1765 Executive Director of Alumni Relations


TITLE Executive Director of Alumni Relations




IMMEDIATE SUPERVISOR Vice President for University Advancement



The Executive Director of Alumni Relations is responsible for developing and implementing a comprehensive engagement program designed to provide meaningful opportunities for volunteerism, service, personal and professional development, and events and programs for alumni to enhance loyalty, dedication, and support for Missouri State University. The Executive Director of Alumni Relations oversees the planning and execution of alumni activities in targeted regions across the country and internationally to enhance alumni engagement and cultivate connections. The Executive Director of Alumni Relations facilitates the growth of the student alumni association – Recruiting Emerging Alumni Leaders (R.E.A.L.) Bears to foster student philanthropy, student engagement, and student-alumni connections. The Executive Director of Alumni Relations develops and maintains cooperative and collaborative relationships and programs with University units, such as Admissions, Career Services, Parent and Family Programs, Athletics, Student Affairs, and academic colleges and departments. The Executive Director of Alumni Relations oversees the production and distribution of the MSU Magazine and Bear Bulletin, oversees online content on social media platforms directed to alumni, and chairs the Homecoming committee.


Education: A Bachelor's degree is required.

Experience: At least five years of successful experience in alumni relations, which includes an acknowledged work history showing creative productivity, is required, however, experience in public relations or a related field in which the candidate can demonstrate a successful track record may be substituted.

Skills: Strong verbal and written communication skills are required, with public speaking skills preferred. Excellent interpersonal skills are required. Demonstrated ability in motivating volunteers is required. The ability to develop knowledge of, respect for, and skills to engage with those of other cultures or backgrounds is required. Computer literacy, particularly in word processing and using databases, is preferred.

Effort: Occasionally required to lift and carry boxes of materials and equipment weighing twenty-five to fifty pounds.

Other: The scope of the job frequently requires travel and attendance at evening and/or weekend activities, meetings, events, seminars and workshops.


1. Provides vision, leadership, and oversight to the Office of Alumni Relations, the MSU Alumni Association board of directors and its committees, and other partners and committees to plan and execute the vision and strategy of the University related to alumni engagement.

2. Engages alumni in the life of the University through consistent and positive communication using electronic, print, and social media (MSU Magazine and Bear Bulletin), exceptional customer service, and meaningful opportunities for volunteerism, service, personal and professional development, and events and programs.

3. Manages the student and young alumni engagement plans to build life-long connection and facilitate continued engagement and support for the University.

4. Develops and manages an effective volunteer management system that supports the objective of engaging alumni in meaningful volunteer opportunities and serving as a source for alumni talent and resources for students, faculty, and staff.

5. Develops and maintains collaborative relationships and programs with University units, including Admissions, Career Services, Parent and Family Programs, Athletics, Student Affairs, and academic colleges and departments.

6. Meets the needs of all constituencies during Homecoming/Reunion by chairing the committee that plans and executes homecoming activities for alumni, students, faculty, staff, and the community.

7. Develops and executes plans and activities for alumni affinity groups (academic, special interest, professional affiliations, etc.), identifies and cultivates volunteer leadership, develops strategies for the success of each group, and supports their events and activities.

8. Develops and executes promotional events and partnerships (Dickerson Park Zoo, alumni nights with St. Louis Cardinals and Kansas City Royals, etc.) that raise the visibility of the University and the Alumni Association among constituents across the country.

9. Identify and launch loyalty programs providing a benefit or service to alumni to cultivate volunteers and donors and generate income for alumni association programming.

10. Oversee the Alumni Association Travel Program to promote and encourage involvement with the University.

11. Oversee the selection and distribution of several alumni association scholarship awards and awards that recognize outstanding alumni achievements.

12. Works with the Director of Advancement Services to ensure alumni records are current in order to locate and connect with them.

13. Manages funds by planning, developing and exercising approval authority for expenditures in two separate budgets, the Office of Alumni Relations and the Homecoming Committee.

14. Facilitates a work environment that encourages knowledge of, respect for, and development of skills to engage with those of other cultures or backgrounds.

15. Remains competent and current through self-directed professional reading, developing professional contacts with colleagues, attending professional development courses, and attending training and/or courses as directed by the supervisor.

16. Contributes to the overall success of the Office of Development and Alumni Relations by working on special projects and performing all other duties and responsibilities as assigned by the Vice President for University Advancement.


The Executive Director of Alumni Relations reports to the Vice President for University Advancement and supervises the Associate and Assistant Directors of Alumni Activities, administrative support staff, and a graduate assistant.




Factor 1: Professional Knowledge, Skill, and Technical Mastery

Level 4 - 2300 Points: Knowledge of the principles, concepts, practices, methods and techniques of an administrative, managerial, or professional field such as accounting or auditing, financial management, business administration, human resources, engineering, social sciences, communications, education, law, or medicine. Knowledge permits the employee to complete assignments by applying established methods to recurring types of projects/problems susceptible to well-documented precedents or to schedule, plan, and carry out precedented projects. Alternatively, knowledge at this level might also permit the employee to carry out precedented projects requiring considerable experience in specific areas within higher education. Knowledge at this level is typically acquired through a combination of formal education and/or training and experience that includes a requirement for a college degree in a specific technical or professional specialty along with significant related work experience. Alternatively, equivalent knowledge requirements at this level include a non-technical or general Bachelor's degree requirement with substantial work experience or a non-specific Master's degree requirement with substantial work experience. Knowledge requirements generally also include a significant amount of related work experience and may include administrative or supervisory experience.

Factor 2: Supervisory Responsibility

Level 4 - 470 Points: Supervision of (a) a moderate number of operative, administrative support, or paraprofessional employees who do not exercise a full range of supervisory responsibilities over other full-time employees, (b) a small number of professional employees who exercise limited supervision of others, or (c) large numbers of student workers or graduate assistants, or some equivalent combination of the above. The incumbent performs a full range of supervisory responsibilities including performance reviews of subordinates. The incumbent is responsible for training, planning, and directing the work of permanent employees, and generally controls hiring decisions. Supervisory responsibilities consume moderate amounts of work time and may include general work planning tasks.

Factor 3: Interactions with Others

Level 5 - 850 Points: Interactions are highly unstructured and incumbents are often required to resolve difficult and unstructured problems. Interactions are commonly with administrators, cost-center heads, high level committees, or external constituents in order to defend, negotiate, or resolve controversial and/or long-range issues and problems. Interactions occur in situations subject to divergent views, skepticism, resistance, uncooperative attitudes, and conflicting objectives. Interactions often require high levels of interpersonal skill and require the ability to influence, interrogate, or control others through debate, persuasion, or authoritative recognition and require strong analytical and decision-making skills.

Factor 4: Job Controls and Guidelines

Level 4 - 850 Points: The employee operates under administrative supervision and makes decisions based on broadly-stated University objectives and available resources. Administrative guidelines are expressed in terms of project or program outcomes and deadlines with few comprehensive guidelines. Decisions are based on inadequate guidelines that require considerable interpretation and force the employee to plan all phases of the assignment. Assignments may be unrelated in function and the work requires many different processes and methods and a great deal of analysis to identify the nature and extent of problems. The work may require the employee to develop new methods and to deal with many variables, including some that are unclear or conflicting. Characteristic jobs at this level may involve directing large and/or complex programs, projects, or departments in which the work cuts across functional lines or requires dealing with unprecedented issues.

Factor 5: Managerial Responsibility

Level 5 - 2350 Points: Work involves primary accountability for a larger department, program, or process. Work activities involve managerial decisions that directly affect the efficiency, costs, reputation, and service quality of the department, program, or process. Work affects a limited range of professional projects or administrative activities of the University, influences internal or external operations, or impacts students, faculty, and/or staff. Work activities have a direct and significant impact on the department. Work activities also have a significant effect on the efficiency and reputation of the cost center and represent a relatively major function within the cost center. At this level would be jobs in which the incumbent may have responsibility for developing budgets, distributing budgeted funds, and exercising primary control over a moderately-sized budget.