metrics and evaluation towards a new paradigm of success perry t. hammock, cfre copyright 2012
TRANSCRIPT
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Metrics and Evaluation
Towards a New Paradigm of Success
Perry T. Hammock, CFRE
copyright 2012
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John Kotter Said it
“Every institution is uniquely structured for the results it is experiencing.”
You are here to change resultsHow do you sort through all the possible
choices to make positive change?How do you know if those changes work?
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How Do You Measure Success? Audience participation
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Traditional Measures Dollars raised, year to year Number of donors Increase Endowment Investment returns Cost to raise a dollar
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Ours – Take One Increase contributions 20% per year Double Assets Increase # donors 15% per year Build Endowment to $12 million Investment returns in top 20% of
foundations
Pretty corporate in style and flavor
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The Problems with – Take One Increase contributions 20% per year
Rewards Slackers – encourages small gifts – discourages cultivation, planned giving
Double Assets Rewards Hoarding
Increase # donors 15% per year To what end? – discourages stewardship
Build Endowment to $12 million Investments vs contributions – changing needs
Investment returns in top 20% of foundations Varied portfolios and needs make comparisons hollow
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Take Two Dollars raised by product line with different
annual expectations for each Major gifts – up 20 % Annual Gifts – Up 15% Planned Gifts – up 20% Events – up 10% Investment returns based on
dollar averaging Grants – 10% Add 400 major gift prospects
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And ROI measureCost to Raise a Dollar
Fundraising Activity/Method Cost to Raise $1.00Direct Mail Acquisition $1.00 to $1.25Direct Mail Renewal $0.20 Benefit Events $0.50 Capital Campaign/Major Gifts $0.05 to $0.10Planned Gifts $0.25Corporation and Foundation Grants $0.20
Greenfield, James; Fund-Raising: Evaluating and Managing the Fund Development Process
(1999)
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Problems with Take Two Burnout – trying to increase too much at
once Competing priorities – major gift and PG
lose out Tyranny of the urgent
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Towards a New ParadigmEikenberry and Kulver in Public Administration Review coined 3 things we need to measure Financial Return on Investment Social Return on Investment Emotional Return on Investment
Donors want to know that their gift is invested wisely to meet community needs and in a way
that makes them feel good for participating
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Fast Company MagazineSocial Capitalist Awards
Social Impact and ongoing analysis Entrepreneurship – vision compelling enough to
attract investment and product important enough to leverage this investment
Innovation – lead follow or get out of the way Sustainability – Repeat Business based on a
sound business plan
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Givens for New Measures Complex enough to stand up to our
charges and timelines Relatively easy to measure and explain
and also robust over time
Let’s explore some categorical measurement yardsticks:
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Outcome Measures Dollars and number of gifts per year Donors by Category – with separate
expectations by category Throughput – how long do expendable
dollars stay in the system before spending. Major stewardship issue.
ROI – cost per dollar raised trending down. A sign of maturity & strength
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Process Measures Number of meetings with faculty to
develop fundable proposals Prospective funding dossiers prepared Cultivation moves – individually & events Solicitation calls – and average ask Recognition events – numbers and
attendance % of time on task – what is an FTE in
development?
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Strategic MeasuresVISION
# of fundable projects Size of fundable proposals Average size of first gifts Conversion rates –
calls or submissions per gift
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INSTITUTIONAL COMMITMENT % of funds generated – restricted to big 5 projects Donor Satisfaction Measures – surveys, phone calls,
visits Staffing per fundable proposal/ROI
Vitality Donor Retention # and trends in threshhold donors ( giving levels )
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Efficiency Turnaround time – Tys, reports, checks Admin expenses – downward trend line Reporting – accurate, clear, concise,
timely. Measure by survey, board review ROI by category trends as investment
increases
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Effectiveness # of compelling stories to tell Compelling evidence of lives changed Business and community testimonials Growth in volunteer hours and FR calls Growth institutionally in scope, vision
staffing and dollars
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The Product CycleLatency period before repeating Short for events, annual fund Medium long for grants Long for major gifts Really long for planned gifts
Put numbers on each and then measure shortening of the cycle
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Bottom Line Study what % of time your staff really devote to
FR ( cultivation, solicitation, stewardship) Develop reasonable expectations for these Then divide time between product lines Plug volunteers, staff, faculty into equation Then measure success by product line by time
measure Can you report by donor type? You cannot make a prospect give, but you can
measure activity and see what increases results
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THANK YOU