 |
|
|
|
Strategic Planning and Budgeting University Reaccreditation 2007 MSU Moorhead |
Blueprint for MSUM Fundraising: Context and Process Minnesota State University Moorhead is entering a new era in its history. The economic and political environments require increased public private partnership. If MSUM is to pursue a leadership position in public education, and achieve other important goals, the University must attract voluntary support. As part of a major gifts initiative, fundraising for academic scholarships and other key projects is underway. A major priority is the Wellness Center, which has a matching gift as an incentive to drive towards completion. In addition, we are pursuing a $˝M development plan for Athletics, which is necessary to raise Athletic scholarships to a competitive level in the University’s conference, the recently-expanded NSIC. Staff and volunteer resources will be directed towards these initiatives during fall 2008. Scholarship fundraising will be ongoing. However, a timely completion of the Wellness Center and the Athletics initiative will allow for a coherent broader strategy beginning in winter 2009. In order to increase MSUM’s ability to attract voluntary support, two key activities must be undertaken. First, MSUM must identify and develop priorities for fundraising that are tied to strategic initiatives and have the ability to transform the educational program. MSUM must be able to effectively communicate those priorities. Second, the organization must undertake a program of rigorous capacity building. This includes engaging leadership volunteers, effectively deploying staff, and creating an infrastructure to support the aforementioned activities. Identification and Development of Priorities The identification and development of fundraising priorities is a multifaceted, iterative process involving campus units, central administration, and donors. This process involves the following three steps: selection, prioritization, and development. Project Selection The guiding principles for selection of specific projects are:
Projects will be reviewed for their impact, marketability, type and amount of funds needed, and ability to complement other potential projects. In order to promote a more cohesive approach to prospective donors, individual units will be asked to prioritize their own projects before forwarding to the President’s Office. To facilitate this process, units will be asked to take their projects through a first “triage” to identify the amount of funds needed, the type of funds needed (endowment, current program, or capital), primary beneficiaries (who is served by this project), potential donors, and other University partners. A standard format will be provided.
Project Prioritization Selection of projects will not ensure that dollars will be raised for those projects, but they will be made a focus of staff and volunteers. Additionally, a communications plan to pre-sell the projects and state the case for supporting them will be developed following this process. Final selection of projects will occur in October. Development of Projects Capacity Building For MSUM to achieve its current and long term goals, the fundraising capacity of the institution must be expanded. To do this prospect engagement must be increased across the spectrum, from the annual fund to the highest level of presidential prospect. Several key steps have begun under the leadership of Joan Justesen, the new Vice President of the Alumni Foundation. The Alumni Foundation must continue to develop and refine the implementation of performance standards to measure staff productivity. These standards are drawing the staff closer to industry norms. During the fall of 2008, working with outside counsel, volunteers and the University community, staff will develop prospect pools and a plan for engagement around projects and the broader themes of the University’s strategic plan. Timeline August 2008-December 2008
|