The document provides a fundraising resource development plan and annual campaign recommendations for the Kimball-Jenkins organization. It analyzes the external environment of Concord, NH, reviews the strengths and weaknesses of the 2011 annual campaign, and recommends a 5 step process for the 2012 campaign including conducting a fundraising audit, developing fundraising planning with objectives and strategies, creating a tactical plan, developing a budget, and implementing monitoring and control. The recommendations aim to help Kimball-Jenkins improve its annual fundraising efforts.
The document outlines the steps for planning and executing a fundraising campaign. It details establishing goals with department leaders, forming committees to oversee the campaign, developing marketing materials, planning kickoff and victory events, holding monthly progress meetings, and recognizing volunteers. The overall process involves coordinating numerous volunteers and committees to successfully launch, implement, and celebrate the fundraising campaign.
In today’s economic climate, there is more pressure than ever to ensure a steady stream of fundraising revenue and increase fundraising results with limited resources. To meet that challenge one must analyze current fundraising activities and develop an effective annual development plan to capitalize on strengths and improve areas of weakness. At the October 20, 2011 AFP Northeast Indiana luncheon, fundraising consultant Robert Croft, CFRE presented this program to show you how to conduct a self guided development audit to evaluate your current fundraising efforts, which donor metrics are most critical to track for growth, and how to create a plan that is unique to your organization that will improve your fundraising results.
An audit of your fund development program is an essential element of developing your fundraising plan. This approach assesses all aspects of your organization through your fundraiser eyes.
The document provides an overview of various fundraising methods for an HKU department of social work. It discusses three components of institutional plans including strategic, development, and marketing plans. It describes three categories of giving in an integrated development plan: annual giving for operating costs, capital giving for special projects, and planned giving for financial stability. Finally, it outlines different fundraising methods like individual solicitation, group events, and soliciting organizations, and factors for successful fundraising like planning, budgets, volunteers, and publicity.
This document provides an overview of developing a fundraising plan in 10 steps: 1) Presenting a strong mission statement and programs, 2) Conducting an assets inventory, 3) Creating a case statement, 4) Setting fundraising goals, 5) Diversifying funding sources, 6) Strategies for individual donors, 7) Strategies for institutional donors, 8) Creating a fundraising plan and calendar, 9) Building relationships, and 10) Monitoring and evaluating efforts. The planning process helps set priorities, increase board involvement, and limit crisis fundraising.
Annual Giving: Foundation of the Donor Pyramidtimpuffer
The document discusses annual giving and donor management strategies. It defines annual giving as gifts that are renewable, unrestricted, solicited for current use, and of a certain size. It discusses strategies for managing donor information and relationships, and increasing annual giving revenues through growing gift sizes, number of gifts, and number of donors. The role of annual giving in the overall development plan and strategies for improving cost accountability are also summarized.
The document outlines the steps to develop an effective fundraising strategy. It discusses: 1) defining the fundraising goal to raise INR 15,00,000 over 5 years to support 5000 beneficiaries, 2) identifying potential donors including government, institutions, corporations, and individuals, and 3) establishing approaches to reach donors through grants, sponsorships, direct mail, advertising and events. It emphasizes creating the strategy will provide a long-term plan and monitoring framework to guide fundraising efforts.
6 Easy Steps to Creating a Written Fundraising PlanAbila
Many nonprofits struggle to create a fundraising plan and put it in writing, yet the benefits are tremendous. A written plan shifts you from being reactive and dealing with the crisis of the day to being proactive and working purposefully toward the results you want. In this session, you’ll learn how to follow 6 simple steps to put together a written plan for raising the money you need in the coming year.
The document outlines the steps for planning and executing a fundraising campaign. It details establishing goals with department leaders, forming committees to oversee the campaign, developing marketing materials, planning kickoff and victory events, holding monthly progress meetings, and recognizing volunteers. The overall process involves coordinating numerous volunteers and committees to successfully launch, implement, and celebrate the fundraising campaign.
In today’s economic climate, there is more pressure than ever to ensure a steady stream of fundraising revenue and increase fundraising results with limited resources. To meet that challenge one must analyze current fundraising activities and develop an effective annual development plan to capitalize on strengths and improve areas of weakness. At the October 20, 2011 AFP Northeast Indiana luncheon, fundraising consultant Robert Croft, CFRE presented this program to show you how to conduct a self guided development audit to evaluate your current fundraising efforts, which donor metrics are most critical to track for growth, and how to create a plan that is unique to your organization that will improve your fundraising results.
An audit of your fund development program is an essential element of developing your fundraising plan. This approach assesses all aspects of your organization through your fundraiser eyes.
The document provides an overview of various fundraising methods for an HKU department of social work. It discusses three components of institutional plans including strategic, development, and marketing plans. It describes three categories of giving in an integrated development plan: annual giving for operating costs, capital giving for special projects, and planned giving for financial stability. Finally, it outlines different fundraising methods like individual solicitation, group events, and soliciting organizations, and factors for successful fundraising like planning, budgets, volunteers, and publicity.
This document provides an overview of developing a fundraising plan in 10 steps: 1) Presenting a strong mission statement and programs, 2) Conducting an assets inventory, 3) Creating a case statement, 4) Setting fundraising goals, 5) Diversifying funding sources, 6) Strategies for individual donors, 7) Strategies for institutional donors, 8) Creating a fundraising plan and calendar, 9) Building relationships, and 10) Monitoring and evaluating efforts. The planning process helps set priorities, increase board involvement, and limit crisis fundraising.
Annual Giving: Foundation of the Donor Pyramidtimpuffer
The document discusses annual giving and donor management strategies. It defines annual giving as gifts that are renewable, unrestricted, solicited for current use, and of a certain size. It discusses strategies for managing donor information and relationships, and increasing annual giving revenues through growing gift sizes, number of gifts, and number of donors. The role of annual giving in the overall development plan and strategies for improving cost accountability are also summarized.
The document outlines the steps to develop an effective fundraising strategy. It discusses: 1) defining the fundraising goal to raise INR 15,00,000 over 5 years to support 5000 beneficiaries, 2) identifying potential donors including government, institutions, corporations, and individuals, and 3) establishing approaches to reach donors through grants, sponsorships, direct mail, advertising and events. It emphasizes creating the strategy will provide a long-term plan and monitoring framework to guide fundraising efforts.
6 Easy Steps to Creating a Written Fundraising PlanAbila
Many nonprofits struggle to create a fundraising plan and put it in writing, yet the benefits are tremendous. A written plan shifts you from being reactive and dealing with the crisis of the day to being proactive and working purposefully toward the results you want. In this session, you’ll learn how to follow 6 simple steps to put together a written plan for raising the money you need in the coming year.
The elements of building a successful fundraising strategy
*Fundraising in context
*New Zealand's individual giving market
* Strategy options
* Critical success factors
Major gifts fundraising involves cultivating donors who can make significant donations of $5,000 or more. It is an individualized process that requires building relationships with donors over many interactions to understand their passions and determine how to align them with an organization's mission. Successful major gifts programs implement strategic prospecting, cultivation that involves learning about each donor, asking for gifts after establishing shared goals, and ongoing stewardship to maintain donor engagement and recognition.
JS May, Portland Art Museum: Building a Fundraising PlanJames Leventhal
The document outlines 10 steps for creating an effective fundraising plan for a museum:
1) Define goals and needs, resources available, and target markets
2) Assess existing resources like donor lists, past strategies, and infrastructure
3) Set specific fundraising goals for programs, operations, capital projects, and endowments
4) Determine additional resources needed to implement the plan
5) Set monetary goals for short, medium, and long-term timeframes
6) Choose appropriate fundraising vehicles like annual campaigns, major gifts, and events
7) Identify potential donor markets including individuals, groups, corporations, and foundations
8) Budget expenses for the fundraising efforts
9) Draft a written plan outlining goals
This 10-step document provides a guide for creating a comprehensive fundraising development plan. It instructs to gather past fundraising data, analyze strategies, evaluate internal and external factors, identify fundraising teams, set goals, plan activities and timelines, include details for each strategy, evaluate progress, and ensure group ownership of the plan. The goal is to set both strategic and financial goals to promote growth, prevent crisis fundraising, and proactively manage priorities and resources.
Without a clear guide for diversified fundraising activities it is difficult to follow a path for success and convey needed fundraising efforts throughout your organization. Understanding various funding opportunities, the pros and cons of funding sources, and developing a plan will help to direct your efforts. Join in on a hands-on conversation about funding opportunities, best practices, and how these options fit within organizational sustainability.
Grassroots organizations should be owned by the communities they serve through diverse monetary and non-monetary support from community members. While ownership is important, true social change requires addressing the root causes of issues like disenfranchisement and poverty. Fundraising requires understanding the purpose of building relationships rather than just raising money, using effective strategies like diversifying funding sources, and having board members and others help with fundraising asks rather than relying solely on paid staff.
This document discusses core funding strategies for non-governmental organizations (NGOs). It defines core costs as expenses that exist regardless of activity levels and are difficult to associate with specific outputs. Core costs fall under management, research and development, and support services. The document stresses the importance of developing a core funding strategy to ensure long-term sustainability. It outlines five core funding models: strategic funding, apportioning overheads into project budgets, self-generated income, developmental funding, and cost reduction/minimization. Developing an effective core funding strategy requires input from trustees, managers, and staff.
This document provides a summary of a practicum final report evaluating the fund development program of IDEA Space and the Seattle Chinatown International District Preservation & Development Authority (SCIDpda). The report analyzes fundraising results from fiscal years 2012-2014, finding that total individual giving and average gift size have trended downward in recent years. It also reviews the organization's methodology, which included analyzing fundraising data and goals and conducting staff interviews. The report is divided into program observations of current practices and recommendations for improving fundraising productivity in the future.
Fundraising Crash Course by Jeanne Minnicks surveys the strategies, goals, and relationships necessary for a successful development department.
For a Follow Up Whitepaper, Visit:
http://go.donorpro.com/5-modern-fundraising-strategies-nuture-prospects
Major donor fundraising requires focusing on the donor as much as the project. It involves cultivating relationships over multiple steps, from initial discovery of prospects through research, meetings, and asks, and ongoing stewardship. Critical factors for success include having a clear case for support, excellent research on potential donors, and asking for the right level of gift while expressing appreciation for any contribution.
The document outlines 5 successful fundraising strategies used by organizations partnered with GlobalGiving. The strategies are: 1) Identify your network, communicate effectively, and help your network grow. 2) Tell powerful stories that highlight how people care about other people. 3) Set specific fundraising goals and break them down into smaller, weekly goals. 4) Just start fundraising efforts without overthinking your strategy. 5) Develop a multifaceted fundraising strategy that uses both online and offline methods. The document provides examples of how organizations successfully used these strategies on the GlobalGiving platform.
Preparing corporate sponsorship requests requires thorough research and alignment. [1] Know your organization's mission and project details. [2] Research potential sponsor corporations to find a good fit between their priorities and your work. [3] Highlight synergies between your work and the corporation's activities and values to demonstrate alignment. Relationships are key, so connect through existing contacts and invite participation to build rapport over time.
Here is a sample webbing exercise to identify potential donors:
You (Your Name)
Co-workers at current job:
- John Smith
- Sally Johnson
- Bob Williams
Friends from college:
- Mike Thomas
- Lisa Brown
- Jennifer Davis
Neighbors:
- The Johnsons
- The Wilsons
Family members:
- Parents
- Siblings
- Cousins
- Aunts/Uncles
Religious/Community Groups:
- Church members
- Club members
This exercise helps map out your existing connections that could become potential donors with cultivation. Remember, everyone knows someone, so don't underestimate your own network!
Presented by Jann Schultz, AVP Donor Services, Operation Smile and Angel Aloma, Executive Director, Food for the Poor, July 2013. Learn proven strategies from our experts to optimize long term value of your direct response donors by moving them up the giving pyramid. Utilizing case studies, this presentation will offer proven concepts regarding development of donor pathways, messaging and offer development and highly personalized contact strategies to optimize donor value.
What is a fundraising strategy?
A plan that
•Sets out organizational funding needs
•Identifies actions, timescales, resources to meet this need.
A Strategy is a long term plan of action designed to achieve a particular funding goal.
Why create one?
•Sustainability
•New sources
•Diverse funding base
•More income
Who Needs to Be Involved in the Planning Process?
•Leadership –planning
–Board(s) and Staff
•Stakeholders –as part of community survey
–Government
–Private
•Donor-Investors –community survey, planning
–Individuals, foundations, corporations
•Constituents –community survey, planning
–Customers, community
Context for fundraising
1.Case for Support
2.Funding Need
3.Scenario Planning
4.Internal Bridges & Barriers
5.Competitors
6.Audiences
Key Stages in Developing a Strategy
•Clarify organisational goals/needs
•Analysis –where are we?
•Generating ideas
•Choosing what to focus on
•Planning and resourcing
•Monitoring
The document provides guidance for developing a fund development plan for nonprofit organizations and DEC grantees. It discusses establishing fund development responsibilities and oversight structures. A key part is developing a multi-year fund development plan that identifies goals, strategies, budgets and timelines. The plan should be based on assessing organizational strengths/weaknesses and the external funding environment. A variety of fundraising strategies are explored, from events and direct mail to online giving. Tracking results and revising the plan annually is also recommended. The document emphasizes establishing relationships with current and prospective donors as the most effective way to raise funds.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2008 للبرنامج السوداني لإعداد القيادات الشبابية
The document provides an agenda for a workshop on online fundraising hosted by Kelly Kurz of GlobalGiving. The agenda covers introductions, an overview of online fundraising and its importance, how to create an organizational identity and market it online, identifying and maximizing networks, and how to join the GlobalGiving platform. Attendees are guided through building an online fundraising campaign and using tools on the GlobalGiving platform.
Este documento presenta las herramientas educativas disponibles en el Portal Educamadrid. Explica cómo crear y mantener una revista digital o comunidad virtual en el portal, incluyendo la adición de recursos multimedia. También cubre el uso del correo electrónico y el administrador de contenidos del portal para crear y compartir contenidos educativos.
The elements of building a successful fundraising strategy
*Fundraising in context
*New Zealand's individual giving market
* Strategy options
* Critical success factors
Major gifts fundraising involves cultivating donors who can make significant donations of $5,000 or more. It is an individualized process that requires building relationships with donors over many interactions to understand their passions and determine how to align them with an organization's mission. Successful major gifts programs implement strategic prospecting, cultivation that involves learning about each donor, asking for gifts after establishing shared goals, and ongoing stewardship to maintain donor engagement and recognition.
JS May, Portland Art Museum: Building a Fundraising PlanJames Leventhal
The document outlines 10 steps for creating an effective fundraising plan for a museum:
1) Define goals and needs, resources available, and target markets
2) Assess existing resources like donor lists, past strategies, and infrastructure
3) Set specific fundraising goals for programs, operations, capital projects, and endowments
4) Determine additional resources needed to implement the plan
5) Set monetary goals for short, medium, and long-term timeframes
6) Choose appropriate fundraising vehicles like annual campaigns, major gifts, and events
7) Identify potential donor markets including individuals, groups, corporations, and foundations
8) Budget expenses for the fundraising efforts
9) Draft a written plan outlining goals
This 10-step document provides a guide for creating a comprehensive fundraising development plan. It instructs to gather past fundraising data, analyze strategies, evaluate internal and external factors, identify fundraising teams, set goals, plan activities and timelines, include details for each strategy, evaluate progress, and ensure group ownership of the plan. The goal is to set both strategic and financial goals to promote growth, prevent crisis fundraising, and proactively manage priorities and resources.
Without a clear guide for diversified fundraising activities it is difficult to follow a path for success and convey needed fundraising efforts throughout your organization. Understanding various funding opportunities, the pros and cons of funding sources, and developing a plan will help to direct your efforts. Join in on a hands-on conversation about funding opportunities, best practices, and how these options fit within organizational sustainability.
Grassroots organizations should be owned by the communities they serve through diverse monetary and non-monetary support from community members. While ownership is important, true social change requires addressing the root causes of issues like disenfranchisement and poverty. Fundraising requires understanding the purpose of building relationships rather than just raising money, using effective strategies like diversifying funding sources, and having board members and others help with fundraising asks rather than relying solely on paid staff.
This document discusses core funding strategies for non-governmental organizations (NGOs). It defines core costs as expenses that exist regardless of activity levels and are difficult to associate with specific outputs. Core costs fall under management, research and development, and support services. The document stresses the importance of developing a core funding strategy to ensure long-term sustainability. It outlines five core funding models: strategic funding, apportioning overheads into project budgets, self-generated income, developmental funding, and cost reduction/minimization. Developing an effective core funding strategy requires input from trustees, managers, and staff.
This document provides a summary of a practicum final report evaluating the fund development program of IDEA Space and the Seattle Chinatown International District Preservation & Development Authority (SCIDpda). The report analyzes fundraising results from fiscal years 2012-2014, finding that total individual giving and average gift size have trended downward in recent years. It also reviews the organization's methodology, which included analyzing fundraising data and goals and conducting staff interviews. The report is divided into program observations of current practices and recommendations for improving fundraising productivity in the future.
Fundraising Crash Course by Jeanne Minnicks surveys the strategies, goals, and relationships necessary for a successful development department.
For a Follow Up Whitepaper, Visit:
http://go.donorpro.com/5-modern-fundraising-strategies-nuture-prospects
Major donor fundraising requires focusing on the donor as much as the project. It involves cultivating relationships over multiple steps, from initial discovery of prospects through research, meetings, and asks, and ongoing stewardship. Critical factors for success include having a clear case for support, excellent research on potential donors, and asking for the right level of gift while expressing appreciation for any contribution.
The document outlines 5 successful fundraising strategies used by organizations partnered with GlobalGiving. The strategies are: 1) Identify your network, communicate effectively, and help your network grow. 2) Tell powerful stories that highlight how people care about other people. 3) Set specific fundraising goals and break them down into smaller, weekly goals. 4) Just start fundraising efforts without overthinking your strategy. 5) Develop a multifaceted fundraising strategy that uses both online and offline methods. The document provides examples of how organizations successfully used these strategies on the GlobalGiving platform.
Preparing corporate sponsorship requests requires thorough research and alignment. [1] Know your organization's mission and project details. [2] Research potential sponsor corporations to find a good fit between their priorities and your work. [3] Highlight synergies between your work and the corporation's activities and values to demonstrate alignment. Relationships are key, so connect through existing contacts and invite participation to build rapport over time.
Here is a sample webbing exercise to identify potential donors:
You (Your Name)
Co-workers at current job:
- John Smith
- Sally Johnson
- Bob Williams
Friends from college:
- Mike Thomas
- Lisa Brown
- Jennifer Davis
Neighbors:
- The Johnsons
- The Wilsons
Family members:
- Parents
- Siblings
- Cousins
- Aunts/Uncles
Religious/Community Groups:
- Church members
- Club members
This exercise helps map out your existing connections that could become potential donors with cultivation. Remember, everyone knows someone, so don't underestimate your own network!
Presented by Jann Schultz, AVP Donor Services, Operation Smile and Angel Aloma, Executive Director, Food for the Poor, July 2013. Learn proven strategies from our experts to optimize long term value of your direct response donors by moving them up the giving pyramid. Utilizing case studies, this presentation will offer proven concepts regarding development of donor pathways, messaging and offer development and highly personalized contact strategies to optimize donor value.
What is a fundraising strategy?
A plan that
•Sets out organizational funding needs
•Identifies actions, timescales, resources to meet this need.
A Strategy is a long term plan of action designed to achieve a particular funding goal.
Why create one?
•Sustainability
•New sources
•Diverse funding base
•More income
Who Needs to Be Involved in the Planning Process?
•Leadership –planning
–Board(s) and Staff
•Stakeholders –as part of community survey
–Government
–Private
•Donor-Investors –community survey, planning
–Individuals, foundations, corporations
•Constituents –community survey, planning
–Customers, community
Context for fundraising
1.Case for Support
2.Funding Need
3.Scenario Planning
4.Internal Bridges & Barriers
5.Competitors
6.Audiences
Key Stages in Developing a Strategy
•Clarify organisational goals/needs
•Analysis –where are we?
•Generating ideas
•Choosing what to focus on
•Planning and resourcing
•Monitoring
The document provides guidance for developing a fund development plan for nonprofit organizations and DEC grantees. It discusses establishing fund development responsibilities and oversight structures. A key part is developing a multi-year fund development plan that identifies goals, strategies, budgets and timelines. The plan should be based on assessing organizational strengths/weaknesses and the external funding environment. A variety of fundraising strategies are explored, from events and direct mail to online giving. Tracking results and revising the plan annually is also recommended. The document emphasizes establishing relationships with current and prospective donors as the most effective way to raise funds.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2008 للبرنامج السوداني لإعداد القيادات الشبابية
The document provides an agenda for a workshop on online fundraising hosted by Kelly Kurz of GlobalGiving. The agenda covers introductions, an overview of online fundraising and its importance, how to create an organizational identity and market it online, identifying and maximizing networks, and how to join the GlobalGiving platform. Attendees are guided through building an online fundraising campaign and using tools on the GlobalGiving platform.
Este documento presenta las herramientas educativas disponibles en el Portal Educamadrid. Explica cómo crear y mantener una revista digital o comunidad virtual en el portal, incluyendo la adición de recursos multimedia. También cubre el uso del correo electrónico y el administrador de contenidos del portal para crear y compartir contenidos educativos.
Este documento presenta los indicadores de rendimiento para Antonia Sanin Jimenez en el tercer periodo de 2016 en las áreas de tecnología y emprendimiento. En tecnología, los indicadores miden su capacidad de identificar artefactos tecnológicos, utilizar herramientas TIC y mostrar interés en el trabajo colaborativo. En emprendimiento, miden su habilidad para identificar conceptos de emprendedores colombianos, aplicar dichos conceptos y respetar las diferencias de los demás.
El documento habla sobre la importancia de llorar y expresar emociones. Reconoce que todas las personas, independientemente de edad o situación, necesitan llorar para aliviar el alma y sentirse mejor. Aconseja no contener las lágrimas y pedir consuelo a otros cuando sea necesario, ya que llorar limpia el alma y ayuda a enfrentar nuevos retos.
The document summarizes a literature review on valuing health at the end of life. It finds mixed evidence from 17 studies on whether the public wishes to place greater value on health gains for end-of-life patients compared to others. While some studies find evidence for an "end of life premium", others find no such evidence. Most studies did not examine preferences for quality of life improvements versus life extensions for end-of-life patients. The review identifies gaps in the literature and calls for further research using multiple methods to test the robustness of findings.
Namasmaran And Romance Dr Shriniwas Janardan Kashalikarbanothkishan
The document discusses the concept of Namasmaran and how it relates to everyday life and romance. It was initially thought that Namasmaran was something only for people who had resigned from active life, but it is becoming clear that it is actually a process of conscious evolution that makes individuals more objective, considerate, and able to react understandingly. Namasmaran can play a pivotal role in enriching everyday life and blossoming and immortalizing romance throughout one's life if embraced from a young age.
The Texas State graduate students covered the 2013 SXSW Interactive conference through the SXTXState Project. A team of 6 students produced over 120 articles, 44 videos, and engaged on social media before and during the conference. Their comprehensive multimedia coverage included interviews with notable speakers like Elon Musk and Rachel Maddow. Analytics showed strong engagement on their website and social media. After the exhausting but inspiring week, students reflected on the career and networking opportunities gained from participating.
This document discusses strategies to help micro and small enterprises (MSEs) affected by HIV/AIDS remain active participants in productive markets. It first provides background on the importance of MSEs in developing economies and how the HIV/AIDS epidemic impacts MSEs. It then identifies four main constraints HIV/AIDS places on MSEs' ability to participate in value chains: limited resources, high transaction costs, increased risks, and lack of market orientation. The document proposes six approaches to address these constraints, including financial services, legal assistance, workplace policies, labor-saving technologies, inter-firm cooperation, and vertical linkages. It argues these strategies can help mitigate the economic impact of the epidemic and prevent MSEs from falling out of markets.
engaging your community - how to build a huge email listengage
This document discusses best practices for engaging communities through email. It provides examples of large email lists for political campaigns. Regular email communication is important for keeping supporters informed and engaged, but too much email risks overwhelming people. Email is most effective for fundraising when there is a sense of urgency and clear goals/deadlines. Subject lines are important for getting emails opened.
BIONDETTI ART - The Classics Art CollectionRon Flens
The company Biondetti Art was named after Clemente Biondetti, a famous Italian racing driver from the 1930s-1950s who had great success in races like the Mille Miglia. They produce high-quality artwork focused on classic cars, created through a careful multi-step process by renowned automotive photographer Jeremy Cliff. The collection features limited edition prints of iconic vehicles from marques like Alfa Romeo, Ferrari, Jaguar, and Lamborghini, available as full body or silhouette images.
La estudiante entiende que la planeación es planificar tareas con anticipación considerando factores internos y externos para alcanzar objetivos. Cree que es importante planear la vida para saber qué actividades realizar y lograr metas. La planeación permite saber las cosas que se tienen previsto hacer.
El documento describe diferentes estrategias que los docentes pueden utilizar para mejorar su enseñanza, incluyendo actualizar sus conocimientos, presentar temas de forma gradual, dar instrucciones claras para trabajos, motivar a los estudiantes, mostrar la relación entre temas, fomentar el trabajo colaborativo, realizar tutorías en grupo, usar tecnología durante clases, presentar información en pequeñas porciones y comunicarse de forma no verbal.
The document discusses an innovative webinar series on direct mail testing from DonorVoice. It outlines problems with current testing processes being biased, slow, costly and inefficient. The solution presented is a new way to test direct mail using feedback from the target audience to identify superior performing packages. Case studies are provided showing how this approach identified packages that beat the control, saving testing costs and increasing revenues. The process involves choosing package elements to test, designing the experiment, conducting an online survey, and providing results to identify what should be mailed for better returns.
Landelijke Ronde Tafels voor Smart MobilityRondeTafels
De Landelijke Ronde Tafels voor Smart Mobility zijn ontmoetingsplekken waar industrie, kennisinstellingen en overheden samen komen om smart mobility sneller en grootschaliger tot ontwikkeling te brengen in Nederland.
Er zijn vijf Landelijke Ronde Tafels voor Smart Mobility (thema´s): Architectuur & Interoperabiliteit, Juridische Aspecten, Gedrag, Effecten. De agenda wordt per Ronde Tafel bepaald door enerzijds actuele issues uit lopende projecten, anderzijds door projectoverstijgende en internationale ontwikkelingen, die ook invloed hebben.
IS DATA COLLECTION A HASSLE ON SITE & IN THE FIELD?Nick Taylor
UK businesses waste millions of pounds each year through inefficient paper filling, lost or inaccurate data and awkward data management processes.
By choosing Formation Software you’ll receive a digital forms solution to build digital versions of all your unique business documents to improve the efficiency and accuracy of data collection in the field.
Minimise paperwork: Choose your Formation - a mobile forms software for any industry.
Este documento describe los muros colaborativos como herramientas para el aprendizaje colectivo. Explica que permiten la expresión y comunicación de ideas de forma participativa. Menciona dos herramientas principales para crear muros colaborativos: Padlet y Glogster. Padlet permite insertar texto, enlaces, archivos y videos de forma colaborativa. Glogster permite crear murales digitales interactivos con varios elementos multimedia. El documento también presenta algunos usos didácticos potenciales de los muros col
G McMorran completed the Longs 1014 - Module 5: Harness Certificate Awareness online course on February 19, 2013, earning a certificate with ID Harness_Certificate_Awareness. The course lasted 11 minutes and 3 seconds but McMorran scored 0%.
NASA and other space agencies are searching for signs of extraterrestrial life by looking for bacteria and organic molecules on planets and moons that show evidence of once having liquid water. The Viking landers tested Mars for life in 1976 but found no conclusive evidence. The Phoenix lander searched the Martian arctic for organic molecules and water ice in 2008. The Hubble Telescope has detected methane, an organic molecule, in the atmosphere of planets orbiting other stars, which could indicate the possibility of life. Europa and Enceladus, moons of Jupiter and Saturn, are also prime targets in the search due to evidence that they may harbor subsurface oceans.
Vanessa Yeidi Soto Jaramillo nació en 1997 en Cocorna, Antioquia. Actualmente estudia en la Institución Educativa Técnico Industrial Simona Duque en Marinilla, Antioquia. Sus colores favoritos son el negro, morado y fucsia. Sus mejores amigas se llaman Michaella, Ana María, Yuliana y Eliana.
The annual report summarizes a record year for the Community Foundation for the Alleghenies in 2012. Some key highlights include:
- Record donations totaling $11.8 million and record grants totaling $3.7 million.
- Assets surpassed $50 million for the first time, reaching $50.3 million.
- Growth of funds and programs in Bedford and Somerset counties that support causes like economic development, healthcare, education, and community projects.
- Thanks and recognition to donors, grantees, volunteers, and supporters for their contributions to the Foundation's success.
Asset-Based and Collaborative Strategies for Community Economic Developmentsondramilkie
This document summarizes an asset-based economic development conference that discussed strategies like inventors clubs, community funds, and the Rosholt library project. It introduced tools like asset mapping, appreciative inquiry, and data analysis to identify community strengths. Attendees were encouraged to focus on what's working, build from local assets, and use secondary data to spark discussion rather than dictate solutions. Questions were invited about successes, challenges, and other tools communities have used to determine their resources.
NEPR had a successful year in 2012 with growth in individual donors, fundraising revenue, and underwriting revenue. Key accomplishments included hiring new staff, hosting community events, and partnering with local organizations on fundraising campaigns. The station also launched a new "Good Thinking" marketing campaign and audio archive called AudioFiles. Looking ahead, NEPR's goals for 2013 focus on growing the sustaining partner program, increasing major and planned giving, expanding social media presence, and continuing to improve marketing and communications across the region.
This summary provides the key details about the document in 3 sentences:
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Advisory Committee
Responsible to the Board for advising
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Fund.
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1. Kimball-Jenkins
Fundraising- Resource Development Plan
Annual Campaign
266 North Main Street
Concord NH 03301 A private charitable trust
603.225.3932 for the purposes of
www.kimballjenkins.com
historic preservation, the arts and cultural
Prepared by ACDD Philanthropy Leadership
Miranda Dalton
education
2. Greetings!
Miranda R. Dalton, MBA
Fundraising-Resource Development Plan Annual Campaign
3. Agenda
• The Annual Fund and its Significance
• Analysis of the External Environment – Concord, NH
• Analysis of the Kimball-Jenkins 2011 Annual Campaign
• Recommendations for Kimball-Jenkins 2012 Campaign
5 Step Process
5. The Annual Fund
• Designed to attract annual gifts with the goal of attracting new
donors while keeping current donors and encouraging them to
increase the size of their gifts over time (Dove, 2001).
• The foundation for all fundraising efforts (Dove, 2001).
• Focuses on the resources available today, while planning for
tomorrow’s resources.
• Should encompass strategies inclusive of but not limited to the
organization’s special events, major and planned giving
programs etc…..
6. Kimball-Jenkins launched its first
Renaissance Garden Party in 2011 to kick off
its annual fund campaign.
The same theme should be used and
built upon in the 2012 annual
campaign.
8. People QuickFacts Concord
Population, 2011 estimate NA
Population, 2010 42,695
Population, percent change, 2000 to 2010 4.9%
Population, 2000 40,687
Persons under 5 years, percent, 2010 5.5%
Persons under 18 years, percent, 2010 20.7%
Persons 65 years and over, percent, 2010 13.8%
Female persons, percent, 2010 50.4%
White persons, percent, 2010 91.8%
Black persons, percent, 2010 2.2%
American Indian and Alaska Native persons, percent, 2010 0.3%
Asian persons, percent, 2010 3.4%
Native Hawaiian and Other Pacific Islander, percent, 2010 NA
Persons reporting two or more races, percent, 2010 1.8%
Persons of Hispanic or Latino origin, percent, 2010 2.1%
White persons not Hispanic, percent, 2010 90.5%
Foreign born persons, percent, 2006-2010 4.3%
Language other than English spoken at home, pct age 5+, 2006-2010 6.2%
9. Per capita money income in past 12 months (2010 dollars) 2006-2010 $29,298
Median household income 2006-2010 $51,412
Persons below poverty level, percent, 2006-2010 10.6%
Business QuickFacts Concord
Total number of firms, 2007 4,488
Suppressed; does not meet publication
Black-owned firms, percent, 2007 standards
American Indian- and Alaska Native-owned firms, percent, 2007 Less than 100 firms
Asian-owned firms, percent, 2007 1.7%
Native Hawaiian and Other Pacific Islander-owned firms, percent, 2007 Less than 100 firms
Hispanic-owned firms, percent, 2007 1.7%
Women-owned firms, percent, 2007 26.0%
Opportunities For Kimball-Jenkins
10. Eight Key Nonprofits In Concord, NH Revenue 2011 from Time of Year
Contributions
Red River Theater $24,000 Fall
Concord Community Music School 45% of 1.9M operating Throughout Year
budget from
contributions
Capitol Center for the Arts $638,348 November
New Hampshire Historical Society $692,479 Centered Around
Special Projects
Community Player of Concord $21,379 N/A
The Granite State Symphony Orchestra $24,000 N/A
The League if New Hampshire Craftsmen Over 1.1M Nov.-Dec.
Granite United Way Approximately $1.05M Fall
12. Kimball-Jenkins 2011 Annual Campaign
Strengths Weaknesses
•2011 annual campaign raised over $75,000. •2011 annual campaign fell short of its
•There is an existing “Board Member Annual intended goal of $125,000.
Fundraising Commitment” form. •Limited information on past donors
•Over $41,000 of the $75,000 was given by the available.
Board of Directors with the Chairman of the Board •An effective system of tracking and
contributing approximately 85% of the board’s updating donor information is nonexistent.
contribution. •A plan of action to develop relationships
•The first "Renaissance Garden Party" was held at with current and potential donors is
a trustees home to kick off the annual campaign. nonexistent.
•A developed program entitled the “Renaissance •Limited literature in marketing and
Circle” granting special benefits and opportunities educating the community on the mission and
to individuals with contributions of $2,500 or program/services of the organization.
more. •No planned giving program.
•Existing opportunities for employers to match the •Volunteers not maximized in annual
gifts of their current and retired employees. campaign.
•Organization has an existing annual fund letter •Fundraising calendar is nonexistent.
and donation form.
•Opportunity for donors to give online via the
organization’s website.
•A 2012 event schedule is available and promoted
via the organization’s website.
13. Recommendations for Kimball-Jenkins 2012 Campaign
Step 1: Conduct a Fundraising Audit
Step 2: Fundraising Planning
Step 3: Development of Tactical Plan
Step 4: Development of Budget
Step 5: Monitoring and Control
14. Step 1: Conduct a Fundraising Audit
“Where You Are Now” – Step 1
Fundraising Audit Tool Kit - Resource Guides 1a-1d
“Where Do You Want to Be” and “How Will You Get There” - Steps 2-4
(Sargeant, Shang, & Associates, 2010)
15. Step 2: Fundraising Planning
Kimball-Jenkins Must Set Its Fundraising Objectives
• The amount of funds that will be raised
• The categories of donors that will supply the funds
(individuals, corporations, foundations etc..)
• The acceptable costs of raising those funds
S – specific, M – measurable, A –achievable, R –relevant, T-timescaled
(Sargeant, Shang, & Associates, 2010)
16. Step 2: Fundraising Planning
Strategies to Achieve Objectives
3. Overall Direction
5. STP: Segmentation-Targeting – Positioning
7. Branding
9. A Case For Support
20. Step 2: Fundraising Planning
A Case For Support
Mission of Kimball-Jenkins
The arts enrich the fabric of our lives, Kimball-Jenkins
our community and our society. It is the
mission of ‘The School of Art’ at the Statement of Support
Kimball-Jenkins Estate to bring
affordable, quality arts education to
people of all ages and abilities in the
greater Concord area, especially to “A private charitable trust
those who might not otherwise have
the opportunity to share the gifts the for the purposes of
arts bring to life. We will achieve this by
expanding our course offerings and historic preservation, the
faculty, increasing our scholarship arts and cultural education”
awards and improving our facilities,
with the help of the community.”
266 North Main Street
Concord NH 03301
603.225.3932
www.kimballjenkins.com
21. Annual Fund Campaign Time Line
Step 3: Tactical Plans
Activities are initiated in October and end in September.
22.
23. Annual Fund Campaign Time Line
Step 3: Tactical Plans
Activities are initiated in October and end in September.
24. Mathematical Equation to Reach Goals in Annual Fund Campaign
Percentage of Donors Responsible Amount
10% 60% of goal
20% 20% of goal
70% 20% of goal
(Dove, 2001)
Use current list of donors that gave in 2011
25. Gift Range Donors Needed Prospects - Ratio Total
RG - 3a 10% of Donor = 60% of Goal
$5,000 2 14(7:1) 10000
Goal of $100,000 and 2500 6 42 (7:1) 15000
a Relatively 1000 18 108 (6:1) 18000
Unproven Suspect 500
20% of Donors = 20% of Goal
Pool 250 48 192(4:1) 12000
Total Prospects pool: 100 80 240(3:1) 8000
2,002 70% of Donors = 20% of Goal
Less than 100 412 1236(3:1) 20000
$100,000
Gift Range Donors Needed Prospects - Ratio Total
10% of Donor = 60% of Goal
RG -3b
$5,000 2 8(4:1) 10000
Goal of $100,000 and a
2500 6 24 (4:1) 15000
Relatively Proven
1000 18 54(3:1) 18000
Suspect Pool 500
Total Prospects pool: 20% of Donors = 20% of Goal
1,258 250 48 96(2:1) 12000
100 80 160(2:1) 8000
70% of Donors = 20% of Goal
Less than 100 412 824(2:1) 20000
(Dove, 2001) $100,000
26. Annual Fund Campaign Time Line
Step 3: Tactical Plans
Activities are initiated in October and end in September.
27. Miss Miranda Dalton
202 Bell Lane
Anywhere, USA 3221
Dear Miss Dalton,
Kimball-Jenkins Estate has experienced tremendous response to our “thank-a-thon.” You and others indicated
a willingness to support the mission of Kimball-Jenkins. Please be aware that your gift will make a difference
in more ways than one. Your donation along with gifts from others can help meet the financial needs of our
organization.
During the “thank-a-thon,” you pledged to support the Unrestricted Fund by donating ______________. Your
current balance is __________. We ask that you fulfill your pledge and be part of this significant
achievement. You can make an immediate impact simply by making your donation online at
www.kimballjenkins.com. This is a secure location, which allows you to submit payment by credit/debit card
or online check method. Please feel free also to use the enclosed envelope to return your pledge payment. If
you have mailed your payment and our correspondence has crossed paths, please accept our apology.
Your support is important and every gift makes a difference. We appreciate and we count on your support.
Sincerely,
Name and position of person sending letter
28. Your Contribution Makes A Difference
NOW More Than Ever.
•Every dollar invested in Kimball-Jenkins through the Annual Fund improves the experience of every student
and constituent of the organization.
•Your participation and involvement with Kimball-Jenkins is as important as your gift.
•Annual Fund contributions are received between October 1 and September 30.
Make your gift online: www.kimballjenkins.com
I WANT TO INVEST IN THE FUTURE OF KIMBALL-JENKINS ESTATE
Here is my unrestricted gift to support Kimball-Jenkins’ most urgent needs.
Name: ____________ Address: ____________ Phone Number: _________ Email: _______
__My total gift to Kimball-Jenkins $ _____________
__A matching gift contribution will be made by my employer: $ _____________
__ Full payment enclosed (check or money order payable to Kimball-Jenkins’ Estate)
__ Pledge to send monthly payments of $ ______ over a period of ____ months ending September 30, 20___.
__ Credit card payment: ___ Visa __ MasterCard ___ American Express
Credit card number: _______________ Signature: ________________
Print name “as” on card_____________ Expiration Date: ___________
Your gift is tax deductible and greatly appreciated. Thank you.
29. Making the Annual Appeal
Key Take Aways
• Ask for the intended amount
• Follow Up
• Once Received – SAY THANK YOU!
30. Annual Fund Campaign Time Line
Step 3: Tactical Plans
Activities are initiated in October and end in September.
34. Annual Fund Campaign Time Line
Step 3: Tactical Plans
Activities are initiated in October and end in September.
35. Annual Fund Campaign Time Line
Step 3: Tactical Plans
Activities are initiated in October and end in September.
36. Step 4: Budget
Marketing Budget for 2011 Fiscal Year - Approximately $26,400
Annual Fundraiser Costs - Estimated $4,302 dollars – 16% of Budget
It is our recommendation to allot a minimum of $5000 to achieve last
year’s benchmark of donations received plus a cushion to absorb costs of our
recommendations to the organization.
The costs incurred last year should be examined to
see
if activities are warranted.
If not, money should be reallocated to
support the recommendations in this plan.
37. Step 4: Monitoring and Control
• The actual donations achieved compared to the budget
• The actual costs incurred relative to those budgeted
• The performance of specific forms of fundraising
• The appropriateness of the strategy and tactics adopted
(Sargeant, Shang, & Associates, 2010)
38. Thank You!
Miranda R. Dalton, MBA
Fundraising-Resource Development Plan Annual Campaign
39. Bibliography
Capitol Center for the Arts. (2010). Retrieved April 19, 2012, from Guidestar.com:
http://www.guidestar.org/FinDocuments/2011/223/151/2011-223151625-07e2c855-9.pdf
City of Concord New Hampshire. (n.d.). Retrieved April 19, 2012, from Quality of Life:
http://www.ci.concord.nh.us/Businessdev/quality/concordv2.asp?siteindx=L0i,20
Community Players of Concord, NH. (2010). Retrieved April 19, 2012, from Guidestar.com:
http://www.guidestar.org/FinDocuments/2011/237/161/2011-237161647-07bfee66-9.pdf
Concord Chamber of Commerce. (2008, June 30). Retrieved April 19, 2012, from
New Hampshire’s Creative Crossroads - The Concord Creative Economy Plan :
http://www.concordnhchamber.com/data/uploads/creative_economy_final_report_2.pdf
Concord Community Music School. (n.d.). Retrieved April 19, 2012, from Giving Opportunities:
http://www.ccmusicschool.org/support/giving-opportunities
ConcordPatch. (2011, June 20). Retrieved April 19, 2012, from Theatre Close to Wrapping Up Fundraising
Campaign: http://concord-nh.patch.com/articles/theatre-close-to-wrapping-up-fundraising-campaign
Dove, K. E. (2001). Conducting A successsful Fundraising Program. San Francisco, California: John Wiley
& Sons.
Granite State Symphony Orchestra. (n.d.). Retrieved April 19, 2012, from Support GSSO:
http://www.gsso.org/support.html
Granite United Way. (2012, March 30). Retrieved April 20, 2012, from News and Events:
http://www.graniteuw.org/aboutus/news.php?n=170
40. (2010). League of New Hampshire Craftsmen Inc.
Leubsdorf, B. (2011, September 5). The Renaissance Pitch. Retrieved April 19, 2012, from Concord Monitor:
http://www.concordmonitor.com/article/277832/glimpse-into-the-future-of-parking?SESS9ab90fe07eb75ec1c8
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Partners, C. G. (2011). Annual Appeal - A Step By Step Guide.
Perry, G. (2011, November). Your Fundraising Calendar for 2012. Retrieved January 21, 2012, from
Gudestar: http://www.guidestar.org/rxg/news/publications/fundraising-calendar-for-2012.aspx
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http://quickfacts.census.gov/qfd/states/33/3314200.html
Editor's Notes
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Greetings! My name is Miranda R. Dalton. It has been a pleasure working with Kimball-Jenkins Estate over the past several months. It is my hope that our consulting team has provided you with information and resources that can be utilized as you move forward in achieving mission success. My task today is to present you information and recommendations for your annual campaign. As I progress through the presentation, it is my hope once again that you experience some “ah ha” moments and moments that deepen your understanding on developing and implementing an annual campaign. Without further ado..lets start on our journey in constructing an annual campaign that yields optimal financial results for Kimball-Jenkins Estate
Our objective for this presentation is 4 pronged. I will discuss…. (Read the screen)
The annual campaign is one of the major vehicles in which Kimball-Jenkins will BUILD THE RELATIONSHIP with current and potential donors. I will speak more to that point throughout the presentation. It is your responsibility as an organization to STAY IN TOUCH WITH DONORS. It is through nurturing relationships with donors that Kimball-Jenkins can increase the bequests and volunteer time given by donors.
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Kimball-Jenkins has a number of strengths that can be built upon to maximize opportunities and overcome threats that might deter the annual campaign. Therefore, a “strengths based approach” is befitting in moving forward.
The external environment will provide Kimball-Jenkins with opportunities and threats. Before planning an annual campaign, Kimball-Jenkins should take time to determine exactly what are the opportunities and threats not only in Concord, but surrounding areas and the entire state of New Hampshire.
I have started a preliminary analysis of the external environment for you. This gives the most recent census data for Concord. Highlighted in yellow are key areas of consideration when determining the type of person(s) to target in the not only in the annual campaign but in planned giving and other special campaigns. Women are emerging as a major independent philanthropic force but males give a higher average amount than females but not a higher percentage of their household income (Dove, 2001) . The amount that is given by donors increases with age peaking between 50 and 64 years but declining after retirement (Dove, 2001). Caucasians give more than any other ethnicity (Dove, 2001).
Household incomes that range between $50k and $74,999 give an average of $1,633 (Dove, 2001). As you can see, Kimball-Jenkins has a real opportunity to capitalize on this fact. Households income avg. Avg. Contributed Amount $25K-49,999 $891 $75K-99,999 $2,038 (Dove, 2001).
According to the city’s website, Concord is noted as one of the most desirable communities in New Hampshire with its abundant education and cultural resources (City of Concord New Hampshire). This fact can create competition for donors/volunteers. This slide details 8 major annual campaigns held in Concord. The table delineates the amount raised during their 2011 campaign and when their campaigns are typically held.
Again, our team’s recommendations would be based on the existing strengths of Kimball-Jenkins. As you can see from the slide, there are a number of strengths. The strengths outweigh the number of weaknesses. However, the weaknesses cannot be ignored and must be addressed.
Our recommendations to Kimball-Jenkins will follow a Five Step Process . (READ SLIDE)
Step 1 - The fundraising audit will address “Where You Are Now.” Where Do You Want To Be and How Will You Get There will be addressed by Steps 2-4.
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To achieve the strategies set by your organization there are four things that must be done. Kimball-Jenkins must…. (READ SLIDE).
Kimball-Jenkins should determine the types of fundraising methods that will be used. If the goal of Kimball-Jenkins is to raise more funds than last year, there are four approaches that Kimball-Jenkins can implement. NAME FOUR AREAS. – the approaches requires Kimball-Jenkins to develop strategies that strategically align current and future donors with current or new initiatives/programs.
Based on the information yielded in the fundraising audit and the growth strategies of Kimball-Jenkins, the organization can divide the market into groups and develop a plan of action to engage the groups in the annual campaign. The process is called STP and the slide details each step.
Kimball-Jenkins should determine what makes the organization distinctive. Distinction came come through Kimball-Jenkins’ values, actions or the manner in which those actions will be taken (Sargeant, Shang, & Associates, 2010). Every activity during the annual fund campaign should be reflective of the brand of Kimball-Jenkins. During the annual campaign, Kimball-Jenkins should ensure that every employee, board member and volunteer reflect the brand/image set forth by the organization. This action will assist in distinguishing and positioning Kimball-Jenkins in the minds of potential donors. The touchpoints outlined in the figure are the areas Kimball-Jenkins should ensure that the organization’s brand is seen.
In summary, a case for support is the general argument for why a non profit deserves a gift of support. Without a case for support, a NPO does not have the right or ability to seek financial support to fundraise. (Sargeant, Shang, & Associates, 2010) A Case for Support: Within our tangible deliverables to Kimball-Jenkins, there is a case statement that details to donors why their support is needed. During the Renaissance Garden Party and other events throughout the year, the case statement should be tailored to a shorten form targeting specific groups.
January: Thank, thank, and thank your year-end donors again and again. Donors are far more likely to give again if they received a prompt, personal thank you. Create a welcome package for new donors Form a “I Am Kimball-Jenkins” Committee from your board members and give them the job of turning donors into true friends of your organization February: Systematically develop relationships with current and potential Renaissance Donors ($2500 or more ). Set a firm goal for how many major donor visits Kimball-Jenkins can accomplish each month. Do not let anything stop you from making these visits March: Kimball-Jenkins should make sure the organization is present in social land (Facebook, Twitter, Youtube and LinkedIn). Social Media is where the organization can make many friends for the cause. Social media helps donors stay connected with you and your mission. This is an excellent opportunity to maximize volunteers to spear head all social media activities. It is important that the Executive Director knows and approves all correspondences. Kimball-Jenkins wants to ensure that the “brand” of the organization stays consistent and all PR is done with decently April: Overhaul Your Messaging Month. Continue March..but simplify your message to captivate your audience. Time to create headlines and subheadings that tell your story quickly with power. Create a tone that’s casual and friendly. Find a story or a theme to use all year. Create a metaphor that is delightful and charming. Use an icon or picture that exemplifies your metaphor May – June – July – August: This should be the fun time for Kimball-Jenkins. All the newsletters, social media and interactions with potential and current donors inviting them to the special events of the organization should pay off during these months. During all events, information on potential donors should be gathered. Resource Guide 2, Donor Information Card, can be used to collect information that can be managed in software such as GiftWorks. (Go TO NEXT SLIDE)
Resource Guide 2, Donor Information Card, can be used to collect information that can be managed in software such as GiftWorks.
May – June – July – August: This is also a time to begin marketing the Renaissance Garden Party, Kimball-Jenkins’ Annual Fund Campaign. June: Time to pull your board together for a one-day retreat. There are many themes you can tackle. Items on the agenda are inclusive of but not limited to: Conduct a board self-assessment. Are your board members happy with their experiences on the board? Discuss the results. Tackle the most important strategic issues facing Kimball-Jenkins. How will the board deal with them? What’s your organization’s plan for the next year? Get your board members fired-up for the cause and put them to work. Give reports from the “I Am Kimball-Jenkins Committee. Discuss ideas for the Renaissance Garden Party During the retreat, the Board of Directors should establish lead gifts. A lead gift is a bequest that moves an entire organization or a significant part of the organization forward in a single leap (Dove, 2001). The lead gift creates synergy for further philanthropy and defines to the entire constituency the importance and value one donor holds for the organization (Dove, 2001). The due date for lead gifts should be determined in an effort to kick off the annual fund campaign. This is also the month to begin recruiting volunteers for the upcoming annual campaign. Because the organization is small, it is the recommendation of our team that the Executive Director chair the annual campaign. The Executive Director should use a Volunteers Tool Kit in a training session scheduled during the month of June. The Volunteers Tool Kit is inclusive of but not limited to the following items (Dove, 2001): Organization’s case statement Campaign Objectives Description of the Campaign Plan Pledge Cards Information about the range of gifts needed Other items determined by the organization. July: This is when Kimball-Jenkins conducts its fundraising audit Is it time to set new goals for the year. What kind of increase is really possible? If you plan for fundraising increases, spell out exactly how you’ll make those goals. Never, ever set goals based on wishes and hopes. Instead, define a specific strategy to back up each expanded fundraising goal. (GO TO NEXT SLIDE)
The following table reflects the mathematical equation needed to reach the goals established in annual fund campaigns.
This slides gives a deeper mathematical interpretation in raising 100K . To establish the Renaissance Circle in both scenarios – at least 8 donors needed to give at $2500 or above. It is important to establish lead gifts to set the tone ff the campaign. We will discuss lead gifts in a few moments. The majority of your donors will give at least $100
July: Establish the Renaissance Committee that will plan the garden party to kick off the annual fund campaign. August – September: Lay out a step-by-step year-end annual appeal. See steps below. First warm up your donors for the ask. Try starting with a “thank-a-thon.” Gather hordes of volunteers, feed them and get them on the phone thanking past donors, then have them conclude the call with an appeal for the upcoming fund campaign. Kimball-Jenkins should send a warm-up letter thanking donors once again for their past support and reminding them of their upcoming bequest. If donors did not commit during the “thank-a-thon,” the letter should encourage them to consider supporting Kimball-Jenkins Estate. The next slide will give an example of a letter. Finally, Kimball-Jenkins should lay out a multi-channel fundraising effort with using direct mail, phone follow-ups, postcards, email, and social media inviting current and potential donors to the Renaissance Garden Party, which is the official kickoff of the annual fund campaign.
Sample letter that you can follow as a template during the “thank-a-thon.”
This is a sample pledge card that has dual functionality and can be mailed out during the “thank-a-thon. It is an envelope and pledge card. Saves money..cost. Remember that stakeholders do not like a large percentage of their donation to go into fundraising overhead. They want to see their donations go to direct services.
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October: There are a number of activities that I will present in the following slides that Kimball-Jenkins can utilize to take advantage of potential donors in attendance at the Renaissance Garden Party and to increase brand awareness of the organization.
September: This will be the most important time during the annual campaign where the organization will make the annual appeal. The short version of the case statement and information cards should be distributed to potential donors as they arrive. The Executive Director can have the responsibility of welcoming and thanking everyone for attending. The Executive Director talks about the various ways individuals can become a part of the Kimball-Jenkins family. The Executive Director discusses the annual campaign, individual/family/business memberships, registering for classes offered by the organization, open studio, volunteerism and other mediums adopted by the organization The Chairman of Board is responsible for informing attendees of the success and accomplishments of the organization over the past year with the donations of people who consider themselves a part of the Kimball-Jenkins family. The chairman thanks them once again for their support. Next, the chairman should inform attendees of the upcoming year’s goals and objectives to encourage individuals to give during this year’s campaign. This is where the annual appeal is in full swing. The Chairman of the Board should be passionate about the appeal and pull on the heartstrings of the attendees. He should boast about the leaps and bounds the organization has made since its turbulent time several years ago. Through a restructured Board of Directors, new management, a strategic plan and a system of monitoring and accountability, Kimball-Jenkins is BACK STRONG! He should make the final appeal and ask individuals to make their annual donation tonight or the days ahead and declare…”I AM KIMBALL-JENKINS!” Attendees are instructed where to go to make their bequest.
An excellent idea would be for Kimball-Jenkins to use children who have attended classes and summer camp to serve as hostesses
A silent auction can be a part of the festivities. Arts and other crafts donated by students of the art school and summer camps can be purchased by attendees. All bequests will be deemed as unrestricted donations. Executive Director should responsible for handling the silent auction
October and November: Follow up with donor pledges received at garden party through phone calls and letters. Send out thank you notes to donors that pledged at Renaissance Garden Party. Send out thank you notes to individuals who attended even if they did not pledge the night of the Renaissance Garden party. Send out a special newsletter featuring the annual campaign. It should be inclusive of but not limited to pictures of the Renaissance party, testimonials of individuals who are recipients of the programs and services of Kimball-Jenkins, a letter from Chairman of the Board and the Executive Director restating the annual appeal. Social media outlets should be used to accomplish the same mission. Manage donor information in GiftWorks or the software of the organization.
December: This month will probably find you busy with your year-end appeals and gifts to honor donors. This can be items students made in the School of Art.
It is the recommendation of our consulting team that Kimball-Jenkins develop the annual fund campaign budget using the task method. This approach would align costs with all activities and present a realistic budget for the organization. The 2012 marketing budget was reviewed. Marketing costs of approximately $26,400 entailed specific costs to annual fund at an estimated $4,302 dollars. It is our recommendation to allot a minimum of $5000 to achieve last year’s benchmark of donations received plus a cushion to absorb costs of our recommendations to the organization. The costs incurred last year should be examined to see if activities are warranted. If not, money should be reallocated to support the recommendations in this plan.
It is imperative for Kimball-Jenkins to monitor and track the development and activities of the annual campaign
It has been a pleasure once again working with Kimball-Jenkins. I hope that all of our team’s recommendations, especially the recommendations for your annual campaign will be beneficial. Good luck on your fundraising endeavors so that you can continue to spread “I AM KIMBALL-JENKINS” throughout the Concord and surrounding areas.