Brock University Prospect Management Guidelines

Transcription

1 Brock University Prospect Management Guidelines Prospect Management January 2008 Background It is a strategic priority of Brock University that philanthropic gifts from private sources provide an increasingly significant portion of the University s resources, and will continue to do so in the foreseeable future. This must continue to happen if Brock University is to prosper and fulfill its responsibilities and mission. The success of our efforts to secure major gifts is due in a large measure to the cooperative participation of the University s central administration, faculties, colleges, departments, administrative units, and volunteer leadership. While a prospect management system was in place as early as September 2004, a key factor in this current cooperative process was the decision, made in September 2007, to introduce a University-wide account management system for the coordination of activity related to major gift prospects. Advancement at Brock University is a co-operative effort in spirit and in implementation. This set of management guidelines will only be successful if all constituencies are involved as equal partners in the process. Due to the complex nature of our organizational structure, it is impossible to isolate the prospect pool of any one constituency. These pools are continuously intersecting. In a donor-centred environment, we have a responsibility to identify the donor s interests and respond in an appropriate manner. Donors have a right to expect a thoughtful and coordinated approach. Considerations and Assumptions Major gift prospects to Brock University will be a significant institutional resource. To realize the highest benefit from this resource, University development activities involving major gift prospects must be conducted in the most effective way possible within the context of University priorities as they are determined by academic management under the guidance of the Provost, the Chancellor and the President and adopted by the Board of Trustees and executive officers. By avoiding duplication of effort and by equitably resolving competing claims, prospect coordination helps ensure that the greatest possible return in support of the University s foremost priorities is secured from each donor. These guidelines apply to individuals, foundations, organizations, and corporations and to all solicitations other than those, which are a part of the regular annual giving program. Brock University, Prospect Management Guidelines 1

2 To help ensure the greatest possible return from each prospective donor, a shared set of guidelines on the management of major gift prospects in Canada and around the world is necessary to achieve the collective goals of Brock University. Prospect identification, cultivation, solicitation, recognition, and stewardship that are well planned and coordinated enable Brock University to attract the highest-level gifts for the highestlevel priorities. In the process, the interests of both the donor and the institution are served. Responsibility It is the responsibility of the Prospect Management Committee (PMC) to manage the process of prospect management on behalf of the President, Deans of all faculties, department heads, and managers of all support units. The Vice President Advancement and the Director of Development will ensure that fund raising projects are undertaken that reflect university and faculty approved fund raising priorities of Brock University in an equitable and organized fashion. It is the responsibility of the Prospect Research Office (PRO) within Advancement Services to ensure that information flows both to and from appropriate offices in a timely manner. This information must be handled with the appropriate respect for confidentiality and within the scope of the Personal Information Protection and Electronic Documents Act (PIPEDA) and the Freedom of Information and Protection of Privacy Act (FIPPA). Scope These guidelines do not attempt to outline or describe best practice for fund raising activities at Brock University, but rather to outline the protocols, policies and guidelines governing how fund raising should be coordinated. Brock University, Prospect Management Guidelines 2

3 Prospect Management Committee (PMC) The purpose of the Prospect Management Committee (abbreviated PMC) is to manage the development process (identification, cultivation, solicitation, recognition, and stewardship) of individuals and organizations that are major gift prospects to Brock University, to secure the resources required to further the mission of Brock University. PMC Membership Membership of the PMC shall consist of all members and guests. Members are those University personnel whose position descriptions mandate that they allocate a minimum of 50% of their time to Development activities within a faculty or for the central office with a major gift focus. Development activity is defined as the proactive identification, cultivation, solicitation, recognition, and stewardship of donors and prospective donors to Brock University. Membership should include: Director of Development (Chair) Planned Giving Officer Senior Major Gifts Officer Faculty Advancement Officers (FAO s or Dean s designate) Central Development Officers (CDO s) Prospect Research Office Representative (s) PMC Recorder Annual Fund Representative(s) Donor Recognition & Stewardship Representative(s) Vice President (Advancement) (Ex Officio) The roster of members shall be maintained by the Prospect Research Office (PRO) and used for notices of meeting, minutes, distribution of materials, and other PMC related activities. Any additions and changes to the membership roster must be reviewed by the PMC Subcommittee (see page 7 for definition) and approved by a motion at a scheduled PMC meeting. Guests are defined as University personnel from various other departments or other non-university personnel, who may from time-to-time, be invited as guests to the PMC to provide added value to the purpose and mandate of the PMC, or to provide information on a related development topic or issue. Guests could include representatives from: Annual fund office Alumni relations office Marketing and communications offices President s office Brock University, Prospect Management Guidelines 3

4 Industrial liaison office Research grants office Student awards Graduate studies and research Frequency of PMC Meetings The PMC shall meet the 2 nd Wednesday of every month, from 9:30 am to 11:30 am (2 hours maximum). Nature of PMC Meetings The PMC will discuss major gift strategies; divulge information regarding major gift prospects; build a strong University-wide fundraising team and share fundraising knowledge. Location of PMC Meetings The Prospect Research Office (PRO) will be responsible for setting the location of the PMC meetings, and shall electronically notify all members (and guests) of changes in location. PMC Leadership A designate identified by the Director of Development, will perform the leadership duties when the Director of Development is unavailable. Role of the PMC Chair The Chair of the PMC will be responsible for: 1. Chairing the PMC meeting process. 2. Leading the PMC in the prospect management process by actively discussing next steps and strategies of active prospects. 3. Overseeing accountability of PMC members (i.e., ensuring movement of prospects). 4. Bring new qualified suspects forward on a regular and ongoing basis. 5. Serving as an unbiased arbitrator on issues identified at PMC. 6. Facilitates the working session of the PMC agenda. Responsibilities of PMC Members All members of the PMC shall: 1. Contribute to the agenda as necessary; 2. Bring new qualified suspects forward on a regular and ongoing basis; 3. Participate in the prospect management process in an active manner by reading the agenda and preparing background information on relevant agenda items; Brock University, Prospect Management Guidelines 4

5 4. Come prepared with necessary documentation, which supports a case for assignment of Account Manager; 5. Maintain a regular attendance record at PMC meetings; Responsibility of PRO The Prospect Research Office shall: 1. Compose the agenda for each meeting, select appropriate meeting location and advise all members electronically 2. Receive grievances regarding Account Manager assignment 3. Maintain the master prospect/suspect list 4. Prepare all bullets and profiles required for each meeting 5. Bring new qualified suspects forward on a regular and ongoing basis 6. Notify Account Managers of expired review dates and ensure follow-up PMC Decision Making Process At all PMC meetings, opportunity will be provided to all members to present their opinions and positions on any issue discussed. The Chair shall moderate discussion, and decisions will generally be made through consensus. If every attempt has been made to resolve assignment concerns for both primary and secondary managers (inside and outside the PMC process) and no consensus can be reached, the name will be brought forth to the PMC Arbitration Committee. The rules governing this committee are outlined on page 17. PMC Meeting Agenda The agenda will generally be sent to all members of the PMC on the day before the meeting. The PMC agenda shall consist of the following stages: Call to Order: Review of Minutes: Suspect Assignment Review: The Chair will officially call the meeting to Order. The chair will ask if the minutes are accepted. If there are changes, they must be brought forward at the meeting. The chair will again ask if the minutes are accepted. One member must agree and another member will second the motion. This will only be included on the agenda when there is a disagreement in the assignment as determined by PRO. (Details of Suspect Brock University, Prospect Management Guidelines 5

6 Assignment on page 8 & 9) Prospect/Planning Assignment: Status & Assignment Review: Working Session: Adjournment: All prospects and the account management of those prospects will be discussed at PMC. At this time, strategy will be discussed with the members to get the member s input and advice. (Details of Prospect Assignment on page 10 & 11) This section will include discussions surrounding: a) prospects whose nine month term of assignment has expired b) suspects who are viewed as possibly no longer being valid suspects c) accounts where existing Account Manager agrees to have the account reassigned to a new Account Manager, or where new significant information has been identified which provide compelling reasons to reevaluate the assignment with the possibility of reassignment to a new Account Manager. (Details of Status/Assignment Review on page 11) This section will include general information sharing for development issues pertaining to major gift fundraising on campus. The Chair of the PMC will generally determine what is to be included, but any member can submit a topic for discussion directly to the Prospect Research Office. This must be done two days prior to the next scheduled PMC meeting. This is the section where professional development opportunities will be made available to all members of PMC. The Chair will officially adjourn the meeting. PMC Subcommittee The mandate of the PMC Subcommittee is to bring forth recommendations regarding Brock University, Prospect Management Guidelines 6

7 any changes to the PMC process. All changes to the PMC format or structure must be brought forth through the PMC Subcommittee. Membership to the committee will include: Vice President Advancement Director of Development (or designate) Major Gift Officer Prospect Research Office representative Two or more additional members (At least two members must be from a Faculty) The membership of the two additional members will be staggered to ensure new members are informed and there is a continued sense of history. To become an additional member of the subcommittee one must be nominated by a PMC member. A representative from the Prospect Research Office will call for nominations via , and these will be brought to a standard PMC meeting where a ballot election will take place. The PMC Subcommittee meetings will be held as required. A representative from the Prospect Research Office will notify the members of the subcommittee when issues have been identified. Brock University, Prospect Management Guidelines 7

8 Prospect Management Process Overview In order to ensure communication between Account Managers and the coordination of activities when dealing with prospective donors, clearance is required prior to proceeding with certain levels of fund raising activity. All individuals and organizations that are being actively cultivated for a solicitation of a major gift must be coordinated through the PMC. Defining Major Gift A major gift is defined as $12,500 or more in a single calendar year. A major gift prospect has the ability to give $12,500 or more in any one single calendar year. A major gift suspect may be able to give a major gift in the future. A major gift donor has made a donation of $12,500 or more in any one single calendar year. Sponsorships Sponsorships to Brock University affiliated clubs and organizations are governed by the same guidelines outlined for fundraising activities by the PMC. In instances where the sponsorship ask amount is less than $12,500, notification must be given (in writing) to the Manager, Annual Fund with a copy sent to the Prospect Research Office for tracking purposes. In the event that the sponsorship ask amount exceeds $12,500, a representative from the club or organization must contact the Director, Development and Donor Relations and the Prospect Research Office requesting their name be added to the PMC agenda for the next meeting. This will facilitate the process of clearing the desired prospect. Suspect Status The process begins with submitting a name to the Prospect Research Office. Before this name can be submitted, due diligence must be done by the individual submitting the name. They must qualify the suspect as a true suspect. All information the individual has gathered to qualify the suspect must be submitted with the request. PRO will ensure all names are included on a circular a week before the meeting. The information provided at this point will generally include: Name; Address (Home & Business); Phone & Fax Numbers; Title (if suspect is an individual, Degree Information); LAI Rating (Ability based on submission information); Account Manager. If the suspect is a corporation or foundation, a very brief summary of the nature of the suspect will be included, as well as, President & CEO details. Account management assignment will be based on information housed centrally (electronic & hard-copy), which includes contact reports, correspondence with the donor, giving history, etc. Once the circular is sent to all PMC members, the members have one week to contact Brock University, Prospect Management Guidelines 8

9 the Prospect Research Office, if they do not agree with the Account Manager assignment. If they do not agree, they must provide the Prospect Research Office written documentation for the disagreement. The Prospect Research Office representative will then include only these names on the agenda to be discussed at the next PMC meeting. Any other names with no disputed account management will be listed as an informational piece and will not be discussed. Secondary Account Managers will not automatically be determined by PRO. Once the circular is distributed a week prior to the meeting, the interested party must contact the stated Account Manager to express interest. It is then the Account Manager s responsibility to inform the Prospect Research Office where the secondary interest is. The Prospect Research Office will then include the secondary interests on the agenda as an informational piece only and will not be discussed at PMC. However, if the Account Manager does not agree with the secondary interest and the interested party still feels he/she should need to be part of the account based on compelling information which indicates an interest from the donor, then they can contact the Prospect Research Office directly to indicate their interest. The Prospect Research Office will then include this interest on the agenda for discussion at the next PMC. The interested Secondary Account Manager must be present at this PMC to defend their case. If they do not attend the meeting, they will not be included as secondary. All new suspects and assigned managers will be added to the master Prospect Tracking system by PRO. The Account Manager has a three month time frame to determine if this is indeed a valid suspect who has a true interest in the University. If it is deemed that this is not a valid suspect, the name will be put on an in-active list. This list will be reviewed quarterly by PRO to determine if any in-active suspects may be reintroduced into the PMC process. Initial Cultivation All names marked as suspects on the Account Management List are available for open cultivation, where they remain until they are ready for active cultivation and solicitation. As long as a name is marked suspect, anyone may cultivate the account as long as they have already informed the Account Manager of their secondary interest. If the Account Manager agrees, then it is the responsibility of the Account Manager to inform the Prospect Research Office of the secondary interest. If the Account Manager disagrees with the secondary interest, then the Secondary Account Manager in question can make an appeal to the Prospect Research Office to have this included as a discussion piece at the next PMC meeting. Once the appropriate parties have agreed, the Secondary Account Manager will be added to the roster as part of the strategy team for that prospect. No asks can take place with any account marked suspect on the Account Management List. All names marked suspect on the Account Brock University, Prospect Management Guidelines 9

10 Management List will still be included in all annual fund asks unless the Annual Giving team has been notified by the Account Managers otherwise. All cultivation contacts must be documented, and are to be sent electronically to the Prospect Research Office for filing and distribution. The Prospect Research Office shall be responsible for electronically copying all contact reports to all other secondary team members interested in the account. The Account Manager shall be responsible for copying any other campus personnel that should be kept informed. Contact reports will be instrumental in making the case for account assignment by the PMC in the future when moving the status of an account from suspect to prospect. Non-documented information may be considered but will be seen to be secondary to documented information and contact reports. Prospect/Planning Stage Any development officer may request a suspect name be cleared for the next level of activity by requesting it be brought forward by providing a written rationale for doing so. Active cultivation and solicitation means current, accelerated, active interaction between the donor and the university that has the expectation of leading to a gift solicitation within the upcoming nine month period. Requests for transferring a name from suspect status to prospect status must be received by the Prospect Research Office at least two weeks prior to the PMC meeting. When a request is received, the PRO will complete a general bullet. This will be included in the circular sent to all PMC members one week prior to PMC. At the PMC meeting, the name of each potential prospect will be presented by the PRO and discussed individually. PMC members will be invited to present their active cultivation and solicitation plans for each potential prospect identified. The plan deemed to have the greatest potential for ensuring the largest possible return in support of the University s foremost priorities (as maintained by the Development Office), while meeting the needs of the donor, will be assigned the role of Account Manager for a nine-month (possibly renewable) opportunity. The individual requesting the status change shall first present their case for proceeding with active cultivation and solicitation. Once this case has been presented, any other member of PMC who has an interest in managing the account may present their case for doing so. Once all cases have been presented, the PMC will debate and assign an Account Manager based on the research and the case(s) presented. Once assigned, the status of the name will be changed from suspect to prospect on the Prospect Tracking system. All others interested in working on this account will be listed by the PRO on the Prospect Tracking system as secondary team members. Brock University, Prospect Management Guidelines 10

11 Once the cultivation team has been determined, it is the responsibility of the Account Manager to bring together all Secondary Account Managers and a representative of PRO to determine the best plan of how to move the prospect to the ask. At this time, the team will determine if there are any key influencers which need to be involved in the process. Minutes of this meeting will be filed with the Prospect Research Office. The meeting will be noted on the Prospect Tracking system, as well as, the identified key influencers. Status/Assignment Review A name will remain marked as a prospect on the Account Management List for a period of nine months. If a gift has not been solicited within that time period, the Prospect Research Office will liaise directly with the Account Manager to determine the status. Only those prospects that require an extension to the original review date will be added to the agenda for discussion. Any names whose status is to be changed back to suspect or stewardship, will simply be updated by the PRO on the Prospect Tracking system. Solicitation All accounts flagged as suspects or prospects will automatically be placed in to the Annual Fund Pool, unless a specific request is made to exclude them. Requests of this nature must be made to the Manager of Annual Fund and must outline the specific reasons why an Annual Fund exclusion is requested. Once a request is received to exclude an account from the annual solicitation cycle, the Manager of Annual Fund will meet with the Account Manager responsible and will make a recommendation. Stewardship Status Once a gift has been committed, the name will be marked as a suspect in Stewardship mode on the Account Management List. As a suspect, the account is available again for open cultivation, where it remains until it is ready for the next active cultivation and solicitation. Responsibility for managing stewardship moves and activity remains with the Account Manager (working in collaboration with the Donor Recognition and Stewardship representative). Names will remain marked as suspects in Stewardship mode until a PMC member requests that the name be brought forward into active cultivation and solicitation once again. Names marked as suspects in stewardship mode shall remain on the annual fund unless otherwise requested. Brock University, Prospect Management Guidelines 11

12 Linkage, Ability and Interest (LAI) The research concept known as the LAI Principle of prospect rating helps the Account Management team rate suspects (an individual or an organization that may be able to give a major gift in the future) from prospects (an individual or an organization that have the potential now), thus allowing the team to direct cultivation and solicitation energies toward those individuals or organizations which are most likely to give or to volunteer their services. In evaluating gift potential and rating a potential donor as a prospect, the following three criteria must apply. The elimination of just one of these principles will reduce the potential donor from a prospect to a suspect. A suspect is a future prospect and will need to be reviewed periodically as items that influence their LAI rating are gathered and adjusted. The LAI Principle: L-Linkage A linkage relates to a contact, a bridge or an access through a peer to the potential donor. If there is access to the gift source, then this link to the prospect makes it possible to arrange an appointment to discuss the potential of a gift. If accessibility is not a reality, then it may be difficult to arrange for an appointment. Solicitation may then become a matter of a letter or telephone approach, and neither is very effective in the solicitation of a major gift. For the purposes of measurement of linkage, the primary factor shall be the donors past giving history to the university, providing an indication of past accessibility. A-Ability I-Interest Through research, it can be determined that the potential gift source has sufficient discretionary holdings to justify a gift solicitation at an appropriate level. The ability rating is based on their ability to give, not what we think they will give. Two perceptions pertain: the solicitor's perception that the prospect has a gift capacity at the level suggested, and the prospect s own perception that such a gift capability is a reality. Some wealthy, but financially insecure, individuals/organizations that are not brought up in the tradition of philanthropy may not be sure that they have sufficient resources to give at the level requested. As such, they may not be psychologically prepared to give. If the potential donor has no interest in the university or little knowledge about its work, then the person will be prone to make a small gift or none at all. Interest in the university and an understanding of its vision, mission and accomplishments are imperative in the identification of valid Brock University, Prospect Management Guidelines 12

13 prospects. LAI Codes for Rating Linkage (past financial support) 0 = no record of giving OR no contact with the donor 1 = pledge, no gift OR lapsed small gift donor (1-3 occurrences) OR memorial gifts 2 = lapsed annual fund level donor OR occasional donor (not on a regular basis) 3 = frequent annual fund level donor OR lapsed major gift donor 4 = frequent major gift donor OR current major gift donor Ability (potential financial support) 0 = $ 1 - $ = $ 1,000 - $ 12,499 2 = $ 12,500 - $ 24,999 3 = $ 25,000 - $ 49,999 4 = $ 50,000 - $ 99,999 5 = $ 100,000 - $ 499,999 6 = $ 500,000 - $ 999,999 7 = $1,000,000+ Interest 0 = no interest OR no knowledge 1 = minimal interest OR minimal knowledge 2 = involved in off-campus alumni activity (i.e. travel group, etc) OR intermediate interest or good knowledge OR involved as a Brock volunteer in some way OR attended Reunion Weekend 3 = senior volunteer on committees or special events OR member of Alumni Council or visiting committee OR member of a Faculty Advisory committee or Presidential committee 4 = Board of Trustees or Senate member OR Current and/or Former Faculty and Staff OR actively involved in University fund-raising activities (volunteer solicitor, campaign cabinet member, etc.) Brock University, Prospect Management Guidelines 13

14 The LAI rating is achieved by adding up the individual ratings. L+A+I = (0-15) For example, L A I Total Role of the Director of Development In keeping with the position description of the Director of Development, the Director of Development will be responsible for the following: 1. Provide active counsel to all members of the PMC and serve as a mentor and development strategist with all Brock University development professionals to help move accounts forward. 2. Meet one-to-one with each Account Manager (proactively - twice per year minimum; reactively - as needed) to discuss development issues specific to that Account Manager. 3. Meet one-to-one with the heads of each campus unit (e.g., Deans) regularly to discuss development issues specific to that unit. 4. Serve on the PMC Subcommittee, as well as the PMC Arbitration Committee with an unbiased opinion. Secondary Team Members Secondary team members are those development officers who have been recorded on the Prospect Tracking form as having a legitimate interest in a specific suspect/prospect being managed by another development officer. Development officers wishing to have themselves identified as a secondary team member for a suspect/prospect must contact the Account Manager first. The Account Manager will then contact PRO to have this added to the Prospect Tracking system. If no consensus occurs between the two Account Managers, then the issue of secondary status is to be brought forth to PMC by notifying the Prospect Research Office for inclusion on the PMC agenda. Brock University, Prospect Management Guidelines 14

15 The President s Office The Vice President Advancement shall serve as the conduit between development activity on campus and the President s Office. The Vice President shall meet regularly with the President to discuss development activity on campus and the specific movement of key accounts. These meetings will provide an opportunity to make recommendations on the scheduling of the President s time for assisting in identification, cultivation, solicitation, recognition, and stewarding of major gift donors and donor prospects. These meetings will also provide an opportunity for debriefing the President following the interaction with major gift donors and/or donor prospects. The debriefings will be forwarded to the Prospect Research Office, which in turn will forward to the appropriate Account Managers. Any request by a Development Officer which is required to use the President for key moves of a suspect/prospect, must be approved by the Vice President Advancement and tracked through the prospect management process. This initiative is maintained under the Vice Presidents portfolio. For further information, contact that office. Assignment Criteria & Multiple Affiliations It is common for major donor prospects to have multiple affiliations and interests on campus. As a result it is in the prospect s, and the University s, interest to allow identification and early cultivation efforts from more than one area. In regards to a specific project, (without a direct faculty liaison) all projects must be brought forth to the Director of Development to ensure the project is a University priority. If it is agreed to be a priority of the University, then a Central Development Officer would be assigned to the project to develop strategies for the long term in regards to funding. The PMC is responsible for assigning accounts. A recommendation for prospect Account Manager assignment will be made by the PRO at the PMC. The recommendation for assignment will be based on the cases presented by the PMC members, documented indication of primary interests, giving history, documented linkages within the university, and research. Past giving history should not necessarily be the only guiding factor in an assignment. If there is no clear primary interest, giving pattern or linkage documented, or where the giving history, relationship, interest, etc., is sufficiently split between two or more faculties/units, the account may be assigned to a CDO. If the primary interest is Brock University, Prospect Management Guidelines 15

16 central, the account may be assigned to a CDO. Reacting to Opportunities From time-to-time Development Officers will be approached by someone wishing to make a gift to the University. When this happens, the following processes should apply: Type of Opportunity Name already exists as a Suspect on the Account Management List Name already exists as a Prospect on the Account Management List Reacting as the Account Manager While a gift may be offered and/or accepted. No gift should be solicited. The Development Officer should manage the conversation/meeting in a way that recognizes that while this suspect is subject to open cultivation, no specific plan has been approved yet by PMC for a solicitation. If while allowing the suspect to speak about their needs and interests the conversation begins to become specific, the Officer should try and seek clarification and/or confirmation as to their interests on the priorities of the university, as well as any other interests that they are expressing. A contact report should be forwarded to the PRO, with a request to bring the name forward as a potential prospect (if appropriate) for assignment The Development Officer should manage the conversation/meeting in a way that recognizes that the prospect may not be aware of all key priorities of the university. If key case statement priorities have not yet been presented, an attempt should be made to do so. Otherwise, the Development Officer Reacting not as the Account Manager While a gift may be offered, acceptance should only be given if the donor is clear in their intentions. No gift should be solicited. The Development Officer should manage the conversation/meeting in a way that recognizes that while this suspect is subject to open cultivation, no specific plan has been approved yet by PMC for a solicitation. If while allowing the suspect to speak about their needs and interests the conversation begins to become specific, the Officer should try and seek clarification and/or confirmation as to their interests on the priorities of the university, as well as any other interests that they are expressing. A contact report should be forwarded to the PRO and Account Manager, with a request to bring the name forward as a potential prospect (if appropriate) for assignment. The Development Officer should do their best to manage the conversation/meeting in a way that recognizes that this prospect has already been assigned to an Account Manager, and that an active cultivation and solicitation plan is already underway. This should be a relatively rare occurrence however. While a gift may be offered, Brock University, Prospect Management Guidelines 16

17 should negotiate the offer in keeping with normal practice, and the solicitation plan already approved. A gift may be offered and accepted, as well as solicited. A contact report should be forwarded to the PRO, and copied to all relevant secondary team members. acceptance should be avoided if possible. No solicitation should occur without the express consent of the Account Manager. If possible, the Development Officer should contact the Account Manager prior to the meeting for recommendations on process. A contact report should be forwarded to the PRO and copied to the Account Manager. Type of Opportunity Name does not exist on the Account Management List Reacting as either the Account Manager or not as the Account Manager The Development Officer should manage the conversation/meeting in a way that recognizes that this prospective donor may be interested in supporting projects at the university that he/she is currently unaware of. Gifts may be offered and accepted, but not solicited. The Development Officer should proceed in seeking clarification on the areas of interests, treating the name as if they were a suspect for open cultivation purposes. This includes seeking clarification as to their interests on the priorities of the university as a whole in addition to their own interests. A contact report should be forwarded to the PRO with a request to bring the name forward as either a suspect or a prospect, depending on the outcome of the meeting. PMC Arbitration Committee The PMC Arbitration Committee will consist of: Vice President Academic (Chair) Vice President Advancement Director of Development or designate (Note: for the purpose of this committee this is currently the VP Advancement. In future this will be the Campaign Manager) Two (2) Faculty Development/Advancement Officers Prospect Research Office representative. Mandate: Scope: The committee will have the responsibility and the authority to make the final decision regarding who will manage the account. A decision provided by this committee will be final and binding on all parties. This will pertain both to suspect assignment and prospect assignment. Account Managers Account Managers must be a full-time Brock staff member, allocating a minimum of 50% of their professional time to development activities with a major gift focus Brock University, Prospect Management Guidelines 17

18 (supported by their position description). The Account Manager must be a development professional, given the scope of the responsibilities, even when another university official will play a key role with the suspect/prospect. The Account Manager will assume primary responsibility and accountability for the management and coordination of cultivation, solicitation, recognition and stewardship of assigned accounts. As principal manager of these accounts, he/she will function as the consummate university citizen. The Account Manager is responsible for designing and implementing an overall campaign-for-one strategy for each account, and will lead a team of relevant central and/or faculty/unit staff and/or university administrators in developing ideas and implementing strategies and moves. The Account Manager will pro-actively consult with secondary team members through individual contact and/or team meetings as appropriate, and react to new information provided by other involved/interested parties. Throughout the process, the Account Manager should be focused on the needs and interests of the donor. They should consider themselves an opportunity offerer for the donor/prospect ensuring that all relevant opportunities are presented. When in a formal campaign mode, it is important that the priority opportunities of the university (as articulated in the campaign case statement) be reviewed with the donor/prospect as early as possible, with secondary opportunities presented as appropriate and necessary. Account Managers should maintain a portfolio of no more than 50 prospects on the Prospect Tracking System. In general a CDO may serve as Account Manager when a prospect has multiple interests with the university. In general an FDO may serve as Account Manager when a prospect has a single unit interest. An example of an exception to this protocol will be the assignment of Account Managers to suspects/prospects that were graduate students. In many cases, the Account Manager may be the staff member with the primary relationship, but this may not always be the case. They may or may not have a past relationship with a prospect, and may or may not be located in a faculty/unit associated with the donor's primary area of interest. Geographical location of Account Manager may be a factor in account assignment. The Director of Development and the Vice-President (Advancement) may be designated Account Managers. Brock University, Prospect Management Guidelines 18

19 Scope While the Account Manager serves to facilitate cultivation/stewardship/moves associated with an account, he/she is constantly looking for answers to the following five key questions before proceeding with a solicitation: #1: Amount? How much is going to be asked for? In keeping with the premise that an ask needs to be specific in nature, the Account Manager must seek to answer this question. At times the donor will be clear in their intention, at other times the Account Manager will need to provide a recommendation based on the best available evidence. #2 Project? What is being asked for? Is there a single proposal going forward, or multiple options? Is the proposal based on the donor s interests - - have they expressed tangible interest? #3 Who is asking? Who from the university will actually do the asking? Who else will be present (i.e.: expert witness, influencer, etc.)? #4 Who is being asked? If the prospect is an individual, should their spouse be in the room - - or not? If the prospect is an organization, has the proposal been properly vetted (or not) through the lower echelons? #5 Timing? Timing is everything - - are we ready to present? Is the prospect ready to receive an ask? Changing Account Managers Account management assignments will be changed periodically as other priority interests are developed by the prospect. The current Account Manager and the possible new Account Manager must try and come to an agreement regarding changing the Account Manager. If no resolution can be made, then it is the responsibility of the Account Manager requesting the change to make their case at PMC. They are to notify the Prospect Research Office for inclusion on the agenda. Documentation An Account Manager s List/Ask In Progress Document will act as the form used to track all activity related to prospect identification, cultivation, solicitation, and stewardship on campus. Contact Report All contacts with any suspect or prospect must be documented. All contact reports are to be sent directly to the Prospect Research Office. They in turn will ensure the Brock University, Prospect Management Guidelines 19

20 Account Manager and Secondary Account Managers are copied on this information, as well as, copy to the central files. It is the responsibility of the sender to copy all other personnel, other than the stated Account Managers. The central file collection of written information pieces, including the contact reports, will be the basis for account management assignment. (Contact Report template p. 21) Prospect Research Request Form In order to ensure your prospect research needs are met a form must be filed out with as much detail as possible. Be specific in the types of information you really require. Also, ensure a Required by date is included. If this is not supplied, the request will not get the priority it may need. As a general rule, all research requests which are required for a set meeting will be the PRO s top priority. If the research is for something other than a meeting, the researcher assigned may contact the requestor directly to work out an agreeable Required by date. This would be due to the large amount of requests and other priorities currently sitting in PRO. (Prospect Research Request Form p. 22) Donor Intent Some form of written documentation from the donor (i.e., a letter of intent or an ) is required when a pledge is finalized. If a general letter is submitted to the Gift Processing area, then it must have the details outlined in the letter of intent form. No pledges will be entered into the database without this documentation. (Letter of Intent template p. 23) Brock University, Prospect Management Guidelines 20

21 CONFIDENTIAL CONTACT REPORT PROSPECT INFO (eg, name, title, company, contact name, etc) PHONE #: CONTACT BY: TYPE: DATE: LOCATION: PARTICIPANTS: PURPOSE: Follow Up Required: * A copy of this report must be sent electronically to the Prospect Research Office representative. Brock University, Prospect Management Guidelines 21

22 ADVANCEMENT RESEARCH REQUEST FORM Date of Request: Date Required: Requested by: Please Send to: Research required on: (Individual, Corporation, Association, Foundation Name) DB Brock ID# (If available): Do have any first party information to help guide the Prospect Researcher? Address of Account: % Home % Business How will the information be used? % Preparation for major ask (Account must be in Prospect Mode) % Appointment/meeting/visit with account. Date of Visit % General interest % PDV Preparation % Other. Please explain: Format of Research Required: % Bullet (Requires one weeks notice) % General Profile (Requires two weeks notice) % Comprehensive Profile (Requires three weeks notice) % PMC Request % New Suspect % Prospect (Rationale Required Attach separate sheet) % New Suspect/Stewardship Other Information Required % Detailed Board of Director Information (Includes listings of all board members for each company) % Stock Holdings % Real Estate Holdings % Personal % Business % Other Information required: (Please explain what you require below. Please give as much detail as possible. Add separate sheet if necessary). All submissions for research requests must go directly to the Prospect Research Office representative for processing. Contact information: Prospect Research Office representative Advancement Services Brock University, Prospect Management Guidelines 22

23 Letter of Intent* Name: Address: I/We wish to contribute to Brock University as follows: I/We enclose: I/We pledge (alternatively/in addition): $ $ I/We wish to make the payments on this pledge as follows: 2007 Month and Day 2008 Month and Day 2009 Month and Day $ $ $ Method of Payment Cash Cheque Electronic Funds Transfer (void cheque enclosed) Visa MasterCard Card Number: Expiry Date: This gift is designated to support: area of greatest need at Brock University area of greatest need at the Faculty of other (please specify): I choose a planned giving vehicle such as: 2010 Month and Day 2011 Month and Day $ $ Will/bequest Life Insurance Stocks of Bonds Real Estate Other Memorial Gift Please send me a reminder one month before the due date for each payment. Please send us the persons name, and the name and address of the person(s) who should be notified. Date: Signature: * This is not a legal document; its purpose is to record the donor s intentions. The contribution and method of payment can be adjusted if necessary. Please make cheque payable to Brock University. Official receipts, valid for income tax purposes, will be issued acknowledging all contributions. Brock University, Prospect Management Guidelines 23