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Annual Campaign
- 1. Kimball-Jenkins Fundraising- Resource Development Plan Annual Campaign 266 North Main Street Concord NH 03301 A private charitable trust 603.225.3932 for the purposes of www.kimballjenkins.com historic preservation, the arts and cultural Prepared by ACDD Philanthropy Leadership Miranda Dalton education
- 2. Greetings! Miranda R. Dalton, MBA Fundraising-Resource Development Plan Annual Campaign
- 3. Agenda • The Annual Fund and its Significance • Analysis of the External Environment – Concord, NH • Analysis of the Kimball-Jenkins 2011 Annual Campaign • Recommendations for Kimball-Jenkins 2012 Campaign 5 Step Process
- 5. The Annual Fund • Designed to attract annual gifts with the goal of attracting new donors while keeping current donors and encouraging them to increase the size of their gifts over time (Dove, 2001). • The foundation for all fundraising efforts (Dove, 2001). • Focuses on the resources available today, while planning for tomorrow’s resources. • Should encompass strategies inclusive of but not limited to the organization’s special events, major and planned giving programs etc…..
- 6. Kimball-Jenkins launched its first Renaissance Garden Party in 2011 to kick off its annual fund campaign. The same theme should be used and built upon in the 2012 annual campaign.
- 8. People QuickFacts Concord Population, 2011 estimate NA Population, 2010 42,695 Population, percent change, 2000 to 2010 4.9% Population, 2000 40,687 Persons under 5 years, percent, 2010 5.5% Persons under 18 years, percent, 2010 20.7% Persons 65 years and over, percent, 2010 13.8% Female persons, percent, 2010 50.4% White persons, percent, 2010 91.8% Black persons, percent, 2010 2.2% American Indian and Alaska Native persons, percent, 2010 0.3% Asian persons, percent, 2010 3.4% Native Hawaiian and Other Pacific Islander, percent, 2010 NA Persons reporting two or more races, percent, 2010 1.8% Persons of Hispanic or Latino origin, percent, 2010 2.1% White persons not Hispanic, percent, 2010 90.5% Foreign born persons, percent, 2006-2010 4.3% Language other than English spoken at home, pct age 5+, 2006-2010 6.2%
- 9. Per capita money income in past 12 months (2010 dollars) 2006-2010 $29,298 Median household income 2006-2010 $51,412 Persons below poverty level, percent, 2006-2010 10.6% Business QuickFacts Concord Total number of firms, 2007 4,488 Suppressed; does not meet publication Black-owned firms, percent, 2007 standards American Indian- and Alaska Native-owned firms, percent, 2007 Less than 100 firms Asian-owned firms, percent, 2007 1.7% Native Hawaiian and Other Pacific Islander-owned firms, percent, 2007 Less than 100 firms Hispanic-owned firms, percent, 2007 1.7% Women-owned firms, percent, 2007 26.0% Opportunities For Kimball-Jenkins
- 10. Eight Key Nonprofits In Concord, NH Revenue 2011 from Time of Year Contributions Red River Theater $24,000 Fall Concord Community Music School 45% of 1.9M operating Throughout Year budget from contributions Capitol Center for the Arts $638,348 November New Hampshire Historical Society $692,479 Centered Around Special Projects Community Player of Concord $21,379 N/A The Granite State Symphony Orchestra $24,000 N/A The League if New Hampshire Craftsmen Over 1.1M Nov.-Dec. Granite United Way Approximately $1.05M Fall
- 12. Kimball-Jenkins 2011 Annual Campaign Strengths Weaknesses •2011 annual campaign raised over $75,000. •2011 annual campaign fell short of its •There is an existing “Board Member Annual intended goal of $125,000. Fundraising Commitment” form. •Limited information on past donors •Over $41,000 of the $75,000 was given by the available. Board of Directors with the Chairman of the Board •An effective system of tracking and contributing approximately 85% of the board’s updating donor information is nonexistent. contribution. •A plan of action to develop relationships •The first "Renaissance Garden Party" was held at with current and potential donors is a trustees home to kick off the annual campaign. nonexistent. •A developed program entitled the “Renaissance •Limited literature in marketing and Circle” granting special benefits and opportunities educating the community on the mission and to individuals with contributions of $2,500 or program/services of the organization. more. •No planned giving program. •Existing opportunities for employers to match the •Volunteers not maximized in annual gifts of their current and retired employees. campaign. •Organization has an existing annual fund letter •Fundraising calendar is nonexistent. and donation form. •Opportunity for donors to give online via the organization’s website. •A 2012 event schedule is available and promoted via the organization’s website.
- 13. Recommendations for Kimball-Jenkins 2012 Campaign Step 1: Conduct a Fundraising Audit Step 2: Fundraising Planning Step 3: Development of Tactical Plan Step 4: Development of Budget Step 5: Monitoring and Control
- 14. Step 1: Conduct a Fundraising Audit “Where You Are Now” – Step 1 Fundraising Audit Tool Kit - Resource Guides 1a-1d “Where Do You Want to Be” and “How Will You Get There” - Steps 2-4 (Sargeant, Shang, & Associates, 2010)
- 15. Step 2: Fundraising Planning Kimball-Jenkins Must Set Its Fundraising Objectives • The amount of funds that will be raised • The categories of donors that will supply the funds (individuals, corporations, foundations etc..) • The acceptable costs of raising those funds S – specific, M – measurable, A –achievable, R –relevant, T-timescaled (Sargeant, Shang, & Associates, 2010)
- 16. Step 2: Fundraising Planning Strategies to Achieve Objectives 3. Overall Direction 5. STP: Segmentation-Targeting – Positioning 7. Branding 9. A Case For Support
- 17. Step 2: Fundraising Planning Overall Direction (Sargeant, Shang, & Associates, 2010)
- 18. Step 2: Fundraising Planning STP
- 19. Step 2: Fundraising Planning Branding (Sargeant, Shang, & Associates, 2010)
- 20. Step 2: Fundraising Planning A Case For Support Mission of Kimball-Jenkins The arts enrich the fabric of our lives, Kimball-Jenkins our community and our society. It is the mission of ‘The School of Art’ at the Statement of Support Kimball-Jenkins Estate to bring affordable, quality arts education to people of all ages and abilities in the greater Concord area, especially to “A private charitable trust those who might not otherwise have the opportunity to share the gifts the for the purposes of arts bring to life. We will achieve this by expanding our course offerings and historic preservation, the faculty, increasing our scholarship arts and cultural education” awards and improving our facilities, with the help of the community.” 266 North Main Street Concord NH 03301 603.225.3932 www.kimballjenkins.com
- 21. Annual Fund Campaign Time Line Step 3: Tactical Plans Activities are initiated in October and end in September.
- 23. Annual Fund Campaign Time Line Step 3: Tactical Plans Activities are initiated in October and end in September.
- 24. Mathematical Equation to Reach Goals in Annual Fund Campaign Percentage of Donors Responsible Amount 10% 60% of goal 20% 20% of goal 70% 20% of goal (Dove, 2001) Use current list of donors that gave in 2011
- 25. Gift Range Donors Needed Prospects - Ratio Total RG - 3a 10% of Donor = 60% of Goal $5,000 2 14(7:1) 10000 Goal of $100,000 and 2500 6 42 (7:1) 15000 a Relatively 1000 18 108 (6:1) 18000 Unproven Suspect 500 20% of Donors = 20% of Goal Pool 250 48 192(4:1) 12000 Total Prospects pool: 100 80 240(3:1) 8000 2,002 70% of Donors = 20% of Goal Less than 100 412 1236(3:1) 20000 $100,000 Gift Range Donors Needed Prospects - Ratio Total 10% of Donor = 60% of Goal RG -3b $5,000 2 8(4:1) 10000 Goal of $100,000 and a 2500 6 24 (4:1) 15000 Relatively Proven 1000 18 54(3:1) 18000 Suspect Pool 500 Total Prospects pool: 20% of Donors = 20% of Goal 1,258 250 48 96(2:1) 12000 100 80 160(2:1) 8000 70% of Donors = 20% of Goal Less than 100 412 824(2:1) 20000 (Dove, 2001) $100,000
- 26. Annual Fund Campaign Time Line Step 3: Tactical Plans Activities are initiated in October and end in September.
- 27. Miss Miranda Dalton 202 Bell Lane Anywhere, USA 3221 Dear Miss Dalton, Kimball-Jenkins Estate has experienced tremendous response to our “thank-a-thon.” You and others indicated a willingness to support the mission of Kimball-Jenkins. Please be aware that your gift will make a difference in more ways than one. Your donation along with gifts from others can help meet the financial needs of our organization. During the “thank-a-thon,” you pledged to support the Unrestricted Fund by donating ______________. Your current balance is __________. We ask that you fulfill your pledge and be part of this significant achievement. You can make an immediate impact simply by making your donation online at www.kimballjenkins.com. This is a secure location, which allows you to submit payment by credit/debit card or online check method. Please feel free also to use the enclosed envelope to return your pledge payment. If you have mailed your payment and our correspondence has crossed paths, please accept our apology. Your support is important and every gift makes a difference. We appreciate and we count on your support. Sincerely, Name and position of person sending letter
- 28. Your Contribution Makes A Difference NOW More Than Ever. •Every dollar invested in Kimball-Jenkins through the Annual Fund improves the experience of every student and constituent of the organization. •Your participation and involvement with Kimball-Jenkins is as important as your gift. •Annual Fund contributions are received between October 1 and September 30. Make your gift online: www.kimballjenkins.com I WANT TO INVEST IN THE FUTURE OF KIMBALL-JENKINS ESTATE Here is my unrestricted gift to support Kimball-Jenkins’ most urgent needs. Name: ____________ Address: ____________ Phone Number: _________ Email: _______ __My total gift to Kimball-Jenkins $ _____________ __A matching gift contribution will be made by my employer: $ _____________ __ Full payment enclosed (check or money order payable to Kimball-Jenkins’ Estate) __ Pledge to send monthly payments of $ ______ over a period of ____ months ending September 30, 20___. __ Credit card payment: ___ Visa __ MasterCard ___ American Express Credit card number: _______________ Signature: ________________ Print name “as” on card_____________ Expiration Date: ___________ Your gift is tax deductible and greatly appreciated. Thank you.
- 29. Making the Annual Appeal Key Take Aways • Ask for the intended amount • Follow Up • Once Received – SAY THANK YOU!
- 30. Annual Fund Campaign Time Line Step 3: Tactical Plans Activities are initiated in October and end in September.
- 32. Renaissance Garden Party Hostesses Renaissance I AM Garden Party 2012 KIMBALL- JENKINS FRONT BACK
- 33. Renaissance Garden Party - Silent Auction
- 34. Annual Fund Campaign Time Line Step 3: Tactical Plans Activities are initiated in October and end in September.
- 35. Annual Fund Campaign Time Line Step 3: Tactical Plans Activities are initiated in October and end in September.
- 36. Step 4: Budget Marketing Budget for 2011 Fiscal Year - Approximately $26,400 Annual Fundraiser Costs - Estimated $4,302 dollars – 16% of Budget It is our recommendation to allot a minimum of $5000 to achieve last year’s benchmark of donations received plus a cushion to absorb costs of our recommendations to the organization. The costs incurred last year should be examined to see if activities are warranted. If not, money should be reallocated to support the recommendations in this plan.
- 37. Step 4: Monitoring and Control • The actual donations achieved compared to the budget • The actual costs incurred relative to those budgeted • The performance of specific forms of fundraising • The appropriateness of the strategy and tactics adopted (Sargeant, Shang, & Associates, 2010)
- 38. Thank You! Miranda R. Dalton, MBA Fundraising-Resource Development Plan Annual Campaign
- 39. Bibliography Capitol Center for the Arts. (2010). Retrieved April 19, 2012, from Guidestar.com: http://www.guidestar.org/FinDocuments/2011/223/151/2011-223151625-07e2c855-9.pdf City of Concord New Hampshire. (n.d.). Retrieved April 19, 2012, from Quality of Life: http://www.ci.concord.nh.us/Businessdev/quality/concordv2.asp?siteindx=L0i,20 Community Players of Concord, NH. (2010). Retrieved April 19, 2012, from Guidestar.com: http://www.guidestar.org/FinDocuments/2011/237/161/2011-237161647-07bfee66-9.pdf Concord Chamber of Commerce. (2008, June 30). Retrieved April 19, 2012, from New Hampshire’s Creative Crossroads - The Concord Creative Economy Plan : http://www.concordnhchamber.com/data/uploads/creative_economy_final_report_2.pdf Concord Community Music School. (n.d.). Retrieved April 19, 2012, from Giving Opportunities: http://www.ccmusicschool.org/support/giving-opportunities ConcordPatch. (2011, June 20). Retrieved April 19, 2012, from Theatre Close to Wrapping Up Fundraising Campaign: http://concord-nh.patch.com/articles/theatre-close-to-wrapping-up-fundraising-campaign Dove, K. E. (2001). Conducting A successsful Fundraising Program. San Francisco, California: John Wiley & Sons. Granite State Symphony Orchestra. (n.d.). Retrieved April 19, 2012, from Support GSSO: http://www.gsso.org/support.html Granite United Way. (2012, March 30). Retrieved April 20, 2012, from News and Events: http://www.graniteuw.org/aboutus/news.php?n=170
- 40. (2010). League of New Hampshire Craftsmen Inc. Leubsdorf, B. (2011, September 5). The Renaissance Pitch. Retrieved April 19, 2012, from Concord Monitor: http://www.concordmonitor.com/article/277832/glimpse-into-the-future-of-parking?SESS9ab90fe07eb75ec1c8 Manta - Where Small Businesses Grow. (n.d.). Retrieved April 20, 2012, from http://www.manta.com/mb_53_F0_CNO/associations_non_profits/concord_nh New Hampshire Business Committee for the Arts. (n.d.). Retrieved April 19, 2012, from http://www.nhbca.com/index.php New Hampshire Historical Society. (2010). Retrieved April 19, 2010, from Annual Reports: http://www.nhhistory.org//who_are_we/financial_statements/2010_Form_990_FY_2011.pdf NH Center for Nonprofits. (n.d.). Retrieved April 19, 2012, from http://nhnonprofits.org/profiles.cfm Partners, C. G. (2011). Annual Appeal - A Step By Step Guide. Perry, G. (2011, November). Your Fundraising Calendar for 2012. Retrieved January 21, 2012, from Gudestar: http://www.guidestar.org/rxg/news/publications/fundraising-calendar-for-2012.aspx Sargeant, A., Shang, J., & Associates. (2010). Fundraising Principles and Practice. 113-187. U.S. Census Bureau. (n.d.). Retrieved April 19, 2012, from State and County Quick Facts: http://quickfacts.census.gov/qfd/states/33/3314200.html
Hinweis der Redaktion
- Just show screen
- Greetings! My name is Miranda R. Dalton. It has been a pleasure working with Kimball-Jenkins Estate over the past several months. It is my hope that our consulting team has provided you with information and resources that can be utilized as you move forward in achieving mission success. My task today is to present you information and recommendations for your annual campaign. As I progress through the presentation, it is my hope once again that you experience some “ah ha” moments and moments that deepen your understanding on developing and implementing an annual campaign. Without further ado..lets start on our journey in constructing an annual campaign that yields optimal financial results for Kimball-Jenkins Estate
- Our objective for this presentation is 4 pronged. I will discuss…. (Read the screen)
- The annual campaign is one of the major vehicles in which Kimball-Jenkins will BUILD THE RELATIONSHIP with current and potential donors. I will speak more to that point throughout the presentation. It is your responsibility as an organization to STAY IN TOUCH WITH DONORS. It is through nurturing relationships with donors that Kimball-Jenkins can increase the bequests and volunteer time given by donors.
- Read Screen
- Kimball-Jenkins has a number of strengths that can be built upon to maximize opportunities and overcome threats that might deter the annual campaign. Therefore, a “strengths based approach” is befitting in moving forward.
- The external environment will provide Kimball-Jenkins with opportunities and threats. Before planning an annual campaign, Kimball-Jenkins should take time to determine exactly what are the opportunities and threats not only in Concord, but surrounding areas and the entire state of New Hampshire.
- I have started a preliminary analysis of the external environment for you. This gives the most recent census data for Concord. Highlighted in yellow are key areas of consideration when determining the type of person(s) to target in the not only in the annual campaign but in planned giving and other special campaigns. Women are emerging as a major independent philanthropic force but males give a higher average amount than females but not a higher percentage of their household income (Dove, 2001) . The amount that is given by donors increases with age peaking between 50 and 64 years but declining after retirement (Dove, 2001). Caucasians give more than any other ethnicity (Dove, 2001).
- Household incomes that range between $50k and $74,999 give an average of $1,633 (Dove, 2001). As you can see, Kimball-Jenkins has a real opportunity to capitalize on this fact. Households income avg. Avg. Contributed Amount $25K-49,999 $891 $75K-99,999 $2,038 (Dove, 2001).
- According to the city’s website, Concord is noted as one of the most desirable communities in New Hampshire with its abundant education and cultural resources (City of Concord New Hampshire). This fact can create competition for donors/volunteers. This slide details 8 major annual campaigns held in Concord. The table delineates the amount raised during their 2011 campaign and when their campaigns are typically held.
- Again, our team’s recommendations would be based on the existing strengths of Kimball-Jenkins. As you can see from the slide, there are a number of strengths. The strengths outweigh the number of weaknesses. However, the weaknesses cannot be ignored and must be addressed.
- Our recommendations to Kimball-Jenkins will follow a Five Step Process . (READ SLIDE)
- Step 1 - The fundraising audit will address “Where You Are Now.” Where Do You Want To Be and How Will You Get There will be addressed by Steps 2-4.
- Read Slide
- To achieve the strategies set by your organization there are four things that must be done. Kimball-Jenkins must…. (READ SLIDE).
- Kimball-Jenkins should determine the types of fundraising methods that will be used. If the goal of Kimball-Jenkins is to raise more funds than last year, there are four approaches that Kimball-Jenkins can implement. NAME FOUR AREAS. – the approaches requires Kimball-Jenkins to develop strategies that strategically align current and future donors with current or new initiatives/programs.
- Based on the information yielded in the fundraising audit and the growth strategies of Kimball-Jenkins, the organization can divide the market into groups and develop a plan of action to engage the groups in the annual campaign. The process is called STP and the slide details each step.
- Kimball-Jenkins should determine what makes the organization distinctive. Distinction came come through Kimball-Jenkins’ values, actions or the manner in which those actions will be taken (Sargeant, Shang, & Associates, 2010). Every activity during the annual fund campaign should be reflective of the brand of Kimball-Jenkins. During the annual campaign, Kimball-Jenkins should ensure that every employee, board member and volunteer reflect the brand/image set forth by the organization. This action will assist in distinguishing and positioning Kimball-Jenkins in the minds of potential donors. The touchpoints outlined in the figure are the areas Kimball-Jenkins should ensure that the organization’s brand is seen.
- In summary, a case for support is the general argument for why a non profit deserves a gift of support. Without a case for support, a NPO does not have the right or ability to seek financial support to fundraise. (Sargeant, Shang, & Associates, 2010) A Case for Support: Within our tangible deliverables to Kimball-Jenkins, there is a case statement that details to donors why their support is needed. During the Renaissance Garden Party and other events throughout the year, the case statement should be tailored to a shorten form targeting specific groups.
- January: Thank, thank, and thank your year-end donors again and again. Donors are far more likely to give again if they received a prompt, personal thank you. Create a welcome package for new donors Form a “I Am Kimball-Jenkins” Committee from your board members and give them the job of turning donors into true friends of your organization February: Systematically develop relationships with current and potential Renaissance Donors ($2500 or more ). Set a firm goal for how many major donor visits Kimball-Jenkins can accomplish each month. Do not let anything stop you from making these visits March: Kimball-Jenkins should make sure the organization is present in social land (Facebook, Twitter, Youtube and LinkedIn). Social Media is where the organization can make many friends for the cause. Social media helps donors stay connected with you and your mission. This is an excellent opportunity to maximize volunteers to spear head all social media activities. It is important that the Executive Director knows and approves all correspondences. Kimball-Jenkins wants to ensure that the “brand” of the organization stays consistent and all PR is done with decently April: Overhaul Your Messaging Month. Continue March..but simplify your message to captivate your audience. Time to create headlines and subheadings that tell your story quickly with power. Create a tone that’s casual and friendly. Find a story or a theme to use all year. Create a metaphor that is delightful and charming. Use an icon or picture that exemplifies your metaphor May – June – July – August: This should be the fun time for Kimball-Jenkins. All the newsletters, social media and interactions with potential and current donors inviting them to the special events of the organization should pay off during these months. During all events, information on potential donors should be gathered. Resource Guide 2, Donor Information Card, can be used to collect information that can be managed in software such as GiftWorks. (Go TO NEXT SLIDE)
- Resource Guide 2, Donor Information Card, can be used to collect information that can be managed in software such as GiftWorks.
- May – June – July – August: This is also a time to begin marketing the Renaissance Garden Party, Kimball-Jenkins’ Annual Fund Campaign. June: Time to pull your board together for a one-day retreat. There are many themes you can tackle. Items on the agenda are inclusive of but not limited to: Conduct a board self-assessment. Are your board members happy with their experiences on the board? Discuss the results. Tackle the most important strategic issues facing Kimball-Jenkins. How will the board deal with them? What’s your organization’s plan for the next year? Get your board members fired-up for the cause and put them to work. Give reports from the “I Am Kimball-Jenkins Committee. Discuss ideas for the Renaissance Garden Party During the retreat, the Board of Directors should establish lead gifts. A lead gift is a bequest that moves an entire organization or a significant part of the organization forward in a single leap (Dove, 2001). The lead gift creates synergy for further philanthropy and defines to the entire constituency the importance and value one donor holds for the organization (Dove, 2001). The due date for lead gifts should be determined in an effort to kick off the annual fund campaign. This is also the month to begin recruiting volunteers for the upcoming annual campaign. Because the organization is small, it is the recommendation of our team that the Executive Director chair the annual campaign. The Executive Director should use a Volunteers Tool Kit in a training session scheduled during the month of June. The Volunteers Tool Kit is inclusive of but not limited to the following items (Dove, 2001): Organization’s case statement Campaign Objectives Description of the Campaign Plan Pledge Cards Information about the range of gifts needed Other items determined by the organization. July: This is when Kimball-Jenkins conducts its fundraising audit Is it time to set new goals for the year. What kind of increase is really possible? If you plan for fundraising increases, spell out exactly how you’ll make those goals. Never, ever set goals based on wishes and hopes. Instead, define a specific strategy to back up each expanded fundraising goal. (GO TO NEXT SLIDE)
- The following table reflects the mathematical equation needed to reach the goals established in annual fund campaigns.
- This slides gives a deeper mathematical interpretation in raising 100K . To establish the Renaissance Circle in both scenarios – at least 8 donors needed to give at $2500 or above. It is important to establish lead gifts to set the tone ff the campaign. We will discuss lead gifts in a few moments. The majority of your donors will give at least $100
- July: Establish the Renaissance Committee that will plan the garden party to kick off the annual fund campaign. August – September: Lay out a step-by-step year-end annual appeal. See steps below. First warm up your donors for the ask. Try starting with a “thank-a-thon.” Gather hordes of volunteers, feed them and get them on the phone thanking past donors, then have them conclude the call with an appeal for the upcoming fund campaign. Kimball-Jenkins should send a warm-up letter thanking donors once again for their past support and reminding them of their upcoming bequest. If donors did not commit during the “thank-a-thon,” the letter should encourage them to consider supporting Kimball-Jenkins Estate. The next slide will give an example of a letter. Finally, Kimball-Jenkins should lay out a multi-channel fundraising effort with using direct mail, phone follow-ups, postcards, email, and social media inviting current and potential donors to the Renaissance Garden Party, which is the official kickoff of the annual fund campaign.
- Sample letter that you can follow as a template during the “thank-a-thon.”
- This is a sample pledge card that has dual functionality and can be mailed out during the “thank-a-thon. It is an envelope and pledge card. Saves money..cost. Remember that stakeholders do not like a large percentage of their donation to go into fundraising overhead. They want to see their donations go to direct services.
- READ SLIDE
- October: There are a number of activities that I will present in the following slides that Kimball-Jenkins can utilize to take advantage of potential donors in attendance at the Renaissance Garden Party and to increase brand awareness of the organization.
- September: This will be the most important time during the annual campaign where the organization will make the annual appeal. The short version of the case statement and information cards should be distributed to potential donors as they arrive. The Executive Director can have the responsibility of welcoming and thanking everyone for attending. The Executive Director talks about the various ways individuals can become a part of the Kimball-Jenkins family. The Executive Director discusses the annual campaign, individual/family/business memberships, registering for classes offered by the organization, open studio, volunteerism and other mediums adopted by the organization The Chairman of Board is responsible for informing attendees of the success and accomplishments of the organization over the past year with the donations of people who consider themselves a part of the Kimball-Jenkins family. The chairman thanks them once again for their support. Next, the chairman should inform attendees of the upcoming year’s goals and objectives to encourage individuals to give during this year’s campaign. This is where the annual appeal is in full swing. The Chairman of the Board should be passionate about the appeal and pull on the heartstrings of the attendees. He should boast about the leaps and bounds the organization has made since its turbulent time several years ago. Through a restructured Board of Directors, new management, a strategic plan and a system of monitoring and accountability, Kimball-Jenkins is BACK STRONG! He should make the final appeal and ask individuals to make their annual donation tonight or the days ahead and declare…”I AM KIMBALL-JENKINS!” Attendees are instructed where to go to make their bequest.
- An excellent idea would be for Kimball-Jenkins to use children who have attended classes and summer camp to serve as hostesses
- A silent auction can be a part of the festivities. Arts and other crafts donated by students of the art school and summer camps can be purchased by attendees. All bequests will be deemed as unrestricted donations. Executive Director should responsible for handling the silent auction
- October and November: Follow up with donor pledges received at garden party through phone calls and letters. Send out thank you notes to donors that pledged at Renaissance Garden Party. Send out thank you notes to individuals who attended even if they did not pledge the night of the Renaissance Garden party. Send out a special newsletter featuring the annual campaign. It should be inclusive of but not limited to pictures of the Renaissance party, testimonials of individuals who are recipients of the programs and services of Kimball-Jenkins, a letter from Chairman of the Board and the Executive Director restating the annual appeal. Social media outlets should be used to accomplish the same mission. Manage donor information in GiftWorks or the software of the organization.
- December: This month will probably find you busy with your year-end appeals and gifts to honor donors. This can be items students made in the School of Art.
- It is the recommendation of our consulting team that Kimball-Jenkins develop the annual fund campaign budget using the task method. This approach would align costs with all activities and present a realistic budget for the organization. The 2012 marketing budget was reviewed. Marketing costs of approximately $26,400 entailed specific costs to annual fund at an estimated $4,302 dollars. It is our recommendation to allot a minimum of $5000 to achieve last year’s benchmark of donations received plus a cushion to absorb costs of our recommendations to the organization. The costs incurred last year should be examined to see if activities are warranted. If not, money should be reallocated to support the recommendations in this plan.
- It is imperative for Kimball-Jenkins to monitor and track the development and activities of the annual campaign
- It has been a pleasure once again working with Kimball-Jenkins. I hope that all of our team’s recommendations, especially the recommendations for your annual campaign will be beneficial. Good luck on your fundraising endeavors so that you can continue to spread “I AM KIMBALL-JENKINS” throughout the Concord and surrounding areas.