This is article 7 of 12 on Capital Campaign strategies, click here to read Pat’s previous articles.

Somehow, we have lost sight of “high touch” in our high-tech society. The most popular method of raising funds is direct mail because it can be cost effective and easy. Direct mail can saturate a large segment of people, communicate a compelling story, and make a credible request for funding. But direct mail is impersonal and rarely builds the depth of relationship required for a six- or seven-figure gift. Imagine how challenging it would be to only communicate with your potential spouse through mail or email. The relationship can only go so far without personal contact. My point is that you will find it very difficult, if not impossible, to conduct a capital campaign by direct mail, email, or your website.

To clarify this point, here are the close ratios for the most popular methods of fundraising practiced in the US and Canada.

Do you want to be successful with your capital campaign? Here is a very simple 4 “C” formula. See the people. See the people. See the people. And see what God will do!

One major donor ask in a capital campaign can produce more gift income than an entire year of direct mail. One well-prepared major donor prospect can provide the momentum to either catapult a campaign from its beginning (quiet/leadership phase) or provide the final gift to create a fulfillment celebration. Getting personally acquainted with your high-capacity donors will make a significant impact on your capital campaign. If you want to be successful with your campaign, invest the time and money to personally get to know your major-donor prospects and suspects.

Cultivating major donor relationships doesn’t have to take years. Having a board member or donor introduce you to their circle of friends cuts down your relationship-building time. Ask a friend to host a small friend-raising gathering in their home. These informal events are great ways to meet new potential donors and share your ministry story.

A Remarkable Story

Jeff, a board member, invited a few friends to his home to introduce them to the great work a of a local rescue mission. The mission had launched a capital campaign to remodel an apartment building for their women’s transitional housing program. Only four couples attended—it’s not how many who come, but who comes.

Jeff welcomed everyone and shared why he and his wife were involved with the mission. He introduced the executive director who spoke briefly about the mission’s history, vision, programs, and impact. Then the director introduced the women’s shelter director who began her presentation with this stunning statement, “I spent 17 ½ years of my life behind bars.” Instantly, she had everyone’s attention. She shared her compelling conversion experience and how God had totally changed her life.

This donor briefing would have been successful, had it stopped right then—but there was more. The women’s shelter director introduced Teri, a beautiful 23-year-old woman who had made some bad choices, landed in jail, and temporarily lost custody her two young children. Upon her release from prison, Teri enrolled in the mission’s transitional shelter program where Jesus Christ miraculously transformed her life. She regained custody of her children and was ready to start over with the joy that can only be found in Christ.

At the end of her testimony, there was not a dry eye in the room. The executive director closed the program by asking guests to fill out a response card indicating when they might be available for a follow-up conversation. The hostess offered coffee and dessert, and everyone enjoyed a time of fellowship. Immediately, two couples asked if they could tour the facilities and scheduled appointments right then.

One older man named Richard made an interesting comment, “You know, the symphony visits often and asks for $25,000 for this project, and $25,000 for that project, but they aren’t changing lives like your program.” This gentleman was on the rescue mission’s prospective donor list, but the executive director had never met him because he couldn’t get past his administrative assistant. That night, Richard became a friend of the ministry—because a friend invited him.

There is no magic formula for building your donor base. The best strategy is friends sharing with friends. The rescue mission connected with four new friends at this briefing without using a PowerPoint presentation, video, or a 4-color brochure. They just simply shared a powerful story of how Jesus Christ was impacting lives through their ministry.

Take the time to cultivate relationships with your major donors, it’s worth every minute!

About the Author: Pat McLaughlin President/Founder – Pat started The Timothy Group in 1990 to serve Christian ministries as they raise money to advance their missions. TTG has assisted more 1,800 Christian organizations around the world with capital, annual, and endowment campaigns. More than 25,000 of Pat’s books, Major Donor Game Plan, The C Factor: The Common Cure for your Capital Campaign Conundrums, and Haggai & Friends have helped fundraisers understand the art and science of major donor engagement. Pat makes more than one hundred major donor visits annually and provides counsel to multiple capital campaigns.

A successful capital campaign is a series of small, individual campaigns customized for ten to one hundred of your most capable donors. If you have not caught this yet, catch it now. Major donors can and will carry the day in your capital campaign. Bigger dollars add up faster. Five-figure gifts are very important to any campaign; six-figure gifts are even more important. But seven-figure gifts really get you rolling toward campaign fulfillment.

Lakeland Christian School in Florida had never received a seven-figure gift. They created a strategic ministry plan, starting with defining their preferred future―what they wanted to build to ensure and enhance their future. There was some rolling of the eyes, and then they jotted down some huge numbers, almost ten times their previous campaign goal. The next step was to conduct a pre-campaign study to identify who might be able to give at the six- to-seven-figure level. They identified, asked for, and secured five seven-figure gifts and several six-figure contributions. Steve Wilson, the advancement director, and the campaign team secured two gifts of $2,000,000; three gifts of $1,000,000; two gifts of $500,000; and three gifts of $250,000. That is a very strong top-ten donor list!

Steve, headmaster Dr. Mike Sligh, and the campaign team did an excellent job of creating a series of small mini-campaigns designed specifically for select high-capacity donor prospects and suspects. Steve personalized some individual proposals to the point of even including the names of children and grandchildren. He even got inspired one evening and, by burning the midnight oil, created a personalized naming opportunity for a brand new million-dollar-capacity donor. The proposal called for a naming opportunity for the donor and a very close friend who had helped him make millions in their joint business careers.

Steve and his team of volunteers are still soliciting gifts in the high six- and seven-figure category. He continues to look at ways to get specific in each of those major-donor requests. Steve understood this principle and worked it to near perfection. He is very willing to vary the pitch. No conundrums in their campaign!

In your pre-campaign study, your top ten donors should account for one third of your campaign goal. Ask the tough questions upfront. Who are those donors? How well do you know then? Can you call them and schedule a personal appointment in a week or so? Treat each major-donor prospect and suspect as a mini-campaign. Define their hot buttons and invite them to give in their areas of interest and passion. Clearly define in their individualized proposals what you have determined excites those major donors and causes them to “pound the table” with excitement. Now this all assumes you have those major-donor relationships. If you have not built and enhanced those relationships, you may need to identify that potential campaign conundrum. Back up, extend your campaign planning a bit, and build those relationships. Look at who personally knows those major donors and can connect you. Practice the six R’s of major donor strategy: Research, Relationship, Request, Recognize, Recruit, and Report.

1. Research. Who do you know? The top ten gifts to your campaign will most likely come from donors who have had long term relationships with your organization. Dig into the donor list to uncover hidden donors. Namestorm a list of church members, Christian business leaders, and family members who could give if they understood the opportunity. When you have identified your individual prospect, research everything you can about their giving interests and connection to your ministry.
2. Relationship. Donors need time to consider a gift. Building donor relationships is a marathon, not a sprint. That’s why it’s imperative to start now. You don’t ask someone to marry you on the first date. Has your prospect been properly cultivated for this ask? What information do they need about your organization to make an informed giving decision? How can you draw them closer to your mission and vision? Who else from your organization should your prospective donor meet?
3. Request. Major donors want to know what you want. Ask for a specific gift based upon the donor’s interests. Think about why you are asking for money in the first place. Reconnect them with your organization’s mission and why you are involved. Your passion and commitment for the cause is one of the most important influences on your prospect. Share personal impact stories your ministry has made in the lives of those you serve. Focus on the benefit, the impact, and vision.
4. Recognize. It’s critical that donors be thanked appropriately and often. Regardless of their response follow up within 24 hours with a handwritten thank you card. If they committed to an amount, send a confirmation letter. Remember, securing a successful gift is a combination of the right person asking the right prospect the right amount for the right purpose and in the right way.
5. Recruit. Expand your donor development team by asking your current donors to identify others who could join them in partnering with you. The strongest asks are peer to peer. Would your donor open the door to his or her circle of influence? Would they become a champion for your cause? Would they host a donor gathering in their home and invite friends to hear a presentation?
6. Report. Some organizations take the gift and never talk to the donor again. Silence is a critical error. Continue to update donors on your progress. You should steward your donors with seven unique touches annually: a visit, a tour, prompt thank yous, personal stories about your successes, newsletter, annual report, personal calls, etc.

   Your campaign will move forward one conversation at a time. Focus on your key donors and present your giving opportunity with confidence.

About the Author: Pat McLaughlin President/Founder – Pat started The Timothy Group in 1990 to serve Christian ministries as they raise money to advance their missions. TTG has assisted more 1,800 Christian organizations around the world with capital, annual, and endowment campaigns. More than 25,000 of Pat’s books, Major Donor Game Plan, The C Factor: The Common Cure for your Capital Campaign Conundrums, and Haggai & Friends have helped fundraisers understand the art and science of major donor engagement. Pat makes more than one hundred major donor visits annually and provides counsel to multiple capital campaigns.

This principle clearly articulates the biblical truth that without vision the people perish. (Proverbs 29:18, KJV) Wow, pretty tough revelation. Do you think Solomon, who was one of the wisest men who ever lived, is saying that without vision we are going to die? Well, yes, as a matter of fact that is exactly what he is saying.

Major donors in the US, Canada, the United Kingdom, and New Zealand—all places where we have worked and conducted capital campaigns—want to fund vision. Most major donors who have the capacity to give big dollars have no interest in funding the past (debt service), and frankly, most do not have much interest in helping you fund the present (annual/operational) budget. Our experience and research indicate that major donors want to help you make a difference in the future (your organizational vision). I shared this concept in my book Major-Donor Game Plan. The quality of your organizational and campaign vision will impact the quantity of your major donor participation.

If the 90/10 rule is a reality (90 percent of your capital campaign dollars may be given by 10 percent of your donor constituency), it is imperative to clearly define and re-define your vision statement. Write it in stone, shout it from the rooftops, and make it known throughout your organization to all your target audiences. Haddon Robinson, former president of Denver Seminary, made this awesome statement regarding vision and how it grasps your constituents.

“Leaders lift people’s eyes to what matters. By bringing the eternal into time they summon Christians to a different perspective. Leaders must not only see the city; they must also talk about it in plain words their followers can grasp and that grasp their followers.”

How high is your organizational vision? Is it high enough to attract major and mega donors who have the capacity to help you achieve that vision? Lay strategy early and share these two elements with all your target audiences: the uniqueness of your ministry (what sets you apart from others), and your organizational vision (where you are going and how you intend to get there).

About the Author: Pat McLaughlin President/Founder – Pat started The Timothy Group in 1990 to serve Christian ministries as they raise money to advance their missions. TTG has assisted more 1,800 Christian organizations around the world with capital, annual, and endowment campaigns. More than 25,000 of Pat’s books, Major Donor Game Plan, The C Factor: The Common Cure for your Capital Campaign Conundrums, and Haggai & Friends have helped fundraisers understand the art and science of major donor engagement. Pat makes more than one hundred major donor visits annually and provides counsel to multiple capital campaigns.

Come on, Pat, you say. This surely cannot be an overarching principle for conundrum-free campaigns. If your organization does not have a real and felt need to raise capital dollars, then your efforts are going to be a bit like pushing spaghetti uphill. I mean warm, wiggly, soft spaghetti. It is going to be a tough sell to your donor audiences.

As we enter post-pandemic times, there are incredible opportunities for raising funds—no question. There are plenty of resources available in the stewardship/philanthropic marketplace. But there are also plenty of options for donors to invest their dollars. Many donors give to multiple organizations, so their loyalties are often broad.

Perhaps the most critical question you can ask internally is, “What do we really need to fund in our organization right now?” If there is a split second of hesitation in your answer, your capital campaign needs some additional planning. Have you created an internal wants and needs lists? If you had all the financial resources you needed, what would your organization accomplish? Have you asked the right questions of your leadership team, staff, volunteers, key stakeholders, and customers or service recipients? Many capital campaign conundrums are self-induced. We just flat out fail to plan.

Yogi Berra, famed New York Yankee catcher and major league manager is often quoted, “If you don’t know where you are going you are liable to end up someplace else,” and “When you come to a fork in the road . . . take it.” Many organizations have launched down the wrong path because they did not do their homework. If you ask the tough questions upfront you increase your chances for success by determining if your plan and timing is right to raise capital dollars.

Campaigns are successful when you have a clear vision, specific dollar needs, committed board, staff, and volunteers, a leader willing to raise money, and a sense of urgency. Don’t move forward until you have these key elements in place.

One more perspective on planning and identifying the best time to raise capital dollars comes from Sir John Harvey Jones (Sir indicates Mr. Jones has been knighted by the Queen of England). He made this profound statement on planning: “Planning is an unnatural process, it’s more fun to get on with it. The real benefit of not planning is that failure comes as a complete surprise and is not preceded by months of worry.”

About the Author: Pat McLaughlin President/Founder – Pat started The Timothy Group in 1990 to serve Christian ministries as they raise money to advance their missions. TTG has assisted more 1,800 Christian organizations around the world with capital, annual, and endowment campaigns. More than 25,000 of Pat’s books, Major Donor Game Plan, The C Factor: The Common Cure for your Capital Campaign Conundrums, and Haggai & Friends have helped fundraisers understand the art and science of major donor engagement. Pat makes more than one hundred major donor visits annually and provides counsel to multiple capital campaigns.

We have seen many failed campaigns over the years that were launched without feasibility studies. A pre-campaign study is crucial for a successful comprehensive capital campaign to address annual, capital, and endowment funding needs. This vital research will help you avoid campaign conundrums by revealing your organization’s strengths and weaknesses. A study will discover factors supporting your success, and any challenges you should focus on before launching your campaign.

A pre-campaign study is like taking your car to your mechanic for an inspection before leaving on vacation. No one wants to breakdown in the middle of nowhere with your family. Sadly, some campaigns that launched with enthusiasm have stalled on the side of the road waiting for a tow. Unaddressed weaknesses are the little sounds coming from under the hood that could blow up your campaign. What you don’t know can and will hurt you. If you neglect to address these issues before you start the quiet phase—be afraid, be very afraid!

Your board needs answers to key questions. Does your constituency understand your campaign? Are the right team members in the right positions? Do you have the appropriate number of staff to manage a campaign? Can your donor software track a multi-faceted, multi-year campaign? Does your existing donor base have the capacity to fulfill your campaign without impacting your annual/operational campaign? Are there are any public relations/branding issues that could negatively impact your organization?

Let me share a real-life example of what a study can reveal. We just completed a pre-campaign study for a national organization with local and regional ministry centers. Study participants identified several weaknesses that might limit a successful campaign. Few in the community could identify the mission, vision, and core values of this seventy-five-year-old organization. Their board lacked influence and affluence. Volunteers were unwilling to invest their time, talent, and treasure, and the most telling data point—the organization had limited major-donor relationships.

We did not believe a campaign was the right next step for this organization and encouraged them to push pause. Instead of moving ahead, we recommended they take twelve months to strengthen their board, cultivate major donors, and increase their public awareness. As this organization tackled its weaknesses, their strengths began to emerge.

A pre-campaign study will test your assumptions about your case, capacity, and likelihood for success. Your data might flash a red light of caution and reveal some significate changes you must make before moving forward. Perhaps you’ll get a yellow light that will cause you to tap your brakes for a moment before launching a campaign. When your research gives you a green light, you can move forward with confidence. Turn your weakness into strengths and lay the foundation for a successful campaign!

About the Author: Pat McLaughlin President/Founder – Pat started The Timothy Group in 1990 to serve Christian ministries as they raise money to advance their missions. TTG has assisted more 1,800 Christian organizations around the world with capital, annual, and endowment campaigns. More than 25,000 of Pat’s books, Major Donor Game Plan, The C Factor: The Common Cure for your Capital Campaign Conundrums, and Haggai & Friends have helped fundraisers understand the art and science of major donor engagement. Pat makes more than one hundred major donor visits annually and provides counsel to multiple capital campaigns.

From my perspective, the real benefit of a capital campaign case for support is that you can use it to test your assumptions. If the case for support for your capital campaign is clear, compelling, and visionary, your donors will buy into your case and support it financially. And when donors buy into your organizational mission and campaign case for support, they will invest their time, talent, and treasure to help you succeed. You will gain their trust, understanding, and belief in your campaign as well as two distinct commodities: human resources (time and talent) and dollar resources (over and above capital dollars).

“Case statement” is a legal term. If you were required to appear in a court of law and prove your case for existence, what would you be able to substantiate? Think about how you might build your case for support for your capital campaign. Here is a brief case statement outline.

• History – What are the significant milestones in the life of your organization? (Founding date, expansion dates, when new ministries were added, etc.)

• Purpose – Whom do you serve? What need called you into existence? How do you meet that need? What is your impact or your effectiveness?

• Need – What pressing needs does your organization have? What should your future include? What will this accomplish? What needs will be met? How does this need relate to your ministry goals? What period of time will be required to meet this need?

• Programs – What specific programs carry out your mission statement? What is the focus of each program? What are the long-range objectives of each program?

• Personnel – What experience does your staff have in providing this type of program? What will expanding your ministry mean to your staff?

• Equipment/Materials – What equipment, technology, and material challenges do you face for future programs?

• Facilities – Where will each program be carried out?

• Costs – What is the cost of the overall program? If you have more than one cost, specify each segment.

• Funding Plan – On what project or projects are you focusing? Where do you plan to get the funding?

Build the case, the human need that drives your organization, and share with your donors what it will take to fulfill the goals of your capital campaign. By communicating your need, you will test your overall “state of the case” for your entire organization. Align your case with the passion of your donors lay the groundwork for a conundrum-free campaign!

About the Author: Pat McLaughlin President/Founder – Pat started The Timothy Group in 1990 to serve Christian ministries as they raise money to advance their missions. TTG has assisted more 1,800 Christian organizations around the world with capital, annual, and endowment campaigns. More than 25,000 of Pat’s books, Major Donor Game Plan, The C Factor: The Common Cure for your Capital Campaign Conundrums, and Haggai & Friends have helped fundraisers understand the art and science of major donor engagement. Pat makes more than one hundred major donor visits annually and provides counsel to multiple capital campaigns.