2 Introduction. Beyond Graduation A Strategic Plan for Alumni Programming

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1 Executive Summary 1 Following an extensive consultative process with Alumni and University staff, review of Alumni models around Australia, and taking into account lessons learned from the first ten years of responding to alumni needs, a new way forward for Murdoch University s Alumni programming is proposed and presented to Senate for its consideration. Primary Goal & Mission Statement In building on the positive relations Murdoch University establishes with its students, the Alumni Centre, in cooperation with the University s Academic Divisions, coordinates the development of an Alumni Association committed to ensuring its members maintain productive, lifelong relations with the University, and that the interests of Alumni are reflected in the University s ongoing advancement. Strategic Aims 1. Representation To provide Alumni effective representation, allowing them to contribute actively to the University s processes of governance, planning and operations. 2. Loyalty and Involvement To provide to the University an established network of loyal, committed Alumni prepared to assist in its advancement. 3. Education & Awareness To increase awareness of the importance of establishing strong relations between the University and its Alumni, and to increase the profile of Alumni activities within the University community. Recommendations - Senate 1. University Commitment It is recommended that the Senate endorse the following resolution: The Senate re-affirms its commitment to the University s Alumni and supports the development of an Alumni organisation as outlined in the Alumni Strategic Plan. 2. Alumni Association Membership That Senate support amending Statute No Convocation and Alumni Association, to restrict membership of the Alumni Association to graduates of Murdoch University and to introduce opt in Alumni membership for all graduates. 3. Senate Representation and the Alumni Board That Senate: (a) encourage each academic School of the University to form an Alumni Chapter; (b) support establishment of an Alumni Board, comprising one elected Alumni member for each of Murdoch s School chapters (elected by the Alumni members of the School) plus three ex-officio members (the Vice-Chancellor, the Director of Student Services, and the Manager of the Alumni Centre). (c) seek an amendment to s.12(1)f) of the Murdoch University Act so that the three Convocation members of Senate be the President of the Alumni Board, plus two other members of the Alumni Board (elected by the Board); (d) invite Legislation Committee to bring forward recommended changes to the Statute and Regulations that will give effect to these changes.

2 2 Introduction During the spring of 2000, Senate established: a Senate working party consisting of the Senate Alumni members to assist with the generation of spirit and purpose within the Alumni and to assist in the promotion of the University in the wider community. Concurrently with this, Murdoch s Alumni Centre had begun its own Strategic Planning exercise. Recognising both the advantages and benefits of combining the two exercises, the Director of the Office of Student Services wrote to the Vice-Chancellor requesting that the two projects be conjoined. Permission to proceed accordingly was granted. Since then, several meetings have been held with the Convocation members of Senate. In preparation for the development of this document, interviews (20) have been conducted with staff members currently directly involved in working with and on behalf of the University s Alumni and with members of the Association itself. Research into the approaches taken by other Australian, American and Canadian Universities, in relation to their own alumni programming, has been undertaken. As well, the findings of no fewer than 4 surveys/ reviews (conducted over the past 10 years) of the University s alumni have been reviewed to ascertain common views, attitudes and outcomes held by both Murdoch s alumni and the staff responsible for working with them. Due to its length, the authors of this paper have elected not to include for Senate s consideration the reference information associated with the review. However should any members of Senate wish to review any of this, please contact the Alumni Manager. Beyond Graduation A Strategic Plan for Alumni Programming

3 Background 3 Murdoch University commenced its Alumni operation in 1991, sixteen years after the first undergraduates were admitted. In the first few years the operation largely concentrated on tracking lost alumni, establishing an effective database by which to communicate with our Alumni and, with the main aim of raising funding to finance alumni activities, it experimented with merchandising lines. Throughout its 10 years, the operation has largely been located in the Community Relations section of the Registrar s office, allied to the fledgling Development function of the University. Today the Alumni Centre is organisationally aligned with the Careers Centre in the newly formed Office of Student Services. Currently, the university allocates $68,000 per year for the purposes of grooming and fostering relations with its Alumni. This employs one full-time staff member (Alumni Officer) and provides a small operational budget. The annual income from the Alumni Shop funds all activities and functions for Alumni chapters in Australia and overseas, in addition to some sponsorship of on-campus events and casual staff. Year 2000 was the first year a small income was generated from the hire and sales of academic regalia. Evolution of the aims, functions and operational details of the Alumni Centre has been steady over the last 10 years guided consistently by the direction provided to the Centre by the Alumni. Today, Murdoch s members of Convocation number approximately 46,000 members of whom 15,000 are graduates.

4 4 Current Approach WHY do we maintain a relationship with Alumni? Since the formation of the Alumni operation in 1991, the University has had the expectation that maintaining a relationship with our graduates will play a vital role in increasing the University s profile in the general community, something that has been reflected in the University s strategic planning. The Vision 21 document clearly articulates the increasing important role of keeping Murdoch Alumni involved with the University and acknowledges that Alumni, properly looked after, can and do become valuable and influential ambassadors for the University. The current Mission Statement and aims of the Alumni Centre Mission Statement To foster a supportive environment to ensure Murdoch University maintains and expands its position as a world class institution. Aims 1. To research, develop and implement strategies to foster and promote Alumni involvement within the University and with other Alumni, 2. To develop and manage a business enterprise that will provide a cost effective merchandising and regalia service locally and internationally to University graduates, which in turn generates necessary funds for alumni programmes. WHO are our Alumni? Currently Convocation at Murdoch includes all graduates, past and present Senate members, all current academic staff, and all administrative staff who have a degree from a recognised university. Each of these groups is treated equally under Statute 19 (see attachment 1). As soon as graduation is conferred, and the data can be down loaded from the central student records system, the graduates are included on the Alumni database. The first communication is directed to the last mailing address each student has supplied to the University. Unless they specifically contact the Alumni Centre to request removal from the list, or they become address unknown, they continue to receive mail forever. HOW do we manage the Alumni operation? The Alumni Centre manages and maintains the database; financially supports Chapters and functions; offers practical advice and support to disciplines setting up a Chapter; mails on behalf of Chapters; manages the centrally produced magazine (IN TOUCH); and runs the business enterprises that fund the operation. While there is no statutory onus on Divisions/ Schools to participate in any Alumni operations, several programmes have made a commitment to their Alumni by allocating ongoing responsibility to a staff member. These programmes are Biotechnology, Commerce, Environmental Science, Law, Theology and Veterinary Studies. Commerce is the only programme that has shared financial support for overseas Chapters. The Alumni Centre staff liaise closely with, and assist where possible, programme staff involved in Alumni relations. Beyond Graduation A Strategic Plan for Alumni Programming

5 WHAT do we do to maintain a relationship with Alumni? The main form of communication with our Alumni is via mail. IN TOUCH, which is mailed to all graduates biannually, aims to keep Alumni up to date with the University and with each other. Other direct mail tends to be for discipline specific functions, Chapters AGMs and other activities. We provide a web site, the ability to update contact details on line and are ready to launch online merchandising. 5

6 6 SWOT Analysis of Current Approach Strengths efficient and comprehensive Alumni Database established healthy income streams from Alumni Shop and Regalia sales and hire key staff involved from commencement established merchandising lines and central shop front on Murdoch campus nine established and active chapters positive graduate satisfaction survey results regular surveys and communication have built up a strong knowledge about our alumni and their expectations Weaknesses current organizational and electoral structure is centralized, while Alumni affinity is school/programme based lack of understanding within the University community of the role of the Alumni Centre and the long term benefit of nurturing Alumni members no profile on Rockingham campus of the 15,000 graduates, it is only a minority who choose to become involved as active members only one full-time staff member to service a client base of over 15,000 lack of senior executive involvement in Alumni functions no formalized means of communicating with Divisions/schools lack of communication and involvement with Murdoch International and Research Office many non-graduates on database many Alumni have the cynical view that the University is only interested in alumni development for fundraising purposes Opportunities positive interaction with new graduates and alumni prior to and during graduation ceremonies graying alumni population potential to build profile on the Rockingham campus potential to create a mentoring network for current students & new graduates regalia income, while modest, will allow us to fund some new projects alliances with Careers Centre has potential to create work experience schemes Beyond Graduation A Strategic Plan for Alumni Programming

7 alliances with the Prospective Students Centre has potential to engage alumni in student recruitment activities 7 alliances with an increasing number of academic schools will mean new and more relevant programming approaches online merchandising and the potential for merchandise franchising may increase the revenue stream involving Alumni in the University in a meaningful way, can create a win-win benefit by enhancing the standing and reputation of the University while enhancing the value of their own degree Threats as both the University and its graduate numbers grow, there is an increasing challenge to ensure meaningful interaction with Alumni a failure by the University to recognize that Alumni are volunteers and they will participate only if there is a meaningful role for them, and their particular needs (as individuals and groups) are addressed decreasing central role of Alumni function means less co-ordination in programming creation of smaller programme based databases around campus increased budget pressures within Administrative Divisions threatens opportunity to expand (even sustain) the alumni function.

8 8 Australian and International Approaches to Alumni As an aspect of this review and with the aim of identifying best practise approaches, Alumni programmes at most Australian universities were evaluated. Indications are that within the country there is neither a consistent model nor an approach satisfying the needs of each university nor its staff nor its alumni. Many produce glossy magazines but provide little else for their members. Some have extensive activities but ineffective alumni tracking tools making it difficult to inform their members. While most have web sites none seem to provide a forum through which alumni may offer opinions concerning issues of significance to each university. Most provide Alumni representation on governing bodies, but with limited success. Most Alumni professionals consider their areas as: being under significant pressure to organise and derive benefits for the institution from what is in effect the largest and most complex stakeholder group within their universities; being faced with a significant discrepancy between the institutional rhetoric used to describe the importance of alumni programming and the reality reflected in the resources allocated by the administration for that purpose and, torn between the need to commercialise for the purposes of generating revenue to support alumni programming and the actual provision of those programmes. Some of the more common approaches are: many are involved in merchandising (although rarely regalia); most concentrate on forming Chapters with the most active invariably located offshore; Alumni scholarship development is an increasing trend. In North America and to a more limited extent the U.K. Alumni programming is an old and established aspect of many universities and the dividends from them can be enormous. Multimillion dollar annual alumni campaigns, lobbyist/ influence programming, assistance with student/staff recruitment and community mentoring, are all examples of what, for the universities which do them well, have become very, very lucrative initiatives. But the development costs are very significant and the time-line from programme inception to maturity to financial dividend can often be decades. For this reason only those institutions which, guided by a clear long-term development vision, stay the course, and have benefited. As well, the influence North American universities have on the lives of their students is generally very different from that experienced by Australian students. North Americans will typically leave home to attend university- not only do they engage in selecting a programme of study, they also select a lifestyle. This is often the most compelling aspect of the university experience for them. As a general rule, those students who live away from home while attending university become the most loyal and committed alumni. This is true of Murdoch as well. However, Murdoch as is the case with most Australian Universities, has fewer students who choose to leave home to study. Beyond Graduation A Strategic Plan for Alumni Programming

9 2001 Consultative Process - Summary 9 As a part of this strategic planning exercise interviews were conducted between members of a reference group and the Alumni Centre Staff. In addition, 3 of the 4 Executive Deans, PVC (Academic) and John Pike (representing the Vice-Chancellor), were also interviewed. The main findings were: 1. The entire group believed strongly in the importance of maintaining and fostering relations with Alumni. The suggested benefits were: when suitably informed and nurtured, Alumni can be ambassadors for the University and contribute to both achieving its marketing aims and increasing its public profile; Networking providing a continuing forum for networking between Alumni and the University provided professional and intellectual value, and strengthened the University; and Fund raising provided a long-term benefit as Alumni were groomed to contribute financially to the University. 2. The group indicated that the affinity of the University s Alumni was to their programme or school and the University should develop and co-ordinate Alumni relations collaboratively between the Alumni Centre and each School. 3. There was majority support for the continuance of regional gatherings, school/ programme based chapters and the production of magazines/newsletters as the primary means of contact with Alumni. Without exception, the key stakeholder group gave their time willingly, were very supportive of this strategic planning process and were enthusiastic supporters of the University s aims to continue to develop its Alumni operations.

10 10 Strategic Plan Development It is clear that Murdoch University has made a strong, if cautious start in its Alumni programme, and has established a strong foundation on which to build. The following strategies are recommended to see Murdoch University s Alumni programme into the next decade. Primary Goal & Mission Statement In building on the positive relations Murdoch University establishes with its students, the Alumni Centre, in cooperation with the University s Academic Divisions, coordinates the development of an Alumni Association committed to ensuring its members maintain productive, lifelong relations with the University, and that the interests of Alumni are reflected in the University s ongoing advancement. Strategic Aim 1 - Representation To provide Alumni effective representation, allowing them to contribute actively to the University s processes of governance, planning and operations. Objectives Redefine the operational approach to Alumni Chapters (Attachment 2) Establish the Alumni Board (Attachment 2) Redesign the electoral process, which appoints members of Convocation to Senate (Attachment 2) Re-constitute the Alumni Steering Committee (Attachment 2) Introduce opt-in membership for new members of the Alumni association Survey existing graduates to determine who wishes to continue to receive correspondence from the University Develop effective methods for Alumni to provide input into the University s decision making and strategic processes. Encourage the culture that welcomes this. Strategic Aim 2 Loyalty and Involvement To provide to the University an established network of loyal, committed Alumni prepared to assist in its advancement. Objectives Ensure School involvement in Alumni programming. Introduce alumni education to the orientation programmes for Student Ambassadors and graduates. Encourage intending graduates to join the Alumni Association. Involve these groups in appropriate activities prior to graduation. Ensure Murdoch International s involvement in offshore Alumni activities managed by the Alumni Centre. Beyond Graduation A Strategic Plan for Alumni Programming

11 Increase involvement of Academic Staff currently teaching in offshore programmes in Alumni activities. 11 Identify the characteristics and needs of each Schools Alumni population, and tailor activities accordingly. Engage Alumni in student recruitment programming. When appropriate, engage Alumni in fund raising projects. Involve members of the Senior Executive in annual Alumni events. Provide Alumni with a more comprehensive series of benefits designed to encourage continued access to campus services and facilities. Provide for Murdoch students a more comprehensive, valuable and memorable campus life experience and explore expanding on-campus accommodation facilities. Develop a work experience programme where Alumni provide some career mentoring for final year students. Redefine the terms of the Convocation Award to use as a method of rewarding Alumnus service and loyalty. Strategic Aim 3 Education & Awareness To increase awareness of the importance of establishing strong relations between the University and its Alumni, and to increase the profile of Alumni activities within the University community. Objectives Consolidate campus Alumni databases centrally and provide an easily accessible method of update and information retrieval. Incorporate into all events and publications, information outlining the rols the University encourages the Alumni to assume and why. Incorporate stories into IN TOUCH and ON CAMPUS which describe contributions Alumni have made to the University, eg convocation awards, mentoring work. Incorporate school-based where are they now listings on web sites and into IN TOUCH. Establish within each School, an electronic method for Alumni to network and communicate with each other. Expand the annual reception programme.

12 12 Recommendations - Senate 1. University Commitment It is recommended that the Senate endorse the following resolution: The Senate re-affirms its commitment to the University s Alumni and supports the development of an Alumni organisation as outlined in the Alumni Strategic Plan. 2. Alumni Association Membership That Senate support amending Statute No Convocation and Alumni Association, to restrict membership of the Alumni Association to graduates of Murdoch University and to introduce opt in Alumni membership for all graduates. 3. Senate Representation and the Alumni Board That Senate: (a) encourage each academic School of the University to form an Alumni Chapter; (b) support establishment of an Alumni Board, comprising one elected Alumni member for each of Murdoch s School chapters (elected by the Alumni members of the School) plus three ex-officio members (the Vice-Chancellor, the Director of Student Services, and the Manager of the Alumni Centre). (c) seek an amendment to s.12(1)f) of the Murdoch University Act so that the three Convocation members of Senate be the President of the Alumni Board, plus two other members of the Alumni Board (elected by the Board); (d) invite Legislation Committee to bring forward recommended changes to the Statute and Regulations that will give effect to these changes. Recommendations - Operational 4. Steering Committee and Divisional Commitment It is recommended that: all Academic Divisions (guided by the outstanding work already undertaken by several of the schools within the Divisions) be encouraged to make a firm commitment to share the overall responsibility for Alumni programming. each school nominate a staff member charged with responsibility for establishing and then working with their Chapter (with the assistance of Alumni Centre staff). Collectively, these staff will form the Alumni Steering Committee. 5. Operational Costs and Merchandising It is recommended that: a detailed costing of the proposed operational model be developed by the Alumni Centre and presented to members of SEAC, for both its consideration and its endorsement. merchandise franchising within the Alumni area be investigated, both with the aim of increasing revenue and for the purposes of allowing Alumni Centre staff to focus on other alumni events and programming. the University evaluate the cost/ benefits of a serious commitment to fundraising and development and undertake a subsequent review of the consequences of aligning this strategic initiative with that of its Alumni programming. Beyond Graduation A Strategic Plan for Alumni Programming

13 Attachment 1 Murdoch University STATUTE NO. 19 CONVOCATION AND ALUMNI ASSOCIATION (approved 4/2/1997) (last amended 27/4/1999) Membership 1. Convocation shall consist of (a) all persons who are or have been members of the Senate; (b) all persons admitted to a degree or diploma awarded by the University; (c) all full-time or fractional full-time members of the academic staff of the University; (d) all full-time or part-time members of the general staff of the University who hold a degree awarded by any recognised university, as determined by the Registrar; (e) all persons admitted as honorary members by resolution of Convocation; (f) any other persons as prescribed by Regulation. 2. All persons eligible for membership of Convocation shall be eligible for membership of the Alumni Association. 2. Functions of Convocation The functions of Convocation shall include (a) the submission of proposals regarding the welfare of the University for the consideration of Senate; (b) the submission of reports to the Senate on matters referred to it by the Senate; (c) under the provisions of section 12(1)(f) of the Murdoch University Act, the election of three members of Senate; and (d) such other acts or matters conferred or imposed by Regulation. 3. Alumni Association (a) The Alumni Association shall be a federated body comprising members of Convocation generally, who may form special interest Chapters which shall be formally recognised by the Senate. (b) The aims, functions and constitution of the Alumni Association and such other acts or matters as are necessary for the effective functioning of the Association shall be prescribed by Regulation. 4. Standing Committee (a) The affairs of Convocation shall be managed by a Standing Committee, which shall comprise members elected by each of the constituent Chapters of the Alumni Association and the membership of Convocation at large in the manner prescribed by Regulation. (b) The President of the Alumni Association shall be the Chair of the Standing Committee. (c) The quorum and procedures for meetings of the Standing Committee shall be prescribed by Regulation. 5. General Meetings (a) General Meetings of Convocation may be convened by (i) resolution of the Senate; or (ii) the submission to the University Secretary by not fewer than 50 members of a request for a General Meeting, to be held not less than 23 nor more than 42 days from the date of receipt of the request. (b) By public notice, at least 21 days notice will be given to members of the place and time of a General Meeting and the general nature of its business. (c) The quorum for a General Meeting shall be twenty members. (d) The President of the Alumni Association shall act as Chair of General Meetings. In the absence of the President, the General Meeting shall elect a Chair from among the members present; (e) Procedures for a General Meeting shall be determined by the meeting or, in the absence of such determination, the Rules of Debate (Rules 16 to 27 inclusive) contained in the Standing Orders of the Senate shall, with necessary modifications, apply. (f) Any decision or resolution made on a question by the majority of members present shall be the decision of Convocation. 6. Repeal Statute No. 19 Convocation is hereby repealed. Correct as at 10/7/2000 page 1 of 1 Statute No. 19 Convocation and Alumni Association

14 14 Beyond Graduation A Strategic Plan for Alumni Programming

15 Staff member nominated by School Attachment 2 Proposed Alumni Organisational Structure 15 President, plus 2 others chosen by the board ALUMNI BOARD Alumni rep elected by chapter members School Chapter School Chapter School Chapter School Chapter School Chapter School Chapter ALUMNI STEERING COMMITTEE SENATE

16 16 Proposed Alumni Organisational Structure School Chapters School based chapters are formed. Membership is made up of graduates who have opted-in/joined the Alumni Association. Members elect a representative to sit on the Alumni Board. A staff member from each school (Alumni Co-ordinator) works with the Chapter to run events and activities they are interested in, and facilitates the information flow between the University administration (specifically the Alumni Centre) and the Chapter. Alumni Board The Alumni board is comprised of one elected Alumni member per School Chapter. The Board elects a President from its own membership. The President and two other members of the board sit on Senate representing the Alumni. The Board meets twice a year. The Board will include ex-officio members of the Vice Chancellor, the Director of Student Services and the Alumni Manager. The Alumni Officer will act as secretary to the Board. The Board will address issues relating to University decision making and how to best represent the interests of the Alumni in the University s governance and advancement. It will also set Alumni programming priorities, in conjunction with the Alumni Steering Committee. Alumni Steering Committee Membership is comprised of School Alumni Co-ordinators and the staff of the Alumni Centre. The Committee is likely to meet quarterly and deal with operational issues such as events scheduling, database upkeep, marketing and publications. Beyond Graduation A Strategic Plan for Alumni Programming