CHARACTERISTICS OF THE ENDOWMENT INITIATIVE

• The Endowment Initiative has many of the same structural attributes as a capital
  campaign. However, while a capital campaign has a financial goal based upon the
  estimated cost of the projects, the Endowment Initiative’s goal is based on perceived
  future investment distribution requirements.
• The case for support is built around current and future needs for programs that create
  distinction and competitive advantage, faculty excellence, and scholarships for access
  and inclusivity. Commitments include outright, planned and deferred gifts. Given the
  long-term nature of endowment, initiatives aimed at boosting these funds can rely
  more heavily on planned and deferred giving vehicles.
• The Endowment Initiative requires disciplined adherence to multi-year objectives with
  interim target goals based on stretch, yet realistic expectations of potential outright
  donor capacity, matured planned gifts and newly booked planned gifts.  
• The Endowment Initiative Steering Committee provides the volunteer leadership and,
  when appropriate, serves as important door openers and calling partners in solicitation.
  Because of the technical nature of the gift options, the Endowment Initiative relies
  more heavily on the expertise of professional staff and volunteers with estate and
  planned giving backgrounds. Volunteer training is crucial and strategy development
  ongoing.
• The Endowment Initiative’s prospect pool is more limited and predominantly comprised
  of individuals who have long-established ties to the institution. They are generally
  engaged in meaningful volunteer roles and/or have consistent giving records at major
  gift levels or have made gifts for many years to the annual fund. Because their gifts
  will be invested for future growth, they will want more information about how their
  money will be invested and used. They will want to know that their funds will be
  important and viable for years to come.
• Endowment building often requires multiple meetings over a period of time with
  donors and their advisers, who may include other family members. To effectively build
  the institution’s endowment, the president, board of trustees, advancement staff and
  volunteer committee must make a serious commitment to the long-term goal.