Importé des Etats-Unis, le modèle de collecte de fonds via "Capital Campaign" gagne du terrain en France. Comment se construit cette approche spécifique des grands donateurs ? Qu'est ce qui en fait les forces et les faiblesses ? Quels sont les argumentaire à mettre en oeuvre et selon quelle logique ? Sarah Huisman et Bob Carter vous font partager leur expérience de capital campaigns menées dernièrement et proposeront des axes de développement de cette démarche de collecte de fonds pour les années à venir.

1. Ready, or just Worried about the
Campaign?
June 27, 2007
France Fundraisers’ Congress
Paris
Bob Carter
Vice Chairman, Archimede Philanthropy Partners
President Emeritus, Ketchum

2. 2006 Contributions: $295.02 Billion by Source of
Contributions
Corporations
$12.72
4%
Foundations
$36.50
Individuals 12%
$222.89
76%
Bequests
$22.91
8%
Source: Giving USA

3. 2006 Contributions: $295.02 billion by type of recipient organization
Deductions carried over
and other unallocated
giving, $26.08 , 9%
Gifts to foundations,
$29.50 , 10%
Religion, $96.82 , 33%
Environment and
animals, $6.60 , 2%
International affairs,
$11.34 , 4%
Arts, culture, and
humanities, $12.51 , 4%
Public-society benefit,
$21.41 , 7%
Education, $40.98 , 14%
Health, $20.22 , 7%
Human Services, $29.56
Source: Giving USA
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, 10%

4. Why Do Needs Sneak Up On Us?
• Fundraising is not always on the radar
screen / CEO, Board
• Campaign planning takes a year or more
• Most campaigns require a minimum of
18 months of activity
• Five-year pledge period is common
• 60-78 months or more from plan to cash
in hand
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5. You May Be Ready...
But Are Your
Donors and
Volunteers Ready?
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6. Campaigns Success is Predicted On
• A Compelling Case
• What is central to our mission
• Urgency & emotion
• What we cannot do now
• But could do with more private-sector
philanthropy
• Beyond annual fundraising
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7. The Case Must Be Developed By
• Board
• Executive Staff
• Development Staff
• Volunteers
• Clients or Consumers
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8. Campaigns Are Predicted on
• The Strongest Possible Leadership
• Influence
• Affluence
• Access
• Commitment
• History (culture of philanthropy)
• New Spheres of Influence
• Emerging or Present Ethnic/Cultural Groups
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9. Campaigns Are Predicted on
• Dollars Adequate to Reach the
Objective
• In addition to annual gifts
• Consistent with valid statistical
model (major gift potential)
• Rooted in your current reality
• Based on changing your reality
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10. Chart of Standards for $10 Million
GUIDELINES
Top Investment 15-20% of Objective
Top 10 Investments 45-50% of Objective
Next 150 -175 Investments 45-50% of Objective
Cumulative % of
No. Amount Total Total Objective
1 $1,500,000 $1,500,000 $1,500,000 15.0%
1 $1,000,000 $1,000,000 $2,50 0,000
2 $500,000 $1,000,000 $3,500,000
3 $250,000 $750,000 $4,250,000
3 $150,000 $450,000 $4,700,000 47.0%
20 $100,000 $2,000,000 $6,700,000
25 $50,000 $1,250,000 $7,950,000
35 $25,000 $875,000 $8,825,000
40 $15,000 $600,000 $9,425,000
50 $10,000 $500,000 $9,925,000 99.3%
Many Below $10,000 $75,000 $10,000,000 100.0%
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11. Campaign Planning Begins with
• An Institutional Strategic Plan
• Mission
• Vision
• Measurable objectives with deadlines
• Plan to reach objectives
• Resources required to fund plan
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12. Campaign Planning Requires
• Consensus of Board
• Priority of Administration
• Readiness of Development Staff
• Participation of Program Staff,
Board, Medical staff and Identified
Community Leaders
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13. First Step in
Comprehensive Readiness Assessment
• Internal Review
• Staffing
• Structure
• Governance
• Budget
• Information Management
• Marketing
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14. A Pre-Campaign
Review is
NOT
a Personnel or
Performance
Review
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15. Second Step in
Comprehensive Readiness Assessment
• External Planning Study
• Strength of the Case
• Quality of the sample
• Commitment to react to findings
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16. Do Not Consider a Study if:
• The goal is predetermined
• There are no other options
• You are conducting sequential,
seamless campaigns
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17. Planning Study Tests
• Endorsement of Case
• Institutional Image
• Readiness of leadership
• Access to volunteers
• Goal
• Access to lead gifts
• Timing
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18. Expect Study Report to Include
Findings
Public Image
Excellent
Poor
Total Governing 6% Top Next Suggested
11%
Interviews Body 10 Tier Leaders
(36 ) (11 ) (7) (10) (9)
Excellent 2 1 0 1 1
Average
31%
Good 19 4 6 6 8
Good
52%
Average 11 6 0 2 0
Poor 4 0 1 1 0
Unaware 0 0 0 0 0
This chart is a summary of total responses
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19. Expect Study Report to Include
Representative Comments
! The organization is well known and respected. I do not know
of any other organization in the area that does what they do.
! Most people know of it through its many charity functions.
! It provides wonderful services.
! The executive st aff is more stable and more capable than at any time
in the past. The Executive Director is a fabulous asset.
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20. Expect Study Report to Include
Observations
This study, because of the thoughtful responses of participants, has identified a number of strengths on
which a campaign can be developed if the Clinic determines to move ahead. In addition, there are a
series of challenges that must be ad dressed in order to maximize the results of such an undertaking. The
observations are presented as the foundation for the recommendations listed in the following section of
this report.
Overview
The proposed campaign seeks to replace facilities…
P o stive Factors
i
! The organization has a long and impressive history of providing services…
! In its history, the organization has evolved to meet the changing needs of the community…
! The executive staff is well respected and…
! Some areas of the Case for Support are considered to be compelling and credible…
Obstacles to Overcome
! Some members of the community feel alienated from the organization…
! Study participants who question the plan are also inclined to question other aspects…
! A significant portion of the ov erall sample question the appropriateness of a capital campaign…
! Less than one in four participants would consider accepting a leadership role…
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21. Expect Study Report to Include
Recommendations
A team of senior Ketchum officers has studied the data obtained in this planning study. R ecommendations
that follow are based on the firsthand observations of the study team, analysis of the information gathered in
the confidential inter views, and Ketchum’s 85 years of experience in capital campaign management.
1. Clearly Define and Communicate Organization’s Mission
Confusion and misperceptions in the community…
2. Create a Planning Task Force
Before a successful capital campaign can be ini tiated…
3 . Form a Campaign Steering Committee
Issues related to campaign goal, timeline, leadership development, and pre -campaign activities…
4 . Revise Campaign Goal and Timeline
Based on the data gathered during this study…
5 . Begin a Program of Internal and Ex ternal Communication
The organization should begin a comprehensive, multi -faceted communications effort…
6 . Conduct Prospect Research, Review, and Evaluation
The organization does not currently know its donors or prospective donors well enough…
7 . Invest in De velopment
A new organizational structure should be implemented, new personnel put in position, and…
8 . Retain Fundraising Counsel
Retain Ketchum as fundraising counsel to assist and guide…
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22. Board Must Own
Planning Process and Results
• Most constituents are innocent
victims of the Board’s decisions
• Study report becomes retreat
agenda
• The role of the Board in campaign
is central retreat agenda
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23. Engaging Stakeholders in the
Plan is Key to Success
• Do stakeholders recognize their
input in plan?
• Do consumers/clients feel
engaged?
• Is Board as engaged as the CEO?
• Is the CEO as engaged as the
Development office?
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24. Most Campaign Goals
Should be Non-Financial!
• Enhanced Relationships
• Constituent Awareness
• Leadership Development
• Effective Dialogue
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25. Financial Objectives Go Beyond “Goal”
• Higher philanthropic priority
• Larger gifts
• More donors
• Increased annual support
• Introduce and foster planned
giving/endowment funds
• Access to new leadership
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26. What Happens if Study
Does Not Validate Campaign?
• Revisit Case
• Invest in leadership development
• Invest in education and cultivation
• Revise goal
• Adjust timing
• Divide campaign into phases
• Keep the need for philanthropy in front
of your constituency
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27. Planning Should Create Logical
Sequence of Campaign Activities
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28. Organization Chart
Governing Body
Steering Committee/
Campaign Cabinet
Development Office
Chief Executive *General Chair
Campaign Counsel
* Pacesetter Gifts
* Leadership Gifts * Major Gifts * Special Gifts
Phase Phase Phase Phas e
Chair Chair Chair Chair
Prospects Evaluated at Prospects Evaluated between Prospects Evaluated below
$150,000 and Higher $50,000 & $149.999 $50,000
# of Prospects # of Prospects # of Prospects # of Prospects
# of Volunteers # of Vo lunteers # of Volunteers # of Volunteers
Organize Organize Organize Organize
Orientation Orientation Orientation Orientation
Complete Complete Complete Complete
*Awareness *Prospect Review *Communications
Chair Chair Chair
# of Volunteers # of Volunteers # of Volunteers
Organize Organize Organize
Orientation Orientation Orientation
Complete Complete Complete
*Members of Campaign Cabinet
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29. Campaign Timeline
2004 2005 2006
ACTIVITY TRACK S O N D J F M A M J J A S O N D J F
E C O E A E A P A U U U E C O E A E
P T V C N B R R Y N L G P T V C N B
Steering Committee
Campaign Administration
Campaign Cabinet
Communications Committee
Prospect Review
Awareness
Leadership Gifts
Pacesetter Gifts
Major Gifts
Special Gifts
Denotes a primary track of campaign activity
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30. Policies Must Be Pre-Planned
• Campaign Governance
• Gift Acceptance
• Booking
• Recognition and Naming
Opportunities
• Discounted Deferred Gifts
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31. Budget Must Be Pre-Planned
(and Pre-Funded)
• Additional staff • Research
• Software • Meetings
and events
• Hardware
• Travel
• Publications
• Recognition
• Visual support
• Counsel
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32. Generosity
is not a
factor of
wealth…
It is rooted in
character.
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33. An effective plan is
designed to motivate
prospective donors to
do the right thing…make a
thoughtful effort…
The right gift will follow.
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34. Author
Bob Carter
Vice Chairman Archimede
Philanthropy Partners
220 East 42nd Street
New York, NY 10017
Phone 646-264-2700
Cell 412-721-0947
Fax 646-264-2790
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