Learn how to implement process change initiatives through the use of effective change management strategies. This session will discuss how to redesign your system and processes to enable a 360 degree view of your prospects.
Prospect Management & the
Nancy Benavente, Vice President, Development Services ,
Oregon Health and Sciences University Foundation
Wayne Combs, Director, Advancement Services and Information
Management , Occidental College
PM with CRM – Why?
Prospect Management encompasses the processes and
procedures that determine the “life cycle” of prospects within
a fundraiser’s portfolio.
Constituent Relationship Management
“CRM is the set of processes and supporting technologies
used to acquire, retain, and enhance customer relationships.” –
“CRM is both a business strategy and a set of discrete
software tools and technologies , with the goal of reducing
costs, increasing revenue, identifying new opportunities and
channels for expansion, and improving customer value
satisfaction, profitability, and retention.”
– Gary B. Grant and Greg Anderson
How does CRM Support PM?
1. Comprehensive view of constituents
2. Customizable view for diverse needs
3. Data mining and segmentation
4. Targeted stewardship and donor recognition
5. Consistent and cohesive messaging
6. Ability to push services out to constituents
7. Automated resolution and follow-up
8. User independence in accessing their data
9. Enhanced internal controls, quality assurance
10. Business analytics, executive dashboard
Where should they intersect?
Technology – Compatibility and integration with
relevant campus systems.
Operations - Alignment of business rules with other
contributing campus units.
Process - Quality control and standardized data
input, dissemination, and reporting.
Building PM with CRM in Mind
1. Origination in Strategic Plan
2. Leadership Advocacy
3. Institutional Commitment
4. Information Management
5. Continuous Process Improvement
Strategic Plan: Simple Snapshot
Advancement Services Strategic Initiatives
“Build an information-centric and service oriented culture”
1. Self-Service Access – present enhanced and quick access to constituent information and prospect data management.
2. Desktop Reporting – allow all users access to data for daily reporting and build a suite of campaign reports.
3. Document Imaging – initiate process for records retention and file management of all current and historical information.
4. Data Enhancement – implement comprehensive strategy for data migration, coding, and standardization into Banner.
5. Knowledge Sharing – train users and document policy and procedures with new business rules of operation.
Major Gifts Corporate & Foundation Alumni Relations Annual Giving Stewardship
“Establish prospect “Support a comprehensive “Create social “Increase donor “Build donor relations
management to support integrated knowledgebase networking for enhanced participation through model through targeted
collaborative fundraising” for strategic cultivation” alumni engagement” segmentation” messaging”
1. Projects / Proposals 1. Data migration and 1. Event registration 1. Donor loyalty 1. Integrated
2. Contact Report standardization / reporting suite personal
entry 2. Fellowship / Grant targeted emailing 2. Data mining messaging
3. Performance metrics management 2. Alumni Directory and 2. Fund
4. Planned Gift data reporting 3. Web data segmentation management /
Advancement Services & Information Management spending
“Serve as the single source of record for institution’s advancement information”
1. Data Analysis – steward data in support of advancement areas through analysis, standardization, data maintenance and reporting.
2. Reporting / Data Integration – manage data migration, develop information tools, and design enhanced reporting suites.
3. Training / Documentation – deliver training and documentation while integrating new procedures and business rules.
4. Gift Policy Administration – communicate requirements for fundraising solicitations, gift acceptance, and donor receipting.
PM is best supported when all participate in the
collection and maintenance of data. This a
fundamental change from the centralized
Advancement Services model.
This change in “owning” the data is only sustainable
when driven from the top and supported at every
level of an organization.
Leadership actions must embody the new business
rules, processes, and accountability to support this
Resource Alignment - central IT is crucial in
providing maintenance & support, systems
transformation, and data integration.
Stakeholder Alignment – commitment from all
participants is essential in contributing to a complete
and standardized set of data.
Develop policy and procedures that validate coding
structure, standardize data, and formalize data entry.
Implement internal controls that will ensure
accurate, consistent, and comprehensive data.
Establish business rules that will support
fundraising, including assignments, moves
management, contact reporting, and performance
Continuous Process Improvement
Testing & Feedback – users must provide feedback for systems
enhancements, new policy, and efficient procedures.
Commitment – users must ensure data is entered accurately and
completely into system in accordance with established business rules.
Data Use – users must take every opportunity to apply data for
validation and updates from current sources, which will lead to better
benchmarking, internal controls, and data usability.
Evaluation – users must understand that long term benefits will be
determined by a process of continually evaluating the effectiveness
of business rules, value of data derived from the system, and success
in supporting fundraising and engagement efforts.
How to Prepare for CRM
1. Audit current state of data in relation to input and output.
1. Assess people’s needs and desires to know more.
1. Align business rules with the scalability of operations.
1. Identify support and build incentives for collaboration.
1. Establish strategy for data enhancement and standardized data
1. Accept innovation as desired and build on informed
Who are Your Constituents?
All constituents represent potential and/or existing prospects
that should be cultivated.
Collecting information on their relationship with the
institution establishes method of engagement.
Information to be considered:
- Event attendance
- Alumni status
- Student activities, academic focus
- Parent, family legacies
- Giving designations, history
- Prospect research
- Volunteer involvement
Build Constituent Relationships
Involve prospects in your organization based on their needs
Build upon past interactions to cultivate partnerships and
Test and survey the experience of your constituents as
Ensure you are meeting expectations and providing the full
benefit of each interaction.
Include all institutional stakeholders in the conversation of
Consider online and offline opportunities for
1. Talent Retention 1. Increase employee efficiency, offer
competitive compensation through costs
2. Consistent and “real-time” data access
3. Data integration, synchronization
2. Costs savings, enhanced fundraising, greater
4. Single normalized data repository
5. Expectation for a commercial online
3. Segmentation and targeted messaging
4. Comprehensive reporting and business
6. Increased reporting and auditing
5. Personalized, builds greater affinity
7. Alumni, donors move with economy
6. Transparency of integrated data and
8. Student recruitment
9. Increase donations
7. Accurate and expedient connectivity to
8. Create comprehensive, evolving, and
relevant vision of institution
9. Personal, timely, and customizable
“Creating the Relationship-Centric Organization: Nonprofit CRM”,
“In Search of CRM Part 1: Understanding Constituents and Processes”, In
Search of CRM Part 2: Searching for Software”, by Paul Hagen , www.
“CRM is Always Right”, by Craig Sanford , www.campustechnology.com.
“Chapter 3, Customer Relationship Management: A Vision for Higher
Education”, by Gary B. Grant and Greg Anderson , “Web Portals and Higher
Education: Technologies to Make IT Personal”, Richard N. Katz and