Priority 1: Build capacity through fundraising to support RMIT s strategic priorities Overall target: Fundraising income target is $1,730,000 (10% increase from 2011 based on centralised donations of $1,575,000) 1.1 Develop and implement a sustainable, marketresponsive major gifts program that supports RMIT s strategic priorities. 1.1.1 Develop prospect pipeline 2012 2015 inclusive of; 1.1.1.1 Development and methodology for prospect pipeline. Prospect Researcher supported by FRC Jan Feb Methodology developed and CAP rating applied to all prospects. 1.1.1.2 Identification of major gift prospects. Ongoing Prospect Researcher Number of prospects identified up 20% against 2011 baseline 300. 1.1.1.3 Undertake monthly moves management reviews. Ongoing - Q2 Ass DD, Acting DD, Project Researcher with support from Global 200 prospects actively engaged through events/activities, major gifts secured. Q3 Q4 DD, Ass DD (KB, SF), Project Researcher 1.1.2 Develop clear strategies for engaging prospects. Ongoing Acting D, Ass DD Cultivation Plans developed for top 100 prospects. Next steps planned for next 100 identified prospects. Q2 Q3 Ass DD (KB, SF), DD 1.1.3 Identify fundraising priorities. - Q4 Acting DD, DD, supported by Global Consultation and sign off of priorities in association with work undertaken on Case for Support. 1.1.4 Maintain and build 2012 Ask Plan. Ongoing Q3 Q4 Acting DD DD Ask Plan up to date in accordance with moves management activity, gifts secured. 1.1.5 Undertake a major donor event. Q3/Q4 DD Top donors participate, leads developed for further engagement. SPQ/I&D Business Unit Plan Version_2/19 January 2012 Page 1 of 5
1.2 Provide strategy for the annual appeal to build a culture of giving with alumni and a long-term pipeline for major gifts. 1.3 Develop bequest program to engage, convert, and sustain bequest prospects. Overall target for annual appeal is 10% increase of donors over 2011 baseline 130. Target 150 1.2.1 Develop segmentation plan to inform Annual Appeal plan and communications. 1.2.2 Develop communications plan and appeal device, in terms of audience and media. 1.2.3 Support implementation of operational plan. 1.3.1 Review bequest activity to date and best practice. Ass DD (KB), AAS Segmentation plan developed in line with 2011 strategy. Ass DD (KB), AAS and appeal device includes personalised approach reflecting segmentation. Lead by AAS, Ass DD (KB) Operational plan delivered in line with strategic directions. Q3 - Q4 Ass DD (SF) Bequest review report finalised. 1.3.2 Recommendations developed including conversion and stewardship practices. Q4 Ass DD (SF) Bequest program recommendations made and incorporated into 2013 stewardship plan. Priority 2: Engage with donors and prospects to meet fundraising objectives Overall target: Increased engagement of donors and prospects measured via contact reports. (10% increased contact from 2011, 15% 2012 and 20% 2013) 2.1 Build engagement with donors and prospects to provide philanthropic support by streamlining stewardship activities and leveraging university wide strategic opportunities for engagement. 2.1.1 Implement donor stewardship matrix. Ass DD (KB), AAS Matrix uploaded to RE, built and tested by end January. 2.1.2 Develop strategy and lead on Scholarships Ceremony inclusive of; 2.1.2.1 Event strategy and implementation. Acting DD Event strategy written and implemented. 2.1.2.2 Undertaking data review to identify scholarships for inclusion. Project Manager, AAS, scholarships office Data provided to inform possible scholarship inclusions. SPQ/I&D Business Unit Plan Version_2/19 January 2012 Page 2 of 5
2.1.2.3 Liaising with donors, scholarships office and schools to confirm inclusion. Project Manager, AAS Acting DD, AD AAS Schools and donors informed of scholarships for inclusion. 2.1.2.4 Liaising with University Events to deliver event. 2.1.3 Provide reports to donors on the impact of their donations. Q4 Acting DD Event delivered as a key engagement opportunity for donors, staff and students. Q3 Project Manager, AAS Endowment and annual progress reports sent to donors. 2.1.4 Standardise documentation and implement for tactical Development events. Acting DD, supported by Executive Assistant Event documentation standardised and implemented. 2.1.5 Develop a university-wide Engagement Strategy as endorsed by VC and VCE Dec 2011. 2.1.6 Review donor stewardship events within planning for 2013. Q3 - Q4 DD University wide engagement strategy developed and approved by VCE Q4. Q4 DD Donor stewardship events reviewed and incorporated into 2013 planning. Priority 3: Undertake a review and implementation of a Development policy and procedure framework that will regulate and monitor universitywide practices in gift acceptance, administration, reporting and relationship management to build capacity for long-term fundraising. Overall target: Centralised administration and reporting of all philanthropic gifts to meet legislative and regulatory requirements. 3.1 Secure internal foundations for a long-term sustainable fundraising program based on best practice, transparency and effective service delivery. 3.1.1 Develop policy for review. Project Manager Policy drafted for review by end February. 3.1.2 SAP/RE interface project. - Q4 AD AAS, ITS, FSG SAP/RE interface completed by end of 2012 and AAS able to report on centralised fundraising income and disbursements. 3.1.3 Internal consultation and buy-in. Project Manager, AD AAS, Ass DD (KB) Stakeholder consultation completed and draft distributed to ensure buy-in and approval. 3.1.4 Approval Phase. Q2 DVC, Global, Project Manager, AD AAS New policy signed off by VCE by June. SPQ/I&D Business Unit Plan Version_2/19 January 2012 Page 3 of 5
3.1.5 Implementation Q3 Q4 AD AAS, AAS, Project Manager, Ass DD (KB) Effective implementation of policy and processes to ensure professional service delivery to donors. 3.1.6 Continued use of standardised gift deeds. On-going Project Manager Standardised gift deeds used for all gifts $5,000+ to ensure transparency and compliancy with donor s intent. Priority 4: Review, develop and lead on external and internal communications that promote a culture of giving at RMIT. Overall target: Clear articulation of Development priorities, processes and opportunities for collaboration (int.) and engagement opportunities (ext.) External 4.1 Determine RMIT s strategic fundraising priorities and communicate with donors and prospects using best practice approaches to achieve engagement and conversion. 4.1.1 Distribute 2011 Donor Recognition magazine inclusive of; 4.1.1.1 Developing plan for distribution including segmentation, communication devices, distribution list. 4.1.1.2 Implementing magazine distribution plan. Jan- Feb February Acting DD, AAS AAS, Acting DD Plan developed to ensure mailing to all stakeholders, donors and prospects. Magazine mailed to all 2011 donors, past donors, engaged alumni, key internal stakeholders. 4.1.1.3 Reviewing impact of magazine distribution via feedback and donations. 4.1.2 2013 Donor Recognition magazine strategy developed, copy and donor list approved. Q2 Acting DD, AAS Review report written and recommendations made for 2013. Q3 DD, AAS Donor magazine 2013 approved by VC end Dec 2012. 4.1.3 Identify RMIT s strategic priorities and articulate Case for Support inclusive of; 4.1.3.1 Developing framework for a Case for Support. January Led by Global Framework for Case for Support developed and approved by DVC end February. 4.1.3.2 Interviews and consultation and meetings with internal and external stakeholders. Led by Global, with support from Acting Fundraising priorities, key messages, tactics, behaviours, advocates, language identified. SPQ/I&D Business Unit Plan Version_2/19 January 2012 Page 4 of 5
DD, Alumni Coordinator 4.1.3.3 Drafting of Case for Support for sign off. Q2 Q4 Acting DD, DD, Alumni Coordinator Case for Support articulated and approved end of 2012. 4.1.4 Review 2012 external communications for 2013 planning including magazine, emails, PR, tactics, behaviours and language. Q4 DD 2013 External Plan developed to promote Case for Support to prosects and donors. Internal 4.2 Increase the profile of Development activities internally, seek buy-in, leverage advocacy for Development university wide. 4.2.1 Undertake stakeholder consultation meetings as a key step in Policy and Procedure framework development. 4.2.2 Policy and Procedure Framework approval process and presentation. Q2 Project manager, AD AAS, Ass DD (provide strategic support) Acting DD (clear roadblocks) Acting DD, AD AAS, Global, DVC Consultations are successful in gaining internal participation, feedback and leads both policy and procedure through to approval stage. Communication internally motivates stakeholder buy-in and feedback. 4.2.3 Develop a Donor Engagement Strategy to realise long-term university-wide fundraising aspirations that relies on active collaboration and support of Marketing, Scholarships, Events, FSG and AAS. (endorsed by VCE in Dec 2011) 4.2.4 Review 2012 internal communications for 2013 planning. Q3 - Q4 DD Strategy developed, approved by VCE Q4 Q4 DD 2013 Internal Plan incorporates recommendations from 2012 Plan review. 4.2.4 Continue to inform internal stakeholders using regular university-wide communication channels. On-going Acting DD, DD, Coordinator AAS Regular updates distributed via RMIT Update, RMIT website SPQ/I&D Business Unit Plan Version_2/19 January 2012 Page 5 of 5