1. AN
INTRODUCTION
TO
MAJOR
GIVING
FUNDRAISING
DAY
IN
NEW
YORK
JUNE
8
2012
Fundraising
Ÿ
Corporate
Social
Engagement
Ÿ
Digital
Ÿ Research
and
AnalyDcs
New
York
|
Atlanta
|
Boston
|
Washington,
D.C.
|
London

2. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Changing
Our
World
The
trusted
philanthropy
and
fundraising
consulDng
firm
to
the
world’s
leading
nonprofit
organizaDons,
private
foundaDons
and
philanthropists.
We
provide
counsel
to
nonprofits
around
the
world
–
Our
Firm
and
to
organizaDons
naDonwide
–
to
strengthen
business
operaDons
and
the
fundraising
that
fuels
their
programs.
Founded
in
1999
We
provide
counsel
to
corpora*ons,
philanthropies
and
An
Omnicom
Company
high
net
worth
individuals
to
structure
their
(NYSE:OMC)
grantmaking
programs
and
impact.
100+
professionals
We
extend
tradiDonal
fundraising
and
engagement
strategies
online
through
digital
communicaDon
and
Headquartered
in
New
York
City
fundraising
strategies.
with
offices
in
Atlanta,
Boston,
Washington
DC,
and
London
2
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3. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Four
areas
of
pracDce
FUNDRAISING
AND
DEVELOPMENT
PLANNING
annual
funds
&
major
gies
board
development
&
training
capital
campaigns
corporate
partnerships
feasibility
studies
foundaDon
relaDons
fundraising
program
design
market
entry
studies
outsourced
staffing
planned
giving
strategic
planning
ultra
high
net
worth
engagement
CORPORATE
SOCIAL
ENGAGEMENT
cause-­‐related
markeDng
employee
engagement
execuDve
engagement
facilitaDon
grants
management
interim
staffing
measurement
&
evaluaDon
nonprofit
partner
idenDficaDon
partner
management
program
implementaDon
signature
program
design
strategic
planning
DIGITAL
benchmarking
digital
strategy
email
and
online
markeDng
social
media
strategic
website
development
RESEARCH
AND
ANALYTICS
consDtuent
surveys
&
analysis
demographic
&
economic
projecDons
network
mapping
peer
analysis
predicDve
modeling
program
&
insDtuDonal
assessment
&
design
3
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4. An
IntroducDon
to
Major
Giving

5. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Today’s
conversaDon
• The
role
of
major
gies
• The
major
donor
conDnuum
• Strategic
objecDves
of
your
major
donor
program
• The
environment
our
major
donors
live
in…and
how
that
impacts
how
we
must
organize
ourselves
5
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6. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
What
is
the
role
of
major
gies
in
your
organizaDon?
• Revenue
diversificaDon
• Sustainable
support
• Provides
donors
the
opportunity
to
make
a
maximum
impact
through
their
philanthropy
• RetenDon
of
high
value,
but
lower
level
donors
• Drives
down
cost
raDo
of
fundraising
• Provides
access
to
new
communiDes
• Develops
a
pipeline
for
planned
giving
prospects
• Creates
relaDonships
to
turn
to
in
Dmes
of
parDcular
opportunity…or
crisis
• Can
leverage
addiDonal
private
support
• Sends
a
message
in
the
hallways
of
public
policy
6
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7. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
A
core
component
of
your
donor
pyramid
7
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8. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
So
let’s
just
first
get
some
basics
out
of
the
way
• Major
donors
are
generally
excited
by
goals,
not
by
need
• Therefore,
the
organizaDon
must
clearly
understand
an
organizaDon’s
goals
and
needs
• Donors
must
see
the
effect
of
your
programs
• Major
gies
are
built
on
relaDonships
with
the
organizaDon
• The
more
personalized
the
solicitaDon,
the
higher
the
level
of
response
– You
must
ask
and
you
must
close
8
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9. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
And
a
couple
of
pinalls
If
you
build
it…they
will
come
We’re
doing
good
work
They
won’t
Everyone
is
Bill
Gates
is
giving
away
a
lot
If
everyone
just
gave
a
of
money
dollar
Yes,
but
probably
not
to
you
It
would
take
forever
to
raise
$100
9
Fundraising
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10. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
But
let’s
back
up…what
successful
fundraising
requires
Whether
good
Dmes
or
all
nonprofits
must
focus
on
bad…small
or
large…
these
four
fundamentals.
FUNDAMENTALS
OF
FUNDRAISING
SUCCESS
CASE
LEADERSHIP
PROSPECTS
PLAN
10
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11. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
…what
successful
major
donor
fundraising
requires
• A
long
Dme
horizon
for
success
– CulDvaDon
and
solicitaDon
is
a
lengthy
process
• Major
donors
must
be
brought
into
involvement
with
an
organizaDon
– It
is
about
engagement,
not
money
• People
respond
based
on
who
is
asking
– CharismaDc,
personable
people
trump
case…people
give
to
people
• You
must
ask
in
order
to
receive
– Asking
doesn’t
cost
anything
– Have
fall
back
strategies
11
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12. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
The
major
donor
conDnuum
IdenDfy
Research/Rate
PrioriDze
Assign
Prepare
Ask
Follow-­‐up
Close
Thank
Sustain
12
Fundraising
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13. To
move
major
donors
along
this
conDnuum,
we
must
first
recognize
the
world
they
(and
we)
live
in.

14. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
MONEY
IN
Charitable
Giving
by
Source
Sector
Distribu*on
of
Giving:
Percentage
of
the
total
by
5-­‐year
spans
2010
-­‐-­‐
$290.89
billion
1979-­‐2010
Giving
USA
14
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and
AnalyDcs
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15. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
MONEY
OUT
Charitable
Giving
by
Source
Infla*on-­‐Adjusted
Giving
by
Source
in
5-­‐Year
Spans
2010
-­‐-­‐
$290.89
billion
1969-­‐2008
($
billion)
-­‐-­‐
$7.3
trillion
in
40
years
1800
1600
1400
1200
1000
Billions
800
600
400
200
0
Corporate
FoundaDon
Bequest
Individual
Giving
USA
15
Fundraising
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Corporate
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Engagement
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and
AnalyDcs
ChangingOurWorld.com

16. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
MONEY
UP
AND
MONEY
DOWN
Total
Giving
Giving
USA
16
Fundraising
Ÿ
Corporate
Social
Engagement
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and
AnalyDcs
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17. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
BUT
MONEY
FAIRLY
PREDICTABLE
Giving
USA
17
Fundraising
Ÿ
Corporate
Social
Engagement
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Ÿ Research
and
AnalyDcs
ChangingOurWorld.com

18. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
AND
PHILANTHROPY
BOUNCES
BACK
8
6
4
2
0
-­‐2
-­‐4
1970-­‐71
1980-­‐81
1991-­‐92
2002-­‐2003
2009-­‐2010
Philanthropy
Last
Year
of
Recession
Philanthropy
First
Year
of
Recovery
Giving
USA
18
Fundraising
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Corporate
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and
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19. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
AT
THE
SAME
TIME…
Growth
in
the
number
of
501(c)(3)
public
chari*es
Giving
USA
19
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20. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
AND
THIS
IS
A
PROBLEM
BECAUSE…
Registered
nonprofits
and
growth
in
giving
Growth
1997-­‐2010
1970-­‐2010
300%
259%
1,700,000
250
250%
240
1,600,000
230
208%
Charitable
Giving
(in
$billions)
1,500,000
220
200%
Number
of
Nonprofits
210
1,400,000
200
150%
1,300,000
190
1,200,000
180
100%
170
1,100,000
160
1,000,000
150
50%
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
Number
of
Nonprofits
Filing
990
Charitable
Giving
0%
Number
of
Public
Value
of
Giving
Giving
USA
ChariDes
Dollars
20
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21. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
This com petition
is affec ting the
w ay major
don ors give…
and it’s but one
change they are
cop ing with
21
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22. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
Number
of
Nonprofit/Philanthropy
Ar*cles
Wall
Street
Journal,
New
York
Times,
Washington
Post
18000
Are nonprofits going in the right
16000
direction or the wrong direction?
14000
40
12000
35
10000
30
8000
25
6000
20 4000
15 2000
18-24 25-29 30-39 40-49 50-64 65+
0
1970-75 1980-85 1990-95 2000-05
Right Direction Wrong Direction
Harris
InteracDve
22
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23. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
23
Fundraising
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Corporate
Social
Engagement
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and
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24. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
Campden/Changing
Our
World
Report
24
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Engagement
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25. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
5.
GEOGRAPHY
IS
LOCAL
25
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26. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
5.
GEOGRAPHY
IS
LOCAL
6.
IMPACT
IS
NON-­‐NEGOTIABLE
BNP
Paribas/Campden
Research/Changing
Our
World
Family
Philanthropy
Survey
26
Fundraising
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Corporate
Social
Engagement
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and
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ChangingOurWorld.com

27. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
5.
GEOGRAPHY
IS
LOCAL
6.
IMPACT
IS
NON-­‐NEGOTIABLE
7.
COLLABORATION
IS
ASCENDANT
BNP
Paribas/Campden
Research/Changing
Our
World
Family
Philanthropy
Survey
27
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28. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
5.
GEOGRAPHY
IS
LOCAL
6.
IMPACT
IS
NON-­‐NEGOTIABLE
7.
COLLABORATION
IS
ASCENDANT
8.
WEALTH
IS
CHANGING
The
base
of
the
top
quinDle
of
minority
incomes
will
rise
by
30%
in
the
next
10
years
in
inflaDon
adjusted
terms.
BNP
Paribas/Campden
Research/Changing
Our
World
Family
Philanthropy
Survey
28
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Corporate
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29. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
5.
GEOGRAPHY
IS
LOCAL
6.
IMPACT
IS
NON-­‐NEGOTIABLE
7.
COLLABORATION
IS
ASCENDANT
8.
WEALTH
IS
CHANGING
9.
AND
CHANGING
%
Of
Top
Wealth
Holders
with
Gross
Assets
of
$1.5
Million
or
More
(2004)
1.2
million
women
$4.6
trillion
in
Female
wealth
43%
Male
41%
of
wealth
57%
McKinsey
Global
InsDtute
29
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30. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
1.
COMPETITION
IS
INTENSE
2.
TRUST
IS
FRAGILE
3.
PHILANTHROPY
EXPECTS
ENGAGEMENT
4.
PEERS
LEAD
5.
GEOGRAPHY
IS
LOCAL
6.
IMPACT
IS
NON-­‐NEGOTIABLE
7.
COLLABORATION
IS
ASCENDANT
8.
WEALTH
IS
CHANGING
9.
AND
CHANGING
10.
AND
CHANGING
The
rate
of
increase
in
the
number
of
foreign
born
workers
earning
$100,000
or
more
has
exceeded
US
naDve
workers
in
these
regions
of
origin.
McKinsey
Global
InsDtute
30
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31. Why
does
all
this
mauer?

32. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Because
the
nature
of
major
donor
philanthropy
is
changing,
so
must
the
nature
of
major
donor
fundraising
strategies.
32
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33. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
33
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34. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
34
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35. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Developing
a
major
donor
case
for
support
• Need
is
a
given
• What
is
your
soluDon?
• What
is
your
approach?
Drae
a
2-­‐3
page
case
for
support
that
asks
and
• What
will
this
achieve?
answers
the
quesDons
major
donors
will
ask:
• How
do
you/will
you
measure
your
results?
-­‐ Why
should
this
project
be
important
to
me/
my
company/my
foundaDon?
• How
is
it
sustainable?
-­‐ Are
the
outcomes
important
enough
to
create
a
sense
of
urgency?
-­‐ How
much
money
is
really
needed?
35
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36. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Different
donors
will
have
different
value
proposiDons
Communitarian
Devout
Investor
Socialite
Repayer
Altruist
Dynast
Seven
Faces
of
Philanthropy
Individuals
give
for
various
reasons…be
aware
of
why
your
donors
are
giving.
36
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37. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Prospect
PrioriDzaDon:
Top
Down,
Inside
Out
• Major
gies
set
a
level
toward
which
other
prospects
can
aspire
UlDmate
Prospects
• Solicitors
are
more
likely
to
be
successful
with
high-­‐potenDal,
Next
Tier
close-­‐in
prospects…
and
success
Prospects
breeds
confidence
which
leads
to
conDnued
success
• ConsideraDon
should
be
given
to
IniDal
Sphere
of
proper
sequencing
of
solicitaDons…
Influence
e.g.
will
a
gie
made
first
by
Donor
A
be
helpful
in
soliciDng
a
gie
from
Donor
B?
37
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38. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Finding
major
donors
38
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39. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
And
then
network…
• Be
upfront
and
emphasize
that
the
best
prospects
are
major
donor
and
volunteer
contacts.
Access
is
important;
ask
current
donors
to
facilitate
introducDons
to
individuals
within
their
circles.
• Focus
donors’
auenDon
by
providing
a
list
of
current
or
lapsed
donors
in
their
area
(pull
by
zip
code)
for
their
review.
• Create
separate
prospect
and
suspect
lists.
Keeping
two
lists
will
allow
you
to
include
their
suggesDons,
while
you
focus
auenDon
on
the
best
names.
Research
both
prospects
and
suspects.
• Turn
donors
into
volunteers;
you
become
a
fundraising
coach.
39
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40. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
The
donor
engagement
cycle
POINT
OF
ENTRY
Solicit
Gi` Thank
&
Steward
visits,
leuers,
project
updates,
invitaDons
Employ
Strategy
special
invitaDons
and
updates;
note
from
leadership;
mail
clippings;
addiDonal
visit;
etc.
Develop
Donor-­‐Specific
Cul*va*on
Visit
Strategy learn
&
educate
What
will
we
ask
for?
What
do
we
need
to
give
this
donor?
How
will
we
prepare
this
donor
for
the
ask?
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41. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Develop
and
engage
leaders
• Engage
your
Board
– Now
more
than
ever
you
must
ensure
that
the
Board
is
proacDve
and
involved
• Communicate
regularly
regarding
your
finances
• Use
their
skill
sets
–
this
is
a
good
Dme
to
get
them
more
engaged
• Rally
the
champions
• Ask
them
to
acDvely
parDcipate
in
prospect
idenDficaDon/culDvaDon
and
solicitaDon
• Set
an
example
of
generosity
• UDlize
their
professional
and
personal
networks
• Revisit
your
by
laws-­‐
who
is
engaged?
Who
is
not?
• Diversify
your
Leadership
• Expand/change
your
board
to
include
various
skill
sets
and
networks
• Thank,
Thank,
Thank
• Remember
that
…
charismaDc
people
usually
trump
strong
cases
41
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42. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Develop
a
plan
• There
is
much
to
be
done…
– Develop
a
comprehensive,
well
thought
out
development
plan
that
takes
into
consideraDon
and
includes:
• RealisDc
fundraising
goals
• Segmented
annual
appeal
schedules
• Major
gie
culDvaDon
and
solicitaDon
objecDves
• Segmented
stewardship
acDviDes
• Integrated
online
campaigns
• Corporate
and
foundaDon
outreach
objecDves
• Planned/estate
giving
efforts
• Internal
checkpoints
and
strategy
meeDngs
with
staff,
leadership
and
volunteer
commiuees
42
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43. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
The
best
thing
you
can
do
• IdenDfy
who
your
top
25
prospects
are
− More
resources?
What
about
your
next
25?
Your
next
50?
• What
do
you
want
your
relaDonship
with
that
donor
to
look
like
in
the
long-­‐
term?
• If
you’re
going
to
get
there,
what
needs
to
happen
in
the
short-­‐term?
• What
are
the
next
three
things
that
need
to
happen?
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44. The
experDse
to
do
it
right.
The
passion
to
see
it
through.
Sample
prospect
plan
Donor
Name
&
ID
Kevin,
56485324
DescripDon
Really
nice
person
with
a
lot
of
money
First
$25
response
to
acquisiDon
mailing,
11/2008
Largest
$500
response
to
‘close
the
year’
mailing,
12/2010
Gie
history
Latest
$1000
aeer
auending
open
house,
5/2011
Cum
7
gies
totaling
$6,500
Last
acDon
Sent
Kevin
latest
newsleuer
with
a
handwriuen
note
from
Bill
RelaDonship
manager
Bill
Lead
donor
contact
To
establish
(Amy,
board
chair)
Long-­‐term
objecDve
Secure
mulD-­‐year
commitment
to
upcoming
campaign;
access
Kevin’s
networks
Short-­‐term
objecDve
TransiDon
Kevin
to
sustained,
annual
major
donor
1. Invite
Kevin
to
Center
for
a
tour
and
non-­‐solicitaDon
lunch
with
the
ExecuDve
Director
Next
three
steps
2. Send
birthday
card
on
July
3
3. Invite
to
leadership
circle
stewardship
event
as
guest
of
Amy
and
the
ED
44
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45. THANK
YOU
For
more
informaDon,
please
contact:
Kieran
Wilson,
MarkeDng
Director
kwilson@changingourworld.com
|
646.264.2622