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by Linda Lysakowski, ACFRE
Life After the Campaign
The campaign is over and generally the first thing staff is ready to do is to kick back and relax after the final campaign celebration. A well-deserved vacation, or at least a few days off is probably a good idea. However, before the glow of a successful campaign fades, the organization should think about how it can “capitalize” on its success to build a stronger development program and stronger organization for the future.
One of the major benefits of a successful campaign is that it leaves the organization much stronger than it was prior to the campaign. The reasons for this are several:
- The campaign starts with an internal assessment and
from that assessment will come recommendations to strengthen
the infrastructure of the organization.
- The increased public relations efforts during a campaign
will result in a heightened awareness of the organization
in the community.
- The involvement of volunteers in the campaign will
provide future volunteer fundraisers for the organization’s
ongoing development efforts.
- Staff will benefit from working with a consultant and will gain knowledge and experience that will be an asset to them and the organization.
Soon after the end of a campaign, there should be a debriefing with the board, staff and campaign volunteers to discuss what went right, what went wrong, what should be done differently next time, and how to build on this success to enhance the organization’s development program.
The database system developed for the campaign must be maintained on an ongoing basis, and pledge reminders need to be sent out to ensure a good collection rate on pledges. Donor pledges should be tracked and when the pledge is paid off, it may be time to invite the donor to increase their annual giving. This may even be done while pledges are being fulfilled. Some organizations fear asking donors for additional funds, but once a donor has supported a major project, their level of interest in the organization as well as their level of commitment is generally increased dramatically, and they are more likely to support the organization on an ongoing basis.
Staying in touch with donors on a regular basis, keeping them updated on the progress of the campaign and the project are important. Inviting all donors to the dedication and open house when the new facility is completed are steps that sometimes get overlooked. But remember, the key to successful fundraising is relationships, relationships, relationships; so, in order to build these good relationships the organization needs to maintain good donor communications.
Like donors, campaign volunteers will have developed more awareness and commitment to the organization. Keeping campaign volunteers involved in the organization’s ongoing development efforts can be a real boost to fundraising efforts. Volunteers can help in the annual fund drive, major gifts programs, and planned giving campaigns, especially those who have been involved in making personal solicitations. They will have the training to be effective fundraisers because of their involvement in the campaign. Some of these volunteers might also be invited to serve on the board or the development committee.
The board’s role in the campaign may have been the first exposure they have had to the importance of their own giving. This commitment should be built upon in future annual appeals, by starting every year’s fundraising program with an annual board appeal. through their involvement in the campaign, board members, like volunteers, will have more experience and knowledge about fundraising so they can now be invited to get more involved in the organization's ongoing development efforts.
The increased public awareness of the organization during the campaign can help it tremendously. Media contacts made during the campaign should continue to be cultivated for their ongoing support of the organization. Getting stories in the newspaper about the increased services the organization is able to provide because of the successful campaign will help in future fundraising efforts.
One of the biggest fears of organizations ending a campaign
is that they now have knowledgeable staff that has been
through the campaign process, developed close relationships
with donors, and learned from their work with consultants.
How do they keep those staff people in the organization?
Providing opportunities for continued growth are important
for staff. Allowing them to expand into new roles within
the organization, recognizing them for their efforts during
the campaign, and publicly acknowledging their work can
all be benefits that can keep staff committed to the organization.
For organizations where there was not a development department
in place before the campaign, staff may have been moved
from other departments to work on the campaign. If the organization
has not had a development office before, this may be the
time to consider having those staff serve in development
roles permanently. Or if new staff has been hired for the
campaign, these people may be considered for permanent employment
in the organization since they now have a commitment to
the organization and valuable experience.
For some organizations a capital campaign may be a once in a lifetime occurrence. For others they will be ready for another campaign within a few years after the current one ends. Regardless of which situation your organization is in, don’t miss out on the opportunity to build a stronger organization after the campaign ends.
Case Study:
The Jewish Foundation of Manitoba
The Jewish Foundation of Manitoba searched for effective method of increasing the JFM’s profile in the community while expanding the JFM’s donor base, and increasing the size and frequency of major gifts and endowments.
The Challenge:
David Cohen was appointed Executive Director of the Jewish Foundation of Manitoba (JFM) in 1991. Coming to the JFM from a 30-year career as an investment advisor, Cohen was astonished to discover that the JFM did no marketing, nor any advertising, and did not practice any active donor solicitation. The Foundation had accumulated $10 million in assets solely through random acts of generosity.
The JFM serves a community of 15,000 Jews in Manitoba.
Through research, Cohen established that his target
market comprised some 5000 family units, of which
approximately 500 had some commitment capacity. Out
of that number, perhaps 200 families had a strong
discernable attitude to charity.
David Cohen began to search for effective methods
of increasing the JFM’s profile in the community,
expanding the JFM’s donor base, and increasing
the size and frequency of major gifts and endowments.
At a 1993 fund raising trade show Cohen encountered
a successful fund-raising program entitled the Book
of Life.
Used by the Jewish Community Foundation of Southern Arizona in Tucson, donors participating in the Book of Life program would enter their names along with a very short paragraph about themselves. Cohen saw great value in developing donor relationships but he still had to communicate to his Board members that the Book of Life had application for the JFM. The JFM Board of Directors was initially skeptical; however, Cohen convinced them of the program’s potential, and it was implemented in 1997.
Cohen theorized that placing the Book of Life in a highly trafficked area would encourage people to browse through the Book, read the paragraphs about each donor, talk about them and then be motivated to become Signers themselves. The goal was to maximize his foundation’s exposure while simultaneously developing new and existing donor relationships. Once in place however, viewing the Book of Life revealed a dilemma: - making the Book accessible to all was inviting its deterioration and eventual destruction.
The Solution:
The solution was PlannedLegacy. PlannedLegacy offered a unique and stylish interactive kiosk that could be used to provide continuous, public access to all Book of Life entries.
The PlannedLegacy interactive kiosk provided the opportunity for participants to evolve their short biographical paragraphs to full family stories and tributes complete with multimedia elements. Bridging technology and tradition the PlannedLegacy Solution overcame geographical and generational boundaries by also placing the donor stories and JFM marketing information onto the Internet through JFM’s existing Web Site.
The final aspect of the concept to be refined was the Signing Ceremony. The Signing Ceremony is a tribute event where Book of Life participants are recognized, in the company of family and friends, for their commitment to the JFM. During the Signing Ceremony participants are presented with beautiful plaques containing a printed version of their life story. By adding an entertainment segment open to the public, the Signing Ceremony has also been an excellent method of establishing community awareness of the foundation’s initiatives.
The results have been spectacular. By 2001 there were 225 Signers in the Jewish Foundation of Manitoba’s PlannedLegacy Endowment Book of Life. In 2002, another 55 Signers will add their stories, and make their commitment to the JFM. The JFM has already received $1,500,000 in legacy gifts and $500,000 in cash gifts from only 10 of those 225 Signers. Based on a very conservative presumed average gift of $10,000, the JFM has a minimum of $2,800,000 in potential gifts. Their actual experience suggests that number will be much higher. What is the ROI for the PlannedLegacy Endowment Book of Life Program? Conservatively calculated – 40 to 50 times the initial investment!
For further information go to the PlannedLegacy website
More in this series:
What Is a Capital
Campaign, and When Do You Need One?
Are You Ready
for a Campaign?: Infrastructure
Are You Ready
for a Campaign?: Board, Volunteers, and Donors
Developing Your
Case for Support: Telling Your Story
Developing Your
Case for Support: Preparing Prospects for the “Ask”
The Planning
Study: Internal Assessment
The Planning
Study: External Assessment
The Campaign
Plan: Structuring Your Campaign
Budgeting the
Campaign
The Campaign
Cabinet & Other Campaign Volunteers
Identifying
and Cultivating Donors
Making the
Ask
Campaign
Events & PR
Recognition
and Stewardship
Life After
the Campaign