Capital Campaign Planning
The DeVos Institute provides comprehensive capital campaign planning services for a diverse array of institutions. These services are tailored to each campaign, but typically include the following components:
MASTER PLAN AND DESIGN
• If the campaign is in support of physical infrastructure and the design process is not yet underway, a comprehensive needs assessment to determine prospective uses of the new or expanded site. If appropriate, close collaboration with administration and the architect to develop a mission-driven, right-sized design concept;
• If the design process is underway, a comprehensive review of master planning documents, design concept, architect renderings, and proposed uses of current and new space to ensure business optimization and mission alignment;
• A review, or development of working assumptions regarding total project cost, including construction, fit-out, relocation, operational, fundraising, project management and other costs;
• A review, or development of working assumptions regarding programmatic offerings and scale for the new/expanded facility/operation; and
• An analysis of public will/demand for that offering, inclusive of an environmental analysis to estimate buying potential, pricing, and competition from surrogates.
CAMPAIGN BUDGET AND IMPACT ON THE CORE OPERATION
• Development or refinement of a campaign budget in partnership with administration and, in the case of a physical project, the architect and/or contractor;
• An assessment of campaign cost components (construction, fit-out, and equipment expenses; programmatic and maintenance reserves; development of working capital; endowment, etc.) and formation of a total campaign goal;
• Review or development of an annual profit/loss pro forma for the duration of the campaign and at least the year beyond, anticipating the resources that will be required to operate the current operation during that period, and the new operation once the campaign is complete;
• A plan to mitigate the campaign’s impact on annual operations and funding; and
• A detailed outline of annual fund projections for the period of the capital campaign to illustrate the strength of the donor base and ensure that annual fundraising is a simultaneous focus.
• An assessment of the current board in relationship to the proposed campaign goal;
• A path to identify, solicit, and manage campaign leadership;
• A path to identify, solicit, and manage board members in support of the campaign; and
• If needed, a path to strengthen the fundraising capacity of the current board.
FEASIBILITY ANALYSIS AND SOURCE PROSPECTING, CULTIVATION, AND SOLICITATION
• A feasibility assessment of the campaign goal in respect to the giving potential and propensity of known and prospective sources;
• Recommendations for the timing of the campaign, including the silent, private and public phases;
• The development of a campaign donor pyramid and an assessment of any vulnerability within this;
• An assessment of the staff’s capacity to implement the campaign;
• Interviews with corporate, foundation, and individual prospects to understand their impressions of the institution determine the likelihood of their support for the campaign;
• A plan to identify, cultivate, solicit and steward campaign and major donor prospects, both presently known to the institution, and new to the institution;
• A detailed cultivation path to turn “able” prospects into “likely” donors (simply because a prospect is able to support a campaign at a significant level does not mean they are yet likely to do so);
• Sample narratives with which the organization’s solicitors can approach prospects; and
• Discrete cultivation strategies for top prospects.
SUPPORT FOR THE CORE OPERATION IN RESPECT TO THE CAPITAL CAMPAIGN
• Support of program leadership in the development of programming and marketing plans to function as the “engine” for the capital campaign. What transformative ideas scheduled during the campaign will incent prospects to make an extraordinary gift?
• An implementation and campaign staffing plan.
• The narrative for a “pitch kit” or “case statement” that justifies the expenditure, including a project description and defense, programmatic vision for the new/expanded facility or enterprise, financial summary, naming and engagement opportunities.
• Staff and Board briefings on donor prospects, including giving history, giving potential, affiliations, and relevant personal background.
The Institute contributes and leverages its existing resources, partnerships, and networks at the local, regional, national, and international levels as appropriate in support of the development of the campaign plan.
SUPPORT FOR IMPLEMENTATION
Once the plan is complete, the Institute is available to provide continuing consultation, coaching, and implementation services in support of the staff, board, and campaign committee, including strategy analysis and adjustment, ongoing counsel on prospect cultivation and solicitation, vendor management, and more.