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8 Things Big Nonprofits Don’t Know That Smaller Nonprofits Understand
8 Things Big Nonprofits Don’t Know That Smaller Nonprofits Understand
David Saunders National Museum of the American Indian
Palmer Shepherd National Breast Cancer Coalition
Dave Perrett Wolf Trap Foundation for the Performing Arts
Amy Barriale African Wildlife Foundation
8 Tips: 1. It’s a multi-channel world. You need to be where your donors are in
every channel.
2. Ensure a seamless donor experience - break down your channel
silos and ensure cohesive communication.
3. Don’t forget to coordinate closely with your communications/PR/
Marketing departments on strategy AND scheduling.
4. Break down the barriers in fundraising strategy between low dollar
and high dollar giving and ensure a seamless member/donor
experience.
5. Integrate and coordinate schedules among all departments
communicating with member/donors and prospects.
6. Break down database silos.
7. Be deliberate about inter-departmental data business rules.
8. Reward staff who play well together!!
David Saunders Director of Membership
National Museum of the American Indian
NMAI is committed to advancing the knowledge and understanding of the Native cultures of the Western Hemisphere, past, present, and future, through partnership with Native people and others. The museum works to support the continuance of culture, traditional values, and transitions in contemporary Native life. 3 locations – DC, NY, Suitland – as well as extensive online collections search and travelling exhibitions.
About the NMAI
The National Museum of the American Indian, Washington, DC
Cultural Resources Center, Suitland, MD
The George Gustav Heye Center, New York, NY
Membership Program
Established in 1991 as part of the museum’s capital campaign to open the Cultural Resources Center and the Museum on the National Mall 300,000 individuals have donated more than $53,000,000 over the past 19 years Current membership of 42,000 households nationwide. 70% of members live outside the DC and NYC metropolitan areas
Income by Channel
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
FY08 FY09 FY10 FY11
Tho
usa
nd
s
Mail TM Web Email
$0
$100,000
$200,000
$300,000
FY08 FY09 FY10 FY11
Direct Mail TM Multi-Year Web New Web Email
Web Income Matched to Join Channel
• Direct Mail joins gave 67% of online income in FY11. • Web joins gave 31% of online income when both first and multi-year joins are combined. • These percentages have remained within a couple of percentage points starting in FY08.
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
FY08 FY09 FY10 FY11
DM TM Web Email Major Donor-DM Major Donor-TM
• Web joins are giving 21% of subsequent giving via the web, 43% via direct mail and 21% via email. • In addition, they gave 18% of their subsequent income to the Major Donor program.
Subsequent Income by Channel for Web Joins
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY08 FY09 FY10 FY11
DM TM Web Email Major Donor-DM Major Donor-TM
Subsequent Income by Channel for Direct Mail Joins
• Direct Mail joins gave 80% of subsequent giving to direct mail in FY11 • Telemarketing comprised 2% of their giving in FY11 • Online giving is 5% in FY11 • Direct Mail joins have been a strong source of Major Donor giving. They gave 10% of their
subsequent giving to the Major Donor program in FY11.
0%
20%
40%
60%
80%
100%
$0
$10
$20
$30
$40
$50
$60
$70
$80
DM, TM,Web and
DM, TMand Web
DM andEmail
DM andWeb
DM and TM DM Only Web Only
Income/Member Average Gift Retention
FY11 Income per Member by Previous Giving Channels
• Members having given to all four channels at the start of FY11 were the most valuable during FY11.
• Only members with four or more gifts previous to FY11 were included in this analysis.
Online Email Registration
Capture emails on all mailings, communications, inbound calls, events, etc..
Acquisition Corresponding DM acquisition
Renewals
Suggested renewal amount and expire date populated
Corresponding DM renewals
• eRenewal revenue from monthly efforts has increased 86% since FY09 and has not negatively affected DM renewals
Appeals
Soft ask included in Wellspring Society Segment – highest
performing segment at 9.8%
Sept Appeal: Calendar Follow Up Additional appeal effort in FY11
July Appeal: Calendar Highest Response % - 6% increase over FY10
exceeded budgeted Net Revenue by 40%
eAppeals and eRenewals
Calendar e-Appeal Series Email 1: Vote with ask to appeal/ renew/ join audiences Email 2: Winner with ask to appeal/ renew/ join audiences Email 3: Join/Renew to receive calendar Email 4: Join/Renewal last chance
• Minimal changes from
previous year (similar style,
same number of images)
• Incorporated calendar ask
into regular monthly
renewals.
• Avg. gift stayed fairly flat
• Response rate more than
doubled
• Raised 3.5x more gross
revenue
• Avg. gift stayed fairly flat
eAppeal Calendar Efforts
FY11 expanded strategy:
Added 4th email in the series – “Last Chance” offer to Join/ Renew
Expand select to include all lapsed and non-member records with valid email addresses
FY11 Net Revenue increased 497% over FY10
QTY AVG. RESP. GIFTS FULFILLED TOTAL NET
SENT GIFT RATE REVENUE COST REVENUE
FY11 Acquisition 49,119 $40.41 0.12% 58 $2,344 $1,249 $1,095
FY10 Acquisition 39,850 $32.09 0.11% 43 $1,380 $2,083 ($703)
FY11 Appeal 17,175 $51.35 0.28% 48 $2,465 $437 $2,028
FY10 Appeal 16,029 $38.00 0.06% 10 $380 $838 ($458)
FY11 Renewal 71,325 $48.65 0.66% 470 $22,865 $1,813 $21,052
FY10 Renewal 15,784 $50.71 0.75% 119 $6,035 $825 $5,210
FY11 TOTAL 137,619 $48.05 0.42% 576 $27,674 $3,499 $24,175
FY10 TOTAL 71,663 $45.32 0.24% 172 $7,795 $3,746 $4,049
2009 Director’s Council Upgrade Campaign
2 Direct Mail efforts in January and July vs. 1 effort in 2008 Telemarketing effort in April vs. no telemarketing in 2008
CASE FOR GIVING: Mr/Ms____, the vision of the National Museum of the American Indian was never simply to be a
showcase for artifacts, but rather a living cultural center where all Native voices can be heard.
Mr/Ms____, are you aware that old stereotypes of Native Americans continue to exist in educational materials in many
schools? It’s probably not surprising, but it’s unfortunate when student knowledge is being shaped by historical teachings that
often lack Native perspectives altogether.
FIRST ASK: Being one of our most generous supporters and a “kindred spirit” to our mission, we would like to invite you to
become part of the very special Director’s Council of Friends membership -- to help us fill in the gap of what is being taught
with true voices and stories of Native peoples. The Director’s Council of Friends is a group of our most loyal supporters who
are committed to shattering stereotypes and promoting understanding of the Native cultures of the Western Hemisphere. By
supporting our programs, they assist our goal of presenting living cultures in a proper light, and the membership also comes
with some great benefits (mention 1-2 benefits as needed).
IF ASK IS $5,000+: You would also have the option of having your name, or the name of a friend or loved one engraved on a
plaque in the Rasmuson Performing Arts Theater in recognition of your extraordinary support.
Because NMAI’s greatest impact is reflected in reaching out to the minds and attitudes of young people, can we count
on you to (join / renew your membership with) our Director’s Council of Friends with a gift of $FIRST ASK, which can
be broken into four quarterly gifts of $______?
Telemarketing Effort
NMAI FY09 DM and TM Final Results
DM Effort #1 shows lift in performance due to package revisions.
DM Effort #2 costs show savings of gang printing (these are also lower because creative costs were absorbed by Effort #1)
TM campaign has more gifts because callers secured more gifts under $1,000 than
the mail campaigns – increases response and decreases average gift.
Quantity Gifts RR % AG Gross Cost Net Net/Dnr
2008 DM DCOF
Invitation 5,999 42 0.70% $785.12 $32,975 $11,502 $21,473 $511.27
DM DCOF Invitation -
Effort #1 6,639 95 1.43% $534.21 $50,750 $14,208 $36,542 $384.65
TM DCOF Invitation 1,122 204 18.18% $327.25 $66,760 $9,417 $57,343 $281.09
DM DCOF Invitation -
Effort #2 6,279 32 0.51% $430.47 $13,775 $9,823 $3,952 $123.50
FY09 DCOF strategy expanded with the addition of a TM follow-up invitation and an additional DM effort in July.
New TM Invite upgraded 42 members to DCOF, and had extremely high credit card rate of 42.45% (35% budgeted), helping the campaign to fulfill at 74%.
Net Revenue increased by 356% over the previous year (does not reflect additional contributions from installment gifts). $97,837 vs. $21,473
DM invite art and copy refreshed and benefits listing refined (2nd effort included “enhanced benefits” teaser and insert) and data selections adjusted for improved response.
DCOF members in December 2008: 216 July 2009: 267 May 2010: 266
Quantity: 14,040 Gifts: 331 RR%: 2.36% Ave Gift: $396.63 Gross Rev: $131,285
NMAI FY09 DCOF Final Results
David Saunders Director of Membership
National Museum of the American Indian
202-633-6602
Palmer Shepherd National Breast Cancer Coalition
National Breast Cancer Coalition
Since NBCC's founding in 1991, it has changed the world of breast cancer—in public policy, science, industry and advocacy—by creating new partnerships, collaborations, research funding opportunities and avenues for access to quality care.
On September 20, 2010, NBCC launched a bold initiative—Breast Cancer Deadline 2020®—a call to action for policymakers, researchers, breast cancer advocates and other stakeholders to end the disease by 2020.
National Breast Cancer Coalition
Breaking Down Database Silos
• Expanded use of Donor Database – Giving the nonprofit a better overall view of their
Constituents
– Providing resources for Education/Program/Field Departments
– Requires Compromise
– Requires strong permissions/security structure
• Online/Offline Database Synching – online resources have reduced existing organizational
divisions of our constituents
Data Coordination
• Database Manager is invited to project kick-offs to coordinate information needs – Build infrastructure (where is the best place to house the
information that will create the minimum increase in workload).
– What personnel are best suited to efficiently complete the task. They may not be in the department of the project.
– Database Manager can highlight existing resources.
– Database Manager can combine needs of different projects to streamline data entry/information processing.
– What is the true need of the project? Actual data or trends and comparative data only? Can the needed information be captured another way?
– Test and review, then invest the time for structure.
What Can David Do?
• Increased flexibility of individual employees
allows small nonprofits to pivot quickly based
on the organization’s needs
• Employees can detect issues sooner, because
data entry staff are involved/aware of needed
final result
• Data entry staff are able to alert departments of
patterns and trends that may affect them
A Few Examples of Small Benefits
• Shared information between departments to improve constituents’ experience
• Enhance constituents’ path through the organization (resolve being asked the same question by multiple departments)
• Petition signers are tracked in the donor database and become prospects for acquisition
• Data captured in the field in a ready to use format
Small and Mighty
• Increased flexibility allows small nonprofits to quickly move their resources to where they are needed
• Improved Customization of response: When the standard procedure/response is not enough, we can do more immediately
• Open communication structure can allow for ideas that are often applied in one area to be a unique solution in another area
Palmer B. Shepherd
Database & Membership Manager
National Beast Cancer Coalition
Email [email protected]
Dave Perrett Wolf Trap Foundation for the Performing Arts
36
Our Mission
To present and create excellent and innovative performing
arts programs for the enrichment, education, and
enjoyment of diverse audiences and participants.
About Us
Wolf Trap Foundation plays an important role as a national leader in arts and education.
We offer year-round performances and innovative education programs for the enrichment and enjoyment of people of all ages.
Over the past four decades, nearly 20 million people have been drawn to this natural and cultural oasis.
We present nearly 300 total performances each year at the Filene Center, The Barns at Wolf Trap, and Children’s Theatre-in-the-Woods.
Wolf Trap Foundation for the Performing Arts
37
Wolf Trap Membership
Less than 2% of Wolf Trap’s ongoing funding for operations comes from government
sources. The National Park Service, Wolf Trap’s partner since founding, is responsible
for facilities management (including parking), and maintenance of Wolf Trap National
Park for the Performing Arts, while Wolf Trap Foundation manages performances,
ticketing, concessions, and events at the Park, as well as marketing and fundraising for
all program areas.
Ticket sales cover only 50% of Wolf Trap’s annual operating expenses.
38
Why have an Integrated Program?
Research has shown that members who buy tickets frequently have higher
value and better retention than members who rarely buy tickets.
Likewise, ticket buyers who are members tend to buy more tickets over time
than ticket buyers who are not members. Everyone benefits!
• On average, the 7,500 Wolf Trap members purchase 15%-20% of the
400,000+ tickets sold each year ($2.25M-$3M)
More efficient use of marketing and membership expense budgets!
• The need for support and the excitement of great programming are
highlighted in both departments’ communication – twice the exposure and
impact.
39
The Path to Integration: Step 1
Step 1: Meet with your Marketing Department!
Sounds simple, but this type of meeting often never occurs. Membership and Marketing
are often silo’d departments in performing arts organizations – but it doesn’t have to be that
way!
Things to discuss when determining next year’s strategy:
Any major changes anticipated from last year’s schedule?
What upcoming performances/event(s) do they think will generate the biggest buzz?
What will the on-sale date calendar look like?
What types of marketing initiatives will be used to promote shows?
40
The Path to Integration: Step 2
Step 2: Create an integrated schedule to take advantage
of key dates Month Acquisition Renewals Reinstatement Appeal Internal Dates
September 2010
A0111 - DM Acquisition #1 - week of
9/8/10 R0111 - Renewal #1 Dec Exp - 9/27
RE111 - R1 Dec Exp - 9/27
October 2010
A0211 - DM Acquisition #2 - week of
10/12 10/26 - first wave of announcements
AE110 - E-Acquisition #1 Lapsed - 10/12
November 2010
AE210 - E-Acquisition #2 Lapsed and
subscribers - 11/29 R0211 - Renewal #2 Dec Exp - 11/22
RE211 - R2 Dec Exp - 11/29
December 2010
A0311 DM Acquisition #3 - week of 12/6 R0311 - Renewal #3 Dec Exp - 12/13
AE210 - E-Acquisition #2 Lapsed and
subscribers - 11/29 RE311 - R3 Dec Exp - 12/15
January 2011
A0411 DM Acquisition #4 - week of 1/24 R0411 - Renewal #4 Dec Exp - 1/24
RE411 - R4 Dec Exp - 1/31
February 2011
R0511 - Renewal #5 Dec Exp - 2/21 2/8 - second wave of announcements
RE511 - R5 Dec Exp - 2/21
March 2011
A0511 DM Acquisition #5 - week of 3/21 R0611 - Renewal #1May Exp - 3/28 L0111 DM Reinstatement (R3 pkg) - 3/14 3/15 - third wave of announcements
RE611 - R1 May Exp - 3/28 LE111 Ereinstatement (R3 e-mail) - 3/14
April 2011
R0711 - Renewal #2 May Exp - 4/25 4/17 - final wave of announcements
May 2011
R0811 - Renewal #3 May Exp - 5/30
RE711 - R3 May Exp - 5/30
June 2011
R0911 - Renewal #4 May Exp - 6/27
July 2011
R1011 - Renewal #5 May Exp - 7/25 CE111 Philanthropic E-Appeal - 7/18
August 2011
41
The Path to Integration: Step 3
Step 3: Test to determine the best strategy Tests to conduct:
Performance photo on carrier vs. plain carrier
1xTB vs. 2+TB results (also subscribers if you
have them!)
How many years back for 1xSTB or 2+STB?
Timing – Play off post-performance excitement or pre-
performance anticipation?
Types of ticket buyers – lawn vs. in-house; genre
preference; price point selects (e.g. only ticket purchases of
$50 or more)
Don’t forget Telemarketing, E-mail, Website, and on-site
(box office sales)!
42
The Path to Integration: Step 4
Step 4: Meet with Marketing Department to discuss
results!
The numbers may speak for themselves, but it’s important to schedule a meeting and
discuss the results so that everyone can see and understand the impact of integration.
Things to discuss/analyze:
What was the volume of ticket sales during member pre-sale periods?
What was the bump in memberships when marketing ads ran?
What was the increase in total ticket sales for the year?
What was the increase in total memberships for the year?
43
Integration in the
Membership Direct Marketing Program
44
February Acquisition Package
Insert highlighting
upcoming
performances
45
eAcquisition
Dear Barbara,
Right now we are planning for our 2011, 40th anniversary Filene Center season. It is going to be a fantastic one, and we want you here at Wolf Trap to enjoy it!
You know that the Wolf Trap experience goes beyond performances. . . it’s a celebration of summer and the arts. You can bring a bottle of wine, a picnic, a soft blanket, a few close friends, and sit on the grass in our beautiful National Park setting.
And you can enjoy Wolf Trap even more when you join as a member for as little as $65.
As a Wolf Trap member you will gain access to Exclusive Members-only ticket priority which means you can buy tickets before the general public so that you never have to miss out on your favorite performances. The next Members -only Presale for the 2011 Filene Center season will be announced on February 7. Join online now so you will be able to take advantage of this opportunity.
Many popular shows at Wolf Trap routinely sell out in-house. Last season, there was high demand for tickets to shows like Sheryl Crow, Steve Miller Band, Harry Connick, Jr., Willie Nelson, and the National Symphony Orchestra’s An Evening with Idina Menzel & Marvin Hamlisch , just to name a few.
And in addition to providing exclusive Members-only benefits, your contribution also supports and sustains the excellence of our arts and education programming through The Barns at Wolf Trap, the Wolf Trap Opera Company, Wolf Trap Children’s Theatre-in-the-Woods, and Wolf Trap Institute for Early Learning Through the Arts.
Plus, for a limited time, you can join for just $65 - $10 off the regular Friend level of membership! Or join as a Curtain Raiser at $150, get all the benefits of a Friend, plus earlier access to Members-only Presales and significant savings on ticket service charges (pay only $12.50 per preseason order regardless of how many tickets you purchase, instead of a per ticket charge!).
Select performances are now on sale and more exciting performances for the 2011 season will be announced soon! We want you here with us!
There is only one way of making sure you don’t miss out on the performances you want to see, and that’s by becoming a Wolf Trap member today.
Please don't wait – join today to be eligible for our upcoming Members-only Presales!
Sincerely,
Membership Appeal to
General Public E-mail
Subscription List
(approximately 22,000
subscribers): Highlights
next Members-only
Ticket Presale
announcement date
46
Renewal Series – First Notice (Three Months Prior to Expire)
• Mail annual renewal
series just prior to first
announcement of
upcoming season;
additional efforts mailed
in advance of second
performance
announcement
• Highlight upcoming
performances in letter
• Renewals stress
upgrading membership
level to get even earlier
access through
Members-only Presales
47
Integration in Marketing
Materials
48
Performance Schedule Mailing
49
Marketing Email Email not displaying correctly? View it in your browser. Send to a Friend
New Summer Shows Just Announced!
These shows go on sale to the public Saturday, April 30 at 10 am.
Become a member now and buy tickets first! Read below for more details.
Summer 2011 will feature:
Lucinda Williams
Amos Lee
Tuesday, July 19
An Evening with
Lyle Lovett
and his Large Band
Tuesday, August 30
John Hiatt & The Combo
Big Head Todd & The Monsters
Tuesday, September 6
The Brothers Cazimero
Special Guest: Brother Noland
Wednesday, September 7
Judy Collins
Special Guest: Jesse Winchester
Thursday, September 8
Summer 2011 at Wolf Trap Browse the full schedule
May
27-28: A Prairie Home Companion with Garrison
Keillor
June
2: Bill Cosby
3-4: H.M.S. Pinafore - New York Gilbert & Sullivan
Players
5: Wolf Trap's 22nd Annual Louisiana Swamp Romp
6: Brian Wilson
8: Frankie Valli &
The Four Seasons
9: The Levon Helm Band with moe.
10: The Go-Go's
11: Bright Eyes
M. Ward with Dawes
12: Indigo Girls with The Shadowboxers
14: Patti LaBelle
15: Elvis Costello & The Imposters
16: Southside Johnny & The Asbury Jukes
The Smithereens
17-25: WTOC: The Curious Women
17-18: RAIN — A Tribute to the Beatles
19: The Monkees
20: Daryl Hall & John Oates
21: Aretha Franklin with Vance Gilbert
22: Mormon Tabernacle Choir
23: Peter Frampton
24: Creedence Clearwater Revisited
25: The Ultimate Doo-Wop Show
26: Earth, Wind & Fire
28: Doug Varone and Dancers
30: MAMMA MIA!
July
1-3: MAMMA MIA!
6: k.d. lang and the Siss Boom Bang
Become a Member and Buy Tickets First!
Members are buying tickets to these newly announced performances NOW! Memberships
begin at $75 $65.
Learn more and join today!
Tickets On Sale Saturday, April 30 at 10 am!
Order tickets 3 easy ways:
Online at www.wolftrap.org (A per-ticket service charge applies.)
Call Tickets.com at 1.877.WOLFTRAP (1.877.965.3872) from 10 am to 9 pm. (A per -ticket service charge applies.)
Stop by the Filene Center Box Office and save the service charge.
Walk the Red Carpet at The Inspector Premiere!
WORLD PREMIERE!
Wednesday, April 27 at 8 pm
Friday, April 29 at 8 pm
Sunday, May 1 at 3 pm
Stride into the spotlight and help us launch opera’s next big hit comedy! Don't miss this new comic opera from
John Musto and Mark Campbell, the GRAMMY-nominated team who brought you Volpone! How far will a
government official go to hide his dirty laundry? You'll be surprised. Or maybe you won't...
Buy your tickets now!
Read about the commissioning of The Inspector
See you in Santa Schiffezza!
Special Offer: Children's Theatre-in-the-Woods
What's down a meadow path, over a bridge, nestled in trees, and full of happy children all summer long? Wolf
Trap Children's Theatre-in-the-Woods! Spend summer mornings in America's National Park for the Performing
Arts while enjoying 2 family-friendly shows in 1 day. The fun starts at 10 am, Tuesdays through Saturdays, June
28 to August 13! Perfect for playdates, day camps, birthday parties, and more.
Don't miss performances by kid-friendly artists such as Robbie Schaefer, Dinorock, Kinderman, and many others!
Special offer for our email subscribers! Purchase your tickets starting today at www.wolftrap.org/TITWearlyaccess! 2 shows
for 1 low price of $8 — children under 3 are FREE! Tickets go on sale to the public Saturday, April 30 at 10 am.
50
Marketing Email Email not displaying correctly? View it in your browser. Send to a Friend
Purchase Tickets
Plan Your Visit
About Wolf Trap
Support Wolf Trap
Coming up at The Barns:
View The Barns full schedule
Ari Hest
Special Guest: Bess Rogers
Thursday, January 27
Mesmerizing, candid folk singer
The Greencards
Wednesday, February 9
GRAMMY-nominated bluegrass trio
David Wilcox
Thursday, February 10
Inspirational folk-pop artist
Jonathan Edwards
Friday, February 18
Folk artist with passion, insight, and humor
Barrage
Wednesday & Thursday, February 23 & 24
Lively, fast-paced fiddle-fest
Coming Up at
Wolf Trap
View the complete schedule
January
27: Ari Hest
28: David Jolley & Eduard Laurel
29: John Eaton
February
2: Buckwheat Zydeco
3: Christian Scott
4-5: My Mother's Italian, My Father's Jewish
& I'm In Therapy
9: The Greencards
10: David Wilcox
11: Rebel Baroque
12: Chad & Jeremy
17: Paul Thorn
18: Jonathan Edwards
19: The Young Dubliners
23-24: Barrage
25: Cypress String Quartet
March
2: Al Stewart
4: Imani Winds
5: John Eaton
9: California Guitar Trio
10: Tom Paxton
11-12: The Second City: Fair & Unbalanced
15-16: Al di Meola
18: Cuarteto Latinoamericano
22-23: Kathy Mattea
24: Lucy Kaplansky
Members Make A Difference
Ticket sales only cover about 50% of Wolf Trap’s annual operating expenses, so we rely on the generosity of our
members to help sustain the excellence of our arts and education programs.
Join today and enjoy great benefits like the chance to order tickets for Wolf Trap’s 40th Anniversary Season before the
general public with our Members-only Presales this winter and spring, and support Wolf Trap’s year-round arts and
education programs including:
Nearly 100 summer performances at the one-of-a-kind Filene Center at Wolf Trap National Park for the
Performing Arts, and another 70 performances at Children’s Theatre-in-the-Woods.
Scores of amazing performances at our intimate venue, The Barns at Wolf Trap, each fall, winter, and spring.
The Wolf Trap Opera Company, one of the world's premier young artist training programs.
The Wolf Trap Institute for Early Learning Through the Arts, which reaches more than 35,000 students,
parents, and educators annually in Maryland, Virginia, and Washington, DC, and 40,000 more across the U.S.
One member’s support makes a difference. Join today!
Application Deadline for Summer Internships is March 1
“One of the Best Places to Intern: 2009” — Bloomberg BusinessWeek
Apply now for a summer internship at Wolf Trap! Interns become integral members of the staff
working side-by-side with professionals producing, promoting, and administering all aspects of the
performing arts. Summer internships are paid, full-time positions lasting 12 weeks.
Internships are available in a variety of departments including:
Planning and Initiatives
Communications & Marketing
Education
Development and Special Events
Wolf Trap Opera Company
and more…
View a description of the internships available and learn how to apply
Show Announcements & Updates
Due to a scheduling conflict, the Christian Scott performance on Thursday, February 3, 2011 at The Barns has been
cancelled. All patrons who purchased tickets have been contacted in regards to refunds. Please direct additional
51
Membership ask
Ticket Presale
benefit highlighted
2010 Ad
52
Member benefit – Ticket
Presale highlighted
Membership ask
Summer 2011 Print Ad
AMY BARRIALE African Wildlife Foundation
Organization Overview The African Wildlife Foundation,
together with the people
of Africa, works to ensure
the wildlife and wild lands of
Africa will endure forever.
• Nonprofit focused on animal
and environmental conservation
across the African continent since 1961
• Headquarters in Nairobi, Kenya, and
Washington, DC
• Midsize organization with 160 employees,
with only 10 staff members dedicated to
Philanthropy and Membership in DC
CORE CHALLENGES
Organizational Structure Silos
MAJOR GIFTS
Relationship Development
Donors who give
> $1,000/year
MEMBERSHIP
Direct Mail & Telemarketing
Donors who give
< $1,000/year
ONLINE
Electronic communications
Marketing Dept.
and Donors < $1,000/year
Philanthropy Department Revenue
CORE CHALLENGES
Membership Database Silos
Caging
Company
Web
Transaction
s
Financial Ledger
Database of Record
Offline Membership
Database
Online Membership
Database
DEVELOPING THE PLAN
Decipher Actual from Assumption
Develop an Open Dialogue
Determine Existing Misconceptions
Dig into Data
DEVELOPING THE PLAN
Uniting Best Practices for Success
Small Business
Model Benefits
Large Business
Model Benefits
Scalable Growth Model
STRATEGY EXECUTION
Organizational Structure Issue
• Lack of cohesive strategic support to supporting
communication channels of Membership Department
• Inconsistencies reside between departments regarding
donor treatment:
– First time donor/gift
classification
– Donor movement
between membership levels
– Lifecycle of Major Donor
Prospect group
STRATEGY EXECUTION
Organizational Restructure Resolution
Philanthropy Department Revenue
MEMBERSHIP PROGRAM
Direct Mail + Telemarketing + Online Communications
Donors who give
< $1,000/year
MAJOR GIFTS PROGRAM
Donor Relationship Development
Donors who give
> $1,000/year
STRATEGY EXECUTION
New Donor Classification: Original Discrepancies
First-Time Donor Gift
A gift comes in through an unsolicited channel (online-web
or white mail)
Gives $500
to $999
Give less than $500
Upgrade Potential
Donor is flagged as MG Prospect for cultivation over
18-24 months (or at MGO discretion)
Donor is moved to
General Membership Group
Gives $1000
or more
Donor moves to
Philanthropy Group
Gives $1000
or more
Does not give
$1000
Gift Assign
Gift is flagged as Major Gifts
Gift Assign
Inconsistent between Mem. and Major Gifts
Gift Assign
Gift is flagged as membership
STRATEGY EXECUTION
New Donor Classification: Updated Protocol
First-Time Donor Gift
A gift comes in through an unsolicited channel (online-web
or white mail)
Gives $500
to $999
Give less than $500
Upgrade Potential
Donor is flagged as MG Prospect for cultivation over
18-24 months (or at MGO discretion)
Donor is moved to
General Membership Group
Gives $1000
or more
Donor moves to
Philanthropy Group
Gives $1000
or more
Does not give
$1000
Gift Assign
Consult VP or Director of Phil. for confirmation
Gift Assign
Gift is flagged as membership
Gift Assign
Gift is flagged as membership
STRATEGY EXECUTION
Membership Database Issue
• Data hygiene at risk due to manual processes and human error
• Inability to fully collect and analyze comprehensive program metrics
• Ambiguous and disjointed representation of successes and
shortcomings
• Current model
is not scalable
for growth due to
reliance on staff to perform tasks
as opposed to manage the structure
STRATEGY EXECUTION
Membership Database Resolution
Database
of Record Online
Module
Offline
Module
All Data
Entry and
Caging
Financial
Ledger
THE NEXT STEPS
Benefits of Revitalization
• Membership Database Restructure – Implementing a system to support a fully integrated program
– Can measure holistic successes and shortcomings
– Can realign existing staff for better use of internal resources
– Can make informed decisions for greater program investments
• Organizational Restructure – Allows for cross-departmental strategy planning and execution
– Supports easier donor transition between the two groups
– Ensures that no details are slipping through the cracks
THE NEXT STEPS
Lessons Learned
1. Focus on structure and hierarchy first, then creative strategy
2. Exercise open communications and transparency
to guarantee total buy-in on strategy from all involved parties
3. Develop the simplest and most automated plan possible to
minimize bureaucracies and maximize workflow efficiencies
4. Plan for both current and future state of being to ensure
solution can grow with the organization
