The Council of Trustees ratified this plan at its April 25, 2014, meeting. Transforming lives through a culture of giving.

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1 June 2, 2014 The record-setting It Starts with STATE: A Campaign for South Dakota State University propelled the SDSU Foundation s net assets and endowment pool to historic highs, while growing the culture of giving with more than 25,000 active donors. IMPACT Greatness is a five-year strategic plan designed to capitalize on the momentum created by the campaign. First and foremost, our strategic plan is intended to align the Foundation s priorities and resources to help SDSU achieve the goals set out in its strategic plan, IMPACT The Council of Trustees ratified this plan at its April 25, 2014, meeting. The targets set out in IMPACT Greatness will also prepare the Foundation for its next comprehensive campaign. The Foundation s strategic plan calls out 27 performance indicators in four key areas: High-Performing Organization Top-Funding Priorities Key Alliances Marketing, Communications and Outreach We believe this plan is both ambitious and impactful, and we are excited by the opportunities ahead. Steve Erpenbach President & CEO SDSU Foundation Our VISION Transforming lives through a culture of giving. Our MISSION Enhancing excellence by cultivating generosity and treasuring the loyalty of all we serve. Our VALUES I CARE about South Dakota State! INTEGRITY We are relentless in our commitment to integrity and ethics. We represent the Foundation and SDSU with professionalism and dignity always. COMMUNICATION We are transparent and eager to share the SDSU story. We communicate regularly to build trust and uphold our mission. ACCOUNTABILITY We take personal accountability for our actions and results. We focus on creative solutions and innovative thinking to deliver the greatest impact for SDSU. We believe a team-centered approach and can do attitude are essential to meet our goals. RELATIONSHIPS We succeed only through mutual respect, inclusion, and the sincere gratitude of those we work with and serve. We believe collaboration is the engine of greater results. We treasure the passion and loyalty that is unique in being a Jackrabbit. EXCELLENCE We value, promote and fiercely protect our reputation. We deliver exceptional results and celebrate our success!

2 STRATEGIC GOALS AND ACTION STEPS: HIGH-PERFORMING ORGANIZATION Earn and preserve the reputation as a high-performing organization that donors trust and peers strive to emulate through the investment in its human resources, technology and stakeholders. ACTION STEPS 1. Engage with the University on an annual review of the Development Services Agreement. 2. Provide leadership that motivates staff to deliver results. 3. Utilize best practices, processes and support systems, that allow for the highest level of fundraising, donor stewardship and fiduciary management. 4. Develop a risk management program that protects the organization s assets and reputation, with an annual review by the Board of Governors. 5. Provide orientation and educational opportunities for the Board of Governors and Council of Trustees. 6. Ensure effective board member and staff leadership succession. 7. Utilize an effective system for prospect development and management. KEY ALLIANCES Strengthen existing relationships and forge new alliances to enhance our value and results with the ultimate goal of building a healthier and higher-performing organization. ACTION STEPS 1. Implement Development Services Agreement with the University and build on current collaborative environment with Athletics, the academic colleges and other units by expanding the level of involvement by campus leaders in philanthropic efforts. 2. Link the strategies and goals of the Alumni Association with the Foundation through an open and congruent effort. 3. Expand engagement and involvement of the Board of Governors and Council of Trustees with specific goals to measure their satisfaction. 4. Enhance ongoing collaboration and relationships with the Brookings community and the region. 5. Research, develop and expand new giving opportunities related to the business community, foundations and other sectors. 2

3 TOP-FUNDING PRIORITIES Provide exceptional leadership to create a development infrastructure that identifies roles and expectations for our staff, the University and volunteers in support of IMPACT ACTION STEPS 1. Develop opportunities to engage volunteers and campus partners in the development process. 2. Adjust scholarship strategy and implement the Jackrabbit Scholarship Initiative to support priorities identified in IMPACT Enhance the amount of annual and endowed resources available to faculty to support our teaching, research and outreach mission. 4. Promote academic excellence by garnering and leveraging more private financial support that assists the University with program accreditation and enhanced learning environments. 5. Raise greater awareness among donors of the importance of SDSU s 2025 Design and Master Plan and make its components a fundraising priority. MARKETING, COMMUNICATIONS AND OUTREACH Strengthen the Foundation s brand and create a stronger understanding of our critical role in SDSU s success. ACTION STEPS 1. Develop a stronger network of people that can tell the SDSU story to impact existing donors, potential donors, business and government leaders and prospective students. 2. Establish a sustained marketing and communications strategy to educate donors and alumni about the Foundation s role. 3. Commit to a donor-centered approach that spotlights the impact made by donors. 4. Reinforce the importance of the Foundation s role in raising private funds to create the margin of excellence. 5. Facilitate connections between the University and its stakeholders that foster collaboration and Jackrabbit loyalty. 3

4 MONITORING PROGRESS AND ASSESSING RESULTS HIGH-PERFORMING ORGANIZATION Earn and preserve the reputation as a high-performing organization that donors trust and peers strive to emulate through the investment in its human resources, technology and stakeholders. 4 A B C D E F PERFORMANCE INDICATORS BASELINE TARGET Data Security Attracting and retaining high-performing employees Development Services Agreement Technology investment Risk management Board training and development Applications and data stored on in-house servers, protected by firewall. Annual salary & benefits survey with 8 other peer institutionally related foundations. Agreement implemented July 1, Outdated donor management system. PCs, laptops and phones for all staff. Policy Handbook/ Risk Management Task Force has started assessment of organization s risks and developed an online tracking system. New Trustee orientation. Attendance at Association of Governing Board (AGB) conference by Board leadership annually. Use of managed firewall and cloud-based applications and data by end of Conduct organizational climate assessment and receive at least 75% satisfaction by Five annual Operating Plans developed, reviewed and accepted between 2014 and Fully implement an industry-standard donor management / Customer Relationship Management (CRM) system that has product maintenance and support by August Perform a comprehensive review of all major information technology and data information systems and upgrade existing applications by August Install a modern Voice over Internet Protocol (VoIP) phone system by June % of Development staff utilizing tablets and smart mobile devices to perform fundraising functions. Develop and implement a process to assess and manage risks, specifically focusing on Board Governance, Compliance, External Relations, Financial, Human Resources, Information Technology and Operations areas by June Develop a Disaster Recovery Plan by December Establish by fall 2014: statement of Board/Trustee member responsibilities; Board/Trustee Code of Conduct/Ethics; Board/Trustee policy handbook/manual; Board/Trustee educational/development opportunities. New Board of Governors Orientation by 2015

5 MONITORING PROGRESS AND ASSESSING RESULTS KEY ALLIANCES Strengthen existing relationships and forge new alliances to enhance our value and results with the ultimate goal of building a healthier and higher-performing organization. A B C D E F PERFORMANCE INDICATORS BASELINE TARGET Broad and inclusive Council of Trustees Annual Development Operational Plan Training stakeholders on development Memorandums of Understanding (MOU) for University House and Alumni Center Cultivate next generation of leaders and decision-makers Recurring meetings with other highereducation foundations Membership Committee tracks demographic profile. Plan being finalized by VP for Development and Provost. Informal process currently. Ground lease between Foundation and SDSU for block between 9th Street and Harvey Dunn in draft stage. Informal process only now. Periodic contact only at staff level. Stabilize overall membership at 100 to 110, with greater emphasis on increasing engagement by Trustees. Development Operational Plan launching July 1, 2014, with goals representing half of year. Plans will be updated annually, with joint year-end review to assess previous year s performance. First training program involving outside resources brought to campus will be held in Participation by all Deans and Vice Presidents and half of Department Heads by Participation by all Alumni staff and board members by Participation by half of Council of Trustees by 2015 and all by Recurring training offered annually. First agreement drafted before construction begins, with refined agreement signed prior to occupancy. Develop tracking system that identifies successors at businesses, organizations and foundations of strategic importance to SDSU and the Foundation by Initiate annual meeting with the University of South Dakota and a semi-annual meeting that involves other foundations by

6 MONITORING PROGRESS AND ASSESSING RESULTS TOP-FUNDING PRIORITIES Provide exceptional leadership to create a development infrastructure that identifies roles and expectations for our staff, the University and volunteers in support of IMPACT A B PERFORMANCE INDICATORS BASELINE TARGET Foundation endowment pool value Endowment at $95 million. Trustees involvement in development Approximately 10%. 100% by Endowment to at least $135 million by C Academic and athletic scholarships University: $3.61 million annually. Athletics: $3.6 million annually. University: $6 million annually by Athletics: $4.2 million annually by D E F Endowed faculty positions 3 Capital projects (fundraising completed) Sylvan Circle membership 600 members of Sylvan Circle 16 total: 8 endowed professorships ($1 million each) by 2018; 8 endowed chairs ($2 million each) by Alumni Center (2016) University House (2016) Architecture, Math and Engineering (2014) Cow/Calf Research & Education Center (2014) Football Stadium (2016) Headhouse/Greenhouse (2015) PAC Expansion (2018) Swine Education & Research Facility (2014) Classroom Modernization Plan (2018) Visual Arts (2018) Net gain of 300 to 900 total by G SDSU Foundation Land Initiative No formal program Land gift policy finalized and five-year plan in place by H Annual Fund Annual Programs raised $628,337 from 3,878 donors in $905,000 from 5,588 donors by

7 MONITORING PROGRESS AND ASSESSING RESULTS MARKETING, COMMUNICATIONS AND OUTREACH Strengthen the Foundation s brand and create a stronger understanding of our critical role in SDSU s success. A B C D E F G PERFORMANCE INDICATORS BASELINE TARGET Student engagement in messaging Marketing investment expertise Sporadic use currently. Annual endowment reports to existing donors; investment report included in STATELY Review. Hire Student Engagement Coordinator in 2014 to recruit students for Foundation projects. Educational information sent to target audience identified as prospects for scholarship endowments in June Recruit volunteers for personal thank you notes in 2014: Personal notes for gifts 10 trustees who each thank 5 donors of of $1,000 or more; $25,000 or more each; personal P.S. added to President or Provost thank all donors of 40% of all gift receipts. Expanding personal thank you efforts $100,000 or more; 191 student profile College Deans thank all donors who give/ reports produced and pledge $50,000 or more; sent in 2013, the first Department Heads thank all donors who year of the program. give/pledge $10,000 or more; Faculty thank donors for special projects. Campus visit/tour with attorneys, financial First hosting in fall 2015 targeting n/a planners and advisers professionals within 150 miles of Brookings. Impact reports highlight donor s giving n/a 25 donors in 2014, with goal of 125 by Family and multi-generational giving recognition Annual event(s) for Annual Club membership Created Philanthropic Family of the Year in 2012; Alumni Association coordinates Family of the Year. Establish distinct annual celebration that recognizes and shows the impact that annual support provides to the University. 10 families initially; add 10 each year starting in Start in

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