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Public Justice Center Development Plan FY17 (July 1, 2016 – June 30, 2017)

Total Budget Revenue Goal: $X,XXX,XXX

Board Responsibility

Make a meaningful personal contribution to the PJC – pledge by August 1, 2016 and pay at least half by December 31 and the full pledge by June 15, 2017

Share PJC materials with others (electronic and print) – bonus points for posting to social media Actively participate in the solicitation of donors and potential donors.

o Support the efforts to raise funds through workplace giving, mail campaigns, and events. o Ask others to contribute to the PJC

Host events such as house parties, brown bag lunch discussions or other networking events where PJC can meet new friends.

WORK PLAN TIMING ACTIONS GOALS ACTIVITY & MEASURES ANNUAL CAMPAIGN

Annual Campaign Raise funds from individuals, board, major donors DOLLARS FY17 GOAL: Indiv. Goal: Champions IN CONTEXT: FY16 GOAL: Indiv. Goal: Champions: ‐‐ DONORS FY17 Total # Donors: Renewal: 50% lapsed

July – October Annual Report STAFF

1. Written summer 2. Designed September 3. Mailed by November 15 4. Communications strategy:

Online attention – add social media component

BOARD

1. Pass along annual reports and use this to start conversations about PJC

Raise visibility and tell compelling story of PJC’s accomplishments in past 12 months. Donor centric # Send: X# reports to current donors plus another X# postcards to donors and prospective donors who have recent history with PJC; also promote through e‐alerts plus social media campaign. Champions: Send with handwritten note

August – October

Workplace Giving (United Way, CCC, MCC, CFC, etc.) STAFF

Raise visibility through email and social media. Eliminate postcards in favor of trying FB and Daily Record ads. Also consider increasing brand awareness

IN CONTEXT: FY16 Total # goal: Actual: FY15 Total # goal: Actual:

1. Marketing through web, print, email, etc.

BOARD

1. Promote campaign numbers in workplace.

2. Participate in the appropriate campaign.

with affordable Facebook, Daily Record banner ads and by encouraging board and ambassadors to promote our campaign numbers in their workplaces. GOAL: Cumulative dollars raised: $ (conservative)

Development Team Division of Labor FY18 John (.4 FTE) Executive Director Leadership & Oversight Board engagement Board Development Leadership Council Lawyers’ Alliance (support) Annual Campaign/Major Gifts Champions Donor stewardship Donor solicitation Grants Grants research, writing, reports Government grants MLSC NCCRC Fundraising campaign Fall Summit Solicitations Stewardship Events (visible/present) Justice for Breakfast Board driven events LA driven events Community Engagement Deepen private bar connections Speak when invited

WHOLE TEAM (as needed) Build PJC’s Community Attend board meetings Staff house parties Support solicitation efforts Support events Support United Way Support outreach efforts

Jennifer (1 FTE) Director of Development Team leadership and supervision Board engagement and staffing Board Development (staffing) Leadership Council (staffing) Lawyers’ Alliance (staffing) Litigation Partnership (support) Annual Campaign/Major Gifts Champions Donor solicitation Donor stewardship Middle Donors strategy Planned Giving Annual appeals (with Erin) NCCRC Fundraising campaign Solicitations (w/J Pollock) Stewardship (w/J Pollock) Annual campaign to coalition Events CARE film Justice for Breakfast (support) Fleisher concert Support board driven events Support LA driven events Grants Grants research, writing, reports Community Engagement Annual Report (lead) Courage Awards Litigation Partners Awards External Award opportunities Social media (support) Planned Giving

Erin (1 FTE) Development Manager Law Firm Campaign Annual Campaign Donor stewardship Annual appeals (with Jennifer) Email campaigns Reduce attrition strategy Grants Grant deadlines – sequencing Grant files Grants research, writing & reports Community Engagement Communications strategy & lead point person for PJC Newsletter (print, electronic) Social media Website Lead overhaul process Content management Events Justice for Breakfast (w/Becky) Support for other events Oversight Data management and analysis Website maintenance United Way Murnaghan Fundraising support

Becky(.5 FTE) Development Associate Annual Campaign Gift entry & acknowledgement Data management & analysis Annual campaign logistics Donor stewardship (support) United Way E-mail campaigns (support) Reconcile eTap w/Quickbooks Grants News articles for MLSC report Events Justice for Breakfast Support for other events Community Engagement E-alerts (support) Newsletter (support) Website content management Social Media Analytics: FB, Tw, Website Add Linked In? Legislative communications

‐ Video testimony ‐ social media ‐ final report ‐ Website maintenance

Adwords Guidestar Amazon Smile Great Nonprofits Primary admin Dev/Exec teams Board meeting prep and staffing Board manual/wiki update

Board Annual Campaign Make contribution Identify prospective donors Write notes on letters Say thanks to donors Engage w/donors Promote United Way at office Events Attend events Support sponsorship requests Promote Justice for Breakfast Host an event PJC Ambassador Find oppt’y for PJC to speak Recruit new board members Recruit others to be engaged Recommend PJC for awards Lawyers’ Alliance Make contribution Promote PJC in legal community Law Firm Campaign

Example of a handout given to Board to guide a planning discussion Shared by Jennifer Pelton, Public Justice Center Offered as part of AFP ICON 2018 Workshop “You’re (Still) Only As Good As Your Plan” Pelton/Beeman

Framework for Board Participation in the PJC’s Annual Development Plan FY2018 [July 1, 2017 – June 30, 2018]

Campaign Board Action: For Discussion @ 3/9/17 meeting 100% Board Participation as Donors [FY17 = 100% participation has been pledged but we have not yet received all gifts; pledged total equaled $9,265 from 16 members.]

100 % Board Participation as donors Pledges by September 1, 2017 All contributions received by June 1, 2018 For discussion: Ask that PJC be among the top five charitable gifts a board member will make during this fiscal year. Set a dollar goal? Or encourage the collective body to aim for a percentage increase?

Direct Mail – typically 2x each year Board and staff review lists of donors For discussion: Writing notes on December campaign? Writing notes in March to lapsed donors?

Operation Expand Justice (offering to ask colleagues for gift or to offer names for special mailing) – sometimes we do it, sometimes not [FY17 – this flopped: we asked board, leadership council and lawyers’ alliance to share names for the NCCRC special appeal in February. Only 2 people participated from those 3 groups.]

For discussion: What would make this effort easier, better, stronger? Are there other ways you can invite people to support PJC?

Host Events House Parties, Happy Hours, Brown Bag Lunches FY17: 4 to date (JFB, Happy Hour, Lecture, House Party) 4 – 5 under discussion now

For discussion: Goal = #? Do you feel equipped to set these up and host them?

Law Firm Campaign FY17: Goal = $40,000 As of March 1, the campaign had raised $31,700 in gifts and $3,000 in pledges from 26 firms. We also wanted to have 6+ roundtable discussions at firms but have not yet had any.

For discussion: Goal = ? How does the new energy of Lawyers’ Alliance alter our goals?

Building connections with donors For discussion: What are you comfortable doing? How can YOU help strengthen our connection with donors (current and prospective)? How can you help us reduce attrition in our donor list? Are you willing to write thank you notes to donors? Are you willing to call donors to say thank you? Other ideas?

Other questions for discussion: Do you feel equipped to do what we ask of you? [Training? Materials? Advanced notice?] [From previous years] What’s too hard? Or too much? How can we make it easier? What should we stop doing? [From previous years] What’s feeling “stale?” How do we make it fresh? What gets you pumped? Where do you want to help?

Example of a handout given to Board to guide a planning discussion Shared by Jennifer Pelton, Public Justice Center Offered as part of AFP ICON 2018 Workshop “You’re (Still) Only As Good As Your Plan” Pelton/Beeman

What goals do we have for FY19 and beyond that need to be planted or developed in FY18? We have the best board ever. Here’s just a few reasons why:

SOME RECENT HIGHLIGHTS:

[NAME] hosted a happy hour at [COMPANY] for NCCRC in January – 60+ people [NAME] hosted a house party in January ‐ $X,XXX [NAME]: Brought Dan Hatcher to Stevenson University in January to discuss his book The

Poverty Industry John Nethercut attended and PJC helped to cross‐promote

UPCOMING OPPORTUNITIES:

March 13: “What’s Going On?” Table Talk – community event with Vincent Thomas March 15: Lawyers’ Alliance members happy hour in B’more March 23: [NAMES] hosting Justice For Breakfast (Bail Reform) April 20[NAMES] again hosting Justice For Breakfast (Race Equity & Education) April 27: [NAMES]– hosting wine tasting at Mt. Vernon Wine & Spirits May 15: John Nethercut to speak at MSBA Young Lawyer Section meeting – connection made by

[NAMES] (LA member) [NAMES]plotting to co‐host a house party in Mt. Washington [NAMES]planning house party in May or June in Charles Village [NAMES]figuring out how to host PJC in discussion with UB Law Students; supported by

[NAMES]

HIGHLIGHTS FROM LAWYERS’ ALLIANCE & LEADERSHIP COUNCIL (non board):

[NAMES] hosted happy hour at Covington for NCCRC in January – 60+ people [NAMES] sent personal email appeal to 17 people asking for NCCRC gifts – 9 gave [NAMES] identified 10 donors for NCCRC campaign and handwrote notes [NAMES] hosted 13th Screening at UM Law in February – 120+ people attended

Can you host a brown bag at your firm?

Will you bring people to the Justice For Breakfast events? Or to the Table Talk events?

Are you interested in co‐hosting another type of event or appealing to friends for support of PJC?

2017-18 ACGT Development Plan

Sample Development Plan redacted and shared with permission of Barbara Gallagher, Alliance for Cancer Gene Therapy. (Thank you, Barbara) Offered as part of AFP ICON 2018 Workshop “You’re (Still) Only As Good As Your Plan” Pelton/Beeman

Objective

Lead and implement an integrated fundraising/development strategy that involves the diversification

and augmentation of current revenue channels to support aggressive growth goals for ACGT.

I. FY2017-18 Revenue Budget

Revenue Categories FY 2017-18 Revenue Budget

% of Total 2017-18

Revenue Budget

FY 2017-18

Stretch Goal

Individuals $XXX,XXX 37% $YYY,YYY

Foundations/Charities $XXX,XXX 14% $YYY,YYY

Fundraising Events (Swim Across America, Wendy Walk, third party)

$XXX,XXX 40% $YYY,YYY

Corporate $XXX,XXX 4% $YYY,YYY

Federated Campaigns $XXX,XXX 4% $YYY,YYY

TOTAL INCOME $X,XXX,XXX $Y,YYY,YYY

II. Development Strategies

A. Major Gifts/Individual Giving – Increase Major Gifts revenue through segmentation, cultivation

& stewardship events, creation of a Legacy Society, an enhanced direct response program, and

development of a recurring gift program

a. Segment donor database

i. Create recognition levels (see attached chart)

ii. Develop stewardship plan for each level

iii. Create donor “portfolio” for each ACGT staff person and key Board members

iv. Utilize WE/ETap resources to prioritize donors and prospects

v. Develop targeted donor list for upgrades

b. Increase Board giving by creating a culture of philanthropy

i. Increase engagement in donor cultivation events – hosting opportunities

ii. Discussion of fundraising initiatives at all Board meetings and calls

iii. Organize Board retreat for May/June 2018

iv. Strengthen understanding of the purpose and process of donor cultivation

v. Develop Board orientation presentation for new Board members

vi. Leverage Board relationships to secure new donors

c. Create an ACGT Legacy Society

i. Develop 18-month launch plan for Edward Netter Legacy Society



ii. Hire Planned Giving Navigator to develop collateral materials, timeline and web

page

iii. Solicit Board members to become founding members

iv. Send a “special invitation” to key donors to launch event in early 2019

v. Investigate opportunity for a “match” to incentivize planned giving

d. Donor Receptions i. September 2017 – John Sites’ home

1. Organize 2 private research “cultivation” receptions for high level donors and prospects

2. September 2017 with [DOCTOR] at home of John Sites 3. Host a private research reception at the April 2018 Research Symposium 4. Collaborate with Board and SAC to host and invite prospects 5. Work with Board members to schedule receptions in the summer and

fall ii. Spring 2018 Research Symposium/Donor Reception - NYC

1. Host a research forum with high level researchers (i.e., NAME) to steward high level donors and cultivate new prospects

2. Work with Board members to find venue and solicit cash sponsors 3. Organize private reception for donors and prospects to coincide with

the event iii. Work with Board members to plan donor receptions in summer and fall of

2018 (i.e., NAME, NAME) e. Direct Response

i. Father’s Day Appeal – June 2017 - $X,XXX raised 1. Personalized patient letter from [NAME] mailed to donors - mid-year

appeal 2. Promoted in e-newsletter and on website 3. Supplemented with direct mailing [specific market] to promote

awareness ii. Macy’s “Shop for a Cause” campaign – July/August 2017 - $X,XXX raised

1. Month-long national, online Crowd Rise campaign with multiple charities participating

2. Online donors to ACGT’s Macy’s Crowd Rise site receive shopping passes

3. Weekly emails from ACGT, sharing on ACGT social media sites 4. Touchpoint for lapsed donors 5. Personalized thank you emails from ND of Philanthropy

iii. Personalized monthly email communications 1. Utilize personalize monthly email updates from CEO, Founder, ED, SAC,

Board member, or patient to connect with donors 2. Include Donate button and links to website within the message 3. Track using UTM codes/SEO

iv. Year-End Appeal –November-December 2017 1. Incorporate Board, donor and patient testimonials into Progress Report 2. Leverage FDA approval of first gene therapy as theme for Report, appeal



3. Personalized letter from patient (i.e., NAME) mailed with 2017 Progress Report

4. Supplement with direct mail piece to [specific market] to promote awareness

5. Supplement with Giving Tuesday online appeal f. Develop Recurring Gift program for launch in Fall 2018/Winter 2019

i. Increase donor retention rate and build new pipeline of donors by creating an

official “Recurring Gift Program” for FY18-19

ii. Promote the option for monthly recurring gifts on website

iii. Incorporate recurring gift option into conversations with prospects and donors

iv. Develop recognition plan for recurring donors

g. Utilize “Social Media Influencers” to enhance online fundraising campaigns

i. Leverage “social media influencers”, including ACGT scientists, for online

fundraising/crowdfunding opportunities and publicity

ii. Utilize “Social Media Finder” in eTap to identify donors involved in social media

B. Fundraising Events – Strategize with special event partners to increase revenue with an

emphasis on securing new teams and sponsors for SAA

a. Swim Across America – 2017 Net Revenue = $XXXK

i. Updated sponsorship and fundraising tools for 2017 Swim ii. Engaged select SAA volunteers to help solicit new teams and sponsors for 2017

iii. Conducted SWOT with Co-Chairs to strategize for 2018 and increase revenue iv. Worked with SAA Co-Chairs to identify key volunteers and participants to help

form a “Recruitment Committee” to secure new teams and sponsors for 2018 v. Connected Larchmont and G-S Swim Chairs to investigate Metro-North

advertising to build community awareness and help increase new revenue vi. Updated sponsorship materials in fall 2017 to pitch for 2018 Swim

vii. Schedule Spring 2018 Yale lab tour for top donors and volunteers viii. Develop communication timeline for the event

ix. Partner with SAA Chairs and Recruitment Committee to meet 2018 $XXXK goal b. 2017 Wendy Walk – Net Revenue - $XXXK

i. Spring third party Walk organized by [NAME] - WendyWalk.org ii. Second grant of $XXX,XXX due for [DONOR] this year

iii. Promoted Wendy Walk in ACGT ENews, on website and at Board meetings iv. Offer additional opportunity to fund sarcoma grant for new ACGT Research

Fellow, [NAME] v. Promote again in ACGT publications again in spring 2018

vi. Invite [NAME] to Research Symposium in spring 2018

C. Foundations – Cultivate new foundations with the goal of submitting 1-2 new grant applications in the fiscal year

a. Personalized outreach to current foundation donors b. Invite foundation donors to research receptions c. Develop prospect list and submit grant proposals to at least 1-2 new foundations d. Create “wish list” for Board to leverage their connections to foundation boards



e. Hire grant writer to prepare and submit applications

D. Corporations – Leverage Board, [NAME] and SAA relationships to increase corporate giving a. Work with CEO and [NAME] to solicit select vendors for general ACGT donations b. Leverage Board relationships to increase corporate support for 2018 Research

Reception, SAA, and direct major gifts (i.e., NAMES) c. Increase corporate awareness of ACGT through SAA Recruitment Committee d. Leverage SAA corporate relationships for future ACGT direct support

E. Donor Communications Plan (see attached Recognition Chart and Calendar)

a. Create donor-centric, year-round segmented communication plan

b. Work with CEO & ED to ensure donor content included in 2017 Progress Report, ENews,

website articles, and other communications

c. Work with CEO & ED on website development to increase donor engagement and online

fundraising efficiencies

ACGT Example Calendar of Work - Redacted

Sample calendar of development work redacted and shared with permission of Barbara Gallagher, Alliance for Cancer Gene Therapy. (Thank you, Barbara) Offered as part of AFP ICON 2018 Workshop “You’re (Still) Only As Good As Your Plan” Pelton/Beeman

THANK REPORT ENGAGE

Constituency May June July

Board Enews Enews Personalized email from CEO announcing FDA

recommendation for approval for CAR-T gene therapy

SAA outreach email from CEO Father's Day Direct Mail Appeal Sites Research Reception Save The Date Email &

Postcard

Gala Thank You's Acknowledgements Macy's Charity Challenge CrowdRise campaign -

weekly email blast

Acknowledgements SAA Thank You's Acknowledgements

SAA Thank You's

Major Gift Donors Enews Enews

Personalized email from CEO announcing FDA recommendation for approval for CAR-T gene therapy

($5,000+) Gala Thank You's Father's Day Direct Mail Appeal Sites Research Reception Save The Date Email &

Postcard

Acknowledgements Acknowledgements Macy's Charity Challenge CrowdRise campaign -

weekly email blast

SAA Thank You's Acknowledgements

SAA Thank You's

Mid-Level Donors Enews Enews

Personalized email from CEO announcing FDA recommendation for approval for CAR-T gene therapy

($1,000-$4,999) Gala Thank You's Father's Day Direct Mail Appeal

Macy's Charity Challenge CrowdRise campaign - weekly email blast

Acknowledgements Acknowledgements Acknowledgements

SAA Thank You's SAA Thank You's

Annual Fund Enews Enews Personalized email from CEO announcing FDA

recommendation for approval for CAR-T gene therapy

(Under $1,000) Gala Thank You's Father's Day Direct Mail Appeal Macy's Charity Challenge CrowdRise campaign -

weekly email blast

Acknowledgements Acknowledgements Acknowledgements

Missouri Historical Society Sample Development Plan

Shared by permission from Yvette Hartsfield, Missouri Historical Society (Thanks, Yvette!) Offered as part of AFP ICON 2018 Workshop “You’re (Still) Only As Good As Your Plan” Pelton/Beeman

Table of Contents

Executive Summary.…………………………………………………………………………………………..2‐6 Comprehensive Campaign………………………………………………………………………………….7‐8 Major Gifts……………………………………………………………………………………………………..…9‐10 General Membership…………………………………………………………………………………..…11‐14 Thomas Jefferson Society.………………………………………………………………………………15‐16 Corporate Thomas Jefferson Society…………………………………………………………………..17 Planned Giving…………………………………………………………………………………………..….….…18 Mid‐Level Giving…………………………………………………………………………………………… 19‐20 Friends of the Missouri Historical Society.………………………………………………….……...21 Young Friends of the Museum…………………………………………………………………………….22 Grants……………….………………………………..……………………………………………………….……..23

Calendars

Grants Calendar.………………………………..…………………………………………………….….…24‐32 Events Calendar………………………………………………………………………………………………33‐45 Communications: Events, Direct Mail, Online..……………………………………………… 46‐51

Development Team Work Flow Chart……………………………………………………………...….52

Appendix

Case for Support Direct Mail Exhibit Sponsorships



EXECUTIVE SUMMARY YVETTE HARTSFIELD

2016 HIGHLIGHTS AND POINTS OF INTEREST Missouri Historical Society welcomed 517,337 visitors in 2016, a record number in over 80 years! Thomas Jefferson Society surpassed goal by $XX,XXX, an increase of 13.65% over 2015; welcoming 16 new members. Over 309 joined the 1866 Society, generating over $XX,XXX in new revenue celebrating our 150th anniversary. We are continuing this celebratory giving circle through August of 2017. Mid-level and upper level members/donors increased by 22%; senior level members ($55) were the most likely to upgrade to the 1866 Society with an additional $150 gift. Overall membership fell by 5.7% from 5,451 to 5,139. MHS has been experiencing a decline in membership since 2012; although our membership retention rate is 82.8% well over the industry standard range of 60-75%. This tells us we need to increase our efforts in attracting new members. Little Black Dress Opening Celebration event created new relationships for us. From this one event, Bank of America came to us to fund the restoration of a portrait from the Lindbergh collection, Las Flores Mexicanas. 1,679 members attended four premiers: Spies, Traitors and Saboteurs; Little Black Dress, Route 66 and Toys of the 50s 60s and 70s. Individual, corporation and foundation contributions increased over last year by 19.63% in support of exhibitions, conservation and programs.

NATIONAL TRENDS FOR 2017 Total giving is expected to increase by 3.6%, higher than the 10 year average, but lower than the 25 year average.1 Although this prediction could shift if the charitable tax deduction faces new challenges as Congress addresses tax-reform.

1 The Philanthropy Outlook 2017 &2018; Indiana University’s Lilly Family School of Philanthropy and Marts & Lundy.



Highest percentage of giving still comes from individuals at 70.9%; followed by foundations at 15.6%, bequests at 8.9% and corporations at 5%. This has not shifted much from previous years, other than more gifts are coming from private family foundations versus individual households.

28% of affluent households, those with at least a $200,000 annual income said they planned to increase their giving through 2018; 55% will give the same amount.

Rise in new women philanthropists and growth in women’s funding networks has been the trend in recent years, but expected to accelerate in 2017; not only because they control more wealth, but in backlash to perceived threats to gender equity. 2

Donor advised funds continue to be on the rise. The St. Louis Community Foundation increased their donor advised funds by 686% in 2015 (60 new donor-advised funds). We have many donors who make their gifts through this vehicle. 3 They attract many of the wealthiest donors in our region because as small and mid-size business owners retire and their children do not want to run the family business, the St. Louis Community Foundation can process their complex gifts of closely held businesses.

Over the next decade, it is projected that the wealth transfer in Missouri will equal $135 billion.4

While online fundraising from small donors has not yet been successful, it keeps gaining momentum.

Of concern: The current administration is likely to redirect the current focus of the National Endowment for the Humanities (NEH) from diversity, multiculturalism and representation of vocal constituent groups toward programs that the administration considers to have made “America great.”5 Not sure yet how this will impact MHS grant seeking in 2017.

2 Inside Philanthropy; Philanthropy Forecast, 2107; Trends and Issues to Watch 3 Lindsay, D. P.‐P. (2016, November). A New No. 1 and a Record Year of Giving. Chronicle of Philanthropy. 4 Joslyn, H. (2016, December). The 5% Solution. The Chronicle of Philanthropy, 32.

5 Piereson, J. (2016, December). Trump Administration, and Congress, Likely to Tackle Endowment Hoarding and Foundation Sunset Rules. Chronicle of Philanthropy, 22.



MISSOURI HISTORICAL SOCIETY GIVING BREAKDOWN | 2016

INDUSTRY STANDARD GIVING BREAKDOWN

Comparing the MHS giving pie to the national average gives us good idea of where we need to continue to focus our efforts into the future. We are fortunate to have a large portion of our overall charitable dollars come from corporations, but it makes us vulnerable when the economy shifts, there is a change in administrators, or a change in overall strategic direction. The giving pie illustrates we have an opportunity for growth in individual giving through memberships, sponsorships and identified planned gifts. Individual giving will continue to be the primary focus of the development team as we move into 2017.

At this point, we are not dependent on government grants and contracts, so we will not be negatively impacted by any slash in federal or state funding for arts/cultural institutions.

Bequests

Individual

Memberships/TJ

Corporation

Foundation

Grants/Contracts

Other

27.7

11.4

20.7%

Total Giving by Individuals59.8%

30 8

7.1.8

Bequests

Individuals

Corporations

Foundations

8.

70.9%

5%15.6

Marts&Lundy 2017 Projections



2017 INITIATIVES

The primary focus of 2016 was to find new donors and cultivate strong relationships in

preparation for a comprehensive campaign scheduled to launch in 2017. We were successful in

our priority objectives and are in a stronger position to launch a campaign in the third or fourth

quarter of 2017. The year ended 51.9% over budget; even when factoring out the $1 million in

unanticipated bequests, we still ended the year 13.2 % over budget with increases in almost

every area.

2016 2017

Budget Actual Budget Variance

between 2016 & 2017 Budget

Bequests Contributions Grants/Contracts Membership Other Thomas Jefferson

Total: For 2017, we are forecasting a 38.3% increase over the 2016 budget, focusing significantly on

sponsorships and upper level giving with individuals and mid-size St. Louis based companies.

Our four main initiatives will be 1) expand our reach in sponsorships through cultivation of

individual donors and midsize locally owned companies; 2) continue our outreach to identify and

cultivate upper level donors to the Thomas Jefferson Society; 3) build a new membership

program within the museum where we are experiencing record attendance; and 4) conduct a

feasibility study for a comprehensive campaign and prepare for the launch.

Sponsorships

Little Black Dress, Route 66 and even Toys attracted new interest from corporations that had not

previously been involved with the Museum, or at least not for a long time. We began working

on the Civil Right exhibit in the 4th quarter of 2016 and found an enthusiastic audience. With

each new exhibit, the development team along with leadership volunteers (board members and



friends) are identifying leaders in the St. Louis community who can assist in connecting us to

possible funders interested in that topic, assisting us in expanding our supporter base.

Upper Level Giving

We continue to identify donors for the Thomas Jefferson Society through our board members

and current Thomas Jefferson Society members. Last year we held several small gatherings to

recruit new TJ members, each very successful. We also piloted an initiative to engage the next

generation of long standing St. Louis families. We will continue that in 2017. Our efforts were

successful in 2016 with our exceeding the goal by $XX,XXX (13.65%).

Membership Program

While upper level giving increased in both number of donors and dollar amount, we still

experienced a decrease in our overall number of memberships, 5% in 2016 versus 4% in 2015.

The introduction of the 1866 Society did indicate to us that many of our members have the

capacity and willingness to contribute more, as 291 current members (mostly senior members)

gave an additional $150 to join this one time celebratory giving circle. After having met with my

counterparts at the other ZMD institutions regarding their membership programs, I am

recommending we conduct an extensive donor and membership research study, listen to our

members as to what they want in membership, and then roll it out with the rebranding at the

beginning of 2018. In the meantime, the development team will increase visibility of

membership in the Museum and Library and Research Center through signage in the Grand Hall

and donation boxes. We have already taken steps with the communication team to add

membership messaging to all digital and print mailings. We doubled the number of new

members last year and with increased visibility and I think we can increase it again. We also

changed our members renewal system the second half of 2016, which seemed to show an

increase in membership renewal…we have a new donor software, so we have to assess this after

we have the numbers for a full year.

# # #



MAJOR GIFT CONTRIBUTIONS YVETTE HARTSFIELD

2012 2013 2014 2015 2016 Goal 2016

Actual 2017 GoalContributions

Goal: Increase overall contributions by $XXX,XXX; a 49.3% increase above the 2016 budget and a 24.7% increase over 2016 actual contributions.

Objective 1: Raise $X,XXX,XXX in sponsorships to support the cost of exhibit design, artifact conservation, marketing/communications, community programming and education and publications.

1. For each exhibit identify a team of volunteer solicitors consisting of board members and other civic leaders to assist in connecting the museum to local businesses, corporations, and individuals with natural interest in the key points.

2. With the exhibition team, break down the exhibit into marketable sponsorship levels based on the exhibit design and artifacts on display.

Objective 2: Create and Maintain a Pool of Major Gift Prospects

1. In 2017, celebrate our 150 years of collecting the region’s stories through a fundraising event that not only raises unrestricted funds, but cultivates community leaders and St. Louis society families.

2. Review current donors and Thomas Jefferson Society list to identify best prospects for larger gifts.

3. Identify prospects from Regional Business Council. 4. Review Book of Lists for potential corporations and companies and top executives 5. Review MHM vendor list for company prospects. 6. Review prospect lists from recruited major gifts team. 7. Meet with board members, Friends and other key leadership volunteers to identify

individuals with strong relationships to prospects. Objective 3: Identify a Major Gifts Team

1. Recruit President, development committee, key leadership volunteers and key staff . 2. Identify how they can assist by identifying prospective donors, strategizing plans,

opening doors, hosting cultivation events, and soliciting. 3. Identify funding priorities and tie them to potential prospects and volunteer solicitors.

Objective 4: Create Opportunities to Cultivate Major Donor Prospects 1. Set up Individual meetings. 2. Set up Family History Parties in individual homes or the LRC. 3. Arrange behind the scenes tours for individual donors. 4. Arrange exhibit tours and lunches with the President.

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