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You are here > Home > A Real Life Approach to Endowment Building



A Real Life Approach to Endowment Building

by Cynthia M. Adams, CEO, GrantStation

Part One - Are You Ready to Build an Endowment?

Part Two - Initial Decision-Making: Why You Need an Endowment

Part Three - Initial Decision-Making: The Fund's Structure and Management

Part Four - One Step at a Time: The MOA and a Name

Part Five - The Best Laid Plans

Part Six - The Quiet Campaign

Part Seven - Tying off Loose Ends: Opening Pandora's Box

Part Eight - The Advisory Board Work Session

Part Nine - First Gifts, Next Steps

Part Ten - Endowment FAQ: Answering Readers' Questions

The Best Laid Plans
Part Five

As I said, life likes to present us with challenges, and our Advisory Board was presented with a large one!

One of our most prestigious Advisory Board members passed away. This wasn't a lingering illness. He was just there one day, and gone the next. It was as if he had gone off on a vacation and we couldn't get hold of him. (In fact, that's how I like to think about him now.) It was a blow, and unbearably sad for all of us. He was much loved. And, he was one of the primary founders of this organization in the late 1960s.

His unexpected loss certainly made the case for why it is so imperative for this organization to provide a vehicle for planned gifts now by creating an endowment fund.

The survey we had distributed asking for potential names of the endowment fund began to come back in with this founder's name suggested. It seemed appropriate that we have a designated fund within the endowment in the founder's name - but not that the entire endowment fund should be named after him. With that in mind, the Advisory Board settled on a name, and agreed to establish a designated fund within the endowment in the founder's name.

It was apparent we needed to move the endowment launch forward quickly in order to capture everyone's interest in making a gift in our dear friend's memory. So, Plan B evolved.

I suggested that instead of running a major endowment campaign right away (which would involve writing a case statement, conducting a feasibility study, creating a timeline, and basically designing the campaign from top to bottom) we run a "quiet campaign" to get the fund established and take advantage of people's desire to make gifts immediately.

Our plan then was to run a limited campaign targeting a small group of people who would help us establish the fund at $100,000 by the end of six months.

This quiet campaign would allow the Advisory Board to 1) get our feet wet by learning to ask for support, and 2) use the first $100K as lead gifts when we launch the campaign later in the year.

Next week, we'll explore how best to proceed with our quiet campaign.

 

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