Goal 2: More sustainable funding, from more donors

The focus in achieving this goal is to increase and sustain the funding from current, diversified, new private and public donors. To achieve this focus, we plan to increase our targets, lower match requirements, and grow public funding through diversified and innovative channels.

Private funding

Based on the lessons learned in FY22, the marketing approach will be adjusted. In FY23, the focus will be less on child sponsors but more on leads, single gifts, pledge donors and major private donors. These donors will be upgraded to child sponsors in the year(s) after. By embracing the marketing funnel approach, we will work in a more donor-centric way. This will help to generate awareness and trust on World Vision among a wider audience and build and strengthen relationships.

The ROI will increase by implementing always-on campaigns and focusing on the best-performing channels per product. This approach will lead to an increase in funding from private donors of EUR 6.6 million, including a lower acquisition of child sponsors (1,550 gross) and higher number of pledge donors (3,000 gross) and income from one-off donations. The effects of this changed approach on the Yield-to-Field and long-term growth need further analysis.

Investments

To improve the donor experience for private donors and work more data-driven, we will further invest in the MarTech-platform provided by WVI. We will improve our website, implement marketing automation, launch the WVI app , and start the project of migrating our CRM system from SIMMA to Microsoft Dynamics.
New staff will be hired to replace the five F&C colleagues leaving the organization, and we will employ two extra fundraisers (major donors and campaigns). The fundraising team will be structured so that the new marketing funnel approach is optimally supported.

We still see enough room for growth amongst Christian audiences. But to broaden all audiences, we will execute a pilot at a mainstream festival. We will also target specific audiences in our digital campaigns. In addition, it is our intention to put forward for approval a pilot plan to enter the (Dutch) Belgium market.

Diversification of public donors and private foundations

Considering the current public donor base, we receive funding from a diverse donor base. To widen the public donor base further, the World Bank and Nordics are on the list to explore. However, for FY23 this will not be a priority. The focus in FY23 will be on strengthening current donor relations.

New larger private foundations will be approached more directly after the development of a donor pre-positioning strategy. This will be done with a continuous collaboration between the F&C and IPG team. We will continue to strengthen relations with existing foundations and tap into opportunities with high-quality proposals.

Pre-positioning and sharing

A donor engagement strategy per public donor will be developed, including a coordinated approach among other Support Offices for INTPA and ECHO. To increase donor and stakeholder engagement, we need to be active in sharing the impact and results of our programmes and WV sector models. As before, we plan to regularly meet the donors, attend relevant networking events and raise awareness by sharing key-note speeches, position papers, impact/research data, etc.

Match Funding

To support the growth in public funding, and therefore the need for more match funding, we need to build long-term relationships of major private donors and increase their contribution to match funding. Among other activities, in FY23, we will focus on providing the correct information to donors to show the impact of their contribution to the various programmes. Meanwhile, to reduce match funding requirements (€ 800K), a stronger relationship with other Support Offices, Field Offices , and the Global Centre is crucial. Stronger relationships aim to lead to explore different types of match funding, to decrease the sole dependence on private funding as match.
In FY23, WVNL will pilot a match-PNS -exchange with WV Switzerland and Lichtenstein.

Challenges

Ambitions are high, and (team) capacity is slowly increasing. With limited resources, it is challenging to deepen relations, improve quality, and increase income. Hence we need to focus on what not to do and become excellent in what we choose to do. Target the right audience with the right story and offer.