This document outlines a 2008 strategic fundraising plan. It begins with an analysis of the organization's strengths, weaknesses, opportunities, and threats. Some key strengths identified include strong leadership, innovative programs, and a focused mission. Weaknesses include lack of marketing and overreliance on major donors. The plan then discusses setting fundraising goals to capitalize on opportunities like increased community awareness and partnerships, while addressing threats such as uncertainty in funding. Overall the plan aims to leverage the organization's strengths and opportunities to achieve its $2.5 million fundraising goal for 2008 despite challenges in the operating environment.

1. 2008 Strategic Fundraising Plan
November 2, 2007
1

2.  To review existing fundraising position through qualitative and
quantitative analysis
 To define relationships between the department’s strengths
weaknesses, opportunities and threats
 To assign fundraising strategies based on these relationships –
where to invest, divest, defend and decide
 To establish a list of the department’s 2008 critical success factors,
timeline, work teams and project related revenues
 To appoint the fundraising plan writer who will incorporate a project
timeline and a monthly financial pro forma
2

3. 2008 Fundraising Strategic Plan
Where Are We?
3

4. Strengths: Internal (Existing Control)Strengths: Internal (Existing Control) Weaknesses: Internal (Could Control)Weaknesses: Internal (Could Control)
• Understand how implement best practices - staying nimbleUnderstand how implement best practices - staying nimble
and ahead of the curve.and ahead of the curve.
• Organizational leadership with clear vision, good reputation,Organizational leadership with clear vision, good reputation,
accountable and accomplishes its goals.accountable and accomplishes its goals.
• Innovative programs coupled with a focused mission and thatInnovative programs coupled with a focused mission and that
fills an important niche. Organization has an excellent ability tofills an important niche. Organization has an excellent ability to
respond to and mange change.respond to and mange change.
• Mission easy to market – appeal of client base is universal.Mission easy to market – appeal of client base is universal.
Demand for services will only increase.Demand for services will only increase.
• Communications and marketing! Does not invest in promotingCommunications and marketing! Does not invest in promoting
its mission to donors and prospects – then thanking andits mission to donors and prospects – then thanking and
retaining them in cost-effective ways.retaining them in cost-effective ways.
• Does not conduct needs assessment, proper planning forDoes not conduct needs assessment, proper planning for
diverse programs and services, and then market them indiverse programs and services, and then market them in
segemented ways to potential referral agencies.segemented ways to potential referral agencies.
• Long-term finanacial stability (e.g. endowment campaign).Long-term finanacial stability (e.g. endowment campaign).
Board is strong and committed in some areas, but needs toBoard is strong and committed in some areas, but needs to
become more involved in donor cultivation and asking.become more involved in donor cultivation and asking.
Opportunities: External (Possible Control)Opportunities: External (Possible Control) Threats: External (Little Control)Threats: External (Little Control)
• Promoting Board participation and successes will build thePromoting Board participation and successes will build the
community’s confidence.community’s confidence.
• Investing in advocacy, direct mail, email, the website and otherInvesting in advocacy, direct mail, email, the website and other
mass communications could become effective developmentmass communications could become effective development
tools driving the annual fund and elevating awareness.tools driving the annual fund and elevating awareness.
• Building capacity and marketing for ILP is very important, theBuilding capacity and marketing for ILP is very important, the
clinic and community programs are great opportunities toclinic and community programs are great opportunities to
exploit additional funding sources.exploit additional funding sources.
• System changes should create more prospects forSystem changes should create more prospects for
partnerships- a unified voice and greater leverage. There maypartnerships- a unified voice and greater leverage. There may
be opportunities for mergers in the distant futurebe opportunities for mergers in the distant future
• The greatest threat is uncertainty. Changing landscape of stateThe greatest threat is uncertainty. Changing landscape of state
and federal funding, the “not-in-my-backyard” syndrome, theand federal funding, the “not-in-my-backyard” syndrome, the
growing cost of capital also are all real threats.growing cost of capital also are all real threats.
• Funding changes will create gaps in resources that the privateFunding changes will create gaps in resources that the private
sector will be slow to fill, or not willing to fill at all. Don’t bite offsector will be slow to fill, or not willing to fill at all. Don’t bite off
more than you can chew in an volatile environment.more than you can chew in an volatile environment.
• Relationship with ORS, the licensing state entity, which regardsRelationship with ORS, the licensing state entity, which regards
CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.
• Competitive market: need to become employer, provider andCompetitive market: need to become employer, provider and
charity of choice through better employee relations,charity of choice through better employee relations,
segmented marketing and diversifying funding sources.segmented marketing and diversifying funding sources.
4

5. Strengths: Internal (Existing Control)Strengths: Internal (Existing Control) Weaknesses: Internal (Could Control)Weaknesses: Internal (Could Control)
• Public awareness of our programs and our ability to sell ourPublic awareness of our programs and our ability to sell our
mission. Diversified funding streams, overall communitymission. Diversified funding streams, overall community
support, our reputation and history.support, our reputation and history.
• Special events are well organized and supported, major donorSpecial events are well organized and supported, major donor
acquisition strategy. The CEO’s fundraising acumen andacquisition strategy. The CEO’s fundraising acumen and
Development Director’s diagnostic and planning skills.Development Director’s diagnostic and planning skills.
• Excellent relationships with local foundations and strongestExcellent relationships with local foundations and strongest
Board in our history. The capital campaign will provideBoard in our history. The capital campaign will provide
opportunities to acquire new major donors.opportunities to acquire new major donors.
• Despite turbulence, staff turnover and some donor attrition, allDespite turbulence, staff turnover and some donor attrition, all
events and other fundraising initiatives continue to grow andevents and other fundraising initiatives continue to grow and
improve this year – we have weathered the storm.improve this year – we have weathered the storm.
• Development team engaged and new structure has promise.Development team engaged and new structure has promise.
The capital campaign has and will help attract new donors.The capital campaign has and will help attract new donors.
• Lack of marketing and promotion. Tripling the number of youthLack of marketing and promotion. Tripling the number of youth
served without a clarified strategy for developing dependable,served without a clarified strategy for developing dependable,
diversified sources of operating funds is a real weakness.diversified sources of operating funds is a real weakness.
• Fundraising through a smaller number of major donors insteadFundraising through a smaller number of major donors instead
of developing a broad, diverse pool of donors creates too muchof developing a broad, diverse pool of donors creates too much
risk. Direct mail strategy will diversify this risk ultimately.risk. Direct mail strategy will diversify this risk ultimately.
• No communication loop that incorporates programs, volunteersNo communication loop that incorporates programs, volunteers
and development to ensure we are working in complimentaryand development to ensure we are working in complimentary
ways and understand each others’ needs and constraints.ways and understand each others’ needs and constraints.
• Information management system: information is unreliable,Information management system: information is unreliable,
volunteer information uncollected, files not maintained, novolunteer information uncollected, files not maintained, no
research system – creates errors and lost opportunities.research system – creates errors and lost opportunities.
• Not leveraged relationships with major donors.Not leveraged relationships with major donors.
Opportunities: External (Possible Control)Opportunities: External (Possible Control) Threats: External (Little Control)Threats: External (Little Control)
• Numerous opportunities to cast mission and services to appealNumerous opportunities to cast mission and services to appeal
to a multitude of individual and institutional donors.to a multitude of individual and institutional donors.
• Lots of volunteers (prospective donors) work with our childrenLots of volunteers (prospective donors) work with our children
and staff every year – e.g. interest from corporate teams.and staff every year – e.g. interest from corporate teams.
• New services (e.g. counseling center) present greatNew services (e.g. counseling center) present great
opportunities for expansion and accessing new funding streamsopportunities for expansion and accessing new funding streams
– both through fundraising and referrals.– both through fundraising and referrals.
• Atlanta is the corporate and philanthropic hub of the Southeast;Atlanta is the corporate and philanthropic hub of the Southeast;
many opportunities for sponsorships, etc…many opportunities for sponsorships, etc…
• CHRIS Kids will always be at the mercy of state funding.CHRIS Kids will always be at the mercy of state funding.
• Threat from multiple competitors that will be first movers.Threat from multiple competitors that will be first movers.
• Continued, residual backlash from staff turnover and negativeContinued, residual backlash from staff turnover and negative
publicity from the past year.publicity from the past year.
• Losing the few staff members with institutional memories andLosing the few staff members with institutional memories and
relationships with major donors is HUGE risk.relationships with major donors is HUGE risk.
• No buffer (e.g. endowment) against major economic downturnsNo buffer (e.g. endowment) against major economic downturns
or tragic macroeconomic events like 9/11.or tragic macroeconomic events like 9/11.
5

6. 2003 2004 2005 2006 2007
Total Development Revenues $559,529.00 $1,763,976.00 $1,843,393.00 $1,755,354.00 $906,760.00
Capital Campaign Revenues $100,000.00 $1,030,200.00 $1,012,533.00 $590,563.00 $14,387.00
Total Revenues Without
Capital Campaign $459,529.00 $733,776.00 $830,860.00 $1,164,791.00 $892,373.00
6
Total Development Revenues
2003-2007 To Date
$0.00
$200,000.00
$400,000.00
$600,000.00
$800,000.00
$1,000,000.00
$1,200,000.00
$1,400,000.00
$1,600,000.00
$1,800,000.00
$2,000,000.00
2003 2004 2005 2006 2007
Total Development Revenues
Capital Campaign Revenues
Total Without Capital
Campaign

7. Total Revenue Growth 2002 2003 2004 2005 2006
Growth
Rate
Contracts & Grants $4,487,310 $5,041,949 $5,213,457 $4,585,733 $5,191,032 4.23%
Contributions $398,828 $336,597 $725,081 $1,097,184 $1,529,499 47.63%
Interest Income $869 $1,670 $1,137 $39,937 $57,574 879.23%
Special Events - Gross $158,000 $203,173 $152,655 $328,415 $381,485 33.76%
Rent $0 $0 $0 $0 $17,815 N/A
Other $376,390 $146,052 $143,389 $7,276 $20,079 4.50%
Released from
Restrictions $348,370 $396,260 $626,060 $1,091,957 $835,489 30.67%
Total Revenue $5,627,567 $6,125,701 $6,861,779 $7,150,502 $8,032,973 9.35%
7

8. 8
Growth in Total Organizational Revenues 2002-2006
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
2002 2003 2004 2005 2006
Contracts & Grants
Contributions
Interest Inc
Gross Spec Event
Rent
Other
Released from Restrictions
Total Revenue

9. Special Events 2002 2003 2004 2005 2006 Growth Rate
CHRIStal Ball $158,035.00 $168,829.00 $214,856.00 $225,820.00 $275,969.00 15.35%
Premiere Party $40,508.00 $43,853.00 $68,157.00 $128,238.51 $183,818.80 48.79%
Seasons of
Love $0.00 $4,023.00 $30,327.00 $56,355.20 $63,835.41 48.21%
9
Special Events 2002 - 2006
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
2002 2003 2004 2005 2006
CHRIStal Ball
Premiere Party
Seasons of Love

10. 10
Positive Influences
• There are positive signs of recovery and growth in major fundraising areas. The organization
demonstrates a long-term history of growth and success.
• Two out of three special events produced annual average growth rates in excess of 45%.
Inconclusive data from 2007 suggests continued growth in this area.
• The organization has sustained a 9.43% average annual total growth rate since 2002 despite
an environment of extraordinary change.
• Special events remain the foundation of our fundraising efforts responsible for the majority of
individual donations, corporate sponsorships and new donors.
Negative Influences
• The organization faces many new and undefined influences; these influences could demand
major changes in 2008 programs, fundraising sources and strategies.
• The 2007 revenue growth curve trajectory suggests that charitable dollars will not surpass
2006 – speculatively for reasons of systematic change and staff issues.
• Should we match our fundraising success in 2008s on 2006, and grow by the 26% average
annual growth rate for charitable funds, we will raise $1.5 million..
• The organization’s 2008 fundraising goal is $2.5 million.

11. 2008 Fundraising Strategic Plan
Where Do We Want To Go?
11

12. StrengthsStrengths OpportunitiesOpportunities
• Understand how implement best practices - staying nimble andUnderstand how implement best practices - staying nimble and
ahead of the curve.ahead of the curve.
• Organizational leadership with clear vision, good reputation,Organizational leadership with clear vision, good reputation,
accountable and accomplishes its goals.accountable and accomplishes its goals.
• Innovative programs coupled with a focused mission and thatInnovative programs coupled with a focused mission and that
fills an important niche. Organization has an excellent ability tofills an important niche. Organization has an excellent ability to
respond to and mange change.respond to and mange change.
• Mission easy to market – appeal of client base is universal.Mission easy to market – appeal of client base is universal.
Demand for services will only increase.Demand for services will only increase.
• Public awareness of our programs and our ability to sell ourPublic awareness of our programs and our ability to sell our
mission. Diversified funding streams, overall communitymission. Diversified funding streams, overall community
support, our reputation and history.support, our reputation and history.
• Special events are well organized and supported, major donorSpecial events are well organized and supported, major donor
acquisition strategy. The CEO’s fundraising acumen andacquisition strategy. The CEO’s fundraising acumen and
Development Director’s diagnostic and planning skills.Development Director’s diagnostic and planning skills.
• Excellent relationships with local foundations and strongestExcellent relationships with local foundations and strongest
Board in our history. The capital campaign will provideBoard in our history. The capital campaign will provide
opportunities to acquire new major donors.opportunities to acquire new major donors.
• Despite turbulence, staff turnover and major donor attrition, allDespite turbulence, staff turnover and major donor attrition, all
events and other fundraising initiatives continue to grow andevents and other fundraising initiatives continue to grow and
improve this year – our efforts are slowly improving.improve this year – our efforts are slowly improving.
• Development team engaged and new structure has promise.Development team engaged and new structure has promise.
The capital campaign has and will help attract new donors.The capital campaign has and will help attract new donors.
• Promoting Board participation and successes will build thePromoting Board participation and successes will build the
community’s confidence.community’s confidence.
• Investing in advocacy, direct mail, email, the website and otherInvesting in advocacy, direct mail, email, the website and other
mass communications could become effective developmentmass communications could become effective development
tools driving the annual fund and elevating awareness.tools driving the annual fund and elevating awareness.
• Building capacity and marketing for ILP is very important, theBuilding capacity and marketing for ILP is very important, the
clinic and community programs are great opportunities toclinic and community programs are great opportunities to
exploit additional funding sources.exploit additional funding sources.
• System changes should create more prospects forSystem changes should create more prospects for
partnerships- a unified voice and greater leverage. There maypartnerships- a unified voice and greater leverage. There may
be opportunities for mergers in the distant futurebe opportunities for mergers in the distant future
• Numerous opportunities to cast mission and services to appealNumerous opportunities to cast mission and services to appeal
to a multitude of individual and institutional donors.to a multitude of individual and institutional donors.
• Lots of volunteers (prospective donors) work with our childrenLots of volunteers (prospective donors) work with our children
and staff every year – e.g. interest from corporate teams.and staff every year – e.g. interest from corporate teams.
• New services (e.g. counseling center) present greatNew services (e.g. counseling center) present great
opportunities for expansion and accessing new funding streamsopportunities for expansion and accessing new funding streams
– both through fundraising and referrals.– both through fundraising and referrals.
• Atlanta is a corporate and philanthropic hub of the Southeast;Atlanta is a corporate and philanthropic hub of the Southeast;
many opportunities for sponsorships, etc…many opportunities for sponsorships, etc…
12

13. StrengthsStrengths ThreatsThreats
• Understand how implement best practices - staying nimble andUnderstand how implement best practices - staying nimble and
ahead of the curve.ahead of the curve.
• Organizational leadership with clear vision, good reputation,Organizational leadership with clear vision, good reputation,
accountable and accomplishes its goals.accountable and accomplishes its goals.
• Innovative programs coupled with a focused mission and thatInnovative programs coupled with a focused mission and that
fills an important niche. Organization has an excellent ability tofills an important niche. Organization has an excellent ability to
respond to and mange change.respond to and mange change.
• Mission easy to market – appeal of client base is universal.Mission easy to market – appeal of client base is universal.
Demand for services will only increase.Demand for services will only increase.
• Public awareness of our programs and our ability to sell ourPublic awareness of our programs and our ability to sell our
mission. Diversified funding streams, overall community support,mission. Diversified funding streams, overall community support,
our reputation and history.our reputation and history.
• Special events are well organized and supported, major donorSpecial events are well organized and supported, major donor
acquisition strategy. The CEO’s fundraising acumen andacquisition strategy. The CEO’s fundraising acumen and
Development Director’s diagnostic and planning skills.Development Director’s diagnostic and planning skills.
• Excellent relationships with local foundations and strongestExcellent relationships with local foundations and strongest
Board in our history. The capital campaign will provideBoard in our history. The capital campaign will provide
opportunities to acquire new major donors.opportunities to acquire new major donors.
• Despite turbulence, staff turnover and major donor attrition, allDespite turbulence, staff turnover and major donor attrition, all
events and other fundraising initiatives continue to grow andevents and other fundraising initiatives continue to grow and
improve this year – our efforts are slowly improving.improve this year – our efforts are slowly improving.
• Development team engaged and new structure has promise.Development team engaged and new structure has promise.
The capital campaign has and will help attract new donors.The capital campaign has and will help attract new donors.
• The greatest threat is uncertainty. Changing landscape of stateThe greatest threat is uncertainty. Changing landscape of state
and federal funding, the “not-in-my-backyard” syndrome, theand federal funding, the “not-in-my-backyard” syndrome, the
growing cost of capital are all real threats.growing cost of capital are all real threats.
• Funding changes will create gaps in resources that the privateFunding changes will create gaps in resources that the private
sector will be slow to fill, or not willing to fill at all. Don’t bite offsector will be slow to fill, or not willing to fill at all. Don’t bite off
more than you can chew in an volatile environment.more than you can chew in an volatile environment.
• Competitive market: lots of providers: need to becomeCompetitive market: lots of providers: need to become
employer, provider and charity of choice through betteremployer, provider and charity of choice through better
employee relations, segmented marketing and diversifyingemployee relations, segmented marketing and diversifying
funding sources.funding sources.
• The greatest threat is uncertainty. Changing landscape of stateThe greatest threat is uncertainty. Changing landscape of state
and federal funding, the “not-in-my-backyard” syndrome, theand federal funding, the “not-in-my-backyard” syndrome, the
growing cost of capital are all real threats.growing cost of capital are all real threats.
• Funding changes will create gaps in resources that the privateFunding changes will create gaps in resources that the private
sector will be slow to fill, or not willing to fill at all. Don’t bite offsector will be slow to fill, or not willing to fill at all. Don’t bite off
more than you can chew in an volatile environment.more than you can chew in an volatile environment.
• Relationship with ORS, the licensing state entity, which regardsRelationship with ORS, the licensing state entity, which regards
CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.
13

14. WeaknessesWeaknesses OpportunitiesOpportunities
• Communications and marketing! Does not invest in promotingCommunications and marketing! Does not invest in promoting
its mission to donors and prospects – then thanking andits mission to donors and prospects – then thanking and
retaining them in cost-effective ways.retaining them in cost-effective ways.
• Does not conduct needs assessment, proper planning for diverseDoes not conduct needs assessment, proper planning for diverse
programs and services, and then market them in segmentedprograms and services, and then market them in segmented
ways to potential referral agencies.ways to potential referral agencies.
• Long-term financial stability (e.g. endowment campaign). BoardLong-term financial stability (e.g. endowment campaign). Board
is strong and committed in some areas, but needs to becomeis strong and committed in some areas, but needs to become
more involved in donor cultivation and asking.more involved in donor cultivation and asking.
• Lack of marketing and promotion. Tripling the number of youthLack of marketing and promotion. Tripling the number of youth
served without a clarified strategy for developing dependable,served without a clarified strategy for developing dependable,
diversified sources of operating funds is a real weakness.diversified sources of operating funds is a real weakness.
• Fundraising through a smaller number of major donors insteadFundraising through a smaller number of major donors instead
of developing a broad, diverse pool of donors creates too muchof developing a broad, diverse pool of donors creates too much
risk. Direct mail strategy will diversify this risk ultimately.risk. Direct mail strategy will diversify this risk ultimately.
• No communication loop that incorporates programs, volunteersNo communication loop that incorporates programs, volunteers
and development to ensure we are working in complimentaryand development to ensure we are working in complimentary
ways and understand each others’ needs and constraints.ways and understand each others’ needs and constraints.
• Information management system: information is unreliable,Information management system: information is unreliable,
volunteer information uncollected, files not maintained, novolunteer information uncollected, files not maintained, no
research system – creates errors and lost opportunities.research system – creates errors and lost opportunities.
• Not leveraged relationships with major donors.Not leveraged relationships with major donors.
• Promoting Board participation and successes will build thePromoting Board participation and successes will build the
community’s confidence.community’s confidence.
• Investing in advocacy, direct mail, email, the website and otherInvesting in advocacy, direct mail, email, the website and other
mass communications could become effective developmentmass communications could become effective development
tools driving the annual fund and elevating awareness.tools driving the annual fund and elevating awareness.
• Building capacity and marketing for ILP is very important, theBuilding capacity and marketing for ILP is very important, the
clinic and community programs are great opportunities to exploitclinic and community programs are great opportunities to exploit
additional funding sources.additional funding sources.
• System changes should create more prospects for partnerships-System changes should create more prospects for partnerships-
a unified voice and greater leverage. There may be opportunitiesa unified voice and greater leverage. There may be opportunities
for mergers in the distant futurefor mergers in the distant future
• Numerous opportunities to cast mission and services to appealNumerous opportunities to cast mission and services to appeal
to a multitude of individual and institutional donors.to a multitude of individual and institutional donors.
• Lots of volunteers (prospective donors) work with our childrenLots of volunteers (prospective donors) work with our children
and staff every year – e.g. interest from corporate teams.and staff every year – e.g. interest from corporate teams.
• New services (e.g. counseling center) present great opportunitiesNew services (e.g. counseling center) present great opportunities
for expansion and accessing new funding streams – bothfor expansion and accessing new funding streams – both
through fundraising and referrals.through fundraising and referrals.
• Atlanta is a corporate and philanthropic hub of the Southeast;Atlanta is a corporate and philanthropic hub of the Southeast;
many opportunities for sponsorships, etc…many opportunities for sponsorships, etc…
14

15. WeaknessesWeaknesses ThreatsThreats
• Communications and marketing! Does not invest in promotingCommunications and marketing! Does not invest in promoting
its mission to donors and prospects – then thanking andits mission to donors and prospects – then thanking and
retaining them in cost-effective ways.retaining them in cost-effective ways.
• Does not conduct needs assessment, proper planning for diverseDoes not conduct needs assessment, proper planning for diverse
programs and services, and then market them in segmentedprograms and services, and then market them in segmented
ways to potential referral agencies.ways to potential referral agencies.
• Long-term financial stability (e.g. endowment campaign). BoardLong-term financial stability (e.g. endowment campaign). Board
is strong and committed in some areas, but needs to becomeis strong and committed in some areas, but needs to become
more involved in donor cultivation and asking.more involved in donor cultivation and asking.
• Lack of marketing and promotion. Tripling the number of youthLack of marketing and promotion. Tripling the number of youth
served without a clarified strategy for developing dependable,served without a clarified strategy for developing dependable,
diversified sources of operating funds is a real weakness.diversified sources of operating funds is a real weakness.
• Fundraising through a smaller number of major donors insteadFundraising through a smaller number of major donors instead
of developing a broad, diverse pool of donors creates too muchof developing a broad, diverse pool of donors creates too much
risk. Direct mail strategy will diversify this risk ultimately.risk. Direct mail strategy will diversify this risk ultimately.
• No communication loop that incorporates programs, volunteersNo communication loop that incorporates programs, volunteers
and development to ensure we are working in complimentaryand development to ensure we are working in complimentary
ways and understand each others’ needs and constraints.ways and understand each others’ needs and constraints.
• Information management system: information is unreliable,Information management system: information is unreliable,
volunteer information uncollected, files not maintained, novolunteer information uncollected, files not maintained, no
research system – creates errors and lost opportunities.research system – creates errors and lost opportunities.
• Not leveraged relationships with major donors.Not leveraged relationships with major donors.
• The greatest threat is uncertainty. Changing landscape of stateThe greatest threat is uncertainty. Changing landscape of state
and federal funding, the “not-in-my-backyard” syndrome, theand federal funding, the “not-in-my-backyard” syndrome, the
growing cost of capital are all real threats.growing cost of capital are all real threats.
• Funding changes will create gaps in resources that the privateFunding changes will create gaps in resources that the private
sector will be slow to fill, or not willing to fill at all. Don’t bite offsector will be slow to fill, or not willing to fill at all. Don’t bite off
more than you can chew in an volatile environment.more than you can chew in an volatile environment.
• Competitive market: lots of providers: need to becomeCompetitive market: lots of providers: need to become
employer, provider and charity of choice through betteremployer, provider and charity of choice through better
employee relations, segmented marketing and diversifyingemployee relations, segmented marketing and diversifying
funding sources.funding sources.
• The greatest threat is uncertainty. Changing landscape of stateThe greatest threat is uncertainty. Changing landscape of state
and federal funding, the “not-in-my-backyard” syndrome, theand federal funding, the “not-in-my-backyard” syndrome, the
growing cost of capital are all real threats.growing cost of capital are all real threats.
• Funding changes will create gaps in resources that the privateFunding changes will create gaps in resources that the private
sector will be slow to fill, or not willing to fill at all. Don’t bite offsector will be slow to fill, or not willing to fill at all. Don’t bite off
more than you can chew in an volatile environment.more than you can chew in an volatile environment.
• Relationship with ORS, the licensing state entity, which regardsRelationship with ORS, the licensing state entity, which regards
CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.
15

16. 2008 Fundraising Strategic Plan
Effective January 1, 2008
16

17. Goal
To identify objectives requiring completion before the
Fundraising Plan becomes effective January 1, 2008.
Objectives
 Acquire online prospect research system and train all development staff
to ensure maximum and continuous use.
 Complete donor file inventory and lapsed donor analysis, mark inactive
donors and populate an annual grants calendar.
 Compile and complete a list of needed changes in Donor Perfect then
prepare and publish holiday mailing.
 Recruit new team member to maximize grant opportunities through
proper research and pursuing all strategic leads.
 Develop project plans and timelines for three major events.
 Refine and strengthen acknowledgement protocols.
17

18. Goals
To create a fundraising,, communication and reporting system that
identifies, acquires and maximizes revenues from 4,000- 5,000 new
donors in 2008. Complimentary strategies will maximize repeat donors
through proper acknowledgement and cultivation.
Objectives
1. Continue to leverage special events into opportunities that convert prospects to
donors; and launch an aggressive direct-mail and mass media campaign to
stakeholders, supporting acquisition and renewals.
2. Create a new position to maximize grant opportunities and prospect research,
leveraging our broad scope of services to expand our pool of institutional donors,
increasing grant revenues by casting mission in all possible contexts.
3. Integrate appropriate technologies, making giving more convenient and perpetual
(e.g. Electronic Funds Transfer system for monthly gifts, prompting more online
giving, etc…); create and implemented donor acquisition, tracking, retention
system, actively maintained by all development staff.
4. Investigate methods for targeting under-explored market segments (parents, the
young, LGBT community, etc…) through direct mail, special events, technology and
mass media. Explore the “riches in the niches”.
18

19. Goal
To create a fundraising,, communication and reporting system
that
identifies, acquires and maximizes revenues from 4,000- 5,000
new
donors in 2008.
Objectives
1. Collect prospect information from all volunteers using liability waivers and
incorporate them into database; track conversion rates; make the volunteer
experience pleasant, inspiring and rewarding.
2. Publish a strategic business case (case statement) for CHRIS Kids demonstrating
our cost-effectiveness; market to elected officials, major prospects and corporate
executives through the website, mailings, personal visits and promotional events.
3. Keep pace with program needs, outcomes and success stories by involving
program and other personnel in Development Team meetings; use new
information to keep communications fresh and accurate.
4. Create and maintain and Department Policy & Procedure manual to capture best
practices, define relationships with volunteers, and establish standards for
communications, gift acceptance and other critical areas of fundraising.
19

20. 2008 Fundraising Strategic Plan
Effective January 1, 2008
20

21. 21
CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point Person Gross Income
Fundraising Launch Strategies: Building The Bus 12/31/2007
Acquire Quality Online Prospect Research System 11/7/2007 Katherine Abreu
Complete and Present Strategic Plan 11/14/2007 Robert Pfaff
All Resources Gathered for Annual Report and Holiday Mailings 11/19/2007 Katherine Abreu
Compile AR Cover Letters and Ship To Martino White 11/19/2007 Katherine Abreu
Print and Mail Annual Report 2005-2006 11/30/2007 Dolly Fehd $5,000
Distribute Early Corporate Sponsorship Packets for Premiere Party 11/30/2007 Dolly Fehd
Implement Refined Acknowledgment System 12/5/2007 Katherine Abreu
Prepare and Publish Holiday Mailing - Other Holiday Gifts 12/5/2007 Katherine Abreu $45,000
Publish Project Plan & Recruit Committee for Seasons of Love 12/14/2007 Dolly Fehd
Complete Donor Files Inventory 12/31/2007 Katherine Abreu
Publish Project Plan & Recruit Committee for Premiere Party 12/31/2007 Dolly Fehd
SOL Ticket Hosts Recruited Ticket Sales Begin 12/31/2007 Dolly Fehd
Hire New GrantWriting Team Member 12/31/2007 Robert Pfaff
Follow Through: 2007 Major Lapsed Donors & Prospects 12/31/2007 Katherine Abreu
Develop and Implement Donor Information Entry Protocols 12/31/2007 Katherine Abreu
Prepare For January Annual Meeeting/Donor Cultivation Events 11/31/2007 Dolly Fehd
2008 Revenues from 2007 Activities $50,000.00

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CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point Person Gross Income
Second Quarter: Fundraising Strategies: Circling the Block 6/30/2008
1st Quarter Review Best Practices, CostBenefit Analysis, Greater Efficiencies 4/7/2008 Robert Pfaff
Publish and Distribute Summer Newsletter 4/14/2008 Dolly Fehd $4,000.00
Create and Publish Business Case Statement for Organization 4/15/2008 Robert Pfaff, Dolly Fehd
Kids Write Spring Cards During Religious Holidays (Easter & Passover) 4/15/2008 Katherine Abreu
Publish and Distribute 2007 Annual Report 4/28/2008 Robert Pfaff, Dolly Fehd $5,000.00
Host One Prospect Cultivation and CoMarketing Event 4/30/2008 Dolly Fehd $2,000.00
Special Mother's Day Direct Mail Appeal to AR List 5/5/2008 Katherine Abreu $50,000.00
Third Quarter Review of Lapsed Major Donors & Major Prospects 5/9/2008 Robert Pfaff, Katherine Abeu $15,000.00
Refresh Website with New Compelling Content 5/15/2008 Dolly Fehd
Host Second Prospect Cultivation and CoMarketing Event 5/30/2008 Dolly Fehd $3,000.00
Host PREMIERE PARTY 2008 6/15/2008 Dolly Fehd $200,000.00
Premiere Party Wrap Up & Review 6/30/2008 Dolly Fehd
Capitalize on Direct Mail Strengths Increase Segmentation (LGBT, etc...) and Capacity 6/30/2008 Robert Pfaff $50,000.00
Research, Repopulate Grants Calendar & Pursue (Reports and Acknowledgements) 6/30/2008 Grantwriter Robert Pfaff $250,000.00
Market CHRIS Kids to ThirdParty Event Producers 6/30/2008 Dolly Fehd $20,000.00
Major Gift Solicitations (Direct Requests) 6/30/2008 Robert Pfaff, Kathy Colbenson $40,000.00
Subtotal Second Quarter $639,000.00

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CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point Person Gross Income
Third Quarter: Fundraising Strategies: Checking the Engine
9/30/2008
2nd Quarter Review Best Practices, Cost-Benefit Analysis, Greater Efficiencies 7/7/2008 Robert Pfaff
Kids Summer Cards to New & Significant 2008 Donors 7/30/2008 Katherine Abreu
Host One Prospect Cultivation and CoMarketing Event 7/30/2008 Dolly Fehd $3,000
Major Gift Solicitations (Direct Requests) 8/14/2008 Robert Pfaff, Kathy Colbeson $50,000
Six-Month Fundraising & Communications Policy Review 8/21/2008 Robert Pfaff
Host Second Prospect Cultivation and Co-Marketing Event 8/30/2008 Dolly Fehd $3,000
Evaluate Success of Internet Giving Strategy and Make Adjustments 9/2/2008 Dolly Fehd $10,000
Host Third Prospect Cultivation and CoMarketing Event 9/13/2008 Dolly Fehd
Publish and Distribute Summer Newsletter 9/16/2008 Dolly Fehd $3,000
Host PRIDE Float and Booth - T-Shirts Other Rainbow Program Indentifers 9/20/2008 Robert Pfaff, RAB
Capitalize on Direct Mail Strengths Focus on Top 20% and Segments 9/30/2008 Katherine Abreu $100,000
Research, Repopulate Grants Calendar & Pursue 9/30/2008 Grantwriter, Robert Pfaff $250,000
Market CHRIS Kids to ThirdParty Event Producers 9/30/2008 Dolly Fehd $20,000
Six-Month Review of Lapsed Donors & Major Prospects 9/30/2008 Katherine Abreu, Robert Pfaff
Subtotal Third Quarter $439,000.00

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CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point Person Projected Income
Fourth Quarter: Fundraising Strategies: Driving It Home 12/31/2008
Host CHRIStAL BALL 2008 9/29/2008 Dolly Fehd, Volunteers $310,000
Recruit and Engage2009 Development Committee 10/14/2008 Robert Pfaff
Review Best Practices Update 2008 Development Policies and Procedures 10/14/2008 Dolly Fehd, Volunteers
Publish Project Plan & Recruit Committee for 2009 Seasons of Love 10/14/2008 Dolly Fehd, Volunteers
CHRIStal Ball Wrap-Up and Review 10/15/2008 Dolly Fehd, Volunteers
Final Acquisition Mailing 2008 10/15/2008 Katherine Abreu $150,000
External Information Interviews 10/31/2008 Robert Pfaff
Prepare for January 2009 Annual Meeting 11/1/2008 Dolly Fehd
All Major Nonresponsive Donors Receive "We Miss You" Mailing 11/5/2008 Katherine Abreu $25,000
Kids Holiday Cards to 2008 New Donors 11/11/2008 Katherine Abreu
Publish and Distribute Winter Newsletter 11/14/2008 Dolly Fehd, Volunteers $5,000
Internal Information Interviews 11/14/2008 Robert Pfaff
Internal Analysis of 2008 FR Strategies 11/17/2008 Robert Pfaff
External Competitor Analysis 11/19/2008 Robert Pfaff
Distribute Early Corporate Sponsorship Packets for Premiere Party 11/21/2008 Robert Pfaff
2009 SOL Ticket Hosts Recruited Ticket Sales Begin 11/22/2008 Dolly Fehd, Volunteers
Engage Development Committee in Compiling 2009 Strategic Plan 11/24/2008 Dolly Fehd, Volunteers
Holiday Mail Campaign to All Donors & Prospects in Database 12/2/2008 Katherine Abreu $75,000
Complete and Present Strategic Plan 12/4/2008 Robert Pfaff
Database Inventory (Mark Inactive Donors, Correct Inaccurate Information, etc…). 12/12/2008 Katherine Abreu
Refresh Website with New Compelling Content 12/14/2008 Robert Pfaff, Dolly Fehd $2,000
Restaurant Sponsors Donor Appreciation and Cultivation Luncheon 12/17/2008 Dolly Fehd, Volunteers
Holiday Renewal & Acquisition Mailing 12/18/2008 Dolly Fehd, Volunteers $100,000
Research, Repopulate Grants Calendar & Pursue (Reports and Acknowledgements) 12/31/2008 Grantwriter, Robert Pfaff $250,000
Market CHRIS Kids to Third Party Event Producers 12/31/2008 Dolly Fehd $20,000
Publish Project Plan & Recruit Committee for Premiere Party 12/31/2008 Dolly Fehd
Major Gift Solicitations (Direct Requests) 12/31/2008 Robert Pfaff, Kathy Colbenson $50,000
SubTotal Fourth Quarter $987,000
GRAND TOTAL $2,600,000

25. 25
CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point Person
Internal & Continuous Strategies 12/31/2008
Full Board Meetings as Scheduled 12/31/2008 Robert Pfaff
Monthly Development Committee Meetings 12/31/2008 Robert Pfaff
Employee Reviews & 1-2-1 Progress Meetings 12/31/2008 Robert Pfaff
Weekly Development Team Meetings 12/31/2008 Robert Pfaff
Compile List of DP Improvements and Implement 12/31/2008 Dolly Fehd, Katherine Abreu
Invite Operations, Program and Volunteer Personnel to DT Meetings 12/31/2008 Dolly Fehd, Katherine Abreu
Collect Prospect Information from Volunteers and Other Misc. Propsects 12/31/2008 Phil Henderson
Craft and Distribute Development Policies to Employees 12/31/2008 Robert Pfaff
Touch Base with Select Major Donors, Prospects and Partners 12/31/2008 Robert Pfaff
Invite Donors & Prospects to Internal CHRIS Kids Events as Scheduled 12/31/2008 Dolly Fehd, Katherine Abreu
Call and Visit Select Major Donors & Partners Weekly 1 12/31/2008 Robert Pfaff, Kathy Colbenson

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