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New Jersey State Library Trustee Institute Leadership and Philanthropy The Trustees’ Role in Achieving Philanthropic Success Presented by: Victoria M.

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Presentation on theme: "New Jersey State Library Trustee Institute Leadership and Philanthropy The Trustees’ Role in Achieving Philanthropic Success Presented by: Victoria M."— Presentation transcript:

1 New Jersey State Library Trustee Institute Leadership and Philanthropy The Trustees’ Role in Achieving Philanthropic Success Presented by: Victoria M. Bixel President Semple Bixel Associates, Inc. Friday, June 1, 2012

2 2 Leadership and Philanthropy* Philanthropy is a business, and much more. It embraces hopes and dreams, it is a personal trust, it tests the integrity of the organization and the goodwill of everyone involved. Any act of philanthropy, any governance of a non-profit organization must be way beyond reproach. * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

3 3 Responsible Trusteeship* Don’t accept trusteeship lightly. Don’t contribute of your time or talents or treasure lightly. Don’t give until it hurts; you give until it feels good. Do not take for granted that the organization should keep on doing what it has always done in the way it has always done it. * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

4 4 Embrace the organization and the Board. Give freely of time, talent, and treasure, and you urge others to as well. Research all you need to know to manage the organization wisely; hold the Board leadership and the CEO and staff accountable; support and defend them vigorously when appropriate; tactfully help make changes when necessary. Responsible Trusteeship cont’d* * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

5 5 Be a joyful and persistent advocate of the organization. Trusteeship is included with your family and your career and your place of worship as a top priority in life. Responsible Trusteeship cont’d* * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

6 6 Responsible Trusteeship cont’d* Hold yourself, the Board, and the organization to the highest standards of personal ethics and public service. Enjoy the responsibility, have fun, spread a spirit of positive enthusiasm for the important work. * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

7 7 Organizational Integrity Setting High Standards for the Library: Clearly defined mission and vision Strong governance Continuously enhance and improve programs and services

8 8 Beyond the Book Sales Organizations Decide: Strategic Plan (Mission and Vision) Development Plan (Funding the Mission and Vision) Implementation of Plans The need to change course midstream Targeting time spent on prospective philanthropic investments

9 9 Leadership – Speaking with One Voice: Board of Trustees Executive Director Staff Volunteers Where it Begins…

10 10 Model Leaders* Accomplish a mission, set definite and measurable goals from studied demographics, plans, and wise counsel. Anticipate and prepare for obstacles deterring steady, positive progress. Develop initiatives in creative points of measurable growth. * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

11 11 Take risks and learn lessons on how to meet and capitalize upon new risks. Communicate ideas, ideals, vision, and dreams to others in persuasive ways so that they join the growth process. Listen by active hearing, not prejudging results. Model Leaders cont’d* * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

12 12 Encourage trust, confidence, reliability among those who are vital to progress. Unlock the locked; dream the impossible; accomplish the unprecedented in sequential steps. Explain, teach, develop a process, understand others and show them the way. Model Leaders cont’d* * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

13 13 Board Responsibilities in Fundraising Make personal financial commitment to the Library. Give commensurate with ability. Provide leadership/time to fundraising. Develop a plan and set goals. Support fundraising efforts through cultivation, solicitation and follow up.

14 14 Board Responsibilities in Fundraising cont’d Evaluate and provide necessary staff and resources to fulfill development plan. Determine need for outside help. Monitor fundraising progress against goals. Keep abreast of trends and techniques in fundraising. Monitor state and federal tax code.

15 15 Monitor funding sources for new opportunities or potential cutbacks. Identify and cultivate potential donors – card holders, library patrons, program attendees, family foundations. Be an ambassador for the Library with Mayor, Town Council, peers and community. Board Responsibilities in Fundraising cont’d

16 16 Types of recipients of contributions, 2010 Total = $ billion Source: Giving USA Foundation  /Giving USA 2011

17 charitable giving Total = $ billion Source: Giving USA Foundation  /Giving USA 2011

18 18 Core Supporters INDIVIDUALS give money because they believe in the mission and goals of the organization, especially major gift donors, concerned with long-term implications of the gift. This belief goes to the core problem or need addressed-and the character of the organization and the values that enliven and activate it. CORPORATIONS provide grants only to those organizations whose missions fit in with corporate guidelines, or where there is a personal connection. FOUNDATIONS have clearly stated purposes. Their value systems may be those of the original donor who still exercises control or of the professional and board leadership.

19 19 Five Steps to Fundraising Success 1.Leadership 2.Prospects 3.Case for Support 4.Urgency 5.Communication

20 20 The Development Process PROSPECT IDENTIFICATION AND RESEARCH List Compilation Individuals Foundations Corporations Networking Reference Works Records/ Systems CULTIVATIONFace-to-FaceNewsletters Volunteer Opportunities SOLICITATIONFace-to-Face Direct Mail/ Marketing Special Events Phone Marketing Planned Giving FOLLOW-UPReceiptsAcknowledgementsStatus ReportsSTEWARDSHIP Similar to cultivation only takes place after gift is received Annual ReportsPeriodic Visits

21 21 Motivation for Philanthropy* The desire to express faith. To express love for fellow man. To perpetuate the American Dream. To help secure or assure. To help build and to invest. * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

22 22 Why People Give….. Personal concern People give to people Belief in institution Confidence in leadership Agree with plans Prospect was asked Tax considerations

23 23 Don’t value mission Don’t believe organization is stable Absence of powerful trustees/volunteers Concerns about management Wrong people solicited Inadequate cultivation or follow up No one asked No one thanked the donor for first or recent gift or pledge Why People Don’t Give

24 24 Reason for being Public statement Description and history of the community Tells how the Library meets community needs Shares why the Library needs money to meet needs Asks for financial support Making the Case for Support

25 25 Face to Face Letters Phone calls Online giving Comprehensive Giving Package Asking…and Asking Well

26 26 Recipe for Success GIFTS NEEDED TO RAISE $1,000,000 PLEDGED OVER 3-5 YEARS GIFT SIZE NUMBER OF GIFTSSUBTOTAL $100,0002 $200,000 $75,0002 $150,000 $50,0004 $200,000 Subtotal8$550,000 $25,0005$125,000 $10,00010$100,000 $5,00020$100,000 $1,00030$30,000 $50025$12,500 $25050$12,500 All Other Gifts272$70,000 Subtotal412$450,000 TOTAL GOAL420$1,000,000

27 27 A library’s collection is made up of many parts…from science to history to literature, from books to magazines to computers. Endowing collections that support specific disciplines or areas of study ensures the Library is able to sustain focus on that area, keeping holdings fresh, relevant and of the highest quality. Name and Endow a Book or Electronic Media Collection in Library - $75,000

28 28 Review strategic plan every three to five years. Assess success of a development plan and learning from mistakes. Always tell the story. Always ask for financial support. Always thank volunteers and donors. Action Steps

29 29 Remaining Accountable Watch the Budgets Fulfill the Mission Strengthen the Vision Continue the Integrity Continue the Support Listen to their Voices

30 30 Summary of Leadership* Gifts of time are not of equal value. Loss of time is loss of individual commitment. Give of your desire to be an involved, concerned, caring, participatory Trustee. Give of your time to listen, study, evaluate the dynamic demographics in our society affecting or likely to affect the organization. * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

31 31 Give of your time to become a Trustee-in- residence to learn about the nature of the organization – its people, its staff, its programs and services, its constituents, its physical plant, its administrative functions. Give of your time to know your fellow Trustees. Summary of Leadership*cont’d * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

32 Give of your advocacy for the organization on every possible occasion – for constituent recruitment, for enhancing the awareness of its distinction and for generous philanthropy. Give your personal resources to the fullest extent possible. 32 Summary of Leadership*cont’d * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

33 Give of your influence on others to join you in your concern for the essential nature of this special free-enterprise historic entity proudly and continuously. 33 Summary of Leadership*cont’d * “Not on this Board You Don’t”, Arthur C. Frantzreb, Bonus Books, Inc. Chicago 1997

34 “Philanthropy is based on the principle that it’s better to give than to receive – as long as it’s tax deductible.” Anonymous 34 Final Thought

35 Victoria M. Bixel Semple Bixel Associates 653 Franklin Avenue Nutley, NJ


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