Direct Report Goals

Fundraising

• Private philanthropy is an increasingly critical component of the University's overall funding model, and fundraising is the core objective of the UC Foundation.

• Secure $154 million in new commitments (new gifts, pledges, and estates.)
• Submit 1000 new major gift proposals to major gift prospects.
• Implement a multi-channel approach to secure $12 million in annual fund gifts (>$25k) as part of the $154 million overall goal.
• Maintain a Prospect Activity Measure score of 80% or higher.
• Assign 2,500 new prospect households to officer portfolios and qualify/disqualify 500 of those households for continued gift cultivation.

Stewardship and Alumni/Stakeholder Engagement

• The UC Foundation will strategically engage, recognize and thank donors and volunteers through various means. Stewardship of our donors' financial support is a moral obligation of receiving their gifts.

• Restructure the nascent stewardship functions within the UC Foundation to provide streamlined, coordinated and strategic best-practice stewardship across the institution, utilizing endowment reports, capital project updates, programmatic updates, e-newsletters, gift acknowledgement, and events.
• Transition to an institution-wide annual endowment report to bring consistency and clarity to this critical stewardship function. Manage reporting for 1100+ endowments, including custom impact reports and distribution of student scholarship thank you letters.
• Partner with Provost Ferme, Pat Kowalski, and unit business officers to facilitate more robust, strategic spending of endowment funds, more timely reporting of spending impacts, and ensuring donor intent through ongoing, regular review of expense activities.
• Develop and execute bespoke stewardship plans for 200+ unique households with cumulative giving in excess of $1 million.
• The UC Alumni Association and UCF Stewardship Team will deliver 34 signature programs and/or recognition opportunities over the course of the year. Examples of featured events include: Homecoming; Alumni Week; Alumni Celebration; Onyx and Ruby Gala; Cincinnati Business Achievement Awards; George Rieveschl Recognition Dinner; Herman Schneider Legacy Society Dinner; Giving Tuesday & UC Day of Giving; Campaign closing events.

Breakthrough Sprint

• The UCF will provide leadership to a multi-year fundraising "sprint" that focuses on key initiatives to support the Breakthrough phase of the strategic direction.

• Partner with Provost Ferme, VP Limbach, VP Hays and VP Postel to develop a high-level framework around key "Breakthrough" funding initiatives focused on scholarship, research, and innovation themes.
• Partner with academic and administrative units to develop unique fundraising opportunities at the unit level that feed into the high-level thematic elements determined in step one, above.
• Develop a suite of institutional and unit-specific case statements that support those priorities.
• Develop a suite of reports that monitor fundraising progress towards these key breakthrough priorities.

Operations

• Operations will be managed in a way that fully utilizes the human capital of our alumni, volunteers and employees by leveraging all available resources.

• Monitor and manage operations within the board-approved expense budget of $35.4 million
• Align core central fundraising activities under a newly created Vice President for Development, Central Programs (Planned Giving, Corporate Giving, Foundation Giving, National Programs, Athletics, Stewardship)
• Recruit and hire at least four additional, experienced principal gift level ($1M+) fundraisers.
• Develop and roll-out new performance metrics for front-line fundraisers.
• Develop a new incentive program that supports stretch performance targets in multiple key areas.
• Develop and execute an organization-wide internal professional development program.
• Complete the London Automation software integration to facilitate enhanced Grateful Patient fundraising.
• Perpetuate a "best place to work" environment in order to recruit and retain qualified staff who are motivated to achieve stretch objectives in support of the evolving needs of UC and UC Health.
• Advance key elements of a four-part strategy focused on inclusive excellence: recruit and retain a diverse workforce; provide training to staff to more effectively work with diverse stakeholders; remove barriers to an inclusive workplace; and engage diverse external stakeholders in the volunteer and philanthropic life of the institution.