Beyond Aspire, Attain, Advance: Accelerate Department of Development The University of Akron January 2011

Current The University of Akron embraced an ambitious fund raising campaign in its Third Cycle of Expansion. Dr. Proenza led the Aspire.Attain.Advance campaign in raising $500 million toward University priorities. In celebrating the campaign’s success, Dr. Proenza urged University benefactors and the campus community to continue the initiative in strengthening the University.

The University of Akron has positioned the fund raising program Future The University of Akron has positioned the fund raising program to extend the Aspire.Attain.Advance resource development campaign and revitalized the initiative through the Accelerate campaign.

Accelerate Campaign The Accelerate campaign is designed to complement and aid in the implementation of The University of Akron Strategic Plan for

The University of Akron Strategic Plan of Strategic goals include: Student Success: Commit to inclusive excellence. Global Relevance: Develop dynamic and globally- relevant programs. Distinction: Facilitate faculty development and success by expanding clusters of interdisciplinary teaching and research. Engagement: Build and sustain vital relationships and partnerships. Community: Promote a vibrant and engaging landscape. Integrated Planning: Achieve measurable success.

Accelerate Campaign Extend current campaign to $1 billion within ten years. This continues the enthusiasm and energy of the Aspire.Attain.Advance campaign and announces an impressive goal by extending the campaign. The first phase of the Accelerate campaign, known as the “first gate,” is a mid-campaign goal of $750 million within five years.

Progress made to the Accelerate Campaign Goal – First Gate (Five Year Mark) of $750 Million Aspire.Attain.Advance Current Attainment * $749 million * as of December 31, 2010

Campaign Components It is anticipated that the campaign will include the traditional components of scholarships, faculty funding, capital projects and special projects. Needs assessment The University completes an annual needs assessment to begin the fiscal year. University leadership works with the Department of Development to compile a comprehensive needs list. The needs assessment covers a three-year period.

Launch date Beginning date o o The quiet phase of the campaign will begin in End date o o The end date of the campaign will be determined by the goal.

Organizational structure There are several organizational structures in developing the campaign. The options include: University-wide o o The campaign could be structured as University- wide with the University’s central leadership driving the needs and goals. University/College o o The campaign could have a core set of needs and goals with additional needs and goals the responsibility of the college operating units. College centered o o The campaign could reflect a series of mini- campaigns by colleges or other operating units.

How does the Department of Development meet its goals? We find the right people to help us succeed.

The process starts with research. Total Contributor Relations: 235,345 Breakdown Alumni/former students: 160,338 Friends: 57,432 Corporations: 12,226 Foundations: 1,733 Others: 3,576

We start to narrow the field. Total Contributor Relations who are Living, Mailable, and Solicitable: 164,121 Breakdown: Alumni/former students: 116,968 Friends: 33,002 Corporations: 10,429 Foundations: 1,319 Others: 2,403

We reach out to the 164,121 individuals and organizations. In an average year, the Department of Development: sends out 554,000 pieces of direct mail, and makes 104,000 telemarketing phone calls.

We narrow the field even more. Total number of individuals and organizations on tracking*: 6,757 * Those who have the capacity to give at least $1,000 Breakdown: Alumni/former students: 3,164 Friends: 2,363 Corporations: 902 Foundations: 257 Others: 72

We reach out to the 6,757 individuals and organizations on tracking with personal solicitations.

We narrow the field even more. Total number of individuals and organizations on tracking with the capacity to give at least $100,000: 298. Breakdown: Alumni/former students: 133 Friends: 89 Corporations: 37 Foundations: 39

We reach out to the 298 individuals and organizations on tracking with personal attention and solicitations. This level of attendance helps to ensure support of this group.

Their support contributes to the success of the mission of The University of Akron.

How does the Department of Development’s success compare to other institutions’ fundraising efforts? UNIVERSITY The University of Akron$32,626$41,036$44,026 Ball State University$22,752$26,198$18,862 Bowling Green State University$18,045$16,378$16,808 Central Michigan University$14,017$13,274$13,418 University of Cincinnati$69,486$159,810$89,727 Cleveland State University$8,087$8,382 Kent State University$18,014$17,420$34,865 Miami University$50,597$36,604$27,729 Ohio State University$225,558$237,380$237,052 Ohio University$19,214$23,591$105,320* University of Toledo$16,110$14,834 Western Michigan University$19,806$17,384 * Includes an $80 million one-time gift

Development Officers Embedded in Unit As of January 24, 2011 Buchtel College of Arts and Sciences* College of Business Administration College of Education College of Engineering** College of Polymer Science and Polymer Engineering School of Law University Libraries Wayne College Intercollegiate Athletics * In process ** Space Allocation