“building organizational capacity · 2019-05-29 · “building organizational capacity”...

“BUILDING ORGANIZATIONAL CAPACITY”

“FINAL DRAFT COPY”

A STRATEGIC FUNDRAISING PLAN

FY 2016-2019

November 2015

FACILITATED BY

NAPERVILLE, IL 60563

630-848-9188

This report is solely for the use of District 99 Education Foundation. No part of it may be circulated, quoted or

reproduced for distribution outside the District 99 Education Foundation without prior approval from Pratapas

Associates, LLC.

ii

DISTRICT 99 EDUCATION FOUNDATION

CAPACITY BUILDING INITIATIVE

3 YEAR STRATEGIC FUNDRAISING PLAN

FY 2016-2019

TABLE OF CONTENTS

Methodology ......................................................................................... 1

SWOT Analysis Exercise and Process ................................................. 4

3 Year Strategic Fundraising Plan ........................................................ 5

8 Year Revenue Performance/Goal Summary ..................................... 6

Strategic Fundraising Plan Details

Annual Fund Campaign ............................................................. 7

Major Gifts Program ............................................................... ̀ 10

Pizza Wars Event ...................................................................... 13

Brick Sales ................................................................................ 15

Fall Registration ....................................................................... 17

Foundations/Grants .................................................................. 19

New Gala Event Concept ......................................................... 21

New Golf Event Concept ......................................................... 28

Board and Volunteer Leadership.............................................. 31

Foundation Administration and Development Operations ...... 34

Annual Fundraising Calendar ............................................................. 36

Addendum

Board Focus Group Summary Report ...................................... 37



1

METHODOLOGY

A special Strategic Fundraising Task Force (FRTF) was mobilized to provide input in the

development of a 3 Year Strategic Fundraising Plan for District 99 Education Foundation

(D99EF). The work of the Task Force was facilitated and lead by fundraising consultant Steve

Pratapas, Pratapas Associates, LLC.

The FRTF was charged with participating in the following planning activities: review of internal

fundraising assessment and board stakeholder feedback summary; development of new Strategic

Direction, Major Goals and Key Initiatives for each planned fundraising program/activity of

D99EF; and development of other related areas of board/volunteer leadership development and

the administrative components of the foundation during the strategic planning processes. In

addition, the Task Force provided periodic updates to the full D99EF Board and enlisted the

board’s input and feedback at appropriate intervals throughout the planning process.

The task force convened 6 times over a 5 month period through a combination of face-to-face

meetings and conference calls. The goal was to complete all work in order to present task force

recommendations and the new 3 Year Strategic Fundraising Plan to the D99EF board for

approval and adoption at a November/December Board Planning Retreat.

The following individuals were recruited to serve on the Strategic Fundraising Task Force:

Jill Browning

Susan Kerr

Martha Merilos

Eric Olson

Donald Renner

Steve Pratapas, Development Consultant and Facilitator



2

PROCESS TO DEVELOP NEW STRATEGIC FUNDRAISING PLAN

The establishment of a Strategic Fundraising Plan will enable District 99 Education Foundation

(D99EF) to build its annual funding capacity for current and future programs/services over the

next three to five years. In addition, the plan will provide recommendations on further

strengthening of the D99EF Board, Fundraising Committees, and other Volunteer Leadership

Development and future Staff resources in support of its new strategic plan.

Consultant engaged key board members and District 99 staff through a well-defined and

facilitated planning process with discussions addressing four key organizational components

critical for developing a comprehensive strategic plan:

Shared Vision: Do we have a shared vision on our Current Situation and

desired Strategic Direction for all District 99 Education

Foundation fundraising programs over the next 3-5 years?

Operational Effectiveness: Do we have a well-defined and executed strategy,

utilizing all available resources and with clarity on board,

volunteer leadership and management interactions?

Structure: Do we have the right structure to effectively grow and

manage the foundation’s fundraising programs?

Leadership: Are we exhibiting the right leadership (staff, board, and

volunteer) to be successful in our mission and to deliver

on our fundraising plans?

In addition, the new Strategic Fundraising Plan will focus on broadening D99EF’s base of

donors and volunteer leadership to effectively meet current and future needs of the foundation.

The strength of the District 99 Education Foundation Board/Volunteer Leadership Development

Programs were also addressed to ensure appropriate steps are being taken to recruit and engage

the best talent possible at D99EF’s board level and other fundraising event committee levels to

deliver on the Major Goals and Key Initiatives outlined in the new strategic plan. The Strategic

Fundraising planning process was worked in three phases as outlined below.

Phase I:

1. Information gathering and internal assessment: This included a thorough review of D99EF

development/fundraising programs and board/volunteer leadership development activities

through facilitation of a Board Focus Group and one-on-one interview with District 99

Superintendent. Consultant also analyzed additional fundraising program/activity



3

performance reports, data, trends, and other information on the current structure and

operational activities of the foundation.

Phase II:

2. Task Force discussions and deliberations – Fundraising: We then convened a special Strategic

Fundraising Task Force comprised of (4) board and (1) District staff members. This group

developed a clear understanding of the organization’s current Strengths, Weaknesses,

Opportunities and Threats related to D99EF fundraising programs. We further identified what

GAPS exist between the Current Situation and where the foundation would like to see itself in the

next 3-5 years. We helped determine how best to bridge these GAPS in order to position D99EF

for incremental and sustained annual funding growth.

Consultant assisted with drafting Strategic Directions, Major Goals, and Key Initiatives with

Responsibility Charting for each major fundraising program/activity performed by D99EF as

well as any new fundraising concepts for consideration.

Consultant assisted with development of Pro Forma Budgets for each fundraising

program/activity in the plan.

3. Consultant facilitated a series of meetings and discussions both on site and via telephone with the

task force.

4. Consultant prepared and distributed regular progress report, draft documents, templates and

updates to Task Force members throughout the duration of the project. Changes to the Plan

were made from the feedback and recommendations collected from Task Force members.

5. Task Force discussions and deliberations – Board/Volunteer Leadership Development

Programs and Staff Organizational Structure: Consultant helped identify potential leadership

implications (staff, board, and volunteer) to deliver on the new strategic plan. We then

assisted with the design of a new Board and Volunteer Leadership Development Program

and Staff Organization Structure to support implementation of the new plan. This also

included identifying what additional resources might be warranted at this time or in the near

future to implement the new Fundraising Plan.

Phase III:

6. Consultant coordinated all information, feedback and data from Task Force meetings and

deliberations in order to draft and present a comprehensive 3 Year Strategic Fundraising Plan

to the Task Force for review and feedback before its presentation to the District 99 Education

Foundation Board of Directors for adoption and approval.



4

SWOT ANALYSIS EXERCISE

SWOT stands for STRENGTHS, WEAKNESSES, OPPORTUNITIES and THREATS. Once the

Internal Organizational Assessment and Board Stakeholder Feedback Focus Group was concluded,

Consultant facilitated a “SWOT” Analysis and Ranking Exercise focusing on each key D99EF

fundraising program/activity. These included:

......................................................................................................... Annual Fund Appeal

......................................................................................................... Major Gifts Program

......................................................................................................... Brick Sales

......................................................................................................... Fall Registration

......................................................................................................... Pizza Wars and Corporate Sponsorships

......................................................................................................... Foundations/Grants

......................................................................................................... Board/Volunteer Leadership Development Programs

......................................................................................................... Development/Administrative Operations

PROCESS

This four-part approach to analyzing an organization’s strategy has been used frequently by all

size organizations in addressing change issues. The notion is to analyze an organization’s

position in the marketplace in relationship to its competitors (or comparable organizations). The

goal is to identify all of the major factors affecting competitiveness (or effectiveness with

customers) before crafting a business strategy.

A scan of the internal and external environment is an important part of the strategic planning

process. Environmental factors internal to the organization usually can be classified as

strengths (S) or weaknesses (W) and those external to the organization can be classified as

opportunities (O) or threats (T). Such an analysis of the strategic environment is referred to as a

SWOT Analysis.

The SWOT Analysis provides information that is helpful in matching the organization’s

resources and capabilities to the competitive environment in which it operates. These analyses

are not an ends to themselves, but a step before some action planning is to occur.

Strengths An organization’s strengths are its resources and capabilities that can be



5

used as a basis for developing a competitive advantage.

Weaknesses The absence of certain strengths may be viewed as a weakness.

Opportunities The external environmental analysis may reveal certain new opportunities

for profit and growth.

Threats Changes in the external environment also may present threats to the

organization.



6

The following pages represent a summary of the recommendations of the Strategic Fundraising

Task Force relative to current and future fundraising programs and related activities of the

District 99 Education Foundation. This plan details the recommended Strategic Direction, Major

Goals, Key Initiatives and Pro Forma Budgets identified for each planned fundraising

program/activity over the next three years.

OVERALL STRATEGIC DIRECTION for FY 2016 – FY 2019

Generate sufficient annual revenue through the execution of comprehensive and diverse

fundraising efforts to provide the necessary resources to deliver on the mission and of the

D99EF. By doing so, District 99 Education Foundation will expand both its donor and

volunteer base in order to deliver on its plan and support the annual operating budget and

programs of the foundation over the next three years through execution of the following:

Identify and invest in fundraising programs and efforts that best utilize our available

resources, maximize the foundation’s potential to grow programmatically and heightened

the awareness of our mission.

Divest from fundraising programs/activities that do not provide adequate return on

investment of staff and board/volunteer resources and/or have unfavorable expense ratios.

Develop a strong Annual Fund Campaign and formal Major Gifts Program that

strengthens staff and board member confidence and ability to cultivate large donations

and greater support in the community.

Build greater awareness and strengthen overall performance of District 99 Education

Foundation’s major fundraising event (Pizza Wars) and establish two new major

fundraising events over the next three years.

MAJOR GOAL STATEMENT

Deliver on our 3 Year Strategic Fundraising Plan for District 99 Education Foundation to realize

significant revenue growth from all fundraising programs and activities and achieve total income

of > $191,250 by FY 2019.



7

8 YEAR REVENUE PERFORMANCE/GOAL SUMMARY

FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019

Donations/Annual Fund Cpn $ 4,406 $ 5,545 $ 5,177 $14,000 $17,500 $20,100 $22,500 $25,000

Major Gifts Program $ 10,000 $20,000 $25,000 $30,000

Foundations/Grants $ 5,000 $ 7,500 $10,000 $12,500

Pizza Wars Event/Corporate $ 3,528 $ 2,813 $ 8,403 $ 7,500 $12,500 $16,000 $18,000 $20,000

New Gala Event $25,000 $35,000 $50,000

New Golf Event $24,000 $30,000

Brick Sales $ 3,177 $ 4,300 $ 3,230 $ 3,800 $ 6,000 $ 8,000 $ 9,000 $10,000

Fall Registration $ 3,815 $ 4,465 $ 4,048 $ 4,000 $ 7,500 $ 9,000 $10,500 $12,000

Other Events/Misc. Income $19,256* $ 7,769** $ 5,761 $ 250 $ 1,000 $ 1,250 $ 1,500 $1,750

Total Income $34,182 $24,892 $26,613 $28,750 $64,500 $106,850 $155,500 $191,250

% Change -30% 8% 8% 107% 66% 45% 23%

* Includes Homecoming at $12,984 and Math/Science Scholarship at $5K: **Includes Math/Science Scholarship at $5K and Grant

Refund of $2,377. (All Financial numbers identified in this plan document are presented as “Net Income”).



8

ANNUAL FUND CAMPAIGN

DESCRIPTION OF ACTIVITY: The Annual Fund Campaign (AFC) includes (2) targeted annual

appeals to individuals, local businesses and corporations for gifts < $999. The Annual Fund

Campaign coordination and solicitation is run over the course of the year with one primary appeal

made in the fall around the 2nd

week of November. A second primary appeal is mailed in early

spring around the 3rd

or 4th

week in March. Board Members and staff participate in the AFC through

development of personal prospect lists, mailing of campaign appeal letters and perform some phone

follow up to their prospects. The AFC activities are coordinated and supported by the Executive

Director’s office. The AFC is augmented throughout the year with the mailing of two District 99

Newsletters that include a feature article about the foundation and mechanisms (return self-addressed

envelope) to donate and/or volunteer to the foundation.

CURRENT SITUATION:

We don’t market what the foundation does and why the community should support us

Lack of awareness of foundation in community results in very few donations

No professional staff and limited volunteers to execute this program effectively

Lack of clarity on what we are asking for and impact support will have/make

New database is good beginning to build off, grow and appeal to

Could provide long term stable income stream

STRATEGIC DIRECTION for FY 2016-2019: Develop and manage a comprehensive and

relationship based Annual Fund Campaign which utilizes our donor base, increases the prospect pool

and enlists annual contributions from school alumni, parents and other individuals from across our

community.

MAJOR GOAL STATEMENT: By 2019 we will have a well-established and facilitated Annual

Fund Campaign that is achieving growth each of the next three years and generates > $25,000 in

contributions for the foundation.

KEY INITIATIVES:

Fiscal

Year Description of Initiative

Responsibility

Charting

2016

Complete the donor data base conversion to maximize its

utilization in the AFC and all other fundraising programs.

Perform segmentation of D99EF donor data base at giving

levels of > $1,000; $500-$999; $250-$499; $100-$249; and

< $99.

ED/SA

2016 +

Ongoing

Develop and implement an Annual Fund Campaign

featuring multiple community appeals throughout the year to

D99EF donor database and new prospects. To accomplish

this we will draft and mail two personalized targeted appeals

(one in November and a second in March/April). (Consider

a follow-up/reminder to each of these appeals: one in

December and the second in April/May).

ED



9

2016 +

Ongoing

Promote multi-level on-line giving opportunities through the

D99EF newsletter, website and in all printed information

distributed at Fall Registration and other events throughout

the year.

ED/SA

2016 +

Ongoing

Develop fundraising marketing materials and supplements

for use in Annual Fund Campaign which clearly convey the

D99EF mission, programs and speak to the foundation’s

impact on students, families and faculty at both high schools.

ED/BP

2017

Perform research and develop a list of DGHS alumni to

appeal to in the Annual Fund Campaign and/or Major Gifts

Program throughout the year. ED/SA

2017 +

Ongoing

Achieve 100% D99EF Board participation in providing both

a personal gift to the Annual Board Appeal and in

developing and soliciting their personal prospect list of

potential donors in support of D99EF annual fundraising

programs.

BP/ED

2017 +

Ongoing

Provide training and scripting for engaging board members

in performing follow up calls to outstanding prospects and

thank you calls to donors during each appeal. ED

2017 +

Ongoing

Engage faculty in surfacing student, faculty and program

needs and human-interest stories for use in Annual Fund

Campaign letters and supplements each year. SA/ED

2017 +

Ongoing

Tie into the D99 Semiannual Newsletters (electronic) and

integrate into the Annual Fund Campaign. Include a donor

response business reply envelope with each newsletter. SA/ED

2017 +

Ongoing

Perform “donor care activities” annually which help promote

annual renewals, upgrades and reinstatement of gifts to

D99EF. ED/BD

2018 +

Ongoing

Publish a “Corporate Matching Gifts List” to educate board

members, volunteers and donors on these incremental gift

opportunities. ED

2019

Promote a Memorials and Tributes Program on the D99EF

website, newsletter and other foundation publications to

generate additional annual gifts to the foundation. ED/SA

Responsibility Charting:

ED = Executive Director; BP = Board President; BD = Board;

SA = School Administration; FRC = Fundraising Consultant;

OC = Outsource/Contractual; FDC = Financial Development

Committee.



10

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $4,406 $5,545 $5,177 $14,000 $16,100 $18,500 $20,700 $22,800

% Increase 26% -7% 169% 15% 15% 12% 10%

Goal: $17,500 $20,100 $22,500 $25,000

% Increase 25% 25% 20% 20%



11

MAJOR GIFTS PROGRAM

DESCRIPTION OF ACTIVITY: Major Gifts are classified as annual gifts which are > $1,000

from individuals, local businesses and/or corporations are not tied to any special event activity. The

District 99 Education Foundation will develop and promote a program called “Legacy Gifts” which

includes/recognizes donors who make major gifts at the > $5,000 level. Major Gift donors and

prospects are solicited through personal contact and cultivation by the Executive Director with

Foundation Board Members and at times school administrators.

CURRENT SITUATION:

No major gifts program developed or being worked currently

We don’t have the means (staff expertise) or knowledge as volunteers to perform

We don’t have a compelling “Case for Support” to provide to major gift prospects

Have not developed a corporate major gift prospect list to consistently work

We don’t know how to make corporate major gift presentations and asks

Have not identified specific program(s)/needs to specifically ask for support of

Large number of corporations in D99 community to appeal to

Organizations such as DG Economic Development Corp and Chamber provide abundant

access to corporate contacts and events to tap into

We have a number of potential major gift prospect donors to appeal to through our school

district vendor/supplier lists

STRATEGIC DIRECTION for FY 2016-2019: Allocate the necessary resources in concert with

the Board of Directors to invest in the development, related training and implementation of a true

Major Gifts Program that provides a compelling Case for Support and personal cultivation of gifts

from board member networks, civic and philanthropic communities.

MAJOR GOAL STATEMENT: We will have developed and launched a Major Gifts Program

by 2017 that will grow incrementally each of the next two years and generates > $30,000 by FY

2019.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016

Draft and print a compelling “Case for Support” brochure to

utilize during Major Gift prospect/donor cultivation meetings

and formal gift asks. ED/BD

2016 Begin Board Orientation to Major Gift Cultivation Process. ED/FRC

2016 +

Ongoing

Develop and implement a Major Gifts Program which

identifies and targets prospects each year for personalized gift

cultivation by the Executive Director and select Board

ED/BD



12

Members. To help accomplish this we will develop and work

two tiers from our current donor base: one at gifts > $1,000

and a second at gifts of $500-$999; and target at least 12

personal cultivation visits each month beginning in 2017.

2016 +

Ongoing

Annually review list of DGHS vendors and suppliers and

coordinate efforts with school administration on which

can/should not be contacted by the foundation for major

gifts/sponsorship consideration during the year.

ED/BP/SA

2016 +

Ongoing

Assign overall Major Gift Program leadership and

development to the Executive Director and establish a Major

Gifts Cultivation Team to include select D99EF Board

Members, faculty and volunteers to participate in prospect

ranking, strategy development and gift cultivation efforts.

BD

2017

Invest in some level of Major Gift Cultivation and Gift Ask

Training for Executive Director and select D99EF Board

Members. BD/FRC

2017

Develop a comprehensive marketing and sponsorship

program with defined levels, pricing and benefits that could

be presented to local corporations and businesses across the

service area for major gift/sponsorship consideration of

D99EF events and programs.

ED/FDC

2017

Develop and provide training program to Board Members on

presentation and cultivation to corporations for major

gifts/sponsorships. ED/BP

2017 +

Ongoing

Develop list of corporate and business prospects annually to

be contacted for major gift sponsorship of foundation

programs. Assign contact to board members and/or

Executive Director.

ED/BP/BD

2017 +

Ongoing

Implement a quarterly reporting process to track overall

progress and performance on Major Gifts Program,

highlighting successes and future opportunities. ED/FDC

2017 +

Ongoing

Segment our corporate and individual prospect list to target

for specific needs/projects outside annual operating budget

that need funding. SA/ED/BD

2017 +

Ongoing

Establish and implement a “prospect development process”

and referral system to annually identify future prospects and

generate new leads for Major Gifts throughout the year. ED

2017 +

Ongoing

Annually assign a number of donor acknowledgment calls to

each D99EF Board Member to donors between $250 and

$999 to cultivate these relationships in an effort to move to a

Major Gift level.

ED/BD

2017 +

Ongoing

Schedule personal meetings each year with all donors giving

≥ $1,000 to provide updates, renew support and further

cultivate the relationship. ED/DG



13

2018 Enlist a college intern or volunteer to assist with Major Gift

donor/prospect research efforts. ED

2018

Consider investing in some level of annual “Wealth Engine

Research/Screening” for the foundation’s top (TBD)

donors/prospects being for targeted Major Gift cultivation. ED/BD

2018

Develop and implement a Major Gift donor recognition and

appreciation program to acknowledge and further cultivate

these relations. ED/BP/FDC





Committee.

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $5,000 $15,000 $20,000 $25,000

% Increase 200% 33% 25%

Goal: $10,000 $20,000 $25,000 $30,000

% Increase 300% 67% 50%



14

PIZZA WARS EVENT

DESCRIPTION OF ACTIVITY: Pizza Wars is an annual event held on location at DGHS to

promote community awareness of Foundation in a fun and casual setting. The foundation enlists (8-

12) pizza vendors to compete for the “Best Pizza in District 99.” The event draws over 300 guests

who pay entry to the event for pizza and beverages. Other sponsorship opportunities are held to

generate additional income to the event. Proceeds go towards Foundation Learner Grants program.

CURRENT SITUATION:

We may have reached our ceiling in terms of attendance and growth capacity

Lot of work required by a few willing people

Lack of any corporate sponsorship to event

Doesn’t allow foundation to showcase itself or programs effectively

Requires good deal of planning and extensive number of volunteers to execute

Positive community and family event

Invites community members not affiliated with district into our schools

Provides good PR and marketing for foundation and opportunity to gain more influence in

community

Achieves a nice profit

Is not very costly to put on

STRATEGIC DIRECTION for FY 2016-2019: Rebrand the Pizza Wars Event including

concept, theme and committee structure and develop marketing plan that will attract greater interest,

participation and support from students, parents, faculty, vendors and sponsors, and the general

public.

MAJOR GOAL STATEMENT: By 2017, we will have rebranded the Pizza Wars Event and

introduced a number of “universal best practices in fundraising” to attract > 400 attendees and is

achieving > $20,000 in net income with an expense ratio of < 25% by FY 2019.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016 Revisit and redefine the Pizza Wars Event overall concept

including its branding, target audiences, marketing elements,

leadership committee.

EC/ED/FDC

2016 Establish a new leadership committee model and expand its

size with members who embrace clear responsibilities and

financial expectations to execute the newly branded event.

FDC/EC/ED



15

Fiscal


Responsibility

Charting

2016 +

Ongoing

Develop Title, Presenting and Major Sponsor levels, pricing

and benefits and pursue targeted sponsor opportunities to

secure each of these levels to the event.

ED/EC/FDC

2017 Develop and implement a marketing plan to effectively

reach the broader DGHS community to attend and support

the event.

ED/EC

2017 Identify and implement ways to better promote and

showcase the foundation at the event. ED/EC

2017 Explore new venues to host the event at that have the appeal

and offer the size and access to continue to grow the event

participation levels.

ED/EC

2018 Explore additional/incremental fundraising activities to

introduce at the event such as raffles, auctions and others. EC/FDC/ED





Committee; EC = Event Committee.

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $3,528 $2,813 $8,403 $7,500 $10,000 $14,000 $16,000 $18,000

% Increase -20% 200% -11% 33% 40% 14% 12.5%

Goal: $12,500 $16,000 $18,000 $20,000

% Increase 66% 60% 29% 25%



16

BRICK SALES

DESCRIPTION OF ACTIVITY: The D99 Education Foundation oversees a brick sale program

as part of its “Walk of Honor Program” at both the North and South High campuses. Donors can

purchase an 8” x 8” brick for $250 or a 4” x 8” brick for $100. Bricks inscribe the names of donors

or their families, celebrate a graduation, recognize achievements or showcase business or other

organizations. Brick sales are solicited at fall registration, class reunions and graduations and, to a

lesser extent, on the Foundation’s website.

CURRENT SITUATION:

Does not require a lot of manpower to administer program

Gives community members a sense of personal permanence

Simple to advertise in graduation packets to seniors and district newsletters

Established program and process already in place for several years

Provides a steady stream of revenue to foundation

Affordable price point for donors

Visible to donors forever

Does not require a lot of manpower to administer program

Gives community members a sense of personal permanence

Simple to advertise in graduation packets to seniors and district newsletters

Established program and process already in place for several years

Provides a steady stream of revenue to foundation

Affordable price point for donors

Visible to donors forever

STRATEGIC DIRECTION for FY 2016-2019: Allocate needed resources to better market,

administer and maintain the Brick Sale Program which leads to incremental revenue growth and

donor renewal and cultivation for the foundation.

MAJOR GOAL STATEMENT: By FY 2019 the Brick Sales Program will be enhanced and expanded

to include additional areas on both campuses while generating > $10,000 income for the foundation.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016 Develop more effective marketing materials and publications

for use in future promotion and growth of the program. ED/FDC

2016 Revisit and consider modifying the pricing structure, levels

and benefits for brick program to maximize potential and

encourage/incent donors to embrace larger sponsor options.

FDC/BD



17

Fiscal


Responsibility

Charting

2016 Develop and execute strategies for personal follow up with

brick program supporters to sustain their interest and enlist

future contributions/support to the foundation.

ED/FDC

2017 Identify other locations in our buildings to expand the Brick

Program and include in future marketing and promotion

efforts.

SA/ED

2017 +

Outgoing

Develop plan and obtain lists to target DGHS graduates for

future brick sales. ED/SA

2017 +

Ongoing

Consider hosting future dedication ceremonies as a way to

recognize current program supporters and build awareness

and enlist new supporters.

BD/ED/SA

2017 +

Ongoing

Manage cost effective program and process for annual

maintenance of bricks to ensure adequate presentation and

relations with donors.

SA/ED

2018 Develop and implement programs to improve the

recognition opportunities and effectiveness of brick sales

program supporters.

FDC/ED





Committee.

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $3,177 $4,300 $3,230 $3,800 $5,000 $7,500 $8,000 $9,000

% Increase 34% -26% 19% 32% 40% 14% 12.5%

Goal: $6,000 $8,000 $9,000 $10,000

% Increase 58% 60% 29% 25%



18

FALL REGISTRATION

DESCRIPTION OF ACTIVITY: Every year in late June/early July, the District 99 Education

Foundation/D99 District office provides the schools with a flyer to include in the Registration

Packet. The one-page flyer includes: a description of the Foundation’s mission; highlights of recent

grants and how they support learning; an overview of the Foundation’s programs; announcements of

upcoming events; and a form for families to complete/use to send in donations.

By participating in the registration process, the Foundation is able to make an annual appeal to

parents with minimal cost and effort. As the schools explore moving the registration process online,

the Foundation has an opportunity to rethink its process. For example, the Foundation might look to

direct more donors to its website and to increase its social media engagement efforts.

CURRENT SITUATION:

Lots of people don’t donate because its beginning of school year with lots of other fees

Flyer is bunched up with many other papers/solicitations and may get lost or tossed

Need to develop our needs to present to families during time of ask

Puts information about foundation into hands of every student/family in district

Easy to execute and requires little staffing/volunteer work

Good means of database development and collection of data

Easy way for people to donate to foundation

STRATEGIC DIRECTION for FY 2016-2019: Strengthen the marketing and promotion

elements of our Fall Registration Program to better position and heighten awareness of the

Foundation programs and needs that results in greater interest, response and funding from parents

throughout the year.

MAJOR GOAL STATEMENT: By FY 2019 our newly formatted and program focused Fall

Registration Program will be generating > $12,000 in contributions to the foundation each year.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016 +

Ongoing

Revisit and develop marketing and promotional materials

that will spark interest and engage parents/families to

provide support to the program.

ED/SA

2016 +

Ongoing

Develop and promote a list of specific needs and programs

this funding will support throughout the year and build into

marketing and promotion efforts.

BD/SA

2016 +

Ongoing

Develop and promote online pledge/fulfillment program

with auto draw option for making payments. ED/SA



19

Fiscal


Responsibility

Charting

2017 +

Ongoing

Perform follow up with donors throughout the year and

subsequent to renew/upgrade their support to foundation. BD/ED

2017 +

Ongoing

Build in request for volunteer service time in fall

registration, pledge sheet and online auto pay. ED/SA





Committee.

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $3,815 $4,465 $4,048 $4,200 $6,000 $7,500 $9,000 $10,500

% Increase 18% -11% 5% 43% 25% 20% 11%

Goal: $7,500 $9,000 $10,500 $12,000

% Increase 78% 50% 40% 33%



20

FOUNDATIONS/GRANTS

DESCRIPTION OF ACTIVITY: The District 99 Education Foundation seeks out opportunities

for foundation and grant support through research, referrals and personal contact. Proposal

submissions are planned throughout each fiscal year and included in the budget if we have strong

indication of funding and receiving support. Each year, we identify new foundation prospects

(corporate, independent and family) to submit proposals and cultivate new relationships.

CURRENT SITUATION:

Lack of knowledge as to whom we should be targeting and soliciting for support

Lack of relationships established with foundations/grantors

Board has little experience with soliciting grants

Learner grants directly affect students

Students benefit from grants provided and applied for extras in the classroom

STRATEGIC DIRECTION for FY 2016-2019: Develop and staff a Foundations & Grants

initiative with experienced personnel capable of performing the research and outreach to establish

relationships with corporate, independent and family foundations whose interest align with the

programs of D99EF.

MAJOR GOAL STATEMENT: By FY 2019 we will have established relations with a number of

foundations/grantors that are bringing > $12,000 in program grant funding into the foundation.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016

Define future D99EF grant writing function and allocate

staff/volunteer resources or consider outsourcing function to

a part-time contractual grant writer to help develop, grow and

manage Foundation/Grant revenue stream.

ED/BP

2016

Research and pursue foundations that award Capacity

Building Grants to explore potential of grant to support

D99EF Strategic Fundraising Plan and Capacity Building

efforts.

FRC/ED/BP

2016 +

Ongoing

Perform research and develop a list of Corporate,

Independent and Family Foundations to target for cultivation

and grant submission each year. ED/FDC

2016 +

Ongoing

Develop a catalogue of grant funding needs and

opportunities to present to prospective foundations that align

with their interests. ED/SA/BD



21

2017 +

Ongoing

Develop and maintain a Foundation Performance Dashboard

to track and monitor all targeted prospects, contact

information, deadlines, interest areas, review process, gift

status, and required follow-up and reporting.

ED/FDC

2017 +

Ongoing

Annually review D99EF Performance Dashboard on

Foundations/Grants with the full D99EF Board for input,

suggestions, new prospect identification and possible areas of

support.

ED/RDC

2017 +

Ongoing

Develop outcome measures and obtain student/faculty

testimonials that demonstrate D99EF’s effectiveness and

impact on students, faculty and families of DGHS. ED/SA

2017 +

Ongoing

Implement a plan to personally meet with Corporate and

Family Foundation grantors within a (2-3) year cycle to

further cultivate these relationships and report on outcomes

achieved through their funding.

ED/BP

2018

Consider hosting an annual breakfast or luncheon for

Foundation grantors to further cultivate existing relations and

leverage new ones. BP/ED





Committee.

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $3,000 $6,000 $8,000 $10,000

% Increase 100% 33% 25%

Goal: $5,000 $7,500 $10,000 $12,500

% Increase 250% 67% 56%



22

New Gala Event Concept Paper

DESCRIPTION

The District 99 Education Foundation (D99EF) Gala Event is a business casual event held on a

Thursday or Friday night in the month of May/June each year. The goal is to attract over two

hundred guests and is targeted to the D99 parents, faculty, D99EF board and past board members,

donor/database and the community-at-large. The evening features some entertainment, a brief

program with some awards/recognition, and fundraising activities including a silent auction and

raffles. Sources of revenue include sponsorship/underwriting support, table/ticket sales, general

contributions, and the additional income generated from night of event fundraising activities.

STRATEGIC DIRECTION for FY 2016 – 2019 Develop a unique and appealing D99EF

Gala event held at a Downers Grove venue that’s targeted to the broader D99 local community

including: parents; faculty members; D99EF current and former board members and networks;

community business; merchants; and local residents.

GOAL By 2019 the D99EF Gala will attract ≥ 250 guests and generate ≥ $50,000 net income

while maintaining an annual expense ratio of ≤ 25%.

PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $20,000 $30,000 $45,000

% Increase 50% 50%

Goal: $25.000 $35,000 $50,000

% Increase 75% 67%

KEY INITIATIVES

Fiscal

Year

Description of Initiative Responsibility

Charting*

2016 Finalized new D99EF Gala Event Concept, target audiences, key

marketing strategies, Committee Structure, and Pro Forma Budget for

use in leadership recruitment and event marketing/sponsorship efforts.

FDC/ED

2016 Research competition of similar local gala events to confirm our

pricing structure for tickets, tables, ads and other

sponsorship/underwriting opportunities.

ED/FDC



23

Fiscal

Year


Charting*

2016 Research and identify attractive venues to host new Gala Event which

are capable of accommodating planned growth in attendance over next

2-3 years.

ED/FDC

2017 Establish a Gala Event Leadership Committee Model with defined

expectations and financial thresholds for Event Chair, Vice Chair’s and

Committee Members.

FDC/ED

2017 Prepare Event Leadership Committee Recruitment Kit materials,

develop a Prospect List and launch targeted meetings to enlist event

Chair, Vice Chairs and Committee Members.

ED/FDC

2017 Enlist a minimum of (4-5) D99EF Board Members to participate as

Vice Chairs on the Event Committee over the first two transition years.

BP/ED

2017 &

Ongoing Enlist a Board Member to serve as Benefit Co-Chair and provide

leadership to key program, logistics, venue relations and other day-of

activities.

BP/ED

2017 &

Ongoing Secure donated or significantly discounted printing for event marketing

materials, invitations and program book.

FDC/ED

2017 &

Ongoing Secure a number of appealing auction and/or raffle packages each

valued at > $500 and $250 respectively for the event.

EC/FDC/ED

2017 &

Ongoing Develop event templates and manage weekly sales reports, tracking

reports and acknowledgement process for event.

ED

Responsibility Charting Key: ED = Executive Director; BP = Board

President; BD = Board; SA = School Administration; FRC = Fundraising

Consultant; OC = Outsource/Contractual; FDC = Financial Development




24

GALA EVENT

Event Leadership Committee Model

Event Chair/Co-Chairs

Event Chair/Co-Chairs

Vice Chair

(D99EF)

Vice Chair

(D99EF)

Vice Chair

(D99EF)

Vice Chair

(D99EF)

Vice Chair

(EXT)

Vice Chair

(EXT)

Vice Chair

(EXT)

Vice Chair

(EXT)

Benefit Co-Chair

Vice Chair

(D99EF)

Vice Chair

(EXT)

D99EF = Leadership from D99EF Board/Network:

EXT = Leadership from Community:



25

GALA EVENT

Staff and Volunteer Leadership Team

Event Chair/Co-Chairs (Supported by)

Benefit Co-Chair

Sales & Marketing

Event Chair/Co-Chairs &

Executive Director

Program/Entertainment

Benefit Co-Chair &

Executive Director

Logistics & Admin Support

Executive Director &

School Administration or

Outsource

PR & Marketing

Executive Director &

School Administration or

Outsource

Support Event Chair & Vice Chairs FR Efforts

Support D99EF Board Member Fundraising Efforts

Acquisition Sales (Tables, Tickets, Ads and Contributions)

Major Raffle/Auction Item Solicitation

Secure Sponsorship & Underwriting

Event Theme & Program Content/Flow

Secure Entertainment & Honorees

Auction & Raffle Solicitation & Procurement

Plan & Oversee Evening Program Flow

Décor/Room Presentation

Venue Relations

Venue Logistics Coordinator-Day Of Event

Communications/Mailings o Marketing mailings o Correspondence o Sales Tracking Reports

Raffle/Auction Item Solicitation, Coordination & Setup

Ad Journal/Program Book - Management

Table Seating

Marketing Brochure and Invitation Design

Media Promotions

Photography – Night Of

Ad Program Book - Support o Layout, Design and

Copy o Editing and Printing

Event Program Script

Gift Processing, Reporting and Acknowledgements

Provide overall Leadership to Event and Vice Chairs

Assist with recruitment of Vice Chairs and Committee Members

Assist with Underwriting/Sponsorship acquisitions

Input on Event Program Content and Flow Pro

Vice Chair

(D99EF)

Vice Chair

(D99EF)

i

Vice Chair

(D99EF)

m

Vice Chair

(D99EF)

d

Vice Chair

(EXT)

A

Vice Chair

(EXT)

t

Vice Chair



26

District 99 Education Foundation

New Gala Event

“Sample” Leadership Committee Model Responsibilities

Event Chair

Provide overall leadership to the Event Vice Chairs and Committee Members

Work towards generating > $5,000 in support through combination of table/ticket sales,

sponsorships, program ads, and direct contributions to the Event.

o Provide personal and corporate support (if applicable) to Event.

o Assist in recruiting at least 2-3 Vice Chairs from outside D99EF Board who agree to

contribute and/or raise at least $1,500 through combination of table/ticket sales,

sponsorships, program ads and direct contributions to the Event.

o Identify and solicit your personal network of prospects (business associates, friends,

etc.) to support the event.

Help secure auction or raffle items to event valued at > $250.

Assist where possible in securing underwriting support.

Host an “Organizational Kick-Off Meeting” with Vice Chairs and Committee members

to launch event promotion, marketing and sales efforts.

Attend the Event and participate in evening program announcements and activities.

Vice Chairs

Agree to contribute and/or raise a minimum of $1,500 in support through combination

of table/ticket sales, sponsorship/underwriting support, program ads, and direct

contributions to the event.

o Provide personal and corporate support (if appropriate) to event.

o Identify and solicit your network of prospects to support the event.

Help secure an auction and/or raffle item valued at > $250.

Assist where possible in securing underwriting support to the event.

Attend Event

Committee Member

Any individual who purchases a table or makes an equivalent valued contribution to

the event is listed and recognized as a member of the Gala Committee.



27


New Gala Event

“Sample” Pricing Structure (Based on $75 Ticket)

Table and Ad Packages

Gift Level Classification Benefits

$1,500 Presenting Sponsor

Two tables of 10

Premier seating

Premier Color full-page ad

Exclusivity and Special recognition in all

printed materials and at Event

Recognition on D99EF website,

newsletter and/or Annual Report

$1,100 Grand Benefactor

One table of 10

Preferred seating

Full-page Color ad

Special recognition on all printed

material and at Event

$900 Benefactor

One table of 10

Prime seating

Full-page B&W ad

$700 Friend Table One table of 10

Listing on Donor Page in Program Book

$140 Couple Two tickets

$75 Individual Ticket One ticket

Program Book Only

Gift Level Classification Benefits

$500 Gold Full-page Color ad

$300 Silver Full-page B&W ad

$200 Bronze Half-page B&W ad



28


New Gala Event

“Sample” Sales Strategy Plan

(Based on $75 Ticket)

Budget Goal

Description Price Qty Extension Qty Extension

Presenting Sponsor $1,500 1 $1,500 2 $3,000

Grand Benefactor Sponsor $1,100 1 $1,100 2 $2,200

Benefactor $ 900 2 $1,800 3 $2,400

Friend Table $ 700 6 $4,200 6 $4,200

Couple $ 140 30 $4,200 35 $4,900

Ticket $ 75 20 $1,500 25 $1,875

Subtotal Tables + Tickets $14,300 $18,575

Balance from contributions

(ads only, raffle/auction and

Fund-a-Need)

$12,700 $15,425

Totals 150+

guests $27,000

200+

guests $34,000

Estimated Expenses $ 6,750 $ 8,500

Net Income $20,250 $25,500

Expense Ratio 25% 25%



29

New Golf Event Concept Paper

DESCRIPTION:

A fun golf event targeted for 18-27 foursomes or up to 108 golfers playing in a one day Shamble

Tournament at a local venue in the Downers Grove area. A Shamble is a type of golf tournament

that combines elements of a Scramble with elements of regular stroke play. Each foursome

would be paired with a teacher or coach from either DGN or DGS high schools.

Like in a Scramble, all five members of the team tee off and the best ball of the five tee shots is

selected. All players move their balls to the spot of the best ball. From this point, the hole is

played out at stroke play, with all members of the team playing their own ball into the hole.

The Shamble would be played with full handicaps to make sure weaker players contribute to the

team score. Scoring can be done any number of ways, such as using one low ball per hole as the

team score, or using two or three low balls per hole.

MARKETING ELEMENTS:

The event would include lunch, golf, various sponsorship levels and opportunities, a silent and/or

live auction, a raffle, and post event reception with carving stations, a brief program on D99EF

and presentation of golf awards. All golf participants would receive a golfer “goodie bag” with a

premium item as part of their registration fees.

DATE & TIMING:

The event will be held on a Monday or Friday in September or early October.

Registration 10:00 AM – 11:30 AM

Lunch 11:00 AM - NOON

Shot Gun Start and Golf 12:15 – 5:00 PM

Reception, Dinner and Program 5:00 - 7:00 PM

TARGET AUDIENCES: The target audience for the event would include: D99 high school

alumni, parents, faculty, current and past foundation board members and their networks, D99

vendors and suppliers, local corporations, businesses and merchants from the Downers Grove

surrounding communities.

REVENUE SOURCES: Sponsorship opportunities at the presenting, grand benefactor,

benefactor and hole signage levels; foursome and individual golfer fees; auction and raffle

income; general contributions and dinner only fees.

VOLUNTEER LEADERSHIP COMMITTEE MODEL: An Event Leadership Committee

would be enlisted comprised of 4-5 D99EF Board Members and another 4-5 D99 alumni or

parents to provide leadership to the marketing, promotion, sales and procurement efforts, and

event logistics and execution.



30

PRO FORMA BUDGET and GOAL for 2017

REVENUE SOURCES Includes

# Part 18 Foursomes/

72 Golfers

# 27 Foursomes/

108 Golfers

GOLF PACKAGES Budget Goal

Presenting Sponsor $2,500 (2 foursomes/2 hole signs) 1 8 $2,500 2 $5,000

Grand Benefactor $1,500 (1 foursome /1 hole signs) 2 8 $3,000 3 $3,000

Benefactor $1,000

Golf Carts or Beverage Carts

(2 golfers and cart signs) 2 4 $2,000 2 $2,000

DGHS Classic Package

$750

(1 foursome/1 hole sign) 6 24 $4,500 8 $3,000

Foursomes $600 (1 foursome) 6 24 $3,600 8 $4,800

Individual Golfers $125 (1 golfer) 8 8 $1,000 12 $1,500

Sub-Total Golf Packages

72 $16,600 $19,300

Hole Sponsors $300

18 $5,400 24 $7,200

Sub-Total Golf

Packages/Sponsors

$22,000 $26,500

OTHER REVENUE

Auction and Raffle 6-8 live items, silent

auction or super raffle, and

“Raise the Paddle”

$10,000 $13,500

General Contributions $1,500 $1,750

Dinner Only $75 or $50 with golfer 20 $1,250 25 $1,400

Sub-Total Other Income $12,750 $16,650

TOTAL REVENUE $34,750 $43,150

ESTIMATED EXPENSES (Based on cost - $85/golfer

- course fee) $10,425 $12,945

NET INCOME $24,325

$30,205

EXPENSE RATIO 30% 30%



31

STRATEGIC DIRECTION FOR FY 2017 – 2019: Perform the necessary market research to

develop a Golf Event Concept that would be unique and appealing to both DGHS alumni,

parents, faculty and the service community.

MAJOR GOAL STATEMENT: Launch an annual golf event that is capable of attracting >

108 golfers and generates > $35,000 in net income by FY 2019.

KEY INITIATIVES:

Fiscal

Year


Charting*

2017 Finalize new event concept, format, timing, target audience, key

marketing strategies and leadership structure for use in future

Committee leadership recruitment and promotion efforts to launch new

event in spring 2018.

2017 Research our competition, evaluate and establish appropriate pricing

structure for foursomes and other sponsorship levels, benefits and

packaging opportunities.

2017 Develop Event Committee Leadership Model and recruit 4-5 board

members and 6-8 alumni who each embrace financial expectations to

purchase/sell a minimum of (2) foursomes, (2) hole sponsorships and

secure at least (1) item valued at > $250 for the auction or raffle.

2017 Consider enlisting an “honorary celebrity chair/co-chairs” to help build

greater awareness, appeal and sponsorship interests/support to event.

2017 &

On Going Develop marketing and sponsorship packages and secure a Title and

Presenting Sponsorship to event.

2018 &

On Going Utilize event marketing materials, program book and other documents

from committee leadership structure for use in future Committee

Member Recruitment Kits.

2018 &

On Going Annually target past event participants and friends of D99EF as

potential new committee members.

Responsibility Charting Key: ED = Executive Director; BP = Board

President; BD = Board; SA = School Administration; FRC = Fundraising

Consultant; OC = Outsource/Contractual; FDC = Financial Development


PROFORMA BUDGET

Fiscal Year: 2012 2013 2014 2015 2016 2017 2018 2019

Actual/Budget: $24,000 $30,000

% Increase 25%

Goal: $30,000 $35,000

% Increase 46%



32

BOARD AND VOLUNTEER LEADERSHIP

DESCRIPTION OF ACTIVITY:

The District 99 Education Foundation seeks to increase awareness of its mission and to create

excitement within the community for its work, while simultaneously instilling an interest among

parents, alumni, residents, and local businesses to participate and/or join the foundation board of

directors or other volunteer leadership groups. Each year the education foundation board

identifies and enlists 3 to 4 key resident and/or community leaders to be informed about the

foundation’s mission, and courted to becoming either new members of the education

foundation’s board of directors or serve on a volunteer leadership committee. The intent is to

create a powerful and dynamic board of directors and network of volunteers for the foundation.

The primary roles of the board of directors include: financial development/fundraising; board

governance and development; and executive leadership oversight to the education foundation. In

addition, the board also plays a key role in strategic planning, public relations/ambassadors, and

input on the design and execution of signature programs of the foundation.

CURRENT SITUATION:

Lacking marketing and fundraising expertise

Small group of volunteers and not enough human capital/members to execute more than

just our basic programs or expand our fundraising efforts/performance

Unable to attract, recruit and attain quality new members

Education of board members regarding selling the foundation

Comprised of community members, former board of education members and staff

members whom have had kids who attended the school

Variety of skill sets and perspectives

Small number of members who are dedicated/committed to improving foundation

STRATEGIC DIRECTION #1 for FY 2016-2019: Clearly define and get alignment of

the D99EF Board’s role and expectations in annual fundraising initiatives and other areas and

proceed to enlist members who fully embrace this role with their time, talent, treasure and

network to deliver on the mission and programs of the foundation.

MAJOR GOAL STATEMENT #1: By FY 2019 we will have strategically grown the

D99EF Board of Directors to 16 or more members including successfully recruiting 4-6 new

board members with documented capacity and potential to raise funding through personal gifts

and referred giving.

STRATEGIC DIRECTION #2 for FY 2016-2019: Develop and mobilize a program

which identifies, interests, and invites non-board volunteers to become invested in the annual

fundraising and educational programs of D99EF.



33

MAJOR GOAL STATEMENT #2: By FY 2019 we will have recruited 8-10 non-board

volunteers who are actively engaged with the foundation’s fundraising programs, serving on

board committees, and the delivery of our education programs.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016

Seek alignment on new clearly defined Foundation Board

Member Responsibilities and Financial Expectations based

on primary and secondary roles embraced by all board

members.

BP/BD/FRC

2016 +

Ongoing

Develop and implement a formal and strategic Board &

Volunteer Leadership Recruitment process which includes a

Recruitment Kit with a Business Case Presentation to share

with prospective new board members/volunteer leadership.

BP/BDC/ED

2016 +

Ongoing

Develop a tiered prospect list of potential Board and

Volunteer Leadership to be worked each year as part of a

strategic recruitment process to identify, engage with and

enlist 3-4 targeted individuals to serve on the foundation

board or other volunteer leadership roles.

BP/BDC/ED

/FRC

2016 +

Ongoing

Develop and implement a new board member orientation

program to fully educate and equip new board members to

participate in and support foundation programs.

FRC/BDC/ED/

BP

2016 +

Ongoing

Perform Annual Profile Assessment of board to identify

current strengths and gaps that should be targeted in future

recruitment efforts.

BP/ED

2016 +

Ongoing

Develop and manage a board leadership succession plan that

is planning for and positioning board members to assume

key officer and committee leadership roles.

BDC/ED/BP

2017 +

Ongoing

Provide annual fundraising training programs to board

member to further strengthen their effectiveness and

performance.

ED/FRC




OC = Outsource/Contractual; BDC = Board Development

Committee; and FDC = Financial Development Committee.



34

FOUNDATION ADMINISTRATION & DEVELOPMENT OPERATIONS

DESCRIPTION OF ACTIVITY:

The current Development/Fundraising and Administration activities of the D99EF are led by the

Board President with support from various board members. An Executive Director professional

staff position should be considered to assume responsibility for providing leadership and

management to the execution of the Strategic Fundraising Plan and annual operations of the

foundation. Resources would need to be allocated and/or raised to support this new staff position

during the initial transition year and subsequent years of operation.

STRATEGIC DIRECTION for FY 2016-2019: Allocate the resources to hire an experienced

fundraising professional to serve as new Executive Director of D99EF and provide leadership to

future foundation fundraising and administrative activities.

MAJOR GOAL STATEMENT: A new Executive Director will be hired by Spring 2016 and

assume responsibility for providing leadership and management of D99EF fundraising and

administration in partnership with the Board of Directors and School Administration.

KEY INITIATIVES:

Fiscal


Responsibility

Charting

2016

Facilitate meeting with D99 Superintendent to determine

D99EF and D99 shared responsibility and accountability

(financial and oversight) of the new D99EF Executive

Director Position.

BP/SA/FRC

2016

Allocate/invest the necessary resources to establish an

Executive Director position and professional

Development/Fundraising operation for D99EF capable of

providing leadership to and management of the foundation

and specifically its annual and strategic fundraising programs

and events.

BD/SA

2016

Develop an organization structure that clearly defines the

allocation of functions and responsibilities between the new

Executive Director, Board President and other board

members.

FRC/BP/SA

2016 Hire a professional with proven experience and skills in fund

and board development as new Executive Director to D99EF. BD/SA

2017 +

Ongoing

Strengthen and/or develop new systems, procedures and

processes for ongoing operation, administration and

fundraising programs of the foundation. ED/BP





Committee.



35

“Proposed Draft” FUNCTIONAL ORGANIZATION CHART

PRIMARY RESPONSIBILITIES

School Administration Support Foundation:

Fundraising appeal and event performance/tracking reports.

Donor data entry and database management.

Gift processing and acknowledgements.

Mail merge for Events and Annual Fund appeals.

Prospect list maintenance, upkeep, clearance and research.

Admin/logistics support to Board and Committee Meetings.

Special Event logistics and admin support.

Resource Development/Fundraising – Roles:

Provide direction, input and support to Executive

Director on developing fundraising programs/activities.

Enlist/motivate Foundation Board Members to

participate/support fundraising programs/activities.

Enlist D99 school administration partnership and support

to foundation fundraising efforts throughout year.

Serve as key spokesperson for foundation to D99 and

general public.

Primary Responsibilities:

Provide vision and overall leadership/oversight to Annual

Fundraising activities/programs of the foundation.

Lead and manage the execution of the 3 Year Strategic

Fundraising Plan.

Annually cultivate and solicit portfolio of Major Gifts

and Sponsors.

Lead and manage Annual Fund Campaign and related

Community Appeals.

Engage Board and enlist Volunteer leadership in

supporting foundation major events.

Special Event planning, timelines, budget management,

marketing/sales, program/logistics and resource manuals.

Event Committee recruitment, development and support.

Coordinate and solicit for event auctions and raffles.

Oversee development of marketing materials (theme,

content, copy) for campaigns and events.

Foundation/Grant Program research, development and

management.

Donor stewardship and care programs

New FR campaign/event development

Website online giving and maintenance.

Event SOP Manuals and document institutionalization.

Liaison to 3rd

Party Fundraising Groups/Service

Organizations.



36


“Draft” ANNUAL FUNDRAISING PLANNING CALENDAR

EVENT/PROGRAM Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Annual Fund Campaign SA SAF YEA YEAF

Major Gifts Program X X X X X X X X X X X X

Foundations/Grants X X X X X X X X X X X X

Pizza Wars Event X

Brick Sales X X X X X X X X X X X X

Fall Registration X

New Fundraising Event - GALA X

New Fundraising Event - GOLF X

37


BOARD STAKEHOLDER FOCUS GROUP

SUMMARY REPORT

1. A. What has been your length of association with the organization?

Years < 1 year 1-2 years 3-5 years 6-10 years > 10 years

Responses 2 5 1 2

B. How many other NFP 501c3 Boards have you served on?

NFP Boards None 1 2-3 4-5 > 5

Responses 4 3 3

2. A. How familiar are you with the full range of programs offered by D99EF?

Extremely Very Somewhat Unfamiliar

6 2 2

3. A. What is your perception of the overall community’s awareness and image of D99EF?

Excellent Very Good Good Fair Poor DK

Awareness 2 5 3

Image 1 2 4 3

B. What if anything can we do better or more of to strengthen the awareness/image of

D99EF?

Mail a questionnaire.

Send out more newsletters.

Increase marketing in community.

Increase marketing efforts out to community.

Strengthen our Appeal letters with new foundation donor base.

Add new event(s) to increase name recognition.

Recruit additional Board Members.

Partner with local businesses to establish relationships and secure funding.

Partner more with Chamber Programs.

Expand outreach and relations with our Alumni and parents.

Seek more support and cooperation from faculty, administration and School Board.

Consider some investment in a public relations campaign.

4. A. Rate the overall quality of the programs offered by D99EF?

Excellent Very Good Good Fair Poor DK

1 5 3 1

Parking Lot Notes

38

B. How can we improve or strengthen current programs of the foundation?

Dedicated person on staff to focus and implement objectives.

More outreach to alumni, donors, faculty, and community leaders.

More Board Members equates to more help to run/grow our programs and raise more

funds.

Better definition of what teacher needs are that are not covered by tax payer dollars.

More engagement with Faculty and Administrators to share what their needs are.

Complete conversion, maintain and better utilization of our database.

Increased investment in marketing programs and branding of Foundation.

Become better organized as a Foundation Board.

Become more focused with clear succinct mission.

5. Most important programs D99EF offers?

b. To students and teachers?

Learning Grants program

Heart screenings

Provide opportunity for SD 99 teachers to explore new and creative education

ideas and programs.

c. To families?

Learning Grants program

Heart screenings

Bricks program

d. To the community?

Chamber Leadership Program

6. Overall performance of the following business/operation areas:

Excellent Very Good Good Fair Poor Don’t know

Administration/Operations 1 2 3 3 1

Finances 1 1 2 4 2

Marketing/Communications 1 4 4

Board Development 1 8 1

Development/Fundraising 1 7 2

7. Major Pillars of Strengths of D99EF today.

Committed people and groups who want to help. (Foundation Board, School Board,

Community)

Current dedication, commitment and knowledge of Board Members.

Great relationship with SD 99 faculty and administration.

Establishment of Alumni and Donor data base.

Support from Board of Education.

Superintendent.

Caring Downers Grove Community.

Student body from two High Schools.

Attractive and well maintained facilities.

Current Foundation programs provide awareness and opportunities for future growth.

39

8. Major Weakness or Areas of Development facing D99EF over the next 1-2 years?

No marketing of foundation being performed.

Board strategic recruitment and development efforts.

No true investment fund generating earned income

Lack of consistent management.

Database development and maintenance.

Maintaining volunteer leadership and commitment levels of Foundation Board.

Foundation Size - small budget.

Our reluctance/hesitation to invest in key areas to grow and improve.

Depth of Board talents and skills.

No professional staff and current Foundation structure and effectiveness dependent

solely on volunteers.

Communication to/from faculty.

Superintendent.

We don't have a marquee event.

Lack of focus on foundation's needs.

Overall fundraising performance.

Vendors/suppliers not being solicited at appropriate levels.

9. If the D99EF was able to raise an additional $100K next year, where would you like to

see these funds allocated first?

Continue Math and Science Scholarship Program and implement new scholarships.

Invest in R&D to identify/prioritize needs and develop programs.

Technology support for kids and families who are unable to afford it.

Increase support to schools to purchase capital and facility improvements.

Provide additional major grants at the $10,000+ level to curriculum departments for

innovative new programs.

Alternative source of income for School Districts.

Create and mail newsletters.

Water refilling system for students; part of marketing plan.

Refurbishing of Performing Arts Center at Downers Grove South.

Investing in organization infrastructure – hiring of an Executive Director, marking

programs, growing organization and leveraging new money.

Research to better identify and hone in on the needs Foundation can/should

appropriately adopt.

Long-term investments; endowment/reserves and student grants.

Technology upgrades at both schools.

10. Unmet needs in the community that D99EF should be addressing at this time.

Number of free introduced lunch students (low income families).

Air conditioning throughout our buildings.

Better clarification from faculty of their needs.

New football stadiums.

New HomeEc facilities.

Better workout facilities.

Support to student organizations.

Financial assistance on student related fees to families in need.

40

11. A. Primary three roles of the D99EF Board should be at this time?

Design signature programs that provide greater exposure, increase awareness, and

enhance student expenses. (3)

Board Recruitment and Development. (3)

Scholarship support. (2)

Build relationships with targeted audiences (board, public, community, students) (2)

Fundraising and donor development efforts to support programs outside of School

District budget. (2)

Create/supply facility needs not supported through taxes.

Promote and support School District and be seen as part of School District's face

Hire an Executive Director of Manager for Foundation.

Understand role of School Board.

Support student development activities.

Lessen burden of school program cost.

Connect with Community through signature events.

B. Which of these do you feel should be the #1 primary role?

Design signature programs that provide greater exposure, increase awareness, and

enhance student expenses. (3)

Fundraising and donor development efforts to support our programs. (2)

Hire an Executive Director of Manager for Foundation. (2)

Support student development activities

Promote and support School District and be seen as part of School District's face

12. A. How would you evaluate the current Board make-up in terms of the following:

E VG G F W DK

Mix and cultural diversity 1 4 5

Professional expertise and skills 3 3 2 2

Ability to personally give $ 2 2 4 2

Willingness to give and raise $ 3 1 2 3 1

Access to people with $ 3 3 3 1

Access to Corp/foundations with $ 1 1 2 6 1

Access to people with influence 2 1 2 4 1

Willingness to invest time 2 4 2 2

B. Is the current size and make-up of the Board adequate to support the foundations

strategic plan and growth expectations over the next 2-3 years?

Yes No Suggestion on board size

Size 1 9 15 - 20 (4) 20-25 (2) 18-22 (1) 13 (1)

Make Up 2 8

41

C. If we recruited (4) new members to the board this year, what specific areas of

professional skill/background, expertise or industry should be targeting first?

Banking and Financial (2)

Marketing (2)

Fundraising (2)

Corporate Development (2)

Parents (2)

Real Estate

Public Officials

Younger age individuals

Staff with kids in school

Community Leaders

Public Relations

Public Speaking

Past NFP Board Experience

Just willing to help

Community Businesses

13. How effective are each of the Board Standing Committees and D99EF Fundraising

Committees in fulfilling their purpose and job descriptions:

Committees Extremely Very Somewhat Not Very Not at all D K

Finance 2 4 1 3

Audit 3 2 1 1 1 2

Appeals & Fundraising 4 3 1 2

Grants & Scholarships 2 3 3 2

Governance 1 1 2 1 2 3

Nominating 1 2 2 2 3

Stewardship –

Alumni/Staff Relations

2 4 1 3

Pizza Wars 5 3 2

Community

Relations/Engagement

2 3 2 3

14. Given the size of the current board and the challenges facing the foundation today,

which Board Standing and Fundraising Committees do you feel are most important to

have in place at this time over the next 1-2 years?

Appeals and fundraising (10)

Board/Volunteer Development (6)

Grants and Sponsorships (5)

Community Relations (4)

Pizza Wars (3)

Stewardship

Alumni/staff Relations

Program Development

15. A. Is there a formal and strategic Board Recruitment process in place to identify,

target and enlist new board members to fill current gaps/future needs of the

organization?

Yes No Don’t Know

8 2

42

B. What role should individual Board members play in future recruitment efforts?

There should be a group designated to recruit new board members.

Identify/surface prospective names.

Adhere to and work Board recruitment defined process.

Strengthen Board orientation program.

Provide mentors for new board members.

C. What role would an Executive Director play in board recruitment?

Assign roles. Keep the board and volunteers moving toward the foundation's goals.

Research and identify/surface prospective names.

Help organize and manage function.

Plan and coordinate social gatherings.

Serve as point contact person and perform outreach.

Active membership at local service organizations to network and identify prospects.

D. What in your view should we be doing more of or better to attract quality board

members and volunteer leadership to the foundation?

More community engagement.

More political involvement.

Create and market how foundation's mission and programs impact and improve the

community and individual students.

Host special events each year to surface potential board member prospects.

16. A. How effective are Board Member Responsibilities/Expectations articulated to

prospective members before they are nominated and elected to the Board?

Extremely Well Very Good Somewhat Not Very Not at All Don’t Know

3 1 3 3

B. Do you feel the current expectations of board members are adequate?

Yes No Don’t Know

3 4 4

C. Do you feel there should be an annual fundraising threshold ($ give and get) for board

members to achieve each year?

Yes No Don’t Know

6 1 2

D. If yes, what do you feel an adequate threshold might be at this time?

$1,500

$1,000 (2)

$250

$200 (2)

43

17. Rate overall performance of Board in each of these areas of resource development:

E VG G F W DK

Establishing policies regarding Board

fundraising/development efforts 1 3 6

Developing and monitoring fundraising plans 1 3 6

Participating in and supporting fundraising

programs 4 1 3 2

Personally contributing financially 2 3 4

Identifying and soliciting prospective donors 1 8 1

Identifying prospective Board members and/or

volunteer leaders 1 8 1

18. A. Is there a formal and effective process in place for Board Leadership Succession

Planning (officers and committee chairs)?

Yes No Don’t Know

7 1

19. Who do you feel should have primary responsibility for providing leadership to D99EF

annual fundraising efforts?

Board Executive Director Dir of Development Other Shared

7 3

If shared, explain:

Board and Executive Director

Board needs accountability here too.

Executive Director to lead process and motivate the Board.

20. A. What has been the level of participation by Board Members in the identification

and cultivation of major donors in the community ≥ $500?

Excellent Very Good Good Fair Weak Don’t Know

1 8 1

B. What would need to occur for the Board to perform better in major gift cultivation?

Invest the time and focus.

Create and execute a formal strategy and plan.

Perform prospect identification.

Training on asking for gifts.

Strengthen the Annual Mail Appeals.

Obtain and work the Vendors lists for corporate sponsorship opportunities.

Invest in marketing to build awareness of Foundation.

Clearly define our vision.

Perform adequate development and research.

Specify need/impact.

44

Provide training (PV, PC, DM)

C. Expectations of the D99EF staff in supporting your fundraising efforts?

Organize committees and keep them on track. (3)

Create newsletters and press releases.

Organize and maintain donor data base.

Identify new funding concepts.

Participate in community service organizations to identify movers and shakers.

21. Rate overall performance of each fundraising/revenue generation program:

E VG G F W DK

Brick Sales 1 5 3

Foundations & Grants 1 1 1 5

Corporate Gifts 1 8

Annual Appeal/Donations 3 6

Major Gifts Program 9

Pizza Wars Event 5 1 3 1

Fall Registrations 1 4 3 1

Math & Science Scholarships 1 2 2 2

Investment Income 1 2 6

22. Of all the current fundraising/revenue generating programs, which do you view as:

Strongest today with greatest return on investment:

Pizza Wars (7)

Fall Registration (2)

Bricks

Appeals/donations

Most promising with greatest potential for growth:

Appeals/Donations (5)

Corporate Gifts (3)

Fall Registration

Alumni Relations

Pizza Wars

Major Gifts

Investment Income

Least promising with little potential for growth:

Brick Sales (3)

Major Gifts

Alumni Tents at Homecoming

Tics 4 Cause

Appeal Letter

Investments Income

45

23. New fundraising/revenue generating programs D99EF should be considering to add

into its mix over the next 2-3 years?

Golf outing ties to North/South football game (2)

Appeal letters and newsletter to solicit individual gifts (2)

Dinner Dance/Gala (2)

New Summer or School kick-off event (2)

Improved Annual Appeal

Individual Gifts

Corporate Gifts and Sponsorship Program

Vendor gifts

Retirement Party??

24. What could we be doing better/more of to improve overall fundraising performance of

the foundation?

Donation database.

We need management.

25. When you consider all the charitable organizations and causes you support throughout

the year, where does D99EF fit/fall in your personal giving pyramid today?

3 Top 3

5 Next 4-10

1 Next 11-20

1 Other

26. A. How would you describe most Foundation Board meetings?

Highly engaging and interactive discussions

5 Moderately engaging and interactive discussions

4 More reporting and less engaging/interactive discussion

B. How would you rate the overall effectiveness of Board meetings?

Excellent Very Good Good Fair Ineffective/Poor

2 2 3 2

C. How often do you feel the Board should meet?

Quarterly Every Other Month Monthly Don't Know

3 4 2

D. What is the quality of Board meeting packets and handouts?

Excellent Very Good Good Fair Ineffective/Poor

1 2 2 2

46

E. Are materials received by Board members far enough in advance of the meeting to

adequately review and prepare?

Yes No

2 5

27. Are there any additional comments you would like to offer?

We need to determine what we should be doing with our reserves

Research/investigate other Education Foundations for best practices

“building organizational capacity · 2019-05-29 · “building organizational capacity”...

Documents