JETAA Oceania Conference

1. LEONIE BOXTEL
JETTA CONFERENCE 2014
Engaging with Alumni

2. Alumni Engagement - Why
 Alumni relations strategy must align with and assist in
the achievement of the organisation’s strategy.
1. What are your institutions key desired outcomes?
2. How can alumni assist in the achievement of these?
3. What needs to occur for alumni to encourage them to
do so?

3. JETAA Alumni engagement
1. What are your institutions key desired outcomes?
 (JET) Programme, is aimed at promoting grass-roots international exchange between Japan
and other nations.
 The purpose of JETAA is to promote through its activities a broader and deeper understanding
between Japan and the countries participating on the JET Programme.
 to strengthen and maintain the bonds of friendship developed between JET Programme
participants.
1. How can alumni assist in the achievement of these?
 Promoting Japan to prospective new members, circulating information about Japan, providing
platforms for social and professional interaction, developing social media and other platforms
that provide access to alumni etc
2. What needs to occur for alumni to encourage them to do so?
 Must have a value proposition for alumni – ie a reason why they can/should invest in this
activity.
 The ‘host’ organisation needs to indicate a desire to retain a connection and articulate the
merits of alumni involvement.
 Win/win is the desired outcome.

4. What’s involved
Ground work
Developing Strategy
Operationalising Strategy

5. Ground Work Part 1
1. What do you know about your alumni?
 Demographics
 Market research (surveys, focus groups)
 Cost/Impact review of current activity

6. Ground Work Part 2
2. Review of Enablers. Data capture, research
capacity, staff, supporters, champions
3. Steering/Working Group establishment
bringing all stakeholders into the strategy
development process from the outset.

7. Establishing a Strategy
STRATEGY;
A PLAN OF ACTION
DESIGNED TO ACHIEVE A PARTICULAR GOAL
 What is your goal?
 Why are you considering this now?
 What has changed to make ‘now’ important?
 Is there an opportunity you can capitalise on ?

8. Establishing A strategy
What has changed to make ‘now’ important?
Is there an opportunity you can capitalise on ?
 Changes to the organisation
 Innovation / Technological progress
 National / International competition
 Desire to capitalise on programs / activities that have yet
to fully reach potential
 Partners
 Crisis response?

9. Alumni Engagement Strategy
 Some core elements in bringing it together
1. Vision ( the ideal state of the future)
1. Mission (the work we do and to what end)
1. Purpose & Outcomes (clarifying the vision)

10. Purpose and outcomes - example
The University’s 140,000 alumni are advocates worldwide, who contribute positively
to the reputation of the institution, strengthen relationships, and add to the
resources needed.
The University converts the considerable goodwill of its alumni to contributions that
improve the student experience, research strength and outreach capabilities.
The faculty and staff al across the university understand the importance of alumni
in achieving the university’s mission and take proactive responsibility for, and reap
the benefits of an engaged alumni body.
Alumni are considered an integral part of the university community as faculty,
students, and staff, and are reflected university-wide as key stakeholders in
planning documents, engagements and communication strategies.
Current students appreciate that they are students for a short time but alumni
forever.

11. University Alumni Engagement

12. JETAA Alumni Engagement
 Communications (keeping alumni informed)
 Participation (providing opportunities to feel
connected and retain affinity)
 Involvement (providing opportunities to give back
and assist the mission/goal of the organisation)

13. Discussion
 Define the current challenge or opportunity
that is prompting you to look at alumni
engagement.
“ It would be good if… ”

14. Thank you!