The end of a calendar year provides a natural juncture for reflection and planning. After such a tumultuous year as 2020, it’s more important than ever for development professionals and nonprofit leaders to take stock of all that we’ve been through as we plan for 2021 and beyond.

As 2020 draws to a close, check out some of CCS’s top resources from this unprecedented year.

1) Forward-Looking Philanthropy Webinar

CCS Webinar Replay - Forward-Looking Philanthropy: Lessons Learned from a Tumultuous Year

Tune in to this recorded session to take a deeper look at how nonprofits can use lessons from 2020 when setting 2021 strategies into motion.

Click here to view the webinar recording and download a key takeaways summary.

2) Philanthropic Climate Survey: Fundraising Impact of COVID-19

This spring, CCS launched a three-part Philanthropic Climate Survey series to assess how the COVID-19 pandemic has affected nonprofit fundraising. Our latest Fundraising Impact of COVID-19 report presents September 2020 data from nearly 1,400 respondents representing nonprofits of all sectors.

Click here to read a summary of our latest survey results and click here to download the full report.

3) Snapshot of Today’s Philanthropic Landscape

CCS Philanthropic Landscape cover and page preview, providing an overview of philanthropic giving in the United States

If we want to understand where philanthropy is going, it helps to understand where philanthropy has been. In contrast to our Fundraising Impact of COVID-19 report, CCS’s annual Philanthropic Landscape covers longer-term trends in philanthropy. The report aggregates industry research that can help inform your decision-making and set a baseline by which to measure the effects and scale of future changes in philanthropy.

Click here to download the Philanthropic Landscape report.

4) Blog Highlights

Preview of CCS Fundraising blog: Your Fundraising Forecast Cheat Sheet for 2021

As you develop and refine your 2021 fundraising plans, check out some of CCS’s guidance on revenue forecasting, repositioning your funding focus, and prioritizing prospective donors.

Throughout this extraordinary year of challenges, CCS has been proud to support the nonprofit community in its efforts to persevere. We thank you for all that you do.

To access our full suite of perspectives, publications, and reports, visit our insights page. To learn more about CCS Fundraising’s suite of services, click here.

CCS has been inspired by how our nonprofit partners across all sectors have responded rapidly, and successfully, to the challenges of 2020. With the holiday season in full swing and the eight nights of Hanukkah approaching, CCS compiled eight lessons from Jewish clients across the country who have navigated fundraising during the COVID-19 pandemic in noteworthy ways.

One: Embrace virtual engagement.

The COVID-19 pandemic provided an opportunity for synagogues to reach a much larger and more diverse audience this High Holy Day season, with congregants tuning in from college dorms, nursing homes, and living rooms across the country. Several synagogue clients reported an exceedingly positive response to online services, resulting in an increase in member engagement and a surge in annual giving in the fall. A synagogue in New York City is already working on a hybrid model to have both in-person and virtual events in 2021 to reach all members of their congregation.

Two: Send materials in advance.

One Jewish day school has had notable success mailing gift proposals ahead of virtual solicitation meetings, most recently sending a seven-figure proposal to a prospective lead donor one week ahead of time. This enables the meeting to be more conversational in nature, focusing on the donor’s own thoughts and reactions rather than spending a significant portion of the meeting walking through the document itself. In turn, the school has shortened the window between soliciting and closing major gifts, allowing leadership to refocus their efforts on cultivating new donors.

Three: Take advantage of flexible scheduling.

Working from home has enabled organizations to get in front of constituents and donors more frequently by scheduling shorter, regular touchpoints. A Jewish social services organization has scheduled quick ongoing meetings for their campaign committee to convene. They have reported a significant uptick in meeting attendance now that the evening meetings are held entirely online.  

Four: Create intimate in-person and virtual events.

A synagogue in Boston hosted intimate cultivation events, with an option for donors to join virtually or in-person. To ensure physical distance protocol, in-person attendance was limited to the first twelve RSVPs. With some donors reporting “Zoom fatigue,” the in-person option offered a refreshing and meaningful experience for those looking to reconnect with their synagogue community. If you decide to pursue an in-person event, be sure to follow the recommended safety measures for guests and staff.

Five: Make your case for support come alive.

A Jewish museum in California worked with their architect to create a “virtual flyover” and walkthrough of their capital renovation. Donors engaged with the digital creation from home to see the project as if they were walking through the building.

Six: Adapt – do not cancel—your plans.

Instead of canceling their campaign feasibility study due to the pandemic, a synagogue in Los Angeles refocused their efforts on individuals who could make both short-term gifts toward COVID-19 support and long-term campaign investments. Interview strategy became more conversational and open-ended to include ample time for dialogue and questions. The synagogue was able to highlight the steps they had taken to adapt to the pandemic and receive support from community members.

Seven: Craft tailored, innovative solicitation strategies.

During challenging times, we are seeing donors focus their giving on causes that matter most to them. A synagogue in Boston built a creative major gift proposal, outlining the opportunity to fund synergies between a donor family’s synagogue and a local Jewish day school. This enabled a new partnership model for the synagogue and school moving forward and allowed the donor family to support two causes at once.

Eight: Focus on professional development.

The need for strong fundraising leadership continues to be increasingly critical to an organization’s success. A Jewish foundation undergoing a major restructuring of its development program expanded an annual team gathering into a multi-day conference, made possible by the virtual setting. The foundation was able to bring in external speakers that laid the groundwork for the more rigorous, strategic, data-driven approach to fundraising that the foundation was looking to implement, while providing valuable outside expertise and perspectives to their eager team.

Much as, in the Hanukkah story, the oil that was meant for one night lasted for eight, our hope is that lessons learned during this current challenging moment will resonate far into your organization’s bright future.

This month we spoke with Ronan Walsh, Head of School at Sutton Park School. Located in Dublin, Ireland, Sutton Park is an independent co-educational multi-denominational day school. They began a capital campaign shortly before the onset of COVID-19. Read on to learn about the School’s experience in successfully navigating this challenging time.

Q:  Sutton Park School has progressed with a capital campaign despite the challenges of this year. Why was this decision taken?

A:  The pandemic came five months after we had commenced our initiative. During that short period however we had made great progress. This was a major contributing factor to us staying the course with our fundraising plan. That fast start had also given us a solid foundation which in turn provided us with breathing space at the beginning of the pandemic to gauge the reaction of our parent body.

Within two weeks of the School closing we converted four more gifts from meetings we had pre-lockdown. Coupled with that support, we were receiving very positive feedback overall on the School’s handling of the crisis –our online teaching; availability and accessibility of teachers; and message of solidarity.

The purpose of our fundraising was also pivotal to our decision to proceed. In building a multi-purpose hall, we will ensure there is greater space for extra-curricular activities, improved facilities for sports and a more functional venue that can cater for students’ needs. Now more than ever, we require an enhanced learning, social and teaching environment.

Q:  Sutton Park School has had success in securing several major gifts recently. What are the opportunities and challenges presented by an online gift request process?

A:  Virtual meetings are very different, especially as I feel my strengths are face to face, but you must adapt and be flexible. Not every meeting will run smoothly. In one case, the parents were in two separate locations –one driving from work, the other at home. Having a Zoom call however facilitated an opportunity with two busy people. There are obviously some things that you can’t help, especially Wi-Fi or an issue with a laptop (audio, video etc.) but it’s important to remain calm.

On a practical level, I can have notes in front of me which may not give a refined look in person! I always try and keep the structure to the meeting, and for some reason I can do this easier online. I call it a train stop structure; it helps the flow of the gift request.

Q:  As a head of School, you have many other priorities. Why do you invest time and energy into fundraising –particularly in this unique moment?

A:  If you want a strong academic institution, you make time. When we set out on this fundraising initiative, we were not just looking at the immediate capital campaign. We want to establish a culture of philanthropy in the School. To ensure we are offering students and families excellent teaching which is supported by first-rate facilities, we must fundraise.

I have been at Sutton Park for over 20 years, initially teaching. The School is a major part of my life. My wife teaches here, my children are current pupils and I have forged strong relationships with the staff and parents over that time. Along with the Board of Management and Governors, we are committed to its development. Fundraising enables that progress and quality.

During these testing times of COVID, I have learned more about the students, staff and parents. They have all dug deep and responded positively to the call to action of solidarity. I have received messages of encouragement and endorsement –it shows a sense of community and a belief that we are all in this together.

Ronan also joined CCS for an in-depth conversation via webinar on his experience with adapting strategies throughout COVID-19, the importance of communications, and practical insight on virtual gift requests. You can view “Effective Strategies to Fundraise with Confidence in 2021” on demand here.

Culture: It’s complicated.

“Culture” is ubiquitous, although that does not mean it is easy to define. Instead, “culture” presents a challenge when we try to change it without buy-in from essential stakeholders. Understanding that every organisation has a particular culture, whether or not stakeholders acknowledge it, is crucial in formulating a fundraising strategy. Before building or changing a “culture of philanthropy,” it may be helpful to refer to a few underlying assumptions about culture:

  • All organisations have it
  • It is a powerful source of communication inside and outside of the organisation
  • It can be detrimental if not aligned with the well-being of the institution
  • It can – and should – be measured.
Cultural Moves Management

Most of your organisation’s supporters are considered cultural “adopters” and tend to be the largest sub-group of supporters. They are passionate, reliable, and motivated by external and internal factors. A smaller group of your supporters are cultural “leaders,” who serve as visionaries and should be enlisted as cultural ambassadors. To continue their work in advocating the culture, cultural leaders in the organisation should receive ongoing stewardship for their support. Adopters, alternatively, can be transitioned into cultural leaders through ongoing investment and incentives.

Detractors of your organisation’s culture are most often “fence-sitters” – they tend to be passive, undecided, and sceptical. Fence-sitters are waiting to see what’s going to happen, so you want to avoid rewarding this behaviour. Instead, show them the benefits of joining and adopting the culture.

A smaller group are “naysayers,” who are oppositional, misinformed, or combative. Because they may have legitimate complaints, naysayers should have an opportunity to share grievances. Sometimes naysayers can even become cultural proponents, but other times, leaders may confront staunch opposition to change. In this instance, they should redirect the naysayers’ energy and avoid letting them set the agenda.

Regardless of where your stakeholders fall in cultural moves management, it’s critical to give them each the time and support needed to legitimise their experience and foster a sense of buy-in for your organisation’s success.

Key Takeaways

The objective of cultural moves management is to encourage detractors to become supporters. Key lessons from CCS’s practical experience of cultural moves management include:

  • Philanthropy must be rooted in the organisational culture to resonate with donors.
  • Leadership sets the foundation for positive overall and philanthropic culture.
  • Values must be communicated, early and often, to all stakeholders.
  • Measuring desired outcomes, like participation or elevated giving, will strengthen perceptions of culture.

So, how strong is your culture?

One simple test is to ask your essential stakeholders what your mission statement is. If they cannot recall, then it might be time to revisit how your organisation communicates its strategic vision. When your stakeholders can recite your mission without hesitation, that is good indication that your organisation is well on its way towards developing a culture of philanthropy.

GivingTuesday is a global day of generosity that takes place every year on the Tuesday after Thanksgiving. In 2019, GivingTuesday raised over $511 million in the U.S. This year, GivingTuesday launched GivingTuesdayNow on May 5 in response to emergency needs facing nonprofits due to COVID-19. GivingTuesdayNow created a sense of global unity in the face of the pandemic and raised over $503 million only six months after GivingTuesday 2019.

The annual giving day has gained significant attention due to its success and the power it has in mobilizing support from large segments of society. However, with the recent GivingTuesdayNow event and during a year of such irregular giving, many development professionals are wondering if they should participate in this year’s GivingTuesday. The guidance below can help your nonprofit make a thoughtful decision about whether or not to participate.

What have you done historically? If your organization has always participated in GivingTuesday, it might make sense to keep the tradition if your donors are expecting this touchpoint. If you plan on participating in future years, it is especially important to maintain continuity. However, you can get creative with this touchpoint. Rather than sending out a giving appeal, you may use it as an opportunity to thank your donors for their support, especially if you ran a GivingTuesdayNow campaign or if another fundraising event is upcoming.

Does a GivingTuesday campaign align with your strategy? Evaluate your strategic plan and whether an appeal makes sense at this time. If it feels arbitrary to you to run a GivingTuesday campaign, it likely feels that way to your donors. Consider other special dates that your organization can rally around that feel more meaningful. For example, holidays such as Veteran’s Day or Native American Heritage Day may align better with your mission and feel more authentic to your donors.

How does GivingTuesday fit into your events and communications calendar? With year-end appeals, quarterly renewals, annual benefits, and the holidays quickly approaching, your calendar is likely already packed with events and outreach. If GivingTuesday falls at an inopportune time on your organization’s calendar, there could be opportunities for synergy between the giving day and your other activities. For example, if GivingTuesday occurs during the same week as your virtual gala, you can leverage the giving day as a marketing tool for the annual gala, rather than squeezing in an additional appeal.

How large is your organization? GivingTuesday is particularly well-suited for organizations with limited brand recognition. By harnessing GivingTuesday’s global social media presence, smaller nonprofits can quickly engage larger audiences and create a sense of collaboration and community around their mission. Donors and supporters will be encouraged to share posts and “tag” nonprofits they support, expanding an organization’s reach.

Do you have an important story to share? GivingTuesday is an opportunity for organizations to tell a story in new and engaging ways through creative posts and videos. The more creative and engaging the post, the more likely it is to be re-shared, thus increasing awareness around a nonprofit’s mission.

Are you looking to elevate your culture of philanthropy? GivingTuesday is good for more than just raising dollars. Staff members, board members, and volunteers will have an opportunity to advocate for your organization by sharing posts and inviting others to give. If you recognize an improvement opportunity in your organization’s culture of philanthropy, consider participating in GivingTuesday.

Does your organization have the capacity and resources to effectively run an additional campaign? Your organization should evaluate its staff capacity and resources before taking on an additional campaign during a busy time of year. Though a GivingTuesday campaign often leverages organic content and the movement of a hashtag, it will still require thorough planning, execution, and follow-through to be successful. If your resources are stretched due to other obligations, your GivingTuesday campaign may present as not thoughtful or incomplete.

If your organization decides to participate, check out CCS’s tips on getting started with planning.

This month we spoke with Trisha Tanner, Vice President for Development at CEU, about fundraising through crises and the University’s plans for ramping up activity this autumn. CEU – a private American university in Budapest and Vienna – is experienced in persevering through difficult times. In 2017, CEU was targeted for expulsion from Hungary through legislative changes commonly known as “lex CEU.” As a result, the University was forced to transition its teaching operation to Vienna. CEU’s fundraising ramp-up is part of the preparatory phase of a five-year campaign in support of the University’s work in Austria, Hungary, and around the world.

Q: What has CEU’s experience with lex CEU, and more recently with COVID-19, taught you about fundraising in challenging times?

A: In a crisis, you learn a lot about what your organisation means to others. After the lex CEU decision, we were awed by the outpouring of support. Thousands took to the streets, wrote letters, and signed petitions. Many also shared personal stories about why CEU matters. This strengthened our resolve. The silver lining of the threat to our academic freedom was that CEU’s global recognition soared. We were able to strengthen ties with our alumni and dramatically expand our sphere of influence. When COVID-19 hit, these ties became even more important. Supporters, many of whom had never made a gift, provided emergency assistance, including funding for technology, housing, and basic necessities for our students.

My mother always said, “you don’t know until you ask.” When fundraising through a crisis, it is critical that fundraisers not assume what a donor may be thinking. Instead, have open conversations with supporters about your organisational needs, and don’t be afraid to invite the help you need. In this pandemic, people are feeling powerless and uncertain. Philanthropy gives them a chance to make a real difference, so your ‘ask’ may come as a welcome opportunity. I also try to remember that people are often more generous when presented with an acute need.

Q: What new strategies or approaches is CEU taking to ramp up fundraising activity this autumn?

A: This autumn, our focus is on frequent and open communication, including personal outreach, virtual engagement, and regular stakeholder updates from the University. Our advancement team is finding ways to involve donors and potential supporters in ways that are meaningful to them – whether serving on an Advisory Board or participating in a focus group. We are also ramping up research and outreach to engage new prospective donors. We believe that the prospecting we do today will be critical as we build a new permanent campus in Vienna, starting in 2023. For CEU, this includes taking a fresh look at alumni who have progressed in their careers and may be ready for deeper engagement.

We also plan to offer more online events and group briefings, following up on feedback from a set of virtual town halls held over summer. For example, we’re expanding our annual Philanthropy Week into a year-long series focused on building the culture of philanthropy within our institution and across the Central European region.

Finally, we are refining our campaign case for support. We want to be bolder, more focused on impact, and more direct. In an environment where every worthy cause has serious needs, we want our message – of education empowering democracy and freedom – to resonate more strongly than ever before.

Creating a rapid or immediate response fund is a regular practice for nonprofits looking to fulfill urgent and unmet financial needs. The initial stages of the COVID-19 pandemic created a surge in organizations establishing response funds. Now that we are half a year into the pandemic, calls for “immediate” COVID-19 response funding may be less urgent for your organization—and may also resonate less with donors.

There might be other emerging needs in the community that are now a priority for your organization. How can you adapt your response fund to address new funding areas and fit into your long-term development strategy?

Determining the case for support for your immediate response fund or emergency fund will fit within your nonprofit organization's priority programs and initiatives, along with your organizational mission and purpose

The Mini Fundraising Campaign: Case, Leadership, Prospects, and Plan

Based on our experience helping numerous organizations navigate this situation, CCS offers a framework for organizational and fundraising leaders to think through refocusing fundraising efforts, while still communicating a clear and compelling story of your organization’s immediate needs. Thinking of your efforts like a mini fundraising campaign can be a useful technique for pivoting your response fund effectively.

Keep in mind that every fundraising initiative, from emergency/immediate response funds to capital or comprehensive campaigns, offers different funding opportunities that may appeal to different groups of supporters. The messaging for each funding area and audience warrants a customized and thoughtful approach.

1) Case for Support

Your case for support should clearly outline the need and discuss the priorities that a donor’s gift will support. It is important to understand why your organization is choosing to embark on this initiative now in order to share the sense of urgency with donors. If you are considering pivoting to a new funding focus area, allow the lessons you learned from the past six months to inform your messaging strategy.

Before (re)drafting your case for support, consider the following:

  • How has the need for an emergency response fund or special appeal changed or evolved since the onset of the pandemic?
  • Why now and why this initiative?
  • What is the impact of one’s gift?
  • What feedback did you receive from key supporters or volunteers on your initial case messaging? What resonated?
  • Are there testimonials you can use to help tell your story?

2) Leadership

Engage board members, volunteers, and key community members to help tell your story. These advocates can share the immediate needs of your organization with those in their network and communicate the impact this effort can have on your organization and the greater community. Your board members can serve as key thought partners and lead any near-term efforts.

Consider leveraging your organization’s leadership network, both internal and external, to raise donor sights, accelerate the pace of giving, and inspire others to join. The idea that “generosity is contagious” has proven true even in these challenging times.

As you determine which community leaders to engage, consider the following:

  • Who can be an advocate and champion for the case you are developing?
  • Is there a matching gift challenge that you can establish for key volunteers and community leaders to engage in?
  • What existing volunteers or community leaders can help be the voice for your campaign?

3) Prospects

Previous donors to your organization are always your best prospects. However, your current priorities or emerging needs might not appeal to your entire donor base. Think strategically on how the current case for support relates to different prospects. How might the needs of the organization mesh with a donor’s philanthropic interests?

It is important to ensure you are transparent with your donors and continuously steward the relationship to avoid donor fatigue. Continue to explore interests of your prospects through personal conversations. Use these exploratory conversations as an opportunity to test the case for support messaging.

Consider the following when building your prospect list:

  • Are you communicating with donors outside of an ask?
  • Are the prospective donors for this mini fundraising campaign the same or different from your initial immediate response fund prospects?
  • Is there an opportunity to further segment your current donors to better fit this initiative?
  • Are there links between this initiative and the last that may pique the interest of those same donors?
  • Are there lapsed donors that have supported similar initiatives/focus areas that you could consider?

4) Plan

Now that your message is solidified, when and how should your organization shift its messaging and fundraising focus? It is important to build out a distinct project plan to achieve the fundraising goal you have set forth. Your plan should help prioritize aspects of your fundraising campaign, maintain momentum, and ensure your team is set up for success.

When developing your fundraising plan, consider the following:

  • How long will this mini campaign last?
  • Is there a specific goal to be set? Either participation or dollar based?
  • What is your comprehensive communications plan?
  • Is there a specific individual or group of people that can manage this effort?
  • Have you received board or leadership buy-in before launching into this initiative?
  • What creative ways can you increase awareness and engage the broader community?
    • Video messages from leadership
    • Matching gift challenges
    • Testimonials
    • Social media campaign

Case Study: Cuyahoga Community College (Tri-C)

Students at Cuyahoga Community College (Tri-C)
Image Courtesy of Cuyahoga Community College (Tri-C)

CCS client partner Cuyahoga Community College (Tri-C) used the framework above to successfully guide and reposition their immediate assistance fund.

Tri-C is Ohio’s first community college and remains Ohio’s oldest and largest public community college. For more than 50 years, Tri-C has provided high quality, affordable education and training programs to more than 900,000 members of the community. Tri-C empowers students to complete their education in a timely manner and prepares students to prosper in the new global economy.

In March 2020, Tri-C recognized the deep impact the COVID-19 crisis was having on students’ personal lives. Accordingly, the college quickly focused their fundraising efforts on their Student Emergency Fund, which helped meet the immediate needs of students by providing resources and technology for successful remote learning. The Student Emergency Fund was established in 2017, but it received limited attention up until COVID-19 when donors began to understand how this fund was different from student scholarships.

The Fund received an overwhelmingly positive response from donors and community members. Tri-C engaged key volunteers and community members through Giving Tuesday Now and various matching gift challenges. As a result of tactics like these, the college was able to award more than $255,000 in student emergency funds. Moreover, through partnerships with community organizations like PCs for People, Tri-C distributed over 600 computers for at-home learning.

While providing virtual learning assistance for students remained an important charge as spring turned to summer, it became clear to Tri-C that amid the ongoing pandemic and social unrest in the country, their institution had the power to drive change and empower the community in a larger way.

Tri-C has since developed a new funding focus of enhancing and expanding the training that Tri-C offers to first responders to help them best serve the residents they’ve sworn to protect and care for. Student Emergency Fund and technology resources are still top of mind, but the key messaging has shifted. Tri-C’s current strategy is to reach out to key volunteers, community members, and donors to make a gift to support “Tri-C Responds” and the emerging immediate needs of Northeast Ohio. This new funding push resonates with the role Tri-C plays in being the “community’s college,” while meeting the immediate needs of the community, setting an example for what an equitable and inclusive community should look like, and ensuring that our future is better for all.

Conclusion

Tri-C is just one example of how organizations across the country that successfully implemented COVID-19 immediate response funds are now adapting their efforts to an evolving reality. When nonprofits consider how to pivot their fundraising efforts, it is important to ensure that the revised message speaks to the new and unique challenges that the community is facing in and outside of the pandemic.

In our 70-plus years of advising nonprofit institutions, CCS has observed that donors are eager to give when an organization makes an immediate commitment to the community that will have a long-term impact. Regardless of the unique situation you are facing, embrace the opportunity to shift your message or consider a new special appeal where appropriate. In an ever-changing world, your organizational priorities will likely continue to evolve. Evaluating your case, leadership, prospects, and plan will help keep your donors engaged through these shifts and beyond.

To access our full suite of perspectives, publications, and reports, visit our insights page and Strategies During COVID-19 resources page. To learn more about CCS Fundraising’s suite of services, click here.

The first two installments of CCS Fundraising’s Philanthropic Climate Survey series in May and June 2020 documented the immediate effects of a crisis in nonprofit fundraising. Our third-edition survey conducted from September 9 to September 16, 2020 provides a window into a nonprofit sector that—at this point, half a year into the global pandemic—has moved past the initial onset of crisis and into adapting to a “new normal.”

Click here to download the full report.

The Pandemic’s Changing Impact on Nonprofit Fundraising

Our September survey results, comprised of responses from nearly 1,400 individuals representing nonprofits of all major subsectors, show that although the pandemic has brought widespread fundraising challenges, its negative impact on fundraising has lessened over time.

In our most recent survey, 53% of respondents reported that the pandemic has led to a decline in fundraising at their organization. As illustrated in the graph below, the proportion of respondents saying that they experienced a decline has decreased markedly from a height of 63% in May. Moreover, the proportion of respondents reporting a fundraising increase amid the pandemic has doubled since May, rising from 14% to 28%.

Though fundraising outcomes are growing more positive in the aggregate, improvements are felt unevenly across subsectors. Nonprofits hard hit by lockdowns and social distancing measures, like performing arts organizations and cultural institutions, are unsurprisingly more likely to report negative effects, with 73% and 67% of respondents respectively reporting a decline so far. On the other end of the spectrum, 45% of respondents from human and social service organizations reported a fundraising increase amid the pandemic—the highest rate of all major subsectors represented in our survey.

Our survey results show that the vast majority (74%) of respondents have not laid off fundraising staff as of September. There was a slight uptick in hiring since June, with 7% of respondents saying that they added fundraising staff. Overall reports of layoffs and furloughs increased in September, though the size of individual layoff and furlough events may be growing smaller on average: a greater proportion of these staff reductions were deemed “modest” rather than “significant” in comparison to May and June numbers. Moreover, our data suggest that nonprofits may be less likely to conduct future layoffs and furloughs now than in previous months, with only 3% of respondents reporting that staff reductions are “under consideration” in September compared to 8% in June and 10% in May.

 

The Evolving Response of Nonprofit Professionals

As the pandemic continues, our data suggest that virtual donor engagement methods are becoming more and more prominent in nonprofit fundraising operations. In September, a combined 44% of respondents reported that they held some sort of online fundraising event to date, up from 31% in June. As demonstrated in the chart below, this 13-percentage-point increase was almost exclusively driven by survey respondents converting previously planned galas, dinners, and other fundraisers to a new virtual format, as opposed to creating new virtual events.

As a positive indicator for the future of fundraising in an increasingly virtual world, our latest survey results suggested relatively widespread comfort with virtual solicitations at the major gift level. So far, 43% of survey respondents have conducted a virtual major gift solicitation. Phone and video methods are about equally popular for conducting these requests, as shown in the chart below. Moreover, another 29% of respondents are considering a virtual major gift ask, contributing to a combined total of more than 70% of respondents who have either already solicited a major gift virtually or are considering doing so.

To see more results from our Philanthropic Climate Survey series, check out our newly released third-edition report Fundraising Impact of COVID-19. If you have any questions about the report or CCS Fundraising, please contact us today.

To access our full suite of perspectives, publications, and reports, visit our insights page. To learn more about CCS Fundraising’s suite of services, click here.

Your fundraising campaign’s success is not only about funds raised, but also about the ongoing accomplishments that keep your team feeling positive and motivated. Celebrating small wins in fundraising is important for building momentum, instilling confidence, and establishing a successful path forward to reaching your big goals.

Achieving this kind of incremental success cannot be overlooked. Especially now, when so many organisations are facing adversity, there are things you can do right away to ensure your campaign keeps moving forward.

Three Ways to Achieve Small Wins

  1. Rallying your internal support

Building a sense of ownership, trust, and empowerment among organisational leaders is an important accomplishment to celebrate at the outset of and throughout a campaign. Knowing that your people support fundraising efforts inspires greater confidence among campaign leaders and volunteers who are driving activity forward.

Instilling confidence amongst your key insiders can be accomplished in the following ways.

  • Be transparent and communicate often. Host monthly update meetings with staff, send newsletters or other forms of consistent communication about campaign progress and success, and create opportunities to discuss challenges and frustrations so lines of communication are always open. This will establish trust and confidence and open the door to internal advocates for your campaign that will build greater momentum for the campaign.
  • Look inward and create structure on your team. Creating and clearly communicating roles for each person will create a sense of collective ownership, which becomes a much larger win for the organisation as whole.
  • Highlight accomplishments at the next staff meeting. Publicly acknowledging the good work of staff, volunteers and leaders to advance fundraising efforts. Celebrating small successes is key to creating a winning culture and can help create an energised and excited team even during the hardest times.
  1. Updating your prospect pipeline

Campaigns are also about building and maintaining relationships with donors. While organisations often focus on a specific targeted list of prospects, a campaign is also an opportunity to identify new individuals who share a commitment to an organisation’s mission.

By reviewing and updating your prospect pipeline, you give your team confidence in knowing that they are spending time on the right donors. During challenging times, any update to the pipeline is a great way to get the ball rolling again and each new prospect is a new opportunity to increase donations, set both staff and donor sights higher, and engage a broader community that may include future leaders.

Once a prospect is in the pipeline, celebrate every move throughout the donor engagement process as a small win toward greater success.

  1. Setting yourself up for a big win

Organisations often celebrate a completed request visit because it means they are one step closer to a gift. While this is an exciting moment, the hard work that goes into the preparation for these visits often goes unacknowledged.

As you plan for a transformational request, acknowledge each task as a small win and share your progress with your team. Over time, you will notice your leaders become more prepared for and confident when conducting requests, which often yields higher returns on requests. This is an example of how incremental success can lead to overall success.

Getting Started Today

Ask yourself: What do I have to look forward to tomorrow? What will we accomplish next week? How can we build on next week’s win?

When answering these questions, keep in mind that small wins illuminate progress and demonstrates success. This helps to motivate everyone involved and sets your people up to produce results.

The racial equity movement has occasioned meaningful and unparalleled reflection, discourse, and action within the nonprofit and philanthropic sector.

According to CCS Fundraising’s internal analysis of domestic trends, over $3.67 billion was publicly donated to racial equity and related causes in the weeks following the killing of George Floyd. This sum rivals the $3.7 billion in publicly reported U.S. donations to COVID-19. Philanthropy of this scale will create enduring changes in communities from coast to coast.

To understand more about the local perspective and mark the release of Giving USA 2020: The Annual Report on Philanthropy, CCS Fundraising hosted conversations across the nation with regional leaders and experts in the field. Throughout our panel discussions in the Northeast, we heard three emerging trends:

  • Donors and nonprofit professionals have a renewed commitment to the systems-change impact model
  • Corporations are supporting local communities in unprecedented ways
  • Individuals continue to be a large source of support for critical funding needs

Philanthropy is Focusing on Systems Change

Philanthropists have always had to decide whether their funding should support short-term activity-based projects or long-term systems-change projects. Historically, funding has predominantly supported the former; in a report released by McKinsey earlier this year, more than 70% of funders were found to actively discourage systems-change approaches through methods like restrictive funding and program requirements.

However, recent events have shed a light on the systemic and long-term implications of the COVID-19 pandemic on marginalized communities. Dr. Myechia Minter-Jordan, Board Member of the Boston Foundation and President and CEO of DentaQuest Partnership for Oral Health Advancement and Catalyst Institute, encouraged panel attendees to embrace this shift towards a systems-change mindset. “It focuses less on serving the immediate issue at hand, but rather why the issue might exist in the first place and what systems created them,” Dr. Minter-Jordan said. “We need to understand the processes that inform the systems through educating ourselves. In terms of the bigger picture, we can further our understanding by looking at the local level and paying attention to grassroots organizations. It is important we engage people along the way, too, with realistic expectations. If we can make change at the core, we will see the most progress.”

Corporations are Stepping Up

Some of America’s largest corporations are stepping up to help overcome the economic and healthcare disadvantages faced by marginalized communities.

2019 was a record year for corporate philanthropy, which experienced a 13% growth rate. More recently, corporations have made unprecedented gifts toward the racial justice movement. Bank of America is among the most notable corporate donors, pledging $1 billion over four years to support economic and racial inequities accelerated by the COVID-19 pandemic.

Bill Hatfield, Rhode Island Market President of Bank of America, spoke about the future of corporate giving during our panel. “There remains a very significant opportunity for businesses to collaborate at the local level and ensure that they are aligned to key community needs,” said Hatfield.  “Business has to play a bigger role. It has to be more influential and needs to be at the table with greater level of contribution to support the change that is needed.”

Individuals Continue to Drive Giving

During times of crisis, major corporate and foundation gifts are prominently announced and featured. That generosity is to be celebrated, but the data shows us that, historically, individual giving drives philanthropy and is an important way that many people express their values. A recent survey from Gallup noted that 73% of Americans reported giving to charity last year, which is more engagement than in almost any other civic activity – including voting.

This moment is no different, as we see individuals educating themselves and donating to causes related to race and marginalization, including economic opportunity, housing, healthcare (including mental health programs), food security, education, and many others.

There has been over $157 million in crowd-sourced grassroots funding from tens of millions of individuals via the internet, as well as single, large-sum contributions such as the $120 million gift made by Reed Hastings, Netflix CEO, to support the United Negro College Fund, Spelman College, and Morehouse College.

Dan Crewe, philanthropist and President of The Bob Crewe Foundation, has led the way for philanthropists in Maine looking to learn and lead. “I’m fortunate to sit on the boards of Maine College of Art, USM Foundation, Portland Symphony Orchestra, and the ACLU of Maine. A few years ago, some of my acquaintances and I entered into discussions that opened my eyes to my own life of privilege. When I read Ibram X. Kendi’s book, How to be an Anti-Racist, I realized how much I had never known,” said Crewe. “White society is in an awakening. How does this affect what we’re doing? We have supported communities of color in an indirect way through the arts, but now we are taking a closer look at how to be open to new ways to participate in this societal change.”

Looking Ahead

For those of us who work in the non-profit sector, the events of recent months have highlighted that our missions are more important and more urgent than ever. In past moments of crisis, uncertainty, and societal change, we’ve seen that philanthropy is both resilient and responsive.

CCS interviews thousands of donors around the world each year on behalf of our clients. The number one reason – consistently – that people say they give is to make an impact. This reason consistently ranks above tax benefits, moral/religious obligation, or a sense of duty to their community. During this time of physical distancing, now is the moment to stay connected with your donors, welcome them into the challenging conversations, and invite them to make an impact through and with your organization.

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