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CASE STUDY
Patrick Henry YMCA 

Economic recession threatened the future of the community dream to establish a new, consolidated YMCA.

As part of a comprehensive capital campaign, the YMCA of Greater Richmond focused attention on its Patrick Henry Branch, which was already at capacity usage after only six years of operation.

A feasibility study recommended that the branch conduct its campaign in three phases, to first engage ‘ready’ lead donors while cultivating a next tier of prospects toward a leadership gifts phase, before appealing to the broader Ashland, Virginia community.  With campaign leadership in place and several lead gifts in hand, the Y suddenly found itself in the headwinds of the Great Recession, causing many prospects to defer their campaign decision-making.  Accordingly, the timetable was extended and communication and cultivation activities were intensified.

The lengthened timetable enabled Patrick Henry to conduct ongoing cultivation of an early campaign donor - a local family foundation established by the estate of one of the branch’s founding board members.  The relationship evolved over time to the point that the foundation increased its initial $100,000 gift to $1 million, enabling the construction scope to include an originally proposed gymnasium.  This contribution sparked further excitement in the community, especially among those prospects who had hesitated initially, enabling the Patrick Henry Family YMCA to reach its $3 million goal and build its new consolidated facility with great public fanfare.

The Sheridan Group and its team members work in accordance with the Code of Ethical Principles and Standards of Professional Practice of the Association of Fundraising Professionals and endorse the Donor Bill of Rights.

10116 Gates Avenue

Silver Spring, MD 20902

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