Moves Management

Creating Relationships That Last

Agenda

• What Are Moves?• Know Thy Donor• Challenges• Just Do It• Questions

What are Moves?

Moves Management Definition

• A System - For building a relationship that moves individual prospects to engage passionate donors

• A Process - For building a relationship that moves individual prospects to engage passionate donors

• A Plan - For building a relationship that moves individual prospects to engage passionate donors

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What is a Move

• Individually tailored – Donor Centered• Increases engagement• Increases involvement• Increases your understanding of the donor• Advances your strategies and goals• Leads to solicitation• Results in gift

Criteria for Moves

• Identify types of moves• Meaningful contacts – Progress in relationship / Movement forward

• Moves add new information• Moves help present the case– Introduce leadership

• Moves result in presenting a proposal or making an ask

Know Thy Donor

Research• Research Tools– Surveys– Focus groups– Demographic profiles– One on one conversations

• Know your software– Understand the capacity and support– Mining your data base– Utilization of data software package

Prospects

• Prospect Research– What prompts them to give?– Motivators– Upbringing, disaster response, tax incentives,

obligations, altruistic profile

• Areas of interest• Funding history

Feeling of Giving• Why do donors give?

– How do they feel when they give?• Giving is a rush• Culmination of years of thinking about giving• Emotional as well as intellectual decision• Will the gift have a positive impact?

Altruistic Profile• Altruistic profile– Makes sense – God’s will– Good business – the investor– Fun– Feels right– In return– Family tradition

Tracking• Tracking – documentation of all moves

It must be Quantifiable:• Number of solicitations and success rate• Amount of money raised towards MGI

As a “trickle down”, you should have:• More engaged donors• More annual gifts• Better attendance at events.

Providing Guidelines

•Set dollar goals

•Determine number of solicitations

•Guidelines for meaningful contacts monthly

•Regular staff assessments – what is working?

Benchmarks for a Good Major Gifts Officer

• Portfolio – up to 150• Expectations: – One-third (50) in active movement toward

solicitation– One-third (50) moving from small annual gifts to

major gifts– One-third (50) “suspects” being qualified and

introduced• 40-50 solicitations annually

Vehicles for Giving• Direct mail• In person solicitation• Events• Telephone• Payroll giving• Matching gift programs

When Do They Give?

• Annual, tax time, event based, memorial• Statistics– 23% once a year– 12% on a schedule but more than once a year– 65% no particular schedule– 90% give to their specific charity of choice

Communication and Recognition

• Recognition – meaningful communication to determine

• Prompt and personalized• Confirmation that their gift has been set to

work as intended• Measurable results of their gift at prior to

being asked for another gift

Everything Communicates Something

• Everything you do that is observed by even one of your donors is a part of your donor communication inventory

• Rethink whatever reaches beyond the boundaries of your administrative offices.

• Convey news when it is news and it will be noticed.

• Pass along what you think is important and your donors will think the same.

• Trust your judgment and be ready to act quickly.

Challenges of Constituency Development

Four Fundamental Relationships1. Organization Internal Relations

• Values culture, leadership, adaptive capacity, resources

2. Community• Relevance in the community – proof in mission• Strategic plan to substantiate the relevancy

3. Constituents• Donor centered behavior

4. Volunteers• Ability to work well on behalf of the cause

Challenges

1. Getting Everyone On-Board2. Make the Time3. Research4. Treating Major Donors Differently5. How Much Contact to Use6. Soliciting Without Constituency Development

Challenges

7. Proactively Seek Diversity8. Organizational Values9. Maintain Professionalism10. Competition11. Don’t Universalize Your Own Passion12. Trespassing on Constituent’s Relationships

Just Do It:The Strategy of Your Stewardship

Just Do It

• Individual relationship– Plan one on one– Plan on segments– Plan around programming– Plan the stage of the moves cycle

Just Do It

• Partnership• Exchange of purpose• The right to say no• Joint accountability• Absolute transparency

Just Do It

• Creation of personal management of the individual constituent

• Communication and Recognition• Defining when to make the next ask

Just Do It

• Donor Engagement Plan Akron Community Foundation – 3 Year Plan in mid year 2 – Segmented constituents each with a plan– Bus tours– Community issues forum– Portfolio management – leadership team included– One-on-one meetings– Results:

About the presenters:Laura Fink, Director of Development at Akron

Community Foundation

Margaret Medzie, Vice President of Development and Donor Engagement at Akron Community Foundation