Straight Talk on Campaigns

Straight Talk on Campaigns

By Laurence A. Pagnoni, MPA

Campaigns have become so common in the nonprofit world that it’s easy to forget how new they are. Before the twentieth century, the idea of a coordinated, time‑bound fundraising effort barely existed. It took shape in the years before the First World War, when the American Red Cross and the YMCA began using organized campaigns to raise large sums quickly. Hospitals and universities followed. Over time, campaigns became the standard tool for institutions with natural donor bases — alumni, patients, patrons — people who already felt tied to the mission.

Because of this history, many nonprofits assume campaigns belong to large organizations with deep pockets and long donor lists. That belief has kept countless smaller groups from using a tool that could change their trajectory. Campaigns are not reserved for giants. They are a disciplined way to raise the money needed to grow, and they work when the organization is prepared.

Why Many Nonprofits Avoid Campaigns

Some nonprofits shy away from campaigns because they lack a built‑in constituency. Others carry the legacy of the 1960s, when government funding expanded and foundation grants became plentiful. For a time, it seemed as if public dollars and institutional philanthropy could carry the work. Individual donors faded into the background.

There is also a gap in the training of nonprofit leaders. Many executive directors come from the helping professions. They know how to run programs, build teams, and serve communities, but they rarely receive formal instruction in fundraising. High‑level fundraising can feel mysterious, even intimidating, when you’ve never been taught how it works.

And then there is the fear of large numbers. Campaigns often involve sums that make people flinch. But a campaign does not have to reach into the millions. You can use campaign discipline to raise $10,000 or $50,000. The size matters less than the structure. What matters is the willingness to step into a process that asks more of the organization — and gives more back.

When a Campaign Makes Sense

A campaign is not the right move for every organization. If your board is disengaged, if your donor base is thin, if your strategic vision is unclear, or if your staff is already stretched beyond capacity, a campaign will expose those weaknesses. Campaigns are demanding. They require unity, discipline, and a shared sense of purpose.

But if your board is steady, your mission is strong, and your current revenue sources cannot support the work you are called to do, a campaign may be the clearest path forward. It forces the organization to name its ambitions, sharpen its message, and build the relationships that sustain long‑term growth.

If You’re Not Ready, Prepare

If you are not ready for a campaign, the worst thing you can do is nothing. Too many nonprofits face the same fundraising problems year after year. That repetition is a sign of stagnation — or poor strategy, or weak infrastructure, or all three.

Instead, define the steps that will prepare you for a campaign. Write them down. A pre‑development plan gives you a path from where you are to where you need to be. It may include strengthening the board, expanding the donor base, improving communications, or building internal systems. These steps are not glamorous, but they are the foundation of every successful campaign.

The alternative is grim. In recent years, strong organizations with meaningful missions have closed their doors because they could not raise the funds to continue. One served frail seniors in New York City. Another supported nursing‑home residents and caregivers. Their work mattered. Their missions were clear. But without a disciplined approach to fundraising, they could not survive.

Why Campaigns Still Matter

Individual donors remain the most reliable source of philanthropic revenue in the United States. They give because they believe in the work. They give because they want to see the mission endure. Campaigns honor that impulse. They invite donors into a larger story — one that asks them to help shape the future.

Campaigns also strengthen the organization itself. They force clarity. They build discipline. They deepen relationships. They reveal what the organization is capable of when it works with focus and courage.

The Heart of the Matter

Campaigns test an organization’s resolve. They reveal its strengths and its blind spots. They demand preparation, honesty, and a willingness to stretch. But when approached with discipline, they unlock resources that steady the work for years to come.

Avoiding campaigns keeps an organization small. Preparing for them opens the future.

Attribution Statement

This white paper is educational material. You may share it as long as proper attribution is made to the author, Laurence A. Pagnoni, MPA.