Office of the Chancellor

V. Components of the Multi-Year Plan
A. Revenues
(2) Fund Raising Revenues $ 6.0M

In October 1996, a comprehensive Fund Raising Campaign will be launched although it began in the quiet phase on July 1, 1996. The goal will be $125M over a six year period. The campaign will also serve to boost the annual level of giving to a new plateau, typically twice the prior level, where it remains until another step increase takes place in a subsequent campaign. A significant investment has been made in University Advancement over the last three years, and the level of private fund raising has already begun to take off on a new trajectory, rising from a plateau between $11-12 million a few years ago, to $14 million in FY95. The goal is $16M for FY96, and $31M by FY2000. The components of private funds from individuals, corporations/ foundations, grants and contracts (those counted as private fund raising) and athletics are shown in Figure 4.

The campaign for UMass Amherst will emphasize giving to the Schools and Colleges. The greatest growth in current support and most endowments will focus at the School and College level. Careful attention should be given to assuring that these funds support the special initiatives identified in their individual planning documents.

The campaign can serve as a rallying point for the University Community, its alumni and alumnae, business, industry, foundations, the State, and parents around a common agenda in accord with our Strategic Planning and Action. During the campaign our Ambassadors will increase to 2,500, and our alumni clubs to 75. There will be benefits to our image and identity, including media coverage, rankings and admissions. Campaign priorities include funding for faculty positions (30 with endowment amounts ranging from $0.5M-$1.5M for a total of $40.0M), financial aid, merit scholarships and student initiatives ($15.0M), programmatic support ($40.0M) and capital projects ($30.0M). The campus need for new facilities, renovations and deferred maintenance is in the hundreds of millions of dollars. During 1995-96 campus discussions have narrowed the priorities for private support for capital investment to seven potential projects: matching funds for a Life Sciences building, an addition to the School of Management, a Visual and Performing Arts facility, an Alumni Center, the phase II Engineering Building, a Student Center addition, and a Band Practice facility that will be coupled with renovations to the Old Chapel. Clearly not all of these projects can be accommodated in the current campaign so additional discussions of feasibility and priority will continue.

Capital projects and special programs that are campaign priorities should be chosen which benefit the University as a whole, as well as the individual programs, Schools and Colleges involved. Out of the total funds raised we project that, by the year 2000, $6M should be generated annually to support priorities in this Strategic Action plan, e.g., information technology support, scholarship support, facilities, the support of the overarching focal areas such as the Center for the Family, International Programs and other interdisciplinary activities which promote the idea of a global, Land Grant-Research University.

The Amherst campus does not currently have a volunteer structure to include executive level volunteers. A campus development corporation will be created as a separate 501(C) entity to serve this function. The development corporation will provide executive counsel to the Chancellor, guide the Campaign for UMass Amherst, assure the timely and appropriate use of campaign funds, strengthen donor relations, and provide special support to the campuss advocacy and communications and marketing programs.

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David K. Scott was Chancellor of the University of Massachusetts Amherst, 1993-2001. This is an archive of the Chancellor's Web site during his tenure.
V. Components of the Multi-Year Plan A. Revenues (2) Fund Raising Revenues $ 6.0M In October 1996, a comprehensive Fund Raising Campaign will be launched although it began in the quiet phase on July 1, 1996. The goal will be $125M over a six year period. The campaign will also serve to boost the annual level of giving to a new plateau, typically twice the prior level, where it remains until another step increase takes place in a subsequent campaign. A significant investment has been made in University Advancement over the last three years, and the level of private fund raising has already begun to take off on a new trajectory, rising from a plateau between $11-12 million a few years ago, to $14 million in FY95. The goal is $16M for FY96, and $31M by FY2000. The components of private funds from individuals, corporations/ foundations, grants and contracts (those counted as private fund raising) and athletics are shown in Figure 4. The campaign for UMass Amherst will emphasize giving to the Schools and Colleges. The greatest growth in current support and most endowments will focus at the School and College level. Careful attention should be given to assuring that these funds support the special initiatives identified in their individual planning documents. The campaign can serve as a rallying point for the University Community, its alumni and alumnae, business, industry, foundations, the State, and parents around a common agenda in accord with our Strategic Planning and Action. During the campaign our Ambassadors will increase to 2,500, and our alumni clubs to 75. There will be benefits to our image and identity, including media coverage, rankings and admissions. Campaign priorities include funding for faculty positions (30 with endowment amounts ranging from $0.5M-$1.5M for a total of $40.0M), financial aid, merit scholarships and student initiatives ($15.0M), programmatic support ($40.0M) and capital projects ($30.0M). The campus need for new facilities, renovations and deferred maintenance is in the hundreds of millions of dollars. During 1995-96 campus discussions have narrowed the priorities for private support for capital investment to seven potential projects: matching funds for a Life Sciences building, an addition to the School of Management, a Visual and Performing Arts facility, an Alumni Center, the phase II Engineering Building, a Student Center addition, and a Band Practice facility that will be coupled with renovations to the Old Chapel. Clearly not all of these projects can be accommodated in the current campaign so additional discussions of feasibility and priority will continue. Capital projects and special programs that are campaign priorities should be chosen which benefit the University as a whole, as well as the individual programs, Schools and Colleges involved. Out of the total funds raised we project that, by the year 2000, $6M should be generated annually to support priorities in this Strategic Action plan, e.g., information technology support, scholarship support, facilities, the support of the overarching focal areas such as the Center for the Family, International Programs and other interdisciplinary activities which promote the idea of a global, Land Grant-Research University. The Amherst campus does not currently have a volunteer structure to include executive level volunteers. A campus development corporation will be created as a separate 501(C) entity to serve this function. The development corporation will provide executive counsel to the Chancellor, guide the Campaign for UMass Amherst, assure the timely and appropriate use of campaign funds, strengthen donor relations, and provide special support to the campuss advocacy and communications and marketing programs. Table of Contents Next \| Other Revenues