to fully utilize this document use “find” “bookmarks”

To fully utilize this document—Use “Find” and/or “Bookmarks” in your Acrobat

Reader.

Use the “Find” tool in this Acrobat program as you would an Index. Type in any

word/topic you are looking for in the box that appears in the Toolbar and click on your

Enter key. The program will take you directly to any place in the file where the

word/topic is used. {If the box is not visible go to Edit and then click on Find and the

box will appear in your toolbar.}

Use Bookmarks as you would a Table of Contents. Using your cursor, click on the tab called Bookmarks. Bookmarks should then appear. You will notice that the chapters of the study guide are bold and italicized. Click on any topic showing in the list and the

topic will surface on your screen. {If Bookmarks does not appear when you open the pdf

file go to View, then Navigation Panels, then to Bookmarks and it will appear to the

left of your screen.}

If the possibility of attending another Fund Raising School course is in your future (or

the future of a friend or colleague) you may enjoy looking through our latest Fund

Raising School course directory which is also included here in a separate file. To access

our current schedule of classes and availability go directly to

http://www.philanthropy.iupui.edu/TheFundRaisingSchool/CourseRegistration/course_sc

hedule.aspx on the Internet.

To keep yourself updated on everything going on throughout The Center on Philanthropy

be sure to frequent our new website at http://www.philanthropy.iupui.edu/ often! You

might want to consider becoming a Premium Services Member. For more information on

membership see our website.

Thank you for your interest in the work of The Fund Raising School.

MATERIALS REPRODUCED IN THIS STUDY GUIDE

PUBLISHED BY THE FUND RAISING SCHOOL

ARE FOR THE EXCLUSIVE USE OF STUDENTS ATTENDING INSTRUCTION

CONDUCTED BY THE FUND RAISING SCHOOL,

A PROGRAM OF THE CENTER ON PHILANTHROPY

AT INDIANA UNIVERSITY.

USE APART FROM

OR REPRODUCTION FOR USE NOT RELATED TO THIS INSTRUCTION

CAN BE ACCOMPLISHED ONLY WITH

WRITTEN PERMISSION OF THE FUND RAISING SCHOOL.

http://www.philanthropy.iupui.edu/TheFundRaisingSchool/CourseRegistration/course_schedule.aspx

http://www.philanthropy.iupui.edu/TheFundRaisingSchool/CourseRegistration/course_schedule.aspx

http://www.philanthropy.iupui.edu/

The Fund Raising SchoolThe Center on Philanthropy

Headquartered at Indiana University-Purdue University Indianapolis

Walker Plaza719 Indiana Avenue, Suite 202

Indianapolis, IN 46202317/274-7063 800/962-6692

Web site: http://www.philanthropy.iupui.edu

Managing the Capital Campaign

Dedicated to the advancement of ethical fundraising

The Fund RaisingSchool

Materials used in this Study Guide which are from sources outside of The Fund Raising School are attributed and cited. All other materials have been developed by personnel of The Fund Raising School (TFRS) and/or the Center on Philanthropy (COP) and reflect research and best practices. These materials are copyrighted by TFRS and COP.

You may have noticed that the title of The Fund Raising School is different from other uses of the word fundraising. The official form of the word is fundraising, but because The Fund Raising School is trademarked, we keep the original title. We also do so out of respect for the founders.

Materials reproduced in this study guide published by The Fund Raising School are for the exclusive use of students attending instruction conducted by The Fund Raising School, a program of the Center on Philanthropy at Indiana University. Any use apart from or reproduction for use not related to this instruction can be accom-plished only with written permission of:

The Fund Raising School The Center on Philanthropy Headquartered at Indiana University-Purdue University Indianapolis Walker Plaza 719 Indiana Avenue, Suite 202 Indianapolis, IN 46202 317/274-7063 800/962-6692 Web site: http://www.philanthropy.iupui.edu

© TFRS 2010

The Fund Raising School © MCC

i Introduction

MANAGING THE CAPITAL CAMPAIGN, DAY 1

8:30 Introductions

9:00 Course Overview 9:30 Development Overview

10:15 Break

10:30 Campaign Readiness

11:15 Campaign Planning, Phase I Objectives Dollar Goals

12:00 Lunch

1:00 Campaign Planning, Phase I, continued Case for Support Gift Range Charts

2:45 Break

3:00 Southwest Community Center

5:00 Adjourn

Homework: Construct two Gift Range Charts• GRC for the campaign for your home organization

• GRC for $500,000 to start a private pre-school for 30 children


ii Introduction


iii Introduction


8:30 Homework Review

9:00 Campaign Planning Study

9:30 Campaign Consultants

10:00 Break

10:15 Campaign Planning, Phase II Staffing Policies Budget Communications

12:00 Lunch

1:00 Campaign Planning, Phase II, continued Donor Recognition Campaign Structure Timetable

2:30 Break

2:45 Building the Nucleus Fund

3:15 Lead Gift Solicitation

5:00 Adjourn

Homework: Select one lead gift prospect from your organization. Capture information about this prospect on the Prospect Research Form

(Sec. 4, p 19). Then develop a solicitation plan using the Solicitation Planning Form (Sec. 4, p. 21).


iv Introduction


v Introduction


8:30 Preparing to Solicit Lead Gifts

9:00 Solicitation Exercise

10:30 Break

10:45 The Public Phase

11:45 Lunch

1:00 Soliciting Major Gifts

1:45 Soliciting General Gifts

2:30 Break

2:45 Following Through

3:15 Setting Priorities

4:00 Graduation

5:00 Adjourn


vi Introduction


vii Introduction

Table of Contents

Section I: Outline ...............................................................................................Tab 1

Chapter 1: Campaign Fundamentals ............................................................... 1 Chapter 2: Campaign Planning...................................................................... 13 Chapter 3: The Quiet Phase .......................................................................... 41 Chapter 4: The Public Phase ......................................................................... 51 Chapter 5: Follow Through and Trouble Shooting ......................................... 69

Section II: Samples and Related Materials......................................................Tab 2

Request for Proposal Questions ...................................................................... 1 Donor Cultivation Techniques .......................................................................... 3 Essential Elements of a Campaign Case Statement ....................................... 5 Campaign Planning Questions ........................................................................ 6 Gift Range Charts .......................................................................................7-10 Campaign Communications Plan by Phase .................................................. 11 Gift Ranges and Donor Recognition Plan ...................................................... 13 Campaign Budget Worksheets ................................................................. 15,16 The Fine Art of Asking Questions ............................................................. 17,18 Sample Campaign Structure Chart ................................................................ 19 Sample Campaign Timetable......................................................................... 20 The Orchestra Challenge Fund ..................................................................... 21 The Janus School Preliminary Case for Support ......................................23-26

Section III: Full Size Copies of Overheads ......................................................Tab 3 Capital Campaigns Are .................................................................................... 1 A Donor Bill of Rights ....................................................................................... 2 The Development Process .............................................................................. 3 4-Legged Stool of Fundraising......................................................................... 4 Types of Campaigns ........................................................................................ 5 Campaign Features ......................................................................................... 6 Essential Campaign Practices ......................................................................... 7 A Successful Campaign Requires ................................................................... 8 Elements of a Campaign Plan ......................................................................... 9 Campaign Committees .................................................................................. 10 Goal Setting ................................................................................................... 11 Multiple Sources of Funding .......................................................................... 12


viii Introduction

Endowment Goals ......................................................................................... 13 Annual Giving/Campaign Goal ...................................................................... 14 People don't buy Buicks because .................................................................. 15 The Case ....................................................................................................... 16 Sample Gift Range Chart for a $1,000,000 Campaign ................................. 17 Varying Shapes of the Gift Range Chart ........................................................ 18 Constructing a Gift Range Chart.................................................................... 19 Gift Range Chart and Prospect Pool ............................................................. 20 Campaign Planning Study ............................................................................. 21 The Study Process ........................................................................................ 22 Capital Campaign Consultants ...................................................................... 23 Campaign Planning, II ................................................................................... 24 Campaign Policy Questions........................................................................... 25 Developing a Campaign Budget .................................................................... 26 Campaign Communications........................................................................... 27 Donor Recognition ......................................................................................... 28 Campaign Structure ....................................................................................... 29 Campaign Phases ......................................................................................... 30 Campaign Calendar ....................................................................................... 31 The Nucleus Fund ......................................................................................... 32 Prospect Rating ............................................................................................. 33 Insider Solicitation.......................................................................................... 34 Payroll Deductions ......................................................................................... 35 Household Pledges........................................................................................ 36 The Solicitation Cycle .................................................................................... 37 The Fine Art of Questioning ........................................................................... 38 Strategic Gifts ................................................................................................ 39 Ways to Solicit ............................................................................................... 40 Four Parts of the Solicitation.......................................................................... 41 Solicitation Do's and Don'ts ........................................................................... 42 Typical Objections.......................................................................................... 43 Solicitor's Practicum ...................................................................................... 44 Solicitation Material........................................................................................ 45 Prior to Going Public ...................................................................................... 46 Brochure Content........................................................................................... 47 Campaign Newsletter Issues ......................................................................... 48 Purposes of Campaign Events ...................................................................... 49 Gift Range Chart ............................................................................................ 50 Major Gift Division Structure .......................................................................... 51 Major Gift Division Chair ................................................................................ 52 People............................................................................................................ 53


ix Introduction

8 Ways to Enlist Volunteers ........................................................................... 54 Major Gift Division Process............................................................................ 55 Major Gifts (4+ prospects/gift) ....................................................................... 56 General Gifts (5+ prospects/gift) .................................................................... 57 Foolish is the organization ............................................................................. 58 Follow Through .............................................................................................. 59 Campaign Challenges ................................................................................... 60 Strategies....................................................................................................... 61 Sequential Solicitation ..............................................................................62-63

Section IV: Exercise Forms and Handouts .....................................................Tab 4 Test for Campaign Readiness.......................................................................... 1 Test for Readiness ........................................................................................3-4 Southwest Community Center ......................................................................5-6 Southwest Community Center - Work Session #1 ........................................... 7 Interpersonal Relations Assessment ............................................................... 9 Southwest Community Center - Consultant's Report Summary .................... 11 Southwest Community Center - Work Session #2 ......................................... 13 Southwest Community Center ....................................................................... 15 Donor Recognition Plan ................................................................................. 17 Prospect Research Form ............................................................................... 19 Solicitation Planning ...................................................................................... 21 Reporting on the Solicitation Process ............................................................ 23 Capital Campaign Self Test ......................................................................25-26 Setting Priorities............................................................................................. 27 Areas for Personal Growth and Development ............................................... 28 Using Social Media to Engage the Donor Base........................................29-30


x Introduction

The Fund Raising S

chool © M

CC

xi Introduction

Course ObjectivesCourse ObjectivesCourse Objectives

U nderstand the c om plex ities and processes o f a cap ita l cam pa ign . B e a b le to d eve lop a c ap ita l c am pa ign p lan . K now w hat a feas ib ility s tudy is and w hat ro le it

p lays in a c am pa ign . B e a b le to w ork w ith c am pa ign com m ittees a nd

pu t t oge ther a team . H ave s tra teg ies, t oo ls and fo rm s a va ilab le fo r

use in im p lem enting and m anag ing a cam pa ign .


xii Introduction


xiii Introduction

Welcome

Welcome to The Fund Raising School’s course in capital campaign fundraising. The following information sets the stage for our activities over the next three days.

Goals Of The Course

To introduce and explain capital campaign fundraising in a way that is clear, useful and engaging.

To provide students with the tools that will help them assess the potential of a capital campaign for their organization.

To enable each student to develop an informed set of priority steps to prepare his or her organization for a capital campaign.

Course Schedule

The course is divided into six sections.

On Day 1, we will begin with a brief reminder of some fundraising basics and a test to help you assess your organization's readiness for a campaign. We will then cover the first phase of campaign planning. This phase includes campaign objectives and dollar goals, the case for support and the gift range chart.

On Day 2, we will explore campaign planning studies, the use of consultants and the second phase of campaign planning, which includes staffing, budget, policies, structure, timetable and donor recognition. We will also examine the quiet phase of a campaign and the use of challenge and matching gifts.


xiv Introduction

On Day 3, we will work on soliciting lead gifts and present the public phase of the campaign. We will conclude with a discussion of common challenges and work with you to develop a list of priorities for your work when you get home.

Instructions

Please sit with new people each day. The only foolish question is an unasked question! Please feel free to ask questions. Ask questions that call for the clarification of the material being presented as they come up. Ask questions that relate to the specifics of your organization if you believe that they will further clarify the topic being explored.

Please share your knowledge and experience with the faculty and other students. You will learn and retain more if you participate fully.

Mini-Consultantcies

The faculty make themselves available for short consultations during the three days of the course. They will post sign up sheets for these meetings at the start of the course. Feel free to sign up to meet with one or both faculty members.

Manual

Your manual contains the following: an outline of the material covered in the course; copies of samples and forms that relate to the material discussed; a full-sized copy of each overhead; and exercise forms and handouts.


xv Introduction

Texts

There are three recommended texts to accompany this course:

• Capital Campaigns, Strategies that Work, Second Edition, by Andrea Kihlstedt. This book is written specifically as a guide for community-based organizations. It is available through AFP and Jones & Bartlett, Publishers.

• Conducting a Successful Capital Campaign, Second Edition, by Kent E. Dove. This book may be more relevant to larger college or university campaigns.

• Preparing Your Capital Campaign by Marilyn Bancel, CFRE. This book is from the Jossey Bass Excellence in Fund Raising Workbook Series.


xvi Introduction

Chapter I - Campaign Fundamentals


1

CHAPTER 1

CAMPAIGN FUNDAMENTALS

I. DEVELOPMENT OVERVIEW

A. Capital Campaigns• Definition

A capital campaign is a periodic, carefully organized, highly structured fundraising program. It uses volunteers supported by staff and consultants to raise funds for specific needs to be met in a specific time frame, with a specific dollar goal that allows donors to pledge gifts to be paid over a period of years.

• Effectiveness

Campaigns are the most cost-effective form of fundraising. Because they are volunteer-driven, have a tight timetable and rely on major gifts for the bulk of their contributions, they raise more dollars per dollar spent than any other fundraising vehicle.

B. Developing a DonorAn effective fundraising program works with a donor over a period of time to build a meaningful relationship. In many cases the growth of that relationship can be tracked in terms of the growth of the donors gifts to the organization. The logical pattern of increasing giving is shown on this overhead and moves the donor from a first, often small, gift through a cycle which culminates in an estate gift.

The Development Process

Planned gift

Large gift

Special gift

Upgraded gift

Renewed gift

First time giftLAI

LIA



2

Donors typically make gifts from three sources of funds: current income, assets and estates.

• Current Income

Typically, a donor will make a gift from current income to fund annual giving. These gifts usually support an organization’s current programs.

• Assets

Donors often make major gifts from their assets and capital. These gifts are often made in the context of a capital campaign.

• Estates

Gifts from estates are often targeted to endowment and may be committed through a planned giving program.

C. Sources of Funds• Individuals

Gifts from individuals account for a very large percent of all giving in the United States.

• Foundations

With the notable exception of the Kresge Foundation, major foundations seldom support capital campaigns. Locally based family foundations however, are a major source of support for community campaigns.

• Corporations

Corporate funding for capital campaigns is being whittled away by the steady pattern of corporate takeovers. Corporations often only support campaigns of organizations that are located where the corporation has a presence. Furthermore, corporate funding tends to favor organizations in the region of the corporate headquarters.

4-Legged Stool of Fundraising



3

Types of Campaigns Bricks and Mortar

Endowment

Combined

Comprehensive

Special Project

• Associations and Churches

Although religious giving accounted for about 33.4% of all giving in this country in 2007, these organizations seldom make major campaign contributions. Their role in capital campaigns is often more important as a way of spreading word about the campaign.

• Government

Many campaigns receive major grants from local, state or federal government. These grants often help establish the credibility of the program as well as providing significant dollars. In many projects, government loans or guarantees make up the difference between what can be raised and the total project costs.

II. CAPITAL CAMPAIGNSA. Types of Capital Campaigns• Bricks & Mortar Campaign or Traditional Capital Campaign

These campaigns raise money for specific tangible projects, for example, new construction, major renovation of existing facilities, and/or equipment purchases.

• Endowment Campaign

The funds raised are to create or add to the organization’s “capital” investment fund from which income is earned to support programs designated by the policies of the governing board.



4

• Combined Campaign

These campaigns bring together all the organization’s needs for buildings, equipment and endowment for a specified number of years under one fundraising umbrella.

• Comprehensive Campaign

A comprehensive campaign combines the goals of a capital campaign with the goals of the annual campaign. These campaigns, frequently undertaken by colleges and universities combine the annual fund income and the funds raised for capital projects or endowment into a larger total campaign goal.

• Special Project

Almost any significant area of need such as current programs, special projects, buildings, cash reserve, or endowment acquisition can be packaged into a capital campaign. Typically a special project is for a single, simple objective—a new pool at a camp, a new operating suite at a hospital, a new auditorium at a community center, etc.

B. Essential Campaign PracticesThere are six essential practices in capital campaign fundraising. These practices often set a campaign apart from other standard fundraising vehicles. Their effective use leads to campaign success.

• Sequential Solicitation

In capital campaigns, the largest gifts are solicited and committed before the smaller gifts are solicited. The only exceptions to this rule are the solicitation of board members or other



5

organizational “family members” who may not have the resources for a large gift but whose early commitment will be important.

• Volunteer Involvement

The quality of campaign volunteers is a key element in determining the success of the campaign. Volunteers lead the campaign. Campaign chairs are the visible personification of the campaign. A volunteer campaign steering committee presides over the campaign process and makes strategic decisions.

Volunteers work in conjunction with staff members to cultivate and rate prospects and to solicit donors. They also often serve on the committees that plan all of the public relations and special events.

Campaign volunteers contribute generously to campaigns at a rate far higher than non-volunteers. Therefore by building a large group of committed volunteers one also builds a large donor group.

• Reliance on Lead Gifts

Campaigns rely on large gifts for their success. Most campaigns, no matter what their size, raise about half of their goal from 10-15 donors. Without the gifts of these donors, campaigns will not succeed.

Lead gifts set the stage psychologically for smaller donors. They create an aura of excitement and success that attracts smaller donors.

Early donors must be invited to give at a level that indicates their deep commitment to the project. These gifts are often “stretch” gifts, and when made early in the campaign, they have the power to inspire others.



6

• Quality Over Quantity

For the most part, capital gifts will come from loyal regular donors capable of pledging many multiples more than they have given in the past. Capital gifts seldom come from uninvolved, new prospects.

• Face-to-Face Solicitation

Because the essence of campaigning is major gift fundraising, and major gifts are raised through face-to-face solicitation, capital campaigns rely on face-to-face solicitation.

Capital campaign gifts are often “negotiated” through multiple conversations involving the right people who can make the case, respond to the donor’s feedback and complete the gift with enthusiasm and appreciation.

• Multi-Year Pledges

Campaigns provide opportunities for people to make pledges over more than one year. The pledge period of a campaign is determined during the campaign planning process. Most campaigns define a pledge period of three to five years. Some large campaigns specify as many as seven years.

C. Requirements for a Successful Campaign• Sound Plan

√ Vision and mission: Campaigns emerge from a vision based in the mission of the organization. The mission grounds the organization; the vision sets the direction for the future.

√ Goals and objectives: Campaign goals and objectives must spring from a larger vision-based plan which is understood and embraced by those closest to the organization.



7

• Qualified Lead Gift Prospects

√ Strong relationships: A campaign-ready organization knows its potential lead gift contributors and has built a relationship with them. In some smaller organizations the campaign preparation forces an acceleration of this process, but most larger organizations rely on a long track record in this area.

√ Qualified prospects: To prepare for a campaign, an organization should be able to compile a list of qualified potential major donors. Donors qualify as lead gift prospects by virtue of their prior giving history to that organization. In some cases they may also be qualified because of their strong campaign giving patterns in the community and their interest in the organization, though they may not have made large gifts to that organization.

• Capable Executive Staff

√ Effective staff leadership: A capable and well-respected executive director is critical to the success of a campaign. The executive director must be able to work with the board, the campaign volunteer leaders and the development staff to create an atmosphere of confidence and excitement as the organization moves into and through the campaign.

• Volunteer Leadership

√ People with causes raise money: Causes do not raise money. People raise money. And the people who are most prominent in a campaign raise the most money. Every campaign requires leadership that is committed in both word and deed and who can set a standard of giving and working that will inspire others.



8

√ Involvement builds commitment: To prepare the volunteer leadership, an organization should use every aspect of the planning process to build a sense of ownership and commitment among key donors and volunteers.

• Involved, Concerned Board

√ Fundraising boards: Capital campaigns benefit from “fundraising boards.” In preparing for a capital campaign an organization should make every effort to fill available board seats with people who have the potential to make significant gifts and to influence others to give.

√ Involved boards: Involved and informed board members make better fund raisers. To the extent that they are fully behind a campaign project, they will be more likely to use their own resources and influence on behalf of the organization.

√ Campaign-ready board members: Board members should be fully informed about their roles in a major campaign before the leave, thus making room for new “fundraising” board members.

• Gift Support

√ History of support: Most, though not all, capital campaigns are built on a strong history of gift support. Because the best predictor of a gift is a previous gift, capital campaigns usually rely on the giving histories of current donors to provide some indication of potential campaign support.

√ Major gift donors: An organization with a history of raising major gifts will be better able to evaluate its campaign potential than one without a fundraising track record. An organization with a history of major gifts has valuable experience soliciting large gifts and also an identified, tried and true group of major gift donors.



9

√ Donor-based analysis: An organization should understand the sources from which its funds have come in the past and are likely to come—individuals, foundations, corporations, and associations. The pattern of gifts are often replicated in a capital campaign.

• Positive Track Record

√ Strong Reputation: Organizations with a strong, positive reputation will have a far easier time of conducting a successful campaign. For good reason, many donors are hesitant to make large gifts to organizations that have questionable histories. A positive reputation is often built on a pattern of effective business practice in combination with excellent work in the field.

√ Pattern of Success: While organizations in financial trouble are often those who turn to capital campaigns to provide critically needed support, it is just these organizations that are unlikely to succeed. Successful campaigns are built on opportunities to further the organization's mission in the broader community rather than on the organization's need for cash.

• Development Staff

√ The right staff: Campaigns demand a great deal from the development staff. They should be competent, experienced professionals committed to the cause and the campaign.

√ The right tasks: Because a campaign adds a great deal of work to a development program, the tasks, job descriptions and assignments should be reviewed prior to the campaign. If necessary, shift staff positions or even create new positions to accommodate the increased load of a campaign.



10

√ A multi-talented, committed person: The ideal campaign manager is able to be the cases, the executive director shares the task with a development office staff member. Some consulting firms provide on-site campaign managers. In every campaign, however, there must be a capable staff person deeply committed to the success of the campaign.

• Case for Support

√ Serving the community: The most compelling campaigns accomplish goals that serve the needs of the community and/or constituencies.

√ Compelling needs: A compelling plan, while being credible, also lifts an organization, its board, staff and donors to a new level and unifies them in its power and excitement.

√ Written statement: Plans often remain vague and ambiguous until they are in written form. This initial written document is the first step in developing a case for support.

• Prospect Development System

√ Prospect research: An organization heading into a capital campaign should have a system for gathering information about donors and prospects. Though not every organization needs or should have a full-time prospect researcher, every organi-zation should explore ways to gather information about their donors and to store that information in a way that it can be retrieved and used.

√ Major gift prospect files: It is even more important for an organization to know as much as possible about its major donors. Many large gifts are conceived because a staff member understands a donor’s interests and patterns well enough to be able to offer a giving opportunity that serves the donor’s needs.



11

• Communications Plan

√ Constituency communication: A campaign-ready organization has an effective constituency-wide communications plan. This may include a regular newsletter, an annual report, and periodic meetings or events to inform those involved with the organization.

√ Communicating with the broader community: An organization that is well-known throughout its community will be able to expand its reach through a capital campaign. Prior to a campaign, a communications plan should be designed to develop understanding, awareness, and acceptance of the organization within the community.

√ Dialogue with donors and donor prospects: The communications plan should encourage dialogue with and involvement of donors and prospects. Not only might volunteers be actively involved in designing and implementing the communications plan, but every chance should be given for donors and prospects to respond to and become involved with the organization.

• Record Keeping System

√ Donor data: Prospect lists should be developed through meticulous record-keeping over many years of annual fund solicitation.

√ Up-to-date and accurate information: Preparation for a capital campaign provides the impetus to examine the record-keeping system and to clean up and organize information systems if necessary.

√ Information management systems: The information system should be able to show giving histories and handle multi-year



12

pledges. It should be able to serve the complex, multiple needs of a campaign and an on-going development program.

√ Software-savvy staff: The development staff should be fluent with the information system and able to easily retrieve donor and gift information, to sort information in a wide variety of ways and to analyze information gathered in the system.

The Fund Raising School MCC

Chapter 2 - Campaign Planning13

Phase 2 Planning Leadership Staffing Donor recognition Accounting policies Budget Solicitation methods Structure/Organization Timetable Gift tallying Communications

Elements of a Campaign PlanPhase I Planning Campaign

objectives Case for support Preliminary $ goal Gift range chart

CHAPTER 2

CAMPAIGN PLANNINGA. CAMPAIGN PLANNING, PHASE ICampaign planning takes place in two phases. During the first phase, the staff and key volunteers determine the basic elements needed to test the feasibility of the project. These elements include:

• Statement of campaign objectivesAlthough a preliminary statement of campaign objectives will have been developed prior to the formation of the campaign planning committee, the pre-campaign study may have turned up information that suggests a rethinking of some of the objectives.

• Case for supportThe case for support developed for the campaign planning study may also have been revised to accommodate information gathered in the field. In any case, however, the campaign planning committee will benefit from the process of reading and commenting on the case. In most cases, their comments are apt and the consequent revisions make a stronger document.

• Preliminary dollar goalThe campaign planning committee determines the working goal to be adopted for the quiet phase of the campaign. The committee discussions about the goal are often stimulating and powerful in their ability to rally enthusiasm and courage.The working goal is used during the quiet phase of the campaign and guides the gift



range chart and the solicitation of lead gifts. The campaign planning committee will also recommend the optimal percentage of the goal that should be pledged prior to announcing the campaign.

• Gift range chart The gift range chart shows the patterns of gifts that will be needed to bring in the amount of money stated in the preliminary campaign goal. The gift range chart is often used to help a planning committee set a working goal. Sometimes a committee will consider two or three charts showing what would be needed for different goals. The gift range chart establishes the levels used for naming opportunities and guides the donor recognition plan.

These initial elements of the campaign plan must be in place to conduct a campaign planning or feasibility study. A consultant hired to conduct the study often works with the organization to help develop these early planning documents.

B. CAMPAIGN PLANNING, PHASE IIThe second phase of campaign planning takes place following a campaign planning or feasibility study and establishes a complete, written plan for the campaign. This document outlines the campaign process and policies in some detail and becomes a guide for the entire campaign. The campaign plan should include at least the following elements:

• Campaign working goalThe campaign plan includes a statement of the working goal for the campaign. This goal reflects the best estimate of the staff, consultants and key volunteers of the amount of money that will be raised through the campaign. This goal must be high enough to accomplish the objectives of the



campaign and low enough to be achievable. The campaign plan should state that the working goal may be raised or lowered at the conclusion of the quiet phase of the campaign in accordance with the success of the lead gift solicitation.

• Donor recognition planDonor recognition practices at all giving levels should be part of the campaign plan. These should include everything from gift acknowledg-ments and thank you letters to naming and plaquing opportunities.

Every lead gift level on the gift range chart should have more than one naming opportunity at that level. Naming opportunities are determined according to visibility and appeal rather than size or actual cost. This is sometimes referred to as “checks appeal.”

• Campaign policiesEvery campaign must be guided by a set of policies that set guidelines for the financial aspects of the campaign. These financial policies provide a basis on which to make informed decisions about campaign gifts.

• Solicitation methodsMost campaign plans also spell out the ways in which gifts of varying amounts will be solicited. In general, the highest level gifts are solicited through a personal visit by a qualified volunteer and staff member. Under a specific dollar value gifts may be solicited by phone and/or letter.

• Campaign structureThe campaign plan outlines a schematic structure for the campaign which will guide the formation of solicitation divisions and working committees.



• Campaign timetableA campaign timetable outlines a schedule for the solicitation phases of the campaign. The timetable projects the time needed to complete the solicitation of lead gifts and to raise 40 to 60 percent of the campaign goal. The campaign kickoff is scheduled for the end of this period. The solicitation of all other gifts is scheduled to follow the kickoff.

• Gift tallying, record-keeping and billing The campaign plan spells out who will handle all of the gift and pledge accounting for the campaign.

• Campaign budget The plan includes a budget for the campaign which spells out the costs of personnel, office expenses, materials and events that are specifically designated for the campaign.

• Campaign reporting The plan also outlines the mechanisms and timing of reports on the progress of the campaign.

C. THE PLANNING PROCESS

• Campaign CommitteesMany organizations use a series of committees to plan and guide their campaigns. Often a progression of three ad hoc committees are established sequentially.

1. Core development team: An ad hoc core committee which often includes the board chair, development chair, CEO, chief development officer and perhaps a major donor meets to determine preliminary campaign objectives and to oversee the campaign planning or feasibility study.



• Reviews and ratifies preliminary campaign objectives and goals;• Reviews and approves an initial case statement;• Works with campaign planning consultant or staff to arrange “feasibility” study interviews;

• Monitors campaign study process and previews study report(s).

2. Campaign Planning Committee: To the core development team are added six to fifteen others who are selected for their wisdom, wealth, power, and influence. For large, well-established organizations, these others may all come from the board. For a smaller or less well-established organization, affluent and influential representatives of their constituency should be enlisted. This group has very specific tasks. It is their job to develop a written plan for the campaign that:• Establishes donor recognition policies;• Makes recommendations to the board on the goal, schedule, budget, policies, and staffing;• Assists in identifying prospective donors and “candidates” for campaign committee chairs and membership;• Participates actively in enlisting a campaign chair and key committee members—many of whom may be members of the planning committee.3. Campaign Steering Committee (Cabinet): This committee includes some or all of the members of the campaign planning committee and may include some additional members who are active in conducting the work of the campaign. This committee oversees the



progress of the campaign. They meet monthly or more often throughout the campaign. They are informed about campaign progress, advise on campaign strategy, and they feel responsible for the campaign’s success.

• Campaign Planning Process√ Meetings: Community-based campaigns for which the campaign planning committee members are local usually schedule 3 or 4 meetings (perhaps weekly) for the purpose of planning the campaign. When committee sometimes developed in the course of a one or two-day retreat√ Group process: The planning process educates staff and volunteers, who may never have been through a campaign. During the campaign meetings they will discuss and determine the shape of the campaign to come. This process, if done well, strengthens the commitment of each member to the organization and gives them a sense of ownership in the campaign.√ Written plan: The planning meetings result in a written plan that will guide and discipline the campaign process. The campaign plan is usually presented as a written, bound document that clearly and simply states all elements of the campaign plan. This document should be organized so that it will be easy to refer to as questions about the campaign arise.√ Role of staff and consultant: In larger campaigns, staff members and consultants tend to develop the plan and present it to the committee. For smaller campaigns, consultants advise and guide the process, making sure that the plan that emerges is sound.√ Recommendations to the board: The planning committee recommends the campaign plan to the board. This review and acceptance process helps



Goal Setting

Results from sound financial planning Partial project funding Endowment goals Annual giving and the campaign goal

engage and inform board members who have not been involved in the planning.

D. GOAL SETTING

• Results from a sound financial planA preliminary dollar goal must be developed early in the campaign planning process. This test goal should be based on the portion of the total costs to be funded by the campaign. To establish a specific test goal, the institution must have a financial plan which clearly and realistically identifies the funds needed by purpose and source. Campaign goals must be based on solid, realistic, financial plans developed to enable the organization to serve its clientele. The campaign goal must be developed in the context of a comprehensive institutional plan.

• Partial project fundingMany organizations have revenue sources other than gifts and pledges that can be used to fund their objectives. For example, an organization might float a revenue bond to cover a portion of the project cost and amortize the bond with rents, fees, admission charges, etc.In these cases, only a portion of the total costs of the campaign objectives might be funded by the campaign itself. The rest would be funded by other sources. Funds might come from cash reserves; they might be borrowed and repaid with revenues from other sources; or they might come from government grants or other sources not counted toward the campaign goal.



Annual Giving/Campaign GoalAlternativesCount annual

giving in campaign

Don’t count annual giving in campaign Annual Giving $

1 2 3 4 5 yrs.

Campaign $

Annual Giving $

1 2 3 4 5 yrs.

Campaign $

Annual Giving $

1 2 3 4 5 yrs.

Campaign $

Annual Giving $

1 2 3 4 5 yrs.

Campaign $

• Endowment goalDetermining a goal for an endowment campaign can be difficult as the objectives are often intangible. Nevertheless, an endowment goal needs a rational financial plan for why the funds are needed.Most endowment funds provide essential long-term support for important functions or key personnel. Linking these positions to naming opportunities (for example, endowed chairs) can enhance their appeal.

• Dollar for dollar endowmentSome institutions have policies that require a dollar of endowment for every dollar spent to build facilities. Earnings of these endowment funds are used to maintain the facility in perpetuity. Many donors of named buildings find this concept appealing because it protects their capital investment.

• Annual giving and the campaign goalThe decision about whether to include annual giving should consider the likelihood of how responsive constituents will be to being asked for a special gift on top of current annual support.Some organizations continue annual fundraising during a capital campaign by focusing the annual effort on the large number of smaller donors they do not ask for capital support. Many organizations will tell those annual donors that their gifts during the “public phase” are to be applied to the capital objectives and will be counted toward the capital campaign goal. This approach assumes that the organization has a solid plan designed to achieve the campaign goal in this way.

People don’t buy Buicks because General Motors

needs the money.

People donPeople don’’t buy Buicks t buy Buicks because General Motorsbecause General Motors

needs the money.needs the money.



E. CASE FOR SUPPORT• Preliminary or draft case statement

This initial description of the campaign objectives is a simple typed script which sets forth the basic message of the campaign in abbreviated form— usually two to three pages—and is used in the campaign planning study as the point of departure for study interviews.

• Case statementThis more fully developed document includes an expanded typed statement and supporting materials. Together, they present all of the arguments and information relevant to the campaign.This case is an extension of the mission and vision statements and describes the campaign objectives, monetary goals, table of gifts needed, donor recognition opportunities and policies and other relevant information such as building plans and drawings. Properly assembled, this becomes the source of all campaign materials—brochures, proposals, mailings, displays etc. This case statement, however, is still a working document and can be used to draw key leaders and prospective donors into a conversation about the objectives and the case itself.

• Campaign brochureSometimes incorrectly called a case statement, this brochure is the basic printed document used in the public phases of the campaign. It may include photos and captions, illustrations and other graphic elements designed to make it attractive while being in keeping with the image the organization wishes to convey.



• The real message of the caseTo be compelling, a case must focus on the needs of those served by an institution rather than the needs of the institution itself. For example, a major cancer research center may “need” laboratories and additional researchers, but the case for supporting these projects must put these institutional needs into the larger, more compelling context of conquering cancer. Following is a list of items that can be used to “test” the strength of a case for support:√ The case is an investment prospectus. It must present a sound investment opportunity. The “investor” should be able to tell what an investment in the organization will accomplish for the community. And those accomplish ments must be framed in a way that is interesting and compelling to the investor.√ The case answers basic questions about the organization. After reading the case, a prospect should understand what the organization does, when and why it was created; and, in the final versions, the names of the key people involved in the campaign. The case reflects the organization’s mission and describes its priorities for the future.√ The case must have broad implications for the community. The case must have broad and current appeal. It must stress societal pportunities, not the organization’s needs. It must place hearts and minds before checkbooks.√ The case must be supportable and defensible. The case is not the place to exaggerate the organization’s accomplish ments or capabilities. Simple, straight forward language that presents the organization’s strengths in a realistic and distinctive way will be more effective than overstated claims.



√ The case is both emotional and rational. People give with their hearts as well as their heads. The case must appeal to both. While donors are touched by stories of people who have been impacted by problems in society, recent scandals in the nonprofit world have made donors more aware of issues of fiscal responsibility, board governance, and accountability.√ The case must be optimistic. Care should be taken not to overwhelm the reader with the magnitude of the problem to the extent that the reader becomes convinced it cannot be fixed. The case should evoke a feeling of hope and promise.√ The case should be brief. A good case is brief and well-written. It should be just long enough to cover the necessary information and inspire the reader, yet not so long that a casual reader will be put off by its length. √ The case should be easy to remember. The contents of a good case are often translated into talking points for board members, campaign volunteers and solicitors. The written document gives them confidence, but its real power is in solidifying the arguments for the project in a form that is easily broken down into three or four major points that solicitors can recall and use in conversation.√ The case should move people to action. The case is one way of inspiring people to action, and action is what will be needed if the campaign is to succeed.

(Paraphrased from Capital Campaigns: Strategies that Work, Kihlstedt, Aspen Publishers)



Varying Shapes of the Gift Range Chart

L imited c ons tituenc y

Moderate reach Well-es tablis hed with broad appeal

F. GIFT RANGE CHART

• HistoryThe gift range chart or table of gifts as it is sometimes called has its origins in the real world observations of the Italian economist Pareto who noted that 20% of the effort yields 80% of the results.In the 1950s, Si Seymour, a prolific writer and fundraising consultant, developed the “Rule of Thirds” for capital campaigns in which he observed that the top ten gifts should amount to one-third of the goal, the next 100 gifts another third, and all the others, the final third.

• Current patternsCurrent experience shows that five to ten percent of the donors are providing 85 to 95 percent of the goal. A similar pattern holds true in the world of for-profit sales where sales managers note that 20 percent of their sales staff sell 80 percent of the products and that 20 percent of their customers buy 80 percent of their product.The gift range chart applies these rules to capital campaigns and illustrates how many gifts of what size a campaign will need to reach its goal.

• Varying shapes of the gift range chartEvery campaign must have enough qualified donor prospects to succeed. The number of qualified prospects will reflect the size and history of the organization. Although all campaigns roughly reflect the “rule of thirds,” the gift range chart or giving pyramid does vary from organization to organization. A well-established organization with a broad base of donors will require proportionately fewer lead gifts than a young organization with a narrow donor base.



• Constructing a gift range chartAt The Fund Raising School, we suggest that you begin with a standard pattern like the one below and then adapt it to fit the realities of your organization. Below are several rules of thumb that should guide the formulation of a gift range chart. The ranges will vary somewhat from organization to organization, but the pattern of gifts to most campaigns falls within these targets:√ Above all, the lead gift should constitute at least ten percent of the goal;√ Forty to sixty-five percent of the goal from the ten to fifteen largest gifts;√ Forty to fifty percent from the next 100-150 gifts;√ Ten to twenty percent of the goal from all other gifts.

• Uses of the gift range chartDifferent gift range charts are developed for various uses. The first use of the gift range chart is usually during the pre-campaign study when the higher ratio at the top is preferable because it focuses on the need for large lead gifts. Because the pre-campaign study often uncovers genuine prospects for the top gifts, the ratio of prospects to gifts is reduced during this stage. In fact, many campaign veterans have seen the top gift virtually assured by one prospect during the study process.Once the pre-campaign study has been completed, the revised gift range chart serves to guide the donor recognition program (which will be discussed later) in which the levels of recognition must be in keeping with the gifts needed. For example, if you need four gifts of

1 $150,000 8 gifts needed1 $ 75,000 x3 prospects/gift2 $ 50,000 24 prospects needed4 $ 30,000

8 $ 15,000 56 gifts needed16 $ 7,500 x4 prospects/gift32 $ 3,000 224 prospects needed

64 $ 1,500 364 gifts needed100 $ 600 x5 prospects/gift200 $ <600 1,820 prospects needed

LEAD

3 pro

s/gft

MAJOR

4 pro

s/gft

GENERAL5 p

ros/g

ft

Gift Range Chart and Prospect Pool



$25,000 each, the donor recognition program will have to provide six to eight naming or recognition opportunities at that level.

• Number of prospects and the gift range chartThe gift range chart provides a good guide for evaluating the number of prospects needed for a specific campaign goal. The traditional ratio of prospects to gifts needed in a pro forma gift range table is 5:1 for the top third of the gift levels, 4:1 for the middle third and 3:1 for the bottom third. This ratio is based in part on the reality that some donor will give at lower than expected levels. Therefore, their gifts will be credited to lower levels reducing the need for prospects in those levels.Some believe that more accurate ratios are reversed with 3:1 at the top, 4:1 in the middle and 5:1 at the bottom. Those who use this approach are convinced that better prospect research improves the probability of strong results at the top while the limited volunteer effort at the bottom requires a higher ratio because the large pool of low-rated prospects will be solicited by phone and/or mail.

• Gift range chart and sequential fundraisingThe gift range chart and the listing of prospects by giving potential provides a guide for sequential fundraising. This is the technique of classifying prospects according to their assessed giving potential and then approaching top prospects first in sequence, assiduously avoiding any solicitations at lower levels until the solicitations at the top have been successful.Sequential fundraising is based on four axioms of campaign fundraising:√ The ten largest gifts set the standard for the entire campaign.



√ A failure to adhere to the top-down pattern lowers giving sights across the board.√ Extended solicitation and participation at lower levels will not offset major gaps in the upper ranges.√ Once the big-gift first sequence has been seriously violated, the entire program is in jeopardy.

G. CAMPAIGN PLANNING STUDIES• Definition

A campaign planning study, also known as a feasibility study, is an objective and independent analysis that evaluates the feasibility of and direction for fundraising campaigns. Information is gathered by an independent consultant through a series of confidential interviews with the leadership of the organization and key members of the organization’s constituency. A planning study makes recommendations about the best course of action for the organization and guides the development of that plan. A planning study is an important tool in educating, involving and cultivating an organization’s constituents and prospects.

• PurposesA campaign planning study endeavors to answer the following questions:√ What is the reputation of the organization? The study determines how important an organization is to its constituents and prospective donor base. It explores the way the management, volunteer leadership, programs, physical plant etc. are seen among an organizations’ most important constituents.



√ What are the arguments, pro and con, for the proposed campaign? The study explores how the contemplated objectives meet the needs and the validity of the needs. The study also reveals whether there is a dramatic and emotional appeal sufficient to merit and win financial support.√ Is the organization’s volunteer leadership willing and able to accept major roles in a fundraising campaign? The interviews explore the willingness of key volunteers to accept important assignments and to work effectively—even sacrificially—on behalf of the proposed campaign. It determines whether key volunteers will assist in identifying and recruiting campaign leadership. The study assesses the potential of key volunteers to actively participate in rating donors and soliciting major gifts.√ Are the organization’s constituents willing and able to make thoughtful and significant financial commitments to the campaign? Through the interviews, the study determines whether a campaign for the proposed dollar amount can succeed, if the goal is realistic, who the potential sources of support are and at what level they are likely to give. √ How will the external environment, both real and perceived, effect the campaign? A study assesses the impact of the current economic climate and other factors on the campaign. It explores the outlook for the future and evaluates the effect of competitive causes on constituent support and campaign success.√ Is the organization and the constituency ready for a campaign?The study explores the level of demonstrable urgency, the readiness of the management team



and outlines a preliminary timetable and action plan for the campaign. √ Is this the time to proceed and how long will the campaign take from start to finish?Are other organizations contemplating campaigns at the same time? Can the campaign be conducted in a timely manner or must there be more preparation? What the contemplated schedule?√ What are the organization’s public relations needs?The study determines the best focus and approach for a public relations campaign by exploring the message that should be conveyed, the aspects of the organization that should be enhanced and those that might be downplayed. The study also evaluates the components of a public awareness effort that will have the best chance of success—newsletters, insiders’ letters, media coverage, special events, personal cultivation efforts, etc.• The Study Process√ Draft case statement: In preparation for a campaign study, the staff must draft a preliminary case for support. This document includes a description and preliminary rendering of proposed facilities and programs and projected endowment goals, if appropriate.√ Identify and select interview candidates: Individuals should be selected by senior volunteers and staff and must come from the ranks of major donors and prospects, senior volunteer leadership including trustees or directors, fundraisers, staff, and other individuals close to the organization. Those to be interviewed should include leaders who can give or influence the top ten to twelve gifts needed for success at the top of the giving scale.



The number of interviews depends in part on the size of the organization’s constituency and community, but most studies interview at least 30 but not more than 100 people. Interview prospects should be ranked in order of priority, with 25 percent additional interview candidates included to replace individuals inaccessible or unwilling to grant interviews. Telephone interviews may be conducted if personal interviews would require great effort and/or expense, or the interview would not otherwise be granted.√ Schedule and conduct interviews: Personal letters, signed by a senior volunteer or key staff member, are prepared and mailed to interview prospects. These letters request a one-hour interview. A DRAFT case statement is enclosed and will be the basis for a discussion during the interview.Interview questions, a suggested table of gifts, list of top prospective donors and campaign volunteers for the campaign are prepared and reviewed and approved by the organization. The table of gifts is used during the interview to help each individual or couple identify their potential level of giving.The interviews are probing conversations about the organization and the proposed campaign. They are not solicitations and they are not opinion polls. Collectively, they provide objective qualitative information that an organization seldom has the opportunity to learn about in any other way.√ Present the study report: Preliminary findings from the interviews may be presented informally to senior staff and volunteers or an ad hoc study committee for discussion and feedback.A draft report contains findings, conclusions and recommendations and is reviewed with senior staff and volunteers or an ad hoc study committee.



The report is then prepared in final written form and is submitted and discussed with the organization’s board.

• Other aspects of the study√ Duration: A standard campaign planning study with 30 - 40 interviews is likely to take between ten and twelve weeks. This assumes that the organization has developed clear campaign goals and objectives and that the interview prospects are reasonably accessible during the study period.√ Costs: Most studies are conducted by outside consultants to ensure objectivity. Many consultants charge a fixed fee plus expenses. The fee is based on their estimate of the time and daily consulting rates. Other consultants charge a daily rate. Under this system, the client stands to benefit if they can schedule the interviews compactly in terms of time and geography thus minimizing the consultant’s interview days. This system also assures the consultant that scheduling will not impact their fee. Cost is not always the best indicator of value. Some consultants use a low study fee as a loss leader to secure a long-term campaign contract. Others keep costs down by using "junior" staffers or subcontractors to conduct the interviews.

H. CONSULTANTS• Investment

Most organizations, both experienced and inexperienced, use consultants to guide them through their capital campaign. They serve as guides through a complex fundraising program,



they provide expert information, and they often add credibility to the goal, strategies, timetable and approach.Capital campaigns require a significant investment of time and energy. A good consultant makes sure that investment is well placed. The consultant articulates credible reasons for designing and running a campaign in a particular way; they impart confidence in the plan and process; and they are able to stand firm in the face of conflicting opinions among volunteers and staff members.

• Roles of a Campaign Consultant Campaign planning study: A consultant often provides the objectivity and credibility that gives the recommendations of a planning study their power. Campaign planning: Consultants play a major role in developing the campaign plan. They use their extensive campaign experience to guide the process and help assemble a plan that is complete, well-reasoned, and likely to work for the organization.

• Types of ConsultantsResident consultants vs. periodic counseling: In past years, large consulting firms often placed a full-time resident consultant with an organization for the duration of the campaign. Many organizations today are more sophisticated in their fundraising and elect to use consultants only periodically as they are needed for different phases of the campaign.Large firm vs. small firm: The number of small independent consulting firms is growing rapidly today. Small consulting firms have greater flexibility in the way they do business and are better able to accommodate the needs of smaller clients. Large firms, though less flexible, may

Campaign Planning, II

√ Leadership√ Staffing√ Donor recognition√ Accounting policies√ Budget√ Structure/Organization√ Timetable

Capital Campaign Consultants

Necessary?

Roles

Types

Services

Costs

Selection



have a greater depth of experience and more internal resources to draw from.Costs: Consultants often combine fee structures. They might charge a flat fee plus expenses for a campaign planning study and then charge a daily rate for the campaign planning and implementa-tion. Daily rates vary widely depending on the size, experience and market base of the consulting firm.Selection: In selecting a consulting firm, an organization should thoroughly explore both the track record and the experience of the firm. At least as important, however, is the match or “fit” between organization and consultant. The most successful collaborations occur when the working style and practices of the consultant approximates those of the client.

I. CAMPAIGN STAFFINGThe campaign plan should include a description of the staff responsibilities of those staff members who will work on the campaign. Many organizations hire a campaign manager or director for the express purpose of managing the campaign. Others shift roles and responsibilities of existing staff to accommo-date the campaign and hire additional support staff. In either case, both the CEO and the CDO should plan to spend a significant portion of their time working on the campaign.

J. CAMPAIGN POLICIESA written statement of campaign policies spells out what will be counted toward the campaign goal and outline the following:

√ Campaign pledge period √ Start and end dates for pledges



√ Types of gifts to be counted (cash, securities, property, planned gifts etc.) √ How gifts will be counted √ How gifts of real property will be valued √ How gifts to the annual giving program will be counted.

Determining these issues specifically prior to the campaign establishes a high level of understanding among both staff and volunteers. Carefully considered and stated policies will prevent a sense of ad hocism and establish confidence and credibility.

K. CAMPAIGN BUDGET√ Campaign costs vary significantly from campaign to campaign. Small campaigns centered in one locality are likely to cost less in absolute dollars than campaigns for organizations that have donors in many different parts of the country. On the other hand, campaign costs as a percentage of total funds raised will be smaller for large campaigns and larger for small campaigns.

√ Campaign costs may be estimated as a percentage of the funds to be raised. A simple calculation of ten percent of the campaign goal will provide a good starting place for most campaigns. This percent is likely to be higher for a very small campaign and lower for a large campaign. Campaign costs should also be estimated based on an assessment of what actual costs are likely to be. This cost estimate will take into account the culture of the organization and the appropriate style of the campaign.

L. CAMPAIGN COMMUNICATIONSA campaign communications plan outlines key



campaign messages, target audiences and communications vehicles. These elements all vary as the campaign progresses and a complete communications plan will outline each according to the phases of the campaign.

• Campaign materialsBecause campaigns are separate and special undertakings distinct from the rest of the organiza-tion’s fundraising, they usually have a distinct look and materials of their own. These generally include letterhead, a pledge card, brochure, newsletter, note cards and of course the associated envelopes and mailing labels. With the exception of the campaign brochure and newsletter, these materials are all developed during the planning phase of the campaign.

• Campaign themeCapital campaigns are symbolized by the materials that are developed for them. These materials take many forms over the duration of the campaign. Although they are not the most important element of a campaign, they provide a concrete foundation that supports and facilitates the solicitation and communications process.

• Campaign logoThe campaign logo is often developed in conjunction with a campaign theme and title. These emerge from the many hours of discussion, drafts and re-writings of the case for support. Through these discussions, one most compelling theme gradually clarifies. That theme should be captured in the campaign name and logo.

• NameA campaign benefits from an apt, compelling



and fresh name. The name “Great Expectations” for a school about to build its first building, for example, communicates more than the mundane “Campaign for the Next Century” or than the overused “Campaign for Excellence.” The name or some portion of it should be easy to remember and comfortable to use in the course of conversation.

• Letterhead and Note CardsDistinctive campaign letterhead is perhaps the most important of campaign materials. A good letterhead design that uses the campaign logo and displays the names of the people who serve on the campaign planning and steering committees conveys important information both to those involved in the campaign and to those who receive letters and proposals written on it.

Campaign letterhead is used for correspondence relating to the campaign. Campaign note cards are used by staff and volunteers as invitations, reminders and thank you’s. The campaign identity reminds staff, volunteers and constituents of the special nature of the campaign.

• Public Relations CommitteeA public relations committee is often created to support the campaign effort. This committee might be composed of public relations professionals in the community who have contacts with area media and experience in developing printed materials. The committee often helps develop a communications strategy for the campaign.

Pre-campaign: In preparation for a campaign, an organization should do everything possible to increase the general awareness of its programs throughout the community. These efforts can have a positive effect on the outcome of the planning study and on the organization’s ability to enlist strong campaign leadership. During this period an



organization should NOT publicize its plans for a campaign!

Before the Kickoff: During the quiet phase of the campaign, it is sometimes a public relations challenge to keep the major information about the project and the campaign from being picked up by the press. Ideally during this phase of the campaign, information about the campaign planning process might be sent to the media, but material about the campaign goal, leadership gifts that are received and the project plans are kept quiet until the campaign kick-off.

Kickoff: The kickoff is the opportunity to focus media attention on the campaign and the project or initiatives it is to fund.

After the Kickoff: The publicity thrust after the kickoff should be designed to continue the campaign momentum until the end. Information about the campaign, the project and specific gifts should be meted out so as to maintain the sense of forward flow even through periods that may have little newsworthy results. A final public relations effort should take place at the conclusion of the campaign that will enable the organization to benefit fully from the positive glow that a successful campaign brings.

M. DONOR RECOGNITIONA well-conceived donor recognition plan outlines the way in which all donors will be recognized by their gifts. A plan includes:√ Naming opportunities: buildings, rooms, landscaping or other specific areas that might be appropriate for a plaque. Theses are valued according to "checks appeal" rather



than actual cost. For campaigns with endowment components, the naming opportunities might include specific named funds. √ Group plaques: Donors of smaller gifts might be recognized on a group plaque. The recognition plan should specify the contribution level necessary for inclusion on such a plaque. √ Print recognition: Below the level required for the group plaque, donors might be recognized in newsletters, annual reports and other print media. √Tokens: Finally, some campaign choose to recognize low level donors with large groups of small naming objects such as paving bricks, pickets or wall tiles.

N. CAMPAIGN STRUCTUREMost campaigns are organized into working committees and solicitation divisions. The specifics of the organization varies according to the size, scope and staffing of each campaign.

√ Campaign Committees: Most campaigns require at least three committees–a Steering Committee to oversee the progress of the campaign; an Event Committee to help plan and implement the various special events and celebrations that embellish the campaign; and a Public Relations Committee to help coordinate the campaign materials and press coverage. In addition, there might be a donor cultivation committee and a prospect rating committee.

√ Campaign Divisions: Solicitation is the work of campaign divisions. These are organized to reflect the top-down and inside-out principle of campaign fundraising. In addition, they reflect the organization's constituent groups.



O. CAMPAIGN PHASES AND TIMING• Phases

Although campaigns might take place over as short a period as 12 months or over as long as four or five years, all campaigns proceed along a standard pattern of sequenced phases. Campaign phases are ordered to adhere to the "Inside-out, Top-down" model. This phased sequence is designed to establish credibility among donors and in the broader community; increase the chances of success; and phase the work of the campaign for both staff and volunteers.

√ Preparation: During this phase, the organization undertakes all of the advance planning that will lead to the campaign. This will include strategic planning and board development as well as strengthening the development office.

√ Campaign Planning: The campaign planning process is used both to plan the campaign and to begin to develop a sense of ownership and buy-in among the organization's most powerful constituents.

√ Advance Gift Phase: In this phase, the organization solicits the prospects who might make the largest gifts and those prospects who are the organization's most committed stakeholders. Both of these groups are solicited prior to the campaign kick-off.

√ Major Gift Phase: Major gifts are usually solicited just after the campaign kick-off. These gifts represent the mid-range of gifts in the gift range chart.

√ General Phase: Lower level gifts are solicited during this phase.



√ Follow-Through: Every campaign requires a lengthy period to follow through on the many loose ends that result from a broad solicitation effort. Though often tiresome, this process provides many opportunities to solidify relationships established during the campaign.

• Timing√ Pledge Period: Campaigns generally have pledge periods of 3 to 5 years. Occasionally a campaign will extend the pledge period to seven years. In general, people will commit to large gifts if they can extend the payment period. The longer the pledge period, however, the greater the percent of unfulfilled pledges.

√ Campaign Seasons: Because campaigns use many volunteers, the campaign schedule should be designed to accommodate the factors that determine their availability. These factors vary from place to place and from organization to organization.

√ Geographic Considerations: Campaigns that take place in one locality are often able to operate on a short timetable. But campaigns that must reach constituents in many different localities often extend for several years to accommodate mini-campaigns in various target areas.

√ Solicitation Period: No matter how long the entire campaign period —whether months or years—he solicitation period determined for each group of solicitors should be brief —perhaps 3-4 weeks–just long enough for a volunteer to complete the solicitations but short enough to create a sense of urgency.

Campaign Calendar Total duration Pledge period Solicitation periods Campaign seasons Geography

Chapter 3 - The Quiet Phase


41

CHAPTER 3

THE QUIET PHASE

A. BUILDING THE NUCLEUS FUND• Funds from the board

The nucleus fund as originally conceived in the late 1950’s was designed to raise exemplary gifts from all board members before asking others. It pressed the board to recognize their combined trusteeship responsibilities by seeking an exemplary commitment from each board member in accordance with their ability. The nucleus fund demonstrated to all other prospective donors that those responsible for the governance of the organization were wholeheartedly committed to the campaign and were investing their own resources before asking others to give.

• Money raised prior to the kickoffThe nucleus fund is now seen as the money raised before the campaign kickoff. These funds, sometimes referred to as advance gifts, are raised from those closest to the organization and from those who have the capacity to give the most. The nucleus fund solicited prior to the campaign kickoff builds momentum for the later phases.

• Pace-setting giftsExemplary, lead or pace setting gifts are solicited to establish a pattern of success. These include big gifts from top-rated prospects and smaller gifts which might be exemplary because of their size relative to the perceived capacity of the donor.



42

• Structure and timingThe structure of the solicitation process should be guided by the principle that “like should solicit like.” That is, board members should solicit board members, staff members should solicit staff members, etc. Timing will vary depending on the number of people to be solicited, but these solicitations should be completed before the campaign kick off for maximum impact. Timing of the leadership gifts phase is more difficult to project because securing truly exemplary gifts may require protracted negotiation.

• Techniques to achieve early successThe best way to ensure early success among lead donors is to involve them in the campaign planning process.

• Importance of establishing a pattern of successThere is no more important aspect of the campaign than establishing a pattern of success before the public phase. This success should be reflected by the size of gifts committed by lead donors and by broad participation among the organization’s insiders.

B. PROSPECT RATINGPrior to soliciting people for the nucleus fund, an organization must undertake a process to determine an amount or giving range that each prospect might be asked to consider during the solicitation process. This rating or evaluation process is often done by staff and volunteers over a lengthy period prior to a campaign. Many organization however do not undertake this process until just prior to the solicitation period.



43

• Staff EvaluationProspect rating begins in an organization’s prospect information system. Giving histories often tell a powerful story about someone’s inclination and ability to give. When combined with complete and accurate records about a donor’s relationship to an organization over years, these files provide an excellent base on which to evaluate a donor’s ability and inclination to make a campaign gift.

• Electronic ScreeningElectronic screening is another helpful tool for evaluating donor potential. Several national firms have developed ways to screen large number of prospects to find indicators that help them target major gift prospects. Typically, a broad screening of an organization’s database will turn up 1-3 percent of the records screened as major gift prospects.

• Rating by PeersOne of the best ways to gather information about prospective donors is to ask their peers and colleagues about them. This process often happens in small groups during which people are asked to evaluate a list of prospective donors they are likely to know. Peers are invited to make judgements about each prospect’s inclination and ability to give. The results of all of the screening forms are then collated and form a reasonable assessment of the prospects’ giving potential.



44

Household Pledges

$2.00/week 1/2 gallon of milk $2.00/week 1 loaf of bread $3.20/week 1 video rental $3.95/week 1 latte at Starbucks $10.00/biweekly 1 car wash $20.00/biweekly 2 movie tickets $25.00/week 1 tank of gas

Insider Solicitation

Primary stakeholders Large and small gifts Exemplary giving Domino effect

C. SOLICITING THE INSIDERS• Insider solicitations

Insider solicitations involve many people who are close to the organization other than those on governing board. These gifts demonstrate to the outside world that those who know the place best have been uncommonly generous. For example, if the doctors, nurses and management staff give to their hospital’s campaign or the faculty, staff and administration give to their college’s campaign, that commitment sends a powerful message.

• Gifts of all sizesMany of an organization’s insiders are not likely to have the financial capacity to make large gifts from their capital reserve or investments. Their gifts can, nonetheless, be significant to a campaign. Through payroll deductions over a number of years, even a seemingly modest weekly gift can amount to a significant campaign contribution.

• Importance of internal leadershipThe solicitation of staff members is often politically sensitive. Internal campaigns must be chaired by staff members who are well respected by their peers.

Insider Solicitation



45

Strategic Gifts

More than just moneyMove organization ahead Collaborations between donor and Collaborations between donor and

staffstaff Challenge or matching grantsChallenge or matching grants

D. SOLICITING LEAD GIFTS

• The cultivation processLead gift solicitation is not simply the process of asking for a gift. Asking is but one step—albeit a critical one. By far the most complex and challenging aspect of raising money through lead gifts is finding the intersecting interests of the prospect and the organization. Only through a commitment to philanthropy that benefits both donor and organization is one able to raise the most significant gifts.

• Prospect researchThough there are many sophisticated ways to gather information, one of the most effective is personal interaction. Effective prospect research requires a sincere interest in getting to know the prospect’s interests, values, and goals. The primary skills required are the ability to ask probing questions, to listen actively and to think creatively about one’s institution and how it might serve the donor’s interests.

• Strategic GiftsSometimes gifts can be designed to provide incentives to both donors and staff alike. Such gifts are usually the result of collaboration between a donor and the staff. With a matching or challenge gift, a donor pledges to make a gift if and only if the organization is able to fulfill certain stipulated conditions. These conditions usually iclude a dollar amount to be raised and a deadline. They may also specify a ratio of dollars to be raised for each dollar of the gift, a specific group from which the money must be raised, and/or a project for which the money must be raised. In some challenge grants, none of the challenge funds will be paid until the full



46

terms of the challenge have been met. In other cases, the organization may draw down the gift as the matching funds are raised, leaving open the possibility that the entire amunt of the match might not be raised.

The Kresge Foundation (www.Kresge.org) is known for giving challenge grants to community organizations for bricks and mortar projects. Their process is an excellent model of strategic grant-making.

E. WAYS TO SOLICIT• The solicitation meeting

Setting up the solicitation meeting is often a challenging step. The meeting should be set up by the person who has the greatest chance of success, not necessarily the solicitor. Never arrange a meeting without knowing the size of the gift to be solicited and the purpose of the solicitation.

• The caseThe solicitor should be thoroughly familiar with your institution’s mission and its plans. Be able to show how the institution answers a larger community need.

• The non-solicitationInvite prospects for a visit with institutional representatives. Introduce the prospects to a new program or project. Ideally the prospect will become sufficiently interested to ask “How much do you need?” Be prepared to suggest a specific figure and have a written project summary available. Follow up later. Offer to provide more information.

• RecognitionReview a list of “Gift Opportunities” with your prospective donor and say “We hope that you



47

will give the naming gift for ____________.” The donor will see the amount being requested on the list.

• Leadership giftShare the gift range chart with the prospective donor. Draw a line under one of the top gifts and say “We hope you will consider being a leadership donor.”

• Join me or join usInvite the prospect to join you in your effort. “My wife and I are giving $25,000 to this campaign and we ask you and your family to join us at that level.”

• Everyone is neededWhen all else fails, say “We hope we can count on you to be part of this effort. Every one is needed. Please join in supporting this program.”

F. THE FOUR-PART SOLICITATION • The opening

Develop a rapport. Ask questions. Have a 50/50 conversation. Listen and observe.

• The dialogueEstablish mutual areas of agreement about the case. Talk about issues. Listen for areas of agreement and disagreement. Never argue. Try “yes, but....”

• The presentationExplain objectives and needs, giving examples of benefits. Present opportunities for recognition. Listen for objections and be prepared to overcome them.

Four Parts of the SolicitationOpening

Dialogue

Presentation

Close



48

• The closeAsk for a specific amount. Tie the amount in with a specific objective and recognition if appropriate.

• Solicitation Do’s√ Plan your ask.

√ Use a team.

√ Talk issues.

√ Listen.

√ Suggest an amount.

√ Leave something (not a pledge card).

√ Be ready to return.

√ Say “thank you.”

• Solicitation Don’ts√ Don’t leave a pledge card.

√ Don’t argue.

√ Don’t let the “no’s” get you down.

√ Don’t confuse refusal with rejection.

G. OVERCOMING OBJECTIONSMany objections arise from a lack of understand-ing or information. Listen to the specific content in objections and respond to the specific content rather than what you may believe to be the underlying meaning.

• “I can’t afford to give right now.” Respond in a way that helps them decide when they will be able to give.

• “I’m not convinced the program is important.” Find out what they do consider important.

Solicitation Do’s and Don’ts

Do Plan your ask Use a team Talk issues Listen Suggest an amount Leave something Be ready to return Say “thank you”

Don’t Leave a pledge card. Argue. Let the “nos” get you

down. Confuse refusal with

rejection.



49

• “I had this bad experience with...” Give them a chance to put the bad experience behind them.

• “I’m not confident my money will be well-used.” Find out what has eroded that confidence and what it would take to rebuild it.

• “I don’t see why we need to endow the program.” Enlist prospect in figuring out what gift would be the right gift.

• “I don’t like to make pledges.” Try a letter of intent. Explore a gift now and a resolicitation schedule.

H. SOLICITOR’S PRACTICUMIt is often helpful to ask solicitors to prepare to make their solicitations by completing the following five sentences:

√ I work for and support the campaign because...

√ The organization’s distinctive programs are...

√ This project will serve the community by...

√ All of us will benefit because..

√ One poignant story I want to share is...

A discussion of these sentences can provide the basis for an excellent solicitor training program.

I. LEAD GIFT SOLICITATION MATERIALA well-organized packet of material should be assembled for each lead gift solicitation. The material should provide the prospect with just enough information to answer all (or most) of the

Solicitation Material

Proposal Accompanying materialResponse mechanism To send in advance or not to send

in advance?



50

likely questions. However, it should be simple enough to invite serious perusal.The material should include some or all of the following pieces. The selection will be determined by the prospect’s need for information.

√ Proposal letter √ Case for support

√ Q & A about campaign and project

√ Drawings and/or floor plans

√ Project schedule

√ Project budget

√ Gift range chart

√ Categories of giving

√ List of naming opportunities

√ Location and drawing of plaque

√ Board and campaign committee lists

√ Background info about organization

Chapter 4 - The Public Phase


51

CHAPTER 4

THE PUBLIC PHASE

A. GOING PUBLIC

• OverviewA campaign “goes public” once the nucleus fund has been raised from lead gifts and after the organization's “family” has been solicited. The transition from quiet to public is usually marked by a campaign kickoff and concurrent media event of some sort. Usually, the event and associated media coverage are timed to precede the broad base solicitation process, thereby informing and readying the many prospects who will be solicited during the remaining portion of the campaign.

Several elements must be in place prior to the public announcement of a campaign:√ The lead gifts should be committed;√ Theofficialcampaigngoalmustbe determined;√ The campaign brochure should be completed;√ The volunteer solicitors should be ready to make their calls;√ The project plans and timing should be solidified.



52

• Campaign BrochureThe campaign brochure is generally seen as the centerpiece of the campaign. Though most of the largestgiftsareraisedwithoutthebenefitofacampaign brochure, it becomes more important as the solicitation process broadens.

The campaign brochure serves as an important solicitation tool for volunteers who have not been intimately involved in its planning and implementation and who are therefore not as familiar with it.

Purpose and content: Above all, the campaign brochure helps the volunteer guide the prospect through the solicitation process. The material shouldthereforebedesignedtoflowwiththatprocess, beginning with background information and ending with information about the campaign and ways to give.

Style: Campaign brochures vary widely in style and cost. In general, the more the story can be told in pictures, headings and captions, the better. Not only do people rarely read the smaller print in these pieces, but in a personal solicitation process, the solicitor will have to rely on these large elements to guide the conversation.

Process: Design and production of a campaign brochure is often a long and complex process requiring many meetings, countless drafts, and often frayed nerves. Not only must the staff be comfortable with the process, but in a volunteer-driven campaign, the campaign leadership must be thoroughly involved and in accord with its style, quality and content.

Cost: For community-based campaigns it is common for a local printer to donate some or all of the cost of the brochure in lieu of a cash gift or pledge to the campaign.



53

• Campaign NewslettersMost campaigns have newsletters dedicated solely to the campaign. These newsletters will use the campaign theme and logo and will convey information about the campaign progress, volunteers and activities. They are an excellent way to heighten the excitement of the campaign, to showcase the campaign’s leadership in the community, and to inform constituents about campaign activities. Many community-based campaign newsletters have atotaloffiveorsixissues.Largercampaignsmay have more.

•CampaignNewsletterIssues√ Pre-announcement of the campaign√ Campaign kickoff√ Interim progress reports√ Victory issue (when goal achieved)√ Wrap-up and reporting issue

• Videos and CD'sVideotapes and CD's are becoming more common in capital campaigns. They are good for some things and not good for others. Videotapes can...√ Present an organization in a lively and engaging fashion√ Break the ice at a cultivation event√ Build credibility by featuring community leaders and donors√ Give a personal and human touch to the case for support√ Enable a prospect to actually see things

described in the case√ Serve as a tool to start a solicitation conversation



54

Videotapes or CD's cannot replace face to face solicitation.

A bad videotape or CD is far worse than no videotape at all. Unless an organization is willing to spend the time and money that is necessary to develop a high quality video, it would be better not to use one at all.

• Campaign EventsSmall organizations often rely almost exclusively on special events to raise money for their annual operating budgets. In reality, however, special events are more effective for boosting an organization’s image and increasing its constituents than they are for raising money. It is primarily because of these non-fundraising purposes that they are important elements in a capital campaign.

Specialeventsareusedinfiveprincipalwaysinacapital campaign:√ For cultivating prospective donors√ For recognizing and motivating volunteers and donors√ As a way to attract media attention√ For celebrating success√ For raising funds

Event Planning Committees: Most organizations are used to involving volunteers in planning events. Capital campaigns provide many opportunities for such involvement. The many volunteers who would like to become involved in the campaign but who do not want to solicit gifts are generally very pleased to participate on a committee that plans one or more events.

Types of Events: Campaigns are punctuated by many types of events. Early in the campaign

Purposes of Campaign Events

Cultivation

Recognition

Publicity

Celebration

(Fundraising)



55

process, organizations often structure an ongoing series of small gatherings to inform and cultivate donor prospects. As the campaign proceeds, events that recognize donors, motivate volunteers and celebrate success play important roles in building the momentum and energy needed for the campaign.

Once the campaign has achieved its goals and the projects that have been funded are complete, an organization can capitalize on those successes through ribbon cuttings, open houses or other celebrations that recognize all of those volunteers and donors who created the success. These events often solidify and strengthen relationships with major donors that become even more important in the future.

Fundraising events generally do not have a place in capital campaigns. Although staff or well-meaning volunteers may organize a small event or sale to help do their part, fundraising events belong rather in the annual giving program.

Campaign Kickoff Events: Campaign kickoff events assemble a large and often disparate group of campaign volunteers around a shared goal. It uses that occasion to announce the specificsoftheprojecttobefunded,torecognizethe campaign leaders who have already committed themselves to the success of the project. It recognizes people for work already done and gifts already given. It celebrates success already achieved. And it sets forth the challenge of successfully completing the campaign.

Campaign kickoffs range from elaborate, formal dinner events to simple afternoon gatherings. Although there is no right or wrong style, the event should be in keeping with the character of the organization.



56

B. SOLICITING MAJOR GIFTS• Major Gifts

Middle range gifts: After the campaign kickoff, the campaign shifts its focus to the middle range of gifts. These are referred to as major gifts to highlight their importance in the campaign. Because most campaigns need 100 or more gifts in this range, and because most of these gifts must be personally solicited, the solicitation process must broaden to accomplish the task.

Increased volunteer pool and structure: Often lead gifts are solicited by a very small group of people who are themselves deeply committed to and knowledgeable about the campaign and its goals. As the pool of gifts needed and qualifiedprospectsbroadens,however,somustthe number of people who solicit those gifts. The consequent broadening requires increased structure and organization, effective solicitation materials, thorough volunteer training, and a system of communications and tracking.

• Constituent GroupsCampaign structure: Since the best solicitations are conducted by trained solicitors who have some relationship with those they will solicit, this center section of the campaign is organized to increase the likelihood of pairing the right volunteer with the right prospect.

Unlike the leadership gift prospects who are identifiedstrictlybyvirtueoftheirabilityandinclination to make a lead gift, major gift prospects aregenerallyorganizedbytheiraffiliations.Someare grouped according to their relationship with the organization—subscribers, patient families, volunteersetc.Others,byaffiliationswithinthecommunity—neighborhood, business, church etc.



57

Types of constituent groups: Constituent groupsordivisionsaredefinedtofitwithcatego-ries in the prospect list. A large hospital might have a vendor’s division; a school would have a student family division and an alumni division; a theatre might have a subscriber division.

In some cases, the constituent groups may be too broad and might be more narrowly subdivided. Businesses might be subdivided by business types; alumni by year; student families by where they live etc.

• Broadening the Base of VolunteersDefining constituent solicitation tasks: Committees or divisions are enlisted to help planandcarryoutthesolicitationofthequalifiedprospects in their division. This process begins withtheidentificationandanalysisoftheprospect list by constituent group. Once the constituentgroupshavebeendefinedandthelists analyzed and evaluated, the real size and scope of the solicitation process for that group canbeclarifiedandquantified.

Types of volunteers needed: Volunteers are engaged to help plan the solicitation process for each solicitation division. Typically this begins by enlisting several capable and respected people from within each constituent group. These people helpanalyzetheprospectlists,definedivisionfundraising goals, develop the solicitation structure and enlist volunteer solicitors.

Team structure: As the volunteer structure broadens, volunteers are enlisted to create and oversee teams of solicitors. A large division might be broken into sections and each section mightincludefiveteamsofonecaptainandfivesolicitors each. In this structure, each team will solicit 30 prospects.



58

Eight Ways to Enlist Volunteers

Enlist the most powerful first Provide long time horizons Likeshouldasklike Focus on the possibility of success Provide written expectations Match talents to tasks Make the task rewarding Let“no” be acceptable

Using this structure, each solicitor reports to his or her team captain; each captain reports to the section leader; and each section leader reports to the division chair. In some campaigns the section leader might be called a vice chair.

The division leader solicits section leaders, section leaders solicit team captains, team captains solicit team members, and team members solicit other prospects.

Job descriptions: In a complex structure of this sort, each volunteer must know very clearly andspecificallyjustwhattheirtasksare,whatthe time table is for completing them, and how and when to report or meet. Simple, clear job descriptions that provide all of the relevant information are essential to the process. Experience shows that enlisting volunteer solicitors is the most challenging part of the major gift process.

• Eight suggestions for enlisting volunteers:√ Ask people to do what they can do.

√Enlistthemostpowerfulpeoplefirst.

√ Provide long time horizons.

√ Assign like to enlist like.

√ Write statement of expectations.

√ Break tasks into small, manageable pieces.

√ Focus on success.

√Let“no”beanacceptableanswer.



59

Major Gift Division Process Enlist chairs and committee members. Develop a division plan. Enlist solicitors. Prepare prospect cards. Gather solicitors to select prospects. Prepare proposal letters. Train solicitors. Solicit gifts. Report.

• The Major Gift Division ProcessEach constituent division progresses through several organizational steps as follows:

Enlist division chair and committee: Each committee member should have the potential of becoming a team captain in the solicitation process. The committee will:

√ Review the prospect list.

√ Expand and rate prospects.

√Refinethedivisiongoal.

√Definethenumberofsolicitationsforthat division.

√Reviewandrefineproposalletter.

Develop a division plan: From the information developed during two or three division committee meetings,itispossibletoclearlydefineandquantify the process. This plan will result in an organizational chart that shows how many team captains and solicitors should be enlisted.

Often, this plan follows the “Rule of 5’s” to determine the number of volunteers needed for a division. Every 200 prospects require 40 solicitors (200/5), 8 team leaders (40/5), 2 vice chairs (8/5), and one chair. Thus 200 prospects require approximately 50 volunteers each of whom becomes involved, ready to work and ready to give.

Enlist volunteer solicitors: To carry out the tasks, committee members are enlisted as team captains, additional team captains enlisted as needed, and each team captain enlists his or her team members.



60

Prepare prospect cards: The name, address andphonenumberofeachqualifiedmajorgiftprospect should be put on an index card. Each card should also include summary information about their relationship to the organization and an indication of how much they will be invited to consider for their campaign gift. Often, these cards are produced in duplicate. These cards are displayed in alphabetical order when the volunteer solicitorsgatherfortheirfirstmeeting.

Solicitors learn about project and select prospects: All of the volunteer solicitors are expected to attend a meeting to learn about the project and to select their prospects. The prospect cards are displayed in alphabetical order on tables or taped to the walls. After the presentations about the project and the campaign, the volunteers are askedtoselectaspecificnumberofprospectcards (usually 4 or 5). They are asked to sign their names on one copy of the cards they select and leave it with the staff.

Prepare proposal letters: The staff prepares proposal letters for each prospect and has the proposal letters ready for the volunteer to review at the solicitor training meeting.

Train solicitors: The solicitors attend a second meeting to review the letters prepared for their prospects, to learn about the campaign, and to learn how to solicit their prospects.

Solicit gifts:Solicitorshaveaspecifiednumberofweeks to solicit their prospects. During that time, they are expected to report to their team captains about their progress and about any questions or difficultiestheymayhave.



61

Reporting: Team captains attend regular reporting meetings. These meetings motivate them to contact their team members for updates and provides opportunities for team captains to discuss their progress and experiences.

• Tracking InformationThe staff keeps track of all solicitation results. The staff reports to the team captains and to solicitors as gifts from their prospects are received. The staff also provides regular reports for team captains about the results from their team members and develops periodic written reports on progress for all solicitors.

• Rating ProspectsAssessing ability and inclination: Although the organization should have evaluated and rated many if not all of the prospects prior to the public phase of the campaign, the groups of solicitors organized by constituent groups provides another excellent opportunity for prospect rating.

The assessment process is often done in meetings in which volunteers assemble to evaluate or rate the perceived ability and inclination of prospects to make a gift to the campaign. Sometimes this process is best done by the division committee. Other times, groups of volunteers who are likely to know the prospects are called in just for the task. In some rating meetings, the group discusses each person to determine their ratings. In others, each person in the group adds two rating codes (one for ability, the other for inclination) next to the name of each person they know on the prospect list.

Using the rating information: Combining the results of volunteer rating sessions with



62

information about a prospect’s giving history, the staff is usually able to identify those prospects most likely to make a major gift and to assess the amount of the gift each person should be invited to consider. However, the average donors to annual funds will often make a capital campaign pledge far greater than his or her giving record might suggest.

• Establishing Division GoalsDivision goals motivate volunteer solicitors. They provide volunteers with a clear, qualitative assessment of the task they are undertaking, and they enable them to feel rewarded once the goal is achieved or even surpassed.

Working down from the campaign goal: Preliminary goals are established for each division as a function of the campaign goal. These goals are often changed as the committees identifying and rating prospects.

Working up from the committee process: Just asthecampaigngoalreflectsacombinationoffactors, so too does each division goal. Often the division goal results from discussions of the suggested goal, analysis of the prospect ratings, the committee’s ability to enlist solicitors, and the will of the division chair.

• Training VolunteersVolunteer training is a critical part of the major gift process. As the group of volunteer solicitors expands, the volunteers are likely to know about the organization, the project and the campaign. But to do a good job of soliciting a gift—indeed, if they are going to solicit a gift at all—they must be taught a great deal of material. Most campaigns ask volunteer solicitors to attend two meetings for this purpose.



63

Meeting #1: Information and prospect selection. Volunteers need information about the organization and the project for which they are going to solicit gifts. This basic information ispresentedatthefirstsolicitormeetingandsupported by written material the solicitors can review on their own.

Alsoatthefirstmeeting,volunteersselectthenames of the people they will solicit. The self-selection process helps pair the best solicitor with the best prospect.

Meeting #2: Solicitation training and instructions. During the second meeting, the volunteer solicitors should become familiar with the principles of making a successful solicitation. The best solicitation training sessions include a participatory exercise for the volunteers that will help them begin to express their reasons for giving to the campaign and try out the solicitation process. The second meeting should be at least two hours to allow enough time for an effective training session. Often the campaign consultant designs and conducts the solicitor training session.

• Proposal LettersFunction: Personal solicitations are often preceded by proposal letters written to the prospects from the campaign chair. The letter summarizes the case for support, tells the prospectthataspecifiedvolunteerwillcalltoset up an appointment, asks the prospect to meet with that volunteer, and requests a gift of aspecifieddollaramountorwithinaspecifiedrange.



64

Timing: Proposal letters are prepared between the two solicitor meetings. Volunteers have an opportunity to review them at the second meeting before they are sent. After that meeting, corrections or changes can be made and the lettersaresentwithcopiesofthefinalletterssentto the volunteers. When the volunteers receive their copies, they know that the prospects are waiting for them to call.

Rationale: Proposal letters facilitate the solicitation process:

√ The letters puts pressure on the solicitors to make their calls;

√ The letter formally conveys the request from the campaign chair to the prospect;

√Theletterstatesaspecificamountandthus takes that burden from the volunteer.

• Completing the Major Gift EffortSecond stage solicitations: Because the numberofqualifiedprospectsinmostdivisionsoften outstrips an organization’s ability to recruit volunteer solicitors, there are often many prospects whose cards are not selected by volunteers. These cards are then sorted and the prospects most likely to give a generous contribution are pulled out and assigned among the volunteer solicitors who have been most successfulinthefirstphaseofthesolicitationprocess. Usually, because they have been successful, they are willing to make a few more calls.

Moving into general solicitation: The remaining prospect cards that have not been selected are then included in a major gift category in the telephone solicitation process.



65

C. SOLICITING THE BROAD BASEUsually, the general gifts to a campaign are solicited by a combination of mail and telephone solicitation. By this time in a campaign, many gifts in this range will already have been committed as a result of solicitations made at a higher level that resulted in lower level gifts.

Also by this time in a campaign, word about the campaign has traveled far and wide, and those who have not yet been solicited wonder why not. It is on this cushion of anticipation that the general gift phase of a campaign is conducted.

• Mail/Phone SolicitationBecause the effectiveness of solicitations decreases as they become less personal, the goal of the general phase of the campaign is twofold. On one hand, the campaign should solicit the best remaining prospects in the most personal fashion possible. On the other hand, most campaigns try to give everyone in the organization’s entire constituency an invitation to make a gift and thereby become a part of a successful campaign.

Campaign phonathons are often very successful and raise more money than the same strategy that has been applied to the annual giving program, principally because multiple year pledges are solicited.

Volunteer vs. paid solicitors: Some organizations contract with telemarketing firmstocompletethecampaignbycallingtheremaining prospects. This is an effective way to reach many people with little stress on the tired staff and volunteers.



66

Otherorganizationsfinditworthwhiletoorganizea phonathon by calling in volunteers that have worked on the campaign. These people tend to make excellent callers because of their knowledge and commitment.

Organization: As with the major gift solicitation process, the solicitation calls should be preceded by one or more letters to prepare the prospect forthecall.Mostorganizationsfindthatthephonathon format which pulls many volunteers together for several hours of calling over several days works better than asking volunteers to make calls at home. The group format is easier to control and creates an energy that yields larger returns.

Whom to call: Once again, the strategy of deciding whom to call should be guided by the top-down solicitation process that has guided the entire campaign. Prospects whose potential is the highest—often those selected for the major gift division— should be given priority treatment.

Enlisting volunteers: Sometimes people who have worked as volunteers on one aspect or another of the organization’s programs have not had a chance to become involved in the campaign. For these people, a phonathon is often an opportunity to become involved.

• Direct Mail SolicitationWhy mail? Directmailsolicitationisthefinalstage of the solicitation process. Through the mail, an organization is able to provide an opportunity to become a campaign donor to everyone on the prospect list.

Refocusing the case for support: Often, by the time a campaign switches to direct mail fundraising, the goal is within reach. Many



67

campaigns simplify and strengthen their case for support in the direct mail appeal by highlighting the small gap yet to be closed and the imminent changes the campaign will make to the community. This immediacy and the anticipation of early success are powerful motivators, especially when they are layered over a base of awareness about the project and the campaign.

Differences between annual appeal and campaign appeal: The direct mail appeal for the capital campaign should maintain the identity of the capital campaign. It should stress the opportunity to make multi-year pledges and should highlight the campaign objectives. Many organizations produce a small version of the campaign brochure to send with the direct mail appeal.

As with annual appeals, the mail appeal for the campaign may involve more than one mailing to the same donors over a period of weeks.



68

Chapter 5 - Follow Through and Trouble Shooting 69


CHAPTER 5

FOLLOW THROUGH AND

TROUBLE SHOOTING

A. FOLLOWING THROUGH• Thanking Donors and Volunteers

Time and energy spent thanking people well and creatively after a campaign is time well spent. The number of the people who are involved in a campaign as staff and volunteers often numbers in the hundreds. Every one of them deserves to be thanked and to know how much their gifts are appreciated. Sometimes this process goes on for months or even years after the campaign. As with cultivation events, we are hampered in the way we thank people only by our time, energy and imaginations.

Thank you letters: Every campaign donor should be acknowledged at least three times after the receipt of the gift. The donor should receive an official thank you from the director that states the amount of the gift or pledge, a letter from the campaign chair, and a note from the solicitor.

Special gifts and mementos: Small gifts or gestures of appreciation can sometimes have great meaning. But gifts and gestures must be appropriate to be effective. The decision to invest in mementos should be determined according to their appropriateness for a particular organization and whether the director and campaign chair feel comfortable with their expense.

Chapter 5 - Follow Through and Trouble Shooting


70

Follow Through

Thanking volunteers & donors Creating plaques Tying up loose ends Reporting results Keeping records Capitalizing on success

Public recognition: Public recognition is no substitute for personal recognition. But for some people, public recognition is appropriate and appreciated and can benefit both the donor and the organization.

• Plaques Plaque design and placement: The plan for the design and placement of plaques should begin as the architect is planning the building. Too often one sees plaques that have been poorly designed and located in the corner with the fire extinguisher and exit sign. If the design and placement of plaques are determined early in the campaign, drawings of them might be used in soliciting lead gifts.

Plaque wording: Many a development director has spent hours determining the correct wording and spelling on plaques. A wise development director will communicate fully with the donor during the decision process and secure written, signed approval of wording before ordering plaques.

• Wrapping it UpTying up loose ends: Every campaign begins with great clarity and goes into the home stretch with a great many loose ends. Donors who have not responded, solicitors who have not completed their calls, gifts that have been promised verbally but have not been put in writing. To complete the campaign, as many loose ends as possible should be tied up.

Analyzing results: It is important to organize and analyze information about the actual results of the campaign. Some simple factors are very telling:

How did the pattern of gifts actually received compare with the gift range chart that guided the campaign?



√ How did gifts come in by constituency?

√ How much did the campaign cost? How do those costs compare with those projected?

√ How many gifts were made to the campaign?

√ How many gifts came from previous donors to theorganization?

√ How many new donors made campaign gifts?

√ How much money was raised?

√ What was the average gift?

Reporting results: A written report should be prepared for the campaign leadership and steering committee and for the board of directors. A summary of the campaign results should be reported more broadly to every volunteer who worked on the campaign.

The written report should frame the campaign results in the optimistic terms of accomplishments, learning and opportunities rather than dwelling on the many things that did not come about the way they were planned.

Keeping records: A complete record of the campaign should be assembled and stored for future reference.

• Capitalizing on SuccessNew relationships: A successful capital campaign begins many new relationships, expands the horizons of many staff members, and creates a glow and energy that might last a long time.

Pattern of major gifts fundraising: A successful campaign also builds a pattern of major gifts. This raises expectations of both staff members and donors and often results in an ongoing pattern of larger gifts.



72

Campaign Challenges Goal challenges People problems Gift problems Public relations nightmares Errors and mistakes Project problems Organizational problems

Personnel changes: The period after a campaign, is an excellent time to consider inviting some of the effective campaign leaders to serve as board members, to promote staff members whose skills grew, and to begin work on the strategic plan—letting the power of the campaign take the organization into the future.

B. TROUBLE SHOOTING• Types of Difficulties Campaigns Face

Because they are complex, long-lived and demanding, most campaigns face difficulties and challenges. These generally fall into the following seven categories:

√ Goal challenges

√ People problems

√ Gift problems

√ Public relations nightmares

√ Errors and mistakes

√ Organizational and project problems

√ National disasters and acts of God

• Problem Avoidance and Coping Strategies Some campaign challenges can be avoided altogether. Others are inevitable and must be coped with as they arise. The best approaches to many problems that arise are contained in the following seven exhortations.

√ Plan carefully.

√ Be honest.

√ Be principled.



√ Communicate.

√ Get help.

√ Be persistent.

√ See the humor.



74

Samples and Forms 1


PRE-CAMPAIGN STUDYRequest for Proposal Questions

How many years has the firm been consulting in development?

Who are the firm’s principals?

Name and title of individual who would service our account

Have you had clients in our area within the last five years. Include dates of service, types of service provided and size of the account.

Are you currently assisting any organizations in our area? If so, please list the organizations and describe the services you are providing.

Provide a minimum of three references in connection with feasibility studies and/or internal readiness audits completed within the past three years.

Describe your firm’s approach to a pre-campaign study. Include approximate time frames, operating procedures and personnel resources.

How will you go about designing and “customizing” our feasibility study so that it will directly address our particular needs?

Describe a typical feasibility study interview and how your consultant prepares for it.

How many face-to-face interviews would be required for a campaign of this size?

In cases in which you are engaged to conduct both a feasibility study and a readiness audit, explain how the audit is linked to the study.

Within the past three years, did you advise any of your clients either to reduce their initial goal or postpone the campaign?

Describe your fee structure and provide a cost estimate for a feasibility study for our proposed campaign?

Describe your firm’s campaign management and consulting services.

Assume that our study reveals favorable circumstances what might you propose to assist us in conducting the campaign and at what cost?

Samples and Forms2


Samples and Forms 3


DONOR CULTIVATION TECHNIQUES

MEET WITH THEMStage small meetings with top prospects.Ask prospects to act as hosts or speakers at meetings.Invite prospects to an informal gathering before or after a formal event.Offer the prospect an “insider chat” with your leadership.Stage events (dinners, trips, lectures, parties).Give donors special treatment.Arrange tours of the facility.Have an informal cup of coffee or meal with one of your prospects.

INFORM THEMIssue information bulletins, progress reports and scoreboards.Write a personal note on the top of a mass-produced report.Send advance copies of things in the works for comment or preview.Call your prospects with good news.

ASK THEM FOR ADVICEAsk for something. Ask a question. Ask advice.Ask their opinion of a plan or strategy.Ask their opinion of your organization.Send a short survey.Ask for a favor or help.Ask them to introduce you to other people.

RECOGNIZE THEMHonor them. Publicize them. Award them. Quote them. Put up a plaque. Name a collection.Provide them personal introduction to people they’d like to know.Invite them to join a special group of people.Ask them to say a few words on behalf of your organization.

THANK THEMTell them what good has come of their contributions and their work.Ask someone who benefits from the donor’s gift to write the donor.Thank the donor by phone, in person, in handwriting.Do it again...and again...and again.

DO SPECIAL THINGS FOR THEMSend Christmas, holiday and birthday cards.Send flowers when appropriate.Send articles in his or her areas of interest. Finally, be sure to spell their names correctly.

Samples and Forms4


Samples and Forms 5


ESSENTIAL ELEMENTS OF A CAMPAIGN CASE STATEMENT

DEFINITION

A case statement is not a brochure, although much of what is written in a case statement may ultimately be used in preparing campaign literature. It is a statement of a need “larger than the institution” in response to which a not-for-profit, gift-supported organization is seeking capital funds. Keeping in mind that people don’t buy Buicks because General Motors needs the money.

ESSENTIAL ELEMENTS

1. The Problem—What is the essential problem or need that success in the contemplated campaign will help to solve or alleviate? Can you state it succinctly? Will it grab the attention of the reader? Could you use a quotation from a highly-regarded source to make the point?

2. The Opportunity—What is your organization prepared to do to respond effectively to the problem? Can you argue that your response is the best? Can you show that there is no better way? Can you describe what you intend to do in a way that will be accepted —even believed—as outstanding?

3. Reinforcement—What can you say about your organization’s recent accomplishments, which will engender confidence that you can respond effectively? Can you cite examples while avoiding mere statistics?

4. Your Plan—How will you go about accomplishing your intended response? Can you describe your plan(s) in convincing terms? Will donors think that it makes good sense?

5. Cost—Do you have a realistic budget which sets forth all the sources of funds contemplated included philanthropic gifts and pledges? Are your projected expenditures in line with the sources? Can you convince the reader that yours is a business-like plan and that when the campaign is successful, the plan can proceed?

6. Timing—What is the sense of urgency? Why must this be done now?

7. People—Do you have management, board and other volunteers who can carry off what you will contemplate? Can you demonstrate the success of your management? Will naming your board or other volunteers inspire confidence?

8. The Appeal—What is it you want the reader to do? Is that stated clearly? Have you made a convincing, compelling argument that will arouse enthusiasm and a desire to join with others?

Samples and Forms6


CAMPAIGN PLANNING QUESTIONS

1. Campaign Objectives• What are the financial needs of the organization that will be addressed by the

campaign?

2. Campaign Goal and Counting• What will the campaign working goal be?• What will count toward the campaign goal?• What is the relationship of the campaign to the annual giving program?• How much of the goal must be raised before the campaign kick-off?

3. Timetable• What will be the projected timetable for the campaign?• When will the campaign kick-off be held?• When will the campaign solicitation period be concluded?• How will the campaign timetable coordinate with the ground-breaking or other event?• How will prospects be identified and evaluated?• How will lead gifts be solicited?• How will major gifts be solicited?• How will broad-based gifts be solicited? 4. Donor recognition• How will donors have the opportunity to be recognized?• How do the naming opportunities coordinate with the gift range chart?• Will the campaign use giving categories or clubs?

5. Gift Acceptance and Evaluation• What types of gifts will be accepted and how will they be evaluated?• Who will be responsible for gift tallying, record keeping and billing?

6. Campaign Reporting• How will the campaign progress be reported to steering committee members, directors, and volunteers?• How and when will campaign progress be reported to the community?

7. Campaign Budget• How much will the campaign cost?

Samples and Forms 7


SAMPLE

Gifts Needed to Raise $1,000,000

3-year pledge period

Number Range Total Cumulative Percentof Gifts of Gift for Range Amount of Total

1 $150,000 $150,000 $150,000 15.0%

1 75,000-149,999 75,000 225,000 22.5

2 60,000-74,999 120,000 345,000 34.5

4 30,000-59,999 120,000 465,000 46.5

8 15,000-29,999 120,000 585,000 58.5

16 7,500-14,999 120,000 705,000 70.5

32 3,000-7,499 96,000 801,000 80.1

64 1,500-2,999 96,000 897,000 89.7

100 600-1,499 60,000 957,000 95.7

many < 600 43,000 $1,000,000 100%

Samples and Forms8


SAMPLE


Number Range Total Cumulative Percentof Gifts of Gift for Range Amount of Total

1 $1,500,000 $1,500,000 $1,500,000 21.4%

1 1,000,000-250,000 1,000,000 2,500,000 35.7

1 500,000-999,000 500,000 3,000,000 42.8

2 250,000-499,999 500,000 3,500,000 50.0

6 100,000-249,999 600,000 4,100,000 58.5

12 50,000-99,999 600,000 4,700,000 67.1

20 25,000-49,999 500,000 5,200,000 74.2

50 10,000-24,999 500,000 5,700,000 81.4

80 5,000-4,999 400,000 6,100,000 87.1

120 2,500-4,999 300,000 6,400,000 91.4

300 1,000-2,499 300,000 6,700,000 95.7

many < 1,000 300,000 $7,000,000 100%

Samples and Forms 9



5-year pledge period

# Amount Prospects $ in Range Cumulative Percent______________________________________________________________________

1 $500,000 3 $500,000 $500,000 16.7%

1 300,000 3 300,000 800,000 26.7

2 150,000 6 300,000 1,100,000 36.7

3 100,000 9 300,000 1,400,000 46.7

6 50,000 18 300,000 1,700,000 56.7

______________________________________________________________________

12 25,000 48 300,000 2,000,000 66.7

20 15,000 80 300,000 2,300,000 76.7

35 10,000 140 350,000 2,650,000 88.3

______________________________________________________________________

70 2,500 350 175,000 2,825,000 94.1

many < 3,000 many 175,000 $3,000,000 100%

Samples and Forms10


SAMPLE GIFT RANGE CHART

Campaign Goal: $500,000

For an organization with a small prospect base.

Gifts Needed to Raise $500,000

Number Amount of $ Amount Cumulative of Gifts Each Gift from Level Amount

1 $150,000 $150,000 $150,000 1 100,000 100,000 250,000 1 50,000 50,000 300,000 __________________________________________________________________

2 30,000 60,000 360,000 3 15,000 45,000 405,000 4 6,000 24,000 429,000 __________________________________________________________________

10 3,000 30,000 459,000 20 1,500 30,000 489,000 many less than $1,500 $11,000 $500,000

This campaign requires 42 gifts of $1,500 or more.

Sam

ples and Forms

11

The Fund Raising S

chool M

CC

CAMPAIGN COMMUNICATIONS PLAN BY PHASE

Quiet Phase Kickoff Public Phase Conclusion

Audiences

Messages

Vehicles

InsidersLead gift prospects

Case/vision

Draft caseLogo/letterheadProposal materialStaff/board updates

InsidersLead gift donorsLead gift prospectsMajor gift prospectGeneral gift prospect

Case/visionDonor examplesBuilding successGap to goal

Campaign brochureParty mementosCampaign videoCampaign newsletter

InsidersLead gift donorsMajor gift donorsGeneral gift prospectsAll constituencies

Case/visionMore donor examplesClosing gap to goal

Campaign brochureCamp newslettersRegular newsletterRadio/ tv spotsNewspapersEventsBumper stickers etc.Lobby displaysPrint adsTelephone greetingMember letters

InsidersAll donorsAll constituentsCommunity at largeVisitors

Vision to realityDonor examplesSuccessD/V recognitionCelebration

Campaign reportRadio/TV spotsNewspapersEventsLobby displaysMementosBannersAnnual reportPrint adsTelephone greetingMember letterPledge remindersBillboards etc.

Samples and Forms12


Samples and Forms 13


SAMPLE GIFT RANGES AND DONOR RECOGNITION PLAN

Developed for a $1,000,000 campaign to add a $500,000 pool and $500,000 to the endowment fund.

Each gift should have several recognition options for donors to consider. Some recog-nition opportunities may be larger than the larges gift projected in the gift range table. For example, it may be possible to offer the naming of the community center for a gift of $3,000,000.

# Gift Range Table Donor Recognition

1 $100,000 $100,000 New pool New gym Permanent fund for camperships

3 $50,000 $150,000 New lobby Mens or womens locker rooms Executive office suite Fund for annual sports tournament

6 $25,000 $150,000 One of 8 classrooms Weight room Scholarship fund for 10 youngsters

10 $15,000 $150,000 Snack bar Stage in gym One of 3 lounges East or west bleachers One of four coaches offices Fund to underwrite maintainance of one of 6 landscaped areas

20 $6,000 $120,000 Named stone in new wall along path leading to new pool

40 $3,000 $120,000 Donor’s name on brick in floor of foyer entrance to new pool

80 $1,500 $120,000 Donor’s name on tile on the wall of the foyer

all others <1,500 $90,000 All donor’s names will be included in a book of remembrance to be displayed in the Center in perpetuity

Samples and Forms14




CAMPAIGN BUDGET WORKSHEETS

Estimating Your Campaign Budget Using Standard Percentages

Campaign Size: Approximate Cost Under $1,000,000 12% - 15% $1,000,000 - $5,000,000 8% - 12% Over $5,000,000 and up 4% - 8%

Campaign goal________ x % campaign cost _____ = $_____________

Personnel (55%) $_____________

Office expense (15%) $_____________

Materials and events (25%) $_____________

Contingency (5%) $_____________

Samples and Forms16


Estimating Your Campaign Budget: Itemized Expense Projections

Expense Type Estimated from Projected from Percentages Itemized Exp.

Personnel Consultants $_____________ Campaign director _____________ Clerical support _____________ Benefits _____________

Projected Personnel Expenses $_____________ $_____________

Office Expenses Telephone $_____________ Computer hardware/software _____________ Copy, fax etc. _____________ Postage _____________ Committee expenses _____________ Travel _____________

Projected Office Expenses $_____________ $_____________

Materials and Events Letterhead/envelopes etc. _____________ Campaign brochure _____________ Presentation materials _____________ Direct mail printing _____________ Cultivation meetings _____________ Campaign kick-off _____________ Celebration _____________

Projected Materials & Events Expense $_____________ $_____________Total Expenses (Estimated & Projected) $_____________ $_____________

Contingency (5%) $_____________ $_____________

Total Campaign Expenses (Est. & Proj.)* $_____________ $_____________

* These figures will provide a range within which the campaign might be budgeted. These expenses do not include the cost of the feasibility study.



THE FINE ART OF ASKING QUESTIONS

The most important skill in prospect researching, cultivation and solicitation is the abil-ity to listen. We are much more likely to know what is someone’s mind when they are talking than when we are talking. The opportunity to listen arises more often when one is good at asking probing questions.

1. Open Ended vs. Closed Ended Questions

Closed ended questions generally yield “yes” or “no” responses. They often begin with the words “Do you…” “Are you…” “Have you…”. They are valuable to obtain simple information but seldom lead to effective conversation.

Open ended questions begin with “what,” “when,” how,” “why,” or “where.” They require the respondent to elaborate on the answer.

2. Value Questions

To understand a person’s philanthropic motives we must understand their values. Questions that probe someone’s values often lead to personal sharing that helps to define giving motives.

Value questions might be phrased around asking people to identify and talk about their heroes, their aspirations for their children or grandchildren, their personal goals or be-liefs.

In asking people value questions one must be careful not to overstep the bounds of your relationship with the person.

3. Topics for Questions

We are generally interested in knowing about key areas of someone’s life. These in-clude:

Family: heritage, parents, children, grandchildrenLifestyle: home(s), vacations, hobbies, reading patternsReligion: affiliation, extent of involvementEducation: high school, college, graduate schoolValues: heroes, hopes and aspirationsBusiness: occupation(s)

Samples and Forms18


4. Paraphrasing

People often have more to say than their initial response to a question. Continue the conversation by formulating a question that uses the information they have given you. Your restatement might reflect content or feelings or both. For example, “I can tell you are excited about your new job…” or “Does your new job require you to do much trav-elling?”

5. “I’m listening” body language

Your manner conveys more than you think.

• Make frequent eye contact• Keep your body oriented toward the speaker• Nod your head• Use positive, noncommittal phrases (“Uh-huh,” “I see,” “That’s interesting.”)• Don’t fold your arms in front of you

6. Authenticity

A genuine interest in other people is the siné qua non of good questioning and good listening. You may or may not be in accord with another person, but a sincere interest in his or her way of life, values and interests can lead the way to an honest, effective relationship.

Sam

ples and Forms

19

The Fund Raising S

chool M

CC

Sample Campaign Structure

CORE COMMITTEEIdentifies and enlists planning committee

Public Relations Committee

Develops case for support andcampaign materials

Plans public awareness campaign

Campaign Steering Committee

Oversees campaign progressReports to Planning Committee and

Board of Directors

Campaign Event Committee

Plans campaign kickoffPlans other cultivation events

LeadershipGift Division($30,000 +)

IndividualsBusinessesFoundations

Family Division

Corp. BoardFdn. Board

Former BoardFoundersKey Staff

Key Volunteers

Business/Foun-dation Division

BusinessesAllied

ProfessionalsSuppliers

Foundations

CommunityDivision

Families servedOther volunteersCurrent & former

donors

Other Constituent

Division*

*Defined according to the specifics of the organization’s constituency

Other Constitu-ent Division*

*Defined according to the specifics of the organization’s constituency

Quiet Phase: @ 40-60% of Goal Public Phase: @ 60-40% of Goal

CAMPAIGN PLANNING COMMITTEEPlans campaign

Recommends to Board

Sam

ples and Forms

20

The Fund Raising S

chool M

CC

Sample Capital Campaign Timetable

Activity

1. Enlist campaign leadership

2. Enlist campaign planning committee

3. Conduct campaign planning meetings

4. Enlist division and committee chairs

5. Organize campaign steering committee

6. Solicit lead gifts

7. Solicit family gifts

8. Campaign kick-off

9. Solicit mid-level gifts

10. Conduct phonathon

11. Conduct direct mail

12. Follow through

13. Celebrate

Jan. Feb. Oct.Aug.JulyJuneMayAprilMar. Nov.Sept. Dec. Jan.

*Spring

Spring

Sam

ples and Forms

21

The Fund Raising S

chool M

CC

THE ORCHESTRA CHALLENGE FUNDGOVERNING MEMBERS BOARD OF TRUSTEES

Louis C. Sudler, PresidentCITIZENS COMMITTEE HON CHRMN

STEERING COMMITTEE Herbert R. Stratford, Chairman

GENERAL CHAIRMAN VICE CHAIRMAN

EXECUTIVE COMMITTEE CHRMN

FUNDRAISING COUNSEL PUBLIC RELATIONSADVISORY COMMITTEE CHRMN

TRUSTEE GOV. MEMBER “CHALLENGE” FUND

CO-CHAIRMAN WOMEN’S ADVISORY

COMMITTEE CHRMN

CHALLENGE GIFTS ADMINISTRATIONPUBLIC RELATIONSMAJOR GIFTSADVANCE GIFTSLEADERSHIP GIFTS SUSTAINING FUND

GENERAL

SPECIAL

OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC(TRUSTEES) THE

CHALLENGE FUND

(GOVERNING

MBRS)CHALLENGE

GIFTSLEADERSHIP

GIFTSADVANCE

GIFTSMAJOR

GIFTSSUSTAINING

FUND(SPECIAL)

Samples and Forms22




Writing Sample from a Dyslexic Teenager

THE JANUS SCHOOL

PRELIMINARY CASE FOR SUPPORT

DECEMBER 1994

Samples and Forms24


Learning Disabilities—Our Society’s Hidden Handicaps.

The 15-year-old student who wrote the paragraph on the preceding page is not stupid. His test scores show that he has average intelligence. He is a strapping, healthy young man. He is articulate and charming. He just cannot process language effectively.

Students like this young man often fail in school. Without special help, they are likely to drop out, disappointing themselves and their parents, and sometimes becoming a burden on society. If diagnosed early, however, these students can be helped-and The Janus School is designed to provide that help. More than ten percent of the people in the United States have some form of learning disability. Believed to be genetically based, learning disabilities interfere with a person’s ability to store, process or produce words and numbers. These underlying skills enable us to read, write, speak or compute effectively. Without these skills, life in our society is difficult at best. For most people with learning disabilities, intelligence is not the problem language is. If treated early, many of them can overcome their handicaps and” grow up to live full, successful and productive lives.

An Opportunity Born of Crisis

In 1991, a small group of parents, frustrated with local schools that could not teach their children and unwilling to send their children away to boarding school, founded The Janus School. Over the past three years, The Janus School has set down roots and flourished. A private, not-for-profit school for children with learning disabilities, The Janus School occupies leased space in a corporate center just outside of Lancaster.

This fall, The Janus School has an enrollment of 43 full-time students in grades 1 through 8. Because The Janus School is the only school of its kind in South-central Pennsylvania, students come from Lancaster, York, Dauphin, Berks, Lebanon and Cumberland counties.

At The Janus School every student has a learning plan designed specifically to meet his or her needs. A 1:3 teacher-student ratio, and an approach to learning based on neuro-psychological research allows The Janus School to unlock the learning potential in each child. The course of study at The Janus School combines mastery of fundamental language and numeric skills with the subject matter of a normal curriculum.

The Janus School addresses the emotional as well as the cognitive needs of each child. The school believes that the self-confidence that comes from academic success will enable its students to function effectively in any setting. It is not surprising, therefore, that every year approximately one-fourth of all Janus School students return to a conventional classroom—and so far, all of the children who have been “mainstreamed” by the school continue to succeed.



The Janus School also helps students who will not have the opportunity to attend the school full-time. Through summer programs for children and evening courses for adults, The Janus School reaches out to many people whose learning disabilities have handicapped their lives.

The success of The Janus School has caught the attention of the national educational community. Experts in the field from Columbia University and the National Institute on Disability and Rehabilitation Research see the education offered at The Janus School as a model for programs for the learning disabled.

Financially too, The Janus School has established a strong track record. Since its founding, the school has operated within a balanced budget. The school’s 1994-95 operating budget is $850,000. Although the bulk of the school’s income comes from tuitions, the school has established a growing scholarship program. Currently, twelve percent of the student body receives financial aid.

Already Bursting at the Seams

Word of the The Janus School has spread rapidly. For every child who leaves The Janus School to return to the conventional classroom, two more wait to get in. For the past two years, the school has been filled to capacity and Interest in the school continues to grow. This year, trailers were installed as temporary classrooms. This stop-gap measure will enable the School to accommodate 50 students—20 more than last year. Already this year,however, the student population has grown from 30 to 43 students and next year, it will probably once again operate at full capacity.

Based on evaluations of the need in the region and the optimum school size as determined by similar schools elsewhere in the Country, The Janus School should reach an enrollment of 100 students by the year 2000.

Growing to Serve the Demand

To keep up with the rapidly growing demand for Janus School programs, the School’s board of directors is exploring the possibility of building a new home for the school. The new facility would be larger and would have enough opportunities for expansion so that it could become the primary private educational resource for the learning disabled in South-central Pennsylvania.

A new facility would allow The Janus School to more than double the enrollment in its daytime programs and expand its community outreach programs.

Planning for the Growth of The Janus School

Samples and Forms26


The Janus School board has been planning for its expansion. In 1993, the school hired a real estate consultant to help the board identify and evaluate properties that would be well-suited for an expanded school. The school also engaged an architect to develop a schematic design for a new, larger building. Based on these designs, current real estate and land development costs, and square foot construction estimates, the board has determined that total project costs for a new school will be between $1.5 and $2.25 million.

To explore the feasibility of moving ahead, the school has contacted two Banks interested in providing long-term financing of up to $1 million, Contingent on a successful capital campaign. The board has now hired a fundraising consultant to evaluate the school’s potential to raise approximately $1 million to make the new project feasible.

Looking Ahead: A Preliminary Timetable

The Janus School’s new facility must be completed and ready for occupancy by June of 1997. To make this possible, the board has adopted a planning schedule as follows:

1995 Conduct fundraising feasibility studyConduct capital campaignldentify and acquire siteSelect architectDevelop preliminary designs for buildingBegin process for obtaining zoning and approvals

1996 Complete capital campaignComplete zoning and approvalsObtain short and long-term financingComplete architectural and engineering workSelect contractorBegin construction

Capital Campaigns Are Capital Campaigns Are Capital Campaigns Are Capital Campaigns Are Capital Campaigns Are . . .Capital Campaigns Are . . .Capital Campaigns Are . . .Capital Campaigns Are . . .

“The ultimate test of an organization’sThe ultimate test of an organization s philanthropic potential.” Sheldon G bGarber,

Rush Presbyterian St. Luke’s

“A dollar goal up against a time deadline.”

Bob Duncan, consultant

TFRS © MCC Overheads 1

Bob Duncan, consultant

A Donor Bill of RightsPhilanthropy is based on voluntary action for the common good. It is a tradition of giving and sharing that is primary to the quality of life. To assure that philanthropy merits the respect and trust of the general public, and that donors and prospective donors can have full confidence in the not-for-profit organizations and causes they are asked to support we declare that all donors have these rights:

• To be assured that information about their donations is handled with respect and with confidentiality to the extent provided by law

• To be informed of the organization’s mission, of the way the organization intends to use donated resources and of its capacity to use

organizations and causes they are asked to support, we declare that all donors have these rights:

confidentiality to the extent provided by law.• To expect that all relationships with individuals

representing organizations of interest to the donor will be professional in nature.

• To be informed whether those seeking

donated resources, and of its capacity to use donations effectively for their intended purposes.

• To be informed of the identity of those serving on the organization’s governing board, and to To be informed whether those seeking

donations are volunteers, employees of the organization or hired solicitors.

• To have the opportunity for their names to be deleted from mailing lists that an organization

g g g ,expect the board to exercise prudent judgment in its stewardship responsibilities.

• To have access to the organization’s most recent financial statements.

may intend to share.• To feel free to ask questions when making a

donation and to receive prompt, truthful and forthright answers.

• To be assured their gifts will be used for the purposes for which they were given.

• To receive appropriate acknowledgment and recognition.

DEVELOPED BY: American Association of Fundraising Counsel (AAFRC), Association for Healthcare Philanthropy (AAHP), Council for Advancement and Support of Education (CASE), Association of Fundraising Professionals (AFP).

INITIAL ENDORSERS: Independent Sector National Catholic Development Conference (NCDC) National Committee on Planned Giving (NCPG) National


INITIAL ENDORSERS: Independent Sector, National Catholic Development Conference (NCDC), National Committee on Planned Giving (NCPG), National Council for Resource Development (NCRD), United Way of America.

The Development ProcessThe Development ProcessThe Development ProcessThe Development Process

Planned gift

Large giftLIA

g g

Special gift

U d d iftUpgraded gift

Renewed giftLAI

First time giftLAI


44 Legged Stool of FundraisingLegged Stool of Fundraising44 Legged Stool of FundraisingLegged Stool of Fundraising44--Legged Stool of FundraisingLegged Stool of Fundraising44--Legged Stool of FundraisingLegged Stool of FundraisingDONOR

SOURCE

BENEFIT

ANNUAL FUND

PLANNEDGIVING

CAPITALCAMPAIGN


MAJORGIFTS

(PROGRAM)

CAMPAIGN

Types of CampaignsTypes of CampaignsTypes of CampaignsTypes of Campaigns

• Bricks and Mortar

• Endowment

• Combined

• Comprehensive

• Special Project


Campaign FeaturesCampaign FeaturesCampaign FeaturesCampaign FeaturesCampaign FeaturesCampaign FeaturesCampaign FeaturesCampaign Features

• “Stretch” goalg• Compelling case• Careful and complex planningp p g• Defined, intensive time period• Theme and name• Structure• BudgetBudget

......and a Chance!


Essential Campaign PracticesEssential Campaign PracticesEssential Campaign PracticesEssential Campaign PracticesEssential Campaign PracticesEssential Campaign PracticesEssential Campaign PracticesEssential Campaign Practices

• Multi-year pledgesMulti year pledges

• Extensive volunteer involvement

• Reliance on large gifts

• Face-to-face solicitation

• Sequential solicitation• Sequential solicitation


A Successful Campaign A Successful Campaign A Successful Campaign A Successful Campaign p gp gRequires . . .Requires . . .

p gp gRequires . . .Requires . . .

• Sound plan• Qualified lead gift

• Positive track record• Capable development

. . .. . .. . .. . .Qualified lead gift prospects

• Effective executive staff

Capable development staff

• Written caseEffective executive staff• Capable volunteer

leadership

Written case• Prospect development

planleadership• Involved board of

trustees

plan• Communications plan• Record keeping systemtrustees

• History of gift support Record keeping system


Elements of a Campaign PlanElements of a Campaign PlanElements of a Campaign PlanElements of a Campaign PlanPhase 2 PlanningPh I Pl i

Elements of a Campaign PlanElements of a Campaign PlanElements of a Campaign PlanElements of a Campaign PlanPhase 2 Planning• Leadership• Staffing

Phase I Planning• Campaign

objectives • Staffing• Donor recognition• Accounting policies

objectives• Case for support• Preliminar $ goal Accounting policies

• Budget• Solicitation methods

• Preliminary $ goal • Gift range chart

• Structure/Organization• Timetable• Gift tallying• Communications


Campaign CommitteesCampaign Committees

Core• Core Committee

O F ibilit Core- Oversees Feasibility Study

Select PlannersPlanning

- Select Planners• Planning Committee

Pl C i

Steering

- Plans Campaign• Steering Committee g

- Oversees Campaign


Goal SettingGoal SettingGoal SettingGoal SettingGoal SettingGoal SettingGoal SettingGoal Setting

• Results from sound financial planningp g• Partial project funding• E d t l• Endowment goals• Annual giving and the campaign goalg g p g g


Multiple Sources of FundingMultiple Sources of FundingApplications

Multiple Sources of FundingMultiple Sources of FundingApplications

Bldg. Equip. Endmt. Sp.Proj. Operat’ns

Gov’tLoansFndtns.Corps.pIndivids.

Totals


Endowment GoalsEndowment GoalsEndowment GoalsEndowment GoalsEndowment GoalsEndowment GoalsEndowment GoalsEndowment Goals

• Restricted funds

• Earnings x 20

• 3-year rolling average• 3-year rolling average

• Activity goalsy g


Annual Giving/Campaign GoalAnnual Giving/Campaign GoalAnnual Giving/Campaign GoalAnnual Giving/Campaign GoalAnnual Giving/Campaign GoalAnnual Giving/Campaign GoalAnnual Giving/Campaign GoalAnnual Giving/Campaign Goal

• Alternatives• Count annual

giving in campaign

• Don’t count Campaign $

annual giving in campaign Annual Giving $Annual Giving $

1 2 3 4 5 yrs.


People don’t buy Buicks People don’t buy Buicks b G l M tb G l M tPeople don’t buy Buicks People don’t buy Buicks b G l M tb G l M tbecause General Motorsbecause General Motors

needs the moneyneeds the moneybecause General Motorsbecause General Motors

needs the moneyneeds the moneyneeds the money.needs the money.needs the money.needs the money.


The Case The Case The Case The Case The Case . . .The Case . . .The Case . . .The Case . . .

• ...is an investment prospectus.• ...answers basic questions.• ...must be supportable and defensible.• has broad implications for the community...has broad implications for the community.• ...is both emotional and rational.• t b ti i ti• ...must be optimistic.• ...should be brief and easy to remember.• ...should move people to action.


Sample Gift Range Chart for a$1 000 000 Campai n (3 Yr p p )

No. of Amount Amount from Cumulative % of

$1,000,000 Campaign (3-Yr. p.p.)No. of Amount Amount from Cumulative % ofGifts of Each Gift Level Amount Total

1 $150 000 $150 000 $150 0001 $150,000 $150,000 $150,0001 $ 75,000 $ 75,000 $225,0002 $ 50,000 $100,000 $325,0004 $ 30 000 $120 000 $445 000 44 5%4 $ 30,000 $120,000 $445,000 44.5%

8 $ 15,000 $120,000 $565,00016 $ 7 500 $120 000 $685 00016 $ 7,500 $120,000 $685,00032 $ 3,000 $ 96,000 $781,000 33.6%

64 $ 1 500 $ 96 000 $877 00064 $ 1,500 $ 96,000 $877,000100 $ 600 $ 60,000 $937,000many < $600 $ 63,000 $1,000,000 21.9%


Varying Shapes of Varying Shapes of Varying Shapes of Varying Shapes of the Gift Range Chartthe Gift Range Chartthe Gift Range Chartthe Gift Range Chart

Limited constituency

Moderate reach Well-established with broad appeal


Constructing a Gift RangeConstructing a Gift RangeConstructing a Gift RangeConstructing a Gift RangeConstructing a Gift RangeConstructing a Gift RangeConstructing a Gift RangeConstructing a Gift Range

• Lead Gifts 40-60% of goal• O l d ift 10 20% f l• One lead gift 10-20% of goal• Two-three gifts 5-10 % each• Four-six gifts 2.5-5% each

• Mid-Range Gifts 30-40% of goalg g• 30-60 gifts in 3 giving categories

• Low Level Gifts 10 20% of goal• Low Level Gifts 10-20% of goal• All others at several lower levels


Gift Range Chart and Prospect Gift Range Chart and Prospect Gift Range Chart and Prospect Gift Range Chart and Prospect g pg pPoolPool

g pg pPoolPool

1 $150,000 8 gifts needed1 $ 75,000 x3 prospects/gift2 $ 50,000 24 prospects needed$ , p p4 $ 30,000

8 $ 15,000 56 gifts needed8 $ 15,000 56 gifts needed16 $ 7,500 x4 prospects/gift32 $ 3,000 224 prospects needed

64 $ 1,500 364 gifts needed100 $ 600 x5 prospects/gift100 $ 600 x5 prospects/gift200 $ <600 1,820 prospects needed


Campaign Planning StudyCampaign Planning StudyCampaign Planning StudyCampaign Planning StudyCampaign Planning StudyCampaign Planning StudyCampaign Planning StudyCampaign Planning Study

• Helps assess...• Reputation• Reputation• Case• Leadership Commitment• Sources of Support• External Factors• TimingTiming• Public Relations


The Study ProcessThe Study ProcessThe Study ProcessThe Study ProcessThe Study ProcessThe Study ProcessThe Study ProcessThe Study Process

• Draft case statement

• Identify and select respondentsy p

• Schedule and conduct interviewsSchedule and conduct interviews

• Present study report• Present study report


Capital Campaign ConsultantsCapital Campaign ConsultantsCapital Campaign ConsultantsCapital Campaign Consultants

• Necessary? • Services

• Roles • Costs

• Types • Selection


Campaign Planning IICampaign Planning IICampaign Planning IICampaign Planning IICampaign Planning, IICampaign Planning, IICampaign Planning, IICampaign Planning, II

• Leadership • Budget

• Staffing • Structure/Organization

• Donor recognition

• Accounting policies

• Timetable

• Communications• Accounting policies • Communications


Campaign Policy QuestionsCampaign Policy QuestionsCampaign Policy QuestionsCampaign Policy QuestionsCampaign Policy QuestionsCampaign Policy QuestionsCampaign Policy QuestionsCampaign Policy Questions

• Pledge periodg p

• Start and end dates

• Gift accounting

• Gift valuation

• Relationship to annual giving


Developing a Campaign BudgetDeveloping a Campaign BudgetDeveloping a Campaign BudgetDeveloping a Campaign BudgetDeveloping a Campaign BudgetDeveloping a Campaign BudgetDeveloping a Campaign BudgetDeveloping a Campaign Budget

Incremental Campaign Costs7% - 12% of Campaign Goalp g

Campaign ExpensesC i t ffCampaign staff __________Consultants __________ Office expensesOffice expenses __________Materials and other PR __________Events ____________________Plaques __________Contingency __________


Campaign CommunicationsCampaign CommunicationsCampaign CommunicationsCampaign Communications

Planning Quiet KickOff Public Post

Audiences

Messages

Vehicles


Donor RecognitionDonor RecognitionDonor RecognitionDonor RecognitionDonor RecognitionDonor RecognitionDonor RecognitionDonor Recognition

• Naming Opportunities• Naming Opportunities• Group Plaque• Plaque Design• Bricks Pickets Tiles etc• Bricks, Pickets, Tiles etc.• Print Recognition


Campaign StructureCampaign Structure

Steering CommitteePR/Mkt Events

MajorLead Insider Business General Gifts

Constituent Groups

Gifts Gifts CorporateFndtn.

GiftsConstituent

GroupsGroups

...Groups

Quiet Phase Public Phase


Quiet Phase Public Phase

Campaign PhasesCampaign Phases

Camp. Planningg

Lead &Insider GiftsInsider Gifts

Kick Off

Major Gifts

G l GiftGeneral Gifts

Celebration Quiet Phase Public Phase


Campaign CalendarCampaign CalendarCampaign CalendarCampaign Calendar

• Total durationTotal duration• Pledge period• Solicitation periods• Solicitation periods• Campaign seasons• Geography


The Nucleus FundThe Nucleus Fund

• R i d i t ki k ff• Raised prior to kick off• Leadership gifts• Insider gifts


Prospect RatingProspect RatingProspect RatingProspect RatingProspect RatingProspect RatingProspect RatingProspect Rating

• Staff Evaluation• Staff Evaluation• Electronic Screening• Rating by Peers


Insider SolicitationInsider SolicitationInsider SolicitationInsider Solicitation

• Primary stakeholders• Primary stakeholders• Large and small gifts• Exemplary giving• Domino effect


Payroll DeductionsPayroll DeductionsPayroll DeductionsPayroll Deductions

3-YEAR PLEDGE PERIOD

Total Pledge Bi-Weekly Weekly

$20 000 $266 66 $133 33$20,000 $266.66 $133.3315,000 200.00 100.0010,000 133.33 66.6610,000 133.33 66.665,000 66.66 33.333,000 40.00 20.001,500 20.00 10.00


Household PledgesHousehold PledgesHousehold PledgesHousehold PledgesHousehold PledgesHousehold PledgesHousehold PledgesHousehold Pledges

• $2.00/week 1/2 gallon of milkg• $2.00/week 1 loaf of bread• $3 20/week 1 video rental• $3.20/week 1 video rental• $3.95/week 1 latte at Starbucks• $10.00/biweekly 1 car wash• $20.00/biweekly 2 movie tickets$20.00/biweekly 2 movie tickets• $25.00/week 1 tank of gas


The Solicitation CycleThe Solicitation Cycle

InformationIdentification

AwarenessAppreciation

InterestCommitment Interest

Involvement

Commitment


Involvement

The Fine Art of QuestioningThe Fine Art of QuestioningThe Fine Art of QuestioningThe Fine Art of QuestioningThe Fine Art of QuestioningThe Fine Art of QuestioningThe Fine Art of QuestioningThe Fine Art of Questioning

• Cl d d d ti• Closed ended questions• Open ended questionsp q• Information questions

V l ti• Values questions• Permission questionsq• Possibility questions


Strategic GiftsStrategic GiftsStrategic GiftsStrategic Gifts

• More than just money• Move organization ahead• Collaborations between donor and• Collaborations between donor and

staff• Challenge or matching grants


Ways to SolicitWays to SolicitWays to SolicitWays to SolicitWays to SolicitWays to SolicitWays to SolicitWays to Solicit

• The non-solicitatione o so c tat o• Recognition opportunities• Gift range chart• Join me...Join me...• Your share• We need everyone


Four Parts of the SolicitationFour Parts of the SolicitationFour Parts of the SolicitationFour Parts of the Solicitation

• Opening

• Dialogue

• Presentation

• Close


Solicitation Do’s and Don’tsSolicitation Do’s and Don’tsSolicitation Do’s and Don’tsSolicitation Do’s and Don’tsSolicitation Do s and Don tsSolicitation Do s and Don tsSolicitation Do s and Don tsSolicitation Do s and Don ts

• Do • Don’t- Plan your ask- Use a team

- Leave a pledge card.- Argue.

- Talk issues- Listen

- Let the “nos” get you down.

- Suggest an amount- Leave something

- Confuse refusal with rejection.

- Be ready to return- Say “thank you”


Typical ObjectionsTypical ObjectionsTypical ObjectionsTypical ObjectionsTypical ObjectionsTypical ObjectionsTypical ObjectionsTypical Objections

• “I can’t afford to give right now.”• “I’m not convinced it is important.”• “I had a bad experience with...”I had a bad experience with...• “I’m not confident my money will be

well-used ”well-used.• “I don’t like to make pledges.”• “Why me? Why not corporations and

foundations?”


Solicitor’s PracticumSolicitor’s PracticumSolicitor’s PracticumSolicitor’s PracticumSolicitor s PracticumSolicitor s PracticumSolicitor s PracticumSolicitor s Practicum

• “I support the campaign because...”• “The organization’s distinctive programs

are...”• “This project will serve the community

by ”by...• “All of us will benefit because...”• “One story I want to share is...”


Solicitation MaterialsSolicitation MaterialsSolicitation MaterialsSolicitation MaterialsSolicitation MaterialsSolicitation MaterialsSolicitation MaterialsSolicitation Materials

• ProposalProposal• Accompanying material• Response mechanism• To send in advance or not to sendTo send in advance or not to send

in advance?


Prior to Going PublicPrior to Going PublicPrior to Going PublicPrior to Going PublicPrior to Going PublicPrior to Going PublicPrior to Going PublicPrior to Going Public

• Lead gifts should be committed.g• Campaign goal must be decided on.• V l t li it t b d• Volunteers solicitors must be ready.• Project plans and timing are solid.j p g• Campaign materials should be

completedcompleted.


Brochure ContentBrochure ContentBrochure ContentBrochure ContentBrochure ContentBrochure ContentBrochure ContentBrochure Content

• Background informationBackground information

• Project information

• Campaign information


Campaign Newsletter IssuesCampaign Newsletter IssuesCampaign Newsletter IssuesCampaign Newsletter IssuesCampaign Newsletter IssuesCampaign Newsletter IssuesCampaign Newsletter IssuesCampaign Newsletter Issues

• Campaign pre-announcement

• Campaign kick-off

• Interim progress reports

• Victory issue

• Wrap-up and reporting issue


Purposes of Campaign EventsPurposes of Campaign EventsPurposes of Campaign EventsPurposes of Campaign Events

• Cultivation

• Recognition

• Publicity

• Celebration

• (F d i i )• (Fundraising)


Gift Range ChartGift Range Chart

Lead Gifts 40-60% of goal

Major Gifts 30-40% of goal30-40% of goal

General GiftsGeneral Gifts 10-20% of goal


M j Gif Di i iMajor Gifts Division

Major Gifts ajo G tsDivision

C tit tC tit tC tit t C tit t ConstituentGroup:Donor

ConstituentGroup:

Relationship

ConstituentGroup:

Bsns Type

ConstituentGroup:

Geography Donor Patterns

Relationshipto org.

Bsns Type GeographySchoolChurch


Major Gift Division ChairMajor Gift Division ChairMajor Gift Division Chair

Major Gift Division ChairMajor Gift Division Chair

Team 3Team 2Team 1

Section Leader B

Team 1

Section Leader A

Team 3Team 2 Team 2 Team 3Captain

Solicitor 1S li it 2

Team 2Captain


Team 1Captain


Team 1Captain


Team 3Captain


Team 2Captain


Team 2Captain

Solicitor 1S li it 2 Solicitor 2

Solicitor 3...

Solicitor 2Solicitor 3

...


...


...


...


...


...

Team 4Captain

Team 5Captain

Team 4Captain

Team 5Captain

Team 4Captain

Team 5Captain

Solicitor 1Solicitor 2Solicitor 3







... ... ... ...... ...

People People People People People . . .People . . .People . . .People . . .

• Like to feel that they are part of a group.• Want to keep “good” company.

W t t b t f f l t• Want to be part of a successful venture.• Want to make a difference in their world.• Like to give advice• Like to give advice.• Feel good when their abilities are recognized.• Know more than they admit about money & powerKnow more than they admit about money & power.• Feel comfortable with others of similar status

and power.• Like to be insiders.


Eight Ways to Enlist VolunteersEight Ways to Enlist VolunteersEight Ways to Enlist VolunteersEight Ways to Enlist VolunteersEight Ways to Enlist VolunteersEight Ways to Enlist VolunteersEight Ways to Enlist VolunteersEight Ways to Enlist Volunteers

• Enlist the most powerful first• Provide long time horizons• Like should ask like• Focus on the possibility of success• Provide written expectationsProvide written expectations• Match talents to tasks

M k th t k di• Make the task rewarding• Let “no” be acceptable


Major Gift Division ProcessMajor Gift Division ProcessMajor Gift Division ProcessMajor Gift Division ProcessMajor Gift Division ProcessMajor Gift Division ProcessMajor Gift Division ProcessMajor Gift Division Process

• Enlist chairs and committee members.• Develop a division plan• Develop a division plan.• Enlist solicitors.• P t d• Prepare prospect cards.• Gather solicitors to select prospects.• Prepare proposal letters.• Train solicitors.• Solicit gifts.• Report.


M j Gift (4 t / ift)M j Gift (4 t / ift)M j Gift (4 t / ift)M j Gift (4 t / ift)Major Gifts (4+ prospects/gift)Major Gifts (4+ prospects/gift)Major Gifts (4+ prospects/gift)Major Gifts (4+ prospects/gift)

Amount Number Number Total Percentageof Gift of Gifts of Prospects in Level of Goalof Gift of Gifts of Prospects in Level of Goal

$15,00 8 32 $120,000

$ 7,500 16 64 $120,000

$ 3,000 32 128 $ 96,000

Total 56 224 $336,000 3.6%


General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)General Gifts (5+ prospects/gift)

Amount No. of No. of Amount in Gift Percentof Gifts Gifts Prospects Range of Total

$1,500 64 320 $96,000$ 600 100 500 $60,000< 600 200+ 1 000+ $63 000< 600 200+ 1,000+ $63,000Totals 364+ 1,820+ $199,000 21.9%


Foolish is the organization Foolish is the organization that does not capitalize

on its successthat does not capitalize

on its successon its success.on its success.


Follow ThroughFollow ThroughFollow ThroughFollow Through

• Thanking volunteers & donors• Creating plaques• Tying up loose endsTying up loose ends• Reporting results• Keeping records• Keeping records• Capitalizing on success


Campaign ChallengesCampaign ChallengesCampaign ChallengesCampaign Challenges

• Goal challenges• People problems• Gift problemsp• Public relations nightmares• Errors and mistakesErrors and mistakes• Project problems

O i ti l bl• Organizational problems


Strategies Strategies Strategies . . .Strategies . . .

• Plan carefully.• Be honest.• Be principled.• CommunicateCommunicate.• Get help.• B i t t• Be persistent.• See the humor.


Sequential SolicitationSequential SolicitationSequential SolicitationSequential SolicitationSequential SolicitationSequential SolicitationSequential SolicitationSequential Solicitation

• Top down


Sequential SolicitationSequential SolicitationSequential SolicitationSequential Solicitation

• Inside out


Capital Campaign Course Handouts


1

TEST FOR CAMPAIGN READINESS

Point Your Range Score

0-15 ________ 1. A sound plan for the future

0-15 ________ 2. Qualifiedleadgiftprospects

0-10 ________ 3. Capable/qualifiedexecutivestaff

0-10 ________ 4. Capablevolunteerleadership

0-10 ________ 5. Aninvolved,concernedgoverning board

0-10 ________ 6. A history of gift support

________ Subtotal A: out of a possible 70 points

0-5 ________ 7. Apositivereputation/trackrecord

0-5 ________ 8. Acapable,qualifieddevelopmentstaff

0-5 ________ 9. A compelling case for support

0-5 ________ 10. Aprospectdevelopmentplanandresearch system

0-5 ________ 11. Acreative,functioningcommunications program

0-5 ________12. Anefficientrecordkeepingsystem

________ Subtotal B: out of a possible 30 points

________ Total out of a possible 100 points

A score below 75 would indicate that the organization is not ready to mount amajorcampaignandshouldworkoneachoftheelementswithalowscore. Elements7-12maybedevelopedduringthecampaignplanningperiod if necessary.



2



3

TEST FOR READINESS

1. Sound Plan:Doestheorganizationhaveawrittenstrategicplanthatchartsitscourseforthree-to-fiveyears?Doestheplanbeginwithastatementofmission,goals,andobjectives,andthenmoveintospecificprogramsandbudgets?Havetheboardandothersegmentsoftheconstituencybeeninvolvedindevelopingtheplan,validatingtheprogramandthefinancialneedsexpressedinit?Haveboardmemberscommittedthemselvestomeetingthefinancialneedsoftheplanwhichmustcomethrough fundraising?

2. Potential lead/major gifts:Doestheorganizationgiveattentiontothecritical processofidentifying,cultivating,andsolicitingprospectivemajordonorsforcurrentprogramsupportaswellasendowmentandspecialprojects?Hasitcompiledavalidlistofpotentialmajordonors,primarilyindividualsandfamilies?

3. Capable and qualified executive staff: DoestheCEOhaveacleargraspofthevisionforthefuture?Canheorshearticulatethatvisioneffectively?Doesheorshehavetherespectofboththeboardandtheseniorstaff?DoestheCFOunderstandandmanagethefinancesoftheorganizationwell?Willtheybeabletomovethe organizationtothenextlevelofoperation?

4. Committed volunteer leadership:Itisaxiomaticthatcausesdonotraisemoney,peoplewithcausesraisemoney.Doestheorganizationhave,aspartofitsmostactivelyinvolvedconstituencies,thatqualityofvolunteerleadership—creativeleadership—thatwillhelptoraisethemoneyrequired?

5. Involved governing board:Hastheboardhadanactiveroleingoverningthe organization:planning;defining,approving,andclarifyingpolicy;overseeing managementresources;andgeneratingresourcesthroughfundraising?Areboardmemberswillingtogiveandaskotherstogive?

6. History of gift support: Doestheorganizationhaveexperienceinattractinggiftsupportforcurrentprograms(anannualfund),forcapitalpurposes,and/orfor endowment?Doesthisexperienceincluderaisingmajorgifts?Havethefundraising programsbeendirectedtoallmarketsourcesavailable—individuals,foundations, corporations,associations?



4

7. Positive track record: Doestheorganizationhaveahistoryofsuccess?Hasithadabalancedbudgetforthepastfiveyears?Isitwellregardedinthecommunityitserves?Areitsprogramsviewedashigh-qualityandnecessary?

8. Capable, qualified development staff: Iscompetent,qualifiedstaffavailabletoplanfundraisingprogramsandtoprovidesupporttovolunteers?Isthisstaffableto devoteitsfullenergyandtimetothefundraisingfunction?

9. Case for support: Hasthecaseforraisingthefundsneededbeenwritten?Doesthecasereflecttheneedsofthecommunityratherthantheneedsoftheorganization?Isthecaseunderstoodandacceptedbybothstaffandvolunteers?Canstaffand volunteersexpressthecaseinexcitingterms?

10. Prospect development plan: Doesthedevelopmentofficehaveawell-designedplanbywhichdonorsarecultivatedandmovedupthedevelopmentladder?

11. Creative, functioning communications program: Is there a constituency-wide communicationsplan,soundlyconceivedandimplemented,toinvolvepeopleinawarm,supportiverelationshipwiththeorganizationwithinthecommunity?Are presentdonorsconsideredaspecialconstituencyforcommunications?Istheir involvementcarefullydeveloped?

12. Efficient record keeping system: Isaproperdonorandprospectrecordkeepingsysteminplacethatprovidesstorageandretrievalofessentialdataontheconstituencyinatimelyfashion?Willthesystemsupporttheprocessofacknowledgingall contributionswithin48hoursofreceipt?



5

SOUTHWEST COMMUNITY CENTER

Profile

History and Financial StatusCommunity-basedsocialserviceorganizationfoundedin1980.Hasanannualbudgetof$1,500,000.Raises$45,000throughtheannualgivingprogramfrom750donorsthrough anend-of-the-yearmailing,agolftournamentandassortedothersmallevents.Overthepastyear,20donorshavegivenanon-eventrelatedgiftof$500ormore.Thelargestgifteverreceived,$25,000,wasgivenin2000byatrusteeto encourage the organization to conduct a campaign. The Center operates consistently with a modest annual surplus. Throughcarefulmanagementandoccasionalsmallbequests,theorganizationhas saved$300,000thatisinvestedinCDs.IncomefromtheCDsisreinvested.TheCenterhas2,000membersandamailinglistof6,000people.TheCenterhas15staffmembersandonepart-timedevelopmentstaff.Theexecutivedirectordoesnothavepriorfundraisingexperience.TheCenter’s15-memberboardishardworkingbutnota“fundraising”board.BecausetheCenterfocusesonitsprograms,ithasaverygoodreputation,but neitherthestaffnortheboardhavespenttimeorenergybuildingormaintaining strong relationships with major gift prospects in the community.

CommunityTheCenterislocatedinacommunitywithapopulationof16,000.The community is in the center of a fast-growing area. The population is expectedtodoublewithinthenext20years,puttingpressureontheschool districtandallothercommunityservices.Thelargestsuccessfulfundraisingeffortinthecommunitywasa$2,500,000 campaign for the construction of a new library. This campaign was conducted last year and the new library just opened.



6

FacilitiesTheCenteroperatesfromarun-down,inefficientbuildingthatitrentsata costof$5,000/month.Thebuildinghasonegymnasiumbutnoswimmingpool.The lease runs out in 24 months and cannot be renewed.Thecurrentlocationhaslimitedparking,stairsandnoelevator.The center rents satellite space in other locations to handle growing program needs.

Program InformationPrograms offered Day care for pre-schoolers Fitness programs Sports programs for people of all ages Afterschoolstudyhallwithvolunteertutors MealsonWheelsfortheelderly Homevisitsforsingleelderly Classesonparentingandfirstaid Lectures,recitals,etc.ingym

Gymisrentedforweddings,receptions,businessexpoandothercommunityevents

Project planningThe Center has optioned a 20-acre site for a new building.An architect has completed schematic designs which more than double the current availablespace.Thefacilitiesplanninggrouphasaskedthearchitecttoincludeanolympic size swimming pool in the new plan.Thelandandconstructionwillcost$3,500,000.The Center has just engaged a consultant to conduct a feasibility study.



7


Work Session #1

Committee: Your group constitutes the Feasibility Study Planning Committee and must developenoughofacampaignplantoenableaconsultingfirmtoconductafeasibilitystudy.

Tasks

a. Campaign objectives:DetermineobjectivesforacampaignfortheCenter.Shouldthecampaignincludeanendowmentcomponent?Shoulditincludeanannualgivingcomponent?

b. Preliminary dollar goal: Determine the preliminary dollar goal for the campaign.

c. Case for support:Whatisthecaseforsupportingthisproject?Discussthecase and outline the elements that would be included in the case for support.

d. Campaign theme: Summarizethecasebydevisingacampaigntheme.Putthethemeonflipchartpaper.

Please summarize the campaign objectives, dollar goal and campaign theme and on newsprint. If time permits, also develop a gift range chart.



8



9

INTERPERSONAL RELATIONS ASSESSMENT

Instructions:Yourbehaviorasacapitalcampaignteammemberinthiscourseoftenprovidesamirrorforyourbehaviorbackhome.Usethisassessmentformtoreflectonhow you functioned as a team member.

• Participation(mentallyaswellasphysicallyinvolved) 1 2 3 4 5 6 7 8 9 10 Low High• Collaboration(workingcooperativelytowardsharedgoals) 1 2 3 4 5 6 7 8 9 10 Low High• Flexibility(havinganopenmind,givingupstronglyheldpositions) 1 2 3 4 5 6 7 8 9 10 Low High• Sensitivity (aware of other team members’ feelings) 1 2 3 4 5 6 7 8 9 10 Low High• Risk Taking (going outside your comfort zone) 1 2 3 4 5 6 7 8 9 10 Low High• Commitment(workingtowardthegroup’sgoals,a“we”attitude 1 2 3 4 5 6 7 8 9 10 Low High• Facilitation(helpingthegroupoperatesmoothly,sharedleadership) 1 2 3 4 5 6 7 8 9 10 Low High• Openness(expressingfeelings/beliefsaboutthetasks&groupprocess) 1 2 3 4 5 6 7 8 9 10 Low High

BasedonJones,JohnE.“TeamDevelopment,DimensionsofInterpersonalEffective-ness,”UniversityAssociates,Inc.1982



10



11


Consultant’s Report Summary

1.Interviewed36peoplewhocouldgiveorinfluencethetopgiftsneededforsuccessand/orserveasvolunteerleaders.

2. The case was found to be compelling though some members of the community are concerned about the Center’s ability to operate and maintain the new facility.

3.Althoughmostofthekeypeopleneededforsuccessbelievethistobeaworthy project,itisuncertainwhetheranyofthemwillagreetochairthecampaign.

4. Now is a good time to proceed as there is only one comparable campaign being planned in the area.

5.Peoplewillmakepledgesovertwotothreeyearsinrecognitionoftheurgencyoftheleaseexpiration.

6.Theorganizationislikelytobeabletoraiseonly$1.7to$2.0millioninthetime available.



12



13


Work Session #2

1. Action Plan: Outline a reasonable plan of action for the Center.

2. Working Goal: How should the Center’s board handle the discrepancy between theoriginalworkinggoalandtheconsultant’sopinionabouthowmuchmoneymightberaisedforthisproject?



14



15

SOUTHWESTCOMMUnITYCEnTER(sort of)



16



17

Donor Recognition Plan

Naming Opportunities Gift Amount



18



19

PROSPECT RESEARCH FORM

Prospect’s name:

Primaryaffiliationwithyourorganization:

Place and date of birth:

Education:

Business title and position:

Board memberships:

Interestsandaffiliations:

Family information:

Givinghistorytoyourinstitution:

Gifts to other institutions:

Relationship to your institution:

Comments:



20



21

SOLICITATION PLANNING

Listthemostdistinctiveandcompellingprogramsofyourorganization.

Listtheprimarywaysyourprojectwillservethecommunity.

Summarize one story about your organization that you may wish to share with the donor.

Listthreereasonsthedonormightwishtogivetoyourproject.

Whatsizegiftdoyouplantoasktheprospecttoconsider?

Whatwouldthatgifthelpaccomplishfortheorganizationandthecommunity?

Howmightthedonorberecognizedforthatgift?



22



23

REPORTING ON THE SOLICITATION PROCESS

Whattowatchforandreporton:

1. Common Ground:Howdidthesolicitorfindcommongroundwiththeprospect?

2. Responsiveness:Howdidheorsheshapetheconversationaroundtheprospect’sinterests?

3. Asking:Didthesolicitorasktheprospecttoconsideragiftofaspecificamount?

4. Listening:Didthesolicitorlistentoandheartheprospect’sresponse?

5. Objections:Howdidthesolicitorrespondtoobjections?

6. Control:Ifthesolicitationwasnotclosedattheendofthemeeting,didthesolicitormaintaincontroloftheprocess?



24



25

CAPITAL CAMPAIGN SELF TEST

1. A capital capital campaign gift range chart should provide for: (Select all that apply.)

a. One prospect for each gift needed.b. Threetofiveprospectsforeachgiftneeded.c. One gift of of 10% to 20% of the campaign goal.d. One-thirdofthegoalfromtendonors,onethirdfrom100donorandonethird

from all others.

2. A gift range chart is used for: (Select all that apply.)a. Testing potential in a campaign planning studyb. Settingprospectivedonorssightc. Determining the cost of a consultantd. Developingdonorrecognitionopportunitiese. Planningsolicitationmethodsforvariouslevelsofgifts

3. A campaign planning or feasibility study is: (Select all that apply.)a. Aneasywayforadevelopmentofficertogetoutandinterviewboard

members.b. Often considered the start of a capital campaign.c. Bestdoneafterboardmembershavemadetheirownpledges.d. Atestofanorganization’spotentialtoachievealarger-than-usualgoal.

4. A nucleus fund is: (Select all that apply.)a. Anaccumulationofgiftsandpledgesreceivedpriortothepublic

announcement of the campaign.b. All gifts from board members.c. All gifts from senior management and other insiders.d. Anefforttoestablishastandardofgivingthroughpace-settinggifts.

5. The four R’s are:a. ___________________________b. ___________________________c. ___________________________d. ___________________________

6. The four parts of the ask are:a. ___________________________b. ___________________________c. ___________________________d. ___________________________



26

7. Four solicitation Don’ts are:a. ___________________________b. ___________________________c. ___________________________d. ___________________________

8. The five types of capital campaigns are:a. ___________________________b. ___________________________c. ___________________________d. ___________________________e. ___________________________

9. Capital campaign goals can include: (Select all that apply.)a. Money for physical facilitiesb. Gifts and pledges for endowmentc. Proceeds from a dinner danced. Direct mail giftse. Bequestsf. Charitable remainder trustsg. Charitable lead trustsh. Gifts of appreciated property

10. Donor recognition can be: (Select all that apply.)

a. A plaque on a building or roomb. A listing in a brochure or reportc. A billboardd. A“named”programe. A“chair”f. A leaf on a tree of lifeg. Agovernmentproclamationh. Aflagorbanneri. A“club”membershipj. A post-it note



27

SETTING PRIORITIES

INSTITUTIONAL READINESS AND DEVELOPMENT

____Strengtheningthedevelopmentoffice____ Strengthening the board ____ Increasing the organization’s public presence____Definingtheproject____Developingthecase____ Identifying the lead donors____Cultivatingleaddonors____ Identifying campaign leadership____ Engaging a consultant____ Conducting the campaign

Priority A: ________________________________________________________

Next steps: 1. ________________________________________________________

2. ________________________________________________________

3. ________________________________________________________

Priority B: ________________________________________________________

Next steps: 1. ________________________________________________________

2. ________________________________________________________

3. ________________________________________________________

Priority C: ________________________________________________________

Next steps: 1. ________________________________________________________

2. ________________________________________________________

3. ________________________________________________________



28

AREAS FOR PERSONAL GROWTH AND DEVELOPMENT

____Leadershipskills____Groupdynamicsskills____Interpersonalskills____Technicalskills____Organizationalskills

Priority A: ________________________________________________________

Next steps: 1. ________________________________________________________

2. ________________________________________________________

3. ________________________________________________________

Priority B: ________________________________________________________

Next steps: 1. ________________________________________________________

2. ________________________________________________________

3. ________________________________________________________



29

USING SOCIAL MEDIA TO ENGAGE THE DONOR BASE

Inadditiontoe-mailcommunicationswithconstituentsandWebsitepostings,socialmediamayprovideawaytoengageandenergizethebaseofdonorsgivinggeneralgiftstoacapitalcampaign.Whilethesedonorsmaynotbegivinglargegiftsnow,keepingthemexcitedandengagedinyourcampaign’seffortsisimportantforgrowingyourbaseovertime.

Social media include:

• Blogs.AblogisaWeblogorWebsitethatservesasanonlinejournal.Ablogcanbewrittenbyanyoneandupdatedfrequently(typically,weeklyordaily).Organizations can use blogs to include their audience without the need for a webmasterandsummarizeonlinematerialthatisrelevanttoorganizationalconstituencies.

• Widgets.Widgets(alsoknownascharitybadges)aregraphicimagesthatcanbeplacedonanyWebsiteandinviteinteractionwiththeWebuser.Organizationscan utilize widgets as a low-cost complement to their online fundraising campaignsthatarerunningonaWebsiteorviae-mail.Theviralcomponentsofawidgetlendmakethemausefultoolforleveragingtheonlinesocialnetworksofan organization’s supporters and staff members.

• Socialmediacommunities.Socialmediacommunities(orsocialnetworkservices)allowuserstobeconnectedandinteractwithotherusersbasedonsharedinterestsoractivities.SeveralofthelargestexamplesincludeFacebook,MySpace,andSecondLife.Twitterisanotherexample.nonprofitorganizationsareutilizingthesesocialnetworksforfundraising.However,inmostcases,thesuccessofusingthesenetworksforfundraisinghasyettobedetermined.Forexample,Facebookhasa“causes”applicationthatallowsuserstostartand“join”causes.Donationscanbemadethroughthe“causes”application.

• Visualmedia.YouTubeisthemostfrequentlyusedsitetowatchandshareoriginalvideosworldwidethroughaWebexperience.YouTubeallowspeopleeasilytouploadandsharevideoclips.nonprofitorganizationsmightfindvisualmediahelpfulforpremiumbrandingcapabilitiesandincreaseduploadcapacity,marketing,andevenforfundraisingbyprovidingaGoogleCheckout“donate”buttonwithinvideos.



30

• Webfeeds.Awebfeed(ornewsfeed)providesuserswithfrequentlyupdatedcontent.Anonprofitorganizationcouldputafeedlinkonitswebsite;bysubscribingtothewebfeed,usersreceiveregularupdatesregardingtheorganization.Onewell-knownexampleofawebfeedisanRSSfeed.

Whenusingsocialmediaandotherelectroniccommunications,rememberthatsuchtechniquescanoftenbeusedtoleveragemoretraditionalmeansofsolicitation.Forinstance,tryusingane-mailmessagetoalertdonorsthatyourdirectmailpieceonthecampaignisonitsway,ortofollowupwithdonorsafterthemailingtoremindthemoftheopportunitytogive.

to fully utilize this document use “find” “bookmarks”

Documents