All About Capital Campaigns: Nonprofits, Fundraising, Major Gifts, Toolkit

Think your capital campaign plan is set in stone? Think again. The most successful campaigns aren't the ones that unfold exactly as planned—they're the ones that adapt when reality has other ideas.In this episode of All About Capital Campaigns, Amy Eisenstein and Andrea Kihlstedt explore one of the most important—and least discussed—truths about campaign fundraising: campaign plans change. Whether it's unexpected zoning challenges, rising construction costs, delayed approvals, shifting project scopes, lost funding sources, or entirely new opportunities that emerge along the way, nonprofit leaders must learn how to navigate uncertainty while keeping their campaigns moving forward.Most organizations begin a capital campaign with a carefully developed vision, a fundraising goal, and a project plan that has been tested through a feasibility study. Donors express enthusiasm. Leadership gains confidence. Momentum builds. But what happens when circumstances change after the campaign is already underway?Amy and Andrea share real-world examples from nonprofit organizations that encountered major obstacles in the middle of successful campaigns—and ultimately emerged stronger because of them. One organization faced an unexpected opportunity to purchase a neighboring property while already stretching to fund a major building project. Another struggled with escalating construction costs that threatened the viability of its entire campaign. In both cases, leadership teams discovered that the answer wasn't to retreat, panic, or hide the problem from donors. Instead, they invited donors into the conversation and treated them as true partners in solving the challenge.The discussion highlights a common mistake nonprofit leaders make when campaign plans encounter difficulties: circling the wagons and attempting to solve problems internally before communicating with supporters. While the instinct to protect donors from bad news is understandable, Amy and Andrea explain why transparency often leads to better outcomes. Donors who have already invested in a project want it to succeed. When organizations openly share challenges and seek advice, donors frequently contribute ideas, connections, resources, and solutions that leadership teams would never have discovered on their own.Listeners will also learn why feasibility studies are about much more than testing fundraising potential. They're actually designed to test a specific project plan and gather feedback before an organization commits to a final direction. That's why campaign plans should always be viewed as drafts rather than fixed blueprints. As circumstances evolve, leaders must remain willing to adjust their plans while staying focused on the mission and desired impact.Throughout the conversation, Amy and Andrea emphasize the importance of flexibility, creativity, and resilience. Sometimes the very obstacle that seems most threatening becomes the catalyst for a better solution. A construction cost crisis can lead to a more efficient project design. A property challenge can open the door to a more strategic opportunity. A setback can spark innovation that would never have emerged otherwise.If your campaign isn't unfolding exactly as planned, you're not alone. This episode will help you approach challenges with greater confidence, creativity, and optimism—and may inspire you to see opportunity where you once saw obstacles. To ensure your campaign ends in a celebration, download our free Capital Campaign Step-by-Step Guide & Checklist. This intuitive guide breaks down each step of your campaign, and the timeline allows you to visualize your whole campaign, from start to finish!

What if the “slow” periods in your capital campaign are actually some of the most productive opportunities for building donor relationships and campaign success?In this episode of All About Capital Campaigns, hosts Amy Eisenstein and Andrea Kihlstedt explore the natural ebbs and flows that every capital campaign experiences—and why nonprofit leaders should stop viewing slower periods as setbacks. Whether you're in the quiet phase of a campaign, preparing for a major fundraising push, or wondering how seasonal changes affect donor engagement, this conversation offers practical insights that can help you manage campaign momentum more effectively.Many nonprofit leaders assume a capital campaign should operate at full speed all the time. But campaigns are multi-year endeavors, and maintaining maximum intensity for years simply isn't sustainable. Amy and Andrea discuss why successful campaigns naturally move through periods of high activity and quieter stretches, and how understanding these cycles can reduce stress, prevent burnout, and improve fundraising outcomes.The discussion begins with an examination of seasonal fundraising patterns. Is summer really a slow time for fundraising? The answer depends on your organization, your donors, and your community. For some nonprofits, summer presents unique opportunities to connect with donors who are more relaxed and available. For others, donor travel patterns may create different challenges. Either way, making assumptions about donor availability can cause organizations to miss valuable opportunities.Amy and Andrea share examples of nonprofits that successfully leveraged summer activities and informal gatherings to deepen donor relationships and move campaign conversations forward. They discuss how cultivation often works best during periods when both staff and donors feel less rushed and more open to meaningful conversations.The conversation also addresses an important but often overlooked reality of campaign leadership: the emotional and organizational strain that accompanies major fundraising efforts. Capital campaigns involve large goals, significant stakes, and extended timelines. Amy and Andrea explain why nonprofit leaders should intentionally build breathing room into their campaign plans rather than attempting to maintain constant pressure throughout the life of a campaign.Listeners will learn how to identify productive ways to use quieter campaign periods, including donor cultivation, strategic planning, relationship building, and organizational reflection. Rather than viewing slower seasons as lost time, nonprofit leaders can use them to strengthen the foundation that supports future campaign success.If you're leading a capital campaign, preparing for a feasibility study, managing campaign volunteers, working with major donors, or looking for ways to sustain fundraising momentum over the long term, this episode provides valuable perspective on the rhythms and realities of campaign fundraising.In This Episode, You'll Learn:Why every capital campaign experiences natural ebbs and flowsHow seasonal timing affects donor engagement and fundraising activityWhy summer can be an ideal time for donor cultivationJerry Panas's powerful donor meeting scheduling strategyHow to avoid campaign burnout while maintaining momentumWays to use quieter periods productivelyHow to balance urgency and sustainability in campaign leadershipWhy strategic pauses can strengthen campaign resultsTo ensure your campaign ends in a celebration, download our free Capital Campaign Step-by-Step Guide & Checklist. This intuitive guide breaks down each step of your campaign, and the timeline allows you to visualize your whole campaign, from start to finish!

Where are your biggest campaign donors going to come from? If you're like most nonprofit leaders, the answer feels like "somewhere out there" — a major philanthropist who just needs to hear your story.In this episode of All About Capital Campaigns, Amy Eisenstein and Andrea Kihlstedt are here to challenge that assumption — and bust the three most common donor myths that derail capital campaigns before they even get started.In this episode, you'll learn:Why your low-level annual donors may have far more major gift capacity than you realizeThe real reason most nonprofits haven't unlocked big gifts from their existing base (hint: it's not the donors)Why Mackenzie Scott, Oprah, and Bill Gates are not your campaign strategy — and what isThe truth about what campaign consultants actually do (and what they absolutely don't)How one couple made one of the campaign's largest gifts after years of $50 donations — and why the organization almost missed themThis is a must-share episode for board members, executive directors, and leadership teams who are still waiting for a magical major donor to show up.Ready to find out where your campaign really stands? Start with our free Campaign Readiness Assessment at capitalcampaignpro.com/assess

What do you do when your biggest donor wants to fund something that isn’t in your campaign plan? Or when a wealthy prospect makes you uneasy but you can’t quite explain why? These are the kinds of ethical gray areas that surface in nearly every capital campaign—and most organizations aren’t prepared for them.In this episode of All About Capital Campaigns, Andrea Kihlstedt and Amy Eisenstein tackled the uncomfortable but essential topic of fundraising ethics. Prompted by the ongoing Epstein revelations—where major institutional leaders maintained relationships with a known bad actor long after red flags surfaced—the conversation expanded into the everyday ethical dilemmas that development directors and nonprofit leaders face during campaigns.The Epstein case is extreme, but the underlying dynamic is common: a donor with deep pockets and wide influence offers access, introductions, and large gifts. When something feels off, the temptation is to look the other way because the money is too important. Andrea and Amy’s message was clear—if you have a feeling in the pit of your stomach, pay attention to it. And more importantly, don’t carry it alone. Surface your concerns to board members, your executive director, or an ethics committee. These decisions should never rest on one person’s shoulders.But ethics in campaigns aren’t always about bad actors. More often, they show up as values conflicts. Andrea and Amy walked through a real scenario from a current client: a private school running a capital campaign received a million-dollar offer from a parent—but only if the money funded a new gymnasium, which wasn’t part of the strategic plan. The gift sounds generous, but accepting it could siphon other donors away from the campaign’s actual priorities, leaving science labs, scholarships, and teacher training underfunded. For organizations preparing for these kinds of board-level decisions, Capital Campaign Pro’s guide for board members offers a practical framework.Their recommended approach: don’t say no outright, and don’t say yes in isolation. Take it to the campaign committee. Consult lead donors. Explore a “yes, and” response—perhaps the gym becomes the next project after this campaign, and the donor leads that effort. The key is making it an organizational decision, not a one-person call.Andrea also shared a cautionary story about a community youth orchestra whose founding values of inclusivity were overridden by a small group of wealthy parents who wanted the orchestra to pursue elite performance. They gained board seats, shifted the mission, and eventually forced out the founders. The community ended up with two competing organizations, neither of which survived. It was a stark illustration of what happens when money is allowed to override mission.The practical takeaway: don’t wait for an ethical dilemma to arrive before figuring out how to handle it. Build the framework now. Discuss scenarios with your board before the campaign launches. Establish who gets consulted when a donor’s request falls outside the plan. Create a small committee or protocol for when something feels wrong. You don’t need all the answers in advance—you just need a process for finding them together.Planning a capital campaign? Download Capital Campaign Pro’s free Campaign Planning Checklist to make sure your team is prepared for every stage—including the conversations nobody wants to have: https://capitalcampaignpro.com/checklist/

Most nonprofit leaders think of a capital campaign as a one-time event — a massive push that happens once, maybe twice in the life of an organization. But that mindset can actually hold organizations back. The most effective nonprofits treat campaigns as a recurring cycle, and understanding the right cadence can make the difference between an organization that grows strategically and one that stalls.On a recent Capital Campaign Pro podcast episode, Andrea Kihlstedt and Amy Eisenstein explored the timing and rhythm of capital campaigns—how often to run them, when to start planning, and what to do in between. Their core message: campaigns are healthy for organizations, and you should be running one at least every ten years.Why ten years? The math is simpler than you might think. You need roughly three years to plan what your organization will do next — strategic planning, building design, community input. Then you need three to four years to plan and execute the campaign itself. After that, donors need time to fulfill their pledges, which typically stretch over three years. Add a year to build, open, and steward, and you’re at about a decade.That doesn’t mean ten is a magic number. Some organizations move on a 12- or 15-year cycle. Others run mini campaigns in between major ones — a focused $1-2 million effort to fund a specific need like transportation, technology, or a program expansion. These smaller lifts keep donors engaged and organizational momentum alive without requiring the scale of a comprehensive campaign. For a step-by-step overview of how to prepare, see Capital Campaign Pro’s campaign planning checklist.One of the biggest mistakes nonprofits make is losing donor relationships between campaigns. Staff turns over, stewardship lapses, and the connections that powered the last campaign fade. Andrea shared a real story from just last week: a former client called to explore a second campaign after one of their major donors reached out proactively, offering to fund the next phase. That only happened because the organization had kept the donor closely involved—inviting her to events, sharing results, and maintaining a genuine relationship.Timing matters in another way too. A campaign is not a rescue plan. If your annual fundraising is struggling or your organization is operating at a deficit, a campaign will not fix that. Campaigns are designed to accelerate growth, not dig you out of a hole. The organizations best positioned for a campaign are ones with stable operations, engaged donors, and a clear vision for what comes next.The bottom line: don’t think of your campaign as a one-time event. Think of it as part of a cycle—plan, campaign, steward, repeat. If it’s been more than ten years since your last campaign, it may be time to start planning your next one.Wondering whether your organization is ready for a campaign? Take Capital Campaign Pro’s free Campaign Readiness Assessment to evaluate your position and identify your next steps: https://capitalcampaignpro.com/assess

Every fundraiser has been there. A donor expresses interest, maybe even during a feasibility study, and then goes completely silent. Emails go unanswered. Calls aren’t returned. You’re being ghosted.It’s one of the most frustrating experiences in nonprofit fundraising, and one of the most common. On a recent Capital Campaign Pro podcast episode, Amy Eisenstein and Andrea Kihlstedt shared a real client story and practical strategies for re-engaging donors who’ve gone dark.The story is worth telling. A client completed a guided feasibility study, during which a donor expressed strong interest in supporting the client's campaign. When the quiet phase began, and the team reached out to discuss his gift, they heard nothing. Emails, texts, calls—silence. Then, a board member who happened to know the donor asked him to host a cultivation event at his home with a celebrity chef. He said yes immediately. By changing the ask and the asker, they turned a ghost into a host.That’s strategy number one: Change the channel. If your development director has been emailing with no response, try a different person and a different request. A board member inviting someone to host an event is fundamentally different from a staff member following up on a pledge. Sometimes the shift in messenger and message is all it takes.Strategy two: Don’t make assumptions. You don’t know what’s happening in someone’s life. They may be overwhelmed at work, caring for a sick family member, or simply have a communication style that doesn’t match yours. Andrea shared a story about a longtime friend and major donor whose habit was simply not to confirm things—ever. Knowing that pattern prevented her from reading rejection into silence. Before you assume the worst, consider whether you’re actually being ghosted or just dealing with a slow responder.Strategy three: Keep your messages short. If a donor opens your email on their phone and has to scroll, they’re less likely to read it, let alone respond. Write your message, save it as a draft, come back, and cut it in half. One clear sentence with one clear ask will outperform a three-paragraph update every time.Strategy four: Propose a specific time. Fundraising legend Jerry Panas taught that the two best windows for scheduling are tomorrow and four to six weeks out. Tomorrow works because everyone knows their schedule. A month out works because calendars are open. The dead zone is the in-between. So instead of “let’s find a time,” try “I’m free tomorrow afternoon—what time works for you?” For more approaches to confident donor conversations, explore Capital Campaign Pro’s campaign planning checklist.Strategy five: Give them a graceful exit. Say: “If this isn’t the right time, I completely understand—just let me know so I’m not pestering you.” You’ll get either relief or reassurance. Either answer moves you forward.Strategy six: Try a new subject line. “Are you okay?” works surprisingly well because it signals genuine concern rather than a follow-up ask. It reframes the outreach from transactional to relational, which is exactly where nonprofit fundraising should live.Strategy seven: Remember that persistence is not pestering. One client reached out to a board member six times with no response. When confronted at a board meeting, the member said, “What do you mean? You only emailed me once.” She had no idea. Your outreach may feel repetitive to you, but donors are busy. Keep showing up.Ghosting stings. But in most cases, it’s not personal. The donors who go quiet are often still reachable—you just need to find the right door.Ready to build a fundraising strategy that keeps donors engaged from feasibility through close? Download our free Capital Campaign Planning Checklist to map out every phase of your campaign with clarity and confidence.

You got into nonprofit work to make a difference. So why does it feel like you’re running on empty most days?On this episode of All About Capital Campaigns, Amy Eisenstein sat down with Indra Lahiri — an organizational psychologist, certified traumatic stress specialist, and founder of Indraloka Animal Sanctuary — to talk about what burnout really looks like, why it’s more dangerous than most leaders realize, and what you can actually do about it.Most people think of burnout as simply being tired. And while exhaustion is part of it, Lahiri explains that burnout is more nuanced than that. It shows up as cynicism about your work, loss of motivation, and behavioral shifts you might not even recognize in yourself—like becoming overly controlling or short-tempered with colleagues and donors. For nonprofit professionals, burnout often stems from financial strain, overwhelming caseloads, or the emotional toll of serving people in crisis.But there’s a related condition that’s even more insidious: secondary traumatic stress. This occurs when you absorb the trauma of the people you’re trying to help. Unlike burnout, which builds gradually, secondary traumatic stress can rewire your brain in ways that mirror the effects of direct trauma. Your amygdala—the part of your brain responsible for detecting danger—gets stuck in fight-or-flight mode. And when that happens, your prefrontal cortex, the region you rely on for strategic thinking, clear communication, and relationship-building, gets hijacked.Think about what that means for fundraising. The skills you need most—asking donors for major gifts, coordinating with board members, explaining your capital campaign vision with clarity and confidence—are exactly the skills that suffer when your nervous system is in overdrive. You might think you’re functioning normally, but the people around you can tell something is off.Lahiri frames the choice every leader faces in stark terms: when you encounter trauma or chronic stress, you will either transcend it or transmit it. Transmitting looks like snapping at staff, micromanaging, withdrawing from donor relationships, or creating a culture of fear and reactivity. Transcending means doing the internal work required to regulate your nervous system, process what you’ve experienced, and lead from a place of stability rather than survival.That framing matters because it makes burnout a leadership issue, not just a personal one. When a nonprofit leader transmits their stress, it ripples through the entire organization—staff morale drops, donor relationships suffer, and the mission takes a hit. When they transcend it, they model resilience for their team and create the conditions for everyone to do their best work.So what does transcending actually look like in practice? Lahiri offers several accessible starting points. First, give yourself permission to take time—even an hour—that is entirely for you, not for your team, your board, or your donors. Second, learn basic nervous system regulation techniques. Deep breathing, meditation, physical movement, or even turning on music and dancing around your living room all count. The point is consistency, not perfection.One of her most practical recommendations is creating what she calls a self-care itinerary. Think of it like a project plan, but for your own wellbeing. Identify the emotional states you need throughout the day—calm, energized, soothed—and map specific activities to each one. Then schedule three small acts of self-care daily: morning, midday, and evening. Treat them as non-negotiable appointments, the same way you would treat a meeting with a major donor.If you’re preparing for or in the middle of a capital campaign and wondering whether your organization—and your team—are truly ready, start with a clear-eyed assessment. Take our free Capital Campaign Readiness Assessment to identify strengths, uncover gaps, and build a stronger foundation for success. https://capitalcampaignpro.com/assess

Many organizations assume a polished campaign brochure is one of the first things they must create for a capital campaign. That assumption can slow down the most important work of building a compelling campaign.In this episode of All About Capital Campaigns, Andrea Kihlstedt talks with Sarah Plimpton, Vice President and Chief Happiness Officer at Capital Campaign Pro, about campaign communications and why the traditional campaign brochure is often the wrong place to start. Drawing on conversations with many campaign leaders, Sarah explains why organizations frequently rush to produce glossy materials and how that instinct can interfere with stronger donor engagement.The discussion begins with a common scenario. Boards and campaign committees often want a sophisticated brochure they can show friends and donors. The thinking is simple: a professional-looking document signals credibility and readiness. Andrea and Sarah explain why this approach misses a critical opportunity early in the campaign process. A campaign case for support is not a single document. It is a clear set of ideas that explain why the campaign matters, what it will accomplish, and how the funding will make that vision possible.The early phase of campaign planning should focus on developing those ideas. Andrea describes how organizations benefit when board members, staff leaders, and volunteers participate in shaping the argument for the campaign. When people wrestle with the core questions of purpose, impact, and urgency, their own commitment grows. The process builds understanding and enthusiasm long before the first major donor conversation takes place.Sarah shares why producing a finished brochure too early can limit flexibility. Campaigns unfold over time and plans often evolve. Project costs shift. New opportunities appear. Certain elements gain traction while others fade. Printed materials that lock in a specific version of the campaign can make it harder to adapt as those changes occur.There is also a deeper strategic reason to avoid a polished brochure at the start. Early campaign conversations should invite donors into the thinking behind the campaign. When organizations present a finalized document, the message to donors is that the organization has already solved the problem and simply needs financial support. When donors see draft materials and evolving ideas, they can take part in shaping the effort. That approach encourages donors to act as partners in the work rather than sources of funding.As the campaign progresses, communication strategies shift with each phase. Early stages focus on developing ideas and testing them with lead donors. Later phases introduce broader materials such as campaign websites, videos, or printed pieces that reach a wider community. The underlying case for support remains consistent while the communication tools expand to match a growing audience.Sarah closes the conversation with practical guidance for campaign leaders who are beginning to think about communications. Start with the ideas behind the campaign. Gather board members, volunteers, and staff to clarify why the campaign matters, what impact it will create, and how the fundraising will make that vision possible. When those ideas become clear and widely understood, the rest of the campaign communication process becomes far more effective.For nonprofit leaders preparing for a capital campaign, this conversation offers a practical reframing of campaign communications. Strong campaigns begin with clear ideas and collaborative thinking. The brochure can wait.To see how this philosophy plays out in a feasibility study, be sure to download our free Ultimate Guide to Capital Campaign Feasibility Studies.

Will a capital campaign drain your annual fund or strengthen it in ways you never expected?In this episode of All About Capital Campaigns, Andrea Kihlstedt talks with Hilary Jansen, Director of Philanthropic Engagement at Community MusicWorks in Providence, Rhode Island, about what actually happens to annual fundraising during and after a major capital campaign. Community MusicWorks recently completed a $15 million building campaign and has now lived through the results. If you worry that campaign gifts will replace annual gifts, this conversation offers real-world clarity.Community MusicWorks is a classical music performance, education, and social justice nonprofit with a powerful community presence. Before launching its campaign, the organization operated on an annual budget of $1.2 million. After opening its new 24,000 square foot home, that budget grew to $2.3 million. With 40 percent of revenue coming from individual giving and no tuition income, the stakes were high. Leadership had a legitimate concern: Would asking donors for larger, multi year capital gifts weaken annual support?Instead, the opposite occurred.Hilary shares how the campaign became a catalyst for annual giving. Annual fund goals increased. Donors continued to give. Many increased their annual contributions even after making significant campaign commitments. The campaign did not erode trust. It strengthened it.Why did this happen?First, seasoned philanthropists understand the difference between capital and annual support. They recognize that both are essential. Second, Community MusicWorks had invested for years in deep, authentic relationships. Donors trusted the leadership and believed in the mission. When the organization expressed a need, supporters understood it as genuine.The new building itself also transformed fundraising. The campaign was about bricks and mortar on paper, but in reality it was about mission growth. The building created a visible, tangible home for programs that were once harder to picture. Concertgoers now see lessons in action. Families gather in shared spaces. Community members walk in off the street and discover the work. The physical space provides context for larger annual asks and attracts new supporters who experience the mission firsthand.Andrea and Hilary also discuss the post campaign moment. After a successful $15 million effort, Community MusicWorks faced a higher operating budget and expanded programming. Would donors feel fatigued? Would they say enough? In practice, very few pushed back. Most understood that a larger organization requires greater annual investment. The building was not the end goal. It was the platform for expanded impact.Hilary reflects on lessons learned after stepping into development without prior fundraising experience. She emphasizes that fundraising is relationship work at its core. The success of the campaign rested on years of trust, stewardship, and shared belief. She also shares a critical insight for campaign leaders: You are not raising money for a building. You are raising money for what that building makes possible.This episode is essential listening for nonprofit leaders, development directors, board members, and executive directors who fear that launching a campaign will jeopardize annual revenue. Hear a candid account of what actually happens when relationships, mission clarity, and thoughtful planning come together.If your organization depends heavily on annual giving and you are considering a capital campaign, this conversation will reshape how you think about donor behavior, growth, and long term sustainability.To see what the research truly says about the impact of capital campaigns on the annual fund, download the State of Capital Campaigns Benchmark Report.

Most capital campaign advice comes from stories and experience. This episode brings three years of real data that confirms what actually works and what common fears miss.In this episode of All About Capital Campaigns, host Amy Eisenstein is joined by Steven Shattuck, Director of Engagement and Technology at Capital Campaign Pro, to share findings from the third annual Capital Campaign Benchmark Report. Drawing on responses from more than 650 organizations, they explore what successful campaigns have in common, how annual funds perform during and after campaigns, and why gift distribution follows a predictable pattern that boards need to understand.Amy and Steven begin by explaining how the research is conducted and why the consistency across three years matters. Organizations at every stage were surveyed, from early planning to post campaign completion, creating a living dataset that reflects how campaigns actually unfold. With that foundation in place, they tackle one of the biggest questions nonprofit leaders ask. Are capital campaigns successful? The answer from the data is clear. An overwhelming majority of completed campaigns report success, even when final totals land below the original goal. Many organizations still complete transformative projects, expand services, and raise more money than ever before.The conversation then turns to a long standing concern that often stops campaigns before they start. What happens to the annual fund? The research shows that for most organizations, annual giving holds steady or increases during a campaign, followed by strong growth after the campaign concludes. Amy and Steven discuss why this happens and how thoughtful campaign planning strengthens donor relationships, systems, and staff capacity in ways that support long term fundraising health.They also break down one of the most misunderstood elements of campaign strategy. Where the money really comes from. New data confirms that a small group of lead donors provides the majority of campaign dollars, reinforcing the importance of a disciplined quiet phase, early leadership gifts, and a realistic gift range chart. This section offers clear language leaders can use with boards to explain why campaigns are built from the top down and inside out.Throughout the episode, the focus stays on practical insight backed by evidence. From feasibility studies to board expectations, this conversation equips nonprofit leaders with credible data they can use to plan, explain, and lead campaigns with confidence.You can download the full 2026 Capital Campaign Benchmark Report here and share it with your leadership teams as a grounding tool for smarter decisions.

Hiring a capital campaign consultant can quietly shape the success of your entire campaign, long before a single dollar is raised.In this episode of All About Capital Campaigns, hosts Amy Eisenstein and Andrea Kihlstedt walk through how nonprofit leaders can involve their boards, educate their teams, and choose a capital campaign consultant with clarity and confidence. Amy and Andrea share why the consultant selection process itself creates valuable learning for board members and staff, even before any hiring decision is made. They explain how a thoughtful process builds alignment, surfaces assumptions, and helps organizations understand what experienced capital campaign support actually looks like.Listeners hear why starting with conversations matters more than paperwork, and how early calls with consultants reveal far more than a standardized proposal ever could. Amy and Andrea outline how to form an effective consultant selection committee, who should serve, how large it should be, and how to set expectations so the work stays focused and productive. They also explain how involving skeptical board members at the right moment can strengthen buy in rather than stall progress.The conversation addresses one of the most common missteps nonprofits make when hiring a consultant: relying on an RFP to drive the decision. Amy and Andrea explain how RFPs often lead organizations to define services they do not yet understand, while strong consultants respond best to real conversations about goals, readiness, leadership dynamics, and fundraising history. Listeners learn what to listen for during early calls, including curiosity, responsiveness, and the kinds of questions consultants ask when they truly understand campaigns.This episode also tackles persistent myths about local consultants and donor lists. Amy and Andrea clarify why ethical capital campaign consulting never involves bringing outside donors into an organization, and why experience across many campaigns matters more than proximity. They discuss how national firms bring broader perspective, tested approaches, and exposure to a wide range of campaign environments, while still respecting local context and relationships.As the episode continues, Amy and Andrea explain how to narrow a consultant list, gather proposals that actually reflect strategic thinking, and evaluate models of support. They compare hands on implementation approaches with advisory and coaching models, helping listeners identify which style best fits their organization, staff capacity, and campaign goals. The discussion also highlights why staff leadership matters in the final decision, since staff will work most closely with the consultant throughout the campaign.This episode offers practical guidance for nonprofit executives, development leaders, and board chairs who want to approach consultant selection with intention rather than pressure or assumptions. By the end, listeners gain a clearer understanding of how to use the hiring process as a learning opportunity, how to avoid common traps, and how to choose a consultant who truly strengthens their campaign from start to finish.For more board engagement tips, be sure to download our free Board Member’s Guide to Capital Campaign Fundraising. It answers the questions board members most frequently ask, or wish they could ask.

When your board lacks time, wealth, or fundraising experience, does that mean a capital campaign is out of reach?In this episode of All About Capital Campaigns, host Andrea Kihlstedt is joined by fundraising trainer, author, and longtime colleague Andy Robinson to explore how capital campaigns succeed in small, grassroots, and unconventional organizations. Drawing on decades of experience and two detailed case studies, Andy challenges common assumptions about board driven fundraising and shows what really makes campaigns work when infrastructure is thin and capacity feels limited.Together, Andrea and Andy unpack what happens when organizations face urgent needs, limited systems, and boards that care deeply about the mission yet cannot carry the bulk of fundraising activity. Andy shares the story of a tiny, lay led synagogue with a modest annual budget that raised over $775,000 across a multi year capital effort, even after part of the building was condemned. The campaign relied on a handful of committed leaders, strong belief in the mission, and steady persistence rather than a large or wealthy board.The conversation then shifts to a very different setting, a member owned food cooperative that raised more than $2 million to relocate and expand. The board focused on complex business negotiations while a volunteer campaign committee led community fundraising. Through a blend of gifts, community loans, fiscal sponsorship, and impact investing, supporters gave generously and stayed deeply engaged in the future of the co op.Throughout the episode, Andrea and Andy connect these stories back to core capital campaign principles that apply across sectors and organizational structures. They discuss why people give, what truly motivates participation, and how engagement and investment reinforce one another over time. They also address why tax deductions and legal status rarely drive generosity, how urgency sharpens focus, and why campaigns can build confidence and momentum even in organizations that feel under resourced.This episode is especially relevant for nonprofit leaders, board members, consultants, and community organizers who worry their organization is too small, too new, or too informal for a capital campaign. It offers reassurance, perspective, and practical insight into what matters most when asking people to invest in something they care about.If you work with grassroots organizations, faith communities, cooperatives, or nonprofits with lean staffing and limited systems, this conversation will expand how you think about capital campaigns and what is truly possible when commitment runs deep.For more free capital campaign resources, visit https://capitalcampaignpro.com/campaign-resources.

In this episode of All About Capital Campaigns, campaign experts Amy Eisenstein and Andrea Kihlstedt discuss why it matters that your board chair, executive director, and development director are the real power team for your campaign and they share some thoughts about how to get them working together well.