Discover How We Can Help You Reach Your Goals
We maintain a close and continuous relationship with our clients. As such, we are able to analyze, research, plan and implement fundraising, management and marketing strategies. In many instances, our campaigns set new fundraising records. This close working relationship requires that all information pertaining to our clients' financial condition, strategic plans, structure, reports and donors be held in strict confidence. This approach enables us to discretely handle confidential information and donated funds.
We have the necessary experience to deal with potential conflict of interest and other personal challenges that many nonprofits may face in dealing with major gifts, bequests, real estate transactions and other transactions that might arise during a fundraising drive or campaign. Our approach will help nonprofits to bridge the gap between strategy and execution and make on the spot decisions and adapt to rapid changing circumstances, while keeping the big picture in mind.
Our senior consultants strive to:
1. Remove obstacles to grow revenue and donations
2. Minimize up-front expenditures and related expenses
3. Provide benefits immediately
4. When possible, reuse existing resources
5. Expand services when possible
To improve your team's decision-making processes, we recommend clearly articulating the outcome your group must achieve. When people understand the goal, they more readily agree on how to get there. These deceptively simple tactics can position your volunteers and staff members to prevent any potential stalemates.
During this process those involved may have open, honest and candid debates to work through any differences and then reach agreement on the next course of action. These "positive conflicts" can make some people uncomfortable due to any disagreements that might destabilize the relationship within the group. That is why it is important to listen more than you talk to help solve any lasting issues. We consider these "ground rules" for constructive conflict by giving everyone an opportunity to share his or her views on the subject.
Making decisions during a campaign can inherently be complex as you work through the pros and cons of each decision. This process can be overwhelming to certain people. However, the emotional reactions to these potential choices may help direct your attention and energy toward a positive outcome. Remember, emotions can cloud your judgement and influence your decisions when triggered by a particular situation at hand.
Call us at (303) 475-1847 or email us at: email@example.com.
Ford Foundation Announcement
The Ford announced it would devote up to $1 billion of its $12 billion endowment over the next decade to"mission-related investments." This potential investment pool is enormous! The push toward impact investing or mission-related investing will demand the same hardheaded pragmatism that other endowments have faced in the past. The risks and liabilities will need to be measured as this process continues, but we want to wish The Ford Foundation all the best in its new commitment to changing the world as we know it.
Fundraising Seminars & Presentations
Over the years we have provided nonprofit organizations with a variety of professional services and concrete results. We have empowered them to address general and advanced fundraising techniques that enable their staff, volunteers and board members to gain valuable insights in taking their fundraising activities to the next level.
We would be happy to tailor the following topics to a presentation, workshop, retreat or seminar for your board, staff or volunteers. Here is a list of potential topics you might want to consider:
1. Fundraising 101
2. Launching Capital Campaigns
3. Conducting Endowment Campaigns
4. Making different types of "Asks"
5. Making the "Ask" a Second Time with a Spouse
6. Motivating Volunteers & Board Members
7. Conducting Feasibility Studies
8. Marketing & Communications with Donors
9. Creating a Development Plan
10. How to Cultivate Donors
11. Corporate & Foundation Solicitation
12. Conducting an Annual Fund Drive
13. How to Acquire New Donors
14. Senior Giving Methods That Work
15. Building a Better Fundraising Board
16. How to Run a Board Meeting
17. Storytelling During Solicitations
18. Creating Policies & Procedures
19. Conducting Effective Prospect Research
20. Developing Strategic Fundraising Plans
21. Creating Moves Management Systems
22. Developing a Case for Support
23. Cultivating and Acknowledging Major Gifts
24. Stewardship Activities
25. Conducting Special Events
26. Launching Annual Giving Programs
27. Establishing Planned Giving Programs
28. Effective Volunteer Management
29. Crowd Funding
30. Strategic Planning
31. Fundraising Ethics & Accountability
32. Constituency Segmentation & Definition
33. Strategic Business Planning
34. Board Development & Evaluation
35. Development Metrics
36. Effective Use of Committees
37. Retreat & Workshop Facilitation
39. Annual Fundraising & Major Gift Development
40. Recruiting Board Members
41. Sponsorship Packets
42. Church & Faith-based Fundraising
43. Financial Analysis
44. Executive Coaching
45. Staff & Board Succession Planning
Gloss & Company can also provide additional tailored presentations on the following topics:
1. Accounting before, during & after a campaign
2. Annual Fund Campaigns
3. Analytical Services
4. Appraisals & Auctions
6. Board & Staff Training
8. Business & Financial Services
9. Building & Renovation Projects
11. Cause-related Marketing
12. Data Base Mining
13. Development Audits
14. Direct Mail Campaigns
15. Donor Recognition & Donor Walls
16. Donor Retention Strategies
17. Trends In Fundraising
18. Donor Clubs
19. Executive Searches
21. Funding Conferences & Seminars
22. Working with Fundraising Counsel
23. Debt Reduction Activities
24. Donation of Equipment & Supplies
25. Emergency Funds
26. Student Exchange Programs
28. Films & Videos
29. Foreign Exchange Payments
30. Fundraising Software
31. General Operating Support
32. Government Grant Writing
33. In-kind Gifts & Contributions
34. International Fundraising
36. Land & Water Acquisition
37. Leadership Development
39. Loaned Executive Programs
40. Major Gift Initiatives
41. Management Consulting
42. Marketing Segmentation
43. Matching & Challenge Gifts
44. Membership Development
45. Monthly Giving Programs
46. Online Donations
47.Printing & Mailing Services
48. Pro Bono Services
49. Program Development
50. Program Evaluations
51. Project Management
52. Proposal Writing & Grantsmanship
53. Prospect Research & Donor Screening
54. Public Relations
57. Recruiting Staff & Volunteers
58. Conducting Retreats & Seminars
59. Risk Assessment
61. Seed Money or Funding
62. Social Media Strategy
63. Special Projects
65. Stewardship Relations
66. Strategic Planning
67. Student Aid
68. Technological & Software Development
70. Trustee Leadership Building
71. Video Production
72. Wealth Analysis
73. Website Development & Design
Many of the most successful nonprofits are actively seeking corporate sponsorships to reap huge benefits in return. This is called "cause-related marketing" or "making your cause their cause." The benefits of encouraging this type of marketing includes the following:
1. Publicity - both for the business and for the nonprofit
2. New customers - the AFLAC survey found that 81% of consumers are likely to purchase from a company with active philanthropic efforts. The consumers feel good about buying from companies that do good. The same survey found that 81% of Millennials are likely to seek employment at companies recognized as responsible.
3. Exponential growth - Nonprofits are seeing greater growth in dollars through employee and customer fundraising.
4. Additional volunteers - Employees are also volunteering for corporate causes, which also builds loyalty.
5. Paid Advertising - Corporations are paying for advertising about nonprofit benefits that benefit charities.
6. Corporate connections - Corporate executives and corporate boards are filled with affluent people who can connect nonprofits to movers and shakers who can influence future gifts.
7. In-house expertise - Ask corporations to use their in-house expertise to create a solid business plans or models that can be presented to other businesses.
8. Missions alignment - The core mission of the business and nonprofit might align, which will generate additional in- kind donations.
The following are actual examples of this type of alignment between corporations and nonprofits:
Kroger's "Round Up for Hunger" or "Food Banks of the Rockies" are examples of this "in-kind contribution" where grocery chains donate food in bulk to help feed the needy. The "Ronald McDonald Charities" is another example where donations of food are made by grocery chains to help feed the families who live outside the area and are living at the Ronald McDonald House while their children are undergoing cancer treatment at a local hospitals.
"Uber" is anther example. It is partnering with MADD to help keep drunk drivers off the road. There are lots of other examples of nonprofits benefiting from their partnership with corporations and other businesses. If you would like to learn more, give us a call or write us an email.
Outstanding sponsorship programs require thorough research, discussion, planning and flawless execution on behalf of the nonprofit. You want to develop a strong sponsorship relationships, plus dealing with relevant marketing skills, a good strategic plan and a commitment to conduct market research. You will need to differentiate your charity from other organizations at every level.
Your marketing message must be compelling and concise. You should also focus on finding your target markets. To secure this information consider target market surveys, focus groups and face-to-face interviews with your donors, peers, competitors and other interested parties. To obtain this information consider using "SurveyMonkey.com." You can customize your survey and make the survey multiple-choice. Figure out ahead of time what incentives someone has to responding to your survey.
Here is a list of external factors that might affect your online survey:
5. Consumer confidence
6. Local issues
The Number of Nonprofits Is Increasing
There are over 1,571,056 tax-exempt organizations in the United States and the list is growing. There are also 105,030 private foundations and 386,337 are other types of nonprofit organizations including Chamber of Commerce's, fraternal organizations and civic leagues. The source for this information is the NCCS Business Master file dated 4/2016.
So how do you know which charity to financially support at the end of the day? Charity Navigator, which rates over 8,000 U.S. charities states that at least half of the charity's budget should go toward its programs and no more than 20 percent should go toward fundraising and marketing costs. Our professional fees are less than half of that amount! However, it is important to point out that a new charity may have higher start-up costs than more establishing charities.
The Nonprofit site GiveWell.org (outlining charities outside the United States) uses a data-driven approach to recommend charities where the donor's money will go further. You might want to consider giving directly to a charity rather than through a third party, which will extend the amount of money allocated for programs and services. Telemarketing fees can eat up an average of two-thirds of the money raised. Crowdfunding sites often charge a 5% fee on each donated transaction.
If you are short of cash, you might consider donating your time to a charity. Approximately 25.3% of Americans over the age of 16 volunteer assist a charity they care about. If you are interested in other charitable statistics, you can search by organization name, state and EIN number by accessing The National Center for Charitable Statistics database (http://urban.org).
You can also find local charity information by searching GivingTuesday.org, VolunteerMatch.org and CathchAFire.org.
Establishing Trust Among Donors
Connecting donors and worthy causes can establish trust and generate future financial support for your charity. That concept is the underpinning of establishing relationships between donors and worthy charities. Everything is built around that relationship and trust…annual giving, stewardship, major gifts, grants and even planned gifts.
According to the research conducted by Professor Adrian Sargeant, Director of Centre for Sustainable Philanthropy in the United Kingdom, donors are committed and trust the charities they support financially. That is why donors can take pride in supporting specific charities. What are you doing to build that type of connection and trust with your donors?
So when someone checks out your website, 990's or asks for information on the overall expense of your fundraising efforts, how do you respond? You should quickly respond quickly and thank them for their interest in your charity. You should be building a new link or commitment to these future donors, volunteers and supporters.
These individuals can step forward when you need them to help with a special events, projects, campaign or programs. You want to gain their trust, involvement and commitment to your charity. Their involvement can also develop into a new level of passion for your cause that can help inspire others to join them in supporting your charity. That is why it is important to focus on building trust and loyalty into your donors and supporters.
Many human service and food bank charities have found that people seeking assistance are thankful for their initial support. However, their attitude can change to anticipation, expectation, entitlement and finally dependency. That is why many charities strive to enable their recipients to maintain their dignity by working for or volunteering for the charity.
Continued handout can erodes their work-ethic and make these individuals dependent on the charity. That is why we recommend enabling those receiving support to give something back in the form of work or volunteering to help others. This build pride and makes these individuals feel their contribution, no matter how small, really does matters.
The scrutiny auditing received following Enron's failure and the accounting scandals at "WorldCom" and other companies provides compelling evidence that auditing matters and is important. In order to rebuild public trust in the corporate community in the wake of these accounting scandals, the federal government passed legislation in 2002 that became known as the Sarbanes-Oxley Act. The Act requires publicly traded companies to conform to new standards in financial transactions and audit procedures.
While focusing on corporate governance and financial accounting practices, the Act lead many in the nonprofit sector to review, evaluate and change the way they operated. The Independent Sector and BoardSource both recommended that all nonprofits voluntarily adopt certain provisions of the Act. Those recommendations included the following:
1. Insider Transactions and Conflict of Interest
Compensation and benefits provided to directors and executives should be made public. This included self-dealing laws and addresses the point that personal loans to directors and executives should not take place. However, if they do, then the loans should be disclosed and formally approved by the entire board of directors of the organization. The charity should also establishing a Conflict of Interest Policy (and the means to enforce it).
2. Independent and Competent Audit Committee
Each nonprofit should establishing an Independent and Competent Audit Committee. The Committee should conduct an annual external financial audit of the organization. For smaller organizations for whom the cost of an external audit would be to costly, the Act recommended a careful evaluation of the financial statements would take place every year by a separate Audit Committee of the board.
Each of those board members on the Audit Committee should be free from any conflict of interest and receive no compensation for their service on the Audit Committee. There should also be at least one person on the Committee that is an financial expert. The lead auditor or partner should rotate off the Committee every five years.
3. Certified Financial Statements
The full board of directors should approve the audit results. It was also recommended that the lead partner of the accounting firm who signed off of the audit should be rotated every five years. The audit committee should oversee and enforce any conflict-of-interest policies.
The CEO and the CFO should sign off on all financial statements including the form 990 tax return. This would ensure these officers and directors are held accountable if the statements were not accurate and complete.
The audit statements disclose on the form 990 and 990-PF should be accessible to the general public. Several charities put their 990-PF on line for the general public to see. Charities should make sure that at least two or three years of reports are available to those interested in reviewing them. These forms should also be filed electrically in a timely manner.
5. Whistle-Blower Protection
This policy would disclose in a formal way how the organization will deal with complaints from employees. It should prevent any retaliation against an employee or group of employees. This policy should also address in writing how the board deals with such complaints. The board should also explain why any corrections are not necessary.
6. Document Destruction
The nonprofit organization should institute a written and mandatory documentation related to the retention and periodic destruction policy of documents. This policy should also address established guidelines related to keeping written documents, electric files and voice mails. If an official investigation is underway or even suspected, all document destruction should be stopped to avoid criminal obstruction.
Nonprofits must understand that maintaining the public trust is vital to their mission. That is why we recommend nonprofits to be transparent and accountable to donors, stakeholders, governmental agencies and patrons as possible. The key to maintaining donors trust is establishing written guidelines for handling donations, complaints and other business transactions. These written policies, procedures and guidelines should be adhered to ethical fundraising practices, plus any dealing with outside vendors and contractors.
Fundraising Policies and Procedures
Ask yourself if your nonprofit organization has the following written and approved policies and procedures?
1. Gift solicitation and acceptance policies
2. Procedures for processing gifts and donations
3. Procedures for accepting and acknowledging the following:
b. Personal property
c. Real estate
d. Intellectual property
e. Restricted gifts
g. Planned gifts
h. In-kind contributions
i. Annual giving contributions
j. Year-end donations
k. Handling confidential contributions
l. Multi-year pledges and commitments
If not, give us a call. We can help draft or provide samples of these documents for your charity.
Differences Between Annual Giving and Major Gifts
Many people do not know the difference is between annual and major giving. That is why they have difficult reaching specific fundraising goals and objectives. The following is a brief summary of the difference between the two types of giving:
- Annual Gift: Provides annual support to cover operating expenses
- Major Giving: Focus on larger gifts to endow or complete building programs
- Annual Gift: Direct mail, phone call or direct ask for an annual gift at the same time each year
- Major Giving: The face-to-face solicitation involves a much larger gift size than an annual gift
- Annual Gift: A quick decision is made by a donor to make a small annual gift
- Major Giving: Takes more time to make a decision about making a larger size donation
- Annual Gift: The ask made in person, mail or by phone
- Major Gift: Always requires a personal visit with the person or couple
- Annual Gift: Can solicit several people via mail or the phone
- Major Gift: The visit can be alone or in pairs based on the size of the gift
- Annual Gift: Does not require an accountant or attorney
- Major Gift: Might require an accountant, attorney or planned giving officer
- Annual Gift: Doesn’t require a group decision to make the gift
- Major Gift: The ask should involve the spouse or family members
- Annual Gift: A staff person or volunteer can do the ask for a gift
- Major Gift: The ask might involve a board member or CEO
- Annual Gift: Does not require more than one visit, letter or call
- Major Gift: Might require two or more visits based on the size of the donation
- Annual Gift: The gift can come from the donor's checking account
- Major Gift: The donation may involve a portion of their total assets or involve a multi-year pledge
Code of Ethics & The Donor Bills of Rights*
Gloss & Company adheres to the Code of Ethics of the Association of Fundraising Professionals, the Association of Healthcare Philanthropy, the Partnership for Philanthropic Planning, The Association of Professional Researchers for Advancement, Colorado Professional Researchers for Advancement, the Colorado Planned Giving Round Table and The Colorado Professional Advisors Network. We also subscribe to the Donor Bill of Rights. Philanthropy is based on voluntary actions for the common good. It is this tradition of giving and sharing that is primary to the quality of life of nonprofit organizations.
Since the initial Code of Ethical Principals and Standards of Professional Practice was adopted in 1964, Gloss & Company has fostered and promoted high ethical standards in fundraising. We guard donor privacy and confidentiality and sign a confidentially statement with each client to safeguard donor information. To ensure that philanthropy merits the respect and trust of the general public and that donors and prospective donors can have full confidence in the nonprofit organizations and causes they are asked to support, we declare that all donors have the following rights:
1. To be informed of the organization's mission, of the way the organization intends to use donated resources and of its capacity to use donations effectively for their intended purposes
2. To be informed of the identity of those serving on the organization's governing board and to expect the board to
exercise prudent judgment in its stewardship responsibilities
3. To have access to the organization's most recent financial statements
4. To be assured their gifts will be used for the purposes for which they were given
5. To receive appropriate acknowledgement and recognition
6. To be assured that information about their donation is handled with respect and with confidentiality to the extent
provided by law
7. To expect that all relationships with individuals representing organizations of interest to the donor will be
professional in nature
8. To be informed whether those seeking donations are volunteers, employees of the organization or hired solicitors
9. To have the opportunity for their names to be deleted from mailing lists that an organization may intend to share
10. To feel free to ask questions when making a donation and to receive prompt, truthful and forthright answers
* The Donor Bill of Rights was created by the American Association of Fundraising Professionals, the Association of Fundraising Counsel (AAFRC), the Association of Healthcare Philanthropy (AHP), Council for Advancement and Support of Education (CASE) and the National Society of Fund Raising Executives (NSFRE), the Giving Institute and leading nonprofit consultants. It has also been endorsed by numerous other organizations.
Declaración de los Derechos de los donantes: