The Strategic Plan of the University of Vermont Foundation July 1, 2015 June 30, 2020
MISSION The mission of the UVM Foundation is to secure and manage private support for the benefit of the University of Vermont. VISION The Vision of the UVM Foundation is to foster relationships with alumni and donors that maximize their philanthropic investment in the University of Vermont, toward the realization of the University s aspiration to remain among the nation s premier small research institutions. VALUES The UVM Foundation can sum up our values in one word PRIDE Professionalism: As representatives of the UVM Foundation, we exemplify the highest standards of our profession in our work, expertise, and conduct. Respect: In everything we do, we demonstrate consideration of the needs of our alumni and donors, of the campus community, and of each other. Integrity: We are fair, honest, and ethical in our work and straightforward and sincere in our interactions with others. Dedication: We are dedicated to responsibly stewarding the important relationships our alumni and donors have with UVM, and inspiring a culture of meaningful engagement and philanthropy. Excellence: We strive for excellence in ourselves by being innovative in our actions, passionate about our work, supportive of our colleagues, and devoted to professional development and personal growth. 2
Assumptions This strategic plan was crafted under several fundamental assumptions, which we list below. Changes to these assumptions may require re-examination of certain elements of this strategic plan. The assumptions are: The UVM Campaign will successfully secure new commitments totaling $500 million by June 30, 2019. UVM and the UVM Foundation will enjoy stable leadership during the five-year period covered by this plan. The economy will continue to grow, and incentives will continue to exist to encourage private philanthropy. The recent and emerging collaboration with the UVM Medical Center Foundation will continue and strengthen. UVM values the UVM Foundation and continues to invest in it. The UVM brand will continue to grow stronger and the quality of academic excellence will continue to be high. Public higher education will continue to be seen as a critical need for the State and the Nation, and the state will continue to invest in UVM. Volunteers will continue to be interested in serving on the Foundation Board and Leadership Council, as well as the Alumni Association Board. The UVM Foundation s positive impact on the culture of philanthropy among both campus and external constituents will continue. The Alumni House will be an attractive venue for revenue generating events for alumni, campus, and community stakeholders. The UVM Foundation will be able to retain and recruit the staff it requires to meet the goals of this strategic plan. Technology and reporting capabilities will exist to successfully track the objectives identified in this strategic plan. 3
Key Themes Fundraising / Financial Goals: Secure in excess of $500 million during Move Mountains: The Campaign for the University of Vermont Build a fundraising model that sustains the Foundation long term and builds on the endowment for UVM Success Measures: Maintain the three-year trailing average for commitments and receipts post-campaign Funds raised are aligned with the long term needs of the university consistent with Campaign priorities Increase the UVMF endowment from $32M (at June 30, 2015) to $100M by June 30, 2020 through a combination of gifts and market growth. Strategies and Tactics: 1) Maintain the Foundation s focus on securing principal, leadership, and major gift commitments: a. Set annual targets for the number of principal ($5M+), leadership ($1-4.99M) and major ($100-999k) and gifts committed. (Referenced as major gift donors or major gift prospects throughout). b. Target 80%+ of annual fundraising total from major gift prospects. 2) Increase the percentage of commitments that are outright gifts and pledges (vs. bequests) a. Provide extensive training to gift officers regarding closing techniques, negotiating, and balancing outright with deferred solicitations. b. Develop new performance metrics for major gift officers that create incentives to close outright gifts and pledges. c. Enhance the planned giving program s efforts to secure life income gifts that include annuities, trusts, etc. 3) Increase the percentage of gifts that are committed for endowment purposes (vs. current use gifts) a. Targeted education of institutional leadership and donors emphasizing the importance and impact of endowment gifts. b. Develop collateral materials that feature endowment gifts. 4
c. Provide extensive training to gift officers regarding closing techniques, negotiating, and balancing endowment with current use solicitations. 4) Use an effective prospect management protocol to achieve major prospect market penetration metrics and builds a pipeline of future donors a. Achieve 100% market penetration among principal and leadership gift prospects by the end of the campaign, per July 1, 2011 baseline (baseline = 317 prospects). b. Achieve 70% market penetration among $100K+ rated major gift prospects, per July 1, 2011 baseline (baseline = 1,578 prospects). c. Consider regional model as a complement to constituent based model in expanding market penetration 5) Develop effective strategies for broadening our reach to unengaged alumni, parents, and friends who are major gift prospects a. Implement aggressive efforts to identify and engage new major gift prospects b. Utilize open Foundation, Alumni Association, FLC and school/college advisory board seats to recruit excellent prospects at these levels c. Manage fundraisers to effectively discover and engage with quality leads through smart networking d. Work with key volunteers to develop strategies for cultivating new major donors e. Use best-in-class relationship capital tools, such as Relationship Science, to enhance networking and cultivation toward major giving f. Intensify stewardship and engagement efforts with active donors who have additional capacity as major gift prospects 6) Beyond our work with senior administrators, deans and department chairs, expand efforts to engage and involve influential faculty in building relationships with prospective donors a. In partnership with UVM and the UVM Medical Center, develop and execute fundraising training programs for faculty and health care providers. b. Explore opportunities for the University to formally recognize individual faculty participation in fundraising activities. 7) Establish and grow a focused corporate and foundation relations program. a. Develop and execute comprehensive strategies for corporate and foundation entities whose interests align with UVM mission and priorities b. Identify a broader base of corporations and foundation supporters by leveraging connections of our constituents. c. Engage faculty and staff directly in the cultivation, solicitation and stewardship of corporate and foundation gifts. 8) Successfully operate Alumni House so that it generates positive revenue to, in the first instance, pay off the renovation loan, and in the second instance provide operating support to the UVM Alumni Association. 9) Build a $1 million unrestricted reserve by June 30, 2020 to insure the UVM Foundation s financial health and minimize risks to both the Foundation and our host University. 5
Stakeholder Engagement Goals: Broaden the donor base Improve quality of engagement Diversify and, as appropriate, expand opportunities for alumni engagement Identify opportunities to broaden alumni network and create possible career linkages Success Measures: Engagement metrics by donor segment (consider non-financial for younger base) Five year engagement strategy Strategies and Tactics: 1) Develop and implement a comprehensive digital engagement program a. Develop electronic ambassadors volunteer opportunity i. Cohort of 15-25 young alumni who were student leaders to be engaged in promoting UVM, the UVM Alumni Association, and the UVM Foundation within their existing social media platforms b. Launch and strengthen an online engagement portal for alumni c. Expand delivery of educational and current interest programs via electronic channels d. Use a variety of electronic communication tools to create content that appeals to our stakeholders and brings them to us: blogs, photos, infographics, videos, live feeds, online presentations. e. Use multiple channels to deliver this content to interact with people in the way they want to interact with us: website, targeted landing pages, social media, and email. f. Track metrics associated with these activities and use those metrics to carefully refine our approach: number of people reached, number of views, number of likes/comments/shares. 2) Expand alumni engagement through partnership with enrollment management programs a. Launch Refer a Catamount initiative, in which alumni are encouraged to refer students to UVM in an effort to support key enrollment management objectives. b. Continue support for admissions volunteer programs. c. Utilize regional alumni networks to deliver yield programs. 3) Expand alumni engagement in support of career development through the launch of the Hire a Catamount initiative 6
a. Ask alumni to indicate when they have hired or have mentored a recent graduate through UVMAA website portal. b. Enhance networking opportunities for new graduates through affinity group and regional board activities; c. List alumni and their new UVM grad employees in spring issue of VQ alongside article featuring alumni role in career networking. d. Expand Alumni Association participation in, and support of, job shadowing program organized by UVM Career Services. 4) Enhance the value and impact of Sustaining Membership status to our alumni a. Conduct and evaluate a comprehensive survey of alumni in 2017 (ten years after last survey in 2007) and develop programs based on feedback; measure likelihood participants would recommend events or activities to others in their networks b. Plan, deliver and support growth in the affinity engagement program i. evaluate the need for additional regional boards. ii. utilize alumni affinity groups to drive fundraising from like-minded alums towards targeted projects. c. Leverage the UVM Alumni House to cultivate and celebrate the alumni community i. Support alumni visitor experience and visiting alumni programs ii. Establish alumni legacy visit programs d. Increase lifetime sustaining membership by 5% each year from 2015 baseline membership of 175. e. Establish an honorary alumni recognition to celebrate friends of the University who have made significant contributions to the success of the institution. 5) Achieve growth targets for donor participation performance metrics: a. Increase the total number of donors by at least 5% annually from the FY15 baseline of 23,371 (target is approximately 30,000 annual donors by FY2020). b. Increase the number of Ira Allen Society members by 5% annually from the FY15 baseline of 779 lifetime members and 1,204 annual members. c. Increase number of GOLD (Graduates of the Last Decade) donors by 5% each year from the FY15 baseline of 549. d. Continue to invest in and improve our student philanthropy and student alumni association programs, with the goals of education, involvement, and impact. 6) Develop new tools to make gift giving easier and more efficient a. Utilize our new electronic communications platform to create an outstanding online giving experience. b. Ensure that every opportunity for electronic giving is mobile-friendly. c. Market an online recurring giving program. Provide targeted stewardship for these loyal donors. d. Proactively explore additional pathways for giving, including electronic funds transfers, text-to-give, and crowdfunding platforms for student-driven fundraising. 7) Utilize communications platform to educate constituents about the mission and vision of the UVM Foundation and UVM Alumni Association 7
8) Leverage opportunities for regional and national engagement afforded by The University of Vermont Athletics programs a. Strengthen partnership with UVM athletics and Learfield Licensing Partners to advance programs and visibility. b. Promote a series of regional game watches around nationally televised contests in core population centers. c. Enhance former athlete engagement through mentor programs, team hosting opportunities and sport-specific milestone gatherings. 8
Governance Goals: Build a more diverse Foundation board of directors Continue to improve the effectiveness of the Foundation governance model Success Measures: More young, non-white and/or female members Biennial board self-evaluation Strategies and Tactics: 1) Initiate the Foundation Fellows program to engage Graduates of the Last Decade (GOLD) alumni a. Foundation Fellows (target is six per year for a two year term) will attend Foundation committee and board meetings, and will be expected to participate in all discussions about the future of the Foundation, offering their unique perspective as members of the largest demographic of UVM graduates. b. Fellows will be specifically selected with a focus on diversity that is lacking in the full Board and FLC (ie: ALANA, LGBTQA, gender, etc.) 2) Expand the nascent Women & Philanthropy program 3) Develop enhanced strategies for Board and Leadership Council professional development: a. Target 20% board participation each year in the Association of Governing Boards (AGB) Conference on Institutionally Related Foundations (or similar board development opportunities) b. Support the Governance Committee s use of AGB resources to conduct biennial Board Self-Evaluation. c. Develop transparent, written board succession plan strategies. d. Continue to determine interest of FLC members and provide assignments, volunteer opportunities and committee work that prepares them for Board service e. Develop volunteer training opportunities intended to enhance FLC and Board member fundraising skills (perhaps linked to major gift officer training). f. Identify one Foundation Fellow each year to attend the AGB conference with other members of the Board. g. Review progress of Strategic Plan each year during fall Foundation Board meeting. h. Further enhance on-boarding and training opportunities (with particular focus on topics of import for the University) for new FLC and Board members. 9
4) Align the fall meetings of the UVM Alumni Association and UVM Foundation so they coincide on the calendar a. Explore additional opportunities for UVMAA and UVMF board leadership to interact directly for the purpose of enhancing awareness of programs, challenges, leadership potential, etc. 5) Explore and develop plans, as appropriate, for further integration of UVMMC Foundation with UVMF a. Explore appointment of UVMMC Foundation Board member(s) to UVMF Board 10
Employee Engagement Goals: Increase employee engagement and satisfaction Continue to advance ways to retain staff and celebrate success Success Measures: Maintain or improve ratings from baseline Employee engagement survey results Incentives and recognition that matter to employees Strategies and Tactics: 1. Maintain or improve ratings from prior Employee Engagement Survey results, particularly the following 8 questions that focus on elements of organizational culture: Engagement Survey Data 2012 2014 My job is leading to a good future with the Foundation 80% 86% I am paid fairly for the kind of work that I do 63% 78% I have the freedom I need to do my job well 83% 94% If I had a friend looking for a job, I would recommend the Foundation as a good place to work Our total benefits package compares favorably with those offered by other employers Within the last six months, I have not looked for another job outside UVM or the UVM Foundation People who work here are treated with dignity and respect I understand and support the mission and vision of the UVM Foundation. 77% 95% 86% 92% 71% 75% 85% 96% 99% 100% Average Score on 8 Questions 81% 90% 2. Maintain or decrease rate of turnover, especially turnover rate within first two years of hire from FY15 baseline: 11
FY13 FY14 FY15 Resignation Turnover as % of total staff 11% 11% 11% Resignation Turnover as % of New Employee (2 years or less) 11% 8% 13% Average tenure of resignations (years) 7.5 3.2 3.4 All 4.8 3. Provide enhanced opportunities for professional growth. a) Encourage mentoring and supportive management of staff b) As appropriate, provide opportunities for team members to engage with the president, provost or other senior university leaders on prospect strategy 4. Commit to alignment of compensation with the midpoint or higher of independently established industry salary ranges by June 30, 2020. a) Specify which employee groups draw primarily from regional talent pools vs. national talent pools; set midpoint targets based on appropriate recruitment outreach requirement. 5. Continue to offer training on skills mastery. a) Ask high performing staff to share their skills/knowledge with colleagues at informal chalk talks. b) Distinguish between non-optional training and optional self-improvement sessions. 6. Develop a robust on-boarding program that previews employees first two years with the Foundation. Develop increased staff resources to plan, develop and implement a training pathway that clarifies what can be expected through the first two years of employment. 7. Establish and support a Foundation Activities Committee for the purpose of organizing non-work, social activities, etc. 8. Leverage Employee Assistance Programs (EAP) to provide onsite coaching, with particular focus and encouragement on management coaching for supervisors 9. Leverage TIAA-CREF to provide onsite resources for personal financial planning. 10. Develop Senior Management-level acknowledgement process for staff contributions that fosters a culture of gratitude. 11. As appropriate, continue to have open lines of communication and transparency with staff on matters related to broad goals of the Foundation 12. Continue to elevate highly productive gift officer activity at staff meetings. 13. Continue to expand on wellness programs currently in place a) Build awareness of the connection between productivity and wellness. b) Foster healthy lifestyle achievements on an informal basis. c) Identify and incorporate well-being goals and objectives into corporate culture. 14. In a concerted effort to recruit and retain excellent employees, communicate clearly about career advancement opportunities and encourage all hiring managers to consider internal candidates whenever possible. 12
15. Evaluate and deliver a robust benefits program informed by periodic benefits surveys of staff. Abbreviations AGB Association of Governing Boards ALANA African, Latino(a), Asian and Native American FLC Foundation Leadership Council GOLD Graduates of the Last Decade LGBTQA Lesbian Gay Bisexual Transgender Questioning Allies TIAA CREF Teachers Insurance & Annuity Association College Retirement Equities Fund UVM The University of Vermont UVMAA The University of Vermont Alumni Association UVMF The University of Vermont Foundation UVMMC The University of Vermont Medical Center VQ Vermont Quarterly 13