RESOURCE DEVELOPMENT- FUND-RAISING STRATEGIES

Resource Development - Fund-raising Strategies

Weatherspoon Art Museum Case Assignment Four
Doris Hill, Alexandra Mueller, Jennifer Patterson, Tania Rachkoskie, Casey Thomas
PSC 540 -01D: Nonprofit Management and Leadership
University of North Carolina Greensboro
October 26, 2014

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Introduction
Fund-raising is an intricate and delicate dance performed by talented professionals in
nonprofit organizations across the world. Fund-raising combines many different skills into one
comprehensive activity with the goal of bringing much needed financial resources into an
organization. Successful nonprofit fund-raising combines marketing, communications, and
relationship building in such a way that donors feel confident that their financial gifts will be
well managed and will meet the objectives of the nonprofits mission.
According to Worth (2014), donations to the arts comprise only about five percent of
overall giving each year. The goal of the Weatherspoon Art Museum is to develop a compelling
case that prompts donors to give their limited resources to them. To remain competitive in the
fierce arts competition of Greensboro and the Piedmont Triad, the Weatherspoon Art Museum
needs to provide donors and prospective donors with a compelling case. Developing a
compelling case for fund-raising hinges on the ability of the non-profit to, base its fund-raising
on identified priority needs related to achievement of its mission and rooted in a plan for its
future growth and improvement (Worth, 2014, p. 272).
The Weatherspoon Art Museum has had to supplement dwindling state resources and
funding with aggressive fund-raising activities. Unfortunately, a decrease in staff size from
previous years means that the staff is not nearly large enough to engage with the community in
the manner and scope that they would wish. As a result, the staff, particularly the director does
not have the time to be able to aggressively fund-raise. Worth (2014) points out that,
philanthropic gifts are made carefully and thoughtfully, often as the culmination of a longstanding relationship with an institution (p. 266). Lack of time might cause the staff to be
unable to efficiently and effectively cultivate those relationships with donors.

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The purpose of this report is to provide an analysis of the current fundraising activities of
the Weatherspoon Art Museum, develop a compelling case for future fund-raising efforts, and
identify the groups that make up the constituencies for the museum. Finally, we will provide
suggestions for future fund-raising campaigns that will assist the museum moving forward.
A case for support is a reason that a nonprofit organization deserves support, financial
and otherwise, to accomplish its mission. It answers the questions, Why should I give to this
organization? and Why is this cause more important than others that also ask for my support?
(Worth, 2014, p. 273). The Weatherspoon Art Museum exists to bring art to the masses because it
improves our quality of life, and they have been consistently delivering on that mission since
1941 (UNCG, n.d.).
The Weatherspoon Art Museum exists to acquire, preserve, exhibit, and interpret modern
and contemporary art for the benefit of multiple audiences, including university, community,
regional and beyond. (UNCG, n.d.). The mission states that these activities are in the service of
enrich[ing] the lives of diverse individuals by fostering an informed appreciation and
understanding of the visual arts and their relationship to the world in which we live (UNCG,
n.d.). Their mission statement speaks to their case for support, in saying that the Museum
improves society through enrichment and helping people to develop an understanding of the
visual arts.
A case for support for the Weatherspoon doesnt just need to support the need for an arts
museum that will enrich the publics lives through art, but needs to sell donors and other
supporters on the need for artspecifically contemporary art in the first place. Art adds
wonder to life, and removes us from the drudgery of the daily grind. It allows us to engage with
the lived experiences and imagination of people who have transformed their thoughts and

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feelings into art. Art does not just permit us to engage with the creativity of others, but feeds our
own creativity. In doing all of this, the Weatherspoon improves the quality of life in the
community, for visitors and for those who benefit from the creativity those who have visited
bring back into the world when they leave the Weatherspoon. In order to provide this opportunity
to everyone regardless of ability to pay, the Weatherspoon Art Museum is open to the public free
of charge. Instead of charging fees, the museum relies on public funds and privately raised funds
to keep its services available to all.
The Weatherspoon accomplishes this through providing exhibits, guided tours,
educational programming for children and university students, lectures and film discussions.
Annually, 32,000 visitors have their lives enriched through visiting the Weatherspoon Art
Museum, and art brings education to life through the university system for 24,000 students
annually (UNCG, n.d.). To support the Weatherspoon is to support the infusion of art, as well as
the creativity and quality of life improvements that come with it, being made accessible to all.
The Weatherspoon Art Museum has systems in place that drive and support their fundraising needs. The majority of the Weatherspoons fund-raising efforts stem from its Association.
The Weatherspoon Art Museum Association approaches fund-raising through its membership
program, individual giving, and special fundraising events (UNCG, n.d.). These efforts fund
acquisitions, exhibitions, marketing initiatives, public receptions, and other museum projects
(UNCG, n.d.). A specialized group of Association members make up the Development
Committee that works to identify sources of new funding. Committee members work to connect
prospective donors to key players at the Weatherspoon. Special events such as Art from the
Heart raised $25,000 for the Museum in 2014 (Doll, 2014). The majority of donations to the

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Weatherspoon come from Association members, board members, and people who are interested
in the arts and cultural environment in Greensboro (Doll, 2014).
According to the Museum Director, Nancy Doll, The Weatherspoon lacks the financial
resources needed to operate at an optimal level (Doll, 2014). According to Doll, the Museum
requires a minimum of $250,000 be raised annually to supplement funding received from UNCG
(Doll, 2014). Due to staff cutbacks, the museum staff has less time to pursue creative fundraising. Whats more, the Weatherspoon faces some steep competition when it comes to
acquiring grants and donations. Greenhill, The Arts Center, Triad Stage, and Arts Greensboro are
among those vying for the same funds (Doll, 2014). Additionally, competition exists even within
the University itself. Programs that are more centrally located on the Universitys campus
compete for the same funding and have more of a voice to pitch their case. This is, again,
because of Weatherspoons staff cutbacks, which prevent the Museum from having a dedicated
representative during UNCG financial decisions. A homeless shelter may not compete with
another for clients, but two such organizations may compete for gifts from local corporations,
foundations, and individuals (Worth, 2013, p. 267). The Weatherspoon has the burden of
competing for both patrons and funding. That is to say, The Weatherspoon Art Museum,
Greenhill, Center for North Carolina Art, and Triad Stage are not only competing for funding, but
also patrons.
While the Museum pursues grants and foundation funding, their status as being part of
the University often precludes them from consideration for competitive grants and funding. The
Institute of Museum and Library Services (IMLS) is a prime example of an otherwise perfectly
suited financial opportunity. IMLSs eligibility requirements exclude university museums,
however,

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Please note that a museum located within a parent organization that is a State or local
government or multipurpose not-for-profit entity, such as a municipality, university,
historical society, foundation, or cultural center, may apply on its own behalf if the
museum: (1) is able to independently fulfill all the eligibility requirements listed above;
(2) functions as a discrete unit within the parent organization; (3) has its own fully
segregated and itemized operating budget; and (4) has the authority to make the
application on its own. When any of the last three conditions cannot be met, a museum
may only apply through its parent organization (Institute of Museum and Library
Services, n.d.).
The Weatherspoon does not qualify for this grant due to the fact that it neither functions
independently nor does it have a distinct budget from the University. Competitive grants get all
the more competitive and sparse when a museum is under the umbrella of a parent organization
such as a University.
Overall, however, the Weatherspoon continues to pursue its mission despite financial
restraints. By maintaining the Museum Association, which focuses on the financial success of the
museum, the Weatherspoon increases its chances of survival. The Weatherspoon Art Museum
may find greater opportunity by exploring constituencies and creative fund-raising techniques.
The Weatherspoon Art Museum, like any organization, has constituencies (or interested
parties) that make it possible to raise the funds required and to present the programs offered by
the museum to the community. Some of these constituencies are natural, such as the constituency
of students, faculty and alumni of UNCG. Patrons of the arts, members of the museum and
attendees to museum events are also considered constituencies. Constituencies are made up of
people who need the services offered by the nonprofit organization, those who direct and provide

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those services, those who govern the organization and guide its course, and those who support
the cause advanced by the organization (Seiler, 2003).
The constituency model presented by Seiler is represented by a series of concentric
circles, which stand for the energy of an organization (Seiler, 2003, p. 42). The closer one is to
the center of the circle, the stronger the bond is to the organization and its mission. The
centermost area of the circles is filled with the core constituencies of the organization: the board,
the management team and the major donors (Seiler, 2003). These people have a vested interest in
the success of the organization and its programs. The board is responsible for maintaining the
public trust in the organization and sets the mission, policies and the vision of the nonprofit
organization (Seiler, 2003). At the Weatherspoon, board members organize special events to
fund-raise. Recent events spearheaded by the board have raised in excess of $40,000 (Doll,
2014). The management team is responsible for the implementation of the programs of the
organization that are intended to meet the needs identified in the mission. The major donors give
large financial gifts but also serve as useful advocates for the organization and its cause (Seiler,
2003, p. 43). At the Weatherspoon, the Association Board and the Foundation Board both serve
the functions of the core constituency. The senior management team led by Director Doll strives
to ensure that the programs that the museum offers the community serve the vision of the
Weatherspoon. Organizations often have a development director, another member of the senior
management team, to handle fundraising, but the Weatherspoon does not have anyone budgeted
for that position at the present time (Doll, 2014). Major donors give gifts of money as well as
art collections. They also have the connections to other people of means that may become major
donors as well.

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As the circles widen outward, the people in the second, and further circles have a weaker
bond to the organization than those in the core constituency. As the circles expand wider, the
bond to the organization weakens still more (Seiler, 2003).
The second level of the model is made up of the volunteers, paid staff, general donors,
members of the organization, clients, and others (Seiler, 2003). The Weatherspoons second level
consists of the volunteers such as the docents, interns and graduate students as well as the main
paid museum staff who are not on the senior management team. The people who make use of the
museum and view the programs and exhibits are in this circle.
The third circle is made up of people who once were involved with the organization on
some level, whether it be as a former board member, participant or donor. These people can be
important because, with the right communication, those with previous involvement may renew
their commitment to the cause. Such individuals may even find their way back into the core
group of supporters (Seiler, 2003).
The fourth circle consists of people who have similar interests, and may be interested in
helping the organization because of those interests. Often this group is not well known to the
organization, and does not know as much about the cause as those with a more vested interest.
According to Seiler (2003), this group is frequently approached with an strategy such as direct
mail in an effort to attract new donors. This group should not be ignored because of the
possibility of attracting people without previous involvement to the organization (Seiler, 2003).
The Weatherspoon is in the process of developing a new brochure to be sent out in an attempt to
attract new members for the museum. This direct mail campaign will be sent to a targeted
audience selected by the university to be possible donors to the museum (Doll, 2014).

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The last segment of the module is made up of the universe of the organization (Seiler,
2003). While these people may not have a great deal of direct involvement in the organization,
their giving potential is largely unknown to the organization. However, gifts from this circle may
be regular and long-lasting while being more modest in size than those of the major donors
(Seiler, 2003, p. 44).
Seiler (2003) adds that the people inhabiting these circles will move between them; their
involvement levels may change over time as core constituents move into a more peripheral role
and those from the outer levels come closer to being in the core group. This often happens when
new people become members of the board of directors after terms on the board expire. Young
people who have been involved as students may, as their fortunes change as their careers
progress, become more able to be contributors on a more substantial level. It is important that
fund-raising efforts radiate outward from the core, since the strongest commitment and energy
level exists in the core group. A fund-raising group with the core players such as board or
management team members on the outer circles rather than in the core is unlikely to be very
successful (Seiler, 2003). Committees at the Weatherspoon often include non-board members
with an interest in the museum; this is a tool used to identify potential board members of the
future (Doll, 2014).
Likely donors can be identified according to their LAI linkage, ability and interest
(Seiler, 2003). Linkage refers to contact, such as that personal contact made by major donors
with those in their peer group. Such networking is useful since a personal visit from a person
whom one knows is more likely to solicit a positive response than a piece of direct mail. Linkage
can be related to where people live, their professions and their emotional connection to the cause

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supported by the organization (Seiler, 2003). The private functions and special events hosted by
members of the board of the Weatherspoon are examples of making effective use of linkage.
Ability refers to the donors financial ability to contribute to the organization. This is
determined by research to identify those people most able to give. The peer relationship of those
in the core circle is also useful in deciding which people are most financially able to afford a gift
(Seiler, 2003). This research for the Weatherspoon is carried out by UNCG, and potential donors
are identified by these studies. It is important to have a targeted approach because the
Weatherspoon staff must make effective use of their time spent on fund-raising since the
organization is in competition with many others at the university and the community for
donations (Doll, 2014).
Seiler (2003) further adds that interest in the nonprofit and its mission is vital for the
fund-raising operation. If one is very interested in a cause, that person is more likely to become
involved than one who has less interest. Even though a person is very able to give to an
organization, they are unlikely to do so if they are not interested in the program (Seiler, 2003). It
is therefore imperative to get news out about the cause and what the organization is doing to
support that cause (Seiler, 2003). The Weatherspoon Art Museum maintains a website which
contains information about the organization and its projects. Conventional advertising is used to
a certain extent, and the museum has a Facebook page and a Twitter account to take advantage of
the exposure available on social media (Doll, 2014).
The Weatherspoon Art Museum is a rare gem in the UNCG and the Greensboro
communities. Its unique art collection allows for the identification of several constituents.
Association members, board members, patrons of the arts, members of the museum, program
attendees, and the students, faculty and staff at UNCG are the constituents. These groups

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support the Weatherspoon and are more likely to donate if the right methods are selected and
implemented at the right time.
There are many factors that must be taken into consideration when an organization is
deciding which programs and tools they will be utilizing when seeking donations from their
constituents.
According to Worth (2014), the method used must be appropriate to the level and
type of support that the organization needs, costs and benefits of the method selected
must be considered, an organization needs to consider what resources are available to it at
particular points in its organizational life cycle, and the organization should adopt the
solicitation method that is most likely to reach its target audience (p.276).
Based on recommendations from The Center on Philanthropy at Indiana University (2009), the
most successful techniques used for the arts are special events, direct mail, major gifts, and
planned giving. The Weatherspoon should also use the web, e-mail, and social networking.
Special events are a good way to connect with constituents and cultivate long lasting
relationships. Special events can be used to introduce an organization to new donors, generate
publicity for the organization, and raise money. Common types of special events include
dinners, auctions, fairs and festivals, lectures, benefit concerts and contests. Special events can
become annual events as people get excited about the events and the organization gains a loyal
following for particular events. The Weatherspoon is the perfect place to hold special events for
the local arts community because of its unique art collection and location on the UNCG campus.
Association and board members who already donate to the museum could speak at these events
and highlight the importance of supporting the Weatherspoon through donations. Special events

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can also be held specifically for the UNCG students, faculty, and staff to generate excitement
about the museum on campus.
Direct mail is an excellent tool to reach patrons of the arts who may not come into the
museum often. Direct mail is also a way to compete with other local art museums for funding.
Direct mail remains a popular method of soliciting gifts and provides something tangible- a
letter and/or a brochure- that an individual may retain and reread sometime after its receipt
(Worth, 2014, p. 275). The Weatherspoon could use direct mail as a way to educate people about
the organization and also provide them with the mission of the museum. Direct mail is also a
method that can be used to reach people who do not use the internet on a regular basis. The
retention rate of donors who make a first gift online is lower than for donors who make a first
gift through the mail (Worth, 2014, p. 278). Donors who make a first gift through the mail tend
to like the personalization of receiving correspondence from an organization through the mail
rather than an e-mail that can be quickly deleted or forgotten. The target group for direct mail
would be the middle aged to older arts community.
Major gifts and planned giving function in conjunction with each other. Many major
gifts today do involve the use of sophisticated financial instruments, and planned giving had
become a major subfield within the fund-raising profession (Worth, 2014, p.283). Common
planned giving vehicles are bequests, life insurance policies, charitable gift annuities, charitable
remainder trusts, lead trusts, life estates, and donor advised funds (Worth, 2014). Major gifts to
the Weatherspoon can be secured through the Association members, Board members, and people
personally invested in the Weatherspoon. UNCG alumni may also be interested in major gifts
and planned giving to the Weatherspoon because these gifts make a lasting impression on the
organization.

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The web, e-mail, and social networking are also tools that should be used by the
Weatherspoon in their fund-raising efforts. These tools do not require special fund-raising staff
as the Weatherspoon already has a website and social networking pages. These types of fundraising tools appeal to the connected generation of students, faculty, and program attendees.
These constituents are either already located on the UNCG campus or are visiting the museum,
therefore registering these people to receive e-mail alerts about events happening at the
Weatherspoon would be an easy task. E-mail solicitations offer many of the same advantages as
direct mail, but messages can be even more personalized, and costs can be very low (Worth,
2014, p. 277). A donation link could be created on the website to fund-raise for a special exhibit
or seek funds to bring more traveling exhibits to the Weatherspoon.
Seeking funding from foundations is an ideal next step for ongoing support of the
museum, as foundations are mandated, as a condition of their tax-exempt status (Worth, 2014,
p. 269) to give donations and grants. To that end, the Weatherspoon Art Museum should add a
grant writing position to the intern group. This grant writer would be able to spend time
researching foundation giving opportunities and then undertake the laborious process of applying
for the grants.
Should the Weatherspoon Art Museum seek to adopt a development mindset over a fundraising mindset, the process of supplementing the North Carolina budget allocation shortfalls
will be less stressful. By thinking about development as an on-going activity, and when
conducted by someone who is aware of the long-standing history of the museum and the
significance of the museum within the area and within the larger art community. According to
Worth (2014), development requires a broader understanding of the institution and its mission
as well as patience, judgment, and sensitivity in building relationships over the long haul (p.

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267). To that end, we would recommend that the Weatherspoon Art Museum recruit and hire a
full-time MPA graduate student. This student would be trained to handle some of the minutia
tasks that the current director has on her plate. The Museum should expect that this is a two-year
commitment. One year later, the museum would recruit and hire a second full-time MPA
graduate student. Intern number one trains Intern number two so that there are two sets of hands
working in year two and all years moving forward and this ensures continuity with the extra set
of hands. The addition of dependable workers who are gaining valuable nonprofit management
experience will serve to lighten the load of the Director allowing the Director to focus on fundraising activities.
Additionally, we believe that it would the best interests of the museum to create a full
time position to be responsible for institutional advancement. According to Worth (2014)
institutional advancement, encompasses not only fund-raising or development but also the
related activities of communications, marketing, and other programs for constituent relations (p.
267). It is, a long-term and broad-based program to build an organization or institution (p.
267).
According to Worth (2013), in a competitive philanthropic marketplace, they must make
the case for how support for its purposes will bring a greater benefit than a gift to another
organization or cause (p. 298). The Museum Association, in particular because of its focus on
fund-raising, should be armed with the tools to make the ask and present their case at any
moment. Because the philanthropic marketplace is becoming so competitive, it would be a wise
investment to train Association members on developing and delivering effective elevator
speeches. That is to say, teach the members to pitch the case of the Weatherspoon to a potential
supporter in a succinct, moving, and convincing way.

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There are many different potential fund-raising campaigns that the Weatherspoon Art
Museum might implement as they move forward. We have included some suggestions for
consideration.
Art-a-Thon
Most fraternities and sororities host fund-raisers and support any number of special causes. By
getting the UNCG students involved in a fund-raising campaign, the Weatherspoon could raise
money and cultivate future donor prospects. Current students who develop deep ties to the
museum could become valuable patrons when they enter the workforce. An Art-a-Thon might
include students paying a fee to be able to do some kind of fun art project all night long or it
could include students (individually or in groups) doing art for a certain number of hours and
receiving sponsorships to do so.
Facebook Donation Campaign
Utilizing the already existing Weatherspoon Art Museum Facebook page, connecting their
Facebook page with a third-party app like FundRazr (https://fundrazr.com/pages/facebookfundraising), would enable the museum to quickly alert the museums Facebook Likes to be
able to donate online. Sample Facebook ads have been created and can be viewed in Appendices
A and B.
Twitter Donation Campaign
Utilizing a unique and catchy Twitter hashtag, for example #WAMFUND, the Weatherspoon Art
Museum would be able to post sponsored ads, create fund-raising buzz, and drive traffic to
events at the museum (see Appendices A and B).
Online Donation Option

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Currently, there is no easily found method for donating online to the Weatherspoon Art Museum.
Interested parties can become members of the museum and once someone clicks on the online
membership form, there is an option to make an online donation. It would be beneficial for an
interested donor to be able to see a link that very clearly says, DONATE NOW. Additionally, an
easy to remember and clean URL such as weatherspoon.uncg.edu/donate is recommended (see
Appendix A).
Membership Drive
The Weatherspoon Museum could create a targeted membership campaign by e-mail and social
media. Focusing on soliciting new members from the graduate student and recent graduate
alumni pool, the museum could significantly increase its membership with local residents who
will have the kind of connection to the museum that Seiler (2003) pointed out was crucial to
successful fund-raising.
More than a Meal
Dinner parties as fund-raisers are nothing new but the Weatherspoon could take the idea of a
traditional dinner party and put a spin on it. The staff/volunteers at the Weatherspoon could dress
the part of some of their exhibits. They would dress in clothes from the time period and serve
food that was popular during that time. This could actually become an annual event if they were
able to drum up excitement for the event. A way to take this a step further and get the
community involved is to invite members of the community to come dressed up as well. This
would require prior marketing of the event but it could work and be a fun way to engage people
with the art. The cost of the dinner would be the donation to the museum.

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Play with Your Food (see Appendix C) is an example of such an event. The dinner and
showing might feature the work of an artist such as Hong Yi, a Malaysian artist known for her
work with food as medium and plates as canvas (Red Hong Yi, 2014).
Custom Art Keepsakes
The Weatherspoon offers many educational programs throughout the year. One way to raise
money and continue to engage students and their parents after they leave the museum is to
create and sell custom art keepsakes. The students could come for informal, themed art classes
and then their art can be turned into bookmarks, greeting cards, stationery, and t-shirts. The best
part about raising money by transferring student art onto different types of merchandise is that
these items can be created after you gauge demand for them, which means that you only have to
order as many items as you know you can sell. This is a low cost way to raise money and keep
people engaged with art and the museum.

The Weatherspoon Art Museum stands as a unique treasure within Greensboro

specifically and within the southeast region in general. By focusing on art of the contemporary
times, patrons are able to make immediate connections to the art in that they are seeing art of
their time. They do not need any historical context or additional explanations to help them to
appreciate the art that they are viewing. It is easy for a wide swath of society to feel an interest
and make a connection with the work broadly expanding who might be included in the
constituency circles discussed by Seiler (2003). By employing creative and innovative fundraising campaigns that combine social media and more traditional fund-raising methodologies,
the Weatherspoon can set the stage to raise the funds necessary to sustain their mission despite
continuing decreases in state funding.

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References
ConnectionPoint Systems Inc. (2014). Fundraising on Facebook. Retrieved from
https://fundrazr.com/pages/facebook-fundraising
Doll, N. (2014, September 24). Introduction to Weatherspoon. (C. Thomas, Interviewer)
Doll, N. (2014, October 6). Volunteer Management and Marketing. (C. Thomas, Interviewer)
Institute of Museum and Library Services (n.d.). Eligibility Requirements: Museums. Retrieved October
20, 2014, from http://www.imls.gov/applicants/museums.aspx
Red Hong Yi (2014). Red Hong Yi. Retrieved from http://www.redhongyi.com/
Seiler, T. L. (2003). Developing a Constituency for Fund Raising. In E. R. Tempel, Hank Rosso's
Achieving Excellence in Fund Raising (pp. 41-48). San Francisco, CA: Jossey-Bass.
The Center on Philanthropy at Indiana University. (December, 2009). Philanthropic Giving Index.
Retrieved October 22, 2014, from http://www.philanthropy.iupui.edu/
Twitter. (2014). Fundraising via Twitter. Retrieved from https://media.twitter.com/bestpractice/fundraising-via-twitter
UNCG. (n.d.). Museum Association. Retrieved October 20, 2014, from Weatherspoon Art Museum:
http://weatherspoon.uncg.edu/about/museum-association/
Worth, M. (2013). Nonprofit Management: Principles and Practice. (3rd ed.) [Google Book version].
Thousand Oaks, CA: Sage Publications.
Worth, M. (2014). Nonprofit Management: Principles and Practice. Thousand Oaks, California: Sage
Publications.

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Appendix A
Facebook Donation Campaign
Below are examples of a proposed Facebook advertisements that would link directly to a
page that allows for secure donation. A suggested URL is weatherspoon.uncg.edu/donate.

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Appendix B
General Donation Campaign
The sample ad below is designed for use on social media as an organic (unpaid)
promotional post. In addition, it is formatted to print as an 11 by 17 inch poster.

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Appendix C
More than a Meal
This is designed to function as a digital or print invitation for a More than a Meal Event.

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Note: This is a fictitious event and artist name. Please also note that the artwork shown is
royalty-free stock photography and is not the work of Hong Yi.

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