Is a capital expansion project included in your blueprint for growth? Whether a new facility, a refresh or update, or an addition, here are three early wins that should be considered now as the organization prepares for a capital campaign in the future.
1) Impact is embedded in your organizational ethos.
Your strategic plan is the north star that drives your organization forward and keeps the leadership, board and staff moving in the same direction at the same pace.
A solid strategic plan will
- outline the societal problem that the organization wishes to address
- call the organization to action to align resources to address this issue – staffing, facility, investments, to name a few.
Alignment with the annual campaign case for support is critical. These are metrics to keep an eye on as you prepare for a capital campaign:
- growth in number of annual gifts.
- growth in annual dollars raised.
- stable retention or growth in the number of annual donors.
2) Partnerships build community confidence in your organization.
Having many partners and collaborators can indicate community confidence and positive perception, but has your organization cultivated and nurtured the type of partner (or partners) that can be exponentially additive to a capital project?
The right partner(s) will bring synergy and efficiencies to the project – and both are appreciated by donors. If your organization is lagging on this, consider launching a cultivation plan for key partners. Chances are good in today’s climate that partnerships are mentioned somewhere as part of your strategic plan. A cultivation plan moves those key partners from casually connected to meaningfully committed.
Cultivation Tip: Do you show up for important community partners to celebrate their success? If not, look for ways to start doing this to strengthen these important relationships. It’ll pay off in the long run for your organization and the community at large when we all work together.
3) A sustainable financial model supports the viability of the project – and your organization.
Not only does your organization need to be financially sustainable today with a healthy operating model derived from multiple sources of revenue, but the financial modeling should project revenue growth for the years that follow the completion of the project. The fundraising mix, or capital stack, should be projected ahead of time based on realistic data and should be fluid as the organization plans for and executes the campaign.
Does the organization have a data-driven mindset related to decision making? If not, orient the organization’s leadership around the key metrics that demonstrate sustainability, solvency, and growth. Future financial projections should consider important community data. Is the community growing? Is the location of the facility or program accessible for all populations you wish to serve – vulnerable and otherwise? The data should prove relevancy and should validate the financial viability of the organization and the investment of your project.
Foundation for success
Investing in readiness for a capital campaign is critical to the success of the project. At DBD Group, we are here to support you and your organization in its earliest stages of your capital project – long before anyone sees the ribbon cutting and feels the resulting impact of the project.
Strategic thinking is more than just having a plan – it's about seeing the bigger picture and positioning your organization for long-term success. This month, we'll explore how thinking strategically can transform your organization's future, providing you with practical tools for lasting impact.
