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® SPOtLiGht Capital campaigns take dedication, planning for nonpro ts By Andrew KitchenmAn While nonprofi t organizations rely on annual fundraising to operate, signifi cant expansions often depend on the more specialized and timeconsuming process of capital campaigns. Nonprofi ts increasingly have turned to multiyear, multimillion-dollar campaigns in recent years to address their longterm capital needs. Several New Jersey organizations recently shared strategies they deployed in successful campaigns, with much of the focus on successful planning and donor relationships. Centenary College, in Hackettstown, spent years planning the four-year, $50 million campaign it completed in 2010. The central goal was the construction of a campus center that would serve as a cultural hub for northwestern New Jersey. “Leading into this campaign, it was leapfrogging on what we saw as the success of our fi rst campaign, which ended in 2001,” said Kathleen Ward, vice president for strategic advancement. The planning that went into the Centenary campaign is central to all successful capital-building efforts, according to fundraising experts. This planning component can be as important as the execution of the campaign, according to Victoria M. Bixel, president of Nutley-based fundraising con- sulting fi rm Semple Bixel Associates. The planning begins with a feasibility study to determine “whether the campaign has the potential to reach its goal, has the volunteer leadership to make it a success and has a compelling case for support — meaning, the project is compelling enough for people to give to,” Bixel said. During this stage, an organization must take a step back and have a good > See cAmPAiGn on page 17 Strategy pays o for Princeton medical center By Andrew KitchenmAn Princeton HealthCare System Foundation is in the middle of a fi ve year-campaign to raise $150 million for the new University Medical Center at Princeton. However, that goal has grown as the organization reached its original $115 million benchmark well ahead of time. Joseph Stampe, vice president of development, said the hospital drew on strategies that were fi rst honed in higher education, focusing on individuals who have a connection with the in- stitution, “have capacity to give and also have a strong inclination to give.” Stampe said they used the “fi ve I’s” in fundraising:identifying prospects, informing and interesting them in the project, involving them, and seeking their investment.” The system has a staff member who is Fundraising strategies Princeton Health- Care System Foundation used the “fi ve I’s” in fundraising: ■ Identifying prospects ■ Informing ■ Interesting ■ Involving ■ Investment trained in researching whether potential donors have the money to give, drawing on public sources like property values and corporate records. Once prospects were identifi ed, the hospital asked them to support goals connected to their interests. As the campaign proceeded, Princeton drew on its experience of an early 1990s campaign that funded a hospital expansion, as well as a wellspring of community support. “We have one of the most amazing projects to raise funds for in the new hospital,” Stampe said. E-mail to: akitchenman@njbiz.com 16 March 7, 2011 ◆ njbiz www.njbiz.com
cAmPAiGn > Continued from page 16 understanding of how the community perceives the organization. “We describe it as a readiness assessment for an organization,” Bixel said. “You always want to go into a campaign with victory in sight.” The organization must determine whether potential donors agree with its plans. In ad- ‘‘ Victoria You always want to go into a campaign with victory in sight. ” M. Bixel President, Semple Bixel Associates dition, the organization must make sure its fi nances are transparent to donors. After all that, if an organization fi nds potential donors won’t support a campaign, fundraising consultants “have to come back with a very honest assessment that no, you’re not ready to endure a capital campaign,” she said. In that sense, the potentially yearslong capital campaign is even longer, since its potential success will depend on an organization’s offi cials putting in the time communicating with donors as part of its > See cAmPAiGn on page 18 Christina Mazza SPOtLiGht Strategic planning was central to Centenary’s capital-building e orts, says Kathleen Ward, assistant vice president of strategic advancement, who is pictured between Virginia Newman Littell, left, capital campaign chairman; and Barbara-Jayne Lewthwaite, president of the college. BE IN A POSITION OF STRENGTH SM Ivan Brown, CPA, Co-Founder and former Managing Partner of WithumSmith+Brown for 20 years, goes the distance in his personal and business life every day. Meridian Health System Board of Trustees Member; American Cancer Society Eastern Division Board Member; and Charity Marathon Runner. Through his influence, the tenet of “doing well by doing good” has been ingrained within the WithumSmith+Brown culture, and his leadership and philanthropic mindset have helped put our Firm and the communities we serve in a position of strength. Ivan Brown, Co-Founder, CPA Managing Partner of 20 years Marathon Runner withum.com WithumSmith+Brown, PC Certified Public Accountants and Consultants New Jersey. New York. Pennsylvania. Maryland. Florida. Colorado. www.njbiz.com njbiz ◆ March 7, 2011 17 ®
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