Have a question? Find your answer here! If you need any additional help, please feel free to email us at support@measuringphilanthropy.com
This page contains answers to both general and non-technical questions for the measurement process. Use the following category list to go directly to the area you want.
Why Measure a Corporate Philanthropy Program?What Is Involved - What About Cost?
The Measurement Process
After The Survey
Why Measure a Corporate Philanthropy Program?
- Why was this program created? What is the background?
- What will we learn if we conduct a philanthropy measurement program?
- How do we sell others in the organization on the advantages of this program?
- How can we justify the expense?
- Will it help me improve my grant making?
- What are the other benefits - in other words, why should I take the time to do this?
- Isn't it wrong to measure the results of philanthropy? Shouldn't we be doing philanthropy just because it is right?
- Back to main FAQ's menu
Q: Why was this program created? What is the background?
A: This research-based measurement program was created by Walker Information in cooperation with the Council on Foundations. The council’s interest in our efforts came as result of corporate grantmakers' requests for a way to demonstrate the link between their philanthropic programs and their company's business success.
Q: What will we learn if we conduct a philanthropy measurement program?
A: You will learn what each stakeholder (customers, employees, etc.) group you measure thinks of your corporate philanthropy and how those opinions are linked to attitudes and behaviors that affect business outcomes. In addition to knowing overall how each stakeholder group views or perceives your philanthropic efforts and activities, you will be able to classify the survey respondents into High and Low sub-segments relative to how they rated the company on its philanthropy. We call this the Corporate Philanthropy Index (CPI). National research has shown that stakeholders in the High CPI group intend to behave in ways that benefit the company. Using other information gleaned from the measurement process, you can create an action plan designed specifically to increase the number of stakeholders in the High CPI group - that is, the number of stakeholders who may behave in ways that benefit the business.
Q: How do we sell others in the organization on the advantages of this program?
A: Using our measurement program you will have factual data, based upon research with the company's key stakeholders (customers, employees, etc.) that will demonstrate what you have in the past "sold" on anecdotal evidence. In other words, for each stakeholder group measured you can demonstrate which stakeholders are being positively impacted by the philanthropy efforts of the company and why, and show how that positive impact may benefit the business. You will also have standardized data with which to benchmark against other companies who use the same process.
Q: How can we justify the expense?
A: This is a program that allows the philanthropy function to measure the business outcomes that are a result of the company's philanthropic activity. Since the basic elements of this measurement program use a standardized research approach, the cost is extremely reasonable, particularly when compared to the cost of similar measurement programs used by other functional areas in the typical business organization. In this day and age can you really afford not to measure the success and impact of your philanthropy program?
Q: Will it help me improve my grant making?
A: Yes. This measurement program offers you the ability to evaluate the impact and effectiveness of specific philanthropy programs and initiatives. By knowing which specific programs and types of philanthropy (cash, volunteerism, in-kind, etc.) are having the most positive impact, you can create, implement and measure a strategically driven philanthropy.
Q: What are the other benefits - in other words, why should I take the time to do this?
A: This program provides factual information concerning your overall philanthropic program as judged by key stakeholders (customers, employees, etc.) - the same people who will ultimately decide the success of your business. With this data you do not have to "wonder" if your contributions program is benefiting the business. The factual data can be used to make sound decisions that can improve the effectiveness of even the most successful programs. Most importantly, the program can help you build the base of stakeholders who have positive perceptions of your philanthropy efforts. And, stakeholders who are positive will be more loyal.
Q: Isn't it wrong to measure the results of philanthropy? Shouldn't we being doing philanthropy just because it is right?
A: Measuring the business value of your philanthropy is not mutually exclusive with engaging in philanthropy because it's the right thing to do. Having a sound business rationale for your program and enhancing its effectiveness by using the data in this measurement process will bolster your program - whatever your reason for doing it.
What Is Involved – What About Cost?
- How do we get started on measuring our philanthropy program?
- What do you mean by 'stakeholders'?
- Can you tell me more about the Corporate Philanthropy Index (CPI)?
- Why are perceptions important?
- Please explain the general measurement process you use.
- How long does it take to conduct a typical survey measurement program?
- How much will it cost if we hire Walker Information to conduct our measurement program?
- Back to main FAQ's menu
Q: How do we get started on measuring our philanthropy program?
A: Assuming that you believe in the value of measurement (what you can not, or do not, measure, you can not manage) and have made the commitment to start a formal project, you should contact Walker Information to discuss your situation and then, if appropriate, Walker will provide you with a program proposal including a no-obligation cost estimate. Click Here
Q: What do you mean by 'stakeholders'?
A: Stakeholders are people who have a stake in your company, and your company in turn has a stake in them. How you deal with and interact with your various stakeholder segments will impact the ultimate success of your company. Examples of primary or more important stakeholders would be customers, employees and investors. Depending upon your business category or industry, other stakeholders might include suppliers or vendors, members of a union, regulatory or government officials, community influentials, the media, special interest groups, alliance partners and industry associates.
Q: Can you tell me more about the Corporate Philanthropy Index (CPI)?
A: The Corporate Philanthropy Index (CPI) is a numerical ranking (provided by Walker) used by organizations conducting a measurement program to classify their various stakeholders in to High and Low groups. Walker computes the rankings based upon the data collected from your stakeholders*. This is important since our research has shown that stakeholders who are in the High CPI segment are much more likely to behave in ways that benefit the organization – i.e., High CPI employees are more loyal and stay longer with their employer, High CPI customers are more willing to continue to do business with the company and recommend the organization. Therefore, companies that have a higher percent of their stakeholders in the High CPI segment have a market advantage over their competitors. By studying and analyzing the stakeholders who make up the High and Low CPI groups (as revealed in our surveys), companies can develop strategies to increase the percentage of their stakeholders who are in the High CPI group.
*The index is determined by the answers to specific questions that Walker has developed, tested, and used over time.
Q: Why are perceptions important?
A: Perceptions are reality when it comes to how customers make purchase decisions, or employees decide whether to stay with or leave a company. The art is measuring and analyzing perceptions to better understand how they were created. Evaluation of measurement data can confirm what "drives" the creation of both positive and negative perceptions as related to a company's philanthropy program. With this knowledge companies can create and communicate information that increases positive perceptions and reduces the impact of negative associations.
Q: Please explain the general measurement process.
A: In general, the process used in this program would be considered similar to any marketing or consumer research project. That is, the project is planned, data is collected via survey and summarized, the results are analyzed and a report of findings is written.
Q: How long does it take to conduct a typical survey measurement program?
A: Many factors will affect the timing of any survey such as the data collection method (i.e., surveys conducted via the Internet are normally completed much faster than if the questionnaires are sent and returned by US Mail), how easy it is to prepare the list of respondents, etc. Because of these factors, a program could take from a few weeks to several months.
Q: How much might it cost if we have Walker Information conduct a philanthropy measurement program for us?
A: While many factors can affect the cost of a project, we can suggest that Walker has conducted philanthropy measurement projects, with one specific stakeholder segment via the Internet for as little as $12,000. You are invited, without obligation, to request an estimate for your organization by making inquiry to Walker. Click Here
The Measurement Process
- Why are there both a long and a short version of the questionnaire for each stakeholder group?
- Can the standardized questions be changed, or added to, to fit my organization's special needs?
- Should we measure all key stakeholder groups or start with just one?
- Do we attempt to interview all the individuals in a particular stakeholder group or just contact a random sample?
- How is participation in such surveys by the various stakeholders encouraged?
- Back to main FAQ's menu
Q: Why are there both a long and a short version of the standardized questionnaires for each stakeholder group?
A: We offer two different questionnaires for use with each stakeholder segment (customer, employee, etc.). Both the Scan (short) and Assessment (long) questionnaires provide companies with the overall attitude and intended behavior measurements. In addition, the Assessment survey includes questioning that measures stakeholders opinions of the awareness, effectiveness and fit of the company's specific philanthropy initiatives. Two versions were developed to meet the needs of the marketplace which is driven by factors such as cost, the specific objectives of the philanthropy program, etc.
Q: Can the standardized questions be changed, or added to, to fit my organization's special needs?
A: Yes, each of the standardized questionnaires has a section where unique or custom questions can be included. Note: The questions used in the demographic section of the surveys would be very customized to your needs. We also allow and recommend changing some words, particularly as related to properly communicating with your particular stakeholder segments. For example, depending upon the company, "associate" might be used in place of "employee."
Q: Should we measure all key stakeholder groups or start with just one?
A: Ideally, and certainly long-range, measurement should be accomplished with all the significant stakeholders of your organization. If, because of timing or budget considerations, you believe it best to start by measuring just one stakeholder segment, we recommend for most companies that they start with their employees.
Q: Do we attempt to interview all the individuals in a particular stakeholder group or just contact a random sample?
A: In general, if the total group involved is relatively small, we suggest a census (i.e., interview everyone). If the population is large (like thousands of employees or customers) then a sampling of the group will do fine for a measurement of this type.
Q: How is participation in such surveys by the various stakeholders encouraged?
A: Obtaining a high response rate from individual stakeholders is important to accurately measure the perceptions of the total stakeholder group you contact for your survey. Careful attention to developing, and aggressively communicating the reasons you are conducting a measurement is vital. The use of a special theme to associate with the survey can help, as will the use of various incentives. Telling respondents how their participation will in the long-range benefit them is important and will also increase participation.
After The Survey
- How can we use the survey results?
- How can we project the results of such a survey to the "real bottom line"?
- How frequently should a philanthropy measurement be conducted?
- What can our survey results be compared to?
- What if our survey results are not as good as the “numbers” for other clients?
- Should the results of such a measurement program be reported to the persons who participated in the survey?
- Back to main FAQ's menu
Q: How can we use the survey results?
A: Due to their unique situations, different companies will use the data in different ways. Many users find the ability to evaluate the awareness, effectiveness and fit of specific philanthropic programs most important. This data can be tracked over time (i.e., conduct the survey every year or two) to measure the increasing awareness and impact of specific programs. Another special use made of the data has centered on the communication practices of the company. Knowing which communication vehicles have been most effective with various stakeholder segments has been helpful to a number of organizations.
Q: How can we project the results of such a survey to the "real bottom line"?
A: Various cost savings projections can be developed by studying employee turnover rates and customer purchase intentions based upon the percentage of each stakeholder segment that is in the High as opposed to the Low CPI Group.
Q: How frequently should a philanthropy measurement be conducted?
A: In general, and regardless of the period involved, measurement should be accomplished whenever significant changes have taken place related to your philanthropy programs or the environment in which the activity exists. For example, if your program engaged in a major new initiative or its overall objectives/mission changed, measurements as closely timed as six months could be considered. This "early repeat" of the survey program might be very wise dollars spent, if there exists any concern or worry as to the reception or perception of the new activity or focus. On the other hand, if your program continues to follow a fairly standardized approach, with giving levels similar to what has been given in the past, then measurement less frequently would seem to make sense. In these situations we recommend conducting a repeat measurement process every eighteen months to three years.
Q: What can our survey results be compared to?
A: A potentially significant comparison is to measure your performance over time. By surveying your stakeholders using this standardized research process over several years, you can compare the opinions and intended behavior information from one period to another. Experimenting with different types of philanthropy, the media used to communicate your activities to stakeholders, etc. and noting the changes in your survey results can be very helpful. Also, in some situations the results of your measurement program can be compared with the findings in projects accomplished for other Walker clients.
Q: What if our survey results are not as good as the “numbers” for other clients?
A: Our experience to date suggests that there is normally a logical reason as to why the results for one particular company do not "match up" with those of others. For example, one company found that their employees were not as aware of the specific cash giving activities of the firm, as were employees in the general population. Discussion revealed that the company gave the majority of its cash contributions through its separate foundation. This finding, and an analysis of where employees were receiving information concerning the philanthropy practices of the company, caused this corporation to put in place an action plan to have their foundation regularly communicate to the employees. Thinking further about this question, let us ask, if the comparisons do indicate some problem, who would you like to be first to know: you, or others in the organization?
Q: Should the results of such a measurement program be reported to the persons who participated in the survey?
A: As a rule, yes, the information, at least in terms of general information or overall findings, should be shared with the stakeholders who have been surveyed. A summary of the findings and a listing of the activities that you plan as a result of your survey will be well received. Sharing the information will also help the response rate for future surveys, since stakeholders will know that their opinions do, in fact, count.
If our FAQ's don't answer your question, please email support@measuringphilanthropy.com or call 800.334.3939
with your specific questions or concerns.