The Reorganization of University Advancement

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The Reorganization of University Advancement

• Scott C. Warrington, VP for UA

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MANAGEMENT MATRIX THE MANAGEMENT OF DEVELOPMENT
OFFICERS BETWEEN UNIVERSITY ADVANCEMENT AND THE
COLLEGE DEAN

• Directors of Development (DOD) report to the
  Associate Vice President for University
  Development (AVP) in the Office of University
  Advancement (UA) with a dotted line to their
  respective Dean.
• Fundraising priorities are defined by the Dean
  and focus on strategic planning and fundraising
  for college-based projects. The AVP works with
  the DOD to establish fundraising strategies and
  tactics, as well as ensures coordination with the
  Prospect Management System. The AVP and the Dean
  work together with the DOD to establish
  strategies to accomplish fundraising goals.
• The college Dean provides input into the DODs
  performance evaluation, which is conducted by the
  AVP.

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MANAGEMENT MATRIX THE MANAGEMENT OF DEVELOPMENT
OFFICERS BETWEEN UNIVERSITY ADVANCEMENT AND THE
COLLEGE DEAN

• The DOD is housed in the College and has office
  space in or near the Office of the Dean.
• The DODs salary will be paid by University
  Advancement.
• The College provides clerical support for the
  DOD.
• University Advancement provides budget to cover
  meals, special events, travel, recognition costs,
  and any other expenses associated with the
  cultivation and solicitation of major gift
  prospects and goals outlined in the fundraising
  plan.

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MANAGEMENT MATRIX THE MANAGEMENT OF DEVELOPMENT
OFFICERS BETWEEN UNIVERSITY ADVANCEMENT AND THE
COLLEGE DEAN

• Evaluation and Return on Investment
• This position will be evaluated based on the
  fundraising activity for the priorities
  determined by the college Dean and AVP during
  each fiscal year in accordance with the standard
  Management Personnel Plan (MPP) evaluations.
• Development officer performance is specifically
  based on the following five criteria
• Total dollars/gifts raised
• Total number of Reports of Contact submitted
• Quality of cultivation practices, stewardship
  practices, and general progress toward funds
  raised
• Quality of work plan
• Ability to implement work plan

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MANAGEMENT MATRIX THE MANAGEMENT OF DEVELOPMENT
OFFICERS BETWEEN UNIVERSITY ADVANCEMENT AND THE
COLLEGE DEAN

• Evaluation and Return on Investment (continued)
• Within the first 18 months the new DOD, at a
  minimum, will generate funds equivalent to
  his/her own salary, although these funds will not
  be applied for this purpose, but exactly as
  designated by donors.
• In following years, the expectation is a
  geometric increase in fundraising activity for
  the projects determined by the college Dean.

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Anatomy of the Annual College Fundraising Plan

• The Written Fundraising Plan
• Environmental Scan
• Listing of Principal fundraising goals and
  objectives for the College to be achieved during
  the year
• Listing of Primary donor prospects assigned to
  the College/DOD to be solicited in order to
  achieve Colleges priority fundraising objectives
  for the year
• Budget Request

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Evaluation Process
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The Approximate Annual Planning/Process Calendar

• By approximately March 15 Dean and DOD begin
  the planning process, which is determined each
  year by the individual goal.
• By March 31 Dean and DOD are in agreement
  regarding a fundraising goal for the upcoming
  fiscal year.
• By April 30 The DOD has submitted to the Dean a
  draft fundraising plan for the college for the
  upcoming fiscal year.
• By approximately May 15 Dean and DOD reach
  final agreement on an overall fundraising
  objective for the college, fundraising priorities
  and DOD plan to reach goal. Plan draft is
  submitted to AVP for review and feedback.

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The Approximate Annual Planning/Process Calendar

• By June 1 AVP returns critiqued plan to Dean
  and DOD along with comments, questions,
  recommendations for considerations, etc.
• By approximately June 21 Draft approved by AVP,
  Dean and DOD is submitted to Provost and/or
  President for review and final approval.
• By approximately July 10 College fundraising
  plan approved by President and/or Provost or
  returned to Dean for re-drafting, editing,
  approval, etc.
• By July 31 Dean, AVP and DOD sign
  fully-approved plan

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IMPLEMENTATION OF THE COLLEGE ANNUAL PLAN

• The DOD is accountable for the implementation of
  the fundraising plan, but should receive
  reasonable and planned support from both the
  Office of the Dean and University Advancement.
• The AVP and DOD will meet on a monthly basis to
  monitor progress toward the annual college
  fundraising objectives.
• The Dean and DOD will meet at least on a
  bi-monthly basis to track the DOD progress toward
  goal and to discuss upcoming calendars and
  strategies directly involving the Dean.
• The AVP, Dean and DOD will meet on a quarterly
  basis to jointly evaluate the DOD progress toward
  achieving the college annual fundraising goals.
• The Vice President for University Advancement may
  intervene in any college fundraising process that
  either falls or remains off-track to reach an
  annual objective after the fiscal year passes the
  half-way mark (December 31).
• In March of each year, a critique process begins
  for the years planning process and progress
  toward goal.

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Anatomy of a Report of Contact

• Next to dollars raised, the quantity and quality
  of Reports of Contact submitted by a director of
  development is perhaps the very best indication
  of his/her level of fundraising activity,
  planning and strategizing. The ROC is also an
  important tool in organizing such planning,
  activity and strategies. Ideally, the ROC process
  blends perfectly with the prospect management
  system, and that system is utilized to organize
  and implement the next steps necessitated by the
  meeting that is being captured in the report.

• Report of Contact Components
• Contact Date Date Contact was made with donor
  
• Responsible Person Person filing the report
• Date Report Submitted
• Meeting Location (place/phone, etc.)
• Expenses incurred Amount spent to complete
  cultivation effort
• Was the contact Casual or Planned?
• Meeting initiated by?
• Information Presented to Prospect
• Prospects Response to Presentation
• Observations
• Next Step Target Date

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The Next Step The Life Blood of the Prospect
Management System
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