Many institutions are wondering how the presidential election may impact their fundraising in 2025. Long-term trends suggest a steady increase in funding; the most recent data reports that higher education institutions received $58 billion in annual charitable donations, with growth among unrestricted endowments and irrevocable deferred gifts.
Higher Education fundraising practices
Most higher education institutions (81%) report revenue increases versus their prior fiscal year, which is higher than the overall rate across sectors (62%). Sixty-three percent (63%) of schools get 20% or less of their giving in the form of noncash assets. Though often overlooked, there is potential in retirement assets for charitable giving; institutions of higher education might consider focusing on noncash donation vehicles that offer personal financial advantages during major gift conversations.
higher education projections and priorities
Fifty-one percent (51%) of participants expect deferred gift commitments to increase in 2025, followed by an expected increase in foundation (49%) and mid-level (49%) gift increases.
Likewise, fifty-one percent (51%) of respondents believe DEI aligns with their institution’s values mission, and social justice goals, compared to 63% across sectors. Fundraising for DEI initiatives at colleges and universities will remain a key topic of conversation amidst policy changes and variable governmental support.
staffing and resourcing in the higher education sector
In 2024, 58% of responding institutions increased their fundraising staff, compared to 29% in the previous year. While half of all organizations increased staff pay by 4% or more over the past three years, 53% of schools in this sector saw an increase. Managing fundraising efficiency and staff ratios in light of these evolving sector dynamics remains an important way to maximize ROI and employee satisfaction.
donor acquisition and retention at Higher Education Institutions
Alumni continue to be a key source of new and existing donors among institutions of higher education. Fifty-one percent (51%) of higher education institutions indicate that their number of new donors has increased in the past 12 months, an increase in six percentage points from last year, as compared to 53% across sectors. Fifty percent (50%) of higher education institutions report retaining over half of their new donors over the past 12 months, compared to 49% overall. Colleges and universities might consider sourcing new donors by re-engaging those closest to their organization, including board members and faculty.
The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.
Just over half (54%) of human services organizations report revenue increases versus their prior fiscal year, as compared to 62% across all sectors. Three out of every four (75%) organizations get 20% or less of their giving in the form of non-cash assets, which shows a shift toward non-cash giving from the prior year’s rate (53%).
trends in funding priorities at Human Services Organizations
In the past twelve months, organizations saw an increase in demand or outsized growth of funding in housing assistance and mental or behavioral health assistance, among other services.
human services sector projections and priorities
Fifty percent (50%) of participants expect mid-level gifts to increase this year, followed by expected increases in major gifts (47%) and annual appeal (45%). Organizations might consider leveraging family foundations as a source of mid-level and major gifts. Sixty-nine percent (69%) of respondents believe DEIB aligns with their organization’s values, mission, and social justice goals, compared to 73% across sectors.
Human Services Organizations Have been Responsive to Episodic Giving
Human services nonprofits have deployed numerous donor engagement tactics in response to episodic giving, including adjusting communication focused on ongoing needs (26%), focusing on immediate fundraising for specific needs (19%), and enhanced donor stewardship and recognition programs (16%).
staffing and resourcing in the human services sector
In 2024, 55% of responding human services organizations increased their fundraising staff, up from 38% in the prior year, as compared to about 58% across sectors. While half of all organizations increased staff pay by 4% or more over the past three years, 55% of respondents report doing so in the human services sector.
donor acquisition and retention
Fifty-two percent (52%) of organizations indicate that their number of new donors has increased in the past 12 months, which is similar to 54% across sectors. Thirty-six percent (36%) of organizations report retaining over half of their new donors over the past 12 months, compared to 49% overall. Human services nonprofits might consider leveraging specialized legacy societies as a powerful donor acquisition and retention tool.
The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.
fundraising practices in the Primary and Secondary Education sector
Almost half of primary and secondary schools (45%) report revenue increases versus their prior fiscal year, a 10% drop in last year’s estimation, and lower than the average (62%) across sectors. However, the year-over-year revenue has increased according to NAIS Facts at a Glance, as median funds received were $1.5 million, a $1 million gain from 2023, for independent schools.
Sixty-two percent (62%) of schools get 20% or less of their giving in the form of non-cash assets.
annual fund updates for primary and secondary education
Just under half (44%) of all primary and secondary schools report that their annual fund increased in 2024. For more information on how to reinvest in your annual fund, check out our three-part article series for primary and secondary schools.
Of all sources, responding schools’ annual fund support comes mostly from parents (27%), a figure that has remained relatively stable year-over-year. Innovative alumni-engagement tactics can help bolster your approach with recent graduates.
projections and priorities for primary and secondary schools
Sixty-one percent (61%) of participants expect major gifts to increase in 2025, followed by an expected increase in mid-level gifts (50%) and annual appeal (44%). Seventy-four percent (74%) of respondents believe DEI is important to define their school’s values, compared to 63% across sectors.
staffing and resourcing in the primary and secondary school sector
In 2024, 17% of responding schools increased their fundraising staff, compared to 30% in the previous year. While half of all organizations increased staff pay by 4% or more over the past three years, 52% of schools in this sector saw an increase. Notably, the median salaries for directors of advancement and directors of development for 2024 were $151,107 and $105,000, respectively.
Primary and Secondary School donor acquisition and retention
Fifty-four percent (54%) of schools indicate that their number of new donors has increased in the past 12 months, an increase in six percentage points from last year, as compared to 53% across sectors. Sixty-five percent (65%) of schools report retaining over half of their new donors over the past 12 months, compared to 49% overall. Whether or not your school is in the position to campaign, key tactics like strengthening your culture of philanthropy and establishing a major gift initiative can help onboard and sustain key supporters.
The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.
Donor acquisition and Retention is on the mind of most nonprofits…
…and if it isn’t on yours, it should be. The 2025 CCS Philanthropy Pulse report asked organizations about the top challenges they face today. Seventy percent (70%) of respondents said donor acquisition or retention are top challenges. While the number of respondents who name donor acquisition or donor retention as a top challenge has decreased over time, they have persisted as big challenges for most organizations since our first Philanthropy Pulse survey in 2021.
steps for developing a successful acquisition and retention plan
Consider the following steps to develop a successful donor acquisition and retention strategy for your organization:
Examine the trends
Assess your organization’s data and trends
Segment your audiences
Develop compelling content
Set measurable goals
Strategically budget for success
Keep it simple
1. Examine the Trends for Donor Acquisition and Retention
Episodic Donors
In 2025, organizations are re-evaluating their donor acquisition and retention strategies to ensure sustained support beyond moments of heightened urgency. This includes demonstrating the lasting impact and relevance of their missions, even as immediate pressures subside.
This phenomenon is not new; in 2024, many organizations faced the challenge of engaging “election-year donors”— supporters whose contributions were driven by increased attention to mission-driven causes during the election year. This effort builds on initiatives that began in early 2020, when organizations worked to transition “crisis donors”, those who made one-time, reactive gifts in response to the COVID-19 pandemic and racial justice movements, into “mission donors” committed to long-term support driven by a deep belief in the organization’s purpose.
Donor Acquisition and Retention Strategies Differ by Generation
Of course, these episodic donors are not the only donors your organization wants to acquire or retain in 2025. According to CCS’s Philanthropic Landscape Report, generation plays a significant role in donor behavior. Please note that these annual generational trends are simply trends, and may be nuanced in your organization and with your donors.
Boomers (born 1946-1964) comprise 20.9% of the population and hold the most wealth at $76.2 trillion. Seventy-two percent of this population donates, with an average gift of $1,212 to 4.5 charities. This generation is motivated to give to traditional, well-established organizations with proven impact, such as educational institutions or healthcare charities. They are also inclined to use offline giving methods, such as writing checks, responding to direct mail campaigns, or participating in in-person fundraising events.
Gen X
Gen X (born 1965-1980)comprises 19.5% of the population and holds $37.8 trillion in assets. Fifty-nine percent of this generation donates with an average gift of $732 to four charities. This generation tends to be motivated by environmental issues, education, and children’s welfare and is the cohort most likely to fundraise for a cause, pledge a donation, and volunteer their time to the organizations they support. They also prefer text messages or voice calls, regularly check email, and stay updated on social media feeds.
Millennials
Millennials (born 1981-1996)comprise 21.7% of the population and hold $13.3 trillion in wealth. Eighty-four percent of this generation donates with an average gift of $481 to 3.3 charities. This generation is motivated to give to organizations closely aligned with their values on societal and economic issues. They tend to conduct thorough research or establish personal connections with a nonprofit before donating.
Gen Z
Gen Z (born 1997-2012)comprises 20.7% of the population, but there is insufficient data on their assets. Forty-four percent of this generation gives with an average gift of $785 to 3 charities. This generation is most inspired to give if they trust an organization, believe in its mission, and see evidence that the nonprofit gives back to the community. A digital native generation, Gen Z uses social media platforms to spread awareness and mobilize support, and are more inclined to give their money and time to volunteering and spreading awareness for a cause.
These generational profiles, as well as trends episodic donors, are unique to this moment in the philanthropic landscape. They also mark an opportune time to reevaluate your donor acquisition and retention strategies. As your organization builds its 2025 fundraising plan, it can be helpful to remember that as the philanthropic landscape evolves, so should your acquisition and retention strategies. Competition for attention and dollars is as fierce as ever—and nonprofits across the country continue to see donor acquisition and retention as key organizational challenges. To help your organization stand out and retain a larger number of one-time donors and attract first-time donors, keep the following considerations in mind to inform your plan of action.
2. Assess your organization’s data and trends
The past five years saw industry-wide philanthropic trends shift at an accelerated pace. Chances are high that your organization also saw notable changes in the ways donors engage. The first step to developing a strong strategy around acquisition and retention is to understand your own organization’s shifting trends.
As you take a deep dive into your organization’s donor retention and acquisition rates over the past five years, consider seeking answers to the following questions:
What was your acquisition/retention rate trajectory from 2019 to 2024?
How did economic, political, and social changes, as well as the COVID-19 pandemic, affect this trajectory?
What segments of donors saw the most fluctuation?
What channels of communication have been most effective to reach your target audience?
Leverage the Power of AI to analyze your donor database
Predictive AI can help with the acquisition of new or lapsed donors and the retention of current donors. By analyzing patterns in donor behavior, such as giving history, demographics, and engagement levels, predictive modelling creates statistical profiles of loyal and acquired donors that can be used to prioritize and segment the larger donor database. Focusing efforts on donors who score well and de-prioritizing those that don’t score well can generate improved ROI and increased revenue. Tools powered by predictive AI can also provide value to major and legacy giving efforts, enabling organizations to focus resources on cultivating meaningful relationships with donors who are both capable and aligned with their mission.
Evaluate Your Direct Marketing Outreach Efforts
Some organizations, citing success in digital fundraising and an increased focus on sustainable practices, have drastically reduced or eliminated direct mail outreach. Others are finding even greater success through acquisition mailings. Now is the time to deeply assess what your data tells you about the direction your organization might be heading.
These questions will be important to explore to get a clearer picture of how your organization has experienced the uncertainty of the past few years. Once you uncover trends in your organization’s fundraising data, you can begin to develop and implement a plan to capitalize on the areas where you’ve been successful.
3. Segment your audiences
Now that you’ve taken a magnifying glass to your organization’s recent data and trends, it’s time to put a plan into action. The outcomes of your internal assessment should provide a good starting point for formulating your acquisition and retention plan for 2025.
A good acquisition and retention plan should speak directly to your target audiences by sharing compelling stories of your mission’s impact. It should include strategic and measurable goals and you should be prepared to adjust any approach as needed. Lastly, a good plan should always maintain a donor-centric approach to ensure that it is simple and intuitive to engage with your organization.
Segment your donors and prospective donors
A young donor who made a first-time $20 gift through your organization’s social media page might respond differently to certain content than an older donor who wrote and mailed a $20 check in response to a mailing. Your strategies should be unique to the segments you are trying to reach.
4. Create topical, compelling, and Personalized content
Strive for content that educates donors on how your organization’s mission is making an impact now, in real-time. Regardless of the platforms and channels through which your organization most successfully reaches donors, successful acquisition and retention strategies often revolve around educating donors on your mission through compelling storytelling. What are the stories your organization can tell that highlight how and why your organization’s mission is making an impact right now? Ensure that your content speaks to an ever-diversified donor demographic and strives to cultivate a more inclusive and equitable philanthropic sector.
Your content will be the primary way your audiences will engage with your organization. Take time to create targeted and meaningful donor journeys to educate them on why they should invest or continue to invest in your mission.
5. Set measurable goals and continually assess progress
As you develop your plan, be sure to lay out clear and measurable goals. Evaluate these goals on a regular basis and be prepared to be agile in shifting priorities or content strategies.
As a potential goal-setting benchmark, CCS’s internal Data Analytics, Systems, & Research team observes an average donor retention rate of 46% across the organizations CCS has worked with over the last 5 years.
6. Strategically budget to meet your Donor Acquisition and Retention goals
If your organization has experienced an organic influx of new donors over the past few years, you might consider the acquisition cost of those new donors as near-zero. As funds were not spent on acquiring these donors, you might consider heavier investment into retaining these types of donors. Be sure that your costs are supporting outcomes that help reach the goals you’ve set.
7. Make It simple to make a first-time gift or give again
As digital fundraising continues to grow, ensure that giving to your organization, across all platforms, is simple and straightforward. Once you’ve done the legwork to compel a donor to give or give again, you don’t want to lose them due to an arduous donation process.
Having a solid donor acquisition and Retention Strategy will help you succeed
Following these steps will support your organization in building a strong plan to attract and retain donors in 2025. In an environment where many organizations are grappling with questions around donor acquisition and retention, having a strategic, measurable, and nimble strategy backed by strong content will make your organization stand out among the noise.
In today’s competitive fundraising landscape, nonprofits are looking for new, efficient ways to identify their most generous donors. The Faster Funnel Process, developed at Thomas Jefferson University and Jefferson Health, automates and optimizes the qualification of major gift prospects. In this article, learn how to apply the Faster Funnel Process to your organization to support major gift fundraising, save time, and ensure that development officers can focus on your most promising leads.
What is Prospect Qualification in Major Gift Fundraising?
Prospect qualification in major gift fundraising is the process of evaluating and determining whether a potential donor (prospect) has the capacity, willingness, and alignment to make a significant financial contribution to an organization. It is a critical step in the fundraising cycle, ensuring that time and resources are directed toward prospects most likely to support the organization’s mission.
The Challenge of Prospect Qualification
Prospect qualification in philanthropy is akin to online dating: it requires patience, involves frequent rejection, and can rely on time-consuming methods like phone calls and emails that detract from engaging with high-potential prospects. The Faster Funnel process addresses these challenges by automating the initial qualification phase, allowing prospects to self-qualify and thus enabling gift officers to concentrate on those most likely to engage.
In today’s fast-paced environment, efficiency is everything. The Faster Funnel Process modernizes traditional qualification methods through the strategic use of automation and data-informed insights, allowing organizations to uncover the most engaged and mission-driven prospects more effectively.
David Ritchie, Assistant Vice President, Information Management and Analytics, Thomas Jefferson University and Jefferson Health
The Four-Step Faster Funnel Process for Major Gift Fundraising
1. Identify Qualified Prospects
The Faster Funnel Process begins with prospect researchers actively identifying unassigned prospects with a high potential to give by analyzing donor data such as giving history, engagement patterns, and wealth screening results. Depending on the organization’s unique goals, a rating system (e.g., 1, 2, 3) could be implemented to prioritize prospects based on engagement levels and potential impact. Researchers consider previous engagement types, including individuals who:
Have expressed interest in forming a one-on-one relationship with a fundraiser
Have compelling reasons to give
Have engaged with the organization previously
Demonstrate the capacity to contribute
In addition to an assessment of internal data, researchers use tools like DonorSearch to record key indicators such as net worth, philanthropic history, and stock holdings. The data analytics team analyzes donor trends and applies predictive modeling to identify high-potential prospects. These individuals are then grouped together to receive a customized email journey that encourages further self-qualification responses.
2. Configure a Custom Email Journey to Promote Self-Qualification
A series of emails act as the second step of the Faster Funnel Process. These emails feature content tailored to the prospect’s interests in the organization. For instance, a healthcare organization might include updates on research, clinical trials, and philanthropic impact. Organizations can track recipients’ engagement with the emails. Prospects who interact with this content demonstrate alignment with the organization’s mission, and the team adds them to the pool for gift officers to contact.
The fundraising and communication teams then craft emails to feel personal and engaging, using formats such as impact stories, organizational updates, videos, or plain-text messages that resemble direct emails from leadership. Throughout the journey, various formats are tested to identify the most effective content for engaging prospects. Prospects can self-qualify by requesting contact with a major gift officer (MGO) or by making an initial gift substantial enough to warrant a “thank you” call. The gift threshold should be defined during the planning process in collaboration with the prospect research team.
Steps to Create a Custom Email Journey:
Content Creation: Develop engaging content that resonates with prospects, such as articles, videos, or personalized messages from leadership.
Personalization: Use dynamic content personalization to tailor emails, referencing prior giving history, funding opportunities, or relevant impact highlights.
Call to Action (CTA): Include clear CTAs to encourage prospects to self-qualify, such as forms to request contact, email reply options, or “contact me” buttons.
Email Deployment and Recipient Analysis: Send emails using a marketing platform and track metrics like click-through rates, content engagement, and email replies. Performance should be tracked and monitored within one week of deployment to capture immediate engagement.
3. Follow Up and ANALYZE THE Data
Once a prospect self-qualifies, the prospect researcher receives an alert via the email campaign manager or an automated notification from the self-qualification form. They should then record this as an action item or alert on the donor’s profile within the donor database (e.g. Raiser’s Edge or Salesforce) to ensure timely follow-up from the MGO. Ideally, this follow-up should occur within 48 hours.
We recommend entering data from the email journey and follow-up interactions into your donor database. Keeping the database accurate and current is essential for effective follow-up and ensuring that future campaign improvements are based on reliable information.
4. LeveragE AI for Enhanced Efficiency in Major Gifts Fundraising
Organizations with access to AI tools can significantly enhance the Faster Funnel Process by streamlining fundraising efforts. Predictive AI affinity models identify prospects most likely to respond to outreach. Generative AI tools, such as ChatGPT and Copilot, and custom GPTs, create personalized content that aligns with each prospect’s unique interests. By incorporating AI, organizations can ensure meaningful interactions and increase the likelihood of prospects to self-qualify.
AI-driven email marketing platforms like Salesforce Marketing Cloud, HubSpot, and Mailchimp offer features such as email personalization, subject line optimization, and content recommendations based on past behaviors. These tools help tailor messages to prospects’ interests, improving engagement and maximizing campaign success.
Revolutionize Your Prospect Qualification Process for Major Gift Fundraising
The Faster Funnel Process can transform your organization’s major gifts pipeline. Consider the below key action steps from the process:
Automate the initial qualification phase to enable your team to focus on high-potential leads, saving time and increasing efficiency.
Build stronger relationships through personalized email journeys centered on your mission.
Enhance the process with AI to identify prospects most likely to be responsive, generate personalized content, and optimize engagement.
Review data to adjust campaigns based on prospect behavior.
CCS utilizes AI and machine learning to generate predictive scores specific to a prospect’s affinity and capacity to give to an organization, uncovering not just who can give, but who is most likely to give. When combined with the Faster Funnel Process, your organization can automate the qualification process while targeting high-potential prospects, improve donor engagement, and optimize resource allocation.
Unlock the Power of Planned Giving! Learn how to strengthen donor relationships, boost immediate & future cash flow, and establish a foundation for sustainability through this informative video.
The philanthropic landscape is ripe with opportunity for cultural membership programs. Use the guiding questions below to bolster your organization’s development strategy.
The California wildfires of January 2025 have left a trail of destruction, displacing thousands across Southern California and impacting many communities, including Altadena and Pacific Palisades. Residents, organizations, and businesses across Los Angeles are suffering immensely, and the threat of wildfire continues amid historically dry and windy conditions. This California wildfires crisis response guide provides some tried-and-true methods to support your organization.
The California wildfires disaster hits close to home for the Southern California team at CCS. Many of our colleagues evacuated their homes this week, and our clients are trying to assess the extent of their losses. We, collectively, are mourning for our friends, neighbors, and our city. Amid this unfolding tragedy, the outpouring of support across all of Los Angeles and the surrounding communities has been a testament to the beauty and generosity of this community.
What we know in these times of crisis is that there is an immediate response, followed by years of recovery. At this time, organizations across Los Angeles are responding to the immediate needs of the community and those directly affected by the wildfires. Faith-based organizations are gathering donations to support their members and recover losses, regional animal shelters are taking in a record number of displaced animals, and community foundations are stepping up to provide direct relief and assist donors in directing their philanthropy towards greatest impact.
We also know that during this critical time, over a third of private giving is done in less than four weeks following a sudden disaster like the LA wildfires. Two-thirds of that giving takes place within two months. By five or six months, disaster-related giving all but stops. Regardless of your nonprofit’s mission, every organization in the region can focus their efforts on a few simple but impactful steps during this immediate response phase.
Featured Nonprofits Responding to the California Wildfires Crisis:
American Red Cross: The American Red Cross offers shelter, emergency supplies, and emotional support to individuals and families displaced by wildfires.
LA Fire Department Foundation: The LA Fire Department Foundation enhances wildfire response by funding specialized equipment, training, and resources for firefighters.
World Central Kitchen: World Central Kitchen delivers hot meals and food supplies to first responders and communities impacted by wildfires.
Prioritize Your People as Part of Your Nonprofit’s Crisis Response
Ensure the safety and well-being of your staff, volunteers, and the communities you serve. Recognize that addressing immediate needs is paramount. This involves providing essential services such as food, shelter, and medical care to those affected by the wildfires. Organizations have stepped up to provide these immediate needs. If your organization’s mission does not directly align with the immediate crisis response needs, there will be a prolonged need for volunteer support and resources as a group or on an individual basis.
Stay Mission-Driven
Align your organization’s California wildfires crisis response with its core mission. For instance, if your organization focuses on housing, you might explore ways to provide temporary shelters and long-term housing solutions for displaced families. This alignment strengthens your organization’s purpose and builds trust with both existing and new donors. If your organization is not directly connected to immediate response needs but still wants to contribute, consider adopting a long-term, holistic approach to your mission within the context of community development. Think about how to address issues like racial equity, mental health, and broader community support, which are already key concerns.
Focus Solicitations on Disaster-Relevant Appeals
Organizations, particularly those with a local focus in the LA region, may find it beneficial to hold off on broad fundraising appeals unrelated to the wildfire response, especially if a large section of their donor base is directly affected. Instead, work with your team to develop specific campaigns that address the immediate needs caused by the wildfires and clarify how contributions will help. Discuss with your team an appropriate timeframe to resume broader solicitations, likely after 6 months, while remaining flexible as the crisis and subsequent recovery evolve in the coming weeks.
Organizations that are LA-based but have a national or global audience may find it advisable to continue solicitations, especially for select donors who are not directly impacted by the LA fires. In this case, it is crucial to ensure that messaging remains considerate of the current circumstances. For all organizations, it’s essential to focus on initiatives that align with donors’ current motivations and interests.
Stay in Touch with Your Donors & Track New Donor Information During the California Wildfires
Enhance your communication efforts during the response phase by providing frequent updates on the evolving situation and your organization’s actions. Use multiple channels—social media, emails, and press releases—to keep your supporters informed and engaged. Take a page from the COVID-19 pandemic playbook with this guide on how to maintain donor engagement during a crisis.
In addition to enhancing your communication strategy as part of your California wildfires crisis response, organizations should prioritize maintaining accurate and regularly updated donor data. This is especially important as new donors contribute to your efforts. Paying close attention to the motivations and interests of these donors is crucial, as understanding these details will play a key role in retaining their support in the future.
A time will come when recovery efforts take the place of immediate response. The need for support across our communities will remain for the foreseeable future, particularly as affected communities look to rebuild. This does not mean that you cannot be working on a strategy for recovery now: How will the recovery effort fit into your fundraising priorities? How will your organization’s mission fit into the recovery effort? This crisis is dynamic and unfolding in real time—so while some planning is needed, remain flexible and focus on the connection with and cultivation of your close donors and friends.
In this time of uncertainty, the nonprofit sector is paramount in our community, and must press on. We owe it to our missions and to the network of services that make up a rich landscape of nonprofits in Greater Los Angeles and the surrounding communities. This is a city of immense generosity and willingness to lend a hand. It is in these times of crisis that we must show up, show the heart of our missions, our people, and who we really are.
With the COVID-19 crisis impacting the philanthropic landscape, nonprofit organizations across all sizes and sectors share the same question: how do we engage our donors, and what sort of outreach is appreciated and appropriate?
It’s important to remember that campaign success is not only about funds raised, but also about the ongoing accomplishments that keep a development team feeling positive about the direction forward.
Since 2020, the South Florida’s growth has received global attention, and we’ve seen the impact play out across virtually every sector of industry, from education and healthcare to finance and entertainment. As Miami emerges as a global hub for business and culture, philanthropy is following a similar trend, creating an environment that is ripe with opportunity for nonprofit growth and impact.
With some of the wealthiest American philanthropists setting their sights on the region, and new and longstanding community members alike eager to make their mark on its future, now is an opportune time for nonprofits to understand and maximize fundraising opportunities in South Florida.
Consider South Florida’s Population and Demographic Trends to maximize Your Organization’s Fundraising Opportunities
At a transformational time for South Florida when the population, demographics, and politics are shifting, local nonprofits should remain abreast of the region’s needs and consider their marketing tone, donor base, and visibility in the community as philanthropic opportunity expands accordingly.
Florida is the third fastest growing and the third most populous state in the nation, following a consistent trend of net migration in recent years. In 2022, Florida topped the list with an annual population growth rate of 1.9%. Today, the state is home to 23 million, 9 million of whom live in South Florida (which encompasses Miami-Dade, Broward, and Monroe counties).
Demographic variables are also shifting. Currently, the estimated median age of a Florida resident is 42. Approximately 45% of Floridians have a college degree, and the median household income is around $39,000 annually. While still a popular retirement and snowbird destination, South Florida is seeing an influx of younger professionals, particularly in finance, tech, and real estate, many with young families looking to settle for the long-term.
Florida is also changing politically, evidenced by the 2024 election results. Once considered a swing state, Florida went solidly red on November 5th. Notably, President-elect Donald Trump also won Miami-Dade county, making him the first Republican presidential candidate to do so since former President George H.W. Bush in 1988.
Factors that Bolster Fundraising Opportunities in South Florida
There are a few notable factors that contribute to the favorable culture of philanthropy in South Florida, where a marked uptick in giving, including transformational gifts, has made headlines in the last year.
With this corporate migration comes corporate philanthropy and many newcomers arriving from other cities throughout the U.S. where charitable giving is robust. Donors appear interested in building a culture of philanthropy in Miami like the one they may have left in Boston, New York, or San Francisco.
Arts, culture, sports, and entertainment in Miami are also on the rise, evidenced by the increasing popularity of Art Basel, Formula 1, and Inter Miami FC. This shift is positively impacting local nonprofits in the sector, who are benefiting from increased visibility and demand. One notable example is Miami City Ballet. The Ballet recently closed an extremely successful programmatic capital campaign, which has positioned the Company for a next effort to strengthen its endowment.
2. The Presence of the Ultra-Rich and Long-Time Philanthropists
In 2024, Florida was home to 54 of the Forbes 400 Richest Americans, including the likes of Paul Tudor Jones II, Dirk Ziff, Carl Icahn, Isaac Perlmutter, Ken Griffin, Jeff Bezos, and Norman Braman. There are currently 107 billionaires living in Florida, and approximately a quarter reside in the southern region of the state.
In the past decade, the population of millionaires in Miami has grown by 75%. Miami is also the second fastest growing city in the US for millionaires and the number one town where millionaires are buying second homes. As Florida joins California and New York as the top home states for the richest Americans, fundraising opportunities in South Florida abound, particularly for transformational giving from already well-established philanthropists.
Notable Stories of Ultra-Wealthy Philanthropists in the South Florida Philanthropic Landscape
Since relocating to South Florida in 2022, Ken Griffin, CEO and Founder of Citadel, one of the world’s top hedge funds, has made numerous headline-making philanthropic investments in Miami. Notable recent gifts include $50 million to Baptist Health Miami Neuroscience Institute, $50 million to Sylvester Comprehensive Cancer Center at the University of Miami, $25 million to Nicklaus Children’s Hospital, $20 million to Miami Dade College, $10 million to the Perez Art Museum Miami (PAMM), $5 million to The Underline, and $2.1 million to Cristo Rey Jesuit High School.
Of Griffin’s recent $50 million gift to Baptist Health, Alex Villoch, CEO of Baptist Health Foundation, remarks:
Kenneth Griffin’s gift in support of Baptist Health Miami Neuroscience Institute has been significant in so many ways. Yes, it’s the largest gift to Baptist Health in its nearly 65-year history, but it also supports the incredible work that the Institute, led by Dr. Michael McDermott, is doing in treating disorders like essential tremor and Parkinson’s disease. It recognizes Miami Neuroscience Institute’s leadership as a nationally ranked center for brain and spine care and its potential for developing groundbreaking new therapies. Philanthropic gifts like these are transformational not only for our organization, but also as an investment in this field of medicine.
– Alex Villoch, CEO of Baptist Health Foundation
Darlene and Jorge Perez, longtime Miami residents and nationally recognized patrons of the arts, have recently ramped up their philanthropic giving in South Florida. As of this fall, they’ve given a total of $135 million to the Miami Foundation. In 2023, the couple made a $25 million gift to the Perez Art Museum Miami (PAMM).
3. A Philanthropically-Minded Community
Extreme wealth aside, recent statistics indicate that Florida is becoming a more philanthropic state across the board, which is good news for fundraising at every level. In 2022, the Florida Nonprofit Alliance published a report indicating that 70% of households in Florida made charitable donations in 2021, the majority of which donated to organizations based in the state. Moreover, high-net-worth households gave an average of $15K annually and 41% of high-net-worth households have named a charity in their will or living trust.
The Miami Foundation’s 2023 “Give Miami Day” raised more than $39 million from its online campaign – double the amount it raised from the same campaign in 2019. Donations to the Miami Foundation have seen a steady rise over the last five years, and the Community Foundation for Broward County has increased by six times in the last decade.
Maximize Fundraising Opportunities in South Florida
In 2024, many factors have coalesced to make South Florida the ideal environment in which nonprofits across sectors can cultivate new prospects, elevate giving from existing donors, and strategize for soliciting big gifts that could have a transformative impact on programmatic goals. Here are our final recommendations for your organization to make the most of fundraising opportunities in South Florida:
1. Make bold personal connections
From what we’ve seen, personal connections go a long way in South Florida – reportedly, 56% of high-net-worth donors in the area say that they give because their friends do. Now is the time for local nonprofits to meaningfully engage with long-term champions and ask them to open doors to their social and professional communities. Communicating to board members and volunteer leaders the potential impact of their partnership in this way and requesting that they host targeted gatherings and make personal connections to new potential donors and leaders in South Florida is a great way to expand your nonprofit’s network in the community.
2. Leverage wealth research technology
Given the influx of wealth into South Florida, nonprofits might leverage appropriate wealth research and affinity indicators to mine for new fundraising prospects. By staying aware of philanthropists who are giving in the region, as well as identifying new prospects through tried-and-true wealth screening tools like iWave, Wealth Engine, and Wealth-X, nonprofits can grow their prospect pool and make more informed asks amidst growing capacity and generosity in South Florida.
3. Prepare your vision and operations to support large gifts
It’s also the moment to dream big when it comes to gift size. With growing generosity in the region and as big-time philanthropists like Griffin are raising the bar for giving in South Florida, now is the time for nonprofits to consider making bigger and bolder asks.
Local nonprofits may consider scaling their programs to align with the region’s changing landscape, so we recommend simultaneously thinking about how significant gifts of $5, $10, $20 million or more could impact programs and services. A nonprofit’s ability to outline why gifts of this size are needed and how the funds will be used is crucial to these cultivation conversations with potential donors.
Prospective donors at this level want to know that their philanthropic investment will have a notable impact. They will also likely want to see a clear outline for the nonprofit’s use of their gift and how they (the donor) will be recognized for their generosity. With that said, as we’ve seen evidenced by recent transformational giving in the region, if you can clearly articulate your organization’s strategic vision for impact, philanthropists interested in helping to build the future of South Florida may be eager to learn more.
This report provides a comprehensive look at the current state of US philanthropy, compiling and analyzing annual data from Giving USA and other prominent research to ensure your organization stays up-to-date on the most significant industry trends.
In partnership with CCS Fundraising, the Cincinnati Symphony Orchestra (CSO) has embarked on strategic fundraising initiatives to ensure its long-term sustainability and relevance. This Q&A with the CSO’s Chief Philanthropy Officer, Mary McFadden Lawson, explores the orchestra’s comprehensive efforts to transform its vision to strategy by adapting to modern challenges and leveraging opportunities for growth. Glean insights on nonprofit innovation, diversity, digital engagement, and unprecedented philanthropy through our conversation, below.
About the Cincinnati Symphony Orchestra
The Cincinnati Symphony Orchestra, one of the oldest and most respected orchestras in the United States, has long been a beacon of artistic excellence and community engagement. Known for its rich classical repertoire, the CSO is also performs as the Cincinnati Pops, bringing a wide range of popular music to diverse audiences. Deeply involved in the community, the CSO offers educational programs and free concerts, and maintains a strong focus on diversity, equity, and inclusion, which is reflected in its organizational structure and programming.
A vision of Relevancy Across the US
What is the long-term vision for the Cincinnati Symphony Orchestra, and how are current operations aligned to achieve this vision?
Our vision is to be the most relevant orchestra in America. As part of our 10-year strategic plan, we’ve thoroughly examined every aspect of the organization to align our work with this vision. This has included adding two new departments: Diversity Equity & Inclusion, led by a new Chief Diversity & Inclusion Officer, and a Digital Content & Innovation team within our Communications department. We’ve also made quieter, yet significant, changes in how we hire, train, and retain staff, along with auditing our language and accessibility. We’ve challenged ourselves to deeply examine our Board and governance, and to find sustainable ways to host free community concerts. Every step, big or small, is in service to our overarching vision.
How Arts and Culture Strategies Can Shift
Can you discuss any recent strategic shifts or innovations the orchestra has undertaken to enhance its artistic and operational success?
It starts with our mission to seek and share inspiration, and we lean heavily on the seeking part.
Recently, the orchestra has undertaken significant strategic shifts and innovations to enhance both its artistic and operational success. We crafted a comprehensive strategic plan and implemented several key changes, including the creation of a DEI (Diversity, Equity, and Inclusion) department and a Digital Content & Innovations department, which did not exist before. These changes are part of a broader effort to fine-tune every aspect of the organization, from artistic planning and supplier lists to musician recruitment and audition processes, as well as shaping the board. All these changes are aimed at making the orchestra the most relevant in America. The initial results and feedback have been overwhelmingly positive, fuelling our determination to continue pursuing these strategic goals.
Embracing Diversity and Community
Could you share a specific initiative or project that demonstrates the orchestra’s commitment to social justice and its impact on the community?
Our approach is grounded in a longstanding care for the community, and our work today represents a much greater intentionality—an unapologetic effort to make music for all. We believe that music is for everyone and strive to eliminate barriers to access. While some may not support our focus on engaging those historically excluded from classical music, we remain committed to this because our priority is to serve the broader community, not just a select few. We offer free community concerts, collaborate with community partners, and provide a variety of ticket discounts and pay structures. We focus on addressing engagement deserts by guiding our decisions through data, ensuring that we reach areas and demographics not previously represented in our database.
Translating Vision to Strategy at Arts and Culture Institutions
As a leading arts and culture institution, Could you shed light on the orchestra’s fundraising strategies and how they have evolved to meet changing economic landscapes?
Nonprofit innovation doesn’t always mean creating something entirely new. For example, by examining how nonprofits outside the arts sector engage younger, more diverse donors, we can find valuable strategies for our own organization. Leveraging our online presence and social media for fundraising, while being data-driven in analysing results, can significantly enhance our approach. It’s crucial to focus on our organizational identity and messaging, rather than solely on our activities. Diverse voices within our team offer essential perspectives, as evidenced by our monthly e-newsletter. One team member highlighted the need to feature a story that represents a broader aspect of our community. We’re now taking a more holistic view of our messaging to foster deeper philanthropic connections. Language plays a key role in this process, and we’re grateful to CCS for initiating that important discussion.
How would you define a culture of philanthropy?
The culture of philanthropy at the CSO is defined by the understanding that every team member’s role contributes to the success of fundraising efforts. It’s about recognizing how each aspect of our work—whether it’s delivering a phenomenal concert experience, ensuring a seamless ticket purchasing process, or supporting music education in schools—enhances our ability to engage and impact donors. In this culture, there is a shared sense of celebration when gifts come in, not just by the philanthropy team but across the entire staff.
It’s not a siloed approach; rather, there is a clear understanding of how all departments’ efforts support the overall pathway to success. This shift towards a broader perspective on philanthropy, highlighted by changes such as the transition from my title as VP of Development to VP of Philanthropy and now to the role of Chief Philanthropy Officer, emphasizes the importance of integrating philanthropic goals with the work of all other areas, from marketing and communications to artistic programming.
How significant is the role of donor engagement and philanthropy in sustaining the orchestra’s mission, and what innovative approaches are you taking to enhance donor relations?
Donor engagement is how we make the intangible tangible. Connecting beyond the concert experience to how it comes together, to the people who make it happen, to spaces not often explored by audiences, to observing young listeners experience the full orchestra—each of these are mission moments and we lean into them for our donors. What is a normal day for us “at the office” is radically different than the average donor’s day, so we invite them in because we have found that experience speaks louder than a branded tote bag.
Harnessing Digital Trends for Expanded Reach
How has the Cincinnati Symphony Orchestra adapted to digital trends to reach wider audiences and engage with fans in innovative ways?
The Cincinnati Symphony Orchestra has adapted to digital trends by creating and integrating a Digital Content & Innovation department into our Communications team—it’s the intersection of storytelling, art and technology. Recognizing that digital and social media are now the primary channels through which people receive news and influence, we’ve built our digital strategy to complement rather than replace existing practices, ensuring we don’t alienate our established audiences. Our digital presence includes free, full-length concert livestreams, in-depth explorations of programs, sneak peeks of rehearsals and behind-the-scenes shorts, curriculum-supporting education videos, radio broadcasts, and commercial recordings. All of these elements have been well-received, reflecting our commitment to consistent and engaging digital efforts. We also offer digital program notes and detailed content that caters to enthusiasts to complement Fanfare Magazine print edition which focuses more on storytelling in a magazine format on an in-concert audience.
Future Challenges for Translating Vision to Strategy at Arts and Culture Institutions
What are the biggest challenges facing the Cincinnati Symphony Orchestra in the next five years, and how are you preparing to address them?
One major challenge is overcoming the persistent elitist perceptions associated with orchestras, perpetuated by media such as TV shows and movies. Despite our efforts to be community-focused and move beyond these outdated stereotypes, popular culture continues to reinforce them, making it difficult to change public perception.
Another significant challenge is demonstrating ongoing value and relevance to our audience. Even as we celebrate our successes, we must work to maintain engagement and show that there is always a need for continued support and involvement, ensuring that people don’t become complacent with what they already have.
To address these challenges, we are constantly revisiting our strategic plan, holding it up to changing trends and issues relevant to our field and community. This doesn’t mean we take a whiplash approach to what’s next, but it does mean we earnestly evaluate how our current work addresses impact and how we need to change the way we operate to be even more effective in the future. We look at trend lines instead of relying on a crystal ball, ensuring that our strategies remain adaptive and forward-looking.
Translating Vision Into strategy In the Coming Years
What opportunities do you see for the Cincinnati Symphony Orchestra in the next five years, and how do you plan to leverage them?
Despite the challenges, there are significant opportunities to redefine and broaden our image. A key opportunity lies in integrating our new Music Director into this work, leveraging his energy and artistic perspective to further our commitment that music is for all. This integration allows us to enhance our community connections and innovate in our engagement strategies, supported by digital trends and content innovations.
By folding in our new Music Director’s vision and focusing on inclusivity, we can more effectively reach wider audiences and deepen our impact, ensuring that the orchestra continues to evolve and resonate with diverse communities.
The Cincinnati Symphony Orchestra (CSO) continues to stand as a pillar of artistic excellence and community engagement, driven by a deep commitment to diversity, equity, and inclusion. Through strategic partnerships like the one with CCS Fundraising, the CSO is navigating the complexities of modern nonprofit innovation to secure its long-term sustainability and relevance. To discuss how to transfer vision to strategy at your arts and culture institutions, reach out to CCS.
Among other tools, organizations can drive donor cultivation through the creation and engagement of an associate board.
Known as “The Great Wealth Transfer,” Baby Boomers will pass on an estimated $84 trillion over the next two decades – the largest wealth transfer in human history. At the same time, the number of retirees is rapidly accelerating.These factors will significantly alter nonprofits’ donor base and have an outsized impact on the composition of governing boards as new generations become the leading stewards of organizations’ missions. Nonprofits that seek to get ahead of this trend are focusing on nonprofit donor cultivation through associate boards.
The data is clear: now is the time to act. As discussed in our recent publication Finding, Engaging, and Retaining the Next Donor Generation, over the last decade, the average millennial (those born between 1981-1996) household has increased its giving by more than 40%. Millennials have surpassed Gen X as the second most philanthropic generation in America, second only to Boomers. Despite this, donor participation rates are going down overall, meaning organizations have an imperative to prioritize sourcing their next generation of mission-champions.
Volunteerism has always played an important role in philanthropy. In fact, nearly half of major donors report that they volunteer for their top philanthropic priority organizations. The volunteer-to-donor overlap is even more significant among younger generations, for whom service and activism are frequently embedded in their upbringing. These generations are also more likely to be influenced by their peers’ giving and by peer-endorsement of institutions and brands (i.e., those already volunteering for an institution).
What Is an Associate Board?
Associate boards (sometimes coined ‘young’, ’emerging leaders’, or ‘junior’ boards) are volunteer boards that can be a powerful affinity-building opportunity; seed a donor pipeline for future decades; and have numerous short- and long-term benefits on an institution’s culture of philanthropy, contributed and earned revenues, and community engagement writ-large.
In this article, we’ll describe the five necessary factors and steps needed to launch – or revive – your associate board. We’ll articulate how building a vibrant culture of philanthropy in your associate board can emanate outwards, inspiring your institution via the power, passion, and vision of these motivated Millennial and Gen Z leaders.
Define your “Why”
Ensure you have your champions for this initiative
Value the program fiscally inside your organization
Embrace that this will be a resume and network building opportunity
Manage your “cliff” – transitions are key
We’ll model these 5 key steps with a successful case study from Nashville Symphony, an internationally regarded, Grammy® Award winning orchestra, and long CCS partner on various projects since 1998.
THE NASHVILLE SYMPHONY STORY
A clear, winning strategy for a thriving associate board
The Symphony founded their Associate Board in 2017 to champion the Symphony’s fledgling Crescendo Club audience development initiative for under-40 patrons.
By adhering to these principles, the Symphony’s associate board has driven hundreds of thousands of dollars in new contributed revenue, launched a signature event which is now the Symphony’s third largest annual fundraiser, and placed several Associate Board members on the organization’s fiduciary Board of Directors as well as on other prominent boards in Middle Tennessee.
Nick Deidiker, former Associate Board Chair and current Board Development Committee Chair shares that “Serving on the Associate Board was one of the most rewarding experiences I’ve had the honor of being part of. I’m proud of what we started and continue to be impressed and encouraged by all that successive Associate Boards have been able to accomplish.”
Step 1: Define Your “Why”
Before you start, we recommend that you ask yourself: is launching or reviving an associate board an initiative you can support long-term? Be prepared to experiment for at least three to five years before deciding whether to continue. If you decide to move forward, center this conversation in your values and your mission.
Consider how long-term donor cultivation will impact your organization and donor base over the coming years and decades, and proactively plan according to these trends.
Discuss these questions with your team: fundamentally, why are you launching this initiative? What will you change or achieve through the enhanced efforts of these new volunteer leaders? How will you align your associate board’s operations with your larger institutional goals and your current strategic plan? Are you aligning your needs to local and national philanthropic trends? The answers to these questions will inevitably evolve, but specificity at the start is key to your success.
Keep expectations realistic and clear. An associate board will not solve all your institutional woes. Be particularly wary of the idea that your associate board can quickly change or fix issues with your larger fiduciary board. However, with a well-defined vision, an associate board can play a transformational role in your organization’s advancement — as is evident from the Nashville Symphony’s own path.
Ask yourself: is our goal with launching (or reviving) our associate board to…
Advance goals related to diversity, equity, inclusion, and belonging for our organization?
Grow our pool of mid-level dollar donors?
Cultivate Millennial and Gen Z philanthropy (and our broader community)?
Develop new audiences / patrons / customers (especially in a target demographic(s))?
Develop an ongoing pipeline to grow and enhance our Board of Directors?
Vet prospective board members?
Improve engagement with a particular community related to our organization’s model?
THE NASHVILLE SYMPHONY STORY
The Nashville Symphony’s “Why” focused on championing the organization’s new 40-and-under Crescendo Club; and on long-term engagement of the next generation of the Symphony supporters.
The Symphony quickly delegated success of the signature Spirits of Summer fundraiser to the associate board. Under their highly ambitious leadership, the evening grew from a 30-person gathering into the third-largest fundraiser for the Symphony in just five iterations. The event is now a hallmark of Middle Tennessee’s social calendar, attracting not just younger attendees but those of all ages.
“Our first event was a learning opportunity. We sold tickets at $150 for a cocktail reception before a $35 outdoor concert. It did not work. The next year, we rewrote the script: $50 ticket prices, cocktails paired to each piece of music, and our orchestra members interwoven among the crowd. It was not a concert, it was a ‘festival’ — and it definitely worked. Once you get the details right, a good time is an easy sell.”
– Hank Ingram, Inaugural Associate Board Chair, and current Board Secretary
Step 2: Ensure You Have Your Champions To Launch/Revive Your Associate Board
All associate boards require a champion for success – a staff member who will drive this project together. They will need to both address short-term operational needs and foster the vision for long-term growth. Don’t underestimate the time and attention that a new associate board will require, especially for the initial two to three years of liftoff.
One of the key needs for your champion is to drive a decision regarding where the associate board will sit structurally in your organization. Ensure anyone who will be impacted is included in some way during the planning process. These include your chief executive; their assistant; various departments and staff members throughout your institution; your board chair; governance committee chair; development committee chair, and other board members as relevant.
Equally critical is buy-in from the board. This is most effectively done by identifying one to two dedicated board members who will actively help to make this governance structure a reality.
Ask yourself: who will our associate board’s champion be…
Our CEO or President?
Our CEO or President’s Office (i.e., an executive assistant, coordinator, or special projects team member)?
Someone on our Marketing team?
Someone on our Community Engagement team?
Someone on our Philanthropy team?
A board member? (And on which committee(s)?)
Once a decision has been made, be sure that your organizational chart is formally revised and that everyone impacted has both verbal and visual articulation of how the associate board will fit within your operations and organization. Continue keeping board members apprised.
THE NASHVILLE SYMPHONY STORY
The Symphony faced a key decision when launching its Associate Board: where it would be placed in the institution. The Symphony decided the development team would make the best home, leveraging the Development team’s unique Patron Engagement Officer role (a hybrid gift officer and VIP donor concierge), its special events team, and the ability to leverage existing strong relationships with board members who could refer prospective associate board members. The development team continued its already-close work with senior leadership as well as the marketing department to ensure associate board activities had full-institution support. The Symphony also leveraged the board’s existing best-practices, bylaws, and structure for efficiency and to create parallels in board operations.
“We knew we would soon find ourselves in need of new leaders to step up and champion our organization. Why would we wait for those leaders to emerge when we could help to foster them ourselves? Placing the associate board within the fundraising team – and inviting them to our full board meetings – is the best way to create the conditions we need. Now, our institution’s future leadership pipeline is bright for many years to come.”
– Alan D. Valentine, President & CEO, Nashville Symphony
Step 3: Value the Program Fiscally Inside Your Organization
As the adage goes, “If you want to know someone’s values, look at their budget.”
Ask yourself:
What is our fiscal commitment to funding this program? How much can we allocate?
What expenses do we project?
What is our revenue expectation from this board?
What will our “give/get” policy be? It can be a percentage of income; a “top three” request; a certain amount or threshold; or tangible ways to track give/get.
Common expenditures for an associate board may include:
Leadership development activities, such as speakers, training, or books
Meeting materials, supplies, and refreshments
Discounted admissions, memberships, or other institutional costs
Engagement and stewardship activities, such as special events or outings
Associate boards require both start-up and ongoing costs. At the same time, they should drive new revenue for the organization (though as a leadership investment opportunity, they may not always be revenue-positive). With the right framework, associate boards can even have a transformational impact on an organization’s bottom line — as has been the experience for the Nashville Symphony.
THE NASHVILLE SYMPHONY STORY
From the start, Nashville Symphony’s Associate Board was given significant trust in shaping Crescendo Club events and their annual Spirits of Summer fundraiser. As next-gen leaders with a thirst for innovation and growth, the Associate Board defined clear give-or-get donation policies for themselves and set ambitious revenue targets for activities from the get-go. This ambition continues to fuel the board’s recruitment, activities, and oversight.
As a result, the Associate Board’s Spirits of Summer event has grown from a small initiative into the third largest fundraising event for the institution by dollars raised.
“We’ve come a long way in a short time. I think that our success was largely due to two primary factors: passionate members, and support from the Symphony’s staff and existing board of directors.
When the associate board was originally empowered to ‘own’ our event, Spirits of Summer, there were a lot of questions about whether we could even pull it off… But giving the associate board the responsibility to create, market, and produce its own event (all within the confines of a fairly modest budget) provided the spark that set off a fire of enthusiasm. The event made everyone realize how important it was to not just reach new patrons of the symphony, but younger patrons, future patrons, and that this could be successfully accomplished through an associate board structure.”
– Nick Deidiker, former Associate Board Chair; current Board Development Committee Chair
Step 4: Embrace That This Will Be a Resume- and Network-Building Opportunity
Leadership development and networking are key to any board. These will hold outsized value for an associate board. As younger professionals, associate board members may take a transactional or skill-development-driven approach to their service. Embrace and leverage this reality. Ensure strong screening for new members, set clear expectations, and select early leaders who can model the kind of service you wish to see in all associate board members.
Your designated associate board champion and their team (see step two) should research generational workstyles and volunteerism to ensure you incorporate best practices, relevant language and culture, and operational frameworks to maximize engagement among your Millennial and Gen Z volunteers.
Ask yourself:
What is our associate board term length and structure? Have we accounted for some members transitioning to new organizations and/or new careers during their term?
Are we structuring board service for members to ‘grow’ their leadership skills as much as they ‘give’ in time, talent, and philanthropy?
Have we included meaningful opportunities for our Associate Board to engage with members of our primary Board of Directors/Trustees and institutional leaders?
Where have we incorporated learning, leadership development, and mentorship into our work? Are our expectations reasonable for board members’ demographics?
THE NASHVILLE SYMPHONY STORY
Among many decisions, the Nashville Symphony needed to decide if and when associate board members would have access to board meetings. In addition to their own associate board meetings, all associate board members are also able to optionally attend full board meetings (with the exception of executive sessions). This allows for the organic building of relationships, and opportunities for associate board members to glean best practices and key information.
“Overall, serving on the associate board helped propel me into a larger role in the Nashville arts community, including being asked to join the Board of Directors at the Nashville Repertory Theatre. Our associate board has the ear and recognition from Symphony leadership. We are seen as pivotal to the continued growth of the Symphony… I’m not only grateful for the impact I’ve been able to make to the Symphony, but ultimately the impact the Symphony and the associate board have had on my life and career.”
– Samantha Breske Magee, former Associate Board Chair and 2024 Spirits of Summer Co-Chair
“Nashville is such a transient community with so many young professionals. As a newcomer to Nashville, I knew the best way to integrate was to get involved with an organization and ask, “How can I help to make it better?” In doing so, I not only became more invested in Nashville, but met others who were aligned to my life priorities philanthropically and as emerging leaders. The associate board connected me with others I would not otherwise have met – influential peers but also authentic introductions to Symphony board leaders who were valuable, high-caliber connections at key moments in my career.”
– Mandi Kane, former Associate Board Chair
Step 5: Ensure Smooth Transitions
The way associate board members enter and exit their service term is key. Given the demographics of typical associate board members, plan for higher fluidity and turnover than on your governing board (including both members of the board transitioning employers, and in rolling off the board generally).
Ask yourself:
How are we designing the pipeline to ensure success (i.e., term length, any leadership/officer structures on your board)?
What are our expectations for associate board members following their term?
Do we have a clear pipeline for understanding who from the associate board may be a good fit for your Board of Directors/Trustees – and who will not be a good fit?
What communications and stewardship plans do we have in place to manage former associate board members? How will we continue to engage and leverage their enhanced affinity for our organization?
Designing meaningful transitions for each retiring associate board is key to your success in managing your post-service ‘cliff’. Create opportunities for celebration, reflection, and continued stewardship. Organizations should treat this ‘cliff’ as an opportunity. Work with each associate board member to identify next steps post-service. Most of your associate board alumni will not directly join your organization’s fiduciary board. Ensure you define meaningful transitions for these engaged, passionate volunteers in whom you have invested so much time.
THE NASHVILLE SYMPHONY STORY
Similarly to its fiduciary board, the Symphony asks all associate board members to make a personally meaningful gift to the annual fund. However, the Symphony offers a unique framework: associate board members receive benefits double to their gift amount (as do at-large members of the Symphony’s general young adults group, the Crescendo Club). This creates opportunities for associate board members to receive significant stewardship that may not be accessible to emerging professionals in their 20s and 30s.
“While this benefit may initially feel transactional, it offers incredible capacity to develop emerging leaders. As Associate Board members become more involved in supporting the mission of the organization, a culture of philanthropy forms – over time, giving becomes less about what can be received as a ‘benefit’ and much more about making a meaningful difference for the institution and our impact on the community.”
– Jake Tudor, Patron Engagement & Crescendo Club Manager
Beyond philanthropy, but equally as important, as Associate Board members reach the end of their service, the Symphony ensures that each associate board member who rolls off has a meaningful and defined pathway towards remaining engaged with the organization as a subscriber and supporter.
Nonprofit Donor Cultivation Is Possible With An Associate Board
The Great Wealth Transfer is coming, and it can significantly impact your organization. By launching or reinvesting in an associate board, you can cultivate the next generation of donors and ensure success during this wave of philanthropic opportunity. We encourage you to use this article and our worksheet to initiate a conversation with your team regarding launching your own associate board.
Learn how to reinvigorate a stalled fundraising campaign with intentional strategies that reignite donor engagement and investment.
The 2024 presidential election of Trump was set against a backdrop of economic and political uncertainty. Economic volatility, including inflation and fears of a potential recession, can create a challenging environment for fundraising. With policy shifts on the horizon and diverse donor bases to consider, it is crucial for fundraising professionals to proactively adapt their strategies. This article explores how the election may influence higher education fundraising while offering actionable insights for navigating this season of change and uncertainty.
All nonprofits, especially higher education institutions, must prepare for the ripple effects this season may have on their fundraising efforts. The impact of Trump’s education and economic policy agendas, combined with political polarization, can make fundraising seem unreliable. Amidst challenges, one thing is certain: Americans are inherently generous, underscored by the $577.2B given to charitable causes in 2023. Generosity endures, even in times of upheaval, from pandemics, to elections, to recessions. In fact, charitable giving grew in 90% of the last 10 election years.
As advancement professionals, you can capture this generosity by staying proactive in your preparation and remaining aware of any changes on the horizon.
Preparing Your Fundraising Team
Advance Relationship-Centric Fundraising
Genuine connections, hyper-personalization, and prioritizing donor relationships over transactions are key. These relationships allow you to tailor your approach to each donor’s priorities and concerns while emphasizing the long-term impact of their contributions. This approach helps you navigate challenging subjects and secure sustained support.
Relay Urgency & Emphasize Immediate Impact
Donors may adopt a “wait and see” approach, delaying significant gifts until the political and economic climate stabilizes post-inaguration. Fundraising professionals must emphasize the immediate impact of donations and prepare for varying donor sentiments based on election outcomes. Highlighting how contributions immediately benefit students, faculty, and campus improvements makes for a compelling case for support.
Be Honest about the Influence of the 2024 Presidential Election on Higher Education Fundraising and mission
Changes in federal and state policy can lead to shifts in funding streams for many higher education institutions, presenting an opportunity to engage in discussions about why philanthropic support is essential. Often, philanthropy fills critical gaps, sustains mission-driven initiatives, enables transformational programs, and unlocks future potential for students. Creating fact-based, mission-focused talking points that highlight the connection between philanthropy and potential policy changes can help development officers respond to donor questions effectively.
Utilize Institutional Resources
Policy experts at your institution in public affairs, legal, or other departments can help with questions you may have about current or future state policies. Regularly engage these offices in the lead up and after the results of an important election. These departments can also help teams understand scholarship policy shifts.
Engage Younger Donors
As donor demographics shift, institutions need to engage younger alumni who prioritize different causes such as environmental and social justice issues. Tailoring fundraising messages and strategies to resonate with prospective donor values is essential for securing support from the next generation of donors.
Policy Changes on the Horizon
Issues at stake for the influence of the recent election on higher education fundraising will impact the philanthropic landscape, including higher education.
Charitable Act Extension and Tax Policy Changes: This legislation, if extended, is expected to boost charitable giving by allowing more substantial tax deductions for donations. Conversely, changes in tax deduction caps and limits could impact the timeline or urgency of larger gifts from high-net-worth individuals. Fundraising professionals must stay informed about these changes to communicate the benefits of giving.
Some policy issues will more specifically impact higher education fundraisers.
Staying informed and agile will enable your team to adjust strategy as needed and maintain donor support.
Federal Funding for Higher Education: Cuts in federal support may require institutions to increase philanthropic fundraising to cover budget shortfalls. Conversely, increased federal funding could ease financial pressures, allowing institutions to focus on endowment building and other long-term goals. With potential changes on the horizon, institutional advancement leaders should prepare their teams to be adaptable.
Local Policy Priorities: Be mindful of the policy priorities of local incoming officials. An administration’s focus can influence the availability of grant funding in specific sectors — whether for research, student financial support or relief, or the types of institutions that are prioritized for federal and state dollars. Pay close attention to these platforms and consider the opportunities and challenges each may present.
Student Loan Policies: Enhanced loan forgiveness programs could reduce the financial burdens on graduates, potentially increasing their capacity and willingness to donate to their alma maters. Conversely, restrictive loan policies strain graduates’ finances. Being mindful of these changes will help you engage recent graduates or parents.
Estate and Gift Tax Reforms: Policy that effects planned gifts can be particularly relevant to the higher education landscape, where endowed scholarship funds, positions, and programs are prevalent. Estate taxes may motivate donors to include charitable bequests in their estate planning to reduce tax liabilities. On the other hand, lower estate taxes might decrease the urgency for planned giving, affecting long-term fundraising prospects for universities. Staying aware of estate tax reform will help you carry out a targeted blended gift strategy.
Colleges and Universities can ensure fundraising excellence in 2025 and beyond
For fundraising professionals at universities and colleges, staying ahead of the influence of the recent election on higher education fundraising is crucial. By focusing on the specific needs and values of their donor base, higher education institutions can ensure continued financial support and success in their fundraising endeavors.
