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January 2003 SACS Report NC State enjoys a rich tradition of academic and athletic excellence.
As a model land grant institution, NC State has achieved national
recognition for the quality of its faculty, students, and programs.
University Advancement works hard to support the University's mission. There are four major components within the Office of University
Advancement - Alumni Relations, Development, Public Affairs, and Advancement
Services. While each has its own
unique mission statement, there is a commonality that seeks excellence
in the fulfillment of its three main purposes.
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Benchmarking with peer institutions through annual VSE and
CASE/NACUBO data
·
Consultant reports and feasibility studies Key findings from these measures were:
·
The need to build endowments, particularly scholarships
·
The need to increase gifts from individuals
·
The need to better coordinate and focus the campus wide advancement
program Results of these measures and findings were:
·
The Campaign for NC State Students. A capital campaign for endowed scholarships
and fellowships that only solicited funds from individuals. Original goal was $40 million and over $120
million was raised.
·
The creation of the NC State Investment Fund, Inc. A private 501C(3) that invests the pooled endowed
funds from the numerous foundations of NC State.
·
The creation of a prospect management system that focuses on
solicitation efforts for significant gifts from individuals and tracks
the activities of the process. Purpose: Instill loyalty
and pride in, and advocacy of, NC State among the alumni University Advancement engages alumni, students,
and friends in the life of NC State.
This is achieved by connecting alumni to the university through
several conduits: membership,
the alumni network of clubs and county chairs, constituency programming
events, and an array of communication tools. Measures that are taken to gauge our successes and our needs are:
·
Benchmarking with peer institutions through
the University of Missouri biannual communications studies and the VSE
and CASE annual data reports
·
Surveys conducted through telephones, list-servers,
and by mail on an ongoing basis and at strategic times Key findings from the measures were:
·
The need to reinstate the county alumni
network
·
The need for a greater presence by the Alumni
Association at home football games
·
The need to increase the number of membership
in the Alumni Association
·
The need to expand the circulation of the
alumni magazine, NC State
·
The need for the Alumni Association to provide
a wider range of services and communications over the internet Results of these
measures and findings are:
·
The Alumni Association will focus heavily
on membership recruitment being more aggressive with the membership message
at all alumni events and communications.
·
The Alumni Association operates "FanZone"
at all the home football games.
·
The Alumni Association is recruiting alumni
leaders to energize the program and hold county chairs in 75 of the counties.
·
University Advancement is providing funding
to expand the circulation of the alumni magazine.
·
The Alumni Association has already started
an on-line alumni directory, a monthly e-mail newsletter, a unique home
page, and e-mail forwarding services.
Additional new services will be started soon. Purpose: Enhance the
perception of and knowledge about NC State University Advancement provides research-based
strategic public relations planning and implementation for NC State.
Developing and carrying out public relations and marketing initiatives
that communicate the university goals of partnerships, diversity, and
efficiency achieve this. Measures that are taken to gauge our successes and our needs are:
·
Surveys and interviews with key university
leaders, key target audiences, and individuals who have a strong influence
over the decisions made by the university.
·
Positioning studies done by outside organizations
·
Feedback from the Campus-wide PR Advisory
Group Key findings from these measures were:
·
The need to refine, refocus, and significantly
improve awareness of the university's strengths in the minds of key publics
including alumni, business and thought leaders, students and prospective
students and their parents, faculty, alumni, university supporters, and
the general public.
·
The need to claim our position in higher
education more boldly and instill a greater sese of pride in the university's
reach.
·
The need to develop and implement a marketing
plan and to achieve campus buy-in to the plan.
·
The need to utilize the Chancellor's positive
image to enhance our relationships with business leaders, media outlets,
and the general public.
·
The need to improve working relationships
with chambers of commerce and other community groups.
·
The increase in media relations efforts
both instate and nationally using traditional and emerging technologies.
·
The development and planned implementation
of the "Chancellor's Listening Tour" to be conducted this year within
at least 5 communities bringing interactions with at least 500 community
leaders.
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The development and implementation of the
university-wide marketing and branding campaign that focuses on the "Achieve"
theme.
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