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1. "If we need a million dollars, all we
need to do is get 1,000 people to give us $1,000 each."
Creating "grass-roots" campaigns will
usually only work in projects where there is a pre-determined
number of prospects - memberships, churches, etc. In most
community campaigns, the concept of equal sacrifice (wealthier
people give more than less wealthier people) must be used to
insure reaching goals.
2. "There is no way 'Mr. Smith' will make a
gift to this campaign ... he doesn't give!"
There is a tendency to assume certain
prospects won't give, but a true campaign builds the campaign
atmosphere and leadership confidence necessary to have a
reasonable expectation most people who are asked, correctly, will
give. Outside counsel should base decisions on capability ... and
then determine willingness.
3. "Let's do the first part, and then see
how that goes before we decide how to do the rest of it."
A key to virtually every campaign is a
comprehensive, yet flexible, campaign plan that shows the path to
reaching a pre-determined goal. Unless an organization has a
blueprint for success a campaign really can't succeed.
4. "There is no way I can ask anyone for
that much money."
Major gifts are critical to a campaign's
success. Many people, and companies, are committed to making their
community a better place by making what are, to many people, an
extraordinary gift. If you don't ask for a major gift, most
prospects will never think to make one. Remember, 80% of the funds
you raise will come from 20% of your donors. This is true in
virtually every successful campaign. Proper training by
experienced counsel can ensure that gift levels are at a maximum
and the solicitation is conducted properly.
5. "I'm donating my time, I shouldn't have
to make a sacrificial, or any other type of, gift."
If the very people closest to the
organization - the ones who should be most committed - don't make
gifts, then why would anyone else? Board members in particular are
important. Even if no single individual can make a major gift,
often times the Board of Directors as a group can make the
leadership gift.
6. "This campaign will last until its
finished ... even if it takes years!"
A solid timetable, with built-in
"mini-goals", is crucial in order to keep a campaign moving. Built
in "pressure points" will help create faster decisions from
prospects and keep leaders focused on the campaign. Most
importantly it will avoid the campaign "dragging on".
7. "We raise a lot of money every year, we
can easily do a capital campaign."
Capital campaigns are different. You are
asking people to buy into your vision, not just your immediate
goals. You are asking them to make multi-year commitments to your
cause and that requires a special level of commitment. Often times
it is harder for donors to see the need for bricks and mortar -
especially if your normal fund raising is centered on social
services needs.
8. "We can save a lot of money by
"piggybacking" on our current development efforts."
Campaigns are different. A unique theme,
materials, style and plan must accommodate these differences. The
campaign must become the focus of the organization's efforts.
9. "We have to get a lot of publicity. Once
people know why we need this money, people will gladly give."
Actually, news articles and television
reports are not extremely helpful in raising money. People are
inundated with emotional appeals and are not generally moved to
make major gifts because of press accounts. Newsletters and
personal letters are most effective in reminding already solicited
prospects they need to make a decision. Publicity must be a part
of the overall campaign plan and is not a substitute for good
planning and implementation.
10. "Fund raising counsel is too expensive.
Our own staff can do it and we have a couple of board members who
have been chairpersons of some other campaigns.
Campaigns managed by counsel usually raise
more money than campaigns run without counsel. For the most part,
counsel-driven campaigns take less time, use leaders more
effectively and the total cost (expenses plus fees) is usually
less than 10-15% of the funds pledged. Experienced staff is
helpful, but can they do their normal responsibilities and conduct
a major campaign? Experienced fund raising volunteers are
important but no substitute for the efforts of an experienced
manager to make sure a solid campaign plan is in place and
executed. Besides, it is usually the campaign director motivating
the volunteers.
Major institutions (hospitals ,
universities, etc.) make use of counsel during campaigns even
though they employ highly paid, experienced staff and usually can
attract experienced volunteer leadership. They know campaigns
require a special effort the special skills of outside counsel.
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