You Can’t Grow a Campaign with Leftover Capacity

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The roles you actually need at each phase (and the question most teams avoid)

Let’s start here:

Most organizations don’t have a strategy problem when it comes to campaigns.

They have a capacity problem.

They’re trying to plan, test, and run a campaign… on top of everything else already on their plate.

And at first, it feels manageable. A few extra meetings. A few extra conversations.

But then things slow down. Decisions lag. Follow-up gets inconsistent.

Momentum gets… fuzzy.

Not because people don’t care. But because no one has enough space to carry it.

So let’s talk about what capacity actually looks like—phase by phase—and the roles that make a campaign move.

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Phase 1: Planning

Where clarity is built—and decisions need a home.

At this stage, you’re shaping the direction of the campaign:

• What are we raising?

• What’s the vision?

• What will it cost?

• Are we ready?

The roles that build capacity here:

1. Core Committee (your “kitchen cabinet”) 

This is your decision-making body—not a rubber stamp.

Typically includes:

• Board Chair

• Executive Director

• Development Director

• CFO (or financial lead)

• Program lead (when helpful)

This group:

• Guides planning decisions

• Pressure-tests ideas

• Keeps things moving

Your future Campaign Chair will join this group later—once you’re confident you’re moving forward.

2. A Point Person (non-ED)

This role is often underestimated—and it’s critical.

Someone needs to:

• Coordinate meetings

• Track follow-up

• Keep things from falling through the cracks

This should not be your Executive Director.

It could be:

• Your Development Director

• A Program Lead

• A strong internal organizer

But someone needs to “hold the thread” between meetings.

The real capacity question in planning: What are you taking off your plate to make room for this?

Because planning isn’t passive. It requires:

• Thoughtful discussion

• Decision-making

• Follow-through

If everything else stays the same… this won’t get the attention it needs.

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Phase 2: Feasibility

Where relationships are built—and your confidence gets tested

This is the phase where many organizations are tempted to outsource.

But here’s the truth:

Your feasibility conversations are not just research. They are relationship-building moments.

That’s why, in a supported feasibility model, you lead the conversations.

You learn how to:

• Talk about the project clearly

• Listen for real feedback

• Engage donors early

Not perfectly—just genuinely.

The roles that build capacity here:

1. Feasibility Committee

Some overlap with your Core Committee—but expanded.

Typically includes:

• ED, DD, Board Chair

• 4–6 additional interviewers:

  • Board members

  • Key volunteers

  • Community connectors

This group:

• Gets trained

• Conducts interviews (in pairs)

• Helps gather insight from the field

Most members will conduct 3–4 interviews. Your ED will likely do more.

2. Continued Core Committee

Yes—they’re still meeting.

Because while interviews are happening, you also need:

• Ongoing guidance

• Early interpretation of what you’re hearing

• Alignment on what’s emerging

3. (Often Needed) Part-Time Administrative Support

This is the moment many teams feel the strain.

Because suddenly you’re managing:

• Scheduling dozens of conversations

• Tracking notes and follow-up

• Coordinating multiple interviewers

A part-time admin—even temporarily—can be worth their weight in gold.

The real capacity question in feasibility: Who is creating space for your leaders to be in conversations?

Because your ED, DD, and Board Chair now need time to:

• Meet with donors

• Prepare for conversations

• Reflect on what they’re hearing

If they’re still carrying full operational loads… something will give.

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Phase 3: Active Campaign 

Where momentum is built—and leadership is tested

This is one of the most intensive phases, especially the quiet or leadership phase that happens first.

Your team is:

• Soliciting leadership gifts

• Managing key relationships

• Tracking progress closely

  
  

And the work becomes both strategic and highly relational.

The roles that build capacity here:

1. Campaign Steering Committee 

This group expands your reach and accountability.

They:

• Open doors

• Support solicitations

• Help carry momentum

And yes—this is another monthly meeting.

2. Development Leadership (ED + DD)

This is where their time shifts significantly.

They are now:

• Leading donor conversations

• Making asks

• Following up consistently

This is not something you can “fit in.”

3. Campaign Manager / Expanded Development Support

At some point—often during quiet phase, and definitely before public phase-you’ll feel it:

There’s too much to track.

You now have:

• More donors

• More meetings

• More gifts

• More follow-up

• More internal coordination

This is where:

• A Campaign Manager OR an expanded Development Coordinator role becomes essential.

Because your fundraisers should be focused on: relationships and asks—not logistics.

Meanwhile, someone else is helping manage:

• Gift tracking

• Scheduling

• Communications

• Event coordination

• Data and reporting

And all of this is happening while… you’re still running your annual fund.

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The Thread Through All Three Phases

Here’s what ties this all together:

Campaigns don’t just require more work. They require different work—and more focused work.

And the biggest mistake organizations make is this:

They add campaign responsibilities without adjusting existing ones.

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A simple way to check your readiness

Before you move forward, ask this as a team:

• Where will this work live?

• Who is responsible for holding momentum?

• What are we willing to pause, delegate, or redesign to make room?

Because capacity isn’t just about people. It’s about permission to focus.

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One last thought

You don’t need a massive team to run a successful campaign.

But you do need:

• Clear roles

• Thoughtful structure

• Enough space for your people to do the work well

Because campaigns are built one conversation at a time. And conversations require presence.

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Frances Roen is the Founder of Fundraising Sol and a fundraising consultant with two decades of experience. She is deeply passionate about relationship building, individual donor work, and supporting nonprofit professionals’ health and wellness to enable them to deliver their best work.