Introduction Strategic Plan Report May 2003 Report May 2002		Alumni Association Strategic Plan Beginning in 2000, the Strategic Planning Committee, encouraged by the Clark University Board of Trustees, initiated the process to develop a strategic plan that would elevateÊthe Alumni Association to the next level. Review the progress to date.

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09/13/2000

Historical Background

The Clark University Alumni Association (CUAA) is a vibrant element of the Clark community. Its 26,000 members continually demonstrate incredible dedication and commitment towards the University while representing one of Clark's most important resources. Members of the Clark University Alumni Association regularly volunteer to support a diverse array of University defined activities and programs involving admissions, career services, student activities, regional and reunion events, academic departments, the University Park Partnership and much more. It is also acknowledged that both capital and annual gifts from alumni are essential to the University's financial well being.

Although the establishment of an official Alumni Affairs Office was not created until the late 1950ís, Clark has surely benefited from organizing, informing and energizing its alumni. While the Alumni Affairs Office provides staff support and programming for alumni activities, they also serve as a liaison between the alumni and the University.

Alumni-elected Trustees also serve as a liaison, by actively participating in the University's governance.

As the number of Clark alumni increase, so will their impact on various aspects of the University and Clark community. It is imperative Clark take advantage of this powerful resource and intensify their commitment to engage its alumni.

More than a decade has passed since the CUAA formulated its last strategic plan in 1990. Notably, all seven goals articulated in that plan have been substantially achieved, although some more than others. Those goals were as follows:

1. Increase alumni communication and interaction with the University.
2. Expand alumni participation in publicizing the strengths of the University to the world at large.
3. Involve more alumni in the recruiting and admissions processes so that the Universityís diverse student makeup is maintained and expanded.
4. Increase the level of alumni financial support to the University.
5. Develop and promote programs to serve the needs and interests of alumni.
6. Identify the needs and interests of presently uninvolved alumni to promote their inclusion in the activities of the Alumni Association.
7. Increase alumni participation in the Alumni Association activities.

In the intervening years, many changes have created both opportunities for and challenges to Clark's implementation of its stated mission:

Some of these changes include:

• Dr. John E. Bassett, Clark Universityís eighth president, took office in July 2000.

• New, landmark programs such as the University Park Partnership, Holocaust and Genocide Studies and Urban Development and Social Change have taken their place beside venerable offerings in psychology and geography, among others.

• The University has reached out to build a unique, sustainable relationship with the surrounding urban community.

• A new strategic plan for the University was adopted, focusing on four thematic areas:

1. Quality and Fit -- improve the academic quality of the student body and its fit with what we do best, while retaining a diverse community of appropriate size.
2. Location and Action -- offer distinctive programs and opportunities, both curricula and social service, for students to take advantage of Clark's unique urban location.
3. University College -- tightly integrate undergraduate, graduate and faculty research components and continue to provide special masters programs that complement our undergraduate liberal arts mission.
4. Visibility and Appreciation -- Focus a targeted, sustained visibility effort aimed at elevating Clark's recognition among (a) prospective students and those who influence their decisions and (b) the Clark family (alumni, parents, and friends), as well as foundations, corporations, and government agencies most sympathetic to Clark's mission and strengths.

During the 1999-2000 time frame, the University also undertook a major evaluation of its alumni program. Several hundred Clark alumni were contacted and provided important feedback, through various surveys and interviews with consultants retained by the Alumni Affairs Office, Public Affairs Office and the Admissions Office.

The resulting consultant reports were predominantly favorable, but highlighted new initiatives that would stimulate the CUAA's untapped potential for additional engagement through volunteerism, giving and resources. These reports together with the University's strategic direction served as catalysts and starting points for the CUAA's formulation of a bold, new CUAA strategic plan.

The Clark Board of Trustees has encouraged the development of this new Strategic Plan, and has requested a presentation to its Resource and Constituency Building Committee on October 27, 2000, along with submission of the entire Plan for the boardís evaluation and potential endorsement.

Two key concepts permeate this new CUAA strategic plan. First, the CUAA embraces the University's new strategic plan and is committed to supporting its implementation. Second, the CUAA is equally committed to providing that support as an equal partner at the table with other constituencies of the Clark community such as current students, parents, staff and faculty.

Within that context, this Strategic Plan articulates a new mission for the CUAA, and like the University's strategic plan, maps out broad themes/program areas for CUAA/University collaborative action. The CUAA seeks feedback from the administration and Board of Trustees on the strategic plan's conceptual direction. Based on that feedback, University Advancement professionals, together with the CUAA, will collaborate to identify specific action items and the investments needed to implement those actions. Measurable indicators of success also will be developed so that the administration and the Board of Trustees can ascertain the extent and pace of return on investment.

Methodology

In June 2000, Larry Hershoff í71, President of the Clark University Alumni Association (CUAA) appointed the following strategic planning committee:

Lawrence S. Hershoff í71, Alumni Association President

Dimitry Anselme í93, Alumni Association First Vice President

Gregory D. Degermajian M.H.A.í92

Faith Linsky í76, Alumni Association Second Vice President

Sarwar Raza í00

David Roth í84

Joanne Stone Wyman í71 M.A. í72

Gary Roboff í71, M.A. í75

Barry Rogstad í62, M.A. í63 (observer by phone)

Lois B. Green, M.P.A. í78.

Bill Bennett, M.P.A. í97, Director of Alumni Affairs

Debbie Bieri, Vice President, University Advancement

The Strategic Planning Committee met five times on the following Saturdays: July 8, July 29, August 12, August 26 and September 9. All committee meetings were held at the Clark University Alumni Affairs Office (122 Woodland Street) from 12:30 to 4:30 p.m.. Strategic planning guidance was provided by Gayle Gifford í75, principal of Cause & Effect, a Providence, R.I. based consulting firm, on a pro bono basis.

The committee reviewed the reports of three consultants, including interviews (via telephone and in person) with over 700 Clark alumni. These reports also included several interviews with former President Traina, senior level administrators, Trustees, faculty, staff and current students.

1. Alumni Council ñ February, 2000
2. Resource and Constituency Building Committee of the Board of Trustees ñ February, 2000.

The committee also reviewed the Clark University Alumni Associationís 1990-1995 Long-Range Plan.

Members of the Committee took responsibility for a number of assignments including interviews with directors of other alumni associations at Connecticut College, Amherst, Williams, Colby; Holy Cross, Assumption, WPI and the University of Massachusetts at Amherst.

In addition to the consultant reports, comments from alumni were solicited through a variety of efforts:

• Regularly updated minutes of the committee meetings were placed on the alumni Web page
• Two articles in the Clark News
• A letter from Larry Hershoff í71 directly to Alumni Council members
• Full draft version on the alumni Web pages seeking feedback

The Committee met twice with President John Bassett to ensure the discussion and direction of the committee were in concert with his thinking and would be aligned with the Universityís new strategic plan. President Bassett noted that he was comfortable, given the short time frame, with this group identifying the broad goals and strategies that would guide this plan. Several other senior level administrators were given drafts of the Strategic Plan for their feedback.

A draft of the Alumni Associationís Strategic Plan was also posted on the Clark Web Page and mailed to the Alumni Council members in advance of their September 16 meeting. On September 16, Council members thoroughly discussed the Plan.

The Board of Trustees should received the final draft of this plan in advance of their October 27-28th meeting. The Plan will be presented and discussed at the Resource and Constituency Building Committee of the Board of Trustees.

Overview of Strategic Plan

When complete, the Clark University Alumni Association Strategic Plan will consist of five (5) components:

1. Mission Statement
2. Goals
3. Strategies
4. Tactics
5. Measurable Indicators.

This preliminary plan contains the first three components. Based on feedback from the Board of Trustees, the CUAA will collaborate with the appropriate administrative departments of the University, as well as other University/College alumni programs, to further develop the strategies, tactics and measurable indicators.

1. Communication:

   To improve and increase communication between alumni and the other members of the Clark community.

2. Governance:

   To expand the Alumni Associationís governing structure to ensure representation across constituencies (i.e. geographic, special interest, class, discipline and demographics).

3. Financial:

   To increase both the percentage and the total of alumni giving.

4. Academic:

   To assist the University in attracting and retaining the highest quality students with the greatest chance of thriving from a Clark education.

5. Ethical:

The first two goals are pre-requisites to the accomplishment of the other three goals. As discussed in more detail below, these two goals are the foundation for engaging a more diverse cross-section of the Alumni Association and forging the alumni-University partnership envisioned in this plan. Each of the next five sections of this plan addresses a specific goal. The plan concludes with a "Recommendations" section focusing on the process of expanding the strategies and partnering with the University to identify specific implementation tactics, associated investments and measurable indicators of success.

Communication

Consistent and expanded communication between the University community and its alumni will increase alumni engagement and Clarkís visibility around the world. It is imperative to create a stimulating climate in which alumni want to stay connected and engaged.

Goal:

Rationale: According to George Dehneís survey, 94% get Clark information from Clark News. What is also important is that 25% of alumni could not determine if Clarkís physical plant had improved since their graduation and less than half of the respondents could name a Clark news item in the mass media. Therefore it is evident we must improve and increase communication with alumni

Rationale: According to the Dehne survey, the most popular alumni activities include attending an alumni event in your region, an alumni reunion, receiving special information for alumni on the Internet and helping students and alumni network for jobs. 50% had attended a reunion or regional activity.

Lipman Hearne suggests that "Clark alumni would be responsive to a well-orchestrated expansion of off-campus alumni programming. Clark should embark on a concerted effort to expand its regional programming."

We recognize the need to increase diversity and number of regional events per year, both domestically and internationally. One thought would be to develop regional committees to assist in hosting events, getting message out, attracting students and assisting new alumni in their area. It is equally important that we increase use of faculty, senior administration, trustees and successful alumni as keynote speakers at events.

Rationale: As suggested by Lipman Hearne, the Alumni Association intends to "capitalize on the inaugural year of the new President to strengthen alumni activities around the country and initiate an ongoing dialog with alumni". Early responses from a letter written to all alumni by President Bassett have proven to be a fertile area. Other positive indicators include the large turnouts for some of our first regional events highlighting President Bassett.

Rationale: According to Dehne, there was a noticeable number of alumni who were interested in "a reunion with others in related professions." Lipman Hearne comment extensively on the need for Clark to "identify more opportunities to reconnect with graduate student alumni." COPACE and GSOM were especially mentioned as areas with a tremendous potential for positive impact.

Some forms of outreach and programming to such constituencies should include bringing more alumni back to campus for Reunion, increasing "networking" events and developing an Alumni College program, to provide specialized learning opportunities.

Lipman Hearne suggest instituting an annual two-day leadership conference for Clark volunteers (i.e. Council members, Reunion Committee members, Class Agents, Alumni Admissions Representatives, Mentors, etc.). The program would foster volunteerism and would "showcase Clark, build pride in its alumni, reward service and perhaps most important, make them more effective ambassadors for Clark."

By creating a well-thought-out volunteer program, we would be able to create a formal recognition program, provide effective training and cross-training programs and expand alumni volunteer opportunities. In addition, it will be imperative to get the University to showcase alumni and "wear Clark alumni on the Universityís sleeve."

Rationale: It is widely believed that the University should create an "on-line community" for alumni which might consist of: an on-line directory, career center, chat rooms, message boards, storefront, permanent e-mails and a secure server to take on-line donations and event registrations.

Lipman Hearne suggest we "expand the use of the Internet to keep in contact with and build community among alumni." They also recognize the importance of developing Web-based mechanisms for surveying alumni opinion and spreading the word about Clark.

According to the Dehne report, 87% of alumni have internet access. Over half of the people who felt "very positive" about Clark said they would be extremely or very interested in receiving special information for alumni on the Internet. In addition, 3 of 10 of those who felt "less positive" about Clark were also very interested in receiving information on the Internet, leaving the impression that the Internet may be a way of engaging those who have been least involved with the University.

All three consultants recognize the Web as an effective tool to support fundraising and encourage other forms of support.

Rationale: It is important that we encourage Clark alumni to communicate their Clark connection to others. This needs to be communicated to alumni on several fronts, including the Clark News, regional events, reunion activities, departmental seminars, etc.

In addition, we need to encourage the alumni body to literally "wear Clark on its sleeve" by enhancing our Alumni Store on the Web and possibly creating a printed catalog of Clark merchandise. Over $17,000 was generated in sales last year alone. A more advanced marketing effort could both increase revenues as well as get more merchandise with the Clark name on it out to more people.

Rationale: In order to successfully organize programs and be most cost-effective, it is important we increase capabilities for computer report writing and analysis and increase the overall accuracy of our alumni database. In addition all alumni activities as well as student activities, should be coded in Banner database.

Rationale: This Alumni Center would provide a venue for delivering new services, such as the Alumni College, conferences and seminars, career networking, a library of Clark alumni publications, showcase alumni achievements and/or overnight quarters for visiting alumni. In addition, an Alumni Center would provide a permanent location and identity for the Alumni Association.

Over the years, the Clark "experience" has become more diverse than ever, both in people and with the emergence of new schools, departments and programs. By opening up the governance structure and process to reflect that diversity, we will engage a greater number of alumni which is vital to being effective partners with the University.

-Enlist a group of alumni, Trustees, university staff and alumni-in-residence (current Clark students) to review current governing structure and programming.

Rationale: In order to proceed with our Strategic Plan, it is important that we review the governance functions and structures of the Alumni Association. We must further review and evaluate ideas from consultant reports, review the composition of our leadership body, suggest avenues for alumni leadership development and consider institutional collaboration for alumni programs & committees.

Rationale: Six of the Board of Trustees members are elected by the Alumni Association members (all living alumni). Over the years, we have made tremendous inroads to formalizing their relationship to the Board of Trustees and their responsibilities to the Alumni Association. We need to continue to develop these roles and responsibilities.

Rationale: Reaching out to alumni regionally will help Clark to better understand the diversity of our alumni, their communities and organizations. This will assist us by producing more efficient and effective programming. It will also allow Clark further visibility across the country and around the world.

Rationale: Recent areas of concentration have established advisory boards to assist them with both programmatic advice and fundraising opportunities. The Graduate School of Management and the Visual and Performing Arts Department are leading this effort quite successfully. In addition, we have rejuvenated a Parentís Association.

As the Alumni Association grows, so does its diversity as well as its need to reach out to more and more alumni. A constant pool of appropriate alumni needs to be developed to allow others to pull from and recruit. This pool of alumni could be utilized for the alumni-elected trustee ballot, profiles in Clark News, relevant campus wide and alumni-related committees, and awards (i.e. Distinguished Service Award, Young Alumni Awards, Service Citations).

Purpose:

Alumni are committed to supporting the University in its efforts to increase both the percentage of alumni giving and the total value of the gifts. To ensure success, the University and the Alumni Association need to work in partnership to transform the approach to alumni fundraising.

Rationale: According to Dehne, 68% of alumni feel they should repay the financial assistance they received from the University. One way to help ensure this would be to revitalize and expand class agent system and/or develop a class-based governance structure. According to all three consultants, it is important for us to involve more of our alumni in direct fundraising activities.

Rationale: The Alumni Association recognizes the importance of generating the feeling of ownership when it comes to alumni donations and reasons to give back to Clark financially. One way to develop that sense of ownership is to share in the goal-setting and planing of fundraising activities (e.g., written appeals, use of the Website, regional events)

According to Dehne, "those who have a very positive attitude towards Clark, those who would choose it again, those who feel Clark contributed to both their personal happiness and career success are, not surprisingly, the most likely to contribute regularly to the University."

Rationale: Publicizing examples of alumni donations/commitments will help demonstrate and challenge financial support among classmates and friends. It is also important to consistently market and educate alumni on the impact that the Legacy Society, Jonas Clark Fellows and capital gifts provide.

According to the Dehne survey, "Clark must establish a sense of urgency about its needs without creating panic. More than eight of ten alumni claim a very positive or positive attitude toward Clark and a majority would like to see a child attend, but they apparently do not understand that the University must have help from its friends."

Rationale: Organized formal programming with students and parents at alumni and University-related events (i.e. Reunion Weekend, Family Weekend, Admissions Open Houses) will engage and educate both students and parents about the need for financial assistance. One other way to generate support would be to better publicize the impact of scholarship aid.

Ensuring a better "fit" between incoming students and the quality of the undergraduate educational program has emerged as one of Clarkís most important priorities. Alumni seek to assist the University in attracting and retaining the highest quality students with the best chance of thriving from the unique characteristics of a Clark education. The alumni bodyís significant numbers, broad geographic reach, and vested interest in assuring the Universityís continued success are the basis of a powerful resource which ñ optimally utilized ñ could have a significantly more positive impact on recruitment and retention results.

The Dehne report cites that 50% of alumni could not rate the quality of students at Clark. Nonetheless, 77% of alumni have high or very high interest in recommending Clark to prospective students. We must insure alumni direct the "best fit" candidates to Clark.

Rationale: Dehne reported that, "Although six of ten of the most involved said they would like to see a son or daughter attend Clark, a respectable four of ten of the least involved said the same." In addition, "more than four of ten have a very high (44%) interest in personally recommending Clark to a prospective student or the studentís family. Many (77%) had a very high or high interest." One -third of alumni surveyed strongly agreed that "it is important to me to ensure that a new generation of students will benefit from Clark."

According to Lipman Hearne, when referencing alumni involved in student recruitment activities, "tapping into this interest could make a significant difference for recruitment and alumni relations." This could be done by identifying local students who would fit well at Clark, interviewing prospective candidates from their local communities, representing the University at college fairs, serving as a liaison to local high schools, hosting admissions and "anti-melt" receptions and serving as a local Clark resource to help students through the college admissions process.

Rationale: Regional committees of alumni assisting in the Admissions process have proven to be quite successful. The Washington D.C. admissions committee is probably the best structured model as well as the most active. Although initially large amounts of staff time maybe needed to get these committees organized, the end result would be most beneficial. Reinstituting a standing admissions committee on the Alumni Council may be another way to pull together a core group of alumni that would be willing to take on highly involved responsibilities.

Rationale: In addition to the structured "Alumni Admissions Program", alumni have the potential to provide great support and assistance to Clarkís recruitment and retention efforts. Simply by letting others know they went to Clark helps to raise Clarkís visibility and pool of prospective students. The University can assist in getting more alumni to aid the admissions efforts by promoting the "Fee Waiver Card" program, involving alumni working in secondary education and developing admissions-related activities for "legacy-related" prospective students.

Rationale: There needs to be a concerted, organized effort on the part of the Alumni Association and its representative offices on campus, and Student Life divisions such as Residential Life and Dean of Students, to work on communicating the alumni message, and readying students for their future role on a steady, continuous, consistent basis. It is too late to be introducing alumni to volunteer efforts and events during the first solicitation call from the Clark Fund.

The building of camaraderie between classmates, and between classes and the school would enhance the effectiveness of the present class agent system, while lessening the ëcontact burdení of the Alumni Affairs and Development staff by nurturing and preserving links with current students; these in turn should transition smoothly into alumni links.

It is of utmost importance to increase alumni visibility on campus, and to work on innovative ways of combining alumni and student programming. Some of this can be accomplished by creating ongoing programs that encourage constant interaction between alumni and students, both on an individual basis as well as organizationally. We should find a way to make Clark News available to all students and advertise campus events to alumni and advertise alumni events to students.

It is important to enhance student-related and "class identification" programming by Alumni Association (Senior Class reception, Move-In Day, Senior Week Activities, Reunion, Orientation Week, etc.). One way to assist in this effort would be the expanded membership and increased programming efforts of the Student Alumni Relations Committee (SARC).

Finally, it is essential the Alumni Association educate and encourage the community to buy into the philosophy that current students are "alumni in residence."

Dehneís report commented that since just over half (56%) said Clark was their first choice, it is important that we do all we can to immediately engage those who did NOT have Clark as their first choice. In addition, "the more active students who were power-users of the opportunities at Clark are more likely to be active supports."

Ethical

Purpose:

Ethical endeavors serve as an important component, offering both the University and its Alumni Association favorable exposure with rewarding and positive results. The Clark University Alumni Association reflects and builds upon the University's mission as the beginning point and basis for all ethical endeavors and goals.

Goal:

Strategies:

Rationale: Over 20% of Dehneís respondants felt one of the greatest strengths of Clark was "its deep concern for the individual" and "its international feel" (18%). Roughly one-third "felt strongly that Clark contributed greatly to their personal happiness. Many (82%) strongly agreed with this."

Rationale: Routinely placing articles focusing on alumni accomplishments in various internal and external communication outlets will help to showcase Clark and increase its visibility. Inviting alumni back to campus to share their experiences and challenges will help to encourage students to follow in their footsteps.

According to Dehne, two-thirds of alumni feel that Clark has a neighborhood conscience, an international commitment and an intercultural dimension. "About three of four of the alumni said the statements ëClark is a university of the individualí and Clark makes a difference in the lives of its studentsí were extremely or very accurate."

-Encourage dialogue on contemporary issues of importance and foster a better understanding and respect of various viewpoints, and perceptions.

Rationale: Since 1989, Clark has hosted several successful multicultural weekends, engaging a number of minority alumni that had been previously "uninvolved." It would prove most beneficial to continue to host Multicultural weekends, expand minority mentor programs and further develop alumni assistance in recruiting and retaining minority students.

Rationale: According to Dehneís Report, one of four alumni said neighborhood revitalization was an extremely important priority. We need to create alumni opportunities for mentoring, community service, and the sponsoring of internships and lectures. Clarkís social conscience is a key element we should be communicating loudly.

This Strategic Plan sets the stage for all critical elements of the Clark Communityóthe Administration, the Faculty, the Alumni-In-Residence, and the Alumnióto work together to reach Clarkís strategic goals and elevate the partnership with the alumni body to its highest level in Clarkís history. It will set the stage for greater public visibility of the University and its stakeholders, and for harvesting the resources necessary for Clark to succeed and flourish. However, we recognize that there is much work to be done to determine the specific strategic priorities and define the essential tactics that will deliver the desired outcomes.

One great concern which the Strategic Planning Committee must highlight is the perceived need to restructure, reorganize, and/or enhance the resources allocated to the Alumni Affairs effort at Clark. We believe that the current staffing and resources are both fully engaged, and significantly leveraged, by the existing level of programming and service delivery, and that it is not in the Universityís best interests to allow existing programs to lose priority while the evaluation/implementation of the initiatives presented herein are pursued. We recognize the resource constraints that any University must operate within, but are encouraged by the empirical evidence we identified, such as that of Connecticut College, where a three year effort of additional resource allocation led to a rise in annual Alumni giving from 33% to 50% along with other significant benefits.

The CUAA SPC hereby requests approval of this document by the Clark University Board of Trustees, and asks for their direction to University Administration to proceed with the evaluation and tactical development necessary to support proposals for the specific initiatives which we hope will follow from this Plan framework.

The CUAA SPC will continue to be constituted by the Association and will be responsible for the collaboration with the Board and the Administration to insure that we, the Alumni, fulfill our obligations and promises to support implementation of this Plan. We look forward to celebrating these achievements, but there is much work to be done first. As we remind our graduating seniors, this is not the end, it is the beginning.

Respectfully submitted,

Clark University Alumni Association Strategic Planning Committee
Lawrence S. Hershoff, í71 Chairman

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