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Capacity Ratings: Setting the Stage for Portfolio Management Sponsored by.

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Presentation on theme: "Capacity Ratings: Setting the Stage for Portfolio Management Sponsored by."— Presentation transcript:

1 Capacity Ratings: Setting the Stage for Portfolio Management Sponsored by

2 Establishing Capacity Ratings, Inclination and Affinity Sharon Das, Rutgers University Foundation Screening and Segmentation Jessica Davis, NYU Langone Medical Center ~ Portfolio Management Bill Powers, Hospital for Special Surgery Working with Fundraisers Matthew Perrin, Natural Resources Defense Council

3 Establishing Capacity, Ratings, Inclination and Affinity Sharon Das Rutgers University Foundation

4 Giving Capacity Based on estimated wealth via publicly available information Includes an analysis of conditions that could affect giving potential Seeking to identifying a maximum gift level Be wary of saying net worth Understanding the Terms

5 Capacity and its Effect on Ratings What is a Rating? An estimated dollar range for a gift or total gifts over five years based on a prospects estimated wealth in the most ideal situation Not based on whether or not an individual should or will make a gift at the stated level or during the time-frame, but only that they have been pre-qualified through asset- based or predictive analysis as financially capable of doing so…. rating and evaluating an ability to donate Both science and art PRIOITIZATION and SEGMENTATION TOOL Understanding the Terms

6 Affinity Level of positive feelings about the institution Earned loyalty Based on giving history and involvement Interest in the institutions programs and initiatives Inclination Measure of overall philanthropic generosity o Involvement o Donations o Are their hobbies and interests inline with your own? Understanding the Terms

7 Varies by institution and constituency Be consistent in both defining, assigning and reporting Adjust as the stages progress, or as a donors financial situation fluctuates Fundraisers should request updated research if they think there are changes in wealth or BEFORE THEY MAKE THE ASK Making the Data Part of the System

8 Capacity and Ratings: Panel Discussion

9 Jessica Davis NYU Langone Medical Center Screenings and Segmentation

10 Wealth Screenings How do we obtain the information to rate? Wealth screenings can help pave the way! System to identify publically available wealth indicators: Real Estate Foundations/charitable gifts Businesses/Corporate affiliations Insider stock holdings Different areas of the organizations population: –Alumni screenings before a reunion –Portfolio screenings for individual gift officers –Screening based on ZIP code, geographic criteria or employment records –Brainstorm with Gift Officers and ITS to get the best pull of data for a screening

11 Wealth Screening - Tips What are you going to do with all that information? A 10,000 person screening might sound great, but is it the best way to approach? Dont over screen and get overwhelmed in the verification process! How many people know how to use the screening tool? How are you going to give the information to the frontline fundraiser? Screening schedule should be done in a way that best suits your organizations needs. Never screened? Budget time (hours, months) and/or reduce time spent on other projects Test several vendors and find the right one for you and your organization! –Accessibility (web or software?) –Reporting features –Integration with your database

12 Segmentation Why screen and rate? Ratings give clarity to a portfolio or group (sometimes 100s of people!) Look at capacity and inclination (internal and general) Allocate and allow best use of a fundraisers time –go after the right high-capacity prospects at the right time, and the mid-level prospects at another time. Use screening data with internal knowledge to enhance your dataset ~ Screenings are a great place to start to assign prospects to staff and to engage in portfolio management

13 Use Your Database What do we do with this information? Use the information to clean up a portfolio in the database –Add capacity ratings can use them in future reporting or data pulls –If the GO learns something that changes the rating, change the rating! Most databases have a field for capacity and assetsuse it! –See if you can upload the screening data to your DB in bulk? Remember: Garbage in, garbage out!

14 Screenings and Segmentation: Panel Discussion

15 Bill Powers Hospital for Special Surgery Portfolio Management

16 Portfolio: Fundraising What is a portfolio? A portfolio is a constituent group within an organizations fundraising operation. Individuals, foundations or corporations can make up portfolios. A portfolio consists of a manageable fundraising group. Portfolio size can vary. Organizations can have a handful or hundreds of portfolios. Good idea to have written policies concerning the management of the constituent group in the portfolio.

17 High Propensity Low Capacity High Propensity High Capacity Low Demonstrated Propensity Low Capacity Low Demonstrated Propensity High Capacity

18 Portfolio: Stages When should a prospect be moved from one stage to the next (e.g. discovery, cultivation, solicitation)? Depends on a number of factors. Each move should be discussed and/or reviewed with organizations management and/or leadership. How long should a prospect be in a particular stage? Depends on the organization and individual prospect.

19 Portfolio Management Many organizations use prospect management or moves management to capitalize on donor strategy. Donor and prospect information is stored in a central database. Allows prospect or lead assignment to a specific gift officer with a specific action or actions assigned and a given time frame. Purpose of prospect management is for measureable, actionable and reportable results.

20 Utilizing the Portfolio To drive change, e.g. where are the unresponsive prospects in your prospect pool? To analyze what is efficient. To forecast future fundraising results. To compare results internally and with peer institutions. To allocate resources to high performing and/or deserving fundraising areas.

21 Portfolio: Panel Discussion

22 Matthew Perrin Natural Resources Defense Council Effective Teamwork

23 Effective Teamwork Researchers and Frontline Fundraisers Break down silos! Establish working relationships Treat prospects holistically with research and prospect- sourced information Ultimate goal is to secure a gift

24 Effective Teamwork Researchers and Frontline Fundraisers Panel Discussion

25 Contact Info Sharon Das,Rutgers University Foundation Jessica Davis, NYU Langone Medical Center Matthew Perrin, Natural Resources Defense Council Bill Powers, Hospital for Special Surgery


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