Using examples and data from the new Index, and adding data from last year's major study of generational giving in Canada, we’ll challenge your strategic thinking and help you understand how to be more successful as fundraisers, marketers and industry leaders. We will cover the following topics: • how the new Blackbaud Index for Canada will transform the use of data for charities in Canada • strategic and tactical takeaways now, and in the future, of this ever-fresh Blackbaud Index • how to think critically about your Foundation, and how to remain at the forefront of fundraising excellence in Canada

2. Who Are We?
Mike Johnston
Founder, HJC,
Integrated Fundraising Consultants
Integrated Fundraising Specialists
Aerobics Instructor, Hockey Dad
Patricia Tynan
President and CEO SickKids
Foundation
Committed Strategic Fundraiser
Sr. Marketing Manager at Blackbaud
Favourite causes: Front Steps, World
Future Society
Ted Garrard

3. “Difficult to see. Always
in motion is the
future.”
Yoda, 900 year-old Jedi
Master, ACFRE

5. “THE MORE ONE
KNOWS, THE MORE ONE
CAN CONTROL
EVENTS.”
SIR FRANCIS BACON

6. Visit www.Blackbaud.com/CharitableGiving

7. • Data drawn from 250 Canadian
charities
• These organizations raise
approximately $600 to $700
million a year – around 6% of
receipted giving in Canada

8. Making It Work For You

9. OnlineOverall
Visit www.Blackbaud.CA/BlackbaudIndex

10. Special Report
• Key Insights
– Overall giving is flat
– Online giving continues to grow
– Sophistication is growing among
competition
– Government funding is decreasing
– Canada Post is changing the game
– Diversification is necessary
www.Blackbaud.CA/Blackbau
dIndex

11. • Compared to everyone but the United States, our
sector is the most mature in the charitable world
(volunteerism, major gifts, multiple channels,
events, etc)
• It is increasingly using proven, commercial
techniques to be more effective non-profit
organizations

12. • 400,000 customers
• $37.2 billion in revenue in 2013
• What can we learn about how
they treat their customers?

13. Oracle Presentation on Mapping the Customer Experience : http://slidesha.re/1raXyDw

14. Integrated Lead Management Plan: Pictures from a client’s facilitated
session.

15. • Canadian economy, as a
commodity-led economy
was insulated from the
recent recession
• Our conservative banks,
insulated the economy
as well

16. % Of Generation Giving
Totalannualgiving
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
55% 65% 75% 85% 95%
79% Give
5.8 M donors
$831 yr/avg
4.5 charities
$4.8 B/yr
62% Give
4.5M donors
$639 yr/avg
4.0 charities
$2.9 B/yr
78% Give
6.9 M donors
$942 yr/avg
4.9 charities
$6.5 B/yr
87% Give
3.1 M donors
$1507 yr/avg
7.0 charities
$4.7 B/yr
Gen Y
Gen X
Boomers
Matures
Generational Giving
Bubble size is ‘Estimated Annual Contributions’
An overview of annual giving by generation confirms the importance of
Boomers in the charitable giving space.
16
Born: 81-91
Born: before 1946
Born: 46-64
Born: 65-80

17. HYPER-CHOICE
IS IT THE DEATH OF
UNRESTRICTED GIVING?

18. “Honey, spend the
money wherever you
need to. I trust you.”

19. 19
24%
22%
49%
26%
18%
53%
23% 25%
46%
10%
40%
43%
Directed
donation
Unrestricted
donation
Either is fine
Directed Giving Preferences
Gen Y Gen X Boomers Matures
27%
55%
7% 5%
22%
44%
6%
1%
22%
34%
5%
0
14%
28%
7%
2%
Decide where
funds go
See the
impact of my
donation
Thank you
gift
Public
recognition
Would Motivate Me a Great
Deal to Make a Larger
Donation to Charity
*Bolding indicates statistical significance among audiences. Arrows indicate statistical significance between 2010 and 2013.

21. • Donors say that a charity’s
website is an important way to
stay in touch, yet far fewer report
actually visiting these sites
• However, the website is an
important transaction channel –
especially with Gen X. More say
they contributed in this way
across generations in 2013 than
in 2010
Transactional: Online
21
85%
41%
45%
76%
29%
55%
60%
25%
35%
45%
16%
31%
Visiting website is
important way to
stay in touch with
charity
Visit website of
charities you
support
Made a donation
through org's
website in last 2
years
Gen Y Gen X Boomers Matures
Website
Credit card 90%
Paypal 38%
Amazon payment 2%
Ways Would Pay
2010
41%
37%
29%
24%
↑

22. GEN Y GEN X BOOMERS MATURES
55% 54% 58% 55%
45% 55% 35% 31%
21% 35% 47% 56%
36% 39% 38% 30%
29% 33% 40% 37%
11% 23% 36% 58%
22% 29% 37% 34%
22% 24% 29% 29%
24% 20% 25% 20%
25% 19% 11% 9%
15% 14% 12% 14%
5% 9% 15% 18%
7% 5% 4% 9%
4% 9% 4% 4%
5% 8% 4% 3%
12% 4% 2% -
6% 4% 3% 2%
1% 2% 3% 2%
Donated this way in last 2
years
56%
41%
41%
36%
35%
32%
32%
26%
22%
15%
13%
12%
6%
5%
5%
4%
4%
2%
Checkout Donation
Online Donation
Honor/Tribute
Purchase for Proceeds
Pledge at Event
Mailed Check/Credit Card
Door to Door*
Monthly Debit
Street Canvassing*
Third Party Vendor
Email*
Phone
Radio/TV*
Online Ad*
Will/Planned Gift
Mobile/Text
Social Networking Site
Stocks, Bonds, Property
Giving Channels
Bolding indicates statistical significance among audiences. Arrows indicate statistical significance between 2010 and 2013.
22
*New or changed attribute, no tracking data
↑
↑
↑
↓
↑
↓
↑
↑
↓
↑
↑
↓

23. So what’s the
Strategy Map?

24. Southwest Airlines Strategy Map
Lower
costs
Increase
d
revenue
Profitability
On-time
Flights
Lowest
prices
Fast ground
turnaround
Ground crew aligned
with company goals

25. OBJECTIVES INDICATORS TARGETS INITIATIVES
Finance
Market value 30% CAGR
Stockholder
communications
Seat revenue 20% CAGR
Price check
comparison
Plane lease cost 5% CAGR Preferred
supplierCustomers
FAA on-time
arrival rating
No. 1
Quality
management
Customer
ranking (market
survey)
No. 1
Customer-loyalty
programme
Capacities
Time on ground 30 minutes Cycle-time
optimisation
program
On-time
departure
90%
LandG
% ground crew
shareholders Year 1: 70%
Year 3: 90%
Year 5: 100%
Employee stock
option plan
% ground crew
trained
Ground crew
training
Profitability
Increased
revenue
Lower costs
On-time flights
Lowest prices
Fast ground
turnaround
Ground crew aligned
with company goals

26. What is the
Balanced
Scorecard?
?

27. l”
“a tool for identifying the underlying
model of success for your
organisation and then
communicating about it, reporting on
it, aligning people with it, and
managing performance to deliver the
results demanded
The Balanced Scorecard is…

28. Creating a Balanced
Scorecard is a Full
Contact Sport

29. But it’s worth it!

30. Towson University (Baltimore) –
Gary Rubin’s Journey: Full Contact
Sport

31. 31Proprietary & Confidential6/8/2014 Slide 31

32. 32Proprietary & Confidential6/8/2014 Slide 32

33. • Integrated team: some senior
(Directors) people had to go
and new people brought in –
healthy change
• The President is on board
• Fundraising results are already
improved in retention and
acquisition and average gift!
The End Result

34. SickKids Foundation - A Case Study on Making Good,
Critical Decisions for Fundraising
• A Shaken Foundation in 2009:
– Negotiated resignation of the CEO
– Staff turnover of 40%
– Total fundraising revenue of $86.5 million
– Cost per dollar of 40 cents
– Granted $64.5 million
– Media reports questioning fundraising practices, salaries
– No annual report or publicly available financial statements
– Staff discouraged from participating in conferences/training events
– Strained relationship with the Hospital

35. SickKids Foundation – A Case Study on Making Good,
Critical Decisions for Fundraising
• My mandate:
– Re-structure and stabilize the Foundation
– Re-build public reputation
– Repair relationship with the Hospital
– Reduce cost per dollar while increasing fundraising revenue
– Launch a $200 million fundraising campaign to build a new facility for research
& learning, without compromising core funding commitments to the Hospital
– Identify opportunities for strategic growth
– Prepare for significant Board turnover – 60 % of Board members’ terms ending
over 2010-12 period

36. • Short-term actions:
– Reduced operating costs by 25% and incurred one-time re-structuring costs of $3.5
million
– Re-structured senior staff team and aligned business around four core fundraising
channels: Direct Marketing, Events, Corporate Partnerships, and Major Gifts – value
in revenue diversification
– Beefed up Major Gifts and Gift and Estate Planning staff resources – needed quick
early wins to bolster revenue at lower cost
– Developed a strategic plan with Board and Hospital input
– Launched the Research & Learning Tower Campaign with no pre-planning or lead
gifts secured
– Published our first annual report in years

37. • Short-term actions:
– Built early rapport with the Hospital CEO
– Re-vamped fundraising policy framework with the Hospital
– Established a new fundraising priority-setting process
– Established our Fundraising Enhancement Initiative – a levy against designated
gifts so as to free up unrestricted fundraising revenue
– Overhauled the Board nominations process
– Outreach to key media to establish rapport and share our plans
– Became first Hospital Foundation in Canada to become accredited under the
Imagine Canada Standards Program – highest commitment to transparency and
accountability

38. • Medium-term actions:
– Once cost per dollar back to acceptable levels, began strategic reinvestment in
fundraising programs, brand enhancement, and operational supports:
• Direct Marketing new donor acquisition
• Signature Events program
• Corporate Sponsorship
• Community Outreach programs (Chinese community, Muslim community, South Asian
community, Caribbean community)
• Brand extensions – Healthy & Happy Campaign, National donor recognition
• Web and social media development
– Priority to raise more unrestricted fundraising revenue (target of 40% of total
revenue)
– Strategic recruitment of 17 new Board members – next generation leaders

39. • Medium Term Actions:
– Investment in staff:
• Strategic recruitments
• Staff Development investment
• Mentorship program
• Competitive compensation
• Promoting sector engagement
– Investment in business process improvements/data analytics
– Investment in improved granting processes/flow of restricted funds
– Investment in improved donor stewardship
– Investment in enhancing the culture of philanthropy at the Hospital
– Investment in strategic fundraising partnerships
– Organizational focus on the donor experience and innovation

40. • The Foundation in 2014:
– Fundraising revenue of $125 million (45% growth over 2009)
– Cost per dollar of 30 cents (25% improvement from 2009)
– Granted $129 million (100% improvement over 2009)
– Staff turnover <10%
– Successfully completed $200 million campaign for the Research & Learning
Tower
– Unrestricted fundraising revenue accounts for 41% of total revenue
– Attracted major transformational gifts ($30 million, $40 million, $20 million, plus
soon to be announced gift)
– Strong relationship with the Hospital
– High degree of staff and Board engagement

41. • The Future:
– Continued strategic investments to grow fundraising programs
– Investment in people, process, and systems to support fundraising
– Focus on the best donor experience and best in class stewardship
– Investment in further building the brand and brand reputation
– Enhanced use of volunteers for expertise, leverage, and philanthropic support
– Building out platform and priorities for the next comprehensive campaign for
SickKids

42. Conclusion
– Data is more important than ever to make good strategic and
tactical choices
– Boards demand (more sophisticated), and need, better data than
ever to make more informed choices
– A more competitive environment now means that risk capital and
piloting new ideas are need data backup
– Proof points derived from good data are necessary to get Board
commitments of investment cash for fundraising
– Using more sophisticated models of operation (BSC, Strategy Map,
Donor Journey Mapping) need to be tied to good data
– Investing more in people and capacity is vital but need good data to
truly leverage vastly improved skills of staff