University of California Office of the President Grenzebach Glier and Associates 401 N. Michigan Avenue Suite 2800 Chicago, Illinois 60611 tel 312.372.4040 CONFIDENTIAL DRAFT as of 5/15/2017 Lifelong Engagement Initiatives University of California Office of the President May 15, 2017 Chris Marshall Senior Vice President and Managing Director Andy Shaindlin Vice President

CONTEXT and objectives CONFIDENTIAL DRAFT “Build a system-wide UC culture that fosters lifetime engagement between UC and our alumni.” Three initial focal points: Synchronize communications and programming during all phases of the student experience, to enhance lifelong affinity and connection to alma mater. Enact recommendations from the UC system-wide alumni career service Task Force, to enhance career readiness and increase opportunities for career development and placement for students and alumni. Identify opportunities to maximize alumni engagement of emerging populations (first generation, low income, diverse communities), and deliver ways for UCOP to assist the campuses’ work with these communities. CONTEXT and objectives

CONFIDENTIAL DRAFT Needed: A Shift in Context Student-alumni life stages align with structural silos Silos engender separate planning, separate measurement and (sometimes) competition for resources Collaborative planning, joint goals and shared metrics are needed “Career Services” vs “Career Community” Students require some one-stop services Alumni need access to networks, information and influencers Services don’t scale General summary

CONFIDENTIAL DRAFT Community is difficult to create Long-term proposition Not based on “what you do”; reflection of “who you are” Language, culture and mindsets must shift to change expectations, processes and outcomes The “System” is not the brand for students and alumni The campus is the connector UCOP serves to leverage and augment campus-based efforts General summary

CONFIDENTIAL DRAFT Not a program or initiative; not in one office Large-scale shift is ongoing, permanent and cross-cutting General summary

Recommendations: Student focus CONFIDENTIAL DRAFT Interviews affirmed that individual campuses are the “brand” that students and alumni connect with and experience Addressing audiences separately (admitted; enrolled; graduated) reinforces traditional silos (Admissions, Student Affairs, Alumni Relations) Needed: A long-term shift to address the lifecycle holistically, with cross-team collaboration throughout Shared planning, integrated strategic road maps and joint ownership of outcomes (metrics) Prioritize a few UCforLife Alumni Career Services Task Force ideas for greatest long-term effect on lifelong engagement UCOP can convene a small ad hoc Work Group to pilot two to three untested initiatives at a time. Group should cut across traditional staffing silos. Recommendations: Student focus

Recommendations: Student focus CONFIDENTIAL DRAFT Increase data collection as part of student enrollment Standardize questions to obtain more student and family background information, enabling more effective communication throughout their lifecycle Reach beyond career offices. Engage campus undergraduate Academic Advisors as a positive professional influence on students. Formalize and market a UC-wide plan engaging UC alumni in alumni-student networking, and hiring of students and graduates as interns and employees Recommendations: Student focus

Recommendations: student focus CONFIDENTIAL DRAFT Consistently and explicitly promote UC institutions and communities (faculty, staff, students and alumni) as “communities whose members support each other.” “Lifelong connection” is a culture shift, not a “program” or time- limited initiative associated with one office Presidential communication to consistently describe and reinforce the UC as communities of mutually supportive individuals, groups and services Recommendations: student focus

Recommendations: student focus CONFIDENTIAL DRAFT Focus on experiential learning (research roles; internships; service learning), to complement classroom education UCOP initially to subsidize unpaid student internships in non- profits and public service, and increase number of first- generation, low-income, and under-represented students participating Simultaneously, formalize financial support of paid internships as a philanthropic opportunity donors and (corporate) sponsors Career Services, Student Affairs, and Alumni Relations to shift alumni focus from “career services” to “career community” Accessible whenever alumni need it, transcends the “staff service” model of traditional career activities Recommendations: student focus

Recommendations: alumni focus CONFIDENTIAL DRAFT De-emphasize face-to-face events and commit to digital resources for cost-effectiveness and increased accessibility Events are appropriate in some situations – e.g., for geographical or “privileged” access. Event content should be shared too. Profile graduates’ career outcomes five years post-graduation System-wide & coordinated with research by UCOP’s Institutional Research & Academic Planning (IRAP) team Integrate post-graduation data with workforce trends studies. Use this information to prioritize career initiatives and drive appropriate campus partnerships Structure alumni surveys to focus on gap analyses, to identify services that 1) alumni value highly and 2) rate as unsatisfactory Recommendations: alumni focus

CONFIDENTIAL DRAFT In closing, GG+A commends UCOP and its campus-based stakeholders for updating and improving engagement, communication and partnership The full-length report includes additional observations, recommendations and projected timelines/resource needs for implementation Andy Shaindlin Vice President, GG+A ashaindlin@grenzglier.com 626-408-2586 Contact