Office of Institutional Advancement - uvi.edu · Office of Institutional Advancement ... to support...

January 27, 2009 [OIA FRAMEWORK FOR EXCELLENCE]

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Office of Institutional Advancement

Framework for Excellence

Draft Strategic Plan 2008-2013

Developed by Institutional Advancement Component With Technical Assistance from the Office of the President

January 27, 2009


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Introduction

The Office of Institutional Advancement (OIA) supports the development agenda of the University by leading the fundraising, public relations, alumni affairs, and art and cultural efforts of the University in context with its mission. This is done in a client-centered atmosphere and at a level of service that allows for sustained contributions to the University and the many programs that seek to make a difference in the lives and people of the USVI, the wider Caribbean, and the world. As the University of the Virgin Islands enters 2009, its importance as a major driver for economic development for the Territory has never been greater. The University is the only higher education institution in the Territory and is positioning itself as the primary certification and adult training venue. Even though the horizon for government appropriations appears to have leveled off and the prevailing worldwide economic crunch appears to be holding the economy hostage, the University is well-positioned to grow other revenue sources to enhance UVI’s financial sustainability. Recently, the University increased tuition and fees and is reviewing its programs and structure. Moreover, the opportunity to secure private funding to support UVI’s initiatives, endowments and capital projects is crucial to the University’s long-term success.

Attracting large levels of private support requires a collaborative effort involving UVI stakeholders – both internal and external. The Board of Trustees (BOT), Development Committee, UVI’s Foundation Boards, President, Executive Leadership team, faculty, staff and students must work together to maximize the fundraising effort. This aggressive, collaborative fundraising approach is designed to facilitate the systems and processes that will raise funds annually to support the University’s operations, to inject new monies into the Foundations, and to generate capital to support the University’s future. The following pages outline a strategic plan to build sustained growth in private funding for the future that will provide direct support for the University of the Virgin Islands, and serve as an indirect stimulus to the Territory’s social and economic growth. The Plan also sets forth short and long term goals based on a comprehensive SWOT analysis of the internal and external environmental factors impacting UVI’s institutional fundraising capacity and skills. Overview of the Strategic Plan With assistance from the Office of the President, the OIA Senior Management Team met on July 17 to work collaboratively on developing the Framework by utilizing diagnostic and visioning exercises. There was a further meeting with the entire management and staff on September 11 and 12 at the UVI VIERS Retreat. The OIA team reviewed the existing OIA Strategic Plan – “Building Sustained Growth in Private Funding: Fiscal year 2004 and Beyond,” confirmed the component’s readiness to plan and identified information that will be used for a further “drill down” in the development of unit plans. Town hall meetings were held on the three major islands in an effort to capture public input regarding their expectations. During the sessions, members referred to the background document relative to effective planning within the context of Vision 2012, participated in conducting a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis, developed vision, mission, goal and values statements, and recommended objectives, strategies, performance indicators, targets, means of verification, responsible parties, costs, and


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anticipated outcomes. It was noted that since the existing plan was adopted prior to VISION 2012 there was need to link this new document to the University’s flagship strategy – VISION 2012 and do so in a manner that is consistent with other University documents. The senior management team and staff identified the following key result areas as key to the success of OIA:

• Academic and programmatic enhancement • Operational improvement • Financial stewardship and planning • Community collaboration and enrichment

Organizational Profile and History Institutional Advancement became a part of the University’s system in 1991. The component includes public relations, Reichhold Center, alumni affairs and development together with processing, prospect research and fundraising. Institutional Advancement is under the direction of a Vice President who is supported by a staff that includes a director of annual giving and major gifts, director of public relations, two co-directors of the Reichhold Center, development supervisor, alumni affairs supervisor, two public relations specialists and four administrative staff. During the 1990’s and early 2000’s, Institutional Advancement component effectively processed donor gifts, administered the University’s foundations, fostered relationships with Alumni and communicated with the UVI community. However, as the demands on the University continued to grow as well as a decrease in public funds to support the University’s programs and initiatives, an increased demand on the needs of Advancement became apparent. New challenges include a need for increased annual fund dollars for direct support to the University’s operating budget including scholarships to students, sourced funding for new capital projects and campus initiatives and to build a new brand for the UVI. Moreover, OIA is tasked with building capacity and launching new fundraising initiatives at the same time. As UVI enters FY 2009, the institution and the Territory face mounting fiscal challenges. A direct consequence of the macro environment is an increased demand on the Advancement component. Since the launch of VISION 2012, the component has been undergoing a self-assessment focusing on the required needs of the institution with a particular focus on a more aggressive and targeted fundraising effort to meet the increased challenges to UVI. An immediate outcome is acknowledgement that development must become a significant contributor to the University’s financial stability. UVI’s financial needs continue to grow and its expected role in the Territory’s growth and transformation appears to be increasing exponentially. In order to provide the level of financial support needed to help grow the University of the Virgin Islands, the Institutional Advancement component’s new mandate requires an infusion of time, human resources and funds. As the component reengineers itself to meet the abovementioned challenges, it is important to understand the magnitude of the ongoing transformation. Never before has the need for external partnerships, community engagement and fundraising been as critical to the University’s future. Identification and cultivation of university partners and stewardship of its resources are necessary.


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Additionally, the need to create a new image for UVI is crucial to addressing the upcoming challenges. Planning for the new direction of Institutional Advancement makes the development of a strategic plan for the component imperative. SWOT Analysis To obtain a clearer perspective of OIA, the Senior Management Team conducted a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis to determine the component’s strengths, weaknesses, opportunities and threats. The results are outlined below: Strengths Weaknesses Opportunities Threats Only higher education learning institution in the Territory.

Fiscal resources are constrained due to poor financial status of primary supporter – VI Government.

Promote the UVI brand market success stories; increase collaborations with other entities. Create and publish list of UVI experts.

Resource constraints; creation of new initiatives that supersede projected plan.

Committed and devoted OIA team

Budgetary constraints and unfilled vacancies

Collaboration and cross-training to enhance collegiality

Transfer of skills to other jurisdictions; unable to reach objectives due to resource constraints.

EDC companies mandated to be philanthropic.

Historically limited partnerships with wealthy citizenry in the Territory including seasonal residents and EDC owners.

IA and volunteer leadership must actively and aggressively make the case to all major gift donors and prospects through face-to-face cultivation and stewardship.

New tax laws threaten the viability and existence of EDC companies in the Virgin Islands.

On-going Administrative strategy to aggressively build relationships with alumni.

A young and limited alumni base.

Effectively utilize alumni chapters to establish donor base in chapter areas.

Current economic challenges may cause funding to UVI to further decline.

VISION 2012 emphasis to foster more community-engagement activities and private sector fundraising approaches.

Present EDA situation Current economic situation Reduction in funding opportunities

A successful and aggressive fundraising plan can create an opportunity to change this trend at UVI.

Historically, fundraising at Historically Black Colleges and Universities (HBCUs) lags behind fundraising at majority colleges and universities in the United States.

Board members in key corporate and community positions.

Lack of involvement Use corporate leverage of Board members to increase major gifts to the University.

Change in constitution of Board.


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Reichhold Center as the major entertainment venue in the territory.

Low budget for operations and to maintain aging facility

Identify additional revenues for operations

Present economic situation; diminishing support from government and corporate agencies

Initiate program review and rationalization, more focused fundraising efforts and tuition increases to enhance the University’s financial sustainability.

Declining appropriations from the VI Government presents an eminent threat to UVI’s programs and financial sustainability

The Success Model Vision: Institutional Advancement will be recognized as a catalyst for maximizing private sector resources for the University of the Virgin Islands to allow UVI to contribute to the betterment of individuals and the socio-economic status of the Territory. Mission: Designated by UVI Trustees as the fund-raising entity for the University and directed by its priorities, Institutional Advancement along with the University’s Foundations seek to maximize private sector donations by:

• Developing comprehensive strategies and programs for building lifetime donor relationships; • Preserving the purchasing power of gifts and providing a major source of consistent, ongoing

support to the University; • Administering donated resources for the benefit of the University in ways that inspire continuing

trust and commitment from donors, and enhances our partnership with the private sector; and • Building and promoting UVI’s brand and image to support awareness of the University’s role in the

success of its community. Core Values:

• Students First • Learning and Scholarship • Excellence • Teamwork • Collegiality and Shared Governance • Inclusiveness of Ideas • Principled Leadership • Supporting Our Community


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• Effective Use of Technology • Equitable Reward System

Methodology and Approach In 2004 Institutional Advancement, the Development Committee of the Board, and members of the Administration reviewed the environmental scan and other important elements necessary to produce the strategic thrusts in the previous Plan. This revised plan seeks to maintain these core elements and make adjustments as changes in time and space require. The following section presents the highlights of the summary outputs of this analysis:

A. Mission Components

1. Fundraising Vehicles

Annual Fund • Build a sustainable revenue base to support the University’s operational needs from

private sources including faculty and staff. • Strengthen the linkages between the university and its key stakeholders - alumni, major

gift donors and employees. • Ensure that core competencies including human resources and systems are in place.

Capital Campaign • Identify foundation goals, necessary capital projects and endowed chairs. • Link prospective donors with appropriate campaign uses. • Coordinate campaign goals with all internal and external stakeholders. Endowments • Provide financial management of the foundations’ assets. • Identify new revenues through effective segment marketing of prospective and existing

donors.

2. Strategic Markets Alumni • Strengthen relationship with UVI’s largest constituency. • Create a win-win situation for the alumni and UVI through communication, programs and

acknowledgments.

Seasonal Residents • Identify, cultivate and solicit prospective donors through formal and informal approaches. • Build a linkage between UVI and prospective donor.

EDC Companies


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• Create partnerships between the University and companies. • Use company partnerships with UVI as a stepping stone for building partnerships with the

company proprietors.

Major Gift Donors • Cultivate and renew existing partnerships. • Upgrade gifts of current donors through more effective communication and solicitation

strategies. 3. Geographic Reach

USVI Territory • Increase UVI visibility through more aggressive face to face calling plan. • Market UVI’s new brand using media and other outlets.

US Mainland • Promote UVI in selective markets. • Build new partnerships with mainland universities. • Leverage alumni abroad to maximize their public relations potential.

Eastern Caribbean • Collaborate with eastern Caribbean governments to secure both formal and academic

partnerships. • Strengthen partnerships with eastern Caribbean higher learning institutions. • Leverage alumni from the eastern Caribbean region in the Territory and abroad to

maximize their public relations potential. Summary of Key Result Areas and Critical Strategic Goals The following key result areas and critical strategic goals are identified as the focus of this plan. They speak to the functions of OIA that require strategic emphasis on University advancement in context with VISION 2012 and the mission of the University. They are:

Academic and Programmatic Enhancement: Develop an internal and external advancement culture that supports the strategic direction of the University.

Operational Improvement: Strengthen the operational effectiveness of the institutional Advancement Component.

Financial Stewardship and Planning: Increase level of external funds raised to support educational and operational University initiatives.

Community Collaboration and Involvement: Impact the social, economic, and cultural growth of the territory.


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KEY RESULT AREA #1: Academic and Programmatic Enhancement

Goal A: Develop an internal and external advancement culture that supports the strategic direction of the University.

Objective #1: Educate UVI Customers regarding University advancement opportunities.

Strategy Key Performance

Indicator

Date Target Responsible Party

Anticipated Impact

Utilize the alumni listserv to communicate with 3,000+ alumni

-Monthly email correspondence to alumni

12/31/08 75% of target group

IT, Database Specialist (OIA), Dir. of Annual Giving & Alumni Affairs

-Informed and engaged alumni

Establish an interactive and informative Institutional Advancement presence on UVIs website

-Total number of pages viewed, per month -(webpage developed & launched)

04/01/09 -150 hits per month

IT, Public Relations, RCA, Dir. of Annual Giving & Alumni Affairs; Dir. of Advancement Services & Scholarships; Dir of Major Gifts

-Increased OIAs online visibility

Promote Institutional Advancement activities through RCA eNewsletter

Development and launch of RCA’s e-Newsletter

03/01/09 at least 70% open e-mail

RCA, Dir. of Annual Giving & Alumni Affairs; Dir. of Advancement Services & Scholarships; Dir. of Major Gifts

Increased awareness and participation in UVI events

Objective #2: Support professional development practices that attract and retain productive employees in Institutional Advancement.


Indicator


Anticipated Impact

Provide employees with

Establish component

09/30/09 Attend at least one (1)

OIA’s Vice President and

-Increased Knowledge,


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opportunities for personal development

Professional Development Plan

educational enhancement programs e.g., conference, per annum

Directors; Human Resources

Skills, & Ability; -Enhanced employee morale

Develop internal IA incentive program

Participate in UVIs Annual Employee Performance Incentive Awards Program

08/2009 Nominate at least one (1) OIA employee per annum

OIA’s Vice President and IA Staff

-Increase employee morale and peer recognition

Objective #3: Provide outreach programs through ongoing Student, Alumni and Donor participation.


Indicator


Anticipated Impact

Utilize listserv to communicate with donors for outreach purposes

Develop activities and establish an events calendar

12/31/09 Increase donor participation by 10% annually

OIAs Vice President, Dir. of Annual Giving & Alumni Affairs, Major Gifts, Administrative Services & Scholarships, RCA; IT

- Increase donor participation -Strengthen relationship with constituents

Increase UVI Foundation Boards, students, alumni, participation in IA activities and processes

Develop activities, roles and establish an events calendar Provide resources and materials to Board

12/31/08 Participation of at least l 5 Foundation Board Members

OIAs Vice President , Directors and volunteer coordinators

-Improved understanding of University IA’s efforts

KEY RESULT AREA #2: Operational Improvement

Goal B: Strengthen the operational effectiveness of the Institutional Advancement Component.


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Objective #1: Standardize delivery of customer service across the component.


Indicator


Anticipated Impact

Develop service charter and standards

Service charter developed

October 2008 75% compliance with established standards

VP IA Improved customer satisfaction and service delivery.

Implement Service Charter

Launch service charter

October 2008 75% efficiency of service standards

VP IA Improved customer satisfaction and service delivery.

Improve communication across the component

Schedule monthly component meetings

October 2008 90% compliance

VP IA Better understanding of departments’ goals/activities.

Improve internal and external service through morale-building initiatives

Development of surveys, evaluations, suggestion boxes, etc. for all users

January 2009 Early Feb. 09

80% satisfaction

OIA

Improved internal and external interaction.

Implement suggestions and recommendations from customers as appropriate

Utilization of feedback instruments by customers

January 2009 80% as applicable

Directors Use workable suggestion to improve our quality of service.

Objective #2: Improve levels of interaction and communication with clients and constituencies


Indicator


Anticipated Impact

Redesign IA website

Vet new content and soft launch

Fall 2008 Update monthly or as needed

Public Relations

Better flexibility to accept and record gifts (Key result #3


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Objective #2 Develop newsletter for the Reichhold Center

Publish newsletter

Spring 2009 monthly RCA More donations and greater involvement of patrons

Redesign Reichhold seasonal brochure

Publish redesigned brochure

Fall 2008 annually RCA Increased season ticket sales; more information to the public

Create constituency list serves for all IA departments

Utilize constituency list serves

February 2009 Through April 09

90% utilization Directors, IT, Database Specialist

Improved constituency relationships (Friend-raising, cultivation of relationships)

Objective #3: Improve communication and collaboration across the component


Indicator


Anticipated Impact

Develop a coordinated component calendar

Functioning calendar

October 1, 2008

By October 1 of each year (Update quarterly)

Component-wide activity w/events coordinator

Improved coordination for activities, events, meetings.

Conduct regular department power meetings

Actually meet November 2008

Weekly Each department Director

Improved productivity and employee inclusion.

KEY RESULT AREA #3: Financial Stewardship and Planning

Goal C: Increase level of external funds raised to support educational and operational University initiatives.

Objective #1: Engage internal stakeholders


Indicator


Anticipated Impact

Increase giving 1st & 2nd year Get current Faculty/Staff OIA staff Best practices


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participation by faculty and staff

2%, 5%-8% over the next three years

levels by Feb. 09. Access rates annually from 2010

10% rate over a five year period.

Increased donor base

Create collateral materials (brochures, flyers, etc.) for annual gifts to Reichhold

Publish materials

Fall 2008 Annually and as needed

RCA Increase donor base 10 % annually until 2012 for the Reichhold Center

Achieve giving rates for specific stakeholders including the Board of Trustees, FUVI, FRCA, & Cabinet.

Rates reviewed quarterly

9/2009 80% of established rates

VP IA Sustained giving by specific stakeholder groups as recognized by best practices in higher education

Objective #2: Increase external fundraising


Indicator


Anticipated Impact

Link listserv to Annual Giving campaigns

Capacity to receive online gifts

Spring 2009 Updated monthly

Alumni Office Better service to alumni, more effective receipt of monies by IA

Develop an approach to identify foundations compatible with UVI initiatives

Development of a list of foundations

June 2009 2-4 foundations Identified matching with key UVI initiatives

Development staff

New sources of funding

Build relationships with key community partners

Annual. Start Spring 2009

Identify at least two donors per month

Development staff

New donors to UVI

Develop a signature

$$ raised 2010 Community OIA Directors Greater awareness of


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fundraising event (piggyback on inaugural events in 2009 for fundraiser) (from 2010 activities that attract the local wealthy, such as sailing or yachting activities.)

UVI and increased funding opportunities

Objective #3: Stewardship & Cultivation


Indicator


Anticipated Impact

Send an annual contribution statement to all foundation donors.

Sent out annually

April 2009 Foundation Donors

Development staff

Transparency

Develop a strategy for communicating with donors (how much raised – how used)

Publish annual lists of contributions as per category and classification of giving (e.g., restricted, unrestricted)

April 2009 100% of donors

Development staff

Sustained interest in and giving to UVI

Assist in the drafting of the University’s capital campaign case statement including the matching of donor preferences with UVI capital

Assessment of the readiness of the University to undertake a capital campaign

On Going All internal & external University constituents

VP IA University growth pegged to specific projects and programs


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priorities. Facilitate an annual appreciation event for UVI staff & alumni (ex. Year end Party & Alumni Breakfast.)

Use existing events to provide donor acknowledgment event

Annually UVI Staff UVI Alumni

VP IA Repeat gifts

Design & Implement a system wide donor appreciation program (ex. Special donor pins and tickets to UVI events, ex. Reichhold, Christmas concerts, AOG, etc.)

Implementation of the program

Fall 2009 RCA, CELL, SFC, SBDC, IA

OIA Directors Greater stewardship & cultivation opportunities

KEY RESULT AREA #4: Community Collaboration and Involvement Goal D: Impact the social, economic, and cultural growth of the territory. Objective #1: Utilize University resources and expertise for the betterment of the community at large.


Indicator


Anticipated Impact

Develop list of UVI experts

Publication of a list of experts

Fall 2009 5 per quarter Public Relations

Increased UVI’s presence in knowledge dissemination to the community. .

Engage community volunteers in fundraising.

Educate, engage in service, and staff this volunteer group for

Fall 2009 Five volunteers per quarter

Development staff

Larger fundraising base.


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Development and UVI’s Foundations.

Objective #2: Create activities and functions to increase public awareness of the University.


Indicator


Anticipated Impact

Enhance existing special events to increase promotion and marketing of UVI academics and programs Introduce new activities or special events that engage areas of the community that have not been targeted by UVI.

Improved attendance at special events Improved attendance at special events

Fall 2010 Fall 2009

One new activity per year Increased marketing initiatives for two major events

Development staff Development staff

Enhanced public image of the university Enhanced public image of the university

Objective #3: Enhance the delivery of events and programs that elevate cultural awareness and community involvement.


Indicator


Anticipated Impact

Improve promotion of cultural events

Develop marketing schemes to

Fall 2010 Virgin Islands youth and new markets

RCA Improved cultural awareness.


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Increase event attendance at cultural events

Increased attendance of cultural events by targeted markets. Increased donor listing. Addition of new events.

Develop a UVI Speakers Bureau

Publish information on Bureau

Spring 2010 UVI Personnel Public Relations

Increased credibility of UVI personnel in the community

Develop calendar of community training opportunities

Publish calendar

Spring 2009 USVI community

Reichhold Co-Directors

Increased relevance and perception of UVI in the community

Resource Requirements for Plan’s Implementation To successfully execute Institutional Advancement’s strategic plan, a substantial financial investment is required. The institution must support the necessary refinement of the component’s personnel through training and staff development, attrition, and new hires. It is essential that all components of the University (from top to bottom) are committed to achieving the institution’s vision for development and understands the role of fundraising to the University’s future. Additionally, proper systems must be in place to effectively support institutional fundraising capabilities including data management and prospect research tools. Investments must also be made to support the expansive cultivation and stewardship necessary to successfully meet the present and future fundraising needs of UVI. During the initial implementation phase of this Plan, significant investments are needed in the following areas:

♦ $60,000 per year for training for the staff, boards and selected volunteers. ♦ $50,000 per year for cultivation and stewardship. ♦ $125,000 for staff upgrades and additional personnel:

$45,000 for a marketing specialist; $45,000 for a development officer; and $35,000 for upgrade of existing positions.


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This upfront investment is critical for achieving the aggressive immediate fundraising targets, the necessary cultivation of existing and prospect major gift donors and for the effective planning and execution of the pending capital campaign. The return on investment will be apparent upon completion of a successful campaign and a clearly visible brand for the University of the Virgin Islands. Conclusion The Office of Institutional Advancement is poised to continue it role as the public face of the University. This Plan speaks to the relevance of the University and it response as a responsible corporate citizen. With the help of the component staff and the support of the University, the component stands ready to fulfill the goals and objectives of this Plan and do its part in fulfilling the mission and vision of the University.


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Appendix A

Stakeholder Analysis OUR CLIENTS Our clients and their perceived expectations include the following:

• Students – money, scholarships, information • Donors – follow-up, recognition, information, cultivation, stewardship, reporting • Alumni – information, recognition, cultivation, stewardship • Faculty – PR expertise, resources, funding, information, transparency • Staff & Administration – reports, collaboration, funding, resources, gifts, etc • Trustees – information, reports, recognition, collaboration, accountability, transparency • Foundations - information, reports, recognition, collaboration, accountability, transparency • Corporate/HBCUs/Caribbean partners – information, collaboration, follow-up, recognition • VI Legislature/Government Agencies – transparency, accountability, responsibility • Arts agencies – reporting, accountability, collaboration, recognition, information • Visual and Performing Artists – expertise, payment, service, information, publicity, resources • Volunteers – recognition, information, shared governance • Parents – information, money, resources, accountability • Vendors – timely payment, recognition, publicity, information • Media – information, timely payment, gifts • VI/BVI and wider communities – information, accountability, expertise, • Patrons – quality service, recognition, information, cultivation, stewardship • Non-profit organizations – collaboration, information, expertise, money


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Appendix B

Process of Input to Office of Institutional Advancement Strategic Plan Place a statement regarding the process for the development of the Plan here, if appropriate.

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