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Children’s Discovery Museum Strategic Plan

Resource and Relationship Development


Teresa Decker – August 31, 2017

Premise for approach

Why do some Museums thrive while others flounder? In Magnetic: The Art and Science of Engagement
researchers explored the keys to success for cultural institutions. Preliminarily, they found that high
performing institutions, which they refer to as Magnetic Museums, are able to “attract and retain the
resources necessary to deliver sustained programmatic excellence and growth over time” (Buergeron and
Tuttle, 2013, p. 8).

Magnetic Museum – high performance organizations that deliver tangible cultural and civic value, and
achieve superior business results through a commitment to service, engagement, and empowerment
of others. They are distinguished by powerful alignment around a compelling vision and the lasting
bonds they create through meaningful experiences that enrich and strengthen their internal and
external communities. (Buergeron and Tuttle, 2013, p. 9)

“Becoming magnetic starts with creating alignment at the center of your operations by engaging and
empowering those closest to your organization in the pursuit of a compelling vision of the future. It means
investing in people, forging deep relationships, and activating powerful networks and communities. It means
creating real value for your customers and constituents by being responsive, relevant, and meeting real needs.
Becoming magnetic means building trust, loyalty, and support by consistently meeting or exceeding
expectations” (Buergeron and Tuttle, 2013, p. 9).

As we plan for the future, we need to make sure we have the right resources to carry out the vision for the
Children’s Discovery Museum. The appropriate mix of human capital, financial support, and noncash assets is
needed to carry out the vision as articulated in the Strategic Plan.

Where do we begin? We begin with relationships. They are the starting point. Everything else will follow.
“Whether the relationship is with an object, idea, subject, organization, or another person, that spark of
connection is essential to creating the motivation to collect, learn, explore, or take action” (Buergeron and
Tuttle, 2013, p. 11).

Effectively and deeply engaging the hearts, energies, and imaginations of those in the sphere of influence of
our institution will lead to attracting the right human capital. These talented, tireless, and generous individuals
that make up the Museum staff, boards, volunteers, members, and partners, will move the institution forward
by helping to create community awareness, attract diverse audiences, and build positive reputations. Then, by
engaging, educating, and leveraging the human capital, “financial capital in the form of donations, grants,
sponsorships, admissions, events, sales, and other income” will follow by utilizing the expanded network of
those connected to the institution (Buergeron and Tuttle, 2013, p. 11).

Employing this strategy of relationship and resource building, the following plan was created to correspond
with the larger Strategic Plan for the Children’s Discovery Museum. Focusing on areas of stakeholder
engagement and investment, the plan looks at how we can retain, evaluate, acquire and cultivate resources
and relationships. This plan is a living document that will be revised and updated as needed in conjunction with
revisions to the larger strategic plan and organization budget.
Resources and Relationships Development Strategic Plan 8/31/2017
Teresa Decker

STAKEHOLDER/ INVESTMENT ACTIVITY: FOUNDATION BOARD


GOAL - Engage and leverage Foundation Board Members as leaders, investors, advocates, and activists.
Measurement - achievement of the following: FY 17 FY 19 FY 21 FY 23
Board Giving 93% 100% 100% 100%
Committee/Fundraising Participation Under 50% 75% 100% 100%

Action or Activity Key Objective (s) Responsible party (parties) Timeline


Clarify the role and expectations for Foundation Board Members.
Create board commitment form to clearly state expectations for financial contributions, time, fundraising and leadership. Engaged Team Lead - Shelleigh; Support - Foundation Boad Fall 2017
President, Teresa
Identify key goals and objectives that board and staff will work together on to achieve during a defined period of time. Engaged Team Lead - Shelleigh; Support - Teresa Fall 2017

Create organization scorecard for Board Members. Operational Excellence & Lead - Shelleigh; Support - Foundation Boad Fall 2017
Engaged Team President, Teresa
Implement Scorecard assessment and review schedule. Decide whether the scorecard will be shared monthly, quarterly, Operational Excellence & Lead - Shelleigh; Support - Foundation Board Ongoing after
or semiannually. Engaged Team President, Teresa Fall 2018
Set up a schedule for one-on–ones with board members to gain feedback about board experience. Engaged Team Lead - Shelleigh; Support - Teresa Annually

Engage and empower current Board Members.


Increase mission moment communication and information flow from Museum leadership team to Foundation Board Engaged Team Lead - Shelleigh; Support - All Staff Ongoing
Members.
Ensure that board members have baseline financial literacy and understanding of Foundation financial needs. Engaged Team Lead - Shelleigh; Support - Teresa, TON Finance Annually

Create committees that utilize Board Member strengths and leverage their connections. Engaged Team Lead - Shelleigh; Support - Foundation Board Spring 2018
President, Teresa

Acquaint staff with our current Foundation Board Leaders, Town Council and Town Administration.
Use quarterly meeting time to educate and update staff on the Foundation Board and TON leaders. Engaged Team Lead - Shelleigh; Support - Shelly, Teresa Ongoing
Add Altru notifications on system records for these constituent groups. Notifications will alert front desk staff of their Engaged Team Lead - Teresa Fall 2017
connection to the Museum. They will also let the staff know if they need to complete any follow up action such inform
Executive Director or Development Coordinator of their visit.
Celebrate organizational successes, acknowledge accomplishments of staff and individual board members, and provide Engaged Team Lead - Shelleigh; Support - Shelly, Teresa Ongoing
opportunities for collaboration.

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Resources and Relationships Development Strategic Plan 8/31/2017
Teresa Decker

STAKEHOLDER/ INVESTMENT ACTIVITY: INDIVIDUAL AND CORPORATE DONORS


GOAL - Increase donor pool and retention.
Measurements - Growth in following areas: FY 17 FY 19 FY 21 FY 23
Appeal Donor base 76 100 125 150
Total Annual Unrestricted Giving (Appeals and General)$20,000 $29,000 $32,000 $38,000
Major Donation / Pledge gifts 2 4 6 8
Member to Donor Conversion 0 5% 10% 15%

Action or Activity Key Objective (s) Responsible party (parties) Timeline


Foster a culture of philanthropy that focuses all staff on relationship building.
Educate CDM staff on the CDM budget to create a shared understanding of the role every staff member plays in the Financial Sustainability; Leads - Shelly and Shelleigh; Support - Teresa Ongoing
financial sustainability of the organization. Engaged Team
After the creation of the case for support, train all staff to use common language surrounding the Museum’s need for Financial Sustainability; Leads - Shelly, Wendy, and Teresa Ongoing after
external investment. Engaged Team Spring 2018
Develop, educate, and practice with staff ways that they can engage with our guests and promote philanthropic Financial Sustainability; Leads - Shelly, Wendy, and Teresa Ongoing after
investment including donations made at the desk upon entry. Engaged Team Spring 2018

Leverage Altru to streamline and simplify donor stewardship.


Refine the gift entry and letter generation process to reduce staff time needed for these tasks and decrease Operational Excellence Lead - Teresa Fall 2017
acknowledgement turnaround time.
Assess reporting features within Altru. Identify those that will assist with Impact Reporting. Operational Excellence Leads - Teresa, Shelly, Rachel, and Brad; Input - Spring 2018
Shelleigh and Wendy (messaging)
Document usage procedures for reporting to create shared knowledge among staff and long term succession planning. Operational Excellence Leads - Teresa, Shelly and Rachel Spring 2018

Steward current donor relationships.


Host an annual donor appreciation event at the Museum to build rapport, articulate impact of support, and share Operational Excellence Leads - Amy and Teresa; Input - Shelligh Fall 2017
institutional vision for the coming year.
Conduct a Thank-A-Thon for top donors. Divide the current list of donors between the Foundation Board members to Operational Excellence; Facilitator - Teresa; Leads - Foundation Board Fall 2017
complete phone calls aimed to express our appreciation for their support. Engaged Team Members; Input - Shelleigh
Create specialized thank you letter and supporting materials package for first time donors Operational Excellence Lead - Teresa Summer 2018
Once implemented, utilize impact reporting in donor communications to indicate the power of their support. Operational Excellence Leads- Teresa and Wendy Ongoing after
Summer 2018
Add appeal segments for lapsed donors (LYBUNTS & SYBUNTS). Financial Sustainability Lead - Teresa Fall 2019

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Resources and Relationships Development Strategic Plan 8/31/2017
Teresa Decker

Improve donation channels and options for giving.


Maximize online giving functionality offered by Altru. Operational Excellence Lead - Teresa; Support - IT Fall 2017
Implement a monthly giving program. Operational Excellence Lead - Teresa; Input - Shelleigh; Support - Fall 2017
Wendy (messaging), IT, Finance

Reinvigorate or reestablish giving levels and/or giving circles.


Research past giving designations as well as other ideas in the industry. Operational Excellence Lead - Teresa Spring 2019
Identify new levels and the benefits available for each. Operational Excellence Lead - Teresa; Input - Shelleigh Summer 2019
Upgrade donor recognition signage in the Museum Operational Excellence Leads - Teresa, Shelleigh, and Brad; Support - Fall 2019
Wendy
Articulate updates to donor program to donors Operational Excellence Lead - Teresa; Input - Shelleigh; Support - Fall 2019
Wendy

Ask donors for feedback to build stakeholder engagement and bond.


Research donor surveys - identify the suggested channels/medium, content, timing, etc. Operational Excellence Lead - Teresa Spring 2020
Create donor survey to gain feedback. Operational Excellence Lead - Teresa Summer 2020
Distribute an annual donor survey to gain feedback. Operational Excellence Lead - Wendy; Support - Teresa Annually after
Summer 2020
Invite donors to participate in future planning charrettes and focus groups. Operational Excellence All Ongoing

Begin the relationship cultivation process (or moves management process) with members since they are our closest affinity group.
Restructure membership program to include a philanthropic level membership(s). Operational Excellence Lead - Shelly; Input - Teresa & Shelleigh Summer 2018
Meet quarterly to identify members with donor potential. Operational Excellence Co-leads - Shelly and Teresa Fall 2018;
Ongoing after
Add Appeal segment(s) to engage members in donor communications. Operational Excellence Co-leads - Shelly and Teresa Fall 2018
Establish engagement and moves management process for members which will include but is not limited to new member Operational Excellence Lead - Shelly Spring 2019
letter, thank you letter, and reengagement opportunity for lapsed members.

Establish a major giving program and cultivate relationships with our top donors to grow this segment of donations.
Complete additional Altru courses on Prospect Magement functions in the system and establish an internal process for Financial Sustainability Lead - Teresa Fall 2017
prospect management.
Identify the top 25 current or prospective donors to begin cultivating. Financial Sustainability Lead - Teresa; Input - Shelleigh Fall 2017
Offer constituent interaction opportunities (coffee, lunch, tour, etc.) to build the relationship. Financial Sustainability Co-leads - Teresa and Shelleigh Ongoing
Create individualized moves management plans for top tier donors. Financial Sustainability Lead - Teresa; Input - Shelleigh Spring 2018
Use business cases for programs, exhibits, and initiatives to guide major gift conversations and cultivation efforts. Financial Sustainability Co-leads - Teresa and Shelleigh Ongoing after
Spring 2018
Utilize Altru for capturing notes on donor cultivation interactions. Financial Sustainability Co-leads - Teresa and Shelleigh Ongoing
Setup constituent attributes to capture valuable information such as interests (ie. agriculture, wind energy, elementary Financial Sustainability Lead - Teresa; Input - Shelleigh Ongoing after
education) or hobbies. Fall 2017

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Resources and Relationships Development Strategic Plan 8/31/2017
Teresa Decker

STAKEHOLDER/ INVESTMENT ACTIVITY: FUNDRAISING EVENTS


GOAL - Align events to mission and establish expectations
Measurement - revenue increase FY 17 FY 19 FY 21 FY 23
Total Unrestricted Fundraising Revenue $46,990 $33,000 $40,000 $46,000
Total Restricted Fundraising Revenue $27,600 $16,000 $22,000 $24,000

Action or Activity Key Objective (s) Responsible party (parties) Timeline


Evaluate fundraising events for alignment with institutional branding, mission, and guiding principles.
Use Special Events Purpose Chart to evaluate and establish purpose(s) for each event. Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Fall 2017
Identify goals, leadership needs, and necessary partnerships for each event. Engaged Team Lead - Amy; Support - Teresa & Shelleigh Fall 2017
Establish ROIs expectations and projected cost ratios for each event. We would like to see the average cost ratio of Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Fall 2017
fundraising events to be less than or equal to 25%.
Renegotiate and realign Craft Beer and Jazz Street Fair to Museum mission and guiding principles. Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Fall 2017
Create prospective sponsor list for each event based on organization purpose, revenue history, community connections, Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Spring 2018
and other indicators of potential support.
Create new event idea list to be considered at a later date. Financial Sustainability All Ongoing

Focus and guide Foundation Board Fundraising event leadership.


Establish/select signature fundraising event. Engaged Team Shelleigh/Foundation Board Spring 2018
Develop Event Coordination Committee and assign event chairs. Engaged Team Shelleigh/Foundation Board Spring 2018
Identify and train succeeding event chair. Engaged Team Current Event Chair Ongoing after
Spring 2018

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Resources and Relationships Development Strategic Plan 8/31/2017
Teresa Decker

STAKEHOLDER/ INVESTMENT ACTIVITY: GRANTS


GOAL -Increase grant research and writing efforts to align with long-term planning.

Measurement - revenue increase FY 17 FY 19 FY 21 FY 23


Total Grant Revenue (All restricted) $85,000 $90,000 $100,000 $110,000

Action or Activity Key Objective (s) Responsible party (parties) Timeline


Evaluate current grant funded projects and programming.
Using project award management tools and expense tracking forms, assess the true cost of each project or program. Financial Sustainability Leads - Rachel and Brad; Teresa assist Spring 2018

Identify costs gaps and areas of additional funding need for ongoing projects or programs. Financial Sustainability Leads - Rachel and Brad; Teresa assist Spring 2018
Determine areas of future growth and create business case for the project. Financial Sustainability Leads - Rachel and Brad; Teresa assist Spring 2018

Maintain relationships with foundations and agencies currently providing grant funding.
Collaborate as a team to complete annual grant proposals and reports. Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing

Improve reporting processes to further engage our current granting agencies. Employ impact reporting and "story- Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
telling" to capture the heartfelt impact of the grant funding. Spring 2018

Increase grant research and writing effort to align with long-term planning and resource generation.
Use business case for each underfunded institutional effort to research potential funding opportunities that align with Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
these needs. Spring 2018
Create grant proposals for potential funders for the identified projects in need of support. Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
Spring 2018

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Resources and Relationships Development Strategic Plan 8/31/2017
Teresa Decker

STAKEHOLDER/ INVESTMENT ACTIVITY: STAKEHOLDER COMMUNICATION


GOAL - Communicate financial results and impact to all stakeholders.
Measurements FY 17 FY 19 FY 21 FY 23

Action or Activity Key Objective (s) Responsible party (parties) Timeline


Adopt shared tools for evaluating organizational success and impact.
Define the content needed for impact reporting. What is most valuable to measure? What are the primary changes we Operational Excellence Leads - Teresa, Rachel, Shelly & Brad; Input Spring 2018
are trying to achieve? provided by Shelleigh
Develop a process for collecting the information (data, stories, pictures, quotes). Operational Excellence Leads - Teresa, Rachel, & Shelly Spring 2018
Evaluate current programming, exhibits and other initiatives to analyze, interpret, and articulate impact. Operational Excellence Leads - Rachel, Brad, & Shelly; Teresa provide Spring 2018
support
Create and utilize business case for each effort that includes purpose, audience, stakeholders, expected impact, and cost. Operational Excellence Leads - Rachel, Brad, & Shelly; Teresa provide Spring 2018 and
support Ongoing

Utilize information collected in impact reporting to communicate to stakeholders the results of their support.
Reflect the information collected in the annual report, appeal follow-up, event scripts, grant proposals and reports, etc. Operational Excellence Leads - Wendy and Teresa Fall 2018

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Children's Discovery Museum
Strategic Plan Revenue Projections

Donor and Grant Revenue

FY17 FY19 FY21 FY23


Unrestricted Giving (Operating)

Appeals $16,742 $24,000 $26,000 $30,000


General $3,629 $5,000 $7,000 $8,000
Paint Wall Tile Project $1,500 $1,800 $1,500
Investment Income $3,676 $2,000 $2,000 $2,000
$24,047 $32,500 $36,800 $41,500

Fundraising Events
Pushcart Derby $8,995 $16,000 $20,000 $24,000
Craft Beer and Jazz Street Fair $5,264 $5,000 $5,000 $5,000
Worldwide Day of Play $12,000 $15,000 $17,000
Other * $32,731
$46,990 $33,000 $40,000 $46,000

Total Projected Unrestricted Revenue $71,037 $65,500 $76,800 $87,500


Goal for Unrestricted Donor Revenue $78,536 $79,000 $85,000 $91,500
Difference (Projection - Goal)*** -7499 -13500 -8200 -4000

Temporarily Restricted (Special Projects)


Major Gifts $2,000 $4,000
Doctors in Concert Event Revenue $10,300 $16,000 $22,000 $24,000
Other Event** $15,300
$27,600 $20,000 $22,000 $24,000

Grants
PNC Grow Up Great $40,000 $40,000 $40,000 $40,000
State Farm Innovation Institute $25,000 $25,000 $25,000 $25,000
Township Grant $16,000 $16,000 $16,000 $16,000
Other * $4,000 $9,000 $19,000 $29,000
$85,000 $90,000 $100,000 $110,000

Non-Cash Donations
In-Kind Contributions 16838.57

Notes:
* In FY 17 - the other events included the Olympic Night at the Stadium with the Cornbelters ($1,500) and the Ladies
Luncheon and Style Show ($31,231).
** In FY 17 - $15,300 was raised from the Bayer Feed a Bee Golf Outing for the Mobile Pollination Education Cart.

*** Currently, there is a difference between projected reveneue and goal revenue for future fiscal years. Goal
revenue is based on the strategic plan's goal for fiscal sustainability and complete subsidy reduction. To eliminate
this difference between projected revenue and goal revenue we will explore additional avenues for revenue
generation such as renewing the Ladies Luncheon and Style Show, implementing another event, securing a lead gift
to drive the annual appeal, expanding member philanthropy opportunities, etc. As we move through the Strategic
Plan it will become more apparent which option of additional revenue generation is the most feasible.

T. Decker, 8/31/2017
Resources and Relationships Development Strategic Plan 8/31/2017
Calendar of Activities
Teresa Decker

FALL 2017
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Foundation Board Create board commitment form to clearly state expectations for financial contributions, time, fundraising and leadership. Engaged Team Lead - Shelleigh; Support - Foundation Boad Fall 2017
President, Teresa
Foundation Board Identify key goals and objectives that board and staff will work together on to achieve during a defined period of time. Engaged Team Lead - Shelleigh; Support - Teresa Fall 2017

Foundation Board Create organization scorecard for Board Members. Operational Excellence & Lead - Shelleigh; Support - Foundation Boad Fall 2017
Engaged Team President, Teresa
Foundation Board Implement Scorecard assessment and review schedule. Decide whether the scorecard will be shared monthly, quarterly, Operational Excellence & Lead - Shelleigh; Support - Foundation Board Ongoing after
or semiannually. Engaged Team President, Teresa Fall 2017
Foundation Board Add Altru notifications on system records for these constituent groups. Notifications will alert front desk staff of their Engaged Team Lead - Teresa Fall 2017
connection to the Museum. They will also let the staff know if they need to complete any follow up action such inform
Executive Director or Development Coordinator of their visit.

Donors Refine the gift entry and letter generation process to reduce staff time needed for these tasks and decrease Operational Excellence Lead - Teresa Fall 2017
acknowledgement turnaround time.
Donors Host an annual donor appreciation event at the Museum to build rapport, articulate impact of support, and share Operational Excellence Leads - Amy and Teresa; Input - Shelligh Fall 2017
institutional vision for the coming year.
Donors Conduct a Thank-A-Thon for top donors. Divide the current list of donors between the Foundation Board members to Operational Excellence Facilitator - Teresa; Leads - Foundation Board Fall 2017
complete phone calls aimed to express our appreciation for their support. Members; Input - Shelleigh
Donors Maximize online giving functionality offered by Altru. Operational Excellence Lead - Teresa; Support - IT Fall 2017
Donors Implement a monthly giving program. Operational Excellence Lead - Teresa; Input - Shelleigh; Support - Fall 2017
Wendy (messaging), IT, Finance
Donors Complete additional Altru courses on Prospect Magement functions in the system and establish an internal process for Financial Sustainability Lead - Teresa Fall 2017
prospect management.
Donors Identify the top 25 current or prospective donors to begin cultivating. Financial Sustainability Lead - Teresa; Input - Shelleigh Fall 2017
Donors Setup constituent attributes to capture valuable information such as interests (ie. agriculture, wind energy, elementary Financial Sustainability Lead - Teresa; Input - Shelleigh Ongoing after
education) or hobbies. Fall 2017

Fundraising Events Use Special Events Purpose Chart to evaluate and establish purpose(s) for each event. Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Fall 2017
Fundraising Events Identify goals, leadership needs, and necessary partnerships for each event. Engaged Team Lead - Amy; Support - Teresa & Shelleigh Fall 2017
Fundraising Events Establish ROIs expectations and projected cost ratios for each event. We would like to see the average cost ratio of Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Fall 2017
fundraising events to be less than or equal to 25%.
Fundraising Events Renegotiate and realign Craft Beer and Jazz Street Fair to Museum mission and guiding principles. Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Fall 2017

1 of 4
Resources and Relationships Development Strategic Plan 8/31/2017
Calendar of Activities
Teresa Decker

SPRING 2018
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Foundation Board Create committees that utilize Board Member strengths and leverage their connections. Engaged Team Lead - Shelleigh; Support - Foundation Board Spring 2018
President, Teresa

Donors After the creation of the case for support, train all staff to use common language surrounding the Museum’s need for Financial Sustainability; Leads - Shelly, Wendy, and Teresa Ongoing after
external investment. Engaged Team Spring 2018
Donors Develop, educate, and practice with staff ways that they can engage with our guests and promote philanthropic Financial Sustainability; Leads - Shelly, Wendy, and Teresa Ongoing after
investment including donations made at the desk upon entry. Engaged Team Spring 2018
Donors Assess reporting features within Altru. Identify those that will assist with Impact Reporting. Operational Excellence Leads - Teresa, Shelly, Rachel, and Brad; Input - Spring 2018
Shelleigh and Wendy (messaging)
Donors Document usage procedures for reporting to create shared knowledge among staff and long term succession planning. Operational Excellence Leads - Teresa, Shelly, and Rachel Spring 2018

Donors Create individualized moves management plans for top tier donors. Financial Sustainability Lead - Teresa; Input - Shelleigh Spring 2018
Donors Use business cases for programs, exhibits, and initiatives to guide major gift conversations and cultivation efforts. Operational Excellence Co-leads - Teresa and Shelleigh Ongoing after
Spring 2018

Fundraising Events Create prospective sponsor list for each event based on organization purpose, revenue history, community connections, Financial Sustainability Lead - Amy; Support - Teresa & Shelleigh Spring 2018
and other indicators of potential support.
Fundraising Events Establish/select signature fundraising event. Engaged Team Shelleigh/Foundation Board Spring 2018
Fundraising Events Develop Event Coordination Committee and assign event chairs. Engaged Team Shelleigh/Foundation Board Spring 2018
Fundraising Events Identify and train succeeding event chair. Engaged Team Current Event Chair Spring 2018

Grants Using project award management tools and expense tracking forms, assess the true cost of each project or program. Financial Sustainability Leads - Rachel and Brad; Teresa assist Spring 2018

Grants Identify costs gaps and areas of additional funding need for ongoing projects or programs. Financial Sustainability Leads - Rachel and Brad; Teresa assist Spring 2018
Grants Determine areas of future growth and create business case for the project. Financial Sustainability Leads - Rachel and Brad; Teresa assist Spring 2018
Grants Create grant proposals for potential funders for the identified projects in need of support. Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
Spring 2018

Communication Define the content needed for impact reporting. What is most valuable to measure? What are the primary changes we Operational Excellence Leads - Teresa, Rachel, Shelly & Brad; Input Spring 2018
are trying to achieve? provided by Shelleigh
Communication Develop a process for collecting the information (data, stories, pictures, quotes). Operational Excellence Leads - Teresa, Rachel, & Shelly Spring 2018
Communication Evaluate current programming, exhibits and other initiatives to analyze, interpret, and articulate impact. Operational Excellence Leads - Rachel, Brad, & Shelly; Teresa provide Spring 2018
support
Communication Use business case for each underfunded institutional effort to research potential funding opportunities that align with Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
these needs. Spring 2018

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Resources and Relationships Development Strategic Plan 8/31/2017
Calendar of Activities
Teresa Decker

SUMMER 2018
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Donors Create specialized thank you letter and supporting materials package for first time donors. Operational Excellence Lead - Teresa Summer 2018
Donors Restructure membership program to include a philanthropic level membership(s). Operational Excellence Lead - Shelly; Input - Teresa & Shelleigh Summer 2018
Donors Once implemented, utilize impact reporting in donor communications to indicate the power of their support. Operational Excellence Leads- Teresa and Wendy Ongoing after
Summer 2018

FALL 2018
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Donors Add Appeal segment(s) to engage members in donor communications. Operational Excellence Co-leads - Shelly and Teresa Fall 2018
Donors Meet quarterly to identify members with donor potential. Operational Excellence Co-leads - Shelly and Teresa Fall 2018;
Ongoing after

Communication Reflect the information collected in the annual report, appeal follow-up, event scripts, grant proposals and reports, etc. Operational Excellence Leads - Wendy and Teresa Fall 2018

2019
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Donors Research past giving designations as well as other ideas in the industry. Operational Excellence Lead - Teresa Spring 2019
Donors Establish engagement and moves management process for members which will include but is not limited to new member Operational Excellence Lead - Shelly Spring 2019
letter, thank you letter, and reengagement opportunity for lapsed members.
Donors Identify new levels and the benefits available for each. Operational Excellence Lead - Teresa; Input - Shelleigh Summer 2019
Donors Add appeal segments for lapsed donors (LYBUNTS & SYBUNTS). Financial Sustainability Lead - Teresa Fall 2019
Donors Upgrade donor recognition signage in the Museum. Operational Excellence Leads - Teresa, Shelleigh, and Brad Fall 2019
Donors Articulate updates to donor program to donors. Operational Excellence Lead - Teresa; Input - Shelleigh; Support - Fall 2019
Wendy

2020
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Donors Research donor surveys - identify the suggested channels/medium, content, timing, etc. Operational Excellence Lead - Teresa Spring 2020
Donors Create donor survey to gain feedback. Operational Excellence Lead - Teresa Summer 2020
Donors Distribute an annual donor survey to gain feedback. Operational Excellence Lead - Wendy; Support - Teresa Ongoing after
Summer 2020

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Resources and Relationships Development Strategic Plan 8/31/2017
Calendar of Activities
Teresa Decker

ANNUAL or ONGOING
Stakeholder/Activity Type Action or Activity Key Objective (s) Responsible party (parties) Timeline
Foundation Board Set up a schedule for one-on–ones with board members to gain feedback about board experience. Engaged Team Lead - Shelleigh; Support - Teresa Annually
Foundation Board Increase mission moment communication and information flow from Museum leadership team to Foundation Board Engaged Team Lead - Shelleigh; Support - All Staff Ongoing
Members.
Foundation Board Ensure that board members have baseline financial literacy and understanding of Foundation financial needs. Engaged Team Lead - Shelleigh; Support - Teresa, TON Finance Annually

Foundation Board Use quarterly meeting time to educate and update staff on the Foundation Board. Engaged Team Lead - Shelleigh; Support - Shelly, Teresa Ongoing
Foundation Board Celebrate organizational successes, acknowledge accomplishments of staff and individual board members, and provide Engaged Team Lead - Shelleigh; Support - Shelly, Teresa Ongoing
opportunities for collaboration.
Foundation Board Implement Scorecard assessment and review schedule. Operational Excellence & Lead - Shelleigh; Support - Foundation Board Ongoing after
Engaged Team President, Teresa Fall 2017
Donors Educate CDM staff on the CDM budget to create a shared understanding of the role every staff member plays in the Financial Sustainability; Leads - Shelly and Shelleigh; Support - Teresa Ongoing
financial sustainability of the organization. Engaged Team
Donors After the creation of the case for support, train all staff to use common language surrounding the Museum’s need for Financial Sustainability; Leads - Shelly, Wendy, and Teresa Ongoing after
external investment. Engaged Team Spring 2018
Donors Develop, educate, and practice with staff ways that they can engage with our guests and promote philanthropic Financial Sustainability; Leads - Shelly, Wendy, and Teresa Ongoing after
investment including donations made at the desk upon entry. Engaged Team Spring 2018
Donors Host an annual donor appreciation event at the Museum to build rapport, articulate impact of support, and share Operational Excellence Leads - Amy and Teresa; Input - Shelligh Annually
institutional vision for the coming year.
Donors Conduct a Thank-A-Thon for top donors. Divide the current list of donors between the Foundation Board members to Operational Excellence; Facilitator - Teresa; Leads - Foundation Board Annually
complete phone calls aimed to express our appreciation for their support. Engaged Team Members; Input - Shelleigh
Donors Once implemented, utilize impact reporting in donor communications to indicate the power of their support. Operational Excellence Leads- Teresa and Wendy Ongoing after
Summer 2018
Donors Invite donors to participate in future planning charrettes and focus groups. Operational Excellence All Ongoing
Donors Meet quarterly to identify members with donor potential. Operational Excellence Co-leads - Shelly and Teresa Fall 2018;
Ongoing after
Donors Offer constituent interaction opportunities (coffee, lunch, tour, etc.) to build the relationship. Financial Sustainability Co-leads - Teresa and Shelleigh Ongoing
Donors Utilize Altru for capturing notes on donor cultivation interactions. Financial Sustainability Co-leads - Teresa and Shelleigh Ongoing
Donors Setup constituent attributes to capture valuable information such as interests (ie. agriculture, wind energy, elementary Financial Sustainability Lead - Teresa; Input - Shelleigh Ongoing after
education) or hobbies. Fall 2017
Donors Use business cases for programs, exhibits, and initiatives to guide major gift conversations and cultivation efforts. Operational Excellence Co-leads - Teresa and Shelleigh Ongoing after
Spring 2018
Fundraising Events Create new event idea list to be considered at a later date. Financial Sustainability All Ongoing
Grants Collaborate as a team to complete annual grant proposals and reports. Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing

Grants Improve reporting processes to further engage our current granting agencies. Employ impact reporting and "story-telling" Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
to capture the heartfelt impact of the grant funding. Spring 2018
Grants Use business case for each underfunded institutional effort to research potential funding opportunities that align with Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
these needs. Spring 2018
Grants Create grant proposals for potential funders for the identified projects in need of support. Financial Sustainability Leads - Ed. Staff and Brad; Teresa support Ongoing after
Spring 2018
Communication Reflect the information collected in the annual report, appeal follow-up, event scripts, grant proposals and reports, etc. Operational Excellence Leads - Wendy and Teresa Ongoing after
Fall 2018

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