Developing a Strategic Fund Development Plan for Sustainable Growth
Enhance your organization's fundraising efforts with a strategic fund development plan that aligns with your goals. Engage staff and board members in the implementation process to achieve sustainable revenue growth and build strong donor relationships.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
Advancement Strategic Planning 2020-2022 February 27, 2020
What is a fund development plan? An organization s fund development plan provides: The framework and action plan for the fundraising program Alignment with an organization s strategic plan or picture of success The implementation of the fund development plan is: An on-going process that engages staff and every board member in some way Multifaceted; it affects or is affected by all that the organization does, from how program participants are served, to marketing and communications, to board and advisor recruitment. A successful fund development plan: Creates goals and strategies beyond the funds raised Focuses on a culture of philanthropy, building stronger relationships with donors and community members, help board members be comfortable with fund development, and/or board member recruitment and training 2
Background 1. Although we are 50+ years old, we are relatively new to Fund Development First Development executive in 2009 Addition of our first strong director when Susan Papiri joined in 2012 2. We have significantly increased our capabilities in the past 5 years Upgraded Advancement leadership in 2014 with addition of Darla Olson We have expanded our Fund Development and Marketing/PR integration and scope We have added two development positions in the last year, including our first planned giving expert, Liz Morton, in November 2019 We have tackled significant database challenges and are continuing to work on them Our Board has made advances in embracing their Fund Development role (Board Revenue Goal; Salons, etc.) 3. We have achieved solid Advancement revenue growth in the past 5 years 227% growth in FD/Gross revenue since 2015, from $407,880 to $1,334,295 today Greatest increases in direct mail/individual giving including Board Revenue Goal and grants 129% growth in number of active donors and 7% in donor avg. gift 3
Our Advancement Revenue and Net Income Growth have been Solid 14/15 - 18/19 % change % % Fiscal Year Individual & Corporate Giving Senior Care Hero Awards Grants (no expenses) Total Gross 2014/2015 2015/2016 change 2016/2017 % change 2017/2018 % change 2018/2019 change $ 251,905 $ 300,923 19% $ 361,429 20% $ 361,013 0% $ 443,074 23% 76% $ 155,975 $ 262,963 69% $ 296,777 13% $ 263,309 -11% $ 317,248 20% 103% $ 288,759 $ 255,070 -12% $ 358,118 40% $ 344,689 -4% $ 573,973 67% 99% Revenue $ 407,880 Expenses (payroll, benefits, marketing, direct mail, events) $ 563,886 38% $ 658,206 17% $ 624,322 -5% $ 1,334,295 114% 227% $ 422,722 $ 529,245 25% $ 602,936 14% $ 544,795 -10% $ 572,493 5% 35% Total Net Revenue $ (14,842) $ 34,641 333% $ 55,270 60% $ 79,527 44% $ 761,802 858% 5233% 4
Drill Down on Fund Development: SWOT Assessment Strengths Brand recognition Organization history Corporate & Foundation support Strong Direct mail program Diversified funding streams A physical location and kitchen Strong partnerships and collaborations Individual donor retention rates Weaknesses Lack of digital campaigns Corporate & Foundation relationships can change quickly/easily Limited data on our individual donors & no way to collect wealth data Ability to harness data from database Challenges w/consistent data entry Few leadership/giving societies Strategic/consistent recognition for giving levels Relationships with individual donors Low # of donors giving over $1,000 annually Opportunities Government funding is increasing Elected officials seem to understand need Senior population is only growing age demographic Philanthropy in general is increasing Threats Changes in tax code could impact individual giving Number of nonprofits in OC growing to focus on publicized issues such as homelessness and mental health Philanthropy isn t focused on older adults 6
At MOW-OC, Advancement* integrates Fund Development and Marketing/PR Fund Development Marketing & PR Volunteer Development Donor Cultivation & Moves Management Advocacy Website Direct Mail Events & Related Campaigns Planned Giving Social Media Campaigns Content Marketing Capital Campaigns Advertising Corporate Sponsorships Foundation Giving Press Releases/ Coverage *Advancement also includes Volunteer Services (not pictured) Community Engagement 7
Bold Goal: Erase hunger and loneliness for 15,000 older adults (50% increase) What it means for Fund Development - we need to raise big dollars!! A big number takes a comprehensive fund development plan that creates a culture of philanthropy by engaging board and staff in the plan and has the following components. (confirmed by Jeff Wilcox) 1. Clear understanding of current donor base of how many and who is giving at each level (giving ladder) 2. Clear cultivation and strategies for our largest donors (20% who give 80%) 3. Cultivation strategies for high-potential donors 4. Clear strategy for attracting new givers (Direct Mail Acquisition, SCHA, Digital) 5. Board engagement and action in strategies 8
Changing the Game: Fund Development Pyramid / Moves Management Donor Commitment Investment Involvement Donor Growth Interest Information Donor Contact Identification 9
Big Dollars Requires Successful Moves Management: Moves Management are the steps you take to acquire donors and gifts - such as when you visit prospects, ask for giving, and cultivate donor relationships these are known as moves. With Moves Management, an organization creates a set of practices to build stronger relationships with donors to increase their overall giving. Practices include: goal setting, tracking relationships, touch points, asks and giving to increase the success rate of your fundraising efforts. An effective Moves Management program creates a set of practices that creates a culture of philanthropy within the organization by: Staff and Board assigned goals that include steps and strategies to track and achieve them Board members model the same donor-giving behaviors that they are asking donors to engage in Engagement is a series of milestones that donors move through.The goal is to move donors from making small donations to engaged donors who are giving treasure, time and talent if desired These activities help to improve our overall constituent relationships, solicitation strategies, and goal analysis 10
Major Steps to Closing the Gaps Staffing Board Engagement Technology Moves Management Processes 11
Three-Year Development Action Plan FY 2020 (July 2019 June 2020) Actions in Q3-Q4 (Jan June, 2020) Hire & on-board Event & Marketing Manager ( in 2nd interviews) Complete donor analysis to develop goals at each giving level; create financial projection Develop donor giving levels and groups Identify top donors to assign to management portfolios Implement donor assignments to exec staff & board 13
Three-Year Development Action Plan FY 2021 (July 2020 June 2021) Actions in Q1 Q2 (July -Dec 2020) Actions in Q3 Q4 (Jan-June 2021) Hire and on-board Annual Giving Manager Implement Moves Management steps and track activity Implement giving levels and groups Develop Planned Giving Plan Develop Moves Management steps and determine how and what to track, including in-person meetings, snail mail and digital correspondence Hire and onboard Database Manager Develop tracking and reporting of board activities related to assigned donor portfolios Begin assessment of Donor Database capabilities to determine if upgrade is needed 14
Three-Year Development Action Plan FY 2022 (July 2021 June 2022) Actions in Q1 Q2 (Jul-Dec 2021) Actions in Q3 Q4 (Jan-Jun 2022) Analyze Moves Management successes and adjust strategies, activities and assignments Implement Moves Management newly adjusted strategies, activities and assignments Begin Donor Database conversion if determine upgrade is needed Analyze staffing and determine future needs Implement Planned Giving Plan Begin planning for FY 2023 15
Initial Priorities: Primary Goal: Develop a healthy number of donors at all giving levels Current focus: Low-hanging Fruit Continue with current fund development strategies of Salons, Direct Mail, Grants, SCHA, Newsletters and digital Meet goal of holding three salons to include a first-time corporate salon Analyze number of current donors and each level Begin to identify and develop giving levels/groups Assign portfolios of donors to staff and board Let s Remember: Rome wasn t built in a day Relationships take time to build Increases in giving levels happen in proportion to quality of relationship We need to take the time for strategic analytical work 16
Next Steps Make any changes based on your feedback and suggestions today and present this to the board at the March 20th meeting Gather the board s feedback and suggestions to make improvements to the plan Meet with Jeff Wilcox an expert in fundraising and nonprofit management in April to discuss and set reasonable fundraising forecasts to the plan Present final plan to the Board in May for final approval 17
