Our VALUESI CARE about South Dakota State!

INTEGRITY ▶ We are relentless in our commitment to

integrity and ethics. ▶ We represent the Foundation and SDSU with

professionalism and dignity always.

COMMUNICATION ▶ We are transparent and eager to share the

SDSU story. ▶ We communicate regularly to build trust and

uphold our mission.

ACCOUNTABILITY ▶ We take personal accountability for our

actions and results. ▶ We focus on creative solutions and innovative

thinking to deliver the greatest impact for SDSU.

▶ We believe a team-centered approach and “can do” attitude are essential to meet our goals.

RELATIONSHIPS ▶ We succeed only through mutual respect,

inclusion, and the sincere gratitude of those we work with and serve.

▶ We believe collaboration is the engine of greater results.

▶ We treasure the passion and loyalty that is unique in being a Jackrabbit.

EXCELLENCE ▶ We value, promote and fiercely protect our

reputation. ▶ We deliver exceptional results and celebrate

our success!

Our VISIONTransforming lives through a culture of giving.

Our MISSIONEnhancing excellence by cultivating generosity and treasuring the loyalty of all we serve.

The record-setting It Starts with STATE: A Campaign for South Dakota State University propelled the SDSU Foundation’s net assets and endowment pool to historic highs, while growing the culture of giving with more than 25,000 active donors.

IMPACT Greatness is a five-year strategic plan designed to capitalize on the momentum created by the campaign. First and foremost, our strategic plan is intended to align the Foundation’s priorities and resources to help SDSU achieve the goals set out in its strategic plan, IMPACT 2018.

The Council of Trustees ratified this plan at its April 25, 2014, meeting.

The targets set out in IMPACT Greatness will also prepare the Foundation for its next comprehensive campaign. The Foundation’s strategic plan calls out 27 performance indicators in four key areas:

▶ High-Performing Organization ▶ Top-Funding Priorities

We believe this plan is both ambitious and impactful, and we are excited by the opportunities ahead.

Steve ErpenbachPresident & CEOSDSU Foundation

▶ Key Alliances ▶ Marketing, Communications and Outreach

June 2, 2014

KEY ALLIANCESStrengthen existing relationships and forge new alliances to enhance our value and results with the ultimate goal of building a healthier and higher-performing organization.

ACTION STEPS1. Implement Development Services Agreement with

the University and build on current collaborative environment with Athletics, the academic colleges and other units by expanding the level of involvement by campus leaders in philanthropic efforts.

2. Link the strategies and goals of the Alumni Association with the Foundation through an open and congruent effort.

3. Expand engagement and involvement of the Board of Governors and Council of Trustees with specific goals to measure their satisfaction.

4. Enhance ongoing collaboration and relationships with the Brookings community and the region.

5. Research, develop and expand new giving opportunities related to the business community, foundations and other sectors.

STRATEGIC GOALS AND ACTION STEPS:

2

HIGH-PERFORMING ORGANIZATIONEarn and preserve the reputation as a high-performing organization that donors trust and peers strive to emulate through the investment in its human resources, technology and stakeholders.

ACTION STEPS1. Engage with the University on an annual review of

the Development Services Agreement.2. Provide leadership that motivates staff to deliver

results.3. Utilize best practices, processes and support

systems, that allow for the highest level of fundraising, donor stewardship and fiduciary management.

4. Develop a risk management program that protects the organization’s assets and reputation, with an annual review by the Board of Governors.

5. Provide orientation and educational opportunities for the Board of Governors and Council of Trustees.

6. Ensure effective board member and staff leadership succession.

7. Utilize an effective system for prospect development and management.

MARKETING, COMMUNICATIONS AND OUTREACHStrengthen the Foundation’s brand and create a stronger understanding of our critical role in SDSU’s success.

ACTION STEPS1. Develop a stronger network of people that can

tell the SDSU story to impact existing donors, potential donors, business and government leaders and prospective students.

2. Establish a sustained marketing and communications strategy to educate donors and alumni about the Foundation’s role.

3. Commit to a donor-centered approach that spotlights the impact made by donors.

4. Reinforce the importance of the Foundation’s role in raising private funds to create the margin of excellence.

5. Facilitate connections between the University and its stakeholders that foster collaboration and Jackrabbit loyalty.

3

ACTION STEPS1. Develop opportunities to engage volunteers and

campus partners in the development process. 2. Adjust scholarship strategy and implement the

Jackrabbit Scholarship Initiative to support priorities identified in IMPACT 2018.

3. Enhance the amount of annual and endowed resources available to faculty to support our teaching, research and outreach mission.

4. Promote academic excellence by garnering and leveraging more private financial support that assists the University with program accreditation and enhanced learning environments.

5. Raise greater awareness among donors of the importance of SDSU’s 2025 Design and Master Plan and make its components a fundraising priority.

TOP-FUNDING PRIORITIESProvide exceptional leadership to create a development infrastructure that identifies roles and expectations for our staff, the University and volunteers in support of IMPACT 2018.

HIGH-PERFORMING ORGANIZATION

MONITORING PROGRESS AND ASSESSING RESULTS

PERFORMANCE INDICATORS BASELINE TARGET

Data SecurityApplications and data stored on in-house servers, protected by firewall.

Use of managed firewall and cloud-based applications and data by end of 2014.

Attracting and retaining high-performing employees

Annual salary & benefits survey with 8 other peer institutionally related foundations.

Conduct organizational climate assessment and receive at least 75% satisfaction by 2015.

Development Services AgreementAgreement implemented July 1, 2013.

Five annual Operating Plans developed, reviewed and accepted between 2014 and 2018.

Technology investment

▶ Outdated donor management system.

▶ PCs, laptops and phones for all staff.

▶ Fully implement an industry-standard donor management / Customer Relationship Management (CRM) system that has product maintenance and support by August 2015.

▶ Perform a comprehensive review of all major information technology and data information systems and upgrade existing applications by August 2015.

▶ Install a modern Voice over Internet Protocol (VoIP) phone system by June 2014.

▶ 100% of Development staff utilizing tablets and smart mobile devices to perform fundraising functions.

Risk management

Policy Handbook/Risk Management Task Force has started assessment of organization’s risks and developed an online tracking system.

▶ Develop and implement a process to assess and manage risks, specifically focusing on Board Governance, Compliance, External Relations, Financial, Human Resources, Information Technology and Operations areas by June 2015.

▶ Develop a Disaster Recovery Plan by December 2015.

Board training and development

▶ New Trustee orientation.

▶ Attendance at Association of Governing Board (AGB) conference by Board leadership annually.

Establish by fall 2014: ▶ statement of Board/Trustee member responsibilities;

▶ Board/Trustee Code of Conduct/Ethics; ▶ Board/Trustee policy handbook/manual; ▶ Board/Trustee educational/development opportunities.

New Board of Governors Orientation by 2015

A

B

C

D

E

F

4

Earn and preserve the reputation as a high-performing organization that donors trust and peers strive to emulate through the investment in its human resources, technology and stakeholders.

KEY ALLIANCES

MONITORING PROGRESS AND ASSESSING RESULTS

PERFORMANCE INDICATORS BASELINE TARGET

Broad and inclusive Council of TrusteesMembership Committee tracks demographic profile.

Stabilize overall membership at 100 to 110, with greater emphasis on increasing engagement by Trustees.

Annual Development Operational PlanPlan being finalized by VP for Development and Provost.

Development Operational Plan launching July 1, 2014, with goals representing half of year. Plans will be updated annually, with joint year-end review to assess previous year’s performance.

Training stakeholders on development Informal process currently.

▶ First training program involving outside resources brought to campus will be held in 2014.

▶ Participation by all Deans and Vice Presidents and half of Department Heads by 2015.

▶ Participation by all Alumni staff and board members by 2014.

▶ Participation by half of Council of Trustees by 2015 and all by 2016.

▶ Recurring training offered annually.

Memorandums of Understanding (MOU) for University House and Alumni Center

Ground lease between Foundation and SDSU for block between 9th Street and Harvey Dunn in draft stage.

First agreement drafted before construction begins, with refined agreement signed prior to occupancy.

Cultivate next generation of leaders and decision-makers

Informal process only now.

Develop tracking system that identifies successors at businesses, organizations and foundations of strategic importance to SDSU and the Foundation by 2015.

Recurring meetings with other higher-education foundations

Periodic contact only at staff level.

Initiate annual meeting with the University of South Dakota and a semi-annual meeting that involves other foundations by 2015.

A

B

C

D

E

F

5

Strengthen existing relationships and forge new alliances to enhance our value and results with the ultimate goal of building a healthier and higher-performing organization.

PERFORMANCE INDICATORS BASELINE TARGET

Foundation endowment pool value Endowment at $95 million. Endowment to at least $135 million by 2018.

Trustees involvement in development Approximately 10%. 100% by 2017.

Academic and athletic scholarships

University: $3.61 million annually.

Athletics: $3.6 million annually.

University: $6 million annually by 2018.

Athletics: $4.2 million annually by 2018.

Endowed faculty positions 3

16 total: ▶ 8 endowed professorships ($1 million each) by 2018;

▶ 8 endowed chairs ($2 million each) by 2018.

Capital projects (fundraising completed)

▶ Alumni Center (2016) ▶ University House (2016) ▶ Architecture, Math and Engineering (2014) ▶ Cow/Calf Research & Education Center (2014) ▶ Football Stadium (2016) ▶ Headhouse/Greenhouse (2015) ▶ PAC Expansion (2018) ▶ Swine Education & Research Facility (2014) ▶ Classroom Modernization Plan (2018) ▶ Visual Arts (2018)

Sylvan Circle membership 600 members of Sylvan Circle Net gain of 300 to 900 total by 2018.

SDSU Foundation Land Initiative No formal program Land gift policy finalized and five-year plan in place by 2014.

Annual Fund

Annual Programs raised $628,337 from 3,878 donors in 2012-2013

$905,000 from 5,588 donors by 2018.

MONITORING PROGRESS AND ASSESSING RESULTSTOP-FUNDING PRIORITIES

A

B

C

D

E

F

G

H

6

Provide exceptional leadership to create a development infrastructure that identifies roles and expectations for our staff, the University and volunteers in support of IMPACT 2018.

MONITORING PROGRESS AND ASSESSING RESULTSMARKETING, COMMUNICATIONS AND OUTREACH

PERFORMANCE INDICATORS BASELINE TARGET

Student engagement in messaging Sporadic use currently.Hire Student Engagement Coordinator in 2014 to recruit students for Foundation projects.

Marketing investment expertise

Annual endowment reports to existing donors; investment report included in STATELY Review.

Educational information sent to target audience identified as prospects for scholarship endowments in June 2014.

Expanding personal thank you efforts

Personal notes for gifts of $1,000 or more; personal P.S. added to 40% of all gift receipts.191 student profile reports produced and sent in 2013, the first year of the program.

Recruit volunteers for personal thank you notes in 2014:

▶ 10 trustees who each thank 5 donors of $25,000 or more each;

▶ President or Provost thank all donors of $100,000 or more;

▶ College Deans thank all donors who give/pledge $50,000 or more;

▶ Department Heads thank all donors who give/pledge $10,000 or more;

▶ Faculty thank donors for special projects.Campus visit/tour with attorneys, financial planners and advisers n/a First hosting in fall 2015 targeting

professionals within 150 miles of Brookings.

Impact reports highlight donor’s giving n/a 25 donors in 2014, with goal of 125 by 2018.

Family and multi-generational giving recognition

Created Philanthropic Family of the Year in 2012; Alumni Associa-tion coordinates Family of the Year.

10 families initially; add 10 each year starting in 2015.

Annual event(s) for Annual Club membership

Establish distinct annual celebration that recognizes and shows the impact that annual support provides to the University.

Start in 2015.

A

B

C

D

E

F

G

7

Strengthen the Foundation’s brand and create a stronger understanding of our critical role in SDSU’s success.