NEPR Annual Board Meeting: Janet Egelhofer and Cathy IvesPresentation Transcript
M or and P anned Gi vi ng aj l St rat egi c P an l Executive Summary January 14, 2013 Submitted by: Cathy Ives, Executive Director of Development and Major Gifts Janet Egelhofer, Major & Planned Gifts Officer
Dari ng t o DreamAchieving a vision for the community means daring to dream. Move beyond a narrow focuson what the station is now doing to consider what it might do if given the resources. Ratherthan being a prisoner to scarcity, the team is freed to consider the possibilities of as-yet-unrealized abundance.
M or Gi vi ng D i ned: aj ef Successful major giving programs are based on personal relationships. Donors see their gifts less as a contribution than as an investment in the ability of the organization to serve their communities. Major gifts are larger because organizations communicate their values and share a vision of how they can serve their communities. Philanthropic organizations note that phone correspondence is harder. People are screening phone calls and the growth of cell phone use – making locating phone numbers much more difficult. Development committees are finding that scheduling campaign meetings is becoming difficult. Janet Egelhofer, NEPR’s Major & Planned Gifts Officer has stated her concern about not “seeing Major Donors” at regular intervals.
What i s St ewards hi p? Stewardship is "an attitude that should permeate your entire development program." It demonstrates the continually expanding relationship between an institution and its donors. Stewardship historically referred to ensuring that the gifts of all donors are spent wisely, but it has come to mean much more than that. "Every fundraiser has a responsibility to the donors, to find out for certain that the organizations programs are sound and to report back to the donor that they are." These matters should not be left to chance, but should be part of a structured cultivation plan. What differentiates true stewardship from mechanical gift acknowledgement, however, lies in doing the unexpected — in communicating with donors not because it is part of a plan, but because donors are your stations best friends.
Short and Long Term Goal s There are many activities that can be established now for short term goals and beginning the process of long-term work. Calling all calendar year-end renewals $250+ before the last week of December each year Calling and thanking all $500+ donations throughout the year Delivering station “Thank You Gift” at an in person meeting if possible Calling $500+ renewals for Challenges pre-drives Working on a transition for single Capital Campaign gifts for a second year ask – perhaps to help meet a goal Transition from Capital Campaign donor to increased Annual Fund supporter Find a formula for the transition $$ Begin an ambitious Home Party Plan Design a more consistent and increased e-correspondence and meetings Start a new "constant contact" type of email listing, organized so that it can be used for event planning and for offers of tickets to NEPR sponsored events, as well as for updates and other stewardship measures.
P anned Gi vi ng St rat egi c P an: l l Continue an improved and more strategic Planned Giving Campaign, letters, spots, collecting prospects from Fund-drives Setting up additional meetings with Planned Giving Officers (Colleges/Universities/Vendors) Designing a Planned Giving Website (eg. UPR.org) Planned Giving Event – guest speakers, invite the 500+ donors who requested PG information Planned giving events, the possibility of holding an event for those donors who have given consistently, if not at a leadership level, for a prescribed number of years to thank them for their enduring support and to present a planned giving option. Working closely with the UMASS Planned Giving office and the Planned Giving resources from the Community Foundation of Western Massachusetts (CFWM)
Annual Development Calendar - NEPR - FY 2013 Activity July August September October November December January February March April May June Major GivingCultivation x x x x x x x x x x x xRenewals x x x x x x x x x x x xSpecial Appeals x xUpgrades x xEvents xAcknowlegements daily daily daily daily daily daily daily daily daily daily daily dailyMarketing x x x xWebsite Planned GivingMarketing x x x xOn-Air Spots x x x x On-AirTV Pledge x x xRadio Pledge x x xSpot Campaign x x x x Direct MailRenewal x x x x x x x x x x x xAcquisition x x x x xLapsed x x x x xAdditional Gift x x x x xSustaining x x x x x x x x x x x x TelemarketingRenewal x x x x x x x x x x x xLapsed xAdditional Gift x UpgradingSustaining x x x x x WebWebsite x x x x x xE-renewals x x x x x x x x x x x xE-mail weekly weekly weekly weekly weekly weekly weekly weekly weekly weekly weekly weeklyAcknowledgements bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly Events x
M or and P anned Gi f t s Of f i c er aj l St rat egy and Obj ec t i ves f or Annual Fund Phone Calls:Place phone calls to all Annual Fund donors of $500 and above to introduce myself to thank them for their support to set up meeting to discuss happenings at station in personGoal: Anticipate 500 calls per year with heaviest periods of calling following on-air funddrivesVisits:Purpose of visits to extend personal thanks to share news of station to gather feedback re: thoughts on station; family; occupation; recreation; to seewhere we fit in their philanthropy to cultivate donors and prospective donors as engaged participants
Goal s : Director’s Circle ($750 - $999) - currently 33 gifts Generate twenty new gifts at $500 = $10,000 Increase ten gifts from $500 to $1000 = $5,000 Leadership Circle ($1000 - $2999) - currently 92 gifts Generate twenty new gifts at $1,000 = $20,000 Increase one gift from $1000 to $5,000 = $4,000 Increase three gifts from $1,000 to $3,000 = $6,000 Increase twenty gifts from $1,000 to $2,000 = $20,000 Increase thirty gifts from $1,000 to $1,500 $15,000 Broadcasters/Manager’s Circle ($3000 - $9999) – currently 6 gifts Generate three new gifts at $3,000 = $9,000 Total AF increases: $75,500 Total donors involved: 107 Given one to three visits per ask, total visits estimated at 250
Es t i m ed Los t Annual Fund R at evenue: Major Annual Donor $ 1,000 Major Annual Donor $ 1,000 Major Annual Donor $ 2,000 Major Annual Donor $ 2,000 Major Annual Donor $ 1,000 Major Annual Donor $ 19,000 Major Annual Donor $20,000 Major Annual Donor $ 4,000 (Challenge) Major Annual Donor $ 5,000 Major Annual Donor $ 1,300 Major Annual Donor $ 200 Major Annual Donor $ 1,500 Major Annual Donor $ 500 (lower year-end gift) $ 58,500 Sponsorships:PeoplesBank (iPads) $ 6,000Family Annual Programming Support $ 25,000
What is the Upside Goal Potential FOLLOWING the Capital Campaign: Currently: Goal $ 7,000,000New Market Tax Credits (net) - 1,000,000 $ 6,000,000 Foundation Capital Campaign Grants -1,000,000 $ 5,000,000Bequests: - 1,158,201 $ 3,841,799Banks: - 350,000 $3,491,799 X .05 (5%)Goal for Projected Annual Fund Increasefollowing Campaign $ 174,590This should be in addition to priorprojections (FOLLOWING Campaign completion)