Development Enterprise Strategic Plan. FY15-FY17 Rev. 2/25/15

Transcription

1 Development Enterprise Strategic Plan FY15-FY17 Rev. 2/25/15

2 Contents Advancement Mission and Objectives Development Enterprise Mission and Vision Planning Background Development Enterprise Strategic Plan Measurements of Success Overall Measurements of Success by Area Planning Calendar Cycle Development Enterprise Leadership Team Appendix 19 2

3 Advancement Mission and Objectives Mission: Advancement s mission is to support University goals by focusing on the following areas: Reputation Resources Relationships Objectives: Enhance the overall reputation of Clemson University Generate more resources and funding for Clemson University Effectively steward key relationships with the University Create opportunities for University collaboration 1

4 Development Enterprise Mission and Vision Mission To inspire donors to support Clemson University s mission and strategic plan; to provide exemplary stewardship of those gifts; to powerfully express gratitude and the impact of the gifts. Vision To strengthen the University by building a strong financial base of private giving by growing both the number of donors and the size of their gifts. This vision reaches to all areas of philanthropy: annual donors, major donors, planned giving, and corporate and foundation gifts. 2

5 Planning Background SWOT Analysis Strengths A Development Enterprise that is: Capable of successfully conducting a comprehensive campaign of $1 billion and securing at least $100M per year in total philanthropic support; Performance-based and data-driven; Capable of identifying, engaging and soliciting high capacity philanthropic prospects within the Clemson family; Building an increasingly strong brand and culture for philanthropy; Fostering a stronger culture of gratitude and stewardship; and Establishing more effective partnerships with the Academy. A fundraising momentum that is being supported and sustained by Clemson s strong brand A growing endowment. Weaknesses Clemson s small constituency compared with other Top 20 public universities, particularly those that have done $1B campaigns and that are now conducting or considering multibillion dollar campaigns; Too few constituents, alumni and friends, whose assets place them in the top 1 percent of America s wealthiest individuals and households; Clemson s small gift culture that has set the philanthropic bar for leadership gifts far too low; Lack of the software required to support a sophisticated constituent relationship management program; and The challenge in hiring and retaining development professionals 3

6 SWOT Analysis (cont.) Opportunities A new president and a new leadership team with a dynamic vision for sustaining Clemson s ascent; A healthy prospect pipeline that includes prospects with philanthropic capacity; An opportunity to retain talent and to transition weak performers in the Development Enterprise; and Clemson is embarking on one of its largest capital building projects in the school s history. Threats/Risks A post-campaign freeze, or actual budget reductions, related to investments in Clemson s Development Enterprise; Clemson s few constituents with substantial philanthropic capacity have no ownership of Clemson s vision of the future and its strategic directions; An uninspiring vision of Clemson s future that offers unappealing opportunities for philanthropic investments; The Development Enterprise fails to give priority to its principal gift program; Clemson s development talent is poached and lured away by other institutions offering better compensation and/or better career paths; Clemson s constituents assume that the success of the Will to Lead campaign has substantially reduced Clemson s need for philanthropic support; and Giving from Clemson s constituents with mid-level and lower major gift capacity appears highly sensitive to economic uncertainty. 4

7 Benchmarking Comparison Group This group of public universities was selected, using the criteria listed below, to provide Clemson s Development Enterprise with a source of reliable, useful and meaningful development data for benchmarking. Arizona State University Auburn University Colorado State University Clemson University Georgia Institute of Technology Iowa State University Kansas State University Louisiana State University Mississippi State University Oklahoma State University Oregon State University University of California-Davis University of Kentucky University of South Carolina Virginia Tech University West Virginia University Selection Criteria Total Philanthropic Support Institutional Type Constituency Size Development Resources Primary Competitors Sources Clemson Trustee Peer List Top-20 to Top-40 Fundraising Public Universities $100M Comparison Group Land-Grant Universities Association of American Universities *Reference Clemson Comparison Chart in Appendix. 5

8 Refresh Points The following areas have been identified by the Development leadership team as critical programs that need to be thoroughly evaluated and refreshed during the three-year strategic plan. 1. Refresh the Principal Gifts program 2. Refresh prospect-management practices including donorprospect pyramid 3. Refresh the process of our Constituent Relation Management software identification and installation of a new system 4. Refresh the Annual Giving program the messaging, communication channels and practices 5. Refresh the Development Enterprise organizational structure to ensure effectiveness and efficiency 6. Refresh our perspective on the need for contractual services and consultants 6

9 Development Enterprise Strategic Plan and Metrics Introduction The leadership team of the Development Enterprise defined the following three-year strategic goals and key initiatives to assure: 1. Successful completion of $1B Will to Lead campaign; 2. Annual generation of $100M and above in total philanthropic support; and 3. Readiness for entering the quiet phase of Clemson s next comprehensive campaign by FY19/FY20. The three-year plan will be periodically and systematically reviewed to gauge progress as well as assure timely adjustments to new opportunities and environmental changes. This is an organic document and will be revised as needed to strategically align with 2020 Forward plan In addition to the three-year strategic goals and initiatives, the Development Enterprise will sustain its ongoing commitments to: Enhance collaboration with the academy and within the Development Enterprise. Promote, sustain and enhance a culture of philanthropy among Clemson s many constituencies and stakeholders. Grow Clemson s endowment. Nurture and sustain an operational culture that promotes and values performance and professionalism. Foster a culture of gratitude and stewardship. *The Development Enterprise consists of Alumni Relations, Annual Giving, Advancement Services, Athletics, Marketing and Communications, Donor Services, Corporate and Foundation Relations, University Development, Planned Giving, Principal Gifts 7

10 Goal #1: Surpass the $1B goal of the Will to Lead campaign by June 30, Finishing strong will require heightened focus on asking and closing, particularly with regard to principal gifts of $1M and above and major gifts ranging from $100K and $999K. To accomplish this, we will: Objective 1: Refresh the Principal Gifts Program a. Increase substantially the effectiveness and productivity of Clemson s Principal Gift program. b. Assure strategic and sustained high-level engagement and management of Clemson s Principal Gift donors and prospects. c. Maximize support and effectiveness of the development activities of the President, Executive Vice President for Academic Affairs and Provost, other University leaders and leadership volunteers. d. Partner with the Academy in support of University Big Ideas e. Increase membership in Cornerstone Partners. Objective 2: Emphasize visits, asks made, and gifts closed with top prospects. a. Focus gift officers on their top 25 prospects. b. Implement a Planned Giving campaign c. Focus each college and unit on its top 10 prospects. d. Sharpen focus on top 25 corporate prospects. e. Increase the number of private foundation proposals. Objective 3: Assure the widest possible Will to Lead participation through gifts to Annual Giving. a. Incorporate Clemson Forever messaging. b. Sustain commitment to raising $1M in unrestricted dollars. c. Increase membership in the annual gift clubs Objective 4: Provide the marketing resources and support required for success. a. Support final push. b. Build and enhance Clemson Forever brand. c. Highlight impact of Will to Lead donors and their gifts. 8

11 Objective 5: Express appropriate and timely gratitude for all gifts. a. Ensure appropriate and timely celebration of Principal Gifts. b. Ensure appropriate and timely use of gifts to fulfill agreed on purposes. Finishing strong will also require preparing for a smooth transition to highly productive fundraising following a successful $1B campaign. To accomplish this, we will: Objective 6: Conduct events that celebrate Will to Lead accomplishments while emphasizing the importance of sustaining Clemson s ascent. Objective 7: Build the Clemson Forever brand by highlighting the visionary goals and strategic initiatives of 2020 Forward. 9

12 Goal #2: Continue to generate $100 million or more in total philanthropic support annually for Clemson University. Sustaining Clemson s ascent will require annually raising a minimum of $100M or more in total philanthropic support. To accomplish this, we will: Objective 1: Align fundraising activity and messaging closely with the big ideas of 2020 Forward. a. Articulate the case for big gift support related to 2020 Forward s visionary goals and strategic initiatives. b. Foster ownership of 2020 Forward among potential investors by working with the president, provost, deans and other university leaders. Objective 2: Refresh prospect management practices including donor prospect pyramid. a. Rebalance prospect portfolios to assure focus on the best prospects and alignments with 2020 Forward. b. Launch a concerted effort to identify and qualify principal and major gift prospects, particularly among non-alumni and the emerging wealthy. c. Accelerate prospect qualification process. d. Update donor pyramid based on capacity and affinity. e. Review and refresh prospect portfolios. Objective 3: Retain top talent. a. Retain top performers through key people agreements. b. Access Development Officers productivity c. Develop individual professional development plans. d. Provide on-campus training and professional growth opportunities. Objective 4: Nurture further Clemson s Culture of Gratitude. a. Align Donor Giving with appropriate stewardship levels b. Continue to improve stewardship of principal gift donors. c. Enhance college and unit stewardship programs. d. Enhance Corporate & Foundation Relations stewardship efforts. e. Enhance Annual Giving stewardship. 10

13 Objective 5: Strengthen partnerships across the Academy and with leadership volunteers. a. Evaluate and align with the Academy s restructuring b. Prepare deans and other University leaders for campaign. c. Engage deans and their advisory councils in campaign readiness process. Objective 6: Assess volunteer engagement with Clemson s development efforts. a. Update candidate pool for volunteer leadership b. Assess and refine expectations, roles and structure c. Assess and improve the effectiveness of volunteer communications and training d. Develop strategies for engaging next generation leaders to ensure representation in our total alumni demographics Objective 7: Refresh the Annual Giving program a. Review messaging, communication channels and practices b. Review opportunities to increase unrestricted giving Objective 8: Refresh constituent relation management software identification and installation of a new system 11

14 Goal #3: Prepare Clemson s Development Enterprise to enter the quiet phase of the University s next comprehensive campaign by FY19/20. Readiness for Clemson next comprehensive campaign will require ongoing attention to strengthening Clemson s fundraising capabilities and capacities. To accomplish this, we will: Objective 1: Conduct mini-campaigns for leadership gifts in support of the visionary goals and strategic initiatives of 2020 Forward. a. Engage principal gift prospects b. Engage major gift prospects with high capacity c. Engage key constituents with influence Objective 2: Draft campaign plan to define the anticipated phasing and organizational structure. a. Define scope of the campaign and the magnitude of the philanthropic need. b. Engage CUF Development Committee. c. Engage consulting firm, if needed. Objective 3: Identify and recruit campaign leadership volunteers a. Recruit and train co-chairs of the Nucleus Fund Committee b. Recruit and train nucleus fund committee members. Objective 4: Refresh the Development Enterprise organizational structure to ensure effectiveness and efficiency a. Identify, prioritize and fill key positions. b. Make organizational adjustments. c. Project budget needs. Objective 5: Intensify Clemson Forever messaging related to 2020 Forward. a. Hone the case for gifts in support of 2020 Forward. b. Develop communication, marketing and training tools. c. Launch pre-public phase communication plan. Objective 6: Refresh our perspective on the need for contractual services and consultants. 12

15 Measurements of Success Overall 1. Total philanthropic support 2. Total unrestricted cash 3. Total cash to endowment 4. Total number of visits, asks and proposals requested 5. Reported on development dashboards twice monthly Development enterprise dashboard Development enterprise details The Will to Lead dashboard 13

16 Measurements of Success by Area Total philanthropic support defined by: 1. Gifts and pledges, Planned Giving, IPTAY annual, gift recognition 2. New $1M gift commitments 3. Tracking of VSE numbers 4. Proposals Proposals by team Athletics Corporate and Foundation Relations Planned Giving Principal Gifts University Development team Proposals by type Capital Current operations Endowment Planned Giving Proposals by ask amount 5. Cash Total cash Total for endowment Total for unrestricted 6. Future gift commitments (planned gifts) 7. Total number of visits 8. Annual giving Total dollars raised Total number donors Dollar amount unrestricted gifts 9. Advancement services Number of gifts of $1M and above Number of donors whose lifetime giving equals $1M and above 14

17 10. Prospect management/prospecting Total number of new prospects researched qualified by capacity level Total number of prospect portfolios reconfigured and refreshed Total number of prospects advanced from cultivation to solicitation Total number of prospects moved from decision-pending to closure Total number of donors of $100K and above under active stewardship 11. Marketing and communications Reference quarterly marketing report card Number of principal gift proposals developed and submitted Number of case statements and other support materials developed specifically for fundraising Reference Go Big! quarterly campaign dashboard These include both metrics for social media, press releases, event marketing, website, photo/video, planned giving and digital media 12. Stewardship Number of new and upgraded society members Number/types of celebrations Number/types of acknowledgments Numbers/types of efforts to educate culture of gratitude 13. Alumni Relations Total communication contacts ( addresses, social media followers) Total event and attendance figures Net operational surplus of Clemson Alumni Association 15

18 Planning Calendar Cycle March April/May June July/August December March April/May Definition of planning parameters and process Agreement on mission/guiding principles (overarching strategic goals and objectives) Agreement on planning process, tools and timeline Initiation of budget discussions Preparation of FY16 program goals, objectives and initiatives Unit planning activities Joint planning among programs Initial drafts prepared Refinement of FY16 Plans Program plans, shared, discussed and revised by leadership team FY16 strategic goals and objectives refined Revisions shared with program staff FY16 plans are finalized FY16 plans are implemented FY16 plans are assessed and adjusted FY16 plans are assessed and FY17 planning and budget processes are initiated FY17 plans informed by assessment of FY16 plans and initial draft of FY17 plans FY17 planning parameters, process and calendar are defined FY17 program goals, objectives and initiatives Agreement on overarching strategic goals and objectives Unit planning activities Joint planning among programs Initial drafts prepared 16

19 June July/August Refinement of FY17 plans Program plans are shared, discussed and revised by leadership team FY17 strategic goals and objectives refined Revisions shared with program staff FY17 plans are finalized FY17 plans are implemented 17

20 Development Enterprise Leadership Team Associate Vice President of Advancement Brian O Rourke Administrative Coordinator Mickie Damesworth Development Coordinator Donita Wagner Senior Director Alumni Relations Wil Brasington Assoc. AD/ Director of IPTAY Development Bobby Couch Sr.Director of Stewardship and Events Jack McKenzie Senior Director University Development Missy Ryan Penland Senior Director of Marketing and Communications Michele Cauley Senior Director Gift and Estate Planning JoVanna King Director Annual Giving Ann Smith Senior Director Corporate/ Foundation Relations Ann Marie Alexander Sr. Director of Advancement Services Larissa Kelly 18

21 Appendix Item 1 Clemson Comparasion Chart Public University FY 13 $ Raised Endowment Market Value 2014 Land Grant NSF 2014 $K Arizona State University 108M $625,832,677 Yes 47.8K No Trustee List Auburn University 67.9M $610,453,958 Yes 7.5K Yes Clemson University 75.7M $623,261,863 Yes 15.4K Yes Colorado State University 112.5M $375,670,000 Yes 28.5K No Georgia Institute of Technology 102.7M $1,889,013,593 Yes 61.1K Yes Iowa State University 89.4M $777,017,930 Yes 36.2K Yes Kansas State University 108.1M $473, 986,809 Yes 7.6K No Louisiana State University 96.5M $425,417,449 Yes 12.6K No Mississippi State University 65.9M $456,609,735 Yes 7.5K Yes Oklahoma State University 110.2M $904,893,040 Yes 16.5K No Oregon State University 81M $511,427,038 Yes 49.9K No University of California M $946,301,819 Yes 53.3K No Davis University of Kentucky 78.9M $957,784,000 Yes 14.6K No University of South Carolina 107M $596,378,689 No 14.9K No Virginia Tech University 86.9M $794,436,874 Yes 33.7K Yes VSE Totals $1,1,395.4B $10,494,498,665 $407.1K 19

22 Item 2 Cash to Endowment Chart Fiscal Year End Totals Fiscal year Cash to Current Cash to Endowment Total Cash to Clemson 2014 $21,694, $16,420, $38,114, $30,894, $11,028, $41,922, $20,648, $20,167, $40,815, $16,428, $9,954, $26,383, $18,608, $11,430, $30,039, $16,550, $6,751, $23,301, $19,683, $13,762, $33,445, $17,842, $10,768, $28,610, $17,155, $13,412, $30,568, Year-to-Date Totals Fiscal year Cash to Current Cash to Endowment Total Cash to Clemson 7/1/2014-2/15/2015 (2015) $17,025, $12,486, $29,512, /1/2013-2/15/2014 (2014) $13,930, $10,923, $24,854, /1/2012-2/15/2013 (2013) $19,330, $7,595, $26,925, /1/2011-2/15/2012 (2012) $13,822, $16,281, $30,104, /1/2013-2/15/2011 (2011) $9,892, $5,602, $15,494, /1/2012-2/15/2010 (2010) $10,341, $8,507, $18,848, /1/2011-2/15/2009 (2009) $10,233, $4,235, $14,468, /1/2013-2/15/2008 (2008) $13,382, $9,836, $23,218, /1/2012-2/15/2007 (2007) $10,264, $7,880, $18,144, /1/2011-2/15/2006 (2006) not available not available not available IPTAY CAT1 Cash Donations 7/1/ through 2/15 Fiscal Year to Date Cash to Endowment 2015 $3,165, $867,

23 Item 3 GIFT TABLE $1,000,000, Commitment Goals Actual Commitments (Gifts/Pledges) Level Number Number $25,000, $10,000, $5,000, $2,500, $1,000, $500, $250, $100, $50, $25, $0.00 Many 78,558 21