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In Revolutionizing Fundraising Part II: 5 Nonprofit Sector AI Application Examples, we shared some real-time insights into how nonprofits use AI to boost donor engagement and drive lasting impact. How do you then decide whether and how to use artificial intelligence at your nonprofit?

Access to groundbreaking AI services is likely to transform nonprofit efficacy in unimaginable ways. Although practitioners have used “traditional AI,” including machine learning and applied statistics, for decades, “modern AI” with Generative AI has brought AI into everyday conversations. Appropriate use of this exciting new technology has the potential to amplify workforces, eliminate time-consuming tasks, and refocus employee efforts toward mission-driven endeavors. As access to AI-driven software increases, these benefits will likely be available to nonprofits of all sizes.

While AI has enormous potential to help advance your organization’s mission, AI also means many things to different people. You may be wondering what the best way to use AI —particularly modern AI — at your nonprofit is. As you think about those use cases, whether public-facing endeavors or internal operations, ask yourself the following guiding questions.

How is your organization already using ai?

Programs such as Gmail, Salesforce, Canva, Grammarly, Photoshop, and Microsoft 365 all use AI to some degree, sometimes discreetly and sometimes as a customer-facing feature. Taking inventory of these programs may help your organization appreciate just how prolific and useful AI has become in the modern workplace. You may find it hard to learn about software that does not use AI to some capacity. The point of this exercise is not to dissuade your organization from using any specific software or tout AI’s superiority but rather to clarify the most methods of implementation. People often think of AI as a siloed program to engage with or not, but it is often a feature used to strengthen the systems we already use.

How Could implementing AI Affect Your Organization’s Workloads?

While AI tools can be a force multiplier and drastically increase worker output, they are not likely capable of replacing individual workers. Consider how you might address a reduced workload for certain workers.

Could you give employees with more time new responsibilities that advance your organization’s mission?
Will you need to change your organizational chart to accommodate shifting workloads and obligations?

If your organization is considering heavy use of AI to bolster its workforce, you should also consider more frequent means of reviewing employee output. Prioritize setting reasonable benchmarks and have recurring conversations with employees about realistic pivots in their workload toward mission-driven endeavors.

Would AI-Generated Materials Disappoint Your Donors?

Consider mass communications, such as event invitations, social media posts, and direct, personalized correspondence. Currently, there is no fool-proof way to tell if AI has generated written text, so properly proofread materials may go completely undetected by stakeholders and require less time from staff to create. However, AI can generate easily-overlooked inconsiderate or compromising content that would alienate your constituents.

Consider what content your organization is most confident about generating with AI support, and make sure your employees understand the rationale behind these decisions. Even if your organization implements text-generating AI to facilitate rapid, personalized electronic correspondence, thoughtful communication with potential donors is more challenging to replace. As text-generating AI becomes commonplace in the nonprofit workplace, personal connections among potential donors are becoming increasingly important. If AI has facilitated significantly reduced workloads, use this opportunity to foster deeper relationships with your prospective donors.

What Could AI Pricing and Legal Troubles Prompt?

Programs such as ChatGPT are free or inexpensive for now, but their price model may change. If your organization implements services like these, it will be worthwhile to avoid unfettered access.

How quickly could your organization adjust to changes in access to specific AI software?
What if lawmakers passed laws to limit or stop using the AI programs of your choice? How would you recuperate costs in building your custom application?
How would you meet the exact needs with a different solution?

Numerous pending lawsuits may set new standards for how AI and copyrighted materials interact. Currently, copyright law does not protect works created solely by AI, even if a human uses their own prompt to generate content, so think about this carefully when deciding what materials your organization will be starting with AI tools.

What Risks Come With Early Adoption of AI at your nonprofit?

Often, being the first mover in the marketplace places you at an advantage as it allows you to experiment and learn for a longer time than those who wait. But good opportunities are rarely without risk, which you must evaluate as you consider using the latest tools.

How do you estimate the value of being the first to adopt new tools? What if the shiny tools are only polished and not functional?
What if you build something, but the tech changes so fast that any custom development might be obsolete?
With Generative AI, there are other reputational risks, too: What if significant hidden costs exist related to issues important to your organization, such as environmental damage from data center cooling?

You must weigh the potential benefits against the potential costs and risks to determine if being an early adopter makes strategic sense for your organization. Consider running small-scale pilot projects to test the new tools before committing fully. We also recommend having an exit plan ready if the tools do not deliver on their promised capabilities or have unacceptable hidden costs.

Can Your Nonprofit Rely on AI-Generated Materials?

Generative Text AI often presents biases based on the data it has trained itself on, so you will likely need more than a cursory review of generated materials to catch problematic content. You might be able to review and edit one or two bodies of text, but when you create hundreds of variations, what if something slips through?

How might you respond if your organization made a biased or otherwise controversial statement generated by AI?

A better approach would be to consider AI-generated text as draft zero rather than the first draft. What about images? What if the pictures contain almost invisible patterns that some find offensive but fail to recognize? Although people can interpret the written word differently, viewers’ perception of images varies wildly. While using AI to create social media captions can save time and require little effort to proofread, longer-form materials have more opportunities for errors and likely require more time from more employees to screen correctly.

Nonprofit ai Implementation: unprecedented potential

We hope these thought exercises have proven helpful for you and your organization to decide if and how to implement this exciting new technology. It can feel daunting to embrace and implement disruptive new technologies when they emerge. However, with proper consideration and thoughtful implementation, AI has the potential to advance your nonprofit capacity in ways never imagined.

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Article

Your Fundraising Forecast Template for 2024

March 28, 2024

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.

Article

DEI in Advancement Services: Q&A With CCS’s Felecia McCree and Vered Siegel

February 9, 2024

Learn why and how DEI principles should be integrated in advancement services through our conversation with CCS Fundraising’s own Vered Siegel, Senior Director, and Felecia McCree, Senior Director, Systems.

Individual giving remains the top giving source for philanthropy in the US. However, obtaining and developing donors continues to challenge every sector, especially arts and culture. With shifts such as the Great Wealth Transfer and the younger donor generation’s differing priorities, learning how to engage the next generation of museum supporters is vital to fundraising success.

Individual Giving Remains Strong

Individual giving provided 64% of the nearly $499.33 billion donated to nonprofit organizations in 2022, significantly above other sources (foundations at 21%, bequests at 9%, and corporations at 6%). Yet 60% of surveyed arts and culture institutions reported that donor acquisition was their top fundraising challenge, and 47% said similarly of donor retention/stewardship.

As individual giving remains the majority source of fundraising revenue, and with nonprofits beginning to assess the potential impact of Gen X, Millennials, and even Gen Z in the philanthropic space, how can museums ensure that they appropriately cultivate their future supporters?

Next Generation — or Rising Generation?

The ability to optimally engage with these potential future supporters requires an understanding of who these groups are, such as generational differences, behaviors, and interests. However, the concept of the next generation of philanthropists can encompass people from their 20s to their 50s. While the term "next gen" is an easy way to lump those potential donors together, is it the most accurate?

Author Jay Hughes, Jr. feels that the term next gen "suggests a kind of dynastic succession" and ignores each generation's differentiated priorities and concerns and the individuals within it. He utilizes the term "rising gens" instead, highlighting that we cannot expect each generation to follow in the path of the one that came before. Instead, we should be prepared for them to chart their own course.

The great wealth transfer

Regardless of how we refer to them, addressing these challenges of attracting and retaining the next donor generations becomes even more apparent when we consider the wealth transfer that has already begun shifting assets among age groups. By 2045, over $84 trillion is anticipated to change hands, with approximately $73 trillion expected to transfer directly to heirs and approximately $12 trillion to philanthropic causes.

Those currently holding wealth prioritize arts and culture in their giving; it ranks second in their top five:

Education
Arts & Culture
Healthcare & Medical Research
Social Services
Environment, Conservation, & Animals

However, we see that the rising generations—Gen X, millennials, and Gen Z—have different priorities:

9.3 million donors

Average yearly gift: $341

Give 3+ billion/year

Children | Animals | Health

34.1 million donors

Average yearly gift: $591

Give 20+ billion/year

Worship | Children | Social

35.6 million donors

Average yearly gift: $921

Give 32.9 billion/year

Health | Social Services | Animals

Noticeably, these generations deprioritize arts and culture when compared to those currently holding the largest wealth. This further validates the importance of creating an intentional set of generation-segmented engagement strategies.

The Next Donor Generation Is Generous

While the task facing museums would be easier if arts and culture were already among this group's top-valued causes, it is heartening to see the extent to which these generations have prioritized philanthropy. With a collective 79 million donors already giving over $56 billion a year, they are poised to continue growing the amount and the impact of their giving.

Rising gen donors agree—in a survey of high-net-worth individuals, 87% of respondents aged 21-42 (spanning Gen Z and Millennials) indicated they are prepared to support philanthropy. They went further, with 88% of Gen Z members and Millennials agreeing that "the next generation is strongly prepared to take on and support philanthropic causes" and 87% that "the next generation will be more effective in their philanthropic causes than older generations." This validates their commitment to giving, signaling a difference in how they will likely need to be engaged compared to older generations.

As organizations prioritize their fundraising strategies, they should explore generational trends around engagement. Various data points highlight nuances, such as the high value that Millennials place on experiences and how Gen Z prefers to give via social media. Further considerations include geographic and socio-political dynamics specific to each organization's location, culture, and mission.

Case Study for engaging the next generation of museum Donors

The Barnes Foundation

The Barnes Foundation is a fitting example of a nonprofit arts organization focusing on the most pertinent trends and challenges and creating a structure to address them.

Founded in 1922 by Dr. Albert C. Barnes with a mission to promote "the advancement of education and the appreciation of the fine arts and horticulture," the Barnes Foundation has welcomed an average annual visitorship of 220,000 since moving to its location on the Benjamin Franklin Parkway in Philadelphia in 2012. Visitors come to view one of the world’s greatest collections of impressionist, post-impressionist, and early modern paintings, with especially deep holdings in Renoir, Cézanne, Matisse, and Picasso. The collection also includes important examples of African art, Native American pottery and jewelry, Pennsylvania German furniture, American avant-garde painting, and wrought-iron metalwork. It is displayed in “ensembles” meant to draw out visual similarities between objects not normally thought of together. Created as teaching tools, they were essential to the educational program Dr. Barnes developed in the 1920s.

A Personalized Approach to Engaging Rising Generation Members

The Barnes Foundation's current strategic plan includes goals around fostering a learning culture, challenging the perceived elitism associated with art institutions, and convening Philadelphia's cultural community. The institution sees the involvement of rising generations as essential to achieving those objectives. Accordingly, the Barnes has thoughtfully assessed what rising generation members look for and how its points of entry facilitate their participation.

In doing so, the Barnes sought to address the following questions:

Who are we trying to target?
What existing assets can we leverage?
Are we creating new programs or modifying existing ones?
Who are our potential colleagues for collaboration?
What resourcing is available to support these initiatives?

By intentionally and collaboratively seeking answers to these questions, the Barnes determined potential engagement platforms for rising generations across various interests.

INTEREST	POINTS OF ENTRY
Social Entertainment	→ Young Professionals Nights → First Fridays → Barnes Art Ball
Professional Advancement	→ Contemporaries Membership → Summer Soirée → Young Professional Leadership Board → Volunteer opportunities → Community partnerships
Personal Enrichment	→ Membership and guest passes → Adult education classes → On-site, online, and hybrid programs → Group tours → Exhibition programming

Common threads tie these opportunities for engagement together. These include relevance to the mission and the opportunity for attendees to share experiences with peers and feel part of a collective with shared interests.

Next Steps for Cultivating Rising Generations of Museum Supporters

As you similarly seek to build out engagement offerings for members of the rising generations, consider the relevance of the questions posed by the Barnes. What additional questions would help you to develop an intentional and generation-segmented engagement plan?

Consider cost, ticketing, whether an event is invitation-only or open to all, and other logistics that may impact interest and attendance for the audience you aim to reach. Finally, think about the tools for engagement at your disposal, especially those that allow members of rising generations to co-create experiences and provide feedback on the events and programs they attend.

Cultivation Today Is Fundraising Success Tomorrow

Building a foundation of engagement for rising generations as the great wealth transfer continues does need to be a thoughtful process, but it does not need to be a difficult one. The key is to start now, even if that means starting small, to build the foundation for sustainable fundraising operations and growth.

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Event

Proposals That Stand Out: Adding Financial Illustrations to Blended Gift Requests

April 25, 2024 | 1PM ET / 10AM PT

Seeking gift strategies and tips for building effective proposals? Join CCS Fundraising’s upcoming webinar!

Article

Corporate Fundraising Strategies for Nonprofits

March 28, 2024

Learn corporate priorities and stewardship approaches to ensure unprecedented and sustainable support for your nonprofit.

SEE ALL IN: Arts & Culture

In an increasingly competitive job market, nonprofits must recruit and retain the best talent. These are important considerations, especially around fundraising roles in organisations that rely heavily on philanthropic revenue. Insights from CCS’s extensive experience with major higher education institutions confirm the following:

Maximised talent leads to thriving development teams and greater fundraising results.

Misappropriation of time and resources impacts productivity, funds raised, and job satisfaction.

Staff turnover is costly.

How can you mitigate some of the risks leading to turnover in your development office? Create a positive, inspiring work environment by amplifying your team’s skills. Ensure that all staff can professionally thrive by optimising their work.

How are Your Frontline Fundraisers Spending Their Time?

Utilising data gathered from over 70 annual higher education partners, CCS has found a ratio of 1:3 – 1:5 frontline fundraisers to support staff is optimal. In this model, “support staff” includes far more than administrative team members. Consider any member of your team who provides resources for your frontline fundraisers part of this definition of “support staff.”

A ratio below 1:3 may indicate your fundraisers are not dedicating enough time to active donor engagement as they are forced to balance administrative tasks. This results in an under-optimised fundraising team, fewer funds raised, and increased burnout. Your fundraisers do not have the opportunity to do what they do best; deepen donor relationships and inspire new prospects. For experiences fundraisers this can be a frustrating position to be in and can lead to high staff turnover.

A ratio above 1:5 may indicate an environment where “back of house” team members dominate, creating a high volume of red tape and potentially inefficient systems and processes. This results in an under-optimised fundraising team that is unable to focus on relationship building through strategic cultivation and solicitation leading to transformational gifts.

If your frontline fundraisers conduct any of the following indirect fundraising tasks, read on!

Event planning and/or management
Proposal writing and gift agreement administration
Programme support
Prospect research

Administrative responsibilities (e.g., data entry)

the case for retention

Last year, CCS supported over 70 colleges and universities and worked with a total of 700 organisations located in over 350 cities across 18 countries. We frequently encounter frontline fundraisers with inordinate responsibilities that keep them from direct fundraising, which we define as cultivating, soliciting, and expertly stewarding prospective supporters and donors.

Though it might seem reasonable for fundraisers to wear multiple hats, this approach may cause frustration and increase turnover. Fundraisers need time to build relationships and time spent elsewhere can be costly especially when a majority of philanthropic giving is driven by individuals. Individual philanthropy thrives on personal connections to your organisation’s mission, and the time required to build those relationships is critical to fundraising success.

Retaining your fundraisers has a huge financial impact. It takes multiple years for a fundraising professional to meet their peak potential. In fact, the Chronicle of Philanthropy found that it took, on average, four years for major-gift fundraisers to “mature into their roles.” After four years, frontline fundraisers dramatically increased the average money they raised.

how to optimise Your Team

1. Evaluate and Redistribute Responsibilities

Begin by defining who you consider a frontline fundraiser and who you consider support, noting that support does not always equate to strictly administrative responsibilities. The simplest approach is to consider support staff as any role that does not hold direct fundraising responsibilities. Some roles may be split (e.g., roles that include managerial, administrative or other responsibilities), and for those roles you can divide their time across both categories (.25, .5, .75 etc.).

Here are some examples of how this might be approached:

Sample Role	Frontline	Support
Director of Development	.5	.5
Manager of Individual Giving	1
Major Gift Officer	1
Manager of Institutional Giving/Corporate Relations	1
Planned Giving Officer	1
Communications Coordinator		1
Research Analyst		1
Database Manager		1
Development Associate/Assistant		1
Special Events Manager		1
Alumni Relations Staff		1
Advancement Communications Staff		1

If the fundraising to support ratio falls short of our recommended 1:3 – 1:5 ratio, you should determine where you can delegate more of your fundraisers’ indirect work to support staff.

2. Consider Hiring Support Staff

Next time a vacancy opens up on your team, or you have an opportunity to add headcount, pause to reflect on this ratio and how your staff are currently spending their time. Consider asking your staff to spend two weeks tracking their time. This exercise will provide data for an informed assessment to support potential changes in the way you delegate and/or how you reallocate tasks.

To maximise your team’s efficiency with limited resources, CCS often encourages our clients to consider adding these support staff positions before adding costly frontline fundraisers:

Please note that one role may cover more than one of the responsibilities listed below.

Areas of Support	Impact
Proposal or Grant Writing	Frontline staff can advise on content but are not tasked with the considerable time necessary to produce stellar proposals.
Stewardship Report Writing	Frontline staff can focus on amplifying the stewardship process (e.g., arrange to hand-deliver a report) if not tasked with writing the content.
Event Coordination	Frontline staff can focus on inviting prospects and engaging attendees during and after the event, ensuring positive experiences, and deepening relationships.
Data Entry	This reduces desk time and ensures both efficacy and continuity of information included in the CRM.
Data Analysis	Harnessing your data to make informed decisions (e.g., portfolio analysis) can improve fundraising performance.
Prospect Research	Frontline staff can focus instead on research insights, connecting their donors to demonstrated areas of interest.
Board Management	Boards are frequently the biggest drivers of fundraising activity and expert management is key. Dedicated staff ensures that your Board is leveraged to their fullest extent and ensures a seamless donor experience.
Volunteer Management	Connecting donors to meaningful volunteer opportunities (such as Advisory Boards, Alumni Councils, Admissions, Career Development, etc.) frequently results in greater philanthropic investments. Frontline staff should connect the dots, while others should manage logistics such as volunteer assignments, training, and data collection.

Where your team spends its time is where your organisation spends its money. Investing in the right kind and amount of support for your frontline fundraisers will reduce turnover, increase funds raised, and can make all the difference.

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Article

How to Build Trust in Your College or University to Maintain Fundraising

April 12, 2024

In the face of declining public trust, your college or university can ensure fundraising momentum with these strategies.

Event

Proposals That Stand Out: Adding Financial Illustrations to Blended Gift Requests

April 25, 2024 | 1PM ET / 10AM PT

Seeking gift strategies and tips for building effective proposals? Join CCS Fundraising’s upcoming webinar!

SEE ALL IN: Higher Education

Fall is almost officially here, so your organization’s year-end fundraising campaign will soon be underway.

Year-end giving is critical to engage and motivate your supporters as they reflect on the past and anticipate the future. When putting together your fundraising strategy, do not forget to include the planned giving vehicles. Gift planning can play a pivotal role in shaping the success of your year-end campaign and advancing your mission over the long term. Additionally, year-end fundraising campaigns are an opportunity to provide donors with every possible option to support your organization’s mission.

Most organizations see the majority of their funds raised in the last three months of the calendar year. That’s because donors are often motivated by the spirit of generosity and to take advantage of potential tax breaks. Nonprofits have a unique opportunity to capitalize on these factors, realizing the short-term goals of cash while prioritizing assets donated that are considered future cash.

Planned giving methods

Various planned giving vehicles are available to implement during your year-end fundraising campaign, enabling your donors to make thoughtful and structured contributions. Beyond the immediate traditional cash donations, individuals can integrate their long-term philanthropy goals into their overall financial and estate planning.

Here are a few planned giving vehicles to consider in the context of year-end fundraising campaigns:

Retirement Accounts

You can uncover plenty of hidden opportunities when you communicate with your donors about donating their retirement accounts, such as IRAs or 401(k), which grew to $39 trillion in 2021.

Bequests

A bequest is a gift made through a will or a trust that designates a portion of the donor’s estate to your nonprofit. This popular and straightforward method allows donors to make significant contributions without impacting their financial situation.

Charitable Gift Annuities (CGAs)

A CGA involves a donor making a gift of cash or other assets to your organization in exchange for a fixed annual income for themselves or a loved one. This gift provides donors with a dependable income stream while supporting your mission. If you are unsure if your organization is capable of providing this type of planned giving vehicle, the American Council on Gift Annuities provides helpful information about CGAs.

Charitable Remainder Trusts

Donors can establish charitable remainder trusts that allow them to transfer assets into a trust that provides income to beneficiaries for a specific period. After the trust term concludes, the remaining assets come to your organization.

Donor-Advised Funds (DAFs)

DAFs allow individuals to contribute assets to a fund managed by a charitable organization. Donors receive an immediate tax benefit and can recommend how funds are distributed to your organization over time. You can leverage the DAF ecosystem to drive philanthropic revenue at your organization.

Life Insurance Policies

Donors can designate your organization as a life insurance policy beneficiary. Donors can leverage existing policies or buy new ones, which could mean substantial future cash for your organization.

Planned Giving Allows for Deeper Donor Relationships

Adding planned giving vehicles into your year-end campaign allows donors to build deeper, more meaningful connections with your nonprofit. By educating your donors about your impact, you also provide an invitation to support in other meaningful ways.

Immediate cash will always remain essential, but you should also plan for future cash.

Implementation is the key, and here are some ideas:

Segment your donors who are 70 years old and older and email them about the opportunity to give from their IRAs. Those 72 and older must satisfy the required minimum distribution from these financial assets.
Ask your donors to name your organization in their will, trust, or DAFs.
Send a survey asking your donors if they have designated your organization in their will, trust, or DAF.

The only way to ensure you receive future cash gifts is to announce that donors can give these types of gifts.

Looking for help to get started?

More Insights

Event

Proposals That Stand Out: Adding Financial Illustrations to Blended Gift Requests

April 25, 2024 | 1PM ET / 10AM PT

Seeking gift strategies and tips for building effective proposals? Join CCS Fundraising’s upcoming webinar!

Article

Your Fundraising Forecast Template for 2024

March 28, 2024

Your board has determined the need for a fundraising campaign, and you are responsible for elevating this activity. How do you know if your organization is ready to implement a successful campaign?

Your first step in determining campaign readiness is confidently answering “yes” to the following questions:

Do you have defined goals that require funding?
Is your data in an implementable status and do you know who your prospects are?
Do you have a compelling story to tell?
Does your staff have the bandwidth to effectively implement a campaign?
Is your Board ready to lead a campaign?
Have you defined an adequate philanthropic goal and timeline to complete?
Do you have a well-defined volunteer structure?
Are your volunteers ready to serve on a committee or request funds from others?

Four previous CCS client partners, who each developed the successful foundations for their campaigns, provide their advice from the field — sharing their perspective and recommendations for any organization considering embarking on a campaign.

The Feasibility and Planning Study

All successful campaigns begin with an informed roadmap. To provide your organization with this information and confidence, implementing a feasibility and planning study is the first step in building your campaign foundation. A study will inform the following areas:

Prospects’ relationships to your organization and their perception of your progress
Reactions to your initial case for support and areas of need
Advice on success directly from your prospects and supporters
Individuals’ willingness to engage in your proposed campaign
Overall view of the philanthropic climate and economy

Determining an Informed Campaign Goal

Your study provides a wealth of knowledge and guides your organization to understand the preliminary potential of your campaign. For many organizations, campaigns are developed out of financial necessity. The reality is that many organizational financial goals may not align with a philanthropic goal feasible from their network of prospects. A planning study provides qualitative feedback directly from your constituents around their willingness and initial interest in the project. This valuable information helps ensure you set a preliminary ambitious, yet achievable, fundraising goal.

Julie Lucas, Chief Advancement Officer | Darlington School | Rome, GA | Campaign Quiet Phase 2023

Case for Support Development

The next phase of campaign readiness ensures your organization can effectively define and articulate your case for support or organizational need. Your case explains “why” your organization exists and serves as a physical document that articulates all that your organization does and the impact it has in your community. To fully define your fundraising case, you must answer the following questions:

Who are you?
What do you do in the community?
How do you create positive change?
Why do you need support?
How much do you need?
When do you need it?
How will your campaign make an impact on your organization and those you serve?

Preparing your case for support prior to launching your campaign ensures that your organization and recruited volunteers feel confident in sharing the message and inviting others’ support. Clear direction and confident communication are essential to any successful campaign.

Recruiting Strong Volunteers

Volunteers are the lifeblood of any organization in both carrying out your mission and supporting it in the early campaign stages. Identifying and engaging the best volunteers is an essential step in determining if your organization is ready to take on a campaign.

Passionate volunteerism begins with your board and disseminates through your entire organizational community. It is important to identify and recruit volunteers who are:

Engaged in the mission and willing to work
Leading by example
Enthusiastic and positive
Attending meetings and making themselves available
Active participants in your work and respond in a timely manner
Offering practical and supportive advice on prospects and strategy

Msgr. John J. Enzler, Retired CEO Catholic Charities of the Archdiocese of Washington | Washington, DC | Completed $100,000,000 Campaign | 2021

Analyzing Your Data

A foundational element of any successful campaign includes the development of a strategic and well-informed prospect pipeline. Utilizing data analytics tools to understand your database provides the first step in developing a pipeline that will drive your campaign activity.

Data analytics tools, including predictive modeling, Monte Carlo simulations, or RFM analysis, provide organizations the opportunity to understand those prospects most likely to become major donors, those individuals with potential to engage in a campaign, and those who should be researched further. Your campaign pipeline should be developed with a top 75-100 prospect list and a robust list of additional prospects, providing a runway for campaign success.

David Sears, Vice President of Institutional Advancement | McDaniel College | Westminster, MD | Campaign Readiness Phase 2023

Developing Your Campaign Plan

The final step to your campaign readiness is to ensure you have a campaign plan prepared prior to the launch of your campaign efforts. A successful campaign plan will include:

Timeline
Phasing
Organizational structure
Roles and responsibilities
Table of gifts
Marketing and communications plan
Goals and benchmarks
Budget
Calendar
Donor recognition plan
Gift acceptance policies

A strategic and robust campaign plan provides organizations the opportunity to drive activity in your campaign and ensures effective implementation.

Norm Wedderburn, President/CEO | Make-A-Wish Southern Florida | Completed $20,000,000 Campaign | 2021

Preparing for your next campaign is no small task. Addressing the foundational principles of your case, leadership, prospects, and plan are essential to developing your campaign and providing your organization with the confidence to move forward successfully.

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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

Your Guide to Writing a Compelling Case for Support

January 30, 2024

The case for support provides the foundation for your entire campaign. An effective case can excite, compel, and inspire your donors to dream big and raise their philanthropic sights. In this article, we share some common mistakes made when writing a case for support in fundraising and steps to follow.

EXPLORE ALL INSIGHTS

The last few years have undeniably changed the way people work. Remote work flexibility has advanced from a desirable benefit to an expectation, and returning to the traditional office environment continues to be debated. How does fundraising evolve as a relationship-based business to meet stakeholder needs, including employees, volunteers and donors? How do we best respond to the continuing need for a thriving nonprofit culture to drive performance versus the need to use technology to facilitate work and allow for enhanced work-life balance for employees?

The answer, we believe, lies in finding the right intersection of leadership, culture, and people at your nonprofit.

Ensure Leadership Sets the (Right) Tone

Thriving in today’s organizational environment requires thoughtful and deliberate leadership, generally understood to directly correlate to organizational performance. Poor leaders often leave money on the table, while effective leaders know how to make a profit and keep the needs of their key stakeholders at the forefront of their decision-making.

The most extraordinary leaders help establish norms for how individuals carry out their organization’s work, align that work to mission, and build an organizational culture that meets the needs of all stakeholders.

Acknowledge and Understand Culture Complexities

Culture defines what an organization encourages, discourages, accepts, or rejects and is anchored in unspoken behaviors, mindsets, and social patterns. While leadership must directionally set an effective culture, organizations must simultaneously recognize culture’s multi-faceted and multi-layered intricacies.

Factors That Anchor and Alter an Organization’s Cultural Trajectory

Mission/services: An independent school may have a particular organizational culture based on its history; a faith-based institution will have a specific culture based on its denominational beliefs, etc. (CCS tailors our Catholic services for this very reason).
Nonprofit sector: A hospital with significant earned income (e.g., clinical care) will likely have a different set of cultural norms than a human services organization largely or entirely dependent on philanthropic support and volunteer contributions.
Organizational size: A large organization, like a University, will likely have a different culture than a five-person nonprofit.
Geography: An organization on the West Coast will have a different set of community norms than one in the South or the Northeast.
Development infrastructure: A hospital foundation may have its own culture separate from its supported hospital; a centralized university advancement department may have one culture, while a decentralized one may have many separate cultures; a federated networked nonprofit may have a different set of cultures through each of its local chapters, etc.

Leadership is responsible for recognizing and understanding the various external and internal characteristics influencing its organizational culture and reconciling that with its vision for a cultural ideal state.

Build a Great Team by Putting People First

As important as leadership and planning are to organizational culture, change is fully co-dependent on adoption and implementation by the people working within the culture. Each team member can add to, complement, or detract from leadership’s cultural planning and intentions. The people themselves must buy in to the cultural design, execution, and accountability to enable the strongest likelihood of success for collective cultural change.

Unfortunately, the people needed to create a thriving culture are often the same ones embattled with troubling workplace dynamics.

Nearly half of fundraisers will switch jobs within the next two years according to research published in 2022.
Almost a third of fundraisers will leave the fundraising field altogether according to survey data shared by the Chronicle of Philanthropy in 2019.
Workers are feeling burned out.
The vast majority feel tremendous pressure to succeed in their role.
People do not use their vacation time or they work while on vacation.
More than half feel unappreciated for their work.
Workers are hesitant to discuss personal challenges with supervisors.

Remote Work Can Lead to Burnout

Workers and managers often view remote work as the modern solution to these challenges, and most job seekers now look for remote-only jobs. Yet this flexibility often creates additional unanticipated challenges requiring attention. Most remote workers state that the flexibility results in longer hours and burnout, with no clear start or finish to their workday. Putting your people first will address these issues, add to your culture, and aid recruitment and retention efforts.

Focus on Performance AND People

Fundraising outcomes are ultimately the most important development performance measurements. An organization with the best leadership and culture cannot maintain its culture or keep its people if it cannot raise money. A similar outcome will befall an organization that only focuses on fundraising performance at the expense of its people. An organization that deploys an intentional leadership-driven cultural strategy with a people-first approach is most likely to see success in today’s workplace environment. St. Joseph Catholic Church, for example, was able to raise its sights, engage prospects, and secure major gifts when CCS leveraged their strong clergy leadership for fundraising.

Becoming people-first requires setting and codifying expectations of leaders and managers, and the remainder of the team, concerning work logistics, core behaviors, and professional growth, among other things.

Steps to Build a THRIVING NONPROFIT Culture

Work logistics must be defined and consistently applied to adapt to the organization’s particular culture and its team members.

Consider the Optimal Environment for Your Team’s Work

Thriving organizations often utilize a hybrid approach (e.g., 3 days in the office and 2 days remote). If you adopt this approach, consider how best to address mentorship and professional development.

Be Flexible

Recognize that your team members have lives outside of work and offer flexibility for personal circumstances. Thriving cultures recognize their people’s personal lives, offering support and flexibility in times of personal need.

Bring Your Team Together Occasionally

Consider some mandatory in-person meetings. Thriving cultures often require in-person meetings for team meetings, one-on-one check-ins with a supervisor, or team retreats. To avoid burnout, consider small steps, such as confining email to certain hours of the day, limiting evening communication and work when feasible, and considering email or meeting-free afternoons. An employee’s greatest barrier to effectively contributing to cultural development is often the unconstrained measures leadership creates through specific actions or standards.

Provide the Resources Necessary for Success

Invest in the tools needed for people to be successful. Thriving cultures anticipate and provide workplace tools and technology to support the modern workplace.

Continually Focus on Culture

Keep culture top of mind. Thriving cultures often create leadership-sponsored, staff-driven committees focusing on culture, interpersonal relationships, and overall workplace well-being, manifested through weekly newsletters, incorporation into staff retreats, internal clubs, and education opportunities.

What a THRIVING NONPROFIT Culture Looks Like

Core behaviors must also be articulated and modeled to effectively permeate into organizational culture. As leaders, team members, and colleagues, thriving cultures tend to:

Show compassion in their interactions with one another.
Monitor themselves and colleagues for burnout and other signs of need.
Encourage collaboration and connectivity in their interactions.
Check in regularly with their team and manager.
Create space to talk about workplace challenges.
Focus on relationships rather than simply tasks.

Regardless of work logistics and core behaviors, a people-first approach requires an emphasis on retaining the best people through professional growth opportunities and competitive compensation:

Provide stretch assignments and leadership development for all staff levels.
Be creative with job responsibilities and upward mobility.
Consider leadership exposure opportunities like executive coaching and the ability for people to join higher-level meetings.
Show professional pathways and growth opportunities regularly.
Encourage and provide time for employees to participate in community-building activities.

Modern Challenges Require Modern Leadership

As the workplace environment evolves, today’s “new normal” will quickly become outdated. Yet the strategies to support a thriving nonprofit culture in today’s “new normal” are fundamental building blocks that will likely support a thriving team in the “next normal” and beyond. An intentional people-first cultural strategy, led by and defined through exemplary leadership, will create the optimal opportunity to address modern workplace challenges.

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Capital campaigns at independent schools are often seen as the primary fundraising strategy to drive strategic change. The potential impact of campaigns is high; however, the conditions of your school’s culture of philanthropy, development infrastructure, and donor readiness must be ripe for a campaign to be highly successful. Your examination of these standards may reveal that conditions are not yet optimal for a campaign. Understanding these barriers can reveal a campaign readiness blueprint with areas of opportunity.

Concentrated efforts to bolster your internal fundraising infrastructure and capacity and to connect with key prospects will drive momentum toward a future campaign and enrich your current fundraising success. These efforts could include strengthening your culture of philanthropy, establishing a major gifts initiative, top prospect cultivation, concentrated donor stewardship, or further developing your annual giving or planned giving programs.

Strengthen your culture of philanthropy

A primary consideration for every independent school’s fundraising is defining a culture of philanthropy within your school. Philanthropy is the lifeblood of the independent school model, influencing every aspect of the student and family experience. From faculty to programs and experiences, philanthropy propels every independent school. Welcoming each family within your school’s community into a culture of giving will provide everyone the opportunity to contribute to a legacy that will endure for generations.

Introduce philanthropy early in a prospective family’s journey by partnering with the admissions team to incorporate specific talking points during their tour of the school. Discuss philanthropy’s impact on the school during conversations about parental involvement opportunities. Further, leverage new parent events to make connections with the development team and introduce the director of development early on. Upholding and celebrating the role of philanthropy at your independent school through communications, programs, and individual relationships will maintain the importance of fundraising in the minds of families representing current and future donors.

Establish a major gifts initiative

A major gifts initiative that supports distinct one-off capital or programmatic projects that align with the strategic vision of the school can be a step in securing transformational gifts for specific goals. These special projects can draw attention to a unique need and further develop a culture of philanthropy within the school to achieve aspirational goals and highlight the significant impact that philanthropy has on a school culture and experience. Addressing one or two projects through a major gift initiative can create momentum within the school community and identify philanthropic champions for a future campaign. It’s rare that a donor’s largest gift is their first or even second gift, making a major gift initiative the perfect opportunity to solicit gifts for transformational impact while also identifying and cultivating lead gift prospects for a future campaign.

Start by prioritizing engaged donors with identified capacity who would be interested in making a major gift to support a special initiative. Stewarding these donors to bring them closer to the school and showcasing the impact of their giving will begin the process of cultivation for a major gift to a future campaign and secure them as a philanthropic champion of the school. Once secured, marketing major gift successes to the rest of your donor base and family community will celebrate achievements and establish trust in the school’s ability to secure major gift support from parents, alumni, grandparents, and others. Use the tangible results of generosity to demonstrate the footprint philanthropy can have on shaping the school experience.

Cultivate and brief top prospects

Cultivation tours or briefing blitzes can offer meaningful chances to advance relationships with your school’s top donors and prospects. Through these types of opportunities, your head of school can engage in personal conversations with top prospects about the school’s strategic vision and priorities. Those touchpoints will help deepen prospects’ connection to the school and their relationship with key school leaders. Additionally, they will help your head of school learn more about top prospects’ philanthropic interests and motivations and explore areas of overlap – important pre-campaign cultivation activities.

Key data points about your top prospects’ philanthropic activity, such as philanthropic motivations, top philanthropic causes, and board involvement will be assets in understanding whether your donor base will be receptive to supporting a future campaign.

Target your donor stewardship

Deepen relationships to the school and position the school to communicate a vision for engagement and giving by engaging your unique donor communities, such as alumni, through special giving societies. Effectively recognizing donors for their level of affinity for the school can build on their existing values and experiences to cultivate their connection and cement an understanding of the impact of their giving. Giving societies build a sense of community which in turn drives donors’ giving and cements their philanthropic commitment.

Refocus annual giving efforts

Drive donor participation through unrestricted giving by focusing on your school’s annual giving program and educating families about the importance of philanthropy. Annual giving appeals are a direct way to lay out your school’s fundraising priorities and establish a clear and cohesive vision of how fundraising impacts outcomes each year. In addition to written and electronic appeals, utilize giving days, mini-campaigns, and other annual giving efforts to foster school pride and a sense of community, and celebrate reaching collective goals. Finally, annual giving programs can be effective training for the development team, the development committee, school leadership, and the board in fundraising best practices, which will translate into future campaign success.

Consider bolstering gift planning

By establishing strong giving habits within your alumni base now, you set the stage for them to be planned giving prospects in the future. Each class’s graduation offers a window for engaging new alumni and launching their future engagement as lifelong donors. Establishing an immediate relationship with each new alumni class will significantly increase the likelihood of their philanthropic participation throughout their lifetime. Develop a post-graduation engagement plan to thoughtfully engage graduating classes and cement a lifelong affinity for giving back.

Each of these opportunities to tighten fundraising efforts can drive your independent school forward in near- and long-term development goals. Consider segmenting constituents by initiative to ensure the most direct strategy to connect with alumni, alumni families, parents, grandparents, or new graduates. Your donors and prospects should always come first in developing a plan to drive their engagement forward. Though your school may not be immediately prepared for a campaign, understanding and investing in opportunities for improvement will ensure short- and long-term successful outcomes.

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Over the past several years, foundation giving has grown as a share of total giving across the U.S. CCS Fundraising’s 2022 Snapshot of the Philanthropic Landscape revealed that foundations have increased overall funding and expanded grantmaking strategies to include unrestricted funding. In fact, giving by foundations experienced a 39% increase from 2019 to 2022, and in 2022, foundation giving accounted for 21% of all charitable contributions.

As foundation support steadily increases, nonprofits should understand the differences between the various foundation-based entities and how grantmaking engagement differs across each. Many nonprofits try to engage grantmaking foundations by sending standard letters of inquiry without taking the time to strategize the best approach for each foundation type. This one-size-fits-all process is rarely successful in securing funding, and it does nothing to build enduring relationships between grantors and your organization.

When approaching an institution, fundraising best practices still apply — people give to people. While foundations vary from large operating to smaller private foundations, each plays a role in the ecosystem. Understanding the subtleties enables organizations to stand out among other applicants. 

What is a foundation?

A foundation is a nongovernmental nonprofit organization with its own funds or endowments, managed by trustees or directors, and typically created to benefit educational, charitable, social, religious, or other activities serving the common good. The US Federal Government is technically the nation’s largest grant maker.

The many foundation types include the following:

Public Foundations

This foundation type receives at least 1/3 of its annual income from the public, including government agencies and other foundations, and may make grants or engage in charitable activities. The IRS recognizes public foundations, along with community foundations, as public charities. Their primary focus is grant making, although they may provide direct charitable services to the public like other nonprofits.

Private Foundations

This type is a nongovernmental nonprofit organization with funds (usually from a single source, such as an individual, family, or corporation) and programs managed by trustees or directors to maintain or aid social, educational, religious, or other charitable activities serving the common welfare, primarily through grantmaking. US private foundations are tax-exempt under Section 501(c)(3) of the Internal Revenue Code and IRS, classified as a private foundation as defined in the code. These entities are additionally required to submit a 990-PF each year.

Corporate Foundations

This type derives grantmaking funds primarily from a profitable business’s contributions. The company-sponsored foundation often maintains close ties with the donor company. Still, it is legally separate, sometimes with its own endowment, and subject to the same rules and regulations as other foundations.

Over 2,000 corporate foundations in the US hold some $11 billion in assets. Also known as a company-sponsored foundation, corporate foundation funds differ from corporate giving programs that often allocate funds through marketing, event sponsorships, employee volunteering programs, and other initiatives.

Government Grantors

A government grantor provides financial support to nonprofits through local, state, or federal grant funding and typically has specific objectives and funding priorities. Nonprofit organizations can apply for government grants to support various programs and initiatives, such as community development, healthcare, education, and environmental conservation.

Government grantors are crucial in supporting nonprofit work, helping organizations expand their reach, enhance impact, and address pressing societal needs. Additionally, government grants often have reporting and accountability requirements to ensure public funds transparency and responsible use. For example, the Community Development Block Grant (CDBG) and HRSA’s Ryan White HIV/AIDS Program are government grants.

Note that the Federal Government will often use pass-through organizations to sub-grant out dollars; for instance, a city’s health department or housing department may receive a grant, disperse funding, and oversee the grantee’s performance.

Operating Foundations

An operating foundation is endowed and private, using most of its income to provide charitable services or run charitable programs, such as a school or summer camp. Operating foundations make few, if any, grants to outside organizations and must follow specific and applicable private foundation rules to qualify as an operating foundation. For example, the Carnegie Endowment for International Peace and the J. Paul Getty Trust are operating foundations. This foundation type is also called a private operating foundation.

Other Foundation Types

A Limited Purpose Foundation restricts giving to one or very few areas of interest, such as higher education or medical care.

A Special Purpose Foundation is private with focused grantmaking activities on one or a few interest areas instead of a general-purpose foundation.

A Virtual Foundation has transitioned from grantmaking by mail and face-to-face meetings to grantmaking by email and internet transfers. It exists only on the internet and is able to transfer money from philanthropists to organizations globally.

Guide to successful foundation engagement

We know that people are philanthropically generous and give to other people, so while foundation entities differ in support strategies and funding, remember that people run these grantmaking organizations. Building rapport and relationships with foundation leaders and liaisons better positions your organization for success.

So how do you get your foot in the door?

Research

Foundation engagement starts with research. You should first investigate the foundation’s focus areas, funding priorities, geography, and past grant recipients to understand how their projects and goals align with foundation interests. This research will allow your organization to tailor proposals, which can increase the chances of receiving funding. Additionally, understanding the foundation’s values, criteria, and application process will help save time and effort by prioritizing the submission of proposals to only the most relevant and compatible funders. 

Other than filing a 990-PF, foundations are not required to have a website or social media presence, so finding information on some grantmaking entities may be challenging. However, researching a foundation allows you to know that you have made the best effort to make informed decisions, maximize your chances of success, and set your organization up to build a strong partnership with an aligned foundation for the long term.

Event Attendance

Next, if the foundation aligns with your organization’s work, consider attending its informational sessions or webinars to gain insights into the application process and funding requirements. Not all foundations offer these opportunities, but regularly attending events and webinars will help you understand your sector’s philanthropic landscape. This will also demonstrate your interest and allow you to meet and get to know funders.

You should also contact the foundation’s program officers or staff to introduce your organization and project and to ask questions. Introductory conversations should focus on listening rather than pitching; learn the foundation’s values and priorities before offering a generic pitch. Building relationships and networking within the foundation can provide valuable guidance and increase your chances of success.

Letter of Inquiry

Once you fully understand the foundation and how its priorities align with your organization’s work, consider submitting a brief, customized letter of inquiry (LOI) or concept paper to gauge the foundation’s interest and receive feedback before investing significant time and effort into a full grant proposal. Some foundations have a formal process and an online portal, while others may only provide a mailing address.

Customizing your letter of inquiry and subsequent proposal:

Demonstrates a genuine understanding of the foundation’s mission and funding focus
Increases your chances of appealing to decision-makers
Clearly articulates how your organization’s work aligns with foundation goals
Showcases the project’s relevance and impact
Proves your commitment and effort, and…
Highlights your professionalism and dedication to the cause

Ultimately, crafting a proposal specially written to appeal to one foundation shows respect for the foundation’s individuality and increases the likelihood of securing funding. In many cases, the extra time and effort you take to find the best foundation fit will pay off in the long run. Once you have built a relationship with the foundation’s people and become true partners working toward the same goals and outcomes, your alignment will make applying for renewed funding to continue making a joint impact easier.

Respecting a Foundation’s Guidelines Leads to Greater Success

You may be inclined to access a foundation via its board members, especially if your organization has connections to them. This approach can be risky. While it is often helpful to enlist the help of your well-connected board members to gather information and strategize an approach to a foundation, when it comes to seeking funding, it is always best to adhere to the foundation’s published guidelines. This is especially true of those foundations with staff and an inquiry process included on their website — circumventing the set path and procedures could jeopardize partnership opportunities.

Instead, follow the initial steps in this article to lay the groundwork for a productive and mutually beneficial partnership between your organization and the foundation.

While this article offers a basic overview of the foundation landscape, a strategic approach and tailored messaging is paramount.

Are you seeking to partner with a foundation or funding for your own foundation?

Learn about our work with this sector.

LEARN MORE

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Current college/university presidents, C-suite leaders, boards, and supporters all have a role in catalyzing the significant leadership reshuffling ahead. This article offers six actionable strategies and steps to maintain strong fundraising efforts during a leadership transition in higher education.

The Challenge—and Opportunity—of Leadership Transition in Higher Education

Many higher education institutions remain pressured to keep students, staff, and supporters engaged while navigating senior leadership transitions and post-pandemic fundraising challenges, adapting to lean staff capacity, facing an enrollment cliff, and addressing the urgent needs of students, research, and faculty. These and other trends converge on the nation’s campuses, presenting leadership challenges like no other moment in recent history.

In an average pre-pandemic year, US higher education saw about 10% of campus leaders retire, 10% move to another institution, and 10% leave academia altogether. Predictions indicate that those numbers will rise, with presidents, deans, and provosts having the highest likelihood of turnover among top-level administrators. Similarly, 2023 survey data from the American Council on Education (ACE) affirms a horizon of change: over half (55%) of presidents indicated that they plan to step down from their current presidency within the next five years. One in four (25%) presidents anticipated stepping down within the next year or two, and 30% intend to do so in the next three to five years.

With this data in mind, it seems clear that many institutions may experience leadership transitions more frequently than in the past. In fact, since 2006, the average presidency has been 2.6 years shorter; academia’s top leaders now remain in their role for an average of just 5.9 years.

In an already stretched sector, a leadership transition can seem overwhelming. However, when navigated wisely, it is a unique opportunity to build new momentum and energy toward primary fundraising efforts. Turnover also presents a significant opportunity for US higher education to improve racial and gender diversity in its leadership ranks, a reality already evidenced by several recent appointments.

1. Assess the Donor Landscape

Before the transition occurs, the advancement department must assess the current state of key donor relationships and fundraising initiatives. This assessment sets the stage for aligned communication and prioritized prospect engagement, ensuring all relationships transition smoothly.

2. Develop a Transition Plan (and Then Collaborate)

A comprehensive transition plan crucially maintains fundraising momentum and minimizes disruptions. A plan should outline action steps for the fundraising department during the transition, prospect engagement plans, and key communications schedule. Each task should include clear timelines and goals. Transitions can be a fluid process, so it’s essential for this plan to be flexible and the team nimble to manage inevitable adjustments. Regularly tracking transition benchmarks and maintaining annual fundraising goals will help identify areas that require additional support or change.

Open and transparent communication is vital during a leadership transition in higher education. An outgoing leader should be engaged regularly for transition planning insights, to document institutional knowledge, and to keep the team informed.

3. Consider the Message

How will the community react to the news of this transition? How can the team convey stability and a bright future with authenticity? If a leader is well-regarded in the community, a transition can honor an outgoing leader, motivating prospects to consider making a gift to recognize this legacy. Conversely, a new leader can offer a fresh perspective and an opportunity to connect with new donors under a recharged strategy and message. When crafting your message, it will be important to leverage other institutional leaders and those closest to your organization (for example, board members, trustees, and other main insiders).

A transition like this inevitably becomes an engagement touchpoint with your donors. Ask yourself, “How can we seize this opportunity to convey urgency and momentum for our institution’s needs?”

4. Engage Constituents in a Tiered Fashion

It can seem overwhelming to consider all the layers of communication needed when planning a leadership transition in higher education. A phased approach to communication can make this more manageable. Setting communication tiers determines the who, what, when, and how of donor-personalized communication. It is important to consider who from your donor base, versus a member of the advancement team, should hear directly from leadership before a public announcement. When considering communications with board members and trustees, you can engage them as recipients of crucial communication and partners in strategy, messaging, and even as communicators.

Personalized outreach will show key constituents that they are necessary to your institution’s community and that you value their partnerships and insights during this critical transition. These touchpoints present an opportunity for cultivation and stewardship and act as a starting point in transitioning critical relationships to the advancement team. When personalized outreach is not possible, the team should consider what broader methods or channels are possible ahead of a formal announcement and press release.

During a transition, many engagement opportunities will emerge. Town halls, search committees, and task forces can intentionally involve a diverse group of individuals in the process. As a fundraising leader, you can ensure that this group represents your institution’s many facets, aligns with your goals for donor development, and fosters inclusivity and diversity in your engagement efforts.

5. Involve the Outgoing Leader

The departing leader likely has a significant legacy and a deep connection to the institution. Exploring opportunities to foster a lasting impact through their continued engagement is paramount. One avenue to consider is inviting them to make a legacy gift to honor their contributions to the institution’s advancement. Additionally, exploring ways this leader can remain formally engaged is essential, such as through mentorship or consultancy for the new president. Long-term possibilities could include offering a structured emeritus position, involving them in the Board, or seeking regular support as an advocate in fundraising and at events. Former leaders are pivotal in shaping an institution’s legacy and can be vital champions for a cause.

6. Support the Incoming Leader

It is crucial to provide support and resources to the incoming leader while staying flexible and giving space for the inevitable unpredictability of transition. The team should prepare comprehensive onboarding materials, consider internal introductions to the advancement team, and provide ample opportunities for listening and learning. Encouraging a collaborative and inclusive environment will help the incoming leader build rapport quickly and model successful change management during a period of uncertainty for staff.

Leadership transition in higher education poses significant fundraising challenges. However, these challenges can be transformed through precise planning and proactive measures into opportunities for revitalized momentum and meaningful donor engagement.

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The journey to a donor’s first gift to your healthcare institution starts before they ever become a patient. Once a person schedules their first appointment or has an unexpected visit to the hospital, how are you embedding giving and the importance of their support into their overall experience as a patient?

In the 2023 CCS Philanthropy Pulse report, 143 healthcare institutions ranked more than 12 fundraising challenges they face today. Donor acquisition has remained one of the top-ranked challenges of the last few years, but in 2023, more people ranked it than ever before. Why has this remained an issue for several years in a row?

Healthcare’s landscape has evolved at a rapid pace since the global COVID-19 pandemic in 2020. We have seen growing shifts across multiple dimensions, from community hospitals to health system acquisitions, in-person doctor visits to telehealth appointments, hard copy patient records to digital patient feeds, and innovations in health informatics. Healthcare institutions have the unique benefit of constantly acquiring new patients and communities to serve, all of whom have the potential to become donors. As healthcare evolves, the patient experience adapts— our approach to grateful patient donor acquisition should too.

UNDERSTAND YOUR PATIENT AND DONOR POPULATIONS

Just as a prospect research team or gift officer would research a prospect before a meeting, you can maximize engagement strategies and increase the likelihood of reciprocity by leveraging data insights to understand your patient population. This can be as simple as researching the average household income or home value in your patient’s geographical catchment. Does it vary across counties? How does your patient population vary in age? Gender? How many of your patients are on government assistance? While many of these details are searchable online, building a relationship with your hospital’s marketing or patient experience team will enable you to leverage their expert insights.

Similarly, assessing your current patient donor population and evaluating their past engagement will provide context for what has been most successful in generating a first gift in the past. Was it a particular solicitation? A physician referral? A website or social media post? These insights can ensure that you maximize the strategies that have worked in the past and prioritize opportunities for the patient population you serve.

MAKE GIVING VISIBLE…

…Not just with names on buildings, but through the fabric of your hospital’s culture. This does not mean placing signs throughout the lobby that read “MAKE A GIFT!” Rather:

Embed ways a patient can say “thank you” in their welcome packets or post-care surveys. Patients frequently want to say, “thank you” and don’t know the best way. Make it easy to know how.
Promote stories of impact for gifts of all sizes. Embedding stories of how giving has impacted a patient, a physician or nurse, a hospital program, a breakthrough in science, or more, will set a precedence for the value the organization and patients place on all levels of philanthropic support.
Educate hospital professionals on the importance of giving and its role in their work, division, hospital, and the system overall. They serve as the frontline fundraiser before a patient connects with the foundation and can be your strongest partners and champions for giving.

DEMONSTRATE GIVING IS A RESOURCE For ALL

Individuals are more likely to support an organization or cause when they understand its impact on others, including themselves. Before a patient receives a solicitation from the hospital foundation, use your communications to emphasize 1) the role that giving plays in making the services, programs, and breakthroughs possible and 2) the benefits that a donor can experience based on how they give. Illustrate or prove the valuable resource your healthcare organization is to them as an individual and the community at large.

BE TIMELY

Data shows 5 communications within the first 90 to 120 days post-hospital visit (one direct mail and four emails) increases the likelihood of a gift on the 2^nd or 3^rd communication (between 30 – 60 days). Most importantly, insights from the Woodmark Summit indicate a patient or patient family is 76% more likely to make a gift if they receive a communication within the first 30 days post-hospital visit or care.

Patient privacy is most important, so it’s essential to work with your hospital staff to ensure any data you receive is HIPAA-compliant. Access to your hospital’s HIPAA-compliant patient data is an optimal opportunity to implement an automated patient data feed that allows the flexibility to automate and optimize your acquisition communications. This is not the case for all hospitals, in which case you can still leverage communications monthly based on the data you’re able to receive. Without access to patient data, you should plan and collaborate on a strategy forward with your hospital partners, ensuring you are substantively engaging potential donors for future sustainable support.

TEST AND EVALUATE YOUR COMMUNICATION STRATEGIES

Whether you’re communicating with recent patients or your catchment population at large, every communication should include an A/B test. It deepens your understanding of your potential donor community by investigating how they interact with your email or direct mail piece. With this test, you can answer questions like: Which links did they click? What call to action or gift string generated a higher gift? What subject line yielded a higher open rate? By regularly evaluating these results, you will be able to enhance future communications and increase the likelihood of a first gift.

A patient’s journey to giving back starts before they step foot in your hospital or doctor’s office. Building a program focusing on the patient journey and donor benefits maximizes the likelihood of their philanthropic investment, enhances overall engagement with your healthcare organization, and optimizes your ability to request and secure major, principal, and planned gifts. A culture of philanthropy that centers the patient-donor and highlights the potential in major gifts of assets, illustrates the extraordinary work you do, and collective impact that is possible when everyone participates!

Part II of our Building a Patient-Centric Journey to Giving series will explore how to implement data-driven communication journeys that lead to donor conversion and maximize your pipeline towards major, principal, and planned giving potential. Stay tuned!

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