Performance Metrics for Development Office


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Developing performance metrics for development professionals

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  • There are a variety of ways in which organizations may react to outcomes of performance metrics. It may serve as a catalyst to a specific activity relating to performance (i.e., an improvement plan) or performance metrics may be used solely for statistical information. If closely tied to work output, performance metrics should usually encourage improvement, effectiveness and appropriate levels of control.
  • Make sure what you are measuring has meaning and logic/tied to an attainable goal Try to get agreement to measure same parameters each year for long term comparisons
  • Management and fundraisers need to share a consensus of PM Managers - understand and support logical and meaningful measures Why count at all? What are long-term implication Measuring without understanding Fundraisers - understand & able to work according to measures
  • Performance Metrics for Development Office

    1. 1. Performance Metrics in the Development Office Emma Amuti Association of Fundraising Professionals (AFP) Philadelphia - September 17, 2009
    2. 2. Introduction <ul><li>Defining Performance Metrics </li></ul><ul><li>What is/should be measured? </li></ul><ul><li>Dichotomy of PM </li></ul><ul><li>Behavior and Metrics </li></ul><ul><li>Steps for Developing PM in your shop </li></ul><ul><li>PM Framework </li></ul><ul><li>PM Variables </li></ul><ul><li>Mitigating Factors </li></ul><ul><li>Performance Metrics - My Institution </li></ul><ul><li>PM for other development professionals </li></ul><ul><li>Questions, thoughts and other issues </li></ul>
    3. 3. Defining Performance Metrics <ul><li>Measures an organization’s activities & performance </li></ul><ul><li>Linked to critical success factors resulting from organizational or corporate strategies </li></ul><ul><li>Establishes critical processes or stakeholder requirements against which attainable can be measured </li></ul><ul><li>Usually encourages improvement, effectiveness and appropriate levels of control </li></ul>
    4. 4. What is/should be measured? <ul><li>Depends upon structure & philosophy of your organization </li></ul><ul><ul><li>Smaller organization/fewer, simpler </li></ul></ul><ul><ul><li>Larger organization/greater, more complex </li></ul></ul><ul><li>Management philosophy can drive level of dependence upon PM </li></ul>
    5. 5. Dichotomy of PM <ul><li>Is PM Art or Science? </li></ul><ul><ul><li>Science=numbers </li></ul></ul><ul><ul><li>Art =practical application </li></ul></ul><ul><li>Avoid the bean counter mentality! </li></ul><ul><li>Measuring should have meaning and purpose! </li></ul>
    6. 6. Behavior and Metrics <ul><li>Philosophical outlook </li></ul><ul><li>Should metrics drive behavior/vice versa? </li></ul><ul><ul><li>Logic dictate that if a behavior is desired, then the metrics should encourage and reinforce that behavior </li></ul></ul><ul><li>Appropriate goals, motivations and rewards drive behavior </li></ul><ul><li>Performance metrics merely records the behavioral outcomes </li></ul>
    7. 7. Steps for Developing Performance Measurement <ul><li>Stakeholder consensus on PM objectives </li></ul><ul><li>Stakeholder understanding/support </li></ul><ul><li>Define: </li></ul><ul><ul><li>Length of PM period (finite/indefinite) </li></ul></ul><ul><ul><li>Scope of measurement/what/why </li></ul></ul><ul><ul><li>Rules of engagement </li></ul></ul><ul><ul><li>Determine if training is needed </li></ul></ul><ul><li>Set clear goals </li></ul><ul><li>Tracking- adequate system </li></ul><ul><li>Objectively monitor progress toward goals </li></ul><ul><li>Re-tool PM measures periodically - biennial, yearly </li></ul>
    8. 8. Performance Metrics Framework Source: EduVentures, Inc. , Measuring Gift Officer Performance, Draft Proposal, March 5, 2007
    9. 9. Performance Management Variables Source: EduVentures, Inc. , Measuring Gift Officer Performance, Draft Proposal, March 5, 2007 Stewardship Visits Solicitation Visits Cultivation Visits Dollar value of solicitations assists* Assess/Qualif. Visits % prospects in X stages* # of solicitation assists* First Contact/New Prospects Dollars raised as a percentage of goal/portfolio* # prospects removed* Dollar value of solicitations* E-Mails Dollar Value of Solicitations* # prospects added* # of solicitations* Phone Calls Unit operating within budget Dollars committed* # prospects* Gift discussions Face-to-face visits* Management objectives Dollars raised Prospect Mgmt Metrics Solicitation Activities Performance Metrics
    10. 10. Mitigating Factors to Consider <ul><li>Setting performance expectations can be impacted by several factors: </li></ul><ul><li>Individual </li></ul><ul><ul><li>Motivational drivers </li></ul></ul><ul><ul><li>Tenure as DO/length of time in organization </li></ul></ul><ul><ul><li>Prior fundraising experience </li></ul></ul><ul><li>Institutional </li></ul><ul><ul><li>Goals of unit assigned (new project/prospects) </li></ul></ul><ul><ul><li>Reporting structure (dual reporting - dean and DOD) </li></ul></ul><ul><ul><li>Appropriate prospects for the project </li></ul></ul>
    11. 11. Metrics - My Institution <ul><li>Began in 2007; currently more complex </li></ul><ul><li>9,500 active prospects </li></ul><ul><li>75 development officers </li></ul><ul><li>10 researchers; 3 prospect managers </li></ul><ul><li>Focus on face-to-face & dollars raised as percentage of portfolio </li></ul><ul><li>Does not promote collaboration nor teamwork </li></ul>
    12. 12. Monthly Metrics Report Monthly Metrics Report
    13. 13. Moves Management Report
    14. 14. 120 Day No Contact Report
    15. 15. Research & Prospect Metrics
    16. 16. Questions? <ul><li>How do you feel about performance metrics? </li></ul><ul><li>What performance metrics are in place at your institution? </li></ul><ul><li>Who manages performance metrics at your institution? </li></ul>