DISCOVERY Excellence Develop a state-of-the-art online brand strategy using marketing best practices as well as cutting edge marketing and technology that uniquely positions the University for a high-level of success in student recruitment, (2000+2000 by 2020) student retention, alumna engagement and fundraising in a highlycompetitive and changing landscape. Continue the development of technical features that align with internal stakeholders and external audiences expectations. Increase knowledge of best practices in our respective development disciplines and learn more about our donors and prospects Programs are measured against best practices and peer benchmarks such as VSE. Continuous improvement of all our processes is the norm. We learn more about our donors resulting in deeper relationships that lead to significant donor engagement and increased philanthropy. Develop Quantitative Outcomes. Peer evaluations. Competitive analysis. Create Mobile App. Expanded multimedia (video library). philanthropy Additional Staffing: 3 FTE. Internet Director, Multimedia Coordinator and Social Media Manager. Operating FTE. Expanded student resources, involvement and voice. One time and ongoing funding for database research and cell phone append. 2013-2014 Launch new website. Staffing may be needed in this fiscal year. 2014-2015 Staffing is critical as we move forward. Evaluate additional website functional needs. 2013-2014 Launch New Website Highest Highest 001 002 UIS-Objective #4
EXCELLENCE A highly motivated and successful development team A vigorous Annual Giving program that provides a strong base for all fundraising and new levels of alumni participation. A major and planned gift staff who have developed solid relationships with a cohort of donors. Exceptional stewardship for all donors. An Advancement Services department that provides. outstanding technical support for Advancement and departments across the University. There are ladders of opportunity for professional growth and supporting salaries. Highly effective Team of employees in one Build a robust parent Relations program. Create and nuture excellent communications, teamwork and effective outcomes by locating all University Advancement employees in same building. Develop meaningful ways for parents to connect with the University in addition to their relationship with their student. Create a foundation that allows for the natural development of a fruitful parent giving program. Staff evaluations take into account all levels of professional development. Programs are regularly reviewed for best practices. Because we ve always done it this way is never heard. Achieve annual goals that increase incrementally each year to $1MM+. Achieve overall annual goals exceeding $20MM. A steady increase in the alumni participation rate to 25% by 2020. donor satisfaction. A supportive work environment that celebrates success and encourages professional growth. Address risk exposure from cash/gifts crossing between multiple buildings. Increase effective communication. Supportive work environment that celebrates success and encourages teamwork. Increase in parent event attendance, parent volunteerism and parent philanthropy. budget as staff numbers & programs increase. 1 FTE Adv. Services 3 FTE Major Gifts 2 FTE Annual Giving Space required 2013-14 003 A minimum of one FTE Staff and budget in place and focused on parents and program operational by FY2019 a budget for parent programming. 004 005
DIVERSITY Broaden the alumni and parent volunteer base Further develop alumni engagement strategies specific to Pacific Magazine, as a dynamic online magazine and partner print piece that engages alumni to participate and support Pacific and serves as the online hub for alumni involvement Enhance our level of knowledge about our alumni with the overall goal of increasing involvement Collaboration and cooperation across University community for event and conference management University-wide scheduling with master calendar Greater cultural competency in our staff and donor base Working regional chapters. Larger and stronger reunion committees. Admissions volunteer program. Stronger volunteer support for athletics and career development. Increased numbers and clarity for volunteers who support campus initiatives. A parent relations board. Work with Marketing & Communications to increase the alumni presence in the magazine. Focus on increasing our level of knowledge of our alumni through the gathering of Class Notes. Improve quality of data gathered on alumni with an emphasis on contact information (telephone/email), family information (spouses, children) and employment information. Develop a web-based directory which will help to connect with one another and make it simpler for us to gather relevant information. Clear process, timely procedures, for scheduling, planning and executing events (conferences, meetings, forums) for faculty, staff and students. Understanding of risk management. One-Stop-Shop. Increase conference business for Pacific by 2020. Install, activate and train staff on event management software, integrating academics and events into master calendar Increase our ability to understand, communicate with, and effectively interact with people across cultures/diversity of thought. More volunteers and a higher level of engagement by more alumni and parents. More alumni success stories and alumni interaction with the magazine. Measurably better data. use of calendaring systems for all offices. Better scheduling of events to avoid over-programing of dates. Increase revenue for conferences. Improved method of scheduling rooms and locations for University community ability to reach and engage with a broader spectrum of alumni, parents and friends. Additional resources for Advancement Services database research, surveys, web based directories, etc. Increase 0.6 staff to 1 FTE Add 2 FTE Continued focus on outcomes with increases in activity annually. Additional staff and budget in place by FY2019. Annual increases to measurable data elements.web based directory by FY2016. 2013-14 Highest EMS (Event 2013-14 Highest Management Software) Priotrity budget as staff numbers increase 006 007 008 009 010 011 MarCom: Connect this Alumni Relations objective with MarCom goals associated with the magazine. UIS-Objective #4. MarCom: Support the evaluation of systems for a webbased alumni directory, which could be NetCommunity or perhaps a Drupal module (university CMS). UIS-Objective #4 UIS-Objective #4, Registrar Objective #8. MarCom: Connect this objective of Conference & Event Support Services with the university online strategy, aligning the development of and communication around with the new website.
SUSTAINABILITY Brand Continue the evolution of our marketing and communications strategies to keep ahead of a changing landscape in Marketing and Higher Education as well as the growth of the University. Position the University as a premiere, multi-campus and multisite institution in undergraduate, graduate and professional programs. Comprehensive Marketing Alumni Engagement A successful completion of a new Campaign Increase the number of alumni, parents and friends who attend all events Approach the marketing and communications of the University in a more comprehensive and integrated fashion. Expand the scope of the Office of Marketing & Communication to play a larger role in key areas of the University, including enrollment management, undergraduate and graduate admissions marketing cycle, the Book Store, Athletics and community relations. Further develop alumni engagement strategies specific to Pacific Magazine, as a dynamic online magazine and partner print piece that engages alumni to participate and support Pacific and serves as the online hub for alumni involvement. Create a development operation that can sustain a new level of philanthropy for Pacific over the next decade. Move to more electronic communication. Use strategic planning 2012 as base for next campaign. Create and prioritize institutional priorities and establish fiscal goals. Feasibility study. While the promotion cost, which is roughly half the cost of an event remains fairly steady, increasing attendance will allow for a lower price per person event cost. Essentially we ll get more for our investment. Utilize market analysis tools and research to understand current and future brand awareness. Peer Analysis. Competitive analysis. Surveys. Storytelling expands. Increased recruitment, retention and fundraising. Evaluate current marketing processes in the recruitment cycle. Evaluate the Barnes & Noble Book Store agreement and consider best practices and opportunities. Develop quantitative outcomes. participation in the annual fund, especially at the leadership levels. A deeper pool of prospective major & planned gift prospects A larger percentage of alumni donors. More private support to institutional priorities. Higher number of attendees and lower price per person. Higher quality of data. Larger volunteer base Additional Staffing: 2 FTE. Graphic Designer and Media Relations Coordinator. Operating FTE. Additional Staffing: 1 FTE, Graphic Designer. Operating budget for this additional FTE. Reporting relationship with the Book Store (with a focus on non book items). Additional Staffing: 1 FTE. Writer. Operating FTE. Increased operating budget to mail to a significantly larger number of alumni (close to 30,000) budget as staff & initiatives increase 2013-2014 Benchmark Brand Awareness Survey 2014-2015 Continue analysis and development of the brand, including a competitive analysis. After our new website is built we need to turn our attention to a comprehensive approach to marketing in 2014-2015. 012 013 014 015. Annual increases. 016 Should link to an Enrollment Management MarCom: Is this a writing staff requested for MarCom, consistent with our centralized approach to the magazine? MarCom: Significant support for print and online tools. Aligns with resource requests.
GLOBAL CITIZEN Expand consistent regional alumni programming to include Bay Area, Southern California and the East Coast, as well as any other logical markets with a substantial alumni population. Increase number of alumni who return for reunions and strengthen reunion giving program in partnership with Development Large multi-use indoor event Covered outdoor event Awareness of, and connection to, the increasing number of Pacific s international programs and partners A higher level of engagment by alumni who live at a distance from Pacific locations. Increase the number of reunions we support as well as the number of attendees at each reunion. This will lead to more sustainable events as well as an increase in philanthropic contributions associated with reunions. Develop/build a multi-use event facility for University and community use. Include kitchen for catering, student training and education. Reduce cost of rental. Space for all students to gather for events. Outdoor patio area for medium to small size events, with canvas sidewalls that can enclose. Addition/enhancement of current event. Intentional, regular outreach to units and programs with an international emphasis. Identification and cultivation of donors who can support these initiatives. Steady increases in attendance at regional events. Working regional chapters. Greater alumni engagement and giving. Higher number of attendees and lower price per person. Increase in gifts connected with reunions as well as overall giving. Increase in student interaction and socialization Ease scheduling issues Additional custodial staff: 1-2 FTE Year-round use Additional custodial Opportune staff: 1-2 FTE student gathering philanthropic support for international initiatives budget as staff and initiatives increase Operating chapters by FY2019. Increased staff and budget by FY2019. Annual increases with increased staff and budget by FY2019. Lowest 017 018 019 020 021