Prospect Management Model Whipping Your Prospect Data into Shape

Prospect Management ModelWhipping Your Prospect Data into Shape

Ryan PerryDirector of Operations

All Children's Hospital [email protected]

www.allkids.org

Shannon JagerDevelopment Officer

All Children's Hospital [email protected]

www.allkids.org

Steve BeshukDirector, Business Intelligence Group

[email protected]

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

[email protected]@allkids.org

[email protected]

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