presenting champion patron

After the First Visit, Then What? Developing Winning Prospect Strategies and Keeping the Pipeline Moving Jim Kitendaugh, The Wayland Group Peter Hansen, CFRE, New Jersey Performing Arts Center Don Jones, New England Conservatory presenting champion patron

The Wayland Group Association of Fundraising Professionals Massachusetts Chapter 2008 Conference on Philanthropy After the First Visit, Then What? Developing Winning Prospect Strategies and Keeping the Pipeline Moving December 2, 2008

Association of Fundraising Professionals

Massachusetts Chapter

2008 Conference on Philanthropy

After the First Visit, Then What?

Developing Winning Prospect Strategies and

Keeping the Pipeline Moving

December 2, 2008

AGENDA I. Key Synergy and Critical Success Factors for a Successful Major Gifts Program II. Panelists Peter Hansen, CFRE Vice President of Development New Jersey Performing Arts Center Don Jones Vice President for Institutional Advancement New England Conservatory III. Discussion/Q&A 2

I. Key Synergy and Critical Success Factors for a Successful Major Gifts Program

II. Panelists

Peter Hansen, CFRE

Vice President of Development

New Jersey Performing Arts Center

Don Jones

Vice President for Institutional Advancement

New England Conservatory

III. Discussion/Q&A

THE “MAXIMUM GIFT” SYNERGY Leadership Development Institutional Agenda and Plans Fundraising Program 3

“SPINE” OF THE SOLICITATION PROCESS Identify and research ↓ Assign staff and volunteer ↓ Develop strategy ↓ Cultivate, educate, and engage ↓ Solicit ↓ Acknowledge, recognize, and steward 4

Identify and research

↓

Assign staff and volunteer

↓

Develop strategy

↓

Cultivate, educate, and engage

↓

Solicit

↓

Acknowledge, recognize, and steward

READINESS CHECKLIST Have you exposed the prospect to: Leadership Donors Mission Program Plans Program plans Business/financial plans Impact 5

Have you exposed the prospect to:

Leadership

Donors

Mission

Program

Plans

Program plans

Business/financial plans

Impact

READINESS CHECKLIST Do you know the prospect’s: Motivation for giving Personal and family objectives Financial objectives and resources Resonant relationships History of giving (including to other institutions) Content and program interests 6

Do you know the prospect’s:

Motivation for giving

Personal and family objectives

Financial objectives and resources

Resonant relationships

History of giving (including to other institutions)

Content and program interests

MOVING BEYOND “MAGIC” THINKING Be wary of “magical” approaches/solutions Focus on the fundamentals Be persistent—in both program and relationships “Pull” your prospects, don’t push them Favor true attachment over “mere” cultivation Share information as transparently as practical Execute with intensity! 7

Be wary of “magical” approaches/solutions

Focus on the fundamentals

Be persistent—in both program and relationships

“Pull” your prospects, don’t push them

Favor true attachment over “mere” cultivation

Share information as transparently as practical

Execute with intensity!

Peter Hansen, CFRE Vice President of Development New Jersey Performing Arts Center

After the First Visit, Then What?: Developing Winning Prospect Strategies and Keeping the Pipeline Moving AFP Massachusetts Conference on Philanthropy 2008 Peter H. Hansen, CFRE 9

Overview Managing Prospect Pipeline Part art, but a great deal of science Establishing & using moves management process/system Layering – including volunteer leadership Accountability/measurement Persistence/consistency Managing prospect identification – no one is born a prospect 10

Part art, but a great deal of science

Establishing & using moves management process/system

Layering – including volunteer leadership

Accountability/measurement

Persistence/consistency

Managing prospect identification – no one is born a prospect

Moves Management Science = using technology to help drive process System to record, track & prompt interaction with prospects Focus on top prospects Cultivation/solicitation management Action/contact management Contact reports 11

Science = using technology to help drive process

System to record, track & prompt interaction with prospects

Focus on top prospects

Cultivation/solicitation management

Action/contact management

Contact reports

12

Proposal Pipeline 13

Action Report 14

Layering Staff prospect management process - not show & tell Monthly prospect meeting – 30/60/90 day objectives Review progress from previous month against objectives Assign or re-assign prospects Strategy development 15

Staff prospect management process - not show & tell

Monthly prospect meeting – 30/60/90 day objectives

Review progress from previous month against objectives

Assign or re-assign prospects

Strategy development

Layering Volunteer leadership Maintain focus on top prospects Once is not enough Prospect management reports Owning the prospect review meeting “ Call meetings” with CEO 16

Volunteer leadership

Maintain focus on top prospects

Once is not enough

Prospect management reports

Owning the prospect review meeting

“ Call meetings” with CEO

Layering Staff visits Coaching & strategy development Research & written objectives for all visits Jump starting activity, especially in a tough environment Call-a-thons 17

Staff visits

Coaching & strategy development

Research & written objectives for all visits

Jump starting activity, especially in a tough environment

Call-a-thons

Accountability Establishing metrics Measuring Establishing ownership & accountability 18

Establishing metrics

Measuring

Establishing ownership & accountability

Prospect Activity Metrics 19

Prospect Activity Metrics 20

Persistence = Success Maintaining consistent & strategic focus on prospects for all Understanding prospect horizon & frame of reference – 19 year cultivation Bring real top prospects back to the table Magic bullet is believing in & sticking with strategies 21

Maintaining consistent & strategic focus on prospects for all

Understanding prospect horizon & frame of reference – 19 year cultivation

Bring real top prospects back to the table

Magic bullet is believing in & sticking with strategies

Managing Prospect Identification No one is born a prospect Have a process for identifying suspects & prospects – not ad hoc Feed those suspects & prospects into moves management Case studies - NJPAC’s Magic 4000 & Blackbaud Analytics 22

Have a process for identifying suspects & prospects – not ad hoc

Feed those suspects & prospects into moves management

Case studies - NJPAC’s Magic 4000 & Blackbaud Analytics

23

Don Jones Vice President for Institutional Advancement New England Conservatory

After the First Visit, Then What? presented by Don E. Jones Vice President for Institutional Advancement New England Conservatory

Overview of Philanthropy at NEC Finished a $115 Million Campaign – (July 2008) Five times the amount ever raised by the School Twenty-four million dollar plus gifts Growth increased in every category: > Alumni > Annual Fund > Three Boards > Major Gifts > Parents > Principal Gifts > Foundations > Planned Gifts 26

Finished a $115 Million Campaign – (July 2008)

Five times the amount ever raised by the School

Twenty-four million dollar plus gifts

Growth increased in every category:

> Alumni > Annual Fund

> Three Boards > Major Gifts

> Parents > Principal Gifts

> Foundations > Planned Gifts

Getting Started 1) First visit : Ask questions of the donor to gather information. How was their NEC experience? Key faculty or musical interest? Are they connected with members of our Boards? If so, who? Other Boards that they may sit on? Where do they vacation? Second home? Children in private school? Look for wealth indicators 27

1) First visit : Ask questions of the donor to

gather information.

How was their NEC experience?

Key faculty or musical interest?

Are they connected with members of our Boards? If so, who? Other Boards that they may sit on?

Where do they vacation? Second home?

Children in private school?

Look for wealth indicators

Getting Started 2) Identify the donor’s interests Music Scholarship Community service A particular department 3) What piques the donor’s curiosity? Is it the work the institution is doing in Venezuela? The new science lab? The new cancer center? 28

2) Identify the donor’s interests

Music

Scholarship

Community service

A particular department

3) What piques the donor’s curiosity?

Is it the work the institution is doing in Venezuela?

The new science lab?

The new cancer center?

Back In The Office…Next Steps 1) Follow-up  Determine the next steps 2) Who should meet the person next? What event should they attend?  Faculty member  Trustee  Key administrator  Event invitations  President  Prep the attendees for the meeting 3) Plug the donor into outreach efforts at the institution:  Email  Newsletters  Direct mail 29

1) Follow-up

 Determine the next steps

2) Who should meet the person next? What event should

they attend?

 Faculty member  Trustee

 Key administrator  Event invitations

 President  Prep the attendees for the meeting

3) Plug the donor into outreach efforts at the institution:

 Email  Newsletters  Direct mail

Back In The Office…Next Steps 4) Participation on a committee Is there a place for the donor on a committee? > If so, which one? Is this a potential Board member? > If so, which Board? 5) Set up the next visit based on the information / research you have gathered. 6) Repeat the process ( multiple times ) of connecting the donor with key members of your community ( Trustees, Faculty, Alumni, etc .), until it is clear the donor is engaged and ready to sit down to talk seriously about philanthropy. 30

4) Participation on a committee

Is there a place for the donor on a committee?

> If so, which one?

Is this a potential Board member?

> If so, which Board?

5) Set up the next visit based on the information /

research you have gathered.

6) Repeat the process ( multiple times ) of connecting the

donor with key members of your community ( Trustees,

Faculty, Alumni, etc .), until it is clear the donor is

engaged and ready to sit down to talk seriously

about philanthropy.

Donor Scenarios 1) $100,000 (Overseer) 2) $500,000 (Alumna/Trustee) 3) $20 Million (Trustee) 31

Guiding Principles When Working With Donors 1) Willingness to take risks 2) Express your passion/caring about your institution 3) Positive attitude 4) Use creativity 5) Be yourself – stick to your convictions 32

DISCUSSION/Q & A

The Wayland Group Association of Fundraising Professionals Massachusetts Chapter 2008 Conference on Philanthropy After the First Visit, Then What? Developing Winning Prospect Strategies and Keeping the Pipeline Moving December 2, 2008

Association of Fundraising Professionals

Massachusetts Chapter

2008 Conference on Philanthropy

After the First Visit, Then What?

Developing Winning Prospect Strategies and Keeping the

Pipeline Moving

December 2, 2008