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Branding is a key to a capital campaign
By June Bradham
Q. I have recently taken a job with a nonprofit and, having come from a marketing position with a for-profit company, it’s apparent to me that my new organization does not do enough branding. We are about to begin a capital campaign; could you recommend some ways to brand the campaign?
A. Absolutely! Often, I have found that nonprofits feel if they concentrate funds or effort on branding, they are behaving too much like a for-profit company or are utilizing donor gifts for something that isn’t really in support of the organization’s mission. Not true. Campaign branding is integral to the success of any capital campaign and should be seen as a must-have rather than an unnecessary luxury. Remember, successful capital campaigns are the primary way nonprofits are able to expand or enhance the services they provide to the community.
An important thing to remember, especially if you come from a for-profit marketing background, is that knowing your audience is imperative to creating a campaign brand. While marketing campaigns for products and companies are driven to appeal to the widest audience possible, nonprofit campaigns are not. Rather, a successful major gifts campaign may only need to appeal to 20 people—just make sure you know before you start your branding who these people are and what will touch them most.
The first thing you should not do is decide a week before your campaign launches that you are ready to start branding. Logos may seem easy to create but coming up with a fully articulated brand is something that should happen over time. Its construction should be at least reminiscent of your organization’s brand (through use of your colors and font) but should be distinct so donors receiving appeals know this request will be for something very special rather than for an annual appeal.
Next comes the creation of a campaign slogan. “Campaign for XYZ Hospital: The Time is Now!” seems like a catchy slogan but it tells you little about the purpose of the campaign. Instead, find a way to articulate the mission of the campaign and condense that into a few words. Also, remember having a message isn’t the same as having a plan. Your slogan should be specific as to what you want and how you hope to get it.
Once you have a logo and a slogan you feel communicates your mission and vision, you’re ready to put your campaign brand into action. Use it everywhere. Create stationery with the new logo. Notepads, thank-you notes, envelopes and brochures should all carry the campaign brand. Likewise, meeting agendas and minutes, e-blasts, e-mail signatures and any other method with which you’ll communicate with board members and the general public should include this important new image and slogan.
Most importantly, make the image and the language something your staff embraces. For a campaign to be successful, everyone must speak with the same language, talk about the goals and vision in the same way. Taking the time to create a banner under which you all move forward is the first step in drumming up enthusiasm from within; from there, you’re ready to take your message to the outside.
Q. While we don’t want our donors to feel we are spending too much of their contributions on administrative salaries, I feel like my executive director and her staff are vastly underpaid.
How can I pay them what they are worth without undermining our potential donors’ perceptions?
A. This is an excellent and very timely question. In the coming decade, with the retirement of baby boomers and lagging interest from the next generation in leading nonprofits, we’re going to see a large vacuum of leadership in the nonprofit realm. If we are to keep foundation and charity leaders at their posts and woo other strong leaders from corporate America, nonprofits must be able to offer realistic and rewarding salaries.
Robert Egger, president and founder of an anti-hunger group in Washington, D.C., recently suggested to the Chronicle of Philanthropy that rules and regulations that hold nonprofits to different (often stricter) standards than for-profit businesses are not only outdated but unfair
While charities cannot base their salaries on percentage of profits, they can—and should—base compensation on performance. If a new executive director takes the helm and introduces 20 new major donors to the organization, orchestrates a phenomenal fundraising gala and leads a record-breaking year of service expansion, that person should be rewarded for performance. If you don’t pay her what she’s worth, she may not head back to the corporate world but she may very well leave your charity for another.
So how much is enough? Speak with your finance and budget personnel. Do some research on GuideStar (and other sources) to see how your organization’s compensation packages compare with similar organizations. And finally, ask prospective hires (and current employees) what kinds and levels of compensation are important to them.
June Bradham is the president of Corporate DevelopMint, a full-service fundraising consulting firm with offices in Charleston, Greenville, Blowing Rock, N.C., and Memphis, Tenn. Send questions to cdm@corporatedevelopmint.com.
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