Strategy:  Aggressively pursue the financial resources necessary to achieve national and international pre-eminence in learning, discovery and engagement.

Strategy:  Aggressively pursue the financial resources necessary to achieve national and international pre-eminence in learning, discovery and engagement.

Point People:  Bennie Osburn, Celeste Rose, Pat Turner

Narrative Summary of Second Year Implementation Efforts:

Key objectives in 2004-05 included the continued building and financing of a baseline fundraising structure and organization sufficient to plan effectively for UC Davis’ first comprehensive fundraising campaign.  These efforts included hiring and training development officers for every campus unit and for specialized campus-wide services in central development; providing them, campus leadership and volunteers with ongoing opportunities for specialized fundraising education; and developing strategic messages to communicate campus priorities and coordinating that messaging across campus.  In addition, potential donors and campus friends gathered in small groups with the Chancellor and Provost to discuss ways to help the campus to achieve greater excellence, and interviews were also held with individuals to obtain their views about UC Davis and to gauge their potential support.

Advances and Ongoing Programs Consistent with Strategy:

• Approved the recommendations of the RFI Submissions Review Committee proposals to be considered for inclusion in the campaign.  (June 2004)
• Created a campaign website for internal campus audiences (July 2004)
• Implemented Advancement Finance plan along with ORMP which included UC Davis’s first gift fee to be invested in building the Advancement infrastructure necessary to mount the comprehensive campaign. (September 2004)
• Developed campaign prospectus (September 2004) and made revisions based upon campus/prospective donor input (March 2005)
• Completed Leadership Briefings - 11 informal small group sessions with the University’s closest friends, in Phase I of the campaign feasibility study.  (October 2004)
• Began External Interviews - 125 individual interviews with UC Davis’ closest friends and potential donors – in Phase II of the campaign feasibility study. (Winter 2005)
• Analysis of data from Phases I and II of the Feasibility begins.  (Spring/Summer 2005)
• Convened deans to discuss “big idea” concepts for gifts in excess of $50 million in anticipation of the campaign.  Chancellor requested “white papers” describing selected “big ideas” for further discussion. (Fall 2004 and Winter/Spring 2005)
• Conducted 42 recruitments and hired 24 advancement professionals in University Relations, excluding the Mondavi Center.  Assisted colleges, schools, and units with recruitments.  (Ongoing efforts)”
• Provided orientation for new development officers and continuing education for current development officers by including a new “Development Toolkit” website.  (Ongoing efforts)
• Reinvigorated UC Davis Foundation trustee engagement with colleges, schools and units to support identified fundraising priorities and focus on major donors. (Ongoing efforts)
• Initiated regular meetings with Academic Senate Executive Council, CAPBR and other faculty to share information about fundraising and ensure faculty involvement in the campaign. (June 2004, November 2004, March 2005)
• Initiated discussions, in partnership with campus Human Resources, with the Council of Deans regarding the joint management of development officers to assure an alignment between academic priorities, best fundraising practices, performance expectations and accountability which will result in increases in private giving. (January 2005)
• Launched campaign workshop series and best practices training sessions led by fundraising advisors Grenzebach Glier and Associates focused on campus leadership, development staff and volunteers. (February/Fall 2005)
• Continued efforts to nurture a “culture of philanthropy” on campus by hosting and presenting recognized fundraising experts:  Jerry Panas, author of “Asking” (February 2005); UCLA Vice Chancellor External Relations, Michael Eicher; and UCSF Vice Chancellor of Advancement, Bruce Spaulding. (Spring 2005)
• Increased coordination between Development and other UR units to achieve efficiencies and enhance effectiveness in pursuing financial resources for the campus.  Development communications now accomplished collaboratively with University Communications, and close program coordination now occurs between the Office of Development and the Office of Alumni Relations. (Ongoing efforts.)
• Conducted analysis and developed proposal to significantly revamp existing central Annual Giving program into one that supports the multiplicity of program and financial demands of an AAU institution preparing for its first comprehensive campaign.  (Spring/Summer 2005)

SECURING PUBLIC SUPPORT:  2004 - 2005

• Established a campus task force to coordinate messaging and strategy for restoring academic preparation programs funding in the state budget.
• Led campus advocacy efforts to support overall UC strategy in support of the Governor’s budget and the Compact of 2004.
• In concert with OVCR, identified campus federal funding opportunities and priorities for which to advocate in collaboration with UR federal government relations and Congressional representatives.

PRIORITIES FOR 2005-06

• Advance comprehensive campaign planning and readiness through infrastructure improvements and efficiencies, implementing development performance measures and goals, hiring and training development officers campus-wide and implementing programs to effectively serve current and potential donors.
  
  
• Initiate campus marketing program and implement strategies to raise visibility of UC Davis.
  
  
• Continue to generate state and federal revenues for the university’s core support and for priority academic and research initiatives