The Fundraising Feasibility Study

<p>ABOUT THE EDITOR XV</p>
<p>ABOUT THE AUTHORS XVII</p>
<p>PREFACE XXI</p>
<p>CHAPTER 1 Stepping Up to the Challenge Philanthropic Program Effectiveness 1<br />Martin L. Novom, CF RE</p>
<p>Important Trends 1</p>
<p>An Increase in Requests for Charitable Contributions 1</p>
<p>Intensification of Public Scrutiny on the Nonprofit Sector 2</p>
<p>Greater Attention by Donors on Improving Fundraising Effectiveness 2</p>
<p>Increased Emphasis on Improving the Quality of Relationships with Donors 3</p>
<p>How Nonprofit Organizations Are Responding to These Trends 3</p>
<p>Increasing Philanthropic Program Budgets 3</p>
<p>Renewed Emphasis on Ethics and Ethical Behavior 4</p>
<p>Greater Focus on Strategic Thinking in Philanthropic Programs 4</p>
<p>Increasing Sophistication of Trustees and Staff 4</p>
<p>Is This Enough? 5</p>
<p>Paying Attention to Risk 5</p>
<p>Minimizing Risk and Maximizing Effectiveness 6</p>
<p>CHAPTER 2 Looking in the Mirror What Is a Precampaign Planning Study? 7<br />Elliot S. Oshry, CF RE</p>
<p>Introduction 7</p>
<p>Planning or Feasibility? 7</p>
<p>Benefits of a Well–Crafted Study 8</p>
<p>Case for Support 9</p>
<p>Gift Table 9</p>
<p>Quality Control 10</p>
<p>Educational Organizations 12</p>
<p>Healthcare Organizations 12</p>
<p>Areas of Inquiry 13</p>
<p>Objectives and Deliverables 14</p>
<p>Process 14</p>
<p>Timing 15</p>
<p>When to Do a Study 16</p>
<p>Summary 17</p>
<p>CHAPTER 3 Standing at the Threshold It Takes More Than a Feasibility Study to Get Ready for a Capital Campaign 19<br />Betty Ann Copley Harris, FA HP</p>
<p>Introduction 19</p>
<p>Are You Ready to Undertake a Capital Campaign? 20</p>
<p>Why Conduct a Study? 21</p>
<p>Two Years before Starting a Campaign 21</p>
<p>One Year before the Campaign 21</p>
<p>Six Months before the Campaign 22</p>
<p>Form a Precampaign Planning Committee 22</p>
<p>You Know You re Ready When . . . 23</p>
<p>What You Want from Your Feasibility Study 23</p>
<p>Elements of Campaign Success 24</p>
<p>Benefits of a Feasibility Study 25</p>
<p>Gaining Internal Consensus 25</p>
<p>Board Members Begin Thinking of Their Own Commitments 26</p>
<p>The Urgency of the Case for Support Is Validated 26</p>
<p>Top 10 Prospects Are Qualified 26</p>
<p>Cultivation Value 27</p>
<p>Donors Are Asked for Advice 27</p>
<p>The Fundraising Acumen of Leaders and Staff Is Tested 27</p>
<p>Development Off ice Readiness Is Assessed 27</p>
<p>Your Image in the Community Is Confirmed 28</p>
<p>The Feasibility of Your Campaign Goal Is Tested 28</p>
<p>The Best Sources for Campaign Leadership Are Confirmed 29</p>
<p>Timing for Your Campaign Is Indicated 29</p>
<p>Other Important Discoveries 30</p>
<p>Benefits Beyond the Dollars Raised 30</p>
<p>When a Feasibility Study Is Unnecessary 31</p>
<p>CHAPTER 4 Development Assessment Ready! Aim! Fire! 33<br />Anne Peyton, CF RE, CF P</p>
<p>Rocket Science and Magic Bullets 35</p>
<p> We Want to Start a Campaign . . . 36</p>
<p>Speak Truth in Love to Power 37</p>
<p>What s in a Development Assessment? 37</p>
<p>Audit or Assessment ? 38</p>
<p>Methodology 38</p>
<p>Recommendations 39</p>
<p>&nbsp; You Can Start the Process Resources to Help You 40</p>
<p> What s in It for Me? So What? 42</p>
<p>A Governance Assessment? 43</p>
<p>Development Assessment and/or Precampaign Planning Study? 45</p>
<p> Whew, That s a Lot to Think About 46</p>
<p>CHAPTER 5 Ensuring Successful Outcomes Assignment of the Tasks 49<br />Linda Lysakowski, A CF RE</p>
<p>The Consultant 49</p>
<p>The Steering Committee 51</p>
<p>Chief Development Officer 54</p>
<p>Chief Executive Officer 56</p>
<p>Administrative Support Staff 57</p>
<p>The Board 58</p>
<p>The Interviewees 59</p>
<p>A Word about the Report 61</p>
<p>Summary 62<br /><br />CHAPTER 6 Listening to the People Selection of Interviewees 65<br />J .A . Tony Myers, CF RE</p>
<p>Introduction 65</p>
<p>Choosing the Right Categories of People: Giving Voice to Constituents 66</p>
<p>Whom Do We Choose? (Concerns about Stacking the Deck) 67</p>
<p>Listening Deeply 69</p>
<p>Ensuring Those Who Can Make a Difference Are Heard 70</p>
<p>Access to Wealth: How Money Is Created and Distributed in Our Culture 70</p>
<p>Movers and Shakers and the Reputation of Your Organization 71</p>
<p>Making Sure That Potential and Current Volunteer Leaders Are</p>
<p>Given an Inside Seat 73</p>
<p>Creating an Atmosphere and an Opportunity for Leading Contributors to Help in the Development of Potential Campaign Momentum 73</p>
<p>Finding Room for Critics and Gadflies 74</p>
<p>Gadflies 75</p>
<p>Fitting the Design of the Study to the Ethos and Culture of the Organization! 76</p>
<p>Authentic Leadership 77</p>
<p>The Attractiveness of Developing Greater Distinctiveness 77</p>
<p>Summary and Conclusions 78</p>
<p>CHAPTER 7 Coming from Donors Conduct of the Interviews 79<br />Betty Ann Copley Harris, FA HP</p>
<p>Introduction 79</p>
<p>Capturing the Interest of Donors to Participate in Your Study 79</p>
<p>Letter of Invitation to Participate 79</p>
<p>Scheduling the Interviews 80</p>
<p>Anticipating Questions and Objections from Invitees 80</p>
<p>Preparing for the Interview 81</p>
<p>Conducting the Interview 81</p>
<p>CHAPTER 8 Telling Our Story Use of the Case for Giving 85<br />William L. Carlton, A CF RE</p>
<p>The Statement of Need 85</p>
<p>Outgrowth of Strategic Plan 85</p>
<p>Consensus of the Family 86</p>
<p>Distinctiveness of the Document 86</p>
<p>A Common Guide Outline 87</p>
<p>Anticipating Concerns 88</p>
<p>A First and Lasting Impression 89</p>
<p>CHAPTER 9 Sifting and Sorting Compiling of the Data 91<br />S. Sanae Tokumura, A PR, A CF RE</p>
<p>Garbage In, Garbage Out 92</p>
<p>The Next Step 92</p>
<p>Interpretation 93</p>
<p>Affinity 94</p>
<p>Respect 95</p>
<p>Case for Support 95</p>
<p>Confidence 96</p>
<p>Philanthropic Readiness 96</p>
<p>Issues 96</p>
<p>CHAPTER 10 Tell Me What I Say Findings, Conclusions, and Recommendations 99<br />Eugene Scanlan, CF RE, PhD</p>
<p>An End and a Beginning 99</p>
<p>The Quality Report 99</p>
<p>The Report Process It s More Than Paper 102</p>
<p>The Report and Variations on a Theme 103</p>
<p>Element 1: The Executive Summary 104</p>
<p>Element 2: The Consulting Process 106</p>
<p>Element 3: Findings 107</p>
<p>Element 4: Analyses (or Conclusions) 109</p>
<p>Element 5: Recommendations 111</p>
<p>Element 6: Attachments 114</p>
<p>Other Considerations 115</p>
<p>Conclusions 116</p>
<p>CHAPTER 11 What Strengthens Our Institution Integrating Results 117<br />Linda Lysakowski, A CF RE</p>
<p>Success Factors 117</p>
<p>Typical Study Process Issues 119</p>
<p>Public Relations 119</p>
<p>Staffing 120</p>
<p>Donors and Volunteers 120</p>
<p>Overcoming the Obstacles 121</p>
<p>The Campaign Plan 122</p>
<p>Campaign Timeline 123</p>
<p>Campaign Budget 124</p>
<p>Scale of Gifts and Numbers of Prospects 124</p>
<p>Organizational Chart and Position Descriptions for Campaign Cabinet 125</p>
<p>Study Report Results 126</p>
<p>Following Up on Recommendations 126</p>
<p>Validity of the Study 127</p>
<p>Extenuating Circumstances 127</p>
<p>CHAPTER 12 Seeking Help The Benefits and Burdens of Working with a Consultant 129<br />Simone P. Joyaux , A CF RE</p>
<p>What Is a Consultant? 129</p>
<p>Who Decides That Your Organization Needs a Consultant? 130</p>
<p>When Does Your Organization Need a Consultant? 131</p>
<p>Your Organization Needs an Expert 131</p>
<p>Your Organization Needs Additional Resources 132</p>
<p>Your Organization Needs Objective Outside Evaluation 132</p>
<p>But Maybe Your Organization Does Not Need a Consultant! 133</p>
<p>Is Your Organization Ready for a Consultant? 134</p>
<p>The Benefits of Working with a Consultant 135<br /><br />The Burdens You Face When Working with a Consultant 136</p>
<p>The Consultant as Change Agent 137</p>
<p>What Expertise Should You Expect in Your Consultant? 138</p>
<p>What Kind of Consultant Do You Want? Here s What I Want 139</p>
<p>Use the Interview to Help You Pick the Right Consultant for Your Organization 141</p>
<p>Check References! 142</p>
<p>Summary 143</p>
<p>CHAPTER 13 Taking It Home Applying What You Learned 145<br />Martin L. Novom, CF RE</p>
<p>Introduction 145</p>
<p>Further Exploration When There Is Little Pressure to Pursue a Study 145</p>
<p>Why Look Beyond This Book? 146</p>
<p>Considerations for Consultants 147</p>
<p>Applying the Subject Matter When a Study Seems Likely 149</p>
<p>Green Light, Red Light 150</p>
<p>The Most Positive Situation 150</p>
<p>The Most Negative Situation 150</p>
<p>A Solo Inquiry or One with an Institutional Authority 151</p>
<p>Utilizing the Information in This Book 151</p>
<p>Determining Readiness for an Expenditure of Organizational Resources 152</p>
<p>Moving Slowly or Moving Rapidly 152</p>
<p>Moving Slowly 152</p>
<p>Moving Quickly 153</p>
<p>Who Decides? 153</p>
<p>Networking with Other Organizations 154</p>
<p>Summary 154</p>
<p>My Final Thoughts We Can Make It Much More Than a Diagnostic Tool 155</p>
<p>APPENDICES 157</p>
<p>APPENDIX A Planning Study Action Plan 158</p>
<p>APPENDIX B Letter Requesting Names of Interviewees 159</p>
<p>APPENDIX C Potential Participants Form 160</p>
<p>APPENDIX D Planning Study Interview Schedule 162</p>
<p>APPENDIX E Letter Requesting an Interview 164</p>
<p>APPENDIX F Telephone Script 165</p>
<p>APPENDIX G Letter Confirming Interview Appointment 167</p>
<p>APPENDIX H Planning Study Appointment Schedule 168</p>
<p>APPENDIX I Appointment and Personal Data Form 170</p>
<p>APPENDIX J Interviewer Questionnaire 172</p>
<p>APPENDIX K Letter Thanking Participant(s) 176</p>
<p>APPENDIX L Mountain View Waldorf School Feasibility Study Report 177</p>
<p>APPENDIX M Jersey University of Pennsylvania Planning Study Report 221</p>
<p>APPENDIX N AFP Code of Ethical Principles and Standards of Professional Practice 273</p>
<p>APPENDIX O AFP Donor Bill of Rights 274</p>
<p>BIBLIOGRAPHY 275</p>
<p>INDEX 281</p>