The COVID-19 pandemic had an immediate and major impact on nonprofit fundraising in the first few months of the crisis. While the picture still remains challenging for many organizations, new data from a large-scale CCS Fundraising survey of nonprofit organizations suggests that the philanthropic landscape has improved markedly thanks in part to innovative approaches to fundraising.
The results, which reflect survey responses from 1,014 individuals representing nonprofit organizations across sectors, track performance and perceptions between May 1 and June 1. This report is a follow-up to an initial CCS survey that captured activity between April 1 and May 1. Here are three key takeaways:
Fundraising Performance is on the Upswing
In the latest report, 23% of respondents cited fundraising increases, while only 14% noted increases in the previous survey. Additionally, the June 1 report showed decreases to fundraising being reported by 56% of respondents, a drop from the 63% reporting decreases a month prior. While these new numbers are notably more positive, the picture remains challenging with more than half of respondents citing declines in fundraising.
Major Efforts Continuing with Modifications
Following trends seen in the first edition of this survey, most nonprofits report that they will continue with their major pre-existing campaign plans with appropriate adjustments.
The data shows that organizations have also used technology and innovation to continue large fundraising initiatives. For example, just under two-thirds of respondents reported that they were either considering or had already held a virtual fundraising event amid the widespread inability to host in-person gatherings. Similarly, nearly two-thirds of respondents reported undertaking a special appeal or emergency fund amidst the pandemic.
Donor engagement methods leveraging technology also rose during the month of May, with an increased percentage of respondents citing their use of social media and other online methods of engagement, like webinars and podcasts.
Nearly Three-Quarters Have Not Made Staffing Changes
The number of nonprofits reporting layoffs and furloughs of fundraising staff increased slightly from the last survey, though a majority of respondents (72%) reported that they had no staffing changes. Hiring, on the other hand, remains stagnant as most organizations have not added new staff during this time.
CCS will continue to roll out new installments of this survey in the coming months, in addition to offering insights on how the data should inform short- and long-term fundraising plans. If you have questions about the report or would like to discuss your fundraising strategies, contact CCS 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.
An external crisis such as COVID-19 causes significant shifts for a nonprofit’s operational and strategic funding needs and plans.
Today, many organisations require immediate revenue to overcome the short term challenges presented by the impact of the pandemic. Simultaneously, they are concerned about how these conversations will affect long term campaign commitments.
With a focused request strategy, it is possible to secure short term support without jeopardising future discussions.
In this post, we lay out the key considerations to keep in mind when planning for such a request:
1. Prioritise your prospects. Review the potential in your pipeline as well as your recent major gift donors to identify which prospects you will approach. Be guided by affinity, ability, and access.
Ask: Who do we consider our insiders? Who is briefed on our long-term needs and understands our current situation? Who would be receptive to an additional or increased request? Whose involvement might inspire others to commit to our immediate needs?
2. Develop your case. Articulate the necessity of short-term support and link this to the wider campaign and organisational mission. A strong and clear alignment of immediate and long-term requirements will strengthen your message, allowing you to stay true to the overall organisational ambition and show how a contribution now fits in to the bigger picture.
Your case should address core questions, including: How much funding is needed to support your immediate operations? How will this advance your long term, strategic plans?
3. Embrace flexible strategies and gift structures. A change in your cultivation and gift request strategy should be rooted in flexibility. It is likely that you may be asking prospects and donors to accelerate or increase their existing gift and therefore you need to offer various giving options and payment schedules to fulfil this combined or increased donation.
4. Update and steward regularly. Demonstrating the impact of your donors’ generosity will help to progress your future campaign request. Also, a frequent update on your needs leaves the door open for additional giving in the future.
Future Considerations
As you activate these conversations, keep the following questions in mind:
Which donors will step up again if COVID-19 continues to impede our ability to raise annual revenue?
Will our present operational need impact our campaign case, strategy, projections, and timeline?
What have we learned about our donors’ interests and gift structure preferences through this process?
In a changing environment, nonprofits are exploring new and innovative ways to engage with audiences effectively. A key consideration is how to excite prospects and donors virtually to yield the same impact as in-person meetings.
Below are some factors when you are planning your next virtual call:
Turn on your camera! It may sound simple but it is a critical part of making connections with whom you seek to engage. Don’t forget to give thought to your background to ensure that you are portraying the professionalism of your organisation on every call.
Make time for rapport building. During in-person meetings there are natural opportunities for small talk with individuals to ask how they are and share anecdotes. There can be a temptation virtually to ‘dive straight in’ to the content but it is important to allow time to develop relationships. You may wish to start the call by saying: “thank you for your time today, there is a lot I hope to discuss with you but before we get started I wanted to ask how you/ your family are doing?” This will signal that you value the individual’s time whilst still enabling rapport building.
Consider visual aids. Often during in-person meetings there is the added benefit that participants are able to visit the organisational headquarters or view documents as part of the meeting to create a greater sense of your ethos and mission. During virtual calls, this is still possible but may require more forward planning. The following tools are effective:
Pre-read – work back from what you hope to achieve during your call and ask yourself: what information is it useful to provide in advance to pave the way for this outcome? Keep any pre-reads short and concise, they should whet the reader’s appetite and provide foundation information which can be expanded upon during your conversation.
Slide deck – this doesn’t have to be detailed and you should avoid too much copy, use a small selection of striking images that punctuate your main points and help to navigate through the discussion in a structured way.
A short video – though there may be additional work required to pull together a video, there is great value in being able to share a ‘live’ portrayal of your organisation from afar. Content may include a visual tour of a new building or testimonials from programme beneficiaries. If you do decide to use a video, think about sending it in advance to set the context for discussion and ensure that the quality is optimised.
Plan your narrative. Think about the time that you have for the meeting and plan your time accordingly to ensure that you are able to cover all the content you require. The benefit of a virtual meeting is that you can rely on more notes than you may use in-person so don’t be afraid to use this to your advantage.
Make it a conversation. Engaging participants in virtual calls does require more effort than in-person meetings as you are not as readily able to pick up on their cues. To mitigate this, weave multiple opportunities for engagement into your narrative; ask questions, seek their feedback and confirm understanding. This will allow you to gain a much greater sense of their interests and views to tailor your discussions in the future.
An external crisis such as COVID-19 causes significant shifts for a nonprofit’s operational and strategic funding needs and plans. Whether it’s for a campaign or operational sustainability, through a focused and clear request strategy, your organization can secure immediate support from your closest and most capable supporters without compromising future strategic funding requests. In this post, we lay out the key considerations to keep in mind when planning a combined or sequenced request.
Prioritize your prospects. Review the potential in your request pipeline as well as your recent major gift donors to identify which prospects you will approach for this type of request. Be guided by affinity, ability, and access. Ask: Who do we consider our insiders?Who is briefed on our long-term needs and understands our current situation? Who would be receptive to an additional or increased request? Whose support might inspire others to commit to our immediate needs?
Develop your connected case. You will need to articulate the need for immediate support, the importance of your strategic vision or campaign impact, and the connection between these needs. A strong and clear relationship between your immediate and long-term needs can lead to successful combined requests. Your case should address key questions, including: How much funding is needed to support your immediate operations? How will immediate annual support help advance your long term, strategic plans?
Lead with your mission and be transparent. As you approach your lead supporters for a combined or sequenced request, ground the request in your mission and the essentiality of your organization. Provide a clear outlook on your immediate needs and acknowledge that they may shift, given this ever-changing environment.
Embrace flexible strategies and gift structures. A pivoted solicitation should be rooted in flexibility. You are likely to navigate an accelerated solicitation timeline and should therefore offer your donor various giving vehicles or payment schedules to fulfill this combined or increased commitment.
Update and steward regularly. Demonstrating the impact of your donors’ operational support can help advance your future campaign request. Additionally, a frequent update on your immediate needs leaves the door open for additional support should your annual operations needs grow.
The Request Conversation
As you prepare for these requests, develop language to help articulate the urgent need alongside your long-term plans. Your conversation may include the following language:
Our organization has had to be flexible in this unprecedented time, and we anticipate we’ll need to continue to shift our plans as we respond to changes in our environment. Your partnership is critical as we navigate this situation. As one of our closest friends, we need your support to uphold our mission while advancing our campaign plans.
Our campaign plans remain the same, but COVID-19 has had a significant impact on our annual needs. The sooner we can address our current operating needs, the sooner we can advance our campaign mission.
With these needs in mind, would you be open to discussing your (future campaign commitment OR current pledge) and how you could have an impact on both our immediate needs and the future of our organization?
I invite you to consider a combined gift structure that provides us with immediate support while helping to activate our important long-term strategy.
Potential Gift Structures
We recommend developing several options that will allow flexibility for your donors and your organization. Based on the current prospect relationship and strategy, you can develop a combined or sequenced approach to secure funding for immediate and future needs.
Future Considerations
As you activate these combined gift strategies, keep the following questions top of mind:
Which donors will step up again if COVID-19 continues to impede our ability to raise our annual revenue?
Will our current operational need impact our campaign case, strategy, projections, and timeline?
What have we learned about our donors’ interests and gift structure preferences through this process?
CCS Fundraising is a strategic fundraising consulting firm that partners with nonprofits for transformational change. Members of the CCS team are highly experienced and knowledgeable across sectors, disciplines, and regions. With offices throughout the United States and the world, our unique, customized approach provides each client with an embedded team member for the duration of the engagement. 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.
“If the society today allows wrongs to go unchallenged, the impression is created that those wrongs have the approval of the majority.” – Barbara Jordan
CCS stands in solidarity with our Black colleagues, client partners, friends, and greater society to affirm – loudly and unequivocally – that Black lives matter.
We denounce the heinous murders of far too many Black men and women at the hands of police and vigilantes, and we condemn the systemic racism that pervades our country’s institutions and has sanctioned this violence and oppression for too long. The killing of George Floyd by police officers in Minneapolis, Minnesota; the killing of Ahmaud Arbery by two civilians in Brunswick, Georgia; the killing of Breonna Taylor by police officers in Louisville, Kentucky; and the unjust treatment of Christian Cooper by an individual in Central Park in Manhattan are at the forefront of public consciousness, but these injustices represent only the latest in a long line of brutality and discrimination that are manifestations of systemic racism.
It is impossible to adequately express the outrage, the anguish, and the sadness that is felt throughout our country, especially among Black men and women who live in the constant traumatic nightmare of racial discrimination. But silence is a choice, and it is not an acceptable option. As Dr. King said: “There comes a time when silence is betrayal.” So we must turn our grief, our pain, and our anger into action. If we are to advance as a society, we need to come to terms with the realities of racism in our society and work ceaselessly to challenge the very structures that condone deep-seated racism and perpetuate inequity.
We do not have all the answers. But we all must do better, and we must start with ourselves. As a firm comprised of highly talented, mission-driven people, CCS commits to addressing the gross disparities in the funding of nonprofits that are led by people of color. We commit to working with even more nonprofits that offer opportunity and advancement to communities of color. We commit to leading the way in advancing professionals of color in our firm, in the nonprofit world, and the broader field of philanthropy. And we recommit to making CCS a more welcoming, diverse, and inclusive place to work.
For nearly 75 years, CCS’s mission has been to partner with nonprofit organizations for transformational change, and through this change, improve the lives of people of every race, ethnicity, and station in life. In this historic moment of challenge and uncertainty, we have never been more committed to making this change possible.
For many nonprofit organizations, events are an important way to raise funds, gather close donors, and educate the community in a unique way. Current limitations for in-person gatherings present a challenge for organizations that were planning to hold events, particularly this spring and summer. An Assess-Decide-Communicate-Execute framework offers a process to clarify your event objectives and develop a plan to achieve them in this distanced period.
First, resist the urge to jump straight into the logistics. Many organizations fall into one of two buckets: 1) immediately canceling all upcoming events as they can’t see how a successful convening could happen virtually, and they are tempted to impulsively send out cancellations before making a plan or 2) transitioning all of their events to a virtual format as they want to make it happen in any way possible.
Before sending out a cancellation notice or purchasing new virtual event software, nonprofits should take advantage of this moment to review and assess the purpose and performance of their key events. This helps clarify the best event strategy to achieve your objectives this year, and to identify opportunities to enhance these high-capacity activities well into the future.
Before you make any decisions, recall what the event was intended to achieve. Were you raising funds for a certain cause? Celebrating donors at a certain level? Educating the public? Or a combination? Taking the time to understand what goals your event was aiming to achieve, and where you were in the planning stage, will inform and elevate your transition plans moving forward. Conduct an event audit to determine:
The purpose and impact of the event
In a typical year, what are the stated goals, benefits, and motivations for this event? How does the event support…
Fundraising: Does this event produce irreplaceable funds for your program or organization?
Engagement: Who typically attends this event, and does your organization have another way to reach them?
Education: What important messaging does the event carry about your organization’s mission, impact, and/or people? Through what vehicle?
Stewardship: How does this event serve as a vehicle for donor cultivation and retention? What other platforms are available to accomplish that recognition?
Additional Benefits: What other positives have resulted from these events in the past?
What planning has already taken place
Where do you currently stand in your event preparation, and what resources are currently dedicated to this event?
Have you already raised funds or secured commitments?
What logistics or contracts are already committed? What are the options and risks associated with changing your plans?
What staff are still available for event planning – in past or altered format?
How timing considerations will make the decision for you
Does the date fall within the most up-to-date shelter-in-place restrictions for your city/state?
How many guests usually attend the event? How does this compare to capacities outlined in current social gathering limitations?
How many other events does the organization typically hold each year?
Is there an opportunity to combine this event with a future event? What challenges would arise from that option?
STEP 2: DECIDE
“To cancel or not to cancel?” is not the question. Your organization has options, and it is not best practice to go the route of wholesale cancellation of event fundraising plans. Your team may choose to postpone or make your event virtual. You can also redistribute staff efforts to build alternative strategies that advance the goals you identified in the assessment. Translate the insights from the event audit into action: develop an engaging strategy or program that achieves your original event objectives.
STEP 3: COMMUNICATE
Regardless of how you decide to move forward, stakeholders are interested in hearing from the nonprofits they support. Developing a tiered communications plan that prioritizes event volunteers, sponsors, and major prospective donors can support the messaging of your ultimate decision. Though the logistics of your plan is important, incorporating impact-oriented updates about how your organization or cause is faring and how supporters can help will be strategic during this time.
A few best practices to keep in mind:
Rethink your event name: Even if it is a close replica, a virtual event will not be the same as the original gathering. Your organization should therefore consider renaming the event to create something new (i.e., “The Pajama Ball: A Night of Giving in Your PJs”).
Facilitate connections: Consider incorporating a live Q&A session and/or allow an online “chat” function. Now more than ever, people want to connect with each other. Providing access to key executives or thought leaders can help keep your constituents connected to and excited about your organization’s work.
Generate excitement: Prominently display the event fundraising goal thermometer and donor wall throughout your event to build and maintain momentum. Brainstorm new recognition levels and benefits for virtual event donors.
STEP 4: EXECUTE
For an event planning team, this step may feel familiar. Develop the appropriate working group, action steps, and timeline to make the event a success. Though your plans have changed, you may not need to start from square one. Find ways to creatively repurpose the plans and speaking points you have already developed. This step should also include your follow-up communication and donor cultivation plan to maximize the success of your event.
Secure sponsorships, no matter what: Focus on recruiting and retaining your sponsors regardless of your final plan. Get creative with ways to fulfill sponsor benefits. Be straight forward with your sponsors. Let them know what challenge is impeding your event and invite them to partner with you to identify the solution. Many sponsors already have their commitment set aside in their annual budget.
Expand your invitation list: Re-think your invite list. If you are transitioning to virtual, cast a wider net and expand the invite list to everyone for whom you have an email on file. Or, cut the list to only include your top prospects and donors for a more intimate gathering (either in person, or virtual).
Treat Your Event Like a Giving Day: Check out our best practices here and here.
What Can You Do Today?
The first step to initiate this 4-point plan is to meet with your staff and leadership to brainstorm ideas and solutions to obstacles. It is also useful to look at what like-minded organizations have already done. How can you set yourselves apart from the pack and create something that stands out? These are the key questions that will help initiate a thorough plan of action.
CCS Fundraising is a strategic fundraising consulting firm that partners with nonprofits for transformational change. Members of the CCS team are highly experienced and knowledgeable across sectors, disciplines, and regions. With offices throughout the United States and the world, our unique, customized approach provides each client with an embedded team member for the duration of the engagement. 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 Fundraising was pleased to partner recently with AROPS – The Schools’ Alumni Association to discuss strategies for staying engaged with alumni during this extraordinary period. A recording of this discussion with accompanying slides can be accessed here.
COVID-19 has magnified the opportunity for schools and alumni associations to become the conveners of alumni engagement. People are eager for a sense of community and purpose, increasing the value and need for strategically planned engagement and authentic communication.
Actions taken now and throughout the crisis will help to define how alumni regards schools and associations in the long-term.
To maximise the success of your engagement plans, CCS recommends focusing on the following five areas:
1. Objectives
Assess:
what you would like your alumni programme to accomplish
whether there are clearly defined benefits for the school community – alumni, pupils, parents, and friends
by which simple metrics you will measure progress
2. Constituents
Segmentation of your database is part and parcel of everyday alumni engagement – consider how you might adjust segmentation through a COVID-19 lens
Tailor outreach and communications channels to alumni subsets based on their needs and preferences
3. Resources
Identify new tools and resources available, especially if staff numbers and budget have decreased
Utilise existing volunteer groups
Recruit the support of new volunteers – this is an opportunity to develop your network and identify some of your greatest advocates
4. Initiatives Communications
Update your website with information on COVID-19 impact and response – virtual teaching, online resources, examinations
Increase the number of bulletins/e-newsletters sent
Ensure frequent social media posts
Begin highlighting plans for a gradual return to new normal
Share news on future-focused projects (where appropriate)Activities
Facilitate online gatheringsg. reunions – coach alumni on use of platforms and/or allow use of school technology
Set up special briefings (webinars/podcasts) by alumni experts (e.g. medics, data scientists, economists, politicians) on the crisis and its implications or managing its impact
Deliver scheduled events and activities online (graduation ceremonies, Church services, speech day)
Calls to Action
Recruit volunteers to assist in checking in with self-isolating alumni
Ask alumni to dedicate some of their time at home to looking for old photographs/sharing uplifting or ‘memory lane’ stories
Actively seek feedback
Survey alumni to determine their needs, interests, and their feedback on how you are doing
Request financial support from alumni (where appropriate) to:
Provide for pupils whose parents are in financial difficulty
Set up bursaries that encourage international applications
Continue planned upgrades to ensure financial health into the future
5. Timeline
Create a calendar of touchpoints and activities for the next two to three months
Monitor progress weekly
Be flexible – government guidance will determine what people are interested in/concerned about
Many individuals working with alumni have wondered whether this is an appropriate time to reach out to their constituents. The answer is a resounding “yes” – in many ways, the work of alumni associations and in-school professionals is more relevant now than ever.
Authentic communication and engagement are the foundation for long-term relationships. And remember, those who truly feel part of the school community give back to it, financially and as volunteers and ambassadors.
National moments—such as elections, natural disasters, and the current COVID-19 crisis—tend to propel certain nonprofits to the forefront of philanthropic attention. In these moments, new audiences and a larger spotlight create an immediate need for a ramped-up communications program as scrutiny around deliverables and actions heightens.
Stephen Peeler, Executive Director of the Infectious Diseases Society of America Foundation, is presently navigating this exact situation for the organization and its 20,000 members. In an exclusive interview conducted by Luke Driscoll, Managing Director at CCS Fundraising, Stephen discusses what it’s like to fundraise while supporting those on the front lines of the COVID-19 crisis. In this chat, he also expands on the creative ways the Foundation is communicating with donors as well as their wider new audience.
This video is the third installment of a mini webinar series, 5 Leaders | 5 Questions, where leaders at CCS Fundraising sit down with executives of leading nonprofits to discuss and reflect on fundraising in challenging times. In this series, the firm’s experts will explore each executive’s experience navigating fundraising in times of crisis, including the aftermath of 9/11, the Great Recession, natural disasters, as well as what they are seeing and doing amid today’s pandemic.
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.
Healthcare institutions around the world are currently doing everything they can to combat the COVID-19 crisis, and they are doing so while also ensuring that other essential programs, such as cancer research, rare disease prevention/treatment, and other lifesaving services remain active for the sake of all of their patients. Many healthcare organizations are therefore asking how to best communicate the continued importance of these programs during this pandemic.
Advocates and friends of these programs – as well as nonprofit organizations and philanthropists dedicated to providing healthcare for all of those in need – can fill the funding gap and ensure treatment for those whose lives depend on it by executing on tried and true practices.
Communicate about the disruption
This is a critical time for healthcare organizations to communicate their needs to donors and prospects. Don’t be surprised if their response is more positive than anticipated. The current health crisis and its economic impact have been so disruptive to our daily lives that many philanthropists want to understand the entirety of its effects on their community’s nonprofits. Sometimes organizations intuitively feel the need to postpone communications while they resolve the uncertainty that affects their work. Yet it is exactly in times like these that need more information is needed, not less.
Communication will help individuals to understand how they can continue to be a part of the organization. Provide regular updates. Help the broader community understand how they can do more in this period. Invite them to respond creatively, to serve as advocates and fundraisers when armed with updated information about your organization. Use these advocates and volunteers to tell stories that demonstrate how you continue to deliver on your mission by repositioning services in the current environment. Share how some patients are still being helped. Explain what it means for individuals who can’t receive a critical healthcare service and how their world is different because of the suspension or shortfall of lifesaving healthcare service.
Articulate the impact through numbers and narrative
Help potential donors understand how the current disruption will affect the budget of the specific program in question. Provide updated fundraising forecasts as soon as possible. Events are being postponed every day. Embrace that and share what you are doing to replace the lost revenue. If major gift requests have been postponed, project the impact the delay will cause and when solicitation of prospects in the pipeline will resume. But don’t just message a general need for money. Address the costs required to maintain services, the investment made to pivot to an online model, explain ways in which you have reduced expenses, and articulate your vision for the short and long term.
Cast the net wider and innovate
With so many organizations depending on fundraising events for annual revenue, their wholesale cancellation presents multiple challenges. It causes a shortfall in relationship building, enhancing public awareness, stewarding donors and volunteers, and fundraising for crucial revenue needs. Yet, the current crisis offers other healthcare programs a unique opportunity to rethink their fundraising model. Consider other ways to strengthen relationships, thank valued members of the community, increase visibility, and raise funds:
You may be able to hold an annual event virtually.
Perhaps you can conduct an awareness drive to educate the broader community about the program and the unique challenges the current environment presents.
Set aside dedicated time for one-on-one conversations with prospective donors and ask them for a special gift, above and beyond their normal giving, to support the cause during these challenging times.
Encourage volunteers to reach out to their networks and identify potential new donors.
Consider reaching deeper into the organization’s database to connect with past donors who haven’t been heard from in a while. Are they open to returning as a donor given the unique situation?
Let people who have given in the past understand what challenges you face now. It might be that a family impacted by an illness in the past understand might be receptive to making a special gift during these unusual times.
Does your organization need assistance with ensuring fundraising support for all of your programs? Contact CCS today.
CCS Fundraising is a strategic fundraising consulting firm that partners with nonprofits for transformational change. Members of the CCS team are highly experienced and knowledgeable across sectors, disciplines, and regions. With offices throughout the United States and the world, our unique, customized approach provides each client with an embedded team member for the duration of the engagement. 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.
Most nonprofits have moved forward with major fundraising efforts—with appropriate modifications—despite the impact of the current global health pandemic, according to a new CCS Fundraising study of 1,183 professionals representing nonprofit organizations across all major philanthropic sectors. Only 9 respondents (less than 1%) noted campaign cancellations.
This news comes as nonprofits prepare for a downward trend in fundraising results throughout the remainder of the year. Sixty-three percent of respondents reported a decline in fundraising since the start of the pandemic, with over three-quarters expecting a drop in results through 2020.
CCS launched this broad scale fundraising survey, conducted between April 20—May 1, to better understand the immediate philanthropic impact of the COVID-19 pandemic on nonprofits. The study addresses the behaviors, progress, and challenges faced by organizations in the first two months since the crisis began.
Among the key findings, slightly more than half of respondents say their organizations have launched special appeals during the crisis, and most organizations continue to prioritize outreach to donors at all levels.
“We believe the size of the data set and the timeliness of these responses provide an illuminating picture of the depth and the scale of the initial impact,” says CCS Chairman, Robert Kissane.
CCS will continue to roll out new installments of this survey in the coming months, in addition to offering insights on how the data should inform short- and long-term fundraising plans. Contact CCS today to discuss your strategy.
During this challenging time, we are continuing to offer our perspectives and lessons learned from over seven decades of nonprofit advisory leadership. Click here to access our Strategies During COVID-19 page. Here you will find resources that provide best practices and optimal strategies to help your organization build a path through this crisis and beyond.
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.
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