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Influencing Institutional Excellence . presented to AFP Congress 2003 November 27, 2003. THE KEY QUESTIONS. Advancement is a “servant” function, how can we take a meaningful role in influencing institutional excellence? Are we stepping beyond our role if we do so?

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influencing institutional excellence

Influencing Institutional Excellence

presented to

AFP Congress 2003

November 27, 2003

the key questions
THE KEY QUESTIONS
  • Advancement is a “servant” function, how can we take a meaningful role in influencing institutional excellence?
  • Are we stepping beyond our role if we do so?
  • Do we not owe it to the prospects and donors that we interact with?
  • Do we risk disempowerment if we take on this role?
  • Are we going to set up adversarial situations?
  • We are seriously misunderstood now, why ask for more grief?
the donor perspective
THE DONOR PERSPECTIVE
  • Donors will not knowingly invest in confusion
  • Donors will not knowingly donate to offset inefficiency
  • Donors will not knowingly support incompetence
the proactive opportunity
The Proactive Opportunity
  • We actively support and encourage the development of relevant strategic plans
  • We continue to gather institutional examples of excellence and communicate these to our key constituencies
  • We support client friendly policies and activities
  • We support staff recognition activity
the strategic plan
The Strategic Plan
  • Must contain institutional Vision
  • Must contain Mission statement and values
  • Clearly identifies our top strategic thrusts
  • Identifies where Development can contribute to institutional priorities
  • If it is truly an institutional priority we can find support for it
our stories
Our Stories
  • Some institutions are great but don’t know it
  • Others simply think they are
  • Regardless, we can help the process of uncovering excellence through our communications group
  • We need to proactively find the excellence that exist in the programs and services we deliver – we define our contribution to community
  • And when found, we unabashedly communicate this excellence to specific constituencies
those we serve
Those We Serve
  • Are normally our long term donors
  • Points of influence – very careful advocacy
    • Reception
    • Service Intake
    • Service Delivery
    • Post service relationships
the staff
The Staff
  • aka- danger
  • Nothing to do with labour associations or staff unions
  • Everything to do about promoting this institution as a great place to work
  • Pride stories, human interest stories, community contribution stories
  • This constituency is crucial to our external success – we need them to be ambassadors not complainers
the reactive opportunity
The Reactive Opportunity
  • Most staff (and volunteers) do not clearly understand what we do
  • Ignorance is not bliss
  • We must consistently communicate to the various internal areas what it is we do and how we contribute to the institution
  • If they trust us, institutional feedback will be received in a far different way than if they are suspicious of our intent
our communication channels
Our Communication Channels
  • Community Relations – is used to communicate messages to both internal and external communities – both result in feedback that needs to be addressed
  • Annual Giving/Programs – ongoing contact and services to our most important donation constituency
    • Newsletters, solicitation, recognition events, etc. all generate institutional feedback
  • Good Development regularly engages opinion leaders – and they share their opinions
so what do we do with this feedback
So, What Do We do with this Feedback
  • A clear plan of Communication
  • We explain how we receive feedback
  • We explain our protocols for receiving it
  • We meet with institutional leaders as a group to ensure they will support our protocols
  • If it is donor related we follow it up
  • We ensure our messages are of the highest ethical standards
  • We wear Kevlar
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