1. The AAA Way to Fundraising Success: Maximum Involvement, Maximum Results Bank of America Nonprofit Impact Series May 25, 2011 2 - 3 p.m. EDT Kay Sprinkel Grace, Presenter

2. Agenda Overview: Maximum involvement, maximum results – a AAA strategy for dynamic fundraising The Board’s role in philanthropy, development and fund raising Board AAA Rating: Ambassador, Advocate, Asker – survey, grid, monitoring results Benefits of the culture of philanthropy and AAA Summary and conclusion 2

3. Overview: Maximum Involvement, Maximum Results Gaining maximum engagement from your board: why it is important, what it requires Tapping into volunteer motivation How to engage your full board in fund and donor development AAA as a tool for board recruitment strategy AAA: influence on staff as board becomes more involved 3

4. Tapping Into Your Full Potential: Building A “AAA” Board Team What it is How to build one

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6. Defining a AAA Board A board with a AAA Rating is one where every board member is motivated to be an Ambassador, Advocate and/or Asker – tapping into board member motivation and offering assignments drawn from the strategic plan or the development plan that are specific and geared to the board member’s motivation AAA is a management tool, ensuring follow through by staff and volunteer leaders 6

7. Roles Board Members Play in Maximizing Development Results Ambassadors Making friends Building relationships Advocates Making the case (formal and informal) Key to solid board recruitment Askers Making the ask “Front line” fund raisers 7

8. Ambassadors A role everyone has to play Critical role in cultivation of prospective donors and stewardship of continuing donor-investors Need to be well oriented and coached in the message about your impact Masters of the “elevator speech” (and the “elevator question”) Catalysts for donor-investor renewal Be sure all of your board members are confident Ambassadors 8

9. Advocates At work or in the car pool – these individuals are strategic in their information sharing They may also advocate for your organization on a more formal basis with government, another organization with which you are partnering or an institutional funder or potential board members Are informed not only of the case for support, but also are well integrated into your strategic plan and vision Are well coached on desired results of the advocacy and handling objections 9

10. Askers Enjoy asking Well informed, well trained “Matched” with prospective donors (or current donor-investors) for maximum possibility of success Teamed with another board asker or staff leader Staff organizes the ask so the Asker’s focus can be on the single purpose of getting (or renewing) the gift Benefit from the work of the Ambassadors and Advocates 10

11. The AAA “Rating” Some board members will do it all Most board members excel at one or two Motivation is increased when board members are allowed to choose tasks that draw on their skills and are in their “confidence zone” The AAA program on boards engages each member in a role that contributes to your organization’s advancement and helps them feel respected and engaged As motivation increases, you will find board members moving among the roles – even to Asker! 11

12. Tools to Build AAA Confidence Training and coaching Staff and board leadership support, feedback and encouragement A “tool kit” – including (but not limited to) fact sheet, elevator speech/question, stories from your organization, objections/responses they may confront, financial statements, staff and board lists with annotation, organizational funding priorities, etc. 12

13. Setting Up a AAA Board Program Review of survey Review of summary grid

14. SAMPLE BOARD MEMBER SURVEY P lease review the following roles and identify (  ) how you will be involved in fundraising as an Ambassador, Advocate and/or Asker. You may select all that apply to you. In making your selection(s), assume that you will be provided training, materials and support to fulfill your role(s). Thank you for completing and returning this survey. 14

15. I WILL BE AN AMBASSADOR As an Ambassador, I will:  Identify and cultivate those in my circle of friends/colleagues who would be interested in supporting our programs.  Host a private cultivation or donor recognition gathering (at my home/at a public venue/at the organization).  Take (#) of people to lunch each quarter.  Invite my best prospects to be my guests at appropriate functions, special tours, lectures, etc.  Help to steward relationships with our prospects and donors through writing notes, participating in Thankathons, hosting donor events, etc. Other: __________________________________ 15

16. _________ I WILL BE AN ADVOCATE As an Advocate, I will:  Represent the organization at public functions (as an attendee/as a speaker)  Become part of a speaker’s bureau if asked  Make phone calls to appropriate city or other officials when asked.  Work with staff to create and engage in specific strategies to present the case to my best prospects or those identified by staff. (Arrange information sessions with your contacts who are individual, corporate, or foundation prospects.) Other: _______________________________________ ___________ _______________________________________ _________________ 16

17. I WILL BE AN ASKER As an Asker, I will:  (Lead/Participate in) requests to potential and renewing donors for investment in the organization  Generate and sign letters asking for appointments or gifts.  Make follow up phone calls to solicitation letters and/or visits.  Seek sponsorships for special events and/or promote table purchase by my friends and colleagues.  Other: ________________________________ Please provide your comments or other ideas for getting involved: 17

18. Measuring AAA Effectiveness Number of contacts Ambassadors make – and tell you about! Create an easy way to relay information to your prospect files. Success of Advocacy: whatever the task assigned, was it accomplished and did it have the desired results? Success of the Asker is the easiest to measure All three need to be honored: SOS 18

19. Think About Your Board: Open for Your Input What roles are board members playing? How does AAA fit with your boards? Staffs? Obstacles and opportunities for AAA Comments and questions 19

20. Tapping Into Your Full Potential: Creating a Culture of Philanthropy The principles that guide philanthropy The values base of all philanthropy

21. To Build a Culture of Philanthropy, Rely on These Proven Principles People give because you meet needs, not because you have needs A gift to your organization is a gift through your organization into the community All philanthropy is based in (shared) values and is increasingly about issues and impact, not institutions (it is not about you…) Fundraising is not about money, it is about relationships based on shared values 21

22. Philanthropy Based in values Development Uncovers shared values Fund Raising Gives people opportunities to act on their values 22

23. Transactional Bell Curve: Challenge to Creating a Culture High Impact Philanthropy Kay Sprinkel Grace, Alan Wendroff

24. Transformational Infinity Loop: What a True Culture Can Produce High Impact Philanthropy Kay Sprinkel Grace, Alan Wendroff

25. What These Times Require of Boards Constant renewal (term limits, mission connection, involvement in ways that develop confidence and commitment) Increased transparency, accountability, outreach and stewardship Finding partners who share your values to join you Changes in governance (keeping “the young and the restless” and the “RT’s” on board becomes a challenge) Involvement of all board members in donor and fund development and the culture of philanthropy 25

26. AAA Roles in Relationship Building and Major Gift Procurement Through the lens of AAA Cultivation Solicitation Stewardship

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28. Cultivation Ambassadors and Advocates are critical in the leadership and execution of effective cultivation Ambassadors and Advocates form relationships which may ultimately benefit the organization Cultivation is deliberate, systematic relationship-building and you are important in that process Use the tool kit, systematic cultivation strategies and cultivation calendar Use resources and your intuition to move people you know from cultivation to solicitation to stewardship

29. Cultivation - 2 The purpose of cultivation is to build the relationship and uncover shared values Look to staff and/or board leadership to inform you about what to listen for and observe so you will know when to shift the prospect over to the solicitation process Expect staff and board leaders to understand, participate in and fund cultivation activities Your imagination (and budget) are your only limitations in creating a systematic cultivation process and becoming engaged, confident and enthusiastic Ambassadors and Advocates

30. Solicitation Askers have an easier task because the “other two A’s” have helped build the relationship If you are primarily an Asker, remember these things It is not about you: it is about the donor Teams of two are most effective (an Ambassador or Advocate may be happy to come along – or a staff member serving the program) Master an asking process that will frame your time and message Be adept at anticipating and handling objections Close appropriately based on the outcome of the ask (yes, no, maybe)

31. After the Ask: The Critical Role of Stewardship Fundraising is not about money, it is about relationships The goal is not just to bring in money: it is to engage long-term investors who will grow with us Social investments are made because the investor wants a result: the foundation brokers the gift, but the results happen throughout the medical center The entire staff is part of the stewardship team 31

32. Stewardship Cycle: Where are You Involving Board Members? Gift Stewardship Strategy Recognition On-going impact feedback Deepening Engagement 32

33. Levels of Stewardship 3. Special treatment and opportunities appropriate to level of gift 2. Appropriate and consistent recognition, communication and opportunities for involvement 1. Accuracy in donor records, timely response, noting donor’s interest(s ) 33

34. Key Data for Stewardship: Why Donors Stop Giving (From B/A US Trust Study): In 2007, nearly 38% of donors stopped supporting organizations they had previously supported, and 26% stopped supporting at least two organizations they had previously supported. The principal reason they gave for stopping their support was: No longer felt personally connected 57% As a board member, you can be a AAA connector 34

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36. What AAA Organizations Report Non-board volunteers are more engaged and major gifts committees (e.g.) are using the model Staff members are very keen on being Ambassadors and Advocates – and many are making great Askers on team calls AAA has been integrated into job descriptions and recruitment matrices Confidence has zoomed among some volunteers 36

37. AAA: Meeting the Financial Challenges We Face Even in recovery from volatility or economic shrinkage, donor-investors suffer from “psychic poverty” – you must focus on relationships and the return on social investment Don’t change your messages to ones of financial crisis and need: instead, emphasize both investment portfolios Emphasize how philanthropy comes from abundance and also creates abundance 37

38. Meeting the Challenge - 2 If previously generous donors have faltered in their giving, as a AAA team keep engaging them in your mission – keep them engaged, and when they can give again, it will be to you Ask for information and opportunities for AAA involvement – and use the Internet as the least expensive relationship-building tool you have Increase your relationship with ALL donors, not just big donors – be engaged as a full AAA team 38

39. In Closing….Some Thoughts on the Power of AAA You must get involved to have an impact. No one is impressed with the won-lost record of the referee. John H. Holcomb Without involvement, there is no commitment. Mark it down, asterisk it, circle it, underline it. Stephen Covey 39

40. Regarding Use of This Material The creator of this material, Kay Sprinkel Grace, is the sole proprietor of the contents of this presentation. AAA was developed in 2002 and is copyrighted through its use in her book, The AAA Way to Fundraising Success, Whit Press, 2009 Permission to use all or portions of this presentation may be obtained by contacting her at www.kaygrace.org or kaysprinkelgrace@aol.com www.kaygrace.org 40

41. The AAA Way to Fundraising Success: Maximum Involvement, Maximum Results Bank of America Nonprofit Impact Series Kay Sprinkel Grace, Presenter www.kaygrace.org kaysprinkelgrace@aol.com 415-831-2923