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Download the Primary and Secondary Education Spotlight infographic, or explore the 2024 Philanthropy Pulse report in its entirety.

This Primary and Secondary Education Sector Spotlight is adapted from CCS’s 2024 Philanthropy Pulse report to provide an in-depth look at the data provided by 89 survey respondents from that sector.

fundraising practices

Most schools (55%) report revenue increases vs. their prior fiscal year, as compared to 57% across all sectors. According to NAIS Facts at a Glance, the median funds received were $1.4 million for independent schools.

Just under half (49%) of schools get 20% or less of their giving in the form of non-cash assets. Overall, schools’ fundraising revenue was led by the annual fund (42%), followed by the below sources:

annual fund updates for primary and secondary education

Most primary and secondary schools (62%) report that they never or rarely receive multi-year commitments to their annual fund. Schools might consider performing a wealth screening and RFM analysis in order to discover existing donors who might be interested in such a major commitment.

Of all sources, responding schools’ annual fund support comes mostly from parents (32%). Evolutions in donor sources for your type of school may offer additional insights for segmenting and engaging donors.

projections and priorities for primary and secondary schools

Sixty-four percent (64%) of participants expect major and mid-level gifts and annual appeals to increase in 2024. Eighty-four percent (84%) of respondents believe DEI is important to define their school’s values, compared to 77% across sectors. This is the highest rate among each of the other sectors, a trend that gained particular momentum in recent years and was evident in last year’s report.

staffing and resourcing in the primary and secondary school sector

In 2023, 30% of responding schools increased their fundraising staff, compared to about one-third across sectors. While 68% of all organizations increased staff pay by 1-10% over the past three years, 78% of schools in this sector saw an increase. This is the highest increase among each of the other sectors. Notably, the median salaries for directors of advancement and directors of development for 2023 were $147,950 and $120,000, respectively.

donor acquisition and retention

Forty-eight (48%) of schools indicate that their number of new donors has increased in the past 12 months, as compared to 57% across sectors. Fifty-six percent (56%) of schools report retaining over half of their new donors over the past 12 months, compared to 67% 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.

data and technology for primary and secondary schools

Sixty-five percent (65%) of participants describe their school’s reporting and analytics capabilities at a leading level or higher of sophistication, which surpasses all other sectors individually and the 58% reported across sectors collectively. While 58% of all organizations have not addressed the use of AI technology in their operations, 55% in this sector have not.

The data on this page was curated from a questionnaire taken by over 600 responding organizations during the fall of 2023, reporting on FY23 results.

EXPLORE THE FULL REPORT

Download the Health Spotlight infographic, or explore the 2024 Philanthropy Pulse report in its entirety.

This Health Sector Spotlight is adapted from CCS’s 2024 Philanthropy Pulse report to provide an in-depth look at the data provided by 82 survey respondents from that sector.

Survey respondents represented the following types of healthcare organizations:

fundraising practices

About half of healthcare institutions (49%) report revenue increases vs. their prior fiscal year, as compared to 57% across all sectors. Two out of every five (41%) healthcare organizations get 20% or less of their giving in the form of non-cash assets. Healthcare nonprofits might consider corporate funding partnerships with digital health startups: nonprofits would align with industry-focused and tech-forward initiatives, and healthcare companies would partner with mission-aligned efforts to appeal to their value-based investors.

Just over half (54%) of healthcare organizations organize fundraising efforts (e.g., major gifts, annual funds) by a combination of geography (3%), hospital facility (5%), and service line (8%). Others (32%) organize their efforts by other means, such as fundraising channels.

Most (33%) fundraising revenue comes from major gifts. Healthcare fundraising professionals might consider establishing a regular cadence of meetings with major donors, with trackable goals and outcomes, to ensure a steady stream of potential opportunities. On average, fundraising revenue at healthcare institutions comes from the following sources:

Most (61%) respondents have fully centralized fundraising operations, as compared to 3% who are fully decentralized. Fourteen percent (14%) are becoming more centralized, while 2% are transitioning to more of the latter. Still, 17% report being hybrid.

health sector projections and priorities

Seventy-three percent (73%) of participants expect major and mid-level gifts and annual appeals to increase in 2024. Eighty-four percent (84%) of respondents believe DEI is important to define their organization’s values, compared to 77% across sectors. Various tactics for understanding the needs of your community, including asking emergency room physicians about health equity issues, could offer direction for fundraising needs to align your actions with your values.

staffing and resourcing in the health sector

In 2023, 34% of responding healthcare institutions increased their fundraising staff, which is similar to rates across sectors. While 68% of all organizations increased staff pay by 1-10% over the past three years, 73% of organizations in this sector saw an increase. Healthcare nonprofits might consider creating opportunities for upward mobility and other tactics to support staff amidst a fast-paced and high-achieving work environment.

The top two engagement tactics for physician’s involvement in fundraising efforts include participating in recognition and stewardship efforts (35%) and participating in outreach initiatives (33%). One-third (33%) of institutions report that physicians are not engaged in their fundraising efforts.

donor acquisition and retention in the health sector

Sixty-five percent (65%) of healthcare organizations indicate that their number of new donors has increased in the past 12 months, which is the highest rate among each of the other sectors, and 7% greater than all sectors combined. Thirty-five (35%) of institutions report retaining over half of their new donors over the past 12 months, compared to 67% overall. Healthcare nonprofits might consider leveraging specialized legacy societies as a powerful donor acquisition and retention tool.

data and technology at healthcare institutions

Sixty percent (60%) of participants describe their organization’s reporting and analytics capabilities at a leading level or higher of sophistication, versus 58% across sectors. While 58% of all organizations have not addressed the use of AI technology in their operations, only half (51%) in this sector have not. Healthcare nonprofits could ask themselves guiding questions to implement AI in their fundraising practices.

The data on this page was curated from a questionnaire taken by over 600 responding organizations during the fall of 2023, reporting on FY23 results.

EXPLORE THE FULL REPORT

A commitment to diversity, equity, and inclusion (DEI) should be essential to advancement professionals who have a responsibility in how they acquire, store, and use data. DEI is not a one-and-done concept and should be at the heart of everything a nonprofit does— especially regarding donor data.

Vered Siegel, Senior Director at CCS Fundraising and Chair of the Association of Advancement Services Professionals (aasp)’s DEI in Advancement Data Task Force, and Felecia McCree, Senior Director on CCS’s Systems & Change Management team and member of the task force, addressed this very subject in aasp’s 2024 eBook, Diversity, Equity, & Inclusion (DEI) for Advancement Services: Best Practices for Today’s Success. We asked them to expound on why and how advancement services should integrate DEI principles.

Q: Why should DEI matter to those in Advancement Services?

Vered: Ultimately, Advancement Services as a profession owns and is responsible for constituent biographical data in the fundraising database. To this end, DEI is a lens by which to look at our donors’ and prospects’ identities:

How do they define themselves, and how does our institution define them? Are those definitions aligned?
How does responsibility for identity data impact our fundraising success, our relationships with constituents, and our team’s strategy?

I think it comes down to promoting human dignity: accepting other people’s identities as part of the big picture of human flourishing. I got into the nonprofit sector because I felt called to promote that flourishing. Society commonly misjudges “data people” as disconnected from the humans our data reflects, but it’s absolutely untrue. We are the stewards of identity in data form.

Q: Why should organizations think about DEI in data collection, usage, and storage?

Vered: Splitting best practice recommendations across collection, storage, and usage in Diversity, Equity, & Inclusion (DEI) for Advancement Services: Best Practices for Today’s Success was critical because every organization is on a unique timeline in its DEI data management. For example, some organizations might read the document and notice that they align well with best practices in storage but haven’t considered all the implications of collection. By separating these three content areas, we reject the premise that if you’re early in your journey in one area, the rest is insurmountable. On the contrary—I think every organization can identify at least one area where they are at the cutting edge of the best practice today, even if the checklist for the rest might be quite long.

Q: What can we learn from equitable data practices?

Felecia: It is important to increase representation whenever possible—we continue to learn about disparities in past datasets that have led to inaccuracies in predictions, analytics, and outcomes. When organizations embrace equitable data practices, they become better informed in making decisions that impact all segments of the communities they serve. It allows them to consider everyone impacted by their analytical findings and recommendations, which is crucial for fostering inclusivity.

Equitable data practices can also help uncover hidden biases, helping nonprofits mitigate the risk of perpetuating disparities in underserved communities, and ensuring that future decisions are based on data that accurately reflects the diversity of their constituents.

Q: How does DEI help nonprofits better use their data?

Felecia: Nonprofits can only benefit when their accumulated donor data accurately reflects the communities they serve. That’s because it can lead to more targeted, effective, and inclusive outreach to those who will directly benefit from program offerings and services.

Additionally, DEI principles can help guide the ethical management of sensitive personal information. It is becoming more important than ever to protect the rights and privacy of those who are vulnerable to attack based on their gender identities or ethnic backgrounds.

Q: Are there any common mistakes nonprofits make when implementing DEI efforts in their databases?

Vered: Yes—I think the most common mistake nonprofits make to meet the moment is to focus effort and energy on collecting a large amount of data with no plan. It’s a well-intentioned mistake. The thought behind it is that even if you don’t know what you’d do with data about someone’s race or gender identity, it might come to use one day. But, I challenge nonprofits to consider the effort and energy expended in pursuing a data-maximalist ideology. If you’ve never needed it before, and it takes a great deal of time, effort, energy, and money to obtain and store, yet you have no plan for what to do with the data once you have it, was pursuing it really worth it?

Q: We know from the 2024 CCS Philanthropy Pulse report that many nonprofits struggle with communicating with donors about DEI. Do you have any advice for them?

Vered: I think it’s really interesting that giving to BIPOC and LGBTQ+ organizations grew in 2023 according to the 2023 CCS Philanthropic Landscape report. I sense that identity-based philanthropy benefits much more from data management that likewise embraces donor identities in a way that promotes their humanity and dignity. After all, if your organization serves queer inner-city youth but your database only tracks the gender options “male,” “female,” and “other,” how aligned is your DEI data strategy with your organizational mission? That’s why in that same report CCS recommends developing culturally competent donor cultivation/solicitation approaches. One way this manifests in advancement services is through segmentation: using data fields to divide your donors into categories to develop custom approaches to donor relationships.

But just because you can track something doesn’t mean your donors would like to be categorized that way. The eBook touches on this explicitly, asking: “Just because you can, does it mean you should?”

I can share a real-life example:

I once helped an organization build out their ask strings for direct mail. This was the kind of project where I would typically extrapolate the $10, $25, $50 from raw data and examine individual donors’ prior giving, engagement, and other factors to get the string just right. In discussing their prior formula, I learned that they only used numbers in multiples of five for their ask strings despite a sizable quantity of donors giving $18, $36, or $72.

The organization threw out those “non-standard giving amounts” as noise in the data, but the donors persisted in giving those amounts. I quickly pointed out that these donors were likely Jewish, and giving in multiples of 18 was a cultural norm for them. They were not just randomly giving these numbers to break the data model!

We carefully pulled out those donors, and instead of offering the $10, $25, or $50 ask strings, we built ask strings in multiples of 18. Over two years, engagement from these donors went up. They were more likely to answer phone calls, more likely to return an appeal with a check, and their giving increased over the two years I was with the client.

Cultural competency is critical for fundraising success

Explore DEI best practices in Advancement Services in aasp’s 2024 eBook, and learn more about CCS Fundraising’s Systems & Change Management services.

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Publication

CCS Philanthropy Pulse

February 15, 2024

The 2024 CCS Philanthropy Pulse report serves as a guide for fundraisers, offering insights into the modern strategies nonprofits employ for development and highlighting avenues for fundraising success.

Article

DEI Communication Strategies for Independent School Fundraising

February 5, 2024

Discover how to reach donors authentically and successfully through school fundraising communications including events, messaging, and digital outreach.

Diversity, equity, and inclusion (DEI) is top of mind for independent schools as they aim to drive equitable social impact, and communications provide a link between fundraising and DEI strategy. According to the 2024 CCS Philanthropy Pulse, 84% of respondents in the primary and secondary education sector indicated that DEI is important in developing their strategic plans for future fundraising priorities, distinguishing the sector as a leader in DEI strategy. In fact, 93% of schools discuss DEI with donors—a rate 6% higher than all sectors combined. Additionally, a recent study by the Graduate School of Education & Psychology at Pepperdine University revealed that one of the five pillars of DEI in education institutions is communication, community education, and outreach.

While working alongside our nonprofit partners and recognizing both our ongoing growth and the dynamic nature of our efforts, CCS Fundraising has learned helpful DEI communication strategies for independent schools drawn from community-centric fundraising principles, which we share below.

INTEGRATE DEI IN YOUR Donor EngagemenT TACTICS

DEI Policies and Practices

Educating potential donors on your independent school’s DEI policies and practices is a key step in developing a more inclusive philanthropy model. Utilize the school website, annual reports, alum magazines, and donor conversations as crucial opportunities to underscore your dedication to DEI. Clearly outlining inclusive programs, policies, and practices, supported by relevant data, is a transparent and proactive way to positively shape your school’s community and culture. This strategic approach reinforces the idea that philanthropy acts as a catalyst for genuine and lasting positive change within the communities you serve.

DEI and Collateral

Fundraising materials are an opportunity to highlight a diverse narrative of students, parents, faculty, and alums and can feature testimonials from various perspectives and voices.  Ensure fundraising material visually reflects your school’s values and aligns with your school’s voice by instituting a review and approval process led by your DEI leaders.

Applying DEI to Outreach and Strategy

Within the donor cycle, where prospects typically navigate a shared “moves management” journey, it is important to recognize that each donor follows a unique path to a successful solicitation. Personalizing engagement involves considering various factors. For instance, prospects who have benefited from financial aid may find inspiration (or lack thereof) in their personal student experiences. Donors with an international background may approach philanthropy with perspectives distinct from those in American households. In addition, considerations around a prospect’s religious affiliations can significantly influence their interest in philanthropy. Attention to details, including meeting/event dates, numerical preferences, and preferred solicitors, allows you to tailor your approach thoughtfully.

DEI and Events

Whether your independent school is actively in a campaign or growing its annual fund, you are likely holding fundraising and engagement events throughout the year with various goals. When planning for these events, it is important to consider location, guest list, and programming to ensure that they are welcoming, inclusive, and serve the full community.

Location - When determining the event location, consider hosting on campus for familiarity and accessibility. If hosting an event off campus, consider a restaurant or event space, as events in private homes could feel exclusive.

Guest List - When creating the guest list, consider the event goals. For stewardship events, consider inviting donors at all levels and volunteers. For cultivation events, invite prospective donors with similar capacity and/or potential giving levels to ensure guests are aligned in their philanthropy approach.

Programming - When developing the program and remarks, consider featuring a variety of voices, including volunteers and donors with many years of consecutive giving, as well as major donors.

 DEI and Volunteers

Engagement is a key metric of campaign success and an excellent way to increase perspectives, promote diverse voices, and intentionally build inclusive teams.

Without deliberately keeping DEI un mind, however, volunteer committees—in campaigns or, more broadly, in volunteer leadership—may reflect singular perspectives or become particularly homogenous. When planning a volunteer committee, it is important to utilize a volunteer matrix, consider scheduling constraints, and prioritize long-term volunteer cultivation.

Use a Volunteer Inclusivity Matrix: When developing a volunteer committee, consider utilizing a volunteer matrix to ensure a better balance of voices on the committee. Consider all demographics when building an inclusive team of voices, including school-specific identities such as alum graduation year or parent-related constituencies such as parent associations, admissions volunteers, etc.  Actively ask yourself, “Who is not currently at the table?”

Consider Meeting Times:  Particular meeting times for a volunteer committee—including certain periods of the day, meeting lengths, and/or days of the week—may serve as a barrier to entry for potential members. Consider those with inflexible work schedules, care-related duties, or religious obligations.

Create Opportunities for Engagement and Skill Growth: Just like donors, volunteers require strategic cultivation and stewardship. Consider the long-term pipeline of volunteers and create opportunities for those who may be inexperienced in fundraising efforts. Be particularly thoughtful about proactive outreach, as these prospective volunteers may be least likely to self-identify for roles.

DEI in Stewardship

Major gifts, endowed funds, and scholarship stewardship are important ways to celebrate the impact of your school community’s generosity, recognize donors for their contributions, and inspire future philanthropy. In recent years, CCS has strategized in partnership with independent school clients to take steps to avoid reinforcing negative stereotypes such as:

Biases and stereotypes around the demographics and/or “typical profile” of a scholarship student

Tokenism and othering of scholarship students 
Donor access to information about or contact with minors

Rather than providing scholarship funders with detailed reports about, or compulsory thank you letters from, scholarship recipients, schools have taken a comprehensive, uniform, yet detailed approach to steward donors who give to scholarships or have named scholarship funds.

A report might include:

Aggregate Data on Financial Aid Funds - Number of financial aid students by class or campus, notes from advisors or student testimonials (consider anonymizing students), historical growth of financial aid budget (total budget, #/% of students receiving aid)
Financial Aid in Action – stories and/or letters from alums who have graduated high school and have volunteered to provide testimonials as adults.
Intentional Inclusive Language Choices – consider framing language like: “All students of distinction and great potential attend this school regardless of their ability to pay.”

In drafting these materials, it is important not to equate improving DEI practices and the provision of financial aid as synonymous.  While providing financial aid can be a way to diversify a school’s student body, this is not always the case.

DEI Improves the Fundraising Landscape

Fostering an inclusive philanthropic environment within educational institutions requires a comprehensive approach to donor engagement, outreach, and stewardship, specifically focusing on DEI. Adopting these DEI-centric practices throughout outreach, events, materials, reporting, stewardship, and volunteer engagement will allow your school to mirror the evolving landscape of philanthropy and better integrate inclusivity into its donor engagement strategies.

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Your Guide to Increasing and Diversifying Your Nonprofit’s Fundraising Revenue

April 19, 2024

Today’s nonprofits need to increase and diversify their revenue streams for sustainability. This article will help you learn how to make the most of your fundraising efforts.

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6 Fundraising Event Tips Your Nonprofit Needs Today

April 18, 2024

Fundraising events can bolster your nonprofit’s giving strategy if you plan and execute them effectively. Drive donor engagement, retention, and, ultimately, giving to your organization with our fundraising event tips.

SEE ALL IN: Primary and Secondary Education

As organizations prepare for a campaign, they often face competing priorities and limited resources—drafting a compelling case for support can seem overwhelming to add to the mix. But it is the guiding document for the entire campaign, so its importance cannot be overstated.

Mistakes Nonprofits Make in Case for Support Development

Misunderstanding the Purpose

An early mistake when writing your case is to misunderstand the document’s purpose. The case is not a stand-alone document and should instead be accompanied by a personal visit from a volunteer or organization leader.

The case is also the basis for all other campaign documents, including your website, major gift proposals, brochures, stewardship documents, and other collateral. Its design elements can create cohesive supporting materials, such as your gift agreement form, request letters, or mailings. Therefore, the content, tone, and design should be carefully developed with leadership and key stakeholder buy-in early in the planning stages of a major effort.

Forgetting the Audience

Another common mistake is not considering the recipient. The case is not a financial statement, strategic plan, or organizational manifesto. It should be written with actual donors in mind, including an emotional appeal about why the project matters and the impact a prospective donor can make. At its core, the case should show how the donor can be the hero in transforming their community by making a philanthropic investment.

Confusing the audience is a big mistake. Most donor prospects do not want to sift through text to find the campaign’s true meaning; they want a simple cause and effect (e.g., “By pledging $XX,XXX, this ‘something’ will happen in our organization).” Without concrete plans, the case is left up to interpretation by donors and volunteers, leading to a skewed perception of need, a misguided understanding of future goals, and money left on the table.

Leaving Money on the Table

With confusion comes the potential to leave money on the table. Donors want to have—and should have—a clear understanding of their money’s purpose. A donor may see the need for a campaign but not see the full picture due to a lack of detail or sense of need. As a result, that prospect may not feel compelled to stretch their dollars, and what could have been a $100,000 pledge may become a $45,000 pledge.

Making a Case for Want, Not Need

Lack of detail can sometimes leave donors thinking an organization has goals based on wants rather than needs—people give to needs. For example, if a case for support has a $1.5 million goal to renovate ABC School’s building, which of the below sounds like a need versus a want?

ABC School is testing a $1.5 million goal to renovate the school building and fulfill our mission for future generations.
ABC School is testing a $1.5 million goal to fix the HVAC system in the main school building, update the classrooms by installing computers, and replace the broken tile floors with sustainable Pergo flooring.

The first example gives a general idea of what will happen. Often, a Board of Directors will agree on this statement because the school building truly needs renovating, and they understand what that involves. However, a prospective alum donor not as close to the project may not know exactly why the school needs renovation. The second example explains exactly what the school needs and conveys a sense of need. Anyone who reads it can envision a school with no AC, crumbling floors, and no technology.

Mixed Messages/Speculation

Drawing from the ABC School example, consider how using the first example can lead to mixed messages. That prospective alum donor may think that renovating their alma mater is a super idea; they want to support their school and give future students the best opportunities and education possible. When they ask the question: “What renovations are needed,” more often than not, the answer to this question may be, “It depends on how much money we raise.” Trained volunteers may leave out a few elements or add in other projects that may occur if enough money is raised. Specific case elements and details help guide the campaign and the volunteers in conveying the organization’s plans. The two essential questions that need to be answered are: what are we raising money for, and what is the expected outcome?

No Sense of Urgency

A lack of specificity translates to a lack of urgency. If an organization wants to test the idea of a campaign without having specifics, why should a donor feel compelled to give when there is no specific pressing need? Part of the case for support includes defining the situation of today and the need for the future. Combined with a realistic timetable, these two fundamentals will convey that sense of urgency and instill trust in potential donors.

Lacking Good Design or Editing

Poorly edited or designed documents detract from the project’s gravity and impact and make it painfully clear that insufficient time and effort was spent. To avoid this misstep, proofread your document at every turn and ask others internally to read it carefully before presenting it externally. Similarly, a poorly designed document reflects a lack of effort or thought—case statements should be visually appealing to grab readers’ attention and describe the campaign’s importance.

Planning for a successful case

Preparation is invaluable when crafting the ideal case for support. Before you put pen to paper, consider these preliminary steps.

Determine Your Organization’s Strategic Priorities

Internal discussions and decisions shape a major fundraising effort, including strategic planning or visioning sessions, which are a natural guide for developing funding priorities. Some organizations try to do too much and, as a result, find out too late that they should narrow their focus and better prioritize funding their needs and wants. Other organizations may limit their capabilities too severely by underestimating their reach or insufficiently conveying their missions. It is important to think strategically from the onset to avoid these pitfalls.

Conduct a Feasibility or Planning Study

Often, conducting a feasibility and planning study can help uncover funding priorities that resonate with donors. This is your opportunity to ask stakeholders what is important to them and determine your community’s appetite for funding various projects.

Estimate Costs and Analyze Impact

Other critical areas of planning include creating cost estimates and quantifying impact. Savvy donors are influenced by the cost of funding different projects and their gift’s impact on your organization and community, so you should be prepared to present this information in the case.

These early steps should be taken internally with a small strategic planning committee or your board. Once you have a general outline of your plan and funding needs, it is time to begin writing your case.

Review Case for Support Examples

Another important planning step is to look to successful case for support examples for inspiration. Two CCS Fundraising examples were recently winners of the firm’s Excellence Award:

Heart of a Shepherd Campaign video (credit to Lauren Costello Ekmekjian)
City Seminary of New York viewbook (credit to Rachel Hamalainen)

steps for creating YOUR NONPROFIT’S CASE FOR SUPPORT

A graphic outlining four steps to create a nonprofit case for support.

1. Gather and Organize Your Information

Gather current information about your plans, funding areas, and costs. Cast a wide net to include the following.

Organizational information (i.e., mission, vision, strategic plan, branding guidelines)
Program or project details/schematics
Cost estimates
Impact stories
Quotes
Photos/renderings/visuals

Categorizing and organizing your information before you begin writing reveals gaps and allows you to begin outlining your content and vision in a way that makes sense and is true to your organization.

2. Create a Comprehensive Case for Support Outline

After collecting information, create an outline of the content of your case statement. To start, answer the following questions using the information you collected.

What issues does your organization target (mission)?
What are your organization’s strengths?
What challenge or obstacle do you face? How do you propose to overcome this obstacle?
What are your funding needs?
What will be the impact of fulfilling those funding needs? How will this change the community?
What are you asking of the donor?

Your outline should include relevant details and be a relatively high-level organization overview, describing the challenge your organization faces, your future vision, and the impact the donor can make. Include only the most essential information and leave out anything irrelevant to your audience.

3. Write a Compelling Story

Using the outline you created, supplement your content with compelling language to motivate prospective donors to see themselves as an active participant in overcoming your organization’s challenges. An effective case for support includes an accurate description of how the donor will create transformational change. The closing should incorporate a “call to action,” a final invitation that propels the donors along the engagement pipeline.

4. Design Your Case for Support

The design of your website and collateral matters for how the public views you; 94% of first impressions are design-related.

After creating a compelling story, begin designing your case for support. Your organization may have defined branding guidelines—if so, use them to ensure your case is recognizable and aligned with your organizational culture.

If you have limited resources, designing your case for support can be challenging, but keep the following in mind.

You can design using PowerPoint and draw inspiration by searching for other case statements.
Be consistent with text size, margins, alignment, and other small details. Uniformity demonstrates professionalism and the document’s importance to prospective donors.
High-quality photos can convey information more quickly and effectively than text. Consider taking new photos or using compelling stock photos that align with your mission.
Use design elements such as bolding, titles, text boxes, and color to emphasize important information.

Finalizing a strong case

Writing your best case requires meticulous planning, drafting, designing, and editing. Along the way, you should share case iterations with other team members, volunteers, and prospective donors. Asking your stakeholders for feedback and building consensus throughout the case’s development prevents setbacks and builds familiarity throughout the organization. Likewise, following the steps sequentially is important, as jumping ahead is counterproductive and can create additional work.

As you begin, keep impact at the top of your mind. Drafting your case can seem overwhelming, but it is also exciting. You are embarking on a process that can create a ripple effect in your community and make a long-term difference for your organization. Bring that passion, excitement, and vision for the future with you as you create your most compelling case yet!

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Article

5 Steps to Maximize Your Year-End Fundraising Appeal

November 29, 2023

Did you know that 31% of annual giving occurs in December, with 12% taking place in the last three days of the year? Does your non-profit organisation have a strong year-end strategy to take advantage of these powerful trends? Read our five steps to maximise the success of your year-end fundraising appeal.

Publication

2023 Philanthropic Landscape, 12th Edition

August 29th, 2023

Featuring essential philanthropic research from all major sources in the industry, this exclusive report examines key themes in American philanthropy and the latest data on giving by US individuals, foundations, and corporations.

Donor acquisition continues challenging nonprofits, so a robust prospecting strategy — which helps you find likely prospects for your organization — is paramount to success. Prospect research uncovers current and prospective donor backgrounds, philanthropic histories, wealth markers, and charitable motivations. This method allows fundraisers, development teams, and nonprofits to evaluate a prospect’s capacity to give (how much money they have) and their affinity for an organization (desire to give to that specific cause).

Oftentimes, prospect research helps organizations discover major gift donors. For most fundraising campaigns, the majority of funds comes from a small number of donors who give generously, so finding major gift donors is crucial to fundraising success for nonprofits of all sizes.

Applying Prospect Research

A fundraiser’s time is limited. With prospect research, nonprofits gain valuable insights for more accurately choosing which donors to direct their focus.

Prospect research allows you to:

Refine major gift outreach. Leveraging your nonprofit’s data reveals which annual donors have the capacity and potential affinity to make a major gift.
Identify planned or deferred gift prospects. Consistent annual donors are the most likely to give planned gifts in their wills. Use philanthropic and wealth markers to determine who these annual donors might be.
Generate new prospects. Gain access to the donation lists of similar organizations. Donation lists are effective for finding new prospects, as people who give to similar nonprofits may also be more likely to give to your organization.
Assess fundraising opportunities. View previous giving histories to see who prospects give to, how often, and how much money they donate. Your nonprofit can analyze donors immediately to formulate better fundraising strategies to land more major gifts.
Clean up your donor data. Receiving this donor information is an opportune time to clean up your old data. Update donor information, fill in missing fields, and organize your data to make navigating it easy for your fundraisers.

The specific benefits of prospect research vary according to nonprofit type. For instance, hospitals can use prospect screenings to find major gift donors and create a successful Grateful Patient program.

PROSPECTING UncoverS VALUABLE data

Data resulting from prospect research allows fundraisers to make better decisions and includes the following:

Previous nonprofit donations. Your nonprofit’s past donors are the best predictors of future major gift prospects. Donations to similar nonprofits also indicate prospects who may be apt to give to you—perhaps in a big way.
Political gifts. Donations to political campaigns and causes demonstrate an affinity for prospects to give to the causes important to them.
Nonprofit service. Prospects serving on nonprofit boards and foundations generally have money, know nonprofits’ needs, and should be more inclined to give.
Real estate ownership. Real estate ownership is a wealth predictor, demonstrating a prospect’s capacity to give so you can formulate more accurate ask amounts.
Employer info. Many prospects work for employers offering matching gift programs. Focusing on matching gift-eligible employees can increase donations and boost your fundraising campaigns.
Stock transactions. A potential donor’s stock portfolio can also help you predict what prospects invest in and how much.
Personal information. Glean basic contact info, marital status, hobbies, and other personal data to make fundraising easier.

Prospect research puts the power of data into the hands of nonprofits. This data can directly aid fundraising and help other nonprofit efforts, such as strengthening donor relations. Whatever you use prospect research for, it is more data at your organization’s disposal, and knowledge is power when crafting personalized communications donors receive well.

WAYS TO conduct prospect research

Hire a Prospect Research Consultant

An effective prospect research consultant will leverage all available resources to gather your desired donor data. Consultants might also help train your staff to conduct prospect research, develop better prospect strategies, and support your prospect communications.

Let us help you. CCS has more than 75 years of experience helping nonprofits uncover new donors to significantly boost fundraising goals.

Use a Prospect Screening Company

Screening companies, sometimes called prospect research companies, will screen prospects for you, saving researchers time from sifting through databases and organizing the data. Screening companies provide the donor information you want in readily accessible and downloadable formats. This allows you to analyze many donors simultaneously, as screening results can be returned the next day or within the week, allowing your researchers and fundraisers to focus on other important tasks.

DIY Donor Research

You may also choose to conduct your prospect research independently when you have a staff researcher or team of researchers who can search databases, organize information, and make it accessible to your fundraising team. There are online databases and other information sources to sift through, so equip your researchers with the proper tools.

At CCS Fundraising, we have developed a 3-stage process to develop new prospects and expand your donor pipeline, called “Donor IQs” (Identification, Qualification, and Segmentation). Should your nonprofit choose to conduct donor research independently, we recommend the following steps:

1. Identifying Prospects

Prospects can be grouped into 3 buckets to prioritize to qualify and segment them appropriately.

Prospects	Suspects	Unknown Prospects
Existing and lapsed donors	Individuals with a connection to your organization who have not yet given	Individuals not yet affiliated with your organization

2. Qualifying Prospects (The 3 As)

Ask yourself the following questions when attempting to determine the quality of a potential prospect.

Does this individual have the ability to give?
Does this individual have an affinity for my organization?
Do I have access to this individual?

To answer these questions, think about the following in terms of your prospects.

Ability markers include an affluent address(es), a wealthy lifestyle, and corporate executive or business owner roles.
Affinity can be evaluated by giving history to your organization or one similar or has a direct connection to you as a patron, student, alum, patient, parishioner, etc.
Access connection to the prospect via professional networks, local communities, alum organizations, religious affiliations, philanthropic activities, interest groups, and family/friends.

Prospects with all 3 factors—ability, affinity, and access—are the most likely to make a gift to your organization at the leadership level.

Some people do not qualify as promising prospects at this point in their lives. For example, young or new CEOs are still early in their careers and probably cannot be major donors. Additionally, when people are philanthropically overcommitted, they may not prioritize your organization in their choices. Lastly, celebrities may seem like a good choice, but they are approached by various organizations and are often unlikely to choose yours.

3. Segmenting and Tracking Donors

Segmenting and tracking prospects are the foundation for managing the donor base. When done well, these processes drive positive results by refreshing the prospect pool, focusing efforts on the right prospects, controlling the process, and building excitement around the organization.

Building a Donor Pipeline

The first step in tracking prospects is building the donor pipeline. The pipeline will serve as your tool for generating the donor lists for cultivation. We recommend including the following data points in the pipeline:

Name
Solicitation status (Ask, Brief, Cultivate)
Target ask and project
Key relationships
Affiliations
Strategy
Next steps

Other information may be useful, such as residence and contact information, organizational giving history, pledge payment status, charitable affiliations, and other major gifts. Of course, the additional information should be tailored to your specific organization or sector.

The donors in the pipeline should be segmented into these main buckets:

High	Medium	Low
Top 25 list Leadership/strategic solicitations “Players on the field”	Next 50 list “Players on the bench”	Unlimited number Long-range list “The farm team”

Make Your Donor Pipeline Work for you

The pipeline is your best way to manage a large prospect pool. It is a fluid, ever-changing document that is constantly added to and updated. When used well, it can be a powerful tool for understanding your donors and helping staff engage them meaningfully.

Managing prospects can be exciting as you reconnect with lapsed donors, engage existing donors on a higher level, or find new donors with an affinity for your organization’s mission. Simply put, well-researched donors allow you to focus on likely donors rather than spending valuable time on those not ready to give.

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Your Fundraising Forecast Template for 2024

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Projecting fundraising revenue can always feel daunting, especially during economic and political uncertainty. CCS Fundraising is here to help you plan for 2024 and beyond with tactical guidance and a downloadable fundraising revenue forecast template.

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CCS Philanthropy Pulse

February 15, 2024

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In the high-pressure world of healthcare fundraising, attracting and retaining fundraising staff remains a perpetual challenge. In fact, 90% of fundraising professionals stated that unfilled fundraising positions significantly increased their workloads, and a similar percentage agreed that their organizations were underemployed to meet their potential for raised funds. While employee attraction is an important solution, employee retention can help you keep your excellent fundraising staff while avoiding the work and financial costs associated with hiring and recruiting new fundraising professionals.

Our ten tips for employee retention and innovative implementation ideas below will help you support a thriving team so that your healthcare organization continues to make a significant impact on the communities you serve.

1. Create Opportunities for Upward Mobility

Hospital fundraising professionals are often ambitious and driven individuals. Therefore, provide clear career advancement pathways to retain talented employees. Demonstrating opportunities for growth within your organization is key to retaining their loyalty. Develop a structured career progression plan that allows employees to set goals and work toward promotions.

Implementation Idea: Establish a cross-departmental task force where team members can rotate through different areas, gaining exposure to various roles and fostering professional growth.

2. Communicate Fundraising Priorities

Some fundraising professionals report experiencing ambiguity around which fundraising priorities to discuss with donors. When not properly communicated, this lack of direction can lead to burnout.

Leadership can proactively outline fundraising priorities by implementing a structured communication framework. This may involve regular, transparent dialogues between hospital administration and fundraising teams to articulate and update fundraising goals. Additionally, fostering collaboration between different departments can create a unified approach, ensuring that fundraising professionals have up-to-date information to engage with donors effectively.

3. Provide Professional Development

Invest in the professional development of your fundraising team. Hospital work can be complex and challenging, and it is crucial that your employees have access to the training and resources they need to excel in their roles. Encourage your fundraising staff to attend workshops and conferences and take online courses. Consider creating an in-house mentoring program where experienced staff can guide newcomers.

Implementation Idea: Launch a “Learning Days” initiative where employees can spend a set number of hours each month on self-directed learning to help them stay up-to-date with industry trends.

4. Generate and Reward Referrals

One of the most innovative approaches to employee retention is to engage your current team in recruiting top talent. Encourage your staff to refer potential candidates who align with the hospital’s mission, fundraising objectives, and team culture. Consider rewarding successful referrals with monetary incentives. This approach not only strengthens your team but also contributes to the organization’s growth.

Implementation Idea: Implement a referral competition with valuable prizes, such as additional time off or personalized professional development opportunities.

5. Promote Work-Life Balance and Wellbeing

Fundraising is hard work, and burnout is a common challenge. Hospital fundraisers frequently face intense demands, high expectations, and many responsibilities beyond fundraising. Your leadership is responsible for creating a work environment that prioritizes work-life balance and well-being. Encourage your team to take regular breaks and utilize time-off benefits. Offering flexible work schedules and remote work options can significantly reduce workplace burnout.

Implementation Idea: Create a virtual wellness portal that offers resources, meditation sessions, and stress management tools to support your team’s emotional and physical health.

6. Establish Flexible Workspaces

In today’s dynamic work landscape, the traditional office concept has evolved. Implementing flexible workspaces is an innovative approach that allows your employees to choose where they work most effectively. For instance, employees might have the flexibility to work from home, shared coworking spaces, or even unconventional locations like outdoor workspaces.

Implementation Idea: Set up a “Work-from-Anywhere Day” once a week, allowing your team to choose their preferred work environment. By enabling your team to select their workspace, you empower them to optimize their productivity and balance their professional and personal lives better. Flexible workspaces also reflect trust in your employees’ abilities to deliver results, promoting a sense of autonomy and responsibility within your team.

7. Kickstart Peer Recognition Programs

Implementing peer recognition programs can be a game-changer for your organization’s culture. Encouraging employees to acknowledge and celebrate their colleagues’ accomplishments can instill a sense of belonging and mutual support. For example, you might launch a “Peer Spotlight Program” where team members can nominate their peers for recognition each month.

Implementation Idea: Incentivize participation by holding recognition ceremonies or offering small prizes to those actively engaging in the program. By incorporating this innovative approach, you create a positive and affirming work atmosphere where employees feel valued not only by the leadership but also by peers, contributing to a sense of camaraderie and shared success.

8. Offer a Career Pathway Navigator

Navigating one’s career within an organization can sometimes feel like a labyrinth. An innovative approach to address this is to develop a digital tool or platform that maps potential career pathways within your organization. This Career Pathway Navigator can provide employees with a visual representation of roles they can aspire to and the skills and experiences required to reach those positions.

Implementation Idea: Create an interactive career mapping tool accessible through your organization’s intranet. By making this resource available, you empower your staff to take charge of their professional development and growth, aligning their aspirations with the organization’s needs.

9. Enlist Professional Coaches

Incorporating professional coaches into your employee development strategy is an investment that can significantly benefit both individuals and your organization as a whole. Coaches can guide staff in their personal and career development, helping them set and achieve meaningful goals. For instance, you could offer access to executive coaches who specialize in leadership development.

Implementation Idea: Whether it’s leadership coaching, career growth coaching, or personal development coaching, these professionals offer a tailored approach to address individual needs and aspirations. By providing access to coaches, you show your commitment to your employees’ growth and success, enhancing their skills, motivation, and overall job satisfaction. This innovative approach fosters professional development and helps create a workforce better equipped to handle the challenges of the healthcare fundraising landscape.

10. Express Appreciation

Regularly expressing appreciation to your fundraising team is a small gesture that can make a big difference in retaining staff. Recognition can be as simple as a thank-you note, a team celebration, or an “Employee of the Month” program. Employees who feel valued and appreciated are more likely to remain committed and engaged in their work.

Implementation Idea: Host quarterly recognition events with themed activities and small tokens of appreciation to maintain a culture of gratitude within the organization.

These Approaches Prevent your fundraising staff from burning out and Drive Success at your healthcare organization

In the challenging world of healthcare fundraising, retaining top talent is an ongoing battle. Fundraising executives who adopt innovative strategies to support, engage, and motivate their teams will reap the benefits of improved staff retention and heightened fundraising success. By generating and rewarding referrals, offering competitive compensation and benefits, promoting work-life balance and well-being, creating opportunities for upward mobility, providing professional development, expressing appreciation, and integrating innovative approaches, you can create a workplace that not only retains staff but also inspires them to achieve greatness in their roles. Doing so will overcome workplace burnout, foster a culture of growth, and ultimately drive success for your hospital’s fundraising efforts and the healthcare community it serves.

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Each year, on average, just over 10% of independent schools hire a new head of school, while the average tenure is less than six years. Bob Weston, Senior Vice President and Practice Lead of Independent Schools at CCS Fundraising, and Margot Mache, Vice President at CCS Fundraising, spoke with John Green, search consultant for RG175, about the implications of this trend on fundraising and the growing importance for heads to dedicate time to advancement. John’s 32 years of independent school leadership, including 12 years as a Head of School, informs his work as a search consultant.

Bob: John, thank you for joining us to have a conversation about your experience fundraising at independent schools. Many times, you have seen the life cycle of a head of school relative to advancement. Can you elaborate on the attitude many new heads of school have toward fundraising and their understanding of the necessary time commitment to do this important work?

John: In years past, most new heads of school had limited, if any, fundraising experience. Search committees didn’t identify candidates based on their fundraising skillset; schools often promoted new heads based on their success as administrators with an inward focus and their experience in various roles except for head of advancement. Initially, many new heads would view fundraising as a necessary evil—something they have to do but not necessarily want to do. This sentiment often changes when they can’t realize their vision or “make good” on their strategic plans without raising money. So, in the early years, you would find a new head to be somewhat indifferent or unenthusiastic about fundraising while they prioritized students, academic matters, and personnel issues. But this changed with time.

That’s interesting, John. Could you talk more about that shift in perspective towards fundraising and perhaps how new heads of school can prepare for it?

John: This shift typically happens when new heads start to recognize the limitations they face in achieving their aspirations for their students and school. As they walk through the campus, ideas and plans for improving the school flood their minds, but they soon understand they need resources to realize those dreams. Fundraising, as a function, transforms into something they want to embrace and understand better. This transition usually occurs within a headship’s first two to three years. Most new heads of school know that they will likely develop a strategic plan within their first three years, but they are not often as familiar with how the strategic plan will be realized. Typically, that means that a fundraising plan, and likely a campaign, will follow quickly if the initiatives within the strategic plan are to be accomplished.

Margot: I’m curious about the relationship dynamics you’ve observed between the advancement office and new heads of school. How does timing factor into these dynamics?

John: The impact of time is significant. Numbers and deadlines often hold Advancement offices accountable: annual fund goals, capital campaign targets, and other time-bound fundraising initiatives. At the same time, heads of school deal with a myriad of complex short and long-term challenges and decisions, many of which fall beyond fundraising. This can create tension; the advancement office needs to deliver on specific numerical goals, and heads of school are dealing with a broader array of issues. Understanding this dynamic and finding a balance is crucial for effective collaboration.

New heads can further aid collaboration by developing a “sifter,” or clear vision, to guide their decision-making. Heads make many daily decisions on behalf of the school and its people, often navigating conflicting viewpoints from different stakeholders. A clear leadership style further ensures that the consultant, advancement team, and other administrators can operate effectively on behalf of the head of school amongst competing priorities and during demanding periods that may occupy the school administration’s time and valuable attention.

Margot: Those are great insights – it makes sense that the two functions can fall out of step with each other without close communication and a shared vision. Bringing fundraising consultants into the dynamic, I’d love to hear your thoughts on an ideal partnership between the head of school and fundraising counsel.

John: An ideal partnership between heads of school and fundraising consultants is rooted in respect, deep understanding, candor, and forgiveness. Advisors can be sounding boards for heads of school and can provide support beyond exclusively fundraising matters. Consultants’ ability to listen, show empathy, and maintain objectivity is crucial. Advisors can become friends to the heads of school, offering a unique perspective and becoming an additional form of support.

Heads of school can greatly benefit from a coach or an advisor, someone who can listen empathically, challenge candidly, and support consistently. From tuition fluctuations to parent and student crises to leadership transitions, CCS has been grateful to stand by school leaders across the globe during times of challenge and celebration.

Bob: Yes, we have certainly seen a trend for heads to have that “trusted advisor.” It’s important to have someone who understands the internal dynamics but can also support and offer perspective on the essential external aspects of the job. Could you share more about the shift in importance of fundraising for the Head of School role and how it impacts recruitment?

John: The trend I’m observing is that head of school candidates strategically acquire fundraising experience to enhance their profiles and readiness for the position. This shift means that sitting heads of school with tangible advancement experience are often gaining more traction in the recruitment market. Rising stars, while capable of becoming great heads and even fundraisers, might find it more difficult to be appointed to the position without prior fundraising exposure. Boards and search committees now often assume that fundraising credentials are part of a headship candidate’s skill set.

Bob: John, your insights into the evolving mindset of heads of school and the shifting dynamics of their role are invaluable. Your points about their collaboration with advisors and the advancement office reinforce the need for them to seek fundraising training and professional development opportunities. This will help them become more knowledgeable, comfortable, and ultimately prepared to fulfill their school’s mission.

John: Thank you, Bob. It’s always a pleasure to share my experiences and hopefully provide some useful perspectives.

Margot: Thanks so much for joining us, John. We look forward to keeping the conversation going!

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Building donor acquisition strategies and techniques can be daunting for many higher education institutions. In fact, it is one of the top fundraising challenges experienced by nonprofits year over year. Despite this, organizations are not holding back; more than 60% of organizations shared that they saw an increase in the number of new donors over the previous year. While acquiring new (especially mid to major gift) donors can be time-intensive, donor acquisition is still critical. It provides an opportunity to engage prospective donors more deeply in your mission and establish long-lasting relationships.

As your school looks to grow your mid to major gift donor base, consider the following.

Steps to acquire Meaningful Donors

1. Assess and determine the quality of prospects already in your database.

Many organizations have a large amount of untapped prospect potential within their database. Start by pulling a list of prospects in your database who have not made a gift — prospects in the discovery stage of moves management. Take the time to understand a prospect’s capacity to give and their affinity to like-minded causes. Do your research; if you have wealth-screening tools and a prospect research team, tap into those resources. If your organization is lean, search for giving history shared in annual reports, press releases, etc. on the web.

When determining the quality of a prospect and if they’re worth your resources, ask yourself the following questions:

Is the individual able to make a gift? Consider whether the prospect has (an) affluent address(es), a wealthy lifestyle, is a corporate executive, or is a business owner.
Does this individual have an affinity toward my institution? Consider the prospect’s giving history to your school or a similar cause and/or if they are a member of your Board, an alum, a volunteer at your school, and/or retired staff/faculty member.
Do we have access to this individual? Consider any connection to the prospect via professional networks, local communities, alum organizations, philanthropic activities, interest groups, family, or friends.

Prospects with all three factors — ability, affinity, and access — are the most likely to make a gift to your organization at the leadership level.

2. Connect with those closest to your organization to identify additional donor prospects.

Lean on those closest to your organization to identify what potential prospects your organization should consider engaging. These could be:

Board members
Alum council members
Faculty/staff
and/or volunteers

Acquiring new donors is much easier if an access point exists to a potential conversation. Learn how to engage this potential new donor from those who hold the relationship.

3. Establish a segmented list of prospective new donors and assign it to gift officers.

Once a list has been compiled, consider segmenting the list by prospect capacity. Then, assign a targeted number of prospects to members of your major gift team and/or leadership annual fund team for customized outreach. You will only be able to acquire mid-to-major gift donors if you focus on establishing a personal connection between the prospective donor and your college/university.

4. Activate outreach for prospective new donors and qualify them within a targeted timeframe.

At CCS, we have had success accelerating donor acquisition through discovery outreach of prospects with at least ability and affinity. Gift officers qualify a targeted number of assigned prospects through at least four contact attempts over six weeks. Contact attempts are various customized emails and phone calls. The goal is to schedule an introductory meeting with the prospect to begin opening the door to a potential future gift.

Sample Contact Plan for Prospects

Outreach Attempt	Outreach Type
1	Personalized email outreach
2	Introductory phone call/voicemail
3	Follow up on the initial phone call (no voicemail) and write a personal follow-up email if you don’t connect
4	Final phone call (voicemail) and/or email

5. If the door is open, nurture the donor relationship.

Once contact has been made and the prospect is open to a conversation, remember to ground your discussion in the institution’s mission and their potential affinity or connection. This is just the beginning of many more touchpoints. Make sure to cultivate and steward each relationship.

Thoughtful Donor Acquisition Sets Your Organization Up for Success

Donor acquisition and donor retention go hand-in-hand. The time and energy that your college or university puts into securing a first gift must be followed by a thoughtful stewardship process focused on retaining donors year after year. Donor acquisition can feel like a long process, but it is important to foster the next generation of donors. Committing time and effort to thoughtfully acquire new donors enables your school to sustain itself and grow well into the future.

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Year-end giving presents organizations with a unique opportunity to hit fundraising goals in the last days of the year, as an estimated one-third of annual giving occurs in December, with 10% given over the last three days. People tend to be more generous around holiday times, and for Americans, this month is the last chance to make tax-deductible gifts for the fiscal year.

Does your nonprofit organization have a solid strategy to capitalize on these noteworthy trends?

Here are five steps to maximize the success of your year-end fundraising appeal.

1. Create an activity timeline and benchmarks.

A well-planned end-of-year timeline focuses on follow-up activities throughout December. As fundraisers, we thrive on goals—use this to your advantage and set metrics to follow. Start with your target in mind and work backward to determine what actions are required to get you there, including the number of face-to-face gift requests, touchpoints, and formal gift requests needed.

2. Develop a unique case for support.

Your case for support tells who you are as an organization, why you need support, and how that support will make an impact.

Your case statement should include the following information.

Past. Where have you been, and how has it shaped your organization?
Present. Where are you now? What is your mission? Show your impact through testimonials, statistics, and pictures.
Future. Where are you going? What is your vision? How can donors make that vision a reality? Focus on the return on their investment.

As you craft your case for support, be mindful that the end of the year is busy. Your case for support should be clear and make it easy for potential donors to quickly discover who you are, your mission, and your vision for what their contribution will accomplish.

3. Analyse and segment your donor base.

Segmenting and prioritizing your prospects through identification, research, and rating make it possible to customize your ask to the donor.

Identify major gift prospects that you can personally contact.
Then, identify donors from prior years who have not contributed during the current year.
Next, research the prospects you have identified to determine the right amount to request and how they like to give by looking at prior year response methods.
Finally, determine the best outreach strategy and prioritize your prospects. Decide who should get a personal phone call, a custom message, or a mass communication.

For the best prospect identification, utilize data analytics services to uncover donors with the most giving potential.

4. Know your engagement strategy.

Once you have segmented your donors as best you can, use a combination of different outreach methods and tailor your approach based on prospect priority. Regardless of your chosen delivery method, request a specific gift that aligns with your appeal goals.

5. Follow up!

The biggest mistake that organizations make is that they fail to follow up. Rather than sending your appeal materials and simply hoping for the best, use a multi-step, multi-channel approach to follow up and secure decisions.

Communication Is Key for a Successful Year-End Campaign

In the final week of the year, send multiple reminder emails, including one on 31 December. Communicate individually with your best prospects via phone calls, personal emails, social media messages, and text messages. Deadlines are a fundraiser’s best friend – use the year-end deadline to generate excitement, momentum, and results. Then communicate your success and start planning for next year!

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Boost Year-End Giving with CARES Act Tax Incentives

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