Planning for Capital Campaign Success<br />Bridget J. Keane<br />CCS Fund Raising<br />
Where to start<br />Conduct a planning (or feasibility) study to determine:<br />How much can be raised<br />How long it w...
What about timing?<br /><ul><li>It’s not as bad as you think
People are still giving
Institutions (like schools) are still raising money
Sophisticated donors, especially, understand the needs, but they are also psychologically still recovering from fall 2008 ...
But it’s not great yet either
$100 million gifts are an interesting marker:
21 in 2008
 just 6 in 2009
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Bridget Keane CCS: Campaign Planning

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  • Tip: The Museum should not recruit a Chair, or a Committee, or raise campaign funds to help pay for fund-raising prior to conducting the study.
  • Preliminary gift indication levelsTimingPlanned giving informationObstacles to successOther issuesEmail Survey FindingsEvaluationCase statement componentsVolunteer leader recommendationsFinancial potential by constituencyPotential impact of campaign on annual fund raising
  • Bridget Keane CCS: Campaign Planning

    1. 1. Planning for Capital Campaign Success<br />Bridget J. Keane<br />CCS Fund Raising<br />
    2. 2. Where to start<br />Conduct a planning (or feasibility) study to determine:<br />How much can be raised<br />How long it will take<br />From whom<br />How to be successful while maintaining annual giving <br />Treat this as the first stage of a campaign. <br />
    3. 3. What about timing?<br /><ul><li>It’s not as bad as you think
    4. 4. People are still giving
    5. 5. Institutions (like schools) are still raising money
    6. 6. Sophisticated donors, especially, understand the needs, but they are also psychologically still recovering from fall 2008 stock market decline
    7. 7. But it’s not great yet either
    8. 8. $100 million gifts are an interesting marker:
    9. 9. 21 in 2008
    10. 10. just 6 in 2009
    11. 11. but 6 in 2010 with probably more to come
    12. 12. Giving declined 3% in 2009(it tracks with GDP, not the stock market)
    13. 13. Unemployment still high; rebound is slow in coming; market way up
    14. 14. Don’t let events define you
    15. 15. Focus on your needs and set realistic benchmarks
    16. 16. Outwork, out-hustle the competition
    17. 17. Don’t “sit it out” waiting for the recovery </li></li></ul><li>Planning Documents<br /><ul><li>Interview request letter to be sent to all prospective interviewees
    18. 18. Preliminary case statement
    19. 19. Preliminary gift table
    20. 20. Preliminary campaign leadership list (alphabetical)
    21. 21. Questionnaire/discussion stimulant
    22. 22. Email survey questionnaire
    23. 23. Thank-you letters</li></li></ul><li>Who participates?<br /><ul><li>Board members, current and former
    24. 24. Major donors, annual and historical
    25. 25. Arts patrons in the community
    26. 26. Civic leaders
    27. 27. Administrators
    28. 28. Prospective (major) donors
    29. 29. Foundation executives
    30. 30. Corporate executives
    31. 31. Key community leaders</li></li></ul><li>Strategic Discussions<br />General attitudes regarding the Museum and its mission<br />Specific attitudes and reactions to the plan to move forward with the Museum’s master plan<br />Suggestions and advice regarding key features of a campaign: prospective leaders and donors, financial goals, timing, and potential issues and obstacles<br />Personal attitudes regarding the campaign including potential involvement as a leader, donor, and advocate<br />Participant's general advice and strategies for conducting the campaign and communicating the goals and objectives of the effort<br />
    32. 32. Evaluate the Findings<br /><ul><li>Strategic discussion findings:
    33. 33. Attitudes toward the Museum
    34. 34. Perceptions regarding current fund-raising methodology, results and organization
    35. 35. Reaction to the Master Plan project
    36. 36. Achievability of the financial goal
    37. 37. Major gift potential (levels)
    38. 38. Volunteer leadership potential
    39. 39. Interviewees’ personal roles in the campaign:
    40. 40. The Museum as a philanthropic priority to interviewees
    41. 41. Willingness to lead, contribute, solicit</li></li></ul><li>Use Findings to Make Good Decisions<br />Leadership <br /><ul><li>Internal (Director, Curators, Development Staff)
    42. 42. External (Campaign Committee, Board, Members)</li></ul>Case for Support<br />Plan and Timeline<br />Availability of Prospective Donors, Coordinating with Annual Giving<br />
    43. 43. Putting a Plan into Action<br /><ul><li>A Bold Vision
    44. 44. Compelling case attractive to art lovers, civic leaders, elected officials and proud citizens
    45. 45. Dynamic Prospect List, not static
    46. 46. Briefings open doors and fuel campaigns
    47. 47. Relentless leadership with vision and passion </li></li></ul><li>Follow the plan; but be nimble<br /><ul><li>Focus on board members, former board members, and longstanding major donors — the best prospects
    48. 48. But, remember that the best prospects might not always be your board
    49. 49. Strike the right balance between the best prospects (those already invested) and new prospects (a mix of long shots and some real possibilities)
    50. 50. Pepper top prospect lists with new names and make sure new names make sense
    51. 51. Use wealth screening, the planning study, small group prospecting sessions with board members, and ongoing, one-on-one prospecting and assignment meetings
    52. 52. Pool is limited to EVERYONE
    53. 53. Be unapologetic about inviting people to hear your story
    54. 54. Keep your eyes open </li>
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