The document outlines Plymouth University's alumni engagement plan from 2015 to 2017. It discusses establishing metrics to measure alumni engagement, benchmarking current engagement levels, and developing a 3-5 year program to increase engagement through activities that support goals like employment, recruitment, and fundraising. A timeline is provided showing planned work over 2015-2016 to implement the plan through engagement activities, communications, and establishing an Alumni Board.
The Performance Incentive Fund was allocated $7.5 million for FY2013—$5 million for the community colleges and $2.5 million for the state universities and UMass. The Legislature expanded the purpose of the Performance Incentive Fund for FY2013 to include not only the advancement of the Vision Project key outcomes but also development of operational efficiencies such as consolidation of administrative functions and procurements.
FOR MORE INFORMATION, GO TO WWW.MASS.EDU/VISIONPROJECT
Year in review of the Department of Higher Education's work, presented by Commissioner Richard Freeland at the June 16, 2015 Board of Higher Education meeting.
Together with my team I developed a coordinated approach to communications at the University of Newcastle and this presentation provides a summary of this work.
The Performance Incentive Fund was allocated $7.5 million for FY2013—$5 million for the community colleges and $2.5 million for the state universities and UMass. The Legislature expanded the purpose of the Performance Incentive Fund for FY2013 to include not only the advancement of the Vision Project key outcomes but also development of operational efficiencies such as consolidation of administrative functions and procurements.
FOR MORE INFORMATION, GO TO WWW.MASS.EDU/VISIONPROJECT
Year in review of the Department of Higher Education's work, presented by Commissioner Richard Freeland at the June 16, 2015 Board of Higher Education meeting.
Together with my team I developed a coordinated approach to communications at the University of Newcastle and this presentation provides a summary of this work.
Carlos Santiago, Senior Deputy Commissioner for Academic Affairs, presented the first half of this presentation on Academic Transfer pathways.
Dale Allen, Vice President for Community Engagement at Quinsigamond Community College and Phil Sisson, Provost/Vice President of Academic & Student Affairs at Middlesex Community College presented the second half of this presentation on Guided Pathways to Success.
This was presented at the March 10, 2015 Board of Higher Education meeting.
For more information, please visit www.mass.edu.
SCUP Annual 2021: Supporting the Whole Studentbrightspot
At the SCUP Annual 2021 conference, Kelly Sanford (brightspot) and David Schnee (Group 4 Architecture) shared the approach and process we used for Chabot College and College of Marin's Blended Learning Centers.
http://www.PacificOaks.edu Apply Today! Pacific Oaks College is an accredited higher education institution offering bachelor's, master's, and certificate programs in human development, counseling, education, early childhood education, and teacher credentialing.
SCUP Virtual Pacific Region Fall Series: Tools and Tactics for Changebrightspot
Where are We? Where Do We Go? Moving From Reactivity to Creativity During COVID
Bryan Alexander and Elliot Felix kicked off the SCUP Fall 2020 series by exploring the core issues, challenges, and opportunities shaping higher education during COVID.
FACULTY
Faculty Name:
Contact Information:
[Instructor may insert personal message if desired]
COURSE DESCRIPTION
This course investigates various promotional tools used in the communication mix, such as advertising, sales promotion, and publicity, to sell products and services. Concepts include: advertising planning processes, determining advertising and promotional goals and objectives, control and evaluation of advertising and promotional programs, and regulatory issues. Students will develop a comprehensive advertising campaign for a real or imaginary product.
COURSE RESOURCES
Required and recommended resources to complete coursework and assignments are listed on the My.CityU portal at Library>Resources by Course.
Carlos Santiago, Senior Deputy Commissioner for Academic Affairs, presented the first half of this presentation on Academic Transfer pathways.
Dale Allen, Vice President for Community Engagement at Quinsigamond Community College and Phil Sisson, Provost/Vice President of Academic & Student Affairs at Middlesex Community College presented the second half of this presentation on Guided Pathways to Success.
This was presented at the March 10, 2015 Board of Higher Education meeting.
For more information, please visit www.mass.edu.
SCUP Annual 2021: Supporting the Whole Studentbrightspot
At the SCUP Annual 2021 conference, Kelly Sanford (brightspot) and David Schnee (Group 4 Architecture) shared the approach and process we used for Chabot College and College of Marin's Blended Learning Centers.
http://www.PacificOaks.edu Apply Today! Pacific Oaks College is an accredited higher education institution offering bachelor's, master's, and certificate programs in human development, counseling, education, early childhood education, and teacher credentialing.
SCUP Virtual Pacific Region Fall Series: Tools and Tactics for Changebrightspot
Where are We? Where Do We Go? Moving From Reactivity to Creativity During COVID
Bryan Alexander and Elliot Felix kicked off the SCUP Fall 2020 series by exploring the core issues, challenges, and opportunities shaping higher education during COVID.
FACULTY
Faculty Name:
Contact Information:
[Instructor may insert personal message if desired]
COURSE DESCRIPTION
This course investigates various promotional tools used in the communication mix, such as advertising, sales promotion, and publicity, to sell products and services. Concepts include: advertising planning processes, determining advertising and promotional goals and objectives, control and evaluation of advertising and promotional programs, and regulatory issues. Students will develop a comprehensive advertising campaign for a real or imaginary product.
COURSE RESOURCES
Required and recommended resources to complete coursework and assignments are listed on the My.CityU portal at Library>Resources by Course.
Effective Alumni Engagement: A Multichannel ApproachAntonio Viva
Alumni are some of our most powerful brand ambassadors, and key to any successful advancement effort. However, they are also notoriously challenging to find and to engage. A head of school, chief development officer and chief marketing officer will discuss a case study in alumni engagement (still in process.) The team will provide an overview of the variety of tools available to development and marketing communications leaders, with a frank assessment of what's working, what's not, and why.
Learning objectives:
• Understand how to leverage the wide set of currently available marketing communications tools and channels to build alumni support and engagement.
• Walk away with practical, cost-effective tools you can implement within your own organization.
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From systematic analysis to participation strategies: online radio for the em...Maria José Brites
3-4 de abril de 2014: Brites, Maria J; Santos, Sílvio C.; Jorge, Ana; Catalão, Daniel; Navio, Catarina. From systematic analysis to participation strategies: online radio for the empowerment of young audiences. (New) Audience Practices, Lisboa, 2014.
http://audiencepractices.wix.com/cecc
Por que alguma ação que Deus me pede para ser obediente pode ser desconfortável, estranho ou embaraçoso? Qual a ação que vai me tirar da zona de conforto?
University of Calgary Alumni Strategy 2013-16Erin Mason
The Alumni Strategy is a deliberate and focused effort to increase alumni satisfaction and engagement, which will lead to a greater alumni presence in university life and improved pride in the university noticeably – and measurably – by 2016.
My role in production of this publication was marketing strategist.
1 OHIO DOMINICAN UNIVERSITY Strategic Plan 2012-2.docxhoney725342
1
OHIO DOMINICAN UNIVERSITY
Strategic Plan 2012-2017
ROADMAP TO THE FUTURE
August 30, 2012
MISSION OF OHIO DOMINICAN UNIVERSITY:
As a Catholic liberal arts university in the Dominican tradition, Ohio Dominican University is guided in its
educational mission by the Dominican motto: to contemplate truth and to share with others the fruits of this
contemplation. Ohio Dominican educates all individuals committed to intellectual, spiritual and professional growth to
become lifelong learners committed to serving others in a global society, as ethical and effective leaders grounded in the
pursuit of truth, justice and peace.
VISION FOR OHIO DOMINICAN UNIVERSITY:
Ohio Dominican University has a strong regional reputation as a ‘first choice” institution. We are known for the high
quality of our faculty, staff and students. We embrace our Catholic and Dominican identity as well as our teaching
and learning excellence.
Our academic profile has greatly improved, and we are deeply committed to academic quality. Our curriculum is
robust, academically challenging, relevant and responsive to the changing and complex world we live in.
Our students are engaged and empowered. They graduate with a clear moral compass and a desire to contribute
meaningfully to society. They are well prepared for their chosen professions and motivated to make a significant
difference in their lives and others.
Our campus is beautiful and vibrant. Visitors are impressed by the sense of school spirit and a welcoming attitude.
Students participate in a robust variety of academic, artistic and athletic events displaying a distinctive ODU spirit.
We have achieved sustainable financial health, enabling us to reinvest our resources toward our most important
priorities. We have made the tough decisions necessary to diversify our funding streams, grow our endowment, and
achieve sustainable enrollment growth.
Technology is appropriately and sensibly infused throughout our campus, in our classes and operations. It enhances
teaching, learning and research.
2
ODU is strong academically and financially with the clear prospect for an ever brighter future within our grasp.
THE PLANNING PROCESS:
The Roadmap to the Future results from efforts of a 35-member task force comprised of
administrators, faculty and staff from across the University. Between September 2011 and April
2012, the task force met as a whole for six full days and spent many more hours gathering data and
working in smaller groups. Over 1,000 key stakeholders (alumni, faculty, staff, students, trustees,
Congregational members and community leaders) provided input about the challenges and
opportunities facing the University. Over the winter, members of the Planning Task Force worked
in committees to prepare a set of concept papers that contextualized the themes, explored the
challenges facing the University, and suggested ...
This report to the legislature explains the initiatives underway across the 29 public colleges and universities in Massachusetts, focused on the "Big Three" plan to produce more college graduates.
For more information, visit www.mass.edu/visionproject
Procurement Talent Challenges in the Middle East?
So, we got off to a great start this sunny Sunday, April morning at the marcus evans Defence Procurement Summit 2016 in Dubai. True to their military form, attendees arrived sharply at 8am for registration and the eagerly anticipated Opening Keynote presentation from Chairman Mark Taylor, Former Global Supply Chain, Logistics & Operations Executive, UK Ministry of Defence.
I had the chance to catch up with Mark after his presentation to learn a little more about his expert subject area 'Building Effective and Efficient Procurement Talent'. I was most curious about audience questions. As we know, it's often those questions that go right to the heart of practitioner attendee concerns, and help our attendee solution providers keep their fingers on the pulse, in terms of where the next solutions need to be. And what was that burning question...?
Why must defence procurement and logistics supply chain directors, think more strategically about talent management? Because, says Mark, best-in-defence execution depends on best-in-defence people. It doesn’t matter how much you invest in logistic SCM, technology or processes - if you don’t also invest in people, you won’t succeed.
Why must defence procurement and logistics supply chain directors, think more strategically about talent management? Because best-in-defence execution depends on best-in-defence people. It doesn’t matter how much you invest in logistic SCM, technology or processes - if you don’t also invest in people, you won’t succeed. If you don’t have a well-defined strategy and execution plan upfront around finding, screening, hiring, and on-boarding talent, you will pay for it later in a decrease in operational output, quality and safety issues, and high turnover rates.
The bottom line: Innovation doesn’t just apply to logistic technology, processes & procurement; you also have to innovate the people side of your supply chain, which includes streamlining and automating your talent acquisition process in order to find the right people, with the right skills, in the right places, at the right time - before its too late.
The presentation made to the Business School MSc - Shipping & Logistics students and faculty at Plymouth University by Mark Taylor. The author debates the case between the "Just In Time" and "Just In Case" methodologies and the symbiotic relationship between "understanding the problem" & operational output/productivity. All views expressed are solely that of the author with the exception of when other sources are cited & referenced.
Encl C - Alumni Engagement Plan 2015-2017 excerpt for the Alumni Board
1. Enclosure C
Alumni Board
22 January 2016
Page | 1
Alumni Engagement Plan 2015 - 2017
Contents:
1. The Context for Alumni Engagement at Plymouth University
2. Objectives for Alumni Engagement
3. Developing an Alumni Engagement Plan
4. Timeline
Appendix 1: Current Alumni Engagement Activities
2. Enclosure C
Alumni Board
22 January 2016
Page | 2
1.0 The Context for alumni engagement at Plymouth University
The Alumni Engagement Team lead on the development of a University wide alumni
engagement programme which is designed to attract support for and engagement with a
variety of University projects and programmes where alumni support is required. In some
cases these projects form part of the University Campaign and so the Alumni Engagement
team are represented on the Project Boards. Our aim is to ensure that alumni engagement is
woven into the plan for appropriate Campaign projects to maximise opportunities and
support the Campaign objectives.
In 2015 - 2017, the Development Office will leverage the Campaign to encourage more of
our alumni to make a gift to the University via a Regular Giving programme. Programmes of
this nature work to attract new donors and develop a philanthropic pipeline for the University.
The quality and quantity of our alumni data and engagement profile are cornerstones to the
success of such a programme.
The Alumni Engagement Team are responsible for the data quality of the alumni database,
mass communications with alumni, raising awareness about University successes and news,
increasing the alumni engagement index, and developing relevant links with key graduates.
This plan aims to build on the recent successes of the Development Office in alumni
engagement. In 2013/14, over 10,867 alumni records were updated or ‘found’, increasing the
University’s overall ‘contactable’ alumni community to 92,029. Further work is underway to
reach ‘lost’ alumni, via an increase in social media and alumni event activity.
During the academic year 2014-2015 the Alumni Engagement Team was restructured and
spent time revisiting the services which it offers to alumni, in order to focus on activities
which add value for alumni and support University core business. Our approach has been
collaborative in nature, involving colleagues in External Relations and many other
Departments and Faculties. This revisiting of the alumni ‘offer’ is ongoing and the results of a
major alumni survey, carried out by SERIO on behalf of the Alumni Engagement Team, were
published in December 2015 and will shape this work further.
However this refresh has already yielded exciting new projects, such as Plymouth Connect
and the Alumni Portraits, which have been developed since 2014 and are having a major
impact. The Alumni Portraits have significantly raised the profile of alumni on the campus
and have been chosen to form the content for the current PG Marketing campaign. Over 350
alumni registered for the new online platform, Plymouth Connect, in the first week of
operation and this continues to grow, creating a pool of alumni expertise which current
students can draw upon by requesting an alumni mentor. Additional resource was allocated
to support the development of alumni case studies and resulted in 70 new alumni case
studies being produced to support student employability and recruitment over a period of 4
months.
These projects, which have proved to be highly effective, will be cornerstones of our long
term plan. Moving forward, the key will be to listen to our alumni and ensure that we are
meeting their needs while continuing to use our resources to best effect by aligning alumni
engagement activities to support core business, including student employability, the student
experience and student recruitment.
3. Enclosure C
Alumni Board
22 January 2016
Page | 3
To help to drive this work forward and embed it across the University, an Alumni Board will
be established to identify ways to strengthen and capitalise upon these connections for
mutual benefit: recognising the University as a continuing resource for alumni and alumni as
a continuing resource for the University. Drawing upon lessons learned in 2015 and using
the alumni survey results as a roadmap for future developments, the Board will ensure that
in revisiting the services which we offer to alumni we continue to develop a mutually
beneficial relationship with our alumni.
4. Enclosure C
Alumni Board
22 January 2016
Page | 4
2.0 Objectives for Alumni Engagement
The overarching aims for the Alumni Engagement Team at Plymouth University are to
strengthen and extend engagement with our alumni and external stakeholders by working
with them as ambassadors and enriching our connections with them, so that our current
students and the broader University can learn from their knowledge and expertise. To do this
we will:
1. establish and increase the Plymouth University alumni engagement index
2. develop a University wide alumni engagement programme which will attract support
for and engagement with Plymouth University projects
3. increase the opportunities for our supporters to invest in the work of the University
4. engage alumni in investing time and money in the University
5. improve the volume and quality of the alumni data held by the University
5. Enclosure C
Alumni Board
22 January 2016
Page | 5
3.0 Developing an Alumni Engagement Plan
The proposed approach to delivering an effective Alumni Engagement Plan, which delivers
against the objectives outlined in section 2, is set out below.
Phase 1: Establish the Plymouth University alumni engagement index
In order to establish the alumni engagement index, we need to agree a set of measures to
gauge the current level of alumni engagement and enable us to benchmark our progress in
increasing alumni engagement.
The proposed measures include:
registrations on the Plymouth Connect platform
active mentors on the Plymouth Connect platform
attendance at graduation
attendance at alumni events (UK and international)
attendance at University events (e.g. Cornwall lecture, Brain Tumour Research
events, Raiders)
number of alumni guest lectures delivered
number of alumni receiving Evolve
number of click through’s to web pages from Evolve
number of unique hits on the alumni web pages
number of unique visits to alumni social media channels
number of alumni receiving Connect / Plymouth’s progress
number of alumni records updated, ‘found’ or added (graduating cohort)
number of ‘contactable’ alumni (number and %)
number of alumni with an email address on Donor Strategy (number and %)
number of alumni with a postal address on Donor Strategy (number and %)
number of alumni with employability data on Donor Strategy (number and %)
number of employability records updated on Donor Strategy (number and %)
number of alumni donating to Plymouth University (number and %)
level of donations (number and value)
number of alumni engaged in ambassadorial activities (e.g. speaking at applicant
days, British Council Campaigns, case studies, alumni portraits)
number of alumni engaged in supporting employability (mentoring, competitions,
placements, speaking)
Following the approval of these measures, the alumni engagement team will produce
baseline alumni engagement data benchmarking the current level of activity, to inform our
plans and enable us to measure our progress in delivering against our objectives.
6. Enclosure C
Alumni Board
22 January 2016
Page | 6
Phase 2: Benchmarking and research
Using the initial set of comprehensive alumni engagement index data, we will analyse the
current level of alumni engagement and alumni engagement activities, internal and external
factors, in order to develop a detailed 3-5 year delivery plan:
o identify which groups of alumni are currently engaged
o identify the means and level of engagement
o benchmark against alumni engagement data from comparable Universities
o identify opportunities, weaknesses etc in current alumni engagement activities
o consider potential methods of building on this and increasing engagement
o consider how we support the Plymouth University campaign, priorities such
as employability and recruitment, faculties and 2020 plan
o conduct research to establish what alumni want from PU at different stages in
their lives (e.g. networking opportunities, accessing journal articles from
academics, giving back to current students)
Phase 3: Develop a University wide alumni engagement programme which
will increase the alumni engagement index
Using the initial set of comprehensive alumni engagement index data, we will analyse the
current level of alumni engagement and alumni engagement activities, internal and external
factors, in order to develop a detailed 3-5 year delivery plan:
o use the research data to inform our Alumni Engagement Plan. Given the
available resources, where do we focus our activities to increase this
engagement most effectively?
o if more resource was available, what would this enable us to achieve?
o formulate recommendations
o develop KPIs
o clarify key dependencies (systems, technology and communications)
o budget
o staffing
o timeline
Phase 4: Implementation, Monitoring and Review
By benchmarking the alumni engagement index, prior to developing a detailed alumni
engagement plan, we will be able to monitor and review our progress against a set of clear
KPIs.
8. Enclosure C
Alumni Board
22 January 2016
Page | 8
4.0 Timeline 2015 - 2016
Activity DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV
Phase 1: Establish the
Plymouth University alumni
engagement index
Phase 2: Benchmarking
and research
Phase 3: Develop a
University wide alumni
engagement programme
which will increase the
alumni engagement index
Phase 4: Implementation,
Monitoring and Review
9. Enclosure C
Alumni Board
22 January 2016
Page | 9
Appendix 1: Current Alumni Engagement Activities
Supporting employability
o Plymouth Connect (Mentoring)
o Case study bank (web and The Hub)
o Promoting Jobshop
o Alumni as judges
o Alumni as speakers
o Successful Mentoring pilot project in Beijing
Supporting recruitment:
o Plymouth Connect (Ambassadors)
o Alumni portraits on campus
o Case study bank (web and prospectus)
o British Council Campaign in India
o Developing links with key graduates
o Sourcing speakers for applicant days
Student Experience
o the Plymouth Connect project will have a significant impact on the
student experience by offering a mentoring opportunities for students
o growing working links with UPSU
o case studies in The Knowledge highlight careers incomes and inspire
students
o mugs placed in Halls of Residence during welcome week
International
o weaving alumni engagement and communications into the plans for
international graduation ceremonies
o international reunions aligned with graduation ceremonies
o forming our first international alumni committee in Hong Kong
Events
o Hong Kong graduation and alumni engagement
o China stakeholder and alumni engagement
o Singapore alumni engagement
o Channel Islands graduation and alumni engagement
o Greece stakeholder and alumni engagement
o Back to Plymouth weekend
o Partnership events (e.g. BTR)
10. Enclosure C
Alumni Board
22 January 2016
Page | 10
o Dartmouth Centre for Seapower and Strategy
o Dental alumni event 2015
o Ad hoc alumni guest lectures
Communications
o Connect magazine
o Bi-monthly Evolve e-newsletter
o Envirosend event emails
o Alumni surveys Beijing and Hong Kong
o Alumni presence at www.plymouth.ac.uk
o Alumni social media
o Facebook
o LinkedIn
o Twitter – @PlymUniAlum launched in 2014
o We Chat – launched in 2014
Data
o Wealth screening
o Researching stakeholders
o Cleaning and importing current data lists
o Categorising data
o Improving systems and procedures
o Supporting Campaign activities
Research
o Dissemination of research news and success to alumni via social
media channels
Supporting key University events and partnerships
o Graduation
o Lectures
o Crowdfunder
o BTR
o Cornwall lecture
Alumni Board