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Live On and The American Jewish Committee

Live On and The American Jewish Committee. Presented by: Gale Kahn, Area Director David Seserman, Chapter VP. Background of the AJC. Mission Focus Internationally Nationally Locally. Colorado Chapter. History Traditional Focus Innovative Programming Lesser focus on fundraising

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Live On and The American Jewish Committee

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  1. Live On and The American Jewish Committee Presented by: Gale Kahn, Area Director David Seserman, Chapter VP

  2. Background of the AJC • Mission • Focus • Internationally • Nationally • Locally

  3. Colorado Chapter • History • Traditional Focus • Innovative Programming • Lesser focus on fundraising • Endowment Challenge • Stimulated emphasis on fundraising

  4. Historical Fundraising • National Support • Local Major Donors

  5. The Rose Endowment Challenge • Timing was Excellent • Chapter Voted to Participate • Created Opportunity for Leadership to Step up to the Plate

  6. Pre-Development Grant • Timing • Post 9.11 • Culture change • Change in professional leadership • National Emphasized Chapter Fiscal Responsibility

  7. Pre-Development Grant • Internal Assessment • The Board • Identified Financial Supporters • Identified Members Engaged in the Chapter • Assessed Strengths and Weaknesses • Created Strategic Plan

  8. Pre-Development Grant • Changed Board/Executive Committee Functions • Added substantive programming to Board meetings • Enhanced responsibilities of the Executive Committee • Looked at Attracting and Engaging New Leadership

  9. Development Plan • Retained a Consultant • Educated Consultant • Director and Consultant Met & Created Prospective Plan of Action • Director and Consultant Met with Select Leaders • Buy In = Critical

  10. Development Plan • Meet with Executive Committee • Meet with Entire Board • Director & Consultant Mined the Data Base • All donor profiles examined and reviewed • Developed lists of targeted donors

  11. Targeted Donor Categories • Major Donors • Leadership Gifts (locally & nationally) • Board Members • Executive Board Members • Professional Staff • Past Leadership • Planned Gifts

  12. Do we have major donors with major gift potential? The definition of a “major gift” is different from organization to organization A “major gift” may be defined as a gift that is ten times larger than the average gift to your organization. For example, if your average charitable gift is $25.00, a major gift in your organization would be a gift at the $250 level or above. If a donor or prospect has 5-7 of these attributes or characteristics they are a much stronger prospect for making a major gift.

  13. Do we have major donors with major gift potential? Major Gift Attributes to Consider: 1) Frequency of Giving (e.g. monthly donors, donors who give two or three times a year) 2) Longevity of Giving (has been giving gifts for three years or more) 3) An Active Volunteer 4) Participates in more than 1 event per year 5) Member of a family, family has a long-time association with the organization 6) Individual has made one or more Tribute/Memorial Gifts 7) Married, children are grown Married, no children Single/Divorced, children are grown Single, no children 8) Age 50 plus 9) Has previously requested info, on how to make a gift (stock gift, will)10) Individual has made other significant gifts to community (arts, education, health organizations)

  14. The Chapter’s Challenge By Developing a Strategic Plan • To retain current AJC members • To invite people to become new members and to experience AJC • To ask AJC members to become donors • To ask targeted donors to become leadership giving donors • To have staff and leadership trained to express why AJC matters, why we’re different • To demonstrate how gifts to AJC at every level are wisely used • To develop a recognition strategy for members, donors and leadership givers

  15. AJC Strategic Development Plan 10 Step Outline • Why Develop a Comprehensive Plan A. Goals/Objectives B. Development as a Management Process • Case Development A. The Importance of a Clear and Concise Case for Support B. Targeted Marketing the Case to Major Donors/Prospects • The Information System A. Analysis B. Acknowledgment/Stewardship Process C. Managerial Oversight and Reports

  16. AJC Strategic Development Plan 10 Step Outlinecontinued… • Prospect Identification, Research and Segmentation A. Identifying Target Market B. Individual Donor/Prospect Tracking C. Staff/Board/Volunteer’s Role in Prospect Identification • Development of Major Gift Program A. Identifying and Qualifying Major Gift Prospects/Donors B. Major Donor/Prospect Tracking C. Training for Staff/Board/Volunteers VI. Development of Planned Giving/Endowment Program A. Identifying and Qualifying Planned Gift Prospects B. Planned Gift/Endowment Donor/Prospect Tracking C. Training for Staff/Board/Volunteers

  17. AJC Strategic Development Plan 10 Step Outlinecontinued… VII. Fund Raising Strategies - Cultivation A. General Donor Cultivation B. Major Donor Communication Strategies C. Staff/Board/Volunteer’s Role in Cultivation Activities VIII. Fund Raising Strategies — Personal Solicitation A. Working with Targeted Major Donors/Prospects B. Staff/Board Solicitation Training IX. Stewardship and Recognition Strategies A. General Donors/Major Donors B. Planned Gift Donors C. Endowment Donors

  18. AJC Strategic Development Plan 10 Step Outlinecontinued… X. Integrating Fund Raising Plan into Strategic Plan A. Review and Refine Fund Raising Plan B. Staff/Board’s Role in Plan Revision and Update C. Gift Acceptance Policies — Review and Update D. Annual Audit of Fund Raising Plan

  19. Implementation • Assessed internal fundraising expertise/desire • Created “Green Berets” • Key Board leadership and staff • Committed to long term donor development and stewardship

  20. Training the Green Berets • Reviewed list of major donor prospects • Ranked major donor prospects • Created teams of solicitors matched to specific donor prospects • Developed mini plan of attack for each donor

  21. Training the Green Berets • Solicitation Training • Cultivation v. Solicitation • Role playing • Determine best method for initial contact • Progress reports and evaluation

  22. What the Case Must Address – The Basic Questions The case addresses the basic questions that individuals and other constituents may have concerning the “who, what, why, where, and when.” • WHO IS BEHIND THE ORGANIZATION • Community supporters/leadership • Board leadership/Past Board leaders • Volunteer leadership • Staff leadership • WHAT IS THE SCOPE OF OUR WORK • Who do we serve - • Do we meet our goals • Are our goals credible

  23. What the Case Must Address – The Basic Questionscontinued… 3. WHY WE ARE BEST SUITED TO LEAD THIS MISSION • What is our expertise • How did we develop expertise • How did we earn our distinction • Who holds us in regard (in Jewish and non-Jewish communities) • What is our strong history 4. WHERE WE ARE HEADED • Do we have a strategic plan • What are our strategic goals and how will we meet them 5. WHEN• When will we accomplish our annual goals • When will we accomplish our larger strategic goals (2006 Centennial Campaign goals)

  24. What are the Components of the Case The case components provide information on everything a potential donor may want to know about your organization including: • Mission and vision statement • Strategic plans and goals • Objectives • Programs and services offered • Finances • Governance • Staffing • How you deliver services • Evaluation of programs and services • History of organization

  25. What are the Components of the Casecontinued… Lower level donors, such as entry level membership donors, may not require a great deal of evidence to support their decision to give. The higher the level of the gift, the more likely that individual will require more evidence to support the gift decision. The case is all the evidence, that when assembled, motivates and energizes people to truly invest in the organization with a higher level of giving, matching the values of the donor to the values of the nonprofit organization. The case creates the platform from which the staff and the leadership can speak to prospects and donors in a unified voice.

  26. Goal Planned Gifts and Endowment Gifts x Gifts x prospects identified Top Leadership Level Current Total x Bd. of Gov. x (# new gift for total of x) Goal – x x prospects identified Non-Board Gifts Diplomat Level (# new gifts at x for total of x) President’s Circle (# new gifts at x for total of x) Goal - x - New # prospects In-House Reception Goal - x # prospects Board Giving Goal –x # Board Members Annual Corporate Dinner Goal- x Individuals, Large Corps, Small Corps Honorees Prospects Memberships Goal - x Goal: Total Membership – N% increase Miscellaneous NationalGoal x

  27. Leadership Commitment • Emphasize Significant Gifts from the Chapter Family • Led to significant growth • Created Contribution Recognition Levels • President’s Circle • Diplomats • National Leadership Council • Ambassador

  28. Live On • Local leadership was excited by the opportunity • Discussion with National • Chapter was able to draw on prior experience • Horizon Society/Donor recognition • Personal & public recognition

  29. Live On - Benefits • Opportunity for Stewardship • The next, natural step for the Chapter • Provides opportunity to keep fundraising an integral part of board meetings • Helps provide financial security for the organization • Allows donors an opportunity to leave a legacy

  30. Change in Psyche • Fundraising is an accepted part of board membership • Fundraising is a standing agenda item • Director and lay leadership are prepared to talk finances with business professionals, donors, honorees and others

  31. Successful Fundraising Has Led To: • More successful fundraising • Increased community awareness • A sense of pride with National AJC • Expressed appreciation from National • Increase in chapter participation at the National level

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