APPL ConferenceAPPL Conference

Presented byPresented byHedrick BelinHedrick BelinMarch 7, 2006March 7, 2006

Building effectivepublic-private

partnershipsfor public lands

© Metropolitan Group

Building a solid foundationBuilding a solid foundation

• Unified vision• Shared understanding of roles and

responsibilities• Leadership committed to success• Excitement and buy in by staff• Think expansively about potential

partners• Leverage strengths

Building volunteer leadershipBuilding volunteer leadership

• Fundraising is about relationships• Know what skill sets you need• Partners can identify leaders• Congressional delegation a source of

ideas

Building place-based fundraisingBuilding place-based fundraising

• Capitalize on the experience• Bring the experience to people

• Answer the question why placematters

• Make relevant to people

The Basic Steps MatterThe Basic Steps Matter

• Case– How you tell your story

• Identification and qualification– Who has the interest and capacity to give?

• Pathway for development/cultivation– How do we reach them?– How do we learn and build relationships?

• Solicitation• Stewardship

Know ThyselfKnow Thyself

• Fundraising success flows from a soundstrategic plan. Donors respond when theyknow:

– Where your organization has been– Where you hope to go– Why the organization is making certain

choices– What their investment will make possible– How their investment will be used– When their investment is needed

Building the case for supportBuilding the case for support

• People give money to make a difference inthe world

• They give to invest in their vision and values

• They have been asked to give

• They believe in your mission

• They believe you are effective andsuccessful in accomplishing your mission

Framing the case for supportFraming the case for support

• Lay out the opportunity, challenge orneed

• Demonstrate why your organizationthe right one

• Provide a vision for the future• Show how changing lives or saving

lives

Framing the case for supportFraming the case for support

• Celebrate the public investment• Articulate why private investment

needed• Leverage to grow share of BOTH

public and private support

Leverage marketing andLeverage marketing andfundraisingfundraising

• Crater Lake “True Blue” campaign– Quarter– License plate– Local businesses

• Lewis and Clark Bicentennial– Ad Council– Hewlett Foundation grant– Quest sponsorship

Five Five II’’ss: the Basic Cycle of: the Basic Cycle ofFundraisingFundraising

• Identify

• Interest

• Inform

• Involve

• Invest - $ and assistance with Identification

Key Principles of SolicitationKey Principles of Solicitation

• Those who ask must have already given

• Those who ask must understand the case

• Those who ask must care about thedonor’s needs - you are helping thedonor do what they want to do

Dream team for major giftsDream team for major gifts

• The volunteer

• The person who embodies the mission

• The development staff member

Road to successRoad to success

• Know your prospect– Capacity and interest

• Always acknowledge prior gifts

• Taylor your approach

• Present the case

• Encourage discussion

• Ask for the Gift!

Road to successRoad to success

• Listen to the response

• Agree to next steps

• Report on the visit - in writing

• Follow-up in a timely manner

• Be good stewards of the funds

Phrases to use when askingPhrases to use when asking

• We hope you will consider a major gift tothe Vision Forward campaign in the rangeof $50,000 payable over two years.

• Given your previous support and yourinterest in education, we hope that youwill be a part of our success by making aleadership gift of $100,000

Phrases to use when askingPhrases to use when asking

• I would like you to join me and (one ortwo other names) in supporting thisimportant project by making a $5,000 gift.

• We hope we can depend on you for a$1,000 commitment.

Handling answersHandling answers

• If the prospect says yes– Say thank you!!

• If the prospect says no– Politely ask why - you may learn more about

an appropriate ask, or how to enhance therelationship

• If the prospect says, “I don’t know.”– Offer more time, to provide additional

information, schedule a next step

Handling Handling ObjectionsObjections

• Hear them as objections, not rejection

• Avoid an emotional response

• Acknowledge the objections as real andworthy of considered response

• Don’t debate - educate

• Assume that you both want the project tosucceed

• Get back to the subject at hand

The Tools MatterThe Tools Matter

• Diversity of sources– Private (individual, foundation and business)– Public (grants, contracts, special appropriations,

revenue schemes)– Earned income

• Long-term resource strategies (capital andendowment)

• Annual resource strategies (operating andprojects)

The Tools MatterThe Tools Matter

• Diversified Revenue streams– Major gift/direct solicitation– Annual appeal, membership and other mass appeal

programs– Corporate sponsorship– Foundation and grants management– Planned giving– Special events and affinity fundraisers– Cause-related marketing and partnerships– Delivered via people and paper and online

Creating Sustainable Supportby Building Public Will

Sustainable Support• Beyond the current crisis• Beyond the current project• Nurturing a development culture and a culture of

philanthropy• Creating a priority for and core value of history,

preservation, place and culture• Building Public Will

Conservation: Impacting People and ChangingLives• Why do history, artifacts, buildings and landscapes

matter?• Impacts on people, culture, traditions, learning,

growth (from Ellis Island to Half Dome)• Sense of place and sense of culture• Priority vs. nicety

Defining Public Will•• A sustainable approach to build publicA sustainable approach to build public

support for social change bysupport for social change by::–– Connecting an issue to the existing,Connecting an issue to the existing,

closely held values of individuals andclosely held values of individuals andgroupsgroups

–– Integrating grassroots outreach methodsIntegrating grassroots outreach methodswith traditional mass media toolswith traditional mass media tools

Questions and Discussion

About Metropolitan Group

Metropolitan GroupMetropolitan GroupAgency ProfileAgency Profile

• Public sector, nonprofit and sociallyresponsible business clients (regional,national and international)

• Unique focus on social change, capacitybuilding and Public Will Buildingmethodology

• Full-service strategy and implementation• Offices in

– Portland, OR, Chicago and Washington, D.C.

Metropolitan GroupMetropolitan GroupAgency ProfileAgency Profile

• Preservation, heritage, arts and culture• Libraries, literacy and education• Community and economic development• Children, youth and family services• Environmental sustainability• Public health• Human rights and social justice• Socially responsible business• Foundations

Metropolitan GroupMetropolitan GroupAgency ProfileAgency Profile

Selected environmental and conservation projects:• Lewis and Clark Bicentennial• Charles Darwin Foundation• Wetlands Conservancy• River Network• Crater Lake National Park Centennial• TriMet (Portland Light Rail)

Strategic CommunicationResource Development

Organizational DevelopmentIntercultural/Cross-Cultural Communication

Portland, OR • Chicago • Washington, DCwww.metgroup.com

Mission: Metropolitan Group crafts strategic andcreative services to help social purpose

organizations create a just and sustainable world.