STRATEGIC PLANSTRATEGIC PLANFY 2010 - 2014FY 2010 - 2014

5-Year Strategic Plan 5-Year Strategic Plan GOALSGOALS

At the end of 5 years (FY 2014):At the end of 5 years (FY 2014):

1) Funds Raised: Grow to a $60M/year organization1) Funds Raised: Grow to a $60M/year organization 2) Endowment Value: Drive endowment to $234M2) Endowment Value: Drive endowment to $234M

3) Continuous improvement of fundraising productivity3) Continuous improvement of fundraising productivity

Strategic Plan - PurposeStrategic Plan - Purpose In short, our strategic plan is about:In short, our strategic plan is about:

Focusing on the Foundation’s mission.Focusing on the Foundation’s mission.

Assessing the situation and environment and identifying Assessing the situation and environment and identifying critical issues.critical issues.

Developing goals and strategies in response to identified Developing goals and strategies in response to identified critical issues to achieve our mission. critical issues to achieve our mission.

Mission StatementMission Statement

To unite our donors’ passionsTo unite our donors’ passionswith the University of Hawaiwith the University of Hawai‘‘i’s aspirationsi’s aspirations

to benefit the people of Hawaito benefit the people of Hawai‘‘i and beyond.i and beyond.

We do this by:We do this by:

- Raising private philanthropic support- Raising private philanthropic support

- Managing private investments- Managing private investments

- Nurturing donor and alumni relationships- Nurturing donor and alumni relationships

StrengthsStrengths

Experience gained from a successful campaignExperience gained from a successful campaign

A few top performing, experienced fundraisers plus good A few top performing, experienced fundraisers plus good up-and-coming, maturing fundraisersup-and-coming, maturing fundraisers

A handful of top performing development administrators A handful of top performing development administrators and academic leadersand academic leaders

Strong core of BOT members and volunteersStrong core of BOT members and volunteers

Strong core fundraising servicesStrong core fundraising services

Strong financial management and development systemsStrong financial management and development systems

Critical Issues & StrategiesCritical Issues & StrategiesCAMPAIGN TRANSITIONCAMPAIGN TRANSITION

Critical IssuesCritical Issues

Moving forward and building on a Moving forward and building on a successful campaign successful campaign

New System and BOR leadershipNew System and BOR leadership

Contract renewalContract renewal

Reduced resourcesReduced resources

Recruiting new UHF volunteer Recruiting new UHF volunteer leadership to replace outgoing leadership to replace outgoing trusteestrustees

Long-Term StrategiesLong-Term Strategies

Strengthen working relationships Strengthen working relationships among contract stakeholdersamong contract stakeholders

Expand regional focus for increased Expand regional focus for increased resultsresults

Continue to build and improve core Continue to build and improve core UHF servicesUHF services

Near-Term StrategiesNear-Term Strategies

Developing a working relationship Developing a working relationship with new BOR and System leadership with new BOR and System leadership and negotiate a new contractand negotiate a new contract

UHF BOT expansion including campus UHF BOT expansion including campus representativesrepresentatives

Campus-based fundraising initiativesCampus-based fundraising initiatives

Critical Issues & Strategies Critical Issues & Strategies (cont.)(cont.)REVENUE STREAMREVENUE STREAM

Critical IssuesCritical Issues

Maximize operating revenue Maximize operating revenue sourcessources

Long-Term StrategiesLong-Term Strategies

Expand revenue sources to meet Expand revenue sources to meet demanddemand

Remove legislative capRemove legislative cap

Near-Term StrategiesNear-Term Strategies

Manage operations within Manage operations within economic constraints affecting economic constraints affecting budgetbudget

Increase gift feeIncrease gift fee

Critical Issues & Strategies Critical Issues & Strategies (cont.)(cont.)STAFFINGSTAFFING

Critical IssuesCritical Issues

Developing and retaining highly Developing and retaining highly productive fundraising professionalsproductive fundraising professionals

Operating resources/revenuesOperating resources/revenues

Staff deployment – maximize Staff deployment – maximize fundraising or support all unitsfundraising or support all units

Long-Term StrategiesLong-Term Strategies

Become an employer of choice in our Become an employer of choice in our industryindustry

Near-Term StrategiesNear-Term Strategies

Reorganize fundraising staffReorganize fundraising staff

Reassess prospect capacityReassess prospect capacity

Manage capacity analysis for Manage capacity analysis for maximum staff effectiveness and maximum staff effectiveness and resultsresults

Identify talented future UHF leaders Identify talented future UHF leaders and prepare them for leadership roleand prepare them for leadership role

Critical Issues & Strategies Critical Issues & Strategies (cont.)(cont.)MARKETING & COMMUNICATIONSMARKETING & COMMUNICATIONS

Critical IssuesCritical Issues

Increasing awareness of UHF’s Increasing awareness of UHF’s missionmission

Supporting academic units in Supporting academic units in marketing and selling philanthropic marketing and selling philanthropic priorities priorities

Improving our reputation with UH Improving our reputation with UH employees and the communityemployees and the community

Improving UHF customer serviceImproving UHF customer service

Improving messaging that enhances Improving messaging that enhances the culture of giving in Hawaithe culture of giving in Hawai‘‘ii

Long-Term StrategiesLong-Term Strategies

Reinforce and communicate UHF brandReinforce and communicate UHF brand Build our own culture of giving within Build our own culture of giving within

UHUH Become leading philanthropic fiduciary Become leading philanthropic fiduciary

organization organization

Near-Term StrategiesNear-Term Strategies

Partner with UH to initiate new, Partner with UH to initiate new, academic fundraising priority-setting academic fundraising priority-setting processesprocesses

Develop and build UHF brandDevelop and build UHF brand Increase internal and external publicity Increase internal and external publicity

of UHF successesof UHF successes Create cohesive and compelling Create cohesive and compelling

fundraising sales toolsfundraising sales tools

Critical Issues & Strategies Critical Issues & Strategies (cont.)(cont.)ALUMNI ENGAGEMENTALUMNI ENGAGEMENT

Critical IssuesCritical Issues

Increasing revenue stream Increasing revenue stream independent of membership feesindependent of membership fees

Increasing alumni involvement Increasing alumni involvement

Campus-based staffingCampus-based staffing

Long-Term StrategiesLong-Term Strategies

Develop sponsorship revenueDevelop sponsorship revenue

Near-Term StrategiesNear-Term Strategies

Initiate no-fee membershipInitiate no-fee membership

Upgrade and improve Upgrade and improve communication toolscommunication tools

Partner with leadership to build Partner with leadership to build campus-based affinitycampus-based affinity

Critical Issues & Strategies Critical Issues & Strategies (cont.)(cont.)FACILITIESFACILITIES

Critical IssuesCritical Issues

SpaceSpace

Control over allocated spaceControl over allocated space

Functionality of allocated spaceFunctionality of allocated space

Long-Term StrategiesLong-Term Strategies

Control own spaceControl own space

Obtain facilities that foster Obtain facilities that foster appropriate partnershipsappropriate partnerships

Near-Term StrategiesNear-Term Strategies

Maximize staff effectiveness Maximize staff effectiveness through office movesthrough office moves

Work with volunteers to find Work with volunteers to find donated spacedonated space

Strategic Plan - SummaryStrategic Plan - Summary In short, our strategic plan is about:In short, our strategic plan is about:

Focusing on the Foundation’s mission.Focusing on the Foundation’s mission.

Assessing the situation and environment and identifying critical issues.Assessing the situation and environment and identifying critical issues. Campaign transitionCampaign transition Revenue streamRevenue stream StaffingStaffing Marketing and communicationsMarketing and communications Alumni engagementAlumni engagement FacilitiesFacilities

Developing goals and strategies in response to identified critical issues to Developing goals and strategies in response to identified critical issues to achieve our mission. achieve our mission.