The goal is to raise $4-5 million to fund four (4) years of operations including a Maccabiah based on the following roughly estimated split: $5,000K

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1 Maccabi Fundraising Strategy Until now, each part of Maccabi was responsible for its own financial management including its fundraising. It has long been felt that a co-ordinated approach across Maccabi made sense, and Maccabi Australia (MAI) now proposes how this can work, how the entire organisation will benefit from a co-ordinated approach, and how the opportunities for success are greatly enhanced by all parts of the organisation working together. With the recent agreement in March 2015 that Fundraising is seen by the States as one of the key roles for Maccabi Australia, how this will work in earnest is mapped out in the following pages. However, it cannot be stressed enough that in order for this strategy to succeed it requires: a) the state bodies and clubs to trust MAI to deliver; as well as b) transparency with the donors, state bodies and clubs as to how the money is being spent/distributed. The funds proposed to raise are about supply funding to balance the states and clubs operating budgets. In this way and through this process Maccabi Australia must be considered the giver of last resort. Goal The goal is to raise $4-5 million to fund four (4) years of operations including a Maccabiah based on the following roughly estimated split: Maccabiah Junior Carnival MPP MAI NSW WA & QLD OTHER $1,300K $ 200K $ 200K $1,000K $1,000K $1,000K $ 200K $ 100K $5,000K Notes: Funds earmarked for states above include the allocation to the state body and their clubs. Junior Carnival and Maccabiah are supported in order to reduce the cost of participation in the hopes of increasing participation, working to strengthen the arguments relating to continuity. 1 P a g e

2 Key Messages Whilst sport is Maccabi s point of difference it may not be the reason or the sole reason why a major donor will contribute to this campaign. Below are five key platforms that will be developed upon to generate the interests of donors: i. Continuity ii. Maccabiah iii. Sport iv. Junior Carnival v. Education & Leadership A key challenge will be convincing donors/community that sport is integral to continuity. Messages around the following will continue to be developed: o o Continuity through local sports: Allows Jewish children and adults to meet other Jewish children and adults (those who attend/ed different schools whether Jewish, Government or other Private, new migrants, etc), hoping to reduce assimilation rates Reduce anti-semitism by playing and engaging with the non Jewish community Continuity through International Sport: Visit to Israel for children and young adults In a recent Touch Points Review undertaken by JCA, the research identified that a visit to Israel is significant in helping young people connect to their Jewish identity. The other three legs are: what happens in the home; Jewish education during school years; and youth movements. Sources of Funding This Fundraising program is centred around four (4) key sources: I. Major donors A four (4) year giving program will be developed, along with a giving matrix that encourages contribution upwards of $100,000 pledges over four years i.e $25,000 per annum. An agreed list of prospective major donors will be ring fenced to enhance success. A first draft of this list can be found in Appendix A. II. Corporate Sponsors National and International brands only MAI will look at opportunities to work with national and international brands only as part of this program. Existing local sponsors at Club and State level will not be impacted and those relationships can continue. Where national and international brands are being exposed only at the local level, MAI will work with that state or club to determine if there are any further opportunities. Through this process, the State or Club will be no worse off financially should the relationship move to MAI. 2 P a g e

3 III. IV. Federal Government MAI has applied to the Australia Sports Commission to be recognised as a National Sporting Organisation. Should this eventuate, options for seeking government funding increase significantly. Top line research will need to be undertaken to determine the potential. Funding of Visits to Israel (Maccabiah) Opportunities will investigated with the likes of UIA, JNF and JCA regarding the assistance in funding of trips to Israel. Keys to Success 1. Trust within Maccabi Maccabi Australia is committed to this process. It has assigned time and resources into the development of this strategy and into the program s outcomes. There will be significant internal stakeholder consultation through the second half of 2015 to build this trust and obtain complete buy-in. This consultation requires all parties to be open and honest so that the final program does in fact meet the needs of the various parts of the organisation, whilst allowing states and clubs continued opportunities to engage with their members and build a club culture. 2. Adherence to Fundraising Guidelines Attached to this document are the Fundraising Guidelines. Whilst at this stage not overly prescriptive they set out the key parameters around the types of fundraising still accepted and indeed encouraged at the state and club level. Further to this MAI will provide assistance in the development of this type of fundraising, producing a How-to Guide for Clubs requiring assistance with their fundraising 3. Ensure all donations are tax deductible Maccabi Australia will work with the Australian Sports Foundation and the Maccabi Victoria Sports Foundation to find the best option to assure tax deductibility of all donations. 4. Branding and communication A key element in making this work will be to have a single source for the branding and communication. We will need to be consistent and remain true to message. It is recommended that a sub committee to the Fundraising portfolio be created in the area of branding and communication. Ideally there would be three individuals with skills across visual branding, written communications and design. This in turn would need to be worked in line with existing maccabi branding guidelines and activities. 5. Developing the various platforms adequately Significant work will need to be undertaken to flesh out the platforms noted in this paper. The branding and marketing sub committee would be the drive behind the development of these messages with the aim to providing communication that: o Ensures the continuity platform stacks up against and is seen to be as important as Crisis and Care o Represents the Education and Leadership Strategy s tangible outcomes and impacts o Defines who within a Maccabiah team funds will support - being open and transparent in system and process o Confirms the importance of an event the likes of Junior Carnival has for continuity 3 P a g e

4 6. Agreement to the Allocations Policy A draft Allocations Policy is also attached to this Strategy. The stakeholder consultation process will give each part of the organisation the ability to fully understand the policy and its related processes. A final document will then be made available. 7. Donor Relationship Management All donors will be assigned a Relationship Manager the person deemed most appropriate whether a Board Member or Staff person. Office support and resources will need to be allocated to manage ongoing donor relations. It is this relationship and continued communication that will encourage donors to continue to give beyond their first pledge. A Donor Relations plan will need to be developed and strictly adhered to. The underlying premise is to ensure a transparency of reporting by the organisation and the development of a quality relationship. Some options for consideration, above regular phone calls are: Regular newsletters 2 to 4 time per year Birthday greetings Happy anniversary from date of first donation Monthly informal updates 8. JCA sign off for MAI to fundraise in NSW A challenge for MAI is to work with the JCA to ensure that Maccabi NSW s interests are maintained. Ian Sandler and Barry Smorgon will work directly with the JCA to ensure all requirements are put in place. TIME LINE Task Responsibility Deadline Strategy Sign off MAI Board June Board Meeting Stakeholder Consultation with Ian Sandler July-October 2015 States and Club Barry Smorgon Ellana Aarons Tax Deductibility Ellana October 2015 Sydney Strategy sign off State Boards October 2015 Strategy sign off Clubs October 2015 Marketing and Branding Sub Committee overseen by Ian and Ellana To be launched as part of the 90 th Anniversary Develop a Club How-to Guide Ian Sandler November 2015 Ellana Aarons Start Fundraising All November 2015 Research Grant Opportunities MAI Office February P a g e

5 Appendix A Donor Prospects Name State Name State Lowy Family NSW Paul & Andrew Bassat Graf Family NSW Gandel/Thurin Ivany Family NSW Stewart Baron Roth Family NSW Trevor Cohen / Mel Curtis Barry Smorgon NSW Besen Family Vidor Family NSW Morrie Fraid/Zac Freid Phil Wolanski NSW Rafi Geminder Education Heritage NSW Jack Gringlas Jeremy Dunkel NSW David Harris Geoff Levy NSW Sylviu Itescu David Shein NSW Carol Jolson Brian Schwartz NSW Ricky Kornhauser Peter Smaller NSW Eddie Kuttner Greg Shand NSW Rafi Lamm Phil Green NSW Bori Liberman Vaughn Blank NSW Andrew Rettig Danny Goldberg NSW Greg Rosshandler Paul Ehrlich NSW David & Graeme Smorgon Rob Lederer NSW Pratt Family Gus Lehrer NSW Sam Alter Nora Goodridge NSW Suzie Carp (Castan) Andrew Boyarsky NSW Peter Edwards (Victor Smorgon) Matt Blatt NSW Erdi Family Jack Hansky Lionel Krongold Maijtlis Family Evie Danos Naomi Milgrom Larry Kesselman Michel Slopoi 5 P a g e

6 Appendix B Maccabi Fundraising Guidelines The success of Maccabi s fundraising will depend on Maccabi Australia genuinely being perceived as the central fundraising body for Jewish Sport in Australia and in this capacity as the co-ordinator of all fundraising activity Non aligned and unauthorised fundraising activities undertaken by Maccabi State and club bodies, no matter at what level, diminish the impact of the assertion that Maccabi "knocks once on your door". This recognises that internal fundraising helps to meet minor specific needs and builds an "esprit de corps" amongst a state s or club s membership. FRAMEWORK Effective from November 2015, Maccabi Australia will work on behalf of Maccabi States and Club to raise significant funds on behalf of the organisation. The purpose of this fundraising will be aligned to meet the ends of each of the entities clubs, state and nationally that cannot be met via responsible membership fees and minor fundraising activity. Any Maccabi state or club conducting a "public appeal" to the Jewish Community shall be ineligible to receive funds raised by Maccabi Australia. Organisations are encouraged to consult with Maccabi Australia, particularly when in doubt about a proposed activity or where it is considered that there are special and unusual circumstances. The funds raised by Maccabi Australia will be distributed in accordance with the approved Allocation Policy. PUBLIC APPEAL A "public appeal consists of one or more of the following elements: Broad-based solicitation of funds through large-scale events in support of Club or State activities, whether limited to membership of the organisation or made to the broader community. An appeal entailing multiple paid advertising in the media. A direct mail or telephone component that generally goes beyond the organisation's membership. Any appeal to members of the community generally outside the membership of the organisation. Membership includes the immediate family of members. A public appeal which by virtue of its size, quantum of funds sought, timing, activity or frequency may be seen as undermining or leading to confusion with the annual Maccabi campaign. PERMITTED FUNDRAISING ACTIVITIES Membership fees. Fundraising within the club s membership in a manner consistent with its traditional fundraising activities and generally of a minor nature (e.g. raffles, theatre tickets, program brochures, diaries, sports activities) 6 P a g e

7 Voluntary minor donations associated with annual membership. Sponsorship and advertising (in liaison with the Maccabi Australia) Bequest programs Building or capital appeals approved by Maccabi Australia Fetes Unsolicited donations. Project-based crowdfunding campaigns. Note: The Maccabi Victoria Sports Foundation Annual Appeal (operating within agreed Maccabi Australia guidelines) having preceded the establishment of Maccabi Australia's centralised fundraising responsibility has been an agreed exception. Note: No State or Club will be worse off where it is agreed that their current activity is at odds with the proposed new direction. Any funds foregone will be allocated to them prior to the general allocation of funds. ELIGIBILITY TO RECEIVE FUNDS In order for a state or club to be eligible to receive funds they must: Have paid their membership fees ie states to MAI and Clubs to States Be MPP compliant to the full extent possible Have an updated and valid constitution If they have Participants, they have the constitution in place that allows this, and are working with their state s Oversight Committee. Be using approved branding logo; uniforms 7 P a g e

8 Appendix C Allocations Policy This document outlines the underpinning philosophy and processes of the allocations of funds raised by Maccabi Australia. 1.1 Allocations Philosophy Net general funds available for allocation will be prioritised as follows: 1. Basic Needs Dependent Clubs for under 25 sport (as determined by State bodies). The quantum to be allocated to each club will be limited to 30% of the total revenue the club raises from its users, minor fundraising activities and sponsorship. 2. Basic Needs Dependent States (QLD, Vic and NSW) 3. Basic Needs MAI 4. Junior Carnival 5. Maccabiah for athletes under the age of Basic Needs Dependent Clubs for over 25 sport 7. Maccabiah for athletes over the age of Growth Needs Robust States (WA) 9. Growth Needs Robust Clubs (e.g. NSW Tennis and Golf Club) 10. Growth Needs for MAI, Dependent States and Clubs Where funds are raised for specific projects via directed gifts then these funds will be allocated for the specific project (e.g. MPP). Where funds are raised and the donor specifies them for a specific activity or club or state then the amount raised would be used to reduce the amount the activity, club or state would be entitled to receive from the general funds allocation. General funds are defined as all monies raised via donations and sponsorship that are not directed to specific project, activity, club, state or MAI. Before any funds are allocated from the pool of General Funds any State or Club that has given up their right/ownership of a specified donor or sponsor will be compensated for their loss of revenue and therefore only the net general funds will be available for distribution by the Allocations Committee Defined: Basic Needs Of Dependent States and Clubs The fundamental assumption is that Dependent states and clubs are unable in the short to medium term to raise sufficient recurring funds to cover outgoings and they are being funded on the basis of needs. States and Clubs must still continue to raise and collect as much money as possible. The underlying assumption is that club membership fees should, in good faith, cover the cost of participation, whilst being kept in line with other comparable clubs. Clubs cannot expect to 8 P a g e

9 be allocated funds to cover cost increases that could reasonably and realistically have been covered from increased membership fees. Good governance practices should be in place. This relates to the setting of fees, the establishment of budgets, the tracking and reporting of financials on a regular basis. Given that the majority of Maccabi s funding is coming from the community, the organisation must value communal outcomes and have widespread communal support Defined: Growth Needs Activities that support the state or club in responding to changing needs. If the growth is to meet unmet needs of existing activities, factual evidence of need will be required. 1.2 Allocations Process To alleviate the amount of work required in the preparation of submissions to the Allocations Committee, information requests focus as much as possible on obtaining copies of existing off the shelf documents rather than requiring the preparation of new reports. Information required: I. For State Bodies and MAI an overview of last year s operations; financial data; problems and challenges facing the organisation; long term financial and organisational issues / risks; an update on previous issues raised by former Allocations Committee; reporting on the use of the previous year s allocation; a summary of the organisation s strategic plan. II. For Clubs an overview of last year s operations; financial data; problems and challenges facing the Club. III. For Maccabiah or Carnival or Special projects an overview of the scope of project/activity together with budget and appropriate explanation thereof demonstrated impact on Jewish continuity 9 P a g e

10 1.3 Allocations Committee The Allocations Committee will be comprised of three independent people who are not currently board members of MAI, a state body or any Maccabi Club but who have an understanding of sport and who currently hold or who have previously held Maccabi membership. The MAI Board will recommend the people to sit on the Allocations Committee and the Member States will approve the committee members in accordance with other voting rules within the MAI Constitution. Each member serves a term of three years and will become the Committee s chair in their last year. The first Chair will only sit on the committee for one year only, and the second for two year s only. It is the responsibility of the Chair of Fundraising on the MAI Board to recruit the new member of the Committee each year. Each year the Committee will receive up to five submissions: i. From Maccabi NSW, incorporating its needs and those of its member clubs ii. From Maccabi WA, incorporating its needs and those of its member clubs iii. From Maccabi QLD iv. From Maccabi, incorporating its needs and those of its member clubs v. From MAI The Committee reviews these annual submissions from each organisation/special project/activity requesting funds. All submissions are analysed to understand the key strategic, operational and financial issues. After thorough analysis and consultation the Committee makes allocation recommendations based on its understanding of the relative needs of the organisation or activity. Each of the five entities (the four states and MAI) receives a single vote to approve the recommendation. The Allocations Report needs to be passed by no fewer than three of the five voting entities. That is, the report requires a simple majority to be passed. While basic needs for dependent clubs will be determined by each state for their respective clubs, the overall quantum available for distribution to Dependent Clubs will be determined by the Allocations committee. The funding needs of priorities 1-4 take precedence should there be a shortfall of funds. 10 P a g e

11 Appendix D - Recognition and Donor Care Matrix <to be inserted> 11 P a g e