Description
Book SynopsisThe Fundraising Feasibility Study
It''s Not About the Money
This in-depth and accessible collection of essays by fundraising experts goes a long way in demystifying the capital campaign feasibility study. . . . It is a must read for administrators and trustees of any charitable organization considering embarking on a capital campaign.
-John Bloom, Director-Advisory Services
RSF Innovations in Social Finance
At last, a book that tells all about a pre-campaign development planning study (aka feasibility study). From the role of the organization and its board to the role of the consultant and development staff, this book documents how readiness is the path to success . . . . If you''ve always wondered how conclusions are drawn, findings explained, and recommendations developed, read this book. It''s all here.
-James M. Greenfield, ACFRE, FHP,
author, Fund Raising: Evaluating and Managing the Fund Development Process and Fundra
Trade Review"If you want to learn as much as possible in one publication about precampaign feasibility studies, this is the book for you." (
CharityChannel.com, 7/28/08)
Table of ContentsABOUT THE EDITOR XV
ABOUT THE AUTHORS XVII
PREFACE XXI
CHAPTER 1 Stepping Up to the Challenge—Philanthropic Program Effectiveness 1
Martin L. Novom, CF RE
Important Trends 1
An Increase in Requests for Charitable Contributions 1
Intensification of Public Scrutiny on the Nonprofit Sector 2
Greater Attention by Donors on Improving Fundraising Effectiveness 2
Increased Emphasis on Improving the Quality of Relationships with Donors 3
How Nonprofit Organizations Are Responding to These Trends 3
Increasing Philanthropic Program Budgets 3
Renewed Emphasis on Ethics and Ethical Behavior 4
Greater Focus on Strategic Thinking in Philanthropic Programs 4
Increasing Sophistication of Trustees and Staff 4
Is This Enough? 5
Paying Attention to Risk 5
Minimizing Risk and Maximizing Effectiveness 6
CHAPTER 2 Looking in the Mirror—What Is a Precampaign Planning Study? 7
Elliot S. Oshry, CF RE
Introduction 7
Planning or Feasibility? 7
Benefits of a Well-Crafted Study 8
Case for Support 9
Gift Table 9
Quality Control 10
Educational Organizations 12
Healthcare Organizations 12
Areas of Inquiry 13
Objectives and Deliverables 14
Process 14
Timing 15
When to Do a Study 16
Summary 17
CHAPTER 3 Standing at the Threshold—It Takes More Than a Feasibility Study to Get Ready for a Capital Campaign 19
Betty Ann Copley Harris, FA HP
Introduction 19
Are You Ready to Undertake a Capital Campaign? 20
Why Conduct a Study? 21
Two Years before Starting a Campaign 21
One Year before the Campaign 21
Six Months before the Campaign 22
Form a Precampaign Planning Committee 22
You Know You’re Ready When . . . 23
What You Want from Your Feasibility Study 23
Elements of Campaign Success 24
Benefits of a Feasibility Study 25
Gaining Internal Consensus 25
Board Members Begin Thinking of Their Own Commitments 26
The Urgency of the Case for Support Is Validated 26
Top 10 Prospects Are Qualified 26
Cultivation Value 27
Donors Are Asked for Advice 27
The Fundraising Acumen of Leaders and Staff Is Tested 27
Development Off ice Readiness Is Assessed 27
Your Image in the Community Is Confirmed 28
The “Feasibility” of Your Campaign Goal Is Tested 28
The Best Sources for Campaign Leadership Are Confirmed 29
Timing for Your Campaign Is Indicated 29
Other Important Discoveries 30
Benefits Beyond the Dollars Raised 30
When a Feasibility Study Is Unnecessary 31
CHAPTER 4 Development Assessment—Ready! Aim! Fire! 33
Anne Peyton, CF RE, CF P
Rocket Science and Magic Bullets 35
“We Want to Start a Campaign . . . ” 36
Speak Truth in Love to Power 37
What’s in a Development Assessment? 37
Audit or Assessment ? 38
Methodology 38
Recommendations 39
“You Can Start the Process”—Resources to Help You 40
“What’s in It for Me? So What?” 42
A Governance Assessment? 43
Development Assessment and/or Precampaign Planning Study? 45
“Whew, That’s a Lot to Think About” 46
CHAPTER 5 Ensuring Successful Outcomes—Assignment of the Tasks 49
Linda Lysakowski, A CF RE
The Consultant 49
The Steering Committee 51
Chief Development Officer 54
Chief Executive Officer 56
Administrative Support Staff 57
The Board 58
The Interviewees 59
A Word about the Report 61
Summary 62
CHAPTER 6 Listening to the People—Selection of Interviewees 65
J .A . Tony Myers, CF RE
Introduction 65
Choosing the Right Categories of People: Giving Voice to Constituents 66
Whom Do We Choose? (Concerns about Stacking the Deck) 67
Listening Deeply 69
Ensuring Those Who Can Make a Difference Are Heard 70
Access to Wealth: How Money Is Created and Distributed in Our Culture 70
Movers and Shakers and the Reputation of Your Organization 71
Making Sure That Potential and Current Volunteer Leaders Are
Given an Inside Seat 73
Creating an Atmosphere and an Opportunity for Leading Contributors to Help in the Development of Potential Campaign Momentum 73
Finding Room for Critics and Gadflies 74
Gadflies 75
Fitting the Design of the Study to the Ethos and Culture of the Organization! 76
Authentic Leadership 77
The Attractiveness of Developing Greater Distinctiveness 77
Summary and Conclusions 78
CHAPTER 7 Coming from Donors—Conduct of the Interviews 79
Betty Ann Copley Harris, FA HP
Introduction 79
Capturing the Interest of Donors to Participate in Your Study 79
Letter of Invitation to Participate 79
Scheduling the Interviews 80
Anticipating Questions and Objections from Invitees 80
Preparing for the Interview 81
Conducting the Interview 81
CHAPTER 8 Telling Our Story—Use of the Case for Giving 85
William L. Carlton, A CF RE
The Statement of Need 85
Outgrowth of Strategic Plan 85
Consensus of the “Family” 86
Distinctiveness of the Document 86
A Common Guide Outline 87
Anticipating Concerns 88
A First and Lasting Impression 89
CHAPTER 9 Sifting and Sorting—Compiling of the Data 91
S. Sanae Tokumura, A PR, A CF RE
Garbage In, Garbage Out 92
The Next Step 92
Interpretation 93
Affinity 94
Respect 95
Case for Support 95
Confidence 96
Philanthropic Readiness 96
Issues 96
CHAPTER 10 Tell Me What I Say—Findings, Conclusions, and Recommendations 99
Eugene Scanlan, CF RE, PhD
An End and a Beginning 99
The Quality Report 99
The Report Process—It’s More Than Paper 102
The Report and Variations on a Theme 103
Element 1: The Executive Summary 104
Element 2: The Consulting Process 106
Element 3: Findings 107
Element 4: Analyses (or Conclusions) 109
Element 5: Recommendations 111
Element 6: Attachments 114
Other Considerations 115
Conclusions 116
CHAPTER 11 What Strengthens Our Institution—Integrating Results 117
Linda Lysakowski, A CF RE
Success Factors 117
Typical Study Process Issues 119
Public Relations 119
Staffing 120
Donors and Volunteers 120
Overcoming the Obstacles 121
The Campaign Plan 122
Campaign Timeline 123
Campaign Budget 124
Scale of Gifts and Numbers of Prospects 124
Organizational Chart and Position Descriptions for Campaign Cabinet 125
Study Report Results 126
Following Up on Recommendations 126
Validity of the Study 127
Extenuating Circumstances 127
CHAPTER 12 Seeking Help—The Benefits and Burdens of Working with a Consultant 129
Simone P. Joyaux , A CF RE
What Is a Consultant? 129
Who Decides That Your Organization Needs a Consultant? 130
When Does Your Organization Need a Consultant? 131
Your Organization Needs an Expert 131
Your Organization Needs Additional Resources 132
Your Organization Needs Objective Outside Evaluation 132
But Maybe Your Organization Does Not Need a Consultant! 133
Is Your Organization Ready for a Consultant? 134
The Benefits of Working with a Consultant 135
The Burdens You Face When Working with a Consultant 136
The Consultant as Change Agent 137
What Expertise Should You Expect in Your Consultant? 138
What Kind of Consultant Do You Want? Here’s What I Want 139
Use the Interview to Help You Pick the Right Consultant for Your Organization 141
Check References! 142
Summary 143
CHAPTER 13 Taking It Home—Applying What You Learned 145
Martin L. Novom, CF RE
Introduction 145
Further Exploration—When There Is Little Pressure to Pursue a Study 145
Why Look Beyond This Book? 146
Considerations for Consultants 147
Applying the Subject Matter—When a Study Seems Likely 149
Green Light, Red Light 150
The Most Positive Situation 150
The Most Negative Situation 150
A Solo Inquiry or One with an Institutional Authority 151
Utilizing the Information in This Book 151
Determining Readiness for an Expenditure of Organizational Resources 152
Moving Slowly or Moving Rapidly 152
Moving Slowly 152
Moving Quickly 153
Who Decides? 153
Networking with Other Organizations 154
Summary 154
My Final Thoughts—We Can Make It Much More Than a Diagnostic Tool 155
APPENDICES 157
APPENDIX A Planning Study Action Plan 158
APPENDIX B Letter Requesting Names of Interviewees 159
APPENDIX C Potential Participants Form 160
APPENDIX D Planning Study Interview Schedule 162
APPENDIX E Letter Requesting an Interview 164
APPENDIX F Telephone Script 165
APPENDIX G Letter Confirming Interview Appointment 167
APPENDIX H Planning Study Appointment Schedule 168
APPENDIX I Appointment and Personal Data Form 170
APPENDIX J Interviewer Questionnaire 172
APPENDIX K Letter Thanking Participant(s) 176
APPENDIX L Mountain View Waldorf School Feasibility Study Report 177
APPENDIX M Jersey University of Pennsylvania Planning Study Report 221
APPENDIX N AFP Code of Ethical Principles and Standards of Professional Practice 273
APPENDIX O AFP Donor Bill of Rights 274
BIBLIOGRAPHY 275
INDEX 281
