Partnering for Fundraising Success:
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1 Partnering for Fundraising Success: Building the Belief and Confidence Required for Transformational Gifts Ronald J. Schiller Founding Partner, Aspen Leadership Group September 2013
2 Partnerships Partnering internally to build effective relationships Donors as philanthropic partners Constituents as essential partners in the past, present, and future of our institutions
3 Three Methods of Fund Raising Speculative/Regular: Time and resources directly primarily toward asking Campaign/Special: Cultivate-solicit; increased attention to preparation Person-Centered: Time and resources directed primarily toward building the relationship, building a commitment How many partners should be involved in each?
4 The Three-legged Stool Speculative: 1-2 partners Campaign: 3 partners at a minimum Transformational: 5-10 partners, or more
5 Belief and Confidence Givers make their largest gifts in support of ideas in which they believe and have confidence, and which are being pursued by people in whom they believe and have confidence.
6 Partners Joan Kroc: She loved NPR and its unfiltered presentation of the news. It wasn t liberal, and it wasn t conservative. It was as objective as you re going to find. She wanted [NPR] to be a better organization, to be bigger and more relevant. She believed in public radio. For Joan Kroc, it was 3 simple elements: the organization (and its reputation), where it wanted to go in the future (its "vision"), and finally...and I think most importantly...the person who ran it (in the case of NPR, it was Kevin Klose). She put her big "chips" on people she admired, could "relate" to, and trust. Without any of the 3, her $200 million + gift would probably not have happened. - Dick Starmann, advisor to Joan Kroc
7 Partners David Tepper: To come from Peabody High School and be able to do this in my life is just amazing. I m very lucky to be able to do this. Dean Dunn is making some fantastic and strategic changes I wanted to be a part of it. David Tepper gave $55 million, the largest gift in Carnegie Mellon s history, to name the Tepper School of Business.
8 Partners David Booth: I remember Professor Fama standing up the first day of class and saying This is the most practical course you will ever take, and it turned out to be true. We built Dimensional Fund Advisors around his set of ideas. It s not so much a gift as a partnership distribution. The University of Chicago just has been helpful to me in all parts of my life. David Booth and his family gave $300 million in 2008 to name the University of Chicago s business school, the largest gift in the university s history, and the largest gift ever to name a school of business.
9 Our Role To build relationships with individuals which allow us to get to know what they value, and for them to get to know the values of our institutions Whose values come into play, then, in these relationships?
10 Partners Gary Comer: My wife Francie and I have been determined to find the most effective ways to give back to my old neighborhood. We have chosen to do that by focusing on fundamental needs, such as children s health and education. What could be more important than that? Before Gary s death, Gary and Francie Comer gave the University of Chicago $20 million to build the Comer Children s Hospital, $21 million to add a pediatric emergency room, and $42 million to expand the hospital and add a Center for Children and Specialty Care. This is in addition to many wonderful gifts in the neighborhood including the Comer Youth Center, gifts for the Revere School, and support of neighborhood housing initiatives, as well as gifts to the University for the College, the School of Social Services Administration, and the Physical Sciences Division.
11 Positioning for Partnership Collecting information Info focused on the institution, its structure, its needs Info focused on the donor, her family, her philanthropic interests and objectives Which fields are blank?
12 Positioning for Partnership Are we organized for success? Budget structures Goal setting Management structures, staff incentives Communications Do we know how to partner internally, in order to understand better how to partner with donors?
13 Positioning for Partnership The University of Chicago exists to grow knowledge so that human life may be enriched. Our volunteers and donors are essential partners in furthering this mission. In working with them to secure support for this mission, we aspire to a level of excellence that compliments that which is expected of and by our faculty, students, alumni, and other members of our University of Chicago community. Since our success is defined by the generosity of others, we in turn are generous with each other, investing in and celebrating the success of the work we do together.
14 Partners Think of the most successful fundraising organizations in our country: Do they have greater need? Do they necessarily have a larger prospective donor base? Are their staff and volunteers more persuasive? Are they more grateful when they receive gifts?
15 U.S. Trust Survey of Affluent Americans Why contribute? Desire to support worthwhile causes 79% Respect and recognition 4% Determining factor Reputation and integrity of the charity 81% You or a friend has benefited from the charity 37%
16 Essential Ingredients in Partnership Need, or shared objective? Ability to impress, or mutual respect? Indebtedness, or mutual benefit? Persuasion, or trust? Gratitude, or results?
17 Partners Who, then, benefits from the partnership? John D. Rockefeller: Why shouldn t people give to the University of Chicago money, time, their best efforts? It is the grandest opportunity ever presented I am profoundly, profoundly thankful that I had anything to do with this affair. The festival is a truly special place, Matthew Bucksbaum says. Kay and I have long believed in it, especially the incredible students whose energy keeps classical music vital. We re just so grateful that we re able to do this.
18 CDO Turnover CDO search experience
19 CDO Turnover CDO search experience Book: 70 interviewed, more than 200 CDOs asked to step down. 50 CDOs held 86 CDO roles, 53 predecessors asked to step down.
20 CDO Turnover CDO search experience Book: 70 interviewed, more than 200 CDOs asked to step down. 50 CDOs held 86 CDO roles, 53 predecessors asked to step down. Primary reasons: Weak partnership with CEO, inability to serve as senior leader
21 Access, Perspective, and Responsibility Engagement with every part of the organization
22 Access, Perspective, and Responsibility Engagement with every part of the organization Engagement with the boss bosses
23 Access, Perspective, and Responsibility Engagement with every part of the organization Engagement with the boss bosses Opportunity to serve as strategic thought partner
24 Access, Perspective, and Responsibility Engagement with every part of the organization Engagement with the boss bosses Opportunity to serve as strategic thought partner Marriage changes in CEO role have made excellent chemistry essential, for BOTH
25 Access, Perspective, and Responsibility Engagement with every part of the organization Engagement with the boss bosses Opportunity to serve as strategic thought partner Marriage changes in CEO role have made excellent chemistry essential, for BOTH Trusted partner
26 Access, Perspective, and Responsibility Engagement with every part of the organization Engagement with the boss bosses Opportunity to serve as strategic thought partner Marriage changes in CEO role have made excellent chemistry essential, for BOTH Trusted partner or liability
27 Privilege and Responsibility Stakes are high Cabinet within cabinet Network of support including those you meet here!
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The Access Project: Fundraising Manager Job Title Department / Team Reporting to Job Location Start date Hours Salary Closing date for applications Fundraising Manager The Access Project Director Bastion
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