CCS Fundraising

Type: Article

In recent months, our global community has faced extraordinary circumstances that have forced long-standing institutional and systemic inequities to the forefront of our collective consciousness. The COVID-19 pandemic shined a spotlight on the disproportionate impact of health crises on our most vulnerable populations, and the Black Lives Matter movement galvanized global attention and action around systemic racism. These events may seem unrelated, but the root of both is simply injustice. While these issues are not new, the attention, momentum, and urgency to address these problems are. CCS Fundraising’s Inequity in a Global Crisis webinar series was originally conceived to discuss inequities amplified by COVID-19, but because of the intersectionality of this work, we hope our research will serve as a catalyst for critical thinking and innovative solutions to create a more just and equitable society.

The ramifications of the current global health pandemic and corresponding economic crisis are not universal. Due to inequities that existed long before the coronavirus, their disproportionate effects on certain populations have been heightened and compounded by the COVID-19 pandemic. Women; black, indigenous, and people of color (BIPOC); LGBTQ+ communities; people with disabilities; and those experiencing homelessness or economic insecurity are among populations facing challenges that far exceed others. Individuals who form these constituencies are experiencing a significantly greater degree of:

  • Institutionalized economic insecurity and the concurrent lack of a financial safety net.
  • High unemployment rates and high risk of exposure through “essential” jobs.
  • Limited access to routine healthcare and historically higher incidences of underlying health conditions.
  • Discrimination by implicit or explicit bias, isolation and a vulnerability to hostile or violent behavior.
  • Limited access to necessary and life-sustaining services.
This image shows six panels: 1. Prior to the coronavirus, 25% of domestic workers lived below the poverty line. Currently 72% of Latinx domestic workers report unemployment in the US. 2. Globally, women comprise 76% of the healthcare workforce in nursing homes, doctors' offices, outpatient clinics, and health delivery centers other than hospitals. They also make up more than 80% of workers in other direct care professions including day care for children and seniors, occupational speech and physical therapies, home health and living assistance, and other service industry support roles. 3. Black Americans have historically higher incidences of underlying health conditions most likely to increase the chance of death with COVID-19. Homeless populations have a high circumstantial risk of developing COVID-19 and subsequent barrier to care. 4. Diasporic Asians are experiencing xenophobia and discriminatory threats by misguided association and false information. 5. LGBTQ+ dedicated violence prevention hotlines have seen a 30% increase in calls during the pandemic as a result of stay-at-home confinement living arrangements. 6. Life-sustaining medical treatments are at risk for the 61 million Americans who live with a disability and the 350 million individuals worldwide who are affected by a rare disease diagnosis.

While the risk of contracting COVID-19 is universally threatening, the lasting impact of inequity will burden these communities long after the pandemic has ended.

Many of these effects can be minimized with robust support from the broader philanthropic community. However, doing so successfully will require more than a “one-size-fits-all” fundraising effort to alleviate the unique suffering experienced by these underserved populations. Fundraising to alleviate the long-term effects of the pandemic and concurrent economic crisis requires empathy, agility, innovation, and a dynamic perspective in order to meet the diversity of needs these communities face.

This effort begins with a commitment to reduce stigma and build community resilience by:

This image shows 10 suggestions: 1. Sharing the need for social and financial support for marginalized groups 2. Maintaining privacy and confidentiality of those seeking healthcare 3. Quickly communicating the risk or lack of risk associated with products, people, and places 4. Raising awareness about COVID-19 without increasing fear 5. Sharing accurate and accessible information about how the virus spreads 6. Speaking out against negative behaviors and the exclusion of marginalized groups 7. Being cautious about the images that are shared to avoid reinforcing stereotypes 8. Engaging with marginalized groups in person and through social media 9. Thanking healthcare workers, responders, and those providing essential services 10. Nonprofit leaders: having discussions with your board about the relationship between justice/equity and your mission.

The question then becomes: how do we contextualize this information when building a responsive funding strategy? Philanthropists and nonprofit organizations can transform the future and help rebuild the fabric of society by viewing their mission through a lens that acknowledges these inequities. This will help align their existing work with the needs that have been brought into global focus.

Consider:

  • Acknowledging the complex challenges that emerge from the intersection of this virus and the inequities that have long existed in our society.
  • Demonstrating a direct link between the challenges faced by these constituencies and your mission, vision, and goals, advocating for these constituencies, and strengthening your organization’s connection.
  • Seeking proportionate and adaptable solutions for the underlying causality to competently address systemic inequities.
  • Planning in a strategic, thoughtful, and measured way and setting inspirational goals and clear benchmarks for success in all aspects of your mission.
  • Supporting local organizations who serve, and businesses owned by, these populations
  • Partnering with and centering the voices, experiences, and perspectives of the populations you serve.

Although increased access to resources is the common theme, we should examine the structures in place that have created these inequities. Philanthropists and nonprofit organizations can begin to address these issues in some of the following ways:

  • Cisgender Women – Seek opportunities to collaborate and build partnerships with women who are already serving in various community leadership roles and strengthen these relationships with empathy and engagement.
  • BIPOC – Ensure the stability of businesses owned by people of color by investing assets, funding equitable growth, and empowering equitable skills training.
  • LGBTQ+ – Alleviate historical stigma and discrimination by facilitating education, conversation, and the spread of accurate information tailored to specific identities.
  • People with Disabilities – Enhance the lives of the disabled by addressing the shortage of life-saving medical equipment and services.
  • Homeless & Economically Insecure – Help fill the gap between need and government funding for the critical shortage of housing and wrap-around services.

For more information on these topics and fundraising strategies to address inequities amplified by the current pandemic, we hope you will view our webinar presented on June 3, 2020. We also encourage you to access these Inequality in a Global Crisis documents that provide resources and references for each of these constituencies.

For most nonprofit organizations, the future of fundraising remains uncertain. This is especially true of educational institutions that must also prepare for a new school year which may feature distanced learning or an adapted model. However, these institutions also have a summer break that can allow them some time to plan ahead for any contingency. In particular, the summer months allow time to assess and plan a fundraising strategy for the short and long term.

A great example of this is the Berwick Academy in South Berwick, ME, an independent school that is dedicating its summer to planning ahead. In a new video, Bob Weston, a Senior Consultant with CCS Fundraising, speaks with Jim Hamilton, Head of School at Berwick Academy, to learn about how the school is adapting to the COVID-19 crisis.

As Jim says, the summer is a chance to spend the time “building the type of program that is going to allow for us to be successful in the future.”

Berwick Academy is a Pre-K-12 private school and the oldest educational institution in Maine. Jim became Head of School at Berwick Academy in 2018, and is emphasizing the importance of the summer to find new ways to engage parents, reach out to alumni, and create new relationships in a robust and targeted way.

“If we don’t emerge from COVID-19 a stronger, wiser institution, then we will have missed an opportunity,” says Jim.

For more up-to-date information, visit ccsfundraising.com

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.

This month we spoke to Andrew Harston, Director of Development and Alumni Relations at Durham University, about the ways in which he and his team are engaging with prospects and donors virtually to advance the University’s priorities.

For Durham, 2019 had been the most successful fundraising year in the history of the University (…maybe with the exception of 1832 when we were gifted a Castle!). We had finished the end of a two-year programme of engaging face-to-face with record numbers of principal and major gift prospects, receipted record donations in UK and US markets, and were above target for our stretching ‘Durham Inspired’ campaign goals. We had a huge on-campus event in February celebrating all of this momentum, all of these milestones…and then our world changed almost overnight…

Coronavirus had unleashed itself with indiscriminate vigour across the world, affecting the health and wellbeing of our families and communities. Global markets tumbled, singeing the wealth of our donors and supporters; and all of our fixtures for the rest of the academic year had to be mercilessly scratched. As with many of our peers we were now running a global advancement operation from our kitchens, bedrooms, and – occasionally – from our gardens…held as we are by the Edenic climate here in the North East of England.

In the initial lockdown phase, we worked with our communications and colleges’ colleagues to respond to our community’s desire for information on how the University was handling the crisis – particularly, how we were supporting our students. With this in mind, we complemented our broader communications with direct contact between our staff and key stakeholders/supporters by conducting ‘care calls’ which enabled us to maintain important relationships. At this point, each call really had four components: 1) to establish an initial contact; 2) to ask how friends, family and businesses were doing; 3) to update on new information, priorities and needs here; and 4) to set expectations for any next steps.

These calls were critical but were not designed or held to make specific asks – it was too early. As time has moved on, however, we have slowly started to re-surface our advancement objectives. To make progress towards our goals, we needed to think more creatively about ways not just to communicate but to connect and involve stakeholders too. This led us to undertake several actions:

  • Hosting online forums with major donors and supporters:
    We have continued to both steward existing partnerships and develop new relationships virtually, such as our Campaign Board and our senior global volunteers. Whilst this format offers some challenges, we have found that without travel people have more time to accommodate virtual meetings – we have sought to keep these short and succinct in order to avoid fatigue.
  • Deploying leaders, broadening our audiences:
    Within our wider, global community we identified a number of individuals with relevant perspectives on the current situation across a broad spectrum of topics. From this we launched the ‘Durham Inspired – Live in Lockdown’ series (www.dunelm.org.uk/online) which included content from the fundamental to the frivolous: from high-level academic and industry talks with graduates through to a ‘BIG Durham Quiz LIVE’ which was played by c.2,000 alumni – we asked 50+ notable alumni to submit pre-recorded video questions and co-hosted the night with one of our scholarship students.
  • Framing our work within the bigger organisational picture:
    By working with inspirational Durham leaders, we have been able to expand our interaction and involve new segments of our community in assisting ‘the recovery’ of the University from the Covid crisis. We have directed our supporter engagement efforts more closely towards student recruitment and graduate careers outcomes, tending our financial responsibilities to ensure a successful business and the moral obligation owed to the graduating Class of 2020 who enter a sophisticatedly-turbulent job marketplace. This doesn’t just tell donors where we need help, it shows them.

Overall, we have tried – and continue to try – to keep people entertained, educated, and engaged in whatever way we think will be appreciated by our audiences.

In closing, my five top (unsolicited!) tips to other organisational leaders, regardless of sector, would be:

  1. Make time for short calls! Have a plan for these but do not overthink the engagement – just checking-in will be appreciated and often instructive. Share feedback from these calls with your executive colleagues, maybe have a joint call where that’s appropriate? Just stay on each other’s radar;
  2. Reach out to prospects to continue pre-existing giving conversations. For those with current relationships, there is no need to wait until you can meet in person; you can still move ‘live’ giving discussions forward in lockdown;
  3. Remember your wider community, including them now will help your future pipeline – for donors, leaders, student mentors, and recruitment ambassadors;
  4. Look at your data and particularly budgets for next year, now! Budgets in our space will likely be tighter the world over for the next 1-3 years: we need to plan and prioritise. Engage decision-makers and advocates in the need to provide resources which help you to sustain or enhance returns; and be prepared to compromise, but demonstrate clearly – with data – the difference between operable compromise and self-authored development oblivion!; and
  5. Most important, look out for your own health and wellbeing and that of your colleagues. It will be of no use to our respective causes when the world unlocks and we find ourselves emotionally and physically whittled to a splinter by stress, anxiety and fatigue. Ask someone how they’re doing, tell someone how you’re doing – please, just keep talking.

Stay safe,
Andy

If you’d like to contact Andrew with any questions or comments, please reach out to him at: andrew.harston@durham.ac.uk

The COVID-19 pandemic had an immediate and major impact on nonprofit fundraising in the first few months of the crisis. While the picture still remains challenging for many organizations, new data from a large-scale CCS Fundraising survey of nonprofit organizations suggests that the philanthropic landscape has improved markedly thanks in part to innovative approaches to fundraising.

The results, which reflect survey responses from 1,014 individuals representing nonprofit organizations across sectors, track performance and perceptions between May 1 and June 1. This report is a follow-up to an initial CCS survey that captured activity between April 1 and May 1. Here are three key takeaways:

Fundraising Performance is on the Upswing

In the latest report, 23% of respondents cited fundraising increases, while only 14% noted increases in the previous survey. Additionally, the June 1 report showed decreases to fundraising being reported by 56% of respondents, a drop from the 63% reporting decreases a month prior. While these new numbers are notably more positive, the picture remains challenging with more than half of respondents citing declines in fundraising.

Major Efforts Continuing with Modifications

Following trends seen in the first edition of this survey, most nonprofits report that they will continue with their major pre-existing campaign plans with appropriate adjustments.

The data shows that organizations have also used technology and innovation to continue large fundraising initiatives. For example, just under two-thirds of respondents reported that they were either considering or had already held a virtual fundraising event amid the widespread inability to host in-person gatherings. Similarly, nearly two-thirds of respondents reported undertaking a special appeal or emergency fund amidst the pandemic.

Donor engagement methods leveraging technology also rose during the month of May, with an increased percentage of respondents citing their use of social media and other online methods of engagement, like webinars and podcasts.

Nearly Three-Quarters Have Not Made Staffing Changes

The number of nonprofits reporting layoffs and furloughs of fundraising staff increased slightly from the last survey, though a majority of respondents (72%) reported that they had no staffing changes. Hiring, on the other hand, remains stagnant as most organizations have not added new staff during this time.

Click Here to Access the Full Report

CCS will continue to roll out new installments of this survey in the coming months, in addition to offering insights on how the data should inform short- and long-term fundraising plans. If you have questions about the report or would like to discuss your fundraising strategies, contact CCS today.

For more up-to-date information, visit ccsfundraising.com

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.

An external crisis such as COVID-19 causes significant shifts for a nonprofit’s operational and strategic funding needs and plans.

Today, many organisations require immediate revenue to overcome the short term challenges presented by the impact of the pandemic.  Simultaneously, they are concerned about how these conversations will affect long term campaign commitments.

With a focused request strategy, it is possible to secure short term support without jeopardising future discussions.

In this post, we lay out the key considerations to keep in mind when planning for such a request:

1.  Prioritise your prospects. Review the potential in your pipeline as well as your recent major gift donors to identify which prospects you will approach. Be guided by affinity, ability, and access.

  • Ask: Who do we consider our insiders? Who is briefed on our long-term needs and understands our current situation? Who would be receptive to an additional or increased request? Whose involvement might inspire others to commit to our immediate needs?

2.  Develop your case. Articulate the necessity of short-term support and link this to the wider campaign and organisational mission. A strong and clear alignment of immediate and long-term requirements will strengthen your message, allowing you to stay true to the overall organisational ambition and show how a contribution now fits in to the bigger picture.

  • Your case should address core questions, including: How much funding is needed to support your immediate operations? How will this advance your long term, strategic plans?

3.  Embrace flexible strategies and gift structures. A change in your cultivation and gift request strategy should be rooted in flexibility. It is likely that you may be asking prospects and donors to accelerate or increase their existing gift and therefore you need to offer various giving options and payment schedules to fulfil this combined or increased donation.

4.  Update and steward regularly. Demonstrating the impact of your donors’ generosity will help to progress your future campaign request. Also, a frequent update on your needs leaves the door open for additional giving in the future.

Future Considerations

As you activate these conversations, keep the following questions in mind:

  • Which donors will step up again if COVID-19 continues to impede our ability to raise annual revenue?
  • Will our present operational need impact our campaign case, strategy, projections, and timeline?
  • What have we learned about our donors’ interests and gift structure preferences through this process?

In a changing environment, nonprofits are exploring new and innovative ways to engage with audiences effectively. A key consideration is how to excite prospects and donors virtually to yield the same impact as in-person meetings.

Below are some factors when you are planning your next virtual call:

  1. Turn on your camera! It may sound simple but it is a critical part of making connections with whom you seek to engage. Don’t forget to give thought to your background to ensure that you are portraying the professionalism of your organisation on every call.
  2. Make time for rapport building. During in-person meetings there are natural opportunities for small talk with individuals to ask how they are and share anecdotes. There can be a temptation virtually to ‘dive straight in’ to the content but it is important to allow time to develop relationships. You may wish to start the call by saying: “thank you for your time today, there is a lot I hope to discuss with you but before we get started I wanted to ask how you/ your family are doing?” This will signal that you value the individual’s time whilst still enabling rapport building.
  3. Consider visual aids. Often during in-person meetings there is the added benefit that participants are able to visit the organisational headquarters or view documents as part of the meeting to create a greater sense of your ethos and mission. During virtual calls, this is still possible but may require more forward planning. The following tools are effective:
    • Pre-read – work back from what you hope to achieve during your call and ask yourself: what information is it useful to provide in advance to pave the way for this outcome? Keep any pre-reads short and concise, they should whet the reader’s appetite and provide foundation information which can be expanded upon during your conversation.
    • Slide deck – this doesn’t have to be detailed and you should avoid too much copy, use a small selection of striking images that punctuate your main points and help to navigate through the discussion in a structured way.
    • A short video – though there may be additional work required to pull together a video, there is great value in being able to share a ‘live’ portrayal of your organisation from afar. Content may include a visual tour of a new building or testimonials from programme beneficiaries. If you do decide to use a video, think about sending it in advance to set the context for discussion and ensure that the quality is optimised.
  1. Plan your narrative. Think about the time that you have for the meeting and plan your time accordingly to ensure that you are able to cover all the content you require. The benefit of a virtual meeting is that you can rely on more notes than you may use in-person so don’t be afraid to use this to your advantage.
  2. Make it a conversation. Engaging participants in virtual calls does require more effort than in-person meetings as you are not as readily able to pick up on their cues. To mitigate this, weave multiple opportunities for engagement into your narrative; ask questions, seek their feedback and confirm understanding. This will allow you to gain a much greater sense of their interests and views to tailor your discussions in the future.

An external crisis such as COVID-19 causes significant shifts for a nonprofit’s operational and strategic funding needs and plans. Whether it’s for a campaign or operational sustainability, through a focused and clear request strategy, your organization can secure immediate support from your closest and most capable supporters without compromising future strategic funding requests. In this post, we lay out the key considerations to keep in mind when planning a combined or sequenced request.

  • Prioritize your prospects. Review the potential in your request pipeline as well as your recent major gift donors to identify which prospects you will approach for this type of request. Be guided by affinity, ability, and access. Ask: Who do we consider our insiders? Who is briefed on our long-term needs and understands our current situation? Who would be receptive to an additional or increased request? Whose support might inspire others to commit to our immediate needs?
  • Develop your connected case. You will need to articulate the need for immediate support, the importance of your strategic vision or campaign impact, and the connection between these needs. A strong and clear relationship between your immediate and long-term needs can lead to successful combined requests. Your case should address key questions, including: How much funding is needed to support your immediate operations? How will immediate annual support help advance your long term, strategic plans?
  • Lead with your mission and be transparent. As you approach your lead supporters for a combined or sequenced request, ground the request in your mission and the essentiality of your organization. Provide a clear outlook on your immediate needs and acknowledge that they may shift, given this ever-changing environment.
  • Embrace flexible strategies and gift structures. A pivoted solicitation should be rooted in flexibility. You are likely to navigate an accelerated solicitation timeline and should therefore offer your donor various giving vehicles or payment schedules to fulfill this combined or increased commitment.
  • Update and steward regularly. Demonstrating the impact of your donors’ operational support can help advance your future campaign request. Additionally, a frequent update on your immediate needs leaves the door open for additional support should your annual operations needs grow.

The Request Conversation

As you prepare for these requests, develop language to help articulate the urgent need alongside your long-term plans. Your conversation may include the following language:

  • Our organization has had to be flexible in this unprecedented time, and we anticipate we’ll need to continue to shift our plans as we respond to changes in our environment. Your partnership is critical as we navigate this situation. As one of our closest friends, we need your support to uphold our mission while advancing our campaign plans.
  • Our campaign plans remain the same, but COVID-19 has had a significant impact on our annual needs. The sooner we can address our current operating needs, the sooner we can advance our campaign mission.
  • With these needs in mind, would you be open to discussing your (future campaign commitment OR current pledge) and how you could have an impact on both our immediate needs and the future of our organization?
  • I invite you to consider a combined gift structure that provides us with immediate support while helping to activate our important long-term strategy.

Potential Gift Structures

We recommend developing several options that will allow flexibility for your donors and your organization. Based on the current prospect relationship and strategy, you can develop a combined or sequenced approach to secure funding for immediate and future needs.

Future Considerations

As you activate these combined gift strategies, keep the following questions top of mind:

  • Which donors will step up again if COVID-19 continues to impede our ability to raise our annual revenue?
  • Will our current operational need impact our campaign case, strategy, projections, and timeline?
  • What have we learned about our donors’ interests and gift structure preferences through this process?

CCS Fundraising is a strategic fundraising consulting firm that partners with nonprofits for transformational change. Members of the CCS team are highly experienced and knowledgeable across sectors, disciplines, and regions. With offices throughout the United States and the world, our unique, customized approach provides each client with an embedded team member for the duration of the engagement. 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.

“If the society today allows wrongs to go unchallenged, the impression is created that those wrongs have the approval of the majority.” – Barbara Jordan

CCS stands in solidarity with our Black colleagues, client partners, friends, and greater society to affirm – loudly and unequivocally – that Black lives matter.

We denounce the heinous murders of far too many Black men and women at the hands of police and vigilantes, and we condemn the systemic racism that pervades our country’s institutions and has sanctioned this violence and oppression for too long. The killing of George Floyd by police officers in Minneapolis, Minnesota; the killing of Ahmaud Arbery by two civilians in Brunswick, Georgia; the killing of Breonna Taylor by police officers in Louisville, Kentucky; and the unjust treatment of Christian Cooper by an individual in Central Park in Manhattan are at the forefront of public consciousness, but these injustices represent only the latest in a long line of brutality and discrimination that are manifestations of systemic racism.

It is impossible to adequately express the outrage, the anguish, and the sadness that is felt throughout our country, especially among Black men and women who live in the constant traumatic nightmare of racial discrimination. But silence is a choice, and it is not an acceptable option. As Dr. King said: “There comes a time when silence is betrayal.” So we must turn our grief, our pain, and our anger into action. If we are to advance as a society, we need to come to terms with the realities of racism in our society and work ceaselessly to challenge the very structures that condone deep-seated racism and perpetuate inequity.

We do not have all the answers. But we all must do better, and we must start with ourselves. As a firm comprised of highly talented, mission-driven people, CCS commits to addressing the gross disparities in the funding of nonprofits that are led by people of color. We commit to working with even more nonprofits that offer opportunity and advancement to communities of color. We commit to leading the way in advancing professionals of color in our firm, in the nonprofit world, and the broader field of philanthropy. And we recommit to making CCS a more welcoming, diverse, and inclusive place to work.

For nearly 75 years, CCS’s mission has been to partner with nonprofit organizations for transformational change, and through this change, improve the lives of people of every race, ethnicity, and station in life. In this historic moment of challenge and uncertainty, we have never been more committed to making this change possible.

For many nonprofit organizations, events are an important way to raise funds, gather close donors, and educate the community in a unique way. Current limitations for in-person gatherings present a challenge for organizations that were planning to hold events, particularly this spring and summer. An Assess-Decide-Communicate-Execute framework offers a process to clarify your event objectives and develop a plan to achieve them in this distanced period.

First, resist the urge to jump straight into the logistics. Many organizations fall into one of two buckets: 1) immediately canceling all upcoming events as they can’t see how a successful convening could happen virtually, and they are tempted to impulsively send out cancellations before making a plan or 2) transitioning all of their events to a virtual format as they want to make it happen in any way possible.

Before sending out a cancellation notice or purchasing new virtual event software, nonprofits should take advantage of this moment to review and assess the purpose and performance of their key events. This helps clarify the best event strategy to achieve your objectives this year, and to identify opportunities to enhance these high-capacity activities well into the future.

Take this short survey to help your organization determine the best alternative avenue for engagement.

STEP 1: ASSESS

Before you make any decisions, recall what the event was intended to achieve. Were you raising funds for a certain cause? Celebrating donors at a certain level? Educating the public? Or a combination? Taking the time to understand what goals your event was aiming to achieve, and where you were in the planning stage, will inform and elevate your transition plans moving forward. Conduct an event audit to determine:

The purpose and impact of the event

  • In a typical year, what are the stated goals, benefits, and motivations for this event? How does the event support…
    • Fundraising: Does this event produce irreplaceable funds for your program or organization?
    • Engagement: Who typically attends this event, and does your organization have another way to reach them?
    • Education: What important messaging does the event carry about your organization’s mission, impact, and/or people? Through what vehicle?
    • Stewardship: How does this event serve as a vehicle for donor cultivation and retention? What other platforms are available to accomplish that recognition?
    • Additional Benefits: What other positives have resulted from these events in the past?

What planning has already taken place

  • Where do you currently stand in your event preparation, and what resources are currently dedicated to this event?
    • Have you already raised funds or secured commitments?
    • What logistics or contracts are already committed? What are the options and risks associated with changing your plans?
    • What staff are still available for event planning – in past or altered format?

How timing considerations will make the decision for you

  • Does the date fall within the most up-to-date shelter-in-place restrictions for your city/state?
  • How many guests usually attend the event? How does this compare to capacities outlined in current social gathering limitations?
  • How many other events does the organization typically hold each year?
  • Is there an opportunity to combine this event with a future event? What challenges would arise from that option?

STEP 2: DECIDE

“To cancel or not to cancel?” is not the question. Your organization has options, and it is not best practice to go the route of wholesale cancellation of event fundraising plans. Your team may choose to postpone or make your event virtual. You can also redistribute staff efforts to build alternative strategies that advance the goals you identified in the assessment. Translate the insights from the event audit into action: develop an engaging strategy or program that achieves your original event objectives.

STEP 3: COMMUNICATE

Regardless of how you decide to move forward, stakeholders are interested in hearing from the nonprofits they support. Developing a tiered communications plan that prioritizes event volunteers, sponsors, and major prospective donors can support the messaging of your ultimate decision. Though the logistics of your plan is important, incorporating impact-oriented updates about how your organization or cause is faring and how supporters can help will be strategic during this time.

A few best practices to keep in mind:

  • Rethink your event name: Even if it is a close replica, a virtual event will not be the same as the original gathering. Your organization should therefore consider renaming the event to create something new (i.e., “The Pajama Ball: A Night of Giving in Your PJs”).
  • Facilitate connections: Consider incorporating a live Q&A session and/or allow an online “chat” function. Now more than ever, people want to connect with each other. Providing access to key executives or thought leaders can help keep your constituents connected to and excited about your organization’s work.
  • Generate excitement: Prominently display the event fundraising goal thermometer and donor wall throughout your event to build and maintain momentum. Brainstorm new recognition levels and benefits for virtual event donors.

STEP 4: EXECUTE

For an event planning team, this step may feel familiar. Develop the appropriate working group, action steps, and timeline to make the event a success. Though your plans have changed, you may not need to start from square one. Find ways to creatively repurpose the plans and speaking points you have already developed. This step should also include your follow-up communication and donor cultivation plan to maximize the success of your event.

A few best practices to keep in mind:

  • Think outside of the box: This moment creates an opportunity to think differently about execution. Your organization’s audience will likely be excited to see a unique effort being implemented on their behalf. Find out how a nonprofit recently created a new virtual event to inspire its community.
  • Secure sponsorships, no matter what: Focus on recruiting and retaining your sponsors regardless of your final plan. Get creative with ways to fulfill sponsor benefits. Be straight forward with your sponsors. Let them know what challenge is impeding your event and invite them to partner with you to identify the solution. Many sponsors already have their commitment set aside in their annual budget.
  • Expand your invitation list: Re-think your invite list. If you are transitioning to virtual, cast a wider net and expand the invite list to everyone for whom you have an email on file. Or, cut the list to only include your top prospects and donors for a more intimate gathering (either in person, or virtual).
  • Treat Your Event Like a Giving Day: Check out our best practices here and here.

What Can You Do Today?

The first step to initiate this 4-point plan is to meet with your staff and leadership to brainstorm ideas and solutions to obstacles. It is also useful to look at what like-minded organizations have already done. How can you set yourselves apart from the pack and create something that stands out? These are the key questions that will help initiate a thorough plan of action.

CCS Fundraising is a strategic fundraising consulting firm that partners with nonprofits for transformational change. Members of the CCS team are highly experienced and knowledgeable across sectors, disciplines, and regions. With offices throughout the United States and the world, our unique, customized approach provides each client with an embedded team member for the duration of the engagement. 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 Fundraising was pleased to partner recently with AROPS – The Schools’ Alumni Association to discuss strategies for staying engaged with alumni during this extraordinary period. A recording of this discussion with accompanying slides can be accessed here.

COVID-19 has magnified the opportunity for schools and alumni associations to become the conveners of alumni engagement. People are eager for a sense of community and purpose, increasing the value and need for strategically planned engagement and authentic communication.

Actions taken now and throughout the crisis will help to define how alumni regards schools and associations in the long-term.

To maximise the success of your engagement plans, CCS recommends focusing on the following five areas:

One Page Plan
1. Objectives

  • Assess:
    • what you would like your alumni programme to accomplish
    • whether there are clearly defined benefits for the school community – alumni, pupils, parents, and friends
    • by which simple metrics you will measure progress

2. Constituents

  • Segmentation of your database is part and parcel of everyday alumni engagement – consider how you might adjust segmentation through a COVID-19 lens
  • Tailor outreach and communications channels to alumni subsets based on their needs and preferences

3. Resources

  • Identify new tools and resources available, especially if staff numbers and budget have decreased
  • Utilise existing volunteer groups
  • Recruit the support of new volunteers – this is an opportunity to develop your network and identify some of your greatest advocates

4. Initiatives
Communications

  • Update your website with information on COVID-19 impact and response – virtual teaching, online resources, examinations
  • Increase the number of bulletins/e-newsletters sent
  • Ensure frequent social media posts
  • Begin highlighting plans for a gradual return to new normal
  • Share news on future-focused projects (where appropriate)Activities
  • Facilitate online gatheringsg. reunions – coach alumni on use of platforms and/or allow use of school technology
  • Set up special briefings (webinars/podcasts) by alumni experts (e.g. medics, data scientists, economists, politicians) on the crisis and its implications or managing its impact
  • Deliver scheduled events and activities online (graduation ceremonies, Church services, speech day)

Calls to Action

  • Recruit volunteers to assist in checking in with self-isolating alumni
  • Ask alumni to dedicate some of their time at home to looking for old photographs/sharing uplifting or ‘memory lane’ stories
  • Actively seek feedback
  • Survey alumni to determine their needs, interests, and their feedback on how you are doing
  • Request financial support from alumni (where appropriate) to:
  • Provide for pupils whose parents are in financial difficulty
  • Set up bursaries that encourage international applications
  • Continue planned upgrades to ensure financial health into the future

5. Timeline

  • Create a calendar of touchpoints and activities for the next two to three months
  • Monitor progress weekly
  • Be flexible – government guidance will determine what people are interested in/concerned about

Many individuals working with alumni have wondered whether this is an appropriate time to reach out to their constituents. The answer is a resounding “yes” – in many ways, the work of alumni associations and in-school professionals is more relevant now than ever.

Authentic communication and engagement are the foundation for long-term relationships. And remember, those who truly feel part of the school community give back to it, financially and as volunteers and ambassadors.