1. A SSESS TO E XCITE : Using Self-Assessment to Engage Your Board & Transform Philanthropy December 14, 2015, 9 AM

2. C CASE Presentation 2 ABOUT US Jacquline N. Schweighart Associate Vice President & Secretary to the Board of Directors University of Illinois Foundation Kimberly Kicenuik Assistant Vice President CCS Fundraising

3. C CASE Presentation 3 BOARD STUDY In July 2014, the University of Illinois Foundation retained CCS Fundraising to complete a comprehensive review of its Board of Directors, the first review of its kind every undertaken by the Foundation.

4. C CASE Presentation 4 TODAY’S AGENDA ContextStudy Process Trends and Insights Life After the Study What We Learned

5. C CASE Presentation 5 Context

6. C CASE Presentation 6 UNIVERSITY OF ILLINOIS FOUNDATION Established in 1935 as the official fundraising and gift-receiving organization for the University of Illinois and its three campuses in Urbana- Champaign, Springfield and Chicago.  $251.5M raised in outright cash gifts, pledge payments, annuities/estate distributions.  $295.5M in new business, comprised of new gifts, grants, pledges, differed commitments.  157,964 gifts processed.

7. C CASE Presentation 7 UIF BOARD Governing body of UIF, consisting of 18-24 elected directors serving three-year terms (renewable). 28 Life Directors (at time of Study). Five Standing Committees, Executive Committee. Three meetings annually.

8. C CASE Presentation 8 BOARD ENGAGEMENT Many passionate, loyal directors. But, historically uneven engagement and giving. “We’re as professional and well-organized as any Board I’ve ever served on.” “The caliber of Board members here is truly impressive.”

9. C CASE Presentation 9 d Changing Landscape Ambitious Development Goals BIG GOALS Development Strategic Plan  Double Giving in the next 10 years  Enhance donor engagement  Better integrate development into daily operations of University

10. C CASE Presentation 10 WHY A BOARD STUDY & WHY NOW? Timing is everything Development strategic planning process Internal readiness phase of campaign planning Governance-minded volunteer leadership

11. C CASE Presentation 11 Study Process

12. C CASE Presentation 12 Guiding Questions:  What do Directors perceive to be the primary purposes of the Board?  How might the current size, structure and composition of the Board support or hinder the Board’s productivity and impact?  How might UIF encourage greater giving from the Board and beyond?  As UIF thinks about the future of its Board, what opportunities exist to increase Director engagement ? OBJECTIVES & GUIDING QUESTIONS ① To evaluate current strengths, challenges and opportunities ② Ultimately, to position the UIF Board for its greatest effectiveness and success

13. C CASE Presentation 13 $100,000 QUESTION Is our Board prepared to face a more competitive philanthropic landscape?

14. C CASE Presentation 14 METHODOLOGY Literature Review Benchmarking Strategic Conversations Structure & Composition FundraisingGivingEngagement

15. C CASE Presentation 15 UIF BOARD SELF ASSESSMENT PROJECT TEAM Development of a Project Team  Role  Membership  Value

16. C CASE Presentation 16 INTERVIEWS Primary Constituency Total Participated Percentage of Total Participants Director – Active21*45% Director – Life4**9% Foundation Staff1022% University Staff1224% TOTAL:47100% *Out of 21 Active Directors. **Number that opted-in out of 28 Life Directors when voluntary participation was invited.

17. C CASE Presentation 17 BENCHMARKING Strategic Conversation Participant

18. C CASE Presentation 18 What We Learned

19. C CASE Presentation 19 SIZE Voting Members Size Range of Peers’ Standing Committees Average Size, University Foundation Boards Non-Voting Members

20. C CASE Presentation 20 STRUCTURE Standard Practices – Most Common Standing Committees Executive Membership & Governance Investment Development/ Fundraising Finance*Audit* * As reported by AGB in descending order; 37% of Foundation Boards have a combined Finance/Audit Committee Average # Committees Reported by Peers

21. C CASE Presentation 21 COMPOSITION 44% 56% 83% 17% 61% 39% Geographic Distribution In-StateOut-of-State

22. C CASE Presentation 22 MEMBERSHIP Director Emeritus UIF Board Average Foundation Board Ratio of Directors to Emeriti Percent, boards with trustees emeriti Average # emeriti, public university boards “Life Directors who stay engaged make incredibly valuable contributions to the University.”

23. C CASE Presentation 23 BOARD GIVING University Foundations requiring Board to make minimum annual gift Average specified minimum among University Foundations University Foundations reporting > 80% annual fund participation Best Practices – Board Giving

24. C CASE Presentation 24 Making a giftEnsuring fundraising aligns with University plans Establishing fundraising program legitimacy Hosting Events Identifying and cultivating prospects Soliciting giftsThanking donorsEvaluating fundraising leadership of Chief Executive FUNDRAISING Best Practice Behaviors of Fundraising Boards Source: Association of Governing Boards

25. C CASE Presentation 25 BOARD ENGAGEMENT

26. C CASE Presentation 26 BOARD ENGAGEMENT Improve Engagement OrientSeek Advice Empower “Storytelling” Provide Learning Opportunities Strengthen Link between Campuses/Board How can we more effectively and consistently engage the Board?

27. C CASE Presentation 27 Life After the Study

28. C CASE Presentation 28 LIFE AFTER THE STUDY The “Opportunities”  Seven Pillars of Opportunity as presented by CCS Task Forces Committee Work Product

29. C CASE Presentation 29 LIFE AFTER THE STUDY The Next Steps  UIF will use this report and the feedback to support future decisions and plans.  The seven pillars are a framework to support planning and periodic program reviews.  UIF will continue to develop engagement programming to promote further discussion and dialogue.  The UIF Board will maintain a commitment to focus on “Good Governance”

30. C CASE Presentation 30 Thank You!