At this point in the project, most of Memorial's fund development activity had centered around the major donors who were considered prospects for becoming the "first investors" who would provide the capital necessary to construct the creative, "fun" parts of the center. Those who came aboard in that role later became know as "Founding Partners."

Those who committed during the first year, before there were any drawings, any articulated educational goals and evaluation techniques or even a facility name, had the largest leap of faith to make. Clearly, Memorial had to ignite their imaginations and interest, using little more than verbalizations of their vision. Given that Memorial was still far away from any degree of clarity, this was a communication skills challenge. However, the focus groups and committee meetings provided information to do just that. Here are some of the phrases used to get the message across to potential donors:

"Our vision is of raising up the smartest, the strongest, the most capable generation ever."
"...engaging young minds, in their most formative years, in discovering the miracle that is their life, and developing a basis for making those important decisions about how to live it well."
"Bringing together the power of two major advances in recent years: first, our understanding of how young minds learn, and second, interactive learning technology. Bring them together to focus in new ways on the subject of health education."
"....creating a new kind of learning environment, specifically designed for children and young families."
"....unleashing the magical energy that comes from a 'turned-on' kid."
"....a national prototype that could be replicated in dozens of communities."

The potential donors that Memorial talked to seemed to understand the concept even before it had much clarity, and were very excited about it. While not every prospect came on board, and others took considerable time in coming to a favorable decision, it never seemed like a difficult process. Nothing generates energy like a great idea; and this was clearly seen as a great idea by virtually anyone who saw it. Memorial found that donors - the best ones - are moved when touched by a great idea that brings them a sense of hope and daring: hope that they will be able to truly make a difference and daring to do it in ways that no one has tried before. This project fit both of those criteria.

The most important initial step was developing a structure for donor/member opportunities. The need for considerable capital dollars made it easy to figure out where to start.

The classifications for various kinds of financial support evolved early:

Founding Partner

These gifts would be 6-digit gifts for capital to create exhibit floor components, classrooms, and resource center - the 'fun' parts of the museum. As individual design components began to emerge, Memorial imagined that there would ultimately be eight to nine of these donors. Knowing that these would have to be real risk-takers who would have to put great trust in us, probably before there was much in the way of tangible product, they derived the recognition concept of Founding Partner. Founding Partners would be the only donors to whom there would be any expressed commitment for permanent recognition at the facility.

Corporate Sponsor

The corporate sponsor will provide relatively high visibility and support for programming. They may come in the form of sponsoring a particular program, a particular curriculum subject or series, a special event, or funding for a particular school or school system to participate. Although such support will not be limited to corporations, it is likely to attract their interest because it will offer the most visible marketing value. This support is also more likely to change and seek special audiences or markets over time. As in all cases, designing the support to suit the unique needs of the donor or sponsor will be an important part of consistently bringing this category of support along. The active promotion of this category did not begin until three months before opening. This audience would need more tangible evidence, such as a visit to an actual facility.

Corporate Membership

In order to attract these prospects Memorial will need to actively listen to find the right package design for their support. Some may want only a discounted group membership for their employees. Others may be looking for community volunteer programs, private event privileges, or some other cross-benefits that connect their other relationships with Memorial.

Family Membership

It was decided fairly early, given the core purpose of the facility, that the best way to bring individuals and families into the ring of support would be as members. Although there are remarkable individuals and families among the other categories, the typical family is sought primarily as active user of the facility and the various resources it represents.

In most cases, the major donor process requires a "moves management" approach, which is more about asking questions and listening well, then it is about making "sales pitches." For most of the out-of-town prospects Memorial relied on individually crafted correspondence to present the case statement. These were always followed by telephone conversations and personal visits. Reg Wagle, Memorial Health Foundation believes that, "The main difference is that for this project we have license to approach a variety of out-of-town donors that we could not approach for more traditional hospital or healthcare projects."

The leadership, those who were doing the asking, used very little in the way of "presentation tools." At the time they were needed, early in the conceptual phase, the tools did not exist. Ideas were continually evolving, so any printed or media material risked being immediately outdated and would age very quickly. Therefore, Memorial decided that investing big money in very professional-looking media would be a waste of funds.

Communication materials were starting to become an important part of the project, not just from a fund-raising standpoint but as a way to generate excitement and greater community support for the project. Memorial was at another critical juncture. The center was still being referred to as Healthy Living Land, the working title. Before investing time, money and personnel in promotional materials, Memorial needed to present the community with a firm public identity.