In the summer of 2016, we launched a study to explore emerging best practices in international fundraising among universities, colleges, and independent schools. Educational institutions have experienced a dramatic uptick in international student enrollment over the past few decades. This trend continues to grow, with the number of international students in the U.S. reaching a record high of 1,043,839 in the 2015-2016 academic year.
Access the latest news in the nonprofit sector.
As the sixth largest economy in the world and a powerhouse of innovation, California affects the entire philanthropic market. To better understand philanthropy in California, we assembled a comprehensive overview of giving trends in the state since the Great Recession of 2007–2009. This report is designed to help professionals and organizations in California navigate the uneven philanthropic landscape that has persisted ever since the banking and housing crises of those years first hit. As a harbinger of larger trends throughout the nation, we also hope this report will inform individuals engaged in philanthropic work in communities and other regions throughout the nation.
Academic institutions have experienced a dramatic increase in matriculation of students from
around the world as our economy and society have globalized in the last few decades. According to the Open Doors Report on International Exchange, the number of international students in the U.S. reached a record high of 1,043,839 in the 2015-2016 academic year.
Economic and cultural globalization has made American philanthropy an undeniably international affair. Nowhere is this more visible than in academic institutions, where the continued exponential growth of international student enrollment from countries like China, India, Hong Kong, South Korea, and many others has changed educational culture and the fundraising environment that supports it.
In my experience with senior and C-suite level executive search, I have had the opportunity to look at various ways organizations aim to attract and retain talent. In an increasingly competitive market for fundraising talent, organizations have implemented performance incentive programs – which provide ways to increase pay beyond base salary – to boost their compensation packages. The questions often asked of me, however, is whether incentive programs are ethical or effective, and if so, how do they work. After conducting informal research, which consisted of asking peer nonprofit leaders for their thoughts on the topic, it became clear that there was an opportunity to further explore this area and understand more about how these reward programs work. Particularly, healthcare institutions have found that performance incentive programs do encourage fundraising staff to meet goals.
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.
The 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.