TEN

FUNDRAISING
SECRETS
TO HELP YOU RAISE
MORE MONEY
Bite Sized Nuggets from
Philanthropys Leading Thinkers
TABLE OF CONTENTS
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Common Fundraising Mistakes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Donor Retention: The Key to Long-Term Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Danger Ahead: Allowing Need to Drive Your Fundraising Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Top Ten Ways to Engage Board Members in FundraisingWithout Telling Them . . . . . . . . . . . . . . . . . . . . 9
How to Write Copy Your Donors Will Actually Read . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
To Like or Not to Like? The Millennials, Social Media, and Why They Matter to Fundraisers . . . . . . . . . . . 12
What Is the Best Process for Nominating Board Candidates? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
The Ask: Are You Aiming Too High or Too Low? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
A Successful Campaign Begins with the Right Chairor Co-Chair . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
A Better Case for Support in Five Easy Steps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
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Like so many great stories, the Winkler Group was born out of need
a gap in the philanthropic marketplace.

I spent my frst ffteen professional years in academic fundraising. I worked in
small and large shops, in all positions from annual fund and alumni afairs to
director of development and chief development ofcer.

Each university I worked for went through a campaign during my time there. At
each school, we hired the "best" campaign counsel in the professionor at least
what we were led to believe was the best.

No matter how big or well-respected the frm, I was consistently underwhelmed
by their service. Their counsel was boiler plate, generic. They kept us busy being
busy and checked in only periodically. They were quick to take credit when
things went well, and the frst to blame others when success didnt come.

Because I always felt like things couldand shouldbe done diferently, I founded
the Winkler Group in 2004. With a vision for creating something diferent from
anything I had previously experienced in fundraising, the Winkler Group
would serve clients the way I had wanted to be served.

The Winkler Group is built on servant leadershipmaking sure that the clients
highest priorities are being served. Its a commitment to delivering results. We
believe that the very best leadership can only come from a team of consultants
that:
is just as invested in a project as the client;
anticipates the clients needs and initiates the solution;
values partnership and creativity; and
has the professional skills and experience to help a client achieve success.

As I look back on ten years of service, it is apparent that other organizations
were seeking the same client-centered approach I sought. I know this because
our brand of servant leadership has been welcomed and embraced. We hear
all the time from our clients, Weve used other consultants before, but never
experienced anything like this.

We have grown over each of the last ten years. Today, the Winkler Group is the
largest fundraising frm in South Carolina and one of the most respected frms of its
kind in the country. Our consultants have raised more than $1 billion for colleges,
hospitals, churches, independent schools, and organizations with great causes.

As thought leaders, our consultants represent the very best in our profession.
To celebrate our tenth anniversary, wed like to share the ten most requested
articles written by our team. We hope that they inspire you, just as youand your
organizationshave inspired us these last ten years.
- Timothy M. Winkler, Sr. CFRE
- 01 -
INTRODUCTION
- 02 -
COMMON FUNDRAISING MISTAKES
THINKING MONEY WILL COME
BECAUSE YOU HAVE A NEED.
NOT ASKING FOR A
SPECIFIC GIFT AMOUNT.
NOT HAVING A CLEAR AND
COMPELLING CASE FOR SUPPORT.
ASKING
TOO SOON.
Every nonproft organization needs more money. Most nonprofts have great missions that make
the world a better place, so why are some better at raising money than others? What makes some
organizations better at attracting those prospects on every organizations list? Its the ability to avoid
common development mistakes.
Fundraising isnt rocket science. But there is science involved for sure, and some art, too. Fundraising is
relational and intentional. It requires both planning and execution, and rarely succeeds without both.
Following are some common development mistakes I have witnessed and have even made myself.
How many of these mistakes does your organization make?
Needy organizations exist everywhere.
You must have a deliberate and
sustainable fundraising plan. Goals
should be realistic and put in writing.
Everyone should know their role and
be accountable for the plan.
I have rarely been surprised with a
bigger gift than I asked for. But, I have
been given many token gifts when I
failed to ask for a specifc gift amount.
Think about your own giving. Unless
someone asks you for a specific
amount, do you typically stretch to
make a big gift? I will consider any ask,
but dont be surprised by my small gift
if you simply ask me to participate.
Donors want to know exactly how their
gifts will be used, and theyre counting
on you to engage them in a call for
action. You should be able to articulate
your mission in 20-30 seconds. Clear
messaging about the impact their
giving will have on your mission gets
people excited. Too much or unclear
information can be overwhelming,
leaving your potential donor confused.
I have seen this happen so many
times an organization doesnt
spend enough time getting to know a
donors likes and interests so that they
can match them to their organizations
needs. The end result is money left on
the table, or worse yet, an unfulflled
ask. Spending the time to excite and
engage your supporters leads to
bigger and often repeated gifts.
1
- 03 -
NOT GIVING YOUR
DONORS SPECIFICS.
FAILING TO THANK
AND STEWARD YOUR DONORS.
Successf ul organi zati ons make
fundraising look easy, but there is
a lot of intentional planning and
execution behind the success. Assess
your organizations fundraising efforts
to better understand the mistakes you
are making. Only then can you create
a holistic plan to strengthen your
fundraising eforts, and your bottom line.
Tell your donors what you plan to do,
or what you did, with their gift. This
builds trust, a critical component of
donor loyalty. Instead of we helped
reduce hunger, explain with your
gift, we provided 20,000 meals last
November alone.
There is a diference between sending a gift acknowledgement and stewarding
a donor. Successful organizations do both. The acknowledgement lets the donor
know that you received their gift and plan to use it in the manner in which they
directed. Stewardship makes the donor an investor in the organizations mission
and strengthens the relationship. Stewardship is more than simply thanking
donors for their giftsits a philosophy centered around treating donors as
partners in your work by demonstrating how their gifts make a diference.
PHOTOS: The Brook Hill School, Realizing the Vision
DONOR RETENTION:
THE KEY TO LONG-TERM
SUSTAINABILITY
A recent study by the Association of Fundraising
Professionals found that for every 5.4 new donors
recruited to an organization, more than 6 donors were
lost through attrition.
1

While we constantly need to be looking at ways
to expand our donor base, the study proves that
one of the best strategies for increasing net
fundraising gains is to reduce donor losses.
In other words, it is more efficient to work at
keeping your friends than trying to fnd new ones.
While that sounds easy in theory, what does it
look like in practice? Here are some practical tips I
have found work best for building relationships and
keeping your friends:
2
- 04 -
IT IS
MORE EFFICIENT
TO WORK AT KEEPING
YOUR FRIENDS THAN
TRYING TO FIND
NEW ONES
DONOR RETENTION:
THE KEY TO LONG-TERM
SUSTAINABILITY
1. Never start a communication with Dear Friend/Donor/Supporter.
Your CRM, or even a simple spreadsheet, will allow you to personalize the
greeting in a mail merge with the click of a button.
2. Allow your donors to choose how often and by
what method you communicate with them. This
prevents them from feeling deluged by requests
from you across multiple media channels.
3. Pick up the phone and thank donors.
One study showed that donors who
were called by a board member
to thank them within 24 hours of
receipt gave 39 percent more than
donors who werent called. After
14 months, donors who had been
called were giving 42 percent more
than those who werent.
2
4. Cant call? Make sure your donors are
sent a personalized thank you letter
within 48 hours. Remember tip #1!
5. Let donors know how their gift made a
difference. Make sure your communications are
specifc and meaningful your gift allowed us to buy 50
books for the library rather than your support helps us to serve
the community.
6. Invite donors into your organizationhost personal tours, lectures,
socials, and volunteer orientations just for donors. Create opportunities for
them to interact with your key leadership on a one-to-one basis.
7. Solicit candid feedback from your donors. So few
organizations take the time to initiate such dialogue;
as a result you will stand out from the crowd. Give
donors the opportunity to tell you how well you
are carrying out your mission. Find out why
they have chosen to support you and what
will encourage them to continue that
support. Be sure to listen.
Yes, these steps take ti me and
organizational commitment, but this
investment is often a better use of
resources than always chasing new
donors. As your interactions with
donors become more individualized,
they will feel increasingly engaged and
appreciated. In the near future when they
face a decision to stay or go, they are more
likely to stay with youtheir friend.
1. Association of Fundraising Professionals, Fundraising Efectiveness Project Survey Report, 2010.
2. Burk, Penelope. Donor Centered Fundraising. Canada: Cygnus Applied Research, 2003.
PHOTOS: Water Missions International
- 05 -
- 06 -
DANGER AHEAD:
ALLOWING NEED
TO DRIVE YOUR
FUNDRAISING GOALS
This article frst appeared in: The Savvy Trustee, a publication of the National
Association of Independent Schools.
Ensuring that adequate resources exist to carry out an organizations
mission is one of the core responsibilities of a trustee or board member.
It is tempting to dream about what a college, school or nonproft could
accomplish with a new building, more scholarships, or more programs. It
is equally tempting to try to erase projected defcits or to fund necessary
programs simply by raising fundraising goals. After all, a board members
role includes being a visionary.
Board members have an important fiduciary responsibility to ensure
that the assets of the institution or nonprofit they are governing are
well managed so that the organization remains fnancially sustainable.
Balancing the needs and wants of an organization with the ability to raise
funds is one of the most important roles of the trustee and is critical for the
long-term health of the institution.
Prudent analysis, not an organizations needs and wants, must
drive fundraising goals. It sounds like common sense, but each year,
nonprofts fnd themselves in trouble when boards, development ofcers,
and directors fail to heed this simple rule.
SETTING REALISTIC ANNUAL GOALS
The boards development committee should help craft the annual development plan
and set fundraising goals that are SMARTSpecifc, Measurable, Attainable,
Results-oriented and Time-bound. When giving is down, board members must
resist the temptation to fill the gap with a higher annual fund goal. Instead, a
college or nonprofit should look at its average fundraising accomplishments
over the past three to fve years as a realistic barometer, discarding outliers from
years of exceptionalor exceptionally dismalresults. Board engagement in the
development planning process is critical to fundraising success.
Trustee involvement in fundraising does not end with goal setting. Boards should
ensure that their organization invests in sufcient development capacity. Cutting
corners on development expenses will create long-term adverse consequences.
Boards should budget for and hire an experienced development director. Board
members also must lead by example by making their own fnancial investment
and helping identify, cultivate, and steward donors.
3
PRUDENT
ANALYSIS
MUST DRIVE
FUNDRAISING
GOALS.
- 07 -
THE ESSENTIAL PLANNING STUDY
A sound planning or feasibility study is essential to gauge both an organizations
capacity to raise funds and its constituentswillingness to support a given project
or program. Operating without such an assessment is irresponsible and
often leads to fundraising goals that are inappropriate and unattainable.
A formal planning study tests the ability to raise funds for a specifc purpose
such as a new building or an endowed teaching position. Before conducting the
study, a draft case for support should be developed that articulates and explains
the nonprofts priorities. With the case in hand, key constituents should be
interviewed and asked questions that gauge how willing they are to give to the
specifc project and how much.
It is crucial to query constituents who have the most capacity and
propensity to give. Many nonprofts think it is important to interview primarily
political leaders, well-known community businessmen or key volunteers during
a planning study. Their views may be important, but unless they are intrinsically
tied to your organization and have the capacity to be lead donors, their
involvement in the process will not lead you to an accurate fundraising goal.
After the data is collected and analyzed, a realistic fundraising goal can be
projected. Because fundraising is as much science as art, an efective planning
study will help avoid setting goals that are too high or too low.
Goals that are too ambitious can lead to unnecessary debt that can cripple
an organization and hinder its ability to operate. At the same time, goals that
are too low fail to maximize an organizations potential and leave realistic
projects unfunded.
CELEBRATE SUCCESS: PLAN FOR THE FUTURE
Organizations and institutions that fundraise well dont stop once their goals
are met. They celebrate their successes and announce to their donors the results
of their eforts. They keep their donors informed about the impact of their gift.
Successful nonproftsand the board members who guide themalways look
ahead by accurately anticipating sources of revenue and working to cultivate
those sources for future growth.
PHOTOS: The Charleston Catholic School,
The Road Ahead
PHOTO:
Davidson Day School
YOU WILL
HAVE BETTER
FUNDRAISING
RESULTS JUST
BY LISTENING
- 08 -
TOP TEN WAYS TO ENGAGE BOARD MEMBERS IN FUNDRAISING
WITHOUT TELLING THEM
Every board member can make a
real impact on the ability to raise
meaningful significant gifts, even
if they never directly ask for a gift
themselves.
10. THANK: Have board members
help write thank you notes to donors.
Send thank you emails. Make thank
you calls. Studies have shown that a
personal, heartfelt thank you from a
board member has a positive impact
on future giving and nothing is more
important to future giving than
thoughtful, timely recognition.
9. TELL YOUR STORY: Make sure
your board members know your story
and why your organization is special
dont take it for granted that everyone
knows or remembers. Encourage your
board members to tell the story at
cocktail parties, football games, and
corporate meetings.
8. OPEN DOORS: Opening doors
means introducing friends, colleagues,
and fami l y members to your
organization. Have board members
schedul e a meeti ng between
your executive director and an
acquaintance who might be interested
in the organization.
7. LISTEN: Listen to your board
members as they tell you why your
organization is valuable to them. Listen
to what they are passionate about, and
what inspires them. Because people
remember what they say more than
what they hear, you will have better
fundraising results just by listening.
6. BRING GUESTS: Encourage
your board members to bring guests
to fundraising and non-fundraising
events. By bringing new people
to each event, you introduce your
organization to a wider circle of
potential supporters.
5. HOST RECEPTIONS: Invite board
members to host a reception in their
home, where your organizations director
or key researcher talks about a new
program or discovery. These receptions
serve as cultivation events because no
money is solicited or collected.
4. SHARE: In a confidential setting,
review a list of donors and/or potential
donors with your board. Invite them to
share what they know, including the
prospects interests. If a board member
knows someone well, ask them to
set up a meeting. Board members
are an important bridge between an
impersonal database and a human
connection and relationship to a donor.
3. VOLUNTEER: Encourage your
board members to help organize
events, solicit auction items, write notes
on donor solicitation letters, or serve on
the fundraising committee. Uncover
their writing, technology, or accounting
talents and put them to work.
2. GIVE: Encourage board members
to make their own meaningful,
significant gift to your organization.
Consider a monthly, quarterly, and/
or Legacy pledge. Have a passionate
board member share their story of
giving with the rest of the board and
explain the need for 100 percent
participation of the board in giving.
1. LEAD: Board members hold
the highest leadership role in an
organization. They provide clear future
direction by ensuring that a strategic
plan is in place. Encourage your board
to use the strategic plan as a governing
tool to work on and resolve difficult
problems that might be of concern
to donors. When a board consistently
focuses on the organizations mission,
actively works on resolving problems,
plans for the future, and communicates
a shared vision, it truly inspires the
confdence of donors.
4
- 09-
Put on your donor hat and read this:
We build clinics after a thorough analysis of market
factors identifes regions that lack quality healthcare as
well as communities and leaders who are receptive to the
vision of empowerment.
Did you make it through to the end, or did you check out when you hit
the words market factors?
Now try this:
You can help us heal those who have no other hope.
When writing for donors, youre not writing a grant proposal. Use a
more casual, conversational style. Put some passion into your plea.
Remember that donors care less about what you do and more about
how they feel when making a gift.

Here are some tips to write compelling newsletter articles, appeals,
cases for supportanything you want your donors to read:
Start with a hooksomething your donors arent expecting. Start
with a story that evokes emotion.
Write descriptive headlines and photo captions. Most people
wont read your text, but at least theyll glance at the easy stuf.
Limit your statistics to one or two powerful nuggets. Too much data =
numbers numb.
Keep paragraphs short. White space is a beautiful thing to a reader.
Use youa lot. Flatter your donors and make them feel important
by showing how theyre making a diference.
Remember what your high school English teacher told you
ALWAYS start with an outline. At least write your section headers
frst to give you direction.
Read your text out loud. If its too stilted, pretend youre talking to a
friend and edit it that way.
Send your piece to your mother, your brother, or anyone who
doesnt know your organization. When theyre done, ask them if
theyd give to the cause.
In a world of 140-character Tweets and social media overload, its
harder than ever to get your message across. Follow these simple
strategies and youll have a better chance at gettingand keeping
your donors attention.
HOW TO WRITE COPY YOUR DONORS WILL ACTUALLY READ
5
- 10 -
PHOTOS: Palmetto Medical Initiative
DONORS
CARE LESS ABOUT
WHAT YOU DO AND
MORE ABOUT HOW
THEY FEEL WHEN
MAKING A GIFT
- 11 -
- 12 - PHOTOS: Trident Technical College, Building the Lowcountry Economy, One Student at a Time!
TO LIKE OR NOT TO LIKE? THE MILLENNIALS, SOCIAL MEDIA, AND
WHY THEY MATTER TO FUNDRAISERS
MEET THE MILLENNIALS
Millennialsyoung adults born in
the 1980s and 90sthink and act
diferently. Theyre curious, empathetic,
and experience-oriented. At the same
time, millennials are high maintenance,
impulsive, and narcissistic.
They also give diferently.
A recent study showed that more
than 70 percent of millennials gave
to or raised money for fve nonprofts
annually. In 2011, giving among
millennials accounted for 11 percent
(and growing) of all charitable gifts.
And they give more than money. They
give their time as volunteers and are
eager to share their social networks to
promote their favorite causes.
Millennials are cause-oriented more
than organization-oriented. They care
more about the people they help and
the issues they support.
So what does all this mean to
fundraisers?
Savvy organizations trying to reach
millennials move away from traditional
public relations efforts and towards
content-driven stories that illustrate
your impact. Your campaign should
focus on the specifics of how a gift
will be used. Educate the reader about
your cause and challenge them by
reinforcing their caring. And dont
forget to provide opportunities to
physically engage them as volunteers,
so theyll become more invested in
your work.
Social media is critical to reaching
millennialsas well as donors of all
ages. Here are a few pointers to take
your campaign across all social media
platforms.
Set attainable goals for your social
media campaign. Do you want to
attract 300 followers in your first
three months or do you want to
promote an upcoming event?
6
- 13 -
Include social media as part of
your overall communications
plan. Designate a staff member
or a very dedicated volunteer to
be responsible for postings and
updates. While everyone should
contribute, social updates will
easily slip through the cracks unless
someone is spearheading the
efort. Include a follow-up plan for
new prospects that are identifed.
Will you focus on Facebook, Twitter,
or maybe an emerging outlet like
Pinterest or Vine? Pick one and
make sure you use it well before
you take on another outlet. If you
cant decide which to focus on,
poll some of your donors and see
which they use most.
Give your audience something
to do. For example, dont just ask
them to like and share your page.
Give them a specific task such
as following a link to a recently
published article, invite alumni back
for a reunion, or recruit volunteers
for your upcoming gala. Millennials
are eager to share a cause and use
their network to raise money from
friends and colleagues.
Understand that 1,000 new people
wont follow you overnight. Put
out your message consistently
by making social media one of
your organizational priorities and
following that plan.
In addition to beefng up your social
presence, make sure your web site
and your online giving platforms are
optimized for mobile viewing. Make
text short and readable on a hand-held
device, and make buttons big enough
for fingers and thumbs. Remember
that millennials like to give monthly
and they are also known to ask for
donations in lieu of birthday, wedding,
and anniversary gifts.
Because theyre online, millennials
are cheaper to recruit than traditional
donors. Plus, they have the potential
to be intrinsically involved in your
cause, and to encourage others to
follow. While it may seem like a lot
of work to court these new donors,
development programs that invest in
reaching them today will be far better-
positioned tomorrow. And remember,
if youre not investing in them, another
organization is.
PHOTOS: Impact 360 Triple the Impact
- 14 -
WHAT IS THE BEST PROCESS FOR
NOMINATING BOARD CANDIDATES?
7
PHOTOS: Lake Highland Preparatory School
A nonprofits success depends on
strategic, visionary leadership from the
board. Books have been written about
how to identify and cultivate the right
board members.
While our advice to clients is highly
customized and specifc, we share the
following suggestions for a process
to guide your next round of board
nominations.
1. ASSESS THE CURRENT BOARD.
Effective board recruitment follows
the principles of matching available
resources with existing needs. How
does a board know what it needs? It
must first clarify what it already has.
Using a board profle grid reveals any
missing ingredients and allows the
board to focus its search in the right
direction.
2. ADVANCE THE MISSION.
Look to the strategic plan to identify
the organizations critical needs over
the next two to three years. Identify
several criteria that candidates must
meet to help advance the mission and
move the organization forward on its
critical path.
3. ENLIST OUTSIDE INPUT.
Do your board members all know the
same people? Meet with community
members who might be able to
recommend candidates not known to
your board.
- 15 -
WHAT IS THE BEST PROCESS FOR
NOMINATING BOARD CANDIDATES?
4. PRIORITIZE CANDIDATES.
Review the names submitted and
prioritize the candidates in relation
to their perceived ability to move
the organization forward on its
critical path. Reach out to the highly
ranked candidates to determine their
interest in being considered for board
trusteeship.
5. ORIENT BEFORE NOMINATION.
Conduct in-person orientation sessions
with prospective board members
to explain more fully the roles and
responsibilities of the board as a
whole and individual board trustee
responsibility. Dont let candidates
skip the orientation! Remember, these
individuals are being asked to make a
multi-year time commitment. If they
insist they dont have an hour and a
half of time to attend the orientation,
it should raise some questions about
their level of commitment.
6. SELECT NOMINEES.
Evaluate each candidate after the
orientation as to their commitment to
the mission; time available for board
work; and key skills, knowledge and
other assets that match the identifed
recruiting criteria. In accordance with
the bylaws, develop election materials
for only those candidates who best
meet the needs of the organization.
A NONPROFITS
SUCCESS DEPENDS
ON STRATEGIC,
VISIONARY LEADERSHIP
FROM THE BOARD.
- 16 -
THE ASK: ARE YOU AIMING TOO HIGH OR TOO LOW?
The greatest danger for most of us is not that our aim is too high and we
miss it, but that it is too low and we reach it. - Michelangelo
I am convinced that Michelangelo was not only a gifted sculptor, but also a
fundraiser. How else could he possibly understand that sinking feeling during a
solicitation when you realize your ask amount is too low because your prospect
immediately agrees to the proposed amount? Worse yet, the prospect may even
pull out a checkbook and fulfll their commitment on the spot!
HOW DO YOU AIM HIGH, BUT NOT TOO HIGH? HOW DO YOU SET YOUR
SIGHTS ON SACRIFICIAL GIVING WITHOUT OFFENDING DONORS?
Defining ask amounts is an art form in itselfa carefully sculpted number
developed after a thorough analysis of historical data, wealth screening, and
conversations with key members of your institution or organization.
8
NEVER UNDERESTIMATE THE POWER OF PLANNING
If you are about to launch a campaign, a sound, in-depth planning study is a logical
frst step. Not only do you get a range of gift potential delivered directly from the
donor, but you also have an opportunity to determine propensity, a critical factor in
defning the fnal ask amount.
LOOK BACK IN TIME
Reviewing historical giving patterns is also a key factor in the process. Does the
donor continually upgrade from year to year or simply sustain a level of giving? Is
there a downward trend? Are there gaps in giving? Understanding the pattern from
a historical perspective will shed a bright light on the direction in which you should
go for the fnal ask amount.
FIND A LEADER: OTHERS WILL FOLLOW
Setting the norm is another key factor in testing expectations on donors. To do
this, you must frst get a donation, at a sacrifcial level, from a donor you know will
respond to your request. Then fll in a few gifts around this level. You then have
a group to lead the herd and provide the momentum needed to continue. By
naturally raising the bar, you elevate potential for all donors.
A word of cautiondo your best to avoid analysis paralysis, that comfortable
holding pattern as you continue to scrub and rescrub the data. While you certainly
want to approach this process with a well-executed and intentional plan, eventually
you must fnish your masterpiece and make the ask.
PHOTOS: Spartanburg Methodist College Centennial Campaign
- 17 -

- 18 -
A SUCCESSFUL CAMPAIGN BEGINS WITH
THE RIGHT CHAIROR CO-CHAIR
PROVEN
A campaign chair must have a
proven record of success. A visible,
accomplished leader not only brings
experience and wisdom to your
campaign but also attracts other
successful community volunteers
who want to be associated with him
or her. This solid campaign leadership
team creates critical momentum.
PASSIONATE
A campaign chair is effective at
leveraging support for the campaign
when his authentic passion for the
cause shines through. A leaders
genuine belief in the importance and
urgency of the campaign is critical to
her ability to attract the support of
other lead donors.
POSITIVE
A campaign chairs positive attitude
communicates that success is
assured and helps volunteers
navigate any challenges that arise.
The positive, respectful team
atmosphere cultivated by the chair
leads to motivated volunteers who
get the job done.
9
THE SUCCESS OF YOUR CAPITAL CAMPAIGN HINGES ON ONE EARLY DECISION:
WHO WILL CHAIR THE CAMPAIGN?
Understanding the qualities that make a great campaign chair and then recruiting the best possible leader are
the most important factors in your ultimate success. When we work with clients to identify and recruit the best
campaign chair, we look for the fve Ps:

- 19 - PHOTOS: Trinity Presbyterian School Celebrating a Legacy of Learning
PACE SETTER
A campaign chair should be excited
about making a gift that sets the tone
for the campaign. Your community
is looking closely at the level of
commitment from a well-known,
highly regarded chair and that
leadership gift will provide leverage
for engaging others whose gifts will
propel the campaign to success.
PERSONALLY INVOLVED
A campaign chair must be willing to
make the campaign a priority in his
or her busy life. The other Ps work
to your advantage only when the
chair makes the time necessary to be
personally involved in the campaign
attending strategy sessions, opening
doors, recruiting other volunteers,
and making solicitation calls. Dont
settle on this P, or you risk having an
honorary chair instead of the working
chair you need to succeed.
A successful capital campaign is attributable in large part to careful
identifcation and recruitment of the right chair. Finding the candidate
who best meets these criteria is crucial. Choose wisely.
If you cant fnd one person who meets all fve Ps, consider doubling the
impact with co-chairs. We often suggest co-chairs for these reasons:
Co-chairs allow for leadership encompassing diverse demographics.
For example, reaching donors of differing ages, races, and
geographic locales may be key to your campaigns success, and co-
chairs refecting that diversity set the tone for the campaign.
Co-chairs provide the personal leadership necessary when the
work of the campaign is too much for one or both of your chairs to
dedicate individually to the campaign.
Co-chairs build in accountability and back up if one of the chairs
fails to deliver.
Co-chairs capture two leadership gifts, building early momentum.
A CAMPAIGN
CHAIR MUST
HAVE A PROVEN
RECORD OF
SUCCESS.
-20 -
A BETTER CASE IN FIVE PAINLESS STEPS
Every nonprofiteven those that arent in a capital
campaignneeds a case for support. Without a case,
how can you answer a prospective donor who asks, why
should I give to your organization?
Part elevator speech, part mission statement, part
vision for the future, a good case for support clearly and
succinctly tells donors why you exist, what you do well,
and what you hope to accomplish (with their support, of
course!).
Cases come in many shapes and sizes, from a well-
designed glossy document to a single page spit from
your laser printer. The size and formality dont matter as
much as the message.
THE FIVE STEPS:
If your nonprofit, school, or college lacks a case for
support, or if yours is covered in dust, here are the fve
steps we follow when writing a case for supportplus
some of our favorite tips.
STEP 1: BACKGROUND
Pull out your mission and vision statements. Write
down your elevator speech. Dont have one?
Create oneits a worthwhile exercise, I promise.
Answer the following questions:
What need do we fll in the community?
Why do donors support us? What psychological
satisfaction do they receive from their gift?
Whats the return on donors investment in us? What
diference do we make?
How and why are we successful at what we do?
What is our vision for the next 2, 5, and 10 years and why is
donor support critical to that vision?
STEP 2: INTERVIEW
Interview your director, board chair, and significant
supporters to get their answers to the questions in step 1.
Its important to hear from themespecially if youve been
in your position for years. But before you start, develop a
concrete list of questions to make sure you glean the right
information. Also interview prospective donors. Ask them
why they dont support you now, and what would make
them give to your organization.
10
- 21 - PHOTOS: All Nations Church Omaha Operation Go
STEP 3: RESEARCH
Research the need your organization satisfies in your
community or for your constituents. Demonstrate how
an investment in your organization benefits the entire
community. Look for statistics and data that support your
claim.
STEP 4: WRITE
Start with an outlineor at least write section
headers. Once youve clearly mapped your
approach, start writing. Add in charts, graphs,
quotes or photos to bring your case to life.
STEP 5: REVIEW
Make sure your case resonates with your
supporters by asking them to review it. Better
yet, ask a non-supporter to read it and see if it
compels them to give.
TIPS
Think ROI. As donors become increasingly more
sophisticated, its critical to show them a return on their
investment in you.
Humanize your report with a profile of someone or
something your organization has impacted.
Your organization wants to build a new building, but
does it really need to build a new building? A good case
passes the so whattest by turning wants into needs.
Have your spouse, friend or neighbor read your case.
Theyll tell you if youve used acronyms or jargon only
insiders understand.
Include visuals with long captions. People process
information diferently. Some will read each word, some
will only look at pictures and read whats below them.
Statistics are powerful, but too much data puts your
reader to sleep very quickly.
Once your case is fnished, dont put it back on the shelf.
Disseminate it to your board, your staf, and your volunteers
because a strong case serves as both a rallying cry and a
reafrmation of your existence.
A GOOD CASE
CLEARLY AND
SUCCINCTLY TELLS
DONORS WHY YOU
EXIST, WHAT YOU
DO WELL, AND WHAT
YOU HOPE TO
ACCOMPLISH
1036 eWall Street
Mt. Pleasant, SC 29464
843.849.6256 (p)
877.349.6256 (p)
843.284.1371 (f)
www.WinklerGroup.com
Celebrating Ten Years
of Redefning Fundraising
Excellence