Across campus, academic leaders often view gift officers as the go-to people to assist with any task that involves external stakeholders. While gift officers may be equipped with the necessary skills to plan engagement events or work with alumni groups, these tasks are not where their time is best spent. Ultimately, they distract major gift officers from their core responsibilities and reduce the amount of time they can spend on fundraising activities.
In many cases, deans and academic leaders haven’t considered the ROI tradeoffs that happen when these distractions occur. The immediate needs of an event can quickly overshadow major gift work, whose effects may not be immediately seen. These distractions add up, ultimately leading to declines in potential fundraising productivity.
Help deans quantify how gift officer distractions impact fundraisingUse the Time Allocation Predictive Model to inform a conversation with deans about setting appropriate expectations with gift officers about where to spend their time so they both can achieve their goals.
After inputting their own unit-specific fundraiser performance data, deans can manipulate the model to see how projected estimates of their fundraising production change in response to changing how much time gift officers spend on fundraising-related activities. This can encourage deans to free up MGO time to focus on core activities.