Just focusing a process improvement effort on major gifts will result in a significant increase—if done right. But sustained performance improvement that doubles or triples the amount raised annually does require a focus on all of The Four C’s that are the pillars of high-performance fundraising.
Capacity: A process-based, metric-measured structure and operations that multiply the effectiveness of the people involved.
Case: A compelling, attention-getting, donor-centric reason to give that is oriented to today’s investor philanthropists;
Constituency: An effective structure that brings the right composition of board members, campaign volunteers and institutional and community partners to the fundraising process; and,
Culture: A performance-oriented organizational culture for philanthropy that embraces process, measures and metrics, while recognizing the opportunities.
Creating a Breakthrough Case
A fundraising case for support based on the ongoing good works of the organization is sufficient for annual fund solicitations and special events, but will not inspire the excitement necessary to attract sizeable major gifts. The same is true at a different level in the case of the typical capital campaign, which will attract major gifts, but only from the beneficiary’s own constituency.
A breakthrough case for support is one that dramatically differentiates the beneficiary institution in the marketplace in a way that makes achievement of significant performance improvement targets possible by attracting new donors at major gift levels.
The best way to get a major gift case developed is as part of a process that includes input from the potential large donors. The beauty of such an approach is that for the same nickel, it provides support to the case development process while developing relationships with potential donors. It recognizes that donors give for their reasons, not ours.
Check out the AFP Toronto Blog next Wednesday for Part 4 of Steve Reed’s series on Fundraising Performance Improvement.
Next: The Power of Process in Fundraising Performance Improvement (FPI)
Steve Reed lead the session R-04: Hope is Not a Strategy: New Approaches to Fundraising Based on Performance Improvement Principles at AFP Toronto’s Fundraising Day on June 8. He unpacked FPI based on blend of learnings from five organizations, including two in Canada, with fundraising staffs ranging from one FTE to nearly 50.
About Steve Reed
Steve Reed offers 30 years of experience in business development, executive search, fundraising, marketing, performance improvement and strategic planning. His work creating innovation and ideation processes, coupled with 20 years of experience as a fundraising consultant, led to a pioneering application of six sigma and lean principles in fundraising. Reed has planned and directed well over $100 million in campaigns. He has completed executive search assignments, moderated hundreds of consumer focus groups and facilitated numerous board and staff retreats and workshops. His professional memberships reflect a diversity of interests. He holds accreditation from the Public Relations Society of America, is a member of the Counselors Academy, the Healthcare Financial Management Association, the Association of Fundraising Professionals and its Chicago Chapter, the Association for Healthcare Philanthropy, the Society for Healthcare Strategy and Market Development, and the American Marketing Association. Follow Steve Reed on LinkedIn.