Creating a Development Plan
AACSB March 2, 2007 Linda Lysakowski, ACFRE www.cvfundraising.com
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Why Plan • Where do you want to go?
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Why Plan • Set Realistic Goals • Keep from Getting Sidetracked • Measure Success
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Where is Your Development Office Now? • • • • Birth Youth Midlife Maturity
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Things to Keep in Mind
• External Factors— economics, uncertainty, fear • Internal Factors—how does the organization think, feel and act in regards to fundraising? • The Plan will help take your organization to the next level—are you ready?
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Key Elements of the Plan
• Level of board commitment • Technology available or budgeted • Commitment to professional development • Community awareness/relationships • Diversity of funding streams
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Successful Results Reported • • • • • • • Increased visibility Business contacts Track success of campaigns Areas to focus on Keep staff focused Case for support Board/volunteer involvement
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Basic Elements • • • • Goals Objectives Strategies Action Steps
– Who is going to do it? – How much will it cost/raise? – When is it going to be done?
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Areas of Focus
• • • • • • • Communications Donor Relations Research Fundraising Programs Constituencies Technology and Infrastructure Human Resources
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Who Needs to be Involved?
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Who Should Be Involved in the Planning Process • • • • • Development Staff Non Development Staff Board Development Committee Consultants
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When to Plan • New Staff • Organization or Staff New to Development • Upcoming Campaign • During the Strategic Planning Process • Renewed Board Involvement
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Assessing Current Development Programs • • • • SWOT Analysis Budget Development Audit Philanthropic Profile Assessment
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The Process and the Product
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The Process
• Determining Who Will Be Involved • Gathering Information • Planning Meetings • Setting Goals and Objectives • Determining Strategy • Assigning Budgets, timelines and areas of responsibility
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What Should the Plan Look Like? • The Written Plan • The Process and the Product
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Technology
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Technology • Donor Software
– Personalized appeals – Accurate recording and reporting – Donor history – Donor preferences – Acknowledgment – Specialized functions
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Policies & Procedures
• Gift Acceptance Policies • Donor Software • Office Procedures
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Case for Support
• • • • Mission/Vision History Plans Compelling Reason to Give
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The Integrated Development Program
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Donor Pyramid
Ultimate Gift
Bequest Planned Gifts
Investment
Special Gifts
Involvement Endowment Campaigns Capital/Special Campaigns
Annual Campaigns
Renewal First Time Gift
Interest
Awareness
Special Events Publications Public Relations
Information Identification
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Moving Donors up the Donor Pyramid
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Creating Awareness
• Public Relations – Advertising – PSAs and Press Releases – Communications – Promotion Ideas
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Creating Awareness
• Special Events – Fund Raising or Friend Raising? – Committees – Staff Role – Timelines – Budgets – Setting Goals
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The Annual Fund • Grants • Direct Mail • Telephone Solicitation • Personal Solicitation
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Grants • Types of Foundations – Private foundations – Corporate foundations – Community foundations – Family foundations – Operating foundations – Trusts
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Proposal Writing • • • • • Match Interests Follow Guidelines Personal Contact Preparing Your Budget Who, What, Why, When and How • Follow Up
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Direct Mail
• • • • Acquisition Have a Plan Your Direct Mail Package Strategies for Renewal & Upgrading
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Telephone Fundraising
• • • • • Professionals or Volunteers? Segmenting Your Donors Preparing the “Script” The Pre-call Letter Timing
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Personal Solicitation • • • • Planning Your Strategy Using Volunteers/Staff Segmenting Your Donors The Business Appeal
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Special Campaigns
• Major Gifts • Capital Campaigns • Planned Giving
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Capital/Endowment Campaigns
• Are You Ready for a Campaign? • The Feasibility/Planning Study • How does the campaign fit into your overall development program?
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Planned Giving
• • • • The Ultimate Gift Planned Giving/Deferred Giving Types of Planned Gifts Starting a Planned Giving Program
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Board Involvement
• Commitment to Fundraising • 100% Giving • Asking Others to Give
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Staffing
• Are the right people “on the bus” and “in the right seats?” • Is the organization committed to staff development?
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The Planning Process
• Creating a Development Plan – Goals – Objectives – Strategies • Timeline • Budget • Responsibility
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Implementing and Evaluating the Plan
• Taking Ownership • What Happens When It Falls Apart • Measuring Success • Reporting Success
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The Next Step • Appoint someone to monitor the plan • Establish evaluation systems • Accountability • Adjusting the Plan When Necessary
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Remember • The plan isn’t written in stone, but neither should it be written in disappearing ink!
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Q&A
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Thank You cvlinda@cox.net www.cvfundraising.com
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