Jackson State University National Alumni Association, Inc. “Leaders of Legacy” 2015-2018 Strategic Plan
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Jackson State University National Alumni Association, Inc.
“Leaders of Legacy”
2015-2018 Strategic Plan
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Jackson State University National Alumni Association, Inc.
“Leaders of Legacy”
2015-2018 Strategic Plan
Approved November 2, 2015
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STRATEGIC PLAN
2015-2018
President Yolanda Owens 1st Vice President Earlexia Norwood, M.D. 2nd Vice President Tarita Benson Davis Secretary Patrease Edwards Assistant Secretary Mildred J. Stuckey-Butler Treasurer Katherine Cage Financial Secretary Bobbie Wilson Chaplain Rev. Barron Banks Parliamentarian Dr. Albert Holmes Sergeant at-Arms Arthur Lawson Reporter Sharon Davis Executive Director Tabatha Terrell-Brooks Immediate Past President Terry Woodard Regional Vice Presidents Far West Luther Williams Mid West Annette Johnson Mississippi Floyd Williams Northeast Lillian Wilkinson Maynor Southeast Dr. Derek Henson Southwest Sedric Myers Board Members Emeritus Dr. John A. Peoples, Jr. Dr. Hilliard H. Lackey, III Strategic Planning Facilitator Dr. Rose Austin Goal Managers Terry Woodard Earlexia Norwood, M.D. Dr. Albert Holmes Lillian Wilkerson Manor Tarita Benson Davis
Leadership
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Page Introduction 4 Executive Summary 5 Mission, Vision, and Values 6 History and Current Context 7 Summary of Strategic Priorities 10 Goals 12 Strategic Action Plan by Year 15 Appendix A 19
• Unfinished from 2012-2015 Plan • Recommendations from 2012-2015 Plan
Appendix B 20
Planning Results • Directed Work Question • SWOT Summary
Appendix C 22
Table of Contents
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November 1, 2015
Fellow Jacksonians and Friends:
On behalf of the Board of Directors and the Alumni Council of Jackson State University National Alumni Association, Inc. it is my honor to introduce the 2015-2018 Strategic Plan that is enclosed in the following pages.
Since 1927, the Association has been committed to enhancing Jackson State University (then called Natchez Seminary) through student recruitment and financial support. Though then, alumni had limited means but giant hearts, and they gave of their time and resources to benefit the University. Today, we give more than $ 1.5 million annually to the University and play an integral role in recruitment, contributing to the University’s record enrollment this year of 9,802 students. Many of our accomplishments are listed in this plan; though we are proud of these accomplishments, we recognize that there is much more we can do. We want to be leaders in leaving a legacy for the University and have entitled the Plan, “Leaders of Legacy.”
Over the last several months our Board of Directors and the Strategic Planning Committee have devoted a great deal of time and critical thinking to envision what we hope to accomplish over the next three years, and this Strategic Plan is the result of our efforts.
Through thorough review and analysis of our Association, five priorities have been identified and challenging goals and objectives have been developed that will provide the roadmap for success. . We accept the challenge of this Plan as it is deeply rooted in our core values and in our commitment to Jackson State University.
Sincerely,
Yolanda Owens, President Jackson State University National Alumni Association, Inc.
Introduction
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For 88 years and beginning with just a handful of alumni, Jackson State University National Alumni Association, Inc. has been working diligently to support our Alma Mater. Today with approximately 1800 dues-paid members and many more involved in infinity groups, we stand with a solid working relationship with the University staff and mentorship for currently enrolled students. In addition, we have established a coalition with other HBCU alumni associations to discuss common issues and to support each other. Our Strategic Plan builds on all of our current initiatives and outlines new ones to enable the Association to maximize its position with the University and in the community.
The strategic-planning process is now 13 years old, the first such plan forged in 2002. Building on the success of all that have gone before, the 2015-2018 Strategic Plan was developed through a collaborative effort of the Board of Directors, Alumni Council, and the Alumni Constituency Relations Office. The planning began with an afternoon of interactive sessions in the fall of 2015 with a review of 2012-2015 accomplishments, a review of vision and mission, a SWOT analysis, and a questionnaire seeking desired accomplishments in the next three years. These sessions were followed by an e-survey to Board members not present at the prior planning sessions on their perceptions of the Alumni Association’s strengths, weaknesses, opportunities, threats, new strategic priorities, and key constituencies. All input was compiled and a draft plan was sent to the Board of Directors for review and approval.
The 2015-2018 Strategic Plan identifies issues and provides a roadmap for focus on five priorities: organizational structure, giving and fundraising, association branding, student recruitment, and alumni membership. These priorities provided the framework for five corresponding goals developed in the planning session. A manager was assigned to each goal; the manager is charged with selecting a team that will develop an action plan including timelines, expected outcomes, and budgetary impact. The overall plan will be monitored by the Strategic Plan facilitator and progress reports will be given at each Board meeting. The plan is guided first and foremost by our mission to advance the University through connection and support.
Executive Summary
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The mission of Jackson State University National Alumni Association, Inc. is to support and advance the interest of the University. Our vision is that all alumni are inspired and empowered to commit and connect to the University. Advocacy: We are leaders in advancing the quality and stature of Jackson State University. We encourage volunteer and philanthropic support of the University.
Education: We value students and are dedicated to their support and development. We believe in lifelong learning.
Diversity: We value and engage diverse Jackson State University constituents.
Community: We create and foster open communication between all Jackson State University stakeholders (alumni, students, faculty/staff, friends and supporters) to build and maintain strong relationships.
Service: We are committed to improving our local communities through community service involvement. Interdependence: Led by self-governed volunteers, we are the voice of Jackson State University alumni.
Innovation: We are entrepreneurial; we are actively seeking to identify and create new opportunities. We utilize best practices of peer and inspirational institutions. We stay abreast of cultural, societal and technological trends relating to alumni population, programs, and services. Excellence: We commit to the highest quality in all our endeavors (honesty, integrity, and accountability).
Mission and Vision
Core Values
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Jackson State University National Alumni Association, Inc. was formed in 1927 as a means to stay connected to each other as well as to support the University in student recruitment and fundraising. A few committed volunteers helped in these endeavors. Edgar T. Stewart was selected as the first National Alumni Association president in 1938. It was not until 1967 that University responsibility was given to alumni relations. Hilliard L. Lackey was named the first Director of Alumni Affairs and served in a dual capacity as Director of this office as well as Executive Director to the National Alumni Association. The Association was funded primarily through alumni dues, fundraisers, and assistance from the University. Local chapters soon formed across the country to demonstrate support of the University through student recruitment fairs, scholarship fundraisers, attendance at athletic events, and public relation activities. Currently, there are 60 alumni chapters, comprising approximately 1800 (excluding last graduating class) members. More than half of alumni reside in the state of Mississippi. Since 1967, the Association has experienced many milestones including, but not limited to the following:
• Creation of Gift Clubs in early 70’s
• Formation of Alumni Regions in early 80’s
• Capital Campaign participation with the first million dollars raised by the Association in the early 80’s
• Multi-year grant secured from the Center for Disease Control for AIDS education in the late 80’s
• Fellows Foundation established in 2002
History and
Current Context
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• First major fundraising gala held with over 600 in
attendance in 2012
• $100,000 endowed scholarship established in 2012
• Establishment of an Investment Committee in 2014
• Chapter President Training instituted in 2015
• Accumulated Association assets of more than $300,000 in 2015
• Filed 501C3 status for the Association Despite the many accomplishments of the Association, the current environment is challenging as the Association strives for sustainability through philanthropic cultivation, engagement of currently enrolled students, implementation of sound business practices, and leadership development. Though five new chapters have been chartered within the past two years, membership has declined. With more than 60,000 identified alumni across the country, membership in the Association is just above 1800 excluding recent graduates who are awarded free membership the first year upon graduation. Membership has been addressed in past strategic plans and is one of the priorities for the 2015-2018 Plan. Across the next several months the Association will emphasize Associate membership (family and friends of alumni) and membership retention. As students are the lifeblood of the University, the Association is in partnership with the University to recruit students. Recruitment is conducted by the local chapters with administrative assistance from the University’s Office of Recruitment. Each local chapter holds high school recruitments fairs, and most chapters sponsor bus trips to the University on the annual High School Weekend. As one recruitment strategy, the 2015-2018 Strategic Plan focuses on alumni legacy, the children of Jackson State University graduates and former students.
History and
Current Context Cont’d
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Realizing that finance is a primary reason for students’ failure to acquire an education, the Association holds fundraisers for student scholarships and awards scholarships annually to students. The third Biennial Black Tie Gala will be held in 2016 and proceeds will be used for scholarships. Currently, the Association has an endowed scholarship in excess of $100,000. In addition; each local chapter has been challenged to begin an endowment this year. Currently, 12 chapters have begun endowments while others have recently held endowment parties to raise funds for the initial installment. More than $8 million in endowments are attributed to alumni giving. The Association is committed to keeping the lines of communication open to its stakeholders and has recently adopted a new logo and is in the process of re-designing its website to project a clear identity and to provide up-to-date information. In addition, social media is used to reach a wider audience. The 2015-2018 Strategic Plan provides the framwwork for further refinement of historical approaches and encourages new thinking and ideas to advance the Association. We chart our path forward with optimism born of commitment to our Alma Mater and fellow alumni.
History and
Current Context Cont’d
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Based on its mission, vision, and core values, the Association’s actions will be guided by five strategic priorities that will guide goals and annual action plans. These priorities will be grounded in market feedback from alumni constituents and progress will be tracked for success based on key indicators or outcome measures. 1. Organizational Structure Rationale: Over the past few years the Association has been examining its structure to ensure it operates effectively and efficiently. Through this examination, the size of the Board has been reduced and the use of technology has been expanded, and leadership training has been implemented. Still, there are other structural areas that need attention and will be addressed throughout the Strategic Plan period. 2. Alumni Giving and Fundraising Rationale: Though giving among alumni has increased over the past few years, the Association lags behind in giving level compared to that of many HBCU alumni associations and associations of universities of comparable size to Jackson State University. This giving challenge has posed budgetary constraints on both the Association and the University. The University’s endowment is modest. The Association discontinued its financial service partnership with Bank of America due to low participation. This partnership allowed the Association to receive a percentage of the purchases made by alumni. Nonetheless, through stringent budget management and several fundraisers , the Association has managed to stay in relatively good health financially over the past several years. It is critical that the Association do everything possible to grow its revenue streams which provide the means to accomplish its mission.
Summary of Strategic Priorities
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3. Association Branding Rationale: An organization’s impact is not realized if it is not fully recognized. The Association has not done as well as it could in telling its stories to alumni and to the local and national communities. The Association has great stories to tell about its success as well as success of alumni; in the months to come the Association will tell these stories in a variety of formats. In addition to telling what is does, the Association must also brand itself as being responsive to its members by meeting members’ needs so they can clearly see the benefits of membership in the Association. 4. Student Recruitment Rationale: Student recruitment is one of the primary roles of an Alumni Association, therefore, the Association works collaboratively with the University to achieve this goal. Local alumni chapters must increase their efforts to recruit students and provide those students with the financial assistance they need to remain at the University. 5. Alumni Membership Rationale: Membership growth is essential to the Association as it not only provides operational revenue but also provides a stable base for programs, demonstrates organizational vitality, indicates engagement, and provides bargaining power. The Association realizes that this priority is critical; a membership committee is working diligently on this issue. The Strategic Planning Committee, the Board, and Alumni Council will review the plan periodically and provide a progress report. The plan is intended to be long-range and is written with flexibility that allows for adjustments and updates.
Summary of Strategic Priorities
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1. Implement an organizational structure for maximum
operation and development
1.1 Develop and implement a formalized affinity group program that falls under the auspice of the Association (Task Force)
1.2 Explore the feasibility of employing an Association’s Executive Director (Task Force)
1.3 Explore the feasibility of re-instating the Biennial National Conference (Task Force)
1.4 Provide annual board orientation and leadership training
1.5 Identify and share best practices for volunteer leadership
1.6 Work collaboratively with the Pre-Alumni Council to cultivate current students as future, engaged alumni
1.7 Work in tandem with the University to support its mission
2. Increase alumni fundraising and giving
2.1 Increase fundraising and giving to the Association to amass $1,000,000 in assets by 2018 2.1.1 Emphasis 100% Board giving of a minimum
of $500 annually 2.1.2 Increase chapter giving 2.1.3 Increase all levels of alumni membership 2.1.4 Increase funds from the Biennial Black Tie Gala 2.1.5 Implement annual reunion class gifts to be given through JSUNAA 501-C3 2.1.6 Encourage faith-based giving 2.1.7 Partner with affinity groups on fundraisers 2.1.8 Investigate and implement additional fundraisers 2.1.9 Continue to pursue investment opportunities 2.1.10 Establish JSUNAA 501 C-3 as the conduit for alumni giving
Goals
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2.2 Increase fundraising and giving to the Development Foundation 2.2.1 Generate $3 million in endowments by 2018 2.2.1.1 Acquire 100% chapter endowments 2.2.1.2 Create new giving opportunities for Life Members to fund endowments 2.2.1.3 Encourage affinity group endowments 2.2.2 Generate $6 million in other giving to the Development Foundation by 2018 2.2.3 Increase planned giving 3. Brand the Association as an organization responsive to the needs of the University and its members 3.1 Respond to the needs of the University
3.1.1 Recruit students and provide financial support (See Goals 2 & 4) 3.1.2 Act to enhance the reputation of the University 3.1.3 Maintain a mutually beneficial relationship between the University community and the alumni 3.1.4 Preserve and carry on traditions
3.2 Respond to needs of members 3.2.1 Represent alumni interest before the University administration and Board of Directors of IHL 3.2.2 Provide opportunities for leadership, life-long learning and engagement, and volunteer service 3.2.3 Establish a partnership to promote a national program focus 3.2.4 Provide services to alumni 3.2.5 Foster friendships and business relationships
3.2.6 Use results from periodic surveys for continuous improvement
Goals
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3.3 Develop a clear identity
3.3.1 Use new logo in all communication 3.3.2 Continue to enhance website 3.3.2 Tell story through varied media
4. Assist the University with recruitment efforts 4.1 Partner with University’s Recruitment Office to provide recruitment training to chapters 4.2 Standardize student recruitment processes and procedures among chapters 4.3 Share chapters’ recruitment database with the University 4.4 Increase the number of chapters participating in College Day 4.5 Give each chapter a recruitment challenge 4.6 Promote alumni legacy 5. Increase membership to 5,000 by 2018 5.1 Assess the feasibility of developing alumni chapter on campus 5.2 Increase alumni membership in the MS Region 5.3 Target gradates of all cultures 5.4 Implement new membership levels 5.5 Hold an Associate Membership Campaign 5.6 Launch a 90-Day (April-June) membership discount 5.7 Publicize number of alumni belonging to affinity groups 5.8. Continue membership incentives and literature 5.9 Develop and implement a membership retention plan
Goals
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Strategic Action Plan Focus by Year
Summary of Activities
1. Organizational Structure • Bring affinity group program under the auspice of
the Association • Investigate the feasibility of re-instating Biennial
National Conference • Provide annual Board orientation and leadership
training • Work collaboratively with the student groups to
cultivate them to be future, engaged alumni • Work in tandem with the University to support its
mission • Identify and share best practices
2. Giving and Fundraising • Achieve 100% Board giving with an annual minimum
of $500 • Achieve 25% of Board participation at Tiger Life
membership level • Achieve 50% chapter endowments • Achieve 50% of reunion classes giving $10,000+ • Receive $100,000 from Golden Class • Increase Association endowment to $150,000 • Amass Association assets of $500,000 • Acquire 501C3 non-profit status
3. Association Branding • Create and provide distinct services to membership • Re-design website • Expand social media use
4. Student Recruitment • Provide recruitment training for chapters • Achieve 40% of chapters participating in College Day
at the university • Establish Alumni Legacy Program
5. Membership • Increase membership to 3,000 (excluding recent
graduates) • Create and implement a membership retention plan
Year 1
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Strategic Action Plan Focus by Year
Summary of Activities
1. Organizational Structure • Explore the feasibility of employing an Association’s
Executive Director • Provide annual Board orientation and leadership
training • Work collaboratively with the student groups to
cultivate them to be future, engaged alumni • Work in tandem with the University to support its
mission • Identify and share best practices
2. Giving and Fundraising • Achieve 100% Board giving with an annual minimum
of $500 • Achieve 75% chapter endowments • Achieve 50% of reunion classes giving $20,000+ • Achieve 50% of Board participation at the Tiger Life
membership level • Receive $100,000 gift from Golden Class • Amass Association assets of $700,000 • Increase Association endowment to $175,000
3. Association Branding • Identify traditions worth preserving • Continue to provide distinct services to membership • Investigate a national program focus • Continue to upgrade website • Continue to expand social media use
4. Student Recruitment • Continue to provide recruitment training for chapters • Standardize recruitment processes and procedures
among chapters • Achieve 60% of chapters participating in College Day
at the University
Year 2
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• Share chapters’ recruitment database with University • Continue to develop Alumni Legacy Program
5. Membership • Increase membership to 4,000 (excluding recent
graduates) • Charter alumni chapter on the University campus • Increase cultural diversity among membership • Publish number of alumni in each affinity group • Continue to enhance membership retention rate
Year 2 Cont’d
Strategic Action Plan Focus by Year
Summary of Activities
1. Organizational Structure • Provide annual Board orientation and leadership
training • Work collaboratively with the student groups to
cultivate them to be future, engaged alumni • Work in tandem with the University to support its
mission • Identify and share best practices
2. Giving and Fundraising • Achieve 100% Board giving with an annual minimum
of $500 • Achieve 100% chapter endowments • Achieve 50% of reunion classes giving $30,000+ • Achieve 75% of Board participation at the Tiger Life
level • Receive $100,000 gift from Golden Class • Amass Association assets of $1 million • Increase Association endowment to $200,000
Year 3
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3. Association Branding • Continue traditions • Continue to provide distinct services to membership • Determine if a national program focus will be
implemented • Continue to expand social media use • Continue to upgrade website
4. Student Recruitment
• Continue to provide recruitment training for chapters • Continue to standardize recruitment processes and
procedures • Achieve 75% of chapters participating in College Day
at the University • Share chapters’ recruitment database with University • Fully implement an Alumni Legacy Program
5. Membership • Increase membership to 5,000 (excluding recent
graduates) • Increase cultural diversity among membership • Publish number of alumni in each affinity group • Continue to enhance membership retention rate
Year 3 Cont’d
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Unfinished from 2012-2015 Strategic Plan
Objective Not Met
• Integrate affinity groups into the Association. A special Task Force to be formed to address this issue.
Recommendations from the 2012-2015 Plan
1. The Association will continue its dues structure going into the next planning cycle.
2. The Biennial National Conference will be placed on hold until further study.
3. Regional meetings will be emphasized. 4. The Association will hold two meetings per year rather than
three. 5. A President-Elect Training Seminar (PETS) will be
implemented during chapter election years.
Appendix A
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Planning Results
Directed Work Question
What would you like for the Association to have accomplished in the next three years?
Answers:
1. Leadership Training and Best Practices Research 2. $1,000,000 in Association Assets 3. Association Branding 4. Recruitment Training 5. Standardize student recruitment processes 6. Alumni membership of 5,000+ 7. Alumni of diverse cultures 8. Membership retention plan 9. National program Focus 10. 501C3 Status
SWOT Summary
The following is a brief summary of opportunities, threats, strengths and weaknesses highlighted by the Board.
Strengths
1. Considered leader by other HBCU alumni associations 2. Committed executive officers 3. Professional meetings 4. Increasing net worth of Association 5. Increase in giving by alumni 6. Strong Golden Classes 7. Involvement of Pre-Alumni Club and Student Government 8. Partnership/relationship with the University
Appendix B
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9. Regular communication from Association president 10. Stronger social media presence 11. Beginning to explore other fundraising opportunities 12. Emphases on endowments 13. On-line reporting Weaknesses
1. Absence of own staff 2. Failure to bring affinity groups under Association structure 3. Low membership and engagement 4. Membership retention 5. Low attendance at Regional meetings 6. Perception of little value added membership 7. Unclear responsibility of each board member 8. Recruitment standards 9. Negative comments by alumni about Association and
University 10. Not telling our story 11. Low endowment 12. Use of best practices
Opportunities
1. Community and entrepreneurial partnerships 2. HBCU partnerships 3. Community and other investments 4. Capitalize on best practices
Threats
1. Public perception of Association 2. Competition of other dues-paid associations with clear
benefits
Appendix B Cont’d
Appendix C
Goal 1: Manager: Co-Manager: Members:
Objective Strategy Expected Outcome Timeline Responsible Person/Committee
Budgetary Impact
Appendix C
Strategic Plan 2015-2018
Action Plan Template
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