FUND raising:

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FUND raising First Things First
ONPHA Conference November 19, 2006
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Context

• "In our fast changing society, it is impossible
  for nonprofits to be all things to be effective
  if they fail to include, value and benefit from
  the diversity of their communities, staff, and
  boards. To do this well requires continuous
  learning on the part of capacity builders and the
  nonprofits they serve."
• Tangie Newborn, Executive Director and CEO
  Alliance

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First Things First Will Help Develop

• Strategies to help nonprofits address the role of
  cultural identity in organizational
  effectiveness
• Awareness of our own organizational lens and the
  role it plays when working within our
  nonprofits
• Understanding of power and privilege dynamics and
  the way those impact capacity building, nonprofit
  organizations and the communities they serve
  and,
• Tools and exercises to address complex issues of
  culture in your practice.

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Organizational Plan

• The goals are to
• Jointly develop and define the key areas for
  organizational planning
• Develop action items and deliverables

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• The premises are that
• 1. For-profits have a profit margin while
  non-profits make a difference
• 2. Establishing the best practices of other
  organizations that are successful

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FUNDING matters Logistix Model
Business Plan
Inputs (Resources a program uses to carry out its
activities)
Strategic Planning (Planning the actual work or
services of a program)
Outputs (The accomplishments, products or service
units of a program)
Outcomes (Changes that occur in people or
policies as a result of program activity)
VISION
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A clear, shared Plan can help focus the energies
of a continuously changing organization
Vision Where do you want to be
?
Where we are
20082009
2008
Benefits of a Plan
2007
2006
Direction All departments know where they are
headed Context Project donors and sponsors
and teams can make decisions/prioritize with a
target in mind Level-Setting Managerial
assumptions are established and held in common,
not individually Touchstone When experiencing
pain from change, reminds us why
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We will develop the Plan by asking How will we
be different 3 5 years from now?
1. What will the role and level of authority of
the board be with regard to how we do business?
2. How will we respond to expansion and
contraction of customers and competitors?
3. How will provincial mandate and regulatory
oversight affect how we do business?
8. How will our services be improved/different?
Combine the essence into statements that

• Describe the future state
• Stretch the organization
• Make it clear that some new ways of doing things
  are needed
• Identify possible future roles for people

7. How will we produce more value for our clients?
4. How will we contribute to/be responsible for
cost savings?
5. How will we make this a better place to work?
6. How will we organize to hold it together?
What are the key themes of the plan?
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What will the role and level of authority be of
the board with regard to how we do business?
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Organizational Plan
How will we respond to expansion and contraction
of resources and competitors?
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Organizational Plan
How will we contribute to be responsible for cost
savings?
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Organizational Plan
How will we respond to expansion and contraction
of customers and competitors?
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Organizational Plan
How will we make this a better place to work?
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Organizational Plan
How will we organize it to keep it together?
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Organizational Plan
How will we produce more value for our clients?
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Organizational Plan
How will our services be improved/different?
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FUNDING matters Logistix Model
Business Plan
Inputs (Resources a program uses to carry out its
activities)
Strategic Planning (Planning the actual work or
services of a program)
Outputs (The accomplishments, products or service
units of a program)
Outcomes (Changes that occur in people or
policies as a result of program activity)
VISION
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FUND raising Plan
Raise more money by integrating all your FUND
raising into one plan.
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FUND raising Plan
A Healthy FUND raising plan will be 1.
Diversified 2. Balanced 3. Mixed
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FUND raising Plan
Diversified with a variety of income sources -
No one program provides more than 60 of the
revenue
The premises are based on 1. Analysis 2.
Setting goals 3. Writing the plans
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FUND raising Plan
To create an integrated long-term plan for all
your FUND raising efforts
1. Analyze the current performance of each FUND
raising program and calculate return on
investment for each 2. Establishing best
practices of other organizations that are
successful
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Diversity of Income Plan
Recruit new donors Retain and renew existing
donors Increase/upgrade giving levels
The premises are that 1. How many sources of
new donors do we have? 2. What tools are we
using to retain and renew donors? 3. What are
we doing to increase donor gift levels?
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Balance FUNDING Plan
To what extent are we balancing our work and
allocation of resources on different priorities
The priorities are that 1. Recruitment 2.
Renewal 3. Increasing gifts
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FUNDING Mix Plan
The balance of FUND raising programs at different
levels of maturity or development which result in
different returns on investment ratios.
The premises are that 1. To find the best mix
or balance of FUNDING trends 2. A successful
program has to be doing things to raise money
this year and also three years from now
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FUNDING Goals for the Plan
What are your plans for the next 3 years? How
much money will you have to invest? How much
flexibility do you have with the mix?
The premises are that 1. Having a plan for
where you want to go 2. Know what you need the
money for 3. Know what the impact of the
donations will produce
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FUNDING matters Logistix Model
Business Plan
Inputs (Resources a program uses to carry out its
activities)
Strategic Planning (Planning the actual work or
services of a program)
Outputs (The accomplishments, products or service
units of a program)
Outcomes (Changes that occur in people or
policies as a result of program activity)
VISION