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HomeMy WebLinkAboutSP November 25, 2003 ~NDbVE~ 1685 CROSSTOWN BOULEVARD N,W, . ANDOVER, MINNESOTA 55304 . (763) 755-5100 FAX (763) 755-8923 . WWW,CI.ANDOVER,MN,US SPECIAL CITY COUNCIL MEETING TUESDAY, NOVEMBER 25, 2003 1. Can to Order - 6:00 PM 2. Discussion/Capital Campaign 3. Other Business 4. Adjourn Vicki Volk From: Mike Gamache [Mike,Gamache@genmills.com] Sent: Friday, November 21,20034:11 PM To: Vicki Volk 'Subject: Emergency Council Meeting Vicki, I need to call an emergency meeting of the City Council on Tuesday, November 25th at 6:00 PM at City Hall Conference Room A. I have talked with both Council members Orttel and Jacobson and they have agreed. > Mayor Mike Gamache > City of Andover > 763.757-6060 > cmgamache@ci.andover.mn.us > >, > 1 1 ! j J CAMPAIGN CONSULTANTS OF A ME&ICA:,INC. , - .".'. r 1,-:, February 24, 2000 Board of Directors Red Wing YMCA Main & Broad Streets Red Wing , WI 54880 Dear Board Members: ,,-~, , '-/" On behalf of Campaign Consultants of America, Inc., it has been a pleasure to have had the opportunity of serving the Red Wing YMCA by conducting a feasibility study relating to the needs of your organization, As you know, the objectives of this study were to ascertain: A, The understanding of and the attitudes towards the plans of the Red Wing YMCA by selected representative leaders in the area. B. Its relevance and efficiency in serving the needs of the area. C. The effectiveness of the need and worthiness of the YMCA's proposed plans. D. The acceptance of the need and worthiness of the Red Wing YMCA's proposed plans. E. The degree to which key persons in the area might respond when asked to g-ive leadership to the proposed plan. F. The potential availability of significant levels of giving in relationship to the goal. G. The proper timing, strategy, and identification of any special conditions that might need to be met before a campaign could be successfuny launched. The data for this study was gathered by interviewing individuals identified to us as being in positions of community leadership and whose judgement is respected. The findings of the interviews, the compilation and analysis, and our recommendations are listed on the. pages that follow. EXCEL BUILDING. SUITE 1'44.5009 EXCELSIOR BLVD, . MINNEAPOLIS, MINNESOTA 55416 612/922-8366. 1/800/222-9233 FAX 612/922-8366 , I ,. , - Board of Directors Red Wing YMCA February 24, 2000 Page Two I wish to thank those who were interviewed for their time and opinions and those who arranged for the interviews and expedited my visits with the interviewees. I especiany thank Mark Hennessy for his wonderful optimistic attitude and for his assistance to me. Mark has demonstrated an excenent track record in Red Wing and is well respected. I look forward to a long and successful relationship with both Mark and the members of the board of directors. Campaign Consultants of America, Inc. trusts this study will aid you in making the important decisions that will be necessary during the next few months. We look forward to serving you further as you plan for and conduct a successful capital campaign. Sincerely, !.~0~ E. Robie Wayne, CFRE Chairman CAMPAIGN CONSULTANTS OF A MERICA, INC. ',;f COMMUNITY READINESS AND GOAL POTENTIAL FEASIBILITY STUDY FOR THE RED WING YMCA RED WING, MINNESOTA Conducted by Campaign Consultants of America, Inc January/February 2000 j CAMPAIGN CONSULTANTS OF A MERICA, INC. \ TABLE OF CONTENTS / PROCEDURE OF THE STUDY . . . . . . . . . . . . . . . . . . . . , . . . . . .1 FINDINGS OF THE FEASIBILITY STUDY Image. . . , . . . . . . 3 Board and Administration . .6 Proposal. . 9 Feasibility. . . . . . .10 Leadership. . . , . . .13 Community Readiness. , 14 OBSERVATIONS AND CONCLUSIONS Image. . . . . . . . . .17 Response to the Proposal . 17 Pacesetting Gifts . . . . 18 Leadership Potential . 18 Community Readiness. . 19 PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT. . 20 RECOMMENDATIONS FOR ACTION. . 28 I FUND-RAISING POTENTIAL. . 35 Evaluation. . . . . . . .35 The Proposal. . . . . . .36 Commitment by the Board of Directors . . 36 Advance/Pacesetting Gifts . . 37 Top Level Leadership. . . 38 Timing . . .38 Conclusion. . . . . .39 CAMPAIGN APPROACH Campaign Approach . . . . . .40 Organization Chart . . . . . . .42 Campaign Planning Worksheet. . 43 Time Requirements. . . . . . .45 EXHIBITS Persons Interviewed for the Feasibility Study Persons Who Responded to Board Survey and Assessment Fact Sheet/Statement of Need Board of Directors Gift Table CAMPAIGN CONSULTANTS OF A MERICA, INC. I PROCEDURE OF THE STUDY j , I CAMPAIGN CONSULTANTS OF AMERICA, INC. PROCEDURE OF THE STUDY / A feasibility study is a study of the willingness of a broad spectrum of constituency and community leaders to support a program of capital development. {\ In-depth interviews (17 in all) were conducted to test the proposal as developed by the board of directors for the plans of the Red Wing YMCA, In addition, an informational meeting was held with two members of the Prairie Island Indian Community Tribal Council. Included in the case tested were the elements as follows: 1. An addition and renovations that would cost $7,935,000. 2. Construction would include: A) A TEEN CENTER B) RECREA TIONALlTHERAPY POOL *Warm water recreational pool *Small water slide \ *Zero bepth Entry I *Whirlpool on deck C) KIDS GYM D) RENOVATIONS ON EXISTING YMCA *New entry/connecting link *Conversion of Cardio Center into meeting rooms *Renovations of pool balcony into family lounge *Restrooms on gym level *Electricallmechanicallcirculation revisions *Revisions of existing locker rooms E) SPECIAL NEEDS LOCKER ROOM F) WELLNESS CENTER G) CAMP PEPIN RENOVATIONS/UPDATE J 1 CAMPAIGN CONSULTANTS OF AMERICA, INC, PROCEDURE OF THE STUDY / The board of directors of the Red Wing YMCA retained Campaign Consultants of America, Inc. to conduct the study. The interviews were generally informal, with emphasis on subjective responses and free exchange of information. Each person was assured of the confidential nature of the interview in order that responses would be as candid as possible. The purpose of the study was to determine from each one interviewed: 1. General knowledge of the YMCA and the image of the Red Wing YMCA. 2. Reaction to the proposed plan and projected goal. 3. Availability of large gifts. 4, A vail ability of potential leadership for the campaign. / 5. Timing and strategy for the campaign. The feasibility study was conducted by E. Robie Wayne, Chairman of Campaign Consultants of America, Inc. I 2 CAMPAIGN CONSULTANTS OF A MERICA, INC. / FINDINGS OF THE FEASIBILITY STUDY . J I I / CAMPAIGN CONSULTANTS OF A MERICA, INC, FINDINGS OF THE FEASIBILITY STUDY / IMAGE The first four questions asked dealt with the image of the Red Wing YMCA. 1. Are you familiar with the YMCA, its programs and services? Very Much So 7 Yes 10 Somewhat 0 No ..Q TOTAL 17 2. What is the most outstanding benefit of having a YMCA in the community , ~~aA),-J)) i-o..>> J ., rJff ~ ,~ 3. Have you or your company ever contributed to e YMCA? Yes 16 , No 1 TOTAL 17 4. What is the image of the YMCA in the comm~ Very Good 10 VL f' Positive 7 ~~...flr/) Pair 0 ~~ I ~)v.(> Don't Know ..Q ~fMv ~}J{;~ ~~O TOTAL 17 iJe The people who were interviewed were extremely familiar with the YMCA, its programs and services. They mentioned that they knew it well. Some spoke of being members when they were youngsters and others mentioned that they had family members presently using the YMCA. Many of those interviewed have been 3 CAMPAIGN CONSULTANTS OF A MERICA, INC. , FINDINGS OF THE FEASIBILITY STUDY / on the board of directors at one time or another. One of the interviewees had been on a YMCA board of directors in another city, Some of those interviewed worked on the previous capital campaigns and expressed pride in the fact that the YMCA has grown and become an important organization within the Red Wing Community. Almost every one of the interviewees mentioned that the greatest or most outstanding benefit the community derives from having the YMCA in Red Wing is the programs, facilities, and opportunities for youth, A few of the respondents mentioned that the 'Y' had in the past battled with the perception that it was an athletic club for downtown business people, However, the study director had the feeling that most thought this was no longer true, Several people mentioned that the YMCA has a challenge now and in the future to keep up the membership and pace considering the number of single purpose organizations that have come forth such as the Baseball Association, the Soccer League and Hockey Leagues. When these comments were followed up, the YMCA / was praised for assisting in helping them. Also, the fact is that the YMCA membership continues to grow despite these organizations starting. According to one interviewee, they do not compete with the YMCA, they actually help by introducing and promoting athletics and fitness. The image of the YMCA is considered very strong. In fact, the Red Wing YMCA not only enjoys an outstanding image, it is one of the most visible YMCAs the study director has ever had the privilege to work with. In most cases, one hears that a YMCA has a good image but nobody knows really what they do or how well they do it. That is not the case with the Red Wing YMCA. Due to an excellent staff, programs, facilities, and location, the Red Wing YMCA has one of the best reputations and images of any YMCA in the region. During the interviews, we did not hear one negative comment about the YMCA, the programs, or the staff. As mentioned earlier, at some point in time the image of the YMCA as a downtown athletic club has diminished. Several interviewees even mentioned that there is financial assistance to those in need, \ J 4 CAMPAIGN CONSULTANTS OF A MERICA, INC, FINDINGS OF THE FEASIBILITY STUDY / SELECTED COMMENTS - QUESTION #1 "I am on the board of trustees." "My son is a member and I used to be so I am quite familiar." "Reasonably well." "Yes, but not in great detail." "I served on YMCA boards in the past but not in Red Wing." "Yes, and I assisted in the last campaign." "I certainly am. I use the Y almost everyday." "You can't live in Red Wing and not know about the YMCA." "We have a lot of employees that use it." SELECTED COMMENTS - QUESTION #2 "It is the foremost family gathering place for recreation and family activities." "It is a great facility and available to children." / "A lot of healthy activities and a place for kids to congregate." "Has everything for the families." "I would say it is the opportunity for youth to become involved." "The Y is being challenged by the single purpose organizations." "It is a quality place for kids." "There is nothing like it in Red Wing. It is the place for kids and families." "The availability to all even those that can't afford membership. Especially the kids." "I would say it is the youth programs." SELECTED COMMENTS - QUESTION #4 "Very strong ."excenent."all positive." "I don't hear any negatives." "The YMCA is very well thought of." "I'm very happy with it." "I think it has a very good image." J 5 CAMPAIGN CONSULTANTS OF A MERICA, INC, FINDINGS OF THE FEASIBILITY STUDY I "The Y is extremely visible in the community." "It had an image of kind of an athletic club for downtown businessmen but I think that is no longer the case." "Some people may still think it is for only those that can afford membership," "It has a great image. There is nothing like it in town." BOARD AND ADMINISTRA nON . The next four questions in the interview regarded the current board of directors and the administration of the YMCA. 5. Do you know the members of the board of directors of the YMCA? Yes 9 No 0 ?~) Most 2 ) Some 6 One or Two 0 No Response J! TOTAL 17 6. . Are they leaders in the community? ~w\ Yes 11 _. No 0 Some 6 One or two 0 Not Sure J! TOTAL 17 / 6 CAMPAIGN CONSULTANTS OF AMERICA,INC, FINDINGS OF THE FEASIBILITY STUDY 7. Would you say these individuals have the ability to raise major capital funds? ~. Yes 12 f' No 0 Most 0 Some 4 Not Sure -1 TOTAL 17 8, Is the YMCA viewed as a well-run, fmancially sound organiZ~ Yes 16 - ~\A No 0 . 0( Don't Know ~ V~ TOTAL 17 / The members of the board of directors and the board of trustees were recognized by the persons interviewed. Those on the boards are very well known and highly respected in the community. They are considered to be the pillars of the YMCA and many were recognized as having assisted in the last campaign. The position of the Red Wing YMCA board of directors and trustees is not unlike many YMCAs within the country. With the exception of one or two, the board of trustees is a linle more wen-known and considered to have more influence and affluence than the directors. However, the study director received many excellent comments about the board being representative of the community. Mark Hennessy is also well known and very well respected. In the six years he has been in the community, he has gained the reputation of being an asset to the YMCA and also to Red Wing. J 7 CAMPAIGN CONSULTANTS OF AMERICA, INC, FINDINGS OF THE FEASIBILITY STUDY / SELECTED COMMENTS - QUESTION #6 "Yes, I would say they are the leaders in Red Wing." "If you include the members of the board of trustees." "The board members are for the most part but the trustees even more." "It has some very prominent citizens on it." "It is part of the leadership base of the community." "For the most part." "I think the board of directors is a good cross section of the community and the board of trustees is made up of the pillars of Red Wing," "I wouldn't say they are an the leaders but some of them are the leaders." "They are a strong group." "They are the movers and the shakers." "I would say they are the leaders." "There are a few missing but for the most part." / SELECTED COMMENTS - QUESTION #7 "If anybody can, they can." "Yes, most definitely." "They have some real key players." "When you add the trustees, yes." "There are some board members that are very generous so I would think they have the ability to raise major money for the organizations they belong to." "The board of directors has several that could and most of the trustees could." SELECTED COMMENTS - QUESTION # 8 "I haven't heard anything to the contrary." "I would assume so or else you wouldn't need to expand." "Yes, thanks to Mark," "I never hear otherwise." "Everything I hear is positive." / 8 CAMPAIGN CONSULTANTS OF A MERICA, INC. FINDINGS OF THE FEASIBILITY STUDY \ "The YMCA is especially viewed as well run. I am not sure about the financials of the organization." PROPOSAL At this time in the interview, the fact sheet and the statement of need were reviewed and discussed. It was explained that the YMCA was constructed after a campaign in 1970. Ten years later another successful campaign lead to an expansion and the YMCA has not had a large capital campaign since then, We went on to explain that membership was over 4,400 and program participation was over 7 ,300 with 90% being youth. After the discussion, the interviewees were asked for their reaction to the proposal. 9. Does the proposal to construct an addition to the Red Wing YMCA meet with your approval? Yes 16 With Exceptions 0 , r No 0 :-;,,;, . /I' ; Not Sure -1 ! - TOTAL 17 The proposal was extremely well received. Those interviewed understood what has gone on previously in building the YMCA and then expanding it ten years later. Mostaccepted the fact that the YMCA has to grow if it is going to keep up with the demands. They feel that the YMCA has done its homework and has even waited until the Ice Arena finished their campaign. With the exception of one person, who was unsure about the need, all felt the YMCA should definitely move forward with its plan. 9 CAMPAIGN CONSULTANTS OF AMERICA, INC. FINDINGS OF THE FEASIBILITY STUDY / A few of those interviewed had specific questions about the proposed plan, The most often asked question was about parking. When it was explained that the Y might only lose the first row of parking in the back and that there was a new parking ramp, those asking the question seemed satisfied. SELECTED COMMENTS - QUESTION #9 "Sounds good and I think it will be supported." "It certainly is needed." "I don't think anybody will object to the plan," "I think it is a good plan and I also think the YMCA should move on it." "I can certainly see the need. I believe it will be well received. I will support it." "Overall, Yes, What about parking?" "It's long overdue. The Y has done a great job with its programs and keeping the membership reasonable. That is one reason it doesn't have competition, However, it has to keep up the facilities or they will lose memberships." "It seems like a very aggressive plan but you know you can count on my support." FEASIBILITY The following questions were designed to determine if the giving capacity is present to warrant a $7 - 8 million campaign as well as to assist in determining the level of support. 10. Do you believe that a $7 - 8 million capital campaign goal is realistic and --- 'tta""b~,:vcr , tlrrre- to fi><;'" Plwg'i;t ~ dtfP" A U"- ti ,J, No 1 Don't Know 8 No Answer -1 TOTAL 17 10 CAMPAIGN CONSULTANTS OF AMERICA,INC, '\ FINDINGS OF THE FEASIBILITY STUDY J 11. In order to raise that amount over a three- to five-year pledge period, our experience shows that large, sacrificial gifts are needed: 1 gift @ $1,000,000-$2,000,000 2 gifts @ $750,000 4 gifts @ $500,000 6 gifts @ $250,000 10 gifts @ $100,000 Are there companies, corporations, foundations or individuals who have the ability to give these kinds of gifts over a three- to five-year period? rff;, Yes 13 ~ No 0 No Response 0 J Don't Know ...1 TOTAL 17 12. Do you see your company and/or personal gifts falling into one of these categories? Yes 3 No 7 Maybe 1 Don't Know 6 No Response ..Q TOTAL 17 J 11 CAMPAIGN CONSULTANTS OF A MERICA, INC, FINDINGS OF THE FEASIBILITY STUDY j 13. If not, would you personally consider making a gift to the proposed campaign? ~ Yes 14 No 0 No Response 0 Don't Know ..Q TOTAL 14 Due to the positive and potential positive responses to the previous questions only fourteen persons were asked this question. 14. To whom would you look for the top three to five gifts? 10 Almost an of the interviewees said that they thought that $7 - 8 million was j possible but it would really come down to what the top four or five donors would give. They thought that with the right case, the community would support it bu the YMCA would need some very large meaningful gifts. They compared it to the Ice Arena campaign and the large gifts they received during that campaign, Almost all of the respondents also agreed that there are companies, corporations, foundations, families, and individuals that have the potential to give within the $100,000 - $2,000,000 gift range mentioned. Three of the persons interviewed mentioned that their gifts would, or could, fall into one of the categories mentioned. Of those three, one stated that they would assist in presenting the case to two other potential givers who they have some connection with. One other person stated that "maybe" their gift would fall into the gift table range and an additional six stated they did not know. It was also very encouraging to note that everyone who responded stated they would ive to the cam ai n. j 12 CAMPAIGN CONSULTANTS OF AMERICA, INC, FINDINGS OF THE FEASIBILITY STUDY / When asked to confidentially identify where the top three to five gifts would come from, twenty different possibilities were identified. Due to the confidential nature of the study, it would be inappropriate to list them in this report. SELECTED COMMENTS - QUESTION #10 "It would be difficult but it is possible," "If you could get the local businesses to support it." "It all depends on your four top donors" "It seems like a stretch." "$8 million is a lot of money but I guess you could do it with some very large gifts." "It's a big number in my eyes, "To be honest, I'm skeptical unless you got your top four to five donors to give you $6 - 7 million." "It comes down to the major gifts. It usually does in these types of campaigns." / "Depends on four or five gifts." "Nothing is impossible. Red Wing is a very generous community." "The local people feel they are being taxed enough. You will have to find some way of making it look like it is not another thing they have to pay for." "Most definitely." "I know it could be done. People love the YMCA and if you can get the top four to five donors to give you large enough gifts, the rest of the community will support it." LEADERSHIP Several questions were asked about the leadership if such an effort were to be undertaken, 15. If you had to select one person to chair this campaign, who do you believe would be the most effective individual to lead the campaign to success? h ~ I3 CAMPAIGN CONSULTANTS OF A MERICA, INC. \ FINDINGS OF THE FEASIBILITY STUDY / 16, Are there others who must be involved in the campaign organization for such an effort to succeed? McI~L- /) 17. Would you be willing to serve as a leader or sit on a Campaign Steering Committee or take a leadership role committee for the YMCA pr:5C>? r ) Yes 10 .ou-flA Maybe 3 Don't Know 1 No ..l.. TOTAL 17 When asked who should lead the campaign, six names were mentioned most often. An additional eleven were mentioned when asked the follow-up question regarding who else should be included in the leadership to bring success to the campaign. I Ten of the persons interviewed stated they would be willing to take a leadership role or sit on a campaign committee. An additional three stated "maybe," one said they "did not know" and only three said "no." COMMUNITY READINESS 18. How would you assess this area's economic condition? ~ Very Good 10 /JJuY p~ Good 7 MfJ ~t Fair 0 Poor .Q. ~4ft5 TOTAL 17 / \ 14 CAMPAIGN CONSULTANTS OF A MERICA, I~ FINDINGS OF THE FEASIBILITY STUDY 19. How would you "" th, oommunity 'Pirit ,nd dvk Prid~ Very Good 10 Good 7 ..0.J Fair 0 Poor 0 No Response ~ TOTAL 17 ~ tK ' 20. Do you know if th,,, '" my oth" O'~bnninr/o 'onduct campaign in the immediate future?) I M~ ~ 21. Does now appear to be an appropriate time to conduct this campaign? Yes 16 f:/.P' c 1I.A- )l,J ~ '\ Maybe 1 '19-~ ;I No 0 / No Response J2 TOTAL 17 The economy is considered to be very good in Red Wing. Many of the persons interviewed mentioned the low unemployment. Others mentioned that there are no longer the number of locally owned businesses like there used to be. Others stated that they see no let up in the strong economy for the next few years. Other possible campaigns mentioned induded the hospital, American Red Cross, and the Catholic Church. Almost everyone agreed that these would not effect the campaign for the YMCA. All persons (except one who said maybe) thought this would be a very appropriate time to conduct a campaign for the YMCA. / 15 CAMPAIGN CONSULTANTS OF A MERICA, INC. \ FINDINGS OF THE FEASIBILITY STUDY / SELECTED COMMENTS - QUESTION #18 "Everybody's got a job." "It's excellent." "There is very little unemployment and we have wonderful employers." "I would say it's very strong." "It couldn't be much better and I don't see it changing until around 2005." SELECTED COMMENTS - QUESTION #21 "You might as well get on the band wagon." "The sooner the better. " "Economy and business is strong and the interest is high." "As good a time as any." "A lot of planning has gone into this and I think the community is waiting for the YMCA to start. They waited until after the Ice Arena and those pledges will be up / this year." "I can't think of a reason not to start right away." "Every time is a good time for the Y." "I think it would be more than appropriate. The economy is strong and people are planning on supporting this." "It all boils down to if the top four or five givers will give you the gifts you need now." "I think you should begin now by getting the large gifts and then finish the campaign by the end of this year or the beginning of next." / 16 CAMPAIGN CONSULTANTS OF A MERICA, INC. / OBSERVATIONS AND CONCLUSIONS / I . / CAMPAIGN CONSULTANTS OF A MERICA, INC. OBSERVATIONS AND CONCLUSIONS FROM THE STUDY J IMAGE The image of the Red Wing YMCA is better than most of the YMCAs this study director has been involved with in over 30 years experience. Not only is it well thought of with the people in Red Wing understanding the mission, it is also highly visible and considered to be a great community asset. .~H ~~ ---- There were only two concerns that were brought up during the study. The first was that there seems to be a lot of single purpose organizations within the Red Wing area and that may pose some competition with the YMCA. The fact is, the YMCA has assisted in starting some of these organizations. Yplt~ /" The second concern is the past perception of the YMCA being an athletic club for downtown business people. /~\~ The board of directors and trustees are well known, highly respected, well liked " J and considered to be leaders in the community. They are also thought to have the ability to raise major capital funds. ~O'( \ /\) t cr Not one negative comment was made regarding the YMCA or the programs of the YMCA. RESPONSE TO THE PROPOSAL wf~ There was exceptional support for the YMCA and the proposal. The interviewees were fully aware of the need and the plans and felt the YMCA had waited long enough. They felt the YMCA was kind to let the Ice Arena move forward with a campaign before they launched into one of their own. Obviously, they could have been competing for the same dollars. The case was well accepted and is one that will bring support from all levels in the community. 17 CAMPAIGN CONSULTANTS OF AMERICA, INC. :>>~ .\ ~ OBSERVATIONS AND CONCLUSIONS FROM THE STUDY J ~ , Respondents felt that $8 million was attainable if the top four or five donors gave gifts that would support that figure. Several people indicated that though other campaigns are being conducted they were waiting for the YMCA and that they preferred having their charitable dollars go to the 'Y.' PACESETTING (ADVANCE) GIFTS The goal of $8 million was felt to be too high unless there were some large meaningful gifts. Many of those interviewed were well aware of the gifts that were given to the Ice Arena. Others were well aware of gifts that were not given and could be asked for on behalf of the YMCA. 3~ ,-J The gifts indicated during the study do demonstrate strong fmancial support. j:.!~tlr_ ~ of those interviewed stated that their gifts would fall into one of the categories mentioned within the gift ranges ($100,000 - $2,000,000). One person stated that their gift may fall into that range and six said they did not know. .~ All parties interviewed stated they would give to the campaign at some level. This was indeed another encouraging factor. ~ LEADERSHIP POTENTIAL One of the most exciting elements of the study was that almost all of the persons involved in the previous campaigns for the YMCA are still available. In fact, many of those interviewed saw this as an opportunity for those who were involved last time to give it a final shot that would propel the YMCA forward for another ten to twenty-five years. The study director found that one or two of the people interviewed would make good General Chairs. Others will be excellent at making Pacesetting Gift calls. In this particular campaign over 4,000 prospects will be identified and we will need a large number of volunteers. The indications are that we will be successful in recruiting the leadership and volunteers we will need. 18 CAMPAIGN CONSULTANTS OF A MERICA, INC. OBSERVATIONS AND CONCLUSIONS FROM THE STUDY J COMMUNITY READINESS The timing of the campaign for the YMCA in Red Wing seems to be very appropriate. There are no other large campaigns being considered, the economy is strong and the support of many of the community leaders is there. <' Unemployment is very low and there is a strong confidence that the present conditions will remain. The two unknowns are NSP and the Red Wing Shoe Company. However, most people feel that both will remain committed to Red Wing for many years. / / 19 CAMPAIGN CONSULTANTS OF A MERICA, INC. / PRE-CAMPAIGN BOARD SURVEY / / CAMPAIGN CONSULTANTS OF AMERICA. INC. PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT / INTRODUCTION The Pre-Campaign Board Survey was conducted in conjunction with the Community Readiness and Goal Potential Feasibility study for the Red Wing YMCA. A special board meeting was called for January 18, 2000 where the case was briefly discussed and personal confidential questionnaires were passed around. Fifteen questionnaires were returned. The purpose of the Pre-Campaign Board Survey was to measure the level of support from a number of key board members in the following areas: A. Their feelings on the effectiveness of the board of directors. B. The assessment of the proposed project and size of goal. \ I C. Their willingness to support the campaign financially. D. Their willingness to become involved within the campaIgn organization. Responses to the survey and the conclusions follow. I 20 CAMPAIGN CONSULTANTS OF AMERICA, INC. PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT J IMAGE 1. How long have you been on the board of directors? Less than 3 months 0 1 - 3 years 4 4 - 5 years 2 6 - 10 years 5 Other 4 2. Is the YMCA serving the needs of the community? Yes 15 Some 0 No 0 \ Don't Know 0 / No Answer 0 3. Is the board of directors representative of the decision makers in the area? Yes 15 No 0 No Answer 0 4. Is the board working together and doing an effective job in setting policy and direction for the YMCA? Yes 15 No 0 Don't Know 0 / 21 CAMPAIGN CONSULTANTS OF AMERICA, INC. PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT / 5. What is the mission of the YMCA? rvwd ~ ~ 6. What is the YMCA's number one priority today? ~ -r 1v~CwJttWJ.J1 {1\01 ff)f ~ 7. Do you feel the board of directors has a strong fund-raising capability and has the affluence and influence to conduct a major capital campaign? Yes 13 No 0 Don't Know 2 PROPOSAL AND SIZE OF GOAL I 8. Does the YMCA's proposal meet with your approval? Yes 14 No 0 Don't Know 1 -- U~V; Yl'CC3.--kJ ~ 9. What element of the proposal is most important to you? The Pool 5 The Lifestyle Center 1 Area' sf Activities for youth 4 Other 3 Don't Know 2 22 CAMPAIGN CONSULTANTS OF A MERICA, INC. PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT 10. Do you feel that a capital campaign for $7 - 8 million is realistic and attainable with a pledge period of three to five years? Yes 6 No 3 Don't Know 6 II. If not, what would you feel is realistic and attainable? $5 million was the answer all of those who responded mentioned. SIZE OF GIFTS 12. To raise $7 - 8 million, it is our experience that the board of directors should set the example by pledging 10 - 15 percent. In this case, that woul be $800,000 - $1,200,000. Do you feel the board of directors can collectively pledge that amount over a three- to five-year period? Yes 5 No 1 Maybe 3 Don't Know 6 13. If we began the campaign today, what would be your personal pledge spread over a three- to five-year period? ! M {)A;;~ ,At~?--. O-v-1 +- ~ 23 CAMPAIGN CONSULTANTS OF A MERICA, INC. j PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT LEADERSHIP 14. To be effective in a campaign, the board should also set the example by volunteering and taking leadership roles within the campaign. Would you be willing to serve in a leadership capacity or sit ona campaign committee? Yes 13 No 1 No Response 1 OBSERVATIONS AND CONCLUSIONS OF THE BOARD SURVEY The importance of the involvement and commitment of the board of directors (and trustees) within a campaign cannot be underestimated. It is one of the most / important criteria and determining factors in the overall success in the campaign. The "Inner Family" (boards of directors and trustees and the staff) set the example and the tone for the campaign. It often acts as a catalyst for others to give. It also acts as a measuring device for foundations and corporations. One could say that the Inner Family often determines the outcome of the entire campaign. Studies indicate that the impact of the Inner Family can be seen at several levels. The guideline is usually 10 - 15% of the overall goal. When the Inner Family achieves their goal, several factors become more prevalent. These include: I. Achievement of the total campaign goal is realized and surpassed. 2. A"lead gift" is given. (A lead gift is defined as a single gift which is equal to 1 0 % or more of the overall goal.) 3. Recruitment of the top community leaders is accomplished due to the fact that a signal is sent that the campaign is going to succeed. / 24 CAMPAIGN CONSULTANTS OF A MERICA, INC. PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT 4. Foundation grants from national foundations are more likely to be received. 5. Top level gifts from the community come forth as the board has demonstrated their belief in the project. This should clearly demonstrate the necessity for total board giving and involvement. With these facts and the experience of conducting the Pre-Campaign :Xl(~~ Board Survey for the Red Wing YMCA, the following results and conclusions can be made. IMAGE ~~0 The board members of the Red Wing YMCA were so consistent and unanimous in their answers that it is one of the most positive board surveys that the study director ~~ has ever seen. All board members who participated thought that the YMCA was serving the needs of the community. They also felt that the board of directors are ~vrl1 representative of the decision makers in the area and that they are working together in setting the policy and direction for the YMCA. They were also very together on the mission of the YMCA mentioning providing programs that instil a strong mind, body and spirit. Several mentioned supporting youth and families. The number one priority of the board members is creating and maintaining youth programs. And, most felt that the board has a strong fund raising ability. Several mentioned that the board of trustees may have more, but together they consider ~emselves a good fund raising group. ~ Tbm is , very strong ,ommilm,nt to tho YMCA by tb, bo,ro m<mbrn lIS .JfJ individuals and as a group. The study director felt that there was a sense of family and ownership of the YMCA and that the board members are truly acting as good stewards. They are knowledgeable, committed and understanding of the problems and opportunities of the YMCA. They also feel strongly that the YMCA is doing all it can with the facilities it has. I 25 CAMPAIGN CONSULTANTS OF A MERICA, INC. PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT j With an expansion they feel much more can be done for the youth and families within the Red Wing area. PROPOSAL AND SIZE OF GOAL There was very strong support for the proposal. Only one person was not sure about the proposal and they stated that it was a difference in "needs vs. nice to have." However, most of the others stated that it was time for this expansion and that the YMCA has to keep moving forward and must continue to meet the needs ~ -I of theoommunity. ~ Th, ",m,nt th" w", most important w"' th, "","iom' ,nd th'''p,utio ~ swimming pool. Second in importance would be areas for youth, and third is the wellness and fitness area. \ r; 1 The number of board members who felt that $7 - 8 million was realistic and 0/ /{/ r attainable was reflective of the community interviews. They were evenly split with 'r~ f~ one-third feeling yes, one-third stating no, and one-third that didn't know. The comments were also the same, stating that it would be determined by the top four \(~ \7 'V or five donors. Several board members thought that spreading the pledges over '\7 five years would make it more attainable. GIVING POTENTIAL Regarding the giving of the individual board members (and trustees) and the ability to give collectively 10 - 15 % of the overall goal, the indication according to the ?~ " board members in the survey is that this would not happen if we were to campaign ! fj) r;6tJ today for $8 million. However, all of the persons indicated that they could do 1fJO ~ I something. Gifts indicated ranged from $300 to a possible six figure gift. ~ Depending on which gifts were counted toward the "Inner Family, n there is a possibility that we could raise 10 -15 % of the goal. / 26 CAMPAIGN CONSULTANTS OF AMERICA, INC. \ PRE-CAMPAIGN BOARD SURVEY AND ASSESSMENT J One person who responded thought that we would have to take the amount and divide it by the number of board members, thereby coming up with the figure of ~. $50,000 per member. Based on that, the board member thought that was not realistic. And it would not be. However, we never raise money through mathematics. Everyone has a different potential and has the ability to give at different levels. Therefore, capital campaigns will not be successful if we simply use mathematics to raise funds. LEADERSHIP ~ The study director was extremely pleased to see that everyone, with the exception of one person, mentioned that they would assist in the campaign by taking a leadership role or by sitting on a campaign committee. This will add greatly to the ~\\ campaign and set an example for the entire community. Once again, this shows the commitment and dedication of the board of directors and trustees. \ / \ / 27 CAMPAIGN CONSULTANTS OF AMERICA,INC. RECOMMENDATIONS FOR ACTION \ J I CAMPAIGN CONSULTANTS OF A MERICA, INC. RECOMMENDATIONS FOR ACTION (0 II RECOMMENDATIONS II There are many important factors in a feasibility study. The definition of a feasibility study is that it is an interview process of the top corporate and community leaders to test their willingness to participate in a capital program. It is also, however, much more than that. It is an educational tool for both the interviewees and for the organization for which the study is being conducted. And, it is a form of cultivation. It sends a signal to the community that the organization has a long-range plan and that it is about to embark on the fulfillment of that plan. The value of the feasibility study is that it gives the organization a direction to do just that - to meet the goals of its long-range plan. As previously stated, a feasibility study is also an educational tool. Through the feasibility study process, the Red Wing YMCA has begun the process of educating the community as to what it is they intend to do in the near future and how those / actions will impact the entire area. This educational process must continue. The following recommendations are designed to assist in giving the YMCA a direction to educate the leaders of the community and to give examples of what the YMCA can do now to enhance the success of a campaign before it is even launched. After careful consideration and interpretation of the responses, here are the recommendations for action: II CAMPAIGN APPROACH II The study for the Red Wing YMCA tested an amount larger than any other social service agency has ever raised here before. In fact, it is four times larger than the YMCA raised in its last campaign and twice as much as the Ice Arena raised. Many of the people were skeptical and hesitant when asked if $8 million could be raised. The most frequent answer was that it depended on what the board of directors, trustees, and a few additional gifts could obtain, / 28 CAMPAIGN CONSULTANTS OF AMERICA, INC. RECOMMENDATIONS FOR ACTION The Richmond Plan, named after a strategy that was first successful in Richmond, Virginia in 1984, is a plan that allows a YMCA to move forward with its present plans and speak to the board of directors, trustees and advance gift prospects based on the total need ($8 million) of the organization. To understand the Richmond Plan one must first accept that the size of the goal directly and indirectly relates to the size of gift. A larger goal, in most cases, causes sights to be lifted and gifts lifted accordingly. Other factors include how much a prospect is asked to consider and who is doing the asking. Often, volunteers sights are lifted when the challenge is greater. In addition, donors do like to relate their gifts and pledges to the need rather than to a predetermined goal. Finally, donors will in many cases, give in relationship to what others have given. The Richmond Plan takes all this into account for those instances where the organization is well-regarded, has excellent leadership, and has conducted a feasibility study but has found the success will be determined on several key gifts. The Richmond Plan simply asks the fIrst two segments of the campaign, the Inner Family and the Advance Gifts to give a pledge based upon the need. They are told their gifts will in fact determine the goal and, ultimately, if all the needs of the YMCA can be met. Following the securement of the Inner Family Gifts and the four or five advance gifts, a goal is determined and announced to the community. During this process or strategy, nothing must be misleading and we are completely up-front with all prospects explaining to them that we are visiting with them about the needs of the YMCA and that what they give will assist in determining the overall capital campaign goal. This strategy has been extremely successful with YMCAs in communities where there is great potential by several key prospects and they are raising more money than ever before. Large universities and colleges have used a similar strategy for years. The most recent YMCA to use the Richmond Plan is the Superior-Douglas County Family YMCA in Superior, Wisconsin. I 29 CAMPAIGN CONSULTANTS OF A MERICA, INC. RECOMMENDATIONS FOR ACTION II CAMPAIGN STEERING COMMITTEE II The Red Wing YMCA should begin to recruit the leaders identified within the community who are associated with the Y. This committee: will be responsible for the direction, policies, and implementation of the campaign plan. They will also assist in the cultivation and solicitation of the Pacesetting Gifts. Their input in the leadership of the campaign will be highly regarded and they will work with Mark Hennessy in interpreting the YMCA, its needs, and the campaign itself to their peers. It is extremely important to recruit the top corporate and community leaders. How well we are able to recruit, and who we are able to recruit, will be one of the early indicators of how successful a capital campaign will be. IIADV ANCE GIFTS II / During the feasibility study, the director was told by many interviewees that the outcome of the campaign will be dependent on four to five gifts. The study director agrees and also believes the gifts of others will be determined on how well the YMCA does in asking for and receiving those gifts. Therefore, as part of the campaign strategy that has been recommended (The Richmond Plan) these four to five advance gifts should be secured early in the process. Obtaining these gifts will add to the campaign's credibility, give encouragement that the very large goal can be achieved, and point out to the community that their leaders are fully in favor of the direction the YMCA has chosen. PROPOSAL TO THE TRIBAL COUNCIL OF THE PRAIRIE ISLAND TRIBAL COUNCIL During the informational meeting with two members of the Tribal Council we were urged to write and submit a formal proposal to the entire Tribal Council. This I 30 CAMPAIGN CONSULTANTS OF A MERICA, INC. RECOMMENDATIONS FOR ACTION should be done as soon as possible and should include the following elements: I. The mission, history and membership of the Red Wing YMCA 2. The past participation of the Native American Community including any collaborations that have taken place in the past 3. A statement of need 4. The plans to meet the need 5. The benefits to the Native American Community 6. The benefits to the entire Red Wing Area 7. The request for support The proposal should have a cover letter addressed to the Tribal Council and a minimum of seven copies should be delivered to Lu Taylor, Secretary. The study director will be more than pleased to assist Mark Hennessy in this process. / II PRO FORMA BUDGET II The persons interviewed were all supportive of expanding the YMCA. However, on several occasions the interviewee inquired about the YMCA's ability to afford to operate the expansion once it is built. Preparing a pro forma budget that indicates the income and expense when everything is competed will assist in putting any of those questions to rest. This projected budget should indicate the major expenses and income sources, pointing out how many additional memberships and program participants will be needed to balance the budget, Many of the foundations and corporations will want this documentation prior to making their decision. It will also demonstrate that the YMCA has thoroughly thought through the process of expanding and the impact it will have on the current organization. II CASE STATEMENT II A case statement, according to the National Society of Fund Raising executives, is "The centralization or documentation of all information describing the organization, / 31 CAMPAIGN CONSULTANTS OF AMERICA, INC. RECOMMENDATIONS FOR ACTION including: needs, goals, objectives, strategies, tasks, facilities, budget, institutional plans, financial history, personnel, and staff competence to serve the mission or the cause the organization represents. It is the data base." The case statement for the Red Wing YMCA needs to be written and should include the following: I. The master plan of what the YMCA is going to accomplish, and the reasons why (with documentation) of how it will meet the needs of the YMCA. Included should be the facts and statistics of how much growth there has been and the potential growth after completion of the addition. 2. That the YMCA's focus always has been, is today, and always will be, on the youth in Red Wing. That the YMCA promotes youth membership and that over 90% of the program participants are youth under the age of seventeen. In fact, the expansion is designed for youth and families. The J YMCA must emphasize with facts and projections that the YMCA is building for youth. 3. Financial projections for the YMCA with the proposed expansion. Due to the continued building growth in the Red Wing area, several interviewees wanted assurance that the YMCA can be self sustaining after the expansion. Questions such as; what growth do you expect from the expansion, how will it impact the YMCA budget, and will it create additional fmancial opportunities for the YMCA will be asked. 4. What the community needs are and how the YMCA's proposal will meet those human social concerns. In other words, what are the problems and concerns of Red Wing and how is the YMCA addition going to address those concerns. 5. The YMCA is strong fInancially. It has balanced its budget for at least the past six years under the guidance of Mark Hennessy, has a maintenance , 32 CAMPAIGN CONSULTANTS OF AMERICA, I~ RECOMMENDATIONS FOR ACTION / reserve, and an endowment, and that an investment in the YMCA will be a sound one and that it will be managed to its capacity. II ISSUES TO CONSIDER II During the feasibility study we heard from several of the interviewees two issues that seemed to be of concern. The first is that the donors do not want to be approached a second time. We must make sure that the amount needed for the expansions and renovations when donors are first approached is the correct one. In other words, they do not want to be asked for a second gift or an additional amount after the first approach. The second issue is in regards to the building. Several people mentioned that they want to make sure that local contractors and subcontractors are given a fair chance to bid on the expansion and renovation project for the YMCA. They feel that the , funds that are given and raised locally should be spent with local builders. The / YMCA may want to consider a policy regarding the bidding process for the builders so that when volunteers are asked they will be able to respond. II PRE-CAMPAIGN CALENDAR II A pre-campaign calendar should be outlined and adhered to. Within this calendar, the planning of the campaign, public relations, cultivation of top potential leaders and donors, recruitment of leadership, and early solicitation should be addressed. The calendar should be comprehensive and include all steps needed within the early stages of the campaign including the Inner Family solicitation. This calendar, along with the organizational chart and general plan, will be needed in the campaign planning. The consultant will develop all of this and deliver it on the first visit if the YMCA chooses to move forward with a capital campaign. / 33 CAMPAIGNCONSUi.TANTS OF AMERICA.INc. / RECOMMENDATIONS FOR ACTION II INNER F AMIL Y II One of the strong indicators of how successful a campaign will be is the involvement of the Inner Family which consists of: the board of directors, board of trustees, campaign leadership, and the staff. When we analyze the indicated and potential support of the Red Wing YMCA Inner Family, we find it is extremely high. In fact, the study director believes it will set the tone for the entire campaign and will raise sights for all corporations, foundations and individuals. Therefore, the recommendation is to seek the Inner Family Gifts early. This will assist in the recruitment of leadership, solicitation of Pacesetting Gifts and getting the attention of foundations. II CAMPAIGN CONSULTANTS OF AMERICA, INC. II An agreement with Campaign Consultants of America, Inc. should be made for / them to give leadership and professional campaign counsel at this time. This agreement should include assistance in planning, preparing, and implementing the entire pre-campaign and campaign effort. It is the philosophy of Campaign Consultants of America, Inc. that we become involved as early as possible as the success of the campaign is based on the quality of planning and prospecting as well as the recruitment of the top leadership. Together, with the board of directors, board of trustees and the staff, we can bring a successful campaign to the Red Wing YMCA. 34 CAMPAIGN CONSULTANTS OF A MERICA. INC. FUND-RAISING POTENTIAL , / CAMPAIGN CONSULTANTS OF AMERICA, INC. FUND RAISING POTENTIAL A feasibility study should be evaluated in terms of the criteria for a successful campaign. These include: The Proposal There must be a case that is valid and realistic. It will be judged on its scope, its costs, and above all, the community need. The Commitment by the Organization Leaders Commitment by the organization's leaders is a key element in the success of any campaign. The community wiUlook to the board of directors to set the example in giving, as well as participating in the campaign organization. Top Level Gifts To achieve a campaign goal of $8,000,000 (or any amount), the campaign needs large, sacrificial gifts. Therefore, there needs to be evidence that gifts of that size are available within the community. Secondly, careful cultivation of these , prospects must occur to guarantee maximum contributions. I Top Level Leadership More depends on who asks for money than the amount asked for in many cases. The top level leaders - the decision makers in the community - must be able to identify with and be committed in the YMCA project for such an effort to succeed. Timing A receptive climate must be present when the capital campaign is conducted. This means that there is a strong community receptivity toward the project, a strong image of what it will do for the community, and the campaign must be conducted when the project will be the center of attention. EVALUATION The study conducted on behalf of the Red Wing YMCA indicates there is strong support for the proposed project. With that in mind, the evaluation when catalogued in the previously mentioned sections, generated the following conclusions. 35 CAMPAIGN CONSULTANTS OF AMERICA, INC. FUND RAISING POTENTIAL A. THE PROPOSAL The Red Wing YMCA has served the area for over 130 years. It is viewed as an integral part of the community and a real asset to the area. Though in the past it may have had a reputation or perception of serving as a downtown athletic club, almost all interviewees stated the YMCA serves youth and families. All indicated that the YMCA is needed and that they could not find fault with any aspect of the proposal. There was an overwhelming amount of support for the project and the growth of the YMCA. Many of the interviewees have had a long history with the YMCA and they understood the reasons for the expansion and felt that it would be well accepted within the community. They also knew that this has been in the planning stages for some time and that alternatives have been studied. The study director had the sense that the interviewees have known about the proposal for expansion for some time and that they feel it is time for the YMCA to move forward with their plans. The I economy is strong, the ice arena pledges are in their final year, and the membership and program participation at the YMCA is high. The board of directors and trustees have some of the community leaders among them. Many have, in the past, been the top fund raisers in the Red Wing area and there is a consensus of those interviewed that if these same people support and work on the campaign it will be successful. In summary, there is strong support for the case of the YMCA and there is positive recognition of the board and trustees. With the right leadership and timing, the campaign will be very successful B. COMMITMENT BY THE BOARD OF DIRECTORS The boards and staff play vital roles and they are key to a successful campaign. Those who participated in the study consider the present board of directors as having some individuals of affluence and influence. In a capital campaign, we look I 36 CAMPAIGN CONSULTANTS OF A MERICA, INC. \ FUND RAISING POTENTIAL , to the boards of directors, trustees, the staff (the Inner Family) to give 10 - 15% of the overall goal. Careful consideration must be given to this. The flrst question asked by corporations as well as foundations is: "What did the board give?" Their gifts will be dependent on the degree of giving by the Inner Family. If the Inner Family reaches their goal, the sights of the persons interviewed will be lifted and larger gifts, as well as some unexpected gifts, may come forth. In addition to the level of giving, the board of directors is expected to set the example in taking leadership roles within the campaign. Board members have indicated by their actions in the past that they would be willing to do whatever is asked. It is the study director's opinion that when the campaign takes place, the board members will take their place within the organization. It is also encouraging to note that several board members and trustees indicated that their own gifts would fall within the Pacesetting Gift level. They would take , leadership roles in the campaign and do whatever is necessary to make this effort I a success. C. ADVANCEfPACESETTING GIFTS During the interview process several people indicated that their gifts would fall into the Advance or Pacesetting Gift category. It is extremely exciting to begin a campaign knowing that there are three or four potential gifts that could possibly be over $1,000,000. This factor alone is very encouraging. Lead gifts to a campaign of this magnitude are extremely important and their value to the overall success can not be understated. Without them, the campaign would not succeed. The YMCA is truly fortunate to be in a position to ask for and receive such gifts. These gifts will add credibility to the goal, they will encourage others to give, they will set the tone and the example and they will lead the way to build a case for foundation giving. All interviewees stated they would give a gift to the capital campaign. Our challenge is to get these people involved. Once involved, sights and gifts will even be larger. \ j 37 CAMPAIGN CONSULTANTS OF A MERICA, I~ '\ FUND RAISING POTENTIAL I D. TOP LEVEL LEADERSHIP The purpose of a study is not to recruit leadership but to get an indication of who will serve if the YMCA moves forward. In Red Wing, there are a few select people who in the past have taken the leadership role in capital campaigns. They are considered the "best one can get" for a large capital campaign. It is essential that the YMCA recruit these people for the campaign leadership. Almost all of them are either on the YMCA board of directors or trustees. The study director believes that when asked, almost all will support the YMCA by taking a top leadership role in the campaign. E. TIMING One of the most important elements within this study has been the proposed timing of the campaign. Other efforts such as the new medical campus and several churches were mentioned. There are no competing campaigns being planned and '\ ) the study director was told that there would not be a public campaign for the new hospital (they do plan to visit with five - six large potential donors). Many people realize that the YMCA has been planning this for a long time and that the Y allowed the ice arena to move forward first with their campaign. In addition, the economy is strong and everyone feels that the YMCA is doing an outstanding job. All interviewees, with the exception of one, encouraged the study director to move forward with a campaign at this time. / 38 CAMPAIGN CONSULTANTS OF A MERICA, INC. FUND RAISING POTENTIAL CONCLUSION Thus, taking into account all that has been determined through the study process and the conclusions made, the study director recommends the following: That a campaign for the Red Wing Yl\1CA proceed which will meet the needs totaling $8 million. That the Red Wing YMCA campaign be designed using the strategy discussed within this report and referred to as the Richmond Plan. That the campaign planning begin immediately and the campaign be carried out through the early part of 2001. The campaign would begin with the pre- campaign period including the Inner Family and Advance Gift solicitation. In addition, professional campaign counsel be sought for the pre-campaign and campaign period. That the Red Wing Yl\1CA move forward with their plans in a cautious and flexible manner so that if the timing needs to be changed, it \ can be. And that all the recommendations found within this feasibility study / be carried out. I 39 CAMPAIGN CONSULTANTS OF AMERICA,INC. "- I CAMPAIGN APPROACH , I / CAMPAIGN CONSULTANTS OF A MERICA, INC. CAMPAIGN APPROACH I CAMPAIGN APPROACH The recommendation to move forward with a campaign for $8 million is based on a campaign approach that will have five phases. The first phase of solicitation (after the pre-campaign work is accomplished, i.e., recruit leadership, develop materials, open a campaign office) is the Inner Family solicitation. The Inner Family should adopt a goal of between $800,000 and $1,200,000 along with 100% participation from the board of directors, trustees, campaign leadership and the staff of the YMCA. This is actually a "campaign within a campaign" and the direction as to how to begin this phase can be given by the campaign consultant. In addition to the Inner Family, the Advance Gifts phase will begin quickly securing the top four to five key gifts. A goal of $6 million should be sought from Advance Gifts. These early gifts along with Inner Family Gifts will give the community the confidence that $8 million can be raised in Red Wing. I Once the Inner Family and the Advanced Gift Phase is completed, the next phase is the Pacesetting Gift phase that should have a goal of no less than $1,500,000 and call on prospects who have the potential of giving $25,000 or more over a three- to five-year period. The next phase is Major Gifts ($300,000 goal) followed by Community Teams and Membership ($200,000 goal). Each of these campaign phases will involve recruitment of volunteers and all prospects will be seen personally. It is recommended that the campaign begin in the early Spring of 2000 and conclude in the early part of 2001 (respecting the blackout period of the United Way in the Fall of 2000). It is also recommended that the YMCA begin immediately to plan for a campaign by establishing a Steering Committee based upon the job description provided by the campaign consultant along with a prescribed method of recruitment. The daily operations of the pre-campaign planning and campaign periods will be the responsibility of Mark Hennessy with 40 CAMPAIGN CONSULTANTS OF A MERICA, INC. " CAMPAIGN APPROACH direct supervision and on-site consultation of Campaign Consultants of America, Inc. It is estimated that between 50 - 60 days of service will be needed over the course of the campaign. An initial rough draft of an organizational chart and a calendar of events follow. , 41 . CAMPAIGN CONSULTANTS OF A MERICA, INC. ---.------- ~- CAMPAIGN APPROACH / CAMPAIGN PLANNING WORKSHEET Date Function Materials ResDonsibilitv I. Campaign Preparation Recruit steering comminee job description Approve gifts in kind policy board/steering comm. Approve policy regarding securities board/steering comm. Design fact sheet mission! goals campaign consultant Design statement of need proj. results campaign consultant Confirm general chairperson job description steering comminee Present general plan, calendar & organizational chart campaign consultant Approve campaign budget campaign cons. prepares! steering comm. approves Recruit prospect comminee job description steering comminee . Train prospect comminee org. list & job description campaign consultant Design project proposal campaign consultant Design pledge cards campaign consultant Design recruitment cards campaign consultant \ Prospect information cards campaign consultant , Begin prospect research top 30-40 names consultant Locate campaign office campai gn consultant! steering committee Train office staff job description office proceed.. campaign consultant Confirm prior pledges list general chair! steering comm. Begin Presentation Book concept consultant Begin inner family fact sheet, campaign consultant/ a. recruit chair statement of general chair b. recruit comminee need, letters, c. appraisal project prop., job d. assign prospects desc., training e. kickoff materials, report forms, f. report meetings dinner materials, g. report dinner press release, etc. Recruit pacesetting gifts chair job description campaign consultant! general chair Designated gift list costs of rooms, campaign consultant! equip., etc. steering committee Design brochure case statement, photos, etc. campaign consultant j 43 CAMPAIGN CONSULTANTS OF A MERICA, INC. ..- -- -------. , CAMPAIGN APPROACH / CAMPAIGN PLANNING WORKSHEET continued Date Function Materials ResDonsibilitv Recruit pacesetting comm. job description . campaign consultant Train pacesetting comm. job description campaign consultant Assign prospects pacesetting chair Kickoff pacesetting prospect packets, etc. pacesetting chair II. Campaign Recruit P.R. committee job description campaign consultant/ general chair Media luncheon press releases, campaign consultant/ P.R. calendar, P.R. chair camp. materials Recruit major gift chair job description campaign consultant/ general chair Recruit speakers bureau job description P.R. chair Arrange speaking dates letter/card campaign consultant/ P.R. chair \ Pacesetting gift reports campaign consultant/ / general chair Recruit major gift committee recruit mat. major gift chair Train major gift committee training mat. campaign consultant Assign major gift prospects major gift chair Appraisals appraisal committee Kickoff major gift committee pros. packets, campaign consultant/ materials, etc. major gift chair/ general chair Recruit community chair job description general chair Mailing lists obtained prospect committee Letters designed campaign consultant/ general chair Major gift report meetings Grand kickoff EVERYTHING campaign consultant/ general chair Community phase Foundation proposals out campaign consultant m. Post Campaign Report meetings steering committee Follow up on foundations follow up committee Set up billing system campaign consultant Continue P.R. general chair Newsletters out to donors steering committee , , 44 CAMPAIGN CONSULTANTS OF AMERICA,INC. \ CAMPAIGN APPROACH TIME REQUIREMENTS We estimate the days of consulting service required for the capital campaign for the Red Wing YMCA to be as follows: Phase Activitv Davs . 1. A. Planning and preparation: calendar, org. chart, budget, job descriptions, etc. 5 B. Project proposal, case statement, materials 3 C. Inner family solicitation materials, recruitment, training and reporting 3 D. Prospect committee training 1 E. Open campaign office, train staff, systems, procedures, etc. 4 F. Recruitment, training pacesetting gifts committee 3 G. Prepare pacesetting gifts manual, brochure, prospect cards, etc. 3 H. Orientation and kickoff of pacesetting gifts committee 2 1. Reporting pacesetting gifts committee 2 J. Foundation grant research and writing 3 TOTAL PHASE I DAYS 29 45 CAMPAIGN CONSULTANTS OF AMERICA,I~ \ CAMPAIGN APPROACH / TIME REQUIREMENTS continued II. A. Recruitment of major gifts chair 1 B. Develop major gifts materials 2 C. Recruitment of major gifts committee 1 D. Orientation and kickoff of major gifts 1 E. Major gifts reporting 2 F. Recruit and orientation of supporting committees 2 TOTAL PHASE II DAYS 9 j III. A. Recruit and train community teams 4 B. Prepare for community teams 2 C. Orientation of community teams 3 D. Kickoff of community teams 2 E. Reporting of community teams 2 TOTAL PHASE III DAYS 13 II \ TOTAL DAYS: () ~ CAMPAIGN C~ -- EXHIBITS " / CAMPAIGN CONSULTANTS OF AMERICA,INC. ---.---. I EXHIBITS PERSONS INTERVIEWED FOR THE FEASIBILITY STUDY Tim Ahmdahl Evelyn Sweasy Ahmdahl's Red Wing Motors Sweasy Family Fund Arlin Albright Scott W ordelman Republican Eagle Fairview Red Wing Rich Bodenstiener* Heat 'N' Glow *Denotes others were in attendance. Frank Ferrin Bill Foot Foot Family Foundagon (V "- Buck Foot ~ Foot Family Foundation , Jim Grantman / Coca-Cola Greg Johnson Hygenic Services Larry Lautt RAM Rud [Marohl Central Research Elizabeth "Betts" Marshall Pierce Menard Norwest Bob Riegelman Riedel Shoes, Inc. Joel Sorenson* " NSP Bill Sweasy \ Red Wing Shoe Company CAMPAIGN CONSULTANTS OF A MERICA, INC. n_ EXHIBITS / PERSONS WHO RESPONDED IN BOARD SURVEY AND ASSESSMENT Chuck Bang Lynn Betcher Jerry Borgen Tom Erdmann Gordon Fisher Buck Foot Thomas E. Gorman Rev. Randall Johnson Tom Longlett '\ / Mark Munson Peg Noesen Brian Peterson Jim Pumarlo Doug Ritter Jerry Thompson CAMPAIGN CONSULTANTS OF A MERICA, INC. . . MARSHALL AREA COMMUNITY CENTER, INC. CAPITAL CAMPAIGN CALENDAR / WEEKS OF SEPTEMBER 18 & 25 Consultant Dates Presentation Book Layout September 18, 19, 25 Pacesetting Gift Prospects Recruit General Chair Recruit Prospect Committee Chair Case Statement Materials Fact Sheets Pictures Complete Meet with Board Chair Begin to Write Case Statement Meet With Inner Family Prospect Committee Steering Committee Meeting Inner Family Committee Recruited Inner Family Appraisal WEEK OF OCTOBER 2 October 2, 3 Fact Sheets Completed Inner Family Materials Prospect Packets Worker Kits Inner Family Gift Kick Off Agenda Pacesetting Prospects Approved Campaign Office Opened Kick Off Inner Family Presentation Book Outline Complete Prospect Committee Meeting WEEK OF OCTOBER 9 October 13, 14 Inner Family Gift Report Meeting Recruit Pacesetting Gift Committee Invitations out for Inner Family Gift Dinner Recruit Major Gift Chair Prospect Committee Meeting Steering Committee Meeting 4 Ct-MP~.GNCONSULTANTS OFA~ERIgA. INc. .. - " .M., U '1liII.1!I!_' - -. -.-......-, f CAPITAL CAMPAIGN CALENDAR continued / WEEK OF OCTOBER 16 Consultant Dates All Inner Family Gift Pledges In Follow up on Pacesetting Gifts RSVP for Inner Family Dinner Program for Inner Family Dinner Pacesetting Gift Materials Prospect Packets Worker Kits Community Phase Chair Recruited P.R. Committee Chair Recruited WEEK OF OCTOBER 23 October 25, 26 (1/2) -< Inner Family Gift Dinner Meet with P.R. Chair and Develop Plan Review Calendar ~ Pacesetting Gift Kick Off WEEK OF OCTOBER 30 Review Prospect List Steering Committee Meeting WEEK OF NOVEMBER 6 November 6, 7 Review Foundations Recognition Worker Incentives Begin Brochure Layout Pacesetting Gift Report WEEK OF NOVEMBER 13 Appraisal of Major Gift Prospects Brochure Layout Complete List of Service Clubs Pacesetting Gift Report WEEK OF NOVEMBER 20 November 20, 21,-~ Recruit Major Gifts Vice Chairs Recruit Guest Speaker Final Pacesetting Gift Report Meeting 5 CAMPAIGNCONSULTANTS OF A,MERICA,I ~ < . CAPITAL CAMPAIGN CALENDAR continued \ WEEK OF NOVEMBER 27 Consultant Dates I Begin to Recruit Major Gift Volunteers Major Gifts Vice Chairs Major Gift Materials Prospect Packets Worker Kits Enter All Prospects Letter to Service Clubs Steering Committee Meeting Section Leaders Meeting WEEK OF DECEMBER 4 December 6, 7, 8 All Major Gift Committee Members Recruited Major Gift Kick Off Agenda Prepare for Major Gift Kick Off '(, Major Gift Kick Off Follow Up On Major Gift Volunteers Major Gift Report Board Major Gift Assignment Sheets WEEK OF DECEMBER 11 December 11, 12, 13 Major Gift Report Meetings WEEK OF DECEMBER 18 December 21,'X Captains Materials List of Prospective Workers Major Gift Report Begin Recruiting Division Managers WEEKS OF JANUARY 2 & 8 (2001) January 10, 11, 12 Division Managers Meeting WEEK OF JANUARY 15 January 15, 16 Recruit Captains Follow Up With Captains WEEK OF JANUARY 22 January 22, 23 Skit Prepared Captains Meeting 6 CAMPAIGN CONSULTANTS OF AMERICA, I ~ . , CAPITAL CAMPAIGN CALENDAR continued \ j WEEK OF JANUARY 29 Consultant Dates Recruit Team Members Follow Up With Captains WEEK OF FEBRUARY 5 February 8, 9 Media Luncheon All Workers Recruited Bulletin 1 WEEK OF FEBRUARY 12 February 14, 15, 16 Orientations Volunteer Day Mailing Out Bulletin 2 WEEK OF FEBRUARY 19 February 19, 20 *' GRAND COMMUNITY KICK OFF Bulletin 3 Prepare for Report Meetings '\ WEEK OF FEBRUARY 26 February 26 / Report Meetings 1 & 2 Bulletins 4 & 5 WEEK OF MARCH 5 March 5,6 Report Meetings 3 & 4 Bulletins 6 & 7 WEEK OF MARCH 12 March 12, 13 Report Meetings 5 & 6 Bulletins 8 & 9 WEEK OF MARCH 19 March 19, 20 Final Report Bulletin 10 Report to the Board / 7 CAMPAIGN CONSULTANTS OF AMERICA, I NC. , I CONSULT A TION RECEIVED DURING CAMPAIGN Consultation will be provided for all issues throughout the campaign including but not limited to the following: . Recruitment of Steering Committee Members . Recruitment of General Chair . Prospect Committee Process and Implementation . Record Keeping . Software and Computer needs . Campaign Office Set Up and Hiring of Staff . Inner Family Gift Process . Appraisal of All Prospects I . Design of Pledge Cards . Design of Fact Sheets . Design, Writing and Printing of Case Statement . Design of Presentation Book (used for Pacesetting and Major Gifts) . Pacesetting Gift Committee Recruitment . Strategy and Training of Committee Members to Obtain Pacesetting Gifts . Foundation Identification . Foundation Initial Form of Contact . Draft of Complete Foundation Proposals . Campaign Treasurer Responsibilities and Reporting . Major Gift Recruitment / CAMPAIGN CO~SULTANTS OF AMERICA, INC. '\ CONSULTATION RECEIVED DURING CAMPAIGN . Community Teams Recruitment . Suggested Format for all Campaign Office Matters Including But Not Limited To: thank you letters for volunteers thank you letter for giving reporting procedures prospect tracking (making sure no prospect is called on more than once) volunteer tracking (who has which prospect) donor tracking (who gave what to whom) all minutes, mailings, correspondence, training materials, etc. \ / Design for Campaign Brochure . . Questions and Answers . Solicitation of Major Gifts . Motivation To All Campaign Volunteers . Solicitation of Community Gifts . Service Club Presentations . Gift Policies Such As Gifts In Kind, Gifts of Securities and Designated Gifts . Recognition of Volunteers . Recognition of Donors . Consideration/Process When Volunteers Do Not Follow Through . Follow Through At End of Campaign CAMPAIGN CONSULTANTS OF AMERICA, INC. \ MATERIALS - CONSULTATION AND/OR SAMPLES PROVIDED . General Plan . Organization and Flow Chart . Campaign Calendar . Campaign Budget . Job Descriptions for the following: Steering Committee General Chair Campaign Treasurer Inner Family Gift Chair Inner Family Gift Committee Members / Pacesetting Gift Committee Members Major Gift Chair Major Gift Vice Chairs Major Gift Committee Members Community Teams Chair Community Teams Section Leaders Community Teams Division Managers Community Teams Captains Community Teams Volunteers Staff Aides . Prospect Committee Manual CAMPAIGNCONSULTANTS OF AMERICA, INC. '\ MATERIALS - CONSULTATION AND/OR SAMPLES PROVIDED i . Prospect Committee Forms . Campaign Office Procedure Manual . Public Relations Manual . Public Relations Campaign Calendar . Public Relations Suggested Events/Ideas . Speakers Bureau Manual . Suggested Letter to Service Clubs . Inner Family Gift Manual . Suggested Letter for Inner Family . Giving Example Chart for Inner Family I Suggested Inner Family Kick Off Agenda . . Suggested Inner Family Dinner Program . Suggested Inner Family Gift Pledge Form . Suggested Pacesetting Gift Prospect Packet Letter Giving Chart Pacesetting Fact Sheets Recognition and Memorial Gift List Opportunities . Outline of Pacesetting Gift Volunteer Manual . Suggested Format for Pacesetting Gift Kick Off J CAMPAIGN CONSULTANTS OF AMERICA, INC. . / MATERIALS - CONSULTATION AND/OR SAMPLES PROVIDED . Suggested Format for Pacesetting Gift Reports . Major Gift Chair Recruitment Folder . Recruitment Cards for Major Gift Vice Chairs . Vice Chair Recruitment Folder . Recruitment Cards for Major Gift Volunteers . Major Gift Kick Off Agenda . Major Gift Prospect Packets . Major Gift Volunteer Folders . Major Gift Report Board . Major Gift Report Meeting Agendas / . Community Teams Chair Recruitment Folder . Community Teams Section Leaders Recruitment . Section Leaders Recruitment Folder . Division Managers Recruitment Cards . Section Leaders Meeting Agenda . Captains Recruitment Folder . Captains Recruitment Cards . Division Managers Meeting Agenda . Volunteer Recruitment Cards . Captains Meeting Agenda " CAMPAIGNCONSULTANTS OF AMERICA, INC. . . \ MATERIALS - CONSULTATION AND/OR SAMPLES PROVIDED I . Orientation Agendas . Volunteer Orientation Packets . Prospect Card Holders . Preparation for Kick Off Check List . Kick Off Agenda . Volunteer Kits for Community Teams . Community Teams Report Boards . Community Teams Report Forms . Gift Acknowledgment Guide \ . Sample Thank You Letters / . Ways of Giving Descriptions . Case Statement CAMPAIGN CONSULTANTS OF AMERICA, INC. \ E. ROBIE WAYNE / Mr. Wayne, CFRE, chairman of Campaign Consultants of America, Inc., is nationally recognized in the social service and fund raising fields for his extensive work in financial development and capital campaigns. Mr. Wayne founded Campaign Consultants of America, Inc. in 1984.' Mr. Wayne is also President of Capital Campaign Institute, a school dedicated to teaching others how to effectively raise capital campaign funds. Previously, Mr. Wayne served the YMCA of the USA for nine years as Capital Campaign Director, Senior Campaign Director, and as Director of Campaign Associates, the fund-raising department of the YMCA of the USA. Prior to those positions, he was affiliated with the Minneapolis and Milwaukee YMCAs in various positions. Through his experience in financial development, Mr. Wayne has developed new and innovative / techniques, including a process to measure the commitment of boards of directors prior to commencing a financial development program or capital campaign. In addition, Mr. Wayne has authored a Major Gifts Book for the American Red Cross and has written and published several articles on financial planning and capital campaigns. He is widely recognized for his abilities in planning, feasibility studies, annual campaigns, and special events. Mr. Wayne is a member of the Association of Fundraising Professionals and has received the designation of Certified Fund Raising Executive by that organization. Mr. Wayne has also served as Chair for the Alfred Adler Institute and Vice Chair for the United Scleroderma Foundation. He has also served on the Council of Directors of the National Association of YMCA Development Officers and has worked on numerous non-profit boards of directors on local, regional, and national levels. CAMPAIGN CONSULTANTS OF AMERICA, I NC. -., 9 . , '. . \ WHY HIRE A CAMPAIGN CONSULTANT? / Contracting with an experienced, professional and certified fund raising consultant should be done with knowledge of what is needed by the not-for-profit organization and what can be provided by a fund raising finn. Campaign Consultants of America, Inc. provides full consulting se~vices in the following areas: I. Campaign Preparation A successful campaign is determined by the quality and care that goes into its preparation. Commonly, that preparation includes assisting the agency in developing a good project proposal (to be tested in a feasibility study) and a thorough and demanding case statement. The primary "tests" used to ready the agency for campaign solicitation are: a. A good feasibility study b. A carefully-planned and well-executed "inner family" campaign (usually consisting of solicitation of the agency board and staff). 2. Campaign Strategy Development The development of campaign strategies consists of applying good fund raising principles to each unique situational "community" the fund raising campaign will affect. One / important ingredient for the development of good campaign strategy is the development of an adequate, board-approved budget. This gives campaign leadership and the organization staff authority to determine the degree and timing of expenditures, utilizing the professional consultant's expertise in recommending what will be expected expenditures and when in the campaign they will occur. 3. Volunteer Training and Motivation All campaigns which require person-to-person solicitation of multi-payment pledges depend on volunteers to conduct the vast majority of solicitations. Quality volunteer training and motivation are critical, including: a. Provision of training materials for recruitment and solicitation, b. Provision of "how to" expertise to prepare and assist solicitors, c. Provision of the maintenance, assistance and reporting systems needed to adequately support volunteers, and d. Forms of communication that encourage volunteers to complete their tasks. 4. Development of Campaign Materials Campaign materials are an important ingredient to the success in any campaign. They must be professional, clear, concise, and must speak directly to the prospective donor. An experienced consultant will not only provide the layouts but also the copy for all necessary materials. CAMPAIGN CONSULTANTS OF AMERICA, INC. - ) . '\ j 5. Staff Direction A professional campaign consultant will train the organization's staff to conduct the campaign recognizing that the staff also has a responsibility to the ongoing operations of the organization. 6. Campaign Monitoring Timely and perceptive analysis of early results can make the difference between success and disaster. This will allow the consultant to recommend, and the campaign steering committee time to adopt, campaign plan and deadline modifications. 7. Campaign Evaluation Objective evaluations should occur throughout the campaign, not just when the campaign is wrapping up. This allows the establishment of goals which are realistic and provide incentives for workers rather than being sources for negative community judgement. / \ / CAMPAIGN CONSULTANTS OF A MERICA, INC. . . CAPITAL CAMPAIGNS SUCCEED BEFORE THEY BEGIN '\ by I Robie Wayne, CFRE Author's Note: In 22 years of consulting lMCAs, I have never attempted to share observations through print. I have always felt that what was written had to be such an absolutely original and profound thought that it would create a whole new movement. My clients and staff have convinced me otherwise. Therefore, what is contained in this article is not so much new or profound as it is the truth. The ultimate goal is to assist lMCAs to be successful. I thank my clients and stafffor opening my eyes so that I have been able to see that. Many elements lead to a successful capital campaign. The campaigns that go beyond their goal and have a greater impact on the YMCA and the community are those campaigns that have those elements in place prior to the actual campaign and solicitation. In fact, it is not the actual solicitation that determines the results of a campaign, it is the preparation prior to the campaign that leads to success. The analogy that has been used most often is that of painting a room. Preparation for the job including: buying the paint, brushes, and rollers; taping the room; laying down the drop cloth; and priming the room is what takes the majority of the time. And, in most cases, will have more to do with the outcome than the actual rolling on of the paint. YMCAs that have prepared themselves properly have a greater chance of succeeding than those that do not. Today, too many YMCAs wait until a decision to conduct a capital campaign has been made '\ to begin to prepare for that campaign. The preparation of a capital campaign should begin during, ) or at the end of, the previous campaign. In the case of a new YMCA, preparation begins when the volunteers begin to realize that they will need a facility. That is the time to put into place the following 10 elements that a YMCA can do to insure success. 1. STRENGTHEN THE BOARD OF DIRECTORS. The board of directors, as individuals and as a decision making group, can be a major determining factor. The board will make the decision to move forward or not. Those who are in the top leadership positions in the community but who are not on the board will base their decision to either become involved in a capital campaign or not by evaluating who is on the board. Gifts within the campaign will be determined by what the board, as a whole, and as individuals have given. Individual board members will be asked for both their leadership and their pledge prior to asking others to contribute. It is paramount that the board of directors be involved, committed, and passionate about the case. They must also be the leaders in the community. 2. KNOW THE LEADERSHIP. Identify and begin to research the top corporate and community leaders. Some may already be on your board. Ask basic questions about them such as: who are their friends, what do they believe in, and what is their sphere of influence. Begin a file for each and keep track of their positions in both their business and their community life. Develop a sense about where they contribute their time and money. Who do they associate with and what causes are they passionate about. / CAMPAIGN CONSULTANTS OF AMERICA, INC. - '\ 3. CUL TIV A TION OF LEADERSHIP AND PROSPECTIVE DONORS. Cultivation begins with I recognition and is carried through with communication. Without information and a sense of involvement and ownership, do not expect the leadership and top donors to share your vision. Involve your top corporate and community leaders early. Identify the top 50 - 100 leaders and donors and let them know they are an important part of the project and that their advice and counsel will be needed. In one YMCA situation, for example, a designed series of one-page "bullet newsletters" was targeted to top community leaders. It was extremely effective because for almost two years prior to the actual campaign, these bi-monthly newsletters helped the community leadership feel that they were a part of the planning process and the decision to move forward with the campaign. It was therefore a natural step for them to become leaders in the campaign. 4. KEEP IN CONTACT WITH AND INVOLVE YOUR DONORS. The mistake that has most often been made by YMCAs and other organizations is that after a capital campaign is concluded, they do not keep in contact with their donors. This includes foundations. It is surprising (not to mention embarrassing) to visit with a major donor from a previous campaign and to be asked a question similar to: "Did you ever build the swimming pool?" Those individuals who made it possible to succeed in the past capital campaign are the same individuals who need to be involved in the YMCA as a committee member, board member, or trustee. In addition, far too many times, YMCAs have prepared to go to foundations such as The Kresge Foundation for a gift and have found that the foundation has given in the past but that they have not been kept abreast of the organization's growth, successes, and needs. It is true that once someone has given to an organization, they are more likely to give again. However, it is also true that the size of the gift and level of commitment \ will depend on the amount of involvement they have had since their past gift. / 5. PREPARE YOUR CASE IN TERl\1S OF SOCIAL AND CRITICAL HUMAN CONCERNS. People give to people. Generally that phrase is used when describing why we encourage personal solicitation. I prefer to use it when describing how to write a case statement. Most people give to the organization that is fulfilling their mission rather than one that is constructing a building or expanding a facility. Put your mission and goals first! "A building is only a tool," is an old adage that is frequently used but no one speaks to what the tool will provide, Speak to the tool. Explain how a new YMCA or an expansion will, for example, lower the dropout rate, decrease teenage violence, assist single parents, fight drug and alcohol problems, decrease teenage pregnancy, or meet some other social and community problem. Think not of what the building will hold as a facility, but of what solutions to community problems will be provided with the new facility. 6. INCREASE PUBLIC AWARENESS. YMCAs often make the mistake of assuming the community knows what they are doing and how well they are doing it. Volunteers and donors want to be associated with organizations that are successful. Pat yourself on the back and let others know your accomplishments, YMCAs that have a public relations committee AND a public relations plan that they carry out are more likely to gain community support for a capital campaign. It is extremely important for the community to be kept informed. It is important to tell them what you are doing, but also that you are doing it well. Press releases, feature articles, and human interest stories can all be vehicles for letting the population know that no one serves youth, adults and families better than , the YMCA. / CAMPAIGN CONSULTANTS OF AMERICA, INC. , . . 7. LOOK FOR AREAS OF COLLABORATION. It appears that two out of three successful \ capital campaigns for YMCAs today involve collaboration with the city, the county, the school j district, the local hospital, or other not-for-profit organizations. Collaboration is the key for the 90's and the next decade. Today, more than ever before, volunteers, business leaders, and donors are looking to give their resources to those organizations that offer the greatest benefit to the largest number of people. Collaboration brings to the campaign additional interest, leadership, and prospects. It offers a sense of seeking to improve the community, rather than just one organization. Campaigns that involve collaborative ventures will continue to be supported before single organization campaigns. 8. UNDERSTAND THE PRINCIPLES OF FINANCIAL DEVELOPMENT. YMCA staff and volunteers should understand the basics and principles of fund raising prior to launching a capital campaign. Recently, while visiting a YMCA for the first time, a volunteer asked why we could not start asking for money right then. There was as yet no organization, case statement, recruitment of leadership, prospect research information, appraisals, pledge cards, or other materials available. The philosophy of this volunteer seemed to be "we need the money so let's just start asking." Another common misunderstanding is that money can be raised through numbers: that by taking the need or the goal and dividing it by the population, you can determine what everyone should give to the campaIgn. Instead, a capital campaign is a process -- a system in which there is a method and sequential order of events. If the YMCA staff and volunteers familiarize themselves and understand the concepts, they will work much better as a team. 9. PLAN ON A BROAD BASE CAMPAIGN. To be successful, a campaign should involve the / entire community. New interest, membership, program participation, and leadership will come from a well-conducted capital campaign. A campaign teaches people how to give. A sense of ownership by the community is important and is the result when the community is involved. There are some YMCAs and other organizations that sit back and plan that one or two donors will decide the outcome of the campaign. Too often those YMCAs are disappointed. And, when there is a donor who gives a gift the size of the campaign goal, it becomes their YMCA rather than the communities. 10. KNOW HOW AND WHEN TO HIRE CONSULTANTS. Capital campaign consultants are specialists. They bring to the YMCA, and to the campaign, a structure, timetable, and proven techniques. Good consultants add to the professionalism of the campaign and to the YMCA's knowledge. They empower the YMCA staff and leadership to conduct their own campaign while quietly orchestrating the different parts. Though between seventy and eighty percent of an executive's time will be needed in the precampaign and campaign period, a consultant will direct that time to the best use. It is important that the YMCA executive director and the volunteers know what to expect from a consultant and the best way to hire a consultant. The time to engage a consultant is during the planning period. I CAMPAIGN CONSULTANTS OF AMERICA, INC. . "- CAPITAL CAMPAIGNS SUCCEED BEFORE THEY BEGIN '\ by / Robie Wayne, CFRE Author's Note: In 22 years of consulting YMCAs, I have never attempted to share observations through print. I have always felt that what was written had to be such an absolutely original and profound thought that it would create a whole new movement. My clients and staff have convinced me otherwise. Therefore, what is contained in this article is not so much new or profound as it is the truth, The ultimate goal is to assist YMCAs to be successful. I thank my clients and stafffor opening my eyes so that I have been able to see that. Many elements lead to a successful capital campaign. The campaigns that go beyond their goal and have a greater impact on the YMCA and the community are those campaigns that have those elements in place prior to the actual campaign and solicitation. In fact, it is not the actual solicitation that determines the results of a campaign, it is the preparation prior to the campaign that leads to success. The analogy that has been used most often is that of painting a room. Preparation for the job including: buying the paint, brushes, and rollers; taping the room; laying down the drop cloth; and priming the room is what takes the majority of the time. And, in most cases, will have more to do with the outcome than the actual rolling on of the paint. YMCAs that have prepared themselves properly have a greater chance of succeeding than those that do not. Today, too many YMCAs wait until a decision to conduct a capital campaign has been made " to begin to prepare for that campaign. The preparation of a capital campaign should begin during, ! or at the end of, the previous campaign. In the case of a new YMCA, preparation begins when the volunteers begin to realize that they will need a facility. That is the time to put into place the following 10 elements that a YMCA can do to insure success. 1. STRENGTHEN THE BOARD OF DIRECTORS. The board of directors, as individuals and as a decision making group, can be a major determining factor. The board will make the decision to move forward or not. Those who are in the top leadership positions in the community but who are not on the board will base their decision to either become involved in a capital campaign or not by evaluating who is on the board. Gifts within the campaign will be determined by what the board, as a whole, and as individuals have given. Individual board members will be asked for both their leadership and their pledge prior to asking others to contribute. It is paramount that the board of directors be involved, committed, and passionate about the case. They must also be the leaders in the community. 2. KNOW THE LEADERSHIP. Identify and begin to research the top corporate and community leaders. Some may already be on your board. Ask basic questions about them such as: who are their friends, what do they believe in, and what is their sphere of influence. Begin a file for each and keep track of their positions in both their business and their community life. Develop a sense about where they contribute their time and money. Who do they associate with and what causes are they passionate about. I CAMPAIGN CONSULTANTS OF }\MERICA. INC. ,- \. . 3. CULTIVATION OF LEADERSHIP AND PROSPECTIVE DONORS. Cultivation begins with '\ recognition and is carried through with communication. Without information and a sense of / involvement and ownership, do not expect the leadership and top donors to share your vision. Involve your top corporate and community leaders early. Identify the top 50 - 100 leaders and donors and let them know they are an important part of the project and that their advice and counsel will be needed. In one YMCA situation, for example, a designed series of one-page "bullet newsletters" was targeted to top community leaders. It was extremely effective because for almost two years prior to the actual campaign, these bi-monthly newsletters helped the community leadership feel that they were a part of the planning process and the decision to move forward with the campaign. It was therefore a natural step for them to become leaders in the campaign. 4. KEEP IN CONTACT WITH AND INVOLVE YOUR DONORS. The mistake that has most often been made by YMCAs and other organizations is that after a capital campaign is concluded, they do not keep in contact with their donors. This includes foundations. It is surprising (not to mention embarrassing) to visit with a major donor from a previous campaign and to be asked a question similar to: "Did you ever build the swimming pool?" Those individuals who made it possible to succeed in the past capital campaign are the same individuals who need to be involved in the YMCA as a committee member, board member, or trustee. In addition, far too many times, YMCAs have prepared to go to foundations such as The Kresge Foundation for a gift and have found that the foundation has given in the past but that they have not been kept abreast of the organization's growth, successes, and needs. It is true that once someone has given to an organization, they are more likely to give again. However, it is also true that the size of the gift and level of commitment will depend on the amount of involvement they have had since their past gift. / 5. PREPARE YOUR CASE IN TElUI:lS OF SOCIAL AND CRITICAL IillMAN CONCERNS. People give to people. Generally that phrase is used when describing why we encourage personal solicitation. I prefer to use it when describing how to write a case statement. Most people give to the organization that is fulfilling their mission rather than one that is constructing a building or expanding a facility. Put your mission and goals first! "A building is only a tool," is an old adage that is frequently used but no one speaks to what the tool will provide. Speak to the tool. Explain how a new YMCA or an expansion will, for example, lower the dropout rate, decrease teenage violence, assist single parents, fight drug and alcohol problems, decrease teenage pregnancy, or meet some other social and community problem. Think not of what the building will hold as a facility, but of what solutions to community problems will be provided with the new facility. 6. INCREASE PUBLIC AWARENESS. YMCAs often make the mistake of assuming the community knows what they are doing and how well they are doing it. Volunteers and donors want to be associated with organizations that are successful. Pat yourself on the back and let others know your accomplishments. YMCAs that have a public relations committee AND a public relations plan that they carry out are more likely to gain community support for a capital campaign. It is extremely important for the community to be kept informed. It is important to tell them what you are doing, but also that you are doing it well. Press releases, feature articles, and human interest stories can all be vehicles for letting the population know that no one serves youth, adults and families better than , the YMCA. I CAMPAIGN CONSULTANTS OF AMERICA, INC. " , . . . . 7. LOOK FOR AREAS OF COLLABORATION. It appears that two out of three successful "\ capital campaigns for YMCAs today involve collaboration with the city, the county, the school ) district, the local hospital, or other not-for-profit organizations. Collaboration is the key for the 90's and the next decade. Today, more than ever before, volunteers, business leaders, and donors are looking to give their resources to those organizations that offer the greatest benefit to the largest number of people. Collaboration brings to the campaign additional interest, leadership, and prospects. It offers a sense of seeking to improve the community, rather than just one organization. Campaigns that involve collaborative ventures will continue to be supported before single organization campaigns. 8. UNDERSTAND THE PRINCIPLES OF FINANCIAL DEVELOPMENT. YMCA staff and volunteers should understand the basics and principles of fund raising prior to launching a capital campaign. Recently, while visiting a YMCA for the first time, a volunteer asked why we could not start asking for money right then. There was as yet no organization, case statement, recruitment of leadership, prospect research information, appraisals, pledge cards, or other materials available. The philosophy of this volunteer seemed to be "we need the money so let's just start asking." Another common misunderstanding is that money can be raised through numbers: that by taking the need or the goal and dividing it by the population, you can determine what everyone should give to the campaIgn. Instead, a capital campaign is a process -- a system in which there is a method and 'sequential order of events. If the YMCA staff and volunteers familiarize themselves and understand the concepts, they will work much better as a team. '\ 9. PLAN ON A BROAD BASE CAMPAIGN. To be successful, a campaign should involve the entire community. New interest, membership, program participation, and leadership will come from a well-conducted capital campaign. A campaign teaches people how to give. A sense of ownership by the community is important and is the result when the community is involved. There are some YMCAs and other organizations that sit back and plan that one or two donors will decide the outcome of the campaign. Too often those YMCAs are disappointed. And, when there is a donor who gives a gift the size of the campaign goal, it becomes their YMCA rather than the communities. 10. KNOW HOW AND WHEN TO liRE CONSULTANTS. Capital campaign consultants are specialists. They bring to the YMCA, and to the campaign, a structure, timetable, and proven techniques. Good consultants add to the professionalism of the campaign and to the YMCA's knowledge. They empower the YMCA staff and leadership to conduct their own campaign while quietly orchestrating the different parts. Though between seventy and eighty percent of an executive's time will be needed in the precampaign and campaign period, a consultant will direct that time to the best use. It is important that the YMCA executive director and the volunteers know what to expect from a consultant and the best way to hire a consultant. The time to engage a consultant is during the planning period. "\ : CAMPAIGN CONSULTANTS OF AMERICA, INC.