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INSTITUTIONAL ADVANCEMENT

INSTITUTIONAL ADVANCEMENT. Stella A. Amoa Ag. Director, Public Affairs University of Ghana June 20, 2011. OUTLINE. 1. INTRODUCTION 2. WHAT IS INSTITUTIONAL ADVANCEMENT? 3. WHY INSTITUTIONAL ADVANCEMENT IN HIGHER EDUCATION? 4. THE KEY PLAYERS 5. THE ADVANCEMENT MODEL

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INSTITUTIONAL ADVANCEMENT

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  1. INSTITUTIONAL ADVANCEMENT Stella A. Amoa Ag. Director, Public Affairs University of Ghana June 20, 2011

  2. OUTLINE 1. INTRODUCTION 2. WHAT IS INSTITUTIONAL ADVANCEMENT? 3. WHY INSTITUTIONAL ADVANCEMENT IN HIGHER EDUCATION? 4. THE KEY PLAYERS 5. THE ADVANCEMENT MODEL 6. OPERATIONALISING THE MODEL

  3. OUTLINE 7. INSTITUTIONAL REQUIREMENTS 8. SOME FUNDRAISING IDEAS 9. OBSTACLES TO SUCCESS 10. CONCLUSIONS REFERENCES

  4. WHAT IS INSTITUTIONAL ADVANCEMENT? • A division of an institution focused on the improvement of the entity, primarily involved in fundraising activities. It is therefore, heavily involved in communications (especially alumni relations), marketing and public relations. • source:  http://onlinelibrary.wiley.com • Wiktionary

  5. WHAT IS INSTITUTIONAL ADVANCEMENT? • Institutional Advancement (embracing alumni relations, fundraising, public relations, internal and external communication, and government relations) refers to a total program to foster understanding and support for a college or university. • (Muller, 1977)

  6. WHAT IS EDUCATIONAL ADVANCEMENT? Educational advancement is a profession devoted to the strategic and integrated management of long-term relationship with constituencies. John Lippincott, President, Council for Advancement and Support of Education

  7. PURPOSE: GROWTH

  8. WHY INSTITUTIONAL ADVANCEMENT IN HIGHER EDUCATION? Most institutions will attract funds on an occasional or regular basis without a dedicated office such as a Development office, OIA, etc. (TALIFF, other project funds, etc.)

  9. WHY INSTITUTIONAL ADVANCEMENT IN HIGHER EDUCATION? • Low Public Confidence in higher education • Dwindling resources for public universities (especially from government)

  10. RATIONALE • To aid (work hand-in-hand with) the University’s leadership team achieve their set goals • To support the academic community in their donor relations • To ensure consistency and coordination of messages and approaches

  11. RATIONALE • To ensure professional and appropriate stewardship • To communicate the institutions’ overall strengths and strategy

  12. THE KEY PLAYERS • Vice-Chancellor/CEO • Deans/Directors/Heads of Units • Faculty • Senior Administrators/Professionals: • Advancement Manager/Development Officer • Support staff • Volunteers (including students)

  13. ROLE OF VICE-CHANCELLOR/CEO • Provides the strategic direction • Communicate institution’s vision and mission • Serves as the link to the overall strategic plan

  14. ROLE OF VC/CEO • Oversee Strategic Institutional Prioritization and assures strategic fit: (Donors prioritize and expect their beneficiaries also to do same). • Directs involvement in donor and alumni relations The VC’s leadership is vital. IT IS A MUST. No one can stand in for the CEO.

  15. ROLE OF THE DEAN • Vision and Mission of the Faculty/Unit (linked to the overall institution’s strategic plan) • Key Advocate for development with colleagues.

  16. ROLE OF THE DEVELOPMENT OFFICER • Demonstrably interested and prepared to engage in the policy work of the institution. • Provides leadership, co-ordinates strategy development and fundraising strategies and activities to support research and programmatic activities.

  17. ROLE OF DEVELOPMENT OFFICER • Acts as a facilitator • Plays a critical role in securing private donations through the promotion of the University and soliciting gifts. • Cultivates prospects in order to help the institution establish relationships.

  18. ROLE OF DEVELOPMENT OFFICER • Identifies creative ways to engage initial donor interest and to sustain it. • Engages people with influence and volunteers to initiate contacts.

  19. ROLE OF DEVELOPMENT OFFICER • Performs due diligence on donors • Manages any reputational risk • Leads negotiations towards strategically aligned projects

  20. ROLE OF ACADEMICS • Leaders in their field • Able to communicate their discipline better

  21. INTRA-RELATIONSHIPS • Deanbrings academic credibility, strategic insight and management authority • Academicsbring expertise, insight and enthusiasm for their subject/discipline with donors.

  22. INTRA-RELATIONSHIPS(Development Officer) Works in close partnership with the Vice-Chancellor • Co-ordinates the work of the various development officers in the faculties/units.

  23. INTRA-RELATIONSHIPS • Collaborates with faculty and staff in all programme areas • Works closely with the individual programme research personnel to create an environment that fully integrates and maximizes fundraising efforts throughout the institution.

  24. Alumni Relations Communication & Marketing Fundraising ADVANCEMENT MODEL

  25. THE BIG THREE Alumni Relations/Friend Raising (Nurturing, Cultivating, Reunions, Events) Communications & Marketing • Getting the message out: • (Key messages, channels, specific targets, publications) • Marketing: Why would a particular programme appeal to a prospective student, what makes xx programme unique? Branding/re-branding, merchandising, etc) Development/Fundraising

  26. LOCATION OF ADVANCEMENT OFFICE May be located in any of the following offices: • Office of Vice-Chancellor • Office of Pro-Vice-Chancellor • Finance Office In addition: Decentralized units? (by faculty?)

  27. LEADERSHIP OF THE OFFICE • Head should be a Senior Member (Faculty/Senior Administrator/Professional) • Well placed to offer strategic advice on new initiatives • Trusted representative of the VC/CEO • VC and DoF (Senior Management) must support and promote the Office.

  28. SETTING THE OBJECTIVES • Overall goal: (What is your institution trying to achieve?) • What/how/when/why/who (Development/Advancement Office need to do to support this goal? • What are the objectives (SMART - short, medium, long term)?

  29. FUNCTIONS OF THE DEVELOPMENT OFFICE • Knowledge of interests and motivations of a wide donor pool (Donor community, foundations, captains of industry, etc.) • Donor Prioritization (filtering meetings) • Grading donors by capacity and inclination

  30. FUNCTIONS OF THE DEVELOPMENT OFFICE • Performing background search of donors • Anticipating and managing donor and academic expectations and interests (before and after gift) • Filtering of fund-raising projects and ideas

  31. FUNCTIONS OF THE DEVELOPMENT OFFICE • Ensures effective collaboration with the decentralized offices, and ensure that all areas of the development operations are organized and managed to achieve maximum success.

  32. STAFF TRAINING AND DEVELOPMENT • Relevant training especially in advocacy and lobbying skills in order to be abreast of contemporary issues and changing trends in institutional advancement.

  33. STAFF TRAINING AND DEVELOPMENT Other relevant knowledge and skills: • Management of fundraising Information systems • Prospect research • Effective Stewardship • Soliciting for major gifts • Organisation of campaigns.

  34. ENGAGING YOUR PUBLICS • University Council • Academic Community (Senior Members) • Administrative Staff • Associations/Unions • Students • Alumni Association • Individual & Corporate Friends

  35. HOW ENGAGED IS THE LEADERSHIP • Track number of key relationships in which • VC is actively engaged. • Other members of the leadership team are actively engaged.

  36. HOW ENGAGED IS THE LEADERSHIP? • Do the leadership team • share donor referrals/contacts with Advancement/Development Officer? • Talk about/share with community progress being made.

  37. Development Themes – The Case of Manchester • Cancer • World Poverty • Science & Society • Social Cohesion • Regenerative Medicine • Carbon Reduction • Access Manchester Linked to key strategic priorities – appointments, PhDs, facilities …...

  38. DEVELOPMENT THEMES: UG • Infrastructural Development • Academic Equipment • Academic Facilities (Libraries, ICT, Labs)

  39. DEVELOPMENT THEMES: UG Development Themes • Residential Facilities (Hostel development, maintenance, etc.) •  Faculty Development •  Curriculum review • Quality Assurance

  40. DEVELOPMENT THEMES: UG Development Themes •  Emerging Needs (Oil & Gas, Climate Change) •  Financial Aid •  Sports Infrastructure/Develop-ment

  41. INSTITUTIONAL REQUIREMENTS • Ethical Integrity (Educate staff in key financial policies and regulations) • Policy on acceptance of gifts • Proposal and Gift Agreement Preparation • Gifts Register (for Audit Purposes)

  42. INSTITUTIONAL REQUIREMENTS • Consistency (for eg. naming policy for new buildings or scholarships) • Clearly written procedural guidelines • An Advisory Board to oversee the work of the Development Office.

  43. ABC OF DONOR RELATIONS Caution: • Big donors like “big ideas” that require new approaches and solutions. • Financial need alone rarely compelling and (if badly communicated) de-motivating for donors

  44. ABC OF DONOR RELATIONS • Make time when it is needed • More social “soft” time (an important aspect) alongside programme-focussed discussions. (Donors need to know that senior management support a project and will make time for them)

  45. ABC OF DONOR RELATIONS • Building trust over time. • Efficient & Effective Stewardship • Monitoring & Evaluating the Relationship

  46. ACKNOWLEGEMENT OF DONORS – A MUST • Thanking donors personally (nothing beats face to face) • Telephone (next best) • Letter (next best) • Email: least good (but better than nothing)

  47. DEVELOPMENT PYRAMID Principal Gifts Major Gifts Special Gifts Annual Giving/ Culture of Giving Engagement/Relationships

  48. PROSPECT ENGAGEMENT CYCLE Dave Dunlop – Cornell University

  49. SOME FUNDRAISING IDEAS • Alumni Events • Private Dinners and meetings with VC/Senior Officials • One on One Meetings • Campaigns

  50. SOME OBSTACLES TO SUCCESS Lack of: • understanding • support • structure • resources • strategy • Ref: John Lippincott, CASE, 2006

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