Insights Archive - CCS Fundraising

Most (93%) organizations say their fundraising teams understand how to use data for decision-making and are familiar with CRM systems, as reported in the 2025 CCS Philanthropy Pulse report. However, many still struggle with data accuracy and completeness. Over half (54%) of organizations identify incomplete or inaccurate data as a major obstacle to maximizing donor information. Similarly, 55% find it difficult to decide which analyses to run or lack the necessary training to do so. In this article, we explore nonprofit data management through actionable steps to improve your data quality by focusing on consistency, accuracy, and implementation. You’ll explore real-life examples of common data hygiene challenges, giving you practical insights to help bring your data to its healthiest, most reliable state.

Why Nonprofit Data Management Matters

For nonprofits, data is one of the most valuable assets. Strong data health—defined by accuracy, completeness, and consistency—ensures that information is a reliable driver of decision-making and operational efficiency. Well-maintained data saves time, reduces errors, and strengthens donor relationships. Clean and well-communicated fundraising data can also inspire meaningful action towards your mission.

Conversely, poor data health leads to inefficiencies, weakens engagement, and increases the risk of costly mistakes. By improving data quality, nonprofits can streamline operations, eliminate redundancies, and enable their teams to focus on what truly matters—their mission.

Questions to Ask About Your Data

Is your database a reliable resource or a constant challenge?
Are donor relationships effectively tracked through moves management?
Do you have clear and consistent constituent codes, and are they applied uniformly?
Is your biographical data, including prefixes, suffixes, and addresses entered in a standard format, such as consistently using “Apt.” for apartment?
Are donor records accurate, complete, and regularly updated?

An aerial view of the University of San Diego, a CCS client who we helped with nonprofit data management.

Read the university of san diego’s data analytics story

CCS’s Data Analytics team identified untapped philanthropic potential that made our ambitious campaign goal possible and provided the necessary insights to help us deploy campaign budget resources for maximum impact. This enabled a data driven decision-making process resulting in an actionable roadmap to campaign success and inspiring confidence and consensus among our staff, leadership, and board of trustees.
Richard P. Virgin, Ph.D., Vice President for University Advancement, University of San Diego

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Common Challenges Observed in Nonprofit Data Management

We often hear nonprofits share that their data feels chaotic or inconsistent. Data in CRMs can be messy for many reasons: lack of clear standards, incomplete fields, or outdated information. Here are a few common issues:

Abbreviations and Acronyms: Different users may enter “Street” as “St.,” “St,” or “Str.”
Name Variations: “John Smith” entered as “John M. Smith” or “Smith, John.”
Address Formats: State names entered as “CA” or “California.”
Duplicate Records: Same donors being entered multiple times.
Invalid Records: Rather than marking a record as inaccurate, the terms “Delete,” “Deceased,” or “Invalid Address” are added in front of the existing address.
Unlinked Household Records: Donors from the same household with incomplete spouse fields or no clear primary contact/head of household indicator.
Notes: Free form notes often lack structure, making it difficult to track key details.

Addressing these challenges requires clear policies, constant training, and regular audits to catch errors before they become problems.

What Characterizes Healthy Nonprofit Data Management?

Healthy data is a reliable foundation for decision-making, ensuring efficiency and stronger donor relationships.

Healthy Data Is:

Accurate: Error-free and precise
Complete: All key fields are filled in
Uniform: Data is entered regularly and consistently in standardized formats
Actionable: Data provides clear insights for decision-making

Notice how those characteristics are present in the below example of a healthy dataset:

Click on the three ellipses and then the desktop symbol to expand the table.

Steps to Get There:

Conduct regular data audits to identify gaps or discrepancies
Host ongoing team training on standardized processes
Establish data cleaning routines to remove duplicates and correct errors
Codify and update clear data management policies, such as a defined data dictionary, to ensure uniformity

Your development or advancement office may find it useful to implement a project management or Gantt chart, like the one below, to ensure clear coordination among key stakeholders. This includes the data manager, director of development, CRM administrator, development coordinator, development manager, executive director, and any external data consultants.

Click on the three ellipses and then the desktop symbol to expand the table.

Immediate Nonprofit Data Management Steps You Can Take

No matter where you are in your data health journey, there are actionable steps to strengthen and refine your approach.

Here are three common stages and the strategies to move forward:

Stage One | The Aspirant: Beginning to address data health
- Clean up duplicates and standardize key fields
- Establish a simple, clear policy for uniform data entry
Stage Two | The Architect: Being aware of data issues but struggling with consistency
- Implement regular audits and train staff on standardized processes
- Use dropdowns for entry of commonly repeated fields (e.g., states, prefixes) to reduce errors
Stage Three | The Artificer: Looking to refine already-strong data practices
- Automate processes like deduplication and data validation
- Enhance donor tracking with more advanced moves management and constituent coding

By identifying your current stage and taking targeted steps, you can build a data system that supports efficiency, accuracy, and stronger donor relationships.

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Article

Elevate Your Major Gifts Fundraising Training with These Three Tactics

March 14, 2025

Strengthen major gifts fundraising training at your organization through capacity-building, sustainable learning practices.

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Nearly two out of every three (63%) organizations anticipated increased major gifts fundraising results in 2025. Indeed, major gifts fundraising is a cornerstone of financial sustainability for nonprofits. However, only 17% of organizations report that their staff is “completely knowledgeable” about major gift fundraising. This article discusses how to get your staff up to speed with three capacity-building tactics to support your major gifts fundraising training program.

Many organizations invest in one-off workshops or intensive courses, only to see fundraising skills fade over time without sustained practice. Instead, fundraising professionals need continued support, practical application, and structured reinforcement to translate their learning into results.

At CCS, we’ve worked with nonprofits of all sizes to integrate staff training into real-world practice through three high-impact strategies:

Communities of Fundraising Professionals to establish peer networks and shared learning.
Sustained Skill Reinforcement to ensure ongoing knowledge retention.
Adaptive Resources to streamline implementation and make training actionable.

By implementing these capacity-building tactics, organizations can extend the impact of fundraising training, nurture confident fundraising professionals, and unlock significant untapped potential in donor programs.

Turn Your Training Cohort into a Community of Fundraising Professionals

What Is a Community of Fundraising Professionals?

A community of fundraising professionals is a specific community of practice; it is a peer-driven network where fundraisers regularly share insights, troubleshoot challenges, and reinforce their learning beyond initial training. Unlike a one-time cohort, a community of fundraising professionals continues to evolve, helping participants apply concepts in real-world scenarios while offering ongoing support and accountability.

How to Build and Nurture a Community of Fundraising Professionals:

Define the Purpose: Clearly articulate the goal of the community, such as “sharing strategies for donor cultivation” or “troubleshooting portfolio management challenges.”
Make It Easy to Participate: Keep meetings short (e.g., 60-minute maximum virtual meetups), provide structured agendas, and assign rotating facilitators to keep the workload manageable.
Create a Communication Hub: Use a simple platform, like a shared Slack channel, email group, or Teams space for quick questions and knowledge-sharing.
Encourage Leadership Involvement: Leaders can reinforce participation by setting mutually-agreed-upon expectations and periodically engaging with the group.
Offer a Starting Framework: Provide toolkits on structuring meetings, defining shared goals, and tracking progress.

Making Major Gifts fundraising Manageable

A community of fundraising professionals doesn’t have to be time-consuming. Successful communities typically involve:

One-hour virtual meetups (monthly or bi-monthly)
Minimal prep time (agendas shared in advance)
Peer-led facilitation (rotating responsibilities)

When and How CCS Can Help Elevate Your Major Gifts fundraising Training Program

CCS helps organizations design, launch, and sustain communities of fundraising professionals by:

Embedding collaborative exercises in training sessions to lay the groundwork.
Providing toolkits and templates for easy startup and maintenance.
Offering coaching to maintain momentum in the first 3-6 months.

Provide Sustained Skill Reinforcement

Training sessions alone aren’t enough to establish long-term skills. Like all learners, fundraising professionals need structured reinforcement to retain key concepts and build confidence over time.

What Is Sustained Skill Reinforcement?

Sustained skill reinforcement includes ongoing coaching, refreshers, and microlearning to reinforce skills at regular intervals post-training.

How to Implement It:

Set a Reinforcement Timeline: Training reinforcement should span at least 6-12 months post-course.
Offer Periodic Coaching: Bi-monthly coaching calls are encouraged to keep learners accountable and provide space for troubleshooting.
Deliver Microlearning Modules: Short, 5-10 minute refresher videos or interactive exercises can help keep critical skills top of mind.
Use Data for Continuous Improvement: Monitor metrics like donor engagement rates and portfolio health to track improvement.

When and How CCS Can Help Elevate Your Major Gifts fundraising Training Program

CCS helps nonprofits design structured reinforcement programs by:

Facilitating follow-up coaching calls to support fundraisers as they apply new skills.
Developing custom microlearning content based on an organization’s needs.
Implementing progress-tracking tools to measure outcomes over time.

Create Adaptive Resources to Elevate Your Major Gifts Fundraising Training Program

Fundraisers need practical tools to make implementation easy. Adaptive resources—such as customizable templates, donor engagement guides, and pre-built outreach materials—allow teams to apply best practices efficiently.

How to Develop Adaptive Resources:

Identify Repetitive Tasks: Look at common fundraising challenges (e.g., portfolio reviews, donor outreach, stewardship tracking) and create pre-built tools to simplify them.
Make Resources Customizable: Provide editable templates for donor communications, prospect scoring, and meeting agendas.
Offer On-Demand Support: Record key training sessions and compile troubleshooting guides to create a knowledge repository.

Examples of Effective Adaptive Resources:

Customizable Donor Profile Templates: Save time on manual document creating while ensuring fundraisers have key insights at their fingertips.
Engagement Action Plans: Provide clear next steps for donor interactions and relationship-building.
Pre-Written Email Scripts: Speed up donor outreach efforts.

When and How CCS Can Help Elevate Your Major Gifts FUNDRAISING Training Program

CCS collaborates with nonprofits to:

Identify time-saving resources that align with their fundraising workflows.
Develop customized templates and toolkits for immediate use.
Create on-demand learning content, such as recorded sessions and FAQs, for easy reference.

Why These Tactics Matter

By integrating communities of fundraising professionals, sustained skill reinforcement, and adaptive resources, nonprofits can scale major gifts fundraising more effectively—without requiring heavy ongoing investments.

These strategies extend the shelf life of training efforts, reduce implementation barriers, and build a culture of continuous learning.

At CCS Fundraising, we partner with organizations to embed these tactics in a way that is practical, scalable, and impactful.

Ready to Unlock Your Nonprofit’s Major Gifts Potential?

Explore our Systems and Change Management services and insights or connect with us to build a training program that delivers lasting results.

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Association foundations serve as the philanthropic arm of professional membership organizations, such as national engineering associations or medical specialty societies. They advance their fields by funding research, education, technical specialization, and member-led initiatives, while some also contribute to external charitable causes. Unlike other nonprofits, association foundations have direct access to members who can be both donors and beneficiaries. This engaged, mission-aligned network presents a strong fundraising opportunity that association foundations can maximize by strategically leveraging their membership base. In this article, we offer eight fundamental fundraising tips for your association foundation to effectively engage and mobilize its members.

1. Demonstrate the Need for Philanthropic Support at Your Association Foundation

Most professional associations charge membership fees to cover operational costs and member benefits. However, many members mistakenly believe these fees fund the foundation, eliminating the need for philanthropic support. In some cases, they may not even realize the foundation operates as a separate entity with distinct goals and programs.

For example, the Oncology Nursing Society (ONS) provides several resources to create a community for oncology nurses to help them thrive. This association’s membership benefits include access to educational resources, an online forum, a helpdesk to solve clinical questions, and professional awards. However, ONS’s philanthropic arm, The Oncology Nursing Foundation, focuses on promoting oncology nursing excellence by providing educational scholarships, career development opportunities, awards, and research grants.

An association foundation provides an award to a member.

To build trust, ensure transparency, and convert members into donors, association foundations must clearly communicate the difference between membership fees and charitable donations. Emphasizing the foundation’s independent mission and initiatives is essential for effective engagement.

2. Tap into Members’ Emotional Connection with Their Profession

Association foundations should appeal to the pride that members feel in their profession and their emotional connection to their associations to encourage donations. An important message to convey is that charitable support to the foundation is an investment in the future of the profession because it will fund initiatives to support the next generation of professional leaders.

Since association foundations are identity-related organizations, they can appeal to members to donate to their philanthropic endeavors similarly to how they would support their alma maters or places of worship. Continuing the example of the Oncology Nursing Foundation, a good way to convene support from members is to make the case for investing in the future of the profession by supporting younger oncology nurses. By investing in the Foundation, members help fund education, nurse-led research, and leadership development opportunities for the new generation of oncology nurses.

Oncology nurses take notes during a workshop funded by an association foundation.

3. Utilize Association Publications and Events to Increase Awareness

Given the close relationship between an association and its foundation, there should be strong symbiosis in communication efforts. All important association communication channels, such as social media, newsletters, journals, and other publications, should include information about the foundation. Similarly, the foundation should have a strong presence at association-organized events. These strategies will help build a recognizable brand among members and set the stage for successful future fundraising appeals.

By sharing information about the foundation’s programs, success stories, future plans, and campaign updates, association members will gain visibility into the charitable arm of the association. This constant communication and collaboration will help build momentum among the member base and inspire participation.

4. Collaborate with Association Local Chapters

Partnering with local association chapters is crucial for the success of foundations, as chapters maintain robust relationships with their members. By leveraging these local networks, foundations can effectively raise awareness about their programs, showcase their positive impact, and garner philanthropic support. Many local chapters contribute to their parent association’s foundation, setting an example for individual members and demonstrating their commitment to the foundation’s mission. Creating friendly competition among chapters to boost contributions and publicly recognizing the most generous chapters or those with higher participation rates can further enhance this effort.

To enhance collaboration with chapters, association foundations can appoint ambassadors within each chapter to act as liaisons. Foundation staff can conduct presentations at chapter meetings, request chapter leaders to forward information about the foundation and fundraising campaigns to their members, and invite chapter members to participate as foundation volunteers. Chapters can also play a significant role in organizing local fundraising events, which not only raises money but also engages members meaningfully, increases the visibility of the foundation’s impact, and strengthens members’ connection to the foundation’s mission.

5. Offer Value Through Educational Opportunities

For association members, opportunities to continue their education and connect with other professionals are highly valuable. Association foundations can tap into this interest by hosting webinars, workshops, conferences, networking sessions, and other events that provide value to members. These events should incorporate high-visibility opportunities for the foundation to share its work, connect with prospective donors, and make fundraising appeals. Additionally, foundations can charge fees for these events, with proceeds supporting the foundation’s initiatives, or use the events as platforms for launching specific campaigns.

A speaker presents to a room of association members as part of an education event hosted by the association foundation.

6. Engage Inspirational Leaders In The Association Foundation

Within every professional community linked to an association, there are influential leaders who members highly respect. These leaders can be historical trailblazers, publicly recognized professionals, inspirational figures who embody the values of the profession, internal “celebrities,” and award-winning specialists. Association foundations should identify and engage these leaders to champion fundraising efforts, as they can effectively capture the attention of other members.

Recognized leaders can serve as campaign volunteers or contribute by sharing information about the importance of philanthropic support. Their active involvement with the association foundation is likely to inspire others and add credibility and visibility to fundraising initiatives.

7. Empower Members to Fundraise

Another way to engage members meaningfully is to invite those who have made significant contributions to participate in fundraising efforts. This can include inviting them to be campaign volunteers, making introductions to possible donors, or launching their own small campaigns among their networks on behalf of the foundation. Member-led campaigns offer the advantages of peer-to-peer fundraising and allow the foundation to expand its reach. These campaigns can help communicate the foundation’s message to people in the lives of members who are not, themselves, association members.

When coordinating member-led campaigns, association foundations should implement best practices to guide volunteers effectively:

Schedule regular check-in meetings
Assign a dedicated contact person at the foundation
Provide draft language for social media and email outreach
Create a campaign FAQ one-sheet
Offer comprehensive training and support

8. Promote Planned Giving at Your Association Foundation

Legacy gifts are typically given to organizations with which donors have long-term relationships. Given the nature of professional associations and the lifelong commitment many members have to their association, association foundations are excellent prospects for planned gifts. Foundations should regularly promote planned giving options in communications with members and actively solicit donors for this gift. The framing of this opportunity should emphasize the possibility for donors to provide a lasting legacy and honor their professional lives and contributions to the association field.

Membership Engagement is the Key to Success at Your Association Foundation

Association foundations have a unique opportunity to leverage their membership bases to enhance their fundraising efforts. By clearly explaining the need for philanthropic support, tapping into members’ emotional connections, and utilizing association publications and events, foundations can build strong relationships with their members. Additional strategies include closely collaborating with local chapters, offering educational opportunities, engaging inspirational leaders, empowering members to fundraise, and promoting planned giving.

To unlock the full potential of their fundraising efforts, association foundations should adopt these strategies and continuously seek ways to engage and inspire their members. By doing so, they can ensure the sustainability and growth of their initiatives, ultimately contributing to advancing their respective fields and broader societal goals.

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Elevate Your Major Gifts Fundraising Training with These Three Tactics

March 14, 2025

Strengthen major gifts fundraising training at your organization through capacity-building, sustainable learning practices.

SEE ALL IN: Foundations Associations

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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CCS Philanthropy Pulse

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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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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