Introducing the University of Sheffield

January 5, 2018 | Author: Anonymous | Category: Arts & Humanities, Communications, Marketing
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A CASE study of the University of Sheffield over the last nine years – focusing on philanthropy Miles Stevenson Director of Development The University of Sheffield, United Kingdom

9th March 2011

I aim to cover … • How we built a Development and Alumni Relations office • Using Sheffield as a case study – successes, achievements and lessons • Questions and discussion

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The University of Sheffield Founded in 1905

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5 June 2002

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18 November 2011

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Building a pipeline

A good team 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Andrew Carnegie (1835–1919) “The rich man who dies rich dies disgraced.” “I resolved to stop accumulating and begin the infinitely more serious and difficult task of wise distribution.”

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Our aim was to create … • a successful office • which built a strong alumni family and brand • supported my ViceChancellor • Helped Sheffield • enthused supporters • and raised money Marco Van Basten 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Your University is sceptical/nervous • Can it succeed? • How much will it cost? • Can you recruit good staff? • Will you raise any support? • Realistically, what can be achieved in the shortterm? • Is it essential?

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Confront The “B” word - Begging

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Fundraisers and fundraising?

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Institutional Audit 1 • Check out the history – why haven’t they had one before?

• Who is the head of the institution? • What is his/her (real) commitment? • How much charisma? • Unique selling points – if any • What is the institution good at?

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Why Education is Important

Ricketts – Penicillin – Viagra! 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Why Education is Important 2

Bailey Bridge – Stainless Steel – London Eye 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Institutional Audit 2 • What resources are available? • Are senior management keen? • • • • •

What is your reporting structure? How many alumni, how old, how famous? What is the appetite to do this? Any focus groups to test this? What other supporters exist?

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Institutional Audit 3 • What does the institution really want?

• What are the expectations? • How reasonable are these expectations?

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Donors won’t pay for …

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The Strategic Plan • • • • • • • • •

A plan will involve the whole range of activity Prospect research, identification and cultivation Publications – e-bulletins Volunteers Events/Reunions Database Alumni Ambassadors Legacies/Major gifts Annual Fund Mailshots and tele-campaigns 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Basic Ingredients • • • • • • • •

Database Time Direction Staff Backing from the top Training Energy and enthusiasm A budget

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

The University of Sheffield: a case study

Sheffield

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

The University of Sheffield Founded in 1905

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Sheffield - 1904

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Back to 1984

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What went wrong?          

Unrealistic expectations Lack of commitment at the top Ownership – “someone else will provide the money” Parties and publications versus fundraising Ever growing costs No early successes = destroying confidence Too much “choice” for donations Alumni groups preserving independence Staff not really believing in it - apologetic Ultimately the cost – benefit ratio 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Starting point No one was asking No Development Office – so no co-ordination No thanking of existing donors = withering away No publicity to raise any awareness of why someone should give 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

What did I do first? • • • • • • • •

Scoping – pause for thought Database – expensive Questionnaire and research Internet site – with donation form Quality publications Fundraising priorities and plan Alumni Relations programme Agreed projects

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Public backing by Vice-Chancellor Talk to all heads of department on my second day Support from ViceChancellor Acknowledgment of difficulties Immediate expressions of interest 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Essential stakeholders

1. 2. 3. 4. 5.

You need key constituents on your team Your Vice-Chancellor/your boss The senior managers Your staff Your supporters/donors The academic champions

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Building participation • Leadership to agree on objectives • Case for support

• Communication to departments and faculties • Champions – internal and external • Determine past and current supporters

• Find new supporters • Create gift clubs and donor recognition points

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My starting point • Some data – no database • 1 ½ alumni relations staff • No magazine – limited website • 6 regular donors – c. £100 p.a. • No organised fundraising • But … evidence of philanthropy from the past

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Teams • Database and Research • Fundraising – Annual Fund Telephone and direct mail

• • • • •

Fundraising – Projects Fundraising – Major Gifts Fundraising - Legacies Finance and Stewardship Alumni Relations

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Development and Alumni Relations Office Office established June 2002: • To reconnect with alumni, staff and friends of the University • To raise donations • To build up endowments Now 17 staff

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Sowing the seeds Alumni Relations prepares the ground for increased reputation, brand recognition, better recruitment and ultimately donations. Don’t treat alumni as a “cash cow” 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Ordinary alumni?

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Now worth $73 billion (ish)

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William Squire

• You need processes • You need a little luck • You can create luck • You don’t need to convert everyone

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People invest in success

My first donor

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Our Alumni Former students, staff and friends 130,000 +

Hard and soft benefits Reputation Word of Mouth

Donations

Speakers

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Famous Alumni

David Blunkett, Sir Harry Kroto, Sir Richard Roberts, Eddie Izzard 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Addressable Alumni (02/02/2009) UK 98,308 N. America 2,601

Europe 9,546

Russia & Central Asia - 28

Middle East/Gulf 1,888

Caribbea n 443 S. America 338

Africa 1,497

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S. Asia 1,194

E. Asia 4,580

S.E. Asia 5,345 Australasia 849

Alumni Publications

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Building the communications

• • • •

Your Alumni Magazine Establish a brand identity Make it interesting – not just propaganda! Regular publishing Ensure a mention of philanthropy/beneficiaries

Your Website • Websites do not replace magazines – they complement them • Websites can provide information/new/services • Use it to collect information - link to your database 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Building the communications 2 Donor Publications

• Donor newsletter – validates and motivates • Legacy/Bequest guide – important to attain big gifts (Amsterdam example)

• Guides to giving – avoid one size fits all – tailor each one • Project/Campaign publications – avoid overreliance on expensive productions

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Sort out publicity! You need to start working on all your audiences immediately – every medium Switchboard Home web page Donation Form

Cases for giving You need a success story 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

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Centenary DVD to 25,000

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Make your gift first! The number one rule … If you can’t persuade yourself, you won’t persuade anyone Gifts that “hurt” – not token gifts

All part of the training 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

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Gift Clubs

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Building the processes Stewardship • Effective mechanisms to thank supporters

• Effective mechanisms to recognise supporters • Regular cultivation devices • Validation tools (newsletter) • Thank, thank, THANK - Ευχαριστώ • Your most likely future donor is a past donor 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Saying thank you

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Recognition

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Building the processes 2 • • • • • •

Your database The database is your most important resource – it is crucial for “corporate memory” Buy an “off the shelf model” – resist in-house designs Send out questionnaires Link your website to the database Use it to record information, gifts, stewardship and events Track and record affinity - attendance

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Building the processes 3

• • •

• •

Prospect Management Build a prospect identification process Establish rigorous and thorough prospect cultivation and tracking processes Prospect profiles, meeting reports and data collection methods Programme of prospect cultivation meetings Prepare ways to invite prospects back (dinners, lectures, careers advice, mentor)

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Building the processes 4 Finance and gift tracking • Make friends with the Finance Office or Bursar

• Clear guidelines for responsibility and actions • Appropriate gift aid reclamation processes • Agreement on who deals with general donations

• Agreement on who deals with bequests/queries • When gifts go wrong – the £1 million bounced cheque 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Visibility The Development Office must be visible People must be able to find this office – and quickly You need to know all tax issues and documentation perfectly You must inspire trust and confidence – some people are actually just “testing” you 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Defining targets • Set time frame over next 4 – 5 years

• “10p to gain £1” or 20p or 30p … • Establish key stages when budget/staff can be increased

• Track and measure donations and legacy pledges • Improve accuracy of database (fewer returns) • Improve database content (emails, phone numbers) • Growth in number of donors and value of gifts 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Get measuring

You must also have non-financial measureables

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Some recent successes at Sheffield

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Gifts and Pledges  £24 million raised since 2002  Funds raised for every faculty  9,500 donors  c. 90% of the gifts were “untied”

 431 legacies confirmed

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SITraN

It is the research that counts … 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

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Opportunity does come knocking

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Exhibition Space

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Pro Bono Law

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Scholarships

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The Alumni Foundation

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Legacy figures • 431 confirmations that Sheffield is remembered in a will • A further 1,370 people have requested a legacy brochure • Since 2000, we have received legacies from 43 individuals worth:

£3,395,776 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

You MUST … 1. Believe in the cause – this will give you conviction and passion 2. Make your own gift – you can look the donor in the eye 3. Get out of the office and meet people 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

You MUST … 1. Know your University inside out – history, facts, achievements

2. Identify what makes

your University special – its U.S.P. (Unique selling point/s)

3. Win the trust (and time) of the senior management and academics 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

You MUST … 1. Have good “saleable” projects – on two sides of paper! 2. Put these through a vigorous testing 3. Identify and research who might support you 4. Get out and “sell” 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Managing expectations

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

You will need … • Process • Staff and resources • Early successes

• Steady nerves • Belief in the cause

• Patience • And a bit of luck 13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Short-term gains versus long-term planning “We build long-term fundraising relationships in institutions that think short-term.” Scott Nichols Harvard Law School

13/04/2015 © The University of Sheffield / Department of Marketing and Communications

Discussion and Questions

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