Scott Rodin, Senior Consultant/Chief Strategy Officer
A few years ago, we were approached by a respected Christian college preparing for what they hoped would be a transformational capital campaign. They had big dreams, ambitious projects, and a strategic plan they were proud of.
But there was a catch: the plan was seven years old.
From the leadership’s perspective, the projects still mattered. They had been developed with care, and the team believed they represented the college’s most urgent needs. So they pressed forward and asked The FOCUS Group to conduct a feasibility study—expecting affirmation, enthusiasm, and momentum.
Instead, they hit a wall.
As we began confidential conversations with key supporters, a troubling pattern emerged. Donors weren’t just lukewarm—they were confused. Many couldn’t see how the proposed projects connected to the college’s future. Some even questioned whether the school had a clear vision at all. The disappointment was palpable.
So we did something unusual: we paused the study.
Rather than push forward with a campaign that wasn’t resonating, we asked the college to take a step back and rethink. The leadership, to their credit, did not hesitate to follow our advice. They invited us to guide them through our DISCERN strategic planning process, committing to recalibrate the college’s direction before asking anyone to invest.
Over the course of five months, a team of 14—comprising school leaders, faculty, alumni, and other stakeholders—dug deep. They asked hard questions. They listened. They imagined what the college could become, not just what it had been.
When the dust settled, two things became immediately apparent:
- None of the original projects tested in the first feasibility study made the cut.
- The new strategic priorities were bold, fresh, and—compared to just months earlier—completely unexpected.
What emerged was a compelling new vision for the college: one rooted in current realities and future promise, not yesterday’s plan.
We rebooted the feasibility study with this new direction. The response was electric. Donors saw themselves in the story. The vision felt urgent, alive, and worth rallying behind.
The result? The most successful campaign in the college’s history, exceeding its goal and setting the stage for ongoing growth. The school is now in phase three of its capital campaign, and each phase is grounded in a living, evolving strategic plan.
What This College Taught Us About Strategy and Campaign Success
This wasn’t just a one-off win. It was a reminder of what’s at stake, and what’s possible, when organizations let strategy lead the way. Here are five key takeaways from this experience:
1. Old plans can derail new campaigns.
Even if your mission remains steady, your strategy must evolve. The college in our story had been working from a seven-year-old plan. Not one of its original campaign projects made it into the new plan because the landscape had changed. Strategic planning revealed what truly mattered now.
2. A good plan makes the case for you.
When your projects emerge from thoughtful planning, the case statement practically writes itself. You’re not just naming priorities—you’re explaining why they matter, backed by clarity, data, and vision.
3. Strategic plans connect projects to purpose.
Too often, capital campaigns emphasize outputs (such as a building, a renovation, or a program launch) without connecting them to the actual outcomes. Strategic planning flips that script. Donors want to fund impact—not just infrastructure.
4. Vision first; projects second.
When supporters see the bigger vision clearly, it’s far easier to get excited about the specific projects. Strategic planning keeps your campaign tethered to a meaningful future story, rather than a disconnected list of line items.
5. Planning builds unity and support.
Because the college engaged a cross-section of its leadership and community in planning, the campaign didn’t need to “sell” its priorities internally. The alignment and energy were already there—which made external fundraising far more effective.
Strategic planning isn’t a formality; it’s the foundation. The most successful campaigns we’ve led all share this in common: a clear, current, and community-driven strategic plan. It’s not just a box to check—it’s the foundation on which vision, alignment, and generosity are built.
We’ve been privileged to help many organizations be more effective in their fundraising by learning and implementing relational fundraising principles in their work with donors. Want to talk?