RAISE THE FLAG STRATEGIC INITIATIVES 2019 2022 - ECU Alumni Association
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STRATEGIC INITIATIVES 2019 - 2022 RAISE THE FLAG
EXECUTIVE SUMMARY
As the ECU Alumni Association seeks to build a 21st century alumni engagement organization, the ECU
Alumni Board of Directors and the staff have spent nearly a year researching industry practices, studying
consumer behaviors, understanding the broader marketplace and evaluating both new and existing
approaches to alumni engagement that are suited for the culture of our alma mater and her alumni in this
era.
With more than 173,000 living alumni, East Carolina University® is graduating more Pirates™ than ever
before. In order to best meet the needs of its most diverse, and largest population of alumni, we have
provided a road map for growth based on five strategic initiatives. These initiatives frame core priorities that
will position the ECU Alumni Association, ECUAA, as the premiere vehicle for alumni engagement for Pirates
across the land.
The strategic plan is titled: RAISE the Flag. It is an ideal that when executed, the strategies and tactics will
strengthen the contribution to and, at the same time, enhance the ECUAA’s relevancy to Pirate Nation™.
From prospective students to our most seasoned alumni, meeting each audience with a focused message
in the time and place that is helpful to each population is the core of the Reimagine Storytelling initiative.
An omni-channel approach that fits message to audience in a way that is strategic in both timing and
delivery will be the goal for growing and improving how the ECUAA tells our story, communicates with and
mobilizes alumni in support of the university and the alumni community. From student recruitment to alumni
advocacy, from social media to EAST magazine, thoughtful messaging aligned for audiences within each
communications channel will help increase alumni engagement and support the success of the association’s
goals.
Additionally, in a marketplace where individuals increasingly rely on technology to connect with the
world around them, the ECUAA must invest in platforms that allow for global access to our university, our
association, and the alumni family. The geographic footprint of our alumni is changing as well. In order
to maximize staff and resources, the alumni association will prioritize strategic market penetration within
“Six Cities”: Pitt County, Wake County, Charlotte, Durham, the Washington, DC area, and the Metro New
York area. This strategy will seek the inclusion of the ECUAA’s affinity groups into the Six Cities, as well as
restructuring alumni chapter and affinity group volunteer leadership.
A positive student experience is the foundation of a strong alumni connection. By adding value and
creating awareness amongst students during their undergraduate career, the ECUAA can position itself as a
valued resource to students seeking to successfully launch post-graduation. The ECUAA can leverage both
student support and alumni engagement by creating opportunities for students to connect with alumni
for internships, mentoring, and career support. Collaboration with campus partners will enable the alumni
association to impact a larger student population, while sharing resources where we may be under-funded.
Within this context, the following strategic initiatives will guide and propel our work and are applicable,
to varying degrees, across all functional teams within the ECU Alumni Association. This plan represents
the beginning of a long-term approach designed to connect with students, engage alumni, promote
the association and institution, and grow reach within Pirate Nation. Each step in this plan is leading the
association toward a purposeful and measurable approach to improving service to our alumni and our alma
mater while increasing our accountability to our supporters.
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RAISE THE FLAG
ST RAT EGI C IN ITIATIVE S
The strategic plan is titled: RAISE the Flag. It is an ideal that when executed, the strategies and tactics will
strengthen the contribution to and, at the same time, enhance the ECUAA’s relevancy to Pirate Nation.
The five initiatives listed below represent the beginning of a long-term approach designed to connect
with students, engage alumni, promote the association and institution, and grow reach within Pirate
Nation. Each step in this plan is leading the association toward a purposeful and measurable approach to
improving service to our alumni and our alma mater while increasing our accountability to our supporters.
01 REIMAGINE STORYTELLING
02 ACTIVATE ALUMNI ENGAGEMENT
03 INVEST IN STUDENTS AND YOUNG ALUMNI
04 STRENGTHEN ALLIANCES
05
EMPOWER LEADERSHIP
2IN I T I AT I V E O N E
REIMAGINE
STORYTELLING
Strategic communications are instrumental in positioning the ECU Alumni Association as a vital organization
to trust and support. Cohesive messaging that leverages technology will inform Pirates of the university’s
initiatives in a compelling manner and inspire them to respond to ECU’s needs. Additionally, this
communication will raise the ECUAA’s visibility and value to its partners. The use of cutting-edge and
innovative technology in communications will attract more Pirates to interact and engage with the university.
We aspire to develop and launch a strategic communication plan that aligns with the elements of the Pirate
Nation brand. This plan will incorporate a call to action to Pirate Nation to inspire them to engage with the
ECUAA, modeling the importance of service as a core value of ECU®.
STRATE GY 1 - CO MMUNI CAT I O N S AU DI T
Assess current ECUAA publications (print and electronic) and determine impact.
TACTIC 1.1.A.:
Identify all ECUAA publications, print, and electronic
Metric:
• Conduct a communications audit of all internal efforts, financial and human resources, evaluating each
platform/publication’s goal, content, and distribution (Complete by March 2020)
TACTIC 1.1.B.:
Design and implement a communications strategy that will support alumni engagement, participation growth,
event support and program participation.
Metric:
• Measure activity, reach, engagement, and impact across audiences to evaluate how our practices are
a) assisting constituents in discovering the ECUAA and our work, b) encouraging participation in our
programs and services, and c) helping constituents learn from the content we offer.
• Acquire baseline measurements and data on the following (Complete by June 2020)
o Activity metrics: Evaluate our process of producing/sharing messages with audiences
o Reach metrics: Assess the size of our audience and who comprises this audience to understand
who is hearing our messages
o Engagement metrics: Measure when and how constituents engage with the ECUAA
o Impact Metrics: Measure the actions our communications strategies have inspired our audience to
take
3IN I T I AT I V E O N E
REIMAGINE
STORYTELLING
STRATE GY 2 - BRAND I NTEGRATI O N
Incorporate the elements (or messages) of the Pirate Nation brand throughout all publications (print and
electronic), events and at Taylor-Slaughter Alumni Center.
TACTIC 1.2.A.:
Ensure alignment of communication strategies and activities with the ECU brand with Pirate Nation
Metrics:
• Launch ECUAA website revision, tying in 160Over90’s work with ECU’s Division of Advancement
(Complete by March 2020).
• Participate in division and campus level integrated communications meetings.
TACTIC 1.2.B.:
Leverage awards and scholarship programs to reinforce the depth, breadth, and diversity of Pirate Nation.
Metrics:
• Provide content and stories to ECU News for each Scholarship and Signature Program and reunion
program annually
• Highlight award winners via social media outlets in real time, directing users to an information landing
page
• Provide ECUAA scholar or ECUAA scholar alumni highlight story quarterly
TACTIC 1.2.C.:
Leverage the network of ECUAA influencers in key geographic areas that can drive social media and engage
alumni to build on the alumni brand.
Metric:
• Annually provide talking points to volunteer leaders to ensure consistency in conveying ECUAA, ECU
Foundation and ECU priorities (Each September, annually)
TACTIC 1.2.D.:
Develop a sustainable method to collect and share alumni stories each year, potentially including students
before they depart campus.
Metrics:
• Engage Advancement Communications in discussion on options and sustainability of alumni stories
function of our operations.
• Develop Alumni Stories strategy following ECUAA Website rebuild, beginning April 2020 for January
2021 launch.
4IN I T I AT I V E O N E
REIMAGINE
STORYTELLING
STRATE GY 2 - BRAND I NTEGRATI O N
Incorporate the elements (or messages) of the Pirate Nation brand throughout all publications (print and
electronic), events and at Taylor-Slaughter Alumni Center.
TACTIC 1.2.E.:
Create a synergistic set of communication objectives between the ECUAA and the ECU Foundation to drive
critical fundraising and ECU-based messages in a cohesive, organized fashion (e.g., educating departments
and units on fundraising and alumni initiatives)
Metrics:
• Increase ECUAA and Annual Giving engagement outside of special events. Seek regular meeting
engagement by June 2020.
• Engage college and academic unit alumni staff in quarterly meeting to share communications of alumni
priorities and best practices across campus.
5IN I T I AT I V E O N E
REIMAGINE
STORYTELLING
STRATE GY 3 - UTI LI Z E T ECHNO LO GY
Communicate with and engage Pirate Nation (students, faculty, alumni, friends, donors and prospective
donors, etc.)
TACTIC 1.3.A.:
Redesign and update the ECUAA website
Metric:
• Website redesign and launch scheduled for January – March 2020.
TACTIC 1.3.B.:
Leverage social media to grow philanthropy and increase awareness
Metrics:
• Benchmark and explore the appropriate use of online/social media platforms in philanthropy
• Incorporate Alumni Priority Fund awareness into communications strategy beginning July 2020.
TACTIC 1.3.C.:
Enhance use of ECU Connect platform for alumni networking and mentorship.
Metric:
• Work with student affairs and ECU Career Services to incorporate students into the ECU Connect
platform to leverage the expertise of alumni to be completed by Spring 2020 commencement
• Grow usership of ECU connect by 100% by July 2021
TACTIC 1.3.D.:
Conduct Alumni Attitudinal Survey (last survey was 2015)
Metric:
• Determine necessity, plan, and budget by October 2020
6IN I T I AT I V E TWO
ACTIVATE ALUMNI
ENGAGEMENT
With more than 173,000 living alumni across the globe, ECU has the largest and most diverse alumni base in
its history. Recognizing the need to engage alumni across demographics, geography, and life stages a key
component of increasing alumni engagement. Nearly 25% of ECU’s alumni reside in the six key geographic
markets on which the ECUAA will focus its engagement efforts: Pitt County, Wake County, Charlotte, Durham,
Washington, DC and the Metro New York area.
The ECUAA will serve its constituency by providing meaningful experiences and services that transform the
experience of being a Pirate and enhancing the lives of our alumni. An evaluation of current programs will
identify opportunities to provide meaningful connections to a broader base of alumni and friends around the
state and country. Through expanded alumni engagement, the ECUAA will capitalize on the synergy of Pirate
Nation and inspire alumni to give, serve, and be recognized. Enhancing the quality of engagement presents
the ECUAA as a model for connecting a passionate alumni base to its university.
STRATE GY 1 - DEVELO P P RO GRA M M I N G A N D EVEN TS I N TH E S I X C I TI ES
Develop programming and events in the six cities that will increase the engagement of Pirate alumni and
support the advancement of the university.
TACTICS 2.1.A.:
Establish alumni contacts in the 6 most highly populated areas to provide local Pirates with a connection to
ECU
Metric:
• Embark on “listening tour” in the 6 cities plus; Charleston, DC, Orlando, and Carteret County. Tour to be
completed by May 2020.
TACTICS 2.1.B.:
Develop programming and events in the Six Cities that will increase the engagement of ECU alumni and
support the advancement of the university, including the use of faculty and alignment with school and college
units across campus.
Metric:
• Plan and execute 2 college based, or industry networking related programs by June 2020. With the
hopes of executing 4 in the Spring of 2021, and 6 in Spring of 2022.
TACTICS 2.1.C.:
Develop a tiered structure for alumni chapters to accommodate various levels of involvement
Metric:
• Explore resources and options to support chapters in being more autonomous in their day to day and
make being a volunteer for ECU easier. These include financial, scholarship support, communications,
reporting, and event management infrastructure. Complete first review by March 2020.
7IN I T I AT I V E TWO
ACTIVATE ALUMNI
ENGAGEMENT
STRATE GY 1 - DEVELO P P RO GRA M M I N G A N D EVEN TS I N TH E S I X C I TI ES
Develop programming and events in the six cities that will increase the engagement of Pirate alumni and
support the advancement of the university.
TACTICS 2.1.D.:
Expand alumni affinity groups to broaden their reach beyond reunion weekends.
Metric:
• Explore the opportunity and interest in regional Black Alumni Chapter events outside of Homecoming
in FY20-21. (Networking, Homecoming/BAC Reunion Kickoff parties, etc…). First exploratory
conversation in Oct. 2019. Follow ups to occur by June 2020.
TACTICS 2.1.E.:
Leverage the ECUAA’s Pirate Adventures travel program to enhance travelers’ experiences, increase number
of participants and capitalize on faculty involvement and other university entity engagement
Metric:
• Establish baseline goal of 5 travelers per trip for FY21
TACTIC 2.1.F.:
Find and implement a system that both the ECUAA and volunteers can use to track, measure, and report
alumni engagement.
Metrics:
• Identify and research potential platforms (Almabase, Tassl, EverTrue, etc…) to meet with reps in
February 2020
• Determine cost-benefit analysis on the platform and purpose
• Determine necessity, plan, and budget by February 2021.
• Participate in collaborative approach with ITCS and Advancement Services to implement an integrated
system.
8IN I T I AT I V E TWO
ACTIVATE ALUMNI
ENGAGEMENT
STRATE GY 2 - TARGET LI FE STAG ES
Identify benefits and programs that would be relevant to Pirates at all life stages.
TACTIC 2.2.A.:
Break down the young alumni demographic (35 and under) to target recent graduates, young professionals
and young families (e.g., home buying, debt management, etc.)
Metric:
• Host at least one in person young alumni-focused business networking event in each of the “Six Cities”
annually.
• Explore possibilities lifelong learning opportunities for alumni.
TACTICS 2.2.B.:
Assess needs for those in the 35 – 50 age range
Metric:
• Defer metrics and timeline on this to the next Alumni Attitudinal Survey. Review results from 2015 survey
by March 2020. Explore results of most recent survey once complete (potentially 2020-2021)
TACTICS 2.2.C.:
Work with Planned Giving to create new opportunities to engage those 65 and older (e.g., continuing
education, “Golden Alumni, etc.)
Metric:
• Explore re-energizing the Golden Alumni Reunion event working with Planned Giving and Pirate Club
on an enhanced experience and find planning committee chairs. Initial review to occur in January 2020.
9IN I T I AT I V E THR E E
INVEST IN STUDENTS
AND YOUNG ALUMNI
The ECU Alumni Association recognizes that it is critical to the life cycle of alumni relations to engage with
students during their undergraduate career. As a result, we have set a goal to positively impact the ECU
student experience. The vast majority of the student experience at ECU occurs outside of the classroom. From
practical application of classroom learning to developing a sense of Pirate community, today’s students see,
learn, and experience our alma mater in new and exciting ways.
The ECUAA will create opportunities for students that build strong affinity for the university but also for the
association. We intend to focus our programming in the student space to enhance the student experience
while they are on campus in ways that increase the likelihood of improving the alumni connections that
are helpful to a successful launch. By approaching these strategies with an eye towards increasing alumni
engagement and building affinity for the ECU brand, the ECUAA believes that we are likely to build stronger
engagement with the student that lasts into their lifetime as an engaged and loyal alumnus.
STRATE GY 1 - CO NNECT STUDEN TS AN D R EC EN T G RA DUATES
Connect students and recent graduates for networking, mentoring, internship, and job shadowing
opportunities.
TACTIC 3.1.A.:
Leverage the ECU Connect platform to allows students to connect with Pirate alumni for professional
networking, internships, mentoring, and related opportunities. This platform will allow for flexibility across
fields of study and is offered at no cost to the participants.
Metric:
• Establish a baseline procedure and metric for facilitating and measuring mentor matching efforts
(Completed during FY 20-21 year)
• 100% growth rate by end of FY 2021-22
TACTIC 3.1.B.:
Through ECU’s Six Cities Chapters program, engage alumni in “New Alumni Welcome” events designed to
quickly assimilate new graduates into the Pirate community in each target area. These welcome events will be
held in conjunction with May Commencement as a touch point to welcome new grads into the Six Cities and
connect them with Pirate alumni already in the area.
Metric:
• Collaborate with chapters where possible to host “Welcome to the Neighborhood” programs in 4 most
populous cities in Summer of 2020.
• Expand to 6 cities by Summer 2021 and 10 cities by 2022. All chapters to have option of hosting a
welcome event.
• ECUAA will track registration and attendance numbers for all events.
10IN I T I AT I V E THR E E
INVEST IN STUDENTS
AND YOUNG ALUMNI
STRATE GY 1 - CO NNECT STUDEN TS AN D R EC EN T G RA DUATES
Connect students and recent graduates for networking, mentoring, internship, and job shadowing
opportunities.
TACTIC 3.1.C.:
Work with Student Affairs to develop and execute Summer Intern welcome events in Washington, DC and
Richmond, VA to connect current students on internships with other students and with alumni in their city and
industry.
Metric:
• Engage in meeting with Student Government, Career Services, and Student Affairs to explore options,
tone, and goal of an event in Summer 2020. Initial contact December 2019.
• Execute welcome event in Summer 2020.
• Seek opportunity to make an annual event and opportunity, hosted by the DC Chapter.
11IN I T I AT I V E THR E E
INVEST IN STUDENTS
AND YOUNG ALUMNI
STRATE GY 2 - TARGETED ST UDEN T PR O G RA M M I N G
Support the transition of students to alumni through effective programming, events, and services executed in
conjunction with campus partners.
TACTIC 3.2.A.:
Evaluate the ECUAA’s Future Alumni Network, FAN, program seeking efficiencies and opportunities to re-
direct goals.
Metric:
• Review and audit of FAN program inventory October 2019.
• Analyze FAN return on investment, redundancy, and/or opportunities to re-direct their efforts
• Define FAN’s role more clearly
TACTIC 3.2.B.:
In collaboration with the Career Services, host targeted events to encourage seniors to actively opt-in and to
create an awareness of the ECU Alumni Association and our Alumni Chapters program. If possible, collect
updated, accurate address information for graduating seniors. The updated contact information will be shared
with the University’s ONE database.
Metric:
• Explore possibility of hosting two in person career preparation events per year that include
opportunities for students to interact with alumni.
• Through a partnership with Career Services, host one online networking event per semester that
focuses on connecting students and recent graduates with alumni in each of the “Six Cities”.
TACTIC 3.2.C.:
Work with campus partners to develop and execute “Life After ECU” programming during Fall and Spring
semesters. The ECUAA will work with Student Affairs and other campus partners to develop a series of events
exclusively for graduating seniors. These events will celebrate seniors’ achievements, encourage reflection
on their time at ECU, create an awareness of the ECUAA, and provide an understanding of their new role as
alumni.
Metric:
• Execute a pilot event in Spring 2020.
• Explore feasibility of creating/collaborating on a full 4-6 event series with Career Services in Spring
2021.
12IN I T I AT I V E THR E E
INVEST IN STUDENTS
AND YOUNG ALUMNI
STRATE GY 2 - TARGETED ST UDEN T PR O G RA M M I N G
Support the transition of students to alumni through effective programming, events, and services executed in
conjunction with campus partners.
TACTIC 3.2.D.:
Target key student groups that are already creating community and engagement among students, including
Greeks, Marching Pirates, multicultural groups, ECU Ambassadors, and those involved with student
government, with strategies that will connect them with the ECU volunteer network and chapters program.
The ECUAA believes that students who are highly engaged in campus organizations during their time at
ECU are more likely to have a college experience which motivates a continued affinity for the institution post-
graduation.
Metric:
• Leverage FAN student members to engage with other student leaders on campus about the ECUAA.
Explore opportunities for FAN members to attend annual Leadership Retreat with other student leaders.
• In Fall 2020, develop a communications plan targeting these student groups with information about
alumni engagement options and Senior programming and events.
13IN I T I AT I V E THR E E
INVEST IN STUDENTS
AND YOUNG ALUMNI
STRATE GY 3 - LEVERAGE TRADI T I O N S
Leverage existing and new campus traditions to increase conversion rates. Develop a plan to increase the
number of recent graduates who become donors.
TACTIC 3.3.A.:
• Grow the ECU Official Ring Program. Leverage the tradition created by receiving and wearing the ECU
Class Ring to connect the student emotionally with campus for the remainder of their life. The ECUAA
will investigate options with another ring company that may better suit our needs going forward.
• Raise awareness of the ECU Official Ring program among incoming Freshmen, and graduating seniors
and their parents, by working with campus partners to provide messaging and collaterals about the
ECU Ring at New Student Orientation, the Student Organization Fair and Convocation, as well as the
option of “Ring Week” programs to create awareness and leverage the sale of the ring as a gift to ECU.
Metric:
• Establish sales and growth goals for FY 2021
• The ECUAA will work with ring provider and Dowdy Student Stores to sell ECU rings at these FY 20-21
events:
o Women’s Roundtable luncheon (2021)
o Select Tailgates (Opening game, Homecoming, etc…)
o Legacy Pinning Ceremony
o Grad Expo, October/February
o Homecoming, October
o Ring Ceremony, December/April
o Greek Week
o 40 Under Forty Leadership Awards ceremony
o Any other event that may arise throughout the year
o Ring provider will provide data of number of rings sold after each event. We will seek the
opportunity to segment the number of rings sold based on alumni and students; and pivot sales
and communications strategy for events when needed.
TACTIC 3.3.B.:
Investigate the possibility of an exclusive professional campus photo opportunity at the Cupola for those
who sign up through the ECUAA. Leverage the photo purchases as an annual giving and revenue stream
opportunity.
Metric:
• Explore logistics around space reservation, policies, etc…
• Search for photographer that can meet the parameters we’re looking for, and with the schedule to cover
the time frame allotted.
• Consultation call with Auburn University around the process (December 2019)
14IN I T I AT I V E FO U R
STRENGTHEN
ALLIANCES
The ECUAA has key partnerships with the ECU Foundation, Medical & Health Sciences Foundation, University
Communications, Admissions/Enrollment Management, Student Affairs and Pirate Club. In addition, it
periodically collaborates with campus schools and colleges. We seek to solidify the ECUAA as a valued
campus partner by developing strategic collaborations that support ECU’s priorities, alumni needs and
student engagement. The ECUAA will create and enhance partner-specific programming that leverages
alumni involvement and connectivity. As a result, the ECUAA will demonstrate its value to campus partners by
becoming the “go to” unit that quickly and easily connects with alumni and friends.
The ECUAA believes that effective campus alliances will enable the alumni association to create and/or
be involved in new programs and services that will enhance its relevancy to the ECU community. These
partnerships will engage alumni and provide a stronger connection to the university. By leveraging the
strengths of our campus partners, the ECUAA is better able to deliver value-added services to segments of
Pirate Nation that remain untapped.
STRATE GY 1 - STRENGTHEN PARTN ER S H I PS
Strengthen partnership with the ECU Foundation and corporate partners. Ensure alignment with ECU
Foundation strategic initiatives and ECUAA annual activities.
TACTICS 4.1.A.:
• Partner with Annual Giving to develop solicitations that highlight the importance of supporting the
ECUAA through the Alumni Priority Fund.
• Develop innovative sponsorship opportunities, such as naming rights for ECUAA events, to generate
significant additional revenue
• Evaluate the landscape for non-traditional revenue streams and create a plan to penetrate new markets
• Increase revenue streams by obtaining new affinity partnerships and leveraging current relationships
• Develop goals for volunteer leadership groups to include fundraising initiatives for scholarships and
endowments, including Leary Endowment and the ECUAA Scholarship program, and others.
• Continue to evaluate the landscape for a permanent home for the ECUAA in a building that meets our
needs and anticipated growth.
Metrics:
• Explore new credit card affinity partnership (February 2020), to be signed and delivered for July 1, 2020
• Explore new insurance affinity partnership (February 2020), to be signed and delivered for July 1, 2020.
• Seek counsel and benchmarking on best practices and resources for non-dues revenue generation:
o Participate in 3 consultation meetings with colleagues (Clemson University, University of Florida,
ECU Student Affairs) – by March 2020.
o Attend CASE Region III conference (February 2020)
• By May 2020, create and distribute annual solicitation and marketing plan for ECU sponsorship portfolio
(event sponsorship, program support, alumni website advertising) to include:
o 1) ask calendar that will meet corporate/business prospect’s budgeting cycles/deadlines, and
o 2) face to face, mail and e-mail ask approach
• Work with volunteer leadership on clarifying and aligning goals with ECU and the ECUAA mission. Align
storytelling and activity with fundraising goals and mission.
15IN I T I AT I V E FO U R
STRENGTHEN
ALLIANCES
STRATE GY 2 - ENHANCE ADMI NI STR ATI VE AN D ACADEM I C PARTN ERS H I P S
S C H O OLS AN D CO LLEGE UNI TS
TACTICS 4.2.A.:
• Utilize Deans to recognize alumni at various ECUAA events (e.g., Alumni Awards ceremonies)
• Strengthen relationships with regional development officers, and alumni representatives from each
college and unit to cross-promote activities and create synergy throughout campus
• Utilize key faculty to offer programming to the alumni base throughout the state and country
• Engage and align with schools and colleges on campus to support their efforts to connect with alumni.
Metric:
o ECU Alumni Association to facilitate quarterly meeting with school/college/departmental alumni
reps across the campus (December 2019. Full participation by July 2020).
o Explore partnership with ECU Research, Economic Development, and Engagement to enhance
programmatic value by hosting regional speakers (faculty and business leaders).
P I R ATE CLU B AND ATHLETI CS
TACTICS 4.2.B:
• Continue to identify opportunities in away-game cities to provide events for Pirates
• Develop joint strategies to promote support of ECUAA and Pirate Club
• Partner with Pirate Club to collaborate on regional events and alumni chapter integration
• Explore ECUAA’s role in annual Armada events
Metric:
o Set meeting to discuss opportunity for collaborative initiatives for Pirate Club chapters and Alumni
Chapters (January 2020)
o In collaboration with Pirate Club, host 2 away game Tailgates/Ports of Call annually
o Discuss integrated approach and collaboration for the 2020 Armada program (January 2020)
16IN I T I AT I V E FO U R
STRENGTHEN
ALLIANCES
STRATE GY 2 - ENHANCE ADMI NI STR ATI VE AN D ACADEM I C PARTN ERS H I P S
A D M ISSION S AND ENRO LLMENT MAN AG EM EN T
TACTICS 4.2.C:
• Collaborate to create a training program for volunteer leadership on the admissions process and how to
effectively host programming to recruit admitted students
• Utilize volunteer leadership at community events state and nationwide to recruit targeted populations in
partnership with Admitted Student Days and other yield events
• Develop strategic messages for current ECU Ambassadors who host admitted students-only tours
Metrics:
o Meet with Admissions to discuss opportunities (October 2019)
o Engage alumni and the ECU Alumni Board in select yield events in 2020
o Explore opportunities for alumni engagement in the 2020-2021 recruitment cycle through
Accepted Student Days, yield events, and college fairs.
CA R EER SE RV ICES
TACTICS 4.2.D:
• Leverage ECU Connect mentor/mentee network for alumni and students to interact and communicate
• Enhance the ECUAA’s presence around the Career Expo
• Create a plan for Career Services to communicate with board members or regional chapters prior to
travel in their area
Metric:
o Review ECUAA’s role around Career Expo and assess the opportunity to support the Career
Services’ efforts to engage employers and support our alumni engagement strategies.
ST U D E N T AF FA I RS
TACTICS 4.2.E:
• Develop a partnership with Student Government to engage students and their alumni base
• Partner with Student Affairs to continue integrating our shared goals.
• Create a plan for engagement and collaboration with key student groups to create an awareness of the
ECUAA’s engagement inventory.
• Engage and align with Student Affairs Development staff to support our shared efforts to connect with
alumni.
Metrics:
o Continue collaborative partnership with 40 Under Forty program
o Explore opportunity to expand affinity groups, with the addition of LGBTQ+ and allies group (Goal
to be chartered by July 1, 2020)
17IN I T I AT I V E FIVE
EMPOWER
LEADERSHIP
The ECUAA consists of a 30-member volunteer Board of Directors. Official affiliated organizations of the
ECUAA include 11 domestic Alumni Chapters and 3 Affinity Groups. The ECUAA facilitates New Board
Member Orientation and three Board of Directors meetings annually. On the student front, the ECUAA has a
Future Alumni Network (FAN)student group and a 20 member group of Alumni Association Scholars.
The ECUAA believes that alumni leaders representing the ECUAA should serve as the voice that mobilizes
Pirate Nation to respond to the university’s needs and priorities. The ECUAA Board of Directors will play a key
role in implementing the organization’s strategic plan and will be a vital partner to the university.
We believe that empowering alumni leadership to serve as effective advocates for the ECUAA will enhance
the quality of their experience as volunteers to the university. This focus will raise the prestige and visibility of
the ECUAA while empowering alumni leaders to be ambassadors for ECU across the country.
STRATE GY 1 - STRENGTHEN P O L I CI ES , PRO CEDU RES , A N D R ES O U R CES
Enhance the current volunteer structure so volunteers are equipped to communicate and advocate for the
ECUAA.
TACTIC 5.1.A:
Balance the ECUAA budget; followed by a cash-flow positive budget that supports the ECUAA endowment.
Metrics:
Create and distribute annual solicitation and marketing plan for ECU sponsorship portfolio (event sponsorship,
program support, alumni website advertising) to include:
• 1) ask calendar that will meet corporate/business prospect’s budgeting cycles/deadlines, and
• 2) face to face, mail and e-mail ask approach
TACTIC 5.1.B:
• Review and revise the board expectations document, and role and responsibilities of board members.
• Create board handbook for new member orientation
• Review and revise where necessary, the compliance policies and paperwork process for chapter leaders
and the chapter leadership handbook
• Align the role of the Board of Directors to coincide with strategic direction of the ECUAA
Metrics:
• Chapter handbook updated by May 2020
• New Board member orientation booklet in use by 2020 orientation/board retreat (August 2020)
18IN I T I AT I V E FIVE
EMPOWER
LEADERSHIP
STRATE GY 1 - STRENGTHEN P O L I CI ES , PRO CEDU RES , A N D R ES O U R CES
Enhance the current volunteer structure so volunteers are equipped to communicate and advocate for the
ECUAA.
TACTIC 5.1.C:
• Create succession planning and volunteer pipeline strategy for all leadership positions
• Fine tune operating rules for both Affinity Groups and Chapters to ensure consistency and connectivity
to the ECUAA mission
• Create awareness for past and current student leaders regarding leadership positions available to them
as alumni and ensure their annual plans support the strategic initiatives
• Train volunteer leaders giving priorities (100%)
Metrics:
• Chapter and Affinity group operating rules drafted by March 2020, finalized by June 2020.
• 100% board participation (giving) by FY 2020
• 100%-chapter leader participation (giving) by FY 2021
• Send special invites to past known student leaders as calls for involvement go to areas recruiting for
leadership roles.
Strate gy 2 - I dentify Leadership O p p o rt uni t i e s
Create new programming to engage with and meet the needs of our alumni base.
TACTIC 5.2.A:
• Explore the opportunity for an annual summit of the leaders of the ECU Boards to create synergies,
share goals, load share, exchange ideas, and share information toward our shared outcomes.
• Develop a plan to align the strategic initiatives of the ECU Alumni Board with the goals of the ECU
Foundation Board and the ECU Board of Trustees
Metrics:
• Initial exploratory conversations with Alumni/Outreach representatives by June 2020.
• Establish alignment strategy plans following onboarding of new full time Chancellor
TACTIC 5.2.B:
Seek opportunities for regional chapter leaders and affinity groups to participate in board discussions
Metric:
• Investigate opportunity to host volunteer leaders’ summit during Fall or Spring board weekend (Spring
2021 or Fall 2021)
19IN I T I AT I V E FIVE
EMPOWER
LEADERSHIP
Strate gy 2 - I dentify Leadership O p p o rt uni t i e s
Create new programming to engage with and meet the needs of our alumni base.
TACTIC 5.2.C:
• Provide Alumni Board opportunities for visibility in the community through events and networking
• Determine an effective vehicle for leadership to engage and communicate with students
Metrics:
• Invite board members to participate in regional and chapter events
• Annually provide ECU news with press release highlighting new board members (Following retreat or
Fall board meeting)
Strate gy 3 – Suc c ession P lanning
Create a process to identify, recruit and train volunteers to prepare individuals for future leadership roles.
TACTIC 5.3.A:
• Identify possible candidates for future leadership, resulting in a candidate pool that is already in place
when his or her term expires.
• Create leadership succession infrastructure that prepares board members to seamlessly step into
Executive Committee roles but is also adaptable for non-linear change in leadership.
Metric:
• Two to four years prior to the end of a board member’s term, begin identification and leadership
cultivation process.
TACTIC 5.3.B:
Review the demographic makeup of the Alumni Board of Directors and identify areas for growth to ensure the
diversity of the ECU Alumni community is reflected and representative of the alumni body.
Metric:
• Annual review by Recruitment and Retention Committee
TACTIC 5.3.C:
Explore Bylaws around ECUAA Board Member term lengths and term limits. There is potentially value in
setting the term limits to 2 years, renewable 3 times (6 years total), rather than 3 years, renewable 3 times (9
years). This would allow greater access to leadership roles and involvement for more alumni, more frequently;
while also allowing board members who desire to, or already serve on other ECU boards to serve on those
boards non-concurrently with the ECUAA.
Metric:
• Cross check board members’ current terms against future changes and shift in term limits (Spring 2020)
20ST R AT EG I C IN ITIATIVE S - SCORECARD
COMMUNICATIONS AUDIT FY 2020 FY2021 FY2022
Identify all ECUAA publications March 2020
Acquire baseline measurements and data June 2020
ECUAA Website revision and launch March 2020
ECU and ECUAA Talking points to volunteers September 2020
June 2020 -
Alumni Stories Strategy
Jan 2021
Incorporate APF strategy July 2020
Grow ECU Connect usership by 100% June 2022
Incorporate students into ECU connect May 2020
Determine Alumni survey budget and plan December 2020
ACTIVATE ALUMNI ENGAGEMENT FY 2020 FY2021 FY2022
“Six City” and regional listening tour May 2020
2 college or industry based events June 2020
4 college of industry based events June 2021
6 college or industry based events June 2022
Review and assess chapter resources March 2020
Baseline travelers data July 2021
Review most recent alumni survey March 2020
Assess feasibility of Golden Alumni Reunion January 2020
21ST R AT EG I C IN ITIATIVE S - SCORECARD
INVEST IN STUDENTS & YOUNG ALUMNI FY 2020 FY2021 FY2022
Host 4 New Alumni Welcome Events August 2020
Host 6 New Alumni Welcome Events August 2021
DC Intern Welcome event June 2020
Review and audit of student engagement
October 2019
initiatives
Pilot “Life after ECU” event April 2020
Investigate student program series January 2021
Increased presence for ring program June 2021
Consultation regarding “Senior photo booth” December 2019
STRENGTHEN ALLIANCES FY 2020 FY2021 FY2022
New Affinity Partners (Insurance) June 2020
New Affinity Partners (Credit Card) June 2020
Non-dues revenue consultations March 2020
Distribute ECU sponsorship portfolio May 2020
Engagement in ECU yield events September 2020
EMPOWER LEADERSHIP FY 2020 FY2021 FY2022
Update Chapter Leader handbook May 2020
Create New Board member orientation
July 2020
booklet
Chapter and Affinity group operating rules
June 2020
revision
100% ECU Board member participation June 2020
100% chapter and affinity group leader
June 2021
participation
Explore Global Board summit options June 2020
Reduce term limits from 9 years to 6 April 2020
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