The Seven Keys to a Successful Major Gift Program

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The Seven Keys to a Successful Major Gift Program Veritus Group Page 1 The Seven Keys to a Successful Major Gift Program An article from Veritus Group to help you succeed at major gift fundraising. by Richard Perry and Jeff Schreifels Find more White Papers like this at www.VeritusGroup.com What you will learn 1. What are the attributes of a successful major gift program 2. How to evaluate a major gift program’s success 3. The key foundations for creating a great major gift program.

Transcript of The Seven Keys to a Successful Major Gift Program

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage1

TheSevenKeystoaSuccessfulMajorGiftProgram

AnarticlefromVeritusGrouptohelpyousucceedatmajorgiftfundraising. byRichardPerryandJeffSchreifelsFindmoreWhitePaperslikethisatwww.VeritusGroup.com

Whatyouwilllearn

1. Whataretheattributesofasuccessfulmajorgiftprogram

2. Howtoevaluateamajorgiftprogram’ssuccess

3. Thekeyfoundationsforcreatingagreatmajorgiftprogram.

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage2

eopleoftenaskuswhatwethinkmakesforareallygoodmajorgiftprogram.Sometimesthis

questioncomesfromtheirfrustrationwithhowthingsarecurrentlygoing.Oftenit’sabout

wantingtomaketheirprogrambetter.

InthisdocumentyouwilllearnsevenindispensablecategoriesofworkthatweatVeritusbelieveare

requiredforanymajorgiftprogramtobesuccessfulinraisingsignificantdollarsforprogram,retaining

donorsandprovidingmeaningfulandfulfillingworkformajorgiftofficers.Weadd“retainingdonors”

and“providingmeaningfulworkforMGOs”tothe“raisingmoney,”creatingalistthatwecalltheMajor

GiftValueTriad–becauseallthreeoftheseareimportantpartsofhavingasuccessfulmajorgift

program:

1. Raisingthemoneyisimportant,asweallknow.

2. Butretainingdonorsisequallyimportant.Weseemostmajorgiftfileslosingfrom40‐60%oftheir

valuefromyeartoyear,withmillionsofdollarssimplyvanishingintoair;sokeepingdonorsisa

criticalvaluetothemajorgifteffort.

3. Andprovidingmeaningfulandfulfillingemploymentisalsoacriticalvalue.Ifyouarekeepingthe

donorsandraisingthemoneybutnotvaluingyourMGO,there’stroubleahead.Thetenureofmost

MGOslastsjustovertwoyears,sowecan’tsaywe’velearnedmuchaboutstewardingthisimportant

humanresource.Andthere’sadirectconnectionbetweenlosingyourMGOandlosingdonors.

Sowiththatsaid,let’sexaminethefirstoftheseimportantSevenKeys.

Key #1: Attributes of the Ideal Major Gift Organization  

Itallstartswiththesethreecriticalelements–anabilitytoraisemoney(aby‐productofanon‐profitthat

isdoinggoodworkandadonatingpublicwhosupportsit);adeeplyheldbeliefthatdonorsarepartners,

notjustsourcesofcash(withastrongdesiretonurtureandretainthem);andabusinessenvironment

andculturethathonorsitsstaffandprovidesthemwithmeaningfulandfulfillingwork.

Ifyou’remissinganyofthesepoints,don’treadanymore.JuststartworkingongettingthisMajorGift

ValueTriadintoyourorganization.

Thenextcriticalareathattheidealmajorgiftorganizationhasisaclearunderstandingofthedifference

betweendirectmarketing,publicrelations,eventsandmajorgifts.

By“clearunderstanding”Imeanthattheleadersoftheorganizationhaveorganizedworkinamanner

thatrecognizesthatmajorgiftsisnotdirectmarketing,althoughattimesitmayusesomeDMstrategies;

isnotpublicrelations,althoughitwillseektopreserveandpromotethebrand;isnotevents,althoughat

timesitwilluseanevent(sparingly,please)torelatetocaseloaddonors;butitisaonetoone,very

personalstrategywherethesoleobjectiveistomatchadonor’sinterestsandpassionstotheneedsofthe

organization.

Therearesomanynon‐profitsthatdonothavethisright.Majorgiftsreportstothemanagerofdirect

marketing.Orpublicrelations,eventsandmajorgiftsarealllumpedintoonemanagementstructure.Or

P

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theeventsmanagerleadsthemajorgiftagenda.Crazythingslikethat.Justcrazy.Whydo

managers/leadersdothis?

Allthatcanbeconcludedisthatit’signorance–ignoranceaboutwhatamajorgiftprogramisandhowit

works.Ortheremaybeabiastowardssomeothermarketingandcommunicationprogramthatkeepsthe

majorgiftprogram“subordinate”toitsagendasandobjectives.Whateveritis,it’spurefoolishness–a

recipefordisasterandfailure.Majorgiftsshouldbeanentitybyitself,reportingdirectlytothe

Director/VPforDevelopment–evenifit’saonepersondepartment.ItshouldnothavePR,Events,

VolunteerManagement–anyofthosethings–mixedin.Itshouldbesolelydedicatedtomanaging,

nurturing,upgradingandrelatingtomajordonors.Period.

Whomakesupthemajorgiftteam?Professionalswhorelatetoindividualmajordonors;otherswho

relatetofoundations;giftedteammemberswhohandlecorporationsandbusinesses;andtalentthat

handlesotherinstitutionslikeothernon‐profits,churches,synagogues,parishes,socialserviceclubs,

etc.Allofthese“types”ofmajorgiftsourceshaveonethingincommon:theyrequireaone‐to‐one,

personalapproach.Thatiswhyweincludetheminthemajorgift“house.”Everythingelsebelongsin

anotherhouse–yes,ahouseonthesame“development”street–but,assuredly,adifferenthouse.

Manytimeswhenwepresentthisconcepttomanagementandleadership,agreatdealofangst,debate

anddownrightargumentsensue.It’salmostasthoughwe’vebeenpromotingfundraisingheresyand

shouldbebannedfromthediscipline.It’sonlywhenwecanshowhowmillionsofdollarsarelosteach

yearandhundreds,sometimesthousands,ofdonorsaregoingawayeachyearthatourvoicecanbeheard

asoneofreasonandpracticality.Ourrelationshiptodonorsisasacredtrust.Itisamysteriousand

mysticalthing.Itissomethingtobevaluedandtreasured.Believethis,andthentakestepstoalignyour

organizationsothatitcanproperlyandeffectivelyhousetheidealmajorgiftprogram.

Key #2: Make Sure You Have the Facts!   

Ialwaysliketostartanyendeavororanyplanwithfactgathering.Whatistrue?Whatisreal?Thoseare

importantquestionsbeforeyoujumpintoaction.Inmajorgifts,wegetsofocusedongettingthemoney

andreachingmanagementgoalsthatwehardlystoptofigureoutwhoweshouldberelatingto.“Fire!

Ready?Aim!”

Iknowthepressuretoreachyourmanagementgoalsisbearingdownonyou.Evenifitisn’t,youhave

thatinternalpressuretoachieve,toproveyouhavevalue,and,todogoodwork.Buthang

on!Stop!Analyzefirst.Whatistrue?Whatisreal?

AtVeritus,wespendagreatdealoftimetalkingaboutanalysisandhowimportantitisasthemajordriver

incaseloaddonorselectionandperformance.Whyisthissoimportant?Becausenotjustanydonoron

thecaseloadwilldo.Ifyou’regoingtohave,aswesuggest,150qualifieddonorsonyourcaseload,you’ll

needtostartwithatleastthreetimesthatnumberfromyourdonorfiletoqualifyacaseloadpooldownto

the150.And,ofallthedonorsonyourfile,youwillneedtoknowwhichonestoselect.Sohowdoyouget

towhatistrueandreal?Howdoyougettothefacts?Hereiswhatwethinkyouwillneedtodo:

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1. Lookatyourdonorfileandfindthosedonorswhoareconsistentlygiving$1,000+cumulativelyover

recentcalendaryears(donorsthinkcalendar,notfiscal)–atleastthecurrentyearplusthreepast

years.

2. Pairthatinformationtoanywealth/assetinformationyouhave,todeterminecapacity.

3. Organizethisinformationbytypesofdonors(individualdonors,foundations,

corporations/businesses,otherorganizations).

4. Selectrecenthighgivers(actualgiving)thathavehighcapacity.

5. Keepaneyeonrecently‐lapsedhighgiversthathavehighcapacity.

6. Putallthosedonorsthathavethehighestrecentgiving,plushighcapacity,ontoyourcaseloadpool

list.

7. Putthislistthroughaqualifyingprocesstoarriveatyourqualifiedpool.

ThisishowyougettothefactsaboutWHOtoputonacaseloadpoolwhichwillthenbeputthrougha

qualificationprocess.Then,wesuggest,onceyouhaveaqualifiedcaseload,youdothissameanalysiswith

thecaseloadeverymonthtokeepaneyeonhowthedonorsareperformingandwhatremedialstepsyou

shouldtakeinmanagingthecaseload.

Noticethatthiswholeprocessisaboutcontinuallycrunchingthedata.Why?Touncoverwhatis

happeningwithdonorsandthenuseTHATasyourguidetoactionandplanning.Tobesure,allofthis

analysisiscomplex,andittakestime.Butitisanimportantkeyforsuccessinmajorgiftfundraising.

There’stheoldaxiom,“factsarefriendly.”Andtheyare.Butsometimestheyarereallyhardtocomeby.

Ifyoupursuethemwithdisciplineandenergy,youwillfindthattheytrulyarethefriendspeoplesaythey

are.

Key #3: Do You Have the Right Moves?  

HaveyouheardoftheverycapableMGOwhoseeverydonoronhiscaseloadhasthesameinterestsand

passions?Soyouhearhimsaythatthere’snoneedtobediggingaroundformoreinformation,noneedto

createauniquemovesmanagementplanforeachdonor,because“alltheywanttodoishelp.”Well,of

course,alltheywanttodoishelp!Isn’tthatwhatgivingisallabout?

Butthisperson,whoissogoodinsomanyways,issolostonthispoint.AndsoaremanyotherMGOsin

toomanynon‐profitshereinNorthAmericaandEurope.That’swhythisKeyisabouthavingalltheright

“moves.”Becausehavingtherightstrategyspringsfromaclearunderstandingofthedonor’sinterests

andpassions.Ifyouwillsecurethatinformation,thenyoucanbeaboutDOINGtherightthingswiththe

donor.

Onceyourcaseloadisset,acontactplanshouldbecreatedforeverydonor–aplanthatisspecifictothem,

theirinterests,andtheirgivingpatterns.Ourphilosophyisthatamajordonorisonlyaskedonceortwice

duringayear,andthattheaskisbuttressedthroughouttheyearbyastreamofwhatwecall“touch

points.”Thesetouchpoints,aminimumofonepermonth(sometimesmore),includetacticssuchas:

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Areportfromthe“frontline”whichmatchestheirinterestsandassuresthedonorsthattheirgifthas

madeadifference.

Aninternalmemothataddressessomeproblemorsituationintheprogramareathatthedonor

wouldbeinterestedin.Thisgivesthedonoraninsider’sview.

Anappropriategift.

Invitationstospecialbriefings.

Anewspaperornewsmagazineclippingthateitherdescribesaproblemthatyouaredealingwith

and/ortalksabouttheorganization.

Acopyofanactualletterfromapersonhelpedbyyourorganization.

Invitationstovisitprogramsites.

Personalvisits.

Telephonecallsorpostcards.

AreportfromtheChronicleofPhilanthropythatsaysgivingisdown,etc.

Avideooraudioclipthateithershowsaproblemorshowsasolution.

Abirthdayoranniversarycard.

Abookthatdealswithcompassionorcaring.

Anotefromvariousleadersintheorganization.

Apictureofapersonthathasbeenhelpedintheirareaofinterestalongwithapost‐itnotefromthe

MGOthatsayssomethingtotheeffectof:“Here’sapictureofJoe–apersonyourgivinghashelpedin

theXarea”alongwithabriefprojectreport.

Ane‐mailthatgivesasuccessstoryorsetsupaproblem.

Anoteonthedonor’sFacebookwall(oncetheyhaveacceptedyouasafriend)thatreportsonwhat

theirgivingisdoing.

…andscoresofother“touches”thatshowthedonorsthatyouarepresentwiththeminthisrelationship,

thatyoucare,thatyounoticewhentheygive,thatyouareopentotheirquestionsandconcerns,andthat

thisrelationshipisaboutpartnership,NOTaneconomicexchange.Allofthesepredeterminedmoves

shouldstrategicallyservethreeobjectives:

1. Totellthedonorhowhisorhergivingismakingadifference.

2. Togivethedonoraninsider’sviewofwhatyouaredoing.

3. Toset‐uptheask.

Infact,wesuggestthatyoumakealistofallyourplannedmovesforeachdonorandplaceeachmoveinto

oneofthethreecategoriesabovetoseeifyouhaveenoughmovesforeachone.Andaskyourselfthe

followingquestions:

1. AmItellingthedonoroftenenoughthathisgivingismakingadifference?Howoftenistoo

often?OK,ifyoutoldhimeveryday,thatmightgettobealittlemuch.Buttwoorthreetimesa

monthinsimple,low‐costwaysmightbejustright.Itdoesn’tneedtobeafancytypewrittenletter–it

canbeahandwrittennote.Itcanbeapostcard–orane‐mail,whichcostsnothingbutyourtime.

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2. AmIgivingthedonoraninsider’sviewofwhatwearedoing?AmIlettingherknowhowtheproject

orprogramisgoing,goodandbadnews,howatechnicalapproachtotheproblemisworking,ornot

working?Insiderstuff.Notjusthigh‐levelblather,butrealdowninthetrenchesstuff.

3. AmIproperlysettinguptheask?Thisisaboutknowingwhereyouaregoing,asitrelatestothe

ask.Haveyoubeentalkingaboutaproblemthedonorisinterestedinsolvingoraddressing?Have

youbeendoingitformonths,sharinginfoonwhytheproblemorsituationneedstobedealtwith,

providingtechnicalinfoonthecausesandpossiblesolutions,andsharingthirdpartyopiniononwhat

theythinkandhowtodealwithit?Settinguptheaskisnotjustaonetimeevent–itisasequential

andlogicalprocessthatspansmanymonthsandbuilds.

Havingtherightmovesissocriticaltosuccessinmajorgifts,asitisinallrelationships.Youjustcan’tbe

thoughtlessinyourrelationshipswithyourboss,partner,spouse,subordinates,friends,etc.andexpect

themtobemeaningful.Weknowthis!Buttoooften,wejustputourhandsoutandgoforthemoney.

Whenyoustopandthinkaboutit,that’sprettyoffensive.Asweallknow,donorsarepartners,notsources

ofcash.Sotheydeserveathoughtfulandcaringapproachfromyou–astrategythatspringsfromtheir

interestsandpassions–onethatistailor‐madeforthemandhonorstheuniqueandwonderfulpeople

theyare.

Key #4: Develop Offers that Donors Want 

"Donorsareapproachingphilanthropyinacompletelydifferentway.Theyaremakingdecisionsmore

thoughtfully.Theirgiftsarefollowingtheirownintendedpurposes.Donorsareseekingareturnontheir

philanthropicinvestments.Andtheydesireanincreasedlevelofpersonalization.Organizations

embracingthischangeareclimbingamountainofsuccesswithzenith,whileothers,forcingtheirown

modelsontotheirdonors,arefightinginthefoothills."(FundraisingAnalyticsbyJoshuaM.Birkholz)

Itisafactthatdonorsarechanging.Theyareexpectingmoreintheirrelationshipswiththeirfavorite

charities.Gonearethedayswhenadonorjustblindlygiveswithoutrequiringaccountabilityand

informationrelatedtothatgiving.Thatiswhyforward‐thinkingnonprofitsarespendingmoretime

figuringouthowtodevelopoffersthatdonorswant.

Nowifyoudon’tthinkyouneedanyofferstopresenttothemajordonorsonyourcaseload,thenstop

reading–youareallset.ButifyouarelikemostMGOs,thisareaisaseriousproblem.Youhaveavery

goodprogram.Youhaveagroupofgreatmajordonorswhoareeagertohelp.Andyouhavenothingto

talktothemabout.OR,ifyoudo,itispackagedinsuchaweakwaythatitwillbedifficultforyouto

presentit.Ifthisdescribeswhatisgoingonwithyou,thenstaywithmewhilewegothroughhowtosolve

it.

First,let’sstartatthebeginning.Anon‐profitexiststoservehumankindthroughavarietyofprograms.

Therearedirectprogramcostsassociatedwiththeseefforts.Andthereareoverheadcosts–nasty

overheadcosts–atleastthat’showmanyofusthinkaboutthem.

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Thesumofallthesecostsequalsabudget.Forsakeofillustration,let’ssaythisbudgetis$1million.This

budgetisfundedthroughavarietyofmeans:somegovernmentgrants,somefoundationgrants,some

corporationgifts,someindividualcurrentgiftsandplannedgifts,etc.Forsakeofillustration,let’ssay

thereare10donorsourcecategorieswhogive$1milliontofundthebudget.Thisbudgetisdrawnupfor

organizationalpurposeswithorganizationalcategoriesandlabels.Thebroadcategoriesareprogramand

administration.

Again,forsakeofillustration,let’ssay$1millionisspentonthesumofthesecategoriesandforthe

programpartthereare10majorprogramcategorieswherewespend$700,000.Whatwehave,asaresult

ofthisexercise,is$1millioncominginfrom10majorsourcestofunda$1millionbudgetofwhich

$700,000isspentonprogramandtheremaining$300,000isspentonoverhead.Thereareseven

problemsthatcurrentlyexistwithinmostnon‐profitsasitrelatestobudgeting:

1. Thebudgetisdrawnupfororganizationalpurposes,notfordonors.Inthissense,thebudgetisnot

donor‐driven.Eventhoughthemajorityofthefundscomefromdonors,itisverydifficultforadonor

toseehowthe$1milliondividesdownintothe10programcategories.

2. Theprogrampartofthebudgetisunderstated,andthereforethefundraisersintheorganizationwill

befocusednotonraising$1million,but$700,000.Thiswillcausefinancialproblems.Whilethis

dynamicdoesNOToccurataconsciouslevel,becausethebudgetisorganizedthisway,thenetresult

isthatthefundraiseractuallyusestheprogramtargetof$700,000astheamounttoraise,ratherthan

thewholeamount.Thisjusthappensasanaturaloutcomeorresultofthestructurethathasbeenset

up.

3. Whileitisimportanttounderstandthedifferencebetweenoverheadanddirectprogramcosts,the

dangeristhatoverhead,overtime,willbeseenasanecessaryevilandnotasanintegralpartof

program.

4. Itisalmostimpossibleforfundraiserstorepresentwhattheorganizationdoesandquantifyit,

becausetheycannotgettothenumbers.Theresultofthisdynamicisthatdonorsarenotgiventhe

rightinformationthatwillmakethemsatisfieddonors.Anddissatisfieddonorsgoaway,whichis

why,inourworkonthemajorgiftprogramsaroundthecountry,wehaveuncoveredaverylargeand

dishearteningattritionofgooddonorsinmostmajorgiftfiles.

5. Itisdifficultforfundraiserstoraisefundsbecausethebudgetcannotbepresentedinwaysthatthe

donorrelatestoandsupports,i.e.,intermsofwhatisbeingdoneforpeople.

6. Becauseofthissituation,fundraisersanddonorswilltendtowanttofundprogramsthatareoutside

thebudget,causingevenmoreproblemsinternally.

7. Allofthiscreatesafinancialsituationthatyounger,moreinquisitiveandbusiness‐mindeddonorswill

findtroublingandsloppy,andtheorganizationrunstheriskoflosingsupportfromthisvery

importantandgrowingpublic.

Whilethesesevenpointsseemominousandmay,onthesurface,beoverlydramatic,thetruthisthatas

thecharitydonorpopulationbecomesyoungerandmoresophisticated,unlessthesesituationsare

addressed,manynon‐profitswillfacedifficultfinancialtimes.Why?Becausedonorswillwanttosee

thingstheirway,andtheywilldemandmoreaccountabilityforhowtheirmoneywasspent.Gonewillbe

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thedayswhenadonorjustgivesbecause“Itrustthem.”Theremaybetrust,buttheywillwanttoverify

howthingsoperateand,moreimportantly,theywillbethinkingaboutwhatyourorganizationdoesin

termsofitsendresult,notjustinaccountingterms.ThisiswhyatVerituswehavecreatedaprocessand

protocolcalledtheProgramSupportPortfolio(PSP).Wehavechosenthesewordsbecauseofthe

specialmeaningassignedtoeachword:

Program:Thisisstrictlyaboutprogram–CURRENTprogramtheorganizationdoesforpeopleinan

integratedmanner.Andthisviewgoesdowntothesmallestoperatingunit,sothatdonorscangrasp

andsupportwhatishappeningatthesmallestorganizationallevel.Wehavehighlightedtheword

currentheretoemphasizethatthePSPprogramisaboutexistingbudgetedprograms,notnew

programs.ThepurposeofthePSPprogramistohelpfundraisingandcommunicationpersonnel

securefundsforbudgetedprograms.

Support:Thisisalsoabouthowacurrentprogramissupported.AnditmeansthatALLthecostsare

included,bothdirectandoverhead.Italsomeansthatdonorssupportthetotalityoftheprogram,not

justonepartofit.Intheexampleearlier,itmeansthat$1millioniscovered,notjust$700,000.

Portfolio:Thereisabroadselectionofthingsadonorcansupportinthecurrentprogram.Itcould

bechildren,youth,youngadults,couples,seniors.Orthedonorcouldlookatitasdrugrehab,single

parentcare,childcare,jobtraining,spiritualwork,housing,feeding,etc.–anynumberofwaysto

help.ThedonorcouldalsolookatitasalloftheabovePLUSaspecificPLACEthatheorsheis

interestedin.Italsomeansthattherearedifferent“pricepoints”toanyandallcategoriesofhelp.So,

ifthedonorwantsa$1,000project,shecanfindit.Orifitis$10,000or$3million,shecanalsofind

it.

Wewanttohavea“portfolio”ofcurrentprogramopportunitiesadonorcanfund.Portfolioisdefined

as,“Agroupofpossibleinvestmentsadonorcanhaveinanareatheyareinterestedin.”Tobeclear,each

programforsupportintheportfoliocontainsfourcriticalelements:

1. Programcategory

2. Peoplegrouphelped

3. Location

4. Pricepoint

WemustbeabletoofferthedonoracurrentprogramtosupportthatmeetscriteriainEACHofthefour

areasabove.Why?Becausethatisthewaydonorsthink.Ifoneisabletogetadonortosaywhathis

interestis,hewould,moreoftenthannot,say,“Iwanttosupporttheeducation(ProgramCategory)

programforchildren(PeopleGroup)inNewark(Location).AndIamwillingtoparticipatewithyouat

thistimeatthe$50,000(PricePoint)level.”Thisiswhyweneedtohaveallofthesepointsofinformation

decided/determinedinadvance,sowecanpresentourtotalbudget($1million)inallthewaysthat

logicallyfallintothefourcriticalelementsmentionedabove.Thiswillresultinatrulydonor‐driven

budgetthatwillresultingainingfullsupportforwhattheorganizationwantstodoinaspecificarea.

Nowthereisalotofdetailonhowtoexecutethiswithyourfinanceandprogrampeople.Butitcanbe

done.Andtheresultwillbethatyouwillhaveafilefullofprojectpossibilitiestopresenttoyourdonors–

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projectsthatwillmatchwhotheyareandwhattheyareinterestedin.Thatwillkeepyourdonors

happy.Andweallknowthathappydonorswillstaywithyou.

Key #5: Turning Planned Giving into Strategic Giving  

Withtrillionsofdollarstransferringfromonegenerationtoanotherinthenextfewdecades,planned

givingisanimportantpartoftheidealmajorgiftorganization.Ifyoudon’thaveplannedgivingasa

centralpartofyourmajorgiftorganization,youmustputoneinplace,notonlytohelpyourgooddonors

inthecriticalplanningtheymustdointhisarea,butalsotosecureadditionalfunding.

WeatVeritusarefortunatetohaveacolleague,AnneNash,whospecializesinStrategicGiftDesignand

AssetBasedFundraising.Whilealotofgoodcanbesaidabouttraditionalplannedgivingstrategies,the

progressivenon‐profitisaddingstrategicgivingadvicetotheirportfolioofofferstodonors.Anne’s

conceptisabouthelpingaffluentmajordonorsstructuretotheirwealthnowforpartialdistributionwhile

theyareliving,sothatitcanbenefitthemeconomicallyandbringalotofjoyandfulfillmentaswell.

It’ssortofliketurbo‐chargingthedonor’sannualandlegacygiving.Inthisconcept,younotonlyengage

withthedonorandhisorherattorney,butoftenwiththedonor’sfamily,businessassociatesandadvisors

–infact,anyonewhoisorcouldbepartofthedonor’seconomiclandscape.Thisapproachtakesyoufar

beyondthetraditionalaskingandgivingmodelsand,usingtaxandfinancialplanningtools,helpsthe

donorthinkcreativelyabouthowtousetheassetstheyhaveandcontrolasacriticalpartoftheirgiving.

AnotherthingAnneisobsessedwithistheintersectionofmajorgiftsandplannedgiving.Let’sfaceit,

thesetwo“camps”areoftenmanagedseparately,competewitheachotherfor“credit”andgenerallydo

nottalktoeachother.It’slikeyourfamilydoctor,thegeneralpractitioner,notevertalkingtoorrelating

tothespecialist!Crazy.We’retalkingaboutONEdonorhere–onedonorwhohascashandassets,and

whoiscurrentlylivingbuteventuallywillpass.It’sonething,nottwo.Butweoftendon’tmanageitthat

way.That’swhyAnnefeelssostronglyabouthowthesetwocometogether,andwhythepassagebetween

themmustbenavigatedcarefully–sinceitispopulatedwithyourverybestdonorswhomustbetreated

withgreatcareandhavetheprofessionalattentionandinteractiontheyareaccustomedto.Sothefirst

criticalpointsinturningplannedgivingintostrategicgivingare:

1. Makesurethefunctionsofplannedgivingandmajorgivingaretotallyintegrated.Eliminatetheusual

competitionintheseareas.Treatthedonorasoneperson,nottwohalves.

2. EnhanceyourplannedgivingprogramwiththeStrategicGiftDesignandAssetBasedFundraising

approach.

Thereisonemorereasontobeefupyourplannedgivingeffortsbeyondthetwopointsabove.Yourgood

serviceinthisareawillalsoprotectsomeofyourmostvaluabledonorsfromabuse.Letmeexplain.

LisaGibbs,writingintheAugust2011issueofMoneyMagazine,tellsusthatseniorslostnearly$3billion

in2010tofinancialpredators.Shegoesontotellthestoryofhowalocalinsuranceagent“persuadedArt

Tener,79,aretiredautodealerservicescheduler,toroll$113,000insavingshehadinannuitiesintonew

deferredannuitiesthathandcuffedthemoneyforupto16yearsdespiteaterminalillnessthatdoctors

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saidmeantArthadlessthantwoyearstolive.”Art’ssonJim,52,said:“Insteadofenjoyingwhatturned

outtobethelastninemonthsofhislife,hedidn’thave$100tospare.”

Thearticlegoesontosay,“OneoutofeveryfiveolderAmericanshasbeensoldaninappropriate

investment,paidexcessivefeesforafinancialproductorservice,orbeenavictimoffraud,accordingtoa

2010studybytheInvestorProtectionTrust.”Letmebringthishometoyouinaverypersonalway.If

yourparentsarestillwithus,andelderly,askyourselfthislistofquestions(fromMoneyMagazine)which

aredesignedtodetermineiftheyareatriskofbeingdefraudedoutoftheirhardearnedmoney:

1. Dotheyownhighriskinvestmentssuchaspennystocks?

2. Dotheyvetthefinancialprostheyhire(say,checkingtheircredentialsordisciplinaryrecords)?

3. Havetheyattendeda“freelunch”seminar?

4. Havetheycalled800numbersinresponsetoadsofferingfreeinformation?

5. HavetheysignedupforaDoNotCalllist?

6. Dotheyreadtheirjunkmail?

7. Dotheyhaveaformalfinancialplaninplace?

8. Onfinancialdecisions,dotheylistentothelatesttipratherthanseekprofessionaladvice?

9. Havetheyrecentlyexperiencedafinancialsetback,seriousillness,deathinthefamilyoranotherlife

stress?

10. Dotheylivefarfromotherfamilymembersandnothaveawidecircleoflocalfriends?

Here’sthereasonIamincludingthetopicofabuseinthispost.Don’tthinkforonemomentthatevery

majordonoronyourfilehasavailabletothemtheservicesofadvisorsthatwillhelpthemnotonlyplan

butalsoavoidgettingtakenadvantage.Manydo.Butmanydonot.And,ifyouacceptAnne’spremisethat

majorgifts,whenholisticallyappliedtoyourgooddonors,includesALLtheadvicerelatedtothewealthof

anindividual,thenyouhavetoincludeinyourservicestodonorseverythingthatlooksatcurrentcash

andassets,futuredispositionofcashandassets,plansthatareinplaceorneedtobeputinplaceAND

protectionsagainstfraud.

Doesallofthissoundlikeyourdonorhasaverygoodfriendwatchingoutforeveryaspectoftheir

finances?Yes!That’sthepoint–apartnerwhowalkswiththem–andsomeonewhothinksholistically

aboutitall.Now,tobeclear,anMGOorPGOshouldnevertaketheplaceofalegalorprofessional

advisor.TheroleIamsuggestinghereisthatyouareagoodfriendwho,inessence,is“anothersetof

eyes”tomakesurethingsareinorderanddoneright.AlongwithAnneNash,ourgoodfriendand

colleague,DougMcDaniel,aplannedgivingguruwithTheSalvationArmy,hashelpedusunderstandthe

importantroleofplannedgivingintheorganization.Hisinputhashelpedframesomeofthequestionsyou

shouldaskyourselfwhenevaluatingyourprogram:

1. Areyouoperatingwiththerightphilosophy?Bythiswemeanaholisticapproachthattrulycaresfor

andservestheindividual,evenifitmeanshelpingthemgivetoorganizationsotherthanyours.

Includedinthisisaservicethatiswatchingoutforyourgooddonorsandmakingsuretheyarenot

victimsoffraud.

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage11

2. Doyouhavetherightprogramdesign?Besidesallthetraditionalplannedgivingmethodsand

approaches,doyouhaveinplaceaformofAnne’sStrategicGiftDesignandAssetBasedFundraising

approach?Andistheprogramtotallyintegratedwiththemajorgiftsprogram?Itmustbe!

3. Isyourcommunications/marketingplanstrategic?Doyouhaveacaseforsupportforplannedgiving

andregularconsistentmessaging?Doyouhavealeadgenerationandfollow‐upstrategythatactually

worksandiseffective?Mostplansweseeinthisareaarenoteffectiveanddonotwork.It’sno

wonderthatplannedgivingrevenueispracticallynon‐existent!

4. Doyouhaveawidearrayofgiftoptions?Therearesomanyofthem–youneedtobeabletooffer

alternativestoyourdonor.

5. Doyouhavetherightstaff?Selectingtherightstafforassigningtheplannedgivingfunctionsamong

staffiscritical.Evenexperiencedstaffneedongoingtraining,andentrylevelstaffwillneedmore.

6. Areyoumanagingproperly?Theprogrammustbemanagedtoassurebestpractices,toassure

integrationofeffort,toeliminatecompetitionbetweenMGOsandPGOs,andtomakesureeveryarea

ofplannedgivingisexecutedproperly.

7. Doyouhavecompetentandup‐to‐datetechnicalsupport?Someleveloflegalandtaxknowledgeina

narrowareaishelpfulwithinthestaffranks.Butwhatiscriticalisknowledgeofboundariesand

accesstoqualifiedexpertisewhenrequiredforparticularcases.

Ican’temphasizeenoughhowimportantitistomakesureyouarefollowingupinthisarea,bothforthe

revenueitcanbringtoyourgoodcause,andalsoforthegreatandneededserviceyoucanprovidetoyour

gooddonor.

Key #6: Treating Corporations and Foundations Just Like Individuals  

“Corporations,businessesandfoundationsareanentirelydifferentanimal,”theDevelopmentDirector

saidwithsolidconvictionandnoroomfordiscussion.Therewasnowayweweregoingtoconvincehim

ofadifferentpointofview.Wetriedtomakethepointthatcorporations,businesses,foundationsand

otherorganizations(placesofworship,otherNGOs,serviceorganizations,etc.)werereallynodifferent

thananindividualmajordonor,buthewouldnothearit.

Sohereisthecaseforourpointofview:whytheidealmajorgiftteammustmakeaconcertedeffortto

treattheseimportantsegmentsoftheupperendofyouractivedonorfile,namelycorporationsand

foundations,justlikeindividuals.

Manymajorgiftpeoplelookatorganizations(mycatch‐allwordforcorporations,businesses,foundations

andotherorgs)asthesemysterious,impenetrable,impersonalstructuresthatareverydifficulttotalkto

anddealwith.WeatVeritushavealwayslookedatthemaspeople,pureandsimple.Justpeople.Think

aboutit.Anorganizationisnothingmorethanagroupofindividuals.Ithasapersonality,asetofvalues

andawayofdoingthings–justlikeaperson.Wetendtofocusonthegrantmakingrulesofan

organization,ratherthanonthefactthatbehindthoserulesandprocessesareagroupofindividualswho

actuallyhavebloodrunningthroughtheirveins,feelingsintheirheartsandthoughtsandvaluesintheir

heads,justlikeeveryoneofthemajordonorindividualsonyourcaseload.Let’slookatthismoreclosely:

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage12

Acorporationhasasetofvalues,otherthanjustprofit,thatdriveitsneedtogivesomeofitsmoney

away.Thereisagrowingtrendamongprogressivebusinessestobemoresociallyresponsible.

Leadersarerealizingthatthereisaconnectionbetweentheircharitableinterestsandactivitiesand

theirreputationandprofit.Bottom‐line:asetofvaluesdrivescharitablegiving–justlikean

individual!

Afoundationwasfoundedbyeitheranindividualorabusinesstofundasetofinterestsandpassions

–justlikeanindividual.

Anorganization,whetherit’saplaceofworship,asocialclub,anothernon‐profit,etc.,wasorganized

topursueasetofinterestsandvalues–justlikeanindividual.

AsetoforganizationsshouldbeonacaseloadandmanagedbyanMGOusingthesamemetrics,moves

managementapproaches,performancereporting,etc.astheMGOmanagingacaseloadofindividuals.

Aswe’vesaidallalong,aneffectivemajorgiftprogramstartswiththeMGOidentifying,thenservingthe

interestsandpassionsofanindividual.Itisnodifferentwithanorganization!TheONLYthingthatis

differentistheprocessofsecuringthefunds.Everythingelseisthesame–includingreporting

requirements.Onthispointofreportingrequirements,itissointerestingthatnon‐profitfundraiserswill

agreetheyneedtoreportbacktoorganizationalfunderswithdiscipline,accuracyandtimeliness–but

thosesamepeoplewillnotsetupreporting‐backsystemsforindividualdonors.Andthentheywonder

whythousandsofdonorsgoawayandmillionsofdollarsarelosteachyear!

Sothekeythingwithanorganizationistofindoutwhatthoseinterestsandpassionsare,andthenfigure

outhowtoservethem.(Notethattheremaybeadifferentsetofinterestsandpassionsfordifferent

divisions,departmentsorofficesoftheorganization.)

Herearethestepsyoucantaketodeveloporimprovethisareaofyourmajorgiftprogram:

1. Makesurethatorganizationalfundraisersarepartofthemajorgiftteam.Theyshouldnotbeisolated

fromtheindividualMGOsormanagedbyadifferentdepartment.Theyshouldbeanintegralpartof

themajorgiftteam.

2. Getridofthenotionthatyouhavetogetstuffyandintellectualinhowyoutalktoorganization

representatives.Itistruethattheywillrequiremoreprocess,proofofoutcomes,budgets,statsand

othernumbersandfacts.Butdon’tgetawayfromthecorefactthatyou,throughyourorganization,

arechanginglivesand/ortheenvironment,andthatthatisthemostimportantthingthetwoofyou

canbedoingtogether.Thisalsomeansthatyourcommunication,inadditiontothebusinessand

processcontentrequirement,shouldhaveemotionalcontentaswell.Youneedtofindthatcommon

groundofsharedvalues,passionsandinterests,andthentalkaboutthosesharedinterestsandvalues

usingstoriestomakeyourpoint.

3. Findandconnecttothedecision‐makerintheorganization.ThismayrequirematchingupyourCEO

orprogramheadwiththatperson.

4. Discoverthematchbetweenyourprogramobjectivesandtheorganization’sinterestsand

values.Youreallycan’tmoveforwardwithoutthiscriticalinformation.Thekeyquestiontoansweris

this:Whatobjectiveistheorganizationtryingtoachievethroughtheircharitablegiving?

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage13

5. Prepareaproposalthatshowshowtheirinterestsandvaluesmatchyourprogramobjectives,andbe

suretomeettheproposal,documentationandduediligencerequirementstheyhave.

6. Besuretoincludehowlivesortheenvironmentwillbechangedasaresultoftheirgiving,andhow

theirobjectiveswillbemet.

Whilefundraisingfromorganizationscanbecomplex,theprocessreallyboilsdowntothesesimple

points.Followthem,togetherwiththerequirementsofthefundingorganization,andyouwillbe

successfulIFyoucansuccessfullyshowthematchofvaluesandtheachievementoftheirobjectives.

Remember,thereareplentyoffundstobehadfromthisimportantsource.Oneofourclientsraisesover

$10millionayearthroughtheeffortsoftwoMGOsdealingwitharelativelyshortlistof

organizations!Thesefolkshavefiguredoutthecodewe’veoutlinedhere.

Youcansecurefundsfromorganizations.Makeacommitmenttomanageandrelatetoallthe

organizationsonyourfilethesamewayyouhaveorganizedyourselftodealwithyourindividualmajor

donors.Anddon’tforgetthatanorganizationhasaheartandface.Lookforit!

Key #7: What You Get Done Matters! 

WewereshockedwhentheMGOclosedthedoorandtoldusabouthowhermanagerrelatedtoher.“No

oneeveraskedmeforagoalfortheyear,”shesaid.“Infact,Ididn’tevenhaveaworkplan.Myjob

descriptionwasvagueandgeneral.And–listentothis–mymanagerhardlyevercheckedintoseehow

thingsweregoing.”

Thatconversationhappenedquiteafewyearsago.Astimehasgoneon,wehavebecomelessshocked–

actuallynumbed–totherealitythatmanagementandaccountabilitydon’tseemtomattermuchinthe

fundraisingworld.Thatiswhythislastandfinalkeyoftheidealmajorgiftorganizationhastobethe

subjectofmanagementandaccountability.

Believeitornot,managementofaprocessandpeopleisasimportantasgettingthemoneyfor

program.However,youwouldneverknowitbylookingattheinnerworkingsofmanynon‐profits

today.Thereissolittlevalueplacedonsettinggoals,measuringprogressagainstthosegoalsandholding

peopleaccountabletodogoodandeffectivework.Thewholeissuecanbeextremelyfrustrating!

Wesitwithgoodfolkswhoaretryingtohelppeopleortheenvironmentthroughreallygoodprograms

andallwecanseeismoneybeinglost,laborbeingwasted,lazinessbeingrewarded,andalotofmindless

activitybeingtolerated.Sotheorganizationspiralsdown.Itissosad.Thatiswhythissubjectisso

important.Attimes,whenthesubjectofmanagementandaccountabilityisbroughtup,wecanseethe

defensivenessincrease,thebackstiffenandthatpreparationforconflictbegin.Allthisasifwewere

tryingtoactuallyruinsomeone’slifebysuggestingthatwhattheyaccomplishactuallymatters;thatwe

havearesponsibilitytoourdonorstousetheirmoneywisely,and,thatitisimportanttoknowweare

effective.

Let’sstopandthinkaboutthisforasecond.Weareallcertainlyintouchwiththatpartofourselvesthatis

unmotivatedandlazy–thepartthatwantstoplay–thepartthatisjustplainsickofworking–thepart

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage14

thatjustcan’tdosomeofthisjobaswellassomeoneelsecan–thepartthatistired,getsdiscouragedand

doesn’tknowhowtogoon.Weareallintouchwiththatpart.Wearealsointouchwiththefactthathow

wefeelaboutourselvesisdirectlyrelatedtoaconfluenceoftwothings:WHOweare(being)andWHAT

wegetdone(doing).Ifwehavethebeingpartright,butthedoingisoutofwhack,wecan’ttrulyloveand

respectourselves,whichmeanswe’renothappyandwewon’tdoverywellinalotofareasofourlives.

Youknowwhatthisislike.Youhavethenaggingfeelingthatthereisagapbetweenwhatisexpectedof

youandwhatyouareactuallydelivering.Thatgap–thatnastylittlegap–iswhatwilltearyoudown.

Thatisalsowhyitisimportantforakindandfriendlymanagementprocess(andperson)tocome

alongsideandgetridofthegap,sothatyouareperformingtoexpectations.WeatVeritushavenever

viewedmanagementandaccountabilityasapunitiveandnegativething,althoughmanymanagersuseit

thatway–totheirshameanddiscredit!Managementandaccountabilitysystemsandprocessesshouldbe

akind,honest,directwayofhelpingapersonmeetexpectations–theirownexpectations,andthe

expectationsofthegroup.

Whenmanagementandaccountabilityaredoneright,itisHELPFUL,notHURTFUL–andthatisa

beautifulthing!Anditisneeded.Why?Sothateverypersonontheteamdoeshisorherparttomeet

expectations–sothattheteamwillsucceed,andtheindividualpersonwillsucceed.Managementand

accountability,doneright,isanimportantkeyoftheidealmajorgiftorganizationbecause,withoutit,

leaderswillnotleadastheyshould,MGOswillnotperformastheyshould,andthefundsforprogramwill

notberaisedastheyshould.

Ourphilosophyandapproachtomanagementandaccountabilityisquitesimpleandiscoveredinthe

followingthreepoints:First,therehastobeaneconomicdestinationfortheteamandeachMGO.Callita

goal.Second,helpneedstobegiventoindividualMGOssothey:

…focusoncaseloadratherthanprospecting(noneallowed)–lovethedonoryouhave,nottheone

youmightpossiblyacquire.

…focusonretentionofdonorsfirst,thenupgrading.

…relatetodonorsoncaseloadasindividuals,ratherthanasclustersoragroup.

…keeplearninghowtodealwithobjectionsandproblems.

…keeplearninghowtostructureasksandproposals.

…value,understandandreportontheirperformanceinapositivemanner,notapunitiveone.

And,third,makesuremanagementreportinghappensinfiveareas:

1. Howthesamedonorslastyearareperformingthisyear.

2. Howthedonorsareperformingagainstindividualgoals.

3. Howmanyvisits,contactsandaskstheMGOismaking.

4. Reportonunusualgainsandlossesforanydonoronthecaseloadtomakesureothernumbersarenot

beingskewed.

5. HowtheMGOisperforming.

TheSevenKeystoaSuccessfulMajorGiftProgramVeritusGroupPage15

Justdothis,kindlyandpositively,andyouwillhavehappyandproductiveMGOs.Andweallknowthat

happyandproductiveMGOsequalshappydonors.Happydonorsmeansthatprogramsarefunded,which

iswhatweallsetouttodointhefirstplace!

InthisdocumentonThe7KeystoaSuccessfulMajorGiftProgramwehavetriedtoshowthatthe

entireeffortisnotjustaboutrevenuestreamsandstrategy.Itisalsoabouthowwethink,analyzeand

manage.Puttogether,the7Keysareapowerfulcombinationof“whatandhow”that,whenimplemented,

willgiveyouthesuccessyouaresearchingfor.

***

Veritus Group is a full-service mid and major gift consulting agency serving non-profits all over the world. We

help create, build and manage major gift and mid-level giving programs by combining donor-centered strategy

with solid management that is focused on accountability.

You can reach us on the Web at www.veritusgroup.com

or by contacting Jeff Schreifels at 267-254-2939 or [email protected].

More White Papers like these are available for free at www.veritusgroup.com/category/white-paper