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Graham-Pelton Consulting - Frontline Productivity Executive Summary

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Information about Graham-Pelton Consulting - Frontline Productivity Executive Summary
Government & Nonprofit

Published on October 15, 2014

Author: Graham-Pelton

Source: slideshare.net

Description

Graham-Pelton Consulting - Frontline Productivity Executive Summary measures productivity, not just activity and outcomes.
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1. Fundraising 2.0: Innovations in Frontline Productivity Key Takeaways October 6, 2014

2. 1 Innovations in Frontline Productivity Smaller and more transparent portfolios Measuring productivity, not just activity and outcomes Bottom-up goal setting Holistic approaches to performance management    

3. 2 Set realistic and attainable goals aligned with portfolio composition and prospect readiness Use metrics and goals which encourage the right activity for the right reason Introduce productivity metrics to facilitate meaningful dialogue about improved results High visit goals only encourage repeat visits with the same prospects; and high solicitation goals encourage asks that are too early or not well planned. Gift officers should not all have the same goals. Think about setting goals individually based on the gift officer’s job design, portfolio composition, and prospect readiness Introduce: Close Rate, Percent of Solicited Dollar Value Received, and Percent of Repeat and Unique Visits as possible metrics  Measuring productivity, not just activity and outcomes

4. 3 Prospect Portfolio Gift Officer Percent Time Fundraising Percent of Unique Visits Percent Solicited Dollar Value Attained Close Rate Movement between Stages Top 25 Solicitation Percent of Portfolio Qualified Percent of Portfolio Visited Number of Touches to Major Gift Percent Upgrade Cultivation Timeline  Measuring productivity, not just activity and outcomes

5. 4 Top-Down Goal Setting Bottom-Up Goal Setting Manager suggests targets or goals and asks gift officer to come up with a plan to meet them. Gift officers use a systematic approach to setting individual targets and goals based on portfolio composition prospect readiness  Bottom-up goal setting

6. 5 Qualify Cultivate Solicit 2 YEARS: ~20 Meaningful Touches Close 4 MONTHS: ~6 Touches  Smaller and more transparent portfolios What does it take to close ONE major gift? Illustrative Major Gifts TimeLine ~6 Visits ~6 Calls ~7 Letters ~7 Emails

7. 6 ONE Major Gift to Close (2.3 Years and approx. 26 touches) • 6 visits • 6 calls • 7 e-mails • 7 letters TOP 50 Prospects in One Year • 130 visits • 130 calls • 150 e-mails • 150 letters Top 50 Prospects in One Month • 11 visits • 11 calls • 13 e-mails • 13 letters What does it take to close your TOP 50?  Smaller and more transparent portfolios

8. 7 Hiring for Fit Prior Experience and Knowledge Job Design Retention and Tenure Portfolio Composition Incentives Goals and Metrics Support Staff and Resources Training and Mentoring  Holistic approaches to performance management

9. 8 MONTHLY Review monthly performance Meet with each gift officer Hold prospect review session Look at movement of Top 25 QUARTERLY  Portfolio snapshot (quarterly)  Discuss metrics progress We know managers of gift officers spend less than 50% of their time on actual management of the team.  Holistic approaches to performance management

10. 9 Recommendations • Set individual goals driven from portfolio composition and top prospect plans • Focus less on activity – more on productivity • Consider smaller portfolios, with more focus on moving the Top 50 forward • Develop a management toolkit to strengthen your holistic approach • Spend more time on in-person management and meeting with officers (especially reviewing solicitation and closing strategies) • Don’t forget or ignore high-potential gift officers; assess who falls into this category – invest time and professional development resources

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