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Fundraising professionals in 2025 are navigating a complex philanthropic landscape, where rising inflation, a new presidential administration, and social challenges often highlight campaign needs, but impact campaign execution. With many organizations competing for donor attention, it can be difficult to stand out. In this article, we discuss how organizations can reinvigorate a stalled fundraising campaign with intentional strategies that reignite donor engagement and reposition their efforts for success.

Whether funding renovations, endowments, new programming, or something else, extraordinary campaign fundraising is essential for securing immediate resources and sustaining long-term impact. With countless organizations in active campaign mode, differentiation is key. As we enter a new year filled with fresh opportunities, now is the time to adopt targeted approaches that keep campaigns engaging, meaningful, and top of mind for constituents.

1. Re-ignite Campaign Leadership and Ensure the Campaign Remains an Institutional Priority

As key champions and advocates, your campaign leadership committee should set the tone and pace of campaign activity. They can energize, inspire, and recruit, which drives meaningful activity to influence the success and timeline of a campaign goal. Is the current campaign leadership fatigued? Has prospect engagement activity stalled? Use a “reset” moment to re-assess the profile of your role campaign leadership and consider some additional tips to keep the committee strong and productive.

Top Tips to engage leadership during a Stalled Fundraising Campaign:

Consider revitalizing or growing the committee; recruit additional campaign volunteers to support the increased pace of activity that is needed. While philanthropic support is vital, the committee should include more than just your largest donors. Consider diversifying the profile of your leadership committee with new members who are energized and willing to leverage their networks, make outreach on the organizations behalf, and participate in regular meetings.

Provide clear, updated goals and a refreshed roadmap for success to align leadership and stakeholders on priorities.

Re-position the campaign as central to the institution’s mission and vision, reinforcing its importance at every level. Ensure campaign messaging is current, compelling and included across marketing materials, website, appeals, and physical signage.

Example: A hospital’s capital campaign executive committee is a small team of four, with only two members actively fundraising since the launch of the campaign nearly two years ago. The two committee members that are actively fundraising are fatigued and feel their pace is unsustainable. Present the suggestion to invite two new committee members to join a larger group of those who are energized and willing to hit the ground running. When looking to invite new members to the group, consider the board but also prospective committee members such as trustees who are members of the development committee, advisory councils, or highly engaged volunteers who can help move the needle on campaign fundraising and activities. The committee does not necessarily need to be your largest donors, but should include members who are energized and willing to open up their contact books, outreach on the organizations behalf, and participate in regular meetings.

2. Enhance Donor Stewardship Protocol to Secure Supplemental and Future Support

Experienced fundraisers understand the value of a strong donor stewardship program and prioritize ongoing, targeted efforts at both individual and departmental levels. The same applies to campaign donors—effective stewardship ensures they feel appreciated and see the impact of their generosity. To enhance and maintain stewardship as a development priority we recommend the below tips:

Top Tips to enhance donor stewardship protocol

Implement robust, personalized stewardship strategies that demonstrate appreciation and ongoing impact.

Utilize tailored communications—such as donor impact reports, videos, or “behind-the-scenes” tours—to maintain engagement, ensuring the mission remains central in all messaging.

Build a stewardship plan with monthly or quarterly touchpoints, integrating them into team and individual KPIs for accountability and execution.

Development department heads should conduct regular benchmarking meetings with frontline fundraisers to review stewardship calendars and touchpoints. Set time-bound goals for first or repeat solicitations that are meaningful and informed by data and donor relationships. For repeat campaign donors, express gratitude, highlight their impact, and offer meaningful ways to recognize their cumulative giving.

Example: Your organization is ready to cut the ribbon and open a newly-renovated area that has yet to be named by a donor. Invite a highly-curated group of a few top prospects that have been vetted as potential donors to name the space for a behind-the-scenes tour of the opening. Offer this as an exclusive first look and consider giving a preview of other areas set to open in the campaign. Giving prospects the exclusive access will elevate the opportunity and create a sense of urgency.

A picture of a fundraiser giving donors a private tour of a new building to reinvigorate a stalled fundraising campaign.

3. Refresh Your Case for Support and Provide Innovative Opportunities to Give

Developing a strong case for support is a critical early step before launching a campaign. It should immediately capture prospects’ attention and inspire them to participate. As the campaign progresses, refreshing the case to reflect milestones and evolving goals is essential to maintaining momentum.

Keeping campaign materials innovative, inspiring, and outcome-driven sustains donor interest and encourages new or increased giving. Organizations should be aspirational and creative in offering diverse giving opportunities, including updating naming options and expanding ways to contribute.

Top Tips to Refresh Your Case for Support During a Stalled Fundraising Campaign

Refresh campaign messaging to highlight recent successes, celebrate major gifts, and emphasize urgent needs. Integrate campaign messaging into other appeals, such as direct mail or year-end giving.

Incorporate new visuals—including images, renderings, and infographics—to showcase progress and maintain engagement.

Refine the philanthropic value proposition to ensure it remains compelling and aligned with donor priorities.

Leverage early and board gifts to inspire additional support and encourage increased giving in the campaign’s later phases.

4. Conduct Ongoing and Robust Prospect Research Aligned with Actionable Plans Amidst a Stalled Fundraising Campaign

Active prospecting is essential throughout a campaign to identify both new and past donors. Frontline fundraisers, campaign leadership, and designated prospect researchers should collaborate closely to routinely evaluate and refine prospect lists, ensuring a steady pipeline of potential supporters.

Top Tips for robust prospect research:

Regularly reassess the prospect pipeline and maintain an annotated table of gifts to guide solicitation planning. Consistently updating this table helps identify gaps and determine where new prospects are needed.

Expand prospecting beyond donor databases by exploring other organizational networks, such as memberships, client or patient databases, and alumni groups. Conduct screenings to uncover potential donors within these communities.

Use data-driven research to identify new prospects with untapped giving capacity, leveraging various entry points and constituent groups.

Develop targeted engagement strategies that align with donor motivations and interests, ensuring meaningful connections and long-term support.

Recommendation: Assign a metric to each frontline fundraiser and portfolio holder to bring one to two new prospects either from their portfolio or other research points. Have a metric tied to prospecting and keep folks accountable by offering a new prospect as a standing agenda item during regular meetings such a development team meetings, moves management discussions, or 1:1 meetings with supervisors. Each should come prepared with a few data points such as giving history, capacity, affinity, and other philanthropic indicators.

Moving Forward with Momentum

Stalling campaigns offer an opportunity for reinvention and renewed energy around fundraising.

By applying the above strategies, organizations can position their campaigns for success in 2025. Keeping donors engaged and connected in an increasingly competitive philanthropic landscape is paramount for development staff, frontline fundraisers, and campaign leadership.

A well-executed plan to reignite your campaign not only meets fundraising goals but also strengthens relationships, builds a foundation for future support, and elevates awareness and reputation in an ever-growing sector.

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Publication

CCS Philanthropy Pulse

February 13, 2025

Uncover the latest fundraising trends in the 2025 CCS Philanthropy Pulse report! Packed with data-rich insights from 600+ nonprofit organizations across diverse nonprofit sectors, this free report will help you plan for success in 2025.

Article

Making the Case for Endowment at Your Independent School

May 9, 2024

The COVID-19 pandemic and the fluctuating economy in the years since revealed how critical endowments are for the growth and sustainability of independent schools. Learn how to make the case for an endowment at your school with our concrete tactics.

SEE ALL IN: Campaign Management

When the Diocese of Helena launched a record-breaking Catholic fundraising campaign, it wasn’t just about raising money—it was about opening hearts and revitalizing faith. In this article, we explore five Catholic fundraising strategies that helped make this campaign a transformative success. These strategies, from crafting heartfelt messaging to fostering a culture of generosity, offer actionable insights for any diocese or parish looking to strengthen both financial and spiritual commitments.

About the Catholic Diocese of Helena

In January 2023, drawn to CCS’s decades of expertise in successful fundraising for the religious sector, the Foundation for the Diocese of Helena partnered with CCS Fundraising to launch a capital campaign. From the outset, the Foundation emphasized that the campaign’s success would not be measured by dollars alone—it also needed, in the Foundation’s words, “to be the tip of the spear for a new evangelization,” and to actively involve the community in a shared mission of faith.

Like so many dioceses across the country, the last two decades have proven challenging for the Diocese of Helena. The number of registered Catholics in the Diocese has dropped by nearly one-third to 40,000 parishioners. The Foundation and the diocese’s new bishop, Most Reverend Austin A. Vetter, knew that it was important to recommit themselves to a missionary spirit. A new apostolic mission would need to be embraced, and the Diocese requested that CCS develop a 21st-century campaign – with an audacious $30 million goal – to do just that.

Together, We Raised $94 Million on a $30 Million Goal

This innovative strategy produced genuinely transformative results for the Diocese. Over a 22-month campaign, we raised over $46 million in cash and pledges and an additional $48 million in legacy gifts. In total, the generosity of parishioners in this diocese of just 15,000 households surpassed $94 million.

Dan Thies, the executive director of the Foundation, summed up the focus of this campaign and why it was different from any other of which he was aware.

“Oftentimes we think that a campaign is only about money, but this campaign is not that. This campaign is about hearts. It’s about bringing God to all people.”
Dan Thies, Executive Director, Foundation for the Diocese of Helena

Read on for five strategic approaches that the Diocese of Helena used to garner campaign success that you can apply to your (arch)diocese or parish.

Catholic Fundraising Tip #1: Consider Your Unique Messaging—From the Heart, to the Heart

With a focus on “hearts of the faithful,” the Diocese was very deliberate in its choice of imagery and messaging. With this theme as a throughline, the Diocese made the following intentional decisions.

Deliberate name choice for the campaign

The Diocese chose the well-known verse from the first Epistle of John, “… because He first loved us …” (1 John 4:19), as the name for the campaign because, as explained in their campaign materials, “God’s love is the necessary starting point of our lives.”

Thoughtful graphic design for the logo

The Diocese made a decision to highlight the Sacred Heart of Jesus in its campaign logo because as Thies explained in a video we produced to train volunteers, “The dynamism (of the Sacred Heart) is a dynamism we want in all of our people’s hearts. So, as we go out, as we encounter the Lord, as we’re transformed by His love, we want our hearts to start looking like His. One fire with His love and that that love is then brought to all people.” The campaign logo can be viewed here:

Standardized messaging to stakeholders, including volunteers

In our training of clergy and lay volunteers, we encouraged them to look at this effort as a “campaign for hearts,” knowing that the financial investment for the work of Diocese would follow an open heart. We trained volunteers to spend the first half of a visit discussing their shared Catholic faith, learning more about the person’s faith journey, and planting seeds for even more intentional discipleship—eventually working toward an invitation to invest in the shared work of building God’s Kingdom in the second half of the meeting. With a heart-centered community of faith, our impact was stronger.

Authentic vision for the community

We reinforced the campaign as a deeply spiritual experience for pastors, parish leadership, and volunteers, and for each person invited to participate in the campaign with love and enthusiasm in their hearts.

Catholic Fundraising Tip #2: Use Your Campaign as an Opportunity to Deepen Their Faith

CCS highlighted to campaign leadership the opportunity for the Bishop, pastors, and volunteers to personally visit many of the 15,000 households in the Diocese. Each campaign visit was seen as an opportunity for an encounter with Christ to discuss their shared Catholic faith, learn about individuals’ faith journeys, and foster deeper discipleship.

Working closely with Foundation leadership, CCS supported pastors and volunteers to use these personal visits, as St. Paul said, to “open hearts wide for the Lord” (2 Corinthians 6:11-13). Ultimately, this approach aimed to inspire an investment in the Diocese’s work to build support among the faithful in Western Montana.

Catholic Fundraising Tip #3: Move From Owner and Donor to Steward and Disciple

As CCS developed the campaign plan, the initial focus was on cultivating a culture of gratitude and generosity within the Diocese—acknowledging that both are learned through meaningful encounters with Jesus and then a new lens of seeing our relationship with God.

It was clear that the campaign needed to focus on forming disciples, not just donors. The goal was to help the Holy Spirit inspire individuals to see themselves as stewards, rather than owners, of what God had entrusted to them. This perspective naturally leads to greater generosity and resource sharing to build God’s Kingdom.

Catholic Fundraising Tip #4: Encourage Clergy to Discuss Money in the Context of Discipleship

A University of Notre Dame study on Catholic giving revealed that Catholics, on average, give less than other US Christians. The study highlights that the “giving gap” stems from a lack of “spiritual engagement with money.” Without this engagement, many Catholics compartmentalize their financial decisions, viewing them as separate from faith and spiritual life. The findings recommend that parish discussions about money should focus not on meeting organizational needs but on fostering spiritual growth and personal and global transformation. This approach requires a shift in conversation from “paying the bills” to “living the vision.”

These findings, coupled with clergy’s general discomfort discussing money, underscored the need to address the topic head-on.

We worked with clergy and volunteers alike to lean into what we coined a “Theology of Generosity.”  It is a theology that looks to Jesus as the example of the perfect generous steward.  A theology where, as in the Gospel story of the rich young man, Jesus asks us to put everything at His disposal and to follow Him. By aligning generosity with faith, both clergy and laity transformed their invitations to participate in the campaign; financial gifts were no longer presented as something the Church wanted from people, but as something that was ultimately for them and the community.

Catholic Fundraising Tip #5: Invite People to Consider the Legacy of Their Catholic Faith

When Bishop Vetter approached the first couple, they pledged both a financial gift and a bequest from their estate, making it clear that every disciple in the Diocese could be invited to consider the legacy of their Catholic faith in their estate plans.

Bishop Vetter achieved remarkable success during the Lead Gifts phase, with every one of the first ten households he visited committing to an estate gift, making their “last earthly gift” a reflection of their faith and values. This momentum carried into the first two waves of parish campaigns, where additional estate gifts were secured. Partnering with Free Will’s complementary online will creation tool in the final phase significantly increased the number of estate gifts, ensuring that the campaign would leave a lasting impact on the Diocese’s mission.

We Encourage You to Leverage These Catholic Fundraising Strategies for Campaign Success

The Diocese of Helena’s campaign, rooted in faith and fueled by the generosity of its community, stands as a testament to the power of innovative strategy and spiritual mission. By focusing on discipleship, fostering authentic connections, and inspiring a culture of Christian stewardship, the Diocese not only surpassed its financial goals but also deepened the faith of its members. The lessons from this extraordinary campaign offer a blueprint for dioceses and parishes seeking to unite their communities in purpose and passion for their shared mission.

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Article

Stalled Fundraising Campaign? Reignite It With These Four Steps

March 7, 2025

Learn how to reinvigorate a stalled fundraising campaign with intentional strategies that reignite donor engagement and investment.

Article

CCS Philanthropy Pulse: Faith Spotlight

February 2025

This Faith Sector Spotlight is adapted from CCS’s 2025 Philanthropy Pulse report to provide an in-depth look at the data provided by 38 survey respondents from that sector.

SEE ALL IN: Catholic

Explore the entire 2025 Philanthropy Pulse report.

Download the Arts and Culture Sector Infographic

A variety of arts and culture organizations are represented in this year’s report.

fundraising practices in the Arts and Culture Sector

Most arts and culture institutions (58%) report revenue increases vs. their prior fiscal year, about the same rate as last year. Most (66%) of organizations get 20% or less of their giving in the form of non–cash assets, despite evidence that nonprofits accepting non-cash donations grow nearly five times faster on average than organizations accepting only cash gifts.

arts and culture projections and priorities

Fifty-eight percent (58%) of arts and culture organizations predict an increase in annual appeal income in 2025, while 60% anticipate increased income for mid-level gifts. Donor acquisition was ranked a top challenge by 55% of respondents in the sector, followed by board and leadership development at 28%. Fifty-eight percent (58%) believe DEI is important to define their organization’s values, compared to 63% across all sectors in the US. Embracing inclusivity and focusing on DEI issues can be crucial for engaging next-gen donors who prioritize global issues embedded in the arts and culture sector, such as social justice and free expression.

The Cincinnati Symphony Orchestra offers a unique case study in DEI engagement. With a goal of eliminating barriers to access, they offer free community concerts, collaborate with community partners, and provide a variety of ticket discounts and pay structures. Learn more about their innovations.

Subscription Sales at Arts and Culture Institutions

While 36% of respondents do not have a subscription or membership model, 64% of arts and culture organizations report the same or an increase in subscription sales during the past year.

staffing and resourcing in the arts and culture sector

In 2024, 30% of participating organizations increased their fundraising staff, compared to 23% across sectors. While half of all organizations increased staff pay by 4% or more over the past three years, 52% of organizations in this sector saw an increase. Beyond fundraising staff, many arts and culture organizations are turning to their board members for additional advancement support.

One way to engage your community is through an association board to engage next-generation donors.

donor acquisition and retention

Sixty-five percent (65%) of organizations indicate that their number of new donors has increased in the past 12 months, as compared to 53% across sectors. Fifty-six percent (56%) of organizations report retaining over half of their new donors over the past 12 months, compared to 53% last year in the sector, and 49% across all sectors.

Learn more about 2025 donor acquisition and retention strategies in our new article.

Visitors and Audience Trends at Arts and Culture Institutions

Most (60%) arts and culture institutions across the US experienced an increase in visitors and audience members in 2024 compared to the previous year.

arts and culture AI, data, and technology

Forty-three percent (43%) of arts and culture organizations use AI technology in their operations, an uptick from 28% in the previous year, as compared to 53% across sectors. Explore valuable insights, strategies, and tools to support your arts and culture institution’s growth in AI.

The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.

EXPLORE THE FULL REPORT

Explore the entire 2025 Philanthropy Pulse report.

Download the Faith Sector Infographic

Respondents representing a congregation, house of worship, or parish constituted the most common (35%) type of survey participant, followed by arch/dioceses (23%). The three most common religious affiliations included Roman Catholic (58%), Jewish (20%), and Anglican/Episcopal (15%).

fundraising practices in the faith sector

Sixty-six percent (66%) of all religious organizations report revenue increases versus their prior fiscal year, an increase of 18% from last year’s results, as compared to 62% across all sectors. The majority (76%) of organizations get 20% or less of their giving in the form of non–cash assets. Churches might consider reinvesting in their offertory program to maintain revenue growth and keep up with inflation and growing expenses.

Eighty percent (80%) of religious institutions achieved over 80% of their annual stewardship goal in 2024, while 20% achieved 20% or less of their goal.

When considering arch/dioceses specifically, 37% of time is spent on annual appeal, followed by parish support (27%), and capital campaigns (16%).

religious institutions’ projections and priorities

Seventy-three percent (73%) of participants expect mid-level gifts to increase in 2025, followed by deferred gifts (63%), major gifts (60%), and annual appeal (53%). With a renewed focus on digital giving, faith-based organizations might consider highlighting faith-based values in online communications. For example, Jewish synagogues could include a Tzedakah donation page on their website.

Forty-two percent (42%) of respondents believe DEIB is important to build trust and strengthen community relationships, compared to 49% across sectors.

staffing and resourcing in the faith sector

In 2024, 13% of responding organizations increased their fundraising staff, compared to 58% across sectors. While half of all organizations increased staff pay by 4% or more over the past three years, 49% of respondents report doing so in the faith sector.

To support pastoral planning, houses of worship participated in a myriad of staff exercises. Religious leadership could leverage our seven steps for planning, implementing, and integrating a visioning workshop at their congregation.

Allocation of Financial Support at Religious Institutions

Most organizations allocate funding to spreading the gospel and discipleship initiatives (26%), followed by mission and outreach efforts (21%) and seminarian support and clergy development (21%).

Jewish houses of worship might consider incorporating their own programmatic priorities in holiday-based communications.

donor acquisition and retention in the Faith Sector

Sixty-two percent (62%) of organizations indicate that their number of new donors has increased in the past 12 months, as compared to 54% across sectors. Fifty-nine percent (59%) of faith organizations report retaining over half of their new donors over the past 12 months, compared to 49% overall. Faith-based institutions might consider leveraging specialized legacy societies as a powerful donor acquisition and retention tool.

Learn more about 2025 donor acquisition and retention strategies in our article.

AI, data, and technology in the faith sector

Forty-eight percent (48%) of faith organizations use AI technology in their operations, an uptick from 30% in the previous year, as compared to 53% across sectors. Explore valuable insights, strategies, and tools to support your nonprofit’s growth in AI.

The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.

EXPLORE THE FULL REPORT

Explore the entire 2025 Philanthropy Pulse report.

Download the Healthcare Sector Infographic

Survey respondents represented the following types of healthcare organizations.

fundraising practices at Healthcare Institutions

Nearly six in 10 healthcare institutions (59%) report revenue increases versus their prior fiscal year, a jump in 10 percentage points from 2023, as compared to 62% across all sectors. Nearly three-quarters (72%) of all healthcare organizations get 20% or less of their giving in the form of non-cash assets. Healthcare nonprofits might consider corporate funding partnerships with digital health startups: nonprofits would align with industry-focused and tech-forward initiatives, and healthcare companies would partner with mission-aligned efforts to appeal to their value-based investors. Most (64%) fundraising operations are fully centralized.

Most (96%) healthcare organizations are either becoming more centralized or staying the same.

health sector projections and priorities

Fifty-seven percent (57%) of participants expect major gifts to increase in 2024, compared to 56% for mid-level gifts and 48% for events. Sixty-three percent (63%) of respondents believe DEI is important to build trust and strengthen community relationships, compared to 49% across sectors. Various tactics for understanding the needs of your community, including asking emergency room physicians about health equity issues, could offer direction for fundraising needs to align your actions with your values.

Most institutions report philanthropic grants (21%), major gifts (20%), and events (15%) as their top sources of fundraising income.

staffing and resourcing in the health sector

In 2024, 24% of responding healthcare institutions increased their fundraising staff, as compared to 34% in 2023. While half of all organizations increased staff pay by 4% or more over the past three years, 53% of respondents report doing so in the health sector. Healthcare nonprofits might consider creating opportunities for upward mobility and other tactics to support staff amidst a fast-paced and high-achieving work environment.

The top two engagement tactics to involve physicians in fundraising efforts include participating in outreach initiatives (30%) and giving personal donations and contributions (27%).

donor acquisition and retention in the health sector

Fifty-one percent (51%) of healthcare organizations indicate that their number of new donors has increased in the past 12 months, down from 65% last year, and lower than the cross-sector average (54%). Forty percent (40%) of institutions report retaining over half of their new donors over the past 12 months, compared to 49% overall. Healthcare nonprofits might consider leveraging specialized legacy societies as a powerful donor acquisition and retention tool.

Learn more about 2025 donor acquisition and retention strategies.

data and technology at healthcare institutions

Fifty-nine percent (59%) of healthcare organizations use AI technology in their operations, an uptick from 43% in the previous year, as compared to 53% across sectors. Explore valuable insights, strategies, and tools to support your healthcare institution’s growth in AI.

The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.

EXPLORE THE FULL REPORT

Explore the entire 2025 Philanthropy Pulse report.

Download the Higher Education Sector Infographic

Many institutions are wondering how the presidential election may impact their fundraising in 2025. Long-term trends suggest a steady increase in funding; the most recent data reports that higher education institutions received $58 billion in annual charitable donations, with growth among unrestricted endowments and irrevocable deferred gifts.

Higher Education fundraising practices

Most higher education institutions (81%) report revenue increases versus their prior fiscal year, which is higher than the overall rate across sectors (62%). Sixty-three percent (63%) of schools get 20% or less of their giving in the form of noncash assets. Though often overlooked, there is potential in retirement assets for charitable giving; institutions of higher education might consider focusing on noncash donation vehicles that offer personal financial advantages during major gift conversations.

higher education projections and priorities

Fifty-one percent (51%) of participants expect deferred gift commitments to increase in 2025, followed by an expected increase in foundation (49%) and mid-level (49%) gift increases.

Likewise, fifty-one percent (51%) of respondents believe DEI aligns with their institution’s values mission, and social justice goals, compared to 63% across sectors. Fundraising for DEI initiatives at colleges and universities will remain a key topic of conversation amidst policy changes and variable governmental support.

staffing and resourcing in the higher education sector

In 2024, 58% of responding institutions increased their fundraising staff, compared to 29% in the previous year. While half of all organizations increased staff pay by 4% or more over the past three years, 53% of schools in this sector saw an increase. Managing fundraising efficiency and staff ratios in light of these evolving sector dynamics remains an important way to maximize ROI and employee satisfaction.

donor acquisition and retention at Higher Education Institutions

Alumni continue to be a key source of new and existing donors among institutions of higher education. Fifty-one percent (51%) of higher education institutions indicate that their number of new donors has increased in the past 12 months, an increase in six percentage points from last year, as compared to 53% across sectors. Fifty percent (50%) of higher education institutions report retaining over half of their new donors over the past 12 months, compared to 49% overall. Colleges and universities might consider sourcing new donors by re-engaging those closest to their organization, including board members and faculty.

Learn more about 2025 donor acquisition and retention strategies in our article.

data and technology in higher education fundraising

Forty-nine percent (49%) of higher education organizations use AI technology in their operations, an uptick from 30% in the previous year, as compared to 53% across sectors. Explore valuable insights, strategies, and tools to support your higher education institution’s growth in AI.

The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.

EXPLORE THE FULL REPORT

Explore the entire 2025 Philanthropy Pulse report.

Download the Human Services Sector Infographic

human services sector fundraising practices

Just over half (54%) of human services organizations report revenue increases versus their prior fiscal year, as compared to 62% across all sectors. Three out of every four (75%) organizations get 20% or less of their giving in the form of non-cash assets, which shows a shift toward non-cash giving from the prior year’s rate (53%).

trends in funding priorities at Human Services Organizations

In the past twelve months, organizations saw an increase in demand or outsized growth of funding in housing assistance and mental or behavioral health assistance, among other services.

human services sector projections and priorities

Fifty percent (50%) of participants expect mid-level gifts to increase this year, followed by expected increases in major gifts (47%) and annual appeal (45%). Organizations might consider leveraging family foundations as a source of mid-level and major gifts. Sixty-nine percent (69%) of respondents believe DEIB aligns with their organization’s values, mission, and social justice goals, compared to 73% across sectors.

Human Services Organizations Have been Responsive to Episodic Giving

Human services nonprofits have deployed numerous donor engagement tactics in response to episodic giving, including adjusting communication focused on ongoing needs (26%), focusing on immediate fundraising for specific needs (19%), and enhanced donor stewardship and recognition programs (16%).

staffing and resourcing in the human services sector

In 2024, 55% of responding human services organizations increased their fundraising staff, up from 38% in the prior year, as compared to about 58% across sectors. While half of all organizations increased staff pay by 4% or more over the past three years, 55% of respondents report doing so in the human services sector.

donor acquisition and retention

Fifty-two percent (52%) of organizations indicate that their number of new donors has increased in the past 12 months, which is similar to 54% across sectors. Thirty-six percent (36%) of organizations report retaining over half of their new donors over the past 12 months, compared to 49% overall. Human services nonprofits might consider leveraging specialized legacy societies as a powerful donor acquisition and retention tool.

Learn more about 2025 donor acquisition and retention strategies in our article.

human services AI, data, and technology

Fifty-four percent (54%) of human services organizations use AI technology in their operations, an uptick from 32% in the previous year, as compared to 53% across sectors. Explore valuable insights, strategies, and tools to support your nonprofit’s growth in AI.

The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.

EXPLORE THE FULL REPORT

Explore the entire 2025 Philanthropy Pulse report.

Download the Primary and Secondary Education Sector Infographic

fundraising practices in the Primary and Secondary Education sector

Almost half of primary and secondary schools (45%) report revenue increases versus their prior fiscal year, a 10% drop in last year’s estimation, and lower than the average (62%) across sectors. However, the year-over-year revenue has increased according to NAIS Facts at a Glance, as median funds received were $1.5 million, a $1 million gain from 2023, for independent schools.

Sixty-two percent (62%) of schools get 20% or less of their giving in the form of non-cash assets.

annual fund updates for primary and secondary education

Just under half (44%) of all primary and secondary schools report that their annual fund increased in 2024. For more information on how to reinvest in your annual fund, check out our three-part article series for primary and secondary schools.

Of all sources, responding schools’ annual fund support comes mostly from parents (27%), a figure that has remained relatively stable year-over-year. Innovative alumni-engagement tactics can help bolster your approach with recent graduates.

projections and priorities for primary and secondary schools

Sixty-one percent (61%) of participants expect major gifts to increase in 2025, followed by an expected increase in mid-level gifts (50%) and annual appeal (44%). Seventy-four percent (74%) of respondents believe DEI is important to define their school’s values, compared to 63% across sectors.

Endowment Gifts at Primary and Secondary Schools

Over half (54%) of donors are prioritizing tuition assistance and scholarships in their endowment gifts. Check out this guide for how to make the case for endowment at your independent school.

staffing and resourcing in the primary and secondary school sector

In 2024, 17% of responding schools increased their fundraising staff, compared to 30% in the previous year. While half of all organizations increased staff pay by 4% or more over the past three years, 52% of schools in this sector saw an increase. Notably, the median salaries for directors of advancement and directors of development for 2024 were $151,107 and $105,000, respectively.

Primary and Secondary School donor acquisition and retention

Fifty-four percent (54%) of schools indicate that their number of new donors has increased in the past 12 months, an increase in six percentage points from last year, as compared to 53% across sectors. Sixty-five percent (65%) of schools report retaining over half of their new donors over the past 12 months, compared to 49% overall. Whether or not your school is in the position to campaign, key tactics like strengthening your culture of philanthropy and establishing a major gift initiative can help onboard and sustain key supporters.

Learn more about 2025 donor acquisition and retention strategies in our article.

Primary and Secondary School Fundraising Campaigns

Almost two-thirds (62%) of primary and secondary schools are engaged in a fundraising campaign.

AI, data, and technology for primary and secondary schools

Fifty-two percent (52%) of primary and secondary schools use AI technology in their operations, an uptick from 45% in the previous year, as compared to 53% across sectors. Explore valuable insights, strategies, and tools to support your school’s growth in AI.

The data on this page was curated from a questionnaire taken by nearly 650 responding organizations during the fall of 2024, reporting on FY2024 results.

EXPLORE THE FULL REPORT

Donor acquisition and Retention is on the mind of most nonprofits…

…and if it isn’t on yours, it should be. The 2025 CCS Philanthropy Pulse report asked organizations about the top challenges they face today. Seventy percent (70%) of respondents said donor acquisition or retention are top challenges. While the number of respondents who name donor acquisition or donor retention as a top challenge has decreased over time, they have persisted as big challenges for most organizations since our first Philanthropy Pulse survey in 2021.

steps for developing a successful acquisition and retention plan

Consider the following steps to develop a successful donor acquisition and retention strategy for your organization:

Examine the trends
Assess your organization’s data and trends
Segment your audiences
Develop compelling content
Set measurable goals
Strategically budget for success
Keep it simple

1. Examine the Trends for Donor Acquisition and Retention

Episodic Donors

In 2025, organizations are re-evaluating their donor acquisition and retention strategies to ensure sustained support beyond moments of heightened urgency. This includes demonstrating the lasting impact and relevance of their missions, even as immediate pressures subside.

This phenomenon is not new; in 2024, many organizations faced the challenge of engaging “election-year donors”— supporters whose contributions were driven by increased attention to mission-driven causes during the election year. This effort builds on initiatives that began in early 2020, when organizations worked to transition “crisis donors”, those who made one-time, reactive gifts in response to the COVID-19 pandemic and racial justice movements, into “mission donors” committed to long-term support driven by a deep belief in the organization’s purpose.

Donor Acquisition and Retention Strategies Differ by Generation

Of course, these episodic donors are not the only donors your organization wants to acquire or retain in 2025. According to CCS’s Philanthropic Landscape Report, generation plays a significant role in donor behavior. Please note that these annual generational trends are simply trends, and may be nuanced in your organization and with your donors.

The Silent Generation

The Silent Generation (born 1925-1945) comprises 4.9% of the population and holds assets of $19.7 trillion. Eighty-eight percent (88%) of this generation donates, with an average gift of $1,367 to about 6.2 charities. Their motivations for giving tend to be loyalty or personal connections to the causes they support, and they are known for long-term commitment to these nonprofits.

Boomers

Boomers (born 1946-1964) comprise 20.9% of the population and hold the most wealth at $76.2 trillion. Seventy-two percent of this population donates, with an average gift of $1,212 to 4.5 charities. This generation is motivated to give to traditional, well-established organizations with proven impact, such as educational institutions or healthcare charities. They are also inclined to use offline giving methods, such as writing checks, responding to direct mail campaigns, or participating in in-person fundraising events.

Gen X

Gen X (born 1965-1980) comprises 19.5% of the population and holds $37.8 trillion in assets. Fifty-nine percent of this generation donates with an average gift of $732 to four charities. This generation tends to be motivated by environmental issues, education, and children’s welfare and is the cohort most likely to fundraise for a cause, pledge a donation, and volunteer their time to the organizations they support. They also prefer text messages or voice calls, regularly check email, and stay updated on social media feeds.

Millennials

Millennials (born 1981-1996) comprise 21.7% of the population and hold $13.3 trillion in wealth. Eighty-four percent of this generation donates with an average gift of $481 to 3.3 charities. This generation is motivated to give to organizations closely aligned with their values on societal and economic issues. They tend to conduct thorough research or establish personal connections with a nonprofit before donating.

Gen Z

Gen Z (born 1997-2012) comprises 20.7% of the population, but there is insufficient data on their assets. Forty-four percent of this generation gives with an average gift of $785 to 3 charities. This generation is most inspired to give if they trust an organization, believe in its mission, and see evidence that the nonprofit gives back to the community. A digital native generation, Gen Z uses social media platforms to spread awareness and mobilize support, and are more inclined to give their money and time to volunteering and spreading awareness for a cause.

These generational profiles, as well as trends episodic donors, are unique to this moment in the philanthropic landscape. They also mark an opportune time to reevaluate your donor acquisition and retention strategies. As your organization builds its 2025 fundraising plan, it can be helpful to remember that as the philanthropic landscape evolves, so should your acquisition and retention strategies. Competition for attention and dollars is as fierce as ever—and nonprofits across the country continue to see donor acquisition and retention as key organizational challenges. To help your organization stand out and retain a larger number of one-time donors and attract first-time donors, keep the following considerations in mind to inform your plan of action.

2. Assess your organization’s data and trends

The past five years saw industry-wide philanthropic trends shift at an accelerated pace. Chances are high that your organization also saw notable changes in the ways donors engage. The first step to developing a strong strategy around acquisition and retention is to understand your own organization’s shifting trends.

As you take a deep dive into your organization’s donor retention and acquisition rates over the past five years, consider seeking answers to the following questions:

What was your acquisition/retention rate trajectory from 2019 to 2024?
How did economic, political, and social changes, as well as the COVID-19 pandemic, affect this trajectory?
What segments of donors saw the most fluctuation?
What channels of communication have been most effective to reach your target audience?

A picture of data trends reflected in the glasses of a nonprofit fundraising professional developing a donor acquisition and retention plan.

Leverage the Power of AI to analyze your donor database

Predictive AI can help with the acquisition of new or lapsed donors and the retention of current donors. By analyzing patterns in donor behavior, such as giving history, demographics, and engagement levels, predictive modelling creates statistical profiles of loyal and acquired donors that can be used to prioritize and segment the larger donor database. Focusing efforts on donors who score well and de-prioritizing those that don’t score well can generate improved ROI and increased revenue. Tools powered by predictive AI can also provide value to major and legacy giving efforts, enabling organizations to focus resources on cultivating meaningful relationships with donors who are both capable and aligned with their mission.

Evaluate Your Direct Marketing Outreach Efforts

Some organizations, citing success in digital fundraising and an increased focus on sustainable practices, have drastically reduced or eliminated direct mail outreach. Others are finding even greater success through acquisition mailings. Now is the time to deeply assess what your data tells you about the direction your organization might be heading.

These questions will be important to explore to get a clearer picture of how your organization has experienced the uncertainty of the past few years. Once you uncover trends in your organization’s fundraising data, you can begin to develop and implement a plan to capitalize on the areas where you’ve been successful.

3. Segment your audiences

Now that you’ve taken a magnifying glass to your organization’s recent data and trends, it’s time to put a plan into action. The outcomes of your internal assessment should provide a good starting point for formulating your acquisition and retention plan for 2025.

A good acquisition and retention plan should speak directly to your target audiences by sharing compelling stories of your mission’s impact. It should include strategic and measurable goals and you should be prepared to adjust any approach as needed. Lastly, a good plan should always maintain a donor-centric approach to ensure that it is simple and intuitive to engage with your organization.

Segment your donors and prospective donors

A young donor who made a first-time $20 gift through your organization’s social media page might respond differently to certain content than an older donor who wrote and mailed a $20 check in response to a mailing. Your strategies should be unique to the segments you are trying to reach.

4. Create topical, compelling, and Personalized content

Strive for content that educates donors on how your organization’s mission is making an impact now, in real-time. Regardless of the platforms and channels through which your organization most successfully reaches donors, successful acquisition and retention strategies often revolve around educating donors on your mission through compelling storytelling. What are the stories your organization can tell that highlight how and why your organization’s mission is making an impact right now? Ensure that your content speaks to an ever-diversified donor demographic and strives to cultivate a more inclusive and equitable philanthropic sector.

Your content will be the primary way your audiences will engage with your organization. Take time to create targeted and meaningful donor journeys to educate them on why they should invest or continue to invest in your mission.

5. Set measurable goals and continually assess progress

As you develop your plan, be sure to lay out clear and measurable goals. Evaluate these goals on a regular basis and be prepared to be agile in shifting priorities or content strategies.

As a potential goal-setting benchmark, CCS’s internal Data Analytics, Systems, & Research team observes an average donor retention rate of 46% across the organizations CCS has worked with over the last 5 years.

6. Strategically budget to meet your Donor Acquisition and Retention goals

If your organization has experienced an organic influx of new donors over the past few years, you might consider the acquisition cost of those new donors as near-zero. As funds were not spent on acquiring these donors, you might consider heavier investment into retaining these types of donors. Be sure that your costs are supporting outcomes that help reach the goals you’ve set.

7. Make It simple to make a first-time gift or give again

As digital fundraising continues to grow, ensure that giving to your organization, across all platforms, is simple and straightforward. Once you’ve done the legwork to compel a donor to give or give again, you don’t want to lose them due to an arduous donation process.

Having a solid donor acquisition and Retention Strategy will help you succeed

Following these steps will support your organization in building a strong plan to attract and retain donors in 2025. In an environment where many organizations are grappling with questions around donor acquisition and retention, having a strategic, measurable, and nimble strategy backed by strong content will make your organization stand out among the noise.

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In today’s competitive fundraising landscape, nonprofits are looking for new, efficient ways to identify their most generous donors. The Faster Funnel Process, developed at Thomas Jefferson University and Jefferson Health, automates and optimizes the qualification of major gift prospects. In this article, learn how to apply the Faster Funnel Process to your organization to support major gift fundraising, save time, and ensure that development officers can focus on your most promising leads.

What is Prospect Qualification in Major Gift Fundraising?

Prospect qualification in major gift fundraising is the process of evaluating and determining whether a potential donor (prospect) has the capacity, willingness, and alignment to make a significant financial contribution to an organization. It is a critical step in the fundraising cycle, ensuring that time and resources are directed toward prospects most likely to support the organization’s mission.

The Challenge of Prospect Qualification

Prospect qualification in philanthropy is akin to online dating: it requires patience, involves frequent rejection, and can rely on time-consuming methods like phone calls and emails that detract from engaging with high-potential prospects. The Faster Funnel process addresses these challenges by automating the initial qualification phase, allowing prospects to self-qualify and thus enabling gift officers to concentrate on those most likely to engage.

In today’s fast-paced environment, efficiency is everything. The Faster Funnel Process modernizes traditional qualification methods through the strategic use of automation and data-informed insights, allowing organizations to uncover the most engaged and mission-driven prospects more effectively.
David Ritchie, Assistant Vice President, Information Management and Analytics, Thomas Jefferson University and Jefferson Health

The Four-Step Faster Funnel Process for Major Gift Fundraising

1. Identify Qualified Prospects

The Faster Funnel Process begins with prospect researchers actively identifying unassigned prospects with a high potential to give by analyzing donor data such as giving history, engagement patterns, and wealth screening results. Depending on the organization’s unique goals, a rating system (e.g., 1, 2, 3) could be implemented to prioritize prospects based on engagement levels and potential impact. Researchers consider previous engagement types, including individuals who:

Have expressed interest in forming a one-on-one relationship with a fundraiser
Have compelling reasons to give
Have engaged with the organization previously
Demonstrate the capacity to contribute

In addition to an assessment of internal data, researchers use tools like DonorSearch to record key indicators such as net worth, philanthropic history, and stock holdings. The data analytics team analyzes donor trends and applies predictive modeling to identify high-potential prospects. These individuals are then grouped together to receive a customized email journey that encourages further self-qualification responses.

2. Configure a Custom Email Journey to Promote Self-Qualification

A series of emails act as the second step of the Faster Funnel Process. These emails feature content tailored to the prospect’s interests in the organization. For instance, a healthcare organization might include updates on research, clinical trials, and philanthropic impact. Organizations can track recipients’ engagement with the emails. Prospects who interact with this content demonstrate alignment with the organization’s mission, and the team adds them to the pool for gift officers to contact.

The fundraising and communication teams then craft emails to feel personal and engaging, using formats such as impact stories, organizational updates, videos, or plain-text messages that resemble direct emails from leadership. Throughout the journey, various formats are tested to identify the most effective content for engaging prospects. Prospects can self-qualify by requesting contact with a major gift officer (MGO) or by making an initial gift substantial enough to warrant a “thank you” call. The gift threshold should be defined during the planning process in collaboration with the prospect research team.

Steps to Create a Custom Email Journey:

Content Creation: Develop engaging content that resonates with prospects, such as articles, videos, or personalized messages from leadership.
Personalization: Use dynamic content personalization to tailor emails, referencing prior giving history, funding opportunities, or relevant impact highlights.
Call to Action (CTA): Include clear CTAs to encourage prospects to self-qualify, such as forms to request contact, email reply options, or “contact me” buttons.
Email Deployment and Recipient Analysis: Send emails using a marketing platform and track metrics like click-through rates, content engagement, and email replies. Performance should be tracked and monitored within one week of deployment to capture immediate engagement.

A diagram of the major gift fundraising process: the Faster Funnel Process

3. Follow Up and ANALYZE THE Data

Once a prospect self-qualifies, the prospect researcher receives an alert via the email campaign manager or an automated notification from the self-qualification form. They should then record this as an action item or alert on the donor’s profile within the donor database (e.g. Raiser’s Edge or Salesforce) to ensure timely follow-up from the MGO. Ideally, this follow-up should occur within 48 hours.

We recommend entering data from the email journey and follow-up interactions into your donor database. Keeping the database accurate and current is essential for effective follow-up and ensuring that future campaign improvements are based on reliable information.

4. LeveragE AI for Enhanced Efficiency in Major Gifts Fundraising

Organizations with access to AI tools can significantly enhance the Faster Funnel Process by streamlining fundraising efforts. Predictive AI affinity models identify prospects most likely to respond to outreach. Generative AI tools, such as ChatGPT and Copilot, and custom GPTs, create personalized content that aligns with each prospect’s unique interests. By incorporating AI, organizations can ensure meaningful interactions and increase the likelihood of prospects to self-qualify.

AI-driven email marketing platforms like Salesforce Marketing Cloud, HubSpot, and Mailchimp offer features such as email personalization, subject line optimization, and content recommendations based on past behaviors. These tools help tailor messages to prospects’ interests, improving engagement and maximizing campaign success.

Revolutionize Your Prospect Qualification Process for Major Gift Fundraising

The Faster Funnel Process can transform your organization’s major gifts pipeline. Consider the below key action steps from the process:

Automate the initial qualification phase to enable your team to focus on high-potential leads, saving time and increasing efficiency.
Build stronger relationships through personalized email journeys centered on your mission.
Enhance the process with AI to identify prospects most likely to be responsive, generate personalized content, and optimize engagement.
Review data to adjust campaigns based on prospect behavior.

CCS utilizes AI and machine learning to generate predictive scores specific to a prospect’s affinity and capacity to give to an organization, uncovering not just who can give, but who is most likely to give. When combined with the Faster Funnel Process, your organization can automate the qualification process while targeting high-potential prospects, improve donor engagement, and optimize resource allocation.

Learn how CCS can help you achieve greater impact

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