Friends of Ontario Parks Capacity Building Toolkits

FRIENDS OF ONTARIO PARKS GOVERNANCE

SANDI L. HUMPHREY, CAE

Sandi L. Humphrey, CAE, served as Sandi also serves as an instructor in a not-for-profit executive for over the Canadian Society of Association twenty years, twelve of which were Executives’ Certified Association as Executive Director of the Ontario Executive (CAE®) program. She Association of Police Services Boards. is co-author of Best Practices and During that time, the pursuit of Tools for Not-for-Profit Boards, board effectiveness occupied a the Guide to Positive Staff-Board significant amount of Sandi’s time, as Relations for Directors of Not-for- police board members relied on their Profit Organizations, Guide to association to provide information Effective Committees for Not-for- and training to help them govern Profit Organizations, and Canadian their local police services. Association Management, the definitive source of information on For the past fifteen years, Sandi’s leadership, latest developments firm, Board Know-How (www. and best practices in the not-for- boardknowhow.com) has provided profit sector. consulting services to the association and not-for-profit community, with a particular emphasis on board governance, association structure, strategy and accountability. SECTION ONE: ONTARIO PARKS – WHO DOES WHAT?...... 3 ONTARIO PARKS STRUCTURE...... 3 FRIENDS GROUPS...... 3 SECTION TWO: WHAT IS GOVERNANCE?...... 5 MISCONCEPTIONS ABOUT GOVERNANCE...... 5 THE DIFFERENCE BETWEEN GOVERNANCE AND OPERATIONS...... 5 GOVERNANCE MODELS...... 5 SECTION THREE: THE ROLE OF THE CHAIR AND OTHER OFFICERS...... 7 THE ROLE OF THE CHAIR...... 7 THE ROLE OF THE TREASURER...... 7 OTHER OFFICERS...... 7 OFFICER LEADERSHIP...... 8 SECTION FOUR: BEST PRACTICES IN GOVERNANCE...... 8 MONITORING INTERNAL AND EXTERNAL TRENDS...... 8 ESTABLISHING AND PRIORITIZING STRATEGIC GOALS (THE STRATEGIC PLAN)...... 8 ESTABLISHING THE RULES (POLICY)...... 9 POLICY RELATIVE TO THE ROLE AND AUTHORITIES OF THE BOARD AND INDIVIDUAL DIRECTORS...... 10

TABLE OF CONTENTS OF TABLE POLICY RELATIVE TO THE ROLE AND AUTHORITIES OF THE CHAIR AND OTHER OFFICERS...... 10 POLICY (RULES) TO GUIDE THE CHIEF STAFF OFFICER ON A DAILY BASIS ...... 10 POLICY RELATIVE TO COMMITTEES...... 11 THE ANNUAL BUDGET AND OPERATIONAL PLAN...... 11 MONITOR COMPLIANCE WITH POLICY...... 12 SECTION FIVE: WHAT ARE OUR OBLIGATIONS?...... 12 LIABILITY AND RISK...... 12 DUE DILIGENCE...... 13 OBLIGATIONS OF ONTARIO NOT-FOR-PROFIT CORPORATIONS...... 13 CONFIDENTIALITY, CONDUCT, AND CONFLICT OF INTEREST...... 14 BY-LAWS...... 15 SECTION SIX: DELEGATION IS KEY TO YOUR SUCCESS...... 16 HOW TO DELEGATE...... 16 DELEGATING TO COMMITTEES...... 17 DELEGATING TO OTHERS...... 17 SECTION SEVEN: EFFECTIVE BOARD MEETINGS...... 17 THE PURPOSE OF BOARD MEETINGS...... 17 ELEMENTS OF EFFECTIVE MEETINGS...... 18 AGENDAS AND MINUTES...... 19 IN-CAMERA MEETINGS...... 20

FRIENDS OF ONTARIO PARKS GOVERNANCE i RESOLVING CONFLICT...... 20 EFFECTIVE DECISION-MAKING...... 21 SECTION EIGHT: BOARD AND STAFF PERFORMANCE...... 22 EVALUATION OF THE PERFORMANCE OF THE BOARD...... 22 EVALUATION OF INDIVIDUAL DIRECTORS...... 23 BOARD DEVELOPMENT AND SUCCESSION PLANNING...... 23 EVALUATION OF THE CHIEF STAFF OFFICER...... 24 ORIENTATION OF NEW BOARD MEMBERS...... 26 SECTION NINE: ACCOUNTABILITY...... 27 ACCOUNTABILITY TO ONTARIO PARKS...... 27 APPENDIX A: SAMPLE STRATEGIC PLAN (FRIENDS OF KILLARNEY)...... 29 TABLE OF CONTENTS OF TABLE

FRIENDS OF ONTARIO PARKS GOVERNANCE ii ONTARIO PARKS – WHO DOES WHAT?

FRIENDS OF ONTARIO PARKS GOVERNANCE PARKS – WHO DOES WHAT?PARKS– WHO ONE:ONTARIOSECTION to theirdistinctandseparate roleand is ensuringbothunderstand andadhere the BoardandParkSuperintendent, as is keytoasolidrelationship between Management. Two-way communication a strongworkingrelationshipwithPark friends organizations, andthatfriendshave Superintendents areactivelyengagedwith associated park.ItiscriticalthatPark Superintendents whomanagethe Friends’ groupsreportdirectly toPark organizations. legal agreementsimpactingcurrentFriends groups, alongwiththeinternalpolicyand supports developmentofnewFriends section, acorporatepartnershipprogram Within theMarketingandCommunications management. superintendents responsibleforpark including ZoneofficesanddowntoPark into thevarioussectionsofOntarioParks, through theManagingDirector’s office mandates. Mandatesanddirectionflows over theirstaff andtheirrespective Each sectionmanagerholdsresponsibility Finance; and,ZoneManagement. Operations &Development;Businessand sections: MarketingandCommunications; Parks overseesfourkeymanagement The ManagingDirectorofOntario Resources, andtheOfficeofPremier. ultimately totheMinisterofNatural the MinistryofNaturalResources,and is accountabletoseniormanagementof Director’s office. TheManagingDirector the responsibilityofManaging The OntarioParksorganization isunder Ontario Parks Structure structure. understand wheretheyfitintotheoverall page mayhelpallinvolvedbetter The organizational chartonthefollowing privileges). all meetingsbutdoesnothavevoting an ex-officioBoardmember(attends Superintendent orhis/herdesignateas Friends BoardwouldappointthePark responsibilities. Itisexpectedthatevery • responsibilities ofFriendsare: from thatofparkmanagement. The key have adistinctandseparateroletoplay within theOntarioParksstructureand Friends Groupsareimportantpartners Friends Groups • • •

Contribute totheOntarioParks As not-for-profit, registeredcharities, Offer OntarioParksimportant To supplementandenhancethe mandate andvisitorexperience. cannot doalone;and, and undertakeworkthatOntarioParks active andhealthylifestyleinitiatives, natural andculturalinterpretation, to supportenvironmentalpriorities, leverage publicandprivatefunds Ontario Parksmandates; streams andresourcestoachievethe opportunities toaugmentrevenue Friends agreement); Ontario Parks(viaan and resourceprotectionactivitiesof educational, recreational,research GOVERNANCE 1 Ontario Parks Corporate Structure ONTARIO PARKS CORPORATE STRUCTURE CORPORATE PARKS ONTARIO

FRIENDS OF ONTARIO PARKS GOVERNANCE 2 WHAT IS GOVERNANCE? not govern.” oneisnottaught how“If to govern, onewill

GOVERNANCE? WHAT TWO: IS SECTION FRIENDS OF ONTARIO PARKS better chanceofdoingso. desire tomakeadifference willhavea that thosewhojoinBoardsoutofasincere on governance,willhelpraisetheodds guide, aswellinformationandtraining The provisionofresources,suchasthis is nothasservedthoseBoardswell. assumptions aboutwhatgovernanceisand to “figureitout”ontheirown.Making For toolong,manyBoardshavebeenleft exception. quickly becomingthenormratherthan orientation, trainingandevaluationare responsibilities. Inthe21stcentury, Board understanding oftheirobligationsand Boards andBoardmembersgainabetter attention needstobepaidhelping appoint andworkwiththem,thatmore on thepartofBoards,andthosethat there hasevolvedagreaterunderstanding GOVERNANCEAs adirectconsequenceofthesefailures, will suffer aswell. the Boardfails,organization itgoverns Directors haveanimportantjobtodo–if sector, corporateornot-for-profit, Boardsof Regardless ofwhethertheyarepublic cases, thecoverageisnegativeinnature. media attentionthesedays,andinmost Boards ofallkindsaregettinggreater Misconceptions aboutgovernance Board Know-How! L.Humphrey,Sandi CAE not anoption. monitoring progressandcompliance)is (establishing goalsandpolicies or operationaltasks,governance as aresultperformsadministrative Even ifaBoardhasnostaff and done, andoperationsistheactualwork. is theactofdeterminingwhatneedstobe operational. Inotherwords,governance Board delegatestoothersisconsidered to verifyperformance. The workthe to whomitdelegates,andmonitors clearly definestheexpectationsofthose consultantsand/or individualvolunteers), Chief Staff Officer, Boardcommittees, Board thendelegatestoothers(e.g.,a to theBoardthroughbylaws. The the authoritytogovernandmanage not-for-profit organization delegate The stakeholdersormembersofa concise. provided by Wikipedia isclearand governance exist,thefollowingdefinition While awiderangeofdefinitions governance andoperations The difference between area ofresponsibility. processes anddecision-rightsforagiven consistent management,cohesive policies, organization, governance relates to In thecase ofabusinessornon-profit management orleadershipprocesses. separate of process part orofaspecific consists It eitherofa performance. expectations, grant power, orverify relatesIt to decisionsthatdefine Governance ofgoverning. istheactivity GOVERNANCE 3 Governance models utilizes the term “means” to describe the parameters or rules established to guide Governance is a hot topic these days, and staff as they pursue the goals or “ends”. as a result, governance consultants are introducing their own unique models at an Ask anyone who has been on a Board that unprecedented pace. If one examines them employed the Carver model of governance all, however, it becomes evident that there what they think of it and they will respond are really two distinct governance models with either great enthusiasm or express with varying degrees of difference: the great disappointment. But what governance administrative model and the policy model. experts continue to find are Boards who believe they are embracing a policy The administrative governance model is governance model (Carver or otherwise), consistently applied to newly formed or but who are failing in one particular smaller organizations where there are no area, that of monitoring compliance with employees. In this particular model, the the policies they have adopted, and/or Board not only determines what will be neglecting to amend their policies when done, but individual members of the Board indicators suggest there is a need to do so. are actively involved in performing that work. As the organization grows and staff Good governance has certain principles that are employed to assume administrative are common across the public, private, and functions, Board members who once non-profit sectors. These are transparency, performed the actual work often continue to clear allocation of roles and responsibilities, see their task as “helping” the staff do their financial probity, accountability, and looking job, or telling them specifically how to do at outcomes. Recognize that the principles of it. Often times this results in duplication of good governance apply to all organizations effort, slow decision-making, and differing regardless of their size. The structure points of view about who (the staff or the will have to be tailored to the institution Board) should be doing what. depending on its size, but the principles remain the same. No doubt in response to the above, John Carver introduced his Policy Governance The Honourable Bob Rae Model in the 1980s. Carver’s governance model is widely known and has been National Study of Board Governance embraced by many for-profit and not-for- Practices in the Canadian Non-Profit and profit organizations throughout the world. Voluntary Sector, Strategic Leverages Essentially Carver advocates that Boards Partners Inc., Centre for Voluntary Research define “what” the organization will do, and Development, 2006 establish policy on the roles and authorities of various players (the Board, the Chief There is a flawed understanding of the Staff Officer, the Chair), and monitor Carver model among many – a belief that compliance with those policies. a Board employing the Carver model is limited solely to determining “what” the Carver employs the term “ends” to describe organization will do (i.e. ends), leaving the strategic goals of the organization or the staff to determine “how” those outcomes “what” (e.g. increasing tourism visitation will be accomplished (i.e. means). Not so. to the region from the U.S. by 10%). He The Board has a critical role with respect to the means. It must establish the rules

FRIENDS OF ONTARIO PARKS GOVERNANCE 4 sleeves andbevisionaries. for thosewhoarewillingtorolluptheir That’s achallengingyetrewardingtask monitor progressonanongoingbasis. tasks, whatsuccesswilllooklike,and they delegateadministrativeoroperational organization, particularlythosetowhom to makeitcleareveryoneinvolvedinthe The jobofaBoardinanyorganization is the ends. limitations placedonthemastheypursue everyone isclearabouttherulesand documented policy. This ensuresthat It doesthatthroughtheestablishmentof and maketheauthoritiesofeveryoneclear. FRIENDS OF ONTARIO PARKS GOVERNANCE GOVERNANCE 5 SECTION THREE: THE ROLE compels the Board to clearly set out in OF THE CHAIR AND OTHER policy a documented job description to guide the occupant of the critically OFFICERS important position of Board Chair, and constantly monitor compliance with same. The role of the Chair Doing so will reduce the chance that a current or future Board Chair doesn’t make The Chair’s primary job is to manage assumptions about what their job entails the Board. S/he is responsible for by acting beyond the Board’s comfort zone the preparation of meeting agendas or fails to perform a function the Board that focus on issues of priority to the assumed was well in hand. Board. The Chair also manages Board meetings,ensuring issues are addressed The role of the Treasurer appropriately, that discussion moves along, and, that each Board member has Similar to the Chair, the bylaws may or an opportunity to contribute (see Section may not set out responsibilities for the Seven: Effective Board Meetings, for Treasurer in detail. If an organization further detail). employs administrative staff, the bookkeeping and reporting function is An organization’s bylaws normally commonly delegated to staff, with the contain provisions setting out the role Board confining its financial activities to and responsibilities of the Chair – they approving an annual budget, receiving range from a simple clause indicating the and approving financial reports generated Chair shall facilitate at Board meetings, by staff or the auditor, and monitoring to multiple clauses that set out detailed compliance with the Board’s financial responsibilities. Whether or not the policies. Again, a clearly documented organization employs staff will also have an

WHAT IS GOVERNANCE? WHAT job description for the Treasurer is highly impact on the responsibilities that fall to the recommended so the occupant is clear Chair (or other Officers for that matter). before accepting the position what the job entails andthe financial competency Regardless, every governance model required, and is not forced to make assumptions about what the job is or is not.

INTERNAL TRENDS AND ISSUES EXTERNAL TRENDS AND ISSUES

Data tracking sales or fundraising revenues over Statistics Canada data reporting on traveller a number of years statistics, demographic trends, etc.

Stakeholder data (i.e. number of members, Research, articles and reports focused on the members by category) over a number of years not-for-profit sector citing best practices

Data from a Government agency or Ministry Historical financial data (i.e. comparing specific to the parks or tourism sector (e.g., organizational revenues and/or expenditures travel intention studies, shifts in travel over a period of years) patterns, traveler motivation studies).

FRIENDS OF ONTARIO PARKS GOVERNANCE 6 elected tothoseoffices. it clearwhatresponsibilitiesfalltothose important thatpolicyisestablishedmaking with theotherofficerscitedabove,itis position ofSecretaryand Vice-Chair. As Many organizations electedOfficerstothe officers Other FRIENDS OF ONTARIO PARKS As example: GOVERNANCEwhen conductingorganizational business. acting astheywouldexpectotherstoact mindful ofhowtheyconductthemselves, lead byexample. They shouldbeever Those electedtoserveasOfficersshould leadership Officer Deal • Promote • Honour • Be • lot Board tablerather thanintheparking work itdoes the organization

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GOVERNANCE 7 SECTION FOUR: BEST facilitators are well equipped to conduct PRACTICES IN GOVERNANCE your pre-session member needs survey and an external environmental analysis.

Monitoring internal and external It is important that the Board acknowledge trends member and/or stakeholder input into the plan. Saying “thank you for your input” and Boards can’t make informed decisions in letting people know that their input was the an information vacuum. Many Boards get driving force behind the goals contained embroiled in trivial discussions because in the resulting strategic plan is critically the information attached to their agenda important. After all, the plan clearly and isn’t well considered. A Board needs to concisely sets out who you are, and what give considered thought to the type and you are planning to do in response to the frequency of information it needs to fuel needs of your stakeholders. good Board discussion and decision- making. Once your plan is established, your focus turns next to the implementation and A critical Board responsibility is that of evaluation of your strategic goals. It is here determining organizational priorities. What where performance indicators come into follows are some samples of the types of play. Performance indicators are measures internal and external information the Board used in the process of establishing, should be seeing on their meeting agendas. evaluating and implementing your Establishing and prioritizing strategic organization’s strategic direction. Every goals (the strategic plan) strategy contained in your plan is designed to help you achieve a certain outcome. The One of the Board’s most important Board needs the ability to measure progress deliverables or products is a strategic plan. and results. It achieves that ability by Essentially, the plan sets out, “this is who establishing performance indicators for each we are, this is our reason for being, these of the goals contained in its strategic plan. are our values, this is our vision, and here Characteristics of performance indicators are the things we are going to do to achieve include: that vision”. (See Appendix A: 2012 Friends of Killarney Park Strategic Plan for an • They are critical indicators of success example.) from a stakeholder point of view;

A typical planning session or retreat lasts a • They can be measured without the full day. Considerable research on member

BEST PRACTICES IN GOVERNANCE need to establish complex and costly and/or stakeholders needs as well as internal measuring systems; and external trends should be undertaken prior to the session - Board members would • They speak to the value-added be expected to have reviewed the internal contribution of the organization; and external analysis and other research prior to arrival at the session. Many Boards • They are reliable ways of measuring opt to employ an external facilitator to results; and guide them through discussion and keep • The measurement is recognized as valid them focused on the identification of by others in the same business. strategic goals – in many cases, those same

FRIENDS OF ONTARIO PARKS GOVERNANCE 8 with thoseyouserve. ultimately resultinastrongerrelationship Doing socanhelpeliminaterumoursand sharing yourkeyperformanceindicators. stakeholders knowwhatyouaredoingby monitoring. Itisalsoprudenttoletyour strategic plandemandsacommitmentto The successfulimplementationofyour for improvement. alter astrategyand/oridentifyopportunities system –itcanalerttheBoardtoaneed indicators canserveasanearlywarning Constant monitoringofkeyperformance FRIENDS OF ONTARIO PARKS • following. at Boardmeetings,oftenendupdoingthe who failtokeeptheirpolicytopofmind comprehensive governingpolicy, andthose Those Boardswhohavefailedtoestablish therules(policy) Establishing • GOVERNANCE

and future decisions. conditions, to guideanddetermine present among alternatives, andinlightofgiven fromcourse selected ofaction ormethod Merriam-Webster as:adefinite policy defines or othervolunteers, andestablishpolicy approve theactionsofstaff, committees themselves whytheyfeelcompelled to stuck intheapprovalcycle needtoask others totheBoarditself. Boards for outcomesofthosedecisionsfrom progress, butitmovesresponsibility seen practicenotonlyslowsdown staff orvolunteers. This commonly with approvingactionsonthepartof Approval: Boardsbecomepreoccupied lot ofrepetition. establishment ofpolicycaneliminatea same protracteddiscussion. The year afteryear, andgeneratethe agenda, meetingaftermeeting,or continue toappearontheBoard Repetition : The sameorsimilaritems defines therole oftheChairandother that theBoardestablishpolicy thatclearly As discussedinSection Two, itisimportant officers authorities oftheChair and other Policy relative to the role and this guide. covered ingreaterdetailothersections relationship. Manyoftheseissuesare Board; and,theBoard/ChiefStaff Officer conduct; conflictofinterest;therole Board policiesinthisareainclude:codeof new Boardmembers.Commonlyseen as agreatresourceintheorientationof respecting theroleofBoardserves and consistently, documentedpolicy the Boardconductsitsbusinessethically Not onlydoessuchpolicyhelpensure individual Directorsmakesgoodsense. the responsibilitiesandexpectationsof Documenting theroleofBoardand individual Directors authorities oftheBoard and Policy relative to therole and policy isrequired. There areanumberofareasinwhichBoard that theBoardmakesitsintentionsknown. successful governance.Itisthroughpolicy Sound policyisakeycomponentof compliance withthatpolicy. over aspecifiedamount,andmonitor competitive bidsonanyexpenditure to seekingaminimumofthree a Boardpolicythatbindseveryone for thattechnology?Ifso,establish they worriedthattoomuchwillbepaid precisely whatitisworriedabout. Are Board needstodiscussandidentify piece ofequipmentortechnology),the an expense(i.e.thepurchaseofanew to approveanyactionthatwillincur example, iftheBoardfeelscompelled in responsetotheirrealconcerns.For GOVERNANCE 9 Officers. Failure to do so may result in that the Chief Staff Officer is (or is not) duplication of effort and confusion among complying with Board policy, and with the Officers themselves, Board members, that knowledge, positions itself to make an volunteers and staff. A lack of clear job informed and objective assessment of the descriptions makes it difficult for the Board Chief Staff Officer’s performance. to hold Officers accountable for their performance. These documented policies Policy relative to committees are also helpful to those who may be Let’s consider a number of commonly interested in assuming an Officer position seen trouble spots relating to not-for-profit at some point in the future. committees: Policy (rules) to guide the Chief Staff • Many committees live on despite Officer on a daily basis (i.e., financial the fact that their work is no longer management, financial planning, required or is no longer in line with the staff treatment, etc.) Board’s strategic priorities; If the Board delegates the responsibility to • Committees with no documented job manage the organization to a Chief Staff description or terms of reference can Officer (e.g. Executive Director), the Board and have duplicated the work of the must be clear about its expectations.In these Board, other committees and/or the circumstances, Boards need to establish staff consequently wasting valuable a wide range of policies on issues such resources; and, as: financial and business planning; staff treatment; protecting the organization from • Committees operating without a clear risk; the treatment of staff; investments; understanding of their authority often information and counsel to the Board; asset interfere with staff or volunteer work protection; succession planning; etc. In and cause strained relations. essence, the Board establishes policies in response to those things they worry about. All of the above trouble spots can be These types of policies make it evident to eliminated or reduced significantly with the Chief Staff Officer where his or her sound Board policy on the subject of authority begins and ends. committees. Such policy should compel the Board to establish clearly documented Not only does the Board establish these terms of reference for every committee as policies (which we like to refer to as soon as it is established (see Section Six, “the rules”), the Board must monitor the Delegating to Committees). Chief Staff Officers’ compliance with those policies on an ongoing basis. When The annual budget and operational policies are established that apply to the plan Chief Staff Officer, the Board needs to also discuss and determine what type of Very few organizations possess the information it needs, and how frequently financial and human resources necessary to it needs that information, in order to achieve every goal in their strategic plan. satisfy itself that the policy is indeed being That fact compels Boards to prioritize each complied with. In this way, the Board of the goals in their strategic plan before will constantly be receiving solid evidence taking the next critical step, determining what will be accomplished in a given year in light of the resources available to it.

FRIENDS OF ONTARIO PARKS GOVERNANCE 10 and withwhatresources. what willbedone,bywhenandwhom, constantly onthesamepage–knowing It alsoensuresthattheentireBoardis to increasetheoddsofoverallsuccess. Good planninghasproventimeandagain focused ontheirultimatevisionorgoal. individual merit,doesnotkeeptheBoard approved ornotbasedontheir are introducedatBoardmeetingsand The alternativeapproach,wherenewideas approved andmonitoredbythefullBoard. an annualbusinessplanisestablished, administrative staff shouldstillensure Boards inorganizations that donotemploy for outcomes. hold theirChiefStaff Officerresponsible manner positionstheBoardtoobjectively accompanying budget.Operatinginthis the goalscontainedinplan,and Staff Officer’s progresswithrespectto meetings, theBoardmonitorsChief budget forthecomingyear. At eachofits end resultbeingapprovalofaplanand and discussedwiththeBoard, This informationwouldbepresentedto Staff Officer(e.g.ExecutiveDirector). accompanying budgetfallstotheChief the annualoperationalorbusinessplanand administrative staff, thedevelopmentof In circumstanceswheretheBoardemploys FRIENDS OF ONTARIO PARKS 1. with: at eachmeetingtheBoardwillbeprovided section called“monitoring”.Itisherethat Every Boardagendashouldcontaina Monitor compliance withpolicy GOVERNANCE

A progressreport ontheannual business/operational plan; 2. amend policyshouldtherebeaneed. established, andallowsittomodifyor Board membersofthe“rules”ithas issues, theannualpolicyreviewreminds In additiontodealingwithcompliance reviewed ataBoardmeetingonceperyear. minimum, everyBoardpolicyshouldbe this policyisbeingcompliedwith”? At we needtoseeit,satisfyourselvesthat do weneedtosee,andhowfrequently policy. Itneedstoask,“Whatevidence should attachamonitoringprovisiontothat When itestablishesapolicy, theBoard 3.

Evidence requiredbythemonitoring A financialstatement(atafrequency their policiesarebeingcompliedwith. to allowtheBoardsatisfyitselfthat provisions containedinBoardpolicies variances; and, notes providingtherationaleforany and expenses,accompanying actual versusbudgetedrevenues outlined inBoardpolicy)thatcompares GOVERNANCE 11 SECTION FIVE: WHAT ARE sufficient protection if the Board and OUR OBLIGATIONS? individual Board members are acting in good faith and are monitoring compliance with their policies. Liability and risk Risk management has become a hot topic Directors can be held liable for: of late. It seems a new book or workshop • Criminal Offenses (e.g. fraud): if it on the topic pops up every month or so, and is found that the Director knew of or risk management consultants are starting permitted such activity; to emerge in the marketplace in ever increasing numbers. Every organization, • Civil Offenses (e.g. contracts): if such not-for-profit or for profit, faces risk. In the contracts are perceived to have been not-for-profit sector the most commonly entered into by an individual Board cited risks include: fraud or embezzlement; member rather than a signatory on mismanagement; sudden or unexpected behalf of the organization; loss of key staff or volunteers; loss of stakeholders; loss of ongoing funding; and, • Statutory: failure of not-for-profit unexpected industry trends. organizations incorporated in Ontario to inform the Ministry of changes The Board needs to identify those risks in head office location, number of that might impact the organization and Directors, etc., and maintain records of consider the impact of each risk to the proceedings; and, organization should it unfold. It then needs to consider what can be done now to • Employer Obligations: Board members help avoid or mitigate each of those risks may be held liable for unpaid employee (e.g. establish policies or controls), and wages and vacation pay, CPP and establish and implement a risk management EI deductions, and payroll and other plan. There are plenty of resources in the required taxes (i.e. HST). marketplace to help guide Boards through a comprehensive risk management analysis - • Obligations of Charities: the Board we suggest contacting the Canadian Society is responsible for ensuring proper of Association Executives (www.csae.com/ accounting and record-keeping, that bookstore) to obtain the latest resources financial statements are filed with the WHAT ARE OUR OBLIGATIONS? WHAT for not-for-profit Boards on this important Office of the Public Guardian and subject. Trustee (if required or requested); and, they are responsible for managing the Due diligence organization’s assets. Due diligence is all about acting reasonably Given these potential exposures, it is and wisely in one’s capacity as a Board prudent that the Board establish sound member. It places upon Board members policy on these matters, and, where an obligation, to cite but one example, to applicable, establish a comprehensive risk read and understand the material in their management policy. So too must the Board Board package before making a decision monitor compliance with such policy on an on a particular matter. Another example of ongoing basis. The purchase of directors’ due diligence would be a Director asking and officers’ liability insurance can provide questions if they didn’t fully understand the issue at hand.

FRIENDS OF ONTARIO PARKS GOVERNANCE 12 later inthisguide. best practice that iscoveredingreater detail performance, ahighlyrecommendedBoard the evaluationofindividualBoardmember performance expectationsalsosimplifies Board inthefuture. The documentationof who maybeconsideringservingonthe Board members,butishelpfultothose performance expectationscleartocurrent expectations .Doingsonotonlymakes more Boardmembersfailtomeetthose will betakenbywhomshouldoneor discussion) andindicatingwhatactions through oncommitments,contributeto arrive prepared,attendregularly, follow have ofindividualBoardmembers(e.g. policy settingouttheexpectationsthey More andmoreBoardsareestablishing FRIENDS OF ONTARIO PARKS consistently: and individualBoardmembers must clear thatnot-for-profit corporationBoards Old ornewlegislationaside, bothmakeit legislation. help organizations transitiontothenew list aresupposedlyunderdevelopmentto writing, aguidebookandtransitioncheck- to complywiththenew Act. At this and letterspatentthatmaybenecessary should consideramendmentstotheby-laws 3-year windowduringwhicheveryBoard Following proclamation,therewillbea organizations incorporatedin Ontario. accountability frameworkfornot-for-profit establishes astructure,governanceand proclaimed inlate2012orearly2013, late 2010. The new Act, expectedtobe new Not-for-Profit Corporations Actin the GovernmentofOntariopasseda profit andnot-for-profit corporations, by legislationthatappliedtobothfor- After overahalf-centuryofbeinggoverned corporations Obligations ofOntario not-for-profit GOVERNANCE Board togovern. sadly, hasahugeimpacton theabilityofa comments willbeairedelsewhere. That, true thoughtsandopinions outoffeartheir meeting everyoneisreluctant tosharetheir of suchabreach–atthenext in-camera you have,likelyknowtheimplications made publicadayortwoafterthefact?If Officer), onlytohavethosediscussions performance orsalaryoftheChiefStaff nature (e.g.perhapsrelatingtothe an in-cameradiscussionofaconfidential Have youeverservedonaBoard,held of interest Confidentiality, and conduct, conflict • response totheseconsiderablerisks. not anappropriateoracceptableBoard trusting thatsomethinghasbeendone,is taking someone’s wordfor, orworseyet, obligations onaregularbasis.Simply hard evidence of compliance with the above be takentoensurethefullBoardreceives status, and/orlegalactions.Careshould of charitableornot-for-profit corporation meet anyoftheabovecanresultinloss should notbetakenlightly–failureto The word“obligation”inthissection diligence cancompromisethatprotection. honestly, in good faith,ortoexercisedue important tokeepinmindthatfailureact and Officers’ Liabilityinsurance.Itis and BoardiscoveredbyDirectors’ comforted bythefactthattheirorganization be agiven.ManyBoardmembersfeel a whole–actingingoodfaithshould to themembersandorganization as mindful thattheirtopmostobligationis Board membersshouldbeconstantly •

exercise thecare,diligenceandskill act honestlyandingoodfaith exercise incomparablecircumstances. that areasonablyprudentpersonwould and, the bestinterestsofcorporation; GOVERNANCE 13 Every Board member must be clear about Sample Code of Conduct and Ethics Policy what conduct is not acceptable. Clearly, the best way to ensure this is to establish POLICY TITLE: BOARD MEMBER CODE OF and document Board policy that addresses, CONDUCT AND ETHICS at minimum, the following: POLICY TYPE: BOARD PROCESS • The need to govern with primary Preamble loyalty to the stakeholders of the The Board of ABC ORGANIZATION seeks to organization as a whole; maintain the highest standard of conduct • The need to avoid real or perceived and ethics in its members. conflicts of interest (i.e. Board Policy members must refrain from soliciting business with the organization unless With respect to conduct and ethics, Board the process is open and transparent members shall: and the Board member in no way benefits by having access to “inside 1. Subvert their own personal interest, information”); and, and that of any external group or stakeholder, and govern only with • The need for Board members to refrain the interests of all members and from seeking employment or contracts stakeholders of ABC ORGANIZATION in for themselves, close associates or mind; members of their immediate family. 2. Refrain from seeking or entering into While these principles seem to be a business arrangement with ABC commonplace in the not-for-profit sector, ORGANIZATION for the supply of any so too are breaches. It is important that the product or service; Board, and in particular, the Board Chair, remind Board members of these obligations 3. Refrain from seeking employment with when they sense a Board member does ABC ORGANIZATION for themselves, not understand or is unwilling to comply family members or close associates, or with them. Failure to respond to real publicly acknowledge that personal or perceived conflicts of interest and interest, and remove himself or herself codes of conduct requirements can have from any meeting or access to any widespread repercussions for not-for-profit information that may provide the organizations – rumours start to spread Board member any real or perceived among the organization’s stakeholders, a advantage in the recruitment process. lack of trust in the organization’s Board and leadership builds, and stakeholder support 4. Maintain confidentiality when requested starts to decline. to do so by the Board.

At minimum, every Board should have 5. Accurately reflect the Board’s policies, in place documented policy that deals positions and views to the membership, specifically with Board member conduct, the public and the media. and conflict of interest. You’ll find a sample policy below.

FRIENDS OF ONTARIO PARKS GOVERNANCE 14 FRIENDS OF ONTARIO PARKS it determinesasnecessary and inthe the Boardtoestablishand amend policy and moreflexibleby-laws thatallow The trendtodayistowardlessrestrictive Corporations Act willdolikewise. The newOntarioNot-for-Profit laws; and,dissolutionoftheorganization. minutes andfinances;amendingtheby- duties; annualaudit;recordskeepingre election ofDirectorsandtheirpowers and quorum;votingrights;appointment/ and generalmeetingsoftheorganization and membershiprequirements;annual member rightsandobligations;stakeholder not-for-profit by-laws,whichinclude: sets outtheminimumrequirementsfor The currentOntarioCorporations Act and rights. stakeholders understandtheirobligations authority oftheBoard,theyalsohelp By-laws notonlysetoutthepowersand in compliancewiththeby-laws. ensure thattheiractionsanddecisionsare mindful ofthefactthattheyareboundto But Boardmembersshouldbeconstantly profit organizations rarelyreference them. that perhapsexplainswhysomanynot-for- GOVERNANCEby-laws aren’t exactlyanexcitingread,and the organization’s stakeholders.Bynature, are adopted,andamendedasrequired,by All authorityflowsfromtheby-lawswhich By-laws Source: Board Know-How! (www.boardknowhow.com). may be considered.may be policy,effectiveness ofthe andamendments for review. onthe shallfocus Discussion placed shallbe ontheBoard agenda policy In (INSERT MONTH HERE)ofeachyear, this Monitoring authority itisseekingtoexercise. arise, thattheBoarddoesindeedhave allow forconfirmation,shouldquestions without theby-lawsbeingaccessibleto No meetingoftheBoardshouldtakeplace change. by aclearrationalefortheproposed Board andthestakeholders,accompanied with opencommunicationbetweenthe attempts toamendby-lawsstartandend organizations suggestthatsuccessful the experiencesofothernot-for-profit in theinterestsofyourstakeholders, your abilitytogovernoractquickly elements ofyourby-lawsareimpeding and effectiveness. Ifyoufindoneormore interest oftheorganizational efficiency GOVERNANCE 15 SECTION SIX: DELEGATION IS Paying considered attention to how tasks KEY TO YOUR SUCCESS are delegated is important. No individual or group can achieve success if they are not clear at the outset as to what success will How to delegate look like.

In Section Two we defined governance as Delegating to committees the act of determining what needs to be done, and operations as the actual work. When a Board establishes a committee Much of the work the Board delegates to to perform tasks on their behalf, at a others is considered operational. minimum, documented committee terms of reference should make the following clear Many individuals (and groups of to committee members: individuals) resist delegation. They may hold the view that no one could accomplish • Committee role and mandate: where its what needs to be done better than they job begins and ends (i.e. what authority could. They may think that the task of the committee has) so it is abundantly effectively delegating would take up more clear what they are expected to time than actually doing the work. They deliver, and by when, and to whom the may overlook the fact that delegating committee is accountable ; helps other learn and grow, and will enhance their ability to contribute to the • Composition: how committee members organization over the longer term. And are recruited, how the Chair is elected they may forget, as many of us often do, (i.e. appointed by the committee itself, that there is no guarantee any one of us will the Board or Chief Staff Officer); be here tomorrow. But, highly successful individuals and teams know without a doubt • Budget: how it requests funding in that the ability to delegate effectively can the budget and what, if any, financial make the difference between a mediocre authority the committee has; organization and an exceptional one. • Staffing: what, if any, staff resources it Effective delegation entails the following: has available to help it do its work;

• Clearly articulating and documenting • Meetings: how frequently it is the desired outcome (what shall be anticipated the committee will be done, and by when) required to meet, and how they will meet (i.e. in person, teleconference); • Making clear what rules (policy) the and, individual or team must comply with as they pursue the outcome • Accountability: how the Board will monitor committee work (i.e. reporting • Identifying what financial resources requirements). (if any) are allocated to assist in the Delegating to others DELEGATION IS KEY TO YOUR SUCCESS YOUR TO IS KEY DELEGATION achievement of the outcome

• Setting out reporting requirements (i.e. Boards may delegate certain tasks to how performance will be monitored and individuals. When doing do, the Board measured) should be clear about its expectations, and how it will monitor progress. A documented

FRIENDS OF ONTARIO PARKS GOVERNANCE 16 and bywhen. are clearupfrontaboutwhatisexpected, ensuring boththeBoardandindividual job descriptioncangoalongwaytoward FRIENDS OF ONTARIO PARKS GOVERNANCE GOVERNANCE 17 SECTION SEVEN: EFFECTIVE A good Chair possesses the ability to: BOARD MEETINGS keep discussion focused on the subject at hand; identify and draw out those who may be hesitant to contribute to discussion; The purpose of Board meetings and utilize proven problem-solving and The primary purpose of Board meetings decision-making processes. The Chair is to monitor organizational progress, should also identify when Board policy and consider indicators that may suggest needs to be adapted or established in strategic goals need to be modified. At response to Board discussion and move every meeting, the Board should: Board discussion to that policy.

• Track progress of the annual business Many books have been written about plan effective meetings. However, many organizations are still seeking help with • Review actual expenses to date versus their meetings and many Board members the annual budget complain about ineffective and inefficient meetings. By adhering to the following • Consider any trends that may impact elements, meetings will be a positive on the organization and modify or re- experience for participants and contribute prioritize goals if indicated to positive outcomes:

• Receive compliance information • Agenda and related attachments are related to the Board’s policies and circulated in advance consider any policy amendments • The agenda clearly outlines what is In essence, Board meetings are all about expected to be accomplished at the ensuring the organization is on track in meeting pursuing its goals, and that everyone is complying with the rules (policies) that • Participants review the material before apply to them. the meeting and come fully prepared for discussion and decision-making Sadly, many Board meetings get bogged down with issues that really don’t belong • The meeting room is large enough and set up in a way to ensure participants : EFFECTIVE MEETINGS BOARD on the Board agenda. Care should be taken to ensure the Board doesn’t spend time re- are comfortable doing the work of committees and others to whom it delegates. As well, many Boards • Equipment (i.e. projectors, waste valuable time together receiving microphones) is set up and tested prior reports that could be delivered well before to the scheduled start time the meeting – discussion, debate and • The Chair starts and ends the meeting decision-making should be the primary on schedule occupation at meetings of the Board. • Participants have an opportunity to Elements of effective meetings provide input on how future meetings could be improved Hand in hand with a great agenda, an effective meeting requires a capable Chair.

FRIENDS OF ONTARIO PARKS GOVERNANCE 18 strategic plan. allow theBoardtorefreshorupdateits a separateretreatshouldbescheduledto conflicts. Atleastonceeverythreeyears, around thosedatesandprotectthemfrom members scheduleothercommitments of meetingdateseachyearhelpsBoard The publicationofapredeterminedset and asolidcommitment. serve yourorganization withenthusiasm members, theywillbemuchmorelikelyto and personalobligationsofyourBoard meeting. Ifyourespecttheprofessional polling) beforecallingaformalin-person your disposal(i.e.ateleconference,email made, considerwhatoptionsyouhaveat is aneedforoneortwodecisionstobe there isademonstratedneed.If A meetingshouldnotbecalledunless FRIENDS OF ONTARIO PARKS should comprisethefollowing: the bulkofitemsonyourBoardagenda business planandcorrespondingbudget, Officer toestablishanannualoperational/ plan havebeenutilizedbytheChiefStaff and theprioritiesinBoard’s strategic Board hasdeveloped comprehensive policy, location ofthenextmeeting. Assuming the the Chairanddiscussionaboutdate normally endwithclosingremarksfrom with anitemincludedontheagenda. They any conflictofinteresttheymighthave each meetingforBoardmemberstodeclare provide anopportunityatthebeginningof previous meeting.Manyorganizations also followed byapprovaloftheminutes from andopeningremarksbytheChair, for-profit agendawillbeginwithawelcome driven bytheBoarditself. A typicalnot- The Boardmeetingagendashouldbe Agendas andminutes

• GOVERNANCE

information that confirmspolicy the Boardwillreceiveand review this sectionoftheBoardagenda that Monitoring Information: Itisin • •

Research andExternalInternal Board Development:Information, term. resource tostakeholdersoverthelong organization remainssolventandavital goals andprioritiesthatwillensurethe that fuelsthedevelopmentofstrategic all about.Itisthistypeofdiscussion its stakeholders,iswhatgovernance might impacttheorganization and/or and discussiononhowthosetrends externally. A constantfocus ontrends, what istranspiringbothinternallyand Board mustbeconstantlyawareof the public,otherorganizations). The happening externally(byGovernments, very littlecontrolovermuchofwhatis our lifetime. The factisthatwehave unlike anythingwe’veexperiencedin Trends: We liveinaperiodofchange should notbeoverlooked. is acriticalBoardresponsibilitythat policies arebeingcompliedwith. This will havesolidevidencethattheir Board policyensuresthatthe reporting requirementsintoevery building monitoringprovisionsand organizations failinthisregard– responsibility, yetmanynot-for-profit policy complianceisacriticalBoard are ontrack.Monitoringprogressand Board todetermineifbudgetgoals and financialstatementsthatallowthe the annualbusiness/operationalplan, Staff Officeronthegoalscontainedin compliance, anupdatefromtheChief Board attention. IftheBoarddoesn’t members areallmattersthat demand competencies theBoardneeds infuture Board memberorientation, andthe Section Six),theeffectiveness ofnew performance, evaluation(coveredin Board agenda.Discussionabout best practicesshouldbeincludedonthe articles andresourcesongovernance GOVERNANCE 19 spend time on these issues, they can true source of concern may be a good impact the ability of the organization option. Most Boards establish a policy to successfully fulfill the needs of its on in-camera meetings dealing with the stakeholders. manner in which such sessions can be called, and setting out if minutes will be It’s important to remember that the Board’s recorded, by whom, and who will retain job is to lead. As such, the Board’s focus them. should be on the future, not the past. Board discussion should be challenging, Resolving conflict and Board time should not be wasted on items of a trivial or mundane nature. The For many, running from or avoiding Chair and the Board as a whole must conflict is a natural reaction to a stressful be disciplined in adhering to the Board circumstance. But the fact is, conflicts left agenda. unaddressed likely won’t go away, and in many instances become fodder for gossip Turning now to the subject of minutes; and innuendo among an organization’s the purpose of minutes is to record major stakeholders. That’s not in the interest of discussion points, decisions, and actions any organization. that will result from those decisions (i.e. by whom and by when). Great minutes tell a It is better to address a situation where story in a succinct way for those who were conflict exists, whether between the Board not in attendance and for future reference. and the Chief Staff Officer, individual They should record the date, time, location Board members, or an individual Board and purpose of the meeting, and indicate member and the Board as a whole. who was in attendance and who sent their There may even be occasions where an regrets. outside party or mediator may help move Minutes need not be a verbatim record of the Board and the organization beyond all discussion that took place at a meeting. conflict, particularly if issues relating to the Accurate, action-oriented, objective, conflict are occupying a significant amount reader-friendly minutes should be the goal. of the Board’s time, thus distracting them from other important Board work. Constant In-camera meetings attention to building relationships based on mutual respect, a clear understanding On occasion the Board may want to of where everyone’s authorities begin meet in-camera (out of the public eye). and end, and ongoing cooperation and Transparency and openness should be the communication can go a long way toward ultimate goal of every Board. But, some avoiding conflict in the first place. issues demand discussion in private, like the annual performance review of the Chief RESOLVING CONFLICT STEP BY STEP Staff Officer and discussion related to his/ her compensation package or employment 1. SET THE STAGE: Start the discussion contract. by urging everyone to contribute to the steps that follow calmly, and encourage There may also be times when candid and active listening. open discussion and debate is impeded by the presence of the organization’s staff or 2. IDENTIFY THE PROBLEM: Through other stakeholders. In such circumstances, group discussion, reach agreement on going in-camera in an effort to get to the

FRIENDS OF ONTARIO PARKS GOVERNANCE 20 FRIENDS OF ONTARIO PARKS • meetings: encountered atnot-for-profit Board Here aresomescenariosfrequently the Board’s timeatmeetings. – thosearethethingsthatshouldoccupy initiatives theorganization shouldundertake be relevantinthefuture,whatarenew doesn’t, whatneedstochange inorderto you willoffer, what getspriorityandwhat organization, whatproducts or services Board’s job–whatarethegoalsof to make.Makingdecisionsisindeedthe bigger thedecision,harderitoftenis Making decisionsisnoteasy, and,the Effective decision-making • GOVERNANCE

6. 5. 4. 3. a reporttotheBoardconcludeswith discussion aboutthesamething,time discussion concludingwith nodecision members asunworkable,resulting in dismissed byoneormoreBoard one recommendationthatis quickly and again,withnodecision

that iscreating conflict –defineit. precisely what theproblem orissueis indicated. is havingthedesired result if –modify evaluatedsolution willbe to assessifit what by when),andagree onwhenthe an implementationplan(whowilldo ANDEVALUATE:IMPLEMENT Establish solution. ASOLUTION:SELECTION thebest Select negative orpositive consequences. advantages, disadvantages andpossible SOLUTION: For eachsolution,identifyits EVALUATE EACH PROPOSED to theproblem aspossible. Brainstorm to identifyasmany solutions IDENTIFY VARIOUS SOLUTIONS: 1. Board needstotakewhenfacingadecision: Generally thefollowingarestepsa a widerangeoftoolstochoosefrom. and tools. An internetsearchwillgiveyou of amultitudedecision-makingtemplates It hasalsofuelledthedesignandpromotion Boards ontheirdecision-makingprocesses. has fuelledgreaterfocusbynot-for-profit and hasimplications. This factandothers Not making a decisionactually is adecision, making adecisionalsohasconsequences. action hasaconsequence.However, not We alllearnedatayoungagethatevery 2. this difficult circumstance. thoughts inmindshouldyou findyourselfin put theorganization atrisk.Keepthose conflict ontheBoard–all ofthatmaywell causes confusionamongstakeholders and decisions whileservingasaBoardmember made again.SpeakingoutagainstBoard they havebeenmadebeforeandwillbe These arenoteasydecisionstomake,but here), youronlyoptionmaybetoresign. stakeholders (rememberyourdutyofloyalty Board’s decision isnotintheinterestofall and believeinyourheartofheartsthatthe have givenconsideredthoughttotheissue, can’t supportaBoarddecision. Ifyou when inallgoodconscienceyousimply everyone. However, theremaycomeatime unit, workingasateamintheinterestof stakeholders seetheBoardasacohesive It isimportantthattheorganization’s 6. 5 4. 3. .

Identify possibleoptionstoresolvethe Define theproblemorissue. Evaluate theresultsofyourdecision. Implement. Choose thebestoption. Objectively analyseeachoption. problem orissue. GOVERNANCE 21 SECTION EIGHT: BOARD AND should discuss and consider what options STAFF PERFORMANCE it has as its disposal to help enhance performance in those areas identified as needing improvement, and develop a Evaluation of the performance of the plan of action (and allocate the resources Board required) to achieve those objectives.

How well is the Board performing? Do Evaluation of individual directors you really know? If one holds the view that Board performance is equally as important Peer-to-peer evaluation is also becoming as staff performance, it only makes sense widely employed by not-for-profit then to monitor Board performance and Boards. After all, if a Board tolerates address weaknesses in a professional way, poor behaviour by one Board member, using the same approaches applied to paid eventually, other Board members may view employees. that behaviour as acceptable and follow suit – it can become viral. This thinking has become widely accepted in the not-for-profit sector, and was An annual peer-to-peer evaluation provides recognized in the Canadian Code for a Board member with the opportunity to Volunteer Involvement, a tool developed assess the performance of other Board by Volunteer Canada and the Canadian members in response to expectations such Administrators of Volunteer Resources as: in 2006. Standard number two in the code starts with the following statement: • Attends regularly and arrives on time Volunteers are welcomed and treated as valued and integral members of the • Participates actively in discussion and organization’s human resources team. debate

Treating volunteers (including Board • Arrives prepared (having reviewed pre- members) as members of the organization’s circulated material beforehand) human resources team suggests that the • Listens to and considers the views same managerial techniques, such as expressed by other Board members performance evaluation, could and should be applied. • Is familiar with, understands and complies with Board policy A commonly employed best practice in the not-for-profit sector is an annual evaluation • Maintains confidentiality when of the performance of the Board as a whole. required to do so And internet search will produce lots of

BOARD AND STAFF PERFORMANCE AND STAFF BOARD sample Board evaluation forms. On an • Serves and acts with the interests of all annual basis, each Board member should stakeholders in mind assess Board performance by completing The resulting feedback to individual Board the Board evaluation form. The results members can help them identify where should be tabulated and shared with the full they may need to raise their performance Board as an agenda item. levels. It is often difficult for some Boards Your results will no doubt identify where to “suggest” to a member that it might be improvements could be made. The Board

FRIENDS OF ONTARIO PARKS GOVERNANCE 22 done. committed Boardcapableofgettingthejob The goalhereisahighlytalentedand the inputoftheirpeersasapersonalattack. or moreBoardmembersmightconsider way towardreducingthechancesthatone this istheprimaryobjectivewillgoalong professionally –remindingeveryonethat the organization isgoverned capablyand this initiativeisdesignedsolelytoensure Everyone mustrecognizeattheoutsetthat performance. they needtomakeimprovementstheir can helpBoardmembersidentifywhere the listabove. A candidself-assessment against pre-determinedcriteriasuchas be askedtoevaluatetheirownperformance by one’s peers,eachBoardmemberwould in self-evaluation.Ratherthanevaluation find itpreferable,asafirststep,topartake peer-to-peer Boardmemberevaluationmay Those Boardswhohaveyettoembrace time todedicateBoardwork. make wayforsomeoneelsewhohasmore own conclusionthatitistimetoresignand individual Boardmembertocometheir a peer-to-peer evaluationmaypromptan time forthemtomoveon. The resultsof FRIENDS OF ONTARIO PARKS service (i.e.twoyearterm with theoption one year. Also commonarefiniteterms of one thirdofthosetermsexpiring inany terms ofoffice(i.e.threeyearterms)with members, accomplishedthroughstaggered found meritintheorderlyrenewalofBoard Many not-for-profit organizations have good thing. new perspectivesandideas,whichisa some point,andthefactis,newfacesbring Everyone isgoingtoleavetheBoardat planning Board development andsuccession GOVERNANCE solution thenisprofessional development. Board inapotential member. The particular competencyyou needonyour try asyoumight,simply can’t find a There willnodoubtbeoccasionswhere, into apromotionaldocument. Board serviceandcompilethatinformation identify whattheyhavegainedthrough network). Ask yourBoardmembersto leadership skills,buildingabroader accrue toBoardmembers(i.e.enhanced to promotetherewardsandbenefitsthat just highlightwhatyou’relookingfor, but to addtheBoard.It’s helpfultootonot to highlighttheskillsetsyouareseeking newsletter orwebsitecanalsobeutilized company ofyourstakeholders. Your recruiting modewhentheyareinthe Every Boardmembershouldbein for potentialnewBoardmembers. competencies todriveyourongoingsearch or publicspeaking.Utilizethose policy-making, financeandaccounting, member hasabackgroundinplanning, competency voids.PerhapsnoBoard the results,you’llbeabletoidentifycome the Boardtable.Nodoubt,aftercompiling indicate whichcompetenciestheybringto to everyBoardmemberandhavethem circulate alistofgovernancecompetencies obtain thatknowledge,it’s helpfulto for potentialnewBoardmembers. To (skills andabilities),soshouldyoursearch commences withalistofthecompetencies Just asasearchfornewemployee member. upon thesuddendepartureofaBoard rather thanscrambletofindareplacement the Boardtoconsistentlyfocusonrenewal approach toBoardcompositioncompels set outintheorganization’s bylaws. This option ofonerenewal). These mattersare of tworenewals,orthreeyeartermwiththe GOVERNANCE 23 If your Board needs enhanced skills, Chief Staff Officer on a daily basis; for example, in interpreting financial statements and balance sheets, provide an • Establishing policies on roles, opportunity for Board members to get that responsibilities and authorities of training. Your Board should consistently Board, Board members, committees, have funds in the organization’s annual Chair, Officers and the Chief Staff budget to cover such expenditures – if it Officer; doesn’t, we highly encourage you to ensure • Approving the Chief Staff Officer’s it does in the future. annual business/operational plan and its A Nominating Committee that scrambles a companion budget, which pursues the month before the Annual General Meeting Board’s strategic goals; and, to find replacements for those Board • Monitoring plan progress, budget vs. members whose terms are coming to an actual, and compliance with policies on end or who are choosing not to continue of an ongoing basis. their own accord is doing the organization a huge disservice. The Board has an Governing in this manner simplifies extremely important job to do. Ensuring the Chief Staff Officer’s performance that it succeeds takes work. evaluation. The process is fair and objective because there was an agreement Evaluation of the Chief Staff Officer up front that the Chief Staff Officer would comply with Board policies, pursue the A formal performance evaluation of the goals in the plan, and achieve budget Chief Staff Officer’s performance should targets. There should be no surprises be mandatory in any organization that because the Board has been constantly employs one. The Board is responsible monitoring the Chief Staff Officer’s for effective management, and as such progress. In simple terms, the Chief Staff needs to be on record with their assessment Officer’s performance evaluation needs to as to how well the Chief Staff Officer is respond to the following questions: performing in that respect. Yet all too often, not-for-profit Boards overlook or • Did the Chief Staff Officer comply with neglect this critical task. Why? In many the Board policies that apply to him or instances it comes down to personal her? discomfort, a past performance evaluation that went awry, or simply a lack of • Did the Chief Staff Officer achieve the knowledge as to how to conduct one. goals in the business/operational plan approved by the Board? The Board, serving as trustee of the stakeholders’ interest in the organization, • Did the Chief Staff Officer achieve must make it clear to the Chief Staff budget targets? Officer from the outset what success will look like at a certain date down the road • What can we suggest the Chief Staff (i.e. the end of a fiscal year). It achieves Officer do to improve his or her that by: competencies (identify professional development needs)? • Establishing policies that guide the It’s simple, fair and objective. Chief Staff

FRIENDS OF ONTARIO PARKS GOVERNANCE 24 any issuesthatmayhavearisenasaresult. with theChiefStaff Officerandconsider be informedoftheresultsmeeting the Boardshouldagainmeetin-camerato Chief Staff Officer. Following themeeting, to theannualperformancereviewof their jobdescriptionorthepolicyrelating the ExecutiveCommitteeandissetoutin a majorityofcasesthistaskisdelegatedto Officer tooneormoreBoardmembers.In performance reviewwiththeChiefStaff task ofactuallymeetingandfacilitatingthe Officer. TheBoardcanthendelegatethe evaluate theperformanceofChiefStaff The fullBoardshouldmeetin-camerato will bedeliveredandbywhen. Board and the Chief Staff Officer as to what a clearlydefinedagreementbetweenthe vision. The evaluationmust beginwith involved totheorganization’s purposeand innovation andgreatercommitmentbyall evaluation canfuelpositivediscussion, An objectivelyconductedperformance outcomes). (which hasahugeimpactonorganizational or theresignationofChiefStaff Officer can behurtfeelings,decreasedmotivation, poorly conductedperformanceevaluation financial resources. Thefalloutfroma about prioritiesortheimpactonstaff and at everymeetingwithnodiscussion assign newtaskstotheChiefStaff Officer can alsoarisewhenaBoardcontinuesto not clearlydefineattheoutset.Difficulties accountable forexpectationsthattheydid Board attemptstoholdaChiefStaff Officer Officer evaluationsoftengoawrywhena FRIENDS OF ONTARIO PARKS no doubtrecallholdingback andwatching meetings asanewBoardmember, they will If onethinksbacktotheirfirstfew Orientation ofnew Board members GOVERNANCE • • • • • • • review anddiscussionofthefollowing: orientation should,ataminimum,include led bytheChairofBoard, member iselectedorappointed.Preferably place assoonpossibleafteranewBoard The firstisaformalorientationthattakes best practicestohelpaddressthissituation. The followingaretwowidelyemployed their learningcurveonlymakessense. to orientnewBoardmembersdecrease terms aresometimeslimited,seekingways when oneconsidersthatBoardmember by othersasignorantorunaware.But after all,onedoesn’t wanttobeperceived in withbothfeet. That’s humannature– what othersdoandsayratherthanjumping

what thenewBoardmemberhopesto information onmeetings,e.g. review ofthecurrentbusiness/ review oftheBoard’s strategicplan, review ofBoardpolicies,with the methodologyBoardusesto a briefhistoryoftheorganization, competencies). training tohelpdevelopgovernance or helpdetermineifthereisaneedfor there isnoconflictwithBoardpolicy accomplish duringtheirterm(toensure frequency, location, operational plan, Board members, expectations andresponsibilitiesof specifically totherole,authorities, an emphasisonthosethatrelate govern, GOVERNANCE 25 The second element of effective orientation resources they need to become effective and is the Board manual. At a minimum, contributing members to Board discussion every Board member should arrive at a as quickly as possible. As you consider meeting with their Board manual that what needs to be contained in your Board includes: all Board policies; the strategic manual and orientation package (beyond, of plan; the current business/operational course, this Guide).Be mindful of the need plan and accompanying annual budget; to ensure the manual that should be brought and, the articles of incorporation and by- to each Board meeting is not too heavy laws. These documents will be referenced or bulky causing many to simply leave frequently during Board meetings. There it to gather dust on their home or office are other elements that could be included in bookshelf rather than bring it with them. an additional manual or resource package Given the widespread use of technology for newly elected Board members, among today, Board members should also be able them: an organizational chart and contact to access all of these manuals without information for staff and Board members; having to carry them (i.e. through a private a schedule of meeting dates and critical or public area on your website). events (i.e. the annual meeting); expense reimbursement forms; the last annual report; Board minutes from the previous year; history of the organization; board evaluation form; various tools (i.e. decision-making tool).

The object is to ensure Board members have available to them information to help them make informed decisions at every meeting, and to give those new to the Board the

FRIENDS OF ONTARIO PARKS GOVERNANCE 26 ACCOUNTABILITY ACCOUNTABILITY NINE: SECTION FRIENDS OF ONTARIO PARKS • Board to: expects, andtheagreementcompels the Ministry. Ingeneralterms,theMinistry contained intheirindividualagreementwith member understandstheobligations Parks). ItiscriticalthateveryBoard Ministry ofNaturalResources(Ontario Friends Boardsarealsoaccountabletothe Accountability to Ontario Parks members andstakeholders. the Boardisprimarilyaccountableto While itmaybeunnecessarytostateit, • • • • GOVERNANCE

Account forandreporttotheMinistry Establish andensureproper Properly accountforfundsthrough Use thefundsasnegotiated,outlined Comply withtherequirementsofaNot- Status. Not-for-Profit andRegisteredCharity Friends organization mustmaintainits Customs andRevenue Agency. Every register asaCharitywiththeCanada the Corporations Act (Ontario)and for-Profit CharitableCorporationunder agreement; and, in atimelymannerasoutlinedthe when procuringgoodsorservices); (i.e., therequirementforthreequotes and transparenttransactionofbusiness employed andenforcedtoensureopen procurement policiesandproceduresare practices; appropriate andacceptedaccounting and approvedwithintheagreement; • Stakeholders Accountability fromtheBoardto organizations. have proven effective for other not-for-profit following areanumberofpracticesthat whom ithasdelegatedspecifictasks? The accountable thosegroupsorindividualsto accountability, andhowcanithold So howthendoestheBoarddemonstrate toMethods provide accountability • • • • •

Circulation oftheorganization’s Holding informationmeetingswith Providing anopportunityfor Conducting Boardmeetingsinan Circulation oftheannualauditor’s Publication andcirculationofan Annual strategic goals. outlining progressmadeinpursuitof communication tostakeholders strategic planandongoing receive feedbackonfuturepriorities. stakeholders todiscussinitiativesand Meeting. members atthe Annual General advance issuesofconcerntoBoard stakeholders toraisequestionsor stakeholders. minutes ofmeetingsavailableto open andtransparentwaymaking stakeholders). report (requiringapprovalofthe Report. GOVERNANCE 27 Accountability to the Board from the time to commit to the task at hand – those it delegates to when you do, you will need to let them go and find volunteers who do. • Scheduled regular progress reports from Board committees. No one said governing was easy. But taking accountability seriously, and making change • Tracking of action items (i.e. tasks when it is called for, sends a strong message delegated to individual Board members) to everyone that you take your work and follow-up at the next meeting. seriously and are committed to ensuring that your vision for the organization does indeed Accountability from the Board to others (i.e. become reality. significant funders)

Every member of a Friends Board should be aware of the content of the agreement between the Board and Ontario Parks. Practices, processes and monitoring should be established to ensure the obligations set out in that agreement are met.

A huge impediment to continued not-for- profit organizational progress can and often is tied to the lack of follow-up and accountability after delegating a task, particularly to volunteers. Many are resistant to hold volunteers accountable because, after all, they are volunteering their time. The Board needs to be mindful of the need to make real progress, particularly in today’s environment of constant change.

If the Board delegates a task and continues to receive nothing back in return, it needs to find out why. You may learn that the committee or individual does not have the resources required to accomplish their work – in that case, you need to address that issue. Alternatively, you may find that the individual or committee members do not have the competencies required to accomplish their work – in this scenario, you will need to find those with the competencies required. There will also be individuals who volunteer who don’t have

FRIENDS OF ONTARIO PARKS GOVERNANCE 28 APPENDIX A APPENDIX A FRIENDS OF ONTARIO PARKS • corporationOur mandate: Killarney. awareness ofthenaturalevolvingbeauty sustainable environmentbyincreasingthe for thepromotionofahealthyand To berecognizedasaleadingorganization vision: Our • • • values:Our goals ofKillarneyProvincialPark educational, environmentalandrecreational To preserve,protectandpromotethe mission: Our STRATEGIC 2012 PLAN • • GOVERNANCE

Excellence Innovation Integrity To enterinto agreementsforthe To developprogramswhichwillfurther To encourageandsupportthegoals distribution and/or sale. related itemsandmaterials forpublic high qualityparkspecific, theme operation ofsalesoutlet(s) anddevelop historic andculturalresources. appreciation ofthePark’s natural, public awareness,understandingand objectives ofKillarneyProvincialPark 1. operatingOur principles: • 7. 6. 5 4. 3. 2. •

.

The Friendswill continuetoworkin The Friendswillassistinmaintaining The Friendswillendeavourtopromote The Friendswillprovidequality The FriendsBoardwillprovideanopen The Friendswillacttodayinthe The Friendswillmanageitsresources To encourageabroadlybased To furthertheobjectivesof objectives ofthecorporation. membership thatwillsupportthe bequests andothergifts. corporation byacceptingdonations, strategies ofFriendsKillarney Park. within thegoals,objectives and the viabilityof Town ofKillarney towards environmentalresponsibility. healthy attitudesinvisitorsandcampers membership andclients. goods andservicesatalltimestotheir the organization. personnel andvolunteersdedicatedto and professionalapproachtowardsall interests oftomorrow. the ongoingsuccessofcorporation. the bestinterestofmembershipand efficiently, responsiblyandeffectively in GOVERNANCE 29 partnership with Ontario Parks to pursue 3. In support of the Friends of Killarney projects within the mission of caring Park strategic direction of sustainability, and preserving Killarney Provincial growth, and profile of our organization, Park together. we will complete the following in 2012:

a. Membership analysis and go forward Our strategic direction: strategy • Green focus and culture b. Board of Directors self-assessment • Partnerships to improve our Board effectiveness

• Friends of Killarney Park sustainability, c. Implement a new POS/Inventory growth and profile Control system in our retail store to improve the efficiency of our retail • Proactive to challenges operations and financial controls

Our Long Term Goals: 4. Determine the validity of new directions for fundraising such as: 1. Develop strategic long term partnerships a. Shell Fueling Change proposal 2. Sustainable long term green focus b. Personal Challenges 3. Develop continued staff and volunteer

strength

4. Periodic re-evaluation of systems and structure

5. Communications strategy for changing demographics

Our Strategic Objectives for 2012:

1. Develop a strategy and the appropriate processes and media to deliver Friends of Killarney Park communications. Our key performance messages in 2012 should be:

a. Green focus

b. Environmental education

c. Species at risk

2. Continue the Friends of Killarney Park development of the Biking in Killarney Theme during 2012 ensuring that it stays within Park’s objectives.

FRIENDS OF ONTARIO PARKS GOVERNANCE 30 BOARD OF DIRECTORS ORGANIZATION Board ofDirect FRIENDS OF ONTARIO PARKS GOVERNANCE Friends ofKillarney ors Organization Chart - ors Organization Chart Park GOVERNANCE 31 The Strategic Leadership Process THE STRATEGIC LEADERSHIP PROCESS THE STRATEGIC

FRIENDS OF ONTARIO PARKS GOVERNANCE 32 1. Strategic Planning 4. Annual Review & Report Responsibilities • The Executive Committee and Executive Director shall coordinate a. The Executive Director and Executive the Strategic Planning Process and are Committee shall create an Annual responsible for developing/reviewing Report on organizational activities the official Strategic Plan for approval and effectiveness for presentation and by the Board. publication.

• The Finance Committee, Human b. The Finance Committee shall provide Resources & Governance Committee, an annual audit plan and financial Development Committee and Projects statements. & Programs Committee shall present a report and recommendations for the c. The Development, Projects & Programs strategic plan and annual business plan. and Human Resources & Governance Committees shall provide reports for 2. Annual Business Plan inclusion in the Annual Report as required. • The Executive Committee and Executive Director shall prepare an Annual Business Plan for approval of the Board.

3. Implementation, Review & Gap Plans

• The Executive Director is responsible for executing the operational plans of the Annual Business Plan and assisting the committees with their plans.

• The Executive Committee shall coordinate the implementation/ execution of the Annual Business Plan.

• The Finance Committee, Human Resources & Governance Committee, Development Committee, & Projects& Programs Committee shall implement their approved plans. m Volunteerism nteeris u l Vo

Donna Lockhart is a workshop leader, consultant and partner in The RETHINK Group. Her mission is to help organizations “attract, support and expand” their volunteer resources. Since 1984, she has partnered with hundreds of non-profit organizations to help develop volunteer engagement strategies; provide staff training or develop resources for staff or volunteers.

She has also held a number of leadership positions with non-profit organizations. These include: • Community development and youth worker with the City of North York • Director of Volunteer Leadership Development for the United Way of Peterborough and District • Executive Director of Junior Achievement, Kawartha Lakes Region • Director of Staff Development and Activation for Marycrest Home for the Age; and, • Executive Director of PAVR-O (Professional Administrators of Volunteer Resources Ontario). This wide range of experience working with volunteers in many organizations has enriched her perspective. Donna designed and taught the College Certificate in Volunteer Management at Sir Sandford Fleming College. In 2005, she designed the first online course for Charity Village called Building a Great Volunteer Program. Her interest in working with youth lead to the publication of The Youth Volunteer Audit, a tool for non-profit organizations to increase their effectiveness and success when engaging youth Volunteering: Donna has volunteered since the age of 12 and continues to volunteer in a number of roles: Community Care; AMVS the local volunteer association in Peterborough; Board member and Director of Education for PAVR-O; volunteer writer for Charity Village and Advisory Member to help the HR Council of Canada and the Canadian Administrators of Volunteers to develop the first Occupational Standards for the role of Coordinator of Volunteers (completed fall 2012). Donna is a Certified Volunteer Resource Manager and has a Masters Degree in Community Development & Recreation Planning from York University. For more information about The RETHINK Group contact Donna at: www.rethinkgroup.ca table of contents LINK BETWEEN VOL LINK BETWEEN SPECIFIC SECTORS ...... FOCUS ONRETENTION FOCUS ONRECRUITMENT ...... APPENDIX – Websites, elec VOLUNTEERS TO...... INTRODUCTION THETOOLKIT

FRIENDS OF ONTARIO PARKS rns ...... Trends

Youth ...... Definition ...... Corporate employer-supported volunteer program...... Family volunteering...... Immigrants -newCanadians...... Baby boomers...... Acknowledgement orrecognitionideas...... Top retentionstrategies...... Trends ...... Key factorsinretention...... Recruitment strategies ...... Barriers tovolunteering...... Interviewing ...... Application process...... Meaningful position/opportunitydescriptions...... Risk managementandscreening...... A systemforengagingvolunteers...... Introduction tovolunteerengagement...... Motivation ...... Definition ...... Questions toask...... UNTEERISM &MEMBERSHIP...... tronic resources andbooks ......

VOLUNTEERISM

64 44 32 67 61 58 54 48 44 40 36 35 32 32 22 21 20 17 16 65 11 7 3 2 2 1 9 9 9

i Introduction to the Numerous resources are linked to tool kit online websites, articles or sources by clicking on the link provided. on on Volunteer recruitment and retention has i become more challenging, especially Committee Members: for organizations that rely more on vol- Lee Pauze, General Manager of The unteers than staff. Friends Groups are Friends of Algonquin Park provided volunteer-driven and without their ef- leadership for this project. forts, programs and services in Ontario Parks would not happen. Over the past several years, changes in the patterns of Donna Lockhart, consultant with The volunteering and the “profile” of who RETHINK Group was secured to write volunteers have been well documented. content. These changes have direct impact on recruitment and retention strategies. Thanks to the following volunteers for What often worked in the past may not their suggestions on content and format. work today. Introduct Jennifer Jilks, This tool kit is a support resource to Friends of Murphy’s Point help Friends Groups develop recruit- ment and retention strategies in order to Linda McLaren, build and sustain volunteer resources. Friends of Murphy’s Point Information about how volunteering is changing will help guide and develop Norah Toth, new volunteer opportunities, clarify Friends of MacGregor strategies for recruitment and build retention, all of which help to increase Barbara Coomes, and sustain the pool of volunteer re- Friends of Sleeping Giant sources. Bill Campbell, Best practices are woven throughout Friends of Bon Echo this tool kit. A framework or system for engaging volunteers outlines the foundation for building successful volunteer resources. Questions, ex- amples and ideas from other organiza- tions are meant to stimulate discussion for Friends Groups that will help lead to change. Sections specific to youth, baby boomers, new Canadians, fami- lies and corporate-employee volunteer programs, provide information and resources to clarify the volunteer situa- tion of these groups and enable greater understanding about recruitment and retention practices within a sector of the population.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 1 VOLUNTEERS a stagnant volunteer record. Few S volunteers continue to do most of the

R Introduction to volunteer volunteer work. engagement These changes have increased the pressure

EE During the past fifteen years, there on volunteer based organizations to be have been many changes in the field of more professional (baby boomers do not volunteerism. These include: want their time wasted and may want to use their professional skills in a volunteer ☐ The number of non-profit organizations capacity) and to offer a wider range of UNT seeking the help of volunteers has volunteer opportunities that might attract L increased. these new volunteers. At the same time, the language of volunteerism is evolving from O ☐ The competition for volunteers has a management approach to a more flexible,

V increased. engagement, people-centered approach. Using new terms such as volunteer ☐ The implementation of “community “opportunity” may be more appealing to mandatory service” for high school this new population of volunteers than students as part of their graduation “position description.” Volunteers never requirements. really liked the idea of being supervised or ☐ The changes in the length of time having a performance review. These terms volunteers are willing to commit and have been replaced by softer language of shorter, more episodic commitments. “support” and “feedback.” Volunteers continue to define what recognition means ☐ The impact of technology on how and and we are learning to acknowledge when volunteers want to be engaged volunteers in more thoughtful, personal and and how organizations communicate less costly ways. and schedule. These changes have encouraged a re- ☐ The changes in “volunteer profiles”that examination of the foundation for reflect segmented populations (youth; successful volunteer engagement. There generation Y and X; baby boomers) have been retention and involvement who may not want to be involved in the models of working with volunteers since same way as past volunteers did. These 1988. Awareness of risk management new volunteers bring different and and understanding volunteer motivation challenging expectations. were two additional areas that increased workload and the time required to get ☐ The emergence of new volunteer volunteers prepared. These additional categories such as corporate elements reinforce the importance of employee - volunteers; families understanding the steps or stages involved as volunteers; immigrants seeking in engaging volunteers; creating the best employment through volunteering; and possible system for developing volunteer voluntourism. capacity for the organization (staff or volunteer support or combination); and ☐ Statistical reports that suggest a slight decrease in volunteerism or at most then implementing on a consistent, regular basis.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 2 The system or model presented below Best Practice: Designate a person (staff or is an overview of engaging volunteers volunteer) to work with volunteers. Organiza- that when implemented, should increase tions that have dedicated resources (people the success of recruiting, retaining and and funds), have proven to be more successful sustaining volunteer resources. Each of the at building volunteer capacity, than organiza- seven steps of the model is outlined with a tions without designated resources. summary of content specific to that step.

This tool kit covers two of the steps - Recruitment and Retention which are voluntary sector was the instigator and expanded later. The tool kit contains “best leader. Friends Groups have many best practices” that have emerged from years practices to share. This tool kit has tried of engaging volunteers; experience from to identify existing resources created by managers of volunteers; experience of Friends Groups. Don’t reinvent the wheel volunteers; and often, experience shared but adapt what has already been created to from other fields. These best practices suit your own organization. appear in boxes throughout the tool kit.

A system for engaging Definition Of “Best Practices” volunteers Wikipedia defines "best practice" “Volunteers are the most valued resource as “a method or technique that has in the voluntary sector and by investing consistently shown results superior to in solid management practices; we ensure those achieved from other means.” It is that this human resource is valued and used as a benchmark. In addition, a “best” sustainable for our communities and our practice can evolve to become better as future.” (Bernard Cry, CAVR President. A improvements are discovered. The nature Sound Investment: The Value of Adding of a best practice is that it be shared among Volunteer Resources Management to your internal groups as well as having external Philanthropic Portfolio. 2004). exposure. The model below was adapted from A good example of a best practice The Volunteer Retention Cycle (1988 emerged several years ago when non- MacKenzie and Moore) and The Volunteer profit organizations found inappropriate Involvement Cycle (L. Graff), by Donna behavior from volunteers in relationships Lockhart, The RETHINK Group, in with vulnerable clients. Screening protocols 2010. It incorporates some of the new emerged whereby police checks became a language that is evolving, a move away requirement for volunteers working with from a management approach to one of vulnerable clients and/or in situations of engagement. high risk (isolated environments). This best practice emerged from experience in the A “system” means that the model for non-profit sector and many professionals engaging volunteers is made up of parts. in the human resources field adopted the The parts are important but it is more protocol for staffing situations. This is an important that they work in harmony example where a best practice is shared to complete the whole. The whole is between professions. In this case, the greater than the sum of its parts. This

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 3 is a challenging aspect of volunteer volunteer acceptance, then on the first engagement. We can work very hard to night of volunteering someone may offend recruit the best possible person but if we the volunteer and they walk out the door. fail to train, orient or engage them in a Volunteers today have so many choices meaningful role they may not be retained for volunteering that they find it easy to for long. If we don’t create a culture of withdraw.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 4 7 Steps – Overview

Getting Ready: Recruit/Acquire:

Getting Ready includes Recruit or Acquire includes the the following actions: following actions: 1. Plan for volunteers: where volunteers will be used or not; what the volunteer 1. Develop opportunity descriptions for program will look like; what it will volunteers. Develop an application to accomplish; policy and procedures; volunteer. and, how volunteers will be supported. 2. Find the right person with right skills. 2. Get the commitment of the board, Understand volunteer motivation. volunteers and staff. 3. Develop recruitment strategies: plan 3. Build a supportive environment. an approach; develop steps to recruit; 4. Provide infrastructure: funds; policies market opportunities. and procedures; administrative support; and staff support. 5. Develop a Statement or Philosophy of Volunteer Involvement.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 5 Select & Screen: Release/Re-Assign:

Select and Screen includes the Release or Re-assign following actions: includes the following actions: 1. Assign risk/screening strategies to each 1. Assess difficult volunteers/non opportunity description. performance and use policy/guidelines 2. Develop questions and interview developed. approach. 2. Understand when volunteer motivation 3. Conduct informal/formal interview. changes and find new opportunity for 4. Base selection on criteria and volunteer to move to. successful screening results. 3. Conduct an exit interview with all volunteers. Use information to improve volunteer services. Orient & Train:

Orient and train includes Engage, Integrate, the following actions: Acknowledge: 1. Provide general orientation information Engage, Integrate, and about the organization. Provide specific Acknowledge includes the following orientation information about the role actions: or opportunity. 2. Seek variety in ways to orient that 1. How will we know if our volunteers maximize the use of volunteer’s time. are engaged? Establish measurable outcomes in advance. 3. Determine and provide any specific training. 2. Can we build relationships with volun- teers and support them for time as- 4. Start to integrate the volunteer into the signed? work of the organization. 3. What will we do to acknowledge or recognize volunteers? Establish a Support & Feedback: strategy to track annual recognition by volunteer. Support and Feedback includes the following Additional resources on volunteer actions: management can be found in the Appendix. 1. Determine level of support volunteer needs: coaching, mentoring, independent. Who provides this support? 2. Provide formal and informal support and feedback. 3. Provide immediate and long term feedback.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 6 Best Practice: It is a best practice to use a system or model for volunteer engagement such as the one presented here, that clearly outlines steps and activities. This model has proven successful in engaging volunteers since 1988 when the first Volunteer Retention Cycle was created by Moore & MacKenzie. It has been modified and adapted as new understanding and changes in volunteerism have evolved. “Volunteer Canada encourages all volunteer- involving groups to work with and adopt the Canadian Code for Volunteer Involvement. Not only does the Code provide organizations with a framework for their volunteer involvement efforts; it heightens the profile of their programs and lends credibility to their sound volunteer management practices.” (Marlene Deboisbriand, President Volunteer Canada).

The following useful resources focus on the ☐ Parents with only school-aged children importance of good volunteer engagement at home were twice as likely to be top practices. volunteers as parents whose children were all under age of six. (NOTE: Canadian Code for Volunteer this is important for Friends Groups Involvement when considering the marketing strategies around schools/camping and Rethinking Volunteer Engagement promoting family camping. Finding is a discussion paper prepared for the 2001 ways to engage families in volunteering International Year of Volunteerism. while they are camping may prove successful).

Trends in volunteerism in ☐ Religion plays an important role Canada in volunteering. 21% who went to religious services at least once per The study, Volunteering in Canada 2010 week were top volunteers. (released in April of 2012 from Statistics Canada), provides information that will ☐ Sports, recreation and social services impact how Friends Groups think about get the most support. (NOTE: engaging volunteers. This study was based Promoting camping as recreation in on data from the Canada Survey of Giving, your volunteer messages might attract Volunteering and Participating. A copy of volunteers). this study can be found in the Appendix. ☐ Most volunteers are motivated by a desire to contribute to community Highlights Include: (93% gave this reason); 78% want to make good use of their skills/ ☐ Top volunteers (12% of all volunteers) experience; 59% personally affected accounted for 77% of the volunteer by the cause; 48% volunteered because hours contributed in 2010. So a few they had friends who were involved. people continue to give the most hours. (NOTE: when considering where and how to engage volunteers, consider ☐ Top volunteers more likely to be this data. Are your volunteers using university graduates. University their skills/experience? Is recruitment graduates were twice as likely to be top targeted to people who enjoy the park volunteers as people with less than a experience?). high school diploma. FRIENDS OF ONTARIO PARKS VOLUNTEERISM 7 ☐ 45% did not become involved because ☐ Volunteer rate rises as household no one asked them. (NOTE: Asking income increases. Education and is still the number one way that income are strongly related. volunteers get engaged). ☐ Employed Canadians have higher rates ☐ 14% sought volunteering via the of volunteering. internet. This is up from 10% in 2007 and 8% in 2004. (NOTE: What are ☐ Having school-aged children in the your social media interactions? Do household also increases the likelihood you make it easy for people to connect of volunteering. Children draw parents via your website or other social media into after-school, sports and recreation methods?). activities that might not exist if volunteers did not participate. ☐ Although the number of volunteers has increased since 2004, the number of ☐ People who are involved in community hours of volunteering has plateaued. activities in their childhood are Volunteers are giving fewer hours. more likely to become adults who are involved in formal/informal ☐ Age and life stage are factors. The volunteering. Positive early life likelihood of volunteering depends experiences are important. partly on life stage. Almost 1 in 2 Canadians volunteered in 2010. ☐ Most common activities are fundraising Interests and obligations change during and organizing events. 45% involved our life time and so does volunteering. in fundraising; 44% organizing events; Younger Canadians aged 15 to 24 years 33% sat on a Board; or provided (58%) and those aged 35 to 44 years teaching, mentoring or educating. (54%) are more likely to volunteer These figures are unchanged from than older Canadians. Pre-retirees aged 2007. 55 to 64 years had a volunteer rate of ☐ Self-motivated volunteers give 41% in 2010 and seniors recorded a more hours. Those who approach an rate of 36%. Adults aged 25 to 34 years organization on their own, give more were the only age group to record an hours. increase in volunteerism between 2007 and 2010. While younger Canadians ☐ Lack of time is the biggest barrier to are more likely to volunteer, they volunteering. devote fewer hours. Remember that young people age 15 to 24 years Best Practice: Use statistical information about had high rates of volunteering, some general volunteering to help understand and of which is related to mandatory address the challenges or issues your organization community service hours during high is facing. This information provides perspective school. or context when examining volunteering within ☐ Single Canadians who had never the Friends Groups. Trends help us determine if married were the most likely to have patterns exist and often mirror the challenges or done volunteer work (51%), slightly questions we have about who volunteers, why higher than people in married or and where. common law relations (47%).

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 8 FOCUS ON RECRUITMENT Acquisition of volunteers also implies a shift from roles/positions for volunteers Definition of recruitment to a more exciting “opportunity- based” NT approach. This will be expanded further Recruitment or acquisition of volunteers in the section on developing meaningful generally means “finding the right person opportunities.

ME with the right set of skills and time

T commitment and matching that person Best Practice: Examine the history of volunteer I to the work needed to be done in the roles in your organization. Are you trying to organization.” This has been the traditional recruit people today to fill these same roles? If view of recruitment. Organizations you are having trouble recruiting consider first had “tasks” to be done and looked for what you are recruiting for. Perhaps it is time to volunteers to complete those tasks. CRU reconsider both the language used and the roles

E The first section of this tool kit briefly you carved for volunteers. What did the trends outlined how the profile and interests tell you about what motivates volunteers and R

of volunteers changed over time. Many how volunteering is shifting. Are you applying volunteers (youth and baby boomers) this information to your situation? are not interested in the tasks or work currently being offered to them. These ON two segments of the volunteer population Risk management and

S S are termed “highly skilled” volunteers. screening They may be looking for opportunities where their skills and experience can be Risk And Managing Risk: maximized. Current volunteer roles may Imagine Canada has excellent tools not fulfill that need. They may be looking and resources to explain risk and risk management. Here are their definitions: OCU for volunteer opportunities that will provide the experience they need as they search for “Risk is the possibility that something F paid work. They may be looking to enhance harmful or undesirable may happen. This their resumes. Whatever their needs are, could include harm, injury, or abuse to we have come to understand that a balance your organization’s clients, volunteers, has to exist between what the organization board members, employees, property, or needs and what the volunteer needs. This reputation.” is an “exchange concept” that is new to the field of volunteerism. “Risk management is the term for the procedures that an organization follows The link below will provide you with more to protect itself, its staff, its clients, and information about highly skilled volunteers. its volunteers. Practising sound risk management is more than just looking out Building the Bridge: Tools and Resources for potential problems, buying insurance to Enrich Volunteer Engagement and avoiding lawsuits. It is an ongoing Volunteer Canada, June 2011. process.” It is this exchange concept that has lead We cannot eliminate all risk, unless we to the term “acquire” volunteers as our eliminate the actual program or service language shifts. This term may also imply or the volunteers who deliver them. a stronger relationship with volunteers Non-profits must identify risk in services much like acquiring donors or resources.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 9 and programs, find reasonable ways or Best Practice: Bring board members, precautions to minimize the risk and volunteers and staff together to conduct a implement strategies to do so. risk management assessment. Use the guide From a risk perspective, using volunteers developed by Imagine Canada to facilitate or staff in programs is not much different. a discussion and strategy tailored to your A degree of risk exists with both providers. organization. Risk management is a process so Organizations can protect themselves, build a review into your annual planning. their volunteers, staff and clients by implementing a risk management strategy. Imagine Canada identified five risk Definition Of Screening management procedures as follows: “Screening is an ongoing process The Five-Step Process designed to identify anyone who may harm children or vulnerable adults.” 1. Identify, assess, and document your (Volunteer Canada). program’s risks. Here is a great resource from Volunteer 2. Establish and implement procedures for Canada to help you understand screening. screening, supervising, and evaluating Screening volunteers. In step two of the Risk Management 3. Make sure you have appropriate Assessment outlined by Imagine Canada, insurance coverage. screening is identified as a procedure or step to help eliminate or minimize risk. 4. Develop and use a code of ethics for We often think of screening as asking for a volunteers. police reference check or vulnerable sector check. In fact screening involves a number 5. Develop, monitor, and communicate of “tools” that could include any of the written policies and procedures. following: Remember that risk management is a ☐ Well designed opportunity descriptions. tool/strategy to protect all aspects of the organization including the board, clients, ☐ Application process. employees, volunteers, property and reputation. Look at risk management as ☐ Methods of recruitment. good governance. When risk management is part of your culture, the organization not ☐ The interview. the risk is in control. ☐ Conducting reference checks. The following resource provides excellent ☐ Conducting criminal/police checks/ questions and processes to help an vulnerable sector screening. organization assess risk especially when volunteers are engaged. Use the carefully ☐ Observing volunteers in orientation, crafted questions to guide your board training and during probation. through a risk assessment or audit. ☐ What supervision and evaluation Imagine Canada: Developing a Risk methods are implemented. Management Strategy 5 steps

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 10 A general rule of thumb is that the higher the volunteer understand expectations, the risk assessment of the volunteer boundaries, rules and of course screening opportunity/position, the greater the requirements. If you have challenges number of tools used from the list above. with the volunteer for not fulfilling the It is very beneficial to add a risk level requirements, you have a good resource assessment to all written volunteer to call upon. A well-written opportunity opportunities or positions. This assigns a description can also be a good recruitment level of risk in several categories and helps tool. determine what tools to use for screening of candidates. Best Practice: Have clear, up-to-date, written descriptions for all volunteer Risk Management by Position Design is opportunities. Make sure you have an excellent resource to help you determine reviewed and assigned a risk level to each the level of risk assigned to each volunteer position. opportunity/position you have created. This will help you to determine what steps to put in place as part of your risk strategy to A sample template is provided on the next minimize risk to clients, volunteers, and the few pages to help you develop opportunity organization. descriptions. A blank template for opportunity descriptions is provided for you The Ten Steps of Screening is a useful tool to in the Appendix. guide you through the process of screening. An additional useful resource from Additional resources on risk management Volunteer Canada with a skills-plus and screening are found in the Appendix. opportunity description and lots of examples is Skills PlusTools Meaningful position/ opportunity descriptions Opportunity/Position Description Many organizations start to recruit without Template thinking about what they need. They have not completed Step 1 of the model, Developing a volunteer opportunity Getting Ready. Remember that volunteer description is the first step in recruitment. opportunities often evolve as the needs of It forces you to be clear and specific about the organization grow or may change as the role a volunteer will take on. It helps the profile of the volunteer changes. You the volunteer to know exactly what you are may find increasing numbers of volunteers looking for, what you expect and whether coming to you in the future with ideas of they fit that need. Use the following their own. They may not want to fulfill template to develop new positions or to your traditional roles and rather suggest revise the ones you currently have. Some some new idea/direction to you. opportunities may require an extensive description while others you might shorten. However you develop volunteer opportunities it is good practice to have a written, clear description for each role. This helps both the organization and

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 11 Opportunity/Position Description Template

Find a title that reflects the orkw to be done. Title of position Make it realistic and aligned with the titles used in the organization.

Create a short statement that shows the volunteer how this position contributes Brief description/purpose to accomplishing goals and mission of the organization.

Primary responsibilities or tasks List the key areas and tasks of the position.

List the criteria for selection. Think about who this position might appeal to. What skills Qualifications or competencies you absolutely need or will provide training required (experience, skills, qualities or for,helps to separate candidates. Personality attitudes) traits (qualities and attitudes) can be very important in the client-volunteer relationship.

Day of week; number of hours; how long,six Time commitment months or year commitment. Make this clear.

Think about soft and hard benefits – are transportation costs covered; an honorarium, out-of-pocket expenses; training; what skills Benefits might the volunteer develop; add to a resume; is a reference letter supplied for successful volunteer experience.

What is provided and expectations for Orientation and training attendance.

This could be any work place concerns like Challenges of the position standing or lifting or working late in evenings; or, related to the client group.

If possible list both dos and don’ts of the position. These will be specific to each position. Example: a volunteer camp leader is Boundaries of the position not allowed to take the children off site or to the washroom facilities. This is beyond their position.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 12 Who will provide support to the volunteer? What type of relationship can be expected? Support and accountability Who is the volunteer accountable to and how can you explain the impact of their commitment to the organization?

How often and what type? Is there a probationary Feedback (evaluation) period?

Special resources or policies Is the volunteer expected to sign a contract or understand key policies? Do they get a copy of their description and a handbook of supportive Contracts materials?

Help the volunteer to understand what success for this position means. What can they expect? Success measures What outcomes? If you can list these, they will help you target market for recruitment. You will be appealing to certain people.

What steps must the candidate complete? Application, interview, police check, vulnerable Screening measures sector screening, reference checks, probation, training completion etc.

Assess this position and assign a risk value to it. The level of risk should determine what screening tools you use. The higher the risk the more intensive the screening. Risk assessment and assigned risk Use the risk audit materials from Volunteer value Canada and calculate the average risk as per each volunteer position. Then select the screening tools most appropriate to use for the level of risk identified.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 13 Risk assessment: 5 risk elements. After assigning a risk factor to each of the questions per section insert the average probability of occurrence here on this sheet for the volunteer position you have created. Use Position Risk Audit developed by Volunteer Canada for the detailed questions under each risk category.

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Vulnerability of persons served

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Access to property

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Degree of isolation

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Degree of physical contact

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Degree of physical demands

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Degree of inherent risk

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 14 RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Skills and knowledge required

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Degree of supervision

RISK: PARTICIPANT Probability of occurrence

Risk category L M H

Degree of trust

Date position developed: ______

Date approved: ______

Reviewed and revised date: ______

By whom: ______

This template has been adapted and revised for the Recruitment & Retention Tool Kit using the best from several sources. a) Position Description Template, Charity Village online Volunteer Management Course designed by Donna Lockhart, The RETHINK Group. b) The Volunteer Toolkit, Mackenzie and Moore c) Volunteer Canada web site resource Position Description Form d) The Family Resource Centre, Volunteer Manual developed by Donna Lockhart, The RETHINK Group.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 15 Motivation recruitment strategies and interviewing questions. If 78% of people want to make We know that volunteers do not receive good use of their skills and experience, a paycheck for the work they do. They how is this reflected in the volunteer do receive personal benefits, many of opportunities that are offered? Are we which are life changing. Since personal demonstrating to potential volunteers that motivation to volunteer is not driven by their help with us will increase skills in financial remuneration, what motivates other areas? If we can demonstrate this volunteers to contribute their time, skills type of outcome, it may go a long way in and experience? Here is a formal definition both recruiting and retaining volunteers. of motivation. By crafting an opportunity description that appeals to someone who wants to improve “Whatever stimulates people to act their administrative skill level, we may be by offering them an opportunity to do pushing a “motivational button” that draws what they like to do or are interested them to this opportunity. in doing.” (National Survey of Giving, Volunteering and Participating, 2000). Organizations continue to seek volunteers in order to complete tasks/work that they Volunteers surveyed in the 2010 Canada need done. This does not take into account Survey of Giving, Volunteering and any motivational needs of the volunteer. Participating, identified the following Understanding and appealing to the new motivators. volunteer profiles that have emerged, means that a balance between what the ☐ 93% of volunteers are motivated volunteer needs and what the organization by their desire to contribute to their needs has to be found. Many volunteers community. are simply not willing to do the past work ☐ 78% wanted to make good use of their as defined by the organization. Motivation skills and experience. for volunteering has changed and unless organizations can demonstrate support to ☐ 59% had been personally affected by help the volunteer accomplish what they the cause the organization supported. need, recruitment may continue to be an issue. This new motivation called the ☐ 48% because they had friends involved. “exchange concept” was mentioned earlier. Since most volunteers get involved in A volunteer exchanges time for fulfilling voluntary work for altruistic reasons, most whatever they might need (a need to share know they receive personal benefits. The or build skills; need to network or find survey revealed that volunteer activities employment). This exchange idea is neither gave people a chance to develop new skills right or wrong, it is just different from what - interpersonal skills had improved (64%); we are used to. So are the volunteers of better communication skills (44%); better today, especially youth and baby boomers. organizing skills (39%); fundraising (33%) They may want a stronger impact on and technical or office work (27%). change and a role in decision-making and are seeking volunteer opportunities that This information on what motivates support this new direction. a volunteer and what they receive as benefits should be used as the context for developing opportunity descriptions,

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 16 Best Practice: Understand general motivation for volunteering. Build key words into your oppor- tunity descriptions that might trigger a “motivational button.” Build questions into your interview process to determine the volunteer’s motivation. Make sure there is a match between the work and the needs of the volunteer. List the benefits of volunteering on the opportunity description and make sure you can deliver.

Application process ☐ Allows the volunteer to consider the commitment they must make, the hours Many non-profits require that potential available or the requirements necessary volunteers complete an application process. to be a volunteer with the organization. This step has a number of benefits. ☐ Gives the staff/volunteer, more detailed ☐ Provides detailed information on a information about the candidate prior “potential” volunteer even if there are to the interview. no opportunities available at the time. The application can be shared with ☐ Provides a risk management tool other programs or filed for future use. (weeds out people unwilling to complete it). ☐ Demonstrates the seriousness of the organization to seek the best possible A sample application form that you could volunteers. adapt follows.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 17 Sample Volunteer Application Form

Application date:

Position sought:

Name:

Home Address:

Work phone #: Home phone #:

E-Mail address:

Highest level of education:

Number of hours available to volunteer:

Flexible time: Want scheduled time:

Employment

Current employer, if applicable

Position/Title

Dates of employment (starting, ending)

Company/Employer

Address

Would you like us to keep your employer abreast of your volunteer service and achievement?

No______Yes ______

Special training, skills and hobbies.

Groups, clubs, or memberships.

What experiences have you had that may prepare you to work as a volunteer with this organization (description of field, e.g. domestic violence, child abuse prevention, youth recreation, etc.)?

Why do you want to volunteer? What do you want to gain from this volunteer experience? What do you hope to accomplish?

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 18 You understand that a criminal reference check will be required for volunteering with this organization? Do you have a current positive one available?

Do you have?

A driver’s license? No___ Yes ___

Car insurance? No___ Yes ___

Car available for transporting others? No ___ Yes ___

References: Please list three people who know you well and can attest to your character, skills and dependability (NOT family members). Include your current or last employer. (name/organization/relationship to you/phone/length of relationship).

1.

2.

3.

Please read the following carefully before signing this application:

I understand that this is an application for and not a commitment or promise of volunteer opportunity. I certify that I have and will provide information throughout the selection process, including on this application for a volunteer position and in interviews with (Name of Organization) that is true, correct and complete to the best of my knowledge. I certify that I have and will answer all questions to the best of my ability and that I have not and will not withhold any information that would unfavorably affect my application for a volunteer position. I understand that information contained on my application will be verified by (Name of Organization). I understand that misrepresentations or omissions may be cause for my immediate rejection as an applicant for a volunteer position with (Name of Organization) or my termination as a volunteer.

Signature ______

Date ______

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 19 Examples of other volunteer applications:

Friends of Murphy’s Point have a resource called a Volunteer Registration Form on their website.

Friends of Presqu’ile Park have created an online resource Volunteer Questionnaire

Interviewing Well crafted, open-ended questions allow for interaction and conversation between The importance of interviewing potential the parties. Here are some examples of volunteers cannot be stressed enough, questions for volunteer candidates. especially in opportunities or situations with high risk factors. It is a best ☐ How do you want to contribute to the practice that all volunteers go through organization? an interview process, either informal or What skills and expertise do you have formal. A pre-determined set of interview ☐ and do you want to use these in your questions would include questions about volunteer experience? the suitability of the role and what the volunteer wants from the arrangement. The ☐ How much time do you have to share? interview is also an opportunity for the Do you want a weekly, monthly or organization to set out expectations, cover shorter term volunteer role? legal requirements and key elements of the volunteering agreement. ☐ What traits do you think make a good volunteer? Which ones do you bring? Why interview? ☐ What are your goals as a volunteer? Few people get hired into paid positions without going through an interview. An ☐ Is there something specific that you interview clarifies details about the work/ need to get from this experience that job and whether there is a good fit. The would help you in your career, job candidate can interview the organization search, school work etc.? as well. Interviews are just as important ☐ Are you interested in a project-focused in unpaid roles. The potential volunteer opportunity or list the options you wants to make sure that donating their most currently have. precious commodity, their time, will be well invested. ☐ What motivated you to contact us? How did you hear about our work? The Manager of Volunteers (paid or volunteer), has a responsibility to employ ☐ What support do you want us to an unpaid workforce. It is their role to provide or do you expect? find out where the volunteer will be best suited and if the volunteer is a good fit ☐ Tell us the good and bad about your with the mission/goals of the organization. last volunteer experience? An interview uncovers skills, talents, experience and motivation, as well as, identifies any concerns, weaknesses or challenges.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 20 Use these questions as a starting point In the 2010 Canada Study on Volunteering, to create questions specific to your volunteers identified the following barriers. organization. Do not treat volunteer interviews lightly. This is the first face- These identified barriers have remained to-face opportunity you have to meet the consistent with past studies. volunteer and get answers to questions. ☐ Lack of time (67%). This is the first opportunity to see whether there is a good fit. Success at this stage may ☐ Inability to make a long term directly impact on whether the volunteer commitment (62%). shows up, commits and continues with the organization. This is your first chance at ☐ Non volunteers did not get involved relationship building. because they were not asked (45%).

Here are some additional resources that will There may be reasons for not volunteering help you develop an interview process for that we haven’t even considered. Here your volunteers. is a list of questions that you can discuss with your organization to see if blocks or There are some questions that you cannot barriers to volunteering exist within your ask in an interview. Once you have organization. Finding solutions might just developed your list of questions, contact open the door to more volunteers. Service Canada to ensure compliance with the code. Human Rights Code ☐ People just do not know about us. How well do we market our programs and Canadian Cancer Society Success with services? We assume everyone should Interviewing This is a great overview on all know…but do they? aspects of interviewing from preparing for, conducting and developing questions. ☐ How accessible are we? If someone called would they get a quick, day turn-around reply? Do we have the Barriers to volunteering resources in place to follow up on all potential volunteers? No one likes to think there are barriers to volunteering. We believe that everyone ☐ How prominent is the “call to should have an opportunity to give back volunteer” on our web site or in our to community. But we have learned social media work? that “volunteering is a privilege not a ☐ How easy do we make it to join us? right.” And while a barrier could prohibit How much do we support volunteers in volunteering, like the cost of police the off season? screening, this aspect is also essential in order to select or reject candidates. ☐ How friendly are we to other groups This is why both screening methods who might not be quite like us? and interviewing are very critical. It is important that the organization understand ☐ How youth-friendly are we? Do we that it has the right and responsibility to support, champion and show youth we reject inappropriate, potential volunteers. care?

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 21 ☐ Do our volunteer opportunities act obliged to use every volunteer who as barriers (are they outdated; not approaches them. appealing)? ☐ A written volunteer agreement. ☐ What is our reputation? Have any bad feelings in the past gone on to haunt ☐ Screening/Legal requirements are in us? Do people see the organization place (e.g. Criminal Record Checks). itself as a barrier and want no part of ☐ Orientation or induction into the us? organization and the role. ☐ How open are we to change and ☐ Marketing materials that could develop new ideas? If a potential include brochures, flyers, website volunteer came to us with a new idea announcements, Facebook connection would we encourage dialogue or and testimonials from satisfied discourage them? volunteers. These materials should be written and designed for different target groups. If you are trying to target Recruitment strategies youth, have a flyer or brochure that is youth-friendly with messages and Managing expectation is one of the language that appeal to youth. It could keys to successful recruitment and be designed and written by youth. retention of volunteers. The boundaries Testimonials are excellent tools to of the relationship need to be defined and promote the work of the organization. understood by the organization and the volunteer. This is done with a clear and consistent recruitment process that has several components that have already been identified in this tool kit. They include:

☐ The Getting Ready Step where the organization commits to engage volunteers and outlines in a philosophy of volunteer involvement statement the value and benefits of volunteers.

☐ An application form and process for the potential volunteer to register with the organization their interest and intent to volunteer.

☐ Clear, written opportunity/position descriptions for volunteers.

☐ The interview process in order to clarify and select the best candidates for the organization. Contrary to popular belief, the organization is not

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 22 Below is a testimonial that appeared in Canadian Living, October 2012. This testimonial tells you a lot about the purpose of parks and also the importance that this person places on the camping experience. She is willing to tell hundreds of readers. She is also a teacher and possibly a valuable resource to students who may have never experienced the wilderness environment. Would she be a good volunteer ambassador?

Recruitment is a process that involves work. Now, not only do we have to change having certain pieces in place (opportunity the work to be more attractive, but we description, policies and procedures, have to actually market our organizations, interview etc.) as well as, an actual strategy create tailored messages and conduct about the messages to use, who to recruit specific recruitment for a new variety of and where to find them. Today, this is roles. We have to meet the needs of our likely the most challenging aspect for any volunteers while meeting the mission and volunteer organization. Recruitment has goals of the organization. Here are some gotten more complicated as the volunteer recruitment methods and ideas to help build base changed. In the past, organizations a recruitment strategy. did not have to focus on recruitment since many volunteers stepped up and did the

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 23 Four recruitment methods

Primary reason for volunteering: “I was asked.” DIRECT ASK If an Individual approaches the organization This means you ask another individual or a themselves, that person gave 50% more hours group in a face-to-face situation. than if asked by the organization (speaks to the power of personal motivation to your cause).

You use a letter or the media or newsletter to INDIRECT ASK get a message out.

You use another organization like a Volunteer DELEGATED Bureau to seek volunteers or post available positions.

Example: If you are looking for someone to TARGETED help with a fundraiser…selling tickets…. recruit someone in sales. You take the position and the skills that are identified and target someone with these Example: If you are looking for someone with skills. craft skills….approach someone from a craft guild or craft business.

Best Practice: DIRECT ASK is still the most successful method used to recruit. Increase the networking sphere related to your cause by making everyone in the organization responsible for recruitment. Recruitment marketing by everyone broadens the network. A DIRECT and TARKETED ASK is becoming more successful. This is a more personal approach to volunteer recruitment.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 24 Who Are The Volunteers Most Likely Because Friends Groups are aligned To Be Motivated To Volunteer For with Ontario Parks (some of which are Friends Groups? geographically isolated from population centres), it may be more difficult to appeal Here is a reminder of the top motivators to to people in the local community. However, volunteer. Friends should be able to attract leadership or board volunteers with an appeal that ☐ 93% of volunteers are motivated they are so fortunate to have this park/gem, by their desire to contribute to their natural resource in the local community community. that needs protection and promotion. They would be appealing to this 93% who ☐ 78% wanted to make good use of their are motivated by a desire to contribute skills and experience. locally. Targeting specific members of the community who have the skills and ☐ 59% had been personally affected by experience the Friends need on the board the cause the organization supported. would be a preferred method. Having ☐ 48% because they had friends involved. one board member ask a potential board member or making an appeal to a business Friends Groups have several sources group for specific leadership skills might be of stakeholders that include the local attractive. community who live in the park region, the visitors/campers/families that come Visitors on the other hand might be for vacation time (either short or long- approached from the “personally affected term or repeat users), donors who provide by the cause”(59% motivated to volunteer). substantial funds and members, those who Repeat visitors have the strongest decide to take out a paid membership to connection to the park environment and support park activities. would make good one-time or family- focused volunteers. This means that the The local population could include all organization needs to have short-term, age groups in the community found in episodic opportunities available with schools, business, other non-profits, and attractive incentives like park discounts. We service groups like Lions Clubs and Rotary. will talk more about family volunteering in Visitors could include campers both short a later section, but when you have a captive and long-term holiday; day visitors; and, audience camping with you, a family might tourists out of country. The teacher who find a project very appealing if they can wrote the “Heart of the Matter” was a work together. Or, there may be activities regular visitor and a true ambassador for that appeal to individual members of the the Algonquin experience. Members would family. Short, one-time opportunities within include those who chose to take an annual the camping period may appeal to this paid membership that includes benefits captive audience. They may return another of interest to the member. Membership year to do the same volunteer activity. categories could be individual, family, senior or corporate.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 25 Where Do We Find These Volunteers? Adopt-A-Trail

Those in the stakeholder categories are Is this an opportunity that a high school more likely to be willing to volunteer for classroom might take on as a project the park they are visiting. Here are some for one school year or a semester? Is examples to get you thinking about how to this something the 4-H group might be expand your volunteer base. interested in? Is this something a family who is camping for a week might be Examples: interested in doing? When families book their campsite can they sign on to volunteer Target the local community and receive a thank you discount? The If you need leadership volunteers, do park might organize a fun night for all they need to live close by to attend board volunteers during that camp period. meetings or can you have a virtual board Parents might find this a good opportunity that meets by conference call? You may be to mentor with their children around able to have some leadership volunteers important environmental concerns. as virtual volunteers but you would be targeting those with the specific leadership Older Adults skills you need to compliment those already In the marketing study completed for on the board. If you needed a new treasurer Ontario Parks, older adults/seniors were might you target the following groups and identified as a key market for increasing then someone specific within that group? camping opportunities. Making the ☐ Check local businesses with chartered opportunity more comfortable or trails accountants or financial staff and see easier to navigate, might encourage those if any of them have a park connection/ who camped when young to come back environmental support or outdoors or those who never camped to have a new focus. experience. Competition for the leisure time of retired persons will continue ☐ Check the Chartered Accountants to grow as will the need for affordable Association of Ontario. Is there holidays. We are learning that baby anyone located in your region? Or boomers in particular are interested in is there someone who might do the making a difference and leaving a legacy in work virtually, if the work can be their communities. accomplished in this way? ☐ Do your marketing messages appeal to ☐ Do you have a university, college or this motivation? high school with a business program in the area? Might a student wishing ☐ Are you able to offer older adults a practical experience be able to fulfill discounted rate for their volunteer this role? contribution or other benefit that would appeal to them?

☐ Are you seeking older adults as volunteers by promoting with The Canadian Association of Retired Persons (CARP) or other retirement associations like teachers federations

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 26 or retired Bell employee groups? Some opportunity you are recruiting for and employers provide a financial donation place it in the centre of a circle and then to those organizations where their brainstorm all the possible places, groups, retired employees are volunteering. and people where you might find a suitable CARP have local chapters throughout candidate. These areas become circles the province where you could promote connected to the centre but keep expanding your organization and target volunteers. on ideas. You can then narrow down the search and set up four or five steps to seek ☐ What retired groups are in your park out people to approach. This method is best region that might support a project with done with a large group because ideas can volunteer time in exchange for a day be enriched through larger and different pass? networks. The diagram below helps to illustrate this method. Another way to conduct targeted recruitment is using a strategy called “Mind Mapping.” You take the position/

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 27 Mind Mapping Approach: Example to find Bookstore Volunteer

Junior Achievement Program Business Project

Bookstore in Employment Centre BOOKSTORE Community Sales Person training in VOLUNTEER retail staff Students

Library Volunteers or Staff

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 28 Importance Of Networking If they say no, ask them if they know of anyone else you could approach. Document the steps It has been mentioned earlier that and see if this person might be willing to recruitment should be the responsibility of consider something in the future. Make sure you everyone in the organization, not just the follow up with a thank-you letter for their time. coordinator/manager of volunteers or the volunteer assigned to recruitment. This is because when everyone gets involved, the Charity Village: is where you will find size of the network greatly increases. The specific sections on Volunteer Engagement, bigger the network, the more likely you Volunteerism, Tools and Tips, Trends and will be to recruit volunteers you need. Studies.

Additional ideas and resources on Best Practice: Bring people together recruitment can be found in the Appendix. to network and brainstorm volunteer The following articles from Charity Village opportunities. Build a mind map or can help you with recruitment. discussion about where to seek out those with the skills and experience Facing Today’s Recruitment Challenges you need. Lay this out on flip chart paper. Identify specific people Top Ten Places to Find Volunteers and who is the best person in the How Can I Help? Always Be on the Lookout for organization to approach them. the Next Volunteer Determine what materials to take for support. Develop key words and On the next page is a Recruitment Strategy messages to use when talking to the Checklist that you can copy and use for potential volunteer. volunteer recruitment.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 29 RECRUITMENT STRATEGY CHECKLIST

Action taken Recruitment area What to do Who will do this When completed

Position/Opportunity Revisit current position. Description Develop new position. What motivation might be triggered with this position? Motivation Would this help us target any candidates/groups? Is this position listed on our Application application? What questions to ask? Interview process Identify expectations of the volunteer. Do we need one for this Volunteer agreement position? Assign risk management to Screening position. What screening tools to use?

Orientation What do they need to know?

Identify specific training/skills to Training required provide.

Will current flyer/brochure materials work or do we need new focus? Motivations: what motivations Marketing materials do we want to trigger and how to turn these into messages to attract candidates? What messages to write? What key words to use? Brainstorm with team about where to find people for this Mind Mapping used position. List all possible places.

Recruitment methods Direct Ask Which method will work for us; Indirect Ask one or a combination? Delegated Targeted In our current network, who Network might we ask or call on to approach candidate?

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 30 Action taken Recruitment area What to do Who will do this When completed

How will we promote: Website Social media link Newspaper Methods selected will depend Newsletter on opportunity and how many Flyer volunteers we need/how broadly Volunteer info kit we want to reach. Volunteer Fair Post email call to current volunteers and membership Other organizations When the process is complete, discuss if this approach for this EVALUATION volunteer opportunity worked; what to do differently or keep same.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 31 FOCUS ON RETENTION ☐ Provide the support that volunteers need to do a good job. A definition of retention

ON ☐ Respond to TRENDS. Volunteers want I If recruitment (getting) is the process shorter, time-limited opportunities of finding the right person for the right (episodic). If you can’t provide opportunity, then retention (keeping) is the attractive, short-term opportunities you NT outcome. Keeping volunteers has become a will NOT attract volunteers.

E challenge for many organizations. Changes in who volunteers and what they are willing ☐ Understand and accept that volunteers T to do have a direct connection with length leave and that recruitment is an E of volunteering. Retention is also complex ongoing process.

R because it is personal. Organizations still

☐ Build a climate with other staff, believe that volunteers will/should stay members and volunteers that supports for long periods of time when in reality everyone. volunteers are staying for shorter periods.

ON Organizations have been slow to respond to this new reality. They have not adapted Best Practice: Conduct an EXIT interview S S volunteer roles to reflect shorter time with volunteers to determine the reasons for commitment or the skills-based, more leaving. If the reason is within your control, challenging roles volunteers are seeking. In you can make improvements and changes fact, the “work to be done” or role may be to your program. This may improve future at the heart of retention challenges. Let’s retention rates. OCU explore retention more closely. F Outside Your Control Key factors in retention ☐ Volunteers leave when there is a paid job change and/or they move out of the There are many factors in retention but start community. by considering two areas. These are factors within your control and factors outside your ☐ Predictable control. Let’s examine what these might be. • Volunteers leave more often Within Your Control when health changes occur with themselves or partner. ☐ Match the right person with the volunteer opportunity. • Youth leave when their 40 hour community involvement ☐ Be honest. Don’t promise what you commitment is completed (if we can’t deliver. Meet the expectations of haven’t captured them into our volunteers. cause).

☐ Build a relationship with volunteers ☐ Volunteers do NOT stay forever no so you will know if they are bored or matter what YOU do. becoming disinterested so you can re- assign them to something new. ☐ FACT: Volunteers are staying for shorter periods of time.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 32 Other Factors ☐ Volunteers feel part of a team dedicated to a worthwhile cause and see the Volunteers also stay for personal reasons. impact they are making. We have to know what they need and expect from us and then meet their needs. Best Practice: Short-term retention If they get their needs met, they might stay Build a relationship with volunteers. Invest longer. They have expectations about all early. When we invest in volunteers in the sorts of things such as how they expect to early stage of their relationship this is called be treated; the support and training they Return on Investment. We provide as much desire; and, how they want to receive support, encouragement, and contact early recognition for their accomplishments. in the hope that they will connect and stay Volunteers are becoming an extremely with us for longer than expected. demanding bunch especially volunteers in the baby boomer group. The challenge is Find ways to support them. Connect regularly how to keep them engaged both short and and thank informally. Have a dedicated long-term. What does this really mean? space for volunteers to connect.

Short-term engagement means keeping the volunteer engaged in the position they Long-Term agreed to. What could we do to have volunteers Long-term engagement means keeping the stay longer? volunteer engaged so they stay longer than What does longer mean in today’s planned. What does it take for a volunteer climate? to stay on or renew their commitment once the original role is completed? ☐ You have to do a great job in the short- term! Short-Term ☐ Volunteer motivation changes over What influences volunteers to stay in time. What motivated them initially to the short-term? join may have changed. You need to know them to understand this. ☐ Work meets expectations. There is a ☐ Keep the work interesting and good fit between position/opportunity changing. and volunteer. ☐ Build a relationship with each ☐ Volunteers feel supported. They volunteer. This helps you understand feel and see the commitment of the when the time is right to suggest a organization. change and/or they feel comfortable ☐ Volunteers receive support in the enough with you to ask for a change or form of orientation and training and new role. accessible, shared information. ☐ Long-term volunteers continue to need ☐ Volunteers receive consistent support, training and recognition. appropriate recognition. ☐ Long-term volunteers have most likely connected to “your cause.” Get their

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 33 stories because testimonials from happy volunteers can attract others.

☐ Volunteers want to see/feel the impact, results and tangible rewards of their volunteer work. How can you show them the impact?

☐ Volunteers, no matter how long they have been with you, need to know they are appreciated. Appreciation makes us feel honored to help. Thank people regularly as you don’t know how long they will be involved. Don’t forget long-term volunteers.

Best Practice: Long-term retention - continue to build a relationship with volunteers so that you can provide support and recognition and share the tangible outcomes of their work. The more they see the impact of what they are doing, the more difficult it is to withdraw support.

Retention - redefine your definition of long- term. This means letting go of the notion of a multi-year or continuous commitment. Respect and support volunteers for whatever amount of time they can contribute and whatever their length of stay. When they leave, you want them to know they are welcome to return and contribute in a variety of ways.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 34 Trends volunteer once recruited becomes an equally challenging task. The following retention Research and trends in volunteering show strategies may provide some guidance. that the changing volunteer profile has impact on both length of time and amount of time committed to volunteering. Many people are staying for shorter periods of time, perhaps just long enough to complete a project; a one-day event; or 40 hours of community service. This time-limited aspect is very much in alignment with the notion that time is the most valuable commodity for volunteers and how much they have may be driving what they do. As a result, in order for organizations to be successful in volunteer recruitment and retention, they must have opportunities that respond to a wide variety of interests and can accommodate a wide variety of time commitments.

As you will see in the focused sections on youth, baby boomers, families or employees as volunteers, these groups appear to be the ones driving a change in time commitment. The challenge has been that organizations have not adapted to a more person-centered approach that relates to the needs of these new groups of volunteers. Organizations are still offering traditional tasks/roles to volunteers. Although this work probably still needs to be done, it becomes more challenging to find volunteers willing to do it. This is the current dilemma. Organizations will need to be more flexible and creative in their volunteer opportunities if they hope to have success with both recruitment and retention of volunteers. There is a synergy or connection between the elements of recruitment and retention. Potential volunteers are often attracted by the opportunities that the organization promotes. Those opportunities have to fulfill the needs of both the volunteer and the organization. If they do not satisfy the volunteer, they will leave. How to retain the

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 35 Top retention strategies (Imagine Canada)

Strategy What does it mean?

● Meet volunteer expectations.

● Provide the right amount of supervision, support and recognition.

● Make volunteers feel part of the team. 1. create a quality volunteer experience. ● Give volunteers respect and involve them in decision-making.

● Provide meaningful work.

● Ensure their time is well spent.

● Honor agreements.

● When volunteers see value in their contribution.

● Volunteers see the impact of what they do and how it affects the community.

● Volunteers find it hard ot let go. 2. develop a “true believer” in the cause. ● Volunteers develop a passion – it can increase their commitment.

● When volunteers themselves have faced an illness, cared for someone or gone hungry they know the impact.

● they know the organization is committed. Is management, staff and the corporation on board?

● climate is good. Is the culture and climate supportive? Volunteers feel this.

● Support systems and dedicated 3. Provide organizational support. resources such as orientation, training, and reimbursement for out of pocket expenses.

● Volunteers feel part of a team. Energy level increases when people work together. Momentum and camaraderie are important to the overall experience.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 36 ● Volunteers will stay longer if training is enhanced and useful to them outside of the volunteer situation.

● this is “added” value.

4. Ensure the volunteer “gets more than ● they build new skills; new friends; new they give.” networks; get a job via the network; reference letter that leads to an interview; out of isolation into meaningful work.

● Volunteers see positive change has occurred.

● Volunteers feel wonderful about their contribution.

“Individuals who have volunteered in the past cite poor management of their time and talents by nonprofits as the primary reason they stop volunteering.” (A Sound Investment: The Value of Adding Volunteer Resources Management to your Philanthropic Portfolio, Volunteer Canada and UPS Study, 2004).

Summary

☐ Working successfully with volunteers is relationship building.

☐ Retention is linked to many factors, some of which are out of our control.

☐ Take control of the things you can change!

☐ Do everything possible to support volunteers during whatever length of time they are with you.

☐ Let go of the notion that volunteers will stay for a long time. The reality is different.

Best Practice: Think of volunteers as “NON-RENEWABLE” Resources. When you do this what words come to mind?

Precious. Limited. Special. Unique…

On the next page you will find a RETENTION CHECKLIST that you can use for each volunteer. Keep this checklist on your computer system or in the individual volunteer file. Determine and keep track of the strategies you use to keep volunteers.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 37 RETENTION CHECKLIST

Name of volunteer:

Volunteer opportunity: Length of commitment given: Commenced with us: Left position: Document your approach and support with each volunteer. Meet with them at the critical points below and document how they are responding. Keep track and see if this makes a difference in retention.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 38 AREA First 1st 3 6 1 year 4 top retention strategies shift month months months

Create a quality experience.

Develop a true believer.

Provide organizational support.

Ensure the volunteer gets more than they give.

Check expectations. Is this volunteer getting what they expected and need? What impact or outcomes are we sharing with them? Acknowledgement or recognition provided.

Thank you gift.

Appreciation event.

Verbal thanks. Testimonial.

Have we asked them for one?

Motivation changes: have we asked them at regular times if they want to change roles?

Feedback sessions

Exit interview results.

Reason for leaving.

Did this volunteer complete their commitment and still leave?

Did this volunteer remain in same position or took a new one?

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 39 Acknowledgement or Contribute to productivity recognition ideas Volunteers who are given meaningful One of the elements of good retention is tasks will feel rewarded by their own to find ways to acknowledge or recognize accomplishments. They benefit from the contributions of volunteers. We have this while the organization benefits from known for a long time how important making good use of a precious commodity. recognition is to those who are not paid for the time they contribute. Much has Contribute to retention been written about recognition along By identifying and addressing the specific with lots of practical ideas. Like targeted needs of individuals and providing recruitment and personal retention factors, recognition that satisfies these needs, recognition has its own personal flavor. you are more likely to encourage your What one person might appreciate, another volunteers to stay with your organization. would not. As the number of volunteers to recognize increases, this makes the role Contribute to morale for those who support volunteers more challenging. As your organization demonstrates concern for your volunteers through appropriate The following is a great overview taken task assignment and performance from the Volunteer Canada website about recognition, your volunteers' personal the importance of recognition and the satisfaction and willingness to participate impact is has on retention. will increase.

Recognition programs that typically fail are Recognition Guidelines those which:

Recognizing Volunteers ☐ Base rewards on what the managers value rather than what the volunteers A volunteer's pay is the recognition that he value. or she is an equal and respected partner of ☐ Assume certain rewards to be good the organization. As a result, recognition for everyone without regard for must be an integral part of the management individuality. process so that volunteers feel valued ☐ Are inconsistently administered. within the organization they work for. ☐ Are external to the volunteer, with no An effective, targeted recognition connection to the work or person. program can support your organization ☐ Offer rewards whether performance in many ways. If managed properly, merits it or not. your recognition program will motivate ☐ Assume that organization's mission is volunteers by satisfying their individual sufficient justification to volunteer with needs and supporting your organizational no recognition or celebration of the goals. If managed properly, your program volunteers' work. will: ☐ Offer excessive recognition and celebration.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 40 Recognition programs that typically Matching the recognition to the work are those which: volunteer

☐ Base rewards on an appreciation of the Many people believe that the best way to individual volunteer as a unique person recognize volunteers is to throw them a and which addresses individual needs. party or hold a similar recognition event during National Volunteer Week. However, ☐ Are based on individual jobs or tasks. your effort will be ineffective if you don't follow the above guidelines. ☐ Have consistent reward policies, resulting in a sense of trust that effort In order to recognize the efforts of your will receive the proper reward. organization's volunteers most effectively, you must first understand what motivates ☐ Recognize longevity and special people to volunteer. contributions frequently. Four typical motivators of volunteers ☐ Offer rewards which can be shared include: by teams of volunteers or the entire organization. • Praise. Individuals who are motivated to volunteer by praise typically Ten guidelines for recognition enjoy recognition for their talents and like being singled out for their 1. Give it or else. accomplishments. Since these volunteer efforts are readily seen by 2. Give it frequently. others, offer them public recognition at an event, a recognition spot on your 3. Give it via a variety of methods. website or in your newsletter, or a letter 4. Give it honestly. thanking their boss, teacher, or family.

5. Give it to the person, not to the ☐ Affiliation. Individuals who are work. motivated to volunteer for affiliation enjoy opportunities to get together 6. Give it appropriately to the with others with similar beliefs, achievement. backgrounds, and goals, and don't often find working alone very satisfying. 7. Give it consistently. As a result, you should recognize the efforts of these volunteers through 8. Give it on a timely basis. social get-togethers, name-badge, or a 9. Give it in an individualized public posting of all your organization's fashion. volunteers.

10. Give it for what you want more of. ☐ Accomplishments. Individuals who volunteer for a sense of accomplishment enjoy seeking concrete evidence of their work and like practical, tangible projects.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 41 To recognize these volunteers just like to have a simple, heart-felt “thank- effectively, offer them certificates of you” immediately after a job is completed. accomplishment at specific stages in Many have received enough plaques, mugs their work or a special place to put or certificates and would prefer that the completed projects. organization not spend funds on this form of recognition. ☐ Power and influence. Individuals who are motivated to volunteer for power Best Practice: Develop a recognition plan and influence typically like persuading or strategy that is person-centered on the people to see or do things their way, volunteer you want to thank. You should have enjoy showing people a better, easier a policy on recognition. way of accomplishing an objective Develop a tracking system for recognition and like positions where they can help items that you can review annually. Develop make decisions or train people. These your strategy to include short and long-term volunteers will most appreciate titles recognition. or rank insignia, a special parking spot, or involvement as a speaker at your organization's workshop. Helpful Hints | Volunteer/Benevoles Remember, an effectively-managed Canada is a list of ideas and suggestions volunteer recognition program will not only for recognition. keep your volunteers motivated, but will ultimately benefit your organization and If you are interested in developing a help you reach your goals. volunteer recognition letter, Recognition Letters this will take you to an article on 5 The source is: Volunteer Canada Recognition Top Tips for Volunteer Recognition Letters. Resource Section. www.volunteer.ca

Connors, Tracy Daniel, Ed., Volunteer World Volunteer Web: Recognizing Management Handbook. John Wiley and Volunteers is a good article by Mary Sons Inc., 1995 p.222-243. Merrill.

Hawthrone, Nan, Sound Volunteer Management National Recognition Events McCurley Steve and Rick Lynch, Volunteer Management: Mobilizing all the Each year Volunteer Canada promotes and Resources of the Community. Heritage Arts announces activities related to National Publishing, 1996, pp.115-126 Volunteer Week, a time to recognize . volunteers. Many organizations plan their own event during this time to piggy-back Recognition ideas and align with recognition for all volunteers in Canada. April 21-27, 2013 has been The following resources have great ideas for designated as National Volunteer Week. National Volunteer Week Ideas acknowledging or recognizing volunteers. is a Remember there are formal and informal listing from Susan J. Ellis, Engergize Inc. ways of recognizing volunteers. We have National and Provincial Awards programs learned that many volunteers today would

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 42 are great opportunities to recognize National AWARDS is a list of awards those long-standing volunteers who we under specific categories. often forget. This is most important in organizations like Friends where programs/ Provincial AWARDS is a list of support is mostly volunteer driven and provincial awards, including one for Parks there are no or limited staff to initiate and Protected area volunteer recognition. recognition of volunteers.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 43 SPECIFIC SECTORS “An interest in volunteering, developed S during one’s youth is likely to be The following sections provide maintained in adulthood. This suggests introductory materials and additional the importance of providing positive, early resources for engaging specific groups. volunteering experiences for youth, as Statistics Canada, Imagine Canada and these experiences may lead to continued Volunteer Canada have conducted research volunteering in the adult years.” (NSGVP CTOR and developed these materials to help us 2000 Report). better understand and engage these groups as volunteers. Here is interesting information about youth

SE and volunteering (2010 Canada Survey).

C ☐ Young Canadians aged 15 to 24 years Youth were more likely to volunteer than Canadians in most other age groups IFI It has been 14 years since the Ontario (58%). Ministry of Education introduced C “mandatory community service” in high ☐ Within this age group, youth age 15 schools. Students must complete 40 hours to 19 years (66%) had a considerably of community service during their high higher rate of volunteering than young

SPE school years in order to graduate. Each adults age 20 to 24 years (48%).This school district has developed guidelines is certainly related to the mandatory about what students can and cannot do nature of community service work in to accumulate these hours. Regardless of high school. the time commitment (many feel 40 hours is inadequate) or the fact that this is not ☐ Youth age 15 to 19 years did an “true volunteering,” organizations have average of 115 hours of volunteer been given the opportunity to support work. and nurture future volunteers while students complete meaningful work for ☐ Those age 20 to 24 years averaged 159 the organization. The challenge in the first hours of volunteer work. few years of this initiative was that many students did not get meaningful work. Best Practice: In order to successfully engage Research into youth and what they are youth, the organization must be youth-friendly. want in a volunteer experience should help Having a youth “champion” among the organizations understand how to make the leadership is critical. experience successful for both parties. Provide opportunities that meet the needs of The 2010 Canada Survey of Giving, youth so that you increase their potential to Volunteering and Participating volunteer later in life as adults. reinforced what earlier studies found that “volunteering is connected to early life experiences.” In other words, “People are much more likely to be volunteers after they leave school when they have had this kind of early life experience.” Of course, that experience has to be a positive and successful one.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 44 What do young people get involved in?

Type of Volunteer Work 15-19 year olds 20-24 year olds

Education and research 25% 5%

Social services work 19% 13%

Sports and recreation 13% n/a

Religious organizations 10% 6% (Data from 2010 Study)

Barriers To Youth Volunteering Best Practice Build relationships with youth organizations ☐ Time: Youth like other groups indicated such as schools, college placement programs, that time is the biggest obstacle to doing universities with research projects or clubs more volunteering. 70% of 15 to 19 dedicated to youth. Develop great opportunities year olds and 81% of 20 to 24 year olds then ASK youth to get involved. indicated they did not have enough time to dedicate more hours to volunteering. Why Do Youth Volunteer? ☐ Inability to make long-term commitment: 45% of 15 to 19 year olds ☐ 93% volunteer for a cause they believe and 54% of 20 to 24 year olds said they in. did not feel they could make a long-term commitment to volunteering. These ☐ 80% to use their skills and experience. figures are similar to those volunteers ☐ 70% to explore their strengths. over 25 years of age. Many in these age groups have long hours, juggling school, ☐ 65% indicated it would help get them a part-time work and other commitments. job.

☐ “Not asked”: Teens and young adults • 25% of young volunteers indicated were more likely than older adults to that volunteer work helped them get say “no one asked them or they did not a job. know how to get involved.” ☐ 46% to develop new skills. ☐ Bad experience: Teens were three times more likely than young adults to say ☐ 18% as a prerequisite for graduating. that a bad experience in the past had discouraged them from doing more volunteer work. (13% of those age 15- 19 years and 5% for those aged 20 to 24).

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 45 How Youth Get Involved DefiningA nd Finding Youth

☐ 49% have not volunteered because they When we think about young people and were not asked. volunteering we are usually drawn to high school youth. There are several other ☐ “Asking” is less used among Ontario categories of youth that may have impact youth (although most important in on volunteering for the Friends Groups. overall recruitment of volunteers). These are illustrated in the slide below developed by Donna Lockhart as part of a ☐ 31% of youth were asked. workshop on engaging youth. ☐ 29% approached the organization Many students whether in high school, themselves. college or university have other opportunities called co-ops or placements. These are extended periods of time during Characteristics Young People Seek the school year that students devote to In Volunteering (From Volunteer projects. Many co-ops involve a half day, Canada) every day for a full semester where students go out to seek experience in an opportunity • Flexibility. that motivates them. They often use this • Legitimacy. experience to test a career direction.

• Ease of Access. If your organization has a high school, college or university in the region, making • Experience. contact with the staff and talking with students about the work of the Friends, • Incentives. may encourage youth to get involved. Many communities host annual volunteer • Variety. fairs in high schools to recruit young • Organization. people. Colleges and universities have project work and they are always looking • Laughs. for organizations to provide learning opportunities for their students.

Benefits Identified ByY outh From Think about what young people are looking Volunteering for (motivation) and find new opportunities to meet their needs. Learn to go to where ☐ Gaining interpersonal skills (8 in 10 youth are and ask them to volunteer. If 25% youth). of youth aged 15-19 years are interested in education and research, and this is part ☐ Communication skills. of the work of the Friends Groups, there may be a good fit. Young people want to ☐ Fund raising skills. share their skills but also learn new ones, so ☐ Leadership skills, confidence building. opportunities have to meet their needs.

☐ Increased employability.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 46 Here are some additional ideas for historical documentary/history of the opportunities or projects to engage youth. organization that could be posted on Talk about these in your organization and YouTube or the website for marketing see if some might be appropriate in order purposes. to increase or build youth capacity. These ideas are part of a larger resource created ☐ training teams. Recruit youth to by Donna Lockhart of the RETHINK form training teams to research, design Group but have been modified or adapted and implement specific training. for this resource. Students go into classrooms to train/ promote students to volunteer. Youth Think About Some Of These with good experiences share the Possibilities: benefits.

☐ Research. Opportunities to learn ☐ Planning of special event. Projects about design of questions, set up, that are youth specific and involve administration, implementation and a team of youth; doing research and analysis. Do you have a satisfaction planning of an event. This is a great survey you would like to do for your project to have on a resume. Evaluation volunteers? Do you have member or should be end point. visitor research you would like to do? ☐ group work. Does Junior ☐ Promotion. Opportunities to Achievement or other business program develop brochures, reports, manuals, exist in your community? A bookstore annual report, graphic opportunities, or museum facility lends itself to youth newsletter development, media work, learning retail and business skills, as writing stories, interviewing. Perhaps well as, community involvement and helping you design opportunities for skills in customer service. This is also youth and youth-friendly materials? an opportunity for mentoring young would-be entrepreneurs with business ☐ Computer technology. Projects owners. around data base management or training staff/volunteers on specific ☐ outreach learning program. program; putting materials onto power Opportunities that teach youth mentors point presentations; website design and about the environment/park and they maintenance; conduct on-line research go to younger students in schools on a specific topic and develop a to promote camping/environmental resource manual of materials. projects; mentor youth with seniors to train on computers, emailing and ☐ training video. Projects to develop internet use. Youth might conduct specific videos that target different research on older adults to find out aspects of your work; youth training what they need to support their re-entry youth; e.g. could be video to help into camping. volunteers who will be Adopt-a- Trail team. Any topic that forms part ☐ recycling projects. Youth enjoy of orientation; videotaping special environmental projects. Assess events and then planning a program your agency and design appropriate around it; use youth to develop an recycling campaign.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 47 ☐ displays. Projects that involve music ☐ youth directed initiatives. Use or art for agency promotion. Take the skills and talents of youth for photographs of events, trails or wildlife entertainment; they design a fashion and build resources on website or show or entertainment evening; could books. be fundraising related. Initiative could also be using language skills or ☐ Speakers bureau. Provide translator roles. opportunities to learn presentation skills then develop specific topic and ☐ youth Council/Advisory Committee. students go out and talk. Establish a youth forum via a committee of youth to determine what ☐ use youth for youth recruiting. opportunities are available or could Recruit youth for mall displays and be developed in your organization high school presentations. that would be attractive to youth. This group then markets to schools. If your ☐ Marketing project. Have youth organization has youth champions, then develop a marketing strategy aimed at establishing a youth council to help youth and have them develop volunteer with youth projects, or to recruit youth opportunities aimed at 40 hour or to develop youth speakers, could be community service. a beneficial way of building volunteer capacity. ☐ Projects specific to outh.y Have youth create a column for youth in If you are interested in establishing a Youth the newsletter; take photos; highlight Council, the Ontario Rural Council has a volunteer profiles; write up events. good report that outlines the steps. Create a Youth Council ☐ animals. If you have animals in your facility, youth can assist in care and Additional resources for youth are found in maintenance. the Appendix.

☐ Special seasons. Students could decorate during festive seasons and Baby boomers take down when complete. Good short- More than eight million Canadians were term project. born between 1947 and 1966. This group called baby boomers make up one-third of ☐ tuck shop/Café services. Assign Canada’s population and as they mature students to run a small business and enter into their retirement years, will in facility that includes reporting, have a tremendous impact on voluntarism. administration, finances, ordering, and stocking. This is a good class project Information from the 2010 Study on where students then train next group Volunteering, indicates that although to take over. Partner with a business volunteering increased significantly teacher and his/her class to build since 2007 (13.3 million volunteering in entrepreneur skills but they commit to 2010; this is 6.4% over 2007 and 12.5% manage your bookstore, museum cafe over 2004 figures), the number of hours or tuck shop for a semester or more.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 48 dedicated to volunteer work has plateaued. such as redefining retirement; postponing In other words, there are a few people retirement; entering semi-retirement; doing most of the volunteer work. starting a new business or new direction; dealing with changing family dynamics One of the most challenging impacts of (aging parents and live-in adult children); this group (identified in Volunteer Canada’s and, adjusting to different work-leisure Bridging the Gap report), is that this group patterns. All this will impact on time, of highly skilled volunteers may not wish availability and interest to volunteer. to volunteer in the same way or in roles that past veteran volunteers have done. Given these shifts in the profile of the Most non-profits today built volunteer volunteer, it is important to examine the positions around the veteran volunteer. research data. This may help us better These very loyal volunteers would do any understand this aging population and task the organization asked of them without how best to appeal to them as potential question. They would do whatever was volunteers. required. The baby boomers however, are not responding to the offerings in the same What Do We Know About Baby way and this may be one of the reasons Boomers? organizations are having challenges with both recruitment and retention. More highly ☐ There is a life cycle to volunteering. skilled people may wish to use their skills Statistics indicate that volunteering has in different ways. Organizations have not traditionally decreased at age 55. If indicated that they desire the use of skill this continues, then the large wave of sets in volunteer roles outside of leadership baby boomers (due to sheer numbers) or board opportunities. This is the “gap” as will have an even greater impact on identified by Volunteer Canada. This gap decreasing volunteerism. exists between what organizations have to ☐ Hours of volunteering also decrease offer and what today’s volunteer is willing with age and health. or wants to do to contribute. ☐ This highly skilled group may work “This coming generation of retirees past traditional retirement age. will have different needs, different motivations, different expectations ☐ This group want opportunities that and different barriers to becoming appeal, are focused and time sensitive. volunteers.” (Heartbeat Trends, 2001) The episodic notion of volunteering has been associated with this group. We also need to consider the tremendous impact of an economic recession. For baby ☐ The “exchange concept” in boomers it has meant change in many areas volunteering has emerged. I will give

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 49 time in exchange for ....developing new General Motivators skills, promoting my business, helping me find work...etc. We know that baby boomers were:

☐ Boomers will volunteer for the ☐ Social activists in their youth with ”opportunity,” not necessarily out of a influence and they want to influence in sense of duty. their volunteer life.

☐ This group grew up with confidence ☐ Able to impact/make change on many and have had strong marketing issues and want that impact to continue. influence. ☐ Focused on doing meaningful work and ☐ They want leadership without stress; want to have meaning in their volunteer want to make a difference; leave an contributions as well. impact or legacy.

☐ They want to be professionally engaged, not managed.

☐ They want lots of flexibility in short-term assignments that are well organized and show tangible results. They grew up in the “outcome measurement” and strategic planning era and expect this in the voluntary sector.

“The number and type of volunteer opportunities available to older people does not reflect the diversity, skills, and needs of this burgeoning group.” (Points of Light Foundation and Volunteer Centre National Network: Infrastructure of Volunteer Agencies: Capacity to Absorb Boomer Volunteers).

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 50 Some motivators by age

Motivator Age 45-54 Age 55-64 Age 65+

Belief in the cause. 97% 98% 97%

To use skills and 76% 75% 71% experience. Personally 70% 70% 66% affected. To explore own 50% 46% 37% strengths. To fulfill religious 32% 40% 49% obligations. Friends volunteer. 20% 25% 31% To improve job 12% 9% 3% skills. (Source: Canadian Centre for Philanthropy, 2000)

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 51 Expectations Of Baby Boomers In A Recruitment Ideas Volunteer Experience ☐ Provide a range of volunteer ☐ Flexibility in assignment and time. opportunities including short-term, episodic and project based. ☐ Range of volunteer opportunities. ☐ Engage families as volunteers. ☐ Clear expectations. ☐ Offer opportunities through the ☐ Greater use of time and skills. workplace.

☐ Challenging work. ☐ Clearly state the social needs being addressed and demonstrate success. ☐ Project based, episodic and short-term. ☐ Listen to how baby boomers want ☐ Self-directed. to commit their time and resources ☐ Technology based. towards volunteering (can you respond to their ideas?). ☐ Peer recognition. ☐ Be “volunteer-centered” or “person- ☐ Value for work provided; exchange centered” not “task-focused.” concept. ☐ Offer incentives like education, challenging work and tangible rewards. Barriers To Volunteering ☐ Recognize the high level of expertise and accomplishment by incorporating Not enough time. ☐ self-management and distance leadership. ☐ Current volunteer positions are not appealing and the work is not ☐ Promote the physical, social, emotional meaningful. and health benefits of volunteering. ☐ Current volunteer positions designed ☐ Many baby boomers had extremely for veteran volunteers are not challenging and rewarding careers. challenging. They are going to get bored very easily if they are not engaged in ☐ Current volunteer work is not flexible enough. Baby boomers may not want something as exciting. Organizations the restrictions of a regular shift each have to offer exciting, challenging week. Volunteering may be seen to opportunities where baby boomers can restrict travel. see the difference and impact of their contribution. ☐ Organizations do not appear to be ready or willing to accommodate needs of this group.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 52 Where To Find Baby Boomers “The future generation of 50+ volunteers will expect and demand more from their ☐ Business organizations like the volunteer experience. They expect to Chamber of Commerce, Entrepreneurs be part of the decision-making process, Association, and Women’s Business they want flexibility that allows them Networks. to integrate paid and unpaid work, they want to engage in meaningful ☐ Groups like the Canadian Association service learning activities, be afforded of Retired Persons (CARP) with local opportunities similar to those offered to chapters across Ontario. Write articles paid staff and to be able to transfer their or have a regular column in monthly professional skills to positively impact magazines that focus on volunteering local community needs. Successful and older adults. organizations seeking to harness this vast, yet untapped resource will need They are still at work so use workplace ☐ to reassess and think expansively and lunch and learn sessions to share what creatively.” (Wilson, Steele, Thompson, your group is doing and what projects D’heron, 2002). might excite them. Here are two additional resources about Approach a business or corporation for ☐ baby boomers. Additional resources are a team or group of workers to support a found in the Appendix. one-time project then agree to promote the corporation as a community-player. 16 Tips on Recruiting Adult Volunteers

☐ Join online discussion groups aimed at Transforming 50+ Volunteering, A Literature older adults. Review and Strategy

☐ Identify your current volunteers or members who are baby boomers and set up a discussion group or other social media opportunity where they can exchange ideas on the park, address issues and begin to see how they can help. Find ways for this group to leave a legacy.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 53 Immigrants – New Canadians Volunteering

As Canadians, we often think that everyone The term “volunteering” means performing volunteers and that everyone regards a service willingly and without pay. volunteering in the same way. Volunteering Working as a volunteer can help you: is perceived differently around the world and we have to take this into consideration ☐ Get Canadian work experience; as immigrants continue to move to Canada to build a better life, seek employment or ☐ Practice English or French; join their extended families. Depending on their country of origin, they will see ☐ Build your network of contacts; volunteering differently. As they begin to ☐ Make friends and meet Canadians; integrate into Canadian life, we have a role and opportunity to help new Canadians ☐ Find someone who will be a understand our volunteering culture. reference for you; and

Language ability, lack of Canadian ☐ Show potential employers that you experience and social networks may are a hard worker. impede the new immigrant from finding paid work, as well as, act as barriers to Learn More About How Volunteering volunteering. However, volunteering may In Canada Can Help You Find A Job be more easily obtained than paid work and By: is seen as a way to integrate both socially and economically into Canadian society. ☐ Searching the Internet for “Volunteer” and the name of the city; "In 2010, immigrants were not as likely as people born in Canada to ☐ Asking for more information from an volunteer with a charitable or non- immigrant-serving organization. The profit organization. Specifically, 39% names and contact information of more of immigrants did some volunteer work immigrant-serving organizations can during the course of the year, compared be found through an Internet search with 49% of the Canadian born. While for “Canadian immigrant-serving immigrants were less likely to volunteer, organizations”; and those who did so contributed about the same number of hours in 2010 as the ☐ Visiting Volunteer Canada for an Canadian born." overview of volunteering.

Planning to Work in Canada? A ☐ Make a list the volunteer opportunities resource booklet that links volunteering in Canada that are of interest to you. to employment provides some basic information on volunteering to the new Canadian. Barriers To Volunteering

The short description on the next page ☐ Language may impede connections. shows how volunteering is promoted to new Canadians from Citizenship and ☐ Lack of social networks. Immigration Canada. ☐ Differing view of volunteering may be positive or negative.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 54 ☐ Lack of understanding about Canadian more likely to volunteer than those who volunteering/experience. did not.

☐ Lack of understanding about where to ☐ Immigrants were more likely to seek opportunities to volunteer. volunteer their time to a religious organization (11% versus 9%). They ☐ Lack of knowledge about role of also contributed a larger proportion volunteering and connection to of their volunteer time to religious employment. organizations. In fact, one-fifth (20%) of the total volunteer hours contributed ☐ May have focus on employment and by immigrant volunteers went to settlement first. religious organizations. ☐ The fact that immigrants give a ☐ Time. larger share of their volunteer hours to religious organizations may not ☐ Overwhelming obligations to relocate be simply related to religious norms and settle into Canadian life. or behaviors they bring from their ☐ No one asked them to volunteer. country of origin. Churches, temples and mosques may function as social ☐ Financial costs to volunteering (police centers for immigrants and allow them check). to connect with people from their own cultural background. Here is a link to an interesting article about barriers from the immigrant perspective. ☐ Canadian born volunteers contributed Immigrants Face Barriers to Volunteering relatively more time than immigrant Hamilton Spectator article 2006. volunteers to sports and recreation groups (22% of their total hours versus 11% for immigrants) and to What We Know About Volunteering social services organizations (19% And Immigrants versus 11%). While immigrants Information from Statistics Canada helps us were about as likely as people born to understand some patterns or preferences in Canada to volunteer with arts and for new Canadians that might be translated culture organizations, they gave a into potential volunteer opportunities. larger share of their total hours to these organizations (12% versus 4%). ☐ They may seek an opportunity Immigrants were more likely, though, connected to their religious affiliation. than other Canadians to volunteer for Religious attendance is connected to international causes and contributed a volunteering just as it is to financial larger share of their volunteer time to donations. People who attend a them. religious service each week are more likely to volunteer. Immigrants were ☐ In 2010, recent immigrants were almost more likely than the Canadian born to as likely to volunteer as were long-term attend a religious service weekly, and ones. Also, among immigrants who those immigrants who did attend were volunteered, those in Canada for less

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 55 than 10 years gave about as many hours their dissatisfaction with a previous on average as those who had been experience. Immigrants were less established for 30 years or more. likely, however, to say they were not interested in volunteering. ☐ There was evidence, however, that long-term immigrant volunteers more often contributed to other, non- What Are The Implications For religious, types of organizations. For Friends Groups? example, they were more likely than other immigrant volunteers to have The successful Learn to Camp Program is volunteered with sports and recreation a great starting point to seriously engage organizations (22% versus 11%), as new Canadians in the camping experience. well as with environmental causes (8% The Learn to Camp Report (see Appendix) versus 4%). indicates that the return rate to camping was very high after the initial experience. ☐ The top reasons for volunteering given Once engaged and more involved in by both immigrants and the Canadian camping and the family experience it born were to make a contribution to provides, the opportunity for volunteer their community and to use their skills. involvement may increase. Everyone who Immigrant volunteers were less likely enters the park gate is a stakeholder and a to have said they had volunteered potential volunteer. because they or someone they knew was affected by the issue or cause. There may be opportunities to partner They were more likely to have been with immigrant serving organizations in motivated by religious reasons than communities that border or are in close Canadian born volunteers (31% versus proximity to the park. Offering programs 19%). in alternative languages for children or families by partnering with others, ☐ The main volunteer tasks performed increases knowledge about camping, parks by immigrants were very like and volunteer opportunities. those performed by Canadian born volunteers. Fundraising, organizing or Any opportunity that eliminates a barrier supervising, sitting on a committee, to volunteering for this group should and teaching or mentoring were most be tried. Immigrant participation might often mentioned. However, immigrant be encouraged if funds or sponsors to volunteers were not as likely as those cover the cost of screening were found born in Canada to work as organizers or new programs that focus on different and supervisors, as fundraisers, or as environmental issues or the outdoors in coaches and referees. other countries were developed.

☐ Immigrants were slightly more likely People do not volunteer in areas they than other Canadians to say they did do not understand. Even new Canadians not have enough time. They were need to be asked to volunteer. To do this more likely to say that no one had successfully, the organization may have asked them to volunteer or that they to provide more in-depth training about did not know how to get involved; what volunteering in parks is all about. or to mention the financial cost Developing an entry-level series of training associated with volunteer work and opportunities that give people the support

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 56 and understanding about volunteering and then targeting known immigrant groups through schools or religious organizations might lend itself to a whole new growth of volunteerism.

Make a conscious effort to link the benefits of volunteering to building social networks and finding employment for new Canadians. If you can help them build social skills, networking opportunities, expand their Canadian experience and assist them in finding work through volunteering, then a win-win situation exists for everyone.

Additional resources are found in the Appendix.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 57 Family volunteering What Are Canadian Families Looking For? The same Canadian Study in 2010 from Volunteer Canada that looked at youth, Since there are few opportunities to baby boomers, employee-volunteers, volunteer as a family, this may be an also examined family volunteering. The untapped and important market. Strong voluntary sector has not focused on family values permeate Canadian society recruiting “families” as volunteers. The and instilling volunteering in youth can time may be right for Friends Groups since help create life-long adult volunteers. a primary user of Ontario Parks are families Participation in civic life and volunteering and the marketing study conducted in 2011 strengthens these values and may increase focused on marketing to this segment of the the engagement among family members. population. As cost of family vacations rise Family volunteering may also help along with increased interest in the natural minimize the barrier of “lack of time” environment, perhaps it is the right time by providing a chance to be together to focus on increasing family involvement while giving back to community. There both as visitors, campers and volunteers in are many definitions of family but the parks. one considered in the study focused on the intergenerational aspect of family – This section highlights a number of generations working together. findings about families and volunteering. This information can help you decide ☐ Parents are looking for volunteer whether this is an appropriate target group. opportunities that also allow them to The study examined the following: mentor with their children. There is a lack of awareness of what ☐ What families want from their ☐ volunteer experience. families might be able to do together as organizations are not promoting family ☐ The issues families have in finding volunteering per se. satisfying roles. ☐ Families with teens are often more ☐ What organizations can do to better aware of volunteer opportunities that enhance the volunteer experience of come online through the use of Face families. book, Twitter or Skype. Families encourage organizations to recruit “I want to volunteer as a family to using online methods. instill the sense of volunteerism in my children to continue the betterment of ☐ Busy families may lend themselves to community later in life.” Family Focus “virtual opportunities” if it is difficult Group Participants to get everyone in the same place at the same time.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 58 General Characteristics Of Families Opportunities To Interest Families

☐ Busy schedules for all family members. ☐ Opportunities that allow younger children and teens to develop through ☐ Value family cohesion. volunteering with their family. These ☐ Generational differences in families help build character and improve self- and extended families include esteem. Parents could help teach skills. grandparents caring for grandchildren; young adults returning home while ☐ “Virtual” opportunities allow trying to find work; babies and teens volunteers to participate from home on under one roof; and, grandparents their own schedules. living with adult children. The ☐ Episodic opportunities as opposed to challenge is to make the volunteering longer, more formal arrangements. rewarding for each generation. ☐ Opportunities that are perceived as ☐ Want to model certain values. family-friendly and enjoyed by all age groups. Family Concerns About Opportunities Examples Of Family Volunteering

☐ Families are concerned that ☐ An opportunity where skill level is the organizations do not take the time same for everyone. Families can run an to fit skills/interests of families with event together; decorate a hall; monitor opportunity. It is challenging when a trail as they walk it; provide clean up you have different generations with opportunity along trails or at stations; different motivations and needs, to find be greeters at a site. a “one fits all” volunteer opportunity. ☐ An opportunity to support another ☐ Scheduling meeting times around elder family together. One family might care or child care. orient a new immigrant family to the ☐ Challenges when incorporating camp experience by sharing resources, children into sensitive, confidential ideas, travel plans, what to wear, where situations. to go, learn the history. Be a mentor family. ☐ Lack of volunteer opportunities that include children. ☐ A family might work a shift together as a team by “staffing” the museum ☐ Lack of support that might encourage or bookstore. Each member has a role volunteering such as provision for child specific to their skill/experience level. care or covering costs of transportation. ☐ A family with technical skills and interests might develop family-friendly materials like a brochure about family volunteering opportunities. How to improve the family

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 59 Experience ☐ Make the purpose and benefits of the

K family-volunteering activity very clear ☐ Promote family volunteering where by showing the family how their efforts N families will see it. Social media, will make a difference. Be clear as community centres, schools, recreation an organization as to the benefits of centres and have a family opportunity engaging families. Document and share brochure to give to family campers. the outcomes.

☐ Build a meaningful relationship by Additional resources are found in the understanding what the needs of the Appendix.

SHIP LI SHIP family are, as well as, individual needs. This will help promote a better match. R

☐ Be flexible and accommodating by offering a variety of supports to families that might eliminate the barriers to volunteering. Provide child care support if only parents are involved or develop child-adult opportunities.

☐ Increase use of technology and provide a greater online presence, engagement and virtual options so families who might, can volunteer from home. Not everyone can be onsite.

ISM & MEMBE & ISM ☐ Ensure safety, risk and liability is

R covered with the right organizational resources in place to address family needs. EE ☐ Be sensitive to differences regardless of age or gender, because everyone has something to contribute.

UNT ☐ Make volunteering more family-

L friendly by offering roles and tasks that are suitable for different ages and skill O levels. V

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 60 Corporate employer- Some companies establish Employee supported volunteer Volunteer Programs (EVPs) to reflect this program value that community volunteer work is also a matter of corporate concern and In the summer of 2010, Volunteer Canada should be a measure of the company’s in partnership with Manulife Financial social responsibility. Support for employees conducted a study with Carlton University (informal or formal through EVPs) who Centre for Voluntary Sector Research and wish to volunteer has also had a positive Development entitled: Building the Bridge impact on workforce morale, skill to Employer-Supported Volunteers. A copy development, productivity, job satisfaction of the fact sheet is found in the Appendix and employee retention. but here are some findings.

This new research captured three things: Employee Thoughts On Volunteering

☐ What employer-supported volunteers ☐ Volunteering is seen as a way to want from their experience. balance work-life.

☐ The issues employer-supported ☐ Through volunteering employees learn volunteers have in finding satisfying new skills. volunteer roles. ☐ Employees can contribute to a cause ☐ What non-profit organizations can do they believe in. to enhance the volunteer experience for employer-supported volunteers who, ☐ Volunteering is seen as a personal duty. in turn, can help them achieve their missions and ultimately build stronger ☐ Employers see the value in communities. volunteering as a professional development activity where the employee can do something different Corporate Social Responsibility from work but gain transferrable skills. “Notably, one-day volunteer events The relationship between the voluntary hosted by companies are great for team- sector and the private sector is building and staff morale, while ongoing primarily based on the concept of social programs and special projects satisfy responsibility. The corporation supports employees’ interests in developing their employees to get involved in the skills. Beyond one-day volunteer community through volunteering. The events, employer-supported volunteers corporation makes this social investment can also be engaged in providing through their commitment to their loaned-executive talent or other such employees. Home Depot and Investors “knowledge-based volunteer activities.” Group are two examples who promote this social responsibility concept by getting Connecting the values of the company involved in a variety of ways from Habitat culture, to what employees care about in build projects to leadership roles on boards their communities, is the key to successful of directors. volunteer engagement. We also need

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 61 to understand the characteristics of the restrictions around time and work employee as volunteer. The report lists the schedules that may conflict with the following: organization.

☐ Results-oriented. Employee volunteers ☐ Organizations should have a want short-term, highly skilled coordinator of volunteers in place to volunteering opportunities. work with employees.

☐ Measure Progress. Employees like to Volunteer Opportunities That measure efforts and know the impact is Interest Employees: worth the time invested. Learn new skills that are valuable to ☐ Volunteerism as a pastime. Employees ☐ see volunteer activity as distinct from both the employee and the company. work with a clear end product. ☐ Do volunteer work that is different from paid work. ☐ Flexible time and space. Employees like to work remotely and know the ☐ Provide administrative and human expected minimum number of hours resources support to volunteers. involved. ☐ Avoid workplace hierarchies and treat Structured volunteering. Employees ☐ everyone equally. want to volunteer with organizations that are structured and well organized. ☐ Meaningful volunteer engagement in addition to one day events for team building exercises. Suggestions For Organizations Included: Examples Such As:

☐ Provide clear, written position ☐ Short-term activities where employees descriptions. donate time in short shifts. One day events have been appealing to ☐ Have a formal application process employees. similar to the workplace. ☐ Activities using employees’ skills/ ☐ Create a positive environment taking talents in a unique community project. into consideration the volunteers preferences and skills. Many employee ☐ Activities that offer the chance to volunteers do not want to use their transfer skills, such as leadership roles. existing skills but develop new ones. Additional Considerations To ☐ Most employee volunteers do not want Engaging Employer-Supported long-term commitment but rather short- Volunteers term and project specific. Organizations still want a long-term commitment and ☐ Make sure there is a good fit between employees say this needs to change. the values/culture of the corporation ☐ More consideration to the employee’s and the mission/goals/culture of the Friends Group.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 62 ☐ Have a structure and resources in place to accommodate employee volunteers. Who will connect with the corporation and support their volunteers?

☐ Do your current volunteer opportunities relate to what employees as volunteers are looking for? Could current opportunities be adapted or would there be new ideas that might be more appealing?

☐ Does it make sense to try this type of relationship?

Here is a resource if you want further information on how to develop an employee volunteer program. Building an Employee Volunteer Program

Additional resources are found in the Appendix.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 63 LINK BETWEEN VOLUNTEERISM & Application Types Of Memberships MEMBERSHIP 1. Family

2. Individual There has been discussion about the potential link or transfer between starting 3. Youth out as a volunteer and then becoming a member and also starting as a member and 4. Senior then becoming a volunteer. This connection will be explored in this section. The questions and ideas posed are meant to As A Member, You Will Receive: further enrich the discussion. ☐ a membership card; Volunteer: Someone who gives their time, skills and experience to help an organization ☐ a 15% discount on purchases through fulfill its mission, with no expectation of our Bookstores in the Visitor Centre, payment. Logging Museum, or online;

Member: Someone who provides money, ☐ an annual newsletter of our activities; usually within a membership structure, ☐ monthly email messages from in order to receive specific benefits from The Friends concerning upcoming the organization such as discounts and a special events, seasonal updates, and newsletter. opportunities to get involved; and Here is an example of the online approach ☐ discounted rates for Experience from Algonquin Park. Algonquin Workshops

It is likely that those who provide funds/ Become A Member donations to organizations would rather give money than time. For this reason, members The continuing support and encouragement may not be eager to volunteer. They give of The Friends' growing membership has funds for programs or activities and are become a valuable and vital component happy to let others do the actual work. in the success of our projects. By joining The Friends of Algonquin Park, you will Many Friends Groups have indicated be supporting the tradition of excellence in success with volunteers who later one of the most famous and highly regarded became members. This is likely a logical parks in the world. progression. As a volunteer, you become more committed to the organization initially Online Membership Application because you help with the day to day operations. The longer you are involved, Printable Membership the more deeply entrenched you become. Moving to membership becomes a logical choice. These are highly committed people who give both time and money to the causes

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 64 they believe in. When you start from the volunteer resources? base of volunteering, it is perhaps more natural to see movement into membership. ☐ Do we have a clearly defined definition and notion of the members and what our This may not be the case when you start members give and receive? from the base of membership. These people are just not as close to or committed to the ☐ Do we confuse both volunteers and organization. It is more difficult therefore to members by having similar expectations get members to become volunteers. of both groups?

We have to remember that these two defined ☐ Has the board had this discussion groups, volunteers and members, were about whether there is a link between created for different purposes. Volunteers volunteer to member and member to provide time and leadership for projects/ volunteer? Where do we stand? Where activities; members provide funds to support should we focus our resources and the costs of those activities. What we ask for efforts? and how we ask is also different. ☐ Have we established our membership Many Friends Groups have a strong program on clearly defined ideas about expectation or perception that if volunteers what the financial contributions will do become members, then members should for the organization? Do our members become volunteers. They look at the know the benefits/outcomes of their member’s pool as the source from which contributions? to draw new volunteers. This may not be ☐ Do we have a system to support the the best strategy and may in fact be wasted management and yearly renewal for time. It may be more prudent to nurture membership? the volunteer to member link as many organizations have already illustrated ☐ Have we looked at the existing success with this approach. membership structures of other Friends Groups to see if one would work for us? Perhaps for those organizations who (Don’t reinvent the wheel but adapt it to are currently considering establishing a suit your needs). membership drive, it is time to ask some key questions. This may help clarify the ☐ How much revenue is realistic to expect position of volunteer and member and help from a membership base? What do we determine in which direction the link exists. need it to be?

☐ Do we adjust our fees accordingly each Questions to ask year to keep up with inflation and our needs, rather than sporadic, significant ☐ Do we have a clearly defined definition increases? and notion of who volunteers and what our volunteers do? ☐ Do we have clear policies in place about membership? ☐ Do we have a system to support the management and renewal of these ☐ If we provide tangible benefits to volunteers (like discounts on products)

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 65 how do we distinguish this from the ☐ What is the key goal or objective of benefits of membership? Is it clear or having a membership base? Is this confusing? substantially different from the goals of our donors? ☐ Do we differentiate between members and donors? ☐ What authority over “organizational direction” is given to membership? Is • If so, what is the difference? that appropriate or necessary? • What is the difference between a member and a donor in terms of contributions to the organization?

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 66 APPENDIX – Websites, electronic resources and

IX IX books

Websites ND These are the top websites for non-profit organizations. Many have resources, articles, and samples to share.

1. Charity Village. http://www.charityvillage.com - research section

2. Energize Inc. http://www.energizeinc.com – research and written articles. Weekly hot

APPE topic in free e-newsletter.

3. Imagine Canada. http://www.imaginecanada.ca

4. Imagine Canada. http://www.nonprofitscan.ca – research section with many fact sheets by topic.

5. Volunteer Australia. http://www.volunteeringaustralia.org

6. Volunteer Canada. http://www.volunteer.ca – articles, tools, research

7. Volunteering England. http://www.volunteering.org.uk - series of resources called Information Sheets.

8. Volunteer United Nations. http://www.unv.org

9. World Volunteer Web. http://www.worldvolunteerweb.org

Volunteer management/engagement resources

1. Charity Village. Volunteer Management

2. Graff, L. and Associates. http://www.lindagraff.ca - books, tapes and resources such as: Best of All: the Quick Reference Guide to Effective Volunteer Involvement. Canada, 2005 and By Definition: Policies for Volunteer Programs. Canada. 1997.

3. International Year of Volunteerism. (2001). Rethinking Volunteer Engagement

Trends in Canadian volunteering

1. Stats Canada. (2010). Canada survey of giving, volunteering and participating. Released April 2012.

Click here for the latest results of the Canada Survey on Giving, Volunteering and Participating.

Click here for Statistic Canada's Cornerstones of Community: Highlights of the National Survey of Nonprofit and Voluntary Organizations.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 67 2. An initiative of Imagine Canada, NonprofitsCan provides all its key services free of charge. The Library offers free authoritative information to individuals, researchers, charitable and voluntary organizations and the corporations, foundations and agencies that support them. Search the online library catalogue for current, relevant resources on philanthropy, the nonprofit sector and voluntary action – including full-text, downloadable electronic resources. For the latest research on volunteers, volunteerism, and the charitable and voluntary sector go to www.nonprofitscan.ca

Risk management and screening

1. Graff, L. (2003). Better safe...risk management in volunteer programs and community service. Retrieved November 5, 2012, from http://www.lindagraff.ca

2. Graff, L. (1999). Beyond police checks: the definitive volunteer & employee screening handbook. Retrieved November 5, 2012, from http://www.lindagraff.ca

3. Thacker, C. (2011). Demystifying the criminal records check. Retrieved November 5, 2012, from website: http://www.cthacker.org

4. Volunteer Canada. Screening Information

5. Volunteer Canada. (2002). Risk Management by position design a guide for community support organizations in Ontario.

6. Volunteer Canada. (2001). Rural Supplement Safe Steps Volunteer Screening Workbook.

Volunteer opportunity descriptions

1. Lockhart, D. (2012). Opportunity/Position description template (with details for completion) designed for this tool kit.

2. Lockhart, D. (2012). Blank template for developing volunteer opportunities/positions.

3. Volunteering Australia. (2007). Designing Volunteer Roles and Position Descriptions Retrieved November 5, 2012.

Volunteer resources to support volunteers

1. Friends of Bon Echo. Volunteer Handbook

2. Friends of Murphy’s Point. Volunteer Registration Form

3. Friends of Murphy’s Point. Volunteer Policies and Procedures

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 68 Recruitment

1. Charity Village. (2012). Volunteer Recruitment Articles on recruitment retrieved November 5, 2012.

2. Penner, M. (2001). Marketing and recruitment Article retrieved November 5, 2012 from Charity Village website research section.

3. Volunteer Canada. (2002). The Ontario Screening Initiative Step 3: recruitment process. Retrieved November 5, 2012 from Volunteer Canada website

Retention

1. Charity Village. (2012). Volunteer Retention Articles on retention retrieved November 5, 2012, from Charity Village website research section.

2. Canadian Fundraiser. (1994). Twenty great ways to reward volunteers Article retrieved November 5, 2012 from Charity Village website research section.

3. Volunteer Canada. (2012). Recognition Section retrieved November 5, 2012 from website.

4. Luchuck, L. (2005). Volunteer Recognition 52 weeks of the year Article retrieved November 26, 2012 from Charity Village website research section.

Youth resources

1. Lockhart, D. (2005).The Youth Volunteer Audit: Best Practices for Engaging Youth as Volunteers. Ennismore, Canada. Self published. One hard copy of this book will be distributed with each hard copy of the tool kit.

2. Volunteer Canada. (2011). Building blocks for youth volunteer engagement Retrieved from the Volunteer Canada website November 5, 2012.

3. Volunteer Canada. (2001). Volunteer Connections New Strategies for Involving Youth Retrieved from the Volunteer Canada website November 26, 2012.

4. Volunteer Canada. (2006). Volunteering and Mandatory Community Service Retrieved from the Volunteer Canada website November 26, 2012.

5. Volunteer Canada. (2001). Youth Works! Creating and developing youth-led volunteer projects Young people can use this fun and helpful guide to get a youth-run community project or volunteer activity off the ground. All the components for a successful project are brought together in this useful resource. Project ideas, practical tips, teambuilding, winning support from community partners and promoting your event are included in this informative kit. PDF – click here.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 69 Baby boomers/older adults

1. Friedman-Fixler, J. & Eichberg, S. in partnership with VolunteerMatch. (2008). Boomer Volunteer Engagement: Collaborate Today, Thrive Tomorrow. Bloomington, Indiana: AuthorHouse.

2. Luchuk, L. (2006). Shifting views of retirement and the implications for volunteer- involving organizations Retrieved November 5, 2012 from Charity Village website research section.

3. Merrill Associates. (2006). Exploring the next generation of retirees Retrieved November 5, 2012 from Charity Village website research section.

4. Selbee, K. and Reed, P. (2001). Patterns of Volunteering over the Life Cycle Canadian Social Trends.

5. Volunteer Canada, with the generous support of Investors Group, Volunteer Canada is pleased to provide helpful information as part of the Volunteering & Healthy Aging Project - specifically tailored for the Canadian baby boomer population.With a focus on the demonstrated health benefits of volunteering, the project aims to further engage this age group as volunteers.

6. Volunteer Canada. (2001). Volunteer Connections: New Strategies for Involving Older Adults This manual explores the questions and the answers to recruiting and retaining the older adult volunteer - better known as the baby boomer. (Click here to download).

7. Volunteer Canada. (2001).Volunteering ... A Booming Trend. Targets Canadian baby boomers and seniors. Its purpose is to educate these audiences about the overall importance of volunteerism in the community and how they can get involved. (Click here to download).

Skills based volunteering

1. Volunteer Canada. (2011). Building the Bridge: Tools and Resources to Enrich Volunteer Engagement 2. Volunteer Canada. (2011). Skills Based Volunteering

Immigrants – New Canadians

1. Strategies for Involving Multi-Ethnic Volunteers Article looks at cultural and linguistically diverse considerations.

2. Ontario Parks. (2012) Learn to Camp Report & Learn to Camp Participant Feedback. September 2012.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 70 3. Volunteer Bureau of Montreal – I’m a New Immigrant Volunteer Information

4. 2004 Giving and Volunteering Report for new Canadians Imagine Canada

5. Grand Erie Immigrant Partnership Project

6. Websites: Citizenship and Immigration Canada and Stats Canada: Giving and Volunteering amongst Immigrants

Family volunteering

1. Volunteer Canada. (2002). Family Volunteering: A Discussion Paper. This discussion paper examines family volunteering in Canada by presenting the key issues and opportunities for the voluntary sector. Click here to download this resource. 2. Volunteer Canada. (2002). Family Volunteering: The Final Report. This exploratory work on family volunteering in Canada offers insight into how groups of people who may not otherwise be able to incorporate volunteering into their lives can now get involved.

i. An Executive Summary of Family Volunteering: The Final Report

ii. Family Volunteering: The Final Report

3. Volunteer Canada. (2004). Volunteer Connections: Family Volunteering—Making It Official. This manual was developed to help guide volunteer-involving organizations in the development of effective strategies to proactively reach out to and engage family groups as a new source of volunteer help. The manual presents both the challenges and the benefits of using family groups within an organization, and provides a series of valuable tools for organizations that are considering opening up to family volunteers. Click here to download

Corporate employer-supported volunteering

1. Volunteer Canada. (2010 Canadian study). Building the Bridge to Employer – Supported Volunteers

2. Volunteer Canada. (2001). Volunteer Connections: The benefits and challenges of employer supported volunteerism. Employer support for volunteer activities of employees is an exciting new trend in volunteerism in Canada. Increasingly, employers are taking an active role in employee community involvement. Everything from posting volunteer opportunities on the company bulletin board to paid time off for a special project, employers are contributing employee time and talent to communities across the country. How can your organization start its own program? This guide will help you establish goals, define relationships and evaluate the outcomes of an employer-supported volunteer program. Discover how you can encourage a new, dynamic three-way partnership between employers, agencies, and your community.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 71 PDF- click here.

3. Volunteer Canada. (2004). Making a Business Case for Employer-supported Volunteerism. A growing body of research and business literature shows a multitude of benefits to companies that have active employer-supported volunteer programs. This new resource focuses on the mounting evidence of the significant payoffs to employers who support and encourage their employees to do volunteer work. Benefits include, but are not limited to, increased employee motivation and loyalty, increased investment, more media attention, lower absenteeism, and higher productivity—all of which makes good business sense! Click here to download

4. Levy-Azjenkopt, A. (2010). Employee Volunteerism article retrieved from Charity Village research section November 26, 2012.

FRIENDS OF ONTARIO PARKS VOLUNTEERISM 72 Sell Through the Travel ThroughSell Trade”. with TourismClicks.com), and “How to Marketing”– Internet (inpartnership Successful Packages”, “Tourism Keys that include “A Guideto Building workshops for thetourism industry well-used resources andrelated acclaimed, butmore importantly Jill hasdeveloped anumberofhighly and beyond to allassignments. onafull-timebasisinCanadasector years ofconsulting to thetourism gainedthroughknowledge over 20 of allsizes. herdepthof Jillbrings organizations andtourism businesses and timelyadvice to governments, provides insightful, comprehensive management consulting that firm Tourism Company, aboutique Jill Vandal, isaPartner inthe EVENTS &PROJECT MANAGEMENT JILL VANDAL tourism strategy. ofanoveralldestinations aspart developing event strategies for for year-long celebrations and preparing event plans tactical for aninternational conference, fundraiser, efforts leadingmarketing managing registration for amajor gamut from beingonthefront-line Jill’s experience inevents runsthe

EVENTS INTRODUCTION ...... 1

FOUNDATIONS FOR SUCCESSFUL FRIENDS INITIATIVES ...... 4

DEVELOP ANNUAL FRIENDS PLAN ...... 4 MAINTAIN CLEAR AND REGULAR LINES OF COMMUNICATION WITH YOUR ONTARIO PARK ...... 4 CONFIRM YOUR INITIATIVES ALIGN WITH FRIENDS AND PARK PRIORITIES ...... 5 TAKE A DISCIPLINED APPROACH TO ALL INITIATIVES ...... 6

A FOCUS ON PROGRAMS ...... 9

OUTLINE PROGRAM CONCEPT ...... 9 SET DATES, TIMELINES AND CRITICAL MILESTONES ...... 9 ASSESS CAPACITY OF FRIENDS TO DELIVER ...... 10 OUTLINE PROGRAM ELEMENTS ...... 10 BUILD DETAILED OPERATIONAL PLAN ...... 11 DEVELOP DETAILED FINANCIAL PLAN ...... 12 MARKET YOUR PROGRAMS EFFECTIVELY ...... 13 COMPLETE ANNUAL PROGRAM ASSESSMENT AND REVIEW...... 14

A FOCUS ON ANNUAL FESTIVALS AND EVENTS ...... 16

TABLE OF CONTENTS OF TABLE OUTLINE ANNUAL FESTIVAL OR EVENT CONCEPT ...... 16 SET DATES, TIMELINES AND CRITICAL MILESTONES ...... 17 ASSESS CAPACITY OF FRIENDS TO DELIVER ...... 17 OUTLINE FESTIVAL THEMES AND PROGRAMMING ...... 18 BUILD DETAILED OPERATIONAL PLAN ...... 19 DEVELOP DETAILED FINANCIAL PLAN ...... 19 MARKET YOUR FESTIVAL OR EVENT EFFECTIVELY ...... 21 COMPLETE ASSESSMENT AND REVIEW OF FESTIVAL ...... 23

A FOCUS ON PROJECTS ...... 25

OUTLINE PROJECT CONCEPT ...... 25 SET DATES, TIMELINES AND CRITICAL MILESTONES ...... 25 ASSESS CAPACITY OF FRIENDS TO DELIVER ...... 26 OUTLINE PROJECT ELEMENTS ...... 27 BUILD DETAILED PLAN TO COMPLETE PROJECT ON TIME AND ON BUDGET ...... 28 DEVELOP DETAILED FINANCIAL PLAN ...... 28 MARKET YOUR PROJECT EFFECTIVELY ...... 29 COMPLETE ASSESSMENT AND REVIEW OF PROJECT ...... 29

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT i A FOCUS ON SPECIAL EVENTS ...... 30

OUTLINE CONCEPT FOR SPECIAL EVENT ...... 30 SET DATES, TIMELINES AND CRITICAL MILESTONES ...... 31 ASSESS CAPACITY OF FRIENDS TO DELIVER ...... 31 OUTLINE SPECIAL EVENT THEMES AND ELEMENTS ...... 32 BUILD DETAILED OPERATIONAL PLAN ...... 33 DEVELOP DETAILED FINANCIAL PLAN ...... 34 MARKET YOUR SPECIAL EVENT EFFECTIVELY ...... 34 COMPLETE ASSESSMENT OF SPECIAL EVENT ...... 36

APPENDICES...... 38

TEMPLATE FOR ANNUAL FRIENDS PLAN ...... 38 ONTARIO PARKS TARGET MARKETS ...... 39 TEMPLATE FOR DETAILED OPERATIONAL PLAN: PROGRAMS ...... 40 TEMPLATE FOR DETAILED FINANCIAL PLAN: PROGRAMS ...... 41 SAMPLES OF ANNUAL CALENDAR OF EVENTS ...... 42 TEMPLATE FOR OPERATIONAL PLAN: ANNUAL FESTIVAL ...... 46 TEMPLATE FOR FINANCIAL PLAN: ANNUAL FESTIVAL ...... 47 TEMPLATE FOR DETAILED PLANNING: PROJECTS ...... 48 TEMPLATE FOR DETAILED FINANCIAL PLAN: PROJECTS ...... 49 PARK ANNIVERSARIES ...... 50

TABLE OF CONTENTS OF TABLE TEMPLATE FOR DETAILED OPERATIONAL PLAN: SPECIAL EVENT ...... 51 TEMPLATE FOR FINANCIAL PLAN: SPECIAL EVENT ...... 52 MARKETING RESOURCES AND CONTACTS ...... 53

ACKNOWLEDGMENTS:

Thanks to the following individuals who provided direction, insights and expertise as this Toolkit was developed.

STEERING COMMITTEE:

• Lee Pauze, Friends of Algonquin Park • Barb Ferris, Friends of Pinery • Colin Jessome Friends of Bronte Creek • Earnest Lapchinski, Friends of Bon Echo • Derek Maggs, Friends of Bon Echo • Dave Sproule, Ontario Parks

OTHER:

• Scott Elliott, Corporate Partner Specialist, Ontario Parks • Tom Mates, Superintendent, Presqu’ile Provincial Park, Ferris Provincial Park • Chuck Miller, Superintendent, Killarney Provincial Park, Mashkinogue Provincial Park and French River Provincial Park • Lori Waldbrook, Senior Marketing Specialist, Ontario Parks

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT ii INTRODUCTION Ontario Parks Classifications Ontario Parks ‘Friends’ Cooperating Cultural Heritage Associations (‘Friends’) play a key role in Nature Reserve enhancing the interpretive, educational and Natural Environment recreational objectives of the park they are Recreational associated with. These active volunteers Waterway bring passion, expertise and energy to Wilderness programs, events and projects to support and enhance the mandate of their park.

Run by volunteers and in some cases supported by paid staff, these not-for-profit charitable organizations supplement and enhance the educational, recreational, research and resource protection activities in Ontario Parks. Friends are

INTRODUCTION ambassadors of our parks system, leaders in our communities, and partners in our work. Friends connect Ontario Parks to stakeholders, partners, visitors, and communities and their support is invaluable.

Friends organizations have been successful at initiating, planning for, hosting and completing a range of initiatives for many years. These initiatives typically fall into four major categories as outlined on the following page:

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 1 OPERATIONAL AND FINANCIAL DESCRIPTION CONSIDERATIONS

▪ On-going or regularly occurring ▪ Opportunity to engage park programs that are done every visitors and volunteers on a year. regular basis. PROGRAM ▪ Examples include Christmas bird ▪ Can provide steady stream of counts, spring cleanup, naturalist revenue. packs and building bat boxes at ▪ Offers value to parks visitors by Halloween. enhancing their visit.

▪ Typically is recurring/annual ▪ Can generate significant revenue. activity. ▪ May require large volunteer ▪ Likely high volume of visitors. base and significant effort to be successful. FESTIVAL OR ▪ May be ‘signature’ activity for EVENT Park ▪ Opportunity to expand and refine ▪ Examples include Huron Fringe over time. Birding Festival at MacGregor and ▪ Opportunity to promote Park to Christmas at Presqu’ile. new type of visitor or visitor from new geographic location.

▪ If the project is a capital project, ▪ One-off with a ‘start’ and ‘end’. once built the project become ▪ Typically includes capital projects a ‘gift to the Park’; there is no that result in a ‘gift to the Park’. liability to the Friends. Examples include a new bridge, PROJECT ▪ ▪ May be suitable to accessing access point to trail, design and sources of funding sources not installation of interpretive panels, typically tapped. development and production of maps and books etc. ▪ May lead to ‘special event’ such as an official opening ceremony.

▪ An opening ceremony is a ▪ Typically are "one-offs". celebration of the true partnership SPECIAL ▪ Examples include opening of a between Friends and their Park. trail, anniversary of the formation EVENT ▪ An opportunity to attract new of a Friends group or celebration media attention of a Park anniversary.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 2 Ontario Parks Friends groups have a wealth Organized around each major type of of knowledge, experience and history Friends initiatives, each section is designed taking projects from concept to reality. to be as stand-alone as possible, with This Toolkit provides a means to share this Section 2 the lead in to all. In other words, knowledge with each other and is one of if you are most interested in Special Events, four developed for the Fall 2012 ‘Circle refer to Section 2 first, then go directly to of Friend Conference’ held in Huntsville, Section 6 which focuses on Special Events. Ontario. It provides a general road map for Friends groups of all sizes and locations to Additional information on Ontario Parks assist them as they develop and implement Target Markets and marketing resources projects, festivals or events to support their are included in the Appendix as well as a mandate and those of the park they serve. number of templates for use by Friends as you take your initiatives from idea to reality. Throughout this document the word ‘project’ includes a broad range of initiatives that include projects, special and on-going events, programs and festivals. Please note that this Toolkit does not refer to retail operations run by many Friends groups.

This Toolkit, developed with the assistance and input of a Steering Committee comprised of representatives from a range of sizes of Friends organization, as well as input from two Superintendents and staff from Ontario Parks Corporate office in Peterborough, presents a series of checklists and considerations for Friends to follow as they continue to work on behalf of and in partnership with Ontario Parks to deliver engaging, enriching and value-added programs, events and projects.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 3 Foundations for When all commitments are included in one Successful Friends list alongside financial considerations, it also encourages an objective look at the big Initiatives picture. Ask yourself – are we using our time in the best way possible? Are we too Discussions with all parties identified four invested into activities that take a lot of time factors that provide a sound foundation for but have little return? Are we missing some successful Friends initiatives: new opportunities to assist our Park? uccess 1. Development of annual Friends plan; Use the template in the Appendix to develop

S 2. Alignment between Friends and Park your annual plan. priorities and mandates;

3. Clear and regular lines of Maintain Clear and Regular communications; and Lines of Communication with for

your Ontario Park 4. Adopting a disciplined approach to all initiatives. Ontario Parks partnerships with Friends’ opens doors to new These four foundations are discussed in opportunities and unique See 7.1 in the more detail below. accomplishments. And Appendix for Friends would not have Annual Plan a reason for existing Template Develop Annual Friends Plan without the Park they are associated with! Developing and nurturing a The development of an annual plan that good working relationship between the two outlines major activities and commitments types of organizations is a critical factor to will help in evaluating if your Friends managing and implementing projects and organization has the capacity to deliver events. each initiative effectively and if there are overlaps in initiatives. Hosting an oundations ☐ Establish One Point Of Contact annual planning session provides a perfect

F Between The Friends And Your opportunity to examine each initiative in Park For Both Opportunities And detail to identify what can be improved or Issues. Ideally, your Park Liaison is fine tuned and in some cases what might be the Park Superintendent. If not, the discontinued. It also provides a master plan Superintendent will designate a Park to share with your Park Liaison for planning Liaison. For Friends groups with paid purposes. staff, that person acts as the Friends representative to the Park. For those When completing your annual plan, without paid staff it is typically the estimate financial parameters, noting typical President. As noted by one Friends or projected net income or net loss to give representative, the focus on maintaining your group a complete financial picture of that one point of contact during the year. Some programs, for example, may planning as well as when issues arise generate enough income to support others makes resolution of those issues easier. that have expenses but little or no revenue. For example, during the second day of an event, the garbage had not been

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 4 effectively dealt with. The volunteer on Confirm Your Initiatives site got angry with the Park staff. The Align With Friends And Park preferred alternative would have been Priorities to have the volunteer tell the Friends It is easy for passionate volunteers to get representative who then can speak to the excited about a new project, festival or Park Liaison. This way, the issue gets program. But does it support the mandate resolved in such a way that operations of your Friends group and the Park you will be adjusted so that it does not support? happen again in the future. Each Friends group has a defined Mission ☐ Communicate Formally And Statement, by-laws and status as a charitable Informally With Your Park organization to guide its activities. Each On A Regular Basis All Year Friends group also has a signed legal Round. Regular communications Agreement with their Park that outlines is a cornerstone of a good working expectations and roles for both the Park and relationship and should happen both the Friends. Each Park has a Management formally and informally. Plan that guides its activities and priorities that in turn reflect the classification of the ▪ Appoint Park Liaison as ex-officio Park. Together, these elements provide member of Friends Board of Directors the framework for all Friends projects. and invite to all Friends Board Successful Friends groups stay clearly meetings. focused on their mandate by confirming that each and every project is consistent with ▪ Send all minutes, annual reports and each element. plans to Park Liaison. Use the checklist below to evaluate projects, ▪ Set up regular meeting times in addition festivals and programs as well as special to Friends meetings between the Park events. It is also a good list to use as you Liaison and key Friends contact that consider all of the activities that your might include a weekly telephone call or Friends group is active with. in-person meeting. ☐ Does The Project Support The ▪ Ask your Park Liaison about the best Mission Of The Friends? How? way to reach them – email? Phone calls? Casual meetings? ☐ Does The Project Fit Within The Current Agreement Between Friends ☐ Treat Communications As A Two Way And The Park? Street. If you maintain an ongoing dialogue, listen well and be open, your ☐ Does The Project Support The relationship with your Park Liaison Current Parks Management Plan? will be a fruitful and effective one. The How? relationship between the Friends and the Park is a partnership and as such, ☐ Does The Park Liaison Support The communications is a two way street. Project?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 5 If you can answer ‘yes’ to each of the above, need further review and consideration in then your project is well on its way! If you close consultation with your Park Liaison. answer ‘no’ to any one of these questions, In some instances, the project can be it is time to re-examine the project to adjust adjusted to meet the needs of all parties. and refine it so that it meets the needs of all For example, The Bon Echo Tour Boat parties and keeps the Friends focused on only operates with an interpreter on board their mandate. who highlights the historical and cultural significance of Lake Mazinaw. Otherwise, When evaluating if an initiative fits the the boat tour would simply be a tourist Friends mandate and mission, another attraction and not fill the mission of the question to ask is “What is the implication Friends. Every Park is different, so while on Park management and operations?” direct comparisons between Parks is not always appropriate, the commitment to Think about these scenarios: A Friends aligning mandates and projects is. group agrees to accept a donation of a significant asset, for example artifacts, that to be used correctly need at a minimum, storage, and interpretation. Or the Friends TAKE A DISCIPLINED APPROACH TO initiate planning for a facility that when ALL INITIATIVES operational requires staffing and adds to existing operational costs. Does it fit the In order to plan and deliver successful Park Management Plan? Does it fit the initiatives, it is recommended that Friends Friends mandate? If the Friends group is commit to three planning tools to ensure a indeed making decisions that could have disciplined approach. an impact on operations, the project may

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 6 ESTABLISH ROLLING TWO–YEAR MASTER CALENDAR Examples of what should be included in your Master Calendar

• Dates for Park operating season;

• Statutory holidays;

• Major tourism regional, provincial and national events that may provide opportunities or conflict with plans. For example, War of 1812-1814, Canada’s Sesquicentennial in 2017, etc.;

• Community events;

• PD days for school boards in area

• and

• Friends initiatives.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 7 1. Maintain a two year master calendar. 3. Record and maintain detailed ‘to In addition to an annual plan, Friends do’ and contact lists. To minimize the should maintain a rolling two-year master loss of momentum, set time aside on calendar that is constantly updated, with a regular basis to maintain and update major dates and commitments. This contact lists to include at a minimum time-frame encourages you to review name, company name (if applicable) what other events are going on in the phone number, email address, web region that might have an impact on your address and role at event in the past. plans – perhaps a conflict in dates or an This list will ensure that as volunteers opportunity to leverage another event in and staff change, that it is easy for new the region. This two year window will volunteers and staff to pick up where also play a significant role in ensuring others left off. Similarly, detailed ‘to that planning is sound, that Friends do’ lists keep track of the many details initiatives can benefit from marketing that are involved in Friends initiatives. opportunities and that the Park can support initiatives through their own annual and longer term operating and management plans.

2. Adopt an eight step process for each program, festival/event, project and special event as summarized in the diagram below and used throughout this Toolkit.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 8 A Focus on Programs ONTARIO PARKS TARGET MARKETS

OUTLINE PROGRAM CONCEPT Keep Ontario Parks’ Target Markets ms In Mind As You Design And Deliver Regular, ongoing programs operated by Programs: Friends cover a wide range of activities • Core Campground Users such as weekly BBQs, data collection for • Adventurers research-based projects, counts (butterfly, • Mature Travellers • Reluctants bird, and loon), lectures, slide shows, hikes • Young People and other natural heritage programs of many types. To shape the more detailed plan, Refer to Appendix 7.2 for more detail. rogra answer the following questions for each program that you run or are considering your energies as planning continues. P running to describe the general concept. The Use criteria with specific measurables end result for this step should be less than whenever possible. one page in length. ☐ OUTLINE FREQUENCY OF on PROGRAM. When and how often do ☐ OUTLINE GENERAL CONCEPT FOR THE PROGRAM. What is you want to run the program? Daily? the core element of the program? Weekly? Once a month? Once a season? A presentation at the amphitheatre? ☐ OUTLINE LENGTH, TIME OF A research program? Is the program DAY AND DAY OF WEEK FOR guided or self-guided? PROGRAM. How long is the program? ocus What time of day will it be available – ☐ DESCRIBE THE PRIMARY GOAL FOR THE PROGRAM. Different morning? Afternoon? Evening? Is it a programs will have different goals. weekend program or mid-week? A F A Some examples of goals include:

▪ To educate and inform visitors SET DATES, TIMELINES AND about natural habitat or cultural CRITICAL MILESTONES heritage.

▪ To introduce the local community to The next step in the process is setting dates, the Park. timeline and milestone dates at a high level, before getting into more detailed planning. ▪ To generate shoulder season When setting dates for programs, it is revenue and activity. recommended that they be part of your two- year rolling calendar. ▪ To build new partnerships. ☐ CHECK IN WITH YOUR TWO- ☐ DESCRIBE ‘SUCCESS’ FOR THE YEAR MASTER CALENDAR. Are PROGRAM. Building on the goal for there conflicts? When do statutory the program, describe ‘success’. For holidays and school board professional example, visitation from local residents development days fall and how does up 5%. Or new partnership established that impact this program? Are there with local suppliers. Outlining success other programs in the Park or in the area at the planning stages helps direct that will impact this program?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 9 ☐ COORDINATE DATES WITH ☐ IDENTIFY NUMBER AND TYPE YOUR PARK. Review operational OF VOLUNTEERS REQUIRED parameters annually with your Park TO SUPPORT PROGRAM. How to reflect any changes they may have many volunteers do you need? If you implemented. For example, has the do not have enough, what groups can operating season been changed in any you work with to increase the number way? Are there new initiatives the Park of volunteers? Refer to the Volunteer is implementing that may conflict with Recruitment Toolkit for resources and planned programs? advice.

☐ UPDATE AND REFRESH YOUR ☐ OUTLINE EQUIPMENT AND ‘TO DO’ LIST FOR EACH SUPPLIES REQUIRED. While some PROGRAM. Align your ‘to do’ programs require little in the way of list with the proposed dates for each equipment, some do require specialized program. supplies that make the program successful. For example, binoculars or ☐ IDENTIFY CRITICAL compasses. MILESTONE DATES. In your ‘to do’ list identify critical milestone dates Once completed, this type of capacity that must be met in order to support assessment helps to shape the plan for the successful programs. These might program. In some instances, you may need include such milestones as confirmed to reduce the number of offers due lack of number of summer students available to specialized expertise. You will also now support the program or having access to have a good understanding of where any appropriate quantities of supplies and / gaps are and how the Park or other partners or equipment. can help fill those gaps.

ASSESS CAPACITY OF FRIENDS TO OUTLINE PROGRAM ELEMENTS DELIVER Refer to the list below to outline the major Now that you have the broad concept in program elements, which will then assist in place and proposed timing and dates, it is developing a more detail operational and important to assess your capacity to deliver financial plans. the program. What do you need? What do you have? How can you fill any gaps? ☐ DESCRIBE CORE AND SECONDARY PROGRAM ☐ IDENTIFY EXPERTISE ELEMENTS. Describe the main REQUIRED TO DELIVER part of the program in more detail – PROGRAM. Do you have the how long it will last, time of day it expertise that you need? For example, will be offered and if it is self-guided is the Park naturalist available to lead or guided? Note secondary elements sessions? Will summer students need that might include Q & A after the training to deliver the program? program, self-guided tour of visitor centre after lecture is finished or a post-race gathering to recover and to

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 10 celebrate achievements. Identification of BUILD DETAILED OPERATIONAL core and secondary program elements PLAN helps when you move to more detailed planning. A detailed operational plan for each program provides clarity for all partners ☐ OUTLINE WHERE THE and also identifies any gaps that need to PROGRAM WILL BE HELD. If a be filled. It provides a master checklist hike, where is the gathering point and of ‘who does what’ and helps to define where does it finish? If a lecture, is and clarify the role of volunteers, Friends it held at an indoor venue or outdoor staff and Ontario Parks staff. Because the venue? Park Superintendent is the one who knows the big picture in terms of operations, DESCRIBE WHO THE PRIMARY ☐ staffing, maintenance and other resources, TARGET MARKET IS FOR THE it is critical that all operations plans are PROGRAM. Is the program for shared and discussed directly with the campers already on site? For what age Superintendent or through the Park Liaison. groups? Are you targeting ‘reluctants’ who will need access to specialized The table on the following page provides a equipment and may require more hands- sample of a detailed operational plan for a on assistance? program. Use these headings as a start and expand as See 7.3 in the Appendix for required, using the template Programs in the Appendix. The more Operational detail you use, the better. Plan Template And remember to retain each year’s list and use that as a starting point for next year’s program.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 11 DETAILED OPERATIONAL PLAN: PROGRAM A Who is Proposed Confirmed Notes responsible? between June Friends in review starting When offered? 15th and yes consultation with times for September 7th Park evening daily at 2 pm Days/times yes and 7 pm Park Naturalist under Who delivers? and summer discussion students Where delivered? Amphitheatre TBC Park to book PPT Projector Park to book Equipment required Microphone Friends to set up Site set up required None firewood and Supplies required Friends related Where/how is registration Not required done? No incremental Fee? fee Minimum participants 8 required to run Maximum participants 40 per time

DEVELOP DETAILED FINANCIAL Once your budgeting is complete, refer to PLAN the Fundraising Toolkit to put a strategy together to fill any funding gaps. Two ideas Once you have completed your detailed are presented below. operational plan, it is imperative that you complete a financial analysis. While all ☐ EXPLORE ONTARIO PARKS programs are not evaluated on a net revenue CORPORATE SPONSORSHIPS. basis, it is critical that you determine what Ontario Parks Corporate office projected revenues and expenses will be in develops and maintains a wide range order to establish a budget. A budget also of partnerships with corporations, identifies any gaps in revenue that you need some that focus on benefits to the to fill. Friends groups. When exploring how best to fill financial gaps, ask your A simple budget template is provided in the Park Liaison to contact Ontario Parks Appendix. Use this as a starting point to Corporate Partnership office. They may build your annual budget for each program. be in a position to link you to existing If the program has been run in the past, corporate sponsors for donations of those numbers should be referred to as you equipment or supplies for your program. build your budget for the year ahead.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 12 ☐ EXPLORE OTHER PARTNERS ☐ USE SOCIAL MEDIA. Social media AND SPONSORS. Board members is a cost-effective means to reach and other volunteers may have a broad range of customers. To be relationships with local or regional effective your Friends should have a businesses or presence and be active at a minimum, organizations that See 7.4 in the on Facebook, Twitter and You Tube Appendix for would be pleased Programs – yours and others. If your Friends to donate cash, in- Financial Plan organization is not active on social kind items or time. Template media, send your information to others Sometimes, all you that are! need to do is ask! ☐ ACCESS ONTARIO PARKS MARKETING EXPERTISE AND NETWORKS. Submit the program MARKET YOUR PROGRAMS dates and descriptions to the Marketing EFFECTIVELY Specialist at Ontario Parks Corporate office as soon as they are set, through Marketing of regular programs can take your Park Liaison. Update and revise on many forms. Because programs are typically an as-need basis. Work with your Park recurring, you can create one master list of Liaison and OP Marketing Specialist to the program and dates for distribution to and identify what channels make the most through partner networks. sense for your programs, including ☐ MARKET WHERE YOUR TARGET ‘avids’, the general public, etc. MARKET IS. Each program should NURTURE YOUR LOCAL MEDIA. first identify its target market or ‘ideal ☐ Develop a relationship with your local customer’. ‘Ideal customers’ are those newspaper, radio and TV stations. They customers who are seeking what you are are often looking for stories and photos. offering. For some programs the focus Send them media is on motivating campers already in the releases on a regular Park to attend a program that educates See 7.5 in the basis and include access them on the natural history in the area. Appendix for to high resolution samples of For other programs it might be targeting photographs through a Annual Calendar area residents or a group of people photo-sharing or similar of Events who are considered ‘avid’ about their site. particular activity such as kayaking or cycling. ‘Where your target market is’ ☐ USE YOUR FRIENDS NETWORKS. also refers to the types of mediums and Highlight ongoing programs as a marketing they are exposed to, both on regular feature in both paper-based and and offline. e-newsletters. Encourage Members to ‘bring a friend’ or to pass the word ☐ KEEP FRIENDS WEBSITE UP TO along. DATE. List dates, times and locations of all programs on your Friends website, taking time to remove dates once they are past.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 13 ☐ LINK TO AREA COMMUNITY ▪ Is there a change in who is AND TOURISM NETWORKS. attending programs and what they Work with your Park Liaison to are looking for? communicate with regional and local area tourism marketing organizations ☐ EXAMINE ‘ACTUAL’ VERSUS and other community networks to ‘ANTICIPATED’. At the very increase exposure for your programs. beginning of the programming process, Is there an opportunity to post material you outlined goals for the program. or links on their web site from yours? Now is the time to look back to those Can you provide an insert to an area goals and line them up against what newsletter? By working with area actually occurred. Common indicators organizations you can determine which include: marketing activities and tactics are most ▪ total number of participants; suited to promotion of your programs. ▪ financial results; and ☐ INVEST IN HIGH QUALITY PHOTOS AND VIDEOS. Social ▪ partnership relationships. media today wants high quality photos and videos so that others can see what ☐ ASK YOUR CUSTOMERS. The you are offering. Gather and keep an best feedback you can get is from those inventory of high quality photographs who participated in programs. You and videos, showing people doing can gather feedback from those who exciting and educational activities. attend programs right after the program Work with your own Park and Ontario is completed using a simple paper Parks Corporate office whenever survey or in an on-line survey at a later possible to gather this material. time using free on-line survey tools. If you do want to send customers a survey, make sure to ask for their email COMPLETE ANNUAL PROGRAM address during registration, and follow ASSESSMENT AND REVIEW guidelines for collection and use of personal data. Your program assessment and review has a number of components to consider. ☐ ASK YOUR PROGRAMMING AND EXHIBIT PARTNERS. Performers, ☐ COMPLETE A SELF- program specialists and exhibitors ASSESSMENT. The first assessment have a unique perspective on both the should be a self-assessment where you visitors and logistics of the event. As ask yourselves a series of questions that part of your agreement with them, add might include: in a condition that they must complete See 7.9 in the a survey prior to leaving at the end of ▪ What worked? Appendix for the event. You might be surprised at the Project Financial ▪ What would great suggestions they have! Plan Template we change? ☐ RECORD RECOMMENDATIONS ▪ How are attendance patterns FOR NEXT YEAR. Using information shifting? gathered in each of the previous points, develop a list of recommendations for

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 14 the next year, add those to your master ‘to do’ list and keep them in a safe place! Take the time as well to take a step back to see if the program still ‘fits’ or if it should be phased out as new programs are phased in.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 15 A FOCUS ON ANNUAL A SAMPLE OF ANNUAL EVENTS HELD FESTIVALS AND EVENTS IN ONTARIO PARKS • Muskoka Loppet, Arrowhead • Waterfowl Weekend, Presqu’ile OUTLINE ANNUAL FESTIVAL OR • Maple Syrup Festival, Bronte EVENT CONCEPT • Huron Fringe Birding Festival, Many Friends organize, host and stage MacGregor major festivals or events on an annual • Loggers Day, Algonquin basis. These events are different than • Heritage Mica Festival, Murphys Point ‘special events’ held on a one-off basis • Art in the Park, Bon Echo and discussed in a later chapter. As noted previously, festivals or events are often an icon for the Park and a major revenue OUTLINE LENGTH OF THE generator. ☐ FESTIVAL OR EVENT. Is it a one When outlining your annual festival or day festival? A weekend festival? A event follow the check list below, which in month-long festival? turn will assist as you outline the general OUTLINE TIME OF YEAR FOR concept before moving to more detailed ☐ FESTIVAL OR EVENT. What month planning. will the event be held? Is this during ☐ DESCRIBE HOW THE FESTIVAL peak season or low/off-season? Is it LINKS TO THE NATURAL held on as part of a statutory holiday? FEATURES AND MANDATE OF DESCRIBE WHAT THE PARK. For example to celebrate ☐ ORGANIZATION IS THE LEAD a new season, migration or species? To ORGANIZATION. Outline if this showcase specific natural features? is an event staged by the Park or if ☐ DESCRIBE PRIMARY GOAL OF it is an event ‘owned’ by another THE EVENT. What is the primary organization, using the Park as a goal of the event? Fundraising? To venue. An example of this is the Pinery educate park visitors? To generate Provincial Park Road Race, where the admissions revenue? To build new local running club takes the lead for partnerships? Attract new types of the technical aspects of the event. In visitors? this instance the Park is the venue for another organization’s event. But the ☐ DESCRIBE ‘SUCCESS’ FOR THE event introduces the Park to a new type FESTIVAL OR EVENT. Building of visitor who may not have entered on the goal for the festival or event, the Park in the past and so, supports describe ‘success’. For example, the mandate and mission of both the visitation from local residents up 5%. Friends and the Park. Or new partnership established with local suppliers. Outlining success at Now that the general concept has been the planning stages helps direct your outlined, it is time to move into more energies as planning continues. detailed planning. FOCUS ON ANNUAL FESTIVALS AND EVENTS AND FESTIVALS ANNUAL ON FOCUS

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 16 SET DATES, TIMELINES AND host your festival or event. Milestone CRITICAL MILESTONES dates for festivals and events might include confirmation of main act, A well-run annual festival takes months of performer or exhibitors. Other milestone detailed planning, and usually looks ahead dates might be confirmation of a major to the next one immediately after it finishes. sponsor or a printing deadline for tickets. ☐ ESTABLISH ANNUAL DATE OR TIMING FOR FESTIVAL. Select the same general date for an annual event ASSESS CAPACITY OF FRIENDS TO in order to facilitate planning for both DELIVER event attendees and event organizers. For example – the first Saturday in June Now that you have the broad concept in or the last weekend in September. place and proposed timing and dates, it is important to assess your capacity to deliver CHECK IN WITH YOUR TWO- ☐ the program. What do you need? What do YEAR MASTER CALENDAR. Are you have? How can you fill any gaps? there conflicts?When do statutory holidays fall and how does that impact ☐ IDENTIFY NUMBER AND TYPE this festival or event? Are there other OF VOLUNTEERS REQUIRED major events in the Park or in the area TO SUPPORT EVENT. How many that will impact this event? volunteers do you need and at what stage of planning and execution are they COORDINATE DATES WITH ☐ needed? If you do not have enough, YOUR PARK AT LEAST 18 what groups can you work with to MONTHS IN ADVANCE OF increase the number of volunteers? Can DATE. Planning with your Park at summer students be assigned to support least 18 months or a minimum of one the festival? Refer to the Volunteer year in advance will ensure that the Recruitment Toolkit for resources and amphitheatre you were planning on advice. using is available and that your event is not being held on a weekend of another ☐ OUTLINE EQUIPMENT AND major event. It will also provide your SUPPLIES REQUIRED. While some Park Liaison with information that festivals require little in the way of will assist in overall staff and other equipment, some do require specialized operational scheduling. supplies that make the program successful. ☐ UPDATE AND REFRESH YOUR ‘TO DO’ LIST FOR ANNUAL ☐ IDENTIFY EXPERTISE FESTIVAL OF EVENT. Align your ‘to REQUIRED TO SUPPORT do’ list with the proposed dates for your FESTIVAL OR EVENT. Do you festival or event. have the expertise that the festival needs to be successful? Think about what the ☐ IDENTIFY CRITICAL visitors see, but also what is required MILESTONE DATES. In your ‘to behind the scenes such as audio visual do’ list identify critical milestone dates set up and monitoring, stage set up and that must be met in order to successfully take down, etc.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 17 ☐ NURTURE RELATIONSHIPS how the Park or other partners can help fill WITH YOUR LOCAL those gaps. COMMUNITY. Local businesses can contribute in many ways – materials such as lumber or gravel ‘at cost’ or as a donation. Local businesses may also OUTLINE FESTIVAL THEMES AND encourage staff to get actively involved PROGRAMMING as volunteers for a specific festival or For a major annual festival there are two special event. areas to consider when programming. ☐ MAINTAIN AND UPDATE LISTS Themes refer to the subject or topic that OF CONTACTS. There are many the festival is focused on. Programming moving parts to organizing and hosting is the collection of activities that support major festivals and events. But people the themes. In other words, what happens move, volunteers are no longer active when? and contact names and numbers for Use the following checklist as you build exhibitors and suppliers change. To your festival theme and program concept. minimize the loss of momentum, set time aside on a regular basis to maintain ☐ DESCRIBE THE CENTRAL and update a contact list to include THEME THAT THE FESTIVAL IS at a minimum name, company name CELEBRATING. Ideally, this is one (if applicable) phone number, email sentence. For example Bronte Creek’s address, web address and role at event ‘Maple Syrup Festival’ ‘celebrates and in the past. This list will ensure that as brings to life the Canadian traditions of event volunteers change that it is easy maple syrup production in the Victorian for new volunteers to pick up where Era.’ Rondeau Park’s ‘Festival of Flight’ others left off. ‘celebrates the return of the songbirds’.

☐ PARTNER WITH OTHER ☐ OUTLINE WHAT THE MAIN ORGANIZATIONS. Partnering is OFFERS ARE FOR VISITORS. a great way to expand your ability to What can the visitor do? Buy art? ‘get things done’. After all, not every Watch a musical performance? Listen Friends group will have the necessary to a speaker? Is there food and drink skills, expertise or number of people available? Can visitors be active required. So, now what? Contact area participants? service clubs or businesses who often want to ‘adopt’ a festival or event ☐ OUTLINE WHERE FESTIVAL to support. See if area high schools, PROGRAMS WILL BE HELD. Will colleges or universities have programs programs be held in a centralized area that would benefit from front line or will they be dispersed throughout the experience. Park?

Once completed, this type of capacity ☐ DESCRIBE WHO THE FESTIVAL assessment helps to shape the plan for the PROGRAMS ARE DESIGNED festival. You will also now have a good FOR. For what age groups? Separate understanding of where any gaps are and children’s area? Family zone?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 18 ☐ Volunteer Recruitment, Training and ONTARIO PARKS TARGET MARKETS Supervision Keep Ontario Parks’ target markets in mind as you design and deliver festivals and events: ☐ Support Services – washrooms, washing • Core Campground Users stations, transportation, parking, • Adventurers garbage, on site signage/banners, food service, water, etc. • Mature Travellers • Reluctants ☐ Off-season Storage • Young People ☐ Upkeep and Maintenance of Equipment Refer to Appendix 7.2 for more detail. – What needs repairing? What new purchases are required for next year? etc. BUILD DETAILED OPERATIONAL ☐ Emergency Procedures to reinforce PLAN those in place for the Park and how they A detailed operational plan provides adjust if at all. clarity for all partners and also identifies Retain each year’s list and use that as a any gaps that need to be filled. It provides starting point for next year’s event! Refer to a master checklist of ‘who does what’ the Appendix for a template to work from. and should define the role of volunteers, Friends staff and Ontario Parks staff. An example of a detailed operational plan, used by Presqui’le Friends DEVELOP DETAILED FINANCIAL for Christmas at Presqu’ile See 7.6 in the Appendix PLAN is presented below as an for Annual example of the level of Festival Once you have completed your detailed detail required. The more Operational operational plan, it is imperative that you detail you use, the better. Plan Template complete a financial analysis. While all festivals are not evaluated on a net revenue Broad categories that you should consider basis, it is critical that you determine what as you develop your long list of ‘to do’s for projected revenues and expenses will be in each festival include: order to establish a budget. A budget also identifies any gaps in revenue that you can ☐ Setting up Committees then fill through fundraising or other efforts. ☐ Development and Monitoring of A template for your festival financial plan is Budget in the Appendix.

☐ Regulations and Licensing (if required) The Fundraising Toolkit will provide you with great ideas on how to address revenue ☐ Programming for Visitors shortfalls but a few ones that suit festivals and events are highlighted below. ☐ Attracting and Servicing Exhibitors, Artists, and/or Program Specialists

☐ Marketing and Communications

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 19 DATE TO BE COMPLETED ACTIVITY NOTES RESPONSIBILITY

Prepare and confirm master ASAP after current Dec 30 C@P Committee Sue list of previous exhibitors show

Planning meeting and Jan 30 C@P Committee confirm dates for show

Establish /confirm C@P Mar 30 C@P Committee Committee

Confirm artists for C@P Committee lighthouse centre

Establish /confirm Tea Room C@P Committee/Tea Committee Room Com

Externally printed forms 500 Inventory Order required forms, Apr 31 Forms Willow 613 C@P Committee posters, flyers 475 2927 Evaluation Form

Establish jurying date and May 14 C@P Committee location

May 14 Establish jurying committee C@P Committee Park Mgt Clark Park entrance banner, May 23 preparation and display

Poster, Flyer Fine Order required posters, May 30 line design 613 395 C@P Committee flyers 1717

Prepare and confirm master May 30 C@P Committee list of new exhibitors

Prepare and start Community/printed C@P Committee advertising campaign see calendars details on page 5 See separate program for all Communication Committee activities

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 20 ☐ EXPLORE ONTARIO PARKS MARKET YOUR FESTIVAL OR EVENT CORPORATE SPONSORSHIPS. EFFECTIVELY Ontario Parks Corporate office develops and maintains a wide range Festivals and events have fixed dates and of partnerships with corporations, so have a more defined timeline in terms of some that focus on benefits to the marketing. Friends groups. When exploring how best to fill financial gaps, ask your ☐ BUILD MOMENTUM. Send ‘Hold Park Liaison to contact Ontario Parks the Date’ notifications Corporate Partnership office. They may for next year’s event See 7.7 in the be in a position to link you to existing as soon as this year’s Appendix for corporate sponsors for donations of event has ended. Add Annual Festival equipment or supplies for your festival in next year’s dates to Financial Plan or event. print publications with Template phrase that says ‘watch ☐ EXPLORE OTHER PARTNERS our website for more details’. Do the AND SPONSORS. Board members same thing on your website and that of and other volunteers may have your partners. relationships with local or regional businesses or organizations that would ☐ DESIGN A WEB PRESENCE FOR be pleased to donate cash, in-kind items YOUR FESTIVAL OR EVENT. or time. Sometimes, all you need to do Your annual event is a major revenue is ask! generator that also attracts a high volume of visitors. It deserves its own web page on your Friend website, PORTABLE FESTIVAL KIT and in some cases its own distinct courtesy of Chuck Miller, website address (www.yourevent. Superintendent, Killarney, Mashkinonje com) to provide information to visitors, and French River Parks volunteers and exhibitors. With its • Plastic folding tables own web presence, you can then build • Plastic chairs • Portable sun shelters a robust on-line and social media • Portable hand wash station: campaign to market the event. Work ° 2 five gallon jugs full of clean with your web expert to see if there is hot water a domain name that you can purchase ° soap pumps and maintain for your event. It can then 2 five gallon pails for dirty ° be linked to the home page of both the water Friends and Ontario Parks. • Five gallon, stackable bushels and garbage bags for garbage collection

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 21 requires dates 16 months ahead of HOW ONTARIO PARKS CAN HELP MARKET YOUR production. By providing the dates FESTIVALS and highlights of your major festival or event, your event will benefit from • Assistance with photos and videos inclusion in a wider range of tourism, government and Parks networks. See • Posting to blogs, Facebook Appendix for samples of one-page and Twitter summary that your Park Liaison can • Updates for travel and forward on your behalf. lifestyle media ☐ POST ONTO ONTARIO PARKS • Links to other tourism WEBPAGE. By posting your festival partners on the Ontario Parks website, you have reached a large group of people beyond your own networks. Watch for ☐ MARKET WHERE YOUR changes to the Ontario Parks website CUSTOMERS ARE. When on where and how to post your event. developing your marketing plan for your festival or event, think about ☐ POST ONTO OTMPC’S FESTIVAL where your customers are coming AND EVENTS PAGES. OTPMC from and how you can best reach has a well-established website, them. After completing a survey Facebook page and of where visitors to the Annual Art See 7.5 in the Exhibition and Sale came from, the Twitter Appendix for Friends of Bon Echo shifted from paid account with samples of ads in regional newspapers to focusing thousands of Annual Calendar their marketing and communications ‘followers’. of Events on area cottagers and residents. They Posting now get the word out by putting up your event is free on these pages. posters at high traffic locations and in Add ‘posting on OTMPC websites’ and around the Park itself. on your ‘to do’ list. Refer to www. tourismpartners.com and go to Free ☐ SEND DATES TO ONTARIO Listings to follow the process to PARKS CORPORATE register your festival to event. It’s HEADQUARTERS AS SOON AS simple and it is free! SET IN ORDER TO MAXIMIZE MARKETING OPPORTUNITIES. ☐ NURTURE YOUR LOCAL Ontario Parks is your partner in MEDIA. Develop a relationship with marketing and communications. They your local newspaper, radio and TV have relationships with traditional stations. They are often looking for and on-line media including bloggers stories and photos. Many radio stations who need and want content. The offer free radio spots for not-for-profit annual Outdoors Calendar, produced events. Send them media releases on and distributed in partnership with a regular basis and include access to the Ontario Tourism Marketing high resolution photographs through a Partnership Corporation (OTMPC) photo-sharing or similar site.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 22 ☐ WORK WITH YOUR ONTARIO ▪ Should daily opening and closing REGIONAL TOURISM times be adjusted? What impact ASSOCIATION. Ontario’s 13 tourism does that have on other operational regions can also give your message considerations? a broader reach by including details in their marketing programs. Refer to ▪ What unexpected things showed up Marketing Resources and Contacts in along the way? Did we deal with the Appendix to identify which Region them as effectively as we could your Park is in. have?

☐ WORK WITH FESTIVALS AND ▪ Did we leave enough time for EVENTS ONTARIO. This member- fundraising? based provincial association is a source ▪ Were there any gaps in our for best practices and marketing advice. planning? Some festivals are also fortunate to receive higher profile through FEO’s ▪ What do on-line reviews say? annual Top 100 Festivals and Events in Ontario list. ☐ EXAMINE ‘ACTUAL’ VERSUS ‘ANTICIPATED’. At the very beginning of the planning process, you COMPLETE ASSESSMENT AND outlined goals for the annual festival REVIEW OF FESTIVAL or event. Now is the time to look back to those goals and line them up against ☐ COMPLETE A SELF- what actually occurred. Common ASSESSMENT. Once your annual indicators include: festival or event is over, it is time to complete an assessment and critical ▪ Total number of participants; review of it. The first assessment should be a self-assessment where you ask ▪ Financial results; and yourselves a series of questions that ▪ Partnership relationships. might include: ☐ ASK YOUR CUSTOMERS. The ▪ What worked? best feedback you can get is from those ▪ What would we change? who attend the festival. You can gather feedback from those who attend the ▪ What were visitation patterns? festival as they leave the grounds using Where there times when it a simple paper survey or in an on-line was very low that you might survey at a later time using free on-line consider reducing or eliminating survey tools. If you do want to send programming? customers a survey, make sure to ask for their email address during registration, ▪ Is the length of the event good? and follow guidelines for collection and Should a day be added? Taken use of personal data. away?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 23 ☐ ASK YOUR PROGRAMMING AND FESTIVAL AND EVENT RESOURCES EXHIBIT PARTNERS. Performers, program specialists and exhibitors Festival and Events Ontario: have a unique perspective on both the www.festivalsandeventsontario.ca visitors and logistics of the event. As Ontario Tourism Celebrate Ontario festival part of your agreement with them, add funding programs: in a condition that they must complete www.ontario.ca/celebrateontario a survey prior to leaving at the end of the event. You might be surprised at the (work with your Ministry of Tourism great suggestions they have! Regional Service Advisor – see Appendix)

☐ RECORD RECOMMENDATIONS FOR NEXT YEAR. Using information gathered in each of the previous points, develop a list of recommendations for the next year, add those to your master ‘to do’ list and keep them in a safe place! Take the time as well to take a step back to see if the program still ‘fits’ or if it should be phased out as new programs are phased in.

☐ UPDATE YOUR CONTACT LIST. As you write up a summary report for this year’s event, take the time to update contact names and information for suppliers and contractors, for consideration as next year’s planning starts in earnest.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 24 A FOCUS ON PROJECTS ☐ IDENTIFY IMPLICATIONS FOR PARK. As you outline the project concept, identify implications for the OUTLINE PROJECT CONCEPT Park to consider and address. For Projects completed by Friends typically end example, with construction of a new in a ‘gift’ to the Park that have in the past, trailhead, what annual upkeep and included books or maps that are then offered maintenance will be required? What for retail sale, new or upgraded trails or new new programs or events does the new interpretive panels. building now facilitate and support? Constant communications with the Projects are different than programs and Park Liaison at this stage of the project events as there is a definite start and definite concept will ensure that the Park is finish. When the project is complete, ready to receive your ‘gift’ upon its ownership and responsibility is transferred completion. to the Park. Projects may be capital or non- capital as noted in the list to the right. SET DATES, TIMELINES AND ☐ DESCRIBE HOW THE PROJECT CRITICAL MILESTONES SUPPORTS THE MANDATE AND MISSION OF THE PARK. For Timelines for projects that involve building example will the project, such as a new or creating something are typically longer trail, facilitate more access to natural than that of programs. And the good news resources? Will it educate and inform is there is a definite start and better yet, a visitors about the culture, heritage and definite finish! When the project is done, natural features of the Park such as with your task is complete. A FOCUS ON PROJECTS ON FOCUS A interpretive panels or other signage? ☐ CHECK IN WITH YOUR TWO- ☐ DESCRIBE PRIMARY GOAL OF YEAR MASTER CALENDAR. How THE PROJECT. What is the primary does the project fit into the master goal of the project? To support new calendar? Are there other major events programs? To purchase new equipment? in the Park or in the area that the project To prepare resources such as books and must work around or prepare for? maps for sale in retail store? ☐ COORDINATE DATES WITH ☐ DESCRIBE ‘SUCCESS’ FOR THE YOUR PARK. The type and scale PROJECT. Building on the goal for of project will have an impact on how the project, describe ‘success’. One much coordination may be required measure of success for many projects is with the Park. As with all initiatives, finishing on time and on budget. by providing your Park Liaison with as much as information as possible as early ☐ OUTLINE GENERAL as possible, it will assist in overall staff TIMEFRAME FOR PROJECT. and other operational scheduling. Is the project linked to any dates of significance? For example, to celebrate 75th anniversary of Park or 25th anniversary of formation of Friends?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 25 When setting your timelines and milestones ☐ GETTING IT DONE for a project, it is also worthwhile to In your master planning for your project, separate out activities and related milestones allow for sufficient time for all contributors into four or more phases as outlined below: to complete their portion of the project, whether they are editors, landscape Add or remove categories depending on the architects or cultural heritage consultants. size of your project. Then, add in a contingency for the ‘unexpected’ that often occurs. ☐ PLANNING/DESIGNING At this stage in the planning process, it is ☐ CELEBRATING critical to identify critical milestones for The completion of any project should be planning and designing. What has to happen celebrated! In your master plan for the and in what order? For capital projects project identify the type of celebration that where something major is being built, is appropriate. Is it a ‘grand opening’ or are there weather considerations that will unveiling of the map, book or trailhead? guide when construction takes place? Are If working towards a specific celebration supplies readily available or is a lead time date, coordinate it with your master two required? How long will fundraising take? year rolling calendar to avoid conflicts or to Will the project be led by a newly formed take advantage of other initiatives that your Committee? How long will it take to form launch can benefit from. that Committee? If there is a specific date you are targeting for completion, it is a good Overlay anticipated timing for each of these idea to work backwards from that date to phases onto your two year master calendar. determine if the project can be completed in those timelines. In some cases, this exercise of identifying critical milestones may result in completing a project using a phased ASSESS CAPACITY OF FRIENDS TO approach, rather than all at once. DELIVER Now that you have your concept and major ☐ FUNDRAISING milestones outlined, it is time to assess the Not all projects require fundraising, but if capacity of your Friends group to deliver. they do, commit sufficient time to research grants, foundations and private donors ☐ OUTLINE THE SPECIALIZED to approach to support the project. Plan EXPERTISE THAT THE PROJECT for and run fundraising events designed REQUIRES. Engineering? Landscape specifically to generate resources for this architect? Cultural heritage design project. Approach local businesses and and interpretation? Writer, editor or the community at large for donations of photographer? goods or services that are required for your project. For more inspiration and detail on fundraising, please refer to the Fundraising Toolkit under separate cover.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 26 ☐ WHO IS RESPONSIBLE FOR SAMPLE OF FRIENDS PROJECTS FINANCIAL OVERSIGHT? Due • Research to their size and complexity some • Resource Stewardship Programs projects will require financial oversight. • Interpretive Signs Designate who takes that lead to ensure • Exhibit repairs and upgrades that all financial aspects are well looked • Boardwalks after. • Viewing Platforms • Publication of trail guides or maps • Information Board OUTLINE PROJECT ELEMENTS • Park benches or picnic tables • Bursaries and Scholarships Project elements will closely follow the four pillars outlined previously. A sample template it outlined below to provide some ☐ IDENTIFY SOURCES OF THIS guidance as you identify the main elements EXPERTISE. Is this expertise that for your project. you have within the Friends or is it expertise that must be contracted? Can the Park help out? If a contract, how much time is required for developing a terms of reference, inviting contractors to provide quote and time to review and make a recommendation on contractor of choice?

PROJECT ELEMENTS Request for proposals and evaluations PLANNING/DESIGNING Design confirmed etc.

Grants FUNDRAISING Raffle BBQ

Volunteer Recruitment GETTING IT DONE and Training

Media event CELEBRATING Friends and Park event Event open to public

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 27 BUILD DETAILED PLAN TO COMPLETE to undertake a fundraising program. PROJECT ON TIME AND ON BUDGET The ability to raise funds may mean that See 7.8 in the As with annual festivals and events, it your project is best Appendix is recommended that you develop and developed in phases. for Detailed maintain detailed timelines and lists to Phasing may also Planning for guide each step along the way for getting make sense if it is a Projects Template the project completed and for managing the major construction financial side of the project. For projects, project that will be impacted by weather structure these detailed plans following the or accessibility issues. four phases outlined above and as noted in the template in the Appendix. In each of ☐ PARTNER TO ACCESS FUNDING these stages, include who does what, and PROGRAMS. Both the provincial outline very clearly the role of the Park and and federal governments have funding the role of the Friends. These roles may, in programs that may help close the some instances evolve with a project, but it financial gap for your project, program is important to start with a detailed plan. or festival. In some cases, you may need to partner with another organization in order to access these programs. For DEVELOP DETAILED FINANCIAL instance, the Friends of Mashkinonje PLAN successfully partnered with the local Municipality of French River who in The scale and complexity of the financial turn took the lead on applying for and plan for your project will be directly administering funds through a federal influenced by the scale and complexity of job creation program that supported the project itself. Follow the steps below contracted staff and a means to and use the template in the Appendix as you purchase materials to build a new trail. develop the financial plan for your project. A true partnership, a Memorandum of Understanding (MOU) was signed ☐ SOLICIT ESTIMATES AND BIDS by the Friends, the Municipality FROM SKILLED EXPERTS. If and Ontario Parks to protect and your project requires professional make Mashkinonje accessible. Other assistance, make sure that you build organizations you might partner in enough time to ask for, receive and with include the local Chamber of evaluate estimates and proposals. Commerce, Board of Trade or Business Improvement Association. First Nations ☐ RESEARCH SUPPLIES AND groups are able to access federal EQUIPMENT. Work with the programs through Heritage Canada and appropriate professionals to confirm other departments. that supplies and/or equipment for your project are available when they will be needed.

☐ CONSIDER A PHASED APPROACH. As with events and programs, if there is a need to fill any gaps in financial support, you may need

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 28 MARKET YOUR PROJECT COMPLETE ASSESSMENT AND EFFECTIVELY REVIEW OF PROJECT

In the case of projects, you should focus on Once you have completed a project, take the communications side of marketing. a step back and build in time to review and discuss the ☐ INFORM AND NURTURE project. Make sure See 7.9 in the STAKEHOLDERS, SUPPORTERS that you include your Appendix for AND PROJECT-SPECIFIC Park Liaison in any Project Financial VOLUNTEERS as you build evaluation of the Plan Template momentum for the project. Provide project. ‘project updates and milestones’ as the project advances by highlighting in ☐ COMPLETE A SELF- Friends newsletters, websites and other ASSESSMENT. The first assessment communications vehicles already in should be a self-assessment where you ask place. yourselves a series of questions that might include: ☐ CELEBRATE when the project is completed or launched. Make sure that ▪ What would we do differently next all sponsors, granting organizations and time? appropriate government officials at all levels are invited to grand opening or ▪ Did we plan enough time to get the media events. project completed on time and on budget?

▪ What unexpected things showed up along the way? Did we deal with them as effectively as we could have?

▪ Did we leave enough time for fundraising?

▪ Was communications effective?

▪ Were there any gaps in our planning?

☐ RECORD RECOMMENDATIONS FOR NEXT PROJECT. Using information gathered in each of the previous points, develop a list of recommendations for the next project that the Friends undertake and keep them in a safe place!

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 29 A Focus on Special Is there a commemorative program, Events book, calendar or other gift? Will there be stories generated and recorded digitally for future use in programming? OUTLINE CONCEPT FOR SPECIAL Will there be any capital upgrades or EVENT new programs? vents Special events differ from annual events ☐ DESCRIBE PRIMARY GOAL OF because they are one-offs, typically marking THE SPECIAL EVENT. What is E a particular milestone or achievement. the primary goal of the celebration or special event? ☐ OUTLINE THE REASON FOR HOLDING THIS SPECIAL EVENT. ☐ DESCRIBE ‘SUCCESS’ FOR THE What is being celebrated and how SPECIAL EVENT. Building on does it relate to the mandate, annual the goal for the special event describe plans and management plans of each ‘success’. of the Park and the Friends? In some pecial cases, a special event will be part of a UPCOMING PARK ANNIVERSARIES Many Parks have significant

S broader celebration such as the War of 1812-1814 Bicentennial or Ontario’s milestones coming up including upcoming Sesquicentennial (150th celebrations of 25, 50, 75 and 125 anniversary) of Confederation to be years of operation! Refer to Appendix

on 7.10 to see if your Park is celebrating

celebrated in 2017. As you outline your a special anniversary in the next five general concept for your Special Event, years or so. consider who your key market is – the general public? One or more of Ontario OUTLINE GENERAL Park’s target markets? ☐ TIMEFRAME FOR SPECIAL ☐ DESCRIBE MAJOR ELEMENTS EVENT. Is it linked to the completion ocus OF THE EVENT. A special of a project, such as a launch or grand celebration can be as simple as a single opening? It is linked to any dates of activity or be a more multi-layered significance? For example, to celebrate

A F A series of activities/programs over 75th anniversary of Park or 25th an entire season and everything in anniversary of formation of Friends? between. With multi-layered activities IDENTIFY IMPLICATIONS FOR and programs, there may be one or ☐ PARK. As you outline the special two that are intended to be the major event concept, identify implications for focus of efforts. As you outline the the Park to consider and address. For general concept for your special event example, is the Superintendent available note main or primary activities and to attend a grand opening? Is Ontario secondary or supporting activities. This Parks Communications able to assist separation will help as you move into with media relations? Communications more detailed planning. with the Park Liaison at this stage of the ☐ DESCRIBE LEGACY TO THE special event concept will ensure that PARK. In addition to the actual the Park is ready to support the special activity, is there a legacy from the event to the benefit of all. special event that you wish to include?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 30 SET DATES, TIMELINES AND for a commemorative book, for a CRITICAL MILESTONES media event or for a major year-long celebration that has many components Dates, timeline and critical milestones for will vary widely. special events are similar to those for annual events, but should add in longer lead times for special guests or politicians that may ASSESS CAPACITY OF FRIENDS TO be invited as well as links into regional DELIVER and provincial marketing campaigns and opportunities. Now that you have the concept and major milestones outlined, it is time to assess the If multi-layered primary and secondary capacity of your Friends group to deliver. events are a part of your special event, the master timelines will have that added layer ☐ IDENTIFY NUMBER AND TYPE of complexity. Set up a master spreadsheet OF VOLUNTEERS REQUIRED TO or table for each of primary and secondary SUPPORT SPECIAL EVENT. How activities that then feed into a master many volunteers do you need and at schedule. An excel spreadsheet is a good what stage of planning and execution tool for this type of timeline. are they needed? If you do not have enough, what groups can you work with ☐ CHECK IN WITH YOUR TWO- to increase the number of volunteers? YEAR MASTER CALENDAR. Are Can summer students be assigned to there conflicts?When do statutory support the special event? Refer to holidays fall and how does that impact the Volunteer Recruitment Toolkit for this special event? Are there other resources and advice. programs, festivals or events in the Park or in the area that will impact this event ☐ OUTLINE EQUIPMENT AND or that this event can partner with? SUPPLIES REQUIRED. The equipment and supplies required will ☐ COORDINATE DATES WITH be influenced by the type and scale YOUR PARK AT LEAST 18 of your special event. Think through MONTHS IN ADVANCE OF each stage of the event to build a list of DATE. Planning with your Park requirements. at least 18 months or a minimum of one year in advance will ensure that ☐ IDENTIFY EXPERTISE your special event can be aligned with REQUIRED TO SUPPORT other initiatives and programs. It will SPECIAL EVENT. Do you have also provide your Park Liaison with the expertise that the event needs to information that will assist in overall be successful? Think about what the staff and other operational scheduling. visitors see, but also what is required behind the scenes such as audio visual ☐ IDENTIFY CRITICAL set up and monitoring, stage set up and MILESTONE DATES. In your ‘to take down, etc. For a special event, the do’ list identify critical milestone dates skills and expertise that are required to that must be met in order to successfully make it a success may be different than execute all elements of your special needed for other initiatives. This list event. Milestone dates for legacies to may include: the Park such as publication deadlines

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 31 ▪ Media relations contacts, assistance OUTLINE SPECIAL EVENT THEMES with writing media releases; AND ELEMENTS

▪ Protocol for special guests; As you outline themes and elements for your special event, keep the core reason for ▪ Staging that might include lighting, the celebration front and centre, along with microphones, etc.; the mandate of the Park and the Friends. ▪ Production of audio visual Use the following checklist as you build presentations; and/or your festival theme and program concept. ▪ Transportation to/from media event location. ONTARIO PARKS TARGET MARKETS Keep Ontario Parks’ target markets in NURTURE RELATIONSHIPS ☐ mind as you design and deliver special WITH YOUR LOCAL events: COMMUNITY. Local businesses can • Core Campground Users contribute to a special event in many • Adventurers ways – materials such as lumber or • Mature Travellers gravel ‘at cost’ or as a donation. Local • Reluctants businesses may also encourage staff to • Young People get actively involved as volunteers for a Refer to Appendix 7.2 for more detail. special event.

☐ PARTNER WITH OTHER ☐ DESCRIBE THE REASON FOR ORGANIZATIONS. Partnering is THE SPECIAL EVENT FRONT a great way to expand your ability to AND CENTRE. Ideally, this is one ‘get things done’. After all, not every sentence. For example ‘Algonquin Park Friends group will have the necessary is celebrating its 100th Anniversary’, skills, expertise or number of people ‘The Friends of Bon Echo are required. So, now what? Contact celebrating 25 years of work to support area service clubs or businesses who Bon Echo Provincial Park’ or ‘We are often want to ‘adopt’ a special event. celebrating the opening of a new trail’. See if area high schools, colleges or universities have programs that would ☐ OUTLINE WHAT THE MAIN benefit from front line experience. VISITOR OFFERS ARE. Not all special events will have a visitor focus. Once completed, this type of capacity But if yours does, outline what the assessment helps to shape the plan for the visitor can do that might include buying special event. You will also now have a a commemorative book, listening to an good understanding of where any gaps are expert on the history of the park, etc. and how the Park or other partners can help fill those gaps. ☐ OUTLINE WHERE THE SPECIAL EVENT TAKES PLACE. For special events such as trail openings, the event will likely take place at the new trail head or somewhere else along the

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 32 trail. If it is a celebration of a Park ☐ Support Services – washrooms, anniversary, there are likely many washing stations, transportation, locations where programs will take parking, garbage, on site signage/ place. banners, food service, water, etc.

☐ Emergency Procedures to reinforce DESCRIBE WHO SPECIAL EVENT ☐ those in place for the Park and how they PROGRAMS ARE DESIGNED FOR. adjust if at all. Is the event primarily a media event? Is it focused on the Friends only or are ☐ Transportation as required. For example there opportunities to engage non- transportation to and from site for trail Friends? opening.

☐ Special effects such as scissors to cut BUILD DETAILED OPERATIONAL PLAN a ceremonial ribbon or production of large cheque for presentation purposes. A detailed operational plan for your special ☐ Photographer and/or videographer to event provides clarity for all partners and record the occasion. also identifies any gaps that need to be filled. It provides a master checklist of ‘who ☐ Protocol to assist with special guests does what’ and should define the role of and politicians. volunteers, Friends staff and Ontario Parks staff. The more detail you See 7.11 in the Retain the list for each special event and use use, the better! Appendix for that as a starting point for your next special Broad categories that you Special Event event. should consider as you Operational develop your long list of Plan Template ‘to do’s for the special event include:

☐ Setting up Committees.

☐ Development and Monitoring of Budget.

☐ Regulations and Licensing (if required).

☐ Programming for Visitors.

☐ Attracting and Servicing Exhibitors, Artists, and/or Program Specialists.

☐ Marketing and Communications.

☐ Media Relations.

☐ Volunteer Recruitment, Training and Supervision.

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 33 DEVELOP DETAILED FINANCIAL PLAN MARKET YOUR SPECIAL EVENT EFFECTIVELY How you develop your financial plan will be influenced by the type and scale of The type and level of marketing will be the special event you are planning. A one influenced by the type and scale of the hour media relations event to celebrate special event and the goals you have the publication of a new book is very identified. different than a year-long celebration of a Park anniversary. The template below See 7.12 in the Appendix for provides some ideas on Special Event what your financial plan Financial Plan might include. Template

PROJECTED BUDGETED ACTUAL COMMENTS

REVENUE

Visitor revenue

Retail sales Food and beverage sales Sponsorships

Donations

Total revenue

EXPENSES

Equipment Rental

Staff

Marketing

Media relations

Total expenses

Net Income (loss)

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 34 ☐ MAXIMIZE MEDIA RELATIONS. ☐ ACCESS ONTARIO PARKS Identify most appropriate media to MARKETING EXPERTISE AND engage – niche? Specialized or general NETWORKS. Submit the special consumer? Invite and engage local event dates and descriptions to the media to cover the event including Marketing Specialist at Ontario Parks newspaper, radio, TV and bloggers. Corporate office as soon as they are set, Prepare for both on-line and print through your Park Liaison. Update and coverage. Designate an official revise on an as-needed basis. Work with spokesperson to respond to questions. your Park Liaison and OP Marketing Prepare and distribute media releases. Specialist to identify what channels It is also critical that Friends stay in make the most sense for your special close touch with their Park Liaison as event, including ‘avids’, the general media relations plans unfold for special public, etc. events to ensure that all messaging is appropriate and to avoid any issues that ☐ NURTURE YOUR LOCAL MEDIA. may result in negative publicity for the Develop a relationship with your local Park, the Friends or Ontario Parks. newspaper, radio and TV stations. They are often looking for stories and photos. ☐ KEEP FRIENDS WEBSITE UP TO Many radio stations offer free spots DATE. List dates, times and locations for not-for-profit events. Send them of special event programs on your media releases for the special event Friends website, taking time to remove and include access to high resolution dates once they are past. photographs through a photo-sharing or similar site. HOW ONTARIO PARKS CAN HELP ☐ USE YOUR FRIENDS NETWORKS. MARKET YOUR SPECIAL EVENT Highlight the special event in both • Assistance with photos and videos paper-based and e-newsletters. • Posting to blogs, Facebook and Encourage Members to ‘bring a friend’ Twitter or to pass the word along.

• Updates for travel and lifestyle ☐ LINK TO AREA COMMUNITY media AND TOURISM NETWORKS. Work with your Park Liaison to • Links to other tourism partners communicate with regional and area tourism marketing organization and other community networks to increase ☐ USE SOCIAL MEDIA. Social exposure for your special event. Is there media is a cost-effective means to an opportunity to post material or links reach a broad range of customers. on their web site from yours? Can you To be effective your Friends should provide an insert to an area newsletter? have a presence and be active at a By working with area organizations minimum, on Facebook, Twitter and you can determine which marketing You Tube – yours and others. If your activities and tactics are most suited to Friends organization is not active on promotion of your special event. social media, send your information to others that are!

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 35 ☐ INVEST IN HIGH QUALITY ☐ COMPLETE A SELF- PHOTOS AND VIDEOS. Social ASSESSMENT. The first assessment media today wants high quality photos should be a self-assessment where you and videos so that others can see what ask yourselves a series of questions that you are offering. Gather and keep an might include: inventory of high quality photographs and videos, showing people doing ▪ What would we do differently next exciting and educational activities. time? Work with your own Park and Ontario ▪ What unexpected things showed up Parks Corporate office whenever along the way? Did we deal with them possible to gather this material as the as effectively as we could have? special event is executed. ▪ Did we leave enough time for fundraising (if required)? COMPLETE ASSESSMENT OF SPECIAL EVENT ▪ Was communications effective?

▪ Were there any gaps in our planning? While many events are one-offs, it is worthwhile to note what worked and ☐ RECORD RECOMMENDATIONS what you might change the next time. The FOR NEXT SPECIAL EVENT. assessment will be influenced by the type Using information gathered in each of of special event it is and the goals. Some the previous points, develop a list of examples of elements that you would use to recommendations for the next special assess your special event are noted on the event that the Friends undertake and next page. keep them in a safe place!

☐ MEDIA COVERAGE. Track media coverage – what level – local, regional, provincial, national? On or off-line coverage?

☐ ATTENDANCE. How many invited? How many attended? Did you meet estimated targets?

FRIENDS OF ONTARIO PARKS EVENTS & PROJECT MANAGEMENT 36 7.1 TEMPLATE FOR ANNUAL FRIENDS PLAN

ANNUAL ANTICIPATED YEAR REGULAR FESTIVAL PROJECTS SPECIAL NET INCOME PROGRAMS OR EVENT EVENT(S) OR (LOSS) $$

January

ppendices February A

March

April

May

June

July

August

September

October

November

December

TOTAL

FRIENDS OF ONTARIO PARKS APPENDIX 37 7.2 ONTARIO PARKS TARGET MARKETS

Ontario Parks identified five target markets as their focus for the marketing period of 2011 to 2014. A high level overview of who they are and how they get information, as detailed in Ontario Parks 2011 to 2014 Marketing Plan is outlined below.

TARGET DESCRIPTION OF HOW THEY GATHER MARKET TARGET MARKET INFORMATION

• believe they are already knowledgeable about Ontario Parks.

• challenge is to tell them new stories about different • loyal users of Ontario Parks experiences that parks have who return year after year. to offer. • may also be creatures of • familiar with the reservation habit, visiting the same park system, parks guide and each season. CORE website; may also receive CAMPGROUND the Insider. • often include families with USERS children and their primary • moderate to heavy users activity is car camping. of print; magazines and newspapers. • want to reward their loyalty to Ontario Parks while • tend to listen to drive-time expanding their horizons. radio (top 40/mainstream rock and sports).

• over 40% claim to use flyers, coupons, brochures, and coupon booklets.

• consumer shows etc.

• recommendations from peers. • want to explore and challenge themselves. • heavy internet users and heavy readers of both ADVENTURERS • looking for an experience magazines and newspapers. that takes them away from urban life and into • also visit attractions in the nature. GTA like the Art Gallery of Ontario, the Royal Ontario Museum, the Eaton Centre and Harbourfront and Ontario Place.

FRIENDS OF ONTARIO PARKS APPENDIX 38 7.2 ONTARIO PARKS TARGET MARKETS (cont'd)

TARGET DESCRIPTION OF HOW THEY GATHER MARKET TARGET MARKET INFORMATION

• heavy users of traditional media – TV and print. • once enjoyed visiting Ontario Parks on a regular • still likely to use print to basis when younger or had plan trips: maps and official children living at home. travel guides.

• still have a fond attachment • direct mail (flyers), MATURE to parks but their wants and community newspapers, needs are changing. and coupons appeal to this TRAVELLERS audience. • may think that parks are no longer for them. • enjoy hobbies and are high visitors to consumer shows, • their impression of Ontario community theatre zand Parks is often stuck in a past local fairs. era. • Internet use is growing quickly in this segment.

• will not seek out parks • have an interest in being in information, therefore an outdoor setting. information must be • may already participate brought to them. in outdoor activities, but influenced by barriers like awareness, the • recommendations RELUCTANTS need for comfort, perceived from trusted peers and distance to parks and lack of communities. “park” skills are preventing them from visiting Ontario • busy family households Parks at all or more are heavy users of TV and frequently. Internet.

• children are the future core users of Ontario Parks. • School, peer groups YOUNG • want them to form a lifelong • Mom & Dad PEOPLE connection to parks but there is a growing worry that they are disconnected with nature.

FRIENDS OF ONTARIO PARKS APPENDIX 39 7.3 TEMPLATE FOR DETAILED OPERATIONAL PLAN: PROGRAMS

DETAILED OPERATIONAL PROGRAM PLAN

Who is Proposed Confirmed Notes responsible?

When offered

Days/times

Who delivers?

Where delivered?

Equipment required

Site set up required

Supplies required

Where/how is registration done?

Fee?

Minimum participants required to run

Maximum participants per time

FRIENDS OF ONTARIO PARKS APPENDIX 40 7.4 TEMPLATE FOR DETAILED FINANCIAL PLAN: PROGRAMS

BUDGETED ACTUAL PREVIOUS CURRENT YEAR YEAR COMMENTS

REVENUE

Fees (incremental to Park entrance fees)

Total revenue

EXPENSES

estimated on per Supplies person basis

Equipment Rental fixed cost

Staff fixed cost

Paid marketing fixed cost

Printing

Total expenses

Net Income (loss)

FRIENDS OF ONTARIO PARKS APPENDIX 41 7.5 saMPLES OF ANNUAL CALENDAR OF EVENTS

Bronte Creek Provincial Park, Oakville, Ontario Events and Important Dates for 2013 *** Exact activities and dates may vary. Please call 905-827-6911 to access the automated message under PARK UPDATES and alert.

DATE TITLE AND LOCATION DESCRIPTION

Our outdoor skating rink is open daily weather permitting 9:30 – January – February 24, Rink open 9:30. Skate Rentals are available for 2013 kids and adults – check park store hours. www.brontecreek.org Adult Hike just in time for Valentines Day! Meet at the Park Store and then we will go for romantic evening walk through February 9 Love Gone Wild the forest. We will learn about the private lives of some of our local wildlife. A fun way to spend an evening with the one you love. We specialize in heritage Each weekend in interpretation up to 1900. Tour March + the week of guides dress in turn-of-the-century clothing. Attractions include: March Break Maple Syrup Festival Pancake house, candy shanty, fresh maple taffy, guided tours of Maple AND Easter Weekend Lane, gift shoppe, wagon rides, 2013! farm animals farmhouse tours and demonstrations. 12:00 – 4:00 at Spruce Lane Farmhouse

May 20, 2013 Spring Thyme on the Farm Join the hands-on fun at Spruce Lane Farmhouse to celebrate Spring the way Victorians did! Fun activities for all ages.

Celebrating our diversity with food June 21, 2013 Halton Multicultural Picnic and dance! More information www.halton-multicultural.org/

1.8 acre outdoor swimming pool opens for the season. Closes on End of June Outdoor pool opens Labour Day. Additional fee per day to use pool.

FRIENDS OF ONTARIO PARKS APPENDIX 42 7.5 saMPLES OF ANNUAL CALENDAR OF EVENTS (cont'd)

Celebrate PARKS – Provincial Parks, National Parks, Local Parks --- ALL July 20, 2013 National Parks Day in Canada Parks! www.parksday.ca/eng/index. html Everyone wants to know IF the old house is haunted. We’ve had the paranormal experts in --- their stories will be told Ghost walk at Spruce Lane by staff... who have THEIR own Sundays in August Farm stories to tell. Some say yes.... and some, well... aren't saying. You decide. Reservations recommended by not required. 905-827-6911 ext 231.

Toronto Triumph Club presents 3rd Sunday in British Car Day their annual British Car Day. September www.britishcarday.com October 19, 2013 Camper Halloween 3201 Registered Campers ONLY! Upper Middle Road Trick-or-treat around the campsites, decorate your sites. Prizes for the best decorated sites. Spooky hike where we learn about owls, coyotes, bats and other creepy critters! Weekends in Homestead Christmas Supported by the Friends of December with Bronte Creek. Experience some evening the traditions of a Victorian sessions during the Christmas on a farm in 1900. week. Decorations, stories, caroling, sweets and toy shop. Visit the reindeer barn and then enjoy a personal visit with the big guy. Heritage costumes available for family photos with Santa – memento USB stick.

No reservations required. Additional fees: visits with Santa, food and gift shop.

For more information on the park www.OntarioParks.com or www.BronteCreek.org or 905-827-6911 Facebook, twitter, e-Newsletter, blog and you tube

FRIENDS OF ONTARIO PARKS APPENDIX 43 Presqu’ile Provincial Park

Calendar of Events – 2013

February 16: Natureworks Winter Soup Hike, from 1:00 pm

See how much life there is in the dead of winter on this 90-minute guided walk, followed by a hot bowl of soup and a slide show. $2 person/$5 family. Registrations required - to make your booking please telephone 613 475 1688, ext 2. March 16 and 17: Waterfowl Weekend, 10:00 am to 4:00 pm

World-class waterfowl viewing during the spring migration. Volunteer naturalists will help you view and identify over 25 different species of ducks, geese, and swans. Also check out the children’s activities in the Lighthouse Interpretive Centre. Join The Friends for BBQ lunch at the Lighthouse, on Saturday and Sunday, from 11:00 am. The Lighthouse Interpretive Centre and The Friends’ Gift Shop will be open. May 18 and 19: Warblers and Whimbrels Weekend, starting at 6:30 am

View the elusive Whimbrel and many colourful Warblers as they migrate to their northern nesting grounds. Enjoy guided nature walks, bird-banding, and evening programs. Join The Friends for BBQ lunch at the Lighthouse, on Saturday and Sunday, from 11:00 am. The Lighthouse Interpretive Centre and The Friends’ Gift Shop will be open. June 1: Annual General Meeting at Stonehedge

Come and meet with other Friends and Park supporters. Coffee will be available from 10:30 am. The AGM will begin at 11:00 am, and it will be followed by BBQ lunch. June 8 to 23: S pring Interpretive Program

Guided nature walks each weekend. The Lighthouse Interpretive Centre and The Friends’ Gift Shop will be open weekends. June 29 to September 1: Summer Interpretive Program

Programs will be posted on our website, www.friendsofpresquile.on.ca, and throughout the Park, every week. Daily Family Programs (except Wednesdays) - guided walks, children’s programs, evening talks, and campfire sing-alongs. Every Saturday lunchtime,The Friends will hold a BBQ, near the amphitheatre, from 11:00 am. The Nature Centre, Lighthouse Interpretive Centre, and The Friends’ Gift Shop will be open daily. August 3 and 4: History Weekend - War of 1812, 10:00 am to 10:00 pm

Relive Presqu’ile’s storied past and take part in events. See 1812 re-enactments. Participate in old-fashioned field games, children’s boat-building bee and regatta, ghost walks, a history play, and more.

FRIENDS OF ONTARIO PARKS APPENDIX 44 August 31 and Sept 1: Monarchs and Migrants Weekend, starting at 8:00 am

Bird-banding, Monarch tagging and guided nature walks celebrate this weekend of fall migration. September 7 to September 29: Fall Interpretive Program

Friday video presentations and guided hikes on select weekends. The Lighthouse Interpretive Centre and the Friends’ Gift Shop will be open weekends.

November 2 and 3, 6, 9 and 10: 22nd Christmas at Presqu’ile Juried Arts and Crafts Show

Fine arts and crafts on sale, from 10:00 am to 4:00 pm daily, at the Nature Centre and at the Lighthouse Interpretive Centre. Visit the tea room at Stonehedge and enjoy our famous rum cake and hot drinks. Free admission and free parking.

Unless otherwise noted all events are free. A valid park permit is required to enter the Park.

For more information on events, visit The Friends of Presqu’ile Park’s website at www.friendsofpresquile.on.ca or contact Presqu’ile Provincial Park at 613 475 4324, ext 225.

FRIENDS OF ONTARIO PARKS APPENDIX 45 7.6 TEMPLATE FOR OPERATIONAL PLAN: ANNUAL FESTIVAL

Date to be Task/Project/ Delegated Status Notes Completed Activity To...

FRIENDS OF ONTARIO PARKS APPENDIX 46 7.7 TEMPLATE FOR FINANCIAL PLAN: ANNUAL FESTIVAL

BUDGETED CURRENT ACTUAL COMMENTS YEAR PREVIOUS YEAR

REVENUE

Festival entrance fees

Retail sales

Food and beverage sales

Total revenue

EXPENSES

Supplies (art supplies, estimated on per person telescopes, etc.) basis

Equipment Rental fixed cost

Staff fixed cost

Volunteer T-shirts

Marketing

Media relations

Total expenses

Net Income (loss)

FRIENDS OF ONTARIO PARKS APPENDIX 47 7.8 TEMPLATE FOR DETAILED PLANNING: PROJECTS

DATE TO BE TASK/ DELEGATED STATUS NOTES COMPLETED ACTIVITY TO...

PLANNING AND DESIGNING

FUNDRAISING

GETTING IT DONE

CELEBRATIONS

FRIENDS OF ONTARIO PARKS APPENDIX 48 7.9 TEMPLATE FOR DETAILED FINANCIAL PLAN: PROJECTS

BUDGETED ACTUAL DIFFERENCE COMMENTS

REVENUE

Fundraising

Grants

Sponsorships

Donations

Other

Total Revenue

EXPENSES

Professional fees

Supplies

Equipment

Volunteers recruitment and support

Media Event

Other

Total Expenses

Net Income (loss)

FRIENDS OF ONTARIO PARKS APPENDIX 49 7.10 PARK ANNIVERSARIES 25th Park Anniversaries

French River 2014 The Massasauga 2014

50th Park Anniversaries

Balsam Lake 2018 Bon Echo 2015 Bonnechere 2017 Craigleith 2017 Driftwood 2013 Earl Rowe 2014 Finlayson Point 2013 Fitzroy 2013 These dates are Inverhuron 2017 based on the best Killarney 2014 available information MacLeod 2013 and reflect the Mashkinonje 2013 year that each park Mikisew 2014 was legislated as Murphys Point 2017 a Provincial Park Neys 2015 or protected place. Oastler Lake 2017 PLEASE CONFIRM Obatanga 2017 DATES WITH Ojibway 2013 ONTARIO PARKS. Pakwash 2017 Pancake Bay PP 2018 Rainbow Falls (includes Rossport) 2013 Restoule 2013 Rideau River 2013 Samuel de Champlain 2017 Voyageur 2016 White Lake 2013

75th Park Anniversaries

Lake Superior PP 2019 Sleeping Giant PP 2019

125th Park Anniversaries

Algonquin 2018 Rondeau 2019

FRIENDS OF ONTARIO PARKS APPENDIX 50 7.11 TEMPLATE FOR DETAILED OPERATIONAL PLAN: SPECIAL EVENT

DATE TO BE TASK/PROJECT/ DELEGATED COMPLETED ACTIVITY TO... STATUS NOTES

FRIENDS OF ONTARIO PARKS APPENDIX 51 7.12 TEMPLATE FOR FINANCIAL PLAN: SPECIAL EVENT

PROJECTED BUDGETED ACTUAL COMMENTS REVENUE

Visitor revenue

Retail sales

Food and beverage sales Sponsorships

Donations

Total revenue

EXPENSES

Equipment Rental

Staff

Marketing

Media relations

Total expenses

Net Income (loss)

FRIENDS OF ONTARIO PARKS APPENDIX 52 7.13 MARKETING RESOURCES AND CONTACTS

7.13.1 Ontario Parks

• Camping in Ontario Facebook www.facebook.com/CampingInOntarioParks

• Ontario Parks Blog www.parkreports.com/parksblog/

7.13.2 Ontario Tourism Marketing Partnership

• www.tourismpartners.com for current marketing partnership opportunities and free listings

• Ontario Travel Blog ontariotravelblog.com/category/outdoor-adventure/

• Ontario Travel Facebook www.facebook.com/OntarioTravel

7.13.3 Ontario Ministry of Tourism Regional Tourism Advisors

• www.mtc.gov.on.ca/en/tourism/contactus_tourism.shtml

7.13.4 Regional Marketing Organizations and Contact Information

• www.mtc.gov.on.ca/en/regions/regions.shtml

FRIENDS OF ONTARIO PARKS APPENDIX 53 REVENUE DEVELOPMENT

CYNTHIA J. ARMOUR

Cynthia Armour has been a Certified FundRaising Executive (CFRE) since 1995 meeting strict recertification criteria every three years since. She is the principal of Elderstone Resource Development (www. elderstone.ca) and has served as a facilitator, trainer and coach to voluntary sector leaders for the past 22 years. An honours graduate of York University’s Nonprofit Management and Leadership Program, she brings a life-long learning perspective to her research and work. Cynthia is an adult educator who specializes in governance, fundraising and marketing and the inter-dependency of these priorities in the health of a charity. She is recognized for her expertise with small and rural charities while offering solutions to organizations of every size.

Her clients in the Environment have included the Trans Canada Trail, Sierra Club of Canada, Master Gardeners of Ontario and a number of small, local groups.

She has volunteered on numerous boards and mentored through Big Sisters. Cynthia has been a Subject Matter Expert for CFRE International and authored the monthly fundraising column on Charity Village for four years. She is an avid outdoors enthusiast and lives on her farm “Neverdun” near Peterborough Ontario with two ex-police horses and her two orange cats that think they’re dogs. INTRODUCTION ...... 1 FUNDRAISING BEST PRACTICES ...... 3 FUNDRAISING FROM PRIVATE SECTOR SOURCES...... 5 PUBLIC SECTOR SUPPORT...... 8 ETHICAL FUND DEVELOPMENT...... 10 COMPLIANCE WITH CANADA REVENUE AGENCY CHARITIES DIRECTORATE ...... 13 RECEIPTING...... 15 FUNDRAISING FACTS...... 16 FUTURE TRENDS ...... 17 FUNDRAISING COSTS AND RETURN ON INVESTMENT ...... 19 FUND DEVELOPMENT INFRASTRUCTURE ...... 22 FUNDRAISING READINESS...... 26 BUILDING FUNDRAISING CONFIDENCE IN YOUR BOARD ...... 29 SETTING REALISTIC FUNDRAISING GOALS ...... 31 CREATING A FUND DEVELOPMENT ACTION PLAN ...... 33 MAKING A COMPELLING CASE FOR SUPPORT ...... 37 TABLE OF CONTENTS OF TABLE FOUNDATION AND/OR BUSINESS PROPOSALS ...... 39 PROSPECT RESEARCH OVERVIEW AND RESOURCES ...... 40 DONOR CULTIVATION ...... 45 ENGAGING MAJOR DONORS ...... 48 THE COURTSHIP ...... 51 SCHEDULING AN APPOINTMENT ...... 52 THE ASK - SOLICITING DONATIONS ...... 54 MONTHLY GIVING ...... 56 OPTIONS FOR GIVING ...... 58 DONOR RELATIONS ...... 59 EVALUATING RETURN ON INVESTMENT ...... 61 EVALUATING YOUR SPECIAL EVENT ...... 62 FRIENDS’ REVENUE STREAMS ...... 65 BUSINESS INCOME ...... 66 FUND DEVELOPMENT INCOME ...... 72

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT i TIPS AND TOOLS

HEADINGS SOURCE PAGE

Fundraising versus Development Catholic School Management Inc. 80

Six Things I Wish I Had Known at the Andrea McManus 82 Beginning of my Fundraising Career

Case Study Format - Template National Park Service 84

Case Study - Capacity Building Project - Scott Elliott, Ontario Parks 85 Friends of Ontario Parks

The Donor Bill of Rights AFP, AHP, CASE, etc. 88

Calculating Costs to Fundraise or Finance Cynthia J. Armour 89

Fund Development Software – Make the Tony Ciconte 90 Case It’s an Investment Choosing the Right Donor Management Techsoup Canada 91 System

The Five Pillars of Internet Fundraising CanadaHelps 93

TABLE OF CONTENTS OF TABLE Growing Online Fundraising HJC New Media 95

Rationalizing Social Media: Cost Benefit CanadaHelps 97 Analysis

The Resource Development Assessment Semple Bixel Associates Inc. 2012 100

Fundraising Policies and Procedures AFP Ready Reference Series 105 Checklist Ways Board Members Can Support Fund Cynthia J. Armour 107 Development Initiatives

Sample Terms of Reference Cynthia J. Armour 110

Fundraising Methods, Sources, Cynthia J. Armour 112 Characteristics and Burning Questions

Fundraising Techniques Mo Davies and Cynthia J. Armour 114

Grassroots Fundraising Strategy Chart Grassroots Fundraising Journal 116

The Building Blocks of a Successful Annual David Love 118 Program Creating an Annual Giving or Regular Karen Osborne 119 Giving Plan

Formulating SMART Fundraising Goals Movisie 122

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT ii HEADINGS SOURCE PAGE Friends of Killarney Park – Development Kris Puhvel 124 Plan

Fundraising Letters That Work Tom Ahern 127

Tips for More “Appealing” Fundraising Cynthia J. Armour 128 Letters

Sample Direct Mail letter Friends of Killarney Park 129

Telling Your Story: The Case Statement Simone P. Joyaux 130

Composing the Elevator Pitch Bernard Ross and Clare Segal 132

Tips From Grantors Via Cynthia J. Armour 133

Foundation (or Corporate) Prospect Ingrid van Rotterdam 134 Research

Prospect Research Form Cynthia J. Armour 135

The 11 Questions Every Donor Asks and Harvey McKinnon 136 Answers All Donors Crave TABLE OF CONTENTS OF TABLE Initial Cultivation Strategy Worksheet Jana Sharpley 137

Public Broadcasting Major Giving Moves Management Prioritizing Grid 138 Initiative Questions to Engage Major Gift Prospects Ellen Bristol 139 and Donors

How to Ask for Money Sue Vineyard 140

Public Broadcasting Major Giving Strategy Sheet for a Two Person Ask 141 Initiative Sandra G. Ehrlich and Responding to Donor Objections 144 Dawn M.S. Miller Getting from No to Yes – Nine Fundraising Bernard Ross and Clare Segal 146 No’s

Confidential Canvasser Call Report Cynthia J. Armour 147

Information for Board Members Making Penelope Burk 148 Thank You Calls

The Donor-Centric Pledge Tom Ahern and Simone Joyaux 149

Special Event Evaluation – Short Form Ken Wyman 151

Special Event Evaluation – Long Form Cynthia J. Armour 152

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT iii HEADINGS SOURCE PAGE

Special Event Checklist Cynthia J. Armour 154

John Bouza and Cynthia J. Armour Glossary of Canadian Fundraising Terms 155

INTERESTING WEBSITES AND FREE RESOURCES

Accountability, Board and Governance-Related

■ http://www.cra-arc.gc.ca/charities - Canada Revenue Agency - Charities Directorate

■ http://www.charitycentral.ca/docs/handbook-en.pdf - Charity Central - Road to Accountability Handbook

■ http://www.charitycentral.ca/docs/selfdiag-en.pdf – Charity Central - Road to Accountability: Self-Diagnostics Pack

■ http://culture.alberta.ca/bdp/bulletins/fund_development.pdf - The Board’s Role in Fund Development, Andrea McManus

■ http://culture.alberta.ca/bdp/bulletins/StrategicPlanning-print_09.pdf - Strategic Planning and

TABLE OF CONTENTS OF TABLE Governance

■ http://www.urban.org/UploadedPDF/411119_NOCP_Guide_2.pdf - Lessons for Boards from the Nonprofit Overhead Cost Project

Fund Development Planning

■ https://www.blackbaud.com/company/resources/giftrange/giftcalc.aspx - Gift Range Calculator - Identifies number of gifts, amounts and prospects needed to reach your campaign goal

■ http://www.simonejoyaux.com/downloads/lanning.pdf - Simone P. Joyaux - Creating a Fund Development Plan That Produces Ownership and Results

■ http://www.jpat-jm.com/netcentr/resourceshare/ctw06/pdfs/Executive%20Track/Fundraising/ Day%202/FundraisingPlanOutline.pdf - The Nature Conservancy - Key Elements of a Fundraising Plan

■ http://ftp2.orilliapronet.com/~couchich/wp-content/uploads/2011/11/CC-Gift-Matrix-Nov.-14.pdf - The Couchiching Conservancy, Heartwood Fund Gift Matrix

Fundraising Database Software

■ http://idealware.org/reports/cms2012 - A Consumers’ Guide to Low Cost Nonprofit Content Management Systems (Fundraising Software)

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT iv Major Gifts

☐ http://www.nald.ca/library/research/heritage/compartne/pdfdocs/fac2fac2.pdf - Face to Face Fundraising: How to Get Bigger Donations from Very Generous People - Ken Wyman

Special Events

☐ http://www.nald.ca/library/research/heritage/compartne/pdfdocs/specev.pdf - Guide to Special Event Fund Raising - Key Wyman

Online Fundraising

☐ http://www.frogloop.com/care2blog/2010/6/21/social-network-roi-calculator-update.html - Social Network Return on Investment Calculator

☐ http://www.ssireview.org/blog/entry/the_flock_to_social_media - The Flock to Social Media: Are nonprofits risking alienation from traditional donors?

☐ http://www.artez.com/blogs/digitalfundraisingfromatoz/newreporoz/newrepooz/ newreportfundraisingwithfacengwithfacebookanartezwhitepaper - Artez White Paper on Facebook Fundraising

Grassroots, Small and Rural TABLE OF CONTENTS OF TABLE

☐ http://www.grassrootsfundraising.org - Grassroots Fundraising Journal

☐ http://www.afpnet.org/Audiences/ReportsResearchDetail.cfm?itemnumber=4404 - Fundraising Tips - A Snapshot of Rural Donors

☐ http://www.omafra.gov.on.ca/english/rural/facts/88-011.htm - OMAFRA - Fundraising For Your Organization

Parks Fundraising

☐ http://www.nps.gov/partnerships/index.htm - U.S. National Parks Service Partnerships

Volunteers

☐ http://volunteer.ca - Volunteer Canada

Miscellaneous

☐ www.charityvillage.com - Charity Village

☐ http://www.malwarwick.com/mals-corner/askmal/donordevelopment.html - Mal Warwick Donor Development Q & As.

☐ http://www.sofii.org - A worldwide showcase of fundraising innovation and inspiration

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT v Introduction Business Income: It’s difficult to compete with larger and is how to best utilize your staff and volunteer’s well-resourced charities but with this in time and energy to maximize results. The basic 1. Sales Welcome to this Revenue Development mind, I’ve focussed on how to help you work elements of an efficient and effective program 2. Services & Fees Toolkit written for the Friends of Ontario Parks smarter not harder. I have tried to keep the include: (Friends in future references). As a veteran in Fund Development Income: narrative to a minimum and concentrate on governance, resource development and an avid really practical information laid out in a logical ■ Sound organizational infrastructure - 3. Donations outdoor enthusiast, this project has been hard sequence. This kit is a compilation of my work systems, policies and procedures 4. Memberships work and a great adventure. I’ve covered a lot over the last two-plus decades and that of my 5. Grants ■ Dedicated and knowledgeable board, of ground and despite an attempt to be concise, “trusted sources” (some who have authored 6. Events and Gaming volunteers and (if staffed) chief executive - some would argue it’s too much information. my favourite reference books). These experts working as a team However, any one who’s attempted to strengthen In addition, 18 out of 27 Friends’ groups have generously granted permission to share the financial position of a charity knows it is by responded to the survey that sought input for this their wisdom with you. I’m honoured they ■ Responsive strategic plan - reflecting the no means a simple task. I invite you to read this toolkit. Thanks to the conference, survey, and have invested in this venture. Creating this relevance of your charity to those who will resource in its entirety because there may be tips feedback from Betty Biesenthal (former board resource has been like a treasure hunt and I’m use and support your mission I’ve presented in one small section that I haven’t member of Friends of Bonnechere Parks) Denis excited that you’re benefiting from an array repeated elsewhere. Lahaie (Awenda board member) Kris Puhvel of international fundraising champions. Their ■ Defined tasks stemming from the strategic (Friends of Killarney Executive Director) and work and mine are compiled in the Tips and planning goals that guide the actions of paid introduction What’s important for you to understand is that Scott Elliott (Ontario Parks) (the conscientious Tools section. Don’t be surprised if you see and unpaid workers effective revenue development depends on a members of the Steering Committee who reference to Euros or perhaps an American number of variables, or, what I refer to as “cogs ■ Evaluation of progress and flexibility to supervised this project) I’ve gained a much spelling here and there - I haven’t edited their in the wheel”. Your charity’s survival depends adapt to changing circumstances greater understanding of your needs. work. I’ve referenced everyone who has on inter-connected components that cannot be participated and the layout is such that pieces ■ Accountability to your investors separated. The leaders of strong organizations Some of the highlights from the survey include: can be copied for internal use. Please respect understand the correlation between strategy, copyright and avoid distribution beyond your Read the other toolkits in the Friends of action, evaluation and adaptation. They monitor ■ almost 70% of respondents have no paid own charity. If you like their work I can assure Ontario Parks’ series. Success depends on a progress and adjust their course when necessary. staff devoted to raising funds you that any one of their books would be funds holistic approach. Effective planning based on well spent for your office’s library. If you feel lost in the terminology there is a ■ board members are actively supporting measurable outcomes and reflective evaluation Friends on a volunteer basis, primarily as drive the activities to meet your goals. rich glossary in the back of this resource; even I have used the broad term Revenue unpaid staff and less so in governance and Everything you do represents the cogs in the if that’s all you read, you’ll learn an incredible Development to address all Friends’ activities donor roles wheel that move your charity forward. amount. In the electronic version of this that generate earnings; this includes business document you can access more information by income from sales, services and fees - and ■ 36% don’t consider the cost/benefit return I have set the stage by outlining Fundraising clicking on the hotlinks. In the printed version fundraising which includes donations, on investment when deciding what resource Best Practices on the next page. As you read it’s not practical to include all the full URLs but membership, grants, events and gaming income development activities or methods to pursue the following points and the subsequent pages I’ve included key references. Google any of (the last two reported together). See pages 79 - of this toolkit, keep in mind that these elements the italicized names or phrases to learn more, ■ only 10% of respondents use fundraising 80 to see the difference between development form the basis of a healthy organization. knowing web addresses are bound to change. software to track donations and fundraising. Whether you are requesting funds or pursuing A number of you participated in the Circle of any other strategy to strengthen your charity’s ■ 33% issue charitable tax receipts annually The fundamental principles for successful Friends Conference in October 2012 when finances, these practices hold true. (rather than within hours of the donation revenue development are all the same, no matter we brainstormed the Strengths, Weaknesses, being received, weekly or monthly) where you reside and regardless of the size of Finally, I’ve made editorial comments, bolded Opportunities and Threats (SWOT) within your your charity. The challenge for those of you and marked NB (nota bene) on points I really current revenue streams (see pages 65 - 78) ■ almost 37% stated a decrease of 1-15% in from very small organizations want to highlight. which included: dollars raised from all sources All the best, Cynthia J. Armour, CFRE

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 1 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 2 Fundraising Best Practices Individual donors are the best source of funds 82 - 83 for most charities. A general rule is that 80% See Tips and Tools Page Applying my eight best practices to your fund of private sector donations come from family, T Six Things I Wish I Had Known at the Beginning of My Fundraising Career development initiatives has the potential to friends, neighbours, colleagues and peers. If Immediate Past Chair of the Association of Fundraising Professionals Andrea McManus change everything. Here’s what it takes to you’re lucky, another 10% may come from shares her wisdom compete with the most successful institutions; charitable foundations and 10% from business use your limited resources wisely. but these are usually grants in response to a Surf the Web specific proposal and are therefore, restricted National Parks Service Successful revenue generation depends on a gifts. w http://www.nps.gov/partnerships/fundraising.htm solid plan with charity-wide buy in. A good strategic plan is the root of all the organization’s People give to people they know and trust. U.S. based site with pertinent information activities. Think of your own giving and volunteering. What motivates your support? It’s often because You need to spend money to make money. someone you know understands what lights It’s unreasonable to think that any charity can the fire in your heart and asks you! (Linkage- compete with the experts if it has no systems, Ability-Interest will be covered in more depth in infrastructure or strategy and like it or not, prospect research). Philanthropy means “love of these necessities take an investment which is humankind”; it’s about engaged citizenship and understood and approved by the board. making connections with people you know and who trust your judgement. A Culture of Philanthropy is embraced and evident in your charity. Your organization’s People give because they’re asked - by “family” needs to understand that philanthropy the right person, for the right project and is a culture to be accepted and supported by amount at the right time. Effective fund everyone. Fundraising isn’t one person’s nasty development needs to be strategic. As one task - it is the responsibility of the entire staff person put it, this is an elite contact sport. We and volunteer team! It includes research, asking, know 80% of donations come from 20% of the thanking, nurturing, follow up, and more donors. You need to focus your limited time and research, asking, thanking, nurturing and follow efforts on asking individuals with the greatest up. The circle never stops because increasing interest and ability to make a significant gift. revenue relies on strong relationships and great Imagine how simple it could be to get $1000 communication which cannot happen in a from the right donor compared to running ten or vacuum. more bake sales?! fundraising best practices best fundraising The board plays a leadership role. Leading by Initiating and strengthening relationships example means not only giving time and talent is the key to success. The most expensive but also treasure. The board is responsible for part of fundraising is the acquisition of a new the charity’s fiscal health and if they don’t invest donor. Cultivate and steward your donors and money (within their individual abilities and encourage their continued investment. It all means) why should outsiders be expected to fill begins with how welcome they feel from the the void? start. Being accountable includes thanking promptly and keeping supporters informed of your charities’ achievements between asking them for money.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 3 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 4 Fundraising from Private events. They also volunteer for your charity imaginecanada.ca. (You can access other Local businesses are different than corporations Sector Sources and those who do are five times more likely to electronic databases too. They are all fee- and depending on their size and number of give additional funds than someone who doesn’t based and identified in the section on Prospect employees, may be closer to support from Friends organizations are varied in size, support believe in your cause. Research; prices may be prohibitive so the an individual because investment depends systems and sophistication across the province. library is a good place to start.) Once you’ve on getting the owner’s attention. In a small You should focus the majority of your charity’s This toolkit will attempt to offer something established your charity is within a foundation’s community, they are tapped frequently. They fund development strategy on like-minded for everyone in a practical format to help you guidelines your proposal is usually written from may be better equipped to donate product (for individuals who are interested in your mission. understand the building blocks to success. a project-related standpoint rather than general an auction or raffle) than make a cash gift. Examine the characteristics of people who are support. If funded, the grant is considered Another way they can contribute is to offer While I will cover information on all revenue already members, donors and volunteers and restricted and must be used for the purpose in a discount on goods your charity normally streams, the primary focus of this resource is dedicate time to strengthen those relationships. which it was given. purchases. For instance, it can be everyday to strengthen your private sector (individuals, Encourage “the family” to stay involved, items or perhaps you’re running a special event charitable foundations, corporation, local participate and invest in the growth of your Corporate giving isn’t as generous as most and need to rent tables, chairs and other items. businesses and service clubs) fund development organization. These are also people who can people expect. That’s because disbursing profits It never hurts to ask store owners what they’re outcomes. My goal is to change the way you introduce you to friends they feel would be to shareholders is priority number one. Imagine willing to contribute. Tell them how you’ll and your leadership team look at revenue interested in supporting your work. I will cover Canada promotes “Caring Companies” which recognize their support and encourage attendees generation. Sales are down so let’s explore how to broaden your donor base; it’s not rocket are Canadian businesses that agree to commit to give your donors their business. Be creative income alternatives. science but nor is it a one-person-job. In fact, a minimum of 1% of pre-tax domestic profit to when thinking about how both parties can this team effort relies on formal introductions support charitable and nonprofit organizations, benefit from a partnership rather than just your I’ve worked in fundraising for more than from your charity’s inner circle to investors with measured on a five year rolling average. In charity. Being recognized as a good corporate twenty-five years and I know most people similar values and interests. addition, the program also promotes their citizen supporting their community may be all dread the thought of asking anyone for money! employees’ personal giving and volunteer they want. Building relationships with those who care You’ll find lots more detail in the following activities. Caring Companies lead by example about your mission is imperative. Once pages on prospect research, cultivating and encourage other Canadian businesses to So, regardless of whether you are you’ve established who the best investors are, relationships, how to solicit major gifts and keep make the Corporate Citizenship Commitment. approaching a corporation or a business, your long-term objective is to develop a strong your donors engaged through conscientious Unfortunately, as of January 2013 there were you will make a more compelling case by bond so members and donors feel a sense of stewardship. just under 100 businesses in Canada that have answering “what’s in it for them” than by ownership in the good work you do. stepped up to the plate, so there’s definitely ignoring that all-important component. Help Foundations are usually registered charities room for improvement. them understand the relationship between your

private sector sources sector private under the Income Tax Act that are set up to To many newcomers, fundraising just means charity’s audience and their target market. For disburse funds only to other Canadian registered special events - dinners, galas, bake sales, Corporations that do support charitable instance, if you were approaching a bank for m charities. (The Ontario Trillium Foundation auctions, garage sales and thing-a-thons. These activities do so through three main channels: support, try stating what percentage of your is an exception and is discussed in the Public activities are incredibly labour intensive and donations, employee engagement (including sales is paid with that bank’s credit card. It may Sector funding section immediately following.) tend to be more friend-raising than fundraising. matching gifts) and sponsorship. The latter just take a one-day census and those statistics While philanthropic by nature, you still need As you read this text you’ll discover more usually comes from their marketing budget would be interesting information to them. profitable options. to be able to convince the staff and directors and therefore, often represents a significant fro that your project is compelling and fits their investment. Don’t be surprised if the Service Clubs provide professional and Individuals are statistically the best source of criteria. There are charitable, community, family sponsorship requires a legal agreement outlining personal networking opportunities and help funds; they usually contribute with no strings and corporate foundations all with specific the expectations of both parties. strengthen the communities in which they attached (known as “unrestricted gifts”). They priorities, interests and geographic scope. Some exist by supporting local initiatives. They are represent a population that must care deeply public libraries located in major Canadian cities Ontario Parks has established partnerships with often a good source of volunteers for an event, to invest but once convinced, their support subscribe to “Grant Connect” an online service more than 100 leading Canadian businesses. particularly if someone in your charity is a is second to none. In fact, the general rule of Imagine Canada for researching foundations If you plan to approach a corporation for member of their group. Service Clubs also make is that 80% of private sector funds come and corporations. To check if your local branch support it would be prudent to check with the small grants in response to presentations or from individuals in the form of donations, is a subscriber or to find out more about this OP Partnership Coordinator at 705-755-1720 proposals. Make an inquiry to each one in your memberships and attendance at special service, contact them directly at grantconnect@ to confirm you’re not overlooking an existing community and find out what it takes to get on relationship. their roster of speakers.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 5 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 6 The section on future trends will provide Public Sector Support Your project needs to be really well thought out additional detail on most donors and funders. in order to compete with the numerous requests I'll cover much more about how to prepare your According to the Friends of Ontario Parks 2010 they receive. But help is at hand. charity and its leadership team for successful Annual Report - Financial Analysis (page 68), fundraising from these above-mentioned sources 15% of collective revenues came from grants. The Trillium Foundation’s program in the pages to come. When broken down between each Friends’ managers, like regional advisors (serving charity the range spans from no funds at all to specific areas and province-wide if your almost 100%. These figures include support project isn’t local) are paid to assist you. The from foundations (private sector) as well funds need to be spent and their priority is to Surf the Web as government (public sector) funding. The support projects that fulfil OTF’s objectives Imagine Canada common denominator for both is that grants including collaborative efforts. OTF has made a w http://www.imaginecanada.ca refer to designated or restricted funds provided significant investment to strengthen grassroots Formerly the Canadian Centre for Philanthropy, Imagine Canada is a necessary resource worth in response to a specific application or proposal. groups so don’t despair if you’re struggling with investigating. the application. Demonstrate a logical approach Securing grants from government at any to build infrastructure and use investments to level still requires a deliberate approach that inspire and leverage more gifts. demonstrates your board is more focussed on strategy than operations. Your organization Now, back to the staff; even though they are needs to be nimble because there is frequently there to help, don’t expect last minute miracles. very little lead time between an announcement These individuals are incredibly supportive of public funds and the application deadline. but requesting a quick response, weeks or days before a looming deadline is totally unrealistic Establishing relationships with both elected and doesn’t position your charity well. Contact and employed government representatives your program manager with your ideas in will help you keep informed of opportunities. advance; they’ll have good advice right from While elected officials will change, bureaucrats the start. Review the latest Program Guidelines often stay constant regardless of which party first to be sure your charity is eligible and you is in power. However, public opinion, fiscal understand OTF’s priorities and criteria. public sector support sector public pressures, opposition viewpoints, timing of the next election and ranking of the party’s issues Try to complete the workplan (Expected will all affect funding priorities with a change in Results - what you want to accomplish or leadership. Find out who the regional advisors outcomes/change; Activities - how you’ll are in your area’s governing parties; they act as accomplish it; Performance Indicators - an important liaison between you and available evidence/outputs) and identify the gaps you funds. can’t answer. Then ask for input from your program manager before you attempt the rest of In the case of the Ontario Trillium Foundation the application. You’ll find great resources on the (OTF) the name is a bit misleading. It is actually website at http://www.otf.ca so read carefully. an agency of the provincial government, as Don’t ask questions that are already answered on opposed to a charitable foundation that is the site. OTF’s process is an excellent one and if registered with Canada Revenue Agency. As you can respond to the application thoughtfully such, it’s more like a public sector funder. and methodically, your chances of effectively Anyone who’s completed an OTF application addressing queries from present and future knows a lot of questions have to be answered. investors are that much greater. I’ve often had very small nonprofits say the process is too difficult and my response has been, “then you’re not ready for their support”.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 7 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 8 Other municipal, provincial and federal funders evidence you expect. As one of my colleagues, Ethical Fund Development Imagine Canada’s Ethical Fundraising and will ask similar questions in different ways. Jonquil Eyre asks, “to get this right, what Financial Accountability Code was launched (e.g. OTF’s workplan versus one Federal funder will be different?” Be sure to transfer your I once ran a conference workshop entitled in 2008 and charities of all shapes and sizes requests - Activity/Deliverable/Product; collective knowledge to parallel requests. “Ethical Fundraising: Morality or Seduction?” were encouraged to adopt its guidelines. They

Methodology; Start date; Completion date; Funders across all levels do get together and ent Charities play a trusted role in the fabric of are currently in a transitional phase and as of Responsibility). The bottom line is, those who compare notes. Also, individuals, foundations this country and money influences behaviour December 2013 the Code will be merged with

grant the money require you to think ahead. If and business requests should reflect a diversified m in many ways. This is a profession where the new Standards Program. they give you funds, it’s based on a thorough funding base. Investors want to be one of many, large amounts are negotiated and personal proposal and workplan which will drive all not, one of a few. information about wealthy people is discussed. The Muttart Foundation’s excellent Talking to activities during the project. Show your team Confidentiality, compensation, finder’s fees, Charities 2008 research found: has anticipated all the inter-connected pieces and Cross-sectoral partnerships are on the rise commission-based pay, conflict of interest, that your charity is a sound investment. with OTF and beyond. These are agreements donor information and recognition, use of ■ 64% of Canadians objected to charities between members of the private, public and funds, corporate philanthropy and how hiring commission-based fundraisers (up Some funders have relatively simple forms philanthropic sectors that work together company values intersect or collide with from 62% in 2006) and felt this practice is but then don’t pay until after the organization to achieve a greater impact on a specific your organization’s mission are all ethical unacceptable has incurred the expense and submitted its desired outcome or social challenge. Ideally, considerations. report. Your board will have to decide whether collaborative efforts directed toward a common ■ 74% thought commission-based fundraisers the financial position is sufficiently secure to agenda will leverage a much more significant Thankfully for the most part, this profession should always be required to indicate to underwrite the costs of a program or project in collective impact. From an environmental attracts kind and good people who genuinely donors that they are receiving a percentage advance. Understand how payment will be made perspective we’re seeing alliances with factions want to make a difference by helping charities of contributions raised (up 1% since their before you apply so the charity doesn’t run into that were once at odds. Allison Heming of help others. However, we do need a Code of 2006 study) cash flow issues. Tides Canada remarked “By working together, Conduct that sets out the ground rules. The As a Canadian registered charity, the most forest companies, First Nations, governments, media is in hot pursuit of scandalous stories and important watchdog boards are accountable Be consistent throughout all your environmental groups and others are building the entire sector suffers when one hits the news. to is Canada Revenue Agency (CRA). communications to strengthen your brand and new approaches to managing forests in a way CRA’s Charities Directorate introduced gain increased investment both in financial and that works for the economy, our communities One of the most frequent questions I’m their Fundraising Guidance in 2009 with an human (staff/volunteer) resources. When you and our environment.” asked by small charities is, will I work on think through a funder’s workplan, do so as commission? It’s understandable, particularly update in April 2012. Your staff and board a team. The whole is greater than the sum of A partnership example that is much closer considering many of them have relied heavily must be well-informed because compliance its parts and the ensuing discussion will help to home, was the successful grant secured to on one government funder, avoided fundraising with the Income Tax Act is non-negotiable. ensure consistent messaging. What do you want develop these toolkits. To benefit from that from the private sector completely and Your first duty is to meet your charity’s to accomplish as a result of funds secured? learning experience, refer to the Case Study. suddenly something has changed and they’re legal obligations. Then your board can decide What will success look like? Describe the desperate for money. Commission-based pay is what ethical approaches to fundraising should ethical develop fund a contentious issue that is addressed in all the become policy. CRA states specifically that professional associations’ codes of ethics. See Tips and Tools Page 85 - 87 commission-based compensation is an area Case Study The Donor Bill of Rights is endorsed by the that raises concern about disproportionate or T An account of the process initiated by Ontario Parks and Friends of Ontario Parks Association of Fundraising Professionals, excessive private benefit. Association of Healthcare Professionals and Under the “Allocation of Fundraising the Council for Advancement and Support Surf the Web Expenditure’s Four Part Test” red flags of Education (among others) and states the Ontario Trillium Foundation will be raised and naivety is no excuse. right “to be informed whether those seeking w http://www.otf.ca donations are volunteers, employees of the An arm of the provincial government, OTF strengthens nonprofits and charities capacity It is the responsibility of the leadership and organization or hired solicitors.” management team to read, comprehend and follow the regulator’s directives on this topic and in so doing, you will help strengthen public perception, transparency and accountability.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 9 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 10 The most compelling advantages to ethical Just Google “Third Party Fundraising Fraud” to 88 fundraising include: learn more and protect your organization from See Tips and Tools Page similar mistakes. Remember, buyer beware! Donor Bill of Rights ■ Supporting the organization’s mission If it sounds too good to be true - it’s worth T Sample document with request from AFP that you register your use so they can track without compromising its integrity investigating thoroughly. The board should ask the following questions: ■ Improving informed decision-making Surf the Web through staff, volunteer and donor education ■ Is this fundraising method in keeping with Donor Bill of Rights the organization’s mission, values and http://www.afpnet.org/files/ContentDocuments/Donor_Bill_of_Rights.pdf ■ Strengthening transparency, accountability w Commitment to donors adopted by the Association of Fundraising Professionals among policies? and credibility across the sector others ■ How would our charity be viewed if the ■ Building public confidence and trust by story appeared on the front page of the ensuring support is a sound investment news? ■ Putting the donors’ rights before the agency’s ■ Is the third party that is charging a significant needs fee willing to provide three references? If so, ■ Acknowledging there is a cost to which board member or staff is going to call development but limiting the expenditures and verify the information?

■ Increasing ownership by spreading the Ethics are about doing the right thing. Mark responsibility of gift acceptance beyond the Twain once said “it is better to deserve honours fundraiser and not have them than to have them and not deserve them.” The challenges to be ethical are: If you don’t have a full-time fundraiser who ■ Issues that are difficult to state absolutely belongs to one of the professional associations (not black and white) are subject to judgment and therefore, abides by its Code of Conduct, and interpretation the leadership team (board and chief executive) should at least review Imagine Canada’s ■ An individual fundraiser may abide by their Standards Program. It covers: Board association’s professional code of conduct Governance; Financial Accountability and still be overruled by their board of and Transparency; Fundraising; Staff directors or chief executive Management and Volunteer Involvement at three different levels, depending on the ■ Some of the most fraudulent activities are size of the charity. There is a sliding fee scale not covered by any code because registered and yet really, you don’t even need to formally charities are not conducting them directly. adopt anything. Just know that you are striving Third party fundraisers include a well- toward Best Practices in the sector. Once meaning volunteer who’s organized an event you’ve addressed the areas they recommend on behalf of a favourite charity right down you will already have strengthened your charity to a less-than-ethical person or company that significantly and can decide whether to pursue pockets the majority of hard-earned money the accreditation or not.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 11 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 12 Compliance with Canada of them! See the following page for more Finally, because some Friends run gift shops and Revenue Agency (CRA) information. charge fee-for-services, a really important area that’s pertinent to those is CRA’s perspective on Charities Directorate On a practical level, even CRA Charities Business Activities. See the following:

CRA Directorate has provided checklists. They As mentioned previously, CRA is the regulator include: ■ CRA - Policy Statement - What is a Related of all registered charities in Canada. It has Business the right to bestow and revoke charitable ■ Basic guidelines checklist - Maintaining status. Therefore, it is imperative that your charitable registration ■ CRA - Community Economic Activities and organization abides by its directives, whether Charitable Registration it’s staffed or entirely volunteer-run. ■ Activities checklist - Engaging in allowable activities ■ CPOP Charity Tax Tools - Rules for Business Activities CRA’s Charities Directorate has become far ■ Receipting checklist - Issuing complete and more user-friendly over the most recent years ■ The Canadian Social Enterprise Guide accurate donation receipts and is very helpful, despite their somewhat - this is a practical guide for starting a intimidating role. Visit their website or call them ■ T3010 checklist - Filing the annual business venture and helpful even if you’re with your questions at 1-800-267-2384. They information return running one already. are sufficiently accessible that there is no excuse to pretend you didn’t understand the ■ Changes checklist - Changing the charity’s rules. mode of operation or legal structure pliance with with pliance From 2008 - 2011 CRA funded the Charities ■ Books and records checklist - Keeping Partnership Outreach Program (CPOP). As a adequate books and records (non-negotiable) m result, not only are there resources available via the official government website, but projects ■ Spending requirements checklist - Meeting across Canada also developed materials that the disbursement quota (changed as of

co had to be CRA-approved to help translate Budget 2010) compliance with the Income Tax Act. Here are some valuable links for you to explore: ■ Legal status checklist - Maintaining the charity’s legal status ■ Charities File ■ GST/HST checklist - Guidelines to ■ Charity Central obligations and entitlements

■ Charity Law Information Program ■ Terrorism checklist - Avoiding terrorist abuse (seems extreme but important for charities ■ Charity Tax Tools (through Imagine Canada) not to get lured naively) Surf the Web Canada Revenue Agency Along with Canada Revenue Agency’s w CRA also provides Videos for Donors and Charities Directorate Fundraising Guidance which is a necessary Charities - not your most riveting late http://www.cra-arc.gc.ca/charities/ document to read (even if it’s to combat night entertainment but extremely valuable Everything you need to know about your charitable status and CRA compliance insomnia) another area that’s compliance- information nonetheless. (including receipting) dependent is correctly issuing charitable tax receipts. At one point, a staggering 89% of charities issued incorrect or incomplete tax receipts; be sure your organization is not one

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 13 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 14 receipting mean the previous receipt was issued correctly. Fundraising Facts bring total giving by fellow citizens to $10.6 Refer them back to all the materials available on billion with the average contribution at $446.00. Accurately issuing official tax receipts the Charities Directorate website, in this case, My “go to” source for the latest in Philanthropy for donations is an important compliance bullet # 3 below. and Fundraising Facts is KCI Ketchum Canada. According to KCI’s Spring 2012 report, priority of the Income Tax Act to maintain As a national consulting firm, not only is it in emerging trends in Fundraising and your organization’s charitable status. There For up to date information go to CRA’s Charities their best interest to be on top of trends but they Philanthropy included: Directorate Section on Issuing Receipts is an entire section on CRA’s Charities Division have the resources to thoroughly research and including: ■ A “cautiously optimistic” environment in site that provides explicit guidelines on proper share what they know. Lesson Number One in Canada receipting. It’s particularly important ■ Does a registered charity have to issue official resource development - don’t reinvent the wheel that those responsible for issuing receipts donation receipts for gifts it receives? if you want to stretch a dollar! ■ Philanthropy is increasingly becoming a to donors, understand what you should “core” source of funding for charitable When should a charity issue a receipt? Trends Quarterly is a worthwhile read on a variety and should not do. Not only is all pertinent ■ organizations of pertinent topics including donors, corporate

receipting information widely available online, you can What you need to know to issue an official also call CRA directly at 1-800-267-2384 if you ■ giving, volunteers, technology and fundraising ■ Strong “peripheral vision” is needed by donation receipt? have any questions. costs, just to name a few of the hottest. organizational leadership and fundraisers - responsiveness to change is a key to ■ What information must appear on an official Tax receipted gifts by individual Canadians Technically speaking, charities need not issue donation receipt? (Many charities’ receipts survival (NB) official donation receipts at all. In fact, there are incomplete). peaked in 2007 at close to $9 billion. Following are legal requirements that arise as a result. the economic downturn in 2008, the lowest year ■ Big donors continue to give... and in a However a donor cannot claim any tax credit or ■ Determining Fair Market Value was 2009. In 2010 the sector recovered somewhat big way (with them they bring: defined deduction without an official receipt so be sure (Important for gift-in-kind receipting). with total receipted giving at $8.25 billion (an philanthropic objectives, increased to communicate expectations clearly and follow increase of 6.5% from the previous year but still specificity, increased scrutiny, family ■ Deemed Fair Market Value rule. CRA’s rules carefully. not reaching the heights in three years prior). decisions, longer decision time and fundraising facts fundraising extended pledge periods) ■ Split Receipting (A must-know if you’re Charitable contributions were made by 23.4% Once the charity understands the ramifications receipting for a gala dinner or whenever a of issuing a charitable tax receipt and has donor receives some “advantage” for their of Canadian tax filers in 2010. Unfortunately, ■ The “softening of the middle” continues identified, for instance a minimum amount gift). our nation has been on a slow decline for the to be a preoccupation for fundraising required, then CRA suggests that donations past twenty years from a high of 30% in 1990. professionals (dependent on mining data, Fundraising Events be receipted by February 28 of the calendar ■ However, average gifts have steadily increased identifying donors between small and major year following the gift so that taxpayers can and peaked at $1500 in 2008 but the median gift gifts and strengthening the bond) Correcting or replacing official donation ■ remains steady at around $250.00. claim their credit. While this deadline may receipts be the legal requirement, keep in mind that ■ Ask less...steward more. Creating an optimal Another trusted resource for information is an ongoing goal is to identify, cultivate and ■ Computer generated receipts donor experience - an important balancing Statistics Canada Survey on Giving, Volunteering nurture long term relationships with your act and Participating (SCGVP) conducted every three donors. As the grassroots fundraising guru Kim ■ Consequences of improper receipting years. When non-tax-receipted giving is included, These trends reinforce the importance of Klein says, “thank before you bank!” Notice (Pay attention!) 2010 figures are a bit more optimistic with 84% personalizing and nurturing the relationships I didn’t say “receipt before you bank”. (See the ■ Loanbacks (defined on the CRA website of Canadians aged 15 and over (equivalent to you have with your donors. Small charities section on Donor Relations - page 59 - for more through this link.) 23.8 million people) saying they’ve donated to have the ability to be responsive, particularly in information on stewardship.) charitable and non-profit organizations. SCGVP close communities where you know your donors ■ Sample official donation receipts(Very Be consistent. The name on the cheque estimates that self-reported, non-tax-receipted gifts and may even see them socially. Foster those helpful - double check that your receipts guides the name on the receipt. If the donor relationships. contain all the necessary components asks for an alternative they may have been depending on the type of gift.) mislead in the past. Unfortunately, carelessness Surf the Web in the sector has created some false expectations. ■ Non-qualified investments KCI Just because the donor states that another charity w http://www.kciphilanthropy.com/lang/en/ was able to accommodate their request doesn’t Sector News, Philanthropic Trends

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 15 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 16 Future Trends Trends in Government Funding Trends for Grant-Makers/Foundations

Those Friends organizations that have been ■ Reduced capacity due to deficit cutting ■ Less capacity due to low market returns conducting business through gift shops or ■ Performance-based ■ More competitive environment for funders fee-for-services are already running a Social Enterprise. It’s a current buzzword that often ■ Leveraging private resources ■ Higher visibility may increase risk aversion surprises people when they discover that’s what they’ve been doing all along. The difference ■ Focus on accountability ■ Having a strategic focus - fewer responsive between the present shift and traditional grants entrepreneurship is the level of cross-sectoral ■ Need to cut transaction costs partnerships that are unfolding. ■ Greater emphasis on results ■ Open to innovative approaches (social MaRS Discovery District is a registered charity finance, social impact bonds, etc.) ■ Continued reluctance to supply operating that promotes Canadian innovation through support SiG@MaRS (Social Innovation Generation.) I’m ■ Importance of learning and knowledge not going to dig too deeply into this topic but Trends in Corporate Philanthropy development the work of staff and board toward a change in future trends future traditional fund development bares mention and ■ Highly competitive ■ Use of evaluation to improve practice there’s lots more information available to you at Linked to corporate objectives their website if these concepts resonate or pique ■ ■ More willing to collaborate, including your curiosity. across sectors ■ Moving beyond corporate social responsibility Here are some new trends in philanthropy ■ Funding+ (going beyond grants) for grant seekers from a social innovation Growing willingness to leverage assets (e.g.) perspective. They come from a presentation ■ impact investing made by Tim Brodhead (former President and Trends for Individual Donors CEO of the McConnell Family Foundation - one of the oldest and largest foundations in Canada ■ Levels of giving not growing: fewer giving who is now a Senior Fellow at SiG Canada). more

■ Donor base aging Surf the Web SiG @ MaRS ■ Less attachment to organizations rather than w http://sigeneration.ca/ ‘causes’ For more information about Social Innovation and Impact

■ More concerned with ‘results’ and ‘solutions’

■ By-passing intermediaries to be more ‘hands-on’

■ Using IT and non-traditional ways of giving

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 17 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 18 Fundraising Costs and Here’s a summary of Greenfield’s “Reasonable Canada Revenue Agency, major donors and What appears to be a simple way to assess Return on Investment Cost Guidelines”: investors all understand that it takes money efficiency may well overlook fundraising to make money. Costs of fundraising vary effectiveness. The objective is not to spend as ■ Direct Mail Acquisition/Constituency As you consider what sources and techniques according to the: little as possible but to maximize the dollars ent Building to tap into, be aware of your expenses even raised while remembering that some of $1.25 to $1.50 to raise $1.00 ■ Age or maturity of the organization and its if it is challenging to draw comparisons. The today’s investment will produce future rather m Plus a 1% rate of return on all lists used in development department (if there is one) average cost per dollar raised is a frequently than immediate returns. the mailing asked question but the answer is less meaningful ■ Size of the charity and its budget (both CRA states “Fundraising expenditures include if you’re trying to compare dissimilar charities ■ Direct Mail Renewal/Constituency overall and fundraising) all costs related to any activity that includes a that have traditionally allocated expenditures Retention solicitation of support, or that is undertaken differently. With continued media scrutiny, the ■ Popularity and nature of the cause 20 – 25 cents per $1 raised as part of the planning and preparation for cost of raising money is in the forefront of many Plus a 50% rate of renewal among donors of future solicitations of support, regardless of people’s minds and the leadership team needs to ■ Methods used the previous year whether the solicitation of support occurred.” take the subject very seriously. ■ Sources of fundraised income In circumstances where a receipt is issued for ■ Benefits and Special Events The guru on this topic is a US-based expert any part of a transaction, the activity is deemed 50 cents of gross proceeds per $1 raised ■ Skills of the development staff named James M. Greenfield. It’s almost to be a solicitation of support and therefore the costs associated with the entire activity impossible to compare an apple to an apple. For ■ Corporate and Foundation Solicitation ■ Strength and involvement of the must automatically be allocated to fundraising those who are interested (and many financially- (Grant Writing) organization’s board and senior staff savvy donors are) industry standards help 20 cents per $1 raised expenditures. but cannot differentiate between fundraising ■ Use of volunteers Here are some questions to spark dialogue in for a church (with its built in congregation) ■ Wills and Estate Planning your organization: or hospitals and universities (with “alumni” 25 cents per $1 raised (plus a lot of patience) ■ Averaging costs (over a period of three to members) compared to your particular charity. five years) ■ Capital Campaign and Major Gifts ■ Have you counted a percentage of the chief Additionally, many charities don’t analyze 5-10 cents per $1 raised The purpose of Canada Revenue Agency’s executive’s salary who solicits major gifts? the numbers according to each fundraising Fundraising Guidance is method. That’s a basic first step to truly ■ Are there start-up costs for a particular understand where you get the best return on “to support registered charities to comply campaign and where are they recorded? your investment. with reporting requirements related to ■ If you made a one-time investment for donor fundraising, and encourage them to self- acquisition that you expect to see returns assess their fundraising activities.” The following measures are needed to analyze the success of each technique mentioned upon over a three-year period, how would above: Therefore, overseeing the proper allocation of you count that cost? these expenses is one of the main priorities of ■ Where do you currently allocate the costs ■ Percentage rate of return — number of solicitations made divided by replies received their policy. of the administrative assistant who issues ■ Average gift size — total contributions divided by number of replies CRA considers the fundraising ratio charitable tax receipts — under Fundraising (receipted and un-receipted donations against or Admin? ■ Average cost per gift — divide fundraising costs by number of replies the expenses incurred to cultivate, raise, and ■ How do you count the direct and indirect steward the funds) as only one factor in their ■ Overall cost percentage — divide fundraising costs by total contributions and multiply IT costs that support your development costs and return on invest return on and costs analysis. This ratio is calculated by line 5030 on by 100 program? the charity’s T3010 (Public Information Return) ■ To calculate the cost to raise money, the formula is “FC=E/GR” (Fundraising Costs “total expenditures on fundraising” divided ■ Have you traditionally netted out your equals expenses divided by gross revenue)...if you spent $2500 and generated gross by line 4500 “receipted gifts except enduring special events before reporting the numbers revenues of $10,000, your fundraising cost would be $.25 for every dollar raised property” plus line 4630 “non-tax receipted to the public and did you count staff time? amounts from fundraising”.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 19 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 20 If any of these questions resonate I would As a registered charity in Canada it is a Fund Development You need to be systematic so that you don’t recommend that you ask Canada Revenue duty to be as accountable and transparent Infrastructure waste time and money or lose momentum even Agency how they expect the costs to be as possible with public and private sector when people come and go from your team. counted. They require your charity to be support. You also need to help educate your If you have been reading these pages The more logical and methodical your team is, honest. Call them at 1-800-267-2384 or visit board members, volunteers and donors chronologically you will have gained insights the better prepared you are to recognize and

http://www.cra-arc.gc.ca/charities. about the true costs of fundraising, which ture into some of the important prerequisites required capitalize on opportunities. can be controlled, with everyone’s help! before your charity can compete with more Don’t get caught in the Catch-22 that trips up NB - As long as the truth is stretched mature organizations or better-resourced fund many small charities; accept that you have to to keep up appearances, your charity’s development departments. effectiveness gets sabotaged; hidden spend money to make money. Waiting until a facts block the ability to make informed It’s challenging to implement great ideas in crisis paralyzes the organization smacks of poor decisions. grassroots charities with limited to no staff. leadership and management! Investors don’t The key to success will always rely on a team like “going down with the ship”. NB - Boards effort. So whether the charge is being led by need to know it takes three to five years to get a paid or unpaid person, that individual needs a successful fund development program off all the help they can get to work strategically the ground - even Canada Revenue Agency toward increasing revenues with methods that recognizes that reality and factors it in to are proven to get results. their assessments.

An investment in building a strong infrastructure is money well spent. Here are some considerations:

ent infrastruc ent Basic Requirements Comments

m Mission Your charity’s reason for being, related to the charitable objects filed with CRA. Charitable Status A mandatory requirement for all Friends who have agreements with See Tips and Tools Page 89 Ontario Parks. It can be cumbersome to get and keep. Requires Calculating Costs to Finance compliance with CRA directives including annual reporting within 6 T Cheat sheet on what the formulas are for determining return on investment months of fiscal year end. Organizational needs/ Dependent on the priorities identified in the strategic plan. The board may Case for Support decide to include a “wish list” in the newsletter to publicize tangible items required that people or companies could donate (then decide if you want to issue a Gift-in-Kind tax receipt but read the guidelines first.) Don’t accept what you don’t need either. Answers to Investor’s Donors and funders are savvy! Many of them review financial statements Questions like their reading a bedtime story. Others care more about the impact your charity makes in its community. Related to your case for support, anticipate all the potential questions a significant investor would have and come up with clear answers to each one. Budget Setting Also dependent on the requirements identified in the strategic plan and fund develop fund previous funding history. New fund development programs have start-up costs that require an upfront investment to succeed.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 21 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 22 Basic Requirements Comments OFFICE REQUIREMENTS Comments

Fundraising Goal Not necessarily the difference between revenues and expenditures, Banking Accounts set up with corresponding internal General Ledger lines to particularly if your charity is new to fund development - must be realistic track funds. Ability to accept credit card donations and/or pre-authorized (more in pages ahead). payments or electronic fund transfers from donor’s personal chequing Receipts Must understand and follow CRA standards for issuing and accounting accounts. Can be costly but Canada Helps is an affordable option for ac- for charitable tax receipts. cepting online gifts without a banking agreement. Policies and Procedures Thoughtful and documented considerations that ground board, volunteers Telephone Is there a dedicated line for the fundraising department? If not, who is and staff decisions regardless of team-players that come and go. answering the phone and will they know how to professionally and appro- priately handle a potential or current investor’s questions? This may be Office Requirements the first impression a donor has of your charity. Is the person who picks up the phone trained and prepared with a series of answers to potential Separate space in office Preferably secured area due to confidential nature of information on donor queries? Does the central voicemail require the caller to know the for staff/volunteers, investors. first or last name of the fundraising staff or are they directed easily? files and materials Bookshelf & Texts Basic library of fundraising books, dictionary, thesaurus and any other Good lighting To work effectively with important printed materials and computer writing aids that ensure clear and concise communication. screen. Computer & Printer Require ones dedicated to Fund Development or at least accessible for Fund Development Needs research, letter/proposal writing and production (therefore high quality print), data entry, receipting - computer data needs to be secured due to Stationary For letter writing campaigns. Sometimes reflects the names of board confidential information. members. Should have the charity name, address, contact number and Internet Access For organization’s online research, website, payments, donations and charitable registration easily visible. social media. Donor Reply Forms When your charity mails out a fundraising request, include a “call to ac- Charity’s Website Uncluttered, clear and current - your online marketing prospectus with tion” with suitable options to (a) suggest donation amounts or ranges of ability for readers to securely “donate now”. gifts and (b) make it as simple as possible to invest. Compare amounts or Tracking system/ Password protected for confidentiality and backed up daily (or every time gift levels and format with other charities in your community. Hospitals Database software new information is added). Weekly backups should be housed offsite. and United Ways usually challenge donors to be generous - learn from the Options include: Microsoft Access (speak to Kris Puhvel at Friends of pros! Always offer an “other” option so people can choose what amount Killarney Park) dedicated Fund Development software (see TechSoup they’d like to give without it being dictated by your form. Include your entry in Tips & Tools). Excel is better than nothing but has its limitations charitable registration number. because it’s not a relational database. Return Envelopes A self-addressed Business Reply Envelope (BRE) is often included in Filing system Tracking donor and prospect records - names, addresses, gift history, direct mail requests with prepaid postage. It’s convenient but expensive (Paperless whenever pertinent details necessary to strengthen the relationship and investment for the charity, costing more than a regular stamp. Many donors prefer possible but requires opportunities may require both database entries and paper files. Reference the convenience of online or credit card giving so return mail is no longer efficient, secured system materials and records of past fund development activities - and lessons their first line of defence.They’re supporting your charity because they with frequent back-ups) learned! NB - System must be logical and up to date - another autho- care. Make it simple but don’t worry if the envelope isn’t prepaid or rized person may need to find valuable information in your absence. stamped - just be sure to include a self-addressed #9 that fits easily Categories may include - board, donors, prospects, foundations, busi- inside the #10, along with your reply form. nesses, budget and finances, programs, personnel and publications. Sub- Organizational A brochure is less important if you have a clear website. However, it can categories could include current, past and potential board, minutes, staff be a useful tool for providing a point-form overview of your charity and reports. Decide which items should be filed alphabetically (like donor its programs and services. Include a tear off or inserted “call to action” records) and which are better chronologically (e.g. board minutes). that not only invites support (see reply forms above) but also includes other ways the reader can help, including volunteer opportunities. Time management A constant challenge but one that requires forethought and is necessary in order to meet the many deadlines encountered in this field (e.g. grant application submission dates and times).

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 23 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 24 Criteria for saving or deleting information. Ask yourself: Fundraising Readiness ■ Committing leadership and time to cultivate relationships with volunteers and donors ■ Will someone in the office be able to find this important information if I’m not here? You will always feel like you’re building the and with appropriate training for those plane and flying it at the same time. Once willing, soliciting gifts from suitable friends, ■ Is this information about a current donor? you have put the necessary infrastructure in colleagues and acquaintances ■ Is this information about a prospective donor? place, recruiting your team is another important prerequisite to effective fund development. ■ Ensuring there is a motivated and ■ Could the information lead to a donor or a prospect? Whether your program is in its infancy or it’s impassioned Fundraising Committee (with well under way, reviewing this readiness list community members), chaired by a strong ■ Will this item help me get a donation from someone? may improve your preparation or help you trustee/leader who reports progress and identify what’s missing. NB - No matter how brings recommendations to monthly board ■ If yes, who and how? smart, well-organized or courageous you are, meetings success does not occur in a vacuum! Readiness ■ If no, throw out, delete or forward to another person whose work it will help. ■ Understanding the need, and assisting to depends on... identify and recruit ‘external’ members to Board members who understand their roles the Fundraising Committee who receive and responsibilities as ‘champions’ of the clear Terms of Reference, comprehend their cause in which they serve. This includes: role in revenue generation and willingly ask people for money (these individuals ■ Ensuring there is a clear mission statement may later join the board if effective (raison d’être) that is “owned” by your and interested, thus reducing the search organization’s stakeholders (staff, volunteers, for suitable nominees - you’ve already donors, members, clients, customers, ‘auditioned’ them!) vendors, etc.) and roots all that you do ■ Accepting that staff primarily facilitate and ■ Setting long range strategic directions support volunteer efforts (particularly in from which operational plans evolve (with grassroots organizations where there is no appropriate costing), thus identifying the dedicated fundraising position)

See Tips and Tools Page readiness fundraising annual priorities that inform your case for ■ Committing to ethical fundraising and Choosing the Right Donor Management System support and define your financial need financial accountability, through timely, T Blog courtesy of Tech Soup with a list of considerations 91 - 92 ■ Allocating the necessary financial resources transparent reporting to stakeholders Fund Development Software - Make the Case it’s an Investment to fundraising efforts including appropriate ■ Anticipating and adopting appropriate Suggested talking points for the E.D. and Board to explore 90 office set up, while recognizing initially, your investment will cost more than you fundraising policies The Five Pillars of Internet Fundraising raise (a well-known leap of faith but all the ■ Acting as an ongoing ambassador on more reason to ensure lasting relationships Quick tips when considering internet fund raising options 93 - 94 the organization’s behalf, to raise public with your donors!) awareness about the difference your work Growing Online Fundraising Answers makes in the community - promote ‘deeds’ Why it's important and why to consider as you take the plunge 95 - 96 ■ Accepting that successful fund development is a team effort that relies on everyone versus ‘needs’ playing some role in identifying and Rationalizing Social Media: Cost Benefit Analysis ■ Recognizing there may be a need to budget strengthening relationships with your donors Examines important factors to help make informed decisions. 97 - 99 for and retain a fundraising expert for - explore who’s willing do to what and training and guidance, and assisting in that provide training and support selection, if your organization lacks the ■ Making an annual gift (within each board skills internally member’s budget) before asking outsiders for a donation

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 25 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 26 In addition to the above-mentioned Board ■ An efficient tracking system or fundraising responsibilities, and at the risk of repeating software and clear procedures to ensure See Tips and Tools Page some points presented in the infrastructure transactions are entered consistently and Resource Development Assessment section, you’ll also need: accurately and donors are thanked promptly T To evaluate your organization’s readiness in comparison to best fund 100 - 104 development practices. ■ Office space, access to a computer equipped ■ A Communications/Stewardship strategy to contain confidential data, donor/prospect to ensure the prompt thank-you informs the Fundraising Policies and Procedures Checklist 105 - 106 tracking system, procedures to ensure donor the difference their gift is making, An excerpt from of the Association of Fundraising Professionals’ (AFP) policies are respected, staff time and with other reports to them between “asks”; Ready Reference Series expertise to facilitate volunteer efforts this can happen by ensuring your newsletter tells readers about the good things occurring Fundraising (or) Revenue Development Committee - 110 - 111 ■ A fundraising plan to guide your efforts thanks to the generosity of your funders and Terms of Reference that’s tied to the organization’s strategic plan supporters Sample job description for a committee responsible for income generation and budget ■ Prospect research involves knowing who ■ A compelling case for support, based on your market and non-market are - who are Surf the Web defined strategic priorities and identified the most likely to respond to your requests. w AFP Ready Reference Series budgetary needs Use Linkage (between the candidate and http://www.afpnet.org/resourcecenter/articledetail.cfm?itemnumber=3500 your existing team of volunteers - are there Quick answers to your fundraising questions ■ A well-connected and responsive any personal contacts within the charity Fundraising Committee committed to pursue willing to “open the door”) then match AFP Blog a diversified funding base - seeking funds Ability to their budget and your request http://afprc23.blogspot.com/2006/08/sampling-of-nonprofit-fundraising.html from a variety of sources using the most and ensure their Interest coincides with the Sampling of Fundraising policies effective methods and minimizing time spent mission of your organization - these three on special events steps (L-A-I) define the difference between a ■ Proof of follow through on goals “prospect” and a “suspect” and objectives, a track record of past

achievements, resilience and ability to address challenges that help current and potential donors understand they are ‘backing a winner’

■ Clear financials outlining how much is required, how much you intend to invest to show your commitment to the effort and how much you expect to acquire from which other sources (no donor likes being the sole funder on any project)

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 27 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 28 ■ Prospect research - appeal to the sleuths on Building Fundraising See Tips and Tools Page Confidence in your Board your team to identify potential donors and then involve all the board in a confidential Ways Board Members Can Support Fund Development Initiatives meeting to rate prospective major gift T A checklist that helps board members identify their strengths, As described earlier, board members play an important role as the champions of your candidates according to relationships where they’d like to help and areas for further training 107 - 109 charity but they sometimes overlook the direct (Linkage), capacity to make a significant Information for Board Members Making Thank You Calls 147 connection between the fiscal health of the gift (Ability) and donor history to your organization and their role in securing the charity and others (Interest) funds. Soliciting gifts is only one component ■ Making the case - invite the story tellers to but is usually the task that evokes the most write compellingly about the organization’s anxiety. priorities, strategies and successes To build a strong team of board, volunteers and onfidence ■ Face-to-face (usually major gift) solicitation staff, start at the top. The board sets the tone so

C - for the bolder team-members who like ask them what areas are within their comfort pitching and closing deals; offer role- zones and where they are willing to learn playing training to strengthen their skills new skills. Divide up the tasks and encourage members to recruit outside help to lessen the ■ Identifying contacts on foundation or load and broaden the pool of support. Here corporate boards and including a personal are a few ways to engage board members; a message (written or in person) with the team approach means that there is something request for support oard oard for everyone to contribute and promotes your

B charity’s “Culture of Philanthropy”. Ensure ■ Following up - find board members who a coordinated approach so that donors aren’t like tidying up loose ends and reinforcing bombarded haphazardly and document contacts a request that’s already been made, perhaps in the constituent’s records. sharing why they invest their time and financial support Here are a variety of options for board involvement both in front and behind the ■ Thanking donors - a great way to strengthen scenes. This list should help them see that stewardship and renewal while providing a asking is only a small part of fund development. simple and satisfying task Acknowledge individuals’ abilities and allay Being ambassadors at an event - talking to uilding uilding their fears. Find out what each member would ■ like to do, where they’re willing to learn more donors and other attendees about the good B and then, offer them the appropriate training. work of your charity and how investors can Areas they can support include: make a difference. See that members have a formal mechanism for reporting information ■ Leading by example - making their own they learn from discussions back to your annual gift, within their personal budgets organization

■ Planning for fundraising – this all-important ■ Hosting a “friend raiser” in their home or task is implicitly tied to the organizational office to develop new connections and/or plan; involve the strategists and build strengthen existing ones understanding of readiness for success

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 29 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 30 Setting Realistic Goal setting is part of the internal plan which Ideally, you want to have a diversified methods you use to entice support should be Fundraising Goals stems from the organization’s overall strategy. fundraising program which includes tapping all varied and can range from special events, Program and fundraising goals need to be set private sector sources: individuals, foundations, raffles and other gaming, letter writing (or in I once worked with a charity that had a very together so there is a reality check between business and possibly service clubs, church the case of foundations and businesses, a more generous and committed founder. That person the two. If it’s unrealistic to raise the revenues groups and other associations of involved targeted grant proposal), face-to-face requests used to invest at least $300,000 each year to necessary to run the program in its current people. NB - With limited resources focus for larger or major gifts, sponsorship proposals run the organization. I was retained to help state, it’s time to negotiate. Is it possible to your energy (and goal-setting) on individuals to corporate partners and for those long-term with their fundraising. The problem was, the shift unrestricted funds to an area that’s less who can make unrestricted gifts. Your donors, even bequests. Your objective is a multi- board had become quite complacent knowing appealing to the public and fundraise for “community” goes beyond the park borders faceted fund development strategy. the founder would come to the rescue - something that’s compelling? It’s up to the and includes visitors from far and wide. The annually! They had no strategic plan, therefore charity’s leadership team to communicate the no measurable goals and aside from quite a goals in a way that invites investment and small audience, the organization was virtually motivates donors to give. Too often the left unknown and only had a handful of donors. hand doesn’t know what the right hand is doing Setting a realistic fundraising goal had and that’s a set up for failure. absolutely nothing to do with the difference Planning helps define your capacity and between their revenues and expenditures. capability to raise funds. Be sure to review the Fund Development Infrastructure (page 22 - 25) and Fundraising Readiness (page 26 - 28) sections to identify prerequisites to success. See Tips and Tools Page Here are some of the internal and external Grassroots Fundraising Strategy Chart factors that affect a charity’s ability to raise T Helps you understand which strategies work for what purpose funds. and will help you be more realistic about setting your goals 116 - 117

Internal Factors External Factors Fundraising Methods, Sources, Characteristics and Burning Questions To provoke thought and dialogue amongst your leadership team ■ age, size, cause of the charity ■ the economic climate (board and chief executive) as well as your revenue development ■ culture of philanthropy ■ competition for funds in your community committee regarding where to focus your energy (will also influence the goals you set) 112 - 113 ■ organizational readiness - infrastructure, ■ government attitudes systems and people Fundraising Techniques ■ demographics of your target audience Weighs the pros and cons as well as costs per dollar raised, again ■ board leadership for consideration in planning for fundraising and setting your goals 114 - 115 ■ geography/location of your charity ■ staff and volunteer support for fund development

■ tracking method for prospects and donors

■ complete contact information of those who care you exist

■ methods to identify and cultivate prospective donors who might/will care you setting goals fundraising realistic exist

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 31 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 32 Creating a Fund headings are purely a guideline for thinking financial resources are available. Under Donor History Development Action Plan through your plan. Review the information “Evaluation of Fundraising Activities” CRA and determine what best suits you to include in acknowledges some of these variables when You need to know your organization’s your document and communicate your strategy examining fundraising costs. donors in order to strengthen “The key to raising money is control, which to the board and fundraising team. relationships. How much have they given is, in turn, the summation of all management The Case and how long have they supported your techniques within a particular organization. Mission Statement charity? If you don’t have fundraising Your charity’s Case for Support articulates Control stems from comprehensive long software to run these reports, review your Remember your mission “roots” your the priorities identified in the strategic plan. range planning, which integrates every records/receipts for at least 3 years, organization. Programs (and subsequent Sometimes there is more than one case (e.g. aspect of the charitable organization into particularly for those who’ve donated fundraising) grow from there. Make sure by program or project) depending on the a master blueprint whose objectives are all $100 or more in a single gift. Those it’s succinct, pervasive through your charity level of sophistication and organizational synchronized: a strategic organizational donations are a reasonable indication of the tion plan tion and in your public documents, then ask priorities. The cost of delivering on your marketing plan.” Beverly R. Hoffman ability and interest in prospect research. people to invest in your good work. The mission is determined, the existing resources This is important information when Now that you understand more about the cogs mission directly relates to the charitable outlined, the financial goal is stated and determining your organization’s potential in the wheel, here are some points to consider objects outlined in the organization’s letters the request for support is made. The needs and understanding where your effort is best when developing your organization’s fund patent and cannot be changed significantly statement is defined in a compelling way that directed. development plan. Remember, Canada Revenue without CRA approval. helps prospective donors understand how Agency’s Fundraising Guidance directs charities they can make a difference. Renewing and upgrading your existing Strategic Plan to fully disclose expenditures to revenue so you donors – perhaps encouraging their ent ac ent need to be very strategic in order to get the best Human Resources monthly support – is a cost-effective way to Identifies the organization’s top 3-5 returns on your investment of time, energy and strengthen your revenues, so don’t overlook

m strategic directions over the long term The cost of fundraising varies broadly money. this strategy. NB - Renewed support (up to five years but may be less). Give depending on whether you have a offsets the initial investment made to Your organization’s fund development plan donors the vision of your charity’s future. development department, it’s a one-person or acquire that donor and increases their life – like any plan – is a process. The time you Demonstrate that there is a direct totally volunteer-driven shop. Identify who time value. invest to explore your options from an informed correlation between these overarching is responsible for the ongoing management and objective perspective will pay off. There organizational priorities, subsequent and supervision of the charity’s fundraising Prospecting are distinct advantages to opening the dialogue budget and your fundraising strategy. practices (from start to finish - not just necessary to be strategic. Your team’s Then, ensure you are choosing the most asking for support). Once your infrastructure has been set up ownership in implementation is the most cost effective methods to raise the necessary prospecting and donor acquisition are the It’s only since the 1980s that this profession important benefit of the conversation that funds for your work. (CRA includes most costly ongoing expense. Qualify has really evolved in Canada. NB - The ensues. Plans that are dictated from any source “prudent planning processes” as the first of individuals first because they represent value of deeply committed and well- are destined for failure. the Guidance’s “Best Practices”). the largest portion of private sector trained volunteers will always remain a donations. Start with those closest to your Another benefit of your planning process is Readiness key success factor. These individuals open organization (the people who know the understanding different fundraising methods doors and make introductions to others who most about your charity’s good work) – and each one’s effectiveness. Many charities, This section should outline your are moved by your cause. According to board members, volunteers, staff, donors, particularly those that are new to fund organization’s fundraising readiness and CRA “recruitment of volunteers is not members, clients and customers. (Some development, don’t recognize the true costs of accounts for the resources available to you. considered a solicitation of support” and charities do not canvass their clients so running a special event or the returns gained There are factors that will influence your their help with fundraising keeps costs

fund develeop fund double check for policies). Next, consider by strengthening your relationship and success and therefore, your fundraising under control. people who may not have direct contact but commitment with existing donors. costs. They include the charity’s age, know about your organization. For instance, reputation, location, leadership consensus client’s family members, former- board, In order to adequately allocate the time and by the board and chief executive, the cause, volunteers or staff and even vendors with money to fundraise efficiently, you should type of campaign, track record, competition whom you do business. Whatever you do, outline a 12-15 month plan. The following for funds and what other human and

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 33 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 34 build relationships with those closest to acquisition, be sure to devote adequate and end dates to help everyone understand Disclosure and Accountability you and avoid the all-inclusive-probably- resources to keep your existing donors the necessary coordination of their efforts. disinterested “shotgun” approach. Having informed and happy. Stewardship includes September to December is traditionally the CRA’s Guidance identifies possible said that and provided it’s within your ongoing communication as you cultivate most effective time to solicit gifts from all misrepresentations regarding disclosure budget, you may choose to use direct mail the relationship. According to CRA’s sources but particularly individuals. When of fundraising costs, revenues, and for donor acquisition. Just remember that Guidance these activities fall within costs do you need to start in order to meet your practice (including cause-related or social you should target like-minded people; even to be counted (covered in its “What is deadlines? marketing arrangements) under “Concerns”. then it will cost more than $1 to get the same Fundraising?” section). Compliance needs to be a board and staff donated so your board needs to understand Fundraising Policies priority and in so doing will make your and weigh the facts ahead of time. Budget charity more publically accountable. The chief executive or fundraising NB - Proposals to other registered It’s important that everyone within the committee may recommend certain policy Evaluation charities including charitable foundations organization recognizes there is a cost to areas to the board for consideration. Include You won’t know if you’ve been successful do not count as “fundraising”, according fundraise effectively – from building the reference to these in your plan each year so if you don’t set your benchmarks before to CRA’s Guidance This means that infrastructure onward. But it’s also one of they are not overlooked. A Gift Acceptance you start and measure your progress against neither the expense nor the revenue would the few income generating departments in policy would outline what your organization them. For instance, was the goal of your be included in lines 4500 (receipted), 4630 any charity. Don’t be penny-wise and pound will and will not allow. For instance, a special event to raise awareness or money or (fundraising) or 5020 (expenditures) on foolish. Boards need all the facts to make children’s charity won’t take funds from both? What are the measurable indicators your T3010. informed financial decisions. tobacco or alcohol producers. that help you know if your efforts paid off? Fundraising Goal Additionally, the overall organizational Analyzing successes and failures will help budget must include these fundraising costs, the team know what activities and methods Be realistic, particularly if your charity as well as reflect the fiscal requirements of to pursue and what to drop. has no fundraising history or basis of the strategic priorities. comparison. How much do you need to fill the gap between income and expenditures? External Forces See Tips and Tools Page Where will the difference come from? What The Building Blocks of a Successful Annual Program Understand your organization’s potential percentage of your revenue comes from T Tips from environmental and direct mail expert, David Love 118 for success by acknowledging the current government grants, business ventures and economic climate, sectoral issues and membership? Is it feasible that the difference Creating an Annual Giving or Regular Giving Plan individual perceptions about your charity. can come from fundraising? Whom will you A step-by-step approach of points to consider 119 - 121 If there is a chance that the impact of any approach and how? Identify your income of these factors will be negative, it’s best Formulating SMART goals projections according to techniques and to anticipate the consequences and include Goals need to be specific, measurable, achievable, realistic and time-bound 121 - 123 sources (e.g. special event; letter writing; them in your plan (e.g. a major capital face to face visit, individuals, foundations, campaign has been kicked off in your small Friends of Killarney Park Fundraising Plan businesses - local or corporate, etc.) community or a downturn in the economy Sample plan provided by Kris Puhvel, E.D. 124 - 126 Stewardship will undoubtedly have an influence on your fundraising efforts.) Surf the Web Outline your charity’s strategy to: use Fundraising Planning funds in the way the donor intended; thank Suggested Timetable w http://www.londonarts.ca/html/FundraisingPlan.pdf them and get tax receipts sent promptly. A resource kit for developing a fundraising Plan Outline (at least) a 12 to (ideally) 15 month There is a direct correlation between the schedule so there is a visual overview agency’s ability to respond quickly to of all fundraising activities within your gifts and a donor’s tendency to renew charity. (Try months across the top and their support. Considering the most methods down the side). Work backwards expensive part of fundraising is donor and include start dates, activity deadlines

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 35 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 36 Making a compelling case with you in 10 days”, sign their name and check 5. Invest - without requesting a donation, it’s a question of how far back you have to think! for support in when they say they will. not a fundraising letter! Ask for a specific (e.g. Dear Mom and Dad; Love Cynthia; P.S. amount or direct them to the gift ranges Please send $100 by Friday!) Most letters follow the traditional problem/ In order to know who would be interested included in your reply form. solution form taken in advertising. Acid Consider you may be writing the letter for in supporting your cause, your charity needs Indigestion? Take Rolaids! A sedentary One strategy to help you strengthen your another person to sign. Do your homework. to have a compelling case for support that lifestyle contributes to disease. Support our appeal is to collect other charity’s requests and Find out about what style that individuals engages its readers (or listeners). Tell a story park and ensure society has a place to hike, reply forms and critique them. Keep what you prefers and be sure they approve the final draft. that captivates the audience at the beginning, enjoy nature, get fit and stay healthy! like and discard the rest. Some of the large touches their hearts in the middle and finishes organizations will have paid professionals a Your letter should be a conversation with with the reader becoming an agent of change. Follow a set of guidelines: significant amount to write their copy and design the reader. Avoid repeating words - use your dictionary and thesaurus. Read your draft I’ve always said the organization’s case is a the package. ■ why is the organization writing (the aloud to someone unfamiliar with your shape-shifter that can take on many forms. problem) Avoid doom and gloom - there’s enough in organization. Did you trip over any words that Your case includes written or verbal appeals, life; don’t guilt people into giving. Be positive you wouldn’t normally use? Does it make sense grant proposals - even your charity’s brochures, ■ what does it intend to do? (the solution) and state proudly what your organization does to outsiders or is there jargon?

for support for annual report and (surprisingly) the T3010 ■ what needs to happen? (empowering the well. Focus on the charity’s deeds versus needs. Charity Information Return you submit to CRA. You want to make donating (today) as reader toward a solution) NB - You are not begging - you are providing All these examples have the potential to make convenient as possible! Make sure there is a and reinforce your public appeal and should an opportunity for people to invest in a Define what you want before you start to phone number available and enclose a reply touch people’s emotional (feeling) and rational worthwhile project. If you don’t believe in the write the letter. Your objective is to establish card and envelope. Can you accept credit (thinking) sides. charity’s achievements and importance it plays or strengthen a connection, instil a sense of in our society then you are not ready to write card payments or online donations? Do you encourage monthly giving? Is your letter Let’s start small. I’m showing my bias but I’m ownership and get a donation. How do you the letter. perfect...without any typos? not a fan of lengthy fundraising letters. Ideally intend to achieve that goal? In direct mail, three important components in to individuals, a one or two-page request You’ll read more about the Donor Cultivation a letter are: the salutation, who signed it, and You may only have one chance to get your is sufficient provided you’re not asking Cycle in the pages ahead but consider how what the P.S. contains. Choose these with care, reader’s attention. Spend the time and effort to for a major gift (which is better made in you can use the “five I’s” to help guide your and trust you are all fundraisers - it’s just target your prospects properly and your request person anyway). Put yourself in the reader’s paragraphs: is more likely to resonate. shoes. Understand that you’re competing with life’s distractions and a world of information 1. Identify your reader with a proper overload. Your letter may arrive with several salutation. Write an opening sentence and pelling case pelling bills or, the recipient just spent $1000 at the paragraph that will appeal to their ego. Why See Tips and Tools Page mechanic and is already paying for their are you writing to this person? Don’t start m children’s braces in instalments. How do you by talking about your charity’s challenges. T Fundraising Letters That Work intend to get the envelope opened, let alone Advice from Tom Ahern 127 inspire the prospect to read it and promptly 2. Inform them of the organization’s Tips for More “Appealing” Fundraising Letters make a donation? accomplishments. Describe the problem A compilation of my lessons learned in letter writing 128 and how your charity is the best choice to It’s best to personalize the message as much address it. Sample direct mail letter as possible. An even better strategy is have a Courtesy of the Friends of Killarney Park 129 willing board member, who knows the reader, 3. Interest them by demonstrating where their make the request directly or at least handwrite a personal priorities and values match your Telling Your Story: The Case Statement note at the bottom. Comments can be as simple charity’s goals and mission. Simone Joyaux is a master in the field and her advice at anytime is worth reading 130 - 131 ing a co a ing as saying “I frequently witness the benefits of 4. Involve them with an invitation to join other Composing the Elevator Pitch k this charity firsthand; I hope you will join me in helping this great cause!” and “I will follow up investors and demonstrate how their support An excerpt from Bernard Ross and Clare Segal’s great book 132 a will make a difference. m FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 37 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 38 Foundation and/or ■ How will success be measured? Prospect Research foundations and corporations. The former comes Business Proposals Overview & Resources from the Public Information Return (T3010) that ■ What benefits will the donor get by charitable foundations must submit to Canada supporting this request? When writing to a business or foundation, Now that you have defined your case you have a Revenue Agency and the corporate details rely on more diligent and varied research techniques build your case strategically. Step one occurs Investors will have formal and informal ways of better sense of the type of investor you’ll need. because there is no centralized source. before you start your proposal. Is there a logical assessing the impact of their support based on I have made a few references to “Linkage, fit between your project and the potential Ability and Interest”. L-A-I defines the the following criteria: Some of the Fee Services Available: supporter? If not, don’t waste your time. If difference between a “suspect” and a so, be compelling and direct in the covering ■ A worthy cause (in terms of measurable “prospect”. You usually need to identify three www.ajah.ca - Ajah Fundtracker letter or Executive Summary, expand on the benefits to those you serve - not programs to five warm leads for every successful gift so roposals same messages at the next level in the proposal offered) targeted research is imperative.

P http://www.bigdatabase.ca - Big Online itself and if appropriate, provide appendices that support your claims. Try not to exceed 15 ■ Validated need that resonates with the If 80% of private sector support comes from http://www.charitycan.ca - CharityCan minutes reading time and answer the following prospect, backed by market research that 20% of the donors (in large cities it can be as supports your claim much as 95% from 5%) then you must be very questions as succinctly as possible. http://www.grantconnect.ca - Grant Connect strategic. Spend your valuable time researching - (formerly Imagine Canada’s Directory to ■ What is your organization’s track record of ■ Evidence that the proposal doesn’t duplicate the prospects and leave the suspects behind. Foundations and Corporations which may be related accomplishments? existing activities - it’s either a proven need Here’s how to start: or builds on one available in some libraries). What do you want to do? Linkage - there is some connection to

usiness usiness ■ ■ ■ Organizational track record and strong your organization through people who are Sleuthing B ■ How much money is needed over what administrative systems (inventory of already involved in your work (think of how Online information about individuals is limited period of time? achievements, strategic planning and LinkedIn, Facebook, etc. work to find both to who sits on corporate or foundation boards progress) confirm a credible, viable prospect research your personal contacts and potential ones ■ Who will benefit and how? and whatever you can find in newspaper investment too) archives. There is no simple way to access ■ What results do you expect to achieve? ■ Practical solution demonstrates capacity to ■ Ability - based on public information, Marigold and Sterling Fortune’s net worth and respond to changing needs and opportunities how much they donate to each charity. But a lot ■ What are your costs for this initiative? perhaps supplemented by your contact - expertise to address the problem and person, you know the prospect has the of research can happen by just being curious ■ What are the expected sources of income? activate available resources is clear financial means to make a significant and perhaps, sociable. Throughout my travels contribution (or volunteer their time, or I’ve always claimed that within two hours of ■ Understanding and outline of how success ■ How will you raise the money required for both in the case of potential board or fund arriving in any town or city I can identify its will be measured and at what intervals this project? development volunteers) “movers and shakers” provided I have a camera and a car. That’s because I constantly read (and ■ What is your strategy for the project’s future ■ Budget illustrates realistic amounts from ■ Interest - you can draw a parallel between photograph) donor walls, annual reports and sustainability? diversified funding base - how you intend to the candidate’s values and priorities and that lists in concert programs. (I know, some of you achieve your financial objective of your charity ■ Who is responsible for the project? would say - get a life.) ■ Plan shows the donor where they fit into the Well-resourced development departments My research starts with a trip to the local ■ Do you have any partners and if so, what solution, including methods of support and employ prospect researchers and/or subscribe to hospital because it often has the most role are they playing? how they benefit paid online databases. Here are some Canadian sophisticated fundraising in a small community. How will funds be spent? providers whose annual subscriptions range Similarly, public recognition of United Way’s

oundation and/or and/or oundation ■ in price from about $500 to $3500 (2013). canvassers and donors listed in the local paper F You may or may not decide that kind of an or annual report informs me too. If there’s a investment is in your budget but it doesn’t theatre or another gathering place that honours See Tips and Tools Page 133 cost you anything to request a demonstration. its volunteers and supporters I can definitely Tips from Foundation Grantors The information you get is primarily on narrow the field. Elders in various churches T Advice from interviews I conducted

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 39 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 40 indicate community engagement. A different and addresses of people you don’t know is http://www.weconserve.ca/strategy/funding.html www.otf.ca - Ontario Trillium Foundation audience but very generous nonetheless are expensive and relatively ineffective; they - Funding Your Project those who support sports activities as sponsors would definitely be considered “suspects”. http://www.fef.td.com/?cm_sp=cFEF000-180 - and coaches. It’s easy to spot the same names https://charityvillage.com/directories/funders. TD Friends of the Environment appearing on a variety of these lists. Toronto is a Another strategy for collecting names and aspx - Charity Village - Funders’ Directory small town when it comes to major donors - just addresses is to be sure there is a way to gather http://www.imaginecanada.ca/node/119 http://www.ec.gc.ca/financement-funding/ think how your community compares! that information at your special events. People - Imagine Canada’s Caring Companies default.asp?lang=En&n=768DAFB1-1 - have demonstrated an interest in your charity by (committed to philanthropy) Now, back to Linkage-Ability-Interest. I would attending. Some may never make a donation but Environment Canada’s Green Source funding create an alphabetical listing of all those movers you don’t know that until you ask. database and shakers and ask your board members to http://www.on.ec.gc.ca/funding_e.html - Funding Sources rank each one under the Linkage column - #1 Funding Programs - Environmental Stewardship “I know this person well”; #2 “I’m acquainted It’s impossible to provide an up to the minute and can make an introduction”. Under Ability http://www.cegn.org - list of funders because it’s never static. The links they may be able to provide some insight about Canadian Environmental Grantmakers’ Network below will help you find potential supporters. whether their friend or acquaintance has just sold the family business to Bill Gates or if Start with Grants Ontario - http://www.onepercentfortheplanet.org - they’re currently over-extended. For Interest, http://www.grants.gov.on.ca - this is a One Percent for the Planet you want to know if this prospective donor’s centralized site of all provincial funding values mesh with your charity’s mission and available and it is regularly updated. if so, how? Keep in mind your lists contain confidential information. Gather your team Other options (in no particular order) include: together, for a potluck or other cost-effective http://www.mec.ca/AST/ContentPrimary/ social gathering and ask them to complete their Sustainability/CommunityContributions.jsp form and hand it back before they leave. The Mountain Equipment Co-op Community information you collect will help with your Contributions fundraising plan and how each prospect should be approached. If you have a fundraising http://www.earthday.ca/envirofund - database, you can record personal connections, Earthday Community Environment Fund what level of gift you’d request and how to appeal to their interests. Be respectful. My rule http://sustainabilitynetwork.ca - is to never enter any data that I wouldn’t The Sustainability Network feel comfortable showing the prospect I’m researching and documenting. Once you’ve recorded the information, be sure to shred or lock up the forms; always safeguard and respect confidentiality.

You may not have addresses of potential donors but perhaps your board or fundraising committee members can provide that information. If not, Canada411 is your logical first step. People give to people they know and trust. It’s definitely worth the effort to build your database from within your “family’s” personal contacts. Renting lists (for a one-time use) with names

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 41 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 42 Partnerships http://www.otf.ca/en/knowledgeSharingCentre/ Books resources/Env_Study_Research.pdf - Ontario Funders appreciate and often mandate Trillium Foundation - Research Brief - The http://canadianwhoswho.ca - collaborative efforts. Multi-partner projects Environment Sector in Ontario Canadian Who’s Who demonstrate strategic thinking and community action at a high level of engagement. If there www.canada411.ca - Canada Information - A http://www.owen-media.com/directoryofdirectors - is any way for Friends to present a united great resource for finding addresses and phone Financial Post Directory of Directors front (all or a group of your charities) to numbers of individuals or businesses. It also has approach a foundation or other investors with a feature for reverse phone number and address a provincially-significant proposal, it will searches. certainly grab their attention. I know this is easier said than done but this four-part toolkit is www.google.ca/finance - Stock quotes a perfect example of leveraging funds and the whole being greater than the sum of its parts. www.martindale.com - Lawyer search (including Canada) Regardless of whether a partnership is in your Friend’s future or not, think of prospect research www.assessmentontario.com - Ontario Property as a treasure hunt and be sure to ask for support! Assessments Identify prospects not suspects. Using the L-A-I principle helps avoid wasting your time www.cpso.on.ca - College of Physicians and See Tips and Tools Page on “non-donors” (i.e.) individuals or businesses Surgeons in Ontario Foundation /Corporation Prospect Research that have no track record of supporting charities Questions to consider 134 - time is too valuable for that. www.canada.gc.ca - Canadian Federal Government Prospect Research Form Here is a list of sites you may want to explore A way to explore Linkage, Ability and Interest with team 135 for further information: www.statscan.gc.ca - Statistics Canada Search Engines http://money.ca.msn.com - MSN Money www.google.ca Canada www.yahoo.com www.bing.com http://www.theglobeandmail.com/globe- investor - Globe Investor - current stock prices

Web Resources http://ca.finance.yahoo.com - Yahoo Finance - current stock prices http://www.apracanada.ca - Association of Professional Researchers for Advancement http://www.realtor.ca - MLS Real Estate listing Canadian Chapter (and selling prices in specific neighbourhoods)

www.sedar.com - electronic document database http://www.zoominfo.com - some free for public companies in Canada Canadian-based business searches for individuals http://www.cra-arc.gc.ca/charities - Canada Revenue Agency - Charities Directorate - public www.forbes.com - Forbes information on every registered charity in Canada including granting Foundations

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 43 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 44 Donor Cultivation Joy steps up and again, St. Peter says Donor Cultivation Cycle what a great person she was on earth You now have a sense of how to identify and to choose her reward. She asks for potential donors, partners and funders. The $10,000,000. next step is to foster a relationship. Never 5. assume you will get a cheque on your first Penny (a fundraiser) steps up and St. Peter Invest request. Relationship building relies on two- says “I suppose you’d like $15,000,000”, 4. way communication. Effective fundraising but she shook her head and said, “Just give involve is less about “What’s in it for me — or the me the names and addresses of those two charity” and more about understanding what people ahead of me”. motivates your charity’s investors. You want In the “heavenly” example above, Penny’s to offer investment opportunities (within your 1. request is the first step in the Cultivation Cycle – identify

ultivation organization’s strategic plan) that you believe 1) identification of potential donors. would inspire their gift. C However, before Penny can turn Ernest and Joy It’s been said, if you want advice, ask for into donors, she’ll have to gather 3. money; if you want money, ask for advice. interest 2) information about them to determine The goal is to help people play a role in the whether they would appreciate the work her 2. charity’s success. Keep in mind the ramifications organization does. She may also provide these inform of completely ignoring their input and ground two prospects with information about her the conversation in the mission and strategic charity. onor onor priorities of your organization. The goal is to demonstrate to her potential D Help donors see how their support can make a donors how their individual priorities align with The U.S. National Park Service has an excellent (rather than those who never go outdoors!) As difference. Before you ever solicit a donation the agency’s values and mission. By attempting site that outlines Partnership strategies and they move up the pyramid their commitment ask questions about their interests and then to understand her prospects, she can more easily has provided this graphic below which to your charity increases. Similarly, your listen intently. Open questions allow for a richer build a bridge between them and ideally, will obviously resonate with Friends and commitment to them needs to increase as well. response than those that can only be answered 3) interest them in her organization. Ontario Parks. This is the Donor Pyramid Remember, 80% of the money comes from 20% with a yes or no. which graphically demonstrates how to build of the donors. Considering you have limited Penny may choose to 4) involve Ernest and Joy I mentioned the Donor Cultivation Cycle earlier relationships from the bottom up. resources, devote the majority of your time on by inviting them to a special event, take a tour or as a way to think about writing a fundraising those individuals (or other major donors) who nature hike in the park. The goal is to have them Identify your most likely prospects - people letter. It’s been around since I started in this have the greatest interest and ability to support experience the mission in some way or another. who have some interest in the work you do profession in the 1980’s. There are some your mission. variations on the theme but it still holds true Only after Penny has gone through these steps so I’m including it for those who’ve never (particularly with a major donor) does she ASK considered this approach beginning with Ernest and Joy for 5) an investment in her Identification... charity.

Ernest, Joy and Penny are standing in line The reason it’s called the Donor Cultivation at the pearly gates of heaven... Cycle is that once you’ve received the first gift, you continue to look for ways to identify how to St. Peter tells Ernest that he was a deepen the relationship and on it goes. wonderful person on earth and, as his reward, he can take anything he wants into heaven. Ernest asks for $5,000,000.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 45 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 46 Park Giving/Donor Cultivation Pyramid Engaging Major Donors blazers, land stewards, explorers and naturalists. Use your imagination and come up with 20+ I’ve mentioned that you should focus your headings that your donors can relate to, without energy on major gifts but haven’t told you getting too cutesy. how to do that. Just to clarify, this term isn’t Benefits will need to be defined at each level Bequests dictated by the amount of zeros after the dollar but keep in mind, major donors usually don’t Planned Gifts sign but more about what constitutes “major” in your particular charity and community. want their gift wasted on material items that major gifts To a grassroots organization in a remote area (a) detract from support of your mission, (b) Capital Campaigns $500 would be a very significant donation. To cost too much and/or are cheap trinkets and (c) Endowment Campaigns are often unattractive and don’t fit with their Special Events a huge, national institution $500,000 would evoke similar excitement. Whatever the case, fine art collection! If you feel the urge to issue annual giving the definition depends on where you’re located plaques, ask your donors if they actually want or donors or years Annual Campaigns direct Mail and average gifts in your area (local hospital and them first. Most individuals don’t but businesses

special Events online Donations j United Way donations and gift ranges will help or corporations may like to publicize their Membership Programs you gauge). In addition to the neighbourhood, “generosity”. a on-site/first time giving the organization’s age, size of its budget, Come up with benefits that are free or Donation Boxes Park Volunteers fundraising goal, volunteer support, donor guest Donation Program Adopt-a-Park Program m inexpensive. A nature walk with an informed history, board and staff leadership are all factors park Newsletter Online Donations staff person or expert will often be more that inform what you’d define as major. Perhaps educational and meaningful to park supporters 0 the simplest question to ask yourselves is visitor awareness and quality experience than bobbles of any kind and will also promote “what amount would inspire squeals of glee?!” your mission. Bringing your most generous Realistically, you want to choose a level that donors together at least once a year will be a more than one fluke donation can fall within. better use of time spent on prospect research, One way to increase support is to establish a particularly if you ask them to bring a like- “gift or giving club”. Encourage individuals minded friend who they feel would share their See Tips and Tools Page to join a select group. Although it’s beneficial to interest in supporting your charity’s work. 11 Questions Every Donor Asks... have a variety of levels to promote upgrading, Use this opportunity to encourage their annual Highlights from Harvey McKinnon’s book 136 you can begin by at least stewarding those renewal at that same level or one above in the

T engaging “club”. People have a competitive streak and who donate at one pre-determined major gift Initial Cultivation Strategy Worksheet amount. The objectives are to give your best when they see whose names appear higher up on Adapted from a University’s Development Department 137 donors a sense of belonging, inform them of the ladder, they may decide they’ll up the ante to how their support addresses your charity’s join that team. highest priorities and continually strengthen Another way to encourage larger donations is their interest. This approach to cultivation and Surf the Web to provide the option to make monthly gifts stewardship puts like-minded investors together U.S. National Park Service (see pages 56 - 57 for more information). You w and that’s a smart move (provided your charity http://www.nps.gov/partnerships/fundraising.htm are offering a convenience to donors that can be can demonstrate strategic thinking and practice Great resource to learn how our neighbours to the south are fundraising and developing worth the initial investment your charity must because they’re usually business-savvy people). partnerships make. This service gives a relatively predictable Some of the typical names for these groups cash flow and statistically, monthly supporters are: visionaries, founders, patrons, benefactors, are more likely to leave your organization a companions, guardians. Sometimes you’ll see bequest than many others (provided you nurture creative titles that relate to the charity’s mission. the relationship and ask). Park examples could include pathfinders, trail

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 47 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 48 Some options for accepting such gifts are more Preparation The tried and true method nowadays is Google. Another way to identify corporate board costly than others. They can include manually You can type in his and/or her name along with involvement is through the Directory of processing a credit card donation twelve times This scenario is a good demonstration of my “donor”, “donation”, “support”, “campaign” or Directors. Twenty years ago that book a year or in the “no frills” category, collecting mantra “Linkage — Ability — Interest”. The similar fundraising synonyms. Provided they along with the Canadian Who’s Who were and depositing post-dated cheques. A more fact that 1) you’re acquainted with the Fortunes aren’t making anonymous gifts, various charities vital resources to any serious development sophisticated (and expensive) version of this and 2) they give significant gifts elsewhere will probably appear. The links provided usually department. Now with the advent of such technique would be to set up Electronic Fund already means you’re on second base. There is take you straight into a donor list or Annual sophisticated search engines these texts are Transfers (EFT) through your bank. You can an established connection (Linkage) and they Report where you can see what category or helpful but less necessary. also encourage your donors to make gifts online have demonstrated a generous track record level (gift range) they give. Although numbers through your charity’s website but having the (Ability). are often not mentioned you can draw some capacity to donate directly (or more important, conclusions based on how high on the list their In order to get to third base you need to securely) can be expensive. A reasonably names appear. understand what motivates their philanthropy priced alternative is to utilize another Canadian (Interest). You may already know what charities registered charity (Canada Helps) as the go they support. If so it’s relatively simple to go between. The downside can be anonymous gifts to those websites, review the annual reports of so there is no way to nurture the relationship. the Fortune’s favourite causes and identify at However more often the worst pitfall is to ignore what level they donate. Someone can be a major the people who opt for this convenience because donor to one charity that they love and only give they’ve already been receipted. Steward a token gift to others. That’s useful information Canada Helps (or United Way) donors with for your cultivation strategy. the same attention as those who give directly to your charity. If you don’t know where they donate you can See Tips and Tools Page always ask directly. That’s the easiest way to In a small community (whether physical or Moves Management Prioritizing Grid conduct your prospect research, straight from virtual) ties are strong. It’s quite common that T A simple tool to help you decide where to focus your energy 138 the source. If you aren’t comfortable with that engaged volunteers may socialize with generous approach you need to ask yourself whether donors and it’s not uncommon for friends to feel you’re the right person to solicit a gift when awkward when asking each other for support. the time comes. One of the factors that Let’s walk through an example of how to ask a professional fundraisers want to know about generous acquaintance to support your charity. Linkage is whether the canvasser can actually I recently mentioned Sterling and Marigold influence the prospect’s decision (which really Fortune. Let’s say for the sake of education, isn’t too difficult if you all share a common this couple goes to the same church as you and passion). you’ve known them casually for many years. As mentioned earlier there are online services You are aware they are benefactors to a number available to research prospective donors but of charities. Ask and you shall receive is a information about individuals is limited. What good place to start but don’t expect an instant it will tell you is whether your friends sit on gift without doing your homework. That said, any corporate or charitable foundation boards. remember, people give to people they know That may address a bit about their “ability” and and trust so that’s in your favour. possibly “interests” but won’t necessarily help you with securing a gift from them personally.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 49 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 50 The Courtship Once a donor has begun to invest in your Scheduling an How Long Will You Need? organization part of the cultivation that Appointment You need to engage Mr. and/or Mrs. Fortune continues is determining how the relationship The length of your meeting will depend on the in a dialogue and learn more about their can be strengthened. In that case, some of those One of the most important reasons you identify purpose of your visit. According to Richard E. priorities. Effective fundraising relies on questions could be: Linkage is that you often need it in order to get Matheny in his book Major Gifts: Solicitation understanding your prospect or donor. You want your “foot in the door”. For instance, it’s much Strategies he states prospects often base the 1. What do you like best (and least) about what to offer investment opportunities – within your easier for a friend, colleague or acquaintance to decision to agree to a meeting on three factors: we do? (Be prepared to respond promptly organization’s strategic plan – that you believe request a meeting than a total stranger. If you if the donor’s experience hasn’t all been ■ the purpose of the visit would inspire their gift. But you can’t do that if haven’t been able to establish any connections you don’t know their interests. positive!) ahead of time you will have to work harder to be ■ the proposed date heard. Think your questions through so you can get the 2. What would you like to know about our ■ the proposed length of the visit charity that you don’t know now? most from the conversation(s) and then listen Usually people in the position of making a intently (we have two ears and one mouth for a Try to address all three when scheduling your 3. How could we improve our donor major gift are busy. Whether it’s an individual, reason!) Typically, an open question allows for a appointments. You could say “One of the communications to insure you and others are foundation staff person, director or corporate richer response than one that’s a closed “yes/no” Friends’ Toronto-based board members and well-informed? executive, you need to meet with those in a answer. Ellen Bristol provides “Three Simple position to make decisions, otherwise you will I will be visiting park patrons in the area the Questions That Establish Donor Trust”. 4. What would you advise to strengthen our waste more than just your own time. week of May 13th. We’d like to learn more fundraising effort? about your interests and wondered what day 1. The success question: “What do you want to Before you attempt to schedule an appointment that week would be convenient to meet with achieve?” 5. Who of your peers would be interested in identify its purpose. Are you (a) getting you for 30 minutes?” our work and how do you recommend we acquainted (b) exploring gift options (c) making 2. The frustration question: “What do you want involve them? a request or (d) saying thank you and stewarding Generally speaking the longest I would schedule to avoid?” support? Once you’ve defined your goal then with a prospective donor is one hour. Be sure Remember that engaging prospects and donors the co-presenters anticipate possible responses 3. The “Right Charity” Question: “What helps you can articulate the sub-goals that fall within will enhance the relationship and by inviting and identify how many minutes will be spent on you decide which charities to support?” each of the above. their feedback, they gain a vested interest in each step. Then it’s imperative you stay within Other questions to consider are: your charity’s work. It’s never easy to coordinate calendars but at the allotted time. There is nothing wrong with least online meeting and appointment schedulers finishing the meeting early but don’t arrive late 1. What impact do you want or expect through have improved things somewhat. It also helps or go into overtime. Respecting the schedules your philanthropy? to have introduced yourself to your prospect’s of all involved may or may not win favour personal assistant if they have one. You will but to run behind will definitely backfire. The 2. What is it about your top three charities that need that individual’s help and you want them only caveat to that statement is if you were puts them in that category? on your side so establish a rapport as soon as providing a presentation or tour and the prospect possible. is completely engaged and already wanting to 3. What is most important to you when discuss how to make a significant investment. choosing a charity to support? If it’s a local visit there is more flexibility but Even then, remember to ask yourselves, are we if you are travelling a distance it’s ideal if you ready to have this conversation? Are all the right can schedule a few prospect meetings. Are there players at the table? How should we proceed for potential major donors who visit your park See Tips and Tools Page the best possible outcome? annually but are based in a major city within a Questions to Engage Major Gift Prospects and Donors 139 T day’s drive? Frankly, it’s possible that’s where Draw out potential donors and understand their interests and priorities your best lead donors are - well-employed, before launching in to the charity’s needs. valuable real estate and forever grateful for their oasis away from the hustle and bustle of their city lives.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 51 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 52 Where And With Whom Will You Setting And ConfirmingT he The Ask - Soliciting prior to asking others? I am not discounting Meet? Appointment Donations the significant investment of time that volunteers contribute and if you cannot afford to give at the The location of your meeting is often contingent Provided you have done your homework In terms of time invested, the “ask” is the same level that you’re asking at, you can at least on the purpose of the visit. If you were seeking requesting to meet is a relatively simple task. smallest step in the development process and point out the stretch you’ve made personally to investors in a new trail you have two options: If it’s a challenge to find a mutually beneficial it triggers the biggest gut reaction. Without it, give your time and treasure. (1) wait until you can lure them to the park and time for all involved be sure to follow up. Ask we make no headway (or money) so if you can Major gift donors know the fundraising game. show them your plans or (2) meet them on their what date it would convenient to call again and look at it impersonally and set any ego aside it They usually sit on charity boards themselves or turf (home or office) and bring photos that make then honour your commitment. Be polite and becomes much easier. The request you and a have done so in the past. They particularly know them yearn for nature! Ultimately, you should persistent. team member make to the Fortunes is not about the role board members must play as champions let your donor or prospect decide where it’s you. It’s about the good things this particular When you have secured a date and time, send a and look for evidence of that leadership. You most convenient for them. If the meeting occurs charity is accomplishing. Your relationship written confirmation to the prospect, spouse if will also be more convincing when you share closer to their home than yours be sure to have with Sterling and Marigold coupled with your attending and administrative assistant including: some of the facts you needed to consider prior to them notify you the next time they will be in firsthand perspective of how the charity makes your area so you can show firsthand what their making your own donation. ■ Thanks for agreeing to meet a difference is the magic combination. You gift has (or will) accomplish. need only to share your passion and say a few One philanthropist I knew who gave away ■ Agreed-on date, time and place of meeting simple words. The fact that you are integral to One of the biggest mistakes naive fundraisers millions in his lifetime and chaired countless the organization’s success helps motivate your boards intentionally studied the donor list can make is to assume that the person signing ■ Purpose of the meeting friends to invest! the cheque is the decision-maker. Never of charities that requested his support. If he didn’t see proof of 100% commitment from underestimate the value of including couples or ■ Attendees (contact information can also be The Six (Not So Big) Secrets Of Major the board of directors, he wouldn’t make a gift. families in your major gift discussions. Again, helpful in case of emergency on the day of Gifts you need to set the stage when you state the the meeting) His philosophy was “Why should I invest in an purpose of your visit and then defer to your The 1. right volunteer asks organization when its leaders don’t even make prospect or donor as to whom they’d like to ■ Confirmation of any materials either party their own annual donations?” include. will prepare for the meeting 2. the right donor for A Team Approach To Dine or Not to Dine? ■ Commitment to confirm by telephone the 3. the right amount at day before the meeting If you recall a “culture of philanthropy” requires Although Matheny’s book dates back to 4. the right time to a certain mindset in your charity. It is a belief 1999 there is still very specific and pertinent and value that get conveyed consistently and 5. support the right project with information about Major Gift asks including is reflected in the actions of the organization. some of the rules of etiquette you may encounter Successful fund development thrives on team 6. the right approach. if you were invited to dine at the prospect’s effort. Volunteers bring contacts, credibility private club. If that’s where the individual is Right! Easier said than done but something and commitment while staff members most comfortable or can only meet you during that successful fundraising teams rely upon. implement the operational tactics that fulfill a lunch break don’t be surprised and do be (Ken Wyman wrote a whole book for Heritage the strategic plan. prepared. Not only will you need to follow Canada that’s available free for download As long as a third of your committee or board the dress code and brush up on your table online called Face-to-Face: How to Get Bigger is willing to make a face-to-face ask for a manners but many of these institutions do not Donations from Very Generous People - see Web significant donation or at least learn how, you’re allow paperwork in public areas. Better to be links page v). well on your way to increased revenues. If that’s forewarned than to make a faux pas. If possible, not the case, the first priority is to recruit people it’s frankly much easier if you can meet over Lead by Example who can. For those less comfortable, cultivation coffee or better yet, no drinks to drop or Your charity has identified a strategic priority and stewardship are the complementary skills mouthfuls to manoeuvre. that everyone believes would interest the that are: strengthened by board, volunteer and Fortunes, based on their values, beliefs and staff involvement; and help insure the charity’s donations elsewhere. Have you made your gift return on its donor acquisition investment.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 53 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 54 A Few Simple Words Five Easy Payments Monthly Giving ■ Staying informed through regular progress updates After all your preparation the meeting itself will Pledge periods are most typical in multi-million NB - On the topic of more predictable cash take one hour or less. Once your canvasser team dollar capital campaigns but in an effort to flow, annual donors who opt for monthly And, through monthly giving charities can: has described the project, outlined the financial secure a major gift even for operating funds giving demonstrate a strong commitment to ■ Increase their annual income sustainability, identified other investors and there is a growing trend to offer five years or their favourite causes. Not only do they give explained the role the Fortunes can play in this more to pay it off. The goal is to make the at a higher level, they are also the most likely ■ Reduce attrition rates initiative, the actual ask is as simple as, “We payments palatable so be prepared to creatively constituents to leave a legacy to their charities would like you to consider making an investment accommodate the donor’s needs. NB - Securing of choice. ■ Strengthen long-term relationships with of $(amount).” NB - Once the pitch has been a larger amount and more predictable cash donors and the lifetime value of their support made the most important thing you can do is flow than a one-time gift is worth some Sometimes referred to as “sustainers” or bite your tongue, watch and listen. Remember, flexibility but your board should define a “recurring donors” this method of fundraising ■ Set more predictable budgets two ears, one mouth. suitable policy first. Any charity that accepts got its start in child sponsorship programs. I ■ Forecast cash flow more effectively pledges also accepts that about 10% of donors still remember writing to my “foster siblings” in Despite all your research, sometimes you still will renege, especially if a recession hits during faraway lands about fifty years ago, generously ■ Keep postage and administrative costs down don’t know how much to request. The flinch the term of the commitment. These “gifts” are supported by my caring parents. Monthly giving test is often joked about in this profession. The voluntary which is all the more reason for your programs have come a long way since those early ■ Reduce the volume of fundraising requests canvasser asks Mr. and Mrs. Fortune if they’ll board to understand the pros and cons of pledge days and yet the principles remain the same. consider a gift of $5000 and if they flinch at options knowing the former usually outweighs What kept our family engaged in the Foster Where to Begin the amount you add “over a five year period”. the latter. Parents Plan? It was the translated, handwritten Conversely, if your prospects don’t flinch at notes on onionskin accompanied by photographs Start with approval from your charity’s leadership the $5000 request you promptly add “a year What’s the Worst that Could Happen? that marked the healthy growth of our chosen team (chief executive and board). If you have for five years”. It’s a humorous example but sponsored children. difficulty making a compelling case within your certainly one to keep in mind using an amount If you go in with the attitude that the worst organization simply ask which they’d prefer that’s suitable and appropriate to your particular someone can say is “no” you’re taking the Today’s donors have much more instant - annual or monthly donors? There is enough charity. Many years ago I had the privilege of right approach to soliciting gifts. Even if that’s gratification. Thanks to online correspondence, evidence available today to justify the additional accompanying a seasoned volunteer who turned the case, the door is rarely slammed shut. soliciting and stewarding monthly giving can expense in favour of increased revenue. a $50,000 request into a successful $100,000 gift Sometimes it’s just bad timing. If you’ve done appear seamless. It used to be that monthly giving relied on a using exactly the same method over two years your Linkage-Ability-Interest research and truly What’s in it for the donor? solid database of supporters. Charities would instead. identified a warm prospect over a cold suspect, be patient and persistent. segment their records, ask select annual donors ■ It’s easy! Regular donations can be made in to consider giving monthly and a portion of them affordable monthly payments would oblige. Today we are seeing a number of institutions, particularly in large urban centres, ■ Giving options include: Pre-authorized See Tips and Tools Page using street solicitation to sign up new donors chequing (PAC) or Electronic Funds Transfer How to Ask for Money who agree to give twelve times per year to (EFT); credit card transactions and least likely T Simple advice to strengthen your request for support 140 complete strangers! now but not completely obsolete, post-dated Strategy Sheet for a Two-Person Ask cheques “Chugging” (less affectionately referred to as Anticipate questions and draft responses 141 - 143 charity mugging) is a proven, yet controversial ■ Save postage and time with automatic form of donor acquisition. One Globe & Mail Confidential anvasserC Call Report Form transactions article stated “Half of MSF’s 45,000 current To be used immediately following the meeting or completed after monthly donors started giving “because of a any contact with potential donors in order to document what’s been learned - ■ Flexibility. Donors can easily increase, conversation they had with someone on the street confidentiality is crucial 147 decrease, pause or stop their gift at any time or at their door,” according to Ms. Davies. Over a Responding to Donor Objections ■ A cumulative tax receipt is issued annually decade, donations from this stream have ballooned Helps you anticipate objections and practice responses in advance 144 - 146

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 55 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 56 to $16.5-million with an average monthly gift of Integrated fundraising refers to the multiple Options for Giving connected is your charity? If it isn’t linking with $16.” The article goes on to say this fundraising channels that charities can now use to its wired population, the loss isn’t great yet but method is an effective one...and I will add...for communicate with donors. It is one of the Make it easy and enjoyable to support your it’s still a topic of discussion for future budgeting. select causes. investment considerations the leadership team charity! There is too much competition out there needs to decide upon with its up-front and to avoid providing conveniences. Your donor As for the other options listed in the bullets, Street solicitation is not for everyone. Médecins ongoing costs including on- and off-line tactics is most likely to give to the charities that can accepting any of them will require professional Sans Frontières (MSF), the Canadian Red Cross, to maximize results. The more systematic and accommodate their payments or other needs expertise. Whether it’s a brokerage firm, Amnesty International and Greenpeace were the strategic the paid and volunteer fundraisers (within reason and acceptance policies). appraiser, accounting or legal counsel these gifts organizations cited in this Globe & Mail column. are, the less chance they will lose their donors are never simple. Your board may define a “Gift Sick Kids Hospital Foundation and World Vision between the resource development and IT/ Canada Revenue Agency defines which Acceptance Policy” ahead of time but usually, have also been identified based on their 2007 communications silos that occur traditionally. donations usually qualify for charitable tax necessity is the mother of invention and the group experience. In comparison to such largely known Success depends on cross-departmental credits. They include: decides when faced with that particular dilemma. organizations it’s unlikely that a more obscure conversations. Donors don’t care whose job it Sometimes a decision can’t be made fast enough ■ money cause with a less compelling case for support is to communicate with them, they just see your and the donor goes elsewhere. Frankly, if the would garner sufficient return on investment donation is really complex or there are a number charity as a single entity whose work they support ■ securities to justify the cost of this method of donor and they want to stay informed. of strings attached, your charity is probably acquisition. ■ ecologically sensitive land better off without the complications. Learn from Reactivating lapsed monthly donors the lesson and have the board define a policy to Monthly giving does rely on an appealing ■ certified cultural property address future situations that could raise the same mission. The most successful purposes include: Retention is always cheaper than acquisition. concerns or questions. animals, children, emergencies, international Develop follow up procedures to reactivate ■ capital property relief, and religion. Charities who can “package” donors whose credit card has expired or who have CRA also defines gifts that don’t qualify for their mission into tangible appeals secure the cancelled access due to loss or theft. Calling on ■ personal-use property (such as prints, a tax credit. That doesn’t mean your charity

most subscribers. For instance, animal lovers evenings or weekends is the most effective way giving for options etchings, drawings, paintings, sculptures, can’t accept them; it only means you can’t may find it hard to resist sponsoring a pet that to touch base and confirm new information. Build jewellery, rare folios, rare manuscripts, rare issue an official tax receipt. Probably the needs special care. The regular updates they that approach into your scheduling. books, stamps, and coins); and most important of these is the contribution receive on their “adoptee” helps strengthen the of services. You can still welcome the offer ■ inventory (such as art, antiques, rare books) bond. Another example of international aid that is Some donors have second thoughts and cancel and recognize the value of the donor’s gift; their pledge. It’s still beneficial to talk to them well thought out is Plan Canada’s Gifts of Hope Money is the simplest of these gifts to accept. their donation still deserves acknowledgement, directly and find out if there is an alternative catalogue. What creative ideas can you generate Even then, donors will ask whether you take particularly if it has saved your charity those method or amount they would consider. Be to inspire monthly park donors? credit card payments, online donations and professional fees. respectful and don’t judge their decision; there if you’re lucky, monthly gifts. In the case of a Fundamentals is no way of knowing their financial situation. Be sure to only accept gifts that help your large donation, they may ask if the payments can Always leave the door open and you’ll be charity. If you’re under-resourced then money is be spread over a few years, in which case you To retain your donors you will need to have pleasantly surprised when they return. what you really need. Don’t encumber yourselves need to have a system in place to accept pledges an effective processing system that ensures with things that may or may not be valuable once and provide payment reminders. Whatever the timely and compelling correspondence with The Bottom Line you figure out how to get rid of them. Even then, case, the number of cheques that arrive via snail engaging cultivation and stewardship. The least some donors have built in a clause that states Monthly donors are well worth the effort and mail is on a continual decline, so be prepared. expensive way to keep in touch with investors is the property should be held in perpetuity, which through e-news. Ask your supporters what types investment! The benefits to both the donor and Another way to solicit and accept funds is certainly doesn’t help your charity’s cash flow of communication they would like and then charity outweigh all the arguments. While some through social media. The term “crowdsourcing” and often adds to its operating costs. There is respect their request. Record their preferences causes may be more compelling than others it’s a refers to people connecting with their online nothing wrong at all in explaining to the donor in your database and develop your personalized meaningful way to encourage individuals to make networks. It’s a personalized request made to their that you appreciate their generosity but their gift marketing strategy accordingly. a significant difference in the good work you do. “friends” from someone they know and trust. does not fall within your charity’s acceptance Online giving is a small but growing method for guidelines. Harvey McKinnon (one of my Trusted Sources and a Canadian treasure) literally wrote the book on consideration. Just don’t confuse one tool with Monthly Giving called Hidden Gold - ISBN # 978-1566251228. your overall fund development strategy. How

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 57 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 58 Donor Relations would anyone want to renew their support if it takes your charity days, weeks or even See Tips and Tools Page NB - Donor relations means keeping in touch months to say thank you? Information for Board Members Making Thank You Calls with those who support your charity, between T Helpful form to guide callers and document results 148 requests for support. People want to know their You work too hard to risk losing valuable The Donor Centric Pledge donation matters. Don’t take them for granted investors through neglect. The acquisition of Putting the donor first 149 or you’ll have wasted the investment made to a donor is the most expensive part of your acquire them in the first place. The relationship fundraising activities. The competition for begins even before your organization receives support is significant and growing. Don’t the first gift. Help the donor feel they’ve given overlook the need to treat donors in a polite, respectful and timely manner. Prompt Surf the Web elations their hard-earned money to the right place. The U.S. National Park Service speed with which you respond has a proven receipting is less important than saying R “thanks for investing in our work - this is the w http://www.nps.gov/partnerships/recognition.htm affect on donor renewal rates. difference you are helping us make!” Great resource to learn how our neighbours to the south are fundraising and doing I mentioned Kim Klein’s advice earlier to donor recognition. “thank before you bank!” The rhyme is a good Penelope Burk’s research on donor-centred reminder of what really matters. Supporters fundraising discovered that more than public don’t need to have the receipt in their hand to recognition, supporters wanted the following: feel appreciated. A phone call or email will go a 1. to be thanked promptly with some form of onor onor long way. NB - Acknowledging a gift (ideally meaningful acknowledgement; within 24-48 hours) not only feels good for D everyone, it boosts your chances of additional 2. to be reassured that their donation would be support. In fact, Penelope Burk’s research used for the purpose they intended; and shows that many people will even increase their future donations. 3. to receive a report on the results of their last gift before they are asked for the next one. It’s completely understandable that volunteer-driven non-profits have to make It reminds me of my first lesson in donor the best use of their administrative support. stewardship when I turned six years old. My Inevitably, charitable receipting does not occur mother said “Cynthia, if you want a Christmas “on demand”. Realistically, receipts are issued present don’t forget to thank Granny for your when it’s convenient for a volunteer or staff birthday present!” NB - Dedicating time and member and/or affordable to delegate the task. energy to donor relations goes well beyond That’s all the more reason to have a system in good manners; it’s a proven best practice place to promptly acknowledge your donor’s with far-reaching benefits that deserves the contribution. A simple phone call from a board board’s attention and investment. member or other volunteer saying how much the investment is appreciated will strengthen the bond. You can also add, in order to keep costs down your administrator only issues receipts intermittently and one will follow by a specific date (and then honour your promise).

In today’s world of instant information many of us know the minute a cheque has cleared our bank. Put yourself in the donor’s shoes. Why

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 59 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 60 Evaluating Return on ■ How much money was spent on fundraising Evaluating your special Honest Tracking And Reflection Is Key Investment activities (counting staff time) and how event much did you raise? You will need to set up systems to track I remember studying nonprofit management and The most common fundraising that many information as soon as the planning begins so ent ■ By what percentage have you increased or leadership at York University many years ago and charities try first is some form of special event. you can have an accurate reflection afterwards. decreased income since last year? To capitalize on your goals to raise funds and

m one professor said, “You can’t evaluate anything It seems like a safe bet with minimal risk. Yet awareness, choose events that help educate until you (a) take a snapshot of the situation today ■ What was the cost per dollar raised? this method can be extremely labour intensive and (b) define what goals you intend to achieve (therefore expensive if you’re honest about the the public about the mission of your charity. For instance, an experiential activity related to by a specific date. Only then can you gauge your Don’t overlook the number crunching that is staff time), so it’s even more important to ensure nature or wildlife will attract the people you success or measure the gap between the two.” necessary to assess what does and doesn’t work. that your investment will pay off one way or want to invest in your park. That’s what I call a BGO (blinding glimpse of Remember the chapter on Fundraising Costs another. the obvious) but I’d never heard it put so simply! and be sure to calculate those figures honestly By dividing your evaluation into the following nvest Evaluation relies on reflection that is based on so decisions about what techniques to pursue or Keep in mind that special events usually have at I streams you can examine the various goals your measurable goals within stated timeframes. You drop can be made, based on the facts. least two purposes and in the case of Friends of charity intends to achieve through the special need to define what you plan to evaluate and Ontario Parks, a third important one; these are: event and ask yourselves: decide how you’ll track the changes - what’s the Other questions to consider when examining ■ To raise funds for the charity evidence of success (or failure)? your fundraising efforts include: Financials

■ How did staff, board and volunteers ■ To raise public awareness NB - Measuring the results of all fund ■ Did we reach our goal? (includes all perform? development activities (amounts raised and ■ To provide a public service (e.g. natural proceeds from ticket sales, gifts in kind, spent) will help your board and chief executive sponsorships and other underwriting ■ Was there any new leadership identified and education program) make informed decisions to improve future opportunities, cash donations, pledges, engaged? returns. A thorough evaluation will ask: Typically, the fundraising aspect is what food and beverage sales, raffle and auction ■ Could the leadership team have been better organizers count on and then they are frequently revenues minus staff time, hired help

eturn on ■ Based on last year’s results what changes are prepared? If so, how? disappointed even when they haven’t set a during the event, printing, publicity, donor necessary for next year’s set of goals? R financial target. In all their busyness they recognition, venue costs, decorations, ■ Was the budget realistic? often completely overlook the “friend-raising” catering, entertainment and any other cost ■ What budget items need to be adjusted? potential and how they could measure increased that was directly related to the event) ■ How diversified was the funding? (Are funds ■ What could be done more effectively in the public awareness. IF the charity fails to coming from a variety of sources or just a Have we accurately and transparently action plan? recognize that broadening their profile is an ■ few? What are the risks of having limited important benefit of the special event, they miss reported all income and expenses versus Note there is a difference between measuring sources?) the opportunity to identify attendees. This is a netting out the amount? This is a priority fundraising efficiency (minimizing the cost per particularly important strategy if the event is of Canada Revenue Agency’s Fundraising ■ How did front-end systems perform? (e.g. dollar raised) and effectiveness (maximizing the an extension of your mission because people Guidance research, solicitation methods, production) net income). who are interested enough to come may also be ■ Did we stay within our budget? If not, where ■ Are back-end systems working well? (e.g. interested in supporting your charity in other The easiest way to evaluate your fundraising is did we go wrong? What have we learned in gift processing, donor acknowledgement, ways. Collecting names and addresses (through to look at the bottom line: hindsight? valuating valuating donor information tracking) a raffle or some other “bonus opportunity”) is a useful way to develop your database. Don’t E ■ Did you reach the financial goal you had set? ■ How can we make more money next year let the event end with no way to follow up or Or, did you even set one? with the same event? measure the impact on public perception. See Tips and Tools Page Calculating Costs to Finance T Cheat sheet on what the formulas are for determining return on investment 89 Fund Development Evaluation The questions outlined above in a checklist format 150

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 61 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 62 Event Attendance ■ How many new volunteers did we recruit? What is our strategy for keeping them See Tips and Tools Page ■ Did we get the attendance expected? How engaged? Special Event Evaluation - Short Form 151 have we counted the general public who T Special Event Evaluation - Long Form 152 - 153 didn’t purchase a ticket? Did we take a group ■ What was the total number of volunteers photo at the height of the event to help count and their estimated work hours? (The more heads? Did we sell raffle tickets to collect volunteer involvement you can inspire the contact information? more cost effective the event.) Evaluation Conclusion

■ What was the total number of paid staff ■ Was there an increase in numbers from Stop reinventing the wheel. Encourage learning and their estimated work hours? NB - This previous years? from the experience of shared perspectives. figure is often fudged or worse, ignored Identify benchmarks, set goals and measure your ■ Is there a capacity to improve numbers next entirely. Be sure to track this information progress. The benefits of fundraising evaluation year and if so, what’s recommended? honestly for a reality check on your real and planning will include: return on investment - or lack thereof! Raising Awareness ■ Increased understanding of what works and Final Event Report ■ How and where were promotional materials what doesn’t work distributed? Include everything: flyers on Invite the event team to reflect upon what ■ Thinking through and developing criteria to community bulletin boards, email blasts, ads worked and what didn’t work. Often people are measure success in local newspapers or online, public service so exhausted or totally burnt out that they ignore announcements, etc. Can distribution this important task. Don’t lose the opportunity ■ Better use of volunteers in fundraising numbers be cited? to share “lessons learned” and decide, while it’s still fresh in everyone’s mind, what ■ More volunteers to help with fundraising ■ Which media received press releases improvements could be made in the future. Take and publicized the event? Find out their ■ More money for the organization the opportunity to report back to the volunteer distribution with full knowledge that only a team in a celebratory way to keep them engaged fraction will read your piece ■ Specific fundraising activities assigned to and kick off preliminary planning for the next volunteers and staff with a timeline and event. ■ Did any media attend the event and do a goals story? Was the information they provided By setting measurable goals before you start accurate? (Correct facts promptly if not!) Take the necessary steps to make the most of all and monitoring your progress you are better Was a photo included? your efforts. Understand the monetary and non- prepared to evaluate the above-mentioned monetary costs involved in different methods. items. However, if nothing else, Ken Wyman ■ Have we kept all media coverage and clips Discuss your successes and failures and learn recommends you examine: for future reference or use in proposals? from your experiences. Only then can your leadership team decide whether your various ■ The three greatest benefits the event brought ■ Did we generate a buzz from a fun or fund development techniques truly pay the to the organization educational event? Have we captured any dividends you expect! testimonials? Did we ask people how they ■ The three greatest drawbacks of the event. heard about the event so we know which avenues work best? ■ How would you improve volunteer

participation? Volunteer Engagement ■ What changes should be made in staff ■ Did we have a strong volunteer participation? chairperson(s) for this event and provide them with a clear plan of action? ■ Do you recommend repeating this event?

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 63 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 64 Friends Revenue Streams DefinitionsO f Revenue Streams Business Income Social Enterprise is a relatively new term s According To Ontario Parks that encompasses both your retail sales and Thanks to all those who participated in the Retail Sales have traditionally supported some fee-for-service activities. Essentially, it is the m SWOT (strengths, weaknesses, opportunities (they use these descriptors when requesting of the Friends’ bottom line but I gather revenues entrepreneurial approach Friends take to income and threats) analysis sessions held at the Circle figures to develop the Friends of Ontario Parks are declining. It’s quite possible that many of generation. In an Ontario Trillium Foundation of Friends Conference in Huntsville, October Annual Report) you know more about retail in parks than I do document they include a spectrum of enterprises 2012, here is a summary. We were challenged but I can direct you to some helpful resources to between traditional business and traditional not- Business Income: somewhat by definitions,so for the sake of evaluate your business. for-profit organizations. I’ve highlighted where consistency, I’ve used the revenue categories your business income fits. Retail Sales - Map and publication sales, all as defined by Ontario Parks for the Friends merchandise (Friends and OP merchandise) & annual report (see right). Differences also souvenir sales, food and beverage sales surfaced across the province as to what revenues are Friends’ income and which are park- Services/Fees - Revenues generated from designated (e.g. laundry facilities and beer bottle fee-for-service operations such as: Art or Traditional Socially- Corporate Hybrid Separate Earned Traditional returns so be sure to clarify with your own park photography courses, tours, facility or show Business conscious Social Social revenue- Revenue Not-for-Profit rather than make any assumptions.) Friends all admissions. purchasing Responsibility Enterprise generating Project have the advantage of being registered charities Entity with Operating so you’ve got the market cornered on private Fundraising Income: Social within sector fundraising that the parks cannot touch. Memberships - Individual, family or corporate Element Not-for Profits The summarized SWOTs of each revenue membership revenues stream are informative. Usually strengths and Fundraising events - Any special events or weaknesses pertain to past and current realities In British Columbia Vancity Credit Union is At the beginning of this document I mentioned activities that are made possible by volunteers which are often internal whereas opportunities actively engaged in supporting Social Enterprise “cogs in the wheel” that move your charity and aimed exclusively to fundraise (i.e.) and threats tend to be future-oriented and and has helpful materials on their website. Like forward. Effective planning based on barbecues, craft shows, walks, raffles and other frequently externally-driven. The objective any financial expert, they want to understand the measurable outcomes and reflective evaluation gaming etc. is to celebrate the strengths, monitor and ability of your charity to sustain profits over the drive the activities to meet your goals. Even control the weaknesses and threats and Donations - Solicited or unsolicited long term. As part of planning for a business, though some Friends have been running your capitalize on the opportunities. We didn’t have contributions of funds by individuals, businesses bankers want to see the following: businesses for many years, have you established time at the conference to delve into the potential or foundations that is not specifically tied to a annual targets, evaluated the outcome and

friends revenue strea revenue friends captured within the “opportunities” which ■ organizational readiness project, initiative or program. regrouped accordingly - or not? When was your contain ideas that are certainly worth exploring. gift shop’s last business plan - or has there ever ■ opportunity identification Discuss the contents with your team and decide Grants - Solicited funds that are specifically tied been one? if implementation would be viable and realistic. to a project, initiative or program. Government, ■ feasibility study foundation and corporate grant programs would The Canadian Social Enterprise Guide is an Observations can often appear in more than one fall into this category. ■ business plan excellent publication of Enterprising Non- quadrant. For instance, “location” can be both Profits (based in B.C. with Toronto and Ottawa a strength and a weakness. Sometimes it’s a ■ launch preparation partnerships at the Centre for Social Innovation mirror image - notice the arrows ( ). and The Collaborative for Innovative Social Again, your goal is to focus on areas for ■ start up Enterprise Development). This resource has improvement. categorized activities within Canada Revenue ■ evaluation Agency’s guidelines for charities that run a ■ strengthening business. Even though many Friends are already

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 65 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 66 “in business” it doesn’t hurt to reflect on the ■ Improving day-to-day operations: Even “Organizational Readiness” Self Assessment. It what happens by day-to-day decisions can will help you identify your strengths, gaps in any benefit from being sensitive to the social upfront work that may have been overlooked and impact of those decisions because you now areas for improvement. know what is actually happening

Did your team take a “snapshot” of your business ■ Building and maintaining support of nalysis at the beginning and end of your evaluation outsiders: The facts can be laid before s s period? Did you define all the areas you intended funders, investors, partners, political leaders, A k to measure and the key indicators or evidence and the community in general. And when that would prove you had reached your targets? they can see for themselves that you are really

You’re certainly not alone if the answer is “nope” accomplishing what you intended they will be ar but it may explain why business isn’t as profitable readier to respond with the support you need P as it could be. An excerpt from the guide’s section and want on Evaluation bears quoting. ■ Contributing to the field of social

Reasons for measuring performance enterprise: Your peers can learn from what inancial

(excerpt from The Canadian Social you report and how you got the critical F

Enterprise Guide) information, so that they can adjust their own ntario ntario social enterprise activities for better and more ”To be clear, let us enumerate the whole list of satisfying performance. Moreover, with your O reasons why careful and detailed assessment of work, those who are studying the field will performance needs to be included in the very have more definitive knowledge to develop body of your social enterprise: new ideas and techniques eport - eport ■ Confirmation that the enterprise is on the ■ Being prepared demands for the facts: R right track: This is the most important pay- You will avoid being in a situation either off for a deliberate assessment program. You where you do not have the information at and your associates certainly want to know hand to warn you about operating risks, or whether in fact you are all really doing what where it will be excessively time consuming of riends

you intended, and to what extent. Everyone to pull together information for fundraising, F on the staff of the enterprise and your non- reporting, and communications.” profit organization needs to know that their nnual work is really paying off. That is one of the Have you asked your customers what it is they A most fulfilling experiences in social action want or need from you? I understand many of

you don’t want to compete with local businesses 10 ■ Adjust and improve planning: With the for campers’ and hikers’ needs. Is there a way to

facts of the matter before you, you can partner with them instead? What would a win/ 20 address the job of making relevant changes win arrangement look like that helps your gift in your plan, if that is what the information shop, the local store and all those travellers who indicates is needed. And you can make a didn’t plan in advance or left one knapsack in the better judgment as to whether any other other car? There is the potential to both benefit changes you are contemplating are going to and save money by pooling your resources. affect the social outcomes that you seek

Surf the Web Canadian Social Enterprise Guide http://www.enterprisingnonprofits.ca/projects/the_guide w Excellent resource for anyone considering or assessing social enterprise.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 67 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 68 Retail Sales You are far enough away from each other Ask your customers for their feedback. Be sure that you’re probably not competing for sales to collect their email address on any form they or services. Understandably, some parks are complete. Survey Monkey is an easy way to poll Strengths Weaknesses stronger than others in retail and fees. It would your stakeholders and it’s free if you contain be beneficial to share your knowledge and your curiosity to ten points or less and within ■ Park specific items ■ Location and year round operation with also explore whether buying as a group could 100 responses. Follow the advice on the site Meets consumer need seasonal demand leverage better profits. about how to word your questions - it’s a fine Service ■ Tourism dependent art and it will resonate even more after you branding Parks and Friends ■ Retail space get the results of a badly written survey. Trust ■ Captive Audience Capital expense me - I’m learning! What’s best about the service partnership opportunities to offset Overhead/storage/access is it tallies your answers (but that’s also where overhead (park) ■ Return on Investment (ROI) you can learn to enquire more effectively). They ■ Access to Student Employment Program ■ Limited audience (sales volume) have a nonprofit section too which provides (SEP) to fund staff (grants) 2-4 month season some templates that you might find useful. ■ Increased park visitation ■ Labour intensive ■ Specialized products (maps/guides) to ■ Net dollars versus Gross dollars enhance unique experience Surf the Web ■ Set up for online sales (Friends of Killarney Park) Survey Monkey ■ No rent w http://www.surveymonkey.com Online survey tool that summarizes responses Opportunities Threats

■ Online - increase market ■ Not selling typical consumer products ■ Work with local business to come to (avoiding competition with local providers) agreement ■ Increase sales outside park ■ CRA balance between charitable activities ■ Connecting with greater network of versus business operations Friends and Parks ■ Profit margins - fixed costs versus variable economies of sales costs Shares supplies ■ Competition OP versus Friends sharing Best Practices Outside parks/political ■ Partner with contractor to sell ■ Contracted service provider competes merchandise ■ Combine sales with other service offerings ■ Location could be closed off-season by sales support OP parks ■ Inside park contractors ■ Online (capital expensive) ■ Economic climate - decreased disposable income ■ Decrease in park support for retail space and overhead

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 69 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 70 Services/Fees FUND DEVELOPMENT income particular. NB - This is definitely an area to devote more time and effort. If you do Donations receive unexpected gifts (where you can trace Strengths WEAKNESSES the donor’s contact information) be sure to I’m going to start this section with Donations acknowledge their contribution promptly. Creative options - flexible Labour intensive ■ ■ because for those of you who are new to Phone, thank and ask them what inspired their No set levels/limits Not focused due to unlimited options ■ ■ fundraising, this area is often overlooked or support. These individuals have saved you the Makes us look good Time/weather dependent ■ ■ undervalued. Even if Friends don’t ask for financial investment of donor acquisition so Meets needs - response to public Investment to implement (i.e.) bike mainte- ■ ■ support annually they often get donations; I call the lifetime value of their gift(s) is even more interest nance that “manna from heaven” and experts know significant. ■ Specialize ■ Exposure to liability “there’s gold in them thar hills”! Anyone who ■ Lots of opportunity (revenue/ ■ High risk - physical and financial gives without being asked cares deeply about Most of this Toolkit is dedicated to how imagination) ■ Demand dependent - the value the visitor puts your park so don’t ignore them. to increase revenues from donations on the service and fee ■ Community engagement (ages, (primarily individuals) so be sure to read groups, etc.) Donations must be part of your overall fund and apply what you’ve learned and this ■ Allows for group/organizational development strategy - cultivation, asking income stream is bound to grow. partnerships based on services/fees for support and building donor relations in ■ Maybe an attraction to park (i.e.) WIFI Donations

Strengths Weaknesses Opportunities THREATS ■ High return - low cost money ■ Association with government ■ Enrich/enhance visitor experience ■ Liability ■ Consistent giving potential ■ Undervaluing donation with added services ■ ROI - break even or pay ■ Unexpected at times ■ Operating cost - long term (meeting ■ Meet the needs of specialty groups ■ Over-extended ■ Understanding demographics expectations) ■ Community engagement ■ Sensitive to services previously offered by ■ Can be substantial amount ■ Unpredictable donations ■ Profit - publicity - community be- Park or local business (e.g.) ice cubes ■ Sense of contribution - being involved ■ Lack of good connections comes aware of services and returns ■ Economic climate ■ Recognition ■ Failure to acknowledge donation ■ Returning visitor who tell their ■ Value for money friends ■ Soliciting donations can be expensive ■ Word of mouth - up and down Increased social media presence ■ Money can be restricted to an unapproved ■ ■ Local issues project ■ Competing program - undercutting local ■ Time management - red tape businesses and damaging relationships? Opportunities Threats

■ Internet donations ■ Lack of capacity ■ Planned giving (bequests, life insurance, ■ Criminal intent/fraud etc.) ■ Economic cycle ■ Customize thanking to deepen relationship ■ Changes to tax laws ■ Canada Helps (for online donations) ■ Postal strike ■ List of wants/needs and messaging/ ■ Competition for dollars strategies to do outreach ■ Social media ■ Endowment fund (Quetico Foundation) ■ Bequests ■ Forces networking ■ Opportunity for partnerships ■ Increase ‘Friends’ membership

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 71 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 72 Memberships or “member spotlight” column in a newsletter Memberships (with permission) Memberships are often a fund development ■ Member postings/ads/items for sale on a Strengths Weaknesses strategy that is pursued prior to an organization dedicated part of website Shared values ■ Can’t count on membership fees as major having its charitable status. It helps you identify ■ Indentifies passionate individuals who may revenue stream people who care about your work and generates ■ Discounted advertising rates in a newsletter ■ become volunteers ■ Memberships does not equal volunteers some revenue on an annual basis without the ■ Discounts at other member businesses ■ Corporate memberships can lead to ■ Individuals and families can lose interest - necessity of issuing a charitable tax receipt. (requires quid pro quo) sponsorships, donations, gifts in kind and hard to keep engaged Unfortunately, what’s often not factored ■ Partner with local tourism operators to offer expertise ■ Difficult to connect with whole corporation into the equation is the monetary and non- discounts to members Connected and belonging ■ WIIFM - perceived value - discounts cost monetary price of recruiting and retaining ■ Individual - Family - Corporate ■ I am a member; don’t need to participate those members. Benefits are offered that require As you focus your energy more on donations, ■ Becomes part of family culture ■ Perception - reason a financial outlay and people who join want start with your members and past-members. ■ May bring more people - money ■ How to get “local’ involvement some form of ongoing affiliation. In some cases, These are the individuals (and businesses) ■ Low fees ■ Low fees life memberships have been extended that cost that have demonstrated commitment. They are ■ more to maintain than the funds received. already members of your charity’s family. Opportunities Threats

Your charity’s bylaws will legally define its Help people understand the difference between ■ Advertising - free publications; websites ■ Does membership mean money? “members”. These are usually the individuals being a member and donor. You can clarify that ■ Geographic advantage (urban) ■ Geographic disadvantage (remote) who can vote at your annual general meeting on your website and other literature. Determine ■ Opportunity to partner which would ■ Competition from other groups (AGM) and in some cases, may only be your your strategy so you’re not focusing too much benefit both ■ Membership loyalties dependent on spe- board of directors. A number of charities use effort on membership revenues when that energy ■ Cross park benefits cific expectations the term “member” to refer to a particular would be better spent identifying major gift ■ Evolution - positive relationship ■ Lifestyle changes giving level of donors. If that’s the case Canada capacity within your closest circles. Record ■ Use of members within their limits - know ■ Lose interest Revenue Agency has a specific rule about issuing member and donor information on one database their needs ■ Ontario Not for ProfitC orporations Act defi- official tax receipts. It states, or if that’s not possible, merge and purge ■ Evening program price nition of membership (NB postponed until duplicates so there is no chance of overlooking ■ Evolve individuals into a volunteer - to the July 1, 2013) “Where the advantage does not exceed 10% a lapsed member’s significant donation and family ■ Burn them out or $75, the full amount paid in regard to possibly alienating that person in the process. ■ Negotiate with adjacent other parks for ■ Competition membership fees is receiptable. However, corporations ■ Time/busy people where the advantage exceeds 10% or $75, Your staff and volunteers should have training ■ Electronic funds ■ Economy the donee must deduct the amount of the and support. They need compelling stories to ■ Membership joining for a specific reason advantage from the amount of the payment.” share about your charity’s successes and ask the right questions to learn more about members’ For more detail go to http://www.cra-arc.gc.ca/ needs. They also need to have the processes in chrts-gvng/chrts/plcy/csp/csp-m05-eng.html. place to share pertinent information that they Surf the Web http://www.nps.gov/partnerships/membership_programs.htm In order to give your members a value-added learn about this target group. Finally, appropriate technology is necessary to ensure that data is w experience, consider cost-effective ways you can engage them. Here are some suggestions to entered and tracked. For instance, a member explore: file contains the constituent’s name and contact information, renewal date, how long they’ve ■ Networking opportunities: Singles events, belonged (or donated). The information that is socials, etc. logged is enough to tailor your approach while respecting privacy legislation. NB - With the ■ Publish professional interests and expertise right people, processes and technology in with member contact info in a directory place you can leverage increased commitment or highlight individual expertise on your and revenues. website

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 73 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 74 Grants ■ Think through your workplans and project Grants budgets carefully and then engage staff Grants may come from government, charitable funders in a dialogue; they can be invaluable Strengths Weaknesses foundations or businesses. They are usually advocates on your behalf ■ Biggest pay off ■ Time consuming restricted funds that are designated to the ■ Collaboration - builds partnerships ■ Restrictive specific project for which you applied. ■ Plan the work and work the plan - your grant applications tie into your organization’s ■ Funds are enabling ■ Not sustainable I’ve already mentioned about the strength of strategic plan ■ Good way to give back to park ■ Lack skill to complete good application presenting a united front through a collaborative ■ Pay on back end - Cash flow (start program proposal. If you have an idea that you believe ■ Be clear about what you are asking for, ■ Develops skill set on our board before funding) would be a stronger case with a partnered including the amount, in the covering letter ■ High profile ■ Ephemeral - here today - not sure about approach you should contact your Park’s and repeat the message in more detailed ■ Powers for partnerships tomorrow superintendent for further discussion. layers as necessary ■ Supports Friends/OP agreement ■ Can distract you from your core business ■ Terms and conditions can be a strength; You’ll find more about Grant Writing in the ■ Know what’s going on in your physical and helps clarify, direct and monitor funds ■ Terms and conditions can be restrictive sections on Public Sector Support, Prospect virtual communities and partner whenever Research and Foundation and/or Business possible to demonstrate cost effectiveness ■ Good leadership skills ■ No such thing as free money Proposals. and added value ■ Success seeds potential ■ Potential for no return ■ Student Employment Program - ■ After getting grant may realize you haven’t Here are key points to remember when applying ■ Provide qualitative and quantitative dependable covered all your costs for grants: outcomes and how progress with be ■ Help ministry fulfill objectives ■ Take too long to respond evaluated ■ Friends can access funds OPs can’t ■ Not timely ■ Know your locally-elected officials and their Who you know - board/ministry field ■ Restricted fund - can’t mix accounting platforms ■ Clarify how your proposal will be ■ sustainable in the future, once your requested consultant ■ Poor Friend to Friend collaboration ■ Introduce yourself to bureaucrats in your funds have been spent ■ Poor strategic planning community as well as staff of prospective Opportunities Threats corporations and foundations. Some will ■ Present a professional looking, clear and be more guarded than others but with a concise proposal - avoid jargon, typos and ■ Matching objectives ■ Over extend ourselves professional approach that proves you’ve acronyms, use plain language that total ■ Overlapping of ministry - strengthen ■ Conflict done all your homework these individuals strangers will understand opportunity can help you navigate sources of support ■ Emerging trends ■ Can dominate workload ■ Marketing and promotional opportunities ■ Could miss a key qualification ■ Prepare your case(s) so that you can respond ■ Opens other doors - ability to leverage ■ Legal obligations and liability quickly when funds come available funds ■ Distract from core business ■ Provide excitement, new purpose and ■ Ephemeral - short term support motivation ■ Default can jeopardize reputation and ■ Build partnerships chance at future grants ■ Momentum - build confidence to go for ■ Could do a lot of work with no return; de- more grants motivating ■ So many willing to give funding ■ Sourcing skill set ■ OP - be a Charity Village within Friends ■ Ongoing maintenance costs (operating) ■ Change in government direction ■ Park management plan is restrictive ■ Change of government, legislation and grants ■ Partner not fulfilling promises ■ Foundation - risk - social media

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 75 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 76 Special Events Keep Up The Momentum Special Events

I’ve intentionally placed this section last because You can follow up with attendees by reporting n Strengthsn Weaknesses it’s the least effective form of fundraising, even on the success of the event and inviting them to ■ Raises money ■ Burns out volunteers and staff though it’s usually the first line of defence for invest further in the work of your charity. It’s ■ Brings members together - teamwork ■ Competition from other events entry-level charities. Anyone who has run one hard to convert event-goers into regular donors ■ Uniqueness of park - social atmosphere ■ Seed money required knows it’s labour intensive. People get burned but these individuals are still closer to a prospect ■ Focussed - good marketing initiatives ■ Weather out, the activity may be weather-dependent and than a suspect. Remember L-A-I? Consider ■ Raises profile and mandate ■ Repetition organizers often miss the opportunity they have events that help educate the audience about your ■ Engage with donors, volunteers, staff ■ Park pass - park fees to build relationships during and after the fact. charity’s mission. ■ Event fee - can be less than another similar ■ Event fee - cost prohibitive for some users Try to minimize the events you run and work Try hosting a gathering that honours your best event who want to be involved hard to define evidence-based goals so you can donors, members, volunteers or others. Invite ■ Attracts new donors ■ Geography - spend extra money for travel measure the success of your efforts. Think your “family” to bring a friend they believe ■ Ecological awareness - Natural Heritage and accommodation of these activities as more friend-raising than would be interested in getting involved. People Events ■ High marketing cost fundraising. Be sure you know who attended. need to know how they can help and providing ■ Educates public - engages youth Set up ticket sales so you can collect contact “linkage” to like-minded individuals is definitely ■ Makes people feel good information. Failing that, sell raffle tickets a strategy that works and it’s less expensive that require names and addresses and then than donor or member acquisition campaigns to Opportunities Threats don’t forget to enter that information into your unmotivated parties. ■ Bringing in new people - donors and ■ Climate change on Natural Heritage Events database (if you have one). partners ■ Economy - gas prices Create An Owner’s Manual ■ Raise OP and Friends profile in general ■ Park fees Take advantage of the awareness-raising ■ Face to face discussions ■ Similar events potential of your event. Involve local media Seize the opportunity to document every step ■ Evaluate total number of events and ■ Fire bans - social movements early on to help spread the word. Be creative. of the planning process from set-up to take- effectiveness ■ Competing events For example, you could integrate important facts down as the work unfolds. If time doesn’t ■ Revenue stream for park ■ Government regulations (passport) you want your audience to know throughout a permit during preparation, be sure to collect the ■ New demographic of visitors ■ Canadian to U.S. dollar exchange nature walk and then have a contest at the end data and file it in a binder as soon as possible. ■ Add value to community tourism ■ Park pass based on questions already answered on the Include a sponsor, donor and prospect list (those ■ Partner locally ■ Stigma of fundraising - asking a stranger for trail. Make it fun to learn! who committed and those who said “give me more warning in the future”), sponsor benefits, ■ Explore Friends mandate beyond this event money In the case of a gala dinner or a major event that volunteer contact list, vendor lists, copies of or project offers advance ticket sales, be sure to include press clippings, contracts, detailed maps of the ■ Spawn ideas for new events a □ tick box that says, “I’m unable to attend event, etc. Include recommendations from post- but enclosed is my donation for $______”. event meetings, photographs, testimonials, dated Provide a self-addressed envelope for copies of all promotional materials (including convenience; postage paid is not necessary and the year!) is often a waste of money. If you’ve never tried that approach you’ll probably be pleasantly surprised at the response. Then, don’t forget to thank before you bank and start to build the relationship.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 77 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 78 The following collection of work has been compiled to help Friends of Ontario © Courtesy Catholic School Management, Inc., P. O. Box 4071, Madison, CT 06443 Parks improve your understanding and expertise in fund development. They rep- www.catholicschoolmgmt.com resent a collection of work from experts in the field and are laid out so they can be copied and shared within your charity. Please respect the author's copyright Fundraising VS. Development ent and refrain from distribution beyond your organization. Basic approach/concepts

In some cases, you'll find my comments in a shaded box. The intent is to give you a m ■ Panic reactions to deficits start process of ■ Commitment of chief administrator and bit more information than what the author originally provided. fundraising board members to the development ■ Crisis orientation program I know you'll find the following pages useful and I'm grateful to so many experts ■ Project-oriented ■ Complete integrity who agreed to be my "trusted sources". ■ Year-to-year ■ Good business management procedures ■ Temporary solutions ■ Strategic planning Cynthia J. Armour, CFRE ■ Rely on gimmicks ■ Public relations a prerequisite ■ Limited objectives ■ Invite substantial investments Short range Goals and objectives clearly written evelop ■ ■ ■ Shaky, unreliable, insecure ■ Positive attitude paramount and permanent

D ■ Immediate solution demanded ■ Publics involved with the institution on a

. . ■ No plan to continue efforts: hit and miss continuing basis tips tips tools and ■ No long-range plan ■ Band-Aid approach VS ■ Negotiate from position of weakness

Programs and Projects (activities)

■ Bingo ■ Establishing endowment fund ■ Car wash ■ Estate planning programs ■ Annual bazaar ■ Annuity programs ■ Thanksgiving raffle ■ Life insurance benefits solicited ■ $50 a place dinner ■ Business and industry grants ■ Cadillac ball ■ Marketing research program ■ Sales program and advertising ■ Needs of people ■ Festivals ■ Research major prospects ■ Magazine sales ■ Involves influential, affluent people ■ Candy sales ■ Encourage writing wills ■ Annual book fair ■ Scholarship programs ■ Auction; Mardi Gras ■ Proposals to foundations

fundraising fundraising ■ Las Vegas night ■ Written, distinctive mission and philosophy ■ Strategic planning ■ Policy, practice and procedure manuals

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 79 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 80 Fundraising VS. Development Six Things I Wish I Had decision to give because of a tax receipt; Known at the Beginning however, this can determine the size of some gifts. of My Fundraising Career Results (effects) 2. Much comes from few. The Pareto © Courtesy of Andrea McManus, CFRE, ■ Recurring financial crisis ■ Large private donations received Principle, or the 80/20 rule, can be applied President, The Development Group ■ Raising money on crisis orientation on a consistent annual basis to just about anything: 20 percent of the www.thedevelopmentgroup.ca

■ Fail to get people involved in programs ■ Foundation grants received nown people in a business make 80 percent ■ Confused job specs ■ Private dollars generated of the decisions; 20 percent of the work

k Here are six basic fundraising principles that I consumes 80 percent of your time; and so ■ Job descriptions out-of-date ■ Insurance dollars attracted believe are fundamental to philanthropic giving on. A successful fund development program ■ Vague organizational chart ■ Working from clearly projected five-year and fund development. ■ High staff turnover plan will receive 80 percent of its donations from ■ Working one year at a time ■ Supporters strongly interested in programs 1. People give to people. People are motivated 20 percent of its donors. This is true pretty ■ Vague financial reporting ■ Function charts developed to give for a variety of reasons. much across the broad spectrum of any fund ■ No clear cut goals or objectives ■ Annual reports distributed to all publics development program. Follow the 80/20 rule They or someone close to them has been ■ Unwritten assumptions ■ Problems are looked upon as challenges when making strategic decisions on how and touched by a specific cause, i.e., a family ■ No records of past progress or reasons for ■ Obstacles are seen as opportunities where to spend your time and money. For member has cancer, a child with a disability, change ■ Positive attitude developed example, don’t send out a mass mailing to graduated from a particular college. For ■ Do nothing to educate public about value ■ Life insurance policies / dividends received 70-80 potential corporate prospects! Take of (mission) or their role in its support fundraisers, this means that if you don’t the time to identify the top 10 who have know why people give it is very difficult to some alignment with your mission and understand what will interest a particular organization and put 80 percent of your time donor or group in your mission, or what will there, leaving 20 percent for the other 60-70. motivate them to make a gift. Take the time to identify what interests particular donors 3. Wealth is not always obvious nor is it in your organization specifically. necessarily interested in your cause. Too many organizations spend too much People don’t give to organizations, they time trying to secure donations from the give to the people your mission serves. For “usual suspects,” i.e., the high-profile fundraisers, this means don’t talk about how community leaders who do good works for great your organization is, talk about the many organizations. The same ones every change you make in people’s lives and in other organization in your community is the community. Link them directly to your pursuing. You need to take a broader view mission. that includes the many individuals with less, or less obvious, wealth who still have People give because they are asked and the means and the interest to support your six things i wish i had had i wish i things six if you don’t ask, the answer will always be organization, and the businesses that may “no.” not be the corporate leaders but still have a strong sense of community. The challenge For fundraisers, this means don’t make the for you is to identify your potential donors mistake of not asking because “you think and leaders and then find a way to approach they will know what you want.” Make sure them. Therefore, challenge your definition your staff, your board members, and your of “wealth” and the way others, particularly volunteers make direct and specificasks. your board members, perceive it. A person People give to help, to build, to change, to doesn’t have to have gazillions of dollars to care for, or to invest. They don’t make a be generous. Wealth is relative.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 81 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 82 4. It’s not about the money--it’s about Involve everyone in the many different Case Study Format building the relationship. Donors are your aspects of raising money - prospect friends and they play a large and vitally identification, information gathering, © Courtesy of U.S. National Park Service important role in your organization. They cultivating and building relationships, contribute to you because they believe opening doors, thanking, and stewarding. This form is used in the U.S. to collect fundraising case studies and our neighbours to the south have provided it to us in your mission. Getting to know and Asking is just one small piece. There are lots as a potential template. We have used it to provide an example of how we can share our experiences, and completed understand your donors, being “donor- of tasks for everyone to do. Take a frontline on for the “Capacity Building Project - Friends of Ontario Parks” that was the basis of the funding for the four toolkits centric,” is important, not just to get that first worker or a board member on a call and let developed in 2013. gift, but to get the next one after that and the them speak passionately about why they do The Partnership Case Study form may be completed on-line and saved to your local disk, or saved to your local disk next one after that. Today’s donors are smart what they do and what difference their work and then completed off-line. To save a blank or completed form to your local disc select File from the browser menu, and savvy and you should expect that they makes. and Save As from the drop-down menu. Save the form in your local directory of choice. Please submit completed have checked you out. Thoroughly. You need forms as an email attachment to: to be smart and savvy as well. Get to know 6. Philanthropy is something to be proud them, engage them, listen to them. Don’t of, and fundraising exists to enable Title: waste their time and they won’t waste yours. philanthropy. Philanthropy is often defined as “the gift of time, talent and resources” or Description (Why, when and how the partnership was created): 5. Fundraising is not a stand-alone activity. in the dictionary as “love of humankind.” One of the biggest mistakes you can make is People who give to your organization do Geographic area covered: to treat fundraising as if it operates in a silo, so because they believe in your mission. List partners and relationships: separate and distinct from everything else They are proud of their act of giving and that happens in your organization. In order consider it a privilege to be able to help to be successful in reaching your fundraising change conditions through the work of your Accomplishments to date: goals be sure to: organization. Be proud of the work you do to help philanthropists as they use their Key success factors: Work in synergy and collaboration resources to help others. with strategic planning. Fundraising is Frustrations: very likely a key part of achieving your This article is adapted from the book Nonprofit Most important lessons learned to date: goals. Therefore, include fundraising Management 101: A Complete and Practical What would you do differently next time: in the strategic planning process from Guide for Leaders and Professionals (2011 the beginning and use it to inform the Jossey-Bass). Reprinted with permission. Each Suggested resource materials: environmental scanning process. And chapter is written by a different nonprofit For more information: leader on topics ranging from leadership and before your organization launches that new Name: program, ask “Can we fund this?” human resources to fundraising, marketing and Affiliation: technology. Recognize governance responsibility. One of Phone/Fax:

the board’s primary responsibilities is your Email/website: organization’s financial health. If fundraising Partnership category(ies) (check all that apply): is a revenue source, then it is part of your financial health and sustainability. Engage □ Fundraising □ Capital Improvements □ Facility Management □ Trails □ Design □ Program Delivery the board in fundraising planning. □ Visitor Services □ Tenant Organizations □ Concessioners □ Natural Resources Management/Restoration

□ Cultural Resources □ Education/Interpretation □ Arts □ Information Services □ Transportation

□ Mutual Aid □ Fire Management □ Planning □ Tourism □ Community Relations

Other

Prepared by: date posted:

Phone:

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 83 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 84 Case Study: Capacity ■ Fundraising – A fundamental component List Partners And Relationships Building Project – Friends of sustainability and a key attribute of the Friends organizations ability to enhance and ■ Friends of Algonquin – Lee Pauze – Key contributor of resources, participant on project of Ontario Parks supplement the work of Ontario Parks steering committee, contributor to development of grant application, grant signatory, and organizer of Circle of Friends conference Description (Why, when and how the This partnership project was considered in partnership was created): A partnership advance of the Circle of Friends conference ■ Friends of Killarney – Kris Puhvel – Key contributor of resources, contributor to development initiative to build Friends organizational held in Oct, 2012. The conference itself was of grant application, participant on project steering committee, and past organizer of Circle of uilding uilding capacity was formed by Friends of Algonquin, leveraged as a component of the project to Friends conference B Friends of Killarney, and Ontario Parks. A assist with implementation and demonstration ■ Ontario Parks – Scott Elliott - Key contributor of resources, participant on project steering collective effort by all resulted in a collective of partner revenue contributions. New revenue committee, and contributor to development of grant application benefit – a fundamental component of building sources were identified and pursued to cover any partnership. Participation with this the costs for information/content development. ■ Friends of Ontario Parks – Many contributions were made by individual members and Friends partnership was extended by invitation to all Partners and stakeholders were engaged and organizations across the province to support the steering committee’s work. This small army of Friends groups and Ontario Parks stakeholders. a concept was identified for developing a volunteers made the work load manageable and helped engage many organizations The project was undertaken as a means to grant application. A grant application was overcome challenges Friends face in their submitted to the Ministry of Tourism – tourism ■ Consultants: Sandi Humphries – Governance; Donna Lockhart – Volunteerism; Jill Vandal – apacity organizations, and the challenges faced by the development program; ultimately securing Project & Event Management; Cynthia Armour – Fundraising. Four leaders in their respective

C not-for-profit sector as a whole. The intended $50,000 for the advancement of this project. fields of work contributed the content and expertise to develop the Friends toolkits result was to provide practical tools and This $50,000 grant, plus resources that would information to support Friends in their day to already be allocated to the Friends conference ■ Ministry of Tourism – Economic Development Office - Tourism Development Fund. Financial day operations, and ultimately to help them to were leveraged in support of the larger capacity partner recognizing the value of Friends organizations, and their contribution to parks and local achieve success. Four key aspects of Friends building objectives. tourism economies operations were identified and targeted for the tudy: tudy: development of tools: Geographic Area Covered Accomplishments To Date S ■ Governance – The foundation upon which ■ Ontario Wide – 27 Friends of Ontario ■ Development and delivery of the most highly attended Friends conference to date all organizations decisions, and action is Parks organizations, and their respective ■ Secured upwards of $100,000 in cash and in-kind resources to support conference and the based. The ability of Friends to effectively park stakeholders were engaged and will be development of tool kits ase ase govern their organization is critical to supplied with the finalized tools developed success as a result of this initiative C ■ Completion, printing and distribution of four comprehensive toolkits supporting Friends of Ontario Parks ■ Volunteerism – Possibly the single most important element of a Friends ■ Development and launch of an on-line communications portal for Friends organizations, their organization is their ability to attract and tools, and greater collaborative opportunities for the future retain passionate, enthusiastic and dedicated volunteers who undertake the mandate of the ■ Project remains on-going. Further accomplishments will be updated over time organization Key Success Factors ■ Project and Event Management – A Friends raison d’être. Friend’s organizations ■ Strong leadership with a vision, collaborative buy-in and support from many partners carry out projects and services to support ■ Successful integration with an established initiative (Circle of Friends conference) helped to their respective parks. Many significant secure buy-in, and leverage project resources accomplishments are the results of projects and events undertaken

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 85 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 86 Frustrations The Donor Bill of Rights vii. To expect that all relationships with individuals representing organizations of ■ Limited. Organizing and engaging all stakeholders and partners requires a great deal of time and The Donor Bill of Rights was created by the interest to the donor will be professional in effort. This is not so much a frustration as it is a fact of life Association of Fundraising Professionals nature. (AFP), the Association for Healthcare Most Important Lessons Learned To Date Philanthropy (AHP), the Council for viii. To be informed whether those seeking Advancement and Support of Education donations are volunteers, employees of the ■ Many hands make light work. Without the commitment, ownership, support and contributions (CASE), and the Giving Institute: Leading organization or hired solicitors. from so many volunteers, this project would never have been accomplished. Strong leadership Consultants to Non-Profits. It has been by key Friends organizations as part of the project steering committee, and as contributors to ix. To have the opportunity for their names endorsed by numerous organizations. individual toolkits steering committees was essential to be deleted from mailing lists that an Philanthropy is based on voluntary action for organization may intend to share. ■ The only project worth pursuing is one that has support. Even the most brilliant or worthwhile the common good. It is a tradition of giving and projects will fail, if all stakeholders aren’t engaged and supportive x. To feel free to ask questions when making sharing that is primary to the quality of life. To a donation and to receive prompt, truthful ensure that philanthropy merits the respect and What Would You Do Differently Next Time and forthright answers. trust of the general public, and that donors and ■ If possible build more support and engage more stakeholders prospective donors can have full confidence in the nonprofit organizations and causes they are Suggested Resource Materials asked to support, we declare that all donors have AFP likes to track the usage of the Donor Bill these rights: ■ Tourism Development Grant Application of Rights. You are welcome to distribute it but please complete the Permission Form on their i. To be informed of the organization’s ■ Friends of Ontario Parks Capacity Building Toolkits website at mission, of the way the organization intends to use donated resources, and of its http://www.afpnet.org/Ethics/ For More Information EnforcementDetail.cfm?Item capacity to use donations effectively for Number=3359 ■ Name: Scott Elliott their intended purposes.

■ Affiliation: ii. To be informed of the identity of those serving on the organization’s governing ■ Phone/Fax: 705-755-1720 board, and to expect the board to exercise prudent judgment in its stewardship ■ Email/website: rights of bill donor the responsibilities. Partnership category(ies) (check all that apply) iii. To have access to the organization’s most recent financial statements. □ Fundraising □ Capital Improvements □ Facility Management □ Trails □ Design □ Program Delivery

□ Visitor Services □ Tenant Organizations □ Concessioners □ Natural Resources Management/Restoration iv. To be assured their gifts will be used for

□ Cultural Resources □ Education/Interpretation □ Arts □ Information Services □ Transportation the purposes for which they were given.

□ Mutual Aid □ Fire Management □ Planning □ Tourism □ Community Relations v. To receive appropriate acknowledgement and recognition. Prepared by: Scott Elliott – Ontario Parks Date posted: Jan 2013 vi. To be assured that information about their Phone: 705-755-1720 donation is handled with respect and with confidentiality to the extent provided by law.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 87 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 88

Fund Development Software - make the Case It’s an Investment

Suggested talking points for the Executive Director and Board of Directors © Courtesy of Barbara and Tony Ciconte - Fundraising Basics: A Complete Guide

= % = ISBN978-0-7637-4666-7

Point $1 Having a fundraising database system that is easy to use and easy to learn will enable % us to dedicate more time to getting to know our donors and volunteers, thereby building the relationships we need to sustain our future.

oftware Point $2 It will allow us to be more efficient, to cut mailing costs, and to identify new

S opportunities for raising more funds from our current donors which is easier and less expensive than to acquire new donors.

Point $3 Since it is simpler to learn and use, it will save time needed for data entry and will

automatically generate thank you letters, thus, allowing staff to do other necessary $ $ $ $ $ 100 $ $0.25 per dollar raised Non-tax receipted amounts Non-tax receipted from fundraising from (T3010 line 4630)

ent ent donor-related tasks and projects. It will also make staff turnover less traumatic.

= = = = = x = = +

Point $4 Fewer errors in entering data ensures that the database has the latest, most accurate m

information on donors including addresses, giving history, interests, etc. which allows

us to communicate more effectively with our donors, members and prospects by

telephone, mail or e-mail.

ect costs ☐ ect sales costs ☐ calculating costs calculating

e netted out Point $5 New features allow us to do all tasks involved in special events and meetings

(registration, attendee/non-attendee lists, nametags, seating) through the database. We do not have to generate Word or Excel documents and then enter data into the database. Direct s & indir Direct Direct s & indir Direct Replies received Number of replies Number of replies Total contributions Total Gross revenues Gross $10,000. Receipted gifts except enduring property (T3010 line 4500)

ganization, not just one product, Point $6 The ability to easily track donor/member interests and giving histories (date, size, and evelop

- - ÷ ÷ ÷ ÷ ÷ ÷ ÷

purpose of gift) allows us to solicit donors for a specific increased gift at the proper

D time of year for a program or prospect they care about, thus increasing success in fundraising.

Point $7 We will be able to segment our donor base using a variety of criteria that will allow us

to identify the best donors and prospects for particular projects, therefore, increasing

our fundraising results.

und und

Point $8 Targeting specific groups of donors and prospects for cultivation mailings, solicitations, F and general communications will substantially reduce our mailing costs. Total income from campaigns before expenses ar campaigns before income from Total revenue Gross Formula Gross sales Gross Number of solicitations Total contributions Total Fundraising costs ☐ Fundraising costs Fundraising costs $2,500 Total Expenditures on Expenditures Total fundraising (T3010 line 5030) Point $9 The new system allows us to record and manage all contacts we have with donors,

members, and prospects. It has a tickler system to remind us when a letter, proposal,

Armour - www.elderstone.ca

call, or visit is needed.

for a specific campaign or mailing. osts for a specific campaign or mailing.

C Point $10 Being able to easily prepare numerous types of standard and ad hoc reports will allow f salaries and benefits, consulting services, publications materials, supplies, travel, often referred to as overhead; affects the entire or to as overhead; affects osts - often referred

C easily traced to a particular object or specific project, program, service, product (e.g. a particular object osts - easily traced to the staff to respond to senior staff and board requests for information more quickly. C

irect Point $11 The ability to prepare special reports will enable us to measure the effectiveness of D equipment). project staf program or service; reasonable percentage of direct project costs. Indirect Fundraising © Source: Cynthia J. © Source:

specific appeals, campaigns, or events. This will assist us in evaluating our current

Name Revenues Gross Net Revenue $ ☐ ☐ Net Sales Revenue Percentage Rate of Return Percentage Average Gift Size Average Average Cost per Gift Average Overall Cost Percentage Cost Per Dollar Raised (example cost/$ raised) Fundraising Ratio

(Canada Revenue Agency) development program for future planning.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 89 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 90 Choosing the Right Donor 2. How well does it integrate with other GiftWorks 2013 - This software is a good Sumac - is a complete solution that goes beyond software and systems in your office? choice if you are seeking a simple interface just fundraising. It manages everything from m Management System Do you already have email lists in excel or for finding lists of supporters and messaging contacts, donations and communications, © Courtesy of Lori Smith - TechSoup Canada - outlook? What about financial transactions them. It includes SmartLists for targeted to memberships, events and volunteers. It http://www.techsoupcanada.ca in QuickBooks? Maybe you’ve developed mailings and customizable reports. The 2013 also integrates with everything in your office key relationships on social media sites? version allows you to integrate lists with environment including desktop applications “Some of the content below has been adapted To get the “big picture” start by listing Constant Contact (a mailing management like excel and outlook, to social media and modified from Idealware’s article: “A Few where you currently store information and system) Facebook, Twitter and Linked In. sites and even your website! It has a super Good Donor Management Systems” then check what systems integrate with GiftWorks also integrates with QuickBooks. user-friendly interface and can truly grow written by Eric Leland, November, 2008 the donor management tool. Otherwise, It is not web based and must be installed with your organizations needs through the you’ll need to think about data transfer and on a computer. One license is good for one addition of customized modules. Having the right donor management system can data conversion. Don’t worry, most donor computer. make a big difference in your ability to raise management tools include services to help Next Steps... Why not try a demo of the tools ent syste ent funds but how do you know which tool is right you do this. eTapestry - Backed by Blackbaud, the creators you think are a good fit? If you’re really stuck, for you? The tools available for communication, of The Raiser’s Edge, this is a solid solution try talking to a consultant or expert to help you

m record keeping and analysis are always changing 3. How do you want to access this for basic contact management, donor figure out your data management needs. In the to harness new capabilities of technology information? profiling, segmentation, and emailing. It can meantime, check out these free resources: and the web. This blog post will look at a Do you want your information to be web also be expanded with additional modules few donor management systems available to based (online) or on a computer? A web to provide features including ecommerce, ■ A Consumer’s Guide to Low Cost Nonprofit Content Management Systems eligible charities, nonprofits and libraries in the based solution allows you to access your Microsoft Outlook integration, segmented Idealware 2012 Report TechSoup Canada Donations Program. We’ve information from anywhere at any time. gift management and more! eTapestry is a also added a few great additional resources to Installing software on a computer means it is web based solution so you can access your ■ A Consumer’s Guide to Low Cost Donor help you get started. only available from one location. Depending information anywhere at anytime. Your data Management Systems – 2011 – a free anage on your needs, you’ll have to decide what is stored and maintained remotely and staff Where To Start downloadable book from NTEN (The solution works better for you. members interact with it through a web Nonprofit Technology Network) to help you m browser. eTapestry takes care of backups, Always start with sketching out your needs, then work through your decisions. 4. What kind of resources can you really put upgrades, security, and system maintenance. think about the technology. And keep it simple. towards this? ■ A Few Good Donor Management Systems What is it you need to do every day? What are Implementing this kind of software is not Telosa Exceed! Basic 3.0 - Exceed Basic is a by IdealWare 2008 – explores various donor the outputs you want? I came up with a few key easy. Do you want this software to grow compact solution that provides several key management software tools and talks to things that I think are pretty important when with your needs? If so, what are the upfront features out of the box, including tracking fundraising experts. selecting a donor management system. costs versus growing costs? Can you devote for a variety of payments (simple donations, staff time to training? How are you going to pledges, memberships, memorial, honour 1. How will the tool manage your maintain and implement the system? gifts and more), Microsoft Outlook and information? donor donor Quickbooks integration, remote access and These software solutions are definitely worth The main purpose of a donor management There are lots of options for donor more. Exceed uses the term “accounts” to exploring. Go to the TechSoup website at system is to capture information about your management tools. The few listed below track your donors - in Basic, each account www.techsoupcanada.ca check out the prices donors. So, the first thing you’ll want to are available to registered charities and can have up to two individuals, providing here and straight from the manufacturer - look at is how well the software captures, nonprofits through the echSoupT Canada basic house-holding functionality. It is easy then decide what works for your charity. stores and retrieves information. If you have Donations Program. to upgrade and migrate your data to the multiple people entering information, will more advanced Premier version, making the data be consistent and easy to find? Can this a nice option for organizations seeking you categorize, segment and analyze the a longer term solution that grows with data? A good system will not only keep your them. This is a locally installed Microsoft information organized, it will help you build Windows based system. strategic relationships with potential and existing donors.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 91 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 92 The Five Pillars of Internet Pillar 4.0 – Build A Campaign Resources: Social Media Tools Fundraising ■ Get the fundamentals right – do you Websites & Resources ■ www.blogger.com – Free blogging site have strong brand and communications © Courtesy of CanadaHelps messaging? ■ www.mycharityconnects.org – CanadaHelps’ E-mail Newsletter Tools: www.canadahelps.org resource centre for charities ■ Do you know who your audience is? How ■ www.convio.com Pillar 1.0 – Don’t Forget To Ask are you speaking to them? What do they ■ www.vimeo.com/canadahelps – step-by-step want to hear? demos about Web 2.0 tools, past webinars, ■ www.imninc.com – imakenews ■ Optimize your Donate Now button on your recordings from the MyCharityConnects site – place it where donors will find it www.icontact.com ■ What’s your story? Tell stories using Conference workshops ■ multiple forms of media, and focus on ■ Encourage monthly donations – more online www.constantcontact.com ■ www.slideshare.net/mycharityconnects ■ donors are choosing monthly giving outcomes and impact (not outputs) – a collection of all our slides from past ■ www.verticalresponse.com Keep it fresh and simple – online content ■ Where are your donors? Find out where they ■ presentations and workshops are and build a relationship from there needs to be changed more frequently ■ www.cvent.com ■ www.canadahelps.org – If your charity ■ Social networking is the basis for isn’t already registered with CanadaHelps to Articles Pillar 2.0 – Get Data, Make Mistakes strong peer-to-peer fundraising and receive a free Donate Now button, weekly communications – this renews the essential bank deposits, and more, don’t forget to ■ www.theatlantic.com/doc/200806/obama- ■ Do your research – play and have fun with components of building a community (the signup today finance - ‘The Amazing Money Machine’ in various online tools before committing fundamental work of almost any nonprofit) The Atlantic Monthly about Obama’s social ■ http://www.google.com/analytics/ - Google media fundraising ■ Try tools out with test accounts, or see what Analytics are a powerful way of viewing others are doing Pillar 5.0 – Let Go what’s happening on your site beyond simply counting visitors ■ Most tools online allow you to collect lots ■ Keep your messaging strong and consistent of data about users and usage patterns – test, http://www.google.com/alerts ■ Build relationships, engage in dialogue ■ - Google experiment, and use the data to build a case Alerts let you stay on top of what’s to convince others to buy-in to an online ■ Stop thinking about offline as distinct from happening on the web related to any key strategy online word, such as your organization name

Pillar 3.0 – Steal From Goliath ■ People will always talk about you, whether ■ www.flickr.com – photo sharing website online or off – you can’t control them, but www.picasa.google.com ■ Learn from others, subscribe to sites you you can engage them ■ – photo sharing think are good – you don’t need to come up website with all the ideas yourself Books ■ Online, everyone looks the same size – play to your strengths: smaller organizations ■ Don’t Make Me Think! A Common Sense can often be faster and more nimble than Approach to Web Usability by Steve Krug big ones, and that means responsiveness ■ Get to the top on Google by David Viney and fresh content which is critical in online (Search Engine Optimization) communications ■ Groundswell by Charlene Li and Josh Bernoff five pillars of internet fundraising of pillars five

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 93 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 94 Growing Online ■ For 2011, the median online gift from databases, etc, onto one common platform rather Online Quick Wins Fundraising monthly donors was $32/month ($384/year) than having different online tools on different platforms. Convio/Blackbaud has an excellent ■ Make your website user-friendly If you are not experiencing online revenue and and communicate your message and © Courtesy of HJC New Media integrated online offering as does unxvision. www.hjcnewmedia.com growth or not on online at all, it may be time to Traditionally, integrated online solutions can accomplishments clearly with up to date consider investing in your online presence. be more complicated to get started on as the content features are more robust. Recently another Michael Johnston is the founder and Make sure you have a good website and also a ■ Capture email addresses by offering to keep integrated option came to market, that is cost president of HJC New Media. He's tool for supporters to give to you online. There supporters up to date on your work through effective, simple and includes proper training on an internationally-recognized, well are many different donation tools to choose eNewsletters or other online communication online fundraising best practices. This program respected authority whose company from, and all have unique benefits. A good is called Jump Online Fundraising (through provides expertise in e-philanthropy place to begin looking is CanadaHelps.org. ■ Develop an eNewsletter or other online HJC and UNX). and integrated fundraising. He believes CanadaHelps is very popular among smaller correspondence program, this keeps all charities should be providing organizations that need a secure donation tool. Integrated Online Solutions are not for every supporters engaged and able to share your online options to their constituents. I However your donation page is not branded organization. Below is a checklist of functions an message with their peers understand the competing priorities on CanadaHelps and you are listed amongst integrated platform can offer. ■ Ensure online and offline efforts are uniform and financial constraints of tiny and many other non-profits. Other options to in message and design small charities, particularly if you have consider include ArtezInteractive, GiftTool ■ Online tools are in your organizations additional infrastructure expenses or akaraisin. These options let you raise funds branding ■ Online is an “all-in” endeavour, it is setting up your fund development through a branded online donation form. ■ Giving options – single, monthly, tribute important to keep content fresh and program. relevant to maintain interest and attract new Features to consider when searching for an ■ Peer to Peer and events capability supporters online donation tool… Why is online fundraising important 1 ■ Reporting capabilities and ability to track ■ Understand how you can leverage social ■ Ability to apply custom design work ■ Online fundraising grew a median of 15% in online activity of donors and supporters media, all generations are participating and it 2011, with smaller organizations leading the ■ Giving options – single, monthly, symbolic, is the #1 online activity ■ Email marketing charge and representing the fastest growing etc ■ Make social media content easily shareable segment ■ Communication tool that allows for ■ Cost – monthly, transaction fees, set-up and and up-to-date so supporters will be inclined targeted emails, eNewsletters and other ■ Small organizations experienced the largest training included? to endorse your message to their network communication lines with donors and median website traffic growth in 2011, 21% supporters based on their preferences ■ Offer online giving, supporters are able to over 2010 traffic ■ How are receipts sent? shop for their favourite products online, give ■ In 2011, the average amount raised per email ■ Automatic follow-up/thank-you email them the option to support their favourite address on file was around $13/year ability? organization the same way

growing online fundraising online growing ■ An organization with 2,000 email addresses You may quickly grow out of your online on their list, should be looking to raise donation tool if it is a stand-alone system. There $26,000 from this list are many other things you need to do online such as events and email marketing. Therefore ■ The median online donation size was $94 in you may want to consider purchasing an 2011, and median first time online donation integrated online solution. An integrated online was $103 solution incorporates many different elements such as donation forms, communication tools,

1. Statistics from this section provided by The Convio Online Marketing Nonprofit Benchmark Index Study

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 95 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 96 Rationalizing Social Upgrades: Existing Infrastructure Letting Go THE BENEFITS Media: The Cost-Benefit ■ Using social media provides new eyeballs ■ One of the hardest things to do for many Think about the benefits in two ways: the return Analysis of Fundraising and new perspectives on some of your organizations is to ‘let go’ of their messaging on investment (quantitative), and the return on Through Social Media current communications. Do you need to into the world of social media. However, it’s engagement (qualitative). edia upgrade (print, website, etc.) in order to a critical shift to understand that the public © Courtesy of CanadaHelps - make everything integrate? reaction on social media happens whether Better marketing & market research m www.canadahelps.org you participate or not, and it’s often better to Developing Content (and Listening) be part of the dialogue than absent from it ■ Be good at marketing: get the fundamentals right – do you have strong brand and The Costs Consider how you can work with Ontario New To-Dos communications messaging? Parks or other partners to develop. Strategy: Social Media & Marketing ■ Market Research – Social media creates ■ Do you know who your audience is? How new market segments, and provides you with are you speaking to them? What do they ■ Social media requires good strategy – the ■ Writing for the web and for social media is more data and feedback. Organizations now want to hear? pace is fast, and the audience can be large time consuming. It can change daily habits significantly need to be more savvy about who they’re ■ Marketing is about understanding your ■ For social media, one perspective is to think reaching, and understanding that market market – what influences them? How do they of your social media tools as 1. Broadcast ■ Listening is the other half of the game, and ■ Social Media Policies – The more your really make decisions? Remember that you Centres (where you control the message: you’ll need to spend time listening, reading, organizations gets into social media, the are often your own worst focus group – what blogs, website, e-mail newsletters, etc.), 2. reacting, and commenting greater need there is to create social media is it that really drives your market? Embassies or Diplomatic Missions (where ■ Good social media isn’t just about you policies and guidelines for internal use you go to engage others, but where the rules reaching out, NB - remember the rule of Better fundraising are set by the owner, not you: Facebook, thirds: one-third of your content can be ■ Measuring & Evaluating – Someone is Twitter, YouTube, etc.), 3. Listening Posts about you, one-third should be engaging going to ask how effective your social media ■ Break down the walls that the (where you can listen to conversation: your audience in some sort of interaction, use is, and metrics and benchmarks will be professionalization of fundraising has often Twitter, RSS Feeds, Google Alerts, and one-third should be sharing of content critical. NB - It’s not just about followers, created, be an agent to create value for your ‘lurking’). you’ve found elsewhere it’s about impact. Think ahead of what you organization might be asked, and how you’ll demonstrate ■ More on marketing later, but you’re the effectiveness of your chosen social media ■ Use the tools of good fundraising: build competing against all sorts of brands for Finding Followers strategies campaigns with urgency, goals, strong attention, and for donors’ disposable income ■ There are no magical solutions to build an rationale audience on social media – it’s initially ■ Be careful of the “donor is bothering me” Paid Services vs. Free difficult grunt-work of finding followers one- syndrome: get ready to be bothered by many rationalizing social social rationalizing to-one ■ Free services are great, but sometimes donors of all stripes in the social media you get what you pay for. Don’t forget to space, and embrace that consider some of the premium services or premium accounts. They can be worth it in terms of saving you time and hassle

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 97 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 98 Peer-to-Peer The Resource Development A word of caution: Since every development Assessment effort responds to a unique set of circumstances, ■ Social networking is the basis for strong e.g., popularity of cause, staff expertise, budget, peer-to-peer fundraising and communications (Abbreviated version) etc., some of these questions may not apply – this renews the essential components of ent to you. If so, for purposes of this exercise, building a community (the fundamental work © Courtesy of Semple Bixel Associates Inc. substitute another question you believe to be

of almost any nonprofit) m 2012 relevant.

■ Leverage the peer capacity of your network Introduction – turn your networks into fundraisers on your If your fundraising is entirely volunteer- behalf This abbreviated version of our Resource driven or an add-on of the chief executive’s Development Assessment questionnaire is job consider members of the team as Engage with the “Unattainable, designed to provide an organization with a “unpaid staff” in the personnel section. While invaluable stories” quick, graphic profile of its potential to actively the questions may seem “not applicable”, compete in the philanthropic marketplace. It remember they’re based on Best Practices so ■ Fundraising is not about telling better stories is not meant to be a substitute for an in-depth your goal can be to work toward these ideals, about your organization, it’s about getting analysis of an organization’s capacity to raise whether your charity can afford to hire or the stories of your donors to mesh with the money. Normally, an expanded version is not. That will help you define all the roles narrative of your organization administered by professional counsel to a Study needed to be filled by volunteers, contract Group composed of the CEO, development people or those wearing a variety of “staff ■ Use social media to engage the stories of staff, select Board members and key volunteers. ent asssess ent hats”. Although “not applicable” wasn’t an your network, and for them to engage the However, in its current format, it will suggest option, you can either substitute a suitable stories of their peers – you may never know where strengths and deficiencies lie within your m question as mentioned above or try scoring the inspiration of your expanded network, resource development program. those a 0 or 1. I’ve added some clarification but let them work for you of the question in italics. Ten key areas have been selected for this brief Stronger Voice investigation. These are areas known to have considerable impact on the success or failure Rate the following sections according to ■ Use social media to leverage and strengthen of fund-raising programs. There are no right your organization’s fund development your brand in the community or wrong answers, only your judgment as to experience. conditions that currently exist within your ■ Measure and evaluate impact, not just organization. output. Tools like Klout can assist you in determining if you’re having the right type Instructions of impact, and whether you are improving in your capacity to reach out. (See Hill & Each of the numbered statements is to be rated Knowlton’s infographic on How the Top 40 either as Below Standard, Standard or Above Canadian Nonprofits Do Social Media) Standard. These conditions correspond to a numerical scale of 1, 2 or 3 respectively. After you have made your assessment, place the numerical value in the grid adjacent to each statement.

After completion of each section, add the sub- totals to derive a cumulative score. Then transfer the cumulative score from each key area to the resource develop resource Resource Development Assessment Profile (attached).

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 99 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 100 Fundraising environment Below (1) std (2) aBove (3) Leadership Below (1) std (2) aBove (3)

1. external: capacity to compete with other nonprofit organizations 17. the access Board members have to funding sources performing similar services within your service 18. the Board’s understanding of the resource development 2. external: corporate gift potential within your geographic locale process is judged to be… 3. internal: the Board and volunteer leadership support for the 19. the Board’s participation in soliciting gifts resource development program 20. the Board’s percentage of gift participation in reaching 4. Internal: office space and equipment to conduct business annual goal is …(their gifts) (e.g., fax, computers, e-mail) (Below - less than 25% participate; Fundraising Environment - Totals Standard - 26 to 75%; Above - over 75%) leadership - Totals

Donor Research Below (1) std (2) aBove (3) Volunteers (non-board members) Below (1) std (2) aBove (3) 5. availability of reference materials including on-line capacity 21. availability of volunteers to help solicit gifts to conduct donor prospect research 22. effectiveness of the volunteer orientation and training program 6. prospect gift evaluation procedure (qualifying donors) 23. volunteer’s percentage of gift participation in reaching annual goal 7. ability to retrieve donor gift data (Below - less than 25% participate; Standard - 26 to 75; 8. frequency of gift analysis reporting Above - over 75%) (measures in Fundraising Costs & ROI) 24. the recognition program for volunteers contributing their services donor Research - Totals Volunteers - Totals

Fundraising Techniques Below (1) std (2) aBove (3) Staff Below (1) std (2) aBove (3) (may be Chief Executive reporting to the board or volunteer-staff) 9. effectiveness of Board and volunteers in conducting face-to-face solicitations 10. net dollars raised by special events 25. development staff experience at designing and conducting 11. phone-a-thon fundraising programs 12. direct mail program 26. chief development officer reports directly to the organization’s Fundraising Techniques - Totals chief executive : No - 1; Sometimes - 2; Yes - 3.

27. chief development officer has access to the Board regarding resource development matters: Never - 1; Seldom - 2; Frequently - 3. Fundraising Aids Below (1) std (2) aBove (3) 28. extent of development officer’s opportunity to enhance fund-raising skills through workshops, seminars, and conferences 13. regarding a case statement for support: staff -T otals Do not have one - 1; in progress - 2; complete - 3 14. caliber of written proposals to solicit contributions

15. capability of software packages in preparing proposals, Public Relations Below (1) std (2) aBove (3) acknowledgments and statistical reports 16. availability of training materials to assist volunteers 29. the access your organization has to the communications media participating in fund-raising program 30. the procedures to release information to the local newspapers, Fundraising Aids - Totals periodicals and electronic media 31. name recognition agency has in the community

32. your organization’s image in the community: Poor - 1; Good - 2; Excellent - 3. Totals

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 101 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 102

bove elow Planning Below (1) std (2) aBove (3) tandard A S B

33. frequency of reviewing fundraising plan to determine its effectiveness

34. involvement of key leadership in planning (CEO, development staff, selected Board members and key volunteers) ttraction esource

35. the budget allocation to support the plan a 36. the effectiveness of oury current fundraising plan

Totals R

lanning

Resource Attraction Below (1) std (2) aBove (3) A 37. the overall ability of your organization to attract gifts from individuals P 38. the overall ability of your organization to attract corporate gifts elations ublic R 39. the overall ability of your organization to attract gifts in-kind ate:

40. the overall ability of your organization to attract gifts from D private foundations Totals P taff Courtesy of Semple Bixel Associates Inc. 2012 © Courtesy of Semple Bixel The Resource Development Assessment (Abbreviated version)

© Courtesy of Semple Bixel Associates Inc. 2012 S olunteers (non-board)

V le fi eadership

R L ids / ssessment Pro ssessment a A

R F / echnique ment ment p t F evelo onor esearch D r t : Tally each grid and transfer the numerical value to this chart. Example: If the staff grid has a numerical value of nine, shade in grid has a numerical value of nine, each grid and transfer the numerical value to this chart. Example: If staff Tally : Profile esource esource r d nvironmen / R

F E RDA blocks one through nine on this chart. 12 11 10 9 8 7 6 5 4 3 2 1

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 103 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 104 Fundraising Policies and Procedures Checklist YES NO

© Courtesy of AFP Ready Reference Series: Developing Fundraising Policies and Procedures: 9. A state disclosure statement on letters? (required for certain states) □ □ Best Practices for Accountability and Transparency - visit www.afpnet.org under “Publications” 10. A charitable registration number (i.e. a business number [BN]) on all list to order entire series cultivation and solicitation materials? (Canadian requirement only) □ □ k YES NO 11. Permission policy for sending email communications to members/donors? □ □ Is your organization registered where it raises funds? □ □ 12. A policy for conducting new special events? □ □ * (see below to next page)

Does your organization have the following: * This is a complex area requiring an increasingly greater level of attention by nonprofits, paid 1. A gift solicitation and acceptance policy? □ □ fundraisers and fundraising consultants. In the United States, charitable organizations may be required to register in states where they raise funds, but requirements vary from state to state. 2. A procedure for processing gifts and maintaining database accuracy? □ □ In Canada, although charities can be incorporated provincially, all fundraising organizations must register a charitable registration number or business number (BN) with the federal Canada 3. A policy and/or procedure for: Revenue Agency. If you are uncertain about state/provincial and federal registration issues potentially affecting your organization, consult with a qualified professional advisor. ■ gifts of securities? □ □

■ gifts of personal property? □ □

■ gifts of real estate? □ □

■ gifts of intellectual property? □ □

■ restricted gifts? □ □

■ establishing endowments? □ □

■ planned/deferred gifts? □ □

■ accepting gifts-in-kind? □ □

4. A donor-privacy policy? □ □

5. A donor-recognition policy? □ □

6. A written procedure for entering and recording gifts? □ □

7. A written procedure for acknowledging gifts? □ □

8. IRS*/CRA language on receipts? □ □ IRS language also on thank-yous? N/A in Canada □ □ policies and procedures chec procedures and policies

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 105 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 106 Ways Board Members Can Support Fund Development What else else What I need to succeed Initiatives ng ng i

© Source: Cynthia J. Armour, CFRE ll www.elderstone.ca wi learn an do that that an do or I’m or I’m to Board members play an important role as an ambassador. You are the conduit between the I c organization and your community. The leadership team is responsible for governance and the fiscal health of the charity. Your role as a champion of fund development sets the stage for investors. NB - Not everyone has to ask for money. Successful fundraising relies on a variety of strengths. Review the list on the following pages. Where do you see yourself and what support do you

need to succeed? trytabase (may t websites t ities estment opportunityestment to ospect research data ospect research actors lan with budgeted prioritieslan with budgeted an support an support an P ic onor lists from like-mindedonor lists from charities nderstanding that 100% supportnderstanding that om the board leverages $$ leverages om the board ccess to pr to ccess online da to ccess osts messaging onsistent urrent suppor urrent nowledge of current funding sources of current nowledge uccess F uccess romotes inv romotes trateg inks to prospec inks to ncome gaps ncome dentified prior dentified S K partnering with another charity if subscription is prohibitive) U fr S I P A D L A I C C C support great work (versus attitude of attitude (versus support work great friends) from begging egic egic d be bers c bers c bers -Ability-Interest of -Ability-Interest e and reward e and reward tional needs (based on m m tacts between charity’s tacts charity’s between e people you know e people you who e e on lan) in a compelling manner that manner that lan) in a compelling i m m tly for supporttly for P t ic ip illing to introduc illing to ake an annual gift within your budget ake an annual gift within your escr onors and funders recogniz ommunicate organiza ommunicate oard members lead by example members lead by oard Linkage elies on pinpointing he fundraising plan depends on the strat he fundraising trateg dentify the most likely donors who’ dentify personal con dentify D B M T plan D reactive versus proactive charities are that W support to charity’s be motivated your would mission and accomplishments I mission charity’s in your interested R donors potential I and/or and foundation leadership team boards corporate C S asks direc ed ists rements i u ween mission and interests mission and interests ween q igh-level thinkers igh-level oal-orient ttention to detail to ttention e ommitment onnectors urious elief in the cause ees logical connectionees logical leuth trateg tory tellers writers trong R C B S H G S bet of personal & professional contacts S C A C S S ways board board ways board ways oundation oundation ch F chers e and onor ole orporat lanning rospect resear ideally the whole board R D P P C resear board Making support the case for Matchmaker * © Source: Cynthia J. Armour - www.elderstone.ca Cynthia J. © Source:

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 107 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 108 Revenue Development and have been trained to make requests on What else else What I need to succeed Committee CHARITY’s behalf. ng ng

i ■ To review, on a quarterly basis, revenue © Source: Cynthia J. Armour - ll generated toward financial goals and report

wi www.elderstone.ca to the Board. learn to I can do that that I can do or I’m Terms of Reference (sample) ■ To assist the Board, volunteers and members with identifying potential supporters. The Revenue Development Committee is a ont of ont volunteer-driven standing committee of the ■ To participate in the cultivation and Board. Its purpose is to raise funds on behalf solicitation of donors. iate) say 1000 say iate) stem of CHARITY. In so doing the committee est tion personally o speak from ■ To promote the identification and recruitment

try and monitoring ensures active involvement of the Board to set

e of fundraising volunteers.

an support an policy for, participate in, and directly support, actors onor history

D ongoing resource and revenue development ■ To centralize requests and ensure consistency activities. The Committee directs, in accordance in strategy and all communications with oesn’t take rejec oesn’t ood data trackingood data sy ccess to offic to ccess omfortable with speaking in fr uccess F uccess easons they’d inv easons they’d rospect/ ictures (when appropr olitically engaged in community et presentation t et presentation fficient data en fficient with the policies determined by the Board, S words P R D C S P G Knowledge of best prospects/donors relationships and steward cultivate to with P E A a crowd system the public, in keeping with the fundraising s of reference of s the overall activities and advises the Board strategy. on matters concerning revenue development

m activities and programs. ■ To support identified canvassers in making tion effective applications and presentations bers c bers Line of Authority

ed to potential donors, provincial and federal

, service club governments, granting agencies and m The Committee reports to the Board of Directors foundations. tly for supporttly for e er data into donor database donor database into er data tionship-building through its Chair, a voting member of the Board.

y’s case to service case to clubs and y’s ■ To initiate and participate in creating tions come from individuals and from tions come m on ts are spent as intended spent ts are i development policy and recommending t

ip Spending Limit

ple ter ple these policies to the Board when appropriate. hether at a special event hether at escr elps sort and ent anvasser asks direc anvasser ommitted to rela to ommitted ontact and meet with elect est used in major gift requests resents charit resents ees value of strengthening connec of strengthening ees value nsures gif nsures hanks donors Any spending will be approved by the full D B 80% of dona 80% of their support 20% of them from comes C P their and asks for groups other interested support T E C S charitybetween and donors W or a partypresentation amongst your charity your of how the word friends - spread our community strengthens C representatives H and thanking receipting keeping, record for ■ To report to the Board on fundraising m Board in its annual budget. activities and to make recommendations on changes to fundraising policies. Responsibilities include: y sa ity’s ity’s ■ To set directions for the annual membership ■ To develop an annual fundraising

y campaign with a goal to increase and strategy based on best practices and the broaden membership and its benefits (if organization’s Strategic Priorities, including applicable). te rements i a rationale for support, financial targets, u q egotiator ood listeners rticulate ppreciative rticulate about char ttention to detail to ttention detail to ttention ctive listeners ccura e omputer savv omputer espects confidentialit unctual unctual assion for the cause assion for the cause assion for elf confident elf confident ociable ales ability timelines, donor cultivation, recognition ngaging R P S A S P N A P P S A A G E S A A A R C priorities and stewardship. The primary focus is to capitalize on individual donors - in particular those with the capacity to make a significant ways board board ways gift who are interested in investing funds to support CHARITY’s mission This strategy drives the initiatives of the RD Committee peaking -face solicitation -face and others who are acquainted with the plan S mbassador ole ublic tewardship racker ace-to © Source: Cynthia J. Armour - www.elderstone.ca Cynthia J. © Source: R F P S A T

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 109 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 110 RD Committee Membership Frequency and Time of (voting and non-voting) Meetings: Fundraising Methods, Sources, Characteristics ■ Up to two members of the Board, appointed ■ Members will meet (in person or online) on a and Burning Questions by the Board, one of whom will act as Chair monthly basis with an expectation there will of the Committee (voting) be Action Steps required after each meeting © Source: Cynthia J. Armour, CFRE www.elderstone.ca ■ Up to five additional members, approved by ■ Estimated time commitment - approximately the Board, preferably non-members of the 5 hours per month Board (voting) While generalizations may be risky, the table onthe next page provides a continuum of ■ All members vote at committee level but the most typical fundraising methods I’ve Benefits to Members: uestions only Directors vote at Board level encountered over the past 20+ years. Most charities seem to move along this pathway – ■ The Chair of the Board (ex-officio) ■ Training in marketing and fundraising q a sequence that isn’t necessarily the most strategies fruitful! Considering individuals comprise the ■ Executive Director (non-voting) ■ Experience in committee work highest percentage of private sector support it’s a wonder that charities take so long to ■ Acquisition of transferable skills focus the bulk of their time and effort on those Quorum who provide the biggest gifts with the fewest ■ Hours served can be counted locally restrictions! The quorum for meetings shall be 50% of committee numbers. ■ Satisfaction serving a worthwhile organization

Characteristics and Skills:

■ Willingness to seek and solicit investors in CHARITY’s mission

■ Enthusiastic, detail-oriented, strong interpersonal and organizational skills, good communicators (both written and spoken), creative, tenacious, passionate about the cause, ethical, works well to deadlines and has a sense of humour

■ Experience with closing sales or fundraising requests is a definite asset ethods, sources and and sources ethods, m

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 111 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 112 ’ll e e. e.

TS red. IF ity G

eas prior counted counted oard members oard ift or major B e they solicit your e they solicit your ues LANNED edicated annual donors edicated ave ave equests, life insuranc life equests, equires expertequires advic resent or defer resent P consider a planned consider to gift. be costly May administer. is heaven Manna from wishful thinking. bequest made their own befor best donors? ▲ B annuities, policies, charitable remainder estate, real trusts, securities from you! who love individuals R D be asked if they need to P H q -to- olicies’ for these ar for olicies’ P . hat’s hat’s T ery time-consuming anada don’t support char anada don’t TS inkage, writing and ticket sales are writing and ticket sales are eturns. L C IF to staff’s main responsibilities, responsibilities, main staff’s to nterest ons I G

ead publicity that requires ead publicity requires that C cceptance cceptance ts that don’t fit pre-defined can criteria don’t ts that A e they should nificant staff time and corporations corporations staff time and nificant jor w that individuals w that nout ospect research and ospect research ajor gift fundraising rants or outdoor events or outdoor oes your board board oes your bility & orporations (10-ish%) orporations equires significant significant equires ersonal (often face ignificant r ignificant oundations (10-ish%) oundations ndividuals (min. 80%) face) solicitation. face) I F C M contact “elite is an sport!” R P S D kno the largest represent proportion of private sector support (outside government)? their efforts, focus identifying A ▲ pr cultivation. wher y not coincide with funding needs y not coincide arge gif arge porations in porations L echni ess are low ess are low ess are T e giving patterns; support “safe” organizations “safe” support patterns; e giving S MAJ hen if a donor wishes to make a significant g make a significant hen if a donor wishes to IP xpects T d defined d

e marketing ations they ations cceptance cceptance ften one-time only g igh expectation of widespr rant deadlines ma rant hances of succ hances of succ hances onservativ isk factor, especially f isk factor, esearch and cultivation can be v and cultivation esearch rofit per person-hour can be small - when costs are ac costs are per person-hour can be small - when rofit otential to lose money if under to otential ponsorships require sig ponsorships require taff and volunteer bur volunteer taff and he majority of cor ime consuming (often cuts in ime consuming abour intensive A particularly if there’s limited volunteer support) volunteer limited particularly if there’s weak diligence L T S P R P R C O G C S C H T for honestly (including all staff time) return on investment is return on investment honestly (including all staff time) for - can be as much $0.70 $1.50 per $1.00 raised low charity’s to access for - investment expect an exchange favourably/low works charityaudience; name recognition less enticing profile partnership in any a lot of control want May ONSORSH as the boar the as sually in the P orporat e orporation olicies as to which olicies as to S oards should develop and pass ‘ and pass should develop oards budgets (as opposed a donations to budget) not or would would comfortable feel funds accepting from? C U $thousands. C H their P corpor ▲ pro an exchange/quid quo. to solicitation. solicitation. to compromise the charity’s reputation. the charity’s compromise B sponsorship that doesn’t fit your mission or values, the organization isn’t isn’t the organization values, your mission or fit doesn’t sponsorship that the money. by “seduced” . onor D because it xisting CRA volved volved e new donors ate of return on of return ate L I MA

ou got a good strategy ou got a good strategy edures (relates to previous chart) (relates to previous RECT I

oes your board understand board oes your ave y ave rimarily individuals targets etters to acquir to etters e renew to etters geted populations geted those you mailed is considered mailed is considered those you Monthly donors are good. helps cost-effective, more most and are predict cash flow make a bequest (but likely to “good be a need to generally friend of the organization” committing.) before L L donors giving monthly invite May P out. be contracted May D in the high costs in direct mail and donor acquisition? H ▲ is expensive acquisition because a 1% r and donor stewardship for renewal? or sponsorship t undraising undraising eness (potential for media) for eness (potential ifts aising cost according to to according aising cost teers Inspired by a Mo Davies document (in her memory) F ching gift potential ontacts (provided info is recorded) info ontacts (provided ng d I T I t nificant amount for minimal time invested if your if for minimal time invested amount nificant our ongest R or leadership training ay t donors another opportunity donate to ? W W ifts another charity from tive - averages $0.20 per $1.00 raised - averages tive $0.20 per $1.00 raised - averages tive Pros es provide the es provide ROI s? Reordered and augmented by Cynthia J. Armour, CFRE www.elderstone.ca CFRE www.elderstone.ca Armour, and augmented by Cynthia J. Reordered esignated funds esignated anslate your case for case for your anslate overnmen nited nited re you able to simply able to you re an you identify which identify an you orporations ervice clubs ocal businesses oundations energy ocus your source(s) for funds. for source(s) G S L C F U D based on y F C best A tr ROI ▲ proposal. str on your sourc support distribute to tier second your to ay to find new volun find new to ay pportunity f ood source of in-kindood source g ives presen ives dds credibility when approaching other donors when approaching dds credibility lear guidelines and application proc lear guidelines and application an generate new c an generate public awar an increase education for an be a forum opportunitiesan provide f tar appeal to to an be tailored commitment an increase ost-effec ost-effec otential for sig for otential annual suppor for otential ome employee mat ome employee oundations are in the business of donating money in the business of donating are oundations un sn’t included as a fundr sn’t counts as g counts F C C G C C C C O W C I F P C C P A S G Mobilizes volunteers Mobilizes charity falls within their parameters ng grant I oes it evadas affles ingo ow effortow ompared ompared B N R 50/50 draws L D your fit mission? ▲ c special to events.

t in cash or ros but ros ue P iq ofile, cultivating cultivating ofile, ten miss all these ten usinesses gam echn B )? / T iting tial “can” in “can” tial ROI e. vents E SALES rant wr rant ting the public mall to large suppor large mall to ponsorship method. EVENTS in-kind G S S

FR ote poten ote orporations/ etter for raising pr raising for etter pecial oundations ou ever counted all the counted ou ever AL ☐ S B N opportunities F ☐ C new donors, thankingnew donors, donors existing charities of many ☐ I EC ften has nothing to do ften has nothing to efault inners alas ave y ave olf and other tournaments olf and other tournaments P ales hing-a-thons abour intensiv S P RODUCT staff time that’s required and required staff time that’s return your then calculated ( on investment S D G T G D L than friend-raising More fundraising. O with educa H ▲ about the mission of your lost therefore organization, potential. © Cynthia J. Armour, CFRE www.elderstone.ca Armour, © Cynthia J.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 113 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 114 Grassroots Fundraising Strategy Chart

by Mimi Ho Adapted from “Choosing the Right Fundraising Strategy,” by Kim Klein & Stephanie Roth, © Courtesy of - Grassroots Fundraising Journal, Vol. 18, no 3, June 1999

PR Here is a tool to help develop your fundraising plan for the new year. By under- standing which strategies are good for what purposes, you can make sure you’re nificant front-end costs front-end nificant wn institutions tionship with donors using the strategy that is effective for your purpose—not just what you are used to o open doors to strangers o open doors to

esult in bad doing. Knowing what kind of response rates to expect can help you more accurately e you can make money - average can make money - average e you predict how many people you need to ask to reach your goal. For an even higher epare kits, supervise,epare and motivate train t training and well-developed kit and well-developed t training ospect list and research information ospect list and research

ear of last gift - potential for up to 50%) up to for ear of last gift - potential response, consider combining strategies. vasser pool vasser teer for every for 4-5 prospects) teer ybody and may be over-committed ybody and may e and risky small organizations for y unlikely to become donors become y unlikely to o develop a constituencyo develop e eturns, especially if paying canvassers especially if paying eturns, ifts Strategies Not Requiring Personal Knowledge of the Prospect

ons Expected

C What it is Best Use Comments Response w response rate (1% on donor acquisition, significantly better better significantly (1% on donor acquisition, rate w response eed to spend money befor eed to eeds support (1 volun pr develop eeds time to omeowners becoming less likely t becoming omeowners an be fairly long process isk of incompetent callers can r isk of incompetent isky of r in terms equires significant can significant equires xpensive to set up to xpensive olunteers need major gif olunteers ery labour intensiv rofit per person-hour is small rofit expensiv rohibitively o xpensive to get up and running - sig to xpensive taff time is required to pr required taff time is ever asked by hey are icket buyers are ver are icket buyers imited size of g size imited akes time to develop the fullest rela develop akes time to t years akes several ough competition with the big, kno with the big, ough competition E Many service clubs are struggling to raise their own funds their own service raise Many struggling to clubs are L E N mailings is $1.25-$1.50 per $1.00 raised; donor acquisition for cost $0.20-$0.25 average year of lapsing mailings within the first renewal lose interest, than one year more - those lapsed for per $1.00 raised higher and costs poorer are rates response subsequently T N V N S T L C R T V R R P H P T T volunteers on renewals within a y on renewals Personal Face-to-face 50% say yes Upgrade donors Start with people you know, Solicitation at whatever level of giving is Bring in large g Meet with a prospective ifts from appropriate for them 50% of those qualified prospects donor by pre-arranged agreeing will appointment & ask for a give less than Raise large amounts of contribution the amount you asked for money quickly Prospect has ABC: Ability to give in the undraising strategy undraising range you’re asking for, F

y can react quickly too Belief in the cause Contact with the ity or event vided you have accurate database for for database accurate have vided you organization or person er the years asking (that is, the teers solicitor and the prospect

know each other) verage $0.05 - $0.15 per $1.00 raised verage te o people who like games of chance rather than rather o people who like games of chance

Pros Personal Phone Call 20–25% Upgrade donors to a Use with major donors who Caller knows the higher gift, especially can’t be visited easily prospect, makes call, & people giving more than For donors unwilling to $100 but less than your ost effective and efficient fundraising tool with highest return tool with highest fundraising and efficient ost effective igh success ra igh success ood source of volun ood source asks for contribution over schedule a face-to-face an get maximum benefit for minimum output an get maximum benefit of money amounts large an raise donors an upgrade volunteers an find new money quicklyan raise so charit donors an upgrade lapsed donors an renew neighbourhoods an target ost effective - a ost effective epeat requests are simple are requests epeat donors ov esults in loyal ery personal he most personal approach ducational component ducational component ducational ends legitimacy the char to s a personal approach (pro s a personal approach merging letters) merging Measurable and testable on investment than mail higher return personal and therefore More making donations May appeal t May C R I E H C C T C R C L G C C C C E V M the phone group’s definition of a meeting, phone contact is major gift second choice Raise large amounts of money quickly

Personal letter or Email 10–20% Low-key way for board, Usually good to have more

rassroots rassroots Key difference from staff, & volunteers to ask personal contact with donors direct mail: there is a friends & colleagues for after letter, either by phone or gifts in a meeting, but letter alone G relationship between the Get donors already can also generate money person writing and the ead) gift requests usually ead) gift requests

L known to people in the ue prospect lubs door canvassing iq organization to renew C -face solicitation -face Email only gets this kind

lanned giving their gift o individuals for annual or capital o individuals for t campaigns which may also include which may campaigns and corporations lead foundations Major ( P of response if the person

echn Sometimes useful for oor-to- irect Mail

ervice otteries ace-to elemarketing T D F ■ ■ S T D L upgrading gifts asking knows the prospect personally

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 115 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 116 Principle 10: Be Effective Strategies Not Requiring Personal Knowledge of the Prospect The Building Blocks of Do the right things

m a Successful Annual What It Is Expected Best Use Comments Program Principle 11: Be Efficient Response Do things right Door-to-door Canvass 10–15% ■ in combination with an Solicitors usually don’t know the © Courtesy of: David Love, Agents of Good Volunteers or paid canvassers organizing drive in which people prospects, so response may be low http://agentsofgood.org (and 43 year Principle 12: Be Accountable go door-to-door in designated are asked to sign a petition or A certain percentage will answer the environment fundraising veteran) Pie chart neighborhoods, asking residents express an opinion as well as door, so solicitors can engage face- to become a member or give a join the group and give money Principle 13: The BOOMERS! to-face in a deeper way than writing Principle 1: Be Donor Centered contribution. Get their TIME or phoning those people 1. Get Them ■ ■ Get their money Gifts are often small, and it’s hard 2. Keep Them ■ Get their LEGACY to get donors to repeat them, other 3. Love Them than through further door-to-door Principle 14: Strong-tie Communities contact Principle 2: Keep a Rigorous Database Find your ambassadors Keep track of them Phone-a-thon 5% ■ reach large numbers of people Good initial training for volunteers A group of people are recruited with a message they can in how to ask for money from Principle 3: The Pareto Principle (or hired) to come together 15% if current respond to immediately people they probably do not know Pareto’s 80/20 rule. Three References: over one or more evenings to donors ■ bring in a large number of small Works best when donations by “The law of the vital few.” call a list of prospective donors and medium-sized gifts quickly credit card accepted Websites: who may be interested in the Principle 4: Features and Benefits organization’s work; sometimes Charity Village – www.charityvilage.com It’s not what you do (Features); used with current donors who SOFII – www.sofii.org give smaller amounts or whose It’s what you do for me (Benefits) membership has lapsed. Book: Principle 5: URG Stayin’ Alive: How Canadian Baby Boomers Direct Mail .5–1% ■ acquire new donors Can often cost as much as or more Your Unique Reason to Give (URG) in 15 Will Work, Play and Find Meaning An identical letter (not ■ reach people you have no other than it brings in, so important to words from your donor’s point of view. personalized) is sent by bulk 10% if current way to contact follow up with getting these donors Michael Adams, 2010, Viking Canada, mail to a list of 200 or more donors to make renewed gifts Principle 6: KISS - Keep It Simple and Short Toronto people who haven’t given Principle 7: Make It Worthwhile (or sometimes to lapsed donors), but who have shown some Principle 8: Greatest Hits interest in your or similar issue. Three Greatest Hits – Ever Email (to new prospects) .5–1% ■ acquire new donors More cost effective than direct mail Two Greatest Hits – in this year Email blast to a list of people ■ good when this is the only (though there are technology costs Principle 9: Your Fondest Dream who have never given to the contact information you have for to be able to send bulk email) organization someone For five years from now ■ best way to drive traffic to your For twenty years from now

website progra annual successful

Special Event Varies by ■ strengthen relationships with Most successful events combine Gathers a group of people to event donors strategies for acquisition, retention, do something fun, entertaining, ■ raise money from sources you or upgrading of donors and/or educational. might not otherwise have access to, for example, small businesses Very labor-intensive, may not be ■ good for goals that are not best for small organizations strictly financial, including to: ■ build sense of community in House parties are a good variation - the organization require less time, labor and up-front ■ introduce new people to costs your work ■ gain publicity

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 117 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 118 Creating an Annual Plan at the end of each fiscal year and start each b) Name by Name Table: the specific names exercise. It’s an assessment based on the Giving or Regular Giving year with a stronger plan than last year’s plan. of the \ donors at each giving level and a relationship and conversations you’ve had Review with your staff the plan and calendar projection of the highest amount that donor with the prospective donors or others with Plan monthly. If necessary, modify and update your might give, the worst case scenario and the real insights. plan throughout the year. A good plan is flexible most likely scenario. Your likely scenario © Courtesy of Karen Osborne - and responsive. This will ensure that you are www.theosbornegroup.com should add up to your goal. This is not an staying on track and still moving towards Your plan is a dynamic management tool that achieving your objectives. will help you stay focused while achieving the Your Annual Giving Plan should include successes your constituents need and deserve. It: Level Names High (Best Case) Low (Worst Case) Likely Results all unrestricted, renewable and/or budget ■ Sets SMART (Specific, Measurable, relieving gifts from all sources that have $10,000 George $10,000 $10,000 $10,000 Achievable, Results-oriented and Time- given or could give on an annual or regular Martha $5,000 $0 $2,500 specific), goals based on aspirations, needs, (monthly, quarterly) basis. Company A $10,000 $1,000 $5,000 data and information Following are the minimum components of a ■ Provides action steps to achieve your goals good plan: c) Filling the Pipeline: A name by name table new “customers,” creates a climate for 1. Measurable Overall Objectives – what ■ Assigns authority and responsibility of gifts will let you know how many new giving and shares key themes and messages resources does your organization need in prospective donors must be identified and with all constituents. How will you share ■ Sets priorities the coming year to address your immediate, how many need greater engagement and your vision and case for support with your short-term and long-term vision and client stewardship. Filling the Pipeline will help community and constituents? How will you ■ Allows for the unexpected services? Include goals for all aspects of you add needed prospective donors to your target these messages to key members of the your program: dollar goals but also things ■ Puts forth benchmarks for measuring pool. community, business partners and foundation like the acquisition, retention and upgrade progress against goals prospective donors? Remember Seth Godin’s rates for leadership annual gifts (usually d) Rating Potential Donors: A rating system observation – “No one ever bought anything $1,000+), the number of face-to-face visits ■ Helps you budget resources: time, staff, for capacity to give, inclination to give and in an elevator.” The messaging and case and the expansion and implementation of money readiness to give will help you keep your for support should invite conversation and creating a giving plan giving a creating your stewardship program. These tools will focus and priority on those “critical few” questions, not just pitch and sell.

■ Includes a calendar that integrates all aspects help you: who will give you 60% to 90% of your gift of your program dollars. 4. Action Steps for Achieving Objectives – a) Table of Gifts: a table that lists the For each measurable objective, you will need various giving levels, the number of 2. Case for Support – This starts with your to identify specific actions steps, the lead gifts needed at each level in order to mission, vision for the future, values person responsible for implementation, key achieve the goal, the number of donors and strategic plan. From there you must success milestones, the required completion needed (three or four prospects for each identify your fundraising priorities. You are dates and any budget implications. These hoped for gift) and the number of donors answering questions. “What societal problem action steps answer the questions, “What identified. are you solving? Why is it important to will I do to reach my overall objectives? support our organization and why do it Who will be responsible for taking each Giving Level # of Gifts Needed # of Donors and # of Donors and now?” You are articulating what will be step? By when must it be completed and at this Level to Prospective Prospective accomplished (not bought) with the money how will I measure success along the way?” Achieve Goal Donors Needed Donors Identified raised and explaining why donors should (usually a 3 to 1 or with the Capacity make this a priority for their own giving. 5. Monitoring and Tracking Success – A 4 to 1 ratio) to Give at that Level good plan should be tracked and monitored 3. Communications and Marketing Plan – A monthly at the beginning of the year and $10,000 2 8 0 good communications and marketing plan weekly towards the end of the fiscal year. is integrated and comprehensive. It invites

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 119 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 120 As each solicitation takes place, you are how much you are trying to raise and we will Formulating SMART 2. Start from the target group. Many projects measuring success against your high, low send you an annual fund table of gifts for that Fundraising Goals are not about you or your organization but and probable projections. As needed, you’re amount. about achieving something for other groups making monthly decisions about what and © Courtesy of Movisie 2009 - http://www. of people. Who are these other people? Be how you will make changes (instead of movisie.nl/eCache/ENG/1/15/032.html specific about who will benefit from your finding yourself behind too late in the fiscal project. Or better yet: invite your target year to do much about it). A common tool to formulate goals is the group to join in the composition of the plan. SMART model. SMART signifies: 6. Calendars – How you will allocate time goals 3. Carefully consider your contribution/ throughout the year to ensure you are Specific, participation: What is it that your making steady progress in completing tasks. Measurable, organization can really contribute to the Acceptable, project? With a one-year project with a 7. Budget – How much will it cost to achieve Realistic and budget of €10.000,- you will not change the your goals? Time-bound. world. Thinking in terms of contribution is often enlightening. It will not only help your A good plan is essential for success and one of How to make your goals SMART? It sounds organization to stay modest, it also reveals the most important components of the plan is easy: be specific, measurable, acceptable, the other partners that influence the path to the table of gifts. If you would like a template realistic and time-bound. However, we often success. Do you really feel that organizing for your giving table, just contact us; tell us find passages like: one big gathering will bring all volunteer “The project goal is to offer a range of useful organization members or supporters to activities.” organize community activities in the future? Or will your project bring the groups a “We would like to encourage different groups bit closer together which will enhance the in our volunteer organization to do things chance that there will be collective efforts together.” to organize activities? Only the things that you, as an organization, can really change “After this project the board members will realize through your project should be labelled as a there is a light at the end of the tunnel.” concrete goal. For the rest of it you will be

1(a) Gift Tables are an important part of your research and planning - here’s a way to fundraisingart ■ contributing to the achievement of higher calculate prospects and gifts based on your goal - In these examples the outcome of the project is goals.

https://www.blackbaud.com/company/resources/giftrange/giftcalc.aspx m unclear as well as who would benefit from it in what way. 4. Name your indicators at the start. When ■ 1(b) consider adding a field so you can sort alphabetically by last name. will you have reached the goal, how will Below we offer a list of starting points to help you clearly present and communicate this ■ 7 - be realistic when setting your fundraising goals - read the section on Setting Realistic you to formulate your SMART goals: Fundraising Goals. to yourself and others? Measurability is 1. Imagine the project is finished: What do not scary or evil. It doesn’t mean you will you see? What is different now? And who be ‘settling scores’. Clearly formulated is it different for? Describe what you see indicators will not only serve as guidelines as if it is already true. This will almost during the execution of the project but they automatically make your goals more are also instruments to finally measure the specific: “At least 100 occupants from care project’s contribution to the true positive

ulating s ulating facility X and Y in the municipality of Z will change which is always the ultimate goal. have access to volunteer support for using The indicators also describe what you are not planning to do, thereby ensuring that you m the computer, going out and the necessary social conversation.” will have to account for it in the end. for FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 121 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 122 Naming indicators is not always easy. Again, 5. Do not cram everything into one sentence. it is useful to concretely imagine the change Many of us are inclined to present our after the project has finished.What does it project goal in one sweeping statement. really mean if the board members finally Of course, it is useful to start with the ple realize that there is light at the end of the most important information. However, a tunnel? Do we say that, in the end, at least SMART goal will almost always contain m half of the board members must be willing to some additional clarification after the

stay? Should the board agree to reject at least main clause. This is especially true for a three tasks?

Acceptation (“This plan is also supported S by …”) and Measurability (“in this project Indicators can’t always be quantitative. This ‘useful’/’together’ means…Whether the entails that there needs to be a discussion change is successful will be measured leading to the common denominator: What, by…”). to us, is a good criterion to measure the Development Plan 2011 Key Activities success of our project? February 2011 ■ Coordinate donation requests to board Introduction members, staff and key volunteers. ■ Research and evaluate top individual and Fundraising results in 2010 built on past success corporate supporters. as we exceeded our $40,000 goal by more ■ Assign key prospects to committee members

ent plan plan ent than 20%. With more funding requests in the pipeline and more solidly supportive donors we Budget & Resources

m will increase our overall financial target for 2011 to $45,000. ■ Staff to prepare background materials, facilitate meetings, and track results. ■ Budget: $200 (direct expenses related to Personal Solicitation - $18,000 donor packages and meetings). Objectives Direct Mail - $4,000 Specific: your project goals are aimed at a specific solution of a specific problem; ■ To solicit board members, staff and key volunteers, emphasizing monthly donations. Objectives

Measurable: in your project goals you have included indicators to measure the project’s progress; evelop ■ To focus efforts on individuals, corporations ■ To conduct a direct mail appeal in Acceptable: everybody who is participating in the project as well as the people who may be D and funders who share our objectives. conjunction with the newsletter. influenced by its outcome, agree with the content and approach as formulated in the ■ To advance proposals with primary donors ■ To focus on stewardship messages in project description; (e.g. Lambac, Shell, FedNor, etc.) newsletters. Realistic: eventually, your organization is capable of creating the necessary circumstances to ■ Identify new potential donors and start to ■ To develop effective follow-up strategies to achieve the goals; build the necessary relationships to secure maximize mailing appeals. a major gift in the future (e.g.TD Friends of Time-bound: if possible indicate which results can be expected and when. the Environment, Environment Canada,) Key Activities ■ Secure one gift of stock; and create ■ Evaluate and segment current donor base for necessary forms and procedures of future effective donor “renewal” package. gifts. ■ Analyze direct mail results for participation ■ Keep planned giving as a personal rates, average gift, and mailing expenses. solicitation objective. ■ Encourage monthly donations more consistently.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 123 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 124 Budget & Resources Key Activities Stewardship Total Fundraising Expense Budget

■ Volunteer and staff coordination of mailing ■ Review 2010 financials to get a better picture Objectives Personal Solicitation $ 200 pieces and process of motivation of the donors Direct Mail 800 ■ To elevate communication and reporting ■ Budget: $800 (production, postage, printing, ■ Increase profile of the most successful Planned Giving 150 to donors and members on impact of stationery, etc.) vehicles of giving Raffles & Silent Auctions 300 contributions General Donations 150 Budget & Resources ■ To improve key elements of a recognition Stewardship 0 Raffles and Silent Auctions - and stewardship plan $8,000 ■ Volunteer and staff time required to develop Total: $ 1,600 an initial plan Key Activities

Objectives ■ Budget: $150 to initiate additional giving Revenue Goal: $ 45,000 (Cash) ■ Engage the Chair of the Board in effective $ 5,000 (Gift-in-kind) ■ To grow on the past success of raffles and stewardship silent auctions Challenge Fundraising - $5,000 Budget & Resources Key Activities Objectives ■ Budget: Staff and volunteer time ■ Secure quality and relevant gifts-in-kind to ■ To initiate a broader program of challenge ensure maximum revenue generation fundraising Other Fundraising Initiatives Budget & Resources Key Activities Objectives ■ Volunteer and staff time ■ Create a system people can use to raise ■ To implement ongoing improvements and ■ Budget: $300 (raffle license, ticket printing, support from friends and family evaluation of database system promotion, etc.) ■ Create an on-line system and train interested ■ To continue to increase the number of people on the process monthly donors General Donations - $10,000 ■ To continue to evaluate raffles/auctions, in Budget & Resources conjunction with the Programs and Projects Objectives Committee ■ Volunteer and staff time ■ To assess allocation of general donations ■ To prepare ourselves for the 25th anniversary to ensure appropriate categorization for of the Friends and determine how to budgeting and reporting purposes capitalize on this milestone

■ Review the various ways general donations Budget & Resources are received and strategize for increased giving ■ Volunteer and staff time

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 125 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 126 Fundraising Letters That the Johnson Box. And even on the envelope. Tips For More “Appealing” Use a conversational tone and be positive; k Work Why this brutal insistence? It’s an inertia thing. Fundraising Letters people like backing a winner. Getting someone to act requires the repeated Keep sentences short and paragraphs succinct. © Courtesy of Tom Ahern’s application of a hard-swung two-by-four. © Source: Cynthia J. Armour, CFRE (http://www.aherncomm.com) personal www.elderstone.ca Too much hot air loses the punch. Run-on checklist of direct mail guidelines... Does your letter entertain? Is there news value sentences are confusing. in it? Does it tell an intriguing story? AIDA. Get their ATTENTION, build their Be honest and quantify your claims with Tom is an expert in his field - albeit a bit INTEREST and DESIRE to help, before you Is the donor the hero of your letter? Non- numbers. irreverent so don’t be offended. Following request their ACTION. his advice will pay dividends. negotiable. A fundraising letter is not about your Avoid jargon. Read your letter aloud to your organization. It is about making the donor feel Encourage the reader to become an emotional grandmother (or someone who doesn’t know Is your letter a real conversation with the important, loved, needed, depended on. stakeholder in your organization. Tell a your charity’s work). Does the content make reader -- or is your “letter” actually just a compelling story about an individual that has Is your letter fast and easy to read? Successful sense to them? Does the letter flow easily or did brochure in disguise? A conversation has an benefited from your charity and how donor direct mail typically tests at the 6th-or-so grade you trip over complicated terms. “I” talking to a “you.” There are two people on support has made a difference. the page chatting about something wonderful: level. This isn’t a vocabulary issue. This is Invite the reader to help by investing in the helping others, changing things for the better. A a “how short are things” issue. Lots of short Use concrete language that touches your charity’s good work - ask for the gift and tell brochure, on the other hand, lists all the agency’s words. Lots of short sentences. Lots of short readers’ senses. Show, don’t tell. them when you need their response. programs, offers a bunch of service statistics, paragraphs. My letters almost never contain a paragraph longer than 3 lines. And I have lots of Use organization letterhead displaying name, and mentions the donor just in passing, if at all. Provide a contact name and number to address 1-sentence paragraphs. My opening paragraph address, phone, fax, website and charitable Writing brochures rather than real letters is the any questions. most common direct mail mistake I encounter. is a few words long: “Welcome ... I hope.” The registration number. If your mission statement is succinct, include it but don’t clutter the page faster people can read, the more likely they are Close on a positive note. Tell the reader you if it runs on. Is your letter personal or impersonal? The to stay. And the longer they stay, the more likely will look forward to their response. Don’t thank word “you” should be plastered everywhere in a they are to give. them until after you receive their support. fundraising letter. If it isn’t? Rewrite. Date your correspondence. What’s your SMIT? SMIT is a Jonathon Have the letter signed by someone the reader Address your reader personally. There is Does your letter make a promise? When Grapsas invention. It stands for the “Single will recognize and respect: a friend, colleague, no excuse if the person is already a donor - donors send a gift, they are in essence buying Most Important Thing I have to tell my reader.” person of stature in the community. They will handwrite if necessary. If you can’t personalize, your promise. For example, “With your help, Every letter needs a SMIT. The SMIT keeps the look at this spot before they read the letter. include readers in a group they can relate to (e.g. [XYZ.org] will end homelessness among our letter focused. An unfocused letter produces less Dear fellow alumni provided “signer” is one of military veterans - and prevent other veterans revenue than a focused letter. Consider your P.S. carefully. Use it to create a them). from becoming homeless. That’s a pretty big time-sensitive response. (e.g. “Donors who sign promise, I agree. But we’ve been working on up for our monthly giving by December 31 will Speak directly to your reader in an active voice. this particular problem since the 1980s....” be invited to our January appreciation event.”) (e.g. Active: The dog bit the man. Passive: The

tips for fundraising letters fundraising for tips man was bitten by the dog. ) Does your letter boil with urgency? Face it: For visibility, provide a different coloured donor inertia is the real enemy in fundraising. Getting reply card with optional amounts, including Engage the reader before launching into your people off their keesters to write a check or “other”. charity’s woes. Can you thank them for their fundraising letters that wor fundraising letters that make an online donation is tough; it’s always previous support? Or lure them with some easier NOT to act than to act. The lowest amount on the reply form is selected intriguing reason they have been chosen to most often so consider your categories carefully. Does your letter ask at least 3 (and, better, 6) receive this letter? times? I try to get my first ask into the opening Enclose a self-addressed envelope in your Use “you” and “your” before mentioning “I”, paragraphs, then again at the end of page 1 or package for convenience. The envelope doesn’t “we”, “my” or “our”. the top of page 2, then again near the closing, have to be stamped; try without before you then again in the P.S. And sometimes also in add cost by using BRE’s (Business Reply Envelopes).

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 127 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 128 Sample Direct Mail letter Telling Your Story: The 1. Who are you? Case Statement courtesy of the Friends of Killarney Park http://friendsofkillarneypark.ca 2. Why do you exist?

© Courtesy of Simone P. Joyaux, ACFRE • 3. What is distinctive about you? Dear www.simonejoyaux.com • [email protected] 4. What is it that you want to accomplish and From one Friend of Killarney Park to another, I would like to say thank-you. Your donations, What is a case statement? membership fees, and gift shop purchases allow us to undertake vital projects. We succeed because why does that matter? you and others deeply care for the well-being of the “Crown Jewel” of Ontario Parks. ■ “Why you do what you do and what the 5. How do you intend to accomplish it? results are…not what you do and how With your generous support, we accomplished much over the past summer. To encourage you do it.” (Tom Ahern, ABC, Ahern 6. How will you hold yourself accountable? environmentally friendly activity, we enhanced bicycling opportunities with a new bike path and Communications) ail letterail bike-loan program. We supported the Park’s Natural Heritage Program, and made substantial Your case statement should: improvements to the Nature Centre, including a new solar-charging station. As well, our on-going ■ “An expression of the case, or a clear,

m programs such as the Clean-Up and Rehabilitation Weekend and Artist-in-Residence help sustain compelling statement of all the reasons ■ Reflect your organization’s planning (e.g. and educate. These and many other recent initiatives demonstrate our collective and enthusiastic why anyone should consider making a mission, goals and strategies to achieve commitment to make an effective impact. contribution in support of or to advance the goals) and an understanding of your cause.” (Harold J. Seymour, Designs for constituents’ needs and motivations Looking ahead, we have two important projects that we hope to achieve. With your support, we are Fundraising) confident that they will be realized. ■ Be brief, compelling and demonstrate ■ “Aim high, provide perspective, arouse success. The case statement is targeted to Silver Peak Trail Realignment: In the spring of 2013, we plan to continue work on the realignment a sense of history and continuity, convey the interests and motivations of a specific of the hiking trail to the summit of Silver Peak, which has become severely degraded in sections. a feeling of importance, relevance and audience and describes how the donor’s The improved trail will take in new sights of interest, follow existing rocky areas and incorporate urgency, and have whatever stuff is needed investment will solve a problem or meet a switchbacks, thereby ensuring a safer recreational experience, with the lowest possible impact on the your story telling to warm the heart and stir the mind.” (Ted community need or opportunity environment. B. Bayley, ACFRE, Fund Raiser’s Guide to Key information to include in Successful Campaigns) Cross-Country Ski Trail Signage: With more and more winter visitors to the Park, it is important to your case statement: ple directple upgrade and install signage along our 30km cross-country ski trail network. By conveying important The case statement (case for support) serves trail information and safety messages, these signs will help ensure an enjoyable experience. 1. The problem (or opportunity) to be as your organization’s communications m addressed document, targeted to a particular audience, To achieve these goals, we need your assistance. Please consider donating $100 or more, but any Talk about community need. Talk about the in order to raise money. You communicate amount is helpful, appreciated and will have a positive impact. If you choose to donate $100 or people who need and want your service.

sa the community need/opportunity and your more, you will receive a complimentary 2013 Friends of Killarney Park calendar, featuring beautiful organization’s response and merits. You photos of the Killarney landscape through the seasons. All donors giving $10 or more will receive a 2. Trends affecting the problem (or explain the benefits to the donor in order charitable tax receipt. opportunity) to stimulate a gift in return. Information Demonstrate your knowledge and insight. to write a case statement includes: history I hope we can count on your support. Together, we can continue to have a positive influence in What is happening in the world and your and track record; strategic plan; community Killarney Park. community, which has produced this needs and trends. problem and what is happening now (and Regards, what do you anticipate happening in the Tell your story with personal stories – about future?). real people! Speak from the heart. Use “you” a lot. Engage the listener. Yes, add in some Hugh McMullan facts also. But facts should never dominate! President, Friends of Killarney Park In summary, the case statement answers the most compelling questions about your organization.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 129 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 130 3. Your response to the problem (or 8. Accountability and evaluation Your Elevator Pitch Every pitch should have three elements: opportunity) You must assure the prospective donor think, feel, and do to present your message in How does/will your organization respond to that you will comply with all relevant © Courtesy of Bernard Ross & Clare Segal a quick and insightful way. Reverse the order the community problem or opportunity. How regulations and laws, and that you are a good - The Influential Fundraiser- ISBN:978-0- when you’re preparing your pitch. will you respond to the trends? organization, its programs and finances.Also 7879-9404-4 describe how you evaluate program and 1. Be really clear on what action you want 4. Your mission institutional health. Elevator pitches get mixed reviews. Some say your audience to take. Now is the time to weave in your mission. what stranger in an elevator wants to hear You exist (your mission) because you 9. Future plans for your organization your charity’s speech or are you talking or 2. Imagine the emotion or feeling in those wish to respond to community situations. Present your future organizational goals listening? That said, there is value in helping people (not you!) that is most likely to move Explain how your response to this particular and activities that will continue to help to prepare your board, volunteers and staff them to action. community situation fits in with your overall the community address the situation in the with what I’m more inclined to call your 3. Finally, select and shape the information or mission. (Please don’t just reprint your future. “Cheat Sheet” for that quick overview of your data that you think is most likely to create mission statement!) organization’s work. I try to avoid getting that emotion. 10. Role of the prospective donor into “doom and gloom” which I feel the 5. Your history, track record and Engage the prospective donor. Describe second example reflects. See what you can marketplace position how a prospective donor might participate do to remain positive about your work. Explain why you are the right organization in addressing the community problem to respond to this community situation. Talk or opportunity. Talk about how you can about your track record. Demonstrate why help the prospective donor achieve his the prospective donor should believe that or her own goals and dreams. Describe Elevator Pitch Framework (Example One) giving money to your organization is a sound donor acknowledgment and recognition Element Questions Example investment. Make sure you position your opportunities. Focus on target audiences and (Fundraising Chair speaking to board) organization within the marketplace. How the key messages for each audience. Think what is it you want your audience to know or “We have recently heard that donor X are you different than other organizations your elevator pitch elevator your understand as a result of this communication? will match any gift we can secure from a For lots more information see doing the same or similar work? Talk about company up to $1 million.” collaboration. www.simonejoyaux.com - Learning Center Feel What emotion do you want them to have as “This is great news, and I’m sure you 6. Goals, strategies and objectives they receive the communication. (e.g. share my excitement about the Provide detail about how you will respond to excitement, concern, uncertainty, etc. possibilities it creates for us to finish the Be specific). capital appeal.” the community situation. What, specifically, are you going to do? Why? When? Do what specific action do you antw the listener(s) “I need you to call all your corporate to take as a result of this message? contacts and ask them to commit any 7. Organizational resources funds they can in the next 6 months.” Justify, prove that you have the resources necessary to address this situation. Describe Elevator Pitch Framework (Example Two) your staff, professional expertise, volunteer Element Example (Fundraiser to potential major donor) structure, operations, and so forth. Talk about money. How do you currently finance Think “Without a gift of $500,000 in the next 6 weeks the theatre workshop will close. The 500 your organization? How do you propose underprivileged children who attend the weekly drama classes will be denied access to the to finance this new activity? What kind of creative outlet that they have had for almost 5 years.” money is necessary? How will you raise Feel “I’m really distressed about the idea of having to break that news. And I’m sure that, like me, the money and who is helping you raise the you would feel ashamed if a town of this size had no creative arts opportunity for children money. aged five to ten”.

Do “I’d like you to consider shortening the timescale we’ve discussed for the gift you’ve agreed to make.”

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 131 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 132 Tips from Grantors Expressed a little differently, another Foundation (or © Courtesy of Imagine Canada, Grant foundation officer suggested these Corporate) Prospect Connect www.grantconnect.ca Source: Cynthia J. Armour, CFRE “Ingredients for Success”: www.elderstone.ca in conversation with Research Source: Building Foundation Partnerships: Foundation decision-makers Environmental Scan - a comprehensive The Basics of Foundation Fundraising and systems analysis and location of agency/ Tweaked by Cynthia Armour from: Checklist Proposal Writing Staff of charitable foundations review thousands association. for the Complete Foundation File ISBN: 0-921925-34-0 by Ingrid van of proposals each year. One Executive Director Rotterdam of a large foundation stressed these important Capacity - evidence of core capacities to plan, points when making your case: undertake and evaluate. Funder’s Name: Date: Have Need Describe your project/mission clearly. Set out Sustainability Indicator - demonstrate 1. purpose and funding fields of interest. the objectives and give details on how and when interdependence/linkages/collaboration.

grantors 2. overview of past giving. Ideally you should have information covering a number of you will achieve them. Innovation - compelling case statement and years to get a sense of the foundation’s/corporation’s priorities and direction.

m 3. the Foundation’s/Corporation’s track record of supporting organizations or causes Describe what expertise you have to understanding of the field. similar to your own. Have they made a commitment to your field, or were the successfully complete your project, and/ Community/Constituency grants made because of a special relationship between the funder and recipient or explain why you are the best or only organization? Engagement organization capable of doing it, and why you 4. geographic scope. NB - if scope states National they will probably be looking for a should be supported. “...like individuals and corporate donors, project with national significance as opposed to located nationally. foundations today are less willing to invest in 5. size and number of grants. Note carefully the size of grants awarded for the Present detailed budgets, describe how you organizations or institutions just because their sector you represent rather than the average size. For example, larger gifts to the developed them, where you expect to get performing arts than social services? Look at highs and lows in grants as well as the intentions are good or they have been around funding and if you have received funds or average median amounts. for a long time: what is key are relationships, pledges, who you got them from. Give enough 6. length of time for which grants are awarded. tips fro tips trust, willingness to question and if need detail to make your figures credible. 7. types of organizations the funder has supported. Do they tend to be large or small? be to change, and especially the ability to Traditional or non-traditional? demonstrate results. And that should apply as Make an executive summary or covering letter 8. application deadlines and frequency of meetings. Timing of your application can giving a concise overview of the project. much to those who give away money, as to those be important. Try to find out what the best time is from the staff or through another who seek it!” contact. Give references and letters of support and 9. types of grants the funder supports. Do they give grants for projects or capital funds? always include your charitable number. What are their limitations? 10. Exclusive funding or joint funding? Do they favour projects where other foundations (Conclusion of presentation by Tim Brodhead, or funding sources share the costs? The J.W. McConnell Family Foundation, New 11. Fiscal year end. Foundations may not know how much money they have earned Directions in Foundation Giving, February on their investments, and therefore how much they must disburse, until near the 16, 1999. He’s currently (2013) a SiG Senior end of their fiscal year.C orporations (that support charities) will probably set their Fellow at MaRS Discovery District and said this donations budget 15-18 months ahead of its year end so plan ahead. statement still holds true.) 12. Personal relationships. (Linkage) Who can or should meet to discuss the project - the webs of individuals connecting the foundation or corporation to your organization?

foundation prospect research foundation 13. Your prior contacts with the funder and the results of those contacts. 14. Profiles of Officers and Directors. 15. Staff. 16. Correspondent. (The person to whom the proposal should be addressed). 17. Any particular philosophical or political point of view that is known to affect funding? 18. The purpose of a foundation’s founding? This can make sense of all the other information and may carry a significant influence in funding decisions.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 133 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 134 Prospect Research Form The 11 Questions Every Donor Asks and the Answers All Donors Crave Source: Cynthia J. Armour, CFRE www.elderstone.ca ISBN: 1-889102-37-7 CONFIDENTIAL INFORMATION: PLEASE DO NOT REMOVE FROM PREMISES © Courtesy of Harvey McKinnon - www.harveymckinnon.com Volunteer’s Name: ______Date:______# Question Translation Name (alphabetically) Linkage Ability Interest (Charity to provide based on #1-I know person well (based on publicly available info (what would motivate this 1 why Me? Focus on the prospect and how their gift can make a difference. database or research) #2-I’m acquainted and can introduce and contact’s insights) person to support us?) 2 why are you asking me? Lead by example - genuine passion for the cause lends comfort to the

UESTIONS prospective donor and credibility to your ask. 3 do I respect you? Respect is earned by showing you genuinely care about the prospect

Q and the cause. Strive for a balance between a challenging and realistic figure by the 4 how much do you want? donor.

5 why your organization? Uniqueness is established through stories told about the people you help. Show donors in practical and tangible ways how their support makes a 6 will my gift make a positive impact. difference?

7 is there an urgent reason to Deadlines, targets and emotional stories help motivate the donor.

DONOR give? Toll free number, easy forms, online donations, accepting credit cards 8 is it easy to give? and promoting monthly giving are convenient for the donor and strengthen results.

9 how will I be treated? Respect and kindness are key; thank promptly and report back between asks.

10 will I have a say over how you Demonstrate accountability. Listen, hear and acknowledge concerns use my gift? before the gift is made. 11 how will you measure Beyond memorable stories, know your numbers too for measurable results? achievements.

Excerpt from an interview in the Vancouver people leaving you a legacy, and they only do Observer (and great advice!) that if you’ve built a long relationship with them.

The average amount people seem to leave in MCKINNON: You have to look at fundraising their wills to causes or charities they believe in is from a long term perspective. That when you $30,000 in Canada....If you build a relationship acquire donors they have great value over time where people really like what you’re doing and as long as they feel well taken care of. As a for support you over the long term then the really

instance, I’ve been a donor to Oxfam for more big gift is sitting out there waiting....A principle than thirty years and I will give forever and I of fundraising is you have to ask. You have to

give significant sums per month....People only ask for it, or they won’t leave it to you. ever give for emotional reasons, and if you can’t

move people emotionally there’s no good reason Read the entire interview at http://www. vancouverobserver.com/%5Btermalias- for them to send their hard-earned dollars to your raw%5D/2009/03/25/fundraiser-harvey- cause....The third thing is, you have to realize mckinnon-mines-human-heart. that the real value in annual giving programs is

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 135 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 136 Initial Cultivation Strategy Worksheet Moves Management Rules/Lessons: Prioritizing Grid Today’s Date 1. You need to be asking your 9s today, before you do anything else. © Courtesy of:Public Broadcasting Major Prospect Assigned to (staff) Giving Initiative www.majorgivingnow.org 2. You need to be cultivating your 6s next. Volunteer Canvasser(s) - funded by Corporation for Public Broadcasting 3. Your 3s and 4s are going to take some time Anticipated Ask Amount-$ □ qualified □ unqualified and effort. This grid can help you turn an unmanageable Estimated solicitation timeframe: and overwhelming list of hundreds of prospects 4. Don’t work on your 1s and 2s until you’ve into a prioritized and ordered list that will taken care of your 9s, 6s, and 4s. Reasons prospect would be interested in making a gift? assure that you are cultivating the most important people first and give you confidence NB - Place prospect names in appropriate to put some people lower on your list. boxes according to your best assessment of their Affinity to your charity and the cultivation Stage you’re in with them. (“You” Challenges potentially precluding a gift? refers to your charity).

Individuals closest to this prospect, who also have a connection with our charity (natural partners?): Product (Affinity multiplied by Stage)

Affinity 3 3 (Love you but can’t give) 6 (Love you and might give) 9 (Love you and can give) ent prioritizing grid prioritizing ent

Interests/Hobbies/Affiliations (tie in with column 2 below): m

1. 3. 2 2 (Like you but can’t give) 4 (Like you and might give) 6 (Like you and can give) 2. 4.

Notes: (Other information that might impact cultivation activities or gift decision)

1 1 (Know who you are 2 (Know you and might give) 3 (Know you and can give) anage Database relates to Ideas/Actions* Participants: Target Date: but can’t give) Entered Interest m

stage 1 2 3 oves oves m

* Actions should be entered into the prospect’s database record.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 137 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 138 Questions to Engage 3. How do you choose the charities you want How To Ask For Money 19. Never use big words when plain language Major Gift Prospects to support? What would you have to see or will do. hear from a nonprofit in order to make a © Courtesy of Sue Vineyard and Donors significant commitment? 101 Ways to Raise Resources 20. Diagnose any objections and work to Sue Vineyard and Steve McCurley remove them, but if you don’t know an © Courtesy of Ellen Bristol What would a charity need to show you, answer, don’t make it up.

http://www.bristolstrategygroup.com oney after you’ve made your gift, to convince you 1. Make a contribution yourself first. 21. Don’t try to talk them into saying ‘yes’ – 1. that you had made a wise investment? onors The success question: “What do you want to 2. m Ask in person remove their reasons for saying ‘no’. achieve?” When selecting a charity, what is uppermost D 3. Do your homework about the funding 22. Ask specifically – “hinting” won’t work. 2. in your mind? The frustration question: “What do you want source. to avoid?” Have you ever decided not to invest in a 23. Avoid putting other groups or causes down. charity, or even withdrawn your support 4. Do your homework about your or or 3. The “Right Charity” Question: “What helps 24. Avoid pleading for a “bail out” – no one from one? Why did that happen? for organization. j you decide which charities to support?” likes to support a sinking ship. k When you think about other charities that 5. Practice your pitch. Here are some samples to elicit information 25. Meet the donor’s need for information, you have supported or currently support, about (1) what encourages their support, (2) 6. Tell the truth - don’t exaggerate. reassurance, etc. what did you like best about them? Why was what their negative motivators are and (3) how that important to you? they decide in which charities they’ll invest: 7. Stress the cause, not the organization. 26. Paint a picture of what their support will mean in terms of people helped. What was it about charities that may have 1. What inspires you to give to charity? 8. Never promise what you can’t deliver. disappointed you, or that would make you What causes are most likely to draw your 27. Be yourself. reluctant to invest in again? 9. Tell, don’t sell. attention? Why? Obviously you are not going to get all 10. Have your facts in order. What do you want your gifts to accomplish? the answers you want even in more than Why is that important to you? 11. one discussion but Bristol provided these Take written material for people who are suggestions as possible conversation starters. readers.

If the nonprofit that you support were to be as to how For the most part I quoted her directly and only completely successful, what would that do 12. Show financial picture in pie chart form. ngaging Ma ngaging for you? Why would that be important to paraphrased when I found the question a bit

E you? confusing or wordy. 13. Take “authenticator” with you to give you credibility. 2. When you think of charities you have In a capital campaign there is often a preliminary supported (or currently support), what do step referred to as a “Feasibility Study”. I’ve 14. Have a mutual friend make the you want them to fix, wipe out or resolve? interviewed a number of major donors and appointment. posed many of these questions on behalf of my What is it about the (issue, problem, disease, charity-client but what often promotes their 15. Keep eye contact direct. social condition) that bothers or concerns candid responses is the knowledge that they 16. Ask for people served, not the fundraising you so much; how does that affect your are being interviewed anonymously. The result effort itself. charitable decisions? is a far deeper understanding of how major donors feel about that particular charity and What’s at stake if your preferred charities 17. Start by linking the people served to your the projects they intend to fundraise for but no are not able to achieve their mission? cause. definitive knowledge of who gave the answers and specifically what they’d support. What do you think/fear might happen if this 18. Tell why you are involved / committed. (issue, etc.) is not resolved? Why is that important to you?

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 139 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 140 Strategy Sheet for a Two-Person Ask The Team (Lead) ______(Support) ______

© Courtesy of Public Broadcasting Major Giving Initiative - www.majorgivingnow.org funded by Corporation for Public Broadcasting

Answer the first four questions, enter the name of the lead and supporting members of the team, then briefly script the sequence The ask. (Write it out.) of events.

What is the purpose of this visit? What do we hope to achieve? SAY NOTHING. WAIT FOR ANSWER.

What do we know about the prospect’s interests/ concerns? Deal with objections

What do we think the response will be? gift, refusal, or request for more time?

If so, what will our strategy or next step Questions and Answers be?

Outline of Visit Plan Re-ask, if needed

The Team (Lead) ______(Support) ______

The prospect’s answer

Introduction and thanks for visit.

Ice-breaking small talk. Next steps. (Pledge card or next appointment.)

Why we are here: Explain purpose of visit. Thank you for your (gift/time and

consideration.) Making the case: The charity’s mission/ vision, specific description of services, and why they are important to community.

How this individual can help. (Specific area where he/she can play role).

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 141 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 142 overcoming objections Responding to Donor Additional Techniques Help Turn Objections into Gifts If prospects says: We will respond: Objections ■ Empathize © Courtesy of John Wiley & Sons Inc. and “I don’t have much time.” authors Sandra G. Ehrlich, CFRE and ■ If it’s a money issue, offer alternative Dawn M.S. Miller, CFRE methods/time frames for making payments. www.zielinskico.com

■ Use “and” rather than “but” statements; stay “I don’t care for your cause.” To overcome a prospective donor’s objections positive and encouraging

ections to your fundraising request, say Ehrlich and

j Miller, you will need to listen for and determine ■ Offer additional information or opportunities the answers to these six key questions (related such as, “Would you like to meet with XYZ “You are too liberal/conservative.” to all the “rights” aligning): to hear first-hand how your gift will impact ABC?” ■ Am I the right solicitor, or natural partner, for this donor? ■ Schedule another meeting. Many people “Just tell me what you want.” (before you’ve take more time to make a large financial ■ Is this a philanthropic “fit” for the donor? Is had a chance to make the case) decision and will want to consult with close this one of his/her top three priorities? and trusted advisors ■ Is it the amount we’re asking? “I couldn’t possibly afford that much.” “That’s too high.” ■ Is it the organization? The project? The program? Is it who we are serving?

“I don’t like ______(CEO, board chair or ■ Is it the right time for the donor to make a officer, c.)et gift of this magnitude?

■ What would the donor like to support? How would the donor like to make the gift? List other possible objections (from Cynthia) and responses: (e.g.) “Why doesn’t Ontario Parks cover all the costs?”

“I already support your Park through my taxes.” responding to donor ob donor to responding

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 143 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 144 objections and responses Getting From No to Yes – Nine Fundraising No’s Donor Says Canvasser Says © Courtesy of Bernard Ross & Clare Segal - The Influential Fundraiser - ISBN 978-0-7879-9404-4 I just don’t know. What are your concerns? No Reason the Donor Gives What the Donor Really Thinks – and how you might respond I can’t make up my mind. What have (I/we) left unclear? No, not for this “You’ve asked me to support your education “Why don’t you ask me to support your work with adults or elders? I’m program for children, and I’m not interested interested in that kind of work.” If they are in some way drawn to your work, I’m not ready to give. When would be a good time? in work with children” what might they specifically be interested in?

No. May I ask why? (Remember, “no” is not usually forever.) No, not you “I’m not comfortable with you soliciting this “I’m seventy years old and want to talk to someone my own age who shares gift.” (The solicitor is maybe a thirty-year-old similar life experiences and understands how I feel about the importance of a Your request is too high. In respect to what? woman and the donor a man of seventy legacy gift.” (Or “I want to talk to someone of my faith, or with my sexuality.”) plus). Who’s the right person to ask the donor, with whom they will feel comfortable? I’d like to help, but that figure is way out of my range. What would you feel comfortable giving at this time? No, not me “I’m not the right person to ask - I can’t or “I don’t make these decisions. You should talk to my partner - she decides about don’t make those decisions.” our charitable giving.” (Or “You should talk to the marketing director” if it’s a I don’t have enough money. What if (I/we) can show you a way to make a gift? (This “planned giving” company, or “one of the other trustees who has an interest in this field” if it’s a OR I’m going to retire in a few years. option will require expert advice). foundation). Who is the key decision maker who will decide whether to back this proposal? I have to talk to my husband/wife first. When would it be convenient for us to talk together? No, not unless “You don’t seem to be offering me what I “I need to have my deceased partner’s name on the building as part of the gift need or want in return for my gift.” fulfillment.” O( r, “No, unless you provide the following commercial benefits” if it’s I need to make sure my spouse is provided for. What if we talk about gift plans that may help you provide income for a sponsorship). What is it they really want, and can you ethically or reasonably your spouse and support our organization too? provide it?

I don’t give lump sums. How would you prefer to give? No, not in this “You asked me for cash and I can’t help with “I could help with some other kind of support through my business interests, OR I don’t make pledges. OR What would work better for you? way that.” such as vehicles, printing, and back-office services, but you don’t seem interested in other kinds of support.” If not money, how else can they help?

No, not now “I can’t help you at this time”. “Why don’t you ask me for a donation in a year’s time after my daughter has graduated from university?” (Or “When I’ve sold the company” or “Toward the end of our foundation’s financial year when we know the resources we have left.” When would be a good time to make this ask?

No, too much “I can’t give you that amount of money.” “I don’t have that sum available or it doesn’t fit with my commitment to your cause. Ask me for a different - lesser - sum that will be meaningful for you and is within my range.” What sum might be appropriate and acceptable, and still help with your project?

No, too little “I want to do something much bigger and “Ask me for a different - larger - sum that will be meaningful for me and relates more important, and that sum doesn’t relate to my ability to give. I want to make what I perceive as really a significant to that feeling or commitment.” difference or an impact.” What kind of sum is appropriate, and can you use it properly?

No, go away “No” “I’ve thought about your proposition and decided that it isn’t what I want to support.” Say thanks and back away. (Though try the Suzanne Rolt politeness tactic - it might just work.) Is the door closed, or what might have to change for there to be a possibility to re-establish the relationship?

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 145 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 146 CONFIDENTIAL Canvasser Call Report Date: Information for Board Members Making Thank You Calls

Please verify contact information, update if necessary and return completed form to the office ASAP © Courtesy of Penelope Burk - Thanks! A Guide to Donor-Centred Fundraising - ISBN 0-9687978-0-6 Contact Name Contact Address Please complete one sheet per donor and return it to (contact and email) within 24 hours of completing your calls. City Province Postal Code Email Address Donor Name Donor’s Phone # Phone (home) Phone (cell or business) Donor File # Date Gift Received

GIFT SOLICITOR INFORMATION  First Time Donor  Donor for less than 2 years  Long term Donor Solicitor Name Volunteer Caller’s Information: Today’s Date: Prospect was contacted by: ☐ Telephone ☐ In Person ☐ Mail ☐ E-mail ☐ Other Start Time of Call: Finish Time of Call: CONTACT INFORMATION  Spoke to Donor in person  Left message on voicemail  Left message with another person Highlights of Gift History: Annual Fund: (years and amounts) Check any of the following that apply:

Total Lifetime Value of Gifts:  Brief call; said thank you; no particular feedback from donor; difficult to assess whether donor was pleased or not

☐ Prospect will participate (gift information below)  Donor pleased or very pleased to receive the call though there was little or no follow up conversation

☐ Prospect will not participate. Reason:  Donor actively engaged in conversation. Please check if any of the following apply:

☐ Prospect requested pledge form in the mail. ☐ Follow Up Required  donor interested in volunteering on the Board or on a Committee ☐ Other  donor interested in volunteering in the office or in direct service Comments:  donor interested in giving another gift (caller: please indicate who should call donor back if this is the case) GIFT INFORMATION  donor interested in visiting the organization ☐ Cheque will be sent (payable to…)  donor wants follow up call from staff person to answer question or provide more information on (please explain): ☐ Gift to be made online

☐ Gift by credit card: ☐ VISA ☐ Mastercard ☐ American Express

Card number Expiry / CVVv #  Other: (please explain): Name as it appears on card

☐ One time only charge of $

☐ Charge $ per month for months.

☐ Donor is part of a corporate matching gift program.

Name of matching gift company Additional Comments (if warranted):

☐ Donor wishes to remain anonymous. Use reverse side for further comments if necessary.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 147 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 148 13. That donors want to have faith in us, and The Donor-Centric Questions Responses/Comments that it’s our fault if they don’t. Pledge 14. That donors want to make a difference in What was our fundraising goal for the last fiscal © Courtesy of Tom Ahern & Simone Joyaux year? (or was one set?) the world -- and that our mission is one of

We, [fill in the name of your nonprofit many means to that end. Did we reach the financial goal set? If not, why? organization here], believe… Based on last year’s results how would we change 15. That donors are investors. They invest in next year’s goals? 1. That donors are essential to the success of doing good. They expect their investment our mission. to prosper, or they’ll invest somewhere Was the organizational budget realistic? else. 2. That gifts are not “cash transactions.” Donors are not merely a bunch of 16. That we earn the donor’s trust by reporting What budget items need to be adjusted? interchangeable, easily replaceable credit on our accomplishments and efficiency. cards, checkbooks and wallets. 17. That individual donors respond to our What could be done more effectively in the action 3. That no one “owes” us a gift just because appeals for personal reasons we can only plan?

our mission is worthy. guess at. How did staff, board and volunteers perform? 4. That any person who chooses to become 18. That asking a donor why she or he gave our donor has enormous potential to assist a first gift to us will likely lead to an the mission. amazingly revealing conversation. Was there any new leadership identified and engaged? 5. That having a program for developing 19. That fundraising serves the donors’ a relationship with that donor is how emotional needs as much as it serves the Could the leadership team have been better prepared? If so, how? organizations tap that enormous potential. organization’s financial needs.

6. That we waste that potential when donors 20. That we are in the “feel good” business. How diversified asw the funding? (multi or single sourced?) are not promptly thanked. Donors feel good when they help make the world a better place. 7. That “lifetime value of a donor” is the best What 2-3 changes would improve front-end systems? (e.g. research, solicitation methods, (though often overlooked) way to evaluate 21. That a prime goal of fundraising communications is to satisfy basic human production). “return on investment” in fundraising. needs such as the donor’s need to feel What 2-3 changes would improve back- 8. That donors are more important than important and worthwhile. end systems? (e.g. gift processing, donor the donor-centric pledge donor-centric the donations. Those who currently make small acknowledgement, donor information tracking) gifts are just as interesting to us as those 22. That the donor’s perspective defines what is who currently make large gifts. a “major” gift. (If a donor increases her $25 By what percentage have we increased or decreased annual gift ten-fold she deserves special our income since the previous year’s results? 9. That acquiring first-time donors is easy but acknowledgement.) keeping those donors is hard. 23. That every first gift can open a door to an What was the average cost per dollar raised? 10. That many first-time gifts are no more than entirely new world for the donor, through “impulse purchases” or “first dates.” participation in our cause. What technique gives us the best return on invested time and money? 11. That we’ll have to work harder for the (copied with permission from - Keep Your Donors: second gift than we did for the first. The Guide to Better Communications and Stronger Relationships, by Tom Ahern and Simone Joyaux (John What technique gives us the worst return on Wiley & Company Publishers, November 2007) invested time and money? 12. That a prerequisite for above-average donor ISBN:978-0-470-08039-9 retention is a well-planned donor-centric communications program that begins with a welcome.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 149 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 150 Special Event Evaluation – Short Form Special Event Evaluation - Long Form Inspired by Ken Wyman Source: Cynthia J. Armour - www.elderstone.ca Identify the three greatest benefits 1. FINANCIals resPONSES/COMMENTS the event brought to our charity. Did we set a financial goal? 2. If so, did we reach our goal?

3. Have we accurately reported all income and expenses? What was included in that figure?

What was the total number of paid staff involved? What were the three biggest 1. How many work hours did each staff invest? drawbacks? How much do those hours represent in salary?

2. Did we stay within our budget? If not, where did we go wrong? What have we learned in hindsight? 3. How can we make more money next year with the same event?

How could we improve volunteer Event attendance participation? Did we get the attendance expected? How have we counted the general public who didn't purchase a ticket? Did we take a group photo at the height of the event to help count heads? Did we sell raffle ticketso t collect contact information?

Was there an increase in numbers from previous years? What changes should be made in staff participation? Is there a capacity to improve numbers next year and if so, what's recommended?

Would we recommend repeating this event?

What are the reasons for our answer?

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 151 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 152 Special Event Checklist ☑ identify conflicting community and TV raising awareness Responses/Comments ☑ events Source: Cynthia J. Armour, CFRE ☑ enough time to organize & promote? How and where were promotional materials distributed? www.elderstone.ca venue is available on chosen date Include everything: flyers on ommunityc bulletin boards, list email blasts, ads in local newspapers or online, public To insure the greatest possible success, Venue service announcements. Can distribution numbers be k concentrate on fulfilling the vital components ☑ room size and ambience cited? with √ first. Consider postponing or cancelling ☑ menu an event if major problems occur or there's a ☑ liquor/special occasion permit accommodation Which media received press releases and publicized the chance you'll lose money. ☑ event? ☑ flowers & decorations Leadership & Administration ☑ heat or air conditioning (Find out their distribution with full knowledge that only a ☑ committed & qualified chairperson ☑ wheelchair accessible fraction will read your piece.) ☑ organized volunteer committee members Food & Beverage ☑ active, dedicated and supportive board catered or volunteered? ☑ adequate staff support ☑ Did any media attend the event and do a story? Was up-to-date mailing list ☑ shopping list the information they provided accurate? Did we correct ☑ key volunteers willing to request support ☑ requests for food donations? promptly if not? ☑ ☑ purchase beverages? Was a photo included? roster of volunteer duties ☑ need rentals for serving? Other Volunteers & Workers ☑ cash bar? Have we kept all media coverage and clips for future ☑ canvassers & ticket sellers Stationary & Printing reference or use in proposals? ☑ someone for last minute pickups letterhead If so, where are they stored? ☑ parking attendants ☑ ☑ hosts ☑ announcement or invitations ☑ coat check ☑ reply cards ☑ photographer ☑ envelopes Did we generate a buzz from a fun or educational event? ☑ tickets Have we captured any testimonials? Budget ☑ pledge cards Did we ask people how they heard about the event so we ☑ know which avenues work best? upfront money - see Fundraising ☑ donor recognition special event chec event special ☑ projected revenues and expenditures ☑ seating charts/place cards ☑ actual revenues and expenditures ☑ (if buying liquor include levy at liquor & Advertising Volunteer Engagement ☑ beer store) ☑ contacts & addresses of local media ☑ ☑ press releases Did we have a strong volunteer chairperson(s) for this Fundraising and Marketing ☑ posters, signs, banners event and provide them with a clear plan of action? ☑ agency recognition in the community ☑ Transportation: ☑ event sponsors or underwriters ☑ public transport available? ☑ signed agreements with sponsors ☑ parking How many new volunteers did we recruit? ☑ gifts-in-kind - budget line items donated Music What is our strategy for keeping them engaged? ☑ ticket sales ☑ live or DJ? ☑ recognition of donors will you sell program ads? ☑ paid or volunteer band? ☑ do you need to audition band? Calendars What was the total number of volunteers and their Miscellaneous ☑ realistic timetable starting at least 12 months estimated work hours? (The more volunteer involvement back ☑ notification of police you can inspire the more cost effective the event.) ☑ insurance coverage ☑ cash boxes and floats

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 153 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 154 Abridged Glossary of AFP (Association of Fundraising Professionals) Benefactor BRE s Canadian Fundraising Professional association of individuals Contributor, usually in monetary terms Business reply envelope, with a pre-printed responsible for generating philanthropic and usually the source of significant dollar return address used for direct mail appeals. m Terms support for a wide variety of nonprofit, amounts. Often a term used as one of the Frequently includes pre-paid postage. charitable organizations with a membership upper levels of donor categories in donor © Courtesy of John Bouza of more than 30,000 members in 225 recognition programs. Bulk Mail Large quantities of letters mailed The complete edition is contained in Excellence chapters throughout the world. AFP fosters Beneficiary simultaneously that qualify for special postal in Fundraising in Canada development and growth of fundraising A person or an organization that receives rates. Bulk mail must correspond to the sizes Civil Sector Press - ISBN-10: 1-895589-92-4 professionals and promotes high ethical standards in the fundraising profession. support from any source (usually monetary and configurations accepted by Canada Post * additional entries from a variety of online There are some 2,700 Canadian members support or gifts-in-kind); a charity that is and must be sorted as regulated by the post resources are also included and 16 Canadian chapters. named as the one to whom the benefits of office. a life insurance policy will be paid or is Abbreviated Fundraising 101 – I would Annual Fund named in a last will or testament. CAGP encourage you to read this glossary A - Z and A fundraising program that seeks donations, (Canadian Association of Gift Planners) The highlight what interests you (my favourites are often multiple times, from donors to support Benefits professional association for development shaded). Definitions prefaced with an asterisk * (in full or in part) yearly budgets or general The special ways of showing recognition to officers who specialize in planned giving, have been added by me and are not part of the operations. Also know as Sustaining Fund. members and donors who have contributed including professionals in such related fields above-mentioned text. to a cause. Different levels of benefits are as law, accounting, and financial planning. Annual Gift usually assigned to the several categories Accountability A donation given annually, usually without of members and donors. Benefits that give Call-to-Action In fundraising, the principle that donation restriction. significant market value rewards to the A statement in an appeal telling prospective recipients must be able to inform the donor donor affect the tax-credit status of the donors how much you hope they will how their gift was used; as well as account Annual Giving donation. contribute and urging them to give now; a for the fundraising costs incurred. (See The term used to describe an ongoing, campaign slogan or phrased that defines the Evaluation and Stewardship) regular fundraising program that seeks repeat Bequest campaign theme in terms of the need to act. and upgraded gifts annually; distinct from a The gift of cash or property by will or Acknowledgment capital campaign or planned giving. testament that a register charity receives Campaign A letter or note sent to thank the donor for from the will of a deceased person. A special, organized effort to raise funds the gift. Anonymous Gift and generate support for a particular cause, A gift which the donor requests not be BN A business number allows the Canada organization or institution. Acquisition Program acknowledged publicly. Revenue Agency (CRA) to identify a A process or plan to identify prospective business (or other organization such as a Campaign Cabinet donors and secure initial donations. Ask, The charity) for tax matters related to business in In a traditional campaign, the group of The act of asking for a donation, either in Canada. people appointed to lead the fundraising. Affinity Card person or in writing. NB - People usually They meet regularly, under the leadership Credit cards that are issued to supporters of don’t give unless they’re asked!) Board of the Campaign Chairperson; each member a non-profit organization, usually bearing the In this context usually refers to Board of leads a Campaign Division. logo of the organization, and for the use of Average Gift Directors or Board of Trustees who are Gross donations revenue divided by the Campaign, Capital glossary of fundraising ter fundraising of glossary which the charity receives a small benefit, responsible for the governance of charitable generally a fraction of one percent. number of donors. A rough measure of and non-profit institutions. An intensive, time-limited appeal to raise effectiveness. funds for construction or renovation of Affinity Board Member buildings, or the purchase of equipment An assessment of the strength of the Volunteer director who is elected, appointed needed by the organization. relationship of a prospect with the or assigned to serve on the board of a organization; usually used when assessing charitable institution. the potential for a major gift and in association with the term “capacity”.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 155 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 156 *Canada Helps volunteer solicitors. Also known as the Case *Collaborative * Corporate Social Responsibility CanadaHelps is a registered charity with a for Support. A formal or semi-permanent partnership The continuing commitment by business goal to make giving simple. Through created between two or more organizations to contribute to economic development www.CanadaHelps.org anyone can donate CFRE that jointly submit an application to while improving the quality of life of the online to any registered Canadian charity. (Certified FundRaising Executive) An achieve a common goal where there is workforce and their families as well as of They have proudly facilitated over $250 internationally-recognized baseline mutual benefit, shared decision-making and the community and society at large. million in charitable donations through their professional credential for philanthropic accountability to each other. website since it launched in 2000. fundraising practitioners; a practice- Cost Benefit Analysis based designation signifying knowledge, *Collective Impact A method of calculating the financial costs Canada Revenue Agency achievement and commitment to the is the commitment of a group of actors from and the revenues earned from a particular (CRA) The federal government agency that, profession of fundraising. It is administered different sectors to a common agenda for fundraising activity or technique; the among its multitude of responsibilities, has by CFRE International with an independent solving a complex social problem. In order concept suggests a concern for getting the a section called the Charities Division which board of directors. to create lasting solutions to social problems most of something for the least cost. is charged with registering and monitoring on a large-scale, organizations — including Canada’s 85,000 charitable organizations. Challenge Gift/Grant those in government, civil society, and the Cost per Dollar Raised also Cost to Raise a A gift or grant promised on the condition that business sector — need to coordinate their Dollar A term used to analyze the value of Canvass matching gifts will be given by other donors; efforts and work together around a clearly a fundraising appeal or program; usually Direct solicitation usually done face-to-face, the challenge gift acts as an inducement for defined goal. expressed as XX¢ per $1.00. house-to-house or by telephone. others to give. Commission CRA (see Canada Revenue Agency) Canvasser Channel A fundraising practice by which a person * Crowdfunding is the application of The person doing the canvass. The various fundraising techniques through is paid based on a percentage of income crowdsourcing to the collection of funds which donors can be acquired or asked to received by the charity; a practice Capacity through small contributions from many renew their contributions to an organization: considered unethical by professional An assessment of the financial potential of parties in order to finance a particular such as direct mail, email, face-to-face, fundraising associations. a prospect to make a philanthropic donation telemarketing, special events, direct response project or venture. at a given level; usually used for major gifts television, website. Concentric Circles of Giving * Crowdsourcing and capital campaigns and in association The fundraising principle which The practice of obtaining needed services, with the term “affinity”. *Champion demonstrates that the most likely sources of ideas, or content by soliciting contributions A person who voluntarily takes extraordinary support of an organization are those closest Capital Campaign (see Campaign, Capital) from a large group of people rather interest in the adoption, implementation and to it; moving progressively out to clients/ than from traditional sources. While not success of a cause. users, and then the general public. *Capital Grant necessarily happening online, the internet Funds provided to improve an organization’s Charitable Status Constituency makes crowdsourcing much easier. This facilities or infrastructure, including but not A status accorded to an organization if it has Those people with an interest in the is true of many kinds of work, including limited to, endowment, new construction, been accepted by Canada Revenue Agency organization, such as board, staff, raising funds to support a cause or expansion, renovation or replacement of an as a registered charity. volunteers, clients and donors. organization. existing facility or piece of equipment. * Chief Executive *Core funding refers to financial support that CTRAD Cost To Raise A Dollar (see Cost per Case Statement The highest ranking staff person responsible covers basic “core” organizational and Dollar Raised) A carefully prepared document describing for managing the overall operations and administrative costs including salaries the reasons an organization needs support Cultivation acting as the point person between the board of full-time staff, facilities, equipment, during a special campaign, as well as the The process of involving potential of directors and operations - also known as communications, and the direct expenses of reasons for meriting this support. Case supporters in getting to know an Executive Director (E.D.) or Chief Executive day-to-day work. Statements can be external - prepared for Officer (CEO). organization before soliciting a gift. the general public and special prospects who will be solicited for major gifts, or internal - prepared to brief board members, staff and

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 157 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 158 *Culture of Philanthropy Donor Advised Funds Donor Pyramid Electronic Funds Transfer (see PAC, pre- An understanding of and respect for the way A private fund administered by an The graphic representation of the authorized chequing) philanthropy helps an organization achieve independent entity such as a community segmentation of donors by type and size its mission. The culture in which every foundation or financial institution created for of gift, with an emphasis on the need to Endowment member of the organization understands the the purpose of managing charitable donations understand the differing techniques required Principal or corpus maintained in a role they can play in achieving fundraising on behalf of an individual or family; donor in communicating with donors at each level. permanent fund the interest from which goals. advised funds offer the donor ease of provides income for general or restricted use administration while the donor maintains Donor Recognition by an organization, institution or program. Designated Gift significant control over the placement and A program to thank and acknowledge Ethics, Fundraising A donation for a specific purpose clearly distribution of charitable gifts. donors - often based on the size of their stated by the donor. (See also Restricted contribution or how long they have been A belief system which, in the case of Fund) Donor Centred Fundraising contributing. Usually involves listings in fundraising, requires a high degree of A methodology for fundraising that places public documents such as an annual report honesty because of the nature of the activity; Development the emphasis on the relationship with or plaques or certificates for the donor that is, handling the voluntary contribution A term used to define the total process the donor rather than the transactional placed at the site of the charity. of monies by donors to a worthy cause. May of fundraising; usually includes public act of asking for a gift. “Donor Centered also include moral decisions not to seek or affairs and marketing and takes a long-term Fundraising” (note American spelling) is Donor Renewal accept donations from certain donors, or approach to fundraising with a focus on the a trademarked term of Penelope Burk and Fundraising activities designed to elicit resulting from certain methods, for instance, development of relationships with donors. Cygnus Applied Research Inc. continuing support from donors. gambling.

Direct Mail Donor Cultivation Donor Retention * Evaluation Solicitation of funds by mail; usually The process of involving donors or The concept of developing and The systematic collection of information divided into in-house appeals to previous prospective donors in the activities of the implementing a program to keep donors about a program that enables stakeholders to contributors and acquisition or prospect mail organization so that they will be more actively supporting a charity. Just as in better understand the program, improve its to potential donors. inclined to make a donation in the future. business, it costs much more to attract a new effectiveness and/or make decisions about donor (customer) than it does to keep an future programming. (See Accountability). Direct Response Donor Fatigue The situation in which people existing one. Any of several fundraising techniques no longer give to charities or respond to Face to Face (F2F) that are targeted to specific individuals or appeals to which they may traditionally have Donor Rights Approaching top donors privately, not groups for an outright donation and which responded; causes cited include overstretched A set of principles based on the premise through the mail, phone or events. are completely measurable in terms of cost budgets, pressure to donate, frustration with that donors and prospective donors should Fair Market Value per dollar raised; includes such channels as mismanaged charities and excessive donation have full confidence in the not-for-profit The price a property would command in the direct mail, telemarketing, email. campaigns; it may also refer to inaction on organizations and causes they are asked to open market between a willing buyer and a the part of the international community to support; commonly set out in a Donor Bill Donation willing seller acting independently of each respond to a humanitarian crisis. of Rights. A voluntary gift of money, goods or other, with each having full knowledge of services to a charitable organization with no Donor File Dues, Membership the facts. An official receipt for income tax expectation of a tangible benefit to the donor. The list of people, companies and A set amount of money paid by a person to credit can be issued by a charity for the Fair organizations that support the charity, along a charity. Membership dues are generally Market Value of property donated to it. Donor with the details of their giving history. not considered a charitable donation if the A person who makes a donation to a member receives tangible benefits in return, Feasibility Study charitable organization. such as reduced or free admission to a A thorough and professionally conducted museum or discounts on purchases. examination of the size and approachability Donor Acquisition of the market for a proposed fundraising The process of attracting first-time 80-20 Rule drive (usually a Capital Campaign). contributors to a charitable organization. The truism that twenty per cent of an organization’s donors will contribute eighty percent of the fundraising revenue.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 159 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 160 Foundation, Charitable Fundraising Costs Gift Processing Imagine Canada The Canada Revenue Agency defines a Expenditures necessary to raise funds. A term denoting a structured approach to A national charitable organization that Charitable Foundation as a corporation or Acceptable percentages can range from handling donations that includes establishing promotes public and corporate giving, trust set up and operated exclusively for 10% for a major capital campaign by a a standard gift processing routine for all volunteering and support to the community; charitable purposes which is not a Charitable well-established organization, to as high as fundraising activities, use of a uniform set of it acts to strengthen Canada’s charities and Organization. 50% or 75% for a smaller organization or a procedures, and understanding the legal and nonprofits and conducts activities such as difficult cause. Start-up operations may not accounting requirements. the “Caring Company Program” and the Foundation, Community break even for the first year or two.Also, “Ethical Code Program” for registered A foundation that accepts donations and some types of activities can cost fifteen Gift Range Table charities. bequests from residents of a city or region; cents on the dollar such as mail appeal to A chart showing the size and number of the funds become part of endowment established donors, while others such as gifts that are needed to achieve the goal in * Indicators administered by the foundation and special events tend to be closer to fifty cents a capital campaign. The table focuses the Measurable markers that a certain condition distributed to worthy causes in that city or spent per dollar raised. efforts of the campaign leaders on securing or circumstance exists, or certain outcomes region. the largest gifts. have been achieved. They tell how much * Fundraising Ratio progress has been made toward a particular * Four-Part Test A term used by Canada Revenue Agency to Grant goal, output or outcome. One of two Canada Revenue Agency tests describe the global calculation for a fiscal A gift made by a foundation, corporation or to determine if an activity is considered period, determined by dividing fundraising government, usually for a specific project * Inputs fundraising or part of charitable purposes and expenditures by fundraising revenue using or activity and after submitting a grant Resources used to achieve specific how the expense should therefore be reported the entries from the charity’s Form T3010. application or proposal. objectives of a program such as staff, based on the results. (See also Substantially facilities, equipment and money. All Test and for more information go to the Gift Grant Application CRA Charities Directorate website). A voluntary transfer of real or personal The form used by a charity when submitting In-Kind Contribution (see Gift-In-Kind) property from a donor, who must freely a request for support to a foundation or In Memoriam Gifts (see Memorial, Gifts) Friendraising dispose of his or her property, to a donee, government funding source. Some funders Traditionally a term used to denote programs have applications; others require a grant who receives the property given. The Integrated Fundraising that place an emphasis on developing proposal. transaction may not result directly or (1) a fundraising program that synchronizes relationships with potential donors before indirectly in a right, privilege, material all key elements such as direct mail, event, engaging in active fundraising; this term is Grant Proposal benefit or advantage to the donor or to a monthly giving, major gifts, planned gifts, now becoming associated with fundraising The document used when submitting a person designated by the donor. and campaigns (2) a strategy of ensuring events where individuals reach out to their request for support to a funding source that that donors are approached across multiple peer network for donations when they are Gift Club does not have its own application form. channels with each individual channel doing a walk, run, or other participant-based A mechanism used to encourage donors Grant Proposals usually follow a well- reinforcing the others and enhancing the fundraising activity. Also referred to as to consider larger amounts by offering established format in which all the necessary overall effectiveness of the campaign. “peer-to-peer” fundraising. increased benefits and/or recognition at each information is presented in a concise yet comprehensive manner. higher level. * Joint Venture * Funder An operation consisting of two or more An individual or organization financing Gift-in-kind House List nonprofits or a nonprofit and a for-profit a part or all of a project cost as a grant, Donation of property, goods or services Generally used in direct mail, the list of partnership. investment or loan. instead of cash. Charities can issue tax (usually) individual donors who support an organization. When renting or trading for receipts for the fair market value of most Junk Mail Fundraising/ Fund-Raising/ Fund raising The prospecting lists, the names acquired are run gifts of goods, NB - but not of services. Any unwanted direct mail. With proper process of generating income for a charitable against the House List to ensure that donors targeting most donors do not mind receiving organization other than through the provision do not get prospect mailings. mail from their favourite charities, thus of its services. As a noun it is traditionally charities must focus their efforts so that two words; as an adjective, hyphenated. fewer people receive mail they don’t want. Increasingly, as the field becomes more professional, the term is being used as a single combined word. FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 161 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 162 KPI (see Performance Indicators). the years they support a charity, compared rating based on repeat giving, premium the concrete items that are produced as part against the long-term costs of servicing that memberships, etc. of your program or activity. * L-A-I Linkage - Ability - Interest donor. The difference between a suspect and a Mission Statements PAC (also Electronic Fund Transfer) A donor prospect. (See section on Prospect Research LYBUNT A brief description of the basic principles fills out a form authorizing regular, usually for more detail). (Last Year But Unfortunately Not This) underlying the purpose of the organization; monthly, donations from their bank account. A special appeal by mail or phone to past its reason for being. (See Pre-authorized chequing) Ladder of Effectiveness donors who have not given in the past year. A commonly used diagram developed by Monthly Giving Patron Hank Rosso, which emphasizes that in any Major Gifts A payment program whereby donors have A term generally used to denote a major activity, direct face-to-face interaction is Any gift which is substantially larger than their gift deducted from their credit card contributor; often used as one of the more effective than less personal techniques the average for a given organization. May or bank account automatically and which upper levels of donor categories in donor such as flyers. be $1,000 or more for one organization, encourages long term donor loyalty. recognition programs. $100,000 for another. Lapsed Donor Moves Management Peer-to-Peer Fundraising A donor who hasn’t made a donation over Matching Gift/ Matching Funding A system of planned initiatives that “move” A term associated with fundraising events the previous 18 months or two years. The practice whereby a corporation, major a donor through a cycle that furthers their where individuals reach out to their peer Requires special appeal techniques to renew. donor, or government agency contributes relationship with the organization leading to network for donations when they are doing a (See LYBUNT) additional funding (up to a specified ceiling) a philanthropic donation. walk, run, a-thon or other participant-based to match donations from the public. Can fundraising activity. Also referred to as Legacy (see Bequest) be used in direct mail, telemarketing, * MOU Memorandum of Understanding “Friendraising”. telethon, and major capital campaigns as an A document that expresses mutual accord * Letter of Agreement incentive to encourage donors to give to a between two or more parties. To be legally * Performance Indicators (sometimes called A written account of particulars documented special campaign. Matching funding is often operative, a MOU must (1) identify Key Performance Indicators or KPI) A set in a binding contract once the associated discussed in terms of a 1-to-1, 2-to-1, or the contracting parties, (2) spell out the of quantifiable measures used to gauge or parties review and sign. (See MOU). 3-to-1 match. subject matter of the agreement and its compare performance in terms of meeting objectives, (3) summarize the essential strategic and operational goals. KPIs *Leverage Membership terms of the agreement, and (4) must be vary between sectors, depending on their A contribution or investment used to A fundraising method in which supporters signed by contracting parties. (See Letter of priorities or performance criteria. (See improve or enhance results. (See Challenge are given specific, tangible benefits Agreement). Qualitative and Quantitative). Gift and Matching Gift as examples). and responsibilities in return for their * Objectives Philanthropy Life Insurance Gift contribution. If the benefits are substantial, The specific goals of the project that can be The philosophy and practice of giving A method of making a major, deferred gift the fees may not qualify as a charitable measured with matching outcomes. voluntary financial and other contributions to a charity by making it the beneficiary donation. to charitable organizations. The word and/or owner of a life insurance policy. Memorial, Gifts Official Receipt (see Receipt, Official) literally means “love of mankind”. This may be done with either an existing Donations made commemorating someone. or new policy. If the charity is made the Online Fundraising It could be the donor or a friend or loved Planned Gift owner, the premiums paid by the donor are The overall term for soliciting charitable one, either living or dead. Organizations A substantial gift usually made with the considered charitable donations which are donations using the internet and email. may establish a memorial fund and seek estate and financial considerations in tax-creditable. mind. The most common are bequests, life contributions from the relatives and friends * Outcome insurance and charitable annuities which Life Time Value (LTV) of the person being memorialized. The results that your program aims to often only take effect upon the death of the (also, Lifetime or Long Term Value) A achieve. Outcomes are changes that occur * Mining Data donor. method for calculating the importance of a or the difference that is made because of a Looking for trends or indications of giving donor over time by adding the total of all program or activity. potential within a database and scoring Pledge donations an average donor gives over all A promise to make a donation at some or rating prospects accordingly – e.g. * Outputs time in the future. In the case of telethons, The measurable products of your program; pledges are usually paid immediately after

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 163 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 164 the event; in capital campaigns, when the Prospect Research Relationship Fundraising in the amounts received in the top two thirds, amounts are generally much larger, the The process of identifying potential donors The term used for the method of fundraising the bottom third can never make up the pledges are paid over a period of several (usually major gift donors) and discovering which places an emphasis on developing and difference for the short-fall from the top 110 years. what part of your work interests them cultivating the on-going relationship between gifts. most, who should ask them, and how much the donor and the charity rather than simply Pre-Authorized Chequing to ask for; using databases, the Internet on seeking donations; first popularized by Segmentation A method of making donations in which the and other current technologies, prospect Ken Burnett. The practice in direct mail fundraising of donor signs a form and then a set amount of research collects, evaluates, analyzes, sorting donors into different categories based money is automatically deducted from the organizes, packages and disseminates Reply Device/Reply Card/Response Device on the recency, frequency and size of their donor’s bank account and credited to the publicly available information in a way The pre-printed form on which the donor donations. charity’s account on a regular basis; usually that maximizes its usefulness and enables indicates the amount of the donation to be Sequential Giving monthly. (See PAC and Electronic Funds accurate and educated decision-making. made. It usually has a gift array and the Transfer). donor’s name and address already on it and A key principle in capital campaign * Public Information Return (See T3010) often re-states the appeal. NB - Experienced fundraising that stresses that the largest Premium fundraisers consider this one of the most gifts must be secured at the beginning of a A product offered to prospective supporters * Public Sector Support important parts of the mailing. campaign; followed by the next larger gifts usually as part of a direct mail package as an Government grants from municipal, and then on down the gift range table. incentive to respond. A “front end” premium provincial or federal sources. Reply Envelope is sent with the mailing (for example, the The envelope usually enclosed in a * Social Enterprise address labels of War Amps). While a “back QualifiedD onee fundraising mailing for the donor to use to Revenue-generating businesses with a twist. end” premium is given after a donation is The term used by Canada Revenue Agency return the contribution. It has the address of Whether operated by a non-profit organization received and may require a minimum dollar for an organization to which a Canadian tax- the organization pre-printed on it and may or by a for-profit company, a social enterprise amount. payer may make a donation that qualifies for or may not have postage prepaid. Often a # has two goals: to achieve social, cultural, a tax-creditable official receipt. 9 business envelope. (If it has postage paid, community economic or environmental * Private Sector Support see BRE). outcomes; and, to earn revenue. On the Individuals, businesses, foundations, service * Qualitative (indicators or data) surface, many social enterprises look, feel, clubs outside of government funds that Associated with the subjective quality of a Response Rate and even operate like traditional businesses. support charities. thing or phenomenon that are abstract and The rate at which those receiving a mailing But looking more deeply, one discovers the either do not require measurement or cannot respond. Usually expressed in percentage defining characteristics of the social enterprise: Product Sales be measured. terms, based on the number of donations mission is at the centre of business, with A fundraising technique in which the divided by the number of requests sent out income generation playing an important * Quantitative (indicators or data) Measured organization sells items in order to generate (less the undeliverable or hostile responses). supporting role. (Centre for Community or identified on a numerical scale. income. These may be unrelated to the Enterprise) mission of the charity; such as chocolate Restricted Fund Receipt, Official bars or raisins, or in some way connected, Funds allocated to specific purposes within * Social Finance A form used to acknowledge donations of such as T-shirts with the organization’s logo. an organization; the level of restriction may An investment approach to solve social or cash and gifts-in-kind. In order to be used vary to a general program or a very specific environmental challenges while generating for income tax purposes the receipt must Prospect/Prospective Donor project. (See also Designated Fund). financial return.This includes investments conform to specific guidelines established A person, company or group considered that range from only producing a return of by Canada Revenue Agency. The donor to be likely to give financial support to the Rule of Thirds principal capital, to offering market-rate needs such a receipt to support a claim organization based on carefully selected A commonly used formula for capital or even market-beating financial returns. for a tax credit or deduction for charitable factors. campaigns; the top ten donors account for Social finance encourages positive social donations. about one third of the campaign goal; the or environmental solutions at a scale that Prospect Profile next one hundred donors provide the next neither purely philanthropic supports nor A comprehensive document detailing the Recency third; and all the other donors contribute the traditional investment alone can reach. results of the prospect research process The term used in direct mail to indicate the final third. While there can be some variation (Tim Draimin) with an emphasis on capacity, affinity, and most recent date of a donor’s contribution any relationships the prospect has with the and used to segment the donor list. (See organization. Segmentation).

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 165 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 166 * Social Impact Bond public relations benefit; usually does not Sustainable Fundraising * Terms of Reference (SIB) is a contract with a public sector qualify for charitable donation status A fundraising principle that measures Statement of the background, objectives, commissioner in which it pays for improved because of the value of the benefit received success not solely on the basis of current purpose and structure of a project, social outcomes. On the back of this by the sponsor. gross or net dollars raised but on the capacity committee, meeting, negotiation or any contract, investment is raised from socially to maintain a thriving program over time similar collection of people who have agreed interested investors. The investment capital * Stakeholder and on the ongoing relationships developed to work together to accomplish a shared goal. is used to fund service providers, with A general term for someone who has an with donors; such a program builds on the government agreeing to provide a return to interest or concern in an organization or principles of the donor pyramid. Test List investors from a portion of the projected its work. Stakeholders can include donors, A list of prospect names that is being used to cost savings if the intervention is successful. members, customers, funders, employees, SYBUNT see if the profile of the list will result in an (MaRS) clients, volunteers including the board, (Some Year But Unfortunately Not This) A acceptable response rate to a mailing. vendors and the public. special appeal by mail or phone to donors * Social Innovation who have given at some point in the past but Testimonial An initiative, product or process or Stewardship have not given in the last year. An endorsement or acknowledgement that a program that profoundly changes the The process of building and maintaining a charity has been helpful to a client; it could basic routines, resource and authority strong relationship with the donor; including T3010, Form also come from a donor. Used in direct mail flows or beliefs of any social system (e.g. thanking, providing information on how Canada Revenue Agency official form or a campaign to lend credibility and/or individuals, organizations, neighbourhoods, donations were used and making them feel that must be submitted annually by all urgency to the appeal. communities, whole societies). The capacity good about giving so that they are inclined registered charitable organizations on which Thank-you Letter of any society to create a steady flow of to make further and larger donations. the executive officers, overall revenue and The letter sent to donors along with their social innovations, particularly those which expenses, and major charitable activities * Substantially All Test receipt after a donation. re-engage vulnerable populations, is an for the year are noted; it is available to the To show that an activity would have important contributor to overall social and public. been undertaken without the fundraising * Third Party Fundraising ecological resilience. (SiG@MaRS) component, charities must satisfy the Tax Credit Independent projects undertaken by an individual, affiliated group or organization, Solicitation substantially all test. The CRA will consider The term used beginning in the 1988 tax for the purpose of raising funds for, or on The act of asking, usually face-to-face, for a that an activity would have been undertaken year for the tax treatment of donations by behalf of, a chosen charity. They may be donation for a charity. without the fundraising component if individuals to registered charities in Canada. substantially all of the activity advances Rather than a deduction against taxable volunteers, professional (ethical) consultants, Special Event an objective or objectives other than income, the donations (subject to certain for-profit companies or con artists. CRA has Any of a number of fundraising techniques fundraising. For the purposes of this test, limitations) are treated as tax credits which strict rules. in which the participants are contributing to substantially all is considered to be 90% or have the effect of reducing the amount of tax Time, Talent and Treasure (TTT) a charity by virtue of taking part in the event. more. During the course of an audit or other payable. Board members are generally expected to That is, they are receiving a tangible benefit review, the onus is always on the charity to give all three. themselves such as a concert or a dinner. In show that an activity meets the substantially Tax Deduction The term used prior to 1988 in Canada for these cases only the amount of the admission all test. (See also Four Part Test and for Tracking the tax treatment of donations by individuals fee that is over and above the value of the more information go to the CRA Charities The process of recording the results of a to registered charities. The amount of the event is considered a charitable donation. Directorate website). campaign, especially a direct mail campaign. gift (subject to limitations) was deducted Sponsor Supporter from the donor’s income earned. Corporate Transformational Gifts Someone who is supporting the cost of In fundraising terms generally synonymous donations are still deductions, while Truly large donations that allow an putting on an event or activity and is with a donor; someone who assists a individuals now receive a tax credit. organization to dramatically grow or achieve receiving substantial exposure in return; charitable organization with a financial its vision; a six figure donation may allow a Telemarketing usually a corporation. contribution. small charity to hire staff for the first time, The systematic use of outbound telephone while a multi-million dollar gift may enable Sponsorship Suspect calling to donor/prospects to solicit funds. a college to add a new program. The act of providing financial support for A potential donor requiring further research Telemarketing uses either paid canvassers or an event or activity in return for substantial to qualify as a prospect. (See Prospect). volunteers.

FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 167 FRIENDS OF ONTARIO PARKS REVENUE DEVELOPMENT 168 Unrestricted Fund * Workplan Donations which an organization may use for Describes Expected Results, Activities and any purpose consistent with its mission. Performance Indicators (or similar headings) that provide a funder with details of what Upgrading the initiative will achieve, the work involved A process of encouraging donors to increase in achieving it and how success will be the amount and/or frequency of their support. measured.

Volunteer A person who undertakes any of a variety of tasks or duties on behalf of a non-profit organization without financial remuneration.

WIIFM (What’s In It For Me?) A phrase often asked either directly or implicitly by potential corporate donors when considering a major donation or sponsorship.

Webbing The process of actively uncovering the network of people you know that you didn’t know you knew; who in turn can be useful in fundraising, on boards, as volunteers or as donors.

Welcome Package A more sophisticated version of a thank you letter that focuses on making a first time donor feel that he or she is becoming part of a special cause or organization because of the donation.

Wish List A list of items that an organization would like to buy for its programs or clients but for which it has no funding. The wish list is presented to prospective donors for them to choose something to buy with their donation.

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