Session from BBCON11, featuring moves management in The Raiser's Edge.

1. 10/3/2011
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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2. 10/3/2011
SPOILER ALERT!!
Things gift officers are unlikely to view as a priority:
Gift officers are focused on specific results:
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USING RAISER’S EDGE FOR PROSPECT MANAGEMENT
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
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COMMON CHALLENGES AND MYTHS TO DATA-DRIVEN
PROSPECT MANAGEMENT
• “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.
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3. 10/3/2011
WHAT DOES YOUR PROSPECT MANAGEMENT
PROGRAM RESEMBLE?
Henry Ford was the first “lean
thinker.” Impact = Cost of Model-T
in 1908 was $850 and in the 1920‟s
$250.
OR
An unworkable prospect
management program will be
abandoned by everyone!
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CURRENT PORTFOLIOS
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RELATIONSHIP MANAGEMENT
Development Officer: System:
•Ideal portfolio size: 125-150 prospects. •Solicitor Relationships.
• Keep the best prospects in front of •Use start and end dates.
your best gift officers. •Use of „Former‟ can aid in querying
• This IS your tickler system. and reporting.
Solicitor Types:
Primary
Additional
Natural Partner
Volunteer
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4. 10/3/2011
RELATIONSHIP MANAGEMENT
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PIVOT TABLES FOR ASSIGNED PROSPECTS
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PIVOT TABLES FOR UNASSIGNED PROSPECTS
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5. 10/3/2011
PROSPECT STATUS
Development Officer: System:
•Cycle Should Include: •Use queries to enforce a requirement
•Identification for all with an assigned solicitor to
•Qualification/Discovery have a status.
•Cultivation •„Identification‟ and the „Not a
Prospects‟ could be unassigned.
•Solicitation
•Prospects should be dispersed
•Stewardship between the statuses.
•AND:
•Not a Prospect NOW
•Not a Prospect EVER
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PROSPECT CYCLE
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PROSPECT CLASSIFICATION
Development Officer : System:
•Cycle Should Include: •Use queries to enforce a requirement
• A= Hot Prospect for all with an assigned solicitor to
• Solicit in 6-9 months have a classification.
• Plan in place •„Cold‟ may be unassigned if they are
• Contact every 6-8 weeks still in need of Discovery.
• B= Warm Prospect •Pair „Status‟ and „Classification‟ in
• Qualified prospect queries and reports to prioritize
• Contact every 8-12 weeks prospects.
• C= Cold Prospect or Suspect
• Keeping in front of you
• Need discovery call
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6. 10/3/2011
PROSPECT MANAGEMENT MATH
• 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
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ACTIONS
Development Officer : System:
• Actions entered for all •Enable default sets to prompt
substantive contacts. the right questions.
• Written cultivation plans for •Use global adds for mass
top prospects. actions.
•If it’s not in the system, it didn’t •Have a clear policy regarding
happen! 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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7. 10/3/2011
PHILANTHROPIC INTERESTS
Development Officer : System:
•Identify and track interests •Use with ratings to identify
expressed by prospects. prospects for specific funding
•Helps to build a cultivation opportunities.
strategy.
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RATINGS
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RATINGS
Development Officer : System:
• Prioritizes field work • Ensure that all are table-
• Clear and concise driven!
•Establish a primacy of ratings. • Remove ratings past their
•Development officer rating shelf-life
• Track not only research-
determined or purchased
ratings, but development
officer goals.
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8. 10/3/2011
PROPOSALS
Development Officer: System:
• Creates sense of urgency. •Can some fields be hidden?
• Identifiable goal to work •Minimum to enter a proposal:
towards. •Target amount
• Should be the centerpiece of •Target date
Prospect Management •Target purpose
Meetings. •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.
•Let the data prove its point.
•Hold effective prospect management meetings.
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9. 10/3/2011
“Coming together is a beginning.
Keeping together is progress.
Working together is success.”
- Henry Ford
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USED WELL, THE SYSTEM CAN BE
THE GREATEST TOOL YOUR MGOS
HAVE. #BBCON
@CRHUNT_BWF
@MARKJMARSHALL
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CONTACT US WITH QUESTIONS
• Cassie Hunt
- chunt@bwf.com
- @crhunt_bwf
• Mark Marshall
- mmarshall@bwf.com
- @markjmarshall
- Marshallartoffundraising.wordpress.com
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