Prospect Management Guide
April, 2014
UW Oshkosh Foundation Prospect Management Guide
TABLE OF CONTENTS
Discussion Guide…………………………………………………………………………Page 1
Prospect Management and Fundraising Priority Guidelines………………………….Pages 2-5
A Donor Bill of Rights…………………………………………………………………...Page 6
Definitions…………………………………………………………………………….Pages 7-8
8-Step Solicitation Cycle…………………………………………………………………Page 9
Confidentiality Agreement……………………………………………………………...Page 10
Prospect Assignment Flow Chart……………………………………………………….Page 11
Initiative Strategy Overview…………………………………………………………….Page 12
Prospect Coordination/Approval to Proceed…………………………………………….Page 13
Action Report……………………………………………………………………………Page 14
UW Oshkosh Foundation Prospect Management Discussion Guide
Process Logistics:
1. For the purpose of efficiency, prior to the first meeting all current prospect managers should
confirm prospects they are working with are assigned to them and eliminate those they no
longer wish to have assigned to them.
2. Prospect Coordination/Approval to Proceed Forms will be submitted to Director of
Development, Donna O’Brien.
3. Donna O’Brien will evaluate requests and decideoutcomes. If the request is approved, it will be
routed to Cindy to update in Raiser’s Edge .Database Specialist, Cindy Lancaster will then notify
the requestor his/her request was approved. If the decision is non-approval, Donna will notify
the requestor.
4. Senior Development Specialist, Lori Kroening, will generate and provide profiles to campus staff
that do not have access to Raiser’s Edge.
5. When profiles are requested, Lori Kroening, will confirm a signed Confidentiality Agreement is
on file or request one be signed and returned to the Foundation prior to providing the profile.
6. Cindy Lancaster will facilitate entry of actions, detailed communication, cultivation and
stewardship activity in Raiser’s Edge for prospect managers without access.
7. Director of Operations, Becky Payne, will track Initiative Strategies.
8. It needs to be determined where UW Oshkosh Prospect Management and Fundraising Priority
Guidelines will be available. The team will explore posting them on the Foundation Website
with access via password or add to the Forms section of the Foundation Website with a
condensed overview.
9. The team recommends that Foundation President, Art Rathjen, send a campus wide email
annually to remind solicitors of the guidelines and where they may be accessed.
10. Vice Chancellors need to share guidelines with their teams and communicate this is an
administrative directed initiative.
11. Non-compliance will be addressed by the Foundation president and the appropriate
Vice Chancellor/Deans.
12. Prospect Management was developed with a team approach which will continue during
implementation of the process. Members will have individual responsibilities and the
team will provide collective oversight of the process. It is expected implementation will
consume significant resources, especially during the startup phase. Time committed to
the project will be monitored to assure expectations can be fulfilled with resources as
assigned.
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UW Oshkosh Prospect Management and Fundraising Priority Guidelines
Background:
The UW Oshkosh Foundation is responsible for all University fundraising activities and prospect
relationship management (alumni, friends, parents, corporations, foundations, vendors, etc.). All contact
for the purpose of soliciting and securing funds is considered prospect relationship management. Major
Gift Prospects (MGP’s) are assigned to appropriate prospect managers (Foundation staff, College and
Athletic Advancement Officers and campus staff) in order to manage and coordinate prospect
assignment, strategy development/implementation and relationships.
All fundraising activities will be guided by the Donor Bill of Rights (attached) as established and endorsed
by professional fundraising organizations.
Goal:
Taking a donor centered approach, the Foundation’s objective is to solicit each donor for maximum
giving to support the programs for which the donor has the greatest affinity and to meet strategic,
academic and institutional priorities. We recognize that the interests of our alumni and friends may or
may not reflect the areas of the University they attended, from which they received degrees, or with
which they were initially affiliated; thus, an effective donor-informed approach may involve multiple
parts of the University and may evolve over time.
The goal of the university’s prospect assignment procedure is to make decisions in a collaborative and
collegial environment. As representatives of UW Oshkosh, primary prospect managers will fairly and
accurately represent the needs and opportunities available within the donor’s areas of philanthropic
interests. The donor’s philanthropic desires should be the principal guide and always be primary in
decision making. Fundraising efforts will also reflect awareness and promotion of the university’s
institutional and academic priorities.
Collaborative Prospect Management:
Our prospect management program and interactions with each other are guided by our shared
values of collaboration, transparency, respect and trust. Requesting assignment as a primary prospect
manager indicates an intention to solicit a special, major, principal or planned gift from the assigned
prospect. Once a prospect is assigned to a prospect manager, secondary prospect managers and other
staff must coordinate solicitation (direct mail, email, visits, phone calls, etc.) with the primary prospect
manager. Primary prospect managers do not necessarily make every contact/move themselves, but -particularly in the case of multiple-interest prospects -- they are responsible for coordination to facilitate
decisions based on long-term strategies and appropriate follow-up. Primary prospect managers should
listen to the wishes of the donor and efficiently coordinate with the appropriate area of the university.
Protocol:
All prospect managers will sign the attached Confidentiality Agreement. Cultivation or solicitation of any
individual, company, foundation, or organization requires formal assignment through the established
process. If any prospect managers are approached by a prospect assigned to someone else, with the
intent of making a gift, the staff member involved should report this activity to the assigned prospect
manager and defer further activity until all concerned parties can meet to discuss the donor’s wishes
and develop a coordinated strategy.
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Team Members with Access to Raiser’s Edge:
1.
Prior to contact, review confidential donor record in Raiser’s Edge.
2.
If prospect is assigned to someone else, contact prospect manager to discuss your desire
to coordinate approach.
3.
Team members may be added to a solicitation team as a secondary manager for strategic
partnerships. Control resides with the primary prospect manager.
4.
Primary and secondary prospect managers are expected to consult with each other regularly
throughout the year regarding the solicitation and partnerships of the entity with the University.
5.
If prospect is not assigned and/or if no record exists in Raiser’s Edge, complete and submit the
Prospect Coordination/Approval to Proceed form to Director of Development, Donna O’Brien
([email protected]).
6.
Requests will be reviewed in a timely manner. A response email will be sent outlining the
outcome of each request.
7.
Important Note: Married couples will be assigned to a primary prospect manager. If they have
multiple affinities, secondary managers may be assigned. If you want assignment to an
individual and his/her business, you must request assignment to both the individual and the
business.
8.
Conflicting proposals and approaches to prospects that cannot be resolved will be negotiated by
the prospect managers with the Foundation president in consultation with the appropriate
deans/vice chancellors, when necessary.
9.
Enter donor visit documentation, actions, detailed communication, cultivation and stewardship
activity information into Raiser’s Edge according to the attached Action Report form.
Team Members without access to Raiser’s Edge:
1.
If you do not have access to Raiser’s Edge, request donor profile from Senior Development
Specialist, Lori Kroening ([email protected]), and review prior to contact.
2.
If prospect is assigned to someone else, contact prospect manager to discuss your desire
to coordinate approach.
3.
Team members may be added to a solicitation team as a secondary manager for strategic
partnerships. Control resides with the primary prospect manager.
4.
Primary and secondary prospect managers are expected to consult with each other regularly
throughout the year regarding the solicitation and partnerships of the entity with the University.
5.
If prospect is not assigned and/or if no record exists in Raiser’s Edge, complete and submit the
Prospect Coordination/Approval to Proceed form to Director of Development, Donna O’Brien
([email protected]).
6.
Requests will be reviewed in a timely manner. A response email will be sent outlining the
outcome of each request.
7.
Important Note: Married couples will be assigned to a primary manager. If they have multiple
affinities, secondary managers may be assigned. If you want assignment to an individual and
his/her business, you must request assignment to both the individual and the business.
8.
Conflicting proposals and approaches to prospects that cannot be resolved will be negotiated
by the prospect managers with the Foundation president in consultation with the appropriate
deans/vice chancellors, when necessary.
9.
Complete and submit the attached Action Report form to Database Specialist, Cindy Lancaster
([email protected]), with donor visit documentation, actions, detailed communication,
cultivation and stewardship activity for entry into Raiser’s Edge.
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Prospect Reassignment:
Prospect reassignment typically occurs due to:
1.
Mutually agreed-upon, prospect manager or administrator prompted reassignment.
2.
Portfolio reassignments as a result of staffing changes.
3.
Prospects are not being actively managed.
4.
Conflict of interest or changed relationship with prospect.
3New Fundraising Initiatives:
New fundraising initiatives with goals of a minimum of $50,000 need University leadership approval
prior to proceeding. If you are undertaking an initiative, upon approval from your Dean and Vice
Chancellor, complete and submit the Initiative Strategy Overview (attached) to Foundation President
Art Rathjen ([email protected]) for review.
1.
2.
3.
4.
5.
6.
A list of all active fundraising initiatives will be maintained at the Foundation by Director of
Operations, Becky Payne.
If the initiative includes naming rights, follow the naming policy in the Faculty & Academic Staff
Handbook.
Identify prospects. If prospect is assigned, coordinate strategy with assigned solicitor.
Complete and submit the Prospect Coordination/Approval to Proceed form to Director of
Development, Donna O’Brien ([email protected]).
Upon approval to proceed, develop strategy and enter actions into Raiser’s Edge to document
relationship development/status. For individuals without access to Raiser’s Edge, please
complete and submit the Action Report form to Database Specialist, Cindy Lancaster
([email protected]), for entry into Raiser’s Edge.
Notify UW Oshkosh Foundation President Art Rathjen ([email protected]) when the
campaign is complete and the outcomes achieved.
Assigning Prospect Managers:
When assigning Prospect Managers, the following will be considered:
1.
2.
3.
4.
5.
6.
7.
8.
What partnerships does the prospect already have within the University? Are these
relationships currently being handled by the gift officer seeking to become the prospect
manager?
Has the gift officer had past activity with this prospect, or has the contact with this prospect
been with another gift officer?
Has the gift officer adequately established a relationship with this prospect?
Has this prospect given to the University in the past? If so, to what program(s) or area(s)?
Does the prospect have volunteer engagement or board service? If so, with what program(s) or
area(s)?
Does the prospect have an interest in the college or area that is assigned to this particular gift
officer?
Has the gift officer adequately outlined a strategic plan of action to take this prospect towards a
target gift?
Does the target gift seem appropriate for this particular prospect?
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Reasons a prospect is not approved for solicitation or assignment, based on long-term strategies, may
include:
1. The prospect is already being approached by another person or group on campus.
2. The prospect is currently fulfilling a pledge commitment or has made a significant
contribution to the University recently and an approach at this time would be inappropriate.
3. The prospect has specifically requested not to be solicited.
4. The prospect is an institutional prospect, or has multiple interests and affiliations across
campus. In these cases, the funding request may be included in a larger request. We have
determined that the prospect should be approached by the Chancellor or Foundation president
or they have multiple allegiances across campus. The Foundation president has primary
responsibility for these prospects.
5. The request is modest, but the prospect has major gift potential and, as such, solicitation
may jeopardize a future major solicitation. In this case, the project may be included in a
larger request.
6. The project goal is of sufficient magnitude to qualify as a University priority, but has not
obtained that designation.
Institutional Prospects
An institutional prospect is defined as a current or potential donor that has the capacity to make a
significant gift to the University of sufficient magnitude to require Foundation president/Chancellor
involvement in the cultivation, the solicitation and ongoing stewardship. This current or potential donor
may also be identified as a possible candidate for any number of key funding opportunities within the
University. This prospect will be managed as assigned by the Foundation president.
At some point in time, a prospect under management by a primary prospect manager may emerge as a
potential institutional prospect. The primary prospect manager should bring this to the attention of the
Foundation president as soon as possible so that a determination can be made as to how best to
proceed with the prospect.
For all institutional prospects, it is important to remember that the relationship being managed is the
relationship between the Foundation president and the prospect, not between the prospect manager
and the prospect. Therefore, direct contact with the prospect is between the Foundation president or
Chancellor and the prospect unless otherwise authorized by the Foundation president.
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A Donor Bill of Rights
PHILANTHROPY is based on voluntary action for the common good. It is a tradition of
giving and sharing that is primary to the quality of life. To ensure that philanthropy
merits the respect and trust of the general public, and that donors and prospective
donors can have full confidence in the non-for-profit organizations and causes they
are asked to support, we declare that all donors have these rights:
I.
VI.
To be informed of the organization’s mission, of
the way the organization intends to
use donated resources, and of its capacity to use
donations effectively for their intended purposes.
To be assured that information about their donations is
handled with respect and with confidentiality to the extent
provided by law.
II.
VII.
To be informed of the identity of those serving
on the organization’s governing board,
and to expect the board to exercise prudent judgment in its
stewardship responsibilities.
To expect that all relationships with
individuals representing organizations of interest
to the donor will be professional in nature.
III.
VIII.
To have access to the organization’s
most recent financial statements.
To be informed whether those seeking
donations are volunteers, employees of the
organization or hired solicitors.
IV.
IX.
To be assured their gifts will be used for
the purposes for which they were given.
To have the opportunity for their
names to be deleted from mailing lists that
an organization may intend to share.
V.
X.
To receive appropriate
acknowledgement and recognition.
To feel free to ask questions when making
a donation and to receive prompt, truthful and forthright
answers.
DEVELOPED BY:
ORIGINALLY ENDORSED BY:
Association of Fundraising Professionals (AFP)
Association for Healthcare Philanthropy (AHP)
Council for Advancement and Support of Education (CASE)
Giving Institute: Leading Consultants to Non-Profits
Independent Sector
National Catholic Development Conference (NCDC)
National Committee on Planned Giving (NCPG)
Council for Resource Development (CRD)
United Way of America
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Prospect Management Definitions
Action Report: Written documentation of actions (i.e. visits, phone calls), detailed communication (i.e.
letters, emails) and cultivation activities that are part of a strategy designed to lead to the solicitation of an
individual, corporation, foundation or organization or is a component of stewardship activity. This
activity takes place at all levels of the process: identification, qualification, cultivation, solicitation,
negotiation, closing and stewardship.
The following should be included in the documentation: objective of the contact; a general summary of
the communication; new information learned; concerns expressed; materials left (if applicable); follow-up
that needs to be done; and a summary of the next step/strategy.
Affinity: A prospect’s philanthropic motivation toward the university or to one or more
aspects of the university (i.e. sports, fraternity/sorority/organization, etc).
Cultivation: Cultivation means you treat the donor like a whole person. It includes the strategies you
utilize to get to know your donors to find out things you have in common, especially what you each most
like about the organization, so you can talk about something besides money when you see them. It is what
you have to do to get the donor to trust your organization, so he or she will invest in it.
Gift Acceptance Policy: Defines policies regarding gift eligibility, limitations, acceptance, receipting and
administration fees. To view, visit: www.uwosh.edu/foundation/documents/Gift_Acceptance_Policy.pdf
Gifts-in-Kind: Donated tangible and intangible assets and property which represent direct or indirect
value to the University, such as real estate, notes, mortgages, limited partnership interests, royalty or
copyright interests, services, art, books, equipment, automobiles, inventory, personal property and other
physical assets or materials. The Foundation reserves the right to refuse or sell any gifts-in-kind.
Institutional Prospect: An institutional prospect is a current or potential donor that has the capacity to
make a significant gift to the University of sufficient magnitude to require the Foundation president
and/or Chancellor involvement in the cultivation, the solicitation and ongoing stewardship. This current
or potential donor may also be identified as a possible candidate for any number of key funding
opportunities within the University. This prospect will be managed by the Foundation president.
At some point in time, a prospect under management of a primary prospect manager may emerge as a
potential institutional prospect. The primary prospect manager should bring this to the attention of the
Foundation president as soon as possible so that a determination can be made as to how best to proceed
with the prospect.
For all institutional prospects, it is important to remember that the relationship being managed is the
relationship between the Foundation president/Chancellor and the prospect, not between the primary
prospect manager and the prospect. Therefore, direct contact with the prospect is between the Foundation
president/Chancellor and the prospect.
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Primary Prospect Manager:
The primary prospect manager is responsible for developing the strategies that will culminate in a gift
solicitation. He/she works with secondary prospect managers and all other appropriate team members
to craft the strategy for solicitation. The primary prospect manager will: listen to all areas of donor
interest and match or coordinate the donor’s interest with the relevant college or unit of interest.
Primary prospect managers represent the University and, as such, should be open to exploring all of the
interests that the prospect presents and recognize that it is the donor, not the University that drives the
gifting process.
Prompt and monitor action steps and follow-through. Primary prospect managers are responsible for
ensuring that all actions, communication, cultivation and stewardship activities are recorded in Raiser’s
Edge in a timely fashion. As strategies are added, modified or deleted, the primary relationship manager
makes sure that all of these changes are reflected in Raiser’s Edge.
Broker and manage relationships with appropriate people inside and outside the University. The
primary prospect manager is responsible for ensuring that all involved parties are kept in the
communication loop.
Manage stewardship process. Recognizing that stewardship is a pivotal activity in the gifting cycle, the
primary relationship manager will ensure that there are strategies in place to keep the prospect engaged
with the University in meaningful ways, and satisfied with the manner in which his/her current gift is
being used.
Prospect: Any potential donor whose linkages, giving ability and interests have been confirmed.
Raiser’s Edge:
The UW Oshkosh Foundation software and donor management database.
Secondary Prospect Manager:
Secondary prospect managers are responsible for developing and coordinating strategies with primary
managers to craft strategies for cultivation, solicitation and stewardship.
Solicitation (also known as “Ask”): The process, act or instance of soliciting a gift.
Stewardship: Donor stewardship serves as the linchpin in the nurturing and building of lasting
relationships between UW Oshkosh with those who support the UW Oshkosh Foundation with their
time, talent and treasure. As an active advocate of donor interests throughout the University, donor
stewardship fosters and encourages such support by acknowledging any and all contributions in a
timely, accurate and appropriate manner; recognizing donors in meaningful ways that faithfully adhere
to any stated wishes regarding anonymity and other levels of public disclosure; reports to donors in a
consistent and accurate manner on the use, impact and management of their financial contributions;
and keeps the donor involved with the University.
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The 8-Step
SOLICITATION CYCLE
IDENTIFICATION
RENEWAL
QUALIFICATION
Expand partnership
relationship to lead to the
next gift
How much is their likely
gift and for what cause?
STEWARDSHIP
DEVELOPMENT OF
STRATEGY
Keep the donor passionate.
Take care of the relationship that
resulted in the gift in the first place.
Who is involved?
What is the message?
ACKNOWLEDGMENT
CULTIVATION
"Thank You"
Moving through the steps to
facilitate the strategy.
SOLICITATION & NEGOTIATION
The donor is asked and the details
are worked out.
Stewardship is the guiding principle in philanthropic fund raising.
It is defined as the
philosophy and means by which an institution exercises ethical accountability
in the use of contributed resources.
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CONFIDENTIALITY AGREEMENT
I understand that the Raiser's Edge database contains highly confidential
information. I agree that this information, as well as any discussions
about current or potential donors, will be kept confidential. I also agree
to act with discretion in using the sensitive information in the database
and will not use this information to solicit contributions without the
consent of the Foundation.
______________________________
Name
________________
Date
10
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