1. Prospect Management The Wake Forest Way

2. Objectives Build strategic focus on individuals capable of making a difference in the campaign Establish appropriate assignment of prospects Create accountability for management of relationships

3. Why Do We Do It? Efficiency o Identify our best opportunities Productivity o Align our resources with those opportunities Standards o Provide consistent way of viewing a portfolio

4. PROSPECT MAP The Prospect Map is an empirical way to evaluate both a prospect’s ability to make contributions and their attachment to the University with a single, two dimensional score. The purpose of the prospect map is to identify our best major gift prospects, balancing that potential among our prospect portfolios, and driving the right activity with the right prospects.

5. Capacity E C B A D Attachment PROSPECT MAP

6. PROSPECT MAP QUADRANTS Attachment C B A ED Capacity The prospect Map is broken into quadrants A, B, C, and D. Prospects falling into the A quadrant represent those who have both the highest ability to make gifts and the highest demonstrated attachment to Wake Forest. Prospects falling into the B quadrant may have either a slightly lower capacity than A quadrant prospects OR a slightly lower attachment OR both. So, it is possible for a B prospect to have more wealth than an A prospect. Prospects falling into the C quadrant have a very high attachment rating, but do not have the gift capacity of A, B or D prospects. Prospects falling into the D quadrant have a very high gift capacity rating, but have not yet demonstrated an attachment to Wake Forest through their giving patterns. The E section contains the remaining prospects.

7. PROSPECT MAP QUADRANTS Quadrant A –497 FGUs –81% have a Primary Relationship Manager –Regional Distribution –Atlanta – 3% –Charlotte - 7% –New York City – 3% –Raleigh –9% –Triad – 25% –Washington DC – 2% Quadrant B –640 FGUs –63% have a Primary Relationship Manager –Regional Distribution –Atlanta – 3% –Charlotte - 7% –New York City – 3% –Raleigh – 8% –Triad – 29% –Washington DC – 1% Quadrant C –1,494 FGUs –27% have a Primary Relationship Manager –40% have some type of assignment –Regional Distribution –Atlanta – 2% –Charlotte - 6% –New York City – 1% –Raleigh – 6% –Triad – 44% –Washington DC – 1% Quadrant D –2,012 FGUs –20% have a Primary Relationship Manager –Regional Distribution –Atlanta – 3% –Charlotte - 6% –New York City – 4% –Raleigh – 6% –Triad – 12% –Washington DC – 3%

8. Good Governance o Accountability through shared objectives Good Business o Productivity targeted to where opportunity is greatest Good Politics o No Donor Left Behind Theory of Checks & Balances

9. Use National Officers to Complement School/Unit Officers School/Unit Role: Manage the top prospects for each school; School/Unit Goal: fund major campaign priorities National Role: Facilitate the top prospects in each region; National goal: Expand the major donor pool The school program manages priority projects through school portfolios The National program builds prospect pool and fills major donor pipeline Desired Outcome: National officers discover new donors, coordinate volunteer outreach, manage unassigned prospects, secure major gifts, while working closely with the school officers on top campaign priorities. Major Gift Checks & Balances

10. Role Clarity School/Unit Officers o Project Management – slotting prospects in gift tables, mining their portfolio for lead gifts (0 to 6 and 6 to 12 months) o Coordinate activity on behalf of the dean in each target market o Work with NMG on school specific programs in each target market Regional Officers o Prospect Management - building relationship and connection to Wake Forest o Coordinate strategy and outreach of important prospects in assigned target market with school/unit officers o Work with Alumni Services on programming in assigned target market

11. 250/150 Clarity School/Unit Officers – maximum interest in school/unit o 150 in portfolio of school/unit – mainly A and C (some B) o 50 in Chief Development Officer portfolio o 100 in Director/Assistant Director portfolio o 100 not assigned to school/unit portfolio – mainly D (some B) o Assigned to regional officer or other fundraising staff o Will churn significantly Regional Officers – maximum prospect in target market o 150 in portfolio – mainly D (some A, B, C) - Will churn significantly o 100 not assigned to regional portfolio – mainly A and C (some B)

12. Performance Expectations We measure activity o Visits, Clearances, Solicitations, Closures We measure outcomes o Appointments, Proposals, Fulfillment We measure culture o Communication, Integration, Team

13. Prospect Management Roles Primary Relationship Manager Only one per prospect at any given time Assumes complete responsibility for the prospect Responsibilities include: o Contact all assigned prospects at least once every 6 months o Make at least one face-to-face visit every 12 months o Create a strategy within 6 months of assignment o Update strategy at least every 12 months

14. Prospect Management Roles Secondary Manager Has a direct major gift type fundraising role with the prospect May cultivate and solicit prospects with the permission of the Primary Relationship Manager There must be a Primary Relationship Manager for a Secondary Manager to be assigned

15. Additional Roles While important to be noted and tracked, the following roles can be assigned either in the absence of a Primary Relationship Manager or in combination with another staff member’s assignment as a Primary Relationship Manager. Annual Manager - For those prospects to be solicited for a personal, high end annual gift Reunion Class Manager - For those prospects involved in reunion class events and/or campaigns Volunteer Manager - Have a relationship due to the prospect’s involvement on a board, but do not have a fundraising relationship Stewardship Coordinator - For those prospects in stewardship or permanent stewardship External Relations - For high profile prospects that we do not seek to solicit for a gift Tracking - For prospects that are being tracked by the staff members – such as the top prospects in a region or high profile parents

16. Questions?