The primary responsibility of the Office of Development, in consultation with the Vice
President for Institutional Advancement, is to serve as the coordinating agency for all
University fund-raising programs and activities. The colleges, with their assigned gift
officers, will coordinate fund-raising activities through the Office of Development.
6.1 Moves Management Defined
The best approach to major gift solicitation is to design an individual strategic action plan
for each major gift prospect. Major gift cultivation, solicitation and recognition should
all be a part of the strategic action plan from the beginning so that each qualified donor
and prospect is given the personal attention he or she needs to arrive at a gift decision.
This method is called Moves Management.
Gift officers will be assigned donors and prospects to place under management as the
6.2 Stewardship Defined
Donor stewardship serves as the linchpin in the nurturing and building of lasting
relationships between The University of Toledo with those who support the University
with their time, talent and treasure. As an active advocate of donor interests throughout
the University, donor stewardship fosters and encourages such support by:
1. Acknowledging any and all contributions in a timely, accurate and appropriate
2. Recognizing donors in meaningful ways that faithfully adhere to any stated
wishes regarding anonymity and other levels of public disclosure;
3. Reports to donors in a consistent and accurate manner on the use, impact and
management of their financial contributions; and
4. Keeps the donor involved with the University.
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.
6.3 Specific Roles in the Relationship Manager Model
1. Relationship Manager (RM): The individual who is assigned a donor or a
prospect to manage through the solicitation cycle. The Relationship Manager will
facilitate all contacts with the donor/prospect.
2. Natural Partner (NP): Usually a peer, friend or colleague of the prospect. A
Natural Partner is someone who can partner with the Relationship Manager to
advance the relationship with the prospect. A prospect can have many Natural
3. Primary Player (PP): Again, this could be a peer, friend, or colleagues of the
prospect, but is usually someone who could be influential in moving the gift
forward; someone who could make the ask. Quite often this is someone that the
prospect sees as key to his/her gift (i.e., the President of the Univeristy).
4. Relationship Support (RS): The Director of Corporate and Foundation
Relations and/or the Director of Planned Giving may also serve in this role as may
other staff members who can assist in advancing the relationship.
To request adjustments in the various types of relationships, please utilize the
Relationship Authorization Form. See Appendix 12.
6.4 The Role of the Relationship Manager
The gift officer will assume primary responsibility and accountability for the cultivation,
solicitation and stewardship of assigned prospects. As the relationship manager (RM) of
these prospects, he/she will function as the consummate University citizen. The
Relationship Manager’s role includes listening for, and responding, to all of the
University-related interests of a specific individual, couple or organization. The
Relationship Manager will serve as the convener of a team of staff and faculty,
administrators, Natural Partners and Primary Players in developing and implementing
cultivation and solicitation strategies that respond to the interest of the donor(s). All
major gift prospects should be assigned a Relationship Manager.
1. Maintain a high quality of service to the donor/prospect. In serving as the
bridge between the University and the prospect, the Relationship Manager is
obligated to keep accurate records, respond to the needs of the prospect in a
timely fashion, and maintain an appropriate level of confidentiality.
2. Lead strategy development. Relationship Managers convene meetings and, in
concert with Natural Partners and Primary Players, develop the moves and
strategies that will culminate in a gift solicitation. It is the Relationship Manager
who calls together all of the appropriately involved team members to craft the
strategy for solicitation.
3. Listen to all areas of donor interest and match or coordinate the donor’s
interest with the relevant college or unit of interest. Relationship Managers
represent the University and, as such, should be open to exploring all of the
interests that the prospect presents.
4. Relationship Managers “listen” the gift and recognize that it is the donor, not
the University, that drives the gifting process.
5. Prompt and monitor action steps and follow-through. Relationship Managers
are responsible for ensuring that all moves are recorded into Ascend in a timely
fashion, and that these moves are implemented. As strategies change and moves
are added, modified or deleted, the Relationship Manager makes sure that all of
these changes are reflected in Ascend.
6. Broker and manage relationships with appropriate people inside and outside
the University. As Natural Partners are identified for specific prospects, the
Relationship Manager will be responsible for ensuring that all involved parties are
kept in the communication loop.
7. Manage stewardship process. Recognizing that stewardship is a pivotal activity
in the gifting cycle, the 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. The
Relationship Manager will also ensure that all reporting requirements are met in a
timely fashion. This activity will require that the Relationship Manager work
closely with the Director of Advancement Relations and the University of Toledo
1. All major and planned gift prospects will be assigned a Relationship Manager.
This is done through the Prospect Clearance Process. Relationship Manager
assignments are made through the University Advancement Council.
2. The Relationship Manager assignments will first be made based on the prospects’
college affinity and/or the area of the country in which he/she lives. Other factors
may override this assignment on a case-by-case basis.
3. Relationship Manager assignments may be changed as other priority interests are
developed by the prospect or as warranted by other circumstances. Once a gift is
made, a review should be done to determine the most appropriate manager.
4. A Relationship Manager may be accountable for up to 100 prospects.
6.5 The Solicitation Cycle
Expand partnership How much is their likely
gift and for what cause?
relationship to lead to the
STEWARDSHIP DEVELOPMENT OF
Keep the donor passionate.
Take care of the relationship that STRATEGY
resulted in the gift in the first place. Who is involved?
What is the message?
"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.
6.6 Moves Management Flow Charts
STEP 1 - IDENTIFICATION
Learn of a possible
Check Ascend to see
if the prospect is listed
Confer with that gift officer to see if there
Prospect is already
is any assistance you can give, information
assigned to a gift officer
to share, or collaborative efforts that
can be made.
Check the M11 screen to see if any work has
Prospect is in the
been done with this prospect recently. Confer
system but not assigned
with individual(s) who have made entries to
determine their level of involvement.
Check with colleagues to see if anyone
Prospect is not in
knows anything about this prospect or may also
be considering this prospect for management.
Do not assume that they are not being investigated
by someone else.
Assuming that the prospect is not being managed by someone else, or
is not being considered by someone else, gather all the information you can about
Proceed to STEP 2 - QUALIFICATION
STEP 2 - QUALIFICATION
Perform preliminary/basic Name/Address/Phone number
research report on prospect Employment/Education
Other basic information
Arrange for this information to
Give information to UTF data entry
be added to Ascend
operator for processing
Determine method of first
contact with the prospect for Start thinking about your long-range
further information gathering. strategic plan of action for this
Schedule first contact * First contact should be used for further
information gathering. Determine L-A-I
(Linkage ~ Ability ~ Interest)
A prospect must have at least two of
these in order to become a donor
Follow-up from first contact. Call Report in M11
Determine next step
* NOTE: several contacts may be necessary prior to moving to the
If there is no L-A-I, determine if these qualities are worth the effort of trying to develop.
If not, move on to the next prospect.
If L-A-I (or some combination thereof) is present, develop your strategic plan of action.
At some point you will determine that this prospect is a good candidate for a gift. You
will know his/her financial capacity, their interest and their involvement. You will have
formulated a plan of action to take them forward towards a target gift. You will have
established a definite goal that is specific and reachable, not generalized or too open-ended.
Proceed to STEP 3 - CULTIVATION
STEP 3 - CULTIVATION
Develop a strategic plan of action
Enter Natural Partners and Primary Players on the CT2 Screen
Complete the PROSPECT CLEARANCE FORM
This form w ill involve an evaluation of the prospect and an
outline of the Moves you plan to take w ith the prospect.
Submit the form to the Director of Advancement Relations
according to instructions as found on the form.
The completed form w ill be review ed by
the University Advancement Council.
The Gift Officer w ill be advised on
the determination of the Council
Upon approval, you w ill be coded as the
Remember...a Moves Management plan for one prospect cannot
be prepared in a vacuum. You must consider the management plans
in development for your other prospects to make sure that
you optimize your time.
Continued on the next page
STEP 3 - CULTIVATION
Making the Moves
Each stage of the Moves Management process may take weeks, months, or even
years. The sample below is simplified for purposes of illustration.
Each contact, or move, that you make should be planned out well in advance.
Each call report should indicate forward movement towards the goal.
Learn more about your prospect.
Develop a relationship.
Stage #1 Find ways to engage the prospect.
Moves entered into Ascend
Adjust your Moves Management Plan as
necessary. Increase L-A-I towards an
A higher level of prospect research may take
Stage #3 Determine who will be involved in the ask.
Ready to be Asked Determine who will make the ask.
Keep your AVP informed of any solicitation of $100K or more.
Prepare the proposal.
Set the stage.
Script and Rehearse the ask.
The Ask is made
Certain types of gifts may necessitate
prior review by the University Advancement
Council to assure they are in the best
interests of the University.
If this is necessary, your AVP will bring the proposal forward to the
Advancement Council prior to the ask.
STEP 4 - POST ASK
No gift is given A gift is given
Call Report Call Report
Activity Report Activity Report
Process necessary gift-receipt paperwork.
Determine why the ask was denied. UTF Gift Transmittal Form
Is there an opening for a future ask? UTF Acount Control Sheet
Should some other DOD be assigned? Pledge Forms
Return to the beginning of Step 3. Contracts
Write a new strategic plan etc.
Determine stewardship of this gift
Coordinate efforts with Advancement Relations
Outline a plan of action for the on-going
stewardship of the current gift.
Go back to the beginning of Stage 3 and develop
a new strategic plan to move the donor to the next level.
Upon approval, work your plan to include on-going stewardship
of the current gift.
6.7 Prospect Clearance
The purpose of prospect clearance is to optimize The University of Toledo’s fund-raising
efforts by ensuring that solicitations are made o donors that will ensure the most
appropriate match of donor interest and University priorities, and maximize their giving
to the University. A series of uncoordinated solicitations to the same donor by different
individuals in a single institution is detrimental.
Prospects (potential donors and/or current donors) will be assigned to various gift officers
who will serve as their Relationship Manager (RM). This information will be so
indicated on Ascend.
Anyone interested in contacting that prospect should first coordinate their activity
with the Relationship Manager of record.
In order for a gift officer to be assigned as a Relationship Manager for a donor or a
prospect, they must complete the Prospect Clearance Request Form. (See Appendix
13) This form is found on the Outlook Public Page. Please follow the directions as
outlined on the first page of the form.
It is helpful to know that a gift officer is expected to have met with the prospect prior
to submitting a request to be named as the Relationship Manager and to have a call
report on file for that visit.
Prospect Clearance Request Forms go through the following process:
1. The gift officer meets with the prospect to determine if they are a prospect they
want or should have under management. The gift officer completes the Prospect
Clearance Request Form as directed on the form.
2. The request form is submitted to the Director of Advancement Relations who will
log it in as having been received.
3. The request form is reviewed by the Vice President, the Associate Vice Presidents
and the Director of Advancement Relations at a University Advancement Council
agenda planning meeting. The request will be reviewed for completeness and
appropriateness. If further information is needed, the appropriate Associate Vice
President will return the request form to the gift officer for additional work.
Request forms denied at this level will, again, be returned to the gift officer by
their appropriate Associate Vice President.
4. Request forms ready for the next step will be placed on the agenda for the
University Advancement Council meeting. The agenda is sent to all council
members and development directors prior to the Council meeting.
5. The request is reviewed by Council members at their regularly scheduled monthly
meeting. Council members may table the request, deny the request, approve the
request, or approve the request with provisions (such as placing a time-limit on
the relationship, adding individuals as Natural Partners, requesting that the gift
officer named as the Relationship Manager also work with another gift officer.)
6. The results of the Council deliberation on the request will be communicated to the
gift officer by the Director of Advancement Relations. If approved, the Director
of Advancement Relations arranges for the gift officer to be coded as the
Relationship Manager in Ascend.
7. The approved Relationship Manager enters their planned moves into Ascend and
proceeds with their strategic plan for that prospect.
6.8 Assigning Relationship Managers
When assigning gift officers as Relationship Managers to prospects, the University
Advancement Council will consider the following:
1. What partnerships does the prospect already have within the University? Are
these relationships currently being handled by the gift officer seeking to become
the Relationship Manager?
2. Has the gift officer had past activity with this prospect, or has the contact with this
prospect been with another gift officer?
3. Has the gift officer adequately established a relationship with this prospect?
4. Has this prospect given to the University in the past? If so, to what program(s) or
5. Does the prospect have an interest in the college or area that is assigned to this
particular gift officer?
6. Has the gift officer adequately outlined a strategic plan of action to take this
prospect towards a target gift?
7. Does the target gift seem appropriate for this particular prospect?
6.9 Reasons a prospect is not approved for solicitation or assignment
1. The prospect is already being approached by another person or group on campus
(i.e., the prospect has already been cleared and reserved)
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
3. The prospect has specifically requested not to be solicited.
4. The prospect is an institutional donor, or has multiple interests and affiliations
across campus. In these cases, the funding request may be included in a larger
request. Institutional donors have either asked to be approached by the
Development Office or they have multiple allegiances across campus. The
Development Office has primary responsibility for institutional donors.
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.
6.10 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 presidential
involvement in the cultivation, the ask 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 University Advancement Council, but is quite often managed directly by the Vice
President for Institutional Advancement with the President serving as the Primary Player.
At some point in time, a prospect under management by a Relationship Manager may
emerge as a potential institutional prospect. The Relationship Manager should bring this
to the attention of their appropriate Associate Vice President for Development 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 President and the prospect, not between the
Relationship Manager and the prospect. Therefore, direct contact with the prospect is
between the President and the prospect, or with the Vice President at the direction of the
President, unless otherwise authorized by the Vice President.
6.11 Discovery Assignments
The Director of Prospect Research engages in a great deal of pro-active research and
develops a list of potential donors. The Director meets with the Vice President and the
Associate Vice Presidents to assign these potential donors to the gift officers as
“Discovery Assignments.” The expectation for the gift officers is that they will attempt
to contact those prospects assigned to them as Discovery Assignments to ascertain
whether or not there is a linkage-ability-interest that is worth developing. The gift
officers are expected to do one of the following with their Discovery Assignments:
1. Determine if the prospect is someone that they wish to take under assignment as a
Relationship Manager. If so, the Prospect Clearance Request Form needs to be
completed and submitted.
2. Determine that the individual is someone that merits further investigation, but
possibly by another gift officer. The gift officer should request that the Discovery
Assignment be re-assigned.
3. Determine that the prospect does not merit further investigation. Request that the
Discovery Assignment be dropped.
It is important that the gift officers review their Discovery Assignments promptly and
determine which of the three above listed actions is best. They should report their
findings through call reports logged into Ascend. Discovery Assignments need to be
turned over quickly.
6.12 Call Reports
A call report provides written documentation of a personal, face-to-face visit that is part
of a strategically planned activity that may 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 Moves Management process: identification,
qualification, cultivation, solicitation, negotiation, closing and stewardship.
A call report is entered into the M11 screen of the suspect, prospect or donor in the
Ascend system. A call report is required within 2 days (48 hours) after the contact has
The following questions need to be answered for each call report:
1. The objective of the contact.
2. A general summary of the conversation
3. New information learned
4. Concerns expressed
5. Materials left (if applicable)
6. Follow-up that needs to be done
7. A summary of the next step/strategy
To properly record a call report within Ascend, the following steps need to be made:
1. Go to the entity involved.
2. Open the M11 screen
3. Click on “Add”
4. Type: “Activity”
5. Action Date: will default to the current date. Enter the actual date that the
6. Activity code: There are a good number of choices, but the only ones that will
code an entry as a call report are:
7. By entering one of these four choices in the Activity Code area, a call report
template will be generated that will list the above questions to be answered. By
clicking on “Text,” a MS Word document will pop up for ease of data entry.
When complete, click on “Save.”
8. All other activity codes will code an entry as a “Tracking Note” and will not
count as a call report. This coding (of call reports and tracking notes) is done
behind the scenes based on the activity code chosen.
9. In the “Description” area, do not type in “call report” or “tracking note”. The
system has already coded an entry as one or the other based on the activity code
chosen. Use this space to title the entry (i.e., lunch with Betty,” “proposal
submitted” or some such descriptor.
10. Click on “OK” to save the report and return to the original screen.
6.13 Examples of Call Reports
Call Report Tracking Note
Meeting Phone Call
The Key: Greeting cards
Strategic, planned and face-to-face Newspaper article
New information found
6.14 What Qualifies for a Call Report
A face-to-face meeting with Mrs. Prospect A chance meeting with a prospect or donor
to discuss her interest in the University at an event, restaurant, concert, etc. or
and/or a program within the XYZ College. talking to the individual at an event/
If this is done via telephone,
specifically for individuals who live in
another part of the country, code the
activity as a MEETING.
A face-to-face meeting with Mr. Donor to Entering copies of meeting minutes from a
discuss specific items in a fund agreement committee that the prospect or donor is
that id being drafted. involved with.
If this is done via telephone,
specifically for individuals who live in
another part of the country, code the
activity as a MEETING.
A face-to-face meeting with Mr. and Mrs. Phone calls to a donor or prospect to invite
Donor to present a proposal for funding. them to a function and notations to the file
about their response.
A face-to-face meeting with a donor to A notation about material you sent to the
report progress on their gift or share donor or prospect.
student success stories based on the gift.
Bringing a donor to campus to take a tour A notation that you left a message and are
of his or her named facility (Stewardship) awaiting a call back.
A newspaper article or biography on a
prospect or donor that you enter into
Copies of letters or emails sent/received.
Informational notes regarding things you
learned about the prospect or donor outside
of a scheduled meeting with him/her.
6.15 Activity Reports
All professional staff in Development are required to submit an Activity Report. [See:
Appendix 14]. The Activity Report Form is found on Outlook.
The report is due on the last day of each month and is to be sent electronically to the list
of individuals at the bottom of the form.
6.16 Developing a Territory
Most gift officers will be assigned a territory of the U.S. that they will be expected to
work. The following outline is a good checklist for the development of a territory. This
check list is found on the Outlook public page for Institutional Advancement.
While working in the territory assigned, the gift officer is expected to represent the
entire University and all of its colleges.
DEVELOPING A TERRITORY
Due Done Activity
Request a report from Ascend on the alumni in your territory. Ask for
the following data to be placed in an Excel spreadsheet so that you can
sort your data by different categories:
Name, address and phone number
Giving history (hard & recognition credit)
College affiliation, degree, year graduated
Cross-reference data with Wealth ID to identify potential planned
giving prospects. Specifically look at alums over age 65 with specific
Sort your list by giving history and take a closer look at your top 10-15
percent. Look for the following with these alumni:
Specific giving history (amount, when, for what purpose)
Has anyone worked with them in the past; what contact have
they had with the alumni or development office?
Check with the Alumni Office to find out:
Have any events been hosted in this area in the past?
When was the event and what was the purpose of the event?
Who hosted the event and who attended?
Obtain a map of the area and pinpoint where your prospects live. Get a
sense of the geography and centers of concentration.
Identify a time when you could travel to your territory to begin initial
1-1 ½ Send a letter of introduction to the key alumni that you have identified
months through your background research.
prior to Your initial goal is to develop rapport and establish continuity
visit and credibility
Identify on-going communication methods. Email seems to be working
well and may be the preferred medium of communication with your
2 weeks Follow-up with a personal phone call.
after letter Ask for the opportunity to meet with them.
Your goal at this point is not fund raising
Schedule a number of appointments for your territory visit
As you make your visits with alumni in your territory, look for the
Their level of involvement with UT
Due Done Activity
Their emotional attachment to UT
Their giving history
Where are they in their career path?
What are their personal interests and dreams?
Family responsibilities such as children in private
Follow up your visit with an appropriate thank-you note. Send them
any information they requested
Are there any individuals that can be identified as Natural Partners for
the alumni you have met with? If so, enter them as “NP” in Ascend.
Document your visits with call reports
From your initial appointments, identify one or two key individuals to
engage more extensively.
Send them appropriate reports
Invite them to campus for a visit, a sporting event, or some
other special event that is of interest to them.
Introduce (or re-introduce) them to the dean or a favorite
former faculty member
Make critical introductions with Natural Partners
Is there a Board or Advisory Committee on campus for which
they qualify and/or would be interested in.
Target your communication to match the interests and passion
of your contacts
Rekindle their attachment to the University
Ask them to mentor you
Ask for their help in identifying other alumni
Ask for their help in securing appointments when in the
Keep them involved in assisting you
Set up a Territory Network Group.
On a subsequent territory visit, get your key alumni members
together for a brainstorming session.
Ask them to continue mentoring you.
Ask for information on other prospects in the area
Discuss the possibly of one of them hosting an alumni event.
Develop a cultivation/solicitation plan for each of your key contacts in
Start working your cultivation plan
Working with your territory network, schedule an alumni event.
Have your network contacts review the guest list.
Consider having the invitations come from your network contacts
Determine what staff might be involved at the first event (AVP, VP,
Consider partnering with the Alumni Office for a joint
Due Done Activity
At least 1 Send out the invitations
Arrange for our Outlook service staff to get you set up with a specific
email box dedicated to your event / or / utilize the Development Office
generic email account and/or the Development Response line for
RSVPs. (See Chris)
Work with your support staff to keep your RSVPs organized, and
recorded properly into Ascend (coding).
Follow-up the event with personal notes to each attendee
Currently established territories consist of:
REGION TERRITORY STATES
Region I Northeast Territory New Jersey New York
New Hampshire Delaware
Connecticut Rhode Island
Region II Washington DC Territory District of Columbia
Region III Southeast Territory Georgia North Carolina
South Carolina Alabama
Region IV Florida Territory Florida
Region V Midwest/NorthWest Illinois Indiana
Territory Oregon Washington
Region VI Southwest Territory California
Region VII Southwest Territory Texas Arizona
Region VIII United States United States (all areas)
6.17 Travel with the President
As the Relationship Manager works through his/her strategic plan for the cultivation of a
prospect, there may be the opportunity to include the President in the plans.
Do not contact the President’s Office directly to schedule the President for travel
to a territory. This is handled by the Vice President of Institutional
Advancement through the appropriate Associate Vice President.
Once the President has been confirmed for a trip, the Relationship Manager for the
donor(s) to be visited will act as the primary coordinator and information provider for the
trip. Expect any questions about donors, arrangements, schedules, tickets, etc. to be
directed to the Relationship Manager. The following check list may be helpful in
planning the trip. This check list is found on the Outlook public page for Institutional
Consider yourself as the primary coordinator, information provider and keeper for your
trip.Expect any questions about donors, arrangements, schedules, etc. to be directed to you.
Deadline Done Item
TRIP PREPARATION ~ Prior to the Trip
A1 Schedule a meeting with Vern and the President to present
an overview of the trip planned.
A2 Prepare briefing folders for each team member with all
appropriate materials that they will need (itineraries,
confirmations, appointments, events, etc.)
A3 Schedule master trip itinerary with Ex. Secretary to the VP
A4 Prepare in-depth bio information on each of the primary
A5 Prepare condensed bio cards for team members to carry and
review prior to the appointments.
A6 Prepare necessary bio information and cards for team
members on any individuals who will be at the reception(s)
A7 Have secretary prepare a master-planning folder where all
information/documents regarding the trip preparation are
A8 Meet with support staff to review the planned schedule step-
A9 Create a cell phone directory for all traveling as well as key
alum’s you will be meeting as well as all scheduled
A10 Secure appropriate credit card numbers in order to make
Finalize master itinerary
B1 Secure your airline ticket(s) for destination.
B2 Coordinate President’s ticket(s) with President’s Secretary.
Try to obtain tickets on same flight if possible
B3 Keep a copy of everyone’s flight itinerary for your travel
C1 Best to book directly. (Avoid going through an internet
C2 Know travel team member’s needs (king/double/non-
smoking, etc.) prior to making arrangements.
Deadline Done Item
C3 Guarantee all reservations for late arrival. Obtain
C4 Hotel contact Person: Ph. No.:
C5 Coordinate hotel billing with President’s Secretary
C6 Stay with guests during hotel check-in to make sure all
accommodations are secured as planned.
D1 Plan on using car service (with drivers) in major
metropolitan cities. Arrange for this service to and from the
airport and for major appointments.
D2 Confirm the number of people traveling on each pick-up and
the size of the vehicle needed. (The president prefers to
keep it low-key…no stretch limos)
D3 Obtain copies of the service contract and the confirmation
D4 Carefully work out the time schedule for when the car(s)
and driver(s) will be needed
SPECIAL TICKET PURCHASES
E1 Determine the number of tickets that will be needed.
E2 Arrange for the tickets (reservations) and obtain
E3 Provide confirmation and ticket pick-up information to
travel team member(s).
E4 Arrange for any special transportation to/from special event
F1 Secure venue
Contact Person: Ph. No.
Consider such things as: size of room; AV needs; parking;
F2 Obtain venue contract
F3 Secure directions to the venue, with a map if possible
F4 Contract well in advance of event for official signatory on
F5 Select menu for reception. Obtain confirmation
F6 Cash bar/Open bar
F7 48 hours prior Headcount due to venue catering staff
G1 Prepare proposed guest list well in advance of trip
G2 Review of guest list with appropriate staff
G3 6 weeks prior to Send out invitations. RSVP should be to UT-Office of
G4 RSVP list is prepared.
Deadline Done Item
G5 Nametags are prepared
G6 Secretary prepares a final guest list
H1 Create an event agenda for the President and other speakers
H2 Create a list of “special” friends to recognize
H3 Keep the program tight with speakers given 3-5 minutes
H4 Recognize the Chapter alum’s – hosts
H5 During Campaign, it will work best in most cases if Vern is
the closing speaker.
DAY OF RECEPTION ~ CHECK OFF
I1 Reconfirm arrangements with venue contact person.
I2 Site check the venue
Check on physical arrangement of room (tables/chairs)
I3 Meet with the catering manager to review the confirmed
I4 Check on room lighting (where are controls)
I5 Run a pre-test on any audio-visual equipment
I6 Set up a registration table.
I7 Items to have on hand at the registration table: UT
Marketing pieces; any event program, pre-printed nametags,
blank nametags and a marker for walk-in guests. List of
YOUR PERSONAL TRAVEL “HOT” FOLDER
A list of items that should be in this folder
Note: Keep this folder in your carry-on luggage
J1 Airline itineraries for each person in your travel party
J2 Confirmation and booking information for ground
J3 Hotel confirmation and booking information for each person
in your travel party
J4 Reception venue contract with copy of menu selection
J5 Other booking and confirmation material for any other
special events arranged.
J6 Map of the city
J7 A complete trip itinerary
J8 Directions to appointments
J9 Telephone and cell-phone list
DAILY PLANNING SESSIONS WHILE ON TRIP
K1 Schedule a time each day with the travel team to review the
day’s appointments and to discuss the agenda for the
Deadline Done Item
L1 Everyone in the travel party is asked to submit their final
trip report highlighting donor information
L2 Prepare a letter to the guests at the reception(s) for
President’s signature. Draft a letter ~ reviewed by Vice
President ~ sent to the President’s Office for his approval
L3 For one-on-one appointments that the President has with a
donor, create a different letter. Draft reviewed by Vern ~
sent on to the President’s office for approval and signature.
This letter might be sent with a gift from the president (i.e.,
signed copy of his book, paperweight)
L4 Coordinate the completion of all the reports from team
members and complete call reports on trip.
L5 Meet with Vice President regarding proposed follow-up
6.18 What needs to be in a Briefing Book for the President when Traveling and
1. Complete itinerary of the tip. A day-to-day, hour-by-hour outline of his
2. All appropriate tickets, confirmations, etc. that pertain to his travel that have been
booked and that his secretary has booked.
3. Briefing document on each individual with whom he will be meeting (Contact:
Director of Prospect Research).
4. Talking points for each appointment.
5. Maps and directions to places he needs to go.
6.19 Presidential Telephone Calls and/or Local Meetings with Donors
Do not contact the Office of the President directly.
Complete the following steps to request a telephone call by the President to a donor, or a
special meeting with the donor and the President.
1. Prepare a request memo. This is a one-page description of the call or meeting and
Name of donor (include graduation year and degree if applicable)
Proposed date and time of call/meeting.
Purpose of call/meeting; include goals and expected outcomes.
Outline the President’s role.
Donor’s giving history, including lifetime total and areas of past support.
Background and/or historical information.
If the request is for a meeting, include a suggested attendee list, if
2. Submit two copies of the request memo to the appropriate Associate Vice
President for Development for review. The AVP will forward the request to the
Vice President for Institutional Advancement who will take approved requests
forward to the President.
3. Once a request is approved, prepare a double-spaced, bulleted talking points
document for the President. Include the necessary telephone number(s) for a call
request. Submit two copies to the appropriate Associate Vice President for
Development who will handle it as appropriate.
4. If a meeting is requested, the meeting will be arranged by either the Executive
Secretary to the Vice President for Institutional Advancement or the President’s
6.20 Prospect Review
Setting up a Review Committee
Prospect Review is the term applied to the process in which a committee of well-
informed volunteers estimates the fair shares of those who might be expected to
participate in the Campaign. In its simplest form, it is nothing more or less than an
attempt to discover the sources from which the required funds can be obtained.
Assemble a small preliminary donor Review Committee. The purpose of this group is to
review your current list of donors for the names of people most likely to give to the
campaign and at what general levels. The basic job description for this committee is to
tell us about people.
Approaching the task
One of the most serious dangers in a campaign is the tendency of persons to give only to
the degree consistent with their giving to the United Way, or other annual campaigns
with substantially lower goals.
With the MINIMUM objective of the current campaign set at $100 million, it is obvious
that all potential donors will have to consider participating at a scale vastly increased
above any giving they may have provided previously.
Proper review of the potential of such prospects will raise the sights of donors and the
members of the soliciting committees, thereby guarding against giving that is
disproportionate to the goal.
The basic approach in attempting in advance to evaluate each prospect should be
consistent. Specifically, consideration should be directed to the amount the prospect
could invest over a 36 to 60 month period provided his or her interest in the Campaign
could be sufficiently stimulated. The committee should not be guided by what the
prospect has done in previous campaigns. Instead, it should direct its attention to
consideration of what the prospect could do once he or she has been made thoroughly
aware of the challenge and has resolved to act.
When too much emphasis is placed on past giving, the generous donor often is penalized
and the inadequate giver in previous campaigns is not requested to assume his or her
equitable share in the current project.
The committee should, however, apply practical measures of interest and relevancy as
well as financial ability. There must be a significant reason for the prospect to support
the Campaign and there must be access to the prospect.
Because of the sensitive nature of the Prospect Review Committee, its operations
should be held in confidence. If this injunction is not followed, the committee
cannot perform its functions satisfactorily.
Conducting Review Sessions
Reviews, also known as rating sessions or screening sessions, generally take one of three
forms: Open Group, “silent,” and individual. All forms may be used, and certainly so
during the intensive period when you are planning the logistics of the campaign itself.
a. Gather your lists. Assemble lists of donors from your database who meet the
top three criteria: Giving history to the University, or similar interests, possible
capacity, repeat giving.
b. Provide a relaxed setting. You will want to provide a pleasant experience, even
a social experience with food and beverages, but the true purpose of the meeting
is all business.
c. Set a business tone. Emphasize the importance of confidentiality. Outline the
task the committee members are being asked to perform.
d. Ask for short meetings. Ask for no more than ninety minutes for each meeting.
e. Prepare prospect charts. Column headings on the charts should be labeled to
receive the key information you are after; such things as name, address, gift
history, largest gift and purpose, estimated capacity for giving, estimated likely
gift to the University, existing links to the University, best person(s) to cultivate
or solicit them, notes about personal and professional background and
connections. This master chart should be marked “Confidential.” It is not
distributed to your committee members…it is where you take notes based on
f. Review short lists. Present names to review in batches of twenty-five to fifty.
Long lists are overwhelming and depressing. If possible, organize them from
your sense of the highest potential to the lowest.
g. One at a time. Talk about one prospect at a time before moving on to the next
The Review Process.
The review of prospects should be conducted in two stages. First, all prospects should be
placed in broad classifications: A. $50,000 and up; B. $10,000 to $49,999; and C. $5,000
Second, by reference to the Chart of Standards, the committee should indicate
specifically the suggested amounts to be considered as an investment by each prospect.
Capturing the data
Prepare alternate, efficient ways to capture the data from the conversations. People tend
to talk very rapidly and to jump about between categories. You can leave large, blank
areas on your chart to accommodate your notes. If available (and appropriate), have a
secretary attend to take notes, or type your notes directly onto your laptop. It is important
to remember to highlight to your committee that any comments they make will NOT be
attributed to them. The process is anonymous.
Key things to look for
Someone who would be a potential campaign division leader or committee member.
Someone who can make a gift or pledge, which may be spread over 3 to 5 years of
$10,000 or more.
Persons of influence who should be included in the campaign cultivation program for
“political” or other reasons.
INTEREST + ABILITY = POTENTIAL
Please add the names of anyone not already listed who meets any one of the above
criteria. Also, recommend the removal of anyone on the list who does not meet the
Use the Campaign Chart of Standards
The Campaign Chart of Standards should be used to guide your discussions with your
Based on the information your committee has communicated to you, rate each prospect
on two categories: Capability and Inclination. Use the following charts to come up with
a rating score:
A $5M + 1 High
B $3-5M 2 Medium to High
C $1-3M 3 Medium
D $500K-$1M 4 Low to Medium
E $250-$500K 5 No interest
J Less than $10K
Post Committee meeting
Appropriate thank-you note to participants.
Enter relevant data and new information learned on prospects into Ascend.
Enter rating score into Ascend using a PSA code. Go to the PS2 screen and “add” Use
the following codes:
PM-A10 PM-B10 PM-C10
PM-A20 PM-B2 0 PM-C20
PM-A30 PM-B3 0 PM-C30
PM-A40 PM-B4 0 PM-C40
PM-A50 PM-B50 PM-C50
Continue using this coding system for codes up through PM-J50
6.21 Chart of Standards
The following chart of standards was developed for the 2003-2008 The Time is Now
THE UNIVERSITY OF TOLEDO
The Time is Now
Capital Campaign 2002 – 2008
CHART OF STANDARDS
Top Investment 10-15% of objective
Top 10 Investments 45-50% of Objective
Next 250-450 Investments 40-45% of Objective
No. Amount Total Cumulative % of
1 $15,000,000 $15,000,000 $15,000,000 15.0%
1 $10,000,000 $10,000,000 $25,000,000
3 $5,000,000 $15,000,000 $40,000,000
5 $2,000,000 $10,000,000 $50,000,000 50.0%
10 $1,000,000 $10,000,000 $60,000,000
20 $500,000 $10,000,000 $70,000,000
40 $250,000 $10,000,000 $80,000,000
50 $100,000 $5,000,000 $85,000,000
75 $50,000 $3,750,000 $88,750,000
150 $25,000 $3,750,000 $92,500,000 92.5%
Many Below $25,000 $7,500,000 $100,000,000 100.0%