The_Metrics_System.pdf The Metrics System
The Metrics System
Today § § § § §
Measuring Fundraiser Performance Why? Setting performance goals Types of goals and examples of each Ingredients for success!
Landscape § UW: 175 fundraisers; ~28 fundraising units § PMRA team has Research, Prospect Management and Analytics—assigned out by unit § Metrics are set at the top, with some local customizations
Prospect Management Systems § § § § §
Archives Communications Tool Prospecting Tool Fundraiser Workflow Management Management Tool § financial projection-- cash flow § fundraiser accountability--METRICS
An Unexamined Portfolio is not Worth Having
Why?
§ “bang for the buck” § Creating joyful donors who give again and again
Self Reflection: – Why do I want metrics?
Accountability § § § § § §
The “Rights” Continuous performance improvement Information for management decisions Prioritization of resources Fewer assigned prospects, more strategically assigned A managed progress through top, middle and lower tiers
Setting Metrics § Depends on your business needs – it’s not what you can measure, but what will produce better outcomes
§ Types of goals – Quantifiable vs. Qualitative
Setting Metrics Where are you in the campaign cycle? How experienced is your fundraiser? What are the skills of your fundraiser? What is the role of your fundraiser? Other duties? What is the prospective donor pool for that unit at this time? § Treat different people differently § § § § §
Setting Metrics
Setting Metrics Eduventures: “Developing Prospect Strategies to Build Lasting Relationships” webinar, Feb 2012
Setting Metrics
Less is More
Typical Goals § Asks Made § Size, Funded, Above/Below Ask Amount
§ Dollars Raised § Contacts/Moves § Number, Quality, Asks, Qualification
§ Strategy/Next Steps § Qualitative
§ Portfolio Management § Balance by rating or stage, focus, time management
But What About… § § § § § § §
Stewardship Annual Fund Events Volunteer Engagement Teamwork Friendraising Other duties as assigned
How Changing behavior – The carrot – The stick – The mirror
Reporting
Less is More
Truman Capote, BA (47) • Giving Capacity: $100,000 Manager: M. Montgomery • Ask for: Business Admin, Dean Ask $0 , Result: $0 # Contacts in last six months: 5 Last Contacted: 2/18/14 -‐ H. Abernathy Last Contact DescripQon: H. Abernathy has numerous phone calls and e-‐mail correspondence with Mr. Capote. Next Step: 6/30/14-‐-‐Send endowment report • Stage: 1—IdenQficaQon Days in Stage: 28
Beware Metrics vs. building relationships “Panic based data entry” Numbers can be manipulated May force management to deal with poor performing fundraisers § Some will always resist § § § §
Ingredients for Success § Clear expectations § Set by Management and Fundraisers § Prospect Management staff translates expectations into data storage and reports § Prospect Management staff are the communicators to the fundraisers, with management support
Ingredients for Success § Data out: Reports § design your reports based on management needs and fundraiser needs § design your data collection based on what you wish to report on
§ Data in: Systematic capture of data § Be realistic--data in and out take resources
Ingredients for Success § Management follow-through § the carrot and the stick and the mirror § management must walk the talk (with Prospect Management staff support) § Prospect management staff can be providing advice to fundraisers on where to focus energy
Ingredients for Success § § § §
Measure what you value Treat different people differently Don’t use PM system for gift accounting Outcomes– are they what you wanted?
Final Words of Wisdom § Culture change takes time, understanding and patience § People and relationships do not equal data
Thanks
Susan Hayes-McQueen Director, Advancement Research & Relationship Management University of Washington [email protected] 206.221.5667
Today § § § § §
Measuring Fundraiser Performance Why? Setting performance goals Types of goals and examples of each Ingredients for success!
Landscape § UW: 175 fundraisers; ~28 fundraising units § PMRA team has Research, Prospect Management and Analytics—assigned out by unit § Metrics are set at the top, with some local customizations
Prospect Management Systems § § § § §
Archives Communications Tool Prospecting Tool Fundraiser Workflow Management Management Tool § financial projection-- cash flow § fundraiser accountability--METRICS
An Unexamined Portfolio is not Worth Having
Why?
§ “bang for the buck” § Creating joyful donors who give again and again
Self Reflection: – Why do I want metrics?
Accountability § § § § § §
The “Rights” Continuous performance improvement Information for management decisions Prioritization of resources Fewer assigned prospects, more strategically assigned A managed progress through top, middle and lower tiers
Setting Metrics § Depends on your business needs – it’s not what you can measure, but what will produce better outcomes
§ Types of goals – Quantifiable vs. Qualitative
Setting Metrics Where are you in the campaign cycle? How experienced is your fundraiser? What are the skills of your fundraiser? What is the role of your fundraiser? Other duties? What is the prospective donor pool for that unit at this time? § Treat different people differently § § § § §
Setting Metrics
Setting Metrics Eduventures: “Developing Prospect Strategies to Build Lasting Relationships” webinar, Feb 2012
Setting Metrics
Less is More
Typical Goals § Asks Made § Size, Funded, Above/Below Ask Amount
§ Dollars Raised § Contacts/Moves § Number, Quality, Asks, Qualification
§ Strategy/Next Steps § Qualitative
§ Portfolio Management § Balance by rating or stage, focus, time management
But What About… § § § § § § §
Stewardship Annual Fund Events Volunteer Engagement Teamwork Friendraising Other duties as assigned
How Changing behavior – The carrot – The stick – The mirror
Reporting
Less is More
Truman Capote, BA (47) • Giving Capacity: $100,000 Manager: M. Montgomery • Ask for: Business Admin, Dean Ask $0 , Result: $0 # Contacts in last six months: 5 Last Contacted: 2/18/14 -‐ H. Abernathy Last Contact DescripQon: H. Abernathy has numerous phone calls and e-‐mail correspondence with Mr. Capote. Next Step: 6/30/14-‐-‐Send endowment report • Stage: 1—IdenQficaQon Days in Stage: 28
Beware Metrics vs. building relationships “Panic based data entry” Numbers can be manipulated May force management to deal with poor performing fundraisers § Some will always resist § § § §
Ingredients for Success § Clear expectations § Set by Management and Fundraisers § Prospect Management staff translates expectations into data storage and reports § Prospect Management staff are the communicators to the fundraisers, with management support
Ingredients for Success § Data out: Reports § design your reports based on management needs and fundraiser needs § design your data collection based on what you wish to report on
§ Data in: Systematic capture of data § Be realistic--data in and out take resources
Ingredients for Success § Management follow-through § the carrot and the stick and the mirror § management must walk the talk (with Prospect Management staff support) § Prospect management staff can be providing advice to fundraisers on where to focus energy
Ingredients for Success § § § §
Measure what you value Treat different people differently Don’t use PM system for gift accounting Outcomes– are they what you wanted?
Final Words of Wisdom § Culture change takes time, understanding and patience § People and relationships do not equal data
Thanks
Susan Hayes-McQueen Director, Advancement Research & Relationship Management University of Washington [email protected] 206.221.5667
