- The staff raised $99M in the most recent two years of the campaign (last capital campaign took 9 years to raise $110M).
- We have continued to see leadership annual fund revenue grow from $2.69M to $5.56M during the campaign, representing $25M in unrestricted revenue to the School.
- Gifts of $250k-500k have more than doubled over the last two years, and gifts of $500k-1M have increased by 46%.
- Staff were not being diligent or disciplined about qualifying prospects, but rather assuming that everyone in their portfolio was a prospect who simply needed to be cultivated. This led to ongoing/long-term cultivation of suspects and reluctance or inability to move to an Ask.
- Gift officers were shopping menus of priorities versus engaging qualified prospects in a dialogue about (Sloan-defined) areas on which they had a desire to make a definable impact through their giving.
- Equipping the frontline gift officers with a shared donor engagement process, language and communication tools enabled efficient handoffs and a shared culture of performance-based fundraising.
- Enhanced discipline of qualification across the team coupled with more effective communication tools allowed gift officers to move prospects through a defined philanthropic process more quickly and efficiently.
- Gift officers stopped “menu-sharing” and defaulting to transactional conversations that left philanthropic dollars on the table and shifted to impact-based dialogues yielding increased dollars raised in FY ’15 & FY ’16 in critical bands including $100k-$500k, $500k-$999k, and $1M-$5M.