Special Events: Building for the Future
by Reiko M. Kopelson
The current state of the economy, the proliferation of causes, accountability for dollars raised, and the sophistication of donors and fundraisers have all created an increasingly competitive market for funding. In this climate, non-profits find that they must constantly evaluate ways in which to meet the challenge; events are often one of the suggested solutions.
Whether or not your group has a regular event schedule, is considering having a first-time event to raise unrestricted funds or funds for a special project, events don’t just occur. They need to reflect the same care that is put into the rest of your fundraising strategy. Even a successful annual event needs to continue to adapt in order to maintain the energy that made it such a success in the first place.
Most organizations, large and small, will host at least one special event during the year. It may be an informal gathering of friends to create good will or a dinner for hundreds that raises millions of dollars. Nonetheless, proper planning and, once in a while, a bit of luck make the difference between success and failure. Regardless of the size of your group or scale of your project, the true philanthropic value of having a special events program can only be realized when it is an integral part of your master development plan.
The all-consuming need to manage multiple staff obligations and to juggle hectic schedules, makes it is easy to forget that all events take place within a larger context. The ultimate goal of every special event is to increase funding even if raising money is not a specifically stated goal. Executing an event can consume tremendous amounts of energy and time, yet at its best it enhances the resources of your organization and provides the foundation for raising future funds. It represents an opportunity to cultivate your relationship with those who know you and to introduce your mission to others. It can be a powerful tool to present the achievements of your programs to the public and to help your leadership become more effective members of the development team.
As a part of your fundraising strategy, it is a group effort. Keep in mind the basics. What is your fiscal calendar? Mind the schedule for board and direct mail solicitations, end of the year and capital campaigns, deadlines for grant applications. Examine the resources of your staff and leadership. A projection of intangible gains and losses is needed, as well as one for monetary income and expense. You want to build on past success rather than exhaust your staff and constituency creating something new every time.
Immediate financial goals are of the greatest importance but don’t neglect the benefits that last long after the fiscal year ends: a better educated board of trustees; major donor cultivation; corporate outreach; grass root activity; stewardship and prospect identification; branding and marketing of the mission. A special event can have exceptional results that reward you in all of these areas and more when it has been assigned a role and purpose within your strategic program.
Reiko M. Kopelson is Executive Vice President of Susan Ulin Associates Ltd., one of New York’s premier firms specializing in fundraising event management for not-for-profit agencies. Working with a wide range of clients, events managed by the firm generate a total of more than $30 million annually.
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