session one – advancement data: metrics and communication your data may be complete and thoroughly...
TRANSCRIPT
Session One – Advancement Data: Metrics and Communication
Your data may be complete and thoroughly clean; your metrics may be perfectly
designed to measure what matters; yet without a thoughtful approach to getting
that information into the right hands at the right time with the right context, your
efforts may still fall short. This session will provide an organizational framework and
proven techniques for success.
Lisette Clem ‘85 ‘92MBADirector of Advancement Services
Bryant UniversitySmithfield, RI
AgendaDefine “internal constituents”
Why share information?
What advancement data/metrics do we share?
When do we share?
How is the information shared (in what format)?
Internal ConstituentsOutside of the Advancement division (be
sure to include those folks with whom you share external constituents!):
Controller’s OfficePresident’s OfficeOther organizational divisions to whom
donations are being directed
Internal ConstituentsWithin the Advancement division:
Alumni/Constituent RelationsDevelopmentMarketing/Communications
Within Advancement Services:aka “the Cool group”aka “Team Awesome”
TODAY’S FOCUS: Using the Power of Information Sharing in engaging and informing our divisional constituents (and getting them to
pay attention!)
Our Goal:To CONSISTENTLY provide a Proactive vs.
Reactive approach to information sharing and analysis, focusing on both detailed reporting (for Annual Fund managers) and high-level
summaries (for VPs) to accommodate everyone’s needs*
*In this case study: without the benefit of a Business Intelligence system or built-in dashboards
(it’s coming!)…
WHY should we proactively share information/data?
(What does it matter?)
Why?Communication and analysis of the usefulness of
the data in fact justifies renewed investments in technology
Fewer data requests in to our Report Writing staff; enables multi-tasking
Enhanced stewardship (for soft credit gifts)More effective prospect management (air of
friendly competition at monthly PM meetings)Less chaos prior to Trustees’ meetings (!)
WHAT do we share? General Development Performance Reporting:
Gift and Pledge Processing (daily transaction reports) Fiscal Year Status Campaign Reporting
Prospect Management Annual Giving
Fiscal Year performance and Trend data Alumni (Constituent) Participation Rate
Data Mining model performance Definition/Results Strategy Recommendations
Event Management Budget Reporting
Expenses/Revenue Return on Investment
Alumni Engagement Tracking
Campaign Reporting
Prospect Management
Prospect Management: Key areas of reporting1. Prospect Pool
2. Visit Reports
3. Tickler Reports (to support Moves Management)
4. Results Reports Pledges and Gifts Planned and Pending Solicitations
5. Ongoing Program Management
Visit ReportVisits in FY14 vs. FY13 (as of X date)
Summary Results Report – Part I
Summary Results Report – Part II
Ongoing Program Management: The “RED” Report
Annual Giving: Fiscal Year
performance and Trend data
Fiscal Year Annual Giving
Fiscal Year Annual Giving
Fiscal Year Annual GivingFY14 vs. FY15 New Pledges
Monthly Comparison(Excludes Planned Gifts)
As of 5/31/15
Constituent Participation RateThe Politics of Participation
One size does NOT fit all
CASE , VSE, and US News have standards for their comparisons These standards may or may not be useful, or even
accurate, for your purposes When submitting for them, make every attempt to
understand their standards, to preserve the value of benchmarking with other institutions
Alumni Participation Rate (at Bryant University) In both our external and our internal alumni participation rates, senior
giving donors are counted as alumni donors, as anyone who attends Bryant for 2+ semesters has the option of calling themselves an alumnus/ae. The entire senior class is included in the denominator.
Our “lost” alumni percentage is approximately 5.5%, down from approximately 10% four years ago. ALL NOT-LOST Alumni are considered “of record” per CASE standards, regardless of giving history.
In our internal donor count, all soft credit donors ARE included; however, approx. half of these are alum/alum spouses, which CAN be counted per CASE. (Counting the remainder of our soft credit donors accounts for approximately +0.4% of our internal participation rate.)
Our internal alumni participation rate excludes those on a “Do Not Solicit (DNS)” code (approx. 650 DNS alums of our 36,500 alumni of record).
Including ALL degree holders vs. only including UG degree holders decreases our alumni participation rate by just 0.2%.
Data Mining:Definitions/Results and
Strategy Recommendations
Current ModelsAffinity Insight Acquisition Scoring Model: The scores from
this model can be used to identify those never donors most likely to be responsive to annual fund appeals.
Predictive Affinity Retention Scoring Model: The scores from this model can be used to identify and retain those alums who have given in the past but have not made a gift in the current fiscal year.
Predictive Affinity Donor Scoring Model: The scores from this model can be used to identify alums most likely to make “leadership-level” annual gifts, as well as new major giving prospects.
FY12 Results – Acquisition Model
(Recall that each score, or decile, represents 5% of our alumni population, so expected results would be
20% for four scores.)
FY12 Results – Donor Scoring Model
Data Mining Strategy: Recommendations Acquisition Model:
“Acquisition Campaign” – New Donor Drive Targeted DM to scores 15-20 – “flyer” format (not letter!) Telefund focus on scores 15-20 Targeted e-solicit messages to scores 15-20
Retention Model: “Retention Campaign” – Save a Donor
Intense Telefund and E-Solicit focus to scores 15-20 Follow up with personal outreach to all those not yet renewed by
5/31/13 – Firm Goal is 100% renewal for scores 15-20
Donor Scoring Model: Leadership Giving Campaign – Raising Sights
Assign scores 17-20 to Bryant Fund Leadership Giving officer Personal Outreach
Data Mining: Coming Soon!!Predictive Affinity Discovery Scoring Model:
This model will focus on those alums who are most likely to accept a Discovery Visit invitation. The model will be built from alums who have been asked to accept a Discovery Visit. The focus of the model will be on alumni database variables that discriminate between those alums who accepted a Discovery Visit and those who didn’t. The result of the modeling process will be a score for each reachable alum in the database.
Event Management
Budget Reporting: Expenses/Revenue and Return on Investment
(ROI)
Cost per dollar raised: Revenue basis
Benchmarking: ROI
Alumni Engagement
Tracking
Framework for Alumni Engagement - Tracking - updated August 2013
Category Description Source of data Reporting criteria
1 Giving
Gifts or pledge payments (hard/soft) from alumni for any purpose (within the current fiscal year) Cash: hard/soft by fiscal year
Total FY giving (hard/soft) > $0 (not to include SCG).
2 Feedback/ Feature
Direct feedback offered to the University regarding a communication, alumnus/a featured in University publication or communication, or alumnus/a featured in web content.
Communication from alum, either via in-person conversation, phone converation or email offering feedback re: a University publication or web posting. Also, alumnus/a serving as a subject of a profile in a publication or via web content.
Contact report with type: FEA. Also, entry in Comments with a subject code of XALPRO or CHAIR.
3 EventsAttendance, participation or hosting of events on and off campus.
Event attendee code (excluding SAA dinner and Alumni/Student networking dinners); also, contact code indicating that an alum was a featured speaker or invitee to a campus event.
Event attendee code on APASPUR, date driven. (Some exclusions apply.) Also, contact code of IPS or HST.
4Alumni/ Student
Engagement
Alumni/student related activities including Alumni Admission Associates, Career Center volunteers, and others. Activity codes and event attendee codes.
APAACTY codes associated with Alumni Admission Associates (year indicator required), Career Link (VCareer - any year), and/or Career Shadowing program (year indicator required); APASPUR codes associated with attendees to Alumni/Student networking events and the SAA dinner.
5Alumni Leadership
Activities
Traditional alumni volunteer roles including NAC and RAN groups, as well as class steering committees, alumni trustees, Senior Advisory Committee members, trustees, etc. Activity codes.
APAACTY codes for NAC, RAN, Dean's Advisory Committee, Class Steering committees, trustees, and immediate past Senior Advisory Committee members. NOTE: Activity codes for these activities MUST be consistently coded by fiscal year.
6 Prospect VisitsAlumnus/a participated in a Discovery and/or Cultivation visit(s) Visit codes.
Contact codes of VDI, VSO, VST and/or VCU.
7 BLC Member Y/NBLC ($1,000+) member current fiscal year (Y/N) Gift Society member status
Gift Society level current FY at BLC level +.
8Linked-In and/or OLC
Member Y/N
Participation in Bryant's Linked-In community or the iModules online community
Activity code indicating status as a member of Bryant's Linked-In community or the iModules OLC
APAACTY code associated with Linked In ("LINKED") and APAACTY code indicating OLC member status. Year indicators not needed.
9 Legacy
Is an alum parent with a child who either is currently matriculating at Bryant or is an alum of Bryant Constituent codes
APACONS codes of PART/PARF AND ALUG/ALND/ALUG.
WHEN do we share?
“when it happens”Daily
WeeklyMonthly
QuarterlyAnnually
HOW do we share the information?
PaperEmail
(Internal) Web siteRegular MeetingCommon drive
Other?(Soon: Dashboard!)
Other Useful Examples:Advancement Services Information,
Reference and Forms Guide
Advancement Services Information and Resources Web page (live quick links)
Advancement Services Annual Report
Fails TOO MANY prospect management reports –
negative impact on perceived relevance
Don’t save copies of everything (maxed out our server allotment!)
Edits/customization by person will be requested – saying no is OK! (unless it’s the VP)
Other suggestions/ideas, management tips, best
practices -- what works for you to keep colleagues,
constituents and staff informed?
