Donor Relations Manager - Mid-Level Gift Officer

Description

Main Job Function and Purpose:  To serve a caseload of donors by initiating, building and maintaining dynamic, reciprocal relationships with individuals, couples, families, churches, and businesses who partner financially with Orange County Rescue Mission.                                                                                                                                                                             

The Mid-Level Officer (MLO) is responsible for completing tasks and projects that support and maintain an environment that instills the advancement of those we serve towards dependency on Jesus Christ and financial self-sufficiency; the fulfillment of ministry mission & eight key values; and the efficient & accountable stewardship of ministry resources.

 

This is a full-time position with a schedule of Monday - Friday, from 8:00am-5:00pm. 

Requirements

Essential Job Duties with optional subcategories:

 

1.       Manages a caseload capacity of 400 – 600 donors. (70%)

a.  Cultivate donor relationships by updating, appreciating, and asking mid-level donors to deepen their financial partnership.

b.  Solicits and closes gifts from mid-level donors.

c.  Executes strategy through phone, email, mail, and touchpoints.

d.  Learn about programs and projects to effectively communicate the mission to donors.

e.  Conducts oneself in a professional, friendly, and truthful manner to donors with the purpose of deepening their engagement to the ministry’s         mission.

2.   Updates the CRM database with call notes and new information about donors to maintain clean data hygiene for all assigned donors. (20%)

3.   Researches, identifies, and promotes hand-off of high-capacity donors to the appropriate Major Gift Officer (MGO), with consultation and approval by the DOD. (5%)

4.   Meets with the Director of Development (DoD) on a bi-weekly basis and the Chief Development Officer (CDO) on a quarterly basis for accountability and to discuss strategy and mid-level donor initiatives. (5%)

 

Key Performance Indicators:

•           Elevation of a minimum of 10 mid-level donors up to the major donor level on an annual basis based on donors’ increased giving and identified passions and interest.
•           Achievement of an average of 8 -12 annual touchpoints to all caseload donors in accordance to the strategic plan and/or current initiatives determined by the DOD and CDO.  
•           Execution of a minimum of 3 solicitations for all caseload donors on an annual basis, with consultation and approval from the DOD.
•           Maintenance of BoB (Book of Blessings) – a robust spreadsheet template for planning and accountability – with a perpetual goal of 100% data hygiene.
•           Execution of touchpoint creation and organization in partnership with team members.

 

Summary

Education:  Bachelor's Degree (BA)                                                         

Experience: 2-3 yrs of job related work experience.

Communication Skills:  Ability to read, analyze, and interpret general business periodicals, professional journals, technical procedures, or government regulations. Ability to write business reports, correspondence and procedure manuals and present complex information.

Math Skills:  Intermediate: Ability to calculate figures and amounts such as discounts, interest, commissions, proportions and percentages.

Reasoning:  High Skills: Ability to solve practical problems and deal with a variety of concrete  variables in situations where only limited standardization exists. Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form.

 

Essential Job Duties with optional subcategories (Please add by priority and time spent in percentage for each job duty):

1. Manages a caseload capacity of 400 – 600 donors (70%)
   1. Cultivate donor relationships by updating, appreciating, and asking mid-level donors to deepen their financial partnership.
   2. Solicits and closes gifts from mid-level donors.
   3. Executes strategy through phone, email, and USPS communication.
   4. Learn about programs and projects and effectively communicate the mission to donors.
   5. Conducts oneself in a professional, friendly and truthful manner to donors.
2. Updates the database with call notes and new information about donors (20%).
3. Researches, identifies, and promotes hand-off of high capacity donors to the appropriate MGO (5%).
4. Meets with a Veritus coach/manager on a bi-weekly basis for accountability and to discuss strategy and moves (5%).

 

Additional Job Requirements:

Seek and guidance, clarity and support from your manager:                                                                                                                               

Where there are challenges, seek input and look for pathways to solutions. Where there is stress and strain, ask for guidance and support.  Where there is uncertainty, seek clarity until there is a clear direction. Consider the bigger picture and seek a better understanding of the decisions and objectives influencing and impacting your role, the department and the organization. Know what your performance expectations are and seek clarity if you are unsure of what is expected of you in your role.  Hold yourself accountable to the expectation set for your role and the overall performance of your team. 

 

Essential Protocols include the following:

·         Giving Thresholds

o   The minimum and maximum annual giving thresholds will determine which donors within the Orange County Rescue Mission active donor file will be assigned to an MLO’s caseload. These thresholds will be determined by the following criteria:

1.       Maximum mid-level threshold – Periodically assess the maximum mid-level giving threshold by analyzing the average gift size of the highest-level donors currently not assigned to an MGO caseload or remain in the unqualified pool (assuming all MGO portfolios are at maximum capacity).  Currently, the maximum mid-level threshold is $3,000.

2.       Minimum mid-level threshold – Periodically assess the minimum mid-level giving threshold by analyzing the average gift size of the highest-level of donors who would not be assigned to an MLO caseload, assuming each MLO caseload is at maximum capacity.  This assessment ensures appropriate donor segmentation and supports effective pipeline progression into both mid-level and major donor caseloads.

·         Touchpoints and Personalization

o   Mid-level donors will, in principle, receive less communication volume and less communication personalization than major donors, resulting in less two-way communication. Most donors on a mid-level caseload should receive 4-5 touchpoints every year (not including thank you notes, which should be issued in response to every mid-level gift).

o   The one exception to this is Tier A donors on any mid-level caseload (see below).

o   MLO’s will notify DOD of any donors expressing interest in expanding their support through matching campaigns, sponsorships, or donations for larger projects.

·         Prioritization of Caseload

o   Each Mid-level caseload will be segmented into three separate tiers: Tier A, Tier B and Tier C.

o   Segmentation will be based on annual giving total. Tier A should represent the top 10% of the caseload (roughly 50 donors). Tier B should represent the next 20-50% and Tier C, the remaining, depending on the maturity and strength of the mid-level caseload.

o   Tier A donors will be carefully reviewed in conjunction with the MLO, DOD, and CDO during caseload reviews.

o   Tier A donors should receive priority communication and receive the most personalized and customized approach. The intended outcome of Tier A donors is to elevate them above the major gift threshold and warmly transition them onto an MGO caseload.

o   Tier B and C donors will receive less-personalized communication and will receive, on average, 6-8 touchpoints from an MLO on an annual basis, whereas Tier A’s and major donors will receive about one touchpoint per month. The intended outcome of both Tier B and C is elevation to the next tier of giving.

o   Note: In a healthy and successful MLO caseload, because the donors with the highest annual giving totals will ideally be elevated to an MGO caseload, MLO caseloads will likely not experience high growth in total revenue volume year over year, but should instead be expected to demonstrate a net zero. In addition, as a mid-level donor is elevated to an MGO caseload, the first 12 months of revenue should be soft credited to the MLO (to help measure the success of the program).

·         Caseload “Rotation”

o   Twice a year, each MLO will evaluate his/her caseload and select donors to be “rotated off”.  These donors will be discussed during caseload review meetings with the DOD and CDO.

o   Rotating off – A donor might be rotated off for several reasons, including but not limited to:

1.       Giving has lapsed for 18 months or more.

2.       Giving has fallen below the minimum mid-level threshold for 24 months or more.

3.       New donors have been rotated on to a max-capacity caseload and there’s no longer room for the same number of Tier C donors giving at the lowest annual level.

•       Note: Whenever a donor is rotated off, a note must be included on the donor’s Salesforce account clearly indicating that the donor was formerly assigned to a caseload and explaining the reasons why the donor was rotated off.

o   Rotating on – Any time there are “available slots” on a caseload, new donors may be added to that caseload. The pool of available unassigned donors actively giving at a mid-level will likely always be larger than the number of available slots. Thus, the following criterion will guide the decision regarding which of the available donors should be added on:

·         Donors who are giving at the higher end of the mid-level range.

·         Donors who have known capacity and likelihood to elevate into the major donor level.

·         Donors who have already proven themselves qualified (shown that their giving is at least somewhat dependent on a personal relationship).

·         Donors identified by the Director of Development or Chief Development Officer.

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