Episcopal Church Foundation Vestry Papers - for leading congregations

Church leaders: How much time should one spend on raising funds?

I am a fan of healthy expectations. I like knowing what I`m committing to prior to jumping in -- and how far I need to stretch to get intended results.

Recently I began exploring about how much time a given church leader could anticipate spending on the day-to-day activities of successful capital campaign.

A colleague writes, “I was recently at a meeting of the Association of Fundraising Professionals where it was suggested that during a capital campaign the president of a college needed to hand over one third of his or her calendar to the development director.

“One-third!! Part of the reason is that donors who have the capacity for larger gifts often need several visits by the head honcho, and that is after staff and volunteers do other cultivation. This may be the single most difficult thing I have encountered in these larger campaigns -- the diocesan bishop has incredible demands on his or her calendar."

Adding a capital campaign to an already busy schedule is challenging at best. But if the campaign is to be successful – in cultivating relationships as well as in raising the needed funds – then the commitment to the campaign must be demonstrated by committing a significant portion of their calendar to the efforts.

What kinds of time and types of contacts count?

Fortunately not all of it is spent in one-on-one meetings.

Also necessary is getting in front of groups (large and small) to talk about the impact the funds would have on the project. Clergy conferences, convocation meetings, ECW gatherings, lunches at retirement homes, and of course, the fundraising standard: a small group gathering in someone’s home. These all count toward putting in the time necessary to cultivate and secure gifts.

Our churches are full of experienced professionals working in non-profits. What has been your experience of successful fundraising?

If we consider fundraising as not just a means to an end, but a ministry with the power to transform communities then the question of time raises questions about not just the amount of time -- but how do you effectively use it.

Another colleague writes:

“First, the good news…

“A capital campaign has a very good chance of being successful if the priest, bishop, or executive director happily and effectively devotes at least one-third of his/her time to the campaign. Let me say a little bit about those key words.

“Happily…

“If the priest, bishop, or executive director can’t develop some genuine affection for the process of cultivation, relationship building and solicitation, it will be obvious to one and all and a serious impediment to a successful campaign. If this means getting some training with regard to major donor fundraising, and/or shadowing an Episcopal colleague in the course of his/her fundraising efforts, then that should be a priority before the campaign is launched. You have to find the fun factor in the work…or leave the campaign to the next person serving in that role.

“Effectively…

“Doing this work well requires practice and a willingness to incorporate feedback from friends, colleagues and donors with regard to what ‘works.’ The number one challenge for priests, bishops, or executive directors is to learn to talk less and listen more. But if that habit can be mastered and is combined with welcoming healthy feedback, effectiveness will follow.

“Devotes…

“Leaders have to be willing to devote time, energy, and personal resources to the campaign. This inevitably requires the individual in charge learning how to say ‘no’ to something else. This may well be the hardest part of managing a successful campaign…being willing to let some things move to the ‘back burner’ for the duration.

“Next, the bad news….

“There is no such thing as a capital campaign ever being over. They only have active and inactive phases.

“Effective fund development requires that the priest, bishop or executive director is ALWAYS making a priority of cultivation, relationship building and solicitation. In an active capital campaign the percentage of time devoted to this rises to 33%. While you are working the inactive capital campaign, that percentage can safely fall to 25%, but less than that and the likelihood that the next active capital campaign will be successful is being reduced.

“An Episcopal entity that I’m familiar with had an executive director who was legendary for staying in touch with benefactors and friends. When a feasibility study suggested a capital campaign might raise $8 million, he secured 11 gifts of $1 million or more by drawing on the close relationships he had methodically built up over many years."

The original text of this article has been edited to reflect ECF's current programs.