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Everyone's a Fundraiser



Dec. 17, 2010

I tip my hat and borrow a phrase from our friends at the University of New Mexico to name this article. For those who haven't had the pleasure of playing basketball in The Pit or football in University Stadium, the Lobo fans have a familiar and ear penetrating chant `Everyone's a Lobo, Woof, Woof, Woof.' At the University of Utah, we alter the phrase to `Everyone's a Fundraiser', without the woofing, to show our new commitment to major gift fundraising.

The development of the External Relations position in athletic administration illustrates the importance of integrating the marketing, ticketing, media and development functions. The constant connection in these areas is essential for communication, strategy development, revenue generation and much more. In recent months, the University of Utah restructured the external relations staff to focus on developing an integrated approach to major gift fundraising and it is paying off.

The positive relationship between the ticket office and development office was essential toward this new focus. For many years the two functional areas worked well together in annual fund development efforts but today the two areas are mutually focused on identification, cultivation, solicitation and cultivation of major gift prospects and donors.

The first step in this transition was bringing the Assistant AD for ticketing into the weekly major gifts prospecting meetings. This simple action changed the culture of the ticket office operation. With this person intimately involved in all major gift discussions, he was able to develop an interest in identifying major prospects with the ticketing sales staff. The ticket sales staff now focuses on ticket sales, donor prospecting and asking for annual fund gifts.

The second step in the transition is to share donor stories at our weekly external staff meetings. Major gift officers, annual fund staff and ticket sales staff share stories of newly found prospects, cultivation and solicitation strategies and interesting stewardship opportunities. Again, this simple action creates an interest in the major gift process among all external staff.

Lastly, we make a concerted effort to introduce major gift donors and prospects to staff members in the office and at games or events. This creates a lasting impression on the staff and donors. The staff use the opportunity to thank the donor and put a face with a name and story. The donor feels warmly appreciated by staff members other than the usual development staff. An engaged and informed donor is essential in the solicitation stage of the giving process.

These important actions are changing the culture of the external staff at Utah and focusing the daily thoughts and actions of all staff on the important major gift process. This is a work in progress but the early indications are strong in terms of identifying new major gift prospects, developing strong relationships and asking for new gifts.

 

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