1. M or and P anned Gi vi ng
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St rat egi c P an
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Executive Summary
January 14, 2013
Submitted by:
Cathy Ives, Executive Director of Development and Major Gifts
Janet Egelhofer, Major & Planned Gifts Officer

2. Dari ng t o Dream
Achieving a vision for the community means daring to dream. Move beyond a narrow focus
on what the station is now doing to consider what it might do if given the resources. Rather
than being a prisoner to scarcity, the team is freed to consider the possibilities of as-yet-
unrealized abundance.

3. M or Gi vi ng D i ned:
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Successful major giving programs are based on personal relationships.
 Donors see their gifts less as a contribution than as an investment in the ability of
the organization to serve their communities.
 Major gifts are larger because organizations communicate their values and share a
vision of how they can serve their communities.
 Philanthropic organizations note that phone correspondence is harder. People are
screening phone calls and the growth of cell phone use – making locating phone
numbers much more difficult.
 Development committees are finding that scheduling campaign meetings is
becoming difficult. Janet Egelhofer, NEPR’s Major & Planned Gifts Officer has
stated her concern about not “seeing Major Donors” at regular intervals.

4. What i s St ewards hi p?
 Stewardship is "an attitude that should permeate your entire development program." It
demonstrates the continually expanding relationship between an institution and its
donors.
 Stewardship historically referred to ensuring that the gifts of all donors are spent wisely,
but it has come to mean much more than that. "Every fundraiser has a responsibility to
the donors, to find out for certain that the organization's programs are sound and to
report back to the donor that they are."
 These matters should not be left to chance, but should be part of a structured cultivation
plan. What differentiates true stewardship from mechanical gift acknowledgement,
however, lies in doing the unexpected — in communicating with donors not because it is
part of a plan, but because donors are your station's best friends.

5. Short and Long Term Goal s
 There are many activities that can be established now for short term goals and beginning
the process of long-term work.
 Calling all calendar year-end renewals $250+ before the last week of December each year
 Calling and thanking all $500+ donations throughout the year
 Delivering station “Thank You Gift” at an in person meeting if possible
 Calling $500+ renewals for Challenges pre-drives
 Working on a transition for single Capital Campaign gifts for a second year ask – perhaps
to help meet a goal
 Transition from Capital Campaign donor to increased Annual Fund supporter
 Find a formula for the transition $$
 Begin an ambitious Home Party Plan
 Design a more consistent and increased e-correspondence and meetings
 Start a new "constant contact" type of email listing, organized so that it can be used for
event planning and for offers of tickets to NEPR sponsored events, as well as for updates
and other stewardship measures.

6. P anned Gi vi ng St rat egi c P an:
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 Continue an improved and more strategic Planned Giving Campaign, letters, spots,
collecting prospects from Fund-drives
 Setting up additional meetings with Planned Giving Officers
(Colleges/Universities/Vendors)
 Designing a Planned Giving Website (eg. UPR.org)
 Planned Giving Event – guest speakers, invite the 500+ donors who requested PG
information
 Planned giving events, the possibility of holding an event for those donors who have
given consistently, if not at a leadership level, for a prescribed number of years to thank
them for their enduring support and to present a planned giving option.
 Working closely with the UMASS Planned Giving office and the Planned Giving
resources from the Community Foundation of Western Massachusetts (CFWM)

7. Annual Development Calendar - NEPR - FY 2013
Activity July August September October November December January February March April May June
Major Giving
Cultivation x x x x x x x x x x x x
Renewals x x x x x x x x x x x x
Special Appeals x x
Upgrades x x
Events x
Acknowlegements daily daily daily daily daily daily daily daily daily daily daily daily
Marketing x x x x
Website
Planned Giving
Marketing x x x x
On-Air Spots x x x x
On-Air
TV Pledge x x x
Radio Pledge x x x
Spot Campaign x x x x
Direct Mail
Renewal x x x x x x x x x x x x
Acquisition x x x x x
Lapsed x x x x x
Additional Gift x x x x x
Sustaining x x x x x x x x x x x x
Telemarketing
Renewal x x x x x x x x x x x x
Lapsed x
Additional Gift x
Upgrading
Sustaining x x x x x
Web
Website x x x x x x
E-renewals x x x x x x x x x x x x
E-mail weekly weekly weekly weekly weekly weekly weekly weekly weekly weekly weekly weekly
Acknowledgements bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly bi-weekly
Events x

8. M or and P anned Gi f t s Of f i c er
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St rat egy and Obj ec t i ves f or Annual Fund
Phone Calls:
Place phone calls to all Annual Fund donors of $500 and above
to introduce myself
to thank them for their support
to set up meeting to discuss happenings at station in person
Goal: Anticipate 500 calls per year with heaviest periods of calling following on-air fund
drives
Visits:
Purpose of visits
to extend personal thanks
to share news of station
to gather feedback re: thoughts on station; family; occupation; recreation; to see
where we fit in their philanthropy
to cultivate donors and prospective donors as engaged participants

9. Goal s :
Director’s Circle ($750 - $999) - currently 33 gifts
Generate twenty new gifts at $500 = $10,000
Increase ten gifts from $500 to $1000 = $5,000
Leadership Circle ($1000 - $2999) - currently 92 gifts
Generate twenty new gifts at $1,000 = $20,000
Increase one gift from $1000 to $5,000 = $4,000
Increase three gifts from $1,000 to $3,000 = $6,000
Increase twenty gifts from $1,000 to $2,000 = $20,000
Increase thirty gifts from $1,000 to $1,500 $15,000
Broadcasters/Manager’s Circle ($3000 - $9999) –
currently 6 gifts
Generate three new gifts at $3,000 = $9,000
Total AF increases: $75,500
Total donors involved: 107
Given one to three visits per ask,
total visits estimated at 250

10. Es t i m ed Los t Annual Fund R
at evenue:
Major Annual Donor $ 1,000
Major Annual Donor $ 1,000
Major Annual Donor $ 2,000
Major Annual Donor $ 2,000
Major Annual Donor $ 1,000
Major Annual Donor $ 19,000
Major Annual Donor $20,000
Major Annual Donor $ 4,000 (Challenge)
Major Annual Donor $ 5,000
Major Annual Donor $ 1,300
Major Annual Donor $ 200
Major Annual Donor $ 1,500
Major Annual Donor $ 500 (lower year-end gift)
$ 58,500
Sponsorships:
PeoplesBank (iPads) $ 6,000
Family Annual Programming Support $ 25,000

11. What is the Upside Goal Potential FOLLOWING the Capital Campaign:
Currently:
Goal $ 7,000,000
New Market Tax Credits (net) - 1,000,000
$ 6,000,000
Foundation Capital Campaign Grants -1,000,000
$ 5,000,000
Bequests: - 1,158,201
$ 3,841,799
Banks: - 350,000
$3,491,799
X .05 (5%)
Goal for Projected Annual Fund Increase
following Campaign $ 174,590
This should be in addition to
prior
projections (FOLLOWING
Campaign completion)