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Are you wishing on a capital campaign?

Oh no! We need a new building. The offer letter is on the table.

What now? We need money!

But wait, we haven’t done any fundraising in the past. We need millions tomorrow to move into our new facility and to make all the necessary upgrades. Time, we don’t have time!

Does this scenario sound familiar?

It very well may. It is an accurate one of many who forge ahead without contemplating the planning and preparation necessary for a successful capital campaign. And, let’s face it, there is a great deal of planning and preparation necessary. You can’t just flop campaigns of this magnitude together. They take strategic thinking and planning. Capital Campaigns are the science behind fund development.Are you wishing on a capital campaign?

For instance, one question that is always top of mind for me as a consultant, “Do you have any major donors?” or even, “Any major donor prospects?” “What relationship-building strategies have you been engaged in with your current donors and prospects?” “For those current donors and prospects, what cultivation activities have you been pursuing with them?” and “At what stage of cultivation are you at with each of your prospects?”

Fundraisers can’t be expected to swoop in and create money where it is not possible. And, surely they can’t do it in the time frame that a capital campaign demands. It is setting the fundraiser, and, ultimately, the organization and the organization’s mission up to fail.

Here are some things to think about up front to ensure the success of a campaign:

  • What is the expertise level of current development staff? Do you have ample development staff on board to handle a campaign?
  • Do you need campaign counsel to oversee the stages of a capital campaign effort (highly recommended, of course)?
  • Do you have a large enough major gift pool of loyal and personally significant givers?
  • Do you have a large enough major gift prospect pool?
  • At what stage of cultivation is each major gift prospect at within this pre-determined pool?
  • How comprehensive has your donor stewardship plan been in the past?
  • Do you have a long track record of raising funds within the community?
  • Does your organization have a long-standing reputation?
  • Are there other similar services or projects that exist in the community and, if so, how is yours different?
  • Do you have a clearly outlined case for support document that highlights a substantial community need?
  • Have you previously conducted a feasibility study for this campaign to determine the feasibility of a major fundraising effort to support the case for support.
  • Do you have the internal structures in place to mount a large-scale campaign such as up-to-date database software, cleaned-up and segmented database, acknowledge and pledge receipting process, finance and bookkeeping systems, and overall campaign management supports?

These are just a few questions that are top of my mind as I sit and think about an organization seeking to mount a significant capital campaign. This list of questions is not exhaustive but illustrates the types of systems and processes that need to be in place before a significant campaign is mounted.

The morale of this story? One can’t embark on a such a significant endeavor such as a capital campaign without planning. Failing to plan, is failing to succeed. And, failing to succeed, in most cases, falls on the backs of the fundraiser who is “put in charge” of the effort. Rarely is failure seen as a team-effort.

For your free half-hour capital campaign consultation, contact me via email to schedule your time today. We can discuss the above question, plus more and determine how prepared are you for a possible effort.

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It’s not over until it’s over…what to do with your strategic plan!

So you ask…now that the planning is over now what do we do with the plan?

It is time to package it up!

Once the initial goals and objectives are drafted and approved by the planning team and board of directors, the organization needs to look at the two main audiences both internally and externally and in what form they should receive a copy of the plan.

And just like a case for support, there are several ways of packaging and for different reasons and audiences.

From my experience you will want to have an internal plan for executive management staff and board purposes that outlines priorities and goals, key objectives and tasks, along with any new staff requirements needed to achieve the plan, budgets to support the efforts and timelines for turning the vision into reality.  This internal plan becomes the day-to-day operational plan.   This  version while very specific and detailed is less formal than what is presented externally. It can be kept as a very informal, rudimentary working document with an eye towards task management and internal benchmarking.

Externally, while not as specific, this document can be more formally polished and presented to a wide variety of stakeholders according to traditional modes of communication.  These modes might include brochures, articles in newsletters, insider updates, websites, social media and other mediums as desired depending upon the particular cultural needs and expectations of the stakeholders including potential funders, donors and community partners.

Consider:

1. Distributing a full copy to every board and management team member.

2. Distributing all (or highlights from) the plan to everyone in the organization from the newest employee to direct care staff.

3. Posting your mission, vision and values statements on the walls of your main offices.

4.  Consider giving each employee a card with the mission, vision and values statements (or highlights from them) on a card.

5. Publishing portions of your plan in your newsletter, advertising and marketing materials (brochures, ads, etc.).

6. Training board members and employees on portions of the plan during orientations.

7. Including portions of the plan in policies and procedures, including the employee manual.

8. Providing copies of the plan for major stakeholders, for example, funders/investors, trade associations, potential collaborators, vendors/suppliers, etc.

So how have you gone that final step and packaged your strategic plan?

Share your thoughts, suggestions and samples!

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Philanthropy is not a multiple choice question for your nonprofit board of directors

So often I have heard this one line uttered…”But I give of my time and that is my gift!”

Yes and no.

As a Board of Director, you are expected to give of your time.  You are a volunteer.  You have fiduciary responsibilities that you are not usually paid for.  And folks contrary to what you might think, there are no laws against board members receiving compensation.  But for this example, let’s look at your board and mine.  They don’t get paid nor expect to.

This, however, does not make philanthropy an option.

It is a given.

Or it should be.

Today, funders and donors look for 100% giving.  Is your board on board?  Have they given to this fundraising campaign?  Are they supportive and committed to the mission of your nonprofit charity?  The answer to those questions better be “yes!”

I once read these important points by fund development guru Kay Sprinkel Grace…

  • “Philanthropy is not multiple choice; those who join and serve should also give.”
  • “Board members cannot ask others to be donor-investors if they themselves are not.”
  • “Board giving leverages gifts from others, including staff.”
  • “There is joy in that comes from knowing that your financial support is helping achieve an important mission in the community.”

Can we pressure the board of directors to give?  Sure!  But don’t you want them to give out of their heart and desire?  Shouldn’t they want to naturally give to support your charities mission?

And, how do we role model the fundraising process for them…by announcing it at a board meeting and handing out pledge cards.

Shame on us if we do this!  They are our most closest donors so treat them like so.

So philanthropy is not a multiple choice question.  There is only one answer.  And, the answer better be a heartfelt gift or let’s look at board expectations, assessments and attrition.  Lets look at fund development and how we assume and operate.

Do your board members think philanthropy is a multiple choice question?  How are you handling this?  How are you shifting this culture to a “yes” or a “no”?

Share with us what is going on with your board…

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Identifying new potential donor prospects for fundraising

As a consultant, I get asked this question all the time. How do I find new donors for my fundraising efforts?

Well, let me offer a few easy and cost-effective steps that don’t require you to purchase or rent  costly donor lists for your fund development program:

1. At every single board meeting and at every staff meeting, provide a regular opportunity and system for identification through including prospect identification as a standing meeting agenda item.

2. Prepare a sheet of paper which is headed: “Since our last meeting, I have met the following individuals or heard about the following corporations and foundations that might be interested in our work.”

3. Hold a series of organizational tours with an emotional hook sharing your case for support. Have board members host these fundraising events and invite their friends to come “take a closer look” with no implied ASK for a gift.

4. Identify natural donor “feeder” systems within your organization. Do you have friends and family members, community partners, an online store, contests, etc. Develop creative fundraising strategies to convert these “transactions” into sustainable organization donors.

While I am a consultant, I have gotten here through sharing of ideas, best practices and key learnings. So share yours…

What else can you think of? I wanna hear what you have to say..comment below!

P.S. – My first online e-course will be debuting this fall. It will be titled… “Get off the fundraising treadmill and set up a major gifts program in your small shop!” In-box me for more information!

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A day in a small fundraising shop

Often wonder what it is like to be in a small fundraising shop?

Exciting, exhilarating and yet tedious all at the same time.

You need to be a generalist rather than a specialist.  So your skills need to be broad and you need to know a great deal about many things within fund development.

You don’t have prospect researchers on staff and you might not even have a database administrator.

You must be all that and more.

You must see the big picture but yet be willing and able to implement it.

You could be working on a direct mail appeal in the morning and then by afternoon you could be calling on donors.

But most importantly you must be adept at making time work for you and utilizing the Pareto principle, raiser sharp analytic skills will help you hone in on the tasks that absolutely must get done and those that can wait to a slower time, if there is really ever any slower time.

The one thing that you cannot shirk on is donor time each and every day.

Relationship building is the foundation of our programs and if we give that up, our programs will eventually wither and die.

And, don’t under estimate the power of the volunteer to help out with some routine tasks and learn the all important word “no.”

While small shops can be trying at times, they can also be exciting, impactful and rewarding.

One thing for certain is that small shops are a true test of professionalism.

Run one well and you are guaranteed success!

 

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