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CAMPAIGN PLAN: FOR SUCH A TIME AS THIS

CAMPAIGN VISION AND OVERVIEW

The For Such a Time as This campaign seeks to advance Westminster’s vision. Not simply a vision for facilities, though

 we ask donors to help us successfully construct a new 70-acre campus. Not simply a vision for programs, though we are

always working to improve. This is a vision for an individual student — a young man or woman prepared and equipped to

engage the world and change it for Jesus Christ. A Westminster graduate is ready to live, work and lead as a Christian

man or woman in an unstable world of change, and is prepared to make a difference, instead of being overwhelmed. Thisis a vision to prepare a place for future families, coming together as a Christian community, while parents and teachers

strive to be faithful to a God-given call to raise children in the fear and admonition of God, ready to tell their children

and their children’s children the praiseworthy deeds of the Lord.

Our vision builds upon a history of effectiveness and upon a desire to always become better than we once were. This history 

and desire will continue to shape how we do what we do, the facilities we use and the focus with which we seek to develop

students who will impact our community, region and world. We must respond to the school’s growing enrollment and the

need to expand offerings in technology, fine arts and athletics. These plans spring not from a desire to see students changing

the world because of mere ambition but rather from a desire to see students’ everyday lives and actions, which flow from a

biblical view of the world, making a difference.

This is a vision for a Christian school community that seriously, though not perfectly, strives to model this vision to its

students and families. We work together, seeking to understand what it means to be Christians and what it means to be

citizens of the United States of America within a global context. Our vision builds upon the fruit of labors from past and

current teachers, challenging students to develop hearts to make a difference in their families, in their neighborhoods, in

this nation, or even in another country.

 We glimpse the fullness of this vision even now, as we listen to the stories we hear about our graduates. More than 2,300 of 

 Westminster’s graduates can be found serving in companies, nonprofit organizations and ministries that impact the world.Our alumni make a difference in this nation by serving in the government — even in the White House -— or by serving in

less public roles. Every day, we hear stories that attest to the character of our graduates; they are men and women who are

excellent employees and employers, dedicated husbands, wives, mothers and fathers, and responsible community members.

This campaign is not a beginning or an end but rather our next transformative step. This step will equip us to carry our vision

for students and families forward with an extraordinary level of effectiveness for decades to come. Our success will be defined

by our ability to seize the opportunities before us and move forward with strength, sustainability for our future and the ability 

to broaden our partnerships with other Christian schools throughout the region and world.

CAMPAIGN METHODOLOGY

Our campaign builds upon the success of our core Advancement strategy, which is to provide high-impact, face-to-face giving

opportunities to individuals interested in equipping young people to change the world for Christ. We seek to develop a

continually growing regional network with national reach in order to accomplish this purpose.

Our financial goals are specific, and their objective is to enable the school to take this next significant step: the

construction of a new campus. Our larger emphasis, however, is on achieving our goals in order to see a good Christian

school become an extraordinary Christian school. We must not only succeed in this campaign but also do so in a manner

that leaves the school in a position of sustainable strength, with a broad base and capacity for ongoing financial support

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Our strategy is comprised of four parts:

Renew momentum at the highest levels of giving.

1.  Challenge the donors represented in the $7 million in outstanding pledges to give aggressively toward their

commitments.

2.  Revisit our top donors, who have given 70-80% of $24 million in cash and stock given in the past five years, and ask

them to seriously pray and consider giving at the same levels for the next five years.

3.  Follow through with the nearly $10 million in requests to give reflected in conversations with additional leadershipdonor prospects in the past 18 months. These donors have communicated a high likelihood of giving significantly 

as our project moves forward with a solid timeline.

Leadership Gift success will mobilize Major Gifts efforts.

1.  In a campaign this size, the success of securing pledges in the $10,000 to $100,000 range is greatly influenced by 

our success to this point and new Leadership Gift pledges ($100,000 to $1 million or more). Donors in the Major

Gifts range see the goal as more achievable and their pledges as more impactful when supported by the

momentum of larger gifts throughout the campaign.

2.   We will strategically time the announcement of renewed and new leadership pledges with our individual and small

group meetings with major donor prospects.

3.  The Major Gifts efforts will be built upon our success in utilizing volunteers to mobilize peer groups of friends

 who share similar values, potential to give, areas of interest at Westminster, or work, church or social affiliations.

Individuals, groups and cycles of success result in broad General Gifts support.

1.  The Major Gifts effort not only results in growing numbers of pledges, but also in growing numbers of passionate

supporters and volunteers. Each Major Gifts donor represents 5 to 10 people in their circle of influence who are

capable of making gifts/pledges at the General Gifts level.

2.   As the number of Leadership and Major Gift donors begins to exceed 200, the amount of volunteer and key 

communicator influence via e-mail, social networking, invitations to small and larger group events, and staff- and volunteer-driven requests to give grow exponentially.

3.   A truly volunteer- and communication-driven General Gifts campaign will result not only in many donors who

make multi-year pledges but also in a larger number of supporters across the region and nation who make repeated

smaller gifts throughout the five-year campaign.

4.   We will build upon our annual giving strategy by employing a basic “cycle of success” strategy in which donor

groups are informed about how we are focusing our requests to give over a period of several months. During this

time, we will ask people to pray and consider a specific range of giving during each cycle. This enables donors to

have a sense of the larger impact their gift commitment will have on others, even if they personally perceive their gift

as small.

Staff responsibility for relationships and support creates a culture of follow-through and impact.

1.  Culture shifts in our nation have resulted in fewer volunteers who are willing to engage in traditional fundraising

efforts. We will instead enable volunteers to serve as key communicators, event hosts, influencers and connectors.

Staff and a core group of bold volunteers will ask for pledges and gifts.

2.  By enabling a large number of volunteers to engage in meaningful ways that connect their areas of interest to the

broader vision, our staff members are able to fully follow through with donors and make requests to give at high-

performance levels.