University Advancement · 2020-08-02 · August 2015. 459.04: Advancement Services support staff...

University Advancement

Increase private investment in Northern Kentucky University.

of 27Friday, March 16, 2018

Develop university-wide fundraising priorities in alignment with NKU strategic and implementation plans.

Begin in 2014-15458 5.2a

2016-17 Progress Narrative

Conducted annual review of fundraising priorities, leadership annual and major gift prospects in pipeline, and prior 3 fiscal year giving data with deans to inform 2017-18 fundraising goals. Three of the six colleges exceeded their 2016-17 annual goals with the College of Informatics more than doubling their goal. Potential prospects are in assessment and cultivation for various naming opportunities within the Health Innovation Center under construction. Scholarship and programmatic support continue to be fundraising priorities across all the colleges and university-wide.

Throughout FY2017 an emphasis was placed on strengthening social media messaging to include an emphasis on giving and the impact of philanthropic support. Calendar and fiscal year end emails sent to alumni, donors and friends of the university included giving impact in the case for support. This strategy helped to secure an increase of 17% in the donor base in FY17 over FY16.

The University's Gift Acceptance Policy and Naming Policy provide guidance on endowment minimums and naming opportunities. Gift naming opportunities associated with the Institute for Health Informatics and Center for Health Innovations were developed. The University Naming Committee reviewed and approved 15 naming opportunities during the fiscal year.

Under Way OngoingCompletedNot Started

458.01-03.- DAR- All Deans in conjunction with Provost, President and fundraising staff have submitted fundraising priorities for respective units. These priorities are being shared with external constinuents through feasibility study. The priorities will be reviewed and revised based on feedback from feasbility study. Feasbilty study currently being finalized that will provide feedback from external constinuents.

458.04-06 DAR- Currently working with facilities and academic leadership to finalize naming for HIC. Those guidelines will be used university wide. Donor relations has begun naming audit.

458.07- Annual goals for each fundraising unit have been confirmed for FY 17.

458.08- Hired a Coordiator of Strategic Initiatives to work closely with M&C to ensure giving messages exist in external communications. Giving links were added to electronic communication and in alumni magazine. Currently creating adaptable take along materials for fundraising team.

458.05 Donor Relations: A campus audit of all named spaces has been completed. Am working with Campus Planning, President's Office, and Naming Committee to identify when the naming occurred and what purpose does the name serve (i.e. gift recognition, recognition for service to the university,



memorial recognition, etc.)

458.07 Adv. Services: Prospect capacity charts by college were developed for each of the colleges by major gift capacity ranges beginning at $25K; three year fundraising averages by annual giving/major giving by college were developed for use in informing fundraising goals.

458.01 - Dev & Alumni Relations: We have begun the process of developing university wide fundraising priorities by engaging the Deans and other senior leadership in discussions about goals and priorities for their respective areas. We have conducted training to help our leadership through this process. We have raised our major gift level from $10,000 to $25,000 and have begun to establish university naming guidelines. We will meet with all Deans/Directors by August 15th to establish an annual goal for their respective area.

458.01 - Adv. Services: Comparison reports for FY13-15 detailing private gifts by college and prospect pools will be shared with each of the Deans in August 2015 preparation for assisting with development of fundraising priorities.

458.04 - Adv. Services: A university Gift Acceptance policy establishing suggested minimum endowment gift levels was adopted by the Board of Regents in March, 2015.


458.01 Create training and discussion opportunities to work with deans, faculty, staff and development officers to develop funding priorities.

458.02 Gather feedback from external constituents on priorities.

458.03 Finalize priorities with President and Provost.

458.04 Develop university naming guidelines and endowment minimums in coordination with fundraising priorities.

458.05 Conduct facility naming audit.

458.06 Develop naming guidelines and policies for physical space, colleges, departments, centers, institutes, and programs.

458.07 Develop annual fundraising goals for each unit based on current prospect capacity data, three year rolling averages, and unit priorities.

458.08 Align and enhance all external communications to capture philanthropic priorities and impact of giving to the greater community.


Assess fundraising capacity through benchmarking and other analysis. Make investments as necessary to reach goals.

Begin in 2014-15459 5.1d, 5.3b, 5.4c


A campaign feasibility study conducted by Bentz Whaley Flessner and presented in July 2016 noted that the average of the top ten commitments was $2.3 million and that five of these 10 included CPE matching funds. Further, the report indicated that a good percentage of living alumni have not yet reached their peak earning years. However the report also pointed out that there are opportunities to take better advantage of relationships with companies hiring NKU graduates and to focus major gift portfolios on higher capacity prospects. Hiring processes were initiated to support an engagement and cultivation position targeting corporations and a hire is expected in FY2018.

As a strategy to address the alleviation of budget constraints for University Advancement, leadership explored the migration of University Advancement personnel to the NKU Foundation, Inc. While not pursued for FY2018, the option will continue to be explored to alleviate university budget constraints.

Online giving continues to expand, @ 25 giving pages are active and honor/memorial giving pages are created as needed.

Other personnel investments within the division to enhance fundraising capacity included creation of an Ass't Dir. of Donor Engagement to facilitate development and implementation of annual stewardship plans for the university's most significant donors (to be hired in FY2018), and the re-alignment of the Coordinator Strategic Initiatives position to a manager role for the comprehensive campaign.

University Advancement staff participated in webinar opportunities from Educational Advisory Board, Blackbaud, AlumniFinder, LiveAlumni, CASE and numerous other vendors associated with fundraising products and services.


459.01-05- DAR- We have created and hired two assistant directors of development with a focus on the discovery of new prospects; Hired a new Director of Annual Giving to focus on growing our alumni donor pipeline - including strategies for donor acquisition, donor retention and increasing our average annual gift. We have created and hired a Coordinator for Strategic Initiatives- whose role is to develop external communications, coordinate with colleagues across campus on giving messages, manage the timelines and project coordination for events/communications etc; Major gift team have been part of a planned giving training and a solicitation role play training. We are planning another benchmarking site visit for late 2016. All fundraising staff have performance metrics which include visits, qualification of new prospects, and dollar goals. Those metrics are tracked in weekly meetings. A monthly update on dollars raised and gift officer visits are shared with Deans/Directors and other Academic leadership monthly.



459.03: New major gift officer hires included: Director of Development, College of Health Professions, and Director of Development, Haile/US Bank College of Business, January 2016; Assistant Directors of Development (2) March and June, 2016, Director Annual Giving, February 2016. New support positions included: Dir. Strategic Initiatives, November 2015; Coordinator, Donor Relations, August 2015.

459.04: Advancement Services support staff participated in extensive online training sessions related to migration of information database to cloud servers and planning for conversion to Raiser's Edge NXT upgrade. The NXT upgrade is planned for the 1st quarter of FY17 and will display work center information for gift officers to facilitate better management of their gift prospects.

459.06: To date, 27 online giving pages are active. As the web re-design project moves forward, external resources will be explored to enhance online giving sites to accommodate multiple mobile devices.

459.01; 459.04 - Dev & Alumni Relations: We integrated Alumni and Development through new management structure and moved our alumni staff to our central office. Alumni and Development work closely every day to achieve shared goals and establish better efficiencies in our work. We have solidified performance metrics to evaluate and hold gift officers accountable. We have invested in training for gift officers - Advancement resources, EAB, CASE webinars. We have hired 4 new positions: one in A&S; one in COEHS; one in COI and a discovery officer who is responsible for identifying new prospects.

459.04 - Adv. Services: An Advancement Services staff member attended the fall 2014 Blackbaud annual conference to learn about changes in the university's fundraising software. Other staff participated in numerous webinars re Raiser's Edge, OMatic, and ResearchPoint software, participated in EAB webinars and the university's online training sessions and the Strength Finding program.

459.05 - Adv. Services: Adv. Services developed database reports to track development metrics from the Raiser's Edge System. In FY16, a new version of Raiser's Edge will be implemented which will enable metrics to be displayed in dashboard views customized for end users.

459.06 - Adv. Services: Adv. Services staff developed multiple online giving and registration pages to facilitate alumni and development initiatives. A crowdfunding platform was adopted and implemented in FY2015. In FY2016, EFT transactions will be explored.


459.01 Develop and implement a structure to support the increased need for private support.


459.02 Develop potential funding models to support investments.

459.03 Recruit and hire top talent for units with fundraising capacity.

459.04 Provide resources including ongoing training and professional development opportunities for all fundraising staff.

459.05 Develop performance metrics for evaluation and accountability for development staff.

459.06 Increase our annual donor base by enhancing our giving resources tools (mobile giving, pay pal etc.).


Work closely with Advancement Services, Alumni Programs and other university leadership to increase prospect pool and create efficiencies in reporting and prospect management tools.

Begin in 2014-15460 5.3b, 5.4c, 5.4d, 5.4f


The launch to Blackbaud's enhanced view of Raiser's Edge data, NXT, was launched in January 2017 after an intensive and aggressive migration schedule was completed. The alignment of prospect management and engagement data enables real-time major gift metric reporting that informs movement within leadership annual giving and major gift prospect pools. Additionally, a data analytics tool, Affluence, was secured from Blackbaud that enables comparison of NKU Raiser's Edge constituents with over 200 million US consumers and a comprehensive data set of non-profit organizations to help differentiate good donor prospects from bad ones. These new data elements will be analyzed in more detail in FY2018 and used to inform leadership annual giving and potential major gift prospects. Finally, data and web-based services were secured from LiveAlumni enabling the university to capture information from LinkedIn regarding constituents associating themselves with NKU. Completion of data analysis to match returned constituents from LinkedIn data with Raiser's Edge constituents is underway and will be completed in FY18. This service also provides the advancement team and other university partners with search capabilities of LinkedIN data to further inform biographical and employment changes for university alumni, donors and friends from LinkedIn data.

Marketing & Communications produces 'NKU in the News' weekly and distributes among the university community. Similarly, the prospect research staff share google alerts with development and alumni staff to facilitate engagement. Through a hosted email service, University Advancement shares current updates on college and university happenings, achievements and planned initiatives via branded enesletters, Marketing & Communication staff push university engagement opportunities and information out through social media venues. A digital media specialist was hired in Alumni Programs to facilitate these efforts.

During FY2017, 40 alumni, donor and friend events were organized and managed by the Advancement team. These events facilitated prospect cultivation, stewardship, and identification.


460.01- DAR- prospect research team meets monthly with assigned gift officers. Prospect researchers have been sharing suspects in groups of 10-20 and providing a 30 day time frame for gift officers to follow up and determine prospect. 460.02- We have involved faculty in alumni receptions and corporate events throughout the year. 460.03- With staffing and volunteer changes in Alumni Programs we are reviewing all events and assessing effectiveness to determine if they will continue.

460.01 and 460.02: Through May, 2016, 362 new major gift suspects were identified by the research



team and 576 bios and alerts were distributed to fundraising staff.

460.04: New gift officers were trained in the prospect management guide and corresponding data entry requirements to maintain the prospect management system. With the implementation of Raiser's Edge NXT fundraiser view, key data to inform movement of prospects through to gift receipt will be much more transparent.

460.01; 460.03 - Dev & Alumni Relations: We have begun to better integrate Alumni and Development by sharing our objectives, finding alignment & creating better engagement opportunities through central or college activities. We created a prospect management system and developed better reporting capabilities. All prospect researchers are meeting monthly with assigned gift officers.

460.01 - Adv. Services: Prospect Analysts have developed major gift suspect lists of @ 100 constituents for each of the colleges based on wealth capacity ratings and affinity to NKU scores. The analyst developed the affinity score models from engagement data tracked in Raiser's Edge. These ratings and scores have been added to Raiser's Edge for ease of access by gift officers. Prospect analyst meet with gift officers are on a regular basis to review their prospect research needs.

460.02 - Adv. Services: Prospect Analysts prepare weekly action reports and alerts re NKU alumni and donor and distribute to gift officers. Spreadsheets of relevant data pulled from Raiser's Edge are shared with university leadership and gift officers prior to alumni/donor engagement activities.

460.03 - Adv. Services: Data pulled routinely upon request to inform prospect potential of draft event invitation lists.

460.04 - Adv. Services: The Raiser's Edge database was configured to meet Development's prospect management information needs. The Prospect Management Guideline was significantly revised in June to align with current fundraising processes and information needs


460.01 In collaboration with Advancement Services, utilize data analytics to grow pipeline and develop new tools to proactively identify new prospects.

460.02 Provide faculty and staff the resources to share leads and make introductions to alumni and potential prospects; create recognition opportunities for the faculty and staff that participate.

460.03 Align alumni events and resources to best identify new prospects for development staff.

460.04 Develop a collaborative and effective prospect management system that coordinates efforts and promotes donor engagement throughout the university.


Plan and implement a fundraising campaign focused on capacity building and meeting priorities established in division and unit strategic plans.

Defer to a later year

461


A campaign feasibility study report was issued by Bentz Whaley Flessner in July 2016. The report included a public campaign goal recommendation between $50M and $75M to be conducted over a seven year timeframe beginning in FY15. Univ. Adv. is moving forward with a working goal of $60 million. An Executive summary of the report was shared with Advancement staff, the Board of Regents and the NKU Foundation Board.

In July 2017 the 13 member Campaign Leadership Committee was finalized and cultivation for leadership campaign gifts was initiated.

A Gantt chart detailing critical campaign progress milestones was developed and is being monitored through bi-monthly meetings of the Advancement Leadership team.

As of August 31, 2017 $27,502,753 was raised in support of campaign fundraising priorities.


461.01: Data extracts and information survey responses were completed and shared with the university's campaign feasibility consultant.



461.01 Conduct campaign feasibility study.

461.02 Develop campaign timeline and goals.

461.03 Launch the silent phase of a campaign.

461.04 Launch the public phase of a campaign.

Increase awareness of NKU and become a top brand in the region.


Develop and execute an integrated brand campaign that supports overall awareness, interest, trial, and perception of NKU.

Begin in 2014-15462 5.5a


During the 2016-17 assessment cycle there was a leadership transition with Marketing and Communications. Subsequently, there was also a new vision or re-imaging of the work being done by this business unit. As such, the objectives were re-evaluated and modified for the start of the 2017-2018 planning cycle.


462.01 - This particular tactic has had a delayed start due to budget and resource allocation; however, it picked up steam in June 2016 and will continue into FY2017. A key list of high schools targeted for growth will be identified by Admissions and we will work with them to evaluate and track grassroots opportunities.

462.02, 462.03, 462.04 are all complete and will continue in FY2017.

M+C: The spring campaign supported undergraduate and graduate yield. It introduced a digital advertising presence we had not previously had. We will measure our results through a research study performed later this year.The 2015-16 campaign will be a new approach for NKU by focusing on digital and outdoor, using creative, relevant messaging to drive results.



462.01 Working with Enrollment Management and other university partners, create and implement an integrated marketing and communications strategy specific to high schools in targeted growth areas.

462.02 Utilize a media buying specialist or partner agency to evaluate and support strategic, targeted media buying with measurable outcomes and performance evaluation measurements.

462.03 Develop and implement a media flowchart that tracks, plans, and communicates the NKU advertising reach.

462.04 Increase online advertising reflective of the search trends of our target market.


Monitor and evaluate success and effectiveness of marketing plans and advertising campaigns against goals.

Begin in 2014-15463 5.3b, 5.4c, 5.4d


During the 2016-17 assessment cycle there was a leadership transition with Marketing and Communications. Subsequently, there was also a new vision or re-imaging of the work being done by this business unit. As such, the objectives were re-evaluated and modified for the start of the 2017-2018 planning cycle.


463.01: In 2015-16, Google AdWords produced 279 "Visit NKU" completions, 752 quality phone calls (longer than :60 seconds), 23 Masters applications completed, and 63 undergraduate applications completed. Top performing key words include the words "visit", "tour", "admissions" used in conjunction with "NKU" and "Northern Kentucky University." These results are considerably higher than prior year.

In addition, our support of the Campus Recreation Center resulted in an ROI of $37,000 against a spend of $500 (social media advertising alone).

463.02: We continue to share our story through Marketing & Communications Collaborative meetings, presentations before Executive Team, Academic Affairs Council, NKU Foundation, a COB leadership meeting, and various other opportunities.

M+C: The spring campaign performed well, driving more than 60 new visits to "Norse Days" and more than 15 graduate school applications completed. We are working through IT challenges to "following" raised hands from the impression to confirmation. Winter session enrollment was up 30% from prior year.



463.01 Develop and implement tools for measuring the success of our efforts.

463.02 Communicate regularly with the campus community regarding efforts and results.


Improve licensing partnership and opportunities. Begin in 2014-15464 5.5a


This item was completed during the 2015-16 planning cycle.


We have added another Rally House location (Florence Mall), in addition to Collegiate Tartan. We are also still pursuing Sports Depot (Newport).

M+C: Three new locations/businesses have agreed to place their first orders (Rally House in Crestview Hills, Walgreens on Alexandria Pike, and CVG).



464.01 Increase our retail presence by 5%.

Engage, educate, and inspire each constituent group, using the right message, for the right person, at the right time, to create ambassadors for NKU.

Begin in 2014-15465 5.5a, 5.5b, 5.5c


Collaboration between the Marketing and Communication team and university stakeholders, both internal and external, resulted in an advocacy campaign, Invest in Success, to end the historical disparity in state funding for NKU. The campaign saw 7,000 messages sent by over 1,500 individuals to Kentucky legislators advocating for adoption of a performance based funding model for higher education. As a result of the campaign's success, a performance based funding model was adopted and the General Assembly appropriated one-half of a $10.2 million funding disparity to NKU. collaborative efforts continue to secure the remaining $5.1 million in funding disparity.


We have made great strides in terms of internal communication procedures, including one campus calendar, ThisWeek, In The News and streamlining e-newsletters across the University.

M+C: An initial presentation outlining this effort was shared at the Marketing & Communications Collaborative in June. We have also introduced and are executing a Presidential communications plan that supports this effort.



465.01 Working in conjunction with other University departments, align and coordinate key messages and frequency of communication to alumni, donors, current and prospective students, parents, legislators and the general public.


Develop and implement a University Promise that is our intentional focus on how we want everyone – our students, alumni, donors, and each other – to feel, understanding that the experience people have with us is ultimately our brand.

Begin in 2014-15466 5.5a, 5.5b, 5.5c


This objective was completed in the 2015-16 planning cycle.


This has been introduced and incorporated into the New Employee Welcome. It is also used by the President and Provost during high visibility campus community speeches, including convocation.

M+C: This has been both developed and introduced. It was introduced at the January 2015 convocation and it was reviewed again at the Staff Development Day event in June 2015. It will be incorporated into the New Employee Welcome event.



466.01

Increase on campus exposure, measured by an increase in attendance at scheduled events.

Begin in 2014-15467 1.4b, 1.4d, 1.4e, 5.4d, 5.4f, 5.5a


While this objective was completed in the 2015-16 planning cycle, promotional support of events particularly social media support is provided to numerous university units on an ongoing basis.


SOTA and athletics both increased attendance at their events this year. We also had several events that sold out (i.e. planetarium Valentine's day event) and/or did better than last year (business week). We were highly involved with the successful Sam Quinones event, which produced better results than anticipated in terms of attendance and engagement.

M+C: We are creating a one-stop calendar for the University which should help this effort dramatically. Our marketing managers are also becoming part of the event creation/promotion process within their colleges and we'll be able to influence these decisions and their outcomes.



467.01 Working with the appropriate program owners, develop, execute, and/or support an integrated marketing and communications plan to support attendance at various campus events, including (but not limited to): athletic, arts, and theatre events.

Build a culture of philanthropy at Northern Kentucky University.


Create an effective participatory model for development that includes training for all university faculty and staff.

Defer to a later year

468


Capital campaign counsel to provide training to selected faculty, chairs and Deans regarding fundraising strategies and tactics in Fall 2017. Case statement materials and other fundraising support materials are in development; individual donor proposals are prepared as needed. Deans and dept. heads are provided draft acknowledgment communications for major gifts of support on a weekly basis.




468.01 Host roundtables with University Leadership including Provost and Deans to discuss fundraising challenges, prospect strategy discussion, and assessment of program effectiveness.

468.02 Create resources for faculty chairs on fundraising (sample acknowledgements, case statements, questions to ask donors, building an effective prospect strategy).

468.03 Create opportunities for faculty and staff to engage prospects and donors with projects of interest.


Increase Faculty and Staff participation in the annual campus campaign. Begin in 2014-15469 5.2b


The university underwent a reduction in FTE immediately prior to the start of FY2017 to address a 4% budget reduction. In this fiscally constrained environment, faculty and staff were provided general information and reminders regarding annual giving.

As university web sites were re-designed, "give" buttons were added to home pages and stories of how donations impact the lives of NKU students were shared.


DAR - With the hire of a new Director of Annual Giving we are in the process of evaluating our F/S annual campus campaign process. Currently conducting benchmarking research with peer institutions. Planning to launch campus wide marketing in FY 17 to communicate impact of f/s giving and building a culture of philanthropy. Developing a plan to implement a "Day of Giving" to provide internal and exeternal constituents and opportunity to support NKU. Previously, faculty and staff giving through payroll deductions ceased at the conclusion of a fiscal year. In 2015/16 we implemented ongoing payroll deductions for F/S donors that continue until the donor requests it to cease.

496.01 - Dev & Alumni Relations: We are currently looking at the present process and working with Marketing and Communications and other campus stakeholders to update the procedure. Possibly looking at having volunteers to enhance the giving process.



469.01 Engage more of the campus community through increased marketing on impact of giving.

469.02 Provide incentives across campus community.


Work closely with University Marketing and Communications to align giving messaging across University.

Begin in 2014-15470 5.2b


A new position, Digital and Social Media Specialist, Alumni Programs & Councils, was established to facilitate and expand messaging to alumni including the impact of gifts from alumni and other donors to the university. This position works closely with digital media specialists in Marketing & Communications as well as with brand managers to incorporate giving messages as appropriate.

As university web sites are re-designed, "give" buttons are added in prominent locations and stories related to the particular unit sharing how donations impact the lives of NKU students were added.


DAR 470.01- Coordinator of Strategic Initiatives is working closely with M&C to add giving messaging where appropriate throughout campus publications. Examples include: enewsletters, NKU magazine, website updates to reflect more prominent giving, addition of stories in Inside NKU that reflect donor impact and highlight scholarship recipients. 470.02- Director of Annual giving and Coordinator of Strategic initiatives position are collaborating to increase awareness about crowdfunding projects (IMPACT NKU); working with M&C to make philanthropy messaging more prominent. Working closely with gift officers, M&C and Donor relations to highlight stories about the impact of giving in internal and external communication. M+C 470.01: Giving messages have been added to the NKU magazine (both print and app versions).

470.02 - M+C: We have added some donor impact stories to Inside NKU.



470.01 Add giving message to all university publications.

470.02 Better communicate the impact of philanthropy across campus.


Increase student giving. Begin in 2014-15471 5.2b


Opportunities to expand the Senior Challenge program continue to be explored. The paver and commencement recognition programs continue to bring in a large percentage of Senior Challenge gifts. The Parent Association holds an annual fundraiser in support of a scholarship.


Created more efficiencies with our Senior Challenge fundraising program. Create a parent giving program that is incorporated into the senior challenge. Exploring opportunities to provide incentives to participants to increase giving. Increase projects of crowdfunding platform (IMPACT NKU) to better align with student interest. Develop a strong marketing plan that will increase awareness and drive new revenue from students.

471.01 - Dev & Alumni Relations: Senior Challenge - continue to highlight and grow this annual giving program. Look at other ways / initiatives to increase student giving - perhaps through crowdfunding and projects.



471.01 Work with Student Affairs and Academic Affairs to develop program opportunities to educate student population about the importance of philanthropy.

Improve the effectiveness and efficiency of marketing and communications.

Develop, present and implement a new department structure to support the rapidly changing needs of the University while being good stewards of our resources.

Begin in 2014-15472 5.1b, 5.1d, 5.3b, 5.3c


While this objective was met during the 2014-15 planning cycle, a change in key leadership positions across the division has prompted review of departmental structures. These will be explored more fully in FY2017-18.


The 2014-15 progress update indicated this item as completed. No additional narrative is required, but can be added at your discretion.

472.01 - M+C: The restructure process is complete. We continue to seek ways to provide tools, training and development opportunities for the Marketing & Communications staff. The department renovation is scheduled to begin in August 2015.



472.01 Renovate and update the Marketing & Communications space to accommodate growth and provide space for creativity and interaction.


472.02 Provide tools, training, and development opportunities for all Marketing & Communications staff.

Create alignment in messaging, visual identity and more. Begin in 2014-15473 5.4f, 5.5a


This objective was met during the 2015-16 planning cycle.


Visual and verbal identity guidelines have been rolled out and version 2.0 will be coming soon. Athletics guidelines were introduced during spring 2016.

M+C: We are meeting monthly to convene the marketing and communications collaborative. More than 65 people attend each session. Visual and verbal guidelines continue to be updated as needed. LaineGabriel was chosen (through an RFP process) as our agency support. The Promise was introduced at the January 2015 convocation and reinforced at the June 2015 Staff Development Day.



473.01 Convene a monthly meeting of the Marketing & Communications Collaborative (MCC), a group made up of everyone at NKU that plays a role in Marketing & Communications.

473.02 Develop and implement visual and verbal guidelines that permeate throughout the University.

473.03 Partner with external design agencies to accommodate overflow work.

473.04 Provide training on social media, media relations, etc to the MCC group.

473.05 Create an internal and external editorial calendar to allow for proactive planning for at least 70% of the Marketing & Communications workload that supports the strategic plan.

473.06 In partnership with Institutional Effectiveness and Human Resources, develop and execute a learning plan to educate and inspire each employee of the University on the Promise.


Clearly define and articulate the role of Marketing & Communications. Begin in 2014-15474 5.4f, 5.5a, 5.5b


During the 2016-17 assessment cycle there was a leadership transition within Marketing & Communications. Subsequently, there was also a new vision or re-imaging of the work being done by this business unit. As such, the objectives are being re-evaluated and modified for the 2017-18 planning cycle.


This effort is ongoing as we convene the Marketing & Communications Collaborative and continue to introduce new (and easy) processes for interacting with our services.

M+C: Meetings with leadership of each college and functional area have been held to discuss changes within Marketing & Communications. Information on the Mar Comm website will be updated / created that will help clarify roles and support for our partners across campus. A standard template is being used for marketing and communications plans. "NKU In the News" launched in July 2015 and is sent each Friday.



474.01 Communicate new structure and partnership with University leaders.

474.02 Create a go-to manual to be housed online that clearly defines expectations, roles, and what support looks like for our various constituents.

474.03 Introduce and implement a standard Marketing & Communications plan template that addresses cross-functional responsibilities and departments all contributing to one project.

474.04 Develop and implement a regular communication with NKU news coverage for the prior period, as well as upcoming stories that are in the pipeline.


Develop University policies for Marketing & Communications. Begin in 2014-15475 5.4a


During the 2016-17 assessment cycle there was a leadership transition within Marketing & Communications. Subsequently, there was also a new vision or re-imaging of the work being done by this business unit. As such, the objectives are being re-evaluated and modified for the 2017-18 planning cycle.


The Social Media policy/procedure and strategy was delayed due to outstanding questions requiring input from other departments. We hope to implement in 2016 (fall/winter).

475.02: This was delayed due to budget restrictions. It will occur in 2016-17.

M+C: Photo/video release policies are being updated now with input from legal. Media Relations policies are being created and training is being planned. Social media strategy is being pulled together now, in conjunction with (internal and external) communications leaders.



475.01 Develop and implement photo/video release policies.

475.02 Develop and implement Media Relations policies and appropriate training for key leaders.

475.03 Develop, implement, and expand social media policies and guidelines, and offer appropriate training to University constituents as needed/warranted.

475.04 Develop and implement internal communications policies.

Engage more individuals in opportunities that increase awareness of NKU, increases the need and impact for private support and/or create meaningfu


Better steward our donors through opportunities that demonstrate the impact their private investment has made at NKU.

Begin in 2014-15476 1.4e, 5.5c


230 endowment reports detailing how endowment proceeds were used were shared with the funds' donors. Letters from student recipients of donor funded scholarships were distributed in personalized folders, many of which were hand-delivered by gift officers. Luncheons for scholarship donors and their recipients were organized based on donor availability and interest.

Plans for 50th anniversary events in 2018, including a Founders Day celebration and alumni awards celebration, feature donor impact stories.

The president hosted leadership annual donors, major gift donors, governing and advisory board members in the presidential suite for four NKU basketball games and various selected BB&T arena events.


476.03- DAR- working closely to ensure impact is in annual endowment reports and comprehensive donor stewarship reports.

476.04 DAR- Working with Donor relations to evaluate and redefine giving levels and benefits for donor recognition societies. This includes creating new marketing materials and process that will develop affinity and retain donors. The assistant directors of development will provide one on one stewarship to current and new donors.

Donor Relations: 1. We've improved the scholarship thank you letter procedures including the collection of letters from recipients and the distribution of letters todonors. This year we will include recipients' contact information, if permission is provided at the time of scholarship acceptance, to encourage donor interaction with student recipients.2. We're working with Annual Fund Director to review and redefine the recognition societies to better define benefits for each group which will result in targeted stewardship efforts.3.Identify experiences/events that will engage donors and alumni: We are revamping the annual THANKU event to target top donors at $10,000 plus lifetime giving levels. Will work with Annual Fund Director to identify an event/experience for the President's Society and lifetime donors under the $10,000 threshold.

476.01: Reports detailing donors that support annual scholarships were developed to inform Donor Relations and guide annual communications regarding gifts to renew the scholarships and information that details the number of students impacted by donor-funded scholarships.



476.04: The university's Heritage Society honoring donors who have or plan to make planned gifts was reviewed in detailed and changes made to membership tracking making these donors more transparent in Raiser's Edge.

476.01 - Adv. Services: Adv. Services tracks several donor groups who have been targeted for stewardship: President's Society, Heritage Society, Loyal Donors, Go Norse athletic donors. The count and demographics of each group helps inform stewardship strategies.

476.04 - Adv. Services: Reports detailing donors based upon the university's current giving societies is pulled each year; additional reporting is available to inform emerging donor groups for recognition/stewardship.

Donor Relations: In the process of:Improving the scholarship thank you letter procedures including the collection of letters from recipients and the distribution of letters to donors. Working with Marketing + Communications to improve the lifetime donor impact reports incorporating university branding. Reviewing and redefining the recognition societies to better define benefits for each group which will result in targeted stewardship efforts. Identifying experiences/events that will engage donors and alumni.


476.01 Donor Relations will work with Development and Advancement Services to annually identify groups of donors for targeted stewardship – identify specialized reports that guide decision making.

476.02 Donor Relations in coordination with University and academic leadership will identify annual opportunities to engage donors with areas that private support has made an impact and/or is critical to the growth and success of other programs.

476.03 Donor Relations in collaboration with Development and Marketing and Communications will develop a suite of communication tools and opportunities to celebrate and recognize our donors and the impact of their investment.

476.04 Donor Relations in coordination with Development, Advancement Services, and academic leadership will assess and determine appropriate university giving recognition societies and implement those recommendations.


Create personalized engagement opportunities for alumni to support student success.

Begin in 2014-15477 1.4e, 5.5c


Those strategies that proved effective in 2015-16 were continued in 2016-17 including aligning the alumni awards celebration with NKU Homecoming solidifying the event as the alumni association's signature event. Planning is underway to align the 2017-18 alumni awards celebration as the kick-off event for the university's 50th anniversary. The Young Alumni Society, Black Alumni Society and college alumni councils continue to explore opportunities to engage alumni in support and recruitment efforts. Events included: Chemistry Senior Award Banquet, Business Week Alumni Awards, Rock Your Profile, Senior Awards Luncheon, and Young Alumni Happy Hour for New Graduates.


477.02, 03- Restructured alumni awards to align with Homecoming activities and events. Began to brand as alumni weekend. Continue to focus on this event becoming a signature alumni association event. This year we utilized alumni donors for annual events such as ThankNKU week (provides mentoring opportunities for students), alumni participation in Business Week, alumni board were involved in awarding of scholarships for Paul J. Sipes University Award and alumni family scholarship. Our alumni councils hosted events such as Norse Dash and Black and Gold Safari which raised funds to support students at NKU. Recruited alumni to present at area high schools, created a Black Alumni Council, aligned Norse Notes with an alumni event to ensure alumni have personal connection with prospective students. Admissions and Graduate Programs are present at alumni and corporate engagement events to distribute information. Annual retreat for all alumni volunteers to train and develop plan for working with career services and admissions. 477.04- DAR Incorporated a hashtag of NKU alumni for use on instagram and twitter. Had over 200 people post on Instagram to share memories and photos from graduation. Creating more opportunities to interact with alumni through social media by providing "teasers" "giveaways" and "incentives" .

477.04: The prospect research team is more fully utilizing information obtained from alumni who join the university's official LinkedIn group record. This information generally includes employment information, enabling the university to identify local employers who have a core group of NKU alumni employees. Alumni Programs continues to reach out to these employers as a strategy to re-engage them in the life of the university.

Dev & Alumni Relations: We are conducting a volunteer retreat for all 100 members of our alumni boards and councils. This retreat will better train, communicate and engage our volunteers in NKU's mission and strategic goals. We will have a second Director of Engagement to help in this endeavor of alumni engagement.




477.04 - Adv. Services: Adv. Services maintains email addresses for alumni and donors. An annual service and continual updates based on email responses are used to maintain accuracy of the contact information.

477.01 Organize alumni affairs to better support increased engagement and giving opportunities for alumni.

477.02 Work with Admissions and Enrollment Management to develop opportunities for alumni to support enrollment and retention.

477.03 Work with Career Services and identified academic units to create opportunities for alumni to support career readiness for students.

477.04 Collect social media information on alumni and donors for incorporation into communication strategies, as applicable/appropriate.

Increase and promote NKU pride for all stakeholders in order to develop loyalty, engagement and stewardship opportunities.

Begin in 2014-15478 5.5a, 5.5b, 5.5c


An official design to brand the university's 50th Anniversary has been completed. Extensive planning in 2016-17 was initiated to develop messaging, branded merchandise and signature events related to the 50th Anniversary.


478.01: We are introducing an NKU tartan, in addition to SpiritDays. We will also be updating the banners/elevators on campus during fall 2016.

Marketing & Communications has assumed responsibility for creative on banners, elevators, kiosks and most digital signs. We have partnered with the city of Highland Heights to post exterior banners for NKU in high traffic areas. We are working our plan to “norse-ify” area businesses and have seen early success (Skyline Tavern). Much of this work will be done in 2015-16.



478.01 Introduce NKU traditions, including new events such as: Founders’ Day, Sibling Weekend, Professor Recognition, Reunions/Major Keynote Speaker

478.02 Develop and implement a strategy for incorporating the brand elements into the physical environment on campus.

Expand and increase the Raiser’s Edge and its ability to provide comprehensive information on external constituents for effective decision making for t


Identify data maintained in other university information systems that relate to alumni, donor, and prospective donor engagement with the university (i.e., donors, alumni, employers, recruiters, ticket holders, vendors, parents).

Begin in 2014-15479 5.4c, 5.4d, 5.4f


Data exports for 2016-17 were obtained from Athletics and records updated in Raiser's Edge. A vendor was contracted to provide an extract of data from LinkedIn for any individual affiliated with NKU. An analysis of this data against Raiser's Edge to match constituents and then update records accordingly is ongoing. A review of past student government presidents was cross-referenced with Raiser's Edge data.


Collaboration with IT ongoing to identify student athlete participation by sport now being maintained in SAP so that it can be included in the NKU graduate file interface. Currently, this data came is generated from an athletics provided data file.

Collaboration is ongoing with IT to identify spouse and relationship information maintained in SAP student records so that an initial extract and then an ongoing interface can be developed for upload to Raiser's Edge.

Additional information systems other than SAP that include alumni/friend/donor information identified to date include: OrgSync (student engagement) and the NKU LinkedIn record.

Adv. Services: To date, Advancement Services has identified seven significant information systems that track information on alumni and donors. These include: Norse Athletics, Parents Association, WNKU, Campus Recreation, Fine Arts ticketing, University Connections, and Career Services. Numerous academic departments maintain spreadsheets of their alumni. Parent Association and Norse Athletic data have been analyzed in detail.



479.01 Secure a list of third party information systems and a description of the data maintained in them from Information Technology.

479.02 Survey university departments to learn what data they maintain in Excel/Access and/or other information systems that relate to external constituents.

479.03 Compile a comprehensive listing of information systems on campus that relate to alumni, donor, and prospective donor engagement with the university.

479.04 Analyze data from other university information systems and determine those data elements that can be appropriately recorded in Raiser’s Edge.


Develop a plan to prioritize, transfer and test the transfer of appropriate data from other university information systems to Raiser’s Edge on a regular basis.

Begin in 2014-15480 5.3b, 5.4c, 5.4d, 5.4f


Advancement Services implements regular processes and collaborates with University Development and Alumni Programs & Councils to determine additional data sets of relevance to alumni/donor engagement and cultivation strategies.


Advancement Services has regular processes and resources in place to maintain the integrity of contact information for constituents (alumni, donors, prospective donors, advocacy & engagement partners) enabling effective communication and engagement strategies to be implemented. During FY16, 5,753 constituent records were updated utilizing information from National Change of Address from US Postal Service; 5,014 constituent records were updated via a phone append service, and 6,191 searches to learn relationship and contact information were conducted using LexisNexis database search services.

During FY2016, Advancement Services staff facilitated the distribution of 224 electronic messages, an average of 4 per week, to targeted audiences (alumni, donor, prospective donors, advocacy and engagement partners) during FY2016.

Advancement Services continues to collaborate with IT to enhance student data transfer from SAP; the focus in FY16 has been on including relationship information, i.e., parent, spouse, athletic participation. Efforts had been underway to integrate WNKU donor records with Raiser's Edge however with a possible sale of the station further integration efforts have been put on hold.

Adv. Services: NKU Parent Association information has been uploaded into Raiser's Edge. NKU Parent Association staff provide updates of new members. Collaboration is ongoing with Adv. Services' business system analyst to improve the accuracy and maintenance of this data by those inputting the data.

Adv. Services: A significant number of athletic parents and former athletes has been analyzed and uploaded into Raiser's Edge. Ongoing effort is required to understand parent/athlete relationships before this information can be uploaded.

Strategies for efficient data transfers of Athletic data continue to be explored using SAP and NCAA information systems.




480.01 Identify resources and processes needed to clean, match, transfer and test data conversion from other university information systems to fields in Raiser’s Edge.

480.02 Secure commitment from IT and other university departments to automate regular transfer of data from earmarked university information systems.

480.03 Identify resources and develop processes required to maintain data integrity of newly acquired information.


University Advancement · 2020-08-02 · August 2015. 459.04: Advancement Services support staff...

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