1. DONATIONS

2. Evolving landscape, renewing optimism Philanthropic Trends CAISAP Conference

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…

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

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

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

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

26. …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

27. …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 –Alumni and new students/families –Parents/past parents/grandparents –Faculty/Staff = + + the landscape evolves competition

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

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. More we work together… Alignment of Board(s) –To the strategic priorities of the School –To the Advancement function and priority work of the Head –To defining the philanthropic agenda –To embracing their philanthropic leadership position Alignment of Faculty/Staff –With a philanthropic culture –With Advancement expectations –With ethic of engagement among departments (Admissions, Bursar, House Parents, and Advisors) generating renewal alignment & collaboration

34. …more effective we will be Much more collaboration than ever before Creating caring alumni Embracing and advancing a culture of School excellence generating renewal alignment & collaboration

35. 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

36. Defined audiences, new strategies Engaging donor groups in the vision of the School –Presenting “today’s School” to older alumni –Thinking of School beyond tuition costs for parents –Defining capacity, interest and intent –“Re-engagement” strategies take time/patience –Consider “lifetime” relationship of parents – present and future –Realistic expectations of international $$ Younger generation –New technology –Four generations in the workplace generating renewal engagement & impact

37. Moving beyond just alumni/parent ‘connections’… Snapshot: 2010 KCI client poll generating renewal engagement & impact

38. …with customized approaches… No “one size fits all” when it comes to involving alumni and parents –Dependent on your School’s stage of development –Using peer pressure to advantage –Parents/alumni can train their peers Regardless of stage, role clarity is critical –Clearly understand and communicate role you want them to play at recruitment stage Measuring performance of volunteers (scorecards) Ultimately, ideal is a ‘partnership model’ generating renewal engagement & impact

39. …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 Fewer meetings, more one-on-one generating renewal engagement & impact

40. 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 (A,P,PP,GP,F/S,PF/PS) bodes well for charitable giving –Now is the time to build planned giving programs Concept of donor equity evolving generating renewal diversification

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

43. 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

44. …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

45. 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

46. 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 –“Cross-pollination” seen as healthy 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

47. …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

48. …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

49. What does it mean for you?

51. Journey of a thousand miles… Opportunities –Defining the philanthropic agenda (Board & School) –Building internal champions for advancement –Presenting “today’s School and its future” to older stakeholders (A,PP,GP,PF/PS) –Planned Giving geared to demographics Challenges –Setting realistic expectations –Mining the database –Competition/positioning –Institutional cultural and thinking shift required in considering development and MG FR as School priorities particularly as it relates to “asking” and raising giving sights –Raising giving participation levels among parents and alumni –Robust MG pipeline development –Resisting “just in time” cultivation and solicitation pressures from Boards –Engaging Foundation Board in fundraising activities Snapshot: 2010 KCI client poll what does it mean for you?

52. 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?

53. 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?