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Prospect Management ModelWhipping Your Prospect Data into Shape
Ryan PerryDirector of Operations
All Children's Hospital FoundationRyan.Perry@allkids.org
www.allkids.org
Shannon JagerDevelopment Officer
All Children's Hospital FoundationShannon.Jager@allkids.org
www.allkids.org
Steve BeshukDirector, Business Intelligence Group
JCASteve.Beshuk@jcainc.com
www.jcainc.com\bi
• Who are we?
Introductions
2
• The benefits to creating a PMM• How to do it (in a perfect world)• How it was done (in the real world)• A path to continue at home
What We Want to Accomplish Today
• Choose your favorite quote…
You can’t improve what you don’t measure.
Inspect what you expect.
You've got to be very careful if you don't know where you are going, because you might not get
there.
If you fail to plan…
Why do this? Why create a PMM?
• Empowermento Focus on the right prospects at the right time for the right
amounto Forecast givingo Scale up for large campaignso Enable powerful business intelligence: dashboards,
analyticso Support training and reduce impact of turnovero Better manage staff and volunteerso Improve communication
Why do this? Why create a PMM?
1. Know what you want to know2. Determine the data you need3. Ready the database4. Ready the BI5. Deploy and support it6. Monitor and manage
PMM Overview
• Set your destination before you start the trip• Example measures/KPI
o Where are our prospects in their lifecycle with our organization?
o Where are our prospects in their lifecycle for this solicitation?
o How many prospects do we need to make goal?o What does my pipeline look like?o What are my action steps for this week, this month?o How many asks have we made?o How often to we meet with prospects?
Know What You Want to Know
• What data do you need to answer the questions you will ask?
• Data about…o Persono Solicitationo Teamo Communications and interactions
Determine the Data You Need
Data - About the Person
Affinity DataCommittee involvement Life stage
Education Origin of prospect
Event invitation or attendance Participation in hospital activities
Gifts to Other Organizations Patient relationships
Grateful Patient, Parent or Grandparent Political party affiliation
Guild membership Private K-12 school involvement
Healthcare interests Specific interest in hospital’s work
Hospital volunteerism Testimonial Speaker
Industry group (e.g. financial, investment) Trustee involvement
Data - About the Person
Capacity DataPublicly held stock Philanthropic, civic or political involvement
Company ownership Club memberships
Private foundation affiliation Corporate Philanthropy
Reported income and compensation Corporate Giving Programs
Real estate Family relationships
Collections (e.g. art, antiques, wine, cars) Third party data
Hobbies (e.g. polo, golf, yachting) Gifts to Other Organizations
• Use the Data to create Ratings• Affinity – can scale with the institution• Capacity – can have more than one
Ratings - About the Person
Data - About the Solicitation
Identification Qualification Cultivation Solicitation Stewardship
Planning
Ask Made
FundedDeclined Postpone
Prospect Lifecycle
Solicitation Lifecycle
Data - About the Solicitation
Prospect Lifecycle Solicitation Lifecycle ProposalIdentification Planning Stage
Qualification Ask Made Days in Stage
Cultivation Funded Likelihood
Solicitation Declined Amount and Date Asked
Stewardship Postponed Amount and Date Expected
Disqualification Amount and Date Funded
Purpose
Campaign
Data - About the Team
Team MemberProspect Manager
Solicitor
Solicitation Team Member
Volunteer
Data - About the Interactions
Type Interaction DataTour/Site Visit Description/Note
Meeting/Personal Visit/Face-to-Face Date
Phone Call Participants
Correspondence (Letter, Email) Added by
Moving Prospects Forward (MPF) Owner
Strategy Next Moves/Steps and other Activity
Event Organizational defined attributes
Research
Stewardship Report
• Think like a relational database • Build the model on paper• Work with someone who knows your CRM
system REALLY well
Ready the Database
Ready the Database
Ready the Database
Assignments
Entities
Prospect
Activities
Contact Reports
$
Relationship Manager
Proposal
Team Member
Evaluations and Ratings
Allocations
Proposal
Tasks
InterestProgramPurpose
Prospect ModelDRAFT 1
Ready the Database
Ready the BI
• The face of the effort• Write specifications for the questions you
askedo Pipeline Reporto Solicitor Activityo Solicitor Performanceo Portfolio Overviewo Prospect Lifecycle Overviewo Action Statuso Comprehensive Research Profile
Ready the BI
• Tools are important, but they are not the goal• Options
o CRM systemo Excelo Crystal Reportso SSRSo JCA Answerso Lots of BI tools out there…
• Write it down• Train and reinforce• Create a committee• Ongoing check-ins• Make it a tool to guide and support meetings• Executives using it• Improve it, it won’t be perfect in the
beginning; be okay with that
Deploy and Support It
• Challengeso Do you have a culture of accountability?o Seeing this as “you are critiquing me”o Taking the time to plano Spending money Investing
• Tipso Quick winso Involve key stakeholders earlyo Make it about getting better, not “checking up”
Challenges
Case Study
24
Why we created a PMMA look into our pastWhere we were + Where we had to go = PMM
Where We Were
• Strengthso Reaching $10 million annually with staff of 15o Strong community reputation & supporto Solid events and special programs
• Opportunitieso Major Giving Program in its infancyo Lacked clear focus and direction in aftermath of capital
campaigno Reactive not proactiveo Leadership challengeso Technological challenges
Where We Were Going
• Integration with Johns Hopkins Medicine• Launching largest campaign in ACHF’s history
($150 Million)• New level of accountability for individuals & programs• Institution-wide realignment• Analyze our data management systems• A sharper focus on major gifts
• Held a retreat to form a new strategic plan• Implemented a series of meetings focused on Major
Gifts to understand our campaign pipeline, make projections, & grow our program
• Analyzed all other programs (Annual Giving, Special Events, Planned Giving, Board Engagement)
• Generated collaboration between Major Gifts & IT/Operations at the table
Discovering What We Needed To Know
The Shift
• Used a code to project solicitation ‘readiness’o Ready to asko Ready in 3 monthso Ready in 6 monthso Ready in …
• Time was moving, but the readiness code remained the sameo If you didn’t remember to change the code it remained forever
• Needed to find a way to code to reflect changing time• Realized the need for a plan
Activating Our PMM
• Decided to chart our courseo We asked questions regarding what we really needed to ‘see’o Built our model on a whiteboard
• Analyzed our positioning, data, & systemso Staff restructure and expansiono Communications improvementso Quality of our data and systems
• Deploy & Sustain our PMMo Hone in on the skills our staff already hado Transition from generalists to specialists
Discovering “The Q”
• We needed a new way to show identified metricso Individual/corporation/foundationo Amount Askingo Amount Expectingo Fiscal Year of Expected Asko Quarter of Expected Asko Classificationo Strategic plan developed on each prospecto What fundraising priority the Ask was supportingo Solicitor Assigned
• We needed to be able to quickly & regularly access accurate prospect data ourselves; sorted & grouped in different ways
“The Q” (step 1)
“The Q” (step 2)
Data Fields
Last NameFirst NameOrg Name
Ask AmountAmount Expected
ClassificationSolicitor Name
Date AddedStrategyPriority
Proposal NameAsk YearAsk Qtr
Asked Date
“The Q” (step 3)
“The Q”
“The Q” Outcomes
• Bi-Weekly Gift Officer Meetingso Increased accountability – individually & teamo Solicitor/relationship clarityo Constant reminder of active prospectso Formalization of strategic plans for individual prospects
• Allowed for easier Major Gift budgeting projectionso CET (set) Rate – projecting future Major Gifts
Close Rate – How many items asked vs. closed Expected Rate – What we received vs. what was expected Time – When we received vs. when was expected
Looking Beyond “The Q”Applying what we learned
Beyond “The Q” – Summary of Contributions
• Needed a simple, reliable, and instant way of viewing all revenue streams
• Move away from external department dependency• Increased turn-around time• Avoid different reporting methods
RESULT: SOC
SOC (view 1)
SOC (view 2)
SOC (view 3)
Beyond “The Q” – Gift Officer Report
• Roll-up to performance competency• Defined metrics for tracking progress• Needed a revised prospect moves management
process• Cleaner movement of donors between stages• History tracking
RESULT: GO
Moves Management Process
GO Report
Our OutcomesMeasuring our success
Outcomes To Date
• Large growth in communications• Bi-Weekly meetings • Strategic thinking• Collaboration• Expanded resource access• Analytics behind the outcomesCategory This Time Last Year This Year
Major Gift Pledges 2 Pledges 8 Pledges
Major Gift Pledge Dollars 2.03 Million 10.52 Million
Total In 5 Portfolios 1,384 586
Overview of Tools
• Daily Gift Report• Invalid Address Notifications• Thank You Letter Notifications• Blue Review• Pink Process• Raiser’s Edge Mobile
Campaign Suite
A Look Into The FutureWhat we are working on next…
• Entire Foundation Moves Management Process• Paperless Documentation System• Revenue Distribution Application• Board Member Giving Report Automation• Event Prep Sheets
Future Plans
• Develop a Prospect Management Model• Don’t limit yourself • Grow the partnership between Development
and IT/Operations
Takeaways
Takeaways
Never ask what your technology can do,instead, ask what you need your technology to do
--Ryan Perry
Questions
?
• Leave us your card• Email us
Steve.Beshuk@jcainc.comRyan.Perry@allkids.org
Shannon.Jager@allkids.org
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