1. Overview of Campaign Planning Study Presented by Ted Sudol, J.D. Managing Director & Head of MidAtlantic Region CARTER Advancing Philanthropy Worldwide November 14, 2015

2. Purpose of the Campaign Planning Process  The Five Essentials for Campaign Success Process Observations & Findings Recommendations Next 60 days Agenda

3. 1.Leadership 2.Emotional & Urgent Case 3.Internal Resources 4.A Great Plan 5.Available $$$$ Five Essentials for Campaign Success

4. Process We conducted 25 interviews with a selection of volunteer leaders, prospective donors, current donors, volunteers, corporate and community leaders, and public sector officials between September 8 - November 6, 2015. 23 were in person, 2 were by phone. A full listing of personal interview participants is included here. Among those interviewed, the study included an array of prospective leaders and prospective donors that reflected the range of anticipated giving levels.

5. Campaign Planning Study Participants

6. Process We evaluated: – The case summary. – Attitudes towards the Museum and its plans. – Opinions about the Museum’s capacity to engage in a regional campaign in support of the project. – Suggestions about whether to proceed. – Potential volunteers and leaders. – Giving inclination and levels of support. – Opinions about the proposed campaign objective.

7. Observations & Findings The Museum is a well-respected organization within the community of Waynesboro. The Museum’s plans are considered vitally important to create a strong anchor in downtown Waynesboro for an emerging Main Street cultural corridor. The Museum’s proposed Center is viewed as both an educational resource and an economic development asset for the region.

8. Observations & Findings

10. The Case Summary was well received by interviewees: – Proposed interactive exhibits designed to engage children in learning experiences are a positive element. – Proposed exhibits and programs that link the Museum with the region’s natural history are important. – Proximity of the Museum’s proposed Center to the South River, the Appalachian Trail, Skyline Drive, and the Blue Ridge Parkway creates an opportunity for it to be a major asset for the region for tourism and economic development. – Propose relationships with higher education institutions in the region – notably, James Madison, VPI, and UVa – are viewed as significant steps for the Waynesboro community, as it otherwise lacks the presence of a college or university.

11. Observations & Findings Other Findings: – Community will be receptive to this campaign. – The campaign goal is ambitious. – Now is the time for the Museum to pursue this project. – For most of the interviewees, the Museum emerges as one of their top philanthropic priorities – The respondents were generally positive about their likelihood of making a gift to the campaign.

12. Observations & Findings Other Findings: – Few expressed confidence that the Museum had the capacity to secure one or more seven figure gifts from individual donors. – Across the board, the consensus view was that substantial public sector support – from both the Commonwealth and the City of Waynesboro – was essential for the campaign to reach its objective.

13. Observations & Findings

23. Recommendations Concurrently: – Continue with planning and preparations for a regional campaign. – Develop a comprehensive regional communications and awareness initiative, involving both volunteers and staff. Develop a Campaign Steering Committee to begin implementing campaign recommendations. – Small team of volunteers (4-6) and staff (2-3). Create a campaign budget. Conduct a review and screening process for prospective donors. Segment and phase the campaign.

24. Recommendations Segment and phase the campaign: – Incorporate into the campaign plan distinct strategic and tactical plans/timetables for the four specific segments: Board/Volunteer Leadership. Individual and Family Donors. Corporate & Foundation Support. Public Sector Support. – Plan for a three-phase campaign strategy that allows the objective of $10 million to be validated through key benchmarks at each phase.

25. Recommendations The three-phase campaign strategy: – Phase I: Each Museum/Foundation board member/volunteer leader makes a timely & proportionate commitment to the campaign. A strong Campaign Chair is enlisted. Campaign Steering Committee begins identifying and recruiting individuals for a regional Campaign Leadership Cabinet. Confirmation of public sector support – from first the Commonwealth and then the City of Waynesboro – is secured. The Awareness program is initiated. – Phase II: Commitments from The Top Ten are secured. Commitments from The Next 35 are secured. – Phase III: Commitments from The Next 150 are secured. The Public Campaign kicks off.

26. Recommendations The Benchmarks for the three-phase campaign: Phase I: – Public Sector support: $3.0 – 5.0 million. Phase II: – Top Ten support: $2.5 – 3.0 million. – Next 35 support:$2.0 – 2.5 million. Phase III: – The Next 150 support:$2.0 – 2.5 million. – The General Public support:$0.5 – 1.0 million.

28. Recommendations Prepare the Board & Volunteer Leaders: – Training & orientation. – Identify prospective campaign leaders. – Provide early support. – Ask others to participate. – Provide leadership. – Identify prospective donors. – Make this campaign a top philanthropic priority.

29. Recommendations Expand the Case for Support: – Focus on the Museum’s proposed Center as something vital for the region, not just important. A “MUST HAVE” rather than a “NICE TO HAVE” – Showcase specific proposed outcomes and impact. – Be bold and confident about the Museum’s exciting future in the Shenandoah Valley. – Focus on the elements of the plan that differentiate and distinguish this project from all others in the region. – Feature testimonials from influential individual and corporate citizens about why they believe this project is vitally important.

30. Recommendations Launch a communications and awareness effort: – Focus on showcasing the Case for Support. – Create campaign theme, tagline, logo and materials. – Strategy for regular/frequent campaign updates. – Public launch event and media event(s) strategy. – Celebration event. – Awareness efforts to focus on key philanthropists and friends of the Museum. – Consider creating a significant “Coming Soon” display/exhibit at the mountaintop Visitors Center.

31. Recommendations Develop plans for collaborative regional relationships: – Higher Education. Joint ventures/faculty research/student projects/internships. – Wildlife Center. Joint presentations and projects/unique opportunities. – Libraries. Special collections – adults/children. Joint programs. – Theaters. Presentations/movies/videos/lectures. – K-12 schools. On The Road reverse field trips (awareness/educational/fun). Special projects.

32. Key points: – The board and volunteer leaders must model the behavior desired by others – volunteers and donors. – Make a timely & proportionate commitment. – Create personal campaign stories to share. – Discuss positive outcomes of the campaign. – Identify, engage, ask, steward donors. – Be flexible. – Have fun! Role of the Board / Volunteer Leaders

33. Next 60 Days Top Priorities: – Identify and enlist the Campaign Steering Committee. – Create the full Case for Support. – Develop a board/volunteer leadership solicitation plan. – Develop process for review/screening of prospective donors. prospective donors = 3x anticipated donors. – Rate leadership/Top 45 prospective donors ($50,000+ capacity). – Create plans for follow-up with the public sector. – Create proposal plans for key foundations and corporations. – Begin solicitation of board members and top volunteers. – Identify prospective individuals for role of Campaign Chair.

34. Overview of Campaign Planning Study Presented by Ted Sudol, J.D. Managing Director & Head of MidAtlantic Region CARTER Advancing Philanthropy Worldwide November 14, 2015