The Junior League of Austin's annual fundraising initiative, Austin Entertains, is a cornerstone of their mission-driven fundraising efforts and showcases women in the vibrant culinary scene of Austin while raising vital funds for Food In Tummies (FIT), a program dedicated to eliminating weekend hunger for children in the Austin community. This year Austin Entertains raised 33% more funds than the previous year, over $88,000 in total.   

 Austin Entertains is not just a culinary event; it’s a celebration of women’s empowerment and entrepreneurship in the culinary arts. By spotlighting top female chefs, bartenders, spirit purveyors, and industry leaders, Austin Entertains supports local businesses and provides a platform for aspiring women in the culinary field to thrive. In addition, funds raised from this event are used to grant fellowships to culinary artists to help them reach professional goals.    

With an increased attendance of 450 this year, including 200 VIP attendees, Austin Entertains built upon its past successes by engaging an even more diverse audience. The 2024 lineup had a wide range of types of cuisine and drinks, making for a unique and varied culinary experience, with offerings for vegan, vegetarian, pescatarian, and non-alcoholic palates. The Austin Entertains committee secured an additional 27 beverage sponsors from in-kind donations for the event, including alcoholic and non-alcoholic beverages. The committee procured nearly $79,000 worth of in-kind donations for the entire event. Congratulations to the Junior League of Austin!  

The Junior League of Charleston (JLC)  has leaned into their Centennial Year and had huge fund development success.  Their Centennial Celebration Event, A Night to Inspire, attracted over 500 attendees and included a live auction, silent auction, fund-a-cause, and two golden-ticket raffle pulls.  Their success was based on a few factors: thoughtful sponsorship levels to individuals and businesses brought in over $110,000, collaboration amongst past presidents to foster interest in the fund-a-cause resulted in over $50,000 raised on site; committee engagement with businesses raised over $40,000 of in-kind donations for our silent auction; and strategic marketing efforts from the JLC communications council fostered greater awareness for our event and for the JLC cause . The gross proceeds from the event topped $325,000 – a level not seen before by the Charleston League. 

But their success doesn’t stop there. The Junior League of Charleston introduced the 1923 Society, an initiative that engaged both new and lapsed donors.  

In total, the JLC raised over $200,000 (and counting) during their Centennial year which will be used furthering their mission of strengthening families in the greater Charleston area. Additionally, we are seeing increased participation in all levels of donors.   Congratulations to The Junior League of Charleston! 

In celebration of their 100th anniversary, The Junior League of Minneapolis revitalized The Clothesline Thrift Shop, their legacy fundraiser, contributing $32,000 to fuel key initiatives at two community non-profit organizations that began as JLM service projects. From 1950 – 2006, The Clothesline than $3.5 million in community aid while helping people across the city meet essential needs for clothing and household items at affordable prices.  JL Minneapolis reimagined the historic fundraiser as a three-day pop-up in September 2023 to kick off their 100th year celebration. Every cent raised went to two leading non-profit organizations that started as JLM service projects: The Greater Minneapolis Crisis Nursery and Free Arts.   

The Clothesline Pop-Up raised over $35,000 in three days.  JLM received approximately $150,000 in in-kind donations to offset expenses, including storage space, moving trucks and rent at Eden Prairie Mall.  Congratulations to the Junior League of Minneapolis!  

After hosing their Festival of Trees for many years, the Junior League of Lower Columbia had to get creative with how to continue this, their main source of funding, during a pandemic. In 2021, they pivoted to host a hybrid Festival of Trees, consisting of a week of community events and an in-person auction with the bidding portion conducted virtually.

This hybrid model, spearheaded by festival chairwoman Molly McNeal, was designed to meet both community partners and supporters where they were. The hybrid Festival of Trees maintained cherished traditions, but also established new traditions to enhance community.

Because of Molly and her team’s outstanding work ethic and dedication, the 2021 Festival of Trees grossed over $80,000, increased money given back to the community by 25%, and increased sponsorships by 53%, many of which were first time sponsors.

C3KC Fundraiser

When leaders of the Junior League of Kansas City evaluated its fundraising trendlines, it became increasingly clear that the organization needed to transform its fund development diversification strategy; one that would open doors to new funders, strategic partners, engage 21st century League members, advance the League mission, and - in the end- create a better Kansas City. This is how their C3KC Fundraiser, which represents civic, corporate and community sectors collaborating together for Kansas City came about. C3KC has ignited change both humble and extraordinary. A few of the impressive outcomes include inspiring a collaborative $5 million-dollar covid-relief community fund, kickstarting a social entrepreneur with new partners and financial support, motivating alliances across racial lines, creating job opportunities, and more.

When Fort Worth’s community looks for a supportive partner, a name brought up often is The Junior League of Fort Worth (JLFW). With a 90 year history of helping the city and Tarrant County, Texas, the League has shown that it is willing to put forth both people and financial needs for the good of others. Fund Development Council and its leaders through the years have helped to shape this interest, leading the way in fundraising initiatives and allowing for millions of dollars to be reinvested into the community at large. In 2019-2020 alone, the League proudly gave $490,000 in grants to selected community nonprofits, along with nearly $50,000 in smaller, separate community need grants.

In addition to supporting the community, JLFW fundraising efforts helps fulfill another part of the League’s mission: developing the potential of women. As an example, six years ago, the Junior League of Fort Worth identified a need to nurture, develop, support and encourage leaders within our organization. The League could not have imagined how successful the program would be in a relatively short amount of time. All Aboard has proven to be a wonderful training ground led by prominent League members, local community leaders, industry experts and outside experts. In the past three years alone, the JLFW has received more than 40 applications for each cohort, and the number is expected to grow.

To support the targeted causes that the JLFW commits to in the community, members dedicate themselves to balanced fundraising focused on long-term sustainability. The Fund Development program creates a healthy and balanced revenue for the League, with diverse audiences and sustainable implementation. Three fundraisers--Christmas in Cowtown Holiday Gift Market, Grand Entry Gala, and “Yell & Sell” Rodeo Program Sales--have steadily grown annually with members prioritizing fundraising work in order to give back via project investment at larger numbers year over year.

Christmas in Cowtown is the largest JLFW event, raising more than $730,000 through the efforts of over 100 committee members, 550 volunteer shift workers, and 260 carefully selected vendors. Held each October, this four-day Holiday Gift Market attracts upward of 15,000 guests to shop the Market and attend special events such as the Cocktails in Cowtown Preview Party and Making Spirits Bright Brunch and Private Shopping. The standard is raised each year through the strength of Market attendance, sponsor revenue and volunteer support. As an example of increasing strength, and through the efforts of many, the 2019 Market saw a 6% increase in attendance and a 42% increase in sponsor revenue.

Grand Entry Gala and Yell & Sell are part of a long-term partnership with the Fort Worth Stock Show & Rodeo, a unique western heritage collaboration that began 63 years ago. Grand Entry Gala is a dinner and dancing fundraiser where over 850 guests kick off rodeo season in Fort Worth. In just seven years, Grand Entry Gala has increased overall revenue and now generates over $250,000 in net income for JLFW. Also connected to the rodeo season, Yell & Sell is JLFW’s most public-facing fundraiser, where volunteers greet and sell souvenir programs to 1.2 million attendees of the 23-day Stock Show. Revenues for this initiative have grown consistently over the years, with 2019 net income up 86% vs. 2015, an increase of $24,000.

In addition to these three fundraisers, the JLFW relies on an Annual Fund to raise general and operational support. Through North Texas Giving Day, multiple pop-up shops, cohesive branded wearables and more, the JLFW generates ideas to cover League operations, member training and development. New in 2019-2020 is a 90th Anniversary Terrace Brick Project, connected to the Annual Fund, which allows members to receive an engraved brick on-site in recognition of their $90 or $200 donation. Examples like these demonstrate the power of visual storytelling, and how unique opportunities can enhance a fundraising campaign.

The impact of the JLFW Fund Development program is seen in surpassed goals and trackable impact with community organizations. In 2019-2020 alone, the League has been able to give away nearly $500,000 to 11 specific nonprofit projects, a 14% increase in one year and more than double the $233,000 given five years ago in 2014-2015. Three examples of outcomes achieved this year are:

The Mental Health & Suicide Prevention Project with Cook Children’s Health Care System, funding five new “Psych Safe” rooms to help the community have a high standard of behavioral health services care. 7,500 patients annually present at Cook in crisis due to either a psychotic episode or suicide attempt.

The Dignity Closet Project with Community Storehouse aims to help children improve basic hygiene so that their needs are met, and so they can pursue success in the classroom. More than 1,000 children are expected to be impacted by this program.

And the FOCUS (Families Offering Children Unfailing Success) for Mothers Project with NewDay Services for Children & Families providing support to mothers who are at risk of losing their children to substitute care or have lost their children and are attempting to get them returned to them. An anticipated 400 mothers will benefit from the 2019-2020 program.

The 2020 Honorable Mention in Fund Development goes to the Junior League of Austin, TX.

In 1972 the League’s Ways and Means Committee began looking for a long-term fundraising program that was different from the usual charity balls, style shows, tennis exhibitions, and family rodeos. The League held the first “A Christmas Affair” (ACA) in 1976. 44 years later, A Christmas Affair has become the “kickoff to the holiday season” in Austin.

ACA is 100% run by League volunteers. A committee of 80-90 women each put in over 100 hours during the 5-day event, and this does not include the many hours worked in planning and preparing for the event starting in January the year before. The ACA committee is made up of 18 subcommittees. These subcommittees work on specific areas of the event and are in charge of planning, strategizing, and managing their area. From Logistics and Finance, to Event Production and Raffles, the event is run entirely by the ACA committee.

While other League holiday markets have struggled, A Christmas Affair has remained a successful long-term fundraiser for the Junior League of Austin (JLA). ACA has consistently brought in net revenues of over $800,000 each year. The net revenue in 2018 was over $1 million. This revenue is used to support the mission of JLA by providing trained volunteer and financial support to 36 nonprofits, fund the League’s Signature programs CFK-Coats for Kids, FIT-Food in Tummies, and KICS-Kids in Cool Shoes, and fund the operating budget of the League to train and develop their 2,500 members.

The 2020 Favorable Mention in Fund Development goes to The Junior League of Birmingham.

With over 2,000 members giving 55,000 volunteer hours annually, and more than $1 million in direct funding for 39 community projects, the Junior League of Birmingham (JLB) wields an impressive impact. This wouldn’t be possible without the more than $800,000 raised annually by the JLB, almost 70% of which is raised through five fundraisers.

Because Leagues rely on fundraisers to support their mission, it is critical that they have a clear understanding of whether a fundraiser should continue or be retired in favor of more profitable endeavors. Leagues often perpetuate fundraising events long past peak efficacy, both because of emotional attachment and because “that’s the way it’s always been done.” Yet, evaluating fundraisers is challenging because of variability and subjectivity.

To address this problem the JLB developed a tool to objectively measure success and guide strategic decision-making. In 2017, the JLB’s Research & Development Committee created a Return on Investment (ROI) scorecard to evaluate all fundraisers (current and future) for data-driven decision-making as well as to more accurately communicate impact.

The scorecard’s purpose is to provide objective data that tracks and monitors trends in not only revenue and expenses, but also mission-related impact. Since then, this tool has become a resource not only for the JLB, but also for Leagues around the country, as the metrics used can be globally applied. Irrespective of size or dollars raised, all Leagues rely on their fundraisers to resource their mission, and this scorecard aids sustainability of Leagues’ impact around the world.

Inspired by a city view from an airplane window, the Junior League of Birmingham started a project to reflect their vision of a unified community. They created a five-year centennial fundraiser titled the Community of Lights. Their goal: to raise $1 million as a gift to the city of Birmingham in 2022. The funds will go to creating a home for the One Place Metro Alabama Family Justice Center, a collaborative initiative dedicated to improving the lives of domestic violence and sexual assault victims.

The Community of Lights has two objectives: to increase awareness and raise funds for the community. Birmingham’s approach has been to enlist a cross-section of the Birmingham community, independent of gender, sexual orientation, creed, ethnicity or status. They began by selecting 20 influential men and women to serve as Torchbearers for the Community of Lights. Each Torchbearer raises $10,000 and then passes their torch on to another member the following year. By 2021, the JLB will have 100 Torchbearers in total, thousands of new advocates and a substantial gift to the city they serve.

Within the first two years alone, the Community of Lights far exceeded the League’s goal raising $435,634 through 1,517 individual donors. That’s over 1,500 new advocates, supporters and friends of JLB, unifying their community in an unprecedented way, and in just two years they are almost halfway to building a new home for One Place Metro.

Congratulations Junior League of Birmingham for your fantastic work!

The 2019 Honorable Mention in Fund Development goes to The Junior League of Raleigh.

With their 88th birthday approaching, the Junior League of Raleigh wanted to celebrate their impactful legacy by fully realizing their fundraising potential. They would call their celebration the Day of Giving and their goal would be to raise $25,000 in 24 hours.

In order to achieve this, the League created an online giving platform and educated their members on the fundraiser’s goal. Months in advance, they recruited ambassadors, collected challenge gifts and spread the word through an extensive social media campaign. They partnered with a local college staff who had already carried out a successful Day of Giving program, and learned best practices to make the day a success. Tirelessly, they educated their community on their mission and the role the League serves in the community.

The League hosted other events like Member Appreciated drop-in breakfast, a League-wide food drive and a birthday bash. This kept their impact and importance at the forefront of the Raleigh community’s mind.

On March 13th, clad in t-shirts with “Celebrate Eighty-Eight” across the front, the Junior League of Raleigh held their event and celebrated their 88th birthday. Through the generous contribution of 253 donors they raised $42,402… in 24 hours!

Successful fundraising isn’t based on any one thing, but rather a holistic approach, making the most of internal resources from all sides. As a training organization, the Junior League of San Diego’s primary goal in establishing the Provisional Fund Development training was to give incoming members the skill set they need to run a fund development event from beginning to end.

This process involves working with many of the League’s other councils, including its marketing, finance and community councils to see how each dollar earned can impact the community in a positive way. The program is part of a nine-month initiative in which all of the League’s incoming members participate.

With a budget of $500 or less per event, small groups of Provisionals are asked to plan and execute new and creative stand-alone fundraisers. During this process they work with the League’s committees to host an event, and then utilize the funds to run a community impact project.

These fundraisers serve many purposes—including training new members, spreading the word to the community about the JLSD’s focus areas, incubating new fundraising events, raising funds, and facilitating additional community events.

Each of these events have generated $15,000-$20,000 each, and have allowed the JLSD to identify its fund development rock stars and cultivate a signature annual fundraiser.

Now in its tenth year, the Provisional Fund Development Training program has successfully brought to fruition over 25 individual fundraising events. This has enabled the League to raise significant funds for 25 different community projects while also helping it meet its strategic goals.

The Provisional Fund Development Training program has proven to be not only an excellent forum in which to provide a hands-on understanding of the ins and outs of planning a fundraising event, but a tremendous opportunity for Provisional members to create lasting friendships through teamwork and shared vision.

The Junior League of Long Beach, CA has partnered with LUNA Bar, makers of the Whole Nutrition Bar for Women, for the last six years, now going into its 7th year, to bring LUNAFEST, a traveling short film festival, to the Long Beach community. Programming consists of short films made by, for and about women and range from documentary and animation, to fictional comedy and drama, covering topics such as women’s health, motherhood, body image, aging, cultural diversity and breaking barriers.

This unique fundraiser was chosen by the JLLB because it aligns with its mission—highlighting current women’s issues, engaging the community in a meaningful way, and effectively supporting its community programs.

The success of each year’s event has been dependent on the training and commitment of League membership as a whole. In this way, League members are brought together in a fundraising effort of selling tickets, identifying key community donors and vendors, marketing the event, and improving confidence in public speaking. And through these tasks learn the specifics of event planning, donor management, public relations, customer service, membership recruitment, brand awareness and more.

The JLLB is the top most funds earner of all Junior League hosts of LUNAFEST and the number two funds earner for all 185 LUNAFEST events throughout the US and Canada.

Going into their 7th year of the partnership, the JLLB has earned almost $172,000 to date, while maintaining a low overhead. This has allowed them to generate a substantial profit directly funding their community outreach programs, becoming a self-sustaining benchmark that other Leagues can look to as an example of their own partnership goals and endeavors.

This year's Fund Development Award goes to the Junior League of Atlanta's Little Black Dress Initiative.

It’s no secret that fundraising – particularly new and innovative ways of raising money – is a hot topic for any Junior League.

It’s also no secret that great ideas have a way of spreading throughout the Association. The Little Black Dress Initiative is an award-winning program created by the Junior League of London. We love it when Leagues share their successes and Leagues across the Association make the programs their own – as did the Atlanta League.

So consider what the Junior League of Atlanta has done in only two years of its Little Black Dress Initiative, or LBDI, an advocacy campaign that seeks to raise community awareness on the very real issue of generational poverty in Georgia.

Last October – the second year of the program – 82 JLA members and other LBDI advocates wore the same black dress for five consecutive days to illustrate the effects poverty can have on a woman’s access to resources, her confidence and professional advancement opportunities. By wearing a button that read “Ask Me About My Dress,” advocates invited dialogue along colleagues, friends and strangers to raise awareness about generational poverty.

The results are in.

Total funds raised increased by 73%, including a 122% increase in giving from non-members. And the number of donations more than doubled, and the average donation size also increased. Which means that the LBDI campaign has proven to be a powerhouse fundraiser…with little overhead.

When The Junior League of Monmouth County was looking for a new fundraising event, it had ambitious goals.

First, let’s have an event that connects our fundraising with our mission and our community impact.

Second, let’s diversify our revenue sources.

Third, let’s use the visibility of the event to highlight the work done by other organizations in the nonprofit community.

And finally, let’s celebrate the power of voluntarism in the greater Monmouth community.

The result was JLMC’s Women Making a Difference Community Volunteer Award and luncheon.

The concept is simple…put a spotlight on the many contributions being made by women volunteers in Monmouth County while raising awareness of the importance of voluntarism.

In three years, JLMC has identified and promoted more than 20 non-profit organizations and put a spotlight on the work done by more than 45 volunteers. In doing so, JLMC has positioned itself as an organization uniquely focused on training civic leaders, promoting voluntarism, and creating lasting community impact. And, in just a short while, JLMC has tripled its revenue from the event.

Founded in 1925 by 12 forward-thinking women, The Junior League of Houston has built an exemplary record of charitable achievement. The League's reputation has been forged by its steadfast focus on service to and financial support of the community through trained volunteers.

Building off of the League's charitable and educational purpose as stated in the Bylaws, The Junior League of Houston, Inc. Community Endowment (JLH Community Endowment) was created. At the time, League leadership noted, "fundraising trends suggest that event fundraising may not be as successful in the future. Since some companies, individuals and foundations do not or are restricted from donating to events, the newly established foundation or endowment will be a vehicle in which they may give.”

The creation of the JLH Community Endowment stemmed from a recommendation in the 1998 – 2001 Strategic Plan that set forth the following goal: to maximize our effect on the community by increasing development opportunities. As stated in the report, “the new monies will allow us to maintain and continue to grow the community programs well into the future.” Income generated by this endowment will provide financial support in perpetuity for the organizations and agencies served by League volunteers as well as for programs the League initiates to address recognized community needs.

The plan to diversify the League’s fundraising sources led to the newest, and perhaps boldest, endeavor in its then 75-year history – launching a $10 million Community Endowment campaign in January 2000, as it celebrated the League’s 75th anniversary.

This year’s Honorable Mention for Fund Development goes to The Junior League of the Quad Cities for the I AM Strong 5K Mudventure Race.

The I AM Strong 5K Mudventure Race, a women’s-only event, was designed to build awareness of Junior League of the Quad Cities’ purpose, advance the mission of their I AM Initiative and raise funds for organizations that are supporting and empowering women in their community: I AM strong. I AM empowered. I AM willing to make a change.

The I AM Strong Race is the only race in the region that offers women an opportunity to bond and support one another through a fun, but physically challenging exercise while collaborating with area business to support local charities that positively impact the community by improving the lives of women and girls.

Since 2012, Junior League of the Quad Cities’ membership has increased by 85% and they've donated over $40,000 to area non-profits. Over 2000 race participants and volunteers who are not Junior League members have had the opportunity to bond and support one another. The race allowed JLQC to be named the “best Charitable/Community Service” in the Quad Cities in 2014 and 2015.

Junior League of the Quad Cities members trained to collaborate internally and externally to execute this large event through: securing over $80,000 in sponsorships; developing long-term donors; event planning and logistics; management of volunteers and vendors; developing and carrying out an extensive budget; and developing communication and marketing strategies.

To offset the burden felt by many members who traditionally bore the financial responsibility for fundraisers following the 2009 financial downturn, the Junior League of San Diego decided to reinvent its existing “Island DiVine” event. Held in La Jolla on the day of the Kentucky Derby, the now annual Junior League of San Diego Food and Wine Festival draws chefs from all over the area and features informational stations where attendees can discuss the League’s focus on youth aging out of foster care.

Leveraging media partnerships to increase pre-event exposure, League organizers also gave a greater role to corporate sponsors and partners via year-long contracts. They tackled membership fall-off and addressed inadequate brand awareness in the community.

Overall revenue has increased 61 percent; corporate sponsorships account for 32 percent of event revenue; 75 percent of ticket sales are to non-members and tickets now sell out prior to the event; and attendance has doubled. On other fronts, Provisional membership is up roughly 25 percent with a year-long waiting list; and media relationships have provided a platform for promoting League causes, namely the conference for transition-age youth stakeholders.

This year’s Honorable Mention for Fund Development goes to The Junior League of Philadelphia.

With the onset of its Centennial in 2011/2012, the League saw an opportunity to launch an aggressive fund development initiative consisting of its first-ever capital campaign, part of which would be used to renovate its new Headquarters. Following a feasibility study recommending a $1,000,000 goal for renovations, a Centennial Project, and a public relations plan, the Board approved a $1,000,000 capital campaign.

During a two-year “silent phase,” 14 Actives and Sustainers solicited prospects in person for gifts of $10,000 or more. With $1,175,000 raised and aware their capital needs were greater, the team entered a “public phase” in which every member was approached. When it closed in the spring of 2014, the campaign had raised more than $1,405,000, all of which came from individuals. Four percent originated outside the League.

Several tangible outcomes resulted from this work. Headquarters has been renovated and the Apple a Day Healthy Living Initiative, the League’s Centennial Project that focuses on access to and education about healthy food, has been funded. In addition, the League was able to invest in public relations and members have taken ownership of fund development, a benefit that lasts.

The Junior League of Washington’s “Tossed & Found” fundraising effort grabbed the 2014 Award for Fund Development. Homeless families, jobless military veterans and individuals in transition from shelters to new housing are among those who benefit from the sale’s deeply discounted clothing, toys, electronics and household goods—as well as community cash cards, gift cards subsidized by member donations, and a special Bag Day on which shoppers, for only $40, can stuff a bag with all the merchandise that will fit inside.

Begun humbly in 1993 at a rented civic center following the shuttering of JLW’s thrift shop, Tossed & Found is now the League’s largest and most lucrative fundraiser with operating costs of under $10,000, revenue of as much as $128,000, and thousands of volunteer hours. Proceeds are used to underwrite programming, grants and scholarships.

The Junior League of Evansville’s Rockin River City Ride won an Honorable Mention for Fund Development. Begun in 2012 and inspired by the city’s staggering obesity rating, it draws on a diversified funding stream; builds the League’s brand; cultivates community partnerships; and engages members in its success. Offering a wide variety of activities, the program not only convinced the mayor to declare a city-wide Bike Safety Day but it also qualified for a spot on the First Lady’s Let’s Move! website.

In two years, Rockin River City Ride has raised $225,000 in sponsorships, ticket sales, registrations, grants and in-kind services, and attracted more than 2,000 participants. Plus it has enabled the League to forge new ties in the community.

The Junior League of Macon won the 2013 JL Award for Fund Development for its spunk, drive, and fearlessness in reversing a dire financial decline.

Program Goal

In a difficult economic climate, the League needed to cultivate funding despite several troubling realties including a $90,000 drop in revenue from its key fundraiser; the decision by 50 households not to be featured on its kitchen tour; and an inability to release complete the new cookbook despite a five-year effort.

Program Description

After a hard look at everything that wasn’t working, the League pulled together a plan for a diversified fund development effort that included endowment income, an annual campaign, grants, and special events. Among their many novel ideas they solicited the husbands of past presidents for endowment gifts in their wives’ names; conducted personal interviews with current sponsors to determine which benefits they valued, and asked top past sponsors to re-commit. In addition they replaced three long-time fundraisers with new events in line with the League’s focus on literacy and listed endowment funders in its newsletter.

Evaluation

As a result the League secured $28,000 in grants from local foundations up from nothing the previous year. It raised twenty-six thousand dollars for its endowment fund, beating its goal of twenty-five thousand, and it recruited five new annual campaign sponsors who together accounted for a 26 percent increase in campaign revenue.

The Junior League of Birmingham won the 2013 Honorable Mention in Fund Development for its annual giving campaign known as President’s Society.

Program Goal

President’s Society is a low-cost, high-return program that offers membership to donors who give $1,000 or more and provides substantial funding to support the League’s mission.

Program Description

The League actively markets the benefits of membership to potential donors through newsletters and its website, spelling out what specific donation increments can buy for the community—$5,000 funds admission for 400 elementary students to the Botanical Gardens to learn about nature and $2,500 provides books to 66 preschoolers and their families, for example. In this high-touch program, patrons are acknowledged with what has become a must-attend event on the philanthropic circuit that takes place at a showcase-worthy house and with handwritten notecards and hand-signed letters from the Honorary Chair.

Evaluation

As of its fifteenth anniversary this year, the President’s Society has raised over $1.4 million which directly funds mission-based initiatives that improve the community. One of the most prestigious programs in Birmingham, President’s Society retains its donor base. Throughout its history, some 10 members have given for 10 years or more; 51 have given for between five and nine years; and 138 have donated for between two and four years. Along the way, the team has proven to be inventive as well, creating a level-giving initiative, reducing first-time requirements, and offering an installment plan.

The Junior League of Tampa’s annual campaign makes up about 55% of it annual fundraising effort, so a recession-induced drop of nearly $90,000 had an impact.

The challenging circumstances forced the League to revitalize its fundraising efforts with several new goals:

• To increase the amount of corporate donations to $50,000
• To maintain 100% participation of the 2009-2010 donors
• To raise participation by Active members to 50%
• To achieve 100% participation of the League’s executive committee and board of directors

To reach its goals, the League took several key steps:

• Training the people who actually ask for the money in the skill of solicitation
• Linking to amount of a funding request with a tangible goal in the community
• Supporting the campaign outreach team by upgrading the infrastructure, donation process and record-keeping system.
• Cultivating corporate donors and publicly acknowledging their support
• Making sure that major individual donors received extra benefits such as tickets to the holiday gift market and a new patron’s party
• Emphasizing the act of giving, rather than simply the size of the donation

Outcomes of the revitalization effort included total giving in 2010-2011 of  $204,000…$3,000 more than it had been in 2007-2008, before the recession hit.

Active participation was just over 64%, up 22% from the previous year. All 52 board members donated, and a third of the 32 committees achieved 100% member participation.

There were also nearly 600 donors, both members and business, up from 540 in the year before and up from 231 in the 2007-2008 year.

Back in its 2008-2009 year, The Junior League of Oklahoma City realized that donations to its annual campaign had been steadily declining for years, both in the amount of the gifts and the number of donors.

Research showed that many members and businesses who donated felt that their contribution was too small to have value, and many others were not able to donate at all because of the adverse economy.

The old solicitation model of a generic one-page letter sent to members, prospects and businesses lacked urgency and failed to articulate the League's value to the community.

In addition, the League had failed to build broader awareness of the capital campaign itself and of what the League planned to do with the money it raised.

The League reframed the campaign with a catch phrase for the 2009-2010 year: $20.10 N 2010. The pledge card also told potential donors what larger pledges could accomplish; $350 would support one month of the Knowledge Is Power program with the Oklahoma City Public Schools, one of the League’s 17 community literacy projects.

For the 2010-2011 year, the League chose the theme…MPact Lives, Give $25. The League created an MPact Club for members who donated $300 or more, which granted them special perks like preferred seating at GMMs and tickets to the League’s Mistletoe Market and other fundraisers.

This year's campaign, Impact Lives, is already showing results.

Program Goal

The goal of The Junior League of St. Louis's Cinnamon Rolls Fundraiser is to revitalize a traditional project with a strong sense of JLSL history and provide a reliable source of funds.

Program Description

JLSL Cinnamon Rolls is a fundraiser originally developed by a dedicated group of Sustainers back in the 1940s.  In 1968 the League boasted a full service kitchen with paid kitchen staff dedicated to the production of the rolls.  After the League downsized in 2004 the League stopped production of the beloved cinnamon roll.  Eventually a group of dedicated members aimed to return the rolls as a source of revenue.  During this very challenging time in the League’s history, the Cinnamon Rolls provided valuable revenue at a crucial juncture.  The stable funds helped the League to weather the storm and implement necessary operational changes to move to a stable future.

Demand for the rolls increased. The Olin Business School at Washington University  conducted a study of their operation. It determined that the demand for the rolls had outpaced the production capacity of JLSL volunteers. The League was not able to make enough rolls to meet demand. If the fund raiser was to continue to grow, the use of an outside production source was necessary. Demand had outstripped the League’s capacity to produce the rolls. So far about one third of the production is handled by an outside bakery.  There are eleven vendors selling the rolls. During the peak holiday season about a third of the production is handled by an outside bakery.

Results/Outcomes

One outcome is that Provisionals, Active and Sustainers have worked together on this project and helped build a common sense of purpose. Aside from the baking shifts, members work together on marketing the rolls to the greater Saint Louis community and overseeing the operations of the endeavor. Friendships have developed and a sense of camaraderie was achieved.

The rolls provided a consistent source of revenue with eleven vendors selling the rolls throughout Saint Louis. These outside sales represented 75% of total revenue. The sale of the rolls, generated about $24,000 each year, and has grown to over $41,000 in 2010.

Evaluation

JLSL tracks revenue and expenses on a monthly basis. In 2008, revenue was about $23,000 and by 2010 grew to over $40,000.  During that same time period expenses were about $5,800 and grew slightly to $6,100.

Program Goal

The goal of Trinkets to Treasures is to create a learning opportunity for Provisionals by giving them the responsibility to organize and operate an important League fundraiser.

Program Description

Now 22 years old, Trinkets to Treasures is a rummage sale that raises funds to support The Junior League of Collin County’s community projects while providing a service to partner community agencies.  Each year members donates new and used high quality merchandise for sale at a reasonable price.  The used and new merchandise include computers, appliances, clothes, toys, furniture, books and linens.

Local businesses and individuals donate shopping certificates in increments of $25 to several Collin County agencies.  These agencies then distribute the certificates to families in need who purchase items at Trinkets and Treasures.  Since the Program’s inception over 350 shopping certificates were distributed and proceeds have helped 14 community projects.  This is a low cost program that provides families in need direct assistance.

Trinkets to Treasures helps create community impact by partnering with local agencies.  For example, it partners with Big Brothers/Big Sisters, Children’s Advocacy Outreach, CITY House and other agencies to connect families in need with basic merchandise donated to this fundraiser.

The event also offered free health and safety information which included blood pressure and dental screenings, mini eye exams and screening from the Baylor Mammography Mobile unit.  Trinkets to Treasures has earned a county wide reputation as an exceptional event where families in need are served.

These Provisional members plan and execute this event while being mentored by an Active member who serves as the committee chair. Provisional have an opportunity to build skills through managing a multifaceted initiative.

Results/Outcomes

For the past two plus decades, Trinkets to Treasures generated financial resources that enable the League to pursue its community impact agenda.  Over the life of the program to date, Trinkets has raised over $310,000.  On average the event raises $25,000 to $35,000 annually which supports many local community agencies.

As a result of Trinkets to Treasures the League is positioned as a reliable community partner to serve families in need by collaborating with local agencies.  Also the program serves as an excellent vehicle to involve and cement the Provisional members to the League and to its mission.

Evaluation

The League tracks the amount of funds raised and the number of certificates distributed and used.

Program Goal

The goal of the Building Opportunities Campaign is to establish a capital campaign for the new Junior League of Baltimore headquarters. The headquarters is multipurpose facility that can accommodate the thrift store, office space, meeting rooms and space for community use.

Program Description

Recognizing the need for a permanent facility for its The Wise Penny Thrift Store, which provides 40 percent of its annual budget, the League spearheaded the Building Opportunities Campaign, a $1.1 million capital campaign that is the largest capital project in the Govans section of Baltimore in the last decade. The Govans section is in the poorer part of town and where many of the League’s community projects are located. In addition to the thrift shop, the new facility includes office space, meeting rooms, and training facilities that collectively respond to a previously unmet need for a safe gathering place within the community.

The League engaged members throughout the process—enlisting them to cultivate donors, write grant applications, and manage construction, among other activities. Members testified at public hearings at the State Capitol, advocated for bills at public hearings, and tapped new government sources.

Results/Outcomes

In its 95+ years in operation, the Junior League of Baltimore had never undertaken a capital campaign. The League set up a Building Opportunities Committee to develop a plan and began a diversified solicitation process. The committee secured $200K of pledges from the Board, Past Presidents, and other leaders. They hosted cocktail parties, pre-GMM gatherings, made personal asks and hosted hard hat tours to solicit donors. They obtained over $400K from individuals.

The League was successful at identifying and securing public funding from a state bond bill for capital projects with dedicated matching funds. League members experienced calling elected representatives, letter writing, meeting with delegates and attending public hearings. Many League members gained the experience of advocating for public funds and successfully working the process. One additional result of this successful campaign is the League now has sufficient space in its headquarters for its membership and other meetings.

Evaluation

The League was able to raise over a million dollars and implement their capital campaign. Over $500,000 was raised from individual members.

Program Goal

The Junior League of Salt Lake City realized it was dependent on a single annual gala as its primary fundraiser and communications vehicle. The gala was increasingly perceived as requiring a lot of effort but delivering a very low financial return. The goals were to move toward a fund development strategy and to provide a robust connection to community priorities.

Program Description

The League successfully redesigned their annual gala from being a stand alone event to being one part of a fund development strategy. It endeavored to move from an event-based model to a fund-development model. This involved the cultivation of relationships with donors and prospective donors, local government officials and non-profit community groups, and built public awareness for its community programs. In the process, the League re-engineered its Community Advisory Board (CAB), enlisted corporate partners, community leaders and foundations to collaborate on community priorities. The connection between fund raising and community projects was strengthened. Members and many in the community developed a clearer identification of League’s mission impacting the community.

Results/Outcomes

The League created a Gifts and Community Outreach Committee and increased member satisfaction by reducing volunteer time requirements. The old gala required 1,900 volunteer hours and obtained net revenue of $35,000. The Major Gifts Committee required about 600 hours and raised $185,000. The number of hours was decreased threefold coupled with a significant increase in funds raised.

The new funds raised came from a more diversified fundraising strategy. The result is a significant increase of funds - 17 percent between 2005 and 2009. The new annual gala nearly doubled its revenue; more than $60,000 was secured through grants which demonstrated funds from a more diversified funding base. The League has taken a huge step away from event based fund raising and moved toward a new model.

Evaluation

The League tracked all new gifts solicited. Each CAB member is to provide $5k of funding or in-kind donations for League community projects and their commitment was tracked.

Program Goal

Founded in 1951, the Bargain Box is the Junior League of Raleigh's longest-running fundraiser. The store offers affordable, high-quality, secondhand clothing, toys and household items. With strong sales and profit margins, it remains a steady and growing source of income for the League’s community fund. Over its 57-year history, the Bargain Box has contributed more than $1.2 million of the $4.5 million that the League has donated to the community.

Program Description

Now at its third and largest location, the Bargain Box has six employees and serves as a placement for more than 60 League members each year. The clothing and other items resold in the store are donated by League members and local retailers, and there is an annual merchandise-donation event co-sponsored with SteinMart. The business now includes an eBay store (launched in 2006) and "Bargain Bucks," vouchers and grants made available to nonprofit partner agencies.

The store has remained profitable due to the League’s attention to significant market and operations factors: The store is overseen by a committee Co-Captain, who occupies the position for two years after serving for one year as Assistant Co-Captain. She, therefore, is involved in planning and operation of the store for three years. This continuity of leadership enhances the training and placement experience of members, and supports the development of short- and long-term community-related goals.

Results/Outcomes

Sales and profits have increased steadily. In 2007-08, sales exceeded $480,000 with a profit of $144,000. There also has been a steady increase in the value of Bargain Bucks donated to community partners, from $23,000 in 2005-06 to $31,000 in 2007-08.

Evaluation

With the Bargain Box, the League has developed and implemented a model that requires leaders to plan and implement strategically in order to safeguard the effectiveness of the enterprise.

Impact

The League was inducted into the Raleigh Hall of Fame in 2006 and honored as a “community-oriented tradition” due in large part to the many community initiatives that were underwritten by the profits of the Bargain Box. The store remains one of the League’s most popular placements. It has prepared women for leadership both inside and outside the League, and, as the largest sustained source of funds, has enabled the League to continue to be a significant benefactor to the residents of Raleigh.

Program Goal

What began 45 years ago as a small arts gathering, has evolved into a respected juried show of high-quality art in many media, attracting over 50,000 people each year. The Junior League of Clearwater-Dunedin’s Art Harvest brings together more than 200 artists from around the world. It also showcases the art of local school children and provides hands-on experiences for them. Initially operated as a community project, Art Harvest was transformed in to a fundraiser in 2004 when the League recognized the potential of the event to earn income, establish sustainable corporate relationships and sponsorships, train members in event management, and provide an enjoyable volunteer opportunity.

Program Description

Art Harvest reflects the League’s focus on arts and culture. The event is located in Dunedin’s Highlander Park, near the Fine Art Center, and is managed by a committee in coordination with the local arts community. Members learn how to plan and run a large-scale community fundraising event. The highly-organized committee structure assigns responsibilities ranging from artist coordination to logistics to the Children’s Art Tent, which is a project of the Provisional class.

In keeping with the League’s 45-year tradition of exposing the community to the arts, there is no entrance fee. Income streams include fees for vendor booths, artists’ applications and parking; revenue from retail merchandise and food; a multi-level patron program; and corporate sponsorships. Two recent changes are the introduction of a package that offers flexibility to corporate and individual sponsors, and a private Patron Party for major sponsors and donors.

Results/Outcomes

For the past four years, Art Harvest has exceeded the annual financial goals set by its committee and provided over $256,000 to the League. In 2007, the event earned over $80,000 for commitments that included grants to the Dunedin Fine Art Center and the David L. Mason Children’s Art Museum. Long-term relationships were established with Publix Super Markets, Synovus Bank, Tampa Bay Magazine and the St. Petersburg Times, companies that also support other League events.

Evaluation

The sustained profitability of the event is indicated by income that exceeds projections each year, and by the growing number of artistic offerings and activities. This has demonstrated to the League the wisdom of investing its resources into transforming the event into a fundraiser.

Impact

Art Harvest has become a major economic event in the area and has had a substantial and lasting cultural and economic impact on the community and the League. According to a national study on the economic impact on the arts, the event creates $928,400 ($32.21 per person) in direct, event-related spending in the Clearwater-Dunedin community. Spending by attendees supports 31 full-time equivalent jobs, and the event provides fundraising opportunities for other nonprofits that assist the League. For example, the Dunedin Rotary Club coordinates parking and collects parking fees and, in exchange, receives a share of the parking revenues; and the Dunedin Fine Art Center, located nearby, experiences it highest attendance and revenues on Art Harvest weekend.

Because of the mix of volunteering and fun, the Art Harvest committee is the League’s most popular placement.

Program Goal

The Junior League of Houston rose to the challenge of transforming its fundraising operations to meet demands by its donors for innovative funding requests and to raise more money for its work in the community. The answer was the Community Partners Program, a major-gift initiative.

Program Description

In 2004-2005, the League launched a Development Research Committee to investigate how to revolutionize the fundraising process by creating a personalized and flexible major gifts program. Information was collected on fundraising trends and the major gift programs of other Leagues, and input was sought from members of the Houston League and development professionals. The League determined that donors: wanted to invest in issues and make a direct impact on the community; sought transformational giving in which they formed a relationship with the recipient organizations; and desired, eventually, to become advocates and promoters of organizations that practiced effective stewardship of their financial resources. Corporations were turning away from event support, seeking to have their contributions go directly in to the community, yet they still wanted to position their brands before League members.

The Community Partners Program was launched in 2005-2006 with a marketing campaign that included newspaper advertisements and a feature article in a local magazine, as well as extensive in-League promotion. It targeted a list of 10 donors that had either a giving history with the League or a close relationship with members. The goal was to obtain from each partner a gift of $20,000 or more, based on customized solicitation strategies and donor benefits.

Results/Outcomes

Seven donors provided support under the program in 2005-2006, each contributing at least $20,000 for a total of $155,000. Five of the seven donors were new or current contributors who had increased their gifts. The following year, $177,000 was raised from eight donors and, in 2007-2008, $195,000 from nine donors, among them three new supporters.

Evaluation

The League measured progress in several ways. It compared the goal and program budget to the amount raised, measured the differentials between new and returning partners, tracked whether partners were lost or gained each year, and calculated whether donations had increased overall and, within that, whether the partners who stayed in the program increased their pledges.

Impact

The Community Partners Program enabled the League to deepen its relationship with major donors throughout the community. The League has become more flexible in its relationship with funders, moving away from transactional fundraising to the establishment of mutually beneficial partnerships. For example, while a corporate funder that had terminated its event support provided a larger gift to one of the League's education programs, several other donors gave unrestricted gifts "in honor of" specific League projects. The League is moving forward cautiously to safeguard the consistency and adaptability of the program, and so has limited the number of partnerships in order to maintain the value to donors of being designated a "community partner." Equally significant, the program has inspired League members to give to and engage in the organization at a higher level.

Program Goal

The Junior League of San Jose's Endowment Fund was established in 1992. By 2005, the Fund had increased by 60 percent, but, as the rate of growth slowed, the League decided that a strategy was needed to increase the Fund, with a target of $1 million by 2010. This would strengthen the League financially and boost its ability to weather future economic fluctuations.

Program Description

A task force of Actives and Sustainers determined the best approach to improving the Fund's performance would be to establish an Endowment Fund Advisory Board. The Advisory Board began operating in 2005 with the approval of the League's Board of Directors. The intent was that the Advisory Board would handle day-to-day management of the Fund, making recommendations to the Board of Directors. The Advisory Board met with the Junior League of Palo Alto-Mid Peninsula to gather information on the composition and activities of endowment fund advisory boards, and consulted several other Leagues of similar size whose funds had demonstrated continual growth: Cincinnati, Denver, Houston, Boca Raton, San Francisco and Charlotte. Information on planned giving was obtained from Stanford University, the University of California at Santa Barbara, Catholic Charities and the San Jose League itself.

The Advisory Board focused on the marketing and growth of the Fund. It reviewed the investments, the number and types of gifts made to the Fund, ways of giving, drawdown policy and practice, donor recognition and the Fund's connection to the League's 40th anniversary celebration. A strategic plan was created with the Program Goal of strengthening the Fund by increasing the principal through contributions and return on investments. A portion of the income would be distributed annually to the League's community program. Investment guidelines and distribution guidelines and formulas were developed in consultation with the League's investment advisor, resulting in an Asset Allocation Model that was approved by the Board of Directors.

A fundraising goal of $100,000 was set for 2006-2007 in a "40 for 40" matching gift campaign that commemorated the League's 40th anniversary and targeted League members as well as prospective external donors. Early contributions were leveraged to secure matching gifts from later donors.

Results/Outcomes

From 2006 to 2007, the "40 for 40" campaign exceeded its $100,000 goal by $67,000, more than 50 percent, and raised the total invested to $700,000. Success was attributed to increased contributions from League members (up by 22 percent) and to matching gifts from corporations and several League members. The names of the "40 for 40" donors were inscribed on a plaque that was presented at the 40th anniversary celebration.

Evaluation

The Advisory Board continues to track the Endowment Fund's balance and annual campaign goals. It also monitors investment and distribution guidelines as well as the marketing strategies targeting Active and Sustainers, who remain the primary donors.

Impact

The first distribution from the Fund has been made to the League community program. Actives and Sustainers continue to contribute to the Fund and support the strategies for its growth. A new campaign, the "March to a Million," is planned to fulfill the original Program Goal of raising the principal to $1 million by 2010. As the League shifts to a more-sophisticated culture of giving, the Fund's contribution to the community program and the "40 for 40" plaque, which now hangs in the League office, serve to educate members about what the Fund can do for the League, how it benefits the community, and the ways in which they can continue to contribute to its growth. The success of the Asset Allocation Model led to its being presented, to high praise, at an annual meeting of investment advisors to nonprofits.

Objective

Mistletoe Marketplace, The Junior League of Jackson's primary fundraiser is an annual, three-day shopping extravaganza. In the aftermath of Hurricane Katrina, the League's commitment to community service took on even greater urgency. The Jackson area, 180 miles from the coast, had been left devastated and 80% of the region was without electricity. Despite Hurricane Katrina's devastation in Mississippi, JLJ mobilized its members to hold its Silver Anniversary Mistletoe Marketplace (the silver anniversary), a holiday shopping event.

Strategy

With the theme, "Prepare to be Enlightened," the Marketplace Steering Committee recruited a record number of merchants and solicited thousands of dollars in additional donations through a live auction. The Placement Chair enlisted more than 600 active JLJ members into service for Mistletoe Marketplace and sustaining members contributed many volunteer hours. Key functions were assigned to more than twenty committee chairs and co-chairs, whose close coordination enabled the League to pull off this extraordinary event.

Results

The Mistletoe Marketplace was the largest event of its kind in the Southeast in 2005. With more than 160 merchants and over 30,000 shoppers, the Marketplace realized approximately $1 million in net income, $35,000 of which was contributed to hurricane relief funds in Mississippi. The remaining funds were applied, as was customary, to the League's 19 community projects that support children and youth.

Impact

In a massive effort characterized by efficient and effective utilization of resources, JLJ was able to increase its fundraising operations significantly and make a significant impact in a state and region that were experiencing unprecedented destruction, displacement and human tragedy.

Objective

For its 85th anniversary, The Junior League of Dallas launched a new Fund Development Model, a multi-year effort to provide sustainable revenue from diverse sources, including individual and corporate.

Strategy

Under the 3-year model, JLD diversified its approach to fundraising, through direct solicitation of individuals and corporations, three separate fundraising events, various retail efforts including a gift store, cookbooks and sales of stationery and planned giving.

Fundraising efforts were expanded to involve 240 members of the League. Seven in-League committees comprised the fund development team: Ball, Gift Market, Merchandise, Planned Giving, Recognition, Retail and Underwriting. In Year One, funds are raised and carefully invested in an interest-bearing account. In Year Two, the Research and Development Committee reviews Community Funding Project requests and determined how to best allocate the funds. In Year Three, grants are awarded to agencies that have been selected for the Community Program.

Results

Through the 3-year model, JLD has raised approximately $1,000,000 each year. The funds provide valuable resources to JLD's many community projects and underwrite more than 120,000 volunteer hours. This comprehensive effort encompasses a Community Program consisting of 37 agencies and three League-controlled projects, as well as the activities of the Community Outreach Committee, the Community Assistance Fund, and various Provisional Projects. In addition, the funds enable JLD to train more than 450 Provisional members to address the needs of the community and to become dedicated and effective volunteers.

Impact

By measuring member participation, the amount of funds raised and community connections, as well as obtaining feedback from sponsors, the League is able to assess the effectiveness of the Fund Development Model each year and identify and address areas of improvement. The model has allowed JLD to maintain its reputation as a community leader and a highly competent steward of the funds raised.

Started in 1985, "A Shopping Spree" is the The Junior League of Raleigh's largest fundraiser with proceeds soaring to $260,000 in 2005. The four-day event includes a silent auction, preview gala, fashion event and shopping. The event hosts more than 100 upscale retailers from across the country with over 12,000 people attending. With a sophisticated marketing plan and links to the League's primary focus area, the event has maximized the League's community impact and strengthened its financial position.

The program is a testament to the Junior League of Raleigh's commitment to developing and continuing innovative fundraising ideas to help strengthen communities and fund League programs.

Birthday Closet Community Project

The Junior League of Las Vegas

Harnessing the talents and energy of its 2003-2004 Provisional Class, The Junior League of El Paso staged "Bite of the Border"— a fun-filled family food festival held at the El Paso Zoo that showcased the unique cuisine and culture of the El Paso Border area and raised funds for the League's signature project, the El Paso Desert Garden at Keystone Heritage Park. The program more than doubled its goal of $5,000 by raising a total of nearly $13,000.

"Bargain Carousel" was originally initiated in 1981 as a way to re-coup money lost after The Junior League of Birmingham's annual tennis tournament was cancelled. However the program's successful fundraising record eventually led to it becoming an annual League event. The program is one of the largest and most successful garage sales, with approximately 1,500 Junior League families participating in donating items to the cause. A major portion of the fundraising effort involves each Active and Provisional member (and many sustainers) donating $100 of gently used, quality merchandise. The event hosts a silent auction held on "Preview Party" night as well as corporate tables and sale day sponsorships offered to give corporate donors additional chances to participate. Since its start in 1981, the program's net profits have grown from $42,000 to $270,000 with a total of 8,000 people in attendance.