Diary from a Chairman’s Waltz (day 2 part 1)
Rye Country Day School (RCDS)
Founded in 1869 Rye Country Day School is situated in the city of Rye, Westchester County.
- RCDS enrols over 900 young men and women from pre-Kindergarten through to 12th Grade (ages 3–18)
- 48% girls /52% boys
Motto: “Not for Self, But for Service.”
No of Development staff: 7
“On the campus tour, you will notice that there is little visibility of a Development Office…we are quiet about fundraising”
Lynette Gioffre
This statement was the first of two jaw dropping affirmations of the morning that challenged my best practice fundraising principles. Let’s face it, an invisible Development Office is not likely to increase the culture of philanthropy! More later…
And so began another fascinating school visit.
Following a rapid tour of the university-style campus (we arrived late due traffic), we sat down to listen to a riveting presentation by Lynette Gioffre, Director of Development and Alumni Affairs; Andrea Sullivan, President of the Board of Trustees; and Scott A. Nelson, Headmaster. They described the school’s Capital Campaign Advancing a Tradition of Excellence in detail.
2018 is Scott Nelson’s 25th anniversary at the helm. He is a larger than life, highly respected, well-beloved leader. The 45,000 square-foot Athletic Center, located at the heart of the campus and campus life, has already been named after Nelson in tribute to the living legend.
Lynette Gioffre has a daughter in the school and is the epitome of the grateful parent, and feels incredibly privileged to be part of RCDS’ extraordinary and supportive community. At times, during presentation, Gioffre had to fight back the tears when talking about her school community.
Andrea Sullivan is also an RCDS parent. She is the model volunteer leader, a financial supporter, speaks very passionately about the school, and you can see how she would inspire her board and others to step up during the campaign. She also provides hands on support to the Development team with campaign planning and logistics.
Over 150 members of the community have already pledged $28m+ towards the $35m capital campaign (for investment in academic, athletic, artistic, expansion of campus facilities, and financial aid endowment). The total fundraising goal for the five year period is $50m, when the $3m per year annual giving target is included.
Gioffre went on to explain why the Development Office has such a low profile on campus. This seems to be based on three factors:
1. Upon joining the RCDS community, there is an expectation that as a member of that community you will be living its values: “Not for Self, But for Service.” Philanthropy is just one way to demonstrate these values.
2. The RCDS community believes in Nelson and his vision to prepare students “to flourish in and contribute to the world around them.”
3. There is a deep sense within the current RCDS community that they have been the beneficiaries of the philanthropy and “service” of previous generations; and it is now their turn to take on the mantle and provide long-lasting improvements for now and future generations.
So what is the role of a discrete Development Office?
RCDS’ development programme is the classic model of an executive and volunteer leadership working in close partnership with a highly pre-disposed committed school community.
The Development Office do not just sit back and wait for the money to roll in. Whilst the RCDS community is highly predisposed to supporting the school philanthropically, behind the scenes the Development team work tirelessly to create a platform for fundraising success.
In the main, they have followed a text book capital campaign plan…
In the main, they have followed a text book capital campaign plan, including: helping to communicate a compelling philanthropic campaign message; introducing contact and performance metrics to ensure the campaign remains on track, coordinating the activities of the Headmaster and an influential volunteer leadership group to meet with the school community, and creating events opportunities to involve every member of the RCDS community to support the campaign.
100% of the Board of Trustees had given to the capital campaign. The six-strong Campaign Steering Committee, a combination of parents and alumni, are also supported by over 20 Campaign Ambassadors. All were responsible for driving campaign momentum with peer-to-peer engagements and, where necessary, lining up donor solicitations with Nelson and Gioffre.
Regarding major campaign solicitation meetings, they are carried out in pairs…
Gioffre accompanies Nelson in all major campaign solicitations involving the Headmaster. There are exceptions to the rule, but there is an explicit policy that Nelson should never “make the ask”. In these meetings, Nelson’s role is to inspire and Gioffre’s is to ask for the gift.
Ok, second jaw dropper…These Headmaster solicitation meetings DO NOT ever feature a specific ask amount or range. Having been involved in solicitation meetings for nearly 20 years, the idea of leaving the donor to propose an amount in response to a solicitation presentation is an absolute anathema to me. I would not make an ask unless I am informed by a cultivation process that has uncovered shared values and collected intelligence that informs my ask amount. Whilst I would be the first to say that I haven’t always got it right, I am confident that I have rarely left money on the table. Employing RCDS’ tactics, there is a risk that a likely £100,000 donation, could easily become a £25,000 or less if the prospective donor is left to respond without a specific ask to consider.
No one knows the school better than Scott Nelson…
Not having a specific ask is Nelson’s directive and it is hard to argue with him. After nearly 25 years as Headmaster, no one knows the school community and its individuals better than Nelson. He believes that there is a culture at the school where RCDS’ prospective donors will agree to a solicitation meeting only after they have already decided what gift amount they are going to make.
So what can we conclude from the morning at RCDS?
Well there is a reason why RCDS are well on their way to achieving their $35 million capital campaign goal.
At the heart of this fundraising success is a shared, deep commitment amongst the community to ensuring the school and is students continues to thrive. This commitment and sense of obligation has been nurtured over many generations.
I truly believe that creating this culture of commitment and willing obligation can be replicated in the UK. This is not just about creating ad-hoc development opportunities to “friendraise”, it is more about development being a significant part of a school-wide strategy to create this build this culture.
We also learnt that one size does not fit all when it comes to good practice.
Whether we agree with RCDS’ engagement/solicitation tactics or not, whether we question development’s invisible profile around campus or not, these tactics are based on a deep understand of their school community and their motivations to give — and as Nelson was proud to say, “the results speak for themselves…”
