Growth for the Future

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Growth for the Future

• September 21, 2007

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Contents

• Trends
• Anecdotal Interpretation
• Leadership
• Reaching Goals
• TBI

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Commitment

• To make a real difference to any organization,
  you cant just give money. Its more than
  dollars its time and its commitment.
• Lawrence Bloomberg

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Philanthropic Trends - Ipsos

• According to Glenys Babcock, Vice-President of
  Ipsos-Reid Public Affairs, in the June 2007 study
  Canadian Donors and You, eighty percent Canadians
  were engaged in the charitable sector last year.
• The survey was a nationally representative random
  sample of 1,295 Canadians.
• The resulting data were weighted by region, age
  and gender, according to Census Canada data.
• Overall results are considered accurate to within
  2.7 percentage points, 19 times out of 20, of
  what they would have been had all Canadian adults
  been included in the survey.

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Trends Ipsos Contd

• 7 in 10 Canadian adults are donors, 3 in 10 are
  volunteers, and 2 in 10 are fundraisers.
• Donors tend to give to a number of charities
  half give to five or more charities each year.
• Among donors, 1 in 10 contribute 1,000 or more
  annually, while 2 in 10 give 50 or less.
• Likelihood of being a donor rises with age,
  gender and household income (See Chart 1)
• Canadians believe charities make a difference
  (See Chart 2)

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Trends in Major Gifts

• Canadian FundRaiser on Major Gift Programs and
  Trends in Canadian Fundraising recently conducted
  a study an online survey.
• Undertaken between May 24th and June 2nd 2007,
  the survey was sent to 7,705 fundraising
  professionals employed by registered Canadian
  charities.
• This nationally representative survey received
  505 responses.

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Trends in Major Gifts Contd

• Most often development programs are under 1
  million (37).
• Largest sectors with programs under 1 million
  are Environmental/Conservation (56) Community
  Welfare/Public Benefit (53) and Arts and
  Culture (49).
• Majority of survey participants have a dedicated
  major gift program (56).
• Three-in-ten (30) report major gifts accounting
  for at least half of charitable income last year.

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Trends in Major Gifts Contd

• Difference of opinion on what is defined as a
  major gift. One-fifth (21) define a major gift
  as at least 25,000, while the same proportion
  define major gifts of between 1,000 and 5,000.
• Respondents stated community mindedness (33) and
  traditional connection (24) as primary
  motivation for major gifts to their
  organizations.
• Majority of respondents (53) agree Capital Gains
  Exemption of Marketable Securities has resulted
  in more major gifts to their organizations.

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Trends in Major Gifts Contd

• Respondents indicate that just under half (46)
  of major gifts are designated towards specific
  purposes.
• Relationship building is viewed by over
  four-fifths (83) as extremely important in the
  major gift process Moves Management Program
  (22) least likely to viewed as extremely
  important.
• Almost all (95) of respondents feel that
  accountability to donors in their major gift
  stewardship programs is important.

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Anecdotal Interpretation

• What are we seeing?
• How is it all having a philanthropic impact?
• Why is this important to fundraising?

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Vision and Philanthropy

• Building a philanthropic organizational culture
  requires a widespread understanding that
  achieving the organizations vision relies on
  securing a significant level of philanthropic
  support.

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Leadership

• The role of senior leaders is critical in setting
  the stage for a philanthropic organizational
  culture.
• The most obvious manifestation of leadership
  support is the dedication of significant time to
  the business of raising funds.

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Role of Volunteers

• The paradigm for volunteer engagement has shifted
  dramatically in recent years.
• Today, the engagement of volunteers has become
  highly strategic and selective, with keen
  attention paid to maximizing impact while
  optimizing the time required of a volunteer.

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Development is Core

• Increasingly, organizations are realizing that
  fundraising is not a separate activity that
  happens over there, but actually lies at the
  centre of their organizations ability to achieve
  its vision.
• Interaction provides the opportunity to thank
  donors personally and to talk about shared
  goals and interests, share further dreams of what
  might be possible, and review successes and
  challenges.

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Corporate Giving

• Nowhere is the competition for charitable dollars
  more intense than in the corporate arena.
• This level of demand for charitable donations and
  sponsorship support has continued to lead to more
  scrutiny of requests and the use of
  professionally trained grantmakers, highly
  codified policies and procedures, and employee
  committees, in the decision-making process.

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Foundation Giving

• The foundation sector in Canada has seen
  incredible growth in recent years as more and
  more individuals seek out opportunities to take a
  structured, thoughtful approach to their
  charitable giving.

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Individual Giving

• Most of the future growth in Canadian
  Philanthropy will come from individuals with
  disposable income sufficiently motivated by those
  charities that have a mission and vision
  benefiting the common good for people/causes
  that is important to the prospective benefactor(s)

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Accountability

• The need for accountability has led to the
  considerable efforts organizations are putting
  into being able to measure, evaluate and report
  on the impact of the funds they receive.
• However, it is crucial for donors and funders to
  understand the time and resources required to
  measure, evaluate and report and balance
  expectations in that context.

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Branding

• In todays competitive fundraising environment,
  establishing, building and maintaining your
  organizations reputation and profile are
  increasingly recognized as key drivers for
  success.
• Advancing your electronic message today has more
  to do with establishing a clear and competitive
  organizational vision, communicated through
  masterful and emotive storytelling.

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Metanoia

• Metanoia describes the importance of blending
  passion and mind to create the future vision for
  an organization.
• When this Ancient Greek reference regarding
  change is applied to benefactors, it demonstrates
  how they build their relationships by becoming
  more involved in the life of an enterprise.
• There is generally a stronger belief in the
  mission and the vision for the future and as
  such, leadership becomes more critical in helping
  determine the future.

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Leadership

• Leadership amongst boards and volunteers is
  critical in attracting major donors.
• Strong organizational leadership provides a sense
  of success and confidence to draw benefactors
  into support of the charitable organization.
• It may be argued that fundraising itself is a
  leadership task that involves creating a dream
  for the future and presenting a compelling
  rationale for the change required to make the
  need a reality.

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Max De Pree says

• People working in not-for-profit groups grapple
  with the full complexity of todays society and
  have become indispensable to our national sense
  of identity. They allow no room in their work for
  the deceptive simplicity of a single bottom line.
  To me, theyre clearly leading us to reach the
  potential our culture so urgently needs to be
  realized. They are demonstrating a quality of
  leadership and service arising from their
  understanding of and commitment to a common good,
  by which I mean a quality of life that touches
  everyone. Their vision of a brisk and virtuous
  society brings us all healthy rewards and respect
  and a yearning to reach for our own potential.

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Fundraising Leadership

• Volunteer leadership needs to share the vision,
  provide direction, stay committed, support the
  enterprise, and manage people within the overall
  process.
• In the non-profit sector, institutional
  leadership is inextricably associated with
  fundraising, hence, the notion of fund
  development being associated with worthy
  volunteer leadership.

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Good to Great

• Good to Great principles do indeed apply in the
  social sector Jim Collins
• Calibrating success without business metrics.
• Rethinking the economic engine without a profit
  motive.
• Building momentum by building the brand.

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Communities

• Communities look to non-profit leaders for
  wisdom, knowledge and integrity so they can place
  trust in helping to provide solutions for the
  challenges faced.
• Within our communities, there is a great need for
  resources and capacity.
• Volunteer leadership must facilitate a platform
  for improved performance and service with the
  changing times before us.

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Understanding

• As leaders look outside of their organizations
  into the communities they represent, they gain
  greater understanding and perspective.
• The vision must extend beyond the organizations
  general effort to act effectively on its mission.
  
• Leaders must focus to the outside to be alive and
  successful.

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Transformation

• Fundraising is far more complex a process than
  just asking, and involves carefully approaching
  the right people and cultivating interest in the
  cause.
• Board members and volunteer leaders need to open
  doors, cultivate prospects and steward
  benefactors.
• Attitudes and knowledge need to be transformed
  and built respectively, so that conversations
  focus on the cause ahead.
• Leaders that are engaged with a passionate cause,
  will continue to grow and benefit both the
  organizations they serve and themselves.

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Reaching Goals

• The benefits of enlisting volunteers to the
  fundraising effort are that it increases the
  effectiveness of results and broadens the
  institutional network ultimately increasing the
  revenue capacity for the enterprise.
• Volunteers add credibility to fundraising
  efforts.
• A cadre of volunteers willing to invest their own
  time, energy and resources to the institution is
  a powerful and persuasive statement on the
  worthiness of the fundraising goal.

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TBI

• TBI has a tremendous opportunity to further
  address the needs for the future
• Philanthropy is exploding around you.
• Capitalizing on the unique positioning of your
  important cause will enable you to take advantage
  of developing your potential

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The Opportunity

• There is an opportunity to determine your
  specific needs.
• There is an opportunity to harness your volunteer
  leadership.
• There is an opportunity to develop philanthropic
  programs, with your leadership, to support the
  needs of your cause.

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Partnerships

• TBI has extensive experience in working with the
  corporate community in managing projects of
  opportunity.
• TBI will work together to maximize the benefits
  of any partnership.
• TBI is has potential opportunity with its various
  corporate partners and their associates.

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Partnership Provides

• Great public relations.
• Increased marketing opportunities.
• A public association to be recognized in the
  advancement of research that will benefit people.

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Prerequisites

• Evaluate your Case for Support.
• Appraise effectiveness of existing sources of
  revenue.
• Assess your existing volunteer leadership.
• Conduct research and comparative analysis of best
  practices.
• Develop a plan and retain professional staff to
  move forth.
• Implement programs

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Good Fortune

• If we are fortunate, there will be a series of
  memorable, critical, and invaluable experiences
  and events in our lives that will positively
  shape our outlooks, reinforce our beliefs, give
  us life goals, and guide us through our life
  journeys
• - Lincoln M. Alexander -