Beyond Aspire, Attain, Advance: Accelerate Department of Development The University of Akron January...
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Beyond Aspire, Attain, Advance:
Accelerate
Department of DevelopmentThe University of Akron
January 2011
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Current
The University of Akron embraced an ambitious fund raising campaign in its Third Cycle of Expansion. Dr. Proenza led the Aspire.Attain.Advance campaign in raising $500 million toward University priorities.
In celebrating the campaign’s success, Dr. Proenza urged University benefactors and the campus community to continue the initiative in strengthening the University.
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Future
The University of Akron has positioned the fund raising The University of Akron has positioned the fund raising program program to extend the Aspire.Attain.Advance resource development campaign and revitalized the initiative through the Accelerate campaign.
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Accelerate Campaign
The The AccelerateAccelerate campaign is designed to complement campaign is designed to complement and aid in the implementation of The University of Akron and aid in the implementation of The University of Akron Strategic Plan for 2010-2020.Strategic Plan for 2010-2020.
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The University of Akron Strategic Plan of 2010-2020The University of Akron Strategic Plan of 2010-2020
Strategic goals include:Strategic goals include:
•Student Success: Commit to inclusive excellence.
•Global Relevance: Develop dynamic and globally-relevant programs.
•Distinction: Facilitate faculty development and success by expanding clusters of interdisciplinary teaching and research.
•Engagement: Build and sustain vital relationships and partnerships.
• Community: Promote a vibrant and engaging landscape.
•Integrated Planning: Achieve measurable success.
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Accelerate Campaign
Extend current campaign to $1 billion within ten years.
This continues the enthusiasm and energy of the Aspire.Attain.Advance campaign and announces an impressive goal by extending the campaign.
The first phase of the Accelerate campaign, known as the “first gate,” is a mid-campaign goal of $750 million within five years.
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Progress made to the Accelerate Campaign Goal – First Gate (Five Year Mark) of $750 Million
Aspire.Attain.Advance Current Attainment * $749 million
* as of December 31, 2010
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Campaign Components
It is anticipated that the campaign will include the traditional components of scholarships, faculty funding, capital projects and special projects.
Needs assessment
The University completes an annual needs assessment to begin the fiscal year. University leadership works with the Department of Development to compile a comprehensive needs list. The needs assessment covers a three-year period.
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Launch date
• Beginning date
o The quiet phase of the campaign will begin in 2010.
• End date
o The end date of the campaign will be determined by the goal.
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Organizational structure
There are several organizational structures in developing the campaign. The options include:
• University-wideo The campaign could be structured as University-
wide with the University’s central leadership driving the needs and goals.
• University/Collegeo The campaign could have a core set of needs and
goals with additional needs and goals the responsibility of the college operating units.
• College centeredo The campaign could reflect a series of mini-
campaigns by colleges or other operating units.
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How does the Department of Development meet its goals?
We find the right people to help us succeed.
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The process starts with research.
Total Contributor Relations: 235,345
BreakdownAlumni/former students: 160,338
Friends: 57,432Corporations: 12,226Foundations: 1,733
Others: 3,576
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We start to narrow the field.
Total Contributor Relations who are Living, Mailable, and Solicitable: 164,121
Breakdown:Alumni/former students: 116,968
Friends: 33,002Corporations: 10,429Foundations: 1,319
Others: 2,403
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We reach out to the 164,121 individuals and organizations.
In an average year, the Department of Development:
• sends out 554,000 pieces of direct mail, and
• makes 104,000 telemarketing phone calls.
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We narrow the field even more.
Total number of individuals and organizations on tracking*: 6,757
* Those who have the capacity to give at least $1,000
Breakdown:Alumni/former students: 3,164
Friends: 2,363Corporations: 902Foundations: 257
Others: 72
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We reach out to the 6,757 individuals and organizations on tracking
with personal solicitations.
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We narrow the field even more.
Total number of individuals and organizations on tracking with the capacity to give at least $100,000: 298.
Breakdown:Alumni/former students: 133
Friends: 89Corporations: 37Foundations: 39
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We reach out to the 298 individuals and organizations on tracking with personal attention and solicitations.
This level of attendance helps to ensure support of this group.
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Their support contributes to the success of the mission of The University of Akron.
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How does the Department of Development’s success compare to other institutions’ fundraising efforts?
UNIVERSITY 2007 2008 2009
The University of Akron $32,626 $41,036 $44,026
Ball State University $22,752 $26,198 $18,862
Bowling Green State University $18,045 $16,378 $16,808
Central Michigan University $14,017 $13,274 $13,418
University of Cincinnati $69,486 $159,810 $89,727
Cleveland State University $8,087 $8,382
Kent State University $18,014 $17,420 $34,865
Miami University $50,597 $36,604 $27,729
Ohio State University $225,558 $237,380 $237,052
Ohio University $19,214 $23,591 $105,320*
University of Toledo $16,110 $14,834
Western Michigan University $19,806 $17,384
* Includes an $80 million one-time gift
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Development Officers Embedded in UnitAs of January 24, 2011
Buchtel College of Arts and Sciences*
College of Business Administration
College of Education
College of Engineering**
College of Polymer Science and Polymer Engineering
School of Law
University Libraries
Wayne College
Intercollegiate Athletics
* In process** Space Allocation
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