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BOOK REVIEW
The Point of Entry Handbook
by Terry Axelrod and
Raising More Money Publications |
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"The Point of Entry Handbook" outlines how you can develop a mission-based fundraising program based on the contributions that come from individuals. According to the author, 85% of all contributions come from individuals and this echos the experience of many of the organization with which we work with. While fundraiser events bring in financial rewards, they rarely bring in larger committed gifts. These gifts come only through the development of the relationship between the donor and the organization.
The Point of Entry Handbook provides a way to open the door to developing mutual beneficial relationships. It is a step by step way to learn how to effectively communicate your mission and vision by developing Point of Entry Events. Point of Entry Events have three important components: people get the basic facts, they feel an emotional connection to your work and you get names with their permission for follow-up. The book provides ideas on how to start new events and how to convert some of your current events into Point of Entry Events. Finally, the book addresses how to provide follow-up and how to involve other staff, volunteers and board members.
Chapters 1. Mission-Based Fundraising 2. The Raising More Money Model 3. The Point of Entry 4. The Facts 1001 5. The Emotional Hook 6. Capturing Names with Permission 7. Creating a Treasure Map 8. Inviting People to Points of Entry 9. Designing a Know Thy Donor Program 10. The One-on-One Point of Entry 11. Sample Points of Entry 12. Four Types of Events 13. Planning Events 14. Converting Events 15. Point of Entry Conversion Events 16. The Free One-Hour Ask Event 17. Free Feel-Good Cultivation Events 18. Follow-up and Beyond 19. Involving your Board 20. Involving Staff 21. Involving Volunteers 22. The Seven Minute Video 23. The Outline Point of Entry 24. Points of Entry and the Holiday season 25. Larger Campaigns 26. Designing and Refining the Ideal Point of Entry 27. Turning Your Points of Entry into a System 28. Moving Ahead
You can order the book online through the Amazon.com website. |
| Contact Us
Patty Oertel
323-257-1125 |
Charles Watson
805-320-1408
Oertel Group Website |
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January 2008 Edition News from The Oertel Group |
Greetings!
Welcome to our newsletter. As a member of our e-news community, The Oertel Group is pleased to provide you with regular updates about issues and information that effect the nonprofit field and help to maximize your nonprofit's performance. |
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FEATURED SERVICE:
Strategic Planning: Environmental Assessment
Effective strategic plans are the end product of discussions by informed individuals. To be informed and consequently an effective participant in the planning process a significant amount of data generally needs to be gathered. A series of data collection, research and analysis steps are necessary as well as focused research on specific strategic issues of concern to the organization for whom the plan is being developed. This will result in an overall environmental assessment including the identification of key trends, opportunities and risks.
The data gathering process generally utilizes a variety of methods including face-to-face interviews with staff & board members, telephone interviews, web-based (or paper) questionnaires, focus groups, key informant interviews, client feedback forms and pre-existing reports and feedback. The nature of the data collected and the methods used to collect the data will vary based on the organization's mission, strategic questions, culture and resources.
While much of the information will be analyzed during the Assessment process, some research and information gathering can be started earlier. This might include: Key trends in the program environment; plans and attitudes of major existing funders; views of key community informants; demographic changes within the target population; regulatory changes. This process may also include compiling a list of competitors or collaborative partners including what services they offer, prices charged, etc.
Staff can also gather current client statistics and other information needed to evaluate programs such as client data trends for the past five years; changes in client mix based on staff observation; consumer attitudes; quality indicators, changes in the program base for the last five years, etc.
The Oertel Group can assist your organization with determining the key data that should b e collected, selecting the most effecitve methods for gathering the data and as appropriate conducting the research and assessment processes. If you are interested in any of the planning services, please contact us at 323-257-1125 or via email. |
THIS MONTH'S QUESTION:
How often must a board of directors meet?
In California, the legal minimum is that a board of directors must meet once a year. According to the Nonprofit Governance Index, 2007 (BoardSource), the average number of board meetings per year is 6.9. 6% meet 1-2 times a year; 26% meet 3-4 times; 24% meet 5-6 times; 25% meet 7-10 times; and 19% meet 11 or more times per year.
The frequency with which a board meets should be dictated based on the amount of work, critical nature of issues, and level of committee work. A board with an active committee structure can generally meet less often (such as bi-monthly or quarterly) than a board without committees. A general parameter is that a board should not meet more frequently than its committees; if this does occur, it is natural for a board to do its committee work in the middle of the meeting and thus not effectively use all board members' time.
All board meetings do not need to be face-to-face. For boards where face-to-face meetings are constrained by travel, the board can meet by conference call provided all board members can equally hear the discussion.
While the nature of the board work should determine the meeting frequency, boards which meet quarterly or less frequency sometimes face issues of continuity and a sense of engagement by the board. When a board meets quarterly and a board members misses a meeting, he/she has now missed six months of connection to both the issues and to his/her fellow board members.
In general, The Oertel Group has found that boards that meet bi-monthly with an emphasis on committee work every month or in the alternating months are effective and strike a balance between the time availability of board members, ability to accomplish the work, and creating a sense of team among the board members. |
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BREAKING NEWS
Unveiled: The IRS Introduces the Redesigned Form 990
Do For the first time since 1979, the IRS has completed a significant overhaul of the reporting form tax-exempt organizations are required to file each year. The redesigned Form 990 was officially released on December 20, 2007, approximately six months after the IRS introduced a draft version of the form and solicited comments from the public. Returns filed for the tax year 2007 will still use the current form, with the new form coming into use beginning with returns filed for tax year 2008.
The general purpose of the redesign was to update the Form 990 to reflect the many significant changes that have occurred in the nonprofit sector over the past 28 years, specifically addressing the increased demand for transparency and accountability.
The IRS plans on releasing draft instructions for the revised Form 990 sometime in the first quarter of 2008. In the meantime, GuideStar representatives will be speaking at conferences around the country on the changes to the Form 990 and what they mean to nonprofits.
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UPCOMING EVENTS
"Budgeting 101" workshop at Center for Nonprofit Management from 9:30-12:30 - C. Watson Instructor
2-14-2008
"Essential Tools for New Executive Directors" seminar at the Center for Nonprofit Management from 9 am - 4 pm. - P. Oertel Instructor
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Please feel free to pass this newsletter along to your friends.
Patty Oertel and Charles Watson The Oertel Group |
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