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Fundraiser Accountability: What to Measure, Why and How ? Judy Mahoney Associate Dean College of Engineering University of Washington Engineering Development Forum 2013 | UC Davis. Fundraiser A ccountability. Why?. Fundraiser Accountability – Why?. Fundraiser success, retention
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Fundraiser Accountability:What to Measure, Why and How ?Judy MahoneyAssociate DeanCollege of EngineeringUniversity of WashingtonEngineering Development Forum 2013 | UC Davis
Fundraiser Accountability – Why? • Fundraiser success, retention • Donor experience • Return on investment • Manage resources
Fundraiser Accountability – Why? Using resources in the most effective way… • Fundraiser skills • Fundraiser time • Infrastructure skills/time/strategies • Research shop time • Volunteer/staff time
Setting Performance Goals • What can be measured? • What do you want/need to measure? • What, if measured, gets you to the best outcome?
Setting Performance Goals Examples of qualitative/quantitative goals • Contacts • Proposals Submitted/Funded/$$ • Portfolio Balance • Time Management • Strategies/Tasks/Moves
Setting Performance Goals • Campaign cycle • Fundraiser experience, skills • Fundraiser role / job description / pool • Treat different people differently
What to Measure – Contacts # Contacts made and quality # Contacts made by rating level # Personal visits/“Substantive” contacts # Solicitation contacts # Qualification contacts Quality of Contacts
Contact Report – Standards • Enter within 10 days of contact • Type • Purpose statement • Title • Status change? • Format?
What to Measure - Contact Types Attempted calls Personal visits Email / mail Phone calls Events TOTAL
What to Measure - Proposals # Submitted # Submitted by rating level # Commitments closed # Submitted/closed $ Submitted/closed Quality: Stewardship plan in place (strategy note)
What to Measure - Strategies/Tasks/Moves • Is there appropriate strategy on each core prospect? • Are next steps thought out to a conclusion? • Are prospective donors “moving” or do they need more attention?
Time Management/Portfolio Balance • # prospective donors/# solicitations • Portfolio balance by rating • Portfolio balance by “stage” in cycle • Right mix for officer / campaign • Who makes choices?
30 Core Prospects by Giving Capacity 11 9 5 3 2 0 0 0
UW Metrics Factors • Value: donor centered • No $ goals; evaluation on activity and effort • Metrics support collaboration: shared credit • Across units, all fundraisers are evaluated on the same criteria • We succeed as an advancement team
Other Activities to Measure • Stewardship • Annual fund • Marketing • Volunteer management • Events • Trips • Teamwork • Friendraising/alumni relations • Other duties as assigned
Ingredients for Success • Clear expectations • Set by management and fundraisers • Role of advancement research or prospect management staff? • Adequate reports
Ingredients for Success • Data out: Reports • Data in: Systematic capture of data on • strategy • solicitations • contacts • other • How can system support you?
Ingredients for Success • Measure data that will help you see if people are doing the right things • Outcomes – are they what you wanted? • Treat different people differently • Understand individual challenges
Lessons Learned • Metrics vs. building relationships • Panic-based data entry • Numbers can be manipulated • Metrics will reveal problem performance • Some will resist