You tell yourself it’s “just a qualification call,” but it feels more like stepping into the unknown. And you’d really rather reorganize your inbox. Again. 

If this sounds familiar, you’re not alone. Katie Kelly-Greenbaum, Vice President of Strategy, Governance and Campaign Operations, and Ali-Reza Chattoo, Team Lead of Prospect Research and Pipeline Administration, from the Jewish General Hospital Foundation (JGHF) in Montreal, QC, have been there too. But they’ve turned that dread into a process that’s not only manageable but energizing. Here’s how they did it. 

The Challenge: Pipeline Paralysis and Prospect Avoidance 

In 2019, JGHF was a successful foundation, but one that relied heavily on a small, loyal pool of repeat donors. “We were growing,” said Katie. “But it wasn’t sustainable. We had no prospect research, almost no qualification processes, and a lot of our strongest supporters weren’t even in our database.” 

Fundraisers weren’t qualifying new prospects, not because they didn’t want to, but because they weren’t sure how. Discovery felt vague, high-pressure, and unproductive. Meanwhile, the same few names kept showing up in revenue meetings—without forward movement. “Nothing was changing,” said Ali-Reza. “It was like hitting repeat every month.” 

The Shift: Redefining Qualification and Culture 

JGHF made a deliberate choice to change the narrative around qualification. They started with the mindset. “We decided to stop treating qualification like a cold call,” Katie said. “It’s not about perfection. It’s about progress.” 

To reduce fear and build momentum, the team started small. “When we first introduced KPIs, we started off really gentle,” said Katie. “We started off asking fundraisers to do one qualification a month for the first year. That was all we asked.” 

That low-pressure start helped shift culture. So did redefining what success looks like.  

“We really stressed that if you qualify someone and it doesn’t result in a positive qualification, that person isn’t a prospect, and that’s still good,” said Ali-Reza. “That means that this is one person the organization no longer has to focus on.” 

 In fact, they count disqualifications in their KPIs too. 

“It’s the qualification meeting that we capture,” he added. “The outcome isn’t as important.” 

The Strategy: Systems That Support Action 

JGHF backed this cultural shift with clear systems, customized tools, and consistent reinforcement. 

1. The Nespresso Starter Pack 

New fundraisers don’t face empty portfolios. Instead, they’re welcomed with a mix of easy renewals, likely prospects needing qualification, and high-potential suspects.  

“We refer to it affectionately as the Nespresso starter pack,” Katie said. “When you get a new coffee machine, they send you a selection of pods to try out. That’s what we do with new fundraisers. We give them a mix. We give them some renewals, people who are ready to give again, and a bunch of people that need qualification.” 

2. Tailored Portfolios 

Fundraisers aren’t treated as interchangeable. Instead, the team considers each individual’s strengths, interests, and connections.  

Ali emphasized the value of customization: “We try to pair leads with people who have related strengths. It sets them up for success and overcomes some of those barriers like ‘How am I supposed to qualify this person?’ or ‘What am I supposed to do?’” 

3. Qualification Scripts and Discovery Questions 

JGHF developed a set of “starter scripts” and key discovery questions fundraisers could draw on in early meetings. And they have prioritized training. 

“Whenever a new fundraiser starts, we get them through qualification training,” said Ali. “We introduce them to their metrics and explain why qualification is important. We also do annual refreshers for staff.” 

4. KPI Tracking that Rewards Process, Not Just Results 

Each qualification, regardless of the outcome, is counted in the fundraiser’s KPIs.  

“We celebrate both wins and disqualifications,” said Ali. “Every qualification is a win.”  

That removes the pressure to close a gift and keeps the focus on the health of the pipeline. The team also tracks how many new major or planned gifts originated from qualification efforts each year. In one year alone, the approach contributed $19 million in new commitments and another $12 million in pipeline value. 

5. Future Actions and Internal Lead Sharing 

JGHF uses its CRM to create “future actions” with reminders to follow up on leads, and to reassign them if a fundraiser doesn’t act. A shared lead digest gives fundraisers access to fresh, pre-screened prospects, and a centralized intake process encourages staff from across the foundation to submit potential leads.  

“Discovery doesn’t just happen through research. It comes from inside and outside of the database,” Ali noted. 

The Outcome: Culture Change and Pipeline Growth 

The results speak for themselves: 

You don’t have to overhaul your foundation overnight. Here are five tips inspired by JGHF’s approach: 

Qualification doesn’t have to be scary. It can be a smart, team-based, and confidence-building process. When fundraisers are supported and empowered to explore, the result is a healthier pipeline and a stronger organization.