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| Section | Objectives |
|---|---|
| Fundraising and Engagement | - Donor Management
|
| Case Management and Service Delivery | - Service and Case Tracking
|
| Reporting, Analytics, and Integration | - Reporting and Dashboards
|
| Program and Service Management | - Program Lifecycle Management
|
| Nonprofit Cloud Fundamentals | - Salesforce Nonprofit Cloud Data Model
|
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NEW QUESTION # 112
The system admin at a nonprofit has set up automated soft credits to grant to the solicitor of each donation.
The development director wants a report to show who the solicitor is for each donor. Which report type does the system admin need to use to create the requested report?
Answer: C
Explanation:
In NPSP, soft credits are fundamentally based on the Opportunity Contact Role (OCR) object. Even if
"Partial Soft Credits" are used for splitting a gift, the primary mechanism for attributing a "Solicitor" to a donation is assigning them a specific role on the Opportunity.
Reporting Logic:
* The Junction: The Opportunity Contact Role acts as the bridge between the Opportunity (the donation) and the Contact (the solicitor).
* Standard Report Type: The standard report type Opportunities with Contact Roles allows the user to see the donor (the Account) and all related contacts who have a role on that gift.
* Filtering: The Admin can filter this report by the "Role" field (e.g., Role EQUALS Solicitor). This surfaces exactly who the solicitor was for every donor's transaction.
Why other options are incorrect:
* Option D: Partial Soft Credits is a more complex object used when multiple people get different dollar amounts of credit for a single gift. For a standard report showing "who the solicitor is," the Contact Role is the simpler and more standard starting point.
* Option A: Relationships track person-to-person ties (like "Spouse" or "Coworker"), not who influenced a specific financial transaction.
* Option B: This focuses on the Household structure rather than the individual donation influence history.
NEW QUESTION # 113
A nonprofit wants to make a substantial technology shift that will affect multiple teams and departments.
Which two initial steps should a consultant discuss with the nonprofit? (Choose 2)
Answer: A,B
Explanation:
For a "substantial technology shift," a consultant must apply Change Management principles, such as Kotter's 8-Step Process for Leading Change. Technology is only one part of the project; the human element is what determines success.
Initial Strategic Steps:
* Establish a Sense of Urgency (C): People are naturally resistant to change. The consultant must help the organization articulate why this shift is necessary now. This involves identifying the risks of staying with the current siloed systems (e.g., "We are losing 20% of our donors because our data is inaccurate") and the opportunities of the new system. Without urgency, the project will likely lose momentum.
* Form a Powerful Guiding Coalition (D): A technology shift cannot be led by the IT department alone. A consultant must encourage the formation of a team that includes Executive Sponsors (to provide budget and authority) and Departmental Champions (to provide ground-level influence). This coalition works together to overcome resistance and ensure the project remains aligned with the mission.
Why other options are incorrect:
* Summarizing final steps (Option A): This happens at the end of the project lifecycle.
* Deploying features (Option B): You cannot deploy features successfully until the groundwork for change has been laid. Jumping straight to deployment without leadership alignment is a leading cause of implementation failure.
NEW QUESTION # 114
A nonprofit organization needs to organize a portfolio of major donation prospects based on the prospect status to engage the most promising relationships. Which Nonprofit Cloud feature should the organization use?
Answer: C
Explanation:
For Major Gift Officers (MGOs), efficiency is driven by the ability to prioritize and segment their donor portfolio. In the modern Nonprofit Cloud, the feature designed specifically for this high-volume, high- priority organization is Actionable Segmentation and the resulting Actionable Lists.
An Actionable List is more than just a standard list view or report; it is a dynamic work queue that allows fundraisers to group prospects based on specific data points, such as Prospect Status, Wealth Tier, or Last Gift Date.
How a Consultant Implements Actionable Lists:
* Define the Dataset: The consultant first identifies the criteria using Actionable Segmentation. For major gift prospects, this might involve filtering Person Accounts who have a "Qualified" prospect status and a high net worth indicator on their Contact Profile.
* Create the List: Once the segment is defined, it is published as an Actionable List.
* Assign and Engage: MGOs can then access this list from their Donor Engagement or Philanthropy & Partnerships app. The list provides an optimized view where the officer can see key details and immediately trigger actions, such as making a phone call, sending an email, or assigning an Action Plan
.
* Real-Time Status Tracking: As the officer engages with a prospect, they can update the status directly within the list view. This allows the organization to track the "Movement" of a prospect through the solicitation pipeline in real time.
While Contact Profiles (Option C) provide the underlying data (wealth and personal attributes), and Action Plans (Option B) provide the tasks once the prospect is engaged, the Actionable List is the foundational
"organizing" feature that allows the officer to manage their entire portfolio effectively. It ensures that the
"most promising relationships" are always at the top of the officer's daily priority list.
NEW QUESTION # 115
The development director at a nonprofit needs to track grant lifecycles using NPSP, including assigning actions to staff members, tracking applications, reporting deadlines, and summarizing the total amount awarded with payments. How should the consultant model payments, applications, reporting deadlines, and actions in NPSP for the grant seeking institution?
Answer: A
Explanation:
Tracking the "Grant Seeking" process in NPSP requires a specific mapping of business requirements to the NPSP data model. Unlike "outbound" grantmaking, "inbound" grant seeking uses the Opportunity object as the primary record for each grant proposal.
Mapping the Lifecycle:
* Applications & Reporting Deadlines (Deliverables): In NPSP, the Deliverable object is specifically designed to track milestones associated with a grant Opportunity. An "Application Submission" is a deliverable (the first milestone), and "Mid-Year Report" or "Final Report" are subsequent deliverables with specific due dates. This allows the development director to see a calendar of all upcoming grant requirements.
* Payments (Opportunities with Payments): While the Opportunity tracks the total amount awarded, the Payment object in NPSP tracks the actual cash coming in. Since grants are often paid in multiple installments (multi-year grants), using the related Payments list is the standard way to reconcile the total award against what has actually been deposited in the bank.
* Actions (Activities): Standard Salesforce Activities (Tasks and Events) are used to track the day-to- day engagement steps, such as "Draft Narrative," "Call Program Officer," or "Review Budget." These are the "internal" actions assigned to staff members.
Why other options are incorrect:
* Option A: Recurring Donations are for open-ended, sustaining gifts (like monthly donors), not for specific fixed-amount grant awards with a set payment schedule.
* Option C: Using Activities for reporting deadlines is a poor practice because activities are easily deleted or closed without the formal tracking and field-level detail (like "Grantee Requirements") that the Deliverable object provides.
NEW QUESTION # 116
The program manager of an after-school program wants to pull a report that shows all students in the program and their primary parent/guardian with the parent/guardian's cell phone and email. The nonprofit is using NPSP. Which custom report type should the consultant use to create the report?
Answer: C
Explanation:
In NPSP, the relationship between a child (student) and a parent is tracked using the Relationship object.
This is a5 person-to-person junction record.
Building the Report:
* The Starting Point: To see the student's information (Phone/Email) alongside their parent's information, the consultant needs a report that spans the Relationship record.
* Custom Report Type: A report type of Contacts with or without Relationships allows the user to list the primary contact (the Student) and pull in the "Related Contact" (the Parent) from the relationship record.
* Cross-Object Fields: In the report builder, the consultant can use the "Add fields related via lookup" feature to pull the parent's cell phone and email address from the Related Contact record.
Why other options are incorrect:
* Option C and D: These refer to Program Management Module (PMM) objects. While they show who is in the program, they don't natively "connect" one person's contact info to another person's contact info without a Relationship record.
* Option A: "Service Participants" is a specific PMM term, but it doesn't provide the bridge to the parent
/guardian data found in the NPSP Relationship model.
NEW QUESTION # 117
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