Strategic
Plan:
KRA9: Developing Financial Strength
DRAFT
2010 Key Results
Key Results 1-4 for annual gifts, major gifts and pledges, and planned
gifts and pledges to be secured from 7/1/2005 through 6/30/2010 total
$12+ million. The aggressiveness of these goals will require a comprehensive
major fund development campaign approach.
1. Increase in percentage of J.D. alumni giving annually from 8% (2004-05)
to 18% (2009-10).
2. Increase in annual gift receipts, from all sources, from $191,792
(2004-05) to $500,000 (2009-10).
• The Law Alumni Association Board (LAAB), via its planning
process, has articulated increasing the annual gift receipts from
alumni from $109,865 (2004-05) to $350,000 (2009-10)
3. Secure $10.25 million in Major & Planned gift receipts and
pledge commitments from 7/1/2005 through 6/30/2010 ($372,556 in 2004-05).
4. Increase CULS endowment from $5.25 million (6/30/2005) to $12.5 million
(6/30/2010).
5. Develop, implement, and utilize a rolling, dynamic 5-year CULS Business/Financial
Plan.
2005-2010 Strategic Work
1. Expand and solidify annual giving
a. Support an effective development leadership role for the LAAB,
specifically the LAAB’s KRA #5, Fund Raising – initiated
7/1/05.
• Via the LAAB, support/conduct a class agents/reunion giving
program – implement 7/1/06.
• Via the Law Alumni Association Board, support/conduct law
firm/business sector/public sector challenge programs; start program
design 1/1/06 – implement initial phase 7/1/06.
b. Conduct annual graduating class gift endowment campaigns; September
1st through April 30th each academic year – implement 9/1/05.
c. Conduct an effective direct annual solicitation program (direct
mail, phonathons, e-solicitation, etc. with defined revenue goals
for each appeal and each segment) – implement 7/1/05.
d. Establish a dynamic on-line giving program – start program
design 1/1/06 – implement 7/1/06.
e. Grow CULS faculty/staff annual giving with a target of 100% participation
for full-time tenured/tenure-track faculty and salaried/administrative
associates (implemented 7/1/05).
2. Build a major gifts/planned gifts program appropriate to CULS history
and constituency
a. Identify and cultivate major/planned gift prospects; set number
of calls, solicitations, and gifts (started 7/1/05)
b. Create and maintain a planned gift society and populate that society
– start program design 1/1/06 – implement 7/1/06.
c. Establish and maintain an endowment education program (how it works
and benefits)
• Develop Case for Philanthropic Support of CULS concurrent
with the development of the CULS Strategic Plan – complete
Case by 6/30/06.
• Funding priorities/opportunities to be reflective of strategic
initiatives identified within CULS Strategic Plan which is to be
completed early spring 2006
• Funding opportunities to be “validated” by CULS
business/financial planning model which is hoped to be available
to support the 2006-07 budget planning
3. Further develop overall recognition/stewardship, including:
a. Design and install a CULS donor recognition wall – planning
initiated; installation to be completed for 4/29/06 “ribbon-cutting”
reception.
b. Donor recognition societies – conceptual discussions have
occurred; complete definitions for incorporation within the donor
wall.
c. Annual Donor Honor Roll to reflect new recognition societies; incorporate
into 2005-06 Dean’s Annual Report.
d. Insure annual distribution of stewardship letters to endowed scholarship
donors notifying them of 1) scholarship recipients, 2) scholarship
amount, 3) market value of endowed fund, and 4) the date for the annual
Donor / Scholarship Recipient event.
e. Coordinate with Capital University’s Institutional Advancement
Division to insure CULS’ appropriate participation in stewardship
events such as the annual Philanthropy Celebration Dinner and any
events held in context of a university-wide campaign.
f. for 2006 calendar year; initial statements may be produced only
for donors above a specific dollar amount, and/or initial test may
be selected “test” constituencies, i.e. faculty/staff.
g. Develop and implement a well-defined “membership” program
that articulates the “benefits” of being a Dean’s
Circle/Council level donor.
4. Develop, maintain, and utilize (starting with the 2006-07 budget
process) a rolling 5-year CULS business/financial plan, including:
a. A tuition revenue model
b. An investment revenue model for endowment & law school surplus
c. A philanthropic revenue & cost/$ raised model
d. A human resource model
e. Personnel & non-personnel expense models
f. A capital investment model
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