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AAUP 2016: Successful University Press Fundraising Four Ways (N. Mitchell)

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AAUP 2016: Successful University Press Fundraising Four Ways (N. Mitchell)

  1. 1. Panelists Lisa Bayer has been the director of the University of Georgia Press since 2012. Her scholarly publishing career focused on book marketing and spans 25 years; she was introduced to university presses as an intern at Southern Illinois University Press during graduate school. A native Midwesterner, she has worked for six publishers in four states, including Penn State Press, the Minnesota Historical Society Press, and the University of Illinois Press. Lisa is a member of the AAUP Board of Directors and is former chair of the AAUP Library Relations committee. At Georgia she acquires in women’s history, creative nonfiction, and general trade. Lisa Bayer DIRECTOR University of Georgia Press
  2. 2. Panelists Leandra Nessel is a Development Associate for the University of Georgia Press, the University of Georgia Libraries and The Georgia Review. Leandra began her development career with the Libraries 10 years ago and added the UGA Press and the Review to her portfolio when those units began reporting to the Library five years ago. Since coming to work for the University of Georgia, Leandra has been involved with the planning and fundraising for the Libraries’ $45M Special Collections Libraries facility and she works closely with the UGA Press’ Advisory Council and the Board of Visitors for the Library and the Review. She is currently working with the UGA Press Director to establish a named directorship for the Press. Leandra coordinates annual fund appeals for all three units as well as individual fundraising initiatives as they arise. Leandra helps to plan author events across all units and develops programming and events for the annual Georgia Writers Hall of Fame ceremony. Leandra Nessel DEVELOPMENT ASSOCIATE University of Georgia Press, University of Georgia Libraries, and The Georgia Review
  3. 3. Panelists Joanna Ruth Marsland is Director of Development for the University of North Carolina Press. A Phi Beta Kappa graduate of Hollins College with a B.A. in Mathematics, she earned a M.S. in Conservation of Art from the University of Delaware/ Winterthur Museum, and worked in conservation for the Colonial Williamsburg Foundation in Virginia and Tryon Palace Historic Sites and Gardens in New Bern, North Carolina. Increasingly interested in larger arts and economic issues, she returned to school to earn her M.B.A. from Kenan-Flagler Business School, UNC-Chapel Hill, then became the Executive Director of the North Carolina Pottery Center in Seagrove. She joined UNC Press in 2006 as the Director of Development. She is a former member of the Hollins Alumnae Board, the North Carolina Humanities Council, and is immediate Past President of the Chapel Hill Preservation Society board. She lives in Chapel Hill with her husband and son. Joanna Ruth Marsland DIRECTOR OF DEVELOPMENT University of North Carolina Press
  4. 4. Panelists Alison Mudditt has been Director of University of California Press since 2011. Alison’s publishing career begin at 1988 at Blackwell in Oxford before joining Taylor & Francis Inc. in Philadelphia as Publishing Director of the Behavioral Sciences Division in 1997. Alison joined SAGE in 2001 as Vice President and Editorial Director, and was appointed Executive Vice President in 2004 where she led the SAGE's publishing programs across books, journals and digital during a period of tremendous growth. Alison is a regular speaker at industry meetings and is currently Vice Chair of the Scientific Publications Committee and member of the Open Science Committee of the American Heart Association, and member of the Board of Directors of K|N Consultants. She has also served on the Executive Council of the Professional and Scholarly Publishing Division of the American Association of Publishers, and was Co-Chair of the Dean’s Leadership Council at California State University, Channel Islands.Alison Mudditt DIRECTOR University of California Press
  5. 5. Structure and environment Institutional structure and reporting • Independent – or – • Integrated into university system Fundraising culture • Open cultivation – or – • Clearance system Fundraising environment • Local wealth • Access to alumni – locally, nationally, and internationally • Family foundations • Locally based corporations • Competition
  6. 6. Press advancement team • Full-time staff person for grants, title subsidies, stewardship • Half-time front-line fundraiser (individual donors) • Support from the Graduate School’s director of advancement • Press director Part of a fundraising team of 25 reporting up to the Provost’s Office University of Washington Press
  7. 7. Now (nearly) fully integrated into the university’s advancement structure: • UW Alumni Association • Principal Giving (major gifts) • Regional Advancement • Corporate and Foundation Relations • Advancement Communications • Planned Giving • Annual Giving • Capital Campaign Plugging into central advancement
  8. 8. • Regular spot in alumni magazine (four issues a year) and space in bimonthly e-blasts and social media • Visibility through UW communications • Presence at campus development events (Recognition Gala, Parent & Family Weekend, Mighty Tieton Block Party, etc.) • Invitations to VIP receptions for press donors • Working on exclusive press event for alumni • Awareness and excitement about the press among UW fundraising staff • Partial funding for press development staff and small operating budget Tangible results
  9. 9. • Northwest Writers Fund supports the work of some of the region’s most talented nonfiction writers. The fund provides author advances for regional trade publications. Fundraising successes The Northwest Writers Fund “provided me the time and gave me the inspiration to find primary documents, longtime residents, and local experts who have helped me tell the stories of this place. And that is what the fund is all about, giving writers the opportunity to discover our stories and share them with readers.”—David B. Williams, author of Too High and Too Steep: Reshaping Seattle’s Topography
  10. 10. • Ruth Kirk Fund supports publications that inform the general public on the history, natural history, archaeology, and Native cultures of the Pacific Northwest. Fundraising successes • $80,000 • Converted from planned endowment gift to direct use fund
  11. 11. Integrated Fundraising at the University of Georgia Press and Libraries Lisa Bayer, UGA Press Leandra Nessel, UGA Libraries
  12. 12.  Wormsloe Foundation Nature Fund  Wormsloe Foundation Publication  Sarah Mills Hodge Fund  Friends Fund  Bradley Hale Fund for Southern Studies  Bruce and Georgia McEver Fund for the Arts and Environments  Kenneth Coleman Fund for Georgia History (endowment)  Georgia Power-Grady College Assistantship (endowment) Current Revolving Funds and Endowments
  13. 13.  All fundraising at UGA is conducted through the UGA Foundation, a 501(c)3  The UGA Press began reporting to the UGA Libraries in 2011  Full-time Director of Development coordinates development efforts for the University of Georgia Libraries (original assignment), the UGA Press, and The Georgia Review, a literary journal.  Director of Development reports 50% to the University Librarian and 50% to the UGA Foundation  Development office is additionally staffed with a Development Associate (Full-time Library employee) and two support positions funded by the Library. History of UGA Press Development
  14. 14.  Advisory Council – primarily a “friend-raising” organization, serving as connectors to individuals or organizations across the state and region  Targeted development opportunities presented to Advisory Council members  “Cross-pollination” between Library, UGA Press, and The Georgia Review donor base  Coordination with UGA Foundation’s Corporate and Foundation Relations team to strengthen relationships with state and regional foundations  Creation of sustainable, active Annual Giving Program to serve as pipeline for Major Gift/Planned Giving fundraising efforts Development Strategy
  15. 15. $100,000 initial investment $608,329 royalties earned $143,106 current fund balance
  16. 16. $100,000 initial investment $196,719 royalties earned $ 87,532 current balance
  17. 17. Wormsloe Nature Fund
  18. 18. Sarah Mills Hodge Fund
  19. 19. Current Funding Priorities 1. Comprehensive Campaign Goals  Endowed Director’s Position  Paid Student Internships (Experiential Learning) 2. Individual Title Fundraising 3. Publishing Partnerships / Relationship Building
  20. 20. AAUP 2016 Energize and Innovate “Successful University Press Fundraising Four Ways” Joanna Ruth Marsland Director of Development
  21. 21. • UNCP is the press for the 17-campus UNC System • We are a separately incorporated 501(c)3 affiliate of the System • We do not have a foundation • We sit on the flagship Chapel Hill campus, and pre-date most of the campuses, so many assume we are a division of UNC-Chapel Hill • Cons—do not have access to research resources nor direct access to alumni • Pros—do not have to stand in line, maintain flexibility UNC Press Structure
  22. 22. • John Sherer, Spangler Family Director • Joanna Ruth Marsland, Director of Development, full-time • UNC Press Advancement Council – 12-20 members appointed by director – Two 3-year terms – Two meetings a year – Capacity to give or to get – Love books – Love North Carolina UNC Press Development Team
  23. 23. • We do it all! Prospect identification, cultivation, solicitation, and stewardship • Through many avenues! Major gifts, annual fund, special initiatives, specific title subventions, and planned giving • Focus primarily on individuals, with some corporate and foundation grants UNC Press Development Program
  24. 24. • Publishers are invisible, leading to lack of awareness of what we do and what our needs are • So many development opportunities, challenge to keep focused on what is best return on limited resources (staff time and money) • Solo shop can be overwhelming with too many “irons in the fire” • Being vigilant about not letting the development tail wag the university press dog UNC Press Development Challenges
  25. 25. • Development program mission-based and directed by UNCP strategic goals • Director of Sales Michael Donatelli fond of saying, “We are all in sales” • Piggy-back on marketing and publicity • UNCP trade list is easy entry point for prospects • In-house designer for creating truly lovely web-based and printed development materials • University press peers UNCP Development Advantages
  26. 26. • Major Gifts – Spangler Family Directorship, $1M – Mellon Grant, $1M • Annual Fund—UNC Press Club – $540K in unrestricted operating funds since 2010 • Special Initiatives – Thomas W. Ross Fund, $100K to support campus publishing projects handled through our new OSPS – Authors Fund, $50K in 3 years, donated royalties to support first time authors • Specific Title Support—Wayfaring Strangers – Our first crowd-sourced funding campaign, raised over $20K for oversize, 4-color, CD insert UNC Press Development Successes
  27. 27. • 100th Anniversary in 2022 – Major gifts • Endowed positions • Endowed areas of list areas • Funds supporting commissioning of works – Build stronger relationship with constituent campuses – Encourage more online monthly sustainer donors through UNC Press Club annual fund – Secure more planned gifts through “First Edition Society” planned giving society UNC Press Next Steps
  28. 28. Building a Fundraising Culture at UC Press Alison Mudditt, Director
  29. 29. History of UCP Development • Focus on endowments and title-level giving • Via a separate 501(c)3 – the UC Press Foundation • Resourced by 50% Development Director, one support staff – And significant time from the Director • Successfully built $15M endowments and $000s for individual titles
  30. 30. Why Did We Need to Change? • Internal: – Shifting publishing strategy – Cost and inefficiency of title-level fundraising – Isolation of fundraising activities – Challenge of hiring/retaining development staff • External: – Limited donor pool for “old” strategy – Rise in “people power” is transforming philanthropy
  31. 31. What Have We Learned? • Fundraising must be embedded in the work of the organization • We’re not fundraisers – Experienced major gifts officer is critical • We can’t retain all donors in this transition • We need a clear, concise and compelling “impact story” • Building to major gifts is a long, slow process
  32. 32. A Culture of Philanthropy Shared Responsibility for Development Integration and Alignment with Mission Focus on Fundraising as Engagement Strong donor relationships
  33. 33. UC Press Internal Fundraising Team • Alison Mudditt, UC Press Director • Development Director (new hire) - LEAD • Elena McAnespie, Marketing Director • Susan Owen, Administrator • Kim Robinson, Editorial Director • Peter Perez, Director, PR & Communications • Todor Grigorov, CFO / Treasurer Title Subsidy Grants Lead: Kim Robinson • Support for book projects, humanities focus • Editors acquire content and secure financial support from foundations, authors, academic institutions • Development admin / Finance process & allocate funding • Assume title- level grants w/out reporting requirement • Minimal direct fundraising activity by Development Director. Advisory role. Program Grants Distributed responsibility • Program/publishi ng staff to own relationships with funders • Cultivate new relationships, identify funding opportunities • Lead development of grant proposals; freelance grant- writing resources as needed • Minimal direct fundraising activity by Development Director. Advisory role. (5%) • Finance, reporting Marketing Lead: Peter Perez • Email marketing to members (ICYMI) • Ongoing “internal” communication re: program with Trustees • Membership direct mail, annual fund (2x annually) • Develop strategy / activities in partnership w/Developmen t Director. (5%) Major gifts Lead: Development Director • Identify, cultivate, solicit donors and donor prospects. • Strategic prospect research to build portfolio of 100+ prospects capable of giving at $50K+ • Qualify major gift prospects & solicit • Prepare formal fundraising materials and case statements • Ongoing support from senior team + publishing staff • Primary focus (75%) Board of Trustees Lead: Development Director • Oversee efforts of Board via quarterly mtg & committees • Partner with Board leadership to expand committee structure and recruit new Trustees • Facilitate Board involvement in fundraising • Facilitate effective committee work • Ongoing support from senior team + publishing staff • Secondary focus (15%) Administration Lead: Susan Owen • Gift processing & acknowledgement • Manage Trustee meetings: logistics, communication, distribution of materials • Endowment acknowledgement s and stewardship outreach • Coordinate meetings with donors • Tracking of program grant schedules • Prospect research • 50% commitment Finance Lead: Todor Grigorov • Financial reporting & administration, inc. disbursement of endowment funds • Liaison with Trustee Finance Committee • Preparation of tax returns and oversight of financial audits • Financial reporting, grants
  34. 34. Current Fundraising Focus • Foundation grants: – Focus on digital and infrastructure (Mellon, NEH) – But beware of grant management/reporting! • Major gifts: – Focus on trade titles – “translational scholarship” – Campaign building on Board giving • Title-level giving: – Led by acquisitions team
  35. 35. Embedding Fundraising at UCP 1. Senior management team are committed to and involved in fund development 2. All staff see themselves as ambassadors - And can articulate the case for giving 3. Program staff and development staff communicate regularly 4. The donor perspective is part of decision-making 5. Fundraising efforts are discussed regularly to engage staff and donors 1. Senior management team are committed to and involved in fund development 2. All staff see themselves as ambassadors - And can articulate the case for giving 3. Program staff and development staff communicate regularly 4. The donor perspective is part of decision- making 5. Fundraising efforts are discussed regularly to engage staff and donors
  36. 36. Resources: Underdeveloped: A National Study of Challenges Facing Nonprofit Fundraising Jeanne Bell and Maria Cornelius Beyond Fundraising: What Does it Mean to Build a Culture of Philanthropy? Cynthia M. Gibson

Editor's Notes

  • Talk about the experience of a Press with a long and successful history of fundraising that has needed to go through an extensive reevaluation of its fundraising activities over recent years.

    Although Giving USA’s newly released report shows that in 2015 charitable donations in the US hit $373 billion – a new record – many non-profits have struggled to raise the resources they need. Research from the Hass Junior Fund points to issues such as:

    High levels of turnover and lengthy vacancies in development director positions
    And organizational issues such as an absence of basic fundraising systems and a lack of shared responsibility across senior management for fund development.