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As reflected in the annual plan for 2022-23, Queen’s is considering another comprehensive campaign. Therefore, discussions about the possibility of a new campaign naturally occupy a lot of my current focus.

In many ways, we have been preparing for the possibility of a new campaign for several years. The goals set in the Office of Advancement’s five-year strategic plan in 2019, “Forward, Together,” followed by recommendations out of the Alumni Relations Assessment in 2020, the Planned Giving Review, the Technology Roadmap in 2021, and the Donor Relations Review in 2022, were all focused on positioning Queen’s to achieve new levels of fundraising. Those strategic reviews led to tactical initiatives such as restructuring in most university-wide advancement units, the development of a Principal Giving program, Driving Development, and even our attempt to secure funding for a new customer relationship management (CRM) for Queen’s advancement. As the latter example demonstrates, not everything we did was successful but everything we have done in the past three years has been motivated by the desire to achieve new fundraising thresholds. 

On March 16, I attended an EAB Leaders Roundtable exploring the evolution of campaign strategy. The discussion, titled “,” was enlightening. We have a lot to consider. The Campaign Preparedness Assessment, described later in this edition of ALTogether Now, will also give us additional, invaluable information to help map our path forward. 

Whatever the outcome of these discussions, whether we proceed into a new comprehensive campaign, I am energized by these discussions. While admittedly the possibility of a new campaign could be daunting, I am nonetheless intrigued by the possibility and look forward to learning what comes out of our Campaign Preparedness Assessment.   

Campaign preparedness assessment 

A formal Campaign Preparedness Assessment is planned for 2023-24, which will provide a critical assessment of the potential for any future campaign. At the time of writing ALTogether Now for this week, Queen’s was in the final phases of a Request for Proposals (RFP) to engage a consultant to complete this assessment, which will include a Campaign Readiness Study, Campaign Feasibility Study, and a Campaign Preparedness Assessment Final Report. 

The Campaign Readiness Study is an objective analysis of the resources currently in place to support Queen’s advancement, and the resources needed to support a campaign, including program structures, policies and procedures, institutional priorities, infrastructure and resourcing, campaign leadership, and internal alignment. The following questions should be answered in this study: 

1. Are the key themes and messages of Queen’s and the vision for its future clearly and consistently communicated to all constituencies? 
2. Have campaign priorities emerged from the strategic plan? What are they and how have they been established? 
3. Has thought and attention been given to the case for support of the campaign? 
4. Are training programs in place for academic leadership and the campus community to support a campaign? 
5. Does Queen’s have sufficient infrastructure and resourcing to support a campaign? 
6. Does Queen’s leadership support a campaign, and do they understand their respective roles/responsibilities in leading the campaign? 
7. How does Queen’s advancement perform relative to peers? 
8. How does Queen’s model of counting compare to that of peers? 

The Campaign Feasibility Study is an analysis of the perceptions, attitudes, and interests of major donors, which can inform a recommendation for a realistic fundraising goal, including an analysis of our constituencies’ philanthropic capacity through direct engagement of those constituencies in the planning process. In addition to the first three questions above, the following questions should be answered in this study: 

1. Are there enough qualified donor prospects in the major-gift prospect pool to support the likely campaign goal? 
2. Is a strong volunteer structure in place? Has a campaign planning committee been recruited and convened? 
3. Are the university’s volunteer and administrative leaders strong, capable, and enthusiastic and is there confidence in their leadership? 
4. Is the Board of Trustees committed to and ready for a campaign? How does board giving at Queen’s compare with other institutions? 

The Final Report from the Campaign Preparedness Assessment will identify Queen’s strengths and challenges as it considers a comprehensive campaign. The report should include findings and recommendations generated during the studies, as well as: 

1. Fundraising potential for the institution, further detailed by faculty. 
2. Analysis of prospect pipeline opportunities and potential gaps. 
3. Assessment of the likelihood of a successful campaign with a recommendation on a realistic campaign goal, and campaign duration. 
4. Advice on any campaign counting. 
5. Best practices for developing compelling fundraising projects and cases for support. 
6. Recommendations for effective fundraising activities that meet campaign objectives. 
7. Counsel on a realistic budget for total operational costs and timetable. 
8. Recommendations around campaign staffing structures, including leadership time allocation and volunteer models.
9. Identification of goals and KPIs to measure campaign success. 

It is our hope that this assessment will be completed by the end of 2023, and we thank you in advance for all your contributions to completing the important work underpinning this assessment.

ALT Meetings

As Advancement staff, have you ever wondered what is discussed at ALT meetings? Thanks to a suggestion from Senior Development Officer Adam Say, ALT will begin circulating meeting agendas so anyone who is interested can review them. 

While ALT meets frequently, the purpose of ALT meetings is varied. For the first time since late 2021, ALT updated meeting plans in January. As you will note on the , agendas for the 4 pm touch base on Monday, Wednesday, and Thursday, and the 1 pm meeting Tuesday, are set by round table at the beginning of the meeting. There are, however, prepared agendas for all other ALT meetings so, moving forward, Bianca Bruni will post those agendas on QUIRC once they are finalized. 

Meeting materials may not be posted because they are verbal discussions, prepared after the agenda is posted or presentations that may not be appropriate to circulate (i.e., HR data or recommendations that have not yet been finalized), but we will endeavour to circulate more of these as well.

Thanks for the suggestion, Adam!

Connect with Karen

This is a friendly reminder of the open invitation to Connect with Karen during the June all-staff gathering. Connections will feature open-ended discussions on whatever participants would like to discuss; or Karen may seek input on some things that are on her mind. Connections will be restricted to eight individuals or fewer to ensure everyone has an opportunity to be heard; and will be held at noon June 12 for a brown-bag lunch discussion, 8 am June 14, and again on June 14 at 4 pm. 

Anyone interested in attending Connect with Karen is invited to follow up with Bianca Bruni by email so she can send a meeting invite for the time that works best for you. 

Employee Spotlight 

The Employee Spotlight celebrates the arrival of our new and existing staff by profiling responses they share through a fun and informal survey that will help us get to know them better. Be sure to review these profiles and use these fun facts and tidbits to find commonalities, embrace differences, and spark a conversation. 

This week, we spotlight Homecoming & Reunions Officer, Lauren Broadhurst. Learn more about her and what you would most likely