Three essentials for a high-performing principal gifts team

• Prioritizing key functions enables institutions to manage the complexity of transformational gifts and ensure sustained, strategic donor engagement across leadership, disciplines, and advancement teams.
• Success depends on three essentials: dedicated principal gift officers, coordinated senior leader involvement, and a leader to manage program strategy and alignment.
• Implementing these functions builds consistency, accelerates donor relationships, and enhances institutional readiness to secure transformative philanthropic investments.

As philanthropic gifts grow in size and complexity, institutions need dedicated infrastructure to support principal gift fundraising. While definitions vary by institution, principal gifts are best understood by their transformational nature — not just their dollar amount.

According to research from the Council for Advancement and Support of Education (CASE), principal gifts thresholds range widely — from $250,000 for community colleges to $10 million for research universities. Regardless of scale, what defines these gifts is their ability to unlock institutional transformation and inspire others to give.

These gifts are complex, interdisciplinary, and collaborative. They rarely result from the efforts of one gift officer. Instead, they require coordination across campus units, senior leadership, and advancement and fundraising professionals dedicated to donor strategy and long-term relationship management.

Three essential functions help drive success in principal gifts fundraising across institutions of all sizes. Even small shops can adapt this structure with one or two dedicated professionals.

While many major gift officers have the skills and competencies to solicit principal gifts, select an individual or group of gift officers who can focus exclusively on principal gift prospects. 

Keep in mind, a principal gift officer’s portfolio should include fewer prospects than a traditional gift officer’s. Some institutions assign principal gift officers a portfolio of approximately 50 to 60 prospects. That number should be decreased proportionately if your officer has staff management responsibilities, because a considerable amount of time and effort goes into long-term strategy, cultivation activities, and proposal preparation. 

Moreover, though major gift officers might have a timeline of 18 to 24 months for potentially closing a gift, principal gift officers require a longer runway. The biggest gifts are made only when the donor feels ready. This is why building relationships is a key element of principal gift fundraising. As much as possible, a gift officer will build a one-on-one working relationship with the donor; however, the overarching goal is to strengthen relationships between philanthropists and institutions. In most instances, the president or senior leader must be involved in securing the biggest gifts. 

Principal gift officers must also work closely with colleagues across the institution, and within development and advancement — especially donor relations, research, prospect management, and development communications. Often, transformational gifts support interdisciplinary purposes and require collaboration across units. For instance, a gift to support climate change research could require collaboration between physical scientists, social scientists, and economists.  

Likewise, principal gift fundraisers must be excellent listeners both when working with prospective donors and faculty. Gift officers frequently need to work with a team of faculty members, and facilitating these interactions requires leadership and organizational skills.  

Principal gift fundraising is a team sport. It’s not one officer's actions, but the entire institution's alignment that delivers on a donor’s highest aspirations.”

The largest gifts often hinge on presidential or vice-presidential engagement. These leaders lend credibility, inspire confidence, and provide the vision that donors are eager to support. But their time is limited, and their schedules are complex.

Institutions benefit greatly from having a staff member dedicated to:

• Scheduling, briefing, and preparing senior leaders for prospect interactions
• Attending weekly prospect meetings to align strategic next steps
• Tracking key moves and ensuring timely follow-up
• Facilitating internal communications among advancement staff, faculty, and executives

This role may be titled director of presidential engagement, assistant VP for principal gifts, or something similar. Regardless of title, the function ensures that senior leader engagement remains strategic and on track.

The coordinator role also provides continuity across leadership transitions. When a new president or VP is onboarded, the coordinator can accelerate engagement by briefing them on top prospects, aligning messaging, and guiding donor reintroductions.

This function becomes even more essential during campaign planning or leadership transitions, when consistent prospect activity and relationship momentum must be preserved.

Principal gifts strategy doesn’t just live in portfolios; it must be managed institutionally. A senior leader, often a VP or AVP of development, should oversee the entire principal gifts function. Their role might include:

• Managing the overall strategy, staffing, reporting, and progress tracking
• Aligning principal gift efforts with institutional priorities and campaign goals
• Partnering with research and analytics to forecast potential pipeline outcomes
• Coaching gift officers and supporting cross-functional team execution

This leader also often carries a small portfolio of top prospects. However, their primary focus is program oversight, which ensures the institution has the infrastructure, talent, and alignment to pursue its most ambitious goals.

Principal gifts often become ad hoc efforts when this leadership role is absent. Without centralized oversight, prospects may be duplicated across portfolios, left unassigned, or stewarded inconsistently.

Principal gift fundraising is a team sport. It’s not one officer's actions, but the entire institution's alignment that delivers on a donor’s highest aspirations.

Whether you’re just beginning to formalize your approach or refining a mature program, focusing on these three essentials will help ensure your institution is prepared to cultivate and secure its most significant philanthropic investments.