1. Key Metrics in Major Giving Fundraising.
UNC Symposium
(May 16, 2019)
Copyright 2019

2. Key Premise: Metrics = Coaching Tips
Tell stories
Highlight best practices
Best used interactively with teams
Use to drive coaching tips
NOT “Thou Shalt”
Not “good” vs. “bad” thresholds.

3. Two Key Dimensions Metrics: Activity Metrics  Performance Drivers
Most fundraisers measure field officer activities … most often # visits in the fiscal year to date
vs. Performance Drivers … factors that reflect how the prospect is progressing
Process: One-On-Ones  Transparent Team Discussions
Most fundraisers have infrequent one-on-one meetings with a focus on “good vs. bad”… for example: “You’ve only made 20 visits so far this year. Step it up.”
vs. regular, transparent team meetings where best practices and coaching tips are shared openly … for example: “Here’s how I managed to clear through 40 qualification prospects in the past quarter”

4. Two Key Dimensions Process Strategic, Transformative, & Empowering
- Transparent Teams
- Regular Meetings
- Stories & Best Practices
Strategic,
Transformative,
& Empowering
(leaders are here)
Minimal Impact,
Limited Change
Process
Tactical &
Inconsequential
(most are here)
Minimal Impact,
Limited Change
- One-On-One
- Infrequent Meetings
- Good vs. Bad
Activities
Outcomes
Performance Drivers
Metrics

5. What’s Measured is Not Helping
Major Giving
Annual Giving
Fundraisers are measuring outcomes & activities, not drivers.
for detailed reports.
Source: ADVIZOR market surveys & client data; see

6. Not Helping … And People Know It!!
Major Giving
Annual Giving
Fundraisers are measuring outcomes & activities, not drivers.
Has this helped?
Has this helped?
for detailed reports.
Source: ADVIZOR market surveys & client data; see
< 1 in 3
< 1 in 6

7. What Matters
Measuring “Performance Drivers”, not just “Activities” & “Outcomes”
Measuring over a reasonable Time Period
Consistent; not cyclical; long enough for stuff to bake (generally not FY)
Comparing against Benchmarks that are both Cross-Organization to your Peers, and also Across Your Team within your Organization
Benchmarking to the “Top Quartile”, not the “Average”
Metrics and Benchmarks that are “Consistently Measurable” and “Detailed”
Using Metrics to draw out “Stories” and “Best practices”, and the discussions and insight that can drive improvement

8. The Problem: Most Teams Focus On Development Officer Activities
… Across Fiscal Year Periods

9. Better if Across a Standard Time Period – for example, LTM*
* LTM = Last 12 Months

10. Graphical Display Helps to Draw out Stories & Best Practices

11. “Unique Visits” is Better – Prevents “Gaming the System” by over-visiting
What’s up with John Brown
And what if Michael has others visiting his prospects? For example, Engineering School Dean?
John Brown is over-visiting some of his prospects

12. Development Officer Activities
But Is This Strategic???
Development Officer Activities
vs.
Prospect Cultivation

13. Let’s Shift the Focus: 5 Performance Drivers
Prospect Assignments: Are all of our highest capacity and most engaged prospects staffed? Are pools reasonably sized?
Penetration: Is our pool of assigned prospects being connected with?
Movement: Are we moving prospects forward at a reasonable pace?
Solicitation Levels: Are our asks at the right level relative to capacity and attachment?
Yield: Are we closing solicitations at an aggressive level?

14. 5 Performance Drivers
Prospect Assignments: Are all of our highest capacity and most engaged prospects staffed? Are pools reasonably sized?

15. Assigning The Right Prospects:
Three Things REALLY Matter
Capacity
Attachment (aka Engagement or Affinity)
Interests
More info at

16. (Leadership Annual Giving?)
Capacity & Attachment
High C A
Annual Giving
Focus
Major Giving
Prospects
Attachment B
Major Giving
Pipeline
(Leadership Annual Giving?) ?
Low
Low
High
Capacity

17. What Matters in Attachment
Example:
Higher Education Attachment
Example:
Healthcare Patient Potential to Give
Volunteer positions
Bin by type
Reunions attended
Giving history
Last 5 years
6 to 10 years
Events attended
Last 2 years
Last 3 to 10 years
Legacy admitted/denied
Newsletter clickthroughs
Last 6 months
Last 7 to 12 months
Student sports
Student activities
Distance from institution
Current on file
Most Recent Area Visited (+/-); e.g.:
Urology (+)
Dermatology (+)
ENT Surgery (+)
Age (+ from 40 to 90)
# Visits Overall (+ up to 49)
Being Male (+)
Most Recent Facility Visited (+/-)
First Area Visited (+/-)
Time Between 1st & Last Visit (+)
Most Recent CPT Group (+/-)
# Other Patients Related To (+/Cube Root)
Distance from Hospitals (+/log)
# Distinct Areas Visited (+)
Last mo.
Last 3 mo.
Last Visit was in Last 6 Mo. (+)
More info at

18. Portfolio Size & Balance

19. 5 Performance Drivers
Prospect Assignments: Are all of our highest capacity and most engaged prospects staffed? Are pools reasonably sized?
Penetration: Is our pool of assigned prospects being connected with?

20. Click to Select Michael
Penetration
Click to Select Michael
Uncovered Prospects

21. Penetration Uncovered Prospects in Michael’s Portfolio
These 2 high capacity engaged prospects need to be connected with … NOW!!
Many are “disconnected”; Looks like the portfolio should be rebuilt!!

22. 5 Performance Drivers
Prospect Assignments: Are all of our highest capacity and most engaged prospects staffed? Are pools reasonably sized?
Penetration: Is our pool of assigned prospects being connected with?
Movement: Are we moving prospects forward at a reasonable pace?

23. Movement

24. Movement Click to select 18+ months in Mature Cultivation
Heavy concentration with Kathleen

25. 5 Performance Drivers
Prospect Assignments: Are all of our highest capacity and most engaged prospects staffed? Are pools reasonably sized?
Penetration: Is our pool of assigned prospects being connected with?
Movement: Are we moving prospects forward at a reasonable pace?
Solicitation Levels: Are our asks at the right level relative to capacity and attachment?
Yield: Are we closing solicitations at an aggressive level?

26. Yield and Solicitation

27. Yield and Solicitation
Michael had strong Last Twelve Months. But not set up well for next 12 months.
Michael had strong Last Twelve Months. But not set up well for next 12 months
Michael had strong Last Twelve Months. But not set up well for next 12 months

28. Yield and Solicitation
This is the make or break part of his portfolio.

29. Performance Driver Benchmarks
Summary Stats
Per Development Officer* (stable program):
active prospects
80%+ Penetration (at least 80% of assigned prospects contacted in LTM; 50%+ of prospects visited and/or actively solicited)
Efficient movement through stages (typically < 6 months in qualification, < months cultivation, <12 months solicitation)
~25 active proposals at any one time
2 – 3x Ask vs. $ Projected CY
Σ Actual Ask Amount / Σ $ Projected CY** for each DO pool
8 to 10 Solicitations closed in LTM
(20-30% of Asks are closed)
75 to 120 in-person visits in LTM***
Proposal Portfolio (by Dev. Officer)
* After first year ramp up; Higher Ed focus, other sectors will vary
** $ Projected CY is calculated as capacity * attachment / liquidity
*** LTM = Last Twelve Months.

30. Driving Change Structure. People. Information. Process. Culture.
Senior Leadership Driven
Structure.
People.
Information.
Process.
Culture.
Heroes (informal leaders) On Board
Success Stories Promoted
Performance Drivers Measured
Reward & Training Systems Support Performance Drivers
Monthly Touchpoints with Performance Driver Discussions
Team Meets in “War Room” with “I Wonder” Questions
Transparency & Openness
Listen & Adjust
Stay With It … Results Take Time (avoid Fatigue!)
References: Harvard Business School, Bain & Co., Booz Allen

31. Creating a Culture of Analytics
Senior Management believes it will have benefits
Push out to the team
“War Room”
Ask the right questions based on what you see
 “I wonder” questions
Highlight and promote results

32. Using Metrics Stories, Coaching Tips & Best Practices Reviews Data
Use metrics to uncover Stories …
… and find Best Practices and Coaching Tips
Which are shared and discussed openly with the team.
Reviews
Set Development Officer Operating Plans annually
Plans focus on portfolio strategies and performance drivers
Monthly group discussion of best practices; team works to improve subpar performance
Data
“If it’s not in the system it didn’t happen”
Never perfect; use what you have
Continual improvement

33. Example of Results: Year 1
Data in system
Abundant optimism
Cultural shift
1/3 Got it
1/3 Not sure
1/3 Confused
Changes in behavior
Baseline established

34. Results: Year 2 More visits (32% increase)
More individuals visited (28% increase)
More proposals presented (154% increase)
Higher value of proposals (95% increase)
Record # of 7 – figure gifts; over all higher level of performance
Revenue up 30%
Average days to file contact report declined 

35. Discussion Other Resources: Key Metrics in Major Giving
Key Metrics in Annual Giving
Creating a Culture of Analytics
How Many Prospects Should be Assigned to a Major Gift Officer
Creating and Using Alumni and Patient Attachment Scores 
Discussion
Follow-up: