This is going to be tough, Adriana. So much depends on where you are staffing-wise before you begin a campaign.
When I was at NC State and part of the campaign planning team (2008-2011) and ultimately the Campaign Manager for the next 18 months, we identified 23 positions that needed to be funded. However, many of those were to just bring us back to "normal" after staff reductions post-2008.
We recognized that throwing more fundraisers at the campaign would do little good without having the technology and prospect development to support even the current staffing levels. So, our first investment in new staff was in Advancement Services - primarily in Information Services, Prospect Development, and Development Communications. 11 (I think) of those positions were in my shop.
We figured that armed with stronger portfolios and technology, current MGOs could be more productive than in the past. So one of our first non-staffing initiatives was establishing accountability measures for the current MGOs.
We also needed to focus on principal gifts, so one of the first new hires on the fundraising side was a Principal Gift Coordinator. Also, we wanted to bridge the gap between annual giving and major gifts and created two positions to focus on cultivating those prospects. We called these "Regional Gift Officers." Lastly, we wanted to bolster our corporate and foundation fundraising activities. So two positions there were prioritized.
The next wave of hires were for special events (2) and MGOs (4) and support staff (2).
FWIW, looking at other institution metrics wouldn't help you a ton. Dollars/FTE are relative. You might, instead, look inward to see what you have been achieving over the past 3-5 years, and what you want to achieve for the campaign, conduct an infrastructure needs assessment to determine if there are ways to become more productive, and then calculate what and where additional staff might help.
John
John H. Taylor
Principal
John H. Taylor Consulting, LLC
2604 Sevier St.
Durham, NC 27705
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