How to Start / Create an Alumni Association

So, you’re interested in starting an Alumni Association? The purpose of an association is to

foster a spirit of loyalty and to promote the general welfare of your organization. Alumni
associations exist to support the parent organization’s goals, and to strengthen the ties between
alumni, the community, and the parent organization.

What are the Initial Requirements to starting an Alumni Association?

The two initial requirements to start or re-activate an alumni association are:

 The enthusiasm and willingness of several individuals who are willing to take on the
organizational initiative and sustain it.
 The interest of a reasonable nucleus of alumni and friends of the organization to
participate in the association’s activities.

Who Should Take on the Leadership Role of an Alumni Association?

In addition to being an alumnus/ae of the organization (or an employee), the leader of an alumni
association should also have the following characteristics:

 Willingness to work with the learning institution

 Willingness to contribute time
 Enthusiasm
 Ability to motivate and engage alumni

When necessary, and if available, the Development and Alumni Relations Office can help with the
selection of a leader. (The leader could be one person, or a committee — size can vary by
organization.)

Formal or Informal Alumni Association?

An association can be a formal organization with officers, a set of objectives, subscriptions, a

newsletter, and perhaps — though not necessarily — a constitution. There is no standard
constitution for associations. Indeed, many operate very effectively without one. In some
countries, however, there are legal requirements to register a constitution, the form and content
of which are decided by the association itself.

In areas where alumni concentrations are relatively small, an informal association nominally led
by one or two individuals might gather socially from time to time. Whether or not the association
is formally structured, the key to success is the ability of its leaders to motivate others to join in.

Besides associations (formal or informal), some people choose to serve simply as a Contact
Point for alumni or prospective students who wish to learn more about the organization and to
hear from someone’s personal experience.

Proposed Organizational Structure for Alumni Associations

Informal: One person should be designated the association’s key point of contact and a few
people willing to help with the organization of the association need to be identified. The contact
would be in regular communication with the parent organization and would be responsible for
circulating the details of events and other significant organization news to the alumni via e-mail
lists or at meetings.

Steps to Creating an Alumni Association

Step 1 – Form an Interest Group

 Meet informally with alums to obtain names

 Use the existing alumni organization
 Obtain a geographic listing of members from your headquarters office
 Telephone and personally meet with alums
  Directly ask for their participation in starting the association

Step 2 – 1st Communication

 A letter should be mailed (or a message sent) to all alumni, introducing them to the leader,
requesting them to update their contact information, and inquiring if there are any
interested volunteers for the committee
 Write a letter to the alumni who make up your interest group

Step 3 – Getting Organized

A meeting should be convened of interested alumni to agree upon the association’s objectives
and form a committee. A sample agenda might include:

 Call to order
 Introductions
 Review general concepts and goals of the Alumni/Alumnae Association
 Outline Alumni/Alumnae Association functions
 A. Communication (newsletters, mailings, directories, etc.)
 B. Activities
 C. Fund raising
 D. Scholarships and fellowships
 E. Assistance in Alumni/Alumnae coordinator programming
 Identify short and long term needs
 Establish projected expenditures and dues structure
 Solicit areas of interest and capabilities
 Nomination and election of Alumni/Alumnae Association officers
 Appointment of a committee to draw up the by-laws or organizational outline
 Appointment of other committees and delegation of responsibilities (communications,
recognition, events, recruiting, etc.)
 Set date, time and location for follow-up meeting
 Adjourn

Step 4 – Prepare By-Laws

Have a committee prepare by-laws for adoption at the next meeting. The adopted by-laws need
to be sent to the fraternity/sorority headquarters for the chapter-alumni/alumnae files.

Sample Outline of Alumni/Alumnae Association By-Laws:

 Objectives
 Membership
 Officers; duties and powers of officers
 Regular committees; duties and functions of committees
 Meetings and programs; general timing of meetings
 Dues; members to association, control of funds
 Scholarship and fellowship funds, control and operation
 Communication – regular; content and timing of newsletters
 Major activities and work projects; chapter assistance, social functions, traditionally-
sponsored events

Step 5 – The Follow-Up Meeting or Event

A launch event should be organized with broad appeal to attract as many alumni as possible,
preferably when a senior administrator of the organization is available to attend.

 This meeting is crucial. If the alumni can see results, they will continue to serve on the
Alumni Association.
 Other alums and new contacts who could not attend the first meeting should receive
invitations through the mail.
 The Association by-laws should be adopted at this meeting as well. It is also important
that the chapter officers attend this meeting.
 The meeting should serve to orientate first-time alumni attendees.
Step 6 – Financing an Alumni/Alumnae Association

The question of financing can be a major obstacle for a new Alumni/Alumnae Association.

Generally, finances for an Alumni/Alumnae Association can be provided in three different ways:

 By an annual dues program for Association members

 By contributions received by alums for a specific Association program
 By a combination of the above methods

Other financial considerations:

 Capital Fund Raising Campaigns

 Association-Sponsored Scholarships

And Don’t Forget . . .

Communications:

 Newsletters
 Postcards/Flyers (to promote special events – ballgames, golf outings, etc.)
 Association Directory
 Telephone
 Web: online alumni community, social networks (e.g. Facebook, Twitter), e-mail blasting

Recordkeeping:

 Keep accurate records

 Maintain a database of alumni names, addresses, contact details, and more
 Take photos of key events and milestones

Events:

 Association Meetings
 Monthly Luncheons/Dinners
 Special occasions (Homecoming, Founders Day, etc.)
 Other outings (chapter work day, philanthropies, holiday receptions, etc.)

Eliminate Misconceptions

 “I used to be a _______.” (membership doesn’t expire when you graduate – it’s designed to
last a lifetime)
 “I don’t have time.” (we’re all volunteers)
 “I won’t know anybody.” (members from other eras can help by welcoming newcomers)
 “All they want is my money.” (the main effort needs to show that money’s not the primary
concern)

How do you form an Alumni Association?

Reading Time: 7 minutes

Graduating from university is a momentous step for many students, and that’s where an alumni
association comes in.

Once students graduate and leave university, it’s easy for them to become disconnected from the
institution while they focus on their career.

Fortunately, alumni associations and their dedicated alumni relations departments can help these
individuals to remain a part of their university’s community long after leaving!
Post-graduation, alumni associations aim to strengthen the relationship between students and
their educational institutions. They can open doors for alumni by helping them to expand their
professional network, and even provide them with access to fantastic discounts and tailored career
support.

Here at Aluminati, we recognise the importance of these supportive and mutually beneficial
relationships. This is why we developed the world’s most customisable alumni, student, and staff
engagement platform.

Thanks to our invaluable experience working with educational institutions to create this platform,
we’ve seen first-hand the many benefits of forming an alumni association.

If you want to learn how to build an alumni association, the team at Aluminati can help.

What is an alumni association?

An alumni association is composed of former students or graduates of an institution.

In the UK, they are commonly linked with business schools, universities and colleges.

To be considered an ‘alum’, you’ll be a graduate of one of these and automatically become part of
the institution’s student alumni association.

What is the purpose of an alumni association?

The aim of an alumni association is to promote the welfare of the organisation by fostering an
atmosphere of loyalty and connecting former students with other graduates, current students at
the university, and the institution itself.

By providing and creating a community platform for this network of individuals with a shared
educational institution to connect, an alumni association presents many opportunities for current
and former students.

Why is it important to form an alumni association?

As an educational institution’s most loyal supporter, an alumni association plays an important role
in keeping a university operating smoothly.

For example, an effective alumni association can help generate donations that fund a university’s
development. It can also act as a marketing tool, and even boost employment rates among your
latest graduates.

Below, we explore just some of the reasons that make forming an alumni association essential for
educational institutions.

Raise funds

To help your university flourish with new equipment, trips, and facilities, having access to funds is
crucial.
With a helping hand from an alumni association, you can keep alumni updated about anything the
university might need or upcoming fundraising events.

Many alumni are grateful for the services and qualifications that their university provided them with
and are eager to get involved and donate money to further the development of the institution.

Marketing

By staying in contact with your alumni, you can reap the rewards of their social and professional
network connections in the form of free marketing.

Alumni can act as ambassadors by generating valuable word-of-mouth marketing and even
shouting about your university’s successes online via social media, such as LinkedIn.

These actions can help your university and its efforts to gain more awareness in the professional
world and build a more prominent, positive reputation.

Recruit students

Forming an alumni association can also support universities that want to recruit new students.
While alumni can open doors into the professional world for universities, they can also connect
them with prospective university students, too.

By obtaining positions of influence through their career and highlighting themselves as

ambassadors for your educational institution, they encourage college students to consider which
universities they want to attend.

The more notable alumni you can associate with your university, the more positive your reputation
is likely to be among prospective students.

Boost employment

If you want to increase the number of students graduating with a job already lined up, it’s time to
ramp up your alumni association efforts!

These alumni relations can be utilised to connect current students about to graduate with alumni
that can introduce them to their professional contacts and help them to receive work experience, a
training position, or even a full-time offer of employment.

These elevated levels of post-graduation employment can then be used as marketing statistics to
promote the university and its courses, subsequently encouraging more students to apply to the
university.

What activities does an alumni association organise?

An alumni association is often a hive of activity!

While the exact operation of an alumni association will naturally vary according to the size and
interests of the organisation as well as the availability of funds, they are typically known for
organising social events (such as alumni talks and charity events), fundraising, publishing and
issuing alumni newsletters or magazines, and maintaining and updating their alumni database.
While some alumni association activities like maintaining and updating the alumni database are
essential to all functioning associations, the type and frequency of other optional activities can
determine how successful the alumni association will be with current and former students.

If you would like to find out more about forming a successful alumni association, contact us or take
a look below!

What makes an alumni association successful?

Creating an alumni association in itself isn’t difficult but with a little time, effort and funding, it can
be a massive success! Often, the top educational institutions have more impressive and well-
connected alumni networks.

However, there are five prerequisites for successful alumni engagement that all universities and
their associations should consider trying to adhere to.

Ensure alumni feel like insiders

One way to encourage your alumni association to be successful is to serve the interests of the
alumni.

Universities should therefore strive to offer exclusive deals, discounts, and opportunities to their
alumni in order to make them feel like insiders and to encourage them to get involved with the
association.

By organising a variety of social networking events and creating a constant stream of alumni
communication, universities can ensure former students stay connected to the university and
invested in their endeavours.

Collect and measure feedback

To determine how effective an alumni programme has been, it’s important that regular surveys are
conducted, and crucial feedback is gathered directly from alumni using focus groups,
questionnaires and other means. These efforts to invest more time, effort and money into feedback
research can help to shape future programmes and increase their efficacy.

Take a sustained and focused approach

Due to the wide range of activities and initiatives that alumni associations can host and take part in,
adopting a strong and focused approach is essential. In the midst of new and exciting ideas or
difficult economic periods, the programs with the greatest potential impact can be used only briefly
and quickly disregarded. It’s therefore important to opt for an approach that can not only be
sustained through tough times but is focused on certain key initiatives for a set duration.

Act with candour

Alumni associations will always want to publish positive contributions about the university and its
organisation. However, in order to build an atmosphere of trust and loyalty, you’ll need to act with
a degree of candour. This means being honest about potentially negative alumni and university
stories, too.
By way of illustration, this might include any accusations of university discrimination.

This creates an opportunity for alumni associations to issue apologies, reflect, and offer support to
current students and alumni. Controlling and limiting the information that gets through will only
damage the association’s reputation and create distrust between alumni and the institution.

Open communication channels

While receiving feedback is important, many alumni associations tend only to be open to receiving
this feedback when it benefits them. To avoid former students feeling as though their thoughts and
opinions only matter when the university wants to hear from them, creating various two-way
communication channels is crucial.

Alumni associations should therefore provide email addresses, social media contacts, and contact
forms that allow for easy and straightforward communication between parties.

Quick and professional responses to any enquiries will also help to build a better alumni
relationship.

How to create an alumni association

If the wide and varied range of benefits have you convinced that building an alumni association is
the best route for your educational organisation, then you’ve come to the right place.

Below, we’ve outlined the most important building blocks that you can use to create a successful
alumni association.

Gauge interest

Before you can create an alumni association, you’ll need to ensure there’s enough interest in
joining.

Regardless of whether you opt for an informal or formal meeting with individuals that show
potential interest in joining, you’ll need to accumulate a list of interested persons that can provide
guidance, opinions, and support.

Delegate responsibilities

Once you’ve determined that there’s enough interest in your alumni association, you can begin to
assign key staff with initial roles and responsibilities. This includes creating a senior leadership
team that can delegate tasks and deliver strategic plans. Schedule regular meetings to ensure every
member of the team is aligned with your overall goal and understands the day-to-day duties that
will help you to achieve this goal.

Get organised

As any organisation knows (regardless of its size), extensive planning and preparation are vital to
succeeding. When organising your alumni association, we suggest analysing your university or
college’s calendar and highlighting key dates for events. From here, you can fill out the year with a
range of attractive activities to boost alumni engagement and interaction.

Invest in infrastructure
While great activities certainly play a part in encouraging alumni involvement, they’re of no use if
you have no means of contacting and communicating with your alumni audience. This is why we
recommend investing in the right infrastructure that can support effortless communication. This
includes essential tools like an alumni database, an emailing platform, social media pages, and
even customisable engagement platforms – just like the solution we offer at Aluminati.

Guidelines for Setting up an Alumni Group

You may be thinking about setting up an Alumni Group for former students of GRIPS and GSPS. The following guidelines
identify a number of issues that you will need to consider when establishing your Group.

 Define the geographical boundaries of your group by country or region.

 It is useful to send a letter outlining the idea, and a questionnaire to find out the level of interest among alumni. Ask
the alumni in your region for their ideas and comments and get in touch with those interested in helping organize a
group. The GRIPS Alumni Office will help you find and contact other alumni in your area.

 How do you intend to establish appropriate “leadership” for your Group? The group can be as formal or informal as
you like. If it is informal you may just need an Alumni Group Coordinator and meet up occasionally for dinner and
drinks and keep in email contact. In countries where we have many alumni it may be a good idea to set up an Alumni
Group Management Committee (including e.g. president, secretary and events-coordinator) and to involve enough
volunteers on the committee so the tasks can be allocated to different members who share the workload (more
about the Organzational Structure of Alumni Groups).

 Regardless of the level of formality, each Group will need to appoint an Alumni Contact Person to act as the main
contact with GRIPS to ensure effective communication and support. Ideally, each country/region should have a
second contact person to ensure continuity in case the first person (temporarily) moves.

 What kind of people do you need? Alumni Group Coordinators and members of the Management Committee need
to have a keen interest in GRIPS’ past, present and future, good interpersonal and communication skills, enthusiasm
for meeting new people, be self-motivated, and have access to email and internet. Other useful skills and experience
include: leadership and (project) management, editing and publishing (including electronic publishing), web site
design, event organization, and public relations.

 Decide on a “term of office” for members of the Management Committee (including yourself). Many alumni who
volunteer their time for an Alumni Group are busy professionals with a range of other commitments and interests as
well. Limiting terms of office also provides an opportunity to refresh the Committee with new ideas and perspectives
through regular changes in its membership.

 Think about what type of activities you are hoping to organize. Successful Alumni Groups base their program on a
mixture of activities. Allow the opportunity for as many people as possible to contribute. Key activities of an Alumni
Group include:

o organising a minimum of one or two events per year to which all alumni in the region are invited;

o acting as a contact point for GRIPS in their country or region;

o providing a GRIPS link for recent graduates returning home;

o offering informal advice to alumni moving into their area;

o offering informal advice and information to prospective GRIPS students;

o answering their queries about the School, the admissions process, financial aid opportunities and curriculum;

o contributing to the GRIPS Alumni Newsletter at least once a year;

o occasionally doing some promotional activities for GRIPS;

o acting as a local contact point for GRIPS, e.g. offering advice to members of staff and faculty about where to
stay or hold meetings when visiting their area on recruitment or other trips;

o offering advice and assisting GRIPS with new student recruiting

 Decide on a “Alumni Group” launch event. Pick a location and date and work out a plan of what you want the event
to achieve. The launch event is an excellent opportunity to meet alumni and talk to them about possible ideas for
future activities and events. It also provides a good opportunity to identify additional potential volunteers for
committee membership. Remember that it is extremely important to be as inclusive as possible at this early stage.
  The Alumni Groups are not allowed to charge membership fees but, of course, alumni can be asked to pay for their
own expenses when participating in an event (e.g. dinner and drinks).

 Keep the GRIPS Alumni Office informed about the latest developments and activities organized by your Alumni
Group. The Alumni Association website provides an ideal forum for telling alumni in other parts of the world about
your activities. We would be delighted to include a short feature on your event on our website together with any
good photos you may have taken on the occasion.

How can we help?

 The GRIPS Alumni Office will provide you with information about former students in your area

 We can send out mailings to those graduates

 We will provide you with regular updates on new graduates in your area

 We’ll keep you informed of any GRIPS professors or staff visiting your country or area

 We can advise you on the organization of events and other activities

 We’ll publicise your events on the GRIPS website

Alumni Association Bylaws

It is the policy of the Alumni Association of the University of Michigan (hereafter referred to as
“Association”) and its affiliated organizations that no person shall be discriminated against in employment
and Association programs activities on the basis of race, sex, color, religion, sexual orientation, national
origin or ancestry, age, marital status, handicap, height and weight, or Vietnam-era and other military
status. (Adopted September 1992.)

Article I – Membership
Association membership shall be open to all persons who have shown an active or vital interest in the
University of Michigan and the Alumni Association, and who have paid membership dues to the
Association for the current year in such amount as may be prescribed by the Board or who have become
paid life members.

A. Alumni Membership

“Alumni Membership” is available to University of Michigan alumni (as defined by University of Michigan
Regents in June 1961), honorary alumni, honorary degree recipients, and those who are or have been
Research Fellows, House Officers or participants in other non-degree granting programs of the University
of Michigan which may be designated for inclusion by the Board.

B. Associate Membership

“Associate Membership” is available to family members of alumni, faculty and staff of the University of
Michigan, fans or friends of other University of Michigan units, and other non-alumni who demonstrate an
interest in the University of Michigan and the Alumni Association. Associate members do not have voting
privileges and may receive lower priority than alumni members for access to certain limited Association
benefits.

C. Student Membership

“Student Membership” is available to current University of Michigan students. When a student member
graduates or their class graduates, and provided they are life members or they maintain their annual
membership status, they become alumni members with all the rights and privileges thereof.

To best serve the needs of University of Michigan alumni, priority for participation in Alumni Association
programs and services will be:

A. First Priority
Alumni members of the Association, University faculty/staff who are associate members, and other
associate life members as of January 1, 2023, will receive priority consideration for participation in Alumni
Association programs and services.

B. Second Priority

All other alumni who are not members of the Alumni Association and associate members who were not
life members as of January 1, 2023, may be eligible to participate in certain Association programs at the
discretion of the Alumni Association, after the interests of all members Section A have been
accommodated.

C. University Policy

University policy governing access to certain University resources may further restrict access exclusively
to University of Michigan alumni for certain Alumni Association services (e.g., online alumni directory).

Article II – Association Membership Meetings

A. Association Meeting Dates and Times

The Annual Meeting of the Association (hereafter referred to as Annual Meeting) shall be held on a date
designated by the Chair of the Board (hereafter referred to as “Chair”) between September 1 and
December 31, at such hour and place as the Chair shall designate.

A special meeting of Association members may be held upon call by the Board.

B. Quorum

Twenty Association members, in good standing, shall constitute a quorum at any annual or special
meeting of the Association. All Association members (whether regular or associate) shall be entitled to
vote at any such meeting. Except as otherwise provided by law or in the Articles of Incorporation or
Bylaws of the Association, all matters coming before any meeting shall be decided by a majority of
Association members present.

C. Notice of Annual Meeting

Notice of the Annual Meeting or any special meeting of Association members shall be given at least 30
days prior to the meeting by publication in the Michigan Alumnus or other appropriate means, such as
mail, email or other electronic means, to the extent permitted by applicable law.

Article III – Affiliate Organizations

Two categories of organizations are recognized by the Board: Association Affiliates and Educational
Affiliates.

Association Affiliates are organizations that represent alumni clubs, students as future alumni/alumnae,
and organizations otherwise granted this classification by the Board.

Educational Affiliates are organizations representing the degree granting entities of the University of
Michigan.

A. Association Affiliates

The following organizations are recognized as Association Affiliates:

Alumnae Council (1917)

University of Michigan Clubs Council (1923)
Emeritus Club (1931)
Michigan Alumni Academy (1965)
Michigan Alumni Cheerleaders Association (1967)
Camps Council (1972)
University of Michigan Black Alumni (1977)
University of Michigan Latino Alumni (1989)
Korean Alumni Society (1990)
LGBTQ Alumni Association (1993)
Asian Pacific American Alumni Council (1993)
University of Michigan Entertainment Coalition (2007)
University of Michigan Association of Jewish Alumni (2008)
Letterwinners M Club (2010)

and any other organization recognized as an Association Affiliate, in accordance with Article III,
paragraph C, below.

B. Educational Affiliates

The following Educational Affiliates are recognized:

School of Medicine (1960)

School of Dentistry (1962)
School of Public Health (1964)
School of Information (1973)
U-M Dearborn (1973)
School of Music, Theatre and Dance (1975)
School of Education (1975)
Law School (1976)
School of Natural Resources and the Environment (1976)
College of Pharmacy (1977)
School of Art and Design (1980)
U-M Flint (1980)
School of Social Work (1982)
Ross School of Business Administration (1983)
Taubman College of Architecture and Urban Planning (1984)
College of Engineering (1986)
College of Literature, Science and the Arts (1988)
School of Nursing (1993)
School of Kinesiology (1993)
Gerald R. Ford School of Public Policy (1993)

and any other representatives of a degree granting entity recognized as an Educational Affiliate, in
accordance with Article III, paragraph C, below.

C. Recognition of Additional Affiliate Organizations

In accordance with standards adopted by the Board from time to time, additional Association and
Educational Affiliates may be recognized by the Board through petition by the prospective affiliate. Such
petition must include a copy of the organization’s articles, constitution and/or bylaws, if any, submitted to
the President of the Alumni Association not less than sixty (60) days before the meeting of the Board at
which the petition will first be considered.

The President shall distribute copies of the petition and supporting materials to each member of the
Board, which can either accept or reject the petition, or seek additional information from the proposed
affiliate before voting on the request. Approval of an entity as an Association Affiliate or an Educational
Affiliate shall be officially recognized by inclusion in the Bylaws of the Association, without regard to the
normal process for Bylaws amendment outlined in Article VIII.

D. Review of Organizations; Rescission

The Board may review the status of any organization in accordance with standards adopted by the Board
from time to time. The articles, constitution and bylaws, if any, of any such organization, and any
amendments thereto, shall be subject to the review and approval of the Board, which approval shall not
be unreasonably withheld. Failure to submit such materials may constitute grounds for suspension or
removal of affiliate status. Recognition of any such organization may be rescinded upon a two-thirds (2/3)
vote of the Board members voting.
Article IV – Board of Directors
A. Board Member Eligibility

The members of the Board shall be drawn from the membership of the Association and must have been
Association members in good standing at the time their terms commence and must remain Association
members in good standing for the duration of their terms.

B. Board Composition

The Board shall be constituted as follows:

Five (5) elected Officers of the Association (hereafter referred to as “Officers”); and
No less than fifteen (15) and no more than nineteen (19) Directors.
Up to three (3) nonvoting members who provide needed perspective, expertise or relationship with a key
external entity may be appointed by the Chair with the advice and consent of the board with terms of
either one or two years’ duration.

C. Directors’ Terms of Office

Directors shall serve terms of three (3) years’ duration. Those terms shall be staggered, so that at least
five (5) expire each year. Directors shall not be elected to serve more than two (2) consecutive full terms.

D. Characteristics of Officers and Directors

Officers and Directors should possess leadership qualities and skills/experience in key areas of need for
the Association that might arise from time to time.

E. Nominating Committee Composition and Procedures

There shall be a Nominating Committee consisting of five (5) members of the Board reflecting a fair
representation of the full Board. The committee shall include at least one person with previous service on
the Nominating Committee. The Chair shall appoint all members and the chairperson of the Nominating
Committee.

The Nominating Committee shall make nominations for Directors of the Association, who are elected at
the Annual Meeting. Any member may recommend themself or another member for consideration by the
Committee. The nominees for Directors of the Association shall be communicated to Association
members at least 30 days prior to the election.

The Nominating Committee shall make nominations for all Officers and submit them for election by the
Board. The slate of nominees for Officers shall be communicated to each Director no later than 30 days
prior to the meeting of the Board at which their election will occur.

The Nominating Committee shall make nominations to University committees and boards upon request
from the University.

The Nominating Committee shall strive to achieve diversity among the Board and all other positions for
which it nominates, considering factors that include but are not limited to specific areas of expertise,
geography, Association program participation, degree, race, age, gender, etc.

F. Elections

Elections for Directors of the Association shall be held at the Annual Meeting, and terms of office shall
begin immediately following the election.

G. Board Vacancies

Any vacancies occurring in the Board may be filled by appointment by the Chair, provided that the
succeeding Director shall serve as a Director for the unexpired term of his or her predecessor. The
succeeding Director shall then be eligible for election or selection for up to two (2) full terms following the
expiration of the term of the predecessor.
H. Resignation; Removal

A Director may resign at any time by giving written notice of resignation to the Board , the Chair, or the
President of the Association. A resignation shall take effect at the time specified in the notice or, if no time
be specified, upon receipt thereof. Acceptance of a resignation shall not be necessary to make it
effective.

Any Director may be removed, with or without cause, by a two-thirds vote of Association members
present at the Annual Meeting, or for cause by a vote of not less than two-thirds of the entire Board (not
including the Chair), provided that in each case notice of the proposed removal shall have been given to
such Director in writing or by other legally permissible means at least 30 days prior to the taking of such
action, and if such proposed removal shall be for cause, such notice shall include a statement of such
cause.

I. Board Meetings

Regular meetings of the Board shall be held at least three (3) times in each fiscal year, presided over by
the Chair and at such time and place and in such manner as may be designated by the Chair.

Each elected or appointed Board member is expected to attend at least two thirds (2/3) or the meetings
held in each twelve month period.

Special meetings of the Board may be held at such time and place as the Chair shall designate, provided
that written or electronic notice of such meetings shall be sent to each Director at least 15 days in
advance of the meeting. The Chair, or in the case of the Chair of the Board’s absence or neglect to act,
the President of the Association, shall call a special meeting of the Board upon the written request of a
majority of Directors then in office. At all meetings of the Board, one-third of the Directors shall constitute
a quorum of the Board.

Meetings of the Board and any of its committees may be held at any place within or without the state, and
may be held through any communications equipment, provided all persons participating can
communicate with each other. Participation in a meeting through the use of such communications
equipment shall constitute presence at the meeting.

J. Board Duties

The Board shall be responsible for determining the compensation and benefits of the President/CEO, and
providing review and advice on personnel policy, staff development, and organizational structure;
financial planning, including investments, and setting the annual budgets of the Association; ensuring the
proper maintenance and development of Association land, buildings, equipment, and other facilities,
including, but not limited to, the Alumni Center and Michigania; and for developing strategies and
recommending processes which ensure the Association remains a dynamic and efficient organization.

Article V – Officers
The elected Officers shall be Association members at the time their terms of office commence. Officers
elected by the Board are, by virtue of their election, members of the Board. Officers and their duties shall
be as follows:

A. Chair of the Board of Directors

The Chair shall take office in odd numbered years for a term of two years. In the event of the Chair’s
death, removal or resignation, the Board shall elect a new Chair at its next regularly scheduled meeting.
In that event, the new Chair shall remain in office until he or she has completed the remaining portion of
his or her predecessor’s term. Until the new Chair is elected, the Chair-Elect, in a year in which there is a
Chair-Elect, will preside until a new chair is elected. In years in which there is not a Chair-Elect, the
Secretary will preside until the new Chair is elected.

The Chair shall preside at all meetings of the Association and the Board; shall appoint members of
committees as provided in Article VI and shall act as ex-officio member of all committees. The Chair shall
exercise the usual powers and perform the usual duties incident to the office of the Chair, and such other
powers and duties as may from time to time be delegated to the Chair by the Board. In the event of the
Chair’s temporary inability to perform his or her duties for reasons other than death, removal or
resignation, he or she shall designate a member of the Board to fulfill those duties.

With the exception of a person who completes his or her predecessor’s term as the result of a death,
removal or resignation, as set forth above, a person may serve only one term as Chair.

B. Chair-Elect of the Board of Directors

The Chair-Elect shall be elected by the Board in even numbered years for a term of one year to prepare
for his or her term as Chair. After one year, the Chair-Elect shall automatically succeed to the position of
Chair and shall serve in that position for two (2) years.

C. Treasurer

The Treasurer shall be elected by the Board in even numbered years to serve for a term of two years.
The Treasurer shall supervise the accounts of the Association and control its monies or funds held in
trust by it, and shall make such reports showing the financial condition of the Association as may be
required by the Board or the Finance Committee. The Treasurer shall serve as chairperson of the
Finance Committee and shall perform such other duties as may be delegated by the Board or the
Finance Committee.

D. Secretary

The Secretary shall be elected by the Board in odd numbered years to serve for a term of two years. The
Secretary shall be responsible to see that meeting announcements, agendas and minutes of all Board
and Board committee meetings are properly prepared, distributed in a timely manner and maintained for
archival and business records purposes.

The Secretary shall serve as a parliamentarian at every meeting of the Board and Association and shall
maintain and have on hand an up-to-date copy of the Association bylaws and any policies or governance
procedures adopted by the Board, as well as a copy of Robert’s Rules of Order Newly Revised.

The Secretary shall review and ensure the board of director’s conflict of interest policy is fully followed.

E. Immediate Past Chair of the Board

The Immediate Past Chair of the Board shall serve for a term of one year following his or her term as
Chair.

F. President

The President of the Association shall be appointed by the Board and shall serve at the pleasure of the
Board. The President shall be the chief executive officer, shall act as the director of the professional staff,
and shall be responsible for the administration of all Association activities, such activities to be in accord
with established Board policy. The President shall serve as the Association’s business agent and
publisher of Association publications. The President shall promote the development of the Association
and its affiliate organizations, and shall perform such other duties as the Board from time to time may
delegate.

The President shall serve as an ex-officio member, without vote, of the Board, and all committees of the
Board with the exception of the Executive Compensation Committee.

Article VI – Committees of the Board

A. Nominating Committee

The Nominating Committee is described in Article IV, Section E.

B. Finance Committee

The Finance Committee shall consist of the Chair, Chair-elect or Immediate Past Chair of the Board
when there is no Chair-elect, the Treasurer, who shall serve as chairperson of the committee and five (5)
Directors. The Chair shall appoint all members of the Finance Committee for terms of two (2) years each.
Members of the Finance Committee must be independent of the Association’s management staff and
shall not have a financial interest in the Association’s operations.

The Committee will regularly review financial statements and make recommendations to the Board
regarding the Association’s fiscal operations, including investments and its annual budgets. The Finance
Committee shall secure an annual audit of the books and the accounts of the Association, and shall meet
at least annually with the Association’s auditors.

C. Diversity Committee

There shall be a Diversity Committee consisting of at least (6) members, a majority of which shall be
members of the Board. At least one member should be appointed from the University community to
represent diversity interests there. There shall be subcommittees to focus on specific constituencies and
their needs: alumni, students, and the university community. The Chair shall appoint all members and the
chairperson of the Committee.

The Diversity Committee will serve as an advisory group to the Board providing recommendations that
foster diversity, equity, inclusion, and justice in Alumni Association initiatives, among alumni and
students, and within the university community. In addition to supporting LEAD and other AAUM diversity,
equity, inclusion, and justice efforts, the Committee will take an active role in addressing institutional
inequities and promoting and engaging in anti-racism efforts, and will identify opportunities to create allies
and change agents among alumni. The Diversity Committee chairperson will partner with the LEAD
program director to keep the board informed of Association and U-M diversity initiatives. The Committee
will meet at least annually during Board meetings and convene via conference call as needed.

D. Executive Compensation Committee

There shall be a Executive Compensation Committee consisting of the Chair and at least three (3) other
members of the Board. The Committee shall include at least one person with previous service on the
Committee. The Chair shall appoint all members and the chairperson of the Committee.

The Committee shall oversee the execution of the Association’s executive compensation philosophy and
plan. The Committee will review and recommend the compensation of the CEO consistent with that
philosophy subject to a performance review conducted by the Committee, and will review the CEO’s
contract prior to the expiration of the contract term.

Further, the Committee may review and make recommendations to the President regarding
compensation strategies for the Association’s high-level staff.

E. Ad Hoc Committees

The Board shall have the authority to appoint one or more ad hoc committees it deems appropriate for
current issues. Such committees may continue from meeting to meeting or year to year if the Board
deems it necessary. The Chair shall appoint all members and the chairperson(s) of ad hoc committee(s)
and may include Association members who are not currently on the Board.

Article VII – Amendments

Any proposed amendment to these Bylaws may be presented in writing at a regular meeting of the
Board, and vote thereon shall be taken at the next regular meeting of the Board, unless such amendment
is subsequently withdrawn. Changes to a proposed amendment that do not substantively alter its original
purpose may be considered and adopted at the second meeting without the original amendment having
to be resubmitted for an initial reading. A three-quarters affirmative vote of those present is required for
amendment.

These Bylaws and all amendments therein shall be reviewed at least every other year by a committee
appointed by the Chair, and chaired by the Secretary.

Article VIII – Roberts’ Rules of Order

Roberts’ Rules of Order Newly Revised shall govern in all cases not provided for by the foregoing
Bylaws.

Article IX – Indemnification of Directors, Officers, and Employees;

Insurance
A. Indemnification

The Alumni Association shall indemnify its Directors and Officers to the maximum extent permitted by
law. Without limiting the foregoing, the Alumni Association shall indemnify, to the fullest extent authorized
or permitted by law, any person, and such person’s heirs and legal representatives, who is made or
threatened to be a party to any action, suit or proceeding (whether civil, criminal, administrative or
investigative) whether brought against, by or in the right of the Alumni Association or otherwise, by
reason of the fact that such person is or was a Director, officer, employee or agent of the Alumni
Association or such person served on any formally constituted advisory body or committee of the Alumni
Association or the Board, or any such person served at the request of the Alumni Association as a
trustee, shareholder, member, officer, director, employee or agent of any other corporation, business
corporation, partnership, joint venture, trust, association, or any other enterprise, against expenses
(including attorney’s fees), judgments, penalties, fines, and amounts paid in settlement, actually and
reasonably incurred by the person in connection with such action, suit or proceeding if the person acted
in good faith and in a manner the person reasonably believed to be in or not opposed to the best interests
of the Alumni Association and, with respect to any criminal action or proceeding, had no reasonable
cause to believe that the conduct was unlawful.

B. Liability Insurance

Notwithstanding the foregoing, the indemnification provided to any person described in Section A above
shall be only in excess of any valid and collectible insurance or other source of indemnification available
for the benefit of such person, including, without limitation, any benefit available under any insurance of
the Alumni Association, and no rights of subrogation are intended to be created hereby. Notwithstanding
any limit on indemnification under applicable law, the Alumni Association may purchase and maintain
insurance on behalf of any person described in section A above against any liability asserted against her
or him or incurred by her or him in any capacity or arising out of her or his status as such, whether or not
the Alumni Association would otherwise have the power to indemnify under the circumstances.

Article X – Inclusion
The Association does not and shall not discriminate on the basis of race, color, religion (creed), gender,
gender expression, age, national origin (ancestry), disability, marital status, sexual orientation, or military
status, in any of its activities or operations. These activities include, but are not limited to, hiring and firing
of staff, selection of volunteers and vendors, and provision of services. We are committed to providing an
inclusive and welcoming environment for all alumni, members of our staff, volunteers, and vendors.

Revised August 2022

ALUMNI ASSOCIATION STRUCTURE

Randolph-Macon Academy
Alumni Association Board of Directors (AABOD)
President

The President shall be the chief executive officer of the Association and serve as an ex-officio member of
the Randolph-Macon Academy Board of Trustees. They shall preside over all meetings of the Board of
Directors and meetings of the Association. They will attend all Board of Trustees meetings, or in their
absence with permission from the President of the R-MA Board of Trustees, will assign an officer of the
Association to attend as their representative.
Vice President

The Vice President shall assist the President and shall perform such other duties as may be delegated by
the President or assigned by the Board of Directors. In the absence of the President, the Vice President
shall preside at meetings of the Association and of the Board.

Secretary-Treasurer

The Secretary-Treasurer shall have oversight responsibility for all funds designated to the Association
and for the financial records and shall record the minutes of the Board meetings and Association
meetings. They shall, to the best of their ability, endeavor to assure the proper accounting of
contributions received, expenditures thereof and charges thereto. They shall see that all notices are duly
given in accordance with the provisions of these bylaws. They shall serve as Chairman of the Budget
Committee.

Sergeant-At-Arms

The Sergeant-At-Arms serves in any capacity as directed by the President; assists in the preparation and
control of the meeting place; and assists in conducting all meetings according to parliamentary procedure
as guided by Robert’s Rules of Orders, Newly Revised.

Committees

Executive Committee:

The Executive Committee is comprised of the President, the Vice President, the Secretary-Treasurer, the
Sergeant-At-Arms, the immediate Past President, and the Chairman of the Nominating Committee, and
may include one (1) other person as identified by the Executive Committee for the purpose of addressing
subjects requiring action before or after meetings of the Board.

Nominating Committee:

The Nominating Committee will identify, interview, evaluate and perform initial introduction of
responsibilities of a Board member to prospective members of the Board of Directors. The committee
presents prospective members for approval by the Board and will be responsible for assuring that the
Board is staffed with adequate Directors to fully carry out the Mission and responsibility of the Board of
Directors.

Homecoming Committee:

The Homecoming Committee works on the coordination, organization, and execution of all activities
associated with the annual Homecoming Weekend.

Budget Committee:

The Budget Committee focuses on the formulation, implementation, and oversight of the Association’s
budget, including all associated trust funds.

Rules and Procedures Committee:

The Rules and Procedures Committee focuses on the formulation and implementation of all rules and
procedures which govern the activities of the Association and the Association Board including evaluation
and modification of the bylaws. The committee is responsible for creating “expectations” for Board
members.

Young Alumni Committee:

The Young Alumni Committee creates activities and programs to encourage and promote service to the
Academy and the Association by all members of the Association. This committee also is responsible for
encouraging and promoting participation in the Association and Board by young alumni.

AABOD Job Description

PURPOSE: To serve as important ambassadors of Randolph-Macon Academy; to provide a forum for the
support of Randolph-Macon Academy; to promote the close association of alumni; and to stimulate
alumni interest and participation in Association and Academy activities.

REQUIREMENTS: Any graduate or former student who attended at least one semester is eligible for
election to the Board.

TERM: Directors serve three-years terms, which begin with the Annual Meeting held during
Homecoming. Officers are elected at that same meeting and serve a one-year term.

BOARD MEMBERS RESPONSIBILITIES:

Meeting Attendance: There are three board meetings a year, usually in February, May and August. All
meetings of the full board are on Saturdays and attendance can be in-person or by teleconference. Any
Board Member who fails to attend at least two consecutive meetings or 50% of the regular meetings
during any given board-term year, without giving proper advanced notice of the absence to the President,
shall be considered to have tendered his/her resignation. A fourth meeting is held during Homecoming as
a General Membership Meeting.

Committee Membership: Based on talents and preferences, each board member is asked to work with
at least two committees. The Committees are: Nominating, Homecoming, Budget, Rules and Procedures
and Young Alumni.

Financial Support: Board members are expected to support the R-MA Annual Fund and participate in
any Board-related fundraising efforts each year.

Event Attendance: Board members are expected to attend major on campus events (Homecoming,
graduation) and as many regional events as possible. Acting as ambassadors for R-MA, Board Members
are encouraged to bring alumni to these events.

Recruitment: Board members are expected to be involved with student recruitment by participating in R-
MA activities where they live and referring talented students to R-MA. They also should assist in
recruiting future R-MA alumni volunteers.

Procedure for Setting up Alumni

Organizations
Procedure for Setting up Alumni Organizations

Who are eligible for joining and forming alumni associations? Individuals shall be classified as
alumni of Chinese University of Hong Kong (Shenzhen) and eligible for joining as well as forming
alumni association as follows: All graduates, of postgraduate and undergraduates programs,
full-time, part time, of the University.

How to set up an alumni organization?

The following procedures apply to the setting up of alumni associations for both graduates of
undergraduate programmes, and of postgraduate programmes.

Step 1: Set up an organizing committee

To establish a University recognized association／body, an organizing committee that comprises

at least 5 members should be established. These members shall form the founding members
and will serve as the main positions in the organizing committee, such as Chairperson, Treasurer,
Secretary, etc.

Step 2: Inform Alumni Affairs Office and complete the application form 1
Inform the Alumni Affairs Office of the intention of the association's establishment and submit
application form. The Alumni Affairs Office will then:

A. Carry out a search of our alumni database to avoid overlap and to determine the potential
number of alumni members for the organization.

B. Put the organizing committee in touch with any other alumni who may have similar interests
and help the committee find initial committee members.

C. Schedule a meeting to scope out the viability of the organization.

Step 3: Attend meetings

Attend meetings with the Alumni Affair Office officers. It is advisable to consider/agree on the
following items from the meetings:

A. A statement on the objective and purpose of the Association.

B. Organization structure and identification of roles and responsibilities of the committee

members.

C. Membership and eligibility;

D. Finance

E. Preparation for proposal and constitutions.

Step 4: Submit proposal, constitutions and application letter／Register with the University

Alumni intends to start up a University recognized association must produce and submit a
proposal that contains a petition of a minimum of 100 alumni names and signatures, as well as
their information including major, school , colleges, year of graduation and current contact
information. Those who support the proposal must clearly identifying themselves as having an
interest in the mission of the CUHK-Shenzhen Alumni Affair Office and the proposed alumni
association and pledge to join the group. Note: The list of Alumni information must not be
shared with the individuals not employed by University’s Alumni Affair Office or organizing
committee.
The Alumni Affairs Office will review the proposal, bylaws/constitution of the proposed alumni
association, along with a copy of the application letter. A recommendation will be made to the
Vice President (External and Student Affairs) and University Executive Board for approval. A letter
of notification will be issued as soon as possible after a decision on registration has been
reached. Note: The establishment of school or college alumni associations must be approved by
the school or college prior submitting the application to the University, and the review result
shall be submitted with other related application documents.

Step 5: Register as a Society（If Necessary）

A. Apply to: Local Education Board and Civil Affairs Bureau

B. Registration Procedures:

(1) Organization name approval

(2) Registration
The organizing committee shall fill in the application form online and submit the documents
according to the corresponding registration requirements. Please refer to the Civil Affairs Bureau
Social Group Registration Instructions for document lists.
http://mzj.sz.gov.cn/cn/ztfw_yw/qsxshtt/cldj/

Step 6. Congratulations!

You will have now established an official Alumni Association of an alumni community of CUHK-
Shenzhen. It is time to hold your first event.

Step 7. Register of Alumni Associations

The Alumni Affairs Office shall maintain a register of all approved and registered alumni
associations. Any change/amendment in the organization and constitution of any registered
alumni association shall be reported to the Alumni Affairs Office.

Ad hoc-committee is group of people appointed on a temporary basis, such as temporary administration or review
of the standing rules or the constitution of an organization. They are temporarily set up group meant to solve a
specific problem or work towards a specific goal.

An ad hoc committee, also known as a select committee, refers to a committee that is established for a
limited duration of time for a specific purpose or for a particular project. Once the task has been achieved,
the committee is automatically dissolved.

The functions of an ad hoc committee may include:

– Investigating or resolving a problem
– Recommending a course of action
– Implementing a task
– Planning and developing proposals

What is an Ad Hoc
Committee? (Roles and
Responsibilities)
 By: Tara Astbury
 MARCH 8, 2023
When a government agency hits a roadblock, they often create an ad hoc committee to help resolve the
issue. Whether it meets in person or conducts remote meetings, this temporary committee works together
to support its organization. Read on for an in-depth look at the roles and responsibilities of an ad hoc
committee.

What is an Ad Hoc Committee?

Also known as a select committee, an ad hoc committee is a temporary group of people who are brought
together to perform a specific task or solve a problem. The term “ad hoc” means “as needed.”

Ad hoc committees have different purposes, including but not limited to the following:

 Solve problems
 Develop ideas
 Make decisions
 Perform tasks
One may also be created as part of a larger project, such as a new strategic plan, or in response to a
crisis. Once finished, the ad hoc committee is dismissed. If an ad hoc committee is needed on an
ongoing basis, it becomes a standing committee.

Ad hoc committees can comprise individuals from various backgrounds and disciplines. Some examples
include:

 A team of lawyers, accountants, and business consultants

 A group of doctors, nurses, and medical researchers
 An advisory board made up of members from different industries
 A panel of experts in the field of education

Ad Hoc Committee Responsibilities

The purpose of an ad hoc committee is to address a particular issue or problem. When a committee is
created, its members are assigned specific roles and responsibilities. These roles and responsibilities
vary depending on the type of committee being formed. But here are the three primary roles that every
committee member should strive to fulfill:

1. Serve as a Sounding Board

Sometimes an ad hoc committee is formed to serve as a sounding board. A sounding board listens
carefully to others’ opinions, suggestions, and concerns, then helps the committee reach a consensus by
providing input and guidance.

For instance, before an organization rolls out a new idea, it may pass it through the ad hoc committee.
The committee will listen to the pros and cons of the idea, then give their opinion on whether they think
the idea is feasible.

Here are a few instances where the select committee may serve as a sounding board:

 To determine which direction the company should take

 To decide whether a product should be released
 To develop a strategy for the next quarter

2. Resolve Specific Issues

Beyond just serving as a sounding board, an ad hoc committee is called upon to devise a solution to a
specific issue. For example, if the organization wants to use new municipal government software, the
members would vet solutions to find the right one.

3. Support the Goals and Objectives of the Organization

When you’re asked to join an ad hoc committee, ensure you understand your role and responsibilities.
You’ll want to know what the committee is trying to accomplish and why. This information will help you
ensure you’re doing everything possible to help the organization succeed.

This final role is crucial because the committee’s actions directly impact the organization’s success. But
what does it take to support the goals and objectives of the organization as an ad hoc committee
member? Here are some ways ad hoc committees support their orgs:

 Gather information quickly to make informed decisions on pertinent issues.

 Provide expert advice on your areas of expertise. For example, as a governance expert, you can
provide insights on how to write government meeting minutes.
 Provide a diverse set of perspectives when making decisions
 Create a clear path forward for the organization by helping them define their vision

Frequently Asked Questions

What are the Functions of an Ad Hoc Committee?

An ad hoc committee has similar functions to a joint committee. However, unlike a joint committee, an ad
hoc committee has no legal authority over the organization. Instead, it serves as a group of individuals
who come together to discuss and solve problems within the organization.

What are the Benefits of an Ad Hoc Committee?

Ad hoc committees allow organizations to solve problems quicker by appointing a group solely focused
on a specific issue. In addition, they also save money since they are temporary.

Who is the Chairman of an Ad Hoc Committee?

The chairman of an ad hoc committee is typically elected or appointed by the executive leadership.
Among other duties, the chairman is responsible for setting up the meetings, scheduling the agenda,
ensuring all attendees are present, and adhering to specific meeting procedures.

What is a Standing Committee vs. Ad Hoc Committee?

While an ad hoc committee is usually established for a limited time to address a specific issue, a standing
committee is often open-ended and generally set to solve specific procedural concerns like new
members’ admission.

Hosting an Effective Ad Hoc Committee Meeting

Hosting an effective ad hoc committee meeting requires planning and preparation to ensure all members
make the best use of the meeting time. A solution like eScribe helps streamline the process by providing
a platform where everyone can share ideas and collaborate effectively.

Here are the most valuable features you should look for in government software solutions for meeting
management:

 Effective security: Ensure only authorized users can access the system.
 Easy collaboration: A Participant Portal tool provides members with access for searching for and
reviewing content, downloading meeting materials, and keeping track of comments, notes, and
action items, no matter where they are.
 User-friendly and accessible: Make sure the user interface is intuitive and easy to use. Also,
look for tools with live streaming and automatic closed captioning to make your government’s work
more accessible.
eScribe meets all these requirements and more, offering a comprehensive suite of capabilities and
features designed to make your school board, committee, or local government meetings as streamlined
and hassle-free as possible. Our solution is Microsoft-ready and operates within the Sharepoint engine,
so you can effortlessly access Office applications and integrate them into your existing processes.

The tiered pricing structure allows you to choose the right plan based on your budget. You can also enjoy
Buying Group offers if you’re a smaller local government or school board/district.

Over to You!
Next time you need to solve a specific solution, consider forming an ad hoc committee. The best part?
Your committee members don’t need to gather at a physical location to work together. Check out our tips
and tricks for hosting successful remote meetings.