january/february, 2004 free … stories and strategies for inclusion in future issues. not ... the...

Let Us Help...We have a tough job, don't we? What can make our jobs easier isthe simple act of something we all learned in kindergarten—sharing.

Following a day of conference sessions, some colleagues and Iwere brainstorming and exchanging ideas on the evolution of ourrespective programs. Not surprisingly, our evolutions were universallymarked by starts and stops; hits and misses; and a great deal oftrial and error. This in turn led to my thinking, "Wouldn't it have beengreat to have had a resource that assisted us along the way?"

Flash forward one year...We are Annual Fund Inc. It is hoped that this monthly subscriptionnewsletter (10 issues per year) and other services will be valuableresources within your program. Each issue of Evolution will focuson the diverse areas under your responsibility by providing useful,practical and progressive information, peer practices and statistical trends.

You are invited to continue the attribute of sharing by contributingsuccess stories and strategies for inclusion in future issues. Notonly will this help out your colleagues, but also your resume. Storiesand subscriptions can be easily submitted on-line atwww.annualfundinc.com.

In addition to this newsletter service, Annual Fund Inc. (AFI) canbe counted upon to offer consulting services, marketing /designservices, E-solicitation services, web design, and several newtargeted services to be unveiled. Please contact us toll-free at 877-AFI-INC7 (877-234-4627) for additional information.

We welcome your feedback and suggestions on newsletter contentand direction. Thank you and we truly hope we can be a part ofyour continuing success.

Mike Westfall, Editor

The newsletter for annual giving professionals Volume 1, Issue 1

EVOLUTIONJANUARY/FEBRUARY, 2004 FREE INTRODUCTORY ISSUE

You are invited to submit your stories and subscriptions on-line at www.annualfundinc.com

Enhanced Student

Caller Training For

Enhanced Results

Pg 5

Inside This Issue:

Integrated Development 2

AFI Q &A 3

Developing an E-Relationship 4

Upgrading Donors 6

Does No Really Mean No? 7

Independent School Corner 8

Corporate In-House Campaign 8

Creative Stewardship Ideas 9

Survey of the Month 11

Enhancing thevalue of your data

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EVOLUTION Volume 1, Issue 1 11

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Upgrading DonorsContinued from page 6

Changing the dynamic of the ask willsignal to the donor that you are reallyserious about asking them to dosomething new. This approach will oftenlead to questions about your higher giftlevels and its benefits. Even if the donordoes not want to increase their gift thatmuch, you can still encourage them togive more than last year. Use concreteexamples of how their gift will make adifference at your university. Tell themspecifically why you want them to makea larger gift.

And always, remember that most donorsdo not make gifts because they willbe in a higher level on the Honor Roll.They give because they are investingin a worthy organization and believethat you are putting their gifts towork positively.AFI

The newsletter for annual giving professionals

EVOLUTIONSubscribe to

subscribe online at www.annualfundinc.com

As annual giving professionals, we can often lose sight of our true mission. In the midstof direct mail deadlines, student caller recruitment, and donor renewal percentages,we forget that our work has a significant impact on the work of our fund-raising colleaguesacross campus, our alumni and parents we engage, and the university for which weraise funds. Before you sit down to plan your next campaign ask yourself the following questions:

Is my program effectively feeding the major gift pipeline?Major gift prospect identification through well-establishedlead annual gift programs is the real reason collegesand universities have an annual fund campaign. Thisis the marketing element of our job and the product isyour university. You are finding the most loyal customersand keeping them attached to your institution over along period of time.

You hope.

You hope too, that you are able to increase the amountof money they contribute to your institution. This smaller group of donors make someof the best major gift prospects. If you can build a good relationship with your developmentresearch staff, you can often identify donors with great capacity who you can call on,ask to upgrade to your leadership giving circle (often $1,000+) and qualify for a majorgift at the same time. I promise that your major gift officers at your institution will loveyou.

Many of your donors have assets that are not liquid, but do have the capacity to makea significant bequest to your university. Most annual giving programs do not know whothese people are until they pass away and leave your university money in their will. Itwas their good student experience coupled with their consistent annual support of yourcampus that likely inspired their generous gift.

You can also help your planned giving office by proactively identifying these prospectsand marketing planned giving opportunities. Find the segment of your population whohas been giving for five or more consecutive years and who graduated before 1960and begin marketing planned giving opportunities to them. You can often do this morecost effectively than your planned giving office ever could. Think about including abuck slip or brochure in a mailing that is already being sent.

Is my program doing enough to maintain donor loyalty and to create affinity?If we are not treating our donors well, they will never become the good prospects wementioned above. Your annual giving program must be a portal for your alumni andparents to connect to your institution. If you have a staff of uninformed student callers,you will miss the opportunity to promote your institution in a highly personal way (seestory on training student callers on page 6).

If your stewardship is poor, your donors may not return as donors the following year.Remember that by making a gift to your institution, your alumni and parents are demon-strating their affinity and appreciation for their experience with your university. Treatthem well.

Continued page 3

2 EVOLUTION Volume 1, Issue 1

INTEGRATION

Annual Giving in an IntegratedDevelopment Program

EVOLUTIONThe newsletter for annual

giving professionals

PublisherAnnual Fund Inc.

EditorMichael J. Westfall

ContributorsGaylen Kimball, RiceUniversityWalter Hearn

Graphic DesignThe Sales Factory

© Copyright 2004 by AnnualFund Inc. (AFI) All rights reserved.Reproduction by any means inwhole or in part withoutpermission is prohibited.

Opinions expressed inEVOLUTION are those of theauthors and do not necessarilyreflect those of AFI. Noinformation contained in this issueof EVOLUTION should beconstrued as legal or financialadvice. The publication of anadvertisement or article byEVOLUTION does not constitutean endorsement of that product,service, or position.

United StatesAFIPO Box 1098East Lansing, MI 48826

CanadaAFI60 St. Lawrence Drive, #102Port Credit, ON L5G 4T8

Website: www.annualfundinc.comEmail: [email protected] #: 1-877-AFI-INC7

EVOLUTION is published ten(10) times per year.

Annual Subscription Rates$149(USD) US / $179 Non-USPlease make checks payable toAFI

Survey of the MonthEach month AFI will place a survey question on this page that will serve as apeer barometer of climate, practice or strategy. The results of these polls canbe used to point out that your program is performing better than peers, in thesame boat as peers, or if the third possibility, not shared with your leadership at all!

Submit your answer to the question below to [email protected] results will be posted in the next month's issue (March). Individualanswers will be kept confidential. Thank you.

This months question:As of January 1st, half way point for most, are your annual giving results up,down, or the same? Please note:

Donors/Dollars: Up / Down / Same % Change

Your One Stop Shop ForConsulting Services,

Marketing/Design Services,E-solicitation Services, Web

Design And More.

US:AFIPO Box 1098East Lansing, MI 48826

Canada:AFI60 St. Lawrence Drive, #102Port Credit, ON L5G 4T8


Q & A

Is my program supporting the infrastructure ofour database?If you are not “friends” with the folks who maintain yourdatabase, you will likely find your phone and addressinformation deteriorating over time. It is important that youform a strong partnership with these folks. You must feedupdated addresses and phone numbers back to yourdatabase. Develop strategies to improve the number ofemail addresses and business demographic information.Dedicate some of your staff to conduct extensive andthorough wrong number research within your telefund sothat you can improve your contact rates and the databaseat the same time. Have your research staff visit your telefundoffice and talk to the callers about what kind of informationis helpful in their work. You’d be amazed at what the callerslearn about our donors that does not get recorded. AFI

IntegratedDevelopment ProgramContinued from previous page

Traditionally, consultants within the development arenahave been utilized at the major gift and capital campaignlevel. These consultants typically provide the Annual Fundan hour or two of their time on campusfocusing on tried and true annualgiving generalities.

This reality is changing. Thesophistication of the annualgiving process is much morethan just calling and mailing toprospects. New technologies andstrategies have advanced the potential for success. As aresult, consulting at the Annual Fund level is becomingmore prevalent. So...when should you consider an annualgiving consultant?

Are you new to annual giving?Annual Giving often serves as a gateway into development,no matter the size of school or the sophistication of yourprogram. A consultant can provide an intensive educationand help develop a collaborative, integrative business plan.

Do you have single generation experience?Break out of “that’s how we’ve always done it” rut. Manyannual giving directors have only worked at one institution.A consultant can provide best practices and trends, whileproviding benchmarks from peer institutions.

Does your program need validation?You know what your program needs (staffing, budget, etc)but leadership won’t budge. There is an old saying, “Youcan’t be a prophet in your own land”. A consultant canprovide that outside written opinion that validates yourjustification.

Have your results hit a plateau?You’ve had flat results in dollars and donors for severalyears. A consultant can offer templates for success inemerging specialty areas.

Are you expanding your program?You are heading into uncharted waters, maybe starting aParents program, a Faculty/Staff effort, or a LeadershipAnnual giving program. A consultant can offer templatesfor success in these emerging specialty areas. AFI

Please submit your questions for future issues at:www.annualfundinc.com

Do I Need an AnnualFund Consultant?

Q&A

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The kickoff event is vital to the success of the campaign effort. It allowsthe volunteers to get together with the campaign leadership and inviteddevelopment guests. Enthusiasm is generated by the various guestspeakers, i.e. the university leadership, coaches, deans and alumnileaders. Drawings can also be held with memorabilia giveaways.

Status reports should be periodically provided to campaign leadershipand volunteers. However, only report overall participation and gift totalsstaying away from individual data. Confidentiality must be maintained.

Remember that while concluding the campaign effort, you are alsopreparing for next year's effort. Appropriate thank you letters andappreciation awards should be presented. It may be advantageous tohold wrap up events at the campaign's conclusion to congratulatevolunteers and encourage feedback for future campaigns.

Sample Campaign Leadership OutlineBelow are sample levels of organization, keep in mind that levels ofcampaign leadership may be omitted at the discretion of the campaignchair depending on the size of the campaign.

The Campaign Chairperson(s) responsibilities include:

• Provide a list of alumni employed within the company.

• Host a kickoff event.

• Recruit the campaign planning committee.

• Conduct solicitations and follow up of executives who are alumni.

• Conduct solicitations and follow up of the campaign planning committee.

• Approve and sign a letter that is included within all packets.

The Campaign Planning Committee is appointed by the chairperson(s)to assist in managing the campaign. Their responsibilities include:

• Assist the chairperson(s) in recruiting lead division coordinators.

• Coordinate volunteer assignments with lead division coordinators.

• Forward all assignments to institution.

• Collect all gifts and pledges and forward them to institution. It isimportant to note that the volunteers should forward closed & sealedenvelopes only. They should not have access to individual givingamounts or history. Envelopes should be set up so they can be returnedwithout a gift, but only a form declining participation.

The Lead Division Coordinators are recruited by the chairperson(s) andthe planning committee to oversee specific divisions or buildings andtheir responsibilities include:

• Recruit volunteer solicitors.

• Provide volunteer assignments for their division to the campaigncommittee.

• Collect all gifts/pledges and forward to the planning committee.

• May also have a group of alumni to solicit.

Corporate Alumni In-House Campaigns are an excellent way to build teamwork within a corporation while at the same time supporting highereducation. The campaigns will encourage support to your institution andinstill a sense of pride for each participant. The financial support receivedcan be used for program enhancements, student scholarships, facultyendowments and other projects which are essential. Due to the uniquenature of matching gifts, participation is paramount. Good luck! AFI

Corporate Campaign Continued from page 8

practice with another person, or have them craft their ownintroduction and rapport questions. By the end of thatsession, each person should be able to complete a practicecall, relying on their script heavily. Give heavy praise andstrong encouragement.

• The third session can cover objections. Answer thequestions: "why do people say no?" and "how can I changetheir mind?" Make sure the students begin to understandthat they have to make a case for support where beforethere was not one. Have each caller do several practicecalls, giving more difficult objections for them to overcome.Again, give heavy praise and strong encouragement, butalso include two or three things they can improve upon.Do not overwhelm the caller by pointing out each of theirweaknesses.

• The fourth session is really the last day of off-the-phonetraining where the caller is really putting it all together. Bythis time the caller should be able to get through an entirecall without relying heavily on their script. An outline canbe useful as a reference on the phone so the caller doesnot sound like they are reading.

At the conclusion of the session, have them go onto the callingfloor. This will familiarize them with the tone of your callingsessions, give them a chance to meet other callers and givethem an opportunity to listen to real calls being made and realpledges being received. This can be enhanced further if your programhas monitoring capabilities. (More on monitoring in future issues.)

#3 Focus Their EffortsNew callers should not be placed on calling lists whose resultsare relied upon to meet goal. Try taking a segment you wouldnot normally call like 1960's non donors or take a list whosegoals have already been met and use that list. The advantagesto this are two fold. One, the caller will have fewer decisionsof record, giving you an opportunity to provide better coaching.Two, the caller will not feel the pressure to achieve results rightaway. A caller's first few days are filled with learning and theirprimary goal is to learn from their mistakes, to get through asmany calls as possible and to get better each day, notnecessarily to get pledges.

After the new caller's first couple of shifts, pull them off thephones early and talk with them about their experiences to-date and let them share what worked and what did not work.Have the caller self-identify a couple of things they know theyneed to improve upon and make sure to follow up the nexttime they work.

This training strategy is time and labor intensive, but it willbuild confidence in your callers and improve their morale.When callers have the demonstrated skills they need, movethem onto a list and set clear goals for them. You will see themsucceed and nothing helps employee retention more thansuccess! AFI

Student Callers Continued from page 5

You are sitting at home one evening checking your email. Up pops a message fromyour alma mater, the first you’ve ever received from your school. What do you do? Whatdo you think?

Cool, you say to yourself. You double-click open and it is a text message from theannual fund asking you to contribute to the school. What happens to that email? Moreimportantly, what happens to future emails from the university/college? Chances are itwill be deleted, along with all future emails from the alma mater address.

The advent of the internet brought great expectations, and has yielded growing, yetinsignificant results to date as a percentage of overall by method results. Fundraisingvia email is a method, just like direct mail and Telefund. As the last two have requireddifferent approaches and evolved, so too will E-philanthropy.

The most common misnomer to date is use of the word E-fundraising. It is used oftenwithin development when referring to on-line giving strategies within the non-profitsector. However...before solicitations can occur, there has to be an established E-

relationship with the prospective donor. Without the latter, theformer will fail.

The explanation is quite logical. During a phone call via theTelefund, the prospect, on average, takes three to eight minutesto make a decision (if the caller is good). Reading a directmail piece will take a prospect one to four minutes. An emailis read, responded to, and is trashed/filed in under a minute.Within E-philanthropy, it is the relationship that will most influencea positive response, more so than the message. This is unlikeTelefund and direct mail where a case can be made morereadily.

For the first time, annual giving programs have a dynamicmass communication tool that has the potential to combinethe best of what we have to offer.

How your infrastructure is set up will become your biggestforbearer of success. Over the coming issues, we will lookat the various foundation items, strategies, and tools neededto grow your successful E-relationship program. Until then,remain mindful about establishing E-relationships ratherthan E-solicitations. AFI

METHOD KEY TRAIT

Telefund Verbal communication

Direct Mail Visual communication

Stewardship Service communication

E-relationships All of the above

4

INTERNET

DevelopingAn E-Relationship


As direct mail andtelefund have

required differentapproaches and

evolved, so too wille-philanthropy


RELATIONSHIPS

Annual Fund offices are faced with the challenge of inexpensively stewarding themasses. While there are many options available, one that is being utilizedby a growing number of colleges/universities is a simple luggage tag...soundscrazy, but it is a great Trojan horse item.

Enclose a “travel plans” buck slip in all Telefund pledge acknowledgmentsand direct mail solicitations (sample below). Your prospects are asked toreturn a business card with their fulfilled gift.

The donor in turn receives a thank you letter re-emphasizing the importanceof their annual gift, and a laminated luggage tag with the donor’s submittedbusiness card on one side, and an Annual Fund designed card on theother side (sample below).

The benefits are many. Telefund fulfillment is enhanced, good will isgenerated, and your development office garners vital business information,most notably business title and email address. It takes very little time to pull togetherand can be a once a week function of your support/student staff. To design and modifythe template samples shown below at a reasonable cost, contact Annual Fund Inc. at877-AFI-INC7.

A word of advice: do not attach the strap and tag inthe outgoing envelope. If you do, the envelope willbe “eaten” by the Post Office.

You can find all the materials you will need at:www.laminationstation.com AFI

StewardingAnnual Fund Donors

This simple widgetis great.It is cost

effective, ourdonors love itBruce Hufford

Purdue University

Has this ever happened to you? You have fewer staff than expected at the beginningof a semester so you hire a huge new batch of telefund callers, expedite their trainingand put them on the phones. You are on track to meet your monthly goal, when mid-way through the month, half of them have quit and you are forced to go through theentire process all over again.

There is an alternative—enhanced training for enhanced results. You are probablyasking, "What is enhanced training and how can I convince my boss that it is better?"Enhanced training is a greater investment in time and resources to realize better overallperformance and to increase employee retention. The goal of an enhanced trainingprogram is to build employees' confidence in their own abilities and in your program.

#1 Invest More TimeThere are several elements in an enhanced training program. We often cram traininginto a short period of time because we need those callers on the phone ASAP. But thisis happening in the midst of all the other work our student employees are required todo as students. They can become overwhelmed with the time commitment requiredand the amount of information they have to learn ina very short time. It, therefore, quickly becomes toomuch to handle and they quit, sometimes even beforethey have completed training! The alternative is tospread your training shifts out over several days, likeMonday, Wednesday and Friday. If you are in a realstaffing crunch, run another group on Tuesday,Thursday. By increasing the amount of time betweensessions, the employees will feel less pressured andwill be able to retain the information you are providingthem better.

#2 Lay the FoundationBuild your new callers' knowledge slowly over timeso that the employee better understands the missionand goals of your Annual Fund.

Have their first session be a simple orientationcovering only the very basics. Remember, moststudents have no idea what the telefund is, or whatis really going to be required of them. Try andaddress the questions you know they will have."What is an annual fund?" "Why do we need toraise money?" Why would people want to give?""Will people really give money over the phone?""What do I have to do to keep my job or get a raise?"

• The second session can cover the basics of makinga solicitation call. Review each section of the callin an interactive way. Have the student pair up and


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A little planningat this time of

year will pay off

Continued page 10


Many of your graduates work for companies with matching gift programs. Matchinggift programs are a corporation's way of rewarding employees while encouraging themto support higher education and at the same time it allows the corporation to have avoice in where contribution dollars are designated. The corporate in-house campaignconcept can take advantage of these captive audiences within alumni-rich businesses.

The primary method of solicitation is done in person by peers. These recruits aretrained, motivated, and rewarded by an infrastructure developed and maintainedby their institution (you!). Identify those corporations which have a matching giftprogram and that are "alumni-rich." Rank the top ten in terms of number of matchinggifts and also in number of dollars. Expect these to be different lists due to varyingmatching gift ratios.

Getting StartedTo begin, it is best to focus on one company, create a four to six-week model and thentweak and replicate the model for future annual efforts within other companies. Somethings may change depending on the size of the company, but general campaignstructure will remain consistent.

VolunteersThe first step is to identify a senior executive who is also a graduate of your school.The prospect is then asked to serve as campaign chairperson and to invite othermanagement staff to serve on the campaign planning committee. The chairpersonassists in recruiting other alumni within the corporation to serve as volunteers, sendsa primary solicitation letter and hosts a campaign kickoff event. The campaign planningcommittee, in turn, recruits and trains the volunteers to help solicit other corporatealumni and assists in planning the kickoff event.

Prior to the kickoff event, the development office prepares:

1. A detailed information packet for each graduate employed by the company.The packet contains a solicitation letter from the campaign chairperson, a pledge/gift card, a return envelope, the company's matching gift form, tax informationand a brochure providing institution overviews and explanations of variousgiving opportunities.

2. The volunteer solicitors receive a packet which includes the above materials aswell as additional information including a campaign timetable, prospect/alumni lists,solicitation tips and reporting envelopes.

All materials are distributed at the kickoff event along with detailed instructions.

Getting To YesAlumni within each company who are prospects for membership within your specialdonor societies must be identified. These individuals should receive a special letterfrom the chairperson(s) of the campaign and your institution inviting them to join adonor society. They also receive the corresponding society materials. These individualsare approached with a personal solicitation by a volunteer, special gift solicitor or adevelopment staff member.

Who are your topten matching gift

companies?

8

SPECIALTY GIVING

Corporate In-House Campaigns

Continued page 10

IndependentSchool Corner

The numbers speak volumes...

While there are over 1,600institutions of higher education(college/university) within NorthAmerica there are an additional900 plus institutions that fallwithin the independent schoolcategory (private high school/academy).

Additionally, a greaterpercentage of independentschools have a professionalfulfilling the distinct role of"Annual Fund Director" thando the institutions of highereducation. Hence, we aremaking this a regular columnwithin the publication.

In upcoming issues, this columnwill focus upon the challengesand opportunities faced bydevelopment professionalswithin the independent schoolenvironment. Guest writersare being identified to sharesuccessful strategies on workingwithin this unique annual fundsegment. Stay tuned!

AFI

A common and successful annual giving practice is to mail to those prospects notreached via the Telefund, often called a “sorry we missed you” piece. Have you everconsidered mailing to those prospects that said “no” via the Telefund? If not, do giveit serious consideration. In many instances, the prospects are saying No to the method,not the cause.

Obviously this direct mail method is more successful with donor audiences; a returnrate of 10% - 15% is not uncommon for this type of mailing. When done with all audiences,including non-donors, the overall return rate will drop to single digits.

Experiment with your various segments and ask amounts, then determine which arethe best return possibilities, and thus worth the additional investment. Based on theresults, the example school to the right will only mail to the A, B, and C audiences inFY04. Make sure unique solicitation/appeal codes are assigned so that results can beeasily evaluated such as this case.

It is very important that the letter text references the phone conversation and that thegift card is included in case the prospect re-considers and makes a gift.

Also consider including a postage paid envelope, asmall investment and only if the gift is made. Themost important attribute to stress is that of participationwith gift renewal (not upgrading) being the chief focus.They have said no once before, over the phone, sodon’t be too aggressive in this second ask for thesame initiative. Good luck and let AFI know of yourresults with this strategy!

Importance of The “As You Decide” PieceDifferent from the above in that the prospect hasrequested more information, the chances for successwith your “as you decide” piece are greater due tothe prospect not making a “no” decision. If the onlymaterial the prospect receives is a blank pledge formfor them to fill out, the return rate will be much lowerthan it could be. Use this as an opportunity to sellthe prospect on the merits of supporting the institution.Provide an information sheet, brochure, or letterdescribing the case for support in detail.

The more communication, the more likely that supportwill be secured. Also, as inthe above, include apostage paid envelope.Return rates will vary byaudience, but obviouslywill be higher for the mostrecent donors. AFI

We love our donors, don’t we? For many programs, gifts from last year’s donors makeup over 65% of their annual revenue. But we also know one thing about this group.Donors are creatures of habit. Each year, they expect the call from your student, expectthe same general questions, and expect the same case for support. They also expectto make the same gift they made last year. Our challenge is to change that expectationin hopes that the donor will increase their annual gift each year.

It should be stated first and foremost that renewing the donor should be your numberone priority. Getting donors to upgrade should never take precedence. You also haveto be aware of how long the donor has been giving to your program. Donors who havegiven only one or two years in a row may not upgrade as readily as the donor who hasbeen giving to your program for six or more years. But this does not mean you shouldnot seek an upgrade from each person.

The first step in an effective upgrade solicitation is to make this call different from allthe calls they have received in the past. Change the language in each part of the call.For example, a standard introduction might be:

“Hi, John Donor, my name is Jane Student and I am a freshman at Alma Mater University.How are you doing tonight? That’s great. I want to start by thanking you for your giftlast year of $100. Your support made a huge difference.”

Try changing it up slightly:“Hi, John Donor, my name is Jane Student and I am a freshman at Alma Mater University.How are you doing tonight? That’s great. I want to thank you for your continued, loyalsupport of AMU and because you are such an important member of our AMU family,we want to talk with you tonight about our program.”

By leaving out their previous year’s gift amount in the beginning of the call, you are notreminding the donor of their previous gift. You now have a different entry point into aconversation than the standard, so what are you doing with your business degree?

With many donors, the length of the call tends to be shorter, mostly because they don’tspend a lot of time in the rapport section. But when you’re trying to increase a donor’sgift, the student must spend some time in this part of the call. One approach you cantake is to ask for their feedback about how you’re communicating with them about theirgifts. Do they read the newsletter you send out every other month? Do they prefer emailcommunication? Use this opportunity to gain insight into what your donors want. Thedonor, in turn, will feel more like an insider.

The “ask” is another opportunity to change the ritual the donor is used to. Be honestabout your intentions here: “John, I see from my records that you have given every yearfor the last 11 years and we are so grateful for your loyalty and support. Your last fivegifts have been at the $250 level and we appreciate your generosity. That is why thisyear, I would like you to think about joining The President’s Circle. The President’s Circlerecognizes those donors who make annual leadership gifts of $1,000 or more. While Iknow this is a significant increase in your annual support of Alma Mater University, Ihope you will consider making this investment tonight. Do you have any questionsabout the President’s Council that I can answer for you?” Continued page 11

6

UPGRADE

Upgrading DonorsIn Your Telefund Build Rapport...

and theDatabase

What follows is a great wayto offer prospects somethingof value at no cost to theprospect..or your program!

Early in the phone conversationhave your caller offer the pro-spect the opportunity to receivethe institution’s monthly net-letter (or equivalent), whichis full of news relating tothe institution.

When the prospect saysthe magic word of yes, thee-mail address is requested,secured, and passed on tothe database.

This simple task accomplishesseveral key objectives:

• It builds rapport

• It provides solid customerservice and value

• It secures e-mail addressesfor future e-relationships.

This strategy works especiallywell early in the conversationprior to the standard updatingof mailing address and employ-ment info. In many instances,callers will delve right intoupdating demographic in-formation, which unfortunatelyserves to make the callmore similar to hard coretelemarketing .

Ease into the multitude ofquestions asked by providingperceived prospect value earlyin the conversation.

AFI

EVOLUTION Volume 1, Issue 1 EVOLUTION Volume 1, Issue 1 7

STRATEGY

Telefund Refusals:Does No Really Mean No?

In many instances,the prospects

are saying no tothe method, not

the cause.

Actual FY03 Direct Mail to Telefund Refusals Results

Adv. Degree Segments # Mailed # Responses Return % Total $

A (current) 571 60 11% $17,470

B (1-3 lapsed) 381 11 2.5% $650

C (3-5 lapsed) 305 9 2.5% $346

D (5-10 lapsed) 495 4 .008% $1,325

E (10+ lapsed/never givers) 4,990 15 .003% $4,875

Parents Fund Segments # Mailed # Responses Return % Total $

Freshmen 1,773 45 2.5% $3,467

Sophomore 1,819 28 1.5% $3,455

Junior 1,580 34 2.2% $2,760

Senior 1,553 18 1.2% $277

Transfer 807 7 .009% $210

Past (gift in last five yrs) 1,997 38 1.9% $10,675

Has this ever happened to you? You have fewer staff than expected at the beginningof a semester so you hire a huge new batch of telefund callers, expedite their trainingand put them on the phones. You are on track to meet your monthly goal, when mid-way through the month, half of them have quit and you are forced to go through theentire process all over again.

There is an alternative—enhanced training for enhanced results. You are probablyasking, "What is enhanced training and how can I convince my boss that it is better?"Enhanced training is a greater investment in time and resources to realize better overallperformance and to increase employee retention. The goal of an enhanced trainingprogram is to build employees' confidence in their own abilities and in your program.

#1 Invest More TimeThere are several elements in an enhanced training program. We often cram traininginto a short period of time because we need those callers on the phone ASAP. But thisis happening in the midst of all the other work our student employees are required todo as students. They can become overwhelmed with the time commitment requiredand the amount of information they have to learn ina very short time. It, therefore, quickly becomes toomuch to handle and they quit, sometimes even beforethey have completed training! The alternative is tospread your training shifts out over several days, likeMonday, Wednesday and Friday. If you are in a realstaffing crunch, run another group on Tuesday,Thursday. By increasing the amount of time betweensessions, the employees will feel less pressured andwill be able to retain the information you are providingthem better.

#2 Lay the FoundationBuild your new callers' knowledge slowly over timeso that the employee better understands the missionand goals of your Annual Fund.

Have their first session be a simple orientationcovering only the very basics. Remember, moststudents have no idea what the telefund is, or whatis really going to be required of them. Try andaddress the questions you know they will have."What is an annual fund?" "Why do we need toraise money?" Why would people want to give?""Will people really give money over the phone?""What do I have to do to keep my job or get a raise?"

• The second session can cover the basics of makinga solicitation call. Review each section of the callin an interactive way. Have the student pair up and


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A little planningat this time of

year will pay off

Continued page 10


Many of your graduates work for companies with matching gift programs. Matchinggift programs are a corporation's way of rewarding employees while encouraging themto support higher education and at the same time it allows the corporation to have avoice in where contribution dollars are designated. The corporate in-house campaignconcept can take advantage of these captive audiences within alumni-rich businesses.

The primary method of solicitation is done in person by peers. These recruits aretrained, motivated, and rewarded by an infrastructure developed and maintainedby their institution (you!). Identify those corporations which have a matching giftprogram and that are "alumni-rich." Rank the top ten in terms of number of matchinggifts and also in number of dollars. Expect these to be different lists due to varyingmatching gift ratios.

Getting StartedTo begin, it is best to focus on one company, create a four to six-week model and thentweak and replicate the model for future annual efforts within other companies. Somethings may change depending on the size of the company, but general campaignstructure will remain consistent.

VolunteersThe first step is to identify a senior executive who is also a graduate of your school.The prospect is then asked to serve as campaign chairperson and to invite othermanagement staff to serve on the campaign planning committee. The chairpersonassists in recruiting other alumni within the corporation to serve as volunteers, sendsa primary solicitation letter and hosts a campaign kickoff event. The campaign planningcommittee, in turn, recruits and trains the volunteers to help solicit other corporatealumni and assists in planning the kickoff event.

Prior to the kickoff event, the development office prepares:

1. A detailed information packet for each graduate employed by the company.The packet contains a solicitation letter from the campaign chairperson, a pledge/gift card, a return envelope, the company's matching gift form, tax informationand a brochure providing institution overviews and explanations of variousgiving opportunities.

2. The volunteer solicitors receive a packet which includes the above materials aswell as additional information including a campaign timetable, prospect/alumni lists,solicitation tips and reporting envelopes.

All materials are distributed at the kickoff event along with detailed instructions.

Getting To YesAlumni within each company who are prospects for membership within your specialdonor societies must be identified. These individuals should receive a special letterfrom the chairperson(s) of the campaign and your institution inviting them to join adonor society. They also receive the corresponding society materials. These individualsare approached with a personal solicitation by a volunteer, special gift solicitor or adevelopment staff member.

Who are your topten matching gift

companies?

8

SPECIALTY GIVING

Corporate In-House Campaigns

Continued page 10

IndependentSchool Corner

The numbers speak volumes...

While there are over 1,600institutions of higher education(college/university) within NorthAmerica there are an additional900 plus institutions that fallwithin the independent schoolcategory (private high school/academy).

Additionally, a greaterpercentage of independentschools have a professionalfulfilling the distinct role of"Annual Fund Director" thando the institutions of highereducation. Hence, we aremaking this a regular columnwithin the publication.

In upcoming issues, this columnwill focus upon the challengesand opportunities faced bydevelopment professionalswithin the independent schoolenvironment. Guest writersare being identified to sharesuccessful strategies on workingwithin this unique annual fundsegment. Stay tuned!

AFI

You are sitting at home one evening checking your email. Up pops a message fromyour alma mater, the first you’ve ever received from your school. What do you do? Whatdo you think?

Cool, you say to yourself. You double-click open and it is a text message from theannual fund asking you to contribute to the school. What happens to that email? Moreimportantly, what happens to future emails from the university/college? Chances are itwill be deleted, along with all future emails from the alma mater address.

The advent of the internet brought great expectations, and has yielded growing, yetinsignificant results to date as a percentage of overall by method results. Fundraisingvia email is a method, just like direct mail and Telefund. As the last two have requireddifferent approaches and evolved, so too will E-philanthropy.

The most common misnomer to date is use of the word E-fundraising. It is used oftenwithin development when referring to on-line giving strategies within the non-profitsector. However...before solicitations can occur, there has to be an established E-

relationship with the prospective donor. Without the latter, theformer will fail.

The explanation is quite logical. During a phone call via theTelefund, the prospect, on average, takes three to eight minutesto make a decision (if the caller is good). Reading a directmail piece will take a prospect one to four minutes. An emailis read, responded to, and is trashed/filed in under a minute.Within E-philanthropy, it is the relationship that will most influencea positive response, more so than the message. This is unlikeTelefund and direct mail where a case can be made morereadily.

For the first time, annual giving programs have a dynamicmass communication tool that has the potential to combinethe best of what we have to offer.

How your infrastructure is set up will become your biggestforbearer of success. Over the coming issues, we will lookat the various foundation items, strategies, and tools neededto grow your successful E-relationship program. Until then,remain mindful about establishing E-relationships ratherthan E-solicitations. AFI

METHOD KEY TRAIT

Telefund Verbal communication

Direct Mail Visual communication

Stewardship Service communication

E-relationships All of the above

4

INTERNET

DevelopingAn E-Relationship


As direct mail andtelefund have

required differentapproaches and

evolved, so too wille-philanthropy


RELATIONSHIPS

Annual Fund offices are faced with the challenge of inexpensively stewarding themasses. While there are many options available, one that is being utilizedby a growing number of colleges/universities is a simple luggage tag...soundscrazy, but it is a great Trojan horse item.

Enclose a “travel plans” buck slip in all Telefund pledge acknowledgmentsand direct mail solicitations (sample below). Your prospects are asked toreturn a business card with their fulfilled gift.

The donor in turn receives a thank you letter re-emphasizing the importanceof their annual gift, and a laminated luggage tag with the donor’s submittedbusiness card on one side, and an Annual Fund designed card on theother side (sample below).

The benefits are many. Telefund fulfillment is enhanced, good will isgenerated, and your development office garners vital business information,most notably business title and email address. It takes very little time to pull togetherand can be a once a week function of your support/student staff. To design and modifythe template samples shown below at a reasonable cost, contact Annual Fund Inc. at877-AFI-INC7.

A word of advice: do not attach the strap and tag inthe outgoing envelope. If you do, the envelope willbe “eaten” by the Post Office.

You can find all the materials you will need at:www.laminationstation.com AFI

StewardingAnnual Fund Donors

This simple widgetis great.It is cost

effective, ourdonors love itBruce Hufford

Purdue University


Q & A

Is my program supporting the infrastructure ofour database?If you are not “friends” with the folks who maintain yourdatabase, you will likely find your phone and addressinformation deteriorating over time. It is important that youform a strong partnership with these folks. You must feedupdated addresses and phone numbers back to yourdatabase. Develop strategies to improve the number ofemail addresses and business demographic information.Dedicate some of your staff to conduct extensive andthorough wrong number research within your telefund sothat you can improve your contact rates and the databaseat the same time. Have your research staff visit your telefundoffice and talk to the callers about what kind of informationis helpful in their work. You’d be amazed at what the callerslearn about our donors that does not get recorded. AFI

IntegratedDevelopment ProgramContinued from previous page

Traditionally, consultants within the development arenahave been utilized at the major gift and capital campaignlevel. These consultants typically provide the Annual Fundan hour or two of their time on campusfocusing on tried and true annualgiving generalities.

This reality is changing. Thesophistication of the annualgiving process is much morethan just calling and mailing toprospects. New technologies andstrategies have advanced the potential for success. As aresult, consulting at the Annual Fund level is becomingmore prevalent. So...when should you consider an annualgiving consultant?

Are you new to annual giving?Annual Giving often serves as a gateway into development,no matter the size of school or the sophistication of yourprogram. A consultant can provide an intensive educationand help develop a collaborative, integrative business plan.

Do you have single generation experience?Break out of “that’s how we’ve always done it” rut. Manyannual giving directors have only worked at one institution.A consultant can provide best practices and trends, whileproviding benchmarks from peer institutions.

Does your program need validation?You know what your program needs (staffing, budget, etc)but leadership won’t budge. There is an old saying, “Youcan’t be a prophet in your own land”. A consultant canprovide that outside written opinion that validates yourjustification.

Have your results hit a plateau?You’ve had flat results in dollars and donors for severalyears. A consultant can offer templates for success inemerging specialty areas.

Are you expanding your program?You are heading into uncharted waters, maybe starting aParents program, a Faculty/Staff effort, or a LeadershipAnnual giving program. A consultant can offer templatesfor success in these emerging specialty areas. AFI

Please submit your questions for future issues at:www.annualfundinc.com

Do I Need an AnnualFund Consultant?

Q&A

Spend Less andRaise More!

Does your direct mail campaignachieve an 18% response rate?

At thesalesfactory, we providethe marketing strategy, data analysis,design and fulfillment services tohelp our clients achieve theirgoals and more.

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The kickoff event is vital to the success of the campaign effort. It allowsthe volunteers to get together with the campaign leadership and inviteddevelopment guests. Enthusiasm is generated by the various guestspeakers, i.e. the university leadership, coaches, deans and alumnileaders. Drawings can also be held with memorabilia giveaways.

Status reports should be periodically provided to campaign leadershipand volunteers. However, only report overall participation and gift totalsstaying away from individual data. Confidentiality must be maintained.

Remember that while concluding the campaign effort, you are alsopreparing for next year's effort. Appropriate thank you letters andappreciation awards should be presented. It may be advantageous tohold wrap up events at the campaign's conclusion to congratulatevolunteers and encourage feedback for future campaigns.

Sample Campaign Leadership OutlineBelow are sample levels of organization, keep in mind that levels ofcampaign leadership may be omitted at the discretion of the campaignchair depending on the size of the campaign.

The Campaign Chairperson(s) responsibilities include:

• Provide a list of alumni employed within the company.

• Host a kickoff event.

• Recruit the campaign planning committee.

• Conduct solicitations and follow up of executives who are alumni.

• Conduct solicitations and follow up of the campaign planning committee.

• Approve and sign a letter that is included within all packets.

The Campaign Planning Committee is appointed by the chairperson(s)to assist in managing the campaign. Their responsibilities include:

• Assist the chairperson(s) in recruiting lead division coordinators.

• Coordinate volunteer assignments with lead division coordinators.

• Forward all assignments to institution.

• Collect all gifts and pledges and forward them to institution. It isimportant to note that the volunteers should forward closed & sealedenvelopes only. They should not have access to individual givingamounts or history. Envelopes should be set up so they can be returnedwithout a gift, but only a form declining participation.

The Lead Division Coordinators are recruited by the chairperson(s) andthe planning committee to oversee specific divisions or buildings andtheir responsibilities include:

• Recruit volunteer solicitors.

• Provide volunteer assignments for their division to the campaigncommittee.

• Collect all gifts/pledges and forward to the planning committee.

• May also have a group of alumni to solicit.

Corporate Alumni In-House Campaigns are an excellent way to build teamwork within a corporation while at the same time supporting highereducation. The campaigns will encourage support to your institution andinstill a sense of pride for each participant. The financial support receivedcan be used for program enhancements, student scholarships, facultyendowments and other projects which are essential. Due to the uniquenature of matching gifts, participation is paramount. Good luck! AFI

Corporate Campaign Continued from page 8

practice with another person, or have them craft their ownintroduction and rapport questions. By the end of thatsession, each person should be able to complete a practicecall, relying on their script heavily. Give heavy praise andstrong encouragement.

• The third session can cover objections. Answer thequestions: "why do people say no?" and "how can I changetheir mind?" Make sure the students begin to understandthat they have to make a case for support where beforethere was not one. Have each caller do several practicecalls, giving more difficult objections for them to overcome.Again, give heavy praise and strong encouragement, butalso include two or three things they can improve upon.Do not overwhelm the caller by pointing out each of theirweaknesses.

• The fourth session is really the last day of off-the-phonetraining where the caller is really putting it all together. Bythis time the caller should be able to get through an entirecall without relying heavily on their script. An outline canbe useful as a reference on the phone so the caller doesnot sound like they are reading.

At the conclusion of the session, have them go onto the callingfloor. This will familiarize them with the tone of your callingsessions, give them a chance to meet other callers and givethem an opportunity to listen to real calls being made and realpledges being received. This can be enhanced further if your programhas monitoring capabilities. (More on monitoring in future issues.)

#3 Focus Their EffortsNew callers should not be placed on calling lists whose resultsare relied upon to meet goal. Try taking a segment you wouldnot normally call like 1960's non donors or take a list whosegoals have already been met and use that list. The advantagesto this are two fold. One, the caller will have fewer decisionsof record, giving you an opportunity to provide better coaching.Two, the caller will not feel the pressure to achieve results rightaway. A caller's first few days are filled with learning and theirprimary goal is to learn from their mistakes, to get through asmany calls as possible and to get better each day, notnecessarily to get pledges.

After the new caller's first couple of shifts, pull them off thephones early and talk with them about their experiences to-date and let them share what worked and what did not work.Have the caller self-identify a couple of things they know theyneed to improve upon and make sure to follow up the nexttime they work.

This training strategy is time and labor intensive, but it willbuild confidence in your callers and improve their morale.When callers have the demonstrated skills they need, movethem onto a list and set clear goals for them. You will see themsucceed and nothing helps employee retention more thansuccess! AFI

Student Callers Continued from page 5


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Upgrading DonorsContinued from page 6

Changing the dynamic of the ask willsignal to the donor that you are reallyserious about asking them to dosomething new. This approach will oftenlead to questions about your higher giftlevels and its benefits. Even if the donordoes not want to increase their gift thatmuch, you can still encourage them togive more than last year. Use concreteexamples of how their gift will make adifference at your university. Tell themspecifically why you want them to makea larger gift.

And always, remember that most donorsdo not make gifts because they willbe in a higher level on the Honor Roll.They give because they are investingin a worthy organization and believethat you are putting their gifts towork positively.AFI

The newsletter for annual giving professionals

EVOLUTIONSubscribe to

subscribe online at www.annualfundinc.com

As annual giving professionals, we can often lose sight of our true mission. In the midstof direct mail deadlines, student caller recruitment, and donor renewal percentages,we forget that our work has a significant impact on the work of our fund-raising colleaguesacross campus, our alumni and parents we engage, and the university for which weraise funds. Before you sit down to plan your next campaign ask yourself the following questions:

Is my program effectively feeding the major gift pipeline?Major gift prospect identification through well-establishedlead annual gift programs is the real reason collegesand universities have an annual fund campaign. Thisis the marketing element of our job and the product isyour university. You are finding the most loyal customersand keeping them attached to your institution over along period of time.

You hope.

You hope too, that you are able to increase the amountof money they contribute to your institution. This smaller group of donors make someof the best major gift prospects. If you can build a good relationship with your developmentresearch staff, you can often identify donors with great capacity who you can call on,ask to upgrade to your leadership giving circle (often $1,000+) and qualify for a majorgift at the same time. I promise that your major gift officers at your institution will loveyou.

Many of your donors have assets that are not liquid, but do have the capacity to makea significant bequest to your university. Most annual giving programs do not know whothese people are until they pass away and leave your university money in their will. Itwas their good student experience coupled with their consistent annual support of yourcampus that likely inspired their generous gift.

You can also help your planned giving office by proactively identifying these prospectsand marketing planned giving opportunities. Find the segment of your population whohas been giving for five or more consecutive years and who graduated before 1960and begin marketing planned giving opportunities to them. You can often do this morecost effectively than your planned giving office ever could. Think about including abuck slip or brochure in a mailing that is already being sent.

Is my program doing enough to maintain donor loyalty and to create affinity?If we are not treating our donors well, they will never become the good prospects wementioned above. Your annual giving program must be a portal for your alumni andparents to connect to your institution. If you have a staff of uninformed student callers,you will miss the opportunity to promote your institution in a highly personal way (seestory on training student callers on page 6).

If your stewardship is poor, your donors may not return as donors the following year.Remember that by making a gift to your institution, your alumni and parents are demon-strating their affinity and appreciation for their experience with your university. Treatthem well.

Continued page 3

2 EVOLUTION Volume 1, Issue 1

INTEGRATION

Annual Giving in an IntegratedDevelopment Program

EVOLUTIONThe newsletter for annual

giving professionals

PublisherAnnual Fund Inc.

EditorMichael J. Westfall

ContributorsGaylen Kimball, RiceUniversityWalter Hearn

Graphic DesignThe Sales Factory

© Copyright 2004 by AnnualFund Inc. (AFI) All rights reserved.Reproduction by any means inwhole or in part withoutpermission is prohibited.

Opinions expressed inEVOLUTION are those of theauthors and do not necessarilyreflect those of AFI. Noinformation contained in this issueof EVOLUTION should beconstrued as legal or financialadvice. The publication of anadvertisement or article byEVOLUTION does not constitutean endorsement of that product,service, or position.

United StatesAFIPO Box 1098East Lansing, MI 48826

CanadaAFI60 St. Lawrence Drive, #102Port Credit, ON L5G 4T8

Website: www.annualfundinc.comEmail: [email protected] #: 1-877-AFI-INC7

EVOLUTION is published ten(10) times per year.

Annual Subscription Rates$149(USD) US / $179 Non-USPlease make checks payable toAFI

Survey of the MonthEach month AFI will place a survey question on this page that will serve as apeer barometer of climate, practice or strategy. The results of these polls canbe used to point out that your program is performing better than peers, in thesame boat as peers, or if the third possibility, not shared with your leadership at all!

Submit your answer to the question below to [email protected] results will be posted in the next month's issue (March). Individualanswers will be kept confidential. Thank you.

This months question:As of January 1st, half way point for most, are your annual giving results up,down, or the same? Please note:

Donors/Dollars: Up / Down / Same % Change

Your One Stop Shop ForConsulting Services,

Marketing/Design Services,E-solicitation Services, Web

Design And More.

US:AFIPO Box 1098East Lansing, MI 48826

Canada:AFI60 St. Lawrence Drive, #102Port Credit, ON L5G 4T8

Let Us Help...We have a tough job, don't we? What can make our jobs easier isthe simple act of something we all learned in kindergarten—sharing.

Following a day of conference sessions, some colleagues and Iwere brainstorming and exchanging ideas on the evolution of ourrespective programs. Not surprisingly, our evolutions were universallymarked by starts and stops; hits and misses; and a great deal oftrial and error. This in turn led to my thinking, "Wouldn't it have beengreat to have had a resource that assisted us along the way?"

Flash forward one year...We are Annual Fund Inc. It is hoped that this monthly subscriptionnewsletter (10 issues per year) and other services will be valuableresources within your program. Each issue of Evolution will focuson the diverse areas under your responsibility by providing useful,practical and progressive information, peer practices and statistical trends.

You are invited to continue the attribute of sharing by contributingsuccess stories and strategies for inclusion in future issues. Notonly will this help out your colleagues, but also your resume. Storiesand subscriptions can be easily submitted on-line atwww.annualfundinc.com.

In addition to this newsletter service, Annual Fund Inc. (AFI) canbe counted upon to offer consulting services, marketing /designservices, E-solicitation services, web design, and several newtargeted services to be unveiled. Please contact us toll-free at 877-AFI-INC7 (877-234-4627) for additional information.

We welcome your feedback and suggestions on newsletter contentand direction. Thank you and we truly hope we can be a part ofyour continuing success.

Mike Westfall, Editor

The newsletter for annual giving professionals Volume 1, Issue 1

EVOLUTIONJANUARY/FEBRUARY, 2004 FREE INTRODUCTORY ISSUE

You are invited to submit your stories and subscriptions on-line at www.annualfundinc.com

Enhanced Student

Caller Training For

Enhanced Results

Pg 5

Inside This Issue:

Integrated Development 2

AFI Q &A 3

Developing an E-Relationship 4

Upgrading Donors 6

Does No Really Mean No? 7

Independent School Corner 8

Corporate In-House Campaign 8

Creative Stewardship Ideas 9

Survey of the Month 11

Enhancing thevalue of your data

We can enhance your alumni data with:

GiftPlus - The most widely used database of match companiesto help you promote and track matching gifts. Can be uploaded intoyour phonathon software, used as an online resource or as amatching gift lookup on your giving page to help online donorsmatch gifts.

InTouch - The industry leader in data-cleansing (phone, addressand e-mail append)

ExecID Wealth Screening - A focused, asset based wealthscreening that will help you identify your major donors.

For a No Cost sample, please call us at 800-681-4438,e-mail [email protected]

www.hepdevelopment.com

january/february, 2004 free … stories and strategies for inclusion in future issues. not ... the...

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