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Doctors, Hospital Employees Donated More Money Tips Section:
Management …
Ethical perspectives for senior managers Volunteer Management …
A volunteers’ Bill of Rights Fundraising …
Lapsed donor strategies Doctors, Hospital Employees Donated More Money Fundraisers were forced to spend significantly more money during fiscal year 2009 than in past years to secure gifts and grants for nonprofit hospitals and health care systems in the United States and Canada According to data from the Association for Healthcare Philanthropy, charitable pledges declined, especially in the Western United States, due to the recession. “The recession's impact and duration were felt more strongly in the U.S. than in Canada, where health care philanthropy tended to advance slightly or at least hold its own despite lower levels of government support,” said William C. McGinly, Ph.D., president and chief executive officer of AHP. “U.S. nonprofit hospitals, however, often struggled just to keep giving levels steady, and some saw declines.” McGinly added, “The constant message that shines through the data is that organizations that best survived last year's worsening economy were those that persevered by keeping sufficient staff and resources to maintain well-rounded philanthropic opportunities and programs.” Click Here to Read Complete Article... Tips Section Management …
Ethical perspectives for senior managers Remember when “ethics” was something other than a concept used by ventriloquistic politicians and journalistic dummies to condemn opponents? How about “the common good”? Neither of you looks that old, but the nonprofit sector is one bright spot that does offer at least some hope of striving to uphold an ethical standard and of working for the common good. Still, the dismay with which we see deception grow rich while honesty goes a-begging can have a demoralizing effect on anyone, and cutting corners can be very attractive. It can also come back with a savage bite, but the success rate of sleaze is tempting. In their book “The Ethics Challenge in Public Service,” Carol W. Lewis and Stuart C. Gilman maintain that ethical public service demands that public servants touch base with all ethical principles. They pose six questions that are designed to trigger the open-mindedness that incorporates both impartiality and responsibility. The questions are: * What philosophical tradition underlies your proposal or posture? * What other moral principles could guide action and alter the proposal or decision?
* What considerations emerge from alternative philosophical positions?
* Why would a public manager try to design a proposal that reconciles different philosophical perspectives?
* Should anything else be considered?
* In your view, is the proposal personally acceptable and ethically persuasive? Volunteer Management …
A volunteers’ Bill of Rights Nobody has written “The Volunteer's Guide to Being Recruited and Managed by Idiots,” yet, although there's a good chance that a volunteer or two somewhere in the world might be able to fill a volume. There is, however, “The Complete Idiot's Guide to Recruiting & Managing Volunteers” by John L. Lipp, and one might say it is aimed at preventing the need for the kind of book mentioned above. In his book, Lipp offers a Bill of Rights for Volunteers, which he credits to the Volunteer Services at Vanderbilt Medical Center. Every volunteer has: * The right to be treated as a co-worker, not just “free help” or a prima donna.
* The right to a suitable assignment, with consideration for personal preference, temperament, life experience, education and employment background.
* The right to know as much about the organization as possible, it mission, is policies, its people and its programs.
* The right to training for the job, thoughtfully planned and effectively presented.
* The right to sound guidance and direction, by someone who is experienced, well-informed, patient and thoughtful.
* The right to a place to work, orderly, designated, conducive to work and suitable for the job to be done.
* The right to enhance skills and knowledge, through advancement to assignments of more responsibility.
* The right to be heard, to have respect shown for comments and suggestions.
* The right to recognition, through means of appreciation and by being treated as a bone-fide co-worker. Fundraising …
Lapsed donor strategies “Sigh, we miss you.” Yes, it's the appeal to get those lapsed donors to start donating again, an necessary, if extremely frustrating, appeal. Speaking at the DMA Nonprofit Federation's New York Nonprofit Conference, Bryan Terpstra of LW Robbins discussed strategies to get both pre-lapsed (yes, there is such a thing) and lapsed donors back. Terpstra said that acquiring new donors is becoming so expensive that luring lapsed donors might be more financially attractive. He suggested the following: * Seasonality. Does the lapsed donor have a history of giving once or twice a year in the same time frame? Then text again in that time frame.
* First appeal. What prospect appeal did they respond to in the first place? Send them a similar appeal to remind or reactivate them.
* Affinity. Can you call them “members,” or do they like supporter cards or decals? Make them feel like part of a group.
* Premiums. Try testing name labels, note pads or tokens. This might increase response, especially if they have a history of responding to premiums.
* Community. Do they interact with you in other ways: do they volunteer, go to special events, give you memorial gifts? Reference this other connection with your organization when you communicate with them.
* Urgency/emergency. Special programs that need immediate help usually work.
* More personal contact. Writing a “hand-written” note to lapsed donors or sending a year-end or holiday card can work. Changing positions? Or have you moved to another organization? Then, make sure you still get NPT's family of enewsletters by simply updating your profile . Copyright @ 2010 The NonProfit Times . To forward NPT Weekly to your colleagues so they can also subscribe click here . |
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