Strategic Ops

The Operations team supports and facilitates the work of staff in Advancement. The team also executes on projects led by other units. But that’s not all. A mature Operations team pursues its own strategic goals that are aligned with the mission.

What might these goals be?

Operations can lead through informing Development performance. Data, reporting, and analysis contribute to the success of fundraising programs. Consistent data and clear reporting help our organization understand where we are in relation to our goals and guide decision-making. At a more fundamental level, Ops can work with Development to redefine fundraising programs for more effective goal-setting and performance measurement.

Operations can lead through enriching supporter relationships. Advancement seeks to align the interests and passions of people in our external constituency with opportunities to support and participate in the mission of the university. This alignment occurs at all levels – from early-stage engagement of alumni to custom cultivation strategies for prospective principal gift donors.

At the early end of this alignment spectrum, Operations delivers solid data on individual constituents, clear performance metrics, and effective outward-facing digital engagement platforms. In this way, Ops work can drive performance of the Engagement (alumni relations) team.

At the latter end of the alignment spectrum, Operations can lead the enablement of effective relationship management, which relies on shared information and coordination of effort across multiple units and multiple offices across the institution.

Operations develops tools and processes — a natural area for leadership. We can maximize the return to the institution on the investment made in Advancement by pursuing efficiencies that reduce cost, implementing process changes and new tools that increase effectiveness, and providing staff supports that enable them to make best use of the tools and technologies we have.

Return on Investment is expressed in dollars, but many of the most important factors relating to ROI are non-financial. Because the majority of the Advancement budget is salary and the cost of turnover to any organization is high, improvement in this area is measurable as ROI. Operations not only participates in promoting staff development and growth, it can lead here, too. Pursuing the growth and development of people, ensuring equity, diversity, and inclusiveness, enhancing employee satisfaction and retention – these and other “people” factors fuel overall success.

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