1. 2019 Alumni Leadership Conference
Strategic Plan Update
Erin Essak Kopp, OAA Executive Director

2. Strategic Planning Process
Survey to all-alumni with over 1600 responses on engagement opportunities
Visioning session with OAA staff and members of the OAA Board of Directors
50+ campus interviews – feedback from Deans, President’s Council, Athletics, External Relations, and Advancement staff

3. The core business of the OHIO Alumni Engagement Enterprise:
To advance Ohio University through meaningful, lifetime engagement of its alumni base.

4. Aspirational statement for Alumni Engagement:
By 2023, the OHIO Alumni Association will be recognized as the essential hub for engagement to advance the mission and vision of Ohio University.

5. OHIO Alumni Association
Six Strategic Pathways

6. ONE OHIO
Embrace a ONE OHIO culture to strategically and collaboratively enhance the needs of the collegiate community and campus partners for whom alumni involvement is critical to their success.
Underlying Premise: This supports the notion of the Alumni Association being positioned as a vital campus partner by working collaboratively to advance OHIO.

7. CULTURE
Build an Alumni Association infrastructure and culture that is accountable for outcomes of strategy.
Underlying Premise: A focus on optimizing the Alumni Association’s performance via a strong team, Board of Directors, and culture of excellence.

8. THE ALUMNI BASE
Evaluate the attitudes, experiences and needs of our increasingly diverse alumni base and segment in a manner that inspires the highest level of engagement at OHIO.
Underlying Premise: Understanding the needs and characteristics of the alumni base is the key to impactful and relevant engagement programs.

9. OUTREACH & ENGAGEMENT
Build a World-Class Engagement Program that connects alumni locally, globally and virtually.
Underlying Premise: The Alumni Association is committed to engagement through the entirety of the alumni lifecycle leading to growth in the base of engaged alumni.

10. COMMUNICATIONS
Create coordinated, consistent brand messaging and two-way communications across the Alumni Association channels to effectively engage and inform OHIO’s alumni base.
Underlying Premise: Creating a case for engagement and support of a solid brand promise for the Alumni Association.

11. EARLY ENGAGEMENT
Create a culture of lifelong connection that spans the student continuum and is sustained into the early alumni years for uninterrupted engagement.
Underlying Premise: Investment in “next generation” alumni (students and recent graduates) programming will facilitate a culture of lifelong engagement with OHIO.

12. By implementing the strategic plan, the OHIO Alumni Association will:
Add significant value to the advancement of the University and to its brand;
Encourage alumni to stay connected to the University in meaningful and relevant ways;
Contribute to the personal and professional growth of our graduates;
Represent a highly professional and motivated infrastructure of staff, board and volunteers dedicated to serving the needs of the University.

13. QUESTIONS?

14. Assessment of the Chapter & Society Model
A crisis of relevance for Alumni Relations
Changing University financial policies & procedures
Opportunity to build a new model together
ALC focus groups
Working group

15. Society & Chapter Support
Funding & support will still be available, but we’re moving from event notifications to event support requests
Anything that has already been submitted for the summer, will move forward as usual
Societies & Chapters will have two weeks (until May 31st) to request the use of any remaining FY19 tier funds
On June 1, the event notification form will be deactivated
On July 1, a new event request form will be live

16. Focus Groups & Brainstorming
If you were to start an Alumni Association from scratch, what would it look like?
With which pathway from the OAA Strategic Plan do you most identify?
What can alumni do to help the University?
What does One OHIO mean to you and how can it benefit alumni engagement?