1. Broadening and Expanding Philanthropic Support for Ending Hunger One Fundraiser’s Perspective Wally Verdooren Chief Development Officer Roadrunner Food Bank of New Mexico

2. First of all…...we need to eliminate an understanding, assignment, and evaluation of fundraising staff members as principally donation solicitors

3. Successful fundraising has become far more demanding and complex than simply preparing for and conducting requests for philanthropic contributions. We need to advance and support an understanding and assignment of fundraising staff members as being:  Relationship/partnership builders (internal & external)  Project managers  Program development partners  Conveners  Deal-makers  Translators

4. Fundraisers Must Adapt to a Sea Change Taking Place for Donors of All Types Focusing on Vulnerable Populations  Heightened and Accelerated by the Recent Great Recession  Spurred by Admitted and Unacknowledged Failings of Past Financial Support  Emphasizing OUTCOMES Rather Than OUTPUTS  Seeking New Systemic, Sustainable, and Scalable Strategies and Solutions to Persistent Problems

5. The Golden Rule for Expanding Philanthropic Support: “Whatever you’re buying, we’re selling.” Some Additional Clarity on the Golden Rule: Focus FIRST on the donor’s/prospect’s motivations and goals for giving and not your organization’s needs, interests, and programs You should go long and go deep in your prospective funder search by first assessing motivations and goals for giving generally and specifically and then aligning them with what your organization actually does Know your organization well and don’t let others define it

6. Key Trends/Priorities in Philanthropic Goals and Motivations: Promoting Health Advancing Community Economic Development Providing Direct Services to Stabilize Vulnerable Populations Engaging in Collective Impact Building and Strengthening Networks Conducting Data Tracking and Evidence Building Advocating for Public Policy Reform Ensuring Environmental Protection and Sustainability How Can These Trends/Priorities Align with Current Anti-Hunger Work?

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8. Expanding and deepening philanthropic support must start and stay with MISSION Roadrunner Food Bank MISSION: - FEED every hungry person today - SEED partnerships that build self-sufficiency for tomorrow - LEAD to achieve our vision of permanently ending hunger in New Mexico Foodbank of Santa Barbara County MISSION: Moving the community from hunger into health

9. Expanding and deepening a donor base does not require a shift in mission, but a broader expression of an organization’s identity/profile and a fluid and responsive advancement of mission.

10. Reframing Services from Food Provision to Health Promotion

11. Child Hunger Initiative

12. School-based Program Redesign In FY15, transition from Food for Kids/BackPack only delivery model (serves only children) to a school based Mobile Food Pantry (MFP) or School Pantry (SP) program (serves families with children). For schools with MFP or SP programs, use BackPack delivery model as a supplement to reach children who may be homeless, have special needs, lack easy access to MFP or SP, etc.

13. Potential Benefits of Program Redesign Stronger impact on household food insecurity Increased access to healthy foods Still supports children directly More and improved services to rural areas Potential for more effective localized fundraising efforts Tailored programs for each community

14. Year 1 Measureable Impact Food for Kids/BackPack (FY14) Childhood Hunger Initiative (FY15) COST $320,000 $320,000 LBS 441,0001.2 million # of schools 4351 # of counties 912

15. Fundraising Results All previous donors to Food for Kids/BackPack program (including several long-term supporters) maintained or increased giving to Child Hunger Initiative (CHI) Several new institutional donors and prospects (corporations and foundations) are health-related due to CHI’s framing of household food insecurity as a health issue and promoting greater access to healthy foods and their benefits

16. Lessons Learned Loyal donors will embrace and support program change if it is innovative, well planned, and projects/delivers measureable service growth. New types of donors/prospects can be attracted not by drifting from mission, but by a fluid and responsive expression and adaptation of an established mission.

17. Healthy Foods Center

18. HFC Program Description and Attributes On-site choice pantry setting with health-focused enhancements Developed over year-long planning process led by RRFB program staff with input/guidance from community-based Healthcare Advisory Committee Clients must be referred by select healthcare partners (initially two community health clinics and one community dental services clinic) Pantry will allow for choice but encourage/provide healthy food choices to support healthcare partner’s referral criteria—up to 60% of pantry offerings will be fresh produce Also will offer SNAP application assistance, nutrition education, other health-related services and referrals, and future kitchen demonstrations

19. HFC Program Plans and Logistics Just launched on August 31, 2015! Construction, launch, and initial year of operation fully supported in RRFB’s FY16 budget after results of planning process were shared with and assessed by executive leadership and board Year 1 program enhancements already identified and being presented to potential donors—several institutional prospects (corporations and foundations) are health-related Outcomes to be monitored/assessed throughout and at conclusion of Year 1, with findings used to guide continuous program adjustments and improvements

20. Lessons Learned First securing buy-in and support from institutional leadership is key to new program success, and active community engagement can serve to leverage such support and buy-in. Active leadership buy-in and support coupled with meaningful community engagement almost always lead to philanthropic interest and investment.