Campaigning through Recession: Don’t Skimp on the Prep WorkEven in this economy, campaigns across the country are being planned. With operating budgets slashed, most nonprofits are looking for ways to raise unprecedented sums with smaller staff and funding. Some short-sighted nonprofits are adopting a leap-before-they-look philosophy, saving funds on their campaigns’ ramp-up process. At JBL, we recommend extending time horizons over skimping on the important work of preparing to campaign. Step one in prep work: Testing your campaign goals and direction among your inner circle of donors and volunteers, as well as opinion makers in the community, who may or may not be close to your organization. Typically, these tests are called feasibility studies. A good feasibility study starts with a short test case, in written form, and gives donors the opportunity to provide opinions and advice in response. The fundamental value of the feasibility study is risk reduction. Initiating a campaign with a goal too large (or with objectives which do not appeal), can publicly embarrass an institution, privately frustrate Board members, and disappoint expectations raised organization-wide. Advance knowledge of the objections donors may raise is particularly useful. Pre-solicitation “information sessions” can be mounted to meet common objections, and individual solicitation planning is informed. Personal preferences and response to “gift opportunities” help prepare a future solicitation so that solicitations are neither too large nor too small and are tailored to the personal interest a donor holds. Any sub-goals, which do not appeal to charitable support, can be taken out of the campaign and funded throughout alternative channels. Also, a feasibility study takes your story to leaders who may not be among your institution’s current major donors. It opens doors to others who may be distanced, and to donors who are not known personally by Board or staff. Finally, the feasibility study yields donors, prospects, and volunteers who have bought into the case and goal they helped to craft. These are your campaign leaders. Working with counsel, the most enthusiastic of these individuals become your campaign cabinet, staffing short-term committees, to polish the case, establish gift recognition policies, and create solicitation and cultivation team.
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August 2010:Archived Newsletters |
