Prospect ManagementThe Wake Forest Way

Objectives

• Build strategic focus on individuals capable of making a difference in the campaign

• Establish appropriate assignment of prospects

• Create accountability for management of relationships

Why Do We Do It?

• Efficiencyo Identify our best opportunities

• Productivity o Align our resources with those opportunities

• Standards o Provide consistent way of viewing a portfolio

PROSPECT MAP

The Prospect Map is an empirical way to evaluate both a prospect’s ability to make contributions and their attachment to the University with a single, two dimensional score.

The purpose of the prospect map is to identify our best major gift prospects, balancing that potential among our prospect portfolios, and driving the right activity with the right prospects.

Capacity

E

C

B

A

DAtt

achm

ent

PROSPECT MAP

PROSPECT MAP QUADRANTS

Attachmen

t

CB

A 

E D

Capacity

• The prospect Map is broken into quadrants A, B, C, and D. • Prospects falling into the A quadrant represent those who have both the

highest ability to make gifts and the highest demonstrated attachment to Wake Forest.

• Prospects falling into the B quadrant may have either a slightly lower capacity than A quadrant prospects OR a slightly lower attachment OR both. So, it is possible for a B prospect to have more wealth than an A prospect.

• Prospects falling into the C quadrant have a very high attachment rating, but do not have the gift capacity of A, B or D prospects.

• Prospects falling into the D quadrant have a very high gift capacity rating, but have not yet demonstrated an attachment to Wake Forest through their giving patterns.

• The E section contains the remaining prospects.

PROSPECT MAP QUADRANTS

Quadrant A– 497 FGUs– 81% have a Primary Relationship

Manager– Regional Distribution

– Atlanta – 3%– Charlotte - 7% – New York City – 3%– Raleigh –9%– Triad – 25%– Washington DC – 2%

Quadrant B– 640 FGUs– 63% have a Primary Relationship

Manager– Regional Distribution

– Atlanta – 3%– Charlotte - 7% – New York City – 3%– Raleigh – 8%– Triad – 29%– Washington DC – 1%

Quadrant C– 1,494 FGUs– 27% have a Primary Relationship

Manager– 40% have some type of assignment– Regional Distribution

– Atlanta – 2%– Charlotte - 6% – New York City – 1%– Raleigh – 6%– Triad – 44%– Washington DC – 1%

Quadrant D– 2,012 FGUs– 20% have a Primary Relationship

Manager– Regional Distribution

– Atlanta – 3%– Charlotte - 6% – New York City – 4%– Raleigh – 6%– Triad – 12%– Washington DC – 3%

• Good Governanceo Accountability through shared objectives

• Good Businesso Productivity targeted to where opportunity is

greatest

• Good Politicso No Donor Left Behind

Theory of Checks & Balances

Use National Officers to Complement School/Unit Officers

School/Unit Role: Manage the top prospects for each school; School/Unit Goal: fund major campaign priorities

National Role: Facilitate the top prospects in each region; National goal: Expand the major donor pool

The school program manages priority projects through school portfolios

The National program builds

prospect pool and fills major donor

pipeline

Desired Outcome: National officers discover new donors, coordinate volunteer outreach, manage unassigned prospects, secure major gifts, while working closely with the school officers on top campaign priorities.

Major Gift Checks & Balances

Role Clarity

• School/Unit Officers o Project Management – slotting prospects in gift tables, mining

their portfolio for lead gifts (0 to 6 and 6 to 12 months)o Coordinate activity on behalf of the dean in each target market o Work with NMG on school specific programs in each target

market

• Regional Officers o Prospect Management - building relationship and connection to

Wake Foresto Coordinate strategy and outreach of important prospects in

assigned target market with school/unit officerso Work with Alumni Services on programming in assigned target

market

250/150 Clarity

• School/Unit Officers – maximum interest in school/unito 150 in portfolio of school/unit – mainly A and C (some B)

o 50 in Chief Development Officer portfolioo 100 in Director/Assistant Director portfolio

o 100 not assigned to school/unit portfolio – mainly D (some B)o Assigned to regional officer or other fundraising staffo Will churn significantly

• Regional Officers – maximum prospect in target marketo 150 in portfolio – mainly D (some A, B, C) - Will churn significantlyo 100 not assigned to regional portfolio – mainly A and C (some B)

Performance Expectations

• We measure activityo Visits, Clearances, Solicitations, Closures

• We measure outcomeso Appointments, Proposals, Fulfillment

• We measure cultureo Communication, Integration, Team

Prospect Management Roles

Primary Relationship Manager• Only one per prospect at any given time• Assumes complete responsibility for the prospect• Responsibilities include:

o Contact all assigned prospects at least once every 6 monthso Make at least one face-to-face visit every 12 monthso Create a strategy within 6 months of assignmento Update strategy at least every 12 months

Prospect Management Roles

Secondary Manager• Has a direct major gift type fundraising role with the

prospect• May cultivate and solicit prospects with the permission of

the Primary Relationship Manager• There must be a Primary Relationship Manager for a

Secondary Manager to be assigned

Additional Roles

While important to be noted and tracked, the following roles can be assigned either in the absence of a Primary Relationship Manager or in combination with another staff member’s assignment as a Primary Relationship Manager.

• Annual Manager - For those prospects to be solicited for a personal, high end annual gift

• Reunion Class Manager - For those prospects involved in reunion class events and/or campaigns

• Volunteer Manager - Have a relationship due to the prospect’s involvement on a board, but do not have a fundraising relationship

• Stewardship Coordinator - For those prospects in stewardship or permanent stewardship

• External Relations - For high profile prospects that we do not seek to solicit for a gift

• Tracking - For prospects that are being tracked by the staff members – such as the top prospects in a region or high profile parents

Questions?