Collaborative Fundraising United States Business Meeting Biloxi, Mississippi 2007

1. Collaborative Fundraising United States Business MeetingBiloxi, Mississippi2007

2. The Big “O” Opportunity Why Collaborative Fundraising?

3. 2005 Contributions: $260 Billion Overall, corporate dollars only represent a small “slice of the pie” Foundations (11.5%) Corporations (5.3%) Bequests (6.7%) Individuals (76.5%) Source: AAFRC Trust for Philanthropy/Giving USA 2005

4. Direct Response Special Events Sponsorships Focused on 1/3 of the Market Major Gifts Legacy Gifts (or Planned) Gifts of Assets 1/3 Wealth Distribution of Donors Distribution of Wealth

5. Current Program Fundraising Silos Example SOI New Jersey Caribbean GOC-China Sponsorships Special Events Tele-fundraising Major Gifts? Legacy Gifts? Sponsorships Special Events Tele-fundraising Major Gifts? Legacy Gifts? Sponsorships Special Events Government Major Gifts? Legacy Gifts? Sponsorships Special Events Government Major Gifts Legacy Gifts

6. Vision • Working as a Movement to build life-long relationships that connect an individual’s or institution’s philanthropic interests to Special Olympics work.

7. Collaborative Fundraising Two interrelated projects: • Passion Model • Major/Planned Gift Pilot

8. Fundraising Process Identification Cultivation Stewardship Solicitation Gift Acknowledgement Gift Processing

9. Passion Model • Tapping the potential of our large donor base to identify donors with affinity and capacity to make a significant gift to Special Olympics

10. The Passion Model: Overview • Traditional Point of View – Identifying Major Gift and Planned Gift Prospects • Data: Public Record • View of Capacity • Less insight into donor • Everyone knows this info

11. The Passion Model: Overview • How to Detect Passion • Passionate donors give more often, at higher dollar amounts, and for longer periods of time. • Passionate donors are interested in everything we do • they donate • they attend events • they volunteer and join committees • they visit our web site • they read our publications • they tell us their opinions • they accept phone calls

12. The Passion Model: Overview • How to Detect Passion • Passionate donors do not want you to lose touch with them. • Passionate donors tolerate your mistakes (or, put another way, they are not looking for reasons to stop giving). • Passionate donors are willing, even interested, in sharing information about themselves.

13. Passion Model: Overview • Focus on data: self reported, interactions, affinity, consolidated data • View of donor interest, touchpoints and passion • More colorful, true to life insights • Remembering how donor “raised his hand” for Special Olympics

14. The Approach Wealth and Age Appends Passion Profile... Intersect of Passion, Stakeholder and demographics to guide next steps Passion Model CDMP Giving, Volunteers, Stakeholder TM Giving Appended

15. Project Status • Twenty US Programs participated and provided donors/gifts from TM to append to CDMP donor base • Work team of US Program/SOI/ SONA representatives established to develop business rules and plan roll-out • Passion Profile directories distributed in December. • Wealth Engine.com Prospect Research tool provided for participating Programs • Cultivation training and best practice sharing will begin in Quarter 1, 2007

16. Fundraising Process Identification Cultivation Stewardship Solicitation Gift Acknowledgement Gift Processing

17. Major/Planned Gift Pilot Key Elements • Defined processes and protocols • Appropriate checks and balances • Shared investment/shared risk • Trained major and planned gift professionals • Consolidated and shared constituent data • Revenue sharing principles and formulas • Success will be measured by activity, impact on revenue, improved trust and transparency and improved understanding of our donors and their interests

18. SOI-SONA Staff resources (3 FTE) Overly $1,000,000 in start-up costs Share in ongoing annual expenses Support President’s Committee SOI RDC support investment and strategy Programs Staff resources Share in ongoing annual expenses Support BOD CEO/Senior Staff Shared Investment

19. Revenue Sharing • Qualifying Gifts Any gift of $10,000 or more generated for any purpose from: -Individuals -Foundations (except Corporate)

20. Revenue Sharing • Gifts to Participating Programs 90/10 split • Gifts to SOI 90/10 split

21. Value Proposition to US Programs • Expertise • Support Team • Systems • Case Materials • Planned Giving Program • Realize Additional Dollars

22. Value Proposition To Donor • Donor Centered • Coordinated strategy/team • Seamless system with one internal view of touch points • Improved stewardship • Donor Satisfaction • Increased trust and loyalty • More Attractive Portfolioof Giving Options • Ability to Have Greater Impact for Their Gifts

23. Special OlympicsGlobal Vision forConstituent Relationship ManagementExcerpts from CRM Strategy defined Jan 2004Updated as of Dec 2006

24. Constituents of Special Olympics Core Supporters Influencers & Leaders Collaborators Core constituents are those individuals that are essential to running sports training and competitions. Supporters are those constituents who financially support the Movement. Influencers & Leaders are individuals and organizations with the capacity to significantly impact financial support, public policy, and societal attitudes. Collaborators are third party individuals and organizations who work in partnership with Special Olympics on areas of mutual interests. • Athletes • Coaches • Families • Unified Partners • Volunteers • Corporate Sponsors • Donors • Event Participants • Law Enforcement • Foundations • Major Donors • Planned Givers • Celebrities • Government/Heads of State • High-Profile Community Leaders • High-Profile Media • SOI Board Members • SO Program Board Members • VIPs and High-Level Guests • Youth • Educators • Community Service Providers • Medical Directors • Partner Organizations • Researchers • Scientists • Sports Organizations Relationship Managers Relationship Managers represent the thousands of Special Olympics staff and volunteers in over 150 countries who play an integral role in building relationships with the above constituents. • Games Organizing Committees • Accredited Programs • Sub-Programs / Local Programs • SOI

25. Technology – Desired State Well-defined and standard interfaces exist between local data management systems and enterprise databases. This enables local Programs to use appropriately scaled systems for their needs and provides an effective mechanism for consolidating constituent information across the global enterprise. Local/Program Databases Enterprise Databases Global CRM Database Local databases – either maintained locally (e.g., a custom Access database to track coaches within a sub-Program) or provided and maintained by SOI (e.g., local version of GMS) – roll up into enterprise databases which are maintained by SOI on behalf of all levels of the Movement. A central CRM database stores baseline information from each of the enterprise database solutions about all Special Olympics constituents – Core, Supporters, Influencers & Leaders, and Collaborators.

26. Constituent Touchpoints Special Olympics’ Constituent Touchpoints • A constituent’s experience with an organization occurs at a “touchpoint.” • A touchpoint is the intersection of an eventor interaction taking place via a channel using a particular medium. Touchpoint Interaction Medium Interaction Registration Training Program Sports Competition Volunteer Activity Fundraising Medium Face-to-Face Mail Email Telephone Fax Internet C h a n n e l Channel SO Program SOI School Third Party Example: An athlete submits her registration via mail to a SO Program. An organization’s ability to provide the right touchpoints, and add value at each touchpoint, determines the quality of a constituent’s experience. Excerpted from IBM Corporation’s CRM approach.

27. Integrated View of Core Constituents Special Olympics constituents can participate within the Movement in a variety of roles throughout their lifetime. Without an integrated view of constituents, Special Olympics has no way to effectively cultivate the multi-faceted involvement that is available to these constituents. Athletes Families Donors Coaches Volunteers Unified Partners

28. The Constituent Life Cycle An effective CRM strategy takes into account the full lifecycle of a constituent. ACQUIRE RETAIN • Build Awareness • Research • Prospect • Invite • Engage • Acknowledge • Fulfill • Service Organizations that can effectively raise their profile and re-energize the public’s awareness of their mission will be best positioned to attract and engage new constituents at lower costs. “Implementing a ‘system’ that enables the intelligent and responsible use of information will build trust with constituents and, in the process, develop rich relationships that generate loyalty, retention, and ROI.” – Peppers & Rogers EVOLVE “Organizations that achieve the transformation to a constituent-focused enterprise will survive – especially when resources are scarce and people are being asked to do more with less – and thrive, no matter what the economic environment.” – Peppers & Rogers • Service • Cultivate • Cross-Market • Leverage Relationships

29. Technology – Desired State The core sets of constituent information captured locally roll up into one of seven SOI-managed enterprise databases: Athlete Management System (AMS), Family Support Network website (FSN), Volunteer Management System (VMS), Event Management System (EMS), SO Get Into It Database (SOGII), or Team Approach (TA). Core Supporters Influencers & Leaders Collaborators EMS SOGII AMS /GMS • Athletes • Coaches • Unified Partners • Event Participants • VIPs and High-Level Guests • Educators • Youth TA • Celebrities • Government/Heads of State • High-Profile Community Leaders • High-Profile Media • SOI Board Members • SO Program Board Members • Corporate Sponsors • Donors • Law Enforcement • Foundations • Major Donors • Planned Givers • Community Service Providers • Medical Directors • Partner Organizations • Researchers • Scientists • Sports Organizations FSN • Families VMS • Volunteers Relationship Managers • Games Organizing Committees • Accredited Programs • Sub-Programs / Local Programs

30. Roles and Responsibilities Roles: Assist in case for support Accountable for gift Stewardship of the gift Program at the center Roles: • Influence • Determining donor’s interest • Communicating with donor • Asks for the gift • Input on strategy Natural Partners (many) Program orFund Recipient (many) Donor Roles: • Linking donor interest & funding opportunity • Defining/executing strategy • Accountable to the donor • Stewardship of the donor • Donor is the center Relationship Manager (1) Support: Research Case materials Proposal writing Planned Giving program