Advancement Framework Planning

Transcription

1 Advancement Framework Planning Board Committee Update February 9, 2012

2 What is Advancement? DEFINITION Advancement is a University-wide initiative to increase the eminence of The Ohio State University through efforts to build awareness, engagement and giving among critical stakeholder groups, including students, faculty, alumni, Ohioans, corporate partners and national leaders. GUIDING PRINCIPLES Ohio State strives for its constituents to be a meaningful part of the life and success of the institution. Advancement enables us to deepen our connections with all of our audiences to engage, inform, and inspire, and to jointly leverage our resources to accelerate Ohio State s eminence. Advancement streamlines and organizes us to provide powerful and engaging experiences, information, and support for our constituencies, and unites us to act as one university as we pursue our visionary and transformative goals. 2

3 Advancement will require integration of Communications, Development and Alumni Relations functions APPROACH Achieving these goals will require an integrated approach to enhancing Ohio State s reputation, strengthening relationships and managing fundraising activities across three key functions: Communications and Marketing Development Alumni Relations ALIGNMENT The Advancement programs will be created on a foundation of aligned strategy that expresses Ohio State s values and goals, an organizational structure that promotes integrated decision-making and communications, and processes and systems that support efficient data usage and analysis. 3

4 FINANCIAL ENGAGEMENT AWARENESS Advancement s Eight Objectives SOURCE: UNIVERSITY ADVANCEMENT STRATEGIC PLAN, JUNE 2011 Expand the number of national leaders who award high marks to Ohio State (from 39% to 50% in awareness and from 24% to 40% in very favorable ratings) More than triple the number of advocates and ambassadors who are equipped and motivated to reinforce key university accomplishments and attributes (from an estimated less than 10% to 35%) Double the number of Ohioans who feel a strong connection to the University (from 22% to 44% who report a very strong bond) Increase the number of annual donors to 240,000 Earn a very satisfied rating from 50% of alumni for providing opportunities to be or stay involved with the University Demonstrate yearly increases in the number of volunteers actively serving Ohio State Become America s #1 public university in total private support by 2020 Raise $2.5 billion from a comprehensive fundraising campaign 4

5 Advancement must express Ohio State s shared values and goals to stakeholders INTEGRATED AWARENESS, ENGAGEMENT AND GIVING FUNCTIONS ARE CRITICAL DRIVERS OF SUCCESS AWARENESS ENGAGEMENT Strategy Values Structure and People GIVING Goals Systems and Processes 5

6 The Framework creates a foundation for all future Advancement execution that goes far beyond fundraising activities POTENTIAL OUTCOMES OF SUCCESSFUL ADVANCEMENT FRAMEWORK Create a framework to consistently and seamlessly organize Ohio State s strategies, people and processes around the successful execution of Advancement goals, including aligning the planning and execution of centralized and unit-based resources as One University Implement an operating model that allows the University to set strategic direction and provide the right level of operational support for Advancement activities, while allowing the colleges and units to customize the approach for their specific audiences Articulate a powerful narrative for Ohio State that is inclusive of the breadth of its assets, frames the future aspirations of the institution, and resonates with Ohio State s key constituents. Promote a shared internal language around Advancement that endorses Ohio State s desired reputation and promotes consistent communication to internal and external stakeholders Continually increase and deepen the level of engagement of Ohio State s students, faculty, alumni, donors and partners with Ohio State Provide shared tools required for Ohio State to better understand the needs and behaviors of alumni and donors, in order to create more remarkable engagement experiences for them 6

7 Advancement Framework Planning Project Edelman Consulting has been engaged to support Ohio State s Advancement efforts with an 8-month engagement to: Deliver a brand value and positioning for Ohio State that is inclusive of all its powerful assets, frames the future aspirations of the institution, and resonates with internal and external stakeholders Define a collaborative organizational structure and operating model to align activities across Communications, Development and the Alumni Association and improves Ohio State s ability to execute against Advancement goals Create a messaging, engagement and fundraising plan, including specific and actionable activities that communicate Ohio State s core message and engages key stakeholders 7

8 Project Approach 1 Brand Positioning Organization Design Discover and Develop 2 Discover and Develop 3 4 Strategize Engage (out of scope) In Brand Positioning, we will use research insights to articulate a differentiated core positioning of the Ohio State brand which can be leveraged by the University as a whole and by its units and colleges During Organization Design, we will evaluate the existing organization and use best practices to design an operating model that integrates communications, development and alumni relations The brand and organization workstreams will converge at Strategize, where we will design an integrated engagement and marketing plan to support Advancement efforts While Engage is not in scope for this effort, capabilities necessary for successful execution will be identified for future use 8

9 Discovery Phase Currently Underway PROGRESS REPORT OBJECTIVE The goal of the Discovery Phase is to gain a shared understanding of Ohio State s equities and assets that illustrates the gap between what Ohio State has to offer and what stakeholders want and need Discovery Phase Workstreams INTERNAL ASSESSMENT What is Ohio State saying about itself? QUALITATIVE BRAND DYNAMICS & PERCEPTION ANALYSIS What do stakeholders believe about Ohio State and why? QUANTITATIVE BRAND PERCEPTION ANALYSIS How do we map and engage stakeholders? LANDSCAPE ANALYSIS What can we learn from other organizations? Progress to Date Organizational alignment interviews in progress Completed brand asset inventory to understand how Ohio State s colleges and units communicate to stakeholders Conducting research studies of key groups (e.g., students, alumni, donors, business leaders) to identify emotional perceptions of Ohio State and behavioral motivations towards engagement Reviewed and summarized existing research studies and internal data New analyses on existing data currently in progress to explore new hypotheses Develop case examples of other universities and fundraising organizations that illustrate a best-inclass capabilities in Advancement or engagement 9

10 Project Timeline Discovery Phase in progress December January February March April May June July Finals Winter Break Finals Spring Break Finals Summer Break Project Launch FINAL DELIVERABLE Xmas QUALITATIVE RESEARCH & ANALYSIS QUALITATIVE MESSAGE TESTING Xmas QUANTITATIVE ANALYSIS & SEGMENTATION QUANTITATIVE MESSAGE TESTING Xmas INTERNAL ASSESSMENT & LANDSCAPE ANALYSIS BRAND DEVELOPMENT & STRATEGY STRATEGIC PLANNING ORG DATA GATHERING & ANALYTICS 10

11 Project Team Structure The Ohio State University STEERING COMMITTEE Joseph Alutto Melinda Church G. Gilbert Cloyd, Chair Philip Duncan Christopher A. Ito Jeff Kaplan Linda Kass Kathleen McCutcheon Sharen Turney Kate Wolford Edelman Consulting ENGAGEMENT MANAGER Ivy Grant EXECUTIVE LEADS Michael Kuczkowski Alan VanderMolen RESEARCH BRAND DEVELOPMENT ORGANIZATIONAL ALIGNMENT STRATEGIC PLANNING LEAD: Kat Lam LEAD: Craig Bamsey LEAD: Ivy Grant LEAD: David Garrison 11

12 Project Next Steps COMPLETE DISCOVERY PHASE Continue internal interviews to confirm understanding of organizational strengths and weaknesses Partner with external research firm to design supplemental quantitative research to support our understanding of behavioral and motivational triggers of engagement and giving Analyze existing campaign data to understand performance of current development activities Work with Steering Committee to develop a structured internal communication plan LAUNCH DEVELOPMENT PHASE Propose and test organizational models which will address the gaps in strategy, structure and process Develop core brand positioning, messaging and equity statement, leveraging the qualitative and quantitative insights 12