Title: Annual Town Hall Meeting
1- Annual Town Hall Meeting
- June 22, 2007
22006/07 Highlights
32006/07 Highlights
- International Volunteer Day
42006/07 Highlights
52006/07 Highlights
- Giving in Partnership
- Pre-Conference Dinner (May 31)
62006/07 Highlights
- Giving in Partnership
- Conference (June 1 and 2)
7Giving Survey2006 Donor Research
8Presentation Overview
- Survey Introduction and Methodology
- Consumer (Individual) Donor Survey Results
- Corporate (Business) Donor Survey Results
- Interesting Findings and Courses of Action
- Centre on Philanthropy Awareness and Courses of
Action - Question and Answer
9Survey Introduction and Methodology
- Total Marketing and Communications
- 401 interviews with a random sample of Bermuda
residents - 343 Bermudians
- 56 Non Bermudians
- 201 interviews with a random sample of on-island
businesses - 180 Local Companies
- 20 International Companies
10Consumer Giving
Majority of Bermuda households give to charities.
11Consumer Giving
Individual donors tend to support charities
focused on Health and Education.
12Consumer Giving
Majority of Bermuda households donate to
faith-based organisations.
13Consumer Giving
- Donors are more likely to support charities via
cash donations, or purchasing raffle tickets.
14Consumer Giving
- Individual donors tend to give primarily to
support a cause they believe in.
15Consumer Giving
16Consumer Giving
Effective charity administration important to
individual donors.
17Consumer Giving
Individual donors not completely satisfied with
charity management.
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18Corporate Donor Giving
- Majority of businesses have made a donation to an
on-island charity over the past year.
19Corporate Donor Giving
Some local companies are giving to charities at a
comparable level to international companies.
20Corporate Donor Giving
Businesses tend to support charities that are
focused on human services or public and societal
benefits.
21Corporate Donor Giving
- Donors not completely satisfied with charities
ability to adequately track funds, effectiveness
of their mission and accountability to their
donors.
22Interesting Findings
Majority of households and businesses do not have
giving budgets.
- Courses of Action
- Household Article in Giving Newsletter, and on
website - Corporate Donor Best Practices Guide and
Workshops, encourage participation in Donor Forum
23Interesting Findings
Media plays an important role in generating
public awareness of a charitable cause.
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- Courses of Action
- Charity spotlight in Giving Newsletter
- Nonprofit Profile Booklet (2007)
24Interesting Findings
Many individual donors do not consider
faith-based giving a part of charitable
donations.
Corporate donors do not restrict faith-based
organisations from receiving donations.
- Courses of Action
- Centre on Philanthropy Faith-Based Forum to
explore these findings.
25Interesting Findings
Individual donors marginally more dissatisfied
with charity performances.
- Courses of Action
- Communications workshops and guides for
nonprofits.
26Interesting Findings
Donations may increase if community is able to
donate online.
- Courses of Action
- Explore possibilities of furthering charities
use of technology in accepting donations
27Interesting Findings
Local companies are as likely to support a
charity with cash donations as by providing
in-kind goods and services.
- Courses of Action
- Encourage nonprofits, via monthly e-Bulletin and
website, to include lists of in-kind needs in
sponsorship packages. - Promote In-Kind Donations section of website.
28Interesting Findings
The majority of businesses have supported the
same charity for more than 20 years.
- Courses of Action
- Workshops (including AFP teleconferences) on
cultivating donor loyalty.
29Centre on Philanthropy Awareness Levels
Majority of residents and businesses are aware of
The Centre, however are not using the website.
- Courses of Action
- Overall About the Centre campaign
- Promote website
- More community outreach to ensure a diverse
support base
30Centre on Philanthropy Awareness Levels
Individuals more likely to go online when
seeking information about charities, while
businesses head to the Yellow Pages.
- Courses of Action
- Find opportunities for partnering with other
outreach groups and promotions organisations.
31Thank You
- Questions and (hopefully!) Answers
32Centre on Philanthropy
- Third Sector Manpower Survey
- June 2007
PwC
33What is the Third Sector?
- Public / Government agencies are referred to as
First Sector - Privately owned and operated businesses
industries are referred to as the Second Sector - Non-Profit agencies are referred to as Third
Sector entities.
34What is a Non-Profit Organization?
- Philanthropic or Non-Profit organizations
continue to command a prominent place in
Bermudas social and gift-giving infrastructure - Not every non-profit requires staff but those
that do are usually providing an essential
service to the Bermuda community - These organizations either support those less
fortunate or enrich the lives of all community
members - One of the primary differences between for and
not- for- profit organizations is that the latter
does not issue stock or pay dividends
35The Goal of the Survey
- The Centres goal was to conduct a non-profit
survey which would provide insight on the
compensation and benefits programmes offered
within the non-profit sector in order to attract
and retain competent, committed and qualified
human resources. - The survey findings will now become instrumental
in developing strategies to attract and retain
core resources to run and manage non-profits in
our community.
36Key Mandates for Non-Profits
- Sustainability
- Accountability
- Product Delivery
- These three key factors speak to effective
business management within the non-profit sector
and raises donor confidence that all resources
are being managed effectively, so that the sector
can sustain itself, be held accountable for
outcomes and deliver the product that it was
designed to do.
37Topics Covered in the Survey
- Compensation - total cash, including bonus
- Benefit policies
- Leave policies
- Paid / volunteer staffing
- Operational issues
- Reward Programmes
- Training Development
- Hours of Work
- Number of Incumbents
38Methodology
- The methodology utilized a questionnaire
completed by the participants, along with
follow-up telephone calls and interviews - 31 non-profits participated in the survey
- Over 273 full-time employees, 79 part-time
employees and 45 full time volunteers were
represented
39Methodology..
- 12 different job titles were reported on
- Core data was compiled on annual base salary,
bonus, target bonus percentage and number of
employees - The information was supplied on a strictly
confidential basis
40Methodology..
- The information is limited to identifying trends
among the participating non-profits and is not
intended to represent trends that may or may not
exist Island wide. - Proper and quantifiable trend analysis will
become more relevant as subsequent surveys are
completed
41Positions Benchmarked Within the Survey
- Executive Director
- Office Manager
- Administrative Assistant / Receptionist
- Bookkeeper / Senior Accounts Assistant
- Clinical Director
42Positions Benchmarked Within the Survey...
- Marketing / Communications Director
- Education Officer Coordinator
- Programme Coordinator / Event Coordinator
- Counselor
- Case Manager
43Definitions of Employee Groups
- Executive -This group encompasses the Executive
Director and/or top executive positions. This
group reports directly to the Board of Directors
and has responsibility for the overall planning,
controlling and directing of the various
departments within the organisation.
44Definitions of Employee Groups..
- Middle Management - This group reports directly
to an executive and has responsibility for
managing a major portion of a functional area or
programme. This group could encompass more than
one level of Middle Management.
45Definitions of Employee Groups..
- Other Staff - These employees may report to any
of the management levels defined above.
Generally, they have non-management
responsibilities and are on salaries. Typically
included in this group are administrative and
support staff, and technical /professional roles.
46Definitions of Employee Groups
- Full-time Employee - These employees are working
20 hours or more per week, or the organisation
defined them as full-time employees. - Part-time Employee - These employees are working
less then 20 hours per week, or the organisation
defined them as part-time employees.
47Executive Summary on Benefits
48Executive Summary on Benefits
49Executive Summary on Benefits
50Executive Summary on Benefits
51Executive Summary on Benefits
52Executive Summary on Benefits
53Executive Summary on Benefits
54What have we learned from the survey?
- The non-profit sector is a viable employer of
choice, offering benefits similar to employees in
the for- profit sector - The non-profit sector offers exciting career
options for those wanting to work in a
philanthropic environment, as an alternative to
the Public or Private Sector - The non-profit sector provides career mobility
and career satisfaction, comparable to the
for-profit sector
55Conclusion
- It is our belief that the survey results have
helped to mitigate many of the myths surrounding
employment opportunities in the Third Sector -
- One of the key myths that has been erased is
that most non-profits do offer attractive and
viable incentive plans for their staff,
comparable to the private and public sectors. - Also, similar professional positions can
be found in all three sectors Executive
Directors, Office Managers, Administrative
Assistants, Receptionists, Senior Accounts
Assistants, Bookkeepers, etc., all apply the same
skills and competencies and have the same degree
of worth, regardless of where those skills are
applied. -
56Conclusion..
- By collecting the data on the non-profit
workforce and analyzing compensation trends in
this growing field, there is a much clearer
picture on the viable career growth offerings
that remain competitive within this sector - The survey findings will now be instrumental in
developing strategies to attract and retain core
resources to run and manage the non-profits in
our community.
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