1. 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

2. 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?

3. This is not the takeaway
University of North Carolina

4. 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

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

6. 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!

7. 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

8. metrics
“What Gets Measured Gets Done”
~ Peter Drucker

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

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

11. 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

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

13. 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

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

15. 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

17. Contact information
Victor Brooks
Assistant Director of Development
Baylor College of Medicine E:
T: (713)
Patrina Johnson
Prospect Research and Data Specialist
Houston Grand Opera E:
T: (713)