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Managing Prospect Relationships and Fundraising Activity in a Campaign
Presented by: Elizabeth Crabtree
May 4, 2011
1:00 – 2:30 p.m. Eastern Noon – 1:30 p.m. Central
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The Association of Fundraising Professionals WEB/AUDIOCONFERENCE 2011
May 4, 2011 Elizabeth Crabtree
Managing Prospect Relationships and Fundraising Activity in a Campaign
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SITE ROSTER
Elizabeth Crabtree
Elizabeth Crabtree is the Director of Prospect Development at Brown University with primary responsibilities for campaign planning, analysis and reporting, research, prospect management and data mining and modeling. She is a former president of APRA and a member AFP, CASE, and NEDRA. Ms. Crabtree is a frequent, nationally recognized speaker, curriculum developer and nonprofit fundraising consultant specializing in campaign feasibility analysis, strategic planning and program development.
5/2/2011
1
AFP Web/Audioconference
May 4, 2011
Managing Prospect Relationships and
Fundraising Activity in a Campaign
Presented by
Elizabeth Crabtree
Director of Prospect Development
BROWN UNIVERSITY
Elizabeth Crabtree
Director of Prospect Development
BROWN UNIVERSITY
Elizabeth Crabtree is the Director of Prospect
Development at Brown University where she provides
advice, counsel and analytical support for Brown’s
fundraising efforts. Elizabeth leads activities related to
campaign planning, analysis and reporting, prospect
identification and research, data mining, modeling and
market research and relationship management.
Elizabeth is the former president of the Association of
Professional Researchers for Advancement (APRA). She is
also a member of AFP, CASE and NEDRA. In 2007, Elizabeth
was the recipient of the prestigious Ann Castle Award.
Most recently, Elizabeth’s team at Brown was named a
2010 CASE Circle of Excellence award winner.
Elizabeth is a graduate of Berklee College of Music and is
an alumna of the Philanthropic Studies program at Indiana
University.
5/2/2011
2
Program Description
Managing Prospect Relationships and Fundraising
Activity in a Campaign
Review the key elements of designing a robust prospect
relationship management program that focuses on the
most important activities that need to be tracked during a
campaign – prospects, fundraiser assignments and actions,
and proposals. Options will be discussed that take into
consideration organizational size, staffing resources and
systems capabilities and limitations, allowing any
fundraising operation to benefit from the creation of
policies, principles and tracking systems that reflect best
practices in prospect management.
Program Outline
• Fundamental Concepts and Components
• Core Values and Best Practices
• Tracking What Matters in a Campaign
– Prospects
– Fundraiser Assignments and Actions
– Proposals and Solicitations
• Sample Tracking Screens and Reports
• Organizational and Campaign
Considerations
5/2/2011
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FUNDAMENTAL CONCEPTS
AND COMPONENTS
AFP WEB / AUDIOCONFERENCE
Managing Prospect Relationships and Fundraiser Activity in a Campaign
Origin
Prospect Relationship Management
• A concept borrowed from the practice of
CRM or “customer relationship
management” in sales-based organizations
• First used in fundraising in early 1970’s
• Initially called the “moves concept”
• Refined by master fundraiser, David
Dunlop (Cornell, 1959 – 1997)
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Definition
Prospect Relationship Management
• A system of policies,
procedures and practices that
reflects the fundraising actions
taken to identify and engage
prospective donors, forge
relationships, solicit gifts and
maintain interests and
contributions over time
Purpose
• Strategic, systematic and structured way of:
• Committing to a culture of collaboration that increases the effectiveness of fundraising
• Engaging, managing and tracking relationships between prospective donors and the institution
• Guiding and measuring fundraising and research activities
• Evaluating program and campaign performance
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Potential
• Focuses efforts on what’s most important
• Provides clear expectations and accountability
• Promotes transparency and collaboration
• Improves outcomes of face-to-face fundraising
• Informs management decision-making
• Aids in raising more money
Typical Components
• Prospect Management programs include:
• Prospect development and research activities
• Donor interests and demographic information
• Prospect assignment, coordination and
collaboration policies
• Prospect strategy plans
• Relationship management tracking via contact
reporting, stage and inclination coding
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Typical Components
• Prospect Management programs include:
• Proposal development and pipeline
management
• Volunteer and committee assignment and
management
• Accountability standards for program and
fundraiser performance
• Rich source of benchmarking data and KPIs
with forecasting capabilities
Importance to Campaigns
• Organize high priority fundraising projects
and needs
• Manage effectively a high volume of activity
(prospects, fundraisers, volunteers)
• Report on progress; forecast results
• Increase in available resources, typically an
opportunity to add staff and invest in
infrastructure
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CORE VALUES AND BEST
PRACTICES
AFP WEB / AUDIOCONFERENCE
Managing Prospect Relationships and Fundraiser Activity in a Campaign
Core Values
• Overarching Approach for
Fundraising
• Acting as one unified and
collaborative team
• Seeking the largest possible gifts
from engaged donors
• Supporting established and
approved organizational priorities
• Particularly important in a campaign
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Core Values
• Donor-Centric Approach
• Encouraging philanthropic behavior
• Valuing and satisfying a donor’s interests
• Creating joyful long-term givers
Core Values
• Donor-Centric Approach• Fundraisers must attentively seek to
understand the individuals’ values and interests, as well as their relationships and interactions throughout the organization
• Fundraisers create strategies and leverage relationships to ensure the right ask, timing, solicitor, etc.
• The donor will ultimately affirm their values and interests by deciding whether, how much, and for what purpose, they will give
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Core Values
• Donor-Centric Approach
• Ultimately, an organization can
be donor-centric while also
advancing the organization’s
mission, obtaining the largest
gift possible in the most
effective and efficient way
Effective Prospect Relationship Management Can Help Organization’s
Achieve These Objectives
Why Prospect Management Matters
• Provides clarity of direction and focus through established policies and procedures
• Promotes disciplined approach to managing the Development process
• Encourages coordination, cooperation and understanding among key stakeholders:– Individual Development units / programs
– Fundraisers
– Researchers
– Management
– Volunteers
• Provides uniform metrics for fundraiser and volunteer accountability, recognition and feedback
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Best PracticesACCOUNTABILITY
• Requires development officers to be accountable for management of their prospects– Transparent to ongoing activities and contacts
– Timely communication and entry of information
• Makes the best use of human resources and involve others to further a solicitation strategy
• Solicits successfully a high percentage of donors
• Provides “institutional memory” as a record of activities and relationships with donors
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Best PracticesCOOPERATION
• Cooperation and collaboration are the prevailing imperatives for prospect assignment and engagement regardless of hierarchy and roles
• The overarching objective is to determine, and be responsive to, what is best for the donor and the organization– Establish personal connections between the donor
and development staff for each active major and principal gift rated individual
– Foster inclusion and collegiality when the donor has multiple interests that span organizational silos
Best PracticesDISCIPLINE
• All fundraising programs should use a
consistent set of terms to define the status
of their activity
• Specific actions and program information
should be stored in the appropriate place
for such data
• Provides a means to accurately analyze and
report the results of relationship
management activities
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Best PracticesPROACTIVE
• Identify continually new prospective donors and assign them to the appropriate program and/or officer
• Identify the best giving opportunities for the donor
• Record cultivation and solicitation strategies
• Develop comprehensive and coordinated proposals, as appropriate
• Anticipate next giving opportunity
Best PracticesMEASURABLE
• Establishing departmental benchmarks and goals, including both qualitative and quantitative factors
• Monitoring progress and providing a means for better forecasting
• Measuring individual staff performance, providing officers with positive feedback for their efforts and achievements
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Common Issues
• Inconsistent Use / Commitment– Lack of leadership support
– Lack of fundraiser buy-in
– Lack of uniformity in coding and understanding
• Internal competition– Coveting prospects, rather than covering prospects
– Limiting access to prospects; isolating the donor
• Lack of strong accountability standards
• Lack of oversight and administrative staffing
• Bureaucratic and cumbersome processes
Common Issues
• Development staff become “slaves to the system” whereby prospect management is reduced to a series of database coding rules and processes focused solely on quantitative measures– Should be intuitive and reflect how fundraising
occurs in the field and how donor relationships change over time
– Should be sensitive to how fundraisers are building each prospect’s awareness, knowledge, interest, involvement and commitment to the organization and its highest needs and priorities
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TRACKING WHAT MATTERS
MOST IN A CAMPAIGN
AFP WEB / AUDIOCONFERENCE
Managing Prospect Relationships and Fundraiser Activity in a Campaign
The Goal
• A successful Prospect Relationship Management program increases the success rate of every solicitor action, communication and appeal– Works equally well for annual leadership
giving as well as major, principal and planned giving
• Specific goals give your fundraising team something to work towards and allows leadership to track progress and keep everyone focused along the way
Adapted from “Embracing Technology for Moves Management Success,” Blackbaud
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The Process
Prospect
Management
Policies and
Guidelines
System
Design and
Coding
Research
Activities
Fundraising
Activities
Stewardship
Activities
Program
Evaluation
The Workflow
New
Prospect
Identified
Ste
ward
ship
/ Fu
ture
Co
nsid
era
tion
Prospect
Review
Prospect Assigned
Manager
Relationship(s)
Created
Research Rating
Contact
Activity
Prospect Qualified
Prospect’s Interests
Known
Prospect Ready to
Solicit
Solicitation
Strategy
Purpose, Amount,
Solicitors
Determined
Proposal Entered
Prospect Solicited
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The Workflow in Action
Who Identifies Prospects?
• Researchers
• Fundraisers/Sr. Staff
• Leadership/Trustees
• Volunteers
– Boards
• Current and former members
– Committees
– Peer screenings
New
Prospect
Identified
Sample – Prospect Tracking Screen
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Sample – Peer Screening Input Form
Prospect NameJob Title / Employer
Spouse NameJob Title / Employer
City/State
Sample – Peer Screening Results in System
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The Workflow in Action
Prospect Review Sessions
• Discuss prospects identified
• Pre-qualify prospects’ interests
and gift potential
• Assign staff and volunteers,
particularly those with
knowledge or close
relationships
• Strategize cultivation and
solicitation next steps
Prospect
Review
Sample – Simple Strategy Worksheet
Prospect Name and Assignments
Campaign Projects and Priorities
Notes and Comments
Rating and Gift Potential
Gift Strategy
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Sample – Prospect Profile View
Sample – Staff / Volunteer Assignment
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The Workflow in Action
Engaging Prospects
• Initiating and furthering
cultivation activities
• Confirming qualification,
inclination and ability
• Understanding motivators and
influencers for giving
– Key relationships
– Key areas of interests
Contact
Activity
Sample – Task Tracking Screen
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The Workflow in Action
Making the Ask
• Determining purpose, amount
solicitors
• Determining timing and
scheduling the meeting
• Preparing proposal and
materials (if needed)
• Tracking process and response
• Closing the gift
Solicitation
Strategy
Sample – Proposal Tracking Screen
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Sample – Solicitation Overview Report
The Workflow in Action
After the Gift
• Ensure appropriate donor
recognition and stewardship
• Deepen relationship over time
• Monitor and evaluate potential for
next ask
– May have made last gift
– May increase giving or make new gift
in same campaign
– May have future leadership potential
Ste
ward
ship
/ Fu
ture
Co
nsid
era
tion
5/2/2011
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The Prospect Universe
100,000+
Entities
15,000+
Active
Prospects
8,000+
Assigned
Prospects
4,000+
Active
Contacts
The Prospect Universe
100,000+
Entities
15,000+
Active
Prospects
8,000+
Assigned
Prospects
4,000+
Active
Contacts
Identified prospects by giving
segment, interests,
relationships some already
assigned, others available or
in pool review
Most promising prospects with
a primary manager and
possibly secondary and/or
volunteer manager(s)
assignment
Prospects actively being
engaged by the organization
and/or multiple contacts with
the same prospect
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The Prospect Universe
• Prospect Pools – By levels of giving / capacity (principal gifts, major
gifts, annual fund), unit, program, interests, etc.
• Campaign Gift Pyramids– Number of prospects at segmented levels
– Inclination analysis
– Risk-adjusted forecasting ratios (# prospects to donors)
• Individual Manager Portfolios– Appropriate and manageable number of
prospects
– Quality and capacity of portfolio
The Prospect Pipeline
• Can you estimate how many prospects
need to be identified and assigned to a
fundraiser in order to reach your
campaign goals?
– Example: If the goal is to gain 100 new
major donors of $100K+ by the end of the
year, how many prospects need to be
qualified, cultivated and solicited?
• Are you on track to achieve these goals?
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The Prospect Pipeline
0
2
4
6
8
10
12
Identification Qualification Cultivation Solicitation Stewardship
Number of Prospects
In this pipeline example, the assumption is that
for every major gift donor, ten prospects must be
identified, eight qualified, five cultivated and three
solicited.
The Prospect Pipeline
• If this example were reflective of your organization’s experience, then to achieve 100 new major gift donors of $100K+, you would need:
– 1,000 prospects identified
– 800 qualified (80% of those identified)
– 500 cultivated (50% actively engaged; multiple meetings / moves)
– 300 solicited (30% in active solicitation)
– 100 major gifts closed (10% of those originally identified)
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A Fundraiser’s Portfolio
Newly Identified Prospects
Early and Mature
Cultivation
Solicitation
Stewardship
Data mining / scored prospects
Research identified and rated
New leads and referrals
Successful qualification
Evaluating giving potential and interests
Developing solicitation strategy
Implementing solicitation strategy
Identifying solicitors, amount, project
Determining timing and approach
Thanking donor
Continued engagement
Preparing for next gift
Portfolio Management
• From an individual fundraiser’s point of
view, what is the potential and quality of
your portfolio?
– Is it largely unqualified? Or very mature with
many prospects in stewardship?
– Who’s ready to be solicited?
– Who are my high-opportunity prospects?
• Those who have high affinity, demonstrated
interest but low giving compared to capacity and
no recent contacts or visits?
• What else?
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Portfolio Management
• From an individual fundraiser’s point of
view, what are your targets?
• What are you hoping for in the next gift?
• What do you want it for?
• Has the donor affirmed their interest and
willingness to consider such a gift?
• How do you plan to work toward achieving
this target goal?
• Are you balancing the time and attention you
give to prospects within your portfolio?
Portfolio Management
• From an individual fundraiser’s point of view,
who are you not planning to solicit for a
major gift this year?
– Can these individuals be solicited for annual
leadership gifts and programs?
– How long ago were these individuals qualified?
– Do you need new information or updated
research ratings?
– Could someone else be helpful in engaging these
prospects? (volunteers, community leaders, other
staff)
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Portfolio Management
• Portfolio Model Design:
• At least 50% of a primary manager’s portfolio of
assigned prospects should be actively cultivated
toward solicitation over a 12-month period
• Each active prospect should be substantively
contacted and/or moved three to five times per
12-month period
Portfolio Management
• A mature portfolio of prospects might contain:
• 50% - 60% in Cultivation status – engaged in
active contact and cultivation moving toward
strategy development and solicitation
• 25% - 30% in Solicitation status – having a
planned strategy in place and scheduled for
solicitation within next six to twelve months
• 10% - 20% in Stewardship status –recent
major gift donors that are not likely to be
solicited for a significant gift in near future
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Prospect Strategy
• Best prospect strategies:
• Incorporate research knowledge (gift capacity ratings, giving history analysis, background information)
• Promote effective collaboration between all involved fundraisers and the donor’s areas of interests
• Leverage relationships and circles of influence (staff, volunteers, family)
• Involve the right type, right amount and right time to present information to donor
The Proposal Pipeline
• How many and what type of proposals are optimum for each individual fundraiser to achieve programmatic goals?
• How long does it take to plan, execute and close a major gift solicitation?
• What is the average yield rate (proposal granted amount ÷ ask amount) by fundraiser, unit, department, division?
• Can we use past performance to forecast future results?
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The Proposal Pipeline
• Active Solicitations by Type (annual, capital, comprehensive)
• Planned Asks in next 12 months
• Asks in Progress (Scheduled Visits)
• Response Pending (Awaiting Donor Decision)
• Awarded / Closed / Declined
• Yield Rates
• Gauging Progress Toward Filling the Buckets (of fundraising priorities/campaign needs)
Performance Management
• Examples of Quantitative Measures:• Cash Giving as well as New Gifts and Pledges
• Percent Raised Toward Dollar Goals
• Penetration Rate: Number of Prospects Assigned and Qualified
• Number of Substantive Contacts
• Planned Proposal Pipeline and Execution
• Closed Proposal Pipeline (Solicitation Rates)
• Yield Rate: Dollars Granted of Ask
• Aging reports – how long in stage / last contacted
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Performance Management
• Examples of Subjective Measures:• Knowledge of one’s portfolio
• Demonstrated collegiality and inter-department
cooperation
• Disciplined commitment to policies and processes
• Proactive planning and execution of strategy
• Positive forward movement with prospects
• Ongoing donor relations; preparing donors for next gift
Sample – Goal Development
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Sample – Goal Development
Sample – Fundraiser Activty Report
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Sample – Fundraiser Activity Report
Sample – Individual Fundraiser Activity
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Sample – Visit Analysis
Sample – High Opportunity Prospects
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Sample – Portfolio Performance
ORGANIZATIONAL AND
CAMPAIGN CONSIDERATIONS
AFP WEB / AUDIOCONFERENCE
Managing Prospect Relationships and Fundraiser Activity in a Campaign
5/2/2011
36
Organizational Structure
• Professional Fundraising Staff Model
• Volunteer Model
• Hybrid Model
– Both professional fundraising staff and
volunteers
– Expectations of staff versus volunteers
• How does the model change in a
campaign?
Infrastructure / Technology
• Donor database capabilities
• Staff support and technical capabilities
• Access and security options
• Are the technology and related staffing
needs adequate to serve the needs of the
campaign?
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Campaign Type
• Annual or Current-Use Fund Campaign
• Capital or Building Campaign
• Comprehensive Campaign
• Are there differences in what we need to
track and focus on depending on the
type of campaign?
Operational CapacityCAPACITYINDICATOR
ORGANIZATION SIZE
Small / Upstart Mid-Size LargeTotal Development Staff <12 12 – 39 40+
Fundraising Staff 1 – 7 8 – 25 25+
Operations Staff 0 – 4 5 - 9 10+
Software /Technology None or low-quality Core package but no prospect
management or proposal module
Sophisticated software with programming staff
to customize
Desire to Upgrade? ($) ($) ($)
Options Web-based productHire consultantHire database
management staff
Upgrade softwareHire consultant
Hire more databasemanagement staff
Train all staff
Conversion?Web-tools?
Increase database management and programming staffTrain end-users
5/2/2011
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CLOSING REMARKS
AFP WEB / AUDIOCONFERENCE
Managing Prospect Relationships and Fundraiser Activity in a Campaign
What’s Most Important
• Focus on the why for prospect relationship
management and desired outcomes
• Understand that policies and operating
guidelines are different from system design and
training
• Be committed to the time required to implement
and maintain a prospect management program
• Ensure that everyone understands both the
philosophical and practical purposes of the
prospect relationship management program
5/2/2011
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What’s Most Important
• Be thoughtful in system design and
coding:
• Just because you can track it, doesn’t mean
you should
• Seek clarity, efficiency and ease of
• Establish and define terminology
• Provide solid end-user training, support,
program and system auditing
• Consider reporting from the fundraiser,
manager, board and volunteer point-of-view
“In addition to twenty-five possible cultivation stage codes we’ve added fields in the donor database for golf handicap, allergies, and vices.”
5/2/2011
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Achieving Results
• Successful prospect relationship
management is based on:
• Achieving goals to forward the mission of the
organization and create a positive philanthropic
experience for the donor
• Creating thoughtful policies and guidelines for
managing and monitoring the fundraising process
• Implementing systems that are intuitive and reflect
how fundraising really occurs in the field
• Being transparent about activities and
collaborating across organizational silos
Celebrating Success
• As with most fundraising,
success with prospect
relationship management
in a campaign generally
requires the effort and
support of many working
together with a shared
sense of purpose and
achievement
5/2/2011
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Closing Thoughts
“All I want to do is change the world, make it a better place for this and future generations.”
-William Clement Stone Founder of AON
Questions?
Elizabeth R. Crabtreeelizabeth_crabtree@brown.edu
401-863-7527http://www.linkedin.com/in/elizabethcrabtree
5/2/2011
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For a listing of the 2010 AFP Web/Audioconference Series, please visit our
website at www.afpnet.org in the professional development section.
Coming Next….
May 19, 20111:00 – 2:30 p.m. EST
Developing A Planned Giving
Marketing Plan
TIMMOTHY D. LOGAN, ACFREVICE PRESIDENT, PLANNED GIVING SERVICES
RUFFALOCODY
CERTIFICATE OF PARTICIPATION
I was a participant in the AFP Webconference held May 4, 2011
1:00 – 2:30 PM Eastern
Managing Prospect Relationships and Fundraising Activity in a Campaign
Presented by: Elizabeth Crabtree
Full participation in this session is applicable for 1.5 points in Category 1.B – Education of the CFRE International application for initial certification and/or recertification. Signed__________________________________________________________
This is for your records only.
Association of Fundraising Professionals May 4, 2011
Managing Prospect Relationships and Fundraising Activity in a Campaign
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• MAY 4, 2011, THURSDAY Managing Prospect Relationships and Fundraising Activity in a Campaign Elizabeth Crabtree, Director of Prospect Development at Brown University Sponsor: The Association of Prospect Researchers for Advancement (APRA)
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11:00 a.m.–12:30 p.m. Mountain / 10:00-11:30 a.m. Pacific / 9:00-10:30 a.m. Alaska (*except on June 21, 2011) FEES: $159 (U.S.) per member session; $295 (U.S.) per nonmember session
Special AFP Member Bundle - $99 per session when registering for 10 or more programs at one time!
AFP 2010/2011 WEB/AUDIOCONFERENCE SERIES February 24, 2011 Jason Saul, It’s Not About You, It’s About Them: the New Imperative in Corporate Fundraising February 16, 2011 John Joslin, Planning to Keep Your Donors March 2, 2011 Penelope Cagney, The Secrets of Consultants March 24, 2011 Jon Duschinsky. Seriously Good Innovation… In Practice! April 7, 2011 John Greenhoe, Strengthening Foundation Relationships April 20, 2011 Ted Hart, Social Networking and Online Fundraising Success May 4, 2011 Elizabeth Crabtree, Managing Prospect Relationships and Fundraising Activity in a Campaign May 19, 2011 Timothy Logan, Developing a Planned Giving Marketing Plan June 1, 2011 Elizabeth Crabtree, Campaign Reporting June 21, 2011* Jason Saul, How to Raise More by Selling your Impact July 13, 2011 Marty Martin, When Raising Money 10 Legal Matters to Avoid July 26, 2011 John Hicks, Building Relationships that Pay Off August 24, 2011 Linda Lysakowski, Raising More Money From Your Business Community September 15, 2011 Amy Eisenstein, Face-to-Face Basics: Integrating Individuals into Your Development Plan September 28, 2011 Ted Hart, Nonprofit Internet Management Strategies, Tools and Trade Secrets October 4, 2011 Monique Hanson, Sally Mimillan, Structuring Your Development Office for Success October 27, 2011 June Bradham, Rachel Hutchisson & Tucker Branham, From boomers to Echo boomers: Giving Across the Generations November 1, 2011 Michael J. Rosen, Donor Centered Planned Gift Marketing November 17, 2011 Marcelo Iniarra, Digital Mobilization on Giving December 6, 2011 Sandy Rees, Secrets of Success in the Small Shop December 14, 2011 TBD This order is for [ ] Live Event, [ ] Download, [ ] CD ($8.95 for shipping in the U.S., $20 for International orders)
Webconferences will be held at 1:00-2:30 p.m. Eastern / 12:00-1:30 p.m. Central 11:00 a.m.–12:30 p.m. Mountain / 10:00-11:30 a.m. Pacific / 9:00-10:30 a.m. Alaska (*except on June 21, 2011)
FEES: $159 (U.S.) per member site per session; $295 (U.S.) per nonmember site per session Special AFP Member Bundle - $99 per session when registering for 10 or more programs at one time!
Four ways to register: Online: http://afp.peachnewmedia.com Fax: 206-984-1371 Phone: 770-805-6292 Mail: Peach New Media, 3300 Highlands Parkway, Suite 290, Smyrna, GA 30082
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Can’t make a Webconference? Purchase the recorded session as a download or on CD. Call 877-728-3904 or visit our website at http://afp.peachnewmedia.com
(Payment must accompany registration and must be paid in U.S. funds) Method of payment (check one):
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