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TRANSCRIPT
Critical Success Factors
Sustainability Though Philanthropy
Staff Session
Presented by Philanthropy Squared forCREATIVE PARTNERSHIPS AUSTRALIA
November 2017
1
Overall Giving in Australia 2015
Source: © Centre for Social Impact & Social Policy Research Centre, UNSW. ‘Australian Charities Report 2015’.
| Experience from the Sector |
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Source: © John McLeod, JB Were. ‘Australian Giving Trends: Signs of Life’. December 2015
There are a variety of sources of Philanthropy
Breakup of Charitable Donations in Australia (2014)
| Experience from the Sector |
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Source: © John McLeod, JB Were. ‘Australian Giving Trends: Signs of Life’. December 2015
Distributions from PAFs have been rising steadily
Cumulative PAF Distributions (2014)
| Experience from the Sector |
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Source: © Australian Major Performing Arts Group. ‘Tracking Changes in Corporate Sponsorship & Private Giving 2015—Summary’.
Major Performing Arts Companies: Sources of Private Sector Revenue 2014
| Experience from the Sector |
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Source: © Australian Major Performing Arts Group. ‘Tracking Changes in Corporate Sponsorship & Private Giving 2015—Summary’.
Major Performing Arts Companies: Private Giving 2001–2014
| Experience from the Sector |
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Critical Success Factors
• Vision
• Leadership (internal and external)
• Prospects
• Development Programs
• Resources and Skills
A concise and compelling vision that will enthuse and excite potential donors
• Why do you exist?
• WHY you?
• Why now?
• Translated into a convincing organisational strategy
• Informs the case for support
• Call to action
• https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action#t-652564
• Is your story well told and understood? Discussion / comments
• https://www.youtube.com/watch?v=buA3tsGnp2s
• Actions….
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| Compelling Vision |
Leadership capable of inspiring, responding to and managing change
The roles of CEO and Executive
• Oversee implementation of development strategy
• Interact credibly with internal and external constituencies
• Manage and motivate volunteers
• Success / horror stories
• Questions / discussion / comments
• Actions….
| Strong Internal Leadership |
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Volunteers and ambassadors who provide external credibility and endorsement
The roles of boards and patrons
• Access to new networks
• Consolidation of existing networks
• Validate the cause to other constituencies
• Act as role models - lead by example
• Board Development Sub-committees
• Success / horror stories (Not in a million years!)
• Actions….
The best volunteer is a satisfied donor
| Committed External Leadership |
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Ideas for introducing and cultivating Board contacts
• Sign letters & other comms
• Meet and greet current donors
• Invite contacts to exclusive event/opening nights / presentations
• Host a small house party for presentation on key area of priority
• Accompany executive staff on cultivation or solicitation meetings
• Host a consultation dinner on the case for support
• Lead a Giving Circle for a specific project
• Make thank you calls to new donors
| Committed External Leadership |
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Ability to identify prospect pool from existing networks
• Audience/visitors/families/friends
• Current and past donors
• Board members
• Other interested parties
CAPACITY and INCLINATION
| Meaningful Prospect Base |
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TIME
Horizon 1
INTEREST
DONOR
Horizon 2 Horizon 3
Awareness
Interest
Engagement
Commitment
Ownership
1
2
3
4
5
The Donor Commitment CurveWhy it takes up to 3 years…
| The donor journey |
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• Does this organisation deliver real impact in the field?
• Is it well run or will they squander my money?
• Who’s involved that I know and/or respect?
• What do they want money for?
• What difference will my gift make?
| Questions a donor asks him/herself |
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| Programs to inform and engage |
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What’s your strategy?
Strategic intent• “To increase philanthropic
support to…. all its key stakeholders and communities”
Key Priority• Awareness raising - Communicate• Friend raising - Engage• Fundraising – Invite Commitment
• Could use the Critical success factors as headings
| Strategic Planning |
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Strategic Objectives• Use the same document to set
your yearly operational plans and programs around your strategy
• Useful way to track progress using traffic lights
• Discussion / comments / what works for you?
• Actions….
| Strategic Planning |
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Strategy Action Outcomes or measures (KPIs) Responsible Due by/Status
Develop vision and case for
supporting…….. that only
philanthropy can achieve
Devise over-arching narrative for private support for ….. and agree key messages with leadership
Narrative / Case documents written & presented to council for approval by CEO
Director Development
October 2017
Communications plan to weave key messages through all relevant ………publications
1. Plan written and approved by Director Development
2. Plan actively being implement
Director Development & Manager Communication
November 2017
Sample only
Cultivation and stewardship program that is targeted and inviting
• Events
• Communications
• All fundraising communication are written for the Donor
• Formal and informal interaction
• Recognition
Make it personal
| Programs to inform and engage |
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Communicate
Raise awareness of the organisation, its vision, mission and programs & the need for
support
Engage
Build sense of belonging & ownership about the future among key networks
of influence and support
Invite commitment
Reinforce shared values & build relations with existing networks by
making a call to action & demonstrating the impact of giving
Fundraising starts here
Development cannot succeed in isolation. All marketing, engagement & cultivation activity must prepare the way for a fundraising relationship
| Understanding the Donor Journey |
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| “Text Book” Fundraising Program |
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• What’s working for you and what’s not?
• Discussion / comments
• Samples of what has worked for small to medium organisations
• special tours / meet the artist – Art Gallery
• telephone connections – to donors to thank, invite, check satisfaction
• opening night pre or post events
| Programs to inform and engage |
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Regular Donors
Major Gifts
Bequests
• Prompt, personalised acknowledgement of the gift
• Reassurance that their funds have been spent as intended
• Measurable results on their gift at work before being asked again
| Stewardship - what donors want |
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• Gift acceptance & management
• Acknowledgement
• Recognition
• Reporting
• Supported by written manual of policies & procedures and
allocated accountabilities
| Stewardship – four key elements |
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| Stewardship Matrix |
24Creative Partnerships - November 2017
Professional expertise to guide the process and adequate resources for the task at hand
• What staffing and experience is needed?
• Can you run programs without fundraising staff?
• The Fundraiser is the Choreographer
• Drive and coordinate activity
• Ensure adequate budgets to fulfill the task
• Develop systems for tracking prospects
• Discussion / comments / samples
| Professional Skills and Resources |
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What about databases?
• Provide cogent and accessible data
• What’s the bare minimum?
• And what do we really want from our database?
• Are you using more than one database / spreadsheet to keep or track donor information?
• Does it take more than 30 minutes to find and generate data in a report for bosses and boards?
• Discussion / comments (sample - small research institute / peak bodies / user groups/ your own research – web search..
| Professional Skills and Resources |
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Remember People give to people
People expect to be asked; don’t
disappoint them
Show the prospect how rather that how
much
Corporates = No deal no relationship
Individuals = No relationship no deal
Start big; you can always go smaller
The best prospects are satisfied donors
“If we don’t look after our donors; someone
else will”
| Fundraising Truisms |
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