Author: Guest Posters

1. Using Statistics Accurately/Effectively in Your Grant Proposals
by Jayme Sokolow

Statistics in grant proposal can be used or abused. However, there are steps you can take to use numbers accurately, and in ways that promote understanding.

As Darrel Huff has argued in his hilarious classic, How to Lie with Statistics (1954), now back in print, the “secret language of statistics, so appealing in a fact-minded culture, is employed to sensationalize, inflate, confuse, and oversimplify.”

To study the lively art of statistical misuse and manipulation, I recommend that you visit the Web site of the Statistical Assessment Service (www.stats.org), a nonprofit organization that examines the ways in which quantitative research is used by the media. According to STATS, statistical confusion and inaccuracy are thriving in the United States.

In a grant proposal, however, numbers serve one purpose – to help convince reviewers that we are best qualified to be awarded a contract. In other words, proposal statistics primarily function as part of a persuasive argument to demonstrate that we are highly experienced and qualified.

Numbers augment our authority and expertise by making us appear “scientific,” rigorous, and credible, whether those numbers are real, false, or misleading !!

There are two ways of using numbers in proposals that should be avoided. First, as Huff has argued, non-randomized and small samples are the two most common causes for statistical inaccuracy; and, in large data sets, mistaking correlation for cause is a frequent error.

To avoid those common errors, you should take pains to accurately describe your samples, and you should be extremely cautious about drawing conclusions that are not supported by the data.

It would be of great help to your proposals to make accurate pictorial and numerical representations of your data a top priority.

The best approach to win the confidence of reviewers and construct more compelling arguments in your proposal, is to use numbers clearly, accurately … and with a strong sense of caution.

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Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
helps nonprofit organizations develop
successful proposals to government agencies
Contact Jayme Sokolow..
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Look for Jayme’s ebook on
Finding & Getting Federal Government Grants.
It’s part of
The Fundraising Series of ebooks
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
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2. Introduction To Planned Giving – Part Two
by John Elbare

Last Week I said that, “Most planned gifts are easy to understand, easy to explain to donors, and easy to set up.”

Now you might say, “That’s all good, but I just don’t have time for planned giving.” If you go that route, you will be leaving a huge amount of money on the table, money that may very well go to some other organization.

Planned gifts tend to be very large. They average about $50,000 each. For many donors, over 90% of their lifetime giving will be donated from their estates. Why miss out on that?

Why go through all that hard work of acquiring new donors, cultivating them into loyal annual donors, and then failing to ask for the big payoff? If you do not have the time to do that, your time is not being well spent.

Often the “ask” for a planned gift is simple and straight-forward. You are simply suggesting to your most loyal dedicated donors that they consider an end-of-life gift. Many will, but only if you ask. It does not require much time, but it does need your attention and effort.

This series of postings on planned giving will show you how to identify your likely planned gift donors, how to approach them to discuss planned gifts, the many types of planned gifts, and how to help donors with their gift arrangements.

As the famed anthropologist Margaret Mead once told her fellow faculty members at Columbia University, “If you can’t explain your work to the average 12-year-old, you are not communicating clearly.” As we work through the topic of planned giving together, that will be my yardstick. If anything is not crystal clear, please let me know right away, so I can make it so.

I hope you’ll watch for each of my postings … with information that will make you a much more productive fundraiser, and help you help your organization enjoy a more assured financial future.

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John Elbare, CFP, has spent the last 30 years helping non-profits raise more money
through large, planned gifts. He shows them how to add
an effective planned giving strategy to their current fund raising effort
without a lot of extra expense or staff.
You can contact him at John Elbare, CFP .
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on the either-or-both of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply.”

1. Introduction To Planned Giving – Part One
by John Elbare

If you have been involved in fund raising for any length of time, you have heard about planned giving, which, at first glance, may seem highly technical and downright geeky.

You may have heard others say things like “We’re not ready for planned giving,” or “Planned giving too is difficult to understand.” These are common misperceptions.

Contrary to what you may have heard, you’re probably ready for planned giving – Right Now!! And, even better, you can easily understand planned giving, including the parts that are most important for raising planned gifts.

Since there is so much misunderstanding, here’s my definition:

Planned giving is the process of planning charitable gifts so that a donor can maximize the impact of a donation to the cause they support through the skillful use of tax advantages or by deferring the gift until after death.

Although some planned gifts involve the transfer of non-cash assets during life, most planned gifts are end-of-life gifts. This is when a donor arranges to leave your organization a gift after s/he has passed away.

I’ sure you’ll agree that’s easy to understand. My job, in this ongoing series of blog postings, is to help you understand how planned giving works, why it’s important for your organization, and how to talk with your doors about planned gifts.

You can be a very productive planned gift fundraiser without ever getting into the weeds with the technically complicated gift plans. Sure, there are amazingly intricate things like charitable lead trusts and family limited partnerships (hope that didn’t make your eyes unfocus), but they account for only a tiny fraction of all planned gifts.

Most planned gifts are easy to understand, easy to explain to donors, and easy to set up.

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Watch for Part Two of this Introduction to Planned Giving
Next Wednesday
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John Elbare, CFP, has spent the last 30 years helping non-profits raise more money
through large, planned gifts. He shows them how to add
an effective planned giving strategy to their current fund raising effort
without a lot of extra expense or staff.
You can contact him at John Elbare, CFP .
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks?
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

2. A “Mission (Statement) Impossible”
by Tony Poderis

A neighbor dropped by to show to me a mailing he had gotten from his church. Knowing my background in non-profits, he asked what I thought of the new Mission Statement, which he had been asked to evaluate.

It was mailed to all members of the congregation seeking their feedback. He was unsure which box to check regarding his reaction to the Mission Statement – the choices ranged from “Strongly Agree,” to “Strongly Disagree.

The Mission Statement read as follows:
(Church Name) is God’s Community committed to:
•  Worship which inspires
•  A welcome-to-all atmosphere
•  Services and programs earnestly presented
All for building the Kingdom of God

Which box would you check? My neighbor seemed to turn pale when I urged that he check the “Strongly Disagree” box.

I was emphatic in stating that every nonprofit organization’s Mission Statement needs to cite clearly Its Reason For Being – why it exists. It must state the positive difference it makes to its stakeholders, its beneficiaries.

My neighbor agreed that those imperatives were not satisfied in the Mission Statement he was asked to evaluate.

Further, he concurred with me that the Mission Statement’s declaration of the three initiatives committed to be carried out, suggested more of an intention of simply doing things. They are activities – activities which are admirable, but impossible to quantify.

There is action suggesting the means, the methods, but not the desired ends.

I asked him, “How does the new Mission Statement assure you that there will be a positive and clear effect on your life, that of your own family, that of the other parishioners, their families, the parish as a whole, and the community in general?

In other words, I asked, “What do you get out of it?” He had no answer.

So I gave him my version of what I believed the Mission Statement should be, and he told me that he would give my critique to his Parish leaders.

Following is my recommendation, and I believe it does embody the church’s “Reason For Being.” It does not focus on the “means,” but makes clear, the “Ends.”

What do you think?

The Mission of (Name of the Church), with its commitment to Inspiring Worship, Enthusiastic Welcoming, and Earnest Service, is to ensure that its community of worshipers will gain, grow, and maintain their faith, truth, strength and fellowship in God’s Kingdom.

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Have a question or comment about the above posting?
You can Ask Tony.
There is also a lot of good fundraising information on his website:
Raise-Funds.com
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks ??
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on the either-or-both of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply.”

#1. Direct Mail, Direct Response: An Introduction
by Jonathan Howard

In the internet age, with a host of easy, cheap and fast electronic media from which to choose, why do major national charities still spend the time and money to request charitable donations by mail?

Because it works for them.

But will it work for you? There’s really only one way to find out: try it. But before you jump in, take some time to understand the shared language and tools of direct mail.

I can’t promise that your mail program will be a success. But I can share some proven concepts and techniques to give you the best possible chance of making direct mail an effective fundraising strategy for your organization.

It’s all about response
The term “direct mail” means that we expect consumers to respond directly to our mailing in some planned way.

Direct mail is one branch of the mighty river of “direct response marketing,” also called “direct marketing” or just “DM.” DM includes telephone sales, email solicitations, online pop-up ads, and those indefatigable TV pitchwomen on the QVC network … among many other forms.

Direct response selling asks consumers to take immediate action: “Click here.” “Call in the next 15 minutes.” “Do it now.”

We measure direct marketing success primarily through the “response rate” or percentage of people we’ve solicited who take the action we ask of them.

For instance, if we mail 1,000 letters requesting first-time donations and get 40 checks back, we’ve had a response rate of 4 percent. If we send 10,000 emails and get 40 first-time donations, our response rate is 0.4%.

Response rates vary a lot depending on the audience, the quality of the mailing, the season and many other factors. Most mailings seeking first-time donations have response rates of less than one percent. Appeals to past donors usually do much better, with response rates of 10 percent, 20 percent or more.

Fundraisers still rely on direct mail fundraising, versus email fundraising, because mail response rates generally are 10 to 30 times higher to comparable target groups. That persistent response advantage for mail can offset the higher cost of printing and postage; and, mail donors typically give more than online donors and may be more loyal in terms of repeat gifts.

Taking these factors together, direct mail fundraising continues to be a cost-effective strategy for many nonprofits, large and small. And it can work for you.

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See the next posting on Direct Mail on March 26.
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Jon has more than 25 years in the nonprofit sector,
helping nonprofits develop successful direct response strategies and effective donor communications.
You can contact Jon at Jonathan Howard
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Have you seen
The Fundraising Series of ebooks ??
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
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#2. Proposed Changes to CFC Regulations Update: How You Can Help Save the Combined Federal Campaign – Part I
by Bill Huddleston

The summer was the last time there was reaction to the proposed changes to the CFC regulations. That was when the outcry from the non-profit community resulted in the July Congressional hearing about the impact of the regulations as proposed by OPM.

It would be worth your time to watch the testimony — link to the hearing.

At the time, OPM was without a permanent director. John Barry had resigned and the confirmation of Katherine Archuleta, who had been appointed in May, was bogged down … along with everything else in Congress. Finally, on November 4th, Ms. Archuleta was sworn in, becoming the first Hispanic director of OPM.

All of this is background to the fact that, despite thousands of comments (almost all negative) and the Congressional hearing, there has been no public communication from OPM about the proposed changes to the CFC.

It’s likely that the proposed changes would gut the program, and hit small charities (local, national and international) particularly hard. To see my analysis of the proposed regulations, click on the following link: Analysis of the proposed changes

What’s Likely To Happen Next?
Since OPM proposed the regulations, two major events have occurred. One being the confirmation of Ms. Archuleta, and the second being the public response from the OPM staff to the concerns raised about the regulations as proposed — with the exception of the Congressional testimony (by the former head of the CFC office, not by the current position holder) there has been NO public response.

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See Part II of this piece on March 19.
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During his 25-year career in the Federal sector,
Bill Huddleston, The CFC Coach,
served in many CFC roles. If you want to participate in the Combined Federal
Campaign, maximize your nonprofit’s CFC revenues, or just ask a few questions,
contact Bill Huddleston
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on either-or-both of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply.”

#1
We’re All in This (Proposal) Together!
by Jayme Sokolow

Sybil F. Stershie, president of Quality Services Marketing, tells her clients that there are three important points that organizations should learn. “One, mission matters. Two, the people behind the mission matter. And three, passion for the mission can’t be taken for granted.

Once engaged doesn’t mean always engaged.” She recommends three approaches to develop committed and satisfied employees. I will add a fourth element and apply them to proposal development:

• Proposal teams must feel connected to the organizations that employ them.
• Proposal members must feel connected to fellow team members.
• Permanent staff and consultants must feel connected to each other.
• Proposal teams must involve young people if they want them to stay, learn, and advance in their professions

The alternative to a proposal-generating environment that embraces these four elements is a destructive process that begins with the inability to build successful proposal teams and ends with people leaving because they do not feel connected.

That is not a staffing problem. It is an organizational problem.

Find ways to connect everybody in your proposal team and you are more likely to produce competitive proposals. It may not be easy, but it is simple.

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Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
helps nonprofit organizations develop
successful proposals to government agencies.
Contact Jayme Sokolow.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Look for Jayme’s ebook on
Finding & Getting Federal Government Grants.
It’s part of
The Fundraising Series of ebooks
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
Order Jayme’s Book on Federal Grantsmanship before February 14,
and get $1.00 off the sales price – use coupon code JA55U
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#2
The Ethics of Percentage-Based Compensation for Grant Writers – Part II
by Lynn deLearie.

So, it is very clear that fundraising professional ethics do not allow percentage-based compensation, but WHY not? Why is this so strongly discouraged?

I did more research on the AFP website^D and found the three primary principles underlying the AFP standard:
1. “Support for a nonprofit organization in any form is a voluntary action for the public benefit.
2. The seeking or acceptance of charity revenues should not result in the personal benefit of any employees, contractor, or representatives of a charitable organization.
3. Donor attitudes can be unalterably damaged in reaction to undue pressure and the awareness that a commission will be paid to a fundraiser from his or her gift, thus compromising the trust on which charity relies.”

I think the most relevant point – and perhaps most compelling for your prospective nonprofit client, is related to donor trust, especially with foundations as the donor.

The vast majority of foundations are aware of and subscribe to the ethical strictures banning commission/percentage compensation. Since grant applications specify for what the funds are needed, and grants are awarded for the uses specified in the grant applications, should grantors learn that a percentage of their funds was used for purposes other than those agreed to by “contract,” the grantor could demand the return of some or all of the grant monies.

In addition, should an NPO use grant funds for any purposes other than those agreed to by “contract,” the word will get around to other foundations … and future foundation funding may well dry up.

In the end, it is up to you whether you wish to accept percentage-based compensation. I continue to adhere to the AFP code of ethics… and I did not take that prospective client.

Footnote “D” — http://www.afpnet.org/Ethics/EnforcementDetail.cfm?ItemNumber=4013&token=2085)

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Lynn deLearie Consulting, LLC, helps nonprofit organizations develop,
enhance and expand grants programs, and helps them
secure funding from foundations and corporations.
Contact Lynn deLearie.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Look for Lynn’s ebook on Grants & Grantsmanship.
It’s part of
The Fundraising Series of ebooks
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
Order Lynn’s Book on Grants and Grantsmanship before February 14,
and get $1.00 off the sales price – use coupon code NZ95K
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If would like to comment/expand on either of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply” at the bottom of this page.

#1
Tracking The Progress Of A Fundraising Program – Part II
Creation of an Activities Calendar
by Tony Poderis

As previously noted, the only way to assess the progress of any fundraising process is when that process (the plan) has every step and component listed on a timeline … one that was agreed to by everyone before starting the process.

What follows is a sample Calendar/Action Plan for the Implementations of one segment of an annual Major Gifts Fundraising effort.

Whether for a new or ongoing fundraising program, the use of a Calendar & Action Plan works. No one should think to kick-off any fundraising effort until, and unless, they have the key tasks identified and the required completion dates agreed to.

Therefore, when you meet those dates, there’s no questions whether your program is on time; and, everyone (Board Members and CEOs) can see, from the very beginning, that the development team was working to a given and clear timeline with identifiable benchmarks.

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Have a question or comment about the above posting?
You can Ask Tony.
There is also a lot of good fundraising information on his website:
Raise-Funds.com
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks ??
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=

#2
Cost-per-dollar Raised:
Evaluating The Performance of a New Development Officer
by Hank Lewis

A question was raised (in a listserve) about evaluating the performance of a development officer who was hired within the last year, and the easily-tossed-around phrase/concept, “Cost-per-Dollar Raised,” was suggested to be used to provide an answer.

If you do use that concept, then you must be sure to apply that calculation to each element of the income generating process – with the understanding that all of the elements that are part of the process involve different amounts of time, labor and funding.

Donor acquisition, the most expensive part of the “development” process, is a necessary investment. And that’s what it is, an investment. You often spend $1, $2 or $3 to obtain a new donor, a new constituent – that’s money spent to acquire a new donor, not to raise a dollar. To talk about cost-per-dollar-raised for donor acquisition is to not understand the process or its purpose.

Direct Mail fundraising, as distinguished from direct mail donor acquisition, is used to solicit lower-rated donors, and therefore has a different/higher “Cost” – anywhere between 20-50 cents-on-the-dollar, than does a Major Gifts program or a Capital Campaign … which focus on the large gifts – usually with a “Cost” of five-to-ten cents-on-the-dollar.

So, back to the original question: If a Board is attempting to evaluate the performance of a new development person and/or the programs s/he has initiated, there needs to be some time – likely a multi-year period – for the person to learn enough about the NPO, and for his/her programs – through the normal process – to begin to mature.

To expect instant results is delusional. And to judge a new development officer on the basis of performance without allowing him/her to learn what has to be learned, nor allowing him/her to emplace/test/revise/expand those programs/activities that will be most effective in raising the needed funds, does everyone a disservice.

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Have a comment or a question about starting,
evaluating or expanding your fundraising program?
AskHank
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Have you heard about
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99-$4.99)
Order Hank’s Book on Major Gifts Fundraising before February 14,
and get $1.00 off the sales price – use coupon code US84B
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If would like to comment/expand on either of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply” at the bottom of this page.

#1
The Ethics of Percentage-Based Compensation for Grant Writers – Part I
by Lynn deLearie.

Not too long ago, I met with a prospective client to discuss helping them start a grant program for their organization. As we were concluding the meeting, the question of compensation came up, and I was asked if I would accept a percentage of grant income that I raised.

I paused, searching for an acceptable answer. My short answer is an unqualified, “No,” but I managed to say, “I follow the AFP ethical guidelines and they do not allow percentage-based compensation.” The prospective client responded, “I don’t see how this is unethical. A lot of professions accept percentage fees.” I responded, “I’ll look up the information and get back to you.”

I did look up the AFP code of ethics on their website and found Point 21^A relating to compensation, “Members shall not accept compensation or enter into a contract that is based on a percentage of contributions; nor shall members accept finder’s fees or contingent fees.”

I also looked up the Grant Professionals Association Code of Ethics and found Point 19^B that states, “Members shall not accept or pay a finder’s fee, commission, or percentage compensation based on grants and shall take care to discourage their organizations from making such payments;” AND the American Grant Writers’ Association Code of Ethics with Point 11^C that states, “Members shall not accept compensation that is based on a percentage of contributions or contingent upon award of a grant.”

So, it is very clear that fundraising professional ethics do not allow percentage-based compensation, but WHY not? Why is this so strongly discouraged? (See Part II, on February 12th)

Footnotes
A http://www.afpnet.org/Ethics/EnforcementDetail.cfm?ItemNumber=3261
B http://grantprofessionals.org/about/ethics
C http://www.agwa.us/ethics

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Lynn deLearie Consulting, LLC, helps nonprofit organizations develop,
enhance and expand grants programs, and helps them
secure funding from foundations and corporations.
Contact Lynn deLearie.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Look for Lynn’s ebook on Grants & Grantsmanship.
It’s part of
The Fundraising Series of ebooks
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
Order Lynn’s Book on Grants and Grantsmanship before February 14,
and get $1.00 off the sales price – use coupon code NZ95K
=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=-=

#2
Tracking The Progress Of A Fundraising Program – Part I
by Tony Poderis

I thought that I had heard all there was ever to hear from beleaguered development professionals whose bosses are constantly on them for “not bringing in enough money.” But, there is this note, which came to me recently from the Director of Development for a social services agency.

She reported: “We are being asked to justify the ‘slowness of the process’ in having started a new fundraising process for the organization. Are there any stats or information you know of on how long it takes to get ‘up and running’?”

I responded that it is absolutely impossible to come up with such a statistic or an “ideal” timeframe based on what other organizations have done. No one keeps such stats – they simply cannot be compiled.

Just think of all the variables at work going into any fundraising campaign, be it for a new organization, a new purpose, or even yet another annual fund campaign for an organization which has been around for awhile: clerical resources, other staff persons, research and rating of prospects, volunteers, board leadership, etc.

If it’s a “new” fundraising effort, then chances are the campaign is off from a standing start. Just how hard then, can the fundraising “accelerator” be pushed, and to what speed?

The only way to assess the progress of any fundraising process is when that process has every step and component listed on a timeline … one that was agreed to by everyone before starting the process.

Not just a fundraising plan, but a formal Calendar & Action Plan that stipulates Who Does What By What Date.

Then, on an ongoing basis, with regular progress evaluations, it will be clear to all regarding which step has or has not be taken at the time it was scheduled to happen.

It’s really that simple.

[Want to see a sample of a Calendar & Action Plan, Check this space next Wednesday]

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Have a question or comment about the above posting?
You can Ask Tony.
There is also a lot of good fundraising information on his website:
Raise-Funds.com
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks ??
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you would like to comment/expand on either of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply” at the bottom of this page.

#1
Sometimes Even The Best Special Events Caterer Screws Up
by Natalie Lewis

We had an elegant reception event in a beautiful facility with a glass wall facing the river; with up-lights illuminating and framing that scene, and we used a lot of interior blue lighting to warm up the room.

We had selected 10 different items for the buffets to ensure that there would be a broad variety of foods from which the guests could choose.

It turned out, however, that two of the items had similar coloring/appearance: one was a salad (no greens) with squash as the main ingredient, and the other was a ravioli with pumpkin liberally sprinkled on it.

The catering staff placed the two items side by side on several of the buffet tables, so people assumed it was the same dish and ignored the ravioli. Unfortunately, the ravioli was twice as good as the squash salad but too few people actually discovered that.

When we pointed it out to the caterer, we got a sheepish “OMG, you are so right.”

Moral of the story: When planning a buffet for a reception, be sure the various food items do not look alike; or, if they do, be sure to separate them and/or place them on different buffet tables – sometimes labeling the individual offerings would make sense.

And, sometimes, variety does not wind up being all it is cooked up to be!

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Have a comment or a question about creating/expanding a special event?
Ask Natalie.
With over 30 years in conference and event planning,
she can help you turn your vision into reality.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Look for Natalie’s ebook on Special Events.
It’s part of
The Fundraising Series of ebooks
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
Order Natalie’s Book on Special Events before February 14,
and get $1.00 off the sales price – use coupon code NL96F
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#2
Are You Thinking About Enrolling in the CFC for the 2014 Campaign?
by Bill Huddleston

Before enrolling, you should consider why workplace giving really works. That question, or some variation of it is one that I am often asked, and I always give two answers:

The first, short/easy answer is: “Because it does!!”

The second, more definitive answer is that workplace giving is the only type of nonprofit fundraising that is subsidized, low-risk and high leverage, and also provides staff leadership development opportunities that can be extremely valuable.

A recent report commissioned by America’s Charities, “Trends and Strategies to Engage Employees in Greater Giving,” notes that one area in which the CFC has definitely been a leader is in “employee choice.”

From that report: “Charitable choice is offered by more than 90% of the employers … representing a 43% increase since 2006, and 210% increase since 2000.” The CFC has offered charitable choice since the mid-1980s, with more than 20,000 local charities in the 150 geographic regions.

You can download this report by clicking on this link.

OK. Now, how does a non-profit apply to enroll in the CFC?
There are a few basic criteria, and some of the requirements are based on the size of the nonprofit.

Office of Personnel Management (OPM)
The OPM is the Federal agency authorized to write the regulations to facilitate fundraising on behalf of charitable organizations through the solicitation of Federal employees and military personnel. And, those regulations state that “The Combined Federal Campaign (CFC) is the only authorized solicitation of employees in the Federal workplace on behalf of charitable organizations…”

The practical effect of that regulation is to provide nonprofits with only one way to solicit Federal employees for charitable donations — the CFC.

Think of it this way: this is a potential donor pool of more than three million potential donors who work for the same employer and have a fundraising program in place … the purpose of which is to help non-profits fund their missions.

And, in terms of actual giving, if the CFC were a foundation it would be the 13th largest in the US.

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During his 25-year career in the Federal sector, Bill Huddleston, The CFC Coach,
served in many CFC roles. If you want to participate in the Combined Federal
Campaign, maximize your nonprofit’s CFC revenues, or just ask a few questions,
contact Bill Huddleston
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If would like to comment/expand on either of the above pieces, or would just like to offer your thoughts on the subjects of this posting, we encourage you to “Leave a Reply” at the bottom of this page.

#1
In the Combined Federal Campaign (CFC), There Are Three Types of “Charities” – Where Do You Fit In?
by Bill Huddleston

There are three categories (National, International, and Local), with federations for all three types.

National and International charities apply directly through the OPM, local charities apply in each region to a local board, called the “Local Federal Coordinating Committee” or LFCC.

National and international applications are due in January of each year, local applications in late winter/early spring. (In the National Capital Area CFC, the local applications are due by January 24, 2014.)

To find the deadline for your geographic region, go to opm.gov/cfc and choose the Campaign Locator to get your “local” information.

The CFC Application Process and Eligibility – General Requirements:
1. You must be designated as a tax-exempt non-profit organization under section
501(c)(3) of the Internal Revenue Code.
2. An application to participate in the CFC requires specific data about your
auditing, governance and program functions.
3. You must also provide a completed and signed copy of your IRS Form 990 for
your most recent fiscal year.

In addition, there are various requirements for the level of financial statements that are based on the size of the nonprofit. More information about the specific application requirements can be found on the www.opm.gov/cfc website.

The OPM website is a valuable resource for nonprofits participating in the CFC, and those considering enrolling. In addition, Federations are an important component of the CFC, and there are many national, international and local federations.

The local United Ways are examples of local Federations, and EarthShare is an example of a federation that has both regional and national environmentally-related nonprofits as it members.

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During his 25-year career in the Federal sector, Bill Huddleston, The CFC Coach,
served in many CFC roles. If you want to participate in the Combined Federal
Campaign, maximize your nonprofit’s CFC revenues, or just ask a few questions,
contact Bill Huddleston
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#2
Can The Department of Defense Help Make You a Better Grant Writer?
by Jayme Sokolow

There is a writing technique used in the U.S. military that can help you improve your proposal prose. The technique is called Bottom Line Up Front (BLUF) that contains a simple and easy-to-use assessment tool for promoting prose-clarity based on sentence and word length.

It has been described very clearly by Timothy P. Hooper in his article in the most recent Journal of the Grant Professionals Association (Fall 2013).

Here is how it works:
• Take a sample of at least 200 words from your proposal.
• Count the number of sentences.
• Count the number of words.
• Divide the number of words by the number of sentences to get the average
sentence length. Your target is on average 15 words per sentence.
• Count the number of long words – those with three or more syllables.
Exclude calendar years and other numbers.
• Divide the number of long words by the total word count to determine the
percentage of long words. Your target is 15 percent.
• Add the numerical values of the average sentence length to the percentage
of long words.

This sum represents your Prose Clarity Index. Your target is 30.

A clarity index that is very low, say 20, indicates that your writing is too choppy and abrupt.

An index of 40 likely indicates that your writing is too hard to understand.

The BLUF Clarity Index test is short and easy to use, and you may be surprised at the results!

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Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
helps nonprofit organizations develop
successful proposals to government agencies.
Contact Jayme Sokolow.
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Look for Jayme’s ebook on
Finding & Getting Federal Government Grants.
It’s part of
The Fundraising Series of ebooks
They’re easy to read, to the point, and inexpensive ($1.99 – $4.99)
Order Jayme’s Book on Federal Grantsmanship before February 14,
and get $1.00 off the sales price – use coupon code JA55U
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