Lights! Camera! Action! I got to have more fun than usual at this year's National Conference for Philanthropic Planning (NCPP). The organizers offered something a little different for attendees on Thursday morning. It was a session that provided content, but in a style that broke from the standard speeches, breakout sessions and networking. I was one of the brave volunteers who presented? performed? in what is called the "Ignite" format (similar to Ted talks). Each talk was five minutes long, accompanied by exactly 20 slides displayed for exactly 15 seconds each. The format is designed to generate enthusiasm in presenter and audience alike, and the session drew a banner crowd. I chose to cover the entire 30-odd year history of modern planned giving in five minutes. No biggie, right? I'm happy to report I made it through without getting too far ahead of or behind on my slide count. The other presentations were great, too. I look forward to seeing the Ignite session next year!
There are a number of reasons you might decide to engage a planned giving consultant. On the surface, there may be no other reason than to “increase gifts.” In other words, a program such as marketing might be a top priority. This makes sense, but you’ll also find it helpful to ensure you have the support and infrastructure to build and manage a marketing program or any other aspect of your planned giving effort. Below are some commonly identified needs and some tips to manage your planned giving consultant in these circumstances: When you are looking for support to champion an idea internally, be honest with your consultant that obtaining that support from a specific audience is the measure of success. For example, if your goal is increased resources such as budget or staff, your consultant should be focused on demonstrating return on investment (ROI), whether that be the productivity of gift officers, your marketing budget, travel costs, or the amount of potential gifts. Keep in mind this isn’t an entirely “outsourced” venture; work with your consultant and keep up to date on draft materials to ensure that the tone and nuances of the narrative will help you make your case. When you are trying to create a workable blueprint , you’re seeking strategy, and it’s important to keep your consultants “out of the weeds.” Work with them so that they understand exactly what resources are available, point out any obstacles that you face to executing your strategy, and finally, partner with them to document clear action steps. Some of these recommendations may be related to changes in policy and infrastructure, but most would be more procedural in nature and have checklists and assigned responsibilities and goals.
Below is what you would need if you had to take a college test on ATRA, and you only wanted to read the yellow soft-cover book that you would normally hide in your backpack. We will augment this blog posting with more in-depth information throughout the month.
One of your roles as a fundraiser is to match a donor’s charitable objectives with a plan that achieves those goals and supports your organization. Here are some phrases to incorporate into your dialogue with planned gift prospects during the important stages of discovery, cultivation, and solicitation.
We receive a lot of interesting calls to our Support line, but lately there’ve been a few on a topic I haven’t encountered in a while. I just took a call today from an organization with a small Pooled Income Fund (PIF) that has a new donor who wants in.