Institutional Effectiveness Documentation Plan Office of Development & Alumni Affairs

Transcription

1 Institutional Effectiveness Documentation Plan Office of Development & Alumni Affairs University of Florida Institutional Assessment Continuous Quality Enhancement Series Timothy S. Brophy, Director Office of Development & Alumni Affairs Lauren Wild Effectiveness Documentation Report for Non-Academic Units

2 Table of Contents Office of Development & Alumni Affairs Effectiveness Documentation Plan... 3 University of Florida Foundation, Inc Mission Statement Non-Academic Unit Goals Service Delivery Goals Administrative Support Services Academic and Student Support Services Research Community and Public Service Effectiveness Oversight... 6 University of Florida Alumni Association and Alumni Affairs Mission Statement Non-Academic Unit Goals... 7 Table 1: Unit Goals for UFAA Service Delivery Goals Administrative Support Services Academic and Student Support Services Research Community and Public Service Effectiveness Oversight Effectiveness Documentation Report for Non-Academic Units

3 Office of Development & Alumni Affairs Effectiveness Documentation Plan Office of Development & Alumni Affairs Contact person: Lauren Wild, University of Florida Foundation, Inc. 1. Mission Statement UFF mission statement: UFF s mission is to promote the University of Florida (UF) by increasing philanthropy, managing and growing the UF endowment, ensuring the appropriate use of private gift funds and pursuing best governance practices, all in support of UF s mission of teaching, research and service. 2. Non-Academic Unit Goals i) Strategic Communications & Marketing: Execute an integrated strategic communications/ marketing plan. Hire Associate Vice President of Strategic Communications & Marketing and transition/reclassify 3 communications team members to new structure by December 2013 (Mitchell) Create a unified branding strategy platform for ODAA - hire a firm to partner with ODAA, University Relations, Admissions Health Services, Athletics, IFAS and Research by June 2014 (Mitchell/Adams) ii) Development: Increase Philanthropic Support Increase VSE from $210M to $215M by June 2014 (Mitchell/Butler/Needles) Increase annual gifts in colleges and units to 10% by June 2014 (Butler) Increase annual cash gifts to grow endowments by 10% annually by June 2014 (Butler) Launch national Parent Associate Program with a minimum threshold of $50,000 ($10K/year for five years the length of the child s stay at UF) by September 2013 (Butler) Partner with Innovation Square to create the Golden Gator Business Award and identify alumni who own business in the State of Florida by March 2014 (Needles) iii) Advancement Services: Realign functional areas to support the mission of ODAA including the creation of a multi-year funding model Increase percentage of pledge fulfillment from 83% to 90% by June 2014 (West) Transition Gift Processing and Biographical departments to new Advance Web- Based Platform to increase efficiency by June 2014 (West) Identify 1 new funding stream to increase annual revenues by June 2014 (West) Quarterly meetings and review of budget to actuals to reduce operating budget costs by 5% by June 2014 (West) Effectiveness Documentation Report for Non-Academic Units

4 iv) Talent Management: Design, develop, implement and manage a comprehensive Talent Management Program Invest in hiring 3 new development officers for strategic positions by June 2014 (Blythe/Allen) Hire 6 mission critical positions across ODAA by June 2014 (Blythe) Maintain comprehensive professional staff retention program to retain 90% of identified High Potential/Top Performing employees by June 2014 (Senior Leadership Team/Blythe/Wild) Revamp current orientation process, develop targeted assimilation plan and create on boarding toolkit for managers to create comprehensive 90 day onboarding program (Blythe/Green) v) University of Florida, Foundation, Inc: Further engage volunteer leadership and ensure best governance practices Identify new prospect to assist in advancement activities, increase from 22 to 45 by June 2014 (Mitchell/Halloran) Develop 2 new programs focused on onboarding and integration for new UFF Board Members by June 2014 (Halloran/Rasmussen) Review the entire governance structure of the UFF Board to ensure that the committee and council structure reflects the priorities of the UFF Strategic Plan by June 2014 (Halloran) Increase Director attendance at biannual Board Meetings from 50% to 75% by October 2014 (Rasmussen) Increase Board Gold Standard Members; gifts made annually, campaign and estate from 12 to 24 members by June 2014 (Halloran) 3. Service Delivery Goals These goals, among others, were developed collaboratively by a strategic planning committee of the UFF Board of Directors, which included senior staff, UF faculty and volunteers. The three year plan adopted by the UFF Board on September 13, 2012, lays out in detail specific initiatives, strategies and investments for the next three years. These goals are monitored by the UFF Board of Directors Executive Committee which receives a staff prepared annual business plan, derived from the strategic plan that monitors specific action items Effectiveness Documentation Report for Non-Academic Units

5 4. Administrative Support Services The fundraising program at UF is what is called in the industry a centralized/decentralized program. This means that the significant majority of fundraising is done based on college/unit/program donor affiliation. Accordingly, each college and unit has at least one development professional assigned to that program. UFF, however, provides strong central services to the University and to each of those colleges and units. This includes management of a central database (900,000+ entries), maintenance of central gift records, receipting all gifts given to any unit of UF, provision of central services like IT, accounting, tax, real estate and legal services related to gifts and gift fund management (over 8,000 funds). Additionally, UFF provides central Donor Relations services for enhanced and consistent stewardship for donors of UF. These services are provided to the UF community to ensure consistency in our management of gifts, maintenance of essential central gift records, and proper receipting and management of all gifts. The centralization of these services provides great economies of scale to the entire UF community, provides important expertise for all areas of UF and additionally ensures confidentiality of donor records. In the UFF strategic plan and annual business plans, we set quantitative and qualitative goals for each service area, based on a national assessment of top attributes of top performing programs in each arena. UFF maintains a centralized budget process for all UF fundraising programs. reviews and approves all college and unit fundraising budgets, salary requests, new hires, etc. UFF has an external independent audit completed annually by McGladrey LLP, a nationally ranked accounting firm with expertise in the nonprofit area. This is reviewed and presented to the UFF Board of Directors Audit Committee. UFF engages the services of the University s internal auditors to perform 3-4 internal audits annually. The priority of the internal audits is set by the UFF Board of Directors Audit Committee and reviewed by them on a rolling basis during the year. This includes one annual internal audit of donor restricted funds (approximately ), as part of UFF s overall plan to secure fidelity to donor purposes on donor restricted funds. Budget/spending is overseen by the UFF Board of Directors Finance Committee which receives a quarterly report on actual to budget, variances, etc. The investment management of UF s endowment has been delegated by the UFF Board of Directors Finance Committee to the University of Florida Investment Co. (UFICO), UF s investment company. This is documented in a written management agreement. The goals and benchmarks and risk tolerances, for each UFF investment pool are set by the UFF Finance Committee and reviewed at each meeting with the CEO of UFICO. The Finance Committee also establishes financial policies and the endowment spending policy Effectiveness Documentation Report for Non-Academic Units

6 5. Academic and Student Support Services UFF raises and manages gift dollars for all areas of UF. This includes substantial gift support for endowed faculty positions (chairs, professorships, visiting professorships, and faculty fellowships) and support for undergraduate scholarships and graduate fellowships as well as gifts to enhance teaching and related programs. The UF President and Provost and Deans and Directors provide UFF with varying goals for varying times. For example, during the recently successfully completed $1.7 billion capital campaign, the President asked UFF to place a high priority on new faculty positions (over 100 were raised during the campaign) and the Florida Opportunity Scholarships (to support Florida students from low income families who are the first in their families to attend college), among others. We evaluate these special initiatives by the numbers: how many new faculty positions were raised, for example. We also track annually the amount of endowment spendable transfers provided to UF for scholarships, fellowships, faculty positions, research, etc. 6. Research UFF corporate and foundation staff work collaboratively with faculty from across campus to assist with the preparation and stewardship of philanthropic grant proposals to support research. UFF also directly raises private gifts to provide support research. UFF specifically reports annually how much in endowment transfers is made annually to UF to support research. 7. Community and Public Service UFF supports UFAA s efforts (see Part II) to provide public and community service. Our central administrative services, as more thoroughly described above, provide service on a daily basis to the UF community. 8. Effectiveness Oversight The effectiveness of the UF fundraising and fund management programs is overseen by the UF Vice President for Development and Alumni (who also serves at the Executive Vice President of UFF). The Vice President reports directly to the UF president who oversees all progress, as does the UFF Board of Directors through reports at meetings from the Executive Vice President, review and evaluation by the various board committees against established performance criteria, and overall by the Executive Committee of the UFF Board of Directors who reviews the annual business plans, budgets and progress Effectiveness Documentation Report for Non-Academic Units

7 University of Florida Alumni Association and Alumni Affairs 1. Mission Statement To support exclusively the University of Florida s mission of teaching, research, and service as determined by the University of Florida Board of Trustees by fostering and enhancing the relationship between the University of Florida and its alumni, students, and friends. 2. Non-Academic Unit Goals i. To build alliances with UFF, colleges, campus units and alumni groups to grow the number of UFAA memberships over last year s number and increase philanthropy Increase program growth in colleges and units a) Incorporate five college sponsored academic programs into existing events by June 2014 (Barrenechea) b) Showcase Distinguished Alumni Professor at 3 Gator Club events by June 2014 (Barrenechea) Expand Career Services a) Host 2 Gainesville Career Fairs for alumni by June 2014 (Barrenechea) b) Host 2 networking receptions in Gainesville around the Career Showcase by June 2014 (Barrenechea) ii. To expand student programs and grow student alumni association (SAA) memberships. Create membership drives through specialized BEAT t-shirt programs to increase student membership by January 2014 (Johnson) Increase student memberships sold through Gator Run registrations by March 2014 (Johnson) Promote and increase membership to Distance Learners through preview orientations and key UFAA student programming (BEAT t-shirts, Tradition Keepers, Gator Run) by June 2014 (Johnson) Convert graduating seniors to UFAA members upon graduations a) Conduct research on graduating senior demographic and develop marketing plan for FY by June 2014 (Johnson) b) Sell memberships through Tradition Keepers program; log traditions, medallions and memberships sold by May 2014 (Johnson) iii. To broaden alumni engagement by expanding the number and types of activities offered. Evaluate and increase penetrations rates of Gator Club memberships in local areas and provide and report on enhanced tools to effect this a) Penetration growth rates measures monthly for each Gator Club (Francis) b) Update branding materials and supplies provided to each Gator Club by August 2013 (Francis) Enhance the value of membership for affiliate groups (Black Alumni, Hispanic Alumni, Asian Alumni), etc. and provide enhanced tools to effect this a) Increase regional programming by 3 additional events by May 2014 (Francis) Effectiveness Documentation Report for Non-Academic Units

8 Table 1: Unit Goals for UFAA Build Alliances to build alliances with UFF, colleges, campus units and alumni groups to grow the number of UFAA memberships over the last year s number and increase philanthropy Expand Student Engagement to expand student programs and grow student alumni association (SAA) memberships Goal Action items Measures Increase program growth in colleges and units Expand Career Services Increase student member penetration rate of the undergraduate student body Sell student memberships through Gator Run Promote membership to Distance Learners through preview orientations and key UFAA student programming (BEAT t-shirts, Tradition Keepers, Gator Run) Convert graduating seniors to UFAA members upon graduations Time period Responsible person(s) Resources Incorporate five college sponsored academic programs into existing events June 2014 Ana Barrenechea Collaboration between UFAA and Colleges; FY budget) Showcase Distinguished Alumni Professor at 3 Gator Club events Host 2 out of Gainesville Career Fairs for alumni Host 2 networking receptions in Gainesville around the Career Showcase Create membership drives through specialized BEAT t-shirt programs to increase student membership Increase student memberships sold through Gator Run registrations Increase number of distance learners who join UFAA Conduct research on graduating senior demographics and develop marketing plan for FY Sell memberships through Tradition Keepers program; log traditions, medallions and memberships sold June 2014 June 2014 June 2014 January 2014 Ana Barrenechea Ana Barrenechea Ana Barrenechea Rachel Johnson March 2014 Rachel Johnson June 2014 June 2014 Rachel Johnson Rachel Johnson Gator Clubs, Distinguished Alumni Professor, FY budget) MyWorkster, Gator Club Leadership Career Resource Center, FY budget) Collaborations with IFAS, Business, Engineering; FY budget, sponsorship, staff time, graphic design FY budget, student volunteer structure, sponsorships, staff time, graphic design Partnership with Membership Department FY budget, website updates/design, staff time FY budget, partnership with Broaden Gator Engagement Department and campus consultation/guidance, focus groups/student volunteers May 2014 Rachel Johnson FY budget, staff time Effectiveness Documentation Report for Non-Academic Units

9 Goal Action items Measures Time period Responsible person(s) Resources Broaden Gator Engagement to broaden alumni engagement by expanding the number and types of activities offered Evaluate and increase penetrations rates of Gator Club memberships in local areas and provide and report on enhanced tools to effect this Enhance the value of membership for affiliate groups (Black Alumni, Hispanic Alumni, Asian Alumni), etc. and provide enhanced tools to effect this Penetration growth rates measured monthly for each Gator Club Update branding materials and supplies provided to each Gator Club Increase regional programming by 3 additional events Monthly Scott Francis August 2013 Scott Francis May 2014 Scott Francis UFF Reporting Staff and FY budget UFAA staff time, FY budget UFAA staff time, FY budget Effectiveness Documentation Report for Non-Academic Units

10 3. Service Delivery Goals UFAA serves numerous constituencies including alumni and friends of UF. The UFAA five year strategic plan adopted in 2012 itemizes its strategic initiatives and the specific tactics to effect those initiatives. As a companion program of UFF, UFAA participates fully in the UFF budget and spending processes and all its finances are managed by UFF. The UFAA Board of Directors has representatives on the UFF Board of Directors, Executive, Finance and Audit Committees. Like UFF, UFAA develops an annual business plan with specific tactics and timelines for completion on or around January 2014, all derived from the strategic plan. These annual plans are presented to the Board of Directors of UFFA for approval by February Administrative Support Services UFAA uses the central administrative and business services of UFF to achieve economies of scale, including IT, legal, accounting, research, events, etc. 5. Academic and Student Support Services UFAA s role is to support UF, its faculty, students and alumni. UFAA has raised private dollars to endow a fund to support an annual alumni professorship appointment. The alumni professor (a UF faculty member chosen every other year by an interdisciplinary committee) is a member of the UFAA Board of Directors, receives a salary supplement and participates in many UFAA events, including alumni club events. UFAA programs include a student alumni association (the largest in the country), with a goal of cultivating a close relationship with students before they become alumni. This is a large, active program that is acclaimed throughout the country. A full time staff person supports this program. UFAA also hosts the selective group called the Cicerones, who are a student leadership group who serve the president s office in events, UFF and UFAA events, campus tours, etc. 6. Research While the UFAA s mission does not specifically include supporting research at UF, through the UFAA network of approximately 100 alumni clubs (Gator Clubs) and affiliated groups, internationally, UF speakers are provided for numerous outreach events. Most of these talks reflect research activities of faculty at UF. Additionally, a few Gator Clubs have raised dollars for faculty support funds Effectiveness Documentation Report for Non-Academic Units

11 7. Community and Public Service As mentioned above, UFAA supports approximately 100 Gator Clubs and affiliated groups around the world. These clubs are open to alumni or others who wish to be affiliated with UF (The Gator Nation). These clubs each provide services to their local communities, especially through the annual Gator Day, held in May each year, which requires participation in a local community service project. UFAA provides services to the UF community by cultivating strong and lasting relationships with the members of the Gator Nation. Over time, this facilitates relationships that may result in private philanthropy for UF and in advocacy on behalf of UF. UFAA offers many events, programs and services on the UF campus (example, Gator Nation U (a back to college program), the Phil Griffin lectures series, football home game events) that serve the entire campus community and the Gator Nation. 8. Effectiveness Oversight UFAA Board of Directors has adopted a strategic plan. UFAA staff has created an online real time website to report progress with the initiatives in that plan. The Board also receives regular reports from the Executive Director of the Alumni Association, who directly reports to the UF Vice President of Development and Alumni Affairs. The budgeting, business planning and evaluation done by UFF is also done identically by UFAA. Name Department affiliation Phone Vice President of Development and tmitchell@uff.ufl.edu Tom Mitchell Alumni Affairs Associate Vice President, Leslie Bram lbram@uff.ufl.edu Administration Lauren Wild Talent Management Coordinator lwild@uff.ufl.edu Effectiveness Documentation Report for Non-Academic Units