Hand in Hand
Hand in Hand: Why Development and Alumni Engagement Need Each Other Jeff Todd, Associate Vice President, Alumni, and Executive Director, UBC Alumni Association Shawn L. Scoville, Executive Vice President, OSU Foundation
CASE District VIII Master Session Wednesday, February 12, 2014 1:30 – 3:30 p.m. 1
Session Overview • Participant Survey Results • Organizational Models • University of British Columbia Model • Oregon State University Model • Breakout Session #1: Opportunities/challenges of the various models • Why Alumni/ Development Alignment Matters • How Campaigns Help Bring Alignment • Breakout Session #2: Developing shared metrics
• Closing Questions
2
And the Survey Says … Most of you are in alumni relations at a 4-year public university and fairly new to the field. 50% Public 32% Private
27% 4-year 14% 2-year
14% secondary school 5% other
55% Alumni Relations 14% Advancement Services
64% Less than 5 years’ experience
14% Alumni Relations & Development
27% 11 – 15 years’ experience
9% Development
9%
5% Communications & Marketing
0% 15+ years’ experience
5 – 10 years’ experience
5% Other
3
And the Survey Says …
You want to learn more about:
Your biggest challenges to aligning development and alumni relations are:
• Functional integration opportunities
• Identifying mutual metrics
• Examples of successful partnerships
• Finding time to coordinate everyone
• Organizational models
• Breaking out of siloes
• Industry best practices
• Balancing scarce resources to adequately support both development and alumni relations
• Alignment of messages
• Securing alumni board members involvement in fundraising
• How to maintain information between development and alumni relations
• Educating internal and external stakeholders about the advantages of an integrated model
• Your role in encouraging alignment
• Role of strategic and annual planning
4
Organizational Models Fully Integrated – all development, alumni, and institutional marketing and communications together in one administrative unit under the direction of VP of Advancement or similar position Separate – development, alumni, marketing and communications are all administratively and fiduciarily separate entities, either within the institution and/or as stand alone non-profits Hybrid a) Integration of alumni engagement and development with marketing and communications separate b) Integration of alumni engagement and development but with a self-governed alumni association or a self-governed foundation c) Integration of alumni engagement and institutional marketing and communications with development separate
5
Our Premise Any model can work, with the right people and the right attitudes. Ingredients for Success • Joint planning • Enthusiastic and unified brand ambassadors (internal and external)
The Results • Raising more money • Engaging more alumni and constituents in more meaningful ways • Advancing the institution’s brand
6
University of British Columbia 57,706 students (Vancouver: 49,372; Okanagan: 8,334) 8,440 international students from 149 countries 11,836 degrees granted
290,000 living alumni in 120 countries 10,186 faculty and 6,716 staff $2 billion annual operating budget
$519 million per year in research funding for 7,990 projects 153 companies spun off from
UBC research $10 billion in economic impact
7
University of British Columbia Development & Alumni Engagement Advancement Operations
Development
Alumni Engagement
Communications
Officers embedded in the faculties
Gift processing Research & Prospect Mgmt Information Technology Human Resources Finance
Constituency Fundraising • Annual fund Major Gifts • Principal Gifts • Gift & Estate Planning • Corporate & Foundations • International & Regional Campaign Planning
alumni UBC University Partnerships Alumni Services Alumni Communications Operations Alumni Association
DAE Campaign Communications Interactive & Development Marketing Stewardship & Events
8
Oregon State University 28,861 students; 64% Oregon residents; 10% international students 170,000 living alumni 3,481 faculty $263 million in research grants, contracts & awards $400 million endowment The Campaign for OSU: $1B goal One of only two Land, Space, Sea, Sun Grant universities. Only university in Oregon to hold both the Carnegie Foundation's top designation for research institutions and its prestigious Community Engagement classification. 9
OSU Advancement Model OSU Board of Trustees
VP, University Relations & Marketing
OSU President
Athletics
OSU Alumni Assoc. Board of Directors [501(c)3 nonprofit]
VP, Alumni Relations & Executive Director, OSU Alumni Assoc. Alumni programming, regional networks, career networking, Student Alumni Association, Alumni Travel Group, reunions, membership, alumni magazine, Alumni Center operations
OSU Foundation Board of Trustees [501(c)3 nonprofit]
President & CEO OSU Foundation Major gift fundraising, annual giving, gift planning, marketing, events, donor relations, alumni and donor database management, research and reporting, gift receipting, accounting, asset management
10
Questions on Advancement Models
11
Breakout Session #1 Group #1: Fully Integrated Group #2: Separate Groups #3-5: Hybrids Questions: 1. Within your model, what works well? What doesn’t? 2. What are some success stories of collaboration between alumni and development? What makes it work?
12
Role of Campaigns in Alignment “A campaign is an excuse for a university to get its act together.” Kathleen T. Jones Former Vice President Office of Alumni & University Relations Georgetown University
UBC’s dual goal campaign: A new approach
13
Why Does It Matter? • Engaging more alumni and constituents in more meaningful ways • Advancing the institution’s brand • Raising more money
14
UCLA’s $3B Campaign Profile of Top 20 Donors to UCLA’s $3 Billion Campaign • Total giving: $1B of the campaign’s $3B total • Relationship with the university: 30% alumni
• Average size of first gift: $200 • Average areas of giving: 7 • Average number of gifts: 88 • Average number of years involved: 27 • Average number of boards, committees: 8 (UCLA has 1,700+ volunteers involved at any given time.) Source: Grenzebach Glier & Associates
15
Breakout Session #2 “What gets measured gets done.” Groups #1 - 5
Questions: 1. What does success in alumni relations and communications look like that’s not directly tied to fundraising? How do you define success as more than dollars raised? 2. What are the most meaningful shared metrics that will lead to these successes?
16
Remember … Any model can work, with the right people and the right attitudes.
Thank you. Stay in touch. Jeff Todd | [email protected] Shawn Scoville | [email protected]
17
CASE District VIII Master Session Wednesday, February 12, 2014 1:30 – 3:30 p.m. 1
Session Overview • Participant Survey Results • Organizational Models • University of British Columbia Model • Oregon State University Model • Breakout Session #1: Opportunities/challenges of the various models • Why Alumni/ Development Alignment Matters • How Campaigns Help Bring Alignment • Breakout Session #2: Developing shared metrics
• Closing Questions
2
And the Survey Says … Most of you are in alumni relations at a 4-year public university and fairly new to the field. 50% Public 32% Private
27% 4-year 14% 2-year
14% secondary school 5% other
55% Alumni Relations 14% Advancement Services
64% Less than 5 years’ experience
14% Alumni Relations & Development
27% 11 – 15 years’ experience
9% Development
9%
5% Communications & Marketing
0% 15+ years’ experience
5 – 10 years’ experience
5% Other
3
And the Survey Says …
You want to learn more about:
Your biggest challenges to aligning development and alumni relations are:
• Functional integration opportunities
• Identifying mutual metrics
• Examples of successful partnerships
• Finding time to coordinate everyone
• Organizational models
• Breaking out of siloes
• Industry best practices
• Balancing scarce resources to adequately support both development and alumni relations
• Alignment of messages
• Securing alumni board members involvement in fundraising
• How to maintain information between development and alumni relations
• Educating internal and external stakeholders about the advantages of an integrated model
• Your role in encouraging alignment
• Role of strategic and annual planning
4
Organizational Models Fully Integrated – all development, alumni, and institutional marketing and communications together in one administrative unit under the direction of VP of Advancement or similar position Separate – development, alumni, marketing and communications are all administratively and fiduciarily separate entities, either within the institution and/or as stand alone non-profits Hybrid a) Integration of alumni engagement and development with marketing and communications separate b) Integration of alumni engagement and development but with a self-governed alumni association or a self-governed foundation c) Integration of alumni engagement and institutional marketing and communications with development separate
5
Our Premise Any model can work, with the right people and the right attitudes. Ingredients for Success • Joint planning • Enthusiastic and unified brand ambassadors (internal and external)
The Results • Raising more money • Engaging more alumni and constituents in more meaningful ways • Advancing the institution’s brand
6
University of British Columbia 57,706 students (Vancouver: 49,372; Okanagan: 8,334) 8,440 international students from 149 countries 11,836 degrees granted
290,000 living alumni in 120 countries 10,186 faculty and 6,716 staff $2 billion annual operating budget
$519 million per year in research funding for 7,990 projects 153 companies spun off from
UBC research $10 billion in economic impact
7
University of British Columbia Development & Alumni Engagement Advancement Operations
Development
Alumni Engagement
Communications
Officers embedded in the faculties
Gift processing Research & Prospect Mgmt Information Technology Human Resources Finance
Constituency Fundraising • Annual fund Major Gifts • Principal Gifts • Gift & Estate Planning • Corporate & Foundations • International & Regional Campaign Planning
alumni UBC University Partnerships Alumni Services Alumni Communications Operations Alumni Association
DAE Campaign Communications Interactive & Development Marketing Stewardship & Events
8
Oregon State University 28,861 students; 64% Oregon residents; 10% international students 170,000 living alumni 3,481 faculty $263 million in research grants, contracts & awards $400 million endowment The Campaign for OSU: $1B goal One of only two Land, Space, Sea, Sun Grant universities. Only university in Oregon to hold both the Carnegie Foundation's top designation for research institutions and its prestigious Community Engagement classification. 9
OSU Advancement Model OSU Board of Trustees
VP, University Relations & Marketing
OSU President
Athletics
OSU Alumni Assoc. Board of Directors [501(c)3 nonprofit]
VP, Alumni Relations & Executive Director, OSU Alumni Assoc. Alumni programming, regional networks, career networking, Student Alumni Association, Alumni Travel Group, reunions, membership, alumni magazine, Alumni Center operations
OSU Foundation Board of Trustees [501(c)3 nonprofit]
President & CEO OSU Foundation Major gift fundraising, annual giving, gift planning, marketing, events, donor relations, alumni and donor database management, research and reporting, gift receipting, accounting, asset management
10
Questions on Advancement Models
11
Breakout Session #1 Group #1: Fully Integrated Group #2: Separate Groups #3-5: Hybrids Questions: 1. Within your model, what works well? What doesn’t? 2. What are some success stories of collaboration between alumni and development? What makes it work?
12
Role of Campaigns in Alignment “A campaign is an excuse for a university to get its act together.” Kathleen T. Jones Former Vice President Office of Alumni & University Relations Georgetown University
UBC’s dual goal campaign: A new approach
13
Why Does It Matter? • Engaging more alumni and constituents in more meaningful ways • Advancing the institution’s brand • Raising more money
14
UCLA’s $3B Campaign Profile of Top 20 Donors to UCLA’s $3 Billion Campaign • Total giving: $1B of the campaign’s $3B total • Relationship with the university: 30% alumni
• Average size of first gift: $200 • Average areas of giving: 7 • Average number of gifts: 88 • Average number of years involved: 27 • Average number of boards, committees: 8 (UCLA has 1,700+ volunteers involved at any given time.) Source: Grenzebach Glier & Associates
15
Breakout Session #2 “What gets measured gets done.” Groups #1 - 5
Questions: 1. What does success in alumni relations and communications look like that’s not directly tied to fundraising? How do you define success as more than dollars raised? 2. What are the most meaningful shared metrics that will lead to these successes?
16
Remember … Any model can work, with the right people and the right attitudes.
Thank you. Stay in touch. Jeff Todd | [email protected] Shawn Scoville | [email protected]
17
