and with our 2. Develop themes and content that are relevant, adaptable, 2. 2019 University partners. and accessible to all colleges, campuses, and affiliate groups. (Williams, Dietz) 3. Create and maintain a division-wide communications 3. 2014 calendar. (Williams, Dietz, Songer) UPDATE 2-3-15: Early version of calendar on LaunchPad November 2014. 4. Develop and implement a segmented, unit-specific 4. 2015 communications plan. (Williams, Dietz) 5. Ensure that content and messaging on the various 5. 2019 technology platforms align with division-wide strategy. (Williams, Dietz) 6. Develop appropriate metrics to measure our 6. 2015 communications impact. (Williams, 7. Foster a culture of sharing relationship data and 7. 2019 constituents’ inbound feedback. (Williams, Dietz) 2. Ensure that 1. Complete audit of current 1. Implement a new division-wide intranet with employee 1. 2014 current communications practices and discussion forum. (Dietz, Williams) communications implement results of audit by end of UPDATE 2-3-15: LaunchPad III currently under design practices and plan. December 31, 2014. Will go live on 5-4-2015. platforms have UPDATE 2-3-15: Audit being 2. Determine if is a need to hire, train, and/or restructure 2. 2015 value and are planned by Core Communications staff with regard to emerging technology and necessary. Council. Target June 1, 2015. communications platforms (e.g. social media). (Williams, Dietz, Songer) 3. Enhance data collection of information necessary in 3. 2016 communicating to our constituents. (Williams, Songer) 4. Ensure underrepresented constituents are well represented 4. Ongoing in communications materials. (Williams, Dietz) Goal 3: Secure and strengthen revenue streams. Strategies Measures Actions Timeframe 1. Increase 1. Increase total voluntary 1. Improve support compounded annual growth rate of institutional 1. 2019 private gift support. from $207.7 million total (FY12-FY14 private support to exceed the mean of the Leading Public
and with our University partners. 2. Develop themes and content that are relevant, adaptable, and accessible to all colleges, campuses, and affiliate groups. (Williams, Dietz) 2. 2019 3. Create and maintain a division-wide communications calendar. (Williams, Dietz, Songer) UPDATE 2-3-15: Early version of calendar on LaunchPad November 2014. 3. 2014 4. Develop and implement a segmented, unit-specific communications plan. (Williams, Dietz) 4. 2015 5. Ensure that content and messaging on the various technology platforms align with division-wide strategy. (Williams, Dietz) 5. 2019 6. Develop appropriate metrics to measure our communications impact. (Williams, 6. 2015 7. Foster a culture of sharing relationship data and constituents’ inbound feedback. (Williams, Dietz) 7. 2019 2. Ensure that current communications practices and platforms have value and are necessary. 1. Complete audit of current communications practices and implement results of audit by end of plan. UPDATE 2-3-15: Audit being planned by Core Communications Council. Target June 1, 2015. 1. Implement a new division-wide intranet with employee discussion forum. (Dietz, Williams) UPDATE 2-3-15: LaunchPad III currently under design December 31, 2014. Will go live on 5-4-2015. 1. 2014 2. Determine if is a need to hire, train, and/or restructure staff with regard to emerging technology and communications platforms (e.g. social media). (Williams, Dietz, Songer) 2. 2015 3. Enhance data collection of information necessary in communicating to our constituents. (Williams, Songer) 3. 2016 4. Ensure underrepresented constituents are well represented in communications materials. (Williams, Dietz) 4. Ongoing Goal 3: Secure and strengthen revenue streams. Strategies Measures Actions Timeframe 1. Increase private gift support. 1. Increase total voluntary support from $207.7 million (FY12-FY14 1. Improve compounded annual growth rate of institutional total private support to exceed the mean of the Leading Public 1. 2019
DevelopmentAndAlumniRelations-SP-qd8dz9.docx