The Alumni Relations Strategic Plan Mission Statement The purpose of the Alumni Association of California Baptist University is to foster and cultivate a common bond of pride, affinity and connectivity among alumni, students, and prospective students and friends of California Baptist University (CBU) through quality programs, services and events. GOALS AND OBJECTIVES Goal #1: Increase marketing and outreach to alumni. Goal #2: Establish benefits for Alumni Association members and alumni at large. Goal #3: Improve the efficiency and effectiveness of the Alumni Association. [customer service] Goal #4: Improve the coordination among the Alumni Association, the schools and the various alumni chapters. Goal #5: Develop ways of working more closely with Development staff, Intercollegiate Athletics, Student Services on activities and other efforts involving alumni. [partnerships] Goal #6: Strengthen existing alumni traditions and develop new ones. Goal #7: Increase Alumni giving to alumni projects, scholarship programs, capital campaigns and Association budgetary needs 1) Understand alumni needs 2) Increase promotion and communication of alumni events and activities (based on return on investment) and of University messages 3) Enhance web-based interactive alumni association 4) Develop and maintain programs to connect and engage alumni 5) Special concentration on developing alumni activities in appropriate demographic areas throughout the U.S. 1) Evaluate current benefits to see what should be kept, what can be adjusted, and what should be eliminated 2) Create a list of businesses owned by alumni and publicize 1) Recruit, retain and recognize volunteers 2) Improve effectiveness of the volunteer Board of Directors 3) Provide excellent customer service through the attractions and retention of qualified staff 1) Formalize coordination and better define roles 2) Improve relationships 1) Continue to build mutually beneficial relationships 2) Co-host and support events 3) Develop regional events to engage alumni and prospective students 1) Evaluate and enhance existing traditions 2) Identify and consider new traditions 1) Establish and publicize clear fundraising goals for the Alumni 2) Strengthen the Association s financial position 3) Develop an Alumni Association operating budget 1
A productive Alumni program is crucial to the long-term success of the University s development program and to the larger University effort. It is imperative to link the mission statement California Baptist University Alumni Association fosters and cultivates a common bond of pride, affinity and connectivity among alumni, students, prospective students and friends of CBU through quality programs, services and events to the programmatic initiatives. The CBU Alumni Association should keep the alumni informed about the campus and about each other, provide ways for alumni to have meaningful interactions with the campus and with each other, and provide a home away from home. The CBU Alumni Association should also recognize the accomplishments of alumni and provide benefits, services, and programs that are of interest to alumni. The role of the Alumni Relations Department is to keep alumni connected to campus via electronic and printed communication, chapter and regional activities, mentoring, outreach to new students, and social activities. The CBU Alumni Association needs to be the lifelong connection to the alumnus/a. California Baptist University wants to maintain strong connections with its graduates. In order to accomplish this, the Alumni Relations Department and the CBU Alumni Association must work together with the University to develop effective programs for the alumni. Alumni activities should be promoted throughout the University and the community. The current pool of approximately 12,000 alumni must be personally and individually engaged to increase involvement and support for California Baptist University and the Alumni Association. To be more successful in the coming years, the University will need to pay more attention to understanding and meeting the changing interests and needs of its alumni by providing professionally run programs across the country, which will attract alumni for greater involvement and support for the University. 1. The CBU Alumni reflect the significantly changing demographics of the University s students over the past 59 years. Incomplete data for the alumni is a serious challenge for the CBU Alumni Relations Department, which must be corrected quickly with the assistance of the Office of the Registrar. At present there are less than 10,000 accurate mailing addresses and less than 6,000 email address for the pool of more than 12,000 living alumni. Systematic efforts to sample alumni opinion should be initiated. The Alumni Association, the Institutional Advancement Division and the Alumni Relations Department need a better understanding of alumni expectations from the University in an effort to gain greater alumni interest and support. Surveys targeted to different segments of the alumni may be advisable at this time rather than a general survey. Staff and volunteers should also sample alumni opinions and attitudes at every gathering and event. 2
Effort should be made to better understand attitudes toward the University held by current students and to correct, or address, problems that adversely affect student feelings about CBU. Current students and a broad cross section of alumni should also be enlisted to identify and assess activities and services of potential interest to all alumni. 2. The Alumni Relations staff consists of a Director of Alumni Relations and an alumni consultant. The budget for this office will support the salary and benefits for these staff members. The Alumni Association does not yet provide operating funds to fully support its activities. The staff is housed in the Yeager Center, Johnson Wing. An Alumni Relations Communications Plan must be developed. Regularly held, face-toface contact with a broad range of alumni outside of the Alumni Association Board must be maintained in order to assess the alumni s diverse and changing interests, monitor attitudes toward the University, test reactions to possible new activities, and take the University s message directly to alumni. The Alumni Relations Director and alumni volunteers must share responsibility for such contact. A coordinated effort with the Office of the Registrar and the development staff to add useful information and promising leads to the database should be made. In addition to mail, email and website contact strategies should be included in a communication plan. The Alumni Relations Director should take a more active role in strengthening the Alumni Association, helping its members in considering new ways for operating, devising strategies and pilot projects which manage the risks inherent in change, and encouraging an entrepreneurial spirit. The Director should also work to strengthen ties between administration, deans, faculty, students and the alumni. Professional development for the staff, including participating in the various alumni programs sponsored by the Council for the Advancement and Support of Education (CASE), Christian Alumni Professionals (CAPS) and the Association of Fundraising Professionals (AFP), and actively exchanging of ideas with more successful alumni programs, will enhance the Alumni Relations staff members knowledge of the profession. The Alumni Relations infrastructure should be strengthened and the staff energies directed to activities and priorities agreed upon by the University and the Alumni Association. 3. Four priorities have been established in an effort to focus the Association s objectives and energies to best support the University. They are: (1) connecting and establishing strong relationships with students while they are on campus, (2) implementing an Alumni Association membership program, (3) increasing overall Alumni Association awareness and marketing efforts, and (4) building a larger, more involved volunteer base. The Alumni Association is committed to helping the University, developing a greater sense of communication and partnership with University leaders and developing a clearer understanding of how to work productively with University offices and other volunteer organizations. Greater involvement by the President, Vice President for Institutional 3
Advancement, Alumni Relations Director and other senior administrators on a regular basis will help to direct and reassure the association members that their efforts are appropriate and appreciated. Partnership and collaboration is the key to success where we create awareness, build relationships and generate support for CBU. The Alumni Association is currently involved in a wide range of activities including Homecoming, membership programs with several affinity partners, student-focused initiatives and chapter events. Some of these activities will be expanded. Other activities will be reviewed and determination will be made with regards to their effectiveness. The Alumni Association will be identifying new programs that offer attractive models for involving alumni, provide a valuable service, and can be duplicated in other areas. Opportunities to expand such programs should be explored by the Association. Funding and sufficient staff permitting, the Association, with assistance from staff and the University, should continue to experiment with other ways to attract alumni, including increased small regional receptions, speakers on campus, one-day alumni trips, and activities co-sponsored with special interest groups. Bumper stickers or other small mementos should be widely and freely distributed, and alumni should be actively encouraged to display them. An aggressive commitment should be made to find out what will work, then do it and build upon it, step by step, over the next three years. Consideration of the financial assumptions underlying the Alumni Association should determine the most appropriate strategy for promoting growth of the Alumni program. Appropriate ways to underwrite the cost of expanding alumni activities need to be developed. Communication with the alumni should be increased beyond the quarterly Roundtable magazine. Increased alumni involvement depends upon increased interest in what is happening at CBU, which in turn depends upon presenting appealing members. The magazine is a useful communication tool in keeping alumni engaged with the institution, however additional channels of communications-including regional small group meetings, individual meetings with key alumni, speakers, and special events on campus and various sites-should be developed quickly. The Association s plan to increase membership is an appropriate long-term goal, but membership and dues issues should not be allowed to restrain assertive and creative efforts to increase interest and involve alumni. Given the University s long-term goals, revenues are less important at this point than reviewing links between the University and as many alumni as possible. Considerations should include, but not be limited to: challenging alumni to find lost alumni; and placing pertinent community leaders, who are alumni, on executive or advisory boards. Efforts should be made to identify and understand potential special interest and diverse alumni groups, and establish creative and mutually beneficial ways to link them to the University and the Alumni Association with a sense of common alumni identity. 4
Assistance from the President, Vice President, Alumni Association Board members and Alumni Relations Director is necessary to achieve the established goals and objectives, but must also be offered collaboratively to address the Alumni Association s concerns about organizational independence and the need to strengthen current activities. Recommendations regarding the Alumni Program: 1. The mission and role of the Alumni Relations Department, the Alumni Association and variety of other alumni groups and activities will be more clearly defined and coordinated as a result of the implementation of the strategic plan. Quarterly meetings between the Alumni Association Board President, the University President, the Vice President for Institutional Advancement, and Alumni Director should be scheduled to provide guidance and direction. 2. The Strategic Plan developed by the Alumni Association should include focused priorities, objectives and operating plans. The proposed emphasis on activities to attract more alumni, strengthen the Alumni Association, and stabilize the financial base seems appropriate, with specific measurable objectives and plans of action over the next three years. 3. The Institutional Advancement Division and Alumni Relations Department, through the Vice President, will work closely with the Alumni Association to devise appropriate financial strategies and budget commitment to support expanded and refocused programs and activities to attract and involve much larger numbers of alumni. Increased membership, while important for the long term, is less important in the short term, compared to increased interest and participation by larger numbers of alumni. 4. The refined Alumni Association Strategic Plan should include a multi-year plan to strengthen the Alumni Relations infrastructure and staff with defined objectives and performance measures, and should be endorsed by the University President and Vice President for Institutional Advancement. Increased financial investment from the University in the program should be linked to implementation of the plan and to staff. 5. Continuing professional development and training in implementing the strategic plan for the Alumni Relations staff is necessary. 6. Communication with alumni should be systematically increased. The Roundtable will be sent to the entire database three times per year. New and expanded channels of communication are being developed as part of a conscious strategy for reaching and involving more alumni. Articles on interesting, successful alumni and profiles on today s students and faculty with their ambitions and backgrounds will build greater connections between students and alumni. 7. New ways to interest and attract alumni including small neighborhood or regional receptions; invitations to attractive, interesting events on campus; or one-day events or trips should be explored. 8. The Alumni Relations Department staff will be conducting extensive research on several variables such as websites, homecoming, travel programs, and chapters. Experience at other 5
institutions suggest that networking with other alumni; career planning and assistance; recruiting and mentoring; programs for parents of new students; and community service programs are appealing alumni activities, but these need to be tested and adapted to CBU s distinctive alumni. The Alumni Association should also determine which current activities and benefits might be discontinued, modified, or expanded. 9. The Alumni Association should establish a working group of current students and recent graduates to help the Association and the University better understand factors that adversely effect student attitudes toward the University once they become alumni. The group can also help identify affordable ways to increase campus spirit and build student and alumni pride. The University should include the appropriate person from Student Services and senior administrators in addressing and resolving any problems that may pose fundamental obstacles in building stronger alumni ties to CBU. 10. The Alumni Association should develop effective ways to involve a broad cross-section of current and future student leaders in the ongoing activities and plans of the Alumni Association, and should strongly support a Student Alumni Chapter. 11. Encouragement of the continuation of the close relationship and cooperation between the Alumni and the Admissions Office, the Career Services Center, and Intercollegiate Athletics is necessary. Alumni should stay actively involved in recruiting, mentoring, and placement programs for current and future students. A program to provide placement assistance to recent alumni is attractive, but affordable ways to provide continuing placement and career networking assistance to alumni also needs to be developed. 12. Exploration of ways to use special interest groups among the students and alumni such as parent group, ethnic groups, schools or majors, sports, affinity groups, etc. will help draw more alumni back into association with CBU. A Three to Five Year Plan to Strengthen the Alumni Program 1. During the first 6 months to a year, beginning in the summer of 2009, translate the recommendations made in this section of the Institutional Advancement Division Strategic Plan into specific actions with measurable objectives and begin implementing these actions with the assistance of the Vice President of Institutional Advancement, the Director of Alumni Relations and Alumni Association Board. This will involve: Working with the Alumni Association to upgrade its strategic plan to develop a set of mutually agreeable, measurable objectives and a year-to-year schedule for plan implementation with defined roles and responsibilities for the Alumni Association, the University, and others; Encouraging staff and volunteer training and participation in CASE, CAPS and other Alumni Relations conference and workshops; 6
Experimenting, carefully, with activities such as receptions featuring interesting speakers, small receptions prior to activities and special events on campus, or cosponsored events which might attract greater alumni interest and participation; Identifying measurable objectives for the four priorities that have been established, which are: a. Connecting and establishing strong relationships with students while they are on campus; b. Implementing an Alumni Association membership program; c. Increasing overall Alumni Association awareness and marketing efforts; and d. Building a larger, more involved volunteer base. 2. During the 2010-11 academic year: Evaluate progress made in implementing the plan, make any appropriate adjustments, and proceed with the plan to engage more alumni, strengthen the Alumni Association, enhance the partnership of the Alumni Association and the University, and stabilize the financial base of the alumni program through the use of membership and affinity programs; Increase communications through a wider variety of communication tools such as emails, chat rooms and online newsletters; Begin systematic efforts to survey alumni attitudes and interests through formal surveys targeted to segments and samples of the alumni; Establish a working group drawn from current students and recent graduates to help identify and address factors which (a) adversely affect the attitudes toward the University of its alumni in residence, and (b) would foster greater campus spirit and identity, as well as increase student and alumni pride; Establish working groups to identify and evaluate the range of alumni activities, services, and benefits of potential interest to current alumni and students; and Continue to expand staff and volunteer direct contact with alumni to refine and expand activities based on the results of surveys and recommendations of the working groups. 3. During the 2011-12 academic year: Continue to evaluate progress in implementing the plan and make adjustments as necessary; Establish the financial and programmatic basis for a growing, self-sustaining alumni program which will mobilize large numbers of alumni for support of future alumni, institutional advancement, and fundraising activity; 7
Develop alumni activities which make effective use of the distinctive campus resources; and Begin planning for the next phase in the evolution and expansion of the University s alumni programs Timeline: 2009-2011 Performance indications: Initiation of alumni public opinion polls and attitude surveys Initiation of student involvement in the Alumni Association through the Student Alumni Chapter. The Student Alumni Chapter (SAC) is the main vehicle by which the Alumni Association reaches the student population. SAC would be responsible for planning events and activities through their mission of promoting spirit, tradition and pride. Development of a communication plan Development of an operating plan/budget Increased staff and training Increased number of alumni involved in University and alumni activities Evaluate the benefits of a Membership Program as a revenue generating source of income 8
Goal #1: Increase marketing and outreach to alumni. Objective #1 Understand alumni needs. (Priority) 1) Survey alumni to ask about interests and desires that should be addressed in order to increase their participation: Global surveys Questionnaire at events Personal calls 2) Hold focus groups to solicit feedback a. Alumni, current undergrads, current DCP, current GRAD 3) Develop a comprehensive model to engage alumni through a continuum (students, young alumni, alumni with families, mature alumni, etc.) 4) Meet with Alumni Association Board to assess needs and desires 5) Create draft Strategic Plan Completed July 2009 6) Meet with local Alumni Task Force to finalize Strategic Plan & develop strategies for 2009-2010 Completed July 2009 FY 2010 FY 2011 FY 2012 Actual Number of surveys 2 4 4 Number of Alumni reached by surveys 5,500 7,000 8,000 Number of Alumni who completed surveys 1,000+ 2,500 3,500 Number of focus groups 4 4 9
Objective #2 Increase promotion and communication of alumni events and activities (based on return on investment) and University messages 1) Craft an alumni message and embed in everything we do ( message TBD) Define where to embed message 2) Create a consistent look and feel of the association brand (logo) 3) Market and promote alumni events via website, The Roundtable, email blasts, direct mail (save-the-date cards and registration information) 4) Increase the number of public speaking engagements to promote the activities of the Association a. Four student events, hosted by the Alumni Association b. Chapter events, etc. 5) Seek and outreach to other existing promotional opportunities to get the word out (i.e. tailgaters) Currently doing all these things AA Board Task Force Marketing & Communication office Board President Board President FY 2010 FY 2011 FY 2012 Actual Number of alumni reached by marketing materials (web, print, email) 10,000 12,000 13,000 Number of alumni who attend events and activities 400-500 1,000 1,500 Total number of people who attend alumni events and activities 1,000 2,000 3,000 1,200 Number of speaking engagements 4 10 15 Number of alumni being reached through speaking engagements 10
Objective #3 Enhanced webbased interactive alumni association 1) Include in FY11 budget plans dedicated server on campus for alumni needs (including online networking module and lifetime email addresses for alumni) 2) Develop and distribute newsletters electronically 3) Enhance website and continue to implement features available through online networking modules Was not able to get into FY11 budget will re-address for FY12 Increase frequency and quality (Exact Target) Met with Jeremy, monthly email newsletter capabilities now available Working with IT and Marketing to come up with an appropriate solution *Director Alumni Secretary 4) Ensure that every Alumni communication links to CBU website FY 2010 FY 2011 FY 2012 Actual Number of Online Community registered users 1,500 2,000 2,500 Number of hits to Online Community modules Number of online transactions (member dues, events) Percent of dues-paying alumni with e-mail addresses in CBU s database 80% 90% Objective #4 Develop and maintain programs to connect and engage alumni 1) Evaluate existing programs for impact (eliminate and/or expand) 2) Evaluate and develop programs and activities for alumni to engage with current students. E.g. attract alumni to become mentors to students 3) Encourage alumni to participate in university events in all communications Number of alumni mentors Number of alumni programs Number of alumni participating in University sponsored events (non-alumni specific) FY 2010 Actual FY 2011 AA Board FY 2012 11
Objective #5 Special concentration on developing alumni activities, in appropriate demographic areas, throughout the U.S. 1) Evaluate the demographics of where CBU alumni are located throughout the U.S. 2) Recruit Alumni Chapter Leaders to establish regional Alumni Chapters in demographically appropriate locations 3) Plan/implement at least one event per year for every CBU Alumni Chapter 4) Coordinate CBU goals with Alumni chapters 5) Create Alumni Chapter Guidelines and distribute to chapter leaders Demographic map completed. Also have a list of alumni locations by state/city. (Currently updating to include 2010 grads) Guidelines completed distribution ongoing Alumni Secretary AA Board Chapter Leaders FY 2010 FY 2011 Actual Number of alumni mentors Number of active chapters and clubs 2 10 20 Number of regional contacts for CBU 7 10 20 Total number of chapter events 20 40 Number of people reached at chapter events 400 800 FY 2012 12
Goal #2: Establish benefits for Alumni Association members and alumni at large. Objective #1 Evaluate current benefits to see what should be kept, what can be adjusted and what should be eliminated 1) Evaluate and improve current alumni/member benefits 2) Research membership fees/no membership fees approaches 3) Improve incentives for alumni to become dues-paying members Complete: Instituted Annually Renewable Alumni Association Membership program in Sept. 2009 (approved by AA Board and CBU Exec. Council) Alumni Services Committee Alumni Services Committee FY 2010 FY 2011 FY 2012 Actual Number of dues paying members 50 150 300 $$$ Collected through annual dues $1,300 $4,000 $7,500 Objective #2 Create a list of businesses owned by alumni and publicize 1) Research businesses locally Alumni Services Committee 2) Research businesses nationally Alumni Services Number of local (So. Cal) businesses owned by alumni Number of national businesses owned by alumni FY 2010 Actual Unknown Unknown FY 2011 Committee FY 2012 13
Goal #3: Improve the efficiency and effectiveness of the Association (customer service). Objective #1 Recruit, retain and recognize volunteers 1) Define volunteers roles, improve the selection process and work assignments Develop job descriptions and expectations for volunteers 2) Develop a menu of volunteer opportunities and a recruitment plan 3) Provide volunteer orientation, training and ensure accountability Develop a volunteer training manual 4) Host an annual recognition event for volunteers Task Force Task Force Task Force Task Force FY 2010 FY 2011 FY 2012 Actual Number of orientations held 1 2 Total number of people volunteering to help CBU Alumni Association 50 100 Total number of volunteer hours 500 1,000 Number of volunteers returning from prior year 25-40 Objective #2 Improve effectiveness of volunteer board of directors 1) Redefine board roles and expectations with job descriptions and tasks 2) Provide board orientation, training and ensure accountability Ensure the by-laws are understood and followed 3) Survey CBUAA staff and board members on board and organizational effectiveness Have redefined board roles; working on complete job descriptions and tasks Have established a Bylaws Committee to help ensure bylaws are understood and followed Once new board is in place, will conduct in depth survey of board effectiveness Board President Board President Bylaws Committee Board President 4) Re-visit the committee structure Board President FY 2010 FY 2011 FY 2012 Actual Percent of new board members participating in orientation 100 100 Percent of board members who are satisfied the CBUAA services (Survey) 75 100 Percent of CBUAA staff satisfied with board (Survey) 75 100 Percent of board members financially supporting the institution 100 100 Volunteer hours contributed by board (total) 500 500 14
Objective #3 Provide excellent customer service through the attraction and retention of qualified staff 1) Offer staff orientation and increase training opportunities Develop a staff training manual Help staff communicate what CBUAA is all about 2) Cultivate internal communications and protocol 3) Institute meaningful, regular performance evaluations for accountability and increased coaching opportunities Percent of employees in the office ranking job satisfaction as Good to Excellent (Survey) Percent of annual Association staff turnover FY 2010 Actual VP for Institutional Advancement VP for Institutional Advancement VP for Institutional FY 2011 Advancement FY 2012 15
Goal #4: Improve the coordination among the Alumni Association, the schools and various alumni chapters. Objective #1 Formalize coordination and better define rolls 1) Meet with deans and administrators of various schools across campus to determine the most effective methods for reaching out to their alumni (schoolcentered alumni chapters) 2) Create a working plan for coordination with various schools FY 2010 FY 2011 FY 2012 Actual Number of school/center/department related alumni events 5 10 Number of people attending school/center related alumni events 500 1,000 Objective #2 Improve relationships 1) Meet with alumni (personal, phone calls, etc.) to inform them of the progress being made, encourage them to come to campus not just asking for money FY 2010 FY 2011 FY 2012 Actual Number of in person meetings per month Number of phone contacts per month Number of mailings per year 2 2 Number of email blasts per year 12-15 12-15 16
Goal #5: Develop ways of working more closely with Development staff, Intercollegiate Athletics and Student Services on activities and other efforts involving alumni. (partnerships) Objective #1 Continue to build mutually beneficial relationships Number of meetings per month 1) Meet with Development staff, Athletic staff/coaches and Student Services staff/administrators to assess needs and desires for alumni involvement in their respective areas FY 2010 Actual FY 2011 FY 2012 Objective #2 Co-host and support events 1) Host one event per class each year (Freshmen, Sophomore, Junior, Senior) 2) Work with various departments on campus to develop other events in which alumni can be involved Already doing Will schedule meetings FY 2010 FY 2011 Actual Number of alumni-hosted student events 4 5 5 Number of co-hosted student events 2 4 6 FY 2012 Objective #3 Develop regional events to engage alumni and prospective students 1) Build Alumni Chapter Program to include chapters in demographically appropriate locations throughout the U.S. 2) Work with Chapter Leaders to develop plans for send-off events for new students 3) Encourage all alumni to serve as recruiters for the University Once chapters are in place, will work with Chapter Leaders Admissions Chapter Leaders FY 2010 FY 2011 Actual Number of send-off events 4 6 Number of other regional programs involving alumni and students 4 6 FY 2012 17
Goal #6: Strengthen existing alumni traditions and develop new ones. Objective #1 Evaluate and enhance existing traditions 1) Compile information about existing CBU traditions (talk to alumni, students, faculty/staff, administration; surveys; etc.) Have established a temporary Traditions Committee on the AA Board; have begun collecting data 2) Publish a list of traditions on the website Will work on after list has been compiled 3) Include list in the Alumni Handbook Will work on after list has been compiled Alumni Consultant AA Board Alumni Secretary Alumni Secretary Objective #2 Identify and consider new traditions 1) Talk with alumni, students, faculty/staff, and administration to identify potential new traditions that will enhance existing ones 18
Goal #7: Increase Alumni giving to alumni projects, scholarship programs, capital campaigns and Association budgetary needs. Objective #1 Establish and publicize clear fundraising goals for the Alumni 1) Establish University s expectations of Alumni Association fundraising 2) Determine appropriate Alumni fundraising projects 3) Inform and encourage alumni to participate with one or more of the established fundraising projects 4) Encourage alumni to come up with their own fundraising initiatives (provided that they do not interfere or supersede University established goals for alumni fundraising) Will solicit information from E.C. Will work with AA Board and Development staff VP for Institutional Advancement AA Board Development Staff FY 2010 FY 2011 FY 2012 Actual Percentage of Alumni who contribute financially 3.84% Number of Alumni fundraising projects $$$ Raised by alumni for unrestricted (scholarships) $26,329.42 $35,000 $45,000 $$$ Raised by alumni for restricted projects $85,035.28 $100,000 $125,000 Objective #2 Strengthen the Association s financial position 1) Prioritize CBU Alumni Association activities based on impact and level of importance and return on investment (e.g.): Only host events that break even or make a profit and involve a significant number of alumni Establish benchmarks for events 2) Investigate ways to enhance/expand current revenue generating sources National alumni card (discounts from vendors) Expand the number of Affinity Partners Group travel More sponsorships of events 3) Investigate new ways to generate revenue, based on level of return, (e.g.): Web-based services (i.e. advertising) Amount of funding (dollars) provided to CBU Alumni Association Percent increase or decrease in funding Amount of reserves Return on investments Amount of private revenue generated by CBU Alumni Association Amount allocated per year for servicing each individual alumnus(a) Number of Alumni who use affinity partner services FY 2010 Actual Alumni Services Committee Chapter Leaders FY 2011 FY 2012 19
Objective #3 Develop an 1) Determine the financial needs of the Alumni Association AA Board Financial Chair Alumni Association operating budget 2) Set up an Alumni Association operating account 70 Account already exists AA Board Financial Chair 3) Create an operating budget for the Alumni Association AA Board Financial Chair FY 2010 FY 2011 FY 2012 Actual $$$ Brought in to Alumni Association account $2,538.35 $3,000 $5,000 $$$ Expenditures from Alumni Association account $3,139.25 $3,000 $4,000 $$$ Supplemented by Alumni Relations budget $5,325.81 $5,000 $4,000 20