Stay Ready So You Don't Have to Get Ready: A 3-Step Approach to Campaign Preparedness

Ask just about any gathering of nonprofit professionals and you’ll soon discover that nearly everyone is in one phase or another of a fundraising campaign. From planning to launching to sustaining momentum to wrapping, and if we’re lucky, evaluating and recovering––the lifecycle of modern campaigns seems almost endless as organizations move quickly from one set of priorities to the next.

And this breathless pace can be especially challenging for donor relations teams, with responsibility for stewarding gifts, reporting on impact, and ensuring an engaging donor experience that yields high pledge fulfillment long after the lights go down––all with what is most likely a significant increase in overall donor count.

It’s no wonder we sometimes twitch at the mere mention of the next campaign.

But preparing our shop for a campaign doesn’t have to be a daunting undertaking. Regardless of which phase we’re in, there are practical steps we can take now to prepare for what comes next, and it starts by embracing two fundamental guiding principles:

1. If you want different results, do things differently. No matter the scope or size, a campaign is all about catalyzing a vision for something our organization hasn’t done before. This means we can’t expect to achieve something novel by implementing the exact same plans and programs we’ve always done. No matter how successful we’ve been, scaling to new heights requires change.
   

2. If you stay ready, you don’t have to get ready. This means implementing a culture of continuous improvement through consistent evaluation and data-driven decision making is no longer a nice to have, but an organizational imperative requiring us to act with urgency. The truth is there may not be time between initiatives dedicated solely to reflecting on what worked and what didn’t, so our best option is to bake it into existing process and practice.  
   

With these philosophies in mind, we can employ a three-pronged approach to ensure our team is campaign ready: Assess - Align - Advocate. And while some phases are easier than others to implement mid-campaign, a secret to this framework is that it need not be linear. Indeed, it’s essential that we start where we are, with what we know, and build from there, rather than waiting for that perfect day when the to-do list is done and we finally have “time to think.” Reality check: such ideal conditions are exceedingly rare. Chances are we’re much more likely to be asked to churn out a campaign donor relations plan in the middle of endowment reporting season or three weeks before the annual donor recognition gala.

Let’s think of this campaign preparedness guide not as an agenda for that magical meeting-free “strategy week” that never materializes, but as a roadmap for steps we can take alongside the everyday work we already do.

ASSESS  

It starts with an uncompromising commitment to understanding what of our current efforts is working (and why) and what isn’t (and why not). Asking ourselves: in what ways are we meeting our donors’ needs, and where does opportunity exist to do more, do better––or in some cases, do less? Evaluating effectiveness must be a continuous, in-the-moment activity, and it applies to three areas of our operation: staffing, programs, and policies/processes. In each of these, it is important to compare the current state with the anticipated future state––that is, the reality that will be created as campaign goals are realized:

• How many new donors will the campaign attract and how will we retain their loyalty?
  

• How much of the campaign’s giving will come from principal gift donors needing individual engagement plans?
  

• How many new endowed funds will be created, increasing the volume of reports?
  

• How many events or communications are anticipated to engage an expanding donor population and celebrate key campaign milestones?
  

By understanding the anticipated growth a campaign will drive, we can begin to picture the impact on the work we do, and look closely at whether we have the infrastructure to meet the moment. In the context of the Four Pillars of Donor Relations, consider taking these steps to evaluate the current state:

For Staffing:

• A SOAR Analysis (Strengths, Opportunities, Aspirations, Results) of positions on the team can assist in identifying individual strengths to be leveraged for new and existing responsibilities, aligning personal goals with team aspirations, and collectively defining measurable success. It can also reveal current or anticipated gaps in bandwidth as you consider initiatives to support a campaign.
  

• As part of the above, or as a separate step, conducting a Time Audit of each position can reveal opportunities for streamlining workflows. This ensures staff are directing their efforts to high-ROI activities, while also highlighting where additional investment in training or operational support (such as project management software) may be needed to increase performance.
  

For Programs:

Define measurable outcomes for every one of the team’s projects and take time to evaluate success and debrief on a regular basis. From the big picture to small details, stay focused on increasing efficiency and effectiveness by asking questions such as:

• Is every donor acknowledged for every gift in the manner in which they gave utilizing a process that is timely and accurate?

• What percentage of donors receive a report on the impact of their giving?

• Have we defined the desired behavior change for every event audience and a method for tracking outcomes?
  

Then consider: what impact will the increased volume of gift and donors generated by a campaign have on each program?

For Policies and Processes:

Take a close look at what’s currently in place and consider the last time each was reviewed or updated. Is it relevant to the goals of the campaign, today’s donors, and where the organization is headed? Where are updates needed? Might we benefit from creating guidance where none currently exists?

Consider:

• Gift Acceptance Policies

• Gift Agreement Templates and Processes

• Naming Policies and Levels

• Physical Recognition Guidelines

• Guidelines for Events (dedications, groundbreakings, and other celebrations)

• Reporting Processes

• Acknowledgment Processes and Templates

• And many others

  
  

Updating (or creating) these need not be done in one overwhelming swoop, either. Often, we can take cues from the campaign’s goals to help us focus. For example, a fundraising effort that is heavy on capital projects likely calls for more attention to naming policies and recognition/event guidelines.

Whereas an endowment or scholarship focused effort might call for extra attention to what we do in gift agreements and reporting. Whatever the case, take it one step at a time and begin with the most outdated documents.  

ALIGN    

Understanding where we are––what’s working and what needs attention––is fundamental to preparing for all stages of a campaign, but to borrow a phrase from G.I. Joe: knowing is only half the battle. To truly maximize our contributions to the campaign’s success, we must apply what we’ve learned from evaluating current efforts to align the team and its output with the objectives of the campaign.

One of the simplest and most effective ways to make this transformation is to conduct a Start-Stop-Continue exercise. Put simply, Start-Stop-Continue is an action-oriented framework that allows us to evaluate:

• What new idea(s) will help us? What should we do more of? (Start)
  

• What’s not working? What activities have low or no ROI? What is counterproductive? (Stop)
  

• What is working well and adds value? What should we keep doing? (Continue)

Armed with real performance data on both our programs and how the team is spending its time, this exercise creates clarity that allows for alignment with overall organizational priorities, such as the campaign. And when conducted as a team activity, it can foster buy-in and empowerment for all members, creating a shared understanding of where we are headed and why. The key to success is avoiding the pitfall of thinking that anything we do––including how the work is structured––is off the table because “we’ve always done it that way.” Look for easy wins, sure, but be mindful that real progress often requires difficult and even uncomfortable conversations. The end result should be a work plan that inspires everyone involved to create meaningful connections with donors.

Pro Tip: We don’t have to be in campaign mode for this exercise to be effective. Making it a regular ritual and part of ongoing evaluation efforts helps us stay ready.

ADVOCATE

Throughout the process of preparing for a campaign, our primary role is to serve as its primary advocate––to publicly champion the work being done and to keep it top of mind for team members and partners when the going gets tough. While this is especially true for team leaders, there is a shared responsibility among all to advocate for what’s needed, including:

• Information. The plan we create is only as good as the materials with which it’s built. Performance data on our own programs and team are essential, yet so is strategic information about the campaign itself. Read the feasibility study. Show up to meetings where the campaign is discussed. Volunteer to be part of planning committees. The more we understand the campaign, the better we can design a space for donors to see themselves in it.
  

• Collaboration. Donor Relations is a team sport, and preparing for a campaign is like making the playoffs. We need every player giving it their all, and we need to move quickly. Be thoughtful in bringing diverse perspectives to the work and find ways to make it fun. Planning for something new while doing the work is always extra––give thought to how it also can be extra rewarding for those involved.
  

• Resources. This one is no surprise, but remember that, in campaign mode, everyone in the organization is doing the same. Show up differently (If you want different results, do things differently) and show up prepared. Assessing the current state and completing the Start-Stop-Continue exercise equips us with insights to be shared beyond simply asking for more. First demonstrate how reinventing what we currently do will free up resources to achieve higher ROI, then make the case for extra support where needed (and sometimes the extra support needed might be a third party who helps guide the process of assessment and alignment).
  

Most importantly, at every stage and in every conversation, remember that our primary responsibility is to be the donor’s advocate––to look at what we do and how we do it through the lens of how it affects the ways in which they experience their generosity. In every conversation, ask the question, “How does this benefit the donor?” When the answer is unclear, our next step is crystal: don’t do it.

No matter the form it takes, a campaign means more––more donors, more gifts, more impact, and greater opportunity to connect with those we serve. It’s on each of us to ensure we are ready to seize that opportunity, and when infused alongside our day-to-day efforts, this framework helps us stay ready for whatever phase of the campaign is coming next. No twitch required.    

Written by Matthew Helmer