Insights + News + Updates

JB+A News You Can Use September October 2014 Survey

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501_c_Success_-_Natl_Speaker_Series_header-logo

Tony Glowacki
CEO of WealthEngine
 
Tuesday, November 11 
Kauffman Foundation Conference Center
7:30 - 9:00 a.m.
 
Coffee and a light breakfast will be provided
 
 Nonprofit Connect Members: $25
General Admission: $50

When you think fundraising, do you think big data? Tony Glowacki does, and he will join us in Kansas City to lead a discussion about using analytics to grow individual gifts. As the CEO of WealthEngine, the leading provider of wealth identification and prospect research, Tony brings years of experience in information technology. And as an advocate of the nonprofit sector, he's ready to share how your organization can use big data to fundraise more efficiently and effectively. 

Jeffrey Byrne + Associates is committed to ensuring you have access to solid, informative and thought-provoking discussions on topics that affect your daily work in the nonprofit sector. 501 (c) Success is bringing the brightest national thought leaders to Kansas City, to discuss progressive topics that are relevant and timely in our industry. We are happy to share this opportunity with you, and look forward to seeing you November 11. Click here to register online. 


Strategic Planning:  The Pathway for Fundraising Success

John F. Marshall

John F. Marshall
Senior Vice President

Over the past couple of years, our firm has had the opportunity to conduct Territorial Development Audits for both the Western and Central territories. Both were terrific exercises in which both Jeffrey Byrne and I had the occasion to meet with divisional leadership and development personnel throughout each division.
 
Our task was to discuss and evaluate every component of development/fundraising programs in an effort to help determine strengths as well as areas of challenge. It truly was an enjoyable experience and both of us emerged feeling that the Army was, overall, really performing at a successful level.
 
As you can imagine, we probed into numerous areas. One of those that stood out was regarding the presence of a Strategic Plan to serve as a road map for the development program. We found that only about 25% of the divisional development programs had created and were following a Strategic Plan. Those who did have a plan tended to be among the higher performing programs.   
I recall visiting with one divisional director of development who, when I asked “Are you operating under the direction of a Strategic Plan?” the response was “John….are you kidding me? We barely have enough time to keep up with everything we have been charged to do. We just don’t have the time.” My suspicion is that that is a sentiment shared by many of those who fall into the other 75%.
 
There is no question that correctly engaging in Strategic Plan development can be a time consuming commitment. It is not a one-day process and will require the participants to become fully-engaged in covering a broad swath of topics. Yet, I can tell you from my own experience from when I was a director of development with the Army several years ago, establishing and following a well crafted strategic can have a significant impact, in many ways.
 
Engagement in Strategic Planning is a statement by the Army of its desire to bring about organizational change and development with the intent of increasing the Army’s ability to more completely fulfill its mission:  in this case, through the enhancement of securing financial resources. Strategic Planning is definitely a management tool, one which will enable the Army to respond to a changing environment and to help ensure that all members of the development team are singularly focused on attaining new goals and objectives.
 
The overall objective of the planning exercise is to bring to the development team a game plan – a road map, if you will – to address strategic development direction over a two- to three-year timeframe. And, yes, it will take time; you should expect to commit time over a 45- to 60-day period to go through both pre-planning and actual strategy development components.  <Click here to read more about an effective Strategic Planning process>
 
The Strategic Planning Process
 
The Strategic Planning process consists of two steps: Pre-Planning Components and Strategic Direction. It is essential that participants conduct the planning process by following the steps in the order they are presented. Engaging in short cuts could result in an incomplete plan.
 
STEP 1: Pre-Planning Components
In order to develop a fully-comprehensive Strategic Plan, the process will require four (4) specific Pre-Planning components: Issue Identification, Stakeholders Analysis, a S.W.O.T Analysis and a Competitors' Analysis.
  1. Issue Identification
Participants will identify issues critical to development which must be addressed as part of Strategic Planning. Participants will also assign relative priorities (i.e., critical…important…nice.) Examples of issues may include:
  • Adequate financial resources (budget)
  • Adequate human resources (staffing)
  • Community relations
  • Existing development services
  • Morale
  1.  Stakeholder Analysis
Participants need to identify individuals and/or groups of individuals (Army leadership, Corps Officers, Advisory Board members, donors, prospects, the media, etc.) who have a reasonable right to believe that their values, expectations and needs will be met. Failure to do so could lead to sanctions. It is important to accomplish the following:
  • Identify critical stakeholders
  • Profile critical stakeholders as to their needs and expectations
  • Identify drivers and satisfiers
  • Determine where stakeholders are on the “satisfaction line”
  1. S.W.O.T (Strengths, Weaknesses, Opportunities, Threats) Analysis
  • Strengths – current conditions
  • Weaknesses – current conditions
  • Opportunities – future conditions
  • Threats – future conditions
Participants must build on strengths, address weaknesses, capitalize on opportunities and avoid weaknesses.
  1. Competitors' Analysis
Participants must identify:
  • Who the competitors are
  • How strong or vulnerable the Army is to competitors
  • Whether competitors are friendly or adversarial          
STEP 2: Detailed Approach
Participants should see planning as achieving at least three (3) outcomes:
  1. To create and support the concept of shared outcomes
  2. To secure group acceptance of the strategic direction
  3. To serve as a vehicle to achieve culture modification, department unity and strategy integration through team building
The various components of the Detailed Approach consist of Mission/Department Preoccupations, Goals and Objectives, Targets and Tactics and Monitoring System.
 
Mission/Department Preoccupations
Simply stated, Mission is Development's reason for existence and it must respond to stakeholder’s expectations. It should be no more than a paragraph in length with the choice of wording critical. Organizational preoccupations are the two or three preeminent concerns as it relates to long term success. Vision is what Development hopes to become.
 
Goals and Objectives
Goals should be limited in number (four to seven) and must be achieved if Development’s Mission/Vision is to be met. Objectives are measured outcomes and are directly tied to goals.
 
Targets and Tactics
Targets and tactics are “how” objectives and goals are accomplished and must address:
  • Overview
  • Action Steps
  • Timing
  • Responsible Parties
  • Resource Requirements
Monitoring System
This is the formally accepted system for keeping the Strategic Plan on track and to communicate participant’s accomplishments, setbacks and obstacles.
 
As stated earlier, engaging in a Strategic Planning process is detailed and will definitely require a commitment of time by the participants. Fitting it into an already busy schedule will require careful planning in itself. However, creating a rock-solid Strategic Plan which the development team has created together can result in a terrific pathway to follow towards achieving ever greater development success, for your stakeholders and the Army.
 
Jeffrey Byrne + Associates, Inc. has led several Strategic Planning initiatives and would be thrilled to have the opportunity to partner with you in crafting a Strategic Plan, tailor-made for your Development organization. For further information, contact me at: jmarshall@fundraisingjba.com or give me a call at 816-914-3780.
 

JB+A News You Can Use

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JB+A News You Can Use:

 

Tips and Tools to

Help Your Organization

Achieve Fundraising Success

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all brought to you by professionals and seasoned volunteers in the world of philanthropy.  

News You Can Use

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News You Can Use
Issue 143/November 2014

Board Engagement: What’s the Norm?

 
Judy KellerJudy Keller
Executive Vice President

Editor’s Note: CEOs and Executive Directors often express concern that their Boards are not fully engaged. Even the most active, professional Boards typically have one or two members who may be fully supportive of the organization, but do not demonstrate that commitment.

We are often asked: How can I keep my Board engaged? And even more common: How can I get my Board to fundraise?
 
In the following months we will continue to explore various strategies for Board engagement. This is the second article in a series on this topic.
 
A recent panel of Kansas City’s leading institutional funders was asked to address the issue of nonprofit sustainability.
 
Their conversation quickly turned to the role of the Board. It is worth noting the panel did not focus on the elements of a specific request for funding or its program effectiveness. Rather they said their decision regarding whether or not to fund an organization (not program) is determined in large measure by their evaluation of the governing body.
 
How does your Board of Directors compare to these statistics?
  1. Forty percent of all Boards have between 11 and 20 members.
  2. Sixty percent require Board members to make a financial contribution to the organization. The smallest organizations were least likely to make this requirement.
  3. Ninety percent of organizations that require a contribution report that they tell a prospective Board member about that expectation at the time of recruitment.
  4. Only 35% set a minimum gift amount for Board contributions.
  5. The average annual Board gift is just under $5,000. Education organizations report the highest average gift at $12,520.
  6. Only 11% of responding organizations in the religion subsector reported a minimum gift amount, but their average gift is not lower than averages in most other subsectors.
  7. Sixty percent of organizations track the amount Board members help raise.
  8. Board members are most likely to get involved by allowing use of their names (79%), asking friends or associates to attend events (78%), and making personal introductions (76%).
  9. Only 52% of Board members will host events in their home or business.
  10. Board members are least likely to develop the fundraising plan – 52% do, and rate prospective donors – 42% do.
There is no longer an excuse for Board members not to be engaged in fundraising in some capacity for your organization. It is now a widely-accepted best practice that strong organizations have Board members who are actively engaged in supporting the organization. Serving as wise counsel is no longer sufficient.
 
To further discuss Board effectiveness and how to energize your Board around fundraising, please contact Judy at jkeller@fundraisingjba.com. 

 


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2014 U.S. Trust Study of High Net Worth Philanthropy:
Consistent Trends and Significant Shifts Paint a Bright Future
 
Editor’s Note: The 2014 U.S. Trust® Study of High Net Worth Philanthropy, in partnership with the Indiana University Lilly Family School of Philanthropy, reports the giving patterns and priorities of America’s wealthiest donors and provides valuable insights into the strategies, vehicles and approaches that can make giving more effective. This Study is a continuation of the 2006, 2008, 2010 and 2012 reports.
 
Conducted between April 2014 and September 2014, the Study consisted of mail and web surveys randomly distributed to 20,000 households in high net worth areas of the U.S. Only households with incomes greater than $200,000 and/or net worth more than $1,000,000 (excluding the monetary value of their home) were included in this analysis. Results are based on a nationwide sample of 632 responding households. The Study offers comprehensive information on the charitable giving and volunteering activities of high net worth households that will apply directly to our philanthropic endeavors.
 
This past June, JB+A partnered with U.S. Trust and the Indiana University Lilly Family School of Philanthropy to present Giving USA 2014:The Annual Report on Philanthropy for the Year 2013. We are pleased to continue to share valuable information that complements Giving USA data and can be used by nonprofit professionals, donors, volunteers and others interested in promoting philanthropy.
The Good News
 
The Study reveals consistent trends in the giving behaviors of high net worth individuals and households as well as some departures from past trends. Overall, the giving forecast is bright, supported by several findings:
  • More households gave: in 2013, 98.4% of high net worth households donated to charity, an increase over the 95.4% who gave in 2011. This is also the highest rate of high net worth participation in charitable giving since the Study’s inception in 2006. According to The Center on Philanthropy Panel Study in 2009 by Indiana University, 65% of the U.S. general population donate to charity.
  • These households gave more: the average amount given by wealthy donors increased 28% from 2011 to 2013: from $53,519 to $68,580 respectively. Average giving as a percentage of household income decreased by 1% however, as increases in income levels slightly outpaced increases in giving levels among high net worth households. 
  • Time is also treasure: these high net worth households also demonstrated their commitment to charitable causes through volunteering. Seventy-five percent of the respondents volunteered with at least one nonprofit organization; 59% of them gave more than 100 hours and 34% served more than 200 hours. Volunteering is also tied to giving: wealthy donors who volunteered gave 73% more on average than those who did not ($76,572 compared to $44,137).  
  • These households plan to give as much or more in the future: 85% of high net worth donors plan to give as much (50% of respondents) or more (35% of respondents) in the next three to five years than they have in the past. This is up from 76% who said they planned to give as much (52%) or more (24%) when surveyed in 2012. Why the plans to increase their giving? The top reasons cited are “increased financial capacity” (85%) and the “perceived need of the nonprofits or causes” they support (48%).
Motivations to Give
 
While there is an assortment of reasons motivating high net worth philanthropy, the following were cited as the top motivators for giving in 2013:
  • Believing their gift can make a difference – 74%
  • Personal satisfaction – 73%
  • Supporting the same causes annually – 66%
  • Giving back to the community – 63%
  • Serving on a nonprofit organization’s Board or volunteering – 62% 
Only 34% of the respondents cited tax advantages among their top motivations for giving.
 
Why Giving Stops
 
Unfortunately, sometimes donors stop giving and the top reasons cited for doing so among high net worth donors vary:
  • Solicitations were too frequent/was asked for an inappropriate amount – 42%
  • Changed philanthropic focus/decided to support other causes – 35%
  • Organization was not effective – 18%
  • Organizational change in leadership or activities – 16%
“This year’s Study reinforces that knowing your donors is a must,” says Jeffrey Byrne, President + CEO of Jeffrey Byrne + Associates, Inc. “If you don’t get to know your donors, you won’t be able to develop relationships with them. It is well worth the time and effort to understand your donors and learn what they value. This leads to more meaningful solicitation and stewardship and ultimately, greater impact on those you serve.” 
 
Knowledgeable + Engaged = More Giving
More Giving + Greater Fulfillment = Even More Giving
 
“This year’s study reveals that when wealthy donors are engaged in their giving and find a meaningful purpose, they give more and are more impactful with the organizations they support,” said Lewis Gregory, CAP, Senior Vice President, Institutional and Private Client Advisor for U.S. Trust in Kansas City. There were strong ties between a high net worth donor’s knowledge of giving and giving behavior. It also indicated that greater fulfillment leads to higher giving levels:
  • Respondents who rated themselves as “expert” in terms of charitable giving (14%) gave a significantly higher amount in 2013 ($150,229) than those who described themselves as “knowledgeable” (72% / $64,599) or “novice” (14% / $19,013)
  • Fifty-three percent monitored or evaluated the impact of their charitable giving. Those who do so give a much higher amount ($104,625) than those who do not ($28,543)
  • Seventy-three percent of wealthy donors reported achieving personal fulfillment through charitable giving. Those who report personal fulfillment donated more than five times the amount of those who were not fulfilled (approximately $80,500 compared to $15,100)
Other Key Takeaways
 
  • Ask and you shall receive: A direct request from an organization to volunteer inspired the highest proportion of volunteerism (50%) in contrast to when high net worth individuals initiated the volunteer opportunity (17.5%). This is a direct reversal of 2011 trends, in which more high net worth individuals reported volunteering through their own initiative (42.8%) as opposed to being asked (30.7%).
  • And the winner is: education. While many of the nonprofit subsectors benefitted from increased contributions from high net worth donors in 2013, education was the clear frontrunner.
        o   Eighty-five percent of high net worth households gave to education
        o   Education also received the largest share of dollars (27%) – more than religious causes (12.2%), environmental
    causes (5.4%), basic needs (3.3%) or the arts (3.5%).
        o   The highest share of high net worth households also prioritized education as the most important current policy issue (56%) ahead of poverty (34.6%) and healthcare (33.8%).
  • New research: giving pledge participation. Introduced by Warren Buffett and Bill and Melinda Gates, “The Giving Pledge” is a commitment by a group of individuals and families dedicated to giving at least half of their wealth to philanthropy. At the time of the Study, there were 127 households in 13 countries – 108 supporters in the U.S. – as signed supporters. High net worth households were asked about their hypothetical response if asked to participate in a similar pledge.
        o   Would not participate – 65%
        o   Don’t know – 22.4%
        o   Would participate – 12.7 %
To access the full 90-page report, visit www.ustrust.com/philanthropy

 


 

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We’ve all heard of Black Friday and Cyber Monday and know that they are synonymous with holiday gift-buying. And now, in its third year, there is #GivingTuesday.
 
The idea behind the first #GivingTuesday on November 27, 2012 was not to create new nonprofits to support, but to inspire philanthropy and encourage bigger, better and smarter charitable giving during the holiday season.
 
#GivingTuesday is for all of us – adults, children, volunteers, donors, businesses and nonprofits. The ways to participate are practically endless. And everyone can help spread the word. Visit #GivingTuesday to see all the creative ways people are giving back to their communities and helping create a better world.
 
In 2012, online charitable donations processed by Blackbaud were up 53 % over the same day in 2011. But even more impressive, on #GivingTuesday 2013 donations were up 90% from 2012!
 
What will happen this year?
 
How can you participate?
 
Spread the word, support a cause, make a gift, share your story… The ways to be a part of “#GivingTuesday are practically endless. And #GivingTuesday is an excellent and timely way for nonprofits to go out and make an ask.
 
“The opportunities for nonprofits with #GivingTuesday abound,” says Jeffrey Byrne, President + CEO of Jeffrey Byrne + Associates, Inc. “We have an abundance of data and case studies illustrating how organizations are having great fundraising success when incorporating #GivingTuesday into their year-end fundraising efforts.”
 
Check out the JB+A #GivingTuesday toolkit for tips on how your organization can benefit from the #GivingTuesday boost this year. Go to http://www.givingtuesday.org/ for additional information and be sure to visit http://www.givingtuesday.org/join/, to join the movement as a partner organization and/or as an individual social media ambassador.