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OAI Culture of Philanthrophy Audit
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Exit Survey
 
 
Hello and welcome to OAI's Culture of Philanthropy Audit Tool.

Successful nonprofits share an essential characteristic – a deeply embedded culture of philanthropy. The culture of philanthropy should be built on four pillars:
• A well-articulated and compelling case for support
• Close alignment between the board and executive leadership as to program and funding priorities
• Regular and on-going dialogue with donors and prospects to create a sense of partnership
• Strong systems and infrastructure to support day-to-day activities and longer term planning.

This tool has been developed to help you evaluate your culture of philanthropy against each of the four pillars. We hope that by completing this questionnaire you will gain clarity on the areas in which you are doing well, and an understanding of the areas in which your organization may benefit from a greater focus.

This tool is designed entirely for your own benefit. Your responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact Lauren Isaacs at [Phone Number] or by email at the email address specified below.

Thank you very much for your time and support. Please start with the survey now by clicking on the Next button below.
 
 
In order to allow us to share your results with you, please provide your name and email address. If you would like us to contact you to discuss any aspect of the quiz, or OAI’s services in the area of Culture of Philanthropy, please provide a contact telephone number.
First Name : 
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Thinking about your strategic positioning in the market, check all of the statements that apply, below.
 
Our organization is needed and valued by our constituents.
 
We have a well-documented track record of past success.
 
We have a clear vision for the future.
 
Donors have a good sense of how their money is used.
 
We have agreement on our core values as an organization.

 
 
 
Which of the following best describes your case for support?
 
It is well documented, formally approved by leadership, understood by staff and supporters, and underpins all our programming and operations.
 
Staff and supporters generally understand our case for support and it guides our programming and operations.
 
There is no agreement around the case for support and staff, donors and other audiences receive mixed messages about what we stand for.
 
 
 
Thinking about what drives your fundraising, and the connection to your case for support:
 
There is a clear and well-defined correlation to the case for support
 
Most of our programs and fundraising activities are based on or related to the case.
 
Our programs and fundraising activities are based on things we have done before and don’t relate directly to our case for support.
 
We don’t have a well-defined case for support.
 
 
 
As a tool to engage and motivate donors
 
Our case for support is compelling and engages both the hearts and minds of our donors.
 
Our case for support works on a rational level to explain what we do, but generally falls short of eliciting a passion for our cause.
 
We have a case for support, but it doesn’t really explain what we do or why it’s important to our community.
 
We don’t have a well-defined case for support.
 
 
 
Which of the following statements best describes your board?
 
Our board comprises a committed group of professionals with varied backgrounds who are passionate about our cause and who provide high level strategic guidance and direction to executive leadership across accounting, marketing, programs and fundraising.
 
Our board members are energized and passionate about our cause, but have a limited amount of professional expertise and experience.
 
Although our board members were recruited with the best of intentions, many of them have numerous other commitments that limit the time and energy they are able to commit to our cause.
 
Our board lacks direction and focus, and does not serve to guide and direct leadership.
 
 
 
The expectations placed on board members for giving and getting donations are:
 
Board members are expected to make a significant annual donation to our cause that reflects their financial capacity, and to motivate others to give. The expectations are clearly defined and articulated as part of the board recruitment process.
 
Board members understand that they are expected to contribute at some level to our organization, and to encourage others to donate. Our board members are well-connected in the cause community and work hard towards the achievement of our revenue goals, even without clearly defined “give” or “get” targets.
 
Board giving is inconsistent - some years we meet expectations but there is a lack of direction in this area.
 
Neither “give” nor “get” targets are articulated or defined as part of board recruitment or evaluation. Board giving fluctuates wildly from year-to-year.
 
 
 
Are your board and senior leaders:
 
Substantially in agreement on all major issues.
 
In agreement at least half of the time, and able to work through disagreements in a professional and constructive manner.
 
Frequently not on the same page. Staff is demotivated by the lack of agreement or clear direction.
 
 
 
Achieving fundraising targets depends on committing ample resources and aligning board, management and operational staff around these targets.
 
Our board, the executive team, staff and volunteers understand their role in, and are fully committed to fundraising as our top priority.
 
The importance of fundraising is well understood, but sometimes gets overlooked in our efforts to maintain programs and run operations.
 
We frequently fail to meet our fundraising goals due to a failure to embrace fundraising as the activity that most directly impacts our ability to serve our constituents.
 
 
 
How much do you know about why your donors give to your organization, and what motivates them?
 
We regularly conduct research to understand what is important to our donors and adjust our programs and fundraising accordingly
 
We have undertaken research in the past, but have had mixed success in implementing new programs or fundraising campaigns based on the results
 
We haven’t done research into donor motivation.
 
 
 
How good a job does your organization do engaging with current and prospective donors?
 
We have donor communication strategies and plans applicable to all levels of donors and prospects, and regularly monitor our performance against plan.
 
We diligently collect information about donors and prospects interested in donating to our cause, and use this database to send out regular communications.
 
We communicate with donors and prospects as time and money allow.
 
We don’t have good systems in place to capture donor contact data or act on it.
 
 
 
11. Thinking about your donor pipeline, check all of the statements that apply, below:
 
We use personal connections, cultivation events and social media to access new sources of funding and spread the message about our organization.
 
Everyone in our organization, from the interns to the CEO to the board, is active in recruiting donors and spreading the word about our cause.
 
Our prospect pipeline is prioritized to identify top prospects, mid-level givers and interested parties whom we can tap for in-kind, major giving, and annual support.
 
We understand the financial capacity of each donor group and tailor our outreach strategies to suit.
 
We regularly share information about the work our organization is doing, just to keep our donors and prospects engaged and informed.

 
 
 
Do you have clear pathways in place to elevate prospects to donors and donors to higher levels of giving?
 
We regularly evaluate our donor pool to determine whether donors are giving at capacity and to find ways to better engage with prospects.
 
We have an ad hoc approach to prospects and donors, and mixed success in moving prospects and donors through the pipeline.
 
We don’t have any pathways in place for prospects or donors.
 
 
 
Do you have enough staff, and the right staff, to achieve your mission and fundraising goals? Check all that apply.
 
We have frontline fundraisers focused on each of our revenue streams.
 
We have a good mix of skill sets on staff, and staff are aligned with projects and assignments that make the best use of their skills.
 
Staff have the bandwidth to analyze and report out on donor data on a regular basis, and we use this data to inform our strategic planning.
 
We have a stable staff with low turn-over in key positions such as CDO, MGO, etc.
 
Core adminstrative tasks are standardized across the organization and automated to the extent possible.

 
 
 
Have you invested in technology and systems to help your staff manage and report on donor data?
 
We use a constituent record management (CRM) system or other management database to maintain centralized records and manage prospect outreach and donors (for example Raiser’s Edge).
 
We have not invested in a CRM database (or our CRM has not been widely adopted), but individual staff maintain thorough records and systems to manage prospects and donors.
 
Record keeping is spotty and we are sometimes not able to pull out up-to-date information on donors and prospects
 
We are often frustrated in our efforts to connect with prospects and donors due to lack of efficient systems.
 
 
 
15. How effective is your donor tracking and cultivation? (check all that apply)
 
Our comprehensive records and donor tracking systems enable us to track in detail which donors have given, how much, when and why.
 
We always acknowledge all donations with a communication appropriate to the level of the donation.
 
Our staffing levels allow us to maintain regular, personal contact with major donors and prospects.
 
We have year-end giving systems and programs in place to leverage this annual opportunity.
 
We have effective systems in place to identify donors who have stopped giving and to reconnect with these individuals.

 
 
 
Do you track return on investment (ROI) and calibrate your programs and fundraising activities to ensure that you maximize your ROI?
 
Yes, we continually evaluate the success of our fundraising campaigns, and design effective new campaigns based on solid data about what motivates our supporters to give.
 
Some of the time
 
We’d like to do this but don’t have the systems in place yet.