CMCA DEVELOPMENT PLAN 2017-2018 - Central Missouri Community Action
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CMCA
DEVELOPMENT
PLAN
2017-2018
Revised 4/19/2017CONTENTS Background Summary........................................................................................... 3 Types of Funding........................................................................................................ 3 Goals and Objectives.............................................................................................. 4 Development Infrastructure............................................................................... 6 Donor Communications and Cultivation.................................................. 14 Foundation Giving...................................................................................................... 24 Government Funding.............................................................................................. 25 Miscellaneous Opportunities............................................................................ 25 Revenue Projection................................................................................................... 26 Proposed Budget/Expenses............................................................................ 27 Appendix........................................................................................................................... 28
Development Plan 2017-2018 3
Background Summary and
Types of Funding
Background Summary approach to development. This to include the large amount of
development plan lays out the government revenue that we receive
Since it was founded in 1965,
strategy, tactics, and timelines as part of any development plan
the primary source of funding
necessary to begin to achieve CMCA’s for CMCA, it is equally important to
for Central Missouri Community
funding diversification goals. In doing note that government funding is not
Action has been from government
so, this development plan is guided the primary focus of our fundraising
contracts and funding with additional
by the agency’s strategic plan and a efforts. The primary focus of our
funding from private grants and
comprehensive audit completed of efforts will be raising philanthropic
foundations. Historically there has
the current development capabilities dollars to support CMCA’s work.
not been a strategic plan for or
and potential for growth.
focus on establishing a base of non-
government funding. Facing a shifting
Types of Funding
political landscape and an increasing
The two main types of funding as it
need for more flexible funding, CMCA
relates to CMCA are philanthropic
is in a position that calls for the
funding and government contracts
creation of a more strategic, better
and funding. While it is important
structured and more entrepreneurial
The primary focus of our efforts
will be raising philanthropic
dollars to support CMCA’s work.”
Types of Philantrhopic Funding
Individual Giving Foundation Giving Events and Sponsorships
Money raised from individuals will Money raised from foundations and Money raised from fundraising
be the PRIMARY focus of CMCA’s grant-writing comprises a portion events and strategic sponsorships
development efforts. of fundraising efforts, but is not our will continue to be a key part of our
primary focus for this development plan.
plan.4 Central Missouri Community Action
Goals and Objectives
In general, our overall goal is to secure funding that allows Expanding and diversifying our funding sources will also
us to carry out CMCA’s mission to address the causes help us bridge the gap between Federal funding and
and conditions of poverty in Central Missouri. More true program costs and meet the growing demand for
specifically though, this development plan is strategically assistance, services and emergency needs that are not
focused on increasing the proportion of funding coming covered by Federal funds or partner resources. These
from philanthropic fundraising to diversify our sources of more flexible funds will also help us continue to pilot
revenue and help mitigate risk. innovative projects and develop new strategies to attack
the issue of poverty in Central Missouri.
Several of our programs funded through Federal or private
grants have match requirements, which will be partially Additionally, a portion of the position primarily responsible
met through fundraising efforts, including the Missouri for directing development efforts will also be subsidized
Women’s Business Center, the Foster Grandparent through fundraising efforts.
program and Head Start.
Fundraising goal Fundraising goal
Match
Program Match Amount Notes FY17 (4/1/17- FY18 (10/1/17-
Requirement
9/31/17) 9/31/18)
50% (through
$75,000
Sept 2017)* 50% of match
Women’s Business
amount must be $20,000 $69,000
Center
100% (after cash
$150,000
Sept 2017)
Foster 100% of match can
20% $60,000 $5,000 $10,000
Grandparents be in-kind
100% of match can
Head Start 25% $1.5 million $20,000 $100,000**
be in-kind
Flex Funds $5,000 $50,000
Development
$7,500 $14,500
position subsidy
Total $57,500 $243,500
*In October of 2017, the grant for the Women’s Business Center switches to a 100% match, with a 50% match cash
requirement, for a total of $75,000 if the full grant is requested and received.
**This number reflects a large portion of CDBG grant funding as well as philanthropic fundraising dollars
Based on this information, the philanthropic fundraising
revenue goal for the next 18 months is $301,000Development Plan 2017-2018 5
The goal of this plan is to provide a detailed strategy to
raise the above budgeted revenues. In order to meet this
goal, CMCA must achieve the following objectives:
• Build a development infrastructure with scalable
systems and processes capable of handling a
growing, dynamic operation of the size and scope laid
out by this plan while providing maximum efficiency
(see p. 5-9)
• Develop easy and concrete methods for cultivating
and maintaining relationships with donors and
prospects (see p. 10-15)
• Reach outside CMCA’s current core donors to build a
constantly expanding pool of prospects
Assumptions
In developing this plan, CMCA is operating under the
following assumptions:
• CMCA has an engaged but very small base of friends
and donors, and has not had a dedicated focus on
maximizing those contacts or a plan in place to
identify and cultivate new prospects
• Our board of directors is committed to CMCA’s plan to
diversify funding sources
• The area of greatest need for CMCA is in developing an
individual giving program. To date, CMCA has enjoyed
strong government and foundation programs, but
has lacked the resources and focus to efficiently tap
into the individual giving market, which accounts for
over 85% of all philanthropic gifts made in the United
States
• The current funding from federal and grant sources
will be maintained at the projected level for the next
18 months6 Central Missouri Community Action
Development Infrastructure
In order to effectively carry out this plan and build a professional development network, CMCA
will need to build a stronger foundation than currently exists for its development infrastructure.
Branding and Awareness
A strong brand with high awareness While we enjoy moderate brand awareness
among our target audience is among program participants, the overall
fundamental for long-term success. The awareness for the agency among
CMCA brand must be easy to understand, potential donors is very low, especially
appealing, and motivating. If potential when compared to other organizations
donors don’t know what we do and that may not have the same mission or
how well we do it, they are not going to vision as CMCA or serve the same role in
support us. the community, but are communicating to
• Evaluate brand and develop a boilerplate statement for
positioning that includes the unique value proposition for
CMCA (April - Misty/Darin/LT)
• Develop a theme for multi-media branding and awareness
Action Steps
campaign and determine collateral pieces needed for
maximum impact (May - Misty/LT/DC)
• Create collateral materials for campaign (May/June - Misty)Development Plan 2017-2018 7
similar target audiences and therefore Strengths address the challenges facing the
are competitors for philanthropic • Direct services to Missourians in agency by leveraging its strengths.
funds. need; money stays LOCAL This messaging should clearly and
• Federal funding of programs consistently articulate CMCA’s unique
In analyzing the CMCA brand the
means there is a high level of value to the community through print,
following are challenges our brand
oversight which translates to digital and social media channels
faces as well as strengths we can
good stewardship of donor as well as in-person through
leverage to our benefit:
resources conversations with stakeholders.
Challenges
• One of the only agencies in our Additionally, CMCA should
• Lack of connection between
service area that seeks to fight standardize all program promotional
individual programs (i.e. Head
the CAUSES of poverty, not materials where possible in order
Start, Utility Assistance/LIHEAP,
just provide assistance for the to consistently represent the CMCA
etc) and the CMCA brand
CONDITIONS brand. Promotional collateral should
• Lack of public awareness outside
To attract new donors and create remain visually consistent across our
of network
a robust individual giving base, service areas to further strengthen
• Lack of consistent, proactive the CMCA brand. CMCA will develop
CMCA leadership should develop
external communications a process for requesting and creating
the positioning statement and
• Lack of strong positioning and unique value proposition for the new collateral materials where
messaging that distinguishes agency and create a multi-media marketing works with together with
CMCA from other non-profits branding campaign that helps to program staff and managers.
• Develop process for requesting new collateral materials (March - Misty)
• Secure staff buy-in for new process (April - LT)
Action Steps
• Develop list of core collateral needed for each program (May - LT/PMs)
• Create core collateral for each program (June/July/ongoing - Misty)8 Central Missouri Community Action
Case For Support
CMCA should develop a strong case Effective case statements will in-
for support for key programs as well clude compelling stories of the work
as one for the organization overall that we do, coupled with evidence of
with several case statements aimed the societal benefit of our work and
at our various funding prospects the efficient stewardship of donor re-
which provide both factual and emo- sources. Most importantly, the case
tional reasons for those individuals, for support will resonate with the de-
businesses and foundations to get in- sires and intent of the donor and illus-
volved with CMCA and its programs. trate how our mission and vision align
These case statements must suffi- with their philanthropic goals. Cases
ciently draw donors into supporting for support should be able to be used
our efforts and provide a factual ba- by board members, staff members,
sis for our funding needs while being friends and others who are interested
generic enough to be used in a wide in generating support for our work.
variety of fundraising opportunities.
• Research case for support best practices (May - Misty)
• Work with CMCA staff to gather necessary information (June - Misty/LT/PMs)
Action Steps • Finalize case for support and case statements (June - Misty/LT)
• Present case for support and case statements for board approval (July -
Misty)Development Plan 2017-2018 9
Donor Database and Tracking Procedures
CMCA uses DonorPerfect to track donors and donations to make sure that we’re collecting the appropriate
donors and donations but is not that we’re capturing the important level of information for correct
currently using the system to track data for reporting purposes. and efficient follow up and donor
prospects. The reporting capabilities Additionally, we should establish cultivation. To that end, CMCA should
are robust, but currently the usage standard practices for handling new develop a small set of one-page
of the tool is inconsistent and does prospects and donors, including memos and digital forms to used for
not conform with recommended appropriate tools that may be used tracking new prospects and donors.
best practices. Consequently, CMCA by the board, committees, affinity
should do an overhaul of the current groups, and event hosts. These
classification system for tracking procedures will allow us to ensure
• Work with accounting to identify GL code classifications for
easy of reporting and reconciliation (April - Misty/Brandy)
• Redo classification system for donor types, campaign codes,
solicitation codes and sub solicitation codes (April - Misty)
Action Steps • Update historical data to align with new coding system to
maintain ability to perform historical comparisons in reporting
(May - Misty)
• Develop memos and forms for prospect and donor tracking
(May - Misty)10 Central Missouri Community Action
Website
Our website is a reflection of our Mobile Friendly (Mobile First for both financial donations as well
organization and a main touchpoint Design) as time donations can make a huge
for a majority of the population-- The majority of the population is on difference in online interaction.
especially potential donors. With their phones online two hours more
any online presence, it is vital that than on their personal computers Compliance
our website reflects the traits that every day. Having a mobile friendly, A website that is well-built but is
we want people to identify with our well-defined user experience (how not W3C compliant fall in Google’s
organization. Because we are a non- and why people want to come to the rankings and can occasionally have
profit, this is even more important, site) is vital to drive traffic and get your penalties laid against it. Due to these
simply because donors want to have message to the right people. standards constantly changing, it’s
faith that they are supporting an
important to keep website structure
organization that is well-organized Call to Actions / Integration updated based on the current trends
and well-ran. of Service
and standards put out by the W3C.
While updated content is important
The following are comments from
to a well-designed website, more The current CMCA website is outdated
a web designer regarding website
central to a non-profit’s goal of and inconsistent from a design point
best practices and the current CMCA
encouraging engagement and of view due to a flat color scheme,
website:
donations are purposeful calls to design and no clear direction for
action. Making a strong call to action calls to action. There is no intentional,Development Plan 2017-2018 11
defined user experience, so the developed. Similarly, because this
biggest challenge in reimagining development plan will call for an
the site will be to create a defined e-mail marketing campaign as
user interface and experience that part of our donor cultivation plan,
will result in the user having a strong presented in subsequent pages, we
interaction with the brand and lead to need to establish e-mail marketing
conversion - whatever the designated capabilities to effectively convey our
conversion may be. fundraising message.
A full scale website redesign is CMCA should conduct an audit of
recommended to update both the our web and e-mail capabilities and
design and content as well as bring creative, and make the changes
a donor-centric element to the necessary to effectively carry out our
site. Because of the cost and time development mission until a full web
involved in a full redesign, it is not redesign is completed.
recommended CMCA undertake this
Additionally, to help strengthen our
project in the next 12-18 months.
brand awareness, website content
Until a full redesign is completed, should be updated frequently to
a new subset of pages addressing encourage repeat visits and social
fundraising and prospect sharing.
development needs to be
• Perform web, e-giving and e-mail fundraising capabilities audit
and generate list of required changes and additions (June -
Misty/IT)
• Create content for new donor-centric pages addressing
Action Steps
fundraising and prospect development (July - Misty/LT/PMs)
• Work with IT and other appropriate vendors and stakeholders
to complete necessary changes (August - Misty/IT)12 Central Missouri Community Action
Development Committee
As will be seen from the rest of Committee Meeting Goals
this plan, the active and informed While time will be allotted during
participation of the Board of Directors committee meetings as well as board
in our fundraising efforts will be meetings for updates on receipt of
integral to our ultimate success. donations and future goals, time
Even more important is the re- during these meetings will be heavily
establishment and involvement of weighted towards “activities.” These
our Development Committee. activities will include reviewing
prospect lists and assigning
In addition to contributing to the contacts, discussing and assigning
creation and evaluation of the donor/prospect cultivation calls,
development plan, the Development brainstorming contacts, events and
Committee is essential to helping targets and other items that will lead
build a culture of enthusiasm for to an increased donor and prospect
fundraising on the board. Its work universe and additional dollars raised.
is to cheerlead and to hold the
board accountable to its fundraising Additionally, the committee will work
obligations. The committee provides together to develop an ongoing board
peer-to-peer accountability to development training program to
ensure that board members are hone the Board’s skills and increase
fulfilling their fundraising obligation their comfort level where fundraising
and partners with staff to develop is concerned.
tools, trainings and ideas to give
board members what they need to
be effective fundraisers.
• Recruit current board members for the Development Committee (April -
Darin/Misty/Board)
• Identify and recruit outside members for the Development Committee (April
- Darin/Misty/Board)
Action Steps • Establish monthly meeting schedule and specific, measurable goals (May -
Misty/Darin/DC)
• Develop board training schedule and goals and add to overall development
timeline (June - DC)Development Plan 2017-2018 13
Building a Diversified Prospect Pool
One of the main challenges for CMCA site where more than 80% of web Use of prospecting tool for
in terms of growing an individual visitors will never scroll far enough expanding pool and qualifying
prospects for major donors
giving program is the lack of an to see it. CMCA should research best
established prospect pool or method practices for email signup placement To expand our prospect pool
for identifying new prospects. to encourage conversion as well as further, CMCA should consider using
The following approaches will be best practices for form design and prospecting tool that allows us to
implemented to begin building a list implement those for the website. identify people with the capacity
of prospects for CMCA: to give as well as an affinity to our
Current donor and board cause. With this prospect research
Data collection at events referral program
tool, CMCA can grow the base for
CMCA will start collecting information Research has proven that the best
individual giving. In subsequent years
from event attendees including, but chance of successful fundraising
of this plan, CMCA should look into
not limited to, mailing address and starts with people who have already
donor screening process that allow
email address as well as indication of given to our organization, followed
us to pinpoint the best potential
issues that interest them. CMCA will closely by those who have already
prospects for major gifts and allocate
utilize the standard forms previously donated to a similar cause. CMCA
our time accordingly, making the
mentioned in the Donor Database should leverage our pool of current
most efficient use of finite resources.
and Tracking Procedures section of and past donors and create a “share
this plan. the love program” that encourages
them to connect a friend with CMCA.
Web sign up for newsletter
and communications
CMCA should develop a set of
While CMCA does have a newsletter sharable collateral and include them
signup box on our website, it only in targeted direct mail campaign to
appears in the footer section of the previous and current donors.
• Create templated form that can be used to collect data at
events (May - Misty)
• Research placement of newsletter signup and create form
with IT (May - Misty/IT)
Action Steps • Research best practices for referral program and create set of
sharable collateral (June - Misty)
• Research potential prospecting tools (July - Misty)14 Central Missouri Community Action
Donor Communications and
Cultivation
Establishing a uniform, repeatable system of donor and prospect communications will be a
key factor in maximizing the time and resources of CMCA’s small development staff as we
grow our donor base. In pursuing an aggressive cultivation agenda, several methods will
need to be established for communicating our message and needs:
Collateral Materials
Providing non-monetary ways for tangible items that would help us carry out
prospective donors to get involved with our mission. Similarly, we should develop
CMCA is a great introductory cultivation a comprehensive list of in-kind donations
step. Each key CMCA program should that would be beneficial to our agency in
prepare a list of volunteer opportunities our efforts to get new donors excited and
that are available, as well as a “wish list” of involved in our work.
• Organize lists of volunteer opportunities, in-kind donations,
and “wish list” items (April/May - Misty/LT/PMs)
Action Steps • Prepare useable, well-formatted documents based on these
lists (May - Misty)Development Plan 2017-2018 15
In-Person Meeting Non-Ask Events
Guidelines and
CMCA should develop a schedule of
Materials
non-ask “tour”/open house events
As CMCA grows its giving programs, to prospective donors on a quarterly
there will be opportunities to hold basis. These events are to help with
on-on-one and small group meetings awareness of CMCA and to help
with potential prospects. These deepen the relationships with current
meetings will most often be “non- and potential donors.
ask”, informational meetings to help
spread awareness of CMCA and add In order to make the best use of
new prospects to our pool. limited resources, CMCA should
prepare basic but compelling scripts
CMCA should prepare a toolbox for and materials for these non-ask
these type of meetings, including events.
key talking points as well as the
collateral materials that best support
our message, to allow us to conduct
effective meetings with relatively
short notice.
• Prepare messaging points and collateral materials (June - Misty/Darin/
LT)
Action Steps • Compile list of potential non-ask opportunities and plan for developing
new/additional ones if enough do not currently exist (June - Misty/LT/
PM)16 Central Missouri Community Action
Prospect Cultivation Strategy
Our goal for new individual and them on a regular basis to answer determine level of interest and
corporate prospects is to engage questions, continue to tell our story strengthen relationship
them in a non-aggressive way, and eventually ask for support. 7. If prospect indicated they are
determine their philanthropic goals, not interested, drop from list
Our process for cultivation will be the
tell our story in a way that connects and STOP CULTIVATION. If they
following:
their goals with our mission and make indicate some level of interest,
them feel like part of our team. Then, 1. Receive information on new add to mailing list to receive
after the prospect is fully engaged prospect from a current donor/ appropriate communication from
and we have identified their area of supporter, event or other source CMCA
interest, we can make the ask for
2. Perform basic research on 8. For interested prospects at
funding in the most effective way
giving capacity and affinity to higher capacity levels (potential
and with the highest probability of
CMCA (if identified as potential major donors), develop individual
success.
major donor, develop individual timeline for getting prospect
Our first step with any new individual cultivation plan) more involved. For lower level
or business prospect should be to 3. Determine who will make the prospects, add to all CMCA
arrange for them to attend on of our invitation call or email communications (including asks)
non-ask events, or, if the prospect is and schedule one follow-up call
4. Invite prospect to non-ask event
identified as a potential major donor for after prospect has received
or one-on-one meeting
($5,000 or more annually), arrange to written/email communications
meet with them on-on-one. 5. Attend event/meeting from CMCA
6. Within one week of event/
After the initial contact, we will
meeting, perform follow-up
continue to communicate with
call or email with prospect toDevelopment Plan 2017-2018 17
Development Communications Strategy
In addition to our prospect cultivation annual report, quarterly newsletters, For additional information, see the
plan, it’s very important for CMCA and direct mail solicitations (e.g. the Donor Recognition Plan that follows.
to strengthen its program of regular annual campaign and summer ask)
communications with donors Phone Calls
and prospects. This program will Email Donors at appropriate levels should
be comprised primarily of non- Multiple studies continue to report be thanked, via phone, for their gifts
solicitation communications for the that email marketing is the most after they are received, and also
purposes of building and stewarding effective way to get and convert should be thanked, via phone, for
our relationships, along with a few new prospects, build awareness and their support at an appropriate time
well-timed asks. Research shows improve retention.CMCA will develop during the year, during a “Donor Love”
that donors who are contacted and an email nurturing campaign, campaign specifically aimed at lower
communicated with using a variety of including a targeted series for both level donors that we don’t often talk
online and offline formats give bigger new prospects and first-time donors, with.
gifts and give more often. To that end, as well as one email solicitation per In addition, CMCA should conduct
our communications strategy will year an annual audit of its prospect pool
utilize the following varied tactics:
and donor database to identify the
Recognition Events
best prospects who haven’t given
Direct Mail In addition to non-ask events, CMCA yet to target for a first gift, current
We will continue to utilize standard should begin a series of recognition donors who are good candidates for
postal mail for a number of event for appropriate level donors giving upgrades or sustained giving,
communications, including our (e.g. lunch with the executive director and past donors who should be re-
for top donors, a breakfast with guest engaged.
speaker for our mid-level donors, etc.)18 Central Missouri Community Action
Donor Recognition Program
CMCA should institute and into a plan to grow and develop the
consistently use a donor recognition relationship with that individual giver.
program to thank and encourage our
In addition, beginning in 2017, all new
donors and draw them into deeper
donors, regardless of size of gift,
relationships with us. Our goal should
should receive a personal phone
be to focus on engagement to
call, and be invited to a non-ask
improve retention. This program will
event. CMCA should seek out board
have the following components:
member volunteers to make these
Thank you procedure calls.
CMCA will continue its practice of
ensuring that gift-givers at all levels Donor Recognition Event
receive thank you notes following Beginning this year, CMCA should
their gifts, but will institute a 48 hour host a small, informal, inexpensive,
turnaround time from receipt to thank non-ask thank you event for donors
you being sent our. at all levels, where we reinforce our
mission with a quick update, perhaps
Any donations over $100 will receive
offer a compelling speaker and let
a thank you card from the executive
our supporters meet each other and
director.
build their relationship with CMCA.
CMCA will begin the practice of CMCA should also consider inviting
placing a personal thank you call to volunteers to this event.
any large ($500 or more) gift. CMCA
should develop a script for these
thank you calls that is designed to
garner information and funnel it
• Prepare thank you call script, forms and procedure sheet (May - Misty/DC)
• Recruit board member volunteers for calls and provide training materials
Action Steps
(June - LT/DC)
• Plan for 1st annual donor recognition event (August - Misty/LT)Development Plan 2017-2018 19
Direct Mail and Digital
CMCA will continue to mail out its Promotion for ComoGives should be JustGive
annual campaign appeal letter in the mainly digital, leveraging email and CMCA should encourage donors
spring of each year as well as the social media with highly shareable to give online using the JustGive
annual report at the end of the year. In content. “Donate Now” button on our website.
addition we will add a second direct Promotion in email capaigns, social
Coordinated effort should be made
mail appeal in November to tie into media sites as well as direct mail
to encourage donors to make a gift
the ComoGives (see below) online will help to maximize donation
on the first day of the campaign to
strategy and capture the many donors opportunitiies.
put CMCA on the leaderboard and
who do not yet give online. In year two
increase visibility. In addition, a re-ask
of this plan, CMCA will research the
strategy should be used close to the MSECC
benefits of a more comprehensive
end of the campaign to encourage To maximize exposure and donations
direct mail prospecting program.
donors who made a gift early in the for the MSECC campaign, CMCA
ComoGives campaign to give again and help us should participate in the annual
ComoGives is an online campaign win challenge grants available from fair held in Jefferson City for state
organized by the Community the Community Foundation of Central employees.
Foundation of Central Missouri. Missouri.
CMCA has participated in the program
To make the most of content created
since 2014 and had varying levels of
for ComoGives and capture both
success correlated to varying levels
those who live outside of Columbia
of promotion and engagement.
and those who are wary of donating
CMCA should focus on growing its online, CMCA should run a concurrent
email distribution list in the through campaign called “CentralMO Gives”
the middle of November to maximize through digital and traditional
the reach of an online campaign. channels.
• Develop a theme and strategy for the Como/CentralMO Gives
campaign (August - Misty/LT)
• Create email templates and banners for digital portion of the
Action Steps
campaign (September - Misty)
• Create direct mail pieces to correspond to the digital portions
(September - Misty)20 Central Missouri Community Action
Planned Giving
During the next 18 months, efforts during the next 18 months,
CMCA should remain focused on we should develop a plan for being
increasing its individual prospect prepared to aid those who might want
base, starting a comprehensive to include CMCA in their wills, even if
donor communications program we are not yet marketing this avenue
and maintaining its foundation and for supporting our work. CMCA
event giving. As our overall brand should work with board members
recognition and programs increase and friends in the legal and non-profit
and strengthen, CMCA should be development fields to develop a short
prepared to solicit planning gifts document detailing the options for
and bequests from our friends and making a bequest to CMCA and also
supporters. develop the necessary capabilities to
accept such bequests.
While this planned giving program
will not be a focus of our fundraising
• Identify supportive professionals to assist with development
of document detailing options for making a bequest to CMCA
(April 2018 - LT)
• Evaluate current capabilities and establish necessary structure
Action Steps to accept such requests if it does not currently exist (May 2018)
• Year 2 - Begin including simple language on making a bequest
on the CMCA website and in other development documents
• Year 3 - Evaluate the benefits of a larger “planned giving” roll
out and, if appropriate, create plan for a larger campaignDevelopment Plan 2017-2018 21 Major Giving & Capital Giving Similarly to planned giving, major/capital giving will not be a key strategy of the next 18 months in terms of revenue generation; however, CMCA should start laying the groundwork for cultivation of this funding source. During donor meetings and throughout the growth of our individual giving program, CMCA staff and board members should seek out opportunities for major gifts to increase cash reserves, grow our endowment fund and meet individual giving needs.
22 Central Missouri Community Action
Events
Historically, CMCA hosts or is involved The first meeting should NOT be used A better method for tracking event
in four annual events: Dinner for a to sell a business on a sponsorship, revenue by source (sponsorships,
Difference; Hott Butts BBQ Competition; but to learn more about the business, ticket sales, donations at the event)
Wine, Women and song; and Lunafest. what they are interested in, their should be implemented to better
target audience and the types of analyze the success of all events
Because we don’t have one “marquee
organizations and events they like and plan for future growth. This will
event” and our area of impact is
to support, both with marketing and be accomplished through the donor
concentrated to an eight county
advertising dollars and philanthropic database and tracking procedures
geography, CMCA must have a
cause dollars. mentioned in the development
strategic approach for securing event
infrastructure section of this plan.
sponsors so as not to cannibalize one After the meeting, CMCA can develop
event’s success for another. To aid in a customized sponsor proposal
Dinner for a Difference
this process, CMCA should develop a that captures and capitalizes on the
comprehensive list of all sponsorship information from the original meeting. Dinner for a Difference was a new
opportunities for the year--events, event for CMCA in 2016 and is held
Additionally, after each event, in Jefferson City (Cole County). This
programs, naming rights, etc--as
CMCA should create and distribute event is the only one that specifically
well as an audience analysis for each
a fulfillment report to all sponsors focuses on raising awareness of
opportunity. After valuing each asset
highlighting the successes of the poverty and is centered around
we have available, CMCA should
event and providing a tool to prove CMCA’s mission.
create a prospect list of businesses to
that sponsors received the return on
target for sponsorship opportunities
investment they were looking for in After the second year of the event,
and secure introductory meetings
exchange for their sponsorship. CMCA should evaluate the purpose
with those businesses.
and goals of the dinner and determine
• Develop comprehensive list of all opportunities/assets for the
entire agency for the year (May - Misty/LT)
• Perform audience analysis for each opportunity (May - Misty/
LT)
Action Steps • Assign a valuation for each opportunity (May - Misty/LT)
• Create a prospect list of businesses (June - Misty/LT)
• Set meetings with prospect list (July-December - Misty/Darin/
LT/DC)Development Plan 2017-2018 23
the best course forward for longevity branding in 2017 and should be should be to substantially grow the
and growth. In addition, CMCA should designed in a way that encourages event to the point where it is fulfilling
establish a planning committee for inclusiveness and promotes CMCA. the philanthropic funding goal for the
the event and recruit individuals both Head Start program.
A budget for promotional flyers, a
inside and outside of the organization
stand-alone website and Facebook
to staff it. Lunafest
advertising should be established to
help promote the event and solicit Established in 2000 by LUNA, the
Hott Butts BBQ Competition makers of the Whole Nutrition Bar for
team registration from areas outside
Started in 2013 The Hott Butts BBQ of our service area. Women, LUNAFEST is a “fundraiser-
Competition is a two-day event in-a-box” designed as traveling film
in Boonville (Cooper County) that festival that spotlights the work of a
Wine, Women and Song
consists of an all-you-can-eat wing diverse array of women filmmakers.
Wine, Women and Song (WWS) is
night and people’s choice competition
an event spearheaded by McLarty Because of the time-intensive nature
and a Kansas City BBQ Society (KCBS)
Automotive Group Marketing Agency of fundraising events as well as
sanctioned competition.
(MAGMA) to benefit CMCA’s Head the desire to establish a stronger
The event has seen moderate Start program and is held in Columbia individual giving program, CMCA will
success, but has the potential to be (Boone County). The event has a be putting Lunafest on hold for at
much bigger. CMCA should focus on diverse and well-connected planning least the next 12 months.
an event strategy that continues to committee and enjoyed substantial
grow community participation in the success in its first year.
first night of the event and BBQ team
CMCA should continue to cultivate
participation in competition.
close relationships with the MAGMA
Because of visual branding conflicts, group and work with them on strategy
the event will receive new visual for event growth. The goal for WWS24 Central Missouri Community Action
Foundation Giving
Traditionally, CMCA has had a to showcase our programs and build to seek larger grants, as well as
strong history of soliciting grants build deeper relationships with key adding some larger grant prospects
from philanthropic and corporate decision makers. We will also invite to our current solicitation mix.
foundations. We should continue current and prospective grant-
Also, CMCA should build a grant
aggressively pursuing grants as a makers to attend our non-ask events.
toolkit containing essential
source of funding.
Because there is not a dedicated information that is consistently used
To promote larger and more grant-writing staff, our plan for growing for the grant application process to
sustained gifts, CMCA should begin foundation giving will rely primarily help streamline and boost efficiency.
a program of identifying and meeting on utilizing the above mentioned
with grant-makers and prospects meetings and the relationships we
• Create an 18 month foundation giving plan, including detailed prospect
lists and timelines (August - LT)
• Develop list of current and prospective grant makers to invite to non-ask
events (September - LT)
Action Steps
• Develop list of current and prospective grant makers to invite to one-on-
one and small group meetings (September - LT)
• Begin ongoing series of meeting with foundation executives (October -
LT)Development Plan 2017-2018 25
Government Funding
The federal, state and local as well as seek increases where
governments all currently provide possible. To this end, CMCA should
funding for CMCA. As mentioned continue to regularly review current
previously, this funding comprises the funding and opportunities for growth,
overwhelming majority of our annual as well as create a list of government
revenue. CMCA should continue to officials to target for one-on-one
seek opportunities for educating meetings, tours, etc. and invite them
government officials about the great to all CMCA events, whether they are
work that we do to both prevent a “ask” or “non-ask” events.
decrease in government funding
Miscellaneous Opportunities
In addition to the fundraising tactics Specific opportunities we should
laid out above, CMCA should continue be diligent in seeking are those to
to seek out other opportunities and be named “official” or “partner” non-
capitalize on them as they arise. We profit agency for a local business,
should be prepared to listen to the civic group, or other network and the
suggestions of our board and allies, opportunity to hold a participatory
and be prepared to evaluate and fundraising event (“-athon”, “drive”,
implement the best ideas. etc.)
• Develop list of government officials to target for relationship-
Action Steps building and plan for execution (August - LT)26 Central Missouri Community Action
Revenue and Budget Projections
Based on the anticipated needs for grant matching and the desired funds for flexibility and agility, our fundraising goals
for the next 18 months (4/1/17 - 9/30/18) are set at $300,750. Our revenue projection for fundraising activities is as
follows:
Projected Revenue by Strategy
FY17 (4/1/17 - FY17 (10/1/17 -
Strategy Calendar year 2016
9/31/17) 9/31/18)
Direct Mail
Annual Campaign $3,000 $4,000 $1,525
Online and Email
JustGive $1,500 $4,00 $6,008**
CoMO Gives (December) - $8,000 $1,800
MSECC $350 $1,000 $571.32
Events
Dinner for a Difference (April) $10,000 $15,000 $9,120
Hott Butts BBQ (August) $10,000 $15,000 $6,320.96
Wine Women and Song (October) - $35,000 $15,070.77
Lunafest (TBD) - - $5,830
Face to Face
(includes unsolicited donations, WBC
Was not coded/
sponsorships and couty fundraising events $20,000 $58,000
trackable for 2016
and solicited sponsorships not attributed to
another strategy)
Grants $20,000 $100,000* $27,000
Total $64,850 $240,000
*Grant number in FY18 includes $60,000 in CDBG funds for parking lot repairs to the HS and EHS campus on Worley in Colum-
bia. If this grant is not won, this number will be revised as appropriate.
**JustGive numbers for 2016 are skewed due to several payments from Aetna for Eat Healthy, Stay ActiveDevelopment Plan 2017-2018 27
Projected Revenue by Market
FY17 (4/1/17 - FY17 (10/1/17 -
Market Segment Calendar year 2016
9/31/17) 9/31/18)
Individuals $9,850 $60,000 $24,886.56
Businesses $35,000 $80,00 -
Foundations $20,000 $100,000 $27,000
Total $64,850 $240,000
Projected Expenses/Proposed Budget
Category Budget
Development Infrastructure
Branding and Awareness $1,000
Prospect and donor cultivation and development
Direct Mail
- Annual report
- Quarterly newsletters $3,500
- Annual appeal
- CentralMO Gives
Email/Digital $650
Recognition Events $200
Non-Ask Events $300
Fundraising Events $10,000
Dinner for a Difference $2,000
Hott Butts (Includes $5,250) prize payout) $9,000
Wine Women and Song $500
Lunafest -
Professional Development and Relationship Building
Organizational memberships $360
Community Outreach and Networking $200
Webinars, conferences, other $1,000Appendix
Comprehensive Donor Revenue Analysis
2016 2015 2014 2016 vs. 2015 Budget
Active Donors
Number of Active Donors 197 132 115 65 49.24%
Total Revenue $117,785.36 $80,912.20 $36,217.23 $36,873.16 45.57%
Number of Gifts 319 210 190 109 51.90%
Revenue Per Donor (Year to Date) $597.90 $612.97 $314.93 $-15.07 -2.46%
Revenue Per Gift (Average Gift) $369.23 $385.30 $190.62 $-16.07 -4.17%
Gifts Per Donor 1.62 1.59 1.65 0.03 1.89%
Number of 2+ givers for year 49 30 23 19 63.33%
Retained Donors
Number of Retained Donors 46 45 41 1 2.22%
Donor Retention Rate 34.85% 39.13% 30.37% -4.28% -10.94%
Retained Donor Revenue $52,868.96 $10,646.42 $10,691.07 $42,222.54 396.59%
Revenue Retention Rate 44.89% 13.16% 29.52% 31.73% 241.11%
Revenue per Retained Donor $1,149.33 $236.59 $260.76 $912.74 385.79%
Average Donor Lifetime 1.53 1.64 1.44 -0.11 -6.71%
Lifetime Donor Value $914.79 $1,005.27 $453.50 $-90.48 -9.00%
New Donors
Number of New Donors 129 74 66 55 74.32%
New Donor Revenue $52,652.98 $42,154.45 $24,320.81 $10,498.53 24.90%
Number of New Donor Gifts 152 91 82 61 67.03%
Revenue per New Donor $408.16 $569.65 $368.50 $-161.49 -28.35%
Revenue per New Donor Gift $346.40 $463.24 $296.60 $-116.84 -25.22%
Gifts per New Donor 1.18 1.23 1.24 -0.05 -4.07%
Reactivated Donors
Reactivated Donors 22 13 8 9 69.23%
Reactivated Donor Revenue $12,263.42 $28,111.33 $1,205.35 $-15,847.91 -56.38%
Number of Reactivated Gifts 38 15 9 23 153.33%
Revenue per Reactivated Donor $557.43 $2,162.41 $150.67 $-1,604.98 -74.22%
Revenue per Reactivated Gift $322.72 $1,874.09 $133.93 $-1,551.37 -82.78%
Attrition
Attrition Rate 65.15% 60.87% 69.63% 4.28% 7.03%
Number of Donors Active Last 2
46 45 41 1 2.22%
years
Number of Donors Active Last 3+
30 23 13 7 30.43%
years
Number of Donors lost from Last
86 70 94 16 22.86%
Year
Number of 2yr Donors lost from
25 21 5 4 19.05%
Last YearDonations By Donor Type
Donor Type Total Number of Gifts Dollar Amount of Gifts
Not Listed 6 $495.00
Board Members 72 $3,374.19
Company 54 $45,418.21
Community Group 1 $100.00
Educational Institution 1 $65.00
Foundation 3 $26,200.00
Government Agency 3 $574.47
Individual 160 $24,886.56
Organization 17 $16,426.93
Religious Institution 1 $45.00
Small Business 1 $200.00
Total 319 $117,785.36
Donations By GL Code
GL Code No. Donors Avg/Donor No. Gifts Avg/Gifts Total Given
20 $88.25 20 $88.25 $1,765.00
B-17 1 $250.00 1 $250.00 $250.00
BBQ contest 14 $451.50 14 $451.50 $6,320.96
Champion - 83 77 $439.26 138 $245.09 $33,822.74
CSBG 00 - 10 10 $294.00 10 $294.00 $2,940.00
Dinner for a
33 $220.61 38 $191.58 $7,280.00
Difference
EHSA 3 $9,100.00 5 $5,460.00 $27,300.00
FGP account 4 $2,092.50 7 $1,195.71 $8,370.00
FGP In Kind 1 $452.91 1 $452.91 $452.91
General Fund 2 $134.38 2 $134.38 $268.75
Head Start 5 $400.00 6 $333.33 $2,000.00
Lunafest - 83L 30 $190.50 40 $142.88 $5,715.00
WBC 34 $626.47 37 $575.68 $21,300.00
Total 197 $597.90 319 $369.23 $117,785.36Donations By Campaign Code - 2016
Campaign No. Donations Total
No Campaign Code 23 $6,023.16
Amazon Smile 2 $47.57
Annual Campaign 15 $1,525
B17 1 250
BBQ 14 $6,320.96
Board 396 $ 6487
CA Awareness Month 941 $ 7349
Combined Federal Campaign 708 $ 583
CoMO Gives 25 $7,660.43*
Dinner for a Difference 48 $10,120
Non-Campaign Donations 6 $5,749.47
Eat Healthy, Stay Active 4 $27,000
General Campaign 4 $584
Head Start 3 $1,300
Head Start 2 1 $5,000
July Appeal 1 $100
Lunafest 41 $5,830
MSECC 2 $571.32
New Program Campaign 1 $50
Women’s Business Center 36 $21,200
Wine, Women and Song 12 $15,070.77
Total 319 $ 117,785.36
*CoMO Gives number is inaccurate due to a duplicate entry in the system
Issues with data:
• Duplicate entries, inconsistencies in tracking and reporting
• For events, no way to break down where revenue is coming from
• Ex: sponsorships vs. ticket sales vs. donations at event
• Usage of GL, campaign and solicitation codes is inconsistent
• Usage of other labels and classification does not conform to best practices in a way that gives the most robust reporting capabilitiesYou can also read
