Why This Plan

Picture a mushroom. On the surface, it pokes its head out, does its work, and goes away. But under the surface all of these mushrooms are connected to each other and communicating with each other. The mushrooms that pop up are collaborative groups, seemingly unconnected. The network underneath is what we’re providing them. and by helping them grow we can have a massive impact.

This document outlines a repeatable system for popping up organizations, getting them to move large sums to efficient organizations. It is based heavily on the work of Ward and Pierce’s early 1900s YMCA campaigns, the Jewish Federations of the late 1800s, the board giving models of Hank Rosso, and the collaborative development work of folks like ICONIQ philanthropies.

Donors and charities are unable to easily mobilize their networks. This limits their impact on causes where their passion can drive real increased donations. That is the real power of the federation model. As a cause-agnostic and repeatable platform, this document creates the organizations that can become mini-movements. As an additional bonus, this model can help avoid duplicative efforts and inefficient gifts. A strong organization must also include a backbone of content experts guiding the investments efficiently.

The trick is this – the collaborative ideas must be donor-led, but the collaboration must be separate from donor ego.

On the Meetings

By framing this work around six simple meetings, we can do all of the back-end work without dampening our donors’ enthusiasm. We can accentuate that enthusiasm with expertise that guides them to the best paths forward.

Adjust the pacing and literal understanding of these meetings to your needs.

Pre-work

To effectively manage potential members and partners, start a file with their contact information, interests, university attended, biographical information, motivation for giving, financial capacity, and who recommended them. It is also helpful to track the last contact date and the next contact date, as well as assign each prospect to a staff person. The status of each prospect should be marked as 0 (prospect), 1 (we're interested in them), 2 (they're interested in us), 3 (asking), 4 (they will try to give), 5 (they will give), or 6 (donated). In addition to tracking potential members, build out a database on potential non-member partners, such as individual advisors to wealth, donor advising companies, peer networks, conferences, and corporations. To systematically build out this network, staff can call through current relationships to get suggestions for new ones, attend conferences where the wealthy and their advisors congregate, and attend fundraising events hosted by their current network. Nurturing these relationships with regular contact is also important.

1. Start a file on all potential members.
2. Include contact info, interests, university attended, biographical info, motivation for giving, financial capacity, and who recommended them.
3. Last contact date
4. Next contact date
5. Assign each prospect to a staff person
6. The status of each should be marked as 0-Prospect, 1-We’re interested in them, 2-They’re interested in us, 3-Asking, 4-They will try to give, 5-They will give, 6-Donated.
7. Build out a database on potential non-member partners. Individual advisors to wealth, Donor advising companies, Peer Networks, Conferences, Corporations
8. Staff builds the network out systematically. This means…Calling through current relationships to get suggestions on new ones, Attending conferences where the wealthy and their advisors congregate, Attending fundraising events hosted by your current network, Nurturing these relationships with regular contact.

Pre-Drive Meeting

By finding three champions of an idea, whether it be small (like a local DA's race) or large (like ending mass incarceration), staff can use this outreach opportunity to create a template that will be useful later. By following these steps and inviting the champions to co-host a 12 person dinner, promising no solicitations at the dinner, and sending invitations via text and email, it is possible to gauge interest in the topic and determine if a critical mass of attendees (about 6 people) are interested in moving forward with the project. If there is sufficient interest, staff should put six meetings on the calendar (one a month) to continue the project. If there is not enough interest, a thank you note should be sent for the dinner. By taking these actions, it is possible to effectively gauge interest and move forward with viable ideas.

1. Staff find three champions of an idea
2. Ideas can be small (a local DA’s race) or large (ending mass incarceration)
3. Use this outreach as an opportunity to create a template that will be useful later.
4. Why we’re doing this
5. Why it’s viable
6. Asking for a meeting
7. Upon securing 3 champions, invite them to co-host a 12 person dinner
8. Promise no solicitations at the dinner.
9. Text an invitation first
10. Next send an email invitation
11. Follow up via text/email 48hrs later. Don’t follow up more than 4x total.
12. One week before the dinner, send bios of each confirmed attendee.
13. Three days before the dinner, send a reminder with bios attached again.
14. The day of the dinner, send a reminder.
15. At the dinner, gauge interest in the topic from the members.
16. If a critical mass (~6) agrees to move forward, the project goes.
17. When this happens, put six meetings on the calendar (one a month)
18. If it doesn’t happen, send a thank you note for the dinner.
    

Before Each Meeting

By giving each meeting a specific subject and sending calendar and email invitations, as well as following up at 7 and 3 days before the meeting with an agenda, it is possible to effectively plan and prepare for meetings. By following up the morning of the meeting, it is possible to ensure that all attendees are aware of the meeting and are able to attend. By taking these actions, meetings can be organized and run smoothly, making them more productive and successful.

1. Give each meeting a specific subject (no recurring subjects)
2. Send a calendar invitation as well as an email invitation.
3. Follow up at 7 days
4. Follow up at 3 days with an agenda
5. Follow up the morning of the meeting
   

Meeting One

At the first meeting, focus on the details of the mission of the collaborative (the "why"), the requirements to join (the "who"), and the financial commitments of the members. Consider the invitation of donor lists to join, the method of giving (directly by donors or through an entity), the public nature of the entity, the measurable goals of success, the values to be reflected, and the date of group dissolution (as no group should be permanent). To kick off the group successfully, announce the first gift, which should come from one of the champions and represent at least 10% of the hoped-for total goal. By taking these actions, it is possible to establish a clear direction and purpose for the collaborative and set it up for success.

1. At meeting one, hone the finer details of
2. The mission of the collaborative (the “why”)
3. What should be the requirements to join (the “who”)
4. Members recommend other members
5. All members should be prepared to make some kind of financial commitment.
6. Optional barrier of a named financial commitment (either a pledge % or an amount).
7. Which donor lists we should invite to join
8. Whether money should be given directly by donors, or through an entity.
9. Whether this entity should be public.
10. What does success look like for us? (measurable)
11. What are the values we want to reflect
12. The date of the group dissolution. No group should be permanent.
13. Announce the first gift, which should be from one of the champions. It should represent at least 10% of the hoped-for total goal.
    

Between Meetings 1-2

Between meetings one and two, create materials for the group's use, including a graphics package, documents on how to join and how to give (including bank information for the entity if necessary), a deck, a prospectus (2 pages max), a strategy document, and a table of contents with an appendix citing research. These materials should outline the benefits of giving through the collaborative, the ways in which donors can maximize their impact, and the investment methodology, as well as provide deep dives into priority areas. After the first meeting, begin sending out a weekly newsletter with insider information that seems confidential, containing only the best and most necessary content. By taking these actions, it is possible to provide the group with the information and resources they need to be successful.

1. Between meetings one and two, create the following materials for the group’s use:
2. A graphics package
3. A document on how to join
4. A document on how to give (including bank info for the entity if necessary)
5. A deck
6. A prospectus (2 pages max)
7. A strategy document
8. Why to give through the collaborative
9. How donors can maximize impact
10. Our investment methodology
11. Deep dives into priority areas
12. A table of contents
13. An appendix citing research
14. After meeting one, begin sending out a weekly newsletter.
15. Make this plain text
16. Write only the best and most necessary content. If it’s not vital to know, don’t include it.
17. This should be insider information that is (or at least seems) confidential.
    

Meeting Two

At the second meeting, spend time together inviting people to the third meeting via texts and emails. Between meetings two and three, invite expert advisors and add their names to the materials. By taking these actions, it is possible to ensure that the third meeting is well-attended and supported by expert advisors, increasing its chances of success.

1. At meeting two, spend time together inviting those people to meeting three. Do this via texts and emails.
2. Between meetings two and three,
3. Invite expert advisors
4. Add the expert names to the materials.
   

Between Meetings 2-3

As new members decide to join, have them participate in a 15 minute onboarding call to learn about their motivations and interests and confirm their financial commitment and gift type (c3/c4). Confirm whether they are giving directly or through the group's funds (if applicable), and to request a logo or photograph and ask about anonymity. After the onboarding call, connect the new member with another member who has similar interests and schedule a follow-up call to map their connections and decide on a group of advisors or experts. By taking these actions, it is possible to effectively onboard new members and ensure that they are connected and supported within the group.

1. As new folks decide to join, have them sit for a 15min onboarding call.
2. On the call, learn about their motivations and interests.
3. Confirm their financial commitment
4. Confirm whether the gift is c3/c4
5. Confirm whether they are giving directly or through our funds (if applicable)
6. Directly after the onboarding call, connect them 1:1 to another member with similar interests.
7. Ask for logo or photograph
8. Ask about anonymity
9. Schedule a follow-up call to map their connections
10. Who they’d like to be introduced to
11. Decide on a group of advisors/experts
    

Meeting Three

At the third meeting,ask the group to listen to three experts who provide an overview of the total landscape. By working together with the expert advisors, the group can decide where in the total landscape there is the most opportunity for impact. By taking this action, it is possible for the group to make informed decisions about where to focus their efforts and resources in order to maximize their impact.

1. At meeting three,
2. The group listens to three experts who lay out the total landscape.
3. The group and expert advisors decide together where in the total landscape there is the most opportunity for impact.

Between Meetings 3-4

Staff and advisors should assemble a list of the best organizations in the chosen area of interest and create a communications strategy (if the group wants to be public). This should involve identifying spokespeople, target publications, and strategic amplifying organizations, as well as tying stories into broader national themes. To create a compelling narrative, Include details such as a character with a specific, clear desire, a problem and inner and outer conflict, a guide who understands the character's fear and offers a 3 step plan to achieve their desire, and a transformation from one state to another. The story should elicit emotion, present problems that seem insurmountable, have a clear and visible endpoint, and feature a hero who puts everything on the line to achieve their desire. In addition to creating a listserv and a Whatsapp group (or similar) for community members, add members of the community to these groups. By taking these actions, it is possible to effectively communicate with and engage the community.

1. Staff and advisors assemble a list of the best organizations in the chosen area of interest.
2. Create communications strategy (if the group wants to be public)
3. Identify spokespeople
4. Identify target publications list
5. Identify broader national themes that stories can tie into
6. Identify strategic amplifying organizations
7. Create narrative by finishing the details of this story:
8. A character (the donor, a sympathetic character) who wants to _____ (specific, clear)
9. With a problem
10. Outer conflict (society)
11. Inner conflict (personal)
12. Meets a guide (us)
13. Has empathy
14. Has authority
15. Who understands their fear
16. And gives them a 3 step plan
17. That calls them to action
18. That results in good things
19. That avoids bad things
20. Transforming the character from X to Y
21. The story should
22. Elicit emotion
23. Have problems that seem insurmountable
24. Have a compelling desire
25. Have a clear, concrete, visible endpoint to that desire
26. Have a hero who puts everything on the line to achieve that desire
27. Create a listserv and add members of the community
28. Create a Whatsapp group (or similar) and add members of the community
    

Meeting Four

At the fourth meeting, the list of groups is presented to the advisors and members, who work together to narrow down the list and decide which groups to give to. Once the final list is created, the expectation is set for everyone to invest in every group. Members also receive an opportunity to raise their hands and get individual advising. By taking these actions, it is possible to effectively narrow down the list of groups and make informed decisions about which groups to support.

1. At meeting four, the list of groups is presented.
2. Together, advisors and members work to narrow down the list, and decide which groups to give to.
3. Once the final list is created, the expectation should be set – everyone should invest in every group.
4. Members receive an opportunity to raise their hands and get individual advising.

Between Meetings 4-5

1. For those who raised their hands, they should get assigned an individual advisor who can work with them to build out a larger docket.

Meeting Five

1. At meeting five, donors decide how much money to dedicate to each of the groups.
2. That decision is then reported to the groups directly.

Between Meeting 5-6

1. Staff helps the member by seeking any necessary information. This means
2. Finding wiring info from the organizations
3. Finding a contact person at the organization for any issues
4. Alerting the organization to an incoming donation.
5. Staff should also help by chasing commitments.
6. 10 Days after the pledge, send a friendly reminder.
7. Then again in 7 days.
8. Again in 5 days.
9. And every 3 days after that until the task is completed.

Meeting Six

1. At meeting six,
2. Report on how the money was used.
3. Identify who will be the champions of the next groups.
4. Usually it’s the leaders who raised their hands and participated fully.
5. It takes at least three champions to start a new group.
6. The process should repeat itself, including a pre-drive meeting.
7. Identify the differentiators of the next groups. Some suggestions are:
8. Subsections of the main topic area
9. Local focus instead of broad docs by identifying key regions
10. Subsections of the group itself (women, university alum)
11. Ask for feedback
12. Ask for what changes members want to see next time
13. Ask for what went well
14. Disband the current group.
    

After the collaboration wraps up

1. Staff should maintain regular relationships with the former members.
2. Contact once a month to say hi.
3. Visiting in person once every six months.
4. Encouraging members to join the next collaboration when it’s available.
5. Updating the database as we learn more about them.
6. Staff sends a thank you gift
7. Something meaningful that represents their participation in the collaboration.
   

Staffing Requirements

1. Each collaboration should have one person staffing the community relationships. This includes onboarding and building relationships as well as donor research and database hygiene. This person will edit and send the newsletter.
2. Each collaboration should have one person assembling the necessary research to make effective decisions about organizations to fund. This person will also manage any advisors. This person will draft the content for the newsletter.
3. One person should manage those staff members, and maintain relationships with the members in between their collaboration groups. This person should also manage relationships with our partner advisors, alliances, conferences, etc.

Things to Avoid…

1. Soliciting gifts from non-members
2. Lazy advice. Advising should be rigorous and thoughtful.
3. Keeping groups around longer than absolutely necessary (err on the side of disbanding)
4. Promoting the your own interests or name
5. Compromising the anonymity of members who prefer to be anonymous
6. Taking credit for any gifts or moving any funds
7. Changing the mission of the collaboration in the middle of it (just start a new one)
8. Changing the membership requirements of a collaboration in the middle of it (just start a new one)
9. Inconsistent starts/stops of events. Make them start and stop the same way.
10. Inconsistent graphics. Use the same fonts and graphics packages for every communication.

Key Performance Indicators

1. Amount of money moved
2. % of members who joined a second group
3. Likelihood of a member to recommend
   

Ladder of Engagement

1. You (the prospect) are not engaged
2. You might hear about our work in the press
3. A friend invites you to an event
4. You get information about the event from staff
5. You attend the event and enjoy it
6. You schedule a meeting to learn more about the collaborative
7. You decide to join the collaborative
8. You get onboarded
9. You commit to the cause
10. You invite your friends
11. You raise your hand to get 1:1 advising
12. You double down on your commitment
13. You raise your hand to start your own collaboration