Driving Performance in Major Gift Fundraising FREML November  2010
 
Performance  Objective: To provide increasingly significant gift revenue each year to support a not-for-profit’s mission so that its mission and vision are fulfilled through a  partnership  with donors that is mutually rewarding.
Time Management in a Typical Development Office
Bentz Whaley Flessner Study 70% of major gift officers completed less than 10 meaningful visits per month. Not an institutional priority Lack of willingness to make cold calls Lack of professional training Lack of administrative support  Too many other responsibilities Lack of ability to focus on major gifts as a priority.
Individual Major Gifts
The Fundraising Cycle INTEREST  INFORMATION INVOLVEMENT INVESTMENT IDENTIFICATION
The Major Gift Pipeline
Building Focus ----Total Prospect Pool ---- Level 1 Research ---- Discovery Calls ---- Discovery Meeting ---- Analysis ---- Cultivation ---- Specialty Specific Cultivation ---- Level 2 Research ---- Solicitation ---- Gift Agreement ---- Stewardship
What Gets Measured Gets Done Development Officer Performance Standards
Increasing Focus and Effectiveness
What Gets Measured Gets Done Development Officer Performance Metrics 100-125 calls per month, including new donor prospects 15-20 meaningful face-to-face meetings with prospects in your portfolio each month. 15-30 annual face-to-face solicitations
Discovery Call Effectiveness There are other, more effective ways to meet and engage new people! Donor Type Lead Time Average Gift  Discovery Call 5.7 months $49,000 Board Connected 6.9 months $242,000 Physician ID’d 2.9 months $455,000
National Performance Metrics
Moves Management Portfolio with 100-150 total individual prospects 20% in Discovery 40% in Cultivation and Engagement 30% in Solicitation 10% in Stewardship
Bentz Whaley Flessner Study Raising the Bar
MGO Annual Development Plan 25% 50% 75-100% Plan Donor 1 25,000 Equip. Donor 2 1,000,000 Cardiac Donor 3 500,000 NICU TOTAL 575,000 3,250,000 2,500,000
Stewardship Thank them 7 times in 7 different ways before you ask again. Engage in the mission Engage with faculty and staff Send important “insider” information with a note. Show them what their gift has done and begin to talk about new needs.

Driving Performance In Major Gifts

  • 1.
    Driving Performance inMajor Gift Fundraising FREML November 2010
  • 2.
  • 3.
    Performance Objective:To provide increasingly significant gift revenue each year to support a not-for-profit’s mission so that its mission and vision are fulfilled through a partnership with donors that is mutually rewarding.
  • 4.
    Time Management ina Typical Development Office
  • 5.
    Bentz Whaley FlessnerStudy 70% of major gift officers completed less than 10 meaningful visits per month. Not an institutional priority Lack of willingness to make cold calls Lack of professional training Lack of administrative support Too many other responsibilities Lack of ability to focus on major gifts as a priority.
  • 6.
  • 7.
    The Fundraising CycleINTEREST INFORMATION INVOLVEMENT INVESTMENT IDENTIFICATION
  • 8.
  • 9.
    Building Focus ----TotalProspect Pool ---- Level 1 Research ---- Discovery Calls ---- Discovery Meeting ---- Analysis ---- Cultivation ---- Specialty Specific Cultivation ---- Level 2 Research ---- Solicitation ---- Gift Agreement ---- Stewardship
  • 10.
    What Gets MeasuredGets Done Development Officer Performance Standards
  • 11.
    Increasing Focus andEffectiveness
  • 12.
    What Gets MeasuredGets Done Development Officer Performance Metrics 100-125 calls per month, including new donor prospects 15-20 meaningful face-to-face meetings with prospects in your portfolio each month. 15-30 annual face-to-face solicitations
  • 13.
    Discovery Call EffectivenessThere are other, more effective ways to meet and engage new people! Donor Type Lead Time Average Gift Discovery Call 5.7 months $49,000 Board Connected 6.9 months $242,000 Physician ID’d 2.9 months $455,000
  • 14.
  • 15.
    Moves Management Portfoliowith 100-150 total individual prospects 20% in Discovery 40% in Cultivation and Engagement 30% in Solicitation 10% in Stewardship
  • 16.
    Bentz Whaley FlessnerStudy Raising the Bar
  • 17.
    MGO Annual DevelopmentPlan 25% 50% 75-100% Plan Donor 1 25,000 Equip. Donor 2 1,000,000 Cardiac Donor 3 500,000 NICU TOTAL 575,000 3,250,000 2,500,000
  • 18.
    Stewardship Thank them7 times in 7 different ways before you ask again. Engage in the mission Engage with faculty and staff Send important “insider” information with a note. Show them what their gift has done and begin to talk about new needs.