The document is a study that benchmarks major gifts fundraising among nonprofits. It finds that the most common minimum for a "major gift" is $1,000-2,499. Larger nonprofits and those in arts/education set higher minimums. About 4 in 10 nonprofits consistently use processes to identify prospects, and these nonprofits are more likely to meet fundraising goals. The most used identification methods are staff knowledge, donor records, and prospect research. Methods most associated with meeting goals are analyzing donor records, tracking digital engagement, prospect research, and donor referrals. The top challenges are lack of staff/time, board involvement, and identifying gift opportunities.
360i's Digital Education for Nonprofits (the den) Recap Report360i
On May 12 we launched the den (Digital Education for Nonprofits) – a program thoughtfully crafted by the team at 360i, and designed to empower nonprofits to be smart marketers in the digital age through knowledge sharing, tools, and free resources.
Managing Supply Chain Talent During the PandemicLora Cecere
With one out of two supply chain professionals satisfied with their jobs and an increase in job opportunities for supply chain leaders post-pandemic, is supply chain talent your greatest risk? In this report, Supply Chain Insights captures insights from studies conducted in 2019 and 2020 to give insights for supply chain leaders on retaining employees and improving job satisfaction.
A Nonprofit's Guide to Event Fundraising AnalyticsJono Smith
This 18-page guide is designed to help event fundraisers move beyond only reporting the past and start using analytics to predict the future. A case study featuring the Komen Global Race for the Cure highlights how analytics helped formulate the steps the organization took to transform their highly attended event into a strong fundraising event.
360i's Digital Education for Nonprofits (the den) Recap Report360i
On May 12 we launched the den (Digital Education for Nonprofits) – a program thoughtfully crafted by the team at 360i, and designed to empower nonprofits to be smart marketers in the digital age through knowledge sharing, tools, and free resources.
Managing Supply Chain Talent During the PandemicLora Cecere
With one out of two supply chain professionals satisfied with their jobs and an increase in job opportunities for supply chain leaders post-pandemic, is supply chain talent your greatest risk? In this report, Supply Chain Insights captures insights from studies conducted in 2019 and 2020 to give insights for supply chain leaders on retaining employees and improving job satisfaction.
A Nonprofit's Guide to Event Fundraising AnalyticsJono Smith
This 18-page guide is designed to help event fundraisers move beyond only reporting the past and start using analytics to predict the future. A case study featuring the Komen Global Race for the Cure highlights how analytics helped formulate the steps the organization took to transform their highly attended event into a strong fundraising event.
Informe de la comisión de evaluación, órgano colegiado de la convocatoria de ...Dominique Gross
En la Orden DSA/1110/2022, de 17 de noviembre, por la que se establecen las bases y se convocan subvenciones para el apoyo a la modernización de las entidades del Tercer Sector, financiadas a cargo del Fondo Europeo de
Recuperación, Transformación y Resiliencia, se prevé el órgano colegiado, fijándose su composición en el artículo 7, punto 4.
Igualmente, la Ley General de Subvenciones estipula en el punto 4 del artículo 24 que, una vez evaluadas todas las solicitudes, el órgano colegiado al que se refiere el apartado 1 del artículo 22 de la misma norma, deberá emitir informe en que se concrete el resultado de la evaluación efectuada.
Barometro de Entidades No Lucrativas. Junio 2022Dominique Gross
El Barómetro de Entidades persigue poner en valor la labor del Tercer
Sector y su importante contribución a la actividad social pero también
a la económica y laboral.
En esta tercera edición Fundación Deloitte, Asociación Española de
Fundraising y Fundación Lealtad ponen el foco en la calidad del talento
en el Tercer Sector, generando trabajos de calidad estables, con
profesionales altamente especializados y cualificados generando un
ecosistema de alto impacto que permite cubrir las necesidades sociales
en los distintos entornos y momentos de incertidumbre que venimos
viviendo en los últimos años.
El estudio que se presenta a continuación se ha elaborado a partir de
la información arrojada por las 133 entidades no lucrativas y los 268
panelistas empresariales que participaron en la edición del Barómetro
de Empresas en enero 2022.
More Related Content
Similar to 2017 Major Gifts Fundraising Benchmark Study 2017. Association of Philanthropic Counsel
Informe de la comisión de evaluación, órgano colegiado de la convocatoria de ...Dominique Gross
En la Orden DSA/1110/2022, de 17 de noviembre, por la que se establecen las bases y se convocan subvenciones para el apoyo a la modernización de las entidades del Tercer Sector, financiadas a cargo del Fondo Europeo de
Recuperación, Transformación y Resiliencia, se prevé el órgano colegiado, fijándose su composición en el artículo 7, punto 4.
Igualmente, la Ley General de Subvenciones estipula en el punto 4 del artículo 24 que, una vez evaluadas todas las solicitudes, el órgano colegiado al que se refiere el apartado 1 del artículo 22 de la misma norma, deberá emitir informe en que se concrete el resultado de la evaluación efectuada.
Barometro de Entidades No Lucrativas. Junio 2022Dominique Gross
El Barómetro de Entidades persigue poner en valor la labor del Tercer
Sector y su importante contribución a la actividad social pero también
a la económica y laboral.
En esta tercera edición Fundación Deloitte, Asociación Española de
Fundraising y Fundación Lealtad ponen el foco en la calidad del talento
en el Tercer Sector, generando trabajos de calidad estables, con
profesionales altamente especializados y cualificados generando un
ecosistema de alto impacto que permite cubrir las necesidades sociales
en los distintos entornos y momentos de incertidumbre que venimos
viviendo en los últimos años.
El estudio que se presenta a continuación se ha elaborado a partir de
la información arrojada por las 133 entidades no lucrativas y los 268
panelistas empresariales que participaron en la edición del Barómetro
de Empresas en enero 2022.
El Tercer Sector y el Plan de Recuperación, Transformación y ResilienciaDominique Gross
La Plataforma del Tercer Sector (PTS), en el marco de la celebración de su Junta
Directiva y Asamblea General los días 24 y 25 de noviembre de 2021, organizó
dos sesiones de formación y reflexión que tuvieron como objetivos fomentar el
conocimiento de las inversiones del Plan de Recuperación, Transformación y
Resiliencia (PRTR) de mayor interés para las entidades del Tercer Sector y facilitar
un espacio de reflexión sobre las principales demandas, dudas, retos, necesidades
y dificultades detectadas por las entidades del Tercer Sector en relación con el
acceso a los fondos del PRTR.
¿Quieres contar con empresas, fundaciones privadas y administraciones que financien vuestros proyectos y se comprometan con vosotr@s?
PROGRAMA PARTNER RAISING 4ª edición
Cambia tu estrategia para conseguir la financiación de Instituciones que ASEGURE el futuro y el crecimiento estable de tu organización, y dispare su impacto social.
Diseñando proyectos de impacto que generen cambios reales ante los problemas, y que estén perfectamente formulados. Pero eso no es todo, para llegar a los financiadores privados o partners además tienes que conectar con personas relevantes a las que presentes una propuesta de valor. Para conseguir esto te proponemos 10 semanas de talleres prácticos con nuestros expertos para trabajar en 4 líneas:
1. Formación intensiva y práctica en diseño y
formulación de proyectos de impacto para convocatorias de subvenciones:
Aprenderás a formular tu proyecto con las claves del financiador.
2. Formatos de presentaciones de proyecto para financiadores privados y partners: Cómo hacer una presentación que enganche y un buen pitch elevator.
3. Linkedin es la herramienta clave para llegar a nuevos financiadores: te enseñamos a sacar el máximo rendimiento de tus contactos y a preparar tus primeros acercamientos a nuevos partners.
4. Compartimos nuestra experiencia como evaluadores de más de 1.000 proyectos y como formadores de más de 600 técnicos de entidades: mentorías personalizadas para que tu propuesta sea un éxito.
The Voice of Charities facing Covid-19 WorldwideDominique Gross
From April 30 to May 6, in its second COVID-19 survey, CAF America polled 880 organizations worldwide to learn how the coronavirus global pandemic continues to impact their work. The organizations included in the survey represent 122 countries and 217 repeat respondents. The first survey conducted by CAF America involved 544 organizations representing 93 countries.
Guía Práctica de Filantropía Estratégica e Inversión de Impacto SocialDominique Gross
El objetivo de esta guía práctica es ayudar a las Organizaciones de Filantropía Estratégica en Europa en fase de start-up o fase temprana proporcionándoles una perspectiva sobre ‘lo que funciona’ en el contexto europeo, teniendo en cuenta la diversidad existente en cada país.
Al final de este documento, pueden encontrar un glosario que proporciona definiciones de los conceptos clave mencionados en este reporte.
Las empresas mas relevantes de la Economía SocialDominique Gross
El objetivo principal de este informe consiste en elaborar un ranking, ordenado de mayor a menor facturación de las diferentes entidades que se enmarcan en la economía social.
Como objetivo secundario, el informe persigue conocer más a fondo las características de las empresas de economía social. Para ello se realizará un análisis descriptivo sobre las el comportamiento de estas empresas en relación a las siguientes variables: tamaño de empresa, tipología de empresa de economía social, territorio y facturación
Como muestra el informe, las empresas de economía social están presentes en todos los sectores económicos, con empresas de todos los tamaños (micro empresas, PYMES, grandes grupos empresariales…). Las cooperativas, las sociedades Laborales, las mutualidades, las empresas de inserción, los centros especiales de empleo, las cofradías de pescadores y las asociaciones del sector de la discapacidad, son entidades que conforman este modelo económico, donde la eficiencia empresarial se combina con los valores de la solidaridad, responsabilidad y cohesión social. Son empresas que compiten en los mercados internacionales, siendo algunas de ellas líderes en su sector de actividad tanto a nivel internacional, como estatal como autonómico o territorial.
Real Decreto-ley 17/2020, de 5 de mayo, por el que se aprueban medidas de apo...Dominique Gross
Incluye, en su disposición final segunda, una modificación de la Ley 49/2002, de 23 de diciembre, de régimen fiscal de las entidades sin fines lucrativos y de los incentivos fiscales al mecenazgo, para mejorarlos.
En esencia, se aumenta un 5% tanto las deducciones como la base liquidable.
Las cantidades donadas o satisfechas a fundaciones acogidas a la Ley 49/2002 que se destinen a la realización y desarrollo de actividades y programas prioritarios de mecenazgo, tendrán derecho hasta 150 euros a una deducción del 80% y y el resto a una base de deducción del 35%.
Además, si en los dos períodos impositivos inmediatos anteriores se hubieran realizado donativos, donaciones o aportaciones con derecho a deducción a favor de una misma entidad por importe igual o superior, en cada uno de ellos, al del ejercicio anterior, el porcentaje de deducción aplicable a la base de la deducción a favor de esa misma entidad que exceda de 150 euros será del 40%.
La base de la deducción de estos donativos, no podrá exceder del 15% de la base liquidable.
Programa PPT, para liderar tu organización en la crisisDominique Gross
Con el Programa Proteger, Preparar, Transformar, te ofrecemos herramientas y acompañamiento para afrontar de la mejor manera los retos de esta crisis y la situación de incertidumbre que genera.
Al inicio de la crisis del covid19, todas las entidades sin ánimo de lucro -la tuya también- han tenido que tomar medidas de Protección para cuidar las personas, asegurar los servicios esenciales o evitar el descalabro económico.
Pero a continuación, ¡ahora!, hay que actuar estratégicamente para identificar los retos y marcar el horizonte hacia el que quieres que camine tu asociación o fundación.
Para asegurar el futuro de tu entidad no basta con tomar decisiones de contención o de prudencia.
Nuestro entorno, nuestra sociedad ha cambiado, y tu fundación/asociación no puede volver al punto en el que estaba en febrero, antes de la crísis.
Tienes que adaptar tu organización a la nueva realidad, y conseguir su transformación para que tod@s -contratadas, voluntarios, Órganos de gobierno, beneficiari@s- se sitúen de la mejor manera posible en el nuevo entorno.
Poner en marcha una estrategia en estas circunstancias no es fácil.
Lo estamos viendo y viviendo con las organizaciones que acompañamos: las urgencias y emergencias cotidianas, las dificultades técnicas, la preocupación por los ingresos y la tesorería, por la salud de los beneficiarios y de tod@s l@s que forman parte de ellas, los proyectos y las actividades que hay que adaptar...
Todo ese cotidiano urgente, toda esta gestión cambiante del día a día, es lo que te frena para contar con una visión a medio plazo. Y sin embargo, eso es muy importante.
Métodos propuestos para la medición del Impacto SocialDominique Gross
La medición del impacto social no se circunscribe a medir el cumplimiento de los criterios básicos citados que pueden utilizarse como criterios de selección para financiadores e inversores. Desarrolla una perspectiva del grado en el que la empresa social responde a las necesidades sociales y genera resultados (cambio) en las vidas de aquellos a los que afecta. Su impacto puede apreciarse de forma directa o indirecta en la vida de las personas o las comunidades atendidas: los beneficiarios, la plantilla y otros individuos involucrados en la prestación del servicio. También puede percibirse en los efectos que la empresa social ejerce en otras organizaciones y personas de su ecosistema, esto es, logra cambios mediante su existencia y a través de la ejecución de sus actividades de manera incluyente y democrática.
Guía para el Retorno Social de la Inversión SROIDominique Gross
El Retorno Social de la Inversión (SROI) es un marco para medir y cuantificar este concepto, mucho más amplio, de valor; busca reducir la desigualdad y la degradación medioambiental, y mejorar el bienestar incorporando costos y beneficios sociales, medioambientales y económicos.
El SROI mide el cambio en formas que son relevantes para las personas u organizaciones que lo experimentan o contribuyen con él. Cuenta cómo se genera el cambio midiendo los resultados (outcomes) sociales, medioambientales y económicos, y usa términos monetarios para representar dichos outcomes. Esto permite calcular el ratio costo-beneficio. Por ejemplo, un ratio de 3:1 indica que una inversión de £1 genera £3 de valor social.
El SROI trata de valor, en lugar de dinero. El dinero es simplemente una unidad común y, como tal, es la forma más útil y comúnmente aceptada de expresar valor.
Claves para liderar estratégicamente tu organización ante el COVID-19Dominique Gross
Ofrecemos claves estratégicas para liderar la respuesta frente a la crisis en entidades sin ánimo de lucro como la tuya. Y proponemos un protocolo para identificar qué acciones debes poner en marcha para proteger a tu organización, y a las personas que dependen de ella, y así asegurar su supervivencia en el futuro.
Con estas claves podrás:
• Identificar los retos inmediatos y futuros que plantea la crisis.
• Disponer de un esquema de análisis y acción para ordenar las ideas.
• Movilizar tus Órganos de Gobierno para liderar y priorizar.
• Incorporar criterios para diseñar tu Plan de recuperación y transformación.
La Salud en la Cooperación al Desarrollo y la Acción Humanitaria. 2019Dominique Gross
La Ayuda Oficial al Desarrollo (AOD) española sigue siendo escasa y continúa en el furgón de cola europea, lo que devalúa la imagen de credibilidad que el gobierno quiere proyectar en las grandes citas internacionales. España ni está ni se la espera. En términos reales la AOD cae casi un 3% lo que su pone que el esfuerzo de ayuda se queda en el 0,20%, muy por debajo de la media del resto de países donantes del CAD (0,31%), de los países donantes europeos (0,47%), y del prometido y comprometido 0,7%.
En lo que a salud se refiere, los 61,4 millones destinados supusieron el 2,47% del total de la AOD bruta, insuficiente si hablamos de contribuir a reducir los grandes problemas de la salud mundial. La mortalidad materna, muy condicionada por la inequidad de género) o las muertes evitables de recién nacidos y de menores de 5 años, las enfermedades transmisibles (sida, malaria, tuberculosis, hepatitis,) y no transmisibles (cardiovasculares, diabetes, mentales,) que afectan mucho más a las poblaciones más vulnerables del planeta siguen siendo un reto al que nos tenemos que enfrentar. Las herramientas para conseguirlo, como la cobertura sanitaria universal, garantizando el acceso universal a los servicios de salud sexual y reproductiva; consiguiendo la protección contra los riesgos financieros, el acceso a servicios de salud esenciales de calidad y el acceso a medicamentos y vacunas seguros, eficaces, asequibles y de calidad para todas las personas siguen sin avanzar lo suficiente, y existe un riesgo real de no conseguir las metas en salud con las que la comunidad internacional se comprometió en 2030.
ONG del conocimiento: influir para el impacto social. Estudio EsadeDominique Gross
Este documento, que se publica cuando se cumplen diez años del Programa ESADE-PwC de Liderazgo Social, constituye una contribución novedosa a uno de los grandes retos a que se enfrentan las organizaciones del tercer sector: la gestión del conocimiento.
Asimismo, nos conecta y nos recuerda diferentes elementos y capacidades que son necesarios para que las ONG y otras entidades no lucrativas avancen significativamente en su contribución misional y en su desarrollo organizativo.
ONG del conocimiento. Influir para el impacto social. Resumen EjecutivoDominique Gross
Gestionar el conocimiento permite a las ONG ser más eficientes y relevantes en el contexto actual y tener más influencia para promover cambios. Por una parte, una gestión adecuada del conocimiento facilitará a las organizaciones medir el resultado de su actividad y aplicar enfoques basados en lo que funciona.
Además, facilitará aprender de los errores y, por tanto, fomentará la innovación. La gestión correcta del conocimiento también permite a las ONG desarrollar campañas de movilización y sensibilización sólidamente fundamentadas, lo cual les permite tener más influencia e incluso poder impulsar el cambio en las prácticas de otros actores.
Este documento resume la investigación realizada a lo largo del curso 2017-18 dentro del Programa ESADE-PwC de Liderazgo Social, centrada en el tema de ONG y conocimiento, sobre el que no existía prácticamente referencias aplicadas al tercer sector en España.
Guia para el fomento de la economía social y solidaria desde la administració...Dominique Gross
La guía recoge iniciativas en tono propositivo para la acción de la Administración local en el ámbito de la Economía Social y Solidaria.
Tomando como base los elementos de todo proceso económico (producción, distribución, consumo y financiación) se estructura esta parte en tres capítulos: Gestión institucional para el impulso de otra estructura productiva local, otras formas de distribución y consumo y la gestión social del dinero.
Small voices Big dreams 2019. La violencia contra la infancia explicada por n...Dominique Gross
No importa dónde vivan y no importa quiénes sean, ningún niño o niña es inmune a la violencia.
Entender todas las dimensiones de la violencia contra los niños y niñas es fundamental para erradicarla. Incorporar y responder a las voces, opiniones y expectativas de los niños y niñas es imprescindible para el éxito de cualquier política o acción destinada a apoyar a la niñez.
Estrategia de la OMS sobre medicina tradicional 2014-2023Dominique Gross
La medicina tradicional es una parte importante y con frecuencia subestimada de los servicios de salud. En algunos países, la medicina tradicional o medicina no convencional
suele denominarse medicina complementaria. Históricamente, la medicina tradicional se ha utilizado para mantener la salud, y prevenir y tratar enfermedades, en particular enfermedades crónicas.
La estrategia de la OMS sobre medicina tradicional 2014-2023 se desarrolló en respuesta a la resolución de la Asamblea Mundial de la Salud sobre medicina tradicional. Los objetivos de la estrategia consisten en prestar apoyo a los Estados Miembros a fin de que:
- aprovechen la contribución potencial de la MTC a la salud, el bienestar y la atención de salud centrada en las personas, y
- promuevan la utilización segura y eficaz de la MTC a través de la reglamentación y la investigación, así como mediante la incorporación de productos, profesionales y prácticas en los sistemas de salud, según proceda.
Principales resultados de la RSE de las empresas de España
- 24 millones de beneficiarios directos por las actuaciones de
RSE analizadas, un 30% más que los beneficiarios registrados el año anterior.
- El 35% de los beneficiarios directos son jóvenes y niños.
6 de cada 10 empresas han llevado a cabo proyectos relacionados con el empleo y la integración laboral.
- 27.417 personas desfavorecidas laboralmente integradas en las compañías analizadas.
- El 87% de las empresas integra en plantilla, bien propia
o de empresas del grupo, personas con discapacidad, 9 puntos por encima del año anterior.
- El 24% de los proyectos acometidos se concentra
en el ámbito del empleo e integración laboral, siendo la categoría con mayor volumen de proyectos.
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
PNRR MADRID GREENTECH FOR BROWN NETWORKS NETWORKS MUR_MUSA_TEBALDI.pdf
2017 Major Gifts Fundraising Benchmark Study 2017. Association of Philanthropic Counsel
1. 2017 MAJOR GIFTS FUNDRAISING
BENCHMARK STUDY:
How Does Your Organization Compare?
Real
Insights
Discover what prospect
identification processes
other nonprofits use
Compare the
effectiveness of
prospect tools
Explore insights
from your peers
Sponsored by the Association of Philanthropic Counsel | Data services provided by Melissa S. Brown & Associates, LLC | Funded by MarketSmart
3. 12017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Major gifts make up as much as 80 percent of a typical
nonprofit organization’s charitable income in a year—and
come from 20 percent or fewer of the donors. Yet, despite
the fact that fundraising is studied widely, we still know
remarkably little about major gifts. For instance, how large
they are, what tools organizations really use, and what
methods work best.
This first-ever “Major Gifts Fundraising Benchmark Study”
establishes useful baselines. For this study, more than 600
organizations in the U.S. and Canada participated. The
data was collected in February and March 2017.
What follows is practical information that will help your
major gift program become more efficient and effective.
We are grateful for MarketSmart’s sponsorship of this
study and the personal commitment shown by Greg
Warner and his team.
Missy Gale
Past Chair (July 2015-June 2017)
Association of Philanthropic Counsel
Melissa S. Brown
Principal
Melissa S. Brown & Associates
WHAT ARE WE DOING AND WHY?
4. 2 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Charitable organizations vary dramatically in the type
of service they provide, their overall operating budget,
the community they serve, and their fundraising base
(local, regional, national or international). Nonetheless,
this study found that more than one-quarter of the
respondents consider “major gifts” to start in the range of
$1,000 to $2,499. This figure cuts across various types of
organizations.
“A major gift is a donation in an amount that is
significant to the organization, whether it’s $100
or $1,000,000 or some amount in between.”
From the Association of Fundraising Professionals’ Ready
Reference Series: Asking for Major Gifts--Steps to a
successful solicitation
FIRST THINGS FIRST: WHAT AMOUNT MAKES A GIFT A “MAJOR GIFT”?
11%
26%
7%
19%
16%
12%
4%
4%
1%
<$1,000
$1,000 - $2,499
$2,500 - $4,999
$5,000 - $9,999
$10,000 - $19,999
$20,000 - $49,999
$50,000 - $99,999
$100,000 - $999,999
$1 million or more
Figure 1: $1,000 - $2,499 is the most frequent size that makes a gift a "major gift"
Figure 2: Larger organizations have higher minimum amounts to qualify for major gift
I created text boxes to mark the median ($5,000 - $4,999) and mode ($1,000 - $2,499)
Figure 1: $1,000 - $2,499 is the most repeated size that qualifies as a major gift
Mode: Most repeated answer
Median: Half of the respondents reported that
a major gift starts in this range or higher for
their organization and half reported that it
starts in this range or below
5. 32017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Figure 2: Organizations with larger operating budgets set higher minimum amounts to qualify as a major gift
Figure 3: Arts and Education organizations set a higher amount for what counts as a major gift
*Median range = Half of the organizations had a minimum major gift amount in or below this range; the other half had a
minimum gift amount in or above this range*
$4,999 -
$9,999
$4,999 -
$9,999
$2,499 -
$4,999
$2,499 -
$4,999
$2,499 -
$4,999
$2,499 -
$4,999
$2,499 -
$4,999
$2,499 -
$4,999
$2,499 -
$4,999
$2,499 -
$4,999
$4,999 -
$9,999
$4,999 -
$9,999
$9,999 -
$19,999
Organization Operating Budget
> $1 -
$1,000
*Median range - Minimum amount to be a major gift*
*Median range - Minimum amount to be a major gift*
< $300,000 $300,000 -
$999,999
$1 M -
$2.99 M
$3 M -
$9.99 M
$10 M -
$24.99 M
$25 M or more
Organization Operating Budget
EducationArts Environment/Animals Health Human Services International Public-Society Religion
Benefit
*Median: Half of the respondents reported that a major gift starts in this range or higher for their organization and half reported that it starts in this range or below
6. 4 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
People in this study reported whether or not their organization consistently uses a process to identify major gift prospects.
Those who do are more likely to meet their major gift fundraising goals.
$5,000 $5,000 $5,000 $5,000 $5,000 $5,000$5,000 $5,000
$2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Arts Education Environment/Animals Health Human Services International Public-Society
Benefit
Religion
Organization Type
37%
39%
24%
Yes, we have processes in place and use them consistently.
Yes, we have processes in place but do not use them consistently.
No, we do not currently have processes or a system in place.
74%
39%
43%
21%
52%
38%
5%
9%
19%
Use consistently
Use inconsistently
Do no use
Almost every year Sometimes SeldomMeet major gift goals
Figure 5: Majority that use a consistent process to identify prospects also meet major gift fundraising goals
Figure 4?
$10,000 $10,000
$5,000 $5,000 $5,000 $5,000 $5,000 $5,000$5,000 $5,000
$2,500 $2,500 $2,500 $2,500 $2,500 $2,500
Arts Education Environment/Animals Health Human Services International Public-Society
Benefit
Religion
Organization Type
Median range - minimum amount to be a major gift
37%
39%
24%
Yes, we have processes in place and use them consistently.
Yes, we have processes in place but do not use them consistently.
No, we do not currently have processes or a system in place.
74%
39%
43%
21%
52%
38%
5%
9%
19%
Use consistently
Use inconsistently
Do not use
Almost every year Sometimes Seldom
Meet major gift goals
Figure 5: Majority that use a consistent process to identify prospects also meet major gift fundraising goals
Figure 4?
Figure 4: About 4 in 10 respondents consistently use a process to identify potential major gift prospects
Figure 5: Majority of the respondents who use a consistent process to identify prospects also meet their
major gift fundraising goals
ARE YOU USING A CONSISTENT PROCESS?
7. 52017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
ARE YOU USING A CONSISTENT PROCESS?
WHAT PROSPECT IDENTIFICATION METHODS
DO ORGANIZATIONS USE?
When an organization uses a process, it can involve any
one of several different prospect identification methods.
We asked about six methods that primarily use data or
technology (such as analysis of donor records or a wealth
screening service).
We also asked about five methods that use human
intelligence, whether from board or committee members,
staff, or donor surveys.
We looked at a total of 11 different prospect identification
methods. Table 1 shows the percentage of all survey
participants that use each of the prospect identification
methods we studied. Respondents were allowed to select
multiple methods.
Table 1: Most organizations rely on staff member
knowledge; few ask donors directly for information
Prospect Identification Method
% Using
(n-=562)
Knowledge of staff 90%
Donor record/CRM* analysis 78%
Prospect research 76%
Referrals from donors or board members 72%
Knowledge of board members, volunteers 66%
Wealth Screening 56%
Track Direct Engagement 56%
Information from other organizations 35%
Modeling “typical donor” 33%
Track Digital Engagement 28%
Donor Surveys 21%
* Customer Relationship Management
8. 6 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
ARE YOU USING A CONSISTENT PROCESS?
WHAT METHODS WORK?
Among participating organizations that said they meet
major gift fundraising goals and consistently use prospect
identification processes, these four methods proved to be
most closely associated with meeting goals.
Technology-Based Methods
1) Analyze donor transaction records
2) Employ tracking methods to understand how
prospects engage online with your organization
Human Intelligence Methods
3) Prospect research
4) Referral by other donors or volunteers
HOW WE PICKED THE WINNERS
About 200 participants claimed to consistently have one or
multiple processes in place. For example, in this group:
● About one-third (31%) use donor surveys
● About a half (47%) use analytical models of a “typical
donor”
● 69 percent draw on the knowledge of board or
committee members
● 73 percent use wealth screening and 75 percent use
prospect research
The real question is not whether a method is used, but
whether using it is associated with a greater likelihood
of meeting major gift fundraising goals. In total, 163
respondents identified using a consistent approach and
meeting their goals. We explored this sample size to assess
which methods proved to be most closely associated with
meeting goals.
9. 72017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
ARE YOU USING A CONSISTENT PROCESS?
We found four methods of prospect identification that are
clearly associated with helping organizations meet their
major gift fundraising goals.
If you are not using one of these methods, it might be
something worth exploring. If you have to choose between
one of the eleven methods we examined, these four would
be the best places to start.
● Conducting prospect research
● Asking for referrals from current donors, volunteers,
and other advocates
● Analysis of your donor database/CRM
● Tracking which donors engage online or interact with
your organization’s digital content
84%
met goal
85%
met goal
89%
met goal
Some
combination,
3%
84%
met goal
Figure 6: Four major gift prospect identification methods most closely associated with meeting goals*
* This chart only focuses on the respondents that use prospect identification methods
Used a particular
method and met goal
Prospect
Research
Referrals Database/
CRM Analysis
Digital
Tracking
10. 8 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Figure 7: Most dominant challenges impeding major gift fundraising
WHAT ARE YOUR CHALLENGES?
For this study, we asked about challenges
impeding major gift fundraising. Repeatedly,
in different questions, respondents said they
struggle with having enough staff (or enough
time in their own day) to get the work done
(whether or not they met their goal).
More than half (54%) listed this as one of their
three biggest challenges, followed by 47%
who mentioned board member involvement
in fundraising, and 41% who identified
creating gift opportunities to match with
donor interests. The top three challenges
selected from a list of seven varied little by
organization size, as shown in Figure 7.
Not having enough staff or time in their own day
Board member involvement
Identifying gift opportunities
to match with donor interests
54%
47%
41%
By organization budget range
Not enough
staff or time
Board member
involvement
Identifying gift
opportunities
<$300,000 46% 48% 40%
$300,000-$999,999 54% 64% 61%
$1M-$2.99M 48% 56% 14%
$3M-$9.99 49% 49% 74%
$10M-$24.99M 51% 43% 84%
$25M+ 64% 42% 97%
Organizations with smaller operating budgets struggle more with board
member involvement while organizations with larger operating budgets
struggle more with identifying gift opportunities
11. 92017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Not in a campaign, 41%
Figure 8: Fifty-nine percent are either planning, conducting a study or involved in a campaign
ARE YOU PLANNING OR ARE YOU INVOLVED IN A CAPITAL OR ENDOWMENT CAMPAIGN?
Of the survey participants, 32% were in a campaign. They were roughly split between being in a quiet phase and an
active phase. Another 21% percent were planning for a campaign and 6% had reached the feasibility study stage. Forty-
one percent (41%) said their organization was not in a campaign phase.
Planning, conducting a study or involved in a campaign, 59%
Public Phase,
14%
Quiet Phase,
15%
Planning a
campaign, 21%
Feasibility
study, 6%
Some
Combination, 3%
12. 10 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
This study is based on an online survey conducted from February 14 to March 14, 2017. The survey received 637 total
responses and four were ineligible because they included too few answers for analysis. The results are based on 633
responses.
METHODOLOGY
Figure 10: Charities in Canada and in all four
regions of the U.S. participated in this study
Figure 9: A fairly good distribution by budget
sizes yields enough for analysis by size
Not in a
campaign,
41%
Planning a
campaign,
21%
Feasibility
study, 6%
Quiet
phase, 15%
Public
phase,
14%
3%
< $500,000,
10%
$500,000 -
$999999, 12%
$1M to
$2.99M,
20%
$3M to
$9.99M, 18%
$10M to
$24.99M,
16%
$25M or more,
24%
Northeastern
U.S., 30%
Western U.S.,
Canada, 7%
: A fairly good distribution by budget sizes yields enough for analysis by size
: Charities in Canada and in all four regions of the U.S. participated in this study
5,000 $5,000 $5,000
2,500 $2,500 $2,500
al Public-Society
Benefit
Religion
5%
9%
19%
om
< $500,000,
10%
$500,000 -
$999999, 12%
$1M to
$2.99M,
20%
$3M to
$9.99M, 18%
$10M to
$24.99M,
16%
$25M or more,
24%
Northeastern
U.S., 30%
Midwestern
U.S., 24%
southern U.S.,
17%
Western U.S.,
22%
Canada, 7%
11%
36%
8%
16%
15%
4%
4%
6%
Arts, culture & humanities
Education
Environment or animals
Health
Human services
International aid, affairs, development
Public-society benefit
Religion
ft fundraising goals
Figure 8: A fairly good distribution by budget sizes yields enough for analysis by size
Figure 9: Charities in Canada and in all four regions of the U.S. participated in this study
Figure 10: More education groups participated than any other type of charitable organizati
13. 112017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Figure 11: More education groups participated than any other type of charitable organization
11%
36%
8%
16%
15%
4%
4%
6%
Arts, culture & humanities
Education
Environment or animals
Health
Human services
International aid, affairs, development
Public-society benefit
Religion
14. 12 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Table 2: Four types of organizations based on answers for processes to identify prospects and on meeting
goals
Meets major gift fundraising goals
“Almost every year”
or Sometimes
Seldom or Never Totals
Answers
about
processes
to identify
major gift
prospects
Consistently uses a process
Says which methods used
No information on methods
170
163
7
37
36
1
207
199
8
Does not consistently use a process
Says which methods used
No information on methods
181
172
9
162
158
4
343
330
13
See Table 3 on the next page for percentages based on Table 2. It shows that among participating organizations that
consistently use a process to identify major gift prospects, 82 percent meet their major gift fundraising goal “Almost every
year” or “Sometimes,” and 18 percent meet that goal “Seldom” or “Never.” This suggests that using some methods as part
of the prospect identification process might matter more than using other methods. We can see that the organizations that
do not consistently use a process are about equally divided on whether they meet their major gift fundraising goals: 52
percent do and 48 percent do not.
Also on the next page, Table 4 shows an example of the way we determined a “winning” method among the 11 methods
of prospect identification. The example is based on conducting prospect research. In short, survey participants who
consistently use some process and use that specific method are more likely to meet major gift fundraising goals than are
participants who consistently use some process but do not use that specific method.
ANALYZING GROUPS BASED ON INFORMATION COMPLETED
To determine which, if any, prospect identification method appears to help an organization meet their goal, we first
divided the responses into four types of organizations, as shown in Table 2.
15. 132017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Table 3: Percentages based on Table 1
Meets major gift fundraising goals
“Almost every year”
or Sometimes
Seldom or Never Totals
Answers
about
process
to identify
major gift
prospects
Consistently uses a process
and says what methods are
used
163
82%
36
18%
199
100%
Does not consistently use
a process but uses some
methods sometimes
172
52%
158
48%
330
100%
Table 4: Using Prospect research is associated with being more likely to meet major gift fundraising goals
Takes all that used any process consistently
and divides into four groups based on
whether they use a method of prospect
research and meet goals. n = 163
Meets major gift fundraising goals
“Almost every year”
or Sometimes
Seldom or Never Totals
Consistent
use of a
process
to identify
major gift
prospects
Uses prospect research 84% 16% 100%
Does not use prospect
research
65% 35% 100%
Gap in percentage that meet goal
(Use prospect research) minus (Do not use) 19 percentage points
16. 14 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Invest first in getting your database in order. The information you have already about
existing donors and recent past donors is a goldmine. Too many organizations overlook that.
Sharon Leighty
Sharon Leighty & Co.
Assistant Treasurer and Membership Committee
Association of Philanthropic Counsel
I find it interesting that more than a quarter of nonprofits consider a ‘major gift’ to begin between $1,000
and $2,500 . Thirty-five years ago, 1,000 was the most common major gift starting point where I lived in San
Francisco . That was when the median home price nationally was around $70,000 . Now it is at least three times
more, at about $230,000 . College tuition, room and board i 1982 averaged about $3,500 . Now it is more than
$25,000, or more than six times higher The major donor floor has not increased to keep pace with inflation!
It should be at least $2,500 now. To keep up with college costs or housing expenses, it should be $3,000 to
$6,000. Are some nonprofits setting their goals too low?
Claire Axelrad, JD, CFRE
Principal at Clairification
Launching a fundraising initiative is about helping your organization meet strategic goals. Great fundraising
starts with a strong case narrative and a story to tell about your organization’s vision and success. It relies on
having enough people engaged who can give enough to reach the goals. Your organization needs to identify
prospects ahead of time in order to fill that pipeline.
Deepa Naik
Nonprofit Advisor, Capstone Advancement Partners
Member, Association of Philanthropic Counsel
INSIGHTS FROM THE FIELD
17. 152017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
Your mission—the work your organization does—meets some human or community need. To fill the pipeline,
your organization must communicate clearly just how you improve lives and invite people to be your partners
in working toward that goal. Donors like to affiliate with successful organizations so be consistent in how you
demonstrate your impact and how a donor’s gift will matter.
Missy Gale, CFRE
M. Gale & Associates
Chair, Association of Philanthropic Counsel
The vast majority of funds your organization can raise will come from major gifts. Prioritize your time
and spend the most effort there. Draw in others to help with administrative tasks like, stuffing envelopes,
entering donor information in your data base, etc. Board members, student interns, someone will be willing
to help if you just ask and have systems set up so they can implement them. Your focus should be on
building relationships with your donors. Your donors are waiting for you to talk to them. You simply cannot
be too busy for that.
Jeff Schreifels
Senior Partner, Veritus Group
Know your donors, meet with your donors, ask your donors. You’ll need some time, some research,
some training and lots of enthusiasm.
Diane Remin
Founder and President, MajorDonors.com
18. 16 2017 Major Gifts Fundraising Benchmark Study: How Does Your Organization Compare?
ABOUT THE SPONSOR:
STUDY FUNDED BY: FEATURED PRODUCT:
DATA SERVICES PROVIDER:
An international professional association of
consultants working with nonprofit organizations,
the Association of Philanthropic Counsel promotes
best practices and upholds ethical standards
in the delivery of professional philanthropic
services to non-profit organizations and enhances
members’ business operations through professional
development and interaction.
Website: www.apcinc.com
MarketSmart helps nonprofits raise exponentially more
funds at drastically lower costs using ridiculously
effective strategies and innovative technologies.
Website: www.imarketsmart.com
The Fundraising Report Card is a free, simple fundraising
analytics tool used by thousands of nonprofits around
the world to leverage data for raising more money.
Website: www.fundraisingreportcard.com
Melissa S. Brown & Associates helps
charitable organizations turn research into
action. A member of the Association of
Philanthropic Counsel.
Email: msbrownllc@att.net