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Major Gifts Fundraising Performance Management: A Balanced Approach to Peak Performance Constance S. Maguire MGMT 597: Capstone Azusa Pacific University June 8, 2014 :

Major Gifts Fundraising Performance Management: A Balanced Approach to Peak Performance Constance S. Maguire MGMT 597: Capstone Azusa Pacific University June 8, 2014

PowerPoint Presentation:

The Tale of the Stonecutters “I’m building a Cathedral” The Third Stonecutter Note: Drucker , P. (2007). People and performance. Harvard Business School Publishing Corporation: Boston, MA.

Introduction:

Introduction Fast facts on fundraising In 2012, $316.23 billion dollars was donated to US charities 72% of total donated by individuals plus an additional 7% through bequests For many non-profits, 70% or more of funds raised is secured from 30% or less of the number of contributors What is major gifts fundraising ? A major gift is a contribution that is considered significant to an organization The Association of Healthcare Philanthropy defines a major gift as $10,000 and above in annual giving Why is it important? The solicitation of major gifts raises the most money and in the most cost effective manner Major gift fundraising delivers highest return on investment

Introduction:

Introduction Who are major gift officers “MGO” and what do they do ? Paid staff that solicit funds on behalf of charities Salaries for high performing MGO’s can be $100,000 and above Why is performance management important? Today charitable dollars are very important and offer significant income potential Performance management offers a business strategy to maximize fundraising and return on investment Charities seek a high return on investment of high-paid staff to maximize the dollars that fund charitable work

Introduction:

Introduction The controversy related to performance management ? S ome leaders are resistant to performance based business practices Others believe performance management is contrary to donor centric fundraising Others are opposed because multiple internal and external factors impact fundraising effectiveness

Hypothesis:

Hypothesis Successful performance management of major gifts fundraising requires a balanced approach aimed the comprehensive factors that drive peak performance: Organizational effectiveness MG program management MGO competency Philanthropic culture

Literature Review:

Literature Review General business principles of performance management Balanced Scorecard - Multiple Perspective Approach by Kaplan and Norton Financial Internal Customer I nnovation Process Management Value creation process Customer centric Decision making Speed gate time

Literature Review:

Literature Review Benchmarking and Metrics A systematic and continuous process of measuring and comparing an organization’s key business processes. Steven Reed Build a process based and data driven fundraising organization Develop a compelling and donor centric case for support Build a strong volunteer structure to support fundraising Create a philanthropic culture Simone Joyaux Create metrics to measure donor centrism , donor satisfaction, communication effectiveness and volunteer participation in addition to finance oriented metrics

Literature Review:

Literature Review Financial Perspective Goal Face to face meetings Solicitations made Gifts closed Hit rate Donor retention Donor upgrading Gate time Yield rate Referrals

Literature Review:

Literature Review Internal Perspective Peter Drucker Management by objectives Objectives, planning, organizing, controlling, evaluating, communicating, motivating and developing high performance teams Philip Kotler Customer centric Well defined plans Commitment to continuous improvement

Literature Review:

Literature Review Customer Perspective Culture of philanthropy A culture where everyone within an organization personally participates in creating a culture that celebrates and actively engages others in philanthropy Donor centric fundraising It’s all about the donors Case Relationship building Communication Engagement Acknowledgement Recognition Stewardship

Literature Review:

Literature Review Innovation and Learning Perspective Creativity Culture of continuous improvement Continuing education

Research Problem:

Research Problem Absence of a balanced approach to fundraising performance management Gaps hindering peak performance CEO engagement Board engagement Philanthropic culture Donor Centric culture Best practices and principles

Methodology:

Methodology Study conducted examining performance management Participants 91 non-profit staff members actively working in major gift fundraising 18 Chief Development Officers 23 Development Directors 10 MGOs 11 CEOs 28 Consultants 14 Other employees working in major gifts Materials Online survey through Survey Monkey- 79 participants Phone and in-person interviews- 12 participants

Results:

Results MGO Competency: Knowledge, Skills, Abilities & Other Attributes 88.5% of participants advocate the knowledge of organizational mission and work is of most importance 72.2% believe that knowledge of major gift fundraising principles are very important 82.3% of participants believe social intelligence is a very important skill for MGOs followed by 63.3% agreement with emotional intelligence 86.1% of participants agreed that donor centric interpersonal skills are critical for MGO success Interesting individuals with broad based knowledge Other focused- genuine interest in people Patience and resiliency Marketing and sales orientation

Results:

Results Leadership and Management 65.8% of participants identified organizational management of major gifts as a very important factor 59.6% identified volunteer leadership as a very important factor 67.1% identified time as a very important factor of MGO success Performance Management & Benchmarking Highest value metrics Annual cultivations- only metric rated above 50% as very important Donor retention Annual solicitations Comments Complexity Error rate Focus on numbers instead of quality management

Results:

Results Donor Centric Culture 100% believe it important Factors that impede donor centricity CEO CFO mentality Board disengagement Data driven society MGO overzealous sales mentality

Discussion:

Discussion MGO essential to success Importance of balance Organizational role Program management role Cultural dimension

A New Era:

A New Era Balanced Approach Method “BAM” for Major Gift Fundraising

BAM Tool Outlined:

BAM Tool Outlined CEO & CVO Leadership Organizational effectiveness CEO and board leadership engagement Performance based culture seeking continuous improvement MG Leadership Sound MG administration, organization and processes Resources, tools and equipment Best practices and principles of MG fundraising MGO Competency The right staff with KSAO of high performing MG staff Benchmarking of key activities and processes Spirit of Philanthropy Donor centric culture Compelling mission, vision and case for support

Conclusion:

Conclusion Mission driven Clear Vision and Compelling Case for Support Talented MGOs Balanced performance management Overall organizational effectiveness MG program operational effectiveness Spirit of philanthropy Organizational Foundation + MG Program Administration + Talented MGOs + BAM Tool Peak Performance

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