Philanthropic Support

• Life-long relationship/Increase alumni contact and participation
• Grow philanthropic revenue
• Database integration and secure online network
• Complete largest fund raising campaign in NOLS history

Photo: Rich Brame

The Goal
By 2013, NOLS will grow our philanthropic operating revenue as part of the operating budget by 25% (from the end of 2007). To achieve this goal we will continue to significantly grow our annual fund. In addition, by 2013, NOLS will complete a capital campaign that significantly increases the size of the school’s endowment. Subject to further definition of the school’s needs and the potential for fundraising in the NOLS community, we anticipate that the campaign goal will be at least $15 million. It is also our goal for NOLS to end this campaign with a firmer foundation for future growth in philanthropic support.

Context
To pursue its mission as a nonprofit educational institution and to achieve its strategic and operating goals, NOLS must increase the level of recurring philanthropic revenue in its operating budget. The school made very substantial progress during the term of the prior strategic plan in establishing an effective development effort, endowment investment program, and community of alumni support. As a result, it enters this plan period with record philanthropic revenues and student financial aid, a renewed and expanded physical plant, funded operating reserves, and a balance sheet free of net debt.

We cultivate and foster positive long-term relationships among alumni, friends, and families to enhance support for NOLS’ educational mission and to advocate for the school in every way—from marketing, to volunteerism, to networking, to commerce, to philanthropic involvement. Our graduates’ continued connection to the school makes NOLS successful. Our lifelong relationship with our alumni is a two-way street: we also supply services and connections that alumni value. Personal relationships and alumni data integrity are the cornerstones of our efforts.

To meet the operating and strategic goals of this plan—especially for compensation, diversity, sustainability, and financial equilibrium—NOLS must do more. Funds released from endowment are the surest form of philanthropic support and offer NOLS the greatest latitude for accepting the risks inherent in our goals. We recognize that older secondary schools and colleges enjoy substantially greater support. We shall, therefore, also have as a goal continuing to build a community of support among NOLS’ graduates and other potential donors, sufficient to fund increases beyond the term of this plan in the endowment and this target level of combined philanthropic revenue.

Implementation
By June 2009, the development committee of the board of trustees, development department, and executive director team will define a target amount for the NOLS endowment campaign, a case statement, and a campaign plan. It is our goal to initiate the quiet phase of this campaign by that time. We intend to secure 100% committed participation in the campaign among members of the NOLS board of trustees and of the advisory council. In addition, we will grow the annual fund by an average of 6% per year from the end of 2007 until 2013.

Further Goals and Tactics
1. We will increase the number of accurate and accessible records in the NOLS database by 50% through database integration, staff management, and technical upgrades.

a. All WMI and non-catalog constituents will be effectively integrated into the NOLS database.

b. Execute a data wash and wealth research on the maximum number of relevant constituents in the database.

2. We will double the cumulative amount of alumni contacts made via electronic and hard copy mailings and event participation.

a. We will increase by 6% per year the number of and participation levels in our alumni events, including trips, seminars, and reunions.

b. We will double our electronic and hard copy alumni mailings, including The Leader, to reach our WMI graduates as part of NOLS’ overall alumni group.

c. We will cultivate a former employee and instructor network to provide a group identity that motivates support for NOLS.

d. We will create a secure online network for alumni to update their personal data, network with other graduates, and register for events.

3. We will research, plan, and execute the largest fund-raising campaign in NOLS’ history.

a. We will create a campaign draft plan by the end of 2008.

b. We will have a final campaign goal and plan adopted by June 2009.

c. We will secure 100% board participation during the quiet phase of the next campaign.

d. We will secure a minimum of two seven-figure gifts for this campaign.

4. We will grow annual philanthropic (non-campaign funding) support by an average of 6% per year.

a. We will increase the annual fund’s donor base by 50%.

b. We will increase annual fund donor retention to a minimum of 65%.

c. WMI graduates will be included in annual fund solicitations.