Building a Bridge: Transitioning Campaign Success into Sustainable Major Gifts

AICAD Development Conference

Monday, July 16, 2012

Travis Carley

Corporate Vice President

CCS

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About CCS

CCS is a comprehensive fundraising consulting and management firm.¾ Founded in 1947, headquartered in New York City.

¾ 11 regional U.S. offices and 2 international offices in London and Dublin.

¾ More than $3 billion in project goals under management.

CCS designs and directs initiatives for distinguished local, regional, national and international charities across the spectrum of non-profit sectors, including:

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Course Objectives

Identify the opportunities that are inherent to a successful campaign

Discuss the key elements to forming a continuing major gift relationship during the pledge period

Explore how the campaign experience can transform your annual program

Explore the options for the school’s next strategic effort

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Congratulations on Your Campaign Success!

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Campaign Success = Natural Opportunities

Campaigns can serve as a tremendous starting point for a newly formalized or invigorated major gifts program

Peak awareness of the school, its needs and vision

Great enthusiasm and high sights

New donors and newly enriched existing donor relationships

A focus on effective individual solicitation practices

Board and leadership engagement is elevated

Momentum!

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Making the Most of Campaign Success

• Close out the campaign properly• Post-campaign priorities• Provide thanks and recognition as promised

1. Closeout the Campaign

Successfully

• Stay in contact throughout the pledge period• Create stewardship plans• Take advantage of your new project

2. Continue Donor

Relationships

• Learn from your campaign success• Plan for what comes next• Continue and build on these practices

3.Build Your Major Gift Program

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1. Campaign Close Out

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Proper Campaign Close Out

Bring the campaign to a successful and definitive close

Highlight your success!

Focus on the impact on students and programs

Say thanks again and again

The campaign does not end when goal is reached

What you do post campaign will define your relationship with volunteers and donors

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Post Campaign Priorities

Close outstanding requests

Continue campaign communication

Focus on pledge redemption

¾ Continuation committee¾ Publish pledge redemption results and impact¾ Keep up with pledge reminders¾ Pledge follow up procedures¾ Monitor pledge progress carefully

Track one-time donors and be ready to re-contact them

Keep the momentum and excitement!

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Do What Was Promised

… At least!

Provide campaign recognition in a timely fashion

Put someone in charge!

If you haven’t already, determine: “name as you wish to be recognized”

Create or update your donor wall

Make plans for campaign celebrations or receptions

Distribute keepsakes

Remember leadership recognition

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Evaluate Your Success

Did we reach goal is just the beginning

What made the campaign a success?

What worked well? What could have been adjusted?

Board/volunteer/trusted donor assessment of the campaign

What did we learn from the campaign that can be applied to our ongoing efforts?

Know Your Numbers:

• Lead gift

• Table of gifts

• # Donors

• First-time donors

• Success rate

• % of ask secured

• Board participation

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2. Continued Donor Relationships

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Stay in Contact

Don’t lose the relationships you have built!

You can’t say thanks often enough

Continue to communicate with donors¾ Project updates¾ Thanks, not invoices for pledge payment¾ Stories from students that have benefited¾ Notes from engaged faculty

Take relationships to the next level

Go beyond the recognition promised

Keep volunteers engaged

Have a plan!

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Donor profiles

Coffee table book

Thank-you advertisements

Impact/Appreciation Reports

Annual stewardship meetings

Ceremonies to unveil recognition

Creative Donor Recognition

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Take Advantage of Your New Project

Use natural opportunities for stewardship and cultivation as campaign projects begin

¾ Events

¾ Tours

¾ Onsite programs

¾ Communication

¾ Advisory opportunities

Communicate important milestones to campaign donors

Begin to tie newly funded spaces and opportunities to ongoing programs

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Create Stewardship Plans

Each top donor should have a written stewardship plan

Part of an overall donors strategy

Spans the pledge period

Includes a trigger for developing the next donor strategy

Be aware of the transition from stewardship to cultivation

Taken together, these stewardship plans define monthly to-do items for your team

Lifelong continuedcultivation of

donors

Gift Processing

RecognitionHonoring of donorintent

Prudentinvestment of

funds

Further themission

Acknowledgment

STEWARDSHIPCYCLE

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3. Build Your Major Gifts Program

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Learn from Your Campaign Success

Compelling vision for the future

Well-defined case for support

Table of gifts, a plan and a goal

Dedicated resources and priority focus

Board and leadership engagement

Strategically identified and engaged prospects

Personalized solicitation materials

The power of pledging

Focus on activity

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Identify a New Vision for the Future

Major gift success requires a vision beyond this year

Is there as strategic plan in place for the next 3-5-10 years

What is the next big step for your institution?

¾ Additional capital needs¾ Expanded annual support ¾ Phase II of current project?¾ Expansion of a program

Where does a donors investment fit in the big picture?

Benefits:

• Enables larger gifts

• Allows you to tell a complete story

• Demonstrates thoughtfulness

• Increases confidence

• Requires Board and staff involvement

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Nonprofit Donor Cycle

Mission

Vision

Strategic Plan

Aspiration

Philanthropic Case

Execute Philanthropic

Strategy

Pays Dividends

Fulfills Mission

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Translate that Vision into a Case for Support 65% of wealthy donors said

they are most motivated by notion of giving back to the community

72% cited making a difference as their primary motivation

71% direct their giving to what they feel is an efficient organization

But just 20% believe their donations make a major impact on the organizations they support

Source: Bank of America Study of High Net Worth Philanthropy

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Translate that Vision into a Case for Support

Mission? Unique role?

Landscape?Challenges today?

Strategic vision?

Financial realities?

Why me?Funding opportunity?

Recognition and

reassurance?

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Establish Goals, a Timeline and a Plan

Define specific multi-year goals tied to the school’s vision

Use defined timelines and periods of increased activity to create campaign urgency

Use a table of gifts and attach names to each gift

Create a plan and use it to guide staff, leadership and volunteer efforts

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Maintain Staff Attention and Priority

Effective major gift programs (like campaigns) require daily staff focus

Continue the practice of standing report meetings and activity tracking

Don’t let the pipeline dry up!¾ Steward campaign donors

¾ Identify new prospects

¾ Cultivate donors concluding pledges

¾ Solicit one-time donors

Build a balanced portfolio over time

Fundraising Responsibility

Portfolio Size(# of Prospects)

20 – 30% 30 – 45

30 – 40% 45 – 60

40 – 50% 60 – 75

50 – 60% 90 – 105

70 – 80% 105 – 120

80 – 90% 120 – 135

90 – 100% 135 – 150

Stage % of Time

Identification 20%

Qualification 20%

Cultivation 25%

Solicitation 20%

Stewardship 15%

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Keep Board and Leadership Engaged

Keep board and committee members engaged

Use campaign follow up to keep a spotlight on top donors

Continue to use their time strategically, regularly and well

Maintain donor relationships with leadership

Treat board members like major gift prospects (they are)

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Strategically Engage Prospects

Cultivate• Has supported organization modestly

• Little or no interaction

• Prospect requires significant cultivation

• Readiness to be asked in 6-9 months

Brief• Good relationship with organization

• Needs more in-depth cultivation

• Needs understanding of strategic goals and funding plans

• 1-3 months from solicitation

Ask• Significan

t knowledge of organization

• Strong relationship with solicitor

• A well-developed gift request strategy

• Readiness to be asked now for a gift

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Develop Written Donor Strategies

Review prospect relationships

Includes stewardship

Determine ultimate goal and timetable

Plan appropriate actions

Develop specific actions

Coordinate actions with the team

Report and record the results

Review and revise

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Make your major donor feel special

Offer a compelling leave-behind

Inspire post-solicitation reflection

Give you a competitive advantage

Demonstrates impact

Conveys urgency

Speaks directly to the reader and reflects their interests

Contains a specific request and impact

Is not a boilerplate

Personalized Proposals

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Power of the Pledge

Pledges Received Cash Flow on These Five-Year PledgesNumber Level 2008 2009 2010 2011 2012 2013 2014

08 Resu

lts

1 $250,000 $50,000 $50,000 $50,000 $50,000 $50,0003 $100,000 $60,000 $60,000 $60,000 $60,000 $60,0005 $50,000 $50,000 $50,000 $50,000 $50,000 $50,0007 $25,000 $35,000 $35,000 $35,000 $35,000 $35,000

$195,000 $195,000 $195,000 $195,000 $195,000

09 Resu

lts

1 $250,000 $50,000 $50,000 $50,000 $50,000 $50,0003 $100,000 $60,000 $60,000 $60,000 $60,000 $60,0005 $50,000 $70,000 $70,000 $70,000 $70,000 $70,0007 $25,000 $50,000 $50,000 $50,000 $50,000 $50,000

  $425,000 $425,000 $425,000 $425,000 $230,000

10 Resu

lts

1 $250,000 $100,000 $100,000 $100,000 $100,000 $100,0003 $100,000 $100,000 $100,000 $100,000 $100,000 $100,0005 $50,000 $60,000 $60,000 $60,000 $60,000 $60,0007 $25,000 $120,000 $120,000 $120,000 $120,000 $120,000

$380,000 $380,000 $380,000 $380,000 $380,000

55 Cash Flow $195,000 $620,000 $1,000,000 $1,000,000 $1,000,000 $610,000 $380,000

The Cumulative Power of Pledging

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Focus on Activity

# of Asks

# of Visits

# of Events

#

of Contacts

Nearly 40% of wealthy individuals cited being asked as a primary motivation for giving.

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Keep Your Foot on the Pedal

1. Compelling vision for the future

2. Well-defined case for support

3. Dedicated resources and priority focus

4. Board and leadership engagement

5. Table of gifts, a plan and a goal

6. Strategically identified and engaged prospects

7. Personalized solicitation materials

8. The power of pledging

9. Focus on activity

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Campaign Transition

• Donor stewardship• Cont. board engagement• Assess effort

Year 1

• Determine vision• Develop case• Professional development

Year 2

• Plan for your next effort• Begin early solicitation• Commence next effort

Year 3 +

Structural Options

Another capital campaign (phase II)

Comprehensive campaign

Annual fund supplemented by targeted efforts

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Comments and Discussion

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Thank You!

Travis W. CarleyCorporate Vice President800-832-3214tcarley@ccsfundraising.com

www.ccsfundraising.com

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