Transcript Document

Haas Annual Fund Update
Trends in Annual Giving
Haas Volunteer Alumni Retreat – June 24, 2006
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HAN/Development Council Retreat
HAF Mission Statement
The Haas Annual Fund is the foundation of support
for excellence at the Haas School of Business.
The Haas Annual Fund works directly with alumni and
friends to invest in the success of Haas by maximizing the
support of public higher education, seeding new initiatives,
and maintaining the School’s status as one of the premier
business schools in the world.
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HAN/Development Council Retreat
Haas Development & Annual Fund Time Line
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1918
1945
1976
1977-78
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1978-79
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1986-87
1987-88
1988-89
1989-90
1990-91
1991-92
1992-93
1993-94
1994-95
1995-96
1996-97
1997-98
1998-99
1999-00
2000-01
2001-02
2002-03
2003-04
2004-05
College of Commerce founded
Graduate School of Business created
First MBA Admissions Director appointed
Haas Annual Fund launched; inaugural Dev Co and
Advisory Boards
First Placement Center placed in operation (funded by Wally & Peter
Haas)
$573,002
$678,559
$829,813 Haas family give corner-stone gift for new building
$790,649
$720,870 # of Haas endowed chairs doubles to 24 during course of CC
$752,833
$866,643
$1,017,988
$1,184,155 January 1995: move into new building
$1,317,091
$1,452,000
$1,735,532
$2,032,050
$2,336,235
$2,451,239
$1,690,024
$1,701,648
$2,035,819
10% part.w/soft credits
$2,036,153
12% part. w/soft credits
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2005-06
$2,462,000 as of 6-30-06
10% part. as of 6-23 w/sc
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HAN/Development Council Retreat
10-10-20 Participation Campaign
 10 million in new endowments every year
 10% participation of undergraduate alumni in annual giving
each year to the Haas Annual Fund
 FY05
6.75%
 FY06
7% as of 6/22/06
 Need 626 more undergraduate alumni to reach 10% (as of 6-19)
 20% participation of graduate alumni in annual giving each
year to the Haas Annual Fund
 FY05
19%
 FY06
17% as of 6/20/06
 Need 435 more graduate alumni to reach 20% (as of 6-22)
The national trend in 2005-06: Dollars are UP; Participation is DOWN!
WHY: People are making choices to give more to fewer organizations.
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HAN/Development Council Retreat
Class Gift Committees/Regional Participation
Region
Total
Alumni
FY 05-06
HAF donors
as of 6-19
FY 04-05
HAF donors
FY 05-06
Haas
donors as
of 6-19
FY 04-05
Haas
donors
East Bay
7471
710
821
741
864
SF/Marin
6,063
762
862
783
891
South Bay
5135
565
676
584
700
LA/So Cal
4454
333
388
337
394
NY Metro
1287
130
175
132
178
Seattle
553
62
68
64
71
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HAN/Development Council Retreat
Class Gift Committees
Class Gift Committee Update
Refer to UG and MBA CGC Charts in your folder
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HAN/Development Council Retreat
Participation Campaign – How to Respond
 Structure Appeals to Generational Giving Differences
– Civics (65+) give out of loyalty; respond to mail; reluctant to give over phone
– Boomers (early 40’s – 65) respond more to emotion; prefer mail, telemarketing
– Gen X (28 - 45yrs) give to areas of passionate interest - disasters; respond to
visuals; prefer on-line giving
– Gen Y Net (<28) too early to identify their areas of passion; 100% visual
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Capture “good” email addresses and phone numbers
Solicit best prospects at least 6 times annually
Focus on donor retention and lapsed donor activation rates
Steady retention rates are favorable indicators (Haas at 60%+)
Consider “2nd” asks to most loyal donors
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HAN/Development Council Retreat
New Innovation – first year
Annual Fund Buckets
Numbers of gifts made to the buckets:
5,623
Unrestricted:
4567 gifts
Undergraduate Programs:
264 gifts
Graduate Programs:
601 gifts
Faculty Support & Retention
95 gifts
Dean’s Initiatives
96 gifts
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HAN/Development Council Retreat
Direct Mail Innovations
 Faculty Letter campaign
 3800 letters sent, 318 gifts received from recipients (8.36%)
 Increased personalization
 Degree information
 Past giving patterns
 Established progressive giving levels (10-20% increases)
based on prior-year giving
 Fiscal year-end “thank you” postcard
 Increased reunion and CGC postcard and letter mailings
 Revenue Sharing Program from the Cal Fund
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Haas only alumni (50% of their gift allocated to Haas)
Haas multi-degree (20% of their gift allocated to Haas)
Total Haas alumni 786
Haas revenue sharing projected gains: $226,805
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HAN/Development Council Retreat
Challenge Fund Innovation
Implemented six challenge funds to leverage participation while
increasing the annual fund’s bottom line
1. Ryan Challenge ($150K)
 Match 1:1 MBA and BS 1960-80 class gifts
2. MBA 99 Class Gift committee Challenge ($100K)
 $25K to the CGC w/ the highest participation
 $10K to the CGC w/ the highest dollar amount
 $75K match challenge to MBA 99
3. MBA 96 Reunion Challenge ($30K)
 Match 1:1 up to $30K
4. MBA 94 Class Challenge: Ted Janus/Karin Bauer ($50K)
 Match 1:1 up to $250/gift
5. MBA 95 Class Challenge: David Anderson ($10K)
 Match 1:1 all new donations and renewed donations above $100/gift
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HAN/Development Council Retreat
Student Campaigns
 Lifelong Connections/MBA 101% Pledge Campaign
 FY 05 $142,801
 FY 06 $166,732
77% participation
93% participation
 Feed the Bear Pledge Campaign
– FY 05 $19,165
– FY 06 $30,159
10% participation
30% participation
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HAN/Development Council Retreat
Student Thank-a-thon
1,493 calls were made
 Wrong/Disconnected Number: 244
 Voicemail Messages: 834
 Live calls: 659
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HAN/Development Council Retreat
Future: Annual Fund and the Capital Campaign
FACT:
The healthiest development programs are those that actively
promote the importance of both major and annual gifts
while securing support for a campaign. The “dual ask”
must be incorporated.
Four possible roles for the annual fund in a campaign:
1. Incorporate and grow the annual fund throughout the entire
campaign – must have 80%+ renewals annually to AF
2. Use the annual fund during the final years to create a
crescendo of future leadership annual fund donors.
3. Launch the campaign with an annual fund strategy to set the
tone and pace.
4. Don’t include the annual fund at all.
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HAN/Development Council Retreat
Annual Fund in a Capital Campaign, continued
What is the culture of the Haas Annual Fund in the campaign and what are
its goals?
Combination of incorporating/converting capital campaign donors to the annual
fund and growing the annual fund to create a crescendo of annual fund giving
in the final years of the capital campaign.
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Haas Annual Fund must promote its own campaign message beyond bricks and
mortar: degree programs, student support, career and technology services for
students and alumni
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Haas is unique in its (non-reunion year) class gift committees and 10-10-20
participation campaign. Continue to promote the 10-10-20 Campaign throughout
the capital campaign with a focus on increasing donor renewals.
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In order to set higher participation rates realistically, we must first increase the
renewal rate. HAF must achieve 80%+ renewals annually to the annual fund in
order to increase overall participation rate from 14% to the 30-65% rates
prevailing at competitor schools
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Trend: 20% of all alumni donors give to the capital campaign while 80% give to
the annual fund. Focus on renewing 80% of those donors! Haas renewal rate is
holding steady at 60%.
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Convert the major donors to the capital campaign to leadership-level annual fund
donors in the final year of the campaign.
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HAN/Development Council Retreat
Annual Fund Goals
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Volunteer Recruitment ~
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Upgrade and improve volunteer tools
Volunteer benefits/kick-off events w/Dean
Haas Leadership Society benefits
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So. Cal HLS dinner
Complimentary Haas Gala tickets and reception
Identify additional benefits………………
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Web-based class agent tool
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Create new challenge funds directed toward
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Data Mining
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Reunion years
Recent grads 4 years out (pledge fulfillment)
New donors
Upgrades to HLS ?
Continue to improve data reporting to volunteers and Haas
Create and implement student giving campaigns for EWMBA, MFE, BCMBA
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HAN/Development Council Retreat
Annual Fund Challenges
 Migration of databases to one central database
 Reporting accurate data
 Accurate contact information
 Home and Business addresses, emails, phone numbers
 Volunteer web-based tool
 Who can provide the best technology to meet our high-level needs
 Limited staff resources to meet the needs of the Annual Fund
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