2moves management ymca nj

Strengthening Relationships:Moves management strategies to engage your members

January 9, 2009January 9, 2009NJ YMCA Development Network

Presented by: Jim Bush, CFRE

2009 NJ YMCA Development Network

This morning’s agenda

� Introductions

� The nonprofit sector today – two perspectives

� Our definition of Moves Management

� Understanding the stages of Moves Management

� Deciding where to begin

� Making the moves

Jim Bush, CFRE | Page #2 © 2009 Blackbaud

� Making the moves

� Learning from your past to guide your future


Meet Gus



Individual Exercise – “Reflections”

� Please use orange paper and a black Sharpie marker

� What is your YMCA’s mission? (top half of paper)

� What makes your YMCA awesome? (bottom half of paper)

• Programs


• Programs

• Services

• Mission moments

• Stories

• People

• Events


The nonprofit world today

� Demand for services is steadily increasing

� Revenue is not growing at the same pace

� 2009 Highest priorities

• Donor retention (94% said “extremely important”)

• Managing donor relationships (78% said “extremely important”)


• Managing donor relationships (78% said “extremely important”)

• Acquiring new donors and new sources of revenue

� Priorities at the bottom of the same list

• Competing with other nonprofits

• Staff reorganization / realignment

Source: 2007 State of the Nonprofit Industry Survey


The nonprofit world today

� Online communication

• 98.5% of respondents have websites

• 29% think their websites are effective

� Accountability and Stewardship

• Donors increasingly want to know how their contributions were spent


• Restricted giving has declined slightly over the past year

• Nonprofits are expected to be online today and the demand for the “Amazon.com” experience is growing

Source: 2007 State of the Nonprofit Industry Survey


Donors today

� Charitable giving totaled $306.39 billion in 2007

� Individual giving reached $229.03 billion

• 2.7% growth

• 0.1% drop when adjusted for inflation


� 2007 contributions by source (in billions)

• Individuals: $229.03 - 74.8%

• Foundations: $38.52 - 12.6%

• Bequests: $23.15 - 7.6%

• Corporations: $15.69 - 5.1%


Donors today

� Donors today are more educated and informed, thanks in part to the Internet

� Many donors “shop” nonprofits by making a small gift

� For profit accountability is all over the news today, and threatens donor


� For profit accountability is all over the news today, and threatens donor confidence

� Internet use continues to grow every year, and “non-traditional” segments are growing the most

� Collective giving programs are growing in popularity and challenge traditional stewardship

• Giving circles


What is Moves Management?

� Overall system of policies, procedures and practices designed to facilitate:

• Constituent Relationship Management (CRM)

• Solicitation Strategy

• Program and Pipeline Management

• Strategic Analysis and Execution


HUH?????


Moves Management - redefined

� Strategically developed, global and personalized activities designed to cultivate and strengthen relationships, based on:

• Understanding there are many paths taken by donors and members

• Donor profiles are complex, and there are multiple profiles per organization

• The goal is to take each donor to their ultimate gift

• Through understanding the likely paths of donor behavior, we may create programs that assist them in their journey


programs that assist them in their journey


Your definition of Moves Management

� _________________________________



Sample Stages of Moves Management

ResearchStewardship


IdentificationSolicitation

Cultivation

Prospect Donor Major Donor

Non-member Member Member Donor


Tips to help you get started

� Start small

� Do it well before you do it a lot

� Try it on a group you trust

� Expect to make mistakes – but don’t make the same ones over and over

� Develop policies and procedures:


� Develop policies and procedures:

• Who is responsible for what and when?

• How will you get the necessary information?

• Exactly where will the information be stored? Hint: the database!


Start at the beginning

� Who, why, where, when, how?

• Who do you want to move?

• Why do you want to move them?

• Where do you want to move them?

• When are you going to move them?

• How will you know if you’ve moved them?


• How will you know if you’ve moved them?

� Now what do you do with them?

� If you ignore them long enough they WILL go away


Partner Exercise – “Who and Where?”

� Please use green paper for this exercise

� Your partner must give you their approval

� First, choose Who you would like to move (one group only)

� Now, decide Where you want to move them (be specific)


� Now, decide Where you want to move them (be specific)


Build the right infrastructure NOW

� How do you track all of the moves as well as what was said and what needs to be said?

� Identify Background and Foreground moves

� Who will own the relationship – volunteer or staff?


Who will own the relationship – volunteer or staff?

� Define responsibilities and assign staff

� What strategic analysis and reports will you need?

� All of this goes into your Policies and Procedures Manual


Stage 1: Benchmarks/Research

� Create a baseline to begin measuring your success

� Look at historical information first

• Donor Category / Giving Levels

• Which of your members are/are not donors?

• Consecutive Years Donors / Members


• Consecutive Years Donors / Members

• Donor Retention / Member Retention

• Top Donors

� Also look at these populations

• Prospects (how do you define this?)

• Potential board members

• Potential members / participants?

• Other potential _____________...


Individual Exercise – “You want WHAT?!”

� Choose you favorite color paper for this exercise

� How will you measure your efforts and who is responsible for doing it?

• What information do you think you will need to measure your progress? Be specific


• Who will be responsible for creating/managing these reports? Someone’s name must go here! (you have my permission to change this answer later)


Stage 2: Identify your prospects

� Start with your most important groups:

• Who are your most important groups?

• Where do you want to move them (haven’t we heard this recently?)

� Decide what data you plan to record about your prospects



Stage 2: Identify your prospects

� Assign Relationship Managers and potential solicitor(s)

• Primary Relationship Manager

• Staff!

• Responsible for the overall (and often day-to-day) oversight of the “movee”

• Involved in all strategy decisions

• Secondary Relationship Manager



• Staff or volunteer

• Involved in major moves, and typically involved in strategy decisions

• Solicitor

• Volunteers are the best storytellers

• Involved in solicitation and stewardship strategies


Stage 3: Cultivate your prospects

� Who is responsible for cultivation efforts?

• Primary Relationship Manager


� Foreground moves

• Direct contact with your prospect


• Examples: phone call, meeting / visit, mailing, email

• Record detailed information about the “call”

• Use ticklers for upcoming / pending actions

� Background moves

• Strategy meetings / Meetings about the prospect

• Research

• Updating records


Partner Exercise – “I like to move it move it”

� Together, brainstorm the following:

• What are some foreground moves you might use?

• What are some background moves you might use?



Stage 4: Solicit your prospects

� Who is going on the call?

• Prime, Second, solicitor(s)

• Relationships

• Know who will make the ask

� Provide team with profile details


� Provide team with profile details

• Biographical, historical, notes, giving summary, narrative, research findings, strategy


Stage 5: Steward your new group members

� Define stewardship for your organization

� Track your stewardship efforts with each group member

� Your donor should now be at the end / and the beginning of the moves management cycle



Individual Exercise – “How to say thank you”

� Answer these questions:

• How does your YMCA define stewardship? Provide a one or two sentence definition

• What are some examples of stewardship activities you might use?

• Try to think of at least five specific stewardship activities


• Try to think of at least five specific stewardship activities


You’re not finished until the paperwork is done!

� Reports, reports, reports!

� Compare results against your original benchmarks

� Don’t be afraid to make changes to your moves management strategy: this is a journey, not a destination



Questions?

Questions

Jim Bush, CFRE


Jim BushJim.Bush @Blackbaud.com

Jim Bush, CFRE

Enterprise Business Architect

[email protected]

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