A donor makes a major gift, the check arrives, and then… nothing. For more than 90 days, a very large check sat untouched in a finance department because no one knew what to do with it. And no one asked for help. It is a powerful reminder that fundraising doesn't end when the donor says yes; every department has a role in protecting the trust that made the gift possible. Getting the gift may be our job, but honoring the gift is everyone's responsibility.
Read MoreHealthcare organizations expect philanthropy to generate transformational revenue, yet the CEO is often left outside the donor relationship. Fundraisers can build the strategy, cultivate the prospect, and manage the process, but at the highest levels, donors also want to understand the vision and leadership of the institution they are being asked to support. If philanthropy is truly an organizational priority, CEO engagement cannot simply happen when the operational calendar allows it. The question is bigger than fundraising performance. It is whether healthcare leaders are willing to treat philanthropy as part of their leadership responsibility.
Read MoreBoard members can be some of a nonprofit's most valuable fundraising assets, but that does not necessarily mean they should be the ones asking for the money. In organizations with professional fundraising staff, board members are often most effective when they open doors, build credibility, share their personal connection, and deepen relationships alongside development professionals. The board member brings access and authenticity; the fundraiser brings expertise, timing, judgment, and donor strategy.
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