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Strategic Planning The Path to Fundraising Success WVDO Advanced Skills Workshop Tom Wilson October 21, 2008
[object Object],[object Object],[object Object],[object Object]
Impact of Strategic Planning  The Path to Fundraising Successes ,[object Object],[object Object],[object Object]
Tom’s Background ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Winning Gifts Make Your Donors Feel Like Winners ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2007 Sources of Giving — $306 Billion   Giving U.S.A. Bequests Foundations Individuals Corporations $127 Billion, 62% $39 Billion, 19% $23 Billion, 11% $16 Billion, 8% Sources of giving excluding giving to religion by individuals of $102 Billion
Perspectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Total Giving through  Good Times & Bad 1969–70  1973–75  1980-82  1990–91  2001 Inflation-adjusted dollars Current dollars $ in Billions 1967 2007 Recessions (light green)
The Next 6 Months ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3 Levels of Strategic Planning ,[object Object],Project Planning Fundraising  Planning Financial Gaps I dentify Donor Friendly Projects Case Impact Project Budgeting Test Case Externally Volunteer & Staff Resources
Importance of Visionary Strategic Plans ,[object Object],[object Object],[object Object],[object Object],[object Object]
Institutional Planning Is Essential ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ All things are created twice . . .  first, there’s a mental creation, and then a physical creation to all things. “ If you want to have a successful enterprise, you clearly define what you’re trying to accomplish. “ You carefully think through the product or service you want to provide in terms of your market target, then you organize all the elements: financial — research and development — operations marketing — personnel — facilities” Covey  7 Habits of Highly Effective People Habit #2 Begin with the End in Mind
The Magic of Planning ,[object Object],[object Object],[object Object],[object Object]
Peter Drucker’s Robust & Flexible Planning Guide ,[object Object],[object Object],[object Object]
[object Object],[object Object]
One on One Discussion ,[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
[object Object],[object Object]
Elements of Your Strategic Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
Steps in the Planning Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Institutional Planning Mission Educate Students for a Life of Service Goal 1 Improve Learning Environments Goal 2 Upgrade Financial Vitality Goal 3 Improve Economic Diversity of the Student Body Goal 4 Engage with Community Goal 5 Create Continuous Learning Environment for Faculty & Staff
Institutional Planning Mission Educate Students for a Life of Service Goal 1 Improve Learning Environments Goal 2 Upgrade Financial Vitality Objective 1 New Library by 2013 Objective 2 Faculty Time Freed 10%  to allow more time for Students
Mission Educate Students for  a Lifetime of Service  Goal 1 Improve Learning  Environments Objective 1 New Library by 2013 Strategy 1 Architectural Design &  Cost Estimate Strategy 2 City or County  Partnership Strategy 4 Capital Campaign Strategy 3 Single Donor to Fund
Mission Educate Students for  a Lifetime of Service  Goal 1 Improve Learning  Environments Objective 1 New Library by 2013 Strategy 1 Architectural Design &  Cost Estimate Tactic 1 Visit New Libraries  at other campuses Tactic 2 Interview Librarians, Students,  Faculty Tactic 3 RFP for Library  Architects Tactic 4 Form Architect Search Committee  Involve Donors
One on One Discussion ,[object Object],[object Object]
Steps in the Planning Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sound Strategies Are Critical to  Big Time Fundraising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Has Your Plan Been Shared Internally? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Knowledge Management Cycle Ross Dawson
Peter Drucker on Constructive Dissent ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
Board’s Role in Planning John Carver ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Involving External Stakeholders in Institutional Planning Process ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The fundraiser may need to lead the external aspect  of institutional planning
Institutional Planning Mechanics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Institutional Planning Mechanics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Endowment Benchmarking for Healthcare 2005 Assets as Reported in  Chronicle of Philanthropy  June 2006
Institutional Planning Mechanics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Board Retreat Options ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
3 Levels of Strategic Planning ,[object Object],Project Planning Fundraising  Planning Financial Gaps I dentify Donor Friendly Projects Case Impact Project Budgeting Test Case Externally Volunteer & Staff Resources
[object Object]
Project Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Fundraising Campaigns ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Building Campaigns ,[object Object],[object Object],[object Object]
Building Project Budgeting Sound Strategy ,[object Object],[object Object],[object Object],[object Object]
Building Campaigns Project Planning Model Ideally, add 10% to 25% more for an operating endowment
Building Planning Aids to Fundraising ,[object Object],[object Object],[object Object],[object Object],[object Object]
Building Planning Aids to Fundraising ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Building Planning Aids to Fundraising ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
Endowment Project Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Benefits of Endowment Campaigns ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Endowment Campaigns ,[object Object],[object Object],[object Object],[object Object],[object Object]
Endowment Naming Opportunities to Create Tangible Projects
Endowment for Financially Fragile  Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Endowment for Financially Fragile  Organizations ,[object Object],[object Object],[object Object],[object Object]
Endowment for Financially Fragile  Organizations ,[object Object],[object Object],[object Object],[object Object]
Endowment for Financially Fragile  Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object]
Endowment for Financially Fragile  Organizations ,[object Object],[object Object]
Endowment Planning through  Estate Giving ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
Annual Giving Campaigns ,[object Object],[object Object],[object Object],[object Object],[object Object]
Annual Giving ,[object Object],[object Object],[object Object],[object Object],[object Object]
Comprehensive Campaigns ,[object Object],[object Object],[object Object]
Comprehensive Campaigns The Triple Ask 1) Confirm continuation of annual giving 2) Request capital funding over 5 years for buildings and/or endowment 3) Consider a planned estate gift to leave a legacy
[object Object]
3 Levels of Strategic Planning ,[object Object],Project Planning Fundraising  Planning Financial Gaps I dentify Donor Friendly Projects Case Impact Project Budgeting Test Case Externally Volunteer & Staff Resources
[object Object]
Create A Strategic Plan for Your Fundraising Office ,[object Object],[object Object]
Create A Strategic Plan for Your Fundraising Office ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Create A Strategic Plan for Your Fundraising Office ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Is the Distribution of Gifts You Receive? Gifts of  $1,000,000 or more   $500,000 to $9,999,999   $250,000 to $499,999   $100,000 to $199,999   $50,000 to $99,999   $25,000 to $49,999 $10,000 to $24,999 $5,000 to $9,999   $1,000 to $4,999 Up to $1,000
Sound Strategies by Gift Level
Create A Strategic Plan for Your Fundraising Office ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Plans for Your Staff ,[object Object]
“ Know Thy Time” The Essential Drucker , Peter Drucker ,[object Object],[object Object],[object Object],[object Object]
Time Management Matrix Covey IV Trivia, busy work, some mail, some phone calls, time wasters, pleasant activities  III  Interruptions, some calls, some mail, some reports. some meetings, pressing matters, popular activities Not Important II  Prevention, Relationship building, new opportunities, planning, recreation  I   Crises, Pressing Problems, Deadline-driven projects Important Non Urgent Urgent
Time Management Matrix Covey IV Trivia, busy work, some mail, some phone calls, time wasters, pleasant activities  III  Interruptions, some calls, some mail, some reports. some meetings, pressing matters, popular activities Not Important II  Prevention, Relationship building, new opportunities,  planning , recreation  I   Crises, Pressing Problems, Deadline-driven projects Important Non Urgent Urgent
Time Tracking Professional development Institutional misc. Fundraising office misc. Debriefing calls Preparing for calls Face-to-face donor  contact Sun Sat Fri Thu Wed Tue Mon
[object Object]
Contact Reporting Sheet for ________ Week of ____/__ 8) 7) 6) 5) 4) 3) 2) 1) Contact Report Filed Contact Date Prospect Name
One Full Time Major Gift Officer  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Determine How Many Fundraisers You Need ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Fundraise Face-to-Face ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How Long Does Each Contact Take? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Building the Staff Fundraising Plan ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Planning the Budget ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How Much Will the Campaign Cost? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object]
What Type of Board Do You Envision for Your Future ,[object Object],[object Object],[object Object]
Board Assessment Matrix
Strategies for Improving Your Board ,[object Object],[object Object],[object Object],[object Object]
Strategies for Improving Your Board ,[object Object],[object Object],[object Object],[object Object]
Why Are Campaign Planning Studies Important? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
3 Levels of Strategic Planning ,[object Object],Project Planning Fundraising  Planning Financial Gaps I dentify Donor Friendly Projects Case Impact Project Budgeting Test Case Externally Volunteer & Staff Resources
Strategic Planning The Path to Fundraising Success [email_address] (503) 789-4366 www.MajorGiftsGuru.com

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Strategic Planning The Path To Fundraising Success Wvdo 10 08

  • 1. Strategic Planning The Path to Fundraising Success WVDO Advanced Skills Workshop Tom Wilson October 21, 2008
  • 2.
  • 3.
  • 4.
  • 5.
  • 6. 2007 Sources of Giving — $306 Billion Giving U.S.A. Bequests Foundations Individuals Corporations $127 Billion, 62% $39 Billion, 19% $23 Billion, 11% $16 Billion, 8% Sources of giving excluding giving to religion by individuals of $102 Billion
  • 7.
  • 8. Total Giving through Good Times & Bad 1969–70 1973–75 1980-82 1990–91 2001 Inflation-adjusted dollars Current dollars $ in Billions 1967 2007 Recessions (light green)
  • 9.
  • 10.
  • 11.
  • 12.
  • 13. “ All things are created twice . . . first, there’s a mental creation, and then a physical creation to all things. “ If you want to have a successful enterprise, you clearly define what you’re trying to accomplish. “ You carefully think through the product or service you want to provide in terms of your market target, then you organize all the elements: financial — research and development — operations marketing — personnel — facilities” Covey 7 Habits of Highly Effective People Habit #2 Begin with the End in Mind
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25. Institutional Planning Mission Educate Students for a Life of Service Goal 1 Improve Learning Environments Goal 2 Upgrade Financial Vitality Goal 3 Improve Economic Diversity of the Student Body Goal 4 Engage with Community Goal 5 Create Continuous Learning Environment for Faculty & Staff
  • 26. Institutional Planning Mission Educate Students for a Life of Service Goal 1 Improve Learning Environments Goal 2 Upgrade Financial Vitality Objective 1 New Library by 2013 Objective 2 Faculty Time Freed 10% to allow more time for Students
  • 27. Mission Educate Students for a Lifetime of Service Goal 1 Improve Learning Environments Objective 1 New Library by 2013 Strategy 1 Architectural Design & Cost Estimate Strategy 2 City or County Partnership Strategy 4 Capital Campaign Strategy 3 Single Donor to Fund
  • 28. Mission Educate Students for a Lifetime of Service Goal 1 Improve Learning Environments Objective 1 New Library by 2013 Strategy 1 Architectural Design & Cost Estimate Tactic 1 Visit New Libraries at other campuses Tactic 2 Interview Librarians, Students, Faculty Tactic 3 RFP for Library Architects Tactic 4 Form Architect Search Committee Involve Donors
  • 29.
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  • 39. Endowment Benchmarking for Healthcare 2005 Assets as Reported in Chronicle of Philanthropy June 2006
  • 40.
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  • 49. Building Campaigns Project Planning Model Ideally, add 10% to 25% more for an operating endowment
  • 50.
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  • 57. Endowment Naming Opportunities to Create Tangible Projects
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  • 67.
  • 68. Comprehensive Campaigns The Triple Ask 1) Confirm continuation of annual giving 2) Request capital funding over 5 years for buildings and/or endowment 3) Consider a planned estate gift to leave a legacy
  • 69.
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  • 74.
  • 75. What Is the Distribution of Gifts You Receive? Gifts of $1,000,000 or more $500,000 to $9,999,999 $250,000 to $499,999 $100,000 to $199,999 $50,000 to $99,999 $25,000 to $49,999 $10,000 to $24,999 $5,000 to $9,999 $1,000 to $4,999 Up to $1,000
  • 76. Sound Strategies by Gift Level
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  • 80. Time Management Matrix Covey IV Trivia, busy work, some mail, some phone calls, time wasters, pleasant activities III Interruptions, some calls, some mail, some reports. some meetings, pressing matters, popular activities Not Important II Prevention, Relationship building, new opportunities, planning, recreation I Crises, Pressing Problems, Deadline-driven projects Important Non Urgent Urgent
  • 81. Time Management Matrix Covey IV Trivia, busy work, some mail, some phone calls, time wasters, pleasant activities III Interruptions, some calls, some mail, some reports. some meetings, pressing matters, popular activities Not Important II Prevention, Relationship building, new opportunities, planning , recreation I Crises, Pressing Problems, Deadline-driven projects Important Non Urgent Urgent
  • 82. Time Tracking Professional development Institutional misc. Fundraising office misc. Debriefing calls Preparing for calls Face-to-face donor contact Sun Sat Fri Thu Wed Tue Mon
  • 83.
  • 84. Contact Reporting Sheet for ________ Week of ____/__ 8) 7) 6) 5) 4) 3) 2) 1) Contact Report Filed Contact Date Prospect Name
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  • 100. Strategic Planning The Path to Fundraising Success [email_address] (503) 789-4366 www.MajorGiftsGuru.com

Editor's Notes

  1. TRISH: Brief comments on relevant experience, pass to Tom TOM: Brief comments on relevant experience