A capital campaign can take months or even years to plan. There are many things that an organization has to do to determine its needs, establish goals for fundraising, write case statements, research prospects, recruit campaign chairs, establish strategies for donors, and put together a timeline.
Then, somewhere near the end of that process, someone says:
“Now let’s consider a communications plan,” …and that’s the mistake.
Communications should never be one of the final pieces of a capital campaign. It should be part of the strategy from the beginning. A capital campaign is not just about raising money, it's about making the case to encourage people to feel like they want to be part of getting there.
When organizations think about capital campaign communications, the first thing that often comes to mind is deliverables: the campaign website, brochure, videos, donor materials. The fact is, the campaign story must be established before creating campaign deliverables. A story that answers the most important question: Why should someone care?
A clear campaign narrative helps to answer the questions that will inevitably arise. Why does this investment matter now? What will change because of it? Who will benefit? What becomes possible if the campaign succeeds? And perhaps the most important question: Why should someone outside your organization feel personally connected to this vision? If the answers to those questions aren’t clear and concise, beautifully designed deliverables will not be enough for stakeholders to see the campaign’s feasibility.
Avoid making the mistake of building the campaign story almost entirely around donors. Don't forget internal audiences. The board, staff, faculty, employees, families, alumni, volunteers, etc. are some of your biggest advocates. They should not find out about the changes at the same time as everyone else. Doing this created a missed opportunity to gain insider support. Ask an employee, board member, or stakeholder tomorrow what this campaign is about; can they even tell you? If the answer is no, you aren't ready to tell the world about your campaign.
Don’t confuse a campaign goal with its message: “We’re raising $50 million” is a fundraising goal, not a campaign story. People need to understand the impact that $50 million will make. It could create access for more students or help develop a new community resource, it could expand health care options or help ensure the future of an institution. It could create new programs, modernize an old building, or just allow an organization to help thousands more. Those stories will help make the case for necessity and make an argument to those who support the decision about why it's necessary. Clear messaging takes your institution's goals and priorities and makes them relatable, connectable, and supportable.
Communications leaders need to be involved in the shaping of a campaign, not just when you go out and announce it. They need to be at the table with advancement, executive staff, the board, and others to hear about the campaign and ask the questions that fundraisers don't typically ask, like:
How do audiences perceive this organization? What might they misunderstand? Which parts of the campaign will resonate most? What questions or concerns are likely to surface? What proof points support the story we’re telling? Where could the message become complicated? How does this all fit into the overarching narrative the organization has been spinning about itself? Those conversations could change the communications plan, but it could also refine the campaign.
It is equally as important to plan beyond the launch day because if you treat the public launch like the end of your comms plan, you might give people a false sense of satisfaction, when in reality, you're just getting started. You need to have enough stories to cover months or years of a capital campaign, and the more thought you put into the people, programs, touchstones, and outcomes, the better you'll make your case for why the campaign is important.
An effective campaign communications strategy will help you anticipate what you'll be talking about in six months. Remember it's a marathon, not a sprint, and donor stories, impact stories, progress reports, leadership perspectives, community perspectives, campaign highlights, and progress updates are some of the reporting structures that will ultimately impact the trajectory of the campaign.
Communications is a key part of the strategy of a major capital campaign, and clearly denotes how interconnected communications and fundraising really are. The strongest campaign communications don’t start with a brochure, a tagline, or a launch event; they start with clarity and an understanding of what is possible, why the campaign matters, and the stories that will help their audience to see themselves as part of it.
Once these questions are answered, the website, campaign materials, videos, events, donor communications, and media strategy will have something meaningful to build from. When communication strategies are left until the end of campaign planning, it becomes much harder to package a strategy it had no role in shaping. In a capital campaign, communications shouldn’t only express a need to raise money; it should also help establish an understanding of the investment needed for the campaign to succeed, and why it is worth building a future around it.
Is your Capital Campaign built on a strong communications strategy? Is your communications team helping shape your campaign, or simply being asked to promote it? If you are planning a capital campaign or preparing for a major fundraising initiative, let's connect. I can help you develop a communications strategy that strengthens your campaign narrative, engages key stakeholders, and builds the understanding and support needed to turn your organization's vision into reality.
