brad clark, chief executive starship foundation dia
TRANSCRIPT
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Brad Clark, Chief Executive Starship Foundation
DIA – Charities Annual Meeting
Wednesday 27 November 2013
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Core Purpose
• To enable every family in New Zealand access
to world leading child healthcare and
experiences
3-5 Year Objectives
• Grow sustainable income base by 7.5% p.a.
• Develop leadership capabilities and maintain
team culture
• Align planning and strategy with DHB's, Starship
Children’s Health, MoH
• Maintain donor retention at 80% or top 20% of
industry* across all donor types
* Pareto industry benchmarking report NZ/Australia participating
organisations
Purpose / Objectives
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Pillars of Support • Medical Technology
• People, Big & Small
– Research/Fellowships
– Nurse Training/Education
– Patient/Family Experience
• Facilities / Services
– Oncology/Haemotology/BMT
– Medical Specialities/Neuroservices
– Starship National Air Ambulance
• Experiences
– Clown Dr’s; Distraction; Respite; Role Models
• Other
– Safekids Aotearoa / Prevention
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Business Model
• Diversified - many and varied touch points
• Aligned with DHB / National Child Health Priorities
• Minimal bucket shaking / no street appeals
• Corporate / Commercial imperatives
• National message / leading funder for child health
• International links and collaboration
• Measured risks to seed initiatives – Puawaitahi, National
Shaken Baby Prevention / Kidshealth.org.nz /
Telemedicine
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Fundraising Strategies • Community – Schools, Events, Challenges, Rotary, Lions
• Corporate Partners
– Vodafone, ASB, Barfoot & Thompson, Mercury Energy, + +
• Friends of Starship
• Trusts and Foundations
• Bequests
• Key gifts / Major Donors
• Direct Marketing / Regular Giving / Payroll Giving
• Starship Mobile Phone Appeal
• Explore new revenue streams
– Test, monitor, revise, implement, repeat
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Stewardship Managing the relationship / caring for donors: Recognising and thanking donors
appropriately to cultivate future loyalty
Short-term
Medium-term
Long-term
• Always thank supporters: no exceptions, match response channels
• Thank early and often: immediate electronic, within 48 hours other channels
• Thank them accurately: get basics correct - spelling of name, title, amount of gift
• Tailored and appropriate to gift levels: convert single-gift donors to a second gift, elevate multi-gift donors to other channels, reactivate lapsed donors
• Donors feel most engaged within 3-6 weeks of their first touch-point. Ongoing engagement is essential and must be timely.
• Stewardship is necessary to keep supporters engaged and developing deeper relationships, to
encourage further donations and higher levels of support
• Make donors feel acknowledged, rewarded and appreciated. Personalise using handwritten
notes, children's artwork, and giveaway premiums.
• Acknowledge the donor, their gift and their tangible difference. It’s all about YOU.
• Develop lifelong donor relationship
• Employ best-practice retention strategies
• Build a personal relationship from the organisation, not the individual representative
• Be specific, transparent and demonstrate how donations have been used
• Focus on the beneficiary and outcomes, not the channel or the charity
Exceed Expectations, Surprise and Delight
You, You, You.
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Acknowledgement
Timely
Personal
Appropriate
• Donations receive a personalised ‘Thank You’ letter and tax receipt within 48 hours.
This may be followed up with additional communication in 2-3 weeks.
• Response to every donor communication within 1-10 working days, dependent on
nature/urgency/channel of the correspondence.
• Touch-points are coordinated in timings.
• Endeavour to make correspondence as personal as possible.
• The donor database is gold. The backbone of everything, manages volume, ensures
accuracy, keeps things legal, provides valuable insights, assists quality customer
service
• Acknowledge supporters’ history of giving to Starship or the personal circumstances
that may have prompted them to give – Link & Interest
• Depending on the level of donation (or the ‘story’ behind the donation) this can be a
personalised letter, a phone call, a visit, a hospital tour, or a Thank You event.
• The level of giving is measured as both a one off donation and as cumulative
donations over the ‘life time’ of the donor.
Genuine, transparent and specific to build trust with donors
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Stewardship - Corporate Partnerships
Relationship
management
lead via
corporate
partner
manager
Five Star Phone, email, face to face meetings
with all stakeholders
Hosting at events
Patient stories for engagement
Thank you correspondence/events
Tours
PR and Communication of
Campaigns
Captain Starship Visits
Supporter Thank you/Mingle
Personalised Newsletters
Christmas Cards/Greeting Cards
Annual Review / Corporate letter
Contributing
Supporting
Corp
Supporters
General
Corporate/GIK
A specific level of Stewardship is clearly defined
in contract for all corporate partners
Daily
Annual
C
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How we Steward
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Evolution
• Social profit vs Not-for-profit
• Fundraising is big business - competitive, sophisticated and more challenging every day
• Don’t count chickens – complacency is an enemy
• Focus on the people – managing donors is a science
• The need to acknowledge every level of donor is real and growing
• Need to communicate outcomes
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The Next 21-years?
• Fundraising is a business – great analysis clarifies ROI, informs investment decisions and growth potential
• Competition from 26,886 registered NZ charities – differentiate, USP, brand
• Competition from individuals – social media, changing consumer attitudes, cashless society
• Employer, advocate, enabler, agent of change
• Measuring outcomes
• International networks
• Tell stories, keep it real
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Starship kids are our kids…
• You are the reason we exist. You are the parents,
grandparents, uncles, aunts – and you want the best for
your kids
• People don’t give because of who you are - people give
because of who they are
• I’ll leave you with this story, shot and edited by one of
the Starship Foundation team - one of the many ways
Starship communicates need to prospective supporters
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