Trinity University


Trinity University is one of the nation’s leading private, liberal arts universities, with 2,600 students on its San Antonio, Texas campus. Clint Shipp, Ph.D., the Senior Director at Trinity, was brought on board to formalize projects and processes as a capital campaign was contemplated. “As a prelude to a feasibility study, we wanted to further analyze our database to gain a thorough understanding of our constituents’ ability and propensity to give,” says Shipp.

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Healthcare Charities


Since 1983, Healthcare Charities has been serving the people of rural central, eastern and northern Maine by supporting the philanthropic efforts of the Eastern Maine Healthcare System (EMHS). With a guiding tenet that philanthropy has a way of bringing people together working for a common goal and realizing amazing success, Healthcare Charities works with its local community to garner support for its hospitals and other member organizations to keep them on the cutting edge of technology. Thoughtful gifts of all sizes make possible the equipment and research that EMHS doctors and scientists need to make the important discoveries today that will help build a healthier tomorrow.

Healthcare Charities has traditionally had a sizable number of donors and prospects; in fact, their database holds almost 200,000 records across more than a dozen affiliate hospitals, programs and healthcare organizations. For the past few years, their management team had been looking for ways to build a segmented and targeted approach to fundraising. In late 2010 they decided to consider screening batches of records in order to identify and target their top prospects and inform their funraising strategy. In February 2011, they selected WealthEngine, Inc.TM and engaged its research and screening services, with the following goals:

  • Screen recent donors and determine a cultivation plan
  • Integrate the screened data into their donor management system
  • Use data mining to compare major donor files with patient records to target grateful patients

Screening Donors for Effective Cultivation

Healthcare Charities started by screening 21,000 records across seven affiliate hospitals and healthcare organizations to get a feel for who is giving, discover what their wealth profile is, and determine if there is room for additional solicitations. This allows the respective development teams to focus on their top prospects and cultivate relationships for additional gifts.

“Our data is separated for each of our affiliates, and while each does their own fundraising, they rely on Healthcare Charities for guidance, support functions, and for managing their gift processing,” explains Marianne Grifasi-Miller, Senior Information Systems Technologist at Healthcare Charities of Bangor, Maine. They have found the screened data to be invaluable in planning direct-mail programs, the first two of which are set to launch this Summer.

Integrating Wealth Data for Better Fundraising Results

Determining the Desired Level of Integration – Healthcare Charities uses The Raiser’s Edge® from Blackbaud® for fundraising and for managing their donor information. Using a mass import approach they looked at the available fields and prioritized which fields they would add to the system based on the criteria provided by the fundraising teams within their affiliate hospitals and organizations.

“While some of our affiliates wanted every bit of information in there, we couldn’t put it all in. We had to prioritize. By working with my WealthEngine client services manager and being able to seek advice from her, I used WealthEngine’s core tables as a starting point and then determined what fields were necessary to include,” explains Grifasi-Miller.

Validating Data – Before importing into the live environment, the fundraising teams conducted spot checks to validate the data. Fortunately, no major discrepancies were found, in large part because the team had first confirmed the accuracy of data already in the system, including contact information, checking for duplicate entries, and standardizing gift tracking.

Benefits Realized – The team has found the wealth data invaluable in analyzing past donor attributes and compiling targets for direct-mailings. They look at charitable giving history, stock holdings and pensions, real estate holdings, hard assets, and propensity to give scores and gift capacity ranges.

“With all of the information in one place, our gift officers can quickly understand the donor or prospect and determine how to best approach that individual,” explains Grifasi-Miller.

Next Steps – Since the initial integration was completed in February and Healthcare Charities has had the opportunity to work with the information, they have added some fields that were not included in the initial mass import.

Data Mining

Moving forward, Grifasi-Miller’s plans to conduct a data mining exercise with WealthEngine to analyze their major donors, so that this data can be cross-referenced against patient data that is stored in a separate system. Essentially, their hospitals will be able to screen patients on a daily, weekly or monthly basis and cross-reference the results against the major donor file, allowing them to spot those who have previously donated and, with some special attention, may give again.

Using this analysis, the gift officers can cultivate relationships that have potential for major gifts and develop a grateful patient program by targeting individuals for repeat donations based on their estimated giving capacity and propensity to give scores. “We are very excited to do this data mining exercise, as it will allow our affiliates to design a grateful patient program and ultimately better coordinate and time their fundraising ask with the patient’s visit or interaction with the hospital,” explains Grifasi-Miller.

Critical Support, Every Step of the Way

Having detailed and accurate wealth data integrated into their donor management system gives Healthcare Charities a boost in the work they do with their affiliates. “We are able to provide our affiliate organizations and hospitals with immediate and direct access to quality, actionable data, thanks to the screening data we integrated from WealthEngine.”

Their satisfaction in having selected WealthEngine is evident. As Grifasi-Miller explains, “WealthEngine staff has been extremely knowledgeable and helpful. We have had a great experience working with their team. Everyone has been quick to respond, eager to help and willing to go the extra mile. It’s been a pleasure to work with fundraising professionals that are dedicated to serving me and my organization.”

Yale-New Haven Hospital


Qaya Thompson, Development Researcher at Yale- New Haven Hospital (YNHH), doesn’t believe in creating any barriers to prospect research. “I support seven development officers (DOs),” says Thompson, “and I want them to have accurate wealth information when and where they need it, as timing is everything in fundraising. All of our development staff have access to FindWealth Online and use it as their primary prospect research tool.” The development officers have been shown how to use and interpret the analytics, such as the WealthEngine gift capacity ratings and P2GTM (propensity to give) scores, which are also integrated into YNHH’s Raiser’s Edge database. Thompson adds, “If they need further information or justification of data, I do in-depth research and create a more comprehensive profile.”

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Arena Stage


Arena Stage is a Washington, D.C. based Theater Company that produces, presents, develops and studies American Theater. Now in its 62nd season, they host more than ¼ million audience members each year. Arena’s Chief Development Officer, Danielle St. Germain-Gordon, has been with Arena for 18 months, and has a rich background in arts development, including eight years as Associate Director of Development at The Shakespeare Theater and a three year stint as Vice President of Institutional Advancement at the American Association of Museums. She works with a staff of seven who specialize in individual giving, membership, corporate support, operations, prospect research, grants and donor relations. They raise approximately $5.2MM annually for operations.

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Animal Humane Society


The Animal Humane Society (AHS) is the largest animal welfare organization in the upper Midwest, serving the Twin Cities metro area with five shelters and caring for more than 25,000 animals annually. The impact of the organization is evident in the decline of homeless animals as new holistic programs are implemented by AHS to help keep animals in homes, to spay and neuter animals, and to provide more services for animals to increase their adoptability.

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Ronald McDonald House Charities


The Chicagoland and Northwest Indiana affiliate is the largest chapter of Ronald McDonald House charities in the United States, providing over 22,000 nights of respite annually to families of hospitalized children. The chapter was formed officially in 2005 with the merger of several independent houses, although the first area house was opened in1977. The charity currently operates four houses in the greater Chicago area. In addition to providing housing for families near its affiliate hospitals, Ronald McDonald House Charities-Chicagoland and Northwest Indiana (RMHC-CNI) operates a Mobile Care unit, providing vaccinations and physicals to children in underserved areas, awards college scholarships to deserving and economically-challenged youth, and has recently opened the first in-hospital Family Room in Illinois, in conjunction with affiliate Edward Hospital.

The Challenge

Director of Capital Campaign Lisa Mitchell joined the RMHC-CNI fundraising team of four in 2009 and was asked to manage the organization’s first ever capital campaign. The $30MM campaign had been planned and the silent phase launched in 2008. The campaign is to fund the building of the world’s largest Ronald McDonald House, with 14-stories and 86 guest rooms.

Mitchell came from an advertising, marketing and branding background. Starting in 2000, she worked on the advertising campaign for McDonald’s corporate account. This led her to Ronald McDonald House Charities, where she began volunteering by preparing meals for families staying at the homes. “When asked to join the staff, I was a novice fundraiser,” says Mitchell, “but a committed volunteer and donor with a true passion for the mission and the good I could see being done in the community.”

Prior to launching the campaign, RMHC-CNI screened their entire database to help them evaluate their potential for fundraising and to reprioritize their prospects. When Mitchell came on board, she felt the screening was a useful tool, but she realized the top prospect lists had been exhausted and she still needed to raise $10MM. With only four staff members in development, she needed to narrow the prospect lists and specifically identify potential supporters connected to their 30-member board and 26 member campaign steering committee. “I needed very specific, immediately actionable information that our board members could use and be successful with. When I took over the campaign management, we were in a stall. I wanted to quickly breathe life into the campaign and regain momentum,” says Mitchell.

The Solution

Mitchell worked with WealthEngine to create a high-potential prospect list using Circle of Friends analytics. RMHC-CNI provided their list of board and steering committee members (their “Inner Circle”), and WealthEngine determined who their connections (Circle of Friends) in the community were. Once those connections were identified, they were screened and profiled, providing Mitchell with lists of 147 individuals sharing a connection to their board and steering committee members. Each connection is someone with a relationship to the organization through an Inner Circle member, and has the capacity to significantly impact the campaign and the future of the charity. This was exactly the specific, actionable information Mitchell was looking for.

The Result

“This campaign has allowed us to push our board and committee members in directions they would not have gone before,” shares Mitchell. “They are dedicated advocates and donors. And both our board members and WealthEngine’s Circle of Friends Analytics have helped to make us aware of many potential new friends. It helped our best, most enthusiastic supporters realize that they had even more contacts that could help the charity than they had realized.

Next Steps

With $24MM of their $30MM goal now in hand, Mitchell and the team see the end in sight. The new House, located in the downtown area of Chicago, is now complete and open as of June 26, 2012. For the past several months they have been able to conduct “Dusty Shoes Tours” which Mitchell describes as “one of our best sales tools.” As neighbors from the densely populated downtown area are invited and attend these tours and other campaign events, they see firsthand what the charity is all about and catch a passion for the mission. “We have a very high success rate in keeping donors,” explains Mitchell. “Once in, they stay in.” For this reason, she feels optimistic that their many new capital donors will continue to help by contributing to operating support and program funding when the campaign is complete.

RMHC-CNI still has 18 months and $6MM to raise before the end of the campaign in 2013. After the opening of the house in June, Mitchell plans to revisit the targeted prospect lists they received from WealthEngine and continue a structured approach to engaging donors through their board and volunteer connections, and through tours and other events designed to allow potential donors and volunteers to see firsthand the enormous impact of RMHC-CNI.

All four RMHC-CNI development staff members came from backgrounds other than fundraising, and none had worked on a campaign prior to this one. The tremendous success of the first RMHC-CNI campaign is a testament to them, to the organization, its leadership and its mission. It demonstrates that with passion and perseverance, leadership and vision, and a few key tools and technologies, anything can happen.

Lessons Learned on the Campaign Trail

Mitchell has been learning fundraising and campaign management as she goes, and has some valuable advice for other novice fundraisers:

  • Carefully allocate your time. It’s time-consuming to work with committees and volunteers. Identify the movers and the shakers early on and spend most of your efforts supporting them. Don’t waste too much time with those who aren’t active.
  • A great way to engage people is through volunteering. If you’re lucky enough to have volunteer opportunities, ask prospects to get involved to experience the mission for themselves.
  • Don’t be disturbed by the natural ebb and flow of donations. You’ll go through periods where everything “clicks” and you are energized, and then will come a period where nothing seems to be happening. If you are patient, all the groundwork you’ve put in place will come to fruition and you’ll soon be in another period of reaping.
  • Be flexible. As the new RMHC-CNI house opens, donation requests may need to change. People might not want to pay for a mortgage. But they will want to fund the activities and programs that are going to take place onsite, so a new and compelling case for support will be needed.

Teach For America


Teach For America (TFA) is a national teacher corps of college graduates and professionals who commit to teach for two years and raise student achievement in public schools. TFA is growing the movement of leaders who work to ensure that kids growing up in poverty get an excellent education.

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Oregon State University Foundation


Oregon State University is Oregon’s Land Grant University and one of only two land grant universities in the country (the second is Cornell University in New York) to also hold sea, space and sun grant designations. The university was founded in 1868 and is approaching its Sesquicentennial or 150 year anniversary. Oregon State boasts strong agricultural, forestry, and engineering programs, as well as a superb ocean sciences program. At 26,000 students, the Oregon State community is home to students from all 50 states, and over 100 countries. The Oregon State University Foundation, the fundraising arm of the university, launched the public phase of OSU’s first ever comprehensive campaign in 2007 with a goal of $625 million. Raising more support from more sources at a faster pace than imagined, they have since adjusted their goal upward twice, and now stand to raise over $1 billion by the campaign close in 2014.

The Challenge

One of the campaign priorities directly impacting the university’s ability to raise the needed funds for this campaign and to lay the groundwork for future improvements in fundraising capacity and effectiveness was the Discovery Project. The establishment of the Discovery Project was deemed a campaign goal and sought to qualify 6,000 individuals (potential donors) identified capable of giving $25K and above for the major gift pipeline. This goal was shared by the Advancement Services, Prospect Research, and Fundraising teams. Advancement services would source the necessary data, prospect research would identify and verify the capacity of prime candidates, and major gift officers would qualify potential donors through direct contact.

Mark Koenig, Senior Director for Advancement Services at the OSU Foundation, joined the team in 2008, shortly after the public launch of the campaign, and became an integral part of the team responsible for building the Discovery Program. “Prior to 2008, we, like many institutions, screened our data the traditional way,” shares Koenig. “Prior to your campaign, you would do a full data base screening and never look back until the next.” When Koenig came on board, bringing experience from Rice University, Georgetown University and George Washington University, things changed. “OSU had done a full database screening with another company and had imported the returned data directly into our Advance database. It was problematic – no verification of the results had been done. Unfortunately, the data was just dumped in and not used strategically,” says Koenig. His first order of business was to back track and complete verification on the data that was in the data base.

This earlier screening had suggested to leadership that there were 6,000 individuals in the database capable of making major gifts to the campaign, and it was from this data that leadership included a discovery goal of 6,000 qualified prospects in their campaign strategic plan.

The Solution

Looking to do screenings in a more precise, structured and actionable way, Koenig brought in WealthEngine. “I had worked with WealthEngine in the past, and I trusted the data, so I added it to the slate of tools we use here at OSU. We started doing what I call ‘surgical screenings,’” says Koenig. “These are actually changing the way we do our work. We screen about 30,000 records per year, divided into mini-screenings, and they are tied to specific university goals.” Koenig attends management meetings, and as goals are identified for a project in agricultural sciences or a new building or other project, he and his team mine the university data to determine which records are appropriate to send for a miniscreening. They use WealthEngine’s on-demand screening service, which allows them to upload up to 6,000 records at a time and have them screened and returned the same day.

“Prior to sending the data, we look for those records in our sweet spot for capacity, age and other factors, and once we get the data back, research verifies the findings from the top down. Verification may take 15-30 minutes per record, depending on the complexity of the data matched,” explains Koenig. He points to one recent example, in which they screened a segment of prospects for OSU’s College of Engineering. “We got the results back, and there were 8 prospects in the $5 million+ capacity range. When we had reviewed them all, we ended up with two we didn’t know. One turned out to be a previously unidentified potential donor with huge capacity. Trust me, that was an invaluable find.”

The Results

Using the surgical screening method with WealthEngine, the OSU Foundation has already identified 7,815 constituents with capacity to make a gift of $25K or more who have had little to no contact from the University prior to identification. These were added to prospects already rated to make a total pool of 11,277 new prospects for the Discovery Project. Overall, the University has a pool of 22,366 rated prospects.

Research analysts spend approximately 25% to 30% of their time on screening verifications (or identifications), and major gift officers are tasked with qualifying the identified prospects forwarded to them by the Research Department, with goals for qualification varying by individual based on portfolio composition, longevity in field work, and other goals. “The important thing,” says Koenig “is that they actually have goals. That’s a key to making the Discovery Project work. If major gift officers didn’t have qualification as part of their goals, it simply wouldn’t work.”

Of the pool of prospects verified by research from the WealthEngine screenings, 3,462 have been qualified either by phone or through face-to-face contact. A qualification, according to OSU metrics, can be either positive or negative. “It is as important to learn that someone is not interested in the university as it is that they are,” Koenig explains. “We’re just a lot happier when we find out they are.”

Of the 3,462 qualifications, 1,506 or 44% have been positive and therefore have moved into major gift officer portfolios for cultivation. 569 of those, or 16% of those who were qualified, have been solicited for a major gift, and 184, or 5%, have made gifts to the campaign. These gifts have resulted in $11.4M in contributions to the campaign.

“The amazing thing is that this $11.4M in revenue is directly attributable to the work we’ve been doing. We didn’t hire any additional staff, we didn’t add to travel or hospitality budgets, the only direct expense attributable to the Discovery Project is the surgical screenings we’ve been utilizing since 2008,” according to Koenig. The screenings and the FindWealth Online subscription together have averaged about $9,175 per year, for a total over the past five years of $45,875. Because no other direct expenses were incurred in the project, ROI can be calculated as:

“While it’s true that staff time has been devoted both to the verification of prospects and the qualification of prospects,” he explains “the truth is that these staff members would have been doing prospect identification and qualification anyway, and likely it would have been much less efficient. Realizing a 24,750% ROI is simply phenomenal, and makes you wonder why everyone isn’t doing it.”

“When I started, I was leery of the 6,000 goal,” shares Koenig. “I wasn’t confident of the historical data we had on file. But now that we’ve been screening our prospects on a routine basis, and put the time into qualifying them, we have 11,000 prospects in our discovery pool, waiting to be qualified. Now it’s just a matter of time before we exceed the original 6,000-prospect goal.”

With responsibility and accountability built into the discovery process at OSU for both the research office and the major gifts team, the Discovery Project has been a huge success. Koenig stresses the importance of having leadership committed to a data-based approach to fundraising, and being disciplined about tracking activities and results. “We have to be aligned with the overall goals of the university,” he adds. “If we had to do a lot of full profiles of prospects, we wouldn’t have time to do this. Because the goal is to fill the campaign pipeline and seed the pipeline for the next campaign, we’ve been able to focus a lot of our time on discovery, and it has paid dividends.”

Next Steps

The OSU Foundation has taken its data-based approach beyond reporting and metrics and is building a formidable modeling arsenal, including ratings for enthusiasm, engagement and a just-released planned giving score. Having multiple dimensions on which to evaluate and cross-tabulate prospects allows Koenig’s Advancement Services group to serve many functional units. In addition to the major and annual giving teams, they provide data and analysis to the Alumni Association, who have used the enthusiasm score to identify volunteers and committee members, and the planned giving group, who have used data to limit their mailings from mass appeals to more targeted and actionable subgroups.

Koenig looks forward to the coming year, when he is planning to enrich the data files with demographic, behavioral and consumer data. With this addition of data in combination with his modeling scores, he hopes to create more powerful tools to guide and inform University strategies.

University of the Sciences


How does a two century old educational institution that has undergone tremendous change keep its alumni connected and engaged? University of the Sciences in Philadelphia, PA (USciences) is doing just that. Founded in 1821, the University was the first college of pharmacy in North America. Today, it has grown to serve more than 2,800 students across five colleges, offering undergraduate and graduate programs across a range of sciences and health sciences. From treating, researching, and studying diseases and cures on a molecular level to the medicines that improve the lives of people worldwide, USciences is about moving life forward.

The Challenge

As Vice President of Institutional Advancement, Carrie Collins is faced with the challenge of building effective fundraising and marketing programs across all aspects of the University, including Development, Alumni, Marketing and Communications, and Government and Community Affairs. With a staff of 25, of which only five focus on fundraising – including one focusing on major gifts, two professionals focused on annual giving, and one focused on corporate and foundation gifts, Collins is an avid believer in taking a data-driven approach to engaging donors and maximizing the ROI of fundraising.

USciences has three major fundraising programs: Major and Planned Gifts, Annual Giving and Corporate and Foundation Relations. Further emphasis is also being place on alumni engagement. “With all of the changes our institution has undergone since we achieved university status in 1997 – new buildings, new programs, a new brand and image – making our alumni feel connected to who we are today is important,” explains Collins.

The Solution

To maximize the effectiveness of these programs, Collins has utilized wealth screenings and appends to identify and segment donors, and to prioritize her team’s prospecting and cultivation efforts. She employs a number of analytic approaches to maximize and quantify her success, including:

  • Leveraging data to segment donors, create prospect portfolios and prioritize cultivation efforts
  • Developing a scoring system to categorize alumni volunteerism in each stage of the donor lifecycle
  • Tracking of ROI of individual fundraising activities, including solicitations and closures
  • Determining optimal resource allocations and workload assignments
  • Measuring the ROI of frontline fundraisers

Upon arrival to USciences in 2012, Collins immediately began to utilize the WealthEngine data to create meaningful portfolios of prospects that would provide the fundraisers on her team with multiple opportunities for success. For example, utilizing the expectation/rating metric, Collins would assign prospects to the appropriate fundraiser: prospects rated at $500,000 and above were assigned to her; prospects rated between $50,000 and $500,000 were assigned to the major gifts officer; and those rated lower were divided among the two annual giving fundraisers, with an eye to moving annual donors from one level of the leadership society up to the next and to engage and secure gifts from “future donors,” i.e., alumni who had never donated to the institution. As fiscal year 2013 comes to a close, Collins and her team are further refining the prospect assignments, using additional data points, including the number of years an individual has been a consistent donor, to make adjustments to the portfolios.

These data and analytic-driven strategies have enabled Collins to better allocate her team’s time and make more informed decisions around the cultivation strategies that are used. “We’ve done screenings and have used analytics to assess wealth, assets, giving capacity and propensity, but now more than ever before we are using this data to drive our moves management strategy.”

For example, one of their key initiatives this year is alumni engagement, which is centered on showing alumni how important their service to the University is, and celebrating their collective efforts as volunteers and donors. To do this, they have developed a series of key strategic indicators to measure success.

The close of fiscal year 2013 marks the second year that Collins and her Alumni Relations team have been tracking alumni volunteerism, and the first report of such activity–a comparison of FY12 and FY13–is slated for distribution in September 2013. By creating a series of categories of alumni volunteerism, including service on the alumni board, the board of trustees or one of the colleges’ boards of visitors, event hosting and serving as volunteer solicitors, Collins plans to show that USciences’ alumni population is engaged. Highlighting the number of volunteers, the level of their engagement, the number of hours contributed, and linking that information to the number of donors and aggregate dollars donated, Collins hopes to use data to quantify the elusive “alumni engagement” metric.

The Results

Looking at the aggregate data over a period of quarters provides a strong indication of an individual’s performance. While data from a single quarter can also let you know whether someone is on the right track toward success, overall performance cannot be isolated by reviewing a single quarter—after all, since when do gifts close on a consistent basis across quarters?

A frontline fundraiser was added at USciences in September 2012, with the following fourth quarter performance. Compared to her performance expectations, she is conducting an outstanding number of visits, which indicates that she is doing her utmost to meet as many prospects as possible. While the number of proposals she has submitted is low, her yield percentage is perfect. Thus, she does not appear to be engaging in ambush asks and has taken her time to settle into her role and ask at a time and for an amount that’s appropriate. Furthermore, she closed an amount that’s just below her expectation; again, as a newer fundraiser, this is evidence of outstanding fundraising performance.

Frontline Fundraiser: Major Gift Officer Quarterly Measures

Metrics MGO: Quarterly Measures MGO1: Actual
Visits 30 44
Proposals Submitted 4 2
Proposals Closed 2 2
Yield Percentage 50% 100%
Dollars Raised $125,000 $100,000
Cost of Employment (assuming 100% of time spent engaged in frontline fundraising) $42,082 $42,082
Net Dollars Raised $82,918 $57,918
Return on Investment Percentage 297% 238%

Collins herself is subject to performance expectations, and her fourth quarter performance is set forth below. Given that she spends approximately 25% of her time on fundraising, and a lesser dollar amount on travel and hospitality, her cost of employment figure is much lower. However, she is expected to raise a substantially higher amount of money, which represents an ROI of over 3,000%. Collins had an outstanding quarter, closing a $2,000,000 commitment, as well as a few others, resulting in an ROI of over 12,000%!

VP Advancement: Quarterly Measures

Metrics VP: Quarterly Measures VP: Actual
Visits 10 4
Proposals Submitted 3 6
Proposals Closed 1 4
Yield Percentage 33% 67%
Dollars Raised $500,000 $2,025,000
Cost of Employment (assuming 25% of time spent engaged in frontline fundraising) $15,625 $15,625
Net Dollars Raised $484,375 $2,009,375
Return on Investment Percentage 3200% 12960%

Alumni Engagement Results

Initial results of the data comparing alumni engagement in FY12 to FY13 are encouraging. The total number of alumni who volunteered rose 9%, assisted in part by the fact that four additional categories of volunteerism were offered– an increase of 21%. These alumni participated in 306 separate instances of volunteerism, which was a 5% increase over FY12.

Collins will continue to provide new and interesting opportunities for alumni to become engaged in a meaningful way with the University. By tracking this information and presenting it to alumni in a fun and interesting fashion, Collins believes that even more alumni will be inspired to reconnect with their alma mater.

Next Steps

Great fundraisers understand the art of the ask—how to cultivate, when to solicit, and for what purpose. We are all driven to use data in our profession, whether it’s to determine who our best prospects are or whether a particular messaging point was effective in a direct mail solicitation. An ROI report is a helpful tool to measure whether our fundraisers are taking best advantage of the data—the science—that is available to them to perfect their art.