It is planning time! In many development shops leaders have accelerated planning to get a jump on the fiscal year, but for most, annual planning takes place around the turn of the year. The prevalence of the exercise we know as planning suggests that it is beneficial, yet the groans that greet the announcement of a planning process suggest that many are not convinced of its value or are unsure how go about it. How can we determine what makes for good planning?
The May 11, 2007 edition of the Chronicle of Higher Education features a special report on the results of a survey of college and university trustees. This includes two articles written by Jeffrey Selingo that highlight the importance of the recruitment and orientation process for boards. These articles are an opportunity to open another round of discussions at the president’s executive staff level or with the development committee of the board. We suggest three steps for senior advancement officers to consider.
By this time of the year, the last of the year-end annual fund appeals have been dropped in the mail, and you are busy focusing on donor retention by calling on your traditional year-end major gift donors. You are also most likely looking ahead to the next year and crafting an operational plan and strategy for 2007.
Ernst and Young’s 2006 Global IPO Survey points to the following: Following the turning point in 2004, IPO activity gained momentum for a second successive year in 2005. Overall, the total capital raised in IPOs saw healthy growth while deal numbers remained steady. Due to the cyclical nature of the IPO markets, it is difficult to predict trends in activity in 2006; however, there is a strong pipeline of companies ready to come to market, and if conditions remain favorable, then 2006 should be another good year for IPO activity.
Boards drive fund raising. They are one of the most critical elements in any successful program. Unfortunately, our expertise at managing this critical factor is not always as well developed as our expertise in managing other inputs and processes.
Bentz Whaley Flessner has worked with boards and board management for years. We surveyed the nation’s leading private colleges to document how the various approaches to board management impact fund raising. Among the management practices tested: new member recruitment, new member orientation, member participation in setting formal expectations, fund-raising assignments, board solicitation, moves management with and of members, and board focus on fund raising.
This paper presents the summary of these findings and some recommended courses of action that follow from the findings.