1. Harvest of Knowledge Partner Conference May 5, 2017
Increasing Your Goal Is Not a Plan: Effective Planning to Transform Agency Capacity
Harvest of Knowledge Partner Conference
May 5, 2017

2. Our Presenters Travis Carley, Senior Vice President, CCS
Fourteen years of experience providing strategic guidance to non-profit organizations across all sectors
Planned, directed, and supervised campaigns for healthcare, education, religious, and social service organizations
Designed, directed, and implemented more than 50 projects raising more than a combined $350 million
Ted Blackburn, Senior Vice President, CCS
Thirteen years of experience with CCS
Strong focus on strategizing and implementing unprecedented principal and major gift programs 2

3. About CCS Founded 1947 Comprehensive Global
All sectors of nonprofit world: higher education, private/independent schools, health, arts, advocacy, international, social & civic, religious
Largest firm based on staff and market share
Counsel to 10,000+ non-profits
Among five oldest firms and leading member of the Giving Institute
90% of our work comes from repeat clients or direct referrals

4. Objectives for Our Time Together
Define and understand what a fundraising plan is and what makes it effective Review the four steps to effective fundraising planning Understand how to use CCS’s tools to create your plan Ask questions that matter to your organization

5. Overview of the Day Overview of Fundraising Planning
Step 1: Program Analysis
Step 2: Determining Goals and Objectives
Step 3: Creating Action Plans
Step 4: Assembling Your Fundraising Plan

6. Overview of Fundraising Planning
Increasing Your Goal Is Not a Plan: Effective Planning to Transform Agency Capacity
Overview of Fundraising Planning

7. What is a Strategic Fundraising Plan?
Analysis
What did we do? = Data/Results
What worked and what didn’t? = Analysis
What could we have done differently? = Opportunities/Challenges
Planning
What do we need? = Goals
How will we get it? = Objectives
What work is required? = Actions
Who will do it and when? = Assignments/Timeline
Write it down
Follow it!

8. Involve key decision makers
Who Should Be Involved?
Key Stakeholders
Board development committee
Executive Director/President/CEO
VP/Director of Development
Other fundraising staff
Buy-in and ownership
is essential
Involve key decision makers
early and
in key discussions

9. Importance of Strategic Planning to Fundraising Planning
Strategic vision, goals, plan
Fundraising Planning
Funding opportunities, new partnerships, etc.
CDOs and DODs find themselves involved with both processes and play critical roles in informing both.

10. Vision, Goals, and Case
Compelling Case
Impactful Goals
Clear Vision

11. Vision, Goal, and Case Inspire Sound Planning
(Big Picture)
Broad
Inspiring
Out-of-the-Box Thinking
Aspirational
Goal
(Action)
Defined
Strategic
Focused Thinking
Achievable
Case
(Story)
Comprehensive
Compelling / Motivating
Relational Thinking
Impactful / Transformational

12. Four Steps to a Strategic Fundraising Plan
Analyze Current Situation
Identify Goals and Objectives
Determine Specific Action Plans
Assemble the Plan

13. Step 1: Fundraising Analysis
Increasing Your Goal Is Not a Plan: Effective Planning to Transform Agency Capacity
Step 1: Fundraising Analysis

14. What Information is Required?
Without good data, analysis is impossible!
Operating Revenue and Expenses
Fundraising Performance
By source/constituency
By method
Development Expenses
Activity Goals and Performance

15. What Information is Required?

16. Analyze Current Situation
Conduct a review of current programs and operations
Overall results – Is the program growing?
Progress against goals – Are we achieving success?
Cost to Raise $1 – Are we efficient? Is there room for investment?
Fundraising by source – Diversified and balanced?
Fundraising by method – What methods are working?
Cost to Raise $1 by method – What does each method cost?
Industry/Peer comparison – How do we compare?

17. Giving by Source and Method

18. Compare with Industry Standards

19. Which Methods are Most Effective?

20. Evaluate Efficiency Cost per Dollar Raised Standards:
 Charity Navigator
$0.10 ($0.03) – 10 pts
$0.20 ($0.10) – 7.5 pts
 BBB Wise Giving Alliance
< $0.35
 National Average
$0.20

21. Build and Analyze Your Table of Gifts

22. Summary of Analysis Identify challenges and areas for growth
How are we doing?
What are our strengths and opportunities?
What stands in the way of growth? What is the solution?
What can/should be added to the program?
What can be changed or eliminated to improve performance?
Where are our greatest opportunities?

23. Step 2: Determining Goals and Objectives
Increasing Your Goal Is Not a Plan: Effective Planning to Transform Agency Capacity
Step 2: Determining Goals and Objectives

24. Determining Fundraising Goals
Consult your organization’s strategic plan, the overall plan should drive the fundraising plan
Review both program need and fundraising potential
Identify annual goals for the life of the plan
Monetary goals
Activity goals
Operational goals

25. Constituencies and Methods
Guiding Principles
Constituencies and Methods
Foundations
New grants
Renewed grants
Individuals
Direct Mail
Online Solicitation
Major Gifts
Events (tickets, etc.)
Board giving
Planned gifts
Organizations
Cash
Third-Party Events
Corporations
CRM
Food and Funds Drives
Event Sponsorship
In-Kind
Corporate Foundation
Employee Matching

26. Guiding Principles Upgrade Renew Acquire Constituencies Methods
Individuals
Personal Solicitation
Direct Mail
Online giving
Special Events
Food and Funds Drives
Corporations
Cash
Product
Employee Giving/Matching
Sponsorship
Foundations
Grants
Upgrade
Renew
Acquire

27. (personal solicitations, corporate and foundation support)
Guiding Principles
Balanced Model
Planned
Gifts
Major Gifts
(personal solicitations, corporate and foundation support)
Renewable Gifts
(direct mail, online giving, special events, cause-related marketing, other individual and philanthropic giving)
70% - 90% from Deferred and Major Gifts
10% - 30% from Renewable Gifts

28. Guiding Principles Focus where the greatest potential exists
Individual major gifts
Top prospects by constituency
Next, focus on effective methods
Take advantage of great opportunities
Say “NO” to bad ideas
Ask for money!
Always ask, “Is this raising money?”

29. Determining Fundraising Goals
As a group, let’s review the Goals and Objectives Questionnaire
This tool is designed to stimulate your own thinking about your organization and its fundraising programs and what specific goals will lead to success
Keep track of your answers to the questions to identify opportunities to set both high-level departmental goals tactical fundraising goals

30. Step 3: Creating Action Plans
Increasing Your Goal Is Not a Plan: Effective Planning to Transform Agency Capacity
Step 3: Creating Action Plans

31. Creating Action Plans Development function Goal and objectives
Revenue goal
Budgeted expenses
Staff responsible
Specific actions

32. Step 4: Assembling Your Fundraising Plan
Increasing Your Goal Is Not a Plan: Effective Planning to Transform Agency Capacity
Step 4: Assembling Your Fundraising Plan

33. Assembling Your Fundraising Plan
Start with an outline
Add detailed bullets
Review and revision
Draft full plan text
Approval

34. CCS Learning Fundraising Plan Template
Mission, Vision and Objectives – Mission first!
Program Analytical Summary – Objective Rational
Philanthropic Revenue by Source
Philanthropic Revenue by Method
Fundraising Costs and Efficiency
Summary of Analysis
Goals and Objectives – Goals and Objectives Questionnaire
Strategy and Action Plans – Action Plan Worksheets
Appendix – Supporting Documents

35. Other Questions

36. Thank you!
Please visit the following site to download a copy of the “Snapshot of Today’s Philanthropic Landscape”: