Major Gift Fundraising and the Leadership Volunteer

What is major gift fundraising? Thoughtful rather than impulsive Investment rather than gift Community good rather than WIIFM Values rather than duty based Personal relationships, rather than mass marketing

Who gives?

What do they give to?

Why Volunteer Leaders? Extend staff resources Expand the philanthropic network Extend the knowledge base Are more likely to make meaningful gifts Bring credibility to the ask

“I’m afraid to ask…” Most people don’t give unless they are asked. Donors expect and even look forward to it. An invitation, not a sale. What will be the result if you don’t ask?

Not Asking Insures Failure “You miss 100% of the shots you don’t take.” –Wayne Gretzky

Volunteers and the Five I’s. Identify Inform Interest Involve Invest When “you” becomes “we”

Identify Review lists Provide contacts

Inform Discussions with friends Small groups Large gatherings

Interest Answer questions Take suggestions Note and report interest

Involve Serve on committees Make calls Host small events

Invest Accompany a professional or other volunteer on a call “Witness” for the station Ask

Why people give

The Seven Faces of Philanthropy Russ Alan Prince & Karen Maru File Twelve firms studied the characteristics of 218 charitable donors. Discretionary income >$1 million who had made gifts >$50,000.

The Seven Typologies Communitarians: “Doing good makes good sense.” 26% of givers Often local business owners Don’t just give, get involved Benefit is the network Devout: “Doing good is God’s will.” 21% Give 94% to churches Investor: “Doing good is good business.” 15% One eye on the cause, and one on taxes Give broadly

The Seven Typologies The Socialite: “Doing Good is Fun.” 11% of givers Enjoy social network Special events Not board members Arts and education Altruist: “Doing Good Feels Right” 9% The Selfless Donor Moral imperative Tend not to serve on boards Give more to social causes

The Seven Typologies The Repayer: “Doing Good in Return” 10% of givers Constituents first, donors second Have personally benefited Feel loyalty, obligation Give to hospitals, schools The Dynast: “Doing Good is a Family Tradition” 8% Inherited wealth Believe it is expected Variety of causes; each generation chooses its own.

Who will give to you?

MegaGifts Jerold Panas interviewed 20 who gave more than $1 million. 22 key motivators Interviewed 1,082 non profit leaders. Significant perceptual differences

Differences What leaders thought: Community Responsibility, Pride Belief in the mission Interest in a special project Involved in the campaign Service on board, committee Memorial opportunity Respect for institution in community What givers said: Belief in the mission Regard for staff leadership Fiscal stability Respect for institution in community Regard for volunteer leadership Service on board, committee Respect for institution in a wider circle

The point is … People give for their own reasons, not yours When asked, most givers cite Belief in the cause Confidence in financial management and leadership Its respect both locally and beyond People give because they enjoy it People give because they were asked

A solicitor’s most important tools Knowledge Questions Silence

Knowledge The case Why the organization exists The prospect Giving, interests, affiliations The amount Agreed by you and staff Capacity and interest

Armed with this knowledge … Prepare a written plan of action: What is the purpose of this visit—gift or cultivation? Will I go alone or take another? What are our roles: what will we say, who will ask, what is likely to be the result? What is my fall-back position? Make the appointment: the hardest part.

The Interview Establish rapport. Friends in common Question them about interests Question them about the service. Your favorite programs? Do your [grand]children watch? Do you know that WXXX…?” Down to business I’m here because … Explain the project Ask for questions and answer them

Listen The Most Important Skill Try to pose questions that draw the prospect out. Listen for responses. Show that you are listening.

Dealing with Objections Acknowledge them Don’t debate, but do provide facts Correct erroneous information Get back on track Maintain a common ground

The Question “Given your past support of (WXXX/so many worthy projects in Anytown) and the importance of this project to families and children throughout our community, I hope that you will join with (peers who have given) in this cause. We would be most grateful if you would consider a major gift in the range of ($ amount) (OPTIONAL: payable over the next X years.)”

What’s next? Having asked the question, what is the next thing you should do?

Silence Say nothing. Look the prospect in the eye and wait. Do not: Provide an out. “Of course, if you’d rather …” Make excuses. If you speak, you lose.

Putting it to work An exercise

What to do if … “I’ll have to think about it.”“I understand. It’s an important decision. When should I stop back?” “I’m not that interested.”Provide the facts on those served. “Could I ask you to think some more about it? When would you like me to stop back?” “I can’t possibly give at that level.” 1. Explain payment options 2. Review importance of participation. Given that, “Would you consider a gift of $(next lower range)?” 3. “Please give it some more thought. When should I stop back?”

When you get a firm “No.” Be gracious, in person and in writing. If no to this project, gather more info. If no to the station, gather objections. There are prospects who will not give to you.

Rules for asking Make your own gift first Know your prospect Listen to what the prospect says Emphasize the prospect’s interests Ask for a specific gift Remain positive and focused Counter objections with facts Manage the follow-up (pledge card, next appointment, reporting results)

You Can Do This