key operational plans
Advancment and Relationship Development Plan
2007-2008 Update
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.
Process
This plan demonstrates that the University listens to external and internal constituents while strategically outlining goals and objectives in support of the citizens of northeastern Wisconsin. These efforts focus on:
- Core Identity. Consensus on the core messages or identity for the University of Wisconsin Oshkosh.
- Communication. Development of multi-channel delivery of institutional messages, programs and institutional information related to the programs and services.
- Capacity. Development and enhancement of the capacity for growth and stability by raising the level of public and private funds available to support and advance the mission of UW Oshkosh.
Divisional Directives
- Complete an honest marketing assessment of our University’s character, including a perception study using input from high school advisers; high school students and their parents; and UW Oshkosh Admissions staff, alumni and students.
- Articulate an inspirational and compelling vision that “tells our story,” outlining who we are as a University and where we strive to go.
- Understand, respect and ultimately build upon the University’s developmental history to promote communication of the image through branding and marketing.
- Rely upon — and build upon — the success of past efforts and current relationships while simultaneously reaching out to build new and mutually beneficial relationships of shared support, purpose and commitment.
Top Accomplishments for University Advancement for 2006-2007
- Launched University’s first-ever comprehensive capital campaign effort ($24 million). Recruited 18-member campaign committee.
- Hired three outstanding employees for the University: Colleen Huseboe, College of Nursing; Barbara Beuscher, College of Letters and Science; and Dr. Jeanette De Diemar, Executive Director of Integrated Marketing and Communications.
- Launched “lifetime” e-mail accounts for graduating students (beginning with the class of December 2006)
- Launched alumni chapters for the College of Education and Human Services and Milwaukee Black Alumni.
- Hosted alumni events in Orlando, Los Angeles, Phoenix, Tucson, Minneapolis and Chicago.
- Sold Newman Center and Credit Union building to the State of Wisconsin.
- Led the development of new campaign Web site and the Foundation’s new Web site.
- Launched a process for University-wide integration of marketing strategies, new media technologies and a unified communication plan. Plan includes marketing network, technology analysis, Web re-development, and regional/statewide perception analysis and brand development.
- Provided University leadership for spring 2007 Commencement exercises and the liaison for international media coverage of the Mercury 13 honorary degree recognition.
- Launched collaboration with UW-Madison College of Engineering to offer short courses, certifications and internship opportunities in the New North.
Priorities for 2007-2008
The following information provides an update regarding the University’s first comprehensive capital campaign. The plan includes a number of components to advance/address critical University issues, including the construction of a new academic building, the growth of the University scholarship program and the creation of a Faculty/Student Research Endowment Fund to foster faculty/student research project.
Excellence in Education.
- We must reach an ambitious $24-million goal for the capital campaign. The purpose of the campaign is to provide funding for a new academic building, which will 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. The University must match approximately $40 million in state capital building support with $8.6 million of private gift revenue. Beyond bricks and mortar, the campaign will provide new resources to support and advance scholarship ($2.2 million) and faculty/student collaborative research opportunities ($1.6 million). Our goal for 2007-2008 is to complete fund raising for the building..
Annual Fund/Alumni Relations
- The University will achieve higher levels of support by transforming and automating the annual fund telemarketing program, thereby raising more funds, increasing alumni participation rates, moving donors to higher gifting levels and increasing unrestricted giving. This year the Advancement Office will launch a new automated telemarketing program, which will afford a greater number of call contacts, better attainment on donor retention, development of a family of planned giving materials, creation of a scholarship directory, and development of financial models and policies that foster continuous growth. To build alumni support, we are coordinating more alumni outreach events and forming new UW Oshkosh Alumni Association chapters. Finally, alumni communications will be integrated into the integrated marketing and communications strategy of the institution.
Advancing Collaborative Community Interests.
- We will aggressively pursue the completion of the Oshkosh Sports Complex. Phase I has seen the construction of a field for football and soccer as well as an Olympic-quality Mondo track, which has already been used while hosting the 2007 NCAA Division III Track and Field Championships. We will launch fundraising efforts for Phase II, which would update the locker rooms and restroom facilities as well as provide coaches’ rooms, a concessions area and a ticket booth. Additionally, we will continue to work with our partners to further develop the complex into a state/nationally recognized sports asset and venue for our community.
New Marketing Initiatives
- We will improve all of our University’s internal and external communications by building upon the work and leadership of the campuswide Integrated Marketing and Communications Development Team. We will integrate communication with enhanced marketing. We will develop and pursue strategies that will significantly increase participation levels of alumni, parents and students to support ongoing programs. We will ensure that elected local, state and federal officials have a personal appreciation for the role, mission and aspirations of the University of Wisconsin Oshkosh. Additionally, we will establish a planned giving program to provide a solid foundation for the advancement, development and long-term growth of the University.
Executive Summary 2006
This plan will advance the University’s interests by developing new and stronger relationships with external parties and stakeholders. These efforts will significantly – and demonstrably – improve the fiscal health and condition of the University of Wisconsin Oshkosh. Using new strategies and approaches, this plan will identify and focus attention on key attributes that are of high value and importance to the public that is served.
Overarching Themes
This plan will demonstrate that the University is listening to external voices and takes action that is responsive to that direction and advice. The University will also demonstrate improved agility and adaptability as a result of these efforts. These efforts will result in the following:
- Core Identity. We will reach agreement or consensus on the core message or identity for the University of Wisconsin Oshkosh.
- Communication. We will develop new and improved ways (and build upon the success of proven efforts) to provide information to the public about the programs and services offered by the University of Wisconsin Oshkosh.
- Capacity. We will develop an enhanced capacity for growth and stability by raising the level of public and private funds that are available to support and advance the mission of the University of Wisconsin Oshkosh.
How will we advance these three themes?
- By completing an honest assessment of our University’s character
- By articulating an inspirational and compelling vision that outlines where we are striving to go.
- By understanding, respecting, and ultimately building upon the University’s developmental history.
- By relying upon – and building upon – the success of past efforts and current relationships while also simultaneously reaching out to build new and mutually beneficial relationships of shared support, purpose and commitment.
What staffing changes will be made?
This plan will utilize an FTE held open since Summer 2005 (formerly Robin Asbury’s position as Director of Communications) to support the University’s first Executive Director of Integrated Marketing and Communications to provide leadership, direction and coordination to the University’s integrated marketing program.
This plan will also use developmental funds to support hiring a Director of Planned Giving. The person hired will work with donors to significantly improve the level of estate planning to support future efforts.
Why do we have a sense of urgency?
- We have immediate, established, and presently unmet needs.
- We cannot afford the luxury of waiting for ideal conditions to appear or arrive.
- We need to work in an organized and sophisticated manner.
- We need to analyze what we are doing, and what it is costing us in terms of our limited human resource capacity.
- We must make intelligent decisions when setting priorities and allocating scarce resources of energy, creativity and focus that will yield immediate results.
What specific priorities are being pursued?
This plan articulates the University’s first comprehensive capital campaign. The plan includes a number of components to address and advance important and inter-related issues.
- Excellence in Education. We must establish an ambitious, yet realistic and attainable goal for a capital campaign. The purpose of that campaign is to provide a new academic building that will address 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
- Advancing Shared Community Interests. We will aggressively pursue completion of a new community facility, the Oshkosh Sports Complex. We will work with our partners to further develop those facilities into a regional community asset and destination.
- 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 recently appointed campus-wide Integrated Marketing and Communications Team. We will integrate communication with an enhanced sense of marketing. We will develop and pursue strategies that will significantly increate participation levels of alumni, students and parents in the support provided to ongoing programs. We will ensure that elected local, state and federal officials have a 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 long-term growth, advancement and development 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, reorganizing the improving records and databases.