We’ve Got (Virtual) Spirit!

Each September we have CCAH’s annual spirit week, but this year, spirit week went virtual! This fun-filled employee appreciation week included a lunch hour at the Charlie Hides Funhouse, a team-vs.-team MadLib competition, and our annual award ceremony (this year held over Zoom).

Each day had its own treats and surprises in addition to our weeklong Guess Who game, where employees were challenged to match fun facts with new staff, and the correct answers were revealed at our Thursday happy hour … it was such a fun way to get to know our fellow coworkers!

Monday

CCAH was closed for Labor Day, but we could hardly wait to return to the (home) office to kick off the spirit week festivities.

Tuesday

It was Mad Lib day! This fun team-vs.-team competition encouraged people to think outside the box as they completed a CCAH-themed MadLib! Teams worked together to come up with the zaniest nouns, adjectives, and verbs they could to impress the judges with their creativity. We also kicked off our New Staff Guess Who game, where everyone worked to match fun facts with the employee who has done it. With facts ranging from a fear of frogs to a world-class ranking on Pokémon Go, to speaking about fundraising on six continents; we’ve certainly hired some pretty interesting people during the pandemic!

Wednesday

For our lunch hour, we brought back Charlie Hides with a brand new gameshow: Charlie’s Funhouse! Staff members went head to head to win fun prizes in a variety of games: the Price is Right (but only with UK food items with interesting names), Name that Tune, and the Masked Celebrity, to name a few. Not everyone was a winner, but we all walked away with a smile after an hour in the funhouse!

Thursday

At happy hour, we kicked off the festivities with a scavenger hunt. Employees rans around their houses and apartments trying to be the first to find a particular item — from something red to something with a face — we had 15 seconds to find our items and run back to the screen before time was up!

From there, employees were recognized — from plaques for those celebrating two years with the company to CCAH monogramed swag gifts for those working here for five, ten, twenty, and twenty-five years.

Quentin Patrick received the Bill Goldstein Legacy Award for his twenty years with the firm. This award recognizes excellence in service and a commitment to outstanding loyalty to CCAH, our clients, and their missions. Twenty years symbolizes a remarkable achievement in one’s career and demonstrates fortitude, grit, and perseverance. Over the years, Bill Goldstein’s work had profound impact on some of the most critical issues facing our country and people around the globe. We are proud to honor his legacy with this award. 

Katie Chambers received the coveted CCAH Spirit Award. This award goes to one individual, voted on by the management committee and partners, who we believe embodies dedication to clients and their fellow colleagues, always lending a helping hand and jumping in if someone doesn’t understand. Katie goes the extra mile for a client with a positive attitude and a smile in every situation.  As one person noted, her “positive attitude is actually infectious for everyone she works with.” Congratulations to Katie Chambers for this distinction!

The Spirit Committee judges also announced the answers to the Guess Who matching game! While only five CCAH employees were able to get a perfect score (congrats to Arwen, Kahla, Srikar, Julia, and me—Becca!), everyone was a winner when we got to learn more about our coworkers.

Friday

Spirit week was finally coming to a close, but not without one final announcement: we changed our name! Jenny Allen officially became a name partner, making our company now Chapman Cubine Allen + Hussey — you can read all about it here if you missed the announcement blog. With this exciting news top of everyone’s mind, it was easy to forget about the MadLib competition (even though that was also a very exciting moment in CCAH history). Team Mia took home the win, and all of the bragging rights that came with it. 

As a final surprise, everyone was excited to find goody bags at their door the week after spirit week. MJ, Katie, and Quentin had worked tirelessly to ensure a sweet snack for all of our employees even though we were far apart.

With that, we closed another wonderful week at CCAH. Now we are back to work, refreshed and ready to take on Q4 and another full year of doing great work for all our amazing clients! 

We Changed Our Name!

On behalf of Jim Hussey and Lon Chapman, it is with excitement and pride that we announce that Jenny Allen has been made a name partner and moving forward our firm will be called Chapman Cubine Allen + Hussey!

Jenny has been an integral part of the growth and success of CCAH these past several years.  She has helped drive the diversification of our client base as well as the expansion of our digital, analytical, and database services.  Jenny is known as a creative powerhouse. 

Jenny is as passionate a person as you will find.  She is devoted to the missions of the organizations that CCAH represents, and her clients consider her a friend in addition to a trusted counselor.  Her ethics are unimpeachable, and her sense of humor and salty vernacular make working with her fun.  

She is a true leader at our company and has earned her place on the masthead.

Please join me and the rest of the CCAH family in celebrating our newest name partner, Jenny Allen.

Chapman Cubine Allen and Hussey

AAPC Names Chrissy Hyre to 40 Under 40 List for 2020

Each year, the American Association of Political Consultants (AAPC) selects some of the best in our nation’s political business community to honor on their 40 Under 40 list, recognizing their leadership and innovation. This year CCAH is fortunate enough to have one of our own on that list – Ms. Chrissy Hyre.

Chrissy was nominated for the award by a fellow CCAH employee, Catherine Algieri. Chrissy and Catherine have been working together since 2018, when Chrissy was Catherine’s consultant for her work at the Democratic Senatorial Campaign Committee. Catherine has since joined the CCAH team to head our new political digital program and, in her words, “realized I didn’t know the half of what Chrissy brings to the table.”

Chrissy’s work to expand the use of telemarketing programs in progressive political campaigns has helped her to make millions of voter contacts for candidates like Andrew Gillum for Governor and Kamala Harris for President, as well as for politically motivated organizations like Collective PAC and Citizen Action. She paved the way for peer-to-peer mobile platforms like Hustle and Get Thru to work with telemarketing firms and utilize live operators that would allow organizations and candidates to dramatically scale up their engagement efforts over SMS.

Chrissy wasn’t always planning on innovating the world of political fundraising; in college, she initially registered as a musical theatre major. The common thread between her aspirations as a thespian and her work now as a consultant? Vulnerability. According to Chrissy: “We ask our clients to put an incredible amount of trust in us … so we need to show up in a really authentic way to build those relationships.”

In that spirit, Chrissy’s work in the industry of political consulting has been nothing short of visionary. As an inventive team player, Chrissy has earned accolades from her clients, business contacts, and here at CCAH, where she was made a partner in March of this year. We are so glad that the AAPC has recognized her hard work by adding her to their 40 Under 40 list, and we look forward to honoring her future accomplishments. Congratulations, Chrissy!

Fundraising During This Time of Turmoil

In times of upheaval, it’s not unusual for a nonprofit organization or a political candidate to temporarily suspend their fundraising solicitations.

During my 35-year career, I have witnessed several events that triggered many nonprofit causes to take such action, including 9/11 and the beginning of the great recession in 2008. 

However, the year 2020 is prompting a reaction previously unseen within the fundraising industry.

Jim Hussey, Chairman

The coronavirus pandemic and the resulting economic downturn caused many organizations to suspend their fundraising campaigns in March. Unlike the fundraising suspensions in 2001 and 2008, these interruptions were … and for some continue to be … much longer.

Following the onset of the coronavirus crisis, the murder of George Floyd was the catalyst for a new wave of protests in cities from New York to Los Angeles and everywhere in between – another reason to reevaluate fundraising campaigns.

And 2020 is far from over. The remainder of the year promises even more turbulence.

In addition to the ongoing threat of the coronavirus, the troubling and divisive political situation within the nation guarantees even more tumult, especially during the final quarter of this year. The election in November, as well as its lead up and aftermath, may be the most politically contentious period in modern American history.

So what do we do? Should nonprofit organizations constantly suspend and revive their fundraising efforts with each new, dramatic event? No.

For the sake of the causes we care about, we must continue on the path forward and push through the storms we are facing. We must carry on.

Even the temporary suspension of solicitation efforts can set your program behind by months or even years. A fundraising program is like a train … once stopped, it takes much time and effort to restart it and get up to speed.

In addition to the immediate loss of income, the suspension of donor acquisition efforts will cause attrition, instigating major downturns in your donor file that will further impact your efforts in future years.

Control packages and language atrophy without the constant testing necessary to keep them viable, necessitating further testing and smaller rollouts when the program is reinstated, until confidence in the market is rebuilt.

Decisions to suspend fundraising often come from outside the development office, by supervisors who too often are cynical about fundraising, and view it as a necessary evil.

More must be done to educate our nonprofit leaders that fundraising is about more than asking someone for money. It’s about empowering the donor and providing them with a chance to address an issue which is important to them. Suspending fundraising operations denies them that opportunity.

Nonprofit leaders often believe they are doing a favor for their donors by giving them a break. In reality, the donors probably don’t notice. But once loyal donors move on to other organizations that are less reluctant to ask for their involvement and help, and it is incredibly difficult to bring them back to the fold.

It’s best to address major events directly. If everyone’s attention is directed toward a particular issue … acknowledge it in your copy.

Don’t ignore the elephant in the room.

Your donors will not be angry with you for continuing to advocate for an issue that is important to you both, even in difficult times.

How are you fundraising right now? We’d love to hear how your organization has been reacting to and coping with 2020’s current events. Tell us in the comments!

Pivot Quick in Snail Mail

Right now, the world is changing at a rapid rate. With pandemics, changing work environments, and civil unrest amplifying systemic issues to catalyze important change, it can be difficult to figure out how tried-and-true direct mail best practices and anchor campaigns fit into this new reality. What do you do in the face of the unknown? What tools, tips, and techniques should you use when world events mean your program needs to pivot—and pivot fast—when you work in direct mail (DM)?

Step one: Talk to your digital counterparts

Discuss options to go live with the new messaging on your homepage, over email and social, and SMS and phone. These channels have an unmatched ability to get your message out quickly, as well as giving your organization the option to test language and more fully develop your plan of action for your donors as new details on the topic reveal themselves.

However, if most of your donors are direct mail responsive, aren’t mobile opted in, or if there isn’t much overlap between your email and DM programs, these channels alone won’t get your message to everyone that needs to hear it. If you do not have key techniques ready to implement so you can quickly and efficiently reach your direct mail donors, you will be missing out on a key group of supporters. It’s incredibly important that these people, too, know your organizational response to a changing environment.

Direct mail is not a beauty contest

So a simple and straightforward urgent message received in a timely manner is often more important than providing donors with a highly-produced, design-heavy package. If your mail schedule and cadence allow you to print new material, you can create a simple package to get your message to your audience. Many times, you can use an “urgent-gram,” which is pre-printed material that allows you to simply add your organizational messaging.

Rework what you’ve already done

Recoding data from a recent appeal or renewal can also shorten the time frame from creative development to your drop date. If you are able to truncate your art approval timelines, recoding data (which can mean faster turn times than starting from scratch) can allow you to get your message in the mail quickly.

Look at some production-focused strategies

These can include digital printing, duplex lasering, and multiple-window no-print envelopes, and all of these strategies can shorten timelines. In digital printing, you can print and laser your material all at once, bypassing the proof, or blueline, step of the process. Duplex lasering allows an organization to print material without finalizing their messaging before printing. This gives another week or two to allow a situation to develop, thereby giving you the most information at your disposal before finalizing your stance. By mailing in simple formats with stock that is readily available, you will improve your chances of getting in the mail as quickly as possible.

Have the option to change your signer

Often overlooked, but a useful way to cut timelines for some organizations: if a finance officer, director of marketing, or membership chair can sign instead of going all the way to a president or CEO for approval, you can shorten the timeline you need to vet a package but still ensure your organization’s unique brand and voice are maintained. If a package was planned with the use of a celebrity signer in mind, consider moving that tactic to later in your calendar and swapping in a mailing that needs fewer approvals so that you can move quickly.

But what if you’ve already printed, the signer is final, and your cadence won’t allow you to miss a mailing?

A buckslip can be a quick and easy way to add information to an existing mailing before it goes in the mail. While this does not allow you to tailor your entire message/approach to a mailing, in a pinch, it allows you to connect with these donors without missing a mailing or having to trash your printed material. For programs like acquisition where list clearances only last for so long, a buckslip can ensure your organization isn’t ignoring the current state of the world, but also isn’t missing out on needed funds to further their mission.

Direct mail means planning and working far in advance, but when your plans get turned on their head, it doesn’t mean you have no options. It’s important to make sure your donors know where your organization stands and to reinforce that you are being good stewards of your donors’ gifts—especially in unknown times.

Being able to act quickly gives you the best chance of reaching your donors, and having the ability to be the first in inboxes and mailboxes can make a substantial difference in your capacity to raise funds around a specific issue and keep donors informed. Allow yourself to pivot quickly, or at least, as quickly as we can in snail mail!

Want to join the conversation? Work with us!

Fundraising During a Pandemic – Tips & Considerations for Donor Selections

As we enter the third month of the COVID-19 pandemic, many organizations have settled into a new normal and accepted the crisis as the surround sound of their missions. CCAH, in partnership with our clients, has adjusted and is continuing to readjust revenue projections and expectations. We are closely scrutinizing incoming returns from outbound solicitations.

For those organizations not directly impacted or serving beneficiaries impacted by the pandemic, there may be a temptation to scale back fundraising asks of their donors. Most organizations recognize this is not a prudent approach for the long-term viability of serving their missions, and CCAH strongly counsels against the exclusion of efforts, or cutting back too severely.

Is there a middle ground? Can organizations continue to solicit donations from their donors, while at the same time acknowledging not all donors on their file have the capacity or interest to give right now?

Yes! You can find donors who are willing and able to help you continue furthering your mission. We suggest targeting those house file donors that are the most in love with you. But how do you know who they are? 

We recommend considering some of these selection criteria to choose your donors:

Donors who have given for 5 or more years consecutively to your organization – including this year

Within this group, further identify the long-on-file (example, 10+ years), highly consistent donors (giving 75% or more of the time they have been on your file) with a lifetime revenue of perhaps $1,200+. Consider using as many channels as possible: SMS, phone, and/or email, connecting with them in much the same way you would with family and friends. Send an affirmative message showing you care such as: “these are uncertain times, we hope you’re doing okay” to solidify your donors’ relationship with your organization.

New donors acquired after March 17, 2020

Also, consider adjusting the new donor onboarding and the acknowledgement language new donors receive during this crisis. Adjust messaging to reflect the current environment (e.g. make sure it’s not just the normal welcome series, since that may not sound authentic to new donors at this time).

Lapsed Donors

Typically, reinstated lapsed donors tend to be more valuable than newly acquired donors.

As such, re-prioritize the more recently lapsed (like 13-36 months lapsed donors) and focus on those who were multi-year consecutive donors before they lapsed. Where possible, further refine by focusing on those who have been on your database for a substantial period of time (consider 7+ years), and who had given a cumulative amount of $100 or more. We recommend removing any new or reactivated donors who lapsed again.

Target these lapsed donors via SMS, ads, and email where possible. Multichannel contacts will increase the rate of conversions. 

Sustainers

Target committed donors who, after becoming a sustainer, have given additional one-time donations. Do you know who these sustainers are? If not, find them.

They are some of your best donors! Consider narrowing this selection further to the time period after March 17, 2020. 

Identify those sustainers who voluntarily upgraded their monthly committed amount, has anyone done this after March 17, 2020? Then identify monthly donors who converted to giving monthly donations after making one-time gifts for a significant period of time (like 7+ years) or maybe even those who have been on your database for 10 or more years in totality.

Other Donor Constituencies for Selection:

  • Donors who have given in the last 18 months and have returned a completed mail survey (digital survey completion as secondary)
  • Donors who volunteered their change of address (not auto-NCOA updated)
  • Multichannel donors who have given to two or more channels both this year and last year
  • Active (0-18 month) donors who are also coded as:
    • Active Advocates
    • Fundraising on the behalf of the organization
    • Current Volunteers
  • Donors donating using alternate payment methods:
    • Donor Advised Funds               
    • Family Foundations
    • Stocks

As we navigate this uncertain time, it’s important to make informed choices that best serve the overall missions of our clients. While we need to be mindful of the environment we are mailing within, we can use careful donor selection as an opportunity to keep the best donors involved and keep striving toward organizational goals.

Who are the donors you have identified as your strongest supporters, or do you need help finding them? We’re happy to help, reach out and work with us!

Remote Collaboration

At CCAH, many of our employees worked remotely even before the current COVID-19 crisis sent all of us to our home offices. Over the years we’ve learned some best practices for teleworking that can be applied now, but also whenever you have a teammate who isn’t physically in the office with you for any reason!

Turn On Your Video

When working from home, it can be tempting to dress as though it’s extra casual Friday every day of the week, and though this post won’t dive into the value of getting “dressed for work” even when you’re only going as far as your home office, it is a great idea to be presentable for the camera. Being face to face with your team, even when you aren’t physically in the same space, is nothing short of a necessity. Seeing each other allows for nuance, body language, and important conversational cues that just aren’t possible if you’re using voice-only communication methods.

Keep (Or Set Up) Standing Meetings

Without the opportunity to run into each other in an office, it’s important to keep in touch with coworkers! If you have a mentor or friend who you have lunch with, or a coworker on another team who you share ideas with, set up a weekly or biweekly chat so that you can keep talking! Similarly, if you have check-ins with your teammates when you’re in the office – individually or in groups – keep them on the calendar. Setting time aside to keep up with each other is a great way to keep remote work from feeling like a lonely endeavor.

Don’t Forsake Small Talk

When a meeting begins in person, there’s often a few minutes when folks are gathering that is taken up by that dreaded social phenomenon – small talk. But think about how many times a little non-work-related conversation in the middle of the day left you feeling renewed and a little more connected to whoever you talked with. That kind of social connection is vital when trying to maintain morale and collaboration from solo work environments! Use a few minutes as everyone joins a conference call to ask about everyone’s day or commiserate about the latest telework woe. Those conversations build relationships, and teams that know and trust each other do better work.

Use Group Chats

Many online platforms like Slack, Skype for Business, or Google, offer the ability to put your team in a good old fashioned chat room. This allows discussion to flow with buy-in from everyone, and helps to foster connection among teammates near and far.

Share Ideas and Brainstorm

Working from home can feel isolating, but one way to keep that at bay is to keep lines of communication open for new ideas and brainstorms. When teammates trust each other, it isn’t so scary to share new ideas – even when they might need a little work or be less than great. Any suggestion that doesn’t make it into the mainstream can still be a starting point for fruitful conversation!

Want to join the conversation? Work with us!

CCAH has a long history of working remotely

Around the world, businesses have been forced to deal with the coronavirus crisis and learn how to operate remotely from the homes of their employees. This has been an intense struggle for companies that had little experience with telecommuting before Covid19 quickly and unexpectedly reshaped the economic landscape.

However, Chapman Cubine and Hussey was well prepared when the time arrived to begin working remotely because our firm has a long history of allowing employees to work remotely.

Jim Hussey, Chairman

CCAH began telecommuting in 1997 when a valued staffer moved to San Francisco from our original base in Washington, DC. We decided we could not live without her and took advantage of the then new-fangled Internet to see if someone could work remotely, away from our office.

We quickly learned that this new technique not only allowed our firm to hold onto valued staff, but that telecommuting was an indispensable tool to improve our services and grow our company. Within two years, our use of telecommuting quickly developed into a fully staffed West Coast operation that opened new markets for talented employees and new clients.

We soon also realized that this new technology allowed us to tap into employment talent pools in every corner of the United States, hiring excellent employees who were previously considered out-of-reach because they were not within commuting distance of Washington, DC or San Francisco.

Today, 23 years after we began the use of telecommuting, a large percentage of our staff works remotely full time and part time from their homes (as I am today from Connecticut). In fact, we have staff in 14 states!

So when we made the decision in mid-March to send the entire staff home to work remotely, all of the necessary systems were in place. Our IT staff already had two decades of expertise, the infrastructure was ready to go, each employee had their own company-issued laptop, and we were highly-experienced with teleconferencing amongst ourselves and our clients.

As a result, the work of our 120 employees continues forward, uninterrupted. Our hospital and health oriented clients must raise even more money than before. Older Americans and others in need are desperate for help. Elections still must be won. Rights must be protected. Abused animals still need our help. And the work of our many other charitable clients must go on. 

And as long as it is necessary, the employees of CCAH will continue working from our homes to ensure that the funding for these worthy causes continues to flow.