By David F. Larcker, Brendan Sheehan, and Brian Tayan
September 1, 2016, Stanford Corporate Governance Initiative, and Stanford Rock Center for Corporate Governance
Edelman conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America.
The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society.
A recent study categorized 130 hospitals as either low or high performers based on their talent management strategies. Discover how and why those top healthcare centers outperformed their lower performing counterparts.
Deloitte Core Beliefs and Culture Surveyadigaskell
The 2013 Deloitte Core Beliefs & Culture Survey is designed to explore the concept
of workplace culture, as defined by a set of timeless core values and beliefs, as a
business driver
As so many fields have in recent years, entry-level hiring must also make the transition from relying on untested intuition to leveraging the power of data and evidence. Employers now have access to talent analytics tools that can enable them to develop a deep understanding of what attributes drive good performance for their current employees, apply tools to objectively assess these attributes, and access broader talent pools to find individuals with the most-valued attributes. The talent analytics tools that enable this vision for data-driven hiring already exist. The key obstacle to their implementation is institutional will.
By David F. Larcker, Brendan Sheehan, and Brian Tayan
September 1, 2016, Stanford Corporate Governance Initiative, and Stanford Rock Center for Corporate Governance
Edelman conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America.
The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society.
A recent study categorized 130 hospitals as either low or high performers based on their talent management strategies. Discover how and why those top healthcare centers outperformed their lower performing counterparts.
Deloitte Core Beliefs and Culture Surveyadigaskell
The 2013 Deloitte Core Beliefs & Culture Survey is designed to explore the concept
of workplace culture, as defined by a set of timeless core values and beliefs, as a
business driver
As so many fields have in recent years, entry-level hiring must also make the transition from relying on untested intuition to leveraging the power of data and evidence. Employers now have access to talent analytics tools that can enable them to develop a deep understanding of what attributes drive good performance for their current employees, apply tools to objectively assess these attributes, and access broader talent pools to find individuals with the most-valued attributes. The talent analytics tools that enable this vision for data-driven hiring already exist. The key obstacle to their implementation is institutional will.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
Study of Advisory Success defines what success means for advisors in today’s environment and highlights the most salient issues facing advisors. Pershing’s inaugural study found that the most successful advisors anticipate what will lead the next generation of advisors. This year’s study finds that successful advisors adapt to client communications and client expectations.
In an effort to better understand the behaviors, attitudes and cash flow challenges experienced by small businesses and self-employed professionals around the world, Intuit QuickBooks released the “The State of Small Business Cash Flow” Report.
Simplepractice Make what you’re worth: How to set your rates in private practiceSimplePractice
SimplePractice's annual rates report provides a look at what others in your area are charging for a therapy session. Using data billed through SimplePractice, you now have access to detailed information about what therapists charged nationwide for individual therapy sessions in 2017.
Edelman Berland Research Findings: Veterans as Strategic Assets InitiativeEdelman
The objectives of the Veterans as Strategic Assets (VSA) Initiative is to gain an understanding practices around teaching and hiring veterans, in order to position veterans as a strategic asset for the Illinois Joining Forces (IJF) and the Student Veterans of America (SVA). Edelman Berland conducted a global, 10-minute online survey from January 9 to May 7, 2014. The findings are based on 1,628 responses including 1,469 veterans, n=89 employees, and n=70 community partners including those in higher education/community college/workplace training non-profits.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
Study of Advisory Success defines what success means for advisors in today’s environment and highlights the most salient issues facing advisors. Pershing’s inaugural study found that the most successful advisors anticipate what will lead the next generation of advisors. This year’s study finds that successful advisors adapt to client communications and client expectations.
In an effort to better understand the behaviors, attitudes and cash flow challenges experienced by small businesses and self-employed professionals around the world, Intuit QuickBooks released the “The State of Small Business Cash Flow” Report.
Simplepractice Make what you’re worth: How to set your rates in private practiceSimplePractice
SimplePractice's annual rates report provides a look at what others in your area are charging for a therapy session. Using data billed through SimplePractice, you now have access to detailed information about what therapists charged nationwide for individual therapy sessions in 2017.
Edelman Berland Research Findings: Veterans as Strategic Assets InitiativeEdelman
The objectives of the Veterans as Strategic Assets (VSA) Initiative is to gain an understanding practices around teaching and hiring veterans, in order to position veterans as a strategic asset for the Illinois Joining Forces (IJF) and the Student Veterans of America (SVA). Edelman Berland conducted a global, 10-minute online survey from January 9 to May 7, 2014. The findings are based on 1,628 responses including 1,469 veterans, n=89 employees, and n=70 community partners including those in higher education/community college/workplace training non-profits.
Conducting a Cost-Benefit AnalysisIt is relatively easy to dev.docxmargaretr5
Conducting a Cost-Benefit Analysis
It is relatively easy to develop alternative solutions for any identified problem. You do have to be careful about leaping into what appears to be an obvious solution. You need to determine which identified alternative best meets the needs and expectations of the community. In this assignment, you will be identifying at least three potential alternatives to resolve the problem you identified in the first assignment. There are a number of factors you need to consider in conducting a policy analysis: realistic options, a cost-benefit analysis, and objectivity.
Realistic Alternatives
At times, you may notice people suggesting an alternative, which everyone knows will be unacceptable. The alternative is often added simply to provide an option that can be easily rejected, with the intention of guiding the decision-making in a specific direction. This should be considered unethical behavior in a public administrator. There will always be diverse views on how to move forward to resolve a problem, based on differing values and perspectives on the issue. You have to try to be objective, providing an unbiased view of how the community wishes to move forward, being open to an approach you might not necessarily support on a personal level. Additionally, you should always include the status quo as one of the alternatives. You might find, at certain times and with certain issues, the status quo might be the best we can hope for at the moment, and therefore it should be considered. Even if we know the status quo may be unacceptable, including it provides a benchmark to use as a contrast and comparison with the proposed alternatives, providing insights into how alternatives might support a more desirable outcome.
Cost-benefit Approach
The classical cost-benefit process emerged from the field of micro-economics. It focuses narrowly on financial costs. It requires finding a means to assign a dollar value to each alternative, and the alternative with the best cost-benefit ratio (i.e., benefits are greater than costs) is selected. Over time, a macro-economic model developed, which included the consideration of non-financial metrics tied to perceptions, values, and other non-monetary measures. You will still try to find an objective means to capture this for assessment, and you may integrate financial metrics such as those used in a micro-economic model. Whatever approach you develop, you will be expected to find objective means to define, measure, and weigh alternatives to determine which one best supports mission success.
Objectivity
It is all too easy to find your personal values affecting your analysis and evaluation of alternatives. It is important you understand and control for your personal values when assessing alternatives, providing an unbiased analysis.
For this assignment, provide a cost-benefit analysis of your proposed alternatives for addressing the problem you identified in the first assignment. The problems and.
Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving1Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving2Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving3Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving4Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving5Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving6Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving7Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving8Fundraising Basics_A Complete Guide_Building Relationships for Your Organization Through Annual Giving9
Relationship Fundraising
How to Keep Donors Loyal
Adrian Sargeant
This article explores how relationship marketing and its variant
relationship fundraising may be used to assist nonprofits in
reducing the lapse rate of donors to their organization. Employ-
ing a postal survey of ten thousand donors to causes in a variety
of categories, the author concludes that although approximately
one in five donors might lapse because of a change in financial
circumstances, a similar number simply elect to switch their
support to other organizations. The role of the quality of service
offered to the donor in enhancing retention is also highlighted,
as are donor perceptions of the feedback they receive and the
impact they believe their gift might have on the cause.
C
HARITIES in the United Kingdom have found it increasingly
difficult to raise funds over the past ten years. The proportion
of UK households electing to support charity is now at a
twenty-year low (Pharoah and Tanner, 1998) and though average
gifts appear to have risen to compensate, it seems clear that the vol-
untary sector has become increasingly reliant on a hard core of char-
ity donors (National Council for Voluntary Organizations, 1999a).
Despite the apparent contraction in the donor pool, the number of
registered charities in the United Kingdom continues to grow at
approximately seven thousand annually (National Council for Vol-
untary Organizations, 1999b). Indeed, this growth has caused par-
ticular problems since many of the newer causes are inherently more
attractive to donors than those that have been in existence for a long
period of time. A number of hospitals and schools, for example, have
now registered as charities for the first time; it has historically always
been easier to raise funds for education, or a sick child, than to secure
funding to resolve homelessness or third-world famine (Sargeant and
Kaehler, 1998).
The contracting donor pool has made donor-acquisition activity
particularly problematic in recent times. Charities have thus
NONPROFIT MANAGEMENT.
Crowdsourcing, Transparency and Results Based Charity RatingsCharityNav
Charity Navigator's President & CEO, Ken Berger, presented on the topic of “Crowdsourcing, Transparency and Results Based Charity Ratings: The Next Generation of Nonprofit Evaluation” at Columbia University.
Grant Readiness 101 TechSoup and Remy ConsultingTechSoup
In this webinar, nonprofits learned how to delve into the minds of funders, unveiling what they truly seek in qualified grant applicants, and tools for success.
Learn more about the Grant Readiness Review service by Remy Consulting at TechSoup to help you gather, organize, and assess the strength of documents required for grant applications.
Slides for An Introduction to Results Reporting WebinarCharityNav
Charity Navigator has developed a new rating dimension - called Results Reporting - that specifically examines how well charities report on their results. In this webinar, we explain why Charity Navigator developed Results Reporting metrics, introduce the new methodology and explain our process for implementation.
Donor voice open letter to uk fundraisersDonorVoice
An open letter to the UK Fundraising community arguing that the solution to the problems of angry and frustrated donors, negative press and stagnant growth is less about changing what you do but how you do it…
The non-profit sector has grown rapidly if measured by the number of organizations. Alas, it is also shrinking by the more meaningful measure of private giving as a share of national income; on this score it is down 11%.
A smaller pie and more mouths to feed is a recipe for disaster and yet, status quo thinking and activity dominate within organizations. The growth curve can be bent but only with a willingness to do business much differently.
In the realms of computer science, operations research and management science lives the world of mathematical optimization, conceptually a very simple concept, with the purpose of finding the best approach from a set of available alternatives.
This definition could just as easily be applied to fundraising strategy, and even life. There is however one insidious concern with optimization; what if the set of alternatives we are optimizing or choosing amongst is not complete? What if we have unintentionally omitted the best alternative from consideration? Unknowingly the “optimum” isn’t optimum at all, merely the best of our not- so- best options.
Mathematicians call this “local optimization” versus “global optimization” with the former representing identification of a “winner” among a set of choices that does not include the overall (or global) best choice.
This global versus local phenomenon is very useful when conceptually considering the lack of growth in non-profit fundraising and how to fix it.
Here is the bottom line - your website visitors are having good and bad experiences on your website every day. They also have varying degrees of loyalty to your organization.
You can start to gain this insight but more importantly, start acting on it in a completely automated way using the DonorVoice feedback widget to,
1) fix bad experiences (automatically) when they occur
2) identify systemic user experience issues
3) build on positive experiences
4) identify how much $ you are leaving on the table from those who DONATE to you (trust us, you are leaving $ on the table even from the ones who convert)
DonorVoice Overview Deck.
How do you truly address the leaky bucket?
What is the best way to spend the next dollar?
How do build relationships with donors that tie to the bottom line?
We conducted analysis of the Committed Donor using our national sample of recent, frequent cause donors.
This infographic shows some interesting facts about the Committed.
Lots has been written, talked and preached about the need to create, maintain and grow donor relationships...with near unanimity about the immense value derived: Higher retention. Higher net income. Higher Life Time Value.
What is missing is a systematic, math-based, proof-based and theory-based process to measure the strength of the donor relationship and the marketing, communications, fundraising and operational actions your organization can take to affect it.
In this presentation you will see evidence of the predictive power of the something we call Donor Commitment - an attitudinal indicator of future behavior. We will show that it is a better predictor than other attitudinal models or frameworks and how you can use it to track progress and segment your file in a way that supports your existing, behavior based approaches.
We will also identify what we call the "drivers" of Commitment, the seven actions/activities your organization must engage in to increase Commitment.
Donor Relationships can be grown and fostered to improve retention and key financial behaviors over time. What is required is a theory based view of how these relationships form and how to measure and systematically impact them in simple, straightforward ways.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Welocme to ViralQR, your best QR code generator.ViralQR
Welcome to ViralQR, your best QR code generator available on the market!
At ViralQR, we design static and dynamic QR codes. Our mission is to make business operations easier and customer engagement more powerful through the use of QR technology. Be it a small-scale business or a huge enterprise, our easy-to-use platform provides multiple choices that can be tailored according to your company's branding and marketing strategies.
Our Vision
We are here to make the process of creating QR codes easy and smooth, thus enhancing customer interaction and making business more fluid. We very strongly believe in the ability of QR codes to change the world for businesses in their interaction with customers and are set on making that technology accessible and usable far and wide.
Our Achievements
Ever since its inception, we have successfully served many clients by offering QR codes in their marketing, service delivery, and collection of feedback across various industries. Our platform has been recognized for its ease of use and amazing features, which helped a business to make QR codes.
Our Services
At ViralQR, here is a comprehensive suite of services that caters to your very needs:
Static QR Codes: Create free static QR codes. These QR codes are able to store significant information such as URLs, vCards, plain text, emails and SMS, Wi-Fi credentials, and Bitcoin addresses.
Dynamic QR codes: These also have all the advanced features but are subscription-based. They can directly link to PDF files, images, micro-landing pages, social accounts, review forms, business pages, and applications. In addition, they can be branded with CTAs, frames, patterns, colors, and logos to enhance your branding.
Pricing and Packages
Additionally, there is a 14-day free offer to ViralQR, which is an exceptional opportunity for new users to take a feel of this platform. One can easily subscribe from there and experience the full dynamic of using QR codes. The subscription plans are not only meant for business; they are priced very flexibly so that literally every business could afford to benefit from our service.
Why choose us?
ViralQR will provide services for marketing, advertising, catering, retail, and the like. The QR codes can be posted on fliers, packaging, merchandise, and banners, as well as to substitute for cash and cards in a restaurant or coffee shop. With QR codes integrated into your business, improve customer engagement and streamline operations.
Comprehensive Analytics
Subscribers of ViralQR receive detailed analytics and tracking tools in light of having a view of the core values of QR code performance. Our analytics dashboard shows aggregate views and unique views, as well as detailed information about each impression, including time, device, browser, and estimated location by city and country.
So, thank you for choosing ViralQR; we have an offer of nothing but the best in terms of QR code services to meet business diversity!
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
1. What is Your
Relationship
Status
with Your
Donors?
DonorVoice presents:
The First Annual Donor Commitment Report
Answering the question of how strong your donor
relationships are and why it matters.
September 2011
www.thedonorvoice.com
2. Table of Contents
I. Why We Embarked on This Project
II. Our Premise
III. Methodology
IV. What We Found Nationally – The 6 Key Takeaways
V. Supporting Data for the 6 Key Takeaways
VI. Supplemental Report – Proof of Link Between
Donor Commitment and Donor Behavior
3. Why We Embarked on This Project
Everyone acknowledges there are significant issues with acquisition; namely costs going
up, yields going down. There are also significant issues with retention; namely there isn’t
enough. This is really two sides of the same coin; the increasingly expensive-to-acquire
donor coming in has little motivation to stay.
The financial argument for improving donor retention is well known - it can cost up to 10
times as much to bring in a new donor as tokeep an existing one (Sargeant & Lee) and
it takes, on average, 18 months for a new donor to cover the cost of acquisition. Said
another way, unless you have a specific plan to keep a newly acquired donor on the
file for at least two years (assuming zero net income isn’t your goal and how can it be?)
then your organization, its mission and programs would be better served by not taking
their initial contribution.
If the problem of acquisition and retention are related and severe and the financial
imperative to fix it so clear then why are the trend lines getting worse, not better? And
why aren’t donors who give you one donation not more motivated to give you a
second?
Our Retention Premise
Impacting donor attitudes is the key to retention because,
• These attitudes dictate donor behavior AND
• Donorattitudes are what an organization impacts with its actions.
4. Methodology
National Survey
DonorVoice conducted an online, nationally (US) representative survey among 1200
recent (last 12 months), frequent (more than 2 gifts to cause based charities) donors.
The survey responses were collected between July 24th and August 1st. The fielding
process adhered to best practices to assure maximum coverage across all days of the
week and times of day.
The sampling margin of error on this sample is +/- 2.8% at the 95% confidence level.
House File Email Survey
We conducted a separate online survey using email addresses supplied by
participating organizations – email addresses for whom the organization also had
transaction history, meaning these respondents are donors who also elected to provide
an email address at some point.
The survey responses were collected between August 20th and September 10th. The
fielding process adhered to best practices to assure maximum coverage across all days
of the week and times of day.
The sampling margin of error for these surveys varies based on the number of responses
for each organization.
The results of this analysis are not reported here but are available, in aggregate (and
anonymized) form upon request.
5. What We Found Nationally
1. We identified a math-based way to measure, score and improve donor
attitudes. We call it Donor Commitment and it is a proven, leading indicator of
future behavior.
2. For every 1000 donors an organization moves from Low to High Commitment it
will receive on average $200,000 more income
3. Calculating an accurate Donor Commitment Score requires ONLY 3 questions
and this score predictsbehavior better than other models.
4. The Donor Commitment Score can be used for benchmarking, tracking and
targeting. We have also developed inexpensive tools to help you do this.
5. In addition, we have identified the7 Key Drivers, from among 34 possible options,
an organization must take to improve Donor Commitment.
6. There is a best practices Idea Bank on how to deliver on the 7 Key Drivers.
What follows is supporting data for each of the 6 key takeaways.
6. Donor Commitment, a math based
way to measure and improve donor
retention
Relationship Theory
We did not invent Relationship Theory and a lot of good work has been done by
academics and practitioners alike to apply it in commercial settings to determine if the
underlying elements that constitute a healthy interpersonal relationship also apply in
business to business (B2B) and business to consumer (B2C) settings; the answer that we
and many others have found is a resounding ―Yes.‖
This study was done to determine if the same holds true in a non-profit to donor (N2D?)
context. Again, a resounding ―Yes.‖
There is a more detailed white paper available herethough we thought it important to
provide some context for this report.
The donor relationship journey starts with the need to establish a basic, or what we call
―Functional‖ connection to the organization, often expressed as being reliable; the
donor knows what to expect from your organization, the experience is consistent. Fail
to do this and you fail, period.
Achieve this basic level of functional or satisfaction-based connection and you have
the opportunity to build the personal connection (while also having some impact on
the trust or commitment component). The personal connection is a more emotional
one, in relationship vernacular it is ―fidelity‖, the bond that says there is a two-way street
of give and take, of mutual respect and of the donor believing the organization knows
him/her and cares.
Trust is the linchpin to true (i.e. mindshare based) loyalty – not the often deceptive,
pattern of repeat behavior via RFM analysis. The kind of relationship that moves the
donor to overlook shortcomings, give greater share of wallet, promote the organization
and go out of his/her way to engage with it.
7. For every 1,000 donors moved from Low to
High Commitment, expect $200,000 in
increased revenue.
This chart shows two groups from our national survey of recent, frequent donors – those
with High Commitment to a charity they gave to in the last 12 months and those Low in
Commitment. The dollar amount is the 3 year average given to the respective charity
and the 131% increase, from $149 to $344, one can expect if the organization
effectively stewards the donor from Low to High Commitment.
This translates into
approximately
$200,000 more for
every 1,000 donors
moved from Low to
High Commitment.
ional average of 31%
and 73 respectively.
This is, however, just
a national average
or benchmark. For
individual charities,
the results can be
even more
dramatic. For
example, one
organization we
studied can
anticipate $1,560,000 in additional three year giving for every 100,000 active donor they
steward from Low to High Commitment.
8. The Donor Commitment Score TM requires ONLY
3 questions and predicts behavior better than
other models.
A key performance indicator (KPI) is only worth having if it is aligned with organizational
goals. The Donor Commitment Score measures, at its core, the level of motive or intent
a donor has to maintain the relationship with the organization. In this way, it is a
forward looking or leading indicator of future behavior that correlates with recency,
frequency and giving amount (or RFM) – the bread and butter of non-profit behavioral
targeting and segmentation.
However, this Key Performance Indicator must also be easy to implement, score and
track—all important goals in the development of this model. There are only three
questions required to create the Donor Commitment ScoreTM, all asked on a 0 to 10
scale from ―strongly disagree‖ to ―strongly agree‖. These 3 questions were identified
through a rigorous iterative process of scale development starting, initially, with well
over 100 items.
The donor or constituent response to any single question is irrelevant, only the
composite score matters.
0 to 10 point agree/disagree scale
1. I am a committed (insert org name) donor
2. I feel a sense of loyalty to (insertorg name)
3. (insertorganization name) is my favorite
charitable org
9. Finally, the model must perform well against alternative models or frameworks. This
table shows ―high‖ and ―low‖ groupings for five different models or frameworks
designed to predict behavior.
The five include,
1) Donor
Commitment
2) A similar model
to Commitment
built upon work
by Professor
Adrian Sargeant.
3) Donor
Satisfaction, a
long-time
framework
based on the
assumption that
delivering a
satisfying
experience
leads to repeat
behavior.
4) Favorability, which serves as a proxy for many brand oriented frameworks.
5) Likelihood to Recommend or the Net Promoter Score (NPS) as it is more
commonly known in commercial settings thanks to its creator, loyalty expert and
guru, Fred Reichheld.
The table shows the 3 year giving average for each model broken out into two groups,
those who score highly (i.e. ―High‖) and low (i.e. ―Low‖) on the respective approaches.
The percentage difference between the High and Low groups is shown in the last row
with Commitment doing the best, by a wide margin, among these competing
approaches.
10. The Donor Commitment Score TM can be used
for benchmarking, tracking and targeting.
As illustration of the power and value in benchmarking we compiled Donor
Commitment Scores for 50 big, well established brands in the non-profit space cutting
across six different sectors,
1) Health: Disease, Disorders
2) Health: Treatment & Prevention
3) Human Services
4) International Aid/Development
5) Youth & Children
6) Environment/Conservation/Animal Rights
11. This ranking and scoring were done to reflect several key points:
1) There is a tremendous amount of variance in the scores. This means the Donor
Commitment Score® (and model) is good at identifying differences among
groups.
2) This score and model is not a proxy for size or revenue. There are plenty of
(relatively) small groups that do well and larger groups who perform poorly.
What this suggests is that raising a lot of money is not the same as building strong
donor relationships.
3) We have created categories of scores and associated labels – Great, Good,
Marginal and Poor – to provide context so organizations who conduct their own
studies and start tracking Donor Commitment have a standardized frame of
reference.
Importantly, the organizations with asterisks have small sample sizes. Therefore, their
score should be considered directional ONLY. However, we do have privately
commissioned data that supports, the general location of an organization, be it
Great, Good, Marginal or Poor.
12. We identified 7 Key Drivers, from among 32
possible options, an organization must take to
improve Donor Commitment
Organizations spend a lot of time and money on communications, marketing,
fundraising and operations. But, which of, many, specific activities in each of these
functional areas truly has an impact on the way the donor thinks and feels about the
organization? Which truly impact the level of Commitment to the organization?
One thing we
know for sure,
it is always a
finite number
of activities
since the
donor
creates
many, mostly
subconcious,
filters or
mental
shortcuts to
get through
their day and
certainly
when forming
an opinion
about a non-profit and electing to give or not.
To answer the question more specifically we conducted a statistical analysis often
referred to as key driver analysis. We started however, with a well thought laundry list of
possible drivers, those activities we thought might impact Commitment. It is from this
master list of 32 possibilities that we identified the seven. While not identified on this
chart, we also have a score for each of the seven since their impact on Commitment is
not the same. Importantly, the master list and key drivers for any specific organization
would be more specific and tailored to that group. However, absent a custom study,
any organization is well served in focusing efforts on these.
13. There is a best practices Idea Bank on how to
deliver on the 7 key drivers.
Survey research, like any discipline, has strengths and weaknesses. One of the latter, in
our view, is the lack of specificity and nuance that quantitative research (versus
qualitative) can provide. Part of this weakness can be addressed through better
methodogies, analytical techniques and thought given to the goals and associated
design.
However, what is often required is informed interpretation to draw meaningful
conclusions and provide actionable recommendations. The 7 Key Drivers identified in
this study can certainly benefit from such informed interpretation. This is why we
recruited several prominent fundraising, marketing and donor gurus as advisors on this
project. These advisors include,
1) Katya Andresen, Chief Strategy Officer, Network for Good
2) Ken Burnett, author of the best selling book, ―Relationship Fundraising‖
3) Fraser Green, Partner, Good Works, Ottawa, Canada and author ―3D
Philanthropy‖ to be published in November.
4) Tom Belford, Agitator co-publisher. (Agitator was also co-sponsor of the overall
project)
5) Mark Rovner, Partner, Sea Change Strategies
Their role, while
multifaceted,
included offering up
concrete, specific
and creative ideas
for how an
organization might
go about delivering
on each driver. We
provide one such
(partial) list for Key
Driver #1 here.
14. Supplemental Report – Proof of Link
between Donor Commitment and
behavior
This analysis is from the separate survey using email addresses supplied by participating
organizations (12 total) – email addresses for whom the organization also had
transaction history, meaning these respondents are donors who also elected to provide
an email address at some point.
The table shows the aggregated, math based link between the Donor Commitment
model and the key behavior metrics of recency, frequency and dollar amount relative
to a commercial alternative ( based on Adrian Sargeant’s work) broken out into two
groups, those who score high (i.e. ―High‖) and low (i.e. ―Low‖) on the respective
approaches. The difference between the low and high groups on these 3 behavior
metrics – R, F and M – is shown in the last row.
For example, those high in Commitment are 115 days more recent than those who
score low compared with only a 13 day difference on the alternative model. This
means using Commitment as the leading indicator of future behavior and measuring
and managing it accordingly will yield more recent, frequent, higher dollar donors.
The Gold Standard - RFM
By taking actions to build Donor Commitment, organizations can
actually improve the RFM quality of their files
Frequency of Dollar
Recency of Last Gift (in days) Giving (2010) Amount(2010)
Competitor
Competitor Model Competitor
Model Based Based on Model Based
DonorVoice on Adrian DonorVoice Adrian DonorVoice on Adrian
Commitment Sargeant's Commitment Sargeant's Commitment Sargeant's
Model work Model work Model work
High 338 383 3.94 3.59 $173.93 $160.31
Low 453 396 2.34 3.0 $92.91 $131.20
Difference 115 13 1.6 0.59 $81.02 $29.11
overall mean for the sample, 389 days since last gift mean for sample, 3.29 mean for sample, $145.69