We often hear about fundraising campaigns when they are almost at the finish line. We hear about great plans, fabulous progress, who is providing financial support, and how much is left to raise. This often includes an anticipated campaign end-date, for example, “Help us close out our campaign by November 30th.” But when did the campaign begin?
Most likely it began three, five, or even ten years ago. The larger the goal the longer the planning time, especially if the organization or institution does not have a history of securing major gifts and investments. Two things influence the duration of a campaign. The first is that fundraising is 90% preparation and 10% solicitation. The second is that a campaign actually begins with the process of exploring how stakeholders respond to your proposed campaign.
Campaign preparation includes many activities not often thought of as “fundraising,” but which in fact comprise the majority of campaign work. This includes defining, documenting, and testing the feasibility of campaign priorities. It also includes prospective donor identification and cultivation, as well as research and evaluation activities. These last two activities help assess who might be interested in giving to specific aspects of your campaign, and at what levels. Campaign preparation requires that leadership – including the board – understands the “why” behind the campaign. Decisions need to be made regarding fundraising policies, anticipated campaign duration, budgeting, staffing, communications abilities, board giving and engagement, and more. You need accurate data, reporting, volunteer leadership, detailed plans and strategies, and experience. You will always be able to raise money, but reaching or exceeding your fundraising campaign goal requires extensive preparation.
Testing your campaign’s priorities and goals is another starting point. The case for support document communicates your vision, anticipated impact, and fundraising priorities and goals. Testing your case with those who can give and/or influence gifts and investments at the highest level is part of the feasibility study process, another campaign preparation activity. But be careful: once you approach these individuals, you need to commit to a process of continued open and honest communication about your priorities, decision-making processes, next steps, needs, aspirations, and setbacks. Here’s why. Conducting a feasibility study sends a signal that you are getting ready to engage in a new level of fundraising. Once you have shared this, you have begun a new level of relationship that requires the organizational capacity and infrastructure to follow up, keep people informed, and demonstrate progress in a reasonable amount of time. Lapses in communication and activity signal that you are not ready or do not have the organization to make things happen. A lapse in time can also lead people to think your priorities are not as important as you had communicated them to be. Stakeholders may interpret your lapses as an indicator of risk, lack of qualified leadership, or the inability to follow through. This can lead to your project being viewed as a lower priority or the awarding of a smaller gift or grant. Bottom line: your campaign begins long before it is public news.
© 2026 Mel and Pearl Shaw, authors of “Prerequisites for Fundraising Success.” We provide fundraising counsel to higher education, nonprofits, and philanthropy. Video conferencing always available. Visit www.saadandshaw.com.
