Understanding Philanthropy Motivating Philanthropic Action for Your Project

Train of thought.... Philanthropy—what’s up and what’s coming. Why do people give? What drives them? To whom do people give and why? What do they look for when giving? What makes a good match between giver and asker? What’s the purpose of all this action?

Charity or Investment? The paradigm shift For much of the past half-century, America seemed exceptional in its enthusiasm for philanthropy. Claire Gaudiani, in her book, “The Greater Good: How Philanthropy Drives the American Economy and Can Save Capitalism”, makes a distinction between charity, which is about easing symptoms of distress, and philanthropy, which is about investing in solutions to the underlying problems. The “investment approach distinguishes the most significant kind of American generosity from the ‘poorhouse and soup line’ method and expresses our values of freedom, the individual, and entrepreneurialism.”

Who is a philanthropist? About 90% of households earning less than $100,000 account for about half of the giving. About 70% of households contribute to charity. Lowest wealth households give more than 10% of all donation dollars. Very high wealth households count for 21% of donation dollars. Compiled from various research studies; may vary from year to year.

The Role of Philanthropy Reduce human suffering Enhance human potential Promote equity and justice Build community Human fulfillment Support experimentation Stimulate change Foster pluralism

Giving USA Report of Philanthropic Giving Sources and Uses of Contributions in 2005 $ billion, up from the revised estimate of $ billion in 2004

Sources of Contributions (In billions) Individuals$$ % Bequests Foundations Corporations

Uses of Contributions Type of Cause Amount in Billions %Change Religion Up 5.9% Education Up 13.1 Human Services Up 32.3 Health Up 2.7 Gifts to Foundations Up 6.8 Unallocated Giving * Arts, Culture Down 3.4 Public Society Up 8.3 Environment Up 16.4 International Affairs Up 19.4 *includes gifts to newly formed organizations, deductions taken in 2005 for gifts made in prior years, and other technical corrections.

Universal Trends that Affect Philanthropy and NGOs—for better or worse! Accountability and credibility Trust Government regulations and cuts Image Ethics Diversity and inclusion rather than exclusion Qualified professionals in fundraising Capacity building Globalization Competition Technology

Reasons for Giving Personally asked to contribute. Get a tax deduction. Religious obligations or beliefs encourage giving. Something is owed to the community. Those who have more should give to those who have less. Summarized from Giving and Volunteering in the United States: Findings from a National Survey, Independent Sector, 2001.

Factors that Influence Giving and Volunteering Religious attendance and membership in a religious organization. Affiliation with non-religious organizations. Youth experiences. Tax Status. Summarized from Giving and Volunteering in the United States: Findings from a National Survey, Independent Sector, 2001.

Reasons for Not Giving No one personally asked. Couldn’t afford it. Would rather volunteer than give money. Asked too frequently. Did not think money was used efficiently. Charities have become too much like for-profits. Summarized from Giving and Volunteering in the United States: Findings from a National Survey, Independent Sector, 2001.

Aristotle said, “To give away money is an easy matter and in anyman’s power. But to decide to whom to give it, and how large and when, and for what purpose and how, is neither in every man’s power–nor an easy matter. Hence it is that such excellence is rare, praiseworthy and noble.”

Determinants of Charitable Giving  Communities of participation association  Frameworks of consciousness identification with cause  Invitation to participate Asked to give  Discretionary resources Accepted capacity  Models/experiences from youth Positive examples  Intrinsic and extrinsic rewards Positive outcomes  Urgency and effectiveness Philanthropy meeting needs  Demographic characteristics Circumstances affecting giving Material adapted from research by Paul G. Schervish. For further explanation see

Universal Motivations to Give Make a difference. Belief in the cause. Personal connections. At times, guilt. Philanthropic tradition. Government attitudes and tax laws. Want to help. Changing attitudes due to political changes. Religious influence. Other?

GET TO WORK

You aren’t being paid to believe in the power of your dreams.

Seven Steps for Successful Proposal Writing Make a case Research and match Inquire Write Rewrite and review Send Follow-up

What is a proposal? A document that speaks on behalf of its author, answers all questions it might generate, and persuades the reader to the author’s point of view—usually in the author’s absence.

Who receives and considers proposals for funding? Foundations (family, independent, community, corporate, small, large, etc) Government (all levels) Businesses (from local to international) Associations Churches Federations Pass-through organizations Individuals

Exercise in Making a Case Define the problem or explain the need. Define expected outcomes. Explain inherent values. Describe what will be done, how, by whom and when.

Essential Information to Research Commitment to field of interest Geographic limitations Range of award size Applicant eligibility Special population groups of interest Award restrictions

Essential Information Continued Matching or cost-sharing requirements Procedures Deadlines Format and/or forms Contact information

Research Resources Electronic Volumes News sources of all kinds Individuals/Colleagues Similar institutions Annual reports Libraries Other?

Writing the Inquiry Letter (or, Letter of Intent) One page, preferably Specifically addressed Title of project Objectives and outcomes Possibly include summary and budget Suggest your follow-up Keep cost reference to minimum See sample.

Proposal Components Cover sheet (cover page, face page) Abstract (executive summary, summary) Table of contents Introduction Problem statement (need statement, program statement

Components continued Goals, the Logic Model, Outcomes (inputs, activities, outputs, intermediate outcomes, long-term outcomes) Proposed solution (method, procedure) Timeline

Components continued Impact of grant Rationale Staff Facilities Evaluation Budget and budget narrative Future funding

Components continued Description of organization Appendices 501(c)(3) letter List of board Organizational budget Audited financial statement

Preparation Suggestions Plan ahead. Involve others. Customize your proposal. Focus. Be reader-friendly. Proofread.

Your Action Steps Develop your case. Be ready! Identify prospective funders. Contact and/or cultivate funders. Develop proposal. Develop budget. Write! Review. Send.

An Overview of a Comprehensive, Successful Fundraising Program Know basic marketing principles. Consider the environment and climate for fundraising. Create and examine case. Involve board and other volunteers. Determine potential donors and research them. Select campaigns and tools. Create, use and communicate a plan. Solicit the gift. Renew the gift. Steward the gift.

Albert Schweitzer said... “One thing I know: The only ones among you who will be really happy are those who will have sought and found how to serve.”

Why raise funds? Accomplishing good things takes money. Intervening positively in people’s lives means having and expending resources—human and financial. Making a difference for others means having good organizations that attract support. Attracting funds means being good stewards, being accountable for the resources entrusted to us. Fundraising is a matter of combining head and heart— facts with appeal to the emotions. People want to give, to be involved, to make a difference. Give them an opportunity. Never raise funds apologetically—invite others to join you in accomplishing much for others, as Jesus would do.

"I shall pass through this world but once. Any good that I can do, or any kindness that I can show any human being, let me do it now and not defer it. For I shall not pass this way again." Grellet

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Contact information—please feel free to be in touch with me. Dr. Lilya Wagner Counterpart International th St., NW Suite 1100 Washington, DC General line: Direct line: Work Personal