GPCA Budget FY2011-2012 Income Narrative
0. INTRODUCTION
The GPCA's FY2011-2012 Budget occurs amidst during a deep national and international economic crisis that became manifest in October of 2008. That crisis has made it challenging for non-profit organizations and other not-for-profit entities like the GPCA that survive primarily or exclusively on grassroots donations and fundraising. The economic crisis also came on the heels of the politically difficult period for the Green Party when it suffered the blowback of being blamed for the 2000 Bush presidency. Combined its own internal self-inflicted wounds over 2004 presidential strategy and other internal divisions, the cumulative effect of all those trends has led to a significant downturn in the GPCA's fundraising compared to the growth period the party experienced at the beginning of the last decade.
In FY2011-2012, prospects are looking up for GPCA organizing and fundraising. The political climate is favorable in light of a disappointing Obama administration combined with a far right fringe Tea Party movement on the federal level, and the lack of real answers by either Democrats or Republicans to California's structural problems on the state. At the same time internally within the Green Party there has been a growth in new activists interested in becoming involved along with a return by many long time party activists.
With this potential, the GPCA FY2011-2012 Budget seeks to establish a baseline of core expenses to ensure the maintenance of the party's basic, ongoing operations, based upon a the same minimal level of fundraising experienced in the last few years, along with a plan to invest in growth opportunities for the party that would bring in more money to fund more organizing. Thise Budget also seeks to establish a manner in which increased revenue is dedicated to additional organizing in a predictable, transparent manner that will minimize the need for mid-year discretionary choices by either the General Assembly or the Coordinating Committee, yet provide enough flexibility to adapt to unpredictable circumstances.
Our fiscal year 2011-2012 goal is to raise $163,750 effectively, efficiently and in compliance with the law. We aim to raise $60,500 between May and September 2011 and $103,250 between October 2011 and April 2012. At the September 2011 plenary, we will revisit the income and expense projections and make modifications as necessary.
We will hire experienced, proven fundraiser to manage fundraising campaign. (See job description for executive director for job description.) We will build new GPCA contact relationship management (CRM) database to ensure high quality management functions such as GPCA supporter communications and donation tracking. The income in this plan can not be raised without using CRM software and a website overhaul including the installation of a contact management system (CMS). We will review and learn applicable federal, state and local political law.
From January - April 2011, we tested and verified three key fundraising assumptions by hiring a professional political fundraiser. (1) With more persuasive messaging and a professional fundraising effort, GPCA can raise sufficient funds to pay for Green 2012. (2) The GPCA can increase the number of volunteers working to build the party. (3) There is a great deal of ‘low hanging fruit’ in terms of new Green voter registrations. Our party’s first voter registration drive from 1990-1991 was a big success. 103,000 Californians registered Green in 24 months with a combination of paid and volunteer organizers.
GPCA set a goal for Marnie Glickman to raise $7,000 for 33 hours between January 15, 2011 and April 30, 2011. As of April 14th, Marnie has raised $6,548 in hard pledges and collected $4,809. As of April 14th, she recruited 120 people to volunteer for our statewide voter registration drive. She has identified and tagged 497 major donor prospects in the GPCA voter file. She has acquired and analyzed a list of 4,361 CA donors to the Green Party of the United states.
1-1 Clearinghouse Sales
We will design and sell GPCA buttons, stickers and t-shirts. We will explore prospects for bi-lingual materials and consider shopping bags.
1-2 Dues
We will not charge or collect dues.
1-3 Direct mail: Prospect Letters
We will write timely, persuasive prospect letters and and mail them every 8 weeks as long as prospecting remains break even or profitable. We aim to acquire 1,100 new donors. The real value of new donors acquired must be calculated with the assumption that the donors will give at least 2 additional times over the next five years.
1-3-A June-2011 Prospect
Number of prospect pieces: 5,000
List: CA donors to GPUS
Avg. response rate: 2%
Avg. gift: $30
Avg. printing and postage cost per letter: $0.60
Total cost: $3,000
Total income: $3,000
Number new donors acquired:100
1-3-B July-2011 Prospect
Number of prospect pieces: 10,000
List: GPCA registered voters.
Avg. response rate: 2%
Avg. gift: $30
Avg. printing and postage cost per letter: $0.60
Total cost: $6,000
Total income: $6,000
Number new donors acquired:200
1-3-C Sep-2011 Prospect
Number of prospect pieces: 10,000
List: GPCA registered voters.
Avg. response rate: 2%
Avg. gift: $30
Avg. printing and postage cost per letter: $0.60
Total cost: $6,000
Total income: $6,000
Number new donors acquired:200
1-3-D Nov-2011 Prospect
Number of prospect pieces: 10,000
List: GPCA registered voters.
Avg. response rate: 2%
Avg. gift: $30
Avg. printing and postage cost per letter: $0.60
Total cost: $6,000
Total income: $6,000
Number new donors acquired:200
1-3-E January-2012
Number of prospect pieces: 10,000
List: GPCA registered voters.
Avg. response rate: 2%
Avg. gift: $30
Avg. printing and postage cost per letter: $0.60
Total cost: $6,000
Total income: $6,000
Number new donors acquired:200
1-3-F March-2012 Prospect
Number of prospect pieces: 10,000
List: GPCA registered voters.
Avg. response rate: 2%
Avg. gift: $30
Avg. printing and postage cost per letter: $0.60
Total cost: $6,000
Total income: $6,000
Number new donors acquired:200
1-4 Direct mail: Resolicitation Letters
We will write timely and persuasive resolicitation letters. We will target resolicitation ask amounts based on prior giving history using our CRM (contact relationship management) database. We will roll-out resolicitation mail pieces every 8 weeks.
1-4-A May-2011 Resolicitation
Number of prospect pieces: 1,200
Avg. response rate: 5%
Avg. gift: $50
Avg. printing and postage cost per letter: $0.60
Net income: $2,280
1-4-B July-2011 Resolicitation
Number of prospect pieces: 1,500
Avg. response rate: 5%
Avg. gift: $50
Avg. printing and postage cost per letter: $0.60
Net income: $2,850
1-4-B September-2011 Resolicitation
Number of prospect pieces: 1,800
Avg. response rate: 5%
Avg. gift: $50
Avg. printing and postage cost per letter: $0.60
Net income: $3,420
1-4-B November-2011 Resolicitation
Number of prospect pieces: 2,000
Avg. response rate: 5%
Avg. gift: $50
Avg. printing and postage cost per letter: $0.60
Net income: $3,800
1-4-B January-2012 Resolicitation
Number of prospect pieces: 2,200
Avg. response rate: 5%
Avg. gift: $50
Avg. printing and postage cost per letter: $0.60
Net income: $4,180
1-4-B January-2012Resolicitation
Number of prospect pieces: 2,400
Avg. response rate: 5%
Avg. gift: $50
Avg. printing and postage cost per letter: $0.60
Net income: $4,560
1-5 Events
Tactics
(1) Create annual Bay Area fundraising event.
(2) Create annual Los Angeles fundraising event.
(3) Create annual events program for county councils.
(4) Develop event invitation template.
1-6 General Assemblies, Repayment of Hosting Costs (Return of Loans (GPCA Plenaries)
The average cost of a plenary is $2,250. The cost is paid as a reimbursement to hosting County Councils.
1-7 GPUS Revenue Sharing 2011-12
We expect no GPUS revenue sharing.
1-8 GPUS Revenue Sharing (past years owed to GPCA)
We expect no GPUS revenue sharing.
1-9 Green Focus sales
We assume income for Green Focus sales will be the same as in FY 2010-2011.
1-10 Interest Income
We project negligible interest income.
1-11 Online fundraising campaigns
We will develop quarterly email solicitations and visually enticing, persuasive online fundraising web pages. This income is dependent on a redesign of the GPCA website. It also requires migration of our site to a content management system with team publishing.
1-12 Telemarketing
We will research, interview, hire, train and manage telemarketing firm that uses predictive dialing and agrees to no money-down no-loss contract. We will call GPCA registered members.
1-13 Personal solicitations (phone/meeting by executive director/consultant)
An executive director will conduct phone and in-person meetings with all major donors. An executive director will re-solicit all major donors by phone or in-person. We will ask all major donors to identify new major donor prospects. We will conduct phone and in-person meetings with GPCA Greens who can help identify new major donor prospects. We will develop “Why donate?” materials for major donors.
