Philanthropic Impact Study

Transcription

1 Faculty Senate Presentation March 29, 2018 Philanthropic Impact Study Lisa D. Calvert Vice President, University Advancement CEO, Washington State University Foundation 1

2 Scholarship and philanthropy are each, separately, among the most powerful forces at work shaping the future of our society. In combination, they are unsurpassed in their capacity to improve the human condition. William Beaty Boyd President, University of Oregon ( ) 2

3 Sustained Philanthropy Engage a broad base of donors Secure gifts of all sizes Move donors to higher gifts Growth is consistent Shift the gift mix to more cash Graph from CORE Group 3

4 Philanthropic Impact Study Purpose 1. Learn how teams work together 2. Align system and university leadership with emerging advancement vision 3. Focus advancement staff and create consistent messaging 4

5 Philanthropic Impact Stakeholder Interviews Advancement Staff 128 Academic and University Colleagues 30 WSU Foundation Volunteers 23 Board of Regents 2 TOTAL INTERVIEWS 183 5

6 Emerging Themes 1. Significant gaps in process, procedures, policy and technology 2. Front-line fundraisers frustrated with time focused on fundraising (10-50%); some requesting more robust portfolios 3. Consistency needed regarding authority/process for: College/unit staff recruiting/hiring Personnel issues Performance accountability Compensation Budget decisions 6

7 Emerging Themes (continued) 4. Advancement staff requests training, growth opportunities and career paths 5. Need to create more collaborative, thoughtful, and engaging strategies for our donors to inspire larger investments 6. Concern about retention and compensation of advancement staff 7. Board of Directors and Trustees desire more meaningful and purposeful involvement 7

8 Fundamentals for Success 1. Philanthropic Capacity Screening affinity analysis balanced with benchmarking models confirm donor base has capacity and proclivity 2. Infrastructure Right balance between staff and volunteer leadership as well as resources and staffing plans to capture the identified philanthropic capacity 3. Bold, Fundable Ideas Donors invest in response to dynamic vision and bold ideas 8

9 Philanthropic Capacity 9

10 Philanthropic Capacity Findings to Date Screening/affinity analysis balanced with benchmarking models confirm database has capacity and proclivity. Screening/affinity analysis results are $1.2 billion in outright gifts and commitments from individuals, 3 times more than previous campaign. 10

11 Philanthropic Capacity Immediate Initiatives 1. Restructure to best practice to capture philanthropic potential 2. Analyze and implement wealth screening results 3. Implement benchmarking with peer and aspirant university fundraising programs at University and College levels. 11

12 1. Restructure to Best Practice to Capture Philanthropic Potential Foundation Leadership Structure October 25, 2017 Lisa Calvert VP University Advancement, CEO, WSU Foundation Dan Bernardo WSU Provost Assistant to Foundation CEO (vacant) Mark Hermanson Exec AVP, Operations and Campaign Director Gil Picciotto Exec. AVP, Foundation Operations and Leadership Gifts Mike Connell Senior AVP, Individual Giving Kim Holapa AVP, Stewardship, Events, Board Relations Trevor Durham AVP, Marketing & Communications Juan Zavala AVP, Technology and Advancement Records Alex Pietsch AVP, Corporate Relations Constituency Development Teams (21 units) WSUF Finance Team Annual Giving Team Board Relations Marketing & Communications Team WSUF Advancement Records Corporate Relations Team Foundation Relations Team WSUF Gift Accounting Gift Planning Team Stewardship Team WSUF Information Technology Prospect Research Team WSUF Regional Development Team University Events & Outreach Team WSUF Office Assistants WSU Seattle Development Staff *YELLOW = Areas of Finance, Operations, and Services 12

13 1. Restructure to Best Practice to Capture Philanthropic Potential Foundation Leadership and College/Units Restructure March 1, 2018 Lisa Calvert VP University Advancement, CEO, WSU Foundation Dan Bernardo WSU Provost Ana Blaisdell Assistant to Foundation CEO Senior AVP, University Development (Vacant) Gil Picciotto Exec. AVP, Foundation Principal Gifts Mike Connell Senior AVP, Individual Giving Kim Holapa AVP, Strategic Initiatives & Board Relations Trevor Durham AVP, Strategic Communications & Donor Engagement Terry Handler (interim) NEW Senior AVP, Finance, Operations and Services Alex Pietsch AVP, Corporate Relations Andrea Farmer Interim Co-AVP Lynne Haley Interim Co-AVP Brook Ledeboer Interim Co-AVP Jennifer Miltenberger Interim Co-AVP Don Shearer Interim Co-AVP Principal Giving Team Annual Giving Team Strategic Initiatives Marketing & Communications Team WSUF Finance Team Corporate Relations Team Education Graduate School International Programs Scholarships Vet Med, CAHNRS, Carson College, Voiland College Nursing Spokane Pharmacy Floyd College of Medicine Vancouver Tri-Cities Everett Museum Murrow College Arts and Sciences Libraries Honors WSUF Regional Development Team Gift Planning Team Portfolio Optimization Board Relations Foundation Relations (interim) Donor Relations Team Development Events Team WSUF Advancement Records Team WSUF Gift Accounting Team WSUF Information Technology Team Prospect Research Team *RED = Areas of significant change in duties/function since Oct Human Resources 13

14 2. Analyze and Implement Wealth Screening Results GG+A Prospect Analysis: 526,120 households went through the following review process: Historical giving analysis to provide a basis for understanding past performance. Wealth screening to provide an asset-driven assessment of an individual s capacity to make a gift to his or her favorite charity. Predictive modeling of WSU constituents to determine our best potential donors for gift type and giving levels. Results: $1.2 billion in outright gifts and commitments from individuals 14

15 2. Analyze and Implement Wealth Screening Results MAJOR GIFT PROSPECTS Of the 526,120 households, 4,994 potential donors (A/990+, B/ , C/ ) show capacity of $50,000 or greater. An additional 4,765 potential donors were identified with capacity of $25,000 $49,999. There are 9,759 for whom development professionals should have a laser-like focus. 15

16 2. Analyze and Implement Wealth Screening Results Managed Households by Solicitor Unit Solicitor Unit Assigned Solicitor # of Households A-C / 838+ (Top Prospects) WSU College (sample) Sen. Dir. of Development 74 42% Dir. of Development # % Dir. of Development # % Assist. Dev. Director 97 45% Philanthropic Engagement Officer #1 Philanthropic Engagement Officer # % % TOTAL % 16

17 Infrastructure 17

18 Infrastructure Immediate Initiatives Right balance between staff and volunteer leadership as well as resources and staffing plans to capture the identified philanthropic capacity 1. Assessment of finance, operations, advancement services and technology by industry expert 2. Industry expert joins Foundation as the interim Senior AVP, Finance, Operations and Services 3. Implement principal gifts program to capture identified philanthropic capacity 18

19 Bold Fundable Ideas 19

20 Bold Fundable Ideas 1. Donors give in response to a dynamic vision and bold fundable ideas the bolder the better. WSU has the opportunity to make the move from traditional thinking (emphasis on campaign priorities) to more donorcentric thinking (emphasis on the bold fundable ideas that define the University s educational agenda). Focus will move forward to create a university-wide compelling philanthropic case that frames the bold fundable ideas to test with key stakeholders. 20

21 Questions? 21

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