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Learn how to effectively analyze, refine, and refresh your donor portfolio to secure long-term fundraising success.
Mergers and acquisitions are widespread across the healthcare sector and have a direct impact on philanthropy. Whether it is a health system acquiring a community hospital as part of a larger growth plan or two health systems merging to improve healthcare services across a region, such significant institutional changes require foundations and development teams to adapt thoughtfully and efficiently in a fast-changing environment.
Based on decades of experience in the healthcare sector and witnessing firsthand countless mergers and acquisitions across the country, CCS offers the following lessons learned to help healthcare leaders in philanthropy seize new opportunities and navigate unforeseen challenges during this process.
Moving forward with the new, shared corporate identity from the start is important, as changes are easier to make when the merger is first announced rather than many months or even years afterward. Initial steps to accomplish this include:
Prioritizing communications and refining the message to your audience is imperative, but remember, one message does not fit all. Internal audiences will want to know more about the structure and mechanics of the merger, but it is best to keep these communications at a high level. With external audiences, focus on the benefits of the merger to patients, their families, physicians, and staff.
Merging leadership to form a single operation can be tricky and difficult, especially when the leaders and staff of each institution are popular among their constituents and donors. However, trying to preserve separate cultures across entities can leave a team vulnerable to a fragmented and disorganized environment.
Creating a single combined organizational structure to support the new institution is essential to success. Clear decisions about leadership and staff structure allow merged teams to understand their respective roles and to work collaboratively as their institutions come together. Institutional leadership should be clearly defined at the top and designed to be collaborative, not competitive. Remember, everyone is on the same team now. The new organization chart should encourage teamwork and communication. Additional considerations for establishing a healthy, unified team include:
Having previously made significant investments in the merging organizations, top donors will appreciate getting information in advance of any public announcements. Let the donor pyramid guide the sequencing of your communications – start with top donors first!
To ensure better coordination of top donors, the integration of (or collaboration between) the two institutional database systems is important to implement as soon as possible. Have a plan to reach out to key stakeholders as the merger is being announced and provide periodic updates afterward. Create a schedule for periodic communication but be careful not to over-communicate. Drawing constant attention to the merger may make it appear that difficulties exist. Periodic updates are welcome and assure donors that the process is going smoothly. Finally, the merger may present an opportunity to engage your top donors in a new way.
In another case study, CCS worked with a health system in New Jersey following the acquisition of a community hospital to help local hospital leaders inspire local donors to think bigger about their impact at the system level. In addition to supporting their community hospital directly, donors learned how their gift could have an elevated impact across the system.
Moving too quickly or too slowly can cause challenges. Rushing the merger of philanthropic efforts can cause confusion and frustration among donors and staff alike. Waiting too long can cause the entrenchment of leaders, the continuation of inefficient foundation workflows, the duplication of efforts, and help to perpetuate separate philanthropic cultures within the merging institutions. What’s the right speed? Of course, it depends on the size and scale of the organizations. That said, CCS offers the following sequence and general practice for consideration:
| Time Period | Considerations |
|---|---|
| Pre-Merger | – Communicate with internal stakeholders – Audit each foundation’s strengths and opportunities – Create branding and marketing materials |
| Early Merger | – Integrate the database – Align foundation and Board policies – Create new organizational structure with clear and collaborative responsibilities – Prioritize communications with external stakeholders |
| Mid-Merger | – Consider sharing services for efficiency and enhanced coordination (gift processing, communications, human resources, planned giving, annual fund appeals, etc.) |
CCS has experience helping healthcare organizations navigate mergers and acquisitions and a host of other challenges. If you are undergoing a merger or acquisition, email us to discuss how to apply the concepts in this article to your individual case.
Woven into CCS’s mission is our commitment to foster transformational change. We strive to ensure that our commitment to diversity, equity, and inclusion is reflected in the organizations and communities with which we partner. Most importantly, we are devoted to ensuring our approach and work is grounded in the realities and unique capacities of our partners. We therefore aim to share our learnings from primarily Hispanic parishes across the U.S. to elevate fundraising and operations as it pertains to sustaining the faith across these communities.
Hispanics make up a growing portion of practicing Catholics in the United States. Scott Whitaker, Director of Stewardship & Development at the Diocese of Austin, shared that in the Diocese of Austin, more and more young brothers and sisters of Hispanic origin are involved in the church and make up the vast majority of Catholics under 18 years old. As Scott expressed: “Hispanic families believe in community, gathering, and being with each other. They love their faith and have rich traditions and cultures that they bring to the church.” There are several ways parish and diocesan leaders can strive to ensure stability and growth in fundraising and stewardship at Hispanic parishes.
Beyond recognizing the need to engage Hispanic communities and tailor our approach to these parishes, CCS Executive Director José Rodriguez notes the diversity within the Hispanic community itself: “Hispanic parishes are very diverse. Hispanics come from a variety of countries with distinct histories and cultures. In addition, within a certain national cultural identity, communities from distinct regions can differ greatly in their ways of living, speaking, and approaching their environment.” Catherine V. Fraser, Interim Chief Development Officer at the Archdiocese of Los Angeles, also calls out the diversity of experiences in Hispanic communities: “Parishioners may have distinct cultural experiences depending on their country of origin and their immigration experience. They may have arrived in the United States fleeing civil war and genocide, or they may have come for more economic opportunity. They may have deep ties to their former homes, or they may have lost those connections. What unites the Hispanic communities is their commitment to the parish and their devotion to their faith.”
Importantly, the distribution of immigration is often community-driven, creating different Hispanic communities in different places. As Catherine highlights, “Some parishes have people from South America, others from Central American countries, like Honduras or El Salvador. Many are from Mexico, but even within Mexico, we see deep diversity of experience.” Thus, it is important to take into consideration the varied cultural and language traditions of different Hispanic communities when developing programs and communications.
According to a study done at Stanford, Hispanic Americans are experiencing greater income development than their previous generations. However, when first approaching a Hispanic parish, a phrase that José heard many times is “everyone here is poor.” In fact, through her many years of experience fundraising for the Catholic Church, Gaby Nuñez, Vice President at CCS, learned that it is detrimental to a church’s own financial wellness to make such assumptions, because it reduces the likelihood to ask for charitable support.
Among predominantly Hispanic parishes, there is a significant amount of cash giving. This means that fundraisers cannot necessarily rely on giving records. As Gaby puts it: “It’s important to take the time to review and engage leading parishioners and pastors about who should be approached and what giving request levels are appropriate. On more than one occasion, after assigning a request level based on limited previous giving history for a donor, a volunteer leader advised the team to put forth a larger request, which turned out to be successful.”
Likewise, with 24 years of experience working with the Catholic Church, Martin Camacho, Corporate Vice President at CCS, highlights the importance of staying digitally connected even at small community parishes. In his experience in rural Texas during the initial phases of the COVID-19 pandemic, it was first thought that the parishioners would not have easy access to the internet and that the parish would not be able to complete its campaign using virtual methods. However, these assumptions were quickly dismantled, as Martin shares, “It was remarkable how parishioners invested in fundraising. I don’t recall a single person not being able to join online meetings. One woman was helped by her young grandchildren to get her on Zoom; we could see the children peeking from over her shoulder. In the same way that Hispanic communities can gather three or more generations at Mass, parishioners made fundraising a family affair, and it was successful — they reached 300% of their goal.”
While Hispanic parishes developed innovative ways to use technology and stay connected through online gatherings, drive-through events, and more, it is important to acknowledge that these communities, along with other communities of color, were disproportionately impacted by the COVID-19 pandemic. Scott Whitaker observed that Hispanic communities in the Diocese of Austin experienced higher rates of virus transmission and loss of employment. Parishes also saw a greater decline in offertory and longer, sometimes still ongoing, recovery of the financial loss. In these contexts, Martin and Gaby both observe that parishes where pastors knew churchgoers on a personal level were able to reach out to parishioners and express pastoral care, thus enriching a sense of community. “This is not new, we’ve known about this for years, but the pastor is absolutely critical. If you have a pastor that embraces the Hispanic culture and is able to inspire them, all we can do to work with these pastors directly and help them grow is absolutely key,” said Scott.
Looking forward, as the Hispanic Catholic community continues to grow, it will be important for pastoral leaders, staff, and volunteers to recognize the particular context of each community, focus on gathering data to optimize communications, and adjust fundraising and programmatic strategies to the needs of the parish. Given the growing Hispanic population coupled with the threat of disengaged participation, “We need to understand the needs better and ensure that our parishes are engaging Hispanic communities with effective ministerial outreach,” concludes Catherine, “We also must recognize this need is urgent.”
If you have any questions about this publication or about CCS in general, please contact marketing@ccsfundraising.com.
Leverage the latest research on donor communication preferences to support your personalized nonprofit communications strategy.
Learn how to effectively analyze, refine, and refresh your donor portfolio to secure long-term fundraising success.
If you have any questions about this publication or about CCS in general, please contact marketing@ccsfundraising.com.
Leverage the latest research on donor communication preferences to support your personalized nonprofit communications strategy.
Learn how to effectively analyze, refine, and refresh your donor portfolio to secure long-term fundraising success.
With increased enrollment challenges and constraints on tuition revenue, continued pressure to have competitive programs and facilities, and the growing need for endowment and financial aid, Heads of School are increasingly called upon to play an active role in securing philanthropic dollars. While new Heads of School are often prepared for the academic and administrative aspects of the job, CCS has found that first-time Heads are often surprised by the demands on their time posed by the school’s fundraising program.
With ample time between appointment and the first day on the job, CCS has recommendations for how new Heads can prepare themselves to be comfortable and confident in the role of “fundraiser-in-chief.”
A Head of School builds a culture of giving whether they realize it or not; each positive parent or alumni interaction, back-to-school night, soccer game, or science fair contributes to an invested and engaged community. As fundraiser-in-chief, a Head of School is responsible for the added work of articulating the need for continued support and making asks of the larger community.
The role of Head of School is an act of balancing both the internal and the external. Heads must manage internal priorities, including students, faculty, staff, finances, facilities, programs, DEI, and COVID-19 responses, along with external priorities, including communications, parents, and alumni. In addition to day-to-day administration, the Head serves as the voice and face of the school and its values. The Head is responsible for communicating the school’s vision and plan to all of the constituencies that make up an independent school community. While a Head’s time is limited and priorities are constantly shifting, fundraising touches almost every aspect of independent school life and merits dedicated time from the start to foster a strong culture of philanthropy.
With many schools selecting new Heads a year in advance, newly appointed Heads have ample time to begin developing ideas for what they would like to accomplish during each year of their tenure. Any ideation around the big picture must also consider fundraising strategy, which can and should be different with each successive year of a Head’s time at a school.
To start, it is helpful to look at the first three years, the typical length of a new Head’s initial contract, to develop a better understanding of the types of fundraising activities a Head will participate in and the amount of time fundraising will require.
A Head’s first year should be spent getting to know the school community. Meetings with Board members, alumni, and parents will help a new Head gain a sense of where a school is and where it can go. These interactions will foster meaningful relationships with the school’s key stakeholders, which will lay a groundwork of trust that can only ease any future solicitations. A new Head will also need to rely heavily on the school’s advancement or development team to build a thorough understanding of fundraising development and culture. The development team will also play an integral role in helping a Head determine who to solicit and how to solicit them, in addition to arranging important cultivation and stewardship events that strengthen the school’s culture of philanthropy.
In our experience, a Head’s second year shifts away from year one’s focus on community building towards the development of a clear vision and strategy. A new Head will often begin a strategic planning or strategic initiatives process, during which he or she will work with their leadership team, the Board, and community committees to define and articulate a vision for the school’s future. This process should include a carefully coordinated fundraising plan to develop the resources that will likely be necessary to implement and to fund initiatives of the strategic plan. Many schools include fundraising considerations and encounter challenges when mapping their strategic plan to the fundraising potential after the fact. Getting ahead of the game and including fundraising from the start will smooth the transition from planning to implementation and execution. The time spent participating in fundraising activity will increase from year one, but the majority of time will likely be spent in stewardship and cultivation conversations, rather than direct solicitations.
For many Heads, year three will mean the preparatory and planning phase of a major gift campaign to resource the strategic plan. A Head of School may find that the community needs more time for feasibility and planning work to understand the donor base and capacity. This is also the time to define the specific case elements for the campaign. A Head will likely experience increased committee work and travel as he or she begins the important early work of securing leadership gifts toward the campaign goals. By the third year, particularly if the school is entering a campaign or major gift effort, a Head can expect that upwards of 50% of his or her time will be consumed by some type of fundraising activity, possibly more.
Though the Head of School is the fundraiser-in-chief, his or her responsibilities are too numerous and too demanding for all fundraising activity to fall on the Head’s plate. The Head is part of a larger fundraising team that includes the Board of Trustees and the development office. Each group plays a vital role in ensuring fundraising success at an independent school.
Ideally, every member of the Board will be a participant in the fundraising process, actively soliciting donors on behalf of the school. In reality, however, many Board members may not be comfortable asking for money. The good news is that there are numerous roles a Board can play to help advance the school’s fundraising initiatives. A Head of School can expect Board members to:
Many schools have a development or advancement committee which helps to create big-picture strategy around fundraising, is deeply involved in solicitation, and provides critical support to the school’s development team. Members of the development committee can act as a sounding board for the development team and provide feedback on what will resonate with the school community. They play a critical role in identifying prospects and encourage community-wide giving, strengthened by their own personally significant giving. Finally, they should work as ambassadors, warming up prospects for cultivation and solicitation, and thanking them for their support.
Just as a new Head will have expectations of the Board, so too will the Board have expectations for the Head and the development office. A Head should work closely with the development team to ensure that Board members feel well equipped to complete the fundraising tasks associated with their role. Development teams, in conjunction with the Head, should provide clearly defined responsibilities and expectations, along with short and long-term strategies and plans, access to fundraising training, and, most importantly, direct lines of communication. Board members are not just volunteers, but major stakeholders in an institution, and it is essential that they receive the resources they need to fundraise successfully.
Critical to the success of every school’s fundraising program is the development team. Members of the development team will provide essential support to the Head of School and the Board of trustees by setting strategy, preparing for and participating in solicitations, maintaining donor records, and often developing donor communications. The director of development should be a trusted partner to the Head of School, a skilled communicator who has a deep passion for the institution and its mission.
The director of development will need to be a strong manager, overseeing the fundraising staff, which should include frontline fundraisers (those who ask for money), and support staff (those who maintain the donor database, conduct research, and plan events). Though most of the development staff may not be in regular contact with the Head of School, they will need to advocate for the Head’s vision and earn donors’ trust. It is essential that this team receive the resources they need to do their jobs; a well-resourced development office will not only convey professionalism to donors but will also minimize staff turnover.
New Heads are often interested in their profession because of their passion to educate young people. Fundraising is the key that unlocks the school’s ability to provide an outstanding education, cutting-edge resources, a supportive community, and opportunities that transform students and the community at large. By fostering a community of philanthropy, charting your course, and building your team, a new Head can meet their philanthropic goals and exceed at delivering their mission.
We’d love to help you plan your next chapter!
Nonprofit organizations with missions and activities that connect them with an international community should consider whether pursuing international donors is a viable strategy in their annual fundraising plans.
To build a successful international fundraising program, establishing an internal infrastructure and developing systems to qualify, cultivate, solicit, and steward international donors is critical. This article lays out four key areas for nonprofits to consider before launching a comprehensive international fundraising program.
Before developing a strategy for international donors, your organization should first evaluate its internal capabilities and whether it is equipped to effectively accept, track, and steward international funds.
Specific considerations include:
The most effective way to connect with international donors is to have a local staff who can understand and appropriately match local philanthropic cultures. For some nonprofits, establishing a local organization in a foreign country is a productive strategy. Doing so enables your nonprofit to build meaningful relationships with local prospects and allows donors to take advantage of local tax rules.
Establishing such structures is often a substantial lift operationally, requiring clear reporting structures, transfer agreements, and processes to move and allocate funding. Further, many countries do not allow this “pass-through” agreement and require specific registration to redirect contributions abroad. This means that unless your nonprofit is conducting business in the identified country, it may not make sense to set up the infrastructure for an intermediary organization.
If building an intermediary organization is not realistic for your organization, consider which of your staff members have the bandwidth to engage international donors and the ability to travel as needed. When making this determination, consider whether there are high concentrations of prospects in any one region that a staff member can be assigned to and periodically travel to. Refer to U.S. income tax treaties to determine whether international donors may claim tax deductibility for their gift.
Before cultivating donors, it is similarly critical to consider if your nonprofit has strong gift acceptance policies and CRM processes that enable tracking necessary donor activity and information.
With the system itself in place, your organization should then outline a process that determines how to recognize fluctuations in currencies. For example, pledges are often recognized at the USD equivalency at the time of making a gift, not at each pledge payment period. There are several businesses that work with nonprofits to help set up currency converting systems, including Western Union Business and PayPal.
Having each of these internal pieces in place will allow your organization to move forward with cultivation with confidence.
Prospect research is an essential step in building your fundraising plan, as it unveils the opportunities that exist in your community of supporters. There are several helpful tools that can assist with research and information gathering on international donors:
One important factor to note while undertaking research for donors in the European Union and the United Kingdom: legislation known as the GDPR, which is widely recognized as the strongest donor privacy law in the world. It imposes strict obligations on organizations globally if they collect data on E.U. and U.K. citizens, including:
The GDPR legislation is complex and your nonprofit may want to seek counsel from an advisor with deep knowledge of the legislation before undertaking prospect research. Furthermore, creating opportunities for donors to consent to receive communications from your nonprofit is an important first step in your engagement plan.
As your organization ramps up its engagement with international prospects, it is imperative to create a cultivation plan that connects these individuals with an organization’s mission, programmatic activities, and impact.
In developing this plan, gain awareness of the philanthropic culture of the donor’s home country and region. Many countries have unique philanthropic cultures and individual donors may hold varying expectations for how an organization will engage with them. Possessing a strong understanding of the distinct cultural groups within a country or region is also critical.
Moreover, consider whether the U.S. has a positive relationship with the home country of the international donor. If not, this may have implications on how your organization engages with the donor in a public fashion and how your organization might recognize a gift.
After researching a country or region’s philanthropic culture and traditions, it is important to consider the following questions as you develop an engagement plan:
These questions are not dissimilar from those your organization would consider for a local donor, but the culture of philanthropy in an international donor’s home country or region may dictate different answers to these questions and lead to the creation of a unique engagement plan.
Finally, once organizations begin to plan for in-person gatherings again, consider including a virtual option to engage with international donors who cannot travel to visit an organization in person.
In the U.S., specific tax structures exist to incentivize philanthropic giving from individuals and corporations. However, this is not always the case for donors residing outside of the U.S. It is important for your organization to consult with tax lawyers to understand when a donor might be eligible to claim a tax deduction when making a gift. Below, we have outlined a generalized framework for assessing eligibility.
Donors Who Are Eligible for Tax Deductibility: To claim a tax deduction in the U.S. for charitable giving, an individual must file their income taxes in the United States through an IRS form 1040. This includes individuals who are not living in the U.S. but who have U.S.-sourced income, whether that includes compensation, sold inventory, or dividends from a U.S. corporation.
Donors Who Might Be Eligible for Tax Deductibility: There are several examples of tax treaties that enable international donors to offset local taxes by making gifts to U.S. organizations. It is worthwhile to examine whether there is a tax treaty between your organization and your donor’s home country and whether this reveals opportunities in nuanced tax rules.
Donors Ineligible for Tax Deductibility: If a donor does not own a residence in the U.S., does not pay U.S. income tax, and does not live in a country with a tax treaty with the U.S., that donor will typically be unable to claim a tax benefit for their gift to a U.S. organization. For this donor, consider whether they are open to supporting your organization without a tax incentive or whether their gift can be made through an intermediary organization in the local country.
When making an ask to a foreign donor, there are two key considerations to keep in mind:
Building a supportive infrastructure, conducting research, creating personalized engagement plans, and understanding local customs, practices, laws, and regulations are all critical steps an organization should take before launching an international fundraising program. If your organization is developing a fundraising strategy for international donors, or considering your donor engagement strategy more generally, CCS Fundraising offers a suite of services that can help. For more information, contact CCS today.
This piece has been prepared for informational purposes only and is not to be construed as legal or tax advice. Individuals should consult their lawyer, accountant, or tax advisor with regard to such matters.
Tune in to hear CCS experts and development leaders share tools to transition these new donors into mission champions. Learn about key findings from a CCS survey, strategies that have been successful, the McKinsey Influence Model, and sector case studies to help you create a sustainable donor retention plan for your organization.
Senior Vice President
CCS Alum
Leverage the latest research on donor communication preferences to support your personalized nonprofit communications strategy.
Learn how to effectively analyze, refine, and refresh your donor portfolio to secure long-term fundraising success.
We’d love to help you plan your next chapter!
Do you have spreadsheet fatigue?
Are you juggling disconnected donor information across multiple spreadsheets? Tired of trying to remember which spreadsheet includes your most recent interaction, which spreadsheet includes prospect research, and which spreadsheet includes an upcoming solicitation strategy? The best solution to this common problem is to switch from tracking this information in spreadsheets to optimize reporting from—or within—your CRM (customer relationship management) software.
I understand—it can feel onerous to enter information into a CRM, create a report, and then export data from the CRM into a spreadsheet rather than just update your existing spreadsheet. But there are valuable benefits to tracking donor information in your CRM rather than spreadsheets, including:
One study found that the average tenure of a fundraiser is 16 months. To continue a seamless relationship with donors during staff transitions, it is vital that all donor interactions, research, and notes are recorded in the CRM rather than peppered throughout various spreadsheets and documents.
Rather than searching for the most recent version of a spreadsheet on your desktop or shared drive, a CRM allows you to get up-to-date data from the source. You can even create dashboards to ensure key data points are always at your fingertips—for example, gifts from prospects in your portfolio or donor interactions to date.
Especially if your organization collaboratively edits shared spreadsheets, there is a much greater chance that the contents of a cell are mistakenly deleted or changed compared to a mistake happening in your CRM. In addition, working in a CRM greatly minimizes the risk of mistakenly overwriting important past information, such as a column for “most recent interactions.”
While next steps can get buried in a spreadsheet, keeping track of follow-up actions in your CRM provides you with many options to review your to-do list, whether it is in a dashboard or notifications that remind you of what tasks are coming up and what might be overdue.
Would you like to start making the switch from spreadsheets to your CRM? Some simple first steps include:
OR
Note: if you are stuck on one of the above steps, you may need to consult a database expert, either at your organization or externally, who can help ensure that your CRM is organized in a way to best serve you and your team.
Voila! You have an updated, accurate donor or prospect report to help you and your team review important information and create a strategy. While porting information to your CRM requires an investment of time, it will certainly be worth it.
Learn more about CCS’s Systems and Change Management services.
On July 31, 2021, the extended federal moratorium on housing evictions due to COVID-19 will end. The eviction ban, which offers renters protection if they cannot pay rent, has been in place since September 2020 by the Department of Health and Human Services and was extended through July in March 2020. While some states have extended their own eviction moratoriums beyond July 2021, many have not, and those living in states that have may only qualify for relief if they are already in the process of seeking support.
What will the end of the ban mean for individuals and families who are struggling to afford rising rent costs and are at-risk of being evicted? What impacts will be had on the operational capacity and fundraising needs of organizations that address homelessness and housing stability who will be called upon to step up and provide resources for safe, stable housing and rental assistance?
According to the Census Bureau, roughly 3.6 million people claim they face eviction in the next two months and 7 million people are behind on their rent in the U.S. Based on past and recent experiences, nonprofit organizations in the homeless and housing space are already bracing for a significant spike in demand as was seen following the housing market crash of 2008 and throughout 2020 as public spaces closed and quarantines were established.
Across all nonprofits, fundraising is a critical lifeline for sustaining and growing program and service capacity. In addition to prioritizing the fortification of operations and program capacity, as well as exploring new partnerships to meet an anticipated rise in demand, housing-based organizations must also actively respond through their communications, community engagement, and fundraising efforts.
Your best donors are those who are informed and engaged. CCS Fundraising recommends assessing and updating your communications plan and fundraising materials to elevate the visibility of this emergent need, and focus on engaging the new donors who stepped up and joined you during COVID-19 as well as those donors loyal to the organization over the years.
With regards to assessing and updating communications and fundraising collateral, your newsletters, annual appeals, major gift proposals, stewardship reports, and sharable social media content will be strengthened by including the following:
Intuitively, different constituencies of donors are motivated to give for a variety of reasons. Tailored messaging for different types of donors will only further strengthen your communications and fundraising materials as you seek support in FY21 and beyond.
Donor retention is central to a strong base of annual support and the cultivation of major gifts. New donors that contributed to your organization for the first time during COVID-19 should receive messaging that communicates the value proposition of your organization. Many of these new donors joined you out of a sense of duty to support their community in a time of urgent need. As this urgent need remains, thanking these new donors for stepping up and asking for their continued support is essential. Consider answering: What were you able to do with their support? How big is your addressable population? How dire is the need? What is your measurable impact on the community?
Repeat donors and major donors are often your greatest sources of significant gifts and multi-year pledges. These donors, especially those considered your nearest and dearest, should receive personalized messaging that underscores the continued importance of their support and the very specific impact of their generosity. In addition to sharing impact, offer them specific action steps that they can take to support your plan in response to the policy change. Appreciating the impacts of ending the eviction ban may have long term implications, seeking special two-to-three-year pledges can help provide reliable support you can count on in an uncertain and ever-evolving environment.
In addition to seeing the need for and impact of their support, donors want to know what else can be done to address homelessness and housing stability. Beyond raising awareness through communications and publicity, and strategically engaging donors, all nonprofits in this space should explore how new or stronger partnerships with other public, nonprofit, and corporate entities can be used to address homelessness and housing insecurity within their community. At the state and local level, nonprofits should also explore how donors can tap into grassroots advocacy efforts to change the system and ensure access to stable housing which is paramount to ending the cycle of homelessness for individuals and families.