Developing a Major Gift Culture
“Looks like St. Mary’s is in a bad way…”
August 2014
What is Bogardus’ Vision?
What is Sister Benedict’s Vision?
Strategy
• What is the Sisters’ plan to secure new
facilities?
• Where are their energies focused?
• What are the nuns NOT doing?
• What key tactics do they employ?
From the Bingo Director:
“Every time a hearse goes by, there goes
another loyal customer.”
- Catholic school development director and
director of bingo operations…as stated to
Bill Acton in 2009
A Primer for Advancement 2014!
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Establish a Vision – “I see a school!”
Share ownership – “Let’s get Bing on board!”
Focus
Transfer ownership – “You can transform!”
Establish a cultivation plan.
Engage…listen…adapt…overcome.
Solicit
Close.
Pray.
What Works
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Patience…
Dual-team approach…
Clear and concise request…
Listening…
Responding…
Leading…challenging
Which describe your work reality?
 Under-staffed
 WAAAY under-staffed
 Tactical rather than strategic
 Focused on activity (getting out the
mailing, organizing reunions) rather
than results (meeting funding goals)
 Overwhelmed
Apply!
 What is it you are charged with doing?
ADVANCEMENT
• What behaviors and activity will bring the
results you need (i.e. $$!)?
• What activities are interfering with your
focus?
So…
What Should Your
Advancement Office and
Behaviors Look Like?
100% Full-Time Focus on Revenue
• Major Gifts!
• Relationship-building activities (for short, mid or longterm revenue).
• Strong annual fund – secure immediate, needed revenue
and identify current and future major gift prospects.
• Office focus = Maximizes Charitable Giving and
Fundraising Revenues…period!
Resource Appropriately
• “Every organization is perfectly designed to get the
results it is getting”...
• Part-Time Staffing = Part-Time Results.
• Strong Relationships = Large, Transformational Gifts.
• Data “drives” the giving “engine.”
• Yes, you need donor research.
• Yes, you need a travel budget.
What Advancement is NOT
• An office for part-timers.
• A party planning office.
• A cultivation department.
• A newsletter department.
The IDO: Core Functions and Positions
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Relationship Management
Constituency Management
Annual Giving Management
Operations and Events
Administrative Support
» Strive for a $.25 cost to raise $1.00
Major Gift (RM) Role
Goes “fishing in the right pond”
The right profile:
• Goal focused
• Activity oriented
• Motivated to achieve big goals
• Strong rapport building and
interpersonal skills
• Delivers all “products” at the right
time…no silos
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6 – 8 calls per
week.
Year 1-Budget
neutral
Year 2-Revenues =
2x cost
Year 3-Revuenues
= 3x to 4x cost
Major Gifts Program
• Implemented in non-capital campaign years!
Major gift work should never stop
• A non-public approach to fund special capital
projects or needs.
• Quietly working the list of prospects who are
ready to be asked for a major investment.
The Five “I’s” of Major Gifts
Identify
Inform
Involve
Inspire
Ask for the Investment
Key Components:
Major Gift Success
Case for Investment
From the vision…and the plan
Compelling, urgent, relevant
Identified Prospects
Research
Tracking system
Sales Materials
Leadership and Support
Board
Committee(s)
Stop me if you’ve heard (or said!)
this before…
• “We need more alumni activities in order to get more giving
participation.”
• “That person isn’t ready to be solicited. She needs more
cultivation.”
• “Reunions are critical to advancement!”
• “Our board should be out asking for money.”
• “Prospect research is too expensive – it’s not in the budget.”
• “We have to hire an events person before we hire a major
gifts person.”
Wrong!
Best Practices
• Stay Focused – major gifts, revenue, building the
“right” relationships and connections.
• Stewardship!
• Do only what you can – and execute flawlessly.
• Don’t worry about everything you are NOT doing.
• Think: will this activity truly advance my school?