Camp Feasibility Study Results, 5-20-10
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Transcript of Camp Feasibility Study Results, 5-20-10
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Market/Planning Study Results, Capital Campaign Recommendations
Marketing & Development Committee, May 20, 2010
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Why Conduct a Study?
• Gauge current perceptions of prospective donors and other important “players”
• Determine if your community understands the importance of the proposed projects
• Assess readiness for the campaign, the amount that might be raised and the time required
• “Light a fire” under prospective donors• Evaluate staff and volunteer capacity to mount a
successful campaign successfully
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Advantages of a study
• Proper preparedness = better volunteers and larger lead gifts and, ultimately, more money
• Set the highest feasible goal and develop the best strategies to achieve that goal
• Lower risk of missing a campaign goal and ending a campaign with frustrated board members and donors
• Identify potential pitfalls before launching• Unsuccessful campaigns were typically launched without
a proper feasibility/planning study: – 92% success rate for campaigns preceded by
feasibility/planning studies
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Possible Outcomes
1. Proceed with the capital campaign at the proposed dollar level ($1,725,000)
2. Proceed, but at a lower dollar level than originally proposed
3. Postpone the campaign until the organization has addressed certain important issues
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Review of Timeline• Fall/Winter ‘09: Committee & staff discussions
about fund & friend raising strategy, capital campaign
• Jan ‘10: Presented plans for study at board meeting• Feb/Mar ‘10: Research and study prep• Apr/May ‘10: Conduct study, compile results• May ‘10: Present results at board meeting
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Hind Sight
• Always 20/20!• Survey distribution• Communication plan
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Cost• Depends on level and complexity • $15-50,000 or more• 3 to 6 months or more to complete• One estimate: $35-50,000 based on survey*• Upfront cost = investment to save money and
avoid embarrassment; optimize subsequent investment
• Our cost: $
*"Capital Campaigns: Constructing a Successful Fundraising Drive", National Center for Nonprofit Boards, (2001), Edward Schumacher
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Data vs. Intuition
• Like benchmarks, data can confirm intuition or provide counterintuitive outcomes
• More is less• Accurate, retrievable data is key—without it
cultivation is a huge challenge• Each supports the other
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Ondessonk Planning Study
• Researched consultants • Checked with the Diocese• Hired Jim Edgar • Developed surveys• Completed 18/29 personal interviews• Received 98/304 paper surveys (mail)• Compiled and analyzed the results
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What Did We Learn?
• A LOT!• Overall attitude is good, but more
communication is required• Tell the story of Camp *today*• Strongest and weakest features were not a big
surprise
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What Did We Learn?
Three Strongest FeaturesInterviewees Mailed surveysBeautiful grounds/location/natural beauty Beautiful grounds/location/natural beauty
Caring staff/volunteers Caring staff/volunteers
Traditions, programs, activities Traditions, programs, activities
Encourages camper life skills Unique units & accommodations
Confidence builder Stables/horses
Community/friendships Religion/faith
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What Did We Learn?
Three Weakest PointsInterviewees Mailed surveysBathrooms Bathrooms
Aging infrastructure Degradation of Lake Echon
Advertising/marketing Aging infrastructure
Timely maintenance Don’t know/no response
(Tie for this spot among many responses)Advertising/marketing
Lack of money
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What Did We Learn?
• 11 out of 18 interviewees did not believe (7) or did not know (4) whether our gift pyramid was achievable
• 50% of interviewees, 54% of survey respondents believed the economy is currently affecting their personal gift decisions
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What Did We Learn?
• 7 out of 18 interviewees ranked us as below #3 among their philanthropic interests (38%)
• 65 out of 83 survey respondents ranked us in top 3 among their philanthropic interests (78%)
• 30 out of 83 mailed surveys ranked us #1 (36%)
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What Are We Going to Do?
• Marketing and building relationships is a significant opportunity for growth
• We need to do a much better job of communicating with donors, cultivating relationships
• We could raise $750,000 - $1,250,000• But not for 12-18 months• The donors are interested, but not ready to dive
in
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The Projects1. Build new bathhouses (1)2. Install new water, phone & sewer lines (2)3. Retire our debt (4)4. Upgrade technology (7)5. Restore areas of Lake Echon (3)6. Build the bridge (5)7. Resurface roads and parking lot (8)8. Build/upgrade staff housing (6)9. Upgrade sheds (9)
Left rank: interviews; right rank: surveys
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What’s Next?
• Comb through the results and create a comprehensive communication and cultivation plan
• Ramp up communication plan to donors• Spend the next 12 months cultivating (involving
Board members)• Then follow up with questions to a few key
prospects• Reevaluate launching capital campaign
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Reputation Management is…
Building authentic trust between your organization and the people that matter most to you.
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Value of Reputation
Trusted Relationships
Strong Reputation
Increased Organizational
Value
More Resources, Visitors, Funding
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Today’s Relationship Drivers
• Satisfaction with experiences• Consistency• Trust• Commitment (personal)• Transparency (honesty)
Sources: Terry Flynn, Ph.D., McMaster University, DeGroote School of BusinessDavid Armano, darmano.typepad.com