Don’t Overlook Your Past In
Identifying Campaign Prospects

By Gary Rick, Vice President
Mid-Atlantic Region

I first met Chuck at a community event. At the time, I was the executive director of the local YMCA. One of my board members also attending the event pointed out this 70-year-old man. She told me how he was a very successful high school and college football coach, and that he went to our YMCA in his youth. Once she said his name, I recognized him immediately. Chuck was featured many years ago in Sports Illustrated for taking on a struggling high school football program and transforming the team into a program that won 33 games in a row. Once introductions were made, we had a very enjoyable conversation about his success as a coach.

When I mentioned the YMCA, Chuck’s face immediately brightened and he spoke with unbridled enthusiasm about his experiences in those days. He went on and on about the great times he had at the Y, and how the people and the organization itself had been such a positive influence on him. He credited his success in coaching to lessons learned at the YMCA. I soon came to realize that this man was a walking testimony to the mission of our organization. Why hadn’t his name come up as we were preparing for our capital campaign?

As our conversation progressed, Chuck began to mention the names of individuals who attended the YMCA during the same time, and how some of them were now doctors, lawyers, company presidents, and other influential members of the community. I asked if he would mind helping me connect with some of these people, since we would soon be embarking on a capital campaign. Chuck was flattered and not only agreed to help find them, but also offered to write a personal note and introduce me to some of them.

This story could have happened in any number of nonprofit organizations. When an organization is about to embark on a capital campaign, one of the greatest challenges is to identify individuals who will donate to or work on the campaign. Nonprofits seek to identify people of influence, affluence and leadership in the community. Most often, this is accomplished during a feasibility study or in the early campaign planning stages via a select group of individuals who help to identify and qualify prospects to participate in the study.

Would someone on the feasibility study planning committee have thought of Chuck? Most likely not, since he no longer lived in the town where the YMCA is located. Could he have been discovered with a little bit of effort? Yes! In most organizations, there are rich histories and relationships that extend much further back than the memory of the current executive director and volunteer leadership.

Chuck’s efforts raised $20,000 toward our branch expansion campaign. This isn’t one of the million-dollar stories you sometimes hear about, but it’s still a significant amount of money that we would not have otherwise received. Moreover, he resurrected friendships and goodwill toward the organization by sharing his stories and memories with others. He is a perfect example of what the right people, their experiences and connections can do for a campaign. Our visit helped Chuck remember the happy times and great friendships he had at the YMCA. He, in turn, helped us by using his clout and influence to introduce me to others who could also help.

Are you doing everything you can to uncover leaders who could benefit your campaign? You may have some people like Chuck out there with ties to your organization; you just need to know where to begin your search. Start by taking a good look at your mission. Who are the people who have been significantly impacted by the mission of your organization over the years? Who are the volunteer leaders who have embraced your mission and worked hard for you in years past?

Where to Search for Potential Campaign Leaders and Donors:

• Old photos around your organization
• Charter documents
• Newspaper archives
• Persons who made significant gifts in kind, such as the land where the facility is located
• Famous people who were involved in your organization
• Families and surviving relatives of former organization volunteers and participants
• Internet searches
• Old board minutes
• Youth participants who are now adults
• Former volunteer program leaders
• Current members
• Membership referral records and membership database
• Recognition plaques hanging in the facility
• Campaign records
• Major event sponsors
• Current board members

The Special Annual Meeting
The purpose of uncovering new names is not just to ask for money and then add them to your campaign “attack list.” You must first develop the relationship. A good way to do this is to create a setting in which you can thank them for playing a role in helping to make your organization a success. Invite these individuals and their families to be part of a very special annual meeting celebration, where you thank them for their role in getting the organization where it is today. Celebrate with the people who have helped you.

This meeting will not only give them the chance to reconnect with your organization, but also to reunite with others. Everyone there will have played a role in the development of the organization over the years. Incorporate a PowerPoint presentation into the event, complete with photos, newspaper articles and other nostalgic items from the archives. Not only will these items be entertaining, but they should also encourage further and deeper discussion. You will be helping your guests remember good times, which should foster goodwill towards the organization.

After the event, it is important to keep people involved and informed through channels such as an electronic newsletter. Let them know when you connect with someone new – someone they may be interested in reconnecting with as well. Meet with each person and find out how they currently view your organization, as well as other stories and connections they might have.

At Jeffrey Byrne & Associates, Inc. we recommend you start the process of identifying and cultivating past leaders well in advance of planning for a campaign, as much as 12 to 18 months before you even conduct a feasibility study. This provides ample time to reconnect and build relationships.

Sometimes, building for the future means gathering bricks from the past. The more you know your past, the more support you will be able to build for your campaign.