The MHS Foundation Forum Report

Group 1:  Structure and Administration

It is envisioned that in the long term the Foundation will undertake the key fundraising, marketing and relationship building functions of the MHS community and will require its own secretariat to facilitate this. The advantages of a central umbrella model were identified as: A consistent professional and integrated program; A ‘one stop’ access point and administration; Access to tax deductible and tax exempt fundraising options; Avoidance of overlap and competition; Capacity to interest external target communities such as philanthropic trusts and corporate donors.

A number of transitional issues were identified which will impact progress towards an umbrella model: Ancillary groups such as Parents and Friends and MHSOBA affiliate clubs would maintain their fundraising and organisational autonomy but might register and synchronize their fundraising programs; A strategy to enable the Foundation to establish a sustainable start-up capital corpus was required. This may include the identification of a small number of transformational sponsors and donation of personnel infrastructure and expertise from the School and MHSOBA. Priority be given to establishing a separate identity and secretariat for Foundation as soon as feasible; It was agreed that the Foundation would need to charge a transparent administration charge for its services. As 5% was the not-for-profit standard this should be set from the outset for ongoing activities. A 10% set minimum fee should be considered for on-off activities. Transparency and accountability for administrative charges were a priority.

Other issues associated with an umbrella model identified were: Maintaining an appropriate level of fundraising and administrative autonomy for affiliate groups; How will requests for access to funds from various affiliates be prioritised; The private school approach not as resonant in a public school community. A new model required building and maintaining relationships with community and donors is as important as fund raising .

Group 2 - Scholarships

This was identified as one of the most useful and attractive Foundation options. A key focus required was defining and promoting preferred scholarship models. Relevant issues included: Identify preferred options to promote. Sustainability of any offering was important; Ideal was a general scholarship of $3,000 plus admin charge for minimum 4 years; If several donors, sustainability would need to be assured; Transfer of existing scholarships to the Trust should be negotiated; Half scholarships or bursaries for books or fees were an option; School should identify number and focus of scholarships required; Needs based or focussed (eg: sports) scholarships would be attractive but capacity to create targeted scholarships may be limited by ATO guidelines; Scholarships honouring individuals was encouraged but not corporate or naming rights; A reserve fund to underwrite scholarships against a default by a donor was needed; Need to set an administration charge was recognised perhaps phased in for perpetual scholarships.

Promotion

Tax-deductibility was attractive but so were bequests; Provide costing to enable a perpetual scholarship to be established especially via bequests; Website and bequest advice are useful promotional mechanisms; Public recognition of donors and feedback on use of scholarship should be considered; Subject to privacy restraints contact between recipient and donor should be considered; Scholarship Committee to provide annual report to donors on recipient progress.

Group 3: Art & Culture Trust

There was an unlimited range of programs and projects that could be supported by such a trust. It was proposed that an annual program of projects be identified and appeal for funds aimed at these such as: Artist in residence and/or master class culminating in an event or performance with donors invited; Public performance, event or lecture program. Re-instate Old Boy performances or revues; Marque events program as major fundraisers and donor recognition; Identify a support network and database of Old Boy artists perhaps linked to mentor program; Upgrade database for Old Boy art interest and patronage through reunions; Gifts of art work or resources should be encouraged but guidelines established to direct same; Hire and access to facilities by local art community groups. Perhaps explore partnerships.

Promotion

Establish donor scheme with gradations of patronage. Plantinum, Gold, Silver etc. Need to ensure Friends of Music retains some autonomy and sense that they are recognised. Need a sophisticated data base and mailing; Good vehicle to explore philanthropic sponsorship; Naming right for ‘large’ sums or projects – eg. piano keys program; Using photo display of past musicals over the last 30 to 50 years and ask people who participated in musicals and ask them to come – creating a reason for them to return to MHS.

Group 4: Bequests

Strictly speaking we are dealing with gifts and bequests. Bequests are the gift of personal property in a will whereas gifts are provided in someone’s lifetime. Change name of this focus to reflect this.

Promotion

Institute a school community awareness program and to highlight the possibility with a promotional flyer and dedicated website page; Priority would be to promote unconditional gifts and bequests. Consider each proposal on its merits but can’t accept conditions that may not be able to be met; Identify key target groups such as high wealth MHSOBs, specific year groups and parents; Need a ‘go to’ point or person as part of the process with the ability to provide a quick response. Identification of an honorary legal adviser to facilitate bequest proposals is an immediate priority. A panel would be a better option. Provide a generic form of words for a gift or bequest.

Group 5: Annual Giving Appeal

Identify a contact from each exit year to make personal contact and promote annual donations; How to maintain contact with exit students over first 10 years post school. The exit year connection is the emotional link to maintain. Separate appeal at each reunion; Try to create a climate of recurrent donations and also on-off large donations; Melbourne Uni uses current students to contact ex students; Do not lose a focus upon the School and current students as the focus; Avoid multiple requests. How will MHSOBA Birthday card program be integrated; It must be clear what the money is for. Providing tick box options is useful; Past parents as a resource. Minimal change of address and lower child costs post Year 12; Investigate success rate of mail out versus phone or face to face contact; Value of forewarning of phone campaign beginning in x number of weeks; Covering letter to provide more information on current School events and achievements. Use a talented OB to design and create brochure; Keep records of past donation amounts as a database and provide personal recognition for significant donations / donors. Free list invitations to key events. An audit of current donation patterns would inform promotional strategy.

Group 6: Pledge Program

5 Key points:

Avoid conflict with other fundraising campaigns, timing and missions; Target reunions as a key vehicle. Consider a Year group goal or target such as Room appeal ; People need to know how funds will be used. Target specific high need projects not general funds; Will pledge donors be able to nominate a project and having naming recognition? Clarify clearly and differentiate between Foundation and other MHS entities that also fundraise.

How will the pledge program be promoted?

Tax benefits are a big drawcard. Encourage periodic pledges via credit card. How to ensure that Pledge program does not conflict with Annual giving program; What method of giving is best for the individual – bequest, donation, pledge etc. Recognition pledge donors.  How best done? WIIFM (what’s in it for me?) – what concrete outcomes. Establish a Pledge program committee of ‘people people’ answerable to the Directors.

Administration costs:

An amount must be specified. 5% was agreed however this may not provide start-up capital base. Donation to school Building and Library funds incur no admin costs.  This must be clarified. Foundation must establish a personal relationship building and recognition personal service program.