The document outlines moves management as a systematic approach to developing donor relationships and increasing engagement through personalized contacts and strategic planning. It emphasizes the importance of understanding donor motivations, tracking interactions, and setting quantifiable goals for soliciting gifts. Key challenges include fostering internal organizational alignment, ensuring effective communication, and maintaining donor-centered practices.

1. Moves Management
Creating Relationships That Last

2. Agenda
• What Are Moves?
• Know Thy Donor
• Challenges
• Just Do It
• Questions

3. What are Moves?

4. Moves Management Definition
• A System - For building a relationship that moves
individual prospects to engage passionate donors
• A Process - For building a relationship that moves
individual prospects to engage passionate donors
• A Plan - For building a relationship that moves
individual prospects to engage passionate donors
.

5. What is a Move
• Individually tailored – Donor Centered
• Increases engagement
• Increases involvement
• Increases your understanding of the donor
• Advances your strategies and goals
• Leads to solicitation
• Results in gift

6. Criteria for Moves
• Identify types of moves
• Meaningful contacts
– Progress in relationship / Movement forward
• Moves add new information
• Moves help present the case
– Introduce leadership
• Moves result in presenting a proposal or
making an ask

7. Know Thy Donor

8. Research
• Research Tools
– Surveys
– Focus groups
– Demographic profiles
– One on one conversations
• Know your software
– Understand the capacity and support
– Mining your data base
– Utilization of data software package

9. Prospects
• Prospect Research
– What prompts them to give?
– Motivators
– Upbringing, disaster response, tax incentives,
obligations, altruistic profile
• Areas of interest
• Funding history

10. Feeling of Giving
• Why do donors give?
– How do they feel when they give?
• Giving is a rush
• Culmination of years of thinking about giving
• Emotional as well as intellectual decision
• Will the gift have a positive impact?

11. Altruistic Profile
• Altruistic profile
– Makes sense
– God’s will
– Good business – the investor
– Fun
– Feels right
– In return
– Family tradition

12. Tracking
• Tracking – documentation of all moves
It must be Quantifiable:
• Number of solicitations and success rate
• Amount of money raised towards MGI
As a “trickle down”, you should have:
• More engaged donors
• More annual gifts
• Better attendance at events.

13. Providing Guidelines
•Set dollar goals
•Determine number of solicitations
•Guidelines for meaningful contacts monthly
•Regular staff assessments – what is working?

14. Benchmarks for a Good Major Gifts
Officer
• Portfolio – up to 150
• Expectations:
– One-third (50) in active movement toward
solicitation
– One-third (50) moving from small annual gifts to
major gifts
– One-third (50) “suspects” being qualified and
introduced
• 40-50 solicitations annually

15. Vehicles for Giving
• Direct mail
• In person solicitation
• Events
• Telephone
• Payroll giving
• Matching gift programs

16. When Do They Give?
• Annual, tax time, event based, memorial
• Statistics
– 23% once a year
– 12% on a schedule but more than once a year
– 65% no particular schedule
– 90% give to their specific charity of choice

17. Communication and Recognition
• Recognition – meaningful communication to
determine
• Prompt and personalized
• Confirmation that their gift has been set to
work as intended
• Measurable results of their gift at prior to
being asked for another gift

18. Everything Communicates Something
• Everything you do that is observed by even one
of your donors is a part of your donor
communication inventory
• Rethink whatever reaches beyond the
boundaries of your administrative offices.
• Convey news when it is news and it will be
noticed.
• Pass along what you think is important and your
donors will think the same.
• Trust your judgment and be ready to act quickly.

19. Challenges of
Constituency Development

20. Four Fundamental Relationships
1. Organization Internal Relations
• Values culture, leadership, adaptive capacity,
resources
1. Community
• Relevance in the community – proof in mission
• Strategic plan to substantiate the relevancy
1. Constituents
• Donor centered behavior
1. Volunteers
• Ability to work well on behalf of the cause

21. Challenges
1. Getting Everyone On-Board
2. Make the Time
3. Research
4. Treating Major Donors Differently
5. How Much Contact to Use
6. Soliciting Without Constituency Development

22. Challenges
7. Proactively Seek Diversity
8. Organizational Values
9. Maintain Professionalism
10. Competition
11. Don’t Universalize Your Own Passion
12. Trespassing on Constituent’s Relationships

23. Just Do It:
The Strategy of Your Stewardship

24. Just Do It
• Individual relationship
– Plan one on one
– Plan on segments
– Plan around programming
– Plan the stage of the moves cycle

25. Just Do It
• Partnership
• Exchange of purpose
• The right to say no
• Joint accountability
• Absolute transparency

26. Just Do It
• Creation of personal management of the
individual constituent
• Communication and Recognition
• Defining when to make the next ask

27. Just Do It
• Donor Engagement Plan
Akron Community Foundation
– 3 Year Plan in mid year 2
– Segmented constituents each with a plan
– Bus tours
– Community issues forum
– Portfolio management – leadership team included
– One-on-one meetings
– Results:

28. About the presenters:
Laura Fink, Director of Development at Akron
Community Foundation
Margaret Medzie, Vice President of Development and
Donor Engagement at Akron Community Foundation