New Strategy = New Campaign
Truth 1: In the wake of the pandemic, many schools embarked on a strategic planning process.
Truth 2: Strategic planning processes result in big dreams that require money to bring to reality.
Truth 3: A development department with these four strengths will be well-positioned for a successful campaign:
a robust annual fund campaign that grows year over year,
a growing pipeline of leadership donors,
a long-standing stewardship program working with clockwork precision, and
extra time.
Yeah, that fourth one. Maybe you’ve just uttered an expletive. Still, well-positioned or not, your board will expect a large-scale effort to fund as much of the plan as possible in the shortest time.
If this is your first capital campaign or large-scale initiative, or the first one in a long time at your school, here are some ways to prepare your team and your board:
It costs money to raise money. There are substantial costs to a campaign; a new board or one new to campaigns can be surprised by the reality. Plan to spend money on campaign collateral and marketing (including and primarily digital), additional support staff, data management (if that needs to be brought up to speed), cost of borrowing money for the life of the campaign (possibly beyond), and consulting guidance.
You will need to shift priorities. If your department is planning and executing events that do not raise money but are supposed to build community, it is time to take stock of everything your team does and consider the ROI for each activity. Perhaps, over the years, the development department took over homecoming, graduation, or Back-to-School Night because they were good party planners. If your Head of School and board expect extraordinary results from the campaign and the team, they will need to be part of a larger conversation about a shift in responsibility and priority to make this happen.
More people must spend more time on development than ever before. Several board members, the head of school, possibly division heads, and your entire team must prepare to devote a substantial amount of time in service to the campaign. The primary time expenditure will be meetings, the preparation for the meetings, and all that happens after the meetings with committee and team members, donors, and prospective donors. If the first three strengths I listed in Truth 3 are not there, it will take more time.
The deep sense of achievement and satisfaction from a successful campaign will outweigh the challenging or overwhelming parts, especially if you have trusted guidance and a team you can rely on. It is incredibly energizing to bring the plans together, to see the light in donors’ eyes when they believe in your school and the future you are creating together, and to feel the energy on campus surrounding the promise of renewed vitality and excitement for students and teachers. A successful campaign, with all its possibilities, will be one of the highlights of your career.
Let’s create that together.
The author, Jill Goodman, is a consultant working with independent school leaders to advance their school’s mission, enhance their processes, and bolster their skills. Learn more about all services here.
