The presentation by Mark Quigley focuses on strategies for successfully positioning a capital campaign, emphasizing the importance of data-driven decision-making and effective communication with donors. Key areas of discussion include internal and external research, developing a compelling case for support, and engaging major donors early in the fundraising process. The session also highlights the need for a well-structured capital campaign pipeline and effective relationship management with stakeholders, including government entities.

1. The Year Before Your
Capital Campaign
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https://bloomerang.co/demo/video

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Our guest presenter »
Mark Quigley
• multi-award winning
fundraising consultant
• 20+ years experience
• fellow of the Fundraising
Institute of Australia
• holds an FIA Certificate of
Fundraising, Yale University in
Asia program participant, BA
from Carleton University,
Canada
• creator of My Major GiftGetter

5. The one year before your capital campaign
Presented by:
Mark Quigley FFIA
&

6. TODAY’S OBJECTIVES
To identify and discuss the elements
necessary for positioning your capital
campaign for success; provide practical
advice and guidance which can be used
immediately…
…and to have a little fun along the way!
Mark Quigley FFIA

8. 12 Months

9. Running concurrently…eventually

10. • Ahead of budget
• At Budget
• Behind Budget

11. Start external research
1. Understand the
issue – facts,
figures, all
arguments, all
suggested solutions
2. Review Gov’t
commitments,
public statements,
If Trust review
previous gifts and
timelines
3. Review possible
philanthropic trusts
& foundations for
alignment
4. Google to find
stakeholders with
an interest

12. Image check your top donors

13. Start your internal research too
1. Understand how
your org deals with
the issue – your
program, service,
facts, figures
2. Mine your
database for
individuals of
influence, Rep’s,
Gov’s, Sen’s,
Celebrities
3. Mine your
database for
Corporates with
Gov’t Relations
Dep’ts – Banks,
Accountancy Firms
4. e-Survey staff for
who they know
5. Check you have
acquitted previous
gifts/funding
agreements
(Gov’t/T&F/HNWI)

14. It’ll never be like the Gift Table!
Your capital campaign is in part a numbers game
Your Task: List the names of 4 or more existing major donors for 10% of your
target. Then list the names of your existing major donor prospects for this
same level of gift.
Do this for each gift level you need!

15. Homework
Achieving capital campaign success is about “making your case” to
donors/prospects but you need them in particular gift ranges and in
particular volumes.
1. Use a gift calculator on the ‘net
2. Plug in your fundraising target
3. Print the Table of Gifts and put in on your wall
4. Run queries on your database for each gift level on your table of gifts.
You’ll find out if your top or bottom heavy…

17. Capital Campaign Pipeline
If you’re hitting your personal KPI’s so far; great well done. I’d concentrate on building
a capital campaign pipeline. If you’re not hitting target you’ll have to focus on both
annual major gifts and pipeline. Successful pipeline characteristics are:
1. A good mix of donors at every level of your capital campaign table
2. Active prospects at all stages of the development cycle; from identification to
qualification to engagement to solicitation to stewardship
3. Mechanisms to feed new donors into your capital campaign pipeline (e.g. Gala
Event, data swaps, donor screening, annual survey)
4. A way to show donors are moving through a development cycle
5. Good data (e.g. donor profiles, donation history, file notes from previous capital
campaign).

18. Q & Q evidence is a must have!
People make
decisions
based on
evidence
Collect Facts &
Figures
(stats on
wider issue &
your org)
Show hard &
soft outcomes
No evidence?
Engage 3rd
party to
produce it!
(Research Firm, Uni PhD
student, PwC)

19. Your narrative has two parts

20. Narrative – Part A
Effective and compelling
communications is a key to
successful fundraising.
Gifts for capital campaigns rely
on creating a sense of real
urgency; that your issue must
be addressed now!
Do not manufacture urgency!

21. Narrative – Part A cont’d

22. Part B –
Your
Financial
Narrative

23. Start early on a case for support
A Case for Support is the
main “selling” document from
which all other campaign
collateral is developed.
You should have an early
draft Case for Support by
now and distributed it
internally inviting feedback
and including only what
makes your “case” stronger.

24. Early major donor engagement

25. An early major donor warning system
1. Does he/she like supporting capital works
projects, endowment or other things?
2. How’s job/business going?
3. Timeframe of your project and likely
request for support; do they align?
4. Deal immediately with donor objections

27. By now you should have…
5. Involved CEO in early planning
4. Engaged government
3. Produced a draft case for support
2. Gathered evidence
1. Identified top gifts and other gift levels

28. 9 Months

30. We need to talk about…
Embarking on a capital campaign will increase
activity in fundraising, from major gifts to
bequests to direct mail to events. It will have
implications for you and those you work with.
When making your “case” be aware of:
• CEO (long term or just arrived)
• Board Members (involved or detached)
• Major Donor Manager (makes KPI’s or not?)
• Bringing in a consultant
• Time needed for more “asks” or a campaign
• Who’ll manage more donor relationships
• Remuneration: Risk/Reward Issues

31. Engage government early
Government is
a regulator
Government is
a purchaser
Government is
a policy maker
Government is
a donor
NFP

32. Have an early warning system
1. Know sitting patterns of Government
2. Monitor the Media
3. Follow Legislative/House Agenda - the
Notice Paper & Monitor Bill’s
4. Make sure your contacts/networks
know your agenda

33. Government funding
6. Your need vs. limited Government funding (be realistic)
5. Where is funding available (more agency budgets the better)
4. What funding is currently committed, available or in-train
3. Is a Matching Dollar Agreement with Government Possible
2. Is a State/Federal Matching Funds Partnership Possible
1. Which level of Government is likely to be involved

34. E-survey staff
e-survey staff
& volunteers

35. Generate some ideas
A capital campaign may provide you a
unique “one-off” opportunity to increase
your annual fundraising activities but in
support of your capital campaign.
• Could you add another DM Appeal to
existing appeals
• Could you run an annual event twice in
one year, or introduce a new event
• Could you ask annual major donors for
a multi-year pledge. Lock them in.

36. Catch & Release

37. Engaging major donors
A major donor engagement plan to catch a select
group of your existing major donors to tell them face
to face about your need (i.e. campaign) within 30 days
or release them.

38. Clustering

39. Engaging major donors
Tactics which seek to bring existing major donors together in
one place (forming a cluster) to inform them of your need
(i.e. campaign). Clustering of major donors is around
similarities with other major donors:
– Gift level
– Membership (e.g. President’s Club/Friends of)
– Profession
– Geography
– Tagged support (donate to a specific program)

40. How are
your major
donors
feeling?

41. Case for Stretch Gifts

43. 6 Months

44. CEO Roadtest

46. Get an early easy win…even a few!
Every fundraiser knows a few donors who “give like clockwork”. Why
not involve a Board Member in a few “easy wins”.
Talk to a few of your organisation’s closest donors and pre-solicit
(perhaps their annual gift) a specific amount over the ‘phone in advance
of a face to face meeting. Take your Board Member along to see the
donor and secure the gift knowing the donor had been prepared in
advance but your Board Member get her first “win”.
This approach will build her confidence when participating in other asks.

47. Give people a menu
with lots of different
ways to help your
capital campaign.
Let them have it their way

48. 7 things for selling your campaign
1. Request meetings well in advance and take money off the
table
2. Factor in meeting postponements and re-scheduling
3. Be flexible with the time and date of your meeting
4. Have only the relevant materials with you
5. Know your key messages / outcomes
6. Be punctual, conscious of time during a meeting and watch
body language
7. Know your “script” which sells your case and be able to
deliver it in 20, 30 and 45 minutes.

49. Launch your charm offensive!
1. Little Things Every Week: call donors to say thanks
2. Sending articles/research reports which appear in
the media about you to them
3. Little Things: send small gift (e.g. merchandise)
4. Hold a VIP event (Chairman’s home)
5. Personalise contact.

50. What kind of
“asker” are you?
Source: Asking Matters

51. Talk about your needs
at every event!

53. Launch your charm offensive!
If you face barriers at a gift solicitation…the meeting is your
chance to overcome these!
• Is it the project?
• Is it our organisation?
• Is it the gift?
• Is it the timing?

54. Will your capital campaign
have impact?

55. 3 Months

56. 4. The Script, Ask & Role Play:
“Could Be”
Script
Development
& Time
Management
Time is not your friend

57. You should be…
5. Involved with feasibility study planning
4. On government’s radar
3. Using a summary case for support
2. Consistently delivering your narrative, including financial need
1. Regularly engaging your top donors and prospects

58. Focus on your top 5

59. Give some relationships priority
Draft your preferred list of feasibility study
interviewees.

60. Set bespoke objectives for each
Donor/Prospect
HNWI
Government
Community
Specific
Industry (e.g.
law, banking,
media)

61. Roadtest Campaign Counsel
and Feasibility Study Methodology

62. 1. Start early!
2. Set dates to have
things
started/completed
3. State your narrative
clearly and
consistently
4. Expect delays!
5. Prioritise Biggest
Donors
6. Stay ahead of your
annual budget

63. Thank you for listening
Questions & Answers

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