Northeastern University Capstone Project Highlight: ASVPM Fundraising Initiative
Project Overview (What This Report Covers)
Our group completed a 17-week fundraising and grant development capstone project as part of Northeastern University’s ASVPM master’s curriculum. This report specifically documents how we researched, scoped, planned, executed, monitored, and closed a digital-first fundraising system aligned with the ASVPM framework for nonprofit growth.
Our work was grounded in formal research and scope analysis, sponsor interviews, and industry benchmarking. Rather than focusing on one-time fundraising results, we designed a repeatable system for grants, donor acquisition, engagement, and compliance that could be scaled beyond the capstone timeline.
Step 1: How We Conducted Research and Defined Scope
We began with background research on nonprofit fundraising trends, donor behavior, digital platforms, and compliance requirements. Using industry sources, we analyzed the shift toward digital and social fundraising, recurring donor models, and corporate social responsibility partnerships. This research informed our initial assumptions and guided sponsor discussions.
We then worked with the sponsor to translate organizational needs into a formal project scope statement. We defined primary goals—such as increasing fundraising performance through diversified digital channels and improving donor engagement through CRM tools—and secondary goals related to brand visibility and data-driven decision-making. Clear boundaries and exclusions were documented, including the exclusion of offline fundraising execution and long-term donor management beyond project close.
To ensure clarity of ownership, we developed a RASCI matrix that specified responsibilities across fundraising, marketing, finance, IT, and sponsor roles. This step ensured accountability and reduced execution risk before planning began.
Step 2: How We Planned the Fundraising System
Based on the approved scope, we developed a detailed Integrated Project Plan (IPP). We decomposed the work into a Work Breakdown Structure (WBS), defined milestones, and sequenced activities across initiation, planning, execution, monitoring and control, and closure.
We identified key deliverables, including donor segmentation analysis, grant proposal and outreach templates, CRM configuration, digital fundraising campaigns, compliance frameworks, and training materials. We also defined Key Performance Indicators (KPIs) and user acceptance criteria to measure fundraising readiness, donor engagement, and system effectiveness.
Risk and constraint analysis was incorporated into planning, addressing budget limitations, fixed timelines, data privacy requirements (GDPR, PCI DSS, IRS 501(c)(3)), and cross-functional dependencies on marketing, IT, and finance teams. Change control and communication plans were established to manage approvals and stakeholder alignment throughout execution.
Step 3: How We Executed, Monitored, and Closed the Project
During execution, we configured CRM workflows to support donor tracking, engagement analysis, and reporting. We conducted donor and corporate partner research, prioritized opportunities, and prepared digital fundraising and grant outreach materials aligned with compliance standards. Execution focused on building reusable tools and processes, not one-time campaigns.
We monitored performance through weekly status updates, milestone reviews, and KPI tracking. Schedule and cost performance were reviewed against baselines, and risks related to compliance, platform limitations, and outreach effectiveness were actively managed. Feedback from sponsors and instructors was incorporated through structured reviews.
At project close, we finalized all deliverables and prepared a complete handover package. This included training documentation, standard operating procedures, CRM guidance, a sustainability report, and lessons learned. Our estimated project cost of $41,956 represents a team-based academic cost estimation exercise intended to demonstrate resource planning and cost control techniques; it does not reflect an actual implementation budget.
Team Members
Swapna Benjamin, Hue Dang, Bhoomika Gururaja (Seattle, WA)
Xiaoyu Mu (Kevin), Gan Song (San Jose, CA)
