Managing Prospect Relationships and Fundraising Activity in a Campaign

Presented by: Elizabeth Crabtree

May 4, 2011

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May 4, 2011 Elizabeth Crabtree

Managing Prospect Relationships and Fundraising Activity in a Campaign

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SITE ROSTER

Elizabeth Crabtree

Elizabeth Crabtree is the Director of Prospect Development at Brown University with primary responsibilities for campaign planning, analysis and reporting, research, prospect management and data mining and modeling. She is a former president of APRA and a member AFP, CASE, and NEDRA. Ms. Crabtree is a frequent, nationally recognized speaker, curriculum developer and nonprofit fundraising consultant specializing in campaign feasibility analysis, strategic planning and program development.

5/2/2011

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AFP Web/Audioconference

May 4, 2011

Managing Prospect Relationships and

Fundraising Activity in a Campaign

Presented by

Elizabeth Crabtree

Director of Prospect Development

BROWN UNIVERSITY

Elizabeth Crabtree

Director of Prospect Development

BROWN UNIVERSITY

Elizabeth Crabtree is the Director of Prospect

Development at Brown University where she provides

advice, counsel and analytical support for Brown’s

fundraising efforts. Elizabeth leads activities related to

campaign planning, analysis and reporting, prospect

identification and research, data mining, modeling and

market research and relationship management.

Elizabeth is the former president of the Association of

Professional Researchers for Advancement (APRA). She is

also a member of AFP, CASE and NEDRA. In 2007, Elizabeth

was the recipient of the prestigious Ann Castle Award.

Most recently, Elizabeth’s team at Brown was named a

2010 CASE Circle of Excellence award winner.

Elizabeth is a graduate of Berklee College of Music and is

an alumna of the Philanthropic Studies program at Indiana

University.

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Program Description

Managing Prospect Relationships and Fundraising

Activity in a Campaign

Review the key elements of designing a robust prospect

relationship management program that focuses on the

most important activities that need to be tracked during a

campaign – prospects, fundraiser assignments and actions,

and proposals. Options will be discussed that take into

consideration organizational size, staffing resources and

systems capabilities and limitations, allowing any

fundraising operation to benefit from the creation of

policies, principles and tracking systems that reflect best

practices in prospect management.

Program Outline

• Fundamental Concepts and Components

• Core Values and Best Practices

• Tracking What Matters in a Campaign

– Prospects

– Fundraiser Assignments and Actions

– Proposals and Solicitations

• Sample Tracking Screens and Reports

• Organizational and Campaign

Considerations

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FUNDAMENTAL CONCEPTS

AND COMPONENTS

AFP WEB / AUDIOCONFERENCE

Managing Prospect Relationships and Fundraiser Activity in a Campaign

Origin

Prospect Relationship Management

• A concept borrowed from the practice of

CRM or “customer relationship

management” in sales-based organizations

• First used in fundraising in early 1970’s

• Initially called the “moves concept”

• Refined by master fundraiser, David

Dunlop (Cornell, 1959 – 1997)

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Definition

Prospect Relationship Management

• A system of policies,

procedures and practices that

reflects the fundraising actions

taken to identify and engage

prospective donors, forge

relationships, solicit gifts and

maintain interests and

contributions over time

Purpose

• Strategic, systematic and structured way of:

• Committing to a culture of collaboration that increases the effectiveness of fundraising

• Engaging, managing and tracking relationships between prospective donors and the institution

• Guiding and measuring fundraising and research activities

• Evaluating program and campaign performance

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Potential

• Focuses efforts on what’s most important

• Provides clear expectations and accountability

• Promotes transparency and collaboration

• Improves outcomes of face-to-face fundraising

• Informs management decision-making

• Aids in raising more money

Typical Components

• Prospect Management programs include:

• Prospect development and research activities

• Donor interests and demographic information

• Prospect assignment, coordination and

collaboration policies

• Prospect strategy plans

• Relationship management tracking via contact

reporting, stage and inclination coding

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Typical Components

• Prospect Management programs include:

• Proposal development and pipeline

management

• Volunteer and committee assignment and

management

• Accountability standards for program and

fundraiser performance

• Rich source of benchmarking data and KPIs

with forecasting capabilities

Importance to Campaigns

• Organize high priority fundraising projects

and needs

• Manage effectively a high volume of activity

(prospects, fundraisers, volunteers)

• Report on progress; forecast results

• Increase in available resources, typically an

opportunity to add staff and invest in

infrastructure

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CORE VALUES AND BEST

PRACTICES

AFP WEB / AUDIOCONFERENCE

Managing Prospect Relationships and Fundraiser Activity in a Campaign

Core Values

• Overarching Approach for

Fundraising

• Acting as one unified and

collaborative team

• Seeking the largest possible gifts

from engaged donors

• Supporting established and

approved organizational priorities

• Particularly important in a campaign

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Core Values

• Donor-Centric Approach

• Encouraging philanthropic behavior

• Valuing and satisfying a donor’s interests

• Creating joyful long-term givers

Core Values

• Donor-Centric Approach• Fundraisers must attentively seek to

understand the individuals’ values and interests, as well as their relationships and interactions throughout the organization

• Fundraisers create strategies and leverage relationships to ensure the right ask, timing, solicitor, etc.

• The donor will ultimately affirm their values and interests by deciding whether, how much, and for what purpose, they will give

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Core Values

• Donor-Centric Approach

• Ultimately, an organization can

be donor-centric while also

advancing the organization’s

mission, obtaining the largest

gift possible in the most

effective and efficient way

Effective Prospect Relationship Management Can Help Organization’s

Achieve These Objectives

Why Prospect Management Matters

• Provides clarity of direction and focus through established policies and procedures

• Promotes disciplined approach to managing the Development process

• Encourages coordination, cooperation and understanding among key stakeholders:– Individual Development units / programs

– Fundraisers

– Researchers

– Management

– Volunteers

• Provides uniform metrics for fundraiser and volunteer accountability, recognition and feedback

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Best PracticesACCOUNTABILITY

• Requires development officers to be accountable for management of their prospects– Transparent to ongoing activities and contacts

– Timely communication and entry of information

• Makes the best use of human resources and involve others to further a solicitation strategy

• Solicits successfully a high percentage of donors

• Provides “institutional memory” as a record of activities and relationships with donors

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Best PracticesCOOPERATION

• Cooperation and collaboration are the prevailing imperatives for prospect assignment and engagement regardless of hierarchy and roles

• The overarching objective is to determine, and be responsive to, what is best for the donor and the organization– Establish personal connections between the donor

and development staff for each active major and principal gift rated individual

– Foster inclusion and collegiality when the donor has multiple interests that span organizational silos

Best PracticesDISCIPLINE

• All fundraising programs should use a

consistent set of terms to define the status

of their activity

• Specific actions and program information

should be stored in the appropriate place

for such data

• Provides a means to accurately analyze and

report the results of relationship

management activities

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Best PracticesPROACTIVE

• Identify continually new prospective donors and assign them to the appropriate program and/or officer

• Identify the best giving opportunities for the donor

• Record cultivation and solicitation strategies

• Develop comprehensive and coordinated proposals, as appropriate

• Anticipate next giving opportunity

Best PracticesMEASURABLE

• Establishing departmental benchmarks and goals, including both qualitative and quantitative factors

• Monitoring progress and providing a means for better forecasting

• Measuring individual staff performance, providing officers with positive feedback for their efforts and achievements

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Common Issues

• Inconsistent Use / Commitment– Lack of leadership support

– Lack of fundraiser buy-in

– Lack of uniformity in coding and understanding

• Internal competition– Coveting prospects, rather than covering prospects

– Limiting access to prospects; isolating the donor

• Lack of strong accountability standards

• Lack of oversight and administrative staffing

• Bureaucratic and cumbersome processes

Common Issues

• Development staff become “slaves to the system” whereby prospect management is reduced to a series of database coding rules and processes focused solely on quantitative measures– Should be intuitive and reflect how fundraising

occurs in the field and how donor relationships change over time

– Should be sensitive to how fundraisers are building each prospect’s awareness, knowledge, interest, involvement and commitment to the organization and its highest needs and priorities

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TRACKING WHAT MATTERS

MOST IN A CAMPAIGN

AFP WEB / AUDIOCONFERENCE

Managing Prospect Relationships and Fundraiser Activity in a Campaign

The Goal

• A successful Prospect Relationship Management program increases the success rate of every solicitor action, communication and appeal– Works equally well for annual leadership

giving as well as major, principal and planned giving

• Specific goals give your fundraising team something to work towards and allows leadership to track progress and keep everyone focused along the way

Adapted from “Embracing Technology for Moves Management Success,” Blackbaud

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The Process

Prospect

Management

Policies and

Guidelines

System

Design and

Coding

Research

Activities

Fundraising

Activities

Stewardship

Activities

Program

Evaluation

The Workflow

New

Prospect

Identified

Ste

ward

ship

/ Fu

ture

Co

nsid

era

tion

Prospect

Review

Prospect Assigned

Manager

Relationship(s)

Created

Research Rating

Contact

Activity

Prospect Qualified

Prospect’s Interests

Known

Prospect Ready to

Solicit

Solicitation

Strategy

Purpose, Amount,

Solicitors

Determined

Proposal Entered

Prospect Solicited

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The Workflow in Action

Who Identifies Prospects?

• Researchers

• Fundraisers/Sr. Staff

• Leadership/Trustees

• Volunteers

– Boards

• Current and former members

– Committees

– Peer screenings

New

Prospect

Identified

Sample – Prospect Tracking Screen

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Sample – Peer Screening Input Form

Prospect NameJob Title / Employer

Spouse NameJob Title / Employer

City/State

Sample – Peer Screening Results in System

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The Workflow in Action

Prospect Review Sessions

• Discuss prospects identified

• Pre-qualify prospects’ interests

and gift potential

• Assign staff and volunteers,

particularly those with

knowledge or close

relationships

• Strategize cultivation and

solicitation next steps

Prospect

Review

Sample – Simple Strategy Worksheet

Prospect Name and Assignments

Campaign Projects and Priorities

Notes and Comments

Rating and Gift Potential

Gift Strategy

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Sample – Prospect Profile View

Sample – Staff / Volunteer Assignment

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The Workflow in Action

Engaging Prospects

• Initiating and furthering

cultivation activities

• Confirming qualification,

inclination and ability

• Understanding motivators and

influencers for giving

– Key relationships

– Key areas of interests

Contact

Activity

Sample – Task Tracking Screen

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The Workflow in Action

Making the Ask

• Determining purpose, amount

solicitors

• Determining timing and

scheduling the meeting

• Preparing proposal and

materials (if needed)

• Tracking process and response

• Closing the gift

Solicitation

Strategy

Sample – Proposal Tracking Screen

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Sample – Solicitation Overview Report

The Workflow in Action

After the Gift

• Ensure appropriate donor

recognition and stewardship

• Deepen relationship over time

• Monitor and evaluate potential for

next ask

– May have made last gift

– May increase giving or make new gift

in same campaign

– May have future leadership potential

Ste

ward

ship

/ Fu

ture

Co

nsid

era

tion

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The Prospect Universe

100,000+

Entities

15,000+

Active

Prospects

8,000+

Assigned

Prospects

4,000+

Active

Contacts

The Prospect Universe

100,000+

Entities

15,000+

Active

Prospects

8,000+

Assigned

Prospects

4,000+

Active

Contacts

Identified prospects by giving

segment, interests,

relationships some already

assigned, others available or

in pool review

Most promising prospects with

a primary manager and

possibly secondary and/or

volunteer manager(s)

assignment

Prospects actively being

engaged by the organization

and/or multiple contacts with

the same prospect

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The Prospect Universe

• Prospect Pools – By levels of giving / capacity (principal gifts, major

gifts, annual fund), unit, program, interests, etc.

• Campaign Gift Pyramids– Number of prospects at segmented levels

– Inclination analysis

– Risk-adjusted forecasting ratios (# prospects to donors)

• Individual Manager Portfolios– Appropriate and manageable number of

prospects

– Quality and capacity of portfolio

The Prospect Pipeline

• Can you estimate how many prospects

need to be identified and assigned to a

fundraiser in order to reach your

campaign goals?

– Example: If the goal is to gain 100 new

major donors of $100K+ by the end of the

year, how many prospects need to be

qualified, cultivated and solicited?

• Are you on track to achieve these goals?

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The Prospect Pipeline

0

2

4

6

8

10

12

Identification Qualification Cultivation Solicitation Stewardship

Number of Prospects

In this pipeline example, the assumption is that

for every major gift donor, ten prospects must be

identified, eight qualified, five cultivated and three

solicited.

The Prospect Pipeline

• If this example were reflective of your organization’s experience, then to achieve 100 new major gift donors of $100K+, you would need:

– 1,000 prospects identified

– 800 qualified (80% of those identified)

– 500 cultivated (50% actively engaged; multiple meetings / moves)

– 300 solicited (30% in active solicitation)

– 100 major gifts closed (10% of those originally identified)

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A Fundraiser’s Portfolio

Newly Identified Prospects

Early and Mature

Cultivation

Solicitation

Stewardship

Data mining / scored prospects

Research identified and rated

New leads and referrals

Successful qualification

Evaluating giving potential and interests

Developing solicitation strategy

Implementing solicitation strategy

Identifying solicitors, amount, project

Determining timing and approach

Thanking donor

Continued engagement

Preparing for next gift

Portfolio Management

• From an individual fundraiser’s point of

view, what is the potential and quality of

your portfolio?

– Is it largely unqualified? Or very mature with

many prospects in stewardship?

– Who’s ready to be solicited?

– Who are my high-opportunity prospects?

• Those who have high affinity, demonstrated

interest but low giving compared to capacity and

no recent contacts or visits?

• What else?

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Portfolio Management

• From an individual fundraiser’s point of

view, what are your targets?

• What are you hoping for in the next gift?

• What do you want it for?

• Has the donor affirmed their interest and

willingness to consider such a gift?

• How do you plan to work toward achieving

this target goal?

• Are you balancing the time and attention you

give to prospects within your portfolio?

Portfolio Management

• From an individual fundraiser’s point of view,

who are you not planning to solicit for a

major gift this year?

– Can these individuals be solicited for annual

leadership gifts and programs?

– How long ago were these individuals qualified?

– Do you need new information or updated

research ratings?

– Could someone else be helpful in engaging these

prospects? (volunteers, community leaders, other

staff)

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Portfolio Management

• Portfolio Model Design:

• At least 50% of a primary manager’s portfolio of

assigned prospects should be actively cultivated

toward solicitation over a 12-month period

• Each active prospect should be substantively

contacted and/or moved three to five times per

12-month period

Portfolio Management

• A mature portfolio of prospects might contain:

• 50% - 60% in Cultivation status – engaged in

active contact and cultivation moving toward

strategy development and solicitation

• 25% - 30% in Solicitation status – having a

planned strategy in place and scheduled for

solicitation within next six to twelve months

• 10% - 20% in Stewardship status –recent

major gift donors that are not likely to be

solicited for a significant gift in near future

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Prospect Strategy

• Best prospect strategies:

• Incorporate research knowledge (gift capacity ratings, giving history analysis, background information)

• Promote effective collaboration between all involved fundraisers and the donor’s areas of interests

• Leverage relationships and circles of influence (staff, volunteers, family)

• Involve the right type, right amount and right time to present information to donor

The Proposal Pipeline

• How many and what type of proposals are optimum for each individual fundraiser to achieve programmatic goals?

• How long does it take to plan, execute and close a major gift solicitation?

• What is the average yield rate (proposal granted amount ÷ ask amount) by fundraiser, unit, department, division?

• Can we use past performance to forecast future results?

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The Proposal Pipeline

• Active Solicitations by Type (annual, capital, comprehensive)

• Planned Asks in next 12 months

• Asks in Progress (Scheduled Visits)

• Response Pending (Awaiting Donor Decision)

• Awarded / Closed / Declined

• Yield Rates

• Gauging Progress Toward Filling the Buckets (of fundraising priorities/campaign needs)

Performance Management

• Examples of Quantitative Measures:• Cash Giving as well as New Gifts and Pledges

• Percent Raised Toward Dollar Goals

• Penetration Rate: Number of Prospects Assigned and Qualified

• Number of Substantive Contacts

• Planned Proposal Pipeline and Execution

• Closed Proposal Pipeline (Solicitation Rates)

• Yield Rate: Dollars Granted of Ask

• Aging reports – how long in stage / last contacted

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Performance Management

• Examples of Subjective Measures:• Knowledge of one’s portfolio

• Demonstrated collegiality and inter-department

cooperation

• Disciplined commitment to policies and processes

• Proactive planning and execution of strategy

• Positive forward movement with prospects

• Ongoing donor relations; preparing donors for next gift

Sample – Goal Development

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Sample – Goal Development

Sample – Fundraiser Activty Report

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Sample – Fundraiser Activity Report

Sample – Individual Fundraiser Activity

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Sample – Visit Analysis

Sample – High Opportunity Prospects

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Sample – Portfolio Performance

ORGANIZATIONAL AND

CAMPAIGN CONSIDERATIONS

AFP WEB / AUDIOCONFERENCE

Managing Prospect Relationships and Fundraiser Activity in a Campaign

5/2/2011

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Organizational Structure

• Professional Fundraising Staff Model

• Volunteer Model

• Hybrid Model

– Both professional fundraising staff and

volunteers

– Expectations of staff versus volunteers

• How does the model change in a

campaign?

Infrastructure / Technology

• Donor database capabilities

• Staff support and technical capabilities

• Access and security options

• Are the technology and related staffing

needs adequate to serve the needs of the

campaign?

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Campaign Type

• Annual or Current-Use Fund Campaign

• Capital or Building Campaign

• Comprehensive Campaign

• Are there differences in what we need to

track and focus on depending on the

type of campaign?

Operational CapacityCAPACITYINDICATOR

ORGANIZATION SIZE

Small / Upstart Mid-Size LargeTotal Development Staff <12 12 – 39 40+

Fundraising Staff 1 – 7 8 – 25 25+

Operations Staff 0 – 4 5 - 9 10+

Software /Technology None or low-quality Core package but no prospect

management or proposal module

Sophisticated software with programming staff

to customize

Desire to Upgrade? ($) ($) ($)

Options Web-based productHire consultantHire database

management staff

Upgrade softwareHire consultant

Hire more databasemanagement staff

Train all staff

Conversion?Web-tools?

Increase database management and programming staffTrain end-users

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CLOSING REMARKS

AFP WEB / AUDIOCONFERENCE

Managing Prospect Relationships and Fundraiser Activity in a Campaign

What’s Most Important

• Focus on the why for prospect relationship

management and desired outcomes

• Understand that policies and operating

guidelines are different from system design and

training

• Be committed to the time required to implement

and maintain a prospect management program

• Ensure that everyone understands both the

philosophical and practical purposes of the

prospect relationship management program

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What’s Most Important

• Be thoughtful in system design and

coding:

• Just because you can track it, doesn’t mean

you should

• Seek clarity, efficiency and ease of

• Establish and define terminology

• Provide solid end-user training, support,

program and system auditing

• Consider reporting from the fundraiser,

manager, board and volunteer point-of-view

“In addition to twenty-five possible cultivation stage codes we’ve added fields in the donor database for golf handicap, allergies, and vices.”

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Achieving Results

• Successful prospect relationship

management is based on:

• Achieving goals to forward the mission of the

organization and create a positive philanthropic

experience for the donor

• Creating thoughtful policies and guidelines for

managing and monitoring the fundraising process

• Implementing systems that are intuitive and reflect

how fundraising really occurs in the field

• Being transparent about activities and

collaborating across organizational silos

Celebrating Success

• As with most fundraising,

success with prospect

relationship management

in a campaign generally

requires the effort and

support of many working

together with a shared

sense of purpose and

achievement

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Closing Thoughts

“All I want to do is change the world, make it a better place for this and future generations.”

-William Clement Stone Founder of AON

Questions?

Elizabeth R. Crabtreeelizabeth_crabtree@brown.edu

401-863-7527http://www.linkedin.com/in/elizabethcrabtree

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For a listing of the 2010 AFP Web/Audioconference Series, please visit our

website at www.afpnet.org in the professional development section.

Coming Next….

May 19, 20111:00 – 2:30 p.m. EST

Developing A Planned Giving

Marketing Plan

TIMMOTHY D. LOGAN, ACFREVICE PRESIDENT, PLANNED GIVING SERVICES

RUFFALOCODY

CERTIFICATE OF PARTICIPATION

I was a participant in the AFP Webconference held May 4, 2011

1:00 – 2:30 PM Eastern

Managing Prospect Relationships and Fundraising Activity in a Campaign

Presented by: Elizabeth Crabtree

Full participation in this session is applicable for 1.5 points in Category 1.B – Education of the CFRE International application for initial certification and/or recertification. Signed__________________________________________________________

This is for your records only.

Association of Fundraising Professionals May 4, 2011

Managing Prospect Relationships and Fundraising Activity in a Campaign

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11:00 a.m.–12:30 p.m. Mountain / 10:00-11:30 a.m. Pacific / 9:00-10:30 a.m. Alaska (*except on June 21, 2011) FEES: $159 (U.S.) per member session; $295 (U.S.) per nonmember session

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AFP 2010/2011 WEB/AUDIOCONFERENCE SERIES February 24, 2011 Jason Saul, It’s Not About You, It’s About Them: the New Imperative in Corporate Fundraising February 16, 2011 John Joslin, Planning to Keep Your Donors March 2, 2011 Penelope Cagney, The Secrets of Consultants March 24, 2011 Jon Duschinsky. Seriously Good Innovation… In Practice! April 7, 2011 John Greenhoe, Strengthening Foundation Relationships April 20, 2011 Ted Hart, Social Networking and Online Fundraising Success May 4, 2011 Elizabeth Crabtree, Managing Prospect Relationships and Fundraising Activity in a Campaign May 19, 2011 Timothy Logan, Developing a Planned Giving Marketing Plan June 1, 2011 Elizabeth Crabtree, Campaign Reporting June 21, 2011* Jason Saul, How to Raise More by Selling your Impact July 13, 2011 Marty Martin, When Raising Money 10 Legal Matters to Avoid July 26, 2011 John Hicks, Building Relationships that Pay Off August 24, 2011 Linda Lysakowski, Raising More Money From Your Business Community September 15, 2011 Amy Eisenstein, Face-to-Face Basics: Integrating Individuals into Your Development Plan September 28, 2011 Ted Hart, Nonprofit Internet Management Strategies, Tools and Trade Secrets October 4, 2011 Monique Hanson, Sally Mimillan, Structuring Your Development Office for Success October 27, 2011 June Bradham, Rachel Hutchisson & Tucker Branham, From boomers to Echo boomers: Giving Across the Generations November 1, 2011 Michael J. Rosen, Donor Centered Planned Gift Marketing November 17, 2011 Marcelo Iniarra, Digital Mobilization on Giving December 6, 2011 Sandy Rees, Secrets of Success in the Small Shop December 14, 2011 TBD This order is for [ ] Live Event, [ ] Download, [ ] CD ($8.95 for shipping in the U.S., $20 for International orders)

Webconferences will be held at 1:00-2:30 p.m. Eastern / 12:00-1:30 p.m. Central 11:00 a.m.–12:30 p.m. Mountain / 10:00-11:30 a.m. Pacific / 9:00-10:30 a.m. Alaska (*except on June 21, 2011)

FEES: $159 (U.S.) per member site per session; $295 (U.S.) per nonmember site per session Special AFP Member Bundle - $99 per session when registering for 10 or more programs at one time!

Four ways to register: Online: http://afp.peachnewmedia.com Fax: 206-984-1371 Phone: 770-805-6292 Mail: Peach New Media, 3300 Highlands Parkway, Suite 290, Smyrna, GA 30082

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Can’t make a Webconference? Purchase the recorded session as a download or on CD. Call 877-728-3904 or visit our website at http://afp.peachnewmedia.com

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