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Introductions Director at JCA JCA – works with nonprofits on all things data; systems, business processes; selection, implementation Me - I helped orgs find and implementing CRM software; the ultimate measure of success is “do my reports work” I currently lead our BI Group that has a singular goal – using data as a tool to drive your success
Relationship between JCA and All Kids Met Ryan, realized that we felt the same way about this idea and decided to spread the word All Kids is not a JCA client
This is not a secret. I think most of what we will talk about today will not be new information for most of you. It’s not that we discovered a secret that no one knew.
It’s sort of like living healthily. It’s not a complex idea: eat right, exercise, don’t do bad stuff, etc. But that doesn’t mean it’s easy.
There is an element of discipline in this, for sure. You may not be able to go here tomorrow, but having an idea of how it is supposed to work (I will tell you that, that’s easy part) and how it actually work (Ryan and Shannon)
We hope that this gives you enough info to begin this work at home. All three of us welcome calls.
We have a lot of content to share, but please ask questions are we go
A means to an end. We are going to talk about mundane thing like data models and code schemas. Those are the means to an end.
They are critical and worth your time (and they are fun if you like this sort of thing), but they are not the end.
The destination is measurement. It’s quantification. You need this to achieve real success.
These are just a few quote that said that to me.
Overhead today: “oh yeah, track it in a database…it’s not rocket science” not sure I agree with that…
Accountability Most people don’t like to be accountable. People think of accountability as a ruler used to measure them, to identify what they are not doing, doing wrong, or doing poorly. That is cultural and it’s problematic.
We do not look at this that way. When you begin this process, it should stem from wanting to be great. This is about making good people better. It’s empowerment….
The PMM allows you to get specific about what can be some pretty vague ideas.
Just an idea of what you might want. Review the bullet points.
Here are the 6 steps you can use to guide your implementation of a PMM.
Review this briefly and then explain each one.
First, you have to know what you care about before you do anything else. If you don’t know where you are going, it doesn’t matter what road you take. Don’t skip this step.
Decomposition. All of your measures should connect to these objectives, this vision. If not, then your measure is not needed or you forgot something in the first part.
Numbers, not adjectives. Unless you can attach a number, then you don’t really have a destination. That means creating measures/metrics/KPI…whatever you want to call them.
Here are some examples of KPI’s that quantify “what you want to know.”
Can you answer these questions now? If so, does it require a query, export, and manual work in Excel? Or a custom report request that takes a week or more to get?
Once you know what you want to know – what your objectives are and how you measure them, you need to see if and where the data lives and if its in a state to support these measures.
We will look at the data you want to track in 4 buckets
About the person About the solicitation About the team And about the actions you take
The next few slides will give some examples From real orgs, but not the same one
Data about the person.
Let’s categorize, “decompose” the data into two areas: how much you love us how much you can give
Everyone is likely aware of this or already doing it to one degree or another.
There is a lot more about the person, of course (demographics, giving) that we will take for granted for this discussion.
These are examples from a hospital foundation. They will be similar to all and distinct from all.
We will start with affinity.
This is the information that this organization collected to help you determine affinity – discuss a few
The other half to knowing what you want to know is about their giving potential.
Again, there is nothing here that I think you probably would not have thought of and are likely already tracking.
Review a few of them
This is not about how much they can give us (yet), it is data that will help us answer that question
The last category of information about the person is their ratings. What make these different than the first two are that these are derived from the data.
You can create a formula for your ratings. You can have more than one. You can buy ratings and store them here too.
You could multiple affinity ratings. How much do they love you overall? How much do they love the idea of you? How much do they love particular aspects of you?
Capacity could be how much could they give period how much could they give as a major gift how much could they give annually
Now, we are moving past data about the person and tracking data about the life cycle of the ask itself.
You could track two distinct lifecycles about a solicitation.
Prospect Lifecycle – where is this person in there overall lifecycle with your organization. People will be in different parts of this at different times.
Solicitation Lifecycle. When someone is in the solicitation stage for the prospect lifecycle, the will have a separate lifecycle for the solicitation
Here is an example of the data you might track about the lifecycles.
There is another category of data you can track that is about the proposal itself.
When you do this, you are able to layer and connect the data in different ways to ask and answer a lot of questions
Another group of data you will need to answer the questions you are likely to ask are about the people involved in the solicitation.
The example on this slide is from one organization. You will find that yours will be similar to this but not necessarily the same.
This list was actually greatly pared down from the list they started with. They had names for many roles: proposal writer, worker 1 and worker 2 (each with definitions)…we asked, “why are you tracking this information and what questions do you need to answers?” We realized that most of it was about taking credit. The system they had set up worked to give full credit to about everyone. That didn’t really tell them anything.
The benefits of this was that creating a structure allowed us to have a conversation that was about a definable goal, it was proactive, not reactive,
This set was needed to track their measures. A role could be filled by one or many people.
The last group of data we will discuss is about the interactions between you and the prospects.
This is typically the largest bucket of data and one that can easily turn into a junk drawer. Having a structure helps you avoid that.
As we have said, figure our what you need to track, then create the codes.
These are an example that I think are common and can serve to prime the pump.
Make it as short as possible without being too short. You can always add more later.
Ok, we know what we want to know.
We know what data to measure to tell us that.
Now, we have to make sure the database is ready to take it in.
Not sure if any of you know what I mean by “think like a RD” – I am not technical concept called normalization track one type of data in one bucket and make sure that bucket only track that type of data. I also look at it like “don’t ask a field do track two things and don’t track the same thing in different places.” This may make more sense in the next couple off slides.
Get in a room with the folks that know the data, the folks that know the questions you want to ask, and the folks that know your CRM system.
It’s important that someone knows how the system “should” work. Many of you might use RE. There are a number of ways to do it in RE, but there are not a number of ways to do it right. Documentation or what the support staff don’t always give the best answer.
Again, this is not about how you should assemble your moves management program or how many people ought to be in a portfolio or what your KPI should be this is about the system to help you get answers to the questions you are asking. To do that without manual effort, spreadsheets, complicated custom report requests, it is important to recognize that the tools are complex and you should work with someone who knows them
Here is a picture of the team working together to create their model. We had already met and determined what we cared about. We knew what data we needed. This was piecing it all together visually.
We got general agreement on the structure and then wrote it up.
This is that whiteboard dropped in Visio.
This is essentially what a relational database diagram looks like.
We wrote it down, shared it, fixed it, and then created the final.
Did I mention it’s really helpful to write stuff down?
Here is a model in its final iteration.
Walk through it and illustrate what it shows us.
The center of this model, in this case, was the prospect. A prospect record contained entities. The prospect record contained proposals. There were evaluations and ratings about the prospects that were also about the entities and the proposals. With contact reports, those could go on the entities or the prospect…this was a decision we had to make because we didn’t want to track the same things more than once.
To the left, you can see the assignments/team members (the fat arrow meant that the assignment contained data). They are related to the prospect, not the entities. A small but important distinction.
This, ladies and gentlemen is the PMM. Beautiful? Horrible?
Even if it looks little like this, or it’s done with pen and paper, it helps you… Do data entry Write reports Train staff Onboard new staff Create a common language
This is what everyone will see. The shinny stuff.
What is often a hard part of this is getting the reports. That should be much easier now. And, you may not even need traditional reports. Your queries will get much better and you can use things like MS BI that, probably, is free.
First, you need to write down what you need. It doesn’t have to be a formal template (it can), but it needs to be organized and refer to the model.
An example of some of the reports people will ask for and are now easier to get.
We haven’t talked about tools much. A consultant I was working with said, “I have a preference for tools, I prefer the one you’ve already got.”
I don’t know if that is always the case, but it echos the fact that you can make real progress without buy a new CRM system or reporting system.
I’ve listed some of the tools that could be part of this
Your CRM will get a lot better Excel is a great BI tool if used properly And these others….
Deploying the PMM is the last step to success.
First, document what you are doing at each step. If its not written, its not said. Do not neglect training. Make it a real thing – write an agenda, create some materials (just high level stuff), get people invested in it that span development, operations, IT, etc. Set up recurring check-ins. This will not be done when you start using it. Pay attention to it and ask others to comment. This is important for cultural change. Use the model to talk about stuff. Get the reports in the hands of the execs.
Get started. Between knowing something and not knowing something, it’s better to know something.
Last slide before we hear about it in the real world.
Reactive not proactive --we were used to getting stuff and reacting to it…because we didn’t properly identify this, we never were able to plan strategically through things…
[Foundation Staff Growth - Restructure] Hired Field Experts Rather Than Generalists Operations and IT Blended
Assessed Systems Expanded and Formalized All Functional Processes
[Bullet 1] Primitive Metrics In Use (Excel Document Realized Need for a Static Metric / Q3FY15 We wanted to see projected gifts closed by Quarter & Fiscal Year The TABLE STORY should be done here
Roleplay Meetings / Regular Case Education Board Engagement Plans
This should be at the end… “Click of a Button Data”
“With all these new tools and potential for icon confusion, we needed a simple way to access these…the Campaign Suite”
Prospect Management Model Whipping Your Prospect Data into Shape
Prospect Management Model
Whipping Your Prospect Data into Shape
Director of Operations
All Children's Hospital Foundation
All Children's Hospital Foundation
Director, Business Intelligence Group
What We Want to Accomplish Today
• 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
Why do this? Why create a PMM?
• 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
If you fail to plan…
Why do this? Why create a PMM?
o Focus on the right prospects at the right time for the right
o Forecast giving
o Scale up for large campaigns
o Enable powerful business intelligence: dashboards,
o Support training and reduce impact of turnover
o Better manage staff and volunteers
o Improve communication
1. Know what you want to know
2. Determine the data you need
3. Ready the database
4. Ready the BI
5. Deploy and support it
6. Monitor and manage
Know What You Want to Know
• Set your destination before you start the trip
• Example measures/KPI
o Where are our prospects in their lifecycle with our
o Where are our prospects in their lifecycle for this
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?
Determine the Data You Need
• What data do you need to answer the
questions you will ask?
• Data about…
o Communications and interactions
Data - About the Person
Committee 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
Publicly 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
Ratings - About the Person
• Use the Data to create Ratings
• Affinity – can scale with the institution
• Capacity – can have more than one
Data - About the Solicitation
Identification Qualification Cultivation Solicitation Stewardship
Data - About the Solicitation
Prospect Lifecycle Solicitation Lifecycle Proposal
Identification 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
Data - About the Team
Solicitation Team Member
Data - About the Interactions
Type Interaction Data
Tour/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
Ready the Database
• 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 BI
• The face of the effort
• Write specifications for the questions you
o Pipeline Report
o Solicitor Activity
o Solicitor Performance
o Portfolio Overview
o Prospect Lifecycle Overview
o Action Status
o Comprehensive Research Profile
Ready the BI
• Tools are important, but they are not the goal
o CRM system
o Crystal Reports
o JCA Answers
o Lots of BI tools out there…
Deploy and Support It
• 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
o Do you have a culture of accountability?
o Seeing this as “you are critiquing me”
o Taking the time to plan
o Spending money Investing
o Quick wins
o Involve key stakeholders early
o Make it about getting better, not “checking up”
Why we created a PMM
A look into our past
Where we were + Where we had to go = PMM
Where We Were
o Reaching $10 million annually with staff of 15
o Strong community reputation & support
o Solid events and special programs
o Major Giving Program in its infancy
o Lacked clear focus and direction in aftermath of capital
o Reactive not proactive
o Leadership challenges
o Technological challenges
Where We Were Going
• Integration with Johns Hopkins Medicine
• Launching largest campaign in ACHF’s history
• New level of accountability for individuals & programs
• Institution-wide realignment
• Analyze our data management systems
• A sharper focus on major gifts
Discovering What We Needed To Know
• 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
• Used a code to project solicitation ‘readiness’
o Ready to ask
o Ready in 3 months
o Ready in 6 months
o Ready in …
• Time was moving, but the readiness code remained the
o 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 course
o We asked questions regarding what we really needed to ‘see’
o Built our model on a whiteboard
• Analyzed our positioning, data, & systems
o Staff restructure and expansion
o Communications improvements
o Quality of our data and systems
• Deploy & Sustain our PMM
o Hone in on the skills our staff already had
o Transition from generalists to specialists
Discovering “The Q”
• We needed a new way to show identified metrics
o Amount Asking
o Amount Expecting
o Fiscal Year of Expected Ask
o Quarter of Expected Ask
o Strategic plan developed on each prospect
o What fundraising priority the Ask was supporting
o Solicitor Assigned
• We needed to be able to quickly & regularly access
accurate prospect data ourselves; sorted & grouped in
“The Q” Outcomes
• Bi-Weekly Gift Officer Meetings
o Increased accountability – individually & team
o Solicitor/relationship clarity
o Constant reminder of active prospects
o Formalization of strategic plans for individual prospects
• Allowed for easier Major Gift budgeting projections
o 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
• Move away from external department dependency
• Increased turn-around time
• Avoid different reporting methods
Beyond “The Q” – Gift Officer Report
• Roll-up to performance competency
• Defined metrics for tracking progress
• Needed a revised prospect moves management
• Cleaner movement of donors between stages
• History tracking
Outcomes To Date
• Large growth in communications
• Bi-Weekly meetings
• Strategic thinking
• Expanded resource access
• Analytics behind the outcomes
Category 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