Client Spotlights

Viterbo University

In planning the scope of its next campaign, Viterbo University saw a need to further enhance its brand awareness and ensure communications efforts are more strategic and proactive prior to launching a campaign. The University decided that an outside assessment of its communications function across the enterprise was in order.

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Wisconsin Lutheran High School

Wisconsin Lutheran High School wanted to position itself for long-term growth and so decided it was time to assess the current state of Mission Advancement—including the team’s structure as well as both boards’ roles in the fundraising effort—and use the findings of the assessment to clarify roles and responsibilities, identify key metrics to track, and create a better structure for the team.

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International OCD Foundation

The International OCD Foundation had a successful development program, but leadership suspected that they were maxed out with their current resources, including staff, and were therefore not able to capitalize on certain opportunities. Leadership wanted to know both how much the organization could grow and the best path forward for that growth.

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Non-GMO Project

In 2021, Non-GMO Project (NGP) had 1 million Facebook and social media followers—an unprecedented number for a nonprofit. Due to a small existing donor pool, the organization wanted to convert as many followers as possible into donation leads and thus mounted its first-ever digital lead generation campaign, followed by digital warming and a lead nurturing campaign.

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American Swedish Institute

Leadership at the American Swedish Institute was in the early stages of campaign planning and had a preliminary case for support. Though the essence of the case had been prepared, it needed to be finalized and the campaign messaging needed to be developed so that communications elements could be created in advance of a public announcement.

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Covenant House Vancouver

In 2021, the Development & Communications team at Covenant House Vancouver was ready to create its own strategic plan to dovetail with the organizational plan already in place. The D&C team wanted a plan that would guide their work for budget planning, programmatic and marketing decision-making, and fundraising campaign goals from FY22 to FY25.

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South Dakota State University

South Dakota State University Foundation

While planning for the most ambitious campaign in its history, the SDSU Foundation built momentum toward being more data driven, having clearer insights into its operations, having the ability to make strategic decisions and make them faster, and having a better way to validate its strategy, thereby saving time and resources.

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Epilepsy Foundation of Minnesota

With both new executive and board leadership at the helm in early 2020, the time was right for the Epilepsy Foundation of Minnesota (EFMN) to transform its board and equip them to be a best-in-class board of directors. Today, the board has doubled in size, is more representative of the populations the organization serves, and understands the role and reach of each member’s own philanthropy.

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WPI campus photo

Worcester Polytechnic Institute (WPI)

WPI wanted to understand how the pandemic and the resulting economic shifts would impact both the FY20 fundraising goal and the next few years of the campaign.

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Utica College Image

Utica University

Leadership at Utica University wanted to help gift officers better understand their role as brand ambassadors and build their communications skills in fundraising.

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Arizona State University

Campaign ASU 2020 raised over $2.3B and was successful by all measures. ASU sought to fully understand what worked well in this campaign and where opportunities exist to improve fundraising in the next one.

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University of Queensland

University of Queensland

In preparation for launching an ambitious campaign and growing its database, the University of Queensland needed an operations assessment to ensure a top-notch donor experience.

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Springtide-Research-Institute

Springtide Research Institute

As a start-up organization, Springtide Research Institute needed a full philanthropic strategy and operational plan that would both challenge them and provide a step-by-step path toward success.

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National FFA Foundation

National FFA Foundation needed to assess its CRM needs and identify a solution for its complex nationwide membership.

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University of Alabama

University of Alabama

UA leaders needed to determine the feasibility of launching a comprehensive campaign that would be the largest fundraising effort in its history.

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Panoway on Wayzata Bay 

Panoway on Wayzata Bay 

The Wayzata Conservancy was at a key juncture in its campaign and frustrated with the pace and results in its fundraising efforts.

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Sarasota Orchestra BWF Spotlight

Sarasota Orchestra

Sarasota Orchestra’s board and executive and development teams recognized the need to invest in creating a stronger acquisitions and retention strategy.

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Massachusetts General Hospital

Massachusetts General Hospital

MGH turned to BWF to examine production, highlight unrealized bright spots in the constituent pool, and run “worst case” fundraising impact and growth potential scenarios.

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North Dakota State University Foundation

North Dakota State University Foundation

A number of strategic recommendations were implemented prior to the start of the campaign that laid a strong foundation.

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Educational Media Foundation

Educational Media Foundation

A virtual training—tailored to meet EMF’s needs and specific situation—was conducted that focused on data science, prospect identification, relationship management, and prospect research.

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University Hospitals

University Hospitals

University Hospitals recognized that making an investment in developing an internal analytics program was essential to future campaign success.

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Spark

Spark

The campaign planning study provided Spark with the opinions of key community stakeholders and the museum’s top philanthropists about the best site for the museum and the level of philanthropic support for such a move.

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Missouri State University Foundation

Missouri State University Foundation

The year-long effort began with the formation of a Strategic Planning Steering Committee, followed by a facilitated retreat with that group.

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Various Clients

Holt International

The pandemic of 2020 forced nonprofit fundraisers to pivot from face-to-face to remote and digital donor engagement. This move required training by digital fundraising experts as well as a rethinking of workflows and donor engagement strategies.

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Spaulding Rehabilitation Hospital

Spaulding Rehabilitation Hospital

Spaulding Rehabilitation Hospital engaged BWF to create a set of predictive models to help them increase their focus for fundraising efforts and uncover new potential prospects.

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Stony Brook University

Stony Brook University

The pandemic forced the cancelation of Stony Brook’s giving day and meant pivoting to fundraising for the Student Emergency Fund by using the same tactic—student-centered, video-driven content.

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