getting more grants
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TRANSCRIPT
Foundation Fundraising Making the Case for Support
& More
Reid A. Zimmerman, PhD, CFRE
The 35th AnnualCommunity Radio Conference
June 9-12, 2010 | St. Paul, Minnesota
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 2
Introductions –ExpectationsYou are…
◦Organization & Position◦Experience with Grant Writing and
Management
I would like to take away…
Agenda
•The Process•Making the Case•Budgeting and Strategy•Measurement, Evaluation &
Communication
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 3
Pick a verb and a noun that describe the work you do.
Food Shelf: Feed HungryHousing: Shelter Homeless CD Treatment: Treat AddictsCommunity Radio: Inform Community
Enlighten People
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Dear Foundation Officer:
I want to take this opportunity to tell you about our organization.
We __________ _______________.
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We _______ _______
very well.
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We need mega $ $ to
continue to _________
_________.
Please send it to us right away!
God Bless You.
Executive Director
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Thank you so much for your
gift of mega $ $ this past
year.
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Dear Foundation Officer:
With it we were able to
_________ x # of
_________.
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We hope you will continue to support our work as we ________ __________. Thank you. Executive Director
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The Dream:
Your Board Chair is a golfing partner with the Foundation President.
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The Foundation President knows your organization very well and likes your work.
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Part of the Foundation’s Mission is to support the work you do.
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At the 18th hole, the Foundation President tells your Board Chair to submit a letter of request for $100K general operating support.
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2 weeks later a check for $100K arrives with a letter saying this is the first payment of a 5 year pledge of $500K.
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The Reality:
Nobody on your Board or staff knows anybody at any Foundation.
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Foundation guidelines are unclear, but seem to indicate your programs do not fit.
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Phone calls to Foundation staff are not returned.
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Nobody on your board or staff has ever written a grant proposal before.
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So…You are here today because you want information to help.
YES???June 9, 2010 Reid A. Zimmerman, PhD, CFRE 21
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Sometimes Fundraising may feel something like this…
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Or This…
Fundraising in the Social Sector:
is NOT begging!It is supporting those facets of our
culture which are of the highest value:◦Health & well-being◦Artistic expression◦Spirituality & religion◦Education & new ideas
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June 9, 2010 Reid A. Zimmerman, PhD, CFRE 25
2007 charitable giving Total = $306.39 billion ($ in billions)
Individuals$229.03 74.8%
Foundations$38.52 12.6%
Bequests$23.15 7.6%
Corporations$15.695.1%
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Types of recipients of contributions, 2007 Total = $306.39 billion ($ in billions)
Environmentand animals
$6.962.3%
Foundations$27.73 9.1%
Humanservices$29.64 9.7%
Internationalaffairs$13.224.3%
Arts, culture, and humanities
$13.674.5%Public-society
benefit$22.657.4%
Unallocatedgiving$23.677.7%
Health $23.157.6%
Religion $102.32 33.4%
Education$43.32 14.1%
You have program and operational needs for support.
Your individual annual and major or planned giving programs
may not be sufficient or appropriate.
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Foundations have $$ they must give away each year as part of their mission and to satisfy IRS guidelines.
Usually 5% of assets Based on a rolling 12 quarters
Inclusive of expenses
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Matchmaker, MatchmakerMake me a match. Find me a find.
Catch me a catch. Make me the perfect match!!
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Since they are not going to be looking for you…
You need to be looking for them!
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Let’s Narrow our Search!
100,000 + Foundations in the USA
$ 40,000,000,000 given away annually
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Geographic Focus
Organization Location(s)Program Service Location(s)
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Subject Area
Be as specific as possiblePublic Broadcasting:
NewsMusicPolitical IssuesCultural Topics
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Beneficiary Group
Subset of the Subject AreaMay be a diverse groupSome funders only look at one specific
subsetKnow the percentages of your
listeners/service area
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Grant Type
Program◦New - Innovative◦Ongoing
General Operational for OrganizationCapitalInfrastructure Development
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Amount
$500 or $5,000,000?Single or Multi-year?Total or Partial need?Who else is supporting?
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Grantee Characteristics
SizeComplexityPast RelationshipTheir interest in Recognition
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Do Not Fund List
98% AccurateSave their time and yoursDon’t try unless you have an inside
track or long history
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In-Direct Information
LibrariesFoundation CenterCouncil on FoundationsCouncil of Nonprofits
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Basic: $195/yr 10 K Funders - 12 search fields
Plus: $295/yr 10 K Funders + grants
Premium: $595/yr 20K Funders
Platinum: $995/yr 80 K Funders – 500 K Grants
http://fconline.fdncenter.org/http://lnp.fdncenter.org/finder.html
MN Grantmakers OnlineGrantmakers Deadlines Calendar
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http://www.mcf.org/mngrants/default.asp
Semi-Direct Information
Foundation Grant GuidelinesAnnual Report 990 PF Other Grant Recipients
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Semi-Direct Information
Print◦Annual Report◦Guidelines etc.
Web◦Grantmaker / Foundation Web Site◦Guidestar◦Search Engines
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GuideStar Basic – FreeKeyword – Name - Location
GuideStar Select $300 yrGuideStar Premium $1000 yr—Try the demo Analyst Reports Grant Explorer—Try the demo Custom Data Sets
http://www.guidestar.org/Guidestar Search
Guidestar Basic Search
Keyword: Public Radio
Friends of Public Radio Arizona assures the future vitality and excellence of our community's public radio stations and broadens their support through: 1) Expanding the fundraising capacity of public radio. 2) Promoting public radio's interests and role in the larger community.
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The Otto Bremer Foundation accepts grant applications for the following purposes:
Program or project development General operations Organizational development Capital: building and/or equipment Challenge/matching grants Program Related Investments
http://fdncenter.org/grantmaker/bremer/index.html
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The Foundation looks to support projects that meet its mission of promoting human rights.
The Foundation works to insure that the impact of its funding results in all people fully participating in
community life. The Foundation is interested in its resources being
used for programs that work to empower beneficiaries, not just serve them.
The Foundation’s resources are available to organizations that serve the public without
discrimination on the basis of race, color, creed, sex, religion, age, disability, sexual orientation,
marital status, or national origin.
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The Foundation is supportive of organizations that are constituency-controlled, have an impact on the future wellbeing of the communities, and advocate systemic change. The Foundation funds a variety of programs and services whose relevancy and value have been identified by the community and work with other community members to create broad-based solutions to common issues. The Foundation looks to see how the program or project is sustainable. Most grants are awarded for a one-year period, however the Otto Bremer Foundation will consider multi-year funding as well. The Foundation values working with new and emerging groups as well as established organizations.
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Funding QualificationsGrants are only made to organizations whose
beneficiaries are residents of Minnesota, North Dakota, Wisconsin, or Montana with priority given to communities with Bremer affiliates. The Foundation
does not have a staff discretionary fund. While the Otto Bremer Foundation does fund some
post-secondary programs, it does not fund Kindergarten through 12th grade education. Proposals that are turned down may not be
considered again for one year, but requests will be considered for a different project. More than one
project may be considered at a time.
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Requests for the following types of projects are discouraged: • Annual fund drives
• Benefit events • Camps • Commercial and business development • Medical research • Sporting activities • Building endowments other than for the development
of community foundations• Capital requests for hospitals and nursing homes • Theatrical productions, including motion pictures,
books, and other artistic or media projects • Municipal and government services • Historical preservation, museums and interpretive
centers.
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Civic Engagement 75 PAYMENTS2,341,854
Child Care Works 10,000Minneapolis, MN
To purchase equipment related to office relocation.Ann Kaner-Roth (612) 455-1055
212 2nd Street SE, Suite 116Minneapolis, MN 55414
Children's Defense Fund, Minnesota Office26,250
St. Paul, MNFor direct outreach to people who are uninsured to ensure that
they have health benefits.Jim Koppel (651) 227-6121200 University Avenue West
Suite 210St. Paul, MN 55103
Direct Information
Phone Call ◦Do your homework FIRST!
Visit ◦If you have a good case!
Site Visit◦If you have a really good case!
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 52
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HR Finance
Program Manager
CEOBoard and
Mission
Evaluation
Grant Writer
Beginning the Process
IT & Infrastructure
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The Process
HR Finance
Program Manager
CEOBoard and
Mission
Evaluation
Grant Writer
Where the Sausage Gets
Made!
IT & Infrastructure
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Submitting the Proposal
CEO
GrantWriter
Grantor
Finance Evaluation HR IT
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Staff
Finance
Program Manager
Evaluation -Reporting to
Grantor
Process
During the Grant
CEO
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Evaluation
Grantor
Finance
CEO Board
Mission
Program Manager
HR
Staff
Ending the Grant
February 4, 2009 Reid A. Zimmerman, PhD 58
Questions?Comments?
Jim Collins: Hedgehog Concept
1) what you are deeply passionate about, 2) what you can be the best in the world
at, and 3) what best drives your resource engine.
(Not “How much money do we make?” but “How can we develop a sustainable resource engine to deliver superior performance relative to our mission?”)
Good to Great, 2001
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Hedgehog Concept:
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 60
Passionate about Best in the
world
Drives your Resource Engine
Logic ModelJune 9, 2010 Reid A. Zimmerman, PhD, CFRE 61
InputsResources dedicated to or
consumed by the program:◦ Money◦ Staff and staff time◦ Volunteers and volunteer time◦ Facilities equipment and supplies
Constraints on the program:◦ Laws/regulations ◦ Funders‘ requirements
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Activities
What the program does with the inputs to fulfill its mission:
◦Feed and shelter homeless families◦Provide job training ◦Educate the public about signs of child
abuse◦Counsel pregnant women◦Create mentoring relationships for youth
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Outputs
The direct products of program activities
o Classes taughto Counseling sessions conducted o Educational materials distributedo Hours of service deliveredo Participants served
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Outcomes
Benefits for participants during and after program activities
New knowledge Increased skills Changed attitudes or values Modified behavior Improved condition Altered status
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June 9, 2010 Reid A. Zimmerman, PhD, CFRE 66
Output / ProductEssential Attributes
Attributes required to meet or exceedcustomer needs:
"Do the Right Thing"EfficacyAppropriate
Characteristics to meet or exceedcustomer wants and expectationsof excellence
"Do the Right Thing Well":EfficiencyDignity and RespectEffectivenessTimelinessReduce WasteSafetyContinuityAvailability
What inputs need to go into theprocess to make the productthat produces the desiredresult?
What steps need to be taken tocreate the product that achievesthe desired result?
What features / characteristics should the producthave?
Systems Logic Model
CustomerOutcomes
&Satisfaction
MeasureEffectiveness
MeasureSatisfaction
InformImprovementneeds
Effect
Inputs
Staff ResourcesFinancial resourcesInternal StandardsExternal Requirements
and InformationEquipment/Materials
Key Processes & Functions
Inputs organized and utilizedProceduresStepsKey processes
Measure VariabilityAssess Process ControlAssess fidelity to planned
proceduresAssess impact of variationEvaluate opportunity to raise the
bar
Cause
Feedback into process
What is the desired result?What should customerexperience?
Planning
Implementation
Structure Process OUTCOMES
Show your Logic ModelJune 9, 2010 Reid A. Zimmerman, PhD, CFRE 67
Defining “Case”The reasons why an organization both needs and merits philanthropic support, usually by outlining the organizations programs, current needs and plans.Most importantly, by sharing the
anticipated OUTCOMES!
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 68
Developing Your Case
Introduce the Issue…Introduce Yourself…Share the Solution…Why is this the Best Solution?Why is Now the time?How will you know if you have been
Successful?What will be the Outcomes for people?
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 69
Tell the story…
Logically and economically◦How will the community benefit?◦How will the individual benefit?
Forcefully and emotionally◦Share a real story◦People give to people…not to programs
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 70
Avoid…Too much emphasis on the
organizationBelieving that your process is the
outcomeTelling everything you knowAssuming your reader knows what
you knowGoing on….and on…and on…
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 71
Your Case for Support…
Some call it an “elevator speech.”It is the essence of why you do what
you do and with whom.Without a case there is no support.
Your turn…
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 72
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 73
Cultivation
GiftStewardship
Donor
The Donor Development Cycle
Organizational Memory
They will (sometimes) remember you…
Will you remember them?◦Database of correspondence, notes,
contacts, contact info – as much as you can keep and use!
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 74
“Nonprofit”
Is an IRS tax status,
NOTa management technique!
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Sustainable Income:
Current Income MixNot all types of Income are equalDifferent Income streams have different Impacts on your Organization Reliability / Autonomy Graph
Thanks to Jon Pratt, ED, MN Council of Nonprofits Nonprofit Quarterly, Summer 2004
Accounting - Net Asset Classes
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Low Medium High
Low
Medium
High
Fu
nd
ing
Reli
ab
ilit
y
Organizational Autonomy
General Endowments
IndividualContributions
Memberships
Program ServiceFees
Planned Gifts Special Events
Foundation OperatingGrants
Foundation ProjectGrants
CorporateContributions
Major IndividualGifts
GovernmentGrants
RestrictedEndowments
FederatedGiving
Programs
Dynamics of Nonprofit Funding Sources
Your Organization…
Use the scale to rank your organizational revenues as to their reliability and the capacity for autonomy they provide
Multiply % by number to equal score ( 10% X 3 = .30) Add column for total
Keep this information for use later as you develop your fundraising plan
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Sources % of Revenue
Reliability Reliability score
Autonomy Autonomy score
1 Individual Contributions 3 3
2 Other supporters, sponsors, corp. matches
2 3
3 Government Grants 2 1
4 Advertising 2 3
5 Other Earned Income 2 3
6 Foundation Gen Op Grants
1 3
7 Foundation Program Grants
2 1
8 Other ? ?
Index (Total) 100%
Low: 1.0 – 1.6 Medium: 1.6 - 2.3 High: 2.3 – 3.0
February 4, 2009 Reid A. Zimmerman, PhD 80
Questions?Comments?
Planning & Leading for Sustainability
"Setting a goal is not the main thing. It is deciding how you will go about achieving it and staying with that plan."Tom Landry Football coach (1924-2000)
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 81
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Developing a Fundraising Plan
Your Plan
Not to plan is to plan to fail Realistic expectationsResponsible marginsDiversification is critical
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SMART GoalsS PECIFICM EASUREABLEA CHIEVABLER ELEVANTT IME BOUND
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GOAL: To increase general operating support from individuals in 2011 by $5000
Tactic or Activity
Process Measure & Timeline
Outcome Measure
BudgetaryRequirement
Responsibility (or team lead)
Increase direct mail volume and mailings
Number mailedDates of mailings
% Responses$ Generated
Cost for additional printing and postage
Exec. Director ?
Volunteer ?
Focus on larger gifts from previous donors
Number of Individuals Contacted
% of increase in gifts
Total $ Generated
Minimal…Lunch or Coffee
Board Chair (lead)Board Members and Exec. Dir.
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 85
GOAL: To increase earned income from sales of ancillary products in 2011 by $10,000
Tactic or Activity
Process Measure & Timeline
Outcome Measure
BudgetaryRequirement
Responsibility (or team lead)
Survey patrons to determine interest in various products
Completed after the first two productions of the year
Survey information compiled and analyzed
$500 for printing and staff to collect and analyze
Executive Director
Test market top three items on a limited basis
Vendors confirmed, products ordered, etc.
Some products sold and sales analyzedBreak even on small sample
$2000 for initial purchase…income reinvested if successful
Marketing Committee Chair
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 86
Revenue and Support Goals for 2010/11
Develop 3-5 SMART goals and support tactics for 2010/11 income
Document necessary learning to attain goals
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NOW YOU…GOAL:___________________________________ ________________________________________
Tactic or Activity
Process Measure & Timeline
Outcome Measure
BudgetaryRequirement
Responsibility or Team Lead
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Performance Management & Evaluation
This is not about databases & / or the data collection process
It is about using your performance data to manage & lead
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 90
Organizational Context
Operational Plan
MeasurementSystem
Budget
Strategic PlanStrategic Plan
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 91
Process MeasureMeasured by time
Output MeasureMeasured by accomplishment
Budgetary Require-mentsMeasured by cost
Development of curriculum or search for and purchase of appropriate texts
Curriculum completed or acquired
Purchase price or Staff time for writing Printing & Production costs
Staff trained in content and presentation skills
Staff knowledge and competence Staff timeTrainer / Consultant
Job skills workshop presented to clients
Clients better equipped to apply for and secure employment
FacilitiesWorkshop suppliesStaff time
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 92
Aligning Budgets to StrategyThere is often a disconnect between the
Strategic Planning Process, the Budgeting Process and the Measures
XXX
XX
XXX
XXXXX XXX
XX
XXX
XXX
XX
XX
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 93
Strategic Planning & Budgeting
Strategic BHAGs
What you did last year or just need to do
Managing Budget Performance:
Getting and Staying Compliant
OR….
“How to Stay out of Jail as a Grants Manager!!”
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 95
How NOT to be Compliant
Don’t worry about the detailsHave verbal policies and agreementsTrust your staff implicitlyLook at your results only at the endLet your accountant be the only one to
deal with all the financialsIn Minnesota “Pretty Good” is OK…
For the Feds, it might land you in jail!!
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 96
OMB Circulars: A - 122 & A - 21
Direct Costs
Indirect Costs
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Direct Costs
Those costs that can be directly attributable to performing the functions of the grant.
Often utilized by an organization that is managing only one grant or by smaller organizations where the costs are easily distinguishable.
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 98
Direct Costs
Org. Admin.Hours
Dedicated
Mgmt Staff
Program
Supplies
IT $ per
computer
Finance – Hours
HR- Time to Hire -
IndividualStaff costs
BuildingSq. Ft.
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 99
Indirect Costs
Represent the expenses of doing business that are not readily identified with a particular grant, contract, project function or activity, but are necessary for the general operation of the organization and the conduct of activities it performs
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 100
Org Admin
Mgmt Staff
ProgramCosts
Supplies
Indirect CostsBased on organization & programs/grants operated
IT
Finance
HR
Building
X %
100%
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 101
Allocable Costs
The cost must have a direct benefit and be directly attributable to the project or activity being performed.
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 102
Allowable Costs
The cost must be allowed by: Organizational policySponsor policies, and OMB Circular A-122 or A-21
Reasonable and Necessary Costs
The cost must be reasonable and necessary for the performance of the project.
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 103
Costs are Consistently Treated
All costs incurred for the same purpose, in like circumstances, are either Direct costs only or Indirect costs only.
Organization cannot double charge the government for similar costs by directly charging a cost to a sponsored project and by including the same type of cost in the indirect rate charged to that sponsored project.
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 104
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Communication
Internal – Other departments and programs
Up – To senior leaders and the BoardDown – To line staffOut – To stakeholders and funders and
clients
Million Man March – Washington D.C 1995
How will you evaluate and communicate its
effectiveness?
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 107
Million Man March (10-16-1995)
1. Who gets counted? Women? Children?2. Do Spectators count?3. When will counts be made?4. What about transients – those who
came/left?5. What is the geographical boundary?
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 108
Million Man March, cont.
6. Sympathy & Support Marches in other cities…do they count?
7. A single number or variability? 900 K – 1.1M
8. Who should do the counting?9. How should data be analyzed before
publication?10. Who should publicize the results?
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 109
Crafting and Communicating your Message
Who reporting to?What DATA is being communicated?What INFORMATION is being
communicated?Why communicating it?Feedback?Begin with communication in mind!!
Next Steps…
•What do you need to learn to make your goals attainable?
•How will you tie income development goals to marketing goals?
•How can you manage your culture to think about income development?
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 110
February 4, 2009 Reid A. Zimmerman, PhD 111
Questions
Changes or “I Missed” Delta
Ideas Generated
Thank You!
RAZimmerman Consulting
Reid A. Zimmerman, PhD, CFRE4729 550th St.
Pine City, MN 55063320-358-3583
June 9, 2010 Reid A. Zimmerman, PhD, CFRE 112