Practical Personalization in Print: Digital Printing for Donor Cultivation Presentation to the CASE District I/II Conference New York City February 1-4, 2002 Tom Torello Executive Director of Marketing Programs Ithaca College Janet Hiser Director of Advancement Communications and Business Intelligence Rensselaer Polytechnic Institute

Rensselaer Polytechnic Institute Located in Hudson Valley, New York 10,000 students including distance and multiple locations 85,000 alumni 5 schools plus interdisciplinary programs Technological research university In nucleus phase of a major capital campaign

Fund Raising Today-- A Changing Audience More sophisticated donors who expect more sophisticated communications Narrow audience for top gifts -- “the inner circle” -- 90/10 (now 95/5 rule) A need for more “polish” early in a fund raising campaign More dynamic campaigns that evolve over time -- not all initiatives fixed at the outset

Traditional Fund Raising Case Statements White paper for quiet/nucleus phase Static documents –glossy, high-end, expensive –difficult to adapt to changing priorities or changing audiences Lack of communications vehicles early in the campaign One size fits all (at all levels) –no opportunity for tailoring to an individual or small group

Case Statement/Campaign Brochure Potential Donor One-Size-Fits-All Approach

Potential Donor Campaign Priority Brochure Segmented Approach

Customized CommunicationsPotential DonorCustomized CommunicationsPotential DonorCustomized CommunicationsPotential DonorCustomized CommunicationsPotential DonorCustomized CommunicationsPotential DonorCustomized CommunicationsPotential Donor Tailored (Narrow-cast) Approach

Narrow-cast collateral Target audiences –Individual high-end prospects Initiative “sell sheets,” priority brochures, proposals –Small groups of potential donors Agendas, invitations, fact sheets –Current top donors Recognition, stewardship reports –Media Press kits for high-profile media events –Other Posters, CD covers, table tents, programs, etc.

Process Establish a clear process for requesting, producing, and maintaining narrow-casting materials Establish guidelines for usage –Types of materials to be produced –Limits on quantities –Production lead time

Process Development Officer Requests Materials Development Comm Writes copy, updates materials, authorizes production Asst. Director of Marketing Oversees production of materials and manages budget Production Assistant Designs, outputs, and finishes materials. Responsible for all technical aspects of production. Materials delivered to Development Communications “Control Valve”“End-user”“Oversight”“Creative” Rensselaer process:

Content Development and Management Master plan for content –Content areas –Content “experts” –Format of pieces in each area –Response plan for requests for personalized publications For each publication –Source photography –In-house or freelance writing

Content Development and Management Once produced, each publication must be placed on a review schedule and assigned for review –Content accuracy, currency –Images up-to-date? Ad hoc review as “new news” comes in on students, research, etc.

Resources Digital printing capabilities –High-end, networked, digital printer/copier Desktop publishing software –Quark, PageMaker, Photoshop, etc. Finishing –Cutter –Binding (Spiral, Velo, saddle stitch)

Resources Templates –Designed to be flexible for fitting various amounts of copy and images –Designed to work with digital output Photography –Increased need for photography to support additional materials Administrator –Production and design capabilities

Costs Equipment Lease$17,500/yr. –Printer, binder Supplies$ 1,500/yr. –Paper, misc. Computer (startup)$ 3,500 Software (startup)$ 1,200 Salary????

Results Outputting 2,000+ pages per month More than 100 different pieces of up-to- date collateral available for use by Development Officers. (More than twice as many are planned.) Overwhelming satisfaction from end-users. Positive reactions and results from audience.

Next Steps for Rensselaer Add needed capacity Continue to refine process, content, and design Access for campaign volunteers and staff –Online ordering system just implemented New applications Unanticipated applications that need to be systematized Content management tools

Non-development Applications Relatively small and segmented audience Dynamic and visually intriguing information –Frequent changes and updates Return on investment Customer service infrastructure –customers will expect personalized service at all levels Critical Factors: