Session from BBCON11, featuring moves management in The Raiser's Edge.
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10/3/2011 1 10/3/2011 Bentz Whaley Flessner 1 Moves Management in The Raiser's Edge PRESENTED BY: CASSIE R. HUNT & MARK J. MARSHALL 10/3/2011 Bentz Whaley Flessner 2 DEFINING PROSPECT MANAGEMENT Prospect management is the deliberate and pro-active process of driving prospects through the development cycle towards the goal of securing the optimal gift. 10/3/2011 Bentz Whaley Flessner 3 SYSTEMATIZING PROSPECT MANAGEMENT It‟s not just managing who you know, but also finding the prospects who stand out by their own behavior. •Using queries for alerts •Action tracks for prospect assignment •Pivot tables The operating goal of prospect management is to make the database smaller.
Transcript
10/3/2011
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10/3/2011 Bentz Whaley Flessner 1
Moves Management in The Raiser's Edge
PRESENTED BY:
CASSIE R. HUNT & MARK J. MARSHALL
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DEFINING PROSPECT MANAGEMENT
Prospect management is the deliberate and pro-active process
of driving prospects through the development cycle towards the
goal of securing the optimal gift.
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SYSTEMATIZING PROSPECT MANAGEMENT
It‟s not just managing who you know, but also finding the
prospects who stand out by their own behavior.
•Using queries for alerts
•Action tracks for prospect assignment
•Pivot tables
The operating goal of prospect management
is to make the database smaller.
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Things gift officers are unlikely to view as a priority:
Gift officers are focused on specific results:
SPOILER ALERT!!
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Best practice involves using multiple areas of the system for input:
- Solicitor Relationships
- Prospect Status
- Prospect Classification
- Actions
- Philanthropic Interests
- Ratings
- Proposals
And output:
- Pivot Tables
- Dashboards
- Reports
- Queries
USING RAISER’S EDGE FOR PROSPECT MANAGEMENT
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• “I can manage it all in my head.”
• “The system is too difficult to use.”
• “I don‟t have time to enter everything that‟s required.”
• “It‟s about the relationship, not data.”
The goal of development/advancement services is to
make the system support the work of the end-users.
COMMON CHALLENGES AND MYTHS TO DATA-DRIVEN
PROSPECT MANAGEMENT
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WHAT DOES YOUR PROSPECT MANAGEMENT
PROGRAM RESEMBLE?
OR
Henry Ford was the first “lean
thinker.” Impact = Cost of Model-T
in 1908 was $850 and in the 1920‟s
$250.
An unworkable prospect
management program will be
abandoned by everyone!
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CURRENT PORTFOLIOS
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RELATIONSHIP MANAGEMENT
Development Officer:
•Ideal portfolio size: 125-150 prospects.
• Keep the best prospects in front of
your best gift officers.
• This IS your tickler system.
System:
•Solicitor Relationships.
•Use start and end dates.
•Use of „Former‟ can aid in querying
and reporting.
Solicitor Types:
Primary
Additional
Natural Partner
Volunteer
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RELATIONSHIP MANAGEMENT
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PIVOT TABLES FOR ASSIGNED PROSPECTS
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PIVOT TABLES FOR UNASSIGNED PROSPECTS
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PROSPECT STATUS
Development Officer:
•Cycle Should Include:
•Identification
•Qualification/Discovery
•Cultivation
•Solicitation
•Stewardship
•AND:
•Not a Prospect NOW
•Not a Prospect EVER
System:
•Use queries to enforce a requirement
for all with an assigned solicitor to
have a status.
•„Identification‟ and the „Not a
Prospects‟ could be unassigned.
•Prospects should be dispersed
between the statuses.
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PROSPECT CYCLE
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PROSPECT CLASSIFICATION
Development Officer :
•Cycle Should Include:
• A= Hot Prospect
• Solicit in 6-9 months
• Plan in place
• Contact every 6-8 weeks
• B= Warm Prospect
• Qualified prospect
• Contact every 8-12 weeks
• C= Cold Prospect or Suspect
• Keeping in front of you
• Need discovery call
System:
•Use queries to enforce a requirement
for all with an assigned solicitor to
have a classification.
•„Cold‟ may be unassigned if they are
still in need of Discovery.
•Pair „Status‟ and „Classification‟ in
queries and reports to prioritize
prospects.
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• No one should have more than 150 prospects!
A = 20-30 (3 visits per year = 60-90)
B = 50-75 (2 visits per year = 100-150)
C = 50-75 (1 visit per year = 50-75)
Average? 15-20 visits per month (190-240)
24-36 proposals per year
PROSPECT MANAGEMENT MATH
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ACTIONS
Development Officer :
• Actions entered for all
substantive contacts.
• Written cultivation plans for
top prospects.
•If it’s not in the system, it didn’t
happen!
System:
•Enable default sets to prompt
the right questions.
•Use global adds for mass
actions.
•Have a clear policy regarding
what constitutes an action.
•Identify ways to make entry as
easy as possible.
•Use action reminders to plan
ahead and keep people on
track.
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ACTIONS
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PHILANTHROPIC INTERESTS
Development Officer :
•Identify and track interests
expressed by prospects.
•Helps to build a cultivation
strategy.
System:
•Use with ratings to identify
prospects for specific funding
opportunities.
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RATINGS
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RATINGS
Development Officer :
• Prioritizes field work
• Clear and concise
•Establish a primacy of ratings.
•Development officer rating
System:
• Ensure that all are table-
driven!
• Remove ratings past their
shelf-life
• Track not only research-
determined or purchased
ratings, but development
officer goals.
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PROPOSALS
Development Officer:
• Creates sense of urgency.
• Identifiable goal to work
towards.
• Should be the centerpiece of
Prospect Management
Meetings.
System:
•Can some fields be hidden?
•Minimum to enter a proposal:
•Target amount
•Target date
•Target purpose
•Use security settings to
monitor change.
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PROPOSALS
Solicitor, Joe
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BRIDGING THE DIVIDE: BUILDING A PLAN
•Assess your current practices.
•Use best practices to change your culture.
•Establish a baseline for metrics.
•Focus the Services team on providing information, not supervision.
