Development

1. Development Marilyn Foster Kirk, M.Ed., CFRE Associate Vice Chancellor, Development

2. Organizational relationships • University of Illinois Foundation • University of Illinois Alumni Association • UIC Office of Development • College & Unit Development/Advancement teams

3. Role of Development • Professional leadership for raising private support • Brilliant Futures: $676M • Preparing for the next campaign • Doubling cash gifts in 10 years

4. Role of Development • Provide professional fundraising leadership • Build & manage relationships between donors & UIC • Facilitate strategy to match donor capacity, interest & gift timing with organizational priorities • Insure donor intent & proper stewardship of both the donor & the gift

5. Development is a team endeavor • Chancellor & Provost • Deans • Department heads • Development officers • Volunteer leadership

6. Role of academic leaders • Strategic vision & alignment of fundraising priorities with organizational priorities • Case statement that defines impact of private support • Participation in annual & campaign planning • Identification & engagement with key donors & prospects • Collaboration with development in executing & evaluating strategies & plans • Provision of resources

7. Common activities of academic leaders (Eduventuresresearch, 2011) • Face-to-face solicitation meetings (60%) • Define cultivation strategies (57%) • Host/Attend events (56%) • Face-to-face cultivation meetings (56%) • Define case for support (55%) • Stewardship visits (52%) • Thank-you calls (48%) • Meet with volunteer committees (45%) • Commitment of 20% time to fundraising (~1 day a week)

8. Key expectations for development officers • Up-to-date annual & campaign goals • Management of development programs & staff • Portfolio building & management • Visits • Solicitations • Dollars raised • Stewardship • Reporting, internally & externally

9. Building a culture for philanthropy: Shared values & shared responsibility • A culture of philanthropy refers to an organization’s attitude toward philanthropy, a shared set of values, and the development process . . . And refers to more than fundraising revenue goals. G.M. Cole • The responsibility rests on the entire organization to focus on its mission. • Leading, regardless of position, while living the mission creates a philanthropic culture. • All within the organization can talk with people about the impact of its mission through personalized stories.

10. Attributes • Impact on students & community is the focus, not organizational needs • Donor relationships are long-term, not transactional • Leaders are actively engaged in building & sustaining donor relationships • Relationship building & fundraising are integral, not peripheral or marginal • Organization invests sufficient resources in relationship building & fundraising activities • Resource allocations are viewed as investments, not costs

11. Indicators that a positive culture exists • Everyone understands priorities for raising money & is willing to do what is required, regardless of their position. • Everyone helps identify & engage new donors and partners. • Everyone knows what impact private gifts will have beyond the organization itself. • Everyone can articulate the larger vision and share the case for support. • Everyone accepts responsibility for respecting donor intent and stewarding gifts wisely. • Everyone, and most especially those in leadership positions, is also a donor.

12. Questions & Discussion