1

Our AgendaY O U R G U I D E

S E C O N D S E C T I O N :

S t a g e M a n a g e m e n t R o a d m a p

• Highlights how we support the Institutethrough activities related to stage management

• “Task, Tools, Time”

U N D E R S T A N D I N G T H I S P R E S E N T AT I O N

F I R S T S E C T I O N :

P r a c t i c e & P h i l o s o p h y

• Our Practices highlight what we do,

how we do it and why we do it

• Our Philosophies explain the rationale of

our practices and our intended goals

2

PMR team• 1 Executive Director

• 1 Director

• 3 Assistant Directors

• 1 Development Research Analyst

• 1 Assistant Analyst

• 1 Briefing Specialist

Liaison structure• Each researcher is assigned to a

frontline fundraiser

• PAR and PMR carry an internal liaison

structure

• PMR supports all fundraisers carrying

a portfolio

• Briefing support for Presidential and Principal Gifts-level engagement

Development and Inst i tute Relat ions

Our Operation

• PMR (Prospect Management and Research)

• PAR (Prospect Analytics and Reporting)

• TM (Talent Management)

3

Our Data Toolki t

• Ellucian Advance – AdvanceCaltech Launched in October 2015

• Michelangelo Launched in October 2015

• Tableau Launched in Fiscal Year ‘17

P R A C T I C E

4

Our Landscape

• Centralized office where Development & Institute Relations (DIR)

works in one building on campus

• PMR supports nearly 25 Development Officers

• Development Officers carry a portfolio of 50 – 125 prospects

• Boutique approach with a small team and alumni base of

23,000 and nearly 100,000 database entity records

P R A C T I C E

5

Our Pract ices

• Focus work and resources for prospects rated at $100K+

• Continuously monitor unassigned prospects for indications that an

assignment is timely and should be offered

• Portfolio parameters align number of prospects per portfolio,

assignment types, constituent types, campaign priorities and

interests

“ O u r P r a c t i c e s r e i n f o r c e o u r P h i l o s o p h i e s ”

P R A C T I C E

6

Our Phi losophy

PMR Development Officers (DO)

• Individual fundraiser priorities to support campaign priorities through divisional goals/

initiatives and key geographical regions

• Focused on major giving not alumni

engagement officers

• Targeted work on prospects that demonstrate a

connection to Caltech and have the potential

for major giving

• Shared credit for work through portfolio

assignments and stage management, as well as

proposal assignments and stage management

• Forward thinking and proactive .

Strategic partnership with DO for upcoming

travel, campaign priorities, key regions and

divisional priorities

• Build the base of new prospects into our

prospect pool and support current prospects

through qualification, cultivation,

solicitation and stewardship

• Transparency of activity occurring for

each DO’s portfolio

• Prioritize prospects with the most

potential for current assignment based on

giving potential and engagement with

Caltech

P H I L O S O P H Y

7

Port fol io parameters

• Guide right-sized portfolios and the breakdown of each

assignment type and relationship to stage management

• Develop a healthy and manageable pipeline

• Define, implement and standardize a full suite of prospect

management process and business practices

.

P R A C T I C E

8

PMR port fol io parameters O U R P R A C T I C E

9

Assignments & Stage ManagementROADMAP

2

NO ASSIGNMENT

NO ASSIGNMENT NO ASSIGNMENT

QUALIFICATION MANAGER

(QM)

PR

OS

PE

CT

M

AN

AG

ER

(P

M)

10

Pract ice + Phi losophy = PMR supports stage management

T H E TA S K

T H E T O O L S

T H E T I M E

ROADMAP

1

1

2

3

11

IDENTIF ICATION

T H E TA S K

• Consistent review of

unassigned prospects

T H E TO O L S

• Advance

• Tableau

• Michelangelo

T H E T I M E

• Ongoing

KEY CONCEPT Rated at $100K+

ROADMAP

12

13

QUALIFICATION

ROADMAP T H E TA S K

• Lapsed QM

assignments

T H E TO O L

• Tableau

T H E T I M E

• Monthly

14

THE TASK - Lapsed QM ass ignments

PRACTICE: Review lapsed QM assignments for portfolio holders

• Target QM assignments held longer for 6 months+ without activity

• Partner with the DO to ensure the assignment is relevant and relates to priorities and initiatives

• Encourage churn and movement through stages

QUALIFICATIONOccurs monthly

C O M M U N I C AT I O N P L AT F O R M S & F O L L O W U P

Email communication of results sent monthly

Next steps are tackled via meetings or telephone conference

1

2

3 Agreed upon next steps are updated in Advance by PMR

15

THE TOOL – Tableau

QUALIFICATIONOccurs monthly

16

17

T H E TA S K

• Portfolio Reviews

T H E TO O L S

• Tableau

• AdvanceCaltech

T H E T I M E

• Semi-annually

ROA D MA P

CULTIVATION & SOLICITATION

Occurs semi-annually

18

THE TASK – Port fol io Reviews PRACTICE: Review of DO portfolios for planning, strategy and opportunity

• Dedicated time to discuss the health of the portfolio, proposals and proposal projections

CULTIVATION & SOLICITATION

Occurs semi-annually

DO DO

SUPERVISORDO

ASSISTANTPMRExecutive Director, Director, Assistant Director(s), or Research Analyst

F isca l year -end p roposa l p ro jec t ions Por t fo l i o ass ignments and s tage management

P A R T I C I P A N T S

S C H E D U L E

19

I N F O R M A T I O N A L S H E E T

20

CULTIVATION & SOLICITATION

Occurs semi-annually

THE TOOL – Tableau

21

CULTIVATION & SOLICITATION

Occurs semi-annually

THE TOOL – Advance

22

T H E TA S K

• Caltech 200 Review

T H E TO O L S

• AdvanceCaltech

• Daily QA reports

T H E T I M E• Quarterly

CULTIVATION & SOLICITATION

Occurs quarterly

ROADMAP

23

CULTIVATION & SOLICITATION

Occurs quarterly

THE TASK – Caltech 200 Review

PRACTICE: Review top Institute donors and/or prospects hand selected by leadership

• Prospects with capacity and have demonstrated a likelihood to give a new gift or commitment of $1M+

P M RP r i n c i p a l G i f t s O p e r a t i o n s t e a m

P A R T I C I P A N T S

A C T I O N S

Analyze the current Caltech 200 list

and additions1

2 Review high priority solicitations and prospects for needed attention

3Ensure appropriate assignments

and stage management

24

THE TOOL – AdvanceCaltech

Lookup used in

preparation for the

quarterly review

1

2

CULTIVATION & SOLICITATION

Occurs quarterly

25

THE TOOL – Dai ly QA Reports

CULTIVATION & SOLICITATION

Occurs quarterly

Proposal Management

PLANNING PHASE

• Entered proposals with a Planned Ask Amount of $1M+

SOLICITATING PHASE

• Entered proposals with an Ask Amount of $1M+ not previously flagged as Caltech 200

COMPLETED PHASE

• Closed and booked proposals currently flagged as Caltech 200

26

T H E TA S K

• Prospect Management

Review Committee

(PMRC) meeting

T H E TO O L

• Agenda

T H E T I M E

• Semi-monthly

CULTIVATION & SOLICITATION

Occurs semi-monthly

ROA D MA P

27

THE TASK – PMRC

PRACTICE: Adjust and review overarching prospect management policy

• Consistent meetings to check in to continue to provide clarity on high level decisions

M E E T I N G P A R T I C I P A N T S

CULTIVATION & SOLICITATION

Occurs semi-monthly

Associate Vice President of Development

Assistant Vice President of Engagement

and Annual Programs

Assistant Vice President of Advancement Services

Executive Director of Advancement Services

Director of Prospect Management and Research

Executive Director of Individual Giving

Co-Facilitator

Co-Facilitator

Co-Facilitator Assistant Director, Prospect Management

28

CULTIVATION & SOLICITATION

Occurs semi-monthly

THE TOOL – Agenda

Agenda items are driven by:

• Practice and process

• DIR activity and campaign priorities

P R E P1 D U R I N G2

Meeting is driven by:

• Discussion toward resolution and next steps

• Assistant Director of Prospect Management

documents decisions and follow up as needed

A F T E R3

Next steps complied by:

• Assistant Director of Prospect Management sends necessary communication to those affected

• Reports at the subsequent meeting the follow up

29

30

T H E TA S K

• Stewardship Review

T H E TO O L

• Tableau

T H E T I M E

• Semi-annually

STEWARDSHIP

Occurs semi-annually

ROADMAP

31

STEWARDSHIP

Occurs semi-annually

THE TASK – Stewardship Review

PRACTICE: Review assigned and unassigned prospects in Stage = Stewardship

• Evaluate indications of potential interest in a new gift conversation or cultivation strategies

U N A S S I G N E D P R O S P E C T S

• Evaluation of DO entered contact

reports for cultivation activity

• Portfolio stage management

• Nearing the completion of a pledge

A S S I G N E D P R O S P E C T S

• Response to Caltech appeal or request for

additional information for future giving

• Giving to Caltech

• Wealth events or giving to other organizations

32

STEWARDSHIP

Occurs semi-annually

THE TOOL – Tableau

33

34

T H E TA S K

• Deferred Review

T H E TO O L

• Tableau

T H E T I M E

• Quarterly

DEFERRED

Occurs quarterly

ROADMAP

35

THE TASK – Deferred Review PRACTICE: Evaluation of prospects not ready for MG conversations or unresponsive

• Analysis of each prospect record for timely re-engagement and potential assignment offering

DEFERRED

Occurs quarterly

K E Y I N D I C AT O R S

Engagement with the Institute

Giving to Caltech

Event Attendance

Wealth Events

Giving to other orgs

P O S S I B L E A C T I O N S

Back to Stage = Identification

Offer for DO assignment

Remain in Stage = Deferred

36

DEFERRED

Occurs quarterly

THE TOOL – TableauA N N U A L R E V I E W

Prospects reviewed annually, typically large

gaps of giving or engagement

R E V I E W D AT E Prospects to review by a certain date often

recommended by the DO –

For example, defer two years based

on children in college or upcoming

retirement, etc.

37

Our Phi losophy (PMR + DO)

P R O D U C T I V I T Y

• Target our highest ROI prospects and building portfolios that allow for the most ROI

C O L L A B O R AT I O N

• Shared expectations to ensure DOs raise the most fundraising dollars and PMR’s commitment to a

strong portfolio that is balanced and moves toward solicitation

T R A N S PA R E N C Y & P R O A C T I V E N E S S

• Portfolio activity is discussed, agreed upon and documented

• PMR and DOs work together to anticipate travel, portfolio updates and other actions

1

2

P H I L O S O P H Y

3

38

Thank you!

QUESTIONS?