Invention v. Innovation

Transcription

1 1 Invention v. Innovation Innovation Will Get You Ahead Presented by: Travis Carley, Corporate Vice President AFP Midwest Conference on Philanthropy Tuesday, October 20, 2015

2 2 About the Presenter Travis Carley, Corporate Vice President, CCS 13 years of experience of providing strategic guidance to nonprofit organizations across all sectors Designed, directed, and implemented more than 50 projects raising more than a combined $350 million Previously served as interim Chief Development Manager for Lions International Foundation Developed Feeding America s Campaign Resource Center About CCS CCS was founded in 1947 and is headquartered in New York City, with 11 offices in the US and UK Over the past 68 years, CCS has provided professional counsel to more than 15,000 institutions Each year, we partner with over 350 clients on fundraising goals in excess of $8 billion CCS designs and directs development initiatives for local, regional, national, and international charities across the spectrum of nonprofit sectors including the following clients:

3 3 Objectives Understand the difference between invention and innovation Discuss how to build on success rather than starting from scratch Unlock the tools of operational planning to innovate and create effective plans

4 4 Invention v. Innovation Horace Dediu, ww.asymco.com/2014/04/16/innoveracy-misunderstanding-innovation/

5 5 Innovation Innovation can be incremental Implementing best practice can innovate results Small changes can be a big innovation Often, doing things correctly can transform outcomes Rarely is innovation more rather better There is a time for thinking outside the box, after looking inside it

6 Think Inside the Box 6

7 7 Think Inside the Box There s good stuff in the box! Best Practices Effective Principles Proven Techniques Understand what s in the box first before thinking outside Think more often about how to innovate implementation of best practices rather than inventing new practices

8 8 10 Tools in the Box Case, leadership, prospects, plan Table of gifts People give to people Ask as personally as possible for specific amounts Previous donors make the best prospects Solicit your best prospects first Meetings raise money Know your numbers Engage effective volunteer leaders Have a plan

9 9 Case Leadership Prospects Plan CASE Rationale behind the initiative LEADERSHIP Those who advocate for the cause PROSPECTS Organization s natural constituency PLAN Strategy, emphasis on major gifts and real money

10 Table of Gifts 10 Evaluative Table of Gifts Gift Level Total # of Donors % of Total Donors Funds Raised % of Total Giving Average Giving $2,000, % $2,125, % $2,125,000 $1,000, % $0 0% $0.02% 49.39% $500, % $0 0% $0 $250, % $316, % $316,878 $50, % $450, % $56,312 $25, % $319, % $31,959 $10, % 3.41% $548, % 38.23% $15,676 $5, % $242, % $6,224 $1, % $328, % $1,566 $ % $130, % $ % 12.38% <$ % $481, % $58 TOTAL % $4,944, % $311

11 Table of Gifts 11 Table of Gifts for Planning $3.4 Million Raised in FY14* FY15 FY16 # of Gifts Amount Raised # of Gifts Amount Raised # of Gifts Amount Raised $1,000, $0 1 $1,000,000 2 $2,000,000 $500, $0 2 $1,000,000 3 $1,500,000 $100, $1,251, $1,000, $1,600,000 $50, $424, $500, $900,000 $25, $366, $400, $500,000 $10, $524, $500, $350,000 $5, $178, $250, $100,000 $1, $321, $350, $50,000 <$1,000 4,101 $332,657 Many Many TOTAL 4,369 $3,398,323 $5,000,000 $7,000,000

12 People Give to People 12

13 Ask as Personally as Possible for Specific Amounts 13

14 Previous Donors Make the Best Prospects 14 Hank Rosso s Concentric Circle Constituency Model

15 Solicit Your Best Prospects First 15

16 Meetings Raise Money 16

17 Know Your Numbers 17 Track the right data Track clean data Benchmark appropriately ROI

18 Engage Effective Volunteer Leaders 18

19 Have a Plan! 19

20 Innovation Through Effective Planning 20 Analysis What did we do? = Data/Results What worked and what didn t? = Analysis What could we have done differently? = Opportunities/Challenges Planning What do we need? = Goals How will we get it? = Objectives What work is required? = Actions Who will do it and when? = Assignments/Timeline Write it down Follow it!

21 Data and Results 21 Without good data, analysis is impossible! Fundraising Performance Historic performance Benchmarking By source / constituency By Method Development Expenses Activity Goals and Performance

22 Analysis 22 Overall results Is the program growing? Progress against goals Are we achieving success? Cost to raise $1 Are we efficient? Room for investment? Fundraising by source Diversified and balanced? Fundraising by method What methods are working? Cost to raise $1 by method What does each method cost? Industry/peer comparison How do we compare?

23 Resource Considerations 23 This is critical to making your case and being effective Resource investment may be a pro or a con to your innovation Being more efficient could be key to your innovation Greater ROI doesn t necessarily mean lower cost Keep both new and existing staff time in mind as costs

24 Identify the Challenges and Opportunities Clearly 24 Identify challenges and areas for growth How are we doing? What are our strengths and opportunities? What stands in the way of growth? What is the solution? What can/should be added to the program? What can be changed or eliminated to improve performance? What are areas of greatest opportunities?

25 Clear Goals and Objectives 25 These are critical to making an effective plan Consider various types of goals to make your case and to make your fundraising more effective Review both program need and fundraising potential Identify annual goals for the life of the plan Monetary Goals Activity Goals Operational Goals

26 Action Plans 26 Innovation is enabled by and depends upon the connection of strategy, process, structure, and capability. Execution is the multiplier of innovation meaning that an organization that can execute well on a few good innovations is more powerful than one that has lots of great ideas with no way to execute.

27 Getting Buy In 27 Key Stakeholders Board development committee Executive Director/President/CEO VP/Director of Development Other fundraising staff Buy in and ownership is essential Involve key decision makers early and in key discussions

28 Tips for Innovation 28 Evaluate Keep what s great Get rid of what s not working Understand the mechanics and know what works and why Apply best practices Apply them more effectively Communicate your idea properly have a written plan Implement the plan

29 Thank You! 29 Travis Carley, CCS