This course will provide a comprehensive view of major and principal gift development work for students who seek to build upon their experiences gained in the introductory session. Participants will gain an understanding of the philosophy and strategies implemented in major gift development including prospect identification, how to initially engage a potential major gift donor, the process of cultivation and moves management, effective proposal writing, making a successful ask and on-going donor stewardship. Students will practice fundamental major gift development skills by developing their own prospect strategy, producing essential documents to support the process, and engaging in role playing activity to simulate interaction with prospects and donors.
Practice the Ask and Negotiation (Part 3)
Loading...
來自 University of California, Davis 的課程
Major and Principal Gifts
個評分
從本節課中
Writing the Major Gifts Proposal, Solicitation and Negotiation
In this module, you will be able to write an effective proposal for major or principal gift development. You will be able to consider the structure of a successful solicitation strategy and practice making ‘the ask.’ You will be able to use closing techniques and negotiate with your prospective donor.
與講師見面
Jason WohlmanAssociate Vice Chancellor for University Development
Next, let's look at some specific responses to common situations.
When you get a soft answer like, "Let me think about it,
and I'll get back to you," you could respond with,
"What factors will you consider as you weigh our request?"
Depending on the answer given,
alternative responses could be,
"So you're concerned about," and restate their concern.
"Is that correct?
If that were not an issue,
what would you like to accomplish with a gift to our school?"
Another potential response could be,
"So you're concerned about," restating their concern, "Is that correct?
I remember the last time we met,
you said that it was very important to you
that," and insert the item that the gift would accomplish.
"Has that changed for you?"
When there is a lack of interest,
or your cause is not high on their list of philanthropic priorities,
respond by discovering, what is their primary philanthropic objective?
What do we offer that comes close?
And what do we provide that is more important?
When you encounter an objection like,
"That's a lot of money," you could respond with,
"It sounds like you're wondering why we need
that amount in order to get the impact we've discussed.
Am I correct? Well, the reason is,"
and provide a response to why you need the resource again.
If they say, "We're over committed."
You may respond, "It sounds like you would like to invest in our school,
but right now you can't see how you might do it.
Am I right about that?"
Or you could say, "Would it be helpful if I explained
some of the ways others have managed this problem?
They have," and show them they may negotiate a time frame for their gift.
They may negotiate a blending of cash payments and other assets.
They could consider a sale or a gift of appreciated property,
perhaps make a gift as part of their estate plan.
Perhaps, the gifting asset could be a royalty on an existing asset.
And finally, you could discuss opportunities at a lower gift level.
Offer your prospective donor various options.
"The campaign pledge period is four years and you could do this over time,
use money from an investment that will mature at the end of our campaign.
Could we show you how you could give $1 million through
a combination of cash and estate planning?
And finally, what amount were you thinking of committing,
and what is the potential gap?"
Suppose the objection is,
"We don't believe in giving to operating.
It's just a black hole."
You could respond, "Perhaps you'd like to specifically know how your gift will be used.
Would that address your concern?
Here's how unrestricted gifts make a powerful and specific impact on our students,
or on our faculty,
or on our ability to achieve our mission."
You may also ask what they would like to do instead.
What are the potential cost implications?
If leadership agrees to this change,
would they make the lead gift to fund the revised initiative?
If yes, take their suggestion back to your leadership.
If no, thank them and consider an alternative prospect,
or find an alternative donor.
If the prospect is not confident in your organization's leadership,
you could respond, "You are giving to the institution and not the individual.
The gift lasts longer than the current generation of leadership."
And remind the donor they can define the terms of their gift.
The prospect does not respond to the way he or she was asked.
Well, you could apologize for the enthusiasm of the volunteer or the development officer.
You could acknowledge that the ends are far more important than the means.
And finally, ask if we can meet again with people the donor prefers,
at a time and location of their choosing.
Let's look at what to do when a major give prospect has recently refused your request.
It's disheartening when a proposal is refused,
but remember that gifts cannot be taken for granted.
If you've done all the necessary research,
identified linkage ability and interest,
and prepared, but your request was refused, don't give up.
Continue the dialogue sensitively and respectfully.
We don't know the donor side of the story.
Determine to understand why this request didn't fly and what motivated the refusal.
If a donor declines your request,
consider it an opportunity to get information for your next approach.
This would be a good time to review possible errors in
a solicitation to learn more from your experience.
I've provided a list of such errors and possible reasons donors say no in your handout.
There can be many reasons donors say no.
They would include: Your request is a mismatch of their interest.
We made a premature request.
We did not provide adequate cultivation.
We asked for too much.
It was an excessive request.
In some instances, we failed to ask for enough.
Perhaps, we failed to convey urgency in our request,
or there was a mismatch between your donor and
the solicitor who asked for the contribution.
Perhaps, we failed to include the spouse in or ask.
It could simply be poor timing or bad luck.
Ask your donor prospect why they said no,
and think of no as a slow yes.
When a donor said no, discover why not.
It may be, no,
not for this project.
The no could be, no,
not you as the solicitor.
The no could be, no,
not me, I don't make these decisions.
Perhaps, the no is, no,
not unless you offer me more in return.
Or no, not in this way.
Cash is not an option for me at this time.
Perhaps, your no is, no, not now.
It's a bad time.
Perhaps, your no is, no,
it's too much, ask me for less.
No, may be no is, no,
it's too little, I want something bigger and more important to provide my support to.
Finally, perhaps your no is,
no, simply go away,
your project doesn't fit what I support.
Here are critical errors to avoid in a solicitation.
First, of course, as we've discussed,
not asking for the gift.
Secondly, not asking for a large enough gift. Not listening.
Talking too much during your ask.
Not asking questions of your prospect.
Talking about your organization and its approach
rather than about the benefits it provides to its clients.
Not being flexible and not having alternatives to offer to your prospect.
Not knowing enough about the prospect before you made your solicitation.
Don't forget to summarize before you move on.
Not having prearranged signals between the solicitation team members.
Asking for your gift too soon.
Avoid the error of speaking rather than remaining silent after asking for the gift.
Settling on the first offer that a prospect suggests,
even if it is lower than expected.
Not cultivating the donor before soliciting.
And finally, not sending out trained solicitors.
These are the hard truths about why donors say no.
Donors are bombarded by requests from other organizations.
Donors get much of their information from sources you can't
control and rarely pay attention to much of your publications.
Donors are often influenced by
larger social perspectives that can distort their attitudes toward the organization.
If a donor says no to your request,
consider it an opportunity to get information for the next approach.
Ask them why they said no and think of no as a slow yes.
While I appreciate tenacity,
don't forget that all of your fundraising efforts must
fall within your organization's strategic priority.
It is important to protect the integrity of your charity's brand,
and not chase funds that don't fit your mission.
Large gifts are seductive.
Don't get pulled in a direction where the organization
hasn't adequately considered all the ramifications.
The organization's leaders shouldn't launch a program that hasn't
got a viable sustainability plan once the seed money is spent.
A situation like this requires a fundraising policy to help board members make
difficult and timely decisions that might even
include rejecting a gift that is not appropriate.
Whatever happens at the ask,
it is important that you continue the relationship with the prospect positively.
If a gift pledge has been made,
you should ensure that the pledge is fulfilled.
Continue the dialogue with your donor.
Introduce a gift agreement if necessary to agree how the gift will be made,
in what time scale,
and for what purpose, and with what recognition.
Do not forget to say thank you in a way that matches the importance of
the gift and meets the expectations of your donor.
Finally, if you've come away with a maybe or a no,
consider reviewing the relationship with your prospect,
and discuss how these might be converted into a yes.
Perhaps, by changing the project you are putting forward for support,
the gift amount, or the timing.
After the visit, have the solicitor write
a short note of thanks for the prospect's time and interest.
As appropriate, draft, or ask staff to draft,
a further note of thanks from the leadership of
your organization and perhaps the board chair.
Prepare a complete summary report on the visit,
with particular attention to
the new information on the potential donor's special interests,
background, or any idiosyncrasies you've discovered.
A summary report should include at least the following
information: name of the individual visited,
the date of your visit and place of the meeting,
names of the staff and volunteers who went on your visit,
the purpose of your visit,
the points that were to be highlighted or conveyed during the visit,
and whether this was done successfully.
Include as much detail as possible about what happened at the meeting,
what comments were made by whom,
and what the responses were to those comments.
Include lists of any materials that were distributed during the meeting.
State whether there are copies in the development officers' research files.
Mention of any pre or post meeting correspondence,
of which, others should have copies.
Include the concerns, if any,
that were voiced by your prospect,
and the positive comments that were made in response.
Outline whether a request for funding or assistance was made.
And if so, the details of that request.
Include whether additional information or follow up is needed and if so,
what types, by when, and by whom.
Reference what other people,
or whether other people,
should be alerted to the fact that this visit was made.
And if so, who they are.
And finally, as appropriate,
include thoughts and recommendations on the best strategies or
approaches for cultivating and soliciting the prospect.
Documenting the building relationship is important.
Your current donors are your best prospects to make future major gifts.
A key to continuity in relationships over time is a documented,
chronological file of interactions and involvement.
There's a chance that you will let this relationship
slide now that the fundraising cycle has been completed.
The temptation is to turn to fresh prospects at the beginning of the cycle,
but this would be a mistake.
Major gift prospects have become major gift donors and with further cultivation,
they can be drawn even closer to your organization,
and become repeat donors.
Their existing gifts need to be carefully stewarded,
and donors need to be returned to the beginning of the fundraising cycle,
and introduced to new opportunities to offer their support.
