Key Elements
- Three 8-figure gifts, thirty 7-figure gifts, and ninety-seven 6-figure gifts
- High profile and high-performing campaign volunteers to drive campaign success
- CCS helped create campaign plans in core strategic regions throughout the country
Services Provided
The Challenge
The United States Naval Academy’s Strategic Plan 2020 required funding for six Centers of Excellence, including Academics, Admissions, Ethical Leadership, Athletics, Naval Heritage, and Quality of Life. The plan also included the creation of a new center for Cyber Security and a new Physical Mission Center.
The Solution
CCS arrived at the early stages of planning the campaign. We helped provide the guidance, structure, and important benchmarking information that would enable the U.S. Naval Academy Foundation to launch this historic and monumental undertaking. CCS also provided counsel to the Foundation to help its board and leadership make important decisions, track campaign progress, and encourage even more philanthropy.
The Impact
By aligning the support of private philanthropy with the Academy’s priorities, the campaign generated enthusiasm among alumni and other supporters about the future of the Academy. As a result, the Foundation has secured the largest gifts in the history of the Academy.
More Campaign Case Studies
The Viscardi Center
Northeast US
The Viscardi Center re-engaged CCS for a feasibility study and campaign. In just over one year of a five-year campaign, The Viscardi Center has raised the $7.5 million working goal, and is now aiming for an increased goal of $10 million.
Park Hill United Methodist Church: A New Culture of Philanthropy
Western US
PHUMC, which had not embarked on a capital campaign in 40 years, engaged CCS for a feasibility study. Our work converted to campaign strategy and activation for the Celebrating Our Legacy, Embracing Our Future campaign, which raised over $1M (30% of goal) during its planning phase.
USA for IOM: Serving Emergent and Long-Term Global Needs
Northeast US
USA for IOM partnered with CCS in three formal engagements over 28 months and four months of pro bono support implementing good stewardship practices, enhancing prospect cultivation and management, building HNWI relationships and the private sector, and boosting board engagement.
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