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Intel ISEF Educator Academy Pittsburgh – May 2012 Robert Glidden, President Emeritus Ohio University California Polytechnic State University, San Luis.

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Presentation on theme: "Intel ISEF Educator Academy Pittsburgh – May 2012 Robert Glidden, President Emeritus Ohio University California Polytechnic State University, San Luis."— Presentation transcript:

1 Intel ISEF Educator Academy Pittsburgh – May 2012 Robert Glidden, President Emeritus Ohio University California Polytechnic State University, San Luis Obispo

2   Building the Case  Preparation  The Written Proposal  The Visit/Interview  Follow-Up  Other Questions Outline

3   The “case” is your rationale for funding: why do you need funds and why is your project worthy for this prospective donor?  A good case includes…  the objectives of the project,  a timeline,  a budget that shows the need for funding, and  any other support that you anticipate for the project. Building the Case

4   If your project is singular, i.e., a one-time event, when will it be completed and how will you measure whether it is successful?  Is this a multiple-year project?  If so, are you requesting help to initiate the project only, or to carry it through to completion?  If your request is for funds to initiate only, what is your plan for sustaining the project to completion? Building the Case (2)

5   Is your request for endowment—funds that will be invested and held in perpetuity? If so, how will the funds be invested and for what purpose will the earnings be used?  Or is your request for general, ongoing operating costs?  Most foundations and many corporations will have specific guidelines that inform whether or not they will fund ongoing operational costs or endowments Building the Case (3)

6   Whether Foundation, Corporation, or Individual…  What do we know about the prospective donor’s interests?  Why should this prospective donor fund our project?  Has the donor made any contribution to our particular cause in the past?  Has the donor shown interest or made contributions to science projects in the past? Preparation

7   And further…  Is the donor interested in education, in young people?  What other causes has the prospective donor funded?  If the prospective donor is local, is there a preference for local projects?  Do we have a personal contact who can help us “enter the door”? Preparation (2 )

8   The Foundation Center  New York City, with field offices in…  Atlanta  Cleveland  San Francisco  Washington  The Online Foundation Directory  Finding Foundations

9   Check the funder’s guidelines – follow them!  Briefly describe your organization, including its history  Give a broad overview of the project for which you seek funding  Follow with details, especially about the element(s) within the total project for which you seek funding  Define how you will measure success and how you will report the project to the funder The Written Proposal

10   Explain why your project may be of benefit to society or to a larger audience beyond your organization  Look professional in format and appearance, as well as in content  Be attentive to format, spacing, overall appearance—leave ample white space…at the borders, between paragraphs, between sections  Have the proposal read and reviewed by someone in your organization who is particularly “fussy” about such matters The Written Proposal (2)

11   Again, check the funder’s guidelines, but make every effort to arrange a personal visit to present your proposal  Who should participate in the interview?  Someone who is thoroughly knowledgeable (and passionate) about the project  Preferably two people or at most three  Each person on the interview team should have a specific purpose or reason for being there The Visit or Interview

12   Have a plan for the conversation—know the most important points you want to make and in what order  Remember that a good fundraiser is a good listener! Don’t try to do all the talking  Success sometimes depends on the donor’s opportunity to be involved in the project  Practice what you will say, how you will behave, if the donor indicates little or no interest in your project The Visit or Interview (2)

13   Timing and degree of subtlety will depend on the type of donor  A corporation or foundation knows exactly why you are there—timing is still important but subtlety is not  An individual donor should have been informed about the purpose of your visit in advance, but still may not perceive that you are expecting an answer on the first meeting  Individual donors may not be experienced givers— they may require more time to think about the proposal The Ask

14   If the prospective donor is a corporation or foundation, the requested funding will have been specified in the proposal…but you may still need to justify the amount and be prepared to answer questions about what a lesser amount would accomplish  For an individual donor, it is often best not to put the requested funding in writing in advance  In that case, the “ask” might be posed as, “Would you consider funding this project in the amount of $XXX?”  Never “undersell”—don’t ask for too little The Ask (2)

15   Be gracious, no matter the donor’s response  Leave something behind for the donor’s file—an amendment to the proposal, a one-page summary of the project, a brochure about your organization, even just a business card  Announce how you will follow up, which will depend on the donor’s response Concluding the Interview

16   A follow-up letter, thanking the prospective donor for time and attention, is a must!  Depending on the donor’s response, a follow-up call, 10 days to two weeks following the visit, is important  If you have promised anything to the donor, or if the donor has requested any additional information, be sure to make note of that and follow up accordingly Follow-Up

17   Following a visit or interview, ASAP, always make a report for your file, indicating any new information learned, any nuances about the donor’s response, any suggestions for future approaches to this donor  Be judicious about what you put in a written report—stick to the important points or to details that will help this relationship in the future  If you were accompanied by others, discuss reactions, responses with them and combine all comments in one report Keeping Track

18   Be an ambassador for your organization—make friends both for yourself and for your organization  Be prepared to sell your idea—sincere passion for a project is noticed and appreciated!  During the visit, listen…and focus on the donor— make notes later  Be attentive to your dress and appearance—better to be slightly overdressed than underdressed Your Attitude/Approach

19   Honor every gift and every intent to give—a $1,000 gift from one donor may be more of a commitment than $1,000,000 from another  Never be embarrassed or shy about asking for money for a worthy project in which you believe passionately…and for which you would give yourself Your Attitude/Approach (2)

20   Depends on guidelines for corporations or foundations—some have a policy against multiple- year funding  Others may fund for three or five years maximum  Multiple-year funding is often requested for operating costs, and some foundations or corporations will give to specific projects, but not general operating costs Multiple-Year Funding

21   Science equipment is perhaps one of the easiest gifts-in- kind to procure  Companies can realize a tax advantage for making gifts of equipment that has been replaced and that they no longer use  Someone in a school or organization has to make the need known and be in contact with people in a corporation who know what the possibilities might be  Once the need or interest in such equipment is known, or once a relationship with a company has been established, the realization of such gifts is more likely Gifts-in-Kind

22   Organizations sometimes need smaller goods or services, e.g., printing or prizes, that local businesses can provide if approached properly  The business person needs to know what difference the item(s) will make in the success of your project  Decide how the business will be recognized for such gifts, but ask the business person before assuming  Personal contact—a personal “ask” is essential Other “Non-Cash” Gifts

23   Funders will remain more committed to a project or organization if they get personally involved— personal involvement leads to greater knowledge about the organization or project  Make it easy for people to help—don’t waste their time—be sensitive about their schedules  Most volunteers will have no idea what kind of help you need, so you will need a plan for how they can help Involving Funders

24   If approaching colleges or universities for Science Fair volunteers…  Define the need in writing so that it can be distributed in science departments—some faculty members may not volunteer because they think the time commitment is greater than it is  Make contact with the appropriate level, depending on the size and type of institution  Follow up with a brief letter of recognition/thanks to the department chair or dean of the faculty members who volunteer Getting Science Fair Volunteers

25   Social Media – how to use it  Get your students involved—ask them for ideas  More likely to help with fundraising events than individual proposals  Recognizing and thanking investors in creative ways  The recognition has to fit the investor—some like recognition, others don’t  Some say that in fundraising, seven expressions of thank you are not too many  Letters from students who have benefited is always effective, particularly if they sound spontaneous and not coached Other Questions…

26 Thank You Questions? Comments? Ideas?

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