What We Measure ImprovesWhat We Measure Improves

Going Beyond the Numbers Going Beyond the Numbers New Metrics

for Measuring Fundraising Success for Measuring Fundraising Success

Stacey Sickels Heckel, CFREExecutive Director Institutional Advancement & AACC FoundationExecutive Director, Institutional Advancement & AACC Foundation

Anne Arundel Community College

Marianne Briscoe, Ph.D., ACFREPresident, Brakeley Briscoe Inc..

CASE VII San Francisco, CA December 8, 2008

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Wh d t t ?Where do you want to go?

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Wh r Th Gi i C frWhere The Giving Comes from

Corporations Non alumni Alumni Foundations Other Corporations Individuals Alumni Foundations Organizations

All Higher Ed 16% 19% 28% 29% 9%

Community Colleges 21% 43% 4% 17% 15%

Voluntary Support A P f E diAs a Percentage of Expenditures

15%

20%

All Higher Education

10%

15%

5%

10%

2-Year

0%O l d

Only represents survey respondents.

Gr th i C trib tiGrowth in Contributions

Two-Year

Higher Education

1977

1980

1983

1986

1989

1992

1995

1998

2001

2004

2007

Pr t ti O tliPresentation Outline

Influences & challenges in choosing to implement a metrics systemManagementCase study analysis Building a Philanthropic Culture

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Pr t ti O tliPresentation OutlineInfluences & Challenges in Choosing Influences & Challenges in Choosing an Evaluation System

Why have one?Economy and GivingTraditional vs. Non Traditional

ManagementCase Study Analysis Building a Philanthropic Culture

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Influences and Challenges in Ch i M r t S tChoosing a Measurement System

Why have one? Validate program with administration?Validate program with administration?Reward top-level employees?Remove/replace poor performance?Focus on what is important?

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DialogueWhat Are You Measuring Now

DialogueWhat Are You Measuring Now and Why?

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Influences and Challenges in Ch i M r t S tChoosing a Measurement System

Exploring metrics that factor into traditional fundraising evaluation

Dollars raisedVisitsContactsContactsProposalsOther?

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Influences and Challenges in Ch i M r t S tChoosing a Measurement System

Traditional ComponentsContactsProposalsDollars RaisedMiscellaneous (priorities)Miscellaneous (priorities)

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Influences and Challenges in Ch i M r t S tChoosing a Measurement System

Contacts Face-to-FaceFace to FacePhoneOther (email; events)

ProposalsMore/less important than dollars?How many?How can we guarantee quality?

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Influences and Challenges in Ch i M r t S tChoosing a Measurement System

Outcomes: Dollars RaisedCash versus deferred giftsRestricted versus unrestrictedRestricted versus unrestrictedGift purposes

Input and Throughput MeasurementsB d t tBudget managementHit rate (successful funded proposals)MarketingS ff l i hiStaff relationshipsStewardship

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Pr t ti O tliPresentation OutlineInfluences & Challenges in Choosing a Measurement System

Case StudiesKelley School of BusinessOregon State FoundationAnne Arundel Community College

ManagementManagementCase Study Analysis Building a Philanthropic Culture

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C S diCase Studies

SourcesSourcesThe Kelley School of Business

Metrics at Indiana University Kelley School of b d fBusiness. A point-based system of measurement.

The Oregon State FoundationQuantitative measurements used to focus fundraising Quantitative measurements used to focus fundraising activity and increase productivity at Oregon state. Went from no performance metrics to implementation in one year.p y

Anne Arundel Community CollegeUsing other colleges’ systems and incorporating issues important to Community Colleges

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issues important to Community Colleges

C S diCase StudiesThe Kelley School of Businesse e ey Sc oo o us ess

ComponentsContactsDollar Goals (if we do the first three; money comes)Dollar Goals (if we do the first three; money comes)Proposals (asking via writing)Administration

100 i t t (80 b li ibl )100 point system (80+ bonus eligible)Contacts: 30 points (100 face to face visits)Proposals: 25 points (15+ greater than $100KAdministration 20 points (hit rate, budget, stewardship)Dollar Goals: 25 points

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C S diCase Studies

Oregon State University FoundationOregon State University FoundationMeasure

Dollars raised in new major gifts ($25K)Number of new major giftsProposals OpenedPortfolio composition, prospect ratingPortfolio composition, prospect ratingFace-to-face visitsTravel (5-7 days month/ 3-5 visits day)

Wh th did it?Why they did it?Focuses effortGet results – if you do it; you will get results!

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g

C S diCase Studies

Oregon State University FoundationOregon State University FoundationScaled by Job TypeAssistant Director/Director

$1-2 million ($1-2.5 million)6-24 new major gifts (12-16 new major gifts)20-60 open proposals (20-40 open proposals)20-60 open proposals (20-40 open proposals)75-125 prospects rated $25K-$1M (50-100/$5M)160-200 visits (120-160 visits)20% administrative (25%)

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AACC I pl t ti Di rAACC Implementation Diagram

Wrote Plan Tested Implemented

Wrote DevelopmentPlan

Tested metrics with consultant

Finalized metrics

Created

Staff wrote plans & estimated

Discussed with board/volunteers

Created “map” in donor software

metricsREPORT!!!!

AACC M M tAACC: Moves Management

Moves Management – going beyond the $IdentificationQualificationCultivationSolicitationSolicitationStewardship

Our consultant’s question:Our consultant s question:How can we move from transactional fundraising to transformational fundraising?

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C S di AACC M iCase Studies – AACC MetricsDollars RaisedContacts

Direct Mail; Phone/Email; Face-to-Face; EventsProposals

Total Number; Number fundedCultivation

Events, Advisory BoardsStewardship Acts

Thank yous, Personal Visits, InvitationsEngaged Committees/Volunteers

d d hEngaged LeadershipPresident, Foundation Board Members

Budget management/cost savings

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AACC B fit Fir t 18 thAACC Benefits – First 18 monthsEngaged volunteersEngaged volunteersEngaged leaders (including faculty)Increased (doubled) faculty-staff givingIncreased (doubled) faculty staff givingPhilanthropic culture emergingStaff clear on goals and objectivesStaff clear on goals and objectivesBALANCE!Discussions of future campaign moving Discussions of future campaign…moving towards transformational fundraising.

AACC M tri R ltAACC Metrics Results89 lapsed donors were recovered in 2008182 donors increased their giving over last year392 donors gave to the AACC Foundation for the FIRST Time!120,000 copies of the Community of Alumni and Friends Magazine were distributeddistributed35,000 friends of the college received the first annual “Foundations”Newsletter10,000 + invitations were sent for various campus events800 donors and friends of the college visited campus in 2008 for department tours, receptions, 007 Gala, business breakfasts, and Job Corps lunches.87 volunteers were engaged in fundraising activitiesg g g295 scholarship notifications were sent to scholarship sponsors including thank you letters student awards and fund balancesFY 2008 year-to-date fundraising is up 125% compared to FY07O $500 000 d d t 315 h l hi t d t

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Over $500,000 was awarded to 315 scholarship students

Pr t ti O tliPresentation OutlineInfluences & Challenges in Choosing a Measurement System

ManagementUsing TechnologyBudgetCall Report

Case Study Analysis Case Study Analysis Building a Philanthropic Culture

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M B d & R iManagement: Budget & ReportingOngoing management issues – so Ongoing management issues so importantCall ReportsCa epo tsBudget AdministrationDecisions about resource Decisions about resource allocation (people & $$)

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Pr t ti O tliPresentation OutlineInfluences & Challenges in Choosing a Measurement SystemManagement

Case Study Analysis How challenges were addressedHow challenges were addressed

Building a Philanthropic Culture

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DialogueWhat Sorts of Obstacles Will You E t i I t d i M dif i

Dialogue

Encounter in Introducing or Modifying Your Metrics Program?

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Case Study Analysis – How Challenges were Add dAddressed

Potential Roadblocks Staff reaction to any systemTime to maintain/govern the systemAdministrative SupportEconomy!Economy!

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Case Study Analysis – How Challenges were Add dAddressed

What should we be doing as development g pprofessionals?

Raising Money? If so, what kind?“Friendraising” - AlumniPlanning events?Grant Writing & Reporting?Grant Writing & Reporting?Tending scholarships?Scheduling President/Leadership VolunteersScheduling President/Leadership Volunteers

Whatever it is that you need to do most – measure and report it!

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p

Case Study Analysis – How Challenges were Add dAddressed

What is most effective?Travel and face-to-face visitsPhone callsEmailMailed correspondence?

d l f dManaged telefunds?Plan events?

You don’t have time NOT to measure!

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Case Study Analysis – How Challenges were Add dAddressed

ObstaclesWhat is in our way?

TimeManagerial/supervisory “Other” assigned duties

ff lStaff limitations?Budget restrictions?Plan President/Dean visits/travelPlan President/Dean visits/travel

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D ’t t k r rd f r itDon’t take our word for it…

“I’m not afraid of development anymore, because it isn’t all about dollars.”

“Honestly, I was wasting a lot of time before metrics.”

“WOW – we are really doing a LOT!”WOW we are really doing a LOT!

“(sheepish), I need to step up….”

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Pr t ti O tliPresentation Outline

Influences & Challenges in Choosing an Measurement SystemManagementCase Study Analysis

Building a Philanthropic Culture“Winning the Skills Race” – our CASEBenefits of Metrics on Culture

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Building a Philanthropic Culture with M iMetrics

Richer reportingRicher reportingEducate about the process of philanthropyJustify budgetJustify budgetJustify new staff – Keep staffNew College priorities emerge = NEW New College priorities emerge = NEW OPPORTUNITIES FOR DONORS

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Building a Philanthropic Culture with M iMetrics

Transactional vs. Transformational Transactional vs. Transformational FundraisingEconomyco o y

Tell your storyCultivate, cultivate, cultivateSteward, steward, steward

“W h t d t dl “We are what we do repeatedly. Excellence, then, is not an act, but a habit.”

~ Aristotle

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Aristotle

Not one of the good-to-great companies focused obsessively on growth (dollars).

...culture of discipline. When you have disciplined people, you don't need hierarchy. When you have disciplined thought, you d 't d b don't need bureaucracy.

--Jim Collins Good to Great

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A k l d tAcknowledgements

Gi i USA F d ti /Gi i USA 2008Giving USA Foundation/Giving USA 2008Advancing Philanthropy, Resilient Philanthropy, 2008Voluntary Support of Education, VSE Annual Report, 2008C ll B d “Wi i h Skill R ”College Board, “Winning the Skills Race”Brakeley Briscoe: Marianne Briscoe, Shauna Chabot, Lucy Hughes

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Q ti ? C t ?Questions? Comments?

Stacey Sickels Heckel, CFREExecutive DirectorAnne Arundel Community College Foundationy gssheckel@aacc.edu 410-777-1803

Marianne Briscoe, PhD, ACFREPresidentBrakeley Briscoe, San Mateo, CAwww.BrakeleyBriscoe.commbriscoe@brakeleybriscoe com 650-344-8883mbriscoe@brakeleybriscoe.com 650-344-8883

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Giving to Higher Education During Recessions, Stock Market Declines, and Tax Acts

40%Stocks Giving

20%

30%

0%

10%`

20%

-10% -4%-1%

-30%

-20%

1977 1979 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 2007

TRAERTA 9/11

TRA1986

ERTA1981

9/11

S pl R p rt M th S rSample Report – Month Summary

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S pl R p rt D t ilSample Report – Detail

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