Building a Bridge: Transitioning Campaign Success into Sustainable Major Gifts AICAD Development Conference Monday, July 16, 2012 Travis Carley Corporate Vice President CCS
Feb 10, 2016
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 [email protected]
www.ccsfundraising.com
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