General Conference Sabbath School and Personal Ministries s1

INTERNATIONAL INSTITUTE OF CHRISTIAN DISCIPLESHIP

Equipping members for Global Mission and Outreach

General Conference Sabbath School and Personal Ministries

Community Services & Urban Ministry Certification Program Module Syllabus & Teaching Notes

CS 05c Technical Aspects of Community Services Ministry: Fundraising Fundamentals

1 contact hour Developed by Lilya Wagner, Ed.D., CFRE and Kristin Priest, MA, CFRE

By the end of this one-hour session, the participant will:

a) Have acquired a fundamental knowledge and preliminary steps of a comprehensive and sustainable fundraising program;

b) Be able to adapt the principles presented in minimal ways to establish short- term or long-term fundraising for the ministry;

c) Have a basic understanding of the biblical principles supporting fundraising; and

d) Understand this module is only the beginning to an on-going learning and application process for sustainable fundraising for sustainable ministry.

e) Engage in fundraising in a professional manner, using the best practices verified by research and successful principles, and understand why people will give to organizations.

Student Requirements for the Module:

The participant will accomplish the following, both during the module and subsequently, in order to learn sustainable, on-going, philanthropic fundraising principles, and adapt them to his/her organization or ministry.

a) Engage in the exercises as outlined in this syllabus and on the accompanying PowerPoint slides. b) Read the introductory section of the attached guidelines and planning form. c) Contact Philanthropic Service for Institutions for referrals to more thorough, more advanced training in order to build on this fundamental foundation. d) Read one of the recommended texts.

Reading Materials:

These can be purchased new and used through Amazon.com.

Fundraising Basics: A Complete Guide by Barbara L. Ciconte and Jeanne Jacob (Paperback - Dec 18, 2008)

The Complete Guide to Fundraising Management (The AFP/Wiley Fund Development Series) by Stanley Weinstein (Hardcover - Mar 30, 2009)

Fundraising for Social Change (Kim Klein's Chardon Press) by Kim Klein (Paperback - Oct 27, 2006)

An extensive annotated bibliography is on PSI’s website, www.philanthropicservice.com, as well as a list of resources available through PSI.

It may be helpful to bring samples of materials, such as case expressions or grant proposals. If these are not available for faculty, please contact PSI for referrals or for actual samples.

Module Outline:

Discuss: Why do people give? Whose money are we raising? Psalm 24:1.

I. Other Biblical foundations. Many do not realize that fundraising not only occurs frequently in the Bible, but that there is much excellent advice on the joys and benefits of giving. A. Biblical injunctions about our obligation to give are many. B. Benefits of giving are now verified through secular research; i.e., people who are generous live longer and are happier as well as healthier (e.g., NIH studies). C. Fundraising is a ministry. There is no apology needed to request others’ support for something as worthy and worthwhile as our ministries. D. Ellen G. White comments on accepting from “unholy money” for holy work even from “worldly men, even idolaters.” Discuss implications of this counsel.

II. Motivations for giving or not giving. A. Research has verified that people enjoy giving, but we need to understand the reasons so that we can appropriately plan our appeal to meet organizational needs and donor desires. B. Donors and their intent must be respected; this is not only wise practice but ethical as well. C. The reasons people don’t give are just as relevant. D. An understanding of why people, in general, don’t like to ask is essential for becoming involved in good fundraising practices.

III. Fundraising fundamentals—essential principles for understanding fundraising, its value, and its practices. A. We need to, first of all, understand why we do fundraising. B. It’s essential to remember that people give to opportunities and to see outcomes, not for distress (unless you are an emergency relief organization). Certainly they do not wish to give to organizational “distress,” such as lack of poor planning or management. C. Fundraising means that it is done in an organizational context—the organization must be solid, be supportive of fundraising, engage employees in appropriate ways (e.g., good responsiveness and client service), and support of fundraising must begin from the leader on down the organizational ladder of responsibilities and structure. D. There are many side benefits to fundraising, such as a focus on what the organization really does accomplish and what is its vision for service.

IV. Overview of fundraising program components. A. Know basic marketing principles.

B. Consider the environment and climate for fundraising.

C. Create and examine case.

D. Involve volunteers (if possible, board members).

E. Determine potential donors.

F. Select campaigns and tools.

G. Research prospects.

H. Create, use and communicate a plan.

I. Solicit the gift.

J. Renew the gift.

K. Steward the gift.

V. Know marketing principles.

A. Understand that fundraising is an exchange of values.

B. The donor has a right to receive a benefit (tangible or intangible) from the organization/recipient. C. Exercise: Define what donors do and can give to you (e.g., cash, in-kind services, etc.) and what you can and do give to donors (e.g., a thank you within 24 hours, tangible and appropriate gifts, etc.).

VI. Environmental impact.

A. There are circumstances, internal and external, that either support or inhibit our ability to raise funds. These must be analyzed and understood so that realistic activities and goals are planned.

B. We can base our fundraising plan and efforts on what we understand about our environment, and this is particularly true when we work with service-providing organizations or causes.

VII. Making a case—perhaps the most important step!

A. A case is a compilation of all the reasons you can provide a donor for why he/she might want to give. It includes a description of the problem you are solving or need you are meeting, the expected outcomes if the donor gives, why this is important to do, and the particulars about when, where, how, and who.

B. An internal case should be prepared that is an agreed-upon (by the organization) compilation of documents that include mission, organizational goals and objectives, board information, fundraising goals based on programmatic and service needs, budget, facilities, and other documents. Without these, the fundraiser is left in the dark as to what the funds are for.

C. Case expressions should be customized for the audience, and may include website, brochures, newsletters, oral presentation, and other materials carefully prepared and delivered judiciously.

VIII. Define markets—your sources of funding.

A. Evaluate ALL possible sources of funds, then determine which ones are the most likely to give to your organization. B. Most likely donors include those who have some kind of connection to your organization and have an interest in what you do. Ability to give can vary, since donors who can only give small amounts can be good motivators for others, and we naturally need the large amounts that are possible.

C. Exercise—make a list of ALL possible donors, including those you think might not give or those of which you haven’t thought before, then qualify and prioritize the list.

IX. Build a team. Engaging your board and other volunteers is absolutely essential because one person can’t do it all. All other staff should also support fundraising in appropriate ways, such as sharing information, engaging in donor relations, and being advocates for building of resources.

A. Board leads the way.

B. Staff must be partners.

C. All test and affirm the case.

D. Invitations to give can be appropriate and be accomplished by everyone, while the fundraiser is the manager of the process.

X. Select the right tool/strategy.

A. There are various campaigns that a fundraiser may use, which include the fundamental one of an annual fund. Others include capital campaigns, endowment building, special projects, and major gifts. More information on these can be found in the resources listed with the syllabus or from PSI.

B. There are many ways to ask for money. A wise fundraiser will pick those that are most appropriate for donors or donor groups, and prioritize according to time and expertise. It is very important that a fundraiser familiarize himself/herself with the possible tools, as listed on the slide, and utilize the one(s) most suitable for the organization, based on available resources, human and financial. More information on these can be found in the resources listed with the syllabus or from PSI. C. There is a progression of effectiveness in using tools, with events being least effective (although at times necessary) and one-on-one requests at the top of the effectiveness ladder.

XI. Research prospects.

A. We need to know just enough about our prospects and donors in order to make an appropriate and intelligent ask.

B. This involves acquiring just the right information and using it ethically as well as practically.

C. Appropriate electronic and hard copy records should be kept in order to avoid confusion, loss of donors, and inappropriate requests.

D. If we get to the point of saying, “this is none of my business,” then we are acquiring inappropriate or unnecessary information.

E. The bottom line is developing the right relationship between the donor and the organization.

XII. Create and communicate a plan.

A. Accountability is a major global issue. If there is no plan, there can be no indications of outcomes.

B. A plan is the best way to determine what must be accomplished, why, by whom, by when, how, and other details (sample plans are available by request from Philanthropic Service for Institutions).

C. A plan is vital for leadership, donors, colleagues, and other interested parties to know that the organization and its fundraising effort is well managed, credible, and accountable.

XIII. ASK!

A. Use the right tools and approach with each donor.

B. When asking in person, face to face, there is an advisable process to follow. C. The focus should be on the donor, how he/she feels or thinks, what is comfortable for him/her, and should involve more listening than talking by the asker.

XIV. STEWARDSHIP!

A. The donor should be thanked within 24-48 hours, should receive information on how the gift is used, and should receive periodic reports from the organization.

B. Fifty percent or more of our donors could leave an organization in a year because of how they or their money are treated by the organization.

C. We need to engage in ethical practice at all times and respect our donors as well as the practice of fundraising.

XV. Summary thoughts and conclusions.

A. Factors that cause successful fundraising.

B. Challenges in and for fundraising.

C. What happens if we don’t raise funds.

D. Fundraising is a ministry and an honorable practice that brings together worthy causes and people who wish to help and be involve