getting the most from your jcc’s annual appeal · from your jcc’s annual appeal ... getting the...

David Valinsky Associates LLC

GettinG the Most froM Your JCC’s

Annual AppealSteps to Get You Started

JCC Association 2008 1

Contents Preface ...................................................................................................3

Acknowledgements ..........................................................................5

i. introduction .........................................................................................7

The Times Have Changed! ......................................................................... 7

The Annual Development Plan ................................................................. 7

Growing Importance of the Annual Appeal ........................................... 9

The Central Role of Development Staff .................................................. 10

Clarification of Terms ................................................................................ 11

Benefits of the Annual Appeal .................................................................. 11

Appeal Strategies ........................................................................................ 12

ii. Getting started ..................................................................... 13

Assess Your Current Program .................................................................. 14

Involve JCC Volunteer and Staff Leadership ........................................ 14

Inform Jewish Federation .......................................................................... 17

Create Case for Support (Focus on Projects to Fund) ........................ 18

Appoint Chair(s) and Committee Members ........................................... 19

Identify Prospects ........................................................................................ 20

Create a Timeline ......................................................................................... 21

Establish a Budget ....................................................................................... 22

Set Goals ........................................................................................................ 23

Confirm Appropriate Administrative Procedures ................................ 25

Establish Giving Levels/Recognition ....................................................... 26

Develop PR Materials (Solicitation Package) ........................................ 27

iii. implementation .................................................................... 29

Train Volunteers ........................................................................................... 30

Hold Kickoff Event ....................................................................................... 30

Conduct Solicitations .................................................................................. 31

Maintain Momentum ................................................................................... 33

iV. Conclusion ............................................................................. 35

Wrap-Up ......................................................................................................... 36

Thank Volunteers ......................................................................................... 36

Recognize Donors ........................................................................................ 36

Evaluate Results and Produce Final Report .......................................... 37

2 Annual Appeal Manual

V. Appendix ................................................................................ 39

The One-Time Ask Approach ..................................................................... 40

Two Fundraising Paradigms ....................................................................... 41

Vi. sample Materials ................................................................. 43

Annual Appeal Checklist ............................................................................ 44

Fact Sheet for Volunteers .......................................................................... 45 Jewish Community Center of San Francisco, San Francisco, CA

Fact Sheet for Volunteers .......................................................................... 46 Lawrence Family Jewish Community Center, La Jolla, CA (San Diego)

Online Giving Webpage............................................................................... 47 Jewish Community Center in Manhattan, New York, NY

11 Commandments of Fundraising ............................................................ 48 Jewish Community Center of San Francisco, San Francisco, CA

Targeted Membership Letters ................................................................... 49 Jewish Community Center of San Francisco, San Francisco, CA

Reply Envelope – “All in One” Approach ................................................ 50 Jewish Community Center of San Francisco, San Francisco, CA

Annual Appeal Package – Tri-Fold Brochure ......................................... 53 I.J. & Jeanné Wagner Jewish Community Center, Salt Lake City, UT

Annual Appeal Package.............................................................................. 57 Mandel Jewish Community Center, Beachwood, OH (Cleveland)

Annual Appeal Package – Tri-Fold Brochure ......................................... 60 Tucson Jewish Community Center, Tucson, AZ

One-Time-Ask Approach Package ............................................................ 62 Lawrence Family Jewish Community Center, La Jolla, CA (San Diego)

Donor Recognition ....................................................................................... 63 Carole & Marcus Weinstein Jewish Community Center, Richmond, VA

Phone-a-Thon Script.................................................................................... 64 Rochester Jewish Community Center, Rochester, NY

Vii. Glossary ................................................................................. 66


Preface JCC Association’s Mandel Center for Excellence in Leadership and Management was organized to assist JCCs to manage their businesses as well as they manage their programs. With the support of the Mandel Family Foundation and other donors, JCC Association is able to provide a variety of business management services to the JCC Movement. We are able to offer this manual as a result of these grants.

Development efforts in our JCCs are taking a more central role – as they should. Those agencies without a development staff member are looking to hire one. Those agencies with longstanding, successful development departments are considering how best to expand and enhance them. Our hope is that this inaugural series—the first of its kind by the JCC Association—will help to guide these efforts as member agencies move toward a model of total agency fundraising.

While a number of traditional fundraising models continue to serve JCCs well, lower funding from traditional sources and a changing donor base compels us to rethink our approach to fundraising efforts. The times have changed, and this series is designed to help.

Many JCC lay leaders and executives see a need to identify new sources of income to support the Jewish Community Center. This manual has been created in response to requests by our JCCs to provide a step-by-step guide to develop annual appeals for funds.

Getting the Most from Your JCC’s Annual Appeal (or the Steps to Get You Started) is the first in a series of three manuals published by JCC Association. Subsequent manuals will focus on planned giving and capital and endowment campaigns.

An important resource for all of your development needs, and an ongoing complementary reference for this and other manuals is JCC Resources (http://resources.jcca.org), the JCC intranet available on the JCC Association website, www.jcca.org. Under Administration/Fundraising you will find sample plans, policies, and communications materials from your colleagues across the country. You can also sign up on the FRD Listserv to share and collaborate across the JCC Movement even more.

This manual was prepared by our continental consultant, David Valinsky Associates for JCC Association’s Mandel Center for Excellence in Leadership and Management.

Thank you to the following JCC Association staff for their assistance: Fani Magnus Monson, vice-president of development, Ziva Davidovich, director of annual campaigns; Robin Ballin, senior vice-president for marketing and Miriam Rinn, communications manager.

We look forward to your comments and suggestions regarding the content of this guide. Contact Alan Goldberg, vice-president, Mandel Center for Excellence in Leadership and Management at [email protected]

Sincerely,

JCC Association

Alan P. solow ChairAllan finkelstein President

Mandel Center for Excellence in Leadership and Management

Ann P. Kaufman ChairAlan Mann Executive Vice-presidentAlan Goldberg Vice-president


Acknowledgements Our JCCs have an amazing history of impacting people’s lives: they are there for us unconditionally. When we need the JCC for preschool, camping, fitness, or theater, it is there for us. We may leave our JCC for other important life experiences, but we usually come back. We have kids. We are young professionals looking to connect with others. We have retired. The JCC opens its arms as if we had never left.

Many of our potential donors have experienced these same experiences with their own JCCs. Our fundraising programs offer one vital way for us to recognize their feelings of connection and enable them to extend a very personal form of appreciation. This support, as we know, keeps the doors open for others to experience these amazing gifts. Often the phrase, “a gift of a lifetime,” comes up in conversation with a potential donor. Your JCC—the one that you are working at today—is your gift of a lifetime to your donors. Where would they be if your amazing institution wasn’t there for them when they needed or wanted it?

We have talked with many skilled and experienced JCC development directors who have instituted top quality fundraising programs. Some of their materials are included in this manual. Additional materials are available through JCC Association Resources (http://resources.jcca.org).

Thanks:

• To so many wonderful JCC volunteers and donors (often one and the same) who have committed many long hours of planning, soliciting and contributing in support of each of our JCCs.

• To Fani Magnus Monson, who does a stellar job as the JCC Association vice-president of development and provided us with great insight and direction.

• To Alan Goldberg, who read many of our drafts on long, late-night flights home and provided very helpful edits and suggestions.

• To Alan Mann and Allan Finkelstein for their support throughout this process.

We hope you use this manual to develop the most successful annual appeal program you have ever had in your JCC’s history.

Sincerely,

David Valinsky Melanie Boyd David Valinsky Associates LLC


tiMes hAVe ChAnGeD!

Historically, the JCC’s fundraising goals were established by projecting income/revenue based on membership and programs, along with Jewish Federation and United Way allocations. Whatever budget gap resulted was filled with some type of fundraising program, often a special event.

Recently, JCC Association conducted an income analysis of areas of revenue over which JCCs have a great deal of control and those over which they do not. As you might expect, the report indicated that JCCs had much greater control in the areas of program and membership income than they did in the areas of central funding (usually provided by federation and United Way.)

Central Funding Percentages and Revenue as a Function of Budget 1995 – 20051

• Metro JCCs experienced an average 42% decline or $497,2872

• Large JCCs experienced an average 63% decline or $391,299

• Large intermediate JCCs suffered an average 25% decline or $42,355

• Intermediate JCCs suffered a 26% decline or $181,624

JCCs can no longer rely solely on membership dues and program fees, and we see that support from traditional funding sources such as corporations and government grants should not be relied upon as consistent sources of annual support.3 This trend has led many JCCs to create an annual development plan—a one-to-three-year plan for agency financial resource development.

the AnnuAL DeVeLoPMent PLAn

The annual development plan takes the guesswork out of the process by proposing a coordinated effort for all agency fundraising based on various strategies (special events, major gifts, capital campaigns, planned giving and annual appeals) and the revenue each is likely to generate.

Almost all JCCs hold special events throughout the year. While there may be a number of smaller, program-specific events, agencies will typically have one or more “signature” events (an annual event that publicizes the agency in the community as well as raises funds.) These are excellent “friend-raisers” to promote the JCC in the community and share its mission. However, as anyone who has ever been responsible for implementing a special event knows:

• The intensive planning and implementation of events drains staff

• Multiple events exhaust your donor pool

• They are more expensive than other methods

1 For a copy of the complete report, contact JCC Association Resources and request “JCC Income Analysis 1995-2005”.

2 Median dollar amount adjusted for inflation.

3 Notable exceptions to this trend are the New York City JCCs which have been very successful in attracting government grants. For information on how they have done it, see JCC Resources on the JCC Association website.

in the past, a Jewish federation’s allocation to its local Jewish Community Center typically represented approximately twenty-five percent of that JCC’s total budget. these allocations are shrinking and JCCs must adapt and be proactive in developing new sources of income.

I. Introduction


fundraising return-on-investment by tactic in a Mature nonprofit organization4

The above chart indicates the wide disparity between the various types of campaigns JCCs often run.

We can also look at it another way. The average return-on-investment for nonprofit fundraising is $1 for every 24 cents spent, although there is wide fluctuation depending on the strategy employed. A recent study found that small JCCs spent 36 cents for every dollar raised, while large JCCs spent 21 cents for every dollar raised. As you can see in the table above, special events—the fundraising technique most often used by smaller JCCs—provides by far the lowest return. On the other hand, face-to-face solicitations remain the most effective fundraising method. If financial resource development at your agency has always been event-driven, it is time to rethink your approach.

Corporate and foundation requests are another popular method. As with any fundraising approach, your success will pivot on your ability to develop relationships. It may be tempting to spend hours preparing numerous proposals, but without also spending the time to get to know the people who will be reviewing those proposals, your work may be wasted. Get to know leadership and keep them informed of your agency by including them on your newsletter and/or other mailing list.

Also be aware that corporate and foundation giving represent only a small piece of the philanthropic pie. According to Giving USA 2006, their combined giving represented a little less than 17 percent (4.3 percent and 12.4 percent respectively). While foundation giving did increase from 2005 to 2006, this is probably due to the fact that more and more individuals are choosing to make their gifts through family foundations.

More importantly, of the $295.02 billion given to charitable causes in the United States in 2006, more than eighty percent came from individuals (including current gifts and bequests.) Not corporations, not government, not foundations, but from philanthropic-minded individuals.

Honorary and Memorial Giving options allow donors to pay tribute to those they love and, as such, represent an important community-building service. However, they typically account for only a small percentage of total income from all development efforts.

The Growing Impact of Family Foundations

from 2005 to 2006, foundation giving in the u.s. increased by 12.6 percent. in the four years prior (2001 to 2005) the number of family foundations grew by 22 percent, suggesting that this vehicle is replacing individual giving in some cases.

TacticMedian amount raised

per $1 spent

Major gifts (face-to-face) $24.00

Capital campaigns $20.00

Planned giving $20.00

telephone calls $11.90

Direct mail $10.00

special events $3.20

4 Nonprofit Fundraising and Administrative Cost Project, AAFRC Trust for Philanthropy, Giving USA 2003.


Major gift cultivation and requests refer to gifts of $10,000 and above. Often, this type of financial resource development is eclipsed by special events and campaigns, but it is vital to a strong development program. Major gift requests are also the most cost-effective of the fundraising strategies, raising a median of $24 for every $1 spent (as opposed to $10 for direct mail and $3.20 for special events.)

Your JCC may have or will probably in the future conduct a capital and/or endowment campaign. (See the appendix for a discussion of how JCCs’ traditional emphasis on campaigns set them apart in the nonprofit landscape.) In the past few years, both the number of and the dollar goals for JCC capital and endowment campaigns have increased both in the United States and Canada with some JCCs currently planning initiatives to raise $25 million, $50 million and even $100 million.

A strong development program also includes, of course, the annual appeal. We are using this term to distinguish JCC annual fund raising efforts from Federation’s annual campaign. At present, a majority of JCCs are not using this key fundraising approach as a part of their annual development plans. Annual appeals are absolutely vital to the financial stability of each JCC as traditional sources of revenue continue to dwindle.

GrowinG iMPortAnCe of the AnnuAL APPeAL

For many nonprofit organizations, the annual appeal serves as the cornerstone of their annual fundraising efforts. You probably receive a few appeals yourself from your alma mater, a local or national hospital, or synagogue. An annual appeal is an effective strategy, but many JCCs either do not have a program in place or are just starting to implement one. In many cases, JCCs do not want to interfere with their Jewish federation’s annual campaign. Although this unwritten rule may still remain in some communities, we are seeing that federations are more willing to reduce this obstacle and allow the appeal to be conducted as long as the timing does not conflict with the federation’s annual campaign.

It is not unusual for JCCs that have never conducted an annual appeal to conduct successful capital campaigns. For those who have never held an annual appeal or have held only one or two, a traditional yet exciting program can play an integral role in your fundraising plan. The annual appeal can also help to strengthen your relationships with potential major, capital campaign, and planned giving donors, while providing a critical current income stream to your agency.

The annual appeal offers you the opportunity to communicate with your members and program participants. Information on how the JCC benefits the community is a core message of this fundraising program. A recent study conducted by JCC Association found that 87 percent of members—both Jewish and non-Jewish—felt that the JCC was an important part of the broader community.

In the pages that follow, we will define the annual appeal, explain its place in a healthy development plan, and offer a step-by-step approach to the preparation, implementation, and evaluation of this strategy. For those of you who have conducted many successful appeals, we hope you will find some nuggets of information to strengthen your existing program.

Just as capital campaign donors may become annual appeal donors, annual appeal donors may become capital campaign donors.


the CentrAL roLe of DeVeLoPMent stAff

Increasingly, JCCs are hiring development staff, knowing that while they may not see a payoff right away, they most certainly will within three years. These new staff members and their longtime development colleagues are experiencing dramatic changes in their roles as they relate to financial resource development. JCC development directors5 are studying past fundraising results, evaluating new approaches and methods, and bringing some very dynamic plans to the table. It is clear that their role has become much more central to the overall process as they are often coordinating all fundraising efforts for their agencies and are regularly involved in—and sometimes leading—the strategy and planning for donor development and major gift cultivation.

Creating a well thought-out annual development plan for board approval places the development director at the center of fundraising efforts. As you are no doubt aware, program directors and others may tend to reach out to a variety of funding sources for support of their programs—often without the lead development staff member’s knowledge or involvement. JCCs certainly want to encourage this type of outreach and are grateful for the work staff and volunteers put into these efforts. Yet we know that if all of these activities are not coordinated by the development director, agency fundraising efforts and donor relationships may be compromised:

• Simultaneous approaches to the same donor from two different departments may inadvertently communicate that the JCC doesn’t really know what it’s doing; or

• A small ask for a $1,000 sponsorship of a theater program, for example, may take away from a donor’s consideration of a much larger, yet still program-specific ask— say a lead gift of $100,000 for a significant theater renovation.

To avoid these and other logistical nightmares, which may undermine your best efforts to establish and maintain relationships with donors, we recommend that the lead development staff person serve as the central coordinator of all agency fundraising efforts. Just as hospitals and universities have a central development department that coordinates all departmental

5 For consistency throughout this manual, we will be using the term “development director” to refer to the lead development staff position which goes by many names including financial resource development director (FRD), chief development officer (CDO) and vice-president of development, among others.

Nurturing Your Collaborative Relationships with Other Staff

we encourage the development director to meet with department heads on a regular basis (at least monthly) to identify potential major gift donors. All staff may be able to identify potential major donors for specific events, programs or appeals.

this collaborative approach will benefit both the individual department and the overall JCC as you work together to share information about projects (department-specific and the JCC in general) that your donors may be interested in supporting, discuss natural solicitation partners, and coordinate future solicitation approaches accordingly.

sharing information will also allow you to recognize your donors for their support of the JCC in general as well as your JCC’s specific departments or programs. (when a solicitation meeting does take place, your donors will appreciate being recognized for their total support of your JCC and invited to contribute to the one project that makes the most sense for them at that time.)


fundraising efforts, it is essential that all fundraising roads at the JCC lead to the development director. Program and administrative staff should be encouraged to turn to the development director for guidance and education. In turn, it is the responsibility of the development director to provide the necessary training to help staff improve their fundraising skills.

CLArifiCAtion of terMs

If you are just beginning to explore the possibility of conducting your JCC’s first annual appeal, it may be helpful to start by distinguishing it from similar Jewish federation efforts.

We all know that in most communities the strongest support we most often benefit from, even as allocations decrease, is the federation annual campaign, which falls under the direction and oversight of the Jewish federation. It is important to avoid conducting your own annual appeal during the main part of federation’s community campaign.

For the purposes of this manual, our focus will be on the annual appeal, a JCC-driven, structured effort conducted within a given time frame to solicit annual contributions from members and the community. (A list of other related terms appears in the glossary.) The annual appeal enables donors to support specific projects and/or all JCC programming.

Benefits of the AnnuAL APPeAL

• Creates immediate financial support

• Expands your donor base

• Increases current donors’ affinity with the JCC by inviting all members and friends to support an organization they truly cherish.

• Cultivates early support for other giving opportunities. As referenced earlier, regular smaller donors to your agency may often have the capacity and interest to make more significant gifts.

• Creates renewed interest in the JCC by educating members about additional programs and community benefits of which they may not be aware. Many members’ initial participation in the JCC—fitness and preschool are probably the most typical examples—can lead to a ‘silo view,’ leaving them blind to the depth and breadth of your JCC’s offerings.

Should I encourage multi-year pledges?

while this manual assumes that payment is received within a year, your annual appeal may include multi-year pledges, reducing future solicitation efforts. while we understand that some JCCs may choose to offer a three-year pledge option to reduce their time spent fund-raising, care must be taken so that the solicitation is accomplished with the a request for increasing gifts in subsequent years. Care must be taken to nurture the relationship for the life of the pledge.


APPeAL strAteGies

the annual appeal may include all or some of the following strategies:

1. Face-to-face solicitation of prospects for top level giving (donor clubs)

2. Donor clubs/levels to encourage increased giving over time

3. Renewal strategy for members in the top giving levels and those who could be elevated

4. Annual appeal letters to JCC membership, past donors, and other target audiences

5. Telephone appeal

6. Corporate appeals

7. Kickoff and celebration events

8. Matching gifts from the Combined Federal Campaign (or Canadian equivalent)/ United Way/community endowments and corporations

the program operates on three levels concurrently:6

1. Get the Gift - Invite prospects to make initial gifts

• Mail an initial letter and/or brochure to inform potential donors about the opportunity to provide financial support with the JCC

• Provide education about the JCC and why their gifts are important

• Ask them to make an initial gift

• Thank prospective donors-turned-contributors for their gifts

2. repeat the Gift - Invite past donors to repeat gifts

• Mail information to past donors informing them of the result of their giving

• Invite donors to contribute in various programs and activities

• Suggest that their gift be made on a multi-year basis, with built in increases if possible

3. upgrade the Gift - Invite donors to increase their gifts

• Ask past donor to consider moving to a higher level of giving, through face-to-face solicitations

• Provide increased status through donor levels/clubs

• Acknowledge donors for reaching higher gift levels

• Offer a variety of events and/or activities that will encourage them to give again

• Help donors to become a valued part of the JCC ‘family’ by involving them in the mission of the institution

• Practice good stewardship of the gift—and the giver

6 The Fundraising School. Center on Philanthropy at Indiana University.


Assess Your Current Program

involve JCC Volunteer and staff Leadership

Discuss with or inform Jewish federation

Create Case for support (focus and Projects to fund)

Appoint Chair(s) and Committee Members

identify Prospects

Create a timeline

establish a Budget

set Goals

Confirm Appropriate Administrative Procedures

establish Giving Levels/recognition

Develop Pr Materials (solicitation Package)

7 This order is intended as a guide only. Some steps may happen simultaneously, and many will differ based on your JCC’s annual appeal plan.

II. Getting Started

7


Assess Your Current ProGrAM

If you have already conducted an annual appeal in the past, you know that it takes a very creative touch to maintain excitement and interest in the program year after year. Start by assessing your last few appeals, paying attention to what did and did not work:

• Past giving

• Leadership

• New and existing projects being funded

• Time of year

• Solicitation materials

• Volunteer training

• Recognition

• Events

inVoLVe JCC VoLunteer AnD stAff LeADershiP

We believe most of you would agree that successful fundraising is a team effort. The financial resource development director and many additional support players greatly influence the success of major capital and endowment efforts and the annual appeal.

President and President electIn the recent JCC Association study Leaders among Leaders: Qualities of Effective Presidents

of Jewish Community Centers, fundraising skill and ability were recognized as important criteria for success. The president and president elect are often in the best position to ensure not only full endorsement by the board and past presidents, but also to invite members’ personal gifts. Committing their own personal gifts early on makes them effective ambassadors to encourage 100 percent giving by all board members. They should be involved in some of your top solicitations. The president and president elect, in consultation with the executive director, will be expected to identify financial resource development and annual appeal chair(s), who will have a very active role in the planning, implementation and face-to-face fundraising process.

the JCC BoardThe JCC board is critical to fundraising success. At a time when professional staff has taken on a more active role in solicitations throughout the fundraising world, boards of smaller JCCs need to maintain a very public and active fundraising presence. If the board does not step up as key ambassadors for the appeal—in word, deed, and gift—it is highly unlikely that the annual appeal will succeed, and you may be left with only a tired “same old, same old” letter, sparking minimal if any interest and thus delivering minimum results.

Without question, the board must be totally behind the implementation of any successful annual appeal. In fact, the board should approve the implementation of the campaign by vote. There is a lot of talk at JCCs about the ‘give or get’ philosophy among board members where individual members are challenged with an amount—say $5,000—and then charged with bringing that


amount to the JCC through their own personal gifts (‘give’), gifts that they bring from other sources (‘get’), or some combination of the above. In fact, a recent study by JCC Association found that more than half of those JCCs participating define annual board giving as ‘give or get.’

For the annual appeal, we strongly suggest that you focus on give. Regardless of capacity, every board member must make an annual gift that places them in one of the donor clubs. (In fact, BoardSource, a nationally recognized research and training center for nonprofit boards, identifies personal giving to the nonprofit organization as one of the ten responsibilities of a board member.) If they are going to effectively serve as ambassadors for the appeal—especially if this is your first time out—your board members need to serve as examples to the community and be able to invite others to join them in making their own gifts. Board members must understand their obligation to be a solicitor, but above and beyond, they must make a personal contribution that cannot take the place of any other role they may play.

As planning takes place, you will want to share the potential benefits and impact of the annual appeal with the board. This also provides you with the opportunity to strengthen your presence as THE development officer for the JCC. Typically, all of your board members will have heard of, donated to, or participated in one or more annual appeals of other organizations they are involved with or support. It only makes good financial sense that your JCC should benefit from their established annual giving tendencies.

The board’s role is especially important in smaller JCCs. Often, these agencies do not have a development director in place and thus, the work of fundraising is left to the executive director. Here, the role of strong volunteer leadership willing to identify donors and invite their support is even more critical.

If you’re preparing for or in a capital campaign, should you conduct an annual appeal?

if you have held an annual appeal in the past, we suggest that you still attempt to conduct it since the two tend to fund different projects: the capital campaign funds capital and the annual appeal supports ongoing agency operations.

if however you have never initiated an annual appeal, continue your efforts solely on the capital campaign, assuming that planning and research supports this major effort.

You should be able to raise a significantly greater amount than you would for a first-time annual appeal, and depending on how long pledges are being paid in support of the capital campaign, an annual appeal can still be introduced 12 to 18 months after the campaign is completed. Many donors may not choose to participate, as they will still be paying on their campaign pledges, but there will remain a significant percentage (as many as half) who did not contribute to the capital effort, making them good prospective donors to the annual appeal.

Your board members’ support of the new appeal will be critical as all of them will have likely made a capital campaign gift and should also add an annual appeal gift.


Past PresidentsWho knows the JCC better than its past presidents? While their roles often may be reduced as they finish their terms, popular and well-respected past presidents can play key roles in the annual appeal as committee members, honorary chairs, or chairs. Based on their prior leadership roles, they should be very comfortable sharing the JCC story, mission, and benefits to the community as well as knowledgeably discussing the JCC’s future or specific program needs. Not only will they prove to be apt spokespersons, but involving your past presidents in the annual appeal process will also deepen their connection to the JCC. The annual appeal opens the door for your continued cultivation of their services, leadership, and philanthropic support. This is especially important for those who may feel their work is “done” and thus move away from the JCC.

executive DirectorThe executive director plays a significant role in the JCC fundraising world. It is no longer acceptable for chief professional executives of not-for-profit organizations to shy away from fundraising on behalf of their agencies. Just look at university presidents, hospital CEOs, and arts organization directors, to name a few: many of these leaders spend no less than 25 percent of their time in donor visits and cultivation. For university presidents the time spent is closer to 75 percent! Increasingly, donor cultivation and solicitation is a major task your JCC executive.

Often one of the most challenging issues that JCC leadership has to deal with is the size of the agency. Many large and metropolitan JCCs have been able to provide the budget support to fund a financial resource development position as well as additional support staff. This staff member is appropriately assigned to coordinate the development process and introduce and implement the annual appeal as part of the agency development plan.

Note that we say coordinate the development process. Often, a flourishing JCC that has succeeded in expanding philanthropic support has an executive director who actively serves as the key fundraising officer, comfortably taking the lead in most major gift cultivation and solicitation efforts. The development director keeps him or her aware of the agency’s major gift donors and prospects, yet the executive director agrees to participate in many key solicitations, including those with current or former board members and past presidents. Perhaps most importantly, the executive director is able to convey the vision, acts as a confidence builder for volunteers, and serves as the “closer” of certain, appropriate gifts.

The role of Your Executive Director

1. involve your executive director in a review of your key prospect list.

2. Provide her with the most current information on prospect giving histories.

3. Provide him with all current information about the plan and progress of your appeal.

4. Determine who should join her on calls. it may be the appeal chair, you, and/or board president, or your executive director may choose to go alone.

5. review the donor’s profile: connection and history with the JCC, possible objections/concerns, and areas of interest.

6. Confirm that the executive director has made his own gift to the appeal.

7. Keep the list of donors to visit relatively small (two to four). You can always increase the list. As the executive is successful with the call (not always based on the size of the gift), you may find a willingness to take on more names.


The executive director’s role is even more significant in small- and intermediate-sized agencies, where funds may not be available for a full-time development director. We do recommend funding a development position as a budget priority. The executive director may actually coordinate all major gift cultivation and the agency’s major fundraising event. Often a staff member (program or assistant director, if there is one) handles some of these fundraising assignments.

Regardless of agency size, face time with the head of the organization is important for donors—especially lead donors—so your executive director will need to be available for top solicitations. Often, these prospects will be board leaders who expect to be invited to support the appeal at the top level by top-level staff.

If the prospective donor is not a board member (with whom we assume the executive director has more frequent contact), the annual appeal will give the executive an opportunity to cultivate and strengthen relationships with other donors who have the capacity to provide significant resources to your agency. The appeal visit and request can be one of many opportunities for your executive director to visit with these special donors and truly develop a relationship.

Management teamA third source of support should come from your JCC management team, and the size of your JCC will obviously dictate how many members are involved. As you go over the plan and potential impact of the appeal, assistant directors, program directors, department heads, and finance directors can all provide much-appreciated input to the process.

Identifying top prospects, providing historical and current connections, and taking part in selected solicitations are all important roles the larger team can play. In many situations, members of the management team will be the most helpful and appropriate individuals to identify, cultivate, and in some instances, solicit vendors and other outside contacts.

DisCussinG with AnD inforM the Jewish feDerAtion

When we began to plan this guide, the sense was that Jewish federations might raise major roadblocks and obstacles to a JCC-run annual appeal. Yet after many conversations with JCC development officers, executive directors and board members, the general consensus is that if your appeal is conducted at the right time of the year and done well, your federations may not only avoid throwing up obstacles but may even encourage and endorse your fundraising efforts. At the same time, it is critical that the JCC respect federation blackout dates.

In addition, working with your Jewish federation to identify key donors can be critical, as they often know donor capacity, especially which donors want to support the JCC. It may be as simple as holding a conversation between your two executive directors. Based on your agency’s relationship with the local federation, an initial discussion between the JCC executive director and president, federation executive director and president, and development director may also be appropriate in order to review the proposed direction of the appeal and confirm the process (e.g. mailing list, timeline, etc.)


CreAte CAse for suPPort (CreAte A foCus AnD Define ProJeCts to funD)

General operating expensesYou may determine that the annual appeal will simply go toward general operating expenses, and some JCCs with annual appeals in place choose to do just that.

A single program or project – designated fundingAnother option is to choose a specific program you feel will generate excitement among membership. This may be an existing program that is showing a deficit, an existing program you want to shed new light on, or a new program you are looking to introduce.

Multiple optionsA third approach is to choose a number of programs or initiatives for funding. For example, JCC Association’s An Ethical Start© program for early childhood, the JCC Maccabi Experience©, local theater opportunities, scholarships as well as other local JCC efforts are perfect opportunities for donors. Providing these options gives donors a choice while providing you with an opportunity to educate members and friends on the breadth of offerings at the JCC (a way to combat the ‘silo view’ mentioned earlier.)

You may even choose to combine approaches—offering a full span of choices to some members while segmenting your appeal for select audiences who will receive invitations to support programs in which they are already invested (i.e. a separate appeal to early childhood parents and another to theater supporters). Most important, a JCC must develop a consistent fundraising approach to the community where multi–year gifts may be appropriately encouraged.

Moves Management® in the Annual Appeal

Put simply, Moves Management is a strategic series of steps meant to help donors to increase their annual support over time.

step 1: As you plan for each annual appeal, conduct a serious review and evaluation of donors to last year’s effort to identify prospects you feel could increase the amount of their annual gift.

step 2: identify the best ‘natural partner’ for each prospect – those who know the individual very well.

step 3: Ask each partner to invite her prospect(s) to a kickoff luncheon recognizing donors giving a minimum of $500 -$1,000 to the annual appeal.

step 4: if they cannot attend the kickoff or a face-to-face meeting, be sure that the letters they receive are personalized.


APPoint ChAir AnD CoMMittee MeMBers

All volunteers can do something, but they will expect to know (and rightfully so) that they have the full support of staff and understand lay and professional roles.

Annual Appeal honorary Chair(s)It is not necessary to appoint an honorary chair, but there may be a local celebrity or well-respected community leader whose stamp of approval will encourage support. While this is not a working position, the honorary chair may play a very public and important role at your kickoff and other events. The honorary chair must be a top level donor to the appeal.

Annual Appeal Chair(s)More often than not, your chair will be a key factor in the appeal’s success. He should be well-known and well-respected, an enthusiastic spokesperson for the JCC, and willing to take ownership of the results. Of course we all know that when a program is successful, we want to publicly recognize and credit our lead volunteers with its success.

Key responsibilities:

• Make a leadership gift (hopefully at the top giving level)

• Help identify and recruit committee members

• Serve as a spokesperson at appeal events

• Help to identify, cultivate and solicit prospects

Annual Appeal Committee MembersA working committee of ten to fifteen JCC members should be sufficient, although depending on the size of your agency, you may want to increase the number to twenty or twenty-five. Essentially, their roles will be (1) to reach out to prospects in face-to-face meetings and over the telephone to invite gifts, and (2) to be strong ambassadors for the appeal and the JCC in general.

Lead Development staff The annual appeal should not be staff-driven, but rather staff-directed. Thus, it falls to the development director to take responsibility for all aspects of the annual appeal.

Key responsibilities:

• Manage all aspects of the annual appeal

• Train volunteers

• Create solicitation materials (in conjunction with marketing staff)

• Evaluate results with the annual appeal committee

• Report progress, with the appeal chairs to the board and staff


iDentifY ProsPeCts

In addition to JCC board members and executive staff, the lead development staff should also plan to meet with all department heads and key program staff. These informational and confidential meetings should be used to identify prospects, share information, and coordinate approaches. At the same time, you can begin to educate staff on how to identify potential donors and cultivate and build relationships with them.

As you work to make sure that every JCC member and program participant is asked to make a gift—even those on scholarship—do not neglect other potential constituencies.

family foundations: Carefully research local family foundations that may have specific opportunities available locally or regionally. Local family foundations may be an excellent source for the annual appeal. Especially if you have a relationship with foundation board and staff members, they should definitely be considered. Stewardship is critical with family foundations.

non-Jewish Members: Asking all of your members to support the appeal will naturally include asking your non-Jewish members. While they should certainly be invited through direct mail, also consider doing so in face-to-face meetings based on their perceived capacity and frequent use of facilities/programs. The main challenge here is identifying their motivation to give. Perhaps it is a question of economic development or the part your JCC plays in the health of the general community.

Often, reaching out to the corporate community will provide you the opportunity to tell your story: why, although the JCC is a Jewish agency, its impact on the larger community is far-reaching. A recent study conducted by JCC Association found that 84 percent of members, both Jewish and non-Jewish, felt that the JCC was an important part of the broader community at large. The same study also found that more than twenty-five percent of our non-Jewish members are willing to make an annual appeal donation over and above their membership dues. This may be an untapped source of income.

Local Corporations: Corporations tend to give to special events where they can receive wide-spread publicity through a sponsorship, yet they may also be great prospects for the annual appeal. You need to get to the advertising/marketing department to get them involved in an annual appeal. Do not be shy about offering publicity to the donor’s business.

If one of your board members has a strong contact as a staff or board member of a local corporation, your best bet may be to ask for sponsorship of a major event or program. If, however, you don’t have a close tie, but think corporate leadership may understand the role of the JCC in the greater community, asking for a meeting to talk about their support, especially in the context of the “one-time ask” detailed in the appendix, may be well worth the effort.

JCC staff: In addition to assuring 100 percent participation from board and staff leadership, the annual appeal may be the one time during the year that all staff members—both full- and part-time—are invited to contribute to the JCC. Typically, this is done by means of a ‘mini-campaign’ similar to the one you may conduct for your Jewish federation or United Way.


CreAte A tiMeLine

Some JCCs hold a year-long appeal where all gifts made over the course of the year are recognized as part of the annual appeal effort. Other JCCs have successfully introduced the One-Time Ask approach. (This approach is explored later in the appendix.) However, our focus here will be on a targeted three to four-month annual appeal effort.

sample Annual Appeal timeline

Month one and two

• Convene annual appeal sub-committee

• Confirm donor club levels

• Prepare initial draft of annual appeal materials

• Compile and review initial prospect lists and constituencies

• Prepare initial solicitation assignment lists for committee members

• Confirm gifts from lead staff and volunteers (board, annual appeal committee and executive staff)

• Begin initial planning for PR articles and activities

• Set date for kickoff event

• Confirm recognition policies

• Solicitation training

• Finalize solicitation assignments

Month two and three

• Finalize annual appeal materials

• Hold annual appeal presentations for and solicitations of select donor groups (parlor meetings)

• Hold kickoff events such as luncheons, receptions, gatherings in a unique part of the JCC you wish to shed light on, or in a donor’s home

• Conduct comprehensive annual appeal mailing

• General mailing to members and program participants

• Submit articles to your newsletter or magazine

• Display signage in strategic areas of the JCC

• Conduct phone-a-thon

• Present fundraising report to annual appeal committee/board

Month four

• Continue face-to-face solicitations where appropriate

• Conclude campaign—consider a closing event to thank donors and volunteers

What are the advantages of short-term (three to four months) and long-term (year-long) appeals?

often, we see donor/volunteer fatigue for year-long projects. however, we also know that many JCCs have successfully incorporated a year-long appeal. our suggestion is to conduct a short-term, focused appeal so your donors and volunteer leadership can see the results more quickly.


estABLish A BuDGet

The cost of an annual appeal program tends to be high. The cost of an established program may run between 15 and 25 percent of the amount raised (including costs of materials). If you are just starting out, your cost may be even higher. In your explanation to the board, it will be important to explain that over time, expenses will decrease and the annual appeal will become an invaluable foundation for future major and planned gifts, and thus well worth the investment. The involvement of the board is critical in reducing these costs.

Budget line items

include the following when developing your budget:

• supplies

Stationery and envelopes

Thank you gifts for volunteers (optional)

Recognition display (if not already in place)

Recognition awards to donors (optional)

• Printing and publications

Letter and/or brochure and response vehicles

Signage (for special events and strategic placement at the JCC)

Copying costs

• Postage and shipping

Postage

Mailing services (if you hire an outside firm)

• other event costs (including food)

Kickoff event and special speaker (if you decide to hold one)

Meals for major gift solicitations (should be minimal as volunteers will typically pay)

Phone-a-thon and optional thank-you luncheon for volunteers

• training and education for staff and volunteers

• Consultant (often used for plan development and volunteer training)


set GoALs

A realistic first goal may simply be to commit to conduct the annual appeal. At the end of the appeal, you may determine where improvements and modifications should be made and begin to set more specific goals:

• Total amount raised

• Total number of gifts

• Total amount raised from new gifts

• Number of new donors

• Increase in giving levels

As you plan, be aware that goals in a well-organized annual appeal will typically fall into the following ranges:

10% of the donors = 60% of the funds



Gift Chart Especially if this is the agency’s first annual appeal, you should review the number of gifts and prospects required for a successful outcome. A gift chart can be a useful planning instrument as well as a base for evaluation once the appeal is complete. In the example on page 24, the first two gifts equal 10 percent of the goal (five percent each).

Base70% of Donors

upgraded Gifts20% of Donors

Major Gifts10% of Donors 60% of funds

20% of funds


% ofDonors

10

20

70

% ofDonors

10

20

70

sample Gift Chart to raise $100,000

sample Gift Chart to raise $250,000

If you are not sure what final goal to set, be realistic and conservative. Going over goal generates excitement, but not meeting your goal could cost much more than dollars as volunteers and staff motivation deflates.

Gift Range - $ # of Gifts # of Prospects $ per Range

$5,000 2 10 (5:1) $10,000

$3,600 4 30 (5:1) $14,400

$1,800 8 40 (5:1) $14,400

$1,000 12 48 (4:1) $12,000

$500 20 80 (4:1) $10,000

$250 40 120 (3:1) $10,000

$100 120 240 (2:1) $12,000

under $100 200 400 (2:1) $17,200

totALs 406 1,368 $100,000

% offunds

60

20

20

Gift Range - $ # of Gifts # of Prospects $ per Range

$25,000+ 1 5 (5:1) $25,000

$10,000 2 10 (5:1) $20,000

$5,000 4 20 (5:1) $20,000

$3,600 8 40 (5:1) $28,800

$1,800 16 80 (5:1) $28,800

$1,000 24 96 (4:1) $24,000

$500 48 192 (4:1) $24,000

$250 100 300 (3:1) $25,000

$100 160 320 (2:1) $16,000

under $100 250+ 500+ (2:1) $38,400

totALs 613+ 1,563+ $250,000

% offunds

60

20

20


ConfirM APProPriAte ADMinistrAtiVe ProCeDures

We continue to see that a strong gift management system is becoming more important as fundraising efforts continue to become more sophisticated.

Maintaining Your Mailing List The mailing list is at the heart of the annual appeal effort; thus, its maintenance must have high priority. It will be helpful to hold discussions with administrative staff well ahead of time to ensure that your list is up-to-date, and don’t forget to include longtime JCC members and preschool and camp parents/grandparents.

Managing Donor recordsIn general, our agencies tend to come up short in collecting data that is easily available. In addition to the basic information already being tracked in your membership files, we suggest that you hold early discussions with your director of administration/chief financial officer or IT manager to explore how your membership billing systems may be used to incorporate additional information on donors and potential donors that may be useful to you. For example, grouping like employees and businesses together will make for more effective solicitations.

sample information to include:

• Employer and position title (for all adult family members)

• Date acquired as a donor

• Date and amount of most recent gift (excluding) membership and programs

• Date and amount of largest gift to date

• Total of donations for the current year

• Any other special information (e.g. alma mater, children’s universities, involvement in JCC or other community organizations)

• Events and programs the family has participated in at the JCC

Some development directors have begun to establish their own donor databases to track this information. Work with your director of administration/CFO/IT director to determine whether the current software is adequate for donor management of your agency, and if not, whether there are other options you can explore. More sophisticated donor software will allow you to run specific reports on your donor base to give you a more comprehensive picture. While the upfront expense may seem high, your investment will more than pay for itself as you continue to capture pertinent information in your ongoing conversations with your donors.

Most importantly, this information should be used to assist the solicitation team in linking the right solicitor with the right donor. The more in common, the more effective the solicitation is likely to be.

How the Postal Service Can Help

for a fee you can have your mail list updated with appropriate change of address and zip code information. this service is available both in the united states and Canada.


set up online GivingWhile it is not typically effective during a capital campaign, many members and friends of the JCC appreciate the option of online giving; it is convenient and often a way to open the door, especially to young donors. If you decide to implement this option, make it clear in your solicitation materials, and then work with information technology staff to ensure that the process is in place well before the appeal kicks off. Be certain that the online provider you use has a secure site.

One of the challenges of adding an online payment option to your website is how to be technologically advanced while at the same time emphasizing the personal touch that is so important to successful fundraising. While nothing takes the place of face-to-face contact, pictures, quotes, and descriptions of how your agency benefits the community will help to personalize your online appeal. The Merage JCC of Orange County, CA e-mails videos to prospective donors to strengthen their case for giving

Online giving is especially good for individuals who want to give multiple gifts in honor or in memory of others. A number of providers offer integrated on-line fundraising with their FRD management packages. Others offer stand alone online fundraising including First Giving, Guidestar and Yahoo Giving.

Talk to your JCC Association consultant about options that are available to you.

estABLish GiVinG LeVeLs/reCoGnition

Of course, you will want to recognize all donors to the annual appeal, regardless of the size of their gifts. In addition to a thank you letter, you may also list them in your annual report and/or program guide/monthly or quarterly brochure.

Often, the gift chart enables the fundraising committee to begin to position potential donors to the appropriate gift categories. Donor giving levels/clubs help to raise donors’ sights and help you to raise the level of their gifts from year to year. Those people who have the capacity to be extraordinary givers are encouraged to move up and be recognized for their generosity. It’s important that you choose meaningful names for your community’s giving levels. To the right is a sample from Salt Lake City.

Wealth Engines and Donor Data Mining

wealth engines, donor data mining, and other research and technology companies can be helpful in uncovering members “flying under the radar” who may have the capacity to become major gift donors to your agency. typically, these companies will review potential wealth indicators such as high income neighborhoods, real estate holdings, stock and securities, and home values. this information can serve as a starting point for cultivation strategies, but should not replace your consideration of the most important indicators of potential gifts—your members’ connection to the JCC, their belief in its mission, and their relationship with staff, board members and other members.

I.J. & Jeanné Wagner JCCSalt Lake City, Utah

$10,000 founders Circle

$5,000 wagner Circle

$2,500 Community Circle

$1,000 supporters

$500 friends


Also, consider creating a donor club to recognize donors who give at a minimum level and above. At the I.J. & Jeanné Wagner Jewish Community Center, annual appeal donors of $5000 and above become members of the Wagner Society (some agencies may begin donor club recognition at a higher level.)

Privacy and ConfidentialityOn occasion, JCCs may be approached to share their donor information with other community foundations or agencies. It is important that each JCC have established guidelines as to how they will protect their donor records and giving information. More information regarding privacy policies is available on JCC Resources.

DeVeLoP Pr MAteriALs (soLiCitAtion PACKAGe)

The solicitation package is a key part of your annual appeal as it will be mailed to all members and friends of the agency to ask their support. (See Sample Materials)

The four basic elements are:

• Solicitation piece

• Response device

• Reply envelope

• Enclosures, if any

Case for GivingFor those of you who have conducted a capital campaign, you have probably prepared a case statement or case for support. Like the case statement for a capital campaign, an effective annual appeal solicitation piece will communicate the following:

• Your mission

• Why the JCC is important

• How the JCC makes a difference in your community

• The impact of donors’ gifts—what benefits will result

• A direct call to action

Unlike in the capital campaign case statement, be sure to include a clear deadline for making a gift, as well as the various donor levels/clubs available.

Paint a Picture

People give to people and the larger the gift, the larger the emotional investment. help your donors by painting a picture of the benefits of your JCC for children, families, and seniors. in addition to pictures, consider sharing emotional stories of how one child/family/senior benefited from your JCC’s services.


stand-Alone Letter

You might choose simply to send a letter from the JCC president, executive director, and/or annual appeal chair(s). Consider using underlining and bold fonts to highlight a key benefit and the invitation to give for those potential donors who may only skim the letter very quickly. Determine exactly whom you are trying to reach before you begin the composition of the letter. Include a personal or emotional story that describes the important work of your JCC.

Pamphlet/Brochure

Your brochure may be as simple as a tri-fold pamphlet for a # 10 envelope or much more elaborate. (A number of examples are included in the sample materials.) You should consider including a letter with the brochure, either as part of the piece itself or as an additional insert, to personalize the invitation to make a gift.

response Device and reply envelope You may choose to combine these two by printing all of the necessary information directly onto the reply envelope, or you may choose to enclose a separate card. Regardless of the presentation you decide on, include all of the elements you will need to record the gift properly and recognize the donor appropriately:

• Full name(s)

• Gift amount and date

• Preferred listing (if different from the above)

• A signature line committing to the gift

• Whether or not the donor wishes to remain anonymous

• Credit card information and signature line

• Fund for which the gift is intended

• Request for updated information you would like to track, such as e-mail addresses

• A checkbox for corporate matching gifts

In addition to these basics, don’t miss the opportunity to remind donors that you accept planned gifts such as bequests. Simple checkboxes to request additional planned giving information or to indicate that donors have included you in their estate plans may open the door for follow-up discussions.

enclosuresAgain, the decision whether or not to include enclosures varies from JCC to JCC. Some options are as follows:

• Passes or theater tickets

• A short personal note from a key leader or beneficiary of your programs (i.e. a child, senior, or immigrant)

• Bumper sticker, bookmark, kitchen magnet or other inexpensive marketing items


train Volunteers

hold Kickoff event

Conduct solicitations

• face-to-face

• Mailing

• telephone

Maintain Momentum

III. Implementation


trAin VoLunteers

solicitation instructions It’s common to assume that your lead volunteers will be comfortable asking for support, yet the fact is that most volunteers are uncomfortable asking their peers for money. Your job will be to help them increase their comfort level with face-to-face solicitations and telephone calls to invite a gift.

To do so, you will want to conduct solicitation training. (Sample instructions are included in the sample materials section and on JCC Resources.) As we all know, getting the appointment is half of the challenge, so do not neglect to spend time on how to set appointments over the phone. Following your training session, you may also want to provide your volunteers with a one-page list of reminders.

frequently-Asked-Questions Document We all know that objections are a natural part of the solicitation process; and we need to train our volunteers on how to respond to them. While we view objections or questions as an opportunity to engage the potential donor further or as a mild roadblock we deal with and move on from, our volunteers may be put off and stop the conversation there.

Taking time with your volunteer leadership to identify what questions may arise and agreeing on the appropriate answers will arm your volunteers with the tools they need to be successful. Of course, you will not be able to foresee all possible objections, but you may be surprised at how much this simple document will boost your volunteers’ confidence.

JCC fact sheet Many of our members may know a lot about one aspect of the JCC, but few (especially those who have not served on the board) understand the full depth and breadth of the JCC’s offerings. A simple one-page fact sheet will deepen their knowledge and help them during face-to-face and telephone solicitations. (See Sample Materials)

hoLD KiCKoff eVent

While not always necessary, a kickoff event will help to generate excitement and buzz around the annual appeal. For example, many of you have seen United Way appeals that hold a big kickoff reception. If the appeal is going to fund your cultural arts program, consider holding a breakfast for your top prospects and board members on the stage of your theater. If you are funding the early childhood program, you may want to involve a presentation from your preschoolers. Whatever you choose, make it special and include your honorary chair if you have one.


ConDuCt soLiCitAtions

hold face-to-face Meetings

JCC Board

Work with your executive director to determine the best approach to solicit your board president’s gift. It may then be appropriate for your president to set board members’ sights high and challenge them to 100 percent participation at the next board meeting. Of course, you will want to work with the president and your executive director to determine the appropriate ask amount and natural partners for individual face-to-face follow-up meetings.

Annual Appeal Committee Members

You cannot effectively ask someone for a gift until you have made one yourself, so committee members need to be on board. Work with your executive director to determine an appropriate ask amount for each member and then visit with her face-to-face.

Major Donor Prospects

These individuals should be able to make gifts at the top of your established donor levels. Start by reviewing the list with your executive director, president, and annual appeal chair(s) to identify your best prospects and the best natural partners who can invite their support.

send solicitation Mailings to All Members and Program Participants The goal of the mailing is ultimately to make sure that every single member is invited to participate. Even those members on scholarship should be offered the opportunity to give what they can.

As mentioned earlier, you may choose to segment your donors for separate appeals based on their interests/involvement. (Examples of four targeted appeal letters—fitness club members, cultural arts enthusiasts, camp parents and grandparents and preschool parents—are included in the sample materials section.) Of course, if you choose to send targeted appeals, be sure to take them off the list for your general appeal mailing.

Regardless of whether you send one general appeal, or incorporate it with a number of mini targeted appeals, timing will be a key issue for your consideration. In addition to avoiding the Jewish federation’s blackout period, try to avoid conducting your mailing at the same time as other key annual asks in the community.

In any letter, it should be acknowledged up front that members pay dues, so it will be important to answer the unasked question, “If I pay dues, why do you need the extra money?” by explaining why your JCC needs the extra funding and listing the benefits that will result from a successful appeal.

Finally, be aware that response rates to direct mail appeals are typically low, often less than two percent. However, since your annual appeal is going out to current donors, members, program participants, and friends, it is possible that the response rate will be much higher than many nonprofit organizations experience with a purchased mailing list.

You may also want to solicit former JCC members who may no longer use the JCC but will appreciate a way to support JCC service to the community.


Conduct a Phone-a-thon Within three weeks of your mailing(s), you will want to hold a Phone-a-thon while the letter is still fresh in potential donors’ minds. (On the other hand, be sure to allow time for them to receive the materials so they will have a reference for the conversation.)

By this time, many of your members will have already given to the campaign. The Phone-a-thon offers another opportunity to reach out to those who have not, and is similar to what many of you have done for your capital campaigns. Some Jewish Community Centers hold their phone-a-thons before their board meetings, with board members using their cell phones to make solicitation calls.

Keys to a successful Phone-a-thon:

1. Every caller must have made her gift prior to the start of the phone-a-thon. Whenever possible, assign calls to callers in the same age range as the potential donor.

2. The calling session is well-organized, beginning with a brief training and discussion about expectations and procedures for the evening

3. Training materials are provided for use during the calls (solicitation mailing, frequently- asked-questions document, JCC fact sheet, and responses to common objections)

4. As they review their call lists, volunteers have the opportunity to quickly change names if there is someone they are uncomfortable calling or someone with whom they feel they could be very effective.

5. Staff works hard during the calls to keep everyone upbeat and on target.

6. Staff stays in close contact with volunteers, offering ongoing advice and encouragement.

7. Volunteer phones are spaced so that callers have some degree of privacy during their calls.

8. Staff helps everyone in the room to celebrate each others’ successes (and not to dwell on perceived failures).

9. Beverages and snacks are provided.

10. Schedule appointments for follow-up calls to “clean up” those prospects who could not be reached or were unavailable to discuss their gifts at that time.

What If I Reach a Member Who Has Already Made a Gift?

Despite your best efforts to take them off of your call list, you or your volunteers may reach a member who has already made his gift. if this happens (and it probably will, given the short timetable), simply be gracious, thank him again, and use the opportunity to deepen his relationship with the JCC by asking him about his motivations for giving and sharing your success to date.


MAintAin MoMentuM

Even over a span of three to four months, maintaining momentum (and volunteer enthusiasm) can be a challenge. Consider using some or all of the suggestions below to keep everyone’s eyes on the prize.

• Hang a banner in front of the JCC introducing your appeal

• Send weekly e-mails to annual appeal committee members to keep them informed on progress

• Make follow-up calls to committee members to inquire about their progress with prospects

• Schedule a committee meeting midway through the appeal (and perhaps a second near the end) to review individual member’s and overall progress

• Based on the sophistication of your e-mail system, send frequent annual appeal updates to all members

• Maintain a strong annual appeal presence on your website

• Feature some of your top giving-club donors as well as smaller gifts from people whose gift represents an inspirational ”stretch” in JCC publications

• Use displays and signage announcing your progress in key areas/departments of the JCC to keep the appeal at the top of everyone’s mind

• Include a campaign article or two in your quarterly/monthly newsletter. If timing is an issue, produce an annual appeal progress report handout to place in strategic areas around the JCC


wrap up

thank Volunteers

recognize Donors

evaluate results and Produce final report

IV. Conclusion


wrAP uP

The importance of setting a clear deadline for the appeal becomes clear when it comes time to wrap up the effort. After you have met with your top prospects, sent out your mailing(s), and held the Phone-a-thon, there will still be some final wrap-up activities to complete.

• Consider sending a final letter to your best prospects if they have not yet responded

• Make phone calls to select prospects who responded favorably to the Phone-a-thon but were not able to make a decision at that time

• Prepare a very positive article for your JCC monthly or quarterly publication that highlights the success of your annual appeal

• Finalize your plans for donor recognition

thAnK VoLunteers

It is critical that you are diligent in thanking your volunteers. Understand that they truly appreciate it if you go the extra mile. Your efforts will only strengthen your relationship with them. Take time to send a card or gift. In addition, a personal face-to-face thank you will go a long way to acknowledge their work and possibly encourage them to return as volunteers the following year.

You may also want to hold a thank-you event. It doesn’t have to be extravagant in order to be meaningful, and one of your co-chairs may even agree to hold it in her home.

reCoGnize Donors

MethodsAfter thanking your volunteers, you’ll want to recognize members of your donor club first—those who gave at a pre-determined minimum level. Make the recognition very special to help encourage them to move up a level next year and to encourage those who are not already members to consider joining.

Based on the size of their gifts, you may choose to utilize some or all of the following to recognize donors:

• Public recognition on a non-permanent display that can be annually updated (See Sample Materials)

• Listing or article in the JCC newsletter

• Listing in your annual report

How to Build on a Successful Annual Appeal in Your Capital and Endowment Campaign

A successful annual appeal should find you connecting with many people who are frequent, regular donors to the agency. if you do a good job of thanking them and sharing the benefits of their support, you will begin to build their trust and confidence in you. As you move forward to invite their support of larger projects such as a capital and endowment campaign, their future gifts may rely on the fact that they view the JCC as a responsible steward.


• Listing or articles in the Jewish and general press

• Listing on the website

• Invitation to a recognition event

• Invitation to an intimate gathering (perhaps a breakfast) with key JCC leaders

• Personal thank you (executive director, board president, annual appeal chair(s), and/or development director)

• Personal telephone calls

• Thank you letters (executive director, board president, annual appeal chair(s), and/or

development director)

eVALuAte resuLts AnD ProDuCe finAL rePort

evaluating Your successAfter you have invested so much effort in executing your annual appeal, you will want to evaluate how you did.

Common measurements include:

Percentage rate of return8 – validates the quality of the prospect list and the effectiveness of the message. Divide the number of responses received by the number of solicitations made,

and then multiply by 100 to express the result as a percentage.

Average gift size – indicates donor confidence in the message and also indicates donors’ giving ability. Divide the total amount of contributions by the number of gifts received.

Average cost per gift – helps to determine the relationship between gross revenue received and net revenue available after expense. Divide the total fundraising costs by the number of

gifts received.

Program cost percentage – used to compute the cost of each program as a percentage of funds received. Divide program costs by contributions received to determine the cost per

dollar raised. Multiply by 100 to express the result as a percentage.

return on investment (roi) – evaluates program effectiveness by looking at return as a function of program cost. Divide funds received for each program by program cost to

determine the return on each dollar invested. Multiply by 100 to express the result

as a percentage.

overall cost percentage – indicates the average overall cost of raising one dollar. Divide the

total cost of operating the program by total funds received to determine the cost per dollar

raised. Multiply by 100 to express the result as a percentage.

Board analysis – a review of board giving to the annual appeal can provide very helpful information regarding a member’s continued role with the board and opportunities for future cultivation. The analysis could include the following: percentage of donors and non–donors to the appeal, median gift amount, individual gift amount and total board support.

You should use this information discreetly and only to help you to cultivate board responsibility and support for the appeal and the JCC in general.

8 Association for Healthcare Philanthropy Foundation, 1996


Produce final reportAs a final wrap up, we suggest that you combine the above results along with a more qualitative analysis of what did and didn’t work into a final report. Doing so will ensure that even if you’re not still at the JCC when the next annual appeal comes around, your successor will not have to start from scratch. And if you are still there, a written report will provide an excellent starting point for discussions with next year’s annual appeal committee.

Presenting results Finally, present your final report to your annual appeal committee and then to your board. Providing a preliminary written document as well as sharing your own evaluation with them will give them the opportunity to ask questions and add their thoughts and evaluation. Their input can then be incorporated into a final document for your records.


the one-time Ask Approach

two fundraising Paradigms

V. Appendix


the one-tiMe AsK APProACh

Many JCCs have moved to a one-time ask format for their corporate partners and major donors. This concept allows them to provide a menu of benefits, which corporations and many individual donors often appreciate. More importantly, it alleviates the need for constant solicitation, which can fatigue donors.

But how do you determine whether you should focus your attention on this approach or an annual appeal? It may be useful to study the sample materials enclosed before you decide which approach is best for your agency.

Ask yourself:

• Do we have sufficient staff and lay leadership to solicit potential donors?

• Do we have a sufficient number of top-level donor prospects?

• Are we fairly certain of a good return on investment or do we risk conducting a one- time ask and not meeting our goal? If we do not meet our goal, how successful will subsequent asks be?


two funDrAisinG PArADiGMs

One of the key principles of nonprofit fundraising is the Donor Pyramid. It assumes that methods at the base of the pyramid will build the total number of donors, with the eventual goal of moving them up the pyramid to larger donations.

The current JCC model is that the first invitation to a potential donor often comes as a request for attendance or sponsorship of a special event. The second most often requested gift is for a capital and endowment campaign. The annual appeal, if it figures in at all, comes towards the top of the pyramid.

In the new JCC model, the annual appeal is the base for all fundraising to follow. In other words, it is the first contact the donor has with the organization (second to membership dues, if applicable). Seen from this perspective, the appeal serves as a funnel for larger asks (and subsequent gifts!) down the road.

From the pyramids, you may get the impression that it is a long journey from a small gift to a significant one. Let us suggest that the opposite is true.

A donor who provides a $100 annual gift is someone who could have untapped potential; think Millionaire Next Door. In the right situation, with the right person asking, she could make a substantial gift for a capital campaign, or in some situations provide a significant bequest. Therefore, the quickest way to flatten the pyramid is to be diligent about your frequent contacts, and to attend to your relationship-building with your donors.

Annual Appeal

Major Gift Cultivationand requests

Capital & endowment Campaign

traditional JCCfundraising Model

new JCCfundraising Model

Planned Giving

Planned Giving

Annual Appeal

Major Gift Cultivationand requests

Capital & endowment Campaign special events

special events


Annual Appeal Checklist

Fact Sheet for Volunteers Jewish Community Center of San Francisco, San Francisco, CA

Fact Sheet for Volunteers Lawrence Family Jewish Community Center, La Jolla, CA (San Diego)

Online Giving Webpage Jewish Community Center in Manhattan, New York, NY

11 Commandments of Fundraising Jewish Community Center of San Francisco, San Francisco, CA

Targeted Membership Letters Jewish Community Center of San Francisco, San Francisco, CA

Reply Envelope – “All in One” Approach Jewish Community Center of San Francisco, San Francisco, CA

Annual Appeal Package – Tri-Fold Brochure I.J. & Jeanné Wagner Jewish Community Center, Salt Lake City, UT

Annual Appeal Package Mandel Jewish Community Center, Beachwood, OH (Cleveland)

Annual Appeal Package – Tri-Fold Brochure Tucson Jewish Community Center, Tucson, AZ

One-Time-Ask Approach Package Lawrence Family Jewish Community Center, La Jolla, CA (San Diego)

Donor Recognition Carole & Marcus Weinstein Jewish Community Center, Richmond, VA

Phone-a-Thon Script Rochester Jewish Community Center, Rochester, NY

thank you to the following agency professional staff for their sample materials:

Susan G. Ferbank Shimon & Sara Birnbaum JCC

Shirley Kohn JCC in Manhattan

Bonnie Marks Mandel JCC

VI. Sample Materials

Michael Sarid JCC of San Francisco

Lavine Shapiro I.J. & Jeanné Wagner JCC

Jordan Shenker Carole & Marcus Weinstein JCC

Julia Waterfall-Kanter Tucson JCC

Ana Zoklowski Lawrence Family JCC


AnnuAL APPeAL CheCKList

Preparation

Assess Your Current Program

Involve JCC Volunteer and Staff Leadership

Inform Jewish Federation

Create Case for Support (Focus and Projects to Fund)

Appoint Chair(s) and Committee Members

Identify Prospects

Create a Timeline

Establish a Budget

Set Goals

Confirm Appropriate Administrative Procedures

Establish Giving Levels/Recognition

Develop PR Materials (Solicitation Package)

implementation

Train Volunteers

Hold Kickoff Event

Conduct Solicitations: face-to-face, mailing, telephone

Maintain Momentum

Conclusion

Wrap Up

Thank Volunteers

Recognize Donors

Evaluate Results and Produce Final Report


fACt sheet for VoLunteersJewish Community Center of San Francisco, San Francisco, CA


fACt sheet for VoLunteersLawrence Family Jewish Community Center, La Jolla, CA


onLine GiVinG weBPAGeJewish Community Center in Manhattan, New York, NY


eLeVen CoMMAnDMents of funDrAisinGJewish Community Center of San Francisco, San Francisco, CA

Borrowed, stolen and Loosely interpreted by Michael sarid

1. First, do no harm. With enough preparation, “harm” can almost always be avoided.

2. Solicitor, solicit thyself. Making your own gift makes you a far more effective advocate, ambassador and asker. You’ll be able to say, with all sincerity, “I’m passionate about this cause and here’s why I chose to support it.”

3. If you don’t ask, you won’t get. Gifts sometimes “drop from the sky,” but that is not an effective fundraising strategy! Corollaries: If you do ask, you might get; if you ask for a lot, you might get a lot; and if you ask frequently, you might get frequently.

4. Never say “no” for other people. They are perfectly capable of saying “no” for themselves. If you suspect someone may not want to give, that’s not a good enough reason to remove them from your solicitation list!

5. The best predictor of future giving is past giving. The fact that someone “already gave” is a reason to ask, not a reason to refrain from asking.

6. The best prospects are those with the three C’s: Connection, Capacity and Concern. Preferably, all three. I.e., Bill Gates may have great capacity, but are any of us connected with him, and is he concerned about our cause?

7. More personal is always better than less personal. Always. Never make a phone call when you can meet in person, never send a letter or email when you can make a phone call, and never write “Dear Friend” when you know the person’s name.

8. People care most about personal impact. Next, community impact. Last and least, organizational impact. Personal stories work. Organizational insiders, take heed!

9. Ask not what your donors can do for you; ask what you can do for your donors. Effective solicitation requires effective cultivation, recognition and appreciation. Speaking of which, there’s no such thing as too much thanks!

10. People are far more likely to fulfill specific commitments than general commitments. According to the studies, the donor who commits to a specific amount by a specific date for a specific purpose is four times more likely to follow through with the gift than the donor who says merely, “I’ll give something when I can.”

11. Like comedy, the secret to good fundraising is timing. Your “solicitable moment” may be brief. Don’t let it slip by! Also, there is such a thing as a wrong moment, but there are far more right moments than wrong ones.


tArGeteD MeMBershiP Letter for fitness Center Jewish Community Center of San Francisco, San Francisco, CA


tArGeteD MeMBershiP Letter for CuLturAL ArtsJewish Community Center of San Francisco, San Francisco, CA

essentially, this is the same letter from the previous page. only the second paragraph has been changed.


tArGeteD MeMBershiP Letter for eArLY ChiLDhooDJewish Community Center of San Francisco, San Francisco, CA


rePLY enVeLoPeJewish Community Center of San Francisco, San Francisco, CA


AnnuAL APPeAL PACKAGe: tri-foLD BroChureI.J. & Jeanné Wagner Jewish Community Center, Salt Lake City, UT



outside envelope

reply envelope


AnnuAL APPeAL PACKAGeMandel Jewish Community Center, Beachwood, OH


AnnuAL APPeAL PACKAGe: tri-foLD BroChureTucson Jewish Community Center, Tucson, AZ


“one-tiMe AsK” APProACh PACKAGeLawrence Family Jewish Community Center, La Jolla, CA


Donor reCoGnitionCarole & Marcus Weinstein Jewish Community Center, Richmond, VA


Phone-A-thon sCriPtRochester, Jewish Community Center, Rochester, NY

non Donor

introDuCtion:hello, may i speak with (TITLE, LAST NAME)? hello, (TITLE, LAST NAME) my name is (YOUR NAME). i am calling on behalf of the JCC’s Annual Phone-a-thon. we’re contacting all JCC members and program participants to talk about the JCC and ask for your support.

MAin tALKinG Points:Members and program participants like you are critical to the JCCs efforts.

Through annual giving, the JCC is able to fulfill its mission of serving every population of our community, from the very young to our frail elderly.

We don’t turn anyone away regardless of age, religious affiliation or ability to pay. Last year we provided more than $250,000 in scholarship assistance to our community.

Do you know we are celebrating our 100th Anniversary this year?

soLiCit 1:(titLe, LAst nAMe) your generous support of the JCC helps ensure a strong, active and vibrant program for our Community Center. Please consider giving an annual gift of $100 in honor of our Centennial Celebration. (Wait. Do not fill the silence.)

if Yes: GO TO CLOSE

if no: GO TO SOLICIT 2

soLiCit 2:(ACKnowLeDGe oBJeCtion)… Will you share in our celebration with a gift of $50? (Wait. Do not fill the silence).

if Yes: GO TO CLOSE

if no: Thank you for your time.

CLose:That’s wonderful, thank you for your (ConfirM PLeDGe AMount) pledge. would you like to make this gift by credit card now and your support of the JCC will begin immediately? You may use your credit card on file.

if Yes (for credit card): We will process your gift using your card on file. Or We accept all credit cards. Number? Expiration Date? Name as it appears on card? Are you still at (ConfirM ADDress, inCLuDinG ziP CoDe)?

Thank you so much for your generosity. Your gift acknowledgement will arrive shortly. Have a good evening.

if no (send pledge invoice): Are you still at (ConfirM ADDress, inCLuDinG ziP CoDe)? Your pledge acknowledgement will be there shortly. Thank you for your support and have a good evening.


JCC PAst Donor

introDuCtion:hello, may i speak with (TITLE, LAST NAME)? hello, (TITLE, LAST NAME) my name is (YOUR NAME). i am calling on behalf of the JCC’s Annual Phone-a-thon. we’re contacting all JCC members and program participants to talk about the JCC and ask for your support.

MAin tALKinG Points:First I would like to thank you for your past support of the JCC. Members and program participants like you are critical to the JCCs efforts.

Through annual giving, the JCC is able to fulfill its mission of serving every population of our community, from the very young to our frail elderly.

We don’t turn anyone away regardless of age, religious affiliation or ability to pay. Last year we provided more than $250,000 in scholarship assistance to our community.

Do you know we are celebrating our 100th Anniversary this year?

soLiCit 1:(titLe, LAst nAMe) your generous support of the JCC helps ensure a strong, active and vibrant JCC for members and participants as well as for the entire community.

Would you please renew your support with a contribution of $100 in honor of our Centennial Celebration. (Wait. Do not fill the silence.)

if Yes: GO TO CLOSE

if no: GO TO SOLICIT 2

soLiCit 2:(ACKnowLeDGe oBJeCtion)… Will you share in our celebration with a gift of $50? (Wait. Do not fill the silence).

if Yes: GO TO CLOSE

if no: Thank you for your time.

CLose:That’s wonderful, thank you for your (ConfirM PLeDGe AMount) pledge. would you like to make this gift by credit card now and your support of the JCC will begin immediately? You may use your credit card on file.

if Yes (for credit card): We will process your gift using your card on file. Or We accept all credit cards. Number? Expiration Date? Name as it appears on card? Are you still at (ConfirM ADDress, inCLuDinG ziP CoDe)?

Thank you so much for your generosity. Your gift acknowledgement will arrive shortly. Have a good evening.

if no (send pledge invoice): Are you still at (ConfirM ADDress, inCLuDinG ziP CoDe)? Your pledge acknowledgement will be there shortly. Thank you for your support and have a good evening.


Glossary

Annual Appeal: A well- planned and structured effort to solicit funding on an annual or recurring basis. This term is often used to differentiate the JCC’s effort from the Jewish federation’s annual campaign (see below).

Annual Campaign: A well-planned and structured effort to solicit funding on an annual or recurring basis. In our JCC context, this term typically refers to the Jewish federation’s efforts.

Annual Development Plan: A formal plan or outline that describes how an agency will raise philanthropic funds over a given fiscal year including strategies, specific approaches, and related goals. The plan should be prepared by development staff along with the development or fundraising committee and be presented to and approved by the board

Annual Giving: The total funds raised on an annual or recurring basis for the same constituency. Income is used for operating budget or specific programs (i.e. preschool. special needs, cultural arts, day camp, and scholarships).

Capital Campaign: A carefully organized, highly structured fundraising effort held over a defined time frame (typically 12- to 24-months) to raise a significant designated dollar amount to meet specific needs (e.g. new buildings, renovation or expansion and increasing the agency’s endowment fund). The campaign is volunteer-led, with the support of staff and often outside consultants. Pledge-type commitments (typically over three- to five-years) are encouraged to maximize donor giving

Development Director/Vice-President of Development/financial resources Development (frD) Director/Chief Development officer/Director of Philanthropy: Common terms that identify the lead fundraising staff member. The most common of these in the JCC field are FRD director or development director.

Donor Cultivation: The process of educating and encouraging the interest and involvement of potential donors and volunteer leaders. The goal of is to inform and connect the potential and current donor to the JCC to eventually solicit new or continued fundraising support

“Give or Get”: A philosophy for many nonprofit organizations that holds all board members are responsible for raising a set dollar amount for the organization by means of (1) “giving” (making their own personal gift), (2) “getting” (obtaining that amount from an outside source, perhaps from a corporation or foundation they are affiliated with), or (3) a combination of the two. More and more, JCC Association is discouraging this practice in favor of a new philosophy “Give and Get,” which encourages both.

Major Gifts: A gift of a significant amount (the size will vary according to the organization’s size, goals or needs).

Matching Gifts: A gift made on condition that it is matched within a certain period, either on a one-to-one basis ($1 dollar for each dollar in) or in accordance with some other formula (e.g. each dollar in, up to $10,000, will be matched 2:1.) Matches can be made by foundations, corporation or individuals. Many corporations also have matching gift programs in place, so it’s important to include this option for all donors.


Moves Management: A systematic approach to donor cultivation (see above) based on a series of initiatives or “moves” to develop each prospect’s awareness and knowledge of, interest in, involvement with, and commitment to the JCC and its mission. A specific strategy is defined for each prospect including the best managers for each interaction (staff and/or volunteers) and the best method (e.g. phone calls, meetings, invitation to event) to lead to an eventual major gift solicitation or ask.

stewardship: An ethical responsibility requiring the JCC to be accountable for careful, effective use of contributions for the purposes for which they were given. Good stewardship of funds is essential, and communicating to donors that their funds were used well and as they intended is

at the heart of any strong development effort.

Alan P. solowChair

Ann P. KaufmanChair, Mandel Center for Excellence in Leadership and Management

Allan finkelsteinPresident

Alan MannExecutive Vice-president

Alan GoldbergVice-president, Mandel Center for Excellence in Leadership and Management

520 eighth Avenuenew York, nY 10018tel: (212) 532-4949fax: (212) 481-4174www.jcca.org

getting the most from your jcc’s annual appeal · from your jcc’s annual appeal ... getting the...

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