By Greg Duke
Nearly a year ago, many nonprofit organizations in the United States were scrambling to meet the GDPR (General Data Protection Regulation) implementation deadline of May 25, 2018. Last spring, when I spoke with several advancement services and prospect research professionals in the US, there was a great deal of confusion about what GDPR would mean to their fundraising activities across the Atlantic. The great hope was that, in due time, a lot of this confusion would be resolved by further instructions from the European Union, which would clarify the rules fundraising institutions have to follow. Unfortunately, during this time, little has been decided about the future of data protection regulations and what those regulations mean with regards to fundraising institutions in the US.
By - Greg Duke
During this time of year, many Directors of Advancement Services start to make plans about what their offices are hoping to get done next year. If you’re in charge of maintaining a nonprofit database, one of those plans should be to clean up and improve the data about your prospects and donors. Even the best-maintained database may have problems: incorrect data, data in the wrong places, fields that need to be cleaned up, or segments in the database that need to be repaired. Yet there never seems to be enough time to allocate toward fixing the problems. And it only seems that there is enough inclination when something important like a database conversion is about to happen.
While driving home from Apra Prospect Development, I listened to this TED talk. The article brought my mind back to some work I’m doing on estimating the number of gift officers needed to meet a campaign goal. For analytics projects like this, I use the traditional prospect count – 150. However, I have wondered if that portfolio size is just an inherited paradigm. The TED podcast gave some insight by introducing me to Dunbar’s Number.
All businesses are unique, and each requires its own blend of strategic and operational competencies in order to be successful. However, every organization, regardless of industry, competitive, or environmental factors, has common basic needs. At its core, an organization cannot exist without the following:
Nonprofits tend to think of this list as these three things:
Is there anything that these two approaches can teach each other? If nonprofits were “run like a real business,” as we often snip in our office hallways, what would feel different? This article takes a look.