At a recent meeting with one of our partner organizations and a prospective volunteer, the leader congratulated the client for investing in a consultant to help them with their campaign. “I want to congratulate you,” he said, “for doing it right.”

Doing it “right?” What did he mean by that? Are consultants always necessary? Aren’t they expensive? Won’t we be criticized because part of our campaign budget includes fundraising costs?

These are questions you and your board may face as you begin your discussions about a major fundraising project. There is often agreement that consultants are useful – if not absolutely necessary – in helping an organization conduct a fundraising feasibility study. A consultant’s involvement provides an impartial view and the ability for prospective donors, leaders and “key influencers” in the community to share their support and concerns about an organization and its plans in a confidential setting.

But how can a consultant make a difference in the success of your campaign? In evaluating the services of a consultant, you should expect the consultant to assist in each of the following broad areas:

What You Shouldn’t Expect From Your Consultant A Compelling Case. The consultant cannot establish your needs and priorities for you, nor should they direct decision-making regarding the project – or “case” – that is the basis of the appeal. While they can help you package your vision attractively, they cannot produce needs and a strong case for support where none exists. Leadership Commitment. A consultant cannot manufacture the relationships and commitment of your highest level of volunteers. While the consultant can assist you in identifying and provide strategies for cultivating and recruiting campaign leadership, it is ultimately your organization’s responsibility to supply or attract that leadership. Solicit Funds. You hire a consultant for their expertise, knowledge and direction, not their Rolodex. While consultants can help you research prospects, provide effective solicitation strategies and train staff and volunteers to carry out those strategies, the consultant is not your “hired gun.” Similarly, they cannot produce donors or financial support for a cause the community is not prepared to support.

Consultants Help You Prepare
The foundation for a successful campaign lies in the quality and care that goes into preparing for the campaign. Commonly, that preparation includes assistance with a good project proposal (to be tested in a feasibility study) and a thorough and demanding case statement.

Budget Development
Campaigns must operate from a well-conceived, realistic and board-approved budget. "This gives staff a planning tool and gives campaign leadership the authority to determine the extent and timing of expenditures.. A professional consultant should not only advise you on the proper components of a campaign budget – what you may and should plan to include – but can assist in providing a rough idea of cash flow in line with the campaign flowchart and calendar.

Consultants Help Train and Motivate Volunteers
A maxim in successful campaign solicitations is that calls be conducted person-to-person and peer-to-peer. By definition, this criteria of success calls for the vast majority of solicitations to be led by volunteers. And volunteers must be recruited and trained. A consultant should provide you with materials to help train you and your board to recruit campaign volunteers and how to solicit for campaign pledges.

Asking for major gifts can be scary business. A consultant can help you train and motivate volunteers so they feel equipped to be effective on their calls. Once the calls are in progress, the consultant should assist you with reporting systems to track progress. And, as part of the campaign strategy, the consultant should help you structure meetings and devise communications vehicles to motivate and encourage volunteers to complete their calls.

Assistance with Campaign Materials
Campaign materials are an important to the success of any campaign. They must be professional, clear, concise, and must speak directly to the prospective donor. They must be presented in terms the prospective donor can understand and relate to. They generally contain specific language that helps the prospective donor understand the need (budget), what their investment will create (benefits), how they can make a gift (cash, pledges, etc.) and what recognition will be provided. The most effective materials tell the case in “people terms” and convey the passion and personality of the organization through graphics and the written word. A consultant can help guide you in preparing materials and effective design. A consultant should also be able to guide you to (or provide you with) outside professional creative support for your materials.

Providing Staff Direction
Even accomplished development professionals can use guidance and support in working with their CEO and volunteer campaign organization. And, it’s important not to forget that campaigns often require the involvement of other staff – from program and space planning to budget formulation, to accounting for pledges, to their own gift commitments to the campaign during the “Inner Family” phase. A professional campaign consultant will train your development staff to conduct the campaign and help the staff understand campaign principles and the campaign process, recognizing their responsibility to the ongoing operations of the organization.

Consultants Help You Develop and Monitor Progress Toward Campaign Strategy
The development of campaign strategy consists of applying sound fundraising principles to each unique “community” the fundraising campaign will involve. A consultant will help your organization understand these broad principles and help translate them to your particular campaign effort.

Keep in mind, too, that successful campaigns should follow – and even stay ahead of – the campaign calendar. But campaigns do not always proceed in straight-line order according to the original campaign strategy. In some cases, timely and perceptive analysis of early results can make the difference between success and disaster. A consultant should be flexible and should be able to “look down the road” several weeks or months to suggest changes to your campaign plan that will address unplanned contingencies. A consultant should also be alert to new opportunities as they arise and help you incorporate them into your campaign plan.

Ongoing Campaign Evaluation
Objective evaluations should occur throughout the campaign, not just when the campaign is wrapping up. As part of campaign monitoring, your consultant should help you assess progress and re-shape goals and timelines throughout the campaign.