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As I put pen to paper, I realize it is difficult to follow last week’s ALTogether Now newsletter which spoke to the Nov. 2 announcement of the transformational $100-million gift and new name for Queen’s Engineering. The generosity and the vision of Stephen Smith cannot be understated. Gifts like this represent evolution and revolution, and they represent the future of what is possible when a donor is inspired by an institutional vision. And as we continue to do this kind of transformational matchmaking, we must also consider how our own team can and should evolve to match what donors and our institution need from us. 

While Advancement Leadership Team (ALT) is still working on a review of all the recommendations put forth by , I wanted to share a few that are already being advanced: 

Recommendation: The Principal, Provost, and VP Research should identify a set of signature initiatives that will symbolize the future direction and distinction of the university. Once developed, these should be incorporated into an institutional case for support and tested with donors. 

Status: GG&A is currently drafting the institutional case based on interviews with university leadership and existing fundraising priorities. The case is scheduled to be finalized early in the New Year and will be tested with donors in April-June 2024. 

Recommendation: Queen’s should establish a dedicated corporate and foundation fundraising program.

Status: Melissa East Aspila is currently finalizing a job description for a new lead for this program, and a hiring competition will begin in the early New Year. 

Recommendation: Deans and advancement partners should develop lists of the top 25 prospects for each faculty. 

Status: This work is scheduled to begin in January 2024. Jessica Carn will  lead a project to develop a framework/protocol for these lists and will ensure all our teams are using similar criteria and lists in our conversations with advancement partners. 

Recommendation: Offer academic and administrative leaders formal fundraising training throughout the campaign. 

Status: has been offered in 2022-23. Plans are underway to finalize training for 2024-25.

Recommendation: Develop and implement Major Gift Officer training to solicit and secure planned gifts.

Status: Trainings have been conducted in-house semi-regularly since 2022. We will continue to consider expanding and standardizing this training. 

Recommendation: Immediate assignment of the most likely prospects identified in GG&A’s analysis.

Status: The Prospect Research/Management team is currently reviewing the list and developing a protocol for immediate assignment. Individual portfolios need to grow substantively so assignments will take this into account.  

Recommendation: A new structure in the Development portfolio with a new position overseeing the faculty-based operations.

Status: This new structure has been implemented with the creation of the position of Executive Lead, Faculty Development. The current incumbent is Jessica Carn. 

ALT is also working with GG+A to develop an operational plan. The operational plan will define a timeline for the implementation of approved recommendations based on the potential impact of the recommendation and the feasibility of its implementation. This will help us prioritize the most crucial initiatives to drive continued fundraising growth and ensure that we execute strategies in a coordinated and timely manner. We expect this plan to be completed by the end of 2023.

Jobs with Advancement 

We need your recruitment help. Know great talent that would be a good addition to our team? If so, please promote the vacancies below with your networks and let’s find some amazing new team members.

Applications (including a cover letter and résumé) must be submitted through CareerQ. For more information on this posting, please reach out to either Carla Ferreira Rodrigues or the hiring manager for the position you are interested in.