Thinking About Hiring A Gift Officer?

Over the course of a year, Cape Fletcher Associates is engaged by a range of organizations to conduct a development audit or a feasibility study. On occasion, as we’re concluding a development audit or feasibility study, we may find ourselves recommending that the organization consider hiring an additional (or maybe their first) gift officer.

Why? 

In our process, honoring the science and art of fundraising, we sometimes see tremendous potential for growth in the mid-level and major gift program. There is a likely pool of donors waiting to be upgraded or cultivated more deeply, but the current team simply doesn’t have the time or resources. 

Hiring a dedicated gift officer is a long-term investment in the organization’s sustainability and development operation. When managed intentionally and with the right person, a gift officer has the potential to substantially increase philanthropic revenue. Some sources cite contributed revenue increases of 200%, and that is entirely possible, but it is wise to set reasonable expectations. That 200% growth may not materialize for 3-5 years, but in the first 12-18 months you will see some real movement in fundraising activity. 

Here are a few tips on how to hire and onboard a new gift officer.

1. Build your staffing pool through active networking

We are not advocating for poaching someone from another organization, and yet many nonprofit communities are small and there are only so many excellent candidates. Keep your eyes and ears open for those outstanding professionals who are looking for their next big opportunity. Be sure that they come with a proven track record and experience, and ensure they will be a good cultural fit for the organization. 

2. Be prepared to pay more for this person. 

It needs to be said and it needs to be said loudly: gone are the days of paying gift officers $50,000. We expect these new gift officers to raise significant sums of money, potentially travel, and sometimes work unusual hours. During the pandemic, we saw many nonprofit professionals vacate their positions for bigger salaries and better opportunities in the tech and for-profit space. It comes down to a livable wage and quality of life.

"Nonprofits are no longer competing only with each other for development talent -- they are competing with the for-profit sector," states Shawna Lake, Founder of Deep End Talent Strategies.

Shawna Lake, Founder of Deep End Talent Strategies, said, “Nonprofits are no longer competing only with each other for development talent - they are competing with the for-profit sector. When organizations rely on outdated or insular salary data, they unintentionally create a race to the bottom. The organizations that are winning talent today are benchmarking broadly, understanding their true market competition, and having honest board-level conversations about compensation philosophy.”

Organizations and their boards have to be willing to take a strategic chance on a position and an opportunity to significantly alter their fundraising trajectory. The best major gift officers are worth every penny.

Lake emphasized, “We often see organizations lose strong development professionals not because they can’t do the job, but because compensation and role design haven’t kept pace with expectations. When you’re asking someone to drive major revenue growth, the investment has to reflect that level of impact.”

3. Don’t sacrifice other development areas for this position.

Acquisition still needs to happen so that this new gift officer continues to have a pipeline of future prospects. Stewardship needs to happen so that your donor retention rate continues to increase each year. Development services need to happen so that databases are up to date and acknowledgements are going out in a timely fashion. 

4. Don’t expect miracles in the first 6-12 months.

Good relationships aren’t developed overnight. This new gift officer will need time to understand the organization and also its pool of donors. The first 60 days will be an intensive effort to meet with board members and key leadership donors. Not only will these conversations help the gift officer learn the culture, but there may be some early opportunities in these conversations. There could be a board member who is ready for an upgrade. Or there might be a few names of previous donors who surface with an offer for an introduction. 

But stay the course and give this person time to build relationships. You should start to see some real movement around the nine-month mark. 

5. Protect the gift officer’s time at all costs.

No planning big events.

No working behind the registration table.

No serving on unnecessary internal committees.

Only reaching out to their list of donors, scheduling breakfasts and lunches, and creating relationships with donors. 

6. Be ready to spring into action when needed (within reason).

Good gift officers are highly capable individuals who need little direction. But they do need a partner in their work. From time to time, they may need the executive director or a board member to open a door, attend a meeting, or even be a closer to a solicitation. Don’t worry, they will prep you. But it is important that you are available to jump in when you are needed. Together, you and the gift officer will make a dynamic duo that elevates the important development work you are already doing!

Ultimately, hiring a gift officer is not a cure-all, but it is a signal. It signals to your donors, your board, and your staff that philanthropy matters and that relationships are worth investing in over the long term. When organizations commit to the right hire, set realistic expectations, and support that person with intention and discipline, the results are transformative.

Cape Fletcher Associates

www.CapeFletcher.com