What are the considerations that distinguish a highly effective feasibility study from one bearing more modest fruits?

By: Daniel M. Rogge, Jr.

Obviously you are aware of the role and importance of feasibility studies to successful capital campaigns or you wouldn't be reading this line. Experienced staff and volunteers know feasibility studies are essential in assessing the climate for capital campaigns, in helping to refine our vision and organizational objectives, and in beginning the process of identifying a potential network of donors and volunteers. But what are the considerations that distinguish a highly effective feasibility study from one bearing more modest fruits? If the most basic tenet of a feasibility study is to gather information relevant to the potential success of a campaign, then the most distinguishing element of highly effective studies is the ability to reveal a greater quantity and quality of relevant information. Sound simple? It can be. But like fundraising in general, you must adhere closely to several basic, time-tested principles to meet with the success you and your organization desire.

IDENTIFYING STUDY CANDIDATES
The first rational step in conducting a study is determining whom it is you wish to see. Beyond the executive director and board members, you should include business and community leaders, past donors, key volunteers, and potential major gift donor prospects - anyone who will or could provide leadership or have an influence on your success. Names should be gathered from board members, the executive director, key volunteers, and anyone you personally can add to the pool.

See as many people as possible to ensure you have the information you will need. Interview more people not affiliated with your organization to gain a more accurate impression of community perceptions of your organization, vision, and plans. Beyond general community perceptions, you will want to gain a sense of where each study participant stands in consideration of their potential financial and volunteer support. Highly effective studies will often have between 50-120 participants depending on the size of the organization and their natural audience.

SETTING THE APPOINTMENT
Before you call for an appointment, it is often helpful to provide some brief background information to the study candidate. Not only will this save you from making a lengthy and possibility awkward explanation over the phone, it will also initiate the cultivation process. The organization's full-time leader should make the call. Not only are they the legitimate voice of the organization, they likely know past donors and volunteers and some of the community leaders you wish to see. New development officers and campaign directors will not have these personal relationships and can make the prospect suspicious that this will be a solicitation visit underneath sheep's clothing. Assistants and secretaries should never be asked to set up the appointments. By not making the call personally, the executive director, VP, or CEO sends a latent message that this request is not important to them personally and will likely be received as such by the study candidate. Furthermore, you lose the benefit of existing personal relationships.

The request for an appointment should be simple, straightforward, and delivered with confidence. Tell the study candidate you are calling them to follow-up on a letter they should have received the week before. Ask if they reviewed the letter and project description. If they haven't you should have a few brief statements prepared to explain the call and then ask for a time for them to meet with the study director or designated interviewer. Take a moment before each call to mentally prepare. If it's helpful to you, draft a phone script for reference. And always call to confirm your appointment before you meet - you'll be amazed at how many people forget or change their plans. Don't be dismayed by any perceived hesitation on the part of the candidate. A little fear of the unknown is typical of human nature and should not be misinterpreted as anything more. Remain focused on your objective - set the appointment.

WHERE TO INTERVIEW
Meetings will require a comfortable and confidential setting. When possible, meet in your organization's headquarters - never in public places. You will need a private room where you both can speak openly. By meeting at your headquarters you ensure the study participant is exposed to your organization and will be more focused on the purpose of the interview. Even if it is more convenient and follows a request, do not interview more than one person at a time.

ASK THE RIGHT QUESTIONS
In designing your study think about what information you need and hope to gain. Include questions regarding personal affiliation with and perceptions of your organization, public awareness and perceptions, and opinions on your vision, project plans, and goal setting. Identify potential leaders and donors. Inquire as to the participant's likely support and involvement. Ask if they are aware of any potential obstacles or have any suggestions to help the effort. Finally, ask the participant to recommend anyone else who would be beneficial to the study process.

Remember the quote from your college chemistry professor "Tests are always limited by what they try to measure". Take time to construct a well conceived, comprehensive, and through document that covers all topics relevant to the conditions for and potential influences on a major capital campaign.

ASK QUESTIONS THE RIGHT WAY
First, put the interviewee at ease. Quickly establish a repoire with the participant, creating an aura of trust and purpose. Remind the participant who you are, why you are here, and what will be the anticipated outcomes of the meeting. Don't sell the project, but ensure the participant leaves well informed.

Always ask the tough questions without flinching. The topics most difficult to broach are almost always among the most informative of the study. If necessary, use humor to take the edge off delicate topics or blunt questions. Prepare yourself by role-playing with a colleague or friend to feel more at ease with conversational twists and turns. Remember, the hard question is far more difficult for interviewer than the respondent. So don't hesitate or falter when your moment arises.

Treat answers as open-ended topics of discussion. Respectfully prod further until you are satisfied that you have the information you will need or all that you will be able to get. Your most useful information often comes from discussions beyond the study questions, so be sure to take good notes. Also try to discern any biographical, professional, religious, familial, or social connections that may be useful as you begin to mentally build your network of potential volunteers and donors. Write a prospect/volunteer profile of each study participant for future reference when your campaign machine cranks up.

SUMMARY
To conduct a highly effective study, focus on three specific components and spare no effort in their execution. First, design a well conceived, comprehensive, and thorough questionnaire. Your answers will be no better than your questions. Second, ensure that you see as many influential people as you possible can. Try to visit with anyone who has the potential to make a significant impact on your organization. And finally, conduct the interview with confidence, verve, and sensitivity. Prepare for each meeting by considering how this person might be helpful and explore, explore, explore. Your cause is likely to be a worthy and important one. Your study participants are meeting with you because they are sympathetic to your mission and if presented with the right opportunity, they will be helpful to your effort. Undertake thorough preparations and make the most of each interview to ensure you conduct the most effective feasibility study possible. You'll only get one chance. With a little hard work you will find the critical information you need to prepare for a highly successful campaign.

Daniel M. Rogge, Jr. was formerly a campaign director at Custom Development Solutions, Inc. (CDS). CDS is one of North America's most sought after fundraising consulting firms specializing in the strategic planning and tactical execution of capital campaigns for non-profits throughout the United States and Canada. More information on CDS can be found on the web at www.cdsfunds.com. If you have a fundraising question, please call 800-761-3833 or send an email to lcs@cdsfunds.com.