Art & Science

Art & Science

Hope is Not a Strategy — How to Apply Performance Improvement Principles to Healthcare Fundraising

By Steven A. Reed

A recent confidential study that we conducted within a major nationwide faith-based health system revealed that the hospital chief executives believe, on average, that they are raising half or less of the money they should be able to raise. [READ]

The Four C's: Pillars of High — Performance Fundraising

By Steven A. Reed

Just focusing a process improvement effort on major gifts will enable a significant increase in the amount of money raised — if done right. But sustained performance improvement that doubles or triples the amount raised annually does require a more comprehensive four-part approach.

The beauty of performance improvement is that, done right, it focuses simultaneously on top-line performance and bottom-line efficiency. [READ]

The Tipping Point in Fundraising

By Steven A. Reed

One of the biggest challenges fundraising executives face is getting board members, campaign volunteers and institutional partners to help raise money. Getting beyond the give-and-govern role mentality typical of healthcare fundraising boards is difficult. What’s missing is a specific role in a well-defined process that integrates board members and others into the fundraising team.

That role is one that Malcolm Gladwell, author of the best-seller “The Tipping Point,” terms the Connector. [READ]

People Plus Process Power Performance

By Steven A. Reed

Fundraising goes by many names, and the practice assumes many forms. Historically fundraising—in whatever form—has been practiced more as art than science.

The Art: People give money to people—to people, they know, they like and they trust. That fundamental truth led to the school of thought that “relationship building” is the primary art of the major gift fundraiser. But the art of fundraising is more than that. [READ]