Thursday, December 20, 2012

Capital Campaigns: A Roadmap For Success

If your nonprofit is considering expanding or renovating, you're probably thinking about launching a capital campaign. But how do you create an effective campaign? How many donors do you need? How much money should you try to raise? Here's a quick tutorial to outline the answers to these questions and more.

A capital campaign is a significant project for a nonprofit organization. A successful capital campaign, and the completion of the project for which funds are raised, can be a transformational event. Ideally, when viewed in retrospect the capital project will appear as a logical and inevitable step in the development of the organization as it strives to fully serve its audiences and community.

With careful planning and keen attention to detail, a capital campaign can be a powerful bridge to the future.

A successful campaign is the result of many constituencies working together for a common goal, including the board, staff, volunteers, donors, and community representatives. As the project grows from an idea to a proposal to reality, a Campaign Plan is key to success. A comprehensive plan provides a framework for action and a template that is transparent and universally accepted. It is a document that speaks both internally (to those who are managing the campaign) and externally (to those who may be asked to contribute or who may be impacted by the project). As campaigns are multi-year, a clear plan also serves as a guide if key team members drop out and new team members are brought in.

1. The Goal

A key element of success is to accurately estimate the amount of money needed to be raised.

The costs of planning, acquisition, renovation, and endowment must be carefully determined. In addition, the following items need to be added to any actual cost of building, buying, or starting an endowment:

Ten percent for campaign materials, cost of consultants and staff time, office extras.
Ten percent for building project extras like insurance, building permits, design costs, and estimates for cost overruns or unforeseen delays.
Ten percent additional for people who pledge but cannot or will not finish paying, or whose stock gift depreciates.
An additional ten percent for added protection.

2. Timing

Many nonprofits hesitate to undertake capital campaigns because board members believe that the timing isn't righttypically, if the national economy is slow, or if the stock market is underperforming. While there may be good reasons for postponing a campaign, board members should remember that the national economy is cyclical, and donors make annual appeal gifts from discretionary cash and capital campaign gifts from assets. Most organizations do not run a major campaign more than once every few decades. Your supporters will be enthusiastic about supporting a transformative project and will plan accordingly.

3. Organization

The nonprofit must have the capacity to undertake a capital campaign. A successful capital campaign must have the full faith and support of the organization's board of trustees.

However, support grows incrementally. The following action groups are formed as the campaign progresses:

Steering Committee. Typically composed of not more than twelve, including board members, the executive director, a campaign consultant, and perhaps major donors who are not on the board. The steering committee organizes and spearheads the campaign.

Outside Consultant. Generally, capital campaigns require the participation of a part-time fundraising consultant who can help manage the campaign, train staff and volunteers, and interview prospects during the feasibility study.

Campaign Committee. This group may be very large and include board members, donors, and community supporters who want to take an active role in the campaign. The campaign committee grows as the campaign gains traction. Subcommittees may include finance, fundraising, architecture and building, and public relations.

Volunteers. These are campaign supporters who participate sporadically. They may include community leaders who host fundraising events in their homes, or who have a connection to a potential donor.

4. Campaign Case

The campaign case is the key document that provides a rationale for the project. It is both an internal summation of the organization's goals and a marketing tool to help inform prospective donors. The case must be prepared early in the process and may be revised periodically.

5. Gift Pyramid

Once the total monetary goal has been set, a gift pyramid is created. This shows the number and size of gifts needed to meet the goal. Gifts may range in size from millions to under a hundred, depending upon the goal of the campaign.
The figures are set to reflect the giving potential of the highest donors and the total number of donors expected.

6. Prospect List

Once the gift pyramid is established, the names of prospects must be attached to each of the gifts. This is the task of the Steering Committee. Acting in complete secrecy, the committee compiles a list of prospects. Next to each prospect name is the amount projected, and the name of a person who will solicit the prospect.
If the prospect list cannot be filled with prospects to reach 50% of the goal, then the project must be reconsidered.

7. Interviews with Prospects

If there is the slightest uncertainty about prospect support for the project, a feasibility survey is required. An impartial consultant who is not directly involved with the organization is selected to conduct confidential interviews with key board members and donors. The interviews are about a half-hour in duration and are conducted at the interviewee's convenience, in home or office.

8. Solicitation of Key Donors

The Quiet Phase is an initial private solicitation. It should begin only after certain conditions have been met, including if the project has been approved by the board of trustees and if the feasibility study is positive. During the Quiet Phase, it is expected that 50% of the goal will be reached.

9. The Public Phase

During the Public Phase, the solicitation effort is broadened to include anyone not directly involved with the organization, including charitable foundations, corporations, and government agencies.

10. Conclusion

A well-prepared organization need not be apprehensive about considering a capital campaign. If the appropriate incremental steps are taken, conditions can be assessed at every stage. If at any time conditions are considered unfavorable the campaign can be postponed. If conditions continue to be positive, the campaign can be allowed to progress to the public phase and then to a successful conclusion.

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