to fully integrated programsselling for thousands of dollars that purportto handle all the front office and back officeneeds of an arts organization. (See sidebaron previous page.)

The companies describe their productsin various ways, depending on their pri-mary function:• Donor management, community

relationship management, constituentmanagement or development programsfocus primarily on fundraising and/orfundraising events. Raiser’s Edge,DonorPerfect, DonorWorks, eTapestry,FundRaiser, GiftWorks

• Music office management programs,originally geared toward school musicprograms or dance troupes, are favoredby many children’s or youth choruses.MuseMinder, Charms

• Email marketing programs allow chorusesto send “email blasts” or e-newsletters tocontact lists. PatronMail, CampaignMonitor, Constant Contact

• Ticketing services programs help cho-ruses manage reservations and onlineticket sales. AudienceView, Patron’s Edge,ProVenueOnline, Ticket Creator

• Mail list management programs orga-nize contact information for bulk mail-ings. MyMailList

Many of the products do not fit easilyinto just one category because they packageseveral functions into one program or offeradd-ons, such as website design. Some programs claim to be fully integrated,while others say they are moving toward a one-stop-shop in their future upgrades.

Foley cautions chorus administrators tobe leery of any program that claims to doit all. “Choruses often want one product todo multiple tasks,” she says, “but there isalways one of them that it’s not going todo. It’s a matter of identifying the highestpriorities and going after the software thatdoes that best. Get separate software forthe other tasks.”

Other chorus managers concur. “Thereare databases you can purchase…that man-age individual singers, instrument rentals,costumes, and your music library, but there’sno feature to manage your donor base,” saysBarrett of the Hawai’i Youth Opera Chorus.“And there are programs that are great atmanaging donors but don’t include musiclibraries or tuition payments.”

“Thus far what I’ve found doesn’t reallywork for us,” she says. “I feel certain some-thing can be crafted, but it’s a matter ofwho can do that.”

Like Barrett, the administrative staff atthe Gay Men’s Chorus of Washington waslooking for a program that did it all. “Welooked for integrated solutions, but therewere no systems out there that could


> Singers> Multiple ensembles> Multiple rehearsal venues> Multiple performance

venues> Singers’ parents

(children/youth choruses)> Music library

> Uniforms/Costumes> Seating charts > Concert venue seating > Instrument rentals> Board members> Donors> Foundations> Subscribers

> Single-ticket purchasers> In-kind donations> Fundraiser guests> Auction donations> Auction purchases> Add your own ___________

____________________________________________

DATA THAT CHORUSES MANAGEDATA THAT CHORUSES MANAGE


113

“That’s scary and frustrating. Another personhandles tickets, all by hand. We can’t rely onthat in the future.”

Barrett says that arts managers and technicalexperts often talk past each other when it comesto data management conversations. “When trying to explain our need to a computer person, it’s almost like we are talking a foreignlanguage,” she says.

There is also the age-old problem of inertia.“When an organization is in motion it’s hard to move on [to another system],” confessedSpool. “It’s like, ‘What we have may not be ideal,but it works.’”

Navigating Your OptionsSo is there a solution to the data managementneeds of choruses? Representatives of the various software companies say yes, but it isincumbent on chorus managers to vet theseproducts carefully. “Your organization’s invest-ment in fundraising software isn’t limited to the amount of money you pay for the softwarepackage and its maintenance,” writes technologyconsultant Corinne Waldenmayer in an articlefor The Grantsmanship Center (see resourcessidebar). “The time that staff must expend tolearn the software and successfully integrate itinto the organization’s operations can also bequite costly. Due diligence is therefore inorder.”

Here are several steps that chorus managersshould take before deciding which software isright for their organization:

Prepare• Treat the software purchase as a very serious

project—like selecting a new conductor.• Think about everything that your chorus

needs.• Decide exactly what you need the software

to do. How do you want to use your data?What kinds of reports do you want? Whatdo you want the screen to look like?

• Determine output needs before designingthe database. What information do you want to put in, and what information do you want out?

Research• Ask lots of questions.• Talk to other people using the software,

particularly those in the performing arts.(The companies you are considering should provide references, but call others on your own.)

• Do a comparative analysis of products underconsideration.

• Make sure the program works with othersoftware you have.

• Get technical advice from trusted sources.• Fully utilize demos and test modules.• Learn how to use the software before you

purchase it. Don’t buy anything that will betoo complicated for the staff to figure out.

• Get a consult from an IT specialist.

Making the Purchase• If there are certain features that are necessary

for your organization, make sure that youhave the necessary funds for software thatcan meet your needs.

• Be sure to purchase the support package.

Converting To a New Program • Build in more time for conversion and

training than you think you’ll need.• Train several people in the use of your new

program so you are not dependent on oneperson.

• Be very careful with the initial transfer ofdata. Remember the old adage, “Garbage in,garbage out.” �

Kelsey Menehan is a writer, choral singer, psychotherapist, and frequent contributor to the Voice. She lives in Washington, D.C.

T H E

© Chorus America. This article is reprintedfrom the Winter 2007/08 issue of The Voiceof Chorus America. For more resourcesabout choruses and choral singers, visitwww.chorusamerica.org.

OF C H O R U S A M E R I C A

114

Individuals The most effective way to ask

Method Response Rate

Average Gift

Cost Volunteer Time

Staff Time

Direct Mail Very Low Low Low Minimal Low

Personalized

Letters Higher Higher Higher Variable Higher

Telethon Higher Higher Inexpensive Extensive Extensive

Telefunding Higher Higher Substantial None Supervisory

Personal

Solicitation Tremendous Great Relatively

Low High Substantial

Special

Events Variable Admission + Generally

High

Extremely

Extensive Substantial

115

Source: The Fund Raising School Center on Philanthropy

PROSPECT-TO-DONOR PLAN

Tips: Whenever possible, use the home turf of the prospect.

Limit visit to no longer than 45 minutes, preferably 20-30 minutes.

OPENING (Use 5% of time here)

Establish

Warmth & Rapport

Purpose

The big need

Service

Required

Summary of involvement

Permission to present

INVOLVEMENT (10% of time)

Explore: Singers in chorus?

Relationships

Friends, family?

needs goals

Feelings Find out what donor

values. (arts?)

Mutual concerns artistic excellence?

OK to PROBE

Are you

familiar with our chorus

and our need

for …..?

Have you

been to a concert

lately?

PRESENTATION

(30% of time)

May I present -

“F-B-Q”

Features

Benefits

Questions

Lead

into

CLOSE

After close

PLEDGE

FIVE TIME CLOSE

1. Benefits: “join”

2. Agreement

3. Disagreement

4. Results of

nonsupport

5. Something different

STOP Meeting Objections

Reassurances

116

Kelly Ruggirello

CMI 2012

Sample Solicitation Dialogue for Role Modeling

Making an “ask” or soliciting for a gift is typically the culmination to numerous

meetings, visitations, performances, etc. during which time prospect interest in the

project has been identified through informal conversations. This typically takes 3

– 5 “contacts” with the prospect to make him/her knowledgeable about the cause,

to develop a relationship, to determine interest and ability in supporting the cause,

and to gain his/her trust in you and other project leaders.

When you have determined that the time has come to ask for the gift….

Arrange the Meeting

Call the prospect to arrange a meeting: “Hi [prospect], this is [solicitor]. How’s

your [mother, son, holiday – something to make a personal connection]? I’d like

to get together this week to update you about our chorus and to continue our

discussion about possible ways you might consider becoming involved (or

deepening your involvement.)

The Meeting Begin with a few minutes of informal conversation to continue building that

personal connection. During this time listen for clues dropped by the donor

regarding timing and finances. (Examples: “My daughter just started Harvard,

and wow, is that tuition costly”, or, “I’m remodeling my house and it’s costing a

mint”). These are subtle hints that your timing for a solicitation might be

postponed, or the ask should be reduced.

The Ask “Thank you so much for meeting with me today.” (transition)

“I know from our prior conversations that you are interested in the progress

of our chorus.’ Give update on cause, then give update on fundraising

progress to date and funds remaining to be raised.

Let prospect respond to information, ask questions, etc.

“Would you consider supporting this project?” (ask)

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Response Scenarios

A. “YES! Absolutely!!”

Review menu of opportunities and recognition benefits and try to sense

interest and financial ability.

Guide prospect to a level “I would love for you to consider a gift at the

[diamond] level or a gift of [$5,000], which would allow us to [further

cause- hire an orchestra, feature a guest soloist, perform a world premiere..]

Is that do-able for you?” If prospect indicates too high – suggest another

level.

“Would you like to pay that in one payment or in installments? Would you

like an invoice, or how would you like me to follow up?”

“Can you recommend others who would be interested in supporting this

project? Would you be comfortable making the introduction for me/making

the introductory phone call/inviting him/her to a performance, etc.?”

B. “NO”: (determine reason):

PROJECT CONCERN: Be prepared to handle objections by validating the

prospect’s concern or issue. Acknowledge their issue as important, and

respond with additional information and/or suggest another meeting with

someone who can provide further clarification. “Do you have any questions

about the project that, if answered, would help you re-evaluate supporting

the chorus at this time?”

TIMING OF ASK:“Is this a project you might be interested in sponsoring in

the future (“after your child graduates, upon completion of your add-

on….”)?” “Would it be more convenient to re-visit the idea of sponsorship

in a month, six months, a year?”

GET REFERRALS: “Can you recommend others who would be interested

in supporting this project?”

C. “Thanks again for meeting today. I’d love for you to be my guest at…”

Follow-up

Send a follow up thank you card, and re-iterate invitation. For prospects-turned-

donors, stewardship might involve arranging meetings with other donors, artistic

director, bi-weekly progress updates by phone or email, recognition at a Board

meeting and/or donor reception Keep those who declined in the loop (and

continue to check ability/interest) by inviting to events and sending informational

mailings.

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CONVENTIONAL WISDOM WHEN SOLICITING A GIFT.........

1. For Board Members and Volunteers: Give yourself before asking others to give. 2. People do not give to causes. People give to people with causes. 3. As solicitors, we do not have the right to deprive anyone of the privilege of saying "No". 4. If your knees are shaking, stomach uneasy, tongue dry just before you are ready to start on a solicitation visit, remember the time-honored admonition: "Kick yourself aside and let your cause walk in."

5. The principal reason people do not give: They are not asked! 6. Rarely do we know the donor's real interests......and often, when we ask, he/she will tell us what they are. 7. If you are not going to ask for money, forget even trying soliciting a gift. 8. The solicitation is never completed until you close. 9. Honor the donor by asking at the right level -- at the level of the donor's perception of his/her ability to give. 10. Effective solicitation is the right person soliciting the right prospect for the right gift at the right time for the right purpose.

11. Effective solicitation is 60% listening and 40% talking.

12. Be persistent, optimistic and excited about your cause.

(Adapted from the Fund Raising School Center on Philanthropy)

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Sample Gift Table for a $100,000 Goal for Individuals

# Amount Total Cumulative

Prospects

Needed We Have Prospects

1 $15,000 $15,000 $15,000 3 2 name, name

1 $10,000 $10,000 $25,000 3 2 name, name

5 $5,000 $25,000 $50,000 15 8 name, name, name, etc.

6 $2,500 $15,000 $65,000 18 15 etc.

16 $1,000 $16,000 $81,000 48 40 etc.

18 $500 $9,000 $90,000 54 44 etc.

20 $250 $5,000 $95,000 60 61 etc.

many <$250 $5,000 $100,000 everyone else

67 $100,000 $100,000 201 172 TOTALS

from Corty Fengler and Kelly RuggirelloChorus America CMI 120

This article is reprinted with permission from Blue Avocado, a practical and readable online magazine for nonprofits. Subscribe free by contacting the Blue Avocado editor or visiting www.blueavocado.org.

The only thing worse than not having fundraising staff is having bad fundraising staff. To help you avoid the mistakes many others have made in hiring development staff, we’ve stolen a script of a scene with consultant Leyna Bernstein as she talks with an executive director contemplating hiring fundraising staff for the first time. Olivia, in a tired voice: As you know, I'm the executive director of a nonprofit, and we've decided we need to hire a development director. We don't have any dedicated fundraising staff right now, and I spend too much of my time raising money. I just can't keep this up. Leyna, eyebrows raised: So your goal in hiring a development director is to free your time from fundraising? Olivia: Yes, of course. But even more than that, we need to raise more money. Leyna, with a sympathetic look: Well, actually the goal of hiring fundraising staff is not to free up the ED from fundraising; it's to maximize the use of the executive director's time in fundraising. You will probably spend the same amount (or even more) of your time fundraising, but you'll raise more money doing it. Olivia: Wait a minute! I'm going to spend the same amount of time fundraising? (She almost drops her bagel, but catches it.) Leyna: Yes, but your time will be spent more productively. With your new staff on board, you’ll have someone to get the thank you notes out on time, the e-blasts written, the fundraising letters out. Also, this person can track grants, keep on top of deadlines for grant reports, fill out the CFC forms, make sure everything happens on time. Olivia: But if this person is doing all those things, won't I have more time I can devote to strengthening program quality and managing the budget? (Olivia notices cream has curdled in her coffee and she waves at waitress for new coffee and cream.) Leyna: Umm, probably not. You'll need to spend the freed-up time on relationships with foundations, with donors, with government agencies, with board members, and on writing grants and letters. (Leyna grimaces as she accidentally bites her tongue.) Olivia: But wait a minute! The work you're talking about -- tracking deadlines and sending out fundraising letters -- that’s not for someone as highly paid or skilled as a development director, right? Leyna: Right! If your organization doesn't have dedicated fundraising staff, the first position to hire is not a development director. It's a development coordinator or associate. I like the title "development coordinator" because it reminds everyone that this person is coordinating activities, not doing fundraising on their own. Olivia: Actually, hiring a development coordinator feels right. But how about helping us with fundraising strategy and getting into major donors, which we really haven't done before? (Nods to self in satisfaction with fresh coffee.) Leyna: Right now you don't have any staff dedicated to fundraising. You need both high-level help with strategy and lower-level help with the details. So first, remember a lot of fundraising is in doing the details right. And instead of paying someone at a development director salary to do support work, hire a development coordinator and then a fundraising consultant for strategy. Olivia: So what qualifications do I look for in a development coordinator?

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Leyna (trying to pick poppy seed out of teeth unobtrusively): Someone who knows the nonprofit world and is above entry level, and who is interested in fundraising. This person must know their way around the web and be able to string together coherent sentences. They won't be writing the spring appeal, but they'll be working with a lot of written material. Someone who sees this as an opportunity to build a career in fundraising or in the field you work in. It's probably going to be their first job in fundraising. Olivia (hands Leyna a toothpick): What about someone in sales? Leyna: Not unless they have the other things I've mentioned. Retail sales are all about people. This is more about systems and details and supporting others. Someone who's worked in a sales environment supporting the salespeople might be good. Olivia: Okay, now how do I find such a person? Leyna: Well, you can put it out there on Craigslist, etc., but you're better off networking with board members, volunteers--especially younger volunteers, someone on staff who has good all-around administrative skills and who also volunteers for another nonprofit. Who are your great support staff? Great interns? Great volunteers? Olivia, ruefully: I bet you see a lot of nonprofits acting stupid around hiring development staff. Leyna: Well, here are the three stupidest things I see nonprofits do. First, they think they should hire a development director when what they need is a development coordinator. Second, they forget to budget for the costs beyond salary, like software, computer upgrades, the cost of more mailings and collateral, association dues, professional development, and cultivation events. Third, they want to make a big leap with major gifts, so they decide they want someone with a lot of experience with major donors. But they forget that Major Gifts Officers and Development Directors are seldom a department of one. Fundraisers with experience and well-honed skills need support staff and systems in place to enable them to function well. Olivia: I have to confess I don't like the idea of having to train someone completely new to fundraising. Leyna: You won't have to do it all. Get them into fundraising circles like DER (Development Executives Roundtable), AFP, or other groups of people who are doing fundraising, not consulting in fundraising. Ask your experienced board members to coach or mentor them. Send them to grantwriting classes and fundraising workshops so they meet others and get new skills and confidence. Olivia, sotto voce: Don't look now, but I think George Clooney just came into the restaurant behind you. Leyna (rapidly swiveling around and standing up): Where?! Leyna Bernstein (www.leynabernstein.com [4]) is a nonprofit leadership consultant who specializes in executive director and development director search and board development. She has raised money as a volunteer and as the board fundraising chair for three organizations. Before opening her own consulting practice, Leyna was a senior staff member at Bay Area nonprofit support center, and was a human resources executive in the corporate world. She is based in Albany, California. Leyna's lifelong, unrealized ambition is to be on Dancing With the Stars, preferably with George Clooney.

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Chorus America CMI

Corty Fengler and Kelly Ruggirello

OUR CHORUS ANNUAL FUND RAISING PLAN

Overview of Fund Raising Achievements

Our Chorus’s 2010-11 annual fund raising goals were budgeted at $ 96,000. The Chorus

raised $ 94,620. This represents a 22% increase over the previous year 2009-10, much of

which came from increased foundation support.

Goal 10-11 Actual 10-11 Goal 11-12

Foundations $ 48,000 $ 49,500 $ 50,000

Government $ 4,000 $ 4,000 $ 4,000

Individuals (incl. Board) $ 30,000 $ 28,120 $ 39,000

Corporations $ 7,000 $ 6,000 $ 7,000

Special Events $ 7,000 $ 7,000 $ 8,000

TOTALS $ 96,000 $ 94,620 $ 108,000

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Goals for the 2011-12 Season

1. Increase the revenue from individuals by 39%. Change the culture of Board giving,

adding additional board members and encouraging higher giving.

2. Provide the greatest possible value to donors and prospective donors through

enhanced cultivation and recognition. Communicate with the constituency. Deliver

donor benefits to all donors who qualify.

3. Increase the number of donors in the top categories of giving.

4. Acquire 30 new individual donors.

5. Create a schedule of solicitations that can be used from year to year to better track

donor moves management.

6. Continue to expand development database to track gifts, acknowledgments, addresses,

biographical information, and donor history. Enter new data for prospects.

7. Conduct research on foundations and corporations to facilitate more solicitations.

Update the foundation and corporate donor files with history and information on each.

This gift table covers all donations for the entire fund raising effort, including

foundations, corporations, government and individuals, but not special events.

Prospects

Needed Prospects We Have Prospects

1 gift of $15,000 = $15,000 1 1 Smith Foundation

1 gift of $10,000 = $10,000 3 2 Gloria Gotrocks; Jones Foundation

1 gift of $7,500 = $7,500 3 2 Great Foundation; Stanley Singer

3 gifts of $5,000 = $15,000 9 4 Our Board President; Mrs. Moanai, James Morrison

5 gifts of $2,500 = $12,500 12 6 ; Jane Doe; City Govt grant; Company #1; Company #3; Madri Gall

7 gifts of $1,500 = $10,5000

18 10 Foundation #4, Foundation #5; Martin Motet; Patsy Callia; Gordon Gigue; Company #2

10 gifts of $1,000 = $10,000 30 18 etc.

16 gifts of $500 = $8,000 42 19

20 gifts of $250 = $5,000 40 38

many gifts of less than $250 = $6,500 140 125

64 total gifts total = $100,000 298 225

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INDIVIDUALS (BOARD AND OTHERS)

2010-11 Actual: $28,120 Board $ 8,550 Non-board: $19,570

2011-12 Goal: $39,000 Board $16,000 Non-board: $23,000

Timing: October through May

Number of current donors: 122 2011-12 Goal # donors: 152

Expected to repeat: 85% of last year’s actual $ 23,902

Total in new/increased gifts needed in 2011-12: $ 15,098

This is the year when we are going to concentrate fully on Development, especially

enhancing our gift support from individuals. Increasing the goal over our actual

achievement by 39% is a huge undertaking, but until we focus on a proper annual fund

from individuals, our Chorus cannot move forward. This requires particular leadership

from the Board.

Last year the Board gave gifts totaling $ 8,550, up only slightly from $ 8,100 in the prior

year. Because of the need for significant additional gifts from individuals this year, the

Board’s giving will set the tone for fund raising from individuals this year. This year’s

Board goal is set at $ 16,000 from 16 Board members, which is an 87% increase. Special

opportunities for underwriting concerts and programs this year will be made available to

individuals (they had only been available to corporations in the past), and Board members

will be offered these first.

For all individuals, we hope to move our $500-plus giving level from a membership of 32

to a membership of 44 with a new patron level at $5,000 and above.

The non-board goal for individuals is $ 23,000. [Here discuss the goal, what kind of

increase, how you plan to get this increase (bigger gifts at the top? more gifts at the

middle? many more new donors? - it depends on your circumstances).]

We hope that both the Board and other volunteers will be able to identify new prospects

in the higher prospect ranges. We will be looking for upgrades especially in the $1,500

range and the $1,000 range. We must find over 20 strong new prospects for high level

gifts in order to achieve the major gift goals.

Strategies

This year the Development Committee of the Board will be very active in cultivating

prospects and asking for gifts face-to-face. We have a case statement that can be used for

individual meetings, and each member of the committee will be assigned five prospects to

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visit with personally. Personal thank-you notes always go to donors from the Board

President. Special attention for high level donors is executed with the new benefits listing

approved by the Board last year.

Since the Development Committee is strong this year, its work will drive the annual fund

campaign. In addition, we will use direct mail and a Board member/volunteer phonathon

evening to attempt to acquire 30 new donors.

For current donors in the upper gift categories, a personal letter with personal follow-up

will be sent. Each letter will be signed by the person who will follow up, and the letter

will contain a suggested amount reflecting an increase where appropriate. For new

prospects for $500 and $1,000 gifts, individual personalized letters with personal follow-

up is important. We expect that there will be about 30-35 of these solicitations (current

donors and high-level prospects). For new prospects, a letter will go out in winter,

followed by personal contact by Board members/volunteers.

Building the database of individuals will also be a top priority. This will include gathering

information on their interests, other groups they support and their capability.

Benefits

[Here insert your benefits list. Be sure to review your benefits to be sure you can deliver all of

them, and that they are appropriate for the gift level. Think about raising the bar. New gift

categories at $50 more each? How about special recognition at $1,250?

Which cultivation or recognition events will you do? You should find ways to bring higher level

donors closer to you. A special evening and dinner with the Music Director? Special dessert at a

local restaurant with him/her after a concert? How will you recognize your volunteers?]

Timeline

[Here insert your list of things to do in each month of the year. Include all mailings, events, calls

to make, special work to do, proposals to write (foundation and government, in general),

volunteer events and meetings, volunteer recruitment for committees, articles to be written for

your newsletter, research, solicitations, packet preparation. All this takes time and must be

spread out so staff and/or Board members can cope.]

One way to do it is to list for each month:

Fundraising activity: (mailings, solicitations, research, etc.)

Benefits: (special letters, invitations, receptions, CDs, etc.)

Recognition events: (receptions, open rehearsal, etc.)

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Example Objectives:

Board of Directors

1. Expand Board membership to # members with 100% Board participation in annual giving

requirements.

2. Maintain strategic development identification, acquisition, retention and tracking systems. Individuals

1. Acquire # new individual donors.

2. Increase the number of donors in all giving categories by #%. (utilize upgrade and special project

appeals)

3. Schedule # personal meetings per month with current, prospective and/or lapsed donors (track visits

by President, Chairman, Dev. Director and Vice-Chair, Development). 4. Maintain strategic development identification, acquisition, retention and tracking systems. 5. Utilize Dev. Committee in oversight of Stewardship Plan and Timeline.

Direct Mail Appeal Timeline

DATE: Mailing to all current donors listing all opportunities available for support during 11/12

season. Follow-up calls to be made within two weeks.

DATE: Personalized mailing to all lapsed donors

DATE: Direct mail drop to all donors, lapsed donors, non-donors, VIP’s and alums that have not

yet made an annual fund contribution.

Stewardship Activity Plan and Timeline

(in addition to program listing, signage, reception acknowledgement, gift, immediate letter and follow up

phone call)

DATE Monthly e-blasts to all donors

DATE: Board Thank-a-thon

DATE: Holiday card

DATE Mid-season thank you letter

DATE: Season Sneak Preview party

CONCERT UNDERWRITING

Objectives

1. Approach Board, community members and corporations and foundations who made gifts last year to

renew gifts for current year.

2. Schedule # personal meetings per month with current, prospective and/or lapsed donors.

3. Engage Board members to invite major gift prospects to performances and social gatherings.

4. Create new sponsorship packets for 2011-2012 season.

5. Create new sponsorship packets for each specific concert.

6. Identify concert sponsors of other arts organizations and determine support viability.

Concert Sponsorship Timeline

Concert Date Goal Pledge Deadline

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FOUNDATIONS

Goal: $ 50,000 # foundations: 6

Timing: Ongoing, but heavy in fall

Number of prospects: 6 current, 3 additional

Given the foundation funding climate, we feel that we will be successful if we can increase our

grants a small amount. However, this is the year to seek out new foundation sources. We will

conduct research and attempt to identify three foundations with which we have not yet created a

relationship.

Objectives

1. Schedule # introduction, cultivation and/or stewardship meetings per month.

2. Follow up on leads from Board members and donors.

3. Conduct ongoing research on foundations to facilitate more solicitations.

4. Invite prospects and funders to receptions, concerts and fundraising events.

5. Continually update foundation donor files.

6. Maintain an 18-month grants calendar noting all deadlines for submissions as well as required

interim and final reports.

7. Attend local functions and meetings of other non-profit organizations to identify funding prospects.

[Here list the foundations that you expect to repeat, those that you would lose this year and the

new ones you want to try to solicit. You would discuss the programs you think you can fund,

when deadlines fall, who will write the proposals, when the reports are due. You may want to

cover some other programs you are seeking foundation support for, and the strategies that you

will use with the various foundations. And don’t forget to cultivate and recognize the program

officers and officials in the foundations which support you, just as you would a business or

individual, by inviting them to insider events.]

GOVERNMENT

Actual 2010-11 $ 4,000

2011-12 Goal: $ 4,000

Granted: $ 4,000

Timing: Proposal written in summer

Number of prospects: 1

The government grantor is the City of __________. [Other details about the grant, timing and

the amount of work it will take should be covered here.] Pending grants are ________. Money

already granted is ________. Grants will be submitted during this year. Proposals for regular

operating funds are usually written in the summer for the following season. Final reports are due

[put dates or times of year here or in the table below].

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CORPORATIONS

Goal: $ 7,000 Number of grants/gifts last year: 4

Timing: Ongoing, with emphasis in October and January

Number of prospects: 16

Number of gifts/sponsorships that are expected to repeat: 3

Number of gifts/sponsorships that are not repeating: 1

New gifts needed in addition to renewals: 3

[Here you will discuss the individual corporations you will solicit. Concert sponsorships, other

sponsorship opportunities such as musicians’ chairs for the year (if not endowed), soloists’

funds, education program sponsorship opportunities. You should also discuss benefits the

corporations will receive, event(s) you will have which include them and their executives.

Discuss strategies for increasing your corporate exposure, special contacts you want to make,

research (if necessary). If you have a corporate committee to raise money, discuss its makeup,

goals, role, membership (include both Board and non-Board members, a good training ground

for potential Board members).]

Objectives

1. Schedule # introduction, cultivation and/or stewardship meetings.

2. Follow up on leads from Board members and committees.

3. Conduct ongoing research on corporations to facilitate more solicitations.

4. Invite prospects and funders to receptions, concerts and fundraising events.

5. Attend local corporate functions and business alliance meetings of other non-profit organizations to

identify funding prospects.

FUNDRAISING EVENTS

2011-12 Goals: Income $ 17,800

Expense $ 9,800

Net $ 8,000

Timing: Event #1 Fashion Show Date: Nov. 10, 2011

Event #2 Raffle Date: Apr., 2012

Strategies Secure # more corporate sponsors for each event.

Secure # more auction items through committee, therein lessening pay-out to auction company.

Increase committee size and scope of responsibility.

Unify all support groups (Guild, Artists Council, Board) to gain increased attendance and financial

support of all events, receptions, and activities.

Utilize receptions, concerts and events as friend-raisers for donor cultivation. Schedule follow up

strategy meetings within one week following the event.

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PROPOSAL CHECKLIST

Review at the time the first draft of the proposal is prepared and again before it is sent to the

prospective funding source.

1. Have you written or telephoned the funding source to determine its interest in receiving

your program?

2. Has the prospective client group been involved in planning?

3. Have you checked with individuals and organizations that are already doing work in the

field?

4. Have you involved individuals and organizations that can effectively cooperate with you

in achieving project objectives?

5. If the funding source provides guidelines, have you read them and followed directions

explicitly?

6. Do you have a cover page that includes all pertinent summary information?

7. Is the proposal well organized and clearly written?

8. Is the following information stated clearly and completely in the narrative?

a. Problems or opportunities that the project will address?

b. What, if anything, is already being done about the problem or opportunity

mentioned?

c. Project goals or objectives specified?

d. Client group identified?

e. Are project procedures including work plan, timetable, program content, methods

and materials to be employed, frequency and duration of activities, etc. included?

9. Have you identified innovative features of your proposal that may set it apart from others

being considered?

10. What kind of evaluation plan have you developed?

11. Has your organization or agency been described adequately?

12. Have you checked the budget with your organization’s fiscal officer?

a. Budget items complete?

b. Arithmetic double-checked?

c. All budget items explained in budget narrative?

13. How about layout and readability?

a. Is proposal neat in appearance?

b. Are margins wide enough?

c. Have you used subheadings and other techniques to make the proposal easy to

read and easy to locate specific information?

d. If the proposal is long, have you included a table of contents?

14. Are you observing the funding source’s deadlines?

15. How many copies of your proposal will the funding source want?

16. Have you sent copies of your proposal to all interested persons and organizations?

17. Has the proposal been approved by your agency’s chief administrative official?

18. Have all copies of the proposal been signed by the project director, fiscal officer, and

others as required by internal regulations?

19. Have you included as appendices supporting documents such as personal vitae,

supporting letters from client groups, and endorsements form cooperating agencies?

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SUGGESTIONS FOR AN INQUIRY LETTER TO A FOUNDATION

1. Keep it to one page.

2. Be succinct and business-like.

3. Give a brief description of the program.

4. Indicate why you are applying to this particular foundation.

5. Briefly describe the rationale and purpose of the program.

6. Request proposal guidelines and an annual report, if available.

7. Avoid making reference to cost or budget; stick to the reason for your

inquiry – your project.

COMMON REASONS WHY PROPOSALS ARE DECLINED

1. Project hasn’t been documented properly.

2. Project does not strike reviewer as significant; statement of the project

doesn’t interest him/her.

3. Prospective client groups have not been involved in planning and

determining project goals.

4. Proposal is poorly written, hard to understand.

5. Proposal objectives do not match objectives of funding source.

6. Proposal budget is not within range of funding available through the

funding agency.

7. Proposed project has not been coordinated with other individuals and

organizations working in the same area.

8. The funding source has not been made aware that those individuals

submitting the proposal are able to carry out what is proposed. Not

enough substantiating evidence is provided.

9. Project objectives are too ambitious in scope.

10. Proposal writer did not follow guidelines provided by funding agency.

11. Insufficient evidence that the project can sustain itself beyond the life of

the grant.

12. Evaluation procedure is inadequate.

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adapted from Heather Wood

CMI 2012

Government Grantseeking in the United States and Canada Government Grants: Mandate and Objectives: The Granting agencies (government or private foundations in general) have their own agendas which they

have to adhere to. They have their own mission and mandate which they are required to serve, but that

may not be their only agenda by any means – e.g. if they are trying to justify their use of funds or procure

more money; if their agency head is interested in a particular segment. They have to demonstrate they

are making good use of the funds they have to distribute.

Grants are awarded: Often for one project or annual funding – occasionally multi-year

Most for specific programs or projects

Rarely for on-going operations or services

Therefore, organizations need to continue to Seek new sources of funding

Renew sources of funding

Five Steps in Grantseeking 1. Preparation: Decide on project or programme to be funded and gather together all relevant

information

2. Prospect Research: Define your search criteria and seek Funders whose mandate will fit your

project

3. Building a relationship with a Funder: Make personal contact with the appropriate Grant

Officer to inform them of your project and intent to apply for support. Where possible, arrange to

have an in-person meeting.

4. Writing the Funding Proposal: Follow Funder’s guidelines explicitly. Your Proposal or

Case will be the presentation upon which the grantor makes its decision

5. Follow-Up: Whether your project receives funding or not, it is important to follow up after the

proposal is submitted, thank the grantor and move forward on next steps.

Define Your Search Parameters in Prospect Research: 1. Geographic focus: Funders that grant in a particular city, province/state, region. Does your

project have to benefit citizens in your city, province/state or nationwide?

2. Funding focus (area of interest): Specific mandate or programming, who will benefit?

3. Type of Grant: Project, Program, Creation of new work, Community Involvement etc.

Researching funders and eligibility: Check the funder’s mandate and their eligibility requirements

Whom do they serve/benefit – any geographic restrictions?

Read the application and guidelines carefully

Does your project meet the funder’s criteria?

How will you measure the outcome of your project

Do you have to be incorporated?

Are you applying for a project grant or operating funds?

Does your project fit their mandate to be sure your organization is eligible?

Are support materials required along with the application – if so how much time will be required

to prepare these?

What is the deadline – deadlines are critical – (post date or physically delivered by date?)

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CMI 2012

Check on time-frame – how long does it take the agency to approve and send results?

Speak to the appropriate officer

Look at past recipients and the amounts they received

Is it worth applying and how much work will it involve?

Completing the application Develop a schedule with time-lines for completing the application allowing time for the

application to be approved – give yourself plenty of time!

Check the website for any updates on deadlines to be sure they have not changed

Does the board need to approve the application – is a motion approving it required? Include this

in your planning and that this be addressed at an appropriate board meeting

Who is required to sign the application – most grants require that the president or chair of the

board sign the application? Some may require more than one (Treasurer)

Budget pages – use lots of footnotes to assist in interpreting your figures!

Budgets must balance

A final report for any previous grants has to have been submitted before you can re-apply

Keep the language simple and literate/don’t use abbreviations/grammar and punctuation critical –

makes it easier to read

Be honest – use a positive approach and language (project WILL achieve – not hopes to)

Pay strict attention to formatting rules/# of pages/# of words/font size/stapled or not

Clear layout and well organized information helps assessors (some grants today are all on a form

on line!) number the pages and name of organization

Conform the package in the right order

If there is a checklist – use it – most applications require it now

Have someone else who is familiar with your organization read it

Check and double check

What support materials do you require (recordings/brochures/press releases etc.)? Don’t send

more than required

Make sure you assemble the final package in the order requested and include the requested

number of copies

If you receive a grant A letter of acknowledgement may need to be submitted before the funds are sent

Send thank you letters: Grants Officer, the Executive Director, etc.

Ensure proper recognition is used in all communications – including logos

Reporting Back: Most granting agencies require a post-project report or interim reports – ensure your report is

submitted on time

If details of your project changes inform the Grants Officer

Invite your Grants Officer to your events – with lots of lead time

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CRITERIA FOR CHOOSING THE RIGHT SPECIAL EVENT

FOR YOUR CHORUS

Objectives

What are the objectives of the event?

Does the event support the mission of the organization?

Does it support your short term goals?

Will it be fun (for attendees, volunteers, Board)?

What will be the media attention or publicity generated?

Is the date appropriate?

Can the event be repeated?

What is the “life span” of the event?

What other events will be competing with it?

People

Doe we have enough volunteers with expertise to run this kind of event?

Are there enough staff to assign to the event?

Are there enough other volunteers who will work at the event?

Do we have volunteer leaders who can really lead and follow through?

What new skills will be needed and what will be learned?

Is there an audience for this event?

Does the event fit our constituency?

Money

Does our chorus have the up-front money to take on this event?

What will we NET? What % of our annual budget is that?

Do we have the technical capability to do this event?

How will the event affect our cash flow?

Will we need a separate bank account?

How much shall we charge for admission?

What new sources of income will we tap?

How much money will the event produce for the work involved?

Time

Are there any conflicts with the event and our chorus calendar?

Is the time of year right for this type of event?

What external conflicts are there (World Series, school graduations, etc.)

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TOP TEN TIPS FOR FUND RAISING SUCCESS

1. Asking for money is easier than it seems. Most people shiver at the thought of

direct solicitation. Relax. This should be a pleasant experience where both you and

your prospect are able to share your common interests.

2. You are not asking for money for yourself; you are asking for your organization. Never think you need to apologize for asking for a gift. Rather, you are giving the

prospect an opportunity to participate in a high-grade investment.

3. People won’t give unless they are asked. It is important to call all of the prospects

whom you are assigned, even if you think that some will not give. Many people do

not give simply because they are not offered the opportunity.

4. Increased involvement leads to increased giving. You should recruit volunteers

when you need assistance and encourage people to attend performances and events.

Involving prospects will lead to increased financial support.

5. Recency-Frequency-Generosity: a marketing truism. The best donors are those

who have given recently, give consistently, and give generously. Continue to cultivate

them; they are the easiest to upgrade.

6. Direct, personal contact is the best form of solicitation. A personal visit will ensure

the most successful outcome. A telephone call is still effective if a visit is not

possible.

7. Aim High. Ask for an amount that is high enough to challenge and flatter your

prospect. Most people give from their income and do not give more than they can

afford. And be sure to stop talking, pause, and let them decide themselves if they want

to give!

8. Guilt doesn’t really work. The majority of donors resent the use of guilt tactics and

are much more likely to give if you focus on matters that touch the heart. “Join me in

giving” doesn’t create guilt; it creates a sense of teamwork.

9. Success lies in: courage, enthusiasm, patience, persistence. All successful

negotiations consist of: 1) mustering the strength, 2) providing a convincing

presentation of the facts, 3) allowing the time for both parties to verbalize their

thoughts and to think about each other’s points, and 4) follow-up.

10. You can never say “thank you” too often. The secret of fund raising is to aim not

only for the donor’s first contribution but for future giving. Even if a prospect does

not give, it is important to thank him for his time. If the contact the prospect

experiences is pleasant, groundwork for future giving has been laid.

Cortlandt Fengler and Kelly Ruggirello

Chorus America CMI 2012

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Session Three: Fundraising - Chorus America...See the solicitation matrix for the most effective way...

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