Pipeline Development and Management
Prior to OAI’s engagement, all of the existing Partnership Directors and the Interim Chief of Partnerships had large individuals large prospect lists, which included current sponsors, active prospects, disqualified prospects, and names of potential prospects with no current activity. Each Director managed their list separately. Directors worked towards the team revenue goal, but did not have an established individual goal. Moreover, there were no activity goals at the individual or team level to track the number of meetings or outreach efforts. In addition, phone calls, emails, and meetings were seldom documented in either Raiser’s Edge of Salesforce.
OAI’s strategy was to work with the Partnership Team …show more content…
The new Portfolio Management Process aggregates leads from Directors, referrals, and new prospect research into a Prospect Management Chart managed by the Partnership Team Coordinator. Prospects recommended by GSUSA or Council staff are also included. The Chief of Partnerships reviews the lists and assigns prospects based on fit and Director capacity. As needed, the Partnerships Team reviews all new prospects on the chart and officially assigns them to a portfolio. This process is also used to review disqualified …show more content…
OAI recommended adding both financial and activity goals to each performance plan. We collaborated with the Interim Chief of Partnerships and established a revenue target (a range between $500,000 - $3 million based on portfolio maturity and a Directors’ level and experience), activity goals, and additional goals aimed at increasing team knowledge about the four pillars and GSUSA initiatives like Gold Awards and Convention for every Partnership Director.
Throughout all of the activities outlined above, OAI provided prospect and donor-specific engagement and solicitation strategies at the team and individual level. This remained a priority during our engagement.
Recommendations
Below we make recommendations to maximize opportunities and address challenges for the three key areas:
Team Structure and Roles
Because of the new team structure, Partnership Directors should spend at least 75% of their time on direct external fundraising activities and Partnership Managers should spend 80% of their time on project fulfillment and activation with an additional 10% on sales support. This should be monitored and reviewed on a quarterly basis.
Managers should continue to be empowered to manage all post-sale
Prior to OAI’s engagement, all of the existing Partnership Directors and the Interim Chief of Partnerships had large individuals large prospect lists, which included current sponsors, active prospects, disqualified prospects, and names of potential prospects with no current activity. Each Director managed their list separately. Directors worked towards the team revenue goal, but did not have an established individual goal. Moreover, there were no activity goals at the individual or team level to track the number of meetings or outreach efforts. In addition, phone calls, emails, and meetings were seldom documented in either Raiser’s Edge of Salesforce.
OAI’s strategy was to work with the Partnership Team …show more content…
The new Portfolio Management Process aggregates leads from Directors, referrals, and new prospect research into a Prospect Management Chart managed by the Partnership Team Coordinator. Prospects recommended by GSUSA or Council staff are also included. The Chief of Partnerships reviews the lists and assigns prospects based on fit and Director capacity. As needed, the Partnerships Team reviews all new prospects on the chart and officially assigns them to a portfolio. This process is also used to review disqualified …show more content…
OAI recommended adding both financial and activity goals to each performance plan. We collaborated with the Interim Chief of Partnerships and established a revenue target (a range between $500,000 - $3 million based on portfolio maturity and a Directors’ level and experience), activity goals, and additional goals aimed at increasing team knowledge about the four pillars and GSUSA initiatives like Gold Awards and Convention for every Partnership Director.
Throughout all of the activities outlined above, OAI provided prospect and donor-specific engagement and solicitation strategies at the team and individual level. This remained a priority during our engagement.
Recommendations
Below we make recommendations to maximize opportunities and address challenges for the three key areas:
Team Structure and Roles
Because of the new team structure, Partnership Directors should spend at least 75% of their time on direct external fundraising activities and Partnership Managers should spend 80% of their time on project fulfillment and activation with an additional 10% on sales support. This should be monitored and reviewed on a quarterly basis.
Managers should continue to be empowered to manage all post-sale