Collaborative Fundraising United States Business Meeting Biloxi, Mississippi 2007
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Transcript of Collaborative Fundraising United States Business Meeting Biloxi, Mississippi 2007
Collaborative Fundraising United States Business Meeting
Biloxi, Mississippi2007
Why Collaborative Fundraising?
The Big “O”Opportunity
Individuals (76.5%)
FoundationsFoundations (11.5%) (11.5%) BequestsBequests
(6.7%) (6.7%)
CorporationsCorporations (5.3%) (5.3%)
2005 Contributions: $260 Billion2005 Contributions: $260 Billion
Source: AAFRC Trust for Philanthropy/Source: AAFRC Trust for Philanthropy/Giving USA 2005Giving USA 2005
Overall, corporate dollars only represent a small “slice of the pie”
Major GiftsLegacy Gifts (or
Planned)Gifts of Assets
Direct ResponseSpecial EventsSponsorships
Focused on 1/3 of the Market
Distribution of Donors Distribution of Wealth
1/3 Wealth
Current Program Fundraising Silos
Sponsorships
Special Events
Tele-fundraising
Major Gifts?
Legacy Gifts?
New Jersey Caribbean GOC-China SOI
Sponsorships
Special Events
Tele-fundraising
Major Gifts?
Legacy Gifts?
Sponsorships
Special Events
Government
Major Gifts?
Legacy Gifts?
Sponsorships
Special Events
Government
Major Gifts
Legacy Gifts
Example
Vision
Working as a Movement to build life-long relationships that connect an individual’s or institution’s philanthropic interests to Special Olympics work.
Collaborative Fundraising
Two interrelated projects: Passion Model Major/Planned Gift Pilot
Fundraising Process
Identification
Cultivation
Solicitation
Gift Acknowledgement
Gift Processing
Stewardship
Passion Model
Tapping the potential of our large donor base to identify donors with affinity and capacity to make a significant gift to Special Olympics
The Passion Model: Overview
Traditional Point of View – Identifying Major Gift and Planned Gift Prospects– Data: Public Record– View of Capacity– Less insight into donor– Everyone knows this
info
The Passion Model: Overview
How to Detect Passion– Passionate donors give more often, at higher dollar
amounts, and for longer periods of time.– Passionate donors are interested in everything we do
• they donate• they attend events• they volunteer and join committees• they visit our web site• they read our publications• they tell us their opinions• they accept phone calls
The Passion Model: Overview
How to Detect Passion– Passionate donors do not want you to lose
touch with them.– Passionate donors tolerate your mistakes (or,
put another way, they are not looking for reasons to stop giving).
– Passionate donors are willing, even interested, in sharing information about themselves.
Passion Model: Overview
Focus on data: self reported, interactions, affinity, consolidated data
View of donor interest, touchpoints and passion
More colorful, true to life insights Remembering how donor “raised his
hand” for Special Olympics
The Approach
CDMP DatabasePassion Model
TM Giving Appended
Wealth and Age Appends
Passion Profile...Intersect of Passion, Stakeholder
and demographics to guide next steps
CDMP Giving, Volunteers, Stakeholder
Project Status
Twenty US Programs participated and provided donors/gifts from TM to append to CDMP donor base
Work team of US Program/SOI/ SONA representatives established to develop business rules and plan roll-out
Passion Profile directories distributed in December.
Wealth Engine.com Prospect Research tool provided for participating Programs
Cultivation training and best practice sharing will begin in Quarter 1, 2007
Fundraising Process
Identification
Cultivation
Solicitation
Gift Acknowledgement
Gift Processing
Stewardship
Major/Planned Gift Pilot
Key Elements Defined processes and protocols Appropriate checks and balances Shared investment/shared risk Trained major and planned gift professionals Consolidated and shared constituent data Revenue sharing principles and formulas Success will be measured by activity, impact on
revenue, improved trust and transparency and improved understanding of our donors and their interests
Shared Investment
SOI-SONA Staff resources
(3 FTE) Overly $1,000,000 in
start-up costs Share in ongoing annual
expensesSupport President’s Committee SOI RDC support
investment and strategy
Programs Staff resources Share in ongoing
annual expensesSupport BOD CEO/Senior Staff
Revenue Sharing
Qualifying GiftsAny gift of $10,000 or more
generated for any purpose from:-Individuals-Foundations (except
Corporate)
Revenue Sharing
Gifts to Participating Programs 90/10 split Gifts to SOI
90/10 split
Value Proposition to US Programs
Expertise Support Team Systems Case Materials Planned Giving Program Realize Additional Dollars
Value Proposition To Donor
Donor Centered– Coordinated strategy/team– Seamless system with one internal view of
touch points– Improved stewardship– Donor Satisfaction– Increased trust and loyalty
More Attractive Portfolio of Giving Options
Ability to Have Greater Impact for Their Gifts
Special OlympicsSpecial OlympicsGlobal Vision for
Constituent Relationship Management
Excerpts from CRM Strategy defined Jan 2004Updated as of Dec 2006
Barker & ScottConsulting
Integrating people, process and technology
Constituents of Special Olympics
Core Supporters Influencers& Leaders Collaborators
• Athletes• Coaches• Families• Unified Partners• Volunteers
• Corporate Sponsors• Donors• Event Participants• Law Enforcement• Foundations• Major Donors• Planned Givers
• Celebrities• Government/Heads of State• High-Profile Community Leaders• High-Profile Media• SOI Board Members• SO Program Board Members• VIPs and High-Level Guests• Youth
• Educators• Community Service
Providers• Medical Directors• Partner Organizations• Researchers• Scientists• Sports Organizations
Core constituents are those individuals that are essential to running sports training and competitions.
Supporters are those constituents who financially support the Movement.
Influencers & Leaders are individuals and organizations with the capacity to significantly impact financial support, public policy, and societal attitudes.
Collaborators are third party individuals and organizations who work in partnership with Special Olympics on areas of mutual interests.
Relationship Managers
• Games Organizing Committees • SOI• Accredited Programs • Sub-Programs / Local Programs
Relationship Managers represent the thousands of Special Olympics staff and volunteers in over 150 countries who play an integral role in building relationships with the above constituents.
Local databases – either maintained locally (e.g., a custom Access database to track coaches within a sub-Program) or provided and maintained by SOI (e.g., local version of GMS) – roll up into enterprise databases which are maintained by SOI on behalf of all levels of the Movement.
Technology – Desired State
Local/ProgramDatabases
EnterpriseDatabases
GlobalCRM Database
A central CRM database stores baseline information from each of the enterprise database solutions about all Special Olympics constituents – Core, Supporters, Influencers & Leaders, and Collaborators.
Well-defined and standard interfaces exist between local data management systems and enterprise databases. This enables local Programs to use appropriately scaled systems for their needs and provides an effective mechanism for consolidating constituent information across the global enterprise.
An organization’s ability to provide the right touchpoints, and add value at each touchpoint, determines the quality of a constituent’s experience.
Constituent Touchpoints
Excerpted from IBM Corporation’s CRM approach.
A constituent’s experience with an organization occurs at a “touchpoint.”
A touchpoint is the intersection of an event or interaction taking place via a channel using a particular medium.
Special Olympics’ Constituent Touchpoints
MediumFace-to-FaceMailEmailTelephoneFaxInternet
ChannelSO ProgramSOISchoolThird Party
InteractionRegistrationTraining ProgramSports CompetitionVolunteer ActivityFundraising
Interaction Medium
Channel
Touchpoint
Example:An athlete submits her registration via mail to a SO Program.
Families
Integrated View of Core Constituents
Special Olympics constituents can participate within the Movement in a variety of roles throughout their lifetime. Without an integrated view of constituents, Special Olympics has no way to effectively cultivate the multi-faceted involvement that is available to these constituents.
Athletes
Coaches
Unified Partners Volunteers
Donors
The Constituent Life Cycle
ACQUIRE RETAIN
EVOLVE
• Build Awareness• Research• Prospect• Invite
• Service• Cultivate• Cross-Market• Leverage Relationships
• Engage• Acknowledge• Fulfill• Service
Organizations that can effectively raise their profile and re-energize the public’s awareness of their mission will be best positioned to attract and engage new constituents at lower costs.
“Implementing a ‘system’ that enables the intelligent and responsible use of information will build trust with constituents and, in the process, develop rich relationships that generate loyalty, retention, and ROI.” – Peppers & Rogers
“Organizations that achieve the transformation to a constituent-focused enterprise will survive – especially when resources are scarce and people are being asked to do more with less – and thrive, no matter what the economic environment.” – Peppers & Rogers
An effective CRM strategy takes into account the full lifecycle of a constituent.
Supporters Influencers& Leaders CollaboratorsCore
Technology – Desired State
• Families
• Athletes• Coaches• Unified Partners
AMS /GMS
FSN
• VolunteersVMS
• Event ParticipantsEMS
• VIPs and High-Level Guests
• Celebrities• Government/Heads of State• High-Profile Community Leaders• High-Profile Media• SOI Board Members• SO Program Board Members
TA• Community Service
Providers• Medical Directors• Partner Organizations• Researchers• Scientists• Sports Organizations
Relationship Managers
• Corporate Sponsors• Donors• Law Enforcement• Foundations• Major Donors• Planned Givers
• Games Organizing Committees • Accredited Programs • Sub-Programs / Local Programs
The core sets of constituent information captured locally roll up into one of seven SOI-managed enterprise databases: Athlete Management System (AMS), Family Support Network website (FSN), Volunteer Management System (VMS), Event Management System (EMS), SO Get Into It Database (SOGII), or Team Approach (TA).
• EducatorsSOGII
• Youth
Natural Partners(many)
Program orFund
Recipient(many)
Relationship Manager
(1)
Donor
Roles and Responsibilities
Roles:• Influence• Determining
donor’s interest• Communicating
with donor• Asks for the gift• Input on strategy
Roles:• Linking donor interest & funding
opportunity• Defining/executing strategy• Accountable to the donor • Stewardship of the donor• Donor is the center
Support:ResearchCase materialsProposal writingPlanned Giving program
Roles:Assist in case for
supportAccountable for giftStewardship of the giftProgram at the center