Foster professional and personal staff development
Objective
Provide Ongoing Training And Support For Staff
Provide staff opportunities for professional development, training for continuing education, professional and personal growth
Indicator
Annual Participation In Professional Development
FY 2010 Participation by staff and directors in professional conferences, seminars, or other related training will be monitored. Counts and the percentage of staff involved in professional development will be calculated.
Criterion
Half Of The Directors And Staff Will Attend At Least One Development Program
Half of the Directors and Staff will Attend at least one development program or activity specific to professional area of expertise
Finding
Criterion Satisfied
A total 52% (13 of 25) of staff and Directors attended professional development activities. 70% of the directors attended the district Council for Advancement and Support of Education (CASE) district conference. The conference program addresses each specific professional area for the attendees. 30% of the directors in attendance are new to the profession. 20% attended a newcomers two-day newcomers workshop prior to the conference. The attendees of the workshop received beneficial information for their specific roles in the profession. All attendees were enthusiastic about the educational benefits. This participation was beneficial to the division, and particularly to newcomers. One-third of the staff attended the Council for the Advancment of Education (CASE) district conference, which addresses each specific professional area for the attendees. All but one of those attended the two-day newcomers workshop. Participating members implemented suggestions and ideas learned for their specific areas. A total 40% of the staff department members attended some type of development program specific to their area. The Division's performance measure improvements indicate that the level of staff involvment that occurred was beneficial.
Action
Summarize Professional Development Training
Directors and staff will continue to participate in professional development activities and will increase participation as resources are available. Division personnel will continue to share thoughts on the effectiveness and value of the training they attend, 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. The goals reflect the FY10 goals projected in the President's Performance Indictor Report at the start of FY 2010. This objective focuses upon only the most prominent indicators reported by each department in the President's Performance Indictor Report. These are reviewed for progress at several points throughout the year, through reports and individual meetings. At the end of the year a final review is conducted and goals are set for the following year.
Indicator
Progress Toward Achievement Of Annual Goals
Department leaders review actual performance versus the performance goals that are declared for the current fiscal year in the President's Performance Indicator Report. This occurs several times during the year and at the end of the year a final review produces year-end findings. The final review also provides the basis for establishing the goals for the following year.
Criterion
Prominent FY10 Dept Indicators In PPI
The following are the Departmental Criteria which are the most prominent targeted indicators in the PPI Reprt: *Advancement Services - # of Records Updated -375,000 *Alumni Relations - Total Membership - 7450; and Gifts - $120,000 *Communications - Media Placements - 4250 *Development - Total amount contributed - $8.5 million;& number of Donors - 8,500 *Marketing - Projects completed - 500 *Museum - Number of onsite visitors - 50,000
Finding
FY10 Final Indicator Values
The final values achieved in FY2010 indicate that 56% of the goals set for the division exceeded expectations.
Action
Set Goals For Fiscal Year 2010
Goals for FY 2011 have been adjusted to align with individual departments outcome of FY 2010. To align with the university's mission, these goals will included the involvement and discussion of strategies with the vice president and president.
Objective
Retain A Quality Staff Through Positive Work Environment
Retain A Quality Staff supported by the efforts of the Vice President to create a positive work environment. These efforts will include encouragement of all staff with on-going communication, periodic walk-thrus of departments and interaction with all staff; provision of appropriate work tools; merit compensation based upon performance excellence; delegation of additional authority to deserving employees.
Indicator
Count Members Of Staff Retained
At the end of the year the total number of University Advancement personnel retained are counted. Reasons for staff departures are reviewed by the Vice President and/or the appropriate Department heads.
Criterion
Retain 90% Of Division Personnel
The division seeks to retain 90% of its directors and staff who have the choice to remain employed. Losses due to illness or retirement are excluded.
Finding
Criterion Met
Ninety seven percent (97% ) of the University Advancement Division's staff have been retained so far in FY 2010. Only one, out of 26 employees has left the division to accept a higher paying position. In interviewing the exiting employee the Dept head learned that the employee was very satisfied with the work environment in Universtiy Advancement.
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
Meet Or Exceed Capital Campaign Target Of $50,000,000
One of our primary objectives this year is to meet or exceed the capital campaign target of $50 million. In order to lead the division in achieving this objective, the Vice President will facilitate the development of strategies to increase private giving from prospective donors, friends, and foundations. This will include the cultivation of major donors
Indicator
Monitor The Ongoing Efforts Of The Capital Campaign And The Growth Of Funds
The growth of Capital Campaign funds will be monitored through monthly performance measure reports and the campaign efforts will be reviewed at periodic Prospect Management Committee meetings. At these meetings the committee discusses the progress made with regard to donor prospecting and cultivation.
Criterion
Raise $50,000,000 For The Capital Campaign
In order to meet the $50 million target set for the Capital Campaign which was intiated in 2006, the division would need to raise $1,000,000. The total amount raised toward the $50 million target at the end of FY 2009 was $49,000,000.
Finding
$ 61,225,006 Raised As Of August, 31 2010
$61,225,006 was raised as of August 31, 2010 and exceed criterion for the capital campaign.
Action
Follow-up On Capital Campaign Commitments
As noted in findings, the final tally of funds raised for the Capital Campaign include pledges which have not yet been collected. These must be monitored regularly and their status continually examined until the pledge is completely fulfulled. This will involve monthly review of the status of campaign pledges to ensure a high fulfillment rate. Oversee specific cultivation programs to engage individuals who have made planned gift commitments. Specific donors and prospects will be assigned to development officers with a target of at least three contacts with each donor/prospect to be made during the year
Objective
Performance Goals To Measure Effectiveness
Measurable annual goals set by department leaders to evaluate the activity of staffers. The goals reflect the FY10 goals projected in the President's Performance Indictor Report at the start of FY 2010. This objective focuses upon only the most prominent indicators reported by each department in the President's Performance Indictor Report. These are reviewed for progress at several points throughout the year, through reports and individual meetings. At the end of the year a final review is conducted and goals are set for the following year.
Indicator
Progress Toward Achievement Of Annual Goals
Department leaders review actual performance versus the performance goals that are declared for the current fiscal year in the President's Performance Indicator Report. This occurs several times during the year and at the end of the year a final review produces year-end findings. The final review also provides the basis for establishing the goals for the following year.
Criterion
Prominent FY10 Dept Indicators In PPI
The following are the Departmental Criteria which are the most prominent targeted indicators in the PPI Reprt: *Advancement Services - # of Records Updated -375,000 *Alumni Relations - Total Membership - 7450; and Gifts - $120,000 *Communications - Media Placements - 4250 *Development - Total amount contributed - $8.5 million;& number of Donors - 8,500 *Marketing - Projects completed - 500 *Museum - Number of onsite visitors - 50,000
Finding
FY10 Final Indicator Values
The final values achieved in FY2010 indicate that 56% of the goals set for the division exceeded expectations.
Action
Set Goals For Fiscal Year 2010
Goals for FY 2011 have been adjusted to align with individual departments outcome of FY 2010. To align with the university's mission, these goals will included the involvement and discussion of strategies with the vice president and president.
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
Continue To Improve The Standards For Publications And Events
The Division has been engaged in a concerted effort to improve the quality of its publications and events and this effort continues in 2009-2010.
Indicator
Annual Awards Competition Of The Council For The Advancement & Support Of Education
The Advancement Division submitted publication materials (articles, photographs, brochures) and documented evidence of the quality of its events ( event invitations, printed program, menu, photos of venue and table decorations, attendance numbers, etc) in competition with those of other universities within district 4 (Southwestern US)
Criterion
Recognition From Council For The Advancement And Support Of Education
The Division will earn recognition from the Council for the Advancement and Support of Education in the form of an award
Finding
The Division Was Awarded Three Awards
Division was awarded three awards. Bronze achievement award for alumni event, "Celebration Sam's Birthday, Austin TX; Bronze achievement award special event, University Advancement & President's office, "Celebrating 100 years of Ag Education; Special Award to Jennifer Gauntt, Communications Writer, for an on-line publication of a "General News Writing." All were recognized in March 2010 at the CASE Conference in Austin, TX.
Action
Develop Internal Evaluation Process For Publications And Event
In order to further advance our improvement of publication and event quality we will develop the means to conduct internal panel evaluations of our materials and events, using a standardized, locally constructed rubric and evaluation methodology. This will improve our ability to monitor publications and event logistics for quality and to further elevate the image of the university
Objective
Performance Goals To Measure Effectiveness
Measurable annual goals set by department leaders to evaluate the activity of staffers. The goals reflect the FY10 goals projected in the President's Performance Indictor Report at the start of FY 2010. This objective focuses upon only the most prominent indicators reported by each department in the President's Performance Indictor Report. These are reviewed for progress at several points throughout the year, through reports and individual meetings. At the end of the year a final review is conducted and goals are set for the following year.
Indicator
Progress Toward Achievement Of Annual Goals
Department leaders review actual performance versus the performance goals that are declared for the current fiscal year in the President's Performance Indicator Report. This occurs several times during the year and at the end of the year a final review produces year-end findings. The final review also provides the basis for establishing the goals for the following year.
Criterion
Prominent FY10 Dept Indicators In PPI
The following are the Departmental Criteria which are the most prominent targeted indicators in the PPI Reprt: *Advancement Services - # of Records Updated -375,000 *Alumni Relations - Total Membership - 7450; and Gifts - $120,000 *Communications - Media Placements - 4250 *Development - Total amount contributed - $8.5 million;& number of Donors - 8,500 *Marketing - Projects completed - 500 *Museum - Number of onsite visitors - 50,000
Finding
FY10 Final Indicator Values
The final values achieved in FY2010 indicate that 56% of the goals set for the division exceeded expectations.
Action
Set Goals For Fiscal Year 2010
Goals for FY 2011 have been adjusted to align with individual departments outcome of FY 2010. To align with the university's mission, these goals will included the involvement and discussion of strategies with the vice president and president.