Executive Message
MESSAGE FROM RODNEY S. RIDLEY, SR., PH.D., RTTP
The O’Pake Institute’s evolution exemplifies purposeful, strategic growth. Like any thriving organism, we began small, learned deeply, and scaled thoughtfully, following the classic crawl-walk-run methodology that has guided our transformation from concept to sustainable impact.
Our “crawl” officially began in October 2019 with the reconstruction of the O’Pake Institute for Economic Development and Entrepreneurship. By December 2019, we had established our first five-year business plan with ambitious yet achievable milestones. Our focus was on forging new partnerships, launching our Fellows and Mentor programs, establishing our business incubator, and creating community development initiatives that would benefit both Alvernia University and the broader communities we serve. What set us apart from the beginning was our commitment to accessibility; all services were offered pro bono, funded entirely by the University and philanthropic support. We also secured crucial operational independence through our Innovation Sub-Committee and Board of Trustees resolutions that allowed us to maintain our own P&L, invest in startups, and operate with the agility of an entrepreneurial venture. By October 2022, we had achieved every key milestone and growth target, nearly three years ahead of schedule.
As with any successful endeavor, there was a need for evolution, which began our “walking” stage. In October 2022, we launched our “Plan for Enhancement of Operations and Long-Term Financial Sustainability.” This
marked our transition from a purely grant-funded model to one focused on self-sustaining revenue generation. Key innovations emerged during this phase. We pioneered a groundbreaking partnership with Alvernia’s Enrollment Department and became the first non-athletic unit to generate revenue through student recruitment and retention. Our collaboration with Graduate and Adult Education expanded our reach into professional development and workforce training. Meanwhile, our EmpowerED program brought entrepreneurial education directly to K-12 students through distinctive internship opportunities. These initiatives signaled our readiness to walk confidently toward full sustainability while maintaining our core mission of experiential learning and community impact.
By August 2023, we were ready to prepare for our “run.” During this time, significant shifts in university and community leadership, combined with our operational successes, created the perfect conditions for comprehensive strategic planning. We identified ten major opportunities with potential regional and national impact, including the codification of “The O’Pake Model,” enhanced venture investment activities, biomedical innovation collaborations, and strategic municipal partnerships. Today’s strategic plan represents more than incremental growth; it charts our path to transformational impact. We’re not just sustaining operations; we’re reshaping how institutes of higher education can operate, grow, and serve their communities while maintaining unwavering focus on student experiential learning and regional economic development.
The crawl-wak-run journey has prepared us for this moment. We’ve built our foundation, proven our model, and now we’re ready to run toward a future where the O’Pake Institute sets the standard for entrepreneurial education and community-centered economic development.
I n Memoriam
Alfred J. Weber (1952–2024)
This strategic plan is more than a blueprint for our organization’s future, it’s a reflection of the heart, mind, and spirit of Alfred J. Weber. Al didn’t just help guide its creation; he inspired it, shaping every step with his trademark blend of sharp insight, steady leadership, and generous humor.
Al was the kind of leader who made you feel seen, heard, and empowered, all while slipping in a well-timed joke. As the founder and longtime president of Tweed-Weber-Danks, he dedicated four decades to helping businesses, nonprofits, healthcare providers, and associations across the country turn complex challenges into strategic opportunities.
But his influence didn’t stop there. Al served on the boards of Tompkins Financial Corporation, Boscov’s LLC, United Way of Berks County, Greater Reading Chamber Alliance, Berks County Community Foundation, and Alvernia University, among many others. He didn’t just serve, he showed up fully, with purpose, wisdom, and warmth.
What we’ll remember most about Al was his unwavering dedication. Even as he faced serious health challenges in his final months, he remained actively involved in our planning process, offering feedback, suggesting improvements, and ensuring we stay true to our mission. His email notes on scheduling and process recommendations weren’t just professional; they were personal testaments to how deeply he cared.
Al approached every project with an eye for detail and a visionary strategist’s mind for the big picture. He believed that good planning starts with listening and succeeds through collaboration. He understood that people, not just plans, move organizations forward.
We move forward carrying Al’s vision and values in our work. This strategic plan is part of his legacy, but the real legacy is the lasting impact he made on the people and communities he touched.
Al Weber passed away on November 19, 2024, close to the end of completing this plan. His professional legacy lives in countless organizations, including here at The O’Pake Institute, where we are stronger because of his guidance. We are grateful for his friendship, his belief in our potential, and his enduring presence in the future we are building.
It’s great to see your crew get fully engaged in our planning process.
— Al Weber, in a note to our team, beaming with pride at our progress.
Guided By Our Mission
HISTORY OF O’PAKE INSTITUTE
Alvernia University has valued students’ moral, ethical and leadership development since its founding in 1958, in alignment with its Franciscan heritage. In 2008, the university launched the Center for Ethics and Leadership (CEL) to make ethics and leadership a distinctive part of an Alvernia education. CEL advanced Alvernia’s Franciscan identity, expanded educational and collaborative opportunities for students and faculty, leveraged community resources to provide those programs, and established Alvernia as a leader in ethics and leadership education. On receiving a generous gift from Sen. Michael O’Pake, Alvernia renamed CEL the O’Pake Institute for Ethics, Leadership, and Public Service to honor his service to Alvernia and his community. In July 2019, President John R. Loyack assumed leadership at Alvernia University with a vision to transform not only Alvernia but also the surrounding economy and contribute to the future of the city of Reading and Berks County. The O’Pake Institute was a central part of accomplishing those plans, and in October 2019, it was reimagined as the O’Pake Institute for Economic Development and Entrepreneurship. Today, the O’Pake Institute focuses on economic development in Reading and Berks County through hands-on, high-impact student projects that fuel experiential learning and provide valuable skills to local businesses, entrepreneurs and nonprofits, as well as fostering meaningful relationships with government and community partners.
Planning Process & Stakeholder Engagment
The O’Pake Institute’s strategic plan represents more than a roadmap, it reflects a collective commitment to thoughtful growth, institutional alignment, and community impact. This plan is the result of a deeply reflective, multi-phased process grounded in intentional engagement, datadriven decision-making, and clarity of purpose.
Recognizing that meaningful progress requires collaboration, we approached planning not as a task to complete, but as an opportunity to listen deeply, challenge assumptions, and shape a future that reflects the needs of those we serve. With the guidance of Tweed, Weber, Danks, we developed a phased approach that honors the complexity of our work and the diverse voices of our stakeholders both internal and external alike.
From survey development and deployment to strategic assessment and action planning, every phase of this journey was designed to generate insight and build trust. What emerged was not just a strategic framework, but a shared sense of direction shaped by student interns, university leaders, community
entrepreneurs, and regional partners alike. Their voices and feedback grounded our process and reminded us of a key truth: our greatest asset is our people and partnerships.
This phased process was purposeful and deliberate. We resisted the urge to rush from data to action. Instead, we created space between each step to reflect, realign, and build each strategic area with intention. This discipline allowed us to identify what truly matters, what is realistically achievable, and what can be sustained over time.
What follows is a comprehensive outlay of moving from results to clearly identifying and defining areas of strategic focus and moving into a strategic action plan designed to transform insight into impact. Each goal was developed with care, aligning with O’Pake’s mission, supporting Alvernia University’s broader vision, and delivering measurable value to the community.
This plan is not just a blueprint for our team; it’s a commitment to our community at all levels. A commitment to accountability, to transparency, and to the shared progress we can create together between now and 2028.
A reas Of Strategic Focus
As with every major initiative undertaken by The O’Pake Institute, this strategic plan was born from vision: one grounded in shared values, thoughtful dialogue, and an unwavering commitment to impact. What began as a set of potential areas of strategic focus, carefully identified through a comprehensive organizational assessment, served as the foundation for collaborative exploration and refinement. Guided by a series of in-depth sessions with our Innovation & Commercialization Subcommittee and key internal and external stakeholders, these initial concepts evolved into a strategic direction that is both aspirational and actionable.
The process was intentionally iterative and inclusive.
Early discussions centered on defining the scope and priorities of the Institute, identifying key opportunities for growth, financial sustainability, and deeper integration within Alvernia University. Each potential focus area was subjected to critical review: Are these areas aligned with our mission? Do they leverage our unique strengths? How do they position us for long-term success? Through candid dialogue, data analysis, and stakeholder feedback, we refined our priorities, clarified objectives, and ensured alignment with Alvernia’s broader institutional goals.
What emerged is not just a list of goals, but a cohesive roadmap that reflects O’Pake’s institutional role, reaffirms our core mission, and charts a bold course for the future. At its heart, this plan is about smart, purpose-driven growth. It represents a call to action: to expand our influence, strengthen partnerships, and meet the evolving needs of our university and surrounding
communities with clarity, discipline, and intent. We align our strategy with Alvernia’s broader mission and position O’Pake as a driver of innovation, economic engagement, and academic excellence.
A central pillar of this plan is the advancement of student experiential learning. We are committed to creating robust, real-world opportunities that empower students to apply knowledge in practical settings, develop career-relevant skills, and engage meaningfully beyond the classroom. Simultaneously, we are deepening faculty engagement and forging stronger ties with academic departments: enhancing interdisciplinary collaboration, applied research, and curricular innovation.
By intentionally integrating across Alvernia’s academic and operational ecosystem, O’Pake is building a dynamic platform for innovation: one that strengthens our academic pipeline, supports workforce readiness, and contributes directly to the institution’s longterm strategic goals. This plan is not only a vision for where we’re going but also a reaffirmation of our value to the university and the region. It reflects a future in which The O’Pake Institute continues to be a vital catalyst for institutional advancement, community engagement, and transformational learning.
Our long-term success will be driven by achieving financial sustainability through a dual focus: generating $2 million in annual revenue and recruiting 35 new students year over year, while maintaining an 80% retention rate. These measurable goals underscore our commitment to growth, impact, and alignment with Alvernia’s broader mission.
To bring this vision to life, we have identified four strategic areas of focus that will guide our work over the next several years. These pillars are designed to amplify O’Pake’s institutional and community value, strengthen our operating model, and ensure long-term scalability and impact:
Expanding the O’Pake Model
We are working to replicate the successful O’Pake Institute framework across other educational institutions. This effort will empower them to foster innovation, entrepreneurship, and economic development within their own communities, extending O’Pake’s influence while positioning us as a national model for university-based innovation centers.
Student Recruitment & Faculty Engagement
We are investing in meaningful experiences that distinguish O’Pake and Alvernia as premier destinations for students and faculty. Through sustainable partnerships, enhanced resources, and a strong focus on experiential learning, we aim to attract and retain top talent while enriching academic engagement.
Expanding O’Pake Programs
Through partnerships with municipalities, government agencies, and key community stakeholders, we scale our programs to better serve both internal and external communities. Internally, we are streamlining and automating processes to enhance program efficiency and accessibility.
O’Pake Creative Services Initiatives
In collaboration with Alvernia’s Marketing and Communications Office, we are advancing a cohesive marketing strategy that highlights our work, shares impact stories, and elevates public engagement through strategic communications, media outreach, and storytelling campaigns.
Developmen t Of Strategic Action Items
Following the development of our four strategic areas of focus, our next critical step was to translate these pillars into a strategic action plan that would guide our execution with clarity, accountability, and measurable outcomes.
This transition from vision to action was not simply a procedural next step; it was a deliberate, thoughtful process rooted in collaboration, reflection, and alignment. At every stage, we remained grounded in the understanding that a successful plan must be realistic, achievable, and wielded for lasting success.
To shape this plan, we drew upon insights gathered from stakeholder surveys, feedback from internal partners, and candid assessments from our own team. These diverse inputs provided a clear picture of community needs, institutional capacity, and the opportunities ahead. Together, we asked these essential questions:
• What does success truly look like in each area?
• What can we realistically accomplish in the short and long term?
• How do we ensure alignment with Alvernia’s mission and O’Pake’s values?
Through a series of facilitated working sessions, our leadership team engaged in honest, strategic dialogue to define outcomes that are not only ambitious but attainable. This collaborative design process helped us prioritize what matters most: balancing innovation with sustainability, and strategy with action.
Each goal within the plan was developed using the SMART framework (Specific, Measurable, Achievable, Relevant, and Time-Bound). This disciplined approach ensures every action item is trackable, transparent, and meaningful. It also sets the foundation for continuous evaluation and improvement.
To promote clarity and ownership, staff leads were appointed to champion each focus area. These leads worked to refine objectives, build consensus, and identify the partnerships, systems, and resources needed for successful implementation. Each goal was vetted not only for feasibility but also for alignment with O’Pake’s mission and Alvernia University’s strategic vision, ensuring we’re not only doing the right things, but doing them the right way.
Planning Process Overview:
Phase 1: Survey Development and Deployment
The strategic planning process commenced in June 2024 with the Institute’s leadership team partnering with Tweed, Weber, Danks to develop a comprehensive survey designed to capture critical insights from key stakeholder groups. This collaborative approach ensured that survey questions were strategically crafted to elicit meaningful data across multiple dimensions of organizational performance and stakeholder perception.
The survey deployment strategy encompassed both internal Alvernia University stakeholders and external community partners, creating a 360-degree view of the Institute’s current position and perceived value. This dual-stakeholder approach was instrumental in providing leadership with a complete picture of organizational strengths, weaknesses, opportunities, and threats from multiple perspectives.
Phase 2: Data Analysis and Strategic Assessment
Following survey completion, the leadership team engaged in intensive analysis sessions during June and July 2024, systematically reviewing results and translating data into actionable strategic insights. The comprehensive assessment process examined four critical areas: organizational strengths, weaknesses, market opportunities, and external threats.
Key Strategic Assessment Findings:
Organizational Strengths: Foundation for Growth
The stakeholder feedback revealed three primary strength categories that position the O’Pake Institute as a unique and valuable resource:
Client Impact Excellence
The Institute has established itself as a trusted partner filling a critical gap in the entrepreneurial ecosystem. With 94% of served clients being women minority-owned businesses, the Institute demonstrates both market reach and commitment to inclusive economic development. The organization’s ability to bridge the gap between “early dream” entrepreneurship and active business development represents a distinctive value proposition that resonates strongly with stakeholders.
Student Development Leadership
Student engagement metrics reveal exceptional performance, with 78% of students reporting being “extremely engaged” and an additional 16% “somewhat engaged.” Perhaps most significantly, 89% of students report feeling prepared for real-world business opportunities following their O’Pake experience, while 62% achieved job placement directly attributable to their Institute involvement. These outcomes demonstrate the program’s effectiveness in translating experiential learning into career advancement.
Stakeholder Confidence and Recognition
The Institute enjoys remarkably high stakeholder awareness levels, ranging from 90% awareness of business incubator services to 74% awareness of technology transfer capabilities. When asked to describe the Institute in three words, stakeholders provided 66 positive descriptors versus only four negative ones, with “Helpful,” “Innovative,” and “Collaborative” emerging as top descriptors.
Critical Success Indicator: Net Promoter Score Analysis
The Institute achieved an exceptional Net Promoter Score (NPS) of +58, with subgroup scores ranging from +85 to +38. This metric is particularly significant as it measures stakeholder willingness to recommend the
organization to others – a strong indicator of genuine satisfaction and perceived value.
NPS Context and Implications:
Scores above +50 are considered excellent in most industries
The +58 score indicates strong stakeholder loyalty and satisfaction
The range of subgroup scores (+38 to +85) suggests consistent positive perception across diverse stakeholder categories
This high NPS provides a strong foundation for growth initiatives and community partnerships
Strategic Challenges: Areas for Development:
Marketing and Communication Gaps
Despite strong performance metrics, stakeholders identified marketing and community awareness as the Institute’s greatest weakness, with 11 respondents citing this concern. The feedback indicates that while the Institute delivers exceptional value, its message becomes “jumbled in the market,” preventing optimal community understanding and engagement.
Process Optimization Needs
Internal processes, particularly client and student intake procedures, were identified as inconsistent and not built for scalability. This operational challenge, combined with concerns about execution and follow-through (11 responses), suggests that organizational systems have not kept pace with program success and demand.
Strategic Opportunities: Pathway to Enhanced Impact:
Brand Clarification and Market Positioning
The assessment revealed significant opportunity to clearly define the Institute’s brand and value proposition, followed by comprehensive marketing initiatives targeting key community stakeholders. The potential to develop
relationships with community centers of influence and create structured success story dissemination represents substantial growth potential.
Internal Systems Enhancement
Opportunities exist to improve student preparation for post-graduation success, create multi-tier program delivery models, and develop structured intake processes that can scale with organizational growth. These system improvements would address current operational constraints while positioning the Institute for expanded capacity.
External Environment Assessment:
Market Opportunities
The assessment identified favorable external conditions for growth, including opportunities to strengthen relationships with municipalities, government agencies, and community organizations. The potential to configure services more precisely to target client needs while expanding the Institute’s role in regional economic development emerged as key strategic possibilities.
Risk Management Considerations
Leadership identified both controllable and external threats requiring ongoing attention. Internal risks centered on program quality maintenance, financial sustainability, and stakeholder communication. External threats included economic conditions, regulatory changes, and technological advancement that could impact program relevance.
Strategic Planning Implications:
The comprehensive stakeholder engagement process provided leadership with clear direction for strategic focus areas. The exceptional NPS score and strong performance metrics indicate that the Institute has established a solid foundation of stakeholder trust and program effectiveness. However, the feedback also identified specific areas where improvement could significantly enhance organizational impact and sustainability.
The planning process revealed that while the Institute excels in service delivery and stakeholder satisfaction, success has created new challenges around scalability, brand clarity, and systematic approach to growth. These insights directly informed the development of strategic focus areas including
financial sustainability, proactive marketing, student recruitment and retention, university integration, and process improvement.
Team Leads Overseeing Strategic Focus Areas
Strategic Area 1: Expanding the O’Pake Model
Led by Rodney Ridley, Caitlin Long, and John Stetler, this team focused on codifying and protecting the core elements of the O’Pake framework, identifying service competencies, and formalizing client and project vetting processes. The resulting goals are designed to enable scalable replication while preserving the integrity of the model.
Strategic Area 2: Student Recruitment & Faculty Engagement
Under the leadership of Katie Hestor and Caitlin Long, this team prioritized student success by strengthening recruitment, retention, and experiential learning. They also developed strategies to enhance faculty awareness and engagement with O’Pake resources.
Strategic Area 3: Expanding O’Pake Programs
With leadership from Lizette Epps, John Stetler, and Katie Hestor, this group explored new ways to broaden O’Pake’s reach through innovative programming, deeper community engagement, and long-term financial sustainability, including partnerships, client processes, and investment strategies.
Strategic Area 4: O’Pake Creative Services Initiatives
Led by Winnie Gutierrez, this area concentrated on elevating O’Pake’s brand, presence, and storytelling power. By collaborating with Alvernia’s Marketing and Communications team, they developed goals to enhance visibility and consistently communicate impact across channels.
This Strategic Action Plan reflects a shared vision and a unified commitment to purposeful, measurable progress. The following section outlines the implementation framework that will guide how we track, review, and adapt our efforts over time, ensuring this plan not only lives on paper, but thrives in practice.
Implementation Framework
A strategic plan is only as strong as its execution. At The O’Pake Institute, we recognize that bold ideas require focused, disciplined implementation in order to achieve meaningful outcomes. That is why, following months of thoughtful planning and stakeholder engagement, we have designed a comprehensive implementation framework to guide the rollout of our three-year strategic plan.
This framework ensures that the priorities outlined in this plan are not just aspirational: they are actionable, measurable, and accountable. It reflects our commitment to excellence, transparency, and a culture of continuous improvement.
As we transition from strategic development to strategic delivery, we are guided by six key components that will drive our execution, measure progress, and enable us to adapt as needed.
1.Three-Year Action Plan with SMART Goals
Each of our four strategic pillars includes specific initiatives with clearly defined actions, leads, and timelines. These have been translated into SMART goals (Specific, Measurable, Achievable, Relevant, and Time-bound) to promote alignment, accountability, and impact across the institute. The action items that follow serve as a roadmap for the work ahead.
2.Quarterly Progress Reviews
To maintain momentum and ensure we remain on track, we will conduct structured quarterly check-ins to assess progress on all action items. These reviews will be used to:
• Reassess timelines and resource allocation
• Adjust strategies based on emerging insights
• Document key wins, challenges, and lessons learned
3. KPI & Metric Tracking
We will identify and monitor key performance indicators (KPIs) aligned to each strategic priority. Real-time dashboards and data tracking tools will support regular progress assessments. Transparent data sharing will empower informed decision-making and strategic agility.
4.Roles & Accountability
Clear ownership of tasks and deliverables has been established within our team. We foster a culture of proactive reporting, collaboration, and accountability, ensuring that every member of the team is aligned with our shared vision and equipped to execute with clarity and purpose.
5.Communication & Collaboration
Open and frequent communication is central to effective implementation. Our strategy includes:
•Weekly updates within strategic focus area teams
•Monthly cross-functional leadership meetings
•Transparent sharing of successes, challenges, and evolving needs
This communication cadence promotes alignment across departments and reinforces a unified drive toward our institutional goals.
6.Continuous Improvement & Adaptation
We understand that innovation and progress require flexibility. Our framework includes:
By embedding this structured implementation model into our daily operations, the Institute is positioned not just to execute the plan, but to do so with excellence, responsiveness, and long-term impact. What follows is the detailed three-year action plan that will move us from intention to transformation, driving the next chapter of O’Pake’s growth and leadership.
Strategic Action Plan
The O’Pake Institute’s strategic action plan is designed as a focused, actionable roadmap that turns vision into measurable progress. To support meaningful implementation and long-term success, the plan is structured around the SMART Goal framework and ensures each objective is Specific, Measurable, Achievable, Relevant, and Time-bound.
This framework provides more than clarity, it offers accountability. By assigning time-bound milestones and tangible targets, SMART Goals help the Institute’s leadership and staff move beyond aspiration to execution. It enables each team lead to understand not only what success looks like, but how to track it, adjust in real time, and deliver results aligned with our mission and stakeholder expectations.
The action plan is built around the four core strategic focus areas mentioned in prior sections and focuses on our model for expansion, student and faculty engagement, program development, and marketing/communications. Each focus area has been translated into a series of coordinated goals designed to:
• Strengthen O’Pake’s position as a regional and national leader in entrepreneurship and innovation
• Deepen student engagement and workforce readiness
• Increase financial sustainability and community reach
• Elevate brand awareness and storytelling capacity
Year-over-Year Strategic Trajectory:
The year-over-year strategic trajectory outlines a phased progression designed to ensure sustainable growth and continuous improvement. In Year 1, the focus is on building a solid foundation, establishing core systems, launching pilot initiatives, and setting up the infrastructure necessary for long-term success. Year 2 shifts to expansion and refinement, scaling successful efforts, enhancing operational efficiency through automation, and deepening community and institutional partnerships. By Year 3, the Institute will move into full implementation mode: achieving strategic targets, documenting best practices, and institutionalizing models for replication. This phased approach allows for thoughtful development, informed decision-making, and measurable impact year over year.
Year 1: Laying the Foundation
• Establish core infrastructure for tracking, communications, and stakeholder engagement
• Launch pilot efforts across initiatives to test systems and refine internal processes
• Finalize IP development strategies and initial partnership exploration
• Introduce new recruitment, faculty engagement, and community outreach protocols
Year 2: Scaling with Focus
• Expand high-performing programs from Year 1
• Secure increased financial support through grants, licensing, and strategic partnerships
• Refine operational systems and automate key client and student services
• Broaden storytelling reach and increase visibility of Institute impact
Year 3: Institutionalizing Growth
• Achieve full implementation of strategic initiatives with established metrics for success
• Demonstrate ROI through revenue, recruitment, retention, and impact metrics
• Scale successful models for replication beyond Alvernia
• Finalize documentation of systems and best practices to inform future strategic planning
Expected Output by 2028
By the close of the plan, the Institute will have:
• Operationalized a scalable, replicable model of its core services
• Strengthened university integration and student pipeline outcomes
• Deepened partnerships across higher education, government, and the community
• Achieved financial milestones necessary for long-term sustainability
• Created a documented framework for storytelling, marketing, and stakeholder engagement
Strategic Action Plan:
Expanding the O’Pake Model:
Staff Lead(s): Rodney Ridley/Caitlin Long (#1); Caitlin Long (#’s 2-3); John Stetler (#’s 4-5)
1. Capture and protect the core elements of the O’Pake Model to enable its secure replication and scalable sharing.
Specific: Document the foundational components, workflows, and value proposition of the O’Pake Model, and identify which elements are unique and replicable to guide intellectual property protection and future scalability. Incorporate a monetization strategy into the documentation process to identify and package high-value, replicable services and frameworks suitable for licensing and revenue generation.
Measurable: Catalog core program components and support mechanisms; complete a comprehensive IP needs assessment and draft at least one formal application for protection (e.g., trademark or copyright). Track progress toward monetizable IP outputs, including number of licensable assets, revenue opportunities identified, and formal interest from external institutions.
Achievable: Leverage internal expertise from the O’Pake leadership team, program designers, and legal counsel to collaboratively define and secure the IP, utilizing existing program documentation and stakeholder input. Coordinate with the Technology Transfer Office (TTO) and Venture Investment Services to align IP strategy with commercialization pathways and identify equity, royalty, or license-based revenue models.
Relevant: Preserving the uniqueness of the O’Pake Model ensures institutional recognition, protects proprietary practices, and enables consistent, brand-aligned replication in new markets or partner institutions. Securing and monetizing the O’Pake Model aligns with the broader objective of becoming a self-sustaining, revenue-generating center and a licensable national model for other small technology transfer offices (TTOs). appendix
Time-Bound:
Year 1:
• Clarify IP ownership, distinguishing existing assets from new developments.
• Develop an IP strategy to secure rights for both existing and future assets.
• Create a know-how license for controlled sharing of the model.
• Identify 1–2 strategic partners to pilot the O’Pake Model.
• Develop pricing and licensing tiers for the O’Pake Model based on pilot feedback and market analysis.
Year 2:
• Secure and formalize intellectual property protections.
• Develop and launch a scalable costing model.
• Acquire 3–5 new partner entities within the year.
• Expand model adoption across the Northeastern U.S.
• Initiate revenue collection through licensing or service agreements with early adopters.
Year 3:
• Launch a national marketing strategy to promote the model.
• Secure 3–5 additional strategic partners.
• Initiate development of an international expansion strategy.
• Establish a recurring revenue stream from licensees and consulting support; target $10K–$25K+ annual revenue from O’Pake Model licensing by Year 3.
2. Create a process to vet projects before commitment (Project 6™).
Specific: Develop a decision tree to evaluate major industry-sponsored projects (Project 6™) with clear criteria for alignment with institutional priorities and long-term sustainability. Focus on quality, high-yield projects over quantity.
Measurable: Cap at a specific number of major projects per semester; assess department capacity; maintain a queue of ongoing projects. Target 1-2 major industry-sponsored projects each semester, totaling $25,000 in annual revenue.
Achievable: Implement through team effort with O’Pake Executive Director Client Services & Academic Services, student-powered services, relevant academic departments, and industry partners/sponsors.
Relevant: Ensure O’Pake sustainability both fiscally and in capacity model. Focus on quality over quantity to prevent student and staff burnout while optimizing the Project 6™ model for brand awareness and successful outcomes.
Time-Bound:
Year 1:
• Complete assessment and preparatory work
• Roll out formal process to internal team
• Complete five Project 6™ initiatives
• Identify target industry projects for each major O’Pake department
Year 2:
• Expand Project 6™ to target at least 3 O’Pake departments
• Achieve 7 paid projects total for the year
• Integrate faculty/staff liaisons within each participating department to improve project alignment and resource planning
• Launch mid-year evaluation process to refine the vetting tool based on project outcomes, team feedback, and sponsor satisfaction
Year 3:
• Implement Project 6™ in each major O’Pake department every semester
• Achieve 10-12 paid projects annually
• Formalize an annual sponsor review and renewal process to strengthen long-term partnerships
• Introduce advanced training modules for student-powered teams to enhance performance and increase project ROI
3. Optimize the systems and resources available through Alvernia University.
Specific: Enhance efficiency, accessibility, and impact of O’Pake Institute operations by strategically optimizing available systems, resources, and partnerships within Alvernia University to support innovation, entrepreneurship, and economic development.
Measurable: Track improvements through KPIs including system efficiency, resource utilization rates, stakeholder engagement, and funding secured. Secure at least one new funding opportunity and reinstate Student Innovation restricted funds.
Achievable: Conduct audits, stakeholder consultations, and pilot process improvements within defined timeframes.
Relevant: Align improvements with O’Pake’s mission to foster entrepreneurship, economic development, and student engagement while enhancing experiential learning opportunities.
Time-Bound:
Year 1:
• Complete audit of current systems and resources within first 90 days
• Identify three process improvements by 6-month mark; implement by 12-month mark
• Increase faculty and student engagement with O’Pake resources by at least 20% over 12 months
• Conduct quarterly progress check-ins
Year 2:
• Initiate systems pilot testing with small-scale changes
• Measure impact via KPIs and adjust strategies accordingly
• Develop long-term sustainability plan for continuous system optimization
• Onboard 3 additional optimized or automated processes
Year 3:
• Onboard 3 additional optimized or automated processes (total of 9 updated processes)
• Involve / survey stakeholders to assess efficiency of processes
• Develop long-term assessment tool for process optimization
• Reassess targets to refine or new processes to tackle
4. Define our criteria for economic development projects and our process for vetting them
Specific: Create a multi-phase framework to guide economic project assessments, ensuring financial and strategic alignment.
Measurable: Define key assessment metrics and track project approval and funding success rates.
Achievable: Engage experts and stakeholders to ensure the framework is well-structured and actionable.
Relevant: Supports O’Pake’s mission and institutional growth objectives.
Time-Bound:
Year 1:
• Conduct research and stakeholder consultations to establish preliminary criteria.
• Develop a draft framework for economic development project evaluation.
• Gather feedback from key stakeholders on the proposed framework.
• Refine assessment metrics based on institutional priorities and sustainability goals.
Year 2:
• Finalize the framework with clear evaluation criteria and processes.
• Train staff on implementing the new project vetting procedures.
• Begin applying criteria to evaluate real economic development projects.
• Document outcomes and identify areas for process improvement.
Year 3:
• Evaluate the framework’s effectiveness based on project outcomes.
• Refine criteria to better align with institutional goals.
• Implement continuous improvement strategies for the vetting process.
• Establish the framework as a standard operating procedure.
5. Define our core service delivery competencies, identify ideal target markets/clients, and processes for consistent client delivery
Specific: Create a structured approach to define and implement core service delivery areas.
Measurable: Document competencies, track market engagement, and measure service effectiveness.
Achievable: Engage experts and stakeholders to ensure a well-structured and actionable framework.
Relevant: Supports O’Pake’s mission and institutional growth objectives.
Time-Bound:
Year 1:
• Conduct a comprehensive needs assessment to identify service gaps.
• Define core competencies aligned with institutional capabilities.
• Identify primary target markets and client segments.
• Draft standardized service delivery processes for consistency.
Year 2:
• Implement the service framework across all departments.
• Train staff on new service delivery standards and processes.
• Begin tracking engagement metrics and service effectiveness.
• Refine processes based on initial implementation feedback.
Year 3:
• Evaluate service delivery effectiveness using established metrics.
• Refine processes to enhance client satisfaction and outcomes.
• Expand outreach strategies to additional target markets.
• Develop long-term sustainability plan for service offerings.
Student Recruitment & Faculty Engagement
Staff Lead(s): Katie Hestor (#’s 1-3); Caitlin Long (#4)
1. Develop and implement a sustainable student recruitment and retention strategy ensuring long-term program growth and student success.
Specific: Develop and implement a structured student recruitment and retention strategy that includes targeted outreach, enhanced personal and professional development programs, and engagement initiatives.
Measurable: Enroll at least 35 new students annually and achieve an 80% retention rate achieving $1,000,000 in revenue over 4 years.
Achievable: Execute targeted marketing campaigns in conjunction with enrollment, expand EmpowerED’s footprint regionally establishing partnerships with at least five new K-12 schools or organizations annually, and implement student success initiatives to improve retention.
Relevant: Ensures financial sustainability, enhances student success, and strengthens Alvernia’s reputation for experiential learning.
Time-bound:
Year 1:
• Design and launch a targeted recruitment strategy.
• Establish five new EmpowerED partnerships.
• Revise and implement enhanced personal and professional development programs.
• Enroll 35+ new students and achieve an 80% retention rate YOY. Convert at least 20% of eligible HS EmpowerED interns into AU students YOY.
Year 2:
• Launch Pottsville and Hazelton EmpowerED initiative.
• Deepen partnerships to strengthen enrollment and retention efforts.
• Design and launch a retention strategy.
• Formally establish the Experiential Learning Council.
Year 3:
• Scale successful recruitment and retention strategies and enhance impact tracking.
• Research, design, and implement a process that ensures student experiential learning best practices are deployed YOY.
• Develop an O’Pake specific incentive proposal to attract and retain new students.
• License the O’Pake student experiential learning model nationally.
2. Define and develop student activity tracking in alignment with internal stakeholders as it relates to recruitment, retention, and engagement.
Specific: Define and develop a comprehensive student activity tracking system in collaboration with internal stakeholders to monitor recruitment, retention, and engagement.
Measurable: Implement a tracking system that captures at least one KPI and one actionable quarterly report for each of the following: O’Pake student recruitment, O’Pake student retention, and O’Pake student engagement.
Achievable: Define essential data points in collaboration with internal stakeholders. Select an appropriate tracking system, and secure training to develop and integrate tracking tools effectively.
Relevant: Enhances data-driven decision-making to improve student recruitment, retention, and engagement strategies. Captures KPIs validating program effectiveness.
Time-bound:
Year 1:
• Identify the essential metrics and data needed to track performance and measure success.
• Choose a reliable platform or software that aligns with organizational needs and integrates with existing systems.
• Provide comprehensive training to ensure team members understand
how to input, manage, and analyze data effectively.
• Implement the system on a small scale, assess its functionality, and produce initial reports to evaluate key performance indicators.
Year 2:
• Implement and refine the system to ensure seamless integration and efficiency across all student engagement processes.
• Automate reporting to streamline data collection, improve accuracy, and enhance real-time decision-making.
• Leverage data insights to optimize student recruitment, retention, and engagement strategies for greater impact.
• Continuously refine processes based on data trends and feedback to enhance overall program effectiveness.
Year 3:
• Develop and publish an internal annual impact report to highlight key metrics and insights related to student success, engagement, and outcomes.
• Align with recruitment and retention goals by showcasing data-driven strategies that support student enrollment, persistence, and graduation rates.
• Enhance institutional awareness by providing leadership and stakeholders with a clear understanding of program effectiveness and areas for improvement.
• Strengthen university partnerships by leveraging report findings to inform collaboration, resource allocation, and student support initiatives.
3. Identify and secure sustainable funding, partnerships, and resources to enhance student experiential learning opportunities, ensuring O’Pake remains a premier choice for students seeking hands-on, career-focused experience.
Specific: Identify and secure sustainable funding, strategic partnerships, and resources to expand student experiential learning opportunities, reinforcing O’Pake as a premier destination for hands-on, career-focused experiences.
Measurable: Secure a minimum of $50,000 in funding annually, establish/ strengthen at least two new internal or external partnerships per year, and achieve an 80% student satisfaction rate with experiential learning
opportunities based on annual surveys.
Achievable: Collaborate with AU grants office to apply for at least two grants annually and formalize partnerships with industry and campus partners to support student experiential learning initiatives.
Relevant: Strengthens Alvernia and O’Pake’s reputation as a leader in handson student experiential learning and ensures consistent client service delivery.
Time-bound:
Year 1:
• Collaborate with the AU/O’Pake Grants team to apply for at least two grants focused on enhancing student experiential learning opportunities.
• Formalize at least two new regional strategic partnerships that support student engagement and hands-on learning experiences.
• Create a structured plan to formalize student training, ensuring consistency and alignment with experiential learning goals.
• Conduct a baseline student satisfaction survey to gather insights and measure the effectiveness of current programs.
Year 2:
• Formalize at least two new partnerships to expand opportunities for student engagement and experiential learning.
• Secure $50,000 in funding to support student-focused initiatives and program development.
• Strengthen student technical skills through targeted training and handson learning experiences.
• Execute the student training plan and enhance experiential learning programs to achieve a 75% student satisfaction rate.
Year 3:
• Maintain $50,000 or more in funding to sustain student-focused initiatives and program development.
• Formalize at least one new national strategic partnership with a philanthropic fund that supports entrepreneurship, student engagement and hands-on experiential learning.
• Develop an implant a model for national brand strategic partnership in offering expert training.
• Define and build a student retention fund.
4. Conduct a “tour” of faculty-related meetings to introduce O’Pake resources.
Specific: Strengthen engagement of faculty across all four Alvernia colleges with the O’Pake Institute through strategic outreach, introducing available resources and connecting them to industry-sponsored research and real-world learning opportunities.
Measurable: Track number of meetings conducted, faculty attendance, engagement levels, follow-up inquiries, and partnerships initiated. Present to each college within 6 months (minimum 4 presentations), engage 25 faculty members, and find 1-2 champions in each college. Facilitate 3 new facultyindustry research collaborations annually.
Achievable: Leverage existing faculty meetings, department gatherings, and university events to efficiently reach faculty members.
Relevant: Aligns with O’Pake Institute’s mission to foster innovation, strengthen university-industry collaboration, and expand real-world learning opportunities for students.
Time-Bound:
Year 1:
• Develop streamlined, targeted faculty presentation in conjunction with academic services and technology transfer
• Identify key faculty meetings to target in conjunction with relevant department heads
• Ensure to conduct presentations targeting all 4 colleges, bringing student Fellows as applicable
• Complete faculty meeting tour within six months with quarterly impact assessments
Year 2:
• Schedule intentional follow-up meetings with engaged faculty
• Pair interested faculty with appropriate Project 6™ sponsors
• Achieve at least 3 faculty Project 6™ engagements, with 1-2 Fellows on each project
• Confirm 1 faculty/staff ambassadors in each of the 4 colleges
Year 3:
• Confirm 2 faculty/staff ambassadors in each of the 4 colleges
• Launch 5 internally-driven Project 6™ engagements annually, with 2-3 Fellows on each project
• Embed O’Pake into new hire orientations and quarterly faculty trainings
• Help faculty with intellectual property assessments to expand university portfolio
Expanding O’Pake Programs
Staff Lead(s): Lizette Epps (#’s 1-3,6); John Stetler (#’s 4-8); Katie Hestor (# 9)
1. Establish a Structured Collaboration with the Grant Writing Office
Specific: Develop andimplement a formal collaboration with the grant writing office to support at least three faculty members annually in securing funding.Formalize fundraising strategies targeting grants, government agencies, and philanthropists to diversify and strengthen institutional funding streams.
Measurable: Achieve a 25% increase in successful grant applications and securea minimum of $250,000 in funding annually over three years.
Achievable: Provide targeted grant-writing support to faculty, conduct workshops, apply for a minimum of 10 grants per year, and engage with at least five philanthropic organizations annually.
Relevant: Enhances faculty research opportunities, ensures financial sustainability, and supports institutional growth.
Time-bound:
Year 1:
• Establish collaboration guidelines with the grant writing office.
• Identify and support at least three faculty members in developing grant applications.
• Submit 5-8 grant applications.
• Initiate relationships with five philanthropic organizations and
government agencies.
Year 2:
• Expand faculty support to five members.
• Increase the number of grant applications to 10+.
• Secure a minimum of $250,000 in funding.
• Strengthen partnerships with philanthropic organizations and government agencies.
Year 3:
• Support 6+ faculty members in grant applications.
• Maintain or exceed $250,000 in funding.
• Evaluate collaboration effectiveness and refine support strategies.
• Develop a long-term sustainable fundraising model in partnership with the grant writing office.
2. Launch Innovative Community Programs Leveraging University Resources
Specific: Successfully launch 2-3 innovative community programs annually that leverage university resources to address local community needs. Programs will focus on key areas such as education, economic development, and social well-being, while strengthening external partnerships.
Measurable: Engage at least 500 community members annually and demonstrate measurable impact in targeted areas.
Achievable: Collaborate with university departments, local organizations, and stakeholders to design and implement programs. Secure necessary resources and track progress through established metrics.
Relevant: Supports the university’s mission of community engagement, strengthens partnerships, and creates sustainable local impact.
Time-bound:
Year 1:
• Identify key community needs through stakeholder input and data
• Develop partnerships with 5-7 local organizations.
• Design and launch 2-3 pilot programs, engaging at least 300 community members.
• Establish baseline metrics for tracking program impact.
Year 2:
• Refine and expand successful pilot programs.
• Develop and launch 2-3 additional programs, expanding reach to 500+ community members.
• Strengthen partnerships by forming advisory committees for each program.
• Begin measuring program outcomes using established metrics.
Year 3:
• Sustain and scale the most impactful programs.
• Develop long-term funding and operational plans.
• Continue launching 2-3 new programs, increasing annual community engagement to 600+ members.
• Publish an impact report demonstrating measurable progress in education, economic development, and social well-being.
3. Establish and Deepen Relationships with 5 Key Community Centers of Influence in Reading and Pottsville
Specific: Develop and strengthen strategic partnerships with at least five key community centers of influence in Reading and Pottsville, focusing on collaborative initiatives that address regional challenges, foster local development, and create sustainable community impact.
Measurable: Establish formal agreements or collaboration initiatives with at least five key community partners. Track the number of joint projects, events, and programs initiated.
Achievable: Engage with municipalities, government agencies, and local organizations to co-develop and implement community-driven initiatives. Conduct quarterly meetings to assess partnership progress.
Relevant: Supports regional growth and enhances the university’s role as a catalyst for community development.
Time-bound:
Year 1:
• Identify and establish initial connections with five key community centers of influence.
• Develop and implement one collaborative project with at least two community partners.
• Formalize partnerships through MOUs or collaboration agreements.
• Participate in at least five community events to strengthen relationships.
Year 2:
• Expand collaboration by launching 2-3 additional joint initiatives focused on local development.
• Conduct biannual check-ins with partners to assess progress and explore new opportunities.
• Increase visibility and engagement by co-hosting community workshops or forums.
• Document and evaluate the impact of partnership activities.
Year 3:
• Deepen and sustain partnerships by establishing long-term collaboration goals.
• Expand partnerships to include additional municipalities or regional agencies as appropriate.
• Publish a community impact report highlighting collaborative achievements.
• Continue ongoing engagement through events, mentorship, and resource sharing.
4. Develop and implement a streamlined, accessible, and automated client intake process by leveraging digital tools and stakeholder insights. This initiative will improve onboarding efficiency, increase user adoption, and enhance client experience in alignment with O’Pake’s mission.
Specific: Create a streamlined, automated intake process that is accessible to all clients.
Measurable: Track onboarding efficiency, user adoption rates, and process improvements.
Achievable: Leverage digital tools and stakeholder insights to optimize intake workflows.
Relevant: Enhances client experience and aligns with O’Pake’s mission for economic development.
Time-Bound:
Year 1:
• Assess current intake challenges through user feedback collection.
• Identify pain points in the existing intake process.
• Draft an optimized intake workflow addressing all user needs.
• Develop clear accessibility standards for diverse client populations.
Year 2:
• Implement workflow improvements based on assessment findings.
• Integrate appropriate digital tools to enhance efficiency.
• Test the new process with diverse client groups.
• Ensure accessibility features accommodate all potential users.
Year 3:
• Conduct a comprehensive evaluation of the revised intake process.
• Refine procedures based on client and staff feedback.
• Document best practices and standardize procedures.
• Ensure long-term efficiency through regular process reviews.
5. Define a clear intake workflow, implement automation to enhance efficiency, reduce processing time, and improve client experience. Leverage technology and stakeholder feedback to ensure the system is effective, accessible, and aligned with O’Pake’s mission to deliver
high-quality, inclusive services.
Specific: Establish a clear intake workflow and implement automation for efficiency.
Measurable: Track reduction in processing time, client adoption rates, and system performance.
Achievable: Utilize technology solutions and stakeholder insights to optimize the process.
Relevant: Supports O’Pake’s mission by improving service delivery and accessibility.
Time-Bound:
Year 1:
• Develop a comprehensive roadmap for intake automation.
• Select appropriate technology solutions for implementation.
• Begin initial testing with key stakeholder groups.
• Document technical requirements and integration points.
Year 2:
• Implement selected automation tools across the intake process.
• Integrate new systems with existing institutional platforms.
• Provide comprehensive staff training on automated procedures.
• Collect initial performance metrics on the automated process.
Year 3:
• Monitor system performance and user satisfaction metrics.
• Refine automation features based on usage data.
• Enhance integration with other institutional systems.
• Develop long-term maintenance and upgrade protocols.
6. Explore the feasibility of becoming a micro-lending entity
Specific: Research, assess, and document the potential for O’Pake to become
a micro-lending entity.
Measurable: Completion of research reports, regulatory assessments, and financial projections.
Achievable: Engage industry experts, financial analysts, and stakeholders for guidance.
Relevant: Aligns with O’Pake’s mission of economic development and entrepreneurship support.
Time-Bound:
Year 1:
• Complete licensing and compliance setup for micro-lending operations
• Research regulatory requirements and finalize risk management strategies
• Formalize 5+ community partnerships to support outreach and entrepreneur pipeline
• Develop curriculum and outreach tools for community engagement
• Host community sessions to reach 50+ potential entrepreneurs
• Build a qualified applicant pool of at least 15 individuals
Year 2:
• Disburse $12,000 in microloans to 10 entrepreneurs
• Deliver 30+ hours of technical assistance with an 80% completion rate
• Create or stabilize 10 microenterprises through program support
• Generate $12,000 in economic activity through funded ventures
• Achieve 75% loan repayment within 12 months
• Finalize feasibility report with updated financial projections
• Continue stakeholder engagement to maintain institutional buy-in
Year 3:
• Obtain SBA microloan intermediary designation
• Increase microloan disbursements to $50,000, serving 25 entrepreneurs
• Award 5 FLIC Microgrants of $1,000+ each
• Reach 85% repayment rate
• Support creation or retention of at least 15 jobs
• Establish legal structures, financial oversight mechanisms, and detailed implementation plan if micro-lending is deemed viable
7. Achieve Long-Term Financial Sustainability for the O’Pake Institute
Specific: Ensure O’Pake’s financial sustainability by generating $2 million in annual revenue, recruiting 35 new students per year, and maintaining an 80% student retention rate through a balanced approach of program development, partnerships, and strategic growth.
Measurable: Track progress through detailed monitoring of revenue diversification, year-over-year student recruitment and retention data, operational efficiency metrics, and funding secured from grants, partnerships, and service offerings.
Achievable: Leverage internal resources, institutional collaboration, financial advisors, and external funding partners to meet defined targets through focused planning and execution.
Relevant: Supports O’Pake’s mission and strengthens institutional resilience by aligning financial growth with student success and strategic impact.
Time-Bound:
Year 1:
• Identify and evaluate potential revenue streams beyond traditional funding.
• Conduct financial forecasting for multiple sustainability scenarios.
• Assess current resource allocation effectiveness.
• Benchmark financial models against similar successful institutions.
Year 2:
• Implement initial revenue diversification strategies.
• Establish financial management best practices across departments.
• Develop performance metrics to track financial sustainability.
• Create contingency plans for various economic conditions.
Year 3:
• Assess financial performance against established benchmarks.
• Adjust revenue strategies based on performance data.
• Establish a comprehensive long-term sustainability plan.
• Develop governance structures to ensure financial accountability.
8. Establish and strengthen collaborative efforts to secure nontraditional revenue
Specific: Expand funding efforts by diversifying revenue streams, including fee-for-service models and larger-scale grant opportunities.
Measurable: Secure at least $75K in awarded grants and fee-for-service revenue by the end of the second year.
Achievable: Improve success rates by refining the grant application process and strengthening partnerships.
Relevant: Enhance technical assistance offerings to better support businesses, entrepreneurs, and academic institutions.
Time-Bound:
Year 1:
• Initiate strategic partnerships with key organizations and institutions.
• Identify high-potential funding opportunities aligned with institutional goals.
• Submit initial grant applications to targeted funding sources.
• Develop fee-for-service models for sustainable revenue generation.
Year 2:
• Secure at least $75K in combined grant funding and service revenue.
• Refine grant application processes based on initial outcomes.
• Strengthen partnership frameworks with collaborative organizations.
• Expand technical assistance offerings to attract additional revenue.
Year 3:
• Achieve the comprehensive $130K funding goal across all sources.
• Strengthen key partnerships through formalized agreements.
• Create a sustainable funding pipeline for future initiatives.
• Establish O’Pake as a recognized leader in economic development funding.
9. Evaluate the Feasibility and Develop a Strategy for Launching a University-Affiliated Venture Investment Fund
Specific: Evaluate, design, and prepare to launch a venture investment fund supporting high-growth startups in Pennsylvania, while integrating distinctive student experiential learning.
Measurable: Complete feasibility studies, fund model and operations assessments, legal/regulatory analysis, and a preliminary fund structure, thesis, and launch strategy.
Achievable: Leverage internal expertise and partnerships with fund experts, legal counsel, economic development leaders, and higher education peers. Build on current investment activities, SPARK incubator resources, and the tech transfer office, starting with feasibility and scaling to launch.
Relevant: Aligned with O’Pake’s mission to foster economic development and student learning, this initiative supports alternative revenue streams and positions Alvernia and O’Pake to attract high-net-worth individuals and strategic stakeholders, increasing national visibility and funding opportunities.
Time-bound:
Year 1:
• Conduct a market/industry analysis of the startup ecosystem and state of venture capital in Pennsylvania.
• Conduct a feasibility analysis assessing national programs, fund models, structures, and economics.
• Develop a draft fund thesis, investment focus, and integration plan for student experience.
• Build relationships with potential advisors, fund administrators, and ecosystem partners.
Year 2:
• Finalize recommendations on fund structure, operating model, and governance. Create an internal roadmap for launching a university- affiliated venture fund.
• Identify and grow strategic partnerships to support deal flow (universities, incubators, accelerator programs, venture studios, angel groups, syndicate network, venture funds, economic development orgs, etc.).
• Design Fellow analyst program to support startup due diligence and operations.
• Build relationships with potential funders.
Year 3:
• Make go/no-go decision based on feasibility and alignment with institutional priorities.
• If proceeding, execute legal set up and build a framework for tracking KPIs and fund impact.
• Establish operational infrastructure, including team formation, governance, performance tracking systems, and student engagement.
• Raise initial capital and secure commitments (if needed based on model).
O’Pake Creative Services Initiatives (in partnership with AU Mar/Com)
Staff Lead: Winnie Gutierrez #’s 1-3
1. Create and execute a focused O’Pake Institute strategic marketing plan, in collaboration with Alvernia University’s Marketing Department.
Specific: Create and execute 6 hype videos per semester, 3 for internal projects via SOAR Media and 3 for external clients via Compass Media.
Measurable: Achieve a 20% increase in engagement (views, likes, shares) on both internal and external videos each semester compared to the previous semester.
Achievable: Given the resources from SOAR Media and Compass Media, 6 videos per semester is attainable based on the current staffing and technological capabilities.
Relevant: This goal aligns with the institution’s priority of developing strategic marketing plans and enhancing media production capabilities for both internal and external stakeholders.
Time-Bound:
Year 1:
• Develop a structured video production workflow with defined roles within SOAR Media and Compass Media, supported by a project management system.
• Produce and optimize six videos per semester (three internal, three external) for platforms like Instagram, LinkedIn, and YouTube.
• Establish engagement metrics and track performance using analytics to measure impact.
• Collaborate with Alvernia University’s Office of Marketing and Communication (OMC) for brand alignment, using stakeholder feedback for continuous improvement.
Year 2:
• Improve video quality with new equipment, software, and advanced training.
• Expand content to include testimonials and mini-documentaries, targeting a 25% engagement increase.
• Use A/B testing and data analysis to refine content strategy and enhance audience impact.
• Strengthen collaboration with OMC for co-branded campaigns and greater university-wide visibility.
Year 3:
• Expand reach with paid media and partnerships with alumni, influencers, and industry leaders.
• Aim for a 30%+ engagement increase over Year 2.
• Document best practices and workflows for long-term sustainability.
• Develop training programs to ensure ongoing quality and consistency.
2. Define our key message points for Alvernia & the community at large.
Specific: Develop a set of five key message points that align with Alvernia University’s strategic priorities and the O’Pake Institute’s mission by the end of the academic year.
Measurable: Achieve at least 85% positive client satisfaction ratings on communication efforts by the end of each semester.
Achievable: Complete 100% of internal marketing campaigns and 90% of external client projects as outlined in the project scope per semester.
Relevant: Align all communication materials with Alvernia’s brand guidelines and the O’Pake Institute’s mission to ensure a unified voice.
Time-Bound:
Year 1:
• Define five key message points aligned with Alvernia University’s priorities and O’Pake Institute’s mission for consistent communication.
• Integrate these messages into all internal campaigns and external client projects.
• Ensure structured messaging guidelines are followed, with a 90% project completion rate per semester.
• Establish a client satisfaction baseline, targeting 85% positive feedback on communication efforts.
Year 2:
• Refine messaging using feedback to align with evolving institutional goals.
• Optimize communication strategies for a unified voice across platforms.
• Use client satisfaction data to drive improvements, aiming to maintain or exceed 85% positive feedback.
• Collaborate with OMC to strengthen brand consistency and expand O’Pake’s visibility within the university and community.
Year 3:
• Sustain and expand key messaging efforts using advanced storytelling and digital engagement strategies.
• Strengthen partnerships with community stakeholders and university departments to enhance O’Pake’s brand presence.
• Document best practices to ensure long-term consistency and adaptability to future institutional needs.
• Maintain high client satisfaction and project completion rates through effective communication and strategic alignment.
3. Develop and implement a comprehensive communications plan to document, curate, and disseminate at least 12 compelling success stories annually through diverse community channels, including local media, social platforms, and public celebration events.
Specific: Curate and disseminate at least 12 success stories annually, with a balanced representation of internal and external client projects.
Measurable: Track the number of stories published, engagement metrics, and media coverage.
Achievable: Leverage the capabilities of SOAR Media and Compass Media, along with existing partnerships with local media outlets.
Relevant: Align success story dissemination with the institute’s mission of supporting entrepreneurship and community development.
Time-Bound:
Year 1:
• Expand key messaging with advanced storytelling and digital strategies.
• Strengthen partnerships to enhance O’Pake’s brand presence.
• Document best practices for long-term consistency and adaptability.
• Maintain high client satisfaction and project completion rates.
Year 2:
• Refine content strategy using data insights to enhance storytelling and audience engagement.
• Expand media partnerships to increase story reach.
• Use advanced tracking tools to measure and optimize audience interactions.
• Introduce diverse formats like video testimonials and feature articles to broaden engagement.
Year 3:
• Scale the initiative to share more success stories and deepen community
impact.
• Expand distribution through podcasts and university newsletters.
• Develop a best practices guide for consistent storytelling.
• Ensure long-term impact beyond the three-year plan.
Acknowledgements
MANAGING EDITORS
Winifred Gutierrez
COVER DESIGNER
Jennifer De La Cruz
DESIGNER
Jordan Hall
CONTRIBUTING WRITERS
Lizette Epps
John Dever
Katie Hestor
Caitlin Long
Rodney Ridley
John Stetler
CONTRIBUTING PHOTOGRAPHERS
Logan Goldenberg
Nicholas King
FOR MORE INFORMATION, PLEASE CONTACT: https://www.alvernia.edu/opake-institute
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