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I don’t know about you, but I love a good dip – especially during the summer months while gathered with friends and family. Whether it’s a zesty guacamole, creamy artichoke, or a citrusy pico de gallo; a tasty dip always seems to get people together around a central location, talking and interacting in a fun and enjoyable way. But for those of us in fundraising, the word “dip” can oftentimes mean something completely different.

Fundraising campaigns are often likened to marathons rather than sprints. They require strategic planning, deliberate preparation, sustained effort, and a dedicated team working tirelessly towards a common goal. However, even the most well-planned campaigns can experience dips, where significant donations slow down or even come to a halt. During these times, it’s easy to feel disheartened and pressured to push harder. But sometimes the most productive step a team can take is to pause, take a break, and reset.

When DBD is given the opportunity to be considered to conduct a capital or comprehensive feasibility study, we make it clear from the start that we will not perform a study for you, but we would be honored to perform a study with you!

While I could try to explain this more, I am honored to share with you the first-person perspective of a recent client/partner, Robert P. Kirschner, Chief Philanthropy Officer & Senior Vice President at the YMCA of Greater Cleveland.

Have you ever wished that property abutting one of your current locations would come on the market? What if a for-profit service provider in your community wanted or needed to exit a facility that was perfect for a service expansion? What if the undeveloped parcel that fits your long-term strategic plan suddenly became available after years of cultivating the owners?

Would you be in a position to close? The timing doesn’t always line up, and it’s possible that you wouldn’t be. But instead of walking away, consider the often-overlooked source of bridge funding: the friendly buyer. The friendly buyer purchases and holds the real estate with the intention that at some future date, your organization can and will purchase from them.

Here are three scenarios that we’ve seen play out in real life.

I recently joined a meeting with a new client that is about to embark on his first capital campaign. He asked a great question, “What do you wish you would’ve known before your first capital campaign?”

Hindsight is usually 20/20 so I was grateful for this great question and the ability to help this client avoid some preventable pitfalls.

A few tips came to mind: