CCS Fundraising

Type: Article

On Ash Wednesday, Catholics worldwide will embark on a 40-day Lenten journey. This period of prayer, reflection, and fasting is also considered a time of almsgiving – a moment to reflect on one’s blessings and share one’s gifts and talents with the broader community.

Many parishes across the country have served as a lifeline to their local communities by spiritually nurturing parishioners and offering care and support services to those most in need. As the faithful answer God’s call to service and prepare for the mysteries of Holy Week, parishes will need to calibrate this year’s approach to fundraising to meet ongoing budgetary needs and thoughtfully prepare for the coming of Easter. This four-week plan will serve to help drive parish revenue, strengthen digital communities, and streamline your Holy Week communications strategy.

Week 1 – Evaluation Period

As many parishes navigate technological novelties with limited resources, it is essential to evaluate your modes of communication and develop a viable timeline in advance of Easter. Consider asking yourself the below questions to determine how you will disseminate information in the weeks ahead.

Parish Checklist:

  • Does our parish offer electronic giving?
  • What e-giving provider are we using?
  • Is our electronic giving link clearly visible on our parish website?
  • Does our parish livestream Mass?
  • Is our parish active on social media? Which platforms are we using?
  • Am I or is someone at my parish able to assist with social media posts?
  • Can e-blasts and/or automated calls be administered weekly informing parishioners of relevant Lenten updates?
  • Is our parish actively gathering contact information for outreach? Are we engaging with ministries to create a more robust email list?
  • Do we have the capacity to send emails regularly?
  • Does our parish’s Easter mailing feature our electronic giving information? Can we include a QR code in the letter?

To help drive parish revenue, make sure electronic giving links are prominent on your parish website. Can you find your e-giving link in 10 seconds or less? For parishioners that continue to use envelopes, provide clear mail and drop off instructions on your parish website that align with your current safety protocols.

Week 2 – Develop Your Case

The recent pandemic has presented many unforeseen costs for parishes as they continue to invest in technology to remain connected, pay the salaries of devoted personnel, and prioritize the sanitization of church property. Consider developing a case for support to clearly articulate your parish’s financial needs during Lent and beyond.

  • Reflect on your parish’s COVID-19 response efforts.
  • Highlight the support services you offered and those you continue to provide to your local community.
  • Describe some of the unforeseen costs this past year.
  • Include important facts and figures to reinforce the need for financial support. Consider listing the required monthly expenses to maintain the parish and actual offertory figures. Remember, many parishioners are unaware of the associated costs to maintain their spiritual home. Use this time to educate and inform them. This call to action will certainly garner one-time gifts, but can also incite sustained financial support.
  • Please remember to thank lay leaders, parish staff, and parishioners in your communication channels for their unwavering support and leadership.

Week 3 – Share Your Message

Now that you have ensured your giving link is clearly displayed on your website and that your needs have been vetted and thoughtfully outlined, begin articulating your needs to the parish community through all relevant communication streams.

  • Reinforce principles of stewardship by posting Lenten reflections on social media.
  • Share your Holy Week Mass schedule through email blasts, social media handles, automated calls, and bulletin inserts.
  • Remember the Rule of Seven, a marketing principle that purports people need to hear a message seven times before acting. Always include your electronic giving information in written and digital communication to encourage participation.
  • Encourage parishioners to invite friends and family to ‘like’ or join your parish’s Facebook, Instagram, or Twitter page as you begin to share relevant updates and information.

Make giving easy for parishioners! Tips to consider:

  • Written communication: Make sure all mailed or printed communication includes a QR code that links directly to your electronic giving platform or parish website.
  • Livestream: For parishes with livestream capabilities, make sure your e-giving link is clearly displayed in the message portion of your post. Consider including a quick note in each livestream and/or social media post.
  • Verbalize your offertory request during the livestream of Mass! After the Gospel and Prayers of the Faithful, invite parishioners and viewers to participate in the offertory collection or make their Easter gift by using your parish’s secure electronic giving link.
  • If using Facebook to stream Mass, consider identifying an administrator or lay leader that can act as a ‘digital usher’. By logging in on your parish Facebook account, the user can post comments to remind viewers to participate virtually in the offertory process.

Week 4 – Reiterate Message

Offertory support is critical to funding vitally important parish programs, the upkeep of facilities, costs associated with new technology, and other ongoing expenses. Remember to reinforce this call to action during Holy Week leading up to Easter Sunday. By implementing these best practices, you can achieve your fundraising goals and enrich your Easter celebration!

The COVID-19 pandemic has brought unprecedented challenges and change to the philanthropic sector. Overnight, nonprofit leaders had to pivot from visionary plans for their futures to a laser-like focus on daily operations, responding to the pandemic and recalibrating their fundraising activity to navigate a rapidly evolving environment.

It’s been nearly a year since the start of the pandemic, and the nonprofit landscape looks remarkably different than it did at the start of 2020. Many organizations have made it through “crisis management mode,” adapted to the current moment, and now can embrace new opportunities for the future.

But the question remains: amid so much uncertainty about the future of philanthropy, how can nonprofit leaders set themselves and their teams up for fundraising success in 2021?

How has COVID-19 transformed the philanthropic landscape?

CCS Fundraising, a leading strategic consulting firm that partners with nonprofits to strengthen and support their fundraising programs, launched a three-part Philanthropic Climate Survey to assess how the COVID-19 pandemic affected nonprofit fundraising. The latest Fundraising Impact of COVID-19 research report presents September 2020 data from nearly 1,400 respondents representing nonprofits of all sectors and includes a comparative analysis of responses received in the May 2020 and June 2020 editions.

CCS survey results suggest that the pandemic’s negative impact on fundraising has reduced over time. Since the first report in May 2020, the proportion of respondents reporting either a modest or significant decline in fundraising in response to the pandemic decreased by 10 percentage points from 63% in May to 53% in September. At the same time, the proportion of respondents reporting an increase in fundraising rose by 14 percentage points, from 14% in May to 28% in September.

What changed between May and September? CCS’s research suggests that nonprofit leaders embraced new fundraising tactics, leaning into technology and developing innovative pathways to fundraise.

The biggest change we’ve experienced during the pandemic has centered on virtual methods of donor engagement. These include virtual galas or events and virtual briefings to groups of stakeholders. Employing multi-channel engagement strategies allows nonprofits to scale their programming and reach a broader audience. When surveyed in June, 31% of respondents indicated their organization held an online fundraising event. That figure jumped to 44% by September. Many organizations converted pre-existing events into a new virtual format, while others created entirely new virtual events that illustrated how their mission met this unique moment.

Furthermore, many nonprofit leaders have embraced virtual major gift solicitations as a part of their fundraising toolkit. Forty-three percent of survey respondents conducted a major gift solicitation via phone, video, or both methods during the pandemic as of September.

As the COVID-19 pandemic endures, CCS will continue to track changes in the philanthropic landscape. We are currently collecting data for our fourth Philanthropic Climate Survey iteration and look forward to sharing our new findings in February 2021.

How can we apply our experiences and lessons learned during the pandemic to position nonprofit leaders for a successful 2021?

The good news is that we are now in a more comfortable place where we can take what we’ve learned in 2020 and apply these lessons to the future. This will allow leaders to be more strategic, more innovative, and more deliberate in how they develop and implement fundraising plans in this new and evolving landscape.

Below are five recommendations for nonprofit leaders to elevate philanthropy, whether they represent small grassroots organizations or large institutions. These recommendations will prepare leaders with the knowledge and tools to maximize their philanthropic revenue as we continue to navigate a dynamic environment.

1. Plan for the unplanned: evaluate resources, best practices, and long-term operational strategies

As we have learned, the future is uncertain and organizations that are nimble and innovative in the face of adversity can meet the moment with strength and success. To that end, stay well-prepared with scenario planning and revenue forecasting. Prepared organizations will have steadier balance sheets in the face of unexpected events, so develop a short-term action plan and identify diversified funding streams that include both outright and planned gifts.

2. Re-envision event opportunities for a virtual setting

As we have seen, nonprofit leaders are reimagining donor engagement opportunities for a virtual platform. For the foreseeable future, these virtual engagement methods will be fundamental to fundraising activity and revenue generation. As comfort levels around virtual events continue to increase, leverage the special opportunities afforded by the virtual format to build momentum and scale your impact. Don’t be afraid to be creative and bold!

3. Embrace evolving donor communication that leads with empathy

Consistent and transparent donor communication has always been valuable. Today more than ever, it is important to show empathy, concern, and gratitude for your stakeholders. Additionally, donors may be more available to meet virtually, so embrace the new “face-to-face” donor meeting and gift request conversation.

4. Prioritize Diversity, Equity, and Inclusion (DEI) across your development practices

DEI is a vital lens through which to evaluate the stories you tell about your nonprofit and the communities you serve. It is also important to consider DEI relative to your internal practices and operational activity. Bringing diverse perspectives and talent to the table leads to more creativity and innovative ideas. Beyond helping to advance social change, this will translate to better performance and higher fundraising results.

5. Stay true to your goals while maintaining a flexible approach to fundraising strategy

At the end of the day, focus on your mission and why it’s relevant. Regardless of the communication method you use, reaffirm your purpose and the impact that philanthropic investments will have on the community you serve. Foundational fundraising principles still apply, and continued flexibility and adaptation may be needed.

As we continue to reimagine the philanthropic landscape, let’s focus on what we know, embrace opportunities for the future, and take action where we can to have the greatest social impact.

On Monday, December 21, Congress approved a $900 billion coronavirus relief bill. If signed into law, many of the bill’s provisions would directly benefit nonprofits and fundraisers, helping to soften the blow of the continued impact of the COVID-19 pandemic. Read on for a summary of the key opportunities for the nonprofit sector.

Extended Tax Incentives for Charitable Giving

This bill allows individual and corporate donors to take advantage of expanded tax deductions in 2021. These incentives were previously only implemented for tax year 2020 through the March 2020 CARES Act. Importantly, both large and small individual donors gain extra incentives to give to charity through these measures.

  • For individuals who do not itemize: in 2021 as in 2020, individuals who do not itemize their taxes can still deduct up to $300 in charitable gifts as a single person and up to $600 in charitable gifts as a couple. Prior to the CARES Act, those who used the standard deduction could not deduct any charitable giving. For context, in tax year 2018 almost 90% of taxpayers claimed the standard deduction while about 10% itemized their deductions, down from around 30% itemizing in recent years.
  • For individuals who do itemize: the limit on charitable deductions for individuals who itemize will remain at 100% of their adjusted gross income in 2021, instead of the typical 60%.
  • For corporations: the cap on charitable deductions for corporations will stay at 25% of taxable income in 2021, instead of the typical 10%. Additionally, food donations can be deducted to a ceiling of 25% of taxable income instead of the typical 15%.

A Second Round of PPP Loans

This bill allocates an additional $284 billion for forgivable Paycheck Protection Program (PPP) loans. There are some key differences between “second draw” loans from this new funding and the first round of PPP loans enacted by the CARES Act in March, including:

  • Lower eligibility limit for organization size. Businesses and nonprofits with up to 300 employees are eligible for second loans, as opposed to the 500-employee cap in the spring.
  • Additional eligibility criteria. To qualify, organizations must show that they had a drop in revenue of at least 25% between same quarters in 2020 and 2019.
  • New eligibility for certain nonprofits. Qualified 501(c)(6) organizations are now eligible for PPP loans.
  • Lower cap for loan size. The maximum loan size for this round is $2 million per organization, compared to $10 million this spring.
  • Expanded list of forgivable loan expenses. Organizations may now use loans to cover certain worker protection expenditures such as personal protective equipment and facilities modifications.
  • Revised forgiveness application process for some recipients. For smaller loans up to $150,000, the forgiveness application process will be simplified.

Other Measures of Special Interest to Nonprofits

  • $20 billion has been allotted for Economic Injury Disaster Loan (EIDL) grants.
  • $15 billion has been set aside for live venues, independent movie theaters, and cultural institutions that intend to reopen and can show that their revenue has declined by at least 25% compared to 2019. These benefits are capped at $10 million per organization.
  • A reimbursement provision for nonprofits that self-fund unemployment benefits is extended until March 14, 2021.
  • The Employee Retention Tax Credit (ERTC) is extended through July 1, 2021 and includes new provisions to expand eligibility and improve coordination with the PPP loan program.
  • Refundable payroll tax credits for paid sick and family leave established in the Families First Coronavirus Response Act are extended through March 31, 2021.
  • The tax credit for paid family and medical leave enacted through the 2017 tax law is extended through 2025.
  • The deadline for states to spend Coronavirus Relief Fund (CRF) monies has been extended through December 31, 2021.
  • Individuals whom nonprofits serve may be directly helped by the bill’s other aid provisions including $600-per-person stimulus checks, an additional $300 per week in unemployment benefits, an extended moratorium on evictions, $25 billion in renter’s assistance, and $13 billion added to the Supplemental Nutrition Assistance Program (SNAP).

Sources

We are grateful to the following sources for reporting the legislative provisions summarized in this article. Check out these links for further details on the stimulus act:

This piece has been prepared for informational purposes only and is not to be construed as tax advice. Individuals should consult their accountant or tax advisor with regard to such matters.

Click here to read this article as a PDF.  For more nonprofit resources, visit ccsfundraising.com/insights.

The end of a calendar year provides a natural juncture for reflection and planning. After such a tumultuous year as 2020, it’s more important than ever for development professionals and nonprofit leaders to take stock of all that we’ve been through as we plan for 2021 and beyond.

As 2020 draws to a close, check out some of CCS’s top resources from this unprecedented year.

1) Forward-Looking Philanthropy Webinar

CCS Webinar Replay - Forward-Looking Philanthropy: Lessons Learned from a Tumultuous Year

Tune in to this recorded session to take a deeper look at how nonprofits can use lessons from 2020 when setting 2021 strategies into motion.

Click here to view the webinar recording and download a key takeaways summary.

2) Philanthropic Climate Survey: Fundraising Impact of COVID-19

This spring, CCS launched a three-part Philanthropic Climate Survey series to assess how the COVID-19 pandemic has affected nonprofit fundraising. Our latest Fundraising Impact of COVID-19 report presents September 2020 data from nearly 1,400 respondents representing nonprofits of all sectors.

Click here to read a summary of our latest survey results and click here to download the full report.

3) Snapshot of Today’s Philanthropic Landscape

CCS Philanthropic Landscape cover and page preview, providing an overview of philanthropic giving in the United States

If we want to understand where philanthropy is going, it helps to understand where philanthropy has been. In contrast to our Fundraising Impact of COVID-19 report, CCS’s annual Philanthropic Landscape covers longer-term trends in philanthropy. The report aggregates industry research that can help inform your decision-making and set a baseline by which to measure the effects and scale of future changes in philanthropy.

Click here to download the Philanthropic Landscape report.

4) Blog Highlights

Preview of CCS Fundraising blog: Your Fundraising Forecast Cheat Sheet for 2021

As you develop and refine your 2021 fundraising plans, check out some of CCS’s guidance on revenue forecasting, repositioning your funding focus, and prioritizing prospective donors.

Throughout this extraordinary year of challenges, CCS has been proud to support the nonprofit community in its efforts to persevere. We thank you for all that you do.

To access our full suite of perspectives, publications, and reports, visit our insights page. To learn more about CCS Fundraising’s suite of services, click here.

CCS has been inspired by how our nonprofit partners across all sectors have responded rapidly, and successfully, to the challenges of 2020. With the holiday season in full swing and the eight nights of Hanukkah approaching, CCS compiled eight lessons from Jewish clients across the country who have navigated fundraising during the COVID-19 pandemic in noteworthy ways.

One: Embrace virtual engagement.

The COVID-19 pandemic provided an opportunity for synagogues to reach a much larger and more diverse audience this High Holy Day season, with congregants tuning in from college dorms, nursing homes, and living rooms across the country. Several synagogue clients reported an exceedingly positive response to online services, resulting in an increase in member engagement and a surge in annual giving in the fall. A synagogue in New York City is already working on a hybrid model to have both in-person and virtual events in 2021 to reach all members of their congregation.

Two: Send materials in advance.

One Jewish day school has had notable success mailing gift proposals ahead of virtual solicitation meetings, most recently sending a seven-figure proposal to a prospective lead donor one week ahead of time. This enables the meeting to be more conversational in nature, focusing on the donor’s own thoughts and reactions rather than spending a significant portion of the meeting walking through the document itself. In turn, the school has shortened the window between soliciting and closing major gifts, allowing leadership to refocus their efforts on cultivating new donors.

Three: Take advantage of flexible scheduling.

Working from home has enabled organizations to get in front of constituents and donors more frequently by scheduling shorter, regular touchpoints. A Jewish social services organization has scheduled quick ongoing meetings for their campaign committee to convene. They have reported a significant uptick in meeting attendance now that the evening meetings are held entirely online.  

Four: Create intimate in-person and virtual events.

A synagogue in Boston hosted intimate cultivation events, with an option for donors to join virtually or in-person. To ensure physical distance protocol, in-person attendance was limited to the first twelve RSVPs. With some donors reporting “Zoom fatigue,” the in-person option offered a refreshing and meaningful experience for those looking to reconnect with their synagogue community. If you decide to pursue an in-person event, be sure to follow the recommended safety measures for guests and staff.

Five: Make your case for support come alive.

A Jewish museum in California worked with their architect to create a “virtual flyover” and walkthrough of their capital renovation. Donors engaged with the digital creation from home to see the project as if they were walking through the building.

Six: Adapt – do not cancel—your plans.

Instead of canceling their campaign feasibility study due to the pandemic, a synagogue in Los Angeles refocused their efforts on individuals who could make both short-term gifts toward COVID-19 support and long-term campaign investments. Interview strategy became more conversational and open-ended to include ample time for dialogue and questions. The synagogue was able to highlight the steps they had taken to adapt to the pandemic and receive support from community members.

Seven: Craft tailored, innovative solicitation strategies.

During challenging times, we are seeing donors focus their giving on causes that matter most to them. A synagogue in Boston built a creative major gift proposal, outlining the opportunity to fund synergies between a donor family’s synagogue and a local Jewish day school. This enabled a new partnership model for the synagogue and school moving forward and allowed the donor family to support two causes at once.

Eight: Focus on professional development.

The need for strong fundraising leadership continues to be increasingly critical to an organization’s success. A Jewish foundation undergoing a major restructuring of its development program expanded an annual team gathering into a multi-day conference, made possible by the virtual setting. The foundation was able to bring in external speakers that laid the groundwork for the more rigorous, strategic, data-driven approach to fundraising that the foundation was looking to implement, while providing valuable outside expertise and perspectives to their eager team.

Much as, in the Hanukkah story, the oil that was meant for one night lasted for eight, our hope is that lessons learned during this current challenging moment will resonate far into your organization’s bright future.

This month we spoke with Ronan Walsh, Head of School at Sutton Park School. Located in Dublin, Ireland, Sutton Park is an independent co-educational multi-denominational day school. They began a capital campaign shortly before the onset of COVID-19. Read on to learn about the School’s experience in successfully navigating this challenging time.

Q:  Sutton Park School has progressed with a capital campaign despite the challenges of this year. Why was this decision taken?

A:  The pandemic came five months after we had commenced our initiative. During that short period however we had made great progress. This was a major contributing factor to us staying the course with our fundraising plan. That fast start had also given us a solid foundation which in turn provided us with breathing space at the beginning of the pandemic to gauge the reaction of our parent body.

Within two weeks of the School closing we converted four more gifts from meetings we had pre-lockdown. Coupled with that support, we were receiving very positive feedback overall on the School’s handling of the crisis –our online teaching; availability and accessibility of teachers; and message of solidarity.

The purpose of our fundraising was also pivotal to our decision to proceed. In building a multi-purpose hall, we will ensure there is greater space for extra-curricular activities, improved facilities for sports and a more functional venue that can cater for students’ needs. Now more than ever, we require an enhanced learning, social and teaching environment.

Q:  Sutton Park School has had success in securing several major gifts recently. What are the opportunities and challenges presented by an online gift request process?

A:  Virtual meetings are very different, especially as I feel my strengths are face to face, but you must adapt and be flexible. Not every meeting will run smoothly. In one case, the parents were in two separate locations –one driving from work, the other at home. Having a Zoom call however facilitated an opportunity with two busy people. There are obviously some things that you can’t help, especially Wi-Fi or an issue with a laptop (audio, video etc.) but it’s important to remain calm.

On a practical level, I can have notes in front of me which may not give a refined look in person! I always try and keep the structure to the meeting, and for some reason I can do this easier online. I call it a train stop structure; it helps the flow of the gift request.

Q:  As a head of School, you have many other priorities. Why do you invest time and energy into fundraising –particularly in this unique moment?

A:  If you want a strong academic institution, you make time. When we set out on this fundraising initiative, we were not just looking at the immediate capital campaign. We want to establish a culture of philanthropy in the School. To ensure we are offering students and families excellent teaching which is supported by first-rate facilities, we must fundraise.

I have been at Sutton Park for over 20 years, initially teaching. The School is a major part of my life. My wife teaches here, my children are current pupils and I have forged strong relationships with the staff and parents over that time. Along with the Board of Management and Governors, we are committed to its development. Fundraising enables that progress and quality.

During these testing times of COVID, I have learned more about the students, staff and parents. They have all dug deep and responded positively to the call to action of solidarity. I have received messages of encouragement and endorsement –it shows a sense of community and a belief that we are all in this together.

Ronan also joined CCS for an in-depth conversation via webinar on his experience with adapting strategies throughout COVID-19, the importance of communications, and practical insight on virtual gift requests. You can view “Effective Strategies to Fundraise with Confidence in 2021” on demand here.

Culture: It’s complicated.

“Culture” is ubiquitous, although that does not mean it is easy to define. Instead, “culture” presents a challenge when we try to change it without buy-in from essential stakeholders. Understanding that every organisation has a particular culture, whether or not stakeholders acknowledge it, is crucial in formulating a fundraising strategy. Before building or changing a “culture of philanthropy,” it may be helpful to refer to a few underlying assumptions about culture:

  • All organisations have it
  • It is a powerful source of communication inside and outside of the organisation
  • It can be detrimental if not aligned with the well-being of the institution
  • It can – and should – be measured.
Cultural Moves Management

Most of your organisation’s supporters are considered cultural “adopters” and tend to be the largest sub-group of supporters. They are passionate, reliable, and motivated by external and internal factors. A smaller group of your supporters are cultural “leaders,” who serve as visionaries and should be enlisted as cultural ambassadors. To continue their work in advocating the culture, cultural leaders in the organisation should receive ongoing stewardship for their support. Adopters, alternatively, can be transitioned into cultural leaders through ongoing investment and incentives.

Detractors of your organisation’s culture are most often “fence-sitters” – they tend to be passive, undecided, and sceptical. Fence-sitters are waiting to see what’s going to happen, so you want to avoid rewarding this behaviour. Instead, show them the benefits of joining and adopting the culture.

A smaller group are “naysayers,” who are oppositional, misinformed, or combative. Because they may have legitimate complaints, naysayers should have an opportunity to share grievances. Sometimes naysayers can even become cultural proponents, but other times, leaders may confront staunch opposition to change. In this instance, they should redirect the naysayers’ energy and avoid letting them set the agenda.

Regardless of where your stakeholders fall in cultural moves management, it’s critical to give them each the time and support needed to legitimise their experience and foster a sense of buy-in for your organisation’s success.

Key Takeaways

The objective of cultural moves management is to encourage detractors to become supporters. Key lessons from CCS’s practical experience of cultural moves management include:

  • Philanthropy must be rooted in the organisational culture to resonate with donors.
  • Leadership sets the foundation for positive overall and philanthropic culture.
  • Values must be communicated, early and often, to all stakeholders.
  • Measuring desired outcomes, like participation or elevated giving, will strengthen perceptions of culture.

So, how strong is your culture?

One simple test is to ask your essential stakeholders what your mission statement is. If they cannot recall, then it might be time to revisit how your organisation communicates its strategic vision. When your stakeholders can recite your mission without hesitation, that is good indication that your organisation is well on its way towards developing a culture of philanthropy.

GivingTuesday is a global day of generosity that takes place every year on the Tuesday after Thanksgiving. In 2019, GivingTuesday raised over $511 million in the U.S. This year, GivingTuesday launched GivingTuesdayNow on May 5 in response to emergency needs facing nonprofits due to COVID-19. GivingTuesdayNow created a sense of global unity in the face of the pandemic and raised over $503 million only six months after GivingTuesday 2019.

The annual giving day has gained significant attention due to its success and the power it has in mobilizing support from large segments of society. However, with the recent GivingTuesdayNow event and during a year of such irregular giving, many development professionals are wondering if they should participate in this year’s GivingTuesday. The guidance below can help your nonprofit make a thoughtful decision about whether or not to participate.

What have you done historically? If your organization has always participated in GivingTuesday, it might make sense to keep the tradition if your donors are expecting this touchpoint. If you plan on participating in future years, it is especially important to maintain continuity. However, you can get creative with this touchpoint. Rather than sending out a giving appeal, you may use it as an opportunity to thank your donors for their support, especially if you ran a GivingTuesdayNow campaign or if another fundraising event is upcoming.

Does a GivingTuesday campaign align with your strategy? Evaluate your strategic plan and whether an appeal makes sense at this time. If it feels arbitrary to you to run a GivingTuesday campaign, it likely feels that way to your donors. Consider other special dates that your organization can rally around that feel more meaningful. For example, holidays such as Veteran’s Day or Native American Heritage Day may align better with your mission and feel more authentic to your donors.

How does GivingTuesday fit into your events and communications calendar? With year-end appeals, quarterly renewals, annual benefits, and the holidays quickly approaching, your calendar is likely already packed with events and outreach. If GivingTuesday falls at an inopportune time on your organization’s calendar, there could be opportunities for synergy between the giving day and your other activities. For example, if GivingTuesday occurs during the same week as your virtual gala, you can leverage the giving day as a marketing tool for the annual gala, rather than squeezing in an additional appeal.

How large is your organization? GivingTuesday is particularly well-suited for organizations with limited brand recognition. By harnessing GivingTuesday’s global social media presence, smaller nonprofits can quickly engage larger audiences and create a sense of collaboration and community around their mission. Donors and supporters will be encouraged to share posts and “tag” nonprofits they support, expanding an organization’s reach.

Do you have an important story to share? GivingTuesday is an opportunity for organizations to tell a story in new and engaging ways through creative posts and videos. The more creative and engaging the post, the more likely it is to be re-shared, thus increasing awareness around a nonprofit’s mission.

Are you looking to elevate your culture of philanthropy? GivingTuesday is good for more than just raising dollars. Staff members, board members, and volunteers will have an opportunity to advocate for your organization by sharing posts and inviting others to give. If you recognize an improvement opportunity in your organization’s culture of philanthropy, consider participating in GivingTuesday.

Does your organization have the capacity and resources to effectively run an additional campaign? Your organization should evaluate its staff capacity and resources before taking on an additional campaign during a busy time of year. Though a GivingTuesday campaign often leverages organic content and the movement of a hashtag, it will still require thorough planning, execution, and follow-through to be successful. If your resources are stretched due to other obligations, your GivingTuesday campaign may present as not thoughtful or incomplete.

If your organization decides to participate, check out CCS’s tips on getting started with planning.

This month we spoke with Trisha Tanner, Vice President for Development at CEU, about fundraising through crises and the University’s plans for ramping up activity this autumn. CEU – a private American university in Budapest and Vienna – is experienced in persevering through difficult times. In 2017, CEU was targeted for expulsion from Hungary through legislative changes commonly known as “lex CEU.” As a result, the University was forced to transition its teaching operation to Vienna. CEU’s fundraising ramp-up is part of the preparatory phase of a five-year campaign in support of the University’s work in Austria, Hungary, and around the world.

Q: What has CEU’s experience with lex CEU, and more recently with COVID-19, taught you about fundraising in challenging times?

A: In a crisis, you learn a lot about what your organisation means to others. After the lex CEU decision, we were awed by the outpouring of support. Thousands took to the streets, wrote letters, and signed petitions. Many also shared personal stories about why CEU matters. This strengthened our resolve. The silver lining of the threat to our academic freedom was that CEU’s global recognition soared. We were able to strengthen ties with our alumni and dramatically expand our sphere of influence. When COVID-19 hit, these ties became even more important. Supporters, many of whom had never made a gift, provided emergency assistance, including funding for technology, housing, and basic necessities for our students.

My mother always said, “you don’t know until you ask.” When fundraising through a crisis, it is critical that fundraisers not assume what a donor may be thinking. Instead, have open conversations with supporters about your organisational needs, and don’t be afraid to invite the help you need. In this pandemic, people are feeling powerless and uncertain. Philanthropy gives them a chance to make a real difference, so your ‘ask’ may come as a welcome opportunity. I also try to remember that people are often more generous when presented with an acute need.

Q: What new strategies or approaches is CEU taking to ramp up fundraising activity this autumn?

A: This autumn, our focus is on frequent and open communication, including personal outreach, virtual engagement, and regular stakeholder updates from the University. Our advancement team is finding ways to involve donors and potential supporters in ways that are meaningful to them – whether serving on an Advisory Board or participating in a focus group. We are also ramping up research and outreach to engage new prospective donors. We believe that the prospecting we do today will be critical as we build a new permanent campus in Vienna, starting in 2023. For CEU, this includes taking a fresh look at alumni who have progressed in their careers and may be ready for deeper engagement.

We also plan to offer more online events and group briefings, following up on feedback from a set of virtual town halls held over summer. For example, we’re expanding our annual Philanthropy Week into a year-long series focused on building the culture of philanthropy within our institution and across the Central European region.

Finally, we are refining our campaign case for support. We want to be bolder, more focused on impact, and more direct. In an environment where every worthy cause has serious needs, we want our message – of education empowering democracy and freedom – to resonate more strongly than ever before.

Creating a rapid or immediate response fund is a regular practice for nonprofits looking to fulfill urgent and unmet financial needs. The initial stages of the COVID-19 pandemic created a surge in organizations establishing response funds. Now that we are half a year into the pandemic, calls for “immediate” COVID-19 response funding may be less urgent for your organization—and may also resonate less with donors.

There might be other emerging needs in the community that are now a priority for your organization. How can you adapt your response fund to address new funding areas and fit into your long-term development strategy?

Determining the case for support for your immediate response fund or emergency fund will fit within your nonprofit organization's priority programs and initiatives, along with your organizational mission and purpose

The Mini Fundraising Campaign: Case, Leadership, Prospects, and Plan

Based on our experience helping numerous organizations navigate this situation, CCS offers a framework for organizational and fundraising leaders to think through refocusing fundraising efforts, while still communicating a clear and compelling story of your organization’s immediate needs. Thinking of your efforts like a mini fundraising campaign can be a useful technique for pivoting your response fund effectively.

Keep in mind that every fundraising initiative, from emergency/immediate response funds to capital or comprehensive campaigns, offers different funding opportunities that may appeal to different groups of supporters. The messaging for each funding area and audience warrants a customized and thoughtful approach.

1) Case for Support

Your case for support should clearly outline the need and discuss the priorities that a donor’s gift will support. It is important to understand why your organization is choosing to embark on this initiative now in order to share the sense of urgency with donors. If you are considering pivoting to a new funding focus area, allow the lessons you learned from the past six months to inform your messaging strategy.

Before (re)drafting your case for support, consider the following:

  • How has the need for an emergency response fund or special appeal changed or evolved since the onset of the pandemic?
  • Why now and why this initiative?
  • What is the impact of one’s gift?
  • What feedback did you receive from key supporters or volunteers on your initial case messaging? What resonated?
  • Are there testimonials you can use to help tell your story?

2) Leadership

Engage board members, volunteers, and key community members to help tell your story. These advocates can share the immediate needs of your organization with those in their network and communicate the impact this effort can have on your organization and the greater community. Your board members can serve as key thought partners and lead any near-term efforts.

Consider leveraging your organization’s leadership network, both internal and external, to raise donor sights, accelerate the pace of giving, and inspire others to join. The idea that “generosity is contagious” has proven true even in these challenging times.

As you determine which community leaders to engage, consider the following:

  • Who can be an advocate and champion for the case you are developing?
  • Is there a matching gift challenge that you can establish for key volunteers and community leaders to engage in?
  • What existing volunteers or community leaders can help be the voice for your campaign?

3) Prospects

Previous donors to your organization are always your best prospects. However, your current priorities or emerging needs might not appeal to your entire donor base. Think strategically on how the current case for support relates to different prospects. How might the needs of the organization mesh with a donor’s philanthropic interests?

It is important to ensure you are transparent with your donors and continuously steward the relationship to avoid donor fatigue. Continue to explore interests of your prospects through personal conversations. Use these exploratory conversations as an opportunity to test the case for support messaging.

Consider the following when building your prospect list:

  • Are you communicating with donors outside of an ask?
  • Are the prospective donors for this mini fundraising campaign the same or different from your initial immediate response fund prospects?
  • Is there an opportunity to further segment your current donors to better fit this initiative?
  • Are there links between this initiative and the last that may pique the interest of those same donors?
  • Are there lapsed donors that have supported similar initiatives/focus areas that you could consider?

4) Plan

Now that your message is solidified, when and how should your organization shift its messaging and fundraising focus? It is important to build out a distinct project plan to achieve the fundraising goal you have set forth. Your plan should help prioritize aspects of your fundraising campaign, maintain momentum, and ensure your team is set up for success.

When developing your fundraising plan, consider the following:

  • How long will this mini campaign last?
  • Is there a specific goal to be set? Either participation or dollar based?
  • What is your comprehensive communications plan?
  • Is there a specific individual or group of people that can manage this effort?
  • Have you received board or leadership buy-in before launching into this initiative?
  • What creative ways can you increase awareness and engage the broader community?
    • Video messages from leadership
    • Matching gift challenges
    • Testimonials
    • Social media campaign

Case Study: Cuyahoga Community College (Tri-C)

Students at Cuyahoga Community College (Tri-C)
Image Courtesy of Cuyahoga Community College (Tri-C)

CCS client partner Cuyahoga Community College (Tri-C) used the framework above to successfully guide and reposition their immediate assistance fund.

Tri-C is Ohio’s first community college and remains Ohio’s oldest and largest public community college. For more than 50 years, Tri-C has provided high quality, affordable education and training programs to more than 900,000 members of the community. Tri-C empowers students to complete their education in a timely manner and prepares students to prosper in the new global economy.

In March 2020, Tri-C recognized the deep impact the COVID-19 crisis was having on students’ personal lives. Accordingly, the college quickly focused their fundraising efforts on their Student Emergency Fund, which helped meet the immediate needs of students by providing resources and technology for successful remote learning. The Student Emergency Fund was established in 2017, but it received limited attention up until COVID-19 when donors began to understand how this fund was different from student scholarships.

The Fund received an overwhelmingly positive response from donors and community members. Tri-C engaged key volunteers and community members through Giving Tuesday Now and various matching gift challenges. As a result of tactics like these, the college was able to award more than $255,000 in student emergency funds. Moreover, through partnerships with community organizations like PCs for People, Tri-C distributed over 600 computers for at-home learning.

While providing virtual learning assistance for students remained an important charge as spring turned to summer, it became clear to Tri-C that amid the ongoing pandemic and social unrest in the country, their institution had the power to drive change and empower the community in a larger way.

Tri-C has since developed a new funding focus of enhancing and expanding the training that Tri-C offers to first responders to help them best serve the residents they’ve sworn to protect and care for. Student Emergency Fund and technology resources are still top of mind, but the key messaging has shifted. Tri-C’s current strategy is to reach out to key volunteers, community members, and donors to make a gift to support “Tri-C Responds” and the emerging immediate needs of Northeast Ohio. This new funding push resonates with the role Tri-C plays in being the “community’s college,” while meeting the immediate needs of the community, setting an example for what an equitable and inclusive community should look like, and ensuring that our future is better for all.

Conclusion

Tri-C is just one example of how organizations across the country that successfully implemented COVID-19 immediate response funds are now adapting their efforts to an evolving reality. When nonprofits consider how to pivot their fundraising efforts, it is important to ensure that the revised message speaks to the new and unique challenges that the community is facing in and outside of the pandemic.

In our 70-plus years of advising nonprofit institutions, CCS has observed that donors are eager to give when an organization makes an immediate commitment to the community that will have a long-term impact. Regardless of the unique situation you are facing, embrace the opportunity to shift your message or consider a new special appeal where appropriate. In an ever-changing world, your organizational priorities will likely continue to evolve. Evaluating your case, leadership, prospects, and plan will help keep your donors engaged through these shifts and beyond.

To access our full suite of perspectives, publications, and reports, visit our insights page and Strategies During COVID-19 resources page. To learn more about CCS Fundraising’s suite of services, click here.