- Doubled the number of campaign donors making gifts between $50,000 and $1 million from 149 in FY 2012 to 302 in FY 2013
- Major gift officer referrals of planned giving donors increased due to an emphasis on comprehensive gift conversations and increased internal collaboration
Heading into the public phase of its campaign, Oberlin had reconstituted much of its leadership giving team. Development leadership wanted to implement a common framework, structure, and language across the frontline fundraisers. Oberlin had also been struggling with the need for more effective collaborate between the planned gift and leadership giving teams, especially in terms of integrating planned giving into more donor conversations. As the leadership team learned more about Plus Delta’s approach and the experiences of peer institutions, they decided the timing was appropriate to engage in a tailored program to accelerate gift officer productivity during the campaign.
The Plus Delta process changed the way Oberlin’s leadership and planned giving teams thought about engaging and managing their donors. Donor strategy meetings began to draw on the approach and sequencing inherent in Plus Delta’s methodology – for example, establishing prospect status in the process and appropriate next actions and questions to move the prospect forward. The impact of this more disciplined process was significant. During fiscal year 2013, Oberlin more than doubled the number of campaign donors making gift commitments between $50,000 and $1 million from 149 in FY 2012 to 302 in FY 2013. Oberlin also experienced much greater productivity from the leadership gifts team around planned giving.