University of Washington
Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
ALUMNI AND DEVELOPMENT
Table of Contents
OVERVIEW AND PURPOSE ................................................................................................................. 1
FINDINGS AND CONCLUSIONS .......................................................................................................... 2
KEY BUSINESS PROCESSES.................................................................................................................. 4
DETAILED BUSINESS PROCESSES .......................................................................................................................................... 4
CURRENT SYSTEMS ............................................................................................................................. 6
OIM-SUPPORTED CORE SYSTEMS ........................................................................................................................................ 6
OIM RESOURCES: CORE SYSTEMS ....................................................................................................................................... 6
CENTRAL OFFICE-SUPPORTED SYSTEMS .............................................................................................................................. 7
CENTRAL OFFICE RESOURCES .............................................................................................................................................. 7
DEPARTMENTAL SYSTEMS .................................................................................................................................................... 8
CURRENT DEVELOPMENT PROJECTS .................................................................................................. 9
PROPOSED INITIATIVES .................................................................................................................... 10
WHAT’S WORKING, NOT WORKING WELL ....................................................................................... 11
RISKS ................................................................................................................................................. 18
TRENDS AND BEST PRACTICES ......................................................................................................... 21
DONOR TRENDS .................................................................................................................................................................. 21
GLOBAL BUSINESS TRENDS ................................................................................................................................................ 21
TRENDS AND BEST PRACTICES IN HIGHER EDUCATION ...................................................................................................... 21
TRENDS AND BEST PRACTICES IN ALUMNI AND DEVELOPMENT ......................................................................................... 21
UW STRATEGIES ................................................................................................................................................................ 22
STATE OF WASHINGTON ..................................................................................................................................................... 22
TRENDS IN THE VENDOR MARKETPLACE ............................................................................................................................ 22
APPENDICES ...................................................................................................................................... 23
TASK GROUP MEMBERS ..................................................................................................................................................... 23
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University of Washington
Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Overview and Purpose
An element of the 2007 UW Strategic Roadmap for Information Management and Administrative
Systems is an assessment of the current administrative systems. To accomplish this, the administrative
systems were organized into business areas. This document describes the scope of assessment for the
Alumni and Development business area.
This document provides a high level overview of the key business processes, the major systems
supporting those processes, and current projects in process. The task groups will perform an assessment
of what is working well today, in addition to a summary of potential risks and challenges with the
existing systems.
Business and technical trends and best practices for this area are also included.
The purpose of this document is to provide a common basis of understanding for all task group members
and to assess what is working well and not working well in the current environment.
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University of Washington
Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Findings and Conclusions
Our strengths – there are a lot of things we are proud of doing well
• Stable, forward-looking management with an excellent, well-trained staff
• Open cultivation arising from well designed centralized/de-centralized management model
• We are excellent at identifying prospects, asking and closing gifts and then tracking and
reporting of gift data
• IT staff, helpdesk and other IM personnel are helpful, responsive and good at their jobs
• We have a stable information management platform in Advance and associated reporting tools
• $2.4 billion and counting! Only achievable through the great work of all DAR staff and our
critical volunteers
• Culture of service and collaboration
Lack of true integration among University data systems
• The absence of a unique, primary identifier for all persons and organizations and their
relationships hampers our ability to produce information in a timely fashion when data from
multiple University systems are involved
• The lack of a common accounting thread throughout Advance, FIN, BUDGET, SDB, HEPPS and
other associated systems is the largest barrier to effective stewardship
• This lack of integration often translates into ‘heroic efforts’ by IT staff with many ancillary
processes and manual tasks by end users
• IT projects are difficult to scope in terms of time and resources. This affects our ability to plan at
the project and strategic levels
• Shadow systems have been created by individual units as workarounds
Bring data closer to user’s world
• Need for more immediate access to data and ability to make timelier, more powerful decisions
• Build end-user tools for desktop use - need to be able to do own analysis; we will make
mistakes but we want to learn
Current Information Systems not geared toward supporting the global mission of this University
• Engagement, tracking and cultivation of international donors and alumni needs effort and IT
resources committed
• Concern that UW will lose that mega gift, grant or contract to competing or peer institutions that
are better positioned because of investments in their IT infrastructure
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
• Perception that UW will not be able to recruit and retain the world’s best student and faculty if
their ‘basic’ needs are not met
• Concern that the mainframe system is not up to the task and should be replaced
The vendor space will continue to be very dynamic
• We must be ready to avail ourselves of vendor solutions when deemed appropriate
• Consolidation and competition in the vendor marketplace will cause increased demands on data
transfers, contract management and security
• Rapid changes in technology will continue making it difficult to plan IT strategies and
infrastructure ten or even five years out
Security and confidentiality/integrity of donor and alumni data will continue as a primary concern
• A data breach or loss of personally identifiable data would entail a large commitment of
resources, but perhaps more importantly a loss of trust by our most valued alumni, donor and
friends of the university
• As data are released to a wider university audience at increasing frequencies the probability
for a loss or breach will increase
• We should continue to be diligent by employing security measures above and beyond the law in
preparation for this eventuality
• We are concerned that the University’s business continuity/disaster recovery plan for
non-mainframe systems needs to be studied, prioritized and then implemented
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University of Washington
Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Key Business Processes
Key Business Processes for Alumni/Development
1 2 3 4
engagement cultivation solicitation stewardship
Detailed Business Processes
1. Engagement
1.1. student involvement
1.2. alumni outreach and services
1.3. community and stakeholder education and communications
1.4. student and alumni events
2. Cultivation
2.1. donor identification and research
2.2. donor/prospect relationship building and management
2.3. corporate and foundation care
2.4. donor interests and capacity
3. Solicitation
3.1. prospect staging and asks
3.2. direct mail, calling programs and E-solicitations
3.3. parents, students and reunion programs
3.4. professional school needs
3.5. major and principal giving programs
3.6. regional and international alumni, donors and friends
3.7. corporate and foundation relations
3.8. gift administration
4. Stewardship
4.1. reporting to key university officials and other stakeholders
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
4.2. consolidated endowment fund management and reporting
4.3. honorary and memorial endowment management
4.4. combined fund drive and other matching programs
4.5. scholarship, fellowship and chair awards
4.6. donor stewarding- connections to award recipients, expenditures of funds and endowment
growth
4.7. general monetary details regarding other non-endowed, unrestricted funds
4.8. other general services to alumni, donors and friends of the university
4.9. donor recognition, events and awards
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Current Systems
OIM-Supported Core Systems
Provides
UW-wide Support
Number service? In use Business risk level
System/Service Description of Users Yes/No since Owner(s) (1-5) *
Advance C/S Windows client for ~650 Yes 1998 DAR 3
Advance
Advance Database Sybase 12.5 Database ~20 No 1998 DAR 1
Backend
Advance Nightly Various programs used to N/A No 1998 DAR 3
Processing maintain Advance system
Advance/Mainframe Various programs used to N/A No 1998 DAR 4
Interface access mainframe
Advance/MyUW Advance Yes 2
biographic/degree info
sent to MyUW system
Advance/PersonReg Advance id type info sent Yes 3
to PersonReg II team
* Support risk level: 1 = low-risk, well-supported. 5 = high risk due to (a) lack of cross-training, (b) lack of in-house staff
expertise, (c) high level of production support.
OIM Resources: Core Systems
Alumni/Development
Business Area FTE
Production Support 2.1
Maintenance
Mandatory 0.1
Desirable 0.6
Development 0.0
Total 2.8
Four (4) OIM Staff members support the Alumni/Development system.
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Central Office-Supported Systems
Provides
UW-
wide Support
Number service? In use risk level
System/Service Description of Users Yes/No since Business Owner(s) (1-5) *
Tracking System and DAR Office of
Ruffalo management application Annual Giving,
No 2000
Cody/CampusCall for DAR Student Calling Student Calling
Program Program
UWAA Meeting
No UWAA IT
Scheduling
Access database tracking
system. Used as a bridge
Endowment DAR Stewardship
between Advance, <5 No 2005
database Office
Financial Desktop, CEF and
Treasury Office
Web-based reporting
system used by all DAR
Report Writer.net ~450 No 2002 DAR IT
and other SCP personnel
for alumni, donor reporting.
General Ledger accounting DAR Finance and
Great Plains System <5 No 2004
software. Administration office
Website where students
and recent alums can join
PCI/Alumni Career
up with other alums Yes 2002 UWAA
Counseling
established in the
marketplace
Alumni event registration
Convio/Get Active site and other alumni Yes 2006 UWAA
services
Social networking for alums
Affinity Circles and other friends of the Yes 2007 UWAA
university
Ticketing application for
Lutz/Paciolin Yes ICA
ICA
Internal Website for DAR
staff. Includes suite of tools
DAR Intranet for development staff and No
other reporting services
and communications.
* Support risk level: 1 = low-risk, well-supported. 5 = high risk due to (a) lack of cross-training, (b) lack of in-house staff
expertise, (c) high level of production support.
Central Office Resources
Approximately 1 FTE for Advance Help Desk
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Departmental Systems
Major
System/Service Departments & Systems
N/A
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Current Development Projects
Project Description Business Owner Status $ Funding
Technology Upgrade the existing vendor DAR In-progress since Not funded
Upgrade of package to the Web-based 7/1/2007 centrally.
the Advance version, and convert from Sybase Departmental
System to Oracle database. It will be funding, $2.08M
more configurable, consolidate to
a single toolset that has broader
support, be more secure, and
align with the direction the vendor
is going.
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Proposed Initiatives
Project Name/Description Business Owner Proposed Budget
Approved by I-MAC, Not Funded (2006)
Technology Upgrade of the Advance System See ‘Current
Development
Projects’ above
Not Approved by I-MAC (2006)
n/a
Submitted for I-MAC approval and funding (2007)
n/a
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
What’s Working, Not Working Well
Alumni/Development: What's Working
Key Business Process Comments
1. Engagement $2.4 billion and counting!!
Good end user reporting tool for most frequent tasks
Prospects
We can name every graduate of the UW since inception
Top 25 process is helping fundraisers be more intentional and
3. Solicitation
focused on the most important donors
Gift data
Can report contacts with prospects for last 5 years
4. Stewardship Sheer volume of information
Responsive G.P. staff on policy and issue questions and resolution
Fast turnaround on data entry
Expansion of CEF mailing has scaled effectively (so far)
5. Data
Processing of paper football and basketball renewals has been
Integration/Other
timely this year.
systems
Many information systems are integrated
Systems are stable
6. Parking Lot / Other Training opportunities
Contact reports
Secure data warehouse
Great tools, r-writer, etc.
Report Writer
Reportwriter.net puts valuable information in fundraisers' inbox
We have forward thinking management
We're not afraid to invest $$
Not afraid to say "no" - Honest in setting service expectations
Clear business processes for development staff for relationship data
We're building from a platform of success
Open environment that allows people to be creative
We hire smart people that solve problems
Looks to the future - not afraid to engage in conversations for
improvement
Leadership understands the importance of having good tools
Responsive help desk
Helpful IT staff
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Alumni/Development: What's Working
Key Business Process Comments
Great IM people
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Alumni/Development: What’s Not Working Well
Key Business Process Comments
1. Engagement Org data A - Z Help!!
Emerging trends and strategic guidance not existent
Capturing "hidden" groups - historic donors, ticket holders, emeritus,
faculty/staff, who left before interfaces, departmental databases,
clinical faculty, residents/fellows that only departments know about
Can't connect applicants for admissions to their parents and look for
existing relationships with folks we know
Not a truly relationship oriented system
Can't connect Alumni/Donor files with vendors to UW, student data
(scholarship recipients) and faculty research (grants)
Shoot me an email when my donor RSVPs for an event
Tracking of volunteer relationships
Extracting segments based on interest (as student, as alum, as
corporate contact)
We should be providing more services to alumni
Tracking of alumni and a scholarship system would be important
2. Cultivation Difficult to translate donor/fundraiser interactions into DB-friendly
data bits
More push of most pertinent/applicable data for fundraisers -
without having to check myself. Ex: Who filed a C.R. on my
prospect? Ex: What gifts have my prospects made?
Access for staff with external contacts who are not in
Alumni/Development
Underdeveloped event/participation tracking. We might already
have met the next big donor but don't know it yet.
Create more efficiencies related to cultivation, event participation,
donor profiles
Huge potential with non-alumni donors. Gap: what kind of other
organizations do they give to?
How do donors interact with the UW? How to get the whole view.
How to approach donors in an intelligent way
CRM - use Bellagio model
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Alumni/Development: What’s Not Working Well
Key Business Process Comments
Focus effort on major donors
Donor may give to various areas but data isn't integrated or it's
difficult to obtain
3. Solicitation Need more information on pipeline major gift prospects. $100K -
$1M
Facebook - 80% of students have accounts. They're not using UW
email accounts using other services (g-mail, etc). Students come to
the UW now with existing email accounts.
Alumni of the future. What will be the method of communication?
Email? Probably not. Text messaging? Maybe. We need to be
able to adapt to new technology and communication styles
4. Stewardship Can't connect donor - gift - designation - spending - recipient -
impact - story - back to donor
Tracking of former student athletes is porous
In-kind tracking - more detail
Need vendor information
Create link to scholarship awards to track info, marry to donor
account, marry to student account
Special event tracking
How do we spend the money we raise?
Funds - what we did with the money? Was it spent?
We need a highly customizable and personalized stewardship plan
and supporting technologies
Unclear how to suggest upgrades or changes to tools - and what
happens after. Ex: additional criteria in a RW.net query
No RW.net documentation - only can make assumptions about
reports content
4. Stewardship Lack of direct interface between treasury office data and
endowment DB (and ADVANCE)
Lifelong relationships. Need to populate the database over years
Development/Endowments: have a higher level of accountability so
we need a system to help us manage this data and report back to
donors
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Alumni/Development: What’s Not Working Well
Key Business Process Comments
5. Data Modeling capability
Integration/Other
systems
Few management reports
Not one view of our "customers"
It's very hard to predict how much time it will take the "IT" folks to
deliver
Mainframe systems are very outdated
Way to track interdisciplinary projects - grants with more than one
PI, etc.
More seamless integration
Overall audit of systems/data in UW
University-wide business processes for what to do with relationship
data
Too much paper…
Lack of customizable report formats/outputs on reportwriter.net
easier/more flexible capture of new data that doesn't easily fit
Want access to data. Will make mistakes but want to learn. Don't
protect me from the data.
Shadow systems growing out of inaccurate data
have lots of data, falling down on access to that data
"Desktop" data - not available to rest of users. Need to find a
way to complete the circle of data
Issue around things in our heads that don't fit well into databases---
business intelligence, etc.
System lifetime: 10 years of life but technology changes faster.
Mainframe/Legacy to WEB to handheld tools. UW behind in
mobile devices. Do we need more options?
Need better way to slice and dice information
Need better accuracy in basic data
Theme: have tons of data but hard to get to
Theme: falling down on access to data
Theme: falling down on other information out there that we can't
get to (integration with other systems)
Getting knowledge out of people's heads and into the system
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Alumni/Development: What’s Not Working Well
Key Business Process Comments
Make this about IM (data) not IT (technology)
May need to look in several databases/locations to find
information you need to concentrate on your job
Don't bog down users with interacting with the system. They need
to get AND understand the data.
ADVANCE is best of breed but doesn't easily integrate into existing
systems (FIN; SDB)
At UW there is lack of agility around the information system. Need
to be nimble but data still needs to be secure and protected
System doesn't capture "non-paid" employees
scalability of data
Strategy - lots of information not in ADVANCE
ADVANCE needs to get data from FIN, SDB, etc.
Development systems (Advance) needs work
Current central processes do not work; too slow. It can take weeks
to get requested Development (Advance) and alumni data
Advance doesn't have good linkage to search
We should be tracking international alumni. The current system
breaks down quickly. We need this information for research and
donors.
Sensitivity around donor information (Advance)
6. Parking Lot/Other Actual implementation of process for this data
Create reporting mechanism for FIN to steward donor gifts
Projects get lost
OSP/Grant link. How to track grants, faculty relationships, etc.
Very little C&C cost accountability
More training
User interface
Access to data
Complexity of use to casual user
System requires a lot of user input time
UW is a very large complex university
We need a paperless environment. Everything scanned and
uploaded (including pictures). Spend lots of time copying paper
copies
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Alumni/Development: What’s Not Working Well
Key Business Process Comments
Files maintained in multiple locations
Fundraisers are mobile people. Need access anywhere. Mobility is
important for our future
Will today's students continue to evolve in their use of
technology/communications? Or will they plateau?
Do we need a Task Group around external audiences? What
corporations have relationships? What contractors have built
buildings?
Can we plan for technology 10 years in the future?
Need to be reactive to business needs - complexity, integration,
are at odds with agility
Security needs to be a priority
Tap into Admissions prospect system?
invest more wisely - 90/10 example
Business School has corporate scorecard
Knowledge management. Knowledge leaves when people leave.
Turnover; training; how to do the job
Development privacy issues; protect relationships
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Risks
Alumni and Development: Risks
Risk created by failing to follow federal, state or local law, regulation or University
policy that safeguards the UW or its members from legal exposure (e.g., "what can go
Compliance
wrong" that creates exposures to fines, penalties, lawsuits, reduced future funding,
Risk imposed compliance settlements, more regulatory and audit agency scrutiny, injury,
negative publicity, etc.).
C1 Lack of policies and governance structure
* Siloed data ownership
* Departments 'own' their alum's records
* Lack of policy results in increasing data use/distribution
C2 Lawsuit risks
* Mandatory reporting from loss of personally identifiable data
* Slighted alum/donor
* Non-compliance with FERPA, HIPPA, etc.
C3 Withdrawal of donor gift, grant or pledge
* Commitment or gift can't be allocated as donor intended
* Funds not spent or not used as donor intended
* Donor unhappy with other UW factors
Financial
Risks that may result in loss of physical assets or financial resources.
Risk
F1 Data center destruction or damage
* Earthquake, fire, flood, power surge or outage or other natural disaster.
* Terrorist attack or accident
F2 Database server malfunction/Data loss
* Corrupted backups and/or tapes
* Hardware failure
F3 Budget cuts resulting from
* Reduced state funding
* Significant loss of CEF principal
* University initiated budget cuts
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Operational
Risks that affect ongoing day-to-day management processes.
Risk
O1 External forces
* Unstable Political and Economic Environments
* Impact of corrections in market sectors (dot com bust)
* Fundraising totals too correlated to economic health and stability
O2 Incomplete or ineffective communication
* Lack of coordination within a unit or department
* Effect of new branch campuses
O3 Dean and other academic turnover (cyclic nature of top institutional
management)
* Continued support for funding model and case for support
* Definite correlation between institutional leadership and levels of
donation
O4 Loss of experienced and talented staff
O5 Alum/Donor Fatigue
* 250 mailings per year and other types of overloads
* No central system to track quantity email, newsletter, announcements, etc.
* 'High Touch' important for customer relationships. How much is too much
* What is the quality of contacts being made outside of bulk communication
* How can we address timing of any contact
O6 Stewardship
* Consequence of not doing well (example: unspent gift funds)
* Donors want ROI in form of stories about how their $$ is affecting lives
* Can't market expenditure codes (only goes so far)
* Keep the story straight
- Where did the money go
- How much was given and for what purpose
- Who was awarded
- Keep track of the story and keep it consistent and accessible
* How can we assure scalability
- Data structures for stories are hard to manage
- Need to control and understand data- UW releasing more data
- Data entry and maintenance efforts may expand
* Data available to donors in consistent, reliable and easy to use format
Strategic
Risks that affect an organization's ability to achieve its goals or objectives.
Risk
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
S1 Loss of Reputation
* Bad Press- coach issues, medicine, losing games, etc. affects bottom line
* Security - data breach, loss of trust will affect ability to raise $$
S2 Loss of strong volunteer community
* Who is next group of strong/supportive volunteers
* Young alums who have so many choices
* UW pride and loyalty for recent alumni will be difficult to maintain
Loss of structured funding environment
* Enhanced funding model
S3 * Lindenberg Study
Risk of being too conservative
* Don't embrace new technology
* Don't stay on top of changes in how donors view philanthropy
S4 * And other new trends in development/advancement
S5 Risk of investing significant $$ and not seeing a big return
S6 Loss of experienced and talented staff
S7 Leadership turmoil/turnover
New campus considerations
* Standards
* Campus identity
S8 * Personal safety considerations for faculty, staff and students
Remaining too unit-oriented
* When needs and goals cross many units who coughs up $$
* Who and how are priorities set and resources assigned
* Example: priority in DAR may conflict with priorities in student or
HR/payroll
S9 * Internal competition for prospects and fundraising dollars
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
Trends and Best Practices
Donor Trends
• Allow donors to manage their own accounts and profiles. Allow the donor to see their options
and understand them better
• Donor paradigm from donation to investment. Gift accounting to impact of gift is huge goal.
Donors want to know what happened to their money.
• Open Cultivation is a best practice
• Moving from gift account to telling the donor a story about the donation. (U Texas has web
page with stories)
• Involve donor in decision to endow money to specified purpose.
• Responsible business decisions re: how much data, what kind of data to expose/release to
donors.
• Technology/method of contacting donor should match message, type of donor (age, etc).
• Empowering donor (self-service model) appeals to younger donors
Global Business Trends
• Global university – Many different languages (16 in the example at Tacoma). How do we
communicate if English is the official language?
• Technology will soon be ubiquitous. Treat data the same way.
Trends and Best Practices in Higher Education
• Interdisciplinary – hard to track but collaboration is a trend
• Other institutions, authentication. Single sign-on. No clear solution with integrated
authentication. Single sign-on to web applications could compromise access to multiple
applications.
• Private and other semi-privates are very good at collecting data on classmates, clubs and
athletics. For example, a particular professor - who are all of the students throughout his
teaching history?
• Other institutions are very good at best practices in project planning and management, and
planning for the future. Look at the Chicago model around projects. UW is good at the basics.
• Other universities are able to customize direct mailings and can reference where donor has
given in the past (trends toward more customization/segmentation of multi-affiliated entities
Trends and Best Practices in Alumni and Development
• There is good integration with Alumni Association, departments and central IT. We do it well
(integration) for a large campus.
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Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
• Development is too siloed and unit focused. Hard to encourage collaboration with decentralized
silos. End up going after the ready dollar rather than the strategic goals.
• UW is a top notch fundraising institution. What will it take for us to move to the next level?
Empower donor? Donor self-service? Athletics model? (there is also a risk around this)
• UWAA e-newsletters and other e-communication is a good vehicle and is spreading to a unit
managed model
• Increasing amounts of information is being delivered via the web. ReportWriter is very useful
for information dissemination and does a good job of pushing data to fundraisers.
• We have freedom to build a new solution, scale it up!
• Funding model, right tools, and right people – best practices blend these 3 things
UW Strategies
• Ways to collect data are changing; email, not paper. Census database and survey every 1 to
4 years electronically. Collect data on where work, friends in school, thoughts and experiences.
Know all there is to know about a student’s relationship with UW: interests, clubs, and instructors.
(Amazon 1:1 relationship management example.) Look at Caltech, Michigan.
• Handle communication control? How do we manage data use, dissemination, data overload
• The purpose of endowments is expanding
• Increase integration/interface writing between systems
State of Washington
• Pressure on state legislature for annual support of university - decreasing overall percentage of
total UW budget. State gets good return on its investment.
Trends in the Vendor Marketplace
• Need to choose the systems very wisely. Open source? Hosted vendor solutions? Risk – data
out of your control and you’re held hostage if vendor goes out of business. As more options
become available there are more complex decisions.
• Open source software (concerns about scalability)
• Vendor solutions (concern about vendor buy-outs)
• In-house development. UW owns source code
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University of Washington
Roadmap for Information Management & Administrative Systems
Current State Assessment and Trends/Best Practices
Alumni/Development
APPENDICES
Task Group Members
Connie Kravas, Task Group Sponsor
Walt Dryfoos, Lead Devel & Alumni Relations
Dondi Cupp Devel & Alumni Relations
Ed Erickson ICA
Elise Daniel UW Marketing
Jackie Owens School of Medicine
Jamie Martin-Almy Tacoma
Karl Otto School of Medicine
Key Nuttall UW Marketing
Lisa Thomas Regional Gift Programs
Mark Lanum Devel & Alumni Relations
Nicole Pargoff Business
Shawn Drew Devel & Alumni Relations
Sue Brockman UW Alumni Association
Tracy Ostrem School of Nursing
Tricia Thompson External Affairs/Marketing
Patricia Bonner OIM staff
Jaime Bruton OIM staff
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