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THE UNIVERSITY OF TEXAS AT AUSTIN BACKGROUNDER | 1

Vice President for University DevelopmentThe University of Texas at Austin

Austin, TXwww.utexas.edu

Send Nominations or Cover Letter and Resume to:Jill LasmanSenior Vice [email protected]

The Opportunity:

The University of Texas at Austin (UT)resides in the top tier of the world’steaching and research universities. Amember of the Association of AmericanUniversities for more than 85 years withrich traditions, strong educational andresearch programs, a large and successfulathletics program, and a world-famousbrand, UT has the breadth, depth, andscale to truly benefit society.

In August 2014, the university successfully concluded The Campaign for Texas, an eight-year capitalcampaign with a $3 billion goal. Although the campaign faced significant economic headwinds, the alumni,students, and friends of UT invested more than $3.12 billion in the university. A few facts about thatcampaign are summarized below:


The final year of the campaign set a one-year fundraising record of $862 million. More than $1.3 billion – 42 percent of the goal – was raised in the final two years. The campaign was among the three most ambitious capital campaigns in the United States at the

time and was the largest single fundraising campaign in Texas history. In addition to cash and pledges, highly valued collections were donated, such as the $200 million

Magnum Photos Collection, which further enriched the university’s cultural holdings. 271,980 individual donors contributed during the campaign, of whom 58 percent were first-time

donors. Donors resided in all 50 states and 97 countries. 33 percent of alumni participated.

Preparing for the future, UT seeks a vice president for university development (VPD) to lead its fundraisingefforts to new heights and to guide the institution into innovative approaches to engaging prospectivedonors.

The VPD will work in partnership with thepresident, deans and unit leaders, volunteers, andother partners across UT to develop a consistentand coordinated strategy for achieving universitygoals, lead a robust central developmententerprise, and enhance a principal gifts program— including a presidential portfolio. The VPD willhave the opportunity to plan the university’sgoals and strategy for its next campaign. At thesame time, he or she will catalyze and lead theuniversity’s transformation from a decentralizeddevelopment framework to a hybrid organizational structure that empowers the academic and co-curricular units while at the same time achieving consistent goals and optimizing the potential of a growing prospect pool.

The successful candidate will be an open, transparent communicator and collaborator with the ability toinspire partnership. She or he will be a successful leader and manager with significant experience in aninstitution of similar complexity and an understanding of higher education. Previous experience as a majorand/or principal gift fundraiser is strongly preferred; in certain circumstances, analogous experience will beconsidered. Above all, the VPD will be a person of integrity, both trusting and trustworthy, and will bewhole-heartedly dedicated to the mission of UT.


Few institutions possess both the intellectual capacity to shape the future and the philanthropic potential tofuel that capacity on a national and global scale. UT’s next VPD will lead such a development enterprise intoits next era of philanthropic success.

The University of Texas at Austin

Overview:

UT was founded in 1883 and has been a member of the Association of American Universities (AAU) since1929. The university is a national leading provider of education and research, with a depth and range ofresources unmatched by most other public universities. More than 50,000 students attend UT and pursuedegrees in more than 110 undergraduate, 150 master’s, and 85 doctoral programs. UT is currently thenation’s No. 3 producer of doctoral degrees.

UT blends teaching and research excellence with a highly rewarding collegiate experience. In 2015, London-based Times Higher Education ranked I t among the top 50 universities worldwide, and U.S. News & WorldReport ranked UT among the top 20 public universities in the United States. In terms of affordability,Kiplinger ranked UT No. 13 on its list of “Best-Value Public Colleges.” In 2002, Sports Illustrated named UT –home of 20 varsity teams – America’s Best Sports College.

UT’s diverse learning community offers a unique blend of world talent and Texas traditions, making it themost sought-after institution of higher education in Texas by students, faculty and researchers. As anenduring symbol of the spirit of Texas — big, ambitious and bold — the university drives economic andsocial progress in Texas and serves our nation as a leading center of knowledge, discovery and creativity.

With high-level research conducted in world-classfacilities, UT is home to a Nobel laureate and morethan 50 current members of the National Academiesof Engineering, Medicine, and Science. With morethan 100 research units, UT’s faculty and research staffexpended more than $651 million as a result offederal, private and philanthropic funding during2014-15. This research funding, and the graduatestudents it attracts, contributes about $2.8 billion tothe Texas gross product annually and is responsible


for 16,000 jobs in the Texas economy. Over the past two years, UT faculty members have received $40million in revenue from the licensing of university technology.

The Dell Medical School at UT – the first medical school to be established by an AAU member institution inthe last half century – will admit its first class of medical students in 2016. The Dell Medical School willposition the university to become one of the top academic centers in the nation as it transforms health careresearch, education, and clinical care.

UT’s main campus (460 acres adjacent to downtownAustin) is home to seven museums and 17 libraries,including the Lyndon B. Johnson Presidential Library,the first presidential library to be located on a collegecampus; the Blanton Museum of Art, the second-largest art museum on any U.S. campus; and theRansom Center, one of the world’s premier repositoriesof 20th century author collections of manuscripts andcorrespondence, as well as a rare complete copy of theGutenberg Bible and the world’s first photograph.

The University’s reach goes far beyond the borders of the main campus, with research units across Texas,including the Brackenridge Field Laboratory on Lady Bird Lake, J.J. Pickle Research Campus in north Austin,the Lady Bird Johnson Wildflower Center in south Austin, the Marine Science Institute at Port Aransas, Texas,the McDonald Observatory in the Davis Mountains of west Texas, and several Texas historical sites nowserving as museums.

Leadership:

Gregory L. Fenves began his appointment as the 29th president of The Universityof Texas at Austin on June 3, 2015. The vice president for development will reportdirectly to President Fenves and be a member of his leadership team.

President Fenves previously served as UT’s provost and executive vice presidentfor nearly two years and as dean of the Cockrell School of Engineering for fiveyears. Fenves is a member of the National Academy of Engineering, the highestnational honor awarded to engineers in the United States, and he holds theCockrell Family Chair in Engineering No. 15.


With more than 7,500 students and research expenditures exceeding $170 million a year, the CockrellSchool is a top-10 ranked engineering school with nine internationally recognized undergraduate programsand 13 acclaimed graduate degree programs. During The Campaign for Texas, the Cockrell School raisedmore than $350 million in gifts and pledges, the most of any college, school or unit on campus.

Before coming to UT, Fenves served as chair of the Department of Civil and Environmental Engineering atthe University of California, Berkeley, where he was on the faculty for more than 20 years. He earned hisbachelor’s degree at Cornell and his doctorate at UC Berkeley. He began his academic career as an assistantprofessor in civil engineering at UT from 1984-87.

The University of Texas System:

UT is the flagship of The University of Texas System. There are eight academic institutions in the System (UTArlington, UT Austin, UT Dallas, UT El Paso, UT Permian Basin, UT Rio Grande Valley, UT San Antonio, and UTTyler) and six health institutions (UT Southwestern Medical Center, UT Medical Branch at Galveston, UTHealth Science Center at Houston, UT Health Science Center at San Antonio, UT MD Anderson CancerCenter, and UT Health Science Center at Tyler).

The UT System is governed by a board of nine regents, appointed for staggered six-year terms by thegovernor, and one non-voting student regent, who is appointed by the governor for a one-year term.President Fenves reports directly to The University of Texas System’s chancellor, William H. McRaven. TheVPD will work closely with the vice chancellor for external relations at the UT System.

Students and Alumni:

UT is among the five largest universities inthe United States, and it has maintained itscurrent size since the 1980s. The quality ofthe student body is very high, with theaverage SAT score for freshmen now 1900out of 2400. UT students regularly winmajor national and international awards,such as Rhodes, Truman, Fulbright, andMarshall scholarships.


The university also has led the nation in efforts to support the educational benefits of racial and ethnicdiversity. There is no racial majority at UT, whose overall student body (reported in fall 2015) is 45.1 percentwhite, 19.5 percent Hispanic, 17.2 percent Asian, 3.9 percent African-American, and 14.3 percent foreign andother.

By state law, 75 percent of each freshman class is filled by students from the top ranks of Texas high schools.(For automatic admission in fall 2016, an applicant must be in the top 8 percent of his or her class.) Inaddition, Longhorns hail from all 50 states and 127 countries. More than 53 percent of UT undergraduatestudents are female.

Its large student body, long history, and richnessof tradition have given rise to a proud and activealumni base of more than 480,000, which includesindustry leaders like Michael Dell (Dell Computers)and Rex Tillerson (CEO of ExxonMobil); filmindustry leaders like Matthew McConaughey,Robert Rodriguez, and Marcia Gay Harden; andjournalists such as Bill Moyers and the late WalterCronkite. It has produced statesmen from SamRayburn to James Baker to Jeb Bush.

The core purpose of the Texas Exes is to organize alumni and friends of UT to champion and advance themission of the university. It is an independent 501(c)(3) nonprofit led by a volunteer board of directors. Theassociation advocates on behalf of UT, enriches the student experience, engages alumni, and articulates thevalue of UT to our state, nation, and society. More than 100,000 members of the Texas Exes live around theworld.

Colleges and Schools:

Eighteen colleges and schools compose UT. Many offer degrees and credentials required to enter a givenfield, such as law, architecture, education, pharmacy, nursing, social work, and medicine. Others offer wide-ranging degrees that encourage discovery and research, such as liberal arts, fine arts, natural sciences, andgeosciences. And others straddle the line between “professional” and “academic” — engineering, business,communication, information, and public policy. Underclassmen who have yet to declare a major are enrolledin the School of Undergraduate Studies. And the Graduate School administers degrees for all schools andcolleges offering master’s and doctoral degrees.


What Starts Here…

“What starts here changes the world” is not just a slogan but a statement of fact based on a long history andsupported by new daily examples of how UT turns students into successful leaders and supports faculty,who, following their own curiosity, push the boundaries of human knowledge ever forward. For moreinformation about The University of Texas at Austin, please visit www.utexas.edu.

Role of the Vice President for University Development

Overview:

The vice president for universitydevelopment (VPD) will report directly toPresident Fenves and will be a key member ofhis senior leadership team. Appointment of aVPD is among President Fenves’ highestorganizational priorities for the university andsends a clear message that UT is ready forstrong, strategic leadership. This recruitmentof a VPD follows the recent successfulrecruitments of an executive vice presidentand provost, a senior vice president and CFO,a vice president for research, and three deans.

The VPD will be responsible for all UT development programs, which raised approximately $285 million in FY2015. The VPD will serve as the university’s senior fundraiser, managing a presidential portfolio of theinstitution’s most capable prospects and enlisting the active involvement of the senior leadership tomaximize philanthropic support for priority institutional needs. She or he will build and manage acomprehensive program that includes annual giving, major and planned giving, corporate and foundationgiving, gift processing and acknowledgement, campaign, and other advancement operations functions suchas donor relations, stewardship, and research and prospecting, and analytics.

The current development structure at UT is decentralized. In addition to the development teams associated with each of the 18 colleges and schools, development teams support 20 co-curricular units, such as the Blanton Museum of Art, the Ransom Center, and Texas Athletics. The VPD, in consultation with the president, will be expected to create a plan to collaboratively transform the institution to a hybrid structure


that coordinates and balances university-wide goals with the priorities of individual colleges, schools, andunits, and strengthens the central development hub to support a number of institution-wide business andstrategic functions. The VPD will define a culture of philanthropy and prepare the university to move forwardin key areas to engage faculty, staff, students, alumni, and the community in new and dynamic ways.

Lessons Learned from The Campaign for Texas:

The Campaign for Texas was highly successful, especially given the global economic downturn during muchof the campaign period. However, the campaign highlighted the need for fundamental changes inpreparation for the next campaign. Several lessons have been learned:

Given the decentralized nature of development at UT, many donors received multiple solicitationsfrom different colleges/schools/units. Donors prefer a coordinated approach and need to know thattheir gift will have a lasting impact on the university. The VPD will be responsible for developingconsensus among the president, deans and directors to define university-wide developmentpriorities and ensure that development activities are focused on the potential donor in a donor-centric approach.

Many donors made planned gifts during The Campaign for Texas, which represent the culmination oftheir lifelong giving to the university. It is essential to the future of UT that the next generation ofdonors be identified. These potential donors are not necessarily motivated by the same approachesas the long-term donors. Therefore, new strategies must be developed to identify and engage thenext generation of donors, and a greater emphasis must be placed on cultivation of the nextgeneration of donors.

Only one cash gift exceeded $50 million during The Campaign for Texas. New strategies are neededto secure very large gifts.

An appropriate hybrid, or matrix, structure must be developed such that the chief developmentofficers in the colleges/schools/units report directly to the deans and directors but also have areporting relationship to the VPD. By implementing this structure, the goals of the individualcolleges/schools/units will be better coordinated and supported by services provided throughcentral development, and a consistent means of setting and assessing goals will be used acrosscampus.

Central Development Office:

The Central Development Office at UT comprises a fundraising division and an operations division. Anexecutive director manages each division. The service areas for the fundraising division include: campaigns,gift planning, principal and major gifts, corporate and foundation relations, annual giving, and constituent


relations. The Central Development Office works as the service center that supports the development offices in the colleges/schools/units. The service areas for the operations division include: gift and data services, information management, prospect research and analysis, endowment services and compliance, development human resources and facilities, and finance.

Currently, college/school/unit-based development officers report to the appropriate dean/director and workin concert with the central development staff. As part of the transition to a hybrid model, it is envisionedthat the chief development officers in each college/school/unit will also have reporting lines to the VPD.

Opportunities and Expectations:

UT seeks a vice president for university development who is able to translate a vision of philanthropy intoaction and to inspire in others a commitment to the goals and operations necessary to achieve a vision andstrategic plan. The VPD must be a bold, talented, inclusive, and capable leader with strong communicationand collaboration skills. With a long history of teaching and research, UT looks to its future with optimismand enthusiasm, and the VPD is expected to capitalize on the significant momentum generated during TheCampaign for Texas, lead university development with vigor and enthusiasm, and create an environmentthat fosters creativity and innovation throughout UT.

The next capital campaign is on the horizon, and the VPD will play an instrumental leadership role inworking with the president, deans, and unit directors to define, facilitate alignment among, and buildconsensus around university-wide development priorities and goals for individual units. It is anticipated thatUT is three to four years from the public announcement of the next campaign, but significant efforts mustbe devoted to developing a strategy for cultivating new prospects immediately.

For the next campaign to be successful, the capacity of central development as both a fundraisingorganization and a support operation must grow and additional resources must be provided. At present, thecentral development budget is allocated from the university’s operating budget, which, especially in thesedifficult times, is limited in its elasticity. Nonetheless, additional resources must be found, and the VPD willwork closely with university leadership to secure a funding mechanism to provide them.

In this effort, UT will be supported by leadership at the UT System level. System leadership already hasbegun to investigate various options for providing additional support for central development operations ateach of its campuses, and that work and the ideas that it generates should inform and support the collateraleffort on the Austin campus.


In addition, the VPD will:

Actively participate in the president’s senior leadership team. Provide professional insight and advicebased on a depth and breadth of knowledge and experience.

Ensure that the efforts of central development and the development teams in thecolleges/schools/units are well coordinated and support the strategic priorities.

Strengthen the consultative process between central development staff and the development teamsin the colleges/schools/units.

Encourage collaboration and coordination among colleges/schools/units and identify newprospective donors for each unit.

Ensure that the president, deans, directors, faculty, senior administrators, and key volunteers areeffectively and professionally staffed and resourced with regard to development activities. Providefocus for their efforts so that their time spent is productive, meaningful, and personally rewarding.

Strengthen the services offered by central development to the colleges/schools/units. Orchestrate the participation of the president, deans, and unit directors in the cultivation and

stewardship of key funding sources, including individuals, corporations, and foundations. Be responsible for planning, budget, and strategic direction of customized and comprehensive

fundraising plans, including oversight and successful achievement of goals for the annual givingprogram, major and planned giving, special events, and any and all fundraising initiatives andcomprehensive campaigns.

Strengthen back-end operational infrastructure, with a particular emphasis on data quality andmanagement, and develop the rationale for additional resources as required.

Implement the management and administrative infrastructure necessary to achieve fundraisinggoals, including development of a large and complex proposal across multiple units.

Lead and monitor the preparation of volunteers and professional staff in the identification,cultivation, solicitation, recognition, and stewardship of all prospects, and especially in the ability toarticulate the mission and vision of the university.

Oversee the implementation and management of all development activities including timelines,budget, and staff.

Be responsible for the prudent oversight of all administrative and financial functions of centraldevelopment.

Develop strong and mutually beneficial relationships with external contacts and constituents onbehalf of UT.

Organize and develop a strategy for leveraging the strong relationships President Fenves has with many key donors in Texas and across the country and actively manage his portfolio of major gift prospects.


Manage development staff, including establishing and communicating fundraising goals, providingleadership on major gift cultivation and solicitation strategies, and providing regular performanceevaluations.

Be responsible for meeting quantifiable goals, including especially successful major and principal giftsolicitations.

Engage with the Texas Exes to develop a strategy to enhance alumni relations. Travel throughout the United States and around the globe, representing UT and building

relationships with the university’s donors, prospects, and alumni.

Profile Summary:

The VPD for UT will be a leader with the personal capacity to galvanize growth and change. Superiorcommunication and interpersonal skills combined with an open, transparent, and direct approach will servethe VPD well in his or her interactions across the institution and among its prospects and donors.Unimpeachable integrity is vital, as is both a comfort and the ability to connect with the university’s internaland external constituents, the vast majority of whom are Texans.

The VPD will be charged with leading change, guiding the institution from the decentralized paradigm thathas served it well to a new — and as-yet to be defined — hybrid approach to development. The VPD mustbe able to flow with the inevitable unknowns and unintended consequences that arise in any such shift inculture. To this end, self-awareness, emotional maturity, trustworthiness, and an other-directed mindset willbe critical qualities for success.

The VPD must be a seasoned and successful manager of people and programs, with a track record ofbuilding, inspiring, and holding accountable strong teams. Previous leadership and managerial experience inan organization of similar complexity is required; that this experience has been obtained at least in partwithin an institution of higher education is highly preferable, as is substantive experience in advancement(i.e., development, alumni relations, or marketing/communications). Previous, successful experience as amajor or, even better, principal gift fundraiser is a distinct advantage; under some circumstances, analogousexperience in other professional or volunteer settings will be considered.

Above all, the successful candidate will embrace the mission, values, history, traditions, potential, and peopleof The University of Texas at Austin.


In addition, the ideal candidate will possess:

Demonstrated ability to organize a successful development program supported by a talented teamof development professionals across a complex organization

Demonstrated ability to lead in an increasingly diverse cultural, social, and ethnic community Demonstrated ability to plan and close successfully significant major and principal gifts in an

institution of higher education; meaningful experience working in an academic setting is desirable Experience in leading, or being a part of a capital campaign aimed at securing transformational gifts

during a time of rapid growth Professional credibility and maturity required to effectively engage and leverage the president,

deans, faculty, unit/division development staff, and volunteer leadership and other key stakeholdersin fostering a tradition of fundraising and building the university’s endowment

A track record of success leading a development operation; an approach to management andleadership that brings out the best in staff and yields pride, ownership, and a sense of a team effort

A keen eye for operational efficiency and optimal use of resources; the ability to plan, monitor, andtightly manage a budget

Excellent communication skills, both written and verbal; the ability to influence and inspire, with anunderstanding and respect for the culture of UT

The ability to collaborate, coordinate, and work effectively with the university’s senior leaders as amember of the team

The intellectual depth necessary to understand and translate academic, technical/data, and otherinformation for a variety of audiences, crisply and concisely

Honesty, integrity, enthusiasm, and perspective; a strong work ethic, supported by commitment andfollow-through

A bachelor’s degree (required) and an advanced degree (preferred) The ability and willingness to travel throughout the United States and around the world.

Austin, Texas

The quality of life in Austin is among the prime recruitingtools at The University of Texas. Once a small, quirkycollege-and-state government town, Austin is now the 11thlargest city in America and is a major draw for students,faculty, and staff.

Known for its culture of innovation, Austin is recognized forbreaking new ground in science, technology, and the arts.


The nation’s fastest-growing city has long enjoyed a symbiotic relationship with UT, both contributing toand building upon the quality of life that flows from the natural beauty of the Texas Hill Country, thecreative pulse of the city embodied in events like South by Southwest and the Austin City Limits MusicFestival, the entrepreneurial and high-tech character of the economy, and notably its Tex-Mex and barbecuecuisine. Residents of “The Live Music Capital of the World” are known for being educated, fit, tech-savvy,creative, diverse and tolerant.

Austin frequently ranks as one of the best places tolive in America. It has diverse neighborhoods, aclimate well suited for outdoor recreation nearlyyear-round, professional and amateur sports venuesand events including a new Formula 1 racetrack,more fine restaurants and clubs per capita than anyother American city, a lush environment madeaccessible with parks, lakes, greenbelts, and hike-and-bike trails, a creative culture that supports thearts, music and theater, and year-round festivals andcelebrations for Austinites of all ages.

Background Checks:

Prior to submitting your resume for this position, please read it over for accuracy. LLLS does verify academiccredentials for its candidates, and our clients frequently conduct background checks prior to finalizing anoffer.


To learn more, callJill Lasman, Senior Vice President at

617-262-1102or send nominations or cover letter and resume to

[email protected] inquiries will be held in confidence.

Setting the Standard in Development Search

420 Boylston Street, Suite 604,Boston, MA 02116

617.262.1102www.LLLSearches.com

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