1. DONATIONS

2. Evolving landscape, renewing optimism Philanthropic Trends 2010 AFP Congress

3. The base statistics sector snapshot overall giving individual giving

4. The base statistics sector snapshot overall giving individual giving

5. The base statistics sector snapshot overall giving individual giving

6. The base statistics sector snapshot overall giving individual giving

7. Many organizations the base statistics sector snapshot

8. 2-year decline in giving… the base statistics overall giving

9. …including individuals… the base statistics individual giving

10. …and now % giving down slightly too. Avg. Donation% of Filers the base statistics individual giving

11. The landscape evolves donor confidence demographics technology accountability competition

12. The landscape evolves donor confidence demographics technology accountability competition

13. The landscape evolves donor confidence demographics technology accountability competition

14. The landscape evolves donor confidence demographics technology accountability competition

15. The landscape evolves donor confidence demographics technology accountability competition

16. The landscape evolves donor confidence demographics technology accountability competition

17. Renewed donor confidence… the landscape evolves donor confidence

18. …leads to turning the corner? Snapshot: 2010 KCI client poll the landscape evolves donor confidence

19. The generations are shifting… 1971-2030 the landscape evolves demographics

20. The generations are shifting… 1971-2030 the landscape evolves demographics

21. The generations are shifting… 1971-2030 the landscape evolves demographics

22. The generations are shifting… 1971-2030 the landscape evolves demographics

23. …with more complexity… Source: FDU Magazine the landscape evolves demographics

24. …and diversity Source: Statistics Canada the landscape evolves demographics

26. Just a few new tech choices… the landscape evolves technology

27. …more accountability than ever… Increased scrutiny of donors and ‘public’ Demand for ‘fiscal accountability’ –Governance renewal and reaffirmation Imagine Canada’s Standards Initiative More scrutiny re cost per dollar raised, but also more understanding of what it takes to be successful CRA Guidance the landscape evolves accountability

28. …and more sophisticated competition Increased number of charities Increased sophistication of profession Increased needs and demands for funds Dramatically increased competition for ‘mind- share’: –Public goodwill and profile –Volunteers and community leaders –Donors –Staff = + + the landscape evolves competition

29. Generating renewal alignment & collaboration engagement & impact diversification leadership development

30. Generating renewal alignment & collaboration engagement & impact diversification leadership development

31. Generating renewal alignment & collaboration engagement & impact diversification leadership development

32. Generating renewal alignment & collaboration engagement & impact diversification leadership development

33. Generating renewal alignment & collaboration engagement & impact diversification leadership development

34. More we work together… Alignment of board –To the strategic priorities of the organization –Aligned in terms of governance, board composition, focus areas Alignment of staff –Between foundations and the organizations they support –Between the Development department and the rest of the organization –Understanding of the need to be ‘on the same page’ generating renewal alignment & collaboration

35. …more effective we will be Much more collaboration than ever before –Between funders –Between charities –Between sectors –Driven in part by donors interest in issues as opposed to organizations generating renewal alignment & collaboration

36. Reaching your ‘traditional’ groups Deepening relationships with donors and volunteers Developing engagement strategies for donors and prospects for the long haul –Keeping the conversation going with potential donors –Using a customer management model while remaining authentic Same holds true for volunteers –Looking for ways to keep them engaged over long periods of time –Concept of maintaining “mindshare” generating renewal engagement & impact

37. New audiences, new strategies Engaging new prospective donor groups will be key to growing philanthropy Younger generation –New technology will be key –Four generations in the workplace Mainstream ethnic fundraising –Not a “project” but a core part of fundraising programs –May mean not doing things the way we’ve always done them generating renewal engagement & impact

38. The ‘cheque’ is the start, not end Evidence that donors and volunteers want to be more engaged, driven by their desire to have real impact on the organizations they support Want to be involved beyond writing a cheque Concept of “catalytic philanthropy” – catalysts for change and being actively involved in the solution On the one hand, wonderful; however, can be challenging for the organization generating renewal engagement & impact

39. Moving beyond just volunteer ‘connections’… Snapshot: 2010 KCI client poll generating renewal engagement & impact

40. …with customized approaches… No “one size fits all” when it comes to involving volunteers in organizations –Dependent on organization’s stage of development Regardless of stage, role clarity is critical –Clearly understand and communicate role you want volunteers to play –Starts at recruitment Measuring performance of volunteers Ultimately, ideal is a ‘partnership model’ generating renewal engagement & impact

41. …including in campaigns Flatter volunteer structures –Executive Committee/Cabinet model –Case Component model To Chair or not to Chair? –No Chair model –Co-Chair model –Revolving Co-Chair model Increased Board involvement –No longer just downloaded to campaign volunteers Less meetings, more one-on-one generating renewal engagement & impact

42. All eggs…one basket… bad idea Recession showed us value of diversification –Top performers consistently had diversity of fundraising activities Diversification of fundraising programs to address all 4 generations Strategic retooling and tactical facelift of programs Aging Boomers bodes well for charitable giving –Now is the time to build planned giving programs Concept of donor equity evolving generating renewal diversification

43. Shifting program priorities Snapshot: 2010 KCI client poll generating renewal diversification

44. Shifting program priorities Snapshot: 2010 KCI client poll generating renewal diversification

46. Technology: new tools in the toolbox… Snapshot: 2010 KCI client poll generating renewal diversification

47. Technology: new tools in the toolbox… Facebook and Twitter –used to mobilize groups and spread messages –Utility as fundraising tool not yet proven Mobile philanthropy growing –Gifts made via mobile philanthropy to Haiti demonstrate the power of this vehicle –Organizations now using iPhone and Blackberry applications to enable “point of sale” donations Sector grappling with how best to make it work First things first –Focus on enhancing your web presence, email quality, and enabling more donor control generating renewal diversification

48. …with impact across three key areas Data Management Prospect identification Appeal segmentation Performance analysis Communications Broader engagement Customize messages Foster collaboration Fundraising Shift from ‘donate now’ to ‘fundraise now’ generating renewal diversification

49. Tech questions to ask What are you trying to achieve? What is the capacity of the tools? Are you willing to resource (money and human)? If on a limited budget, what are you willing to drop? generating renewal diversification

50. Looming ‘leadership gap’… Capacity of organization limited by capacity of the people in the organization Shifting demographics mean need to focus on talent management and leadership development –Aging Boomers retiring –Entrance of new generations into the workforce –Four generations in the workplace Succession planning is precursor to good leadership and key to talent management –At all levels of the organization –In consultation with senior management and involving the staff under consideration –Open and transparent generating renewal leadership development

51. …and the importance of ‘both Qs.’ IQ Intellect ‘Threshold’ capability for executives Cannot be learned Can be reinforced EQ Personal capabilities or competencies Typifies outstanding leaders Can be learned Not nice to have… but need to have generating renewal leadership development

52. …and the importance of ‘both Qs.’ IQ Intellect ‘Threshold’ capability for executives Cannot be learned Can be reinforced EQ Personal capabilities or competencies Typifies outstanding leaders Can be learned Not nice to have… but need to have Hire for EQ, not just IQ… Hire for leadership potential, not just tactical skill. generating renewal leadership development

53. What does it mean for you?

55. Journey of a thousand miles… Opportunities –Renewal in major and planned giving –Online/multimedia/technology initiatives –Collaborative asks –Corporate partnerships –New prospect markets – women, ethnicities, youth –Alignment Challenges –Hangover’ effect from the economic challenges (i.e. cautious donors and volunteers) –Recruiting and retaining good staff –Competition/brand positioning –Transitioning, maintaining momentum after a campaign –Communicating cost of fundraising –Alignment Snapshot: 2010 KCI client poll what does it mean for you?

56. Journey of a thousand miles… ‘Minimum requirements’ remain –Sharp, relevant case for giving –Respect for donors individually –Flexibility in giving options –Patience with extended timelines for cultivation and decision-making In 2011 ALL organizations must: –Revisit strategic and operational plans –Conduct a prospect audit –Get out there what does it mean for you?

57. Slow and steady Not a matter of abandoning long held fundraising principles Adopt an orientation of openness to emerging opportunities Take a thoughtful look at how they fit in organizational realities Plan the integration of tools and techniques Develop structures and strategies to maximize strength and capitalize on new opportunities what does it mean for you?