ICAReAlumni Conference Proceedings

Skills development through an Alumni and student mentoring programme: A collaborative approach

2020-01-02T21:16:41+00:00

The aim of this voluntary, extra-curricular mentoring programme is to provide guidance and support to students, as well as enhance their personal and professional skills, and further develop industry knowledge. Alumni give their time as Mentors to impart their knowledge, expertise and business experience to guide students in their transition from higher education in to the working world.

How Alumni UMH Uses a Radio Podcast to Increase Internal and External Engagement

2020-01-02T21:16:29+00:00

This article shares the experience of Alumni UMH in the production of a radio podcast made by and for members of Alumni UMH that achieve objectives of internal and external engagement, internal and external communication, and receive professional collaboration from Alumni UMH members.
The different aspects from the design of the radio podcast and planning the season, the development of a typical radio show, and the outcomes and impact attained are shared.

Advancing HE through the voice(s) of experience

2020-01-02T21:16:31+00:00

This original mixed methods study identified the potential of a systematically sought and sustained seeking of the Graduate Voice over time to inform academics, institutions and policy makers alike in Higher Education (HE). It was conducted with 202 responding graduates from across the globe who completed degrees at English universities across all institutional mission groups during the 1970s, 80s, 90s and 2000s.
The Graduate Voice currently appears selectively in HE through interventions in academic courses as providers of placements, careers talks, informed expert guest lectures, alumni awards, buddy schemes or high-profile alumni philanthropy (Warren et al, 2014). According to the findings of this research study, graduates considered their potential contributions undervalued by their institutions in terms of what they can do for their university (Gallo, 2012) in this important mutual relationship. Graduates identified that many would never achieve roles as financial philanthropists but considered they had significant contributions to offer as informed participants, employers, parents, ambassadors and evaluators. Most had never been asked to constructively reflect on their perceived value of their degrees or to contribute their perspective, something they identified as a missed opportunity. The research indicates significant advantages in maintaining intensive relationships with almae matres and placing the Graduate Voice at the heart of 21st century higher education. Building this key relationship supports individuals, institutions and the sector in providing informed perceptions to influence prospective students, current students, policy markers, alumni networks and institutional advancement. The potential capacity of developing this vital ongoing relationship for individual institutions to sustain their unique offering and identities in an increasingly competitive marketplace was a fature of the research. An additional outcome of the study was the indication of significant individual and sectoral risks if the Graduate Voice should be ignored.

Alumni’s Perceptions about Commitment towards their University: Drivers and Consequences

2020-01-02T21:16:39+00:00

Purpose: This paper intends to capture alumni’s assessments and perceptions about decisive dimensions of their commitment towards their alma mater. Their academic experience and current situation are highlighted. Moreover, their perception about the role of Higher Education Institution (HEI) in this commitment-relationship is likewise valuable to get their involvement.
Design: The study took place at a Portuguese university. Three focus groups, with 21 participants, were conducted to get consistent information permitting further developments. Data were analysed through NVivo software.
Findings: The study gives interesting insights revealing dimensions such as the relationships with teachers, extra-curricular activities and initiation as decisive in their academic experience (AE). Recommending and sharing their experience, underline evidence of what they are willing to give back. A strong sense of belonging defined alumni statements, as well as pride at being part of the university. But they all demand an effective ability of the university to communicate with them.
Value: Overall conclusions offer a clear scenario of alumni’s commitment, giving HEI’s management valuable clues to improvement, but its responsibility in this commitment-relationship was also stressed. Moreover, results also provide strong contributions to literature enabling other HEIs to replicate the study or simply use the results for their own development.

Alumni Engagement measurement and Impact: Benchmarking for success

2020-01-02T21:16:28+00:00

ntroduction and aim:CASE conducted research across 140 institutions across 27 countries from Europe and Asia-Pacific to better understand the state of alumni relations across the globe with the aim of answering two basic questions:1. What are we giving to our alumni communities? How do we provide support that is helpful and meaningful?2. In turn, what are our alumni giving to our institutions? How is that support enabling our missions? Are we making the most of their support?This data has enabled us to create a framework to measure metrics for alumni relations in a robust and standardised manner.• Research methodology:CASE conducted an institutional survey of 140 institutions in Europe and Asia-Pacific that have active alumni relations programmes. The survey was administered 2017 and collected data corresponding to 2016-2017. The data was queried and verified following a rigorous set of arithmetic, logic, ratio and substantive checks. Monetary data collected was converted into GBP as the base currency for Europe and AUD as the base currency for Asia-Pacific. The insights from the data were triangulated with nominations and award winners from the CASE Circle of Excellence awards and this overlay of quantitative and qualitative data truly brought the findings to life. A consolidated report was published in October 2018.Another pilot study was run with seven institutions to test the framework that was developed to alumni relations metrics in 2015, 2016 and 2017.• Results and implications:The results have implications in the following areas:- Defining key metrics and terms in alumni relations impact and measurement- Facilitate development of frameworks and models in alumni relations- Enable alumni relations practitioners to apply the research findings in a practicable and actionable manner• Conclusion:Based on the findings we now know the impact of engaging alumni on achieving an institution’s strategic goals (usually focused on recruitment, teaching and the student experience and research) and the impact on the success and fulfilment of alumni themselves.The findings throw light on strategic alumni relations planning by offering insights into decision making in alumni relations programming.The presentation will also focus on the benefits of alumni advocacy supporting reputation and other non-financial considerations. Examples will be presented from institutions across the globe that have successfully used their alumni to build and manage brand reputation.Lastly, it presents a toolkit to justify and bid for resources to carry out the vital work alumni relations professionals do to demonstrate why giving the sector more funding results in more positive outcomes for our institutions.

Alumni Relations at the Heart of Philanthropy: Exploring volunteering and volunteer management opportunities

2020-01-02T21:16:25+00:00

‘Friend-raising before Fundraising’ is a common phrase used in advancement work, implying that building relationships with alumni within our Higher Education Institutions is a pre-cursor to the ultimate effort of securing donations. In this keynote presentation, I hope to dispel this myth and demonstrate why Alumni Relations in and of itself is at the heart of philanthropy, in particular, through the interface of alumni and volunteering efforts.
Throughout this interactive and energising session, I present academic and professional research literature, in both alumni relations and volunteer management, to show the central place of Alumni Relations to realise the philanthropic aims of our institutions. Philanthropy comes from the Greek ‘for the love of humanity’ and it is from this simple definition that Alumni Relations can reclaim its prominent and rightful place at the core of philanthropic work. Philanthropy concentrates on the giving of time, talent, treasure and ties, all of which can be fostered effectively through Alumni Relations. This “4Ts” framework also reveals the role of volunteer management programmes and engaging alumni as volunteers in a strategic, concerted and diffused way across our institutions. We will explore, through research evidence and case studies, the ways that these “4Ts’ of philanthropy promoted through volunteering can build the 4Is: interdependence, integration, identity and inherence, for lifelong value to our institution and especially for our alumni community. By the end of the session, we reflect on the following questions: What key strategies can I undertake—the small steps— to raise the profile and value of Alumni Relations as the heart of philanthropy within my institution? And, how can I enhance my volunteering initiatives to maximise the time, talent, treasure and ties by and for my alumni community?

Implications and Opportunities for Alumni Engagement in the Middle East and North Africa

2020-01-02T21:16:27+00:00

Summary
The Kingdom of Saudi Arabia is a land of opportunity, but remains a mystery to most outside the Middle East and North Africa. The Kingdom’s Vision 2030 outlines a dynamic future for young, educated Saudi Arabians in new, emerging and non-oil related economies including start-ups, innovation and tech. There’s never been a more exciting time to be connected to alumni in Saudi Arabia and regionally, with the Kingdom opening up to international visitors, creating new jobs for young people educated abroad, and developing greater tolerance for digital media giving international universities regular, easy access to their alumni.
Saudi Arabia is the largest economy in the Middle East and North Africa (MENA), with 50% of the Kingdom’s population of 27 million under 25 years of age. Most of these young Saudis are full-time students at universities within the Kingdom, or on government scholarships abroad. Universities internationally have benefited from Saudi Arabian government scholarships with students enrolled in programs for five or more years, resulting in an entire generation of Saudis who have returned home as global citizens and proud alumni of international alma maters. In 2017, 200,000 Saudi Arabian students were enrolled in overseas universities across North America, in the United Kingdom and Europe.
Despite the large numbers of internationally educated Saudi Arabians, and the immense loyalty these alum feel to their alma maters for a transformational student and life experience, there is a reluctance from many advancement professionals to travel to the region where face-to-face interactions are essential in establishing trust and building relationships. Further, many of these institutions continue to operate a one-size-fits-all engagement program that culturally and geographically preclude participation. This paper discusses implications for advancement professionals in developing engagement strategies for alumni who live within the MENA region.

Alumni from the Polytechnic of Leiria: path & challenges

2020-01-02T21:16:36+00:00

In this communication we will analyse the development of the Alumni Network of Polytechnic of Leiria, a higher public education institution in Portugal.
The Alumni Network of Polytechnic of Leiria was constituted in February of 2012 with the aim to recover alumni relations, facilitating interactions, promoting the sharing of experiences and reinforcing the Institution’s recognition/image, empowering the long life learning, the information and knowledge updates and the reinforcement of an oriented community for the scientific and technological production.
The Institution has around 12,000 current students and we estimate that 40,000 have finished their courses, short cycle’s, undergraduates and master’s degrees. The network has more than 4,000 registered alumni. In LinkedIn there are 13,500 former students connected and in Facebook there are more than 7,000 alumni following the page.
This network develops activities towards former students such as: walk gatherings; anniversary cards; alumni days; the publishing of conferences, seminars, program offers; direct invitation to be a speaker; testimony collection; and alumni passport.
The alumni passport is the official document sent to all alumni when they register that grants special conditions like access to canteens/bars and libraries; participation with special discount in events, conferences, courses and discounts in enterprises with an agreement with Polytechnic of Leiria.
The testimony collection (flyers, videos) is also a great moment in the network since all the community can see the experiences before and after the alumni attended their school. The former students report their memories as resident students and the importance of the training received, presenting suggestions for the network life.
Actually most of the activities are developed with the involvement and collaboration of current students who implement marketing strategies, creativity and new work tools to engage alumni.
We regularly publish the initiatives/enterprises of our alumni and the prizes obtained. This is very courageous for them and we let all of the community know what they are doing, enabling them to be proud. This is also a way to inspire the current and future students. This is also a way to give visibility to the Institution which sees its reputation spread.
Alumni of this initiative are also promotors of employment and are willing to recruit students from the same Institution. The mentors/ambassadors living in the country or even abroad are well engage to help other students.
We are proud with the network development but conscious that a long way is waiting ahead, regarding the bigger involvement needed from the internal academic community if we want to reach volunteering and fundraise, another dimension of alumni relations and to proceed the alumni potential.

How well do you know your alumni? A word on alumni segmentation

2020-01-30T14:10:57+00:00

When talking about knowing our alumni, we tend to talk about activities, figures, statistics and aims. However, in order to reach out to them we need to start talking about who they really are. What they want and need, how they live their lives, what excites them, what they dislike, where can we find them in order for our messages to reach them?
The biggest challenge we face in alumni relations is the sheer number of target groups we’re addressing. It’s a huge audience. We’re addressing everyone from baby boomers to generations X and Y, millennials and Gen Zs. And not only that. We’re also addressing university management and other decision makers, our co-workers, students and business partners. How to reach out to any of them, what tools to use, how to motivate them, how to know them better in order to interact with them more successfully? In order for our everyday work to get momentum?
Detailed segmentation and specific communication tools for each target group are the answer. By using methods like empathy map, surveys and interviews, we can evaluate what our alumni and stakeholders are expecting to get from us. Knowing about them and their interests not only helps us be more efficient at what we do but also helps us invest in activities that bring our alumni and other stakeholders the most benefit.
If we want to reach all of our alumni, we need to address them in different ways, with different communication tools and different contents, different actions need to be taken and different events need to be organized. If we fail at segmentation, we eventually face consequences like: our activities are meaningless to our audience resulting in low event attendance, our messages don’t get across, our brand is unrecognised within our target groups, our alumni and stakeholders show little interest in what we do etc.
Knowing your partner well is vital for any successful long-term relationship. Therefore, segmentation is a crucial part in alumni relations and it needs to be done early on in development process. It also needs to be periodically repeated. There is no other way of knowing what our alumni want and need if we do not invest time in getting to know their interests. And if we don’t know them, how can we succeed in building meaningful relationships with them?

Love or Loath them, but we all need a board, don’t we?

2020-01-30T14:12:27+00:00

One of the top priorities of the newly designated Director General of CERN (the European Laboratory for Particle Physics) in 2016 was to establish a community, united by a shared pride in having contributed to CERN’s scientific endeavours, and provide an opportunity for alumni to maintain links with the Organization. It was to allow them to continue to share CERN’s values and support its activities, and serve as a valuable resource for members of personnel in the transition to work outside the laboratory. One of the top priorities of the newly designated Director General of CERN (the European Laboratory for Particle Physics) in 2016 was to establish a community, united by a shared pride in having contributed to CERN’s scientific endeavours, and provide an opportunity for alumni to maintain links with the Organization. It was to allow them to continue to share CERN’s values and support its activities, and serve as a valuable resource for members of personnel in the transition to work outside the laboratory. The CERN Alumni Network saw the light of day on 8 June 2017. Prior to its launch, an inter-departmental project group worked intensely over four months designing the CERN Alumni Network around its unique value proposition; establishing eligibility criteria, drawing-up offerings and carefully selecting a software provider for an alumni platform, amongst other things. The Office of Alumni Relations then had to articulate why CERN was launching such a network and reach out to potential members to encourage them to join. In parallel, we designed governance for the alumni programme along with terms of reference for a proposed CERN Alumni Board so that alumni would feel represented in terms of the direction in which the network would evolve.The reasons for establishing the CERN Advisory Board (CAAB) were:- To establish an embodiment of alumni expectations.- To provide a clear signal to alumni that the network would not only serve the purpose of CERN (and its scientific collaborations) but also their interests.- To enable a potentially huge external stakeholder of CERN to have a voice and a structure. - Strategic and of utmost importance in gaining input for the DG to define what is key for the community.- An element of the network‘s prestige.- Many of the professionals we had talked to (Oxford University/EMBL) had a board.The proposed presentation will briefly cover how we established an alumni network for an International Research Organisation, and in particular the role and implication of the CERN Alumni Advisory Board (CAAB) on the CERN Alumni Network. It will explore the mandate and purpose of the Board as specified, as well as describing the Board’s composition, how the board members are selected, by whom and on which criteria. Nearly two years down the line since the Network was created and with two CERN Alumni Advisory Board meetings under our belt, as well as many interactions outside the meeting, the proposed presentation will describe the recommendations taken on-board by the Director-General and subsequently highlight the impact and influence the Board has had on the Network. Furthermore, the presentation will identify the extent to which our expectations on the Board have been met so far. Finally, I will share with you, in light of our practical experience, our hopes for the CERN Alumni Board in the coming years.

How to start from scratch? Vilnius University is launching alumni platform

2020-01-30T14:13:58+00:00

We took rather unpopular decision and decided to craft an alumni platform ourselves to suit our own specific needs. We are planning to launch it in May. Platform will not only provide opportunity for two way communication, include first time ever donation campaign, but also provide alumni with a virtual alumni service card. Alumni for a long time await for the opening of universities‘ services. For this to happen we had to do a huge homework of digitalizing alumni profiles from 1954 to 2001 for the verification purposes. Will we succeed with effective start? Will we attract thousands of alumni to the platform? Is that a right marketing strategy? Come and hear, come and share.
We start from scratch. If you are or have been in a similar situation, it would be lovely to discuss with you.

A Great Event - Increase Engagement

2020-01-30T14:16:04+00:00

Introduction and aim:
Activities of alumni organisation in Latvia and The Baltic States are a new phenomenon. It allows us to look for the best approach and solutions to attract university graduates. The goal of this research was to find the best tools for engaging university graduates of specific scientific group in alumni organisation. The hypothesis of this research was that a specific event for a certain group of alumni can enhance the recognition of Alumni organisation and their willingness to engage in alumni action.

Research methodology:
To prove this hypothesis an event for a certain group of alumni was organised, it included three parts: success stories of alumni, reunion and networking activities. The research is based on the analysis of the growth dynamics of the number of graduates and analysis of the feedback gained through interviews of specific scientific group before and after activities.

Results:
In result, 167 guests who belong to a certain group had attended the event. Before the event 7% of all alumni association members were representatives of certain group, but after the event, there were 26% of group representatives among alumni association members. This means that 46% of the guests of the event became members of the association, which increased the total number of members of the association to 19%.

Conclusion:
A certain group of alumni was enhanced after the event with specific activities. This proved that specific events can increase the recognition of alumni organisation and the willingness to engage in alumni action. This provides the basis for future research about segmentation of alumni and allows to explore the types of engagement of each group.