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Institutional Advancement

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Title: Institutional Advancement


1
Asian University Leadership Program (AULP) Gold
Coast, Hong Kong
Fund Raising Principles and Strategies in
Higher Education by Mr. Ricky Cheng Director,
Office of Institutional AdvancementThe Chinese
University of Hong Kong February 5, 2009
2
What is Institutional Advancement ?
  • Institutional Advancement

3
Institutional Advancement is
  • Reputation-building
  • Relationship-building
  • Resources-building

4
Institutional Advancement is
  • Fame-raising
  • Friends-raising
  • Fund-raising

5
Institutional Advancement Must be Rooted in the
Institutions
  • History and Mission
  • Tradition and Values
  • Inherent Strengths
  • Aspirations for the Future

6
Functions of Institutional Advancement
  • Communication
  • Fund-raising
  • Services to Donors

7
Organization ofInstitutional Advancement
Programmes
Sample Organizational Chart for a Large
Organization
(Adapted from Thomas F. Kelly)
8
Five Key Prerequisites to Successful
Institutional Advancement Programmes
  • A positive image with the institutions
    constituency and the community
  • A clearly perceived need, well defined in the
    minds of those who know the institution best
  • The presence of available funds in the
    institutions goal

(According to Martin Grenzebach, advancement
consultant)
9
Five Key Prerequisites to Successful
Institutional Advancement Programmes
  • Capable leadership, holding the respect of the
    community and willing to devote time and talent
    to the institution
  • A favourable economic climate and the absence of
    competing campaigns or enterprises

(According to Martin Grenzebach, advancement
consultant)
10
Five-step Fund Raising Process
  • Identification
  • Cultivation
  • Solicitation
  • Acknowledgment
  • Recognition

(Adapted from Curtiss - 1994)
11
Todays Donors
  • Are rational philanthropists
  • Are more sophisticated (giving involvement
    investment)
  • Respond less favourably to emotional appeals,
    loyalty and obligation
  • Are skeptical of requests for general support
  • Expect institutions to meet the same standards of
    good planning and management they would apply to
    their own companies
  • Expect institutions asking for donations to have
    a clear set of objectives and a credible plan for
    their achievement

12
Fund-raising Methods
  • Major gifts for naming building/facilities/chairs
  • Corporate donations and charitable foundations
    (local and overseas)
  • Alumni appeals/campaigns
  • Annual and planned giving

13
Alumni Phone Campaign
14
Graduating Class Pledge Scheme
15
CUHK Golf Day 2008
16
CU 2008 Alumni Homecoming
17
Fund-raising Concert
18
Capital Program Lee Hysan Concert Hall
19
Fund-raising Initiatives (I)
  • Should be neither top-down nor bottom-up, but
    discussion/ownership amongst
  • Senior Management
  • Beneficiary Units
  • Advancement staff
  • Donors
  • Campus community-at-large

(Adapted from Andrea Jarrell, advancement
consultant)
20
Fund-raising Initiatives (II)
  • Should encourage inter-unit cooperation and
    benefit as many constituencies in the campus
    community as possible
  • Evaluate different scenarios and alternatives

(Adapted from Andrea Jarrell, advancement
consultant)
21
Fund-raising Initiatives (III)
  • Evaluate resource-implications for the
    institution
  • space and facilities
  • resources required to manage the programme and
    deliver results
  • future commitment of resources
    e.g. maintenance
  • matching funds required

(Adapted from Andrea Jarrell, advancement
consultant)
22
Fund-raising Initiatives (IV)
  • Characteristics of major initiatives
  • they are ambitious and bold
  • they are grounded in the institutions mission
    and history
  • they outshine the dollar goal
  • they culminate in visible results
  • they transform the institution

(Adapted from Andrea Jarrell, advancement
consultant)
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