Articles & White Papers

3/24/2009

Campaign gives CEO inside look at development:

Daryl Martin, executive director of Swiss Village (Berne, IN) offers a unique perspective on the role of a CEO during a capital campaign. In fall 2003 the retirement community embarked on a $4 million fundraising effort to build a community center on its north campus. A series of unexpected and unfortunate events found Martin without a development staff at this crucial moment in the organization’s history. In spite of this, the campaign succeeded—an achievement Martin credits to “the generosity of many people” and the affirmation he felt as a leader placed in an unenviable situation. In March 2009, Swiss Village dedicated the Arthur and Gloria Muselman Wellness Pavilion; soon after the dedication Martin spent some time reflecting on the experience with AAI’s Sherilyn Ortman.

SO: Set the stage for the campaign. When did it begin and what actions or decisions led to it?

DM: In the mid 1990s we developed our north campus, which included no community center. Our long-range strategic plan identified this as a need and so the topic was raised occasionally, but I felt strongly that we needed to raise the money before starting construction. After a Rotary meeting in 2003 a previous board chair approached me and offered a substantial gift to get the project off the ground. That offer triggered deliberate planning and some initial drawings. Over the same period of time, an idea that kept surfacing in many of my own meetings and contacts was the importance of wellness and its connection to quality of life, especially for residents. That awareness began shaping plans for the design of the building.

SO: When did AAI become involved?

DM: As we began planning the building, it quickly became evident that the size and cost would make it too great an undertaking for Swiss Village alone. We decided to expand its scope by offering memberships to the broader community and in turn inviting their participation in a campaign. The question then became, “How are we going to raise this much money?” I don’t remember exactly how I first heard about AAI but I know that in the fall of 2003 Rich Gerig stopped by to introduce himself and by November we invited a proposal and subsequent contract. For me that was critical. While I’d learned some general ideas at various workshops, the help and expertise that Rich and Dan [Hess] provided was immeasurable in developing the scope of the campaign and identifying the steps we would need to reach our goal.

SO: As CEO, what did you anticipate your role in the campaign would be, and how did your actual involvement differ from what you had expected?

DM: I was aware that often major donors want to hear from the CEO so I felt I knew what I was getting into. But there were several surprises along the way and I ended up needing to take on more responsibility during the campaign than someone in my position typically does. Once that happened, again, I was pretty aware of what I’d need to do and I tried to take seriously the counsel that was given to me.

SO: How did you approach major donors?

DM: We invited a couple, occasionally with another prospective donor, to a very nice sit-down dinner at Swiss Village. I tried to have another member of the steering committee there with me and we began by sharing why we thought this project was important, why we wanted to do it. Ultimately we’d make an ask and find out when they would feel good about us checking back with them.

SO: What did you take away from those contacts?

DM: I was moved many times by people’s generosity. It was very rewarding to get to see that firsthand. That was repeated with several persons, but was particularly true for our lead gift givers. I will always be grateful for Art and Gloria Muselman. They were the type of donors you want—always encouraging, always interested, but never trying to tell you what to do.

SO:  What was your biggest challenge as a CEO thrust into the largely unknown territory of development?

DM: I always understood that even if you have a fine development staff, the CEO has to be the chief development face. Lead givers want to know that you think this project is important and that you believe they are important. But the biggest challenge was making time for all those contacts while still tending to all my responsibilities as CEO. Looking back now, the interest and support I received from my steering committee, board members and even donors was so important. Being asked how it was going; being told, “Hey, we’re praying for you;” receiving encouraging notes from donors and others—those simple affirmations were critical. I wouldn’t have wanted to try this on my own.

SO: I understand there was recently a dedication ceremony for the new facility. Can you tell me about it?

DM: The dedication took place one week ago and was a special event just for donors. The Muselmans’ son and daughter each shared reflections about the project. In my tribute I mentioned three things that I’d considered “gifts” to the campaign. One, the generosity of spirit that I felt throughout the whole process, and that carried me through the down times. Two, the power of vision. A vision to improve the quality of life for others was the underlying theme of the whole project and the selling point of the campaign especially amid all the obstacles. And three, the willingness of many to come together for the common good.

SO: Finally, what are some of the things you learned during this process that you would pass on to others?

DM: First, to truly value people as persons, and not just for their dollars. I was able to go into those donor visits with an attitude that this was their decision and that I’d be ok with whatever they’d decide. And we told them that. This is key for whomever is in that role.

Second, you have to be able to express the value of what you’re doing, and to believe that other people can see the value of it. Obviously, if I were getting no’s all along the way my experience would have been different, but I felt good about what we were trying to do.

Third, you have to be patient. Some people we had to work with for a couple years to cultivate gifts; they wouldn’t say yes, but they wouldn’t say no either. What I wanted was for them to do what they were going to feel good about. When it was all said and done I wanted them to look back and say, “I’m glad I did that.” And I would hope the relationships we made continue to be vital and to benefit Swiss Village for years into the future.

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