Intermediate Practices in Philanthropy Dr. Dana Zorovich, CFRE

 The College Board is driven by a single goal — to ensure that every student has the opportunity to prepare for, enroll in and graduate from college.  Our work falls broadly into three categories: College Readiness, College Connection and Success, and Advocacy. 2

 As a not-for-profit membership association representing more than 5,900 colleges, universities and schools, the College Board leads national and international efforts to improve access to and readiness for higher education.  As Federal and State funds are declining, the College Board is responding to a need voiced by our constituents for tools and practices to attract private foundations to your college readiness efforts. 3

 philanthropy, n. a voluntary act for the common good.  Acknowledgement: Philanthropy is a private sector means of effecting social change outside of government. It is an acknowledgement that Government cannot resolve all societal issues and acts as an outlet for those voluntarily seeking change.

 Prospecting  Cultivation and Solicitation  Relationship Building  Volunteer Management  Fundraising Management  Accountability

Tools to identify individuals and groups Segmentation Delineation between suspects and prospects Prospect Research System to store information Retrieval and analysis cycles Leading training efforts Data Management Categorize by potential (rating) Prioritize and plan solicitations Ambassador training Plan Solicitations

 Data Gathering and Analysis ◦ Prospect Information Sources ◦ Written/Published Materials ◦ People ◦ The Internet

 Qualifying Prospects ◦ Donor Survey Components and Use ◦ Market Survey Components and Use ◦ Prospect Screening, Qualifying, and Rating

Giving Capacity Code Giving PotentialGiving Inclination Code Description 1$500,000 +1Clearly turned off; no record of interest 2$100,000-$499,9992Minimal interest, occasional donor, attends meetings, infrequently 3$50,000-$499,9993Moderately active or formally very active 4$10,000-$49,9994Very active, regular donor, committee member 5Under $10,0005Governing Board member, regular gift, very engaged

Planned Gifts Major Gifts Annual Giving

External Secure giftsAssessment Testing/Evaluation Survey/study response to materials Training to increase effectiveness Internal Comprehensive Campaign Plan Design solicitation materials Case for Support

 Planned gifts  Major gifts  Annual gifts  Volunteerism Which gifts are from your pocketbook, checkbook, or portfolio?

Giving Pyramid

case, n. the reasons why an organization both needs and merits philanthropic support, usually by outlining the organization’s programs, currents needs, and plans. Source: AFP, Fundraising Dictionary

1.Identify and validate the needs 2.Document the needs 3.Identify programs and strategies designed to meet the needs 4.Establish the competence of the organization and its staff 5.Explain who will benefit from the services that will be made possible with a gift The Case Statement Will:

 Relationship Management  Prospect Management  Negotiation Techniques

OpeningInvolvement Present the Case Overcome Objections Close

Investment Involvement Interest

FundraisingPhilanthropy InterventionInteraction TransactionalTransformational Short-tern orientedLong-term oriented Get the money and get outGet the person Centered on organizationDonor centered Linear thinkingSystem thinking Not fulfillingTotally satisfying Dominated by networksDriven by mission/vision

IdentificationScreeningIntroductionInterestAppreciationInvolvementRatingSolicitationResponse/Recognition

Identification and Recruitment Training Representation and Responsiveness Maximize Commitment though Meaning RecognitionReplacement

Leadership Support Professional Services Volunteer Fundraising Field Support

Strategic Planning Alignment with Philanthropy Short and Long Term Plans and Budgets Performance Analysis Effectiveness of Program Effectiveness of Staff Policy Legal and Ethical Standards Governance

 The responsibility, duty, and obligation of the board of directors working in concert with senior administrative staff, to successful manage the organization's programs and services and to steward all its fiscal activities. ◦ Duty of Care ◦ Duty of Loyalty ◦ Duty of Obedience

Reporting Audiences Donors Board Staff Public Trust Transparency Allocations are appropriate Financial records Compliance IRS rules Legal considerations, e.g., planned giving

 I. To be informed of the organization's mission, of the way the organization intends to use donated resources, and of its capacity to use donations effectively for their intended purposes.  II. To be informed of the identity of those serving on the organization's governing board, and to expect the board to exercise prudent judgment in its stewardship responsibilities.  III. To have access to the organization's most recent financial statements.  IV. To be assured their gifts will be used for the purposes for which they were given. 26

 V. To receive appropriate acknowledgment and recognition.  VI. To be assured that information about their donations is handled with respect and with confidentiality to the extent provided by law.  VII. To expect that all relationships with individuals representing organizations of interest to the donor will be professional in nature.  VIII. To be informed whether those seeking donations are volunteers, employees of the organization or hired solicitors.  IX. To have the opportunity for their names to be deleted from mailing lists that an organization may intend to share.  X. To feel free to ask questions when making a donation and to receive prompt, truthful and forthright answers. ◦ Developed By American Association of Fund Raising Counsel (AAFRC) Association for Healthcare Philanthropy (AHP) Council for Advancement and Support of Education (CASE) Association of Fundraising Professionals (AFP) 27

 Prospecting  Cultivation and Solicitation  Relationship Building  Volunteer Management  Fundraising Management  Accountability

Catherine Dunn