The Reorganization of University Advancement

1. The Reorganization of University Advancement Scott C. Warrington, VP for UA

4. 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 DOD’s performance evaluation, which is conducted by the AVP.

5. 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 DOD’s 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.

6. 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

7. 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.

8. 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 College’s priority fundraising objectives for the year • Budget Request

9. Evaluation Process

10. 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.

11. 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

12. 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 year’s planning process and progress toward goal.

13. 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 Anatomy of a Report of Contact

14. The Next Step: The Life Blood of the Prospect Management System

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