Market/Planning Study Results, Capital Campaign Recommendations

Marketing & Development Committee, May 20, 2010

Why Conduct a Study?

• Gauge current perceptions of prospective donors and other important “players”

• Determine if your community understands the importance of the proposed projects

• Assess readiness for the campaign, the amount that might be raised and the time required

• “Light a fire” under prospective donors• Evaluate staff and volunteer capacity to mount a

successful campaign successfully

Advantages of a study

• Proper preparedness = better volunteers and larger lead gifts and, ultimately, more money

• Set the highest feasible goal and develop the best strategies to achieve that goal

• Lower risk of missing a campaign goal and ending a campaign with frustrated board members and donors

• Identify potential pitfalls before launching• Unsuccessful campaigns were typically launched without

a proper feasibility/planning study: – 92% success rate for campaigns preceded by

feasibility/planning studies

Possible Outcomes

1. Proceed with the capital campaign at the proposed dollar level ($1,725,000)

2. Proceed, but at a lower dollar level than originally proposed

3. Postpone the campaign until the organization has addressed certain important issues

Review of Timeline• Fall/Winter ‘09: Committee & staff discussions

about fund & friend raising strategy, capital campaign

• Jan ‘10: Presented plans for study at board meeting• Feb/Mar ‘10: Research and study prep• Apr/May ‘10: Conduct study, compile results• May ‘10: Present results at board meeting

Hind Sight

• Always 20/20!• Survey distribution• Communication plan

Cost• Depends on level and complexity • $15-50,000 or more• 3 to 6 months or more to complete• One estimate: $35-50,000 based on survey*• Upfront cost = investment to save money and

avoid embarrassment; optimize subsequent investment

• Our cost: $

*"Capital Campaigns: Constructing a Successful Fundraising Drive", National Center for Nonprofit Boards, (2001), Edward Schumacher

Data vs. Intuition

• Like benchmarks, data can confirm intuition or provide counterintuitive outcomes

• More is less• Accurate, retrievable data is key—without it

cultivation is a huge challenge• Each supports the other

Ondessonk Planning Study

• Researched consultants • Checked with the Diocese• Hired Jim Edgar • Developed surveys• Completed 18/29 personal interviews• Received 98/304 paper surveys (mail)• Compiled and analyzed the results

What Did We Learn?

• A LOT!• Overall attitude is good, but more

communication is required• Tell the story of Camp *today*• Strongest and weakest features were not a big

surprise

What Did We Learn?

Three Strongest FeaturesInterviewees Mailed surveysBeautiful grounds/location/natural beauty Beautiful grounds/location/natural beauty

Caring staff/volunteers Caring staff/volunteers

Traditions, programs, activities Traditions, programs, activities

Encourages camper life skills Unique units & accommodations

Confidence builder Stables/horses

Community/friendships Religion/faith

What Did We Learn?

Three Weakest PointsInterviewees Mailed surveysBathrooms Bathrooms

Aging infrastructure Degradation of Lake Echon

Advertising/marketing Aging infrastructure

Timely maintenance Don’t know/no response

(Tie for this spot among many responses)Advertising/marketing

Lack of money

What Did We Learn?

• 11 out of 18 interviewees did not believe (7) or did not know (4) whether our gift pyramid was achievable

• 50% of interviewees, 54% of survey respondents believed the economy is currently affecting their personal gift decisions

What Did We Learn?

• 7 out of 18 interviewees ranked us as below #3 among their philanthropic interests (38%)

• 65 out of 83 survey respondents ranked us in top 3 among their philanthropic interests (78%)

• 30 out of 83 mailed surveys ranked us #1 (36%)

What Are We Going to Do?

• Marketing and building relationships is a significant opportunity for growth

• We need to do a much better job of communicating with donors, cultivating relationships

• We could raise $750,000 - $1,250,000• But not for 12-18 months• The donors are interested, but not ready to dive

in

The Projects1. Build new bathhouses (1)2. Install new water, phone & sewer lines (2)3. Retire our debt (4)4. Upgrade technology (7)5. Restore areas of Lake Echon (3)6. Build the bridge (5)7. Resurface roads and parking lot (8)8. Build/upgrade staff housing (6)9. Upgrade sheds (9)

Left rank: interviews; right rank: surveys

What’s Next?

• Comb through the results and create a comprehensive communication and cultivation plan

• Ramp up communication plan to donors• Spend the next 12 months cultivating (involving

Board members)• Then follow up with questions to a few key

prospects• Reevaluate launching capital campaign

Reputation Management is…

Building authentic trust between your organization and the people that matter most to you.

Value of Reputation

Trusted Relationships

Strong Reputation

Increased Organizational

Value

More Resources, Visitors, Funding

Today’s Relationship Drivers

• Satisfaction with experiences• Consistency• Trust• Commitment (personal)• Transparency (honesty)

Sources: Terry Flynn, Ph.D., McMaster University, DeGroote School of BusinessDavid Armano, darmano.typepad.com