Uhf strategic plan final6

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  • At the conclusion of the last meeting, we were charged with focusing on our core critical services and this is what we tried to do.
  • We were charged to outline a 5 year strategic plan. We want to build on the success of this campaign.  Getting to these goals represents the next level of sustainability for UH. Private support is the only growth area for universities at this point. They are tempered somewhat because of the uncertainties in the economy, but we are cautiously optimistic about the future. CONTINUOUS IMPROVEMENT OF FUNDRAISING PRODUCTIVITY Campus-based major gift development officers’ goal will be $1.5 million/year
  • With our strategic plan we are addressing the following general questions: With a changing environment and situation, (end of campaign, end of contract, new UH president, continued devolvement of UH System functions) how best can the Foundation serve UH System and the 10 campuses? What should we be doing (are we doing the right thing?), why should we be doing it, and how should it be done? What areas do we leverage?
  • There was a need to sharpen our mission so that it could be easily stated by everyone at the UH Foundation. Our mission statement attempts to answer the following questions: Why does the Foundation exist? What activity are we going to do to accomplish our purpose? What are the basic beliefs we share?
  • Critical Issues: Moving forward and building on a successful campaign: From our Centennial Campaign, we not only will exceed our initial goals, but have also learned a great deal of experience about initiating, maintaining, and succeeding in the largest fundraising effort in Hawaii. How will we continue our reputation for success with contract renewal, reduced resources, new System and BOR leadership, and new UHF volunteer leadership? Re contract renewal -- Raise as much money as we can while providing services to those who do not have as much capacity as others. Near-Term Strategies: Reassess prospect capacity Evaluate staff deployment: Assess whether with regard to the neighbor islands, many staff members are being pulled into non-fundraising activities. The most efficient utilization of their time may be spent out on the road and not tied down to one campus, per se. They would be ‘road warriors’ of sorts and fundraising for UH as a whole and not for any particular campus. As for the mainland, the most donors to the Centennial Campaign, second only to Oahu, were from California which is why we would like to have a staff member focusing on this region. Long-Term Strategies: Expand regional focus: More international. Continue to develop core services:
  • Recapping: 5 sources of revenue: Unrestricted, float, fee from endowment, gift fee, UH Critical issues: In this economic climate, maintaining our revenue stream will not be possible. Funds raised: Working with a post-RIF staff toward increased results Gift fee: Current 3.5% gift fee and with suspended accounts only _____ will be generated which is below the amount needed for operations. Cap: Need to determine whether the BOR will continue their contract with UHF and if so, at what amount? Under the contract, we have an inability to use other sources of funds, i.e., state funds, to hire staff Near-Term Strategies (within 2 years): Manage operations within economic constraints affecting budget: RIF, very limited travel, possible annual increase freeze (only incentives) Maximize operating revenue sources: Possible increase in gift fee to 5%; need assistance from BOT to negotiate the contract funds to remain the same Long-Term Strategies (within 5 years): Expand revenue sources to meet demand: Possible real estate ventures
  • Critical Issues: Contract renewal Basis of staff deployment: Along the same line, under the contract we must service all 10 campuses and alumni relations versus going where the money is. Narrowing this down further, the continuous issue of allocation of resources has the same effect on our central fundraisers – would it be more beneficial to be strategic or opportunistic? Near-Term Strategies: Redo capacity analysis to maximize staff effectiveness Critical Issues: Recruiting, retaining, and developing quality development professionals: With our current revenue stream, we cannot compete with comparable mainland foundations for talent. Near-Term Strategies: Identify talented future UHF leaders and prepare them for leadership role: We will look into our own pool of which we have a few stand-outs and begin to develop them and provide further supervisory duties and development training. Continuing our incentive plan will also help with recruitment and retention.
  • Critical Issues: Supporting units in marketing and selling philanthropic priorities: In order to do this, we will work on training our deans and directors in development. Near-Term Strategies: Initiate academic fundraising priority-setting processes Create cohesive and compelling fundraising sales tools Critical Issues: Improving our reputation amongst UH employees and the community: Our internal constituency is a huge market for us. Improving customer service Increasing awareness of UHF Near-Term Strategies: Increase internal and external publicity of UHF successes: This will increase UHF’s value to UH partnership and community Develop UHF brand Long-Term Strategies: Create our own culture of philanthropy within UH: Critical Issues: Improving messaging that enhances the culture of philanthropy in Hawaii Long-Term Strategies: Becoming leading philanthropic fiduciary organization:
  • Critical Issues: Increasing revenue stream independent of membership fees: Currently, the Alumni Relations team relies on membership fees to assist with their operational budget. The ability to focus our efforts on alumni involvement and communication rather than membership would strengthen alumni ties to UH. Increasing alumni involvement at the campus level: Near-Term Strategies: Develop alternative means of revenue stream: Long-Term Strategies: Initiate no-fee membership: Once we are able to obtain alternative sources of revenue for operations, we will have an alumni association where all alumni are members.
  • Critical Issues: Functionality of allocated space: Currently, our central departments are not in the same building – creates inefficiency and lack of unity. Near-Term Strategies: Maximize staff effectiveness through office moves: We have moved central departments and individuals around and grouped them according to who works closely with who. We have also moved the CFR group back down from Hawaii Hall (Manoa) because of the need for space by the state. Long-Term Strategies: Negotiate for more facilities that foster appropriate partnerships: Maybe all in one building
  • With our strategic plan we are addressing the following general questions: With a changing environment and situation, (end of campaign, end of contract, new UH president, continued devolvement of UH System functions) how best can the Foundation serve UH System and the 10 campuses? What should we be doing (are we doing the right thing?), why should we be doing it, and how should it be done? What areas do we leverage?
  • Uhf strategic plan final6

    1. 1. STRATEGIC PLAN FY 2010 - 2014
    2. 2. 5-Year Strategic Plan GOALS <ul><li>At the end of 5 years (FY 2014): </li></ul><ul><ul><li>1) Funds Raised: Grow to a $60M/year organization </li></ul></ul><ul><ul><li>2) Endowment Value: Drive endowment to $234M </li></ul></ul><ul><ul><li>3) Continuous improvement of fundraising productivity </li></ul></ul>
    3. 3. Strategic Plan - Purpose <ul><li>In short, our strategic plan is about: </li></ul><ul><ul><li>Focusing on the Foundation’s mission. </li></ul></ul><ul><ul><li>Assessing the situation and environment and identifying critical issues. </li></ul></ul><ul><ul><li>Developing goals and strategies in response to identified critical issues to achieve our mission. </li></ul></ul>
    4. 4. Mission Statement To unite our donors’ passions with the University of Hawai ‘ i’s aspirations to benefit the people of Hawai ‘ i and beyond. We do this by: - Raising private philanthropic support - Managing private investments - Nurturing donor and alumni relationships
    5. 5. Strengths <ul><li>Experience gained from a successful campaign </li></ul><ul><li>A few top performing, experienced fundraisers plus good </li></ul><ul><li>up-and-coming, maturing fundraisers </li></ul><ul><li>A handful of top performing development administrators </li></ul><ul><li>and academic leaders </li></ul><ul><li>Strong core of BOT members and volunteers </li></ul><ul><li>Strong core fundraising services </li></ul><ul><li>Strong financial management and development systems </li></ul>
    6. 6. Critical Issues & Strategies CAMPAIGN TRANSITION <ul><li>Critical Issues </li></ul><ul><li>Moving forward and building on a successful campaign </li></ul><ul><ul><li>New System and BOR leadership </li></ul></ul><ul><ul><li>Contract renewal </li></ul></ul><ul><ul><li>Reduced resources </li></ul></ul><ul><ul><li>Recruiting new UHF volunteer leadership to replace outgoing trustees </li></ul></ul><ul><li>Long-Term Strategies </li></ul><ul><li>Strengthen working relationships among contract stakeholders </li></ul><ul><li>Expand regional focus for increased results </li></ul><ul><li>Continue to build and improve core UHF services </li></ul><ul><li>Near-Term Strategies </li></ul><ul><li>Developing a working relationship with new BOR and System leadership and negotiate a new contract </li></ul><ul><li>UHF BOT expansion including campus representatives </li></ul><ul><li>Campus-based fundraising initiatives </li></ul>
    7. 7. Critical Issues & Strategies (cont.) REVENUE STREAM <ul><li>Critical Issues </li></ul><ul><ul><li>Maximize operating revenue sources </li></ul></ul><ul><li>Long-Term Strategies </li></ul><ul><li>Expand revenue sources to meet demand </li></ul><ul><li>Remove legislative cap </li></ul><ul><li>Near-Term Strategies </li></ul><ul><li>Manage operations within economic constraints affecting budget </li></ul><ul><li>Increase gift fee </li></ul>
    8. 8. Critical Issues & Strategies (cont.) STAFFING <ul><li>Critical Issues </li></ul><ul><li>Developing and retaining highly productive fundraising professionals </li></ul><ul><li>Operating resources/revenues </li></ul><ul><li>Staff deployment – maximize fundraising or support all units </li></ul><ul><li>Long-Term Strategies </li></ul><ul><li>Become an employer of choice in our industry </li></ul><ul><li>Near-Term Strategies </li></ul><ul><li>Reorganize fundraising staff </li></ul><ul><li>Reassess prospect capacity </li></ul><ul><li>Manage capacity analysis for maximum staff effectiveness and results </li></ul><ul><li>Identify talented future UHF leaders and prepare them for leadership role </li></ul>
    9. 9. Critical Issues & Strategies (cont.) MARKETING & COMMUNICATIONS <ul><li>Critical Issues </li></ul><ul><li>Increasing awareness of UHF’s mission </li></ul><ul><li>Supporting academic units in marketing and selling philanthropic priorities </li></ul><ul><li>Improving our reputation with UH employees and the community </li></ul><ul><li>Improving UHF customer service </li></ul><ul><li>Improving messaging that enhances the culture of giving in Hawai ‘ i </li></ul><ul><li>Long-Term Strategies </li></ul><ul><li>Reinforce and communicate UHF brand </li></ul><ul><li>Build our own culture of giving within UH </li></ul><ul><li>Become leading philanthropic fiduciary organization </li></ul><ul><li>Near-Term Strategies </li></ul><ul><li>Partner with UH to initiate new, academic fundraising priority-setting processes </li></ul><ul><li>Develop and build UHF brand </li></ul><ul><li>Increase internal and external publicity of UHF successes </li></ul><ul><li>Create cohesive and compelling fundraising sales tools </li></ul>
    10. 10. Critical Issues & Strategies (cont.) ALUMNI ENGAGEMENT <ul><li>Critical Issues </li></ul><ul><li>Increasing revenue stream independent of membership fees </li></ul><ul><li>Increasing alumni involvement </li></ul><ul><li>Campus-based staffing </li></ul><ul><li>Long-Term Strategies </li></ul><ul><li>Develop sponsorship revenue </li></ul><ul><li>Near-Term Strategies </li></ul><ul><li>Initiate no-fee membership </li></ul><ul><li>Upgrade and improve communication tools </li></ul><ul><li>Partner with leadership to build campus-based affinity </li></ul>
    11. 11. Critical Issues & Strategies (cont.) FACILITIES <ul><li>Critical Issues </li></ul><ul><li>Space </li></ul><ul><li>Control over allocated space </li></ul><ul><li>Functionality of allocated space </li></ul><ul><li>Long-Term Strategies </li></ul><ul><li>Control own space </li></ul><ul><li>Obtain facilities that foster appropriate partnerships </li></ul><ul><li>Near-Term Strategies </li></ul><ul><li>Maximize staff effectiveness through office moves </li></ul><ul><li>Work with volunteers to find donated space </li></ul>
    12. 12. Strategic Plan - Summary <ul><li>In short, our strategic plan is about: </li></ul><ul><ul><li>Focusing on the Foundation’s mission. </li></ul></ul><ul><ul><li>Assessing the situation and environment and identifying critical issues. </li></ul></ul><ul><ul><ul><li>Campaign transition </li></ul></ul></ul><ul><ul><ul><li>Revenue stream </li></ul></ul></ul><ul><ul><ul><li>Staffing </li></ul></ul></ul><ul><ul><ul><li>Marketing and communications </li></ul></ul></ul><ul><ul><ul><li>Alumni engagement </li></ul></ul></ul><ul><ul><ul><li>Facilities </li></ul></ul></ul><ul><ul><li>Developing goals and strategies in response to identified critical issues to achieve our mission. </li></ul></ul>

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