This document summarizes strategies for nonprofit organizations to engage millennial donors. It discusses how millennials differ from other generations in their preferences and behaviors around philanthropy. Key factors for nonprofits to consider include using inspiration through emotional storytelling, showing measurable impact, utilizing digital platforms and social media, leveraging peer influence, and providing opportunities for involvement. The document also outlines challenges nonprofits face in implementing these strategies and potential solutions. Interviews with nonprofit professionals support the findings. Overall, the document provides guidance to help nonprofits better engage millennial donors now and in the future.
Major donors are changing how they give to charities. While baby boomers currently give the most, younger generations will become increasingly important sources of funding over the long run. New strategies are needed to engage donors across different age groups through various channels. Social enterprises that generate earned income represent an emerging opportunity for nonprofits to access new sources of capital beyond traditional philanthropic methods that are no longer sufficient on their own.
The document summarizes trends in several areas including non-profits, leadership, technology, globalization, parenting, and religion. It notes that non-profits are redefining themselves through advocacy and fundraising outside of government as needs increase. Leadership faces challenges with multigenerational workforces and stress on current leaders. Technology advances through social media, data visualization, and mobile applications. Globally, social media connects businesses locally and worldwide while new markets in urban areas emerge. Parenting styles vary but time with children is increasing, and religion remains important to most Americans though affiliations are diverse.
The document discusses foster care's image problem and negative public perception. It states that media often portrays foster youth as delinquents and foster parents as abusing the system, feeding the public's negative views. It notes foster care is a fragmented $9 billion system serving over 500,000 youth. The document advocates for foster care agencies to adopt strategies used by private businesses to rebuild brands, such as listening to public perception, leveraging social media, developing innovative services, and providing value. It argues agencies should use technology to tell their stories, engage stakeholders, and improve processes to enhance outcomes and value. The goal is to change public perception of foster care from a broken system to one where youth grow up in loving families and all
Multichannel Marketing for the Small NonprofitJulia Campbell
Social and Web 2.0 technologies have changed not just how we market and promote our programs and services, but also how we manage and lead our organizations, and how we build communities and create movements. Understanding the multichannel landscape is more important than ever before, as the pace of change is growing exponentially.
Email communications, social media, and mobile are important, but how will they help your nonprofit and the issues you work on every day? Most importantly, how the heck do you integrate and utilize these tools successfully without losing your mind?
This workshop will help you answer these questions, specifically with the small nonprofit in mind, and will guide you through the planning and implementation of online multichannel strategies that will spark advocacy, raise money and promote deeper community engagement in order to achieve social change in real time.
Targeting a Neglected Market For Financial Services--By Cecile Bare-- Novembe...Cécile Bare, CFP®
Women represent a significant but neglected market for financial services. They control a substantial and growing portion of wealth but have different financial needs than men due to longer lifespans, caretaking responsibilities, and career interruptions. Many women feel financial advisors do not understand or address their needs. To better serve women, financial institutions should provide personalized advice and education delivered empathetically to build trust, and address issues like planning for longer lives, retirement with career gaps, and life changes like marriage and widowhood. As women's wealth and role in financial decisions increases, catering specifically to their needs represents a major opportunity for competitive advantage.
Tell Me A Story: 13 tips and one cautionary note for powerful narratives that...Metropolitan Group
The document discusses the power and importance of storytelling, particularly for social entrepreneurs and advocates seeking to achieve policy goals or market interest. It outlines 13 "Power Ps" that make for an effective story, such as having a clear purpose, including dynamic tension or peril, focusing on affected people, and being fully present when telling a story to others. The author argues that the organizations most able to tell a compelling story are often the most successful at achieving their goals.
This document summarizes an interview with Emily Davis about incorporating generations X and Y into strategic resource planning. The interview covered how these generations view volunteering and philanthropy differently than previous generations. Davis discussed how these generations were raised with community service and social media, and nonprofits need to engage them through authentic partnerships and multiple communication methods. She also emphasized the importance of cultivating younger family members and preparing for significant wealth transfers to these generations.
This document discusses the opportunity for social impact networks to engage businesses by delivering business value while also pursuing social goals. It outlines five models of social impact networks:
1) Networks that steward natural resources, which directly benefit businesses that rely on raw materials.
2) Networks that enable market-based solutions, benefiting businesses by developing new market opportunities or increasing supply chain stability.
3) Networks that raise industry standards, benefiting businesses by elevating practices within their industries.
4) Place-based networks that align solutions within communities, indirectly benefiting businesses through local improvements.
5) Networks that mobilize action on large-scale issues, indirectly benefiting businesses through helping address societal challenges.
Major donors are changing how they give to charities. While baby boomers currently give the most, younger generations will become increasingly important sources of funding over the long run. New strategies are needed to engage donors across different age groups through various channels. Social enterprises that generate earned income represent an emerging opportunity for nonprofits to access new sources of capital beyond traditional philanthropic methods that are no longer sufficient on their own.
The document summarizes trends in several areas including non-profits, leadership, technology, globalization, parenting, and religion. It notes that non-profits are redefining themselves through advocacy and fundraising outside of government as needs increase. Leadership faces challenges with multigenerational workforces and stress on current leaders. Technology advances through social media, data visualization, and mobile applications. Globally, social media connects businesses locally and worldwide while new markets in urban areas emerge. Parenting styles vary but time with children is increasing, and religion remains important to most Americans though affiliations are diverse.
The document discusses foster care's image problem and negative public perception. It states that media often portrays foster youth as delinquents and foster parents as abusing the system, feeding the public's negative views. It notes foster care is a fragmented $9 billion system serving over 500,000 youth. The document advocates for foster care agencies to adopt strategies used by private businesses to rebuild brands, such as listening to public perception, leveraging social media, developing innovative services, and providing value. It argues agencies should use technology to tell their stories, engage stakeholders, and improve processes to enhance outcomes and value. The goal is to change public perception of foster care from a broken system to one where youth grow up in loving families and all
Multichannel Marketing for the Small NonprofitJulia Campbell
Social and Web 2.0 technologies have changed not just how we market and promote our programs and services, but also how we manage and lead our organizations, and how we build communities and create movements. Understanding the multichannel landscape is more important than ever before, as the pace of change is growing exponentially.
Email communications, social media, and mobile are important, but how will they help your nonprofit and the issues you work on every day? Most importantly, how the heck do you integrate and utilize these tools successfully without losing your mind?
This workshop will help you answer these questions, specifically with the small nonprofit in mind, and will guide you through the planning and implementation of online multichannel strategies that will spark advocacy, raise money and promote deeper community engagement in order to achieve social change in real time.
Targeting a Neglected Market For Financial Services--By Cecile Bare-- Novembe...Cécile Bare, CFP®
Women represent a significant but neglected market for financial services. They control a substantial and growing portion of wealth but have different financial needs than men due to longer lifespans, caretaking responsibilities, and career interruptions. Many women feel financial advisors do not understand or address their needs. To better serve women, financial institutions should provide personalized advice and education delivered empathetically to build trust, and address issues like planning for longer lives, retirement with career gaps, and life changes like marriage and widowhood. As women's wealth and role in financial decisions increases, catering specifically to their needs represents a major opportunity for competitive advantage.
Tell Me A Story: 13 tips and one cautionary note for powerful narratives that...Metropolitan Group
The document discusses the power and importance of storytelling, particularly for social entrepreneurs and advocates seeking to achieve policy goals or market interest. It outlines 13 "Power Ps" that make for an effective story, such as having a clear purpose, including dynamic tension or peril, focusing on affected people, and being fully present when telling a story to others. The author argues that the organizations most able to tell a compelling story are often the most successful at achieving their goals.
This document summarizes an interview with Emily Davis about incorporating generations X and Y into strategic resource planning. The interview covered how these generations view volunteering and philanthropy differently than previous generations. Davis discussed how these generations were raised with community service and social media, and nonprofits need to engage them through authentic partnerships and multiple communication methods. She also emphasized the importance of cultivating younger family members and preparing for significant wealth transfers to these generations.
This document discusses the opportunity for social impact networks to engage businesses by delivering business value while also pursuing social goals. It outlines five models of social impact networks:
1) Networks that steward natural resources, which directly benefit businesses that rely on raw materials.
2) Networks that enable market-based solutions, benefiting businesses by developing new market opportunities or increasing supply chain stability.
3) Networks that raise industry standards, benefiting businesses by elevating practices within their industries.
4) Place-based networks that align solutions within communities, indirectly benefiting businesses through local improvements.
5) Networks that mobilize action on large-scale issues, indirectly benefiting businesses through helping address societal challenges.
Tu Bui • Transamerica Financial Advisors, Inc.
- Millennials and risk management by Katie Kuehner-Hebert
- High yield sector shows divergences
- Passionate about paying it forward (Nancy Hairsine, Foresters Equity Services, Inc.)
The document discusses the Kern County Network for Children (KCNC), a collaborative nonprofit organization in Kern County, California. It was established to improve child welfare through regional collaboration between organizations. The KCNC acts as an advocate and leadership coach for local collaboratives throughout the region. It also provides regional data and perspective to maintain a comprehensive approach. The document analyzes theories on nonprofits, welfare systems, organizational behavior and collaboration to explain the need for and benefits of the KCNC model of regional nonprofit collaboration.
Understanding Social+Digital Strategies For Your HNW Wealth Management PracticeApril Rudin
It is no longer a choice but now "table stakes" to maintain a digital/social media presence to provide content to your clients, prospects and referrals while also attracting end HNW investors and potential referral sources.
Here is how...
CFA Institute Wealth Management Conference 2013April Rudin
Here are my slides from my recent presentation on Digital Strategies In The HNW Financial Advisory Practice. Here is a link to my live presentation: http://new.livestream.com/livecfa/Rudin
This document discusses strategies for integrating social media into traditional fundraising campaigns. It argues that social media should be part of an organization's existing framework and should leverage traditional relationships, rather than replacing traditional methods. The document outlines a three-stage model: 1) Using social media to facilitate one fundraising effort or conversation. 2) Creating online platforms like Individual Fundraising Events to engage specific audiences. 3) Identifying passionate volunteers like Gen X and Boomers to execute goals and spread engagement. Research suggests these Individual Fundraising Events can significantly increase donations.
This document discusses the trend of companies moving away from "goodwashing" and towards creating shared value. As consumers expect more transparency and accountability, companies are focusing on effecting real change through their business models rather than just token CSR efforts. This includes being open about flaws and plans for improvement. With information easily accessible online, companies must demonstrate their positive social impact in a clear, visual way. Those that don't become more responsible and sustainable will lose ground to competitors.
Millennials are a generation born between 1980-2000 that will have an estimated $1.4 trillion in spending power by 2020. They are more racially diverse, less religious, and were the first generation to come of age in a digital world. Millennials prioritize social causes, experience, and reviews from friends over traditional advertising. They are optimistic yet burdened by student debt and distrustful of institutions. Millennials expect companies and brands to share their values and provide convenient, personalized shopping experiences through multiple channels including mobile.
1) The document analyzes data from 1998-2009 on women who received microenterprise training from Women's Initiative. It finds that over 90% of clients were employed or self-employed one year after training, providing jobs for themselves and others through new businesses.
2) Five years after training, nearly 25% of clients were providing jobs for others on average, with each client providing nearly two jobs.
3) Even during the recession in 2009, Women's Initiative clients provided over 2,000 jobs total for themselves and others through their businesses, showing that microenterprise can effectively create jobs.
This document discusses increasing fundraising efficiency through donor segmentation. It suggests that while psychographic criteria are often used to segment donors, fundraisers typically only have access to socio-demographic data. The authors conducted a study in Austria to determine how individuals of different ages, genders, and social classes donate in terms of amount, frequency, organizations supported, and form of donation. They identified three basic conditions under which people are more likely to donate: 1) when the purpose pertains to their sphere, 2) when they may benefit from the organization's services, and 3) when the donation does not represent a high expense or effort. These conditions are proposed as dimensions for segmenting and targeting donors using socio-demographic data to
Digital connectivity is a disruptive trend that is influencing society and business through increased online connectivity. It is reshaping industries like travel, health, and retail. Travel companies are implementing virtual reality and wearable tech to enhance the customer experience. In health, tracking devices and apps allow people to quantify their wellness, though some see this as promoting narcissism. Retail is becoming more seamless as customers expect to shop across online and in-store. Digital connectivity is changing consumer expectations and how companies engage with customers.
Gayle Thorsen is a communications consultant with 25 years of experience in nonprofit and philanthropic communications. She helps organizations understand their key audiences and messages in order to implement effective communications strategies and tactics. Her services include communications planning, website development, social media optimization, writing, and more. She emphasizes spending more time on communications strategy to understand the desired impact and audiences, which then guides the choice of appropriate tactics.
The document discusses the Minnesota Entrepreneurial Gateway (MEG) which is an online and on-the-ground network that connects emerging businesses and community leaders with resources to support entrepreneurship. It aims to transform economic development approaches to better support entrepreneurship through community informatics tools, coordinated systems, and policies that encourage small business development. The MEG pilot sites demonstrate ways to organize local resources, reduce costs for small businesses, and create an entrepreneurial culture.
Time to climb-- results of national study of disadvantaged entrepreneurs ...Richard Swart, PhD
The document summarizes key findings from a national study on crowdfunding opportunities and obstacles for disadvantaged entrepreneurs, including women and minorities. Some of the main findings are that women are more engaged in crowdfunding and more successful than minorities; minorities lack knowledge about crowdfunding and connections to facilitate campaigns; and accelerating business model development may be more important than initial capital access. The study utilized interviews with various groups to gather perspectives and insights into these issues.
Millennials. Ready or not, here they come.
Otherwise known as Generation Y, those born between 1982 and 2003 are a force whose dominating presence and behavior (everywhere, but especially in the workforce) will define American life and culture in the next decade and beyond...
To get the most out of the millennials (or anyone for that matter) try the following:
- Hire those who fit your unique culture
- Understand their goals
- Solicit and listen to their ideas
- Ask what they would like to get out of their career and then make it happen
- Lead and mentor, don’t hand hold
- Loosen up and nurture fun
And most importantly, like with all employees, it's imperative to make sure that millennials feel valued in the workplace.
Investing in the Poor The Ethics of MicrofinanceLuke Rzepiennik
This document summarizes a paper that examines the ethics of microfinance. It begins by introducing microfinance and its goal of empowering people to lift themselves out of poverty. The paper then evaluates the effectiveness and impact of microfinance by looking at economic outcomes, empowerment, and sustainability. It finds that microfinance has had some positive economic impacts but has fallen short in truly empowering communities and individuals, especially women. The paper concludes by arguing that microfinance needs reforms to be both effective and ethical in ending poverty.
The chapter discusses the proliferation of wellness in western society. Wellness is defined as an active process through which people become aware of choices that lead to a more successful existence, going beyond just physical health. The wellness movement originated from health but has evolved into a phenomenon since the 1970s. It is now a fully commercialized industry where consumers spend to enrich their quality of life. Seligman's theory of well-being identifies five elements of well-being: positive emotion, engagement, positive relationships, meaning and accomplishment. Millennials in particular view wellness as a priority due to growing up during the rise of wellness. Access to information through technology has increased awareness of health and wellness among consumers who want
Creating Home - How States Can Harness Pandemic Population GrowthLaura Zucker
Some states have seen record population growth during the pandemic. Now that multiple vaccines are being rolled out all across the country there are certain steps that can be taken to keep these new residents.
Creating Home - How States Can Harness Pandemic Population GrowthStephen Nocera, MPA
Some states have seen record population growth during the pandemic. Now that multiple vaccines are being rolled out all across the country there are certain steps that can be taken to keep these new residents.
Digital Influence In Social Cause 2009 ReportSparxoo
This document provides a summary and analysis of digital influence in social causes. It ranks the top 50 digital influencers in social causes based on their overall digital influence as well as magnitude of efforts, social engagement, and digital stretch. The top ranked organization is the American Red Cross, followed by PETA in second place and Kiva in third. The summary also discusses how environmental and animal-focused organizations like PETA, Greenpeace, and the World Wildlife Fund are amassing significant digital influence compared to more traditional charities. It also analyzes how crowdsourcing and community involvement on social media are allowing some organizations to further their missions.
This document discusses how human rights and services nonprofits can effectively engage Millennial donors and volunteers. It analyzes survey data from AIDS Resource Center Ohio and interviews from three fundraising experts. The key findings are:
1) Millennials prefer to connect via technology, share information in small ways on social media, and be influenced by their peers.
2) Nonprofits should focus on transparency, social connectivity, leadership opportunities for Millennials, and allowing passion for causes over institutions.
3) A successful Human Rights Campaign used social media to change Facebook profiles to support marriage equality, engaging many Millennials.
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
Tu Bui • Transamerica Financial Advisors, Inc.
- Millennials and risk management by Katie Kuehner-Hebert
- High yield sector shows divergences
- Passionate about paying it forward (Nancy Hairsine, Foresters Equity Services, Inc.)
The document discusses the Kern County Network for Children (KCNC), a collaborative nonprofit organization in Kern County, California. It was established to improve child welfare through regional collaboration between organizations. The KCNC acts as an advocate and leadership coach for local collaboratives throughout the region. It also provides regional data and perspective to maintain a comprehensive approach. The document analyzes theories on nonprofits, welfare systems, organizational behavior and collaboration to explain the need for and benefits of the KCNC model of regional nonprofit collaboration.
Understanding Social+Digital Strategies For Your HNW Wealth Management PracticeApril Rudin
It is no longer a choice but now "table stakes" to maintain a digital/social media presence to provide content to your clients, prospects and referrals while also attracting end HNW investors and potential referral sources.
Here is how...
CFA Institute Wealth Management Conference 2013April Rudin
Here are my slides from my recent presentation on Digital Strategies In The HNW Financial Advisory Practice. Here is a link to my live presentation: http://new.livestream.com/livecfa/Rudin
This document discusses strategies for integrating social media into traditional fundraising campaigns. It argues that social media should be part of an organization's existing framework and should leverage traditional relationships, rather than replacing traditional methods. The document outlines a three-stage model: 1) Using social media to facilitate one fundraising effort or conversation. 2) Creating online platforms like Individual Fundraising Events to engage specific audiences. 3) Identifying passionate volunteers like Gen X and Boomers to execute goals and spread engagement. Research suggests these Individual Fundraising Events can significantly increase donations.
This document discusses the trend of companies moving away from "goodwashing" and towards creating shared value. As consumers expect more transparency and accountability, companies are focusing on effecting real change through their business models rather than just token CSR efforts. This includes being open about flaws and plans for improvement. With information easily accessible online, companies must demonstrate their positive social impact in a clear, visual way. Those that don't become more responsible and sustainable will lose ground to competitors.
Millennials are a generation born between 1980-2000 that will have an estimated $1.4 trillion in spending power by 2020. They are more racially diverse, less religious, and were the first generation to come of age in a digital world. Millennials prioritize social causes, experience, and reviews from friends over traditional advertising. They are optimistic yet burdened by student debt and distrustful of institutions. Millennials expect companies and brands to share their values and provide convenient, personalized shopping experiences through multiple channels including mobile.
1) The document analyzes data from 1998-2009 on women who received microenterprise training from Women's Initiative. It finds that over 90% of clients were employed or self-employed one year after training, providing jobs for themselves and others through new businesses.
2) Five years after training, nearly 25% of clients were providing jobs for others on average, with each client providing nearly two jobs.
3) Even during the recession in 2009, Women's Initiative clients provided over 2,000 jobs total for themselves and others through their businesses, showing that microenterprise can effectively create jobs.
This document discusses increasing fundraising efficiency through donor segmentation. It suggests that while psychographic criteria are often used to segment donors, fundraisers typically only have access to socio-demographic data. The authors conducted a study in Austria to determine how individuals of different ages, genders, and social classes donate in terms of amount, frequency, organizations supported, and form of donation. They identified three basic conditions under which people are more likely to donate: 1) when the purpose pertains to their sphere, 2) when they may benefit from the organization's services, and 3) when the donation does not represent a high expense or effort. These conditions are proposed as dimensions for segmenting and targeting donors using socio-demographic data to
Digital connectivity is a disruptive trend that is influencing society and business through increased online connectivity. It is reshaping industries like travel, health, and retail. Travel companies are implementing virtual reality and wearable tech to enhance the customer experience. In health, tracking devices and apps allow people to quantify their wellness, though some see this as promoting narcissism. Retail is becoming more seamless as customers expect to shop across online and in-store. Digital connectivity is changing consumer expectations and how companies engage with customers.
Gayle Thorsen is a communications consultant with 25 years of experience in nonprofit and philanthropic communications. She helps organizations understand their key audiences and messages in order to implement effective communications strategies and tactics. Her services include communications planning, website development, social media optimization, writing, and more. She emphasizes spending more time on communications strategy to understand the desired impact and audiences, which then guides the choice of appropriate tactics.
The document discusses the Minnesota Entrepreneurial Gateway (MEG) which is an online and on-the-ground network that connects emerging businesses and community leaders with resources to support entrepreneurship. It aims to transform economic development approaches to better support entrepreneurship through community informatics tools, coordinated systems, and policies that encourage small business development. The MEG pilot sites demonstrate ways to organize local resources, reduce costs for small businesses, and create an entrepreneurial culture.
Time to climb-- results of national study of disadvantaged entrepreneurs ...Richard Swart, PhD
The document summarizes key findings from a national study on crowdfunding opportunities and obstacles for disadvantaged entrepreneurs, including women and minorities. Some of the main findings are that women are more engaged in crowdfunding and more successful than minorities; minorities lack knowledge about crowdfunding and connections to facilitate campaigns; and accelerating business model development may be more important than initial capital access. The study utilized interviews with various groups to gather perspectives and insights into these issues.
Millennials. Ready or not, here they come.
Otherwise known as Generation Y, those born between 1982 and 2003 are a force whose dominating presence and behavior (everywhere, but especially in the workforce) will define American life and culture in the next decade and beyond...
To get the most out of the millennials (or anyone for that matter) try the following:
- Hire those who fit your unique culture
- Understand their goals
- Solicit and listen to their ideas
- Ask what they would like to get out of their career and then make it happen
- Lead and mentor, don’t hand hold
- Loosen up and nurture fun
And most importantly, like with all employees, it's imperative to make sure that millennials feel valued in the workplace.
Investing in the Poor The Ethics of MicrofinanceLuke Rzepiennik
This document summarizes a paper that examines the ethics of microfinance. It begins by introducing microfinance and its goal of empowering people to lift themselves out of poverty. The paper then evaluates the effectiveness and impact of microfinance by looking at economic outcomes, empowerment, and sustainability. It finds that microfinance has had some positive economic impacts but has fallen short in truly empowering communities and individuals, especially women. The paper concludes by arguing that microfinance needs reforms to be both effective and ethical in ending poverty.
The chapter discusses the proliferation of wellness in western society. Wellness is defined as an active process through which people become aware of choices that lead to a more successful existence, going beyond just physical health. The wellness movement originated from health but has evolved into a phenomenon since the 1970s. It is now a fully commercialized industry where consumers spend to enrich their quality of life. Seligman's theory of well-being identifies five elements of well-being: positive emotion, engagement, positive relationships, meaning and accomplishment. Millennials in particular view wellness as a priority due to growing up during the rise of wellness. Access to information through technology has increased awareness of health and wellness among consumers who want
Creating Home - How States Can Harness Pandemic Population GrowthLaura Zucker
Some states have seen record population growth during the pandemic. Now that multiple vaccines are being rolled out all across the country there are certain steps that can be taken to keep these new residents.
Creating Home - How States Can Harness Pandemic Population GrowthStephen Nocera, MPA
Some states have seen record population growth during the pandemic. Now that multiple vaccines are being rolled out all across the country there are certain steps that can be taken to keep these new residents.
Digital Influence In Social Cause 2009 ReportSparxoo
This document provides a summary and analysis of digital influence in social causes. It ranks the top 50 digital influencers in social causes based on their overall digital influence as well as magnitude of efforts, social engagement, and digital stretch. The top ranked organization is the American Red Cross, followed by PETA in second place and Kiva in third. The summary also discusses how environmental and animal-focused organizations like PETA, Greenpeace, and the World Wildlife Fund are amassing significant digital influence compared to more traditional charities. It also analyzes how crowdsourcing and community involvement on social media are allowing some organizations to further their missions.
This document discusses how human rights and services nonprofits can effectively engage Millennial donors and volunteers. It analyzes survey data from AIDS Resource Center Ohio and interviews from three fundraising experts. The key findings are:
1) Millennials prefer to connect via technology, share information in small ways on social media, and be influenced by their peers.
2) Nonprofits should focus on transparency, social connectivity, leadership opportunities for Millennials, and allowing passion for causes over institutions.
3) A successful Human Rights Campaign used social media to change Facebook profiles to support marriage equality, engaging many Millennials.
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
MSLGROUPs latest survey of 8,000 Millennials across 17 countries reveals that they feel very differently from preceding generations about businesses’ roles in dealing with the world’s greatest challenges.
Is your nonprofit looking for the best guide to engage younger generation? Then here we bring an article that talks about how charities can engage younger generations. Read now
Catalysts for change: How philanthropists are forging new paths to long-lasti...Scorpio Partnership
New research released by Scorpio Partnership and the Charities Aid Foundation explores different approaches to philanthropy and how they are evolving as cultures, attitudes and technology change.
1159 g caf_phlianseries_catalystbrochure_web_0313Will FitzGerald
This document provides an overview of how philanthropists are taking innovative approaches to creating lasting social change. It discusses the rise of strategic philanthropy, which takes an analytical approach to maximizing the impact of donations. Related concepts like venture philanthropy draw on business models to mobilize more capital for social problems. Pioneers in the field argue for combining financial and social returns through approaches like social investment. They believe philanthropic capital should be used to seed new ideas until other forms of investment can support them. These evolving approaches aim to develop more sustainable solutions to social challenges through collaboration and an entrepreneurial mindset.
This document discusses strategies for leveraging the strengths of Millennial employees in nonprofit organizations. It begins by providing context on Millennials and their traits, such as being tech-savvy, valuing causes over institutions, and prioritizing personal connections. It then lists five tips for managing Millennials: 1) Connect them to the organization's cause from day one; 2) Allow them opportunities for personal ownership; 3) Encourage them to provide feedback; 4) Utilize their vast social networks; 5) Motivate them with flexibility and innovation. The overall message is that Millennials can drive innovation if organizations adapt to their preferences and empower them to contribute using their unique skills and priorities.
Valerie Remoquillo-Jenni
Source: STEP Journal, Volume 24, Issue 1
The global philanthropy landscape has changed significantly, due to a new class of donors who are redefining their engagement with wealth and giving – the next-generation givers.
You may also view my comments on this topic at http://familybusinesswiki.ning.com/profiles/blogs/a-big-conversation-for-the-new-philanthropists
Millennial consumer research, part of portfolioOlivia Deith
Millennials and Generation Z are more diverse, tolerant, and compassionate than previous generations. They are driving social change through activism on social media and by expressing their beliefs online. These generations value education, careers, community, and making a positive impact. They reject stereotypes and embrace opportunities to better the world. Millennials are especially interested in brands that support social causes and stand for more than just profits. As digital natives, they are very engaged on social media and expect brands to interact with them online.
Aaron Dorfman argues that foundations need to rethink their strategies and tactics to better help underserved communities. He notes that only one-third of philanthropic dollars are intended to benefit marginalized groups. As president of the National Committee for Responsive Philanthropy, he encourages foundations to fund advocacy, civic engagement, and political causes in order to leverage limited funds and create real change. Dorfman also stresses philanthropy's role in supporting resistance to the current administration's attacks on vulnerable populations.
Gen-Z Is the Future! Why Youth Volunteering Can Be the Secret to Campaign Suc...CallHub
Gen-Zers and millennials are a largely ignored target audience for elections, but one with a lot of value. Here's how youth volunteering can help your campaign
This document summarizes research from a 2012 study about how Millennials engage with nonprofits. The study found that:
1) Millennials want to connect with nonprofits through multiple channels like websites, email, social media, and mobile in order to get information and take action. Websites are still the primary source of information but must be optimized for mobile.
2) Millennials are generous with their time and money but want impactful volunteer opportunities and strong personal relationships with causes they support. They give more to organizations they feel they have a strong connection to.
3) New technologies like smartphones and social media are important ways Millennials access nonprofit information and engage on their terms.
The document discusses ways to improve communication within a religious organization to be more effective and inclusive of different generations. It suggests leveraging various communication vehicles like paper, email, websites and social media to engage members and the community. Bridges need to be built between insiders and outsiders through easy ways for newcomers to get involved. The organization should understand members' technology preferences and provide feedback opportunities to better communicate its message and support for all people.
Social Media Use by Small Nonprofit Organizations - Scott TidmoreScott Tidmore
Small nonprofit organizations face challenges in using social media effectively due to limited staffing, budgets, and expertise. While nearly all nonprofits use social media, smaller organizations focus on acquiring members and donors through advocacy rather than brand building. To thrive, small nonprofits must tell compelling stories on social media to motivate supporters beyond facts and engage stakeholders through high-quality content.
Gen X and Gen Y philanthropists, born between 1966-1994, are transforming charitable giving through their innovative and hands-on approaches. They have a global mindset and use technology to actively engage with causes and virtually connect donors. Younger philanthropists want measurable impact and results over traditional institutional trust, focusing on strategic partnerships, data, and demonstrating effect. Business entrepreneurs in these generations, like tech entrepreneurs, are especially bold in taking risks to fund new ideas and scale up initiatives through new charitable models.
This document provides an overview of a toolkit created to guide employers in connecting with opportunity youth. It defines opportunity youth as the 6.7 million 16-24 year olds not currently enrolled in school or participating in the workforce. These youth face significant barriers to employment but remain optimistic about their futures. The toolkit outlines three lanes of engagement employers can take: 1) soft skills development, 2) work ready skills development, and 3) learn and earn programs. It encourages companies to get involved by noting the potential benefits to their business such as improving their talent pipeline, boosting employee engagement, and enhancing their reputation in the community. The overview concludes by directing companies to use a provided survey to assess their resources and determine which lane of engagement
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Intervention Discrimination and Employment
Name
School
Ling 472
Professor
Intervention Discrimination and Employment
Discrimination is an everyday reality where we face all sources of discrimination at the workplace or as we walk in the streets. This does not mean it is right for people to be discriminated against. There are different forms of discrimination, like linguistic discrimination. Linguistic discrimination is discrimination based on accent. It is the unjust treatment of people based on their native language or other aspects of their linguist abilities (Craft et al., 2020). It is the unfair treatment of a person based on the characteristics of their speech, such as accent, vocabulary size, and syntax. Linguistic discrimination can explain the huge differences in employment gaps among different races in the United States. Minority races face discrimination when seeking employment opportunities due to their linguistic abilities. The unemployment rate of African Americans is 11.4% in 2020 due to discrimination based on their accent (U.S. Bureau of Labor Statistics, 2021). Awareness-raising is an intervention that can help reduce discrimination against others based on their accent. Awareness Raising
Raising awareness is one of the oldest forms of trying to change the behavior of society. It involves educating the people while trying to initiate change through behavioral and attitude change. In most cases, people believe in something based on their knowledge over the years, including being passed on from parents or guardians. Most of the time, the knowledge may be wrong but has an adverse impact on the attitude and behavior of the person. Their knowledge of something having passed down generations may not reflect the true picture of the subject or issue. Therefore, raising awareness tries to change the person's attitude, beliefs, and behavior by informing them and educating them on the topic or issue. The new knowledge gained by the person is supposed to influence their attitude and behavior. This will lead to having new ideologies which are true.
Raising awareness can be a successful initiative when well planned and implemented. Raising awareness can be used as an advocacy tool to help in convincing policy makers of the urgency of a certain issue. Raising awareness can be used to help educate people about topics or issues and encourage them to participate in bringing change (Voirol et al., 2021). There are two thoughts behind raising awareness. The two thoughts can effectively bring change to the society facing an issue.
The current issue of discrimination can be fought by raising awareness. Very few people can define discrimination based on the accent of the person. This is because explaining this form of discrimination is a complex process. Those who discriminate against others based on their accents mostly do it out of fear. Therefore, the intervention is to help educate thos ...
1
1
1
Intervention Discrimination and Employment
Name
School
Ling 472
Professor
Intervention Discrimination and Employment
Discrimination is an everyday reality where we face all sources of discrimination at the workplace or as we walk in the streets. This does not mean it is right for people to be discriminated against. There are different forms of discrimination, like linguistic discrimination. Linguistic discrimination is discrimination based on accent. It is the unjust treatment of people based on their native language or other aspects of their linguist abilities (Craft et al., 2020). It is the unfair treatment of a person based on the characteristics of their speech, such as accent, vocabulary size, and syntax. Linguistic discrimination can explain the huge differences in employment gaps among different races in the United States. Minority races face discrimination when seeking employment opportunities due to their linguistic abilities. The unemployment rate of African Americans is 11.4% in 2020 due to discrimination based on their accent (U.S. Bureau of Labor Statistics, 2021). Awareness-raising is an intervention that can help reduce discrimination against others based on their accent. Awareness Raising
Raising awareness is one of the oldest forms of trying to change the behavior of society. It involves educating the people while trying to initiate change through behavioral and attitude change. In most cases, people believe in something based on their knowledge over the years, including being passed on from parents or guardians. Most of the time, the knowledge may be wrong but has an adverse impact on the attitude and behavior of the person. Their knowledge of something having passed down generations may not reflect the true picture of the subject or issue. Therefore, raising awareness tries to change the person's attitude, beliefs, and behavior by informing them and educating them on the topic or issue. The new knowledge gained by the person is supposed to influence their attitude and behavior. This will lead to having new ideologies which are true.
Raising awareness can be a successful initiative when well planned and implemented. Raising awareness can be used as an advocacy tool to help in convincing policy makers of the urgency of a certain issue. Raising awareness can be used to help educate people about topics or issues and encourage them to participate in bringing change (Voirol et al., 2021). There are two thoughts behind raising awareness. The two thoughts can effectively bring change to the society facing an issue.
The current issue of discrimination can be fought by raising awareness. Very few people can define discrimination based on the accent of the person. This is because explaining this form of discrimination is a complex process. Those who discriminate against others based on their accents mostly do it out of fear. Therefore, the intervention is to help educate thos ...
This document discusses engaging millennials as donors. It defines millennials as those born between 1981-1996 who are now aged 18-34. Some key traits of millennials noted are that they think globally, value diversity and inclusion, grew up with busy schedules, are digital natives, and want to make a positive impact. The document provides suggestions for how nonprofit organizations can engage millennials through affinity groups, junior boards, giving them ownership and responsibility for projects, using social media for relationship building, and clearly connecting donations to projects and impacts.
Similar to The Future of Fndraising-Engaging Millennials in Mission (20)
The Future of Fndraising-Engaging Millennials in Mission
1. Van Houten, 1
The Future of Fundraising:
Engaging Millennials in Mission
By Sarah Van Houten
PUBM 5900 Capstone in Public Service
5/30/15
2. Van Houten, 2
Executive Summary
Nonprofit organizations play an important role in society today. Nonprofits promote tolerance
and equity, improve quality of life, and strengthen the communities they serve. However as the Baby
Boomer generation begins its exodus, the issue of generational succession in the nonprofit sector poses
a threat to the financial sustainability of many organizations. Studies show that this generation behaves
differently than others in terms of donor preferences and giving habits. They place greater emphasis on
transparency and professional development opportunities, are more motivated by peers, are the most
tech savvy generation, and tend to make smaller gifts and act impulsively. Given the unique
characteristics of this generation, how they perceive and connect to philanthropy is of great interest to
nonprofit managers who wish to effectively reach and persuade this valuable audience with their
messages. Knowledge of how the Millennial generation views philanthropy and how this demographic
interacts with nonprofit organizations can help inform an organization’s strategy for engaging young
people and gaining new donors. By better incorporating inspiring messaging into appeals, showing
tangible impact and outcomes, utilizing graphics and videos on digital platforms, leveraging peer
influence, and creating broad opportunities for involvement, nonprofit administrators can align their
programs and communications to better engage their donors today and to come.
3. Van Houten, 3
Introduction
Fundamentally, Millennial donors are not that different from other generations. What people
want and expect from their nonprofit experience is relatively the same. All generations want to trust
that their donation will be used properly and feel good about their contribution. However, younger
donors and volunteers engage with causes differently than their parents and the generations before
them. Millennials expect more out of their nonprofit experience and the reality is that they can get
more than ever before largely due to technological innovation. Millennials want a compelling digital
marketing strategy to inspire and excite them and opportunities to get involved once hooked. They
expect transparency and accountability in reporting and multiple channels for outreach and donations.
However, the nonprofit sector faces formidable barriers to bringing more young people into its
sphere, most notably its limited financial resources. Budget constraints and revenue stagnation
continue to impede the ability of all organizations to compete for Millennial interest and involvement
(Hessenius, 2007, 2). Loyal supporters are not made overnight and cultivating relationships that lead to
major gifts in the future takes time and resources. Additionally, Millennials tend to give less than older
generations and in smaller amounts. They usually do not serve on boards or respond to traditional
methods of outreach, which further discourages investment in engaging this generation (Tandon,
2014).
Despite these challenges, their presence is making ripples in the nonprofit sector, influencing
how organizations communicate to all generations, and cannot be ignored. The nonprofit industry is at
a crucial tipping point where marketing and messaging are starting to lend themselves more to the
Millennial style of communication. According to a four-year summary of the Millennial Impact
Project, “organizations no longer can afford to cater only to older donors and volunteers. Today,
younger audiences demand that the nonprofits they support evolve and show true change in the issues
they address” (Millennial Impact Report, 2013). Nonprofit administrators must recognize that
involvement of young people is critical and that they need to act now in order to secure the future
4. Van Houten, 4
sustainability of their organizations.
There is no silver bullet solution to engaging an entire generation. However, there are certain
strategies that can be effective at capturing the attention of this elusive group. In this paper, I will
outline the differences between Millennials and other generations in terms of giving habits and
expectations and present a collection of current marketing and fundraising strategies that can be
employed to reach this younger demographic (see Figure 1.3). Five key factors that nonprofit managers
should consider are: 1) inspiration, which is comprised of appeals to emotion and storytelling; 2)
impact, showing the measurable effect and funding specific projects; 3) technology, having an up-to-
date website and utilizing compelling graphics; 4) social media, capitalizing on the power of peer
influence and leveraging your network; and 5) involvement, specifically concerning opportunities for
professional development (see Figure 1.1). I will supplement these findings with information gathered
from interviews with three local nonprofit managers: Erin Murphy, Director of Community
Engagement for the YWCA Seattle | King | Snohomish; Jessica Frederick, Development and
Communications Manager for Seattle Works; and Nathan Engebretson, Digital Communications
Manager for Planned Parenthood of the Great Northwest and Hawaii. I will conclude with a summary
of challenges that nonprofits face in implementing these strategies and provide some practical
solutions to address these difficulties (see Figure 1.2). Nonprofit administrators can use the chart below
and at the end of this paper as a guideline in their efforts to better engage the Millennial generation.
5. Van Houten, 5
Figure 1.1
The Millennial Factor
The Millennial generation, also known as Generation Y, is the youngest generation of adults
today. Defined by many demographers as ranging from 18-34 years of age, the Millennial generation is
liberal, self-expressive, racially and ethnically diverse, technologically savvy, and the most educated
generation so far. (Pew Research Center, 2010). 75 million strong, this upcoming generation is
projected to surpass the Baby Boomer generation as the nation’s largest living generation this year
(Fry, 2015). Millennials represent a significant segment of the population and will have a major
economic impact in the years to come. An Accenture report states that they spend $600 billion
annually and by 2020 their spending in the United States is expected to grow to $1.4 trillion annually
Key Factor Takeaways
Inspiration
Impact
Technology
Social Media
Involvement
• Appeals to emotion and empathy are more
effective than appeals to self-interest
• Incorporate storytelling into messaging
• Matching Gifts and Social Fundraising are
effective tools
• Show tangible impact and measurable effect
when possible
• Have an up-to-date and easy to navigate
website with clear, concise mission statement
readily accessible
• Use colorful graphics and videos
• Leverage network that is already
active and engaged online
• Peer influence is a huge motivator
• Make opportunities for professional
development and leadership available
6. Van Houten, 6
and represent 30% of total research sales (Donnelly & Scaff, 2013, p. 2). At this point in their lives,
Millennials simply are not as well positioned to give larger amounts, however they are a sizeable group
coming into a vast amount of wealth and represent a massive potential source of revenue in the near
future. Understanding and engaging young people now, in any capacity, is central to the future stability
and financial health of many nonprofit organizations.
Nonprofits are operating in a crowded, noisy marketplace and many are feeling the pressure of
increased competition. With a veritable bevy of choices and access to information at their fingertips,
Millennials are especially selective in terms of which nonprofits to invest their time and money. The
first step to grabbing the attention of the Millennial generation is to inspire them. Inspiration lies at the
core of what philanthropy is all about and a mastery of inspiration will open the door to not just the
youngest donors, but effectively all generations.
The Art of Inspiration
Over the past few years, the media has made a lot of assumptions regarding the Millennial
generation. The “Me Me Me Generation,” a term coined by Joel Stein in writing the cover story for
Time magazine in 2013, is used to describe the Millennial generation as lazy, entitled, and narcissistic.
To Stein’s credit his description is supported by “cross-generational survey data suggesting that
Millennials, compared to previous generations, are increasingly extrinsic and materialistic, placing
emphasis on money and image” (Paulin, Ferguson, Jost, & Fallu, 2014, p. 336). However, despite this
negative reputation, most young adults today want to make the world a better place and are committed
to giving back. According the 2013 Millennial Impact Report (now referred to as MIR), the Millennial
generation is interested in supporting a cause, helping others, and becoming “part of a community
that’s equally excited and eager to make a difference” (2013). Millennials prefer to work for a
company that promotes social responsibility and 87% of surveyed Millennials felt encouraged to
volunteer or participate in their company’s cause work and community initiatives last year (MIR,
2014). Jeffrey Arnett, a Research Professor at Clark University, described Millennials as the
7. Van Houten, 7
“Empathetic Generation” due to their heightened global awareness and penchant for social change
(Arnett, 2010).
An empirical study examined how Millennials are motivated to engage in charitable causes by
comparing the results of two different Facebook event pages. The study found that “others-benefit
appeals” are more effective than “self-benefit appeals” in soliciting supportive intentions, volunteer
intentions, and monetary donations (Paulin et al., 2013, p. 337). In other words, when seeking
Millennial support for social causes, it is better to stress the benefits others derive from these actions
than it is to emphasize personal gains (2013, p. 342). Furthermore, the study concluded the stronger
Millennials empathize with the cause, the more they intend to engage in both online and offline
supportive behaviors (2013, p. 347). This study provides evidence that Millennials tend to reflect more
of a “We” rather than “Me” generation and that incorporating messages that focus on the benefits of
others rather then the self and generate empathy for a cause, especially in a public arena, can increase
supportive behaviors (2013, p. 344). Given their generally tolerant attitude and generous behavior,
messaging that appeals to emotion, empathy, and action are especially effective with Millennials.
Storytelling
As Millennials are bombarded with philanthropic options, nonprofits need to ensure that their
ability to inspire is at the forefront of their marketing and fundraising strategies. Storytelling is a well-
known, widely used strategy in the nonprofit sector as it provides a great way to bring an
organization’s mission to life and is crucial for building meaningful relationships. There are many
types of stories but according to Brady Josephson of Charity Express, the most successful at engaging
Millennials are the ones that are the most inspiring in tone and nature (2013). One example is to
incorporate stories that place the donor as the “hero,” and empower them on a quest to contribute
(2013). Millennials, like most donors, want to know their role in the solution and they want to
participate in the outcome. Invisible Children, famous for their Kony 2012 campaign, is exceptionally
8. Van Houten, 8
skilled at framing a hero narrative compelling donors to help “end a war” and calling individuals to
action (Invisible Children, 2015).
In addition to stories about how individuals can contribute to a future outcome, stories about
the plight of a specific individual or stories about how other supporters like them are making a
difference are also very compelling (Josephson, 2013). According to the Institute for Giving, “it’s the
stories of the people you serve, of the volunteers in your organization, and of the wondrous ways your
services impact the life of your community. That’s what captures the imaginations of donors, and
draws them into your world wanting to be a part of it through their support” (Stone, 2012). Charity
Water, a nonprofit organization dedicated to bringing clean water to developing communities all over
the world is a great example of how nonprofits can effectively utilize storytelling in this sense. From
single mothers to 15 year old leaders, their website is filled with stories of individuals that have
personally benefited from Charity Water’s work. The following image was taken from their website
and is connected to a story about how one mechanic in India has taken full advantage of Charity
Water’s services (Charity Water, 2015).
9. Van Houten, 9
Inspiration is a critical step in engaging not just Millennials but supporters of all ages. Utilizing
stories that appeal to emotion and place individuals at the center of social change can be highly
effective. However, inspiration is only one part of a wider strategy. In today’s attention-fragmented
media, Millennials value trust above all other factors when making decisions. Proving the
organization’s value by providing evidence of impact is a key component to building trust with
Millennials.
Brace for Impact
Cultivating trust is essential to Millennials who tend to support causes rather than institutions.
Millennials aren’t interested in structures and organizations, but rather in the people they help and the
issues they support (MIR, 2013). Therefore, it’s up to organizations to inspire them and show them that
their support can make a tangible difference on the wider issue (2013). In this way, relating content to
the greater cause and proving the organizational value is an effective way to build trust and engage
Millennials.
Measurable Impact
Transparent accounting and organizational accountability are values that all generations can
appreciate. However, it is only recently that technological innovation has made access to this type of
10. Van Houten, 10
information an expectation rather than a preference. Millennials want to see where their money is
going and whether it is making a tangible impact. According to the 2013 MIR, Millennials repeatedly
indicated that “they wanted transparency on how the organization was using and maximizing the gift”
and that they were more likely to give to an organization that revealed the tangible benefit of their gift.
(2013). For Millennials, transparency is a key factor in trust with 70% of respondents indicating that
they trust organizations that report how financial support makes a difference (2013). Publishing
financial reports, creating infographics and charts, and providing donors with updates on programs and
services are great ways to disseminate information about the organizational impact and its financial
condition.
Millennials want to feel effective and useful and look for how their individual contribution can
have an impact. Nonprofits must demonstrate how gifts have affected beneficiaries and highlight the
role of the donor in achieving this result. In this way, Millennials are attracted to specificity. They are
more inclined to give or get involved with an organization if they know the money donated goes
toward specific projects. According to the 2013 MIR, donation requests that focus on how the gift will
benefit the recipients will garner higher response (2013). In engaging this generation, it is no longer
enough to ask them to give to "help people in need,” it is a matter of bringing attention to a particular
area such as “improving graduation rates or ensuring kids read at grade level” (Kitson, 2014).
According to the 2011 MIR, 82% on Millennials would give if the organization specifies where the
money will be going. (2011). Organizations can utilize this strategy by equating donations into
different levels or conceptual outcomes so that donors have a concrete understanding of what
specifically they are funding. At Planned Parenthood for example, $100 might translate into three
months of birth control (N. Engebretson, personal communication, May 18, 2015). This appeal
conveys organizational transparency by providing a tangible impact that donors can visualize.
Additionally, N. Engebretson explained that when crafting digital communications for Planned
Parenthood, having a clear call to action and communicating how that action will actually make a
11. Van Houten, 11
difference are effective strategies to engage Millennials. This transparency is “the first step in
transcending this clicktivist mentality” (personal communication, May 18, 2015). Millennials want to
see a measurable result; focusing the appeal on the completion of a specific task or goal will help to
demonstrate that impact.
Matching Gifts and Social Fundraising
Technology has allowed Millennials to expect immediate and impulsive interactions with
nonprofit organizations. According to an article in Smart Business Magazine, “Millennials thrive on
instant gratification, which impacts their approach to philanthropy. Millennials want to take action—
they want to see their donations and their volunteer time impact the community immediately” (Kitson,
2014). The MIR substantiates this claim, stating that Millennials prefer to make smaller contributions
before committing to a cause and that their “interactions with nonprofit organizations are likely to be
immediate and impulsive” (A Generation for Causes, 2013). When inspired, “they will act quickly in a
number of ways, from small donations to short volunteer stints, provided that the opportunities are
present and the barriers to entry are low” (MIR, 2013). In this way, nonprofits should ensure that they
have multiple pathways of engagement with low barriers to access in order to cast a wide net in
attracting young people. From showing up to volunteer for a one-time event to leading a volunteer
team, Seattle Works makes it easy for individuals to engage at any level and make their way through
the pipeline at their own pace (J. Frederick, personal communication, May 15, 2015). Therefore,
strategies that capitalize on this generation’s inclination toward impulsivity and small actions will
garner greater results.
The promise of matching gifts is a stronger motivator for Millennials than any other generation.
According to the MIR, the fact that their gift will be matched is among the top three reasons why
Millennials give (2013). Logical reasoning drives Millennials and any opportunity to maximize their
gift will generate support with this group. In addition, social fundraising is another motivator that
relates to Millennial desire for instant gratification and impact. Social fundraising, or crowd funding, is
12. Van Houten, 12
the practice of funding a project by raising small amounts of money from a large number of people,
typically online. Donation-based platforms such as Indiegogo, Crowdrise, and Power2Give allow
funders to donate via a collaborative goal based process and provide individuals a great way to engage
in philanthropy. These sites are especially attractive to young people who tend to give smaller gifts,
value seeing the specific impact of their gift, and enjoy being a part of a large social campaign. In this
way, both matching gifts and social fundraising are great strategies because they allow Millennials to
be driven by moments of inspiration while still understanding the value of an organization’s work and
building authentic relationships with the nonprofits they choose to support (MIR, 2012).
Millennials desire an inspiring story and value organizational integrity, yet grabbing the
attention of this broad and highly selective group requires more than a compelling narrative and a
published financial report. Digital communication and Internet interactions dominate the daily lives of
young people and it is in this online arena that nonprofits must compete in order to engage the most
technologically savvy generation.
Technological
Exceptionalism
For the past 15 years, Millennials have been leading technology enthusiasts, many coming of
age at a time to see dial-up turn into FaceTime in under a decade. Their comfort level with new
technologies defines them and there is no doubt that they are the most technologically savvy
generation. According to the Pew Research Center, “Three-quarters of Millennials have created a
profile on a social networking site, compared with half of Xers, 30% of Boomers and 6% of Silents
(Pew Research Center, 2010). There are big generation gaps as well, “in using wireless technology,
playing video games and posting self-created videos online” (2010). Given the exceptional
technological aptitude of the Millennial generation, an up to date and well designed website and an
active social media presence are crucial for organizational relevance in this highly digitized
marketplace.
13. Van Houten, 13
Website
The Millennial generation seeks the Internet for most of its needs and an organization’s website
is the number one way Millennials learn about nonprofit organizations (MIR, 2011). Since Millennials
use search engines to gather information, “organizations need to be acutely aware of how they’re
showing up in Google searches and how they use Facebook – those platforms are integral to reaching
this group” (Millennial Donors, 2010). The primary purpose of the website is to tell the organizational
story concisely and professionally. The website is a key attraction and Millennials expect an easy to
navigate website with a unique, purposeful, and concise mission statement readily accessible. Most
young people tend to make split-second judgments and to Millennials, “the overall look of the site and
the organization’s web presence speaks volumes to the investment value and character of the
organization” (MIR, 2012). Containing up-to-date information on your website is another important
consideration. The homepage is the first page shown so it is critical that any featured news, events, and
blog posts are relevant.
Visuals
The digital marketing strategy that overwhelmingly grabs the attention of a Millennial is the
use of graphics. According to a study published in the Journal of Strategic Marketing, 571 Millennials
were asked to look at a list of website features and select up to three features that were most likely to
grab their attention. The survey concluded that graphics captured the attention of 73% of the
respondents and approximately half of the respondents said that interactive features and bright colors
seized their attention (Smith, 2011). A simple, professional layout was also significant in capturing the
attention of this demographic (Smith, 2011). Visuals are an important part of content marketing
success and are a critical piece for engaging young people more broadly.
Last year the MIR produced a review that identified which findings have been consistent over
the past four years of survey results. According to that report, “Millennials have grown notably in their
desire for and attraction to imagery and video” (2013). They use media elements to vicariously
14. Van Houten, 14
experience the need and see how their small action can help alleviate a need in that moment (2013).
The report advises nonprofits to capitalize on this valuable opportunity by using visuals that focus on
the story as Millennials respond greater when storytelling is incorporated into visual campaigns. This
fact was made clear in 2010 and remained clear through 2013, “when more than 60% of respondents
said they felt most invested in a cause when the nonprofit shared a compelling story about successful
projects or the people it helps” (2013). Vittana, a nonprofit that works to build student loan programs
around the world, connects the stories of individual students with the wider impact on access to
education through compelling visuals. Here is an image from their website (Vittana, 2015)
The digital age is here to stay and organizations must find ways to pull this generation to their
websites and into a relationship. By taking into consideration the preferences of Millennials for
colorful graphics and story-based messaging, investments in photography, video, digital storytelling,
and experiential learning will be worthwhile as the effectiveness of online communications and digital
marketing aimed at this market segment is increased (Smith). Successful nonprofit marketers should
realign their techniques in order to positively engage this online and vocal generation; one of the most
effective and widely used methods to engage young people online is social media.
Social Media
Social media must be considered an important, if not the most important, communication
medium for engaging Millennials in social causes. While the website is the number one way
15. Van Houten, 15
Millennials learn about an organization, social media is a close second with 55% of respondents using
online social tools to gather information (MIR, 2012). Social media has become so ubiquitous as a tool
to learn and interact with organizations that it has become an industry standard. When fully utilized,
social media enables organizations to connect personally with new and targeted audiences and build
sustained support in the community.
An effective marketing strategy should leverage the organization’s network of existing
supporters by “identifying those Millennials who already empathize with the cause and facilitate their
ability to influence other members in their networks” (Paulin et al. 2014). E. Murphy’s insight on this
topic is that building a brand online is all about relationship building. When she created Firesteel, a
network of Washington YWCAs committed to ending homelessness, she knew it was important to find
the people who were already active and engaged online. Interacting with these individuals is how
administrators can get leverage and how conversations online can translate into in-person engagement
(personal communication, May 15, 2015). J. Frederick and N. Engebretson echoed the idea of listening
and interacting with the online community both within and outside your organization’s network. J.
Frederick specifically stressed the importance of building social media ambassadors by noticing those
who are engaged and personally acknowledging their support (personal communication, May, 2015).
Below is an example of Seattle Works responding to a supporter by personally thanking him for his
comment (Seattle Works, 2015).
In addition, N. Engebretson stressed the idea of collaboration and connection by listening to “what
people are saying about your organization or the issues you care about and be a part of that
16. Van Houten, 16
conversation” (personal communication, May 18, 2015). For example, pay attention when something
related to your mission is trending and respond by sharing relevant posts or replying directly. Below is
a Twitter post from Planned Parenthood retweeting a comic connected to the birth control and Hobby
Lobby debate (Planned Parenthood, 2015).
The nature of social media is changing at a fast pace and “it would be to the advantage of cause
marketers to employ Millennials in developing pertinent strategies and practices to keep pace” (Paulin
et al., 2014). Taking advantage of open innovation processes and marketing “with” rather than “to”
Millennials can facilitate the development of new approaches for initiating and supporting social
causes (2014).
Embracing social media is no longer an option for organizations. Constituents of all ages
engage in this online platform and without a committed strategy for using these social tools
organizations will fall behind. However, while technology and social media are integral parts of their
lives, most philanthropists are still driven by personal relationships and human connections. This is
true for even the tech savvy Millennials which have communicated their preference for the personal
touch and face-to-face connection. According the MIR, Millennials are much more motivated to give
17. Van Houten, 17
in response to a personal appeal than compared to a letter, email, or online campaign (2013). Despite
all the technological innovation and the emphasis on digital culture, relationship building in the
modern age is still reliant on old-fashioned personal connection. This point is even more important
with Millennials, a generation that both commands and is commanded by peer influence.
Peer Influence
One of the most important reasons it is crucial for nonprofits to engage the Millennial
generation is because they are natural advocates. Millennials are self-expressive and if they are
inspired by an organization or an idea, they will share it. Peer influence is a huge motivator for
Millennials and social media further compounds the power of this vocal and highly social generation.
“Millennials are more influenced by their peers than any of the earlier generations. They can and
want to use their voice and other platforms like blogs and social media to create awareness about
an organization's cause. Most Millennials don't give at the same level as their more established
counterparts, but their ability to advocate is priceless. Nonprofit organizations are starting to focus
their research and strategies around millennials because they realize this generation is driving true
community impact” (Kitson, 2014).
Over the last four years, the MIR has consistently documented not only the tendency of Millennials to
be advocates but their positive response to peer influence. Here is a collection of important statistics
for consideration:
• Nearly 75% of respondents said they would tell Facebook friends about great nonprofit events
• 68% said they would tell friends about impressive statistics about a cause or issue
• 65% said they would promote a nonprofit’s great story or accomplishment
• 61% said they would use Facebook to alert friends to volunteering opportunities and needs
• 81% prefer to learn about volunteering opportunities from their friends
• A friend or peer endorsement compelled 52% to give, while a nudge from a family member
prompted 42% to give
• More than three-quarters of Millennials (77%) said they would trust organizations endorsed by
friends or family members
18. Van Houten, 18
Millennials that are connected and have established relationships with nonprofits are willing to spread
the word to their community. This fact provides organizations with a cheap source of community-
based advocacy and an effective way to track the effectiveness of their messaging and reach.
Organizations will know their message is resonating when Millennials are compelled to share their
content. It’s an instant feedback loop that tells organizations what an audience finds interesting and
worth disseminating (MIR, 2013). In this way, sharing becomes “a form of indirect advocacy, in that it
furthers education about the cause and draws other people to the issue. The more that nonprofits can
inspire sharing, the better chance they have of capturing Millennials’ passion about their cause”
(2013). Seattle Works’ Annual Campaign is always peer-to-peer and this year they utilized Crowdrise,
a social fundraising platform, to encourage support. Supporters made their own pages and posted
pictures and stories. J. Frederick gave them tools such as sample tweets and sample email asks but also
“encouraged them to make giving to Seattle Works extremely personal and share that excitement with
their networks.” Seattle Works empowered their supporters to advocate on their behalf simply acting
as the moderators of the conversation. The campaign was widely successful raising $20,000 in two
weeks (personal communication, May 15, 2015).
While peer-to-peer sharing has a significant impact, it’s important to remember that social
media and other digital marketing channels are just tools to engage. The real draw for donors “is the
compelling message that inspires them toward impulsive sharing and contributing” (MIR, 2013). In
this way, the message needs to resonate with Millennials, both on personal and emotional levels as
well as by demonstrating value. Even peer influence, while effective at providing an initial
introduction, may not be enough to sustain engagement. It’s about communicating inspiration and
impact and although a flashy marketing campaign can be an effective strategy, it still is no substitute
for cultivating relationships and building trust. Millennials value authenticity, variety, and actionable
information and once they are connected, they want to understand the best ways to give and get
involved.
19. Van Houten, 19
Time to Get Involved
The axiom that young people have time but no money and adults have money but no time is
true today as much as it was in the past. Young people tend to give less money than their older
counterparts, a fact that discourages many organizations from investing financial resources in this
group. However, as previously stated, Millennials can be invaluable as advocates and they are highly
interested in giving a different, but still important resource — their time.
Movers and Shakers
As with young people of previous generations, young people today are very interested in
opportunities to get involved. According to the MIR, 63% of surveyed Millennials reported they
volunteered for nonprofits in 2011 (2012). However, Millennials’ motivations for getting involved
differ in that they place a greater emphasis on professional development. Millennials are still an
“Empathetic” and “We” generation overall, however they respond to incentives that appeal to their
self-interest specifically regarding opportunities to develop new skills and network. Millennials want
to get involved to make a difference and are clearly oriented toward community action and social
change, but are also motivated by opportunities to build their own careers.
Millennials have just recently entered a highly aggressive marketplace. Going from a
competitive college admissions process to a job market over-saturated with college degrees,
Millennials are looking for any way to get ahead and stand out. According to the MIR, the top three
motivations for Millennial involvement are passion for the cause, opportunities to meet people, and to
gain expertise (2013). In a study conducted by the US Chamber of Commerce Foundation, they found
Millennial volunteering is motivated more by ambition than altruism, with 51% of Millennials
indicating that volunteerism needs to benefit them professionally (2013). Furthermore, 72% of
Millennials are interested in participating in a nonprofit young professional group (MIR, 2013). In
addition to gaining experience, Millennials prefer using their individual skills to help a cause and want
to lend their knowledge and expertise in addition to time (MIR, 2012).
20. Van Houten, 20
Millennials are looking for leadership opportunities and seek out positions with increased
responsibility. According to The Hartford’s 2013 Millennial Leadership Survey, Millennials have the
desire and the confidence to lead with 78% identifying as a leader and 73% saying they aspire to be
leaders (2014). E. Murphy spoke about the success of the YWCA’s Gen-Rising program, a young
professional networking group, and stated “having Millennials participate in things like doing a
fundraiser for you is really powerful because there’s a level of responsibility that Millennials crave. It’s
really fulfilling” (personal communication, May 15, 2015). Opportunities to gain skills in advocacy,
community organizing, fundraising, or board stewardship are appealing to young professionals
interested in expanding their capacity and their network. Millennials want to connect, learn, and have
fun and all of the nonprofits I spoke with have found success in implementing programs that enable
young people to meet others with similar interests and explore board internships, serve on advisory
committees, and participate in young professional networks and social events. The MIR states it best—
“the nonprofit field has reached the point where it must move beyond simply inviting Millennials in to
incorporating them into significant, cause-based, outcomes-driven work—in short, the real work of
engagement” (2013). This sentiment was confirmed speaking to J. Frederick about why their mission
and programming are so popular with young people. What is attractive about Seattle Works’ approach
to engagement is that “it’s not networking with a glass of wine standing there awkwardly in the room,
this is rolling up your sleeves together” and bonding over a shared value of giving back. Volunteering
for Millennials is about civic development but it’s also a chance “to meet some really awesome people
who care just as much as they do” (personal communication, May 15, 2015). For young people, getting
involved with an organization and volunteering their time and skills has become a new way to socially
connect and network.
Challenges and Recommendations
Throughout this paper, I have outlined some strategies and best practices to engage the
Millennial generation in philanthropy. However, in the real world, what should work best does not
21. Van Houten, 21
always align with challenges that arise in real time. The chart below outlines some of the biggest
challenges facing nonprofits and some recommendations to confront these difficulties.
Figure 1.2
Lack of Resources
Lack of resources is one of the biggest challenges facing the nonprofit sector, especially when
considering the engagement of Millennials, a group in which organizational investment is likely not
going to pay off immediately. For example, when considering the importance of having an active
social media presence, many organizations are constrained by their inability to invest fully. Even the
MIR acknowledges, “developing rich social media experiences requires organizations to devote
internal resources—human and financial—to social media engagement” (2013). Social media
marketing is often an afterthought once major departments like development, administration, and
finance are funded and many nonprofits simply do not have the capacity to pay for and cultivate staff
members who are knowledgeable and dedicated to digital communications. Additionally website
design is very expensive and many nonprofits struggle with footing the bill.
• Leverage the network that is already active
and engaged with your organization
Lack of Resources
Nature of mission not conducive to
impact measurement and project-
specific funding
Lack of demographic data and
empirical research regarding
effectiveness of strategies to engage
Millennials in philanthropy
• Invest in staff that are knowledgeable about
social media and website management
• Make website design and digital communication
a priority
• Determine mission based metrics and
benchmarks for measuring success unique to
your organization
• Collect demographic data on donors, volunteers,
and online communities when appropriate
• More empirical research on effective strategies
needs to be done
Challenges Recommendations
22. Van Houten, 22
Despite the high price tag that comes with financing website design, social media, and other
digital platforms, the value of a well designed website and digital marketing competencies is well
worth the expense. Make this a priority for your organization. Think of it as a capacity building tool
that will help your nonprofit more effectively fulfill its mission. Strategic social media management
and digital communications should be a full time position, however, if adding an additional staff
member solely dedicated to online messaging is not possible, hire individuals with digital
communication experience and a proficiency in different social media platforms when filling existing
roles. In responding to inquiries about the cost of using Facebook promotion to target and disseminate
messaging, N. Engebretson sympathized with the issue but argued “I get that it is an expense, but it is
an expense for Planned Parenthood to have Sarah [Digital Content Specialist] spend a half hour
creating a graphic… She created this great graphic and we want more than 17 people to see it… Her
time is worth it” (personal communication, May 18, 2015). In other words, utilizing social platforms
strategically and fully is often less costly to organizations than only casually engaging or being left out
of the conversation entirely. For those interested in a website redesign, look into getting your website
donated, as some companies offer pro bono services.
The challenge of lack of resources extends to other areas of engagement such as programming
and events. E. Murphy highlighted these challenges when discussing the YWCA’s Gen-Rising
program, a networking group for YWCA supporters under 40. While the program was widely
successful and popular among young people, it did not have a dedicated staff person and after less than
four years the YWCA had to put the program on hold on due to high staff turnover and continued
resource shortages. She spoke about how many direct service organizations like the YWCA struggle
with balancing the immediate needs of service recipients with long-term goals. Funding community
engagement programs and social networking events often do not yield a high return on investment in
the short term due to the fact that many of those engaged are young and “money starved” (personal
communication, May 15, 2015). Constant tension exists between balancing the short-term fundraising
23. Van Houten, 23
and development needs of an organization with the desire to invest in relationship-building and
engagement activities that pay off in the long term. This impedes many organizations from fully
developing opportunities for youth involvement. N. Engebretson acknowledged this dilemma but
maintained that these types of events are invaluable in that “its more than just dollars raised, it’s about
the relationships. It’s a connection to the brand; it’s a connection to the organization, the mission. And
you cannot put a dollar amount on it” (personal communication, May 18, 2015). J. Frederick and E.
Murphy suggested that for organizations short on funds, it is important to leverage the network that is
already engaged. Work with volunteer leaders and activists to cultivate a pipeline for future
engagement. As with any demographic, get to know the community you are trying to reach by
empowering them to get involved and incorporating them in leadership. While this will remain an
ongoing challenge for many nonprofits, it is crucial that the sector acknowledges the importance of
these programs and invests in their long-term future.
Measurable Impact
The growing emphasis on impact and accountability has increased the pressure on social sector
organizations to pay attention to performance management. However, social sector work is often so
unique and context-specific it cannot be readily measured. (Ebrahim & Rangan, 2010, pp. 30).
“Establishing measurable causal relationships between a project’s objectives, outputs, and outcomes
and identifying appropriate indicators for measuring results” does not make sense for all organizations
(2010, pp. 18). For example, E. Murphy mentioned that advocacy work is difficult and often
impossible to quantify due to the limited ability to connect long-term results with organizational
interventions (personal communication, May 15, 2015). In addition to the causal complexities of
advocacy work, the nature of an organization’s mission may not be compatible with project specific
funding. J. Frederick reasoned that since Seattle Works is such a small staff, their annual campaigns
are designed to fund general operating support and are not conducive to project specific appeals or
24. Van Houten, 24
restricted funds (personal communication, May 15, 2015). Not all missions lend themselves well to
clearly quantifiable outcomes or impacts.
A working paper from the Harvard Business School suggests that nonprofits should move
beyond the reductionism of clear and quantifiable measures of impact and instead focus on the unique
mission-based types of results they wish to achieve (Ebrahim and Rangan, 2010). There is no objective
standard for measurement like that which exists in the private sector. Social organizations must
determine their own mission-appropriate measurements for rating and benchmarking success utilizing
an integrated set of assessment methods. If managers clarify what types of results they seek to achieve,
they can better report on tangible impact to the broader community and better communicate
accountability. Take for example a small anti-poverty nonprofit that wants to communicate their
organizational value by proving how their services are having a direct impact. Statistics regarding
homelessness reduction in Seattle are due to a variety of factors and cannot be linked directly to the
actions of the nonprofit. Instead, the nonprofit should look to intermediate measures that focuses on the
specific services provided and align these outputs with things that can be measured based on desired
results. If the goal is to reduce poverty by providing aid to the homeless, look to the number of
homeless that found housing, employment, or other resources as a result of the organization’s
intervention. By measuring progress against specific mission-based metrics, all organizations can
prove that their services are making a difference and effectively market their impact.
Lack of Research and Demographic Data
A third major challenge facing the nonprofit sector in their efforts to implement the strategies
outlined above is the lack of empirical research and demographic data. Unlike in the private sector,
where literature regarding the effectiveness of strategies regarding branding, advertising, and digital
marketing in engaging Millennials has been studied extensively, there is very little research that relates
to the effectiveness of these strategies for the nonprofit sector. Further research on strategies that are
successful at engaging Millennials is needed to better examine how nonprofit leaders can align their
25. Van Houten, 25
strategic goals with the needs and preferences of Millennials. Additionally, most nonprofits do not
have systems in place for tracking the age demographic of their donors and volunteers. Without data
regarding the age of donors, volunteers, and supporters, it is difficult to measure the effectiveness of
any marketing, programming, or development efforts designed to engage Millennials. While it is
understandable that this information is sensitive and organizations should respect privacy,
organizations should be more intentional about collecting this data when possible.
Conclusion
While the core of what attracts and engages donors has remained the same, Millennials today
are changing the way nonprofits do business. Technological innovation has altered the playing field
and Millennials are at the forefront of the tide. More than ever, nonprofits are being confronted with
the need to learn how to reach this new audience and capture their passions, drive, and age-specific
characteristics in order to draw them into a cause. In this noisy and competitive marketplace,
organizations must work to make their messages as compelling as possible and create metrics for
performance measurement that support organizational mission. Nonprofits are also tasked with
investing time and resources into online competencies and community engagement programming.
While lack of resources proves to be a major challenge, by allocating more staff time and financial
resources, the sector should be able to craft comprehensive, sophisticated, and sustainable structures
that extend those initial contacts into continued involvement. Millennials represent technological
innovation, change, and the future of philanthropy. Once organizations begin to adapt to the changing
needs and preferences of young people, they will be able to not only secure the patronage of the
Millennial but also set themselves up for success in engaging future generations to come.
26. Van Houten, 26
Figure 1.3
How Millennials are Different and Strategies to Engage
Millennials... Strategies to Engage
Place greater emphasis
on transparency and
accountability
Are the most tech-savvy
generation
Are more motivated by
peers than any other
generation
Be specific (ex. $100 = 3 mo. birth control)
Show tangible impact or outcome
Place greater importance
on professional
development and
leadership opportunities
Publish financial reports
Make smaller gifts and
act impulsively Incorporate multiple pathways of engagement
with low barriers to access
Use matching gifts and social fundraising
platforms
Use colorful graphics and videos to tell story and
communicate mission
Have an up-to-date and easy to navigate website
Empower Millennials to advocate by providing
tools and resources
Use social media to leverage network and
encourage sharing
Cultivate feedback loops
Offer Millennials leadership positions
Board internships, young professional networks,
social events, and volunteer positions
Volunteer work should be caused-based and
outcomes-driven
27. Van Houten, 27
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