Foster professional and personal staff development
Objective
Provide Ongoing Training And Support For Staff
Staff opportunities for professional development, training for continuing education, professional and personal growth
Indicator
Annual Participation In Professional Development
Participation by staff in professional conferences, seminars, or other related training
Criterion
Directors attend at least one development program
Attend professional development activity specific to professional area of expertise
Finding
Training Evaluation Summaries Necessary
60% of the directors attended a professional conference specific to their area. In past years, at least 80% of the directors attended the district Council for Advancement and Support of Education (CASE) conference. This year, due to poor organization and programming for the district CASE conference, the vice president allocated the resources available for training in specific areas, which resulted in fewer directors attending a conference. Conferences attended were selected according to specific professional area. All attendees were enthusiastic about their conference participation and believed it helped to enhance their professional knowledge and skills. A formal evaluation was not conducted.
Criterion
One or more department members attend one development program
Attend professional development activity specific to work area
Finding
Training Evaluation Summaries
30% department members attended a development program specific to their area. A formal assessment of the trainings attended was not conducted. Without exception, participants express their belief that attending was beneficial.
Indicator
Support And Encouragment From Vice President For Advancement
Meet with staff to provide encouraging support
Criterion
Vice President for Advancement hold one or more one-on-one meetings with directors monthly
Meet with directors on individual basis, review workloads set direction, access performanace and achievements.
Finding
Vice President Provides Leadership
The Vice President held bi-weekly one on one meetings with the vice president's assistant and department directors. These meetings provide an opportunity for encouragement, direction, and training from the Vice President for each individual department director.
Criterion
Vice President for Advancement chair one or more monthly team meetings with directors
Meet with department leaders for Vice President to provide leadership and to discuss projects, tasks and duties. Keep staff working as a team.
Finding
Communication Between Directors And Vice President Important
The Vice President held bi-weekly team meetings with the assistant and department directors monthly. As a result, the department directors and vice president received update on various activities and programs within the division and university, allowing for discussion and input from various perspectives. Notes from the team meetings were distributed to all directors in the division for informational purposes.
Criterion
Vice President for Advancement accessible to directors and other staff as needed
Vice President for Advancement available to directors and staff for advice and direction through open-door policy and periodic walk-through of office for observation and morale building.
Finding
Effective Communication
The Vice President made himself accessible for consultation with all directors and staff as needed. These informal communication opportunities provided immediate leadership and effective direction for a specific project or change in procedures. It has been a successful communication tool for the division's staff and will continue next year.
Action
Summarize Professional Development Training
Upon evaluation, the division found that the vice president's communication with the directors and staff met expectations. Directors and staff will attend professional development as resources are available. An evaluation summary will be implemented to analyze the effectiveness and value of the training that will be shared with their colleagues during regular department meetings or team meetings as appropriate.
Objective
Performance Goals To Measure Effectiveness
Measurable annual goals set by department leaders to evaluate the activity of staffers
Indicator
Progress Toward Achievement Of Annual Goals
Department leaders review actual performance versus performance goals
Criterion
Monthly submissions by Directors of their areas numbers
Department leaders collect data for monthly report to the Vice President.
Criterion
Preparation and distribution of monthly Performance Measure Reports
Vice President for Advancement collects and reviews data submitted by departments and distributes to team leaders.
Finding
Performance Measures Reviewed
The monthly review of year-to-date totals allowed the directors to review the data with their staff and to redirect their departments focus in a particular area as needed to meet annual goals.
Indicator
Yearend Review And Goal Setting
Vice President and department leaders review fiscal year performance and establish future goals
Criterion
Directors work with Vice President for Advancement to determine goals
Department leaders and Vice President analyze performance data to set specific, measurable goals
Criterion
Vice President for Advancement discuss with President and seeks his approval
President reviews and approves goals set by department leaders, making suggestions where necessary.
Criterion
Meetings with President and Directors to review goals
Vice President for University Advancement reviews goals and strategies to achieve goals
Finding
Goals Reviewed
Year end goals are reviewed and used as a tool to set goals for next fiscal year. The goals are set to meet the objectives of each specific department.
Action
Set Goals For Fiscal Year 2010
Performance goals will be determined and set for fiscal year 2010 in August 2009. To align with the university's mission, these goals will include the involvement and discussion of strategies with the vice president and president.
Objective
Create Positive Work Environment To Retain A Quality Staff
Vice President provides encouragement to all staff with periodic walk-thru of departments
Indicator
Maintain Low Turnover Rate In Staff (employee Retention)
Maintain low turnover rate in staff
Criterion
Few employees leaving because of lack of job satisfaction
Employees committed to their position.
Finding
Less Than One Percent Turnover Due To Family Circumstances
Projection that will be updated at 8/31/09
Criterion
Few employees leaving due to work conditions
Provide employees with proper tools and materials.
Indicator
Provide Opportunities For Better Compensation And More Responsibility
Assign additional and appropriate responsibility
Criterion
Annual increments provided to all staff
Annual review and evaluation of staff performance using the annual merit review form.
Criterion
Additional merit awarded to high performers
Reward high achievers with additional merit
Criterion
Broader responsibilities allocated to deserving staff
Additional responsibilities are given to staff who are capable of contributing more and have the desire to do so
Finding
Completed Criteria For Compensation
Directors were evaluated by the vice president and director's evaluated staff in their departments. Directors and staff were given salary increments based on the performances, resulting in an appropriate distribution of merit funds available.
Indicator
Provide Staff The "tools" To Do Their Jobs
Keep office equipment and technology updated and in good working order
Criterion
Provide And Maintain Technology
Purchase latest hardware, maintain software license, and maintenance agreements.
Finding
Purchased And Upgraded Existing Technology
In all departments, computer services upgrades in technology resulted in slow computer processors for various staff. These computers were replaced to increase efficiency and productivity. Maintenance agreement for existing software was renewed for the university's donor database and alumni; license for graphic software was renewed; and software used for planned giving was updated for current standards of gift calculations. The use of current technology provides efficiency for the staff; donor record information is critical for fund raising; and a tool for planned giving information is accessible for estate planning.
Criterion
Purchase other equipment for meetings and support of staff
As budget allows, purchase equipment which will allow staff to conduct quality meetings.
Finding
Purchase equipment
Purchased additional equipment for staf to effectively anad efficiently complete job
Action
Maintain Positive Work Environment
Review technology annually to meet requirements set forth by computer services. Maintain license and maintenance agreements as needed for continuity of record-keeping and work flow for staff. Actively encourage and support the development and responsibilities of the directors and staff for them to achieve objectives and goals and to be deserving of consideration for increased compensation (if funds are available).
Goal
Provide Leadership For Securing Private Support For University
Vice President for University Advancement will encourage, provide advice, and meet with executive director of Development
Objective
Capital Campaign Progress
Monitor the efforts of the capital campaign that formally started in 2006.
Indicator
VP For Advancement Work With President And Exec. Dir. For Develpment To Increase Private Giving
Develop strategies to increase private giving from prospective donors, friends, and foundations
Criterion
Specific donor base goals set annually
Research and evaluate potential donors, including faculty and staff, alumni and friends
Criterion
Weekly review of progress via reports and meetings
To track activity, progress and success of development team reports are created. Weekly reports are reviewed to measure progress.
Criterion
Specific dollar amount goals set annually
Research and evaluate potential gifts and determine attainable amount. Develop a plan and execute.
Finding
Growth In Development Office Processes
Vice president collaborated with individual development staff regularly to establish strategies for cultivating specific individual donors and building relationships. In addition to individual staff interaction, established a prospective management committee comprised of the development staff, director of alumni relations, director of advancement services, and the vice president. The committee members review and discuss various donors and prospective donors; strategies and timing of donor visits, giving potential of prospects, and determine if the vice president or president should be involved.
Action
Enhance Development Officers' Effectiveness
Three new development positions created to work with individual colleges, corporations and foundations, and annual giving. These positions will allow development staff to become more specialized and effective in meeting fund-raising objectives. The prospect management committee will research prospective donors, create ideas to continue activities in progress, identify new major donor prospects, strategically develop solicitation plans, and conduct planning for future projects.
Objective
Cultivate The Interest And Involvment Of Major Donors
Vice President for University Advancement and development officers make frequent contact with major donors
Indicator
Work With President And Executive Director Of DevelopmentTo Schedule Meetings With Prospects
Plan and execute routine visits and contacts with prospective donors, especially involving the President with prospective donors of $ 100,000 and more. Visits both on and off campus and invitations to University events
Criterion
Number of prospects attending development-related events
Track number of prospects attending alumni and development events.
Criterion
Number of prospects attending events with and for President
Track number of prospects attend events hosted by or for the University President.
Finding
Number Of Donor Contacts
Development contacts included individual visits, capital campaign and alumni association events, and other events sponsored by various departments. Attendance records and guest lists are maintained and formal post meeting and event discussions are conducted. Number of specific contacts by development officers are not compiled and reported. Total number and names of major gift prospects are compiled.
Action
Contact With Major Donors
Major donor cultivation and relationship building are on-going for the development staff, vice president and president during events held on and off campus. A method for tracking the number of contacts by development staff with potential donors will be developed.
Goal
Work With Directors To Enhance Image Of University
Vice President for University Advancement and directors plan and execute collaborative image for the University
Objective
Promote And Maintain High Standards For Publications And Events
All events and publications held or produced will be quality.
Indicator
Advocate For Continuous Improvement Of Quality
Vice President for Advancement and appropriate director will analyze and review to maintain quality
Criterion
Appearance of all publicity and promotional material
Media and publications will meet highest standards.
Criterion
Selection of first-rate event venues
Event venues will meet high standards.
Criterion
Event preparation and agendas
Logistics for the event will be prepared and agenda will befit attendees.
Criterion
Post event evaulations and recommendations with Directors
Following event, Vice President for Advancement and directors evaluate and suggest improvements to meet high standards set.
Finding
Quality Of Publications And Events
The publications published and events held were given significant priority for improvement of quality. Prior to publication, each document was reviewed by no less than three staff members to ensure grammar, text and visual design was appropriate and correct. The vice president reviews overall content and design prior to publication. Periodic evaluation of printed material is discussed in team meetings.
Action
Encourage Review Of Publications And Event Logistics
Publications and events will be closely monitored for continuous improvement by the vice president and the appropriate director.
Objective
Promote Improved Public Relations And Marketing Of University
Vice President for University Advancement will encourage and provide leadership to directors for continued improvment in specified areas
Indicator
Advocate With All Directors The Importance Of Better Exposure
Make recommendations and provide leadership to directors for continuous improvement
Criterion
Director Of Communications Contacts With College Deans
Vice President for Advancement provides leadership for Director of Communications to make regular contact with the College Deans
Criterion
Communications Staff Contact Faculty For Unique Stories
Vice president will encourage Communication staff to contact university faculty for media information.
Criterion
Opportunities For Communications And Marketing Chance To Meet Officials
Vice President for Advancement provides leadership to Public Relations and Marketing departments for effective relationship building and communication with on-campus individuals and significant off-campus media.
Finding
Communications And Marketing Improved Contacts
The communications department sustained efforts with media contacts after the retirement of the director early in the fiscal year. The marketing department worked closely with communications to continue the enhancement of the university by working with various departments and colleges.
Action
Develope Strategices To Imporve Media And Marketing Contacts
Vice President will work closely with communications and marketing directors to increase visibility of the university using media distribution on-line communication and working with the colleges deans and faculty. The marketing director is working closely with the communication director and vice president to develop an image campaign.