Annual Town Hall Meeting

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• Annual Town Hall Meeting
• June 22, 2007

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2006/07 Highlights

• Giving Newsletter

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2006/07 Highlights

• International Volunteer Day

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2006/07 Highlights

• Bermuda Volunteer Centre

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2006/07 Highlights

• Giving in Partnership
• Pre-Conference Dinner (May 31)

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2006/07 Highlights

• Giving in Partnership
• Conference (June 1 and 2)

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Giving Survey2006 Donor Research
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Presentation 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

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Survey 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

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Consumer Giving
Majority of Bermuda households give to charities.
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Consumer Giving
Individual donors tend to support charities
focused on Health and Education.
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Consumer Giving
Majority of Bermuda households donate to
faith-based organisations.
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Consumer Giving

• Donors are more likely to support charities via
  cash donations, or purchasing raffle tickets.

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Consumer Giving

• Individual donors tend to give primarily to
  support a cause they believe in.

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Consumer Giving
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Consumer Giving
Effective charity administration important to
individual donors.
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Consumer Giving
Individual donors not completely satisfied with
charity management.
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Corporate Donor Giving

• Majority of businesses have made a donation to an
  on-island charity over the past year.

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Corporate Donor Giving
Some local companies are giving to charities at a
comparable level to international companies.
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Corporate Donor Giving
Businesses tend to support charities that are
focused on human services or public and societal
benefits.
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Corporate Donor Giving

• Donors not completely satisfied with charities
  ability to adequately track funds, effectiveness
  of their mission and accountability to their
  donors.

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Interesting 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

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Interesting 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)

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Interesting 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.

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Interesting Findings
Individual donors marginally more dissatisfied
with charity performances.

• Courses of Action
• Communications workshops and guides for
  nonprofits.

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Interesting 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

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Interesting 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.

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Interesting 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.

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Centre 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

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Centre 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.

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Thank You

• Questions and (hopefully!) Answers

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Centre on Philanthropy

• Third Sector Manpower Survey
• June 2007

PwC
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What 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.

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What 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

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The 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.

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Key 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.

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Topics 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

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Methodology

• 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

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Methodology..

• 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

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Methodology..

• 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

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Positions Benchmarked Within the Survey

• Executive Director
• Office Manager
• Administrative Assistant / Receptionist
• Bookkeeper / Senior Accounts Assistant
• Clinical Director

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Positions Benchmarked Within the Survey...

• Marketing / Communications Director
• Education Officer Coordinator
• Programme Coordinator / Event Coordinator
• Counselor
• Case Manager

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Definitions 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.

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Definitions 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.

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Definitions 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.

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Definitions 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.

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Executive Summary on Benefits
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Executive Summary on Benefits
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Executive Summary on Benefits
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Executive Summary on Benefits
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Executive Summary on Benefits
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Executive Summary on Benefits
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Executive Summary on Benefits
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What 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

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Conclusion

• 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.

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Conclusion..

• 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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• Thank you for coming.