Strategy: Aggressively pursue the financial resources necessary to achieve national and international preeminence in learning, discovery and engagement.
Point People: Bennie Osburn, Beverly “Babs” Sandeen, Pat Turner
Narrative Summary of Third Year Implementation Efforts:
In 2005-06, key objectives to advance fundraising planning and readiness through infrastructure improvements and efficiencies include:
- Created a systematic and uniform set of performance plans/goals and evaluation methodologies to effectively serve current and potential donors and, given the structural constraints of UC Davis decentralization, made great strides in campuswide adoption of these methodologies.
- Initiated a campus marketing program and implemented strategies to raise visibility of UC Davis.
- Continued to generate state and federal support and resources for the university’s core revenues and for priority academic and research initiatives.
Advances and Ongoing Programs Consistent with Strategy:
- Provided orientation for new development officers and continuing education for current development officers by including a new “Development Toolkit” website and holding volunteer management workshop series. (Ongoing efforts)
- Exceeded the previous years’ number of donor "contact reports" filed by development officers. Over 13,000 have been filed already this year, which is more than the 12,000 filed last year, and more than the 9,000 filed the year before.
- Set an all-time record for Annual Fund gifts and pledges of over $1,810,000 from over 19,000 donors (as of June 22). For many of these donors this gift reflects a first-time contribution to the university and for many more, a small portion of a life-time of giving to UC Davis.
- Generated over $81 million in philanthropic support—UC Davis’ second highest year on record.
- Secured 16 new philanthropic commitments of $1 million or more versus 11 such commitments in the prior year.
- Enhanced communication among central development and school/program units universitywide, engendering greater collaboration, coordination, and partnership.
- Continued implementation of a new gift fee, which has generated funds to help support development operations.
- Introduced a more comprehensive and robust prospect management system, which will more effectively track and manage the relationship with top prospects. This new system won a CASE Gold Medal, for its innovative new prospect identification methods. (June 2006)
- Created greater opportunities for Chancellor and Provost involvement in high-level donor requests for campus, school, and unit initiatives. (Ongoing efforts)
- Continued engagement efforts of UC Davis Foundation trustees with colleges, schools and units to support identified fundraising priorities and focus on major donors. (Ongoing efforts)
- Increased Foundation Board members support of fundraising for the campus. Additional fundraising volunteer groups are also being created in schools and units.
- Increased Cal Aggie Alumni Association Board members support of fundraising efforts.
- Developed the first investment policy for the UC Davis Foundation and worked with Foundation Trustees and the UC Treasurer to explore broadening its investment allocation mix. (Spring 2006)
- Continued meetings with Academic Senate Executive Council, CAPBR and other faculty to share information about fundraising and ensure faculty involvement in the campaign. (January 2006)
- Received and communicated campaign planning study recommendations from campaign consultant Grenzebach, Glier & Associates. (Winter/Spring 2006)
- Hired the first Cal Aggie Alumni Association (CAAA) Development Officer ever and raised over $200,000 in gifts and pledges to support its Endowed Scholarship Program. This represents a more than 1000% increase over the $9,000 brought in during FY 04-05.
- Established the first-ever endowed chair in the School of Education and the first endowed chair in international economics. Each of these gifts for chairs was in the amount of $1 million, a higher dollar level than most chairs in the past.
- Set up a Gifts List Serve for Gifts Announcements Regarding Policies & Procedures.
Securing Public Support: 2005 – 2006:
- 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. (Ongoing)
- With campus academic leaders, organized visits by three members of Congress and one US Senator; featuring nine different academic programs on campus, at the Medical Center, Lake Tahoe, and McClellan Park.
- Provided leadership in two visits to UC Davis by Governor Schwarzenegger.
- Recognized Jay Mechling at the Teaching Prize Gala with the UC Davis Prize for Undergraduate Teaching and Scholarly Achievement award.
- Increased Teaching Prize amount to $35,000 from $30,000 for the 2007 award.
- Celebrated the Endowed Chair and Professorships Program. Twelve new Chair holders and four new endowed Chairs and Professorships were recognized at this year’s annual program. The program was redesigned to be more effective.
- Provided leadership in securing legislative support for placing the
K-12/Higher Education capital outlay bond on the November 2006 ballot, including coordinating briefings for key legislators on campus projects to be funded by the bond, developing responses to Legislative Analyst’s critique; and strategically mobilizing third party advocates on behalf of campus projects.
Short Statement of Plans for 2006-07:
- Increase philanthropic support of UC Davis and engagement of our alumni.
- Leverage campus resources to promote awareness and investment by showcasing academic and campus programs to increase visibility.
- Obtain a clear understanding of the current top campus priorities and refocus existing resources to help achieve those priorities.
- Further identify, qualify and cultivate donors for UC Davis.
- Manage and provide leadership to development officers through evaluations, training and strategy coaching.
- Enhance advancement systems and related infrastructure, i.e., maximize use of the database system to support the prospect research, stewardship, gift acceptance and processing, government relations, alumni relations and communications needs of the campus.
- Provide leadership for campus communication and education efforts to inform alumni, donor, campus, and external constituents about the impact of the K-12/Higher Education Bond Act.
- Create specific outreach meetings in local communities for “meet and greet” sessions to promote greater identification with and knowledge of the campus.
- Focus on creating local community programs of support for campus.