# data[].attributes.headline
Data analysis for trending/impact studies

# data[].attributes.subject
Data analysis for trending/impact studies

# data[].attributes.body
o   To allow effective communication of donors’ impact

o   To make more informed decisions in relation to donor engagement strategies

# data[].attributes.body
o   To organise and coordinate bigger scale fund raising projects

# data[].attributes.body
o   Proficiency in digital marketing tools and platforms

o   Effective publicity materials

# data[].attributes.body
o   How to leverage on AI for different areas related to donations and stewardship

# data[].attributes.headline
Relationship Building and Donor Management / Effective Client Communication

# data[].attributes.subject
Relationship Building and Donor Management / Effective Client Communication

# data[].attributes.body
o   Stakeholder management

# data[].attributes.body
o   Setting and managing stakeholders’ expectations

# data[].attributes.body
o Working with donors/foundations to innovate ways/co-develop programmes or support for students

# data[].attributes.body
o   increased opportunities in working with Foundations like CFS

# data[].attributes.headline
Purposeful Philanthropy with Impact Metrics

# data[].attributes.subject
Purposeful Philanthropy with Impact Metrics

# data[].attributes.body
o   Donors are increasingly seeking transparency and measurable impact – new areas that the team could look into as part of donor engagement strategies, relooking ways that the team collect data and what data to collect

# data[].attributes.body
o   more opportunities to collaborate with OSG and alumni

# data[].attributes.body
o   rethinks the way we leverage on Giving.sg for donations

o   More publicity efforts required for donations – impact stories, revamp website

# data[].attributes.body
o   There's a greater emphasis on cultivating long-term relationships with donors rather than just soliciting one-time gifts. This involves regular communication, recognition, and stewardship efforts to maintain donor engagement and loyalty

o   More tracking and data analysis with the changing trend of how donors behave

o   More demand of in-person activity post covid – increasing number of events by donors on top of RP organised events

o   Increasing requests in meeting beneficiaries F2F

o   More impact stories needed to gain prospective donors’ interest

# data[].attributes.headline
Yes, it will due to the following key landscape changes and strategic shifts:

# data[].attributes.subject
Yes, it will due to the following key landscape changes and strategic shifts:

# data[].attributes.headline
Expansion of naming rights for infrastructure

# data[].attributes.subject
Expansion of naming rights for infrastructure

# data[].attributes.body
o   Need to work more closely with MOE, OFN and OES on how to execute

o   The strategic shift towards infrastructure naming is very new to the team operationally

# data[].attributes.headline
Increasing focus on Environmental, Social, and Governance (ESG) factors and Anti-Money Laundering and Countering the Financing of Terrorism (AML CFT) as one of IPC guidelines base on code of governance.

# data[].attributes.subject
Increasing focus on Environmental, Social, and Governance (ESG) factors and Anti-Money Laundering and Countering the Financing of Terrorism (AML CFT) as one of IPC guidelines base on code of governance.

# data[].attributes.body
o   Increased focus on AML CFT which may translate to more requirements and due diligence checks for new donations

# data[].attributes.body
o   Donors are increasingly seeking transparency and measurable impact – new areas that the team could explore as part of donor engagement strategies

o   With RPEF Advisory Committee, we foresee the referrals of Ultra High Net Worth individuals. In such instances, these individuals may require customized service delivery given their status and profile. This may require a change in the team’s engagement strategies

o   The need to focus more on donor stewardship:

-> The team can explore customising donors’ experiences based on donor segmentation. (https://givingusa.org/3-creative-ways-to-provide-customized-donor-experiences/)

-> With the increasing number of stakeholders, more requests of impact analysis/stats from management, expecting immediate response – adopt Eisenhower Matrix to realign priorities

# data[].attributes.body
o   Limited staffing

o   Lack of time

o   Competing priorities

# data[].attributes.body
o   Leverage on digitalisation for administrative work, focus on donor development/engagement

o   Realign priorities and tiers of stakeholders

o   Share good practices with soliciting departments on donor engagement/stewardship

# data[].attributes.body
o   High donor retention rate

o   Endowment fund status

o   Consistent stewardship effort, donor engagement

o   Working closely with CFS and Trustees to bring in more donor referrals – Trust and foundation as the main source of donations for RPEF

# data[].attributes.body
o   Chasing students – set a limit to no. of contact attempts

o   Too many changes to adapt at one go

o   Pace of changes too fast and furious

# data[].attributes.headline
OIC as the go-to partner for schools and departments for all things related to Donations

# data[].attributes.subject
OIC as the go-to partner for schools and departments for all things related to Donations

# data[].attributes.body
o   To house all schools’ donation coordinators under OIC while retaining their school accounts

o   To continue being the main department overseeing all donation records and provide advice and guidance on donation related matters (donation policies, SOPs etc) to all soliciting staff

-> Ability to implement the same donor engagement/stewardship strategies across all RP donors (greater consistency)

-> Better synergy across all schools

-> Ability to identify donors that can support more than 1 school

-> With the increasing manpower, outreach efforts can be better enhanced and more donor events can be conducted

# data[].attributes.body
o   Foresee more donor referrals and recommendations on donor stewardship and engagements strategies

o   Stewardship of ultra-high net worth donors – may change the nature of the job in terms of service delivery

o   May require more personalized communication for various donors