University
Themes
DISCOVERY
Department
Themes
Objectives
Excellence
Indicators of
Success
Develop
Quantitative
Outcomes. Peer
evaluations.
Competitive
analysis. Create
Mobile App.
Expanded
multimedia
(video library).
Outcomes
•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 • Programs are measured against • Increased
practices in our respective
best practices and peer
philanthropy
development disciplines and benchmarks such as VSE.
learn more about our donors • Continuous improvement of all
and prospects
our processes is the norm.
• We learn more about our donors
resulting in deeper relationships
that lead to significant donor
engagement and increased
philanthropy.
Estimated
Resources
Fiscal Year
Priority
Additional Staffing: 3
2013-2014 Launch new
Highest
FTE. Internet Director, website. Staffing may be
Priority
Multimedia Coordinator needed in this fiscal year.
and Social Media
2014-2015 Staffing is critical as
Manager. Operating
we move forward. Evaluate
budget for additional
additional website functional
FTE. Expanded
needs.
student resources,
involvement and voice.
One time and ongoing
funding for database
research and cell
phone append.
2013-2014 Launch New
Website
Highest
Priority
Resource
Reference
Number
UA-20131002001
UA-20131002002
Comments &
Links to Other Plans
UIS-Objective #4
University
Themes
EXCELLENCE
Department
Themes
Objectives
A highly motivated and
successful development
team
Highly effective Team of
employees in one space
Build a robust parent
Relations program.
Indicators of
Outcomes
Success
• A vigorous Annual Giving
• Staff
program that provides a strong
evaluations take
base for all fundraising and new
into account all
levels of alumni participation.
levels of
• A major and planned gift staff
professional
who have developed solid
development.
relationships with a cohort of
• Programs are
donors.
regularly
• Exceptional stewardship for all
reviewed for best
donors.
practices.
• An Advancement Services
• “Because we’ve
department that provides.
always done it
outstanding technical support for this way” is never
Advancement and departments
heard.
•
across the University.
Achieve annual
• There are ladders of opportunity goals that
for professional growth and
increase
supporting salaries.
incrementally
each year to
$1MM+.
• Achieve overall
annual goals
exceeding
$20MM.
• A steady
increase in the
alumni
participation rate
to 25% by 2020.
• Increased
donor
satisfaction.
• A supportive
work
environment that
celebrates
success and
encourages
professional
growth.
Create and nuture excellent
• Address risk
communications, teamwork and
exposure from
effective outcomes by locating all cash/gifts
University Advancement
crossing
employees in same building.
between multiple
buildings.
• Increase
effective
communication.
• Supportive
work
environment that
celebrates
success and
encourages
teamwork.
•Develop meaningful ways for
Increase in
parents to connect with the
parent event
University in addition to their
attendance,
relationship with their student.
parent
•Create a foundation that allows
volunteerism and
for the natural development of a
parent
fruitful parent giving program.
philanthropy.
Resources
Existing funds with
increased operational
budget as staff
numbers & programs
increase.
1 FTE Adv. Services
3 FTE Major Gifts
2 FTE Annual Giving
Estimated
Fiscal Year
2013-14
Priority
Resource
Reference
Number
UA-20131002003
Space required
UA-20131002004
A minimum of one FTE Staff and budget in place and
focused on parents and program operational by FY2019
a budget for parent
programming.
UA-20131002005
Comments &
Links to Other Plans
University
Themes
DIVERSITY
Department
Themes
Indicators of
Objectives
Outcomes
Success
Broaden the alumni and
•Working regional chapters.
More volunteers
parent volunteer base
•Larger and stronger reunion
and a higher
committees.
level of
•Admissions volunteer program.
engagement by
•Stronger volunteer support for
more alumni and
athletics and career development. parents.
•Increased numbers and clarity for
volunteers who support campus
initiatives.
•A parent relations board.
Further develop alumni
•Work with Marketing &
More alumni
engagement strategies
Communications to increase the
success stories
specific to Pacific Magazine, alumni presence in the magazine. and alumni
as a dynamic online
Focus on increasing our level of
interaction with
magazine and partner print knowledge of our alumni through the magazine.
piece that engages alumni to the gathering of Class Notes.
participate and support
Pacific and serves as the
online hub for alumni
involvement
Enhance our level of
•Improve quality of data gathered Measurably
knowledge about our alumni on alumni with an emphasis on
better data.
with the overall goal of
contact information
increasing involvement
(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.
Collaboration and
• Clear process, timely
• Increased use
cooperation across
procedures, for scheduling,
of calendaring
University community for
planning and executing events
systems for all
event and conference
(conferences, meetings, forums) offices.
management
for faculty, staff and students.
• Better
• Understanding of risk
scheduling of
management.
events to avoid
• One-Stop-Shop.
over-programing
• Increase conference business for of dates.
Pacific by 2020.
• Increase
revenue for
conferences.
University-wide
Install, activate and train staff
Improved
scheduling with master
on event management software,
method of
calendar
integrating academics and events scheduling
into master calendar
rooms and
locations for
University
community
Estimated
Resources
Fiscal Year
A minimum of 2 FTE
Continued focus on outcomes
focused on alumni
with increases in activity
programming and
annually. Additional staff and
administrative support. budget in place by FY2019.
Increased budget.
Greater cultural competency • Increase our ability to
in our staff and donor base understand, communicate with,
and effectively interact with people
across cultures/diversity of
thought.
Existing funds with
increased operational
budget as staff
numbers increase
• Increased
ability to reach
and engage with
a broader
spectrum of
alumni, parents
and friends.
Priority
Additional resources for Annual increases to measurable
Advancement Services data elements.Web based
database research,
directory by FY2016.
surveys, web based
directories, etc.
Increase 0.6 staff to 1
FTE
Add 2 FTE
Resource
Reference
Number
UA-20131002006
Comments &
Links to Other Plans
UA-20131002007
MarCom: Connect this
Alumni Relations objective
with MarCom goals
associated with the
magazine.
UA-20131002008
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).
2013-14
Highest
Priority
UA-20131002009
UIS-Objective #4
EMS (Event
2013-14
Management Software)
Highest
Priotrity
UA-20131002010
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.
UA-20131002011
University
Department
Themes
Themes
SUSTAINABILITY
Indicators of
Objectives
Outcomes
Success
Brand Strategy
•Continue the evolution of our
Utilize market
marketing and communications
analysis tools
strategies to keep ahead of a
and research to
changing landscape in Marketing understand
and Higher Education as well as
current and
the growth of the University.
future brand
•Position the University as a
awareness. Peer
premiere, multi-campus and multi- Analysis.
site institution in undergraduate,
Competitive
graduate and professional
analysis.
programs.
Surveys.
Storytelling
expands.
Increased
recruitment,
retention and
fundraising.
Comprehensive Marketing
•Approach the marketing and
Evaluate current
Strategy
communications of the University marketing
in a more comprehensive and
processes in the
integrated fashion.
recruitment
•Expand the scope of the Office of cycle. Evaluate
Marketing & Communication to
the Barnes &
play a larger role in key areas of
Noble Book
the University, including
Store agreement
enrollment management,
and consider
undergraduate and graduate
best practices
admissions marketing cycle, the
and
Book Store, Athletics and
opportunities.
community relations.
Alumni Engagement
•Further develop alumni
Develop
Strategy
engagement strategies specific to quantitative
Pacific Magazine, as a dynamic
outcomes.
online magazine and partner print
piece that engages alumni to
participate and support Pacific and
serves as the online hub for
alumni involvement.
A successful completion of a • Create a development operation • Increased
new Campaign
that can sustain a new level of
participation in
philanthropy for Pacific over the
the annual fund,
next decade.
especially at the
• Move to more electronic
leadership levels.
communication.
• A deeper pool
• Use strategic planning 2012 as of prospective
base for next campaign.
major & planned
• Create and prioritize institutional gift prospects
priorities and establish fiscal
• A larger
goals.
percentage of
• Feasibility study.
alumni donors.
• More private
support to
institutional
priorities.
Increase the number of
While the promotion cost, which is Higher number of
alumni, parents and friends roughly half the cost of an event
attendees and
who attend all events
remains fairly steady, increasing
lower price per
attendance will allow for a lower
person. Higher
price per person event cost.
quality of data.
Essentially we’ll get more for our Larger volunteer
investment.
base
Estimated
Resources
Fiscal Year
Priority
Additional Staffing: 2
2013-2014 Benchmark Brand
Medium
FTE. Graphic Designer Awareness Survey 2014-2015 Priority
and Media Relations
Continue analysis and
Coordinator. Operating development of the brand,
budget for additional
including a competitive analysis.
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).
After our new website is built we Medium
need to turn our attention to a
Priority
comprehensive approach to
marketing in 2014-2015.
Additional Staffing: 1
FTE. Writer. Operating
budget for additional
FTE. Increased
operating budget to
mail to a significantly
larger number of alumni
(close to 30,000)
Existing funds with
increased operational
budget as staff &
initiatives increase
.
Annual increases.
Resource
Reference
Number
UA-20131002012
Comments &
Links to Other Plans
UA-20131002013
Should link to an
Enrollment Management
Strategy
UA-20131002014
MarCom: Is this a writing
staff requested for
MarCom, consistent with
our centralized approach to
the magazine?
UA-20131002015
MarCom: Significant
support for print and online
tools. Aligns with resource
requests.
UA-20131002016
University
Themes
GLOBAL
CITIZEN
Department
Themes
Indicators of
Objectives
Outcomes
Success
Expand consistent regional •A higher level of engagment by
Steady increases
alumni programming to
alumni who live at a distance from in attendance at
include Bay Area, Southern Pacific locations.
regional events.
California and the East
Working regional
Coast, as well as any other
chapters.
logical markets with a
Greater alumni
substantial alumni
engagement and
population.
giving.
Increase number of alumni •Increase the number of reunions Higher number of
who return for reunions and we support as well as the number attendees and
strengthen reunion giving
of attendees at each reunion. This lower price per
program in partnership with will lead to more sustainable
person. Increase
Development
events as well as an increase in
in gifts
philanthropic contributions
connected with
associated with reunions.
reunions as well
as overall giving.
Large multi-use indoor event • Develop/build a multi-use event • Increase in
space
facility for University and
student
community use.
interaction and
• Include kitchen for catering,
socialization
student training and education.
• Ease
• Reduce cost of rental space.
scheduling
• Space for all students to gather issues
for events.
Covered outdoor event
• Outdoor patio area for medium to • Year-round use
space
small size events, with canvas
• Opportune
sidewalls that can enclose space. student gathering
• Addition/enhancement of current space
event space.
Awareness of, and
• Intentional, regular outreach to
• Increased
connection to, the increasing units and programs with an
philanthropic
number of Pacific’s
international emphasis.
support for
international programs and • Identification and cultivation of
international
partners
donors who can support these
initiatives
initiatives.
Resources
A minimum of 2 FTE
focused on alumni
programming and
administrative support.
Increased budget.
Estimated
Fiscal Year
Priority
Operating chapters by FY2019.
Increased staff and budget by
FY2019.
A minimum of 2 FTE
Annual increases with
focused on alumni
increased staff and budget by
programming and
FY2019.
administrative support.
Increased budget.
Resource
Reference
Number
UA-20131002017
UA-20131002018
Additional custodial
staff: 1-2 FTE
Medium
Priority
UA-20131002019
Additional custodial
staff: 1-2 FTE
Lowest
Priority
UA-20131002020
Existing funds with
increased operational
budget as staff and
initiatives increase
UA-20131002021
Comments &
Links to Other Plans