The document is a report from DonorVoice on donor commitment and retention. Some key findings:
- Donor commitment, measured by a 3 question score, is a strong predictor of future donor behavior like recency, frequency and monetary donations.
- Moving donors from low to high commitment scores leads to $200,000 more in donations on average for every 1,000 donors.
- The report identifies the 7 key drivers nonprofit must focus on to improve donor commitment, like communication and impact reporting.
- Benchmarks of commitment scores across large nonprofits show a wide range, with specific ideas on how to improve low scoring organizations.
By David F. Larcker, Brendan Sheehan, and Brian Tayan
September 1, 2016, Stanford Corporate Governance Initiative, and Stanford Rock Center for Corporate Governance
A study categorized 130 hospitals as either high- or low-performers based on their talent management strategies. High-performing hospitals had 91% less staff turnover, 85% less executive turnover, and 36% less nursing turnover compared to low-performing hospitals. They also had a leadership bench strength score 7x higher and spent 89% less on executive searches. Additionally, high-performing hospitals scored 23% higher on a new CMS metric evaluating quality of care, had 16% lower average Medicare spending per episode, and scored 13% higher on patient experience surveys. Overall, high-performing hospitals demonstrated 56% higher net patient revenue per employee.
Zions Bank implemented Allegiance's EmployeeVoice and EmployeePulse solutions to better monitor employee satisfaction and identify issues. Data showed satisfaction with benefits was low for employees with 1-5 years tenure. Focus groups with these employees revealed concerns with benefits. Armed with this data, Zions restructured benefits packages. Satisfaction scores then improved, helping Zions reduce costly employee turnover.
The document discusses direct mail testing done by the Peter MacCallum Cancer Centre to address declining response rates from their acquisition mailing lists. They tested mailing 60,000 letters using established "banker packs" and also tested new list sources like data swaps with other charities and data co-ops. The results showed much higher response rates from the new list sources compared to cold lists, with the charity data swaps and co-ops producing over half the new donors. This demonstrated that more "promiscuous" donors who support multiple charities were more likely to respond. The testing helped maximize returns and identify more effective targeting strategies while minimizing risks.
This document provides 5 ways to save out-of-pocket costs and help pay for surgery. It recommends using flexible spending accounts to pay for costs with pre-tax dollars. It also suggests financing the surgery through your doctor's office to get low interest rates. Additionally, it advises shopping around to find fair prices and rallying your support system to help cover costs through fundraising. Taking advantage of insurance benefits, finding quality low-cost care, and getting the best financing options can make surgery affordable.
The document summarizes the key findings of the 2011 Global Employee Benefit Plan Survey conducted by Employee Benefit Solutions, Inc. The survey represented over 11,000 globally mobile expatriate and local employees of over 100 organizations worldwide. Some of the main findings included an aging expatriate population with an average age of 46 years and 10.5 years of service. Median health care costs increased 7.1% and communication issues remained the top challenge for globally mobile employees. Retirement plans for expatriates and local hires also presented compliance issues for organizations.
By David F. Larcker, Brendan Sheehan, and Brian Tayan
September 1, 2016, Stanford Corporate Governance Initiative, and Stanford Rock Center for Corporate Governance
A study categorized 130 hospitals as either high- or low-performers based on their talent management strategies. High-performing hospitals had 91% less staff turnover, 85% less executive turnover, and 36% less nursing turnover compared to low-performing hospitals. They also had a leadership bench strength score 7x higher and spent 89% less on executive searches. Additionally, high-performing hospitals scored 23% higher on a new CMS metric evaluating quality of care, had 16% lower average Medicare spending per episode, and scored 13% higher on patient experience surveys. Overall, high-performing hospitals demonstrated 56% higher net patient revenue per employee.
Zions Bank implemented Allegiance's EmployeeVoice and EmployeePulse solutions to better monitor employee satisfaction and identify issues. Data showed satisfaction with benefits was low for employees with 1-5 years tenure. Focus groups with these employees revealed concerns with benefits. Armed with this data, Zions restructured benefits packages. Satisfaction scores then improved, helping Zions reduce costly employee turnover.
The document discusses direct mail testing done by the Peter MacCallum Cancer Centre to address declining response rates from their acquisition mailing lists. They tested mailing 60,000 letters using established "banker packs" and also tested new list sources like data swaps with other charities and data co-ops. The results showed much higher response rates from the new list sources compared to cold lists, with the charity data swaps and co-ops producing over half the new donors. This demonstrated that more "promiscuous" donors who support multiple charities were more likely to respond. The testing helped maximize returns and identify more effective targeting strategies while minimizing risks.
This document provides 5 ways to save out-of-pocket costs and help pay for surgery. It recommends using flexible spending accounts to pay for costs with pre-tax dollars. It also suggests financing the surgery through your doctor's office to get low interest rates. Additionally, it advises shopping around to find fair prices and rallying your support system to help cover costs through fundraising. Taking advantage of insurance benefits, finding quality low-cost care, and getting the best financing options can make surgery affordable.
The document summarizes the key findings of the 2011 Global Employee Benefit Plan Survey conducted by Employee Benefit Solutions, Inc. The survey represented over 11,000 globally mobile expatriate and local employees of over 100 organizations worldwide. Some of the main findings included an aging expatriate population with an average age of 46 years and 10.5 years of service. Median health care costs increased 7.1% and communication issues remained the top challenge for globally mobile employees. Retirement plans for expatriates and local hires also presented compliance issues for organizations.
Invisible Steps: Behavioral Economics Driving Design at Mint.Vince Maniago
This document summarizes a presentation about using behavioral economics and psychology to design experiments for the personal finance app Mint. It discusses how Mint has over 14 million users and tracks billions of transactions. It also discusses experiments Mint has run to increase user registration and engagement based on concepts like loss aversion. The presentation emphasizes testing ideas quickly, measuring everything, and educating teams on behavioral economics concepts from sources like Dan Ariely and Nir Eyal. The goal is applying these insights to help users make better financial decisions.
Trying Times: Making the Case for New Donor AcquisitionHeather Marsh
The document discusses how The Wilderness Society improved their donor acquisition strategy and return on investment (ROI) through the use of big data. They shifted from a focus on short-term metrics and quantity over quality to balancing both short and long-term metrics with ROI as the primary measure of success. This included testing new creative approaches, balancing premium and non-premium offers, and increasing investment in acquisition which led to acquiring higher value donors and improved retention rates while maintaining ROI goals.
This document summarizes an article about how companies can cultivate employee engagement to improve customer loyalty and advocacy. It discusses how JetBlue achieves high customer satisfaction through engaged employees who go above and beyond to solve customer problems. The document then outlines several strategies that companies can use to increase employee engagement and link it to customer advocacy, including measuring engagement like customer satisfaction, incorporating employee feedback loops, empowering frontline employees, and focusing on "linchpin" roles that most influence customer experience. Overall, the document advocates for companies to prioritize employee engagement in order to boost customer loyalty.
Focusing on Life Event Communication to Increase Benefit Engagement and Impro...Gene Raymondi
This document discusses a study on how organizations communicate employee benefits and the impact of focusing communication on life events. Some key findings include:
- Only 15% of respondents felt employees viewed benefits as "top notch" and 40% did not feel employees had a comprehensive understanding of benefits.
- Email was the most common way to communicate benefits, used by 80% of organizations, followed by in-person HR and vendor meetings.
- Good communication organizations were more likely than poor communicators to provide personalized benefits information tailored to employee needs and life events.
- Most organizations felt technology enabling personalized, life event-based benefits communication could improve employee awareness and engagement.
The survey of Consano donors found that:
- Nearly half (49.32%) first heard about Consano from a friend.
- The majority (69.01%) prefer following Consano on Facebook.
- When asked about content preferences, most (60.14%) wanted to see results from research projects.
- The plurality (48.18%) preferred to receive the Consano newsletter monthly via email.
The document summarizes key findings from a 2012 survey of over 1,000 Canadian small business owners regarding employee benefits plans. It found that 63% felt an obligation to care for employees, though smaller businesses were less likely to feel this way. While 66% understood how benefits plans could help businesses, over half did not think benefits were more effective than higher wages. The top reasons for offering benefits were attracting and retaining employees (28%), keeping up with competition (17%), and ensuring employee well-being (17%). Only 35% saw benefits plans as a must-have, and just 3% cited benefits as a way to create organizational savings.
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.
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.
The document provides methodology details for Edelman's 2016 Trust Barometer survey. It describes the sample sizes and criteria for the Informed Public, General Online Population, and Mass Population groups in the 28 countries surveyed. For the Informed Public, a minimum of 200 respondents were surveyed in each country except the US and China which had 500 respondents. The General Online Population had 1150 respondents per country. Margin of error details are provided for each group. The survey was conducted between October 13th and November 16th, 2015.
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.
Keeping top-performing physicians happy is the key to a hospital's success. They enhance the reputation of your hospital and attract more patients. With physician engagement at an all-time low, hospitals need to find a solution—and fast.
Discover how an insight community can help you build better relationships with your physicians and drive better business decisions:
https://www.visioncritical.com/solutions/health-and-pharmaceuticals/
The role of the finance department in service delivery is to:
1) Deliver timely, insightful business intelligence that contributes to competitive advantage by understanding and aligning with stakeholders' requirements.
2) Interpret, explain, and drive performance while advising on business planning and influencing decisions through analysis and insights.
3) Assess business performance using accounts to help stakeholders judge how well the organization is performing and meeting their needs.
How to set your rates in a private therapy practice.SimplePractice
In addition to providing tips and guidance on how to set your rates, we also included the median therapy session rates for all 50 states and metropolitan areas in 2017. Based on over six million sessions billed through SimplePractice, this information provides an extremely reliable way to see how your rates compare to others in your state or region
Employers are increasingly offering improved benefits like flexible working arrangements, career development opportunities, and health care benefits to retain valuable employees, as retaining current staff is more efficient than hiring replacements. A survey found that over a third of employers had difficulty retaining skilled workers, and nearly one in five changed their benefits plans in the past year, most commonly improving health care benefits. Career development and flexible working arrangements were seen as particularly important for retaining millennial and highly skilled employees.
Broadridge & pwc: ProxyPulse First EditionBroadridge
This document analyzes shareholder voting trends during the early part of the 2013 proxy season. It finds that while institutional shareholders own around 67% of shares and vote 60% of shares, retail shareholders own 33% of shares but only vote 10% of shares. Voting rates vary significantly between institutional and retail shareholders depending on company size. The document also examines different proxy delivery methods and their impact on voting rates. It concludes that companies should evaluate how to better connect with and encourage voting from retail shareholders to potentially influence close voting outcomes.
Este documento describe los diferentes tipos de mantenimiento de computadoras, incluyendo mantenimiento correctivo y preventivo. El mantenimiento preventivo incluye limpiar virus, corregir errores en el disco duro, desfragmentar el disco y limpiar el polvo. Al realizar mantenimiento se debe prestar atención al diagnóstico, limpieza y desfragmentación del disco duro para prevenir fallas y mejorar el rendimiento.
Este documento describe varios elementos importantes para desarrollar una buena imagen corporativa, incluyendo la marca, el nombre, el lema y el discurso de la empresa. También explica que la comunicación es esencial para una organización para transmitir autoridad y lograr metas a través de la planificación, organización, mando, coordinación y control. Además, distingue entre la comunicación de marketing, la comunicación organizativa y la comunicación de dirección, y señala que el protocolo es importante para todas ellas.
Este documento describe los diferentes tipos de mantenimiento de computadoras, incluyendo mantenimiento correctivo y preventivo. El mantenimiento preventivo incluye limpiar virus, corregir errores en el disco duro, desfragmentar el disco y limpiar el polvo. Al realizar mantenimiento se debe prestar atención al diagnóstico, limpieza y desfragmentación del disco duro.
Este documento resume los pasos para crear un archivo de clase externa en ActionScript 3.0. Primero, se crea un símbolo con exportación a AS y se asocia con un archivo .as que contiene código. Luego, se cambia el nombre del archivo principal y se asocia a una nueva clase creada en otro archivo .as, permitiendo que el código externo controle el símbolo.
Este documento explica cómo usar la función SPRITE en código para crear diferentes formas como rectángulos y círculos. Muestra código para crear tres sprites - un rectángulo rojo, un rectángulo verde y un círculo azul. También muestra cómo agregar interactividad para que el círculo se mueva de un lado a otro cuando se hace clic en los rectángulos.
Esta página ofrece computadores para la venta. Se pueden encontrar diferentes modelos de laptops y desktops de marcas populares como HP, Dell, Lenovo y Apple. Los clientes pueden comparar especificaciones, precios y realizar compras de manera segura en línea.
Este documento proporciona instrucciones paso a paso para recrear varias imágenes utilizando herramientas de edición como óvalos, círculos, cuadrados y degradados en un programa de diseño. Explica cómo cortar, unir y modificar formas geométricas simples, aplicar degradados de color y organizar las imágenes para que coincidan con los originales. El objetivo es enseñar a los lectores a replicar imágenes mediante la manipulación de formas básicas y efectos de color.
Invisible Steps: Behavioral Economics Driving Design at Mint.Vince Maniago
This document summarizes a presentation about using behavioral economics and psychology to design experiments for the personal finance app Mint. It discusses how Mint has over 14 million users and tracks billions of transactions. It also discusses experiments Mint has run to increase user registration and engagement based on concepts like loss aversion. The presentation emphasizes testing ideas quickly, measuring everything, and educating teams on behavioral economics concepts from sources like Dan Ariely and Nir Eyal. The goal is applying these insights to help users make better financial decisions.
Trying Times: Making the Case for New Donor AcquisitionHeather Marsh
The document discusses how The Wilderness Society improved their donor acquisition strategy and return on investment (ROI) through the use of big data. They shifted from a focus on short-term metrics and quantity over quality to balancing both short and long-term metrics with ROI as the primary measure of success. This included testing new creative approaches, balancing premium and non-premium offers, and increasing investment in acquisition which led to acquiring higher value donors and improved retention rates while maintaining ROI goals.
This document summarizes an article about how companies can cultivate employee engagement to improve customer loyalty and advocacy. It discusses how JetBlue achieves high customer satisfaction through engaged employees who go above and beyond to solve customer problems. The document then outlines several strategies that companies can use to increase employee engagement and link it to customer advocacy, including measuring engagement like customer satisfaction, incorporating employee feedback loops, empowering frontline employees, and focusing on "linchpin" roles that most influence customer experience. Overall, the document advocates for companies to prioritize employee engagement in order to boost customer loyalty.
Focusing on Life Event Communication to Increase Benefit Engagement and Impro...Gene Raymondi
This document discusses a study on how organizations communicate employee benefits and the impact of focusing communication on life events. Some key findings include:
- Only 15% of respondents felt employees viewed benefits as "top notch" and 40% did not feel employees had a comprehensive understanding of benefits.
- Email was the most common way to communicate benefits, used by 80% of organizations, followed by in-person HR and vendor meetings.
- Good communication organizations were more likely than poor communicators to provide personalized benefits information tailored to employee needs and life events.
- Most organizations felt technology enabling personalized, life event-based benefits communication could improve employee awareness and engagement.
The survey of Consano donors found that:
- Nearly half (49.32%) first heard about Consano from a friend.
- The majority (69.01%) prefer following Consano on Facebook.
- When asked about content preferences, most (60.14%) wanted to see results from research projects.
- The plurality (48.18%) preferred to receive the Consano newsletter monthly via email.
The document summarizes key findings from a 2012 survey of over 1,000 Canadian small business owners regarding employee benefits plans. It found that 63% felt an obligation to care for employees, though smaller businesses were less likely to feel this way. While 66% understood how benefits plans could help businesses, over half did not think benefits were more effective than higher wages. The top reasons for offering benefits were attracting and retaining employees (28%), keeping up with competition (17%), and ensuring employee well-being (17%). Only 35% saw benefits plans as a must-have, and just 3% cited benefits as a way to create organizational savings.
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.
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.
The document provides methodology details for Edelman's 2016 Trust Barometer survey. It describes the sample sizes and criteria for the Informed Public, General Online Population, and Mass Population groups in the 28 countries surveyed. For the Informed Public, a minimum of 200 respondents were surveyed in each country except the US and China which had 500 respondents. The General Online Population had 1150 respondents per country. Margin of error details are provided for each group. The survey was conducted between October 13th and November 16th, 2015.
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.
Keeping top-performing physicians happy is the key to a hospital's success. They enhance the reputation of your hospital and attract more patients. With physician engagement at an all-time low, hospitals need to find a solution—and fast.
Discover how an insight community can help you build better relationships with your physicians and drive better business decisions:
https://www.visioncritical.com/solutions/health-and-pharmaceuticals/
The role of the finance department in service delivery is to:
1) Deliver timely, insightful business intelligence that contributes to competitive advantage by understanding and aligning with stakeholders' requirements.
2) Interpret, explain, and drive performance while advising on business planning and influencing decisions through analysis and insights.
3) Assess business performance using accounts to help stakeholders judge how well the organization is performing and meeting their needs.
How to set your rates in a private therapy practice.SimplePractice
In addition to providing tips and guidance on how to set your rates, we also included the median therapy session rates for all 50 states and metropolitan areas in 2017. Based on over six million sessions billed through SimplePractice, this information provides an extremely reliable way to see how your rates compare to others in your state or region
Employers are increasingly offering improved benefits like flexible working arrangements, career development opportunities, and health care benefits to retain valuable employees, as retaining current staff is more efficient than hiring replacements. A survey found that over a third of employers had difficulty retaining skilled workers, and nearly one in five changed their benefits plans in the past year, most commonly improving health care benefits. Career development and flexible working arrangements were seen as particularly important for retaining millennial and highly skilled employees.
Broadridge & pwc: ProxyPulse First EditionBroadridge
This document analyzes shareholder voting trends during the early part of the 2013 proxy season. It finds that while institutional shareholders own around 67% of shares and vote 60% of shares, retail shareholders own 33% of shares but only vote 10% of shares. Voting rates vary significantly between institutional and retail shareholders depending on company size. The document also examines different proxy delivery methods and their impact on voting rates. It concludes that companies should evaluate how to better connect with and encourage voting from retail shareholders to potentially influence close voting outcomes.
Este documento describe los diferentes tipos de mantenimiento de computadoras, incluyendo mantenimiento correctivo y preventivo. El mantenimiento preventivo incluye limpiar virus, corregir errores en el disco duro, desfragmentar el disco y limpiar el polvo. Al realizar mantenimiento se debe prestar atención al diagnóstico, limpieza y desfragmentación del disco duro para prevenir fallas y mejorar el rendimiento.
Este documento describe varios elementos importantes para desarrollar una buena imagen corporativa, incluyendo la marca, el nombre, el lema y el discurso de la empresa. También explica que la comunicación es esencial para una organización para transmitir autoridad y lograr metas a través de la planificación, organización, mando, coordinación y control. Además, distingue entre la comunicación de marketing, la comunicación organizativa y la comunicación de dirección, y señala que el protocolo es importante para todas ellas.
Este documento describe los diferentes tipos de mantenimiento de computadoras, incluyendo mantenimiento correctivo y preventivo. El mantenimiento preventivo incluye limpiar virus, corregir errores en el disco duro, desfragmentar el disco y limpiar el polvo. Al realizar mantenimiento se debe prestar atención al diagnóstico, limpieza y desfragmentación del disco duro.
Este documento resume los pasos para crear un archivo de clase externa en ActionScript 3.0. Primero, se crea un símbolo con exportación a AS y se asocia con un archivo .as que contiene código. Luego, se cambia el nombre del archivo principal y se asocia a una nueva clase creada en otro archivo .as, permitiendo que el código externo controle el símbolo.
Este documento explica cómo usar la función SPRITE en código para crear diferentes formas como rectángulos y círculos. Muestra código para crear tres sprites - un rectángulo rojo, un rectángulo verde y un círculo azul. También muestra cómo agregar interactividad para que el círculo se mueva de un lado a otro cuando se hace clic en los rectángulos.
Esta página ofrece computadores para la venta. Se pueden encontrar diferentes modelos de laptops y desktops de marcas populares como HP, Dell, Lenovo y Apple. Los clientes pueden comparar especificaciones, precios y realizar compras de manera segura en línea.
Este documento proporciona instrucciones paso a paso para recrear varias imágenes utilizando herramientas de edición como óvalos, círculos, cuadrados y degradados en un programa de diseño. Explica cómo cortar, unir y modificar formas geométricas simples, aplicar degradados de color y organizar las imágenes para que coincidan con los originales. El objetivo es enseñar a los lectores a replicar imágenes mediante la manipulación de formas básicas y efectos de color.
Gastronomy is heritage, culture and tradition. Its preservation means maintaining ancient traditions that mark the identity of a people and give them uniqueness. The document then provides recipes and descriptions of traditional foods and dishes from various regions of Portugal, including Bacalhau à Minhota (cod dish from Minho region), Caldo Verde à Minhota (cabbage soup from Minho region), Queijadinhas de Abóbora (pumpkin pastries), Rabanadas (cinnamon bread pudding), and others.
The document discusses using fundraising data from the Association of Fundraising Professionals' Fundraising Effectiveness Project to improve a healthcare organization's fundraising efforts. It provides examples of specific fundraising goals and metrics that could be improved from a sample organization's data compared to industry averages. The document also outlines best practices from high performing organizations and next steps for analyzing an organization's own fundraising data to identify areas for increased donor retention, acquisition of new donors, and higher average gift amounts.
IMG Webinar - Million Dollar Grant - 2023 .pptxBloomerang
This document provides an overview of assessing nonprofit readiness stages for large grants. It discusses the nonprofit landscape, what sustainability means, and defining readiness stages. The stages include plans, capacity, history, programs, and culture. An assessment is provided for readers to determine what stage their nonprofit is at. Suggested initial actions are outlined for each stage. The document concludes with resources for nonprofits to utilize based on their determined stage.
Measuring customer satisfaction and loyaltyp13nishantd
This document discusses the Net Promoter Score (NPS), a metric used to gauge customer satisfaction and loyalty. The NPS is based on responses to a single question that asks customers how likely they are to recommend a company or brand to a friend on a 0-10 scale. It is calculated based on the percentage of promoters (9-10 ratings) minus the percentage of detractors (0-6 ratings). The document outlines arguments that the NPS captures both emotional and rational dimensions of customer relationships and is a better measure than simple satisfaction or liking ratings because it indicates a commitment to future word-of-mouth promotion. It also notes that some companies now tie executive bonuses to NPS performance.
This document discusses the growing importance of impact reporting for organizations that provide grants or funding. It outlines three stages of impact reporting: no impact reporting, minimal impact reporting by collecting common metrics, and full impact reporting through ongoing engagement to define, track, achieve and improve impact. The key is shifting from thinking of funding as philanthropy to social investing by focusing on measurable results and changes in behavior rather than just outputs. Effective impact reporting requires clear goals aligned with the organization's mission and collecting both quantitative and qualitative data on predictive and stakeholder results.
Conducting a Cost-Benefit AnalysisIt is relatively easy to dev.docxmargaretr5
The document discusses a case study of a small consulting firm that provides network solutions to customers. The firm believed their internal servers were secure, but an evaluation found their network perimeter was vulnerable with no firewall and little traffic filtering. The proposal is to completely redesign the network perimeter to provide layered security through the use of firewalls, routers, VPNs and other measures. Key issues identified include directly exposed servers, lack of firewall, and limited traffic filtering on routers. The redesigned network aims to secure the perimeter and implement a defense in depth approach.
The document provides a checklist of 20 factors that nonprofit organizations should consider to determine how attractive they would be to prospective funders and increase their chances of securing grants. Some of the key items include having Board-approved budgets, financial statements, clear organizational goals and evaluations, a sustainability plan, documentation of community needs, and differentiated programs. While pursuing grants without all items is possible, addressing more factors coupled with a compelling proposal increases the likelihood of winning multiple grants.
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.
Measuring Donor Loyalty: Key Reasons Why Net Promoter Score (NPS) Is Not The WayDonorVoice
1) The Net Promoter Score (NPS) aims to measure customer loyalty but has limitations for nonprofits, as it assumes low scores indicate active detractors when they may simply not recommend, and ignores important data.
2) More effective ways to measure donor loyalty examine multiple dimensions like satisfaction with services, commitment to the mission, and trust in the organization. This provides more predictive power and identifies specific areas for improvement.
3) While simple metrics are appealing, nonprofit success depends on fully understanding the donor relationship through multidimensional analysis of satisfaction, importance of services, commitment, trust and how these predict behaviors like lifetime giving.
Trust: How to Get It, Keep It, Measure It and Regain It Paine Publishing
This document summarizes Katie Paine's presentation on trust measurement. It discusses what trust is, factors that influence trust like competence and integrity, and how trust can be measured. It provides examples of trust measurement statements and describes a case study where a non-profit used a trust index to measure different trust drivers among stakeholders. Key takeaways are to define important stakeholders, identify relevant trust questions, conduct surveys over time, and analyze results for insights to improve trust.
The document discusses measurement approaches used by nonprofits and donors. It finds that while interest in impact assessment is widespread, definitions and goals around measurement often differ between nonprofits and donors. There is an abundance of measurement resources but confusion around their purposes and intended audiences. The document analyzes resources according to the questions they address and proposes a framework to clarify the measurement process. However, it notes few tools take a comprehensive approach and tensions can arise between performance measurement priorities of nonprofits and impact assessment priorities of donors.
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.
This document discusses the challenges of assessing nonprofit success and effectiveness. It notes that while financial data like overhead expenses are easily available, they do not accurately measure impact because nonprofit missions are not focused on profit. Instead, nonprofits should be evaluated based on outcome data that demonstrates how client well-being improves due to programs. However, outcome data is difficult to obtain, so donors often rely on less meaningful input data like overhead. The document urges donors to learn more about nonprofit operations and culture in order to best understand their impact and effectiveness.
Corporate social responsibility involves businesses committing resources to improve community well-being. Trends show increased corporate giving and reporting on social initiatives. More companies view social responsibility strategically to support business goals like increasing sales and brand positioning, rather than just as an obligation. Doing social good can decrease costs and increase employee retention, sales, and investor appeal. Current challenges include choosing issues to support, developing impactful programs, and evaluating outcomes.
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.
Grant Readiness 101 TechSoup and Remy ConsultingTechSoup
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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) DLI Index - a
purportedly
similar model
to
Commitment
based on
work of
academics
in the field.
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 work of academics in the donor loyalty field)
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.