Welcome to my blog, where I share my opinion on various topics related to technology and education.
Saturday, February 22, 2020
Review: Council for Advancement and Support of Education (CASE): Development for Deans and Academic Leaders: Winter Session
With smaller and smaller investments on the part of local, state, and federal dollars, institutions of higher education need to take a more proactive role in developing more partnerships with stakeholders and developing revenue streams to help fund students, research, etc. That is the purpose behind CASE. I am looking to learn all I can. I have already dealt with our development office on various initiatives and as a college (of business), we have started to "market" our development efforts through social media with limited success. Hopefully, through this conference, I will be able to develop a more strategic perspective and operational opportunities to better leverage our opportunities. Action Items:
Identify and Articulate Vision for Projects Appropriate for Gifts of:
$10,000
$100,000
$1,000,000
$10,000,000
For each project identified above, be able to answer:
Why should I care?
Why should I believe you?
What difference will my gift make?
What happens if you you don't get this gift?
Incorporate Development Vision into Newsletter(s) and Website
Work with Development Office on Every Budget Request Item BEFORE submitting Through Normal Channels
Meet Routinely (Monthly) with Development Office to Discuss Initiatives, Key Personnel/Stakeholders, etc.
ALWAYS Meet with Development BEFORE Meeting with Prospect to identify roles, strategy, etc.
ALWAYS Meet with Development AFTER Meeting with Prospect to Debrief What Happened and Next Steps
Add Philanthropy Impact Report to Website
Review similar websites at other institutions
Provide Routine, Comparable Metrics
Develop Multi-Pronged Development Approach to include Web, Social, Newsletter, etc that all Convey a Consistent Message
Incorporate Development Activities into Strategic Plan
Set clear (SMART) objectives
Stewardship is Important: This should be incorporated into the planning process
Plan to recognize and celebrate contributions methodically and in ways that are consistent with the gifts, the donor's wishes, etc.
Identify Goals and Re-Visit Sam Pack and James Sellers, Incorporating What we've Learned Above
When Appropriate, Include Relevant, High-Impact Students in Development Visits (i.e. Maricsa, Dominic, etc.)
Day 1: Wednesday, February 19 We were not off to a good start. We did not schedule this right so we missed the entire first day of the conference. I will discuss this with the Provost to see if it is possible to attend next time as well as I believe professional development is important. Day 2: Thursday, February 20
8:30 – 9:30 From Our Deans' Perspective In this moderated conversation, three Deans will discuss their road to developing their fundraising skills, how they collaborate with their Development Officer, and what they value about the opportunity to engage personally with their institution’s donors. Hear about their successes and challenges as well as lessons learned.
Schedule purposeful time to perform development activities and work closely with development office>See Action Items
1/4-1//3 of your time, as Dean, is/should be devoted to development activities with "friends", donors, and other stakeholders
To set campaign goals:>See Action Items
Incorporate into strategic planning process getting input from marketing, staff, students, faculty, business,... all stakeholders
Identify where you are and where you want to go
Tie development closely with strategic planning
As Dean, work closely with development officers; they are the experts.>See Action Items
Practice small asks ($1000-$5000) 15-20 times to develop ask skills
Then move on the larger asks, leaving development efforts to focus on those smaller asks
9:45 – 10:45 Bespoke Development and the Art of Echoes Successful, strategic Development cannot be characterized as simply a financial transition aimed at filling a need or addressing a shortfall. While requiring thoughtfully tailored planning and rigorous and consistent implementation, success is often defined by the art and creativity that complements the science because Development is, first and foremost, about relationship building. It is about introducing and attracting investment in and support for a vision that is compelling and engaging. So let’s dispel some myths, build on some truths and better understand an approach to Bespoke Development that will inform all of our sessions together.
"I've got what it takes, to take what you've got"
Be yourself, be authentic, tell the story of the institution
Engagement Journey
Discovery
Engagement
Invitation (not robbery)
Response
Gift Architecture
Celebration
Stewardship & Delivery (and start over)
Make it a priority to identify the top three compelling reasons people should give your your institution, college, program.
Focus on answering the "why"? Why should they give? Why should they give to your institution?
Be prepared to answer four questions? Have "projects" that you can whip out to share with potential donors if they offer these say "hey, what if I dropped $100,000 in your lap?" - big gifts follow big ideas...big expectations follow big gifts.
$10,000
$100,000
$1,000,000
$10,000,000
Why should I care?
Why should I believe you?
What difference will my gift make?
NOTE:
So, this occurred to me during the presentation. Given the importance of development, perhaps we could add a development component to our department head meetings. Perhaps once per month rather than each meeting. We need to make development aware of our projects (i.e. Tartan, high school business plan competition, etc)>See Action Items Described Above
Preparing for meeting with potential donors:
Strategy
Research: Don't learn too much; leave yourself open to asking inquiring, engaging questions
Briefing Notes
Accoutrements
Reminders
If you want money ask for advice; if you want advice, ask for money
MICE: Motivation, Interest, Capacity, Engagement
11:00 AM – NOON Workshops:
Anatomy of a Successful Donor Visit We often think of a solicitation as a singular event, a meeting where we "ask for the order." In actuality, this is more than just a transactional visit and when done right it should ensure success at every stage of the solicitation process. Strategic and generative conversations are at the heart of our work. Questioning and listening are powerful life skills. First and foremost, they should help you create productive donor relationships. Using the five stages of the solicitation process, learn how to develop questions instead of talking points that will inform your gift strategy, advance relationships, and result in a joyful, generous "Yes" to your request.
Solicitation Cycle
Three Keys: Move individual closer to expected outcome and be explicit about what that outcome is; have a clear purpose and everyone knows their part; produces clear next steps that everyone is aware of and agrees on - MAKE SURE TO DO A DEBRIEF!
Purpose: Why are you meeting? Learn about passions and interests; invite to engage/volunteer/participate; thank for previous gift(s); deliver requested information; provide stewardship report; ask for a gift (or ask to ask).
Planning a visit:
Pre-visit:
Clarifying objectives (what do we hope to accomplish?)
Role delineation (who says what?)
Flow of the meeting (topic sequencing, How do we adapt if the meeting does not go as planned?)
Are you prepared for roadblocks and opportunities?
Regarding opportunities, keep in mind that $10,000, $100,000 notes in previous session - have opportunities in mind to respond to donor inquiries.
Seven Faces of Philanthropy:
Communication: Doing good makes sense
Devout: doing good for god
Investor: Doing good is good business
Socialite: Doing good is fun
Altruist: Doing good feels right
Repayer: Doing good in return
Dynast: Doing good is family tradition
Donor Brief:
Biographical brief
Giving and engagement brief
Logistics:
Confirm appointment 1-2 days in advance
Arrive together if possible
Provide and have contact information just in case
Check weather forecast
What if there is an issue with your meeting location?
Visit before meeting if possible
Get there early
Identify two nearby alternatives
Carry both digital and hard copy materials (if appropriate for meeting)
During:
Ask open ended questions-Create a dialogue, understand their philanthropy
What about the university do you care most about?
What about the institution made it special for you?
What area or program would you like to learn more about?
Who at the school have you maintained contact with? (i.s. Faculty, Deans, President's Cabinet, Trustees)
What are your impressions of the institution's future?
What gifts have you made thea meant something to you?
What is most meaningful to support-students, faculty, programs, capital?
What organization s do you enjoy supporting with your time and/or money?
What factors go into your philanthropic decision?
When would you consider this gift?
Would you prefer a pledge or an outright gift?
When you are ready to make this gift, would you prefer to be asked by someone in particular?
Would you like to accomplish this goal now, with current assets, or as a planned gift?
Don't ask for money, present opportunities.
Always ask: to participate in leadership giving society; to participate in class reunions, to join a chapter board; to join an Alumni Committee; to join a Parent Committee; to host a student send-off; when you can see them again
Other asks: annual gift, major gift, and/or planned gift; identify or introduce other potential donors; review prospect lists; Host a gathering at home or office; speak to a class/at an event/on panel; Meet with students; Provide industry insight to faculty members
Factors in asking: life circumstances; comfort with type of gift being solicited; other decision makers in the family; participants present in the meeting; prospect's understanding of purpose of the meeting; location of the meeting; major take away: script the flow!
Stewardship (never, EVER seek second gift cycle until first cycle is complete):
Express sincere gratitude for past support
Demonstrate fulfillment of promises (or explain why they were not fulfilled)
Share data
Seek performance feedback
Listen more than you talk (pause after you ask questions to give them an opportunity to speak)
Pay attention to feedback
Prove and pivot
Reflect and summarize (to make sure you're on the same page)
Build conversation (past and future)
Post:
Follow up:
immediate debrief
Contact report
Thank you (determine whether email, letter, card)
Timely delivery of requested information
Plan for subsequent outreach and assign actions (NOTE: we need to re-visit Sam Pack and James Sellers)
Actions takeaways
Be curious
Exercise empathy
Understand the donor's passions and act accordingly
Create credibility
Relax, enjoy, and be present
Understand timing
Keep a balanced perspective and be adaptable
Wear a game face
Recognize it's not personal
Employ discretion
12:00 – 2:00 Luncheon and Plenary, From Our Donors' Perspective Enjoy this rare opportunity to hear directly from remarkable philanthropists about their motivation and commitment to supporting higher education. This conversation will explore their experiences as donors, their philosophies for their philanthropy, and will offer insights into how they engage with institutions and what contributes to their decision to give. The discussion will also explore what our panelists expect from the institutions they support and their motivation to invest so generously.
Be able to answer the question "What happens if you don't get this gift/donation?" - Bill Gates
2:15 – 3:15
Workshops:
Strategic Planning for Your Faculty Creating development strategy is critical to an effective fundraising effort, and is less daunting than you think. We will explore the fundamentals of how deans and development professionals can craft and execute a solid development strategy in a way that will transfer to any context.
Introduction and overview of a plan
Layers of a Strategic Plan:
Vision, Mission, and Values: Aspirational - North Star
Strategic Pillars: Areas of Focus
Success Outcomes: Targeted Achievements
Major Initiatives: Activity to Achieve Outcomes
Action Plans: Work Plans (updated regularly)
Plan>Consult>Draft>Edit>Finalize
Group Discussion of 3 Questions
Post It Note Exercise as a Tool for Strategic Planning
Very similar to exercise as we identified our learning objectives for our AoL process
Three questions were:
What has worked well in strategic planning?
What are the key issues in strategic planning?
What has not worked in strategic planning?
3:30 – 4:30 Transformational Gifts Philanthropic investments that truly shape our institutions are rare, but the work that leads to these opportunities is ongoing. In this session, we will discuss how best to build the capacity to secure transformational gifts at your institution using a framework that looks at the various elements: The relationship with the donor, the academic leader, the vision, the business model, and extraordinary stewardship.
Begin with Stewardship in mind
Create a partnership with the donor
Think about organizational wide initiatives - or sector level impact
Top 3 traits of transformational donors:
Relationship of 20+ years with institutions
Have already give 2 major gives to the school
full trust in Leadership - president, provost, board
Top 3 reason donors give:
project aligns with their values
initiative is impactful in meaningful way - move the needle
Institution is uniquely positions to solve the problem at hand
Cornerstones of transformational gifts:
A big idea that:>See Action Plans Above
Excites/inspires the donor
Addresses a need/achieves a goal/fulfills a dream
Add to the core needs of the institution
Required Elements
Faculty endowments
student scholarship/fellowship... 3 more in list
Essential Elements
The relationship with the donor
Effective academic leadership
Compelling Vision
A realistic business model
An extraordinary stewardship plan: All encompassing
Relationship Requirements:
Collaboration and partnership with donor
High emotional awareness & intelligence
Time and Attention: Anticipate that Development will take 1/3 of your Time.
Intentionality (doesn't happen by accident):
Unique approach to each donor - not a set template
Knowledge that there is no straight line and sometimes cannot be controlled
Engage Faculty and Other Academic Leaders Regularly
Pace Matters
Team Understand the Project (is Imperative) - All on the same page
A Compelling Vision-Requirements
Creativity & Innovative Thinking
Engagement with Faculty and Outside Partners
Role of Development in Building/Guiding These Ideas
The Skill of Writing: Compelling Stories
Selling the Idea to the Donor: Who, How, and Time Horizon
A Compelling vision-Lessons Learned
Strength of Relationships Drives this Conversation
Length of Process is Important
Need to manage toward consensus
Understand donor influence and ownership: What is the donor's motivation?
Electricity and Enthusiasm are key: The Sizzle and the Steak
A Realistic Business Model-Requirements
Organizational Discipline and Determined Commitment of Resources: Are there other costs that might be associated with a donation?
Skills of Building a Realistic Business Model
Absolute Transparency
Understanding Institutional "Carrying Costs"
Outline of Future Modeling of Endowment:
A Realistic Business Model-Lessons Learned
Understand the business framework of the donor
Prepare the academic lead
Engage key advisers early in the process
Be willing to say "that won't work"
Extraordinary Stewardship-Requirements
Commitment to Extraordinary Stewardship
Large Investment of time and resources: Newsletter: Audience of One
Where a newsletter is crafted to market an individual high dollar value donor
Understanding of How to Craft Stories and Ongoing Updates
Keeping Stewardship Fresh and Relevant for the Donor and their Families
Key Takeaways
Full disclaimer...Each is unique, there is no formula
Prepare for all failures, even the ones you cant prepare for
Be focused and disciplined
Take time to plan with your development office and institution leadership
Nothing substitutes for vision and idea creation from the academic leadership
8:15 – 9:00 Recognition and Stewardship All gifts must be recognized and any opportunity for recognition is also an opportunity for stewardship. In this session we’ll explore how to effectively involve potential supporters and past donors in the institution’s vision, ensuring that they feel meaningfully engaged and are receptive to an invitation to invest in that vision. And once you get that all important ‘yes’, we’ll address how stellar recognition and stewardship not only shows gratitude and fulfills our responsibilities but can also lead to the next gift.
IRS Tax Receipt (Add Relevant Photo(s) The Elicits What Their Gift Means to the Institution)
Include Handwritten Thank You Cards from Current Students
Stewardship: Demonstrate Impact, Transparent Reporting on Appropriate Use of Gift, Relationship Building: NOTE: Work with Wayne to develop one page infographic/brief report to use as a brag point
Endowed Fund Reports:
Faculty, Program, Research
Financial Ai, Student programs, etc
Current-Use Give Reports
Catalyst Fun/Seed Funds
Unrestricted Gifts
Facility/Capital Updates
Trusts, Deferred Gifts
Milestone Reports
Philanthropy Impact Report: See Slides on This One! Report Names: Add as a Web Page
9:15 – 10:15 Ethics/Schmethics: How Tough Can It Be? Ethical issues are more top-of-mind than ever in development. Transparency, accountability and the highest ethical standards of personal and institutional conduct are vital to our success. Review ethical issues related to our work in development and consider the tools and approaches we use to ensure we all remain on the highest ethical ground.
10:30 – 11:30 Workshops:
Campaign Basics for Deans Campaigns are now ubiquitous in college and university fundraising. What used to be periodic efforts to increase funds raised for projects or themes are now regular and sustained fundraising structures that are more frequent, pursuing larger and larger overall goals. We will review the basic planning framework of a campaign and explore its relevancy in today’s environment. We’ll also talk through the trends and pressures related to comprehensive campaigns in the context of national conversations about tuition, endowment size, and so forth.
Traditional Sources of Revenue:
Tuition
Research Dollars
Endowments-While Endowments can be Large, the Income is Relatively Small
Development Funds can be a source for growth in funds
Campaigns Accelerate Philanthropy
Give Urgency to Strategic Priorities
Galvanize and Inspire Donors to Raise Their Gift Sights
Strengthen the Institutions's Visibility and Recognition
Achieve New, Higher, Sustainable Levels of Support
Donor Pyramid (All Categories Increase in number of contributors and size of contributions due to Capital Campaigns):
Principal Gift Donors
Major Gift Donors
Annual Gift Donors
Building a Successful Campaign:
Culture of Philanthropy
Expand the Base of Support
Campaign Plan>Volunteer Leadership>Case for Support>Branding and Messaging
Campaign Resources>Campaign Readiness>Campaign Vision and Purpose>Commitment from Leadership
Bottom two are Silent Phase (Start Here and Work Your Way Up); Top Two are Public Phase
Commitment from Leadership: Presidents, Chancellors, Provosts, Trustees, Senior Administrators (CFO, Deans, etc) Key Faculty, and Volunteers,
Identify that Team and make sure they are all on the same page
Keys to Success:
5-10 year commitment
1/3 of your time
collaboration among leadership
Campaign Vision and Purpose:
Articulate campaign vision and purpose
What Big Ideas will attract interest from a broad group pof supporters
What is the scope of Advancement's Role in this effort?
Will majority of school's fundraising priorities fit under the campaign vision and purpose?
Campaign Readiness:
Will constituency support a campaign?
Is leadership prepared to lead a successful campaign
Does institutions have resources and capabilities to be successful?
Internal/External Factors
Campaign Resources:
Do you have a funding model and budget to support a campaign?
Do you have the necessary gift officers?
Do you have the supporting team members?
Small Group Dinners (10-16 people): Deans, Development Officer, and Potential Donors
Campaign Plan:
Outlines path for success
Determines size and scope of effort
Prioritizes readiness efforts for the campaign: leadership, staff, campus
Focus work on keys to success (regions, donor types, departments, gift types, etc.)
Volunteer Leadership
What role will volunteers play in the campaign?
What will be the leadership gift requirements for volunteers?
Is there a term limit to their involvement?
How will you manage campaign volunteers?
Volunteer expectations vs institution needs
Make sure job descriptions exist to define roles
Recruit Volunteers only when you are ready to use them
Case for Support:
Turns the campaign vision into donor opportunities
Outlines how the institution and its constituents are transformed when the campaign is successful
Makes a clear statement of impact a donor will influence
Offers a compelling argument to make a significant contribution to the institution
Less is More-Executive Level Communication (Executive Summary; Infographics)
Make sure stories match the images
Brand and Messaging
What is your campaign brand and messaging?
How does the campaign brand align with your campaign priorities?
How does it support/compliment the university's brand and message?
What is your brand/messaging plan?
Build your messages to set an aspirational tone for the institution
Convey impact towards your mission
Ensure your branding/messaging are unique to your institution
Not uncommon to uise third part to assist with branding discovery
Plan a comprehensive print/web/social media strategy
Expan Base of Support
Connect Philanthropy to the momentum of the institution and tell great stories
Be proud, get loud
Don't let the campaign be a side story. It is the driver of the story.
Celebrate ALL contributions: Time, Expertise, and Financial
Build a Culture of Philanthropy
A Campaign is About Transforming the Organization and more than a Dollar Goal
Celebrate Accomplishments Related to Engagement, Performance, and overall better practice
Make sure your entire community feels the impact of the campaign
Practice fundraising as a team sport
Share Philanthropic Stories at Every Opportunity
Engage Those Directly Impacted by the Campaign Such as Students and Faculty
Empower Volunteers, Faculty, Staff to speak to the impact of the institution
Be ready to talk effectively about the power of participation
No comments:
Post a Comment