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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Overcome contemporary fundraising challenges and equip your non-profit or charity to meet the digital age head-on Contemporary fundraisers and development professionals are meeting a new and challenging set of obstacles as they go out into the world and attempt to raise money for their causes and organizations. In BeneFactors: Why Some Fundraising Professionals Always Succeed, a team of veteran philanthropy strategists and consultants delivers an exciting and practical playbook for modern fundraising that can be deployed in a variety of charitable and non-profit organizations and settings. You'll explore the eight factors you must master to exceed your fundraising goals in the modern era. In the book, you'll discover: * Strategies for navigating the digital fundraising transformation and how to guide your digital donors through the giving process * How to use data science and predictive analytics to inform your decision-making process and find better results * Ways to banish excessive risk aversion and uncover a boldness you didn't know you had in you An extraordinary and insightful handbook to fundraising in the digital age, BeneFactors: Why Some Fundraising Professionals Always Succeed is sure to find its way onto the bookshelves of board members, development professionals, and other leaders of fundraising teams and organizations.
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Seitenzahl: 272
Veröffentlichungsjahr: 2022
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Table of Contents
Cover
Title Page
Copyright
Dedication
Foreword
Acknowledgments
About the Authors
Introduction
1 The Data‐Driven Factor
Growth of Data Science
Predictive Modeling
Capacity Analysis
Source and Journey
Data Visualization
Talent Analytics
Reject the Cliché
Data Is the New Bacon
My Lifelong Love of Data
Start with a Data Plan
Data‐Driven Leadership
Applying Analytics to Fundraising
Getting Started with an Analytics Project or Program
Portfolio Management
Major Gift Prospect Identification and Cultivation
List Management and Reporting
Direct Mail Segmentation
Overall Results of Predictive Modeling
2 The Innovative Factor
Beginnings of Innovation
Walking Out the Door
There Isn't Enough Time
Challenge Conformity
Reason to Innovate
You Too Can Be an Innovator
Connecting the Dots
Dissecting the Genius
Innovative Advancement Practices
Failing Well
Timeline of Innovation
Spaces for Innovation
Catalysts for Creativity
Collaboration Creates Innovation
Thought Leadership
3 The Collaborative Factor
Collaboration Between Fundraisers
Collaboration with Other Development Professionals
Embrace Inclusivity
Collaboration with Volunteers
Collaboration Outside the Organization
Don't Go It Alone
Checking the Boxes: Diversity
Women in Fundraising: Equity
Inclusive Design
Cognitive Bias and Bias‐Based Thinking
Collaborative Fundraising
Collective Impact
Community‐Centered Fundraising
4 The Authentic Factor
Can Passion Be Taught?
Sales Training
Transparency
Learn from Your Volunteers
Connecting People with Their Passions
Passion for the Organization and Its Mission
Brand Ambassador
Donors as Friends
Why We Do What We Do
5 The Confident Factor
Partner Involvement
Fundraising Is a Choice
The Princess Obsession
Why Fear?
Fear of Rejection
No‐Fear Fundraising
Positivity in Fundraising
The Charisma Effect
Grit in Fundraising
Persistence in Our Profession
Rejuvenation
Pride in Our Profession
6 The Advocacy Factor
An Advocate for the Industry
An Advocate for Your Organization
An Advocate in the Public Space
Be
That
Person
Advocacy Requires Passion
Mentoring Up
Mentoring Down
Mentoring Alongside
Your Advocate
Advocate for Our Industry
Advocate Within Your Organization
Community Relations
Volunteer Advocate
Teaching and Speaking
7 The Digital Factor
Content Framing
Prospecting
Warming
Cultivation
Donor Relations
Sea Change
Fundraising in a Technology Integrated Era
Digital Disruption
Communication and Connectivity in the Digital Age
Storytelling in the Digital Age
Multichannel Fundraising
Digital Donor Journey
Cultivating Different Generations
8 The Leadership Factor
Driven by Character
Students of the Business
Embracing Fundamentals
Pursuing the Edge
Modeling Excellence
Manager of the Fundraising Business
Fundraising Manager versus Leader
Leadership Characteristics
Building a Team
Staff Retention
Professional Development
Employee Satisfaction and Engagement
Closing
Index
End User License Agreement
List of Illustrations
Chapter 3
FIGURE 3.1 Pipeline Yield Analysis
Guide
Cover Page
Title Page
Copyright
Dedication
Foreword
Acknowledgments
About the Authors
Introduction
Table of Contents
Begin Reading
Closing
Index
Wiley End User License Agreement
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JOSHUA BIRKHOLZ + AMY LAMPI
BENEFACTORS
WHY SOME FUNDRAISING PROFESSIONALS ALWAYS SUCCEED
Foreword by Kevin J. Foyle, MBA, CFREChair, Association of Fundraising Professionals Global Board
Copyright © 2023 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at http://www.wiley.com/go/permission.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read. Neither the publisher nor authors shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging‐in‐Publication Data:
Names: Birkholz, Joshua, author. | Lampi, Amy, author.
Title: Benefactors : fundraising strategies for the 21st century / Joshua Birkholz, Amy Lampi.
Description: First edition. | Hoboken, NJ : Wiley, [2023] | Includes index.
Identifiers: LCCN 2022027220 (print) | LCCN 2022027221 (ebook) | ISBN 9781119932796 (hardback) | ISBN 9781119932819 (adobe pdf) | ISBN 9781119932802 (epub)
Subjects: LCSH: Fund raising.
Classification: LCC HG177 .B485 2023 (print) | LCC HG177 (ebook) | DDC 361.7068/1—dc23/eng/20220809
LC record available at https://lccn.loc.gov/2022027220
LC ebook record available at https://lccn.loc.gov/2022027221
Cover Design: Wiley
Cover Image: © Macrovector/Shutterstock;Devita ayu silvianingtyas/Shutterstock
To you, the new fundraiser about to experience first‐hand the transformation possible through generosity, and to the seasoned professional, perhaps tired, weary, and persevering through an era of change—this book is for you. May we come together to encourage and uplift each other in gratitude and camaraderie to be the best agents of philanthropy that we can possibly be.
FOREWORD
I have enjoyed getting to know Josh Birkholz and Amy Lampi over the past several years through consulting, volunteer projects, and speaking engagements with the University of Texas System and the Association of Fundraising Professionals. Therefore, I was honored to partner with them on their next project, BeneFactors.
As fundraising innovators, Josh and Amy saw the need years ago for equipping the next generation of fundraisers and nonprofit leaders for a modern approach to fundraising. Historically, most professionals “fell into the field” of fundraising—and there remains to be seen a comprehensive primer currently in the market of what attributes or “factors” make up the modern fundraiser. That is why I think this new resource will be a benefit for our sector as it moves forward in what remains uncertain times. It is now more critical than ever that fundraisers understand the soft skills needed to develop into the nonprofit leaders of today and tomorrow.
As advancement leaders, we were seeing a talent crisis on the horizon even prior to the pandemic, but we did not realize how much the pandemic would exacerbate the shortage of qualified professionals in our field. It is estimated that thousands of development professionals left the field during the pandemic, leaving an even wider chasm of positions to fill in the nonprofit sector. I currently serve as board chair for the Association of Fundraising Professionals (AFP), a global organization consisting of 26,000 members in more than 240 chapters throughout the world. At AFP, we anticipate 80,000+ leaders to exit the nonprofit sector annually as the Baby Boomer generation retires. Why is this important? Nearly one million leaders will be leaving our sector over the next decade who are responsible for facilitating hundreds of billions of contributed revenue dollars to the US economy. According to Giving USA 2022: The Annual Report on Philanthropy, giving reached a record high of $484.85 billion in 2021 as we continued to navigate the pandemic. If equipped with the skills necessary, I strongly believe that fundraising professionals are uniquely positioned to be the leaders of our future nonprofits as we continue to elevate and empower philanthropy in our society.
However, we must start early and think big: What if every student leaving college or university knew what the development profession is and can make an informed choice to enter the field? I join Josh and Amy in wanting BeneFactors to not only inspire the emerging or current fundraising leader, but also to provide a practical guide for academic philanthropy programs on our university campuses across the nation.
Please join me, Josh, and Amy in advancing our field for the fundraising professionals and leaders of tomorrow.
Kevin J. Foyle, MBA, CFREChair, Association of FundraisingProfessionals Global BoardSenior Vice President for Development & Public AffairsUTHealth Houston
ACKNOWLEDGMENTS
We would like to first extend gratitude to our spouses (Tracy and PJ) and daughters (Zoe, Nora, Charis, Emily, and Lauren) for allowing us to take time away from our families to write this book and for their constant dedication and support as we continue to pursue this all‐encompassing profession of philanthropy. We would also like to thank our colleagues at BWF who have given of their time and expertise to help make this book a reality, especially Carole Arwidson, Meredith Berry, Allison Gannon, Justin Ware, Alex Oftelie, Bond Lammey, and Betsy Rigby. We are sincerely appreciative of Kevin Foyle for his contribution of the Foreword; and are grateful to our friends and colleagues in the profession who were contributors or provided support or endorsements for the book: Greg Robertson, Vu Le, Loubel Galik, Kristen Schlatre, Andrea Soper, Amir Pasic, Kathryn Van Sickle, Laura MacDonald, Victor Yates, and Andrew Recinos. Lastly, we would like to thank Brian Neill, Deborah Schindlar, and all our friends at Wiley for believing in this book and entrusting us with their resources.
And now abideth faith, hope, charity, these three; but the greatest of these is charity.
—1 Corinthians 13:13 KJV
ABOUT THE AUTHORS
Josh Birkholz is the CEO of the international fundraising services firm BWF. Josh is a leader in big philanthropy and an innovator in the business of fundraising. In his nearly two decades of consulting with leading nonprofits, universities, and healthcare centers around the world, Josh has redefined how we look at modern program design, fundraising in an evolving economy, and positioning in the high‐net‐worth marketplace.
Josh is the author of Fundraising Analytics: Using Data to Guide Strategy (Wiley, 2008) and a contributor to the books A Kaleidoscope of Prospect Development (CASE, 2008) and Return on Character (Harvard Business Review Press, 2015). In his roles as chair of the Advisory Council on Methodology, vice chair, and now chair of the board for the Giving USA Foundation, he has informed the Giving USA annual books since 2014. Among his awards for fundraising innovation, he received the Crystal Apple Award from CASE and the Apra Visionary award for his contributions to prospect development.
Amy Lampi is an associate vice president at BWF with more than 20 years of fundraising experience in the performing arts, education, and healthcare. As a development generalist, she has a wide range of experience from multichannel annual giving and development operations to major gifts and management of a development team. Prior to BWF, Amy held development leadership positions in the performing arts, where her cutting‐edge work in fundraising analytics with Josh Birkholz of BWF was featured in the August 2016 issue of The Chronicle of Philanthropy. She is a recognized national leader and speaker within the Tessitura Network and AFP as well as in her hometown of Houston. She is the immediate past president of AFP Greater Houston Chapter and serves on the AFP LEAD 2022 conference committee. Amy lectures on donor relations and fundraising analytics for Rice University's Glasscock School of Continuing Studies.
INTRODUCTION
Amy and I love fundraising. It is not just a job. It is not creepy or weird to ask people for money. It is not our fallback profession.
We have the privilege of seeing people do what they consider to be the most significant achievements of their lifetimes. We are witnesses of true selflessness. We are on the frontlines of what is good about humanity. We are in the business of helping others. We help make the world a better place.
In any other context, this would be hyperbole. In fundraising, it is real. It is palpable. It is inspiring.
But fundraising is also a tremendous responsibility. Donors let us in through locked doors to their finances, their values, their family, and their deepest passions. The objective of our work means kids can go to school, the environment can be protected, the sick will receive critical care, creativity will advance the human condition, and the hungry can eat. Fundraisers catalyze the generosity that solves the world's problems.
To meet this responsibility, our profession has evolved. Nonprofits today are more professional, systematic, complex, and effective than ever. Campaigns continue to grow to unimaginable levels. As the industry changes, roles in the development operation narrow with ever‐increasing specialization. We discuss concepts of scale, sustainable growth, decision science, digital platform marketing, economic forecasting, and talent development. Fundraising will always involve meeting with donors and asking for money. But it is no longer about only that. It is about so much more.
Amy and I have a history of collaboration, including the August 2016 Chronicle of Philanthropy cover story in which we provided new methodology for dynamic arts patron identification. We are both proud of our impact on the arts. Today we are focusing our collaborative energy on making a broader impact.
When we contemplated what it means to be modern fundraisers, we realized that we need to be so much more. There is plenty of literature on the craft of asking for money or on specialty areas of fundraising operations. But we've seen relatively little written about the full complement of skills and perspectives the modern fundraiser must possess. Our goal was to push the dialogue about this forward.
Amy and I took a different approach in writing this book than other offerings to the sector. For each attribute we believe an exemplary fundraiser must embody, I identified the concepts and described the essential characteristics. As a longtime consultant to the fundraising profession, I am privileged to have a broad view of many contexts in higher education, healthcare, human services, relief and development, the arts, and the environment—both in the United States and around the world. I get to see first‐hand what has worked and what hasn't. At times in this book I reference research studies, proprietary client‐based research, or qualitative observation that shaped my thinking. My goal is to present clear theory in a relevant context.
Amy then responds to each concept. As a very successful fundraiser herself with a track record of success in these key components, her goal is to make it real for you. She is the voice of grounded reality to balance my aspirational thinking. By presenting an experienced practitioner's perspective, Amy moved the content from theory into practice.
We encourage you to use this book as a teaching tool for your organization or talent development program. To make this easier for you, Amy provides a discussion guide at the end of each chapter that includes guided discussions to help reinforce the learnings for you and your colleagues.
By no means are the components of BeneFactors the final word. Instead, we are proposing a starting point for continued discussion and evolution. Take our book and dissect it. Challenge what needs to be challenged. Promote what warrants promoting. Open your mind to new perspectives, and then test them against your own contexts. Write the next book, blog post, or conference presentation that takes our concepts even further. Our motivation is one of generosity, borne of a desire to share and make you even more effective.
Thank you for choosing the life of a fundraiser. You provide a valuable and meaningful impact in our communities and on the greater world. If you are new to the profession, get ready for an amazing ride. Your donors will be some of the most remarkable people you ever meet. You will see them at their best, and you will help them be their best. If you are a seasoned veteran, thanks for continuing to push yourself with new insights. To everyone, I hope we provide value for the time you give us.
—Josh Birkholz
1The Data‐Driven Factor
Fundraising will always require sitting in someone's living room and asking for money. Data science helps determine which living rooms to visit.
Let's start with a total cliché. There are two kinds of fundraisers: the artist and the scientist.
Ugh. I expect you hear this at pretty much every fundraising conference. Some will say these two descriptors exemplify the best mix for a fundraiser. The so‐called artist is the relationship builder, whereas the scientist likes to use data. Is this really the best way to describe the professionals in the industry? Is artistry synonymous with relationship building? Is relationship building truly the antithesis of data? Can one not research relationship building like a scientist? Do artists not look at data? Is it really helpful to remind an operations or data professional that fundraising is really all about relationships? Are these characteristics mutually exclusive?
I might challenge this dichotomy by considering a really great artist. Take, for example, the concertmaster at your local professional orchestra. This highly regarded position is the first chair violinist entering the stage immediately before the conductor. Certainly, she would qualify as an amazing artist in her own right. How did she achieve such a status? Perhaps it was artistic intuition. Perhaps she studied—a lot. I suspect the latter.
Most likely, this concertmaster began learning the violin at a very young age. She spent many hours a day at home or in a practice room refining her technique. She studied music theory at university to understand harmonic structures, forms, and historic nomenclature. A working knowledge of Italian was necessary for playing under many different conductors. In her deep score study, she realizes that one composer might mean an entirely different thing in using the same marking as another composer. It would not surprise me if she studied wood grains, bow hair, and historic violin makers; can describe the effects of humidity on her instrument; and knows several modern luthiers on a first name basis.
In this situation, would you tell the premier performer that violin is just about playing beautiful music? I might suggest that great artists achieve virtuosity not from intuition or an innate sense of artistry. Rather, they achieve their success through a passionate, resolute commitment to researching and practicing their craft.
Now consider the virtuoso of fundraising. Perhaps she just has an innate talent for asking. Or, perhaps, she studied and practiced over many years. I suspect the latter.
Most likely, this virtuoso fundraiser began as a junior gift officer and faced the same rejection all too common in this profession. Maybe she reached out to an accomplished mentor figure for advice. She took courses on deferred and outright gift options to add to her tool kit. She met with her prospect research professional to learn about asset liquidity and stage‐of‐life considerations. Over the years, she read books about donor relations, prospect development, metrics approaches, and making asks. She has a history of telling faculty, program officers, or doctors that their pet programs did not test well in a feasibility study. It would not surprise me if she knows several foundation leaders, trust officers, and financial advisors by name.
In this situation, would you tell her that fundraising is just about the art of relationship building? I might suggest that great fundraisers achieve virtuosity not from intuition or an innate sense of artistry. Rather, they achieve their success through a passionate, resolute commitment to researching and practicing their craft.
Logically, the opening premise renders the title of this chapter irrelevant. A data‐driven fundraiser is really just a fundraiser. Or maybe not just a fundraiser, but a great fundraiser! Not sold? Okay, let's unpack this a bit.
Growth of Data Science
Over the past two decades, all industries witnessed a data science transformation. From predicting shopping patterns to predicting elections, from manipulating shopping patterns to manipulating elections—we've really seen it all. Data is everywhere. Some of it is very cool. Some of it is thoroughly scary. Some businesses are highly ethical and deeply committed to the public good. Some businesses are completely profit‐dominated. Automation is welcomed in faster shopping and better playlists. Automation is not so fun if our jobs are on the line. The good, the bad, and the ugly are all tied up into this thing called “data.”
In the fundraising profession, we saw the origin in prospect identification. Borrowing from the underwriting book in lending, we produced scores to predict who might be good prospects for future gifts. This was all well and good as long as it remained the purview of the researchers. But then, annual giving and direct marketing programs started to take notice. Audience personas and segmentation became common nomenclature. This was all well and good as long as it remained the purview of the marketing types. But then, leadership started running capacity analyses and staffing studies for campaigns. Prospect management teams began studying which activities were most influential in closing gifts. Consultants started conducting donor sentiment analysis studies. Now, this was just too close. Fundraisers everywhere began asking themselves “might I be data‐d” out of a job? If I am a fundraiser who doesn't understand data, am I truly relevant anymore?”
For me, this line of thinking is completely off the mark. Rather, the value of a great fundraiser is so high that data science is its Fort Knox. Prospecting analytics developed to provide better names. Marketing analytics developed to warm the pipeline and increase the flow. Leadership used the staffing studies and capacity analysis to make the case for more fundraisers. Prospect management teams wanted nothing more than success from the fundraiser. Consultants wanted to tell you what the donors think so you could refine your skills. This data is for you. If you are a fundraiser, committed to your craft, you are truly relevant. Not only that; you are prized.
This fear of professional relevance is the main driver behind the “art and science” discourse. By lumping the hard stuff into a straw man called “science,” one can remain relevant by offering the “art.” But there isn't anything to fear. Let's look more closely at the science aspect.
Predictive Modeling
If you were a fundraiser in a one‐person shop, surely you needed to find some prospects. Likely you started with your board members and existing donors. You met with the donors giving the most to try and upgrade them to even higher levels. Then the needs expanded and your team grew. To find enough prospects for the campaign, you had to look beyond existing gift levels. To start, you may have screened the file for wealth information.
Your prospects consisted of bigger donors and high‐capacity folks regardless of gift history. As the file grew, the pipeline began to overwhelm the fundraiser. High‐capacity prospects might have little engagement with the organization, resulting in dead‐ends. In response, your researchers studied markers of engagement and produced a simple score to help prioritize the modest donors. Over time, the program continued to grow, and the campaign goals seemed unachievable. With the limitations of public wealth data, how was a fundraiser to find enough prospects? Could we screen for other factors such as probability to give a major gift? This demand saw the birth of predictive modeling for fundraising.
But what is it? At its core and as it pertains to prospecting, predictive modeling is finding distinguishing characteristics of major donors and scoring constituents by their fit to these characteristics. By contrast, market research looks for descriptive characteristics of major donors. Distinction helps you find; description helps you group.
If I were describing the Where's Waldo children's book (Where's Wally in some countries), I might say it is an illustrated book. It contains very detailed drawings with bright colors. The characters are simple, but the volume of characters and situations make it complex. The idea is to find the namesake character. This description is very accurate.
By contrast, if I were instructing a reader in finding Waldo, I might show a picture and identify his distinguishing characteristics. Waldo wears a red and white striped shirt and a stocking cap. He is rather tall and rail thin. His bangs feather out from under his cap, and he wears round, John Lennon‐like glasses. The idea here is to contrast Waldo's characteristics from the other characters on the page. By finding red‐and‐white‐striped shirts on the page, the seeker is more likely to ultimately find Waldo.
Similarly, a predictive model for major donors will not describe characteristics of the donors in a way that enables effective marketing. For example, 75% of major donors might live in the suburbs. This descriptive information might be helpful to marketing in event location planning. However, it might also be true that 75% of constituents in the database live in the suburbs. It gets you no closer to finding a major donor. Rather, it is like describing Waldo to a young reader as a brightly colored cartoon drawing, which does not distinguish him in any meaningful way.
A predictive model will look for differences between major donors and the random population. When these differences emerge, finding more major donors becomes more efficient. An assortment of distinguishing characteristics are assembled into a score. Those with higher scores are more distinct from the random group. Those with lower scores look more like everyone else. By focusing on those with higher scores, the odds of finding a future major donor increase just like looking for the red‐and‐white‐striped shirt helps us find Waldo in a crowd.
In recent years, these scores moved from a static snapshot of distinction to a more dynamic measure. As the data profile of each constituent changed, so too changed their score. In a few cases, organizations are letting statistical software or coding learn and change its criteria without human‐driven comparison analysis. This “machine learning” is often called “artificial intelligence.” The result is the same insofar as identifying the constituents with the greatest odds of giving a major gift.
Recently, there has been a flood of artificial intelligence solutions for prospecting. With the maturity of the prospect development profession and the vendors that support this part of the sector, the ability to find potential prospects has matured beyond the ability to cultivate all the names to implement. So data sciences began to turn their sights to relationship management.
Predictive modeling for relationship modeling maintains its basis in comparison. However, rather than distinguish which prospects are most likely to give, these models focus on which activities are most likely to lead to gifts. A method used at many larger major gift programs is comparative performance analysis. Fundraisers with the highest levels of production are compared to those with lower production. The characteristics under evaluation are activity data such as visit count, portfolio penetration, visit spacing, time from assignment to first contact, ask levels respective of capacity, ask volume, ask penetration, channel of discovery attempts, number of discovery attempts, cultivation pacing, ask timing, and so on. If the activity under review has the same counts between the two groups, the activity is not a contributing factor for higher production. If the activity measurement is different between the groups, then there is reason for further investigation.
The goal of this type of analysis is not to evaluate the fundraiser, but rather to provide a better route to success. Much like how a GPS provides the best route based on the data at hand, relationship modeling reveals the optimal activities for successful fundraising. The GPS may not know of a new roadblock requiring a revised route. Similarly, relationship modeling simply provides a route subject to revision. Collectively, if the recommended activities influence officer‐metric weighting, then the result should be increased production effectiveness by the fundraising team.
Example
Premise: A major US university needed to refine its fundraiser metrics to meet an aggressive major gift campaign goal. Based on existing run rates, it was unlikely to meet the numbers unless a few transformational gifts emerged. The top prospects for the campaign were already solicited. Waiting for unicorn gifts was insufficient.
What They Did: The development program contracted a data scientist to find 20% more production from its major gift team. The data scientist evaluated portfolio composition, performance activities, staff composition, and staffing levels. He conducted a relationship model to determine the top drivers of production. He recommended a shift in focus to solicitation volume with ask‐level management at the officer level. He also pointed out that first‐ and second‐year fundraisers were all over the map in solicitation level and timing. He recommended purposeful mentorship in solicitation effectiveness. Thirdly, he recommended a staff ramp‐up in select units where there were many highly engaged prospects without manager attention.
The Result: The ramp‐up for new fundraisers shortened, production per officer increased, and boldness in asking was met with boldness in giving. The fundraisers were still meeting with prospects as before. However, they were more focused on activities leading to effective solicitations. In short, the fundraisers met their goals. They were data‐driven. The data was there to help them. And it did.
