Development Committee

November 20, 2009

8:00-9:30 a.m.

Members present:

Steve Lebovitz, Chair Judy Kaye Eric Schlager

Ben Bloomstone Myra Kraft Andrew Schultz
Jon Davis Dale Okonow
Valerie Friedman Jay Rosenbaum

Staff: Zamira Korff, David Strong, Danielle Nadeau

Steve Lebovitz convened the November 20th Development Committee meeting. He welcomed all
members and commenced introductions.

Steve called on Zamira Korff, Vice President of Development, to give an overview of CJP’s
Development work. Zamira highlighted specific areas, including deployment of professional
resources to best advance philanthropic partnerships and create sustainable funding
opportunities, as well as long-term strategies for fundraising and engagement. The recently
completed Strategic Plan serves as an overarching guide for the Development program and the
foundation for many policies and programs currently being implemented. Zamira noted that
while CJP is most easily identified by virtue of a strong annual campaign, there are several other
important giving vehicles and philanthropic investment services provided through CJP, the
depth and breadth of which is sometimes overlooked. Part of the Committee’s work will focus on
how CJP can most effectively expand these opportunities, together with overall donor services.
This will play an important role in raising the overall philanthropic bar for CJP and the Jewish
community.

Committee discussion included designated giving, a philanthropic trend seen across many
organizations. In the past decade, CJP has increasingly incorporated current use designated
giving as part of its annual campaign to advance CJP’s mission and the areas greatest potential
impact. In 2009, CJP raised approximately $12 million in designated gifts that support CJP
partners and priorities as part of the overall $39.5 million campaign. In fact, when one takes
into consideration the additional funds CJP was able to raise in designated gifts, the overall
decrease in allocations to the community was only 7%, as opposed to the overall 15% decrease in
support. The newly formed Committee on Strategic Priorities will regularly review the status of
designated giving within the campaign and consider it in the context of the allocations process.
CJP will continue to monitor national and local trends on designated giving and the implications
it has on CJP’s ability to effectively administer, steward and report on designated gifts.

It was noted that CJP needs to maintain a balance between the possible expansion of designated
giving as a means of increasing donor engagement, particularly at the mass campaign level, with
the critical resources and flexibility provided by unrestricted support. It was suggested that the
answer might be in creating areas for gift designation at the mass and mid-campaign levels that
are narrow enough to provide a sense of connection for donors, yet broad enough to underpin
our strategic initiatives and allow us to retain necessary flexibility in allocating resources to
those initiatives.

There was also discussion of CJP’s relationship to partner agencies and day schools, our strategy
with regard to fundraising on behalf of these institutions and our policy regarding gift counting
and recognition. Zamira highlighted CJP’s strategy of actively soliciting gifts on behalf of, or
together with, community partners with a particular emphasis on raising funds for programs
and initiatives that are strategically aligned with CJP’s priorities in order to ensure we have the
necessary resources to implement those initiatives and fulfill our commitments to the Jewish
community.

There was some discussion regarding the challenge of having adequate resources in the
Development office to provide ongoing consultation, support and research services to the many
community institutions requesting CJP assistance. There is also concern around donor fatigue
and ensuring that CJP and other organizations are able to successfully reach out to new donors
and foundations rather than overburdening current donors.

David Strong then discussed CJP’s $514.8 million in philanthropic assets under management,
including CJP’s own endowment, Donor Advised Funds and the Jewish Community Endowment
Pool. He highlighted the ways in which CJP’s investment platforms strengthen our fundraising
capabilities.
The Development Committee was directed by the Board of Directors to review organizations
that have received a grant from CJP’s Donor Advised Fund (DAF) program for the first time.

Upon a motion duly made and seconded it was unanimously:

Voted to accept the Donor Advised Fund recipient organizations.
Oversight of the Gift Acceptance Policy is an explicit responsibility of the Development
Committee as stated in Article IX, Section 5 of CJP’s By-Laws. The Committee was directed to
consider the authorization of an Interim Gift Review Group in advance of a new Gift Acceptance
Policy which the Committee will consider at a future meeting.

Upon a motion duly made and seconded it was unanimously:

Voted to elect an Interim Gift Review Group.

Next, Zamira discussed the Development Department Organizational Chart and the deployment
of staff, highlighting two areas of increased importance, the office Donor Relations and
Stewardship and the office of Gift Planning and Investment Partnerships. Each of these offices
plays a critical role in advancing CJP’s relationship with donors, highlighting the impact and
effectiveness of our work, and enhancing our opportunity to expand both philanthropic services
and philanthropic partnerships within and beyond the Annual Campaign. Zamira highlighted a
recent analysis of CJP’s annual campaign which demonstrated tremendous donor loyalty and
retention at the major gifts ($10,000+) level of the annual campaign. As we review the $1,000-
$9,999 range, followed by the mass campaign (under $1,000), we see less continuity and more
erosion in donor support at the lower ends. It is clearly apparent that donor giving and retention
is directly related to the time, effort and attention invested by CJP staff and volunteers in
cultivating and stewarding those relationships. Implicit in this, is the question of what
additional resources might be needed to enhance our donor retention and engagement
opportunities at all giving levels.

Steve addressed the Roles and Responsibilities of the Committee and suggested that Committee
members be very much involved with the development work of CJP, as advisors, advocates and
representatives in the community. He encouraged members to continue to consider both their
own areas of expertise and experience as well as the needs of CJP.

The Chair then concluded the first meeting of the Development Committee at 9:30 a.m.