Foreword

By Gary Chenett

Should Look at Fund Raising

1. The Board’s Responsibility

2. Giving and Asking

The Underlying Elements

3. The Mission, Planning, and Assessment of Funding Needs

4. The Case

5. The Support Constituency

6. Operating Funds Versus Program Funds

7. Memberships

8. Annual Appeals and Phone-a-thons *attachment newsletter

9. Mass Direct Mail * attachment prospectus

10. "Benefits" and Other Fund Raising Events *see attachment CLB & EVT

11. Government Grants

12. Foundation Grants *attachment s

13. Business Donations

14. Support from Other Nonprofit Programs

15. Proposal Writing * attachment brg

….18. Life Insurance Contributions *see attachment PLG at the end

19. Publicity and Printed and Visual Materials *see attachment media write radio releases/TV

20. Research and Preparation for Asking

21. Cultivation of Prospects

22. Asking: The Hurdles

23. Asking: A Scenario

ix

24. Development Staff/volunteer(s)

25. Volunteers and Training

26. Office Procedures and Computers

27. A Development Strategy and Plan: Setting Goals

28. The Costs of Fund Raising

29. Program Evaluation

30. Cause-Related Marketing

31. Professionalism, Ethics, and Regulation

32. Using Consultants

33. Board Composition, Organization, and Motivation

34. Ensuring Board Effectiveness

 

The material contained in this guide is for the use of the Order of the Silver Rose and its Structure.

It was a simple rule: "Never think you need to apologize by asking someone to give to a worthy program".

With this book we not only provide encouragement to those responsible for raising funds for Silver Rose Programs, but also supplies useful suggestions on how to approach this daunting task.

It comes as no surprise that these are difficult times for purpose of raising funds for yet another Veterans Group, but they are also times of enormous opportunity. In large measure the not for profits have been asked to take on some of the toughest challenges we face in sustaining both our global society and our individual communities. To be effective in their tasks they must rely on strong, dedicated, and courageous Board of Directors. This board must be informed and fearless in seeking financial help to carry out their work. Directors, who must, by agreeing to serve, take on some responsibility for raising money. Although there are innumerable books filled with fundraising materials that teach the latest techniques for proposal writing, the use of "direct mail," or the best way to approach foundations and corporations, what has been missing until now is a sense of how the individual Director can best use his of her own special talents as an integral-indeed vital-part of the support process.

We have awarded over 3.000 awards since I became the National Director in 1999. We currently are endorsed by the VVA, The VVA National AO Committee, The Veterans Voice, The VSO, The Quilts of Tears,
 The States of Alabama, Utah, New Jersey, Indiana, Nebraska & Maine have endorsed us by putting us in their Congressional Records. As has the U.S. Congress supported us by putting The Silver Rose in their Congressional records, we have also been endorsed by many individual Veterans Posts, chapters and veterans groups, too numerous to mention; and of course thousands of people have endorsed and supported us.
 We have been awarded the Chapel of Four Chaplin's Legion of Honor award, the 1st of the 4th Calvary have named myself as Trooper of the year and the Silver Rose Organization has been named organization of the year. In 2002 I was personally named National Vietnam Veteran of the year.
  The Silver Rose Organization is the ONLY Veterans group the supports AO victims living or deceased with the Silver Rose Organization medal  (or any medal for that matter) a award the strives to bring gratis Honors and Recognition to these Heroes suffering from AO Dioxins. We are also the only Veterans group on the Internet that offers free advice and prints it for download for those seeking and trying to learn how to write a complete PTSD claim.
   We currently have over 80 volunteer Directors located through out America and Canada.
 The Silver Rose Organization has been presented to Veterans in every U.S. State, Guam, and Puerto Rico. Canada, Australia, New Zealand and Okinawa, We have also presented the Silver Rose Organization to 4 children of Vietnam Veterans suffering from the VA approved Spina Bifida, We have lost 2 sets of brothers killed by AO and have 1 set of Brothers who were presented the award with one still living.
 The Silver Rose Organization has been presented to the Brother of Joe Namath (now deceased) the brother of author Jack Kerouac. (On the road, Dharma bums etc) The award has been presented to Veterans from the rank of Major General on down. We have presented as many as 35 Silver Rose Awards in one group at a time (Defiance, Ohio)
 We are a 501c3 Tax Exempt non-profit group and are supported entirely by donations. There a no paid persons who serve on the Silver Rose Organization Board or otherwise. We have, to date received about $150,000 in donations to sustain our Mission to this point in time. It is time to improve our fund raising policies and expand them as the need continues to rise and our mission expands. The need for more awards, publications and public awareness is ever increasing; as such the cost for the programs must continue to expand.
    In the first 4 years exclusively its National Director Gary Chenett who operated the Silver Rose Organization with the help solely of himself and his wife Eileen financed the Silver Rose Organization.

Background on Our National Executive Director:

This same Director is 100% disabled (P & T) as a combat Veterans and has had 3 AO related cancer surgeries and is rated for these surgeries and PTSD as he served with the Big Red One 1/st of the 4th Calvary as a M-60 gunner on a APC. He served in the first Tet and was one of only 2 men from his unit to not receive the Purple Heart during his tour in Vietnam Feb of 67/68... He was born and raised in Flint, Michigan, has 3 children and 6 grand children, has been married to Eileen for 40 years. And they have been best friends for over 47 years...
 Gary is retired after working as a Grocery store manager for the Kroger Co for 11 years and then after operation his own business for over 26 years in Grand Blanc, MI. he sold his business, Grand Blanc Cyclery in 1996. He specialized in selling all makes of bicycles over his career and there was not a brand name he did not sell is his career, He sold bicycles that retailed in price from $29.95 to $6,000.00 or more. He employed in season up to 11 employees and maintained a staff of 7 year round full time employees. He and his wife Eileen operated this business along with his daughter Debbie, Father and Mother in Law Harold & Doris King. He also has a complete resume if you are interested.

Gary Chenett

Preface

Charitable and other nonprofit Programs like the Silver Rose, by definition, live and survive by the donations from their supporters. Where businesses rely on sales and governments depend on appropriations/taxes. Although many such Programs derive an important part of their income from revenue-producing programs all but a few that maintain commercially successful enterprises must continue to rely on contributed funds to sustain their main programs. Services provided by nonprofit Programs are thus made possible mainly by contributions that result from active fund raising.

It is ironic and unfortunate, therefore, that the very people most closely associated with nonprofit institutions-the board members-are so often heard to say, "I’ll do anything but raise money!" Often the denial of fund-raising responsibility is put in these terms: "Ours is a working board; we deal with substantive programs, not with the raising of money." "They promised me I would not have to do fundraising." Board members who believe that fund raising is not a part of their responsibility, simple need to be corrected on that notion. But you also hear reluctance expressed in these different ways:

"I won’t prey on my friends."

"I can’t stand being turned down."

"I can’t sell; I am just not good at it."

"I bring other expertise to the organization."

"I have a conflict; I’m raising money for others."

"I said I would just lend my name."

"I’m too busy."

Behind these comments are many explanations. For some people, asking for money is simply distasteful; they see it as begging or pressuring friends. Others in all sincerity believe that they are just not cut out for fund raising. Some are genuinely fearful: They find it scary just to think about asking for money. Some can’t stand the thought of being turned down. Particularly unhelpful are those who serve on a board only for the prestige it brings them. You can even hear those who suggest, "With all those fund raisers out there, why don’t we just hire a good one to raise the money for us?"

If the Silver Rose is to be successful, it must recognize these common attitudes and deal with them forthrightly. The first step is to have the members of the board understand fully the problems and challenges involved in fund raising. In particular, Directors must be clear about their own role as board members. Private philanthropy has come to be known as the "third sector," to differentiate it from government and business. In the United States today there are estimated to be 1.25 million nonprofit, voluntary, charitable, and religious Programs. Their operating budgets add up to over $2 billion. As a major share of those budgets is supported by contributed dollars, it is essential that the responsibility for raising money be clear and the management of fundraising activities be effective; otherwise, Programs simply cannot exist. Thus the fund-raising world is big and it is competitive. It is big and so is the potential for support is as wide as the number of people who can be reached by mail and as high as the largest gift of the most generous donor. It is competitive in the sense that nonprofit Programs in every field are seeking the same donated dollar. The message is clear: To survive and flourish, our organization must be thorough, orderly, and deliberate in it’s fund raising program. The variance of non-profits within the third sector is extraordinary: tax-exempt, voluntary, and philanthropic organizations such as schools, hospitals, libraries, social services, and those for recreation and housing; civic, social, Veterans groups and fraternal Programs; arts and cultural Programs; foundations; and religious institutions such as churches, synagogues, and mosques, with their affiliated schools and community services. Each institution within each type has its own individuality: It is large or small, young or old, strong or weak. Each organization and area has its own environment, its own constituency, and its own needs. Each, therefore, must deal with its fundraising in its own way. Yet success is likely to attend some fund-raising methods and failure is almost certain with others. How the Directors deal with their fund-raising responsibility and any reluctance among its members, therefore, is vital to the organization’s welfare, indeed to its survival.

Board members are as varied to the Programs they serve. Some, new to Directorship, are naive, eager, and wrapped up only in the program of the Silver Rose. Others-prominent, successful men and women-are accustomed to board deliberations, confident in their knowledge of how nonprofit programs work. Some board members are well versed in fund-raising matters to support the programs. Although, they all must concern themselves with fund raising, they bring a variety of both experience and attitude to the responsibility. These chapters seek to embrace this range from innocence of sophistication, from open receptiveness to the reluctance of fund raising. The requisite for making good use of the book is a desire to help the Silver Rose Organization to which a commitment of leadership has been made. As a Director, then, just what should you know and what should you do about fund raising? One certainty shines through: Fund Raising is not learned from a book. As with skiing, dancing, or playing golf, you can get a sense of how to go about fund raising from reading and watching, but you learn by doing. Accordingly, this is not a "how-to" book. Instead of offering answers and solutions, it seeks to present a helpful way of looking at fund raising so that the job, being better understood, will get done.

The Guide explains the principal of fund raising from the board member perspective, offering some do’s and don’ts in the successful process of those principles. In effect, each section and chapter could open with the salutation:

Dear Board Member: You will have to reach decisions appropriate to your own organization, but on this aspect of fund raising, this is the problem and this is what you should know about it...." (By inference, "this other" is what you don’t need to bother yourself with). The selection of topics has been governed by two factors:

(1) The fund-raising questions most frequently asked. And

(2) Where boards frequently go wrong, as revealed in professional audits and feasibility studies. One question constantly arises: in fund raising, what is the role of Directors and what is the role of any staff/volunteer(s)? Although in the final analysis responsibility for the success or failure of fund raising lies with the board, it is quite clear that the board is helpless without the input of others who have been doing it. Every organization will be different, again depending on size, history of fund raising, and the personality of the board. In some the professionals do virtually all the money raising; in others the Directors play the dominant role. Because the National Silver Rose Executive Director and development committee have indispensable parts of the action, including the board members to be effective in their roles, they must be looking over the shoulder as board members and Directors review this Guide. Wherever possible, the place of Directors in relation to the National Director and (later) staff/volunteer(s) is identified, but don’t look for definitive answers; we must develop our own pattern. Regardless of what part the others play, however, Directors must oversee, evaluate performance, and participate. They will find out what works in their community. Many fundraisers do not work well in large cities that work great in small towns.

The reverse is also true.

They cannot run away from fund raising. Some will say there is nothing to fund raising but common sense, hard work, and an abiding enthusiasm for the Silver Rose you want to help. Others assert that fund raising calls for highly

Specialized techniques and therefore, for professional expertise. Reality, as usual, is somewhere in between. Because the board of Directors is the central focus of this guide, the presentation starts and ends with board leadership: What

The board responsibility is (Chapter One) and how the board and its members can be effective in fulfilling this responsibility (Chapter Nine). Between the opening and concluding chapters, the book looks at key elements of a successful fund-raising program, particularly as board members should understand and participate in them.

. Concepts that relate to the mission, case, and constituency are fundamental to the fund raising of all Programs and

should be understood by Directors (Chapter Two).

Differing techniques and procedures need to be understood in seeking support from each of the several sources of support-individuals (Chapter Three); government agencies, foundations, business and other nonprofit programs (Chapter Four).

. Raising capital funds presents a different array of problems which board members have a special responsibility (Chapter Five)?

. Directors can be of great help in specific support activities, such as publicity, cultivation of prospects, and research and preparation (Chapter Six).

. The board’s challenge in fund raising comes in the actual asking. The hurdles are discussed and a scenario is offered in Chapter Six.

. The board has an oversight responsibility to assure the effectiveness of the fund-raising organization and procedures, notably in regard to development staff/volunteer(s), volunteers and training, procedures and computers, strategy, and costs Chapter Seven).

. Special concerns, such as cause-related marketing, ethical matters, and the use of consultants, often involve the board (Chapter Eight).

Returning to leadership, Chapter Nine looks at the ways a board can usefully deal with its own composition, organization, and motivation of members and can assure its own continued effectiveness. The reader may choose to read Fund Raising: What every director needs to know about raising money straight through to get an overview of key fund-raising issues, strategies, and methods. It was designed to be read by a busy Director in the time it takes watch a movie in your home. On the other hand, the reader may prefer to skip to subjects of current interest. Board members CAN keep a copy on hand as a resource, ready when a new fund-raising subject arises. More Silver Rose Awards, or more advertising of our programs, or hiring staff/volunteer(s), although perhaps not of present interest, may become so in later. One area must be stressed: Where legal implications are involved, this Guide cannot be a substitute for legal counsel. The discussion, I hope, carries another message. Through a better understanding of what is involved in fund raising, board members of all shapes and sizes, young and old, naive and worldly, may find that asking for support for our programs need not be as painful and unnerving as they had believed. Indeed, they can come to realize that contributing to the success of a worthy cause by strengthening its funding base can bring a world of satisfaction.

The Board Member’s Perspective:

1. The Board’s Responsibility

2. Giving and Asking

Start with the first principle: The board of a nonprofit organization is responsible for governing the organization and ensuring that it succeeds in it mission. That responsibility-no matter what the size of the organization or nature of its mission-includes seeing that the organization has the resources required to carry out that mission. The board must establish the organization and procedures to get the fund-raising job done. In turn, board members must be involved, individually and personally. If a non-profit is having trouble raising money, don’t look to the development office; don’t look to the chief executive; first check out the board of Directors.

One need only look at others around you-schools, churches, hospitals, museums, public interest groups-to be persuaded that nonprofit Programs with sound financial support have strong Director membership and knowledgeable people committed to and actively involved with the institution. The converse is more impressive: Nonprofit Programs that have trouble raising funds have board with indifferent members who are either distracted by other commitments or unwilling to face up to their full responsibility. Active boards mean strong finances while weak finances point to weakness in the board. Directors cannot close their eyes to the responsibility or pass it off onto others. This role of our Silver Rose board to ensure adequate resources must be viewed in the context of the board’s total responsibility. In essence, the charge to our Silver Rose board has three components:

Fiduciary, programmatic, and financial.

Fiduciary involves protecting the public interest. In this respect, the board must fulfill the legal requirements, such as incorporation and framing the by-laws; maintain the integrity of the institution through audits and avoidance of conflicts of interest; select, pay, evaluate, and if necessary dismiss the National executive; and ensure its own leadership effectiveness by responsibly selecting members and officers and by establishing constructive board procedures. Programmatic mean to satisfy the needs and expectation of the constituent community in fulfilling its mission. That is, the board must define the Silver Rose’s mission and purposes; what it is to do and (often neglected) what it is not to do; see to the plans-for the short and long run- the setting of priorities; approve policies and major commitments through involvements in the budget process; and ensure periodic evaluation of program performance. Financial means to assure the viability of the organization. Here, the board must see that adequate funding resources are obtained to sustain the organization and its program and oversee the financial operations through appropriate budgetary, investment, grants and accounting procedures. Board members may take particular interest in, and make their greatest contribution to, one or another of these responsibilities. But every member must recognize all of them and realize that fund raising is often the most vital and inescapable. The buck starts and stops with board. Members must be fully involved. It is relevant to emphasize that the responsibilities of a board of a nonprofit organization differ from those of a board of a for-profit, commercial company. This difference is frequently overlooked or mistaken. Raise a caution flag when you hear such statements as: "What we need to do is bring some business efficiency to this charity organization." (The exact nature of this "business efficiency" is left undefined.) "Nonprofit Programs need to be more businesslike." ("Businesslike" can mean a lot of things, or nothing. If you mean "carefully arranged, well carried out," well and good; if you mean, "run like a commercial enterprise," beware.) "When you come down to it, a good company board member is bound to be just as effective on a nonprofit board." (Simply not so. Of course, many corporate leaders make first-class nonprofit Directors, but many do not. The roles are quite different.) Because the subject relates quite directly to fund raising, the differences between the for-profit and the Silver Rose worlds are worth further exploration. * One authority put it this way "There is no question that nonprofits can be better managed and we need to understand more about what better nonprofit management means. However, better management does not equal more "businesslike". There are universal management concepts, but they are not the sole property of business. But what makes a business a business is not the same as what makes a nonprofit a nonprofit." Nonprofit Programs exist for public service; they live by donations and they answer to the general public they serve. Companies, on the other hand, are in business to make money; they live by sales and profits; they answer to their stockholders. The chief executive for General Motors said, "GM doesn’t make cars, it makes money." These underlying differences are reflected in how the are governed. The makeup of a nonprofit organization is twofold: those who are served and those who support it. Which can be comprised of the same group? The constituency of a commercial corporation is the customer, the purchaser of products or services; the owners and stockholders are the beneficiaries.

Budgets of nonprofit Programs are designed to assure satisfactory services and to keep institutions alive; budgets for companies assure profits. Corporations have board of directors who are paid handsomely for their efforts; nonprofits Programs have board of Directors who are unpaid volunteers. Of course both nonprofit Programs and commercial corporations need to minimize costs, design and promote goods and services to meet user needs, and manage personnel and resources effectively. Both benefit from competition-commerce more than charity. With good reason, people in business look to the "bottom line," quite literally the bottom right column figure showing success or failure. If there is a bottom line in a nonprofit organization, it is its effectiveness in program service performance, or in increasing knowledge as in a research institution its products that are not readily measurable. Though good "corporate citizenship," a company doing its share in the community, is altogether worthy -corporate giving does have a philanthropic dimension-it is predicated on self-interest, happily being also favorable to the public appeal. A significant difference between nonprofit and corporate board, one that directly relates to fund raising. Corporate boards tend to be small and efficient, with members selected for what they can contribute to the profit-making potential. Board Directors of charitable Programs, on the other hand, are generally large in order to enlist the many skills a board needs, to reach a wide spectrum of the area served, and to get widespread personal involvement in the fundraising effort. In sum, tax-exempt institutions deal with different fiduciary, programmatic, and financial constraints that lead to different personnel motivations (in business, people are employed; they don’t volunteer) and to different bases for evaluating performance. Nowhere do these differences appear more starkly than in the fundraising responsibilities of a nonprofit organization’s board of Directors.

of directors of commercial businesses, must stay clear of encroaching on management responsibilities. For Directors, however, the fund-raising responsibility calls for more direct personal involvement and participation in the operations than in any of its other responsibilities.

Although the Directors’ overall responsibility for fund raising is clear, determining who does the work is another matter. A board is generally quite helpless without the lead Director and, in a large organization, the professional fund-raising staff/volunteer(s), usually called the development or advancement office. The division of labor among board, executive, and development staff/volunteer(s) is an important consideration for every organization.

Depending on the size, the nature of the mission, and the personalities involved, Programs will determine who will handle the various fund-raising functions. As the discussion of the basic elements of a fund-raising program will show, some Programs will look to the executive officer to make most of the solicitations, occasionally calling on Directors to assist. Other Programs, often community service institutions with less extensive staff/volunteer(s), will rely heavily on board members to do the asking for donations—from individuals, companies, and foundations.

For both large and small Programs, however, the major burdens of planning, research, preparation, drafting proposals, and particularly of taking initiative must fall on the National Director and his staff/volunteer(s).

As the board is ultimately responsible, it must oversee the fund-raising effort; Directors skirt this role at their peril. In addition, discussion of the various aspects of fund raising shows that Directors can be positively helpful in many ways. In some activities, or in some circumstances, such as cause-related marketing, the board must get closely involved. Boards usually find it helpful to have a development committee to bring focus and force to its own efforts and to work most closely with the National Director. Development committees can indeed be helpful in motivating fellow board members, in planning and assigning tasks, and in generally overseeing the fund-raising activities of the Silver Rose. The Board members however, must guard against complacent withdrawal, believing they have turned over to the committee their responsibility for raising money. Finally, some boards have found it useful to create an auxiliary body—a "committee"—to handle some or all of the fund-raising tasks. Such a committee has its attraction; in some instances it can be positively helpful. But again, beware the Illusion that the board can enlist assistance, but it must not be seduced into thinking it can say someone else is responsible for assuring that adequate funds are raised for the Silver Rose Organization.

Although giving money and asking for support are everyday processes, they are frequently misunderstood. This misunderstanding, even on the part of leaders in the nonprofit community, gives rise too much of the distaste and avoidance associated with fund raising. To understand at the outset what is involved is crucial to fundraising success.

Some basic principles or basic truths—of why people give underlie all charitable giving. They must be recognized if fund raising is to be successful. They apply across the full span of Contributions: donations from individuals, foundations, and corporations; even grants made by one nonprofit organization to another, such as a church or community service club making a grant to also fund, at least in part, other nonprofit programs.

Here are six principles of philanthropic giving:

PEOPLE GIVE MONEY BECAUSE THEY WANT TO. Making a contribution to an organization of one’s choice in almost every case gives satisfaction, even pleasure, to the donor. It is neither distasteful nor an unwanted burden. Asking for money, therefore, is not an act of arm-twisting; you are not trying to force someone to do something they don’t want to do. You are only asking to see if they are willing to contribute to our cause! Think of your own giving: If you give to your own favorite charities, you do so because you want to. You are solicited, in person or by mail, but you give of your own accord. You can say "No." Even when you choose to decline, you don’t hold it against the people who have asked you to donate unless they are overbearing, tactless, or unfriendly in their request or toward you’re response.

. PEOPLE DON’T GIVE UNLESS THEY ARE ASKED. With few exceptions, contributions are made in response to a request; they rarely come in out of the blue. Certainly no organization can count on windfalls, simply being known and approved does not cause money to flow in, you must ask.

UNLESS THEY ARE ASKED TO CONSIDER LARGE DONATIONS. Prospective contributors are not resentful of being asked to consider a major gift, indeed, they may be flattered. They may not give the amount suggested, but their ultimate contribution will almost surely be greater for having been asked to give the larger amount.

PEOPLE GIVE MONEY TO PEOPLE. This is no less true for being a cliché. The personal equation in giving and asking is all important—person-to-person relationships. They play a key part not only in contributions from individuals, but also in the seemingly less personal corporate, foundation, and government grants. Though a prospective donor must of course be interested in an organization and what it does, it is the people involved—who it is that asks for the gift—that count toward the actual donation. Even in mail solicitations, you look to see who signs, who is on the letterhead, which are the friends or distinguished people asking for your annual contribution. Most certainly the type of help you provide may also be a key factor. In our case the suffering and dying of Veterans that honorably served their country has a large key target area.

If the personal element is so important, what is it that matters most in the asker? Not necessarily prominence, familiarity, or congeniality. The one quality more than all others a contributor looks for in the person asking is RESPECT: Does the prospect respect the asker? The Silver Rose? The Mission? Again, look to your own experience: When you are solicited in person or by mail, you look to see who is asking and, even subconsciously, you let your judgment of that person guide you. You respond accordingly.

PEOPLE GIVE MONEY TO OPPORTUNITIES, NOT TO NEEDS. The chance to help an institution achieve an aspiration, meet a challenge, is more appealing than to help it make up a shortage or to bail it out. Although an organization must know its own funding needs—precisely what the money is being raised to do—when it goes out to raise the money, it should emphasize what the money will accomplish. It should speak of deeds, not needs. . In the same vein,

PEOPLE GIVE TO SUCCESS, NOT TO DISTRESS. Even as you ask others to help you fulfill opportunities rather than cover your current needs, so the request for support must show achievement, not despair. Be clear on what is involved here. The Silver Rose may be raising funds to deal with the distress of others—sickness, health information for Veterans and their families; it must avoid asking for support because of its own distress. It is mighty difficult to raise money to cover a deficit. Everyone wants to help someone or a group that is doing something positive, and is achieving. Everyone likes a winner.

. Finally and most important: PEOPLE GIVE MONEY TO MAKE A CHANGE FOR THE GOOD. Small contributions and large donations are made with varied reasons and motivations—public recognition, self guilt, gratitude, personal gain—but, far more than for any other reason, people give because an organization is doing something worthwhile, is making a change for the good in other people’s lives.

Of course there are exceptions to these principles. Sometimes contributions seem to be determined by a high-level give and take: One corporate leader or prominent citizen gives in return for someone’s donation to another organization. Although such giving exchanges do take place, they do not reflect the motivation for the majority of ongoing charitable giving. Whether a donation is to be $5 or $5 million, a donor wants to see the money go to an institution seeking to help, to make a Change, to make something better, to fill a serious void. Institutions asking for money must constantly put themselves in the contributor’s position and show what it is they are doing that helps the target audience meet some problem in a way that can make the world better, happier, or more livable.

If these six principles say something about the giving side of the equation, what about the asking side? A number of things affect why people give; others turn out to be simply the characteristics of successful asking. Ego is deeply involved in all giving; ego must be respected and even played upon by the asker. Because people tend to give emotionally rather than rationally, they need to be offered hopes and visions. Though the impulse to give is usually spontaneous, sometimes instantaneous, the actual decision to make a gift is rarely made on a first asking. Few first gifts are major; wise askers gratefully nurture a small gift into a later big one. When a donor of a major gift denies interest in recognition, take care: Frequently such donors do want and deserve multiple expressions of appreciation and some public recognition. Insist that a request for anonymity be confirmed, perhaps by later asking permission of the donor to make public acknowledgement of the gift.

Though tax advantages can be critically important to how a gift is made and, in some cases, to how large a gift will be, only in the case of planned giving and estate planning are tax advantages a central consideration. In most circumstances, askers can make tax considerations incidental, a mere footnote to the request for a gift. Many major donors are either on the board of the receiving institution or active participants in its programs; recruiting donor prospects into the organization is therefore central to securing future major gifts. It is well to assume that husbands and wives share in gift-making decisions; involve couples in both the cultivation and the asking. The best person to ask for a gift is not necessarily the first one to neither volunteer nor a close friend of the prospect. Although such people may be of great help in the approach, the best person to do the asking is the one known to be most highly respected by the donor. Children of prospects generally are not good askers; it is too easy for the parents to say No. Although all the foregoing factors are important, none is as essential to success as the enthusiasm the asker brings to the activity.

So, in sum, Directors must hold two things in mind in addressing their responsibility for raising money. First, they must recognize and accept that asking for money is not something to be seen as hurtful and unpleasant. They are neither pressuring nor invading someone’s personal domain when they ask for support for their organization. It need not be an unpleasant task. Second, board must be ever aware of the importance of direct, interpersonal relationships in all giving and asking. This means that in any important solicitation, deliberate attention must be given to selecting

2 Providing a Strong Foundation for Fund Raising:

The Underlying Elements

3. The Mission, Planning and Assessment of Funding Needs

4. The Case

5. The Support Constituency

6. Operating Funds Versus Program Funds

Too often Programs start on a fund-raising drive honestly believing they have a clear program on which everyone agrees when in fact there are significant inconsistencies: Program directions are confused, priorities are contradictory, or board and staff/volunteer(s) do not agree. For a number of important reasons, but particularly as a foundation for the fund-raising program, clarity and agreement on MISSION and LONG-RANGE PLANS are essential.

An organization may prepare a mission statement in a single, carefully crafted paragraph as a simple description of what the organization does, for use in an annual report or in pamphlets and brochures. Such a limited statement, however, is not helpful for fund-raising purposes. It can actually be harmful if, through it carefully managed wording, key issues are submerged or fundamental purposes are left unstated. The Silver Rose Mission Statement is located at the beginning of this guide.

A more useful mission statement, a document for INTERNAL use, the product of self-examination, is one that is explicit on the organization’s purpose and programs. It is not to be confused with the case statement. Although derived from the mission, a case statement is an EXTERNAL document telling prospective supporters why they would want to make a contribution.) Our Mission statement needs to be updated on a regular basis as needed. In reality everything is subject to change and far too many variables.

A structured strategic or long-range planning exercise is often the best approach to the preparation of a mission statement. The mission statement will be what comes out of a planning exercise, not what goes into it; it will be the core understanding around which can be built a clear, unambiguous articulation of purposes, programs, and priorities-clearly of great value to board and management. It also affords a firm basis for arriving at an estimate of the resources needed to support the organization on which a fund-raising program depends. A strategic or long-range planning effort should address a wide range of fundamental questions, all of which have importance in fund raising. Why is the organization in business to begin with? What would the world be like without it?

What other similar Programs are there in the community? Is there unnecessary competition? What is the organizations comparative advantage? What cooperation or division of effort is possible?

What are the strongest and weakest features of the organization? Of its programs?

Are the priorities for effort and expenditure spelled out?

Directors should assure themselves on the PROCESS of planning as well. Have board, management, and program staff/volunteer(s) been involved in the planning and the mission statement? Is there a system of periodic review of forward plans and priorities?

Here is one test of the adequacy of the planning as well.

Have board, management, and program staff/volunteer(s) been involved in the planning and the mission statement? Is there a system of periodic review of forward plans and priorities? Here is one test of the adequacy of the planning. Give a serious answer to this question: What program, facilities, and administrative choices would our organization make if it were to receive a windfall of $50, $100,000 or $1 million? Does your answer fit into our statement of organizational needs and priorities? Institutional strategic planning is not easy. Planning efforts absorb time and energy. They often look inward only, are confined by the assumption that the mission is fixed, and produce lengthy reports that gather dust. Nevertheless, for fund-raising purposes (let alone for management and oversight reasons), regular strategic planning should be undertaken. It is up to Directors to see that it is done and done effectively.

4. THE CASE

Do board members really need to get involved with the case? They do. On the strength of the case will depend fund-raising success; that is reason enough? Moreover, when board members themselves talk about the organization in the community—as well they should, when they recruit fellow board members, when they are asking for support—it is the case they are using.

Yes, Directors should pay attention to the preparation of the case. Unlike the MISSION, which, as discussed above, is an internal definition of the organization’s purposes, programs, and priori- ties, the CASE has an outward aim toward the public. The case addresses prospective supporters; it sets out in compelling terms the reasons for making a supporting contribution. It interprets and explains the mission for prospective donors, looking at the organization from the supporters’ point of view. The case is the "prospectus for investment". The case need not be a single statement. Rather, it is a concept readily adaptable for use in written proposals, in printed pamphlets, in public meetings, or in any direct, personal solicitation of a gift. The case is couched in the language of persuasion. But there are wide differences of view about what specifics should go into the case and how it should be formulated. Some insist that it should open with a prestige statement about the organization, giving its age, the respect it enjoys, how many students, patients, beneficiaries, or distinguished admirers it has. But such an initial focus on the organization itself does not address the basic reasons why people make a charitable gift. It is true that some prominent symphonies, museums, and hospitals have strong bodies of faithful supporters who contribute regularly because of the organization’s prestige, but usually giving is not in response to a record of past accomplishment.

People give "to make a change for the good". The case for support, therefore, will be stronger if it is based on the focus problem:

A framework, a pattern for articulating the case, is one that addresses the four elements: WHY, WHAT, HOW, AND WHO. It goes like this:

Why is the Silver Rose in existence at all? What is the problem, the public’s need, that calls for the solutions, the improvements, and the programs the organization provides? What is it that calls for action? Because the case depends so heavily on the why, this focus problem needs to be clearly delineated. What are the dimensions of the need, its significance, and its ramifications? What happens if the need is not met? Response must be more than superficial. Merely to say there is a need for health education, entertainment, cultural expression, or health care is insufficient. Get down to cases. What kind of awareness education is not being undertaken or is not achieving a goal, and what results from the shortfall? How bad the shortage of housing for the veterans, and what is its impact on veteran’s society? If public awareness is sorely deficient, what harm to veterans or their families result?

2. Only after identifying and explaining the focus problem does the case turn to the WHAT: what the organization does to meet the need. What, in simple terms, is the purpose of the program or project, the mission of the organization set up to fill the identified community need? How does the approach differ from what others are doing? (Clearly you frame the WHY to lead up to the WHAT, so that the WHAT becomes a clear answer to the WHY.)

3. The details of the WHAT are left to the HOW, the plan. How will the answer to the focus problem take shape? How will the organization go about its task; how will programs and projects be designed? What are the components, the methodologies? Elaborate on the shape, the impacts, the personnel, the costs, and the plans.

4. Only at its conclusion does the case come to the WHO—who the organization is and how well it has served its constituency and the community. Now, at last, the case may describe briefly the organization’s size, history, record, leadership, financing, and support—details that interest the donor but are not the basis for giving.

A summation highlighting the support opportunity, what a contribution will accomplish, can be effective. What specific "change for the good" will a donation make? If "people give to success", here is where the case becomes upbeat and avoids a pleading focus on financial need. Here is where some creative arithmetic can lead to specific examples: X dollars will provide a Silver Rose Award; Y dollars will place a brochure or poster in the hands or view of a veteran in need.

How long should the case statement be? That depends on the uses to which it will be put. The basic concept can usually be covered in two or three pages, single-spaced. Once the conceptual base has been articulated (and Agreed to by staff/volunteer(s) and board), it can be adapted to varying uses. Ad the basic content of a proposal to a foundation or corporation, it will end up in many detailed pages (always with a one-page abstract or executive summary). For a capital campaign, a formal printed and illustrated case statement is customary, probably running to as many as fifteen to twenty pages. But even in these longer formulations, the WHY, WHAT, HOW, and WHO pattern should be followed. Building the case for support is too important for the board not to be deeply involved. It is not a job for development staff/volunteer(s) and executive alone; Directors must themselves come to grips with the formulation of the case, especially if they are to represent the organization in the community and solicit support.

If the mission is clear and agreed upon and the case for support is persuasive, board members, in putting their attention on fund raising, must turn to the SUPPORT CONSTITUENCY; they must know where the money comes from.

Balancing the budget is a tedium board members sometimes want to leave to management. They shouldn’t. Although executive directors must take the initiative and supply the information, Directors must be fully involved; budgets are instruments of planning and of control, both critical to fulfilling board responsibilities. In addition, the INCOME SIDE of the budget is where fund raising starts. The income side of a nonprofit operating financial statement or budget (capital funding is accounted for differently) will show, in basic categories, the following line items:

REVENUES: tuitions, admissions, contracts, fees, subscriptions, merchandise sales, and so on

REIMBURSEMENTS: insurance (such as Medicare/Medicaid) and other reimbursements for services performed

INVESTMENT INCOME: income from endowments, bank accounts

UNRESTRICTED CONTRIBUTIONS: contributions to the institution’s operating funds

RESTRICTED CONTRIBUTIONS: donations and grants to support specific programs and projects

While the proportion of total income to be realized in each category—revenues, reimbursements, investment income, and contributions—is an important part of an organization’s overall financial plans, it is the beginning for fund raising. It points up directly the extent of the organization’s reliance on contributions to sustain its programs. The proportional distribution among the categories varies significantly among different types of institutions. Religious Programs, for example, generally receive more than 90 percent of their income from donations, while hospitals take in less than 10 percent from voluntary contributions. Hospital income comes largely from insurance reimbursement revenues (both government and private) and from private payments for services. Among educational institutions, contributions usually constitute about 30 percent of total income, with the other 70 percent coming from tuitions, endowment income, and, for universities, research contracts. To make good fund-raising decisions, a nonprofit organization must carefully study its income proportions by category.

All CONTRIBUTED support comes from just five sources:

1. Individuals: Perhaps surprisingly, individuals are still the primary source of giving to nonprofit Programs in the United States. Individuals give through membership dues, annual giving, fund-raising benefits, bequests, donated securities and real property, and other means such as family foundations.

2. Government: Federal, state, and local agencies make outright grants to nonprofit Programs of all kinds. However, when governments make major contracts of insurance reimbursements for services, the income is considered as revenue earned, not as contributed support.

3. Business: Companies give to nonprofit Programs, either directly or through their corporate foundations. (Corporate foundations are simply a conduit for company giving.)

4. Foundations: Independent and community (not business or family) foundations of all sizes are a major source of funding for nonprofit institutions.

5. Nonprofit Programs: Nonprofit Programs such as churches, professional associations, labor unions, and service clubs regularly give to other nonprofit institutions, even when such grant making is not their primary mission.

a. Annual giving: unrestricted-yearly contributions, memberships, "associates," "friends" who gives: individuals, business, and other nonprofit Programs

b. Mass ("direct") mail: unrestricted who gives: individuals

c. Program/project grants: restricted-for specific purposes who gives: governments, foundations, business, other nonprofit Programs, occasionally individuals

d. Fund-raising events: banquets, auctions, sponsored performances, walkathons, and so on who gives: individuals, business

e. Capital funds: for endowments, buildings who gives: individuals, foundations, and business

f. In-kind contributions: good or services who gives: business, individuals (volunteers)

Putting the sources and the kinds of gifts together, a helpful way of displaying the income pattern for budget and accounting purposes is presented in Exhibit 1. Note that, as capital funds by definition are not part of the operating account, they are not listed. In-kind contributions, while they have monetary value, are generally not shown on the income statement of an operating account; they too must be accounted for separately. Some nonprofit Programs like to record the hours put in by volunteers, including Directors, but as no monetary value can be placed on their work, no figures can be included in accounts or budgets.

Each nonprofit organization will find support from a different array of sources-government, business, foundations, other nonprofit Programs, as well as individuals. An organization may get 80 to 90 percent of its support from a few donors, or it may depend on small gifts from a large number of supporters. The effort going into the development program, into research into cultivations and solicitation must reflect these distinctions. Directors, if they are to assure that the organization concentrates its fund raising effort where it will be most productive, must be clear on the nature and composition of their support constituency.

 

Exhibit 1. Sample Operating Account

Source Unrestricted Restricted Totals

# $ % # $ % # $ %

Individuals $ $ $

Contracts

Business

Foundations

Other nonprofit

Programs

Fund-raising events _______ ____ ________ ____ _______ ____

TOTALS $ 100% $ 100% $ 100%

Revenue Income

Contracts (for _____________________) $

Insurance

Reimbursements (for _____________________) $

Other insurance

Reimbursements (for ______________________) $

Fees (for ______________________) $

Other revenue income (for ______________________) $

Investment income $ ______________________

Total revenue income $__________________ ____

6. Operating Funds Versus Program Funds

In overseeing the management of institutional finances, Directors need to pay increasing attention to the distinction between UNRESTRICTED contributions, those that can be used for general operating expenses, and RESTRICTED donations, those made to fund a specific program or project.

The matter is especially significant because of the current

and seemingly growing trend toward giving in support of programs

and projects rather than in support of general, unrestricted uses.

Government agencies—federal, state, or local—almost without

exception restrict their grants and contracts to named programs.

Foundations, similarly and increasingly, avoid general institutional support, preferring to direct their grants to those activities that fall within their declared guidelines. These nonprofit Programs are forced to look to individuals, businesses, and other nonprofit Programs (religious Programs, service clubs, and labor unions) for unrestricted donations to cover their general operating costs. The trend is such that even businesses are now turning toward restricting their gifts to programs that serve their particular interest.

As a result, both community service Programs and those with a national constituency, while finding it still possible to raise money for a program (restricted funds), are experiencing increased difficulty in raising the unrestricted funds for general operating expenses. Some have fallen dangerously short of funds to cover salaries, rent, and related administrative costs. Programs less troubled by this trend toward restricted giving are those that enjoy strong continuing support from a large constituency of individuals and interested corporations. Examples would be advocacy groups, such as those for the environment and wildlife protection; community service Programs such as the Y, the Red Cross, and the American Heart Association; or such established cultural Programs a symphony or museum -all of which enjoy a long-standing membership roll of loyal givers. A Ford Foundation publication (Seltzer and Cunningham, 1989) highlights the implications for fund-raising programs of this newly emphasized distinction between restricted and unrestricted giving: "Given the fragility of nonprofit funding today, exclusively project-specific support can actually undermine the financial condition of the recipient by contributing to its limbs without attending to its heart." It goes on to say "the debate is becoming more heated now as nonprofit Programs struggle to pay their bills after government cutbacks and other fiscal threats" (P.5). Companies and foundations usually have good reasons for choosing the restricted giving path. Corporate grant makers are under pressure to finance projects with tangible results rather than merely to subsidize Programs. Foundations are often required to follow strict guidelines laid down by a deceased founder. A further problem arises with foundation grant making. While rightly forcing attention on the end-product service that is going to do the good, foundations have been reluctant to face the fact that overhead costs, organizational infrastructures, are an inextricable and necessarily rising cost of carrying out any project or program. Many foundations even resist paying for overhead costs associated with the programs they are funding. They as much as say, "Do my project, but get someone else to pay the overhead it will need."

Programs with a zeal for seeking foundation support have thus been known to apply for and accept grants that not only fail to pay for the administrative costs but even fall short of fully supporting the proposed project. Boards must be alert to the risk that a grant opportunity can bring about a major program disturbance. Recently a prestigious group of corporate and foundation officials, joined by some representatives of nonprofit receiving Programs, published a report exploring the idea that "corporations and foundations can make grants that will help nonprofits expand their fund-raising capacity—tapping the waiting potential to broaden their bases of support and thus having the means to carry out their missions more effectively." The report states, among other things: "There was general agreement by both grant makers and providers of technical assistance that any fund-raising grant must be considered in the light of the potential grantees overall development. Indeed, many felt that one a nonprofit has a sound, well-functioning structure and management, its board and CEO may well be able to learn to raise funds and proceed to do so without any additional outside help. Thus. Most of the funds for fund raising have gone to smaller (often new) nonprofits in conjunction with grants to develop broad program or management capability" (Baruch College, Department of Public Administration, 1989, P. 6). Along the same line, to bride the restricted-unrestricted chasm, some nonprofit Programs have had success in applying for what they call a Program Development Fund. Enlightened companies, foundations, and philanthropic individuals have come to recognize that fiscally reliable nonprofit Programs, as part of sound management, have a legitimate need for resources to cover constructive expenditures not specially funded. Similar to an institutional reserve, a Program Development Fund is set up to function as quasi-endowment; the yield from investment of the fund is used for project development before funding is at hand. Such a fund may be for innovation and initiatives, or program management, planning directing, overseeing, accounting, and evaluation. Or it may simply be for legitimate cash flow demands. Frequently it is specified that the principal of the fund can be drawn down only on board authority with a specified replacement plan.

 

7.Memberships

8.Annual Appeals and Phonathons

9.Mass Direct Mail

10."Benefits" and Other Fund-Raising Events

The annual report on philanthropy, GIVING USA (AAFRD Trust for Philanthropy, 1990), estimates total giving from all sources in 1989 to have been $114.7 billion. Of that figure, 84.1 percent, or Individual donors contributed $96.4 billion. The figures include gifts to capital campaigns but not bequests, which add another $6.6 billion, to make the total for all individual giving almost 90 percent of all philanthropy. Significantly, but not surprisingly, one half of this high percentage of individual contributions goes to churches, synagogues, and other religious institutions.

Support from individuals comes in various forms: annual giving and memberships; mass direct mail; special events ("fund-raisers"); major program and project gifts; and capital gifts, bequests, and planned giving. The contributions received year in year out from individual supporters in the form of annual giving and memberships, including "associates" and "friends" programs, are a critical source of income for many Programs; for some they are the lift’s blood. Moreover, campaigns to raise such funds each year serve other important purposes: They bring in the valuable unrestricted funds to pay for operating expenses; they are the best way of identifying the more likely prospects for major project, capital, and planned giving donations; and they are a fine training medium for volunteers, especially Directors.

MASS MAILING solicitations are distinguished from annual giving appeals and membership campaigns and are separately discussed.* Raising money through SPECIAL EVENTS AND BENEFITS, which also involves individual giving, requires separate organization and procedures. MAJOR PROGRAM AND PROJECT GIVING by individuals is a different dimension comparable to foundation and corporation giving and is discussed with those subjects. Similarly, individual CAPITAL, BEQUEST, AND PLANNED GIVING are included in the chapters on those subjects. *The widely used term direct mail is misleading in that it confuses two quite different forms of mail solicitation. Here a distinction is made on the one hand between appeals to mailing lists of an institution’s own members, supporters, and prospects, as in annual giving, and, on the other hand, mailings to rented, purchased, or exchanged lists of people without prior connection to the organization—that is, "mass mailings."

 

 

 

Boards of nonprofit institutions spend a lot of time discussing membership matters. Although the question does not arise with all nonprofit Programs, and it is not a subject on which board members need to be expert, Directors should be aware of the different kinds of memberships and the relationship of membership support to annual giving. The Order of the Silver Rose has not in the sense of the word had a "membership" from this point on all Silver Rose Awardees are Life member’s and a structure for other membership will be developed and maintained. This is to include "Honorary" Silver Rose Awardees under that category.

The concept of membership differs from one type of organization to another. Here, for example, are three types of organizations that use "membership" in quite different ways:*

1. Professional, trade, and labor associations exist solely to assist their members to deal jointly with common problems. A bar association, a chamber of commerce, an autoworkers union, or a chemist’s societies are examples. Fundraising for them is a straightforward matter of dues collection.

2. Cultural institutions, such as theaters, museums, and historical societies, exist to serve the public but have substantial benefits to offer their regular supporters. These cultural Programs have membership programs as cadres of supporters; members give annually, in return for which they receive such benefits as admissions, publications, and advance notices, and discounts. Illustrations of this category of membership organization are the National Geographic Society, the Smithsonian Institution, and the Foreign Policy Association—all large national Programs. A local organization such as the Arena Stage in Washington, D.C., with its member associates, is a good illustration of a smaller organization using a membership form of contribution.

3. Health, welfare, public policy, and other nonprofit Programs, at both the national and community level, also exist to serve the public but by their nature have no valuable benefits to offer their supporters. They use the device of a "membership" program simply to maintain the loyalty of their annual giving supports. They can offer few if any benefits beyond newsletters, discounted publications, coffee mugs, or bumper stickers. Environmental Programs, among others, frequently use membership programs, as do local welfare Programs.

Note that it is the benefits that come with membership that distinguish these three categories, which are otherwise not rigorously separated.

In the first category, because professional, trade and labor associations exist only to serve their members, benefits are everything; if members believe they get less than full benefit for their membership dues, they drop out. The question of "business associates" as a type of membership is discussed separately in Section Thirteen. Although dues tend to be the full extent of the funding of these associations, some create adjunct foundations as an institutional means of raising money to carry out research or other activities beyond what can be expected from dues income. In this way, these associations engage in fund raising apart from their dues collection.

In the second category, while member supporters of cultural and like Programs receive some real benefits—a magazine, lectures, performances—their contributions go well beyond the value of these benefits. The distinction between such memberships programs and those of a dues-supported association becomes clear when graduated levels of contributions are invited for virtually the same membership benefits. That doesn’t mean the device is deceptive or inappropriate; it simply says that membership is in effect a device to encourage annual giving.

In the third category, where Programs have virtually no significant benefits to offer, the membership device is used to retain the loyalty of the supporters and encourage them to give annually. These Programs might be better advised to invite supporters to become "associates" or "friends" and thus avoid the misleading connotation that special benefits or a vote, customarily associated with membership, are involved. Some membership programs hardly pay for the token benefits and expense of maintaining the mailing lists and annual solicitation. Still, they may have value simply to supply a prospect list, the collection of names from which later to seek larger contributions. A membership program can thus be useful in attracting future supporters, rather than in drawing immediate support. Board of Programs considering membership programs should ask themselves the simple question: members of what? If you cannot visualize participating members deriving rights and special benefits or a vote, normally associated with membership organizations, a membership program may be inappropriate; an "associates" or "friends" program may be more suitable. Beware, too, of another important possibility. If you set the entrance level for membership at an amount to attract the widest participation, you may invite a minimum contribution from candidates fully capable of giving large annual gifts. People will assume that the minimum amount fulfills their obligation to the cause. An associates or friends program avoids this handicap: Those giving any level of support can legitimately be called "friends" or "associates," where a "membership" should imply benefit for all, without distinction according to size of contribution.

When annual contributions from regular supporters are the life-blood of an organization, the appeal deserves the full attention of board members.

Remember that annual giving is not the same as mass mailing to unknown prospects; rather, it is the solicitation each year of a first or repeated donation from pre-selected individuals who already know, or know about, the organization. But annual giving must be More than mere reminders to members that their dues are due. Annual giving solicitations are carried out primarily by mail, although churches in their "every member canvas" try to have all parishioners asked in person for donations to match or increase their previous year’s contributions. Three cardinal elements count heavily in annual gift solicitations: the MAILING LIST, the APPEAL LETTER, and the PERSONALIZED APPROACH.

Although the mailing list is of great importance to other aspects of the organization’s communications, it is a central asset to the annual solicitation. Continuous effort must go into broadening the prospective donor base, keeping the list current, and making it useful.

Organization mailing lists are composed of hundreds, even thousands, of names, every one of which, unlike those in mass mailings, is a potential supporter. These are people deliberately selected for the mailing list. They already know the organization, at least by reputation, or know the people associated with it. Board members can be of great assistance in developing that list. It should hold the names of community leaders and the countless affluent and not-so-affluent people who make up the giving public—people known to the board members. Directors can make sure their personal address books, business contact lists, club and church rosters, to the extent permitted and appropriate, are all on the organization’s mailing list. Names drawn from invitations and annual reports of other Programs and from newspaper articles can all be systematically entered onto an organization’s list. But it takes a deliberate, diligent effort to make a strong mailing list. Keeping the mailing list current is a vital, ongoing, tiresome task. Changes of address or status, spellings, and ZIP Codes all need to be current and correct. People simply do not give to an organization that misspells their name or addresses their late spouse. Returned mail costs time and money. As list maintenance work is routine and generates no deadlines of its own, it can be slighted by a staff/volunteer(s) caught up in meeting other demands. Ensuring that it is not neglected is a frequent board concern, so board watchfulness, insistence, and provision of labor to do the work are all necessary. Nothing is as useless as a mailing list that is hopelessly out of date. Exchanging lists with other friendly Programs can be tricky. Once you turn over your list to another institution, you lose control of its use. A good precaution is to offer to send another organization’s mailings to your list in return for their doing the same; in that way you keep control. Only responders to such a mailing become legitimately part of your or the other’s list.

These days, for all but very small Programs, lists must be on the computer. Even when the computer job is contracted out, the work of updating remains. If you have the hardware, software programs are available to manage the process of entering names, updating data, coding classifications, and giving records. A program will code to distinguish those to whom publications will be sent and those who are to receive any special attentions. Word processors are equipped to print out personally addressed letters. (Computers are discussed further in Section Twenty-Six.) Directors need not do all these chores, but it is they who provide the names and the insistence that the tasks get done.

 

You will find strong differences of opinion about appeal letters.

One school of thought says that when you reach out to a sophisticated audience your message should be short and to the point: "Nobody reads a lengthy appeal." To another school, experience demonstrates that multipage letters and multiple inserts really work; such mailings bring in a higher percentage of responses. One prominent consultant encourages: "Rethink your prejudice against long copy."

Well, the choice is yours. Probably the answer lies in the distinction between the constituency mailings for annual support and the mass, so-called "direct mail" to indiscriminate lists: short, or at least shorter, to the former; long or longer—more detailed prospectus—to the latter. In any event, the appeal letter should be a compelling statement making the case for support in language that is warm and personal. If you refer to the earlier discussion of why people give (Section Two), your letter will carry a message of success, not distress, and it will speak of opportunities; your donors will learn about the people you help and those who gain from your service, not about your funding needs. Your letter will point up what change for the good a contribution will make. Form and layout are important: not a lack page of print, short paragraphs, varied margins, under linings, color (if you have the capacity), but not overly slick. Your letter is competing against many others to get the attention of the reader and to encourage an act of giving. That is a stiff challenge.

Authorities on mail solicitation make two important points about how mailings are seen and responded to. First, they say that people receiving letters of solicitation look first at the salutation (personal or impersonal), next at the signature (Who signs—staff/volunteer(s) or Director? familiar or unfamiliar name?), next at the Director names on the stationery ("who do we know?"), and next at the P.S. (there is always a P.S.). Only then do they go back to the first sentence and maybe read the letter. Second, experts assert that while you might get a 2 percent response to a "Dear Friend" letter, a "Dear Charlie" letter could bring a 5 to 10 percent reply, and a hand-written note might receive as high as a 20 to 30 percent response.

Those assertions tell you a lot about how you should write your annual appeal for support. They say particularly that you will have far greater success if you can address the letters to the recipient by name, and you can add to that the chance if a Director scribbles a personal note on an otherwise impersonal letter. They show you that the letter should be signed by your board chairman or a well-known friend of your organization. They mandate using stationery with board member’s names listed on it. And they encourage you, a Director, to append a personal, hand-written note, no matter who signs the typewritten letter.

SCHEDULES. For annual giving, routines need to be worked out carefully because it takes months to get the tasks in order— mailing lists, the appeal letter, stuffing envelopes, dividing up the writers of personal notes. Programs differ about optimum times to send letters. Schools and colleges time their appeal to the school year, especially commencement. Other Programs see the late fall as optimum to coincide with popular habits of Christmas and year-end giving. On the other hand, United Way and other metropolitan-coordinated charities may dictate when member agency appeals can go out. Some Programs plan on a follow-up, reminder mailing.

FREQUENCY. How many times during the year can you make an appeal for funds? Again, the answer is different for mass mail solicitations, which seem to be in every mail delivery, and annual giving to a community organization where once, maybe twice a year is probably what the traffic will bear. An appeal made more than once in a year can be identified as the "spring appeal," the "Veteran’s appeal," the "Memorial Day appeal," or, as in some Programs, an appeal related to timely projects.

GIVING LEVELS. It is always desirable to ask someone to consider a higher level of giving, but it is difficult to do so in a general annual appeal. Suggesting alternative levels of a gift—sometimes attaching names to the various levels—is certainly common practice. Here are illustrative arrays of gradations from large to minimal donor:

Benefactor Senior associate

Patron Associate

Sponsor Sponsoring member

Donor Sustaining member

Contributor Contributing member

Friend Member

LARGER GIFTS. All contributors are important, but those making larger gifts--$500 or more—deserve special attention, as discussed under Cultivation of Prospects (Section Twenty-One), and should be placed in a special category. They should receive more than single, routine acknowledgments; personal reports after a few months showing how their money was spent cannot help but be warmly appreciated. Possibly they should be personally solicited each year. They can belong in a "Silver Rose society," if one has been created, and held in readiness for a major program or capital campaign donation. In their donation acknowledgement letter, we should ask if they would like their name place in a special recognition list of those that have a place of honor. Please note that many time people as individuals do not want a plaque as they feel it is wasting funds that can be put to use in programs.

SILVER ROSE SOCIETY. A different approach attaches a sense of community to a special group of benefactors. The more generous among regular annual givers can be asked to join an elite group with a contribution of a stated amount: "The Angel’s of the Rose Club" or another name appropriate to the organization. For some institutions, notably schools and colleges, such giving societies have proven to be a major stimulus for consistent, large gifts by more affluent members of the constituency. Members are always solicited personally and are usually given an appropriate token gift related to the institution.

ACKNOWLEDGMENTS. Every donation must be acknowledged, but one must especially not neglect repeat contributors: Loyal annual givers need to receive personal words of appreciation each year. It is difficult to thank someone too often for a gift; those "thank-you’s" are the first step in the next solicitation. Givers of large gifts deserve personal letters from a Director, the chief executive, and the program staff/volunteer(s) most directly affected. The more prompt and personal the expression of appreciation, the more favorable is the carryover toward further giving. There even certain appropriate times when phone calls to "Thank" individuals or business’s etc are proper to insure good relations. I have certainly followed up with holiday cards to many major donors and signed them on behalf of the non-profit agency I was representing.

Although deplored by many in the giving community, phonathons have proven valuable in annual appeals, especially for schools and colleges, but also for community Programs with a loyal following. Unhappiness with the phonathon device centers on indiscriminate, mass solicitations by unfamiliar Programs that simply follow a telephone book list. People are not inclined to resent a call on behalf of an organization with which they have a connection. Phonathons serve a useful purpose for schools and colleges where the constituency is clear and limited, where "class agents" form a voluntary staff/volunteer(s) to do the phoning, and where the annual contribution routine is firmly entrenched. Phonathons have proven most effective when they follow directly on a written appeal. Training, while not difficult, is crucial in mounting a phonathon: The solicitor must follow established routines to avoid putting off the prospect. Unless the phonathon routine is carefully directed, there is danger of doing harm rather than good.

Occasionally efforts are made to introduce standards or goals to raise the level of individual giving. In some circumstances, notably in church and school appeals, tables suggesting the size of gifts have been a useful stimulus. An illustration of a "Veterans" share appeal is next. Remember this is a suggested guideline not a locked or required amount for a donation.

"VETERANS SHARE is the annual giving program for veterans. Each family is asked to make a voluntary gift to the

Silver Rose - a gift that is fair, relative to that family’s ability to give. "Veterans Share is the future’s priority appeal. Gifts to capital fund drives or to [special events] are sought in addition to, but never in place of, gifts to Veterans Share. First and increased gifts to Veterans Share may be matched by a [challenge grant]. "Veterans Share makes possible for the Order of the Silver Rose to meet important needs without requiring larger increases in pleas or special events. For most veterans voluntary contributions are preferable because they are tax deductible and dues are not." (remember we discussed a membership base earlier)

The Amounts in the following chart suggests gift guidelines for the Veterans Share:

Household Income from all sources Suggested gift to Veterans Share

Up to $30,000 $50 to $250

$30,000 to $50,000 $250 to $500

$50,000 to $75,000 $500 to $750

$75,000 to $100,000 $750 to $1,250

$100,000 to $150,000 $1,250 to $2,500

$150,000 to $200,000 $2,500 to $5,000

$200,000 to $300,000 $5,000 to $7,500

Above $300,000 $7,500 to $10,000

9. MASS DIRECT MAIL see attachment ENV

Directors are susceptible to misleading influences when it comes to mail appeals. They hear of vast sums raised by professionals who successfully mail to thousands of "names". "Why can’t we?" they ask. They receive appeals daily themselves—repetitious, insistent, annoying. "There must be money in it," they say. "Otherwise we wouldn’t keep getting the stuff." Some simple truths can help clarify the field of mass direct mail in fund raising.

First, the term DIRECT MAIL is a source of confusion. (Who has heard of indirect mail?) The term applies to mail solicitations sent out to large lists, usually leased from brokers, of names with no known connection with the organization—a deep-sea trawler operation to catch anything it can. What is called direct mail must not be confused with annual appeals and similar mailings, discussed in Section Eight, which go to contributors and known prospects, even though this group may involve a large mailing list. Almost without exception, successful users of mass mailings are high-profile national Programs, usually with an advocacy mission. Their names and their causes are well known. They have instant recognition of what they are about: National Rifle Association, Gun Control, Planned Parenthood, and Right to Life, Common Cause, Save the Children, and National Wildlife. Local and regional Programs, even when their mission is readily recognizable, will rarely reach a population sufficiently large to achieve a response worth the expense of a mailing to a mass, indiscriminate list.

The real purpose of mailings to large numbers of unknown names is "list acquisition": You go through the major exercise to get the few responses that then become a part of your membership, your own list of potential annual givers. In the highly specialized mass mail activity, you are happy with as little as 1 percent positive response to a first mailing. A mass mail program looks two, three even five years ahead before it reaches a true payoff. You seek to enlarge your donor base because, when people respond, the chances are good that they will continue to give. The payoff comes only after a few years of first-time responders giving repeatedly. Although with favorable conditions mass mail programs can be highly successful, especially for large national Programs, a poorly prepared program is doomed. Retaining specialists and responding to careful cost-benefit experience are requisites. Board members or development committees need to be aware that companies like Grizzard and many others are in the business to make money, not for you to make money at their expense. They will sell you packages at various levels, from mailing lists to complete packages where they even provide the p.o. box and process the return mail. Personally from past experience for more work you can generate your own lists and make far more profit than you will with them. I avoided the amount until now. Companies that provide this service tell you are doing well if you make a 2-4 percent return on your money, by doing the work yourself with the input of experience board or committee members 20-50 percent is not unattainable.

Success depends on acquiring good lists from list brokers who rent for one-time use. (Lists are usually rented, not purchased; you pay again for a second mailing from a rented list. Names become yours only when they respond with a contribution.) The lists, available at minimums of 5,000 or 10,000 names, are highly categorized for specialized uses: by ZIP Code (discriminating between affluent and non-affluent zips), by income level, by age, by known or suspected interests such as the environment or refugees, by political or religious leaning—even by attitudes on quite specific issues such as abortion or gun control.

Is your organization able to make good use of such sophisticated techniques? If not, the cost is prohibitive.

10."BENEFITS" AND OTHER FUND-RAISING EVENTS * see attachment EVT

Some people associated with nonprofit Programs think of fund raising solely in terms of "benefits"—special events put on to raise money. They have seen in the newspapers how banquets, balls, auctions, sporting events, and theater performances—usually with prominent names involved—bring in major financial support. Perhaps they have participated in such a gala for a favorite charity. To them, that is what fund raising is all about. Directors need to be realistic and deliberate, however, about this aspect of fund raising.

It is true, some institutions mounting major fund-raising events enjoy great success, year after year. Certainly the number of such "fundraiser" in every city attests to their popularity. In addition to their financial gain, benefits can have important public relations value, raising the profile of the organization, involving more people, and, as is often heard, "having fun, too." Nevertheless, a prudent board will weigh carefully all financial and other costs and gains before deciding to undertake such an event. Don’t confuse fundraisers with special events put on for cultivation of prospective major donors or to celebrate success. With them direct fund raising is not involved. Money is not asked for; the organization pays the way. Such events are used for the "kick off" of capital campaigns or for annual dinners honoring special "patron Clubs." They perform functions important to fund raising but are quite distinct from fund-raising benefits. Here are some of the principal cautions, aspects of this kind of fund raising that call for special attention. Benefits are labor intensive, usually eating up huge amounts of board, staff/volunteer(s), and volunteer time. That is the principal reason why LEADERSHIP should be at the top of the list of considerations. You need to be assured, before you commit, that you have a person or a group to take hold and run the project. Good ideas will abound, but failing the leadership, you tie up both board and staff/volunteer(s) in discussions, frustrations, and the detailed work it takes to pull off the event. Event leaders can come from the board, or, better yet, from strong volunteers, but leaders there must be. Closely following leadership, VOLUNTEERS must be recruited. The time and effort fundraisers demand must not fall on the staff/volunteer(s), which are busy enough with programs and administrative duties. Professional managers, "arrangers" of such benefits and occasions, can be found who, for a fee, will take over much of the detailed workload, but they do not replace the need for strong leadership and volunteer support. Too often community Programs embark on fund-raising events assuming that staff/volunteer(s) or board members will carry the load, only later to find the burden to be far more than was anticipated. Line up the committee first—the chiefs and the Indians.

The BUDGET for an event is frequently difficult to formulate. Income, of course, will depend on the price set and the highly speculative estimate of expected attendance. The costs can be manifold and slippery—programs, promotions, invitations, food, service, and so on—much of it determined by the unclear numbers expected and the supplies and services that will be donated by friendly vendors. The break-even point will depend on the difficult calculation of expected participants at the price you set. If, as often happens, the actual results do no show a gain, the effort was not worthwhile. You will benefit in fellowship and public relations, but that’s no fundraiser.

Beware of CONSTITUENCY CONFLICT: You may be asking for a contribution, sponsorship, or attendance of the same individuals and corporations who make up your strongest annual giving support. They may be reluctant to do both, and it’s dangerous to expect board members to be taxed to support every benefit an organization mounts. Look out for the COMPETITION. Other nonprofit Programs in your community are walking the same path, designing similar events at similar times, appealing to the same people. It may be possible to find out what others are planning, but unexpected conflict can be damaging to both.

Then there is the matter of REPETITION. Events do need years to grow, to become established. if yours earns a substantial sum for your operating budget, will you be willing to repeat the effort each year? if not, how will you fill the income gap its absence leaves? Finally, the TAX-DEDUCTION question is tricky. Although federal and local authorities make available information on rules for deductions, it is not always clear how specific an organization must be in declaring what part of the subscription to an event is tax deductible. The responsibility for claiming tax deduction apparently lies with the donor, but event sponsors have to be cautious not to declare subscription to an event as tax deductible without subtracting the fair market value of anything received—the meal or any items bought at auction. Even raffle tickets, where they are legal, appear not be tax deductible. Although board should be cautious about fund-raising events, they should be no means avoid them entirely. Small and large organizations have been able to build up traditional or novel events that become important income sources and have significant public relations advantages. Banquets, dances, cruises, auctions, rummage sales, walkathons, and theater and movie first nights have raised major support for nonprofit Programs of every kind. Volunteer leaders are out in the community willing and able to bring off such successful fundraisers. Through volunteer enthusiasm, wide interest leading to support can be generated.

As a Director, when the subject of fund-raising events comes up, just be careful and have your eyes open. See the attachment "test" to confirm your ability to handle an idea to do a special event.

11.Government Grants

12.Foundation Grants see attachment GRT

13.Business Donations

14.Support from Other Nonprofit Programs

15.Proposal Writing

 

11. GOVERNMENT GRANTS

Federal, state, county, and municipal agencies make grants to nonprofit Programs quite apart from their contracts for services. Board must be aware of such government assistance because to some institutions it can be a major segment of a budget and because of the troubles and risks that attend receiving such grants.

Grant proposal writing is both art and science and there is great advice available all over the Internet. When I was starting out, the Internet was not an option so the Foundation Center was my best resource. Through their main collections and their regional centers at libraries in a number of cities, great resources are available on foundations, on writing for grants and on many other topics related to fundraising. The Foundation Center is now online, however, the Internet site is no substitute for their library collections.

As a general method to obtain grants, I tend to look at state/local foundations first by checking in foundation and grant books organized geographically. I look for those foundations that are local, then search by types of projects they fund and look to match the project for which I need funding.

I try to compile lists of foundation board members and have the nonprofit organization’s board of directors review the list for any possible relationships. Others who should review the list include any major donors to our organization, which are willing to volunteer input. Some people don’t agree with this method, but I have had good success with this process.

Carefully review what a foundation needs in the way of supporting documents and what it requires for a first approach. I have had success by calling the foundation with a polite and easily answered question to get a conversation started. "Hi my name is __________ and I am with The Order of The Silver Rose. I was researching your foundation in several books and I am just a little unclear on how to make a first approach to your foundation and hope that you can help me not appear foolish in my request." People love to feel they are helpful and you certainly need their help. Relationships started at any level begin to give you an advantage. Due to the small number of staff/volunteer(s) at many foundations, often the person who picks up the phone is a lot more important to decision making than you may ever imagine. Listen carefully to their advice, thank them for their time and for putting you at ease, and follow their instructions.

Most importantly in writing for grants, don’t get overwhelmed by all the advice. Many foundations now have developed in house forms to submit for grants that allow them to follow a specific pattern. There are also length and format guidelines that you must adhere to and the penalty is total rejection. The best grant writers follow foundation directions on the timing of proposals and try to adhere to grant requirements. They write from the heart with conviction for a cause they believe in, and they are successful due to the simplicity of their proposal. I believe foundations get more than enough "professional" grant proposals and I like to think that they look instead for proposals that are more sincere than sophisticated. That said, the more you practice preparing grant proposals, the faster you will develop your own style and increase your chances of success in obtaining foundation grants for our nonprofit.

The distribution pattern of foundation grants if of interest to board. According to the FOUNDATION GRANTS INDEX of the Foundation Center (1989), grants were distributed in roughly the following division:

Welfare* 27%

Health 20.2%

Education 17.1%

Cultural activities 14.5%

Social science 9.8%

Science 9.3%

Religion 2%

As with other fundraising, securing foundation support involves careful preparation and deliberate asking, in both of which Directors can be helpful. Because grants from foundations may be an important part of the institutions contributed income, Directors should be fully aware of the techniques and should from time to time participate in the process, especially when they know the foundation officials. It is important to be clear on just what is covered in this discussion on foundation support and what is not. Not included are the following:

 

 

GOVERNMENT FOUNDATIONS, such as the National Science

Foundation and the National Endowments for the Humanities and the Arts, which clearly belong in the category of Government Grants (Section Eleven) *Includes, among other areas, community affairs, crime and law enforcement, environment and energy, and rural and urban development.

COMPANY-SPONSORED FOUNDATIONS, such as Exxon Foundation and General Electric Foundation, which as they are simply

conduits for company philanthropy, follow the pattern of

Business Donations (Section Thirteen) rather than that of

independent foundations (a distinction on which nonprofit

Programs frequently are confused)

OPERATING FOUNDATIONS, such as the Kettering Foundation

and the J. Paul Getty Trust, which use their resources

mainly to conduct research, maintain facilities, or

provide direct service with their grants related directly

to their own operating program.

ADJUNCT FOUNDATIONS, such as the University of Maryland

Foundation and the Children’s Hospital of San Francisco

Foundation, which are non-operating, non-grant-making entities created by such institutions as state universities, . hospitals, or professional and trade association as facilities to raise and manage money in support of the parent organization.

FAMILY FOUNDATIONS, technically classified as "independent foundations," whose decisions are made by the donor, the donor’s family, or a trust officer acting on the donor’s behalf, with grants more logically considered as individual giving. Foundation support does consist of grants from INDEPENDENT FOUNDATIONS, Programs established to aid social, educational, religious, or other charitable activities as determined by an independent board of governors or Directors, and COMMUNITY FOUNDATIONS, publicly sponsored Programs deriving funds from various donors and making grants in a specific community or region as determined by a board representing the diversity of the community. The seemingly small share—less that 7 percent—of all philanthropy coming from this strictly defined foundation segment can be deceptive. In fact, these grants can be sizable, into the many thousands of dollars. Not only can independent and community foundation grants represent a major supporting element in a non- profit’s financial picture but also a single foundation grant can equal hundreds of individual contributions, the raising of which would absorb great organizational effort.

Asking for support from a foundation differs from other types of fund-raising appeals in the following ways:

With foundations, more than with corporations and government agencies, long-term relationships are at once possible and desirable; an accepted proposal is likely to be a beginning, not an end.

Personal communications with staff/volunteer(s) or board members can often be made before a proposal is submitted; in some circumstances, foundation collaboration on the preparation of proposal is even possible. After the proposal is submitted, personal support directed to a foundation official by an influential volunteer, especially a board member, is useful, if handled tactfully. Although many foundations like to share support of a program or project with other foundations, they want to know about it and make deliberate decisions. Submission of the same proposal, simultaneously and without acknowledgment, to more than one foundation is not recommended. You can usually determine why a proposal was turned down and plan to submit a revised version. When your proposal is turned down, you do yourself no harm in thanking the foundation for sympathetic consideration of your proposal.

Preparation is a matter of research and selection. Happily, extensive facilities, notably the Foundation Center, are available with the needed information, though time and effort must be put into the task. The center publishes the FOUNDATION DIRECTORY, comprehensively and systematically listing foundations, they’re interests and guidelines, their giving patterns, and the names of their officials. In addition, the directory classifies foundations by declared interest in each of the important fields of philanthropic endeavor. The center’s libraries contain the income tax returns (IRS Form 990) on each foundation, showing the actual grants made. The center also makes available services for searching out grant-making information in the foundation field and copious reference books, periodicals, and other materials.

The selection part of the preparation involves matching your organization’s funding needs with the declared interests and guidelines of the various foundations. This is where the work is. Of the more than 6,000 foundations with assets of $1 million or more (which account for 87 percent of all foundation grant making), many are regional, in that their giving is restricted to a specific area, or specialized, in that their grants are confined to certain fields of interest—educational, religious, and cultural. Some have policies forbidding grants to endowments or to buildings. The asker must know the facts. Although in the main it is a staff/volunteer(s) function to do the preparatory research, board members can be helpful. A personal contact with a foundation board or senior staff/volunteer(s) member will at a minimum assure a sympathetic hearing. When a foundation calls for an interview, again a board member’s presence will be valuable, if for no other reason than to demonstrate the board’s involvement.

If research has been done and a personal contact has not been found, how do you get the foundation’s attention? Sending in a full proposal unannounced rarely gets a positive response; somehow you have to attract interest.

In recent years a sensible procedure has been developed, initiated by the John D. and Catherine T. MacArthur Foundation of Chicago and now followed by others. A nonprofit organization is invited to submit a MEMORANDUM of not more than two pages describing the program for which funding is sought. The foundation can then, if it is interested, ask for a full proposal. Nonprofit Programs can use this helpful procedure when taking initiative toward a foundation new to it. But, as John E. Corbally, former president of the MacArthur Foundation, said, "Look for a fit. Don’t try to create one where it doesn’t exist." Care must go into the preparation of the memorandum itself. It will have a short covering letter inviting the foundations attention, pointing out the coincidence of interest with the foundation’s guidelines. It should ask to be considered for a grant of a stated amount. The memorandum will be a brief solid statement of the case to be made for a program, following the prescription (Section Four) for preparing the case. It will articulate the focus problem, the missing element in the community, or the nation, or the world—the WHY of the program—before it speaks to WHAT the program is or does and HOW it does it. Only in the end will it briefly describe the organization itself and its record, or, better yet, enclose an annual report. The foundation is going to make the grant, if it does, not because the organization is outstanding but because the program for which a supporting grant is sought will "make a change for the good." The case statement memorandum should therefore make clear at the outset what it is that needs doing, what change for the good is called for, even before it talks about the proposed program and the organization. And it should do this ALL IN TWO PAGES. The culmination of the process of solicitation, unless the foundation chooses to make a site visit, is the preparation and submission of a proposal, a topic to be developed in Section Fifteen, Proposal Writing. Again, although staff/volunteer(s) will be responsible for preparing a proposal, board members should oversee and support it, ensuring that presentations are as compelling as possible. It may well be a board function to present the cover letter inviting the foundation’s attention and pointing out the shared interest with the foundation’s guidelines.

GIVING USA, 1990 (AAFRC Trust for Philanthropy, 1990), reports that corporations and corporate foundations donated an estimated $5 billion to charitable and other nonprofit causes in 1989, representing 4.4 percent of total giving for the year. The distribution of corporate donations (GIVING USA, 1989, using a Conference Board Survey of 356 companies, reporting 1988 rounded figures) was as follows:

Health and Human Service 29.2%

Education 37.3%

Culture and Art 11.1%

Civic and Community 12.9%

Other 11.1%

While this corporate share of total philanthropy seems small in comparison with individual giving (90 percent), it does compare well with foundation grants (5.8 percent). For many Programs, corporate donations can be a significant part of their income picture; board must ensure that the corporate solicitation program is in good order. On the other hand, it is not uncommon for Directors to exaggerate the potential; they too hastily assume that companies have limitless public relations coffers. Make no mistake, however: Board members are the key element in most successful solicitation of business support. Even though we are considered a Veterans group, the majority of our programs can be described as Preventive Health Care and under many foundations.

But first a negative note. Frequently a board member will undertake to solicit corporate donations simply by writing personal letters to senior executives. You can hear the member say, "I know these fellows. They should give to us. A few of them owe me one.

in their philanthropy; solicited by hundreds of institutions, all worthy, they do not react favorably to letters, even from personal friends. It is too easy for them to ask their contributions officer to draft a response, and too easy to find reasons for saying no gracefully, even to friends. Mail solicitations are appropriate for renewals, asking a company to contribute its annual support, thanking them for past support, and reporting on activities. Otherwise, letter solicitations to companies are right ONLY when other strategies are not available. When corporate leaders have successfully raised large sums for nonprofit Programs, they have done so by diligent personal contact, perhaps "picking up some IOU chips" from their own past contributions; they have not done it by simply writing letters. What, then, is the best way to solicit contributions from the business community? As with appeals for individual gifts, successful strategies for corporate fund raising call for much effort in RESEARCH AND SELECTION, PREPARATION, and establishing orderly, reliable PROCEDURES.

Hundreds and hundreds of companies—industries, banks, service and professional firms, developers and builders, media, and others—are prospects for support of any nonprofit organization. A fund-raising strategy, therefore, must start with extensive and thorough research to glean all possible information on the likely companies, their products and services, their location, their giving habits, and, most important, the identity of their decision-making officials. Such information comes from directories (including STANDARD AND POOR’S, DUN AND BRADSTREET, and others) and local board of trade listings, available by subscription or in libraries; from company annual reports; from asking others; and even from calling the company and asking key questions. Be sure to tap your own board members from the business community. Also do some research in your community, state and even online for business run by veterans they will be more receptive to the mission of the Silver Rose.

among them is important because it leads to putting time and effort where the prospects are best, where the money is. In making this selection, it pays to apply the following criteria:

be a waste to spend time on those known to be limited in their philanthropy. Some companies do not have organized giving programs; they may even have a policy precluding corporate giving. Research can tell you.

to people," finding a personal contact with an official of company will often make the difference in getting a donation; it is absolutely necessary for a major contribution.

does? Companies give money out of good corporate citizenship, but they also give where they see direct or indirect company interest. It is important to identify this interest as part of the selection process and to guide the ultimate solicitation. Although company gifts are usually cleared through a contributions committee or officer, or through a corporate foundation, solicitations can be initiated through an operating, marketing, or public relations division when a company has a direct interest in the activities of the nonprofit organization.

Careful preparation for each solicitation involves the determination of the following:

Although it is assumed you will seek out the highest official with whom a contact can be made, it pays to keep other company officials informed. You may not get in to see the senior company official, even with a friendly introduction, but the top officer may pass you along to the contributions officer, who will take more notice of you because the boss said so.

2. WHO IS THE BEST PERSON TO MAKE THE SOLICITATION?

Select the person who will command the greatest respect in the eyes of the official to be visited. The first person to volunteer may not be the best one to solicit the gift. Find the best, because success will hang on that selection. Two people may be better than one, but not more unless you are meeting with a group.

Always request a stated amount. You may not get what you ask for but you won’t get turned down for naming an amount you want the company to consider, and you will set the sights.

charitable giving to their stockholders. Clearly you want to cater to the interests of the company. Your preference will be for an unrestricted, institutional grant: "If you like what we are doing, give us operating money." But the company’s interest may be in a particular program or project. although these guidelines for preparation. may sound like commonplace, textbook fund raising, they are what count in seeking the corporate dollar. And again, it is Directors who are invaluable in the process: they are the ones who have the knowledge of the business world and the acquaintances that are the entrees. In making the key decision about who should do the asking, the preferred choices are these. the first choice clearly is to have a member of the board make the solicitation, in person, with or without accompanying staff/volunteer(s) or other board member. The second choice is to have a board member make the introduction for the chief executive or staff/volunteer(s) member who will call on the company. The third choice is for the chief executive or a staff/volunteer(s) member to seek an appointment to see the contributions officer. The fourth choice is for a board member to make a telephone call to be followed by a proposal letter. A fifth choice is to send a letter of solicitation, a poor choice even when it is addressed to the company CEO and personally signed by the chairman of the board. What if you can’t find any contact with a company official? Is everything lost? By no means. You will have to resort to a letter, but it will be a different kind of appeal than having the chairman write a "Dear Bill" letter to the company CEO. You will follow the same course as with the approach to a foundation (Section Twelve). Prepare a short, compelling case statement memorandum (not a full proposal) on your organization or the project for which you are seeking support. Send it with an even shorter covering letter, probably to the company contributions officer, pointing out the common interest you share and what kind of support you are seeking and offering to visit or send in a full proposal. It may not work, but you are making the best stab at it. Look at it this way: If you were the company official, what kind of approach would you find interesting? Follow your answer as a guide.

To carry out adequate research for the selection and preparation process, you will do well to have a file for each prospective company, into which every scrap of possibly relevant information is put. The file should be built upon a study of directory information and interviews with others, including especially knowledgeable board members. The key is that ALL information, including the seemingly trivial, goes in to the file. A computerized filing system may be helpful for basic information and gift records, but an old-fashioned file folder for each prospect is still necessary. In addition, each corporate prospect should have a PROFILE SHEET, a single page capable of ready reproduction for review in the selection and preparation processes. On it systematically show the names of key officials (probably copied from a directory); the names of all potential contacts; and a simple chronology of correspondence, visits, and giving record. Profile sheets can be assembled in notebooks organized by geographic location, by type of business, alphabetically, or by priority. Systems should be established to ensure A follow-up of every asking; a thank-you for the visit; a confirmation of any action or proposal (in addition, personal supporting letters that can be sent by board members)

Reporting regularly to contributors by newsletter or annual report to keep them interested Over time, comprehensive, orderly, reliable procedures will make for successful fund raising; conversely, either inept procedures or careless application of sound procedures can hurt the best of research, preparation, and asking. To enlist the support of business, some Programs create a "business advisory council" or "corporate circle" with members drawn from several sectors of the ,d) and professional community. Members of such a council are asked to advise on approaches to business for contributions, to make introductions, and to assist in solicitations. Contributions from council members’ companies are of course expected. Although it is not easy to establish such councils and recruit members, they can be helpful. The nonprofit board, however, must be clear in its own mind that it is not passing responsibility for fund raising to an outsider group; it is enlisting help.

The involvement of individual board members, especially those on a board development committee, is the crux of a successful corporate fund-raising program. Board members play a key role in each of the foregoing elements of the corporate fund-raising strategy. They have the information with which to make intelligent selection of prospects. They are in the best position to guide in the preparation. And, as the peers of the company officials to be solicited, they can be invaluable in making personal solicitations or accompanying staff/volunteer(s) visits.

Certain nonprofit Programs other than foundations are chartered under tax laws to give to charity. The United Way and the Combined Federal Campaign fall into this category; so also do synagogues and churches of all denominations, labor unions, professional associations, and service clubs and associations such as Rotary and Kiwanis. the Junior League not only makes institutional grants to deserving Programs but also contributes volunteer workers.

The giving potential of this sector of the philanthropic world is frequently overlooked. This is unfortunate because its potential has three dimensions: an appeal to a religious organization, service club, or professional association may elicit a donation from the organization itself; it may offer an attractive opportunity for individual contributions from its members; and it may produce volunteers. The United Way and other combined campaigns have special rules. Member Programs that receive funding support from them must limit their fund-raising activities to certain times of the year and to certain categories of grant support. An effective means of reaching out to these nonprofit grant- making groups, including churches and synagogues, is through a speakers’ bureau to supply informed, entertaining speakers to forums and luncheon or dinner meetings. Not only may the organization make a grant but also, again, the interest of individual members may be stimulated, and new prospects may be identified. Directors can assist materially in this sector by both making contacts and giving speeches. The board should assure that a constructive approach is made to invite support from other nonprofit agencies. The Vietnam Veterans of America at the National level of course, but do not overlook the state or even the local chapter for support either financially or in volunteers for your events. The Vietnam Veterans are becoming the leading factor in most veterans groups by attrition, so be sure to include the VFW, DAV, AMVETS, Rolling Thunder and the American Legion. While discussing the Silver Rose and what our organization means to the veterans, make note that if they also belong to a specific unit group like a 1^st Infantry Division association, Gulf of Tonkin Sailors, etc. ask for a contact so that we may contact them about our agent orange awareness and Silver Rose program.

15. Proposal Writing

Although proposal writing is a staff/volunteer(s) activity, board members should know the difference between a good and a poor proposal. They can help make a good one. Experts in proposal writing are a dime a dozen: it is one of those skills in which everyone believes no one else can be more proficient. Nevertheless, here are a few suggestions to help board members evaluate a proposal:

1. A proposal is no more or less than the case tailored to a particular donor. Look at the case through the eyes of that donor; then write a prospectus of that donor’s investment. Avoid the temptation to write about your organization’s need.

2. Whether long or short, detailed or summary, whether asking for support of an institution, a program, or a project, the proposal should follow the lines of the case statement as earlier

(Section Four) described in detail:

Start with the focus problem. WHY there is need for what the Silver Rose does? What is missing that needs to be addressed? "People give money to make a change for the good"; what is that needed change?

Explain WHAT the organization or program does to meet that societal need. Say something about HOW the program is structured—perhaps some overall cost, personnel, and timing information, though details can go into appendixes. End with WHOM the Silver Rose is, telling just enough to be convincing on the score of competence. Again, grants are not made because the institution is worthy but because something needs doing and our organization is going to do it.

 

 

 

 

 

3. Avoid padding. Government, corporate, and foundation officials are professional; they can distinguish substance from rhetoric. Especially avoid currently overused words, today’s clichés, and what has come to be known as "the baffle-gab thesaurus,"

such as:

unique catalyst

most unique(!) bottom line

outreach critical mass

facilitate meaningful

in-depth prioritize

maximize networking

dialogue conceptualize

4. If the proposal is more than four or five pages, include an abstract, an executive summary of the WHY, WHAT, HOW, and WHO, on no more than one page. Staff/volunteer(s) of the donor Programs will summarize proposals for their chiefs: better it be your summary than theirs.

5. Make good use of appendixes; they reduce the bulk of the proposal and make it more readable. Budgets can be in an appendix.

6. Form is as important as content. A proposal that stands by itself with a short cover letter is better than a long letter-proposal. It can be more comfortable to put the money request in the cover letter rather than in the proposal. The proposal can make clear an overall budget, of which only a part may be requested. Don’t "blacken" the page. Margins, spacing, paragraphing can make an attractive presentation.

 

RAISING CAPITAL FUNDS; You say why do we need a building- Yet maybe in the future we may need one in order to place our own museum/monument as a tribute to those affected to Agent Orange and possibly later Gulf War syndrome. So why not include it at this writing to make you think about the future and not go into anything with blinders on.

THE BOARD’S

16. Capital Campaigns:

17. Planned Giving and Bequests

18. Life Insurance Contributions

 

Directors, like all who are concerned with fund raising, need to deep in mind the fundamental distinction between asking for contributions to support the program and ongoing operations, on the one hand, and asking for capital contributions for building or endowment, on the other. The two are quite different. Capital giving for endowments and buildings includes three types of gifts, each of which is discussed separately: outright donations and pledges, usually in CAPITAL CAMPAIGNS; PLANNED GIVING AND BEQUESTS; and LIFE INSURANCE CONTRIBUTIONS. But first some general observations on capital giving. Government agencies and nonprofit grant-making Programs are not usually interested in capital giving. Corporations and foundations infrequently give to capital campaigns for endowments, although some do give to buildings. Although there are important exceptions, capital giving, for the most part, focuses on individuals. Capital gifts can be thought of as at least ten times the size of annual gifts. People give in annual contributions and member- ships from their CURRENT INCOME. They give to capital funds from their PERSONAL CAPITAL. That personal capital will have come from inherited money, accumulated wealth from successful business ventures, or from disposable income arising from the sale of personal property marked by unusual capital gains. The source of capital holdings, together with the sense of obligation to heirs, will influence the manner in which donors make their gifts: OUTRIGHT DONATION or pledge, PLANNED GIVING or bequest, or LIFE INSURANCE CONTRIBUTION.

Raising capital funds to meet building or endowment needs is best accomplished by setting up a structure with a goal, a time- line, and a volunteer organization. But even when you are not embarked on such a capital campaign it is well not to overlook opportunities to cultivate and solicit major donations, be they special one-time program gifts or capital grants. Opportunities do arise quite apart from any formal campaign, and board members are the ones to spot them. Directors and development staff/volunteer's need to be alert to identify loyal, enthusiastic, and affluent supporters who, when the time is right and an attractive project is put before them, will take pleasure in making a substantial gift. An ongoing, low-key capital fund program always takes advantage of opportunities for capital giving even when no expensive and complex campaign is under way. Directors need to be cautious about four aspects of capital gift solicitation:

 

1. COMPARISONS ARE DANGEROUS. your organization, capability, and potential are not like any other. You cannot look at what another, seemingly similar institution has done and expect it to be the same for you with your own strengths, constituency, case, and leadership. Nor can you base estimates on your previous record; Programs and circumstances change. Be as objective as you can in making all the difficult decisions leading to major gift solicitations.

goal of $1 million, why not find one hundred prospects to give $10,000 each and avoid the burden of mounting a full-fledged campaign?" It doesn’t work that way. Experience clearly demonstrates that you need to approach at least three or four prospects for each gift received; that means finding three or four hundred prospects, not just one hundred, for the $10,000 donations. That’s a different proposition. Moreover, limiting the amount you ask for to any figure sets a ceiling that cuts off a chance for the larger gift; people rarely give more when they are asked for. To achieve and AVERAGE of $10,000, therefore, you need to ask for many gifts at a higher level. In major campaigns it is the leadership gifts, not the average ones that take you to your goal.

 

3. DOES RAISING CAPITAL FUNDS INTERFERE WITH ANNUAL GIVING? Development officers can be reluctant to seek capital funding lest it threaten the regular solicitation of annual contributions. Although they are right in the short run—a capital campaign can divert annual giving while it is in progress-experience shows that capital campaigns reinforce annual giving by broadening the appeal, infusing enthusiasm, and generally raising the attention given the organization. There is never a "right time" to mount a capital campaign, but when capital funds are needed, a campaign interference with annual giving will have to be lived with and overcome in the long run.

A related dilemma always emerges: whether to wrap the annual giving into the capital campaign goal or have annual giving appeals proceed separately while the campaign is under way. You can argue either way, but most professionals, in the absence of special circumstances, come down on the side of including the annual giving in the campaign goal.

4. ANNIVERSARIES DO LITTLE FOR CAPITAL FUND RAISING.

"For our upcoming twentieth anniversary, why don’t we mount a major capital campaign?" Although anniversaries make for good promotion, they are NOT an incentive for giving. Make as much fuss as you can about the anniversary, attract as much favorable attention as you can, but do no expect that donors are going to be moved to give your organization a capital-size gift as a tenth, or even fiftieth, birthday present. If they give, it will be for the charitable reasons earlier discussed. Even when successful campaigns are tied to an anniversary, their success is not to be attributed to it. So, exploit anniversaries as a cultivation device, but don’t count on them to attract money.

 

 

 

Every nonprofit organization will, at one time or another, have need for capital funds for endowment or for building. It’s inevitable. Board will always wish they could once and for all raise an income-earning fund that would produce enough to cover basic operating expenses and remove that constant cash flow pressure. But neither normal revenues nor contributions can be expected to cover such major capital needs. For endowments and for buildings, even for extensive renovation, special capital fund-raising efforts must be undertaken.

Because people being asked to make capital-sized gifts will be drawing on THEIR capital—their savings, securities, or real property—special plans are required. You need a separate case statement, research, goal, timeline, and volunteer organization. You need a capital campaign with its own structure and an exceptional commitment and effort by board, chief executive, and staff/volunteer(s). How can you tell whether or not your organization is ready for such an effort? How can you be realistic about a formidable goal involving far more money than you have ever asked for before? You can’t get a clear-cut answer. You always fall back on a balanced judgment resulting from deliberate, risk-taking decisions of the board. The determination usually calls for the help of outside professional assistance.

A clear analysis of the funding needs

A compelling case

A realistic judgment of the potential to raise such capital funds

mount such a large undertaking A comprehensive plan for proceeding Programs go astray by confusing needs with fundraising potential. Each is crucial to a capital campaign but the two are not the same.

When an organization is thinking about a capital campaign, its first step is to establish what it needs money for and how much has to be raised. This must not be guesswork or simply a "wish list." To be soundly based, funding needs should emerge from thorough, exacting, long-term, or strategic planning, which often requires several months of intensive effort by board and staff/volunteer(s) working together. Both must explore, with as much objectivity as they can marshal, where they want their organization to go and why.

The best planning usually starts by speculating on the probable future conditions, the environment in which the organization will need to operate in the next ten to twenty years. Then follows a determination of the purposes, programs, and priorities the organization will want to pursue to live most effectively in that projected environment. Estimates of facilities and personnel needed to fulfill the future desired status will be dependable; the dollar figure emerging from the analysis will be the funding needs.

 

 

 

 

 

 

 

To raise capital funds, a case statement must be prepared setting out why people should make a major donation, what opportunity is presented by the proposed building or endowment for which the money is being sought. Here, even as with the case for operating and program funds, the case must point to the opportunities presented, what needs for change exist in the community, and what will be the result upon completion of the program. A general appeal "to help out the financial needs’ of the organization is insufficient. The pattern of why, what, how, and who, outlined in Section Four, should be followed just as rigorously for a capital campaign.

Capital campaign case statements will contain the following

information:

A summary

A brief statement of the Order of the Silver Rose

A convincing description of the purposes to which the capital funds will be put, together with the funding needs associated with each purpose

Something about ways one can give-pledges, gifts of securities, or gifts of real property

Recognition opportunities-buildings, rooms, or scholarships

to be named for donors

Lists of names: the board and campaign leadership

The presentation as a whole should be attractive. Pictures help. Your case statement is your vehicle to convince people that their support is worthwhile. A brief description of the building, possible location, sketch (visual aids impress easy) certainly a estimated cost and a time frame for the capital fund campaign to start and finish. I would also show a sketch of a board where major contributors names would be proudly displayed in the building.

NOTE: In the description have the number of rooms, their uses, square footage, number of computers needed, bathrooms, any memorial rooms, and any gardens for outside of the facility also. This is the one place where the dazzle does help, but not too much waste of expensive items.

++++++++++++++++++++++++++++++++++Attachments++++++++++++++++++++++++++++++++++++++++

To Wal-mart Date;

Address

Town, state

 

 

 

Your name

And address

 

Dear Sir or Madam;

I would like to have your store consider the Silver Rose Organization for a donation. We are a 501c(3) tax group. Our group provides recognition to those veterans and their families that are affected by exposure to Agent Orange (and the chemicals related) while serving your country in its time of need. These honored Veterans many times are stricken with cancers, major illnesses due only to their exposure to the chemical agents mainly in Vietnam service.

Over 22 million gallons of herbicides were used in Vietnam between 1962 and 1971 to remove unwanted plant life and leaves, which otherwise provided cover for enemy forces during the Vietnam Conflict.  Shortly following their military service in Vietnam, some veterans reported a variety of health problems and concerns which some of them attributed to exposure to Agent Orange or other herbicides used for this purpose.

The Silver Rose provides beautiful certificate for framing, medal, a CD with the Silver Rose Blue’s and other material to the Veteran or his family. Many times due to the cost we incur the Veterans may have to wait until donations come in to allow us to make each one and send it out. During this time period we have had Veterans pass away and it is heart wrenching to award this to his widow and his family after the fact. We are expending about $60.00 per veteran and our directors many times will pay the expense out of their pocket in order for the veteran to receive his award.

We do verify each application to insure that we are awarding it to a deserving Veteran or his family, using military records and medical information. Currently there are 43 accepted Illness’ related to the exposure to these chemicals. There are more pending and event he Veterans Administration is not sure how many more will be added. The long term effects are still be detected in the Veterans that served their country so proudly. Many lose everything while waiting out the claims procedure, our award is expedited to provide them with the feeling that someone does care and is fighting for their rights.

Since its inceptions in the year 2000 we have had the honor of providing close to 2,000 medals. Each one is engraved and can be proudly worn by our recipients; many times the Family will hang the medal for display along with the certificate. We have found that this is a common occurrence especially after the Veteran has passed away. I cannot tell you the feeling of providing disabled veterans a glimmer of recognition for the health problems related to their military service. Repeatedly tears fall from tired Soldiers and their devoted loved ones. All of our Directors do this free of charge and all monies donated go directly to the process of awards, postage and other materials for the Veteran and his family.

Again I ask that you consider the Silver Rose for one of your community grants.

Your Name

Address

Phone and email

 

Enclosed are materials for your review. Please feel free to contact me and ask any questions you may have.

810-714-2748

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

Press and Public Relations

30 –

For those not familiar – 30 – =means end

For more information Contact:
Name, Title
Company Name
Phone Number
Email Address
Web Address

Finish the editorial content of the release with - 30 - on a new line. This is ancient newspaper stuff, and this declares the end of the actual editorial copy. Now follow with your contact info.

Now that your release is ready, here is a monster media search site that will get you the contact info for thousands of editors and reporters:

We Are The Order of the Silver Rose

Our Members are made up from the Wiregrass Area

WHO IS THE ORDER OF THE SILVER ROSE?

Founded in 1996, Order of the Silver Rose, Inc. is the only national organization congressionally chartered and exclusively dedicated to Agent Orange affected Vietnam-era veterans and their families. The Silver Rose is organized as a not-for-profit corporation and is tax-exempt under Section 501(c)(3) of the Internal Revenue Service Code.

Silver Rose’s FOUNDING PRINCIPLE

"Never shall any veterans be abandoned by the government!"

GOALS

The Silver Rose’s goals are to promote and support the full range of health issues important to all generations of veterans, and to change public perception chemical agents and their affect on our military and their families

OUR FIRST PRINCIPLE

The Silver Rose holds as its first principle that the Veteran is cared for as evidence of the treatment by the government and the Veterans Administration. This is only fair to those that have given so much for their country. By providing honor; justice, integrity, and meaningful respect by acknowledgement.

ORGANIZATION

Over 3,000 individual recipients of the Silver Rose Award.

State directors.

Executive board of directors

==============================================

 

The Order of the Silver Rose is in your area looking for more members. We do several community related activities concerning Veterans, health information and benefit programs.

We also enjoy the brotherhood of Fellow Order of the Silver Rose enjoying working to together and sharing stories and helping other veterans in need. We ask that you call us to join our Organization today:

All members and their families are welcome to attend. As well as any one that wishes to find out more or just would like to support our organization

SPECIAL PROGRAMS

Government Relations advocacy on the range of veteran’s issues.

National contacts for disabled veterans.

Health awareness for veterans, disabled veterans and their families.

PTSD issues pertaining to all veterans.

New Agent Orange and Gulf War illness issues.

Research and contacts with Service Officers providing assistance to veterans seeking benefits/services from the Veterans Administration.

FUNDING

The Order of the Silver Rose relies totally on private contributions for its revenue. We do not receive any funding from federal, state, or local governments.

 

 

 

 

 

 

 

 

Good luck!

2. The Order of the Silver Rose is in your area to serve those that are affected by Agent Orange. Even if you think you have no visible health problems, you may have tumors, cancer, or diabetes in the early stages in your system due to your service in Vietnam. We recommend that you get a yearly physical with a CAT scan or MRI to detect any problems early.

There are currently 43 accepted illnesses related to your service in Vietnam. The Veterans Administration will treat you for these free of charge. There is of course an application process. If you would like more information please call Nancy Jenkins your Order of the Silver Rose Director at 555-555-5555 or go to our website at silverrose.org. We also offer awards and certificates to individuals affected by Agent Orange illnesses. Our Directors will speak to your civic group, veterans group or community group on the health risks affecting our veterans. Thank you for your time.

3. My Name is Andy Monk "Welcome Home Brother" is the greeting among Vietnam Veterans. We do it because when we came back it was not a good time and many communities did not want us to be acknowledged or even recognized. Funny how things change, the media now says there are more wannabe’s as we call them than real Vietnam Veterans.

One good thing the Wannabe’s do not have to worry about is the exposure to deadly Dioxin that we had in Vietnam and the risk of cancer and other major health problems. Our government Sprayed 22 ½ million gallons of Agent Orange as a defoliant to kill all the places in the jungle the enemy had to hide in. It also got into the drinking water and the food chain the military used and the exposure to all who were there. Science has now shown us the health problems were far greater than were first known. The Veterans Administration and the Center for Disease Control have currently 43 illnesses including cancer, type II diabetes, spina bifida caused by exposure to Agent Orange. Actually Agent Orange is a blanket term for 15 various defoliants and sprays used in Vietnam.

The Order of the Silver Rose is a non-profit organization that recognizes veterans who have one or more of the current illnesses under Agent Orange exposure. There is a simple application process after which a very handsome certificate and a medal is presented to the veteran or his family, and if possible a ceremony in honor of the presentation. If you would like to learn more about Agent Orange illnesses, the Order of the Silver Rose or have us speak to your community group, civic or veterans association, please contact Andy Monk at 555-555-5555

Or visit our website at silverrose.org

SAMPLE PITCH LETTER

Celebrity

C/o Celebrity Representative

Celebrity Address

Address Line Two

City, State Zip

 

:

We would be honored if you would play a central role as Master of Ceremonies in one of our most important events—our Volunteer Silver Rose Awards Ceremony – on Thursday June 5, 2006. (Insert your date and time)

As you may know over 100% of the workforce of the Silver Rose in Every State is made up of dedicated volunteers. They assist us in so many vital ways—from providing life saving information, to assisting Veterans in obtaining their benefits. Last year, for example, one of the Awardees was a woman who lost her husband to Agent Orange after a long Illness, this are very difficult times, watching a loved one fade before their eyes. At the same time hoping the Veterans Administration will provide health care including an income to these honored Soldiers and their families.

This year we expect to have more than 100 volunteers (including many families) participate in the programs. We would be very pleased if you would lead the program. The event will take place at _________________ from 5:00 pm – 7:30 pm and would involve meeting the honorees and talking from a brief script, which we will provide if needed. The reception and dinner will begin at 7:00 pm and you are welcome to join us for dinner as well.

Warmest regards,

Name

Of course you would fill in the name, times and location-but this is a basic letter

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

Justification of the need for

The Order of the Silver Rose begins its history by predicting its own demise. It is necessary, because The Order of the Silver Rose is not intended to become a permanent addition to the list of medals currently awarded to military personnel, although we would gladly relinquish it to the Government if the Final Determination were that Agent Orange victims and Veterans of Vietnam deserve a Purple Heart. That, however, would require an Act of Congress. The Order of the Silver Rose is designed to call attention to the many heroes of Vietnam, personnel who have fought their battles in Vietnam, in American Courts of Law, and in Congress under the Agent Orange Act of 1991. The American Government’s responsibility to veterans who are victims of Agent Orange has already been determined, the money has been allotted, and the program is working. All that remains to make these heroes’ reward complete is their Honor. The Purple Heart which will recognize them for their sacrifices and pain. The medals are even a bargain … for them. They run the government less than $2.00 each, a small price to pay for Honor. Our prices were much higher.

We regret that, at this time, The Order of the Silver Rose award can only be sporadic in its presentation and representative in nature. As our funding increases, more and more qualified recipients can be honored. Eventually, perhaps we can supply the Veterans Administration with enough medals to accompany all Agent Orange Ratings Decisions until the President accepts a logical and legal posture towards Vietnam veterans, and supplant the need for Silver Roses with the Purple Hearts earned by these service personnel.

LET IT NEVER BE FORGOTTEN THAT WE DO NOT WISH TO AWARD SILVER ROSES. WE WANT THE PURPLE HEART FOR THOSE VIETNAM VETERANS WHO HAVE EARNED THEM, NOTHING MORE.

Withholding Purple Hearts from those thousands of American heroes destroys morale among the troops and violates Public Law, Executive Orders, and Military Regulations, thereby necessitating the creation of this Society. We hope to rectify injustice; to identify, recognize, and honor those service men and women whose applications for the Purple Heart have been denied by a myopic, insensitive, and frankly embarrassed government. We shall continue our activities on behalf of Agent Orange victims until such time as the Purple Heart has been awarded to all victims of Agent Orange. When that takes place, no further Silver Roses shall be awarded, because having done its job, The Order of the Silver Rose shall happily disband.

If the lifespan of The Order of the Silver Rose is brief, it will have accomplished its purpose; and thousands of service personnel and their families will have the small comfort of knowing that, although their sacrifices have been great, the men and women they sent to Vietnam so long ago truly gave their lives for their country. We must thank them, and honor their memories.

The Silver Rose Organization is a recognized 501(3c) tax deductible Charity under federal IRS guidelines.

How to include the Silver Rose in my will...
Many of our supporters make charitable gifts by naming the Silver Rose as a beneficiary in their wills. The federal government encourages these gifts or bequests, by allowing an unlimited estate tax charitable deduction.

How to contact the Silver Rose regarding estate information…
If you are administering an estate or trust and need more information, please contact:

The Order of the Silver Rose
Gary Chennet National Director
9157 Ann Maria
Grand Blanc, Michigan 48439

Phone (810) 714-2748

National Silver Rose Gift
I give, devise, and bequeath to the Silver Rose the sum of _______ (or otherwise describe the gift or specify a percentage of the estate).

If you are interested in making a bequest to benefit both your State and the national sector Silver Rose, you can do so by including both in your will.

Specific Bequest
You designate a specific dollar amount, specific percentage, or specific property to the Silver Rose.

Residual Bequest
Your estate will pay all debts, taxes, expenses, and specific bequests. The remaining amount—the residue—will be transferred to the Silver Rose.

Contingent Bequest
You can ask that the Silver Rose receive all or a portion of your estate only under certain circumstances. For example, you can name the Silver Rose as a beneficiary of your estate only if there are no surviving close family members. Childless couples sometimes provide for the entire estate to go to the surviving spouse, or if the spouse does not survive, to the Silver Rose.

Gift of Life Insurance
Some of our supporters no longer need their life insurance that was purchased years ago to provide for children or other family members. If that is your situation, please consider donating the policy to the Silver Rose. You may claim a charitable deduction for approximately the policy’s cash surrender value, and the proceeds are completely removed from your estate.

Pooled Income Fund
Your gift of money, marketable securities, or both to the Silver Rose’s pooled income fund is invested together with similar gifts from other supporters. Each year, you receive your share, which is taxable as ordinary income, of the fund’s earning.

For example, Mr. Simon’s $10,000 life income gift is invested in our pooled income fund. The fund’s net income is 6 percent this year, so he receives $600--his share of the annual earnings. Each year, Mr. Simon’s payment will reflect any increase or decrease in the fund’s net income.

Charitable Lead Trust
Individuals with very large estates can use a charitable lead trust to benefit the Silver Rose and pass principal to family members with little or no tax penalty. It works like this: You transfer assets to a trust that provides payments to the Silver Rose for a term of years. Then the trust principal goes to your children, grandchildren, or others free of, or at greatly reduced, federal gift and estate tax. (Please note that a generation skipping tax [GST] is imposed on large transfers to grandchildren and others who are more than one generation younger than you.)

Grant Proposal To VVAF- this is an example of what was sent- it does provide a good basis for any grant, but must be adjusted to each foundation. Not only for a name change, but to be in line with the foundations goals and requirement.

from

April , 2006

The illnesses attributable to Agent-Orange Exposure include 43 cancers, early onset diabetes, and diabetes-related peripheral and autonomic neuropathy, to name a few (list of illnesses included as Attachment 1). Exposure apparently also caused gene damage, with resulting spina bifida in children born subsequent to the exposure. OSR is the only organization in the nation 100% dedicated to outreach education for veterans whose exposure to Agent Orange has imperiled their health and their lives. A main OSR goal is to assure that victims get the diagnostic procedures (such as yearly CAT scans) and medical treatments and assistance they need, including the health benefits available to them through the VA, so that early diagnosis and treatment can help to prolong victims’ lives and improve their quality of life.

OSR is tax exempt under the Internal Revenue Code (IRS tax-exemption documents and the most recent Form 990 are included as Attachments 2 and 3). The need for its work has been recognized by the Vietnam Veterans of America (see VVA endorsement, Attachment 4). Members of the U.S. Congress, civic groups, and major public and military leaders have endorsed its mission and many state governments have adopted resolutions of support.

1. OBJECTIVES:

a. Visit administrative personnel in existing veterans’ organizations and clinics, senior citizen centers, and sites where veterans gather to describe the work of OSR and leave educational material for distribution. Plans are to make about 50 such visits during the first year. The OSR visitor will request an invitation for an OSR director to directly present educational material at an appropriate time.

b. Start a national advertising campaign to publish ### advertisements in national media during the project’s first year. Publications will include magazines of national veterans’ organizations.

c. Arrange to have an OSR representative available at ### veteran gatherings during the first year to distribute educational material. Gatherings can include veteran reunions, "Moving Wall" displays, and/or regional/national veteran conferences. The educational material can be made distributed at an OSR table or booth.

2. EXPENSES:

a. Cost of printing educational brochures (how many) Color is far more costly than B/W

b. Cost to bulk mail brochures to OSR directors who will make site visits to veteran venues

c. Reimbursement of travel expenses to make site visits

d. Advertising costs

e. Expenses related to presentation of educational material at veteran gatherings, to include travel expense of presenters and fees of sponsoring organizations for table or booth

3. EVALUATION:

a. Contact reports will be kept detailing all visits to veterans’ organizations and clinics, senior citizen centers, and the like. (A form for this contact report is included as Attachment 5.) The number of site visits made will be documented, as well as the number of invited presentations and material distributed.

b. Records will be kept on all advertisements published and on all requests for information received in response to advertisements.

c. Records will be kept on OSR presence at veteran gatherings during the first year, utilizing a "guest sheet" to document the number of veterans who visit the OSR display and request information.

4. GOAL: The project described will educate more veterans than is currently possible with the OSR’s more limited outreach. Educated veterans, in turn, will educate others with whom they come in contact. If successful, the current project will magnify exponentially the number of Vietnam-era veterans who understand their health risks and the diagnostic and treatment resources available to them.

2. PROJECT MANAGEMENT: Copy from prior proposal of Gary Chenett [including overall management, overall financial responsibility, and administrative responsibility]. A resume of Gary J. Chenett is attached (Attachment 6).

3. TIME FRAME: [Discuss time period to implement and complete each phase of project]

On its website, OSR includes an application form to apply for the Order of the Silver Rose, a citizen medal from which the organization takes its name. OSR was originally founded to redress in some way the unfairness of the U.S. Government’s neglect of Vietnam-era veterans injured by Agent-Orange exposure by refusing them health benefits and the recognition of a Purple Heart. Their huge sacrifices for their nation and their fellow citizens went unrewarded and unappreciated by the general public and by too many of their governmental representatives. OSR’s mission expanded to focus on health education, but it continues to honor its original mission to award the Order of the Silver Rose. Any veteran diagnosed with an Agent Orange-related disease, who can document both service in Vietnam and VA validation of service-connected disability, is eligible to receive a Silver Rose. Also eligible are Vietnam veterans who have died from such a disease, and their family members can apply on their behalf. Specific documentation must be submitted as evidence of eligibility. The organization reviews applications and checks documentation. Once eligibility has been established, a Silver Rose medal is struck.

It is during the award process that information on health risks consequent to Agent Orange exposure and available health treatments is disseminated. Two critical purposes thus are served in awarding the Silver Rose to qualifying Vietnam-era veterans. Each veteran to whom the medal is awarded receives the critical information material regarding health risk and available veterans’ benefits. This educational outreach can save lives and enhance quality of life. The awarding of the medal also nurtures the emotional health of veterans who receive it. Many of these veterans who have felt ignored suffer consequent depression, and the bestowing of the medal seems to succor their spirits). To date, more than 2,200 awards have been issued.

5. PRIOR FUNDING: Operational expenses for these educational activities in prior years have been funded by private donations, including support from OSR’s directors, and by small grants, including a past grant from VVAF. Past funding does not allow for the broadening of the educational mission of OSR contemplated by the described proposal.

6. THIS PROJECT WILL BE ONGOING: OSR contemplates that the project will continue beyond a year.

7. FUTURE FUNDING: [Describe]

8. RESUME OF PROJECT MANAGER: A resume of Gary J. Chenett is attached (Attachment 6).

10. LINE ITEM BUDGET: GARY WILL GATHER INFORMATION ON COSTS AND PREPARE BUDGET

National Director and the person who will administer the grant ON HAND; Gary can update if he wants to

SIGNED ON BEHALF OF THE ORDER OF THE SILVER ROSE by:

EXECUTIVE IN CHARGE OF ORGANIZATION:

Gary J. Chenett, National Director

9157 Ann Maria, Grand Blanc, MI 48439

Tel.: (810) 714-2748

E-mail:

Event 1.) Dimes & Pins
My organization was looking for ways to make money for a local cause and we did pretty well with this cute little item. Take a regular safety pin (not the little gold ones but the little larger silver ones.) The width of the ribbon almost fits exactly the width of the safety pin rung. Then take your ribbon and cut them into sections about 3-4 inches in length. With the safety pin closed, slip a piece of the ribbon through the center and bring it down so that the two ends meet. Spread the two ends apart a bit, so now you have the ribbon over the bottom rung of the pin (not around the clasp end) and can see both ends of the one ribbon. Then cut the two ends neat and diagonally. Now you have what sort of looks like a "badge" . Place a dot of super glue between the ribbons. Now place a shiny new dime (Eisenhower head up) and super glue it to the front of the ribbon. Viola - now you have a "Diamond Pin" (actually it\’s a Dime & Pin) but no one cares because they are so cute!! You can use a lot of different colors of ribbon and you can make a lot in just a few minutes. We advertised them: "Get Your Diamond Pin - $1.00 each". That\’s enough to get everyone curious to see this "diamond". Most people bought four or five and wrapped them up for prank Xmas gifts. They reported that it was so funny to see them open it and look confused, then they were able to say, "I bought you a diamond pin!" Each pin was sold with a little gift card & the pin fit inside the card. The card\’s front read "A SPECIAL GIFT FOR YOU". Then inside the card it read, "All proceeds from the sale of these DIME&PINs goes toward a SPECIAL cause, or something like that to describe our fundraiser. Enjoy!

2.) Playhouse Raffles
Each year have a raffle that called "Playhouses for Prevention." How it works is like this, we get four area builders to build and donate children’s playhouses. These houses are amazing, they are actually miniature houses. One year we even had a lighthouse with an actual turning light. We then sell raffle tickets for $2 apiece or 3 for $5.00. We place the houses on display at our local mall for 14 days around prior to the Drawing. Having signs and information booth about the reasons for getting prevention medial treatment before it’s to late. We have raised as much as $20,000.

3.) Stocking Raffle
I got this idea from a fundraiser published in a magazine! It was a GIANT Christmas Stocking. Someone donated the material and someone else made it. You could buy one already made but it saved time and money to have a volunteer make it. Local Stores donate gifts to stuff the stocking... Then, we made raffle tickets on the computer, sold the tickets, raffled off the stocking and made a profit.

4.) A Regular Raffle

Raffles are one of the most popular and cost-effective ways to raise money for a non-profit organization. However, it would not be a raffle if you had nothing to give away! So what kind of prizes should you have? First of all, put yourself in your potential supporter’s shoes - What if someone comes up to you and says they are selling raffle tickets? What prize would you like to win? Here are some prizes that attract many people’s attention:

Cars - Sports cars, Luxury cars, SUV’s in this year’s model. Another great alternative is a completely restored classic / collector’s car. You may or may not be able to get this donated. If not, consider other types of prizes, since your profit will be higher if all items are donated.

Travel - Always a winner. Roundtrip Airfare, a package deal, a cruise, and hotel stays, even airline miles all make great prizes. Most people love to travel and the biggest obstacle is usually cost. Now if they win this raffle, they’ll just have to take some vacation time and go.

The larger trips - such as weeklong cruises or packages with airfare and hotel may draw more ticket buyers. However, travel doesn’t have to be exotic to make a great prize. Even a weekend getaway within driving distance could be a great prize. As long as it’s a place people in your area would want to go to for a vacation. A one-night stay at a local hotel is not usually as appealing.

Electronic Equipment - Big screen TVs, DVDs, and stereos. These are big incentives, especially for the guys.

Gift Certificates - For stores like Home Depot, Best Buy, and local or chain restaurants. These make great secondary prizes.

These are just a few examples. As mentioned earlier, it is important to offer a prize that your potential sellers will place a high value on. A Barbecue Grill, a Handmade Quilt, a Gourmet Dinner, all of these could be great prizes for the right audience. Okay, okay. So I know what you are thinking. How do I go about getting these prizes? The absolute best way is to survey the members of your organization. Every member could possibly have something of value to contribute to the prize pool. And if not, they may know somebody who can. Go for your biggest prize first, though. You need to secure that "hook" in order to have a viable raffle.

One of the raffle fundraisers that I organized raised over $1000, with just 5 ticket sellers! In case you are wondering, our prize was a big screen TV. The store had it listed as a display model and were upgrading to a newer model. I talked them into the free publicity using their name on the tickets and PR releases. I also sent out an email asking my friends and the other ticket sellers for donations. I quickly got several more donations including some nice watches. Finally I went to area restaurants and got several gift certificates for third prizes.

It's usually easy to get prizes from restaurants and some retailers such as beauty salons and video stores. Type a letter of request on our organization's letterhead. Visit businesses in your area during the afternoon when they're not as busy. Give them a copy of your letter and ask if they would be able to donate a gift certificate or other prize. Be sure to start canvassing your city about a month before your deadline, because some managers need to get approval or they may have a limited number of prizes per month they can distribute. With a little creativity and persistence, you'll be able to get some great prizes for your raffle!

14.) Gem Hunt Day For our small school we had a few local jewelers donate un set gemstones and about 200 fake cz’s. We put these is plastic Easter eggs and hid them around campus. We charged $10 to be able to participate in "the hunt". We had advertised thru school paper and ads in local paper. We made out extremely well and so did the jewelers who donated the stones because even the people who found the cz’s wanted to have them set in rings. To add to the excitement a gemologist tested all the cz’s to help identify the two real diamonds ... what fun. We also sold refreshments

15.) Mile of Quarters
This is a great fundraising idea where everyone can get involved. I did this one in several locations in different area. One was in a small Mall- I found some stickers that were the size of quarters (3/4 of a inch) I measured out a mile and had distance markers at every eight of a mile. As people donated (usually more than a quarter) I would put stickers down or allow them to do it, after showing them where. This totaled more than you think. Take the 5, 280 ft times 12=this gives you how many inches. 63,360 Then divide that number by 3/4^th or .75 for those of you that have fraction problems. This will give you how many quarters you need for a mile 84, 480. Remember this is only a visual figure, not the amount of quarters you will acquire. A dollar equals four quarters, so if someone gives you $20.00 you have the same as 80 quarters, only a lot lighter and easier to handle. The problem was getting the sticker back off the floor. It took many hours and lots of elbow grease, it was then we decided to use markers on the side of a road to move our current amount between the beginning and end markers. Be aware you need to use a location that has the space and the road people will not complain or take down the markers. You could design a thermometer and have it in a visual spot. So everyone can see the goal where your current progress is and the total to hit. Make sure you put identifying signs so they know whom you are and what you are trying to raise the funds for. You can move a smaller version of your thermometer as you set up at locations like Wal-Mart or any mall. People tend to donate if they know you are doing something good. Have visuals on why and what you are going to do with the funds. Most malls, large chain stores, etc are glad to let you do this, just ask for permission first. Do not become negative with them is they say no, this can do more harm at a later date or even during your fund drive. Always at any fundraising event be polite and if they say no, tell them thank you. You are working not only as a fundraiser but also as a public relations person for the group. 1 Mile of Quarters equals $21, 120 Dollars. So try going the extra mile. Be sure to have the media, Radio, TV, and Newspapers as well as several business help you reach the Goal. It really is not that difficult if you plan it well.

16.) AVAILABLE FOR VETERANS EVENTS, CONCERTS, CLUBS, OR SCHOOLS

 
Sarge Lintecum is a highly decorated, three tour, Vietnam combat vet (Army/101st Abn. Div. '66, '67, & '68) who has performed before a wide spectrum of audiences. Vietnam veterans across the nation and around the world truly enjoy Sarge's "Vietnam Blues". Sarge's recording, "Vietnam Blues - Combat Tested Blues . . For Peace", is a moving and healing experience with a full band blues-rock sound that can only be described as "Pure Sarge".

Sarge Lintecum

 Business Manager: Leslie Lintecum

 Vietnam Blues CDs: $15.00 Cassettes: $10.00 Plus $2.00 S&H for Each Item.

 For Bookings Call: 480.966.3942 (Leave Message)

17.) Any concert The same as using Sarge Lintecum as a music event- you may have resources in your community that people would like to hear in a evening or even afternoon of enjoyment. A local band, choir, or talent in your community. Even consider local public figures like the Mayor or County Commissioner, Fire Chief, etc to "Perform" a skit, musical number anything that will be for fun and profit the Silver Rose.

18.) Cow patty drop Don’t laugh until you have seen what one of these can do for your income. I have been to several of these and assisted in many. They are relatively easy and the only real work is laying out the field and waiting for Mother Nature to do her thing. I did see one done on a football field, but do not recommend it unless the season is over or someone will clean it up. Real simple you mark off an area say 50 yds by 50 yds or more. Fence it in using either an electric fence (usually a local farm/hardware store will donate the use of one as a sponsor. And include a smaller area of 12 by 12ft as a coral. Measuring it off and using a line marker just the same as used for sporting events, laying down lines in a grid of say 6ft squares or 3 ft squares the entire field. Print out a grid map with your computer with the top left grid becomes number 1 and the next to the right number two etc until all the grids have a "map location" Then sell the squares for what ever amount it fair to raise funds. Most work with a square for $1.00 each and 6 for $5.00. Sell these until the event starts. Certainly try selling more before the event and finish at the location just before the start. When the start time arrives release the cow from the corral into the main field and just wait for it do its business. Once the first "Patty" hits the ground that map grid is the winner. If that square is not sold you wait for another to be deposited. I do recommend that the cow in question be a calm, well-fed animal that day. You won’t believe the yelling and crowd noises while the animal wanders from place to place on your grid. I have also seen several cows placed on the field at the same time, this can be very confusing and if a "Judge rules a tie- the winners split the 1^st place prize or 50-50 money from the event. Usually either have a good prize or put in 40% of the money as the 1^st place prize.

19. Celebrity items Auction

SAMPLE REQUEST LETTER

Celebrity

C/o Celebrity Representative

Celebrity Address

Address Line Two

City, State Zip

 

: (their name)

We would be honored if you would contribute an autographed item to our "Celebrity Auction", one of our most important events. The Auction will be held during our Silver Rose Awards Ceremony – on Saturday, June 5, 2006. (Insert your date and time)

As you may know 100% of the workforce in the Silver Rose for every state is made up of dedicated volunteers. They assist us in so many vital ways—from providing life saving information, to assisting Veterans in obtaining their benefits. Last year, for example, one of those that accepted an Award on behalf of someone else was a woman who lost her husband to Agent Orange after a long Illness. This is a very difficult time, watching a loved one fade before their eyes. At the same time hoping the Veterans Administration will provide health care including an income to these honored Soldiers and their families. We experience many heart wrenching stories similar to this on a regular basis, while we try to keep the spirits up for those veterans and their families. Even we shed a tear, and try not to lose hope in the system as we battle the bureaucracy in this battle. We now fight the battle for our rights, for the war we once fought so others could have freedom!

This year we expect to have more than 200 in attendance (including many awardees) participate in the programs. We would be very pleased if you would send an item to help with the program. The event will take place at _________________ from 5:00 pm – 9:30 pm and if you could attend as well, it would involve meeting the awardees. The reception and dinner will begin at 7:00 pm and you are certainly welcome to join us for dinner as well.

Warmest regards,

Name

Of course you would fill in the name, times and location-but this is a basic letter

+++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

Vietnam Veteran of America

Gold Star Wives of America

The Chapel of Four Chaplains

American Legion

City of Peoria, Illinois

Admiral ER Zumwalt, Jr

Douglas McArthur, NVDA

General Norman Schwarzkopf

Stars & Stripes Newspaper

Jewish War Veterans

Missouri Veterans Commission

Alabama

Maine

Nebraska

New Jersey

Texas

Utah

Gary Chenett

Paul Kasper

Vicki Katz

Billee Culin

Bill Baty, Sr

John Schniedermier

Nancy Rekowski

Diane Rey

Dear Concerned American; (if special lists key the title to it-dear or Fellow Vietnam Veteran for example)

Please allow us the courtesy and time to introduce you to the Order of the Silver Rose. If you have not heard of it before you should be aware that we are the only organization that provides an award to those that are affected by the many illnesses caused by the side affects of Agent Orange - as its main ingredient was dioxin. This may be contrary to what you have heard, that anyone who served in the military has their health benefits taken care of for life. In fact most veterans that served their country with honor spend many years battling the government system tying to get the very benefits they deserve. Historically this has gone on since our own civil war.

The Order of the Silver Rose is an Award we provide to any individual that served in our armed forces and becomes ill from any of the accepted illnesses like cancers and other diseases caused by their exposure to Agent Orange, mainly while serving in Vietnam. You can see a very small version of the certificate and medal in our letterhead.

Our mission is to first make all veterans and their families aware that by just serving in Vietnam they were exposed to this severe health hazard; they did not have to be sprayed directly. In many cases the health problems may not show up for many years and the veterans may not even relate it to their service in Vietnam. More than 500,000 of our own servicemen and women have been wounded or killed by Agent Orange Dioxins and other chemicals since the end of the Vietnam War. Agent Orange, a chemical defoliant is, and was, a weapon of war deployed by American Forces against the enemy. Over 22½ million gallons were sprayed during the war and that does not take into consideration what amounts sprayed by hand, helicopter or by the South Vietnamese. Yes, there was a lawsuit against the Dow chemical company, but their attorneys appealed it and it was overturned so nothing was paid; and had they paid only a select number of clients would receive a small compensation - not all veterans.

We at the Order of the Silver Rose provide (upon completion of a simple application and verification process) provide the veteran or their surviving family a

beautiful medal, certificate, and a ceremony (if requested and possible) free of charge to honor these heroes at a time when they are ill, dying or deceased. I can tell you from experience, many times there is not a dry eye in the place. If provided enough time and notice, a color guard from a local Veterans group or High School ROTC unit may also participate adding even more dignity to the event. These veterans deserve far more for their service to our country. Some went willing some did not, but they did serve honorably and deserve the utmost respect in this hour of need. Most of our country has been overlooking them for years, now is the time to come forward and recognize them. But we need your help; your donation can make a difference.

Our directors in every state have been doing what they can to make ends meet and we have been "getting by" but we need more funds to continue to assist and honor these veterans. Each of these "Award Packages" cost us approximately $60.00 per veteran. How do we tell any the ailing Veterans or their family we do not have the funds to provide the recognition or a medal for their service to their country and acknowledge their cancer and possible death is from their own government?

Another of our programs is health awareness for all veterans that served in the Vietnam era and the Gulf wars. We provide brochures, posters, media ads, radio shows and health information with a message telling them that a simple yearly physical with a CAT scan or MRI can save their life. One of our own director’s tumors went undetected until a cat scan was done and early treatment was begun. These Veterans are in an extremely high-risk category so our health awareness programs can save many lives, or at least lengthen them by early treatment. Sadly the majority of the veterans in these high-risk categories are not even aware of their dioxin exposure.

We are very proud to have presented over 2,700 gratis awards in just 5 short years to these heroes, all at no charge to them! We have also counseled and assisted many thousands of veterans and their families on how to obtain their benefits. In many cases helped them regain benefits taken away due to errors at the Veterans Administration.

Just like everything else in this world…it all takes money – the producing of the Silver Rose Award, the packaging and mailing, the communications, tax reporting, and dozens of other things – all require someone to ‘pay the bills’. That’s where you come in, if you believe that honoring the victims of Agent Orange is a worthwhile endeavor, help support the cause and make a donation. Anything will help us sustain the mission. Without your help we cannot continue!

We humbly request that you use the enclosed envelope to send a financial contribution today and join us in providing tribute to those that served their country and are now ill or even dying.

SIGNED ON BEHALF OF THE ORDER OF THE SILVER ROSE by:

EXECUTIVE IN CHARGE OF ORGANIZATION:

Gary J. Chenett, National Director

9157 Ann Maria, Grand Blanc, MI 48439

Tel.: (810) 714-2748

Information Brochure included

We also have some items you may purchase to show you support that will look great in your home or office

No matter how experienced you are in running special events, each different type is unique. It takes time and money to learn how to do it well. Be sure our organization can repeat the successes.

Keep good records

Who gave how much?

What were the sources of free goods and services?

Who displayed volunteer talents (or problems)?

Who should you ask again?

How much time did it really take?

What were the hidden costs?

What were the problems to avoid?

Train new leaders and retrain old ones

Select an understudy a year in advance.

Allow people to retire before they burn Out.

Keep retirees as advisors.

Build on a winner

Don’t constantly look for new ideas... improve the best of the past.

Research ideas that are new to you carefully.

Don’t guess about how it works, ask others who have done it before.

Share your information with ‘competitors’. Everyone wins.

 

© 1988 Ken Wyman

If your score is...

This is the First Newsletter for the Silver Rose

August 1, 2003

MISSION STATEMENT

We believe that the Purple Heart, our most venerable military decoration, should be awarded to ALL Vietnam veterans wounded or killed in action against an enemy of the United States; although at this time we focus our attention specifically on the Vietnam War and the defoliant Agent Orange which was deployed there.

We are aware that many other injustices have been perpetrated on Vietnam veterans, but at this time, the matter of Agent Orange is the only injustice for which we have court decisions and federal legislation to back our claims. Therefore, we choose to fight one dragon at a time, in hopes that our example may eventually light the way for those who will one day take up the remaining gauntlets of injustice. Purple Hearts should be dispensed thoughtfully and evenhandedly. A Vietnam Veteran who is wounded or killed in action is entitled to the Purple Heart, regardless of the source of the wounds.

There can be no doubt that Vietnam veterans exposed to this deadly defoliant and identified under the Agent Orange Act of 1991 deserve Purple Hearts. Executive Orders, Public Law, and Military Regulations specify it in black letter law. Only Presidential Policy stands between the service personnel and their medals. The President is the only person who can change Executive Policy, but he can, indeed, do so, with a single stroke of a pen. The President of the United States, at this time, is in violation of Executive Orders of the Public Law, and even the Military Regulations to which he is subject as Commander in Chief. Purple Heart Law, specifically U.S. Naval Regulations, contains no discretionary clause by which personnel can be excluded. It MUST be awarded to a veteran who has been wounded or killed in a war zone. Those service personnel whose lethal exposure to Agent Orange resulted in internal, invisible wounds, which are revealed only by the passage of time, are nonetheless eligible to receive Purple Hearts. Unfortunately, at this time, Agent Orange exposure is NOT considered an eligible wound, because that is the President’s present political policy. Unlike the other military decorations, the President of the United States alone is responsible for its dispersal and standards. Although President Kennedy, in Executive Order #1016, authorized the Secretaries of each of the Armed Forces to bestow it on his behalf, the standards for awarding Purple Hearts remain in the hands of the occupant of the White House, unless they are uniformly altered across all branches of the Armed Services, as approved by the Secretary of Defense. Regulations at this date are NOT uniform.

Any existing regulations that require that the Enemy inflict an injury are in direct conflict with both the letter and the spirit of Executive Orders concerning "friendly fire". Any regulations that require that a wound be treated and recorded at that time have lost touch with the realities of modern chemical warfare. Americans who were exposed to mustard gas in World War I received Purple Hearts. Ask any wounded survivor or Hiroshima or Nagasaki today (many of whom are American Service personnel), and they will tell you that a bomb, a weapon so insidious that its results could be impossible to detect at the time, wounded them.

It is for these reasons that we have created The Order of the Silver Rose. We will never stop praying that the doors to the Purple Heart will someday swing open wide enough to admit all service personnel who have earned it. Until that day comes, we cannot allow our particular demon to continue to run unchallenged in America. We battle the Dragon of Prejudice armed only with a Silver Rose, desiring to win simple honor and respect for these heroic personnel who have already earned it. That honor and respect is embodied in The Military Order of the Purple Heart. However, if the Armed Services refuse to recognize and reward these American heroes, then we will do it. As our pleas to the White House go unanswered by the President, we solicit a Joint Resolution of Congress to bring pressure upon the Commander in Chief to right this thirty-year-old wrong. We do it proudly, because we are the children of American Heroes.

Served in a combat zone or in an area where Agent Orange was deployed as determined through Pentagon records by the Veterans Administration Ratings Ruling,

 

Qualified for benefits under the 1991 Agent Orange Act as stated in that same Ruling.

 

Fill out a Silver Rose application in its entirety.

 

Forward a copy of the perspective Honorees DD214.

 

Forward a complete copy of Honorees medical records.

 

Forward the 3 above items to the Silver Rose selection committee found at the address on the Silver Rose application.

 

The Selection Committee shall be guided as much by the letter and spirit of the Law as by the compassion and gratitude of an entire nation. Where there is doubt or uncertainty as to the events leading to the wound for which the nominee has been cited the benefit of all doubt shall be awarded to the nominee. The Committee shall be predisposed to believe that these servicemen deserve Purple Hearts, because the Committee shall be predisposed to believe that America needs to recognize the heroes it has, to date, cheated. Once eligibility for the Purple Heart has been established to the satisfaction of the Silver Rose Committee, the nominee shall qualify for The Order of the Silver Rose.

The day will come when we will need our Armed Forces again. Recruitment efforts can only be expected to decline as our young people see the treatment handed out to veterans. It took 25 years to get our Agent Orange Act. How long will it take to get similar care and Benefits for combat veterans of Desert Storm who are at this time displaying signs of Gulf War Syndrome? The treatment of Agent Orange veterans stands between them, as a precedent, and their rightful benefits. Fair and honorable treatment of our Vietnam veterans is an investment in the future of our country.

"To recognize any member of an Armed Force or any civilian national of the United States who, while serving under competent authority in any capacity with one of the U.S. Armed Services after 5 April 1917, has been wounded, or killed, or who has died or may hereafter die after being wounded: (1) In any action against an enemy of the United States; (2) In any action with an opposing armed force of a foreign country in which the Armed Forces of the United States are to have been engaged; (3) While serving with friendly foreign forces engaged in an armed conflict against an opposing armed force in which the United States is not a belligerent party; (4) As a result of an act of any such enemy of opposing armed forces; or (5) As the result of an act of any hostile force; (6) After 28 March 1973, as a result of an international terrorist attack against the United States or a foreign nation friendly to the United States, recognized as such an attack by the Army, or jointly by the separate armed services concerned if persons from more than one service are wounded in attack; or (7) After 28 March 1973, as a result of military operations while serving outside the territory of the United States as part of a peacekeeping force. A Purple Heart is authorized for the first wounded suffered under conditions indicated above, but for each subsequent award an Oak Leaf Cluster shall be awarded to be worn on the medal or ribbon. The decoration consists of a gold colored bust of George Washington set in a Purple Heart, surrounded by a gold heart, attached to a purple and white ribbon by a figure of Washington’s coat of arms. Originally established by General George Washington in 1782 as the Badge of Military Merit. This was discontinued but reestablished in 1932 as the Purple Heart for Army personnel by a War Department order, and in 1943 for Navy and Marine Corps personnel by a Navy Department order."

"This Award, the modern form of the original Purple Heart established by General George Washington in 1782, is conferred on any person wounded in action while serving with the armed forces of the United States. It is also awarded posthumously to the next of kin of personnel killed or having died of wounds received in action after April 5, 1917.

"The Purple Heart is awarded for combat action only. Prior to the adoption of the Legion of Merit and Bronze Star Medal, the Army for meritorious service gave it. The decoration was authorized for the Army by a War Department order of February 22, 1932, and for Navy and Marine Corps personnel by a Navy Department order of January 21, 1943, superseded by an executive order of November 12, 1952.

"The heart-shaped medal, one of the best known and also one of the most beautiful of our decorations, was designed by Elizabeth Will and modeled by John R. Sinnock. The inner heart on the obverse is of purple plastic (originally enamel), and the sculptured outer heart of gold-colored metal. On the Purple Heart General Washington is shown in profile, facing left, in a relief also of gold-colored metal. Above this heart is Washington’s coat of arms, an enamel shield of white with two horizontal bands of red, and above them three red stars with sprays of green leaves on either side of the shield.

"The reverse of the medal is entirely of gold-colored metal, including the shield and leaves. Within the sculptured outer heart and below the shield is the inscription, set in three lines, ‘For Military Merit’ with a space below for the recipient’s name. The ribbon is deep purple with narrow white edges.

"Second and subsequent awards of the Purple Heart are denoted by a gold star for Navy and Marine Corps personnel and by an oak-leaf cluster for Army and Air Force personnel."

We are a Tax Exempt 501.3c Non-Profit Group

You can certainly email or write to us at

National Director

Email fuzzyfrog@intouchmi.com

Also located on our Website are the directors by state and phone numbers, address’s and email address for each of our volunteer directors. We are trying to keep this to a minimum so we will not post all the names in this edition. From this issue forward we will be happy to post any names that make a $100 dollar or greater donation using the enclosed envelop. If you request a receipt you will also receive one. As we continue the program we are looking at cost cutting areas and ask that if you do not need a receipt or if your check can serve as one-please save us the postage and mailing costs. We want the funds to go directly to the Veterans and families. Please read this over and if you have any suggestions that can help spread the word and help in any way-please contact Gary or your state directors.

I want to thank Sarge Lictum for providing us with a song for the Silver Rose and Agent orange victims- this is now ours and he did it free of charge. THANK YOU SIR- Please go to his site and look over his other music and if you wish let him know we sent you. This is the least we can do for his efforts.

First news letter compiled by Paul Kasper, Gary Chenett and all the directors of the Silver Rose-but mostly for the victims. Future issues will also contain the names of the receiptants.

Executive Order 12464 of February 23, 1984

Award of the Purple Heart

"By the authority vested in me as President and as Commander in Chief of the armed forces by the Constitution and laws of the United States of America, Executive Order No. 11016 of April 25, 1962, as amended, is further amended as follows:

"Section 1, Paragraph 1 is amended as follows:

"(a) In clause (d) delete ‘or’ at the end thereof.

"(b) In clause (e), delete the period and substitute therefore a semicolon.

"© At the end of such paragraph, add the following new clauses:

" ‘(f) After March 28, 1973, as a result of an international terrorist attack against the United States or a foreign nation friendly to the United States, recognized as such an attack for the purposes of this Order by the Secretary of the department concerned, or jointly by the Secretaries of the departments concerned if persons from more than one department are wounded in the attack, or

" ‘(g) After March 28, 1973, as a result of military operations, while serving outside the territory of the United States as part of a peacekeeping force.’

"Sec. 2, Paragraph 2 is amended to read as follows:

" ‘The Secretary of a military department or the Secretary of transportation, shall, in the name of the President of the United States, award the Purple Heart, with suitable ribbons and appurtenances, posthumously, to any person covered by, and under the circumstances described in, --

Paragraphs 1 (a)-(e) who, after April 5, 1917; or

 

Paragraphs 1 (f)-(g) who, after March 28, 1973,

 

Has been, or may hereafter be, killed, or who has died or may hereafter die after being wounded.’"

RONALD REAGAN

THE WHITE HOUSE,

February 23, 1984.

2005 We are estimating we will easily do 800 to 900 more this year

----------------------------------------------------------------------FOLD HERE---------------------------------------------------------------------------

Name: __________________________________________________________________________

(first, middle name or initial and last name - as you want it written on the award)

Rank (I.E. Specialist E-4, etc) as you want it on the award: ________________________________

Address: ________________________________________________________________________

City, State and Zip Code: ___________________________________________________________

Email Address: ___________________________________________________________________

Evening phone number: (______) ____________________________________________________

Day Number if Available: (_______) _________________________________________________

Branch of Service: ________________________________________________________________

If the person is deceased please complete the following section:

Your Name: _____________________________________________________________________

Relationship to deceased: ___________________________________________________________

Your Address: ___________________________________________________________________

City, State and Zip Code: ___________________________________________________________

Phone Number: (_______) __________________________________________________________

The former chair of the Presidential Advisory Committee on the Gulf War Veterans' Illness that reported in 1996 that there was no link between toxic exposure and the veterans' illness told the Times that the earlier findings were based on the evidence at the time. Joyce Lashof, M.D., former chair of the presidential committee and professor emerita and former dean of the School of Public Health at the University of California at Berkeley, said, "We certainly weren't sure that our report was the definitive answer."

The Committee is expected to recommend $60 million in new federal funds for research into treatments that it says are "urgently needed."

When the committee was formed by the Department of Veterans Affairs in 2002, U.S. Representative Bernie Sanders (I-VT) hailed the announcement. Mr. Sanders has been an outspoken critic of the Pentagon's handling of Gulf War illnesses that afflict tens of thousands of Persian Gulf War veterans. Sanders noted that, "This new VA panel marks a departure from earlier Department of Defense panels because it includes other critics in the veterans and medical research communities of the DoD's inadequate efforts to develop a treatment and a cure for Gulf War illness."

At the time of its creation, Mr. Sanders said the" It, gives some hope that the federal government is beginning to seriously investigate the cause and a possible cure for Gulf War illness. For too long the DoD has refused to listen to those of us in Congress, and those in the veterans community and the medical research community who have demanded an aggressive campaign to solve this crisis. Tens of thousands of men and women who served in the Persian Gulf War have a very real physical illness. It's high time that someone in the government took them seriously."

The VA had previously acknowledged that the disease amyotrophic lateral sclerosis (ALS), commonly referred to as Lou Gehrig's disease, is linked to service in the Gulf War. This means that veterans suffering from that illness are entitled to compensation. It was also the first identified disease to be officially linked to the Gulf War.

When it was formed in 2002, Mr. Sanders said the formation of the committee should lead to more progress in the fight against Gulf War illness. "By including a wide range of viewpoints on the advisory committee, the VA has increased the opportunities to research new and promising course of treatment. The old, narrow-minded approach has produced virtually no results in a decade. Now, hopefully, we can get on with the business of helping the men and women who served this country and are suffering as a result."

UT Southwestern researchers reported that damage to the parasympathetic nervous system might account for nearly half of the typical symptoms - including gallbladder disease, unrefreshing sleep, depression, joint pain, chronic diarrhea and sexual dysfunction - that afflict those with Gulf War syndrome. Their findings are published in the October 2004 issue of the American Journal of Medicine.

"The high rate of gallbladder disease in these men, reported in a previous study, is particularly disturbing because typically women over 40 get this. It's singularly rare in young men," said Dr. Robert Haley, chief of epidemiology at UT Southwestern and lead author of the new study.

The parasympathetic system regulates primitive, automatic bodily functions such as digestion and sleep, while the sympathetic nervous system controls the "fight or flight" instinct.

"They're sort of the mirror image of each other - the yin and the yang of the nervous system - that control functions we are not usually aware of. This is another part of the explanation as to why Gulf War syndrome is so elusive and mysterious," said Haley.

Previously, isolating pure parasympathetic brain function was difficult. In the new study Haley and his colleagues used a technique that monitors changes in approximately 100,000 heartbeats over 24 hours and measures changes in high-frequency heart rate variability - a function solely regulated by the parasympathetic nervous system.

After plotting the subtle changes in heart function using a mathematical technique called spectral analysis, researchers found that parasympathetic brain function, which usually peaks during sleep, barely changed in veterans with Gulf War syndrome even though they appeared to be sleeping. In a group of well veterans tested for comparison, the brain functions increased normally.

"The parasympathetic nervous system takes care of restorative functions of the body. During sleep it's orchestrating that process, which is why we feel refreshed when we wake up," Haley said. "Its failure to increase at night in ill Gulf War veterans may explain their unrefreshing sleep."

The tests were conducted on 40 members of a Naval Reserve construction battalion, also known as Seabees. Both ill and healthy veterans from the same battalion were tested for comparison.

In addition, pure sympathetic nervous system functions were tested. In these tests, there were no appreciable differences between the two groups of veterans.

Haley first described Gulf War syndrome in a series of papers published in January 1997 in the Journal of the American Medical Association (JAMA). In previous studies, Haley and his colleagues presented evidence attributing the veterans' illness to low-level exposure to sarin gas - a potent nerve toxin -, which drifted over thousands of soldiers when U.S. forces detonated Iraqi chemical stores during and after the Gulf War. A recent report from the Government Accountability Office confirmed that exposure to low-level sarin in the 1991 Gulf War was more frequent and widespread than previously acknowledged.

Subsequent research from Haley's group showed that veterans suffering from Gulf War syndrome also were born with lower levels of a protective blood enzyme called paraoxonase, which usually fights off the toxins found in sarin. Veterans who were in the same area and did not get sick had higher levels of this enzyme.

Haley and his colleagues have closely followed the same group of test subjects since 1995. A new grant from the U.S. Department of Defense will allow Haley's team to undertake a study in a much larger sample of Gulf War veterans.