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