Evolving landscape, renewing optimism

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Evolving landscape, renewing optimism

• Philanthropic Trends
• CAISAP Conference

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The base statistics
sector snapshot overall giving individual giving
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The base statistics
sector snapshot overall giving individual giving
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The base statistics
sector snapshot overall giving individual giving
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The base statistics
sector snapshot overall giving individual giving
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Many organizations
the base statistics sector snapshot
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2-year decline in giving
the base statistics overall giving
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including individuals
the base statistics individual giving
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and now giving down slightly too.
the base statistics individual giving
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The landscape evolves
donor confidence demographics technology accountab
ility competition
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The landscape evolves
donor confidence demographics technology accountab
ility competition
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The landscape evolves
donor confidence demographics technology accountab
ility competition
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The landscape evolves
donor confidence demographics technology accountab
ility competition
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The landscape evolves
donor confidence demographics technology accountab
ility competition
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The landscape evolves
donor confidence demographics technology accountab
ility competition
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Renewed donor confidence
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The generations are shifting
the landscape evolves demographics
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The generations are shifting
the landscape evolves demographics
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The generations are shifting
the landscape evolves demographics
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The generations are shifting
the landscape evolves demographics
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with more complexity
the landscape evolves demographics
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and diversity
the landscape evolves demographics
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Just a few new tech choices
the landscape evolves technology
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more accountability than ever

• Increased scrutiny of donors and public
• Demand for fiscal accountability
• Governance renewal and reaffirmation
• Imagine Canadas 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
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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
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Generating renewal
alignment collaboration engagement
impact diversification leadership development
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Generating renewal
alignment collaboration engagement
impact diversification leadership development
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Generating renewal
alignment collaboration engagement
impact diversification leadership development
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Generating renewal
alignment collaboration engagement
impact diversification leadership development
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Generating renewal
alignment collaboration engagement
impact diversification leadership development
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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
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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
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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
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Defined audiences, new strategies

• Engaging donor groups in the vision of the School
• Presenting todays 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
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Moving beyond just alumni/parent connections
generating renewal engagement impact
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with customized approaches

• No one size fits all when it comes to involving
  alumni and parents
• Dependent on your Schools 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
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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
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All eggsone 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
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Technology new tools in the toolbox
generating renewal diversification
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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
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with impact across three key areas
generating renewal diversification
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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
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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
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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
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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
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What does it mean for you?
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Journey of a thousand miles
Snapshot 2010 KCI client poll

• Opportunities
• Defining the philanthropic agenda (Board
  School)
• Building internal champions for advancement
• Presenting todays 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

what does it mean for you?
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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?
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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?
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