Organization

Engineering2Empower
Development Advisory Team

December 8, 2014

Brian Calcutt
Cristin Pacifico
Andrew Pemberton
Amanda Pea

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Table of Contents

PROCESS

INTRODUCTION
CENTRAL ISSUE

2
2
3
4
4
5

BACKGROUND A ND A PPROACH

THEORY OF CHANGE
CURRENT A SSESSMENT
PROPOSAL S TRUCTURE

PROPOSAL

Branding




Increasing Operational Capacity

Reinvigorate Fundraising Campaign

6
6
6
7

SHORT T ERM

OVERVIEW
INDIEGOGO ANALYSIS

MIDTERM

9
9
9
10
11
12

13

PARTNERS IN H EALTH C ASE S TUDY

INFOGRAPHIC S KETCH



SHORT T ERM - S TUDENT O UTREACH

EXTENDED R ESEARCH C ONFERENCE C ALLS

14
16
17
18
19

Branding



Increasing Operational Capacity
Building Strategic Capacity
LONG T ERM

CONCLUSION

APPENDICES

INDIEGOGO C AMPAIGN : D ONOR A NALYSIS

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Process

Introduction

Engineering2Empower is an organization founded by Dr. Tracy Kijewski-Correa, Alexandros Taflinidis, and Dustin Mix to address
Haitis housing crisis following the devastating 2010 earthquake. E2E is seeking to facilitate a sustainable housing model that Haitians
can implement themselves without relying on foreign aid. With the first two homes under construction and plans to build five more
by the end of 2015, the project has started to gain momentum.

Financing is a major hurdle for Haitian families seeking to live in a safe home. While the E2E model has tried to minimize the price of
an earthquake-resistant home, many homeowners will likely still require assistance through subsidies and microloans. Thus, E2E is
working with independent donors, partners, and other agents to help subsidize the cost of construction and operational expenses.
This donor base will be increasingly important as E2E scales its operations in Haiti.

Many organizations involved with housing in international development rely on a volunteer model where donors participate in the
actual construction of the home. While effective in engaging donors, the volunteer model neglects the empowerment of the target
population to collectively address their own communitys problems. The Engineering2Empower Development Advisory Team was
charged with the task of creating a model for donor engagement that effectively raises awareness and funds for E2E while remaining
loyal to E2Es core value of empowerment. Developing an empowerment model strategy was central to reimagining donor
engagement for E2E.

Central Issue
As E2E continues to grow and evolve as an organization, a successful

donor engagement and retention model should look to focus on the
following three aspects:

1. Personal Stories- How to tell the story of E2E, aid in Haiti, and an
alternative model for sustainable housing development for the worlds
poorest in a way that will capture the attention of potential
contributors;

2. Direct Outreach- How to build, maintain, and nurture relationships
with donors in a personal and customized way, demonstrating
transparency of mission and finances;

3. Strategic and Operational Capacity Building- How to measure the
return on investment with regard to expenditures related to donor
outreach versus individual financial commitment to E2E, as well as rate
of response for those reached versus those who donate.

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Background & Approach

Given E2Es history and the task of engaging donors, we developed a targeted approach to address the central issue of engaging and
retaining donors. Our three-pronged approach puts forth a model that engages partners and donors while also meeting E2Es
commitment to empowering a local housing market. Through compared and analyzed exposure to development structures of
different successful organizations, E2E can localize successful development solutions modeled from these organizations that cater to
its goals and size.

To develop an empowerment model, we began looking at other NGOs who effectively market their work and mission in order to
draw lessons applicable for E2Es donor engagement. After the 2010 earthquake and subsequent operational expansion, Partners in
Health created a formal development branch for their organization. This department was crucial in managing the many different
types of individual donors that began contributing to PIH after the earthquake. We found that the customization of their outreach
strategies based on donors level of giving can more effectively engage donors in the work and mission of PIH. A polished digital
presence, consistent email marketing, and a grassroots advocacy network called PIH|Engage also contribute to PIHs success in
engaging individual donors, whose contributions represent over half of PIHs annual revenue.

In addition, Partners in Health regularly invites large donors or representatives of granting organizations to take 1-2 day trips to PIHs
operations in the field. Lara Gomez, Foundations Relations Officer at PIH, asserts that there is no real replacement for a donor trip in
terms of immersing donors in an organization. These trips, thus, are useful for cementing relationships with donors or exposing
existing ones to different aspects of the NGOs operations. Further, in regards to donor trip return on investment, donors generally
pay for their own travel expenses and are more likely to give as a result of feeling closer to the programs.

We also explored other donor engagement methods from Oxfam International. This organization focuses on eradicating poverty,
providing disaster relief, and promoting advocacy and policy research to create change for millions of people living in destitute
conditions. Oxfams success can be attributed to the individual, customized donation plans they design in partnership with local
organizations, the prospective donor(s) and other stakeholders involved in the project. There are clearly defined rights investors are
guaranteed via the Donor Bill of Rights that provide transparency and access for financial information from the organization and
levels of recognition and perks to demonstrate appreciation for those gifts.

One of the more unique aspects of Oxfams donor engagement model is how they utilize their website to attract investors at all
levels. We have found that their website offers specific incentives based on the level of donations- from monthly newsletters to
membership in their Legacy Circle- and each level offers multiple options for donors to get involved and raise awareness. Some of
these opportunities allow investors to make recurring donations, establish individual grants, emergency funds, make gifts in
someones honor, give through their workplaces, build legacies and establish partnerships with Oxfam. This model creates a
bucket of options for an individual donor to customize the ways in which he engages at a particular donation level with the
organization that most effectively meet his needs and interests.

From these case studies, we determined that donors (of funds as well as non-monetary contributions) could be classified into a few,
main categories: Corporations, Governments, Humanitarian Networks, Foundations, and Individuals. Based on feedback we received
from Dustin Mix, we decided to pursue a strategy specific to the individual donor bucket. This class of donors requires a
customized approach to effectively engage donors of different giving levels and demographics. According to a study conducted by
CharityDynamics, a non-profit marketing firm, Age plays a strong role in predicting the way in which donors engage their favorite
charity. Specifically, young people respond better to a greater frequency of communications through social media. Similar
conclusions can be drawn about different donor groups. The study also showed that individual donors give over half of their annual

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charitable giving to their favorite charity. By customizing marketing campaigns to each donor group, E2E can take steps towards
becoming those donors preferred charitable organization.

In order to operationalize a customized donor engagement strategy, Engineering2Empower will need to use its current operational
capacity as well as add more in the future as the organization expands. Currently, E2E has a team of undergraduate students that
contribute to the project through focused projects such researching new concrete additives and creating technical manuals. We
propose that marketing & outreach be added as one of these student team projects. The team would be in charge of coordinating
more consistent email correspondence, administering future campaigns, and exploring new options for engaging donors. A student
team could give a greater attention to detail in regards to individual donors than is currently allowed by E2Es organizational
structure. Additionally, we recommend expanding upon the student base through the creation of a student club recognized by the
Student Activities Office (SAO) and an internship program of 1-2 student workers (either undergraduates or graduates) to work more
in-depth on building up E2Es business development, outreach, web design and other efforts to increase operational and strategic
capacity. Student recruitment and participation is key to helping lay down the foundational groundwork for the organizations future
long-term business development and enables E2E to capitalize on the creativity, skillsets and varying levels of engagement from an
interdisciplinary student base.

THEORY OF CHANGE
Implementing a 5-year strategy that uses direct outreach and personal stories to engage
and retain donors will benefit E2E operationally and strategically by increasing liquidity in
the short term and enabling organizational growth in the long term.

Current Assessment

After discussing various ideas for development with Ryan Iafigliola from the Fuller Center, he recommended that we identify the
current strengths and resources that E2E currently has so that they can continue to use what has made them most successful, while
also ensuring that E2E is best utilizing the resources they have at their disposal. In terms of reaching out to donors, Ryan suggested
that we analyze some of the Indiegogo Campaign information because it had such a great, immediate success. In order to engage
over 100 donors and raise over $25,000, which far surpassed their initial goal of $16,000, E2E did many positive things with their
campaign that should and could be assessed.

One of the most important takeaways from the project was the effectiveness of the campaign itself. The information on the
Indiegogo website focused on explaining E2Es story. The infographics on the website were clear, informative, and easy to
understand for non-experts looking at the campaign, providing a strong visual representation of the mission and actions of E2E. By
clearly outlining who they are; what the problem is; what they are doing; how they are doing it; and what they have already done
and why, E2E very concisely and effectively conveyed their story and outlined their goals. Further, a stepladder chart demonstrating
the range of the projects needsfrom $10 to cover the cost of a bag of cement to $5,000, which covers the cost of laying the

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foundationconcretely shows donors where their money is going and how it is being spent. Information from the Indiegogo
campaign could be used in the future as marketing materials that could be uploaded to their website, in addition to the existing
partner engagement information provided about floor plans and business strategy.

Other resources presently within E2Es current capacity are the dedicated student team and growing alumni base that is looking to
help propel E2E forward, as well as access to Notre Dames Development Office and greater international network. However, we
identified some untapped resources that may prove worthwhile to the organizations growth and donor engagement, including: the
ability to clearly market items that relate to specific individuals--be it Dustin and his team, Haitians who are benefitting from the
organization, or other personal stories--through forms and materials that could be used in newsletters or future donor prospecting.

Proposal Structure

Given the overarching goals of strengthening and solidifying branding for E2E, as well as ensuring donor intake and retention, our
proposal structure assumes a three-pronged approach. By providing Dustin with a 5-year plan, the goal of our project seeks to
ensure operational success in the immediate future, while providing some additional strategic recommendations that will sustain
the long-term growth of the organization.

The 5-year plan is divided into three prongs: short term, midterm and long term. The short-term can be carried out immediately and
throughout the course of the next 6 months and offers various targets for operational effectiveness. In the mid-term period of one
year, we advise utilizing additional creative marketing strategies and developing a business structure to be sustained and built upon
in the long term. The long term, over the 5-year window, proposes benchmarks for strategic development.

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Proposal

Short Term 6 Month Overview

In the short term, E2E should focus on selling the story behind the organization rather the product itself. So far, most of E2Es online
presence and background information focuses on explaining the science and technology that went into developing and constructing
the prototype houses. While it is important to stress these houses safety features and the research that contributed to their
invention, we found that the personal stories of the individuals behind the technological development and who they are resonates
more profoundly with individual donors and will drive increased giving.

Branding
To simplify this process, we recommend that E2E create a unique brand and project narrative for the housing work in Haiti that is
separate from the organizational identity. With a unique name and logo that can be easily associated with the goals and action on
the ground, smaller donors who are less interested in doing the in-depth research into E2Es history can connect on a more
emotional level rather than technical. (As an example, Housing4Haiti is similar in style but more easily associated with the current
work at hand. Its domain name was registered in 2010 and current ownership is expiring at the beginning of 2015.) Including this
new branding alongside E2Es current image in future marketing materials will help clarify the project-specific goals in an elevator-
pitch fashion while allowing E2E to maintain its organizational identity. This will also be helpful for E2E as it continues to develop
innovative solutions to social issues and evolves to work in different sectors and geographies.

Increase Operational Capacity - Student Outreach

In order to best increase operational capacity while fully taking advantage of the Notre Dame network, we also propose utilizing
three student structures that assume varying levels of commitment and job functions as well as diversify its support base. These
three student solutions would (1) expand on the student teams currently in the E2E class, (2) create an on-campus club, and (3)
take on 1-2 student interns. We believe that having three distinct groups on campus will help tap into different interdisciplinary
strengths from Notre Dame students that help E2E develop structurally and continue to raise awareness of E2Es alternative
sustainable housing model and project impact on community empowerment.

The current use of a student team within the E2E class draws expertise from about 20 engineering students who meet once a
month. They mostly assist in research and other functional areas. Our proposal suggests selecting a few of the students from this
class, who are familiar with and dedicated to promoting E2E, to develop campus outreach initiatives through the formation of a
campus club. When a club files for, and obtains, approval from the Student Activities Office (SAO), it becomes a University-
recognized entity that will gain tangible benefits such as access to funding, room reservation space, and marketing capabilities and

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materials that the class currently does not have. The application process is relatively simple- the prospective club founders must
complete and submit a form that can be accessed on the SAO website; however, the approval process can sometimes take time. This
step would require immediate action from a student in the class, but the group could likely begin meeting unofficially to start
planning for the Fall 2015 semester as soon as they file for approval. Once approved, the club would function under a one-year
probationary period to pilot different efforts and strategies that legitimizes their request for funding for the following 2016-17
academic year (in which they would become officially recognized). We also anticipate that this club could tap into the entirety of
campus, truly spreading the mission of E2E throughout another part of the ND community. It is likely that students who want to
engage once a week or biweekly to learn more about this organization and advance its outreach will be truly passionate about
helping fundraise for this cause. We anticipate that there would be about 30-40 active members, with a greater number on an ND
ListServ, and even break into larger student networks on social media sites, such as Facebook, Twitter and Instagram.

Our third student structure suggestion would be to hire one or two student interns who would be in direct communication with
Dustin and work about 10-12 hours a week. Offerings for positions could be advertised on GoIrish. Dustin may want to consider
recruiting an undergraduate student, as well as a graduate student mentor in the MSA or MBA program who could help construct,
analyze, or audit financial statements. Students who are involved with the student club and have assumed leadership positions
within the club could potentially be offered an internship position. Focusing a concentrated amount of time would provide the focus
and level of detail necessary to efficiently carry out some of the projects Dustin may be interested in running with, such as client
interaction and direct email outreach; analyzing current data or information; compiling and sending out newsletters; or helping work
on marketing materials. We believe that employing a few student interns would be an effective and economical way to help Dustin
accomplish his business development, while he is focusing his energies on sustaining the organization in Haiti. As E2E grows and
becomes more successful, this student internship would ultimately be supplanted by business development and financial advisor
hires.

Reinvigorate Fundraising Campaign - Overview

Off the heels of an extremely successful crowd funding campaign, E2E recently decided to increase their target fundraising goal to
$50,000, while contemplating taking advantage of a forever funding campaign that Indiegogo offers in order to take advantage of
the analysis and data mining that comes with the Indiegogo website. Using personal stories, customized follow-up and SROI
discourse will be valuable moving forward as Dustin pursues new donor prospects and strives to retain donors that have previously
contributed (whether through Indiegogo or other fundraising efforts).

Another way to effectively engage donors is with a pitch for an article that could be published in the Notre Dame Mendoza
Magazine, or the more general Notre Dame magazine. This could highlight the work E2E has been doing in Haiti, their model home,
as well as a request for funds. It is likely that larger donors may be more apt to invest if E2E publicizes a desired amount necessary
for the project (i.e. $50,000 - $70,000 over the course of the year in order to build 5 houses). Additionally, the student club could
provide a large amount of resources for fundraising, given the spread of the network.

Reinvigorate Fundraising Campaign - Indiegogo Analysis

E2Es Indiegogo Campaign had immediate success, surpassing its goal of $16,000 and hitting $25,200. Taking the output provided
from the website, analyzing and using this data will help improve the success of future campaignsespecially after E2E raise their
goal to $50,000 in the next month. The first part of our Indiegogo analysis segmented the donors into different Donation Size
Classes. These classes ranged from $1 - $50, $51 - $100, $101 - $500, and $501 - $5,000. Out of the 161 donations, 84 of those
contributions (52%) came from the smallest donor class, with total donations from the class reaching $2,810. In contrast, the largest
donor class had 9 donations, totaling $13,500, which comprised 54% of the total money raised during the campaign. Given this
information, it is critically important that Dustin follow up with these nine individuals personally to thank and build deeper
relationships with them. If he is able to understand why these people were interested in donating, part of the development strategy

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pursued in the future can cater to the people who are inclined to give the most. Additionally, donors who support E2E could begin
receiving newsletters about the progress E2E is making; this may be a favorable strategy for Dustin to utilize to reach out to those
individuals networks and engage more donors.

Also, targeting those who gave $51 - $100 would be greatly important. There were 51 donations in this class, totaling $4,980. This
donor group had the second largest donation sum, following the $501 - $5,000 class. It also had the second largest number of
donors, meaning that quite a few people are interested in committing $50 or more.

In terms of international reach, E2E had donations from nine different countries: the United States, Canada, Austria, UAE, Haiti, Italy,
the United Kingdom, and Thailand. The largest donation sizes came from the United States, Canada, and Austria. The average
contribution size was largest for Austria, which contributed one donation valued at $1,000, followed by Canada at $392, and the U.S.
at $152. Since there were obviously larger sized donations coming from countries outside of the U.S., it would be interesting to
follow up with these donors and see what, in particular, interested them in this American organization and why they were interested
in committing to its cause.

The domain analysis was particularly important because it showed that $19,715, or 78% of the donations, came from people who
were responding to a direct form of communication. Personalizing outreach effectively engaged the greatest number of donors, and
continuing to reach out to donors via email and phone calls will be necessary to gaining new donors and retaining old ones.
Facebook and Indiegogo pulled contributions of about $2,000 each, followed by Notre Dame websites and other websites.
Continuing to spread the word through social media is important, but time and energy would best be focused on emailing and
calling individuals.

The final key takeaway from the Indiegogo campaign came from our Perk analysis. People responded well to incentives, with 89 of
161 donors (55%) claiming perks of some sort. From that, 78 of the 89 perks (88%) responded to perks that provided some sort of
housewarming gift for families of the homes that would be constructed. They also liked bundles of perks, meaning that the perks
not only guaranteed a housewarming gift for the family, but the donor would also receive a Haitian craft as a commemorative
memento of the donation they made. Moving forward, a more effective strategy would offer more expensive perks that have this
housewarming approach; for example, although only three people claimed the Brian Kelly perk, this raised about $3,000, whereas
26 people taking the Let There Be Light! perk raised $2,650.

Overall, continuing to use direct contact, focusing on upholding the client relationships from the highest donors, and continuing to
give housewarming perks will help the next campaign be equally, if not more, successful. Additionally, implementing student teams
to target the smaller donor classes, follow up with thank you notes and promote other marketing materials that update donors
about E2E will give Dustin more time to focus on upholding and fostering relationships with the bigger donors.

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Mid Term 1 Year Overview

Branding
For E2Es mid term plan, our guiding principle was to begin goal setting in anticipation of company expansion, and set E2E on track
to raise the necessary funds for the first five houses in Haiti. In continuation of the renewed branding effort and in an effort to tell
the story of E2E on a more emotional level, we recommend the creation of an animated infographic to help develop the project
narrative and gain a wider audience through viral sharing than would be reached through personal networks in the Notre Dame
community. A short, two minute clip with voiceover narration that can simplify the sustainable construction process while explaining
the role of international development in general would continue to expound upon the goal of painting an engaging picture for
prospective donors. The Girl Effect and other organizations have used this method to make their cause go viral and have enjoyed
much success from a simple video that could be created using a graphic design intern or other on-campus resources.

Our research has indicated that the most important aspects that mindful charitable givers respond to are (1) a narrative of economic
empowerment of the local community and (2) the incorporation of locally sustainable business practices. E2Es model involves both,
and to highlight those aspects in the organizations introduction to prospective donors will help increase returns. Further, our sketch
of an infographic outline (included in the appendices) involves analogizing the building of E2Es houses with the building of
sustainable community development. In this way E2E could describe the components of its home in a technical way, highlighting the
anti-seismic construction and ability to expand the space as the economic and familial situation of families improves, while also
making a general development comparison resonating on a more emotional level. For example, the foundation of community
empowerment is laid, and then added to by the walls, or necessary development components, of local suppliers, family buy-in,
E2E research, and Foreign Donors. All of these contribute to the support of the sustainable development roof. Similar to E2Es
houses, development can be expanded and improved upon as capacity grows. Here, the graphic could show the development roof
expanding, and more walls being added to show improvements in health, education, security, and financial independence - all of
which were made possible by the initial investment in the original structure.

Increase operational capacity

Continuing to leverage on-campus resources, and assuming the successful formation of a diversified and dedicated student club, this
group could be used to raise awareness of E2E on campus and access new sources of funding to run donation campaigns. Similar on-
campus clubs (Unleashed, Solar Under the Sun) have expressed interest in partnering with the E2E student community to be more
impactful in running campus events. A similar student club that meets weekly and serves to raise awareness and funds for its partner
organizations has seen profound success both in garnering interest as well as in their financial returns. GlobeMed raises funds for a
community health organization in Laos that it remains in regular contact with. It started its probationary year in 2011 and raised
$3,000. The next year, its programs returned $10,000, while in the 2013-2014 academic year that number exceeded $30,000. This
semester alone has seen several successful campaigns resulting in $23,000 going directly to fund programs run by their partner
organization in country. This model could be a source for a significant annual contribution for E2E, as the on-campus community and
the personal networks of each of other members of the clubs will extend far beyond what could be done b y the existing class alone.

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10

At this point, it would also be our recommendation for E2E to have a solidified plan in place for advancing organizationally. It would
be beneficial to have an outline of what a business development role would look like within the organization. It was indicated in our
conversations with industry professionals that business development roles often use a mixed compensation package that could help
alleviate part of the financial strain of making a full time hire. Another vital role to consider is that of a financial analyst or advisor to
prepare annual reports both for internal use and for distribution to those larger contributors who value the transparency and
breakdown offered in public financial statements. The actual realization of these roles would depend on the timing and capacity of
E2E as it develops, but having an actionable plan in place would be beneficial in terms of longer term strategic thinking, especially
given the vital importance we have seen placed on these positions throughout our research.

Building strategic capacity

Throughout the midterm year, E2E will begin to prepare the groundwork for anticipatory business development and organizational
expansion. Through the establishment of a Board of Advisors, we suggest applying a get or give philosophy that would require
board members to contribute a minimum gift amount or provide another valuable network that can access the equivalent monetary
contribution. Additionally, the Board would retain the ability to transition into an independent Board when E2E is ready to evolve
into a non-profit or for-profit company. During this period, E2E will need to begin considering the future of their corporate structure
independent of their affiliation as a Notre Dame entity.

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11

Long Term 5 Year Overview

Lastly, our focus for the five year plan is to highlight possible company improvements and maintenance, contributing to the long-
term sustainability of the organization and its projects. In order to continue engagement by keeping longstanding donors interested
in updates and appealing to prospective contacts, a finalized project narrative should be built up and promoted. E2E could improve
its online presence with 2-3 minutes YouTube videos that profile researchers, homeowners, suppliers, and processes. As discussed,
the video included with the original Indiegogo campaign is a fantastic start and could be used as a launching pad for an entire
catalogue of videos. In order to break down the narrative into differing focus areas, we propose the creation of three series: Who
We Are; What We Do; and Why It Works.

The first of these could be put into action today, with interview style videos and montages of pictures of teams doing research and
testing. This series would profile the beginnings of the organization and the project and could interview the founders and members
of the E2E class. The next series could be implemented using the prototype currently built in-country and with the continued
development of the five houses slated for construction this year. This series would explain in a less-technical way (than the
previously existing videos) the design and properties of the houses, their anti-seismic and hurricane resistant construction materials,
and how local suppliers were used in their building. As soon as the first families are settled in houses, profiles of their stories would
be extremely valuable to highlight in this series. Finally, the last set of videos would highlight the development model and the
processes at work behind the scenes. As E2E continues to develop its organizational model, any sources of alternative revenue and
explanations of micro-credit and mortgage lending could be broken down and explained. This series would also include stories of
community empowerment made possible by this housing model and the stability it offers.

There are several ways that E2E could increase its operational capacity to directly engage donors in the long-term. Donor trips, as
mentioned previously, provide an irreplaceable medium for impact on donors. E2E should be cognizant of maintaining respect for
the target population while seeking maximum impact on donors. PIH accomplishes this task by limiting trips to 1-2 days and
exposing donors to related program areas that they may not have previously been contributing to. E2E could also conduct regular
conference calls to answer donors and partners questions. These calls provide a low commitment way to interface program leaders
directly with donors. This is another method put into practice by PIH that we are confident would yield positive results for E2E. As
E2E grows and evolves, its organizational model, and thus donor engagement strategy, will have to adapt to their needs.
Involvement with Notre Dame, independence as an NGO, and staffing structure will all play roles in solidifying their organizational
model.

To further promote and build the sustainability of this project, E2E will need to look to alternative revenue streams that bolster their
empowerment model. Product licensing in Haiti, marketing toward their middle class and finding creative ways to engage locals in
E2E home development will enable it to operate sustainably as either a non-profit or for-profit organization in the future. E2E will
also need to anticipate the dimensions of its future growth as an organization to better understand upcoming fundraising goals.
Lastly, it would require concretely determining the structure of how it will continue to fund the project. This decision will determine
the donation structure or the properties by which it seeks to generate income.

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12

Conclusion
E2E is on the brink of scaling its operations to transform the lives of Haitian families. With much of its technical engineering work
complete, the organization has begun shifting its focus to other aspects of creating a sustainable, affordable, earthquake-proof
housing model in Haiti. The way in which E2E engages its donors will be critical to its success in this regard. As a startup that is
constantly in a stage of transition, a three phased implementation plan for a unified donor engagement strategy will be the most
effective at mobilizing E2Es many donors and partners.

In the short term, E2E can mobilize their current assets, including students, university ties, and marketing materials, to continue the
success of their recent crowdfunding campaign. In the medium term, E2E can solidify their organizational capacity for donor
engagement by expanding their student program and bringing on dedicated marketing staff members. In the long term,
Engineering2Empower can formalize their donor engagement to include their board of advisors, institutional donors, and
professional partnerships to ensure a lasting solution to Haitis housing crisis.

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13

Appendices

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14

Indiegogo Campaign: Donor Analysis

Indiegogo Analysis

Indiegogo Donor Breakdown

6%

Donation Size Class

Number of
Donations

Total Amount
Donated

$1 - $50

84

$2,810

$51 - $100

51

$4,980

$101 - $500

17

$3,910

$501 - $5,000

$13,500

Total

161

$25,200

10%

$1 - $50
$51 - $100
$101 - $500
$501 - $5,000
32%
52%

Indiegogo Campaign: Donor Analysis

Demographic Contribution Analysis

Country

Amount

# of
Contributions

Average
Contribution
Size

United States

$22,714

149

$152

Canada

$1,175

$392

Austria

$1,000

$1,000

United Arab
Emirates

$110

$55

Haiti

$75

$38

Italy

$50

$50

Singapore

$50

$50

United Kingdom

$25

$25

Thailand

$1

$1

Out of the nine countries that donated,

the U.S. had the greatest reach and most
profile views, yet the third largest
contribution size
The largest contributions came from
countries outside of the United States:
Canada and Austria
Contacting these donors immediately
could be the beginning of a long-term
donor relationship
What stood out about the organization
that caused them to donate, and maybe
give more than Americans were inclined
to give?

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15

Indiegogo Campaign: Donor Analysis

Domain Analysis
8% 3%

Domain Analysis

1%

Contact

Amount

Contributions

Average
Contribution

Email, Direct
Contact, Etc.

$19,715

102

$193

Email, Direct
Contact, Etc.

10%

Facebook
Indiegogo
78%

Emailing and directly contacting individuals

engaged 78% of the donor pool
Personalizing outreach effectively engaged the
greatest number of donors
Indiegogo was a great forum for fundraising when
the campaign was spread via direct contact and
social media

Facebook

$2,421

24

$166

Indiegogo

$2,044

25

$82

Notre Dame
Websites

$760

$218

Other Websites

$260

$260

Total

$25,200

161

$184

Indiegogo Campaign: Donor Analysis

Popularly Claimed Perks
Perk

Number Claimed Amount Raised

Welcome Home!

26

$660

Windows and Walls!

19

$950

To the Kitchen!

26

$2,650

Let There Be Light!

$1,750

Sign Here Coach Kelly!

$3,000

Total Popular Perks

81

Totals

89

Total Campaign

161

Given different varieties of perks,

ranging from Notre Dame incentives
(i.e. BK autograph and football
tickets), people who donated wanted
their incentives to be gifts for the
homes that were being built
Donors liked bundles of perks, such
as the light that would be placed in
the home and the figurine from Haiti
Perhaps offering more perks for
housewarming in order to engage
more future donors

E2E | DAT

Organization

16

Partners In Health Case Study

!

Partner Trip
! Cement
" Or

a relationship

take an existing one to a new level

! Short
" 1-2

days

! Impact

vs. Respect

" Empowerment
" Seminars,

Technical advising

E2E | DAT

Organization

17

Infographic Sketch

E2E | DAT

Organization

18

Short Term Student Outreach Team

Consistent, customized outreach led by students

Customer

Family foundations

Large-scale donors

Industry professionals
Young professionals

University students

6th graders

Menu
Type of outreach

Institutional representatives

Level of donor

Partner trips

Tailored reports

Letters from founders

Conference calls

Letters from students

Kiva-style sponsorship

On-campus events

Crowdfunding

Personalized emails

Monthly newsletter

ND Expertise
Focus
groups

Training
Data
& Feedback

E2E | DAT

Organization

19

Extended Research Calls

Speaker

Organization

Key Takeaways & Discussion Pieces

Frank Belatti

Habitat for Humanity

Some donor relationships begin as corporate relationships because the

company wants to engage in a project that allows employee volunteering.
Site trips may be an effective way to engage some donors or students.
E2E could consider a "U.S." model that builds low-income, sustainable housing
in the states, or could consider expanding to other countries as it gains
momentum. Especially constructing in the states could be beneficial to
engaging donors.
Telling the story is critically important. One of Frank's favorite moments of the
dinner they had together was an empty space and a second photograph of
houses. How did they transform the area to a space that they were living in?
he remembers they were apologizing for only being able to create so many
houses.
Ryan was in South Bend conference at the Fuller Center. He built a great
board and used it as a way to help build notoriety and awareness. He will
be a good person to contact.

Ryan Iafigliola

Fuller Center International Specialist

Ryan spent time at the Haiti conference at Notre Dame and visited the two
houses that Dustin has been constructing.
Initial thoughts on the Indiegogo campaign was that it was extremely
effective from a fundraising standpoint, as well as using inforgraphics to
visually depict the story in such a way that appeals to donors.
First piece of advice: Assess current strengths and resources. What worked
about the Indiegogo campaign? How should they be using this information to
be more effective about running crowdfunding campaigns in the future?
Second piece of advice: Run an article in Notre Dame Magazine, the
Mendoza version, and possibly the Engineering magazine. Running an appeal
in Mendoza's magazine could potentially get one check written for the
~$50,000 fundraising goal.
Third piece of advice: Get something built, first two or three, have some more
stories to tell, make the emotional connection. So far, E2E has a great
intellectual connection, but it will be important to tell their story and what
they're accomplishing. People want to buy into what is successful, so
constructing a successful model and telling the story of who it is directly
helping should work.
Fourth piece of advice: Transparency will be increasingly important,
especially in Haiti, where there have been multiple articles written about
money not being used effectively and just a generally high level of
corruption.

E2E | DAT

Organization

20

Fifth piece of advice: Steer clear of having individuals "sponsor" families,

because those families may reach out to the donors. Since it is an
empowerment model, if the family falls out and is not cooperative with the
model, or isn't able to help subsidize the cost of the home, the donor may feel
like there is a lost connection. A better approach would be to explicitly state
how much certain amounts of money can buy as they contribute to the home
(like displayed in the Indiegogo campaign) and having personal stories built
out about the families that live in the homes after they have been built.
Melissa Paulsen

Social Entrepreneurship
Specialist

Creating a marketing piece about the individual that will tell a story would
be beneficial. Make is personal so that donors realize E2E tells a story that is
"many people's" story. Kiva has been extremely effective in engaging donors
by doing this. Many people put money in there and keep it there. .
Discuss the prospect of implementing a "get or give" philsophy for the Board
Think about what we can do from an operational standpoint -what can we do
in the short term for immediate liquidity? Then think about what to do
strategically. Strategic is not in the best interest for tactical, short term goals.
Those things need to be formally pinpointed, and then we can determine
where the organization is going.
Think about being innovative when it comes to proposing a Business
Development or Financial Analyst. The business development position could
incorporate a mixed compensation structure.

Shannon Coyne

CARE Organization

While Shannon works more on the Policy and Advocacy front at CARE, she
highlighted an example of a fundraiser that has been particularly successful.
After they had an engagement trip to Peru, different people wanted to get
involved and raise awareness about CARE. A famous chef planned an event
called "Industry Takeover Night," which was hyped up by social media and
the Washington Post. It was a huge success.
She suggests including some celebrities to engage donors and to engage
individuals in trips to increase their general knowledge base about the issues
the organization is tackling.

Jon Shaffer

Partners In Health

Jon is the director of Partners In Health's grassroots advocacy network,

PIH|Engage. He offered valuable advice on the operations and feasability
of a widespread network that would combine the dedication of college
students, individuals, and professionals to a cause. While PIH|Engage plays
an important role for Partners in Health, we felt that an advocacy network of
similar natur would not be suitable to E2E because of it's high overhead costs.

E2E | DAT

Organization

21

Lara Gomez

Partners In Health

My conversation with Lara Gomez was the most fruitful interview I conducted
for the PIH case study. She spoke about the importance of customizing your
interactions with donors to their expectations, especially in regards to
materials and reports provided to them. Lara kindly provided valuable
details on the way PIH conducts donor trips, invites donors with technical
expertise to give seminars, and conduct regular conference calls to connect
donors with program managers

Kevin Fink & Erik Jensen

Engineering2Empower

Kevin & Erik agreed strongly that there was a need to market the
"empowerment" model employed by E2E differently than the "volunteer"
model employed by organizations such as Habitat for Humanity. They
suggested using the concept of the home loan in marketing materials in order
to connect the lives of Haitians (who generally do not have access to
mortgages) to the lives of Americans (everyone has a home loan!)

Tracy Kijewki-Correa &

Alexandros Taflinidis, as
well as several student
members of the E2E team

Engineering2Empower

Proposing our DAT problem at an E2E meeting yielded an interesting

brainstorming session. Dr. KC suggested the ideas of marketing "packets" or
"kits" that could be sent to people interested in the project. This conversation
was the foundation of the "student team" idea, where a team of
undergraduate students could prepare customized marketing outreach recipes
for specific donor types

Tom Harvey

Mendoza College of
Business

Tom Harvey is an experienced professional in the non-profit sector. He gave

valuable suggestions and anecdotes such as using a focus group to determine
the effectiveness of different marketing strategies and being cognizant of
modern generation's distrust of typical charities. Tom also suggested we
contact Frank Belatti, who was a valuable resouce in our research.