http://westmuse.wordpress.com/2010/08/21/frplanthatworks/

1. Planning for Capital Campaign Success Bridget J. Keane CCS Fund Raising

2. Where to start Conduct a planning (or feasibility) study to determine: How much can be raised How long it will take From whom How to be successful while maintaining annual giving Treat this as the first stage of a campaign.

4. People are still giving

5. Institutions (like schools) are still raising money

6. Sophisticated donors, especially, understand the needs, but they are also psychologically still recovering from fall 2008 stock market decline

7. But it’s not great yet either

8. $100 million gifts are an interesting marker:

9. 21 in 2008

10. just 6 in 2009

11. but 6 in 2010 with probably more to come

12. Giving declined 3% in 2009(it tracks with GDP, not the stock market)

13. Unemployment still high; rebound is slow in coming; market way up

14. Don’t let events define you

15. Focus on your needs and set realistic benchmarks

16. Outwork, out-hustle the competition

18. Preliminary case statement

19. Preliminary gift table

20. Preliminary campaign leadership list (alphabetical)

21. Questionnaire/discussion stimulant

22. Email survey questionnaire

24. Major donors, annual and historical

25. Arts patrons in the community

26. Civic leaders

27. Administrators

28. Prospective (major) donors

29. Foundation executives

30. Corporate executives

33. Attitudes toward the Museum

34. Perceptions regarding current fund-raising methodology, results and organization

35. Reaction to the Master Plan project

36. Achievability of the financial goal

37. Major gift potential (levels)

38. Volunteer leadership potential

39. Interviewees’ personal roles in the campaign:

40. The Museum as a philanthropic priority to interviewees

42. External (Campaign Committee, Board, Members)Case for Support Plan and Timeline Availability of Prospective Donors, Coordinating with Annual Giving

44. Compelling case attractive to art lovers, civic leaders, elected officials and proud citizens

45. Dynamic Prospect List, not static

46. Briefings open doors and fuel campaigns

48. But, remember that the best prospects might not always be your board

49. Strike the right balance between the best prospects (those already invested) and new prospects (a mix of long shots and some real possibilities)

50. Pepper top prospect lists with new names and make sure new names make sense

51. Use wealth screening, the planning study, small group prospecting sessions with board members, and ongoing, one-on-one prospecting and assignment meetings

52. Pool is limited to EVERYONE

53. Be unapologetic about inviting people to hear your story

54. Keep your eyes open