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Emerging Trends

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Presentation for Children's Hospital Association Conference - Creating Connections 2012
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What’s Trending in Philanthropy: Information and Innovation 2012 Creating Connections Conference Shelley Brown Christopher Maddocks
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Page 1: Emerging Trends

What’s Trending in Philanthropy: Information and Innovation

2012 Creating Connections Conference Shelley Brown

Christopher Maddocks

Page 2: Emerging Trends

“…(we)areinaconfluenceoftwosectors(healthcareandphilanthropy)undergoingprofoundtransforma:on,eachthefocusofextensivedebate.”

EmergingTrends:TheChangingLandscapeof HealthCarePhilanthropyAHP2010

Page 3: Emerging Trends

OurPhilanthropicLandscape…

Volatility investment RECESSION transformation cost containment Vigilance ROI donor-centric IMPACT compliance

COLLABORATION Competition transparency metrics INNOVATION

ACCOUNTABILITY “May we live in interesting times….” Confucius

Page 4: Emerging Trends

Today’sChallenges  Risingfinancialobliga0ons,shrinkingpublicsupport(financialandmoral),increasedneedforunrestricteddollarsandtransparency

  “Goingglobal:”morecompe00on,moreopportuni0es,greatersophis0ca0on

  ShiBindonormo0va0onfrom“doinggood”to“inves0ngincommunity/cause”

  Thenewimpera0ve:transforma0on

Page 5: Emerging Trends

OurBestResponse

  Keeptothebasicprinciples—buildthebase,deepenrela0onships,makethecase

  Usenewmediaandmethodsinserviceofthoseprinciples—toextendreachandshapecontent

  Informdecision‐makinganddonors:knowyourdonorsandletthemknowyou

  Investinnewideasandcreatetransforma0onalopportuni0esfordonors

Page 6: Emerging Trends

Today’sConversa:on

  Sharethegoodnews:revenueinhealthcareupby8%in2010(children’shospitalsamongthegreatestsuccesses)!

  Highlighttrendsandexperienceshapingour‘bestresponse’—informa0on,innova0on,investment

  Sharesuccess(andnotsomuch)stories  Ques0ons???

Page 7: Emerging Trends

INFORMATION:TRENDSANDEXPERIENCE

Page 8: Emerging Trends

INFORMATION:TRENDS

Page 9: Emerging Trends

Genera:onalShiKsTechnologyusageisthemostcommonthemeforhowtheemerginggenera0ons(GenX,Millennial)definethemselves

Source: Pew Research Center - http://pewinternet.org/Presentations/2012/Feb/National-Religious-Broadcasters.aspx

Page 10: Emerging Trends

GadgetGenera:ons

Source: Pew Research Center - http://www.pewinternet.org/Presentations/2012/Jan/The-New-Environment-for-Advocates--NGOs.aspx

Page 11: Emerging Trends

MobileRevolu:on83%ofalladultsaremobilephonesubscribers

45%usesmartphones

Source: Pew Research Center - http://www.pewinternet.org/Presentations/2012/Jan/The-New-Environment-for-Advocates--NGOs.aspx

Page 12: Emerging Trends

OntheirMobiles

63%ofAdultsarewirelessInternetusersIncreasedby26percentagepointsinjust3years

Source: Pew Research Center - http://www.slideshare.net/PewInternet/state-of-social-media-2011

Page 13: Emerging Trends

FromMobiletoSocial50%ofalladultInternetusersareonsocialnetworks

Source: Pew Research Center - http://www.pewinternet.org/Presentations/2012/Jan/The-New-Environment-for-Advocates--NGOs.aspx

Page 14: Emerging Trends

SocialRevolu:onAdultsaged50–64arethefastestgrowingpopula0on,Havinggrownfrom25%to52%adop0onin3years

Source: Pew Research Center - http://www.pewinternet.org/Presentations/2012/Jan/The-New-Environment-for-Advocates--NGOs.aspx

Page 15: Emerging Trends

Halfofadultsaged18–49usesocialmediaonadailybasis

Systema:callySocial

Source: Pew Research Center -http://www.slideshare.net/PewInternet/state-of-social-media-2011

AccordingtothePewProjectforDigitalandAmericanLife

Forsocialnetworkusersbetween18and49yearsold,theprimaryreasontousesocialmediaistoconnectwithfriendsand

groupstheylike.

Forusersover50,thetopreasontoistoconnectwithfamily.

Page 16: Emerging Trends

AFriendlyBunchSocialmediausersaged18–34havetwiceasmanyfriendsasusersaged47–56andfour0mesasmanyasusersaged66–74.

Source: Pew Research Center - http://www.pewinternet.org/Presentations/2012/Jan/The-New-Environment-for-Advocates--NGOs.aspx

Page 17: Emerging Trends

Butwhataboutthewealthy?

Itturnsout,they’renotthatdifferent…

Page 18: Emerging Trends

TheWiredWealthy

•  Atandemofresearchstudiesexaminedtheonlinehabitsoftheaffluent.

•  OneresearchprojectbyEdgeResearchandConviostudiedtheonlinehabitsof3,443majorgiBdonorswithincomegreaterthan$200,000

•  ThesecondstudybyMcKinseyandCompanyandtheHewlelFounda0onexaminedonlinebehaviorsandinforma0onneedsformajorgiBdonors.

Page 19: Emerging Trends

OnlineHabits

40

donations. Looking forward, 46 percent said that they expect to make a greater percentage of their charitable gifts online within the next 5 years.34 While our focus in this paper is on more af!uent donors, this trend is certainly encouraging and supports our belief that online platforms will increasingly be an effective channel.

Barriers to greater impact

While the trends described above are promising, nonpro"t market intermediaries have yet to realize their full potential. Many intermediary organizations are subscale and offer limited products, services, and value. They could be doing much more to disseminate the valuable information generated by foundations and others and to facilitate collaboration and partner-ships. Lastly, intermediaries could add signi"cant value to the nonpro"t market by shining an objective light on nonpro"t performance.

Insuf!cient scale

The nonpro"t marketplace is served by hundreds of intermediary organizations. With few exceptions, they tend to operate as unconnected islands—despite the fact that intermediaries by de"nition are meant to help connect those who are not yet connected. We believe that

34 Convio, Sea Change Strategies, and Edge Research, “The Wired Wealthy: Using the Internet to Connect with Your Middle and Major Donors,” March 24, 2008.

Online usage is high for affluent

Source: Mendehlson Affluent Survey, 2006; Pew Charitable Trust; Luxury Institute; expert interviews

Percent

Exhibit 11

7

1414

23

1714

22

27

3841

17

29

24

4445

2325

32

40

48

Banking Made a purchaseTravel information or reservations

<$100K

$100-150K

$250K or more

$150-250K

Financial information/stock trading

Gatheredinformation for

shopping

Page 20: Emerging Trends

WiredWealthyClusters

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!(6.*$,3($#*.$#,26(/8$9+($4&3/#$:;&%"3($<=$>3.4&6(/$1(?$,##3&2"#(/$4.3$(,5+$.4$#+($#+3(($56"/#(3/8$

9+($/(5.)-$:;&%"3($@=$>3(/()#/$56"/#(3$23(,1-.*)/$4.3$(,5+$.4$#+($0,A.3$/(5#.3/$.4$).)>3.4&#/$

*($/#"-&(-$:(8%87$B)&0,6$C(64,3(7$D(,6#+7$(#58=8$E6(,/($#,1($#+($/(5.)-$#,26($*&#+$,$%3,&)$.4$

/,6#$F$#+($>3.>.3#&.)/$,3($3(46(5#&'($.4$#+($%3.">/$*+.$5+./($#.$>,3#&5&>,#(7$,)-$0,?$.3$0,?$

).#$3(46(5#$#+($56"/#(3$-&'&/&.)/$.4$#+,#$()#&3($/(5#.38$G."3$0&6(,%(7$&)$.#+(3$*.3-/7$0,?$',3?8$

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! "#$%&'()*+',!-##.#/*!

012!3)4!1156!

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Page 21: Emerging Trends

HowTheyChoosetoGive

•  TheHewlelresearchfoundagrowingsegmentof“strategic”or“outcome‐oriented”philanthropists(comprisingroughly1/3ofmajordonors)whodemandgreaterinforma0onbeforemakingagiB.

•  Thesedonorsincreasinglyuseonlineinforma0onsourcestoinformkeycharitablegivingdecisions:– Whichorganiza0onstoini0allysupport– Whichorganiza0onstocon0nuetosupport

Page 22: Emerging Trends

26

In light of this demand for more and better performance information, !nancial institutions with signi!-cant donor services—including JP Morgan Chase, Wells Fargo, Bank of America, UBS, and Schwab Charitable—are expanding their philanthropy-related products and advisory services, offering more donor education forums, collecting nonpro!t performance information, and/or adding professional staff with nonpro!t expertise. Several !nancial executives interviewed were enthusiastic about partnering with nonpro!t-sector intermediaries and foundations in an effort to gain access to more information on nonpro!ts and better serve their high-net-worth customer base.23

Suggestions for improvement

There is good reason to believe that better information would result in more impactful choices by indi-vidual donors. As one !nancial services professional put it, “I believe performance information is like e-mail was in the ’80s. Donors don’t know they want it because they can’t imagine it, but they will !nd it very useful once it’s widely available.”

23 As this paper was published, a severe credit crisis was roiling the !nancial markets. While it is impossible to predict how the crisis will play out, it may reduce the near-term capacity of some !nancial institutions to expand their philanthropic services.

What motivates high-net-worth donors?*

* Defined as households with Incomes greater than $200,000 or assets in excess of $1 millionSource: The Center on Philanthropy at Indiana University, Bank of America Study of High Net Worth Individuals: Initial Report, 2006

Impact-driven

Important motivations for charitable giving by

HNW households (percent

15

15

16

20

21

21

31

35

36

36

40

47

53

58

75Less money spent on admin

Able to determine impact of gifts

More financially secure

Better return on investment

Not already financially committed

Knew of more organizations

Able to use skills in nonprofits

More access to research

Understood goals of nonprofits

More info on giving vehicles

Name would not be made public

More time

Less legal red tape

Able to compare notes with peers

Not already leaving donations in estate1

1

8

26

27

29

57

62

62

62

64

69

82

83

86Meet critical needs

Giving back to society

Reciprocity

Desired impact

Nonprofits provide services

Being asked

Set an example

Identification with causes

Religious beliefs

Expected in social network

Good business sense

Leaving legacy

Limit funds to heirs

Percentage of HNW households reporting that they would

give more to charity if the following occurred

Exhibit 7

Why give? Why give again?

26

In light of this demand for more and better performance information, !nancial institutions with signi!-cant donor services—including JP Morgan Chase, Wells Fargo, Bank of America, UBS, and Schwab Charitable—are expanding their philanthropy-related products and advisory services, offering more donor education forums, collecting nonpro!t performance information, and/or adding professional staff with nonpro!t expertise. Several !nancial executives interviewed were enthusiastic about partnering with nonpro!t-sector intermediaries and foundations in an effort to gain access to more information on nonpro!ts and better serve their high-net-worth customer base.23

Suggestions for improvement

There is good reason to believe that better information would result in more impactful choices by indi-vidual donors. As one !nancial services professional put it, “I believe performance information is like e-mail was in the ’80s. Donors don’t know they want it because they can’t imagine it, but they will !nd it very useful once it’s widely available.”

23 As this paper was published, a severe credit crisis was roiling the !nancial markets. While it is impossible to predict how the crisis will play out, it may reduce the near-term capacity of some !nancial institutions to expand their philanthropic services.

What motivates high-net-worth donors?*

* Defined as households with Incomes greater than $200,000 or assets in excess of $1 millionSource: The Center on Philanthropy at Indiana University, Bank of America Study of High Net Worth Individuals: Initial Report, 2006

Impact-driven

Important motivations for charitable giving by

HNW households (percent

15

15

16

20

21

21

31

35

36

36

40

47

53

58

75Less money spent on admin

Able to determine impact of gifts

More financially secure

Better return on investment

Not already financially committed

Knew of more organizations

Able to use skills in nonprofits

More access to research

Understood goals of nonprofits

More info on giving vehicles

Name would not be made public

More time

Less legal red tape

Able to compare notes with peers

Not already leaving donations in estate1

1

8

26

27

29

57

62

62

62

64

69

82

83

86Meet critical needs

Giving back to society

Reciprocity

Desired impact

Nonprofits provide services

Being asked

Set an example

Identification with causes

Religious beliefs

Expected in social network

Good business sense

Leaving legacy

Limit funds to heirs

Percentage of HNW households reporting that they would

give more to charity if the following occurred

Exhibit 7

Why give? Why give again?

Page 23: Emerging Trends

WiredWealthyTake‐Away

•  Majordonorsreadyouremailandsocialmedia•  TheymakeafirstgiB– Becausetheybelievethatyoumeetcri0calneeds– Becausetheywanttomakeanimpact

•  Theycon0nuetogive– WhentheyknowtheirgiBimpact– Whentheyseereturnonphilanthropicinvestment– Whentheyunderstandyourgoals

Page 24: Emerging Trends

20

Actively use information to drive performance and underpin fact-based conversations about impact

It is not enough to gather the right kinds of information; nonpro!t leaders need to use that information to drive performance and make decisions that lead to greater social impact. Every nonpro!t should have a robust performance management system. A good system sets annual targets, gathers data on how well those targets are being met, triggers periodic discussions on what needs to be done to address emerging shortfalls, and rewards leaders that achieve goals important to the mission. A periodic review of the strategies underlying the targets is an equally essential element of a performance-oriented culture.

Nonpro!ts should also use this information to engage with stakeholders in a candid dialogue about successes, failures, and lessons learned. Just as for-pro!t companies typically track a broad range of metrics to drive operational performance and a subset of metrics to report

Availability, accessibility, and

quality of proxy informationYes

No

Exhibit 5

Management

and support

Feedback

Metrics

Program and

goals

Type of information

Is the information . . .

Mission

Strategy

Logic model4

Management team/board

Peer networks

Funders

Beneficiary feedback

Expert/peer/donor ratings

Awards

Output metrics

(e.g., # of meals served)

Organization metrics (e.g.,

staff size, turnover)

Financial metrics

(e.g., fundraising costs)

Knowable?

Publicly

available?1

Easy to

get?2 Analyzed?3

1 Publicly available through a nonprofit’s annual report or website

2 Searchable and easy to get online through aggregated website(s)

3 An independent third party has analyzed the information

4 Alternatively termed an impact model or theory of change

20

Actively use information to drive performance and underpin fact-based conversations about impact

It is not enough to gather the right kinds of information; nonpro!t leaders need to use that information to drive performance and make decisions that lead to greater social impact. Every nonpro!t should have a robust performance management system. A good system sets annual targets, gathers data on how well those targets are being met, triggers periodic discussions on what needs to be done to address emerging shortfalls, and rewards leaders that achieve goals important to the mission. A periodic review of the strategies underlying the targets is an equally essential element of a performance-oriented culture.

Nonpro!ts should also use this information to engage with stakeholders in a candid dialogue about successes, failures, and lessons learned. Just as for-pro!t companies typically track a broad range of metrics to drive operational performance and a subset of metrics to report

Availability, accessibility, and

quality of proxy informationYes

No

Exhibit 5

Management

and support

Feedback

Metrics

Program and

goals

Type of information

Is the information . . .

Mission

Strategy

Logic model4

Management team/board

Peer networks

Funders

Beneficiary feedback

Expert/peer/donor ratings

Awards

Output metrics

(e.g., # of meals served)

Organization metrics (e.g.,

staff size, turnover)

Financial metrics

(e.g., fundraising costs)

Knowable?

Publicly

available?1

Easy to

get?2 Analyzed?3

1 Publicly available through a nonprofit’s annual report or website

2 Searchable and easy to get online through aggregated website(s)

3 An independent third party has analyzed the information

4 Alternatively termed an impact model or theory of change

Page 25: Emerging Trends

INFORMATION:EXPERIENCE

Page 26: Emerging Trends

OurTake‐Away  Surveydonorsandindustrybestprac0ces—andapplythelearnings! Burkedonorsurveycorroboratedcommonwisdom:designateappeals,communicateimpact,increaseonlineandofflineconnec0ons

 Digitalmediaassessmentconfirmedwhatworked(interac0ve)andwhatdoesn’t(textmessaging)

  Informdecision‐makinganddonors:knowyourdonorsandletthemknowyou

  Investinnewideasandcreatetransforma0onalopportuni0esfordonors

Page 27: Emerging Trends

INNOVATION:TRENDSANDEXPERIENCE

Page 28: Emerging Trends

INNOVATION:TRENDS

Page 29: Emerging Trends

MobileInnova:on?

•  InJanuary,PewandtheBerkmanCenteratHarvardreleasedareport:tled“RealTimeCharitableGiving”thatanalyzestrendsinmobilegiving.

•  Findingsincluded:•  9%ofdonorshavegivenviatextmessage•  43%indicatedtheywereinfluencedtogivebyfriendand

familysharingviasocialmedia•  50%ofmobilegiverssaytheyweredrivenbyimpulse•  58%ofmobilegiversindicatethataKertheirdona:on,

theirconnecttothereceivingorganiza:onis“nottooclose”or“notatall”

Source: Pew Research Center, Berkman Center for Internet and Society, mGive Foundation, “Real-Time Charitable Giving”, January 12, 2012, http://www.pewinternet.org/Reports/2012/MobileGiving.aspx

NotStrategicGiving

Page 30: Emerging Trends

SocialInnova:on?

Page 31: Emerging Trends

Communica:onvs.givingchannel

PAGE 7 Using Facebook to Meet Your Mission: Results of a Survey • !"#$%&'((

In addition to constituent impact, we asked respon-dents about goals not directly involving constituents that can be easily quanti!ed. "ese included website tra#c, donations, email list size, and moving people to action, or advocacy actions.

Respondents reported the most success using Facebook to direct new people to their websites—almost 300 re-ported “some” or a “substantial” increase in web tra#c attributable to Facebook. Free web analytics tools, like Google Analytics, make tracking visitors from a link on a Facebook page one of the most measurable goals included in this survey.

Survey respondents interested in moving people to take some form of action for a cause, like signing petitions or other advocacy actions, also reported more success than failure—66 percent achieved moderate to sub-stantial results. Online petitions and other political or advocacy actions are not di#cult, demand little time, and are easily spread through Facebook and other social media.

DRIVING TRAFFIC AND ACTIONS

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Increased WebsiteTraffic

Moved Peopleto Take Action

IncreasedEmail List

Increased Donations

% A

pplic

able

Res

pond

ents

)*+,%-./+0**1%2+34%)567+%/*8,969:+89,%9*%./96*8;

CASE STUDY

The Bookkeeping Center Based in New York City, The Bookkeeping Center prepares low-income and unemployed individu-als for new careers in bookkeeping and finance through classes and job placement training. Staff usually spends about two hours a week on Facebook posting articles and videos about finding and keeping jobs, and about the accounting community in general, to provide students with extra help. They’ve encountered some difficulty using Facebook to share informa-tion with constituents because many students lack Internet access, or even computers, and as a result most discussion remains offline.

However, the Bookkeeping Center has seen great results using Facebook to connect with other individuals at both locally and nationally. Its Facebook presence drives traffic to the organization’s website, and Google Analytics

(continued on page 8)

See Appendix A for a more detailed explanation and breakdown of this data.Source: Idealware, “Using Facebook to Meet Our Mission”, June 2011, http://www.volunteertoday.com/PDF/Facebook_survey_2011_v2.pdf

PAGE 10 Using Facebook to Meet Your Mission: Results of a Survey • !"#$%&'((

We also asked respondents about the results they achieved for several goals that are frequently mentioned by nonpro!ts using Facebook but are that are di"cult to quantify or measure. #ese include providing infor-mation, increasing awareness and spreading resources more widely. Because they can be di"cult to quantify, many are a measure of an organization’s perception rather than its success. #is sort of data can’t be standardized, and it’s di"cult to generalize, but it does provide insight into how organizations think about Facebook.

Almost across the board, survey respondents said they’d had success—at least 80 percent reported moderate to substantial positive results in all three of these goals. Half of all respondents reported that using Facebook had increased awareness of their organization, but said they did not see a notable increase in any kind of con-stituent. What does awareness mean to an organization if it doesn’t result in attracting new people, and why would one increase not accompany the other? Don’t make any of these objectives a goal until you have solidly de!ned what it means to increase awareness or spread information and can work to achieve what you set out to achieve.

Each of these perceived goals means something di$erent to each organization. What would they mean to yours?

INCREASING AWARENESS AND INFORMATION

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

% R

espo

nden

ts

Providedadditional information

Spread our informationmore widely

Increasedawareness of

our organization

No effect

Minimal

Some

Substantial

100%

)*+,%-./+0**1%2+34%0563)%.7.8+9+,,:

Page 32: Emerging Trends

Youcan’tuseittofundraise…Butyoursupporterscan.

© June 2011 | 2000 Daniel Island Drive, Charleston, SC 29492 T 800.443.9441 E [email protected] W www.blackbaud.com

5

Figure 5: Fundraising Methods

Online Tools: Easy or Difficult to Use

It’s fair to say that online fundraising is easy and effective for peer-to-peer fundraising events. When

asked to rate the online fundraising tools provided by the nonprofit, from one ("extremely difficult") to

ten ("extremely easy"), on average respondents gave the tools an eight. This high rank provides great

opportunity for organizations to incorporate online tools into their event strategies. Organizations should

consider how they are currently messaging online tools and uncover if there are additional ways to spread

the word or provide instructions on how peer-to-peer fundraisers can be utilizing the tools.

Survey respondents were asked if they used the online tools provided by the organizations. Of the

45 percent of respondents who used online tools, 58 percent personalized their pages. It is worth

mentioning that while 45 percent used online tools, 73 percent of respondents used email while

fundraising. It appears that some respondents choose to use their established personal email accounts

rather than the email tool provided by the nonprofit organization.

Additional Blackbaud research, outside of the survey, shows that individuals who personalize their pages

and use online tools raise six times more funds than non-users. Ease-of-use is one reason participants

raise more online, but every time a participant goes online to check their fundraising progress, send an

email, or update their fundraising page, the organization is able to connect with them about their work,

the cause, and the impact they are making. Building relationships online and offline with peer-to-peer

fundraisers is crucial to event and fundraising success.

Figure 6: Did you use online tools? Figure 7: Did you personalize your page?

Peer-to-Peer Event Fundraising Consumer Survey

Letters/postal mail

Email Phone calls In-person asks Social networking/

media

Hosted an event

(guest bartender

night, house party,

bake sale, etc.)

Other

41%

73%

58%

80%

49%

31%

18%

Yes45%

No55%

Yes45%

No55%

Continued on following page

Source: Blackbaud, “Peer-To-Peer Event Fundraising Consumer Survey”, June 2011 https://www.blackbaud.com/files/resources/downloads/WhitePaper_RunWalkRidePeerToPeerParticipantSurvey2011.pdf

Page 33: Emerging Trends

IfThey’llShareThis…They’llcertainlysharethis…

Page 34: Emerging Trends

Itisn’tallfundraising…

Page 35: Emerging Trends

AVisualTrend

•  Visualandinterac:vemedia(i.e.video)areontherisewiththetrendtowardssmallercompu:ngdevices

•  Contentneedstobeincreasingly‐able

Page 36: Emerging Trends

Be(P)interes:ng

•  Pinterest– Highly‐visualsocialnetworkofimages– LaunchedTwoYearsAgo– 10MillionUniqueVisitorsperMonth– 2,702%IncreaseinvisitorssinceMay2011– AverageTimeonSite=15.8Minutes– 50%ofusershavekids– 28%ofUsershaveHouseholdIncome>$100k– 40%ofusersare35yearsoldorolder

Page 37: Emerging Trends

Innova:onTakeAway

•  Leveragemobilesolu0onsthatservedonors.Givethemrichcontentorgivethemtoolstobelerfundraiseforyou.Thinktwiceaboutmobilegiving.

•  Unleashyourcontentandmakeit‐able.Search‐able,scan‐able,embed‐able,comment‐ableandmob‐able(i.e.mobile‐friendly).

•  Highlyvisualcontentandvideoarewell‐suitedtomoibleandtabletcomputers.

•  Usesocialtomagnifyyourbrand–talkaboutyourmissionandoutcomes–itisn’tallfundraising.

Page 38: Emerging Trends

INNOVATION:EXPERIENCE

Page 39: Emerging Trends

InvestmentPays…andPaysOff

•  Advantagenewtechnologyandstrategiestoextendreachofexis0ngevents

•  Makewayforthenew:UseROIanalysestorefreshandreplacefundraisingac0vi0es

•  Tailorengagementandgivingopportuni0estoappealtothe“venturephilanthropy/investment”mindset

•  Gowherethedonorsare—theglobalcommunity

Page 40: Emerging Trends

BuildanInclusiveApproach

•  Researchshowedthatsocial,digitalandmobiletrendscutacrossdemographicandeconomiclines.

•  Bewaryofadop:ontrends.•  Thinkaboutmobileopportuni:esthatmeetdiversecons:tuentsneeds.Considersolu:onsthataren’tjustfocusedoneventorannualdonors.WhatwouldaMajorGiKdonorwantinanapp?Avolunteersolicitor?

Page 41: Emerging Trends

SocialInnova:onBeeverywhere.Integratesocialintoallyourother

channelsandbringcontentfromyourotherchannelstosocial.

Page 42: Emerging Trends

QUESTIONS?

Page 43: Emerging Trends

ThankYou!!ShelleyBrown

VicePresident,Opera:onsChildren’sHospitalTrust

[email protected]

ChristopherMaddocksDirector,Informa:onManagement&Technology

Children’[email protected]

Page 44: Emerging Trends

Resources

Emerging Trends: the Changing Landscape of Health Care Philanthropy (AHP 2010) The Online Giving Study Network for Good and TrueSense Marketing The Cygnus Donor Survey 2011 Twitter – @clm2134 Presentation – www.issuu.com/clm2134/ Pinterest Board – pinterest.com/clm2134/emerging_trends


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