FundClass Archives:
Benefits Mean More Than Money (Special Event Fundraising)
Edited Digest of FundClass Topic #20, January 2000
Facilitated by: Melinda (Mindy) Kuth
We are thrilled to have Mindy volunteer her time and expertise on our behalf as she leads us through a discussion about the world of Special Event Fundraising.
Mindy is the Director of Corporate Support and Benefits at The Cleveland Play House. Each season she is responsible for raising $578,000 for the Theatre's Annual Corporate Fund and for overseeing and implementing two major fund-raising events at the Play House: The Festival of Trees and The Fairway of Fine Homes. Combined, these two events provide a net income of more than $160,000 to the Play House.
Mindy also has experience in event planning and management for both corporate and non-profit clients such as The Plain Dealer, the Rock and Roll Hall of Fame and Museum Grand Opening Gala Benefit, and the Gund Arena Grand Opening.
Opening Statement
Welcome! I am very pleased to be facilitating this Fund-Class and look forward to learning and sharing with all of our participants. Our focus for the next three weeks will be on special events designed to raise money for non-profits. Special events commonly referred to as . . . [insert drum roll here] . . . "Benefits."
Now wait! Do I see some of you squirming in your chairs at the mere mention of the "B" word? Don't run for the hills! I know benefits are notorious for their intense demands on staff and volunteer time, and yes, there is heavy competition for both time and dollars out there, but concentrated planning and execution can make the returns on a benefit worthwhile for your organization.
Here is some food for thought: A benefit can be worth much more than the money it raises, if it makes it easier to raise more money!
LET'S LOOK AT SOME BENEFITS OF BENEFITS (if you'll pardon the pun)...
Benefits provide a way to:
- Raise Funds
- Cash donations
- In-kind donations
- Pledges - Generate good feelings toward your organization that will open doors for you
- Provide direct contact with supporters/donors
- Educate and facilitate exchange of information about your organization
- Celebrate accomplishments
- Deliver unique experiences to your attendees
- Attract publicity - Enhance your ability to raise more funds in the future
- Generate new and/or repeatable ideas
- Gain new volunteers
- Train volunteers
- Obtain new names & addresses of donors, learn who knows who in the community
SOME CRITERIA FOR A SUCCESSFUL BENEFIT:
- It makes a significant amount of money.
- "Significant" will vary from organization to organization. An often quoted rule is that a benefit should net no less than 50% of gross revenue. I will discuss this "rule" in more detail when we get to the "Doing the Math: Goals and Budgets" section. - It has a high-ticket price structure relative to the actual cost of the food/entertainment/ experience provided.
- We are not looking for a break-even proposition here! - The event is pre-sold.
- The "Build It and They Will Come" theory is very risky. You want to know they are coming, or at least that they have paid and plan on being there. - It is deliberately targeted to a well-defined market.
- Know your supporters. Do not expect a snazzy invitation to sell the benefit on its own. It will help generate excitement, but ultimately, it is the volunteers and supporters who are committed to your organization that will bring the majority of people to the benefit. - It promotes community involvement and continued support.
- This means more than just day-of-event publicity. It means having a plan in place and following up with individuals and companies that are introduced to your organization through the benefit. - It is carefully planned and executed to the last detail.
- Ah yes, the easy part...!
A BENEFIT IS NOT TO YOUR ORGANIZATION'S ADVANTAGE WHEN:
- It does not make money.
- It fails to use the opportunity to make new friends.
- It diverts attention and interferes with other fund-raising initiatives and campaigns.
- It fails to clearly define goals, volunteer and staff roles, and effective communication channels.
- It fails to secure enough underwriting to reduce expenses.
- It is marred by poor planning, poor attendance, and avoidable mistakes.
The agenda below is designed to help assess whether holding a benefit makes sound fund-raising sense for your organization, and if so, to give you some planning tools and management techniques for a successful benefit. Your input and ideas will be very helpful to all those on the list, so please jump in and share your experiences with the class.
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AGENDA Know Your Organization - Does a Benefit Make Fund-Raising Sense? Who is Doing What? - Roles and Responsibilities Doing the Math - Goals and Budgets Finding the Right Fit - Choosing an Event The Devil is in the Details - Planning & Logistics It’s a Wrap - Finish Up and Follow Through |
Know Your Organization - Does a Benefit Make Fundraising Sense?
So you are thinking of holding an event...
Non-profits hold events for a variety of reasons, but the number one reason is to raise funds for the organization. Some events may not be designed to make money, and they may even cost money (for instance, a volunteer thank you party). Many organizations host events with the sole purpose of "friend-raising" and generating good will toward the organization.
If your organization's goal is to "friend-raise" or increase visibility in the community, do you hope that the good will and visibility generated from the event will, at some point, increase financial support for your organization, right now or in the future? For most non-profits, events are ultimately about bringing in more funds to the organization.
The advantage of a hosting a benefit is that it can raise funds for an organization AND meet the objectives of "friend-raising" including increased awareness, identifying new volunteers, and celebrating accomplishments. As stated in the Opening Message "a benefit can be worth more money than the money it raises, if it makes it easier to raise more money!"
So how can benefit make money, AND make it easier to raise more money? By being part of an overall fundraising plan. Making a benefit a part of your overall plan will enable the organization to take full advantage of the goodwill, publicity, and new and renewed interest that a benefit can generate. If a benefit is NOT part of an overall fundraising plan that provides a way to follow up on that energy and interest, a large part of the "benefit of the benefit" will be lost or diluted.
"BUT WE NEED MONEY NOW! AND WE THINK A BENEFIT WILL BRING IN NEW DONORS"
Yes, a benefit can do both for your organization! Benefits can (and should) be a fun, exciting way to introduce new supporters to your mission and reinforce relationships with current supporters. But successful events don't just happen, they take time, research, planning, and lots of detail work. Benefits can be costly in terms of staff time and volunteer hours.
If your SOLE purpose is to raise money, take a look at your current fundraising strategies. Do you have an annual fund plan in place? Are you currently soliciting individuals, corporations and foundations and government sources at their giving potential? If so, great! Consider looking at how a benefit can complement and augment those activities. If not, you may want to seriously consider putting staff resources and volunteer energies into developing a fundraising plan that provides a solid donor base before you go ahead and put the resources and time into a benefit.
Some Questions to consider:
- Will the benefit compete with (or replace) other projects or campaigns happening within your organization?
- Have you established the primary purpose of the event?
- Who is your audience, who will attend?
- Do you have an active and committed board?
- Do you have volunteers that are ready and willing to help?
- Do you have adequate staff resources to meet the event requirements?
- Do you have a potential leader/chairperson?
I will explore these questions in more detail in my next posting.
In the meantime, have any FundClass members had to evaluate whether to go ahead with a benefit? What questions did you ask to make your decision? From whom did you seek input?
I welcome your questions and comments!
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Dave |
It's interesting to me how this particular class fits in with a situation we recently faced. Last fall, we were approached by a fellow who wanted to host a fundraising event on behalf of our foundation. He wanted to host the event at his new office in a nearby town. We thought it was a wonderful idea and began communicating with the sponsor. As we began to discuss plans, the "sponsor" attempted to draw our foundation into what I would call the fine details of the planning including designing invitations, choosing the menu, handling the printing and mailing of the invites, soliciting gifts and prizes, etc. and he also asked that we handle paying the bills for these items. We have a small staff, about 2 1/2 FTE. It became obvious to me that
This all happened before this class started. I contacted Tony Poderis, and Tony furnished me with a set of criteria similar to those you laid out yesterday. When I matched this event up against the list, it came up short. I then contacted the sponsor, and I told him we were not going to be able to provide all of the staff time for planning and the financial assistance in setting up the banquet. I did offer to help arrange for the entertainment, assist in soliciting gifts and prizes for the silent auction and raffle, and provide some "day of the event" setup help. The "sponsor's" response was interesting. He was a bit miffed that we weren't interested in his "support" (he's never made a donation to us), and he said that after much consideration, he had decided not to go forward with the event. He then wrote a letter to our Board complaining about the lack of cooperation he had received. It was reassuring to me to read your first lesson. Based on the info you provided and the ideas I had from Tony, this event, as envisioned by the sponsor, was not worth doing. It wasn't going to produce much income, it was going to be a drain on our limited personnel and financial resources, it had no underwriting to reduce expenses, and it was going to be a diversion from our development plan. We do have a written development plan, and it does include other special events, but its primary focus is individual donors. I think special events are an important part of a development plan, but they should not be the main fundraising vehicle. We have had several special events in the 2 years I have been development director, and the most successful event was one that was entirely underwritten by one sponsor. I recently took a one day fundraising seminar, and there was a presentation rating the success of various types of fundraising efforts. There were 10 items listed, and the special event was down at #8. The class facilitator gave the same criteria for special event success that you gave yesterday. |
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Mindy |
Sometimes what a "sponsor" wants and what is good for the organization are two different things. It is possible that the sponsor did not understand the detail and effort that would need to go into an event such as the one you’ve described, let alone the financial issues of your organization paying the up front costs. To decide whether or not to go forward must have been a difficult decision to make - trying to weigh the actual "cost" of the event (including staff time), verses the opportunity cost (perhaps gaining new contacts, risk of alienating a "potential" donor). Having a development plan in place can really help you assess whether an activity such as the one described above is in the best interests of the organization. It sounds to me that your decision not to go forward was fully thought through. And you sought advice from outside counsel, (Tony Poderis and his web-site are a great resource). It seems that this was an instance where the sponsor and the organization need just did not mesh. When teaming with a sponsor, determine up front what their goals are, and be sure that you have determined yours and can articulate them clearly! Again, having that development plan in place can really help keep the focus. |
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K. |
We are preparing for a champagne-and-hors d'oeuvres reception benefit, very simple. My question is, since the food and drink is included in the ticket price, and there is not a clear price-per-head cost as in a sit-down dinner (which we have done) - how do we determine the tax deductible amount of the ticket price for our guests? Some of the food and drink will be underwritten or donated, but at this point I have no idea how much - or if this even impacts my original question. |
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Susan |
Could I have some more clarification on this? It was my understanding that the value received included more that just the food and wine. I thought the entire cost of the event had to be factored into the "value received" number. That would include things like decorations, band, hall rental. What about things like invitations and postage? I have to figure this out for an event I'm working on right now and I'm confused about how wide to cast the net in picking up costs for value determination. Help! |
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Mindy |
I am not a tax expert, but my understanding is the IRS language does not spell out in absolute terms all the items that must be factored in to determine "fair market value". Yes, organizations do factor the value of entertainment into the fair market value for an event. Below is an excerpt from Tax Planning and Compliance for Tax Exempt Organizations, written by Jody Blazek. Here is a link to the article. Hope this helps! In a deceptively simple fashion, the Internal Revenue Code states that an income tax deduction is allowed for a contribution or gift to or for the use of qualified charitable organizations (IRC 170(c)). Neither the Code nor the regulations define contribution. The commonly understood definition of a contribution is a voluntary transfer without consideration. In other words, only a gift for which nothing is received in return is fully deductible. For example, a $25 meal provided during a $100 benefit reduces the deduction to $75. A $25 meal, plus $35 performance, plus a $20 chance for the door prize, would reduce the gift to $20. Fortunately, intangible recognition, such as having one's name placed on a building or donor listing, is, as a general rule, considered to be of incidental or tenuous benefit, and does not reduce the value of the gift (Reg. 53.4941 (d)-2(f)(2); Rev. Rul. 66-358, 1966-2 C.B. 216; Rev. Rul 73-407, 1973-2 C.B. 383). |
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Elizabeth |
Mindy (and all you other smart fundraisers): I am working for an organization which is in the midst of a capital campaign which will more than double the size of our facility. We're starting to think about events which will build anticipation for and coincide with the grand re-opening in the summer of 2001. I'm thinking we should have several events, each designed for a category of donor. First up, maybe a day when the children (grandchildren) of our members can make a handprint in some of our freshly poured concrete this summer for $50 a pop. Our IMAX theatre will re-open in February 2001, so we could do an event around that. And then, of course, the whole new facility will re-open in May. If we have an event(s) coinciding with each of these, is there a danger of donor burn-out or are they significant enough to draw repeat interest? Also, how many times in the next year do you think we can go to our volunteers and get them to help us with ticket sales? Finally, what do you think of the idea of promoting a grand opening day event to the fairly general public (through publications targeted to parents, schools, etc.)? I'd appreciate any and all feedback! |
QUESTIONS BEHIND "THE QUESTIONS"
BEFORE COMMITTING TO HOSTING A BENEFIT, ASK:
- Do you know the primary purpose for the event? Is it to raise money? To gain new members/donors? To obtain publicity or visibility? Answering these questions may help you decide what the primary objective is, and whether a benefit is the answer.
- Do you know your audience? Do you know whom you are trying to reach? Where will your audience/attendees come from? Does your organization have a current database or mailing list?
- Do you have an active and committed board? If so, they should support a well-prepared benefit plan. An active, dedicated board can suggest contacts for funding and underwriting, and also bring and encourage friends and business associates to attend the benefit. A supportive board will go a long way toward making your benefit a success. An apathetic or unsupportive board may undermine the effort, or may make it difficult to rally support from the larger community.
- Do you have the volunteers that are ready to help? Volunteers will be essential to the success of your event. For the vast majority of organizations, it is the volunteers and supporters that sell tickets and get people to the event by rallying support and calling on their friends and associates in the community. In addition, most organizations don't have the staff resources to plan and execute all the many details of an event without volunteer support. If you have an organized volunteer group, you have a leg up. If not, be sure to leave extra time in the planning process to recruit and train volunteers.
- Do you have adequate staff resources? Benefits are time and administratively intensive. Be sure that staff areas of responsibility are clearly defined, and adequate resources are planned and available. Don't think the staff can just add a benefit on top of their regular duties without additional support. Believe me, something will give!
- Do you have a potential chairperson? A strong leader can be the key to success. A chairperson plans, manages, motivates and executes. Look for someone who:
- Is detail oriented
- Organized
- Has both emotional and physical energy
- Flexible
- Has a sense of humor!! - Is the benefit free from competition from other currently planned campaigns or projects within your organization? Don't create competition for dollars or resources within your organization. It can cause resentment amongst the staff, and can send a confusing or negative message to outsiders. Again, it comes down to planning how the benefit will fit and complement your overall fund-raising plan.
If you answered "yes" to all of these questions, my heartiest congratulations! Your organization is probably well prepared to host a benefit, or already has an annual or semi-annual event in place as part of their fundraising plan.
For the rest of us folks - DON'T DESPAIR! If you answered yes to more than half of the questions, you are well on your way, and you know the areas that need attention. Each organization is different. Please use the questions above as a guideline, not as hard and fast rules.
REMEMBER - One of the most valuable resources is TIME. If you are short in any of the areas above, lack of time to plan and take care of the many details will MAGNIFY any shortcomings. Time can't make up for everything, (for example, a lack of board support) but having additional planning time may give your organization the opportunity to turn some of those answers from "no" to "yes". What is adequate planning time? It will depend on the type and scope of event, but 6 to 12 months is a good time frame. If you are answering "no" to some of those questions above, consider even more planning time. I know 6 to 12 months (or more!) may seem like a stretch for many of us whose organizations are just trying to get things done month by month, or even day by day. If you are coming up short on the "yes" side to the above questions, consider making a benefit a long-term goal to work toward, with certain goals or milestones your organization would have meet before planning the benefit. Again, it comes down to that fundraising plan!
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Juanita |
Each year I participate in organizing a major event for a local chapter of an international professional organization. This group works solely on volunteer spirit! The past few years we have found many volunteers but fewer "workers." The same people wind up doing most of the work each year, which creates incredible burn-out. We have lost several key players on our team because of it. We support our volunteers by doing fun things like gambling boats, free tickets to local events, and a "pampering" retreat for board members at a local spa. It’s well worth the expense to keep key people even though they are really giving of themselves for other reasons. This organization serves administrative professionals and seems difficult to market. These are people who make buying decisions, create relationships that are conducive to company sales, and on top of that, do the work!! It surprises me that more manufacturers and retailers of office equipment and supplies, technology, etc. are not clamoring to get the nod from this group. Any ideas that might help me put together a plan for these folks? |
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Mindy |
Before you seek endorsement opportunities, be sure your plan includes guidelines and procedures about how the group will approve which manufacturers, retailers etc. can "get the nod" or receive endorsement from your group. Establish this ahead of time to avoid any potential conflict of interest issues that may arise. |
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Sondra |
Hello All – Great topic, very timely for myself and our board. We are a statewide substance abuse and violence prevention partnership, (a public/private organization with the Governor as co-chair). We are going into our tenth year here at DDW and we are in the process of planning a month’s worth of celebrations in October 2000 to highlight our ten-year anniversary. Included have been suggested a Governors Golf tournament, A Tenth Anniversary Gala, a luncheon at the Governors Residence for our longtime volunteers, A weekend "river lights" candle lighting event (for children), a Corporate Governors Luncheon..... HELP!! While all of these are great suggestions, but we are a one person development office. We have limited to no fundraising volunteers (all volunteer participants are in program areas). I think the enthusiasm is great, the publicity will be very beneficial and I see much value in promoting goodwill with the Governors Office and our corporate supporters. However, this could kill us! How do I harness the energy, bring in some funds, take advantage of the PR and get this all done?! Can we combine some things? Solicit new volunteers for these activities? How do I avoid double dipping on our existing corporate donors (tickets, grants, sponsorships, etc.) What is realistic to expect in dollars raised from these or downsized activities. As you can probably tell, Special events are fairly new to us. 80% of our finding comes from corporate donations through an annual Governors letter campaign and Governors luncheon. We raise only 10% of our funds through individual donations (don't ask!). The remainder comes from grants - private, corporate and any federal we can find that apply. Should I hire a consultant to help direct us on this anniversary campaign? Thanks in advance for all of your wisdom. |
Who Is Doing What - Roles And Responsibilities
The success of your benefit depends on hundreds of small and large tasks coming together. For most organization this will be accomplished by a collaboration of volunteer committees and staff. While there are no absolutes when it comes to determining staff and volunteer responsibilities, the key is for all those involved to understand and agree on the areas for which they are responsible. Division of responsibilities will vary for each organization depending on the event, interests, skills, contacts and time available of those involved.
ROLE OF THE BOARD
- Appoints the benefit chairperson
- Approves the budget
- Attends and encourages others to attend the benefit
- Reviews the results and chairperson's report/evaluation
ROLE OF THE CHAIRPERSON
- Serves as CEO of the event - plans, executes and manages
- Motivates and manages volunteers
- Responsible for meeting benefit's financial goals
- Coordinates volunteers, committee and staff responsibilities
ROLE OF STAFF
- The staff members that will most likely be involved in a benefit are the executive director, development director and development staff. If you are a smaller organization and the executive director or development director will be the event liaison, expect that he or she will devote at least 50% of their time to the benefit for three months or more, depending on the magnitude of the event.
- Early in the planning process, the chairperson, executive director and development director (if applicable) should sit down and discuss plans, anticipated needs, and the other projects the staff will be involved in during the duration of the benefit. Areas of discussion should include availability of staff resources both in time and equipment (mailing list, copier and computer availability) and channels of communication. It is very important for the chair and committee members to understand who they contact when they need to use the organizations resources or get their questions answered. If departmental roles and priorities are not set early in the process, volunteers calling on staff members from various departments for their expertise and help can quickly lead to misunderstandings and resentments on both sides; staff may feel that volunteers expect them to drop their other organizational priorities to meet the volunteer's immediate need, and volunteers may feel shut out and unappreciated by a lukewarm response. This is a formula for burnout! Establish staff and volunteer communication lines and chain of command early in the planning process.
ROLE OF VOLUNTEERS
Volunteer roles will vary depending on the talents, time, and interests of those involved. Most events are planned and managed by a committee structure or teams. Structure your volunteer committees to fit the specific needs of your event. Sample committees include:
- Finance -Keeps financial records, deposits checks, pays invoices (staff often handles banking/payment tasks)
- Sponsorship and Underwriting - Secures sponsorships and in-kind gifts. Coordinates with development staff to prevent overlapping solicitations
- Entertainment/Programming - Selects and coordinates entertainment/programming, responsible for contacts, travel arrangements, sound & lighting
- Publicity/Media - Informs media, community calendars, creates written announcements about event
- Printing & Invitations - Creates & coordinates design, copy, and production of written pieces. Secures approval from staff before production and distribution
- Theme & Decorations - develops theme, decorates site
- Food & Beverage - plans menu/refreshments, coordinates & contracts with caterer
- Data Management/Mailing -Creates or obtains current mailing list, complies & adds additional names, coordinates any volunteer/committee-member personalization added to invitations, sorts, stuffs and mails invitation & other mailings
- Reservations/Hosts/Seating - Records payments and reservations, creates reservation lists, plans and assigns seating, greets guests and assists them in finding seat/table assignment
- Auction - Acquires, records, and stores auction items. Compiles catalogue of items, creates set up and display, responsible for auction checkout and purchaser payment.
Establish earlier not only the general responsibilities of volunteers and staff, but which specific tasks they will each handle. For instance, the responsibility to "create invitations" can be interpreted as creating the design, text and the lay out only, or it can be interpreted as creating the design, text and layout, obtaining quotes from a printer, getting the art to the printer, confirming delivery of finished goods, etc. Be sure to establish early on not only the general responsibilities of the committees, but the specific tasks that volunteers will handle, and the tasks that staff will be expected to complete.
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Teri-Lyn |
Thank you SO much for the list of the Roles and Responsibilities. While our Center is quite small (only have two volunteers).... we would like to be prepared for planning benefits to raise some money as well as to educate the community about Deaf Culture. I shall be printing out the list to FILE! Thanks again. |
Doing The Math - Goals And Budgets
Financial Goals
Benefits are intense fiscal projects from start to finish. It is the role of the board of trustees to approve the benefit's financial goals. Financial goals aid participants in defining success, and achieving a sense of reward and accomplishment at the end of the event. An often-quoted rule is that benefits should net at least 50% of the total expenses. If the event is new to the organization, it may not meet the 50% goal the first year it is held. That is not necessarily reason to abandon the event, but do complete a detailed evaluation to determine if the event met its other goals, and maximized staff and volunteer resources. If the event is not reaching the 50% goal after the third year, it should be set aside for another benefit or fundraising activity that can deliver at a higher level.
Budgets
When you prepare an initial budget, it forces you to think through the entire project in advance. As you begin to compare estimated expenses with projected income, you may find the initial numbers are not what you hoped they would be. You may even conclude that the benefit is unworkable, and that you are better off putting the time and energy into another fundraising project. More likely you will need to adjust and play with the number to come up with expenses and income that will meet the financial goal.
Your budget is final arbitrator for your plans for the benefit. It will determine the type of event, the site, entertainment and the food you serve. Always prepare a detailed budget in advance, and stick to it. An accurate and conservative budget is the best insurance for meeting your financial goal.
Expenses
If your organization is new to events, you may want to start the budgeting process by estimating expenses. Use as many actual quotes as possible and estimate the rest. This process will also help you identify potential areas for underwriting. For repeat benefits, look at previous budgets for ideas and estimates. Don't accept these numbers at face value, however. Do the research to find out about postage increases, fee changes, etc.
Income
Unfortunately, there are not absolutes or exact formulas when it comes to estimating income. Tickets prices are often broken into two or three pricing categories. Tickets sales will most likely follow a pyramid shape, with the largest numbers of buyers at the base of the pyramid at the lowest price, and the highest price buyers representing the smallest portion at the tip of the pyramid.
Volunteers and tickets - How many will they sell?
It will depend on the price of the tickets. It is easier to move 10 tickets at $20, then 10 tickets at $200. For lower-priced tickets, a volunteer will usually sell approximately ten tickets. For higher priced events, volunteers will sell approximately 5 tickets on average. PLEASE REMEMBER THESE NUMBERS ARE ROUGH ESTIMATES! It will vary depending on the event, experience and contacts of volunteers, and your donor base.
Corporate Tables/ Sponsorships
Events offer excellent visibility and sponsorship opportunities for corporations. Below is a link to an article by Rebeca Mojica that gives a 9-step guide to soliciting and acquiring corporate sponsors. http://www.nonprofits.org/npofaq/17/28.html#Step1
SAMPLE BUDGET ITEMS
INCOME
Individual Tickets ______ priced at $ ______ =
Corporate Sponsorships _______ priced at $_______ =
Underwriting/donations
Auction
Program Ads
EXPENSES
Food/Refreshments
Liquor
Wine
Linens
Tables
Chairs
Platform/Stage/Dance floor
Stage Skirting
Misc. Service Equipment
Gratuity
Hall/Site/Tent Fee
Heating/Cooling
Valet
Security & Maintenance
Insurance
Permits/Fees
Photography
Video
Entertainment
Entertainment Travel
Entertainment Lodging & Food
Lighting Design & Equipment
Sound & Electric
Decorations
Prizes/Awards
Invitation Design & Printing
Advertising Design & Printing
Program Design & Printing
Postage
Auction Display Materials/Expenses
Photocopying
Telephone
Stationary Supplies
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Mindy |
I have received several personal emails asking about ways to recruit volunteers to help plan and manage events, and a request specifically seeking information about posting volunteer opportunities on web sites such as volunteermatch.org, and other national volunteer sites/clearing houses. Has anyone had success in recruiting volunteers through these sites? My organization has been successful in recruiting volunteers via our own web site, but we have been less successful in posting opportunities on these broad based sites. These sites generated interest and inquiries, but it has been a challenge to get the potential volunteers from expressing interest to actually showing up. Understandably, they need to buy into the organization's mission and feel a certain comfort level before they are willing to commit to further involvement. For many organizations, potential volunteers have some level of knowledge or familiarity with the organization either through direct contact (memberships, services) or via an associate/friend that is involved in the organization before they decide to volunteer. When a potential volunteer comes via the internet, they may know nothing or little about the organization, but happen to see an opportunity posted in their geographic area or an organization that interests them. In my very limited experience in this area, it seems that timely (within hours of their initial email inquiry) education and cultivation are very important with someone who finds out about your organization or volunteer opportunity via the internet. Many have responded to a volunteer opportunity on these sites while surfing or on impulse ("I keep thinking I want to get more involved somewhere, let me see what is on that volunteer site.") Not that this is bad, I think it just means that the commitment level is pretty low upon the initial inquiry, and the organization will have to respond quickly and thoroughly to capture and build on the initial impulse or interest. Has anyone else posted volunteer opportunities on these types of sites? What has been your experience? Some sample sites: |
Finding The Right Fit - Choosing An Event
Earlier in the class, two members contributed some excellent thoughts regarding what type of event is right for an organization.
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Viki wrote: "Most organizations look to what other organizations are doing, rather than to their own donors/potential donors, and what kind of event they would attend. Take a hard look at your potential audience - age, sex, marital status, occupations, lifestyle, geographic distribution, income, etc. Design an event that will appeal to that group. If you insist on doing an event that's 'been done', say, an auction, tweak it to fit that group." Michael wrote: "I see nothing wrong with modeling the successes and avoiding the failures of other organizations "benefits", in fact it seems to be the logical course to follow. Why reinvent the wheel?" |
The most important factor in finding the right event is finding the right fit for your organization. Finding the right fit means not only the activities of event itself, but also looking at the time, talent and resources it will take to make the benefit a success.
Look at your:
Audience and Current/Potential Donors
- Demographics
- Interests
- Connection to the Organization
- Financial resources & willingness to pay
Organizational Image
- Message you wish to communicate
- Ethical considerations
- Style - thought-provoking/fun/entertaining
Leadership & Volunteer/Staff Resources
- Interests
- Contacts in the community
- Time available
- Skills & Talents
Financial Resources
- Financial goals approved by the board
- Financial resources - front money/funds available
Timing
- Competing events in the community
- Other fundraising activities happening within the organization
- Sufficient planning time
Remember your Goals!
What are the goals of the event? Set your goals first, and then choose your event. Goals may include
- Financial, net income (a must!)
- Number of new contacts/donors/attendees
- Number of new volunteers
- News item mentions/publicity
Setting and keeping measurable goals will help you set the parameters for the type of event that will best fit the organization. Have a financial goal, approved by the board, and then choose the style or theme of your event accordingly. If you create your financial goal based what you think an certain type or style of event "should" raise, you may soon find yourself in the business of producing and running events, rather than working to raise funds to enable your organization to carry out its mission. Measurable goals that are clearly articulated at the beginning of the planning process will help you keep the focus on how the event will benefit the organization, rather than the other way around.
When looking at the type of event or theme, start by looking at any previous events your organization has hosted. What worked well, what did the attendees enjoy about the event? Did the event meet its goals? Review the post-event evaluation. (If your organization did not do one for your last event, this part of the planning process may motivate you to do an evaluation next time!) Can you change or augment the event to give it fresh appeal? Can you add additional fundraising components (raffle, auction) to increase your net income?
Building an event from the ground up is a lot of work. You can spend a large portion of your planning time coming up with a new, creative idea for your organization. Try researching what other organizations have done, and find out what was successful and why. I am NOT suggesting that you steal another group's ideas; not only is it unethical, but it is most likely unproductive in the long run as you may end up in competition with the originator. Can you modify an event that is being done in another city? Do contact the organization that hosted the event as they may have plans to implement it in your community. If they don't and if they don't view you as a competitor, they may be willing to share information and ideas with you. Or, as FundClass member Vicki suggested, you can take a known fundraising idea or event such as or auction and tweak to fit your particular audience and donors. You don't need to reinvent the wheel, but you do need to make sure that the event fits your audience and potential audience/donors, volunteer and staff resource capacities, financial goals, and organizational image.
Please jump in and share ideas about what worked for your organization. Did you take a "tried and true" and revamp it to fit your audience? Was the idea new to your community? Has anyone worked to breathe new life into an annual event to keep it fresh and exciting? I welcome your ideas and experiences.
The Devil Is In The Details - Planning & Logistics
There are myriad details that go into planning a benefit. Getting them all down on paper with a designation of who is responsible and by when the task will be completed is essential for making sure nothing falls through the cracks, and to identify interrelated tasks.
Below is a time line with sample tasks and details to complete. Creating a central, master list for distribution to staff and volunteers will help you be realistic about the time allotted, and identifies which tasks must be completed before another can be done. A low-tech method to track these details that has worked well for me is to create a "Benefit Box". After the tasks have been identified and written out in a master timeline, I write each task on an index card, and file the task cards in an index card box chronologically according to their targeted completion date. As each task is completed, I add any relevant comments to the card (problems encountered, vendors contacted, timing issues etc.) and then move the task to the "Completed" section in the back of the box. The information on the cards keeps me motivated (it is a great feeling to move those cards to the "Completed" section in the back). It also helps with the post event evaluation, and serves as a detailed resource for the organization when they plan the next event or benefit. You can also utilize the same technique with Microsoft Outlook or one of the other calendar software packages that allows you to manage tasks.
SAMPLE TIMELINE
Identify the targeted completion date, and who is responsible for each task. You may want to assign a range of time for certain items (Research caterers 2/8/00 - 2/23/00) but be sure to include a final completion date for the item (Signed contract with caterer - 2/28/00).
Six to Twelve months ahead
Board establishes financial goals
Research/ Approach chairperson
Chairperson assumes responsibility; appoints committee chairpersons
Chairperson meets with executive director, development director, to determine staff resources and support
Research theme/event style
Research dates (check organization and community calendars for potential conflicts)
Research major expenses/get cost estimates (site rental, entertainment, caterer, decorations)
Choose date, theme, and location
Determine ticket prices
Draft budget
Chairperson presents budget to board for approval
Form committees
Compile committee roster and staff contact sheet
Create preliminary fact sheet for distribution to committee volunteers, staff
Determine committee meeting schedule
Compile data for mailing list (allow 4 to 8 weeks)
Determine mailing methods (bulk, first class, check for current permits)
Research need for special permits (Liquor, tent, etc.)
Develop concept/design of printed pieces and calendar in conjunction with PR chairperson/committee
Develop publicity campaign calendar
Five to Six months ahead
Set up bank account, determine banking procedures
Generate prospect list for underwriting & sponsorship (in conjunction with development department)
Approve final design for printed pieces
Design save-the-date card & send to printer (if applicable)
Mail save-the-date cards (if applicable)
Send initial press release/announcements to media
Approach corporations & potential underwriters for sponsorship/funding requests
Meet with caterer to discuss menu and floor plans
Three to five months ahead
Determine event layout/plan, meet with fire marshal or other city officials as applicable
Finalize menu and floor plan
Sign contracts with caterer, site, entertainment, etc.
Monitor underwriting and sponsorship results
Obtain logos from corporate underwriters/sponsors for printed pieces
Finalize design & approve invitation, send to printer
Select & order trophies awards
Review needs for signs, registration materials
Draft emergency response plan (power outage, health emergency, etc.), determine chain of command, who to contact
Design and write copy for benefit program
Stuff, sort and address/label invitations
Determine set-up and tear-down tasks and assignments
Revise benefit fact sheet
Convene meeting for entire benefit committee to review overall plans and progress to date
Two months ahead
Mail all invitations
Develop materials for post event evaluation/wrap up
- Thank you letters for sponsor/patron, tickets buyers, committee, staff
- Develop database for post event letters, ongoing updates as reservations come in
- Create event evaluation form for committee/staff use
Finalize transportation/accommodation for entertainment/VIPs
Release press announcements
Finalize permits and insurance
Hold a walk through at event site with committee chairpersons
- Review traffic flow starting with when guests approach to site, parking/valet
- Review traffic flow within event, determine bottleneck areas, change or plan to accommodate these areas
Update reservations/ticket sales daily
Reservations/Host/ seating Committee begin follow-up calls to secure reservations/ticket sales
Two to Four weeks ahead
Deadline for sponsor and patrons names in program
Program is approved and sent to printer
Finalize emergency response plan
Confirm set-up and tear-down tasks and assignments
Monitor reservation/ticket sales continue with follow up phone calls to confirm ticket sales
|
Elizabeth |
Thank you Mindy! Your sage advice is such an asset. I am interested in your take on marketing events. When selling high end event tickets, your volunteers will certainly be responsible for selling tickets, and you can depend on some response from mailing invitations to internal lists, but how much can you/should you count on other methods. How about purchasing lists for mailing invitations? I've seen advertisements in up-scale magazines, notices in newspapers, etc. promoting these gala events. Does that really work? Your experience with the Christmas tree displays may also help me to figure out how to insure ticket sales for an event that is mostly dependant on ticket sales from the general public. (It kind of feels like an "if we plan it, they will come" philosophy - scary!) Do you have timelines for this kind of marketing? Also, how do you determine the ticket price for events? How do you know what your market will bear? |
PLANNING & LOGISTICS - THE FINAL COUNTDOWN
Two Weeks Before
Meet and review schedule with committee chairpersons
Give caterer head count
Prepare initial seating chart
Assign table groupings/seating - ongoing as reservations come in
Continue phone follow-up for ticket sales
Reconfirm entertainment travel/hotel arrangements
Confirm schedule of equipment delivery, rental drop off
Arrange for secure room/staging area at event site
Arrange for volunteer refreshments for set-up/tear-down
Arrange for food/refreshments for entertainment, paid workers
One Week Before
Finish table/seating arrangements
Deliver scripts/recognition list to committee chairperson/staff
Hold walk through with all volunteers/staff with assignments for the event
- review schedule
- confirm assignments
- review emergency plan
- confirm assigned captains/troubleshooters
Make follow-up calls to media for event coverage
Obtain checks for payments to be made on event day
Establish petty cash needed for tips, emergencies
Two Days Before
Give final count to caterer
Finalize all registration materials, guest lists
Begin delivery/set-up of decorations
One Day Before
Rental company delivers equipment, tables, chairs
Finish decoration set-up
Sound and light check
Set-up tables/chairs
Reconfirm count with caterer
Benefit Day
Caterer sets tables
Entertainment rehearses
Final sound and light check
Make last minute adjustments to seating/table assignments
Install directional signage
Check restroom, coat check area
Set-up registration
Two Hours before
Deliver final guests list to registration
Deliver final table assignments to Reservations/Hosts/Seating committee chair
Reservations/Hosts/Seating committee arrive 1 hour before benefit starts
Review any last minute schedule changes with volunteers/staff/workers
Go to assigned areas and greet guests
Benefit Begins!
Doors open, greet guests
Publicity/Media committee members greet media, gather guests and arrange for photos, answer questions
Chairperson and captains/troubleshooters circulate and bring problems to the attention of appropriate volunteers/workers
Disperse checks to workers/entertainers requiring payment on event night
Secure valuables, store registration materials, clean up, remove signs and decorations
Go home and get some sleep
A few notes:
Make sure volunteer shift assignments during the benefit are rotating, and that they don't extend through the entire event. Everyone has worked hard to make the event a success, and everyone should have the opportunity to enjoy it.
Post event tear down - Volunteers often feel that their commitment has been met once the benefit is over. It is only the most loyal and very dedicated volunteers that will stay at the end of a late evening to move tables or do the cleaning. When the time comes, don't be surprised to find that your original group of tear down volunteers has dwindled to a handful. If at all possible, arrange to have paid workers or cleaning staff do the majority of the post event clean up. It may seem like an expense that easily be eliminated with volunteer labor, but the clean up is crucial. Knowing that a professional crew will be there at the end of the evening will take the pressure off during the event and make it more enjoyable for everyone.
It's A Wrap - Finish Up And Follow Through
The guests have gone, your months of planning have paid off, and everyone is talking about the successful benefit. You may feel elated and at the same time physically and emotionally fatigued. But the work is not finished yet! Be sure to clean up, say thank you, and do the post event evaluation.
Saying thank you
Every person that attended, volunteered for, or donated to the benefit should be thanked. Depending on the size of event and number of tickets sold, the benefit chairperson may not be able to hand write a personal note to everyone, but should, at a minimum, write notes to all the committee chairmen and the major sponsors, underwriters and donors. The organization should also acknowledge all sponsorships, donations and in-kind gifts as they come in. Immediately following the event, a letter signed by the benefit chair should be sent, thanking all those that attended the event. All volunteers should be thanked as well, with a personal note added to any computer generated letter. A letter from the board president to the benefit chairperson is an important gesture of thanks, and a modest gift or memento from the organization to the chairperson acknowledges the work and effort that the chair has put forth for the organization.
Evaluating and wrapping it up
Within two to three weeks after the benefit, hold a final wrap-up meeting to celebrate the event's conclusion, and summarize and evaluate the event. If you wait much longer than two weeks after the event, details become foggy and people become involved in their next project. As a gesture of appreciation, it is nice to have this gathering over lunch or in someone's home in a relaxed atmosphere. Let the committee members know there will be a brief overview of the benefit at this meeting, and ask each committee member to bring their completed evaluation form that was passed out before the benefit. It is best if this evaluation form is passed out a week or two before the benefit so committee members will be able to think about their responses in advance and have the form completed in time for the wrap-up meeting.
Sample Evaluation Form/Questions for Volunteers/Committee Members
Name:
Committee served/volunteer area:
Did people enjoy themselves at the event?
Do you feel the people you worked with had a positive feeling about the benefit and the outcome?
Describe your duties/responsibilities for the event.
Approximately how many hours did you spend on the benefit?
Were your assignments clear?
Did you have enough time to complete your duties/tasks?
Did the committees meet regularly/ often enough?
Did you have adequate support/help to complete your assignments?
List the community and business contact you used to do your job.
How would you structure your job/duties differently?
Was their adequate volunteer recognition?
What planning and management changes would you suggest?
Would you suggest the same event format for next year?
Describe alternate format, if applicable.
Overall Discussion/Questions for Meeting and Final Report
Did people enjoy themselves at the benefit?
Did the benefit achieve its fundraising goal?
Did the amount raised warrant the event?
How many people attended?
Did it attract the targeted audience?
Did it attract new donors?
Was the mailing list up to date?
Was the site adequate in terms of the numbers, convenience and equipment available?
Was parking adequate?
Was registration smooth and efficient?
Did the benefit stay within the approved budget?
Was their adequate front money, were bills paid on time?
Was the bookkeeping efficient and effective in paying and collecting all money due?
Were there items missing from the budget?
If you were to repeat the event, are there places where expenses could be reduced or where you would need to add?
Where committee assignments completed on time and within budget?
Have any new leaders emerged from within the committees?
Did the entertainment enhance the event?
Were the light and sound system adequate?
How were the food and the presentation?
Did you receive any comments about the meal or service?
Were any dietary restrictions met promptly and courteously?
Was there enough food, beverages, and service help?
Did you receive publicity for the benefit?
Was there adequate guidance and staff help?
What could be improved and/or changed?
In the evaluation, review carefully the final income statement. If the benefit achieved its financial goal, note the key areas of success, and whether they might be repeated for the following year. If benefit did not meet its goals, note what could be done differently. This is very important, as the final report will be used in determining the development goals for the organization as it plans for the next year.
Follow-up with your new contacts
How will you follow up with any new donors, contacts or volunteers that came to the organization through the event? I wrote in the Opening Statement for this FundClass, "a benefit can be worth much more than the money it raises, if it makes it easier to raise more money." It sounds obvious, but make sure the benefit attendees and volunteer names are integrated into your database so they receive regular mailings/updates about your organization. Personalization of any correspondence (an added note with a newsletter, etc.), especially within six weeks of the event, will help build the relationship. If you are able to segment your data, you may want to send a special annual fund letter mentioning their support of the benefit. Don't forget to ask for email addresses, especially from volunteers. Although the volume of email is increasing for all of us, it is still an inexpensive and fast way to disseminate information, and provide a feedback loop for the organization.
Now the benefit is over, the letters are sent, and thanks are said. Take a deep breath, pat yourself on the back, and start planning for your next successful benefit!
Thank you to everyone who participated and shared his or her experiences with the FundClass. If there is one thing I have learned about events, it is that each event teaches me that there is always more to learn!
Resources For Planning And Managing Benefits And Events
Below are some recommended books and links to information about events and benefits. Best wishes for your successful event, and thanks to everyone for their participation in FundClass.
Darcy Campion Devney, Organizing Special Events and Conferences (Pineapple Press, Inc., Sarasota, FL, 1990)
ISBN 0-910923-63-9
Good on-site information, floor layouts
Marilyn E. Brentlinger and Judith M. Weiss, The Ultimate Benefit Book (Octavia Press, Cleveland, OH, 1987)
ISBN 0-940601-01-X
Excellent resource for benefits with $50,000 plus goal. Detailed committee job descriptions, case studies
Warrene Williams, User Friendly Fund$Raising (WorldComm, Alexander, NC, 1994)
ISBN 1-56664-065-2
Extensive chapter on auctions
Special Event Worksheet - A Guide to Remembering All the Big (and Little) Details
This resource is (c) 1992 by Bill J. Harrison and is excerpted from "Fundraising: The Good, The Bad and the Ugly."
http://www.nonprofits.org/npofaq/17/28.html#Step1
A 9-step guide for nonprofits on how to solicit corporate sponsors
Written by Rebeca Mojica and posted on The Internet Nonprofit Center Website
http://www.nald.ca/FULLTEXT/heritage/ComPartnE/Specev1.htm
Guide to Special Events Fundraising by Ken Wyman
CFRE Director, Ken Wyman and Associates, Inc. Consultants
http://www.energizeinc.com/art/ahowt.html
Orientation and Training of Event Volunteers By Betty Stallings & Donna McMillion
From How to Produce Fabulous Fundraising Events pp. 49-51
http://www.nonprofits.org/npofaq/04/19.html
Can We Recruit Volunteers via the Internet?
From The Internet Nonprofit Center Website
http://www.urbanevents.com/
Register your event online, also resources for planning & managing events