Category: Finance

My response to an email from an Executive Director….

You indicated that it is your “goal to eventually turn over all operations to [your VP] and assume a position as Board Chair … [so] that [you] might be able to continue to form the basic direction of the intended purpose of the organization.”

Non-profit organizations go through distinct stages of “life,” much as we do. The first, which I refer to a the Childhood of an organization, is the period beginning with the (usually small) group of volunteers who have the “vision,” and where those volunteers do it all. They give of their hearts and their time, and often sacrifice to make it happen.

In the final stage of an organization, which I call Maturity, the mission is clear and ingrained, Board Members are selected for their expertise in various areas that allow them to formulate/evaluate adherence to policies, oversee corporate finances, engage in strategic planning, and help to provide/obtain much of the funding for operations.

The stage in between those two, the period of growth and painful change, I refer to as Adolescence. Part of what makes this period painful is that the 501(c)(3), in order to qualify to keep its IRS status — and probably its State non-profit status, must have a functional Board of Trustees.

By law, it is the Trustees who are responsible for the proper operation of an NPO and for oversight of its mission, policies and finances. That raises the question of who gets to be Board Chair.

Most State laws require a vote by Board Members (or members of the corporation — if you have such) to select officers. Most States also require term limits for Board Members, and for officers.

I often note that the phrase, “Founder’s Syndrome,” is used in the context of describing what’s wrong with an organization. That “syndrome” is characterized by the founder acting to dominate/control the activities/mission of an organization.

The law, however, gives that authority to the Board-as-a-whole — a Board that can change the organization’s mission with a (majority) vote. And a founder who “bullies” Board Members or doesn’t allow them to give all they can, creates an environment that weakens the NPO and doesn’t allow it to meet its potential.

The very nature of a 501(c)(3) organization is that it meets the needs of its community as determined by a Board that represents that community.

A large percentage of the horror stories told in the non-profit community involve a “founder;” but, there are also those founders (not all are evil) who are comfortable playing the limited role allowed by law. Either as Executive Director/CEO or as a Board Member serving a limited term.

Like a child, NPOs also have to be allowed to grow — to change their nature — to mature. If someone (like a founder) with the vision can adapt to a changing world, the community benefits from that person’s wisdom and from an evolving NPO serving its needs.

You’ve helped to create something of great benefit to your community…. But the hardest concept to accept is that a NPO is not the property of one individual, but of the community.

And, again, “Who gets to be Board Chair?” — the person elected to that position by the other board members !!

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Have a comment or a question about starting, evaluating
or expanding your fundraising program?
AskHank
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In my June 6th post, I discussed the preparation of financials for grant proposals and introduced the team members integral to this effort.

This month’s post will continue with a review of budget templates, and details on what to include in budget narratives and budget justifications:

Budget Templates:
The Missouri Common Grant Application budget templates are available for download on the Gateway Center for Giving’s website.

These line item program and operating budgets include both expenses and revenues, and are identical except that depreciation is included as an operational expense and not as a program expense.

Expenses: Salary and Benefits; Contract Services (consulting, professional, fundraising); Occupancy (rent, utilities, maintenance); Training & Professional Development; Insurance; Travel; Equipment; Supplies; Printing, Copying & Postage; Evaluation; Marketing; Conferences, meetings, etc.; Administration; Depreciation (operating budget only); and Other.

Revenues: Local Government; State Government; Federal Government; Individuals; Foundation; Corporation; Federation (such as United Way or the Combined Federal Campaign); Membership Income; Program Service Fees; Products; Fundraising Events (net); Investment Income; In-Kind Support; and Other.

These templates are very detailed, and I have found that many foundations request both program and operating budgets in simpler formats. These simpler line item budgets include the following categories:

Expenses: General and Administration; Program; Fundraising; Property, Plant & Equipment; and Other.

Revenues: Individual Gifts; Foundation; Corporation; Government; Events; Program Service Fees; Interest Income; In-Kind Gifts; and Other.

I recommend working with your team prior to the start of your next fiscal year to develop budgets in these formats for your organization’s annual operating budget and for programs that you plan to include in grant proposals. Determine which budget format to submit in your proposals based on the level of specificity the grant maker requests, and if they don’t specify, then stick with the simpler format.

Budget Narratives:
Many foundations require a budget narrative in addition to your line item program budget. These narratives should include a description of the long-term viability for your program, how the program will be supported after funding from the foundation ends, and your organization’s fundraising strategies. In addition, this section usually includes a list of other foundations and corporations to which you have requested funding for this program, the amount, and status of each request, and future grant opportunities for this program.

Budget Justifications:
Some larger foundations (and certainly most, if not all, government grant applications) also require a justification for each item included in your line item program budget. If required, you will need to include a description of each line item expense listed in your program budget and why it is needed. Indicate whether the expense is new for your program or if funding is being requested to cover a current/existing expense. If possible, also explain why the expense is cost-effective.

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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.
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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 cheap 🙂
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

During a board meeting, many years ago, an influential and highly respected trustee declared, “What we need is more endowment. We ought to have a $20 million endowment campaign.” Being a trustee of influence and affluence, all heads nodded in agreement with him.

Hearing that declaration made with no justification, and no warning, I was in no position, as Director of Development, to show any reaction as to whether we could and/or should raise that large an amount.

My emotions were another thing … as I groaned, inwardly, and said to myself, “Oh no!”

But it was to be, “Yes!” The suggestion was made, after all, by a trustee that no one was going to question. So, off we went: Big Goal, No Plan.

That experience brought to mind those great old movies with Mickey Rooney and Judy Garland. The ones in which the “kids” had a money-raising dilemma that perplexed them. Then, Mickey would light up with youthful exuberance and optimism. He’d turn to Judy, and say, “I know, let’s put on a show! We can do it!”

An hour and a half later, after a liberal dose of movie magic, they’ve put on a production worthy of Broadway, the problem is solved, everybody has had a good time, and Mickey and Judy are in love.

Shamefully, there are organizations that operate in much the same way. Faced with the dilemma of growing financial need outstripping static resources, officials of those nonprofits will turn to one another and say, “I know, let’s put on a new fundraising campaign! We can do it!” Another case of big goal, no plan.

Unfortunately there is little movie magic in the non-profit world. Too often the campaign fails, the problem is still there, nobody has a good time, and love isn’t exactly what the campaign officials are feeling for one another.

It’s not that fundraising campaigns aren’t the answer to financial need. In the end, where else is a non-profit organization to turn than to generous givers? The problem is that, unlike Mickey’s and Judy’s show, the current campaign isn’t the first or the only one the organization will put on. It has to fit into the context of an overall development plan.

Today’s campaign, follows yesterday’s, and precedes tomorrow’s. The trick is to make sure that each and every one of an organization’s campaigns is successful. That’s the job of a general development plan.

The general development plan identifies how and from what sources an organization will acquire and maximize contributed income. It communicates that information to the organization’s staff, volunteers and supporters. Specific fundraising campaigns are then planned and carried out in accord with the general development plan.

The leadership of the organization, in concert with the development department, prioritize financial needs and agree to common fundraising goals. Within the context of the general development plan, they create an environment for achieving those goals and for planning, initiating, and producing annual, endowment, capital, sponsorship, and underwriting campaigns. Each type of campaign has key issues and components that an organization must understand when it considers implementing any one of them as a contributed income program.

In summary: All fundraising campaigns must work from within a General Development Plan … a plan that comes from the initiatives (and their costs), as stated and directed by your organization’s Strategic/Long-Range Plan.

Any fundraising campaign that is not in accord with the General Development Plan may make its goal, but it may also impede or damage other fundraising efforts … and relationships with donors.

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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
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Have you seen
The Fundraising Series of ebooks ??
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

CFC Special Events & Resources

There are many/various types of CFC special events that are held before and during the solicitation period of a CFC campaign. The best known are the CFC charity fairs, but other special events and resources that a CFC charity should be aware of are:

• Speaker’s Bureaus
• Loaned Executives
• Open Houses for CFC Campaign Staff
• Kickoff Events
• Charity Fairs

In a given region, the contractor that has the campaign management responsibility is called the PCFO, or Principal Combined Fund Organization. Fund is in their names because after the campaign is over, the PCFOs have the fiduciary responsibility of getting the CFC funds to the correct CFC charity.

Speaker’s Bureaus
During the campaign period, many PCFOs establish “Speaker’s Bureaus” where the volunteer CFC campaign staff of Federal agencies that are looking for excellent speakers from non-profits to be part of their CFC kickoff ceremonies. Non-profits who have the capacity, and the spokesperson should be good can sign up with the speaker bureaus, and as requests come in they will make try and match non-profits and Federal agencies. The exact process varies in every CFC region, so you need to contact the PCFO for your region and ask if they have a CFC speaker’s bureau, and how to sign up.

Loaned Executives (L.E.)
Loaned executives are Federal employees who are detailed to the PCFO for the CFC campaign period. They are often people who were active in their agency’s CFC campaign, perhaps having been a campaign manager, the communications chairperson, or a charity fair organizer. Depending upon the size of an agency, they may have one or more assigned to assist that agency with its CFC campaign, or for smaller agencies, an L.E. may have multiple agencies that he or she is providing CFC consulting services for. There are often L.E. team meetings, and some PCFOs invite a small number of CFC charities to attend the team meeting to let the L.E.s know about the mission of their particular CFC charity.

Open Houses for CFC Campaign Staff
As part of the L.E. training, it is sometimes better to visit the CFC charity to see firsthand what they do. If yours is such a charity, let the PCFO know that you would be open to having CFC campaign volunteers visit so that you can show the L.E.s and other CFC campaign staff what you do. CFC campaign staff cannot recommend a particular CFC charity over any other charity, but it helps them better understand the non-profit environment and how a charity is pursuing its mission.

Kickoff Events
Kickoff events are held at the beginning of a CFC campaign, and the Agency Head is usually one of the keynote speakers. There are usually one or two speakers from CFC charities as well. If your senior leadership is good at, and interested in public speaking, these can be good opportunities. Kickoff events often invite a small number of CFC charities as well, but since space is limited, four to six non-profits is a pretty typical number.

Charity Fairs
Charity Fairs are typically mid-campaign events, and depending upon a given agency’s conference room or cafeteria facilities, from ten to thirty CFC charities or CFC Federations will be invited.

How to Enroll for Special Events
The PCFO is the point of contact for all the special events, also contact the Loaned Executives to find out what agencies they are helping and make contact with the ones that are a good fit for your non-profit. For example, if your non-profit deals with issues facing veterans, the Veterans Administration LE would be a good fit.

What’s next?
In my September 26th post I will discuss the most effective ways to benefit from your non-profit’s participation in the CFC.

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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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Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and cheap ($1.99 – $3.99) ☺
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We take a break, here, for the Labor Day Weekend,
and we’ll resume our twice-per-week posting schedule
on Tuesday, September 3rd.
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

In July, I explained why bequests are the most popular planned gift. See the Planned Giving Series.

This month I’m going into detail on why most bequest donors decide not to tell you that your charity is in their will. I’ve seen estimates that between two-out-of-three and seven-out-of-eight donors will keep their charitable bequests to themselves.

What is this majority thinking?

Don’t ask me for more. Happy to have included you in their will, your donor doesn’t want you to ask them for more. That’s a reasonable concern. Fundraisers are trained to evaluate giving history to decide whom to cultivate and solicit for future gifts.

It’s too personal. Their will is private, even from those included in it. Not that I talk about wills at every party I go to, but it sometimes comes up. At one cocktail reception, I met a woman who had seven friends in her will and would not tell any of them. She wanted to keep up the surprises and she didn’t want her friendships impinged by her generosity.

I can’t change my mind. We can change our wills at anytime. The donor who refuses to share your part in their will may feel they lose the option to change their mind if they tell you about it. They don’t, but they feel they do. Revealing their intention imposes a moral obligation to follow through, they believe. Talk about donor loyalty!

I don’t want recognition. This donor doesn’t want you to list them in your recognition society or annual report. They don’t want you to ask them to sign a testimonial letter or email. (These are great marketing channels, by the way.)

Understanding your donor’s reasons for not revealing their gift, target your messages to overcome these concerns…

When asking people to share their bequest intentions, assure them that:
•  they can opt out of communications from you, about giving or otherwise;
•  knowing about their gift helps you make plans;
•  they can change their mind anytime; and,
•  anonymity is possible and privacy will be respected

There will always be folks who will not share their plans with you. The best you can do is use your messaging to make it less likely.

I want to devote next month to IRA giving. There’s an opportunity that ends on December 31 and I want to help you prepare your 4th quarter messaging. Then I’ll come back to bequests in October. They’re important, and there’s a lot more to say.

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Tony Martignetti, Esq. is the host of Tony Martignetti Nonprofit Radio. He’s a Planned Giving consultant, speaker, author, blogger and stand-up comic. You’ll find him at TonyMartignetti.com.
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Have you seen
The Fundraising Series of ebooks ??
They’re easy to read, to the point, and cheap 🙂
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

…OR WHATEVER YOU WANT TO CALL IT !!
Most non-profit organizations have (or surely should have), standing committees for finance, investment, marketing & PR, nominating and evaluating board members, and (where needed) building & grounds. From long experience, for some unknown-to-me reason, there is not usually a fundraising steering committee in place devoted to ensuring that the funds needed to sustain the organization will be raised.

Your organization’s fundraising should be led by a Development Committee accountable to the Board of Trustees. That Committee should work from a document which outlines its duties and describes the policies the group will implement. The Committee should be led by the Trustees but comprised as well of non-board individuals having influence and/or affluence.

The Development Committee Has The Responsibility of Overseeing All Fundraising Activities

Annual Fund — Develop and maximize fundraising potential by coordinating all campaign divisions, identifying additional opportunities and recruiting key volunteer leadership

Project Sponsorships & Underwriting — Guide projects, services and programs for contributed support by identifying likely prospects, suggesting the best means to make presentations, and establishing benefits, services and recognition to prospects and donors

Government Grants — Maintain and initiate contacts with appropriate government officials to increase the possibilities of special grants and other support

Endowment & Planned Giving — Determine the feasibility of a projected solicitation campaign to secure permanent endowment funds for certain programs and services and basic operations and encourage the constituency to consider planned giving vehicles, such as trusts, insurance policies, and bequests to help ensure the long-term health of the organization

Capital — Identify capital projects as required by need and planned strategies for growth as mapped out in the long-range strategic plan. Ensure the feasibility and chances for success of proposed asset purchases

Special Fundraising Events — Work with the organization’s volunteer leadership, the groups which usually take on and totally produce Special Events (Galas, Auctions, Dinners, etc.), to offer direct support and encouragement, but always keeping in mind that those groups must have as much autonomy and freedom as possible to fully carry out “their” events.

Suggested Agenda For Regular Meetings Of The Development Committee
(A) Set policies, priorities & goals for fundraising programs for the current fiscal year

(B) Review in detail the ongoing performance of each particular campaign activity
    — Evaluate to original objectives to determine if “on track”
    — Make comparisons with previous years, where applicable
    — Introduce modifications and adjustments

(C) Review overall performance -vs- objectives
    — Determine reasons for campaigns not meeting goals
    — Provide reasons why campaigns exceeded goals

(D) Identify and rate all prospects for support

(E) Recruit key volunteer leaders and solicitors

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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 cheap ($1.99 – $3.99) ☺
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

I recently finished a government grant proposal that had only a two-week deadline. Of course it required many hours, day and night and over the final weekend to complete. And, as you may have guessed, it was submitted at 2:00am on Monday.

It would be nice if I could take sole credit for this accomplishment, but that would not be accurate. As the proposal manager, I worked closely with a dedicated team of consultants and employees who put in as much time and labor as I did. It was a forceful reminder that in proposals, as in life, the most important resource we can call upon is the people around us.

This is hardly a piercing insight, but it is one that grant proposal managers and organizations may forget, often with unanticipated/undesired consequences.

There is a mountain of research demonstrating that nonprofit employees are likely to stay longer at their when they: (1) are matched well to their positions; and (2) feel respected and valued by management.

Sybil F. Stershie, president of Quality Services Marketing, tells her clients that there are three important points that organizations should learn: 1) “Mission matters;” 2) “The people-behind-the-mission matter;” and, 3) “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’ve added a fourth, and suggest how to apply them to government grant proposal development.

Four Approaches to Engagement
• Proposal teams must feel connected to the nonprofits 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 these four elements is a vicious cycle that begins with the inability to build successful grant proposal teams and ends with people leaving because they do not feel connected. This is not a staffing problem. It is an organizational problem.

Promoting Engagement
Here are some basic ways to can promote engagement and connection in your grant proposal teams:

   • Start every proposal effort with a kick-off meeting.
   • Get the support of senior management before you begin.
   • Provide the proposal team with adequate resources, especially office space.
   • Provide the team with a detailed schedule and proposal outline at the beginning.
   • Communicate frequently with everyone.
   • Solicit advice from everyone.
   • Listen and learn.
   • Mentor and coach those who need more assistance.
   • Lead by example. Arrive early and do what is most important.
   • Work as a team and through the team.

Find ways to connect everybody in your proposal team and you are likely to produce competitive proposals. It is that simple, and that difficult.

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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 cheap 🙂
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

Selected Unique Factors about CFC Fundraising
The CFC charity itself does not make the direct solicitation. It’s the federal CFC campaign volunteers who do this, and the ones who are making the direct solicitation are called “keyworkers.”

1. By law, every U.S. Federal agency holds a CFC campaign each fall, including at overseas facilities.
2. More than 89% of the Federal workforce is outside of the Washington, DC region, so it is likely that you already have Federal employees who are your supporters.
3. If your non-profit is truly “donor-centric”, for donors and potential donors who are Federal employees, the most user-friendly means for them to donate is through the Combined Federal Campaign.
4. CFC Donors may remain anonymous if they wish, and many donors choose this option. The reaction of many CFC charities is to be irritated by this fact, instead of recognizing that anonymous donors are some of your strongest supporters.

So why do these unique factors matter?

• Because you know that every Federal employee – uniformed, civilian, and postal service is a potential donor. Your staff is off the hook for making a direct solicitation, you can say “please consider us” but no one is bringing back checks or pledges directly.
• You know when the solicitation period will be held – in the fall, sometime between September 1st and December 15th of each year.
• You have the opportunity to build relationships through your non-profit’s Federal connections, even if the staff doesn’t yet know who the connections are.
• The single biggest mistake made by CFC charities is to run a stealth campaign. They go through the process of applying and getting enrolled in the CFC, and then they keep a secret.

Tasks for the CFC Action Plan
There are obvious communication actions that every CFC charity should take – such as having the CFC logo and your 5-digit code on your website’s homepage. That simple step will answer 90% of the questions that potential CFC donors will have when they visit your website.

The second type of action is personal … to task every person on your staff to identify three Federal connections that they have, and make contact with them.

Run a newsletter article announcing that you’re now in the CFC and that you would appreciate the support of any current Federal employees.

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What I mean by “Federal connection” is this: Do your current supporters
have parents, children, neighbors, sports buddies, colleagues, etc. who
in some way have a connection to a Federal employee? If they do, the
message is that your organization (and one they may care about because
they care about you) is in the CFC, and will they consider supporting
your CFC charity in this fall’s campaign.
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Have the staffer who wants to learn how to fundraise draft several messages that say why your non-profit is worthy of support by CFC donors. Have her conduct a training session on why these messages matter, and after they are used in talking to people, evaluate their effectiveness. How did people respond? Hint – stories are better than statistics.

If you’re going to participate in charity fairs, you may want to order some “give-a-ways” – marketing items with your Name, CFC code, and Website URL on them – e.g., pens, pencils, and rulers.

What’s next?
In my August 22nd post I will discuss the additional ways to increase the awareness of your CFC charity as I continue the discussion of Outreach for the CFC.

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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 cheap ($1.99 – $3.99) ☺
=-=-=-=-=-=-=-=-=-=-=-=-=-=

If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

In June I shared ideas on what to do with your direct mail letter. See the Planned Giving Series.

This month we’re taking a hiatus from promotion to look at why bequests are basic to your Planned Giving program.

You should expect 75 to 80 percent of your planned gifts to be bequests. They are the foundation of any Planned Giving program, irrespective of mission. Because of time and money constraints, you may start and stop your program with bequests and you will have a very respectable—and appropriately scaled—program.

There is no shame in a small shop limiting its PG program to the promotion and marketing of charitable bequests. That organization can do quite well, with 100% of its planned gifts as bequests.

Why Are Bequests So Popular?

Because wills are popular. Every adult should have one, though the reports I see say about half don’t. That still leaves half the adult population as charitable bequest prospects.

Easy. People understand how wills work. Your prospects don’t need fancy calculations or detailed projections, though they do need an attorney’s help to write their wills.

Quiet. Donors don’t have to tell you they’ve put you in their will. You hope they do, and you give them opportunities to share their secret, but they can make you wait until after they’re gone. And most bequest donors do.

Undoable. You can change your will anytime you like. If you get angry at a relative, you can cut them out. If a donor gets angry at your office, they can cut you out. Donors find this reassuring.

Easy on the wallet. Bequests cost nothing during life. Gifts are paid out of your donors’ estates after they die. That makes them . . .

So perfect for donors of modest means. For lots of people, their will remains the only way they can make their ultimate gift to your work. They’d like to give you more during life, but they’re doing what they can.

Time is on their side. I don’t know if there’s research to back this up, but it feels like bequest donors have longevity working in their favor. They live longer than the non-charitably inclined. Is there a secret among the Boomers that I haven’t been let in on?

For all these reasons bequests will make up the vast majority of any Planned Giving program. (Extra points if you recognize that I spelled out BEQUEST with the first letter of each heading.)

In August, I’ll go deeper into the “quiet” above. Why is it that a mere one-in-three to one-in-eight bequest donors reveals their intention while they’re living?

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Tony Martignetti, Esq. is the host of Tony Martignetti Nonprofit Radio. He’s a Planned Giving consultant, speaker, author, blogger and stand-up comic. You’ll find him at TonyMartignetti.com.
=-=-=-=-=-=-=-=-=-=-=-=-=-=
Have you seen
The Fundraising Series of ebooks ??
They’re easy to read, to the point, and cheap 🙂
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Update on Proposed Changes to CFC Regulations:
As I write this, a Congressional Hearing about the
proposed CFC regulations are scheduled for July 10th.
I will have a special update on the proposed CFC regulations
after the hearing, and what next action steps are recommended.
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Have a plan, work the plan!
In my June 27th post I talked about the importance of selecting your CFC team, and that one of the factors that helps keep people motivated and dedicated is the ability to learn, develop and practice new skills; and, I noted that workplace giving actually provides many opportunities for staff, volunteers and board members to do that.

In this post, and the next three, I’ll discuss some specific approaches you can use to get ready for the 2013 CFC campaign.

Before getting into the specific tactics of workplace giving fundraising, I want to highlight an important report that was released in January. It is “Under Developed: A National Study of Challenges Facing Nonprofit Fundraising” by Jeanne Bell & Marla Cornelius, and was underwritten by CompassPoint, where Ms. Bell is CEO.

An important success factor that is identified in the report is that high-performing non-profits have created a “culture of philanthropy” within their organizations, and this is one of the keys to their success. The report uses this explanation of what a culture of philanthropy is:

Culture of Philanthropy:< While familiar to fundraising professionals, the term culture of philanthropy is not yet well understood nor commonly used across the sector. Not to be confused with institutional grant-making or the act of giving money as a donor, a culture of philanthropy refers to a set of organizational values and practices that support and nurture development within a nonprofit organization. For the purposes of this study, we used the following definition: Most people in the organization (across positions) act as ambassadors and engage in relationship building. Everyone promotes philanthropy and can articulate a case for giving. Fund development is viewed and valued as a mission-aligned program of the organization. Organizational systems are established to support donors. The executive director is committed and personally involved in fundraising.

To read the complete report, (which I recommend), go to: Under Developed.

Your non-profit’s CFC fundraising plan provides the ideal practice field for your entire staff, including both paid and volunteers, and board members to develop their “ambassador skills and engage in relationship building” and learn how to “promote philanthropy and articulate a case for giving.” This is where some of the unique characteristics of a Combined Federal Campaign fundraising campaign come into play by letting your CFC action plan activities be the beginning of how to learn to develop a culture of philanthropy within your non-profit.

What’s next?
In my July 25th post I will discuss some of the unique factors of CFC fundraising and why they matter, and I will suggest some specific actions you can take to be more effective in your CFC fundraising efforts.

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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
The campaign, maximize your nonprofit’s CFC revenues, or just ask a few questions,
contact Bill Huddleston
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Have you seen
The Fundraising Series of ebooks.
They’re easy to read, to the point, and cheap ($1.99 – $3.99) ☺
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If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.