Contents
Cal Poly Pomona

Division of University Advancement

History

The Division of University Advancement (UAD) supports the mission of the university by identifying, cultivating and securing resources to enhance and improve educational opportunities for students while serving the extended community.

The prioritization and recovery review began to move forward in August 2005, upon the completion of search for a new vice president. As UAD is a division designed to support the academic mission, it is essential that any long term plan is synergized with Academic Affairs.

Consultation Process

The division vice president met individually with every staff member to address short and long term goals. Those interviews came together as discussion points with division leaders that included: Ron Simons, Ron Fremont, Aida Morad, Sharon Joyce, Nikki Khurana, Ken Bonner, Melissa Riordan, Pamela Allen, Francine Ramirez and the development directors. The vice president conceptualized the outcomes with senior leadership and addressed the impact of the division priorities with all impacted managers.

Outcomes to Date

UAD receives approximately 2 percent of the General Fund budget, so the initial process has been one of efficiency and redeployment. UAD consists of 45 staff, which includes development officers for every college and intercollegiate athletics. Chief among the division priorities are providing the infrastructure to support the university's development efforts, as well as meet university communication and system-wide advocacy initiatives. To ensure that resources were being used in the most effective way, the division underwent a reorganization that saved the need to hire three new positions, resulting in the savings of $210,000 annually.

    • AVP for University Development A decision was made to move forward on this search as he/she will provide direct leadership support for all development officers and select advancement professionals. This is necessary based on the retirement of Ron Simons.
    • Special Event Support for Development Officers - To support the development officer's special event needs, a current position within the division was redeployed to provide full-time event support for all of the colleges' philanthropy efforts.
    • Centralized Gift Processing - To ensure that all university gifts are being addressed accordingly, UAD is undergoing a revision to its past practice by centralizing all gift processing. The Director of the Annual Fund will lead both gifts processing specialists towards a new system that will relieve the development directors of this responsibility.
    • Data Accountability - To ensure that all university donor and alumni data is absolutely secure as well as creating better data synergy with all prospect research modules, a new structure was initiated to link these two units under single leadership, providing the development team with simpler and more accurate access to prospective donor information.
    • Three-Year Advancement Plan Approval – The President approved the three-year plan for the Chancellor’s Office (see attached) that address three primary goals for the division. They include:
      • Campaign readiness and Major Gift Opportunities
      • Advocacy Initiatives
      • Division Reorganization and Redeployment

In support of those goals, the division recently has:

    • Transferred the governmental affairs office from the President’s Office to UA
    • Redeployed staff position to support development directors’ special events/programming
    • Created new option for collateral print materials to support schools
    • Restructured gift processing to ensure a more seamless receipt of gifts
    • Completed search for new DOD for Engineering
    • Begun a search for a new DOD for Athletics

Pending Priorities

  • Equitable clerical support for development directors.
  • Compensation equity
  • Greater support for Alumni Affairs
  • Dedicated resources to support Chancellor’s advocacy initiatives.
  • Following campus prioritization/recovery recommendations, complete a master plan that will address how the university will fund and implement a comprehensive capital campaign.

Next Steps

To date, University Advancement's P/R process has been very effective in identifying division needs, but maybe problematic when comparing our responsibilities with other divisions. After consultation with the leadership of the Academic Affairs Prioritization and Recovery Planning Committee (AAPRPC), it was obvious that University Advancement should retool and use the Academic Affairs model in reviewing our operations. One of UAD's primary responsibilities is to support the academic mission of the university by identifying and acquiring external resources. In many ways, we are "joined at the hip" with colleges. Using the Academic Affairs process will ensure that we are given equitable weight and a level playing field in comparison with other non-academic programs at Cal Poly Pomona.

The foundation of the Academic Affairs model is that it is program-based, not department-based. Programs are evaluated on a number of criteria, many still being defined for non-academic programs.

The first step for University Advancement is defining and identifying our programs. To help with this part of the process, we will use definitions derived from Robert Dickeson’s book, Prioritizing Academic Programs and Services.

PROGRAM – An operational definition of a program is any activity or collection of activities that consumes resources (dollars, people, space, equipment, and time).

PROGRAM versus DEPARTMENT – It is important to distinguish between a program and the department that offers it. Programs are usually narrower in nature. A department is an administrative unit and manages several programs. Within University Advancement, it can be complex. (For example, Alumni Affairs is a department that administrates a number of programs, possibly including Professor for the Day, administrative support of the Alumni Association, Distinguished Alumni, etc. University Advancement does have a few programs that stand alone. Two examples would be Gifts Processing and Prospect Research.)

FIRST STEP: Defining our programs.

PROGRAM LIST TO DATE:

Office of Alumni Affairs

  • Alumni Professor for a Day
  • Distinguished Alumni
  • Bronco Mentoring
  • Student Ambassador
  • Alumni Association (Membership, Golf Tournament, Alumni Scholars Program, On-line Community)

Office of Public Affairs

  • Clip management & archiving
  • Media communications management
  • Experts & speakers management
  • Crisis & issues management
  • Internal communications management (PC, PolyUpdates, master calendar, campus e-mails, photography)
  • External & donor communications management (Poly Trends, Panorama,
    electronic marquee, annual report/honor roll, division web)
  • Brand management & visual identity (graphic standards, university
    brand/look)
  • Community relations (external as well as campus)

Office of Governmental Affairs

  • Resource acquisition
  • Policy influence

Annual Fund

  • Student assistant training and management
  • Direct mail solicitation
  • Phonathon solicitation
  • E-solicitation

Gift Processing

  • Data entry and management
  • Donor honor roll
  • Gift processing and record management

Information Systems

  • Development Data and Programming
  • Prospect Research
  • IT Maintenance and Support

University Events

  • Licensing/Filming of Facilities
  • Development Events
  • Special Projects

Support Programs

Advisory Board Support
Alumni and Student Programs
Alumni Association
Alumni Outreach and Recognition
Annual Fund
CLASS Development
College of Agriculture Development
College of Business Administration Development
College of Engineering Development
College of Environmental Design Development
College of Science Development
Collins School Development
Corporate and Foundation Relations
CSU Advocacy Initiatives
Development Data and Programming
Development Events
Division of Student Affairs Development
Donor Relations and Stewardship
External Communications and Relations
Gift processing and record management
Governmental Relations - Policy Influence
Governmental Relations - Resource Acquisition
Intercollegiate Athletics Development
Internal Communications and Relations
IT Maintenance and Support
Licensing of Facilities for Events and Filming
Media Communications Management
Planned Giving
Prospect Research
Special Events and Projects
Visual Identity and Branding
VPUA Administrative Operations
Web Application/Programming/Maintenance