Robin L. Cabral, CFRE Moving your development program to the next level a restructure case study

1. Robin L. Cabral, CFREMoving your development program to the next level a restructure case study • Development Consulting SolutionsDevelopment Counsel

2. Welcome and introductions Partner sharing: • Share your name, your role and something about what you do. • Also, share what you hope to “take away” from this workshop?

3. In this session Session objectives: • Why the need for restructure? • When should you restructure fund development? • Steps to a successful restructure? • A “toolkit” for restructure. • After restructure, now what? • Things to remember during the restructure process.

4. “Insanity: doing the same thing over and over again and expecting different results.” --Albert Einstein “Change before you have to.” --Jack Welch “It is not possible to move forward by merely extending the existing approach.” – Robin Cabral

5. Why do you think we need to restructure our fund development departments?

6. Why restructure • When current development function has reached its capacity in terms of effectiveness. • To move towards a new and different model of fund development. • Increase sophistication of the department. • Surmount a plateau in efforts and to be successful.

7. Even more reasons to restructure • Employing more productive and engaged staff. Increase morale. • Utilizing existing resources more efficiently to raise revenue. • Increasing development revenues through a diversified and integrated fund development program. • Decreasing use of time-consuming, ineffective, and costly methods.

8. When should you restructure? • Merger or consolidation. • Funding model change. • Increased revenue demands. • Organizational maturity.

9. Let me share my story…

10. Sisters of Mercy • Order founded by Catherine McAuley of Dublin, Ireland in 1831. Found in over 44 countries worldwide with 4th vow of service to others. • Vowed to serve people who suffer from poverty, sickness, and a lack of education with special concern for women and children. • Reconfigured due to the current reality of religious orders.

11. Northeast Community • Consolidated in July of 2006, the first Sisters of Mercy of the America’s Community to do so. • Geographic territory of: VT, NH, ME, RI, CT and Albany, NY. • Administrative offices located in Cumberland, RI. • Community Leadership Team (CLT) from 6 to 5 with COO.

12. Northeast Community • Each area operating separately and distinctly before the merger in 2006. Of varying degrees of sophistication. • Consolidated into one development office for six regions. Bottom-up approach with no two Sister of Mercy communities similar. • Start-up development office with status quo maintained: 3 newsletters, 2 direct mail appeals, annual report, and special event. to 5 with COO.

13. First steps towards development • One centralized function or separate local departments. • Initial database conversion into Raisers Edge. • Hiring of director of development. • Initial Community assessment and development audit – identify and access areas of need and focus.

14. More first steps towards development • Initial plan of recommendations: strategic vision, case for support, effective and integrated fund development function. • All approved by Community Leadership Team (CLT) for six regions.

15. Partner sharing • In what ways is the Sisters of Mercy Northeast Community situation similar to the “corporate/business” world? • What models of corporate/business restructure could the Sisters of Mercy looked to for direction?

16. Steps towards a successful restructure • Case for support development and need for fund development clarity. Ensure clear messaging and rationale for fund development. • Review and/or conduct development audit. Evaluate for cost effective fund development analysis, and pending financial goals, evaluated the current staffing structure of the new department and constructed one that would reflect revenue sources and eliminate cost inefficiencies.

17. More steps towards a successful restructure • Develop a thoughtful plan of restructure. Consult with mentors and other professionals. • Evaluate and determine staff strengths and weaknesses.

18. The case for restructure

19. Partner sharing Share with your partner: • What might be some other steps needed towards restructure? • What other types of things might be or even should be evaluated?”

20. Previous development staffing Director of Development (f/t) (RI) Previous Development Staffing Structure *as of 11/01/09 Director of Special Events and Major Gifts (p/t) (RI) Special Events and Database Manager (f/t) (RI) Director of Annual Appeals (f/t) (VT) Capital Campaign Manager (Mercy Center at Madison, CT) (f/t)

21. *Director of Development (f/t) New development staffing • **Manager of Individual Giving (f/t) • (portfolio of individual donors, direct mail (acquisition and renewal), online, and phone) • *Oversee the development and implementation of Stewardship Council. • **Grant Writer (consultant – p/t) (corporate, foundation and family foundation) • **Development Assistant (f/t) • (database and administrative and operational support to department) • *Capital Campaign Manager/Manager of Special Projects (f/t) • Development Consultants, as needed • Special Gifts Officer (p/t)(portfolio – special gifts, corporate, business and vendors) • *Responsible for working staff in each area for giving. • **Development Officer (f/t) • (portfolio – special, major and planned gifts****) and for Phase I only – special events. • *Responsible for working with stewards in each area for giving. • ***Development Associate (f/t) • (special events, support individual gift efforts, donor relations and stewardship)

22. Your restructuring toolkit • Use the CertifiedFund-Raising (CFRE) testcontent outline to design new structure. • Consider outsourcing some of the department functions to outside vendors and consultants. • Utilize your human resource department to create new restructured department and ensure hiring and terminations are done fairly and appropriately.

23. Your restructuring toolkit (con’t.) • Consider the need for generalists versus specialists positions or a combination of. • Keep current staff abreast and informed of restructure developments.

24. Partner sharing Share with your partner: • What other types of tools might be found in the toolkit? • What other steps to restructure might there be?

25. After restructure … now what? • Conduct a long-range facilitated strategic planning process and retreat. • Develop a long-range strategic fund development plan for the organization. • Develop a fund development budget that comes directly from long-range work plan. • Work plan used as a management tool by director.

26. After restructure … now what? (con’t.) • Plan implementation begins and overall work of the department. • Focus on more aggressive annual fund, individual and major giving work, and planned gifts.

27. Things to remember • This process is as much a cultural shift and will take time. • Expectation of immediate results. • Value of time to get acclimated and conduct assessment and strategic plan. • Emphasis on bottom-line and not relationships.

28. Take it back Share with your partner: • The top three ideas, concepts, or thoughts about today’s training that you will take back to your office and implement immediately.

29. Questions and answers

30. Development Consulting Solutions Robin L. Cabral, CFRE379 Brownell AvenueNew Bedford, MA 02740 508-993-9383rcabral@developmentconsultingsolutions.comwww.developmentconsultingsolutions.com