A Strong Launch, a Structural Gap
Coastal Carolina University sits just minutes from the sun-soaked shores of Myrtle Beach, South Carolina — a public institution of 10,306 students known for athletic excellence, including the baseball team's 2016 College World Series championship, and for being South Carolina's only Top Producing Fulbright U.S. Student institution.
When the NSLS chapter launched at CCU in December 2021 under the guidance of Dr. Daphne Holland, Associate Provost for Student Success, alongside Academic Coaching Specialists Megan Grandey and Jordan Ross, it entered an environment already rich with student organizations and school spirit. More than 2,800 members would eventually join — but the path to becoming one of NSLS's standout chapters wasn't immediate.
Across higher education, many leadership initiatives struggle with the same paradox: strong initial interest followed by lackluster follow-through. Coastal Carolina's chapter embodied this tension in its first year. While students were eager to join, the chapter lacked the organizational backbone needed to convert enthusiasm into action.
The challenge wasn't about student interest — CCU students were joining. It wasn't about advisor support — Dr. Holland and her team were deeply committed. The issue was capacity: How could a chapter maintain momentum, respond to hundreds of member inquiries, and deliver quality programming without a trained, dedicated student leadership team?
For a full year, this question loomed over every planning meeting and every event. Lower induction rates meant fewer resources to reinvest in member experiences — a cycle that needed to be broken.
Seven Strategies That Changed Everything
Coastal Carolina's leadership team took a methodical, multi-semester approach to solving their structural challenge. Rather than seeking quick fixes, they invested in building sustainable systems that would outlast any single student leader or academic year.
Assembling and Training a Dedicated E-Board
Over the course of an entire year, Dr. Holland, Megan Grandey, and Jordan Ross worked alongside student leaders to build a team trained in NSLS best practices. Each E-Board member received clear responsibilities and learned to facilitate events using NSLS Facilitator Guides. Student President Abigail DeVico emerged as a driving force, helping to set the tone for what consistent, high-quality chapter leadership could look like.
Establishing Clear Communication Cadence
The chapter developed a multi-channel communication strategy using email, social media, and direct outreach to ensure no member fell through the cracks. This systematic approach meant that during critical membership periods, the team could respond to more than 120 inquiries while maintaining event quality and personal connection with members.
Creating Consistent Event Programming
Rather than sporadic programming, the chapter established a predictable calendar of events members could count on: regular Orientations, Leadership Training Days, Success Networking Teams (SNTs), and community service opportunities. This consistency helped build trust and routine, making it easier for students to plan participation into their busy academic schedules.
Maximizing Campus Visibility
The chapter leveraged every opportunity to be seen — securing prime placement at OKDay, CCU's major beginning-of-year campus event, and establishing a presence at organizational fairs and community service initiatives. This constant visibility reinforced the chapter's legitimacy and reminded students of their membership benefits throughout each semester.
Building Strategic University Partnerships
Working with Dr. Holland's position as Assistant Vice Provost, the chapter established a groundbreaking Memorandum of Understanding (MOU) for NSLS Advanced and Executive courses, allowing members to earn university credit for their leadership development. This partnership elevated the chapter from a student organization to an integrated academic opportunity.
Creating Real-World Leadership Opportunities
In partnership with the United Way of Horry County (UWHC), the chapter created internship placements for NSLS members. These students worked on the Heggerty Phonemic Awareness initiative in local schools, delivering early literacy instruction while developing professional skills — a true win-win for members, teachers, and the community.
Recognizing Student Achievement
The chapter celebrated milestones publicly. Alyssa Ciccarelli became the first student to complete NSLS Advanced and Executive coursework and receive university credit reciprocity at CCU — honored at the Spring Induction Ceremony where the President of Coastal Carolina University spoke. The chapter also won the NSLS Innovation Award and a $1,000 prize at the Summit, with student leader Kenyatta Smith earning an additional $500 Summit award.
From 28% to Consistent 45%+
The transformation was both immediate and sustained. After building their E-Board infrastructure and establishing consistent programming, the chapter achieved remarkable stability — consistently meeting or exceeding the 40% benchmark that had once seemed out of reach.
Induction Rate by Semester
The post-infrastructure period has shown consistent performance at or above the 40% benchmark, with Fall 2024 reaching a peak of 49.8%. Beyond the numbers, the qualitative impact has been profound — the chapter maintains an average Net Promoter Score of 9/10, reflecting exceptional member satisfaction.
The institutional recognition has been equally significant. The MOU for academic credit transformed the NSLS from a co-curricular activity into an integrated part of CCU's academic ecosystem. Dr. Holland, leveraging her role as Assistant Vice Provost, made embedding NSLS into campus culture an institutional priority.
The Human Impact Behind the Numbers
The most compelling evidence of CCU's success isn't in the data — it's in the words of the students and partners who lived through the transformation.
What Other Chapters Can Learn
CCU's journey offers a playbook that any NSLS chapter can adapt. These twelve principles distill what made the difference — and what to build toward.
Infrastructure Can Take Time
Student Leadership Multiplies Impact
Consistency Builds Trust
Visibility Matters
Institutional Partnerships Elevate Credibility
Real-World Opportunities Deepen Learning
Celebrate Publicly
Leverage Advisor Expertise
Communication is Operational Infrastructure
Data Drives Decisions
First-Generation Students Need Support
Community Impact Strengthens Campus Standing
Potential Into Performance
From a 28% induction rate to consistent 45%+ performance, from a struggling organizational structure to an Innovation Award-winning chapter — Coastal Carolina University's NSLS transformation demonstrates what's possible when student leaders, dedicated advisors, and strategic planning align.
By investing a full year in building sustainable infrastructure rather than chasing quick wins, the chapter created a model that continues to deliver results semester after semester. Their story proves that with the right foundation, any chapter can turn potential into performance, and membership into meaningful leadership development.