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Running One MIIS

Running One MIIS. Institutional Advancement May 2009. Defining the role of IA within One MIIS.

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Running One MIIS

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  1. Running One MIIS Institutional Advancement May 2009

  2. Defining the role of IA within One MIIS • Seeks charitable support for the Institute’s goals under the direction of the Board of Trustees, president, and administration whether through the strategic plan, academic excellence initiative, or other directives • Through its Alumni Relations programs, endeavors to foster ongoing, meaningful connections between graduates and the Institute that are both personally and professionally rewarding

  3. IA Assumptions re: reorganization • A compelling platform to differentiate MIIS and highlight its relevance with existing and potential donors • An opportunity to strengthen our relationship with the academic leadership of MIIS and to engage deans, program chairs, and students in our work by asking them to share their stories and vision • Shifting workloads as a result of the reorganization necessitate more regular and increased clarity of communication between IA and its campus partners

  4. IA Assumptions re: integration • A compelling platform to differentiate MIIS/Middlebury and highlight its relevance with existing and potential donors • Opportunity to take advantage of organizational efficiencies by integrating select activities with Middlebury College Advancement, while also maintaining a high-quality, donor-centric operation in Monterey

  5. IA Assumptions re: integration • Activities moving to Middlebury will be doing so in an environment with human, financial, and other resource constraints • With shift in financial model for other Middlebury entities (LS, Schools Abroad, BLSE, BLWC) and clarity on MIIS finances vis a vis Middlebury moving forward, opportunity to evaluate centralized service model • Cultural differences: mission vs. affiliation based fundraising organizations

  6. Reorganization & integration by functional area • Advancement Services • Alumni Relations • Development • Information Services

  7. Advancement Services • Event planning and management, including presidential and Institute-wide events • Overall administrative management of IA

  8. Advancement Services • Reorganization • As administrative hub of IA, discern any new areas of connection with other units and establish regular channels of communication • Integration • For joint presidential or other high-level events, establish shared set of protocols, etc.

  9. Alumni Relations • Through alumni programming, develop a greater sense of long-term connection to MIIS, instilling in alumni a desire to give of themselves through a combination of service to the Institute, to students - current and prospective, and as donors • Instill that same sense of commitment and connection among current students • Considerable overlap with advising, enrollment, and student services group

  10. Alumni Relations • Reorganization • Need to establish best means of coordinating activities between AR and advising group, etc., ensuring collaborative but not duplicative efforts • Broader deployment of Hyperion should allow greater emphasis on AR programming and less emphasis on internal service provider role • Integration • MIIS access to Midd alumni data (and vice versa) for career services, etc. • Establish priorities and develop protocols for shared events and other programming, acknowledging that not all events will appeal to all constituencies

  11. Development • Fundraising with a particular emphasis on budget relief; assess with Institute leadership the value of incremental gift opportunities • Limited resources necessitate greatest focus on the top of the gift pyramid, where efforts are likely to have the greatest immediate impact; lesser focus on broad-based participatory efforts • Support of presidential fundraising activities • Stewardship of existing donors

  12. Development • Reorganization • Regular communication with academic, communications, and finance leadership to ensure fundraising priorities accurately reflect direction and vision of the Institute • Establishment of shared practices across schools and programs, including gift notification and acknowledgment, use of scholarship funds, etc. • Integration • Coordination of overlap prospect activities, including cultivation, solicitation, and stewardship • Gift planning; how best to ensure that MIIS receives appropriate service and strategic level attention from this centralized unit

  13. Information Services • Gift processing, receipting, and reporting • Fund creation • Local management of Banner advancement module, including input of constituent data and output in various forms and to various constituencies • Primary interface with finance on documentation, reconciliation, and other audit issues

  14. Information Services • Reorganization • Changes to reflect reorg in Banner fund structures, etc. • Broader deployment of Hyperion should allow greater emphasis on IS strategic use of data and less emphasis on internal service provider role • Integration • Many gift processing related activities will migrate to Midd; ensure shared best practices are established • Best conduit for Hyperion related needs; via Midd CA or directly to LIS?

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