Marketing And Fundraising Volunteers Staff Needed

Project Manager Needed.

Below is an outline of Marketing and Fundraising Strategies that need to be implemented via Tutor/Mentor Institute, LLC.

Between 1992 and 2011 Cabrini Connections, Tutor/Mentor Connection never had an organized "department" specifically dedicated to marketing and fund raising. While the organization raised more than $6 million since 1993, this was due to the efforts of a few people who always had other responsibilities in addition to fund raising. Thus as through the 2000-2010 decade as finding money and keeping major donors involved became more difficult, the organization's board ultimately decided to downsize and focus only on the Cabrini Connections program. Not understanding the Tutor/Mentor Connection strategy and not having civic reach to find philanthropic investors contributed to this decision.

This outline is still relevant. This represents talent needed and work that must be done in order to generate resources to support Tutor/Mentor Institute, a re-organization of Tutor/Mentor Connection into a 501-c-3 non profit, and to help individual organizations like Cabrini Connections find funds and volunteers more consistently than they do now.

Since funds are not yet available to fill this role a volunteer project manager is needed to help build this capacity.

Note. this reflects 2008 structure of Cabrini Connections, Tutor/Mentor Connection

PART ONE:
Introduction

Cabrini Connections is a one-on-one tutoring and mentoring program serving seventh through 12th grade students living in Chicago’s Cabrini-Green public housing project. Each student is matched with a volunteer tutor/mentor that they meet with weekly. In addition, students are invited to participate in special activities and after-school clubs.

The Tutor/Mentor Connection (T/MC) is dedicated to improving the availability and quality of comprehensive, long-term, volunteer-based tutor/mentor programs (like Cabrini Connections) in high-poverty areas of the Chicago region and other large US cities through an ongoing, dynamic exchange of ideas.

Together, this two-part organization focuses on helping inner-city youth obtain and connect with advocates: tutors, volunteers and mentors united in efforts to help them stay in school and enter into jobs and career paths by age 25. While mainly operating out of one neighborhood, CC T/MC is all over the Chicago-land area in high-poverty neighborhoods.

The Marketing and Fundraising department would be a multi-faceted, integrated marketing and communications support tool suited to serve CC T/MC. The Marketing & Fundraising Coordinator will bring creativity, experience, judgment and abiding commitment to quality. Through the President’s direct leadership, this position would be charged responsible for implementing an integrated marketing, fundraising and communications approach for the Organization that gives an institutional identity to all marketing and communications activities, provides institutional leadership for positioning the organization with its various publics, and provides guidance and counsel to executive leadership for issues pertaining to marketing, public relations, fundraising, institutional image and communications.

The department’s core business activities would be organized within four Service Cores:

Management Services
Marketing services
Media and public relations
Coordinating media activities to complement special events
Building coalitions and establishing media networks
Orchestrating school/college tours and media days
Creating, producing and placing paid (preferably free) advertising or PSAs
Crisis and issues management
CC and T/MC calendar

Strategic Services
Marketing and Communications to internal and external publics
Board Development and Support of Volunteer Outreach and Fund Raising
Developing long-term marketing and communications strategies
Managing local and regional campaigns
Image marketing
Letters of interest, grants to increase further volunteer, leadership and financial support from community leaders and alike
Program and services marketing
General consulting to CC T/MC community
Cementing branding and positioning of CC T/MC in the community

Research Services
Past publications and media reviews
Competitive analysis of other unassociated mentor groups regionally, nationally
Focus testing

Creative Services
Writing editorial or op-ed articles (free press), brochure and advertising copy, news releases and reports
Proofreading all CC T/MC publications slated for distribution to external publics to ensure accuracy
Producing new up-to-date multimedia presentations
Developing institutional and program advertising
Planning and implementing special events, whenever necessary

PART TWO:
Philosophical Framework, Mission, Vision, Goals and Objectives

Guiding Principles
The Marketing and Fundraising Coordinator will:
Deliver comprehensive, integrative marketing, public information, and communications initiatives, programs, activities and services
Respond proactively to change with creative solutions
Maintain a strong constituent focus
Mobilize through resource-sharing and leadership
Stimulate community partnerships
Foster empowerment and responsibility
Promote quality of work life as well as performance excellence and integrity

Assumptions
CC T/MC is in the business of enriching students, expanding knowledge, and promoting public service and help from the community.
The organization’s most significant assets are its knowledge, based on 40 years of tutor/mentor program leadership; and its students, volunteers, alumni and donors and its reputation. These assets must be nurtured, managed and protected.
Integrated marketing and communications is an originative, coordinative and participative function that exists to complement and supplement Organization initiatives to develop positive community relations, parent relations, “alumni” relations, donor and volunteer relations, and governmental relations.

Mission
In support of overall goals of CC T/MC, the mission of Marketing & Fundraising is, through an integrated marketing approach, to improve the quality and quantity of carefully formulated marketing and fundraising programs and initiatives designed to bring about voluntary exchanges of values with target markets for the purpose of achieving organizational objectives.

Vision
Marketing and Fundraising will make a positive difference in positioning CC T/MC as the premier Tutor/Mentor program in the region and beyond. Internal and external activities will captivate, inspire and galvanize public opinion in support of the Organization’s mission.

Goals
Goals of the department should be driven by mission and institutional priorities as identified through the planning process. They are to:

Conduct and provide market research and analysis to improve institutional decision making
Manage the Organization’s reputation through sound integrated marketing and communications programs
Convert resources to results by focusing strategies in areas that have the greatest potential or receptivity for success
Continue to achieve regional prominence within selected areas to maintain and grow
Create a platform of activities through which selected areas can be launched to national prominence
Solidify Organization’s positioning and branding initiatives
Cultivate friends and stakeholders who will partner with CC T/MC to advance its goals from both a positioning aspect as well as fundraising
Raise $250,000 in new dollars with better usage of the Web as a fundraising tool, defining responsibilities, building on the current fundraising agenda, strengthening current partnerships, regaining former partnerships and proposing new partnerships for the future

Objectives
Secure funding for an updated, long-term marketing, fundraising and public relations campaign
Provide leadership, direction and administration of Web-based communications strategies including website design and maintenance
Produce monthly marketing / fundraising alerts that articulate intelligence critical to the Marketing and Fundraising Strategic Planning Process
Strengthen and reinforce a single Organization identity to increase communications and fundraising effectiveness
Develop and implement protocols to maximize public relations and extra fundraising opportunities at special events
Seek budget support that will allow for the continuous upgrading of required technology necessary for departmental success
Maintain and build upon base line activities

PART THREE:
External Analysis

Not included at this time.

PART FOUR:
Internal Analysis

To be determined at a later date

PART FIVE:
Strategic Initiatives

To be included at a later date, if budget allows, separated into categories

Also to include proposed strategic initiatives and budgets for respective strategies

1. Strategic Plan
2. Five-Year Plan
3. Technology Plan
4. Sample proposals

Back to Fund Raising work page: click here