by Richard Perry and Jeff Schreifels | Apr 15, 2022 | Admin support, Administrative Support, Overhead | Admin Support, Management, Overhead
When you hire administrative support for your fundraising team, freeing them up to focus on donor relationships, there’s a financial impact.
by Jeff Schreifels | Dec 27, 2023 | Finances, Fundraising ratios, Investment, Net Revenue, Non-profit Management, Overhead, Return on Investment | Finance, Management, Overhead, Pipeline Development, Return on Investment
Many leaders are so focused on ROI that they fail to think “big picture” about investing in their fundraising programs.
by Richard Perry and Jeff Schreifels | Jul 27, 2022 | Culture Change, Finance, leadership, Major Gift Officers, Overhead | Admin Support, Finance, Major Gifts, Overhead
Overhead isn’t a bad thing. You need to invest in infrastructure for your major gifts program to build net revenue year over year.
by Richard Perry and Jeff Schreifels | Jun 10, 2016 | Finance, Fundable Projects, Overhead | Major Gift Officers, Major Gifts, Overhead, Programs, Uncategorized
Major donors want to make an impact with something they have a passion for. This is why you need to package your entire budget into the different projects and programs you have going on, as you work to change the world.
by Richard Perry and Jeff Schreifels | Feb 12, 2014 | Donors, Fundraising, Managing, Overhead, Results, Stewardship | Major Gift Officers, Major Gifts, Non-Profits, Uncategorized
It used to be that all the average charity would have to do was simply ask and the donor would simply give, no questions asked, whether they be in the donor’s mind or in actuality. All of that has changed, but this change has not dawned on many non-profits or major...
by Richard Perry and Jeff Schreifels | Mar 11, 2013 | Caseload Value, Fundraising ratios, Overhead, Results, ROI | Donor-Centered, Major Gift Officers, Major Gifts, Overhead, Uncategorized
There are smart destinations and there are stupid ones in major gifts. Jeff and I experienced one situation in which the Director of Development and all of her MGOs had only one objective for each donor on each caseload: to build relationships with donors and not ask...