Strong Community Involvement – Phase One
Joe Izbrand & Robert McKinley Presenting
2020 Blueprint Initiative
Strong Community Involvement
Vice Presidents: Marjie French, Mauli Agrawal and Jude Valdez
Pillar Leaders: Bob McKinley and Joe Izbrand
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Raise university profile
Engage alumni
Increase endowment
Promote community engagement
Strengthen internship opportunities
Economic Development
Raise the
University Profile
Raise the university profile
through careful stewardship and
development of the UTSA brand
in a way that distinguishes our
exceptional academics,
research, student life, athletics
and outreach programs.
Raise the University Profile
Strengths
• Strong visual branding
• Established regional reputation
• Strong local media relationships and message
control with media
• Many success stories:
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Inextricably linked to San Antonio and its success
Research strengths
Diverse student body
Ascending athletics program
New traditions
Academic momentum
Raise the University Profile
Opportunities
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New communications channels
New marketing techniques
International recruitment
Community support:
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Untapped donors
Alumni growth
Aligning with area businesses
San Antonio’s university
Raise the University Profile
Recommendations
Define the UTSA brand
• Conduct an internal branding exercise and define the UTSA Brand
Promise (who we are, what we say we’ll do, how we live it);
• Initiate new primary market research in the UTSA community and
across South Texas and key feeder, recruitment and alumni markets
to determine overall brand perception, message pull-through and
reputation impact;
• Conduct research outside traditional markets (national and targeted
international) to benchmark against other universities, identify level of
brand awareness and perception of UTSA brand;
• Develop and execute a strategic brand campaign.
Raise the University Profile
Recommendations
Develop the UTSA Brand
• Develop a portfolio of brand messages, visual identities and digital
content to consistently communicate the UTSA story to various
stakeholder communities;
• Develop and curate a message center and ‘online store’ to
disseminate approved messages and brand materials;
• Integrate various communications functions into the university’s
content management system to ensure message and visual
consistency through other communications channels including
websites, social/digital/new media, magazines, brochures and other
collateral;
• Develop a brand compliance and education program.
Raise the University Profile
Recommendations
Execute the UTSA Brand
• Create marketing initiatives that support the university’s priority areas
including:
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Reputation/brand identification
Admissions (undergraduate, graduate, transfer)
Expansion in regional markets
International recruitment
Conferences, industry events, other forums
• Develop and execute advertising campaigns (traditional and digital)
to further increase market impressions and audience response:
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TV campaigns targeted to various demographic groups
Digital campaigns for target audiences
Reputational campaigns including 50th anniversary
Capital needs and project specific campaigns
Raise the University Profile
Recommendations
Execute the UTSA Brand
• Launch new online/social media channels based on user trends,
industry best practices;
• Establish our own “news channels” to compensate for the void in
traditional media coverage;
• Expand trade, national and international media targets;
• Collaborate with university colleagues to identify and influence key
rankings, leveraging the UTSA brand;
• Support greater brand/message consistency by integrating select
communications functions (magazines, websites and video/digital
assets) into a centralized team.
Engage Alumni
Improve alumni engagement at
UTSA in order to form
relationships of mutual benefit
that inspire and empower alumni
to be valued supporters of the
University, with broad business
and employer affinity providing
strong workforce opportunities for
students.
Engage Alumni
Recommendations
• Increase Alumni Affinity with UTSA
• Build Student Engagement for Transition
into Alumni Engagement
• Strengthen Partnership with Alumni
Association for “best practices”
• Increase human and capital resources
Increase
Endowment
Enable UTSA to fund additional
research opportunities, faculty
positions, scholarships, and
provide expanded funding for
centers and institutes.
Increase Endowment
Recommendations
• Educate alumni base and community on
the importance of endowments
• Maintain a strong, talented workforce in
development
• Develop a clear strategic direction and
leadership focus post-capital campaign
Promote
Community
Engagement
Demonstrate UTSA’s
commitment to community
engagement at the local,
national and international
levels to achieve recognition
as an effective leader in
advancing the public good.
Promote Community Engagement
Recommendations
• Broader support to implement Carnegie
recommendations with the new Center for
Civic Engagement
• Establish budgetary priorities for civic
engagement
• Identify common CRM database for
tracking community engagement, contact
profiles, assessment and feedback
• Improve integration and alignment with
other campus priorities
Strengthen
Internships
Improve alumni engagement at
UTSA in order to form a
relationship of mutual
contribution and benefit that
inspires and empowers alumni
to be valued supporters who
contribute to and benefit from
connections to each other and
to the university community
throughout their lifetimes.
Strengthen Internships
Recommendations
• Use established ‘required internship’/ and
‘optional internship’ programs at UTSA as a
model for other departments’ programs
• Offer for credit internship classes for all
programs;
• Career Services search and seek internship
opportunities on a continual basis;
• Increase student participation in experiential
learning by 10% each year until 100%
affordable opportunity;
Strengthen Internships
Recommendations
• Establish a reliable tracking system to
monitor experiential learning activities;
• Engage alumni to recruit interns and provide
internship opportunities;
• Make Rowdy Jobs user friendly;
• Work with employers associated with new
citywide initiatives to identify ongoing
internships for UTSA students.
Economic Development
Maximizing UTSA value-added
to each stakeholder group
is one of the best ways to gain
support for our UTSA Tier I quest:
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Students
Faculty & Staff
Research Sponsors
Business Community
Public Officials
Local citizens
UT System
UT System Recent Campus Economic Impact
Studies Comparison: (Based on FY13 AFRs ONLY)
Campus
• UT Austin
• UTSA
• UT El Paso
• UT Dallas
• UT RGV
• UT Brownsville
• UT Tyler
• UT PB
Total Impact
$8.8 B
$1.6 B
$1.4 B
$1.8 B
$693 M
$301 M
$328 M
$249 M
Jobs
132,640
27,909
26,499
23,374
14,292
7,016
6,035
3,369
SA Metro Adult Higher-Ed Attainment Trend
Economic Development – Recommended Approaches
1. Build adult higher-ed attainment levels in S.A. Metro to exceed
the Texas average and approach the National average,
increasing talent, productivity and economic development.
2. Build the experiential learning and engagement nexus to
advance both student success and community-business value
proposition via expanded internships, practica, extension
projects and public service in appropriate degree programs and
classes. Employers value practically experienced students for
placement, and engaged students tend to graduate at higher
rates.
3. Build University-Industry Clusters through aligned education,
research and economic development initiatives, leveraging
assets and competitive advantages for growth of both UTSA
and partners.
4. Leverage UTSA Economic Development Assets, to maximize
our value-proposition with stakeholders and their financial
support of UTSA (catch-all strategy in addition to 1-2-3 above)
2020 Blueprint
Strong Community Involvement