PowerPoint Presentation for College Sport Research Institute\'s 2010 Scholarly Conference on College Sport Undergraduate Competition Opening Round at the University of North Carolina (1st Place)
The Community Foundation for Palm Beach and Martin Counties, in partnership with Allegany Franciscan Ministries, conducted the 2nd Annual Nonprofit Survey to gather data regarding the needs in the community, the state of nonprofits and how best funders could be of assistance. Respondents were asked about their current challenges, the impact the economic downturn has had on the services they offer and their most pressing funding needs. Here are the overall results. A recording of a webinar that corresponds with this presentation is also available at www.yourcommunityfoundation.org/economy.
This document analyzes the Cambridge Economic Opportunity Committee (CEOC) and provides recommendations to improve its strategy, structure, and environmental positioning. It notes CEOC provides various services to low-income clients through different programs managed by a leadership team and board of directors. However, it faces challenges like funding cuts, competition from other non-profits, and needing to differentiate itself. The document recommends CEOC adopt a "reconstructionalist" approach to align its value, profit, and people propositions. This includes providing a one-stop shopping experience, leveraging low-cost operations and intrinsic motivations, and increasing community engagement through social media and traditional outreach.
The document discusses strategies for an annual fund at a Catholic high school. It describes annual giving as covering the operating "gap" between tuition and expenses, which averages $1,700 per student. The annual fund should be the cornerstone and usually includes unrestricted gifts under $10,000. Suggested pillars are a direct marketing program, personal solicitations, and a "Parent Partnership" program. The direct marketing involves personalized messages through mailings and email to drive constituents to donate online. Personal solicitations target top past donors. The Parent Partnership program educates parents on the funding gap through presentations. Goals include participation benchmarks and limiting fundraising costs.
Chuck Longfield is worried about the future of fundraising because acquisition costs have increased while donor retention has decreased from 33% to 27% over the past 10 years. Specifically, 75% of newly acquired donors leave within the first year. While the number of new donors decreased 20% from 2003 to 2007, the average donation amount rose 23%. Most nonprofits prioritize acquisition goals over retention goals despite retention costing five times less. This overemphasis on acquisition risks losing loyal donors over time and lowers net profits for nonprofits. To improve retention, nonprofits should invest in existing donors by learning their passions and building relationships with the most promising donors.
The document provides guidance on developing a sponsorship and fundraising plan. It outlines conducting a fundraising audit to understand where the organization currently stands, including analyzing competitors, market factors, and fundraising capacity. The audit involves a SWOT analysis. The plan also involves setting SMART fundraising objectives based on audit findings and defining an overall strategy and tactical plans to achieve the objectives, which may involve segmenting donors. The strategy addresses existing and new markets and donors.
Universities and colleges must develop new business models to deal with scarce resources, increased demand for productivity and lower tuition, and changing demographics. This presentation to leaders in a major corporation outlines the pressures and the actions that a national higher education association is recommending to the institutions.
The Community Foundation for Palm Beach and Martin Counties, in partnership with Allegany Franciscan Ministries, conducted the 2nd Annual Nonprofit Survey to gather data regarding the needs in the community, the state of nonprofits and how best funders could be of assistance. Respondents were asked about their current challenges, the impact the economic downturn has had on the services they offer and their most pressing funding needs. Here are the overall results. A recording of a webinar that corresponds with this presentation is also available at www.yourcommunityfoundation.org/economy.
This document analyzes the Cambridge Economic Opportunity Committee (CEOC) and provides recommendations to improve its strategy, structure, and environmental positioning. It notes CEOC provides various services to low-income clients through different programs managed by a leadership team and board of directors. However, it faces challenges like funding cuts, competition from other non-profits, and needing to differentiate itself. The document recommends CEOC adopt a "reconstructionalist" approach to align its value, profit, and people propositions. This includes providing a one-stop shopping experience, leveraging low-cost operations and intrinsic motivations, and increasing community engagement through social media and traditional outreach.
The document discusses strategies for an annual fund at a Catholic high school. It describes annual giving as covering the operating "gap" between tuition and expenses, which averages $1,700 per student. The annual fund should be the cornerstone and usually includes unrestricted gifts under $10,000. Suggested pillars are a direct marketing program, personal solicitations, and a "Parent Partnership" program. The direct marketing involves personalized messages through mailings and email to drive constituents to donate online. Personal solicitations target top past donors. The Parent Partnership program educates parents on the funding gap through presentations. Goals include participation benchmarks and limiting fundraising costs.
Chuck Longfield is worried about the future of fundraising because acquisition costs have increased while donor retention has decreased from 33% to 27% over the past 10 years. Specifically, 75% of newly acquired donors leave within the first year. While the number of new donors decreased 20% from 2003 to 2007, the average donation amount rose 23%. Most nonprofits prioritize acquisition goals over retention goals despite retention costing five times less. This overemphasis on acquisition risks losing loyal donors over time and lowers net profits for nonprofits. To improve retention, nonprofits should invest in existing donors by learning their passions and building relationships with the most promising donors.
The document provides guidance on developing a sponsorship and fundraising plan. It outlines conducting a fundraising audit to understand where the organization currently stands, including analyzing competitors, market factors, and fundraising capacity. The audit involves a SWOT analysis. The plan also involves setting SMART fundraising objectives based on audit findings and defining an overall strategy and tactical plans to achieve the objectives, which may involve segmenting donors. The strategy addresses existing and new markets and donors.
Universities and colleges must develop new business models to deal with scarce resources, increased demand for productivity and lower tuition, and changing demographics. This presentation to leaders in a major corporation outlines the pressures and the actions that a national higher education association is recommending to the institutions.
Better cheaper faster board-ceo partnership for changeEllen Chaffee
This document summarizes a workshop on strategic finance for higher education institutions facing budget challenges. It discusses the need for colleges and universities to change their business models to improve affordability, accessibility, efficiency and effectiveness in order to meet goals for increasing the number of college graduates. The workshop covers strategies for reducing costs through program prioritization, administrative efficiencies and productivity gains through improved retention, time to degree and learning outcomes. It emphasizes the importance of aligning financial decisions with institutional mission and strategic goals through the use of strategic indicators and financial metrics to assess progress.
The Community Foundation for Palm Beach and Martin Counties, in partnership with Allegany Franciscan Ministries, conducted the 2nd Annual Nonprofit Survey to gather data regarding the needs in the community, the state of nonprofits and how best funders could be of assistance. Respondents were asked about their current challenges, the impact the economic downturn has had on the services they offer and their most pressing funding needs. Here are the results with a special focus on South Palm Beach County.
Business case example (school project).pptxRosieLlamas
The document discusses issues facing the Northern Regional Healthcare Foundation, including stagnating donations and declining campaigns. It presents key financial data showing that individual donors have been decreasing while the "Tomorrow's Leaders" campaign has grown significantly. The recommendations are to improve data utilization, implement campaigns targeting younger generations through social media, and conduct surveys to gain donor feedback to improve strategies and retention. A Power BI dashboard was created to help analyze the data.
The Community Foundation for Palm Beach and Martin Counties, in partnership with Allegany Franciscan Ministries, conducted the 2nd Annual Nonprofit Survey to gather data regarding the needs in the community, the state of nonprofits and how best funders could be of assistance. Respondents were asked about their current challenges, the impact the economic downturn has had on the services they offer and their most pressing funding needs. Here are the overall results. A recording of a webinar that corresponds with this presentation is also available at www.yourcommunityfoundation.org/economy.
The document summarizes fundraising efforts at the University of Minnesota Foundation. It discusses the Foundation's mission to engage private sector resources to support the University. It provides details on fundraising results including $267 million raised in total, with the largest amounts going towards academic programs (27%) and facilities (26%). Additionally, it outlines the Foundation's role in providing central development services and strategic support to development teams across University colleges and units.
Working the Revenue Side of the EquationNick Wallace
This document discusses strategies for increasing net tuition revenue at colleges and universities. It begins by noting that net tuition revenue is stagnant at many schools due to rising institutional aid discounts outpacing gross tuition increases. Several case studies of schools that successfully turned around their financial situations are then presented. Common elements of their success included growing enrollment through new academic programs and recruiting populations, and increasing fundraising through higher alumni participation and growing endowments. The document advocates for working on the revenue side of the equation through strategies like these, rather than relying solely on cost cuts, to achieve sustainable financial stability and growth.
This document summarizes a presentation given by NAIT's JR Shaw School of Business. It provides details about NAIT such as its academic schools, programs offered, and focus on applied research. It then discusses the current economic uncertainty and forecasts a gradual recovery. It offers advice for businesses to focus on efficiency, cash flow, debt reduction, and considering multiple scenarios. The presentation aims to help businesses prepare for challenges and opportunities in the recovering economy.
Risk Management In Volatile Global Markets Keys To Business SuccessKevinNagel
This document summarizes a presentation on managing risk in volatile global markets. It provides an overview of NAIT, its business school, and faculty. It then discusses the current economic environment and global uncertainties. It outlines recommendations for businesses to assess risks, focus on customers and costs, consider multiple scenarios, and take action to prepare for challenges and opportunities.
This document summarizes challenges and opportunities facing the University of Missouri System in the coming months. It discusses issues in higher education like accountability, access, budgets, and competition. Specific challenges in Missouri include attitudes toward funding, community college growth, the state economy, and producing enough STEM and healthcare professionals. The UM System aims to increase enrollment while maintaining standards, and improve outcomes. Budget cuts have offset declines in state support through tuition shifts. Priorities include strengthening P-20 education, accountability measures, and growing technology transfer revenue.
Job Market overview prepared for accounting students at the University of San Francisco. Covers "macro to micro" view of job market in late 2010
Truly strategic planning begins with understanding trends in the market. The slides address trends in Jeff's 5 Drivers of Independent School Demand. Also see chapter in Affordability and Demand book, published by NAIS
DSC4213 Final Presentation (Trump vs Hillary Campaign Strategy Analysis)Zhi Kan Ong
1. The document analyzes campaign finance data from the 2015-2016 US elections to develop models that classify donors as supporting Clinton or Trump and predict donation amounts.
2. Gender, occupation, state, and donation amount were used as variables, with occupations and states having the most influence on predicting targets and amounts.
3. The models showed Clinton supporters tended to be female, from California or New York, in education or management occupations, and Trump supporters tended to be male, from Texas or Florida, in business or retired occupations.
The document discusses the impact of the Great Recession on non-profits based on a survey of 363 non-profits. It found that 80% reported severe fiscal stress, with declining revenues across all funding sources. Costs also increased while endowments decreased in value. However, non-profits showed resilience through strategies like long-term planning, fundraising, and protecting services. While challenges remain, effective management positions non-profits to weather difficult economic periods.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
Kevin Bauman is an experienced senior manager seeking new opportunities. He has over 8 years of experience in data-driven fundraising, inspiring teams of up to 500 employees to generate $9 million annually for university clients. Bauman consistently expands revenue through contract growth, lead generation, and relationship building. His strategic planning, analytical skills, and people development have increased multiple clients' fundraising success.
The document outlines plans for Phase 3 of the Fund for Our Economic Future strategy. Key points include:
- Phase 3 will focus on intensifying support for priority industry clusters and assessing grantee performance.
- Goals are to accelerate job and income growth, reduce long-term growth impediments, and sustain economic competitiveness work.
- Strategies include strengthening business growth, enhancing talent development, spurring regional planning, and sustaining regional leadership.
- The Fund will incorporate as a 501(c)(3) to deepen its role in regional economic competitiveness.
Better cheaper faster board-ceo partnership for changeEllen Chaffee
This document summarizes a workshop on strategic finance for higher education institutions facing budget challenges. It discusses the need for colleges and universities to change their business models to improve affordability, accessibility, efficiency and effectiveness in order to meet goals for increasing the number of college graduates. The workshop covers strategies for reducing costs through program prioritization, administrative efficiencies and productivity gains through improved retention, time to degree and learning outcomes. It emphasizes the importance of aligning financial decisions with institutional mission and strategic goals through the use of strategic indicators and financial metrics to assess progress.
The Community Foundation for Palm Beach and Martin Counties, in partnership with Allegany Franciscan Ministries, conducted the 2nd Annual Nonprofit Survey to gather data regarding the needs in the community, the state of nonprofits and how best funders could be of assistance. Respondents were asked about their current challenges, the impact the economic downturn has had on the services they offer and their most pressing funding needs. Here are the results with a special focus on South Palm Beach County.
Business case example (school project).pptxRosieLlamas
The document discusses issues facing the Northern Regional Healthcare Foundation, including stagnating donations and declining campaigns. It presents key financial data showing that individual donors have been decreasing while the "Tomorrow's Leaders" campaign has grown significantly. The recommendations are to improve data utilization, implement campaigns targeting younger generations through social media, and conduct surveys to gain donor feedback to improve strategies and retention. A Power BI dashboard was created to help analyze the data.
The Community Foundation for Palm Beach and Martin Counties, in partnership with Allegany Franciscan Ministries, conducted the 2nd Annual Nonprofit Survey to gather data regarding the needs in the community, the state of nonprofits and how best funders could be of assistance. Respondents were asked about their current challenges, the impact the economic downturn has had on the services they offer and their most pressing funding needs. Here are the overall results. A recording of a webinar that corresponds with this presentation is also available at www.yourcommunityfoundation.org/economy.
The document summarizes fundraising efforts at the University of Minnesota Foundation. It discusses the Foundation's mission to engage private sector resources to support the University. It provides details on fundraising results including $267 million raised in total, with the largest amounts going towards academic programs (27%) and facilities (26%). Additionally, it outlines the Foundation's role in providing central development services and strategic support to development teams across University colleges and units.
Working the Revenue Side of the EquationNick Wallace
This document discusses strategies for increasing net tuition revenue at colleges and universities. It begins by noting that net tuition revenue is stagnant at many schools due to rising institutional aid discounts outpacing gross tuition increases. Several case studies of schools that successfully turned around their financial situations are then presented. Common elements of their success included growing enrollment through new academic programs and recruiting populations, and increasing fundraising through higher alumni participation and growing endowments. The document advocates for working on the revenue side of the equation through strategies like these, rather than relying solely on cost cuts, to achieve sustainable financial stability and growth.
This document summarizes a presentation given by NAIT's JR Shaw School of Business. It provides details about NAIT such as its academic schools, programs offered, and focus on applied research. It then discusses the current economic uncertainty and forecasts a gradual recovery. It offers advice for businesses to focus on efficiency, cash flow, debt reduction, and considering multiple scenarios. The presentation aims to help businesses prepare for challenges and opportunities in the recovering economy.
Risk Management In Volatile Global Markets Keys To Business SuccessKevinNagel
This document summarizes a presentation on managing risk in volatile global markets. It provides an overview of NAIT, its business school, and faculty. It then discusses the current economic environment and global uncertainties. It outlines recommendations for businesses to assess risks, focus on customers and costs, consider multiple scenarios, and take action to prepare for challenges and opportunities.
This document summarizes challenges and opportunities facing the University of Missouri System in the coming months. It discusses issues in higher education like accountability, access, budgets, and competition. Specific challenges in Missouri include attitudes toward funding, community college growth, the state economy, and producing enough STEM and healthcare professionals. The UM System aims to increase enrollment while maintaining standards, and improve outcomes. Budget cuts have offset declines in state support through tuition shifts. Priorities include strengthening P-20 education, accountability measures, and growing technology transfer revenue.
Job Market overview prepared for accounting students at the University of San Francisco. Covers "macro to micro" view of job market in late 2010
Truly strategic planning begins with understanding trends in the market. The slides address trends in Jeff's 5 Drivers of Independent School Demand. Also see chapter in Affordability and Demand book, published by NAIS
DSC4213 Final Presentation (Trump vs Hillary Campaign Strategy Analysis)Zhi Kan Ong
1. The document analyzes campaign finance data from the 2015-2016 US elections to develop models that classify donors as supporting Clinton or Trump and predict donation amounts.
2. Gender, occupation, state, and donation amount were used as variables, with occupations and states having the most influence on predicting targets and amounts.
3. The models showed Clinton supporters tended to be female, from California or New York, in education or management occupations, and Trump supporters tended to be male, from Texas or Florida, in business or retired occupations.
The document discusses the impact of the Great Recession on non-profits based on a survey of 363 non-profits. It found that 80% reported severe fiscal stress, with declining revenues across all funding sources. Costs also increased while endowments decreased in value. However, non-profits showed resilience through strategies like long-term planning, fundraising, and protecting services. While challenges remain, effective management positions non-profits to weather difficult economic periods.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
The document discusses how investing in post-secondary education and volunteering provides benefits to Alberta's social economy. It notes that average student debt levels are rising, which means students and graduates have less time and money to volunteer. The solution proposed is to create a student loan remission program where a portion of a student or recent graduate's loan would be forgiven based on hours spent volunteering in the community. The program would be open to not-for-profits, charities and require a minimum threshold of volunteer hours over a set period of time.
Kevin Bauman is an experienced senior manager seeking new opportunities. He has over 8 years of experience in data-driven fundraising, inspiring teams of up to 500 employees to generate $9 million annually for university clients. Bauman consistently expands revenue through contract growth, lead generation, and relationship building. His strategic planning, analytical skills, and people development have increased multiple clients' fundraising success.
The document outlines plans for Phase 3 of the Fund for Our Economic Future strategy. Key points include:
- Phase 3 will focus on intensifying support for priority industry clusters and assessing grantee performance.
- Goals are to accelerate job and income growth, reduce long-term growth impediments, and sustain economic competitiveness work.
- Strategies include strengthening business growth, enhancing talent development, spurring regional planning, and sustaining regional leadership.
- The Fund will incorporate as a 501(c)(3) to deepen its role in regional economic competitiveness.
2. ISSUE The University of New Orleans is faced with wide scale budget deficits across many departments. This has led to the re-examination of the Athletic Department and the importance to remain in Division I.
3. SWOT STRENGTHS Brand Name of New Orleans Louisiana’s Largest City Division I Facilities Tradition
7. DIAGNOSIS Budget Examination $1 Million Deficit Each Year Post-Katrina $2 Million Deficit This Year $16.8 Million in Campus Wide Cuts Must Add 5 Teams to Remain Division I
8. DIAGNOSIS Student Examination Reduce Student Population Post-Katrina Population Decline Commuters Attendance and Revenues Student Referendum
11. SOLUTIONS Restructure Department Hire AD Report to Intermediary Fundraising New Fundraising Arm Target Alumni, Businesses, Wealthy Constituents
12. SOLUTIONS Refocus Recruiting Restrict Budget Focus on In-State and Surrounding Areas In-State Recruits Require Less Scholarship Aid Trickle Down into Tickets and Publicity
13. RECOMMENDATION Recommend Division III NCAA Waiver is Up Add 5 sports Budget up to $7 Million Division III $2.6 Million Estimated Expenses $2.89 Million Revenue (Student Fees and Foundation) Develop Plan to Add Football
14. CONCLUSION Division I Athletics has Focused on “Spectator First.” We conclude the University of New Orleans becomes what its reality has become, an institution that “places greater emphasis on internal constituency than on the general public and its entertainment needs.”
15. UNIVERSITY of NEW ORLEANS ATHLETICS ASSESSMENT Dolly Duffy Tim Kelly Jacob Hanselman Andrew McGinnis ISSUE The University of New Orleans is faced with wide scale budget deficits across many departments. This had lead to the re-examination of the Athletic Department and the importance to remain in Division I. DIAGNOSIS RECOMMENDATION SWOT SOLUTIONS NCAA WAIVER IS UP Add 5 Sports Budget up to $7 Million DIVISION III $2.6 Million Estimated Expenses $2.89 Million Revenue (Student Fees and Foundation) Develop Plan to Add Football BUDGET EXAMINATION $1 Million Deficit Each Year Post-Katrina $2 Million Deficit This Year $16.8 Million in Campus Wide Cuts Must Add 5 Teams to Remain Division I STUDENT EXAMINATION Reduce Student Population Post-Katrina Population Decline Commuters Attendance and Revenues Student Referendum LEADERSHIP Hierarchy Mike Bujol Resignation Lack of Information GUARANTEED GAMES 60% Non-Conference Games Added Revenue Potential Publicity RESTRUCTURE DEPARTME NT Hire AD Report to Intermediary Fundraising New Fundraising Arm Target Alumni, Businesses, Wealthy Constituents REFOCUS RECRUITING Restrict Budget Focus on In-State and Surrounding Areas In-State Recruits Require Less Scholarship Aid Trickle Down into Tickets and Publicity STRENGTHS Brand Name Louisiana’s Largest City Division I Facilities Tradition WEAKNESSES Administrative Leadership Dismal Student Support Insufficient Fundraising Budget Cuts OPPORTUNITIES Large Port City Tourist Destination Untapped Athletic Resources THREATS Over-Saturated Market Additional Budget Cuts We conclude the University of New Orleans becomes what its reality has become, an institution that “places greater emphasis on internal constituency than on the general public and its entertainment needs.” CONSLUSION