Wilfrid Laurier Alumni Association Strategic Plan A Living Document

Transcription

1 Wilfrid Laurier Alumni Association Strategic Plan A Living Document

2 Background The Wilfrid Laurier University Alumni Association (WLUAA) has operated since 1973 and today represents a global community of more than 84,000 alumni as of The Association provides its members with ongoing connections as well as a variety of programs and services which enhance personal and professional growth. As the official voice representing Laurier s alumni, WLUAA is a separate legal entity from Wilfrid Laurier University. The Association also supports students through its mentoring opportunities and funding of special events and scholarships. Todate, WLUAA has contributed more than 1.5 Million to support Laurier s capital projects and student scholarships. The Association works closely with the Office of Development and Alumni Relations () to implement its programs and events. advances the mission of Laurier by strengthening relationships with students, alumni and friends and by providing creative opportunities for engagement and philanthropy. WLUAA s last strategic plan guided the work of the Association from 2010 to The Board had some major successes with this plan and was ready to embark upon a new future. Specifically, WLUAA was interested in exploring and answering three areas of focus which will lead to a renewed Mission Statement and Strategic Plan: 1) Identifying the Purpose of the Alumni Association 2) Developing a Plan to support WLUAA s purpose 3) Designing an Optimal Governance Structure 2

3 WLUAA s Vision, Mission & Values Vision An inspiring community of engaged alumni Mission To engage and represent a community that supports and enriches our alumni, students and the University. Values We value our alumni, our heritage, and our culture of leadership and service. 3

4 Dr. Max Blouw s Presentation WLUAA Draft Strategic Plan Today s Context Universities today are responding to a number of forces that are changing the way they function. The practice of small, intimate classrooms and inter-active discussions between professors and students is disappearing, especially for undergraduate students. The forces driving the change include 1 : The expectation that all qualified individuals shall have access to higher education, putting access to education in tension with the quality of education. An explosion of new modalities and opportunities to access education based largely on digital technology advances. Recognition that national and corporate competitiveness rests fundamentally on the creation and mobilization of new knowledge. Diminished economic strength and demographic potential of the previously dominant western countries relative to the dynamism and economic growth of rapidly developing countries. Dr. Blouw also highlighted the challenging funding climate which is causing Laurier, a university renowned for its small, intimate experience, to recruit ever increasing numbers of students nationally and internationally. The focus for the near future will be on such things as: maintaining and enhancing the core strengths of the university and the student s experience; establishing a multi-campus, multi community learning environment; increasing the opportunities for Aboriginal initiatives; and ensuring the necessary resource allocation and operational structures are in place. Implications for WLUAA As WLUAA plans its future, attention needs to be paid to the potential impact of the following on alumni and their desire to stay connected: Online learning Future students may never set foot on campus and therefore not develop an ongoing sense of affiliation to WLU. Transfer credits- Students transferring between universities and colleges could feel little loyalty to either institution. Increased specialization Changing ministry policies could result in changes to the University s faculties and curriculum. The stewardship of an alumni community is vital but these challenges raise certain questions: How do we maintain a small, intimate culture in a rapidly growing student/alumni population? and How do we ensure that all alumni feel equally represented and engaged? Board members noted the importance of two-way communication between the University and alumni - feedback needs to be heard and acted upon. 1 Reference for the forces: Goals & Objectives Document: : The Year Ahead. 4

5 Today s Context - Environmental Scan Findings Internal Scan (Board Survey) External Scan (Pre-Retreat Work) WLUAA s Strengths Engagement of board members Culture of the board and the QUALITY of board members Partnerships with key stakeholders and office staff Fiscal Responsibility and accountability Diverse representation (Faculty, age, skills) Weaknesses or Areas for Capacity Building Need clearer and more strategic purpose and direction (Become more strategic vs. operational ) Increase alumni engagement & value Build relationships with other alumni associations Support better communication Increase impact/ relationships/engagement with WLU and WLUSU Improve decision making Increase social media presence Build GV revenue stream/programming Improve quality of focus on students Address sustainability and identity Enhance Board diversity & engagement What Do We Need to Stop Doing? Stop being an operational Board! New Governance Model Re-structure the board - smaller size & new committees Re-focus the agenda - fewer updates & tasks; more strategic discussions Recruit differently (Skills, competencies, international) Change/ build upon relationship with Office of Development & Alumni Rel ns Threats/ Disruptions Competition for University funding & Students (push to remote learning & other forms of education) Financial Challenges - Student debt; alumni investing in post graduate studies; possible changes within WLU s policies; competition with other services offering affinity discounts; seek creative sources of revenue Social Media bombarded with information; alumni association redundant? Relationships with Key WLU Stakeholders Board needs to be more strategic & have a stronger value proposition for the university and alumni (i.e. more than fundraising) Opportunities Increase our Social Capital relationship building & using alumni networks for career & job opportunities Influence WLU Policy & Decision making & Contribute to WLU s reputation Grow the alumni base Establish stronger relationships with students and international alumni Increase Resources increasing tuition costs for students so Gradvantage scholarships &programs help; WLU campaign Social Media & Tech Advances alumni connection, advocacy, fundraising & engagement world-wide. What Do We Need to Start Doing? Reconsider the value we offer to Alumni Focus on alumni engagement (all campuses and across the different demographics) Develop and strengthen WLUAA s leadership and voice within the university 5

6 Our Strategic Priorities Transition to a more strategic & generative board Engage Current & Future Alumni Objective One Re-design our governance model to support WLUAA s leadership capacity. Objective One Champion and nurture student/alumni connections and mentorship Objective Two Clarify and strengthen our complementary relationship with Objective Two Expand our philanthropic endeavours Objective Three Expand our opportunities for leadership, strategic thinking, thoughtful communication, and positive influence across the University. Objective Three Develop a comprehensive communications plan & value proposition to maximize alumni connections/ interactions Objective Four Review and re-design our resource development strategies 6

7 Our Strategic Plan Strategic Priorities Our Mission To engage and represent a community that supports and enriches our alumni, students and the University. Transition to a more strategic and generative Board. Engage current and future alumni Our Vision An inspiring community of engaged alumni Our Values We value our alumni, our heritage, and our culture of leadership and service. 7

8 APPENDICES 8

9 Our Vision Story 2024 This Story emerged from a visioning exercise conducted during the Board s September Planning Retreat. The story is a compilation of all of the ideas generated in small groups and is meant to be fun and inspiring. It represents one possible future but WLUAA may manifest a completely different future that can t be predicted today! Laurier Alumni influence the world and inspire lives of leadership! By 2018, WLU alumni around the globe have become well known for their leadership and problem solving skills. As a highly connected and fully engaged international community, they are giving back though their Alumni Mentorship Program which supports world-wide student internships, exciting co-op opportunities, and the hiring of new graduates in unprecedented numbers. The mentorship program ensures that every new graduate is connected with an alumnus. Students also benefit from the practical engagement that is beamed into their classrooms in the Where in the World are you? sessions. Laurier has become recognized as the best university for students and alumni. Engagement levels are the highest in Canada. On the job front, the web of inter-connections between alumni has been shown to help people throughout their career journeys because they experience open doors and new ideas in both the voluntary and corporate sectors. Individual profiles and stories of success (gathered through personal interviews and various social media tools) are available to all alumni. The possibilities for cross fertilization of ideas and skills are endless. Alumni chapters are hosting events around the world and the sense of community is stronger than ever before. The influence and thought leadership of WLU Alumni is also appreciated on Laurier s campuses. The Laurier Leadership Circle is an inspiring think tank contributing to social innovation and social entrepreneurship. They emphasize the power of integrated learning and thinking. Their success is attracting high levels of interest and a wealth of new resources through alumni contributions (monetary and individual expertise) and other connections. WLUAA s involvement in good governance and strategic thinking is also appreciated at the Senate and Board of Governors. The new Prime Minster of Canada, a WLU graduate, constantly refers to how her education and Laurier experience helped her to grow into what she is today. Ultimately, WLU, in partnership with WLUAA, has proven to be an ongoing, valued benefit in the lives of all students and alumni. 9

10 WLUAA Strategic Action Plans Strategic Priority # 1 Transition to a more Strategic and Generative Board Objectives & Key Steps Actions Who Board; Time Frame/Dates 1. Re-design our governance model to support WLUAA s leadership capacity Identify the board s focus Review and restructure the board Change By-laws and/or policies as needed to reflect the changes in structure Create a Governance Committee Executive & (Tania) to ensure policies are in place to select based on skills, needs, newly defined roles & responsibilities Resources Needed Existing strengths, plus funds, partners, skills, information Short term Long term 2015 clarified our focus and board has been restructured Outcomes Indicators of Success (2017) New board structure in place and working effectively Members see their roles as productive 10

11 Develop a recruitment and selection strategy that supports new board structure (redefine roles and develop a skills matrix based on a jobs analysis process) Sarah To convene an ad hoc committee Asset mapping (Pam Cant in HR) Job analysis process has been completed Desirable board positions Diverse board representation (skills, experience, global) Determine how volunteers (other than board members) could be involved in supporting the work of the board (and/ or ) Volunteer opportunities beyond board roles Clearly define the role of and committee representatives in the context of BOG and Senate meetings, maximizing the effectiveness of all board meetings categorize & highlight meetings information in advance; encourage to bring up existing issues & new initiatives and bring to BOG and Senate 11

12 Objectives & Key Steps Actions Who Board/ Alumni Relations Resources Needed Existing strengths, plus funds, partners, skills, information Time Frame/Dates Short term Long term Outcomes Indicators of Success (2017) 2. Clarify and strengthen our complementary relationship with Create a Unique Co- Leadership model Assess who leads what and when Design a decision making tool to assist with assessment of current & future opportunities. Encourage joint collaborations Develop a Memorandum of Understanding and put a process in place for accountability & Explore new options: Shared employee for Gradvantages? Shared pool of volunteers? (non Board of Directors) Continuous 2 way dialogue Aligned goals No duplication of effort Clear accountability Shared leadership model 3. Expand our opportunities for leadership, strategic thinking, thoughtful communication, and positive influence across the University. Clarify our communications & leadership process within WLU Alumni survey 2014 geared toward 2018 measurable outcomes (e.g. How do you want us to represent you? Or How do you want to be involved?) & Representatives on the Senate and the Board of Governors how could their roles be more strategic? Chapters more involved? New leadership roles within WLU Clear understanding of how our alumni view our leadership role Fulfilled alumni expectations from survey in way communication between the board and alumni 12

13 WLUAA Strategic Action Plans Strategic Priority #2: Engage current and future alumni Objectives & Key Steps Actions Who Board; Resources Needed Existing strengths, plus funds, partners, skills, information Time Frame/Dates Short term Long term Outcomes Indicators of Success (2017) 1. Champion and nurture student and alumni connections and mentorship Solicit feedback from students to identify their needs / interests from an alumni perspective Solicit feedback from alumni to better understand their needs/ interest Review of existing programs (ASK, LinkedIn etc.) and ensure that they are meeting objectives / Put infrastructure (financial resources, human resources, technology etc.) in place to support programming - Financial support, input, contacts, ambassadors, stewards Commitment, leadership and support from key campus partners (e.g. faculties / career development / continuing education etc.) to develop and drive programming Short term (spring / fall 2014) Short term (spring / fall 2014) Short term (fall 2014) Growth of alumni participation in professional development / continuing education Post event satisfaction surveys Growth and satisfaction of alumni participation in career development programming Growth of connections between students and alumni 13

14 Review of existing WLUAA roles and responsibilities and how they relate to committee chairs to work with committees to create inventory of responsibilities to review with Executive and Short term (April 2014) Consider short term/working committees for projects Short Term (May 2014) Leverage oncampus partnerships to offer more professional development / continuing education programming to alumni Ongoing Work with Cooperative Education and Career Development to enhance the career development programming available to alumni Ongoing 14

15 Purposefully work to develop a culture and understanding among graduating students of what their role as alumni can be Ongoing 2. Expand our philanthropic endeavours Develop a sponsorship model to manage and evaluate sponsorship requests (funding requests external to Alumni Relations, e.g. Athletics). Best practices research on how to evaluate requests; communication plan to university partners Short-term ( board year) Long-term (continuous review of model; proactively identifying sponsorship opportunities that best meet objectives i.e. new scholarships etc.) An organized approach and transparent model for evaluating sponsorship requests Create an efficient rubric or matrix to determine award recipients. Best practices guidance from Student Awards / Alumni Relations / other areas on campus that make award decisions Long-term (depending on board structure etc.) An efficient tool for selection committee members to work with Satisfaction level of committee members with the process 15

16 Identify philanthropic objectives that align with our mission and values to determine campaign pledges Clear sense of our mission and values; funding opportunities from the university that meet these objectives Medium term- (informed by sponsorship model; to be prepared for a campaign request) Campaign commitment that the board and university are proud of Review our current philanthropic and sponsorship activity (e.g. awards etc) to ensure it still meets our objectives Human resources ( time) to review these activities against established criteria Short-medium term (following development of decision making models) Long-term (continuous evaluation) On-going sponsorship aligns with objectives Reviews occur on a continuous basis Develop a funding model to support our philanthropic and sponsorship objectives Expert advice from Treasurer and other members with financial experience to propose sustainable options Short-medium term Funding formula is developed to sustain our philanthropic objectives 16

17 3. Develop a comprehensive communications plan & value proposition to maximize alumni connections/ interactions Use social media creatively for communicating stories, connections, campaigns and alumni benefits - tactical and operational - supportive role, relaying a consistent message to our alumni through. Alumni Communications Officer Web Analytics Funding for additional resources in partnership with a Ad Hoc committee - Needs Assessment Resource for researching best practices (existing knowledge, student to help research) ST Leverage Campus Magazine stories and proceed ongoing Fall 2014 Utilize survey results to understand how alum wish to connect and incorporate preferences into communications and marketing campaigns LT 2015 Alumni Needs Assessment LT 2015 Develop Value messaging to target each alumni segment LT Integrate and overlap initiatives across Social Media Channels; Alumni selfcontribution to enrich the canvas Alumni contributing content, demonstrating engagement, and increasing reach through various media Alumni to Alumni Conversation across diverse populations (increasing social capital) Demonstrated Advocacy Initiatives globally Influence WLU Policy & Decision Making & Contribute to WLU s reputation Seek to engage diverse (marginalized) populations / ST Determine the measures by Fall 2014 Establish a stronger relationship with Laurier International and Aboriginal Student Centre Refine and renew strategy with technology advancements as new methods and information dictate. Methodology to asses alumni engagement increase X% to Y% year over year by demographic. Desired % of young alumni, medium and older alumni (determine a reasonable measure based on current trending by segment) 17

18 Build a supportive social network Increase the visibility of the WLUAA brand and value sharing and adding to network Career Development Centre partnership Engaged alumni Leadership ST Share career development centre tools via social media networks Campus partner Engagement Ongoing Examine existing research on e- newsletters LT Continue to grow engagement numbers Increase impact/ relationships/engagement with WLU and student community (WLUSU, GSA, clubs) Well-connected, highly engaged directors sharing message amongst networks Recognized in the broader community Research and review communication best practices and trends across industries ST Identify and understand existing research Ongoing stay current 18

19 Objectives & Key Steps Actions Who Board; Resources Needed Existing strengths, plus funds, partners, skills, information Time Frame/Dates Short term Long term Outcomes Indicators of Success (2017) 4. Review and redesign our resource development strategies: Harness alumni talents and skills : continue to build the depth of the database to better represent alumni talents and skills Alumni database appropriate and timely tracking of information Coordinating with campus partners to ensure all parties are collecting and reporting information Encourage campus partners share importance of skills and talent collection. Ongoing Increase of alumni skills and talents identified in the database - refer alumni to, act as ambassadors Annual statistics from Expand our financial capacity Stabilize & grow GV revenues by 8 to 10% per year strengthen relationship with partners Task the working committee with conducting a feasibility study on outsourcing the GV program development and management function. Reviewing 3 best performing partners GradVantages Marketing plan review branding and consider reach to students year Winter/Spring Revenue growth Increased account acquisitions Less reliance on big 3 (TD Insurance, BMO, Manulife) Funds always available for strategically aligned/desired student initiatives 19

20 Develop other revenue sources Establish a committee to study revenue sources of Canadian and American Universities alumni associations Collect data Analyze data Determine relevance of data Develop implementation plans of relevant data A diversified funding base 20