Vice President for Advancement Princeton University The Opportunity:

Vice President for Advancement
Princeton University
Princeton, NJ
www.princeton.edu
Send Nominations or Cover Letter and Resume to:
Jill Lasman
Senior Vice President
617-262-1102
[email protected]
The Opportunity:
LOIS L. LINDAUER SEARCHES is proud to partner with
Princeton University in its search for the newly created
role of Vice President for Advancement (VP).
In June 2016, Princeton decided to bring the Office of
Alumni Affairs and the Office of Development under a
single vice president to create the first comprehensive
advancement model in Princeton's history. Within this
new structure, the Vice President for Advancement will
lead an exceptionally talented team during a time of
exciting transformation at one of the world’s great
teaching and research institutions.
This visionary shift takes place against a backdrop of other groundbreaking endeavors set forth by
University leadership. Chief among those accomplishments is Princeton University’s Board of Trustees
adoption of a strategic planning framework that identifies key goals and major priorities for the University
PRINCETON UNIVERSITY BACKGROUNDER | 1
and articulates standards and questions that will be used over the coming years to guide decisions about
new programs and capital investments.
Building on the success of the Aspire campaign, which
was completed in June 2012 and raised $1.75B, the
incoming VP will play an integral role in designing the
next campaign to advance priorities put forth in the
strategic planning framework. In addition, the VP will
serve as the primary strategic partner to President
Christopher L. Eisgruber for cultivating and
maintaining positive and productive relationships with
the University's highest level donors and key
stakeholders, as well as with Princeton's entire alumni
body.
Photo by Jon Roemer
The ideal candidate will bring a track record of working at a sophisticated institution that aspires to best
practices in the industry. The VP possesses intellectual breadth and operational savvy along with excellent
communication skills, exceptional judgment, and a passion for liberal arts education.
Overview
Princeton University is a vibrant community of scholarship and learning that stands in the nation's service
and the service of humanity. It is an independent, coeducational, nondenominational institution that
provides undergraduate and graduate instruction in the humanities, social sciences, natural sciences, and
engineering.
From 2001 to 2016, Princeton University was ranked either first or second among national universities
by U.S. News & World Report, holding the top spot for 14 of those 16 years. Princeton was ranked first in the
most recent 2016 U.S. News rankings, as well as #1 in the 2015 and 2016 rankings for "best undergraduate
teaching." In the 2014–15 Times Higher
Education assessment of the world's greatest
universities, Princeton was ranked 7th. In the
2014/15 QS World University Rankings, it was ranked
9th overall in the world and 5th among U.S.
universities.
PRINCETON UNIVERSITY BACKGROUNDER | 2
In the "America's Top Colleges" rankings by Forbes in 2014, Princeton University was ranked fourth among
all national colleges and universities, after holding the number one position for a number of years.
In the 2015 U.S. News & World Report "Graduate School Rankings", all thirteen of Princeton's doctoral
programs evaluated were ranked in their respective top 20, 8 of them in the top 5, and 4 of them in the top
spot (Economics, History, Mathematics, Sociology).
In Princeton Review's rankings of "softer" aspects of students' college experience, Princeton University was
ranked first in "Students Happy with Financial Aid" and third in "Happiest Students.”
(To see details on all of Princeton’s current rankings, please visit: Rankings)
World renowned for its simultaneous commitments to teaching
and research, Princeton seeks to achieve the highest levels of
distinction in the discovery and transmission of knowledge and
understanding. Princeton is distinctive among research
universities in its commitment to undergraduate teaching.
Today, more than 1,100 faculty members instruct approximately
5,200 undergraduate students and 2,600 graduate students. The
University's generous financial aid program ensures that
talented students from all economic backgrounds can afford a Princeton education.
Princeton University is led by President Christopher L. Eisgruber, a renowned constitutional scholar, who
served as a member of the Princeton faculty for 12 years and as Princeton’s provost for nine years before
being named president.
University Leadership
Christopher Ludwig Eisgruber
President
Christopher Ludwig Eisgruber was elected Princeton University's 20th president
on April 21, 2013, and assumed office on July 1, 2013.
Eisgruber, who grew up in Indiana and Oregon, received his A.B. in physics from
Princeton in 1983, graduating magna cum laude and Phi Beta Kappa. He then
earned an M.Litt. in politics at the University of Oxford as a Rhodes Scholar, and
Photo by Denise Applewhite
a J.D. cum laude at the University of Chicago Law School, where he served as
PRINCETON UNIVERSITY BACKGROUNDER | 3
editor-in-chief of the law review. After clerking for U.S. Court of Appeals Judge Patrick Higginbotham and
U.S. Supreme Court Justice John Paul Stevens, he taught at New York University's School of Law for 11
years.
In 2001, Eisgruber joined the Princeton faculty as the
director of the Program in Law and Public Affairs and the
Laurance S. Rockefeller Professor of Public Affairs in the
Woodrow Wilson School of Public and International Affairs
and the University Center for Human Values. He directed
Princeton's Program in Law and Public Affairs from 2001 to
2004, and he served for a year as acting director of the
Program in Ethics and Public Affairs in 2002-03.
Eisgruber was named Princeton's 11th provost in 2004 and in that capacity was the University's secondranking official and its chief academic and budgetary officer. During his tenure, he played a central role in
many key University initiatives, including broadening Princeton's international initiatives for students and
faculty; increasing the diversity of the campus; guiding Princeton's entry into the online learning movement;
and leading the University's efforts to cut costs during the recession in 2008 and 2009.
Since assuming the presidency in 2013, Eisgruber has keenly focused on Alumni Affairs and Development,
including travel dedicated to those programs, both domestic and international. During Fiscal Years 2015
and 2016, the President conducted prospect visits and attended events in California, Texas, Georgia, Oregon,
Massachusetts, Pennsylvania, Singapore, Hong Kong, Jerusalem, and Switzerland, to name only a few
locations.
For a complete biography of President Eisgruber, please visit: President’s Bio
To read more about President Eisgruber’s tenure to-date, please read: PAW Interview
Advancement Overview
Princeton’s decision to move towards an advancement model signals innovative change and conveys the
message that the future of Princeton depends deeply on the relationship between Alumni Affairs and
Development.
The newly created Office of Advancement oversees offices with staffs that total more than 180 individuals.
PRINCETON UNIVERSITY BACKGROUNDER | 4
As Princeton enters into early planning stages for its next major campaign, University leadership is
committed to growing the Offices of Alumni Affairs and Development, adding additional staff and resources,
in anticipation of their next endeavors.
Alumni Affairs:
From its inception, the Alumni Association has been
committed to engaging all Princetonians in organized
alumni activity. Approximately 190 years later, the
Alumni Association of Princeton University does this
with stunning success and continues to thrive.
Over the years, alumni have found more and more ways
to become involved in the life of the University and with
each other. Class loyalties developed, regional
associations were formed, and traditions of returning to
campus were established. In 1975, the Trustees of the University issued a report on the University and its
alumni that had been prepared by the Board's recently created Committee on Alumni Affairs. The report
stated that, "To a greater degree, perhaps, than at other American universities, Princeton has been sustained
through the years by the loyalty of its alumni," and it observed that alumni "have nourished Princeton, they
have guided her, and they have challenged her to be all that she ought to be.”
Princeton’s alumni population has grown by approximately 25% over the past 15 years and now numbers
over 90,000 alumni; it grows by approximately 1,175 alumni, or 1.4%, each year. Women now represent 30%
of the alumni body; graduate school alumni represent 29%; and international alumni represent almost 10%.
Young alumni (defined as alumni who have
graduated in the last 15 years) represent close to
30% of all alumni.
Princeton's history reflects the enduring ideals
and rich traditions that connect all Princetonians
to each other and to the institution. For a unique
collection of historical information – please visit
the following link: Princetoniana, which pays
homage to the unique and often colorful aspects
of Princeton life and history, while honoring the growth and development of the University as it evolves to
meet the challenges and opportunities of the future. This website was produced through the generous and
PRINCETON UNIVERSITY BACKGROUNDER | 5
hard work of numerous Princeton alumni and members of the University community – it provides a deep
overview of Princeton’s history and distinguished alumni, as well as its longstanding and more recent
traditions.
Located in historic Maclean House, home to Princeton's first
10 presidents, the Office of Alumni Affairs supports the work
of thousands of Princeton alumni volunteers. These
volunteers create and maintain the many programs that
connect Princeton alumni to the University and to each other
– from alumni education to career networking, from
Reunions to regional associations, and from online
communities to on-campus events.
Metrics compiled over recent years, survey results, internal
staff assessments, broad consultation with alumni and other University offices, and feedback from alumni
leaders and trustees all give high marks to the Office of Alumni Affairs for the quality of its programs, the
dedication and effectiveness of its staff, and its ability to make efficient use of resources while significantly
expanding the scope of its activities and the number and diversity of alumni it serves.
Consistent with a goal of maximizing attendance, the office continues
to follow a policy of not charging alumni for most gatherings and
events, with the exceptions of reunions (where charges are assessed by
classes), Alumni Day (where there is a charge for lunch), and alumni
travel programs. Consistent with longstanding practice, the office relies
heavily on alumni initiative in planning and carrying out activities and
events, with staff encouraging and supporting such efforts, but taking
direct responsibility only when appropriate and necessary.
As part of the University’s strategic planning process, the Office of
Alumni Affairs has submitted its self-study, and its findings can be
found at www.princeton.edu/strategicplan/files/Alumni-Affairs-SelfStudy.pdf.
As the charge for the self-study points out, alumni devotion,
engagement, and support have long been among Princeton’s greatest assets and defining characteristics. In
thinking strategically about its future, the University is committed to not only sustaining current alumni
engagement, but is also asking what steps need to be taken to expand and enhance it.
PRINCETON UNIVERSITY BACKGROUNDER | 6
Development:
The mission of the Princeton University Office of Development is to secure philanthropic support that
enables Princeton to be the most outstanding undergraduate college and one of the leading research
universities in the world. In FY15, Princeton raised in excess of $540.46M including the Scheide bequest
($256.6M without that gift). With an alumni base of more than 90,000 and a 58.4% alumni giving
participation rate in fiscal year 2016, the team raised $263.48M this year.
A strong partnership between Development
and volunteers is the Development Office’s
fundamental organizing principle. At
Princeton, members of the Development team
believe that no single individual raises a gift,
and members of the team rely not only on
volunteers, but also on faculty, administrators,
students, and colleagues to engage and
steward donors.
In all decisions made, Princeton takes the long
Photo By Andrea Kane
view, honoring the relationships built by those
who came before and enabling those who
come after to successfully steward the results of the team’s efforts.
Princeton supports a working environment that: values innovation and individual achievement at all levels;
fosters teamwork, fairness, and respect; promotes professional development; and adheres to the University’s
policies.
The Aspire capital campaign was successfully completed on June 30, 2012. Thanks to the generosity of over
64,000 alumni, parents, and friends, the Aspire campaign met its ambitious $1.75 billion goal. Since the
campaign’s conclusion, Princeton has maintained and built upon the campaign’s momentum, capitalizing on
the energy of its volunteers and donors to raise additional funds for many of the priorities that formed the
basis of the campaign as well as for exciting, emerging priorities.
To learn more details about the Aspire campaign, please view its final report at www.princeton.edu/aspire/.
PRINCETON UNIVERSITY BACKGROUNDER | 7
Role of the Vice President for Advancement: Opportunities and
Expectations
Princeton University seeks an inspiring leader with intellectual breadth, operational savvy, communication
skills, fundraising ability, and experience leading a complex organization. The successful candidate should
have significant senior leadership experience in developing and executing a strategic vision and must be a
persuasive and sophisticated communicator who can represent the University to the Princeton constituency,
which includes a broad range of donors, stakeholders, and partners. This individual must have a passion for
learning, an appreciation for Princeton’s unique culture, and the ability to sustain long-term efforts in
promoting Princeton. The Vice President must understand the complexities of higher education and possess
a proven ability to inspire, motivate, and provide leadership as an advocate and fundraiser.
Specific Opportunities and Expectations of the Vice President include:

SERVING AS A CONTRIBUTING MEMBER OF THE PRESIDENT’S CABINET
The incoming VP is an integral member of the President’s “Monday Morning Group,” a cadre of 10
university leaders who focus on Princeton’s most critical issues and ultimately shape the University’s
future and reputation.

ESTABLISHING A NEW ADVANCEMENT MODEL
As mentioned earlier, the decision to move to an advancement model signifies Princeton’s readiness
and openness to change. In the new structure, the incoming VP will leverage the capacity of both
Alumni Affairs and Development, identifying potential synergies between the two arms of the
operation; it is important to note that the intent is not to consolidate the distinct efforts but rather to
further ensure improved coordination, which will result in an even higher level of engagement and
philanthropic support.

STRATEGIC GOAL-SETTING AND IMPLEMENTATION
Princeton’s alumni participation, allegiance, and loyalty is second-to-none and a point of pride for
the institution. The incoming VP will continue to foster that enviable spirit of engagement while
influencing the untapped potential that exists in the Capital Giving arena. The VP will deepen a
donor-centered approach, with heightened emphasis on stewardship, as well as enhanced strategic
orchestration among annual giving, capital giving, and planned giving.
PRINCETON UNIVERSITY BACKGROUNDER | 8

BUILDING AND DEVELOPING A STRONG TEAM
The incoming VP will be the primary architect for the Office of Advancement. The incumbent will
bring the vision and knowledge of industry Best Practices to ensure a professionally structured
operation. This includes recommendations for increased staffing as Princeton plans for its next
campaign.

PLANNING FOR PRINCETON’S NEXT CAMPAIGN
In addition to building a solid infrastructure to launch the campaign, the incoming VP will partner
with the President to identify key goals and opportunities outlined in the strategic planning
framework that ultimately can be converted into campaign priorities for the next historic endeavor.

PROVIDING STRATEGIC DIRECTION ON PRESIDENTIAL PROSPECTS ($5M+)
President Eisgruber demonstrates a significant track record in fundraising and a sincere commitment
of time and resources to the Development process. As the President’s primary thought partner on
Princeton’s highest level gifts and donors, the VP will work on gifts of significant proportion. To date,
Princeton’s largest gift has been $102M. With current leadership, the new advancement model, a
campaign on the horizon, and the strategic planning framework as a roadmap, the VP will join
Princeton at a unique moment in time where there is opportunity to break all previous records and
thresholds.
Position Overview
The Vice President for Advancement reports directly to President Christopher L. Eisgruber and serves as a
key member of the President’s Cabinet, meeting weekly to set strategy, identify and respond to challenges
and opportunities, and lead the institution.
The new Vice President will be a visionary and high-energy manager with a proven track record of success
as a senior Advancement professional.
Key qualifications:

Demonstrated success in leading, building, and expanding staff and programs within a sophisticated
Advancement operation;

Superb skills in principal and major gifts cultivation, solicitation, and stewardship;

Significant experience in comprehensive campaign planning and implementation;
PRINCETON UNIVERSITY BACKGROUNDER | 9

Commitment to nurture and cultivate Princeton’s inclusive and energetic approach to the
engagement of all its alumni; and

Ability to work effectively in a dynamic, higher education environment, understanding and fully
supporting the mission of the University.
In addition to the professional qualifications that are required for this position, the Vice President for
Advancement should have:

A highly communicative leadership style that fosters an environment of trust and excitement
among a broad stakeholder community;

Exceptional leadership skills to guide direction of the Advancement operation that inspires a
positive culture to ensure an ability to attract and retain talent with the Office of Alumni Affairs
and Development Department;

A collaborative approach that can mobilize and align people and resources to broader goals of
the University;

A deep understanding of current best practices in higher education development and alumni
affairs, including the use of social media and technology;

The intellectual agility, diplomatic skill, and open mindedness to work effectively to achieve
institutional goals;

A strong commitment to diversity and inclusion; demonstrated ability to build relationships with
people having a wide variety of backgrounds, perspectives, and experiences;

Experience in leading, training, and nurturing staff, faculty, and volunteers in building support for
the institution;

The ability to cultivate a deep understanding of Princeton and its institutional values and culture,
and to establish strong and positive relationships throughout the University community; and

Extraordinary judgement and the highest degree of personal integrity and ethical standards.
Candidates for the Vice President position should possess a bachelor’s degree or higher and relevant
professional experience with a record of distinguished accomplishment and leadership.
Princeton University is an equal opportunity employer and all qualified applicants will receive consideration for
employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin,
disability status, protected veteran status, or any other characteristic protected by law.
PRINCETON UNIVERSITY BACKGROUNDER | 10
Benefits:
Princeton provides a large portfolio of benefits to meet the diverse needs of its faculty and staff members.
For an Overview PDF of Benefits and Programs, please click: Princeton University Benefits Overview
To review further details on specific programs, please visit:
Benefit Plans
Relocation
Mortgage Program
Tenancy in Common Program
Location
Princeton, NJ:
Covering an area of 18.1 square miles in the heart of central New Jersey,
Princeton has a population of approximately 30,000. A center for learning
and culture throughout its history, Princeton has been home to worldrenowned scholars, scientists, writers, and statesmen, including two United
States presidents. Settled in the late 17th century, it was named PrinceTown in honor of Prince William of Orange and Nassau. In 1756 it became
the home of the College of New Jersey – now Princeton University.
Shaped by residents of all backgrounds, Princeton is a dynamic community,
growing and changing with the times yet retaining a small-town quality. The
Princeton region is filled with abundant amenities, including world-class
hotels and conference centers, restaurants, museums, historic sites, music
festivals, and first-rate sports arenas. All of this is located within an hour of
Photo by Andrea Kane
two major metropolitan areas – New York and Philadelphia. There is ready
access to US Highway Route 1, the New Jersey Turnpike, the Garden State Parkway, Amtrak, and New Jersey
Transit.
Artisans from Italy, Scotland, and Ireland have contributed to the town's rich architectural history. This
architectural legacy, spanning the entire history of American architecture, is well-preserved through
PRINCETON UNIVERSITY BACKGROUNDER | 11
buildings by nationally renowned architects such as Benjamin Latrobe, Ralph Adams Cram, McKim, Mead &
White, Robert Venturi, Michael Graves, Frank Gehry, and Rafael Viñoly.
In general, Princeton is an open, semi-wooded community of diverse housing, including substantial and
moderate homes, a highly recognized affordable housing program, and is an example of sound suburban
development. There is also one shopping center, several other shopping areas of smaller size, some office,
research, and services areas, and a large amount of preserved open space.
A substantial portion of the property of Princeton University lies within the borders of Princeton, as does the
property of the Institute for Advanced Study. Other
well-known education institutions within Princeton
include the Princeton Theological Seminary,
Westminster Choir College of Rider University, and one
of the nation's finest public school districts.
Recreation facilities are numerous and include a large
pool complex, tennis and paddle tennis courts, athletic
playing fields, and various parks and playgrounds.
Numerous programs and activities are provided
through Princeton’s municipal recreation department.
For more information, please visit:
www.visitprinceton.org
www.princeton.edu/main/visiting/region/
www.princeton.edu/main/visiting
Background Checks:
Prior to submitting your resume for this position, please read it over for accuracy. LLLS does verify academic
credentials for its candidates. Princeton University conducts comprehensive pre-employment background
screening on final candidates.
PRINCETON UNIVERSITY BACKGROUNDER | 12
To learn more, call
Jill Lasman, Senior Vice President at
617-262-1102
or send nominations or cover letter and resume to
[email protected].
All inquiries will be held in confidence.
Setting the Standard in Development Search
420 Boylston Street, Suite 604, Boston, MA 02116
617.262.1102
www.LLLSearches.com
PRINCETON UNIVERSITY BACKGROUNDER | 13