The Rise of the Major Gifts Officer

My description of the rise of the major gifts officer as the primary if not sole role in most development shops struck a nerve with a large AFP audience I was speaking to several weeks ago. Several people in the room adamantly disagreed with my suggestion that new acquisition and other low-margin fundraising methods were likely to undermine their ability to achieve measurable progress in their careers. I insisted that being content with new acquisition as the centerpiece of their career could interfere with their employment opportunities in the future. I also argue in my forthcoming book, The War for Fundraising Talent, (To be released in late 2017) that the emphasis on new acquisition in most job descriptions is a clear explanation for low donor retention and rapid professional turnover.

I certainly can't be the only one to recognize that fundraising professionals can't compete with the advances in technology and the outsourcing options that are becoming increasingly viable for nonprofit organizations. Add the efficiencies of high-capacity volunteers, and shops of all sizes may quickly discover that a paid professional is completely unnecessary for acquiring initial gifts.

While many of today's fundraising professionals have been able to specialize as master technicians for decades, it is highly unlikely that the sector will continue to include these types of specialists on the payroll in the future. Whether we like it or not, nearly all of our new acquisition and other highly-technical, logistical, process-oriented tasks have always operated like a machine, hence the high cost and low margins, and have had to be as efficient as possible in order to reach a breakeven point as quickly as possible. A full-time employee certainly doesn't help with keeping those costs low. In addition to being efficient, new acquisition is designed to provide an immediate return, therefore no one is expecting the most meaningful gifts this early in the process. Also, characterized only by explicit, low-context communication, new acquisition can be administered by anyone on the planet if they offer the organization the right price to facilitate written and digital communication. In a world where technology connects everyone in ways sufficient for an initial exchange, it's not essential that these messages originate from someone seated in the local office. 

This is not to suggest that new acquisition is no longer necessary. Quite the contrary. We will always require a means for acquiring new donors. My intent, while admittedly contrarian, is to advocate for a new generation of fundraising talent by raising the question of whether organizations, especially smaller shops, will continue to pay employees to accomplish the first step in the fundraising continuum. It seems pretty clear to me that what we generally refer to as a major gifts officer will soon become the dominant role that most organizations are willing and able to pay for in a fiscally sound development plan. As I say to our clients, the first fundraiser on the payroll always asks in person. As difficult as it is in today's market to find someone qualified, disciplined and committed enough to consistently deliver on meaningful engagement and direct solicitation, organizations will likely find more efficient ways to accomplish everything that precedes it.

The rise of the major gifts officer in a tight labor market drives the price of fundraising talent even higher. Here again, we arrive at the reality that new acquisition has to be as efficient as possible. In my book I describe new acquisition as the looming career-killer for many fundraising professionals unwilling to adapt. Long tenured professionals may find themselves competing, and losing out to with younger talent who are willing to follow instead of buck the trend. Again, this isn't because we're declaring anything dead or no longer necessary. It's because technology, less expensive outsourcing options, and volunteer labor are increasingly difficult to compete with. I encourage fundraising professionals to shift their paradigm from a profession with a broad scope of work to one that is narrowly defined by fewer donor relationships, meaningful engagement and direct solicitation. 

For those who are interested in reading the introduction and first chapter of my book, email me at [email protected] Please include Excerpt Request in the subject line.