tax

Research is Essential to Fundraising in the Era of Tax Reform

January 18, 2018
, , Community Studies, Financial Services

The Melior Group is pleased to share this special guest blog post written by:
Michele A. Schiavoni, APR, M.S.
Schiavoni Consulting, LLC
Marketing, Communications & Fundraising Counsel
[email protected] 

Nonprofits throughout the nation begin a new era in 2018, in part because of the tax law changes going into effect this month.  Respected sources including Giving USA Foundation and the Lilly Family Foundation project that the overall impact to the nonprofit sector could be a staggering $13 billion loss in individual donations.

Although I do not think the changes in charitable giving are sound public policy, the nonprofit sector has to adapt to survive and thrive.  The unintended consequences of the tax changes have yet to be experienced and when the full impact is felt, we may see corrective action in the future.  But for now, nonprofits have to pivot.  These changes do provide a unique opportunity for worthy, mission-based organizations to take inventory of how they communicate their value to their philanthropic investors.  Research tells us that tax incentives are NOT the prime motivator for individual giving.  Donors tell us they give to causes that align with their passion, and savvy donors are more focused than ever on measurable outcomes.  To remain successful, you must ensure your donors see your organization’s work as essential in a competitive philanthropic marketplace.

Qualitative and quantitative research is essential to position your mission-based organization for success in a post-tax reform era.  Why?  The changes in tax law only tell part of the story. There is a cluster of compelling reasons for fundraisers to bring a new sense of rigor to their strategic planning.  The reality is, prior to the tax law change, the nonprofit sector in America was already evolving; funders have become increasingly attentive to donor’s expectations around accountability.

Nonprofits should take a brand strategy tip from the for-profit sector.  Research is required in order to truly understand how your donors experience your organization.  The closer you align with your donors and prospects, the more opportunity you have for enhancing loyalty and sustaining philanthropic investment.  Consider qualitative research to gain new understanding for how your donors experience and react to your brand.

Engaging professionals to conduct qualitative research such as interviews with your donors, either one-on-one or in focus groups, will provide extensive insights into how your mission is perceived.  This input is essential to fashioning an effective case for support.  The closer you align your organization with your most valued donors, the more effectively you can sustain loyalty and gain the added advantage of growing your donor base.  If you are an educational institution focused on increasing alumni giving, don’t launch new social media campaigns and direct mail strategies UNTIL you have invested in listening to your alumni.  You need to know: what prompts alumni to give; when are the best times for them to convene; what do they want to hear more about from their alma mater?

A second and equally important step is to ensure that your organization’s operating plan measures impact.  The days of counting attendance at events to gauge success are behind us.  Today’s donors want to see the social impact of their investment and this requires a new commitment to measurement and research.  Donors care less and less about transactions and more and more about transformation.  There is no escaping the reality that your nonprofit’s outcomes must be supported by research-based metrics.   Your donors need to understand what you are improving and whose lives are changing because of what you do.  Community impact studies play a critical role in telling that story.   This applies accords the board from arts organizations to shelters.

Research is an essential next step in your nonprofit’s sustainability.   Your efforts will uncover more effective strategies for engaging prospective donors and sustaining relationships with loyal donors.  To thrive in this new era, you must invest in research.

Interested in discussing a research project for your nonprofit?  The Melior Group can help.  Contact Linda McAleer at [email protected] or  215-545-0054 x104.

Federations

How Federations can make the “bets” that really count for their communities

November 30, 2017
, , , , , , Community Studies

In a recent eJewish Philanthropy post, Rabbi Elie Kaunfer crafts a compelling case for “making a big bet” when investing in the Jewish community.  He notes the transformative effects of “big bets” such as Birthright, PJ Library and OneTable (helping young Jews share Shabbat dinners).

Most Federations, however, don’t have the luxury of making one “big bet.”  Instead, they face myriad competing demands to support programs and services of undeniable value to both their local and global Jewish communities.  How, then, do Federations decide which funding priorities to “bet” on – the ones that will pay off, by eliciting donor support and making their communities flourish?

One key for Federations to creating an effective funding strategy is understanding the priorities of their community – that is, identifying the programs and issues their community believes Federation should support.  In our work with various Jewish communities, we have seen significant, often surprising, differences in what communities identify as their desired funding priorities for their Federation, including:

  • Education
  • Support for Israel and global Jewry
  • Safety/security-related issues
  • Social issues (e.g., supports for vulnerable populations including the elderly, Holocaust survivors, people with disabilities, etc.)

Knowing what a community wants its Federation to fund and aligning the allocation process with those priorities can help maximize the impact of Federation’s investments.  By incorporating the community’s voice, Federations invest more than just the dollars they’ve raised… they invest community aspirations, which is more likely to translate to greater community satisfaction, participation and financial support.  Therefore, it is likely that this “bet” will literally pay off for Federation – with increased growth in the value of individual charitable donations and number of donors.

If you aren’t sure what your community’s funding priorities are, contact us.  We can help you find out.

Contact Sue Levine at [email protected] or 215-545-0054 x107.

jewish community studies

What does “being Jewish” mean… not just now, but for the future?

September 14, 2017
, , , Community Studies

The Melior Group works with Jewish organizations, including Federations and Day Schools, to help them better meet the current and emerging needs of the communities in which they operate.  Our approach includes developing community surveys, which usually contain attitudinal questions about Jewish identity.  Agreement with one such statement, “It is important that future generations of my family consider themselves Jewish,” is always high; generally, over 95% “agree,” and over two-thirds “agree strongly.”

Until recently, I have interpreted the nearly unanimous response this way:  in saying that they want their progeny to be Jewish, community members demonstrate their commitment to Jewish sustainability, and therefore – at least in some way – to the institutions and organizations which are essential to Jewish communal life.    A very smart colleague, however, has challenged me to look at this a little bit differently.

If I were to travel back in time to talk to my great-grandparents in Eastern Europe, I have no doubt that they, too, would strongly agree that “It is important that future generations of my family consider themselves Jewish.”  But, if they were to meet me today, would they feel that their hopes had been met?  In some ways, I have followed in their footsteps: for one thing, I would answer that attitudinal question the same way they would have.  I am a member of a synagogue, I’ve been to Israel and my family lights candles on Shabbat.  And yet…my daughters play soccer on Saturday, attend secular schools and love our annual lobster dinner.

Would my fore-fathers and -mothers claim victory, or even connect our Jewish practice to theirs?  I am not very confident that they would.

I’ve come to realize that while agreement with the statement “It is important that future generations of my family consider themselves Jewish” is high across the board, the expectations contained in that statement vary widely. This has implications for Jewish communal institutions, which both serve, and are sustained by, their communities. 

And this is why Melior’s work is so valuable; we can help individual communities learn about what it means to “be Jewish” there.  Our research asks questions and seeks answers that can help shape what “being Jewish” means in relation to Jewish communal organizations, such as:  What are the common denominators, the essential kernels of being Jewish?  How can Jewish communal institutions support and encourage participation among everyone who identifies as Jewish, in the spirit of inclusion and no judgement?  What can be done to nurture Jewish identity, while acknowledging and accepting that moving the needle toward greater involvement may or may not happen?

Through an exploration of how Jews within a given community define “being Jewish”, and their hopes for what future generations will believe and carry forward, Jewish community leaders can better serve their communities now and in the future, and leverage the widespread hope that Judaism – in its evolving shapes and forms – will live on.  

Interested in discussing a Jewish community studies project?  Contact Elizabeth Cohen at [email protected]/215-545-0054 ext. 103 or Sue Levine at [email protected] or 215-545-0054 x107.

jewish community studies

If You Ask, We Answer: Part 3 – Jewish Community Studies

August 31, 2017
, , , , , , , Community Studies, The Art of Research

Continuing our series about the common questions that our clients ask us:  our first post focused on the higher education sector.  This was followed by our post on the healthcare sector.  We now turn our attention to the world of Jewish community studies.

For 35 years and counting, The Melior Group has been in the business of answering questions for our clients.  And, while the techniques and methods we use to answer those questions have changed over time, many of the questions have not.

So when it comes to our clients in the Jewish community – Federations, synagogues, Day Schools and social services organizations – what kinds of questions is Melior answering, and how are our clients using the information?

At the most fundamental level, our clients want to know how they can make their Jewish communities more vibrant and their members more engaged.

Jewish communities these days often find themselves struggling to be relevant to their members.  While the needs of some in the community may be well-served by traditional communal institutions, new strategies and approaches are needed to combat decline and ensure long-term survival.

By using a consumer behavior approach to understanding community needs, interests, behaviors and attitudes, our work provides new insights into what makes these communities “tick”, and how best to leverage those insights to build stronger communities.  Community leaders want to know…

  • What does our community “look like” – demographically, attitudinally, spiritually, emotionally and even philanthropically?
  • What’s working and what’s not – programmatically and institutionally?
  • Where are the gaps? What do we need to do better?
  • How well do community members understand what we do? How can we better engage those at the margins of the community?
  • Where is the community headed?

The answers we provide have been used by our clients in a variety of ways, allowing them to:

  • Make informed policy decisions
  • Set priorities
  • Launch, grow, and sunset programs
  • Determine funding allocations based on credible data, not instinct
  • Bolster community planning efforts
  • Amplify development efforts

Though our findings can sometimes surprise, they provide a starting point for community soul-searching and ultimately, strengthening.

In addition to the questions we ask, our rigorous approach to figuring out who we need to reach in order to gather the information clients need, and determining the best methodology for gathering information, is central to our work.

Our research can help Jewish communities, their agencies and institutions, explore all of these issues and more.  Give us a call or send us an email and let us know how we can help.

For more information, contact Sue Levine at [email protected] or 215-545-0054 x107.

Rooster Soup Company

Melior Group People of the Moment, Rooster Soup Owners, Open Restaurant

January 23, 2017
, , , , The View From Walnut St.

A year ago we heard about Rooster Soup Company, which was clearly going to be more than just a new restaurant opening in Center City. The newest venture of esteemed chefs and restaurateurs Michael Solomonov and Steven Cook aimed to turn the unused parts of the whole chickens purchased by their restaurant Federal Donuts to make chicken stock for a variety of soups to be sold at Rooster Soup Company. Not only do perfectly good chicken parts no longer go to waste, but 100% of Rooster Soup Company’s net profits go to generating revenue for Philadelphia’s Broad Street Ministry, which provides vulnerable Philadelphians with meals and services such as a mailing address, access to free medical care, personal care items, and clothing.

Rooster Soup Company opened today at 1526 Sansom Street. Check out our original blog post to learn more about this exciting new restaurant, and visit the Rooster Soup Company website to peruse the delicious offerings on the menu. We encourage you to try out a meal there, and let us know what you think!

 

 

community studies

Community Studies: What Makes Your Community Thrive?

September 22, 2016
, , , , , Community Studies

We all belong to various communities, but we may not understand what defines them or what makes them thrive. Oxford Dictionaries defines community as: “A group of people living in the same place or having a particular characteristic in common.”

In our experience, this definition begs further consideration. At Melior, our work often centers on exploring what truly defines a community, understanding what community means to people, and identifying drivers for assuring that the community thrives.

Why is it important to understand your community? Many leaders of mission-based organizations and government programs are wondering about the drivers of “thrivancy” and what makes the communities they serve special and unique… the factors that define them, make them worthy of support, and that represent their values.

We have worked with communities across the country, where our studies have been used to contribute insight into the distinctive drivers of growth and prosperity, health and well-being, and overall quality of life. These descriptors define the unique and complex characteristics of each community, which helps our clients can carry out their missions and meet the needs of their communities, developing successful programming and services for the future.

Community A vs. B vs. C: They Couldn’t Be More Different

Recently, we examined three different groups: Community A, Community B, and Community C. We asked each community the same type of question, and the results in each were different:

Community studies graphic

How Can Each Community Promote “Thrivancy”?

In exploring the quality that each community sees as vital to “thrivancy”, its members and leaders have the opportunity to best serve the community’s needs, and foster that quality within their community.

Community A chose “diversity”, signifying that these people value access to multiple ideas and options, and living among people of varied backgrounds. Knowing this, the community leaders could benefit their members by offering programming that promotes diversity, such as immigration support services, an inclusive interfaith dinner, and community lectures from guests sharing different viewpoints.

Community B chose “respectful leadership”, indicating that the community members value polite and considerate behavior from their elected and appointed leaders. In order to ensure this type of relationship, community leaders could organize regular town hall meetings to elicit feedback, and volunteer opportunities where everyone works together and leaders are integrated into the community.

Community C chose “quality of life and family-friendly initiatives” as the most necessary drivers for their community to thrive. Therefore the leaders of this community could focus on services surrounding wellness, transportation, and education, and emphasize family-friendly programs such as safe walking paths to schools and an annual carnival in the park.

Community A, Community B and Community C all have very different ideas about what elements are necessary for their community to thrive. Thus, the members and leaders of each community should not take the same actions as one of the other communities.

Rather than comparing themselves to or emulating other communities, each community should respond to their members’ specific thoughts and values. From small to big, there are actionable steps Communities A, B, and C can take to build stronger communities.

How Melior Can Help You Engage Your Community

Clearly, the drivers that define “community” and “thrivancy” are different between Communities A, B and C, as are the reasons these drivers were rated so highly by community members. And that’s an important point to this endeavor: it’s not only knowing how members define their own communities, but why they do so.

The Melior Group is highly experienced in community studies and identifying community drivers. We utilize state-of-the-art methodologies, incorporating creative approaches to gathering community-based information. We also analyze the data specifically with the goals of our clients in mind, offering insightful, action-oriented information. Our clients are thus able to address community concerns and ensure that their community will thrive.

The key takeaway is this:  it’s important to know the drivers that make your community thrive, so you can best position your organization to carry out its mission and meet your community’s needs.

For more information on our work, please visit our Government/Civic Entities page or Mission-based Organizations page or contact Elizabeth Foley at 215-545-0054 x111 or [email protected].

Rooster Soup Company

Rooster Soup Owners Named Melior Group People of the Moment

January 28, 2016
, , , , The View From Walnut St.

Rooster Soup Company’s Twitter page asks this question, “What if you could help someone who really needed it, just by eating lunch?”

Rooster Soup Company is not just another restaurant opening in Center City.

It’s not just another place to add to your list of go-to lunch spots.

It’s not just another brick and mortar for Mike Solomonov and Steve Cook to add to their already stellar repertoire.

It’s a chance for every person who walks through the door and places an order to feel as though they are helping someone in need.

This month’s Melior People of the Moment are Michael Solomonov and Steven Cook. They are the esteemed chefs and restauranteurs behind some favorite Philadelphia spots:  Zahav, Abe Fischer, Dizengoff, Federal Donuts, and Percy Street Barbecue. Rooster Soup Company is their newest venture, where the concept is to turn the unused parts of the whole chickens purchased by Federal Donuts to make chicken stock for a variety of soups to be sold at Rooster Soup Company, in addition to other menu items.

The benefits of this new restaurant are two-fold: perfectly good chicken parts will no longer go to waste and 100% of Rooster Soup Company’s net profits will go towards generating revenue for Philadelphia’s Broad Street Ministry, which provides vulnerable Philadelphians with meals and services such as a mailing address, access to free medical care, personal care items, and clothing.

Cook and Solomonov introduced their partnership with BSM through a Kickstarter campaign back in the summer of 2014 with the goal of raising $150,000 startup capital for Rooster Soup Company. They have since exceeded that amount. The most recent development in this campaign is the announcement of where Rooster Soup Company will live. According to the campaigns Kickstarter site, Rooster will call 1526 Sansom Street home.

In our view from Walnut Street, the hustle and bustle of Center City is palpable. We, The Melior Group, often find ourselves discussing the familiar faces we see every day or the new ones we have not. To say we feel connected to this city and its people would be an understatement. Combine that connection with our love for a new lunch spot and we’re sold. Because, it’s not what Rooster Soup Company is serving per se. It’s knowing you, the customer, is also serving someone else.

 

Author:  Emily Nydick

For more information, please Contact Us.

The Secular/Cultural Jewish Segment: More Than Meets the Eye

June 5, 2015
, , , , , , , , , , Community Studies, The Melior Group Results

Ever since the publication of the Pew Study on American Jewry in late 2013, there has been a lot of hand wringing over findings that suggest a Jewish community in decline. Headlines blasted the dire news – “1 in 4 Jews are losing their religion!”  “Intermarriage rates continue to rise!”  “Major shift in Jewish identity noted as number of Secular/Cultural Jews grows!”  

For many community leaders, the last point is particularly troublesome.  When viewed on traditional measures of engagement – synagogue affiliation, raising their children as Jews, marrying other Jews, supporting Jewish causes and communal institutions – it is clear that Secular/Cultural Jews are less engaged in the community as a whole. And while that is all true… let’s not write off this growing segment just yet.

You Might Be Surprised To Learn…

Melior’s recent research reveals some surprising, if counter-intuitive, insights into the relationship this growing segment of American Jewry has with the established Jewish community.  In one community we studied, for example…

  • 35% donated to their local Jewish Federation in the past year
  • 30% belong to a religious institution (synagogue/temple/shul)
  • 22% send/sent a child to Jewish Day School

Strategies to Strengthen the Connection

And, in our experience, these results are not unique. Given this, what actions can community leaders take to strengthen the connection between Secular/Cultural Jews and the established Jewish community? Here are some strategies to consider:

Segment. Recognize that not all secular/cultural Jews are alike, and develop outreach strategies tailored to the sub-segments (i.e., those who are connected to traditional communal institutions vs. those who aren’t).

Simplify. Meet Secular/Cultural Jews ‘where they live’ – both figuratively and literally. Offer events/programs tailored to their interests (e.g., food, books, social causes, etc.) and bring these programs to more convenient locales.  Our research shows that secular/cultural Jews often live on the outskirts of a community so make it easy for them to participate.

Stay the course. Like many others within the Jewish community, the relationship of Secular/Cultural Jews to Jewish communal organizations and causes may wax and wane over time due to changes in personal circumstances, interests, and experiences. Keeping lines of communication open yields opportunities to deepen the connection when the opportunity presents itself.

For more information contact Susan J. Levine at [email protected] / 215-545-0054 ext 107 or Linda McAleer at [email protected] / 215-545-0054 ext 104.

Community Policing

President Obama Commends Camden: This “City Is On To Something”

May 15, 2015
, , , , , , , , Community Studies, The Melior Group Results

In The Melior Group’s line of work, it’s always encouraging to see the results of our research put into action by our clients. It’s even more gratifying when just two years later that President Obama is touting your client for its innovative policing model.

Such was the case, when President Obama visited struggling Camden, New Jersey, to commend the community policing model that the relatively new Camden County Metro Police have been using for the better part of two years. This new model was implemented when the County replaced the city’s police force with a new county-run force.

Before moving forward with hiring the new force, The Melior Group engaged with Camden’s residents, civic leaders, and area law enforcement to learn what was working relative to policing in the city and what wasn’t – and how they could envision the members of the new police force interacting with members of the community. Our work contributed to the community policing model – the results were incorporated in a hiring plan for new Metro police officers, emphasizing themes of cultural awareness and sensitivity, community engagement, and compassion.

See more about our work:  Case Study:  This City Is On To Something

A sitting U.S. President last visited Camden in 1940 – when Camden was in its prime. Now the city has given our current President a reason to return and pay closer attention to the city that, for decades, has been in trouble. Its issues are numerous, among them an aging infrastructure, failing schools, and broken relationships between police and the community. Despite the challenges, Camden has started to address these issues and is repairing police-community relations, to national recognition.

Take a look at two recent articles for more information:

This City Is On To Something – Philly.com May 2015

Obama To Recommend Camden Policing As National Model – Philly.com May 2015

 

For more information on our work, please visit our Government/Civic page or contact Elizabeth Foley at 215-545-0054 ext 111/ [email protected] or Linda McAleer at 215-545-0054 x104 / [email protected].

Tapping Into the Voice of a Community

March 6, 2014
, , , , , Community Studies, The Art of Research

Voice of a Community

By Elisa Foster

Marketing researchers often refer the people they study as audiences, markets, populations, demographic groups and consumers. These categorizations are useful when conducting research for a particular product or industry. However, when you constantly describe people as objects and concepts it is easy to forget what they really are: humans. This is why we often like to think of the groups we research as communities. People are not just members of demographic groups – they live in communities with complex cultural traditions and social norms.

As researchers, it is important to understand the context in which people exist in their communities. Ethnicity, income, gender and age are not just demographic identifiers; they are the factors that make people unique. As Randy Bowden puts it on his blog, “Everyone’s different and different people are attracted to different things for different reasons.”

From couples shopping for engagement rings to high school seniors applying to college, we’ve studied an extremely wide range of communities. And each project demands a specific type of understanding. We’ve learned that when you take the time to understand a community and learn how to engage with that community, you get the most valuable information and insights.

For example, it was not enough to research the basic demographics and statistics of a city known for violence and a high crime rate. To truly understand this community, we had to delve deeper and ask more complex questions through focus group research.  Why did families move to this city? How do they interact with other residents?  How would they react if a crime took place in their neighborhood?

When we wanted to learn more about how mothers grocery shop for their families, we decided that an online bulletin board focus group would be the best way to understand how a community of mothers in a specific geographic region makes decisions about which products to buy.

Sometimes our work helps communities better understand themselves. Recognizing that its community was changing, a regional Jewish service association wanted to learn more about the people it serves and how to meet their needs. Melior worked with a network of organizations to distribute an online survey to community members. This method allowed us to reach as many people in the community as possible.

These examples highlight one of the keys to a successful research study: when research is tailored to the people being studied, the results will be more than data points and quotes – you will garner deeper insights and begin to hear the voice of a community.