GOAL
MAXIMIZE THE ENGAGEMENT OF ALUMNI, PUBLIC, PRIVATE, AND NONPROFIT ORGANIZATIONS TO ADVANCE THE UNIVERSITY’S COMMUNITY SERVICE MISSION AND ITS CONTINUED VIABILITY.
ENHANCE STAKEHOLDER ENGAGEMENT
INTRODUCTION
To grow and maintain its competitive edge, Hampton University is committed to fostering bold, ethical, creative, and far-reaching relationships, small and large, individual and corporate, to provide the #1 Student Experience in America. In the following sections, one can discover the strategies and key performance indicators for communications, governmental relations, parental relations, etc.
ENHANCE STAKEHOLDER ENGAGEMENT
GOAL
MAXIMIZE THE ENGAGEMENT OF ALUMNI, PUBLIC, PRIVATE, AND NONPROFIT ORGANIZATIONS TO ADVANCE THE UNIVERSITY’S COMMUNITY SERVICE MISSION AND ITS CONTINUED VIABILITY.
INTRODUCTION
To grow and maintain its competitive edge, Hampton University is committed to fostering bold, ethical, creative, and far-reaching relationships, small and large, individual and corporate, to provide the #1 Student Experience in America. In the following sections, one can discover the strategies and key performance indicators for communications, governmental relations, parental relations, etc.
STRATEGIES AND KEY PERFORMANCE INDICATORS
5.1 Develop a singular, sophisticated global brand expansion/integrated communications plan with audience segmentation and analytics to deliver the right messages to the right people that advance the strategic priorities of the University and its affiliate agencies, as well as increase circulation and saturation of positive stories in regional, national, and international media.
5.2 Identify, recruit, and support the technical and professional resources needed to maintain a flexible, innovative, and highly effectual global brand expansion.
5.3 Stimulate economic expansion in the seven cities of Hampton Roads through public-private partnerships with academic, governmental, corporate and stakeholder groups, including mortgage assistance programs to stimulate middle-class homeownership and economic investment on the Peninsula.
5.4 Strategically position executives, senior leaders, and alumni in positions of authority in local, state, regional and national corporate, civic, religious, and public organizations to expand Hampton’s sphere of influence and voice.
5.5 Develop and maintain an alumni engagement plan that advances enrollment and development goals while increasing the percentage of living alumni participating in university programming to 40%.
5.6 Create a global parent organization that advances the University’s enrollment and development goals.
STRATEGIES AND KEY PERFORMANCE INDICATORS
Key Performance Indicators
a. Complete communications survey of stakeholders to assess brand equity and synergy points.
b. Create vigorous trademark standards and enforcement plan.
c. Develop division level communications plans aligned to institutional priorities.
d. Develop analytics infrastructure to measure effectiveness of employed strategies and opportunities for growth.
e. Develop an institutional budget line for global branding efforts and monitoring its success.
Key Performance Indicators
a. Conduct a staffing assessment to identify missing needs.
b. Recruit/retain a talented professional to lead digital local/state news strategy.
c. Recruit/retain a talented professional to lead digital media strategy.
d. Recruit/retain a talented professional to lead university photography.
e. Acquire appropriate subscriptions and affiliations to support branding efforts.
Key Performance Indicators
a. Conduct a scientific study of Hampton’s impact on its local and state economies.
b. Expand the Office of Governmental Relations to include Community Relations.
c. Advocate federal and state leaders through a lobbying firm.
d. Hire a community affairs/economic development officer.
e. Conduct summits with political and economic development leaders to strategically expand campus footprint based on academic and fiscal priorities.
f. Enhance academic inventory and university programming to produce a strategic workforce development agenda.
g. Work with the City of Hampton to establish local residency benefit programs to include expanded homeownership and high quality childcare.
Key Performance Indicators
a. Strategically place well-informed Hampton employees and alumni in leadership positions with appropriate local and state stakeholder agencies, organizations, etc. whose influence can assist or impede Hampton University’s priorities.
b. Develop a community affairs line item to strategically invest in community engagement.
c. Conduct a survey to establish a “public-service” focused cadre of Hampton leaders.
Key Performance Indicators
a. Conduct a review of alumni engagement software and platform options.
b. Conduct analysis of disengaged alumni and develop targeted engagement plan.
c. Develop appropriate strategies for new, engaged, and disengaged alumni.
Key Performance Indicators
a. Charter an official parents and grandparents of Hampton Students organization to support the University.
b. Create campus programming to further cement the relationship between parents and the University.
c. Consider special scholarships to support parents of multiple students.
5.1 Develop a singular, sophisticated global brand expansion/integrated communications plan with audience segmentation and analytics to deliver the right messages to the right people that advance the strategic priorities of the University and its affiliate agencies, as well as increase circulation and saturation of positive stories in regional, national, and international media.
Key Performance Indicators
a. Complete communications survey of stakeholders to assess brand equity and synergy points.
b. Create vigorous trademark standards and enforcement plan.
c. Develop division level communications plans aligned to institutional priorities.
d. Develop analytics infrastructure to measure effectiveness of employed strategies and opportunities for growth.
e. Develop an institutional budget line for global branding efforts and monitoring its success.
5.2 Identify, recruit, and support the technical and professional resources needed to maintain a flexible, innovative, and highly effectual global brand expansion.
Key Performance Indicators
a. Conduct a staffing assessment to identify missing needs.
b. Recruit/retain a talented professional to lead digital local/state news strategy.
c. Recruit/retain a talented professional to lead digital media strategy.
d. Recruit/retain a talented professional to lead university photography.
e. Acquire appropriate subscriptions and affiliations to support branding efforts.
5.3 Stimulate economic expansion in the seven cities of Hampton Roads through public-private partnerships with academic, governmental, corporate and stakeholder groups, including mortgage assistance programs to stimulate middle-class homeownership and economic investment on the Peninsula.
Key Performance Indicators
a. Conduct a scientific study of Hampton’s impact on its local and state economies.
b. Expand the Office of Governmental Relations to include Community Relations.
c. Advocate federal and state leaders through a lobbying firm.
d. Hire a community affairs/economic development officer.
e. Conduct summits with political and economic development leaders to strategically expand campus footprint based on academic and fiscal priorities.
f. Enhance academic inventory and university programming to produce a strategic workforce development agenda.
g. Work with the City of Hampton to establish local residency benefit programs to include expanded homeownership and high quality childcare.
5.4 Strategically position executives, senior leaders, and alumni in positions of authority in local, state, regional and national corporate, civic, religious, and public organizations to expand Hampton’s sphere of influence and voice.
Key Performance Indicators
a. Strategically place well-informed Hampton employees and alumni in leadership positions with appropriate local and state stakeholder agencies, organizations, etc. whose influence can assist or impede Hampton University’s priorities.
b. Develop a community affairs line item to strategically invest in community engagement.
c. Conduct a survey to establish a “public-service” focused cadre of Hampton leaders.
5.5 Develop and maintain an alumni engagement plan that advances enrollment and development goals while increasing the percentage of living alumni participating in university programming to 40%.
Key Performance Indicators
a. Conduct a review of alumni engagement software and platform options.
b. Conduct analysis of disengaged alumni and develop targeted engagement plan.
c. Develop appropriate strategies for new, engaged, and disengaged alumni.
5.6 Create a global parent organization that advances the University’s enrollment and development goals.
Key Performance Indicators
a. Charter an official parents and grandparents of Hampton Students organization to support the University.
b. Create campus programming to further cement the relationship between parents and the University.
c. Consider special scholarships to support parents of multiple students.
ENHANCE STAKEHOLDER ENGAGEMENT
GOAL
MAXIMIZE THE ENGAGEMENT OF ALUMNI, PUBLIC, PRIVATE, AND NONPROFIT ORGANIZATIONS TO ADVANCE THE UNIVERSITY’S COMMUNITY SERVICE MISSION AND ITS CONTINUED VIABILITY.
INTRODUCTION
To grow and maintain its competitive edge, Hampton University is committed to fostering bold, ethical, creative, and far-reaching relationships, small and large, individual and corporate, to provide the #1 Student Experience in America. In the following sections, one can discover the strategies and key performance indicators for communications, governmental relations, parental relations, etc.
STRATEGIES AND KEY PERFORMANCE INDICATORS
Key Performance Indicators
a. Complete communications survey of stakeholders to assess brand equity and synergy points.
b. Create vigorous trademark standards and enforcement plan.
c. Develop division level communications plans aligned to institutional priorities.
d. Develop analytics infrastructure to measure effectiveness of employed strategies and opportunities for growth.
e. Develop an institutional budget line for global branding efforts and monitoring its success.