Category: Finance

I’d like to share with you why, from my perspective, the Combined Federal Campaign (CFC) is the most donor friendly means for a Federal public servant to contribute to the charities they care about. Most of us play multiple roles, and this applies to our charitable donation world as well.

In a CFC campaign, each Federal employee gets a pledge card with space for five charities on it, and many designate more than one charity. Most of the donations are by designation, and the vast majorities are made through payroll deduction. CFC campaigns are conducted each fall; payroll deductions begin in January; and at the end of the year, the Federal employee’s year-end payroll statement lists how much he or she has donated to charity.

The Federal public servant donor, with one pledge card and one transaction:

● Can donate to multiple charities with just one pledge.
● Gives money to the non-profit before it ever hits their checkbook.
● Accrues no interest charges from credit card donations.
● Feels secure—their personal information is never on the Web, and government payroll
systems are secure.
● May remain anonymous if they wish. Anonymous donors are some of a non-profit’s
best supporters, because they already know what the non-profit is doing and do not
want the charity to waste money telling them what they already know.

So those are some of the benefits to Federal donors, for using the CFC as the mechanism to fund their favorite non-profits. What are some of the benefits for non-profits to become one of their revenue generation vehicles? Here’s one:

What’s the True Value of an Unrestricted Dollar? — Three Dollars!
Another fact about CFC funds (and workplace giving in general) is that the funds are unrestricted. When I talk to non-profit leaders, I’ll ask them how much more valuable is an unrestricted dollar than a restricted dollar, and the answer I get most often is “Three times as valuable.”

Using that multiplier, one could make the case that the impact that the CFC gifts generate is more than $800,000,000 million dollars annually; but I think it’s better to stick with the reportable numbers.

As interesting as these numbers are, the question that all non-profits in the CFC want to know is “How much can we generate through the CFC?” and while the honest answer is anywhere from zero to $5.5 million, that’s not usually what they want to hear.

When I ask executive directors who do participate in the CFC, “What’s the biggest benefit they get from being in the CFC?”, the answer I often get is “It keeps our doors open.” For non-profits that have done the work to develop a significant CFC revenue stream, it is reliable and the fact that the monies are unrestricted is a huge benefit.

Campaign Application Periods Coming Up Fast
For non-profits that want to enroll in the CFC, the CFC application periods come up quickly after the end of the calendar year. National and International charities have a January deadline, as do some of the larger regional CFCs. Most of the regional CFC applications are due between February and March. If you’re not sure which regional CFC office is the one that your non-profit would apply to, please send me an e-mail at Bill Huddleston @ Verizon.net and I’ll be glad to help you out.
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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 ??
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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.

The other day I came across yet another instance of a non-profit’s leadership huffing and puffing about a potential funder’s request for the names of their top ten individual donors to support the organization’s contribution request proposal. “Our policy,” the non-profit said, “is that we do not share such information.”

It seems to me that attitude is an invitation for the potential grantor to respond, “Okay, if that’s how you feel, we won’t “share” our money with you.”

It is not clear to me how any non-profit organization could have an intractable policy against releasing names of individual donors in situations such as this. It seems to me that more often than not, such an attitude is reflective less of guarding the privacy of donors, than it is of poorly thought-out policy. Basically, the organization is saying potential grant makers cannot be told what is usually treated as public information.

Surely, the organization must have published an Annual Report. If so, such donor listings are printed there. Even if the donors are grouped in contribution ranges (e.g. $10,000 to $14,999), you can see who the top ten are likely to be. (If no annual report is produced, the organization is missing a good donor relations and communications opportunity.)

But let’s work from the assumption that donors and amounts are listed in the annual report. The only instance in which a non-profit may be unable to supply the name of a particular donor is when that donor has requested anonymity.

My experience, however, has been that even then, most are talking about the avoidance of public recognition through press releases, wall plaques, listing in annual reports, etc. With those relative few exceptions, it’s easy enough to ask for permission to include their names in contribution request proposals when the funding entity requests such evidence of existing support.

I did so for 20 years at one organization with no problem at all—ever. But even if the donor still says no, you can still cite their gifts as coming from “anonymous” if you choose. Most grantors will accept this.

Come to think of it, often when I called and asked anonymous donors if we could provide their names in the guarded atmosphere of a contribution request proposal, they were more than willing. They felt that their good example could very well influence additional support. And they were right.
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If you have a question or comment for Tony, he can be reached at [email protected]. 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.

In my October 4th post, I introduced the second step in the four-step grantsmanship process: Grant Cultivation. I also outlined two methods I that have found to be effective in cultivating grants from foundations and corporations: including your Board Members and the Letter of Inquiry/Intent (LOI).

This month’s post will continue with three additional methods I that have found to be effective in cultivating grants from foundations and corporations:

1. Call the Foundation Manager/Trustee. I typically call the foundation manager or trustee two weeks after mailing the LOI, and they usually answer or call back when I leave a message. These phone calls are a very important way to learn more about these potential grantors, and for them learn more about your NPO. Most important, you can learn if the foundation is a good match for funding your NPO. Although it could be disappointing to learn that this potential funder is not a good fit, it is much better finding out before you spend any more time cultivating or submitting a proposal.

   If they think they are a good fit, ask them what they would like to fund.
   As I wrote in my post, “Donor Centric Grantsmanship”, it really is about
   their funding priorities, and not about what program you would like to
   fund. If the conversation is going well, you can find out other useful
   information: an appropriate ask amount, grant deadlines and guidelines
   if they are not published, AND…

2. Set Up a Meeting. The single best cultivation method is to meet personally with a foundation manager or trustee. So, if the phone conversation is going well, ask if they would like to meet with your Executive Director and the Board Member they know. The ideal meeting is at your NPO where you deliver services to your clients. At your school, your health center, your animal shelter, etc…

   If that is not possible, or does not fit the foundation manager or trustees
   schedule, then suggest a meeting at their office. As the Grant Manager,
   it is appropriate for you to attend a meeting at your NPO, and sometimes
   OK at the foundation manager or trustee’s office. Confer with your
   Executive Director, and use your best judgment.

   The most important goal of this meeting is to learn what this potential
   grantor wants to fund at your NPO. This requires a lot of listening on
   the part of your NPO representatives. If you do not attend the meeting,
   do a quick debrief with your Executive Director (ideally w/in 24 hours),
   take notes, and add this info to your donor database and grant files.

3. Send Invitations to Group Events, General E-mails and Mailings … But don’t overdo it. The contacts you have at the foundations and corporations that are a good fit for funding your organization need to be treated as the important potential donors they are: i.e. individually.

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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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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.

“Give, Get or Get Off” has long been a part of the lexicon of fundraising. It was and is still used most often and most appropriately with boards of NonProfit Organizations that were designed with that concept in mind. If that sounds circular, it is….

There are certain types of NPOs whose boards are specifically designed to be giving and getting boards — institutions of higher education and medical centers are prime examples, as all planning, benchmarking and evaluation are the responsibilities of professional staff.

Governance, in the context of those organizations takes on a somewhat different meaning. Of course those boards are still legally responsible (and liable) for decisions/actions of the institution, and most of them do approach their responsibilities with due diligence, but fundraising is a major responsibility.

One consultant (rhetorically) asked, “Why else, when comprehensive campaigns are conducted, do we do (planning) studies and expect that a major portion of the funding will come from board members?”

The answer is that, for specific kinds of institutions (higher education, cultural, hospital/medical center) most board members have been selected on the basis of the 3-Gs; BUT, for the vast majority of NPOs, there has been (hopefully) a process to determine what is needed from board members to be able to “govern” appropriately and effectively.

Some boards are more involved in governance than others; and, often, that level of involvement depends on the NPO’s current stage in its life cycle.

For the vast majority of NPOs, policy making, fiduciary oversight, long-range and strategic planning, etc. are (should be) their ongoing focus.

Ideally, board members should make (at least) an annual gift to their NPO — but that’s the ideal. Realistically, if we can get board members to take their governance role seriously, and get them to do an effective job in that context, we’d be way ahead of the game — even if they never gave a cent.

And the idea that others espouse, that board members must give or get a specific dollar amount each year … sometimes that works, sometimes not.

We can only hope that fundraising consultants know when to lay that GGG line on a NPO board, and when not. For some boards, it has good shock value, and can have desired results — like the resignation of “dead wood,” or the commitment to setting an example in a major campaign.

But not every NPO gets into major campaigns, not everyone defines “dead wood” the same way, and not every board must be of the 3-Gs type.

It’s like any other concept in development — that may or may not have application in all circumstances.

To provide the NPOs we counsel with the best advice/direction, we must be able to “think outside of the box,” and recognize that all of the old expressions “aren’t chiseled in stone.”

And even if you accept/insist that giving and/or getting is a role of the board, they can exercise that role by authorizing the creation of a separate fundraising “board” – with whatever name you’d care to give it.

NPOs in the early stages of life have “working boards” that do it all — except, very often, giving and getting. And, if you insisted that they restructure for that purpose, you stand a chance of destroying what’s best in that NPO.

As NPOs “mature,” boards are less involved in the “day-to-day” and more concerned with policy making, governance and (yes) fundraising. But don’t insist that all boards must be alike.

For any consultant who’s been in the field for more than a couple of years, flexibility (not rigidity) is one of the qualities with which we (best) serve our clients. We need to be committed to the needs of the people served by our clients — to an end result, not to any specific process of getting there.

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Have you seen The Fundraising Series of ebooks ??
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Have a comment or a question about starting, evaluating or expanding your fundraising program? With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions. Contact me at [email protected]
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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.

An event without the right vendors can be anywhere from “ho-hum” to a total disaster! Be it a one night gala or a three-day conference with gala and other related special events, you want vendors that you know and have worked with in the past.

The “look” of the event begins when people receive their invitations. On arrival at the venue, the “look” continues and sets the tone for the evening. Those “OHs” and “AHs” you hear when the doors open are the hard work of a great team … you, the planner, and your vendors — the lighting team, the audio-visual team, the production team and the printers.

Together you can create anything, from a stand-out invitation to twinkling stars as the stage backdrop, to a panorama of photographs of your honorees and special guests. You can use large screens, gobos, pipe and drape, and banners. And don’t forget trees and plants/flowers – they can help you make many different kinds of statements.

Whether it is the organization’s logo as the centerpiece or a full screen with a dynamite photograph, you can turn a simple stage into an exciting backdrop for your program or entertainment.

Ask the experts for their advice. They frequently have new ideas just waiting for the right opportunity to show them off. One audio-visual company that we work with, and in which I have full faith and confidence, told me about using “pillow lights” as a backdrop. But, even after they showed me a few photos, I couldn’t seem to “see” it. I was glad they convinced me to try it, ‘cause when I walked into the ballroom, I was the one “OHing” and “AHing” over how fabulous it looked.

When we were unable to get a red carpet for our VIP guests, this same company created a “red carpet” walkway using lights that amazed and delighted the audience.

Not every idea is expensive. We have created some interesting “environments” on a shoestring; again, thanks to some of our clever vendors. Don’t hesitate to ask. The right vendors will have more answers than you think, and it is to their advantage to make your event shine.

Having the right vendors ensures the creation of the right event for your organization.
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To read about Natalie, check out her website: Natalie Shear Associates, and take a look at Natalie’s ebook on Special Events
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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.

(The following is an email exchange….)

I recently took over as President with the Xyz Dance Company. It is a very unorganized, 501(c)(3) volunteer (parents of dancers) organization.

I have recommend to the group we seek professional assistance to get “organized” with a development plan, create proper manuals to help keep us on track, and have sought out a local grant writer who is willing to assist us at an economical rate.

The first steps in getting organized, making sure that:
• Your bylaws clearly describe the role/function of the Board
• The Board includes people (not necessarily parents) who bring needed skills and perspectives to ensure effective and business-like functioning
• Your bylaws provide a method for evaluating Board Member performance
• Your Board Members are limited to two consecutive terms of three years
• Your number of board members is divisible by three — so that one-third of those members are up for election each year
• You have a detailed narrative of how your group came into being, what it has done, what it’s doing, what it’s planning on doing, and what future need$ will be
• You have a detailed budget that delineates all sources of income and all categories of expenses
• The grant writer, who should be able to help you put together the above narrative, is paid on a flat fee or an hourly basis … never commission/percentage
• You understand that foundation grants only account for 14% of all charitable dollars
• You understand that 80% of all charitable dollars come from individuals
• You understand that “fundraisers/events” may raise immediate dollars, but don’t result in long-term supporters
• You understand that other potential donors (including foundations, individuals and corporations) won’t be motivated to give to you if your Board Members and other parents have not set the giving example

That said, I truly feel, that because the organization is parent based, with a volunteer board, we simply are not able to put the time into fundraising that we need to. The parents find themselves transporting children, going to do other siblings activities, don’t have the comfort level to approach people for money and a host of other reasons we will fail to generate funds.

I am convinced to have a hired professional serve in the capacity, as a full time fundraiser is essential. A couple questions on that subject:

1. Do full time fundraisers work like a rep (i.e. – golf, sporting goods) where they may be working for more than one company at a time?

The phrase “full-time fundraiser” can be misleading. You have to be sure what it is that you want that person to do.

To hire an “outsider” to be your “fundraiser” raises ethical questions:
1. Do you have the cash on-hand to pay someone’s salary/benefits/taxes for an extended period … while they get up to speed?
2. Do you understand that it’s unethical for a person who raises funds for a nonprofit to be paid a commission/percentage?
3. Are you ready to explain, up front, to a potential donor that the person doing your fundraising is not a staff person?

2. What is the salary range for this type of person?

Keeping in mind that this would be a staff person, not a “rep” type, and depending what you want/expect from this person, in skills and performance, the salary would range from $40,000 to $100,000 – plus taxes & benefits.

But, you are no-where near ready to hire someone !!

3. Are there grants available that would cover or could be applied to the hiring of a full-time fundraiser? If so, where would one look to find such a grant?

Some foundations do fund the creation/support of such a staff position, but your organization must be ready to make effective use of that person. Keep in mind: Foundations typically provide initial funding for “projects.” They don’t want to adopt you.

Before you can even think about hiring a staff person, you must have a study done to determine your potential for fundraising — for sources of volunteer leadership and potential donors.

A properly done study would be an investment that would save you lots of money. Once you know what your fundraising potential might be, and who your potential leaders and donors might be, you can then design an effective fundraising program.

PLEASE NOTE: Do not think that if you hire a full-time fundraising person that s/he will raise all the money. An effective full- or part-time staff “development” person should be the organizer, trainer, and director of a fundraising program. S/he will need a cadre of volunteer leaders who will do the actual prospect cultivation and solicitation.
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Have you seen The Fundraising Series of ebooks ??
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Have a comment or a question about starting, evaluating or expanding your fundraising program? With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions. Contact me at [email protected]
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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.

There are about ten things your non-profit must do now in order to have a successful CFC campaign this fall – CFC campaigns run from Sept. 1 to Dec. 15 each year. I don’t have room to cover all ten in this post, but here are three of the most important, with the overarching theme being “Don’t run a stealth campaign”:

• The CFC Logo
Have you ever watched the Little League World Series on TV, played in Japan each year? Even with the signs on the outfield fences in Japanese, you can still recognize which companies are advertising because of their logos. In a similar vein, millions of potential federal donors recognize the Combined Federal Campaign logo, which is restricted to use by charities that are enrolled in the CFC.

The CFC logo is recognized worldwide by federal public servants wherever they are working, and for Federal employees, giving through the CFC is the most donor friendly way for them to give.

The CFC logo is a million dollar benefit provided free to CFC charities, which is another unique feature of workplace giving – the only type of non-profit fundraising that is subsidized, low-risk and high leverage.

If your non-profit is in the CFC, having the CFC logo and your code number on your home page will answer 85% of the questions your potential CFC donors might have. Get your logo in the format you need at: www.opm.gov/cfc/logos.

• Email Signature of all staff and board members
Especially during the solicitation period, the e-mail signatures of all staff and board members should include information about the workplace giving campaigns your non-profit participates in, including the CFC code number. It doesn’t need to be long; some variation of this will work:

The ABC Charity participates in the Combined Federal Campaign
with the CFC code: 00000, please ask your Federal friends to
support us in their agency’s CFC campaign this fall! Thanks very
much for your support in passing the word! To learn more about
our workplace giving campaigns, see www.homepage/CFC.org.

The point is, you don’t know who the recipients of your e-mail messages know, including information about the fact your non-profit participates in the CFC will help get the word out.

• Team Work – What Does it Really Mean?
If I call your organization and ask the question, “Are you in the CFC?” what answer will I get?

A.  Yes, we are, and our code number is 12345. Is there any
other way I can help you?

B.  I think so, but I’m not the person who handles it, and that
person’s not in yet, can I take a message?

C.  What’s the CFC?

Teamwork is hard, communication is hard, and the way to improve in this area is practice and this one of the benefits of workplace giving campaigns – they provide multiple opportunities for staff development for the non-profits that are smart enough to recognize the opportunities presented.

What are the existing connections between your supporters (donors, volunteers, staff, board members) and the Federal community?

Please note that “supporters” are not restricted to “donors.” You may very well have supporters who think well of your organization, but, for whatever reason, are not in a position to be donors at the present.

For you as a non-profit leader, have these actions taken place:
•  Have you asked your current supporters to help get the word out
about the fact that the organization that they care about is enrolled
in the CFC? Use your newsletter/email list to do so.

•  Does everyone on your staff (including volunteers) know that their
nonprofit is enrolled in the CFC and what your CFC code number is?

•  What does the front desk person say about the CFC? And don’t
call in with your own cell phone with caller ID, have a friend call,
ask the front desk person about the CFC, and report back on their
experience.

From the little quiz above, obviously Answer A is the one you want, but if you get one of the other responses, use it as an opportunity to improve the communication and teamwork actions in your non-profit.

As I said, there are ten actions that you must take during the campaign season to have a successful CFC campaign, and these three: CFC Logo and code number on the home page, CFC code number in all e-mail signatures, and using the CFC as a team work opportunity are important ones.
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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 ??
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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.

This is an update/revision of a posting that appeared in October, 2010

In my 30+ years as a fundraising consultant, I’ve seen corporate fundraising done by staff and/or volunteers, with a consultant advising/teaching/guiding; and, I’ve seen a “consultant” doing the fundraising from the corporations on behalf of the NPO. In both cases, it always created a conflict of interest if the consultant was to be compensated on a commission/percentage basis.

In the first circumstance, the relationship is between the NPO and the corporation. The consultant may make the initial contact with the corporation, but the discussions are between the NPO family and the corporate people. In this case, the consultant actually consults. S/he is paid for her/his time/effort/expertise, with no consideration as to how much money the NPO may or may not raise.

In the second scenario, the relationships are between the “consultant” and the corporations, and the “consultant” does little or no consulting. In this case, the “consultant’s” role is to “show” the corporation how their support of the NPO will benefit that corporation. Again, the “consultant” should be compensated on the basis of the time/effort/expertise that goes into making “it” happen, not on a percentage/commission basis.

Many corporations (especially those who are frequently asked to support NPOs) are aware of the “rule*” (see * below) prohibiting commission/percentage compensation for those raising money for a non-profit organization. Many of those corporations agree with and accept that concept. Some don’t!! Some don’t care!! The question is whether you want to risk appearing ignorant of “accepted practice” and/or seeming not to care??

There is, of course, a third option, one in which the consultant/event planner working with you on your organization’s event has the relationships, the ability and the willingness to contact and solicit corporations to get them to buy tables or sponsorships. Where this person is usually paid a flat fee for their event planning work, s/he may (not) take an additional fee for this work … and may simply use the opportunity to cement their own relationships with the nonprofit organization and the corporation(s).

Always remember, once the consultant/planner has created the relationships for you with the corporations, then it is up to you, the NPO, to follow up to use this introduction wisely. Depending on others to continue to garner corporate support for you shows a lack of “how-to” in developing relationships/partnerships. The consultant who brings the corporations to the table (so to speak!) has given you a gift. What you do with it is up to you.

(*Conflict-of-Interest issues tend to become public information, and have hurt many nonprofits and their ability to raise money. It is, therefore, with good reason, that all of the major associations of nonprofit organizations and those of charitable-fundraising professionals accept and endorse this “rule.”)
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Have a comment or a question about starting, evaluating or expanding your fundraising program? With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions. Contact me at [email protected]
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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.

Don’t forget your proposal graphics! They can be, and usually are, important elements of persuasion. But too many grant proposals have poor graphics, too few graphics, or none at all.

Graphics are Important
Graphics are far more than entertaining diversions. We know, from considerable research on the subject, that good proposal graphics (appropriately integrated with the text) can help reviewers more easily understand what you are proposing.

The cliché, that a picture says a thousand words, is correct … for visual AND non-visual learners.

As Mike Parkinson and Colleen Jolly (of the 24 Hour Company) have pointed out, your graphics must be interesting enough to hold your reviewers’ attention and yet must be clear and simple enough to communicate your major points.

According to various studies, good graphics:
• Take 40 percent less time than text to explain complex ideas.
• Improve retention 38 percent.
• Communicate up to 60,000 times faster than text alone.
• Improve learning 200 percent.

Kinds of Graphics to use to help convey your major points:
   Bridge graphics are pictures of a metaphor that depicts the connection between actions, concepts, or entities. It can be used to show transitions, operational flow, and systems integration.
   Chain graphics depict linked sections, concepts, or entities by literally using chains to show the connection between different organizations or activities.
   Conveyor belt graphics are pictures of a repeatable linear process. It effectively shows forward movement as a series of steps.
   Dashboard graphics present multiple metrics in one consolidated picture. It presents a holistic view of related information.

To give you an idea … two commonly used graphics are the Light Bulb, for innovation, and the Lock, for security.

For Further Help, these web sites and books have many ideas for good proposal graphics:
   www.BizGraphicsOnDemand.com
   www.images.google.com
   www.visual-literacy.org
   Edward R. Tufte, The Visual Display of Quantitative Information (2001)
   Edward R. Tufte, Visual Explanations (1998)
   Edward R. Tufte, Envisioning Information (1990)
   Michael T. Parkinson, Billion Dollar Graphics: 40 Powerful Ways to Show your Ideas (2006)

Good visuals help reviewers picture your text and good pictures promote improved comprehension and persuasion. Devise good icons, symbols, and pictures for your win themes and you will help reviewers better understand, and more easily accept, the essence of your grant proposal.
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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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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.

The following, provoked by questions to this blog, is a revision of a posting from April, 2010.

Development is the process of creating and enhancing relationships with (potential) donors … hopefully leading to the solicitation/acquisition of (contributed) income.

“Development” directly references the relationship between the donor and the nonprofit, and how that relationship satisfies the needs of both.

It is, ideally, the introduction of (prospective) donors to a nonprofit organization, building their interest in the organization’s mission/services, developing in them a passion for the mission and a commitment to the organization’s future, getting them to make-the-gift, and maintaining the relationship so that they will continue to support the mission … and continue to give.

Development may also have little-or-nothing to do with the NPO’s mission, and may focus primarily on the needs of the donor. If, for example, the (potential) donor has no interest in the organization, but wants/needs to see his/her name on (a wing of or the outside of) a building, the relationship that is built is designed to get the donor to want his/her name on your organization’s building.

Very often, a person may give because they want to please the person who is “asking,” or because they want to see their name listed alongside the names of recognizable personalities. That is fundraising, but not necessarily “development.”

“Fundraising” only addresses the “income generation” aspect of the process. It can include fee for services, product sales and so-called “fundraisers,” as well as the generation of contributed income not based on a relationship between the donor and the organization.

People give to satisfy their own needs. If the (relationship building) process results in having an individual want to give … feeling good about giving because his/her needs are being satisfied, and having that giving advance the organization’s mission and services, that’s a desired result of the development process.
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Have a comment or a question about starting, evaluating or expanding your fundraising program? With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, I’ll be pleased to answer your questions. Contact me at [email protected]
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Have you seen The Fundraising Series of ebooks ??
=-=-=-=-=-=-=-=-=-=-=-=-=-=
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.