Developing a Strategic Fundraising Plan


Developing a Strategic Fundraising Plan

Final Project Assignment: Developing a Strategic Fundraising Plan. Due in Unit 10.

All of the work that you have done on the first three project assignments will inform the work on this final assignment in which you develop a campaign for the coming year that will raise the necessary $50,000. In order to successfully complete this project, you will need to complete the following tasks:

  • Link the organization’s mission, its place in the community, its past fundraising efforts, and current fund development needs to specific fundraising campaign planning.
  • Include the revised three to five major goals with tactics and a completed set of template sheets (included in the Resources) outlining responsibilities and timelines. Include a reasonable estimation of budgetary requirements.
  • Develop a campaign name, suggest marketing materials.
  • Identify the names of at least ten individuals and other potential donors to support the goals you developed in Unit 8. These can be hypothetical or database/based individuals, community leaders, or organizations that you think might get involved in the campaign.
  • Identify a one-paragraph strategy for pursuit of each prospect.
  • Develop a Gift Range Chart with prospects identified (see table 13.3 on page 366 of the textbook, for example and explanation).

For this assignment, you will submit the following:

  • A PowerPoint presentation (10 slides minimum) that builds on the insights of prior assignments (Unit 3, 6, and 8). Please make good use of the Notes section in the PowerPoint to support the information on each slide as if you were presenting the PowerPoint. Plans, forecasts, and expectations must be based on data obtained from the GiftWorks database and the key elements and theories studied in this course, with proper references in APA style. Please plan to use at least five sources to support your ideas in the final project presentation. Make sure your presentation is formatted professionally, not overloaded with text on the slides (utilize the Notes section instead). The voice over is not required unless you prefer to do it.

 

Developing a Strategic Fundraising Plan Scoring Guide

Due Date: End of Unit 10.
Percentage of Course Grade: 20%.

Note: Your instructor may also use the Writing Feedback Tool to provide feedback on your writing. In the tool, click on the linked resources for helpful writing information.

Developing a Strategic Fundraising Plan Scoring Guide Grading Rubric
Criteria Non-performance Basic Proficient Distinguished
Develop a case for support for an organization.
17%
Does not develop a case for support for an organization. Develops a case for the organization that lacks the emotive and economic rationale necessary to garner support from donors. Develops a case for support for an organization. Develops a case for support that offers clearly articulated emotive and economic rationale for supporting the organization, and is substantiated with relevant supporting research and/or documentation.
Evaluate organizational fundraising efforts.
17%
Does not evaluate organizational fundraising efforts. Discusses, but does not evaluate, organizational fundraising efforts. Evaluates organizational fundraising efforts. Evaluates organizational fundraising efforts in a manner that is detailed, accurate, and supported with relevant documentation.
Evaluate available fund development opportunities in the nonprofit sector.
17%
Does not evaluate available fund development opportunities in the nonprofit sector. Reviews, but does not evaluate, available fund development opportunities in the nonprofit sector. Evaluates available fund development opportunities in the nonprofit sector. Evaluates available fund development opportunities in a manner that is thorough, clearly and concisely written, and substantially documented.
Build the relationship between stakeholders, the community, available funding sources, and the mission, vision, and values of the organization.
17%
Does not build the relationship between stakeholders, the community, available funding sources, and the mission, vision, and values of the organization. Builds a funding plan that does not clearly explain the relationship between stakeholders, the community, available funding sources, and the mission, vision, and values of the organization. Builds the relationship between stakeholders, the community, available funding sources, and the mission, vision, and values of the organization. Builds a fundraising plan that clearly articulates the relationship between stakeholders, the community, available funding sources, and the mission, vision, and values of the organization, and is supported with appropriate references and data.
Strategically incorporate available fund development practices to operational planning and the implementation of program outcomes.
16%
Does not strategically incorporate available fund development practices to operational planning and the implementation of program outcomes. Proposes fund development practices that are not the most appropriate for the targeted organization. Strategically incorporates available fund development practices to operational planning and the implementation of program outcomes. Proposes fund development practices that are well researched and documented, and clearly articulates an explanation as to the reason they were selected.
Strategically position fund development opportunities for the elevation of organizational autonomy, fund source reliability, and greatest return on investment.
16%
Does not strategically position fund development opportunities for the elevation of organizational autonomy, fund source reliability, and greatest return on investment. Selects fund development opportunities that do not appear to be optimal for the elevation of organizational autonomy, fund source reliability, and greatest return on investment. Strategically positions fund development opportunities for the elevation of organizational autonomy, fund source reliability, and greatest return on investment. Strategically positions fund development opportunities for the elevation of organizational autonomy, fund source reliability, and greatest return on investment; and the opportunities are clearly documented, supported with careful and extensive research, and thoroughly explained in the plan.

 

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