walter c. farrell, jr. fundraising for nonprofits (overview of proposal preparation) sowo 883...

Walter C. Farrell, Jr.

FUNDRAISING FOR NONPROFITS(Overview of Proposal Preparation)

SOWO 883Effective Writing

Statement of NeedProcedures

Goals and ObjectivesPreparing the Budget

Evaluation

Walter C. Farrell, Jr., ProfessorSchool of Social Work

.University of North Carolina at Chapel HillChapel Hill, North Carolina 27599

[email protected]


Gift Level

$1,000,000 2 6 $2,000,000$500,000 10 30 $5,000,000

$250,000 10 30 $2,500,000$100,000 10 30 $1,000,000$50,000 22 66 $1,100,000

$25,000 25 75 $625,000$10,000 50 150 $500,000

$5,000 125 375 $625,000$1,000 200 600 $200,000

$500 500 1,500 $250,000$50 1,000 3,000 $50,000

$2,250,000

Total Dollars

36

126

Number of Gifts Needed

Number of Prospects Needed

$7,000,000

$4,600,000

Top Third

Middle Third

Bottom Third

$13,850,0001,954 5,862

12

42

1,900 5,700

The Gift PyramidRule of Thirds

Proposed Campaign Goal of $13,850,00


WINNING PROPOSALS/BUSINESS PLANSMODEL FOR DEVELOPMENT

Source: Adapted from Getting Funded: The Complete Guide To Writing Grant Proposals (5th Edition) by Susan Howlett and Renee Bourque 2011

Goals of the Organization

Initial Project Idea

Assessing Capability

Assessing Need for the Idea

Identifying Alternative Approaches

Selecting Funding Source

Planning Proposal Writing

Writing the Proposal

Submitting the Proposal

Gathering Necessary Data

- Library

- Govt. Agencies

- Surveys

- Etc.

Building Support and Involvement

- C-BOs

- Govt. Agencies

- Political Officials

- Civic + Religious Orgs.


Writing The Proposal

• Have You Chosen an Effective and Feasible Approach?

• Do Your Proposed Project Outcomes Justify Funding Request?

• Does Your Project Staff and Organization Have The Necessary Capability, Credibility, and Experience for Success?


Writing The Proposal (Cont’d)

• Proposal Provides Information Requested by Funding Source—ESSENTIAL!

Cautions:Follow All the Forms and Instructions Provided by the Funding Source

Re-check Proposal Before It Is Sent Out to Ensure Compliance



Maintain Balance Between Conciseness and Sufficient Detail to Explain the Project. You Have to Know a Project Awfully Well to Describe It Succinctly

Make Certain Reviewers Are Guided to Most Important Parts of the Proposal/Business Plan. Use Subheadings Wherever Necessary

Make Certain Proposal Flows Logically From One Section to Another. In Essence, You Are Telling a Story About What You Will Do, Why, and How!


Don’t Bury Your Most Important Points Behind Unnecessary Introductory Phrases

Don’t Include Charts or Statistical Tables in the Body of the Proposal Unless Required by the Application Forms. Place Them in an Appendix If They Are Absolutely Necessary! If used, they should “speak for themselves”

Don’t Use Citations to Previous Research Without Indicating How They Apply to Your Own Idea




Don’t Make Commitments That You Have No Means to Implement

Most Funding Sources Assume There Will Be Some Variation From the Original Proposal

But They Seldom Forgive Those Who

Have Been Deliberately Misleading



A Well-Planned and Well Written Proposal Will:

– Allow You the Opportunity to Develop a Useful Work Schedule for Implementing the Project

– Many Start-Up Problems Can Thus Be Avoided

– Provide the Framework for Management of the Project by Establishing the Rules Within Your Organization


Standard Proposal Sections*

• Purpose

• Statement Of Need

• Goals And Objectives

• Procedures/Methods

• Evaluation

• Dissemination

• Qualifications

• Timelines

• Budget

* May be rearranged and/or renamed depending on funding source


Purpose Statement (Case Statement)

• The Purpose Section Is Critical. It Tells What You Intend to Accomplish

• It Also Describes the Services/Products You Will Offer, Your Client/Customer Focus, Measurement Criteria, Legal Structure, Etc.


Statement Of Need

• A Thorough Understanding of the Issues That the Project Is Attempting to Explore or Resolve

• The Importance of These Issues, Not Only to the Project Participants, but to the Larger Society

• Demographic Makeup of Clients/Customers


Statement Of Need (cont’d)

• A Critical Analysis of the Literature/Similar Nonprofits in the Field and How This Project Will Fill Some Significant Gap

• The Timeliness of the Project and Why It Should Be Funded Now


Statement Of Need (cont’d)

• The Innovativeness of the Effort, If Not at the National Level, at Least Locally

• The Potential “Generalizability” and Contribution of the Project to the Resolution of Problems of Importance


Procedures/Methods (cont’d)

• The Procedures Section (Also Called the Approach or Plan of Action). It Tells How the Project Will Be Carried Out

• It Must Convince the Funding Source That You Really Know How to Achieve the Outcomes and/or Solve the Problem(s) Described

• Proposals/Business Plans Should Not Have Fuzzy or Imprecise Objectives. It Is Difficult to Hide Inexperience or Incompetence When Describing Project Operations and Management



There Are a Number of Problems Commonly Found in the Procedures/Methods Section of the Proposal

Problem 1: The Experiences of Personnel Are Not Equal to the Task at Hand

Problem 2: The Proposal Does Not Include Procedures/Methods or a Plan of Operation/Implementation



Problem 3: The Procedures/Methods Do Not Match the Objectives and Needs That Are Described in the Proposal

Problem 4: The Procedures/Methods Have No Sound Rationale

Problem 5: The Procedures/Methods Are Not Demonstrated to Be Feasible. Management Is Not Competent for the Task



• The Criterion of “Feasibility” Is One of the Most Important Reasons Why Proposals Are Rejected

• Clues That Reviewers Look for When Judging “Feasibility” Include:



– Evidence That You Know of Other Studies or Projects Where Similar Procedures Have Been Used Successfully

– This Suggests That Your Procedures’ Intended Results Have Potential to Achieve Stated Outcomes

– The Extent to Which Procedures Are Separated Into Distinct and Manageable Activities



– Documentation That the Writer Has Thought Through an Effective Time Schedule

– Evidence That the Writer Is Aware of Potential Problem Areas With the Suggested Procedures


Nonprofit Qualifications

• Degrees of Staff

• Staff Experiences Related to Project

• Facilities

• Equipment

• Etc.


Timelines

• Week(s)

• Month(s)

• Year(s)


Goals and Objectives

• You May Want to Include Both Statements of Goals and Statements of Objectives

The Two Are Frequently Confused Because Both Describe a Desired Condition or Outcome

• These Two Types of Statements Differ in Dimensions of Specificity, Accountability, and Time AND ARE VERY IMPORTANT!

• Goals Provide an Overall Conceptual Orientation to the Ultimate Purpose of the Project/Business


Goals And Objectives (cont’d)

• Goals Are More Abstract in Content, Broader in Scope, Less Subject to Direct Measurement, and Focused on Long-Term Perspectives

• They Could, However, Describe Aims That Can Reasonably Be Achieved by the Completion/Full Implementation of the Project


Goals And Objectives (cont’d)

• An Objective Addresses Short-Term or Intermediate Accomplishments

• A Proposal Can Have Several Objectives, and These May Be of Different Types


Types Of Objectives

BEHAVIORAL OBJECTIVES

– Outcome Statements That Deal With Human Performance in One of the Three Behavioral Domains (Cognitive, Affective, or Psychomotor)

– To Be Complete, a Behavioral Objective Should Include Information That Answers Four Questions:


Types Of Objectives (cont’d)

1. Who Is Going to Perform the Specified Behavior?

2. What Behavior/Product/Service Is Expected to Be Developed?

3. Under What Circumstances/In What Location Will the Behavior/Product/Service Be Observed?

4. How Is the Behavior/Product/Service Success Going to Be Measured?



An Example of a Objective That Meets These Criteria:

• During a Training Workshop, High School Students Will Show Their Comprehension of Entrepreneurship Skills As Measured on a Staff-Developed Test



PERFORMANCE OBJECTIVES

• In Order to Make Objectives More Specific and Measurable, Outcome Statements Called Performance Objectives Are Frequently Requested



• The Performance Objective Must Include Information That Addresses the Four Questions Specified for Behavioral Objectives and Must Also Answer:

5. The Amount of Time Necessary to Bring About the Specified Behavior/Produce the Product?

6. The Expected Proficiency Level?



A Performance/Product/Service Objective Is Listed Below:

At the End of the Year, the Heating Collaborative Will Deliver Fuel Oil to 85% of the 95,000 Households in North Roxbury, MA that are Eligible for Energy Assistance



The Performance/Product Objective Is Often Considered More Desirable Than the Behavioral Objective Because It Brings a Specific Element of Time to the Outcome

It Also Adds a Performance Criterion (Which Aids in Evaluating Whether the Objective Has Really Been Achieved)



• In Writing Either Behavioral or Performance Objectives, Two Guidelines Should Be Given Special Attention

• Care Should Be Exercised to Describe the Behavior/Product/Service That Is to Be Developed As Precisely and Specifically As Possible



Examples of Imprecise Words That Should Be Avoided Include:– Knowing– Appreciating– Thinking– Enjoying– Grasping the Value of

In Contrast, Words Like the Following Are Much Less Vague:– Write– List– Construct– Read



• Special Effort Should Be Made to Establish Expected Performance Levels That Are Realistic

• In Demonstration or Exploratory Projects, Most Funding Sources Are Tolerant If the Specific Level of Proficiency Cannot Be Realistically Predicted at the Time the Proposal Is Written


Activities To Support Objectives

Examples of Activities to Support an Objective:

• Purchase materials

• Develop timeline for production

• Assign staff to manage production

• _____________________________________

• _____________________________________

• ______________________________________


Budget

• Line Item

– Personnel __________________– Supplies/Materials __________________– Printing __________________– Communications __________________– Facilities __________________– Equipment __________________– Other __________________– Miscellaneous __________________


Functional and Program Budget

• Objective # 1Line Item



Start-Up Costs

Financial/Cash FlowProjections

Break-Even ProjectionsProfits and Losses


Evaluation

Evaluation- Determines the Worth of a Thing. Obtains Information for Use in Judging Worth of a Program, Product, Objective


Evaluation (cont’d)

Evaluation Systematic Process Designed to Reduce Uncertainty About the Effectiveness of a Particular Project

Evaluation Determines Whether Targets (Objectives) Have Been Met

Evaluation If Not Required Should Be Included for the Good of the Project


Evaluation (cont’d)

SUMMATIVE/PRODUCT EVALUATIONInvolves Collecting Data to Determine the Ultimate Success of the Completed Project. Major Purpose Is to Document the Extent to Which the Project’s Proposed Objectives/Outcomes Were Achieved. Funding Source Is Key Recipient. (Most Commonly Requested in Proposals/Business Plans.)

PAY-OFF/IMPACT EVALUATION Can Occur at “Formative” and *“Summative Stages”. Concerned With Finding Out Whether Project’s Achievement Are of VALUE. Value of Its Effects. (Useful to Wide Range of Audiences.)


Other Funding And Sustainability

What other funding sources are you pursuing?

How do you plan to ensure long-term sustainability?

Are you requesting funding for a pilot program?


Organizational InformationWho are you as an organization (can be drawn from Case Statement)?

Does your organization have unique characteristics that make it suitable for the funding requested ?

Does your organization or do you have a track record in this area? Explain why or why not?


Donor/Investor Cultivation/Solicitation

Turning

Suspects into

Prospectsinto

DONORS/INVESTORS


Building Donor/Investor Base: Analysis

• Learn who your donors/investors are and their psychographic characteristics (beliefs and values)

• Identify prospects from these data

• Invite current donors/investors to provide more capital, and invite prospects to contribute/invest


Building Donor/Investor Base: Analysis (cont’d)

• Use public education, media (free), brokered meetings, conferences, etc. to turn potential investors/contributors into prospects

• Use “new” fundraising strategies to turn those prospects into donors


Essentials in Major Capital Infusions

QualityQuantity

FrequencyContinuity

• Recognize that significant capital/contributions are only given a few times (or perhaps once) by a donor/investor

• A donor cannot afford to give assets on a yearly basis


Responsibilities of Development Officers/Fundraisers*

• Review the prospects’ relationship with your organization on a regular basis

• Plan with the appropriate “players” a cultivation strategy… one move at a time

• Encourage donor to remember organization in will

*In small nonprofits, executive directors may serve that role


Responsibilities of Development Officers/Fundraisers* (cont’d)

• Execute the cultivation plan

• Evaluate its impact and progress toward the significant gift

• Development Officers should enter the life of Major Gift Prospects frequently in a substantive way

*In small nonprofits, executive directors may serve that role


Background Initiatives

• Have Prospect serve on Nonprofit’s Committees

• Membership on Foundation Boards/Advisory Councils

• Ongoing communication pieces (annual reports, newsletters, brochures, etc.)

• Video presentations

• Receptions, dinners, athletic events

• Special invitations to Board meetings, organizational celebrations


Foreground Initiatives

• Personal interaction between staff and prospects/investors

• A personal visit with Executive Director, Board President

• Stewardship report about impact of last gift/investment

• Use of Prospects’ homes or businesses for meetings or receptions


Foreground Initiatives (cont’d)

• Enlist Prospects to help cultivate others

• Honor him/her through testimonials, awards etc.

• Send Prospects personal congratulations on birthdays, holidays, promotions, etc.

• Review case for support - - invite advice on process

• Involve Prospects in special events


Elements of Solicitation

• Research and Plan

• Getting the appointment

– letter set-up, phone call

• Rehearsing the call

• Face to Face visits

• Follow-up

• Confirm the commitment


Importance of Personal Visit

• Personal Visits – 70 % will give about 50% of the rated amount

• Telephone Calls– 25% will give about 25% of the asked amount

• Mailed requests– 2% will give gifts in the range of $10-$25

• Personalized mailed requests– 10% will give 2.5% of suggested amount


The “Ask”

• Introduction- Establishes common ground

• Interview- Listen, gather information about the Prospects’

interests- Discuss needs of organization to meet the

interests of prospects

• Summation- Present gift ranges and opportunities - Describe impact of gift on organization


Useful Expressions When Asking for the Gift

• “I believe…”

• “I support…”

• “I hope you will join me in supporting…”


What Solicitor/Investor Should Know About GOAL

• What the gift will accomplish

• Why it is important

• How much it will cost

• Types and sizes of gifts needed, and why

• Pledge period(s)

• Why it is urgent!


What Solicitor Should Know About PROSPECT

• Feelings toward the organization and objectives for giving/investing

• Financial capacity

• Basis for building awareness, knowledge, interest, and involvement in the objectives for funding


Sources of Information

• Information provided by nonprofit (from Donor/Venture Capitalist Analysis data)

• Personal knowledge of organization and of prospect

• Information from Prospect


Other Points

• Consider needs of the Donors/Investors/Prospects

• Avoid duty and obligation as a basis for appeal

• Allow time for consideration of request, asking is not a one-shot deal

• Make your own gift/investment first

• Ask for more than money, e.g., Input


Other Points (cont’d)

• Be prepared to help Prospects decide on amount to give/invest by citing:

– your own contribution

– investments of others

– average size of gifts/investments to date

– specific suggestions

– contribution options (i.e., equity stakes)

– pledge opportunities, etc.


Other Points (cont’d)

• Givers/Investors tend to be more interested in ideas/outcomes than in campaign requirements and deadlines

• Neither wealth, interest, or readiness are distributed evenly among prospects

• There is no super logic or formula that will compel a person to give

• People give from the heart, then from the head

• Listen as you “Ask”


Corporate Giving• Company Foundation

• Direct Corporate Giving/Investments—FACEBOOK Founder, Mark Zuckerberg’s $100 Million Gift (matching grant) to the Newark, New Jersey Public Schools—Background ??

• Marketing (Cause–Related)

• Research and Development

• Product Equipment Donations

• Company Volunteers (which may lead to a corporate donation)


Corporate Giving Trends

• Tied to Company Objectives

• Problem Focused: poverty, illiteracy, hunger, teenage pregnancy, education*

• Challenge Grants

• Reduction in Giving due to Mergers and Acquisitions

*Vouchers, private scholarships are currently popular


Foundations

• Must distribute some percentage of their assets as a matter of law (5% or more on an annual basis)

• Foundations may be: Independent, Company Sponsored, Community, and Operating Types


Foundations (cont’d)

• Foundations can be researched through:

Internet, Foundation Directories, etc., and all have published funding guidelines

• Most will request some form of proposal and will provide specific formats


Government Grants (Funding)

• Often, there are categorical areas of funding that continue over the long-term: alcohol and substance abuse, at-risk youth, child welfare, etc.

• Funding/grants are predicated on objectives of government administration: local, county, state, and federal


Government Grants (Funding) (cont’d)

• They are also predicated on current “whims/interests” of government CEO (Mayor, County Executive, Governor, President, and their key officers [cabinet officials])

- Faith-based funding

- Welfare reform

- Education reform

- Etc.


Special EventsCause Related Marketing

Social and Civic Entrepreneurship


Fundraising• Secret Gifts: + and/or –

• Hot Fundraising Causes– Education, Children’s Causes

• K-12, Community, Etc.• Post-Secondary

– Human Rights/Inequality/World Peace• Promotion of Democracy• Death Penalty Opposition• Homelessness, etc.

– Health/Environment• AIDS• Cancer• Immunization/Prevention, Etc.

– Aging• Alzheimer’s• Other Chronic Diseases of the Elderly


Fundraising (cont’d)

• Lukewarm to Cold Fundraising Causes– Arts??? (Except for targeted constituencies!)

• Museums• Operas• Repertory Theaters• Symphonies• Programs (Performing, Visual, Crafts, etc.)• Ballet Companies

– Response: Expand the user/donor base (Diversify!). Focus on staying within the budget like a laser beam!


Fundraising (Cont’d) Social/Civic Entrepreneurship


• Adopting a Mission to Create and Sustain Social Value---For-Profit, Nonprofit??

• Recognizing and Relentlessly Pursuing New Opportunities to Serve That Mission

• Engaging in a Process of Innovation, Adaptation, and Learning

• Exploring New Revenue Streams


Fundraising (Cont’d)

Social/Civic EntrepreneurshipFundraising (Cont’d)

Social/Civic Entrepreneurship

• Non-Profits: Creating For-Profit Social Ventures to Meet the Financial Needs of Their Organizations.

• For-Profits: Acting in a Socially Responsible Manner While Pursuing Profits

• Government: Operating Efficiently


Fundraising (Cont’d) Forces Behind Social/Civic

Entrepreneurship

Fundraising (Cont’d) Forces Behind Social/Civic

Entrepreneurship

Cycle of Fundraising and Distribution

Rise in Venture Philanthropy and Social Entrepreneurship

Scarcity of Federal Resources



Mission


Mission

• To Change Nonprofit Culture From Welfare–Oriented to Business–Oriented

? ? ? ?Pluses and Minuses?


The Case of the Opportunities and Industrialization Centers of Greater Milwaukee (OIC-GM)

The Case of the Opportunities and Industrialization Centers of Greater Milwaukee (OIC-GM)

• Mission: Job Training for the Urban Poor and Welfare to Work Programs (1965-2004, Closed for “Fraud”)

• Created for-profit businesses (1996-2001)

– Corn Roast

– Cellular Telephone Company – Equity Stake in Virgin Islands TV Station

– Housing Construction

– Pallet Company



Types of Social/Civic EntrepreneurshipBy Nonprofits (NPs)


Types of Social/Civic EntrepreneurshipBy Nonprofits (NPs)

• Cause-related Marketing Alliances – Raise $$ for NPs and

Increase Attractiveness of Corporate Products

• Affinity Programs – Corporations Allow NPs Improved Pricing on Products and Services

• Exclusive Agreements – Corporations Pay NPs for Captive Audience

• Selling of Space – Corporations Advertisements on NP Space/Vehicles

• Incentive Programs – Provide Equipment or Cash

• Sponsored Programs/Activities – Corporations Prepare Materials to Give to NPs

• Commercial Ventures Launched by Nonprofits – NPs Establish For-profit Businesses


Fundraising Types of Social/Civic Entrepreneurship

by Nonprofits (NPs) (Cont’d)

Fundraising Types of Social/Civic Entrepreneurship

by Nonprofits (NPs) (Cont’d)

• Cause-Related Marketing

NAACP – Transcontinental Communications

Metropolitan Opera – Chanel Perfume

• Affinity ProgramsColleges/Universities – VISA Credit Cards

National Baptists Convention, USA – Group Purchase of Insurance, Etc.

• Exclusive AgreementsMadison Wisconsin Public Schools – Coke Products

• Selling of SpaceCity of Milwaukee Transit – Miller Beer, Kenan-Flagler

• Commercial Ventures Launched by NonprofitsOpportunities Industrialization Centers – Milwaukee, WI – Pallet Company



Pluses of Social/Civic Entrepreneurship for NPs

• Potential to Recruit New Volunteers

• Raises Additional Revenue

• Increases of NPs Name Recognition

• Increase of Broader Support of NPs



Minuses of Social/Civic Entrepreneurship for NPs

• Nonprofit Left in Lurch After Social/Civic Entrepreneurship Is Over

• Social/Civic Entrepreneurship’s Erosion of Traditional Corporate Giving

• NPs Inability to Manage Process (e.g., no formal agreement for returns to NP, exaggerated claims by the corporation)

• Excessive Staff Time



• Other Fundraising Ventures.– The Sunbeam Corporation and the

AMA

• AMA “Climbed in Bed With Fleas”

• Caused AMA Leadership Restructuring

• Ethical Implications



– Venture Philanthropy

• Partnering With Funded Organizations

• Managing Risk

• Adopting Clear Performance Measures

• Using Longer Timelines

• Larger Investing in Organizations

• Allocating More Staff Time

• Linking Staff Compensation to Performance



– ROI (of Venture Capitalists) vs. SROI (Nonprofit)

• Utility of Venture Capital Strategies

• General Support for Nonprofits

• Foundation Objectives’ Applicability to ROI


Top Corporate Givers 2000-Pres. (% of Total Revenue BusinessWeek)

• Freeport-McMoRan---$21.7 million (.98)

• Corning--$29.0 million (.94)

• Avon Products--$49.3 million (.72)

• Computer Associates--$15.3 million (.49)

• General Mills--$49.3 million (.47)

walter c. farrell, jr. fundraising for nonprofits (overview of proposal preparation) sowo 883...

Documents

proposal contd proposal

proposal contd slide

written proposal

original proposal

proposal contd dont

organization slide

standard proposal sections

compliance slide