Advancement will mobilize Campaign support for Queen’s through achieving four shared goals and related objectives.
The Campaign seeks to raise financial support and national and international profile for Queen's. Neither ambitions will be realized without mobilizing the Queen’s alumni body. The gap must narrow between the loyalty and affection that alumni feel for Queen’s, and their actual financial support of the institution. Equally important, we will focus on developing our organizational effectiveness and capacity to recruit, retain and support our talented staff.
Greater integration, collaboration within advancement functions
The term “advancement” designates the functions of marketing, communications, advancement services, alumni relations, and development. All are inextricably linked; performance by any shifts the effectiveness of the whole. Each function must therefore be focused on excellence and a smooth interaction between many moving parts.
It is for this reason that Advancement will achieve strategic and operational integration both centrally and with faculties/schools as well as with its regional presence in Toronto and Calgary.
Participation of deans, department heads, faculty, staff and students in work is a key requisite for the success of Queen’s advancement enterprise.
A contemporary approach to diversity, inclusivity and accessibility
Advancement will better understand and reflect the diverse community we serve. We will become an inclusive, equitable and multiculturally-competent organization to recruit a more diverse staff, effectively engage alumni, current and prospective students and their parents, and expand our donor base internationally.
We will introduce a Diversity and Equity Action Plan. We will help secure resources that further Queen’s diversity goals, improve access for underrepresented students, and support the diversification and internationalization of research and curricular offerings at Queen’s.
Advancement will also develop an Accessibility Action Plan that will address the barriers that our community may face in accessing our spaces, programs and services. We will enable conversations among members of the university community about diversity, equity and accessibility through marketing and communications vehicles.
Focus on principal gifts
Philanthropy has the power to transform organizations. We will sharpen our focus on principal gifts ($5 million) to maximize philanthropic support. Resource re-allocation is already underway, as are reporting and other organizational changes in support of this key new function.
The role of Advancement with respect to university priorities
Advancement does not identify institutional priorities, nor rank their importance. As priorities are identified, the contribution of Advancement is to tell the story of these priorities, animate them for key audiences, and secure funding based on research and analysis of potential sources of contributions.
Advancement will continue working with the Principal and the Provost to complete a transparent process of identifying and aligning the university’s known and emergent priorities with advancement activities.
Marketing and communications: From service provider to strategy leader
Marketing and Communications will consolidate its current shift in mandate from broad-based service provision to strategic leadership and central coordination of the university’s brand and profile-raising imperative.
As academic priorities are identified, Marketing and Communications will capitalize on the Campaign’s considerable leverage to communicate and promote these to target audiences.
We will use new technologies including social media, digital media and electronic communications to broaden and deepen support among key stakeholders.
Advancement Services: Integrated support and analysis
Advancement Services is the backbone of Advancement, providing strategic intelligence, guidance and services across the portfolio.
They will deepen these support roles, advising the organization on how best to store, arrange and deliver database information through the new Advance Web platform and other information technology tools, a greater level of detail on alumni and friends through in-depth research and data mining and financial analysis and gift services.
Alumni engagement: less breadth, more depth
Alumni engagement will become more focused and purposeful to align alumni relations activities even more closely with the Campaign goals of fundraising and profile-raising. The emphasis on building deeper and more intense life-long relationships will increase. While remaining open to opportunities to involve new alumni, we will focus our efforts on best serving that portion of the alumni population who have already demonstrated that they welcome a relationship with the university: alumni donors, volunteers, and other participants.
Our people are our greatest asset
Success moving forward will come not only from effective planning, but from superb execution. We count on the people in the Advancement organization, and the standards of professionalism and performance that they bring to their work, for our success. Encouraging and developing talents, abilities, and leadership will continue to be a focus.
The need to act now
We have a strong sense of urgency in Advancement. Our action plan outlined below is pragmatic and focused. We believe that our work has transformative power and potential for Queen’s.
We invite you to join us in raising extraordinary levels of support for Queen’s.