DEVELOPING YOUR MAJOR DONOR PIPELINE: HOW TO ESTABLISH A FORMAL - PowerPoint PPT Presentation

DEVELOPING YOUR MAJOR DONOR PIPELINE: HOW TO ESTABLISH A FORMAL QUALIFICATION PROGRAM AFP MD FUNDRAISING DAY June 10, 2019 Chr Chris istin ina Yoo oon, n, PhD Rita Walters Vice President Chief Development Officer Campbell & Company Catholic Charities of Baltimore

• What is qualification? • Developing a qualification program OUTLINE • Leveraging available resources • Addressing common challenges or concerns 2

What are some challenges you face with qualification? 3

WHAT IS QUALIFICATION? 4

THE DEVELOPMENT CYCLE Solicit Cultivate MAJOR MAJOR ANNUAL GIFT GIFT DONORS DONORS PROSPECTS Identify Qualify Steward Requalify 5

FACTORS AFFECTING DONOR GIVING Don’t forget timing! 6

THE ART OF FUNDRAISING Here’s where the magic happens Organization’s Donor’s Life Mission Mission 7

8

IT’S A NUMBERS GAME

DEVELOPING A QUALIFICATION PROGRAM 10

QUALIFICATION APPROACHES 11

MAKE CALLS TO FIGURE OUT WHOM TO VISIT Create a system for Develop a call list outreach, utilizing Be persistent in your based on specific mail, email and outreach! criteria phone Capture the Make Use a script for your conversation in the recommendations conversation database for next steps Follow through and stay connected!

QUALIFICATION TALKING POINTS • Thank the donor • Find out why they made the gift • Describe impact of gift(s) • Offer assistance • Interested in additional info or a visit?

POSSIBLE OUTCOMES ☐ YES! Potential major or planned giving donor and should be visited ☐ No, happy with current level of engagement: keep in annual fund pool ☐ No, unlikely to donate again: disqualify and remove from lists ☐ Unresponsive: keep in annual fund pool

METRICS TO TRACK SUCCESS ✓ Qualification visits per month ✓ Prospects moved into active management ✓ Prospects moved out of active management ✓ Prospects identified as high-end annual fund prospects ✓ Disqualified prospects

BEYOND QUALIFICATION ☐ Whatever the donor requested, be sure to follow-up! ☐ Assign a prospect manager ☐ Develop a cultivation plan

HEALTHY PORTFOLIOS ARE DYNAMIC Stewardship Qualification 25% 25% Cultivation & Solicitation 50%

LEVERAGING AVAILABLE RESOURCES

EXAMPLE 1: HOSPITAL Chall allenge: Large pool of prospects and grateful patients with significant capacity Approach: Hire three full-time qualification staff and one manager for a high throughput qualification program Result lts in in year on one: Overall giving increased by 13% Average gift size increased by 19% Number of contacts increased by 22%

EXAMPLE 1: HOSPITAL CONT. For full-time qualification program staff Monthly visit goals: ❑ 140 phone calls (35 per week) ❑ 40 visits (10 per week) ❑ 300 mail/email contacts • Anticipated results: ❖ 480 total contacts per month ❖ Cycle through 5,000 potential prospects over the course of one year

EXAMPLE 2: PERFORMING ARTS ORG Chall allenge: Large pool of patrons and members with history of a transactional relationship Approach: Utilize analytics to identify potential major gifts prospects then systematically qualify using existing staff

EXAMPLE 2: PERFORMING ARTS ORG CONT. Patrons ~600,000 Members Donors 41% have never made a Potential MG ~100,000 major gift Prospects to the org Modeling Identified MG ~7,000 = Top 1% Prospects Analysis of Giving History & Capacity

EXAMPLE 3: UNIVERSITY Chall allenge: Large pool of unqualified prospects and a focus on annual giving ➢ 88% of MG prospects have lifetime giving of less than $25,000 ➢ 70% of MG prospects are alumni Approach: Develop a comprehensive pre-qualification strategy through a survey and telefund outreach ➢ Email address? Yes – Survey; No – Telefund

Example 3: University cont. If disqualified for a major gift: Planned High-end Annual Giving Annual Fund Fund

EXAMPLE 4: INDEPENDENT SCHOOL Chall allenge: Need to qualify potential major gift prospects for the campaign, but limited staff capacity Approach: Working in small batches, send letter from the head of school to potential MG prospects with a brief campaign overview, then follow up with phone call from AG Director

ADDRESSING COMMON CHALLENGES OR CONCERNS 27

Declines move the action forward as powerfully as acceptances if you do not become embroiled in interpretations. Declines bring hidden issues to the surface. If you are not fixated on the outcome of someone saying yes, the awareness of these hidden issues will help you to play the game of making the impossible happen. -Tracy Goss, The Last Word on Power 28