1 / 8

Strategic Plan Implementation Summary Briefing to EC October 8, 2011

Strategic Plan Implementation Summary Briefing to EC October 8, 2011. Greg Harbaugh President & CEO Sigma Chi Foundation. Considerations.

janna
Download Presentation

Strategic Plan Implementation Summary Briefing to EC October 8, 2011

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Strategic Plan Implementation SummaryBriefing to EC October 8, 2011 Greg Harbaugh President & CEO Sigma Chi Foundation

  2. Considerations • The Foundation’s business, by definition, is cyclical. The expenses incurred by the leadership programs come in the summer months and the lion’s share of revenues come later in the fall, and at calendar year-end. So there are, by definition, months in which we spend more than we take in. Fundamental risks to projections: • Economy • Available talent pool for new hires • Individual Major Gift Officer/White Cross Trust Officer performance variability • Scalability of current initiatives that we hope to expand • Uncertainty of new initiatives • Monthly phasing/timing of revenues are best-estimate

  3. Objectives • Objectives: • Significantly expand the alumni donor base • Significantly increase net revenues over the long term • Some program elements that expand the donor base are likely to be revenue neutral in the near term • The goals represent our best estimates as to what is achievable, given the approach we take. We expect to exceed them.

  4. Time Phasing of Implementation • Phasing may be shifted to spread risk and minimize cash flow concerns • 1855 Society and Bell Chapter Administrators may begin late FY 11-12 • New WCT Officer may train in late FY11-12 • Database research could be done at any time throughout FY • Some hiring may be deferred to allow success in higher priority areas

  5. Specific Needs (In Priority Order) • 1855 Society Administrator • Lead appeal to undergraduates/recent grads • Travel and speak to chapters/provinces to advocate for the program • Carefully distinguish from Life Loyal Sig program • Dramatically expand donor base • Objective is to establish culture of giving to Foundation from initiation • Not a significant revenue source • Telemarketing • Expand outreach to non-donors • Potential to expand donor base and increase revenue • We know it works • We think it is scalable • Spend $.50 to raise $1 - this could change with new demographic groups • Direct Mail • Major revenue source • We think it is scalable • Spend $.50 to raise $1 - this could change with new demographic groups

  6. Specific Needs (cont.) • Bell Chapter Challenge Administrator • Initiates contact with alumni through mailings, phone calls, visits • Follows up on leads developed by MGO’s when MGO’s can’t • Works with FBOG, interested alumni on chapter-specific campaigns • Travel to promote the program • Need focused effort to keep momentum • Major Gift Officers don’t have time to administer program • Critical revenue stream - a ‘must have’ for long term success • White Cross Trust Officers • Nothing works like face to face visits • Huge Tier 3 & 4 alumni population - not major gift prospects • If model works, potential for significant expansion • Revenue compounds year over year w/multiyear commitments

  7. Specific Needs (cont.) • Deferred Giving Specialist • May be able to purchase/contract for needed expertise, at least in near term • In the long term, need in-house expertise and oversight • Emphasis on deferred gifts yield great returns over long term • Critical for endowment growth • PR/Communications • Objective is to redefine Foundation image among alumni • No in-house capability to write Magazine/other articles to bring focus to Foundation • No in-house capability to coordinate DV events/board-hosted events • Potential to support chapter-specific communications • Database Management • Approximately 50,000+ ‘lost’ alumni • Need search/research capability to make best us of database

  8. Specific Needs (cont.) • Chief Development Officer • Significant expansion of both Annual Fund and Major Gift/WCT Officer capabilities will necessitate reorganization • This position will also contribute to Major Gift • Admin Assistants • Major Gift and WCT Officer already clamoring for admin help • Present staff is maxed out • Additional Major Gift Officers • Potential exists for expansion of Major Gift efforts into areas not presently served: West, Southwest, Mid-Atlantic

More Related