Office of Institutional Advancement

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 1

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), 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 2

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. 3

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. Committed and devoted OIA team EDC companies mandated to be philanthropic. On-going Administrative strategy to aggressively build relationships with alumni. VISION 2012 emphasis to foster more community-engagement activities and private sector fundraising approaches. Board members in key corporate and community positions. Fiscal resources are constrained due to poor financial status of primary supporter VI Government. Budgetary constraints and unfilled vacancies Historically limited partnerships with wealthy citizenry in the Territory including seasonal residents and EDC owners. A young and limited alumni base. Present EDA situation Current economic situation Reduction in funding opportunities Lack of involvement Promote the UVI brand market success stories; increase collaborations with other entities. Create and publish list of UVI experts. Collaboration and crosstraining to enhance collegiality 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. Effectively utilize alumni chapters to establish donor base in chapter areas. A successful and aggressive fundraising plan can create an opportunity to change this trend at UVI. Use corporate leverage of Board members to increase major gifts to the University. Resource constraints; creation of new initiatives that supersede projected plan. Transfer of skills to other jurisdictions; unable to reach objectives due to resource constraints. New tax laws threaten the viability and existence of EDC companies in the Virgin Islands. Current economic challenges may cause funding to UVI to further decline. Historically, fundraising at Historically Black Colleges and Universities (HBCUs) lags behind fundraising at majority colleges and universities in the United States. Change in constitution of Board. 4

Reichhold Center as the major entertainment venue in the territory. Low budget for operations and to maintain aging facility Identify additional revenues for operations Initiate program review and rationalization, more focused fundraising efforts and tuition increases to enhance the University s financial sustainability. Present economic situation; diminishing support from government and corporate agencies 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 socioeconomic 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 5

Effective Use of Technology Equitable Reward System Methodology and Approach In 2004 Institutional Advancement, the 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 6

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 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: the social, economic, and cultural growth of the territory. 7

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. Utilize the alumni listserv to communicate with 3,000+ alumni Establish an interactive and informative Institutional Advancement presence on UVIs website Promote Institutional Advancement activities through RCA enewsletter -Monthly email correspondence to alumni -Total number of pages viewed, per month -(webpage developed & launched) and launch of RCA s e-newsletter 12/31/08 75% of target group 04/01/09-150 hits per month 03/01/09 at least 70% open e-mail IT, Database Specialist (OIA), Dir. of Annual Giving & Alumni Affairs IT, Public Relations, RCA, Dir. of Annual Giving & Alumni Affairs; Dir. of Advancement Services & Scholarships; Dir of Major Gifts RCA, Dir. of Annual Giving & Alumni Affairs; Dir. of Advancement Services & Scholarships; Dir. of Major Gifts -Informed and engaged alumni -Increased OIAs online visibility Increased awareness and participation in UVI events Objective #2: Support professional development practices that attract and retain productive employees in Institutional Advancement. Provide employees with Establish component 09/30/09 Attend at least one (1) OIA s Vice President and -Increased Knowledge, 8

opportunities for personal development Develop internal IA incentive program Professional Plan Participate in UVIs Annual Employee Incentive Awards Program educational enhancement programs e.g., conference, per annum 08/2009 Nominate at least one (1) OIA employee per annum Directors; Human Resources OIA s Vice President and IA Staff Skills, & Ability; -Enhanced employee morale -Increase employee morale and peer recognition Objective #3: Provide outreach programs through ongoing Student, Alumni and Donor participation. Utilize listserv to communicate with donors for outreach purposes Increase UVI Foundation Boards, students, alumni, participation in IA activities and processes Develop activities and establish an events calendar Develop activities, roles and establish an events calendar Provide resources and materials to Board 12/31/09 Increase donor participation by 10% annually 12/31/08 Participation of at least l 5 Foundation Board Members OIAs Vice President, Dir. of Annual Giving & Alumni Affairs, Major Gifts, Administrative Services & Scholarships, RCA; IT OIAs Vice President, Directors and volunteer coordinators - Increase donor participation -Strengthen relationship with constituents -Improved understanding of University IA s efforts KEY RESULT AREA #2: Operational Improvement Goal B: Strengthen the operational effectiveness of the Institutional Advancement Component. 9

Objective #1: Standardize delivery of customer service across the component. Develop service charter and standards Implement Service Charter Improve communication across the component Improve internal and external service through morale-building initiatives Service charter developed Launch service charter Schedule monthly component meetings of surveys, evaluations, suggestion boxes, etc. for all users October 2008 75% compliance with established standards October 2008 75% efficiency of service standards October 2008 90% compliance January 2009 Early Feb. 09 80% satisfaction VP IA VP IA VP IA OIA Improved customer satisfaction and service delivery. Improved customer satisfaction and service delivery. Better understanding of departments goals/activities. 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 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 ( result #3 10

Develop newsletter for the Reichhold Center Redesign Reichhold seasonal brochure Create constituency list serves for all IA departments Publish newsletter Publish redesigned brochure Utilize constituency list serves Objective #2 Spring 2009 monthly RCA More donations and greater involvement of patrons Fall 2008 annually RCA Increased season ticket sales; more information to the public February 2009 90% utilization Directors, IT, Improved Through April Database constituency 09 Specialist relationships (Friend-raising, cultivation of relationships) Objective #3: Improve communication and collaboration across the component Develop a coordinated component calendar Conduct regular department power meetings Functioning calendar Actually meet October 1, 2008 November 2008 By October 1 of each year (Update quarterly) Weekly Componentwide activity w/events coordinator Each department Director Improved coordination for activities, events, meetings. 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 Increase giving 1 st & 2 nd year Get current Faculty/Staff OIA staff Best practices 11

participation by faculty and staff Create collateral materials (brochures, flyers, etc.) for annual gifts to Reichhold Achieve giving rates for specific stakeholders including the Board of Trustees, FUVI, FRCA, & Cabinet. 2%, 5%-8% over the next three years Publish materials Rates reviewed quarterly levels by Feb. 09. Access rates annually from 2010 Fall 2008 10% rate over a five year period. Annually and as needed 9/2009 80% of established rates RCA VP IA Increased donor base Increase donor base 10 % annually until 2012 for the Reichhold Center Sustained giving by specific stakeholder groups as recognized by best practices in higher education Objective #2: Increase external fundraising Link listserv to Annual Giving campaigns Develop an approach to identify foundations compatible with UVI initiatives Build relationships with key community partners Capacity to receive online gifts of a list of foundations Spring 2009 June 2009 Annual. Start Spring 2009 Updated monthly 2-4 foundations Identified matching with key UVI initiatives Identify at least two donors per month Alumni Office staff staff Better service to alumni, more effective receipt of monies by IA New sources of funding New donors to UVI Develop a signature $$ raised 2010 Community OIA Directors Greater awareness of 12

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 Send an annual contribution statement to all foundation donors. Develop a strategy for communicating with donors (how much raised how used) Assist in the drafting of the University s capital campaign case statement including the matching of donor preferences with UVI capital Sent out annually Publish annual lists of contributions as per category and classification of giving (e.g., restricted, unrestricted) Assessment of the readiness of the University to undertake a capital campaign April 2009 April 2009 On Going Foundation Donors 100% of donors All internal & external University constituents staff staff VP IA Transparency Sustained interest in and giving to UVI University growth pegged to specific projects and programs 13

priorities. Facilitate an annual appreciation event for UVI staff & alumni (ex. Year end & Alumni Breakfast.) Design & Implement a system wide donor appreciation program (ex. Special donor pins and tickets to UVI events, ex. Reichhold, Christmas concerts, AOG, etc.) Use existing events to provide donor acknowledgment event Implementation of the program Annually Fall 2009 UVI Staff UVI Alumni RCA, CELL, SFC, SBDC, IA VP IA OIA Directors Repeat gifts Greater stewardship & cultivation opportunities KEY RESULT AREA #4: Community Collaboration and Involvement Goal D: the social, economic, and cultural growth of the territory. Objective #1: Utilize University resources and expertise for the betterment of the community at large. Develop list of UVI experts Engage community volunteers in fundraising. Publication of a list of experts Educate, engage in service, and staff this volunteer group for Fall 2009 5 per quarter Public Relations Fall 2009 Five volunteers per quarter staff Increased UVI s presence in knowledge dissemination to the community.. Larger fundraising base. 14

and UVI s Foundations. Objective #2: Create activities and functions to increase public awareness of the University. Enhance existing special events to increase promotion and marketing of UVI academics and programs Improved attendance at special events Fall 2010 One new activity per year staff Enhanced public image of the university Introduce new activities or special events that engage areas of the community that have not been targeted by UVI. Improved attendance at special events Fall 2009 Increased marketing initiatives for two major events staff Enhanced public image of the university Objective #3: Enhance the delivery of events and programs that elevate cultural awareness and community involvement. Improve promotion of cultural events Develop marketing schemes to Fall 2010 Virgin Islands youth and new markets RCA Improved cultural awareness. 15

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 Develop calendar of community training opportunities Publish information on Bureau Publish calendar Spring 2010 UVI Personnel Public Relations Spring 2009 USVI community Reichhold Co- Directors Increased credibility of UVI personnel in the community 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. 16

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. 17

Appendix A OUR CLIENTS Stakeholder Analysis 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 18

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. 19