Slaying the Dragon. Debunking Common Fundraising Myths. AFP Toronto Fundraising Day June 12, 2018

Transcription

1 Slaying the Dragon Debunking Common Fundraising Myths AFP Toronto Fundraising Day June 12, 2018

2 Start with Why What How Why 2

3 What FPI Can Do From To % Change Amount Raised $10,000,000 $45,000, % % from major gifts % MG >$1 Million % Donor Visits 1,848 4, % Source: Florida Hospital Foundation 3

4 The Problem with Conventional Wis dom in It s an oxymoron Fundrais ing 4

5 Impossible 5

6 Learning Objectives Why traditional fundraising theory and best practice can result in less money for your cause. What performance imperatives from the for-profit world will improve your fundraising How to keep your organization relevant in today s changing philanthropic environment. 6

7 Slaying the Dragon 10 Ways FPI Questions Conventional Thinking 7

8 10. The Donor Pyramid? Delivering Value over time 8

9 9. Any dollar is a good dollar? 9 9

10 8. Culture of Philanthropy? 10 10

11 7. Moves Management? 11 11

12 6. Board Training? 12 12

13 5. Your Org Chart? 13 13

14 4. Managers Make More? 14 14

15 3. Annual Programs? 15 15

16 2. Stewardship? 16 16

17 1. Donor-Centric? 17 17

18 One Ring to Rule Them All. - J.R.R. Tolkien 18 18

19 Lean Six Sigma Thinking 19

20 1. Identify Value Process-Based, Metric -Measured Operations 2. Map the Value Stream 3. Es tablis h Flow 4. Implement Pull 5. Pursue Perfection 20

21 Allow Only Intentional Variance 6σ 21

22 FPI: Fundraising Performance Improvement 22

23 FPI: Fundraising Performance Imperatives 23

24 Big Ideas 1. Use high-cost, scarce resources to do only high - value work. 24

25 Big Ideas 2. Create abundant flow into the pipeline. 25

26 Big Ideas 3. Set key CTQ process measures, with emphasis on cycle time. 26

27 Big Ideas 4. Measure early, measure often and ensure your metrics lead to success. 27

28 Big Ideas 5. Eliminate out -of-bounds process variance. 28

29 Big Ideas 6. Focus on high-return activities. 29

30 The Core Process Partner Development Candidate Identification Preliminary Qualification Point of Entry Connect Pipe line Identify Engage Cultivate Solicit Core Recognize Steward Upgrade or Renew Re-engage Ste wards hip 30

31 The Core Process Pipeline Candidate Ide ntification Point of Entry Partner Development Preliminary Qualification Connect 31

32 The Core Process Core Identify Cultivate Engage Solicit 32

33 The Core Process Stewardship Re cognize Upgrade or Renew Steward Re-solicit 33

34 The Core Process Partner Development Candidate Identification Preliminary Qualification Point of Entry Connect Pipe line Identify Engage Cultivate Solicit Core Recognize Steward Upgrade or Renew Re-engage Ste wards hip 34

35 Measuring Success Production CPDR/ROI Response Retention Production/FTE Production/FLFR Production/DFTE Production/Donors 35

36 Measuring Success Q P S Reports Control Limits

37 Measuring Success Q x Q a Reports Control Limits

38 Measuring Success P 100 P x Reports Control Limits

39 Measuring Success S x S r (FFT) Reports Control Limits

40 The FPI Numbers 40

41 The Decreases From To Change Number of gifts <$2,500 (Production) 15,799 6,002-62% 41

42 The Decreases From To Change Total Number of gifts (Production) 23,852 16,341-31% 42

43 The Decreases From To Change Cost Per Dollar Raised (Production) % 43

44 The Decreases From To Change Cost Per Dollar Raised (Production) % 44

45 The Decreases From To Change % Revenue from Events (Production) % 45

46 The Decreases From To Change % Revenue from Direct Mail (Production) 13% 8% -40% 46

47 The Decreases From To Change Number of GO Processes % 47

48 The Decreases From To Change Gift Processing Steps % 48

49 The Decreases From To Change Gift Processing Cycle Time 21 days 2 days -71% 49

50 The Decreases From To Change Staff Hours in internal meetings % 50

51 The Increases From To Change Total Amount Raised $10m $45m +350% 51

52 The Increases From To Change Total Amount Raised $6.1m $9.8m +59% 52

53 The Increases From To Change Total Amount Raised $5.32m $10.8m +203% 53

54 The Increases From To Change % Raised from Major Gifts 20% 80% +335% 54

55 The Increases From To Change % Raised from Major Gifts 40% 80% 100% 55

56 The Increases From To Change Major Gifts over $1m 1 > % 56

57 The Increases From To Change Donor Visits % 57

58 The Increases From To Change Donor Visits % 58

59 The Increases From To Change Donor Calls per week % 59

60 Performance Advantage N.A. Hope is Not a Strategy.

61 Learn More Why fundraising fails to achieve potential What s bad about best practices Characteristics of high performers A Lean Six Sigma primer and process basics Cleveland Clinic (metrics and measures) Virginia Mason (pure Lean) Florida Hospital (the early model) The Core Process The Tipping Point (board and staff teamwork) Fundraising vs. Philanthropy Fundraising (pull vs. push strategies) Creating a donor- centric approach Overview of the end-to-end RDMS Organic process vs. intentional process Types of measurement (leading vs. lagging metrics) Process improvement requires process The language of process Introduction to process design Introduction to process improvement The three levels of process (as applied to the RMDS; definition and purpose of each) The role of Development Services Gift officer time management skills ROI Examples (based on established levels of giving) Candidate- to- Donor ratios Propensity, capacity, affinity and passion The high- performing gift officer Attitude, Attributes and Skills Working with your Development Services Assistant/Officer The partnership role of the DSO/DSA The daily huddle Pipeline definitions Partner Development Process Candidate Identification Process Preliminary Qualification Process Point- of- Entry Process The Connect Process Strategically Aligned Events The fundraising event as a POE How gift officers should work an event Networking and OPEs (Other People s Events) Warm Calls and Cold Calls The Rolling 100 Candidate Call List The role of Development Services Gift officer time management skills ROI Examples (based on established levels of giving) The stage gate concept (and why it is a key to success) The numbers: How the Tipping Point integrates with the Core Process How the Core Process facilitates donor - centricity How the Lean principle of cycle time applies to the Core Process Making the ask a process rather than an event Setting the ID stage first meeting The Stage Gate objectives Stage Gate requirement: Three Favorite Charities The structure and sequence of a First ID meeting What you should never do during the Identify stage The criteria for moving ahead with a prospect The Graceful Disengagement 61

62 Learn More Free Webinar Information Contact Information Introductory Fri., June 15 10:30 am EDT Mon., June 18 03:30 pm EDT Tue., June 19 10:30 am EDT Fri., July 6 03:30 pm EDT Wed., July 11 10:30 am EDT Learn More Fri., June 15 03:30 pm EDT Mon., June 18 10:30 am EDT Tue., June 19 03:30 pm EDT Fri., July 6 10:30 am EDT Wed., July 11 03:30 pm EDT Performance Advantage N.A. A Marketing Partners, Inc. company sareed@mpicompanies.com scott@mpicompanies.ca To register: 62