NSTP 102

LEADERS – DEDICATED, WILLING AND

WHAT IS FUNDRAISING?
FUNDRAISING- (NOUN) THE RAISING OF ASSETS
AND RESOURCES FROM VARIOUS SOURCES FOR
THE SUPPORT OF AN ORGANIZATION OR A
SPECIFIC PROJECT.
PREPARED
AN IDENTIFIABLE CONSTITUENCY– WITH DESIRE
TO SUPPORT THE CAUSE
A FAVORABLE CLIMATE OF OPINION – THAT
RECOGNIZES THE NEEDS AND WILL SUPPORT
THEM

WHY WE DO FUNDRAISING? FUNDRAISING VS MONEY MAKING

 TO OFFER NEW SERVICES MONEYMAKING: ENGAGING IN ACTIVITIES

 TO OFFER EXISTING SERVICES BETTER
 TO BETTER FULFILL YOUR MISSION
 TO MAKE YOUR COMMUNITY A BETTER
PLACE
WE DON’T FUNDRAISE TO:
 TO PAY THE BILLS
 BECAUSE WE NEED SOMETHING
THAT WILL CREATE A PROFIT THAT WILL BE
USED TO SUPPORT YOUR ORGANIZATION
FUND-RAISING: CREATING LONG-TERM
RELATIONSHIPS WITH PEOPLE INTERESTED IN
YOUR ORGANIZATION, AND LETTING THEM
INVEST IN YOUR ORGANIZATION.
TYPES OF MONEYMAKING PROJECTS

BASIC ELEMENTS OF FUNDRAISING 1. SALES

EXAMPLES
OBJECTIVE / PURPOSE USED BOOK SALE
BAKE SALE
 THE REQUESTING PARTY OR COOKBOOKS
PROSPECTIVE USER OF FUNDS. COFFEE
 THE PROSPECTIVE DONOR-PROVIDER BENEFITS:
OF FUNDS. LOW PRESSURE
 THE PROCESS OF EXCHANGE OR EASY TO DO
TRANSACTION BETWEEN THE DRAWBACKS:
GRANTEE/RECEIPT OF FUNDS RELATIVELY LOW-PROFIT POTENTIAL
 THE FUNDS INVOLVED AND THE POSSIBILITY OF LOSING MONEY
ACTUAL USAGE OF SUCH FUNDS.
2. RAFFLE
WHO IS RESPONSIBLE?
BENEFITS:
LOW COST WITH DONATED PRIZES
 IDEALLY, A HIGH-POWERED GROUP OF STRAIGHTFORWARD
COMMUNITY LEADERS SO DEVOTED TO PEOPLE UNAFFILIATED WITH LIBRARY
YOUR LIBRARY THAT THEY WILL OFFER DRAWBACKS:
TIME, TALENT AND TREASURE VARYING PROFIT POTENTIAL
 REALITY – MULTIPLE ANSWERS FOR BEST RESULTS, NEED A SIZABLE SALES FORCE
 BOARD, FRIENDS, VOLUNTEERS, STAFF REQUIRES RESEARCHING AND FOLLOWING LOCAL
MAY ALL BE INVOLVED LAW

ATTITUDES NEEDED FOR SUCCESSFUL 3. EVENTS

FUNDRAISING
EXAMPLES:
 UNSHAKABLE CONVICTION IN THE MUSICAL OR THEATRICAL PERFORMANCES
VALUE OF YOUR CAUSE GOLF TOURNAMENTS
 BELIEF THAT PEOPLE ARE WILLING TO DANCES
GIVE FESTIVALS
 BELIEF THAT, EVEN IN BAD TIMES, TRIVIA NIGHTS
WEALTH EXISTS IN YOUR COMMUNITY BENEFITS:
 WILLINGNESS TO STEP OUTSIDE YOUR CAN BE FUN!
COMFORT ZONE MAY GIVE OPPORTUNITY TO SHARE LIBRARY’S
“STORY”
PRINCIPLES OF FUNDRAISING NEED GOOD ATTENDANCE TO MAKE MONEY
A SUCCESSFUL FUNDRAISING MUST HAVE: DRAWBACKS:
CAN BE LOTS OF WORK
CAUSE–WORTHY AND “GREATER THAN ONE’S VERY DEPENDENT ON THE TIMING
OWN” CAN BE HIGH STRESS
NEEDS – GENUINE AND EXPLAINED SMALL TO MODERATE MONEY POTENTIAL
CONVINCINGLY UNTIL ESTABLISHED
DONOR LIFE-CYCLE
DONOR LIFE-CYCLE
 PROSPECT
 CUSTOMER
 ANNUAL GIFT
 MAJOR GIFT
 ULTIMATE/PLANNED GIFT
WHY DO DONORS GIVE?
 PERSONAL BELIEF IN
PROJECT/ORGANIZATION
 GRATITUDE – “I HAVE BEEN SERVED”
 GUILT
 RECOGNITION
 BECAUSE THEY WERE ASKED
TYPES OF FUNDRAISING ACTIVITIES
1 ANNUAL FUND
 IT IS THE FOUNDATION/BASIS FOR
DEVELOPMENT STYLE FUND-RAISING.
 DONORS ARE IDENTIFIED THEN BROUGHT
ALONG THROUGH THE DONOR LIFECYCLE.
 IT INCLUDES A COMBINATION OF IN-
PERSON, EVENTS, TELEPHONE AND MAIL
ACTIVITIES, ALONG WITH SIGNIFICANT
ACKNOWLEDGMENT ACTIVITIES.
 ANY ORGANIZATION CAN RUN AN ANNUAL
FUND.
2. CAPITAL CAMPAIGN
 IT IS A FOCUSED, HIGH VISIBILITY
SHORT-TERM EFFORT TO RAISE A
SIGNIFICANT AMOUNT, USUALLY OVER
A 3-5YEAR PERIOD
 IT IS MOST OFTEN HELD FOR BUILDING
PROJECTS
 IT IS MOST EFFECTIVE WHEN THEY
GROW OUT OF AN ANNUAL APPEAL,
BUT THEY CAN BE AN EFFECTIVE WAY
TO JUMP-START AN APPEAL
 IT IS EXPENSIVE AND LABOR-INTENSIVE
PLANNED GIVING
 THE LARGEST GIFT AN ORGANIZATION WILL
EVER GET.
 ALTHOUGH SOME GIFTS ARE MADE
DURING THE DONOR’S LIFETIME, MOST ARE
MADE AT THE TIME OF THE DONOR’S
DEATH, WHEN THEY NO LONGER NEED THE
MONEY.
 THERE ARE PEOPLE READY TO MAKE
PLANNED GIFTS TO YOUR ORGANIZATION
RIGHT NOW
 DONORS WITHOUT CHILDREN ARE
PARTICULAR PROSPECTS
 MANY PLANNED GIFTS TAKE TIME TO RIPEN
– YEARS OF VOLUNTEER INVOLVEMENT OR
GIFTS TO THE ANNUAL FUND LEAD UP TO
THE PROVISION FOR A PLANNED GIFT
RECOGNITION AND ACKNOWLEDGMENT
 ACKNOWLEDGING AND RECOGNIZING
GIFTS WELL LEADS TO MORE GIFT
 THANK, BUT DON’T JUST THANK.
INVOLVE THE DONOR
 CREATING SOME BASIC POLICIES IS
IMPORTANT
 WEBSITES GIVE US AN ENTIRELY NEW
AND EXCITING WAY TO RECOGNIZE
GIFTS
 DON’T BE AFRAID OF YOUR DONORS
FUNDING TECHNOLOGY
TIPS OF FUNDING TECHNOLOGY
1. BUILDING STRONG RELATIONSHIPS WITH
FUNDERS
- FUNDRAISING IS ESSENTIALLY ABOUT
BUILDING RELATIONSHIPS.
- ESTABLISHING RAPPORT WITH THE FUNDERS
AND DONORS.
KEEPING THE COMMUNICATION
2. INCORPORATION OF YOUR TECHNOLOGY
INTO YOUR ANNUAL STRATEGIC PLAN
- BY HAVING A PLAN THAT ARTICULATES THE
SPECIFIC NEEDS, IDENTIFIES COSTS, AND TIES
THEM TO PROGRAM INITIATIVES THAT
SUPPORT YOUR MISSION.
3. FOCUS ON YOUR MISSION AND YOUR
PROGRAMS, NOT TECHNOLOGY FOR
TECHNOLOGY’S SAKE
-Ask yourself what are the benefits of this
technology.
-Will this new initiative in new learning?
-Will it create new capabilities?
-Will it make your work more efficient?
-Will it increase fundraising?
4. TARGET TECHNOLOGY FUNDERS
-Expand your parameter in searching for
funders.
-Technical Assistance grants
5. MAXIMIZE EXISTING RESOURCES
-STRETCHING EXISTING RESOURCES BY
PROPERLY MAINTAINING THE EQUIPMENT THE
ORGANIZATION ALREADY HAS.
6. USE LOCAL COMMUNITY TECHNOLOGY
RESOURCES
-Take time to find out what the community-
technology resources are in your area, and find
out what resources can be pooled with other
local organizations.
7. PARTNER WITH OTHERS FOR JOINT GRANT
PROPOSALS
-Consider collaborating with a similar
organization.
-Share similar mission.
-It can give funders a way to stretch their funds
and have a greater impact.

8. GENERATE UNRESTRICTED REVENUE WHERE
POSSIBLE
-UNRESTRICTED REVENUE OFFERS THE
FLEXIBILITY TO APPLY FUNDS WHERE THEY ARE
MOST NEEDED OR TO COVER EXPENSES THAT
DON’T OFTEN ATTRACT DESIGNATED FUNDING
STREAMS.
9. SPEND LESS ON SOFTWARE AND
EQUIPMENT
-DO A THOROUGH TECH PLAN AND
UNDERSTAND YOUR CURRENT INVENTORY,
YOUR FUTURE NEEDS, AND YOUR MINIMUM
REQUIREMENT.
HOW TO WRITE A FUNDRAISING LETTER
1. GOOD NEWS
ALWAYS START THE LETTER WITH A SERIES OF GOOD
NEWS BULLETS TO BUILD MOMENTUM AND MAKE
THE ENTIRE LETTER ENTERTAINING AND
INFORMATIVE.
2. DESCRIBE WHAT YOU WANT TO DO NEXT
TELL WHAT YOU ARE GOING TO DO.
 WHY YOU ARE GOING DO IT.
 HOW YOU ARE GOING TO DO IT.
 WHAT RESULTS YOU EXPECT.
3. LIST SUGGESTED CONTRIBUTION AMOUNTS
 USE EVEN NUMBERS IN GRADUATED
AMOUNTS.
 OFFER A MONTHLY AUTO CHARGE
CARD OPTION (MONTHLY OR YEARLY).
 INCLUDE BLANK LINE FOR WRITE-IN
AMOUNTS.
4. REMIND READERS THAT THEIR
CONTRIBUTION IS YOUR BUDGET
 YOUR SUCCESSES HAVE BEEN POSSIBLE
BECAUSE OF THEIR CONTRIBUTIONS
 DO NOT FORGET TO THANK THEM
5. USE P.S.’S FOR SKIMMERS
 MAY TITILLATE SKIMMERS AND GET THEM
TO READ THE ENTIRE LETTER.
 TO CREATE A SENSE OF URGENCY.
NINE BASIC TRUTHS OF FUNDRAISING
BASIC TRUTH #01: ORGANIZATIONS ARE NOT
ENTITLED TO SUPPORT; THEY MUST EARN IT.
BASIC TRUTH #02: SUCCESSFUL FUNDRAISING IS
NOT MAGIC; IT IS SIMPLY HARD WORK ON THE
PART OF PEOPLE WHO ARE THOROUGHLY
PREPARED.
BASIC TRUTH #03: FUNDRAISING IS NOT
RAISING MONEY; IT IS RAISING FRIENDS.
BASIC TRUTH #04: YOU DO NOT RAISE MONEY
BY BEGGING FOR IT; YOU RAISE IT BY SELLING
PEOPLE IN YOUR ORGANIZATION.
BASIC TRUTH #05: PEOPLE DO NOT JUST REACH
FOR THEIR CHECK BOOKS AND GIVE MONEY TO
AN ORGANIZATION; THEY HAVE TO BE ASKED
TO GIVE
BASIC TRUTH #06: YOU DO NOT WAIT FOR THE
“RIGHT” MOMENT TO ASK; YOU ASK NOW.
BASIC TRUTH #07: SUCCESSFUL FUNDRAISING
OFFICERS DO NOT ASK FOR THE MONEY; THEY
GET OTHERS TO ASK FOR IT.
BASIC TRUTH #08: YOU DON’T DECIDE TODAY
TO RAISE MONEY AND THEN ASK FOR IT
TOMORROW; IT TAKES TIME, PATIENCE, AND
PLANNING TO RAISE MONEY.
BASIC TRUTH #09: PROSPECTS AND DONORS
ARE NOT CASH CROPS WAITING TO BE
HARVESTED; TREAT THEM AS YOU WOULD
TREAT COSTUMERS IN A BUSINESS.
MYTHS OF FUNDRAISING:
 Only rich people give
 Non-profits don’t need to worry about
customer service
 Peer-to-peer fundraising is only for fun-
runs
 Direct mail is dead
 An organization can get by without
donor feedback
PROJECT PLANNING AND DEVELOPMENT
-PROVIDES A FRAMEWORK FOR ORGANIZING
RESOURCES, STRUCTURING A FIRM, AND
CONTROLLING ACTIVITIES.
IT IS A FORMAL PROCESS
 CHOOSING AN ORGANIZATIONAL
MISSION AND OVERALL OBJECTIVES
 DEVISING DIVISIONAL, DEPARTMENTAL,
AND INDIVIDUAL OBJECTIVES
 CHOOSING STRATEGIES AND TACTICS
 DECIDING ON THE ALLOCATION OF
RESOURCES TO THE VARIOUS
OBJECTIVES STRATEGIES AND TACTICS.
FOUR CONCEPTS OF PLANNING
 DEALING WITH FUTURITY OF PRESENT
DECISIONS
 PROCESS WITH OBJECTIVES,
STRATEGIES, POLICIES, AND SEQUENCES
OF EVENTS
 PHILOSOPHY AS APPLIED TO BUSINESS
 LONG RANGE IN CHARACTER
REMEMBER!  CLIMATE CHANGE AND SUSTAINABILITY
-NOT ALL PLANS SUCCEED
-GOOD PLAN MUST BE FLEXIBLE PHYSICAL FACILITIES
RELEVANCE OF PLANNING  AVAILABILITY AND CONDITION OF
 OFF-SET UNCERTAINTY AND CHANGE. INFRASTRUCTURE
 FOCUSING ON OBJECTIVES.  CAPACITY AND EFFICIENCY OF
 ACHIEVING ECONOMICAL AND EFFICIENT PRODUCTION FACILITIES
OPERATION.
 FACILITATING CONTROL.  EQUIPMENT

GUIDELINES FOR GOOD PLANNING COLLECTION AND ANALYSIS OF DATA

- QUALITY AND QUANTITY OF DATA

 SHOULD HAVE SPECIFIC OBJECTIVES. INVOLVED IN PLANNING PROCESS
 SHOULD FACILITATE ACTION.
 COORDINATION AND - INFORMATION MUST BE ORGANIZED
AND ARRANGED PROPERLY
COMMUNICATION.
 PLANNING IS THE FIRST FUNCTION OF
MANAGEMENT.
 GOOD PLANS ARE PLANS THAT MAY BE
CONSTANTLY IMPROVED, REDRAFTED,
AND RE-PLANNED.
 PLANNING MAY BE DELEGATED TO A
FORMAL PLANNING STAFF.
 ALL PLANS ARE TENTATIVE.

FACTORS AFFECTING PLANNING

CONDITIONS
 SUSCEPTIBLE TO MARKED
CHANGES
 OPERATIONS MAY BE IMPAIRED
IF CERTAIN GOALS ARE NOT
MET

TIME FACTOR
THERE ARE DIFFERENT PHASES:

1. TIME AVAILABLE TO ESTABLISH PLAN

2. TIME WHEN THE PLAN MUST TAKE EFFECT
3. TIME INTERVAL THAT MUST BE PROVIDED
4. TIME ALLOWED FOR REVISING/MODIFYING

RESOURCES AVAILABLE

 Presence or absence of needed

materials
 Lack of raw materials could cause
delays

SKILLS AND ATTITUDE

 SKILLS CAN IMPACT THE DEVELOPMENT

OF PLAN
 PARTICIPATION OF PEOPLE INVOLVED
 LEADERSHIP ATTITUDE
 EMPLOYEE MORALE

POLITICAL, SOCIAL, AND ENVIRONMENT

CONDITIONS
 POLITICAL DECISIONS AND POLICIES
CAN IMPACT PLANNING
 SOCIETAL PREFERENCES AND TRENDS
INFLUENCE PLANNING DECISIONS