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Capital Campaigns 101
(not a cam-pain!)
Nancy DeGuire, PharmD
Assistant Dean, External Relations
Thomas J. Long School of
Pharmacy and Health Sciences
• 7 year Comprehensive Campaign
– building, faculty and program endowments,
renovation, scholarship, operational support
– University Goal: $200 M
– Unit Goal: $20 M
• Quiet phase 2 years
– raised $14.5 M (4 gifts)
• Public phase 5 years
– raised $8.5 M
• Closed in October ‘07 at $23 M, Univ. at $330 M
• What was funded
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Chair 1 @ $2.5 M
Programs@ $2 M
Operations@ $1 M
Scholarships@ $1M
New bldg@ $14M
Renovations@ $2M
Misc equipmt @ $.5M
• What was not funded
– Chair 2 @ $2.5 M
• Currently at $2.0 M
– Annual fund @ $1 M
• Revised goal is $.5 M
– Renovation at $.4 M
Keys to our success
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Steady team: experienced Dean
Dev. Ofcr pharmacist and alumna
Dean spent 50% of time in fundraising
Allocated budget for fundraising ($400K)
Defined case that we didn’t stray from
Discipline to keep on task
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Executive committee includes Development
Professional, communication essential!
Access to the Dean and his executive
committee must be well-defined and
development must be involved in strategic
planning process for the unit: Credibility!
Strategic planning must be done prior to Case
and Feasibility Study.
Strategic plan with specific initiatives drives the
fundraising and outreach plan.
Fundraising should be tied to each priority or
goal.
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Volunteer selection is critical.
Volunteers who are not engaged in the life of
your campus or who lack pride in the institution
or the profession will not give.
When they don’t give, they can’t ask their
peers to be involved.
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Dean’s Leadership Council (not “advisory board”)
Faculty volunteers can help or hurt
Volunteers should be qualified, cultivated and
solicited prior to campaign kick-off (quiet phase).
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Case Statement or Master Plan is well-vetted by all
constituencies and buy in is secured.
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Fundraising for specific initiatives cannot be successful
without full cooperation of faculty, staff, students,
alumni, and friends of the school.
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The key is to discipline your staff to stick with the
agreed-upon priorities of your case statement and stay
true to your vetted priories.
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People will have pet projects, many of which can be
distracting and not fit within your case, but some can
be tailored to fit.
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Central Office is aware of your priorities,
mission, and case, and knows how to supply
you and your staff with information that is
useful (proper counting, data, research)
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Central office priorities (Presidential) will
always take precedence over unit priorities, so
you are at the end of the long line.
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Sometimes you have to grow (transition) your
own staff because central office is distracted to
other units or central office issues.
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Volunteer training is critical.
Volunteers who are not aware that giving is a
requirement will not have good feelings (bait
and switch).
Challenge for us since our alumni are busy
people, culture of philanthropy not widespread
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Dean’s Leadership Council (not “advisory board”)
Faculty volunteers can help or hurt
Volunteers should be qualified, cultivated and
solicited prior to campaign kick-off (quiet phase).
Staffing Structure and Leadership
• What are the primary staff positions in the development program?
• Is staff hired or inherited? (right person for each position)
• Are the job descriptions for these positions in keeping with the actual
work of the people in those jobs?
• How are individual performances measured?
• Are staff members accountable for results?
• How do the members of the development staff coordinate and share
information?
• Does the development program focus on major-gift fund raising?
• How does the development program involve volunteers?
• What are the strengths and weaknesses of the development
program?
• How will the staff roles shift to accommodate a capital campaign?
• What additional staff will be needed? When?
• Do you have resources allocated for these additional positions?
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Adequate staffing must be in place and time and training must be
given to understand roles and responsibilities, rules and
regulations.
Regular meetings of the entire group keeps everyone informed
and involved; individual performance targets are tied to campaign
priorities.
Constant interaction means that you are always on their
minds…the squeaky wheel…
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Marketing/PR and Communications director
Advancement Services and Research director
Events and outreach director
Corporate and Foundation officer
Administrative Assistant
Annual and Planned Giving directors
Stewardship director
• Campaign Timeline will be flexible, but
adhered to for maximum efficiency and to
prevent burnout.
• Example timeline
• Celebrate each success with receptions,
openings, events garnering more interest
– Library
– New bldg
– Endowment
• 50th anniversary mid-campaign, used this
opportunity to recreate excitement
• Affinity group celebrations and mini-campaigns
• Regular communications with alumni and donors
in events, publications, letters from dean, etc.
• Lack of web presence probably hurt us with
young alumni
If we were to do it again:
• Insist on and help to develop a stronger centralized support system,
i.e. Corp/Fnd, Adv Services, Planned Giving, Stewardship
• DLC was excellent, more emphasis on give, get or get off rules.
• Spend time cultivating and motivating your faculty, they have so
much contact with alumni and friends (corporations)
• Events will consume your life if you let them…spend the money on a
person for this.
• Annual fund must be robust and lockstep with master plan.
• Central leadership changes will change your roadmap, just keep
with the program.
Best Reference for Campaign Planning
Capital Campaigns: Strategies that Work,
Third Edition with CDrom
Andrea Kihlstedt, President, The Kihlstedt
Group, Fundraising Consulting and
Training
ISBN: 9780763758318
$63.95 (Sugg. US List)
Paperback
423 Pages
© 2010
REQUEST a review copy!
Jones and Bartlett