CAMPAIGN PLAN: FOR SUCH A TIME AS THIS

CAMPAIGN VISION AND OVERVIEW

The For Such a Time as This campaign seeks to advance Westminster’s vision. Not simply a vision for facilities, though
we ask donors to help us successfully construct a new 70-acre campus. Not simply a vision for programs, though we are
always working to improve. This is a vision for an individual student — a young man or woman prepared and equipped to
engage the world and change it for Jesus Christ. A Westminster graduate is ready to live, work and lead as a Christian
man or woman in an unstable world of change, and is prepared to make a difference, instead of being overwhelmed. This
is a vision to prepare a place for future families, coming together as a Christian community, while parents and teachers
strive to be faithful to a God-given call to raise children in the fear and admonition of God, ready to tell their children
and their children’s children the praiseworthy deeds of the Lord.

Our vision builds upon a history of effectiveness and upon a desire to always become better than we once were. This history
and desire will continue to shape how we do what we do, the facilities we use and the focus with which we seek to develop
students who will impact our community, region and world. We must respond to the school’s growing enrollment and the
need to expand offerings in technology, fine arts and athletics. These plans spring not from a desire to see students changing
the world because of mere ambition but rather from a desire to see students’ everyday lives and actions, which flow from a
biblical view of the world, making a difference.

This is a vision for a Christian school community that seriously, though not perfectly, strives to model this vision to its
students and families. We work together, seeking to understand what it means to be Christians and what it means to be
citizens of the United States of America within a global context. Our vision builds upon the fruit of labors from past and
current teachers, challenging students to develop hearts to make a difference in their families, in their neighborhoods, in
this nation, or even in another country.

We glimpse the fullness of this vision even now, as we listen to the stories we hear about our graduates. More than 2,300 of
Westminster’s graduates can be found serving in companies, nonprofit organizations and ministries that impact the world.
Our alumni make a difference in this nation by serving in the government — even in the White House -— or by serving in
less public roles. Every day, we hear stories that attest to the character of our graduates; they are men and women who are
excellent employees and employers, dedicated husbands, wives, mothers and fathers, and responsible community members.

This campaign is not a beginning or an end but rather our next transformative step. This step will equip us to carry our vision
for students and families forward with an extraordinary level of effectiveness for decades to come. Our success will be defined
by our ability to seize the opportunities before us and move forward with strength, sustainability for our future and the ability
to broaden our partnerships with other Christian schools throughout the region and world.

CAMPAIGN METHODOLOGY
Our campaign builds upon the success of our core Advancement strategy, which is to provide high-impact, face-to-face giving
opportunities to individuals interested in equipping young people to change the world for Christ. We seek to develop a
continually growing regional network with national reach in order to accomplish this purpose.

Our financial goals are specific, and their objective is to enable the school to take this next significant step: the
construction of a new campus. Our larger emphasis, however, is on achieving our goals in order to see a good Christian
school become an extraordinary Christian school. We must not only succeed in this campaign but also do so in a manner
that leaves the school in a position of sustainable strength, with a broad base and capacity for ongoing financial support
that impacts the long-term quality of our mission to serve a broad range of families with excellence.

Our campaign methods are donor-centered. We focus on the long-term strength and stability of the school by growing
donors to be interested in investing in our mission and vision. Our scalable staff and volunteer structure is designed to
enable us to engage large numbers of individual donors in face-to-face dialogue. The For Such a Time as This campaign is
designed to serve as an opportunity for many individuals to have a personal impact on Westminster’s future.

Our campaign methodology implements an ongoing series of efforts to develop individual relationships with donors.
Specific requests to give are made in person. We anticipate a broad base of participation in giving, which will move us
toward a strong and growing number of people who are making long-term investments in the school’s vision.

We have carefully prepared to target requests to grant-makers and philanthropic foundations. We have implemented our
methods of research, identified relationships and connections with foundations and readied our strategies. We anticipate
that support from grant-makers and foundations will become an increasingly significant part of the For Such a Time as This
campaign and will also play a growing role in our future support.

The campaign will build upon our success in engaging people face to face to broaden the volunteer leadership, enabling
volunteers to engage where they are passionate and experienced. We will successfully raise funds through staff-driven
efforts but desire to see a broad and ongoing base of giving that can only result from the engagement of volunteers, who
are supported by staff, using today’s communication and collaboration technologies. The campaign represents an
opportunity to build upon our recent successes in growing the connections and involvement of our alumni. We find that
donors in today’s culture will often give smaller amounts more frequently over a period of years if we not only ask but
also communicate effectively using a broad range of methods including e-mail, social networking, websites,
communications from key volunteers and online video. This dynamic will add a level of support and momentum to the
campaign that reaches beyond the traditional multi-year pledge.

We will employ a dynamic approach that acknowledges the importance of momentum for a successful capital campaign.
A key to our initial campaign success has been to utilize larger commitments to mobilize smaller groups of donors whose
giving capability is more limited. This approach constantly renews momentum, rather than unfolding it as a linear
process. Each success builds upon the previous success as each major gift commitment motivates a small group of donors
at the lower levels of the gift chart.

We will implement a very broad donor recruiting strategy using direct mail, e-mail and social networking. This will enable us to
constantly identify donors in our sphere who have a basic propensity to give. We anticipate that we will see many of these first-
time donors move into longer-term commitments to the campaign as a result of our effectiveness in communication and
thanking and also as the result of our broader relationship building strategies. Furthermore, we will be utilizing proven
methods of prospect research and analysis to enable us to focus our resources and energies on implementing the right strategies
in the right way with the right prospects.

CAMPAIGN STRATEGY
Our campaign goal during this next phase is to secure $28 million in new pledges and build upon our initial success in
securing early pledges. From June 2007 to December 2008, we saw nearly $22 million, from fewer than 100 donors, given
or pledged to the campaign. Of these initial pledges, $7 million is still outstanding. Our total participation goal is 1,500
donors out of a prospect base of more than 7,000 people.
Our strategy is comprised of four parts:

Renew momentum at the highest levels of giving.

1. Challenge the donors represented in the $7 million in outstanding pledges to give aggressively toward their
commitments.
2. Revisit our top donors, who have given 70-80% of $24 million in cash and stock given in the past five years, and ask
them to seriously pray and consider giving at the same levels for the next five years.
3. Follow through with the nearly $10 million in requests to give reflected in conversations with additional leadership
donor prospects in the past 18 months. These donors have communicated a high likelihood of giving significantly
as our project moves forward with a solid timeline.

Leadership Gift success will mobilize Major Gifts efforts.

1. In a campaign this size, the success of securing pledges in the $10,000 to $100,000 range is greatly influenced by
our success to this point and new Leadership Gift pledges ($100,000 to $1 million or more). Donors in the Major
Gifts range see the goal as more achievable and their pledges as more impactful when supported by the
momentum of larger gifts throughout the campaign.
2. We will strategically time the announcement of renewed and new leadership pledges with our individual and small
group meetings with major donor prospects.
3. The Major Gifts efforts will be built upon our success in utilizing volunteers to mobilize peer groups of friends
who share similar values, potential to give, areas of interest at Westminster, or work, church or social affiliations.

Individuals, groups and cycles of success result in broad General Gifts support.
1. The Major Gifts effort not only results in growing numbers of pledges, but also in growing numbers of passionate
supporters and volunteers. Each Major Gifts donor represents 5 to 10 people in their circle of influence who are
capable of making gifts/pledges at the General Gifts level.
2. As the number of Leadership and Major Gift donors begins to exceed 200, the amount of volunteer and key
communicator influence via e-mail, social networking, invitations to small and larger group events, and staff- and
volunteer-driven requests to give grow exponentially.
3. A truly volunteer- and communication-driven General Gifts campaign will result not only in many donors who
make multi-year pledges but also in a larger number of supporters across the region and nation who make repeated
smaller gifts throughout the five-year campaign.
4. We will build upon our annual giving strategy by employing a basic “cycle of success” strategy in which donor
groups are informed about how we are focusing our requests to give over a period of several months. During this
time, we will ask people to pray and consider a specific range of giving during each cycle. This enables donors to
have a sense of the larger impact their gift commitment will have on others, even if they personally perceive their gift
as small.

Staff responsibility for relationships and support creates a culture of follow-through and impact.
1. Culture shifts in our nation have resulted in fewer volunteers who are willing to engage in traditional fundraising
efforts. We will instead enable volunteers to serve as key communicators, event hosts, influencers and connectors.
Staff and a core group of bold volunteers will ask for pledges and gifts.
2. By enabling a large number of volunteers to engage in meaningful ways that connect their areas of interest to the
broader vision, our staff members are able to fully follow through with donors and make requests to give at high-
performance levels.