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ISE Strategic Plan

ISE Strategic Plan. AABOD Meeting January 17-18, 2012 Les McCabe Megan Murphy. Time of Organizational Development. New Board Chair and Continued Board Development Increased Engagement by University of Virginia New Ship and Business Model Robust Strategic Planning.

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ISE Strategic Plan

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  1. ISE Strategic Plan AABOD Meeting January 17-18, 2012 Les McCabe Megan Murphy

  2. Time of Organizational Development • New Board Chair and Continued Board Development • Increased Engagement by University of Virginia • New Ship and Business Model • Robust Strategic Planning

  3. Time of Organizational Development Programs • High school/pre-college • Gap Year • SAS Itineraries • Academic Voyages • Enrichment • Reunion • Forum on Global Engagement

  4. Understanding and Responding to a Changing Environment • Economy • Higher Education • Increased Financial Need of Students • Shifting Student and Parent Choices on Study Abroad • Funding/Philanthropy • Fluctuation in Fuel Prices • Unrest and Volatility in Some Ports of Call

  5. GOAL 1: Increase access to and participation in all programs Progress • Global Ambassador Program • Tom Joyner Foundation • EV Partners • Pre-college Program • Enrollment and Marketing Reorganization Challenges • Fall Enrollments • Enrichment Voyage place in the Travel and Learn Industry

  6. Goal 2: Broaden program awareness and visibility Progress • Increased presence on social media • Voyage blog enhancements • Millennium Campus Conference Sponsorship • Alignment with UN’s Millennium Development Goals • Positive Results from Changes in Marketing Strategies Challenges • Converting inquiries to applicants to deposits • University relations/credit transfer

  7. Goal 3: Move Semester at Sea into a position of international stature in global education Progress • NUS Partnership and HEI • C.Y. Tung Program in Sino-U.S. relations • Short-term Program Launch • Learning Outcomes Research • New VP of Academic Affairs

  8. Goal 3: Move Semester at Sea into a position of international stature in global education Challenges • Faculty recruitment • Improvement to field program offerings • Increased service learning opportunities

  9. Goal 5: Strengthen the operation of the institute and its shipboard campus Progress • Increased Internet Bandwidth • New Computer Work Stations • Classroom A/V enhancements Challenges • Branding the ship • Equipment upgrades

  10. Goal 6: Advance our mission through strategic partnerships Formal • American Foreign Service Association (AFSA) • The World Residences • State Department In Progress • The Miller Center • The Unreasonable Institute • TED/TEDx • Clinton Global Initiative University

  11. Goal 6: Advance our mission through strategic partnerships Future • International university partners • Increase the number of international students on our voyages • Additional opportunities for service in ports of call and integrative experiential learning

  12. We are a non-profit of just 50 employees We stand on our own financially – heavily dependent on tuition Need a successful capital campaign Significant fixed and fuel costs Coming off a tough year Positioning ISE for and investing in the future Financial Overview

  13. Goal 4: Comprehensive Development Program

  14. DEVELOPMENT& ALUMNI AFFAIRS ORGANIZATIONAL CHART Executive Office ManagerPaige Riedesel VP of Development & Alumni AffairsMegan Murphy Director of Alumni EngagementKrista Weih Director of Development Services/Prospect ResearchLorie Hoover Director of Major GiftsJohn Healy Assistant Director of Gift ProcessingKathie Norfolk Annual Fund DirectorLiz Fleming Alumni & Development Coordinator(voyage position) Parent Program and Alumni Events CoordinatorKathy Pond Associate Director of Alumni Engagement(vacant)

  15. Goal 4: Comprehensive Development Program Fundraising Friendraising Policies/ Procedures 95% Annual Giving 75% Campaign 25% Planned Giving 50% AABOD 80% Alumni 75%

  16. Goal 4: Comprehensive Development Program Establish AABOD/AAC as representative body – 80% • Completed and implemented bylaws • Established interface with BOT • Formalized leadership practices and procedures • Developed new structure for chapters • Provide leadership for Alumni Enrollment Support Program • Host Reunion voyages • Consider Diversity and Enrichment Voyage affinity groups

  17. Goal 4: Comprehensive Development Program Engage and Energize Alumni – 75% • Enhanced Shipmates and implemented The Helm • Produced all-voyage alumni directory • Developed regional alumni event outreach plan • Created and executed vibrant Reunion and FGE voyages • Use SAS website and social media strategically to connect alumni • Invest in Milestone representatives • Support Shipmate gatherings • Plan and implement successful 50th Anniversary Celebration

  18. Goal 4: Comprehensive Development Program Best Practices for Policies/Procedures – 95% • Established gift acceptance and acknowledgement policies • Created standardized monthly fundraising report • Installed donor stewardship program • Developed prospect research/wealth screening program • Refine prospect management system

  19. Goal 4: Comprehensive Development Program Install a Strong Annual Gift Operation – 75% • Established case for annual support • Provided onboard philanthropic education • Implemented direct mail plan with metrics to track effectiveness • Developed strategic plan for parent engagement and support • Raised record of $1.27M in FY11 • Implement peer-to-peer solicitation • Refine Shipboard Drive and Auction • Create tradition of gift societies • Establish recurring gift program • Garner $1.5M in FY15

  20. Goal 4: Comprehensive Development Program Launch Campaign - 25% • Refined case statement • Reaffirmed tentative goal and funding priorities • Developed phasing plan • Created multi-year campaign budget • Close lead gifts of $1.0+M • Complete nucleus fund of $18M • Implement staffing plan • Develop volunteers as major gift solicitors

  21. Goal 4: Comprehensive Development Program Launch Campaign – Campaign Goal & Funding Priorities • SAS Annual Fund $ 8M • Investing in students and faculty $ 8M • Investing in academic excellence $ 7M • Investing in the MV Explorer$15M $38M

  22. Campaign Benchmarks – established Q3 FY10 Public Launch

  23. Campaign – as of Q2 FY12 Public Launch

  24. Goal 4: Comprehensive Development Program Establish a Planned Giving Program – 50% • Recorded bequest intentions • Created marketing plan • Established CGA • Implement planned giving workshops on voyages • Establish planned giving society • Market planned giving more extensively

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