Performance MetricsPerformance Metricsin the in the

Development OfficeDevelopment OfficeEmma AmutiEmma Amuti

Association of Fundraising Professionals (AFP)Association of Fundraising Professionals (AFP)

Philadelphia - September 17, 2009Philadelphia - September 17, 2009

IntroductionIntroduction Defining Performance MetricsDefining Performance Metrics What is/should be measured?What is/should be measured? Dichotomy of PMDichotomy of PM Behavior and MetricsBehavior and Metrics Steps for Developing PM in your shopSteps for Developing PM in your shop PM FrameworkPM Framework PM VariablesPM Variables Mitigating FactorsMitigating Factors Performance Metrics - My InstitutionPerformance Metrics - My Institution PM for other development professionalsPM for other development professionals Questions, thoughts and other issuesQuestions, thoughts and other issues

Defining Performance MetricsDefining Performance Metrics

Measures an organization’s activities & Measures an organization’s activities & performanceperformance

Linked to critical success factors resulting from Linked to critical success factors resulting from organizational or corporate strategiesorganizational or corporate strategies

Establishes critical processes or stakeholder Establishes critical processes or stakeholder requirements against which attainable can be requirements against which attainable can be measuredmeasured

Usually encourages improvement, Usually encourages improvement, effectiveness and appropriate levels of controleffectiveness and appropriate levels of control

What is/should be measured?What is/should be measured?

Depends upon structure & philosophy of your Depends upon structure & philosophy of your organizationorganization Smaller organization/fewer, simpler Smaller organization/fewer, simpler Larger organization/greater, more complexLarger organization/greater, more complex

Management philosophy can drive level of Management philosophy can drive level of dependence upon PMdependence upon PM

Dichotomy of PMDichotomy of PM

Is PM Art or Science?Is PM Art or Science? Science=numbersScience=numbers Art =practical applicationArt =practical application

Avoid the bean counter mentality!Avoid the bean counter mentality! Measuring should have meaning and purpose!Measuring should have meaning and purpose!

Behavior and MetricsBehavior and Metrics

Philosophical outlook Philosophical outlook Should metrics drive behavior/vice versa?Should metrics drive behavior/vice versa?

Logic dictate that if a behavior is desired, then the metrics should Logic dictate that if a behavior is desired, then the metrics should encourage and reinforce that behaviorencourage and reinforce that behavior

Appropriate goals, motivations and rewards Appropriate goals, motivations and rewards drive behaviordrive behavior

Performance metrics merely records the Performance metrics merely records the behavioral outcomesbehavioral outcomes

Steps for Developing Steps for Developing Performance Measurement Performance Measurement

Stakeholder consensus on PM objectivesStakeholder consensus on PM objectives Stakeholder understanding/supportStakeholder understanding/support Define:Define:

Length of PM period (finite/indefinite)Length of PM period (finite/indefinite) Scope of measurement/what/whyScope of measurement/what/why Rules of engagementRules of engagement Determine if training is neededDetermine if training is needed

Set clear goalsSet clear goals Tracking- adequate systemTracking- adequate system Objectively monitor progress toward goalsObjectively monitor progress toward goals Re-tool PM measures periodically - biennial, yearlyRe-tool PM measures periodically - biennial, yearly

Performance Metrics FrameworkPerformance Metrics Framework

Source: EduVentures, Inc. , Measuring Gift Officer Performance, Draft Proposal, March 5, 2007

Performance Management VariablesPerformance Management VariablesPerformance Performance MetricsMetrics

Solicitation Solicitation ActivitiesActivities

Prospect Mgmt Prospect Mgmt MetricsMetrics

Dollars raisedDollars raised Management Management objectivesobjectives

Face-to-face visits*Face-to-face visits* Gift discussionsGift discussions # prospects*# prospects* Dollars committed*Dollars committed* Unit operating within Unit operating within budgetbudget

Phone CallsPhone Calls # of solicitations*# of solicitations* # prospects added*# prospects added* Dollar Value of Dollar Value of Solicitations*Solicitations*

E-MailsE-Mails Dollar value of Dollar value of solicitations*solicitations*

# prospects # prospects removed*removed*

Dollars raised as a Dollars raised as a percentage of percentage of goal/portfolio*goal/portfolio*

First Contact/New First Contact/New ProspectsProspects

# of solicitation # of solicitation assists*assists*

% prospects in X % prospects in X stages*stages*

Assess/Qualif. VisitsAssess/Qualif. Visits Dollar value of Dollar value of solicitations assists*solicitations assists*

Cultivation VisitsCultivation Visits

Solicitation VisitsSolicitation Visits

Stewardship VisitsStewardship Visits

Source: EduVentures, Inc. , Measuring Gift Officer Performance, Draft Proposal, March 5, 2007

Mitigating Factors to ConsiderMitigating Factors to Consider

Setting performance expectations can be impacted by Setting performance expectations can be impacted by several factors:several factors:

IndividualIndividual Motivational driversMotivational drivers Tenure as DO/length of time in organizationTenure as DO/length of time in organization Prior fundraising experiencePrior fundraising experience

InstitutionalInstitutional Goals of unit assigned (new project/prospects)Goals of unit assigned (new project/prospects) Reporting structure (dual reporting - dean and DOD)Reporting structure (dual reporting - dean and DOD) Appropriate prospects for the projectAppropriate prospects for the project

Metrics - My InstitutionMetrics - My Institution

Began in 2007; currently more complexBegan in 2007; currently more complex 9,500 active prospects9,500 active prospects 75 development officers75 development officers 10 researchers; 3 prospect managers10 researchers; 3 prospect managers Focus on face-to-face & dollars raised as Focus on face-to-face & dollars raised as

percentage of portfoliopercentage of portfolio Does not promote collaboration nor teamworkDoes not promote collaboration nor teamwork

Monthly Metrics ReportMonthly Metrics ReportMonthly Metrics ReportMonthly Metrics Report

Moves Management ReportMoves Management Report

120 Day No Contact Report120 Day No Contact Report

Research & Prospect MetricsResearch & Prospect MetricsA. Research Produced

Profiles Memo Notes Update Other Total Goal % of Goal Rush % of TotalK. Bodammer (Sr.) 0 100 0%

D. James (Sr.) 0 100 0%F. Luppani (Sr.) 0 100 0%R. Michaud (Sr.) 0 100 0%

Vacant (Sr.) 0 100 0%Vacant (Sr.) 0 100 0%

L. Gayden (Res.) 0 100 0%K. Wright (RA) 0 100 0%

L. Hall (EA) 0 0 n/aK. Palumbo (Assist. Dir.) 0 75 0%

B. Loretz (Assoc. Dir.) 0 75 0%E. Amuti (Dir.) 0 0 n/a

Department Total 0 0 0 0 0 0 950 0% 0

B. Unit Meetings* C. Professional Development* D. Newly Identified Prospects# Year Goal % of Goal # Year Goal % of Goal # Year Goal % of Goal # from WE % from WE

K. Bodammer (Sr.) 12 0% 1 0% 100 0%D. James (Sr.) 12 0% 1 0% 100 0%

F. Luppani (Res.) 12 0% 1 0% 100 0%R. Michaud (Sr.) 12 0% 1 0% 100 0%

Vacant (Sr.) 12 0% 1 0% 100 0%Vacant (Sr.) 12 0% 1 0% 100 0%

L. Gayden (Res.) 12 0% 1 0% 100 0%K. Wright (RA) 0 n/a 1 0% 0 n/a

L. Hall (EA) 12 0% 1 0% 0 n/aK. Palumbo (Assist. Dir.) 12 0% 1 0% 100 0%

B. Loretz (Assoc. Dir.) 12 0% 1 0% 100 0%E. Amuti (Dir.) 0 n/a 1 0% 0 n/a

Department Total 0 120 0% 0 12 0% 0 900 0% 0*To include all-staff meetings and MGSC *The Professional Development goal includesand PGSC meetings. both internal (GW) and external opportunities.

E. Portfolio Changes* F. News Center G. Training H. Trip Assist# Year Goal % of Goal # Year Goal % of Goal

K. Bodammer (Sr.) 0 n/a 0 n/aD. James (Sr.) 0 n/a 0 n/a

F. Luppani (Res.) 0 n/a 24 0%R. Michaud (Sr.) 0 n/a 12 0%

Vacant (Sr.) 0 n/a 0 n/aVacant (Sr.) 0 n/a 0 n/a

L. Gayden (Res.) 0 n/a 4 0%K. Wright (RA) 0 n/a 0 n/a

L. Hall (EA) 260 0% 0 n/aK. Palumbo (Assist. Dir.) 0 n/a 0 n/a

B. Loretz (Assoc. Dir.) 0 n/a 0 n/aE. Amuti (Dir.) 0 n/a 0 n/a

Department Total 0 260 0% 0 40 0%*To include prospect pooladditions and removals

0

# #

0

Questions?Questions?

How do you feel about performance metrics?How do you feel about performance metrics? What performance metrics are in place at your What performance metrics are in place at your

institution?institution? Who manages performance metrics at your Who manages performance metrics at your

institution?institution?