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 1) Understand alumni needs

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
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

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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.

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 • 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-to-

face 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

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 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.

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 • 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

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 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;

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 • Experimenting, carefully, with activities – such as receptions featuring interesting
speakers, small receptions prior to activities and special events on campus, or co-
sponsored 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;

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 • 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

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Goal #1: Increase marketing and outreach to alumni.

Responsible Party
Action Steps Progress
* = Primary
1) Survey alumni to ask about interests and In process * Director
desires that should be addressed in order to All Staff
increase their participation:
• Global surveys
• Questionnaire at events
• Personal calls
2) Hold focus groups to solicit feedback In process * Director
Objective #1
a. Alumni, current undergrads, All Staff
current DCP, current GRAD
Understand
alumni needs. 3) Develop a comprehensive model to engage In process * Director
(Priority) alumni through a continuum (students, All Staff
young alumni, alumni with families,
mature alumni, etc.)
4) Meet with Alumni Association Board to Ongoing * Director
assess needs and desires All Staff
5) Create draft Strategic Plan Completed July 2009 * Director
All Staff
6) Meet with local Alumni Task Force to Completed July 2009 * Director
finalize Strategic Plan & develop strategies All Staff
for 2009-2010
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
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 n/a 4 4

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 Responsible Party
Action Steps Progress
* = Primary
1) Craft an alumni “message” and embed in In process * Director
everything we do (“message” TBD) AA Board
• Define where to embed message Task Force
2) Create a consistent look and feel of the In process * Director
Objective #2 association brand (logo) Marketing &
Communication
Increase office
promotion and 3) Market and promote alumni events via Currently doing all * Director
communication of website, The Roundtable, email blasts, these things
alumni events and direct mail (save-the-date cards and
activities (based registration information)
on return on 4) Increase the number of public speaking In process * Director
investment) and engagements to promote the activities of Board President
University the Association
messages a. Four student events, hosted
by the Alumni Association
b. Chapter events, etc.
5) Seek and outreach to other existing In process * Director
promotional opportunities to get the word Board President
out (i.e. tailgaters)
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
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 n/a n/a n/a

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 Responsible Party
Action Steps Progress
* = Primary
1) Include in FY11 budget plans – dedicated Was not able to get * Director
server on campus for alumni needs into FY11 budget –
(including online networking module and will re-address for
lifetime email addresses for alumni) FY12
2) Develop and distribute newsletters Increase frequency *Director
Objective #3
electronically and quality (Exact Alumni Secretary
Target) – Met with
Enhanced web-
Jeremy, monthly
based interactive
email newsletter
alumni
capabilities now
association
available
3) Enhance website and continue to Working with IT and * Director
implement features available through Marketing to come
online networking modules up with an
appropriate solution
4) Ensure that every Alumni communication Ongoing * Director
links to CBU website All Staff
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of Online Community registered users 1,500 2,000 2,500
Number of hits to Online Community modules n/a
Number of online transactions (member dues, events) n/a
Percent of dues-paying alumni with e-mail addresses in CBU’s database n/a 80% 90%

Responsible Party
Action Steps Progress
* = Primary
Objective #4
1) Evaluate existing programs for impact Ongoing * Director
(eliminate and/or expand) All Staff
Develop and
2) Evaluate and develop programs and Ongoing * Director
maintain
activities for alumni to engage with current All Staff
programs to
students. E.g. attract alumni to become
connect and
mentors to students
engage alumni
3) Encourage alumni to participate in Ongoing All Staff
university events in all communications AA Board
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of alumni mentors n/a
Number of alumni programs n/a
Number of alumni participating in University sponsored events (non-alumni n/a
specific)

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 Responsible Party
Action Steps Progress
* = Primary
1) Evaluate the demographics of where CBU Demographic map * Director
alumni are located throughout the U.S. completed. Also Alumni Secretary
have a list of alumni
Objective #5 locations by
state/city. (Currently
Special updating to include
concentration on 2010 grads)
developing alumni
2) Recruit Alumni Chapter Leaders to Ongoing * Director
activities, in
establish regional Alumni Chapters – in AA Board
appropriate
demographically appropriate locations
demographic
3) Plan/implement at least one event per year Ongoing * Director
areas, throughout
for every CBU Alumni Chapter Chapter Leaders
the U.S.
4) Coordinate CBU goals with Alumni Ongoing * Director
chapters All Staff
5) Create Alumni Chapter Guidelines and Guidelines completed * Director
distribute to chapter leaders – distribution
ongoing
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of alumni mentors n/a
Number of active chapters and clubs 2 10 20
Number of regional contacts for CBU 7 10 20
Total number of chapter events n/a 20 40
Number of people reached at chapter events n/a 400 800

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Goal #2: Establish benefits for Alumni Association members and alumni at large.
Responsible Party
Action Steps Progress
* = Primary
1) Evaluate and improve current Ongoing * Director
alumni/member benefits Alumni Services
Objective #1
Committee
2) Research membership fees/no membership Complete: Instituted * Director
Evaluate current
fees approaches Annually Renewable
benefits to see
Alumni Association
what should be
Membership program
kept, what can be
in Sept. 2009
adjusted and what
(approved by AA
should be
Board and CBU
eliminated
Exec. Council)
3) Improve incentives for alumni to become Ongoing * Director
dues-paying members Alumni Services
Committee
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of dues paying members 50 150 300
$$$ Collected through annual dues $1,300 $4,000 $7,500

Responsible Party
Action Steps Progress
Objective #2 * = Primary
1) Research businesses locally In process * Director
Create a list of Alumni Services
businesses owned Committee
by alumni and 2) Research businesses nationally In process * Director
publicize Alumni Services
Committee
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of local (So. Cal) businesses owned by alumni Unknown
Number of national businesses owned by alumni Unknown

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Goal #3: Improve the efficiency and effectiveness of the Association (customer service).

Responsible Party
Action Steps Progress
* = Primary
1) Define volunteers’ roles, improve the In process * Director
selection process and work assignments Task Force
Objective #1 • Develop job descriptions and expectations
for volunteers
Recruit, retain and 2) Develop a menu of volunteer opportunities In process * Director
recognize and a recruitment plan Task Force
volunteers 3) Provide volunteer orientation, training and In process * Director
ensure accountability Task Force
• Develop a volunteer training manual
4) Host an annual recognition event for In process * Director
volunteers Task Force
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of orientations held n/a 1 2
Total number of people volunteering to help CBU Alumni Association n/a 50 100
Total number of volunteer hours n/a 500 1,000
Number of volunteers returning from prior year n/a n/a 25-40

Responsible Party
Action Steps Progress
* = Primary
1) Redefine board roles and expectations with Have redefined * Director
job descriptions and tasks board roles; Board President
working on
complete job
descriptions and
tasks
Objective #2
2) Provide board orientation, training and Have established a * Director
ensure accountability Bylaws Committee Board President
Improve
• Ensure the by-laws are understood and to help ensure Bylaws Committee
effectiveness of
followed bylaws are
volunteer board of
understood and
directors
followed
3) Survey CBUAA staff and board members on Once new board is * Director
board and organizational effectiveness in place, will Board President
conduct in depth
survey of board
effectiveness
4) Re-visit the committee structure In process * Director
Board President
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Percent of new board members participating in orientation n/a 100 100
Percent of board members who are satisfied the CBUAA services (Survey) n/a 75 100
Percent of CBUAA staff satisfied with board (Survey) n/a 75 100
Percent of board members financially supporting the institution n/a 100 100
Volunteer hours contributed by board (total) n/a 500 500

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 Responsible Party
Action Steps Progress
* = Primary
Objective #3 1) Offer staff orientation and increase training In process * Director
opportunities VP for Institutional
Provide excellent • Develop a staff training manual Advancement
customer service • Help staff communicate what CBUAA is
through the all about
attraction and 2) Cultivate internal communications and In process * Director
retention of protocol VP for Institutional
qualified staff Advancement
3) Institute meaningful, regular performance In process * Director
evaluations for accountability and VP for Institutional
increased coaching opportunities Advancement
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Percent of employees in the office ranking job satisfaction as “Good to n/a
“Excellent” (Survey)
Percent of annual Association staff turnover n/a

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Goal #4: Improve the coordination among the Alumni Association, the schools and various
alumni chapters.

Responsible Party
Action Steps Progress
* = Primary
Objective #1 1) Meet with deans and administrators of Ongoing * Director
various schools across campus to
Formalize determine the most effective methods for
coordination and reaching out to “their” alumni (school-
better define rolls centered alumni chapters)
2) Create a working plan for coordination Ongoing * Director
with various schools
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of school/center/department related alumni events n/a 5 10
Number of people attending school/center related alumni events n/a 500 1,000

Responsible Party
Action Steps Progress
Objective #2 * = Primary
1) Meet with alumni (personal, phone calls, Ongoing * Director
Improve etc.) to inform them of the progress being
relationships made, encourage them to come to campus
– not just asking for money
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of in person meetings per month n/a
Number of phone contacts per month n/a
Number of mailings per year n/a 2 2
Number of email blasts per year n/a 12-15 12-15

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Goal #5: Develop ways of working more closely with Development staff, Intercollegiate
Athletics and Student Services on activities and other efforts involving alumni.
(partnerships)

Responsible Party
Objective #1 Action Steps Progress
* = Primary
1) Meet with Development staff, Athletic Ongoing * Director
Continue to build
staff/coaches and Student Services
mutually
staff/administrators to assess needs and
beneficial
desires for alumni involvement in their
relationships
respective areas
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of meetings per month n/a
n/a
n/a

Responsible Party
Action Steps Progress
* = Primary
Objective #2
1) Host one event per class each year Already doing * Director
(Freshmen, Sophomore, Junior, Senior)
Co-host and
2) Work with various departments on campus Will schedule * Director
support events
to develop other events in which alumni meetings
can be involved
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of alumni-hosted student events 4 5 5
Number of co-hosted student events 2 4 6

Responsible Party
Action Steps Progress
* = Primary
Objective #3
1) Build Alumni Chapter Program to include In process * Director
chapters in demographically appropriate
Develop regional
locations throughout the U.S.
events to engage
2) Work with Chapter Leaders to develop Once chapters are in * Director
alumni and
plans for “send-off” events for new place, will work with Admissions
prospective
students Chapter Leaders Chapter Leaders
students
3) Encourage all alumni to serve as Ongoing * Director
“recruiters” for the University
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Number of “send-off” events n/a 4 6
Number of other regional programs involving alumni and students n/a 4 6

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Goal #6: Strengthen existing alumni traditions and develop new ones.

Responsible Party
Action Steps Progress
* = Primary
1) Compile information about existing CBU Have established a * Director
traditions (talk to alumni, students, temporary Traditions Alumni Consultant
Objective #1 faculty/staff, administration; surveys; etc.) Committee on the AA Board
AA Board; have
Evaluate and begun collecting data
enhance existing 2) Publish a list of traditions on the website Will work on after * Director
traditions list has been Alumni Secretary
compiled
3) Include list in the Alumni Handbook Will work on after * Director
list has been Alumni Secretary
compiled

Responsible Party
Objective #2 Action Steps Progress
* = Primary
1) Talk with alumni, students, faculty/staff, In process * Director
Identify and
and administration to identify potential All Staff
consider new
“new” traditions that will enhance existing
traditions
ones

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Goal #7: Increase Alumni giving to alumni projects, scholarship programs, capital
campaigns and Association budgetary needs.

Responsible Party
Action Steps Progress
* = Primary
1) Establish University’s expectations of Will solicit * Director
Alumni Association fundraising information from E.C. VP for Institutional
Advancement
Objective #1 2) Determine appropriate Alumni Will work with AA * Director
fundraising projects Board and AA Board
Establish and Development staff Development Staff
publicize clear 3) Inform and encourage alumni to Ongoing * Director
fundraising goals participate with one or more of the All Staff
for the Alumni established fundraising projects
4) Encourage alumni to come up with their Ongoing * Director
own fundraising initiatives (provided that All Staff
they do not interfere or supersede
University established goals for alumni
fundraising)
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Percentage of Alumni who contribute financially 3.84%
Number of Alumni fundraising projects n/a
$$$ Raised by alumni for unrestricted (scholarships) $26,329.42 $35,000 $45,000
$$$ Raised by alumni for restricted projects $85,035.28 $100,000 $125,000

Responsible Party
Action Steps Progress
* = Primary
1) Prioritize CBU Alumni Association In process * Director
activities based on impact and level of All Staff
importance and return on investment
(e.g.):
• Only host events that break even or make
a profit and involve a significant number
Objective #2 of alumni
• Establish benchmarks for events
Strengthen the 2) Investigate ways to enhance/expand In process * Director
Association’s current revenue generating sources Alumni Services
financial position
• National alumni card (discounts from Committee
vendors) Chapter Leaders
• Expand the number of Affinity Partners
• Group travel
• More sponsorships of events
3) Investigate new ways to generate revenue, In process * Director
based on level of return, (e.g.): All Staff
• Web-based services (i.e. advertising)
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
Amount of funding (dollars) provided to CBU Alumni Association n/a
Percent increase or decrease in funding n/a
Amount of reserves n/a
Return on investments n/a
Amount of private revenue generated by CBU Alumni Association n/a
Amount allocated per year for servicing each individual alumnus(a) n/a
Number of Alumni who use affinity partner services n/a

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 Responsible Party
Action Steps Progress
* = Primary
Objective #3 1) Determine the financial needs of the In process * Director
Alumni Association AA Board
Develop an Financial Chair
Alumni 2) Set up an Alumni Association operating 70 Account already * Director
Association account exists AA Board
operating budget Financial Chair
3) Create an operating budget for the Alumni In process * Director
Association AA Board
Financial Chair
FY 2010 FY 2011 FY 2012
Performance Measures
Actual Expected Expected
$$$ Brought in to Alumni Association account $2,538.35 $3,000 $5,000
$$$ Expenditures from Alumni Association account $3,139.25 $3,000 $4,000
$$$ Supplemented by Alumni Relations budget $5,325.81 $5,000 $4,000

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