IMPACT 2013
Resource Development Plan
Boys & Girls Clubs of South Valley
Committee Members
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Boys & Girls Clubs of South Valley
Impact 2013

Instructions

WHY YOU SHOULD USE THIS PLAN

Nonprofits across the country need to ensure they are coordinating a resource development plan that includes total board involvement. A thoughtful plan with careful implementation will cause an organization to anticipate, to prepare for and perhaps avoid challenges in the future.  

It is of critical importance for your Resource Development Committee and board members to be included throughout the decision-making process to ensure everyone has buy-in or ownership of the resource development plan. 

WHO SHOULD USE THIS PLAN?

This guide is intended for use as part of a joint effort by the Resource Development Committee, chief professional officer and any other Club professionals who have resource development responsibilities.  

HOW TO USE THIS PLAN

This is a template for writing an effective resource development plan.  Professionals should draft preliminary financial numbers, strategies and action steps, and then seek input from the Resource Development Committee.  Many components of the resource development plan will likely include responsibilities for other members of the board; therefore, it is also important to seek input from the executive committee and the board in this planning process.   The resource development plan contains seven sections:

	I.	Status Report and Statement of Fundraising Purpose (written in the assessment process)
	II.	Financial and Strategic Goals (strategic goals were identified in assessment report)
	III.	Fundraising Strategies
	IV.	Budget
	V.	Cultivation
	VI.	Policies
	VII.	Calendar
	VIII.	Organizational Chart
	IX.	Evaluating and Monitoring
	X.	Action Steps (correspond with identified strategic goals)

After completing the plan, print the Executive Summary and the resource development plan and submit to the board for discussion and approval.  Once the plan has been approved by the board, record the approval date.  Update your action steps throughout the year as you complete tasks.  This written document should serve as your road map for resource development during the year.   
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Boys & Girls Clubs of South Valley
Impact 2013

I.  STATUS AND FUNDRAISING PURPOSE
Status Report: Past and Current Funding
The Boys & Girls Clubs of South Valley has a long and rich history of serving our communities most disenfranchised youth and families with high-quality after-school and summer programs that inspire and empower our constituents to realize their full potential as productive, responsible and caring citizens.  

Times have been tough the past five years and our debt amounted to a whopping $1 million dollars by the end of 2011.  We have remained resilient, even through the ebb and flow of various funding streams.  

The debt has to be dealt with in a more conscious, strategic manner. The monthly principal directly impacts our ability to maintain a baseline level of operations, and presents a significant barrier to our growth.  The time is now to take clear and concise action to reduce our debt so that we can be in a better position to build our capacity and grow.  This process will not be easy.  Every Board member and staff person is going to be asked to do more than ever before and their efforts need to be results-oriented.  Nonetheless, success is within reach and the following plan will be the organization's road map.  

Maintaining our government relations, grant seeking and fundraising events must be a top priority.  There is a lot of room to build upon this existing infrastructure to have a more profound, deeper impact.  Other areas worth investing in are restructuring our Child Care Dept. to produce more revenue, Enhance Corporate Relations, a Major Gifts Strategy, Planned Giving and Media/Marketing.  Again, to make these efforts viable, stronger Board involvement will be required.   

Since most of our funding is restricted and managed via reimbursable grants, the loss of even one unrestricted grant in the tens of thousands of dollars can be devastating, let alone several grants in the hundreds of thousands of dollars.  Board members will need to continue to dig deeper in their pockets and networks to make up the difference.  All of this work will directly support the Board adopted Strategic Plan.
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Boys & Girls Clubs of South Valley
Impact 2013

Statement of Fundraising Purpose
The purpose to raise funds is to support Boys & Girls Clubs of South Valley's existing operations within two Club facilities located in Murray and Midvale as well as at two satellite sites in Kearns and West Jordan.  Almost 2,000 youth and families are served annually at these sites with an additional 49,000 reached through the NetSmartz program and other outreach services.  

While Boys & Girls Clubs of South Valley's mission, purpose, and goals remain the same, we continually adapt to ensure that we are meeting the community’s most pressing needs.  Whether its supplemental academic support services, prevention programs, leadership activities and service-projects, food, shelter and/or clothing; we do everything in our power to ensure that each and every Club members’ needs are met.  

Any child, adolescent or teen that walks through our doors receives:
•	Mentoring and guidance by well trained, caring staff and volunteers;
•	Exposure to proven programs;
•	Access to community services;
•	Transportation and healthy snacks; and,
•	Productive time in a safe, up-to-code, youth-centric building.

We are raising money to support an organization that has benefited hundreds of thousands of youth and families for over 44 years.  Our Clubs have proven to be a vital asset to working families.  Our value proposition can't be beat.  What we offer for the price that our constituents pay is immeasurable.  It is our job as the Board of Directors and Administrative staff to raise the funds to subsidize this work and ensure the long-term financial health of BGCSV.  We must continue to foster a symbiotic relationship with our programs and fundraising as well.  Enhanced media and marketing efforts can support both programs and fundraising.  Focus areas for fundraising (in order of priority) include:
- Stewardship;
- Maintain our high level of government and private foundation support;
- Make a deeper impact with our fundraising events;
- Operate the Child Care Dept. at full capacity;
- Enhance Corporate Relations;
- Implement a Major Gifts Strategy;
- Implement a Planned Giving Strategy;
- Maintain and grow the 454 Club.

It is also our duty to bring consciousness and positivity to the table while doing this work.  The energy that we bring can make all the difference because believing that we have the power and capacity to tear down the debt wall and meet our budget goals is imperative to our success.  Our attitude and the results are inextricably linked.  We will adopt a philosophy that aligns directly with our mission of inspiring and empowering the funding community to reach their full giving potential.  However, we vow to be highly productive, responsible and caring throughout that process.

Sustaining our existing operations while reducing our debt is our top priority right now.  After we stabilize, we can consider new growth opportunities.  However, if there are collaborations and grant opportunities that support specific growth, it will be considered.  Otherwise, all of our growth efforts will align with the 5 goals outlined in the Strategic Plan (Fundraising, Governance, Media/Marketing, Programs and Facilities).  

We are also increasing our parent outreach efforts through a staff driven Parents as Partners Initiative and we are working on establishing an Alumni Initiative.  Both have the potential to support  fundraising efforts and can be easily assimilated into existing operations with little to no 
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Boys & Girls Clubs of South Valley
Impact 2013

additional expenses.  

As a result of the history of our success, size and scale, brand awareness and a high level of public trust, we are uniquely positioned for greater impact and to manifest our vision to be the premier youth development program in Salt Lake County, with all the necessary resources and funding, to provide the needed programming and opportunities to positively impact and engage our youth, teenagers and families.
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Boys & Girls Clubs of South Valley
Impact 2013

II.  STRATEGIC AND FINANCIAL GOALS
The Boys & Girls Clubs of South Valley seeks to raise a total of $1,905,000.00 in 2011.  Of this amount, $1,895,000.00 will be used to fund programs and operations; $10,000.00 will be used to increase the endowment, and $0.00 will be used to fund buildings and equipment.
Range-of-Gift Table - The following table lists the size and number of gifts that will be necessary in order for us to reach our goal of raising $1,905,000.00 in 2011.
# of Gifts Needed
Gift Range
Total at this Gift 
Cumulative Total
Cumulative Percent
1
$200000
$200000
 10%
$200000
2
$381000
$581000
 30%
$190500
4
$304000
$885000
 46%
$76000
6
$228000
$1113000
 58%
$38000
8
$152000
$1265000
 66%
$19000
20
$150000
$1415000
 74%
$7500
30
$120000
$1535000
 81%
$4000
Numerous
$370000
$1905000
 100%
$4000
Based on our self-assessment the following lists our strategic goals:
Leadership
Current Goal(s)
Develop a recruitment and selection process to ensure the right person is selected to lead each fundraising activity.
·
Engage board members in the resource development process by involving them in the cultivation and stewardship of donors.
·
Ensure the organization employs an adequate number of staff to support the resource development activities.
·
Establish a Board Campaign with 100 percent of board members making personal unrestricted philanthropic gifts.
·
Implement a strategy, which will use volunteers effectively in our resource development efforts.
·
Increase the number of board members engaged in the resource development process by involving them personal solicitations.
·
Work with your Board Development committee to establish clear resource development roles and responsibilities for each board member.
·
Strategy
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Boys & Girls Clubs of South Valley
Impact 2013

Current Goal(s)
As part of the resource development plan, develop a process to conduct well-planned special events that maximize return on investment.
·
Diversify the organization’s funding streams to ensure it is not overly dependent on one source of revenue.
·
Ensure the organization's sustainability through current and active planned giving program.
·
Operations
Current Goal(s)
Employ the most effective and efficient methods of raising money.
·
Ensure internal systems and communication channels are in place to guarantee donor’s funds are spent as intended.
·
Make sure that the organization has an electronic database that easily generates reports and enables effective management of donor relationships.
·
Donor Relations
Current Goal(s)
Develop and implement a written plan that will cultivate new and existing donors.
·
Establish written gift acceptance policies and procedures for acknowledging gifts
·
Report to constituencies the sources, uses, and management of donated funds in order to preserve and enhance confidence and trust in the Club.
·
Marketing & Communications
Current Goal(s)
Encourage the CPO and Board members to have active representation on various community boards and civic organizations, which affect decisions, create awareness and advocate for the Club/youth issues.
·
The organizations marketing plan clearly identifies key messages and targeted audiences to support our resource development efforts.
·
Evaluating & Monitoring
Current Goal(s)
Make certain the organization has an adequate financial system that provides at a minimum, reports to the resource development committee and the Board to monitor progress in resource development activities.
·
Regularly review funding and donor trends and utilize data to strengthen resource development strategies
·
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Boys & Girls Clubs of South Valley
Impact 2013

III. Strategies
Philanthropic Strategy - 454 Club
$454
Size of Gifts Sought
 - 
Planning Dates
04/29/2011
04/01/2011
07/01/2011
Activity Date
Other Dates
$18,160.00 
$ Goal
20 new 454 Club members and 20 Board members
Other Goals
454 Committee
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Printing, postage
$500.00 
Thank you cards
$50.00 
Event
$500.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$17,110.00 
*
5.78%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Board Challenge
$5-$1,000
Size of Gifts Sought
 - 
Planning Dates
07/29/2011
06/16/2011
04/02/2012
Activity Date
Other Dates
$20,000.00 
$ Goal
Each board member is responsible for raising $1,000 from their friends, colleagues, etc.
Other Goals
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$20,000.00 
*
0%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Board Giving
Size of Gifts Sought
 - 
Planning Dates
06/30/2011
06/16/2011
07/01/2011
Activity Date
Other Dates
$30,000.00 
$ Goal
Other Goals
Leadership Needs
06/30/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Thank you cards
$50.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$29,950.00 
*
0.17%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Corporate Relations
Size of Gifts Sought
 - 
Planning Dates
06/30/2011
06/16/2011
07/01/2011
Activity Date
Other Dates
$90,000.00 
$ Goal
Other Goals
Leadership Needs
06/30/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Thank you cards
$50.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$89,950.00 
*
0.06%
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Boys & Girls Clubs of South Valley
Impact 2013

Non-Philanthropic Strategy - CRA Donations
$132,000.00 
$ Goal
Secure CRA donations from Zion's Bank, Wells Fargo and others.  Maintain relationships with existing CRA donors.
Other Goals
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Letterhead and postage
$500.00 
Thank you cards
$50.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$131,450.00 
*
0.42%
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Boys & Girls Clubs of South Valley
Impact 2013

Non-Philanthropic Strategy - Earned Income
$420,000.00 
$ Goal
Operate the Child Care Dept. at capacity.  Increase building rentals and secure 100% of membership fees.
Other Goals
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
marketing materials
$500.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$419,500.00 
*
0.12%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Gala
Size of Gifts Sought
 - 
Planning Dates
02/24/2012
08/05/2011
02/25/2012
Activity Date
Other Dates
$170,000.00 
$ Goal
Other Goals
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Marriott
$30,000.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$140,000.00 
*
17.65%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Golf Tournament
Size of Gifts Sought
 - 
Planning Dates
08/10/2011
03/25/2011
08/11/2011
Activity Date
Other Dates
$50,000.00 
$ Goal
Other Goals
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Mountain Dell & other Misc.
$11,000.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$39,000.00 
*
22.00%
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Boys & Girls Clubs of South Valley
Impact 2013

Non-Philanthropic Strategy - Government Contracts
$547,340.00 
$ Goal
Other Goals
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Thank you cards
$50.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$547,290.00 
*
0.01%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Holiday and Year-End Appeals
$2,500 for Holiday 
Size of Gifts Sought
 - 
Planning Dates
10/28/2011
10/07/2011
11/01/2011
Activity Date
Other Dates
$3,500.00 
$ Goal
Other Goals
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Printing and postage
$500.00 
Thank you cards
$50.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$2,950.00 
*
15.71%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Major Gifts
$10,000 - $200,000
Size of Gifts Sought
 - 
Planning Dates
08/31/2011
06/16/2011
09/01/2011
Activity Date
Other Dates
$50,000.00 
$ Goal
Other Goals
Major Gifts Committee
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
10
# of Prospects Needed
Professionally developed case statement, prospect lists, training for committee members
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Printing of professional case statements
$500.00 
Training for committee members
$100.00 
Lunches
$1,000.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$48,400.00 
*
3.20%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Pasker Charitable Lead Trust
54,000
Size of Gifts Sought
 - 
Planning Dates
04/29/2011
03/01/2011
07/01/2011
Activity Date
Secure matching trusts and/or support for the endowment.
Other Dates
$54,000.00 
$ Goal
Other Goals
Leadership Needs
06/16/2011
Leadership Recruitment Deadline
0
# of Prospects Needed
Heritage Club recognition and marketing materials
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$54,000.00 
*
0%
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Boys & Girls Clubs of South Valley
Impact 2013

Philanthropic Strategy - Private Foundations
25,000
Size of Gifts Sought
 - 
Planning Dates
06/30/2011
06/01/2011
07/01/2011
Activity Date
Other Dates
$250,000.00 
$ Goal
Other Goals
Leadership Needs
06/02/2011
Leadership Recruitment Deadline
60
# of Prospects Needed
Paper for grant applications, printing, postage, staff time to develop and implement, and report.
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
letterhead/ office supplies
$400.00 
Printing and postage
$500.00 
Thank you cards
$50.00 
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$249,050.00 
*
0.38%
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Boys & Girls Clubs of South Valley
Impact 2013

Non-Philanthropic Strategy - United Way
$76,000.00 
$ Goal
Other Goals
Materials Needed and Deadlines
Expenses for solicitation strategy
(May include: printing, advertising, supplies, postage, food, staff time, etc.)                                    
Net income for this strategy:
*
Expenses as a percentage of projected funds raised:
Ensure this strategy is giving you a good return on investment.  Utilize percentage to determine the most effective and efficient fundraising strategies. 

* Figures do not take into account staff related expenses, unless you entered data as an expense.
$76,000.00 
*
0%
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Boys & Girls Clubs of South Valley
Impact 2013

IV.  BUDGET
PHILANTHROPIC REVENUE
454 Club
$18,160.00 
Board Challenge
$20,000.00 
Board Giving
$30,000.00 
Corporate Relations
$90,000.00 
Gala
$170,000.00 
Golf Tournament
$50,000.00 
Holiday and Year-End Appeals
$3,500.00 
Major Gifts
$50,000.00 
Pasker Charitable Lead Trust
$54,000.00 
Private Foundations
$250,000.00 
$735,660.00 
Total Philanthropic Revenue
NON-PHILANTHROPIC REVENUE
CRA Donations
$132,000.00 
Earned Income
$420,000.00 
Government Contracts
$547,340.00 
United Way
$76,000.00 
Total Non-philanthropic Revenue
$1,175,340.00 
$1,911,000.00 
Gross Income
SOLICITATION STRATEGIES (EXPENSES)
454 Club
$1,050.00 
Board Giving
$50.00 
Corporate Relations
$50.00 
Gala
$30,000.00 
Golf Tournament
$11,000.00 
Holiday and Year-End Appeals
$550.00 
Major Gifts
$1,600.00 
Private Foundations
$950.00 
NON-PHILANTHROPIC (EXPENSES)
CRA Donations
$550.00 
Earned Income
$500.00 
Government Contracts
$50.00 
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Boys & Girls Clubs of South Valley
Impact 2013

Total as a percentage of projected funds raised:
2.43%
Total Expenses
$46,350.00 
(THE STANDARDS OF ORGANIZATIONAL EFFECTIVENESS STATE THAT FOR AN EXCELLING ORGANIZATION NO MORE THAN 15% OF EXPENDITURES ARE FOR MANAGEMENT, GENERAL AND FUNDRAISING.)
$1,864,650.00 
Net Income
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Boys & Girls Clubs of South Valley
Impact 2013

V.  CULTIVATION
Each board member, development staff member and the Resource Development Committee and related sub-committee members plays an important role in the BGCSV resource development program.  A Board Giving Policy will also be clearly defined and implemented.  Other key individuals include long time supporters such as, city and county officials, as well as donors.  A Parents as Partners Initiative and Alumni Initiative will also be enacted.  Everyone will be trained on how to encouraged their friends and colleagues why it is important to support our cause.  Recognition and cause-related marketing will inspire/empower and motivate board members and supporters to reach their full potential in giving.
Write a short overview that addresses: 
Who are the key people (volunteers leaders or donors) who can impact your resource development program? 
What role should they play? 
How will you recognize and engage these key people in your program? 
Expansion of our donor database needs to be a top priority.  This organization goes back to the same donors over and over again which has created donor fatigue.  New donors are being actively recruited through new memberships with the Hispanic Chamber of Commerce, United Way Women's Philanthropic Network and Corporate Alliance.  College interns or AmeriCorps volunteers will also help to research new donors and present well aligned prospects that support our mission, vision and values.  The Development Dream Team will also work more closely with each board member and volunteer to identify new prospects and training and support on the solicitation process.
Write a short overview that addresses:
Do you have sufficient prospects to get the number of gifts needed as identified on your gift chart? 
How do plan to identify more prospects and cultivate them? 
BGCSV recognizes the value in fostering better relationships with donors and prospective donors. Our goal is to cultivate, recognize and steward more donors so that they feel good about giving to our organization. We will recognize each gift made to the Club within a 5-day period.  Each individual donor will be sent a thank you letter informing them that their gift is important to the Club's mission.  In addition to a thank you letter, donors with gifts more than $500 will also receive a personal call from the Director of Development and/or relevant Board member/volunteer.  Individuals who make gifts of $1,000 or more will also receive a call by the Executive Director and/or relevant board member/volunteer.  All donors will be encouraged to tour the Club and will receive information on the myriad of ways that they can be involved.  Quarterly e-newsletters and other marketing efforts as designed in the marketing plan will help to steward and inform donors and supporters.
Write a short overview that addresses:
How do you plan to steward and recognize your donors?  
Outcomes for our donor relations programs include:
1) Donors feel that their gift - no matter the size- is valued and recognized. 
2) Donors know that their gift is used in the way as it was intended.
3) Donors feel that their contribution is making a difference in the lives of children.
Write a 1 or 2 sentence description the illustrates the outcome that you desire for your donor relations program.  

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Boys & Girls Clubs of South Valley
Impact 2013

VI. POLICIES
Donor Recognition.
1. All donors will be sent a thank you letter and receipt within 5 working days of their contribution. 
2. All 454 Club members' and other individual/corporate donors of $1,000 or more during the fiscal year will be recognized in the annual report. 
3. A donor recognition wall will be established within the Club and maintained to look professional.  
4. Donors of $10,000 or more (not cumulative) will automatically be enrolled as a Jeremiah Millbank Society member and will receive recognition.
5. Donors of $25,000 or more (not cumulative) will receive  "Legacy for Youth" recognition. 
6. Appropriate recognition items shall be given to donors at the discretion of the Board of Directors. 

Outside Organizations/ Businesses. 
1. The Clubs will permit outside organizations/ businesses to conduct fundraising activities that benefit the Clubs, provided that they execute a memorandum of understanding approved by the Clubs prior to the proposed fundraising activity. 
2. Each memorandum of understanding will delineate the responsibilities of the outside organization/business and the Clubs, including a projected amount to be donated, expectations for Clubs involvement, appropriate use of the Clubs name and logo and a disclaimer for liability. 
3. The Director of Development and/or Director of Special Events will be empowered to negotiate and approve all memorandums of understanding with outside organizations/ businesses. 
4. Each memorandum of understanding shall be reported to the Board of Directors. 
5. Under no circumstances shall the Clubs: 
- endorse any product/ service offered by an outside organization/business.
- pay any costs associated with a fundraising activity by an outside organization/ business.
-give an outside organization/ business access to the Clubs' mailing list. 
6. The Clubs may hire professional fundraising counsel for the Clubs sponsored fundraising activities with the approval of the Board of Directors. 

Special Events. 
1. It shall be the goal of all events intended as fundraisers by Clubs committees to net 80% or more of the gross income. 
2. The Chairperson of the Clubs fundraising events will be approved by and be accountable to the Board of Directors. 
3. All written materials for fundraising events which are to be sent to the public will be approved in advance by the Director of Special Events and/or the Director of Development and/or the Director of Operations and/or Executive Director. 
4. When the event involves the sale of tickets or merchandise; a clear statement will be made as to the tax deductibility of the purchase price.  This shall be clearly indicated on the ticket, the invitation or in advertisements for the event. 
-- The event is deductible to the extent that the purchase price exceeds the fair market value of what the purchaser gets in return.  This includes the purchase of goods such as auction items. 
5.  Special Events will be reported on both gross revenue and net revenue (with detailed accounting for related expenses). Each event will maintain its own report and will be multi-year to show comparison of growth and/or needs for improvement.  Revenue should also include fair market value of all in-kind donations received for each event. This will be a total sum reported for 
Do you need to adopt any additional policies to support your resource development efforts? Review your notes from the discussion guides and the written status report (Workbook 2) to further identify needs.  
We have identified a need to create additional policies to support our resource development efforts.
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each line item (“auction items,” “raffle prizes,” “donated services”) as these would be expenses we would have incurred without the donation.  Expenses:  All expenses pertaining to each event will be reported appropriately with amount, vendor and notes explaining changes from previous year. Every expense associated with each event will be reported. (The exception would be staff labor time, which falls under administration. (Exception: a staff or consultant who is “hired” specifically for the event period).  Expenses will also include all hard costs associated with each event.
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VII. CALENDAR
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
Monthly Strategy
Upcoming events for first six months of Year 2011  
Private Foundations
 0
 0
 0
 0
 0
 1
 0
 0
 0
 0
 0
 0
Major Gifts
 0
 0
 0
 0
 0
 1
 1
 1
 0
 0
 0
 0
Pasker Charitable 
 0
 0
 1
 1
 0
 0
 0
 0
 0
 0
 0
 0
454 Club
 0
 0
 0
 1
 0
 0
 0
 0
 0
 0
 0
 0
Board Challenge
 0
 0
 0
 0
 0
 1
 1
 0
 0
 0
 0
 0
Holiday and Year-End 
 0
 0
 0
 0
 0
 0
 0
 0
 0
 1
 0
 0
Gala
 0
 0
 0
 0
 0
 0
 0
 1
 1
 1
 1
 1
Golf Tournament
 0
 0
 1
 1
 1
 1
 1
 1
 0
 0
 0
 0
Board Giving
 0
 0
 0
 0
 0
 1
 0
 0
 0
 0
 0
 0
Corporate Relations
 0
 0
 0
 0
 0
 1
 0
 0
 0
 0
 0
 0
Upcoming events for first six months of Year 2012  
Monthly Strategy
May
April
March
Feb.
Jan.
June
Gala
 1
 1
 0
 0
 0
 0
454 Club
April 01, 2011
Start Planning:
April 29, 2011
End Planning:
June 16, 2011
Evaluation Date:
July 01, 2011
Event Date:
Other Dates:
Board Challenge
June 16, 2011
Start Planning:
July 29, 2011
End Planning:
June 16, 2011
Evaluation Date:
April 02, 2012
Event Date:
Other Dates:
Board Giving
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June 16, 2011
Start Planning:
June 30, 2011
End Planning:
June 16, 2011
Evaluation Date:
July 01, 2011
Event Date:
Other Dates:
Corporate Relations
June 16, 2011
Start Planning:
June 30, 2011
End Planning:
June 16, 2011
Evaluation Date:
July 01, 2011
Event Date:
Other Dates:
Gala
August 05, 2011
Start Planning:
February 24, 2012
End Planning:
March 08, 2013
Evaluation Date:
February 25, 2012
Event Date:
Other Dates:
Golf Tournament
March 25, 2011
Start Planning:
August 10, 2011
End Planning:
August 26, 2011
Evaluation Date:
August 11, 2011
Event Date:
Other Dates:
Holiday and Year-End Appeals
October 07, 2011
Start Planning:
October 28, 2011
End Planning:
December 31, 2012
Evaluation Date:
November 01, 2011
Event Date:
Other Dates:
Major Gifts
June 16, 2011
Start Planning:
August 31, 2011
End Planning:
June 29, 2012
Evaluation Date:
September 01, 2011
Event Date:
Other Dates:
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Pasker Charitable Lead Trust
March 01, 2011
Start Planning:
April 29, 2011
End Planning:
June 16, 2011
Evaluation Date:
July 01, 2011
Event Date:
Secure matching trusts and/or support for the endowment.
Other Dates:
Private Foundations
June 01, 2011
Start Planning:
June 30, 2011
End Planning:
September 30, 2011
Evaluation Date:
July 01, 2011
Event Date:
Other Dates:
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VIII. ORGANIZATIONAL CHART
Reference additional print out of organizational chart created and saved in alternate document format.
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IX. EVALUATING AND MONITORING
The Board of Directors of Boys & Girls Clubs of South Valley has the final responsibility for securing the Club's funding. It has appointed a Resource Development Committee to plan, review, monitor and evaluate all resource development activities of the Club. The Director of Development, Director of Special Events/Communications and Corporate Relations Manager will prepare quarterly reports to the Resource Development Committee. The reports will analyze year-to-date progress versus goals, including projected expenses to actual expenses. The reports will also show the year-to-date progress versus last year. The Resource Development Committee will meet quarterly to review the progress of all activities and will present reports to the Board of Directors. A complete analysis of each strategy will be conducted upon its conclusion based on BGCA Standards of Organizational Effectiveness.
What reports will you need to track your fundraising progress vs. the plan? Do you have systems in place to produce these reports? If not, when will you put these systems in place?
Reports will be generated by the Director of Development, Director of Special Events/Communications and Corporate Relations Manager for the Finance and Resource Development Committees on a quarterly basis. A Survey Monkey will be sent to committee members and other relevant stakeholders to get their feedback on the fundraising events.  Results will be analyzed and compiled by the pertinent Development staff person and shared with the Resource Development Committee members.
Who will provide these reports to the board of directors and how often will they do so? 

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X.  ACTION STEPS
Strategy
As part of the resource development plan, develop a process to conduct well-planned special events that maximize return on investment.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Director of Special Events
Develop written job descriptions for key committee members working on special events.
Director of Special Events
Devise a strategy to cultivate special event attendees.  I.e. personalized thank you letters, newsletters, telephone calls, Club tours etc.
Event Chair/Resource Development Committee
Event 1 date

Event 2 date
Ensure an evaluation after each event is conducted to determine Return on Investment.  Include staff time in your consideration for expenses.  Share a summary of results with the entire board.
Director of Special Events
Implement a system to collect names, addresses and emails of all event attendees
Diversify the organization’s funding streams to ensure it is not overly dependent on one source of revenue.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Resource Development Committee
As part of your resource development plan, identify and implement strategies to increase revenue from funding streams that do not meet the minimum budget percentage as outlined in Assessment Report and SOE’s.

Example: If 20 percent or less of the budget is from individuals, a strategy that should be implemented is the It Just Takes One campaign.
Resource Development Committee
Review the assessment of your funding streams (in the Assessment Report) to determine opportunities for diversification.
Ensure the organization's sustainability through current and active planned giving program.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
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Board Chair and ED
Create a local planned giving recognition program, and implement a Wills and Bequests program.

Example: BGCA’s Heritage Club for recognition
Resource Development Committee
Year-round
Develop a strategy to actively promote and solicit planned gifts to the endowment.  Strategy should include Identifying a volunteer leader to direct implementation
Executive Committee and Resource Development Chair
Implement a board-driven annual campaign that solicits unrestricted gifts from individuals
Resource Development Chair
Review current policies and procedures and compare to the BGCA’s endowment manual.
Leadership
Develop a recruitment and selection process to ensure the right person is selected to lead each fundraising activity.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
ED/Director of Development
Develop and enhance written job descriptions for key volunteer leadership roles.  Seek approval from the Resource Development/Board Development Committees
ED/Director of Development
Draft a written process on the identification, recruitment, evaluation and recognition for candidates to lead solicitation strategies for board approval.
ED/Director of Operations
On-going
Ensure a system to thank and recognize key volunteer leaders in a meaningful way is in place.

Example: Know your volunteer and steward them in a way that shows you care about them.  Possible ways include: article in newsletter, ad in paper, stewardship visit, thank you from a member, etc.
ED/Resource Development Chair
Year-round
Ensure all volunteer leaders are solicited to be donors first.
ED/Director of Development
Gather/review resources and samples for leadership recruitment
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Engage board members in the resource development process by involving them in the cultivation and stewardship of donors.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Resource Development Committee member
Ensure recruitment materials, orientation materials, board member job descriptions and performance evaluations include written expectations for board member participation in stewardship activities
ED/Director of Development
Monthly
Make certain that gift acknowledgement procedures incorporate a personal thank you from the CVO or other board member(s) if the contribution is over a pre-determined dollar amount.  

Example: All donors making a donation of $2,500 or more will received a call from CVO (in addition to a written thank you from CPO)
ED/Director of Development
Monthly follow-ups
Using a list of your top donors/funders, coordinate  “X” number of stewardship visits. (Ideally, visit the top 5-10 percent of your donors.  Conduct as many as possible). Identify the best volunteer or board member to make the visit.  

Example: Set a goal to incrementally increase the number of stewardship visits for each year.  Work to achieve a goal that includes each board member participating in three visits per year.
Ensure the organization employs an adequate number of staff to support the resource development activities.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
ED/Director of Development
BGCA staff with responsibilities in resource development participate in a minimum of three resource development-training opportunities each year.
ED/Human Resource Committee
Ensure job descriptions and performance plans clearly define the roles and responsibilities for all resource development activities.
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Boys & Girls Clubs of South Valley
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ED/Human Resource Chair
Ensure resource development staff are paid competitively and are provided with merit increases and equity adjustments.
ED/RD Committee
If additional support is needed, present the case to Human Resources Committee and Resource Development Committee and devise a plan to fund additional position(s).
ED/Board Chair/RD Committee Chair
Perform an evaluation to determine if the Club employs an adequate number of staff to support current and future resource development activities.
Establish a Board Campaign with 100 percent of board members making personal unrestricted philanthropic gifts.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Board Campaign Chairperson
January-February
Board members are asked to donate a meaningful gift annually through personal solicitation by their peers.
Resource Development Chair
Year-round
Ensure recruitment materials, orientation materials, board member job descriptions and performance evaluations include written expectations of board giving.
Board Development Committee
Make a recommendation to the Board Development Committee to ensure Identification and recruitment process takes into account resource development responsibilities for potential board candidates.
Implement a strategy, which will use volunteers effectively in our resource development efforts.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Resource Development Chair
Coordinate with board members twice a year to engage new volunteers/donors in special events or other fundraising activities
CVO/Board Development Chair
Year-round
Ensure a plan is in place to thank and provide stewardship for volunteers
CVO/Board Development Chair
Ensure a succession plan is in place for committee chairperson and for each committee leadership position
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Resource Development Chair/Board Development Chair
January – February
Ensure each committee that has fundraising responsibilities has a written committee description that clearly identifies goals, activities, etc and is given to all committee members.
Resource Development Chair/Board Development Chair
Ensure that each committee member has a volunteer job description that clearly identifies roles and responsibilities
CVO/Event Chairs (Annual Campaign, Auction, etc.)
Activity dates
Ensure that volunteers are solicited as donors
Board Development Chair
Event 1 date

Event 2 date
Ensure volunteers are given an orientation, which outlines volunteer expectations and reviews why the Club is raising money.  Volunteers should receive ongoing support
Resource Development Chair/Board Development Chair
Year-round
Seek input from volunteers and committee members about identifying new volunteers
Board Development Chair
November
The quantity and the overall effectiveness of volunteers are reviewed annually.  A plan is devised to enhance the value of volunteers for the following year.
Increase the number of board members engaged in the resource development process by involving them personal solicitations.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CPO/ Director of Development
Coordinate 2 educational opportunities for board members that underscore the value of personal solicitations.
CPO/ Director of Development
Coordinate a training for board members - 90-minute “Closing the Gift” training
Resource Development Committee member
Ensure recruitment materials, orientation materials, board member job descriptions and performance evaluations include written expectations for board members participation in personal solicitations of others
Resource Development Chair
Team-up  board members that are inexperienced at conducting personal solicitations with experienced board members or the CPO
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Boys & Girls Clubs of South Valley
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Work with your Board Development committee to establish clear resource development roles and responsibilities for each board member.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CPO/ Director of Development
Coordinate 2 educational opportunities at board meetings that will reinforce board members roles and responsibilities &/or enable them to clearly articulate mission, the Clubs impact on youth, etc. 
Examples: BoardRoom Training, articles from Board newsletters, etc.
Board Development Chair
Regional Conf. date
Area Council date
Nat. Conf.
Encourage participation in BGCA events including the Regional Conference, Area Council Meetings or National Conference
Board Development Committee
Ensure board members actively advocate for the Clubs as one of their top priorities
Board Development Chair
Ensure each board member is evaluated annually for their personal performance in resource development
CPO/Director of Development
Gather all current board member job descriptions, performance evaluations and/or other materials that may include board member expectations to ensure resource development roles are clearly defined.   

Review samples from theFUNDRAI$INGbank
Resource Development Chair/Board Development Chair
Make a recommendation for any changes/updates to the Board Development Committee and for board approval
Operations
Employ the most effective and efficient methods of raising money.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
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Resource Development Committee
October
Assess previous fundraising activities, such as auction, annual campaign, golf Tournaments, etc. for return on investment.  Using this information determine the validity of continuing these strategies.  
Example: Ask should we continue with all the fundraising activities?  Is there another activity that would produce greater results?
CVO/ Resource Development Committee
Year-round
Develop a plan and monitor the progress to ensure the organization spends no more than 20 percent on fundraising expenses
CPO and CVO
Date 1 (planning)
Date 2  (implementation)
Implement a board-driven annual campaign within a defined period of time that solicits unrestricted gifts from individuals

Planning
Implementation
Resource Development Committee
Year-round
Implement sequential fundraising strategies in the resource development plan i.e. spend the most amount of time on those individuals/institutions with a strong  interest and capacity to donate to the Club
Resource Development Committee
Date 1

&

Date 2
Twice a year Volunteers and Board members prioritize and evaluate individuals, corporations and foundations for maximum potential
Ensure internal systems and communication channels are in place to guarantee donor’s funds are spent as intended.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CVO and CPO
Monthly
Board minutes reflect approval of budget and spending and copies are available for public review upon request
CPO
CPO/ Director of Development members will attend BGCA stewardship training
CPO/ Resource Development Chair
Draft gift acceptance policies, seek input from Resource development committee and present for board discussion and approval
Draft gift acknowledgement procedures for review by the Resource Development Committee
Finance Committee
Make a recommendation that the organization has a functioning, free-standing audit committee
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CPO/ Director of Development
Monthly
Set a regular (define frequency) meeting with program staff to address donor requirements, measuring outcomes and to agree on timetable for completing necessary reports
Make sure that the organization has an electronic database that easily generates reports and enables effective management of donor relationships.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CPO
Resource Development Committee
Develop approved board policies that address confidentiality, access, back-up requirements and security of the database to the resource development committee for input and then board approval
CPO
Year-round
Ensure the Club professional who is responsible for managing the database develops a written manual (guidelines) to ensure all data is entered consistently and within the established policies
CPO/ Director of Development
Evaluate the effectiveness of your electronic donor database.   A small sub-committee may be helpful in the overall evaluation process
CPO
Identify a Club professional who is responsible for input and management of the donor database.  Include database management responsibilities into his or her job description and performance evaluations.  Provide opportunities to participate in related training
CPO/ Dir. of Development or Resource Development Committee Member
Make any necessary recommendations for new software, upgrades or ongoing maintenance agreements to the resource development committee
Donor Relations
Develop and implement a written plan that will cultivate new and existing donors.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
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Boys & Girls Clubs of South Valley
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Resource Development Chair
Coordinate a cultivation/stewardship strategy for “X” (minimum of 10) donors who are the best prospects identified by board members/volunteers for a potential increase in his or her gift level.   Agree on an appropriate Club representative to facilitate the relationship
CPO and CVO
Develop or enhance a board approved written plan for recognizing donors.   The plan should establish what recognition will be given for various gift levels and who is responsible for carrying out activities.
CPO/ Director of Development
Devise a plan to actively review and engage donors in Club activities through tours, YOY events, other member events, special events, House Parties of Hope, etc.  Set a goal to engage “X” number of donors each year.
Resource Development Committee Chair
In conjunction with your annual campaign, develop a giving club that recognizes donors at different levels.  Be creative and incorporate future Clubs such as: cumulative clubs, consecutive clubs, planned giving clubs such as BGCA’s Heritage Club, etc.
Establish written gift acceptance policies and procedures for acknowledging gifts
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CPO
Draft gift acknowledgement procedures for review from the Resource Development Committee.  Ensure gifts are acknowledged with 48 hours to 4 days
Ensure that all Club professionals that have responsibilities for implementing gift acknowledgement procedures or gift acceptance policies have these duties included in their job descriptions and performance evaluations.
CPO
Make a recommendation to the executive committee to approve the revised/updated gift acceptance policy.
CPO/ Director of Development
Strengthen the organization’s Gift acceptance policy by ensuring all forms of contributions are included in the policy
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Report to constituencies the sources, uses, and management of donated funds in order to preserve and enhance confidence and trust in the Club.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CPO/ Director of Development
Monthly follow-ups
Coordinate  “X” number of stewardship visits with your top donors/institutions (ideally the top 5-10 percent of your donors.  Conduct as many as possible). Identify the best volunteer or board member to make the visit.  

Example: Set a goal to incrementally increase the number of stewardship visits for each year.  Work to achieve a goal that includes each board member participating in three visits per year.
Resource Development Chair
Coordinate an “After the Gift” 90-minute training for board members.
Board Development Committee
Monthly follow-ups
Ensure board expectations include requirement of “X” number of stewardship visits per year.
CPO/ Director of Development
Year Round
Make a recommendation to the Executive Committee to develop an annual report and distribute to all donors.
CPO/ Director of Development
Perform stewardship activities that demonstrate you “care” for the donor. 

Example: Send birthday &/or anniversary cards, newspaper articles, etc to top donors and volunteers.
CPO/ Director of Development
Provide stewardship reports for top donors (individuals and institutions) that share the impact of their contribution
CPO/ Director of Development
Year Round
Work with Marketing Committee to distribute a quarterly newsletter.  Ensure content shows the impact the Club is making in community and recognizes your donors.
Others
Encourage the CPO and Board members to have active representation on various community boards and civic organizations, which affect decisions, create awareness and advocate for the Club/youth issues.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
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Boys & Girls Clubs of South Valley
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Board Development Committee
Annually review which community boards and civic organizations that your board members also serve.  Develop a plan to fill any gaps
Develop a plan to conduct quarterly House Parties of Hope
Board Development Committee
Establish measured goals and objectives for board members to act as a Club advocates.  

Example: Speak on behalf of the Club at two public events each year
Make certain the organization has an adequate financial system that provides at a minimum, reports to the resource development committee and the Board to monitor progress in resource development activities.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Resource Development Committee Chair
Ensure an evaluation is conducted to on each fundraising activity such as annual campaign, golf tournament to determine the return on investment for each fundraising activity.  Share finding with the board.
CPO/ Finance Committee Chair
Finance Committee will provide reports to the Resource Development and board on: 
*Year-to-date fundraising progress with a comparison to the projected budget and prior years fundraising results
*Year-to-date fundraising progress with a comparison to the projected budget and prior years fundraising results
Resource Development Committee Chair
Make a recommendation to the Finance Committee to analyze the current system for keep financial records.
Regularly review funding and donor trends and utilize data to strengthen resource development strategies
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
CPO/ Director of Development
Year-round
Coordinate a cultivation strategy for “X” (minimum of 10) donors for a potential increase in his or her gift level.   Agree on an appropriate Club representative to facilitate the relationship
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Resource Development Committee
Develop a plan to cultivate “X” number of lapsed donors per year

Example: Develop a special letter to re-engage, invitation, survey, etc.
CPO/ Director of Development
Evaluate funding and donor giving trends regularly (at least annually) and formulate  a plan to improve the trends.  At a minimum monitor:
•	Number of donors each year
•	Dollar amount of top 10 gifts
•	Number of lapsed donors
The organizations marketing plan clearly identifies key messages and targeted audiences to support our resource development efforts.
Proposed Action Step
Person Responsible
Timeline
Date Accomplished
Resource Development Chair/Marketing Committee
Marketing Committee develops and implements a  written strategy with outcome measures resulting in income streams for the organization.
Marketing Committee
Marketing Committee distributes a quarterly newsletter and an annual report.  Ensure content shows the impact the Club is making in community and recognizes your donors.
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Boys & Girls Clubs of South Valley
Impact 2013