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Read MoreCapital Campaign Case Study | Freed-Hardeman University
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Background
Freed-Hardeman University (FHU) entered the “FHU NEXT” campaign planning process with a clear need for campus improvements—but an initial goal that significantly underestimated the fundraising potential of its donor base.
With record enrollment of 2,349 students, an 87% retention rate, and a deeply connected community—79% of students are affiliated with the Church of Christ—FHU had a strong foundation for donor loyalty and long-term support.
The challenge wasn’t simply determining how much FHU needed. It was determining what donors were capable of making possible.
An initial estimate placed the campaign’s need in the eight-figure range. But a feasibility study and further donor research revealed something much bigger: FHU’s donor community had the capacity to support a significantly more ambitious vision.
With record enrollment of 2,349 students, an 87% retention rate, and a deeply connected community—79% of students are affiliated with the Church of Christ—FHU had a strong foundation for donor loyalty and long-term support.
The challenge wasn’t simply determining how much FHU needed. It was determining what donors were capable of making possible.
An initial estimate placed the campaign’s need in the eight-figure range. But a feasibility study and further donor research revealed something much bigger: FHU’s donor community had the capacity to support a significantly more ambitious vision.
Vision
FHU’s opportunity was bigger than raising money for buildings and campus improvements. The campaign needed to connect donors directly to the students and experiences their generosity would impact.
That meant shifting the fundraising conversation from:
“Here’s what the university needs. Will you give?” to “Here’s what our students need. What could you make possible?”
With a clearer understanding of donor capacity and a more compelling case for impact, FHU could confidently pursue a vision far beyond its original eight-figure estimate.
That meant shifting the fundraising conversation from:
“Here’s what the university needs. Will you give?” to “Here’s what our students need. What could you make possible?”
With a clearer understanding of donor capacity and a more compelling case for impact, FHU could confidently pursue a vision far beyond its original eight-figure estimate.
The Plan
Before launching a campaign, FHU invested in understanding both its fundraising infrastructure and its donor potential.
The engagement began with a development audit, which made recommendations for adjustments throughout the fundraising program. Further discussions led to the understanding to focus on the needs of students and the impact donors could have. The strategy was reframed around the donor experience, including more emphasis on more personalized, intentional relationships with FHU’s most important supporters.
FHU then conducted a feasibility study. While the study validated the original monetary goal, it was also the first step in understanding there was significantly greater capacity among the university’s donors.
That finding majorly changed the trajectory of the campaign.
The engagement began with a development audit, which made recommendations for adjustments throughout the fundraising program. Further discussions led to the understanding to focus on the needs of students and the impact donors could have. The strategy was reframed around the donor experience, including more emphasis on more personalized, intentional relationships with FHU’s most important supporters.
FHU then conducted a feasibility study. While the study validated the original monetary goal, it was also the first step in understanding there was significantly greater capacity among the university’s donors.
That finding majorly changed the trajectory of the campaign.
Pre-Campaign Planning
The pre-campaign work established two critical foundations:
1. Refine the fundraising fundamentals. The development audit recommended strengthening donor communications and moving away from institution-centered appeals.
2. Understand what donors could truly make possible.
The feasibility study and further discussions led to the understanding that FHU could challenge its donors at a higher level than originally anticipated.
That insight changed the strategy from simply funding a list of needs, to building a campaign around what was actually possible.
One early example illustrated the difference. A major donor was challenged with an ask significantly larger than the original estimate that they expressed they could give. The larger ask wasn’t arbitrary; it was based on a deeper understanding of the donor’s capacity and the opportunity in front of the university.
Ultimately, the strategy worked.
1. Refine the fundraising fundamentals. The development audit recommended strengthening donor communications and moving away from institution-centered appeals.
2. Understand what donors could truly make possible.
The feasibility study and further discussions led to the understanding that FHU could challenge its donors at a higher level than originally anticipated.
That insight changed the strategy from simply funding a list of needs, to building a campaign around what was actually possible.
One early example illustrated the difference. A major donor was challenged with an ask significantly larger than the original estimate that they expressed they could give. The larger ask wasn’t arbitrary; it was based on a deeper understanding of the donor’s capacity and the opportunity in front of the university.
Ultimately, the strategy worked.
The Campaign
Based on the feedback from the initial discovery, FHU publicly launched its campaign in Fall 2020 with a goal significantly higher than its original estimate. Over 50% higher.
But the campaign didn’t stop there.
Rather than rushing into a broad public campaign, FHU has remained focused on the major gift phase for five years, concentrating resources on its highest-potential donors and continuing to identify opportunities to expand the vision.
The campaign has secured over 35 gifts of seven figures or more without launching a public alumni or friends’ campaign.
Two strategies have been particularly important to that continued growth:
1. Strategic Donor Management: FHU uses personalized engagement to understand its most important donors, build relationships, and present opportunities that align with their interests and capacity.
2. Donor Referrals: Existing donors have become a source of new prospects, referring friends and connections who may have an interest in supporting FHU. Several of these referrals have resulted in significant first-time gifts.
FHU has also deployed three regional representatives, who focus on annual fund growth while identifying and cultivating potential major gift prospects.
The campaign has evolved as new opportunities emerged, allowing FHU to continue expanding its vision rather than treating the original campaign goal as a ceiling.
But the campaign didn’t stop there.
Rather than rushing into a broad public campaign, FHU has remained focused on the major gift phase for five years, concentrating resources on its highest-potential donors and continuing to identify opportunities to expand the vision.
The campaign has secured over 35 gifts of seven figures or more without launching a public alumni or friends’ campaign.
Two strategies have been particularly important to that continued growth:
1. Strategic Donor Management: FHU uses personalized engagement to understand its most important donors, build relationships, and present opportunities that align with their interests and capacity.
2. Donor Referrals: Existing donors have become a source of new prospects, referring friends and connections who may have an interest in supporting FHU. Several of these referrals have resulted in significant first-time gifts.
FHU has also deployed three regional representatives, who focus on annual fund growth while identifying and cultivating potential major gift prospects.
The campaign has evolved as new opportunities emerged, allowing FHU to continue expanding its vision rather than treating the original campaign goal as a ceiling.
Outcomes
What began as a list of needs has grown into a campaign that has raised 354% of its original estimate as of September 2026—with an even larger new target being set to account for additional projects and rising costs.
The result is more than a larger campaign total. FHU has demonstrated what can happen when an organization understands its donor capacity, challenges donors appropriately, and builds fundraising around relationships rather than transactions.
The campaign is now approaching a target nearly four times the original projection.
Testimonial
“What we discovered was that our donors had the capacity to help us accomplish so much more. The strategy challenged us to think bigger, ask differently, and focus on what our students needed—not simply what the university wanted to build.”
