It Takes Two to Tango — Capital Campaigns in Multi-Unit Organizations
Lisa R. Dunlop, Senior Associate
August 2009

Now serving my fourth organization made up of formerly independent/single sites under a system/network association, I have found that there is a constant, natural tension between local units and their overarching or central body, and the key to fundraising success is to embrace that tension rather than fight it. While there can be a distracting level of "us vs. them" thinking, consider an image that opens the door to success. It takes two to tango means that, without the active tension between the dancers, neither has the leverage to make dazzling moves that complement each other and showcase their individual skills. It is helpful to think of the two-level organization in the same way so that you approach your work with a positive attitude and encourage your professional and volunteer colleagues to do the same.

In the case of Lower Merion Library System, the six Township libraries were all born independent and operated on their own for decades before forming this structure. As the System prepared for a capital campaign to benefit each library in a series of seven-figure physical plant upgrades, Board members and donors at different sites had territorial concerns. The first step, in order to ensure that all the sites were represented in the campaign effort, was to create a campaign committee of members associated with each library. Having a charismatic, high-profile community resident lead this group was an important ingredient of success because, while most people on the committee did not k now one another, they all knew the leader and that helped to unite them.

While a few prospects were open to giving at the System level, we learned that even well-known local philanthropists, whom we thought would relate to the libraries as a whole, had a loyalty to one site and wished to restrict their gifts. That strong loyalty, built over time on relationships at the unit level, is a tremendous asset. When campaign committee members found it challenging to close gifts at the system level, they shifted their mindset and embraced prospects’ loyalty to a single unit, rather than try to change prospects’ outlooks. Staff adjusted the campaign materials to feature richer detail about the separate libraries and agreed with the committee members that it would be more effective to focus on one or two sites at a time, rather than push to secure system-wide gifts.

As a result, both the current economic conditions and the realization that the necessary excitement for unit-specific fundraising is closely tied to the timetable of construction and renovation, the staff concluded that fundraising activity will take longer to complete. In response, Schultz & Williams adjusted the campaign timetable and the level of professional support so that this campaign will continue longer for the same cost, and the client can benefit from paying that original proposed cost over an extended period.

This solution repositioned a campaign by recognizing and embracing the strong unit-level loyalty that donors have and committed itself to presenting proposals that resonated for people who love libraries — especially their own.

Schultz & Williams is a national consulting firm based in Philadelphia; providing management, fundraising and marketing consulting for nonprofit organizations, along with full-service direct marketing, database and creative/production services.