Feb.

19, 2024
Submitted by: - Surbhi Sharma, William Boateng
Communications Plan for United Way, Halifax

Executive summary
Our fundraising campaign, scheduled between Sept. to Dec. 2024, represents a strategic initiative
aimed at addressing pressing community needs, expanding program offerings, and driving
sustainable impact in line with United Way’s goals and mission. Anchored by clear objectives,
the campaign seeks to increase fundraising revenue by 25 per cent, engage 20 per cent more
donors and launch five new sustainable programs.
The situational analysis highlights the organization's financial challenges, program expansion
efforts and stakeholder engagement strategies. Despite a deficit in the previous fiscal year, the
organization's investment in program expansion reflects a commitment to innovation and
community empowerment. Leveraging electronic platforms and third-party partnerships, the
campaign aims to capitalize on past successes and address ongoing challenges effectively.
Key messages emphasize collaboration, impact-driven giving, and community resilience,
resonating with donors, volunteers, and stakeholders alike. Tactic tables outline targeted
strategies, responsible persons, and the corresponding costs.
Evaluation criteria encompass the attainment of the three objectives driving the campaign. For
this, our first measure of success will be hinged on the mobilization of funds representing a 25
per cent increase and the ability to engage 20 per cent more donors by Dec. 31, 2024.
Additionally, the launch and subsequent successful implementation of the five new sustainable
programs will mark a milestone in our audacious efforts at eradicating poverty.
In conclusion, the fundraising campaign represents a pivotal opportunity for the organization to
mobilize support, drive meaningful change, and build a brighter future for the community. With
a clear vision, strategic approach, and commitment to excellence, we are poised to achieve our
goals and make a lasting impact in the lives of those we serve.
Situation analysis
This situational analysis serves as our compass, guiding us through the intricacies of fundraising
dynamics, community needs, stakeholder engagement and organizational capabilities. By delving
into the nuances of our financial performance, programmatic initiatives, donor relationships and
external influences, we aim to gain a comprehensive perspective that will inform strategic
decisions and propel us towards our mission-driven objectives.
First and foremost, United Way Halifax is a local, donor-funded impact organization. It is one of
five United Ways in Nova Scotia and 10 in Atlantic Canada. The Halifax chapter which is about
a century old changes lives by providing funding, creating solutions, partnering with others, and
advocating change. The main goal is to work collaboratively with key stakeholders to bridge
poverty and reduce marginalization. This is anchored on the organization’s belief that everyone
has a role to play in creating an inclusive, bright future for our community.
Our impact is made possible by thousands of individual and family donors, and the support of
more than 200 organizations. As a not-for-profit organization, funding decisions are made based
on what the community needs, with the help and guidance of community volunteers who review
more than 50 funding applications.
The organization strives to offer multi-year funding commitments with the aim to provide much-
needed relief to our serving public. It is noteworthy, that the organization in the 2022-2023 fiscal
year, committed to investing $1.32 million a year, for three years, in 35 critical programs that
support people in the Halifax Regional Municipality who are experiencing poverty and
marginalization. In all, 17,059 people have been directly supported comprising 6,132 children
and youth, 7,425 adults and 3,502 seniors.
From 2022 to 2023, the organization through the United Way Halifax Community Fund, rolled
out 35 life-changing programs at the cost of $1.32 million of dollars from donors. The period
under review also saw improvements to 10 neighbourhood kitchens and gathering spaces through
a targeted fund called the Neighbourhood Kitchen Fund with an investment of $194,236. Again,
the organization provided food, basic needs and other support to Nova Scotians affected by
Hurricane Fiona through the United Hurricane Relief Fund which resulted in the provision of
3,500 emergency kit items and the support to 357 families.
In terms of financial performance, the period under review witnessed the organization achieve a
notable increase in net fundraising revenue, despite running a deficit of $107,000, with net
fundraising revenue reaching $4,845,214 last year, compared to $4,116,104 in 2022, this growth
provides a strong foundation for the upcoming campaign and signals potential for further
expansion of programs and services.
Essentially, the increase in net fundraising revenue reflects positive trends in donor engagement,
including higher retention rates, increased participation and larger average gift sizes. Donors
have demonstrated continued support for the organization's mission and programs, indicating
satisfaction with previous fundraising efforts and confidence in the organization's ability to
achieve its goals. This demonstrates the organization’s track record of impactful initiatives and
investments in response to community needs, symbolizing a high level of credibility and
effectiveness.
Refreshingly, the growth in net fundraising revenue enables the organization to support program
expansion and address growing community needs effectively. Existing programs funded by the
additional revenue have made significant impacts, and there are opportunities to launch new
initiatives or enhance existing ones to further serve the community. The increasing demand for
the organization's programs presents an opportunity to raise awareness of its mission and engage
donors in supporting critical community initiatives.
The increasing demand for the organization's programs reflects ongoing challenges within the
community, including poverty, food insecurity, and access to healthcare and education.
According to Statistics Canada, in 2021, 10. 5 per cent of people in Halifax Regional
Municipality were living in poverty. Specifically on homelessness, The HRM 2022 PIT Count
found that there were 586 individuals without a safe, permanent address not including children.
Per the same source, as of October 2023, there were 1,029 people experiencing homelessness
across HRM. In terms of food security, data in 2012 by Statistics Canada reveals that 22 per cent
of Halifax residents are considered food insecure, meaning they can’t access affordable, healthy,
and culturally appropriate food.
Fundraising efforts have been tailored with these needs and accentuate the organization's role in
addressing them effectively, culminating in the decision to add 5 sustainable programs.
Creditably, United Way relies on strong relationships with volunteers and donors to support its
programs, providing a dedicated support network for fundraising efforts. Besides, economic
factors such as government funding and philanthropic trends, present opportunities for strategic
partnerships and grants.
Basically, the insights gained from analyzing the increase in net fundraising revenue inform
strategic planning for the upcoming campaign. Key success factors and lessons learned from
previous fundraising efforts are identified, and clear objectives and targets are set to maximize
impact and achieve fundraising goals effectively.
That notwithstanding, the organization is hampered by financial constraints as evidenced by the
2022-23 fiscal year deficit of $107,000 due to the increasing demand for its programs. Despite
investing $4.2 million to respond to growing needs in the community, the deficit highlights
financial strain and underscores the importance of robust fundraising efforts to sustain and
expand operations. Again, the organization's reliance on external funding sources, such as
donations and grants, poses a risk to financial stability and operational continuity.
Economic uncertainty remains as one of the threats to the upcoming campaign. This is because,
economic factors, such as unemployment rates and income inequality, may impact donor giving
patterns and the organization's ability to raise funds, posing a threat to fundraising efforts.
Moreover, there is the tendency for donor fatigue. This threat could emanate from frequent
appeals and competing demands for charitable giving, thereby impacting donor retention and
acquisition efforts. Economic uncertainty underscores the importance of diversifying revenue
sources and cultivating donor relationships.
Another foreseeable threat is the competitive landscape. As we operate within a competitive
environment, the organization may face challenges in standing out and attracting donor support
amidst other non-profits and charitable organizations.
In summary, the situation analysis highlights the financial challenges, program expansion efforts,
and external factors shaping the fundraising campaign. By aligning fundraising strategies with
community needs, engaging donors and volunteers effectively, and leveraging the organization's
track record of impact, the campaign can overcome challenges and achieve its objectives to
sustain and expand its vital services within the community.
Objectives
1. To increase fundraising revenue by 25 per cent by Dec. 31, 2024
2. To engage 20 per cent more donors by Dec.31, 2024
3. To launch 5 new sustainable programs by Dec. 31, 2024
Key audiences
Internal
o Staff
o Volunteers
o Board of Directors
o Management team
External
o Donors and supporters
o Beneficiaries
o Government agencies and policymakers
o Partner organizations
o Media and influencers

Key messages
o Together, we can create meaningful change in our community by joining hands,
hearts, and resources.
o Your support directly transforms lives, turning every donation into a tangible
impact and building a stronger, more resilient community.
o We're committed to developing lasting solutions that address root causes,
empower individuals, and create a brighter future for all.
o No contribution is too small. Every donation, no matter the size, makes a
significant difference in the lives of those we serve.

Strategies
Objective 1: To increase fundraising revenue by 25 per cent by Dec. 31, 2024
 Implement a multi-channel fundraising approach, including online crowdfunding
campaigns, direct mail appeals, and targeted corporate partnerships to diversify
revenue streams.
 Leverage data analytics to identify high-potential donors and personalize
fundraising appeals, highlighting the specific impact their contributions will make.
  Host fundraising events such as charity galas, auctions, or virtual concerts to
attract donors and create opportunities for large donations.

Objective 2: To engage 20 per cent more donors by Dec.31, 2024

 Enhance online presence.
 Develop compelling storytelling content.
 Collaborate with local businesses and influencers.
 Offer donor incentives.

Objective 3: To launch 5 new sustainable programs by Dec. 31, 2024

 Conduct needs assessments and community consultations.
 Cultivate strategic partnerships with organizations.
 Empower local communities.
 Establish monitoring and evaluation mechanisms.

Objective 1: To increase fundraising revenue by 25 per cent by Dec. 31, 2024

Task description Person responsible Costs

Develop fundraising Campaign manager  Consulting

strategy fees
 Market
research
and strategy
 Development
tools
Identify fundraising Fundraising team  Software
channels subscriptions
 Data analysis
tools
 Market
research

Create marketing plan Marketing team  Graphic

design
 Content
creation
 Printing costs
for marketing
material
Secure corporate Partnership manager  Staff time for
sponsorships outreach
 Proposal
development
 Partnership
negotiations
Plan fundraising events Events coordinator  Venue rental
 Catering
 Entertainment
 Promotional
materials
Launch online fundraising Digital marketing team  Software fees
campaign  Digital
advertising costs
 Website
development
Engage donors and Donor relations  Staff time for
sponsors specialist donor outreach
 cultivation
events
 stewardship
activities
Monitor campaign progress Campaign manager  Software
subscriptions
 Data analysis
tools
 Reporting
 expenses

Objective 2: To engage 20 per cent more donors by Dec.31, 2024

Task description Person responsible Costs

Develop fundraising Marketing team  Graphic

materials design
 Printing
 Distribution
costs for
fundraising
materials
Launch online Digital marketing team  Software
fundraising campaign fees
 Digital
advertising
costs
 Website
development
Engage donors & Donor relations  Staff time
supporters specialist for donor
outreach
 Cultivation
events

Monitor campaign Campaign manager  Software

progress subscriptions
 Data
analysis tools
 Reporting
expenses
Objective 3: Launch 5 new sustainable programs by Dec. 31, 2024

Task description Person responsible Costs

Plan fundraising events Events coordinator  Venue rental

 Catering
 Entertainment
Promotional
materials

Launch new sustainable Program manager  Software

programs fees
 Digital
advertising costs
 Website
development
Implement monitoring Evaluation team  Evaluation
& evaluation software
 Data
collection tools
 Staff time for
analysis and
reporting

Gantt Chart
The table below outlines specific tasks aligned with the campaign objectives and their respective
start and end dates within the September to December timeframe. Each task has an assigned
responsible party to ensure accountability and effective execution. Additionally, the chart
extends into January for evaluation and reporting purposes, allowing for a comprehensive
assessment of the campaign's performance.

Task Description Start date End date Party responsible

Campaign planning Jul. 7, 2024 Aug. 15, 2024 Campaign manager

Develop fundraising Jul. 1, 2024 Jul. 15, 2024 Campaign manager
strategy
Identify fundraising Jul. 16, 2024 Jul. 31, 2024 Fundraising team
channel
Create marketing plan Aug. 1, 2024 Aug. 15, 2024 Marketing team

Secure corporate Aug. 16, 2024 Sept. 15, 2024 Partnerships manager
sponsorships
Plan fundraising events Aug. 16, 2024 Sept. 15, 2024 Events coordinator

Develop fundraising Aug. 16, 2024 Sept. 15, 2024 Marketing team
materials
Launch online Sept. 1, 2024 Sept. 15, 2024 Digital marketing team
fundraising campaign
Engage donors & Sept. 1, 2024 Dec. 31, 2024 Donor relations
supporters specialist
Monitor campaign Sept. 16, 2024 Dec. 31, 2024 Campaign manager
progress
Launch new sustainable Sept. 16, 2024 Dec. 31, 2024 Program manager
programs
Implement monitoring Sept. 16, 2024 Dec. 31, 2025 Evaluation team
& evaluation

Budget
This budget estimate reflects the costs for each activity in line with the Gantt chart, ensuring that
resources are allocated efficiently to support the successful execution of the fundraising
campaign. Adjustments may be made as needed based on specific requirements, vendor quotes,
and unforeseen expenses encountered during implementation.

 Campaign planning: $5,000

 Develop fundraising strategy: $3,000
 Identify Fundraising Channels: $1,500
 Create marketing plan: $4,000
 Secure corporate sponsorships: $2,500
 Plan fundraising events: $8,000
 Develop fundraising materials: $3,500
 launch online fundraising campaign: $2,000
 Engage donors & supporters: $1,500
 Monitor campaign progress: $2,000
 Launch new sustainable programs: $15,000
 Implement Monitoring & Evaluation: $3,000
 Community Outreach & Awareness: $2,500
Total budget estimate: $51,500

Evaluation
We will systematically evaluate the success of the fundraising campaign by measuring the
realization of our initial objectives. One indicator of our success will be the increasing of the
fundraising revenue by 25 per cent by December 31 2024. We will assess if the campaign
achieved the desired increase in fundraising revenue compared to previous periods.
Another measure of our success will be the engagement of 20 per cent more donors by Dec. 31,
2024. The analysis will help breakdown sources of donations (e.g., online, events, corporate
partnerships) to understand which channels were most effective in generating revenue.
Moreover, our success will be rated by the launch of five new sustainable programs by Dec 31.
These, if achieved will propel us to realize the overall goal of alleviating poverty in the Halifax
Regional Municipality.