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Performance Management: Moving Beyond Moves Management

Performance Management: Moving Beyond Moves Management . CCAE 2009 “Hidden Treasures” June 7, 2009 1:30 pm – 2:45 pm Roger Trull , Vice President, University Advancement, McMaster University Nicole Nakoneshny , Senior Consultant, KCI Philanthropy

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Performance Management: Moving Beyond Moves Management

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  1. Performance Management: Moving Beyond Moves Management CCAE 2009 “Hidden Treasures” June 7, 2009 1:30 pm – 2:45 pm Roger Trull, Vice President, University Advancement, McMaster University Nicole Nakoneshny, Senior Consultant, KCI Philanthropy John McKay, Director, Advancement Services, McMaster University Cathy Collins, Associate Director, Research, McMaster University Paul Grossman, Associate Director, Gift Planning, McMaster University

  2. Agenda • Why performance metrics - Roger • KCI methodology – Nicole • McMaster’s experience implementing the program - John • A managers perspective - Paul • Next steps – Cathy • Other examples - Nicole

  3. Why Performance Metrics?

  4. Why Performance Metrics? • $ 400 M Capital Campaign • Broadening our base of support • Addition of International Advancement Team • Communications amongst a larger team • Accountability – good business practice • Needed to accommodate wide variety of stakeholders .. Staff themselves, supervisors, board, cabinet volunteers, internal university audiences

  5. University Advancement

  6. Our Vision • First and foremost, system driven • Transparency • Ease of use – everyone should be able to run their own reports • Accommodate need for both “the big picture” and detailed reporting

  7. KCI’s Methodology • Project undertaken in 2006 • Research • Survey of peer institutions in Canada • Examination of McMaster’s current program • Develop program incorporating best practices and fulfilling McMaster’s objectives

  8. KCI’s Survey Findings • 5 peer Canadian institutions • Universities and hospital foundations • Results demonstrated that performance targets important management tools and use increasing • As opposed to US, practice was still in its infancy in Canada • Number of best practices identified • Include numerous performance metrics • Built in flexibility • Include rewards • Management, coaching and mentoring crucial to success

  9. McMaster’s Starting Point • Many strengths • Comfort level with performance targets • Strong visit culture • Teamwork highly valued • Strong support from Research Department • A number of challenges • Quality of personal visits • Definition of roles and expectations • Quality of prospects • Urgency around closing gifts • Single performance metric

  10. Guiding Principles Ultimate goal is to Maximize dollars raised Activities lead to results What gets measured, gets done The program must be comprehensive, but not cumbersome

  11. Recommendations • Roles and definitions • Management, coaching and mentoring • Responsibility, accountability and rewards • Fundraising support • Work environment

  12. Metrics and goals.

  13. Reports.

  14. The basisPerformance Management Report

  15. Our objectives • System driven (not Advance specific) • Easy • Accommodate need for both “the big picture” and detailed reporting

  16. Inputs • Web contact report • Proposal • Integrity report

  17. 1. Web contact report

  18. 2. Proposal - where it all comes from

  19. 3. Integrity Report

  20. 3. Integrity Report

  21. Outputs • Universal report • Goals report

  22. 1. Universal Report

  23. Universal report

  24. 2. Goals Report

  25. Goals Report Other detail reports resulted from this; Financial Achievement detail Decisions Pending detail etc For a managers perspective (over to Paul)

  26. Reports as Management ToolsUniversal Report and Goals Report • Informed by annual goals • Frequency of use with team members – weekly • Encourages regular updating of prospect information as well as comfort with reports themselves • Speaks to both current and future giving • Reports evolve over the course of the year as prospects are brought through different stages of donor cycle

  27. 1. Universal Report • Prioritization of prospects • Top 30 prospects • Prospect strategies • Timing

  28. 2. Goals Report • Financial achievement to date against goal • Assessing activities • Visits • Solicitations • Portfolio analysis • Overall size • Balance of prospect in different stages of donor cycle

  29. Performance Management Report

  30. Visits and Dec Pending Need to be able to see the whole development team - for an individual, would use Performance Management Report, but wanted to see the bigger picture of what the entire team had upcoming Wanted to see a little more detail - 3 month plan going forward, as opposed to PMR which looked backward

  31. Visits and Dec Pending

  32. Chart of Standards

  33. Dynamic Chart of Standards

  34. Stage Aging Report Summary Report for each fundraising staff person Shows all prospects by stage code Ex. 0 – Assigned, not yet contacted ID, Name, Stage, # of days in Stage, # of days assigned

  35. Stage Aging Report

  36. Pipeline Report Looking forward on a macro basis, is there sufficient activity in progress to ensure campaign success

  37. Pipeline Report

  38. Pipeline Report

  39. Another example.

  40. The Campaign for McMaster University The Campaign for McMaster University Questions

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