There seems to be confusion from leaders and managers about who should be creating the strategy for how you, as a major gift officer, should be cultivating, stewarding, and soliciting your donors.

Just this past week, several development directors tried to make the argument that their donor research and analytics team should set the strategy for their major gift officers. Their argument is that the research and analytics team know the donor because they are into the numbers. They have researched the donor’s capacity and, additionally, have made internet findings.

Not only have Richard and I heard that the donor research team should set strategy, but they should also be the team that sets the MGO’s caseload. And, their revenue goals!

I get it. Anyone who’s worked in a university major gift setting is familiar with this failed idea. I know that seems harsh to say. But, we’ve witnessed firsthand the harm that this thinking causes major gift officers.

“They (the donor research and analytics team) handed me a caseload of 300 donors and told me that according to their wealth capacity ratings, I should be able to bring in $1.5MM in revenue.” This is a common comment we hear from MGOs. Just replace the number of donors well above 150 and a crazy revenue goal.

Let me be clear. Setting and qualifying MGO portfolios and creating donor strategy (which includes revenue goal setting for each donor in a portfolio) should be done by the MGO and their manager. Together. This should not be done by any other department within development and “put upon” an MGO.

Why? Because it’s the MGO that knows (or should know) the donor. They have the relationship. And, it’s the manager that asks the good questions to make sure the goals and strategies are appropriate.

Now, what role should the donor research and analytic team play?

Put simply, they should support the MGO, help them be successful, and assist in developing authentic relationships with their donors.

The donor research and analytic team can accomplish this by assisting the MGO in creating their caseload donor pools from which the MGO qualifies donors into a portfolio. They can supply the MGO with donor data, information, and donor research that helps the MGO create solid strategic plans for every donor. Sitting down together (at least monthly) to review the caseload and the data that is being entered into the database is also incredibly helpful and supportive.

It’s the MGO and their manager that create donor strategy. And it’s the MGO who owns it, since the MGO is terminally responsible to achieve their revenue goals by building strong relationships with their donors.

Jeff

This post originally appeared on the Passionate Giving Blog on October 12, 2020.