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    The Fundraising Series: Book 3 - Guidance For The New Nonprofit
    The Fundraising Series: Book 3 - Guidance For The New Nonprofit
    The Fundraising Series: Book 3 - Guidance For The New Nonprofit
    Ebook120 pages1 hour

    The Fundraising Series: Book 3 - Guidance For The New Nonprofit

    By Henry D. (Hank) Lewis

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    About this ebook

    This book – this entire series – is written and intended for nonprofit board members, staff and volunteers to help them understand what real nonprofit fundraising is all about ... and what it’s not.
    It is the author’s intention to address some of the most common questions raised by board members, staff and volunteers.

    LanguageEnglish
    PublisherHenry D. (Hank) Lewis
    Release dateAug 10, 2012
    ISBN9781476081427
    The Fundraising Series: Book 3 - Guidance For The New Nonprofit
    Author

    Henry D. (Hank) Lewis

    Henry D. (Hank) Lewis, MA, CFRMPresident, Development Consultant AssociatesMr. Lewis is a Board and Leadership Development, Capital Campaign, Bequest Program and Major Gifts specialist, with expertise in analysis and structuring of development programs.He has designed and counseled programs for educational, health care, cultural, advocacy and religion-based organizations.Prior to creating DCA, in 1983, he directed capital campaigns for a California based counseling firm, and served as Senior Vice President for a full-service firm in New Jersey.A selection of those institutions/organizations to which he has provided counsel is: Fordham University, The Florida Orchestra, Cheshire Home for disabled young Adults, the New Jersey Symphony Orchestra, University of St. Thomas, Virginia Military Institute, Texas A & M University, the Episcopal Diocese of New York, Essex County (NJ) Court Appointed Special Advocates, Adelphi University, the National Jewish Democratic Council, Americans for Democratic Action, Alliance for Justice and Disabled American Veterans.Mr. Lewis has served on the national Curriculum and Diversity Committees of the Association of Fundraising Professionals (AFP); he has Chaired the AFP-DC Chapter's Certification Committee, and served on the Board of that Chapter. He was a Board Member of the AFP-NJ Chapter, chaired their Certification Program, and was Program Chair for the 1998 New Jersey Conference on Philanthropy. He also coordinated the Chapter's Mentor Program and sat on its Ethics Committee.He has taught Fund Raising Ethics, Donor Motivation, Major Gift Fund Raising and Capital Campaigns at Kean University in New Jersey; Major Gift Fund Raising, and Motivating the Individual and Corporate Donor at the Support Center of Washington; “fundraising 101” at the University of the District of Columbia; classes in Major Gift Fundraising and Preparing for Capital Campaigns at the Center For Nonprofit Advancement (formerly the Washington Council of Agencies); and, classes for the Maryland Association of Nonprofit Organizations (MANO) and the Community Foundation of the Eastern Shore (Maryland) in Major Gifts Fundraising, Cultivating the Major Donor and Capital Campaign Preparation.He is Past President of the Washington, DC Consultants Consortium; created and edited the weekly newsletter, the “Major Gifts Review” on Charity Channel; served on the Charity Channel Advisory Board; and, served as a Trustee for the Alumni Association of the Bronx High School of Science.Mr. Lewis has a masters degree and a 1977 Certificate from the Adelphi University Fund Raising Management Program, and held the designation of Certified Fund Raising Executive (CFRE) for twenty years.

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      Book preview

      The Fundraising Series - Henry D. (Hank) Lewis

      Table of Contents

      Introduction

      Section I – Fundraising Leadership

      Chapt 1 Fundraising For New Nonprofits

      Chapt 2 The Board … And Fundraising

      Chapt 3 Give, Get Or Get Off !!

      Chapt 4 Major Donor On The Board

      Chapt 5 Directors Vs. Trustees

      Chapt 6 Who Is Responsible For Fundraising At An NPO

      Chapt 7 Fundraising And The NPO Staff

      Chapt 8 Advisory Boards

      Chapt 9 Creating An Advisory Council

      Chapt 10 Honorary Board Members

      Chapt 11 Executive Director, Deputy Director & Founders

      Chapt 12 The New Executive Director And Fundraising

      Section II – The Development Office

      Chapt 13 Does Your NPO Need A DOD ?

      Chapt 14 Staffing The Dev Office

      Chapt 15 A DOD Who Isn't

      Chapt 16 A Salary Question

      Chapt 17 Evaluating A New Development Officer

      Chapt 18 Not All Of A Development Officer’s Knowledge Is Portable

      Section III – The Development Process

      Chapt 19 You Can’t Just Ask For Money

      Chapt 20 If You Don't Ask

      Chapt 21 Direct Mail And Donor Acquisition

      Chapt 22 Designing An Ask Package

      Chapt 23 Deleting Names

      Chapt 24 Asking For The Smaller Gifts

      Chapt 25 Corporate Solicitation – Not for Every Nonprofit

      Chapt 26 Corporate Solicitation – The Process

      Chapt 27 What Do They Do With My Contributions??

      Chapt 28 Publications As Development

      Chapt 29 Thoughts On Donor Recognition

      Chapt 30 Donor Recognition Vs. Donor Privacy

      Chapt 31 Philanthropy - Misused

      Chapt 32 Can A Donor Demand Her Money Back?

      Chapt 33 Outsourcing Prospect Research

      Section IV -- Planning

      Chapt 34 What Is A Development Plan

      Chapt 35 Planning To Ensure … Survival

      Chapt 36 How Much Should We Increase Our Goal

      Chapt 37 The Feasibility Study Is Obsolete

      Chapt 38 Another Reason/No Feasibility Studies

      Chapt 39 The Planning Study

      Chapt 40 Looking Back

      Chapt 41 Looking Forward

      Section V -- Consultants, Fund Raisers & Advisors

      Chapt 42 Who/What Is A Consultant

      Chapt 43 Professional Fund Raisers ... Fees

      Chapt 44 Fundraising Professional vs. Fund Raiser

      Chapt 45 How Do You Pay A Fund Raiser?

      Chapt 46 Corp. Fundraising Consultants

      Chapt 47 Financial Advisers And The NPO

      Chapt 48 Consultants & Credibility

      Introduction

      This book – this entire series – is written and intended for nonprofit board members, staff and volunteers to help them understand what nonprofit fundraising is all about … and what it’s not.

      It is also the author’s intention to address some of the most common questions raised by board members, staff and volunteers. And we’ve tried to present this information as if we were sitting face-to-face. We hope you enjoy the conversation.

      We know, from over 30 years of providing fundraising counsel to nonprofit organizations, that long-term survival and effectiveness of nonprofits can be put at risk by inadequate knowledge and/or misconceptions about fundraising.

      Two distinctions that we make (fairly often) is that fundraising and development are not the same thing, nor is a professional fundraiser the same thing as a fundraising professional, and we emphasize the need to understand the differences.

      Some of what we have to say may surprise you. But, by the time you’ve finished reading this book, we hope to have helped you focus on what’s going to make a difference in your future fundraising efforts.

      Return To Table of Contents

      = = = = = = =

      Section I – Fundraising Leadership

      Chapter One

      -----

      How Do New Nonprofits, Without A Funding

      History, Raise Money?

      It is widely accepted, in the nonprofit sector, that new organizations have a responsibility to the sector and to society to prove themselves viable before looking to raise funds from (too far) outside of the founding group.

      Just because an organization may have a valid purpose, and may come to serve a real need in society, doesn't mean that it is viable. The broader community should not be asked to fund a start-up until the founders have proven that the NPO can-and-will survive.

      Many organizations, even those with a lot of potential, just don't know where to begin.

      The biggest mistake most new NPOs make is the assumption/belief that, because they want to do wonderful things, everyone (read: gov't, corporations, foundations and rich people) will want to give them money.

      An NPO must prove itself -- prove it can do what it says it can, prove it can be fiscally responsible, prove it is actually needed -- before gov't, corps and fndns will be willing to invest in it.

      If a group of founders can't or won't (financially) support, and get those people close to them to support their own organization, why would any individual or foundation want to risk their resources on an organization that’s not proved its viability?

      There have been too many organizations where the founders have bragged about giving of their time, effort and heart; but they steadfastly refuse to commit their own funds.

      That is the stage in the life cycle of an NPO where they are most likely to fail -- where they (the founders) won't give, but expect others to support what they consider important !!??

      Of course (he says with tongue-in-cheek), that leaves rich people, and all new NPOs think that Bill Gates is going to send them a check -- all they'll have to do is write him a letter, then watch the mail.

      Hey, don't hold your breath on that one.

      The key factors that impact whether or not you can get money from rich people are:

      1. Access to those people;

      2. Determining how getting them to give to your organization will satisfy their needs; and,

      3. Getting them to understand that !!

      If you have personal relationships with the wealthy, then it'll be easy for you to pick up the phone, make an appointment to go see your friend, and begin the process of getting him/her to want to write that big check. The same if you know someone who has those connections and can/will do that for you.

      Failing all that, it comes down to the hard realization that, if you don't know someone with an in, you must rely on the tried and true methods for obtaining that initial funding.

      If you can't rely on outsiders (the gov't, corps, foundations and the wealthy), it's up to the insiders to make it happen.

      For each new nonprofit, the specifics may be different, but the general circumstances are pretty much the same. There must be an understanding that if the people who created the new nonprofit won't give of their own resources (to the extent they can) then why would/should anyone else ??

      Once that is understood, you, the founders of that new NPO, must take an inventory -- which of

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