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Prospect Management Model Whipping Your Prospect Data into Shape
- 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. Introductions • Who are we? 2
- 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. 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. 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. 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. 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. 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. 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. 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. Ratings - About the Person • Use the Data to create Ratings • Affinity – can scale with the institution • Capacity – can have more than one
- 12. Data - About the Solicitation Prospect Lifecycle Identification Qualification Cultivation Solicitation Stewardship Planning Funded Declined Postpone Ask Made Solicitation Lifecycle
- 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. Data - About the Team Team Member Prospect Manager Solicitor Solicitation Team Member Volunteer
- 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. Ready the Database • Think like a relational database • Build the model on paper • Work with someone who knows your CRM system REALLY well
- 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
- 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. 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. 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. • 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. Case Study 24
- 25. Why we created a PMM A look into our past Where we were + Where we had to go = PMM
- 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. 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. 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. 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. 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. 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. “The Q” (step 1)
- 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. “The Q” (step 3)
- 35. “The Q”
- 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. Looking Beyond “The Q” Applying what we learned
- 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. SOC (view 1)
- 40. SOC (view 2)
- 41. SOC (view 3)
- 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
- 44. GO Report
- 45. Our Outcomes Measuring our success
- 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. Overview of Tools • Daily Gift Report • Invalid Address Notifications • Thank You Letter Notifications • Blue Review • Pink Process • Raiser’s Edge Mobile
- 48. Campaign Suite
- 49. A Look Into The Future What we are working on next…
- 50. Future Plans • Entire Foundation Moves Management Process • Paperless Documentation System • Revenue Distribution Application • Board Member Giving Report Automation • Event Prep Sheets
- 51. Takeaways • Develop a Prospect Management Model • Don’t limit yourself • Grow the partnership between Development and IT/Operations
- 52. Takeaways Never ask what your technology can do, instead, ask what you need your technology to do --Ryan Perry
- 53. Questions
- 54. For copies of this presentation • Leave us your card • Email us Steve.Beshuk@jcainc.com Ryan.Perry@allkids.org Shannon.Jager@allkids.org
Hinweis der Redaktion
- 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”