by Barbara Barron | Posted February 28th, 2024 | Subscribe to this newsletter

Here’s a true story of two solicitation meetings, where space may have played a key role in the outcomes.

Tale #1:

Many years ago, when I was a DoD, I was working hard to secure a significant gift from a wealthy and newly engaged family. The Head of School and I arranged to meet them for lunch at a popular restaurant.

Sound familiar? 

The atmosphere was lively that Friday midday. In fact, it was loud. The waiter was slammed, and a little flustered. They kept popping by the table as we talked about the couple’s four children over lunch.

However, trying to get to the subject of their support felt difficult because of the noise and the near-constant interruptions. Finally, as we were about to order coffee, and things around us had quieted, the dad looks at his watch and pops up, exclaiming that he was going to be late for an appointment. So out the door they both go, along with our moment to ask for their support on a new project.

What did we do wrong here? Besides the (hopefully) obvious point that we should have requested the waiter to give us a minute early on and then asked for their support before the meal was even served, thus, ensuring the very purpose of the lunch was achieved, it is the location. The space. A popular choice for development meetings and almost always, a bad one.

Tale #2:

A client asked me for coaching before an important solicitation conversation.

This was to be the biggest ask this new Head of School had ever made. We talked it through on Zoom the day before the meeting. She had all her key points nailed: the transformative impact the project could have, the impact this family would make. We practiced her saying the ask amount and then sitting quietly to hear their response (not easy, ever!). We ran through a few possible objections and how she might handle them. She was ready. Off she went.

Where? To the couple’s home. She sat with them in their family room. She made her points, thanked them for their leadership over the years, and then asked them to consider this significant anchor gift.

How did it go?

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How It Went…

Well, they thanked her for asking them so confidently and boldly, and in fact, said they were proud of her. They agreed that they very much wanted to make the gift. They were going to consult with their siblings about how to structure it as a family gift.

Bingo.

What role did space have? Did it make a difference here? 

Obviously, yes.

First point: they were all seated in the donors’ family room (symbolism, not lost), in a comfortable, familiar place. Next, no interruptions — kids were at school, no waiter, and no distracting and competing noise or activity. It was the right space for such an important conversation. It was respectful of the family and fitting for the Head in this moment of her expanding leadership.

It goes beyond controlling for those outside factors, which is, admittedly, important. Turns out, the spaces we choose to do our work matter. When we are thoughtful about location, timing, and tone, we have a far better opportunity to create an atmosphere, a container if you will, that helps ensure that these become the potentially life-altering moments they might be. For our donors and for our schools. It doesn’t have to be in their home. It can be your office. The Head’s office. Their office. As long as you can ensure the conditions will be optimal.

And even when working with long-time donors who will often eschew any extra effort or say things like, “Oh, we don’t need a meeting”, ask for it anyway. Tell them that it would mean a lot to you. Explain that you’re striving to do your very best work and that meeting them at their home would be a gift in and of itself. Most donors want to help us do our jobs better. They’ll likely agree. And whether this is a first ask or the tenth, do it right. Let the right space be that X-factor in your plan.

How about a quick check-list?

• quiet — no competing distractions
• private — you are talking about confidential matters
• comfortable — for everyone
• a bit special — this is an important conversation; make it feel that way

And then this: before you start, check in on the donor’s head and heart space. Ask if they still have the hour (or whatever you asked for). The last think you want is to get going and have the person say, “Oh, Barbara. I’m so sorry but I only about about 10 minutes today. Something urgent came up.” Or if their heart isn’t in it because something is going on in their personal and professional lives that commands their attention. Space. In so many ways, its always important.

If you could use a little pre-game coaching, let me know. I’ve seen it make a world of difference. And thanks for everything you’re doing. 

And good luck!

Barbara Barron
barbara@barbarabarron.com

BARBARA BARRON is one of the most respected and highly sought-after independent advancement professionals in the country, having worked with dozens of schools in every corner of the United States.

She has raised over $20 million for schools where she served as the Director of Development. Barbara is a New York Times bestselling author, speaker, and presenter who currently advises dozens of schools in various capacities. She is considered a thought leader in the world of advancement, with her writing widely shared by professionals in development offices worldwide.

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The post Does It Matter What Your Meeting Space Looks Like? appeared first on Barbara Barron.

by Barbara Barron | Posted October 25th, 2023 | Subscribe to this newsletter

“Do we need a feasibility study before we start a capital campaign?”

Understandable question.  Particularly coming from a small organization with limited resources. Here’s what I imagine is the conversation around the boardroom table:

“Seriously!? We need to spend $40k+ for a consultant to test our project and talk to our donors? We all know this project is essential. We’re already committed to making it happen. In fact, we’re in trouble if we DON’T build the _____________ or raise $ _________ for the endowment.”

And likely, they are not wrong.

No organization embarks on a capital campaign if they don’t need to. Or just because they have a few families enrolled with enormous capacity and wish to capture that potential. Granted, those are very different scenarios, but both can confuse good decision-making.

But back to our boardroom question. Why is a feasibility study so essential? Why not just plow ahead, produce a cool and compelling brochure and video, and start raising money?  Because a feasibility study is likely the best money an organization can spend to ensure success in their campaign. Especially if they are small and not well-resourced.

Here’s why.

For most schools, a capital campaign comes around once every 10-15 years. As a result, often neither the Head, Board, nor advancement team have been through one before. Campaigns are extraordinary moments when the project at hand has the potential to be transformational. No hyperbole here. If it is not, then don’t do it. Don’t risk the time, money, and institutional reputation. After all, most campaigns take 3-5 years to complete and require countless hours from the staff including the Head of School and several Board members. They may require financial risk and complex financing beyond fundraising. They often are disruptive to the daily workings and schedule of the school and its students and teachers, especially when the project involves construction. Sometimes for a year or more! This is no small undertaking. Again, transformational — or not worth it.

So, let’s say we’ve got a project that passes that test. We’re certain it must be done. We’re all in on it, even knowing the risks and the costs. We’re committed.

Fine. Why, then, would you not take the time and invest the resources to test the project with the people you are going to be turning to to make it happen? Those key donors and stakeholders.

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A good way to answer that question is to look at what we gain from doing this important work.

The Benefits of Doing a Feasibility Study

1. Objectivity. A deeper understanding, through fresh eyes, of what is compelling – and what is NOT – about our project.
   
2. Relationship building. The chance to sit with committed and generous past and current donors to hear their advice and possibly interest them in supporting this project, when it comes to fruition.
   
3. Intelligence. The rare experience of learning what might be the level of their support, later on.
   
4. Data and insight. A report compiling these findings with recommendations for going forward, or altering the project before going forward, or not going forward at all or at this time. Wow.
   
5. Power. If we do go ahead, the invaluable boost of confidence from having done the research with the very people we will ask to help us later. More wow.

Taken together, it feels risky – maybe even reckless – to proceed with such an important and highly visible project without the knowledge and data that a feasibility study can generate, right?

There are no guarantees, even with a solid and highly promising study report. I heard someone repeat the adage the other day: “There’s never enough information to make a risk-free decision”.  Truly. Then the flip of that is also true: why would you take a known risk without getting adequate information?

But it’s a lot to consider. As you do, know there are options beyond just the traditional model where the consultant does all the confidential interviews and writes the report.

As an advancement consultant, I do these studies for clients. While it comes at a significant fee (even if it’s a great investment), I have seen the power of it. But sometimes it makes more sense to structure the study so the school and its leadership conduct the interviews. Then the advice and insights come directly to your eyes and ears.

Yes, it’s a huge time commitment. But what is a better use of your time than to have the opportunity to meet with 2 or 3 dozen of your most treasured families to share your project?

Regardless of the methodology chosen, engaging in a feasibility study is the smartest way to ensure your future campaign will be a success. It’s worth every dollar, every hour. 

Let me help you figure out the best way for you. Shoot me an email.

Thanks for all you’re doing.

Barbara Barron
barbara@barbarabarron.com

BARBARA BARRON is one of the most respected and highly sought-after independent advancement professionals in the country, having worked with dozens of schools in every corner of the United States.

She has raised over $20 million for schools where she served as the Director of Development. Barbara is a New York Times bestselling author, speaker, and presenter who currently advises dozens of schools in various capacities. She is considered a thought leader in the world of advancement, with her writing widely shared by professionals in development offices worldwide.

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The post Why Do We Need a Feasibility Study Before We Start Our Capital Campaign? appeared first on Barbara Barron.

by Barbara Barron | Posted October 19th, 2022 | Subscribe to this newsletter

About 18 months ago, I published an article about how and why to start a major gifts program.

The reasons for doing so, as I stated there, are many: including capitalizing on the opportunity to seek significant support from families with means who may not be enrolled in your school the next time a large-scale fundraising moment, like a capital campaign, occurs. The logic here is that most schools mount capital campaigns once every 5-10 years, for dozens of good reasons.

But a well-thought-out major gift program can run concurrent to your other fundraising. Just like your Annual Fund and any special events where you seek gifts. It does not have to cannibalize them.

As I wrote, a good major gift program is well designed. It has a short list of needed projects that, generally, have the winning appeal of being tangible, immediate, and high impact. This is the magical trifecta in fundraising!

It is also highly selective. It is not participation-based. It is tailored to the handful of families who have the capacity to give significantly beyond annual giving. I wrote in my previous article about the importance of setting the bar high for this. Higher than you initially think is feasible.

But as I coached a client recently, you can always dial it back — but it is exceedingly difficult to raise the entry-level gift once you go live. So, take a deep breath, and go high!

In addition to those essentials, I have recently been recommending that we do a few more things to ensure the program is well-designed and well-run.

A Well-Documented Vision

First, is to create a vision for it. Make it a written document that the Board can digest and adopt. This helps keep it top of mind and prevents it from getting watered down.

Here’s a simple example:

Established Roles

Next, get clear about roles.

What are the responsibilities of the professionals? The Director and Head of School? What are the responsibilities of the volunteers – meaning the trustees?

A good model is to form an ad hoc committee of the Development or Advancement Committee to work on this. This small group can help shape the vision statement and set policies like acceptable giving levels and pledge payment periods. They can oversee the selection of projects generated by staff. They will be the advocates for it at the Board level. And, critically important, they will personally support it. That way, they can serve in the helpful role of solicitor (or minimally, cultivator) along with the Head and Director.

See what I did there? If they build it and support it, they can help ask others to join them.

The Director of Advancement is always going to be tasked with identifying prospective donors for the program, given their access to giving records, prospect research, and knowledge of the relationships. In many cases, they will also serve as air traffic control regarding the setting up of cultivation meetings to share the projects available for support and to learn what the families are most interested in. But for best results, the members of the Major Gift committee are ready to take those meetings with the Head or Director. And they are on call to participate in the solicitation meetings that follow.

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Great Marketing Materials

Finally, the marketing materials you develop for this project are very important.

My successful experience with this work involves creating highly customized proposals, be they printed brochures or a beautiful slide deck. You are not mass producing these. If you’re blessed to have fifteen or so opportunities in a year to present your program, good on ya!

But for most schools, the number is small. Take the time and spend the dollars to design and produce individualized appeals. The ROI is excellent here.

Get focused. Stay intentional. Be bold. The potential results of a good program are huge and far-reaching. And the experience and chops you will gain from building and running a major gift program are significant for your school and your career.

I’d love to help you put your program together. Regardless, I wish you good luck. You’re going to do great!

Stay well.

Barbara Barron

barbara@barbarabarron.com // @BBAdvancement

About the Author

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for over 20 years. In that time, I’ve had the pleasure of creating and implementing successful fundraising plans and programs for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls, Sage Ridge, and San Diego French American, and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

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The post How to Design a Major Gifts Program That Works appeared first on Barbara Barron.

by Barbara Barron | Posted October 5th, 2022 | Subscribe to this newsletter

For most of us, the phrase “case for support” is associated with capital campaigns. Big, glossy, expensive brochures that show massive buildings to be built, nosebleed-high fundraising goals, and all the places where one might have their name inscribed — if they can stretch to give a gift of seven or eight figures.

And then there’s real life.

Not that there aren’t independent schools with those kinds of campaigns. There are. But they are the minority. Most schools are much smaller, with far more modest goals. Aspirations might be just as big, but our communities are not as well-resourced.

But still, a capital campaign case for support is important.

The “great case” is the road map to show a donor what the project is, what good it will do for the school, and how the school and its leaders plan to pay for it. It need not be all that fancy or costly. In fact, most donors I have had the honor of sitting with would prefer we tell it to them clearly, without a lot of distracting glitz. And they most assuredly don’t want us to spend a fortune printing the blessed thing.

OK, not fancy.

So what are the elements of a good or even great case for support?

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The Elements of a Great Case

I like to explain it using the structure of a good story:

1. A clear problem to be solved or an obstacle to be overcome. We have a hero (the school and its mission) that is facing a challenge. Something is in the way of it being as heroic as it could be.

2. The solution. How do we plan to solve the problem or remove the obstacle? (what is our heroine action plan?)

3. What will be achieved when we do? How will the problem be solved, the obstacle removed (and what will life be like when the dream comes true?)

Too often, the bulk of the ink and space in these pieces is devoted to #1 and #2.

Now, I am all in for a compelling story and an elegant solution. But the section that often gets shorted is #3. What will we accomplish when this project is complete? And by that, I don’t mean a list of features. Sure, they are easy to compile and enumerate. But trust me, do not stop there. Mere features don’t inspire.

I can assure you that no donor was ever moved to make a significant gift because we told them we were adding blah blah blah thousand square feet of space. Or six “state-of-the-art” (so trite) new science labs. Or four multi-use classrooms. That moves no one. Instead, talk benefits. What difference with this new reality make?

Paint a Picture

Share how those additional square feet will mean that the entire student body and faculty can come together for assemblies and community time. Show how those additional learning spaces make interdisciplinary learning come to life. And how the science labs will enable the school to attract and retain outstanding science teachers who will take our program to the next level.

When you can articulate, with passion and everyday examples, the difference the project will make to your school and its mission, you will be far more likely to inspire support. Everyone wants to be part of something big and bold — and even breathtaking.

That goes for other cases for support, too. When making a proposal for a major gift project, lean into how the donor’s gift will improve life on campus or fuel a more robust professional development program. Show them a new reality that their philanthropy is making possible. Even for our everyday annual funds, a solid case, embedded with the benefits our teachers and students experience every day because of – and only because of – the generosity of the community will land far better than one that relies on the dreaded “gap.”

Stay away from that pit. It leads nowhere but to a deadening sense of lack. And depressed giving.

Go big. Aim high. Tell the story your donors are eager to hear: that they can and will make a real difference. Let them be your heroes!

Be well,

Barbara Barron

barbara@barbarabarron.com // @BBAdvancement

About the Author

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for over 20 years. In that time, I’ve had the pleasure of creating and implementing successful fundraising plans and programs for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls, Sage Ridge, and San Diego French American, and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

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The post What Makes a Great Case for Support? appeared first on Barbara Barron.

by Barbara Barron | Posted September 21st, 2022 | Subscribe to this newsletter

The time it takes to ask the following question is minimal:

“Could you consider an Annual Fund gift of $20,000?”

Or, perhaps more likely, something like:

“We very much hope you will consider being an anchor donor for our campaign with a commitment of $1,000,000. Is that something you can consider?”

Mere seconds. Of course, they may well be the scariest 5-10 seconds anyone can imagine. But it’s quick. Once it’s over, it’s over.

But, in a way, the question itself is the culmination of days, weeks, months, and years of cultivation. It is a moment we have earned. Earned through trust, transparency, and the permission we’ve been granted to sit with this individual or family to ask for their support for our outstanding school or program or project.

So how did we earn this question? And how do we earn the answer we want, a resounding “Yes!”

Start with an Intention

Anyone who has read a single article of mine knows that we must start with intentionality. And after intentionality, planning. And then, the benefit of practice.

Think of your closest friends. How did you get to know and build trust with them? I suspect that it happened over time, by talking about the things that really matter. From sharing what is most important to you. What you deeply value. Why would it be all that different with a family you are entrusted to engage in your community? Someone from whom you are asking for their support?

The intention is essential. This is not about prying into their lives. Or casting around for the right angle that will hook them. No. Yuck. What’s required is a respectful, grateful attitude. And a curious mindset.

This conversation will only be comfortable for both parties if you have asked for the meeting and been clear that one of your hopes is to get to know more about their values around philanthropy and volunteerism. Otherwise, it might feel a little intrusive. And you also need to be prepared to share what you personally value. What you care about and how you make your own philanthropic choices.

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Ask the Right Questions

With those caveats, let’s move to the questions. Good questions lead to good conversations. So, I have crafted a few here to help you get started. These are intended to begin a discussion about what really matters to us. Obviously, this is one side of a two-sided endeavor. It’s a conversation. You will need to be prepared to share information about your organization – its history and its current priorities. What are some of the pain points and also some of the inspiring opportunities you are exploring? Let them see inside so they feel invested. And trusted.

Back to the good questions. Here are two:

1. What has been the most meaningful volunteer and/or philanthropic experience of your life? Why?

2. How do you and your family make decisions about what and where your give support?

Can you see where this conversation could lead? As you listen deeply, you’ll discover important things about this family that will be invaluable as you decide what and how you bring ideas for them to consider. And as my brilliant colleague, Andrea Kihlstedt reminds us, “People don’t remember what you said. They remember what they said.”

Being asked a really good question feels great. Sharing something personally meaningful engenders intimacy. Being heard fosters trust.

Good luck and enjoy the moment!

Be well,

Barbara Barron

barbara@barbarabarron.com // @BBAdvancement

About the Author

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for over 20 years. In that time, I’ve had the pleasure of creating and implementing successful fundraising plans and programs for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls, Sage Ridge, and San Diego French American, and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

Articles About Advancement

• 
  How Can You Set Yourself Up So That Next Fall is a Huge Success?April 14, 2026
• 
  Metrics That Matter vs. Metrics That Don’tMarch 16, 2026
• 
  What is Your Brand?March 2, 2026
• 
  Success Story #2February 16, 2026
• 
  The Steps We SkipFebruary 1, 2026
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  What if Fundraising Was Really about Creating Donor Joy?January 21, 2026

The post How Can We Earn the Opportunity to Make That Big Ask? appeared first on Barbara Barron.

February 11th, 2021 by Barbara Barron

Nearly every school I know has the tradition of setting “giving levels” for their Annual Fund and other fundraising projects. 

Most are pretty pro-forma, in my view. Generally, the top level is called something like Platinum or Gold — and the tiers work their way down from Silver and Bronze to the merely participatory.

Some schools use the date they were established to name a giving level. I don’t really know what that is supposed to evoke. 1884? 1953? Do we really care? And even if we do, how does that translate to my gift? Some use the name of their mascot. Again, okay…? 

More inventive places name their levels after important people – such as former Heads or beloved teachers. A little better. Or core values or characteristics articulated in their mission. Better still.

But in nearly every case, I’ve found giving levels to be rather ineffective in the effort to raise more money. The one place I think they can be helpful is when you list a highly aspiration level. Even if you only have one gift at $25,000 or $50,000 — use it! It serves to set other donors’ sights higher. It says to the entire community: “See! We have people who so believe in this school and its compelling mission that they support the school at this skyscraper level. Wow!” 

But the rather outdated belief that families will be motivated to join or move up simply because we list levels and try to give them interesting names has never really panned out in my experience.

That is, with the exception of one beautiful case. And that’s what I am delighted to show you today.

Full transparency: this is a current client school. I have been working with them in a consulting capacity since the winter of 2018. Mostly, I have supported the Head and Development Committee on strategic matters.  During the past 18 months, I’ve had the pleasure of working closely with their Associate Director of Development on everything from a successful Covid response fund effort to their now record-breaking Annual Fund.

Since they are still a relatively new school, they did not have established giving levels. They are also deeply committed to the values of DEI and wondered, very thoughtfully, whether giving levels are even appropriate for their school and its culture. I appreciate the thoughtful, intentional, collaborative way they take on nearly every decision. So, what to do with giving levels that, by their very nature, act as a sorting mechanism? And how to combat the strong message that one level is better than another? 

They asked my opinion. I told them much of what I have written above. 

It’s a fine line we’re walking, right? It’s not a secret to anyone that a $25,000 gift makes a bigger difference to the school’s ability to fund people and programs than a $25 gift. But if we can begin to shift our thinking and our language to talk to families about what Tesha Poe calls “making your best gift,” maybe we can find that sweet spot and encourage every family to make a gift that is deeply meaningful for them. And if we do, how might we design giving levels that help rather than hurt that effort, and still raise sights? 

Here’s how.

For context, this is a Pre-K through 8^th grade, progressive, Mandarin Immersion school. The Chinese culture is important. To start, their Development Committee set out to find imagery that would be deeply rooted in that culture. They sought advice from their Head and the Director of Chinese curriculum. They looked to the Chinese elements. Brilliant. They included Chinese characters and the equivalent English words Inclusive.

If you are unfamiliar, as I was, here’s something fundamental to understand: there is no hierarchy among the elements. In fact, they work to balance one another. (Are you loving this?) Metal has its value as does water, as does sun, as does fire. By using these elements, they are saying: “Yes, they are all different, as we are. They all have valuable properties, as do each of us.  No one is better than another. All are needed.” 

They took it a step further and envisioned them into circles, joined into one large circle.

For me, this is an ideal, inspired depiction of what they are seeking to express. And the fact that it is so colorful adds to its appeal. But that’s also strategic. They used their school’s style guide and expanded from there.

I did say that they’ve had a record-breaking Annual Fund this year – a year when they (like so many of you, perhaps) have lived through the whiplash of Covid – sometimes on campus, sometimes remote. They are just now closing their Annual Fund, as they do each year, at Lunar New Year. We’ve still got some analysis to do. But we already know that all-in, they are 36% ahead of last year. And we know that families stretching to give at Earth ($50,000) are notably up. As is the number of new or increased gifts at nearly all levels. These are huge moves. 

What’s next for them is to embed these elements into their stewardship program. We will be asking: what do these elements and their values mean to us, and how do we express our gratitude through this lens?

They’ve just begun to embrace this work and I am excited to partner with them as they do.

If you have any questions about Giving Circles, feel free to reach out. I’d love to know what work you and your school are doing to bring new life to some of the practices that have been around for a while and maybe need a fresh look. Let’s talk about it.

Stay well,

Barbara Barron

barbara@barbarabarron.com // @BBAdvancement

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• 
  Metrics That Matter vs. Metrics That Don’tMarch 16, 2026
• 
  What is Your Brand?March 2, 2026
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  The Steps We SkipFebruary 1, 2026
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  What if Fundraising Was Really about Creating Donor Joy?January 21, 2026

The post Giving Circles Taken to the Next Level appeared first on Barbara Barron.

January 27th, 2021 by Barbara Barron

What if you had the chance to secure a significant, maybe even transformational gift from a donor at an amount far beyond what they give annually? One that rivals their largest gift ever or even…their cumulative giving? 

Interested?

But what if you knew from the outset that the pledge would not be fulfilled for several or even many years? Would you still be interested? How about if this gift came within a contractual agreement? Now would you accept it?

I believe you would. I know I sure would.

What is this type of gift? It was new to me, too, until recently. I became familiar with using permanent life insurance as a method to make such a stretch gift possible for me – as a donor! I fell in love with it as an idea.

And now, having done this, I want to share the technique so you can use it to benefit some of your donors and your long-term development program.

Quick backstory: I serve on the Board of an international art organization. (Cambodian Living Arts, so great!) As we were in the early planning stage of our capital campaign, I knew I wanted to make a pledge that was meaningful to me and the organization, and would help move us towards our campaign goal. But, of course, I am not in a position to make an outright six-figure pledge right now. But with the help of my financial advisor and career life insurance professional husband – thank you, Mark! – I learned how I could make that level of commitment by using a permanent life insurance policy.

Don’t panic! When discussing insurance as an idea, it’s easy to get lost in the details. For the purposes of sharing this technique with you, I am going to do my best to keep the description of this gift tool at the 10,000-foot level.

However, if you are interested in the deeper dive, I am including some links at the end of this article to give you more granular detail and some helpful info. But I don’t want to scare anyone off. So let’s stay at cruising altitude and focus on the benefits of this approach.

I’ll use my gift to illustrate.

My wish was to pledge $100,000 to the campaign. That is far and away the largest gift I have ever considered giving. Ever. And I’ve worked for some outstanding organizations that I care deeply about! I never knew what I might be able to do. Until now.

How to do it? In short: I purchased a permanent life insurance policy for $100,000. The owner of the policy and sole beneficiary is my chosen organization. That’s key. They own it. Every year, they will pay the premium, but I will add that amount to my annual gift so they are not out of pocket. That means no impact to their lean operating budget. And when I die, whether it be in 3 months or 30 years, the $100,000 gift will come to my organization. The beneficiary here is a non-profit, so there are no tax consequences. 

But since we hope – at least, I hope we hope – there are actually 30+ years more to my life, here’s an additional cool part of this type of gift: because it is a permanent policy, cash starts to accrue in the policy as I am paying the premium. That cash also belongs to my charity — since they own the policy! And it sits on their balance sheet as the asset it is. So cool. And lastly, they get to choose if they want to use the cash or borrow from it for some large investment, like the purchase of property or another important initiative. It’s theirs to do with as they please.

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We tracking so far? “What about the risks?” you ask. A good question!

The risks, as I understand them, are minimal for the owner and beneficiary. Let’s say that I – or your imaginary future benefactor – were to bail out, drop off the map, and stop paying the premium. What happens then is that the charity can decide to continue to pay the premium itself, in order to keep the policy in force (and ensure they get the $100k at my death). But they could also decide to reduce the amount of the policy to something more manageable to maintain. Or, lastly, they could cancel the policy altogether and move the cash value into the general account and operating budget.

Meanwhile, how about the benefits? For starters, my charity can contractually count on $100,000 at some distant moment — and actually see the plan’s equity grow on their balance sheet as a long-term asset. They can tell other donors that they have secured another $100,000 donor. (Huge.) And this gift, unlike a legacy gift promise, cannot be changed by the donor once it’s put in place. (If you’ve ever had this happen you, you know how reassuring that is.)

For organizations that embed this strategy into their Major Gifts and Endowment campaigns, it is possible, using long-range predictive modeling, to estimate future gift maturities and incoming insurance cash flows for planned program expansions and facility improvements. Think about how wonderful is to be able to plan, long-term.

Okay, so finishing up, here. How about the benefits to me as the donor? Are there any? Of course! For one, I feel enormous pride in having made this commitment. And as a result, I feel even more invested in the work of this organization and its bright future. They can (and will) treat me as the major donor I now am. Not my main driver but nice, anyway.

In closing, there are some important things to bear in mind with this technique. Not everyone will be eligible to provide this gift, depending on their health status. This little caveat makes me think of the old adage:

“We purchase life insurance with our money, but we buy it with our health.”

In other words, for healthy and – typically – younger people, this is an inexpensive way to leverage-up and make a really large commitment, at a discount. Far too many young parents don’t have life insurance but should. Perhaps, as they are introduced to this opportunity, we can help them see how they can protect their families and also make a long- term gift to your school. An important win-win.

And let’s not count out the older generation. Many more “seasoned” donors, if healthy, can possibly leverage their legacy gift by using a life insurance gifting plan.

I’m sure you can see by now how this kind of gift takes your advancement program to the next level. Experienced donors will appreciate the sophistication when you bring it up. (I’d bet you they never considered such a thing was possible.) Finance committees will deeply appreciate the long-range revenue planning this creates. You, the advancement professional will have another substantive conversation to engage key donors. So I urge you to share the concept with your CFO and finance committee so they can come to fully understand it. And while personally I am no expert in life insurance, I am fortunate to have access to someone who is world class. There is likely someone in your community with these skills and experience, too. She or he can help you see and share now this technique can elevate a donor’s giving to new heights.

I am also happy to talk about it with you. (I really do have an open door policy!) Meanwhile, thank you for all you’re doing.

For those interested in the deeper dive, here are some resources to read and share:

• Mass Mutual – “How to Use Life Insurance for Charity”
• Forbes – “2 Ways to Combine Charitable Giving and Life Insurance”
• CCIM – “Charitable Donations of Life Insurance”

About the Author

Barbara Barron is one of the most respected and highly sought-after independent advancement professionals in the country, having worked with dozens of schools in every corner of the United States. She has raised over $20 million for schools where she served as the Director of Development

Barbara is a New York Times bestselling author, speaker, and presenter who currently advises dozens of schools in various capacities. She is considered a thought leader in the world of advancement, with her writing widely shared by professionals in development offices worldwide.

She can be reached via email at barbara@barbarabarron.com

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  How Can You Set Yourself Up So That Next Fall is a Huge Success?April 14, 2026
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  What is Your Brand?March 2, 2026
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The post How to Use Permanent Life Insurance to Help A Donor Make Their Largest Gift –Ever appeared first on Barbara Barron.

by Barbara Barron | Posted October 28th, 2020

What if I could show you how to quickly create a legacy program? Or, if you already have an existing legacy society, how to sharply increase the number of members? What if I could demonstrate that – in growing your planned giving group using this technique – you will also secure additional dollars for your program?

I can. In fact, I just did it for another not-for-profit that I serve. And I’m thrilled to be able to share how we did it with you, freely.

The origin of this idea is not mine. My source was a wonderful anonymous philanthropist in New York, and he learned about it from the world class fundraising maven Andrea Kihlstead. Originally, it was the brainchild of the late Robert R. Wilson (see my cite below). When I learned about it, I lit up.

I’ve been doing advancement work for over twenty years. I’ve worked on planned giving programs as well an annual, capital, and major gifts. I’ve been around. But this felt… different.

Maybe it was that I was learning something completely new that it struck a chord in me. Maybe it’s because it came to me during the darkest days of this past April, when it didn’t seem like there was any good news at all…

Regardless. Wow, did it wake me up!

It’s called a “Legacy Bequest Challenge.” And its purpose is to dramatically (and quickly) grow the number of signed bequest intentions at your school. These are planned gifts that will result in significant future dollars for your institution. Oh, and along the way, your school will receive immediate cash gifts for every bequest intention signed.

Sound good? Let’s get started.

Here’s how it works. Your organization will begin by finding a donor or two (or more) willing to sponsor this challenge. Together, with these sponsors, you will set a goal for how many new or increased gift intentions you’ll seek. The challenge sponsors will agree to make donations for each new bequest intention signed. There’s where the cash comes from.

The cash donation is either a percentage of the value of the bequest – typically 10%, so a $50,000 bequest intention results in an outright cash donation of $5,000 – or a set cash amount. The simplest way to set it up is to go with the set cash gift amount. And that amount can be as small as $500 to be motivating. The cash gift from the challenge sponsors to the organization is the incentive many donors need to go ahead and create a planned gift for your school. They are likely thinking of doing it anyway. They just need a little nudge. Or you will plant the seed and create a situation too good to pass up.

Let’s do an example: your sponsor agrees to give the school $500 for every signed bequest intention up to 20 intentions ($500 x 20 = $10,000).

In the scenario I’m involved with, we have four sponsors, committing a total of $100,000. Our goal is 40 new intentions and a cash gift to the organization of $2,500 each.

In your case, you might craft this as a “mini-major gift initiative.” Naturally, you ask those sponsors to make gifts above and beyond their annual support. Explain to them the power of their “return on donation!”, as my philanthropist friend says.

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Here’s why this works.

The challenge inherently creates excitement and a sense of urgency. Every new bequest donor feels happy to know their generous action is resulting in a cash donation to the organization. Those who have been considering making a bequest, but haven’t yet done so, are suddenly pressured to “get off the fence” and do it. (This is sometimes called a “procrastinator’s bonus” or a “closing strategy.”)

These new or increased bequests are the promise of much more significant long-term donations later. They serve to build deeper loyalty in those donors. And it turns out that annual giving frequently increases as a result or is prevented from decreasing.

See? It’s a win-win.

And here’s why now might be a particularly opportune time to run this program. We know that people are thinking deeply about what really matters to them. In the time of COVID, many of us are having important conversations about plans and legacies.

Further, and shockingly:

Some 60% of parents of young children do not have a will or a plan for guardianship.

Oof. The legacy challenge creates a much-needed incentive to complete that important planning document – with good results for the charity!

And happily, only 5.90% of donors with a charitable bequest remove an organization from their will. (see: Russell James, “Causes and correlates of charitable giving in estate planning: A cross-sectional and longitudinal examination of older adults”, 2017). So, in many ways, when someone makes a bequest to an organization, it further knits them to you.

For you, creating this new cohort of supporters gives you the opportunity to deliver smart and thoughtful stewardship for them. It gives you yet another chance to stay in touch and keep them informed about the school’s program long after these families have graduated from your school. They become investors in your school’s bright future. Treat them that way!

Finally, your CFO and Finance Committee will love knowing about this future income stream generated by your team. And while no one can predict precisely when those planned gifts will be fulfilled – and most will be more than a generation into the future — having this pool of “legacy members” allows the organization to begin to create a model for tracking expenses associated with the program, and finally, for projecting future income.

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A few quick “Pro Tips” if you want to implement this idea.

1.  Recruit a sponsor or two who is not shy about talking about why they want to champion this. And then let them speak. Use their words in your marketing.
   
2. Keep the duration of this challenge brief. Build excitement and create urgency. You can always run another one at a future time.
   
3. Be inclusive. All forms of bequests should be accepted (life insurance, IRAs, residuary bequest, etc.) Don’t be too much of a stickler about documents. A signed intention form is all that’s needed to qualify and activate the match.

While this is a pretty simple concept, there are some additional operational details that I am happy to share with you. Shoot me an email and we can chat more. If you like, you can ask me to craft a proposal for your Board and, together, we can build out this unique program.

Can you imagine the legacy you’d leave for your school if you could establish or expand a bequest society? It gives me goosebumps.

Sourced from PG Calc paper dated 3.31.16. Presented by Michael Pohlmann and Mohammad Zaidi. Original concept credited to the late Robert R. Wilson.

About the Author

Barbara Barron is one of the most respected and highly sought-after independent advancement professionals in the country, having worked with dozens of schools in every corner of the United States. She has raised over $20 million for schools where she served as the Director of Development.

Barbara is a New York Times bestselling author, speaker, and presenter who currently advises dozens of schools in various capacities. She is considered a thought leader in the world of advancement, with her writing widely shared by professionals in development offices worldwide.

She can be reached via email at barbara@barbarabarron.com

Related posts:

• 
  How Can You Set Yourself Up So That Next Fall is a Huge Success?April 14, 2026
• 
  Metrics That Matter vs. Metrics That Don’tMarch 16, 2026
• 
  What is Your Brand?March 2, 2026
• 
  Success Story #2February 16, 2026
• 
  The Steps We SkipFebruary 1, 2026
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  What if Fundraising Was Really about Creating Donor Joy?January 21, 2026

The post How to Quickly Create a Legacy Program at Your Independent School appeared first on Barbara Barron.

by Barbara Barron | Posted June 1st, 2020

The other day, I spoke with a favorite client of mine about their recent virtual gala.

This is a person I deeply respect who runs a top-notch advancement program at a very well-resourced school. She wanted to share with me the ways that they “pivoted” (our new favorite word) to create an event that was “of the moment.” An event that exceeded all hopes and bested their all-time highest revenue event. She wanted to share it with me so that I would share it with you. And to give credit to her high performing team. That’s the kind of generous person she is. That – in and of itself – was my good news dose for the week.

Here’s her story, paraphrased.

They, like many other schools, had to make the tough decision on the very eve of their big event to cancel. Literally, the afternoon before. The tables were set, the decorations were up, volunteers in the next room putting on the finishing touches. The order to shelter at home was coming. There was no way they could hold a 350+ person event the next evening. So, they shut it all down.

Pressing pause gave them time to do some thinking. After a short break, they started a process she termed a “re-imagine.” They asked themselves, “How can we do this event virtually? How can we create something that is utterly unlike what had been planned and executed flawlessly year over year?”

After all, there was no way to do what they had always done. It had to be radically different. The understandable grief many of her hardworking volunteers and staff felt about the loss of their beautiful gala needed to be felt and expressed but then – deep breath – they needed to soldier on.

They used a few principles to guide their planning. First, they agreed to go with simplicity. Next, they committed to it being deeply meaningful. And finally, they would invest in a few smart places to bring in some needed outside resources.

Let’s discuss simplicity first. They committed to doing a straight-up fundraising event. No live auction items. No auction items at all. It was to be a pure fundraiser and it was to be exclusively for faculty and staff and families needing financial aid. Deeply meaningful. Not transactional. Giving that would directly support the compelling mission of the school and its people.

They put an even finer point on it by setting event gift levels aligned with the school’s core values. From scholarship to growth, inclusion and balance, engagement, and humility. They took the six core values with which everyone in the community was familiar and set giving levels associated with those. And they were bold. They dared to have a $100,000 top level. Clear. Focused. Compassionate. And honestly, would anything less meaningful do anything but go “clang” right now?

Was it was a ton of work? Of course it was! To properly seed the event and ensure success, she led her major gifts task force to have those vital conversations with a few key leaders to secure commitments before the big night. This is the fundamental work we ought to be doing regardless of the format of our fundraising events. Always start with those who can help ensure a win. Just like with major gifts work or capital campaigns, and even our annual funds, we need to begin with the ones who can and will shape the campaign. It’s not democratic. It’s strategic.

Now to their investment. They sprang for a live auctioneer to run the fundraising. To ease their burden they used a third-party bidding site. They hired a graphic designer to build out the branding on all visual aspects of the event, so it was highly coordinated and attractive. And they created some heartwarming, funny, inspiring videos, produced by a professional. They rans these between each announced giving level. Since guests were all participating via a Zoom webinar, they needed content to fill the quiet moments of bidding and infuse the evening with life when the auctioneer wasn’t doing his thing. It kept an upbeat patter. Each video featured a different member of the community (the Head, trustees, teachers, parents, students) speaking about an aspect of the program they loved.

Then, her team practiced. They held several run-throughs to be sure they knew where the tricky spots would be and to minimize risk. They worked tirelessly to make sure everyone knew their roles and were comfortable with the technology. After all, if something is important – an event, an ask – we need to be rehearsed and ready, right? It is a fundamental of good development work. Too many times we try to fly blind and “hope for the best.”

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In the run-up to the big night, they also did a few classy, fun things like dropping off champagne and branded glasses at the homes of their lead supporters in gratitude for their early and generous commitments. The director took the time to call a few international families to ensure that the auctioneer would have the correct pronunciation of their names since the auctioneer did not know them and would be reading their names on the fly, in a pretty hectic moment. (I told you this was a cool place.)

So, how did they do? They raised more than $1.1 million, a full $300,000 more than their best-ever event, which was the retirement of a former head. 350 people were actively engaged in the event. There were spontaneous comments and tears and whoops of joy. And when it was over, 150 people joined a zoom after-party, just to dance around their living rooms. Oh! And they were all wearing their school spirit gear. Right?!

No rest for the weary, within 24 hours of the event, the team put a series of stewardship acts in play. A thank you video listing all their donors and underwriters lead the way. They are continuing to thank their community. More best practices.

Turns out, even in this extreme and bizarre moment, the basics still hold up. Stay true to the mission. Set high expectations for yourself. Do the hard pre-work of securing leadership gifts from the start. Practice. Sweat the small stuff in advance. Invest wisely on the extras we don’t have in-house that takes our work to the next level of professionalism and polish. Be bold. Be grateful. And go for it. Fortune favors the brave. 

We keep saying that there is no precedent to refer to right now. And that’s true. But there still are the things we know that work. And while this school and its creative leaders had to think in new ways, it strikes me that they essentially returned to their values: people. Maybe this is a model not just for the time of Covid but beyond.

What if this model gets our schools off the hamster wheel of producing elaborate, expensive, massively time consuming, and ultimately exclusive parties? Maybe we take this with us, into our new normal?

I’m sure this school is not the only one who has blown the doors off in the past month. Please share your story with me at barbara@barbarabarron.com.

barbara@barbarabarron.com

860-604-9081

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for nearly 20 years. In that time, I’ve had the pleasure of creating and implementing successful Strategic Fundraising Plans for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

The post How One School Reimagined its Gala and Raised Over a Million Dollars appeared first on Barbara Barron.

by Barbara Barron | Posted January 7th, 2020

There is a very good reason that schools and other organizations only endeavor to launch a capital campaign every five to ten years. Capital campaigns are big and hard and scary. While they have the power and potential to transform an organization and its program, helping to better deliver on the promise of its mission, they are also risky. What happens if we don’t reach our goal? What can that mean to our financial stability? What will it say to our community if we fail? 

Yikes.

Nevertheless, I hear from a school almost monthly that they are contemplating a capital campaign — and can I help them? They have so many needs, you see. They “need” a new performing arts theater for their burgeoning program. They “need” to be able to truly offer a robust STEAM program. They “need” more classrooms or athletic fields or science labs to avoid losing great students to competing schools. Real stuff. And having a clear and compelling vision of what the desired improvements will bring is essential. 

In fact, if I harp on one thing – besides stewardship and asking for gifts on a daily basis – it is becoming crystal clear on the benefits, not the features of, any given project. Don’t talk to me about square footage. No donor ever was moved to make a transformative gift because you’re adding 10,000 square feet. Tell me, instead, about what will be solved, elevated, and transformed. Explain how the program will grow or be improved. That’s the starting language of a persuasive case. Write those words down and use them. No features. Benefits.

But I digress. 

So you’re entertaining the idea of a capital campaign, not just because your school has needs. All schools have needs, even the most well-resourced. But the question is: is a capital campaign the best way to meet these needs? And if so, is your school truly ready to embark on this grand (and sometimes painful) adventure?  How can you really know? 

There are plenty of good resources available on this topic. One I especially like is this Independent School Magazine article. (You will have to join ISM, to read it, if you aren’t a member already.)

I’ll summarize my favorite four main checklist items here:

Strong cash reserves. A corpus of money – by any label – accessible by board vote, and equal to, or more than, 20% of the operations budget of expenses.

Low or no debt. Total debt less than 5% of the operation budget of expenses; annual debt service (principal and interest together) of less than 1% of the operating budget of expenses.

A strategic plan and strategic financial plan in routine use at leadership levels. A planning document extending at least four years into the future from the time of writing, that incorporates all operating-budget expenses within the document and its attached spreadsheet, translating operating-budget expenses into tuition impact year-by-year, and that is used as the framework for developing each year’s operating budget, annual Board agenda, and annual operations agenda.

Proposed campaign-project outcomes seen as extremely unlikely to add to indebtedness. The proposed campaign not only designed to pay fully for the projects, but to provide small “endowments” to service any increased operating expenses resulting therefrom.

That’s only four of twelve. I recommend this comprehensive checklist as a primer for a school’s Board and leadership team to study. Without most or all of these essential elements firmly in place, you are going to be pushing a giant boulder up a hill. And you’ll be hard-pressed to find a reputable professional consultant willing to work with you. It’s just fated for failure. 

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The one caveat to that bold pronouncement is you could hire an advancement consultant to help your school understand why they are not ready. It’s a tough conversation, one that is next to impossible for you or your Head to initiate since it may sound like you’re just not up for the hard work ahead. An outside consultant can deliver that tough news and then help create a game plan for moving ahead. (Start with me – why not?) 

So, short of retaining outside counsel, what can you do when you sense that your school is not quite ready?  How can we build our capacity in the interim?

Assuming the central issue is not that the school needs new leadership in the painful form of a new Head of School (a far more fundamental crisis), there are plenty of steps you can begin to take today to build readiness. 

Grow capacity. This means you availing yourself of additional professional development, attending conferences, presenting at conferences (Whew! Nothing sharpens your skills more than standing in front of your peers!), digging into readings by other smart and experienced people in our profession, taking on a coach. Whatever the method, get better at your craft. Insist that your staff get better. And advocate for their PD experiences. Network with pros outside of your insular world to learn what they do to get better.

This also means finding ways to bring professional growth opportunities to your development committee and the Board of Trustees. What might they read? What discussions can you facilitate to help them know better how to be instrumental in the ongoing cultivation and stewardship process? 

Building a true culture of philanthropy – a vital readiness factor – takes time. But it needs to be done deliberately and in the light of day. I happen to have an article that outlines what your key stakeholders need to know going in. Consider sharing it with them.

Build leadership. From the top down, and the inside out. Who should be asked to serve on your Board as you prepare for this milestone moment for your school? If you don’t currently serve as the staff liaison to the Board’s Governance Committee, find a way to do so. Help that committee vet the right people in the right ways. Too often we hear from trustees that no one ever spoke frankly with them about what is expected of them during their terms of service. Fix that. 

Could you name your school’s top ten donors right now? If yes, great. On a scale of 1-5, with 5 being the closest, how close would you say you are to each of them? How close is your Head to each of them? Set about creating Level 5 Relationships with those top supporters. Don’t ask for permission to do this. Just do it. Make calls. Thank donors for their gifts immediately. Take them to coffee to hear their stories. If you are not sitting with key donors several times a week, getting to know them and they you, you are missing out on some of the best parts of your job – and the most influential. 

Now develop a stewardship plan for your top twenty donors and then use what you create with them to inform what you do with everyone else. Make it a priority. Map it out and plan your day, week, and month around it. 

Finally, create an Annual Fund that forms the basis for a campaign that could bring 5 – 10 times what you raise each year. Do a little math on that right now with your calculator of choice. While there is no crystal ball, best practices would warn us that if we aren’t raising $1 million annually, we can’t even begin to plan for raising more than $5 million in a capital campaign. 

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Build partnerships. Start the financial modeling needed with your CFO. Get very close to the Admission Director — if you yourself are not also responsible for this vital revenue source. How can you help support those efforts to attract and retain fright-fit families who will enthusiastically support the school’s big plans? How can you help the school’s ongoing communication and messaging to build confidence, transparency, and trust? The collaborative work you do with your peers will improve and strengthen all aspects of these interdependent programs. And you may well create some terrific collegial bonds.

Whether your school is ready to plan for a capital campaign in six months or six years, the readiness work you do will only strengthen the school. It’s possible you will be in your current role to help steer this future capital campaign when the school is ready. (Or maybe you’ll be at another school and geared up for when they launch one.) Regardless, the work you do now will help your current school be better prepared. You will leave a legacy of thoughtful preparedness.

Here’s the best news: if you’re reading this article, I strongly suspect that you are the very person your school has been waiting for! Go for it! And – as always – my door is wide open.

Let me know if I can help you. You’ve got this.

barbara@barbarabarron.com

860-604-9081

My name is Barbara Barron, and I write this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for 20 years. In that time, I’ve had the pleasure of creating and implementing successful Strategic Fundraising Plans for so many incredible schools. I’ve had the privilege of seeing real growth at Presidio Knolls School, San Diego French-American School, Julia Morgan School for Girls and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do better, together.

The post How Can You Know if Your School is Prepared for a Capital Campaign? appeared first on Barbara Barron.