chris kids fundraising plan & presentation

2008 Strategic Fundraising PlanNovember 2, 2007

2008 Strategic Fundraising PlanNovember 2, 2007

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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

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2008 Fundraising Strategic PlanWhere Are We?

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Strengths: Internal (Existing Strengths: Internal (Existing Control)Control)

Weaknesses: Internal (Could Weaknesses: Internal (Could Control)Control)

• Understand how implement best practices - staying Understand how implement best practices - staying nimble and ahead of the curve.nimble and ahead of the curve.

• Organizational leadership with clear vision, good Organizational leadership with clear vision, good reputation, accountable and accomplishes its goals. reputation, accountable and accomplishes its goals.

• Innovative programs coupled with a focused mission Innovative programs coupled with a focused mission and that fills an important niche. Organization has and that fills an important niche. Organization has an excellent ability to respond to and mange an excellent ability to respond to and mange change.change.

• Mission easy to market – appeal of client base is Mission easy to market – appeal of client base is universal. Demand for services will only increase.universal. Demand for services will only increase.

• Communications and marketing! Does not invest in Communications and marketing! Does not invest in promoting its mission to donors and prospects – promoting its mission to donors and prospects – then thanking and retaining them in cost-effective then thanking and retaining them in cost-effective ways.ways.

• Does not conduct needs assessment, proper Does not conduct needs assessment, proper planning for diverse programs and services, and planning for diverse programs and services, and then market them in segemented ways to potential then market them in segemented ways to potential referral agencies.referral agencies.

• Long-term finanacial stability (e.g. endowment Long-term finanacial stability (e.g. endowment campaign). Board is strong and committed in some campaign). Board is strong and committed in some areas, but needs to become more involved in donor areas, but needs to become more involved in donor cultivation and asking. cultivation and asking.

Opportunities: External Opportunities: External (Possible Control)(Possible Control)

Threats: External (Little Threats: External (Little Control)Control)

• Promoting Board participation and successes will Promoting Board participation and successes will build the community’s confidence.build the community’s confidence.

• Investing in advocacy, direct mail, email, the Investing in advocacy, direct mail, email, the website and other mass communications could website and other mass communications could become effective development tools driving the become effective development tools driving the annual fund and elevating awareness.annual fund and elevating awareness.

• Building capacity and marketing for ILP is very Building capacity and marketing for ILP is very important, the clinic and community programs are important, the clinic and community programs are great opportunities to exploit additional funding great opportunities to exploit additional funding sources.sources.

• System changes should create more prospects for System changes should create more prospects for partnerships- a unified voice and greater leverage. partnerships- a unified voice and greater leverage. There may be opportunities for mergers in the There may be opportunities for mergers in the distant futuredistant future

• The greatest threat is uncertainty. Changing The greatest threat is uncertainty. Changing landscape of state and federal funding, the “not-in-landscape of state and federal funding, the “not-in-my-backyard” syndrome, the growing cost of capital my-backyard” syndrome, the growing cost of capital also are all real threats.also are all real threats.

• Funding changes will create gaps in resources that Funding changes will create gaps in resources that the private sector will be slow to fill, or not willing to the private sector will be slow to fill, or not willing to fill at all. Don’t bite off more than you can chew in fill at all. Don’t bite off more than you can chew in an volatile environment.an volatile environment.

• Relationship with ORS, the licensing state entity, Relationship with ORS, the licensing state entity, which regards CHRIS Kids negatively. Pay close which regards CHRIS Kids negatively. Pay close attention to the DJJ/DFCS.attention to the DJJ/DFCS.

• Competitive market: need to become employer, Competitive market: need to become employer, provider and charity of choice through better provider and charity of choice through better employee relations, segmented marketing and employee relations, segmented marketing and diversifying funding sources.diversifying funding sources.

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Strengths: Internal (Existing Strengths: Internal (Existing Control)Control)

Weaknesses: Internal (Could Weaknesses: Internal (Could Control)Control)

• Public awareness of our programs and our ability to Public awareness of our programs and our ability to sell our mission. Diversified funding streams, overall sell our mission. Diversified funding streams, overall community support, our reputation and history.community support, our reputation and history.

• Special events are well organized and supported, Special events are well organized and supported, major donor acquisition strategy. The CEO’s major donor acquisition strategy. The CEO’s fundraising acumen and Development Director’s fundraising acumen and Development Director’s diagnostic and planning skills.diagnostic and planning skills.

• Excellent relationships with local foundations and Excellent relationships with local foundations and strongest Board in our history. The capital campaign strongest Board in our history. The capital campaign will provide opportunities to acquire new major will provide opportunities to acquire new major donors.donors.

• Despite turbulence, staff turnover and some donor Despite turbulence, staff turnover and some donor attrition, all events and other fundraising initiatives attrition, all events and other fundraising initiatives continue to grow and improve this year – we have continue to grow and improve this year – we have weathered the storm.weathered the storm.

• Development team engaged and new structure has Development team engaged and new structure has promise.promise.The capital campaign has and will help attract new The capital campaign has and will help attract new donors.donors.

• Lack of marketing and promotion. Tripling the Lack of marketing and promotion. Tripling the number of youth served without a clarified strategy number of youth served without a clarified strategy for developing dependable, diversified sources of for developing dependable, diversified sources of operating funds is a real weakness.operating funds is a real weakness.

• Fundraising through a smaller number of major Fundraising through a smaller number of major donors instead of developing a broad, diverse pool of donors instead of developing a broad, diverse pool of donors creates too much risk. Direct mail strategy donors creates too much risk. Direct mail strategy will diversify this risk ultimately.will diversify this risk ultimately.

• No communication loop that incorporates programs, No communication loop that incorporates programs, volunteers and development to ensure we are volunteers and development to ensure we are working in complimentary ways and understand each working in complimentary ways and understand each others’ needs and constraints.others’ needs and constraints.

• Information management system: information is Information management system: information is unreliable, volunteer information uncollected, files unreliable, volunteer information uncollected, files not maintained, no research system – creates errors not maintained, no research system – creates errors and lost opportunities.and lost opportunities.

• Not leveraged relationships with major donors.Not leveraged relationships with major donors.

Opportunities: External Opportunities: External (Possible Control)(Possible Control)

Threats: External (Little Threats: External (Little Control)Control)

• Numerous opportunities to cast mission and services Numerous opportunities to cast mission and services to appeal to a multitude of individual and to appeal to a multitude of individual and institutional donors.institutional donors.

• Lots of volunteers (prospective donors) work with our Lots of volunteers (prospective donors) work with our children and staff every year – e.g. interest from children and staff every year – e.g. interest from corporate teams.corporate teams.

• New services (e.g. counseling center) present great New services (e.g. counseling center) present great opportunities for expansion and accessing new opportunities for expansion and accessing new funding streams – both through fundraising and funding streams – both through fundraising and referrals.referrals.

• Atlanta is the corporate and philanthropic hub of the Atlanta is the corporate and philanthropic hub of the Southeast; many opportunities for sponsorships, Southeast; many opportunities for sponsorships, etc…etc…

• CHRIS Kids will always be at the mercy of state CHRIS Kids will always be at the mercy of state funding.funding.

• Threat from multiple competitors that will be first Threat from multiple competitors that will be first movers.movers.

• Continued, residual backlash from staff turnover and Continued, residual backlash from staff turnover and negative publicity from the past year.negative publicity from the past year.

• Losing the few staff members with institutional Losing the few staff members with institutional memories and relationships with major donors is memories and relationships with major donors is HUGE risk.HUGE risk.

• No buffer (e.g. endowment) against major economic No buffer (e.g. endowment) against major economic downturns or tragic macroeconomic events like 9/11.downturns or tragic macroeconomic events like 9/11.

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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$830,860.0

0$1,164,79

1.00$892,37

3.00

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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 CapitalCampaign

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$398,82

8$336,59

7$725,08

1$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$376,39

0$146,05

2$143,38

9 $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%

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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

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%

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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

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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.

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.

2008 Fundraising Strategic PlanWhere Do We Want To Go?

2008 Fundraising Strategic PlanWhere Do We Want To Go?

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StrengthsStrengths OpportunitiesOpportunities• Understand how implement best practices - staying Understand how implement best practices - staying

nimble and ahead of the curve.nimble and ahead of the curve.


• Innovative programs coupled with a focused mission Innovative programs coupled with a focused mission and that fills an important niche. Organization has an and that fills an important niche. Organization has an excellent ability to respond to and mange change.excellent ability to respond to and mange change.





• Despite turbulence, staff turnover and major donor Despite turbulence, staff turnover and major donor attrition, all events and other fundraising initiatives attrition, all events and other fundraising initiatives continue to grow and improve this year – our efforts continue to grow and improve this year – our efforts are slowly improving.are slowly improving.


• Promoting Board participation and successes will Promoting Board participation and successes will build the community’s confidence.build the community’s confidence.

• Investing in advocacy, direct mail, email, the website Investing in advocacy, direct mail, email, the website and other mass communications could become and other mass communications could become effective development tools driving the annual fund effective development tools driving the annual fund and elevating awareness.and elevating awareness.


• System changes should create more prospects for System changes should create more prospects for partnerships- a unified voice and greater leverage. partnerships- a unified voice and greater leverage. There may be opportunities for mergers in the There may be opportunities for mergers in the distant futuredistant future

• Numerous opportunities to cast mission and services Numerous opportunities to cast mission and services to appeal to a multitude of individual and to appeal to a multitude of individual and institutional donors.institutional donors.



• Atlanta is a corporate and philanthropic hub of the Atlanta is a corporate and philanthropic hub of the Southeast; many opportunities for sponsorships, Southeast; many opportunities for sponsorships, etc…etc…

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StrengthsStrengths ThreatsThreats• Understand how implement best practices - staying Understand how implement best practices - staying

nimble and ahead of the curve.nimble and ahead of the curve.


• Innovative programs coupled with a focused mission Innovative programs coupled with a focused mission and that fills an important niche. Organization has an and that fills an important niche. Organization has an excellent ability to respond to and mange change.excellent ability to respond to and mange change.





• Despite turbulence, staff turnover and major donor Despite turbulence, staff turnover and major donor attrition, all events and other fundraising initiatives attrition, all events and other fundraising initiatives continue to grow and improve this year – our efforts continue to grow and improve this year – our efforts are slowly improving.are slowly improving.


• The greatest threat is uncertainty. Changing The greatest threat is uncertainty. Changing landscape of state and federal funding, the “not-in-landscape of state and federal funding, the “not-in-my-backyard” syndrome, the growing cost of capital my-backyard” syndrome, the growing cost of capital are all real threats.are all real threats.

• Funding changes will create gaps in resources that Funding changes will create gaps in resources that the private sector will be slow to fill, or not willing to the private sector will be slow to fill, or not willing to fill at all. Don’t bite off more than you can chew in an fill at all. Don’t bite off more than you can chew in an volatile environment.volatile environment.

• Competitive market: lots of providers: need to Competitive market: lots of providers: need to become employer, provider and charity of choice become employer, provider and charity of choice through better employee relations, segmented through better employee relations, segmented marketing and diversifying funding sources.marketing and diversifying funding sources.




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WeaknessesWeaknesses OpportunitiesOpportunities• Communications and marketing! Does not invest in Communications and marketing! Does not invest in

promoting its mission to donors and prospects – then promoting its mission to donors and prospects – then thanking and retaining them in cost-effective ways.thanking and retaining them in cost-effective ways.

• Does not conduct needs assessment, proper planning Does not conduct needs assessment, proper planning for diverse programs and services, and then market for diverse programs and services, and then market them in segmented ways to potential referral them in segmented ways to potential referral agencies.agencies.

• Long-term financial stability (e.g. endowment Long-term financial stability (e.g. endowment campaign). Board is strong and committed in some campaign). Board is strong and committed in some areas, but needs to become more involved in donor areas, but needs to become more involved in donor cultivation and asking. cultivation and asking.

• Lack of marketing and promotion. Tripling the number Lack of marketing and promotion. Tripling the number of youth served without a clarified strategy for of youth served without a clarified strategy for developing dependable, diversified sources of developing dependable, diversified sources of operating funds is a real weakness.operating funds is a real weakness.

• Fundraising through a smaller number of major Fundraising through a smaller number of major donors instead of developing a broad, diverse pool of donors instead of developing a broad, diverse pool of donors creates too much risk. Direct mail strategy will donors creates too much risk. Direct mail strategy will diversify this risk ultimately.diversify this risk ultimately.


• Information management system: information is Information management system: information is unreliable, volunteer information uncollected, files not unreliable, volunteer information uncollected, files not maintained, no research system – creates errors and maintained, no research system – creates errors and lost opportunities.lost opportunities.


• Promoting Board participation and successes will build Promoting Board participation and successes will build the community’s confidence.the community’s confidence.

• Investing in advocacy, direct mail, email, the website Investing in advocacy, direct mail, email, the website and other mass communications could become and other mass communications could become effective development tools driving the annual fund effective development tools driving the annual fund and elevating awareness.and elevating awareness.


• System changes should create more prospects for System changes should create more prospects for partnerships- a unified voice and greater leverage. partnerships- a unified voice and greater leverage. There may be opportunities for mergers in the distant There may be opportunities for mergers in the distant futurefuture

• Numerous opportunities to cast mission and services Numerous opportunities to cast mission and services to appeal to a multitude of individual and institutional to appeal to a multitude of individual and institutional donors.donors.



• Atlanta is a corporate and philanthropic hub of the Atlanta is a corporate and philanthropic hub of the Southeast; many opportunities for sponsorships, etc…Southeast; many opportunities for sponsorships, etc…

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WeaknessesWeaknesses ThreatsThreats• Communications and marketing! Does not invest in Communications and marketing! Does not invest in

promoting its mission to donors and prospects – then promoting its mission to donors and prospects – then thanking and retaining them in cost-effective ways.thanking and retaining them in cost-effective ways.

• Does not conduct needs assessment, proper planning Does not conduct needs assessment, proper planning for diverse programs and services, and then market for diverse programs and services, and then market them in segmented ways to potential referral them in segmented ways to potential referral agencies.agencies.

• Long-term financial stability (e.g. endowment Long-term financial stability (e.g. endowment campaign). Board is strong and committed in some campaign). Board is strong and committed in some areas, but needs to become more involved in donor areas, but needs to become more involved in donor cultivation and asking. cultivation and asking.

• Lack of marketing and promotion. Tripling the number Lack of marketing and promotion. Tripling the number of youth served without a clarified strategy for of youth served without a clarified strategy for developing dependable, diversified sources of developing dependable, diversified sources of operating funds is a real weakness.operating funds is a real weakness.

• Fundraising through a smaller number of major Fundraising through a smaller number of major donors instead of developing a broad, diverse pool of donors instead of developing a broad, diverse pool of donors creates too much risk. Direct mail strategy will donors creates too much risk. Direct mail strategy will diversify this risk ultimately.diversify this risk ultimately.


• Information management system: information is Information management system: information is unreliable, volunteer information uncollected, files not unreliable, volunteer information uncollected, files not maintained, no research system – creates errors and maintained, no research system – creates errors and lost opportunities.lost opportunities.




• Competitive market: lots of providers: need to Competitive market: lots of providers: need to become employer, provider and charity of choice become employer, provider and charity of choice through better employee relations, segmented through better employee relations, segmented marketing and diversifying funding sources.marketing and diversifying funding sources.




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2008 Fundraising Strategic PlanEffective January 1, 2008

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GoalTo 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.

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GoalsTo create a fundraising,, communication and reporting system thatidentifies, acquires and maximizes revenues from 4,000- 5,000 newdonors in 2008. Complimentary strategies will maximize repeat

donorsthrough proper acknowledgement and cultivation.

Objectives1. 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”.

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GoalTo create a fundraising,, communication and reporting

system thatidentifies, acquires and maximizes revenues from 4,000-

5,000 newdonors in 2008.

Objectives1. 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.

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CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point Person Gross IncomeFundraising 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 AbreuPrepare 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 IncomeSecond 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 IncomeThird 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 IncomeFourth 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 PfaffPrepare 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

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CHRIS Kids Fundraising 2008 Strategic Plan Deadline Point PersonInternal & 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 AbreuCall and Visit Select Major Donors & Partners Weekly 1 12/31/2008 Robert Pfaff, Kathy Colbenson

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Director of DevelopmentGoal: $800,000

Finance Department

Operations Department

Donor & Volunteer Relations Manager

Goal: $350,000 Special Events

Communications Manager

Goal: $700,000

Corporate & Foundation Relations Manager

Goal: $650,000 Mail

Donor & Volunteer ManagerSends Bundled Checks, In-kind

Donation Forms and Income Reports to Finance

All mail recipients send checks and other appropriate mail to Donor & Volunteer

Relations Manager.

Volunteer Services

Thursday, November 08, 2007

Page 1

CHRIS Kids, Inc. Development System

- Holiday Activities -

Donor & Volunteer Relations Manager

- Donor Information Management- Implement Acknowledgement Strategies- Conduct Annual Fund and Direct Mail Campaigns- Direct Communications with Finance- Resolve Donor and Volunteer Inquiries- Recruit and Manage Direct Mail Volunteers- Trains Program Personnel on Reporting Procedures- Prospect Research & Recording- Assist Director of Development

Special Events & Communications Manager

- Serve as Primary Liaison to Special Event Committees- Plan, Design and Execute all Major External Fundraising Events- Design Strategies & Secure Corporate Event Sponsorships- Screen and Approve Third-Party Special Events- Recruit & Direct Special Event Volunteers- Publish Quarterly Newsletter & Annual Report- Update and Refresh Website & Online Giving Strategies- Prospect Research & Recording- Media & Public Relations

Director of Development

- Tracks Development Team Progress- Produce Major Grants, Proposals & Reports- Develop Annual Strategic Fundraising Plan- Develops Policies and Procedures- Implements Board & Major Gifts Strategies- Implements Planned Giving Program- Researches Endowment Campaings

Corporate & Foundation Relations Manager

- Solicits Corporate Partnerships & Contributions- Pursue Grant Opportunities of $50K -- Conducts Research to Fulfill Grants Potential- Grant Reporting & Management- Assists Director of Development

Donor PerfectFundraising Software

chris kids fundraising plan & presentation

Government & Nonprofit