TASK 1

1.1 DEVELOP A LIST OF PROSPECTIVE DONORS BY IDENTIFYING INDIVIDUALS, GROUPS, AND ENTITIES, SUCH AS FOUNDATIONS, CORPORATIONS, AND GOVERNMENT AGENCIES, WITH THE LINKAGE, ABILITY, AND INTEREST TO GIVE IN ORDER TO QUALIFY PROSPECTIVE DONORS FOR FURTHER RESEARCH AND CULTIVATION. Linkage, Ability, and Interest You might see different words being used in relation to qualifying prospects, they have the same or very similar meaning Frontline Fundraising vs. Prospect Research Frontline: Linkage Ability Interest Prospect Research: Affinity Capacity Inclination Linkage is the only term with a slightly different meaning. Linkage refers to how the prospect is or could be connected with your organization. Affinity specifically refers to how close the prospect feels to your organization, which includes how the prospect is linked. Fundraising Cycle Organizations with a fundraising plan are likely to raise more money than organization organizations without a plan. The more effective the plan the more effective the fundraising. https://getfullyfunded.com/dont-get-caught-in-the-cycle-of-mediocre-fundraising/ The fundraising cycle is a multi-step process that begins with an awareness of what donors seek in their gift-giving and ends with developing a relationship of repeated giving. The cycle is a continuous process of planning for an asking for charitable gifts, practicing good stewardship, and establishing ongoing relationships with donors. Continuous and Ongoing 14 Separate Steps

SOURCE: Prospect Research for Fundraisers: The Essential Handbook By Jennifer J. Filla, Helen E. Brown

[Key Knowledge Area]  Sources of financial support Sources of Financial Support Philanthropic funds originate in general areas of the economy, referred to as gift sources. The five gift sources for fundraising activities are: Individuals Corporations Foundations Associations Government Proper prospect and development practices make it possible to identify, cultivate, and solicit prospective donors within each subsector.

SOURCE: Achieving Excellence in Fundraising, 4th ed. (2016) by Eugene R. Tempel, Timothy L. Seiler, and Dwight F. Burlingame - Pg. 315]

[Key Knowledge Area]  Motivations, practices, and policies of various funding sources WHO |Funding Source WHY | Motivations WHAT | Practices HOW | Policies   HIGH NET WORTH INDIVIDUALS Motivations Want to “give back” and “make a difference” Interested in projects that align with their values and interests Financially Secure Tax benefits Religion Creating a family tradition of Philanthropy Peer Influence Demonstration of social standing Practices Charitable donations tend to increase with income Net-Worth alone is ot a good predictor of lifetime giving Contribute less than 10% of their income Source of wealth has an impact on contributions with inheritance or family wealth being the highest Policies Largest contributions come through bequests Use other vehicles rather than giving directly using Trusts or Private Foundations More likely to give from wealth rather than annual income   CORPORATIONS Motivations Building healthy communities Retain and recruit customers and employees Align themselves with nonprofits because it is good for business and viewed as the right thing to do. Practices Fastest growing area of nonprofit support: cause-related marketing, sponsorships and other partnerships Models of Corporate Giving: How Companies Approach Their Fiving And Volunteering To Nonprofits 1. Productivity Corporate giving will increase profits and return more value to stakeholders > Create a link between how their support will contribute to the bottom line 2. Ethical or Altruistic Businesses and their leaders have a responsibility to good corporate citizens >Show how their gifts will benefit the community through engagement of employees and leadership 3. Political Externally, corporations use giving to build relationships that protect corporate power and influence those limits that government have over companies. Liaison to community allies. Internally, corporate giving officers are agents with the larger corporation and needs to build internal allies show the benefit of giving. >Build the case for support and engage with all units of the company 4. Stakeholder Are complex entities that must respond to the needs and pressures of various key stakeholders including shareholders, employees, suppliers, customers, community groups, and government officials. >Demonstrate for the nonprofit is a stakeholder Policies Collaborative, Strategic and Productive Impacted by slow economy Directly linked to profits Third of gifts come from corporate foundations Workplace charitable campaign FOUNDATIONS Sending unsolicited proposals to foundations without the benefit of prior conversations is one of the most unproductive activities of fundraising professional can perform. Independent Corporate Community Operating 9 Key Steps In Securing Grants From Charitable Foundations Identify potential funders by geography, similar mission and programs and current supporters Match programs and needs between the foundation an organization Find a connection Schedule a meeting Prepare a presentation Ask questions and listen Prepare and submit proposal Received a gift Follow up Motivations Improving civic or public good Practices Value collaborations Effective governance and management Emphasis on Diversity Capacity Building Require extensive evaluation Policies Donor-Advised Funds Distribution minimums Support operations, program, capital projects, pilot programs, and challenge or matching gifts

SOURCES: Achieving Excellence in Fundraising, 4th ed. (2016) by Eugene R. Tempel, Timothy L. Seiler, and Dwight F. Burlingame - CH. 15 Nonprofit Internet Strategies: Best Practices for Marketing, Communications, and Fundraising Success,Ted Hart, James M. Greenfield, Michael Johnston - Pg. 237] [Nonprofit Internet Strategies: Best Practices for Marketing, Communications, and Fundraising Success,Ted Hart, James M. Greenfield, Michael Johnston - Pg. 242-243]