The Role of Prospect Research in a Knowledge Management ...

The Role of Prospect Research in a
Knowledge Management Environment
From Theory to Practice
John Hostler
Executive Director, Advancement Services
Columbia College Chicago
CASE Annual Conference for Senior Advancement Services Professionals
April 20-22, 2005
Sheraton Vancouver Wall Centre
Vancouver, BC, Canada

Prospect Research as Distributed Practice (1)
• Prospect research sources:
– Development officers and other IA personnel
– Non-advancement personnel
– External contacts
– Secondary and tertiary information sources
– The institution’s various data repositories
• In a strong KM environment:
– Few barriers isolate data and information maintained
by researchers, development officers, and
advancement services personnel
– Advancement services activities, prospect
management, and prospect research are inextricably
linked

Prospect Research as Distributed Practice (2)
• Internal Training and Policy Adherence
– To champion KM, IA personnel must “lead by
example” by being:
• Well-versed in KM-related research policies and procedures
• Proficient in the use of relevant tools/systems
• Actively adhering to the same processes being requested of
others.
– Research request protocols
– Location of research information (internally and externally)
– Decentralized data entry (prospect/trip notes, proposal details, etc.)
– Moves management status tracking guidelines/responsibilities
– Capacity and affinity rating guidelines/responsibilities

Prospect Research as Distributed Practice (3)
• Knowledge Harvesting: Emphasizing the Tacit
– Print and electronic information sources often paint a
fragmented & misleading picture of major prospects
• Explore tacit knowledge available from trustees, development
officers, other internal personnel, and even external parties
• Establish networks and processes to ethically extract, process,
document, and distribute human intelligence from tacit sources
– Peer screenings (face-to-face and survey-based)
– Development strategy & PERC meetings
– Proprietary contact networks
– Policies and procedures for approaching deans, chairs, etc.

Research Components of Global Info Flows (1)
• Research Data Integration
– Utilize IA’s central database as the primary research information
repository and reporting tool
• Direct flow to this database allows anyone with system access to view
and retrieve information on demand
– Eliminates need to reference splintered data sources (e.g., the database and paper
profiles) for piecemeal prospect profiles
– Organization-wide research aggregation efforts cover:
• Prospect/trip notes
• Contacts (by phone, mail, email, etc.) and responses
• Proposal details
• Moves management status (cultivation stage)
• Capacity and affinity ratings
• Basic demographics and giving activity
• Summary of current relationship/connection with the organization
• Other indicators of interest, linkage, and capacity (external
philanthropic activity, known hobbies, committee appointments, etc.)

Prospect Research Information Flow
Structured to Promote Sharing
News alerts /
Ad Hoc Info
Lead reservoir
(“Expansion
List”)
Prospect /
Development
Info
(Institution-wide
input)
Prospect Visits
(Strategy
development &
fundraiser activity)
Prospect
Research[ers]
(Detailed profile
information)
Central IA
Database
PERC/Strategy
Meetings
(Hub of tacit
knowledge)
External Info
(news, “rich
lists,” etc.)
Peer Screening
Surveys
(Key prospects
reviewed by
Trustees)
Mass
Cultivation/Solic
itation Activities
(Mailings, events)
Suspect Mining
(“Mining List”)

Research Components of Global Info Flows (2)
• CASS framework (Controlled Access Self-Service)
– Transparency is critical –little (if any) research data should be
hidden from persons involved in cultivation efforts
• “Controlled Access” partially decentralized data entry
• “Self Service” ability to locate and retrieve research information easily
and efficiently.
– Use business processes to force relevant information through the
central database (from across the institution)
– Train fundraisers across the institution to:
• Query, export, and report information relevant to their respective
development activities
• Enter constituent notes, proposal information, capacity/affinity ratings,
status codes, etc.

Prospect Research in the Knowledge Cycle (1)
• The traditional knowledge cycle model can be
used to identify information and process gaps at
each stage

Prospect Research in the Knowledge Cycle
Representative sample of elements & activities
•Lead development (“prospecting”)
•Data mining (prospect ID)
•Prospect research
•Strategy formulation
•Cultivation / solicitation
•Enrichment of tacit/institutional
knowledge
•Prospect pyramid dev.
•Adv. goal setting
Application,
•Moves management
Retention &
•Research requests
Needs Assmt
•KM process gap ID
Identification
Creation &
Acquisition
ACKM Assessment
& Goal Setting for
Prospect Research
Capture &
Storage
•Research/IA info
•Non-IA notes
•Internal meeting notes
•Trip notes / moves
•Documented strategies
•Mining List
•Expansion List
•Profile distr./pub.
•Survey distr./pub.
•Lead distribution / assignment
•News / ad hoc info distr./pub.
•PERC/strategy meetings
Deployment
/
Distribution
Organization
&
Transformtn
•Data aggregation (e.g., note
consolidation)
•Synthesis (capacity, affinity, etc.)
•Push-button profiles
•Peer screening surveys

Prospect Research in the Knowledge Cycle (2)
• Research Information Mapping -Mapping
research data elements against the knowledge cycle,
and integrating this map into policies and procedures
documentation:
– Forces a de facto “situation analysis” of research operations
– Inventories information sources and optimizes “the mix”
• Identifies and eliminates information gaps and redundancies
– Formalizes sourcing, proofing, data entry, transformation, and
distribution responsibilities
– Optimizes sourcing, proofing, data entry, transformation, and
distribution processes
• Identifies and eliminates critical process gaps and redundancies
• The illustrative information map depicted next, though
not comprehensive, is intended to provide a starting
point for the design of institution-specific models…

Research Info Map Model – Part 1
Affinity
Interest
Linkage
Capacity
Identification, Acquisition, and Creation
Data Primary Source(s) Human Filter(s) Data Entry/Import
Primary Storage
Location
1. Cultivation Cycle Stage 1. Prospect Mgr / DO's 1. Prospect Mgr 1. Prospect Mgr 1. CDB - Prsp Status Field
2. Trip Notes 2. DO's / Non-IA Fac/Staff 2. None 2. DO's / Non-IA Fac/Staff 2. CDB - Notes Fields
3. Affinity Ratings 3. Researchers / DO's 3. Research Mgr & Prospect
Mgrs
3. Researchers & Prospect Mgrs 3. CDB - Prsp Ratings Fields
1. Appeal/Invitation
1. Event Mgrs / Adv Svcs 1. Adv. Svcs Mgr 1. Event Coord. / Adv. Svcs 1. CDB - Appeals Section
Communications & Responses
Associate
2. Event Participation 2. Event Mgrs / Adv Svcs 2. Adv. Svcs Associate 2. Event Coord. / Adv. Svcs 2. CDB - Appeals Section
Associate
3. Volunteer Activities 3. Constituent Relations / Non- 3. Data Integrity Mgr 3. Adv. Svcs Associate 3. CDB - Volunteer Attributes
IA Fac/Staff
4. Funding Interests 4. Researchers / DO's / Grants 4. Researchers 4. Researchers 4. CDB - Prsp Interest Section
Admin / Data Vendor
5. Personal/Prof Interests 5. Researchers / DO's / Non-IA 5. Researchers 5. Researchers 5. CDB - Interest Attributes
Fac/Staff
1. Direct Instit. Relationships 1. Researchers / DO's / Trustees 1. Researchers 1. Researchers 1. CDB - Relationships Section;
(CNP Surveys)
Secondary Solicitor Assignment
2. Indirect Instit. Relationships 2. Researchers / DO's 2. Researchers 2. Researchers 2. CDB - Relationships Section
1. Hard Financial Indicators 1. Researchers / Screening
Vendor
Capture/ Storage
1. Researchers 1. Researchers 1. CDB - Financials Section
2. Trip Notes 2. DO's / Non-IA Fac/Staff 2. None 2. DO's / Non-IA Fac/Staff 2. CDB - Notes Fields
3. Capcity Ratings 3. Researchers / DO's 3. Research Mgr / Prospect Mgrs 3. Researchers / Prospect Mgrs 3. CDB - Prsp Ratings Fields
Analytical
Prospect
Profiles
1. Basic Demographics 1. Adv. Svcs / Screening Vendor 1. Data Integrity Mgr 1. Adv. Svcs Associate 1. CDB - Prsp Accounts
2. Consolidated Prospect Info &
Analysis
2. Researchers 2. Research Mgr 2. Researchers 2. CDB - Profile Notes Fields
Strategy
1. Broad Cultivation Strategies 1. Prospect Mgr / DO's 1. Prospect Mgr 1. Prospect Mgr / DO's 1. CDB - Notes Fields
2. Proposal Info (Major Gifts & 2. Prospect Mgr / DO's / Grants 2. Prospect Mgr / Grants Admin 2. DO's / Grants Admin 2. CDB - Prsp Proposals Section
Grants)
Admin

Research Info Map Model – Part 2
Transformation Distribution Application
Affinity
Interest
Affinity Assessment Models;
Prospect Activity Monitors (for
review & revision); Crystal
Report-Based Affinity Analysis &
Matrices
Direct System Access; Push-
Button Crystal Reporting; Real-
Time Capacity Alerts (manual
push); PERC Mtgs
Cultivation / Solicitation;
Enrichment of Institutional
knowledge; Prospect Pyramid
Development; Goal Setting;
Moves Management
Linkage
Capacity
Capacity Assessment Models;
Prospect Activity Monitors (for
review & revision); Crystal
Report-Based Capacity Analysis
& Matrices
Analytical
Prospect
Profiles
Researcher Consolidation &
Analysis; Crystal Report-Based
Profiles (Push-Button)
Email - To Requestor & all
Development Personnel; Hard
Copy via PERC Mtgs; Push-
Button Crystal Reporting
Strategy
Prospect Activity Monitors &
Proposal Status Reports (for
review & revision)
Direct System Access; Push-
Button Crystal Reporting; PERC
Mtgs; Dev Strategy Mtgs

Information Management Tools and Tactics (1)
• Multi-Level Notes – Note types designed for
specific content and user segments
– Note types designated for researchers are used to
aggregate information from multiple sources in profilefriendly
form
• Can be “flowed” into push-button profile reports
– Other note types are used by personnel throughout the
organization
• Used to “feed” research notes
– Still others might house content downloaded from
external sources such as online communities
• Used to “feed” research notes

Information Management Tools and Tactics (2)
• Block Profile Libraries – A special “note level”
consisting of one-paragraph constituent bios
– Included in event attendee reports to prep development officers
– Culled and distilled from information gathered across the
organization
– May cue requests for more extensive research workups
• Lead Reservoirs - Lists of high-level suspects for
which no official record has yet been created
– Maintained outside the central database
– Continuously fed by internal and external sources
– Used to track research activities to which each suspect has been
exposed* (PERC meetings, peer screening surveys, etc.), thereby
avoiding redundant coverage
* Tracked in the database for existing records

Information Management Tools and Tactics (3)
• Mining Lists - Filter previously unknown suspects
from the central database based on job title, giving
history, zip code, capacity rating, linkage intensity (e.g.,
trustee relationships), etc.
– Enabled by aggregated data
– Suspects are featured in peer screenings, dvlpt meetings, etc.
– Data markers (such as prospect manager assignments) exclude
the investigated records from future mining lists
• Prospect Activity Monitors - Detail notes,
interactions, proposals, gifts, and other information
added to assigned constituents’ accounts
– Enabled by aggregated data
– Keep prospect mgrs abreast of activities surrounding prospects
– Used to trigger profiles, facilitate note auditing/sanitization,
serve as “safety nets” for prospect clearance, etc.

Balancing “Push” and “Pull” Communication
Tactics
• Information that changes only sporadically and/or in
unknown locations should be “pushed” to the end
user. Users may be required to “pull” information of
strong interest, forcing system interaction and raising
system comfort levels.
–PUSHprofiles for newly researched individuals across the
development operation
–PUSHunscheduled information updates via regularly distributed
Prospect Activity Monitors
– For clearance and approval approval purposes, decentralized
units may be required to PULL lists of their prospects appearing
on others’ event invitation lists

Prospect Research Units as “Learning
Organizations” (1)
• Skilled at:
– Creating, acquiring, and transferring knowledge
– Continually extracting knowledge from collective
experience
– Leveraging knowledge for positive organizational
change
• Committed to:
– Regularly evaluating common goals and objectives
– Continuously developing more effective and efficient
ways of meeting them

Prospect Research Units as “Learning
Organizations” (2)
• Sample practices:
– Cultivating internal “communities of practice” by encouraging
researchers to continually share evolving expertise, best practices,
and information sources
• Linked to external communities via professional associations (e.g.,
APRA), listservs, etc.
–Grounding best practices management in comprehensive,
continually updated, & effectively communicated policies and
procedures documentation
– Providing basic research training for all interested development
personnel
• Relieves researchers of early-stage qualification burdens
• Provides a forum for promoting knowledge harvesting techniques (e.g.,
elicitation) suited to fundraisers’ face-to-face interactions
– Collaboratively developing and clearly communicating common
research goals and objectives

Aligning Research and Organizational Goals
• Research objectives and goals should be
explicitly tied to those of the organization,
preferably in the clear and concise context of a
planning grid (next slide)
• A working grid would consist of a much larger
goal/objective set(!)

Aligning Research and Organizational Goals
Note: many-to-many relationship between objectives & goals
Research
Objective
Research Goal
Organization
Objective
Organization
Goal
Implement direct-todatabase
policy for
archiving and tracking
prospect research
information
Enable broad access to
prospect information to
maximize potency of
development efforts
Increase scholarship
funding by an average of
8% annually
Make College affordable
for students at all
income levels
Implement quarterly
survey-based peer
screening program for
trustees
Optimize ability to
identify prospects for
major event
sponsorships
Launch an annual
signature fund raising
event fully sponsored by
high-level constituents
Build a reputation for
excellence and
innovation in arts and
media education

Research KM Implementation Model
Global model applied to research component of ACKM initiative
1
2
3
4
5
6
7
Situation Analysis & Baseline Preparation
Introduce KM concepts, explore organizational benefits, and begin to
“retool” the research area
Preliminary Promotion & Strategy Development
Build networks of key personnel and identify potential research projects
Design & Launch
Embed KM in the research model; design, conduct, and evaluate pilot
projects
Mobilization of Support
Consolidate top-level support; structure benefits & incentives to
promote participation / buy-in
Expansion & Entrenchment
Mobilize required resources; develop and implement pilot expansion
strategies; fuse KM practices to everyday research processes
Institutionalization
Further embed KM-based research in the organization’s business
model, org structure, budgets, administrative practices, and incentives
Monitoring, Assessment, & Adjustment
Monitor the health of individual research projects and the global KMbased
research initiative, adjusting as necessary