Like all activities in the alumni UBC 100 campaign, the 100 Dinners project was intended to help provide UBC alumni with opportunities to stay connected with their alma mater and engage with other graduates.
To that end, the target audience was broadly defined as inclusive of all alumni. There is, however, a self-selecting bias in our audience to those alumni who have elected to keep their contact information up-to-date or are otherwise reachable through institutional communications channels.
In the early planning phases for alumni UBC 100, a series of focus groups were carried out with a variety of alumni. Among other goals, the discussions were intended to gauge interest in possible activities to be pursued in the campaign. With few exceptions, the idea of organizationally-supported, alumni-hosted dinner events was of interest to the majority of participants.
Some months later, a series of emails were sent to constituents explaining the 100 Dinners program and inviting alumni to submit a provisional request to host. From this outreach, we received 128 expressions of interest—enough to feel confident proceeding with development of the program.
The 100 Dinners concept was originally developed by the Johns Hopkins Bloomberg School of Public Health for their own centenary. In our discovery phase, the alumni UBC 100 Dinners program lead established an ongoing dialogue with her counterpart at Hopkins to learn what did and didn’t work in their implementation.
As a new, untested idea for alumni UBC, relatively few concrete business goals were set for the inaugural series of 100 Dinners. The single measurable target we established was a goal of 1,000 total attendees across all events.
Rather than reinvent the wheel, we chose to build on Hopkins’ program model and address areas where they encountered difficulties.
Our approach included:
We developed a detailed service blueprint over several iterations (seen above), giving a clear overview of staff requirements and operational processes.
The 100 Dinners microsite was intended to serve several key functions:
In speaking with our counterparts at Johns Hopkins, they emphasized the risk of losing significant staff time to administrative tasks. At their program’s busiest times, it required the equivalent of at least one full-time employee—an option we did not have.
Wherever possible, we had to investigate methods for efficient service delivery and minimize operational overhead.
The solution was deceptively simple: web forms.
I worked with our development team to establish a process for automatically creating event postings with the details submitted by hosts. These were set to remain private until staff had approved their posting.
Once program staff had populated ePly—an RSVP management platform—with the event details and handed it off to hosts, putting the event live on the 100 Dinners website required only changing the privacy settings and copying in the ePly link.
The simplicity of the website meant that few problems were encountered when we engaged people for “guerilla” usability testing.
The one area that was improved based on user feedback was the inclusion of a dropdown on the page of dinner listings, allowing users to filter by region. This feature was implemented before launch.
Despite our uncertainty on how 100 Dinners would be received, the program was unambiguously successful.
In the end, we tallied 1,156 attendees at over 90 events around the world, well-surpassing our goal of 1,000.
This was a project where function took precedence over form. While I would have appreciated more time for front-end design (the finished product was really rather bland), our careful attention to efficient service delivery meant that the program operated far more smoothly than Hopkins’.