As frontline fundraisers, we know that the best practice is to build a prospect's relationship with the organization rather than with us as individuals. We do this so that if and when we depart from our roles, the donor will likely maintain their philanthropic relationship with the organization. However, we can acknowledge that we naturally develop relationships with one another – it's only natural! So, what can organizations do to minimize the risk of diminished relationships when a staff member departs?
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Regardless of industry or sector, the following truths about staff turnover seem universal:
Truth #1: Turnover is expensive and can have repercussions far beyond the position that is vacated.
Truth #2: Turnover is an opportunity to reframe and reconsider what an organization needs.
Based on the above truths, how can your nonprofit take advantage of the former while minimizing the latter? In short, by leaning on interim management to prioritize and maintain positive and productive relationships with key constituencies.
Five percent of all charitable dollars donated in 2014 went to donor-advised funds (DAFs). That $17.28 billion figure is slightly greater than the total amount given to the entire Arts, Culture and Humanities sector. Since its 2009 nadir due to the recession, total annual donations to DAFs have grown by 86 percent, and the number of DAF accounts has grown by 21 percent, to where they now outnumber foundations by a ratio of 3:1.
The buying and selling of art – especially contemporary art – has been in the news a lot lately. In May, Christie’s sold over $1 billion of art in just three days. Rival Sotheby’s did well too; its 63 lots of contemporary American art sold for an average of over $6 million each, totaling over $380 million.