DIVISION OF EXTERNAL AFFAIRS

STRATEGIC PLAN, 2000-2005

(DRAFT – August 30, 1999)

The Division of External Affairs’ mission is to integrate its major functions – development, communications, alumni relations, government relations, career planning and placement, and strategic planning – with the academic mission of the University and to serve University faculty, students, alumni, and citizens of Georgia. Our goal is thus to help position the University of Georgia as the acknowledged flagship institution of higher education in the state and as one of the top-tier public research universities in the country. We will do this over the five-year period 2000-2005 by focusing on the priorities outlined below.

OBJECTIVE

Increase private financial support for institutional priorities identified through the strategic planning process

RATIONALE

Significant increases in the University’s external support are essential to fund those institutional priorities which represent stepping stones to our overarching goal of increased national prominence. The external funding environment is fluid and highly competitive in all arenas.

IMPLEMENTATION

€Increase private giving by 20 percent each year for the next five years by identifying and engaging new donors and by increasing the giving levels of current donors.

€Maximize the potential of established and new fund-raising mechanisms (such as charitable gift annuities and foundation-sponsored donor-advised funds) through (a) internal and external marketing of these mechanisms and (b) in-house training (and certification) in the use of these mechanisms.

€Increase the qualified prospect pool to 9,000 individuals, corporations, and foundations capable of contributing major gifts of over $10,000.

€Launch a five-year capital campaign at the highest feasible level to raise the private funds needed to implement the institutional priorities identified through the strategic planning process.

€Develop a culture of giving among largely untapped audiences, including faculty, staff, students, young alumni, and parents.

€Develop a systematic campus-wide stewardship program for each donor level.Division of External Affairs Strategic Plan

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OBJECTIVE

Increase support among influential decision-makers (such as business, government, foundation, and civic leaders) for institutional priorities

RATIONALE

Influential decision-makers’ understanding and support of institutional priorities is a prerequisite for state and private financial support of a public research university’s priorities .

IMPLEMENTATION

€Identify and target key decision-makers with consistent and focused messages about UGA’s essential role in the future success of the state.

€Create a lobbying network of influential supporters and keep them well-informed on key issues affecting the University.

€Target and cultivate key groups in Atlanta and Washington, D.C. through special institutional events.

€Facilitate opportunities – such as corporate research partnerships, career placement networks, and internships – that directly and effectively serve faculty, students, and alumni.

Division of External Affairs Strategic Plan

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Page 3

OBJECTIVE

Increase alumni connections to the University

RATIONALE

Alumni involvement leads to greater levels of loyalty, service, and support for the University and its programs.

IMPLEMENTATION

€Promote the UGA Alumni Club of Atlanta through creative event programming.

€Raise $29 million to enable the UGA Foundation to finance construction of a new Alumni Center on campus, and plan major activities for its opening in 2003 and subsequent use.

€Increase membership of the National Alumni Association from 8.5 percent to 25 percent participation of the alumni base (i.e., approximately 16,000 to 46,000 UGA alumni) between 2000 and 2005.

€Actively engage more alumni in the life of the University by strengthening the breadth and depth of volunteer opportunities.

Division of External Affairs Strategic Plan

DRAFT – August 30, 1999

Page 4

OBJECTIVE

Communicate strong and consistent messages about the University to key internal and external audiences

RATIONALE

Consistent and focused messages, derived from the strategic plan, are vital to projecting a clear and powerful institutional identity in an increasingly information-overloaded society.

IMPLEMENTATION

€Conduct continuous market research to evaluate messages sent and received.

€Increase the awareness of UGA’s key academic strengths, as identified in the institutional strategic plan, with a goal of positioning the institution in the top tier of national rankings of public research universities.

€Determine the most effective means to directly reach key audiences, taking maximum advantage of Web-based technologies.

€Ensure that unit-based communications and all External Affairs communications promote institutional messages and reflect a consistent University of Georgia identity.