I.TITLE:Planning for Fundraising (workshop 1 of 7) II. NEED:Nonprofit leaders must know how to plan for fundraising. III. DESCRIPTION:This one-day (6 hours) workshop introduces key concepts and methods for winning strategic plans and closely related fundraising plans. IV. OUTCOMES: Know how to:
Create and critique strategic and closely related fundraising plans.
Apply strategic S.W.O.T. Analysis to planning.
Apply K.S.A.O. Analysis from training and development to planning.
Apply Gap Analysis from quality science to planning.
Apply “8 Pillars of Planning.”
Apply core values to planning.
WORKSHOP TWO
I.TITLE:Donor Relationsin Fundraising (workshop 2 of 7) II. NEED:Nonprofit leaders must know how to recruit, nurture, and retain donors. III. DESCRIPTION:This one-day (6 hours) workshop introduces learner to key techniques to build and improve winning donor relations programs. IV. OUTCOMES: Know how to:
Apply KSAO Analysis from training and development to donor relations.
Identify and “bridge” donors.
Integrate donor relations with overall nonprofit management.
Develop, present, and critique donor relations programs.
Apply grant-writing techniques to donor relations.
Apply the Rule of 5, Rule of Turf, Rule of 80/20, Rule of Cubby Holes, Rule of Timing, and Rule of Specificity to donor relations.
WORKSHOP THREE
I: TITLE:Organizational Readiness and Feasibility Studies for Fundraising (workshop 3 of 7) II. NEED:Nonprofit leaders need to know if proposed fundraising plans and programs are feasible and if their organizations are ready to run with them. III. DESCRIPTION:This one-day (6 hours) workshop introduces learner to tested techniques behind feasibility studies and organizational readiness audits for fundraising. IV. OUTCOMES: Know how to:
Apply a Development Audit to feasibility studies and organizational readiness audits for fundraising.
Apply SWOT Analysis from Strategic Planning to feasibility studies and organizational readiness audits for fundraising.
Apply Force Field Analysis from Quality Science to feasibility studies and organizational readiness audits for fundraising.
Apply Board Audits to organizational readiness audits and feasibility studies for fundraising.
Apply KSAO Analysis from Training and Development to feasibility studies and organizational readiness audits for fundraising.
Relate feasibility studies and organizational readiness audits to organizational learning for fundraising.
Write a RFP to hire a consulting for feasibility studies and organizational readiness audits for fundraising.
WORKSHOP FOUR
I.TITLE:Volunteer Programs and Fundraising (workshop 4 of 7) II. NEED:Nonprofit leaders must know how to create and improve winning volunteer programs for fundraising. III. DESCRIPTION:This one-day (6 hours) workshop introduces learners to tested techniques to create and advance winning volunteer programs for fundraising. IV. OUTCOMES: Know how to:
Design, present, and critique volunteer programs for fundraising.
Write job descriptions for volunteer leaders.
“Morph” and “bridge” volunteers into donors.
Train and manage volunteers.
Assess and reward volunteers.
Apply Gap Analysis from quality science to volunteer programs.
Apply Force Field Analysis from Quality Science to volunteer programs.
Apply KSAO Analysis from Training and Development to volunteer programs.
WORKSHOP FIVE
I.TITLE:Marketing for Fundraising (workshop 5 of 7) II. NEED:Nonprofit leaders need to know how to use best practices from Marketing to fundraising. III. DESCRIPTION:This one-day (6 hours) workshop introduces leaders to tested marketing techniques behind winning fundraising programs. IV. OUTCOMES: Know how to:
Design, present, and critique marketing plans for fundraising.
Write a job description for a marketing director or consultant for fundraising.
Apply “Sea of Donors” technique to marketing for fundraising.
Apply Mind Mapping from Quality Science to marketing for fundraising.
Apply basic concepts from business plans to marketing for fundraising.
Apply “Positioning” concept to marketing for fundraising.
Apply KSAO Analysis from Training and Development to marketing for fundraising.
Apply “Just-in-Time Information” concept to marketing for fundraising.
WORKSHOP SIX
I.TITLE:Fundraising Campaigns (workshop 6 of 7) II. NEED:Nonprofit leaders need to know how to design and management fundraising campaigns. III. DESCRIPTION:This one-day (6 hours) workshop grounds learners in tested techniques for planning and leading fundraising campaigns – the systematic asking for resources. IV. OUTCOMES: Know how to:
Identify and “bridge” potential donors during fundraising campaigns.
Apply the PDCA technique from Quality Science to fundraising campaigns.
Create key job descriptions for fundraising campaigns.
Avoid major mistakes in asking for gifts.
Apply small-group management techniques to fundraising campaigns.
Apply KSAO Analysis from Training and Development to fundraising campaigns.
Use the telephone to recruit volunteers for fundraising campaigns.
WORKSHOP SEVEN
I.TITLE:Special Gifts and Planned Giving (workshop 7 of 7) II. NEED:Nonprofit leaders must know how to create and manage programs for special gifts and planned giving. III. DESCRIPTION:This one-day (6 hours) workshop grounds learners in key techniques behind winning programs for special gifts and planned giving. IV. OUTCOMES: Know how to:
Create “gift menus” for special gifts and planned giving programs.
Use donor research for special gifts and planned giving programs.
Avoid legal, tax, and ethical problems with special gifts and planned giving programs.
Design and grow endowment funds.
Apply Force Field Analysis from Quality Science to programs for special gifts and planned giving.
Design, present, and critique programs for special gifts and planned giving.
Apply the “Sea of Prospects” concept to programs for special gifts and planned giving.
Apply KSAO Analysis from Training and Development to programs for special gifts and planned giving.
