Traditionally, those who make a gift every year are schools’ most loyal supporters. These individuals are bonded to the organization’s mission through consistent communication and engagement. As fundraisers, it is our responsibility to keep donors informed, understand what motivates them, and share the impact of their gift — no matter the size. Major gifts come to fruition through dedicated donor cultivation and engagement. By building and stewarding relationships with existing donors rather than working to acquire new ones, we can bridge the gap between annual and major gifts.

Understanding how and when to transition a mid-level or leadership annual giving donor to major gifts is crucial for strengthening an organization’s major gift pipeline. While this transition starts with exploring one’s giving potential, it ends with a shift in the donor’s mindset. As fundraisers, we can raise donors’ sights and inspire them to think deeply with us on what they hope to accomplish philanthropically.

building a strong major gift program is important for the education sector

In partnering with various nonprofits, CCS found that the top 10% of all donors contributed 92% of total fundraising dollars over ten years.

Notably, education partners have great confidence in major gifts in 2023.
• 45% of an institution’s fundraising comes from major gifts
• 84% anticipate mid-level gifts will either increase or stay the same
• 87% anticipate major gifts will either increase or stay the same

Defining a leadership annual giving prospect

What constitutes a leadership annual giving prospect at an organization can vary. For example, some organizations consider a leadership annual giving donor to be someone who makes an annual contribution of $1,000 to $25,000. Organizations that choose to invest in engaging leadership annual giving staff and a formal moves management process are building a major-gift-centered donor pipeline. This pipeline is focused on identifying and qualifying emerging prospects and ensuring that loyal, recurring donors feel connected.

How to transition a leadership annual giving donor to major gifts

Ensure the following are well thought out and successful before considering moving a leadership annual giving donor to your major gift pipeline.

Personalized Communication and Engagement

Development team members should send personalized communication to leadership annual giving donors, in addition to broad-based newsletters and emails. Providing a donor with the opportunity to have an assigned point of contact on the development team creates a deeper connection to the organization. Donors want to hear from you and understand how their gift is being put to work and their impact on the community.

Strong Stewardship

Leverage stewardship to inspire donors to dream big. Consider sharing stories of those directly impacted by your organization’s mission and what can happen when philanthropy is put to work. If you have giving societies in place, determine how a mid-level or consecutive giving society can create a natural cadence of communication. Provide meaningful touchpoints with key personnel at the organization, recognition, and opportunities for donors to see their gift in action. Strong stewardship can motivate donors to keep giving and, more importantly, consider an increased gift. Donors of all gift sizes who receive exceptional stewardship are able to see first-hand how your organization is handling their gifts. This, in turn, furthers their trust in your school.

WHen leadership Annual Giving Donors Should be Moved to the Major Gift Pipeline

Consider these key indicators when determining if a leadership annual giving donor should be moved to the major gift pipeline:

Note: Not all of the following need apply to move a donor into the major gift pipeline.

Qualify the donor. Prioritize consecutive, longtime donors who can make a major gift. Utilize a wealth screening tool to determine the donor’s capacity, including assets, current employment, and business holdings. Ensure your interests are aligned, and determine if a relationship exists either personally or with someone close to them.

Understand the donor’s philanthropic involvement within the community. Explore their giving (size and focus) to similar organizations or other nonprofits within your community.

Identify any shifts in the donor’s giving to the organization. Either the vehicle in which they give has changed and/or they have increased their annual gift amount. Vehicles to flag include giving through a family foundation or donor advised fund, a stock gift, or through their IRA.

Note a first-time unrestricted gift that falls within your organization’s major gift threshold (ex: greater than $25K). Also note if a donor shares one of the following:

  • They have included the organization in their will.
  • They are interested in serving in some volunteer leadership capacity (board, campaign, etc.).
  •  They have experienced a major life change such as selling a business, retiring, or finding a new job.

As you build and grow your major gift pipeline, consider those closest to your organization as a starting point. Look at your leadership annual giving donors’ access, affinity, and ability to give — there may be a few diamonds in the rough.

More Insights

Publication

The Philanthropy Outlook 2024 and 2025

March 13, 2024

Strengthen your fundraising strategy this year and next with this data-driven publication, revealing predictive insights for the philanthropic sector in the years ahead.

Video

Philanthropy and Economic Outlook Webinar

March 12, 2024

The economy’s impact on philanthropy is one of the most pressing topics for nonprofit leaders today. Plan your organization’s fundraising with confidence by with this on-demand video.

Health organizations are complex institutions with comprehensive, nuanced, and meticulously created operating budgets. While perhaps best known for delivering patient care, executive leaders are obligated to ensure efficient operations and outcomes for wide-ranging responsibilities, including but not limited to:

  • Facilities
  • Personnel
  • Research
  • Training
  • Government Relations
  • Marketing
  • Equipment and Supplies
  • Legal and Compliance
  • Billing and Insurance
  • Medical records
  • Data systems
  • Food Service
  • Security
  • Parking

Each function is vital to the organization’s overall health and well-being and requires significant consideration, oversight, and resources. Amid the competing priorities necessary to run an efficient healthcare organization, C-suite leadership sometimes overlooks or deprioritizes philanthropy.

Despite being one of the few revenue drivers within a healthcare organization, the aggregate amounts raised through fundraising pale compared to clinical or other organizational revenue streams. Our historical experience and industry analysis have shown that philanthropy typically accounts for 1-3% of total health system revenue. Nonetheless, the philanthropic activity return on investment is unparalleled and can result in significant unencumbered monies for a healthcare organization. 

Consider These 3 Healthcare Fundraising Points

Fundraising leaders should consider three key points when encouraging their C-Suite Executive Leadership to maintain or increase investment in their fundraising operations regardless of organizational size or financial position.

1. No other revenue stream within the organization can generate philanthropy’s outsized returns.

Several measures help gauge healthcare organizations’ efficiency and effectiveness in raising philanthropic funds. One such metric is Return on Investment (ROI), which calculates the return, or profit, generated by an investment.[1] At many organizations, the fundraising team produces the highest ROI of any department. According to AHP’s 2022 Report on Giving, for every $1 invested in philanthropy, healthcare organizations return an average of $5.41, with the highest performers delivering as much as $7.78 per dollar invested. In comparison, for every $1 invested in patient care, hospitals and health systems will return on average between $1.01 and $1.03. [2] 

2. Philanthropy is less resource-intensive than operational revenue streams.

When your organization’s C-Suite considers investment options to generate revenue, very few options are cheaper than philanthropy. A philanthropy-generated dollar takes less organization-wide effort, resources, and space to produce. It can cost up to 250x more to invest in clinical care than in philanthropy to net the same dollar amount. 

Many hospitals and health systems face flat or declining profits due to increased headcount costs, clinical innovation and population health initiative investment, and core business commoditization and decreased utilization. COVID-19 pandemic-related elective surgery decline also greatly exacerbated declining profits. Consequently, increasing patient volumes may no longer improve the organization’s operating margin, a profitability indicator showing patient care operations income. [3] 

Industry analysis indicates that most healthcare organizations already have razor-thin operating margins of 1-3%. In view of these margin pressures, the quantity of clinical services needed to net even $1 million is significant.

However, philanthropy can significantly impact healthcare organizations’ operating margins. According to AHP, the average healthcare organization’s fundraising “cost-to-raise-a-dollar” (CTRD)[4], a measure of fundraising efficiency, is $0.19, with the highest performers reducing that cost to $0.13. In comparison, a healthcare organization would need to invest closer to $0.97 – $0.99 in patient services to get a $1 revenue return. Using these metrics, the chart below illustrates the patient service dollars needed to net those of philanthropy. 

Net ReturnPatient Services Costs[5]Gross Patient Services RevenueTotal Fundraising Expenses[6]Total Fundraising Revenue 
$10 million$323 million – $990 million$333 million – $1 billion in services$2.34 million$12.34 million
$5 million$162 million – $495 million$167 million – $500 million in services$1.17 million$6.17 million
$1 million$32 million –  $99 million$33 million- $100 million in services$230,000$1.23 million

Utilizing the table figures from above, if a hospital’s chief financial officer (CFO) needs to produce $10 million in new revenue, what would be the most efficient route? At a 1% operating margin, the hospital would need to provide $1 billion in services, costing $990 million, compared to investing $1.9 million in fundraising operations. 

Philanthropy provides undeniable value to healthcare executives looking for more complementary revenue sources. Of course, the argument is more nuanced than simply injecting additional fundraising operations capital to produce a guaranteed result, and most healthcare organizations’ primary mission surrounds patient care, which will always come first. Generating fundraising revenue differs from the supply and demand transactional nature of patient services. Yet, with payment cuts for care delivery on the horizon, philanthropy will likely have a more substantial ROI, become an even cheaper investment opportunity, and play a more significant role in alleviating margin pressures. 

Fundraising operations investments should be monitored and reviewed regularly discern metrics such as ROI and CTRD, and to ensure that investments were wise. Organizations can pressure test additional and continual fundraising investments until the long-term ROI and CTRD diminish to the point that such investments are no longer an efficient or effective organizational practice. 

3. In times of increased financial stress, philanthropy can be a good investment.

Philanthropy adds directly to an organization’s net operating margin, relieving margin pressure.

At first glance, it is not surprising that fundraising might seem inconsequential within overall healthcare organizational finances; AHP’s 2022 Report on Giving shows that health systems average $16.42 million [7] in annual philanthropy, perhaps marginal at billion-dollar health systems. However, the healthcare industry’s low operating margins also indicate that philanthropy could determine whether a hospital ends up in the red or black in any given year. In fact, according to the Kaufman-Hall analysis of 900 hospitals nationwide, 2022 closed out with operating margins at just 0.2% for December, with an average annual margin of -1.3%.  Given this statistic, philanthropy can be vital to the bottom line. 

Case Study: A West Coast-Based Nonprofit Healthcare System

To illustrate how financially impactful philanthropy can be on a healthcare institution, here is an example of a West Coast-based nonprofit healthcare system.

Operating Data (includes only patient services, not philanthropy financials)

Operating Revenue$3,243,046,000
Operating Expenses$3,157,320,000
Operating Income (Operating Revenue – Operation Expenses)$85,726,000
Operating Margin (Operating Income/Total Operating Revenue)2.6%

Philanthropy Data

Fundraising Revenue (Contributions and Grants)$50,586,862
Fundraising Expenses$8,615,529
Fundraising Income (Fundraising Revenue – Fundraising Expenses)$41,971,333
CTRD  (Fundraising Expenses / Fundraising Revenue)$0.17

Operating and Philanthropy Combined Data

Total Revenue (Operating Revenue + Fundraising Revenue)$3,293,632,862
Total Expenses (Operating Expenses + Fundraising Expenses)$3,165,935,529
Net Income[8] (Total Revenue – Total Expenses)$127,697,333
New Profit Margin (Net Revenue / Total Revenue)3.9%

Philanthropy can be a critically powerful tool for an organization with negative operating margins. The $51 million fundraising revenue accounts for only 1.5% of the organization’s $3.3 billion total revenue, yet, the $42 million in net fundraising revenue represents an impressive 33% of the organization’s $128 million net income. Given the organization’s low operating margin (2.6%), philanthropy significantly contributes to the organization’s bottom line and overall fiscal health. 

Philanthropy Is a healthy Investment for Healthcare Organizations

Health organizations now recognize philanthropy as a core business strategy to provide operational and capital dollars for organizational advancement, particularly during recent changes in healthcare economics. For any CEOs, CFOs, and healthcare leaders looking to improve their financial performance and operating margins, philanthropy is a worthy investment.

[1] For the purposes of this article, ROI is based on cash, not production accounting. ROI is calculated by dividing gross funds raised by total fundraising expenses.

[2] Assuming an operating margin of 1-3% per section 2.

[3] The operating margin is calculated by dividing the difference between the total operating revenue and total operating expenses by the total operating revenue.

[4] CTRD is calculated by dividing total fundraising expenses by total fundraising revenue.

[5] Assuming an operating margin of 1-3%.

[6] Assuming a CTRD of $0.19.

[7] Based on cash accounting.

[8] Net Income is the equivalent of the Operating Income + Fundraising Income.

More Insights

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The Philanthropy Outlook 2024 and 2025

March 13, 2024

Strengthen your fundraising strategy this year and next with this data-driven publication, revealing predictive insights for the philanthropic sector in the years ahead.

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March 12, 2024

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

  1. Maximized talent leads to thriving development teams and greater fundraising results. 
  1. Misappropriation of time and resources impacts productivity, dollars raised, and job satisfaction. 
  1. Staff turnover is costly. 

The Center for American Progress has found that the average cost to replace an employee such as a major gift officer is up to 213% of the salary and benefits of the person being replaced. How can you mitigate some of the risks leading to turnover in your development office? Create a positive, inspiring work environment by maximizing your team’s skills. Ensure that all staff can professionally thrive by optimizing their work. 

How are Your Frontline Fundraisers Spending Their Time? 

Utilizing 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. This results in an under-optimized fundraising team, fewer dollars raised, and increased burnout. Your fundraisers do not have the opportunity to do what they do best; deepen donor relationships and inspire new prospects.  

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-optimized 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 
  • Program 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 organizations 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 will cause frustration and increase turnover. Fundraisers need time to build relationships and time spent elsewhere can be costly especially when more than 67% of giving in the United States is driven by individuals. Individual philanthropy thrives on personal connections to your organization’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 dollars they raised.  

The Impact of an Imbalanced Development Operation 

Examples abound demonstrating how the misappropriation of fundraisers’ time negatively impacts philanthropic revenue. Consider an organization that spends less than $0.20 to raise a $1 for their primary annual fundraising event. On the surface, this type of result is commendable. After closer consideration, however, this event’s low cost may mean that the development staff, including frontline fundraisers, carry too great a burden to optimize the cost to raise a dollar. This would certainly impact their ability to cultivate donors, build relationships, and solicit gifts—all of which could be avoided with a simple shift in resourcing for the event. 

In addition to assessing how various activities impact fundraising, you can also assess how your frontline fundraisers individually make an impact. Here is one example: 

Deon, whose salary is $100,000, is responsible for raising $1,000,000 each year. If 25% of Deon’s time is focused on non-fundraising activities, one could extrapolate that the organization is risking $250,000 in possible gifts each year (not even factoring in compouned growth). The organization is also indirectly budgeting $25,000 every year (a quarter of Deon’s salary) to support this non-fundraising activity. 

This example does not account for the time it takes to develop meaningful donor relationships. With 25% less time to focus on fundraising, Deon has lost incalculable opportunities for relationship building and future revenue generation. For example:

Would a donor have given twice as much if Deon had the time to more deeply engage them?

This calculation will be further exacerbated when Deon is tasked with responsibilities that don’t play to his strengths and take him away from activity that will allow him to hit his goals. You can anticipate this situation will ultimately lead him to give notice, leaving your donors without a steward they know and trust. 

If you think your organization would benefit from revisiting the delegation of responsibilities across the fundraising team, take these steps to determine your current fundraising-to-support staff ratio. 

how to optimize 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  
Major Gift Officer  
Manager of Institutional Giving/Corporate Relations  
Planned Giving Officer  
Communications Coordinator  
Research Analyst  
Database Manager  
Development Associate/Assistant  
Special Events Manager  
Alumni Relations Staff  
Advancement Communications Staff  

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

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 organization 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.

More Insights

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The Philanthropy Outlook 2024 and 2025

March 13, 2024

Strengthen your fundraising strategy this year and next with this data-driven publication, revealing predictive insights for the philanthropic sector in the years ahead.

Video

Philanthropy and Economic Outlook Webinar

March 12, 2024

The economy's impact on philanthropy is one of the most pressing topics for nonprofit leaders today. Plan your organization's fundraising with confidence by with this on-demand video.

SEE ALL IN: Higher Education

Artificial Intelligence is a broad field with a wide range of sub-fields, and data science also sometimes uses AI. Almost every application of AI depends on the input data, which the AI algorithms use to predict an output. One preferred definition of AI is “Prediction Machines,” given in the namesake book by Ajay Agarwal.

With the power of AI, nonprofit organizations can now automate and optimize their fundraising practices to engage donors more effectively and make a more significant societal impact.

Consider these six applications of AI in fundraising.

1. Giving Likelihood Prediction

One of the most promising applications of AI in fundraising is giving likelihood prediction. By studying the donation history of donors in a dataset, AI algorithms can predict the likelihood of future donations. These predictions can then be used to group donors, such as lead annual giving or major donors, and tailor communication and fundraising strategies accordingly. A popular technique for such predictions is Random Forests, more commonly referenced as “decision trees,” graphical representations of all the possible solutions to a decision based on certain conditions. AI takes the manual decision-making process out of the mix and does it for you.

2. Segmentation

AI can segment prospects or donors based on similarities such as geography, age, donation history and preferences, major in college, graduation year, and other factors. This can help to customize fundraising strategies to better engage and retain donors. Clustering or cluster analysis is a commonly used method to create these segments. Giving likelihood models can be combined with segmentation to help with donor retention or upgrades.

3. Text or Language Generation

AI language generation models such as ChatGPT and the underlying generative pre-trained transformer (GPT) models have gained attention for their ability to generate text and language. In the context of fundraising, language generation models can be used to generate qualification emails, thank you or stewardship letters, proposal generation, and research profile creation.

4. Image, Video, Music, or X Generation

AI can generate images, videos, music, or other forms of content. These models are trained on large datasets of images or other media using a combination of human labeling and computerized description. Some fundraising applications are graphic generators for communications, personalized stewardship videos, or dynamic proposals.

5. Augmented or Virtual Reality (AR/VR)

Augmented and virtual reality (AR/VR) can also be used in fundraising to transport prospective donors into an imaginary world to show the impact of their gifts. While not strictly in the AI domain, AR/VR technology can overlay different objects into our physical world or transport us to a different one.

6. Data Science

Data science is an applied field that can be used to stitch together unique fundraising solutions by analyzing large datasets to identify trends, insights, and opportunities for optimization. AI technologies can automate and optimize various fundraising practices and operations, enabling nonprofits to focus on their core mission of positively impacting society.

In conclusion, AI can revolutionize the fundraising sector through its ability to provide valuable information on donor behavior, segmentation, communication, and content creation. Nonprofits can use AI technologies to automate and enhance their fundraising practices and operations, allowing them to take the guesswork out of what may yield the most remarkable results and concentrate on their primary objective of creating a more significant impact on the world.

Explore Part II of this Revolutionizing Fundraising series, which dives into real-time examples of this work and how you can apply AI techniques to your fundraising plan and outcomes.

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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.

In the basketball world, March is the most wonderful time of year. Our collegiate teams find out if the hundreds of hours devoted to practice, travel, and gameday have landed a ticket to a national tournament in March. Recent post-season victories flooding our screens remind us of the many successes that higher education institutions may have the opportunity to celebrate: awards, honors, athletic feats, Nobel Prize winners, ribbon cuttings — the list goes on.

In this article, we explore how to engage your donor base in collegiate success. Ben Mandelbaum, Assistant Men’s Basketball Coach at Alcorn State University, a “public historically Black, comprehensive land-grant institution of higher education” located in Mississippi, helps us paint the picture through the lens of basketball.

Annually, CCS Fundraising conducts thousands of personal interviews with constituents of our incredible partner organizations. One of the questions we like to ask during those interviews is, “When you choose to make a gift to a nonprofit organization, what compels you to make that gift?”

Year after year, donors are compelled to give when they feel they are making a true impact with their gift and that something great happened because of their generosity. Storytelling is an important way of underscoring the impact made from philanthropic gifts. If your higher education institution has achieved a noteworthy feat, like making a national tournament, it is a tremendous opportunity to engage your community.

Here are a few tips to keep in mind while telling your story.

FOR NEWLY ENGAGED constituents

Whether your school has made it to a tournament game or seen another success among the student body or institution, consider these tips for engaging your community now.

  • Partner with your school’s marketing department to share your message in a timely way. Once you have something exciting to share, you can plan and schedule your social media content to post at opportune times.
  • In fundraising, we always say that folks want to be a part of success. Your own community’s local media likely will be interested in showcasing the good news of your school. If you can share on a wide scale, end your engagement stories with a call to action by sharing where constituents can continue to engage with and cheer on your university.
  • Use this opportunity to showcase how a win for your team, or other triumph at your school, extends to positive accolades for your regional community. As in campaigns, success builds upon itself, and a strong educational institution pays dividends to communities.
  • Lean on your volunteers. Has an identified prospective donor showed interest in your success? Ask one of your closest fans to invite them to the game and sit with them, or invite them to special presentation from a university award winner. Nothing helps show the power of your mission than being in it.

With all eyes on your team, help show the world what it took to get here. It could be a great time to share some of your easy-to-understand team needs; the cost of a scholarship, room and board for a standout athlete, equipment, and gear, can be daunting. And if your constituents want a thriving college community, nothing is better for enrollment in my opinion than something exciting to stand behind.

Ben Mandelbaum, Assistant Men’s Basketball Coach, Alcorn State University

FOR YOUR BIGGEST FANS

When it is time to speak personally with your closest constituents about supporting the program, consider the following ideas:

  • In some ways, individual students’ stories can make the most difference. Each student has a unique story that brought them to your school. When appropriate, help donors connect with those stories. Most certainly, a standout student, faculty or staff member from your home state adds a layer of excitement.
  • When it comes to a “quick win,” no one understands you better than your top donors. Sharing what is needed in real time — whether a travel expense, celebratory gear for the team, or the like — can make it clear for donors to understand and support your needs.
  • For VIP prospective donors, it is important to make the need tangible. Each school has different budgets, and budgets are shockingly disparate. Bring your prospects into the fold and show them what is needed to take your program to the next level.

You can make people feel really close to the game. Invite folks to practices, show them through your eyes what your needs are. A quick walk through the locker room, as an example, and you won’t have to explain that it needs a facelift.

Ben Mandelbaum, Assistant Men’s Basketball Coach, Alcorn State University

IN THE OFFSEASON

  • Looking for a new storyline for a giving day? You can use a running storyline to grasp audience engagement, like a day in the life of different players, or an example of things that happen each month leading up to a major success.
  • It can be hard to explain in the moment how much goes into a collegiate achievement, like making a national tournament. Use the offseason to point to what it felt like to work up to tournament season personally, in your own words.
  • Use the time in the offseason to research who supported your team when you made a call to action or when you had a great deal of success. Use that research to determine who should be next on your list to qualify as a potential continued donor.

Every team has a story. I hear the ins and outs of each player every day. If more people knew those stories, how could you not root for the team?

Ben Mandelbaum, Assistant Men’s Basketball Coach, Alcorn State University

In conclusion, with the above tips, you can translate your good news into ongoing philanthropic support and engagement for seasons to come. Congratulations to all teams who participated this year and to every college and university that has seen a recent institutional success. And congratulations to Coach Ben and the Alcorn State Braves on their regular season title and NIT appearance.

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Faculty can be valuable partners to the fundraising and advancement team in strengthening program interest and investment. Faculty are key storytellers when conveying a school’s mission and value, with veteran faculty often embodying the school’s unique culture and educational philosophy. Partnering with faculty for fundraising, however, can take a bit of finesse; fundraising is your job, after all, not theirs. But by understanding why, how, and when to engage faculty, fundraisers can benefit from their perspectives and produce compelling stories that impact institutional giving.

What type of donors would be interested in hearing from faculty?

Faculty stories may add depth to donor conversations and underpin the school’s unique value proposition. Prospective donors with particular interest in faculty stories may include:

  • Leadership/Major Gift Donors who seek a connection between capital projects and curriculum.
  • Leadership/Major Gift Donors who have an interest in endowment and perpetual investment in people.
  • Annual Fund Donors who are unfamiliar with the professional development, learning, technologies, and other opportunities annual giving provides to support faculty’s work in and out of the classroom.

Because each of these donor types have different motivations for understanding faculty perspectives, it is important to adapt your creative storytelling to your audience. Advancement may consider integrating faculty voices into the following communication channels and fundraising material:

  • Campaign proposals
  • Annual fund appeal and/or brochure
  • School website
  • Stewardship material (reports, ‘thank you’ videos)
  • Roundtable conversations/events
  • State of the school or townhall presentations

What are considerations for selecting faculty?

Faculty can be valuable fundraising resources for educational institutions as advocates for the school, fountains of knowledge about programs, and connectors to students, alumni, and families —but they are also busy people. When considering asking faculty to give their support and time to fundraising efforts, it is important to know when and how to ask. Consider: when are the hectic times of the semester and academic year? What is their current course load? Are they also a department chair, athletics coach, activity leader, researcher, or faculty representative on a committee? A faculty member who is thinly spread might not have availability to help now, but may be available to help next semester. Do some initial research into their workload or schedule before making a formal request, and then try to be flexible in planning around when they are most likely to be able to help. Fundraising is not their job, so remember that your willingness to work with them will go a long way in a partnership.


How should I request faculty help?

When asking for a faculty member’s perspective, frame your request in a way that clearly illustrates two things:

  1. How their voice and expertise connect to the fundraising effort, and
  2. How a potential gift will impact their day-to-day work experience

For example, a science teacher who made do with an undersized lab, yet has a waiting list for her classes and a roster of alumni who have become scientists, has a compelling narrative, and the case for support should include her story. Her story will add authenticity and convey urgency and impact. Let faculty members know that their voices are valuable assets, and the goal of including their voice in fundraising is to enhance their programs.

When should I engage faculty?

It is important to know when it’s worthwhile to leverage faculty viewpoints and knowledge for fundraising purposes. Specific fundraising opportunities that can benefit from faculty stories may include:

  • Broad parent, grandparent, and alumnae engagement
  • Generating interest in the school’s unique educational vision
  • Creating connection between curriculum and capital projects
  • Providing context for technology needs
  • Demonstrating impact and value of investment
  • Sharing gratitude through stewardship initiatives

How should I work with faculty to have their voices represented?

Working with faculty also requires connecting the fundraising goal and message to the faculty member’s area of expertise and personality. Consider: is the individual a good speaker and comfortable on screen, and would a video serve their program and message well? Or, would an interview that translates into written materials be more appropriate? Additionally, how much time can they lend to the effort—can they do an in-person interview, or is it easier for them to answer questions via email? A captivating performing arts department chair hoping to get a major theater renovation could be a great candidate for a video that includes on-screen speaking and clips of recent productions, as an example.

Remember to meet the faculty member where they are in their availability to assist, and tailor the fundraising materials and media to produce the best outcome for them, their program, and ultimately, the school.

How can I establish an ONGOING partnership with faculty?

At the core of an ongoing engagement with faculty for fundraising purposes is a mutually beneficial partnership. But how can advancement staff motivate faculty to participate?

  • First, make it easy for them to contribute their thoughts and expertise by asking the right questions that get to the heart of their valuable input.
  • Also, help them garner the buy-in they want and need for their programs. For example, invite faculty to events where they can speak directly with potential donors about their work and vision.
  • Lastly, consider how faculty can use advancement resources, such as: learning how to communicate their funding needs, gaining exposure to additional funding opportunities or interested donors, or marketing their programs through advancement publications.

Under the right circumstances, faculty can provide impactful firsthand perspectives that contribute to a stronger case for support with donors. Knowing the right situations for engaging faculty, and how to work with their expertise and schedules, will go a long way toward creating a powerful and lasting fundraising partnership.

More Insights

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The Philanthropy Outlook 2024 and 2025

March 13, 2024

Strengthen your fundraising strategy this year and next with this data-driven publication, revealing predictive insights for the philanthropic sector in the years ahead.

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Philanthropy and Economic Outlook Webinar

March 12, 2024

The economy’s impact on philanthropy is one of the most pressing topics for nonprofit leaders today. Plan your organization’s fundraising with confidence by with this on-demand video.

In a recent conversation among CCS Fundraising’s Human Services Sector Team, we discussed nonprofit clients tackling industry-wide challenges through innovative solutions and best-practice fundraising. Our recent client, Ability Beyond, a human service organization that provides programs and services for adults with disabilities, was mentioned several times for its forward-thinking approaches and expert fundraising team.

We invited Jane Davis, President & CEO; Tracy Conte, Vice President of Development & Community Engagement; and Elita Walker, Director of Development, to discuss the mission, work, and fundraising at Ability Beyond.


For our readers who aren’t familiar with your work, what do you do?

Jane Davis: Ability Beyond provides services to about 3,000 people with disabilities per year across New York and Connecticut. Our services include residential and day services, employment services, mental health services, and supplemental supports like outpatient clinics, transportation, and participation in Special Olympics. We’re the second largest agency in the state of Connecticut, and this year, we’re celebrating our 70th anniversary!

With a culture of innovation, Ability Beyond is changing the care industry. Our employment consulting service, Disability Solutions, has helped 6,500 people across the country and internationally gain employment and is transforming the worldwide workplace to be more inclusive of people with disabilities. Our problem solving doesn’t stop there. Facing the growing, industry-wide shortage of qualified caretakers, we developed an app to match available, trained staff more efficiently with clients and open work shifts. Since launching in February 2022, the number of shifts filled has increased by 40% and the use of part-time flex staff covering shifts has almost doubled. We have also seen positive trends in employee retention due to the ease, flexibility, and opportunity the app provides.

What fundraising challenges are you facing right now?

Tracy Conte: Though it’s always a challenge at a nonprofit, we are in a five-year campaign and have a lot of prospects to pursue with a limited staff. We are figuring out how to deepen relationships with donors. Our services are in Connecticut and New York, but we are looking to pursue foundation funding on a national level. It takes time to develop and pursue these relationships, so we are always working on how we can convey our impact and tell our stories in a way that is approachable to donors.

We’re also strategizing about how to engage donors with all the different innovations and services that their donations make possible so that they can experience the impact firsthand. Our funding model is complex; 90% of our annual budget is reimbursed by the states through Medicaid, but that covers basic care and does not provide for meeting capital needs or innovations (like what Jane just shared), expansion, and technological growth. In the end, fundraising is the key to helping us unlock these new and exciting approaches.

Jane Davis: Notably, we are acclimating donors to post-COVID-19 programs as well, and ensuring that donors understand the ongoing sense of urgency has been a very important part of our efforts.

What solutions are you working on to solve those challenges?

Tracy Conte: We are focusing on reconnecting people with each other and the mission. Specifically, a few initiatives we’ve undertaken to solve those challenges include:

  • We are hosting a lot of cultivation events. It’s been really fun. People are hungry to get out and socialize. We just had our mental health breakfast with over 450 people, which was double our past attendance. People were ready to be in person and reconnect to support us. The cultivation and stewardship that we put efforts into paid off.
  • Our volunteers are being trained to host their own events too. We’re doing a lot of timely follow-ups and thank-you calls from our staff and volunteers. We welcome people to come by and see our commercial and residential sites firsthand.
  • We spent time showcasing our staffing app and several others at stewardship events. A recent event was held to share data and let donors know about how our tech innovations impact our entire industry. It shows that we’re a good investment and that the solutions we offer are good investments.
  • We invested in ourselves and hired new fundraising professionals.
  • We are rebranding our website and streamlining the webpage to better engage with donors.

Elita Walker: Our trustees, our major gift committees, and our event success is a testament to our volunteer leadership and cultivation efforts.

Could you tell us more about your new website efforts?

Elita Walker: During the development of our new website, we took great care to ensure both its ease of navigation for the end-users as well as its accessibility. Given the population we serve, it was vital to us that the site is accessible to all. The development included color contrast comparisons for the best visual experience, fonts that were easy to read, and a complete content refresh.

Since the launch of our new website in November, we have seen a 9% increase in users during the first month alone, compared to the previous year’s figures. We also saw a 13% increase in the number of sessions on the website, as well as a nearly 6% increase in the time people spent on the site. As we continue to refine the site moving forward, we expect these numbers will continue to improve.

How do you leverage marketing to support your fundraising efforts?

Tracy Conte: With some help from PPP funding, we’ve focused on our branding, website, and digital advertising. When you read about the top 1% of philanthropists, like Mackenzie Scott, we don’t have a detailed sense of how she is choosing her organizations, but we know they have great visibility. Though these transformational gifts are likely data-driven decisions, it’s important to all donors and constituents that your external communications are current and compelling, talk about impact, and highlight your story. When a high-net-worth donor—or any constituent—comes to your website, it’s important that you have a refined brand. This also helps us to attract younger donors amidst the generational transition of wealth.

Are there any innovative approaches that you are taking that you think might inspire others?

Tracy Conte: Some of these approaches are tried and true, but we surveyed our supporters to understand if our communications are appealing. Some questions we asked included: Will they consider a planned gift? Can they share insight on what and how they want to support?

We also used Google Ad grants and social media advertising to raise our external profile, see who is engaging with us, and attract a younger demographic and diverse donors. Third-party events extend our reach and help us deepen community connections and grow our donor base.

What gives you hope about the future of fundraising in 2023?

Tracy Conte: There is a resurgence of in-person events: tours, coffees, and in-person meet-ups that we rely upon. We’ve been developing our story of impact to communicate during these events as well. The “heads down” time that we took while coming out of the height of COVID-19 helped us get clear on priorities, what we’re raising money for, and how we tell that story.

Despite rumblings about a potential recession, we have an engaged community that recognizes the need for the services, inclusive opportunities, and independence we provide. Donors at all levels seem to be tapping into a greater sense of purpose and that has me really excited about the future and philanthropy. Donors seem motivated by this greater sense of purpose.

Could you share a bit about CCS’s role in supporting this amazing work?

Tracy Conte: We couldn’t have done it without you! We are in a five-year comprehensive campaign, Making Beyond Possible, and are about 60% to goal. CCS helped us develop the strategic roadmap for this campaign: focus groups for donors, wealth screenings, research into donor prospects, and solicitation sequencing, all of this went into creating our campaign roadmap and materials. Some of the strategies that we talked about—like conducting a survey to know what our donors are thinking and feeling about how we put their donations to work—that was all done with CCS. And the work that CCS supports us with, like the survey, really helps us feel confident and comfortable that we’re pursuing major gifts from the right people at the right time.


We thank our colleagues at Ability Beyond. To learn more about Ability Beyond, please visit abilitybeyond.org.

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The Philanthropy Outlook 2024 and 2025

March 13, 2024

Strengthen your fundraising strategy this year and next with this data-driven publication, revealing predictive insights for the philanthropic sector in the years ahead.

Video

Philanthropy and Economic Outlook Webinar

March 12, 2024

The economy’s impact on philanthropy is one of the most pressing topics for nonprofit leaders today. Plan your organization’s fundraising with confidence by with this on-demand video.

Look no further, because your future annual and major gift donors are right in front of you! Volunteers have proven over and over again to be invaluable resources to nonprofit organizations, providing their time, talent, ideas, and social ties to help advance an organization’s mission. Now is the time organizations should put in the same effort and attention toward engaging with their volunteer base as they do their donors.

Individuals who donate their time to nonprofit organizations tend to donate their money, as well. In fact, 39% of donors supported a nonprofit by volunteering before they made a financial contribution. Having meaningful volunteer opportunities can strengthen donor relationships with an organization and is crucial to an organization’s successful fundraising strategy.

77 million people, or 23% of the total US population, volunteer across the US each year.

$29.95 is the estimated value of a volunteer hour, which is a 4.9% increase from 2020 to 2021.

42% of high-net-worth individuals indicated that they hold leadership positions or sit on the board of directors at the organizations to which they give.

42% also claim to volunteer their time and/or services at the organizations to which they give.

Consider the following tips as you look to transition volunteers to donors.

1. establish a culture of philanthropy among volunteers.

Everyone in the organization, from the janitor to the chairman of the board, understands that philanthropy and fund development are critical to organizational health and that each individual has a role in the process. First and foremost, everyone is an ambassador.

Simone P. Joyaux, ACFRE

While every organization has its own way of doing things, philanthropy must be rooted in the organization’s culture to resonate with key stakeholders. Take the time to share your organization’s values, vision, and mission with your volunteers. Most of your organization’s supporters are considered cultural “adopters.” They are passionate, reliable, and motivated by external and internal factors. These cultural adopters should receive ongoing stewardship for the key role they play in pushing your organization’s mission forward.

2. Utilize moves management practices with your volunteer base.

  • Cultivate & Brief: Acknowledge volunteers as contributors to your organization’s success and work to develop personalized relationships. Engage in open dialogue to learn about their passions and experiences with your organization. Take the time to understand their story and what motivates them to stay connected with your organization. Consider the types of communication and outreach you send to volunteers: Is it personalized? Are you conveying your appreciation and sharing their impact?
  • Solicit: Don’t assume that just because your volunteers have a strong understanding and value of the mission, they will make a gift without being asked. Consider volunteers as an additional segment in your annual appeal process. Invite them to make a gift and make it easy to give.
  • Steward: Stewardship is crucial to the longevity of any donor or volunteer relationship. Find ways to demonstrate the value of your relationship and consider what insider experiences or recognition your organization could offer to promote their great work.

3. Track volunteer engagement metrics in your CRM.

Just as you track donor activities and qualify donors on a regular cadence, consider tracking key volunteer engagement metrics and wealth screen your established volunteer base. These metrics can help your organization identify engagement trends, indicate where the relationship currently sits with each volunteer, and flag those who have the capacity to give. Example metrics can include the following: service hours, event attendance, social media interactions, personalized visits or one-on-one phone calls, or email open rates.

4. engage different generations of volunteers.

When considering how to engage volunteers across generations, demographics, or backgrounds, it is important to remember that every person is unique. As younger generations become more involved with various philanthropic causes, immersive volunteer opportunities that convey impact will be a driver for individuals looking to make a gift. One-third of millennials shared that they give more to a nonprofit they are actively volunteering with, compared to 21% of Gen X and 12% of Baby Boomers. Think outside the box on how you can meet each generation where they are and provide a volunteer experience that aligns with their values and motivations.

5. invest in tailoring the volunteer experience.

Consider offering a wide variety of volunteer opportunities that provide flexibility and focus on an individual’s strengths and interests. When engaging any donor or community member, be prepared with a list of volunteer experiences that could be in-person, virtual, seasonal, individual, or team/corporate based. Hands-on opportunities that allow a volunteer to see your mission in action are critical.

Explore how you can leverage your organization’s volunteer leadership opportunities, such as a board role or committee, to leverage an individual’s expertise and raise the sights of key stakeholders already engaged in your mission.

the takeaway: Enhance Your Volunteer Relationships.

Strong volunteer engagement is a key component of nonprofit success. Engage your volunteers as you would your donors. A volunteer who is also a donor is deeply invested in the impact they can make in an organization they care about. Focus on building individual volunteer relationships that leverage their diverse stories, skills, and experiences to support your fundraising efforts.

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3 Key Considerations for Elevating Your Membership Program

August 2, 2022

The philanthropic landscape is ripe with opportunity for cultural membership programs. Use the guiding questions below to bolster your organization’s development strategy.

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Building a Culture of Philanthropy

November 24, 2020

“Culture” is ubiquitous, although that does not mean it is easy to define. Instead, “culture” presents a challenge when we try to change it without buy-in from essential stakeholders. Understanding that every organisation has a particular culture, whether or not stakeholders acknowledge it, is crucial in formulating a fundraising strategy.

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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.

Over our decades-long history, CCS has witnessed the transformative impact that an engaged and enthusiastic volunteer body can have on the ultimate outcome of a major parish campaign. Since the onset of COVID-19, many clergy and lay leaders have expressed reluctance to embark on a major fundraising effort out of fear of a lack of volunteer participation. However, within the last three years, we have been astounded by the proactive engagement of so many parishioner volunteers who seek opportunities for involvement on a deeper level with their Christian community.

We have found that with a pastoral approach to volunteer recruitment, paired with training and coaching by the CCS team, parishioners go above and beyond to support a successful fundraising effort. In partnership with the Clergy, these volunteers throughout the country pave the way for extraordinary campaign results.

The Importance of Parishioner Volunteers

Parishioner volunteers have long been a critical pillar of fundraising success when embarking on a religious campaign. Many of these volunteers have a long-term history with the parish and therefore provide invaluable support and community knowledge that moves the campaign forward.  

OUR PASTORAL APPROACH TO RECRUITMENT

Launching a parish campaign takes about three months of preparation, during which local case needs are finalized, campaign materials are designed and created, and key messaging is set by the parish leadership. The most pressing item during this time is forming the right leadership team to help guide the campaign toward success. To build a parish campaign volunteer leadership team, CCS partners with the pastor/pastoral leader to identify a core group of parishioners who have a history of affinity and connection with the parish to become lay leaders of the campaign.

We have learned that the right parishioners will take on the leadership mantel if they are identified strategically and approached in a personal manner. It is in these thoughtful conversations that clergy make an authentic request for the parishioners to serve their parish through faithful campaign engagement.

ENGAGING THE VOLUNTEERS

When is the best time to engage volunteers?

We have found that it is most impactful to draw volunteers in early enough in the process so they can feel adequately informed about the needs of the parish and connected to the campaign’s “why.” Parishes often elect to include most leaders once the campaign case has been set, and a campaign plan is drafted. However, for independent parishes conducting a campaign, it is critical to involve your key parishioners in the feasibility study process, as well. Their input is invaluable during the early campaign ideation, and their volunteer contributions will be more impactful if they feel they have helped develop what they are being asked to deliver.

How do we keep our volunteers engaged?

Depending on the size of the campaign, a timeline may span from 4-8 months, with larger efforts lasting longer. We employ a phased approach, so volunteers may work in phases, but we will generally involve volunteers in active meetings for 16-18 weeks.

How do we support volunteer activity?

We hold weekly meetings when we work with the parish volunteers to maintain momentum, have check-ins, and reinforce enthusiasm within the parish. We work closely with the volunteers from the beginning of the process by training them on fundraising best practices and guiding their activity on a week-by-week basis. We work hard to cheerlead the volunteers and celebrate their successes to maintain their activity and engagement.

A CASE STUDY: THE VOLUNTEER EXPERIENCE IN OHIO

It started with a tenured CCS colleague who has seen every type of Diocesan campaign and volunteer recruitment strategy in their 16 years of experience. Next came two strong volunteer co-chairs, well-connected to their community, who called more than 25 families to personally ask for their support in this mighty endeavor—not for their benefit, but for their parish and their faith. From here, and with the coaching of the CCS team, an additional 10 passionate volunteer parishioners were recruited.

The volunteer team quickly cultivated an environment where positivity and trust in their pastor and fellow faithful parishioners led them to success. These volunteers came in with multiple questions, doubts, and fears. CCS worked pastorally in listening to their concerns and providing information that helped them feel empowered to communicate campaign needs. We took a solution-focused approach that allowed the volunteer partnership to be positive and productive based on mutual trust. Every week, the volunteers came with ideas, suggestions, and questions. By the end of the campaign, the volunteers felt proud and fearless and commented that they would even miss the weekly campaign meetings.

LESSONS LEARNED FROM WORKING WITH VOLUNTEERS IN A RELIGIOUS CAMPAIGN

  • Start and end each meeting in prayer.
  • Recognize that no two parishes are the same—each parish deserves a uniquely tailored plan, and each volunteer deserves a uniquely supportive engagement with their CCS team.
  • Be pleasantly persistent while maintaining a spirit of flexibility.
  • Keep the process fun; volunteers are giving their time!
  • Trust the fundraising process and rely on the strategically developed campaign plan.

At the end of the campaign, a well-coached volunteer team will take great pride in accomplishing a successful campaign. The time spent together building community and securing incredible gifts and pledges in support of their beloved parish will be a lasting memory that they will forever cherish.

Last year, the Anti-Defamation League (ADL) reported a 34% increase in antisemitic incidences across the US, totaling 2,717—the highest number on record since the ADL began tracking antisemitic incidents in 1979. In 2021, there were 525 logged incidents at Jewish institutions, such as synagogues, Jewish community centers, and Jewish schools, a 61% increase from the year before. Antisemitic incidents are an unfortunate reality in the communities that we serve, but CCS clients have powerful tools to respond: their mission, their voice, and their network of loyal supporters. Organizations that partner with and serve Jewish communities continue to do tremendous work despite the undue prejudice they continue to face.

With over $28B donated to social and racial equity in the past two years, donors support organizations that fight hate, stand for justice, and serve vulnerable communities. While communicating with donors in times of increased incidents of hate can be a challenge, our clients play an important role in ensuring their donors feel safe, seen, and heard. Through our client partnerships during tumultuous times, CCS Fundraising has gained the following insights.

One: Stay in touch.

Reassure donors that you are meeting the moment, and share how you are addressing current societal challenges. If your organization is taking action, inform your closest partners so they can provide support. For example, if your organization will convene thought leaders, historians, and experts in the days ahead about a pertinent topic, invite donors individually, and share more about what they will gain from attending. Beyond this, just stay in touch! Check in with donors and make sure they are safe and well.

Two: Be a resource.

Your institution has worked tirelessly to build trust, and this is a time when your stakeholders will look to you for guidance, so you must be prepared to lead. You can make data-informed decisions based on research findings from ADL’s research initiatives, leverage the collective brain trust of networks like The Jewish Federations of North America for reputable and trusted resources, or work to cultivate important ideas and innovative content using jMuse’s Activating Archives, Libraries, and Museums in the Fight Against Antisemitism guide.

Three: Personalize your messaging.

Be direct, and personalize your outreach. Donors may position you as a trusted expert and resource, so consider reaching them through different platforms. Young professionals may open a text message with information faster than an email, and your board members might respond well to a personalized mailed note or email. Know how to flex your messaging to reach your desired donor base.

Four: Don’t go it alone.

Engage in thoughtful, timely, and inclusive conversations with Jewish community leaders, and do your part to ensure everyone has a voice. Specifically, amplify the voices of Jews of Color in your community who can share their perspective and experiences. For example, Keshet, an organization for LGBTQ equality in Jewish life, centers intersectional approaches in their resources and events. In times of heightened sensitivity and fear, silence is heard. Continue to communicate with donors on a regular basis; when you share information and resources, don’t include an ask or any fundraising language.

The Jewish institutions with which we partner hold immense responsibility. This sampling of insights we’ve learned only skims the surface of how we have seen our partners address this challenging time. We encourage you to find what works for your organization as you connect with your most devoted stakeholders.

More Insights

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The Philanthropy Outlook 2024 and 2025

March 13, 2024

Strengthen your fundraising strategy this year and next with this data-driven publication, revealing predictive insights for the philanthropic sector in the years ahead.

Video

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March 12, 2024

The economy’s impact on philanthropy is one of the most pressing topics for nonprofit leaders today. Plan your organization’s fundraising with confidence by with this on-demand video.