FUNDRAISING MANAGEMENT CONSULTANTS Introduction to Major Gift Fundraising

貝克立基金籌募及管理顧問公司 FUNDRAISING & MANAGEMENT CONSULTANTS

Introduction to Major Gift Fundraising 大額捐款 台北講座與 作坊 Training Workshop for Taiwan NPOs Julian Marland, Managing Director, Brakeley Asia Ltd. 馬 居廉 － 總監 貝克立基金籌募及管理顧問公司 邱 瑩玲 － 顧問 貝克立基金籌募及管理顧問公司 2012年 3月7日，8日 台北 洪建全基金會 敏隆講堂 FUNDRAISING & MANAGEMENT CONSULTANTS

Brakeley • • • 貝克立 － 簡介 1919年在美國東，西岸成立的公司。 原名 Brakeley Briscoe Inc 廣泛世界的顧問網絡主要提供大額捐款的顧問服務 遍佈於美國，英國，德國，北歐和亞太區的30名顧問 顧問來自 15個國籍，精通 20種語言 客戶遍佈20個國家 • US company founded in 1919 – Brakeley Briscoe Inc based on East and West Coast • Network of consultancies delivering advice on major gift fundraising • 30 consultants and staff based in US, UK, German, Nordic and Asia Pacific offices • 15 nationalities, 20 working languages • Current clients in 20 countries FUNDRAISING & MANAGEMENT CONSULTANTS

Julian Marland 馬居廉 先生 － 簡介 • Managing Director, Brakeley Asia since February 2007, living in Hong Kong since Aug 08 • With Brakeley since September 2003; clients include: Moscow School of Management, Skolkovo; NTU, Singapore; Western Academy Beijing; Salzburg Festival; National Library of Scotland; Green College, Oxford; Hong Kong Academy; Gothenburg SO; Nationale Reisopera (NL); VSO, London; WWF Singapore; UNAIDS China; British School, Delhi • Development Director, South Bank Centre, 1999 -2003 • Major Gifts Officer, British Museum, 1994 -99 • MBA, London Business School, 1991 -93 • Relationship Manager, Chase Manhattan Bank, London, 1984 -91 FUNDRAISING & MANAGEMENT CONSULTANTS

FUNDRAISING PRINCIPLES 募款的基本原則 • PEOPLE GIVE TO PEOPLE 捐贈是基於人與人的關係 · IMPORTANCE OF LEADERSHIP 領導的重要性 · THE FIRST GIFTS SET THE EXAMPLE 第一個捐贈的關鍵性 · PLANNING AND PATIENCE 策劃與耐心 FUNDRAISING & MANAGEMENT CONSULTANTS

How Do We Define Major Gifts? 大額捐款的定義 • Gifts that are big enough to make it worthwhile having an individual solicitation strategy 任何需要一間機構大到足以用量身訂做的方式或計劃向捐助者 懇求善款 • Can be from individuals, corporations or foundations 可由個人，企業或財團法人／基金會捐贈 大額捐助是基於與捐助者建立長遠的關係為主，通常需發 展數年的時間。大額捐助的成本效益通常比舉行籌募活動高。 FUNDRAISING & MANAGEMENT CONSULTANTS

Leadership Triangle 募款領導金三角 Chief Executive Chairman 總裁/總經理 執行長/秘書長 董/理事長 項目發起/ 支持者 Fundraising Director 募款總監/主任 FUNDRAISING & MANAGEMENT CONSULTANTS

The Fundraising Pyramid 募款金字塔 Leadership Gifts 最大額捐增 Major Gifts & Sponsorships 大額捐款和贊助 Corporations Foundations Individuals 企業 財團法人／基金會 個人 Premium Annual Giving 高額的定期每年捐款 Annual Giving 定期每年捐款 FUNDRAISING & MANAGEMENT CONSULTANTS

Typical Campaign Gift Pyramid 典型的募款活動捐贈金字塔 Typical Campaign 20% 30% 20% Top Gift 最大捐贈 Next Top 9 Gifts Next Top 90 Gifts All Other Gifts 其次九個大捐贈 再來的90個大捐贈 其餘的捐贈 FUNDRAISING & MANAGEMENT CONSULTANTS

The Campaign ‘Rocket’ Trajectory 募款活動 - ’火箭’飛行航道 NTD$ Goal 目標 Time 時間 FUNDRAISING & MANAGEMENT CONSULTANTS

THE FUNDRAISING CYCLE 募款的基本週期 PROSPECTIVE DONORS潛 在的捐贈者 7. INVOLVE 參與 1. IDENTIFY 辨認 6. NEGOTIATE / CLOSE 交涉／達成協議 5. ASK Needs 需求 2. RESEARCH / EVALUATE 研究／評估 3. PLAN CULTIVATION 詢問／請求 策劃耕耘計劃 4. CULTIVATE 耕耘 FUNDRAISING & MANAGEMENT CONSULTANTS

KEY INDICATORS OF READINESS FOR FUNDRAISING 募款可行性的關鍵指標 1. 擁有基於實際項目，財政資金需求和具說服力，激勵人心 的 “捐募名義” A convincing and motivating Case for Support, allied to realistic projects and plausible financial needs 2. 具有捐贈支持的來源 Access to Sources of Support 3. 具有忠誠與致力的志 領袖和計畫倡導者 Committed volunteer Leaders and project advocates 4. 內部組織準備充分來開展跨年募捐項目 Internal Readiness of the organisation to carry out a fundraising campaign FUNDRAISING & MANAGEMENT CONSULTANTS

Step 1. Identify – Who are your potential major donors? 清楚辨認貴機構的潛在大額捐助者 • • 已是貴機構的有錢捐款人 貴區域內的企業 已認識的贊助型財團法人/基金會 已/未認識想要認識的人 董事會成員及他們的友人 同事, 會員或義 如是學校 － 家長和校友 • • Wealthy people among your existing donors Companies active in your area Foundations with a connection People you know or can get to know Your Board and their contacts Your staff，members or volunteers Your parents， alumni FUNDRAISING & MANAGEMENT CONSULTANTS

Step 2. Research and Evaluate – Who has money and what do we know about them? 研究和評估 － 對您的潛在捐助者的認識是否足�？ • 越是瞭解您潛在捐助者多方面的資訊，達到成功的機率就會越高 • 首先專注於您最瞭解和可能性最高的捐助者 （如最熟悉，最富有，對 貴機構的 作最支持和投入的） • 在能游說的潛在大額捐助者的人數上切求實際 • The more you know about some-one, the greater your chance of success • Concentrate on you best prospects first; – Best connection，most money, highest passion for what you want to do • Be realistic about how many major donor prospects you can pursue FUNDRAISING & MANAGEMENT CONSULTANTS

Step 3. Plan Cultivation – What are you going to do with them? 耕耘計劃的策劃 • • 策劃是成敗的關鍵 詳細寫下應如何去聯絡所有認定是潛在大額捐助者的步驟： – 應邀請哪位董事／資深職員的參與； – 應邀捐助者參與哪些活動； – 從調�中瞭解，捐助者應該會對哪方面的機構服務/ 作範圍有興趣，等等。 • 計劃應保持靈活以迎合隨時可變化的培育過程 • Planning is the key to success in fundraising • For all prospects identified as major donors, write down what steps you are going to take to get close to them – which Board members/senior staff will be involved – which events you will invite them to – what area you think they will be interested in, based on your research • BUT… be flexible, the plan will change as you proceed through cultivation FUNDRAISING & MANAGEMENT CONSULTANTS

Step 5. Ask – no ask, no gift! 詢問/請求 – “你不問的話，耕耘捐贈的可能性就大大降低！” • 確定是適當的“請求者”，最好是兩人組合 • 最好是去捐助者的“地盤”如辦公室或住宅探訪商議 • 要提出一個具體的捐助金額 • 確定潛在捐助者是已經過“耕耘”過程，可接受捐助方面的請求 • Make sure asker is appropriate, ideally team of two • Do it at their office • Ask for an amount • Be sure that you have done sufficient cultivation so that the donor is ready to be asked FUNDRAISING & MANAGEMENT CONSULTANTS

Step 6. Negotiate and Close - often the most important step 交涉/達成協議 － 通常最重要的步驟 • 大額捐款通常需要經過多次會面才能達成協議 － 如能在一次會面中完成，那 很可能是因為貴機構所要求的捐額在捐助者的觀點來說是不�顯著的 • 在協商會面後要僅快再次和捐助者跟進 • 要利用多方面和多渠道的方法推動和捐助者的協商 • 永遠保持協商進度的動力 • Big gifts are rarely agreed in a single meeting – if they are, you have asked too little! • Rapid follow-up after ask meeting • Use other channels, other connections to donor to move negotiations along • Remain active FUNDRAISING & MANAGEMENT CONSULTANTS

Step 7. Involve – your best future prospects are existing donors 參與 － 貴機構最有潛能的捐助者是現有的捐款者 Often called donor stewardship • 通常稱為“捐贈管理” • 切記履行所有耕耘時和捐贈協議時的應允 • 切記邀請捐款者參加出席適當的機構活動 • 切記不時和捐款者溝通機構的新聞，特別是有關他們所捐助項目的進度 • 為各位捐款者“量身打造”一個適宜的關係服務計劃 • 須由一位有經驗的募款/公關職員來管理 • Fulfill everything you promised during cultivation and negotiation of gift • Ensure donors are invited to appropriate events • Keep them informed of progress, particularly on what they have funded • Tailor your stewardship programme to the individual • Make this is some-one’s job FUNDRAISING & MANAGEMENT CONSULTANTS

How to make volunteers more effective? 如何提高募款志 的效率 • 建立一個“行動文化” Create an action culture • 妥善運用志 的專長 Use their expertise • 不時給予建設性的意見和讚揚 Give feedback and praise • 評估志 的進度 Evaluate their progress • 善用有美國募款經驗的志 來激勵其他募款義 Use people with experience of American fundraising to stimulate their peers FUNDRAISING & MANAGEMENT CONSULTANTS

Getting Started – The Case for Support 募捐名義 • 所有的籌募都需要一個“募捐名義” － 包含著對潛在捐助者解說貴機構需 要捐助的原由 • 應包含著貴機構的使命，成就，願景和其所需的資助金額 • 例如在教育界，這“名義”通常會提到教育幫助改變個人和社會的影響力， 提及學校的設施，學院/部門，和師生的質素提升是多麼需要資助的。 這 一切的資助需求能整體構成一個大型跨年籌募項目的“募捐名義” • • • All fundraising efforts need a Case for Support, a summary of what is said to potential donors Should express your mission, your achievements, your vision and how much money is needed to deliver the vision For education, Case is about the power of a good education to transform individuals and societies In broad terms the needs are for Facilities, Faculty and Students Can be grouped together into a campaign FUNDRAISING & MANAGEMENT CONSULTANTS

Governance Structures 機構的治理架構 • 擁有高效率的董/理事會是募款的第一重要因素 • 如果機構從未募款過，那很可能是從未有好的治理架構 • 美國的募款文化的座右銘倡導”如無法以身作則捐助或協助籌款 的話就應讓能者來做或參與” • 英國和其他國家則建議設立一個募款發展部門或募款董事/委員 會來勝任如此重任 • Having effective Board leadership in giving and asking is the single biggest factor in fundraising success • If an institution has not fundraised before, it is unlikely to have the right governance structure • US tradition is ‘Give, Get, or Get Off!’ • In UK and elsewhere we recommend establishing a Development/Campaign Board/Committee FUNDRAISING & MANAGEMENT CONSULTANTS

Starting a Development Office 開�募款發展部的方法 • • 募款 作不是一夜形成的！ 部門所需的基本功能 需至少 3－4位專門職員 志 也很重要但需要職員的支援 Fundraising doesn’t just happen! Basic functions Needs at least 3 -4 staff Volunteers vital but need staff support Front office 前線 作 Back office 後援 作 Board/Head support 董事會/機構領導的支援 Donor stewardship 捐贈人的管理 Major gifts 大額捐贈 Gift processing 捐贈的處理 Alumni relations 捐助者的公關服務 Prospect Research 捐助者資訊的搜� Events 募款活動的計劃和執行 Database 捐助資料庫的管理 Corporates & trusts 企業和贊助型財團法人/基金 會 Annual Giving 定期每年捐助 FUNDRAISING & MANAGEMENT CONSULTANTS

Campaign Planning & Feasibility Studies 募款活動的策劃和可行性的研究 • 大額募款活動通常需要對有錢的捐款者進行多年的努力，以 資助不同的需求 • • • 是為重要的募款項目揭開序幕的最佳方法 可促使機構募款文化的改變，帶進新的領導方式 可參與專長顧問來以第三者的身份與潛在捐助群交涉以測試“目標市場” 和參與機構領導層於籌款 作的一個良好的時機 • Major Gift Campaigns are multiyear efforts to raise substantial sums from wealthy donors, often for a variety of needs Often the best way to ‘kick start’ a serious fundraising effort Helps change the culture, and brings in new leadership Feasibility Studies using external consultants are usually a good idea both to test the market and start engaging leadership • • • FUNDRAISING & MANAGEMENT CONSULTANTS

Annual Giving • • • 定期每年捐助 包括任何資助其它機構運作的募款 作 通常是包括很多大數量的小額捐款 找出新的捐助者通常很費時，費力和費資源, 所以好好保留現有的捐贈者應 為重要 作 越早開始越好, 因為大額捐助者通常會是在定期每年捐助者群中發掘出來的 成長率的趨勢是逐漸的 通常也包括遺�捐贈，但有時候遺�捐贈也是在大額捐款的領域 Includes all efforts to raise voluntary money for additional operational needs General a large number of smaller gifts Can be quite costly to acquire new donors so much effort should be put into donor retention Important to get started with this, as major donors often emerge from annual givers Will grow gradually Legacies should be viewed as part of this process, though sometimes to be treated as major donors FUNDRAISING & MANAGEMENT CONSULTANTS

BUT NO ASK = NO GIFT! 但是不問的話＝沒有捐款的可能性！ • 通常捐款者不捐款最普遍的理由是因為沒有人問 他們是否想/肯捐！ • The main reason people don’t give is because they’re not asked! FUNDRAISING & MANAGEMENT CONSULTANTS

THE FUNDRAISING CYCLE 募款的基本週期 PROSPECTIVE DONORS潛 在的捐款者 7. INVOLVE 參與 1. IDENTIFY 辨認 6. NEGOTIATE / CLOSE 交涉／達成協議 5. ASK 詢 問／請求 Needs 需求 2. RESEARCH / EVALUATE 研究／評估 3. PLAN CULTIVATION 4. CULTIVATE 耕耘 策劃耕耘計劃 FUNDRAISING & MANAGEMENT CONSULTANTS

REAL PROBLEMS HOLDING PEOPLE BACK - LARGELY PSYCHOLOGICAL 通常募款 作者在募款上最大的障礙是心理上的 • 被拒�的恐懼 fear of personal rejection • 專業失敗的恐懼 fear of professional failure • 害怕打破文化禁忌 fear of breaking cultural taboos • 害怕暴露你的無知 fear of exposing your ignorance FUNDRAISING & MANAGEMENT CONSULTANTS

WHENEVER A PERSONAL APPROACH IS DESIRABLE OR NECESSARY 有必要/需要以個人化的方式來進行募款 作的時候. . . • 大額捐款 － 個人，企業，財團法人/基金會 • For Major Gifts: – Individual, Corporate, Foundation 或是/or • 中型捐款 － 個人/校友/“XX機構之友”/成員 • For Mid-level Gifts: – Individual/Alumni/Friends/Members • 多次會面的策略 In a Multi-Meeting Strategies • 一次的會面 或是/or In One-off meetings FUNDRAISING & MANAGEMENT CONSULTANTS

ASKING FOR THE GIFT IS PART OF A LARGER FUNDRAISING PROCESS 捐贈的請求是整個募款過程的一部分 這個過程有三個層次 There are 3 levels in this process 1. 七個步驟 The Seven Steps Model 2. 與潛在捐助者的會面 The Prospect meeting 3. 捐贈的請求 Asking for the Gift FUNDRAISING & MANAGEMENT CONSULTANTS

ASKING: THE AGENDA OF THE PROSPECT MEETING 捐贈的請求：與潛在捐助者的會面議程 1. 適當的問候潛在捐助者 Greet the Prospect 2. 簡單介紹您的機構和您在機構的角色/職位 Introduce your organisation and explain your role inside it 3. 說明會面的原由 Explain the context of this meeting 4. 提出捐贈的要求或是達成進入下一階段協商的共識 Ask for the Gift or Ask for agreement to go to the next stage 5. 在選擇協商的過程上達成共識 Agree any process of negotiation 6. 融入任何特別的要求和邀請 Add any special requests and invitations 7. 重複潛在捐助者所同意的捐贈額/項目 Repeat what the prospect has agreed 8. 正式和莊重的向潛在捐助者道別 Say farewell FUNDRAISING & MANAGEMENT CONSULTANTS

The Pro. Ma. CClose Model « 試探 - 迎合 - 確認 - 結束» 的協商方式 1. 試探潛在捐助者的需求 You Probe the Needs of the Prospect 1. 以貴機構可提供到任何能滿足捐助者的最終目標（“利益”）來迎合潛在他 的的需求 You Match the Prospect’s Needs to the Benefits your institution has to offer 2. 確認貴機構可提供的“利益”符合潛在捐助者的需求 You Confirm that the Needs of the Prospect have been matched by these Benefits 1. 以捐贈的要求或達成同意進入下一個協商階段來結束此會面 You Close by Asking for a Gift OR ELSE Asking for agreement to go to the next stage: FUNDRAISING & MANAGEMENT CONSULTANTS

Probe the Prospect’s Needs 試探潛在捐助者的需求 • 動機？ Motivation? • 興趣？ Interests? • 志向？ Ambitions? • 對貴機構的體驗？Experience of your institution? • 喜好？ Likes? • 厭惡？ Dislikes? FUNDRAISING & MANAGEMENT CONSULTANTS

WAYS OF PROBING 試探的方法 一些試探問題的例子譬如： Some examples of Probing questions are: • 您最仰慕的導師是哪位？ “Who is the teacher you most admired? ” • 您覺得當今世界所面臨的主要挑戰是什麼？ “What in your opinion are the main challenges facing the world today? ” • 您最近旅遊去了哪裡？ “Where did you most recently travel to? ” • 您上次是什麼時候參觀過我們的機構？ “When did you last visit us? ” • 您是為了什麼原因決定支持我們機構的 作？ “Why did you decide to support our work? ” • 我們機構捐款發展部門的同事有沒有好好的關照到您的需求？ “How well has the Development Office looked after you? ” FUNDRAISING & MANAGEMENT CONSULTANTS

WHAT HAPPENS WHEN THE PROSPECT RESPONDS? 當潛在捐助者有回應時如何是好？ • 聆聽和點頭對應 （以點頭，“是的”，“是這樣子嗎？”，“我瞭解”， “我明白 ”，等來應對） Listen and make “Attention Signs” - (nod in agreement, say “yes”, “that’s interesting”, “I understand”) • 保持眼光的接觸和寫下重要字眼： 他的需求，疑問等等的 Retain eye contact while noting down Key Words: his needs, problems, questions, concerns • 在下一階段中妥善利用聽到的重點字眼來做適當的迎/符合 Use these Key Words for Matching in the next stage of the Model • 嘗試得到更多得資料但是延後即時去應答每一個疑問 Briefly prompt to get more information, but now is not the best time to reply to each concern FUNDRAISING & MANAGEMENT CONSULTANTS

HOW LONG IS THE PROBE? 試探階段應持續多久？ • 可將潛在捐助者的2, 3個需求同時一起在符合階段時做回應 While you only need to bundle 2 or 3 of the Prospect’s Needs into a Group to be ready for Group Matching • 如果能儘量延長試探期，這會加強成功的機會 If you make the Probe the longest part of Pro. Ma. CClose, you maximise your chances of success • 如會面是約45分鐘， 那試探階段應該約15分鐘 In a 45 minute meeting, the Probe could take 15 minutes FUNDRAISING & MANAGEMENT CONSULTANTS

Match the Prospect’s Needs with the Benefits your institution has to offer: 將貴機構可提供的“利益”來符合捐助者的需求 • 經試探瞭解了捐助者的需求之後，請寫下聽到的幾個重點 You discovered what the Prospect Needs are through Probing and noted down several Key Words • 請不要即刻做任何回應但切記 2－3個主要重點以做符合 You held back from commenting on each concern and have 2 or 3 Key Words ready for Group Matching • 最後提出貴機構可提供的“利益”如鳴謝/其它贊助者利益來符合 捐助者所提出的需求 Now show the Benefits your organisation has to offer will Match those Needs FUNDRAISING & MANAGEMENT CONSULTANTS

HOW DO YOU START TO MATCH? 如何開始“符合”階段？ • 刻意的停止試探然後開始自然的步入“符合”階段 Consciously stop the Probe and move into the Match in a natural and unforced manner: • 例 － “您剛才提到您覺得大部份的中醫師需要更多的培訓。我們 醫院也面對著這個問題所以我們開始和大學一起合作聘請了專家 來做了一個新的培訓計劃。” “You mentioned that you felt that doctors in Traditional Chinese Medicine needed more training. At Pok Oi we also recognise this and are working with the Chinese University to develop a new training programme using experts from the mainland”. FUNDRAISING & MANAGEMENT CONSULTANTS

REMEMBER WHY DONORS GIVE 記住捐助者的主要動機 • 可能是因為貴機構能： They give to causes that: – – 提供回報 表明受惠 增加價� 提供更好的社會改變 • • • 為自己和家人 為自己機構 為信念 為地方或國家 為世界 － Offer reciprocation － Show benefit － Add value － Make changes for the better For themselves or their family For their organisation For their beliefs For their region or country For the world FUNDRAISING & MANAGEMENT CONSULTANTS

DON’T STRESS THE FEATURES EMPHASISE THE BENEFITS 主張“優勢/好處”，少強調特點 • 強調捐款者的捐贈能如何的為貴機構的社會服務增�： Show donors how their gift can add value: –如多少人的生活會因捐贈者的投資而大大改善 How many people’s lives will be made better through their investment • 切記許多捐助者心中會�記著他們應得的如扣稅等的利益 But remember the ‘hidden’ benefits which will be in many donors minds –或是他們的慈善舉動能加強他們本身的名聲 How their philanthropy will improve their personal reputation FUNDRAISING & MANAGEMENT CONSULTANTS

WHAT IF THE PROSPECT DISAGREES WITH YOU? 如果捐助者不同意貴機構的看/作法？ • 視“抗議”為捐贈的第一階段 － 要瞭解了對方的觀點才有可能達到共識 See this ‘objection’ as the first stage in getting the gift - a necessary part of process of creating agreement • 請不要逃避！ Don’t run away from it! • 請接受和確認此“抗議” Acknowledge it. Clarify it. • 請求捐助者重複說明一次來確認您的理解 Ask the Prospect to repeat it if you are unsure what has been meant • 捐助者的“抗議”表示他/她對次會談抱持興趣和有留心聆聽 An objection means the Prospect is engaged with your discussion – and awake! • 有“抗議”好過無意見或漠不關心 An objection is much better than casual indifference FUNDRAISING & MANAGEMENT CONSULTANTS

ASK YOURSELF: WHAT TYPE OF OBJECTION IS IT? 捐款者的“抗議“是什麼？ • 如果是實質性的“抗議”（如無可回避關於貴機構的嚴重問題或疑 問） If the objection is substantive (a major problem, important concern that cannot be ignored): – 是否能成功的捐贈就要看您的應對能力了 your ability to handle it successfully could be the key to the donation • 如果“抗議”不是有實質性的（如過往已解決的投訴或是拖延的手 法等的） If objection is not substantive (a long-dead complaint, a game to test you, a delaying tactic) – 您如果能儘快的反彈，置之一笑和進入下一個階段就能加速捐贈的可 能性 your ability to gently deflect it and move on creates a rapport which can lead to the gift FUNDRAISING & MANAGEMENT CONSULTANTS

Get the Prospect to Confirm that their Needs have been matched – by the Benefits you are offering 請捐助者確認貴機構已符合了他的需求 • 試探了捐助者的需求之後，貴機構需要符合其中 2－3個需求 You have Probed the Prospect’s Needs, then Matched the Benefits your organisation offers to 2 or 3 of those Needs • 現在您必須和捐助者確認他一定會支持貴機構的計劃/項目 Now get the Prospect to Confirm that your programme is something that he genuinely supports • 千萬不要以為這是必然的 Don’t just take it for granted FUNDRAISING & MANAGEMENT CONSULTANTS

WAYS OF CONFIRMING 確認的方法 • 用假設性陳述和封閉式問題來看捐助者是否會確認和同意貴機構的計劃 /提議 NOW use some Assumptive Statements and Closed Questions to find out if the Prospect will Confirm agreement with your programme: • “所以基本上您同意…. ？” “So you would agree with us that …. ? ” • “那您對這個計劃的看法是…. ” “If I could just sum up what I understand you feel about the programme …. ” • “我想重複一次，您對這方面不滿意是因為…. ？” Just so clarify, do you feel happy with …? ” • “您覺得我們這麼樣的作法如何？” “Do you think we are going about this the right way? ” FUNDRAISING & MANAGEMENT CONSULTANTS

WHAT IF THERE IS ANOTHER OBJECTION AT THIS STAGE? 如果在這個階段，捐助者還有其它的“抗議”呢？ • 如果這時候再次出現任何的“抗議”，請儘快妥善處理再繼續確認步驟。這現 象很可能會出現數次 Handle any further objections if they occur, but always return to Confirming. Be prepared to do that several times • 重點： 如果您無法確認捐助者想捐助予貴機構的計劃/ 作，請切記不要在 此刻迅速結束會談 NB If you cannot get Confirmation that your programme is something he supports, do not go into the Gift Asking Close • 請試試看是否能再次邀約捐助者下次繼續捐贈的對話 Close instead on Getting Agreement to the next stage, such as an alternative invitation: • 例 － “您下次是否會想本人親自來看一看我們的設施？ 我們的總監一定會很樂意的 帶您走一圈和吃個午飯” “Would you like to visit the Institute yourself? I am sure the DG would love to show you round, and perhaps you could join him for lunch? ” FUNDRAISING & MANAGEMENT CONSULTANTS

BUT WHAT IF A PROSPECT GIVES A GIVING SIGNAL? 如果捐助者表明他有意捐贈呢？ • 如“要幫這些人需要多少錢？”＝ 明確的確認 －－》可開始結束會談 “So how much do you want from me to get this achieved? ” = a definite • • • Confirmation, so go straight into the Close 留意： 如在會談時太早收到此訊息 NB: But beware getting a Giving Signal too early in the meeting! 捐助者可能會刻意捐贈較低的款額 This may allow a Prospect to deliberately undergive 您未有機會好好充份瞭解捐助者的需求以提高捐贈的款額 It may not give you sufficient time to learn enough about their Needs for you to maximise the Ask 先感謝捐助者的支持但盡可能延後協商捐贈額的細節 So …. thank for the support indicated, but ask to discuss the details later. 繼續試探 - 迎合 - 確認 - 結束的步驟 － 問及動機再決定捐贈額是否是適當的或者 您該再試更高的捐贈額 Continue with Pro. Ma. CClose by asking about motivations – then decide whether Gift level is right or if you should try for more FUNDRAISING & MANAGEMENT CONSULTANTS

Close the Gift Asking Process by: 如何圓滿的結束捐贈請求的會面 • 可以 – 懇邀捐助者捐贈 • 或者是 EITHER － Asking for a Gift OR – 得到捐助者的同意邀約下次會面的機會 – Getting an agreement to a next point in the relationship FUNDRAISING & MANAGEMENT CONSULTANTS

HOW DO YOU MOVE INTO THE CLOSE? 如何進入“結束”會面的階段？ • 確認了捐助者的捐贈支持之後 （這是再自然不過的下一步）： As soon as you have received Confirmation of support (and as a natural consequence of it): • 稍微停一下，讓自己準備進入最神聖的“請求”階段 Create the shortest of pauses to make yourself aware you are entering the Ask itself • 然後即刻自然的問您“結束”會面前最重要的問題 then move straight away and with the greatest of ease into your opening Closing question FUNDRAISING & MANAGEMENT CONSULTANTS

WAYS OF CLOSING 結束的方法 一些結束的閉幕詞： Here are examples of a Closing Statement/Question: • “您會不會考慮提升您的捐贈到… ？” • “我們機構需要有＄XXXXX才有可能開始提供這個服務。” • “其它對這個項目有興趣投資的捐贈者大概會捐 ＄XXX 至$XXX。” • “我們機構非常希望您一家人可以捐大概＄X。” • “Would you consider raising the level of your support to …? ” • “We are looking for $XXXXX to secure this project’s future” • “Other benefactors interested in the project have come on board in the range of $XXX to $XXX” • “Have you considered financially supporting …? ” • “We were hoping that your family might contribute a sum around $X. ” FUNDRAISING & MANAGEMENT CONSULTANTS

CUSTOMISE YOUR CLOSE! 請融入您自己“結束”會面的風格 • 決定最適合您，您團隊和貴機構文化的方式 • 回想以往的經驗，看看哪些措辭適合您。把它們寫下來。 • 運用貴機構捐款發展部的“結束 具“來強化您的“結束”階段： – 如捐贈表，捐贈扣稅指引，其它捐助者的捐贈參考表，捐助者 鳴謝方法說明，等的。 • Decide best options for you and your team in your own cultural context • Learn from experience the words that work best for you. Write them down! • Use “Closing Tools” produced by your fundraising office to reinforce your message: • Gift Charts, Tax Efficient Giving Tables, Ranges of Giving amongst the Prospect’s peers, Donor Recognition Programmes. FUNDRAISING & MANAGEMENT CONSULTANTS

NO ASK = NO GIFT! 但是不問的話＝就沒有捐款的可能性！ • 通常捐助者不捐款最普遍的理由是因為沒有人問他們 是否想/肯捐！ The main reason people don’t give is because they’re not asked! FUNDRAISING & MANAGEMENT CONSULTANTS

AND WHAT HAPPENS AFTER YOU ASK? 提出“請求“了之後又怎麼樣？ • • • 保持安靜： 誰先出聲，誰就先輸！ 讓捐助者考慮一下您的捐助請求 保持眼神接觸，耐心的期待著 切記不要讓您的焦急和緊張打擾到捐助者的思考 這是捐助者的決定 － 請讓他好好的去想 • • • Stay Silent: He who speaks first, loses! The Prospect is thinking about your proposition Look him in the eye, expectantly but patiently Do not interrupt his silence through your own nervousness This is the Prospect’s decision – let the Prospect make it FUNDRAISING & MANAGEMENT CONSULTANTS

AND WHAT ABOUT LATE OBJECTIONS? 如果他還有“抗議”或心存疑問呢？ • 持有禮貌但堅持下去： – 如果捐助者已確認和答應支持貴機構的計劃/ 作, 那您應有信心的 再繼續請求下去 • 但是如果捐助者在此多次說或表示類似“不想要”或”不支持“的話： – 很可能您還未解決到還未被您發掘到的實質性“抗議” • • Be polite but persistent: – If a Prospect has already Confirmed agreement with your programme, you are fully justified in pursuing your goal and asking again But if a Prospect says “No” several times at this stage: – There is still a substantive objection that has not yet been uncovered – you MUST address this if you are ever to get the gift FUNDRAISING & MANAGEMENT CONSULTANTS

WHAT IF THE PROSPECT HAS AGREED TO A GIFT, BUT YOU CAN’T PIN HIM DOWN TO DETAILS? 如果捐助者同意捐贈但是您還是無法和他確認細節呢？ • 在這個階段，最重要的是得到捐助者捐贈的承諾 All you want at this stage is to get agreement to a Gift in principle. • 這表示您已完成了大額捐款“七個步驟”的第五步驟： That means you have completed the Fifth Step in the Seven Steps to a Major Gift: 5. 捐贈的請求 Ask for the Gift • 現在為了要真正的實現捐贈的承諾，您得跨入第六步驟 You will now have to make the Gift a reality by moving to the Sixth Step at a later date: 6. 捐贈額的協商 Negotiate the Gift FUNDRAISING & MANAGEMENT CONSULTANTS

BUT WHAT IF YOU CANNOT GET REAL AGREEMENT TO A GIFT IN THE MEETING? 如果您還是無法在會面中得到捐贈的承諾呢？ • 不用擔心： 通常大額捐款是需要多次的面談才能達成協議的 • Don’t worry: most large gifts are not agreed in one meeting but through a complex series of meetings 不妨用以下的來“結束”會面： • • • “您現在可以拿定主意嗎？” “您夫人會不會想來參觀，參觀？” “您還需要些什麼其它的資料？” “我可以介紹作這個研究的學者來和您見面嗎？” “您是否還要考慮一下是否以您的名字來命名這個項目？” • • “Are you in a position to decide at this time? ” “Would you like to bring your wife to see the program? ” • “What further information do you need? ” • “Can I introduce you to the scientist working on this? ” • “Would you like to think about the opportunities for having your name on the programme? ” FUNDRAISING & MANAGEMENT CONSULTANTS

HOW LONG SHOULD THE CLOSE LAST? 作“結束”通常需要多少時間？ • 通常最重要的部份需要的時間不多 Surprisingly, this Central Dynamic of Asking for the Gift does not have to be long • 這應該是試探－符合－確認－結束第二短的部份 It should be the second shortest part of the Pro. Ma. CClose model: • 在 45分鐘內應需要約4分鐘的時間 In a 45 minute meeting, it could take, say, about 4 minutes FUNDRAISING & MANAGEMENT CONSULTANTS

WHAT HAPPENS AFTER Pro. Ma. CClose? 試探－ 符合 － 確認 － 結束了之後呢？ • 回到會面的其餘部份 Return to the remaining parts of the prospect meeting • 如適當的話，請再接著下去： If appropriate, continue on to: • 同意如何的繼續協商過程 Agree any process of negotiation FUNDRAISING & MANAGEMENT CONSULTANTS

START THE PROCESS OF NEGOTIATION IN THE PROSPECT MEETING 最好在會面時開始協商過程 瞭解需要協商些什麼，捐助者要些什麼？ Find out what is needed to negotiate the gift, what the new donor wants？ – – – 項目的細節？ 捐款的細節？ 鳴謝捐贈的細節？ 稅務計劃？ 要包括配偶/夥伴？ － Details of the project? － Payment arrangements? － Donor Recognition decisions? － Tax planning? － Spouse/partner involvement? FUNDRAISING & MANAGEMENT CONSULTANTS

THEN COMPLETE THE PROSPECT MEETING 如何完美的結束此“請求”的會面 6. 加入任何特別的要求和邀請 Add special requests and invitations 7. 重複捐助者所同意的重點 Repeat what the prospect has agreed 8. 珍重道別 Say farewell • 切記在會面結束以後一定要儘快的以信件或電郵多謝和重申對 方同意之重點 As soon as possible after the meeting, thank the prospect by letter or email and repeat again what has been agreed FUNDRAISING & MANAGEMENT CONSULTANTS

THREE WAYS TO GET THE BEST OUT OF Pro. Ma. CClose 運用試探－符合－確認－結束的三個好方式 FUNDRAISING & MANAGEMENT CONSULTANTS

1. GO INTO YOUR MEETING WELL PREPARED 出戰之前需要作好裝備 • 確認募款部有好好的清楚交代所有的“隊員” Ensure all members of the team are fully briefed by the fundraising office • 確認“隊員”都明白會面捐助者的策略 Ensure you know the agreed strategy for the Prospect • 將團隊的目標和計劃清楚的寫下來 Note down in advance a plan for what you and your team want to achieve in the meeting • 在會面之前互相扮演角色來練習如何作重要和關鍵的“請求” Role play all the really important ASKS IN YOUR OFFICE BEFORE YOU DO THE REAL THING • 計劃一定要是靈活和能變通的 Be flexible and always have Plan B in your back pocket! FUNDRAISING & MANAGEMENT CONSULTANTS

2. LOOK ON THE MODEL AS YOUR ROUTE MAP 試探－符合－確認－結束只是一個指引 • 記得在會面之前複習一下 試探－符合－確認－結束 Remind yourself of Pro. Ma. CClose before each meeting • 視每一個階段的交替時期為“紅綠燈”： Look on the transitions between each Pro. Ma. CClose step as traffic lights: • 是綠燈，黃燈或是紅燈呢？ Do they read Green, Amber or Red? • “紅綠燈”教您應怎麼做呢？What is the traffic light telling you to do? • 如果會面時在任何時後迷失了方向，請快速回到 試探－符合－確 認－結束： If you lose your way at any time during the meeting, return to the Pro. Ma. CCLOSE route map: • 這將會指導您下一步棋該怎麼走 it will tell you where to go next FUNDRAISING & MANAGEMENT CONSULTANTS

3. USE IT, SCHMOOZE IT, LOSE IT! 用它，潤滑它，不然就會失去它 • • 利用它： USE IT: 下次和有意捐贈者會面時請試用 試探－符合－確認－結束 Try out Pro. Ma. CClose the very next time you meet a potential donor • • –常用之後才能聚集經驗和克服恐懼 –then start to use it regularly to gain experience and overcome fear 潤滑它： SCHMOOZE IT: 融入您自己言談的風格和創意 Adapt it creatively to your own personal and verbal style –練習適合您的句詞和模式 –practice the phrases and dynamics that work best for you 不然就會失去它： LOSE IT: 要知道什麼時候應保留或棄捨 Know when to discard it or when to adapt it –這只是一個待人處事的模式或方法而非真實的世界！ –it is only a model of behaviour, not the real thing! FUNDRAISING & MANAGEMENT CONSULTANTS

A REMINDER OF THE GIFT ASKING MODEL DURING THE ROLE PLAY 切記試探－符合－確認－結束的協商方式 1. Probe 試探 2. Match 符合 3. Confirm 確認 4. Close 結束 FUNDRAISING & MANAGEMENT CONSULTANTS

謝謝！ FUNDRAISING & MANAGEMENT CONSULTANTS