Randall Hallett, CFRE, offers a compelling argument for small development teams to move beyond the allure of special events and focus their limited resources on building a robust major gifts program. By doing so, foundations can achieve transformative results with a higher return on investment (ROI) than what most events can deliver. Hallett emphasizes a step-by-step approach to developing a program that effectively engages individual donors, foundations, physicians, and grateful patients.
As the executive director of development at The Nebraska Medical Center (TNMC)—the largest healthcare facility in the state—Hallett oversees a lean team of six development professionals, some working part-time. While TNMC supports clinical operations, fundraising for education and research is managed by the larger University of Nebraska Foundation. This division underscores the importance of targeted fundraising efforts within smaller teams.
Shifting Focus: From Special Events to Major Gifts
Hallett highlights a common challenge for small development offices: over-investment in special events. While events can offer opportunities to connect with potential donors, they often have narrow objectives and limited financial impact. In contrast, major gifts—cultivated through meaningful, long-term relationships—allow donors to align their philanthropic goals with the hospital’s broader needs.
Planning and communication are at the heart of TNMC’s major gifts strategy. The development team seeks to engage potential donors at various “entry points,” fostering conversations that lead to deeper partnerships. By offering tailored giving options, the team maximizes both donor interest and organizational impact.
Building for the Long Term
Establishing a major gifts program requires patience and careful planning. Hallett suggests dedicating the first year to setting goals, creating reliable tracking systems, and securing buy-in from leadership. A data-driven approach, supported by realistic benchmarks, ensures internal alignment and sustained momentum.
In year two, TNMC introduced a grateful patient program led by a major gifts officer to identify prospective donors through wealth screening and past contributions. Simple gestures, such as a brief bedside visit to thank a past donor, can open the door to continued engagement after discharge.
By the third year, TNMC added physician engagement to its strategy. Rather than soliciting physicians for donations, this program leverages the trust within physician-patient relationships to identify potential donors. With proper training and assurances of control and privacy, physicians play a critical role in growing the donor pipeline.
Exploring Additional Opportunities
Foundations and government grants offer valuable avenues for expanding a major gifts program. Hallett recommends treating family foundations much like individual donors, aligning their philanthropic priorities with the hospital’s mission. Building relationships with foundation leaders ensures they see the hospital as a vital community asset.
Federal grants also present opportunities, particularly with the Affordable Care Act’s focus on healthcare innovation. However, Hallett acknowledges that small teams may face challenges competing for these funds.
Staying the Course
Hallett’s advice to small development teams is simple: be realistic and patient. A pipeline of just five or 10 major gift prospects can make a significant difference over time. By shifting focus from special events to major gifts, small development teams can achieve lasting philanthropic success—one step at a time.