TABLE OF CONTENTS

The Opportunity ......................................................................................................................... 3

About Lakehead University ........................................................................................................ 3

External Relations at Lakehead University ................................................................................. 4

The Ideal Candidate ................................................................................................................... 4

Key Activities & Responsibilities ................................................................................................. 5

Qualifications & Competencies .................................................................................................. 6

For More Information .................................................................................................................. 6

Biography: Deb Comuzzi ............................................................................................................ 7

Organizational Chart: External Relations Staff Structure ............................................................ 8

Organizational Chart: External Relations Portfolio ..................................................................... 9

Nurturing a Passion to Lead: Lakehead Strategic Plan (2013 – 2018) ..................................... 10

Operational Strategic Priorities (May 2017 – April 2018) .......................................................... 20

For more information, please contact:

Sylvia Kadlick Senior Search Consultant LakeheadU@kciphilanthropy.com (416) 340-9710 ext. 1017

Sandra Taylor Senior Consultant

LakeheadU@kciphilanthropy.com (416) 340-9710 ext. 1032

Please note deadline for candidate submissions is August 31, 2017.

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Associate Vice-President, External Relations

THE OPPORTUNITY

Lakehead University is creating an exciting new senior leadership position, Associate Vice-President, External Relations (AVP) as an integral part of the team to plan, launch, and implement the University’s first major philanthropic institutional campaign. In this Toronto-based position, the Associate Vice-President, External Relations will report to and collaborate with the Vice-President, External Relations at the Thunder Bay campus, to create and assist with implementing the campaign strategy for the University. The AVP will lead, coach, and mentor a team of fundraising professionals, some of whom are based at the Thunder Bay campus. The AVP will also be a member of the External Relations Senior Leadership Team and will work closely with the Principal, Lakehead Orillia. This is an outstanding opportunity for a seasoned and experienced fundraising professional who is interested in enhancing major gifts and legacy gifts portfolios, while working with motivated and enthusiastic annual fund, alumni engagement and marketing, branding and web development teams.

ABOUT LAKEHEAD UNIVERSITY

Established in 1965, Lakehead University is a fully comprehensive university offering a diverse range of programs of study across two campuses in Thunder Bay and Orillia. In 2015, Lakehead University celebrated 50 years of exceptional education. Guided by its 2013 – 2018 Strategic Plan, Lakehead is known for providing an education focused on independent thinking, unconventional scholarship, and a close sense of community. Lakehead is home to Ontario’s newest Faculty of Law, the Northern Ontario School of Medicine, and faculties of Engineering, Business Administration, Health & Behavioural Sciences, Social Sciences & Humanities, Science & Environmental Studies, Natural Resources Management, Education, and Graduate Studies. Approximately 9,700 full-time equivalent students and 2,000 faculty and staff learn and work in 10 faculties at the 2 campuses. National and international alumni number over 60,000. Maclean’s 2015 University Rankings placed Lakehead University second in Ontario among Canada’s Top 10 undergraduate universities and first among Ontario’s undergraduate universities for Total Research Dollars, Social Sciences & Humanities Grants, and Library Expenses. In 2016, for the second consecutive year, Re$earch Infosource ranked Lakehead first among Canada’s undergraduate universities. Dynamic, modern, and highly learner-centred, Lakehead acknowledges all students as valued leaders of tomorrow, whose education and successes are most paramount to the institution. Both campuses deliver the total university experience: a blend of academic excellence, and opportunity with a rich variety of social and recreational activities. Lakehead is the proud host to nine Canada Research Chairs and revolutionary facilities such as the world-renowned Paleo-DNA Laboratory and the Biorefining Research Institute.

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EXTERNAL RELATIONS AT LAKEHEAD UNIVERSITY

The External Relations team strives to create life-changing opportunities for Lakehead University students, in our northwestern and central Ontario communities, by inspiring supporters at home, and around the world to become invested in Lakehead’s future. In 2016, through the generous support of our donors, we received $3.1 million in new gifts and major gifts accounted for 83% of our revenue. We are also responsible for advancing Lakehead University's image and reputation by disseminating news; developing and implementing internal and external communications, strategic marketing, special events; and developing strong relationships with key constituency groups, including alumni, donors, community groups and all levels of government. Our Toronto office opened in January 2016 to build new relationships with various audiences, including elected officials, professional organizations, alumni, donors, corporations, and prospective students in the Greater Toronto Area. The Toronto office houses staff from External Relations, domestic and international recruitment and provides office space for visiting staff, faculty and alumni.

THE IDEAL CANDIDATE

Partnering with the Vice-President, External Relations to design and implement fundraising tactics to enable the University’s exciting vision for the future, the successful candidate will be a big picture-thinker and masterful strategist with proven experience in the planning and implementation of transformational institutional campaigns. A polished, seasoned and accomplished fundraising professional, the Associate Vice-President, External Relations, will have extensive major gift success achieving and personally closing substantial investment from individuals, corporations, and foundations. The new incumbent will be goal oriented, driven by metrics, and focused on deliverables. Articulate and an exceptional communicator, the ideal candidate will creatively engage and inspire our donors, prospective donors and alumni. With a genuine passion, sense of excitement and enthusiasm for higher education, the successful candidate will foster donor and alumni relationships built on respect and trust. An authentic relationship-builder, the Associate Vice-President will inspire donors to consider meaningful commitments to the University. The new incumbent will be comfortable working remotely and autonomously, and within a large and multi-layered complex organization. Nimble and entrepreneurial with a business orientation, the successful candidate will be undaunted by ambiguity and will take the initiative to hit the ground running. The Associate Vice-President will lead with credibility, competence, and integrity. The new incumbent will be a natural major gift mentor, coach, and resource to our broader External Relations team. With a high degree of professionalism and commitment, along with a sense of humour, the ideal candidate will encourage our philanthropy team to raise their sights, elevate their performance, and reach their full potential. The successful candidate will be a confident philanthropy champion, partner and campaign expert with our academic leaders, administrative staff, and senior campaign volunteers. Diplomatic, tactful, and politically savvy, the new incumbent will take time to listen and learn our unique history in order to successfully collaborate and interact with our diverse communities.

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The ideal candidate will align with our pledge to enable student success, promote independent thinking, support student potential over credential, and apply unconventional scholarship. As the face of Lakehead University in the GTA, the Associate Vice-President will embrace and proudly represent Lakehead, the unconventional and exceptional University.

KEY ACTIVITIES & RESPONSIBILITIES

In assuming this portfolio, the Associate Vice-President, External Relations will:

Provide leadership, direction, coaching, and encouragement to a staff of fundraising professionals, to raise sights and support them in reaching financial goals and to offer an exceptional experience for donors, prospective donors, fundraising volunteers and partners.

Contribute to and participate in the planning of Lakehead’s first institutional philanthropic campaign, and serve as the “Campaign Director” responsible for tactical implementation.

Collaborate with academic and administrative colleagues, and with the Philanthropy staff, to identify and develop funding opportunities and priorities for Lakehead.

Assist with campaign case development in partnership with the Vice-President, External Relations.

Establish a systemic and strategic approach to prospect identification and donor pipeline development by expanding and diversifying a network of prospective donors and partners.

Oversee the overall management of major gift and legacy prospects through qualification, assignment, cultivation, solicitation and stewardship.

In partnership with the Philanthropy staff, determine optimal management and assignment strategies for each prospect.

Develop and maintain strong relationships with a portfolio of prospective donors, with accountability for personal revenue and activity goals.

Develop and implement appropriate accountability measurements for major and legacy giving activities and staff, putting in place rigorous systems, routines, procedures and behaviors to ensure success and growth in our major and legacy giving activities.

Ensure compliance by the Major and Legacy giving team with all regulations, policy and ethical standards that pertain to fundraising.

Supervise donor relations, stewardship, and communications activities with prospects and donors assigned to the Major and Legacy Gift staff, ensuring a high level of professionalism and donor engagement.

In partnership with the Vice-President, provide guidance, training, and support to academic and administrative colleagues who serve as partners in our fundraising activities.

Assist the President and Vice-President in the management of the Campaign Cabinet.

Work closely with the Principal, Lakehead Orillia to build major gift donor relationships within Simcoe County.

Support and partner with the Alumni Relations team to ensure an integrated approach to the engagement of over 60,000 alumni.

Collaborate with the Marketing and Branding staff to ensure consistent messaging and to optimize the use of communications vehicles to promote funding priorities and to celebrate successes.

Contribute to the enhancement of the positive reputation of External Relations by serving as an internal ambassador in the Lakehead community, and by representing Lakehead enthusiastically and professionally in the external community.

Maintain accountability for operating and revenue budgets as identified.

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QUALIFICATIONS & COMPETENCIES

Substantial and progressive experience in leadership and management, with revenue generation responsibilities in a large and multi-layered complex organization.

Strong strategic, business and fundraising planning, implementation and management skills.

Demonstrated track record of achievement, most particularly related to institutional campaigns and securing major, or transformational gifts from individuals, corporations and foundations.

Proven track record soliciting and confirming legacy gifts.

Solid leadership experience and the ability to lead by example, mentoring, building the skills and competencies of others, and gaining respect and credibility at all levels.

Acts as a role model to staff and others, demonstrating the highest standards of professionalism, confidentiality and sensitivity.

Knowledge of and experience with the nature and dimensions of philanthropy, ethics, motivations for giving and volunteering.

Knowledge of standard fundraising techniques through all aspects of the donor cycle.

Operational experience, including budgeting, forecasting and fundraising operations.

Exceptional communication skills (written and oral), presentation and interpersonal skills.

Experience working with university leadership, or equivalent, to identify and manage donor pipelines.

Exhibits the highest standards of personal responsibility and accountability as an ambassador and champion of the University.

Adaptable, respectful and collaborative with an ability to accept diverse world views, values, politics and lifestyles.

Ability to develop relationships of trust and respect with faculty, volunteers, donors and colleagues.

Strong analytical, organizational and creative problem solving skills.

A University degree is required for this role.

Certified Fundraising Executive (CFRE) designation an asset.

Availability for occasional travel as well as occasional work on evenings and weekends.

FOR MORE INFORMATION

To learn more about this leadership opportunity at Lakehead University, please contact Sylvia Kadlick, Senior Search Consultant or Sandra Taylor, Senior Consultant at KCI (Ketchum Canada Inc.) via email at LakeheadU@kciphilanthropy.com. All inquiries and applications will be held in strict confidence. Please send resume and letter of interest to the email address listed above by August 31, 2017.

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BIOGRAPHY: DEB COMUZZI, VICE-PRESIDENT, EXTERNAL RELATIONS

Prior to joining Lakehead University, Deb held the position of President and CEO at The Children’s Health Foundation in London, Ontario. Background A strategist and passionate advocate for young people, Deb will complete her first five-year term as Vice- President, External Relations in August 2017. She was born and raised in Thunder Bay and returned to her hometown with more than 40 years of graduated senior management experience at major Canadian not-for-profit organizations. She has held positions as National Executive Director of The Sunshine Foundation of Canada and Director – Planning, Development and Field Operations with the Canadian Cancer Society, as well as Health Planner at the Metro Toronto District Health Council, and

Manager, Safety Services, Ontario Division with the Canadian Red Cross. Deb holds a BA in English and Psychology from Western University. In 2010, Western’s King’s University College honoured her with an Award of Distinction. She also holds a Bachelor of Education degree from the University of Windsor. Deb has created a dynamic team to form the first-ever External Relations portfolio for Lakehead University. She is eager to enhance the External Relations purpose and team to meet the strategic needs of Lakehead University as identified in the University’s 2013 – 2018 Strategic Plan.

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ORGANIZATIONAL CHART: EXTERNAL RELATIONS STAFF STRUCTURE

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ORGANIZATIONAL CHART: EXTERNAL RELATIONS PORTFOLIO

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NURTURING A PASSION TO LEAD: STRATEGIC PLAN (2013 – 2018)

Overview

This Strategic Plan is the culmination of a two year process that began in January 2011 when

Lakehead’s Board of Governors first turned their attention to laying the groundwork for the 2013 to

2018 period.

Their initial efforts became the draft Strategic Plan which was released for comment in April 2012.

From April until November, the Board of Governors and senior administration engaged the entire

University, and the broader communities in both Thunder Bay and Orillia, in a discussion aimed at

defining a fresh vision for Lakehead University.

The consultation was a resounding success, resulting in a plan that is more complete, more nuanced,

and more attuned to the University community. It is also one that continues to support the dual

governance model of Board and Senate.

Among the highlights of the consultation process, led by Board Chair Cameron Clark, were over 50

meetings with students, faculty, staff, alumni, and community members. The Board was rewarded with

the diverse perspectives of these key stakeholders as well as those of individuals unconnected to the

University who took the time and trouble to read the plan online and forward their thoughts. The ideas

the Board received have been incorporated into the updated plan and will help shape the direction of

the University.

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The evolution of the Strategic Plan also coincided with a major re-branding initiative designed to

identify what we value as an organization. The responses to the simultaneous branding consultation

formed the basis of a new Vision and Mission, unveiled for the first time in this Strategic Plan. These

core elements of Lakehead’s approach to learning and scholarship have been enhanced by a Belief

statement revolving around the heartfelt conviction that, “Our students make Lakehead University

different.”

The task of writing the plan is now complete and the Mission, Vision, and Belief statements are firmly in

place. But this achievement is just the beginning. The Board of Governors is ready to lead the

implementation of the plan’s five strategic actions and nearly 50 initiatives on behalf of the entire

University community. And when we celebrate our 50th anniversary in 2015, we will also be celebrating

a transformed Lakehead.

Why Do We Need a Strategic Plan?

The Strategic Plan provides clear measures for success and establishes the basis for monitoring and

accountability.

Strategic planning is an evolving process that begins by defining a collective and worldly vision for the

future that reflects the dreams and actions of Lakehead’s 10,000 students, faculty, and staff, and

50,000 alumni. As we approach our 50th anniversary in 2015, the Strategic Plan offers a way to

consolidate our achievements and show the world that we are a place that creates unconventional

thinkers who are transforming the way we live. By charting Lakehead’s direction and the goals it seeks

to achieve, the Strategic Plan provides clear measures for success and establishes the basis for

monitoring and accountability. That is the task of this document.

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The Strategic Plan becomes reality through operational plans, like the Academic Plan, which articulate

how the vision is to be realized, and integrated planning and budgeting which establishes and funds

priorities.

This Strategic Plan is built around five major interrelated and interconnected components. They should

be seen not as directions, or even as pillars, but rather as interlocking circles. A clear sign of their

interdependence is the fact that many of our initiatives support more than one component.

Fierce pride in our students and the determination to see them succeed sets Lakehead apart. This is

evident in everything from our new mission to the exciting changes we have made over the last decade

including the opening of the Orillia campus, the establishment of the Northern Ontario School of

Medicine (NO SM), and the approval of the new Faculty of Law. These changes are enhancing

Lakehead’s reputation and attracting increasing numbers of students from southern Ontario, throughout

Canada, and across the world.

At the same time we recognize that the next decade will bring a major set of challenges and

opportunities – working within budget constraints, fostering sustainability, maintaining

comprehensiveness, and responding to the needs and aspirations of an increasingly diverse and

technologically-savvy student body. Lakehead must also meet our partners’ expectations that we take

the lead in facilitating social justice, greater access to education, and economic development.

Taking On a New Set of Challenges and Opportunities

At Lakehead, we’re at our best when facing a new challenge. Give us a problem and we’ll come up with

an innovative solution. Our unconventional approach to teaching and research helps us transform

challenges into opportunities for our students, partners, and communities.

The previous Strategic Plan made comprehensiveness a major priority and with the new Faculty of

Law, Lakehead now has the breadth of a comprehensive university. The first challenge recognizes that

Lakehead University is a smaller institution and that true comprehensiveness cannot be achieved

without adding the depth to go with that breadth. The foundation of Lakehead’s approach to all its

challenges is the recognition that everything flows from scholarship. It is why we exist, how we grow,

why students come, and how the community gains. NURTURING SCHOLARSHIP will strike a balance

between teaching and research, champion the development of Centres of Excellence, and focus on the

continued development of our faculty.

The Lakehead student’s educational experience must be delivered in a seamless manner. For this to

happen, the experiences outside the class must be just as unique and exhilarating as inside the class.

The strategic direction LEARNER-CENTRED STUDENT EXPERIENCE combines a culture based on

experiential and collaborative learning, enhanced by the natural advantages of the University’s two

campuses, with the principles of a one-stop approach to service. This will improve students’ success

and make their time at Lakehead unforgettable.

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Our third challenge is symbolized by the Commission on the Reform of Ontario’s Public Services,

known also as the Drummond Report (http://www.fin.gov.on.ca/en/reformcommission/). The Report

makes it clear that we are in an era where most new jobs require a postsecondary education and many

of today’s graduates will go on to careers in areas that don’t currently exist, making an expansion of

postsecondary education essential. At the same time, the current provincial deficit and the provincial

budget requirements will mean a prolonged effort by government to reduce the cost of postsecondary

education. This means that Lakehead University must simultaneously grow and become more effective

in the way student and taxpayer funds are used. The strategic direction, GROWTH AND CAPACITY

DEVELOPMENT, establishes the framework for how we can meet that challenge. The fourth challenge

is driven by Lakehead University’s long-term commitment to an active relationship with our

communities. We are already a national leader in innovative community-based research and

community service learning. NOSM, the Faculty of Law, and the Orillia campus were all responses to

community expectations rather than internal Lakehead initiatives. This makes COMMUNITY

ENGAGEMENT an important social mission consistent with Lakehead University’s values and history.

It is also a matter of critical strategic importance to the University’s future in light of a long-term

demographic decline in Northwestern Ontario. We must find ways to make university education a real

prospect for students. This is especially true for Aboriginal students who are currently half as likely to

have attained a university degree as non-Aboriginal students. In the next two decades, the number of

people aged 15-24 in Northwestern Ontario is predicted to decline by about 20%, while Aboriginal

people will constitute 40% of this age group. Canada’s treaty obligations and Lakehead’s emphasis on

social justice reinforce the desirability of actively engaging Aboriginal peoples within our constitutional

framework

The importance of any university to the social and economic development of its communities cannot be

overstated. University members’ purchasing power brings money to local economies. Universities also

nurture arts and culture and provide students with essential skills and knowledge. The final challenge is

wedding the transfer of knowledge, every university’s core mission, to the specific circumstances of

Northwestern Ontario and Simcoe County. This can best be achieved by making the University’s

commitment to ECONOMIC DEVELOPMENT a strategic priority. Lakehead will combine research with

innovation and education with professional development to make a positive contribution to the

economies of our communities while simultaneously providing new career opportunities to our

graduates.

The five components of this Strategic Plan represent three interlocking motivations. The first, to seek

excellence, is an internal motivation to attract, develop, and maintain great faculty, enterprising

students, and committed staff. It is reflected in the Nurturing Scholarship and Learner-Centred Student

Experience components. The second, growth and development, outlines the University’s capacity-

building aspirations and identifies the supports, infrastructure, and people needed to make these

aspirations a reality. The third centres on giving back to the community by having a social purpose that

builds on, and occasionally transcends, our academic mission. This will be accomplished through

dynamic Community Engagement and Economic Development. It is the interaction between these

motivations that brings the University’s mission, and this Strategic Plan, to life.

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The Framework for the Future

1. Nurturing Scholarship

Teaching, research, and service form the three pillars upon which universities achieve their twin

objectives of expanding and communicating knowledge. The term scholarship was chosen for this

direction because it accurately reflects the Board’s belief that teaching and research, although they

may be seen as separate activities, are inextricably linked and driven by a common focus on learning.

2. Learner-Centred Student Experience

The Lakehead Experience must flow both from its history and its mission. Increasing diversity and a

clear commitment to helping students succeed will create a transformative student experience.

Lakehead University offers unrivaled opportunities for life experiences that are far from ordinary. A

clear example of this is the active student involvement in Lakehead’s varsity athletics program and the

program’s strong community relationships. The University itself, through the dual focus on one-stop

services and giving students the tools to carve their own unique path to success will bring additional

richness to the Lakehead Experience.

3. Growth and Capacity Development

The Board anticipates that by 2018, major new initiatives to attract and keep international, Aboriginal,

and graduate students, coupled with the University’s successful undergraduate and graduate

programs, will result in an overall enrolment of 10,000 students. As a result, Lakehead University will

be broader, deeper, and more sustainable

4. Community Engagement

At the heart of this component is Lakehead’s desire for a relationship with the community. The plan will

build a stronger, more vibrant relationship with the community through a “knowledge commons” and a

commitment to students who face barriers to postsecondary education. A critical element is expanding

working relationships with Aboriginal groups, school boards, municipal governments, non-profit groups,

private businesses, and alumni. A comprehensive external relations plan that prepares the University to

enter into a significant campaign is integral to greater community engagement.

5. Economic Development

Lakehead is directly involved with economic development in four major ways beginning with the

positive financial impact on the community stemming from the purchasing and spending of University

staff, faculty, and students. We provide trained graduates for new jobs created by the knowledge

economy. Our faculty and staff enrich the community through their active involvement and support of

art, music, culture, and recreation. Our research fosters innovation that will lead to the emergence of

new companies and new industries. This component recognizes these benefits are part of the

University’s raison d’être and not simply an accidental by-product.

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Creating Unconventional and Passionate Thinkers

Deliver high quality undergraduate and graduate programs. Recruit, retain, and support staff and faculty who are committed to the pursuit of excellence in both

teaching and research. Increase professional and pedagogical supports. Increase research, scholarly and creative activity, and facilitate collaborative and community-

engaged scholarship opportunities. Increase overall research funds received by 2018 to $25 million. Develop Centres of Excellence in which graduate studies, research funding, and community

interest intersect in an area of clear expertise. Enhance the quality of library resources to foster scholarship. Encourage students to think critically and ask questions.

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Setting the Stage for a Compelling Experience

Enhance the development of experiential learning and research, both inside and outside the class. Perform well above the Ontario mean for Active and Collaborative Learning as measured by the

2017 National Survey for Student Engagement. Make a one-stop approach of easy and convenient access to services the underlying framework for

improving interactions with students from enrolment, through their academic career, to graduation. Build and maintain an outstanding series of online tools that ensures students can quickly and

easily conduct all of their normal university business online. Expand the availability of centres and buildings that will be natural gathering places for students

such as the proposed Kendaasiwin Centre, a new International House, and a one-stop service centre.

Foster an environment for success through enhanced support services as exemplified by the activities of the Student Success Centre.

Seamlessly integrate a global orientation into Lakehead University’s student culture, while maintaining social justice, through English as a second language, expanded exchange and transfer programs, and innovative events.

Introduce students to a wide range of community and extra-curricular opportunities through new partnerships involving Athletics, Recreation, student organizations, the Alumni Association, Student Services and the community.

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The Path to a Bigger and Better University

Actively recruit new students from other regions in Ontario, other provinces in Canada, and other countries around the world.

Increase international enrolment to 10% of overall enrolment by 2018. Increase the number of Aboriginal students by more than 150 over the term of the plan. Increase educational opportunities for students in Northwestern Ontario and Simcoe County. By

2018, the percentage of students from these areas attending university will be close to the provincial average and Lakehead University will remain their premier university of choice.

Develop more partnerships offering other postsecondary students a seamless path to a university degree.

Provide the infrastructure, student supports, and additional people and equipment needed to stimulate enrolment increases.

Establish and execute a comprehensive external relations plan that prepares Lakehead University to undertake a significant fundraising campaign.

Ensure that our underlying rate of growth in revenues and expenditures is equal through a combination of creating new sources of revenue and prudent management. Additional revenue sources could include non-degree and continuing education programs, and increased opportunities for self-sustained research services.

Develop and implement a multiyear capital plan to build new and upgrade existing infrastructure to meet the objectives of the Academic Plan and to enhance student experience.

Ensure an orderly plan for ongoing maintenance and renovation of existing physical facilities.

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Opening Doors and Connecting With Communities Include a “Knowledge Commons” through which the University maintains and showcases music,

art, artifacts, culture, language, and indigenous knowledge on behalf of the community as part of the plans for the proposed Kendaasiwin Centre.

Treat the “Knowledge Commons” as a focal point for the development and expansion of partnerships that simultaneously expand scholarship and engage the community.

Plan and celebrate the 50th Anniversary in 2015, which will dramatically increase the percentage of alumni who are engaged with the University.

Continue to foster and develop the special relationship between Lakehead's varsity teams and the community.

Extend a comprehensive university experience to students living in communities outside Thunder Bay and Orillia through the innovative use of online technology and satellite classrooms.

Expand the Achievement Program, which includes: o Partnerships with school boards to provide a selection of youth-oriented opportunities that

make it clear that university is an achievable goal for all who have the ability; o A tuition-credit program that provides financial support to students who participate in the

Achievement Program; and o Increased bursaries, enhanced child care, and other student supports for adult learners.

Increase opportunities for students currently facing educational barriers to enrolment in graduate studies and professional programs.

Establish legal assistance services available to the community through the new Faculty of Law.

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Transforming the Economies of Central and Northwestern Ontario

Develop a Centre of Excellence for Sustainable Mining and Exploration (CESME) that will provide opportunities to our graduates and enhance mining in Northern Ontario and internationally.

Investigate and begin to develop other Centres of Excellence that emphasize sustainability in areas such as forest development, fresh water, and communities.

Actively support the development of the Northern Policy Institute. Continue to support the commercialization of research through patents and start-up companies. Develop highly skilled, entrepreneurial, ethical, critical, and creative thinkers that sustain and grow

healthy economies in Northwestern Ontario and Simcoe County. Develop community-based partnerships to create and maintain the knowledge-based jobs our

graduates and partners value. Ensure diligent long- and short-term strategic planning that uses resources available for reliable planning such as labour force projections and the recommendations of the economic round tables.

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OPERATIONAL STRATEGIC PRIORITIES (MAY 1, 2017 – APRIL 30, 2018)

Purpose of the External Relations Team

The External Relations Team creates transformative opportunities for our students and communities by

inspiring our Alumni and friends to invest in Lakehead University. We work side-by-side with our

Alumni, donors, communities, faculty, staff and government to ensure that Lakehead delivers an

outstanding student experience that will help our graduates transform the world through their

exceptional and unconventional accomplishments.

Nurturing Passions 2013 – 2018 Strategic Plan

External Relation’s has successfully integrated the University’s

Strategic Plan into each of the following strategic priorities.

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STRATEGIC PRIORITY # 1 OUTREACH – Create Opportunities for Engagement

Continue to plan, coordinate and execute exceptional events for Lakehead University throughout the year including our annual homecoming events.

Increase Alumni Engagement through targeted events (community, faculty, and chapter) and varsity athletics events.

Define and track alumni engagement in Colleague Advancement.

Increase our addressable alumni through a focused outreach program.

Expand Alumni Ambassador Program (domestically and internationally).

Engage the Thunder Bay business community.

Expand Indigenous student and alumni outreach.

Expand relationships with the Federal Liberal Government and the Ontario PC Party.

Creation of annual alumni engagement events in Toronto and Ottawa solely for civil service and political influence positions.

Explore examples of best practices when it comes to thank you communication pieces or methods for the Federal and Provincial Government.

STRATEGIC PRIORITY # 2 BRAND – Celebrate the Exceptional and Unconventional

Increase faculty-based communication with alumni.

Utilize storytelling to celebrate and recognize our Alumni, donors, faculty and students.

Continue to promote Thunder Bay and Orillia communities events (i.e. Report to Community, Speaker Series, Canada’s 150 birthday), as well as GTA events (ie. Holiday Gathering).

Nominate Alumni, donors, faculty and staff for annual awards (Alumni Awards, Honorary Degrees, Fellow, Civitas, and University Awards).

Provide strategic leadership and guidance on branding to key internal partners to better centralize marketing efforts.

Develop a Strategic Brand Plan for Lakehead University – building block towards creation of holistic pan-university plan.

Establish Lakehead University as a leader advocating policy change and increase financial resources in the University Sector.

Working with new and existing staff, re-envision and restructure the functions and mandate of the Marketing department as a whole to better align resources at both campuses to fulfil the mandate of One University, Two Campuses.

STRATEGIC PRIORITY # 3 STUDENTS – Support Student Recruitment and Retention

Continue to foster financial support to recruit and retain students.

Strategically support domestic recruitment in collaboration with Enrolment Services: o Alumni Ambassadors and Chapter Network. o Collaborate on marketing efforts, where possible.

Strategically support international recruitment in collaboration with the International Office: o Alumni Ambassadors and Chapter Network. o Collaborate on marketing efforts, where possible.

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Continue to ensure consistency of brand messaging across the University.

Continue to support recruitment efforts through the Toronto office in collaboration with the GTA Chapter.

Develop a comprehensive current student engagement strategy to foster future support from our Alumni.

STRATEGIC PRIORITY # 4 DONORS – Strengthen Donor-Centred Practices

Recognize, acknowledge and celebrate ALL gifts to Lakehead within the context of the Donor Stewardship Recognition plans.

Be leaders in philanthropic operations through best practices, policies and procedures.

Consistently invite elected officials and senior officials/staff to appropriate University events.

Meet face to face with prospects and donors in their environment.

Develop “first-time” donor packages.

Continue to celebrate our Alumni, donors, students, faculty, staff and community members.

Launch a new giving website.

Database management to support and enhance strategic priorities.

Enhance Donor Events by implementing the Activities and Events Module.

Implement Communication Management to improve donor communication and track alumni engagement metrics.

Automate tax receipting for online donations.

Investigate “moves management” to understand donor migration patterns.

STRATEGIC PRIORITY # 5 REVENUE – Inspire Investment in Lakehead University

Aggressively implement the Annual Fund plan.

Build the Lakehead Annual Fund brand and enhance opportunities for campus giving and engagement.

Increase major gift target by 10%.

Increase legacy expectancies by 10%.

Increase Annual Fund target by 10%.

Build bi-partisan from Government to support priority projects that lead to revenue. This includes Achievement Program, Gichi Kendaasiwin, Telepresence Can/Mex and Research infrastructure (CASES and equipment funding).

Properly research and prepare Lakehead University for a possible Thunder Bay Municipal ask (Gichi, Hockey Pad or other).

Launch non-faculty unit fundraising strategy.

Create and implement cases for support.

Develop cases for support including prospect lists for Aboriginal Initiatives: o Achievement Program o Gichi Kendaasiwin o AMP

Develop a case for support including prospect lists for CASES.

Develop a case for support including prospect lists for the Paterson Library Teaching Learning Commons.

Develop and implement a strategy to solicit CESME prospects: o Solicit a minimum of 10 CESME prospects.

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STRATEGIC PRIORITY # 6 INSTITUTIONAL PHILANTHROPIC CAMPAIGN READINESS

To create a plan within 18 months that will set the course for an Institutional Campaign. In order for this to be accomplished, the VP External Relations will work with the Executive Budget Group to create a four year integrated budget strategy that will include the required resources as recommended and outlined in the report from Ketchum Canada Inc.

FINANCIAL TARGETS 2017 – 2018 Philanthropy: Annual $ 600,000

Legacy $ 237,000

Major Gifts $ 2,351,800

Government: Federal $ 1,000,000

Provincial $ 2,000,000

Municipal $ 1,500,000

Total $ 7,688,800