Brad Clark, Chief Executive Starship Foundation DIA – Charities Annual Meeting Wednesday 27 November 2013
Purpose / Objectives Core Purpose • To enable every family in New Zealand access to world leading child healthcare and experiences 3-5 Year Objectives • Grow sustainable income base by 7.5% p.a. • Develop leadership capabilities and maintain team culture • Align planning and strategy with DHB's, Starship Children’s Health, MoH • Maintain donor retention at 80% or top 20% of industry* across all donor types * Pareto industry benchmarking report NZ/Australia participating organisations
Pillars of Support • Medical Technology • People, Big & Small – Research/Fellowships – Nurse Training/Education – Patient/Family Experience • Facilities / Services – Oncology/Haemotology/BMT – Medical Specialities/Neuroservices – Starship National Air Ambulance • Experiences – Clown Dr’s; Distraction; Respite; Role Models • Other – Safekids Aotearoa / Prevention
Business Model • Diversified - many and varied touch points • Aligned with DHB / National Child Health Priorities • Minimal bucket shaking / no street appeals • Corporate / Commercial imperatives • National message / leading funder for child health • International links and collaboration • Measured risks to seed initiatives – Puawaitahi, National Shaken Baby Prevention / Kidshealth.org.nz / Telemedicine
Fundraising Strategies • Community – Schools, Events, Challenges, Rotary, Lions • Corporate Partners – Vodafone, ASB, Barfoot & Thompson, Mercury Energy, + + • Friends of Starship • Trusts and Foundations • Bequests • Key gifts / Major Donors • Direct Marketing / Regular Giving / Payroll Giving • Starship Mobile Phone Appeal • Explore new revenue streams – Test, monitor, revise, implement, repeat
Stewardship Managing the relationship / caring for donors: Recognising and thanking donors appropriately to cultivate future loyalty • Always thank supporters: no exceptions, match response channels • Thank early and often: immediate electronic, within 48 hours other channels • Thank them accurately: get basics correct - spelling of name, title, amount of gift Short-term • Tailored and appropriate to gift levels: convert single-gift donors to a second gift, elevate multi-gift donors to other channels, reactivate lapsed donors • Donors feel most engaged within 3-6 weeks of their first touch-point. Ongoing engagement is essential and must be timely. • Stewardship is necessary to keep supporters engaged and developing deeper relationships, to encourage further donations and higher levels of support • Medium-term Make donors feel acknowledged, rewarded and appreciated. Personalise using handwritten notes, children's artwork, and giveaway premiums. • Acknowledge the donor, their gift and their tangible difference. It’s all about YOU. • Develop lifelong donor relationship • Employ best-practice retention strategies • Long-term Build a personal relationship from the organisation, not the individual representative • Be specific, transparent and demonstrate how donations have been used • Focus on the beneficiary and outcomes, not the channel or the charity Exceed Expectations, Surprise and Delight You, You, You.
Acknowledgement • Donations receive a personalised ‘Thank You’ letter and tax receipt within 48 hours. This may be followed up with additional communication in 2-3 weeks. Timely • Response to every donor communication within 1-10 working days, dependent on nature/urgency/channel of the correspondence. • Touch-points are coordinated in timings. • Endeavour to make correspondence as personal as possible. • The donor database is gold. The backbone of everything, manages volume, ensures accuracy, keeps things legal, provides valuable insights, assists quality customer Personal service • Acknowledge supporters’ history of giving to Starship or the personal circumstances that may have prompted them to give – Link & Interest • Depending on the level of donation (or the ‘story’ behind the donation) this can be a personalised letter, a phone call, a visit, a hospital tour, or a Thank You event. • Appropriate The level of giving is measured as both a one off donation and as cumulative donations over the ‘life time’ of the donor. Genuine, transparent and specific to build trust with donors
Stewardship - Corporate Partnerships How we Steward Phone, email, face to face meetings Daily with all stakeholders Five Star C Hosting at events o Relationship Patient stories for engagement m Contributing m Thank you correspondence/events management u Tours n lead via Supporting i PR and Communication of corporate c Campaigns a partner Captain Starship Visits Corp t i Supporters Supporter Thank you/Mingle manager o Personalised Newsletters n Annual Christmas Cards/Greeting Cards General Corporate/GIK Annual Review / Corporate letter A specific level of Stewardship is clearly defined in contract for all corporate partners
Evolution • Social profit vs Not-for-profit • Fundraising is big business - competitive, sophisticated and more challenging every day • Don’t count chickens – complacency is an enemy • Focus on the people – managing donors is a science • The need to acknowledge every level of donor is real and growing • Need to communicate outcomes
The Next 21-years? • Fundraising is a business – great analysis clarifies ROI, informs investment decisions and growth potential • Competition from 26,886 registered NZ charities – differentiate, USP, brand • Competition from individuals – social media, changing consumer attitudes, cashless society • Employer, advocate, enabler, agent of change • Measuring outcomes • International networks • Tell stories, keep it real
Starship kids are our kids… • You are the reason we exist. You are the parents, grandparents, uncles, aunts – and you want the best for your kids • People don’t give because of who you are - people give because of who they are • I’ll leave you with this story, shot and edited by one of the Starship Foundation team - one of the many ways Starship communicates need to prospective supporters
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