Strategic Plan 2018 2021 - OSU Alumni Association

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Strategic Plan
                                       2018‐2021

VISION
    To become known by every Oregon Stater as the dynamic and effective gateway to OSU and
    the alumni community.

MISSION
   To inspire a lifelong connection for alumni, students, and friends through learning,
   advocacy, and community.

CORE VALUES
   Respect
   Connectedness
   Engagement
   Inclusion
   Innovation

GOALS
  1. Deepen and broaden engagement.
   2. Improve and increase engagement with student and recent alumni.
   3. Enhance the life and professional success of students and alumni.
   4. Communicate the impact of alumni and of OSU on the world.
   5. Advance Foundation‐Association integration, to support mutual success.

Strategic Plan 2018‐2021

Vision: To become known by every Oregon Stater as the dynamic and effective
gateway to OSU and the alumni community.
Mission: To inspire a lifelong connection for alumni, students, and friends
through learning, advocacy, and community.
Core Values: Respect – Connectedness – Engagement – Inclusion – Innovation

Goal I – Deepen and broaden engagement.
Performance Goal Statement: Engagement acquisition and retention: Increase the number of constituents experiencing repeat
engagements (depth of engagement measured as plus1); increase the number of alumni association members from 14,400 to 16,500
(7,500 life members and 9,000 annual members); increase the number of volunteers from 1,200 to 1,500; measure satisfaction of the
alumni association engagements.
Objectives:
Context: Given the changing nature of alumni 1. Affirm the Alumni Association as the University’s centralized resource for alumni engagement
relations, it is important that the OSUAA expand  Complete assessment and launch volunteer engagement position to assist OSUF staff and colleges
and improve engagement among all audiences. with volunteer strategies and tactics.
We must use technology to engage key  Refine the CARD partnership with units by establishing a new structural framework to create
audiences efficiently, and with improved results. synergies with OSUF. Increase the number of CARDs.
Strong constituent engagement is a campus‐  Leverage/feature faculty in community engagement. Build connections to the colleges by
identifying and using distinguished academic talent in creative new ways to engage alumni and
wide, multi‐year institutional priority. Expanding
friends in life‐long learning (OSU in neighborhood, use of video to spread word of OSU
alumni, parent and friend engagement via achievements.).

OSUAA Strategic Plan 2018‐2021

events and volunteerism will inspire greater  Become the “go to” resource for university community for engagement strategies and tactics.
philanthropic investment. Educate and inform university partners on engagement activities.
 Assess and audit events with the OSUF to determine strategies toward developing an integrated
events team.

2. Use technology platform to create and facilitate engagement.
 Use Beaver Lodge to gather relevant data and build repeat engagement. Increase Beaver Lodge
participation rate
 Operationalize efficiency by using data to inform decisions by collaborating with OSUF on use of
data.
 Increase online social and educational offerings every year to deepen engagement
o Coordinate efforts with the OSUF in developing a plan for the digital engagement. Set growth
targets for increased social media engagement. Collaborate on digital ambassador program.
o Create more personalized experiences across all platforms.
o Partner with the OSUF to apply and test the use of new mobile technology to build and
maintain long‐term relationships with donors, friends and alumni.
3. Optimize, expand and enhance regional and affinity based engagement
 Develop and implement a new regional staffing model in coordination with OSUF.
 Partner with Office of Institutional Diversity and the cultural centers to build new ways
underrepresented alumni can be engaged with OSUAA.
 Use Beaver Lodge and other survey/focus groups to gather data to build young alumni engagement
activities.
 Build and Maximize regional volunteer networks. Increase the number of volunteers.
 Create relationships with international student services and INTO to design ways to engage
international alumni
 Develop new ways to strengthen alumni communities among underrepresented alumni including
new ways to connect and communicate.
 Design programs that enhance volunteerism among college‐based affinity groups (mentoring)
4. Involve more stakeholders in meaningful volunteer roles with campus partners
 Review and possibly recalibrate volunteer outreach to cultivate diverse volunteer leadership.
 Finalize and execute volunteer engagement program.
 Expand CARD program by securing support from a number of key colleges with greatest opportunity
 Strengthen legislative advocacy and education (increase the number of Beaver Caucus supporters,
and the level of communication with this audience.
5. Deepen member engagement
 Increase the number of members and deepen engagement by securing more Orange and Black
members.
2

OSUAA Strategic Plan 2018‐2021

 Develop new ways to engage members online and in‐person
 Increase membership among young alumni.

6. Enhance and support the University’s diversity plan
 Establish measurable performance metrics with the assistance of the Office of Institutional
Diversity.
 Designate more staff and financial resources to support cultural center affinity groups.
 Create more opportunities to engage and involve diverse alumni in leadership roles at the OSUAA.
 Gather more underrepresented alumni to become volunteers.

Goal II – Improve and increase engagement with student and recent alumni.
Performance Goal Statement: Increase the number of recent alumni who are engaged with the OSUAA (out no more than 10 years) from
a 3 year average of 1,840 to a 3 year average of 2,500; Increase the number of Student Alumni Ambassadors by 25%.
Context: To create a pipeline of philanthropic Objectives:
and volunteer support for OSU, we must invest
1. Expand targeted, dedicated engagement efforts.
in students and young alumni. The association is  Work with OSUF, Athletics and the colleges/units to coordinate strategic events and identify
positioned to create deeper connections with shared outcomes that benefit these groups and the participants.
these audiences. This also adds the greatest  Grow involvement with campus units including the Student affairs Engagement Council to connect
lifetime value to all interactions, as these groups with students.
are just beginning their lifelong association with o Increase the relevance and uniqueness of regional activities for young alumni.
OSU. o Expand the menu of digital strategies to connect with students and young alumni.
 Coordinate activities with INTO and the office of international programs to engage more
international students.
 Build engagement with cultural centers and cultivate students from under‐represented groups.
2. Enhance early engagement strategies
 Partner with OSUF new annual giving director to develop a strategic approach to student
fundraising and young alumni engagement.
 Build cooperative partnerships with Student Affairs.
 Engage underrepresented students by coordinating activities with international student groups
and cultural centers.
 Build more student interest in signature events.

OSUAA Strategic Plan 2018‐2021

Goal III – Enhance the life and professional success of students and alumni
Performance Goal Statement: Increase satisfaction among alumni participating in career related activities (express feedback; Design
new ways to Increase the number of formal student‐alumni interactions (career ambassador, five under five, dinner with 12 beavers);
Increase the level of satisfaction with these interactions (express feedback); Design and implement new “life enrichment” activities (from
defined list, e.g., lifelong learning; alumni travel; etc.).
Context: The association should play a vital role Objectives:
in helping students and alumni connect for
1. Optimize career services program
career‐related success, as well as supporting
 Add new programs to meet the needs of young alumni.
them in other, selected aspects of their daily
 Increase the number and the reach of alumni career ambassadors.
lives. This will increase brand loyalty among  Strengthen the connection with college career services staff.
these audiences through strategic engagement  Partner with the campus units and colleges on alumni/student events and programs.
and effective communication (see Goal IV).
2. Develop, test, and deploy customized strategies for engaging students and young alumni
 Develop new ways to prepare students for life after school with programs that teach life skills.
 Increase the engagement of social media posts as measured by interactions (liking, sharing, and
commenting).
 Engage young alumni in two way conversations in order to achieve greater understanding of this
cohort.
 Develop ways to customize communication to underrepresented students and alumni.
 Design and develop communication strategy for students and young alumni.
3. Provide lifelong career learning for alumni:
 Grow our travel program by adding new travel locations and itineraries.
 Grow the alumni career ambassador program.
 Provide programs of relevance based on stakeholder life stage. (Financial Education), planning for
retirement, and improving your career). Create opportunities for life‐long learning.
 Offer more professional development activities of relevance to key audience segments.
 Increase online interactions that support positive career outcomes.
 Optimize strategic marketing for the career program.
 Develop in‐person, customized connections for enhanced career outcomes.
 Track and report, as possible, outcomes of career‐support activities, to track progress over time
and identify programs to enhance or discontinue in future years.

OSUAA Strategic Plan 2018‐2021

Goal IV – Communicate the impact of alumni and of OSU on the world.
Performance Goal Statement: Increase the number of constituents engaged digitally with the Beaver Lodge from 1,000 to 3,516; increase
the number of web visits from 660,000 to 1,285,677; Grow social media presence by increasing the number of followers on Facebook,
Instagram, and LinkedIn by 50 %; Create awareness by measuring satisfaction with communication vehicles by using a bi‐annual survey.
Context: OSU is not merely a collection of Objectives:
people; it is the ongoing story of their work and 1. Increase alumni engagement through well‐coordinated, strategic communications between and
successes, their ambitions and achievements. among alumni and the university.
Illuminating these stories will promote OSU and  Research, define, design and implement a marketing and communications team that will align
inspire its community, building pride and messaging, provide for broader reach of messages, and achieve efficiencies in process.
awareness to support the University and the  Implement the university 150th anniversary messaging platform.
Association’s activities.  Research improvements in Stater content, relevant features and distribution.
o Survey alumni to determine mode of content: electronic/hard copy.
o Form a team to plan, coordinate and produce Stater magazine.
2. Leverage partnership with campus units to achieve integrated marketing and communications
 Use storytelling to capture and create diverse alumni stories across campus for use in all
communications.
 Create powerful communications and events that inspire OSU brand loyalty.
 Research communication strategies with OSUF and URM and do a needs assessment to determine
what specific tools for alumni/university storytelling are needed.
 Advance the OSU brand through coordinated and creative shared OSUF/OSUAA marketing and
communications strategy.
3. Develop and implement a strategic message platform for the OSUAA that promotes and supports the
OSU/OSUF/OSUAA brands and resonates with key audiences.
 Form collaborative teams to share content ideas, to post content and to track results.
4. Increase communication through technology with our core audiences by leveraging our knowledge and
understanding of their preferences and interests.
 Grow and enhance the Beaver Lodge.
 Increase use of social media and share dynamic content throughout the university.

OSUAA Strategic Plan 2018‐2021

Goal V – Advance Foundation‐Association integration, to support mutual success.
Performance Goal Statement: Increase cooperation and efficiencies between individuals and/or teams in both organizations by
establishing joint teams/committees/task forces; Increase joint events that enhance alumni engagement; Increase opportunities for both
volunteer leadership groups to interact; Increase revenues for the OSUAA; measure employee satisfaction by the OSUF employee survey.
Context: This new organizational structure Objectives:
should highlight the best of both organizations.
Cross‐functional teams and shared strategy and 1. Complete and implement the OSUAA strategic plan.
 Finalize mission statement, strategic directives and goals.
goals is just the beginning. Aligning priorities and
 Socialize the plan with OSU, OSUF, OSUAA leadership, and other campus leaders where appropriate.
providing mutual support will lead to success.
 In concert with the OSUF develop yearly annual plans, Vital Few Objectives and metrics for
association.
2. Build an integrative business and organizational model that maximizes the shared OSUAA/OSUF
strategic goals.
 Study best practices and models; review and implement new team structures to optimize and
enhance our services to key audiences; monitor for challenges and indicators of success.
 Form cross‐functional teams and meetings to enhance efficiency, meld cultures, and foster a
productive work environment.
 Complete staff transition with additional training and formation of new work groups.
3. Work with OSUF to transform organizational culture to one that embraces new technologies and uses
analytics to drive performance.
 Embrace new CRM mobile applications to find efficiencies and to guide business practices.
 Use data to determine a disciplined focus in regions with targeted audiences.
 Produce a dashboard or report that measures effectiveness of engagement strategies.
 Create new ways to capture alumni data and stories format to encourage easier reporting.
 Establish baseline for engagement data analytics for the OSUAA. Gather data and analyze to
personalize and customize events, messages, and services where appropriate.
4. Create long term sustainability by optimizing appropriate and sustainable forms of revenue for the
OSUAA (Alumni Center, Travel, membership, sponsorships, ads, and affinity revenues by %).

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