Ask The Experts2018 Building Resilient Communities Metrics Matter Victor Brooks, Baylor College of Medicine Patrina Johnson, Houston Grand Opera Introduction Name, title, organization, role Presented By June 15, 2018

Why do metrics matter? People Do What They Are Incentivized To Do Metrics Create a Roadmap To Completing Goals Metrics Provide an Objective Basis for Evaluation Metrics Help Define Job Duties & Responsibilities Why Do Metrics Matter?

This is not the takeaway University of North Carolina

Back to Basics Data and Analytics Metrics Accountability Data & Analytics Begin with the end in mind How do you eat an elephant? One bite at a time Metrics Choosing Relevant Goals “What Gets Measured Gets Done” - Metrics for activity and output Accountability Talk About Metrics Make It A Team Effort Draw A Line in the Sand

Data and analytics “The goal is to turn data into information, and information into insight” ~ Carly Fiorina, Former CEO of HP

Data and analytics How do you eat an elephant? … one bite at a time! Organization Goal Team Goal Portfolio Goal Donor Forecast Goal Data & Analytics (Use a fiscal year as an example) 1. How do you eat an elephant? One bite at a time Organization, team and individual fundraiser goal Forecast per individual … one bite at a time!

Data and Analytics Prospect Research Prospect Qualification Portfolio Segmentation Data & Analytics (Use a fiscal year as an example) 2. Begin with the end in mind Portfolio Optimization Prospect Research – identifying new prospects through inward and outward data mining Inward – data mining (recency and frequency of monetary gifts to our org, wealth score, involvement & relationships) Outward – wealth score, giving to other organizations, foundation/board trustee, political giving, real estate Prospect Qualification – qualifying suspects Move them into Active vs. Suspect portfolios Portfolio segmentation Fundraising pyramid Leadership, Major Gift, Annual Fund

metrics “What Gets Measured Gets Done” ~ Peter Drucker

Choosing relevant Goals 1. “What Gets Measured Gets Done” Planning Tracking Reporting Evaluation University of North Carolina

Choosing Relevant Goals Senior Director - Outcomes Director - Outcomes Assistant Director - Outcomes Development Associate II - Activities Development Associate I - Activities

Choosing Relevant Goals Metric Associate I Associate II Assistant Director Director Senior Director Proposals X Meetings Secured Strategic Visits New Friends Stewardship Actions Dollars Raised Portfolio Assignments Secondary Primary Secondary Primary Choosing Relevant Goals 1. “What Gets Measured Gets Done” Planning Tracking Reporting Evaluation Tracking: Weekly 1:1 Supervisor & PO Steps Activity Report Weekly Steps Reminder Report

Choosing Relevant Goals One Size Does NOT Fit All Programmatic Oversight Managerial Obligations Development Officer Specializations Service Lines

Philanthropic Revenue Return on Investment Endowment S&P 500 Philanthropic Revenue One year return on $250K at 3 Yr Avg Rate $26,500 $51,750 $4M

accountability “Accountability breeds response-ability” ~ Stephen R. Covey

Accountability Talk About Metrics – Early & Often Make It A Team Effort Draw A Line In The Sand If It’s Not Written … It Didn’t Happen! Accountability 1. “What Gets Measured Gets Done” Planning Tracking Reporting Evaluation 2. Reporting Monthly: Moves by Month – Stage Aging Summary Report Portfolio Capacity - $$ amount Plans Step Summary 3. Evaluation Quarterly Portfolio Review Summary Report – activity Upgrade potential Close out Plans Strategize for challenging prospects Plan for next fiscal year

Contact information Victor Brooks Assistant Director of Development Baylor College of Medicine E: Victor.Brooks@bcm.edu T: (713) 798-9092 Patrina Johnson Prospect Research and Data Specialist Houston Grand Opera E: PJohnson@hgo.org T: (713) 546-0263