{"title":"50th Anniversary Commemoration at a major public university: benefits of an integrated branding and communications approach to event planning","authors":"Kirti Sawhney Celly, Brenda Knepper","doi":"10.1002/NVSM.424","DOIUrl":"https://doi.org/10.1002/NVSM.424","url":null,"abstract":"","PeriodicalId":47178,"journal":{"name":"International Journal of Nonprofit and Voluntary Sector Marketing","volume":"3 1","pages":"251-274"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84109275","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Special issue on learning from international case studies","authors":"Kirti Sawhney Celly, J. Hudson","doi":"10.1002/NVSM.420","DOIUrl":"https://doi.org/10.1002/NVSM.420","url":null,"abstract":"","PeriodicalId":47178,"journal":{"name":"International Journal of Nonprofit and Voluntary Sector Marketing","volume":"35 1","pages":"213-214"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86107646","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The Salvation Army operates internationally and is an evangelical part of the universal church, they provided help to over 30 million individuals in 2008. Their main focus is to build community, provide fellowship, rebuild lives, and provide comfort and support to those in need. They also provide disaster relief, drug and alcohol rehabilitation, and activities for the elderly, among many other social services. The international headquarters, the administration centre, is based in London. The Salvation Army USA, based in Virginia, has a national commander and national chief secretary who work to coordinate the national efforts. There are 4 geographical territories, south, east, west and central and each territory is a separately registered nonprofit entity. The southern territory is further divided into 9 divisions and has historically been very successful at planned giving fundraising. Planned giving success had been attributed to the territories personal approach. However, with the noticeable changes in the attitudes of seniors the planned giving has significantly declined in 2008/2009. Seniors, who had been considered the most suitable donor prospects had developed a sense of fear and distrust of the government and the banking system. They were resisting personal meetings with planned giving staff that had been so successful for the Salvation Army. As a consequence the planned giving strategy had to be adapted.
{"title":"Developing planned giving at the Salvation Army Southern Territory","authors":"A. Sargeant, J. Hudson","doi":"10.1002/NVSM.423","DOIUrl":"https://doi.org/10.1002/NVSM.423","url":null,"abstract":"The Salvation Army operates internationally and is an evangelical part of the universal church, they \u0000provided help to over 30 million individuals in 2008. Their main focus is to build community, provide \u0000fellowship, rebuild lives, and provide comfort and support to those in need. They also provide \u0000disaster relief, drug and alcohol rehabilitation, and activities for the elderly, among many other social \u0000services. The international headquarters, the administration centre, is based in London. The Salvation \u0000Army USA, based in Virginia, has a national commander and national chief secretary who \u0000work to coordinate the national efforts. There are 4 geographical territories, south, east, west and \u0000central and each territory is a separately registered nonprofit entity. The southern territory is further \u0000divided into 9 divisions and has historically been very successful at planned giving fundraising. \u0000Planned giving success had been attributed to the territories personal approach. However, with the \u0000noticeable changes in the attitudes of seniors the planned giving has significantly declined in \u00002008/2009. Seniors, who had been considered the most suitable donor prospects had developed a \u0000sense of fear and distrust of the government and the banking system. They were resisting personal \u0000meetings with planned giving staff that had been so successful for the Salvation Army. As a consequence \u0000the planned giving strategy had to be adapted.","PeriodicalId":47178,"journal":{"name":"International Journal of Nonprofit and Voluntary Sector Marketing","volume":"42 1","pages":"237-250"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80105985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This case study reports the activities of the Queensland Water Commission (QWC) in securing the water supply for Brisbane and surrounding South East Queensland (SEQ) in response to the worst drought on record. The case focuses on residential water use and examines a three year period from 2006 to 2009. The focus of the study is the interventions of 2007, which centres on the Target 140 campaign. In 2007, the QWC faced with critically low dam levels identified household consumption as responsible for 70% of water use. The eight month Target 140 campaign targeted household users, aiming to change the water use habits of SEQ residents. The campaign achieved not only immediate reductions in water use but also contributed to long term behavioural and attitudinal change. The aim of the campaign was to reduce water consumption from 180 litre/person/day to a target of 140 litres/person/day by the end of 2007. This was achieved with water consumption dropping to an average of 129 litres/person/day during the campaign and saving over 20 billon litres of water. In 2009, despite the drought broken for over a year and the water consumption target lifted to 200 litres/person/day residents were continuing to consume water, on average, less than 140 litres/person/day. The outcome was a capstone result for the QWC, and the Target 140 campaign went on to achieve international industry recognition. This case study demonstrates how attitudinal change, goal setting and feedback were key components of the change strategy and outlines the tactics used during the campaign. Furthermore, the case study discusses these mechanisms for change in terms of a theoretical understanding.
{"title":"Creating positive habits in water conservation: the case of the Queensland Water Commission and the Target 140 campaign","authors":"A. Walton, Margee Hume","doi":"10.1002/NVSM.421","DOIUrl":"https://doi.org/10.1002/NVSM.421","url":null,"abstract":"This case study reports the activities of the Queensland Water Commission (QWC) in securing the water supply for Brisbane and surrounding South East Queensland (SEQ) in response to the worst drought on record. The case focuses on residential water use and examines a three year period from 2006 to 2009. The focus of the study is the interventions of 2007, which centres on the Target 140 campaign. In 2007, the QWC faced with critically low dam levels identified household consumption as responsible for 70% of water use. The eight month Target 140 campaign targeted household users, aiming to change the water use habits of SEQ residents. The campaign achieved not only immediate reductions in water use but also contributed to long term behavioural and attitudinal change. The aim of the campaign was to reduce water consumption from 180 litre/person/day to a target of 140 litres/person/day by the end of 2007. This was achieved with water consumption dropping to an average of 129 litres/person/day during the campaign and saving over 20 billon litres of water. In 2009, despite the drought broken for over a year and the water consumption target lifted to 200 litres/person/day residents were continuing to consume water, on average, less than 140 litres/person/day. The outcome was a capstone result for the QWC, and the Target 140 campaign went on to achieve international industry recognition. This case study demonstrates how attitudinal change, goal setting and feedback were key components of the change strategy and outlines the tactics used during the campaign. Furthermore, the case study discusses these mechanisms for change in terms of a theoretical understanding.","PeriodicalId":47178,"journal":{"name":"International Journal of Nonprofit and Voluntary Sector Marketing","volume":"9 1","pages":"215-224"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80929834","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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