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Prospect Management Model 
Whipping Your Prospect Data into Shape 
Ryan Perry 
Director of Operations 
All Children's Hosp...
Introductions 
• Who are we? 
2
What We Want to Accomplish Today 
• The benefits to creating a PMM 
• How to do it (in a perfect world) 
• How it was done...
Why do this? Why create a PMM? 
• Choose your favorite quote… 
You can’t improve what you don’t measure. 
Inspect what you...
Why do this? Why create a PMM? 
• Empowerment 
o Focus on the right prospects at the right time for the right 
amount 
o F...
PMM Overview 
1. Know what you want to know 
2. Determine the data you need 
3. Ready the database 
4. Ready the BI 
5. De...
Know What You Want to Know 
• Set your destination before you start the trip 
• Example measures/KPI 
o Where are our pros...
Determine the Data You Need 
• What data do you need to answer the 
questions you will ask? 
• Data about… 
o Person 
o So...
Data - About the Person 
Affinity Data 
Committee involvement Life stage 
Education Origin of prospect 
Event invitation o...
Data - About the Person 
Capacity Data 
Publicly held stock Philanthropic, civic or political involvement 
Company ownersh...
Ratings - About the Person 
• Use the Data to create Ratings 
• Affinity – can scale with the institution 
• Capacity – ca...
Data - About the Solicitation 
Prospect Lifecycle 
Identification Qualification Cultivation Solicitation Stewardship 
Plan...
Data - About the Solicitation 
Prospect Lifecycle Solicitation Lifecycle Proposal 
Identification Planning Stage 
Qualific...
Data - About the Team 
Team Member 
Prospect Manager 
Solicitor 
Solicitation Team Member 
Volunteer
Data - About the Interactions 
Type Interaction Data 
Tour/Site Visit Description/Note 
Meeting/Personal Visit/Face-to-Fac...
Ready the Database 
• Think like a relational database  
• Build the model on paper 
• Work with someone who knows your C...
Ready the Database
Ready the Database 
Assignments 
Entities 
Prospect 
Contact Reports 
Activities 
$ 
Relationship Manager 
Proposal 
Team ...
Ready the Database
Ready the BI 
• The face of the effort 
• Write specifications for the questions you 
asked 
o Pipeline Report 
o Solicito...
Ready the BI 
• Tools are important, but they are not the goal 
• Options 
o CRM system 
o Excel 
o Crystal Reports 
o SSR...
Deploy and Support It 
• Write it down 
• Train and reinforce 
• Create a committee 
• Ongoing check-ins 
• Make it a tool...
• Challenges 
Challenges 
o Do you have a culture of accountability? 
o Seeing this as “you are critiquing me” 
o Taking t...
Case Study 
24
Why we created a PMM 
A look into our past 
Where we were + Where we had to go = PMM
Where We Were 
• Strengths 
o Reaching $10 million annually with staff of 15 
o Strong community reputation & support 
o S...
Where We Were Going 
• Integration with Johns Hopkins Medicine 
• Launching largest campaign in ACHF’s history 
($150 Mill...
Discovering What We Needed To Know 
• Held a retreat to form a new strategic plan 
• Implemented a series of meetings focu...
The Shift 
• Used a code to project solicitation ‘readiness’ 
o Ready to ask 
o Ready in 3 months 
o Ready in 6 months 
o ...
Activating Our PMM 
• Decided to chart our course 
o We asked questions regarding what we really needed to ‘see’ 
o Built ...
Discovering “The Q” 
• We needed a new way to show identified metrics 
o Individual/corporation/foundation 
o Amount Askin...
“The Q” (step 1)
“The Q” (step 2) 
Data Fields 
Last Name 
First Name 
Org Name 
Ask Amount 
Amount Expected 
Classification 
Solicitor Nam...
“The Q” (step 3)
“The Q”
“The Q” Outcomes 
• Bi-Weekly Gift Officer Meetings 
o Increased accountability – individually & team 
o Solicitor/relatio...
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 
•...
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 
• Need...
Moves Management Process
GO Report
Our Outcomes 
Measuring our success
Outcomes To Date 
• Large growth in communications 
• Bi-Weekly meetings 
• Strategic thinking 
• Collaboration 
• Expande...
Overview of Tools 
• Daily Gift Report 
• Invalid Address Notifications 
• Thank You Letter Notifications 
• Blue Review 
...
Campaign Suite
A Look Into The Future 
What we are working on next…
Future Plans 
• Entire Foundation Moves Management Process 
• Paperless Documentation System 
• Revenue Distribution Appli...
Takeaways 
• Develop a Prospect Management Model 
• Don’t limit yourself 
• Grow the partnership between Development 
and ...
Takeaways 
Never ask what your technology can do, 
instead, ask what you need your technology to 
do 
--Ryan Perry
Questions
For copies of this presentation 
• Leave us your card 
• Email us 
Steve.Beshuk@jcainc.com 
Ryan.Perry@allkids.org 
Shanno...
Prospect Management Model Whipping Your Prospect Data into Shape
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Prospect Management Model Whipping Your Prospect Data into Shape

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presented at AFP 2014

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Prospect Management Model Whipping Your Prospect Data into Shape

  1. 1. Prospect Management Model Whipping Your Prospect Data into Shape Ryan Perry Director of Operations All Children's Hospital Foundation Ryan.Perry@allkids.org www.allkids.org Shannon Jager Development Officer All Children's Hospital Foundation Shannon.Jager@allkids.org www.allkids.org Steve Beshuk Director, Business Intelligence Group JCA Steve.Beshuk@jcainc.com www.jcainc.combi
  2. 2. Introductions • Who are we? 2
  3. 3. 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
  4. 4. 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 there. If you fail to plan…
  5. 5. Why do this? Why create a PMM? • Empowerment o Focus on the right prospects at the right time for the right amount o Forecast giving o Scale up for large campaigns o Enable powerful business intelligence: dashboards, analytics o Support training and reduce impact of turnover o Better manage staff and volunteers o Improve communication
  6. 6. PMM Overview 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
  7. 7. 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 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?
  8. 8. Determine the Data You Need • What data do you need to answer the questions you will ask? • Data about… o Person o Solicitation o Team o Communications and interactions
  9. 9. Data - About the Person Affinity Data 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
  10. 10. Data - About the Person Capacity Data 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
  11. 11. Ratings - About the Person • Use the Data to create Ratings • Affinity – can scale with the institution • Capacity – can have more than one
  12. 12. Data - About the Solicitation Prospect Lifecycle Identification Qualification Cultivation Solicitation Stewardship Planning Funded Declined Postpone Ask Made Solicitation Lifecycle
  13. 13. 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 Purpose Campaign
  14. 14. Data - About the Team Team Member Prospect Manager Solicitor Solicitation Team Member Volunteer
  15. 15. 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 Research Stewardship Report
  16. 16. Ready the Database • Think like a relational database  • Build the model on paper • Work with someone who knows your CRM system REALLY well
  17. 17. Ready the Database
  18. 18. Ready the Database Assignments Entities Prospect Contact Reports Activities $ Relationship Manager Proposal Team Member Evaluations and Ratings Allocations Proposal Tasks Interest Program Purpose Prospect Model DRAFT 1
  19. 19. Ready the Database
  20. 20. Ready the BI • The face of the effort • Write specifications for the questions you asked o Pipeline Report o Solicitor Activity o Solicitor Performance o Portfolio Overview o Prospect Lifecycle Overview o Action Status o Comprehensive Research Profile
  21. 21. Ready the BI • Tools are important, but they are not the goal • Options o CRM system o Excel o Crystal Reports o SSRS o JCA Answers o Lots of BI tools out there…
  22. 22. 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
  23. 23. • Challenges Challenges 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 • Tips o Quick wins o Involve key stakeholders early o Make it about getting better, not “checking up”
  24. 24. Case Study 24
  25. 25. Why we created a PMM A look into our past Where we were + Where we had to go = PMM
  26. 26. Where We Were • Strengths o Reaching $10 million annually with staff of 15 o Strong community reputation & support o Solid events and special programs • Opportunities o Major Giving Program in its infancy o Lacked clear focus and direction in aftermath of capital campaign o Reactive not proactive o Leadership challenges o Technological challenges
  27. 27. 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
  28. 28. 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
  29. 29. The Shift • 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 same 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
  30. 30. 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
  31. 31. Discovering “The Q” • We needed a new way to show identified metrics o Individual/corporation/foundation o Amount Asking o Amount Expecting o Fiscal Year of Expected Ask o Quarter of Expected Ask o Classification 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 different ways
  32. 32. “The Q” (step 1)
  33. 33. “The Q” (step 2) Data Fields Last Name First Name Org Name Ask Amount Amount Expected Classification Solicitor Name Date Added Strategy Priority Proposal Name Ask Year Ask Qtr Asked Date
  34. 34. “The Q” (step 3)
  35. 35. “The Q”
  36. 36. “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
  37. 37. Looking Beyond “The Q” Applying what we learned
  38. 38. 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
  39. 39. SOC (view 1)
  40. 40. SOC (view 2)
  41. 41. SOC (view 3)
  42. 42. 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
  43. 43. Moves Management Process
  44. 44. GO Report
  45. 45. Our Outcomes Measuring our success
  46. 46. Outcomes To Date • Large growth in communications • Bi-Weekly meetings • Strategic thinking • Collaboration • 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
  47. 47. Overview of Tools • Daily Gift Report • Invalid Address Notifications • Thank You Letter Notifications • Blue Review • Pink Process • Raiser’s Edge Mobile
  48. 48. Campaign Suite
  49. 49. A Look Into The Future What we are working on next…
  50. 50. Future Plans • Entire Foundation Moves Management Process • Paperless Documentation System • Revenue Distribution Application • Board Member Giving Report Automation • Event Prep Sheets
  51. 51. Takeaways • Develop a Prospect Management Model • Don’t limit yourself • Grow the partnership between Development and IT/Operations
  52. 52. Takeaways Never ask what your technology can do, instead, ask what you need your technology to do --Ryan Perry
  53. 53. Questions
  54. 54. For copies of this presentation • Leave us your card • Email us Steve.Beshuk@jcainc.com Ryan.Perry@allkids.org Shannon.Jager@allkids.org

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