---
title: Making the Case for a High-Performance Operations Team
description: Investing in high-performance advancement teams is crucial for overcoming budget constraints, enhancing fundraising outcomes, and achieving operational excellence in nonprofit organizations.
image: https://hub.fundminer.com/hubfs/Blog%20Cartoon%20Creative%20(1).png
---

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# Making the Case for a High-Performance Operations Team

by [Jenny Jones](https://hub.fundminer.com/fundminer-blog/author/jenny-jones) on July 21, 2025

[Fund Management](https://hub.fundminer.com/fundminer-blog/tag/fund-management) [Fundraising Technology](https://hub.fundminer.com/fundminer-blog/tag/fundraising-technology) [Nonprofit Best Practices](https://hub.fundminer.com/fundminer-blog/tag/nonprofit-best-practices)

#### **Why Investing in a High‑Performance Advancement Team Is Non‑Negotiable**

Advancement teams today face a perfect storm of pressures: rising public skepticism, dwindling alumni engagement and lean staff rosters struggling to keep up with growing demands. Recent data show 79% of advancement leaders cite limited budget or resources as a top challenge, while 75% report current vacancies on their team, 54% rank staffing shortages among their greatest hurdles, and 37% view hiring and retaining talent as a top three priority over the next year. 

#### **The High Cost of Underinvestment**

Underfunding advancement isn’t just a morale problem. It impacts the bottom line. Every $1 withdrawn from an advancement budget corresponds to an $8.25 decline in fundraising outcomes. Conversely, study after study shows that as teams add full‑time staff, production climbs and institutions with larger advancement have consistently shown to be raising more dollars.

![](https://img1.wsimg.com/isteam/ip/3201ac01-b6d2-42a6-ae76-5f26c25aa975/Screenshot%202025-07-21%20at%207.23.51%E2%80%AFAM-0669877.png/:/rs=w:1280)

**The Current Operating Model is Strained** 

Too often, advancement offices run leaner than they ought to: 

Median team size for Fund Management Teams is just 2, and for alumni engagement is just 4 staff members. 

Staff‑to‑alumni ratio stands at roughly 1:19,500 which makes personalized outreach almost impossible without technology. 

With budgets shrinking since 2016, teams must find new ways to do more with less.

![](https://img1.wsimg.com/isteam/ip/3201ac01-b6d2-42a6-ae76-5f26c25aa975/Screenshot%202025-07-21%20at%207.27.14%E2%80%AFAM.png/:/rs=w:1280)

**How do we Unlock Economies of Scale** 

It isn’t just about adding heads; it’s about where you place them. Analysis shows that every ten additional advancement FTEs deliver on average an $0.18 return on every dollar spent—and smaller shops see even bigger marginal gains. Thoughtful staffing allocations—shifting roles toward operations and strategy—boost overall ROI. 

#### **Strategies for Tackling Workforce Challenges**

Advancement leaders are experimenting with new tactics to shore up capacity: 

- Hybrid/remote work options to broaden talent pools
- Adoption of new technologies (35% of institutions) to automate manual tasks
- Outsourcing or contractor support (34%) for specialized functions
- Yet nearly a quarter (24%) still prohibit any remote work, missing a key recruitment tool.

#### **Aligning Strategy and Structure**

A winning strategy falters without the right organizational design. When priorities shift, roles and reporting lines must, too. However, only 16% of CEOs focus on matching structure to evolving goals. And in higher education, entrenched silos further stifle collaboration.  

The good news? Advancement teams can break through departmental barriers by realigning around shared goals and unified processes. 

![](https://img1.wsimg.com/isteam/ip/3201ac01-b6d2-42a6-ae76-5f26c25aa975/Screenshot%202025-07-21%20at%207.28.43%E2%80%AFAM.png/:/rs=w:1280)

**Framework for Operational Excellence** 

EAB’s recommended blueprint for resourcing operations rests on three pillars: 

- People: Strategic staffing calibrated to your organizational needs
- Process: automated and efficient fund and donor workflows
- Platform: Scalable technology that automates stewardship, reconciliation and compliance, extending reach without added headcount and simplifying oversight in larger shops.

![](https://img1.wsimg.com/isteam/ip/3201ac01-b6d2-42a6-ae76-5f26c25aa975/Screenshot%202025-07-21%20at%207.29.42%E2%80%AFAM.png/:/rs=w:1280)

**Telling the Story to Secure Buy‑In** 

Numbers alone aren’t enough to win budget battles and convince stakeholders. You need a narrative that speaks leadership’s language. Highlight common barriers (budget, competing priorities), enlist internal champions, and anchor arguments in metrics such as: 

- Percentage of funds fully utilized.
- Endowed funds with published impact reports.
- Time saved on quarterly reporting.
- New capacity unlocked for major gift officers.

Link these short‑term wins (e.g., hours saved) to long‑term outcomes (stronger donor experiences, greater fundraising capacity) to demonstrate how investment in operations directly drives ROI. 

#### **Conclusion**

High‑performing advancement teams are built by investing smarter in people, processes, and platforms that power performance and maximize return on every dollar spent. In an era of “less with less,” reimagining how we structure and support these teams is no longer optional, it’s become mission‑critical.

---

**THANK YOU**

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![Jenny Jones](https://hub.fundminer.com/hubfs/Jones-Jenny-.jpg)

#### Jenny Jones

Follow me on my website Follow me on LinkedIn

Jenny offers over 20 years of experience in program planning and implementation, with a knack for fostering relationships with alumni, donors, and university teams. She excels in streamlining operations, possesses comprehensive knowledge of philanthropic programs, and is skilled at building high-functioning teams. Jenny has a proven track record supporting fundraising efforts at prestigious institutions like the University of Kentucky, Duke Medicine Development and Alumni Affairs, and the University of North Carolina at Charlotte. Her diverse portfolio includes work with a wide range of institutions and active involvement in industry conferences and boards, making her a seasoned leader in the field of institutional advancement.

### Leave a comment:

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