Development and External Relations
Business Plan
April 2005 � March 2008

1.0 Background

The Development and External Relations Group is a relatively new functional unit at NSAC.� As part of the administration group of NSAC, the group has responsibilities for the coordination of fund raising efforts, alumni tracking and communication. In addition, they take on responsibilities for government and general external relations, communications, public relations, marketing efforts, special event planning and the development and maintenance of the NASC website. The office is also responsible for the operation of the Atlantic Agricultural Hall of Fame.

The office has begun to show significant gains toward their goals set out over the past several years, creating policy to manage NSAC image, development of improved communication channels and increased fund raising success.� They provide comprehensive reporting on a monthly basis.� The following plan lays out some of the objectives for the 2005 to 2008 period.

Due to the central nature of the unit�s three functions in NSAC�s increasingly competitive environment, there has been phenomenal growth in the marketing, communications and fundraising activities in the last three years. The department is now at a critical point where the university�s needs are outstripping the department�s resources. If growth of these key functions continues, the department will require additional financial resources to meet the many expectations around enrollment, promotions and development activities

2.0 Plans for 2005/06

2.1 Major Activities

Creating new opportunities for Alumni and others to give to NSAC for its various causes. The Second Century Endowment Campaign will be the primary focus of activities as we head into a staff and major gifts campaign and re extend our appeal to non-giving alumni.
Establishing new/strengthening existing marketing infrastructure that is affecting NSAC�s ability to market effectively and raising awareness among NSAC stakeholders of the marketing and branding strategy for the university
Continuing to build awareness among NSAC�s primary markets while finding new ways to reach our primary markets
Development and management of programs to engage key alumni in NSAC=s overall recruitment strategy
Continue to improve NSAC �on-line� presence by improvements to the website including improved interactivity and secure on-line donations.
Implement Improvements in the internal NSAC website for increased efficiency of internal communications.
Development and enhancement of programs to raise awareness and build relationships (internally and externally) that create support for change
Development of a community relations plan to provide positive outreach to local residents.
Review of the physical location and office environment for the Development and External Relations office including the requirements for provision for proper workspace for staff, storage visiting areas for clients.

2.2 Human Resources

� Increased casual help must be harnessed to set the foundation for NSAC�s marketing efforts at as low a cost as possible. This will free time for marketing staff to support NSAC�s many divisions with their marketing requirements. Without this marketing foundation, NSAC will not be able to move past its current market issues. The focus on strategic growth will require staff support to look after the minutiae of marketing activities for NSAC.� ($3,000)

� Increased fund raising activity and communication with alumni and external stakeholder leaves little time for the current staff to plan and develop new programs. The systems are becoming increasing sophisticated and vulnerable to staff absence and departure. The increased expectation of donors, alumni and staff of NSAC means that it is more important than ever to have continuity and quality of service.. A Development officer (starting at part-time) to manage annual fund raising activities will be necessary for the program to continue and grow on its current trajectory. ($20,000). Increased activity and return may warrant a full time position in the future.

2.3 Other Resources

� Establishing and strengthening the marketing foundation of NSAC will require a financial investment in a handful of technical resources including specialty software and server upgrades to support two-way interactions with prospective students and donors. ($3,000)

� An additional investment in awareness material will be required to maintain NSAC�s competitive position with other universities in Atlantic Canada.� (to cover Increased advertising rates etc. $10,000)

3.0 Plans for 2006/07 and 2007/08

3.1 Major Activities

� Further refinement of NSAC�s brand and development of a plan to motivate and drive internal adoption of the brand strategy

� Building of marketing partnerships with other key organizations that can help us reach our primary markets

� Increase interactivity with alumni harnessing their numbers in aiding with recruitment and fund raising.

� Increased fundraising activities designed to increase the Endowments held by NSAC and therefore the proportion of revenue from that source.

� Consolidation of all the activities of the Office into a location outside the president�s office environment more in keeping with activities of unit.

3.2 Human Resources

� The focus on strategic growth will require staff support to look after the details of marketing and communication activities for NSAC.

� The need for additional development staff will become apparent as programs away from Truro grow.� By 2007/08 an full time position will be necessary to continue the move forward. (additional $30,000)

3.3 Other Resources

� Internal adoption of NSAC�s evolving brand is key to the success of the brand in the market. Additional financial resources must be allocated for the building of internal buy-in, approximately $5,000.

� Marketing partnerships allow organizations to leverage scarce resources for maximum impact with key audiences. It is expected this important growth phase will require at least an extra $20,000 in the marketing budget for professional services and material development.

� The technology surrounding the web server will be at the end of it�s life by this time and will need replacement.� Volumes of traffic will have increased to the point where the larger system will be necessary. The costs will be offset somewhat by the reduced hardware prices, however software and training costs will still be significant. ($15,000)

4.0 Budget

Cost Item	2005/06	2006/07	2007/08
Summer Staff Support	+3	+3	+4
Development officer	+20		+30
IT hardware costs			+10
Software and Training			+5
Awareness material	+10	+5	+20

Revenue Item	2005/06	2006/07	2007/08
Increased recovery to budget from Foundation for Fund Raising Expenses.	-5	-15	-35
Expected increases in returns from recruitment	-5	-15	-35

Development and External Relations Business Plan April 2005 � March 2008