development plan fy 2017-18 · development goals fy 2016-2020 case for support: avalon is the only...
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Development Plan FY 2017-18
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Development Purpose
Mission: Avalon Center works to end domestic and sexual violence by breaking the cycle of abuse
through prevention, education, shelter and support services in the Williamsburg area.
Vision: We envision an aware community that works together to promote healthy relationships and
to end domestic and sexual violence.
Development is the management function to provide resources and funding to support the mission,
goals and objectives of Avalon.
In the 2016-19 Strategic Plan for Avalon, Goal #2 addresses development:
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Development Purpose
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Objective Tasks Success IndicatorEvaluate all Avalon facilities’ needs and costs
Appoint a facilities planning ad-hoc committee
Identify the best options for the Outreach Office, moved to new location by lease end
Determine Shelter Campus facilities’ needs for the next five years
Achieve sustainable funding for the organization
Make an annual development plan to include annual and capital fundraising
Maintain and seek additional grant funds
Increased funding
Prepare the agency for an upcoming capital campaign
Evaluate the capital campaign fund-raising capacity of the board
Provide capital campaign staff and board training
By year three, Avalon will have identified the goal, prepared the case statement and completed the first “silent” phase of the capital campaign
Increase community awareness of and interest in Avalon
Develop a communications plan that reaches a broad audience
Increased knowledge of Avalon services indicated through the organization’s Community Needs Assessment conducted every three years.
Goal # 2: Avalon will assure adequate infrastructure to provide for current and future needs
Development of Avalon over 37 years
• In 1978 a task force of concerned women studied the need for domestic violence services in the Williamsburg
community and created the Williamsburg Task Force on Battered Women.
• In 1980, this task force created its first service, the 24-hour emergency helpline, and was incorporated as a 501
(c) 3 the same year. Shelter was first offered via a network of safe-houses. In 1983 a two-bedroom home was
rented to serve as the shelter. In 1985, services expanded to include sexual assault. The current shelter property
was purchased in 1986, with the original house as the shelter.
• In 1990 the Task Force changed its name to Avalon: A Center for Women and Children.
• Plans for an emergency shelter, six transitional housing units, a multipurpose building and a garage were
approved in 1993. Construction began in March 1998 and was completed in early 1999.
• Avalon opened an Outreach Office in 2000 in the Historic Triangle Building and moved to the office on Ironbound
Road in 2012. In
• In 2016, Avalon provided services in the first six months to more people than in the entire prior fiscal year. The
board underwent a nine-month strategic planning exercise culminating in a plan for advancing the organization
for the next three years. Avalon determined to shorten its name doing business as “Avalon Center.” In 2017,
Avalon expanded its service area to the Middle Peninsula of Virginia, now covering the entire 9th Judicial District, a
population of some 300,000.
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Annual Fund
The Avalon Annual Fund includes
direct financial contributions from:
• Individuals and families
• Civic and faith groups
• Businesses
• Board Signature Events
Individual giving was up 25% over the
previous at $ $130,887. Total direct
contributions were up 6.3% over last
year.
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41105 · Endowment Gifts
41100 · Individual - Other
41110 · Faith Based
41120 · Civic Group
41130 · Business
41200 · Revenue - Foundations -Other
Total 41300 · Revenue fromUnited Way
Total 42100 · Federal Grants
Total 42200 · State Grants
Total 42300 · Local Govt Grants
Total 43000 · Other Revenue
Total 44000 · Special Events
Development Goals FY 2016-2020
Case for Support: Avalon is the only domestic violence shelter and sexual assault center in the region, currently
serving some 600 women, children and men each year. The defined service area populations are growing, and
consequently the demand for Avalon services continues to increase. Avalon needs more funding to meet the demand.
In accordance with the Strategic Plan 2016-19, Avalon will pursue these organizational development goals:
Development Goal One: Achieve sustainable funding for the organization
As our service area populations are increasing, Avalon will require increased funding to meet the demand for
programming. With development staff remaining constant, we set an achievable goal of about 4% increase, fiscal year
over year. In 2016 Direct Contributions were $246,234 and in 2017 $261,625, and increase of 6.3%, exceeding the goal
of 4%. Adding in foundation grants, the total annual fund is $356,992, up over $343,294, an increase of 4%.
Individual gifts, which is where we placed the focus was up 26.9% from $103,145 to $130,888. A significant increase.
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Development Goal: new donors
Objectives
Attract new donors. Examine donor
capture, loss and retention rates to
determine objectives. Our overall donor
renewal rate is 52%, well above the
national average of 39%. For example:
How many new donors do we need to
achieve 10% increase in revenue?
Average gift of $200. To raise an
additional $10,000 in individual giving we
need to achieve a net increase of donors
by at least 50. Need to attract a total of
250 new donors to offset the new donor
lapse rate of 80%.
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Development Goal: event revenue
Attract Donors continued
So, we netted 12 more donors.
Yet, individual giving was way up.
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Status FY 2014-2015 FY 2015-16 FY 2016-17
New Donors 111 153 156
New Donors Renewed --- 28 40
New Donor Renewal Rate --- 25% 26%
Established Donors 558 522 531
Established Donors Renewed --- 316 320
Established Donor Renewal Rate --- 56% 61%
Total Donors 669 675 687
Total Donors Renewed --- 344 360
Total Donor Renewal Rate --- 51% 53%
Increase board event revenue.
Examine 2016 performance and establish event goals and strategies to meet objectives, such as: Begin event planning
earlier. Find new sponsors. Increase number of participants$42,540 over $26,941.
Development Goal: increase awareness
Development Goal Two: Prepare the agency for an upcoming capital campaign
Objectives:
Develop and communicate clear expectations for board involvement in
fundraising.
Educate staff and board about the capital campaign
Ensure development tools are in place.
Create and promote new ways to give, such as planned-giving, and establish gift
acceptance policies for all gifts including those such as stock, real estate and art.
Highlight, encourage and acknowledge legacy giving.
Development Goal Three: Increase community awareness of and interest in Avalon
While the core community of longtime residents in the region have familiarity with
breadth and scope of services. Also, new residents relocating to Williamsburg each
working in Williamsburg may know little if anything about Avalon and its program and
Objectives:
Expand the Avalon network through relationships of board members, staff and
Produce compelling content to make the case for Avalon’s need for new facilities;
generating more awareness across the region
Concentric Circles of Development
Staff and Board work to draw
donors, volunteers and the
community toward the center
of these development
concentric circles through
awareness, cultivation and
recognition. These efforts
strengthen relationships to
prepare the agency for future
needs.
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The Donor Cycle
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Attracting Donors
Activity Who is Responsible?
Public relations, as defined by PRSA,
management function of maintaining
on which the success of the
Staff, using PR best practices, will
array of PR communications
Speaking opportunities
Board members will participate in
community events where they can
of Avalon.
Board and Staff will identify
members and staff to make
Avalon to various audiences.
Friend-raising activities
Board members “open doors”
friends to Avalon, and have
Staff will identify community
support the Board in its efforts to
awareness of Avalon.12
Led by the Development Committee with strategic, consistent outreach through
various initiatives and channels (digital, print, personal) Avalon board and staff will
continue to engage and attract new donors.
Cultivation
“Cultivation consists of all the
relationship-building steps that
lead to donorship — and
cultivation continues as part of a
stewardship program once gifts
are made. Through cultivation,
you learn more about donors,
and they learn more about you.
Each comes to view the other as
a member of the family.”
Public Broadcasting Major
Giving Initiative
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Avalon is
here
Next two
years
Year
three
Identifying and Cultivating Top Donors
75/25 cultivation plan
Examine current and prospective donors – ongoing
Identify top 100 (75 current and 25 new) in the past year, we have identifies our
“focus 100,” and reached out to each personal with a hand-written letter in 2017.
Several responded favorable and attended the wine tour.
2017-18 Goals for cultivation
Establish a plan for the staff and board to approach and become better acquainted
with these identified prospects and current donors who have transformational
capacity. Provide all the board members with their own “portfolios.”
Create a former board members (20-30) advocacy group to meet regularly at
Avalon or at someone’s house, ideally. These “special friends” will broaden
exposure for and introduce more friends to Avalon.14
Donor Stewardship
As the stewards of the funds that individuals and families give to Avalon, we will
ensure donors receive appropriate acknowledgment of their gifts and feedback
on the organization’s progress.
Major donors will receive personal invitations to Avalon events
Who: Staff
Major donors will receive the annual report with a personal letter
Who: Staff
Board members will conduct an annual Thank-a-Thon
Who: Board with staff support
Individual board members will have personal contact with at least three donors
in their portfolio
Who: Board
The Board will conduct a major “signature” fundraising event once a year
Who: Board with staff support
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Gift Acknowledgment Policies
In conjunction with the law, the gift acknowledgement process is determined
by gift level.
• Any gift by a Top 100 is flagged and the steward notified immediately
to personally acknowledge.
• All gifts will be acknowledged with an IRS tax letter within 5-10 business
days
Who: Staff
• Gifts of $250-$999 and first time donors will receive a handwritten note
Who: Director of Development
• Gifts of $1,000+ will receive a personal call or note
Who: Executive Director
• Gifts of $5,000+ will receive a personal call or note
Who: Designated board member
Anonymous gifts will not be acknowledged by name in any publication or
meeting 16
Donor Recognition
Create a donor recognition program to acknowledge giving and
encourage increased support.
Suggested naming for giving levels:
In 2017, we identified donors by giving level for the first time in the
newsletter and at the board event. We also produced the first annual
report.
In 2018, we will build on the recognition levels.
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Humanitarian: $10,000+
Visionary: $5,000 - $10,000
Champion: $2,500 - $4,999
Preventer: $1,000 - $2,499
Guardian: $500 - $999
Nurturer: $250 - $499
Advocate: Up to $249
Donations in the annual report to be
these levels.
Who: Development Committee
level recognition.
Staff produces annual report.
Solicitation
With consistent and frequent contact, we can retain and attract new donors, to
meet fundraising goals. Solicitations will include:
Annual Letter – November letter written and signed by the Executive Director
and/or Board Chair
LYBUNT Letter – “Last year, but not this year.” Those who gave the previous year
but who did not respond to the November appeal, to be sent in February.
Soft Appeals – Two printed newsletters containing a gift envelope, to be sent in
the summer and winter.
Digital news emails sent approximately every other month with a donate button.
In 2017-18, we will send a:
Special Appeal – To raise a stated amount of money for a specific purpose – letters,
emails, personal calls, and contacts. FY2017- encouraged gifts of stock. 2018 appeal
could be regarding the Middle Peninsula.
Invitations to board signature fundraising event
Higher level asks should be done in person, peer to peer. Every board member has
a role in major donor cultivation and fundraising.18
Board Roles
Each Board member will serve in all of these roles.
Leader of Avalon
Set policies that reflect the goals and identity of Avalon. Recruit new board
members who can fulfill all of these roles. Represent Avalon to other influencers
in the region. Write letters to the editor, speak at community gatherings on behalf
of Avalon.
Donor to Avalon
Board members should expect to make a gift annually that represents their
individual capacity, affinity and loyalty to Avalon (one of the top three gifts you
make). Additionally, board members should provide funds to support special
events/appeals.
Ambassador for Avalon
Promote Avalon in your circles and share your board-level knowledge and
involvement. Represent Avalon in photo opportunities and at community events.
Be the eyes and ears of the organization in the community,
Invite people to events, Suggest that friends consider supporting Avalon with an
annual or special gift. Accompany executive director or development director on
donor visits when requested. Hold an event in your home. Thank volunteers and
civic groups when they are on-site volunteering at the shelter campus.
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Development Committee Defined
The purpose of the Development Committee is to ensure adequate funding for
the organization, and, in particular, through board fundraising. Responsibilities
include:
• Working with staff to establish a fundraising plan incorporating Avalon donor
research and metrics to meet the organization’s strategic goals
• Supporting staff in their efforts to raise money
• Leading board outreach initiatives, such as the signature event or thank-a-
thons
• Ensuring the involvement of all board members in fundraising. Examples
include: obtaining event sponsors and “opening doors” for Avalon to new
spheres of influence and funding.
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Public Relations/Communications
Development Goal Three: Increase community awareness of and interest in
Avalon
While the core community of longtime residents in the region have familiarity with
Avalon, many do not know of the breadth and scope of services. Also, new
residents relocating to Williamsburg each year and young professionals working in
Williamsburg may know little if anything about Avalon and its program and
services.
Objectives:
• Develop a PR communications plan with measureable goals to increase
awareness
• Expand the Avalon network through relationships of board, staff and volunteers
-- ongoing
• Establish relationships with the local media and community leaders –
Governor’s Visit in April 2017
• Produce and distribute compelling content including success stories,
testimonials, videos, and photos through all media (news, digital, print, social)
PR/Communications cont’d
• Ensure consistent messaging and branding for Avalon.
• Amplify the Avalon brand by establishing and monitoring the components of
branding ̶ visual identity, key messages and voice ̶ representing Avalon to
its various audiences through all channels.
For example: Avalon uses Associated Press Style (AP Style) in its
communications, rather than MLA, Chicago, or University Press styles
[there are significant differences in usage and punctuation, e.g. no serial
comma.
Ensure branding standards are adhered to in all external communications
by all Avalon representatives, i.e., board, staff and volunteers.
New logo only placed in all materials
Brand colors only and approved imagery to best represent Avalongreen purple
r=152
g=183
b=105
hex
r=96g=35b=104
hex 602368
Development Communications Calendar
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Jul Au Sep Oct Nov De Jan Feb Mar Apr May Jun
Annual Report
(newsletter insert )X
Digital Annual Report X
Major Donor Reception X
Direct Mail Letter X X
Board Signature Event X X X X X X X
Board Thankathon X
Signature Event X
Newsy Updates via email X X X X X X
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