Position Fundraising Manager Regular Giving Band 5. Reports to Head of Fundraising Reportees 8-10

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1 ORGANISATIONAL INFORMATION Position Manager Regular Giving Band 5 Reports to Head of Reportees 8-10 Department Marketing & Budget Expenditure $5m+ About Plan Founded more than 70 years ago, Plan is one of the oldest and largest children s development organisations in the world, with no political or religious agendas. We work at the grassroots level in developing countries to empower communities to overcome poverty so that children have the opportunity to reach their full potential. We are dedicated to child rights and actively involve children, their families and communities in all of our work. Plan operates in 50 developing countries where we implement community development projects for children, and we have national offices in 20 countries where we raise awareness and support. Plan in Australia is the Australian representative office of Plan International. Vision Plan s vision is of a world in which all children realise their full potential in societies which respect people s rights and dignity. Mission Plan strives to achieve lasting improvements in the quality of life of deprived children in developing countries through a process that unites people across cultures and adds meaning and value to their lives by: Enabling deprived children, their families and their communities to meet their basic needs and to increase their ability to participate in and benefit from their societies Fostering relationships to increase understanding and unity among peoples of different cultures and countries; and Promoting the rights and interests of the world s children Culture and Values Plan supports leadership development across the organisation that will support and enable empowered people delivering high performance within a strong values-based culture. Plan s Values are as follows: DEPARTMENTAL OVERVIEW Children are at the heart of everything we do Trust Respect Integrity Innovation Collaboration Accountability Plan International Australia s Marketing and Department is required to develop and implement a strategy to maximise the return from all Plan in Australia (PIA) capital deployed to raise money from public sources. The M&F Department aims to increase fundraising revenue from existing and new initiatives through individual giving, including regular gifts, (child sponsorship and a portfolio of other products), cash giving (planned and emergency appeals, major gifts, bequests and community fundraising) and corporate partnerships. Plan is at a stage of strategic maturity where the need for specific expertise in regular and cash giving has been identified. Working with the Head of and the Director M&F, the Manager Regular Giving will assist in planning our regular giving strategy and be responsible for its implementation, delivery excellence and performance against agreed KPI s. Responsible for both acquisition and retention outcomes and regular giving product design, the role will work with the donor operations and contact centre to ensure that we continue to deploy a relationship fundraising approach to maximising the lifetime value of our donor portfolio. The role will also work with the new position of Cash Giving Manager, as part of the Marketing Management Team (MMT) to ensure cross-marketing opportunities between regular and cash giving portfolios are fully considered.

2 TEAM OVERVIEW The Manager - Regular Giving is a senior fundraising position reporting to the Head of, who has operational responsibility for acquiring, growing and retaining all individual donors at Plan. The role is a peer of the Manager Cash Giving, the Partnerships (major gifts) Manager and the Gifts in Wills Manager and has full responsibility for both acquisition and retention activities in the regular giving portfolio. Reporting to the Manager - Regular Giving, are channel management positions as may be required particularly those for F2F and telemarketing, lead generation/ media and digital fundraising. There will be a dotted-line reporting relationship with the Donor Retention Officer, who works within the donor service centre to design and implement regular giving donor journeys and donor service experiences for regular givers. PRIMARY POSITION OBJECTIVE(s) Together with the Head of, plan and implement a regular giving acquisition strategy so that Plan is able to grow both its portfolio of regular donors, (child sponsors, supporters of change and children in crisis champions) and also net profit from regular giving over time, which includes upgrading regular givers, (e.g. to other RG gifts or higher level gifts); Manage the regular giving channel team to ensure that a profitable and growing return from regular giving channel investments is delivered each year to meet agreed KPI s and in particular that each channel is managed optimally, according to its unique performance characteristics, benchmarked against NO and Australian charity peers.; Ensure that the retention rates of RG products are aligned with sector and Plan National Office (NO) benchmarks and continuously improving with the core measure being lifetime value; Influence the design and management of Plan s portfolio of regular giving products so that it profitably meets donor needs and is aligned to our mission and purpose; Work closely with the Partnerships, (major gifts) and Gifts in Wills Manager/s to ensure that any cash or planned giving opportunities are accessed from amongst Plan s regular giver cohort; Work with the External Engagement team at a campaign level to ensure alignment of Plan s communications output and that content, (specifically compelling emotional stories and images) is made available of that is suitable for regular gift fundraising. KEY ACCOUNTABILITIES Key Result Area Major Activities Outcome & Deliverables (SMART Goals / KPI s) Acquisition channel management Regular giving Product management Selection of channels for acquisition of new donors, including digital, F2F, TM, media-led lead generation, (social, on-line, out-of-home, broadcast and print) and emerging channels Investment planning in channels Operational effectiveness in delivering channel plans Supplier and in-house resource management to optimise quality, (tenure and engagement/ growth potential) and CPA of donors acquired Testing of all donor acquisition activities Aligned to Plan s activities and purpose and informed by donor insights: o Influencing product design and positioning to attract donors to give regularly to the cause and fully meet their needs and preferences as a donors; o Design of product offerings to meet known donor needs and preferences to optimize tenure The agreed targets for the acquisition of new regular donors in each channel are met; Planned cost per acquisition targets by channel are met Campaigns are run as scheduled and with agreed resources to meet ROI targets Relationships with suppliers are stable and add value to Plan s fundraising business Agreed donor 100 day and 12 month retention rates are met Campaigns are subject to testing regime which is monitored and shared with the MMT Products effectively speak to the purpose and mission of Plan Products are increasingly attractive to donors, (as measured by acquisition performance, improvements in tenure and donor feedback) Investments across the portfolio enable growth in all products Pricing balances maximising immediate return per unit without Page 2

3 Donor advocacy and insights Team leadership Continuous improvement TOP 3 CHALLENGES (of this position) and lifetime value o Balancing recruitment investments by product and channel performance to optimize long term returns o Researching and recommending pricing options for regular giving products Aligned to Plan s mission, purpose and value delivery to children and in consultation with the Head of and Manager Cash Giving : o Deep understanding of donor needs, behaviour and motivations in regular giving; especially Child Sponsors; o This is informed by a program of donor behavioral data gathering, analysis and reporting, supplemented by qualitative research, via meetings, surveys and events. o Champion of donor insights in planning and delivering donor service experiences and how theses contribute to a positive donor journey over time. Ensuing that the regular giving team have the right mix of skills and motivations to meet all the agreed objectives of the regular giving program Setting clear measurable and time bound objectives and managing to them through frequent meetings and reporting Ensuring that the regular giving team have the tools, systems and cross-business support needed to do the work assigned to them and seeking to remove any barriers and obstacles to their success. Further building a culture of high performance, collaboration, mutual support, respect and accountability across the team and participating and contributing to such a culture in the wider Plan team. Ensuring that simple, accurate and comprehensible performance reporting is provide to management for each campaign and investment, as well as against agreed regular giving metrics of RG balance, acquisitions, discontinuations, revenue, net profit, LTV etc. Implement a program of testing across all fundraising initiatives, seeking to ensure that incremental value is added as learnings are garnered from each campaign investment. Driving a culture of innovation, as evidenced by new ideas and initiatives being tested as part of the RG acquisition and retention programs Setting clear stretch goals for performance improvement across the RG team and managing (using the Plan performance management system) to reach these goals overstretching donor price elasticity. The business has access to clear segments, geo-demographic profiles and personas of ideal regular donors and these are deployed in all fundraising for regular gifts A structure of donor data and insights gathering is in place within regular giving, as well as a framework for sharing and acting upon these insights across the MMT and Plan. The Manager Regular Giving is an active stakeholder in planning the donor experiences delivered by the donor operations team and shares accountability for the retention and lifetime value of regular givers. The regular giving team all achieve the KPI s set for them; or at least, any shortfall is not due to a lack of skills and/or motivation; Agreed individual and team meetings and performance management processes in the regular giving team are adhered to. Issues with lack of the right tools, systems of collaborative behaviour in other team impeding regular giving performance are addressed and resolved promptly and effectively Culture in the regular giving team is demonstrably positive and mutual respectful, as indicated via employee survey and ET management feedback Reporting on regular giving performance is clear, robust and timely, within the constraints of the prevailing systems; Campaign testing system is in place for regular giving, being used and with MMT access and cross-plan transparency of results; Evidence of 1-2 new regular giving acquisition or retention ideas being tested each financial year; 1. Achieving (or exceeding) budgeted regular giving revenue and LTV improvements from the regular giving portfolio. 2. Ensuring that the regular giving portfolio grows in net donor numbers, but achieves an acceptable net profit level that contributes untied funds to enable grant matching and enables us to meet our child sponsorship remittance obligations 3. Meeting donor needs through product design, positioning and (with the donor service centre) delivering a sector-leading donor service experience, so we have delighted and loyal donors; QUALIFICATIONS & EXPERIENCE REQUIRED Page 3

4 Several years experience managing a regular giving portfolio in a medium to large sized NFP >10,000 donors. Demonstrated success in managing all key acquisition channels for regular gifts specifically face-to-face, direct response advertising, (TV and out-of-home), direct marketing, digital marketing, (search, retargeting, on-line advertising and social; media) and telemarketing. An applied understanding of the principals of product management including targeting, positioning and pricing. An understanding of relationship fundraising and donor care best practise. Knowledge of how regular giving fits into and interacts with other elements in the fundraising pyramid, (e.g. cash giving, major gifts, corporate partnerships and gifts in wills) and also synergy with advocacy/ public engagement. The demonstrated ability to manage stakeholders, including staff, suppliers and peers to achieve concrete outcomes against set objectives. An interest in international development issues and a personal commitment to humanitarian causes, especially children s rights, gender equality and inclusion. Talent required for success The Manager Regular Giving will be a committed mid-career fundraiser with a strong track record in driving growth in a regular giving portfolio. They are likely to balance a logical, methodical, data-driven approach with great people leadership skills and a strong problem-solving capability. The person in the role must be a good communicator, curious and creative. Have the courage to call it, when needed and to make evidence-based decisions with good judgement A positive and sympathetic approach which respects others. Core Competency Band/Level 5 Communication and Collaboration Models self-awareness, self-management and social awareness in communications, problem solving and conflict resolution Values others expertise Provides informed, meaningful and relevant messages when communicating with staff, management and stakeholders Participates effectively in internal and external meetings to advance organisational objectives Actively establishes collaborative relationships with a range of internal and external stakeholders Encourages team and others in the organisation to share information, learnings and ideas Prepares complex and accurate reports and documents that meet audience needs Leading Self and Others Achieving Outcomes Change and Innovation Integrity Develops own/team plans with clear targets and goals linked to department plan and Plan s strategy Empowers team discretion in choosing appropriate methods for completing work Coaches team members (direct reports) to support their ongoing development, leadership and performance Will delegate to team members to upskill and promote development Supports calculated risk taking and creativity Instils confidence and enthusiasm in team members; celebrates individual and team successes Consistently inspires performance and addresses performance problems immediately Regularly checks progress of work against plans; identifies delays and initiates corrective action Persists until personal and team goals are achieved and commitments delivered Prioritises work and spends time on most important, value-adding (to Plan) areas Effectively balances short and long-term objectives to get best results Readily adjusts plans and activities to meet changing organisational and stakeholder demands Holds people accountable in a respectful way for ensuring quality of their work Generates and shares ideas and encourages others to reflect on activities and develop ideas for innovation and improvement Sets clear targets for self and others to coordinate and focus the efforts of the change process Adapts own approaches and behaviour if the change process so requires Sifts through a wide range of internal and external information, spotting patterns or trends that create new solutions Continuously encourages new ways of looking at established processes and practices, stimulates brainstorming, unrestrained thinking, innovative ideas and use of creative methods Avoids conflict of interest Promotes and upholds organisational values, to build trust Displays ethical leadership and addresses, resolves &/or escalates issues in a timely manner Observes professional boundaries and standards and assists others with ethical dilemmas Ensures that resources are used appropriately Consistently takes responsibility for own decisions and actions Page 4

5 Ambassador for Plan Diversity & Inclusion Takes action to fulfil personal and organisational commitments Avoids any conflict of interest Understands the Convention on the Rights of the Child Speaks positively and educates others about Plan s work Maintains a sound understanding of child rights-based issues and knowledge of relevant stakeholders Contributes to an organisational culture that promotes workplace inclusion, gender equality and diversity Promotes diversity of perspectives and cultural capabilities in identifying more effective ways of working Motivates others to contribute to an organisational culture that promotes diversity and does not tolerate discrimination Treats all people with respect ORGANISATIONAL CHART Director, Marketing and Corporate Partnerships team Head of Donor Service Centre Manager Regular Giving Manager Cash Giving Partnerships Manager Major Gifts Gifts in Wills Manager Regular giving team Cash giving team KEY COMMUNICATIONS/STAKEHOLDERS (Contact / Organisation Internal / External) Purpose & Frequency of contact Head of Internal Reporting and co-creation of campaigns and strategies Manager Cash Giving Internal Common messaging and donor development ( i.e. cross-sell), campaign coordination Donor Operations Manager and team Internal Donor experience design and implementation, data analysis and reporting Communications Manager Internal Content development and campaign co-ordination Donor Contact Manager and team Internal Donor insights, inbound and outbound call content and performance Media Manager Internal Alignment of PR with regular giving campaigns and issues management around regular giving ( e.g. F2F) Financial Controller Internal Budgeting and monitoring Face-to-face, DRTV and other RG agency suppliers External Supplier management FIA, ACFID and PFRA External Regulatory compliance and issues management Page 5

6 Work Group Membership (for collaboration & maintain key inter-department linkages) Responsibility Campaign coordination Leader Group Member X EE/ M&F working group Leader Group Member X Marketing Management Team ( MMT) Leader Group Member X Tech PMO (TBC) Leader Group Member X COMPLIANCE & BEST PRACTICE STANDARDS Workplace Health & Safety ASIC (Aust Securities & Investments Commission) Workplace Relations Accreditation Child Protection ACFID Code of Conduct Gender Equality, Diversity & Inclusion IH Global Reporting, Policy, Code & Compliance PIA Policies, Guidelines & Procedures, as amended Police Check ATO (Australian Taxation Office) Working with Children ASSESSMENT OF LEVEL OF CONTACT WITH CHILDREN or ACCESS TO CHILD DATA NIL MEDIUM x HIGH LEVEL OF CHILD PREVENTION CHECKS REQUIRED: Police check required MUST BE COMPLETED PRIOR TO COMMENCEMENT: YES x OTHER REQUIREMENTS Travel Requirements: International x Domestic x % work time requirement, OR Frequency: Monthly Quarterly x twice/year x once/year OTHER: Page 6

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