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Adam Wilhelm Quoted in Argus Leader on Medical Foundations Strategy Change

  
  
  
More and more health systems have been relying on fundraising and philanthropy to bridge the budget gap created as a result of the challenging financial environment. 

Argus Leader turned to Adam Wilhelm of Campbell & Company for his take on the strategies health systems have been employing.

“We’re continuing to hear, especially from hospital and health system CEOs, that they’re increasingly looking to their foundations and philanthropy departments not to help them completely close the gap but to help them close the gap a little more because they’re looking at cutting budgets as a result of changing funding,” said Adam Wilhelm, a Chicago-based senior consultant for Campbell & Company who works with health care clients on philanthropy.

As a result hospitals and health systems are:
  • Adding staff to foundations because there’s a return on investment that can’t be found anywhere else in the enterprise
  • Many foundations have shifted from a focus on events to honing in on one-on-one donor development to bring in larger amounts.
Read the complete interview here.

About the Campbell & Company Healthcare Practice 

The Campbell & Company Healthcare Team are experts in healthcare philanthropy and staff management. We understand the context in which healthcare organizations operate, and create a structure and process within that context, tailored to your community, that allows philanthropy to grow. For 37 years, we have helped hundreds of healthcare institutions succeed in growing and sustaining their programs.

Campbell & Company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle and Washington, DC. For more information, please telephone (877) 957-0000 toll free, email info@campbellcompany.com or visit www.campbellcompany.com.

Engage Students Now To Become Lifelong Donors

  
  
  

The Council for Advancement and Support of Education (CASE) and Campbell & Company released the findings of a joint global survey focused on development and alumni relations professionals at higher education institutions of every type to gather perspectives and best practices on a critical but often neglected area: student philanthropy. 

Students as Lifelong Donors

For a majority of the 211 institutions surveyed, investment in student philanthropy can be characterized by limited financial resources, minimal staffing, and lackluster efforts at student engagement. Other results from the survey suggest a silver lining: increased organizational dedication to engaging students as donors through a variety of practices can lay the foundation for better long-term fundraising outcomes. 

“We view this as the beginning of an important dialogue. Not enough emphasis has been placed on the value—and potential value—of student philanthropy programs,” says Peter Fissinger, President and CEO of Campbell & Company. “We’ve only begun to examine whether and how we can help shape lifelong donors to colleges and universities. We hope others join the conversation and help pursue additional research uncovering the best practices for investing in and monitoring student programs, and connecting these programs to strong alumni giving programs.” 

Key findings include:

  • More than two-thirds of the institutions surveyed have a staff working group or a campus organization dedicated to student philanthropy, but 24 percent reported that efforts to engage students are sporadic. Nearly one in 10 institutions had no activity in student philanthropy at all.

  • Only 13 percent of advancement professionals rated their institutions as having a high or very high degree of success in engagement with students as lifelong donors

  • Most institutions invest little in student philanthropy. During the most recent fiscal year, nearly half of the institutions surveyed allocated $2,500 or less to student philanthropy. Only 30 percent dedicate more than $5,000 annually.

  • Institutions that spent less than 50 cents per enrollee received gifts from just 2.8 percent of the student body in the past year, but institutions that spent more saw much higher participation rates—10.9 percent of students gave.

  • Getting feedback from all types of stakeholders-- administration leadership, students, and other campus constituents--was associated with an average increase of 2.5 percentage points in current student donor rates.

Read the complete report here.

About CASE

The Council for Advancement and Support of Education (CASE)  is a professional association serving educational institutions and the advancement professionals who work on their behalf in alumni relations, communications, development, marketing and allied areas.

About the Campbell & Company Higher Education Practice

The Campbell & Company Higher Education Team understands the context in which higher education institutions operate, and create a structure and process within that context, tailored to your community, that allows philanthropy to grow. For 37 years, we have successfully partnered with a range of higher education institutions, including large public universities, mid-majors, private liberal arts colleges and community colleges. We also draw on our staffs’ experience to develop initiatives for specific higher education segments including Historically Black Colleges and Universities and professional schools.

Campbell & Company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle and Washington, DC. For more information, please telephone (877) 957-0000 toll free, email info@campbellcompany.com or visit www.campbellcompany.com.  

Are Philanthropic Values Taught? Engaging the Young Donor

  
  
  

Young PhilanthropistsI recently found myself in a discussion with an experienced and generous philanthropist about younger donors. This person was frustrated with some younger entrepreneurs in his community who have significant wealth but are not involving themselves in the community the way he and other civic leaders believe is responsible.  And so he asked me how philanthropic values are taught, and whether young people today hold the same philanthropic values found in prior generations. 

Here’s some of what we know: evidence suggests young people, when we account for wealth and education (two significant indicators of giving), are as generous as any generation in history.  In 2008, Campbell & Company partnered with the Lilly School of Philanthropy at Indiana University (which was then called The Center on Philanthropy at Indiana University) to better understand charitable giving across different generations. The research found that while giving does differ from generation to generation, each generational cohort still has a strong propensity to give.

We at Campbell & Company are encouraged by the enthusiasm we see among young volunteers and donors at many institutions with which we work. Interestingly, there does appear to be important differences in how some young donors and volunteers operate. Some of the differences, regarding independent behavior, seem connected to the evolution of the virtual world, where there is no one dominant voice but instead ongoing dialogue among virtual communities of people. And because of this, nonprofits, to some degree, have less control over their brand and messaging. The benefit, however, is that young donors are viral; they can become some of your most powerful advocates.

We also know that philanthropic behavior is learned. In my discussion with the philanthropist, to which I referred earlier, he told me he and his wife are matching gifts 4-1 which their children make to nonprofit organizations of their choice. Naturally, their children are giving more now.  And recently, Campbell & Company funded research at the Council for Advancement and Support of Education (CASE) examining the impact of student focused philanthropic programs (to be released in the May/June 2014 CASE Currents edition). As might be expected, institutions who invested in student philanthropy programs tended to have more generous and involved younger alumni. 

Some behaviors, such as short-term giving, found in younger donors may be a result of inexperience.  And, in time, they will most likely moderate certain aspects of their philanthropy to fit longer-term norms. Engaging with this generation is an important strategy for the longevity of nonprofits across the US. It’s important to be bullish on young people and their desire to be generous. 

By Peter Fissinger, President and CEO, Campbell & Company 

About Campbell & Company

Campbell & Company is a national consulting firm offering advancement planning, fundraising, communications and executive search services for nonprofit organizations in the education, health and medicine, arts and culture, environment, social service, and professional society fields.

Through thirty-plus years and thousands of engagements, we have helped nonprofit organizations anticipate and manage the challenges of the philanthropic marketplace. With offices around the country, Campbell & Company brings you the benefits of local knowledge, and national best practices.

Initial Findings of Higher Education Chief Development Officer Retention - Better Than National Average

  
  
  

CDO Retention in Higher EducationThe issue of shorter tenures among chief development officers (CDOs) has become a national discussion. Recent studies show that tenures for chief development officers are becoming notably shorter.  A nationwide survey conducted in 2012 by Campbell & Company, a nonprofit consulting and executive search firm for nonprofits suggests that the retention rate for CDOs is now around one to two years. Overwhelmingly, CDOs (75%) and CEOs (61%) cited “unrealistic expectations” as the driving factor behind CDO turnover. 

But are these findings true among different sectors?

In order to understand if these national findings are parallel to specific sectors, Campbell & Company recently conducted a survey in the higher education sector. Initial findings were released during a panel presentation at the 2013 CASE District V Annual Conference in Chicago, IL. For purposes of this article, we refer to the Chief Advancement Officer (CAO) as the Chief Development Officer (CDO).

The presentation, led by Campbell & Company Executive Search Consultant, Andrew Smerczak-Zorza, included panelists Tom Wick, Chief Advancement Officer, University of Chicago Urban Education Institute; Dan Peterson, Vice Chancellor, Institutional Advancement, University of Illinois at Urbana-Champaign; and Kim Motes, Vice President, Institutional Advancement, College of Saint Benedict.

Initial Results from the Higher Education SurveyCDO Retention in Higher Education

Initial findings from the higher education sector CDO survey seem to be more optimistic. Fifty-one percent (51%) of CDO respondents had tenures of six or more years with twenty-one percent (21%) less than two years. When asked about fundraising goals ninety-four percent (94%) of higher education presidents “strongly agreed” or “agreed” that their CDOs feel their institution has realistic fundraising goals. Eighty two percent (82%) of CDOs in the higher education sector believe their institution has realistic fundraising goals. However, CDO respondents cited poor relationship with CEOs/boards as a key factor for their departure. Seventy percent (70%) of higher education CDOs felt they did not have the resources to do their job effectively. 

While initial results show that retention among CDOs is generally longer in the higher education sector than in other sectors, utilizing vital interviewing and onboarding strategies is essential for a successful partnership between the institution and the CDO across all industries.

During the CASE V presentation, the panel discussed various tactics and effective hiring and onboarding strategies specific to the higher education sector.

Preparation and Tips for Interviewing

Dan Peterson, Vice Chancellor for Institutional Advancement at the University of Illinois Urbana-Champaign, shared his own interview experience. The first time the University of Illinois approached Mr. Peterson, he asked: “Why would I leave the West Coast to come to the middle of the cornfields?” However, after conducting additional research and talking with friends in the industry, Mr. Peterson decided this role was the perfect fit based on two factors:  his belief in the mission of the institution, and the quality of the leadership at the University of Illinois.

CDO Retention in Higher Education

Mr. Peterson recommends the following for CDOs considering a job change and advancement professionals looking for career advancement:

  • Do Your Own Research: Don’t rely solely on the information you get from the institution and search consultants. The information you receive will be filtered, and potentially could be biased. Talk to trusted people within your industry and sector, and if possible, make time to speak with future colleagues from the institution and make sure the brand has value.  

  • Make Sure You Meet with the President: If the president is too busy to meet with you during your interview, this could be a red flag. Involvement of the president in the recruitment of the potential CDO is essential to the success of the institution’s performance.  

  • Ask Important Questions: Make sure to have purposeful conversations with the president and board members. When drafting your questions, consider issues you experienced with the most recent board you worked with, draw on the challenges your potential board may have had and the solutions at which they arrived, and ask questions which really interest you and are truly important for the success of your role and the institution.

  • Meet Your Peers: Learn where to get help within the institution and who you can leverage as a resource once you are on board.

Tom Wick, Chief Advancement Officer at the University of Chicago, Urban Education Institute, has learned from his past mistakes. Listening, asking questions, and conducting your own “feasibility study” before accepting the new position are a must for Mr. Wick. “Fifteen minutes into my first meeting with my then-new President at Harvard University (his previous institution), I knew it was not going to work”, recalls Mr. Wick. He still wonders, “How did I miss our incompatibility during the interview process? We were on completely different pages, and it was evident we were not a good match.”

In addition to Mr. Peterson’s recommendations, Mr. Wick adds that potential CDOs must:

  • Pay Attention to “We” Language: Listen for inclusive language, for example “We are going to raise money” versus “You have to raise money.”

  • Befriend the Board: Having successful relationships with the board is critical to the success of a CDO. If possible, meet with board members during your interview process. Make an inquiry if the board members and provost are willing to participate in fundraising.

Kim Motes, Vice President for Institutional Advancement at the College of Saint Benedict was in a unique position before accepting her current role. She had been a trustee for two years before taking the role of chief development officer. Given her philosophy that the development role is a relational business, Ms. Motes recommends that interviewees: 

CDO Retention in Higher Education

  • Determine Culture Fit: Since the president and the CDO are meant to work closely together, it is important to define the chemistry between CDO candidates and the president. Take your time after the interview to determine if the culture of the organization is congruous with your own.

  • Prepare for Challenging Times: Make sure to understand how the institution performed during the latest recession. Find out what measures were taken and who was involved in the decision-making process.  It’s important to determine the level of support you can expect from the President if similar challenges arise in the future.

  • Make Sure the Connection is there: Fundraising requires a considerable amount of traveling with the president. Ask yourself if your potential president is someone you feel you could travel with.

Strategies for Your New Position

When Mr. Peterson joined the University of Illinois, his boss, the Chancellor of Phyllis Wise, was in the final days of what she called “the listening and learning tour.” It resulted in the creation of the document called “Visioning Future Excellence,” the framework under which the strategic plan of the university is now working. Mr. Peterson later used the existing model and conducted a tour of his own, during which he identified the institution’s deans as key partners - a finding he was later able to capitalize on. To ensure a strong start at your new position, Mr. Peterson suggests taking the following steps:

  • Understand Internal Politics: Every organization has its own internal politics. Knowing the players, and understanding the relationships among your colleagues can help ease the relationship management process. Holding face-to-face meetings with your colleagues and listening to their opinions, suggestions and concerns is key.

  • Identify and Build Your Team: Key stakeholders can hold various positions within different institutions. At some institutions your main team might be the president and the board, while at others the deans might be leading the fundraising effort. Taking time to identify the major players is a must as you build your fundraising strategy. Intentional and purposeful conversation is a good starting point.

  • Establish Effective Workflow: Regardless of your predecessor’s performance and established work processes, signal the beginning of a new management by reiterating key timelines, setting fresh and realistic goals and establishing team spirit.

Inspired by Stephen Covey's the Emotional Bank Account, Ms. Motes wanted to establish a personal connection with her team. Ms. Motes took the time to meet with every single institutional advancement team member, from gift officers to the vice president of advancement. “I wanted an opportunity to hear from everyone in a confidential manner,” explains Ms. Motes.

The ability to have an open conversation with members of the cabinet can be a challenge. However, the importance of establishing an environment where information can be shared freely is vital. “Talking to my colleagues about where we were was of huge value because that helped establish the “we” language,” notes Ms. Motes. 

CDO Retention in Higher Education

Based on her experiences, Ms. Motes suggests CDOs:

  • Educate Your Cabinet: Giving your key audience well-constructed information provides a platform for all to work in unison. Be clear in explaining details and providing some background information.  At the time it may seem a cumbersome and ineffective use of your board’s valuable time; however the strategy will pay off in the long run.

  • Check Your Books: Coming in to a new position, it is always tempting to request a hefty budget. However, in a recovering economy it is important to be diligent and look at departmental expenses. There might be ways to raise efficiency, and to channel funds in the right direction.

  • Score Early Wins: Announcing success early on is an effective way to communicate a strong and aggressive future. Strategies to achieve early results may differ from institution to institution. One of the possible strategies to consider is a fresh look at existing major donors who you can approach with a suggestion to challenge a fund. Consider  looking for donors with significant wealth who do not have a documented gift plan. An early win will also set a healthy morale for your team and stakeholders.

How to Craft a Case to Get Resources

Mr. Peterson worked to harness the horsepower of his team first and foremost. “I have a lot more credibility when I can demonstrate good results with the people I already have in the advancement positions,” states Mr. Peterson. “We can later be strategic in deploying the new talent.”  

Two of the strategic steps Mr. Peterson took to turn things around included creating an accountability-based environment and establishing a set of performance metrics.

He told his team: “This is not about meeting every one of these set goals. Let’s apply as much effort as we can towards the set goal and if we need to step back and adjust, we can do that.”

Like Mr. Peterson, Ms. Motes chose not to add new staff members at the beginning of her tenure. She wanted to make sure her team was working as optimally as possible. It was only after meeting their annual goal in her first full fiscal year and establishing a culture of success that Ms. Motes identified key pressure points and decided to add new staff members.

When the time came to expand her crew, Ms. Motes deployed what she calls “internal fundraising”. Together with her team, they conducted a benchmarking study, measuring against the institutions of similar size, staffing levels, and fundraising trends. Ms. Motes then shared the findings with her cabinet and made a successful case to add four new staff members. 

CDO Retention in Higher Education

 

Other interesting findings from our survey included:

  • 51% of higher education CDOs had tenures of six or more years with 21% less than two years.

  • 50% of higher education CDOs left because of a poor relationship with their presidents. An additional 25% left their positions because of a poor relationship with their board while 25% cited inadequate appreciation for their efforts as a key factor in their departure.

  • 65% of higher education CDOs feel unrealistic expectations by the management team contributes to turnover, while only 42% of presidents see it that way.

  • 82% of higher education CDOs believe their institution has realistic fundraising goals. 94% of higher education presidents ”strongly agree” or “agree” that their CDOs would say their institution has realistic fundraising goals.

  • 70% of higher education CDOs felt that they did not have the resources to do their job effectively.

  • 35% of higher education CDOs feel they have “excellent” or “good” support from their board, 38% of CDOs feel they have “adequate” support from their board and 27% indicated “poor” support.

  • 58% of higher education presidents feel they have “excellent” or “good” support from their board, 26% feel they have “adequate” support from their board with 16% feeling they have “poor” support.

Next Steps

Campbell & Company is excited to continue this conversation at a series of upcoming events and within new publications. Please explore our previous nationwide CDO Retention Study and follow our events calendar to learn more about the issue.

 

About the Campbell & Company Higher Education Practice

The Campbell & Company Higher Education Team understands the context in which higher education institutions operate, and create a structure and process within that context, tailored to your community, that allows philanthropy to grow. For 37 years, we have successfully partnered with a range of higher education institutions, including large public universities, mid-majors, private liberal arts colleges and community colleges. We also draw on our staffs’ experience to develop initiatives for specific higher education segments including Historically Black Colleges and Universities and professional schools.

Campbell & Company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle and Washington, DC. For more information, please telephone (877) 957-0000 toll free, email info@campbellcompany.com or visit www.campbellcompany.com.  

 

Campbell & Company Announces First Look: Giving USA 2014

  
  
  

Campbell & Company announces a series of dynamic events around the forthcoming Giving USA 2014 report, which will be released at 12:01 a.m. ET, on Tuesday, June 17, 2014.

Giving USA 2014 series of events will give you a powerful tool for understanding and navigating the current philanthropic environment. You will learn about broad and sector-specific philanthropic trends, potential opportunities and challenges going forward, and implications for your fundraising goals and strategies.

The First Look events will include:

Join in and follow the conversation on Twitter using the tag #GivingUSA2014.

Campbell & Company is a proud sponsor of Giving USA. Giving USA 2014, was compiled by The Center on Philanthropy at Indiana University for the Giving USA Foundation.
 

About Campbell & Company

Campbell & Company is a national consulting firm offering advancement planning, fundraising, communications and executive search services for nonprofit organizations in the education, health and medicine, arts and culture, environment, social service, and professional society fields.

Through thirty-plus years and thousands of engagements, we have helped nonprofit organizations anticipate and manage the challenges of the philanthropic marketplace. With offices around the country, Campbell & Company brings you the benefits of local knowledge, and national best practices

Edith Falk Quoted in Crain’s Chicago on Choosing a Gala Sponsor

  
  
  

In today’s issue the Crain’s Chicago Business asks whether the American Cancer Society should accept Walgreens as a fundraising sponsor.

The situation is rather complicated:

A year ago, Deerfield-based Walgreen Co. signed on as presenting sponsor of the American Cancer Society's Discovery Ball, scheduled for April 26 at the Radisson Blu Aqua Hotel. Walgreen's president and CEO, Greg Wasson, and his wife, Kim, are gala co-chairs.

Mr. Wasson is a member of the local chapter of CEOs Against Cancer, an American Cancer Society-sponsored group of 70 or so high- powered area executives dedicated to raising money  to fight cancer. Walgreen is a founding member of the American Cancer Society's board of ambassadors, which  is charged with making Discovery Ball a financial success. The event, which has netted a total of more than $17 million since its founding eight years ago, is one of the area's most lucrative galas.

Edith Falk, Chair of Campbell & Company, gave her take on how gala chairs are chosen.

Sponsors, especially those that donate tens of thousands of dollars to an event, don't just walk in off the street; they're chosen from a list of avid supporters. “There's a history of support and involvement,” says Edith Falk, chairman of Campbell & Co., a Chicago-based fundraising consultancy. “If the right process is in place, your gala chairs come out of your top donors.”  Read the article here.

Campbell & Company Releases Study: “Are We in this Together? Conversations about Fundraising in Federated Organizations”

  
  
  

Fundraising Federated Organizations

Campbell & Company recently completed a series of qualitative conversations with eight federated nonprofit organizations, seeking to better understand the fundraising relationships between these entities’ national and local arms, as well as the opportunities and pitfalls inherent in a federated structure.

The results of this work underscore the challenges of federated fundraising, including the potential for confusion among donors and concerns about donor “territory” between national and chapter staff. But our conversations also highlighted some of the opportunities that are unique to federated organizations, such as working with a supporter to craft a truly meaningful and donor-driven gift that has an impact locally and globally, or convening staff from across the country to learn from one another’s successes and challenges.

Our findings clearly show there is no single “best practice” or ideal structure for federated fundraising, but the keys to success are the same regardless of how you operate: clearly defined roles, guidelines and practices; open communication and transparency; and, most of all, a relentless focus on doing what is right for your donors.

Click here to download: Are We In This Together? Conversations about Fundraising in Federated Organizations.

Campbell & Company looks forward to continuing the conversation about federated fundraising structure during a national webinar in 2014 that will include a panel discussion delving further into the experiences, challenges and successes that national and chapter staff have faced in structuring their fundraising programs. We hope you will join us for the conversation. Please check our upcoming webinars for the exact date.

About Campbell & Company

Campbell & Company is a national consulting firm offering advancement planning, fundraising, communications and executive search services for nonprofit organizations in the education, health and medicine, arts and culture, environment, social service, and professional society fields.

Through thirty-plus years and thousands of engagements, we have helped nonprofit organizations anticipate and manage the challenges of the philanthropic marketplace. With offices around the country, Campbell & Company brings you the benefits of local knowledge, and national best practices.

Going Global: Strategies for Scaling your Professional Association

  
  
  

Strategies for Professional AssociationsIncreasingly your association members are interacting internationally, either in person, through email exchanges, or over the phone. Shouldn’t your organization be part of the conversation? A Campbell & Company webinar drove home the idea that global positioning could be part of your long-term strategy, not only to enhance your visibility and influence within your industry but also to expand your membership as well as increased philanthropic income and corporate sponsorship.

Facilitated by Campbell & Company Vice President and 24 year company veteran Marc Hilton, the webinar featured Jane Boyce, Director, Member Programs and Services of the Society of Petroleum Engineers (SPE); and Marisa Raso, Membership and Communications Director with the International Association of Forensic Nurses (IAFN).

A 2013 study by the American Society of Association Executives (ASAE) demonstrated the following globalization trends impacting associations:

  • 47% of ASAE members have held meetings outside of the U.S.

  • 42% of their organizations have global or international members

  • 27% have global or international board members

  • 17% have offices outside of the U.S.

International vs. global: there is a difference

While the terms “global” and “international” are often loosely interchanged, it is now commonly accepted that there is a difference when it comes to association management. “International” means the association operates in two or more countries, but not necessarily worldwide, with a focus still in a base country. On the other hand, a “global” association operates in several geographic regions or worldwide, with a commitment to international decision making and simultaneous “headquarters” located in more than one region.

Associations can start with an international branch but can keep their sights on a true global vision, one in which they have developed a major presence around the world, on every continent. Yet that doesn’t mean that they should give up local identities.

When entering a new region, the SPE searches out local champions who understand needs and can create interest with their colleagues. Once a new presence is developed, the SPE continues its local commitment with training programs and conferences specific to the area.

Tiered dues can counter economic disparities

At some point associations that expand globally recognize that the ability to pay dues varies widely by region. A $100 annual membership may seem doable for a member living in New York City but is quite out of the realm for a prospective member living in a developing country. Both of the panel guests explained that their associations offer tiered dues that are based on World Bank classifications of gross national income per capita.

Governance may require a shake-up

It’s difficult to be truly global with a U.S.-controlled board operating out of a U.S.-based headquarters. Both the SPE and the IAFN have gradually introduced more international representation within their boards and their committees. The SPE board has six U.S.-based directors and 10 from other countries. They also have two at-large board positions that can be filled strategically to provide input to fill a certain technical background or to represent a country that has been targeted for growth.

With over 55% of its members living outside of the U.S., the IAFN changed its bylaws in 2007 to bring in international board members as a way of formalizing its commitment to expand globally. The association’s current president is Canadian, the first member from outside the United States to head the organization. 

To be effective globally, association leadership should plan on spending a lot of time on the road, meeting with members and attending conferences. This type of networking helps to better understand and appreciate worldwide issues, which that may differ from a leader’s home base. This first-hand education may even spur a change in strategic directions.

Where decisions are made is equally as important as who makes them. Although the SPE originated as an organization centered in Richardson, Texas, a suburb of Dallas, the association no longer considers Dallas its headquarters. It now lists all of its worldwide offices in alphabetical order, giving no prominence to one over another. This may seem like a bold move to organizations used to centralized control, but it helps gain credibility. And, according to Jane Boyce, “We feel this has contributed to our overall success, financial health, and stability.”

Communicating and fundraising dos and don’ts

There are some considerations when reaching out to a global stage. Marc Hilton provided some guidelines for communicating across borders:

  • Use global standards for dates and currencies

  • Avoid terms like “foreign,” “domestic,” or “international”

  • Recognize geographical boundaries as regions or continents rather than U.S. vs. non-U.S.

  • Keep communication direct and straightforward, and avoid slang and abbreviations, to assure widespread understanding

View globalization as a process

Developing a presence outside of the U.S. takes planning and coordination. The board needs to be fully committed, which may take some time. And there are legal and political considerations to be resolved before setting up operations in another country. For that, Jane Boyce suggested seeking guidance and contacts from members already living in the area who are familiar with procedures and the culture.

But with the continued growth in the world’s professional class, along with new technologies that enable virtual interaction and collaboration, globalization may be the best way to ensure participation in, if not leadership of, your industry’s worldwide conversation.

About the Campbell & Company Association Practice

The Campbell & Company Association Team helps associations and professional societies develop more sophisticated governance, membership and engagement strategies. Through our extensive experience and knowledge base, the Association Team builds consensus among leaders, staff, and volunteers around engaging members beyond the limits of membership and sponsorship. For 37 years, we have helped hundreds of association and professional societies succeed in growing and sustaining their programs.

Campbell & Company maintains offices in Chicago, Los Angeles, Portland, the San Francisco Bay Area, Seattle, and Washington, DC. For more information, please telephone (877) 957-0000 toll free, email info@campbellcompany.com or visit www.campbellcompany.com.  

Facebook Tests New Donate Feature

  
  
  

facebook what would i say app defaultToday Facebook unveiled a new feature to help nonprofits raise money this holiday season.

Nineteen nonprofits, including the American Red Cross, Livestrong Foundation, and Unicef, now have the ability to receive donations through their Facebook page with a donation feature. 

When supporters land on a charity’s Facebook page, they can select the “donate now” button, enter the amount they want to give and their payment information, and share the fact that they gave through their news feed.

According to Facebook 100 percent of the online contributions will go directly to charity.

Facebook plans to offer the donate button to all nonprofits soon. The reactions from the fundraising community are varied. Read the complete article.

Marc Hilton Quoted on How Associations Can Achieve Campaign Success

  
  
  

Marc Hilton describe the imagewas recently quoted in the latest issue of the Management Membership Report on how   associations can achieve campaign success. Particularly, Hilton shares how Campbell & Company worked with the Society of Exploration Geophysicists (SEG) Foundation  to closed its first-ever major fundraising campaign with an impressive total: $17 million from 112 individuals, 21 corporations and three local sections within the SEG.

SEG’s former Associate Executive Director Peter Pangman recalls “Originally, the board wanted to do a $20 million campaign raising all unrestricted funds. But Marc did the early research by checking in with prospective donors, both individual and corporate. We refined our program plans and eventually raised $17 million, most of it in restricted funds. We learned you have to tie your fundraising to your donors’ passion.” As a result of this research with donors, the campaign received both its name and its focus: Advancing Geophysics Today, Inspiring Geoscientists for Tomorrow.

Read more about next steps and outcomes.

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