Transcript DAA Website Redesign

Fall Board Meeting
New Member Orientation
Duke Alumni Board Overview
Our Changing Alumni Body
The Board
Expectations
Review of Board Goals
Committee Overview
Duke Alumni Scope and scale
Key University Issues
DAA Program Update
153,971
Living Duke alumni
Graduate
14%
1950s
1960s 4%
7%
earlier
3%
2010s
11%
1970s
12%
2000s
25%
1980s
16%
1990s
22%
Dual
4%
Prof. school
30%
Undergrad
52%
200000
175000
150000
125000
Total Alumni
100000
Undergrad
Grad & Prof
75000
50000
25000
0
1984
1994
2004
2014
2019
2024
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1984
1994
2004
Caucasian
Afr Amer
2014
Asian
Hispanic
2019
Native Amer
2024
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
1984
1994
Caucasian
2004
Afr Amer
Asian
2014
Hispanic
Native Amer
2019
Did not Report
2024
To engage and connect alumni
with Duke and each other and to
celebrate their service to Duke
and the world.
Not less than 18 at large members (currently 28)
Grad and Professional schools reps (currently 10)
Editorial Board rep (currently 1)
Graduate and Professional students (currently 3)
Faculty members (currently 2)
Honorary members (currently 4)
Ex-officio for 2014-15
LGBT
DUHLAA
DUBAC
Young Alumni reps (currently 3)
Recent Grad rep (currently 1)
Total membership = 55
Term = 2 years. Eligible for re-election. Expect most
members will not serve more than 2 terms.
DAA
President
Shep Moyle
DAA
President
Elect Elected
this year
Volunteer
Development
Jack Boyd &
Nikki Gibson
Campus
Engagement
Chris Brandt &
Amy Hepburn
Awards
Mark Stalnecker
Regional
Joanne O’Connor &
Kris Klein
Diversity Task Force
Winston Henderson
Communication/
Networking
Sara Oliver
Alumni Center Task
Force
Shep Moyle
Nominations
Committee
Jeff Howard
Chris O’Neill
Inga Peterson
Sterly Wilder
David Lindquist
Sterly Wilder
Michael Penn
Bob Bliwise
Brett Walters
Scott Greenwood
Sterly Wilder
Executive committee serves as cabinet for
president and acts for board in between
meetings
Members chair and lead committees and task
forces
Monthly conference calls
3-day summer strategic planning retreat
3 other in-person meetings
Nominations Committee
Chaired by the immediate past president,
comprised of board members and the current
president who recommend new members to full
board for election
Graduate and Professional School Reps
Selected by their school
Executive Committee—Vice Presidents
Selected by president annually for a 1-year terms
President/President-elect
Nominated and recommended by the nominations
committee to the full board
Jack Boyd ’85
Christ Brandt ’00
Nikki Gibson ’80, P’11,’15,’17
Winston Henderson B.S.E.’90, J.D.’96
Amy Hepburn ’97, M.P.P.’01
Jeff Howard ’76, P’06,’09,’11
Kris Klein ’82
Shep Moyle ’84, P’15,’17
Joanne O’Connor ’92, P’15
Sara Oliver B.S.E.’06
Mark Stalnecker ’73, P’06,’06
New York, NY
Baltimore, MD
Dallas, TX
Boston, MA
Washington, DC
Winston-Salem, NC
San Francisco, CA
Roanoke, IN
West Palm Beach, FL
New York, NY
Wilmington, DE
Act as ambassador
Sharing of best practices
Reporting/communicating to the regions and alums
Act as resource to alums with respect to Duke alumni
programming
Recruiting and leadership development to catalyze Duke
volunteers
Program leadership (remaining active as a leader of programs
while on the DAA Board)
Upholding standards (ensuring the quality of the Duke brand)
Assisting with fundraising identification and a spirit of Duke
support
Representation of all alums
Pay Alumni dues and support the Annual Fund
Attend and participate in all board and
committee meetings and calls
Understand the role of board and relationship
to staff
See the DAA Board as start of a journey not the
completion
Actively attend Duke events in regions and
share the message
Positive attitude and teamwork oriented
Willingness to work
Negative approach and outlook
Thinks staff works for them
Does not prepare for meetings/read materials
or participate in calls and committee meetings
Poor attendance
Forgets that we are all volunteers who love
Duke
October 16-18, 2014
Fall DAA Board Meeting
Football vs. University of Virginia
December 2014 TBD
Board Conference Call
February 6-7, 2015
Winter DAA Board Meeting
Basketball vs. Notre Dame
April 2015 TBD
Board Conference Call
April 30-May 2, 2015
Spring DAA Meeting, New York, NY
Thursday, October 16
4:00-5:30 p.m.
5:45-8:30 p.m.
Friday, October 17
7:30-8:15 a.m.
8:15-8:30 a.m.
8:30-9:15 a.m.
9:30-11:30 a.m.
11:30 a.m.
12:00 p.m.
4:45-5:45 p.m.
6:30-8:30 p.m.
8:00-9:30 p.m.
9:30 p.m.
Saturday, October 18
7:30 a.m.
8:00-10:30 a.m.
11:00 a.m.
10:30 a.m.-12:30 p.m.
12:30 p.m.
DAA Board Plenary Session
Reception, networking exercise and dinner
Breakfast
Peter Feaver: 600 Seconds of Education—Global
Chaos in American Foreign Policy
Jay Bilas: NCAA and the State of College Athletics
DAA Committee Meetings
Lunch
DAA Board’s Amazing Race
Homecoming Pep Rally
Dine Around Durham
VIP Lounge for Alumni
President’s Homecoming Dance
Breakfast
DAA Board and Regional Leaders Plenary Session II
Lunch
DAA Pregame Celebration
Duke Football vs University of Virginia
Assist and advise you as you begin this exciting
journey
Introduce you to fellow board members
tonight and throughout your first meeting
A “go to” resource for any questions
Gain alignment and involvement of DAA Board and secure BOT approval of
2020 strategic plan
Successful rollout and implementation of new Duke Alumni Network
Successful design, approval and construction start of new alumni and visitor
center that meets programmatic and strategic goals
Create a regional structure, investment and development plan that defines what
success looks like for our regions
Embrace diversity and affinity groups in all of our efforts
Volunteer development (engage)
On campus and regional programming (connect)
Awards (celebrate)
Define the opportunity for alumni career development focused on engagement
including student/alumni mentoring, young alumni and student connections
Assist in implementation of forever learning programs each as on-line learning,
DAE expansion, WF and service learning while evaluating and
developing plan for new opportunities such as Leadership
Institute and Duke Forward 2.0 (Davos)
1. Build an agile and dynamic Alumni Network platform
2. Establish a consistent, inclusive, and Powerful
Regional Presence
3. Strengthen our Investment in Education—the Concept
of Forever Learning
4. Deepen Alumni Engagement with Students and With
One Another
5. Create a Signature Campus Home for Duke Alumni and
Visitors
DKU launch
Completion of new construction projects
West Union, Rubenstein Library, Page Auditorium,
Chapel, 751 Parking Garage, Lake Trask, Athletics
Complex projects
New Provost and new Chancellor of Health Affairs
Duke Forward momentum
Duke Alumni Network
NCAA changes
Sexual assault charges at the federal level
Federal funding for research
Sterly L. Wilder ’83
Associate Vice President, Duke Alumni Affairs
Campus
Engagement
ADUTA
Affinity Programs
Alumni Education
Alumni Travel
Careers and Networking
Students and Young Alumni
Regional/Global
Engagement
Affinity Programming
Alumni Admissions
Regional programming—in
the U.S. and abroad
Volunteers
Women’s Forum
Communications
and Digital
Programs
Duke Magazine
Award-winning Features
Class Notes
Web
Network
Publications
PR
Reunions &
Special Events
Reunions
Homecoming
Om-campus events
Regional events
DAA Partners
Admissions
Athletics
Career Center
Student Affairs
Deans and Academic
Programs
Campus-wide Development
Colleagues
Awards
Campus Engagement
Communication/Networking
Nominations
Regional
Volunteer Development
Alumni Center Task Force
Diversity and Inclusion Task Force
Purpose and Description of Committee
6-8 members
Staff Liaison: Sterly Wilder ’83, Associate VP, Alumni Affairs
Members solicit, screen and select nominations for
awards. Members help identify and research promising
candidates and continue to work on ways to publicize
the nominations process and the awards throughout
the entire Duke community.
Distinguished Alumni Award
Charles A. Dukes Award
Beyond Duke Award
Forever Duke Award
Statement of Purpose
To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.
Initial State – 6/30/14
Key Strategic Initiatives
 Process for identifying
candidates and making awards
to alums further enhanced and
improved
 Celebrate the service of Duke alums
to the University and their
communities through the Forever Duke,
C.A. Dukes, Beyond Duke, and
Distinguished Alumni Awards
 Awards ceremony at
President’s luncheon during
Homecoming weekend a huge
success
 Review and revise, as needed, criteria and
descriptions of all awards, particularly the
Distinguished Alumni Award
 A new award: Beyond Duke
Award, included in 2014
 Annual calendar for the
awards process revised to
facilitate comparisons of
candidates nominated (i.e.:
review carryovers at fall
committee meeting and move
deadline for nominations to
February 1)
 Review and recommend other means of DAA
recognition of alumni in addition to formal awards
 Further efforts to expand the pool of potential
award winners through outreach to alums
and University-wide staff, particularly
through DAA regional clubs, affinity
groups and the DAA Board
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 The committee receives input on worthy
candidates to receive DAA awards
Target State – 6/30/15
 Select the winners for 2015 DAA
awards.
 Finalize consistent guidelines,
criteria and descriptions for all
awards on Duke websites and in
written materials
 Detail a strategy for getting DAA
regional clubs and affinity groups
involved in identifying nominees
 Look at ways to recognize
regional volunteers and
programs
 Develop strategies to showcase
Beyond Duke Award winners
 Develop strategies to utilize
award winners as speakers,
regional leaders and DAA
spokespeople
 Move to a February 1 deadline for
all award nominations
Statement of Purpose
To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.
Initial State – 6/30/14
DAA Needs to:
 Roll out new affinity group
structure and maximize
the value of the Network in
creating new groups.
 Implement Forever
Learning enhancements
and test new projects
outlined in the recent
programming audit
 Develop a young alumni
engagement strategy
 Develop an alumni career
mentoring strategy
Key Strategic Initiatives
Create 3 Working Groups to focus on:
 Growing and expanding the affinity groups
and networks as the network rolls out. Set goals
and expectations for DAA role in increasing the
number of affinity groups by May 2015
 Assisting with Forever Learning implementation in
conjunction with Network rollout to maximize alumni
involvement, content approach and scale
 Creating DAA Strategy to engage and sustain
young alumni involvement 3 years post grad
 Creating DAA Strategy to implement
alumni career mentorship
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 The network is in place and is operational
 We have adequate human and financial resources to
implement our programs
 We have strong relationships and support within Duke
and externally from alumni, faculty, administrators,
and student groups
Target State – 6/30/15
 Charter affinity groups will
adopt and understand the
new structure and
expectations. The number
of new affinity groups will
grow by 10%.
 Outline DAA strategy for
engaging and sustaining
young alumni involvement
within three years post
graduation
 Outline DAA strategy for
creating an alumni career
mentorship network
 Implement DAA board FL
strategy with Network
rollout. Define and
articulate marketing plan
and content approach to
achieve scale.
Statement of Purpose
To serve as influencers to facilitate alumni wide adoption and utilization of the network and identify best
practice methods in which to execute marketing strategies to serve the mission of DAA.
Initial State – 6/30/14
 Most DAA program/event
marketing is done through mass
email sent from the DAA nearing
limits of both staff capacity and
audience tolerance
 The New Duke Network is being
developed to enhance the ability
of alumni to make contacts with
fellow alumni, participate in
groups, and learn about
opportunities that match their
interests
 Regional Groups develop their
own unique systems of program
planning, marketing, and data
management- hard to track data
and trends worldwide
 Alumni have few formal
opportunities to share feedback
and opinion on issues related to
Duke
Key Strategic Initiatives
Target State – 6/30/15
 Promote the adoption and utilization of the New
Duke Network through an ongoing OTM marketing
plan and personal network leveraging
 Create a “best practices playbook” of strategies to
promote and take advantage of alum-to-alum viral
marketing with special focus on further development
and utilization of the Network
 Create a model of a volunteer council of alumni
who would provide feedback on key issues
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 Board members and other key influencers can play a more
effective role both in helping communicate DAA messages
and in identifying influencers outside of the DAA Board
 Alumni and students want to increase and deepen their
connections and will find value in such connections
 Alumni and students can forge these improved connections
using emerging tools and technologies
 Alumni will provide valuable feedback on the technology
being developed to increase the power of the Network.
 Regional Groups are looking for ways to streamline their
processes and learn from each other
 Alumni will find value in the power of the Network and not
only populate their network profiles but utilize the power of
the network to improve their lives and increase their
interactions with the Duke community
 New Duke network launched
with at least 10,000 profiles
completed and 50,000 unique
site visits
 Completed a “wish list” of
future capabilities to enhance
the power of the network
 Delivered a “Best Practices
Playbook” of specific
strategies and examples of
successful alum-to-alum viral
marketing
 Identified a group of alumni
influencers who can be
deployed in viral marketing
of DAA activities
 Model for alumni council
evaluated and recommended
Statement of Purpose
To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.
Initial State – 6/30/14
 About 150 nominations for
board positions received
and reviewed
 Well diversified board by
graduation year, sex, race
and ethnicity
 Process streamlined to
some extent through
greater staff participation
 Reinstated practice of
inviting leaders of
prominent affinity groups
to serve ex-officio on board
 Reviewed process for
selection of President and
Executive Committee
members and presented to
full board
Key Strategic Initiatives
 Nominate a President-elect through an
open and well-communicated process
 Nominate 4-6 new board members that will
provide the necessary expertise, experience and
enthusiasm to continue the work of DA and be
representative of the alumni body
 Review the bylaws relative to board member
terms, categories and extensions and
composition of the nominating committee
and, if appropriate, recommend changes
 Review the timing and process of the
committee work to gain maximum
input and avoid Spring time pressure
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 The network is in place and is operational
 We have adequate human and financial resources to
implement our programs
 We have strong relationships and support within Duke
and externally from alumni, faculty, administrators,
and student groups
Target State – 6/30/15
 Charter affinity groups
will adopt and understand
the new structure and
expectations
 Graduate and professional
schools will support 3
concrete measures to
collaborate and
coordinate on alumni
engagement
 5 new and/or existing
activities will be outlined
as priority areas of support
with suggestions for
implementation and
ensuring long-term
success.
Statement of Purpose
To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.
Initial State – 6/30/14
 No formal mechanisms for
documenting and sharing best
p ractices
 Failure to celebrate best
practices and signature regional
programming
 Lack of consensus and metrics in
defining engagement, i.e., “success” in
regions
Key Strategic Initiatives
 Sustain, expand and deepen regional
engagement by supporting effort to develop
tools to define engagement and to enable
metric-based evaluation and decision-making
 Define engagement and outline objectives for
Tier 1 and 2 regions including programming and board
structures designed to incorporate and promote involvement
by all alumni and affinity groups
 Absence of uniform system of
measurement and information
gathering. Limited ability to capture
and track data easily with existing
technology platform
 Promote implementation of budgets in Tier 1 and 2 regions
 Varied programming and board
structures and inconsistent
inclusion of all Duke alumni
 Celebrate and share the best practices
 Duke Alums Engage in more
than 50 cities; DAE first service
trip to New Orleans in May 2015
 Women’s Forum and Duke Alums
Engage growing rapidly but
coordinated by a single staff member
 Opportunity to streamline regional
email process including event
notifications and follow up surveys
 DAA has developed and begun to
communicate budgets to Tier 1 regions
but lacks historical financial data
 Support roll out of the new Alumni Network
platform and advise on ways to leverage it to track,
promote and celebrate engagement
going on throughout regions
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 We can obtain a representative survey of and feedback
regarding the present state of our Tier 1 and Tier 2
regions including programming, board structure and
volunteer development in those regions
 We will work closely with the Volunteer Development
Committee, Awards Committee, Network Committee
and Diversity Task Force to efficiently and synergistically
achieve our goals and to avoid duplication of efforts
Target State – 6/30/15
 Formal mechanisms in place for
sharing best practices among
regions with DAA
 Achievements of regions
celebrated and shared
 “Success” including key metrics
around engagement in Tier 1 and
Tier 2 Regions is defined
 Framework for aspirational /
minimal Tier 1 and 2
programming and board
structures established.
 Develop Alums Engage expanded
to 75 cities
 Streamlined communications
tools for regional programming
established and implemented
 Move to a February 1 deadline for
all award nominations
 Budget process implemented in
Tier 1 and 2 regions. Regions
provided clear guidance regarding
use of funds and financial tools in
place to track budget
Cultivate, inspire and enrich our volunteers
Identify, recruit, train, engage, support, assess, repeat
In region, on campus, and online
Development and update of tools and infrastructure
Establish formal and informal ways to share best practices
Plan and execute VLEs, including VLC
Develop Leadership Development Ladder (Tiers of Engagements)
Regional Volunteer Coordinator; DAA Staff
Work closely with Awards Committee, Regional Committee, Diversity and
Inclusion Task Force, and others
Sub-committees
Tools and Infrastructure
Training
How Board members can help
Share your volunteer experiences with VolDeCom members
Make recommendations for improvement to the process
Discuss VolDeCom goals in context of your committee
Tell us what you or other Dukies need to be better volunteers
Statement of Purpose
To develop and maintain globally consistent tools, including training and volunteer leadership events,
that optimize and enhance the volunteer experience.
Initial State – 6/30/14
 No formalized training for
volunteers
 VLC is not longer offered
 There is no volunteer track to set
expectations for different levels of
volunteer engagement
 Inconsistent methods for
identifying, utilizing and
recruiting volunteers in the
regions
Key Strategic Initiatives
 By creating a central hub for information
and training, DAA will cultivate, inspire and
enrich volunteers, providing a more
meaningful experience and making it easier
for volunteers to engage with Duke in a
mutually beneficial way
 Support volunteers in their roles by providing
standardized training that is strengthened by
sharing best practices; increase volunteer
satisfaction through the development of
better-defined opportunities
 No formal structure for sharing
best practices between regions
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 No focus on developing a pipeline
of volunteers
 No emphasis on enhancing the
volunteer experience with some
sort of feedback loop
 No central point to locate tools
and volunteer opportunities with
assigned responsibility for update,
including the DAA Handbook


Both Duke and our volunteers will benefit
from standardized training that is
continuously being assessed and improved to
address the needs of current DAA initiatives
VolDeCom will work closely with other DAA
committees to achieve its goals in a strategic
and synergistic manner
Target State – 6/30/15
 Formalized training for volunteers inregion, on-campus, and online
 Re-launch Volunteer Leadership
Conference with a global reach making it
the standard for volunteer training with
video and text available online
 Implement a Leadership Development
Ladder that defines tiers of volunteer
engagement to inspire and inform
 Formalized methods to identify and recruit
volunteers in all regions; pilot programs for
Regional Volunteer Coordinators who
report to a DAA Staff member
 Established methods for formally and
informally sharing best practices
 Focus on developing a pipeline of
volunteers
 Enhanced volunteer experience that is
meaningful and mutually beneficial
through an active feedback loop
 Centralized location for volunteer tools and
opportunities on website with assigned
responsibility for upkeep of records,
including the DAA Handbook
Statement of Purpose
To create a new gateway to the University for all alumni and visitors.
Initial State – 6/30/14
 Architect selected to create
conceptual drawings
 Lead donors identified
 Initial programmatic and staff
requirements identified
Key Strategic Initiatives
 Create a new gateway to the University
for alumni and visitors to University
 Enable alumni connection and education with
each other, students and university through
flexible spaces
 Meet the projected growth needs for DAA Staff
 DAA target move out 05/2015
with move in date of 09/2016
 A place to celebrate Duke Alumni and
contributions to the University
 Key Board of Trustee and
administration support
 Unique and dedicated space for Alumni
education and events
 Opportunity to create a new
gateway to the university for
alumni and visitors
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 University will approve plan to move to plans and
construction
 Gifts will be secured and gaps covered by University
 Able to design a multi purpose facility adequate to
meet evolving mission of DAA
Target State – 6/30/15
 Alumni Center approved for
construction by Board of
Trustees with funding secured
 Draft of programmatic
functional needs and
specifications for architects
(Fall 2014)
 Draft of programmatic schedule
and utilization plan for 2016-17
 Marketing and communications
plan (Spring 2015)
 Define DAA plans for core
elements and communication
within facility (summer 2015)
Statement of Purpose
To engage and connect the entire range of diverse alumni with Duke, and encourage/support activity of Affinity Groups .
Initial State – 6/30/14
 Several existing Affinity Groups,
operating largely independently
from DAA, (on campus and in
the regions) but with some
coordination with and support
from DAA
 34 Affinity and Identity Groups.
The most active groups are DUBAC, DUHLAA, Duke LGBT
Network, Women’s Forum
Programming and DEMAN
 Good momentum with engaging
and energizing Affinity Groups
 Implement a formal process for
incorporating diverse
populations and/or activities in
DAA or regional programming
 Implement a formal process for
interacting with Affinity Groups
Key Strategic Initiatives
 Establish on-going dialogue with
affinity groups to inform DAA’s
direction
 Harness energy of affinity group members
and expand the tent to make DAA more inclusive
 Create a deeper pool of qualified nominees to fill
volunteer roles, regional boards and DAA Board
 Strengthen the DAA through diversity of
identity, opinion, passions, focus,
background, experiences, etc.
 Work with DAA Staff to implement
key recommendations from
DukeProceed report
Top Underlying Beliefs and Assumptions
We can achieve our goals assuming…
 Both DAA and Affinity Groups can articulate
benefits of diversity
 The committee has significant input from Affinity
Group leaders
Target State – 6/30/15
 Establish a baseline for
effective communications
between Affinity Groups and
DAA on campus and in the
regions
 Involve Affinity Groups in two
key DAA activities.
 Incorporate diverse
programming into DAA and
regional schedules
 Establish an Asian Alumni
Association
 Increase volunteer
participation by members of
Affinity Group demographic
in DAA and regional board
activities by 10%.
 Key descriptors: significant
exchange, energized,
informed
Have fun
Work hard
Be on time
Be Forever Duke