Hospitality House Team Binder
Appalachian State University
Dr. Christina May
April 28, 2020
Katie Wynn, Gabi Martin, Samuel Littauer, Cole Scarbrough, Curt Smith, Andrew Martin
Executive Summary
This presentation will serve to provide information about the Hospitality House of Northwest North Carolina in Boone and then relate it to planned giving. First, our team has laid out Hospitality House’s background details that we have learned from research and spending time with Todd Carter, Development Director at Hospitality House. This section includes how the organization came to be as well as their mission of “helping rebuild lives.” The next section of this binder will include media tracking of the organization. We analyzed how Hospitality House is covered in the media along with what they can improve upon in media coverage. Hospitality House also provided us with strengths, weaknesses, opportunities, and threats (SWOT) analysis. This section demonstrates the self-reflection of the organization, to help staff understand what they are doing right and what they could do better.
The following section in this presentation transitions to fundraising with a fundraising audit. We assessed the fundraising strategies of Hospitality House to evaluate what has worked and what has not. Hospitality House also provided their case for support for our presentation. This document explains to donors why they should give to the nonprofit.
In the final section of the presentation, our team performed extensive research on how planned giving methods can be most effectively utilized by Hospitality House of Northwest North Carolina to help achieve the organization’s goals. This thesis is studied through a research plan, timeline, research paper, and then a final evaluation. Our team strives to perform accurate and relevant research that will provide the most effective planned giving methods that would be most effective in helping Hospitality House of Boone achieve its organizational goals.
Table of Contents
Title Page 1
Executive Summary 2
Table of Contents 3
Team Information 4-7
Team Contract 8-9
Community Partner Background Materials 10
Media Tracking 11-13
SWOT Analysis 14
Fundraising Audit 15
Community Partner Case for Support 16-21
Student Campaign Case for Support 22-23
Partner Fundraising Agreement 24-26
Team Objectives, Goals, and evaluation Criteria 27-31 Timeline 32-35
Research Paper 36-48 Evaluation 49-50
Team Information
Andrew Martin
I am a senior at Appalachian State University with a major in Public Relations and a minor in Marketing. I will graduate with Cum Laude distinction in May. After graduation, I plan on working for Henry Schein Dental to work as a dental sales representative. I have been at Appalachian State for four years and am very thankful for my friends and family support. In my spare time, I enjoy boxing, hanging out with friends, and traveling. I really enjoy planning events, which is one of the primary reasons I took a fundraising course. I planned a fundraising event with my social media strategies class called Barks N’ Brews hosted at AMB, where the proceeds benefited Watauga Humane Society. I also developed a strategic public relations campaign for Wine To Water, and this semester, will be working with Hospitality House to raise money for their general fund.
Katie Wynn
I am from Charlotte, North Carolina. I am a communications major who is concentrating in public relations and double minoring in commercial photography and sustainable development. I also serve as a campus organizer for Planned Parenthood Generation Action and a desk shift volunteer for the Appalachian State University Women’s Center. I am passionate about social and environmental sustainability and hope to further my education by pursuing a Masters of Public Administration following my graduation from Appalachian State University in May of 2020.
Cole Scarbrough
I am from Greensboro, North Carolina. I am a Senior at Appalachian State University. I am majoring in Public Administration with a minor in NonProfit Management with hopes of working with a Non Profit in some capacity in the future. In the past, I have worked with nonprofits like Samaritan’s Purse in Boone and churches in the Boone and Greensboro areas. I am passionate about helping people and hope to use that passion in a career after graduation.
Gabi Martin
I am a senior at Appalachian State University pursuing a degree in Art History with a minor in Nonprofit Management. I was born in Palm Springs, Florida but moved to North Carolina when I was seven years old. I graduated high school in 2016 from a Charlotte school then moved to Boone to pursue higher education. I have always had a deep passion for the arts and plan to build my career by working in art museums and art galleries. I currently work for both the Turchin Center for the Visual Arts as a gallery ambassador and at the local Papa John’s as a shift manager. I plan on attending graduate school after her graduation from Appalachian State, with the intention of pursuing a management degree. After gaining a master’s degree, I plan on managing my own commercial art gallery.
Samuel Littauer
Hello! I am a junior student at Appalachian State University and I am studying to receive a BSBA in Business Management with a double minor in Religious Studies and Communications. I hope to seek a future in nonprofit management and am excited to gain fundraising experience throughout this semester. I was raised in Hendersonville, NC where I first began fundraising for my school in student government. These opportunities exemplified to me the power in fundraising and the way it connects individuals to the greater goals of the community. It is a humbling experience and deep privilege to be able to fundraise for Hospitality House this semester and I look forward to learning more about how to build stronger communities through fundraising.
Curtis Smith
Hi! I am a senior at Appalachian State this year majoring in Communication Studies and minoring in Nonprofit Management. In my spare time, I enjoy outdoor activities like fishing and hiking. When I graduate in August of 2020, I plan to work in the nonprofit sector in some capacity. During my time in Boone, I have worked with The Special Olympics, The Watauga Humane Society and now, The Hospitality House of Northwest North Carolina.
Team Contract
TEAM CONTRACT
Project Name: (Hospitality House Fundraiser)
Leader: Andrew Martin
Commitments
As a group we will:
Only agree to do the work that we are qualified and capable of doing.
Be honest and realistic in planning and reporting project scope, schedule, and goals.
Operate in a proactive manner, anticipating potential problems and working to prevent them before they happen.
Promptly notify our Customer(s) and sponsors of any change that could affect them.
Keep other team members informed.
Keep proprietary information about our customers in strict confidence.
Focus on what's best for the project at whole.
See the Project through to completion.
B. Participation
We Will:
Keep issues that arise in meetings in confidence within the team unless otherwise indicated.
Be honest and open during meetings.
Encourage a diversity of opinions on all topics.
Give everyone the opportunity for equal participation.
Be open to new approaches and listen to new ideas.
Avoid placing blame when something goes wrong. Instead, we will discuss the process and explore how we can resolve the issue as a team.
C. Communication
We Will:
Be clear and to the point.
Practice active listening during group discussions.
Keep discussions on track.
Use visuals, such as drawings, charts, and tables to facilitate discussion.
D. Problem solving
We Will:
Encourage everyone to participate.
Encourage all ideas (no criticism), since new concepts come from outside of our normal perceptions.
Build on each others ideas.
Use team tools when appropriate to facilitate problem solving.
Whenever possible, use date to assist in problem solving.
Remember that solving problems is a creative process- new ideas and new understandings often result.
E. Decision Making
We Will:
Make decisions based on data whenever feasible.
Seek to find the needed information or data.
Discuss criteria (cost, time, impact) for making a decision before choosing an option.
Get input from the entire team before making a decision.
If there are any problems with a group member, they should talk in a one-on-one setting. If the problem can’t be resolved, go to the group leader for help.
Acknowledge valid points that the other person has made.
State our points of view and our interests in a non-judgmental and non-attacking manner.
Seek to find some common ground for agreement.
G. Meeting Guidelines:
We Will:
Meetings will be held every Monday/weekly.
Meetings will be called by Andrew Martin, Todd Carter, Katie Wynn.
Agendas will be issued every Monay
Meetings will be facilitated by Andrew Martin.
Evaluations of meetings will be conducted every meeting.
H. Meeting Procedures:
We Will:
Meetings will begin and end on time.
Team members will come to the meetings prepared.
Agenda items for the next meeting will be discussed at the end of each meeting.
A Parking Lot will be used to capture ‘off-the-subject’ ideas and concerns.
Unresolved issues will be added to the Issues list.
If a team member cannot attend a meeting, It will be his/her responsibility to get caught up with the group's progress, and to figure out what their responsibilities are for the next week.
Meeting tasks will be rotated among members.
Signatures: (Team members)
Community Partner Background Materials
Hospitality House of Boone is a non-profit crisis relief agency in North Carolina that uses the support of partner agencies and the community, to provide housing, nutrition, and a wide array of supportive programs and services. This helps ensure that the tenants who leave Hospitality House have the resources they need to become self-sufficient and productive. Hospitality House offers transitioning families a chance to rebuild their lives by providing a safe, nurturing, healthy environment in which individuals and families can regain control of their lives. In 1981, the Boone Coalition of Churches included six churches that came together and identified the need for a shelter. The churches banded together and offered temporary shelter to anyone in the community who needed it. Three years later in 1984, an anonymous donor bought a King Street property and gifted the building to Hospitality House. Today, Hospitality House serves as the only 24-hour homeless shelter facility, outside of domestic violence facilities, for seven North Carolina mountain communities.
Media Tracking Analysis - News Coverage
As one of the largest nonprofits in Boone, Hospitality House of Northwest North Carolina is covered extensively by local news sources. For example, if you search Hospitality House on the Watauga Democrat’s website, there are over one thousand results. The Watauga Democrat has covered Hospitality House through the years as they host fundraisers and even is offering information on what the organization is doing during the COVID-19 pandemic. Hospitality House of Northwest North Carolina is also covered by the Appalachian, a campus newspaper for Appalachian State University. This exposure helps the nonprofit reach students in the area. Hospitality House of Northwest North Carolina has also reached state news organizations like the News and Observer-based in Raleigh, North Carolina. Hospitality House has ultimately been covered relatively extensively in the area through news sources.
Media Tracking Analysis - Social Media
Hospitality House of Northwest North Carolina reaches people the most through social media. Their main social media platforms are Facebook, Instagram, and Twitter. For the most part, they use these platforms to perform the same purpose: to increase exposure. For example, Hospitality House has used social media to promote one of their recent fundraisers, “Cookies For a Cause,” that team member Samuel Littauer led and raised over $550. This partnership with Appalachian Cookie Company benefited both parties and helped make a difference. Partnerships are very evident within their social media presence. During the COVID-19 pandemic, Hospitality House has been partnering with local businesses to help gain exposure for both Hospitality House and the businesses.
Effects of Media Coverage on Fundraising
Hospitality House of Northwest North Carolina uses its extensive media coverage to show the region what they do for the community and why one should support them. News stories that cover the organization, as well as the nonprofit’s social media accounts all, provide exposure. Posts and news articles that are directly directed to a fundraiser, like “Cookies For a Cause,” encourage donors to help financially by explaining how helpful their contribution could be. Partnerships with local businesses, on the other hand, form relationships that will encourage people to donate to their cause.
Development Director of Hospitality House of Northwest North Carolina, Todd Carter, is in charge of both media coverage and fundraising. Hospitality House recognizes that social media can have a large effect on fundraising. Because of this, the organization posts multiple times a day to gain exposure. It is important to note that over 1,200 people follow Hospitality House on Instagram alone and are active on all social media platforms that gain them exposure. In conclusion, media coverage and fundraising go hand in hand which makes social media such an important part in the promotion of the types of fundraising activities taking place at any given time.
Recommendations for Improvement
Overall, Hospitality House of Northwest North Carolina has done a great job with media exposure. They are extensively covered by local news sources like the Watauga Democrat and the Appalachian. They are active on social media and are quick to partner with local businesses. Their fundraising efforts are shown on their social media. For the most part, Hospitality House has adjusted to social media trends.
Like any great nonprofit, however, there are ways that Hospitality House could improve their media coverage. First of all, posts about fundraising events can get lost in other posts on the page. Hospitality House posts a lot of content and with that content, sometimes fundraising is not the focus. If the organization wishes to maximize fundraising through their social media, they should put more of an emphasis on it. Second, the use of stories from Hospitality House workers or residents could enhance their fundraising through the media. The organization does a great job of using pictures and words to cover what it is all about, but they could use videos to make the post more personal for a viewer. For example, the use of a video from someone who has benefited from Hospitality House’s services would put a positive story into the mind of a potential donor and would prove to be beneficial in fundraising efforts.
Despite minor adjustments that could be made to increase the effectiveness of social media posts and news coverage, Hospitality House has used the media to their advantage. They have shown that they care about the work that they do through social media posts and that resonates with potential donors. Although they could adjust their types of posts in minor ways, Hospitality House has used social media well to fundraise and has helped many people because of it.
2020 SWOT ANALYSIS
Strengths: Experienced and dedicated staff, award-winning facility, concept, community support, loyal donors, credibility, life-changing programs, dedicated grant writer, unique variety of critical services, increased local government funding, increased federal and state government funding.
Weakness: Under-funded (but improving) endowment, inadequate reserve accounts, no dedicated volunteer coordinator
Opportunities: Improve board engagement, collaboration with other nonprofits, build career volunteer resources, attract new donors, and strengthen support from outlying countries.
Threats: loss of several large grant opportunities and uncertainty due to COVID-19, no funding for staff training.
Fundraising Audit
In the past three years, The Hospitality House of Northwest North Carolina has held many different fundraising events. Looking through the years 2017, 2018, and 2019 on the Hospitality House website calendar, there is an obvious decline in the amount of fundraising events year by year. Some events are held annually at about the same time every year, while others are held on an almost weekly basis. There are actually more events or activities that could be categorized as community engagement or simply helping the community.
In 2017, Hospitality House held 20 events that could be categorized as fundraisers. From BBQ Plate fundraisers to Golf Tournaments, to 5k runs, this was their most active year out of the past three. In 2018, that number went down by over half, and increased by only a few more events in 2019. Their most popular fundraisers are those that they hold around the same time each year, such as the Winterfest Polar Plunge/Chili Cook Off (January) and The 5k Turkey Trot (November-December). In each of these events, participants pay a registration price to participate in an activity, that registration fee goes directly to Hospitality House. An exception to these numbers would include those fundraisers that are not meant to necessarily raise money but food.
There are many different aspects to understanding the donations Hospitality House receives, with being in such a small area, Hospitality House is competing with many other nonprofit organizations in the area for these donations, therefore, they look for other forms of donations rather than money. Food, toiletries, and time are all acceptable forms of donations. While money is the most common form, these gifts-in-kind help Hospitality House feed and house those experiencing homlessness. Volunteers are needed not only for events they hold, but for the daily operation of the nonprofit itself.
Community Partner Case for Support
CASE FOR SUPPORT
“Hospitality House gave me a roof over my head when I had nothing. It’s given me more than I ever would have thought possible.” – Ruth
Everyday individuals and families across Northwest North Carolina fall into homelessness, struggle with food insecurity and battle critical crises. Rural homelessness is an oft forgotten reality among these beautiful mountains that play host to hundreds of thousands of visitors each year. Taking a stroll through downtown Boone, West Jefferson, Banner Elk or Wilkesboro it is easy to overlook or completely miss the prevalence of people in need.
Together, with your help, we can ease the burden of hundreds of children, women and men living on the margins.
As the lead agency of the Northwest Continuum of Care (CoC) 516, Hospitality House serves at the point of entry from all homeless services across seven rural North Carolina mountain counties – Ashe, Avery, Wilkes, Watauga, Alleghany, Mitchell and Yancey. We operate six unique housing programs, three hunger relief programs, a crisis assistance program and multiple services including mental health therapy, counseling, case management and day services, including showers, laundry and lockers, for individuals not currently living at Hospitality House.
You might not believe it...but it’s true!
The most recent Annual Homeless Assessment Report (AHAR) delivered to U.S. Congress by the Department of Housing and Urban Development (HUD) lists our CoC as having the third highest rate of unsheltered homeless families in rural America.
Based on the annual Point in Time (PIT) homeless count conducted in January, we know that for every one person we are able to house, that three people remain unsheltered. Among those who are homeless without shelter, 57% are women, and 65% are in families with children.
Among homeless women, 80% report as having been a victim of domestic abuse with 24% of women attributing domestic violence as the primary cause of their homelessness.
Nearly 94% of all clients being treated by our mental health therapist report severe (Big T) trauma in their childhood.
Hospitality House of Northwest North Carolina....more than shelter: Hope, Housing and Solutions.
The mission of Hospitality House is to rebuild lives and strengthen community by providing a safe, nurturing, healthy environment in which individuals and families experiencing homelessness and poverty-related crises are equipped to become self-sufficient and productive.
Approximately 80% of homeless individuals only experience homelessness once, and Hospitality House operates six housing programs that assist homeless families and individuals in getting back on their feet.
Housing:
In 2019, Hospitality House successfully transitioned 120 individuals into their own independent housing. We provided 39,754 nights of shelter, food, and critical services at a rate of $32 per person per day throughout our six housing programs: Winter Seasonal Shelter, Emergency Shelter, Rapid Rehousing, Permanent Supportive Housing, Domestic Violence and Sexual Assault Transitional Housing and Scattered Site Housing.
All total we served 411 total clients in our housing programs equaling 358 adults and 53 children. Of those served, 16% were considered chronically homeless (meaning they were homeless for 1 year or more and have a disabling condition), and 30% were actively fleeing domestic violence.
Hunger Relief:
Our Bread of Life Community Kitchen continues to serve 3 meals a day, 365 days a year, an average of 12,000 meals each month, equaling 139,044 meals served last year.
Our Second Harvest affiliate Food Pantry serves an average of 8,000 people each year. Last year, the much- anticipated pantry expansion was completed, more than doubling the storage space which has lengthened the time an emergency food box will last a household from 4 to 6 days.
The Hospitality House Gardens consists of 34 raised beds, 2 hoop houses, berry patches of blueberry, blackberry, raspberry and strawberry plants, a pick-your-own herb garden and a mini-orchard of pear and apple trees. Our gardens efficiently increase access to fresh vegetables, fruits, and herbs for the Community Kitchen and Food Pantry. Last we harvest of 1,500 pounds of organic produce.
Crisis Assistance / Homeless Prevention:
Since 2002, Western Crisis Assistance Network (WeCAN) has been providing help to community members who face eviction, utility cutoffs, heating fuel shortages, prescription medication needs and transportation-related expenses necessary for employment or medical-related needs.
Often, such assistance prevents an individual or family from becoming homeless. WeCAN diplomatically and compassionately assists low-wealth households through the coordination of resources from the faith community, individual donors, community supporters and other service agencies.
In 2019, WeCAN provided over $76,000 of crisis assistance to 824 households.
How we got here, the 36 year (and counting) history of Hospitality House.
In 1981 the Boone Coalition of Churches, consisting of Grace Lutheran, Boone United Methodist, First Baptist, First Presbyterian, St. Luke's Episcopal, St. Elizabeth of the Hill Country and The Boone Jewish Community, recognizing that collective impact was greater than each congregation working independently to address community homelessness, came together and identified the need for a true shelter.
After a period of temporary shelter in the six local churches, a more permanent solution, Hospitality House of the Boone Area, Inc. opened to house homeless people in 1984. The original Hospitality House, located at 309 W. King Street in downtown Boone, was built in 1917 and given as a gift from an anonymous donor in 1984.
The action of these congregations facilitated an organized service to those who had fallen into crisis. Since the founding, the primary goal of Hospitality House has been and continues to be facilitating stable, secure housing for families and individuals who have become homeless.
In 1991 the property at 494 W. King Street, christened "Sleeping Place, was acquired and used to start the Transitional Housing Program. Around this same time Rock House Annex, which sat up on the hill behind the original house was acquired to meet the needs of homeless families. In 1995, recognizing the increased need throughout the High Country, Hospitality House opened its doors to homeless citizens from Ashe, Avery and Wilkes counties.
As the face of homelessness continued to change, Hospitality House once again answered the call. Rock Haven, a house containing eight efficiency units with shared dining, living and kitchen areas, was built from the ground up and opened its doors on June 12, 2003 to serve people living with disabilities in the Permanent Supportive Housing Program.
The Balance of State Continuum of Care was created by North Carolina in 2005 in order to help rural communities apply for Continuum of Care funding from HUD. This designation not only expanded the service area of Hospitality House to include Alleghany, Mitchell and Yancey counties, but allowed the agency to apply for increased federal grant funding. Hospitality House continues to serve as the point-of-entry for all homeless services in these seven counties.
In our ongoing quest to end homelessness, Hospitality House added Scattered Site Housing and Rapid Rehousing programs not long after moving into the facility. Scattered Site Housing now consists of fourteen (14) leased properties (apartments, homes and duplexes) in Watauga and Wilkes counties providing stability and case management for families and individuals with disabilities or mental illness. We are seeking to further expand this program in Wilkes and into Ashe County.
End Homelessness? Solve Hunger? Alleviate Poverty? It’s possible and here’s how you can help.
Hospitality House has an annual operating budget of over $1.5 million with nearly 70% of funding coming from individual donors, businesses and faith communities. Contrary to what one might think, only 25% of our annual budget comes from federal, state and local governments.
Hospitality House needs your help to reach our goal of ending homelessness for individuals and families in Northwest North Carolina. While your gift to Hospitality House will depend on your own financial situation, we would be pleased to help you make a gift that meets both your needs and those of the people we serve.
One-time gifts are gratefully accepted and used to support our general services, or may be restricted to one particular service or program at the direction of the donor. Pledge payments over time, bequests and planned giving may be arranged with our development director according to your individual preferences.
Can you give $1 a day? Join The 365 Project: Your one dollar a day provides one night of shelter, three healthy meals, counseling and critical services for eleven people. We are open 24 hours-a-day; 7 days-a-week; 365 days-a-year. Your assistance is needed all year long.
Can you help solve HUNGER? Your gift of $250 pays for over 2000 meals in our Community Kitchen.
Can you provide HEAT? Your gift of $500 provides 150 gallons of heating fuel for a family living in poverty.
Can you support HOUSING? Your gift of $1000 pays rental and utility deposits for a family moving to their own home.
Can you provide HEALING? Your gift of $2500 provides support for 17 children (our daily average) for one week.
Our team of supporters make it possible for Hospitality House to do what we do! Join them!
Last year over 1,200 individuals, businesses, churches and foundations joined together to support Hospitality House of Northwest North Carolina. Their support, and yours, is needed now more than ever. It’s time to make sure that every person in need of housing, shelter, hunger relief and crisis assistance is able to access our resources.
To join our team go online to HospHouse.org, mail a check to PO Box 309 Boone, NC 28607 or please call our development director Todd Carter at (828) 264-1237 or email todd@hosphouse.org
309 – 338 Brook Hollow Rd. – Boone NC 28607 – (828) 264-1237 – info@HospHouse.org www.HospHouse.org
Student Community Partner Case for Support
While the High Country is often thought of as a booming region as the result of the
tourism industry and accessible education, beneath the surface the area is marked by deep
poverty, homelessness, and food insecurity. Watauga County holds one of the highest poverty
rates in the state, with 24.3% of residents in poverty (Watauga County Community Health
Report, 27). Consequentially, the statistics on food insecurity and homelessness in the High
Country are also staggering. In Watauga County, 1 in 5 residents face food insecurity - 30% of
which do not qualify for government food assistance programs. (Watauga County Community
Health Report, 32). These prominent social inequalities lack support, resulting in 70% of those in homelessness remaining unsheltered (PIT Count, 2018) and 43% of all unsheltered homeless
persons in North Carolina are residents in the region.
Since 1984, Hospitality House has worked to alleviate these effects by offering food
assistance programs, shelter and affordable housing, and other programs to help address the
effects of poverty in the High Country. The organization exists to rebuild lives and strengthen the community by providing a safe, nurturing, healthy environment in which individuals and
families experiencing homelessness and poverty-related crises are equipped to become self-
sufficient and productive. Their services offered aim to restore dignity to those who may be
experiencing poverty and its many forms. Originally a small-organization founded by a coalition
of churches in Watauga County, Hospitality House has become a vital resource for many
families within the Northwest North Carolina resource. In 2011, Hospitality House of Northwest North Carolina moved to its current location in Boone where it has been able to serve over 1 million meals to local residents, 271,000 nights of shelter to unsheltered High Country residents, and over 60,000 outside meals provided through the on-site food pantry.
While Hospitality House is a pioneer in the advocacy for those in poverty, they recognize there is much to be donated alleviate the effects of homelessness and food insecurity. Through the support of individual donors, volunteers, state and federal grants, Hospitality House has been able to remain as a social servant to many in Boone, a place of true hospitality. Those interested in becoming involved with the mission of Hospitality House, can volunteer in numerous capacities including serving and preparing meals, and assisting in the day-to-day operations of the facility. Those wishing to donate to the mission of Hospitality House through a monetary contribution can donate on the Hospitality House website or by contacting the Board of Directors. Through your support, we can make a difference for our High Country community.
Fundraising Agreement
General
We understand that in all of our fundraising, we should make it clear that we are fundraising in aid of Hospitality House but that we do not represent the nonprofit.
Hospitality House is unable to provide insurance to those fundraising.
Hospitality House does not accept responsibility or any liability for any loss or damage, or any death or personal injury arising from the fundraising activity.
We understand that we need to carry out a risk assessment to ensure we have proper plans for the safety of the participants.
Hospitality House will provide aid in promotional strategies, give recommendations or guidance if needed.
Raffles and Lottery
We understand that there are strict laws relating to raffles and lotteries
and that we should consult with the community fundraiser at Hospitality
House, and Tapp Room before organizing the raffle.
We understand that all of the money raised during our raffle will go directly toward the Hospitality House general fund.
We understand that in order to have a successful raffle event, we will have to promote the event on social media, in person, on campus, and in the community. We will provide direction to the group as necessary.
Events
We understand that we need to ensure that our events are organized efficiently and safely and that Hospitality House cannot accept any responsibility for our event, nor anyone who participates in it.
We will ensure that participants are fully briefed about the event, including any risks, special clothing, or standards of behavior that are expected at each event.
We understand that in order to have a successful raffle, my group will have to collect gift donations from local companies to use as prizes for the raffle ticket winner. We will assist in this however possible.
Publicity and Promotion
We understand that we have to make it clear that we are fundraising through a service-learning course, and when asked we might say “We are here to aid Hospitality House, but we are not representatives of from Hospitality House.”
All materials needed to make it clear the amount that will be donated to the Hospitality House. For our main event, a portion of a specific beer sale will go towards HH, a portion of the cover will be donated to HH, and all of the money we raise through our raffle and supplemental events will go directly towards Hospitality House.
Funds Raised and Expectations
The funds raised will go towards Hospitality House through a series of events that will include profit sharing events with local businesses. The percentage of profits shared may vary business to business, but it is understood that all applicable proceeds will go directly to Hospitality House.
Our treasurer, Samuel Littauer, will be in charge of handling monetary donations, however, it is not just his responsibility to keep track of it. All team members who handle money will be held responsible for its stewardship.
I understand that at the event, my group will be expected to talk about Hospitality House, talk about the mission, and why we are doing the event we are doing.
Partnership Understanding and Expectations
We will maintain open communication between our teammates, and Director of Development at Hospitality House, Todd Carter. We will expect the same from my
teammates andTodd Carter
We will communicate when we are both able and unable to fulfil my duties as a team member, and will do so in a timely manner so that expectations and shared tasks are clear
between myself, my teammates, and Director of Development at Hospitality House, Todd Carter.
We will do all that is in our power, in terms of committing time, resources and effort, in order to ensure that these events are executed in a way that is as smooth and fruitful as possible. We will utilize connections both within Hospitality House and within the community in order to do my part to achieve the goals of my team.
Once you have read and understood this fundraising agreement, please sign and date both copies and return a copy to Hospitality House.
Todd Carter Curt Smith
Gabi Martin Samuel Littauer
Katie Wynn Andrew Martin
Cole Scarbrough
Team Objectives, Goals, and Evaluation Criteria
Objectives
The Hospitality House Group planned on raising money through a week of events and an App Cookie Company event to benefit Hospitality House’s general fund. We wanted to get a better understanding of various fundraising tactics, and worked closely with Todd to solidify our groups plans. We wanted to get a better understanding of Hospitality House, what they do for the community, and effective fundraising tactics used by Hospitality House in the past.
SMART Goals
S- Specific
A better understanding of the Hospitality House
A fundraising technique that is specific to this organization
Raise money
Can food drive
Winter coat drive
Clothing drive of any kind
Partner with local restaurants
Coin jars in local stores
Connect with sororities and fraternities who also are connected with helping the community
Help this organization while also learning about the techniques and tactics of fundraising
Get involved with the community and stay connected
M- Measurable
I would like to see us raise somewhere between $1,000-3,000
I feel this is a very doable goal with how large our group is and how popular the Hospitality House is
A- Attainable
Work as a team
Remain in constant communication with both team and Hospitality house
Meet with group regularly
Promote with social media and flyers around campus
Keep inline with the Hospitality House’s mission
I feel this goal is super realistic if we all work together and stay on track
Complete assignments in a timely manner
Constantly be brainstorming ideas for fundraising
Invite friends to any event that we are doing and ask for their donations
Even the smallest donations will help!!!
Get in contact with any other organizations and companies that will be willing to help!
R- Relevant
This fundraiser is worthwhile for all parties participating
Great experience and resume builder for students
Amazing for the organization that we are helping
Great way to get involved with the community
Also a learning experience for anyone who plans on working in a nonprofit in the future, or even plans on being on the board for one
Homelessness is a problem in Boone, so being able to help out in any way possible is super important to both the organization and the community as a whole
T- Timely
Fundraiser needs to be done within the next couple months
Staying on top of the work is super vital to this project
Work on the small assignments for the binder right away, like the personal bios, ect
Keep working towards to fundraiser every week to make sure that it runs smoothly
Keep the binder in mind and do not wait until the end of the semester to complete this
Keep working on weekly assignments and meet weekly with group to stay on track
Evaluation Criteria
Our team was required to adjust our goals and objectives due to the COVID-19 pandemic. Fortunately, we were still able to gain a better understanding of various fundraising tactics and help Hospitality House in our research of planned giving. Through our “Cookies For a Cause” campaign, our team was still able to raise money to help Hospitality House. Our team was able to learn much about fundraising while also helping Hospitality House raise money and raise awareness which aligns with our goals and objectives.
Hospitality House Research Plan
Topic: Planned Giving
General Research Question:
How can planned giving methods be most effectively utilized by Hospitality House of Northwest North Carolina to help achieve the organization’s goals?
Research Approach (Who will be writing? Who will be working on the presentation?):
We plan to break into two task forces, one that will focus on writing, and one that will focus on binder organization and building the final presentation. The entire team will meet weekly via Zoom in order to check-in and ensure that progress is being made.
Team members will be expected to contribute primarily to their set task force, but will also be expected to contribute to all tasks at hand as necessary. The writing task force will be Katie, Gabi, Andrew and Samuel. The presentation and binder task force will be Cole, Curt and Andrew. As team leader, Andrew will serve as a liaison between both teams. All team members will assist each other as necessary.
Scholarly Journal Articles (APA Style):
Ashton, D. (1987). Planned Giving Success Starts With Your Board. Nonprofit World, 5(6),
15–18.
Barrett, R. D., & Ware, M. E. (2002). Planned giving essentials: a step-by-step guide to success.
Gaithersburg: Aspen.
Beem, M. J., & Sargeant, A. (2017). Planned Giving. Fundraising Principles and Practice,
501-525.
Brown, D. W. (2004). What research tells us about planned giving. International Journal of
Nonprofit and Voluntary Sector Marketing, 9(1), 86-95.
Frazier, E. (2014). A Master of Planned Giving Shares His Secrets of Building Relationships.
Chronicle of Philanthropy, 26(16), B12–B21.
Jordan, R. R., & Quynn, K. L. (2002). Planned giving for small nonprofits. New York: Wiley.
Regenovich, D. (2003). Establishing a planned giving program. Rosso & Associates & E.
Tempel (Eds.) Achieving excellence in fundraising, 2, 139-158.
Rosen, M. J. (2011). Donor-centered planned gift marketing. Hoboken, NJ: John Wiley.
Weinstein, S., & Ross, S. (2000). Life and legacy planning: The evolving role of the planned
giving officer. New Directions for Philanthropic Fundraising, 2000(30), 55–68.
Work Timeline and Individual Responsibilities:
Week 1 (April 7):
Create a research plan. Each team member is expected to contribute at least one peer-reviewed source. Katie will complete the remainder of the research plan outline, Andrew will organize task forces and divide work. Everyone must sign up for one task force and commit to the completion of specific tasks.
The writing team will outline the paper. Binder/ Presentation team will focus on curating binder content.
Week 2 (April 14):
The writing team will focus on research and begin constructing a rough draft of the paper. Binder/ Presentation team will begin to refine binder content and finalize assembly of the binder.
Week 3 (April 21):
The writing team will edit and finalize the paper. Binder will be finalized. All team members will read the paper and binder for errors, and make corrections. Binder/ Presentation team will take the finalized paper and convert it into an easy to understand presentation.
Week 4 (April 28):
Entire team will complete and submit peer evaluations. Presentation slides will be assigned to each team member, and everyone will participate in presenting the team’s work.
Timeline:
1/28/2020
10:00-1:00 - Preparing for group meeting
7:00-7:30
Team meeting
Created team contract
Plan for meeting
Discussing fundraising ideas
Brainstorming
Creating team google doc folder for collaborative work
1/29/2020
12:00- 12:20
Meeting with Todd
concerning details of what Hospitality house’s fundraising event
Prepare for meeting
2/3/2020
3:00-4:15
Organizing group information and responsibilities for team meeting
5:00- 5:45 Team Meeting
Questions for Todd
Facebook Team/Instagram Teams
One main event & smaller more manageable events
Share night with a restaurant?
Short script for AMB or Speakeasy/Noble
Focus on Monetary donations and accept gifts-in-kind
Hospitality House Social Media team or head of?
Curt- talk to Lowe’s Manager
Sammuel- Write up professional business/ contract forms
2/4/2020
11:00-12:00
Andrew and Katie Met with Todd to discuss our plans for fundraising event
2/10/20
5:00pm-6:00pm Team Meeting
Curt- talk to Store Manager at Lowe’s or lower level manager
Katie will follow up with Speakeasy
Katie meeting with Alley Cat potentially
Curt- talk to fraternity- IFC meeting? (Wait for confirmation from Speakeasy)
SMART Goals collaboration
Door prizes for guests at the event?
Krispy Kreme fundraising donuts?
Tables, Chairs, etc.
Insomnia Cookies donation?
Create rough draft of social media posts
2/17/20
5:00pm - 6:00 pm
Went to hospitality house to meet with Todd
Brainstorm new ideas because flash tattoo idea didn’t work
Reach out to TApp to ask if we could hold an event there
Think of event ideas for a week of different events
2/24/20
5:00 - Tuesday
Team Meeting
Pitch Assignment
Narrowing down venues for daily events
Lost Province, Hatchet Coffee, Comeback Shack, Tapp (main event) App cookie co
Curt- Comeback Shack
Katie- Lost Province
Andrew- flyers/potential banner
Samuel- App Cookie Co event
3/2/20
5:00 - Monday
Team Meeting with Todd
App Cookie Co. event explained
Spreadsheet
Sign up for a specific task
Ask todd for relevant documents for binder
4/7/20 605
5:20 - Tuesday
Team zoom meeting with Dr. May
Discuss delegated tasks
Status of teams progress
Challenges encountered by team
Proposed next steps
Discuss our thesis topic for planned giving
4/10/20
Friday
Team Work day with meeting
Group worked on their designated tasks
Complete Introduction for paper
Rough draft for all sections of the paper
Work on binder (Team section, executive bio, timeline, research plan.)
Ask Todd for relevant documents
4/14/20
5:20 - Tuesday
Canceled Team zoom meeting with Dr. May
Discuss progress in individual tasks
Status of teams progress
Challenges encountered by team
Proposed next steps
4/18/20
8:00pm Group Zoom meeting
Discuss Progress
Writing group meeting
Editing paper and binder
Complete your own sections rough draft
4/20/20
Presentation Team:
Start fundraising audit
Update SWOT analysis
Format
Edit
4/21/20
Presentation Team:
Finish fundraising audit
Edit
Start forming outline for presentation of paper
Before starting presentations, we will brainstorm and organize the paper into sections and then briefly discuss various parts of the paper
5:20pm meeting with Dr. May
Discuss progress
Plan for final stretch of paper
Do zoom presentation with presentation group
Edit any remaining documents
Start Evaluation when paper is complete
4/25/20
Working on finishing binder.
Work on fundraising audit
Get all of the teams timelines on there
Make sure everything is according to the rubric
4/28/20
Turn in everything
Evaluations, final draft of the paper, and the presentation
Make sure all work is polished, organized and ready to be submitted
Research Paper
Introduction
Hospitality House of Northwest North Carolina is a non-profit crisis relief agency in North Carolina that uses the support of partner agencies and the community, to provide housing, nutrition, and a wide array of supportive programs and services. This helps ensure that the tenants who leave the facilities have the resources they need to become self-sufficient and productive. Hospitality House of Northwest North Carolina offers transitioning families a chance to rebuild their lives by providing a safe, nurturing, healthy environment in which individuals and families can regain control of their lives. In 1981, the Boone Coalition of Churches included six churches that came together and identified the need for a shelter. The churches banded together and offered temporary shelter to anyone in the community who needed it. Three years later in 1984, an anonymous donor bought a King Street property and gifted the building to the organization. Today, Hospitality House of Northwest North Carolina serves as the only 24-hour homeless shelter facility, outside of domestic violence facilities, for seven North Carolina mountain communities.
The organization’s mission is “to rebuild lives and strengthen the community by providing a safe, nurturing, healthy environment in which individuals and families experiencing homelessness and poverty-related crises are equipped to become self-sufficient and productive”. They do this through the numerous programs they offer that are based around feeding, housing and offering necessities to the community daily. Hospitality House of Northwest North Carolina offers numerous different housing opportunities that include emergency shelter, winter shelter, family housing, permanent supportive housing, scattered-site housing and rapid rehousing. All of these programs allow for the community to find both temporary and permanent housing options when they are in need. When it comes to serving the hungry, the organization has both a Bread of Life community kitchen and a Hunger Relief Food Pantry. Through these two programs and constant food donations, they can feed three meals a day to the community as well as offer a chance for people to come to the pantry and take what they need seven days a week. On top of these programs, the organization also offers public shower and laundry facilities that allow for the community to have a place to come and clean themselves and their clothes. They also offer job training opportunities that allow community members to try and get back on their feet and build a better life for themselves. They apply their seven values to each program they offer to ensure that they are doing everything possible for the community. These seven principles are Compassion for all, Respect for every individual's path, situation, and place in life, Dignity in action and example, Integrity of intent and behavior, Sustainability of life, community, and environment, Ownership of the mission, Initiative to be innovative, creative leaders in the community. Through these values, they have become an essential tool for the counties they serve.
Hospitality House of Northwest North Carolina strives to offer a haven for people who are experiencing homelessness to rebuild their lives and get back on their feet. They work with each person individually to treat any trauma they are dealing with and try to help them overcome any challenges they face. To do this, the organization pairs each guest with a service coordinator/ social worker. By doing this, the guest can better understand how they ended up in their situation and the steps needed to take to improve their livelihood. Since they relocated to their current building, they have had major success within their mission. The organization has proudly provided over 270,000 nights of shelter which is offered to community members from seven different counties. They also have served over a million meals from their community kitchen while 61,000 community members have benefited from the food pantry. This amount of success has led the organization to gain major attention within the community and increased the number of donations and volunteers they receive.
Organization Evaluation
Although Hospitality House of Northwest North Carolina has become a strong organization that has gained major achievements within the community, they also face numerous different challenges daily. Since the organization strives to serve seven different counties across Northwest North Carolina, they often don’t have the room they need to provide housing for the growing homelessness community. As an organization, they are extremely reliant on capital and constantly are needing to expand their facility. This can be extremely challenging in the way that they always seem to need more housing facilities which are not cheap or easy to locate. On top of needing more housing facilities, the organization is heavily reliant on volunteers. This is extremely common for non-profit organizations, but can also raise some problems when volunteer rates go down. However, without these volunteers, the organization is not able to complete their mission and help the community, so reaching out to people is a major aspect of gaining success for the organization. Hospitality House of Northwest North Carolina looks at these issues as challenges they need to overcome for the benefit of the community and their mission as an organization. They work as a team to make sure that they have all the supplies and resources they need to give back to people who are experiencing homelessness and hunger while also helping them to grow and rebuild their lives.
Research Process
Our research is focused on how planned giving methods can be most effectively utilized by Hospitality House of Northwest North Carolina to help achieve the organization’s goals. Through the analysis of several peer-reviewed articles, our team has come to several conclusions regarding how Hospitality House of Northwest North Carolina could most effectively employ planned giving tactics. As a team, we executed a review of literature that regards both the costs and benefits of planned giving, along with how it can be strategically implemented in a way that provides the maximum benefit to Hospitality House of Northwest North Carolina. Considering the organization’s size, reach, staff size, and resources, we carefully selected articles that held relevancy to a small, local non-profit that is well established in its community but lacks the resources of a larger organization that might have a dedicated planned giving officer, or national reach. We then proceeded to analyze this information, and ultimately have established several recommendations for Hospitality House of Northwest North Carolina which are in line with credible research regarding planned giving and are realistic for the organization.
Planned Giving
Planned giving is any major gift, made in a donor’s lifetime or at death as part of their overall financial and estate planning. These gifts include gifts of equity, life insurance, real estate, personal property, or cash. There are three types of planned gifts, outright gifts that use appreciated assets instead of cash, gifts that return income or other financial benefits to the donor in return for the contribution, and finally gifts payable upon the donor’s death. As society enters the “golden age of philanthropy” (p. 213), as described by Boston College scholars John J. Havens and Paul G. Scherrvish, planned giving has become an increasingly viable option for non-profit organizations and potential philanthropists (Worth, 2016). Key legislation such as the Tax Reform Act of 1969 and the Tax Reform Act of 1986 assisted in making planned giving more accessible and attractive to future donors by providing larger benefits to those who utilize various vehicles of planned giving (Worth, 2016). As this option for fundraising becomes more popular and attractive, many non-profit organizations have invested in the hiring of “gift planners” or “planned-giving officers” (p. 213) to secure larger planned gifts and to ensure a well-funded future for the operation of their organization. A strong understanding of the aforementioned three types of planned giving is crucial to the long-term financial sustainability of any organization.
Outright gifts are donations presently received by an organization from present donors with a current benefit to the organization (Worth, 2016). There are several methods to participate in giving an outright gift, including but not limited to: gifts of appreciated property, donor-advised funds, and charitable lead trusts (Worth, 2016). Gifts of the appreciated property include a donation of assets that has and will continue to increase in value. These gifts may involve stocks, real estate holdings, or other common equities. Gifts of appreciated property are especially incentivized as there is no capital gains tax on gifts of equity gifted directly to a non-profit (Worth, 2016). Another common form of outright gifts is donor-advised funds. Donor-advised funds are donations from funding intermediaries, including charities attached to commercial wealth management firms or community foundations. These gifts result in an income tax deduction for the donating public charity (Worth, 2016). Establishing a donor-advised fund is very similar to creating a foundation or managing a trust (p. 221). The final most common form of outright gifts is lead trusts. Lead trusts (p. 221) exist when a donor places an income-producing asset into their trustee- managed trust fund. The acquired income from the specified asset is then immediately donated to the partnered non-profit organization. The lead trust remains active until the trust is terminated or exists for only a specified number of years, commonly 20 years (Worth, 2016). The major benefit of outright gifts is that the non-profit receives the donation and potential financial support immediately rather than waiting until the donor has passed away, also resulting in the avoidance of an estate tax. Other benefits include avoiding a capital gains tax, and the ability for the donor to earn an immediate tax deduction as a result of the gift.
Expectancies, also known as testamentary gifts, are another common vehicle of planned giving (p. 222). These types of planned gifts result in a donation at the time of the donor’s death. The most common types of testamentary gifts include a bequest, a gift from retirement plans, and life insurance gifts (Worth, 2016). Gifts by simple bequest are perhaps the most common and widely known form of expectancy as it includes any donation specifically described and offered in the late donor’s written will. When considering requesting a bequeathed gift towards a non-profit, the nonprofit organization should provide the specific language they would prefer to ensure a successful and legally unquestionable bequest. Other forms of testamentary gifts include a gift from a retirement plan or IRA (p. 223). This form of gift is oftentimes much simpler than a standard bequest as it often requires little more than filling a form stating the organization or charity as the intended recipient of the assets left in the retirement account (Worth, 2016). This form of the donation does not require the same legal considerations of a will or bequeathed gift. Life insurance gifts represent a similar style of donation to an organization as the nonprofit or charity would receive the donation from the death benefit after the donor has died. These three forms of expectancies or testamentary gifts are very commonly known and should be pursued by planned-gift officers within any non-profit organization.
Deferred gifts represent a form of gift where the donor gives the money presently, but the benefitting organization does not receive the donation until the donor’s death (Worth, 2016). These forms of contributions are seen as partially outright gifts and partially testamentary gifts. Three common types of deferred gifts include charitable gift annuities, charitable remainder trusts, and the giving of a life estate (Worth, 2016). Charitable gift annuities are an agreed-upon contract between generally one or two donors and an organization where the donors make a financial gift to the non-profit, and the non-profit provides an income to the donor based on a percentage of the total anticipated gift the organization will receive after the donor has passed away (p. 224). To determine the rate of income that is awarded from the nonprofit back to the donors, it is important to consider recommendations from the American Council on Gift Annuities (Worth, 2016). This type of donation is also attractive to the donor as they receive a tax deduction on a portion of the anticipated gift. Another option for deferred giving is to include a charitable remainder trust (CRT) or unitrust in the process of facilitating a charitable gift annuity. To put it simply, in a CRT, a unitrust serves as a mediator between the donor and the nonprofit to assist in executing the charitable gift annuity. The donor provides the unitrust with assets, the unitrust then provides the income payment towards the donors (p.226). At the time of the donor’s death, the non-profit receives a full transfer of funds from the unitrust as a payment. The final most common form of a deferred gift is known as a life estate. In a life estate donation, the donor would fully donate either a personal residence or a vacation home to the nonprofit. The donor in return would receive a tax donation on a portion of the home’s market value. In these types of deferred gifts, it is crucial to be courteous and receptive to the donor's specifications and needs to ensure a healthy and long-lasting relationship between your organization and those wishing to become financially involved. Planned giving by means of deferred gifts, outright gifts, and expectancies exists as a vital source of financial support for nonprofit organizations.
Planned Giving at Hospitality House of Northwest North Carolina
With its efficacy and potential benefits in mind, it is clear that an understanding of planned giving is essential to maximizing the success of fundraising efforts in any nonprofit organization. However, it is also evident that planned giving is difficult to implement in smaller nonprofit organizations as it requires an abundance of time, commitment and resources that may not be readily available or able to be prioritized (Jordan and Quynn, 2002). In this lies the challenges that Hospitality House of Northwest North Carolina faces in implementing planned giving on a larger scale.
While Hospitality House of Northwest North Carolina is a very well established local nonprofit, the organization has a small staff and limited resources; most notably lacking a planned giving officer. While planned giving is certainly possible without a dedicated staff member who is trained in its particulars, it is far more challenging. Hospitality House of Northwest North Carolina does have a director of development, but individuals in this role are rarely practiced in planned giving, and quite often already have full workloads. Jordan and Quynn (2002) highlight the demanding but essential nature of planned giving.
“Planned giving requires careful analyses, commitment, and the support of several of the charity’s staff members, officers, and departments. Unlike outright gifts, planned gifts must be administered for years. Nevertheless, planned giving is one of the most effective ways for the nonprofit to raise needed financial resources.” (p. 7)
Despite potential obstacles, Hospitality House of Northwest North Carolina would benefit greatly from beginning an official planned giving program. Though a planned giving program would certainly be small at first, if proper measures are taken in a calculated and organized manner, a planned giving program would provide otherwise untapped funding to Hospitality House of Northwest North Carolina. Additionally, the establishment of a planned giving program as an option to donors can serve as a public relations opportunity for the organization. For Hospitality House of Northwest North Carolina to possess even the smallest planned giving program would reinforce a sense of the organization’s longevity and stature to potential donors and partners. Once established, as the organization would continue to expand and grow a planned giving program, this longevity would only be further bolstered.
Barrett and Ware, in Planned Giving Essentials: A Step by Step Guide to Success, outline the primary factors that must be addressed for an organization to move into a startup phase of creating a planned giving program, and ultimately a mature phase. In order to maximize the success of a new planned giving program, staffing, workload, training, gift options, and solicitation methods must all be considered thoroughly and early in the process. These considerations allow for phased growth of a planned giving program to occur at a sustainable and calculated pace (Barrett and Ware, 2002).
By the standards that are outlined by Barrett and Ware, Hospitality House of Northwest North Carolina is in a position to very successfully enter the startup phase of building a planned giving program. In order to do so, the organization should first look to its director of development. Should the director of development feel unable to take on the lead role in establishing a planned giving program, either as a result of a lack of training or a lack of time, Hospitality House of Northwest North Carolina should look into hiring a planned giving professional. Instead of accepting the onerous expense of adding a full-time staff member to the organizations team, a cost effective option is to hire a planned giving consultant to work alongside a staff member. Barrett and Ware propose this to be a sound option for not just starting a planned giving program, but also in order to plan for growth.
“The program can usually be handled on a part-time basis by a responsible staff member with the support of a specialist. With the knowledge gained by working with the specialist, the staff member will be a candidate for the planned giving officer position when the organization enters the mature phase of the program.” (p. 80)
This forethought would allow Hospitality House of Northwest North Carolina a smooth transition from the startup phase to the mature phase of their planned giving program. Additionally, considerations of what gift options to offer potential donors, and what solicitation methods to employ would also help ensure that the organization is able to strategically allocate resources towards the growth of the program.
Hospitality House of Northwest North Carolina should pay attention to scale and complexity when choosing what gift options to offer donors. It is beneficial to select a suite of options that are manageable for entry level planned giving on both the donor and the organization’s sides. By keeping these options simple, and presenting potential donors with their options up front, the complexities and nuances of tax and giving laws will be much more manageable to grasp. As the program grows, it is of course possible to expand and phase in more modes of planned giving. An example of one kind of planned giving that might work well for Hospitality House of Northwest North Carolina might be bequests as they require very little aside from asking donors to consider including the organization in their estate plans. Once a framework is established for handling planned giving of this nature, the organization might then choose to expand to offer lead trusts, gifts of life insurance, life income trusts, charitable gift annuities, and other forms of planned giving as it seems appropriate. Solicitation by mail is a simple way to begin this process, though the response rate can be low. Mailers can be used to direct potential donors to the organization’s website and to a telephone line where further communication can be conducted (Barrett and Ware, 2002). Staff should be trained in basic planned giving language so that everyone is equipped to speak with potential donors in an understandable way, and to then direct them properly in next steps and contacts.
Hospitality House of Northwest North Carolina should take the steps and concepts outlined in this section, and consider implementing them in the near future. This organization is a long standing local institution that, although limited in resources, is in a position where growth is possible. Developing a planned giving program is within reach and would allow for organizational growth in a way that no other strategic action could, ultimately furthering the organization’s mission.
Planned giving allows for an organization to gain large funds either over a period of time or in the future. It also allows for the donor to feel as if they are making a difference in the world with either their estate or overall financial standing. Hospitality House of Northwest North Carolina is a local nonprofit that is relatively small in size when compared to some of the larger organizations who work on a global scale. Due to this, they have not begun looking into planned giving in the ways that they should be. Planned giving has the ability to maximize the success of fundraising efforts in any nonprofit, especially smaller organizations. However, it is more difficult to implement in a smaller nonprofit due to the fact that it requires a great deal of time commitment, and resources. Hospitality House of Northwest North Carolina is extremely established in the local community, but doesn’t have a large staff and is lacking a planned giving officer. These factors could make it a little more difficult for them to create a solid planned giving program, but they should definitely consider doing it anyway due to how it would benefit the organization. A planned giving program would provide the organization with untapped funding, public relations opportunities for their donors and a sense of longevity and stature within the organization. Through this research, it is clear that Hospitality House of Northwest North Carolina is ready to enter the startup phase of building a planned giving program. There are numerous different methods of planned giving, but the one that will fit Hospitality House of Northwest North Carolina best is bequests. This is due to the fact that they require little work and attention aside from asking donors to consider including the organization in their estate plans. This allows for Hospitality House of Northwest North Carolina to gain funding through estate plans without having to put a substantial amount of resources towards planned giving. It is important to note that Hospitality House of Northwest North Carolina should pay close attention to the scale and complexity of different planned giving programs, in order to not exhaust their staff and resources. If the organization is able to find a planned giving program that is manageable for both the nonprofit and the donors, they will be able to increase their funding and connections to the community through this fundraising option.
Evaluation
Our team was able to learn much about Hospitality House and how it uses planned giving through this research project. We had the goal of answering one specific question through our research: how can planned giving methods be most effectively utilized by Hospitality House of Northwest North Carolina to help achieve the organization’s goals? We broke into two task forces to explore this question. One group worked on a research paper while the other compiled background details of Hospitality House for Northwest North Carolina’s fundraising and media trends. The research performed benefitted both us, as students, and Hospitality House as an organization.
First of all, our team was able to learn much from this research project. We built upon the knowledge that we received from our textbook, Fundraising: Principles and Practice, about the different types of planned gifts like outright planned gifts, expectancies, and deferred gifts by seeing how Hospitality House of Northwest North Carolina has benefited from these donations. Seeing these gifts in a much more tangible way through our partnership with Hospitality House offered a learning tool that not all classes and projects provide.In class we learned that many nonprofit leaders do not have a specific collegiate education in nonprofit management. This makes researching new trends very important to our future careers and the future of nonprofits as a whole. Diving into the subject of planned giving has provided us with an in depth study of the subject that will help us as we move on into our career paths.
Second, our team hopes that our research can help Hospitality House of Northwest North Carolina in many ways. Through this project, we were also able to study the organization in
depth and gain more of an understanding of how they do things. For example, we had the opportunity to provide feedback to Hospitality House on how they utilize media. Our team found that they showed great success in this field, but we found some critiques that could help. We were also able to provide feedback on how they fundraise as well as their approach to planned giving. Our team hopes that our research and study of Hospitality House can help the organization long-term.
The research performed benefitted both us, as students, and Hospitality House as an organization. Our group formed a relationship with the organization and with Development Director, Todd Carter. We are very thankful for the opportunity that we had to understand Hospitality House further through our research. Our team learned much about many topics including planned giving from Hospitality House and we hope that our research will also prove to be effective feedback to the organization.
Comments