and with our University partners. 2. Develop themes and content that are relevant, adaptable, and accessible to all colleges, campuses, and affiliate groups. (Williams, Dietz) 2. 2019 3. Create and maintain a division-wide communications calendar. (Williams, Dietz, Songer) UPDATE 2-3-15: Early version of calendar on LaunchPad November 2014. 3. 2014 4. Develop and implement a segmented, unit-specific communications plan. (Williams, Dietz) 4. 2015 5. Ensure that content and messaging on the various technology platforms align with division-wide strategy. (Williams, Dietz) 5. 2019 6. Develop appropriate metrics to measure our communications impact. (Williams, 6. 2015 7. Foster a culture of sharing relationship data and constituents’ inbound feedback. (Williams, Dietz) 7. 2019 2. Ensure that current communications practices and platforms have value and are necessary. 1. Complete audit of current communications practices and implement results of audit by end of plan. UPDATE 2-3-15: Audit being planned by Core Communications Council. Target June 1, 2015. 1. Implement a new division-wide intranet with employee discussion forum. (Dietz, Williams) UPDATE 2-3-15: LaunchPad III currently under design December 31, 2014. Will go live on 5-4-2015. 1. 2014 2. Determine if is a need to hire, train, and/or restructure staff with regard to emerging technology and communications platforms (e.g. social media). (Williams, Dietz, Songer) 2. 2015 3. Enhance data collection of information necessary in communicating to our constituents. (Williams, Songer) 3. 2016 4. Ensure underrepresented constituents are well represented in communications materials. (Williams, Dietz) 4. Ongoing Goal 3: Secure and strengthen revenue streams. Strategies Measures Actions Timeframe 1. Increase private gift support. 1. Increase total voluntary support from $207.7 million (FY12-FY14 1. Improve compounded annual growth rate of institutional total private support to exceed the mean of the Leading Public 1. 2019
planning and training at all levels of the organization. 3. Increase access to a broad array of professional development opportunities – both skill-specific and leadership development – by fostering collaboration between Human Resources, Talent Management (TM), and other key University functions. (Songer) 3. 2019 4. Hire a full-time trainer no later than calendar year 2017 to further assess and address key professional development needs of division staff. (Songer) 4. 2017 5. Require comprehensive performance management training (24 hours) of all division directors every three years, focusing on common supervisory weaknesses identified across the division. Evaluative methods might include measures such as 360 degree appraisals. (Kirsch, Songer) 5. Ongoing 6. Encourage and reward strategic collaboration within and across the division. (All) 6. Ongoing 7. Broaden and enhance the Diversity Committee’s programming and participate in the CASE Diversity Recruiting Fair on an annual basis. (Songer) 7. Ongoing 2. A key to creating an effective Talent Management function is to expand and enhance our recruiting efforts to attract the best talent in the industry. 1. Develop a robust and diverse candidate pool for 75% of open frontline development positions and reduce time to fill open positions from an average of 80 days to 60 days by June 2015. 1. Hire an Associate Director of Talent Acquisition dedicated to identifying and cultivating candidates for critical development positions. UPDATE 2-3-15: Drew Kovacs hired August 2014. 1. Dec 2014 2. Engage and train development staff to partner with Talent Management in order to actively recruit qualified candidates from their professional circles (via networking and conference attendance). UPDATE: Referral program has produces 2 new hires. 2. June 2015 3. The TM team will engage directly in key searches to provide consulting support, context, and calibration across all OUD units. 3. Ongoing 4. Identify strategic recruiting venues that are appropriate for each hiring unit (region, industry, etc.) 4. June 2015