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Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
Ready, or just Worried about the Campaign?
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Ready, or just Worried about the Campaign?

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Importé des Etats-Unis, le modèle de collecte de fonds via "Capital Campaign" gagne du terrain en France. Comment se construit cette approche spécifique des …

Importé des Etats-Unis, le modèle de collecte de fonds via "Capital Campaign" gagne du terrain en France. Comment se construit cette approche spécifique des
grands donateurs ? Qu'est ce qui en fait les forces et les faiblesses ? Quels sont les argumentaire à mettre en oeuvre et selon quelle logique ? Sarah Huisman et
Bob Carter vous font partager leur expérience de capital campaigns menées dernièrement et proposeront des axes de développement de cette démarche de collecte de fonds pour les années à venir.

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  • 1. Ready, or just Worried about the Campaign? June 27, 2007 France Fundraisers’ Congress Paris Bob Carter Vice Chairman, Archimede Philanthropy Partners President Emeritus, Ketchum
  • 2. 2006 Contributions: $295.02 Billion by Source of Contributions Corporations $12.72 4% Foundations $36.50 Individuals 12% $222.89 76% Bequests $22.91 8% Source: Giving USA
  • 3. 2006 Contributions: $295.02 billion by type of recipient organization Deductions carried over and other unallocated giving, $26.08 , 9% Gifts to foundations, $29.50 , 10% Religion, $96.82 , 33% Environment and animals, $6.60 , 2% International affairs, $11.34 , 4% Arts, culture, and humanities, $12.51 , 4% Public-society benefit, $21.41 , 7% Education, $40.98 , 14% Health, $20.22 , 7% Human Services, $29.56 Source: Giving USA 3 , 10%
  • 4. Why Do Needs Sneak Up On Us? • Fundraising is not always on the radar screen / CEO, Board • Campaign planning takes a year or more • Most campaigns require a minimum of 18 months of activity • Five-year pledge period is common • 60-78 months or more from plan to cash in hand 4
  • 5. You May Be Ready... But Are Your Donors and Volunteers Ready? 5
  • 6. Campaigns Success is Predicted On • A Compelling Case • What is central to our mission • Urgency & emotion • What we cannot do now • But could do with more private-sector philanthropy • Beyond annual fundraising 6
  • 7. The Case Must Be Developed By • Board • Executive Staff • Development Staff • Volunteers • Clients or Consumers 7
  • 8. Campaigns Are Predicted on • The Strongest Possible Leadership • Influence • Affluence • Access • Commitment • History (culture of philanthropy) • New Spheres of Influence • Emerging or Present Ethnic/Cultural Groups 8
  • 9. Campaigns Are Predicted on • Dollars Adequate to Reach the Objective • In addition to annual gifts • Consistent with valid statistical model (major gift potential) • Rooted in your current reality • Based on changing your reality 9
  • 10. Chart of Standards for $10 Million GUIDELINES Top Investment 15-20% of Objective Top 10 Investments 45-50% of Objective Next 150 -175 Investments 45-50% of Objective Cumulative % of No. Amount Total Total Objective 1 $1,500,000 $1,500,000 $1,500,000 15.0% 1 $1,000,000 $1,000,000 $2,50 0,000 2 $500,000 $1,000,000 $3,500,000 3 $250,000 $750,000 $4,250,000 3 $150,000 $450,000 $4,700,000 47.0% 20 $100,000 $2,000,000 $6,700,000 25 $50,000 $1,250,000 $7,950,000 35 $25,000 $875,000 $8,825,000 40 $15,000 $600,000 $9,425,000 50 $10,000 $500,000 $9,925,000 99.3% Many Below $10,000 $75,000 $10,000,000 100.0% 10
  • 11. Campaign Planning Begins with • An Institutional Strategic Plan • Mission • Vision • Measurable objectives with deadlines • Plan to reach objectives • Resources required to fund plan 11
  • 12. Campaign Planning Requires • Consensus of Board • Priority of Administration • Readiness of Development Staff • Participation of Program Staff, Board, Medical staff and Identified Community Leaders 12
  • 13. First Step in Comprehensive Readiness Assessment • Internal Review • Staffing • Structure • Governance • Budget • Information Management • Marketing 13
  • 14. A Pre-Campaign Review is NOT a Personnel or Performance Review 14
  • 15. Second Step in Comprehensive Readiness Assessment • External Planning Study • Strength of the Case • Quality of the sample • Commitment to react to findings 15
  • 16. Do Not Consider a Study if: • The goal is predetermined • There are no other options • You are conducting sequential, seamless campaigns 16
  • 17. Planning Study Tests • Endorsement of Case • Institutional Image • Readiness of leadership • Access to volunteers • Goal • Access to lead gifts • Timing 17
  • 18. Expect Study Report to Include Findings Public Image Excellent Poor Total Governing 6% Top Next Suggested 11% Interviews Body 10 Tier Leaders (36 ) (11 ) (7) (10) (9) Excellent 2 1 0 1 1 Average 31% Good 19 4 6 6 8 Good 52% Average 11 6 0 2 0 Poor 4 0 1 1 0 Unaware 0 0 0 0 0 This chart is a summary of total responses 18
  • 19. Expect Study Report to Include Representative Comments ! The organization is well known and respected. I do not know of any other organization in the area that does what they do. ! Most people know of it through its many charity functions. ! It provides wonderful services. ! The executive st aff is more stable and more capable than at any time in the past. The Executive Director is a fabulous asset. 19
  • 20. Expect Study Report to Include Observations This study, because of the thoughtful responses of participants, has identified a number of strengths on which a campaign can be developed if the Clinic determines to move ahead. In addition, there are a series of challenges that must be ad dressed in order to maximize the results of such an undertaking. The observations are presented as the foundation for the recommendations listed in the following section of this report. Overview The proposed campaign seeks to replace facilities… P o stive Factors i ! The organization has a long and impressive history of providing services… ! In its history, the organization has evolved to meet the changing needs of the community… ! The executive staff is well respected and… ! Some areas of the Case for Support are considered to be compelling and credible… Obstacles to Overcome ! Some members of the community feel alienated from the organization… ! Study participants who question the plan are also inclined to question other aspects… ! A significant portion of the ov erall sample question the appropriateness of a capital campaign… ! Less than one in four participants would consider accepting a leadership role… 20
  • 21. Expect Study Report to Include Recommendations A team of senior Ketchum officers has studied the data obtained in this planning study. R ecommendations that follow are based on the firsthand observations of the study team, analysis of the information gathered in the confidential inter views, and Ketchum’s 85 years of experience in capital campaign management. 1. Clearly Define and Communicate Organization’s Mission Confusion and misperceptions in the community… 2. Create a Planning Task Force Before a successful capital campaign can be ini tiated… 3 . Form a Campaign Steering Committee Issues related to campaign goal, timeline, leadership development, and pre -campaign activities… 4 . Revise Campaign Goal and Timeline Based on the data gathered during this study… 5 . Begin a Program of Internal and Ex ternal Communication The organization should begin a comprehensive, multi -faceted communications effort… 6 . Conduct Prospect Research, Review, and Evaluation The organization does not currently know its donors or prospective donors well enough… 7 . Invest in De velopment A new organizational structure should be implemented, new personnel put in position, and… 8 . Retain Fundraising Counsel Retain Ketchum as fundraising counsel to assist and guide… 21
  • 22. Board Must Own Planning Process and Results • Most constituents are innocent victims of the Board’s decisions • Study report becomes retreat agenda • The role of the Board in campaign is central retreat agenda 22
  • 23. Engaging Stakeholders in the Plan is Key to Success • Do stakeholders recognize their input in plan? • Do consumers/clients feel engaged? • Is Board as engaged as the CEO? • Is the CEO as engaged as the Development office? 23
  • 24. Most Campaign Goals Should be Non-Financial! • Enhanced Relationships • Constituent Awareness • Leadership Development • Effective Dialogue 24
  • 25. Financial Objectives Go Beyond “Goal” • Higher philanthropic priority • Larger gifts • More donors • Increased annual support • Introduce and foster planned giving/endowment funds • Access to new leadership 25
  • 26. What Happens if Study Does Not Validate Campaign? • Revisit Case • Invest in leadership development • Invest in education and cultivation • Revise goal • Adjust timing • Divide campaign into phases • Keep the need for philanthropy in front of your constituency 26
  • 27. Planning Should Create Logical Sequence of Campaign Activities 27
  • 28. Organization Chart Governing Body Steering Committee/ Campaign Cabinet Development Office Chief Executive *General Chair Campaign Counsel * Pacesetter Gifts * Leadership Gifts * Major Gifts * Special Gifts Phase Phase Phase Phas e Chair Chair Chair Chair Prospects Evaluated at Prospects Evaluated between Prospects Evaluated below $150,000 and Higher $50,000 & $149.999 $50,000 # of Prospects # of Prospects # of Prospects # of Prospects # of Volunteers # of Vo lunteers # of Volunteers # of Volunteers Organize Organize Organize Organize Orientation Orientation Orientation Orientation Complete Complete Complete Complete *Awareness *Prospect Review *Communications Chair Chair Chair # of Volunteers # of Volunteers # of Volunteers Organize Organize Organize Orientation Orientation Orientation Complete Complete Complete *Members of Campaign Cabinet 28
  • 29. Campaign Timeline 2004 2005 2006 ACTIVITY TRACK S O N D J F M A M J J A S O N D J F E C O E A E A P A U U U E C O E A E P T V C N B R R Y N L G P T V C N B Steering Committee Campaign Administration Campaign Cabinet Communications Committee Prospect Review Awareness Leadership Gifts Pacesetter Gifts Major Gifts Special Gifts Denotes a primary track of campaign activity 29
  • 30. Policies Must Be Pre-Planned • Campaign Governance • Gift Acceptance • Booking • Recognition and Naming Opportunities • Discounted Deferred Gifts 30
  • 31. Budget Must Be Pre-Planned (and Pre-Funded) • Additional staff • Research • Software • Meetings and events • Hardware • Travel • Publications • Recognition • Visual support • Counsel 31
  • 32. Generosity is not a factor of wealth… It is rooted in character. 32
  • 33. An effective plan is designed to motivate prospective donors to do the right thing…make a thoughtful effort… The right gift will follow. 33
  • 34. Author Bob Carter Vice Chairman Archimede Philanthropy Partners 220 East 42nd Street New York, NY 10017 Phone 646-264-2700 Cell 412-721-0947 Fax 646-264-2790 34

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