Aligning Donor Interests With Institutional Priorities

School advancement officers may find themselves in the enviable but tough position when a donor indicates an intention to make a major gift to the school in an area that does not align within the school’s immediate needs. 

To partner with major donors in dreaming the dreams of the school, Maclay School Director of Advancement Morgan Lewis and CCS Fundraising Vice President Bob Weston offer practical advice for navigating fundraising conversations while maintaining strong donor relationships.

Strategies for Guiding Donor Conversations

“So many positive things happen at [a school] because of donors’ dreams,” shares Lewis. Since she joined the five-person development team in 2019, Lewis has seen Maclay School undergo innovation and change with the influx of new employees and new families, while maintaining time-honored traditions. With an enrollment of 1,090 students in grades PK-12 and a location on 100 acres in Tallahassee, FL, the school has plenty of room to grow. 

In donor conversations, the Maclay School advancement team listens to prospective donors’ interests and giving priorities. The team then takes that feedback to the school leadership for shaping future capital projects. Maclay School has benefitted from a recent influx of contributions in support of campus initiatives. The school had aging facilities, and based on the dreams and interests of lead donors, various academic spaces have been added in the past seven years that impact all students. The use of these facilities was informed by the interest and passions of the families supporting this expansion. This donor-driven leadership brought great momentum to these campus projects, informing and motivating other donors in the community and reframing what is possible for the institution. 

Before approving and moving forward with any capital project, the Maclay School Board of Trustees requires 100% of project costs be committed, with 30% of cash in hand. The school does not take on any new debt. Further, through its annual fund – which is not built into the school’s annual budget – Maclay School is able to make investments into facilities and programming alongside donors. 

With each proposed contribution, donor stewardship and communication are key to advancing these conversations. For Maclay School, being as transparent as possible with the Board’s financing policies with donors has been a key component of moving forward.

Align Giving With Strategic Goals

Leveraging your school’s identity and long-term vision can help to shape donor engagement. A strategic plan and campus master plan can help you say “No” or “Not right now” to a donor. Weston asserts that schools are using more tactical strategic plans that span four to five years, which aligns nicely with capital campaigns. 

One thing that has been central to Maclay School’s progress expanding its campus facilities has been prioritizing programs over facilities. By focusing on building successful programs, and conveying the impact of each, the necessary facilities follow suit when need is demonstrated. Great programs also yield great testimonials for capital fundraising. 

For example, Maclay School aspired to grow its orchestra program. Utilizing annual fund dollars, the school invested in growing the program over a three year period, which led to more than 80 students becoming involved, generating excitement within the community and garnering alumni interest and engagement. This enhanced programming (alongside other performing arts initiatives) is now benefitting from a new outdoor performance pavilion, which opened in the fall of 2025.

Foster Long-Term Partnerships

While there is no best practice for aligning donor interests with institutional priorities, there are several considerations schools can undertake to avoid transactional giving and shift to transformational giving and meaningful relationships.

Consider the following:

• Is the gift aligned with your school’s mission and strategic plan? Is the gift aligned with current or new programming?
• What is the timing and size of the gift? Would the gift and project require additional recurring expenses or staff support? Would the final project yield ongoing revenue for the school?
• What are the board’s financial policies? What is your school’s view on short- and long-term debt in tandem with fundraising? How does debt potentially unlock other philanthropic gifts for additional projects?
• Are other appropriate board policies in place? (e.g., land acquisition policy)
• Are the board, leadership, and other key figures aware of and articulating timeline and priorities? Full board understanding and buy-in is critical, and there is a need for constant education of the board as membership naturally turns over. For Lewis, participating in Maclay School’s board committee meetings keeps advancement plans and initiatives in front of the board, leading to an even more focused and engaged experience for trustees and staff. 
• Finally, what is the donor’s legacy? What is their relationship to the school?

Ultimately, Lewis and Weston encourage school advancement officers to meet donors where they are. Consider the donor’s personal legacy: what’s meaningful to them? How can they become more engaged? How will their relationship with the school encourage others to join in support?

With clear programmatic links and open, consistent conversations with donors, Maclay School’s students and faculty have benefitted from new levels of generosity in support of capital expansion on its campus.  Through these conversations, aligning to the school’s long term goal and strategic plan have brought clarity and, importantly, progress and lasting opportunities to its students and faculty.

Thanks to Morgan Lewis, Maclay School, and Bob Weston, CCS Fundraising, for sharing their insights during their breakout session, “Aligning Donor Interests With Institutional Priorities” during the inaugural SAIS Independent School Brand Summit in February 2026.

---

Additional Resources:

On-Demand Webinar: Aligning Donor Interests With Institutional Priorities
Every independent school has a strategic plan, but few of them come with a funding roadmap. The gap between vision and resources is where advancement work either thrives or stalls. This webinar is designed for trustees, heads of school, and advancement professionals who are ready to move from gap-filling to genuine strategy and those who want to start with mission, build a cohesive revenue picture, and communicate institutional priorities proactively and compellingly to their supporters.