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How Market Research Can Keep Your Nonprofit Competitive Amid Declining Donor, Volunteer Support

Together, America’s 1.8 million nonprofits and charitable organizations serve critical functions in our communities, providing food, healthcare, shelter, clothing, education and inspiration. They are also dependent on these communities for financial and tactical support, which is quickly becoming scarce. 

While the actual totals are still being calculated, overall giving was 10.5% less in 2022 than in the previous year, and individuals restricted their giving even more, decreasing contributions by more than 13% when adjusting figures for inflation. 

What’s more, giving as a percentage of individuals' disposable income has reached a 40-year low, topping out at 1.7%.

It’s not just the money that’s drying up. Charities and nonprofits are experiencing a decade-long decline in volunteering. Collectively, less than a quarter of Americans volunteered with a formal nonprofit at least once in the past year. 

This means that these organizations are experiencing fierce competition for financial resources and human capital. 

That’s why it’s more important than ever for nonprofits to understand their constituents' needs, allowing them to provide a value proposition that attracts the financial support and volunteer hours required for success. 

Market research is the conduit for understanding constituents' needs in order to communicate the right message to the right person at the right time, empowering nonprofits to segment and ensure relevant and impactful calls to action. 

For some nonprofits, allocating time and money to market research can feel counterintuitive to investing their limited resources, prohibiting them from giving as much attention as possible to the mission. In reality, this information provides exponential returns on investment, allowing nonprofits to understand which audience segments are most likely to donate or volunteer.

Here are three best practices for conducting market research effectively, collecting feedback that will help drive impact and executing that feedback to take meaningful actions this year.

1. Understand the Goals and Objectives

In the initial phase of any project, it is crucial to clearly understand and define the goals and objectives, ensuring that there is buy-in from all stakeholders involved. This process often involves navigating a landscape filled with various departments and stakeholders — each possessing their own unique set of needs, challenges, and objectives. 

The diversity of these elements can make alignment a significant challenge. In some cases, the complexity of differing departmental needs might necessitate conducting multiple distinct studies tailored to the specific requirements of different departments. Prioritization based on the most pressing issues is key.

By identifying the core reasons behind the most pressing research, the findings it aims to uncover and the steps that will be taken based on the actionable insights derived from the research, nonprofits will be able to get the most out of their efforts, ensuring that every dollar invested achieves its desired outcome. 

2. Secure a Research Partner 

Nonprofits often don’t maintain in-house market research teams, or they depend on a small team with limited capacity. 

One effective solution is to consider tapping into outsourced research teams. This approach requires careful consideration and planning, both in terms of how to integrate these external resources effectively and how to manage the process of gaining stakeholder buy-in. 

Outsourced teams can bring not only additional manpower but also specialized expertise and a fresh perspective. 

When choosing a partner for research support, select a partner that:

• Has in-depth nonprofit research experience.
• Provides a senior-level researcher as your day-to-day point of contact.
• Offers custom solutions with competitive pricing.

The right research partner can be especially helpful when it comes to alignment. They can help manage and streamline the stakeholder buy-in process, ensuring that all parties are aligned with the project's goals and objectives. Their proven experience can be a valuable asset in achieving a comprehensive and effective research strategy.

3. Involve All Stakeholders

Information is only power if it is implemented, which requires the right people to have the right information. Involvement starts at the beginning. For example, integrating all stakeholders when setting objectives and crafting research questions encourages buy-in and participation, making the entire research process more impactful. 

Moreover, involving both volunteers and staff in this process and ensuring their buy-in along the way sets a solid foundation for implementation at the end of the project. This strategy democratizes the research process and reinforces the commitment of all parties involved, leading to more effective and sustainable outcomes. Experienced research partners can help with this process too.  

When conducted intentionally and implemented effectively, market research enhances program effectiveness, volunteer recruitment and fundraising.

This process doesn’t have to be overly complicated. Start small by picking a pilot project that can provide opportunities to practice implementing research-based workflows into your organization, demonstrating the value of market research and increasing your team’s confidence as market research informs the organization’s holistic approach to community care and support. 

As nonprofits look to carry out the incredible work in their communities, they can provide the insights and information necessary to thrive in an increasingly competitive and resource-restricted nonprofit environment. 

The preceding post was provided by an individual unaffiliated with NonProfit PRO. The views expressed within do not directly reflect the thoughts or opinions of NonProfit PRO.

Related story: Why Volunteer Engagement Is Essential to Fulfilling Your Fundraising Potential

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Emily Creek serves as the senior director of customer insights and strategy for Stable Kernel’s Market Research division . Emily is responsible for developing and executing strategic qualitative and quantitative research projects that benefit clients and their customers. 

With 15-plus years of experience gaining actionable insights, Emily has worked across a variety of business-to-business, business-to-consumer and nonprofit industries to refine and position brands, products/services and messaging. She is passionate about helping organizations better understand their audiences and solve tough business challenges.

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US Job Openings Drop in April, as Labor Market Normalizes

Hundreds of people line up outside a Kentucky Career Center hoping to find assistance with their unemployment claim in Frankfort, Kentucky, U.S. June 18, 2020. REUTERS/Bryan Woolston

By Ann Saphir

(Reuters) -U.S. job openings fell more than expected in April, pushing the number of available jobs per job-seeker to its lowest in nearly three years as labor market conditions soften in a manner that could help the Federal Reserve's fight against inflation.

Job openings, a measure of labor demand, were down 296,000 to 8.059 million on the last day of April, the lowest level since February 2021, the Labor Department's Bureau of Labor Statistics said on Tuesday in its Job Openings and Labor Turnover Survey, or JOLTS report.

That left 1.24 openings in April for every unemployed person, down from 1.3 in March and the lowest since June 2021. The ratio, watched closely by Fed Chair Jerome Powell as a sign of labor market tightness, is well below its post-pandemic peak of nearly two to one, and now matches the high-water mark of pre-pandemic times.

Though still elevated, the drop in job openings points to "an ongoing normalization between supply and demand for labor," said Rubeela Farooqi, chief U.S. economist at High Frequency Economics. "From a policy perspective, the Fed’s challenge will be to maintain rates at a level that not only helps keep inflation in check but also prevents a significant weakening in the labor market going forward."

Economists polled by Reuters had forecast 8.355 million job openings in April. Vacancies peaked at a record 12.0 million in March 2022. Data for March was revised lower to show 8.355 million unfilled positions instead of the previously reported 8.488 million.

Openings fell broadly across sectors; only five industries - professional services, private education, retail, finance and insurance, and transportation - had an increase in openings.

Still the report did not suggest an alarming weakening of the labor market. The number of people quitting their jobs rose 98,000 to 3.507 million in April. The quits rate was 2.2% for the sixth straight month, and the lowest since September 2020.

And layoffs, at 1.52 million, were at their lowest since December 2022.

Federal Reserve officials next week are expected to leave the U.S. central bank's policy rate in the same 5.25%-5.50% range where it has been since last July. They have said a rate cut will likely wait until data shows inflation, after a stronger-than-expected run during the first quarter, is headed back down toward their 2% goal.

Fed officials have said that only an unexpected and meaningful weakening of the labor market could trigger a rate cut sooner than otherwise.

They have so far welcomed evidence of labor market cooling as a sign of a rebalancing that eases upward pressure on prices.

Attention on the U.S. labor market front turns now to the monthly jobs report for May, due out on Friday and expected to show the unemployment rate steady at 3.9%.

Financial markets are pricing in a first Fed rate cut in September, and traders are increasingly confident of a second rate cut in December.

A separate report out Tuesday showed orders for U.S.-manufactured goods increased for a third straight month in April, boosted by demand for transportation equipment.

Factory shipments rose for a third straight month to the highest since June 2022, the report showed, and the inventories-to-shipments ratio fell - further indications of strength in demand for manufactured goods.

Nondefense capital goods orders fell 1.6% while their shipments - which go into the calculation of the business spending on equipment component of gross domestic product - increased 2.3%.

(Reporting by Ann Saphir, Dan Burns and Howard Schneider; Editing by Chizu Nomiyama and Andrea Ricci)

Copyright 2024 Thomson Reuters .

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Bridging the labor mismatch in US construction

The US construction sector seems set for a jobs boom. The US Bipartisan Infrastructure Law  projects $550 billion of new infrastructure investment over the next decade, which our modeling suggests could create 3.2 million new jobs across the nonresidential construction value chain. That’s approximately a 30 percent increase in the overall US nonresidential construction workforce, which would mean 300,000 to 600,000 new workers entering the sector—every year.

This is a big ask for an industry that is already struggling to find the people it needs. In October 2021, 402,000 construction positions 1 Included both nonresidential and residential construction openings. Further granularity is not available from the US Bureau of Labor Statistics. remained unfilled at the end of the month, the second-highest level recorded since data collection began in December 2000.

In this environment, wages have already increased significantly since the onset of the COVID-19 pandemic, reflecting intense competition for employees, with employers offering higher pay or other nonwage benefits. Between December 2019 and 2021, construction wages grew by 7.9 percent. 2 Quarterly Census of Employment and Wages, US Bureau of Labor Statistics. Competition from other sectors for the same pool of labor is heating up, too. For example, over the same period, transportation and warehousing wages grew by 12.6 percent. The prospect of higher pay and better working conditions is already tempting experienced workers away from construction and into these and other sectors.

No end in sight

Today’s mismatches are likely to persist because of structural shifts in the labor market. The relationship between job openings and unemployment has departed from historical trends. In January 2022—two years from the start of the pandemic—the US unemployment rate stood at 4.0 percent, close to its prepandemic level of 3.5 percent. Job openings remained exceptionally high, however, with 10.9 million unfilled positions as of the end of December 2021, compared with 5.9 million in December 2019.

This labor supply imbalance has multiple root causes, some shorter term and cyclical while others are more structural in nature. For example, the pandemic brought forward the retirements of many in the baby-boomer generation, with an estimated 3.2 million leaving the workforce in 2020—over a million more than in any year before 2016. According to the American Opportunity Survey , among those who are unemployed, concerns about physical health, mental health, and lack of childcare remain the dominant impediments preventing reentry into the workforce. Research on the “Great Attrition/Great Attraction”  also highlights the importance of nonwage components of the employee value proposition. Record job openings and quit rates highlight employees’ growing emphasis on feeling valued by their organization, supportive management, and flexibility and autonomy at work.

Additionally, the pipeline of new construction workers is not flowing as freely as it once did. Training programs have been slow to restart operations after pandemic-driven safety concerns led to their suspension the spring of 2020. The industry is finding it more difficult to attract the international workforce that has been an important source of talent for engineering, design, and contracting activities. Net migration has been falling since 2016, a trend accelerated by COVID-19 travel restrictions. 3 Population estimates, US Census Bureau. Between 2016 and 2021, net migration declined steadily from 1.06 million to 244,000.

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Impact on projects.

The interconnected nature of the construction value chain means that the labor mismatch generates knock-on effects across the project life cycle and supply chain. By late 2021, project owners were reporting that up to 25 percent of material deliveries to sites were either late or incomplete. In project execution, the combination of higher hourly rates, premiums and incentives, and overtime payments was resulting in overall labor costs as much as double prepandemic levels. Meanwhile, difficulty accessing skilled and experienced people was leading some owners to report project delays related to issues around the quality and productivity of on-site work.

In some US cities and their suburbs, wage growth has surpassed the level seen in core Gulf Coast counties at the height of the shale oil boom. Labor shortages in the shale sector drove wages up by 5 to 10 percent and were correlated with steep drops in productivity. The productivity of some tasks fell by 40 percent or more during shale construction peaks (exhibit), and overall productivity declined by about 40 percent per year when labor was in short supply. This forced owners to extend project timelines by 20 to 25 percent. The impact of a long-term, nationwide labor mismatch might be even more severe than the shale industry’s experience, given that oil companies were able to attract new workers from around the country.

Getting back into balance

The labor mismatch in the construction sector is bad today, and set to get worse. To avoid a decade or more of rising costs, falling productivity, and ever-increasing project delays, companies in the industry should consider thoughtful actions now.

Those actions could address three components of the challenge. First, companies could do everything possible to maximize productivity through measures aimed at improving efficiency across the value chain. Second, they could expand the pool of available labor by doubling down on accessing diverse talent and working harder to retain the employees already in their organization. Finally, they could consider making labor a strategic priority, with senior leadership attention within companies.

Improving construction productivity

Companies could access a range of levers to reduce the labor content required per job and drive to improve productivity in project development and delivery. Those levers involve changes to project designs and fresh thinking about when, where, and how work is done.

Improvements in productivity occur long before work starts on the ground. They include rigorous control of project scope, design simplification, and standardization. Increasing the use of off-site and modular construction , for example, could allow projects to capture multiple benefits, including accelerated design cycles; the greater productivity associated with industrialized, factory floor manufacturing techniques; automation; and less time spent on site.

Smarter execution management, enabled by digital technologies and analytics techniques could drive better, faster decision making during project delivery. Real-time data collection, for example, gives project managers earlier, more detailed insights about progress, allowing them to intervene more effectively to maintain productivity and keep projects on track. Intelligent simulation software allows teams to evaluate hundreds of thousands of possible critical paths, identifying approaches that could be more efficient or less risky than the conventional wisdom.

Lean construction is another proven way to drive significant and sustainable productivity improvements. Establishing a centralized, continuous improvement engine could enhance on-site execution through integrated planning, performance management, and waste elimination. Key stakeholders across the project work with a common, agreed set of key performance indicators. That allows them to address issues in real time and facilitates collaboration to reduce waste and variability work. Capability building across the planning and construction teams could help team members understand and adopt lean construction practices.

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Reimagining talent.

To ensure access to the skills they need, construction sector companies can accelerate the onboarding of recruits, boost retention by revisiting what employees want beyond wages, and invest more in developing their pipelines of future workers.

In the near term, employers could prioritize review of job applications and reduce the number of steps in both the interview and onboarding process. In the medium term, both the public and private sectors could look to reduce hiring timelines and shift to a skills-based approach when hiring.

In the medium term, retaining current staff and attracting new talent will both turn on understanding of what employees value beyond wages. Competitive wages are now table stakes, so employees are thinking about a broader set of benefits and workplace characteristics when making decisions about where to work. Research on attrition in the postpandemic workplace  has shown that they are placing more emphasis on autonomy, flexibility, support, and upward mobility.

In the longer term, the construction industry can consider a new approach to talent attraction, development, and retention. Talent acquisition could begin early, through partnerships with educational institutions including universities, colleges, and high schools. These partnerships could boost awareness of the possibilities of a career in the sector and ensure future employees have appropriate skills prior to onboarding.

Companies could also look more widely for potential recruits, considering individuals who have taken alternative educational paths, such as technical degrees or hands-on experience. The Rework America Alliance , a Markle-led coalition in which McKinsey is a partner, illustrates the importance of skills-based, rather than credential-based, hiring. A skills-based perspective  is key to tapping into the talents of the 106 million workers who have built capabilities through experience but whose talents are often unrecognized because they don’t have a four-year college degree. A skills-based approach could be complemented by reimagining apprenticeships to bring younger students and vocational talent into the industry at an earlier stage in their careers.

Employers could consider working with a range of nontraditional sources of talent, including veteran-transition programs, formerly incarcerated individuals, and others. Homeboy Industries provides an example of the local impact, effectiveness, and potential of working with often overlooked population segments. Moreover, identifying and attracting talent from outside the traditional paths used by the construction industry could also help it to increase the diversity of its workforce. Today, 88 percent of the sector’s workforce is White and 89 percent is male. 4 Labor Force Statistics from the Current Population Survey Database, US Bureau of Labor Statistics, accessed March 10, 2022.

Looking at labor through a strategic lens

Labor and skills shortages have the potential to slow growth and erode profitability across the construction value chain. For C-suites, there’s no other single issue that could protect against significant cost erosion. Companies could consider establishing a systematic talent acquisition and retention program, led by a C-level executive and a core part of the CEO agenda. That program could first be tasked with building a robust fact base on current and emerging labor needs and availability gaps. It could then identify a bold set of initiatives that address labor-related issues across the value chain. This exercise starts in the boardroom, but it doesn’t stop there. Leadership will likely need to be increasingly present in the field and on the job site too, celebrating and recognizing top talent throughout the organization.

The labor challenge extends well beyond corporate boundaries. Since the successful delivery of a project could be jeopardized by labor shortages in a single value-chain participant, project owners and contractors may want to adapt the structure of project relationships and contracts. Moving away from traditional contracting methods to collaborative contracts , for example, allows participants to share market risks and opportunities as a project evolves, rather than baking in worst-case estimates at the outset of negotiations.

The US construction sector is poised to revitalize, replace, and expand the country’s infrastructure. Done right, that will power inclusive growth and set up the economy for success in the 21st century. To do so, the sector will need to address its labor challenges. That calls for the application of a diverse set of tools and approaches to create better jobs, get the most out of its people, and optimize agility and collaboration across the value chain.

Garo Hovnanian is a partner in McKinsey’s Philadelphia office, Ryan Luby is a senior knowledge expert in the New York office, and Shannon Peloquin is a partner in the Bay Area office.

The authors wish to thank Tim Bacon, Luis Campos, Roberto Charron, Justin Dahl, Rebecca de Sa, Bonnie Dowling, Bryan Hancock, Rawad Hasrouni, Adi Kumar, Jonathan Law, Michael Neary, Nikhil Patel, Gaby Pierre, Jose Maria Quiros, Kurt Schoeffler, Shubham Singhal, Stephanie Stefanski, Jennifer Volz, and Jonathan Ward for their contributions to this article.

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24Q1 | Tampa Bay Industrial Market Report

Tampa metro area gained the second-highest number of private sector jobs over the year in March 2024 among all metro areas.

Key Takeaways

The East Tampa industrial submarket has shown remarkable resiliency and growth, with vacancy rates declining from 5.8% in Q1 2020 to 3.2% in Q1 2024, driven by consistent positive net absorption fueled by robust leasing activity, fostering ongoing inventory expansion.

The Plant City-Polk County industrial submarket has demonstrated consistent growth and positive trends from 2020 to 2024, with inventory increasing by 23%. While there is demand for industrial space, the rapid delivery of new buildings increased vacancy rates to 9.5%, up 360 basis points over the observed period.

Tampa industrial market sees 137.4% surge in Q1 2024 sales volume, reaching $189.3M.

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Qualified candidates looking to launch a career as a police officer in the U.S. are in a good position to land a job, data indicates.

A recent analysis by ZipRecruiter found law enforcement training was the top hard skill employers are looking for in their next generation of talent, with more than 13,000 job postings seeking applicants with those skills across the country.

Police take measures as pro-palestinian demonstrators gather to demand an immediate ceasefire for Gaza in front of the White House in Washington D.C., United States on May 24, 2024. (Celal Gunes/Anadolu via Getty Images / Getty Images)

Darrin Carr, the founder of Carr Talent Acquisition , confirmed to FOX Business that there is an increased demand for entry-level law enforcement hiring, and there are several key factors driving the trend:

Retirements : A significant wave of retirements is creating many vacancies that need to be filled.

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Crime Rates : Higher crime rates in some areas are prompting increased law enforcement hiring to ensure public safety.

Public Safety Initiatives : New policies and initiatives, such as community policing, require more personnel.

A policeofficer prepares citations for distribution in Chelsea, Massachusetts, on May 24, 2024.  (JOSEPH PREZIOSO/AFP via Getty Images / Getty Images)

Economic Conditions : Improved economic conditions are allowing more funds for public safety, leading to more hiring.

Legislation and Policy Changes : Changes in laws, such as those related to immigration or substance legalization, are shifting law enforcement priorities and increasing demand.

Public Perception and Trust : Efforts to improve community relations are essential for attracting new recruits.

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Technological Advancements : The adoption of new technologies necessitates hiring officers with specialized skills.

Carr said the demand for fresh officers varies by region, with urban areas typically having higher demand due to larger populations and more complex crime issues.

Police recruitment sees an uptick in the ranks, but not in big cities

FOX Business' Madison Alworth has the details from Garden City, New York, on 'Varney & Co.'

The recruiter told FOX Business law enforcement positions are harder to fill these days, and one significant factor is the current public attitude towards police officers.

"Negative perceptions and heightened scrutiny of law enforcement have made it challenging to attract and retain new recruits," Carr said. "Many candidates are hesitant to pursue careers in law enforcement due to concerns about public trust, the risks associated with the job, and the demanding nature of the work."

GET FOX BUSINESS ON THE GO BY CLICKING HERE   Carr said that despite these challenges, law enforcement agencies are working diligently to improve community relations and rebuild trust. They are also offering enhanced benefits; higher, more competitive salaries; signing bonuses, and other incentives to attract qualified candidates. 

He noted, "There is a strong emphasis on recruiting officers who reflect the diversity of the communities they serve and who are skilled in community-oriented policing strategies."

April 2024: Cherry Blossoms Accompany Improved Spring Vibrancy in Greater Washington

April 30, 2024

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The Greater Washington region saw a modest uptick in vibrancy in April, reaching a level of 63.7 on the REVIVE Index. This increase was driven by increased tourism and a resilient job market.

Hotel occupancies around the region annually see an uptick with the arrival of spring weather. The job market, despite some signs of weakening, displayed stronger rates of hiring and job openings. This historically tight job market has contributed to a new record in home prices and improved sales transactions for the spring selling season.

The increase in vibrancy is hampered by ongoing challenges in the commercial real estate market. The lingering effects of higher interest rates have led to diminished property values, sluggish transaction volume and weakened demand across various property types. The region has been adversely affected by reduced local federal spending over the past year, further dampening overall vibrancy.

There is cautious optimism for the region’s increased vibrancy. On one hand, the job market remains surprisingly strong, and seasonal factors may further boost the index. If the job market continues to grow at a moderate pace, without causing significant inflation, the Federal Reserve may keep interest rates stable or slightly lower them. This would allow commercial real estate markets to recover and experience improved activity.

It is important to acknowledge that this optimistic scenario is contingent upon a significant degree of uncertainty in the macroeconomic landscape, particularly exacerbated by being a Presidential election year.

REVIVE: Exploring Greater Washington’s Vibrancy

A partnership with the Washington Business Journal