Advancement and Relationship Development Plan

The Advancement Key Operational Plan enhances the University of Wisconsin Oshkosh’s financial stability and external image via a series of initiatives, including the cultivation and enhancement of strategic relationships and management of the institution’s messaging and brand. These efforts will continue to significantly — and demonstrably — improve the fiscal stability of the University and redefine communication efforts to impact stakeholder and constituent perceptions.

Context of current operations

The division’s developmental plan reflects an unwavering commitment to taking aggressive and future-oriented action that will help serve and advance the interests of the University. Since this planning process is built upon the success and effectiveness of interpersonal communications and relationships, it always will strive to organize and align all available human resource talent and expertise in support of this broad purpose.

This plan is presented as a working document that provides an overview of current operations within the Advancement Division. As a working document, this plan is under continuous review and revision. The planning process, itself, is best viewed as a series of “snapshots” in time, always subject to review and revision as there are changes in internal or external conditions.

This plan promotes a number of highly integrated strategies, including hiring and maintaining quality of staff. The following positions have been created to support the integrated marketing plan, which seeks to bridge the gulf between the University’s brand identity (who we are) and its brand image (who we are perceived to be)

Associate Director, News and Public Information — Reporting to the Executive Director, the Associate Director (a position that evolved from News Director) develops and implements a comprehensive strategic communications plan for media relations, with the goal of raising UW Oshkosh’s visibility locally, nationally and internationally. The Associate Director, hired in September 2007, also plays a key role in the coordination of crisis communication and the development of a vehicle for internal communication, focusing on comprehensive, yet strategic, content that showcases the University’s key messages.
Web Brand and New Media Strategy Manager — This creative technologist serves as an integral member of the IMC department, managing the strategic development, implementation and effectiveness of the University’s online brand and Web-based communications plan as well as the future deployment of new media in support of the University’s integrated marketing and communications strategy. Prior to the hiring of the Web Brand and New Media Strategy Manager in January 2008, maintenance of the University’s Web site was fragmented, with no true champion of UW Oshkosh’s online brand and deployment of new media.

This plan articulates the University’s first comprehensive capital campaign. The ongoing plan includes a number of components to address and advance important and interrelated issues, including the production of a series of campaign marketing pieces in support of the silent phase of the campaign as well as the unveiling of a bold, contemporary Web site that features compelling images and text.

Excellence in education

The Foundation has established an ambitious, yet realistic and attainable goal for the capital campaign: $24 million. The purpose of this campaign — the first of its kind in the 129-year history of UW Oshkosh — is to provide a new academic building to address the shortages in available instructional space.

The new building will enhance the University’s climate for academic excellence by creating an ideal environment for teaching and learning excellence.
Beyond bricks and mortar, the campaign will provide new resources to support and advance scholarship and student support while also providing new opportunities.
In addition to completing informational interviews and producing an IMC-managed campaign of promotional materials (including a view book, stationary, pledge cards and a splash page/Web site), campaign co-chairs and an 18-member committee have been recruited.
While meeting the $8-million goal for the academic building remains a challenge, major gift prospects for the academic building project already have been solicited.

Advancing shared community interests

The Foundation has aggressively pursued completion of a new community athletics facility, the Oshkosh Sports Complex.

Phase I saw the construction of a state-of-the-art artificial field for football and soccer as well as an Olympic-quality outdoor track, which has been used to host the NCAA Division III Track & Field Championships in 2007 and 2008.
Having met the fundraising goal for Phase II, the Oshkosh Sports Complex currently is undergoing further renovations, including the addition of coaches’ rooms, a ticket booth and concessions area and more locker rooms. Even while under construction, the Oshkosh Sports Complex was seriously considered as the summer training site for the St. Louis Rams.
With the support of IMC, the facility will continue to be promoted as an exceptional venue for athletic competition and training.

New capacities

We will strengthen and improve all of our University’s internal and external communications by building upon the excellent work and leadership of the campuswide Integrated Marketing and Communications Team

We will integrate communication with an enhanced sense of marketing.
We will develop and pursue strategies that will significantly increase participation levels of alumni, parents and students in the support of ongoing programs.
We will ensure that elected local, state and federal officials have personal appreciation for the role, mission and aspirations of the University of Wisconsin Oshkosh.
We will establish a planned giving office to provide a solid foundation for the advancement, development and long-term growth of the University.

Annual Fund

The University will achieve efficiency by outsourcing non-donor constituencies while effectively transforming the annual fund to raise more funds by increasing alumni participation rates, moving donors to higher gifting levels and developing best practices for maintaining records and databases.

To build alumni support and reinforce a sense of Titan pride, more alumni outreach events are being coordinated, resulting in the formation of new UW Oshkosh Alumni chapters. As of 2007, 10 department mailings and two college-wide solicitations have been distributed, and 1,502 new donors have been welcomed, including alumni, parents, patrons and corporations.

Alumni Relations

The University will achieve enhanced relationships with the 74,000-plus alumni to encourage an engaged constituency and commitment of support while improving post-degree value.

Under the direction of integrated marketing and communications, alumni relations will continue to enhance communication to alumni, post-degree service and relationship cultivation as well as activities bring together and organize the talents, interests and expertise of alumni in support of the academic and advancement mission.

Recent achievements

The Advancement Division has demonstrated initiative and accomplishment in each of the major functional areas: Capital Campaign, development and annual giving, planned giving, Alumni Relations, Integrated Marketing and Communications, and operations). In establishing plans for the future of the division, Advancement recognizes the necessity to develop specific and measurable action initiatives or priorities in each of these areas of responsibility and involvement.

Capital Campaign

Raised more than $5 million or 41 percent of preliminary $12-million goal for campaign’s capital components.
Major gift solicitation blitz by campaign cabinet resulted in more than $3.7 million in gifts/pledges for the academic building match.
$600,000 named scholarship, one of the largest in UW Oshkosh history, brings the scholarship endowment total to more than $1.3 million or 62 percent of the preliminary goal.
Developed in-house processes, procedures and tools to manage day-to-day campaign activities and incorporate annual giving as a major campaign component.
Enhanced case presentation and Web site; received media coverage of the building project in several Oshkosh Northwestern articles and the Oshkosh Chamber magazine; and fine-tuned communications plan to publicly launch building fundraising when $5-$6 million has been raised.
Visits to major gift prospects, including more than 40 companies and dozens of alumni and friends, afforded opportunities for significant advancement in community and alumni relations, including greater understanding of and appreciation for UW Oshkosh and public higher education.

Development and annual giving

Welcomed 2,116 new donors, including alumni, parents, patrons and corporations.
Implemented automated Phonathon program using 16 calling stations, four nights per week, for 27.5 weeks. Received pledges of $210,959, an 11.5-percent increase over $189,273 raised in 2006-2007 (included $19,005 for colleges and athletics).
Phonathon room in Pollock House was completely renovated and computer equipment was installed. New policies and procedures were developed. Students were hired and trained. Staff worked through extensive issues involving new software.
Developed a new annual giving plan centered on automated Phonathon (pre-call postcards, revamped scripts and follow-up letters to those not reached).
Developed/printed a family of materials for solicitation and relationship-building, including an Annual Fund tri-fold and a scholarship tri-fold describing how to establish a scholarship at the Foundation.
Developed Foundation’s new Web site, including content, design and copy.
17 new scholarships were created; regular contact maintained with more than 170 scholarship donors.
Founded Research to Reception, a series of events highlighting faculty research.
Used PhoneFinder, AddressFinder and Address Accelerator services to maintain accuracy of database using least amount of manual effort.

Planned giving

Welcomed six new members to the Rose Legacy Society.
Two members endowed current scholarships (Biology and Residence Life) and named the scholarship in their estate plans.
Established criteria for endowed scholarships that will be funded upon death via bequest (College of Business and high financial need).
Received written documentation from two current members on the amount of their estate commitment and their funding intentions.
Launched Living Legacy, UW Oshkosh planned giving publication, with the inaugural issue in December 2007 and the second issue in May 2008.
Listed all Rose Legacy Society members in Foundation Honor Roll and in Stelter newsletters.
Oshkosh Leave a Legacy chapter — UW Oshkosh Foundation is a partner with seven other non-profits to jointly promote planned giving in the community.
Presented to the Winnebagoland Estate Planning Council.

Alumni Relations

Merged with Integrated Marketing and Communications to maximize resources and increase alumni impact.
Launched new alumni Web site.
Integrated monthly online alumni publication eNews with UW Oshkosh Today to provide alumni information on a daily basis.
Alumni Association Board of Directors welcomed four new board members and a new leadership team and honored seven long-time members of the board who fulfilled their terms after more than 215 combined years of service.
Officially recognized College of Education and Human Services Alumni Chapter. Business, Letters and Science, and Nursing will be recognized in fall 2008.
Hosted alumni events in Phoenix; Washington, D.C.; Chicago; Milwaukee; Green Bay; Eau Claire; Wisconsin Dells and Fond du Lac. An event is scheduled in Waupaca for June.

Operations

Hired new financial administrator.
Implemented fee structure for temporarily restricted funds and increased fees for permanently restricted funds.
Conducted first college informational session (“Foundation 101”) with administrators from College of Letters and Science.
Began researching and compiling fund data (purpose, scholarship criteria, etc.) in electronic format to facilitate easier retrieval of information.
As follow up to staff retreat, formed three focus groups to work on key divisional issues, including mission/culture, priority setting/decision making and communication.
Facilitated a change in cash handling procedures to eliminate acceptance and counting of large cash deposits from Athletics concessions (for security and efficiency reasons).
Successfully managing Oviatt House water line break.

Integrated Marketing and Communications

Key positions now in place: associate director, news and public information; Web brand and new media strategy manager; art director (one-year appointment).
Deployment of key infrastructure and business models to include project support and tracking, account management models and brand review process and guidelines.
Peer and industry recognition — team awards for institutional and College of Business products include seven CASE awards and three Addys.
Developed and launched several “key” institutional cornerstone publications (print and online) — redesigned magazine (Engage) and viewbook; nontraditional student viewbook in development.
Posted Foundation Honor Roll online using new page-turning software in keeping with the University’s emphasis on sustainability.
IMC Development Team accomplishments include regional/statewide perception analysis in support of brand development, four campus-wide project teams, review of recommendations to deploy “Brand Champion Team,” completion of campuswide publications and resource survey and inventory, completion of campuswide assessment of brand and publications support, continued development of brand-friendly practices and “sophistication” of print and online collateral.
Launch of first-ever interactive 24/7 University news site (UW Oshkosh Today).
Deployment strategies to promote faculty research and expertise (e.g., Profnet, Media Atlas).
Successfully supported several national-level media placements; further cultivation of relationships with regional and state media.
Increased media placement in targeted and relevant publications.
Provided messaging and communications strategy for key institutional issues to include state budget, U.S. Bank/TitanCard, Black Thursday and trade marking.
Completed first phase of research and feasibility to develop contemporary institutional Web site.
Deployed first-ever Web analytics to monitor, track and assess existing and future sites.
Expanded and developed several accompanying Web sites to complement print products.
Developed prototype for wireframe.
Enhanced existing institutional sites as well as several client/project sites.
Integration beginning with regard to emergency and crisis communication.
Assessment of on-campus channels of communications in progress.

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