Forward Thinking Issue 1 April 2025

I SSUE 1

APRIL 2025

D riv i n g S t r a t e gy T h ro u g h D em o g r a p h i c s Under st an di n g Ke y Fa ctors i n D o n o r Beha vi o r

Wh y do n o r f e e d ba c k is c r it ic a l p. 16

By Kara Wagner “There are people here in the Bronx who are first-generation, low-income students who really want to be doctors, pursue medicine, and practice here, but just aren’t able to have the opportunity, whether that’s due to financial reasons or a lack of resources.

But once you remove the financial burden, anyone can dream bigger.”

— Samuel Woo, a first-year student at the Albert Einstein College of Medicine, upon learning that Ruth Gottesman, a former Continued on page 3 

B rought t o you b y

Forward Thinking | April 2025 Published by Association for Healthcare Philanthropy 2550 S Clark Street, Suite 810 Arlington, VA 22202 www.ahp.org Managing Editor Jenny Love Business Editor Michelle Gilbert Peer Review Committee Chair Sarah Fawcett-Lee, FAHP, CFRE Peer Review Committee Murray Ancell, MS, CFRE Michelle J. Collins Jolene Francis, FAHP, CFRE Ben Mohler, MA, CRFE Elizabeth Rottman, CFRE ©2025 Association for Healthcare Philanthropy. All rights reserved.

The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Association for Healthcare Philanthropy.

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professor at the college, donated $1 billion to cover tuition for all medical students.

One donor. One gift. Countless lives touched. If you are reading this article, it likely means you’ve already witnessed the power of philanthropy in action and can attest to its transformative impact on healthcare and students like Samuel.

Yet, with the need so great right now, fundraisers are constantly seeking the next prospect and the next solicitation. How can we find the next Ruth Gottesman?

With demanding goals and a passion for the mission, fundraisers are always asking, “How?” How can philanthropy be scaled and accelerated? How can fundraisers find that one donor—the proverbial needle in a haystack—and inspire them to take action? Demographic research and an understanding of giving patterns just might hold the answer.

Creating strategic engagement plans that effectively and efficiently result in philanthropic funding is a crucial step in the engagement process, but it is often

difficult to know where to begin. One effective strategy for developing these plans may start by considering how demographic trends can provide clues to what motivates, influences, and shapes a donor’s preferences. This insight can help create a more tailored and meaningful approach. With a solid understanding of demographic trends, fundraisers can craft strategies that build meaningful engagement steps and create a donor experience that maximizes the likelihood of charitable contributions by identifying tactics that may resonate more quickly and result in a gift sooner. But as with all donor strategies, there can never be a “one-size-fits-all” approach.

To better understand how healthcare donors make philanthropic decisions and what factors influence those choices, BWF launched a bi-annual research study in 2000, What the Affluent Think About Giving to Healthcare.

The 2023 edition, conducted in November, aimed to dive deeper into insights from major-gift-capable donors— those with household in-

A b ou t the Au t h or

Kara Wagner, associate vice president, at BWF, has a focus on academic healthcare philanthropy, excelling in inspiring and leading teams of driven professionals to meet fundraising and organizational goals through building and managing long-term relationships, developing thoughtful strategic donor and campaign plans, and creating new fundraising opportunities to increase philanthropic support. Connect with Kara to learn more at kwagner@bwf.com.

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comes of at least $250,000— who donated to healthcare or hospital organizations within the past year.

nors may choose to give.

Women are often motivated by a strong sense of empathy and community. AccordUnderstanding how demoing to a study by the Womgraphics influence donor en’s Philanthropy Institute, behavior enables fundraisers women are more likely to to strengthen relationships donate because of personal and optimize philanthropconnections to a cause, and ic outcomes. In this article, they often feel driven by the BWF explores the role of desire to contribute to the demographics, focusing on well-being of others in their gender, age, and marital sta- community.1 This emotional tus in charitable giving. Using connection is reflected in their giving behavior: womthe 2023 survey results and en are more likely to engage other leading research, BWF with healthcare initiatives further segmented responthat offer tangible benefits dents for deeper analysis. to individuals and families.

The findings highlight that They are also more respongender and age are key facsive to storytelling that hightors influencing: lights personal narratives • Donor motivations to give and the direct impact of their • Key influences on donors donations on others’ lives.

Men, conversely, are more • Communication and eninclined to give to broader gagement preferences. causes with measurable outcomes. Data from the 2023 D o nor Mot i vati o n s Healthcare Survey by BWF t o Give shows that men, on average, prioritize clear and concise Understanding the core communication, with a parmotivations behind charitable donations is essential for ticular emphasis on the effieffective fundraising, particu- ciency and effectiveness of larly in the healthcare sector. healthcare projects.2 These donors are often motivated Demographics such as genby the perceived financial der, age, and marital status impact of their contributions influence why and how do-

Women often donate because of personal connection.

Men typically look for measurable outcomes

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and appreciate being able to see direct results in terms of numbers, such as the number of patients served, or the specific medical advancements made. The same study reveals that men tend to give larger gifts than women, though women engage more frequently with smaller, recurring donations.

Age also plays a significant role in shaping donor motivations. According to the 2023 BWF survey, Millennials and Gen Z are increasingly motivated by social justice and a desire to create longterm impact.3 These generations are more likely to support healthcare causes that focus on innovation and societal change, such as funding medical research for underfunded diseases or ini-

tiatives aimed at improving public health. This contrasts with older generations, who often prioritize legacy-building through contributions to large-scale infrastructure, such as hospital construction or funding for long-term care services.

K ey I n f l ue n c e s on Do n or s The factors that influence a donor’s decision-making process are varied but often stem from personal experiences, values, and perceptions of impact. Understanding these influences is critical for crafting effective fundraising strategies.

For women, personal stories and community connections have the greatest influence.

The 2023 BWF study found that women donors are most influenced by seeing the direct impact of their donations, particularly through stories that highlight individual success or healing.

Additionally, marital status can influence giving patterns—married women are often more likely to give collaboratively with their spouses, sharing a sense of joint commitment to a cause.

Unmarried women, however, are more likely to prioritize causes that resonate with their immediate social circles or personal experiences.

In contrast, men are often influenced by more pragmatic factors, such as the potential for societal recognition or a demonstrated return on investment. According to re-

A b out t h e De mog ra p h i cs The demographics discussed in this article—such as gender, age, marital status, income, and generational traits—are based on conventional categories and serve as a general framework. These classifications, however, do not encompass the full spectrum of individual identities and experiences, such as nonbinary or genderqueer identities. Age groups and generational labels (e.g., Baby Boomers, Gen X, Millennials) are broad and may not reflect everyone’s unique experiences. Similarly, marital status and income categories may not fully capture diverse life circumstances. Future work will aim to be more inclusive and respectful of all individuals.

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search from the Lilly Family School of Philanthropy,4 men are more likely to donate to causes where they perceive that their contributions are efficiently managed and directed towards tangible, measurable outcomes. They also prefer financial transparency—knowing exactly how their funds are being used, with clear reporting on the financial stewardship of their donations.

Generational differences also significantly influence giving behavior. Millennials, for example, are much more likely than older generations to support causes via digital platforms. In a 2021 report by Fidelity Charitable,5 66% of Millennials reported tracking the results of the organizations they support, compared to just 32% of Baby Boomers. Millennials also demonstrate a strong preference for donating via online platforms and are highly influenced by their peers and social networks, further highlighting the need for healthcare organizations to engage younger donors through digital channels.

Co mm un i c a t i on and En ga g e m e n t Prefe re n c e s Effective communication is a key driver in maintaining donor relationships, but the preferences for communication methods vary significantly across different demographic groups. Understanding these preferences is essential for tailoring engagement strategies.

For women, a multichannel approach tends to be most effective. Research from Double the Donation6 shows that women are more likely to engage with healthcare causes through a variety of

channels, including email, social media platforms (such as Facebook and Instagram), and personalized direct mail.

Women are also more likely to participate in volunteer activities or attend informational webinars, where they can engage directly with the cause.

Men, on the other hand, prefer more direct and efficient communication methods.

According to the same survey,7 men tend to favor concise email updates and text messages over other forms of communication. Men also place a premium on information that highlights measurable outcomes and the effec-

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tive use of their donations.

Millennials and Gen Z are the most digitally savvy demographic groups, with a strong preference for engaging with healthcare causes through social media and online content. According to the Millennial Impact Report, 84% of Millennials prefer to give through online platforms.

This preference reflects their comfort with digital tools and their desire for convenience in charitable giving.8 Platforms like Instagram, TikTok, and X are critical for engaging younger donors, particularly when organizations use these platforms to share compelling stories,

highlight real-time updates, and offer behind-the-scenes glimpses of their work.

older donors may appreciate updates on the long-term effects of their contributions.

Regardless of demographic trends, personalization remains crucial. According to a 2022 report from Salesforce,9 72% of donors said they expect organizations to provide personalized communication based on their preferences and giving history. Segmentation of donor databases allows for targeted messaging that speaks to the values and interests of each donor group. For instance, younger donors may be more likely to respond to messages that highlight social impact and peer involvement, while

Data analytics play a significant role in effective donor engagement. By utilizing CRM tools and automation, organizations can track and respond to donor preferences in realtime, optimizing communication for each segment. As noted in the 2023 BWF survey,10 53% of major gift donors stated that receiving personalized communication significantly increased their likelihood of giving again, underlining the importance of data-driven strategies.

Un d e r st a n d in g Soc i e t a l N or ms , St e re ot yp e s , and Individual D i f f e re n c e s While men and women may have different motivations for philanthropy, understanding what influences those motivations is essential for developing effective fundraising strategies. Beyond individual preferences, factors like societal norms, gender stereotypes, and

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personal experiences play a significant role in shaping how people approach giving, especially in healthcare

havior can help fundraisers craft engagement strategies that resonate with donors on a more personal level.

philanthropy.

Interestingly, the 2023 BWF

Soc i e ta l N o r m s a n d

Healthcare Survey found that, despite some gender

them. By understanding and adapting to these factors, fundraisers can foster stronger, more personalized connections with their donors.

Th e P o w e r o f

Stere o typ e s

differences, men and women

P e rso n al E x perience

A 2020 study published in Sociology of Health and Illness defined societal norms as shared rules or behaviors considered acceptable within a particular group or society.11 These norms often dictate what is considered “appropriate” behavior for different genders, influencing how individuals engage with philanthropic causes.

While personal attitudes are internally driven, societal norms reflect what people believe is expected of them by others.

share many core motivations

While gender and societal norms certainly influence giving, personal experiences are often the most powerful motivators of philanthropy.

Research consistently shows that life-changing events, particularly health-related experiences, are among the leading factors in shifting individuals’ giving priorities.

This distinction is important.

While society may encourage men to be less emotionally expressive, research shows that emotions deeply influence men’s philanthropic decisions. In fact, 53% of men stated that emotional factors played a significant role in their giving.12 Therefore, un-

contributions.

derstanding how societal expectations shape giving be-

for supporting healthcare causes.13 Both genders rank the same top three reasons for supporting healthcare organizations: community impact, accelerating research, and personal experiences. Additionally, both men and women express similar preferences when it comes to recognition: while both desire some level of acknowledgment, fewer than one-third of each group indicated no interest in receiving formal recognition for their

Fundraisers should recognize that societal norms are not always prescriptive of individual donor behaviors.

As norms evolve, there is an increasing need to look beyond traditional stereotypes and to create an open, nuanced dialogue with donors about what truly matters to

For women, personal experiences often correlate directly with giving, especially when those experiences involve their families or communities. According to the 2023 BWF Healthcare Survey, 74% of women reported that a personal or family healthcare experience influenced their decision to donate. Similarly, 61% of men cited personal experiences as a primary factor in their giving.14 Interestingly, older respondents tend to put less priority on a recent experience as a motivating factor than younger

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respondents do, regardless of gender. This may suggest that older respondents expect to need healthcare as they age and, as a result, may not be as strongly impacted by the experience, as they anticipate healthcare organizations will meet their needs. In contrast, younger individuals may not expect to need hospitalization and are often more profoundly affected by unexpected health events, which can have a stronger influence on their philanthropic decisions.

Regardless of demographics, unexpected health events, whether directly experienced or affecting a loved one, can significantly alter a donor’s perspective and redirect their philanthropic efforts. A donor who has traditionally supported causes like the arts may find themselves compelled to shift their focus to healthcare after a family member’s illness. This shift in priorities highlights the importance of understanding that personal experiences—especially health-related ones— can reshape a donor’s giving behavior.

As our society evolves and we gain a deeper under-

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standing of the differences between societal norms, stereotypes, and individual differences, it is essential to recognize that these factors can influence donor behavior in unexpected ways. Fundraising professionals need to be mindful of perceived “typical” donor behaviors while also creating opportunities for open communication to understand what truly matters to each donor. Rather than relying on assumptions rooted in long-standing societal norms, fundraisers should be attuned to key differences and similarities based on demographics, such as gender and age, and adapt their strategies to better align with donors’ unique perspectives and priorities.

Tur ni n g I n si gh t s i n to A c t i on While there are many ways to apply demographic data to strategies, let’s focus on how gender-based trends can inform a more impactful proposal by addressing motivations and influences.

Imagine a hospital that aims to raise $10 million for immunotherapy research. The

proposal to a male prospect may include stories of patients across the country whose lives could have been saved if immunotherapy options had been available for them during their fight.

While still full of emotion, a man may see the ability to impact thousands or millions of lives across the country.

On the other hand, the messaging to a woman may be tailored to focus on the specific type of disease that affected her grandmother or father, or the way the project could impact the lives of those in her community.

With just a slight tweak of messaging, the same project can resonate equally, but for different reasons, both of which can result in impactful philanthropy.

Additionally, many donors want to understand donor recognition opportunities during the solicitation process. By keeping in mind, the ways that gender and age may play a role in how a donor prefers to be stewarded, gift officers can ask thoughtful questions during the engagement process to better understand if visible

donor recognition opportunities are of interest. Professionals can come prepared with the most visible stewardship options available or may consider more subtle ways to showcase the impact of their gift.

Tr a n sfor m i n g H e althca re Th ro u gh P h ila nthro py

there is no greater tool than the power of human experience.

As you read this article, you may have found find yourself nodding in agreement or perhaps questioning the assumptions. Whether your motivations and desires align with the observations within your own gender or age

group, there is one certainty: you had an opinion. And just as with any opinion, it varies based on your unique perspective, molded by your individual experiences.

By tapping into shared human experiences and understanding the unique motivations, influences, and preferences of each donor

With many healthcare organizations facing funding gaps, philanthropy is not just a luxury but a necessity. Budget shortfalls, combined with historically bold campaigns, mean that many fundraisers are being asked to do more with less. When the average cultivation phase takes 12 to 24 months, but patient care and biomedical research need funding now, fundraisers must engage prospects and donors in a way that yields better results faster.

Though amazing predictive modeling tools and advancements in AI can help identify and prioritize prospective donors and even provide a glimpse into donor affinity,

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group, you can use the data and findings you just read as a starting point, while remembering that opinions are like belly buttons—everyone has one! Asking questions and adjusting strategies when you realize a prospect or donor doesn’t align with the data and demographic assumptions will still help bring more clarity, faster.

By leveraging demographic insights, you gain a valuable starting point for testing strategies. Maybe the assumptions are correct, and the way you described the impact on the local community is exactly the way to entice a female donor to take the next step in the donor journey. Maybe highlighting how research performed in a donor’s backyard impacts an entire nation can move a male donor to action. But maybe not. Just like all strategies, there is no guarantee.

Asking questions and seeking to understand what truly motivates and inspires each person is the most effective way to forge meaningful relationships.

The insights from this article and the studies referenced

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should be viewed as part of a comprehensive approach— one that still includes the proven practices of relationship-building, transparent communication, and an understanding of donors’ values and goals. By combining demographic data with personalized engagement, fundraisers can maximize their potential, foster longterm donor relationships, and, maybe, just maybe, do more with less.

By leveraging demographic insights you gain a valuable starting point for testing strategies

Notes 1 Women’s Philanthropy Institute, Give More: How the End of the Year Shapes Giving, IU Lilly Family School of Philanthropy, accessed March 18, 2025, https:// philanthropy.indianapolis.iu.edu/doc/institutes/wpi-give-more.pdf.

2 BWF, 2023 Healthcare Survey: What the Affluent Think About Giving to Healthcare (Minneapolis, MN: BWF, 2023), 5, accessed March 18, 2025, https:// www.bwf.com/2023-bwf-healthcare-survey-results-released/.

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BWF, 2023 Healthcare Survey, 5.

4 ​Jacqueline Ackerman, Xiao Han, and Una Osili, Women Give 2024: 20 Years of Gender and Giving Trends (Indianapolis: IU Lilly Family School of Philanthropy, 2024), 5, accessed March 26, 2025, https://hdl.handle.net/1805/45071.

5 Fidelity Charitable, New Mindset, New Horizons: The Future of Philanthropy, accessed March 18, 2025, https://www.fidelitycharitable.org/insights/2021future-of-philanthropy/new-mindset.html.

6 Double the Donation, Nonprofit Fundraising Statistics, accessed March 18, 2025, https://doublethedonation.com/nonprofit-fundraising-statistics/.

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BWF, 2023 Healthcare Survey, 5.

8 ​OneEach Technologies, “Engaging Millennials and Gen Z: Unlock the Potential of New Donors,” accessed March 26, 2025, https://blog.oneeach.com/ resources/engaging-millennials-and-gen-z.

9 Salesforce, 2023 Nonprofit Trends Report, X, accessed March 18, 2025, https://www.salesforce.com/content/dam/web/en_us/www/documents/ resources/salesforce-2023-nonprofit-trends-report-2024-03-06.pdf.

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KW research.

11 Beniamino Cislaghi and Lori Heise, “Gender Norms and Social Norms: Differences, Similarities and Why They Matter in Prevention Science,” Sociology of Health & Illness 42, no. 2 (2020): 409, accessed March 19, 2025, https://pmc.ncbi. nlm.nih.gov/articles/PMC7028109/pdf/SHIL-42-407.pdf.

12 Fidelity Charitable, 2021 Women and Giving, accessed March 19, 2025, https://www.fidelitycharitable.org/content/dam/fc-public/docs/insights/2021women-and-giving.pdf.

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BWF, 2023 Healthcare Survey, 9.

14

Ibid., 9.

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7 Re a s o ns t h e CPO Sh oul d Re p o rt t o t h e CEO

By Jim Lyddy, PhD, Principal, Graham-Pelton

The Chief Philanthropy Officer's (CPO) relationship with the Chief Executive Officer (CEO) plays a critical role in a healthcare nonprofit's fundraising success.

Fundraising should be an explicit part of CEO leadership expectations. This is more than an internal signal—it communicates to past, current, and future patients, as well as donors and the broader community, that philanthropy is a significant component of the hospital’s mission.

Experts, like the Graham-Pelton team, suggest that healthcare CEOs need to dedicate at least 10% of their time to philanthropy efforts. Here are 7 reasons the CPO should be a key member of the C-suite and report directly to the CEO.

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Access to the CEO enables the CPO to serve as a gatekeeper for strategic partnerships, knowing which ones to elevate and which to push back on.

Donors receive consistent, high-level attention and strategic engagement.

They and their families can experience genuine gratitude.

Sophisticated donors may wish to make gifts with specific, sometimes unconventional restrictions. The dynamic between donor interests and institutional priorities requires careful navigation. The CPO’s direct line to the CEO ensures these nuanced discussions happen transparently.

The CPO’s status as a C-suite member elevates the Board’s perception of philanthropy’s strategic importance

and allows Board members to be more confident in their philanthropic leadership, making them more likely to develop close relationships with donors and prospects.

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Clinical priorities will be better represented in philanthropic discussions, and the time that clinicians spend with donors will be optimized for impact.

Development professionals seek organizations where their work is valued at the highest level, and this will signal to potential hires that philanthropy is a strategic priority.

Without direct CEO reporting, the CPO may be perceived as a “non-player” in the hospital’s organizational hierarchy, This can lead to hesitation and equivocation during critical gift conversations.

Click to read the full article  15

Do n o r F e ed b a c k : T he P er f e c t P a irin g f o r any Do n o r Rela tio n s hi p

By Keith Raho Mission alignment is essential for all trusted representatives of a nonprofit. While we as fundraisers may not be on the front lines like doctors, social workers and researchers, we extend their impact and the mission they support.

It may appear to be an unequal comparison, as staff on the front lines engage in transformative care every day, while philanthropy personnel function as a link to this activity. This link plays a powerful role, however, as

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it can be the entry point for meaningful and long-term donor connections.

A relationship-focused, rather than transactional, approach to fundraising is widely lauded as the straight line to closing major gifts.

Any fundraiser who has maintained even one fruitful donor relationship knows the many benefits that came to their organization as a result. As fundraisers, we also have the humility to recognize that donor interaction with program staff—not just with the fundraisers—yields many additional benefits

to the organization, so this track is also a well-marked path in fundraising.

Wh e re O ur Va lu e s of C om p a ssio n a n d I n t e gr i t y A dd Va l ue The secret sauce to maintaining healthy donor relationships lies not in our fundraising activities (inviting donors to events, introducing donors to staff, etc.), but in our very values as individuals. We should challenge ourselves to embody the same values of compassion

and integrity that our donors observe in our frontline staff every day.

How can we show compassion and integrity, when we do not treat patients or assist hospital visitors as our frontline staff do? We demonstrate these values by avoiding transactional approaches with donors, highlighting their individuality, and not using the same relationship-approach for every donor. Compassion is never about us, and always about others. In the context of donor relationships, compassion means listening to our donors, understanding their unique experiences, and prioritizing their interests over our fundraising goals. In Ronald J. Schiller’s book, Raising Your Organization’s Largest Gifts, Schiller states, “Only by listening to donors can fundraisers tap into the full potential of what each donor and their organization might accomplish together. Starting with organizational needs almost always narrows the scope of the conversation and thus the size of a potential gift.”

By focusing on our donors’ values, we reflect our own

values and integrity.

Just as we should not visualize a donor only as a gatekeeper to a future gift, we should not approach relationship-based fundraising simply as a tool in our arsenal. Presenting our values as fundraisers does not mean pulling the wool over a donor’s eyes or presenting integrity as some sort of sales tactic; if we train ourselves so our compassion to our donors becomes stronger than our desire to raise funds from them, we will be that much closer to main-

Displaying our values as fundraisers means showing true compassion to build real relationships, not using integrity as a sales tactic

taining a real relationship.

S o , Wh a t A b out Do n or F e e d b a c k ?

Unlike donors to social service nonprofits or other charities, healthcare donors often benefit directly from the services they support. When a donor’s motivation is, ‘I donate because you changed my life,’ versus ‘I donate because I believe in your work,’ fundraisers gain a valuable opportunity to learn from them. Seeing donors as individuals means seeing their experience with your institution as critical to

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Abou t t h e Au th o r

Keith Raho is a major gifts and planned giving officer at McLean Hospital in Belmont, Mass. McLean Hospital is a leader in psychiatric care, research, and education and is the largest psychiatric teaching hospital of Harvard Medical School.

your institution’s future success. This is also why healthcare philanthropy can be such fertile ground for donor engagement.

While surveys provide feedback, personal conversations will always remain the gold standard. Asking, ‘What was the highlight of your time with us?,’ or ‘How was our program different from others you have experienced?,’ can spark meaningful conversation. The beauty of donor feedback is that it does not have to be positive to be useful. Many new nonprofit programs across the world came from caring individuals who used their philanthropy to fill service gaps; likewise, the feedback of individuals who have had less-than-ideal interactions with a healthcare institution have as much value as those with good experiences—and those with negative feedback may be more primed to share it.

Like displaying compassion and integrity, mining for donor feedback should not be used as a sales tactic. An established foundation of compassion and integrity

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makes incorporating donor feedback both natural and engaging. As an element of customer service, donors who are invited to share feedback will feel respected, valued, and a true partner in the organization’s work.

Since different institutions offer varying levels of authority to their donors, philanthropy staff can use the feedback cycle to clarify the expectations of the donor relationship.

The participation of donors in meaningful feedback discussions can take the donor relationship to new heights.

Consider this case study: an individual used a hospital’s program and had strong feelings about what worked and what did not. After the philanthropy staff actively listened and gained a clear understanding of the individual’s wishes for improvement, the individual was invited to meet with frontline program staff to discuss further. The philanthropy staff was never defensive and did not push back on any criticism. After meetings with the program staff, who also actively listened without becoming defensive, the in-

dividual inquired about what financial resources would be needed to address the areas of concern. The philanthropy staff continued to cultivate the donor, and they eventually made a significant gift to the institution. During the thank-you call for that gift, the donor shared how much they appreciated being a partner in this work, and that they had the sense their experience was valuable to the institution. The philanthropy staff underscored that patients always come first, making their input more

valuable than those without that lived experience. As a bonus, the program staff developed an authentic rapport with the donor and agreed to provide personalized updates as part of the stewardship plan. Rather than a one-time gift transaction, this approach established a path for future donor communication and engagement, in line with both the donor’s and the hospital’s values.

Including program staff in feedback discussions is essential, but certain steps should be noted. Always

consult program leadership about potential new activities to ensure they align with the institution’s mission and budget. Before any donor meeting, an internal discussion, often with a briefing document, with the program staff should ensure staff understand the meeting objectives and how to answer challenging questions.

T h e D e v e l op me n t of a Tr ue R e l a t i on sh i p Whenever a philanthropy staff has a conversation with a donor, there is always an opportunity for mutual listening and learning. Beyond being just an informational transaction, this experience can generate shared values, trust, and curiosity about what next steps may emerge. Philanthropy staff can easily capture feedback elements from donors at any giving level and at any stage of the relationship. For new relationships, feedback could center around an individual’s life experience and where it may intersect with an institution’s work; for individuals actively considering a major

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gift, feedback could explore what core areas of society they feel need improvement; for long-term donors, feedback could help them reflect on their favorite moments as a donor and if a specific leadership role could be considered. The feedback cycle of asking a donor questions and working to understand their answers can naturally evolve into problem solving and planning next steps with them. In Russ Alan Prince’s and Karen Maru File’s book, The Seven Faces of Philanthropy, Prince and File assert, “Donors want help in being channeled into roles most appropriate for their strengths, and they want an ongoing relationship built on mutual benefit. For their

part, fund raisers also want ongoing relationships with major donors, as the process of recruiting new donors of any significant size is arduous.” Donor pool growth and retention often remain moving targets for philanthropy teams, and feedback can be a means to keep donor engagement in scope.

Donor conversations can be nerve wracking because we want to do right by our donors and the institution, and to have the right answers at the ready. The beauty of feedback discussions is all contributions are welcome.

If an issue cannot be addressed, it naturally opens the door for further discussion with program staff or leadership. Implementing

a donor feedback strategy focused on gathering feedback is often easier than the common fundraising goal to simply get more donor meetings. Best of all, donor engagement through feedback is truly a rising tide that lifts all ships.

Just as it is possible for fundraisers to reflect the compassion of frontline staff, a thoughtful feedback approach can help donors feel like valued members of the team. Intentionally seeking donor feedback is the perfect pairing for any relationship approach, as a way to learn about our donors and the direction they hope our mission will take. With their input, it can.

Notes 1 Ronald J. Schiller, Raising Your Organization’s Largest Gifts (Council for Advancement and Support of Education, 2018), 62.

2 Russ Alan Prince and Karen Maru File, The Seven Faces of Philanthropy (JosseyBass, 1994), 173.

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Modern fundraising demands a bold, fresh approach.

clearly

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