Prospect Tracking & Ac2vity Points

Transcription

1 Prospect Tracking & Ac2vity Points Useful Methods to Gauge Personal Ac9vity and Progress in Development By Marc C. LiElecoE, CAP, CGPP Director of South Dakota State University Founda9on Comparing Two Ac2vity Management Approaches Ra#o- Fundraising Paradigm Defined: The more calls you make, the more visits you get. The more visits made, the more gi6s are closed. Treats all countable ac9ons (calls/ visits) equally Dismisses/punishes for 9me spent on vital prep work Results in transac9onal fundraising Rigid and demoralizing Daily/Weekly Points Method Defined: A weighted system assigning values to certain ac;ons that will directly or indirectly result in gi6s ge<ng made. Higher point- values for prospect mee9ngs and gi=s closed Acknowledges vital prep work within a reasonable context Results in transforma9onal fundraising Flexible and rewarding Ac2vity Point Values Mul#- Point Ac#ons Phone/ resul9ng in a scheduled appointment = 2 pts. resul9ng in a commitment to a key next step = 3 pts. Close a new planned gi= = 4 pts. Close a six- figure PG = 6 pts. Close a seven- figure PG = 7 pts. One- Point Ac#ons Cul9va9on visit Stewardship visit (max 2/wk.) Contact resul9ng in promo9ng a suspect into a prospect Gain a new referral (max 2/wk) Public presenta9on (max 2/wk.) w/allied pro (max 2/wk.) Complete targeted weekly correspondence Complete a key marke9ng task Complete X number of follow- up calls for the week 1

2 Daily/Weekly Points Goals Field staff (PGO s) points weekly Managers/supervisors points weekly Tip: Designate one day per week to be Pointless strictly for administra;ve tasks, mee;ngs, etc. Seven Stages in Planned Giving Development 1. Same planning paeern wealth holders are already used to 2. Establishes the PGO as a legi9mate resource 3. Establishes a uniform language for staff and supervisors 4. Paces the conversa9on and journey 5. Lessens the tempta9on to rush things 6. Not for donors communica9ng or giving through 3 rd par9es 7. It works! Stage 1: Iden2fica2on People iden9fied by colleagues, marke9ng, analy9cs, etc. People we do not yet have a green- light to approach Keep a running list & monitor it When appropriate, go to Stage 2 Return to list if failure in laeer stages (recycle) Iden#fica#on 2

3 Stage 2: a (Stage 3) Ask for an exploratory conversa9on You don t have to hit a home run in one visit Enlist a colleague to help sell the visit I don t know if I can be a resource Proceeding forward will be a mutual decision Ge#ng on base is the hardest part. Why would I want to visit with you about my estate planning? Swimming upstream to get that first visit. v Most PG vendors focus on tools and legacies v Most PG features fail to men9on role of the PGO v Most first step advice is to contact someone else v Most development staff don t know PGO s role v Donors not aware how PGO can help = PGO s follow- up falls on deaf or confused ears Tip: Replace the word send with provide on response pieces Stage 3: Establish /Agree to Con2nue Ask big picture ques9ons Differen9ate yourself Focus on impact Iden9fy Most Trusted Advisor Build momentum for future planning together Ask for a Stage 4 visit Tell me about your family. What gi=s have given you the most sa9sfac9on? What chari9es do you support? Was charitable planning a driving factor in the discussion? If I could show you a way? 3

4 Issue Area? Health Social Svc Educa9on Religion Where? Local Na9onal Global When? Now Later At death Beyond death Through whom? Self Which Chari9es Family Heirs Time, Talent, Treasure? How much? THE IMPACT CONVERSATION Stage 4 Goal is to walk away knowing their Concept (what they want to fix, accomplish, or avoid) Review answers given at Stage 3 May elect to use a FACT FINDER (but get permission first) Establish and clarify goals Iden9fy obstacles & resources Gauge their 9ming and urgency Explain Stages 6-7 People Plans Concept Proper9es Professionals Stage 5: Evalua2on 1) Determine if, or when the prospect will be ready for Stage 6. If not, what role will you have with them moving forward? If yes, do we have a target date for implementa9on? 2) Rate their readiness level. 3) What are strengths & weaknesses of current plan? 4) Necessary revision, or just tweak a few things? 5) What is your trust level with them? 6) What is the recep9vity of other advisors? 7) Create a dra= proposal. Evalua#on 4

5 The TRUST EQUATION: T = (C + R + I)/S.O. Trust = (Credibility + Reliability + In2macy)/Self- Orienta2on How does the donor perceive me on a scale of 1-10? Component Realm Donor s Percep#on of Me Credibility Words I can trust what she says about Reliability Ac9ons I can trust him to In9macy Emo9ons I feel comfortable discussing this with him. Self- Orienta9on Mo9ves I can/cannot trust that she cares about How Donors Recognize Excessive Self- Orienta2on Name- dropping of other donors Recita9on of qualifica9ons Tendency to give answers too quickly Tendency to want to have the last word Asking of closed- ended ques9ons early on Exhibi9ng passive listening watching the donor like a TV Ra2ng and Improving Readiness Level 1 is High; 5 is Low If Low Readiness Level: Don t yet proceed to Stage 6 Ask for advice from colleagues Campus or facility tour Special event with CEO or board member Perhaps its something out of everyone s control, i.e. pending surgery or an upcoming vaca9on 5

6 Stage 6: Gic 1) Goal is to create a proposal Crescendo or PG Calc Discovery Agreement Memo 2) Go over proposal with donor Design so he/she can explain and, if necessary, defend it 3) Integrate Most Trusted Advisor into the discussion early- on GiQ Stage 7: a2on Prac#cal Tips and Sugges#ons Track prospects in 3 sub- groups using charts (see handout) Prac9ce the rule of M- A- R- F If stuck, ask for advice Know how to differen9ate yourself effec9vely Share stories with colleagues Market the PGO as a resource 6