The Age of Stewardship
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- Adele Daniels
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1 The Age of Stewardship Welcome! We re together for 90 minutes During the presentation, there will be several Q & A s your comments and questions any time 2
2 Agenda 1. Imagine achieving a culture of philanthropy and stewardship 2. Discuss behaviors, benefits, and outcomes 3. Rate, from 1 to 10, where your institution ranks 4. Share a six-point plan for getting you to where you need to be 5. Help you plan your action steps 3 IMAGINE Everyone understands, embraces, and acts on their roles and responsibilities for philanthropy and stewardship in a collaborative and donor centric manner 4
3 Starts at the Top 1. Vision and Big Ideas 5 Stuff Outputs Outcomes Vision Sells Impact Tufts University 6
4 Leadership Role in Philanthropy and Stewardship 2. On the institutional dashboard 3. Personal, generous giving 4. Active participation 7 5. Part of the Institution s Taught and Discussed Values 8
5 6. WOW Experiences 9 Polling Question How Would Your Group Score Your Leadership? One to Two Three to Four Five to Six Seven to Eight Nine to Ten Not even thinking about it Discussing, some progress We have a plan On our way Doing well A few areas need improvement We are exceptional 10
6 Questions, Comments? 11 Senior Administration Chief Academic Officer Chief Financial Officer Vice Presidents Communications Alumni Relations 12
7 Chief Academic Officer May need to be the visionary Know the vision, tell the story well Encourage participation Generous giver Actively participating 13 Americans Belief that Charities Do a Very Good Job* *NYU 2008 Study 34% in % in % in 2008 (C) The Osborne Group, Inc
8 Trust by Sector * * Roper Report Public Pulse Survey, November 2005 Percentage of donors who report a lot of trust in: Religious organizations 30% Educational groups 26% Cultural institutions 25% Health organizations 22% 15 How Has Your Trust Changed? * *HBR.1.09.Survey of Readers.60% Non US.40% US 16
9 Chief Financial Officer 17 Accountability Deck PowerPoint Deck Opening letter Years of balanced budgets Sources of revenue Expenditures Donor satisfaction and other third party endorsements Impact Endowment performance Going forward 18
10 Stewardship is Essential 19 Assess Your Stewardship Program Management Thank you Recognition Impact Reporting Connection 20
11 Communications Integrated plan Donor-centric web enhancements Stewardship and donor stories Photography planning and execution Collateral materials Personal giving 21 Alumni Relations Simmons College Inform and Inspire Vision Updates Philanthropy Service Engage Service to students, faculty, and young alumni Discover Provide Stewardship 22
12 Polling Question How Would Your Group Score Your Senior Administrators? One to Two Three to Four Five to Six Seven to Eight Nine to Ten Not even thinking about it Discussing, some progress We have a plan On our way Doing well A few areas need improvement We are exceptional 23 Questions, Comments? 24
13 Your Boards! 25 The Tarnside Curve of Involvement *Developed by Patrick Boggen, Tarnside Consulting, UK High Taking Personal Responsibility Ownership Giving Commitment Low Awareness Interest Engagement Low INVOLVEMENT High 26
14 Criteria for Governing, Foundation, Alumni, Dean s, Parents Must Have Integrity, wisdom, top priority, philanthropic, advocate, donor Important -- %wealthy, influential, strategic thinkers, fundraisers, needed expertise, diversity Helpful 27 High Performing Boards 1. Personally gives generously and early 2. Opens private and public doors 3. Establishes specific board fundraising goals 4. Ensures that your institution is one of the top three philanthropies during service 5. Ensures that all actively network with high net worth individuals and corporate, foundation and media leaders 6. Engages in the stewardship of donors 7. Invests in the philanthropy office 28
15 Three Most Important Chairs 1. Chair of the Board 2. Chair of the Advancement Committee 3. Chair of the Committee on Trusteeship (or nominating, governing) 29 Polling Question How Would Your Group Score Your Boards? One to Two Three to Four Five to Six Seven to Eight Nine to Ten Not even thinking about it Discussing, some progress We have a plan On our way Doing well A few areas need improvement We are exceptional 30
16 Questions, Comments? 31 Messaging Expectations If you don t ask Peer to peer Faculty, Students, Parents, Grandparents, and Staff Joyful stewardship 100% Faculty and Staff Giving 32
17 Polling Question How Would Your Group Score Your Department? One to Two Three to Four Five to Six Seven to Eight Nine to Ten Not even thinking about it Discussing, some progress We have a plan On our way Doing well A few areas need improvement We are exceptional 33 Six-Step Program
18 1. You Need a Vision and a Plan 35 Change Requires a Change Vision *John Kotter What is the solution to our urgent needs? What will the impact be if we change successfully and now? How will it help ME? What are our overarching strategies for achieving that vision? 36
19 SMART Objectives Specific Measurable Achievable Results-oriented Time-specific Specific - Clearly identifies WHAT you will do Measurable - Contains elements which are verifiable (quantity) Achievable - Realistic, but challenging Results-oriented - Describes the results or outcomes you expect to achieve Time-specific - States specifically when the objective will be achieved 37 Task and Project Management Who is responsible? Who has final approval? Who will provide support? Who needs to be consulted? Who needs to be informed? R A S C I 38
20 2. Identify and Recruit Champions Change requires individuals with enough power to lead the change effort Consider getting the group to work together as a team Or one-on-one within each constituency Most influence, power Less open to idea Most benefit Less influence, power Less open to the idea Most benefit Most influence, power Most open to the idea Most benefit Less influence, power Most open to the idea Most benefit 39 Champions! 40
21 3. Communicating the Vision Using every vehicle possible to communicate the new vision and strategies Teaching new behaviors by example of the champions 41 Modeling Behavior is Powerful* *Jeanie Daniel Duck People believe because they actually see the new behavior at work and working Action and results lead them to conclude that the change works 42
22 4. Empowering Others to Act* *John Kotter Getting rid of obstacles to change Changing systems or structures that undermine the vision Encouraging risk taking and non-traditional ideas, activities and actions Planning for and Creating Short- Term Wins* Planning for visible performance improvements Creating those improvements Recognizing and rewarding those involved in the improvements *John Kotter 44
23 6. Institutionalizing New Approaches* *John Kotter, The Osborne Group, Inc. Articulating the connections between new behaviors and institutionalizing success Documenting Incorporating in welcomes, orientations Making is a stated part of your values Developing the means to ensure leadership development and succession 45 Providing Internal Stewardship, WOW, and Celebration! 46
24 Questions, Comments? 47 Action Planning 1.Start with I 2.Then we 3.Finally, they 48
25 Need Help With the Take Off? More Questions? Want to learn more? us! The Osborne Group is a full service management, consulting and training firm We provide audits, campaign planning, donor satisfaction and alumni surveys, workshops for staff, deans and boards For a complete list of services and workshops visit our website or call us at This presentation is the copyrighted property of The Osborne Group, Inc. (TOG) cannot be used, copied, sold or given away without written permission from TOG 49
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