page | 1 trinity university alumni association strategic plan … · 2017-01-24 · page | 3...

Page | 1 Trinity University Alumni Association Strategic Plan 2016-2020 9.17.16

Trinity University Alumni Association Trinity University Alumni Association Board (TUAAB)

2016‐2020 Strategic Plan Adopted by TUAA Board 9.17.16

Table of Contents:

Introduction Cultivating a Culture of Engagement Key Priorities Committee Plans

Career Network Committee Chapters Committee Development Committee Fraternities and Sororities Committee Marketing & Benefits Committee Recruitment Committee Student Affairs Committee

Conclusion Appendices:

1. Chapters Committee 2. Recruitment Committee


Introduction The Mission of Trinity University Trinity University (“Trinity,” or “the University”) is an independent co‐educational university whose mission is excellence in the interrelated areas of teaching, research, and service. Trinity seeks to provide broad and intensive educational opportunities primarily to undergraduates in liberal arts and sciences and in selected professional and pre‐professional fields. It also offers a small number of selected high quality graduate programs. Trinity University is dedicated to creating a superior intellectual environment by: recruiting, developing and retaining outstanding faculty members dedicated to teaching, scholarship, and creative endeavor and to service to the University and its community; identifying and attracting talented and highly motivated students to its predominantly full‐time, residential student body; and providing a supportive and challenging experience wherein students, faculty, and staff can realize the potential of their abilities and engage their responsibilities to others. Trinity respects its historic ties to the Presbyterian Church, with which it continues to have a covenant relationship. The Mission of the Trinity University Alumni Association’s Board As the Trinity University Alumni Association’s (“TUAA,” or “Association”) governing body, the Trinity University Alumni Association Board (“TUAAB,” or “Board”) seeks to facilitate a mutually beneficial, lifelong connection between Trinity University and its alumni by engaging alumni through a variety of communications, benefits, and events. Rationale The TUAA 2016‐2020 Strategic Plan represents the collective effort of the TUAAB. Over the past two years, each of the TUAAB standing committees has refined its top goals, strategies for achieving those goals, and quantifiable metrics to measure progress. Each of the committees has defined its own plan, which collectively serve as the foundation for this overall strategic plan. Building on the committee plans, the Strategic Plan then identifies the common priorities that emerge among the committees. The committees are the core of the TUAAB’s work. Our bottom‐up approach ensures that this five‐year Strategic Plan is fully aligned with our committees and reflects the experience and expertise of each. The strategic planning process challenged each committee to define concrete, quantifiable metrics of success over the coming five years. As the TUAAB has previously taken a predominantly qualitative approach in measuring its work, the Board will need to refine these metrics over time. The metrics identified here are best estimates, but without a baseline for many, they will likely need to be adjusted. Therefore, this Strategic Plan represents the starting point of a conversation that should continue over time, and we intend for this to be a living document that should be regularly modified as the TUAAB gathers additional data and data which was not previously collected ‐ and as identified new needs and opportunities may arise.


This Strategic Plan aims to put the Trinity University Alumni Association on track to becoming a leading national alumni association by 2020 through the meaningful engagement of its alumni community.

Cultivating a Culture of Engagement Trinity alumni generally have a positive feeling toward our alma mater. We made friends in our years on campus who will stay with us for life. We credit our professors for encouraging our intellectual curiosity, demanding us to give our best, and instilling in us the confidence to be leaders in our communities and professions. We talk with wonderful nostalgia about what dorms we lived in, what classes we loved, and just how beautiful our campus on the hill really is. And yet, even with all this positivity, there is a significant disconnect in how we feel about our Trinity experiences and how we demonstrate their meaningfulness to us through continued engagement in the life of the University. As Trinity students graduate and become Trinity alumni, we retain our friendships, keep in contact with favorite professors, and may come back to campus for the occasional reunion. However, the majority of alumni are not holistically connected to the University in a meaningful or consistent way. This is the challenge and opportunity before us: to cultivate a culture of alumni engagement with Trinity University. Engagement is progressed by providing our alumni with benefits of real value through tactics that this strategic operating plan describes, including: a cohesive communication plan that continuously provides information that is relevant and of interest; ongoing opportunities for intellectual enrichment; opportunities for student interaction; engaging a broad range of voices; and through thoughtful alumni‐focused event programming. However, engagement must begin by reinforcing the understanding that Trinity is more than the sum of its parts and that alumni owe our experience and development to the very unique environment that Trinity provides. We need to start thinking of engagement as a lifelong investment and actively promote this notion to our fellow alumni. This is investment as participation—mentoring students, attending alumni events, or joining a lecture on campus—and as financial support, both of which serve to promote the Trinity brand. When the value and recognition of the Trinity brand grows, so do the value and recognition of our own Trinity experience. If we foster the growth of the Trinity brand, we enable Trinity to move beyond its status as a well‐regarded institution within our region to one that is well known and highly respected across the country. This recognition and respect directly benefits alumni by increasing the value of our Trinity University degree. A culture of engagement is not born overnight. It will require careful cultivation to grow and flourish. Starting now, we need to engage Trinity students across their entire lifecycle: from application to admission, through the campus experience to graduation, and on through the life stages we experience as alumni. We need to consistently and effectively communicate the message that engagement is a lifelong investment in ourselves and our shared history. We must promote the value of engagement through programming and resources that are of recognized benefit to alumni.


Key Priorities Alumni Engagement Alumni engagement, in all its various forms, is the central mission of the TUAA and drives the work of each TUAAB committee. From attending a chapter event to giving a presentation on campus, our alumni association must provide a variety of avenues for graduates to meaningfully engage with and forge a lasting connection to the University. This Strategic Plan contains suggestions for increased two‐way communication with graduates, which we hope will result in alumni feeling more invested in the University. We suggest instituting regular, open conference calls that would provide alumni with an update on the “state of the University” and invite direct feedback. These will also provide a greater forum to hear concerns and suggestions. The TUAA can use its nominating processes as one such engagement mechanism—both for alumni awards and membership on the board itself. Currently, nominations to join the TUAAB are made by staff and current directors through a fully internal process. An open, widely publicized call for nominations to join the TUAAB would increase the diversity on the Board and bring in more perspectives. This open process would be an invitation for new alumni to engage with the Association’s leadership and could lead to a greater feeling of ownership among all alumni. The alumni awards process presents a similar opportunity. While the call for nominations is open to all, the nominations themselves aren’t made public, and selections are made by a small group of TUAAB directors. Making nominations public would highlight how Trinity graduates are making an impact in their communities, and would positively reinforce the relationship between the University and all of those nominated. Public nominations would also open up the possibility of more alumni playing a role in the selection process. In addition to honoring alumni through our Association awards, we can also recognize and engage alumni more broadly through increased publication of personal stories. The Association and Alumni Relations staff should continue to identify new opportunities to profile alumni through University‐wide communication and social media outlets, not just those targeting alumni. We also recommend that the TUAAB partner with the University, specifically the Office of Student Involvement, to engage alumni in the University’s diversity and inclusion initiatives. The University community is greatly enriched by its diverse student and alumni population, and there are opportunities to celebrate that diversity—in on‐campus events where alumni can share their thought leadership and personal stories as guest speakers and panel participants; in mentorship and leadership across student organizations; and in direct mentorship relationships between alumni and students. We believe that this collaboration with the Office of Student Involvement will meaningfully deepen the alumni‐student connection and be a powerful example to students of the value of alumni participation, thereby reinforcing our desired culture of engagement, and provide new avenues to recognize alumni leadership in the University community. Creating a more open dialogue with the alumni community and ensuring a diversity of avenues through which alumni can engage will strengthen the relationship Trinity has with its graduates and translate into gains in other areas—including participation rate in financial giving to the University.


Trinity University Alumni Association Board Engagement As the governing body of the TUAA and an advisory board to the University, the TUAAB is in a unique position to cultivate a culture of engagement through peer‐to‐peer education and promotion and by advising the University on its communications, events, and benefits programs targeting alumni. The present TUAAB is supported by a foundation of strong, shared governance going back over three decades, good membership and leadership succession planning, and excellent support from the Office of Alumni Relations. To date, the TUAAB has done a remarkable job of advancing alumni causes through, primarily, its committee work. We see an opportunity at this time to further engage the TUAAB holistically through an Alumni Ambassadors program. In 2014, past TUAA Presidents and TUAAB Chairs Carol and Dave Mansen, with the support of the University, initiated a national tour to meet with Chapters and other alumni groups regionally with the goals of (a) being goodwill ambassadors and updating our network on key University developments, (b) providing leadership training and mentorship to our Chapter network, including in areas where there has been interest in Chapter formation, but no formalization of same, and (c) listening to alumni, asking about their interests, concerns, and frustrations, and reporting such comments back to the TUAAB and to the University. The Mansens are completing their tour in 2016. Their reports consistently reinforce the need for clear and consistent alumni communications, more support and resources across our Chapter network, and more outreach generally. Their initiative now represents a real opportunity for the TUAAB to formalize an Alumni Ambassadors program. This would include extending the TUAA directors’ current function, which is largely oriented around TUAAB committee work, to be more public‐facing, partnering TUAAB directors with individual Chapters and network city groups to provide an avenue for improved two‐way communication between alumni and the University, leadership training, and mentorship. Such a program could be further extended by the TUAAB to others in alumni leadership, such as past TUAAB directors, and also young alumni, whose ties to the University are more immediate and could be leveraged. Communications Strategies Communications form the foundation of the TUAA’s efforts and provide the connection to Trinity’s 29,000 alumni. The University’s public‐facing communications activities are the most visible part of the association’s work and the conduit through which we turn awareness into engagement—financial and otherwise. Technical infrastructure that drives our communications efforts is an area of particular importance. Improved technical capacity will allow our association to better target constituencies within our alumni community—ensuring they receive relevant content—and better understand which approaches are most effective. We hope to bring to communications the same metrics‐based approach taken in this strategic plan. This is an area where alumni with relevant expertise can and should contribute directly. We also explore ideas for new types of communication with alumni, such as open conference calls and “State of the Trinity Degree” messages that emphasize the value the connection with Trinity returns to its alumni. These can serve as a compliment to current channels such as social media and the University website. Engagement with the University


The TUAA 2016‐2020 Strategic Plan has been crafted to align with the University’s overall Trinity Tomorrow Strategic Plan. While the Association should have a strong, independent voice, the TUAAB also believes our priorities and our work must closely align with those of the University as a whole. Calls for broad, substantive alumni input into major initiatives, such as the development of a Campus Master Plan, both strengthen those initiatives and create buy‐in among alumni that can lead to further engagement and financial support of the University. To deepen the TUAA’s connection to campus, the TUAAB would like to work with faculty liaisons and other ex officio members of the board to create more regular communication with the faculty, such as presentations at Faculty Senate meetings, and current students. Finally, the TUAAB is in a unique position to see across departments within the University and identify connections between operating units that may not already be apparent. The Board should take advantage of this perspective to offer feedback that can improve the coordination between departments and the overall operation of the University. Young Alumni If the TUAA is going to be successful in creating a culture of engagement, young alumni are the place to begin. Graduates of the past ten years are still forming their relationship with the Association. Furthermore, these alumni represent a key source of leadership and volunteer capacity on chapter boards. Investment in young alumni will pay important dividends in increasing both lifetime engagement and giving. Because of this, the TUAAB has highlighted young alumni as a priority area for the 2016‐2020 Strategic Plan. Specifically, we believe the University should tailor its communication to young alumni, highlighting the importance of giving even small amounts to the University and how the increase in participation rate benefits them as alumni. The University could also provide giveaways to young alumni donors of roughly equal value to their donation to help get them into the habit of giving. The nomination process for outstanding young alumnus/alumna could also be used to engage recent graduates more effectively. Finally, public recognition of the importance of young alumni by the University could help this constituency feel more valued, even though most are not in a position to make significant financial contributions.


Committee Plans Set forth below are the individual strategic operating plans for each committee. By design, the plans are intended to be dynamic, adjusting as data patterns emerge or new needs or opportunities are identified, and as such should be understood as subject to further change.

Career Network Committee The Career Network Committee supports the initiatives of Trinity University’s Center for Experiential

Learning and Career Success through increased participation by alumni in networking, thought

leadership, coaching, and mentoring activities.

General Areas of Emphasis

Goals 2016‐2017 Goals 2018‐2020

Support the Center for Experiential Learning and Career Success

Goal: Support the Center for Experiential Learning and Career Success (CELCS)

Strategy to Achieve Goal: ● Collaborate with Marketing &

Benefits Committee on review of technology needs for alumni database management

● Create regional network of alumni contacts by industry for CELCS in collaboration with Chapters Committee

● (Re)establish a comprehensive Career Network and promote the network to both alumni and students

● Work with CELCS to create uniform alumni engagement tracking across campus departments

● Collaborate with the new Intern Coordinator to develop network of alumni contacts for experiential learning opportunities

● Provide support and constructive feedback to career services on initiatives where appropriate

Goal: Support the Center for Experiential Learning and Career Success (CELCS)

Strategy to Achieve Goal: ● Collaborate with CELCS to engage

alumni in career‐focused programming that could include panel sessions, informational interviews, mentorship, etc.

Measure of Success: ● Growth in number and

participation of alumni in career network

● Alumni participation in career‐focused programming


Measures of Success: ● Establish a network of alumni

contacts ● Establish a baseline for

participation in alumni career network

Support Career Chairs in Alumni Chapters

Goal: Support Career Chairs in Alumni Chapters

Strategy to Achieve Goal: ● Work with Chapters Committee

to fill Career Network chair positions on chapter boards and train alumni in those positions

● Clarify the role and responsibilities of chapter career chairs, in conjunction with the Chapters Committee

● Better coordinate and support chapter career chairs with resources from Career Services

● Evaluate programming for Making Connections events to ensure facilitation of both alumni‐to‐alumni and alumni‐to‐student connections

Measures of Success: ● Fill 80% of Career Network Chair

positions ● Quality of chapter Career

Network chairs as measured by how they meet job description expectations

Goal: Support Career Chairs in Alumni Chapters

Strategy to Achieve Goal: ● Work with Chapters Committee to

fill Career Network chair positions on chapter boards and train alumni in those positions

Measures of Success: ● Fill 95% of Career Network Chair

positions (no vacancies longer than 3 months)

● Quality of chapter Career Network chairs as measured by how they meet job description expectations

Promote Alumni Professional Success Stories

Goal: Promote alumni professional success stories

Strategy to Achieve Goal: ● Work with Chapters Committee

Career Chairs to identify alumni for stories/profiles

● Work with Trinity digital marketing staff to promote alumni success stories and career profiles for website, magazine, newsletter, and social media outlets

Measure of Success:

Goal: Promote alumni professional success stories

Strategy to Achieve Goal: ● Expand collection of alumni

stories/profiles from broader network

● Continue to promote sharing of alumni career profiles

Measure of Success: ● Degree of increased visibility of

alumni success stories


● Degree of increased visibility of alumni success stories

Chapters Committee The Chapters Committee furthers the Association’s goals through providing a support system for the Alumni Chapter leadership in an effort to actively engage all alumni. The Committee strives to provide the tools necessary for measuring chapter effectiveness and growth and provide necessary support for all Trinity Alumni Chapters. Local Alumni Chapters are the most critical arm of the Association. The Chapters are responsible for the local market implementation of the goals and objectives of the Association through regular events and directed communication with their community of alumni. Likewise, the local chapters should serve as the vital source of alumni feedback gathered from events, meetings and conversations. This intelligence is reported back to both the Office of Alumni Relations and the TUAAB to provide guidance on new opportunities to improve alumni engagement.


Goals 2016 – 2017 Goals 2018 – 2020

Improve Alumni Engagement

Goal: Measure & track 1st time attendees to Chapter Events. Strategy to Achieve Goal: At present and due to technology capabilities, local chapters are unable to identify and track 1st time alumni attendees. These are individuals who have never before attended any TU Alumni event or function. In order to improve alumni engagement, it is important to see if alumni events are attracting the same group of individuals each year or if they are reaching new individuals. We will use calendar year 2014‐2015 as the benchmark of attendees. Each successive year we will compare the names of all attendees to the benchmark to determine “new attendees”. Measures of Success: Have 2014‐2015 benchmark attendee list compiled by December 2015. Compare completed 2015‐2016 events attendance list to benchmark for 1 test chapter (San Antonio).

Goal: Increase new, 1st time attendees to Chapter Events to increase overall reach of Chapters. Strategy to Achieve Goal: Once database of attendees has been completed over several years, we will have reliable data to measure 1st time attendees. Revise Chapter Measurement Metrics to include the number of new 1st time alumni attendees. Measures of Success: Increase new alumni attendance to events in all chapters by 25% on a year over year basis.


Goal: Involve Chapters in Alumni weekend. Currently there is no chapter involvement in Alumni Weekend, the signature event of Alumni Relations. Strategy to Achieve Goal: Incentivize Chapter representatives (ideally Chapter Leadership i.e. President/VP) to attend Alumni Weekend. Mark Alumni Weekend participants’ name tags with identifying mark to designate respective Chapter area. Attending Chapter leadership will man a table to meet their respective alumni and distribute event calendars. Measures of Success: By 2017 Alumni Weekend, have participation from major Chapters including San Antonio, Houston, Dallas, Fort Worth & Colorado.

Goal: Incorporate Chapter involvement in Alumni Weekend as a minimum standard. Strategy to Achieve Goal: Revise Chapter metrics to include a measurement of chapter board representation at Alumni Weekend. Divide attendees to announcement of Chapter of Year award by chapter, hosted by Chapter President (either locally at Alumni Weekend or remotely at a Chapter event hosted on Alumni Weekend). Winning chapter to celebrate with their own membership (again at Alumni weekend or in telecast local market event). Measures of Success: 100% representation of chapters at Alumni Weekend either in person in San Antonio or at a local market event held during Alumni Weekend.

Goal: Improve Alumni contact with Professors to provide value‐added interaction reflecting back on the University

Strategy to Achieve Goal: Add alumni event to Alumni Weekend (possibly named Maintaining Connections) in which alumni and professors (both present and retired) socialize. Invite select alumni and professors to share stories about each other during key note section of event. Measures of Success: Measure alumni participation in 2016 event as a gauge of interest. Improve in 2017 event by at least 25%.

Goal: In addition to annual professor event at Alumni Weekend, increase professor participation in local Chapter events. Strategy to Achieve Goal: Provide more timely access to Professors’ travel schedule to allow Chapter leadership ample time to provide events incorporating Professors. Measures of Success: Continue to evaluate annual “Maintaining Connections” event at Alumni Weekend to gauge interest. Have at least 25% of chapters host one event with a Trinity Professor in attendance.


Area of

Opportunity Goals 2016 – 2017 Goals 2018‐2020

Strengthen Alumni Chapters

Goal: Reorganize Chapter Boundaries

Strategy to Achieve Goal: Based off feedback from Alumni Ambassadors Carol & Dave Mansen, many chapters are determined by state boundaries rather than proximity. Ex. Southern Connecticut should be part of NYC Chapter instead of New England because it is actually closer to NYC. Residents of this area should be invited to NYC events as they would be more likely to attend. Work with Chapter Presidents to draw up new chapter borders in most logical fashion. Incorporate Network Cities. Measures of Success: Benchmark alumni event attendance prior to boundary “redistricting”. Post redrawing of chapter lines, look for specific attendance factors ie, attendance to NYC event by alumnus living in southern Connecticut. Observe if there is corresponding increase in overall attendance in redistricted chapters. Solicit feedback from Chapter Presidents on effectiveness.

Goal: Create Virtual Chapter for alumni around the world or beyond reach of local chapters. Strategy to Achieve Goal: Virtual chapter will host online events, chat rooms, and social media posts to engage alumni that are currently located in areas not represented by a local chapter. These events will be aimed to engage distant alumni. To implement this idea, we will first start by forming a chapter for abroad alumni. This will serve as the first iteration of a “virtual chapter”. We will solicit officer nominees and schedule meetings to solicit ideas for events and operational/logistical planning (time zones, etc) for potential events. Measures of Success: By 2018 have a Virtual Chapter in formation approved by TUAAB. By 2020, have an approved virtual chapter.

Goal: Incentivize Chapters to plan local alumni events that promote diversity in class years that cover a broad range of topics/interests, that attract new alumni attendees and that engage alumni to the University. Strategy to Achieve Goal: Revise Chapter Metrics to point chapters toward University Goals. Distribute Chapter Metrics to Chapter Presidents before 2015‐2016 summer planning meeting. Measures of Success: Use year 2014‐2015 results as benchmark year before implementation of new metrics. Measure year over year change in number of events, variety of events, class range diversity, board member participation, and total event reports submitted. Achieve 10% or better improvement in all metrics.

Goal: Replace Chapter Metrics as an evaluation tool with annual goals established by individual chapters. Use Tyler Wilson’s Colorado Chapter as model. Strategy to Achieve Goal: As local chapters develop, rather than continue to measure their success using centralized broad based Chapter Metrics, we will encourage chapters to set individual goals of # of events, diversity of attendance, 1st time alumni attendees, and other areas that they need development in. Achievement of these goals will be used as a tool for evaluation. Measures of Success: By 2017 have major market chapters (San Antonio, Dallas, Ft. Worth, Houston, Austin) setting individualized goals. By 2020, have all chapters setting individualized goals.


Goal: Improve training provided for Chapter Leadership/Officer positions. Implement mentorship so that newly elected presidents have more resources beyond Chapter Handbook and Alumni Relations Office. Strategy to Achieve Goal: Partner newly elected Chapter Presidents with experienced Chapter Presidents to provide mentorship. Measures of Success: After annual Chapter elections, have 100% of newly elected Chapter Presidents partnered with experienced Presidents.

Goal: Implement Succession Planning across all chapters. Strategy to Achieve Goal: Chapter Presidents will be responsible for identifying and recruiting successors. Measures of Success: All Chapters implementing succession planning for major positions (President, Vice President, etc.)

Area of

Opportunity Goals 2016 – 2017 Goals 2018‐2020

Improve Inter & Intra Board (TUAAB to Chapter & Chapter to Chapter) Communication

Goal: Improve communication between TUAAB and local chapters. Ensure consistency in the message from the University to the TUAAB to local chapters.

Strategy to Achieve Goal: Assign one member of the TUAAB Chapter Committee to serve as a liaison to 2 chapters. These individuals will communicate TUAAB meeting minutes, etc to chapters. Measures of Success: 100% of chapters have a TUAAB liaison.

Goal: Improve engagement of chapter leadership, create excitement on local chapter boards, increase understanding of the importance of local chapters’ role in success of university. Strategy to Achieve Goal: Institute Chapter President retreat during the TUAAB Leadership Conference. Measures of Success: 50% attendance by Chapter Presidents.

Goal: Chapter leadership is able to articulate current state of affairs concerning annual alumni participation rate in annual giving and its importance to the University. Also able to state University need in a consistent message across chapters. Strategy to Achieve Goal: With approved message concerning University need, TUAAB Chapter’s Chair will provide training to Chapter Leadership on this message. Also, TUAAB Chapter Chair will ensure timely distribution of TUAAB leadership conference materials to keep chapter president, vice president updated on current alumni giving rate.

Goal: Continue to develop Chapter leadership understanding of alumni participation rate and University need concerning annual giving. Strategy to Achieve Goal: Responsibility for communicating/training Chapter leadership on the University’s message of giving need and the current alumni giving participation rate will transition to TUAAB Chapter’s Committee Chapter Liaisons. Chapter Liaisons will provide timely updates to Chapter Leadership concerning TUAAB meeting minutes. Measures of Success: 100% of chapters are on message and can accurately state the University need and annual alumni


Measures of Success: TUAAB Chapter’s Liaison will audit their respective chapters (2 a piece) on understanding of participation rate and state of University need through phone calls/discussion. Results reported back to TUAAB at meeting. Goal is to have 60% of chapters on message.

participation rate as audited by Chapter Liaisons and Alumni Relations.

Goal: Incentivize Chapters Board Members to participate in annual giving to Trinity. Strategy to Achieve Goal: Redesign Chapter Metrics to reward Chapter Boards with 100% participation in annual giving. Chapters achieving 100% participation will be able to receive a perfect score in one chapter metric category despite underlying score. Measures of Success: Establish benchmark for current Chapter Board member participation in annual giving. Near term goal, increase giving amongst chapter board members by 25%.

Goal: Incorporate Chapter Board member giving as an established metric. Strategy to Achieve Goal: Provide Chapter Board member participation percentage in giving on a chapter by chapter basis to all Chapter leadership. While lack of participation will not be penalized, the percentage will still be disclosed. Measures of Success: Giving amongst chapter board members is at 80% or better (understanding regular turnover of board members)

Goal: Facilitate alumni giving at time of purchase when paying/registering for alumni chapter events Strategy to Achieve Goal: At this point, adding a box to allow alumni to make a gift at time of registration is not technologically possible. In the interim, we will include a link on the confirmation email that encourages alumni to consider making a gift. Measures of Success: Roll new event confirmation email with added gift language to 1 chapter initially. Establish benchmark alumni participation rate for 1 chapter’s given demographic area. Count # of alumni that opt to give through new event registration tool. Observe if they are new 1st time givers. Attract 10 or

Goal: Based off results from initial implementation period, roll event confirmation with gift language to all chapters. If technologically possible, add it to registration process so alumni would be able to “add $20 to their registration fee as a gift to University”. Strategy to Achieve Goal: Rollout to all chapters across Trinity University Alumni Association. Measures of Success: Establish individual benchmark alumni participation rate for all chapters given demographic area. Count total # of alumni that choose to give through event registration. Compare their previous giving activity. Ensure that giving $’s does not decline as a result of event registration. Attract 10 or more new 1st


more new 1st givers without sacrificing established givers $’s.

givers (individuals who have never given through this new format) across all chapters annually through new event registration tool.

Development Committee The Development Committee builds advancement‐focused activities and programs that support the goal of alumni engagement and promote lifelong relationships between Trinity's current and future alumni, the University, and its many constituencies.


Goals 2016‐2017 Goals 2018‐2020

Continuous Improvement in Giving and Donor Retention

Goal: Aim for continuous improvement in giving, year to year by advocating for adequate resources for development and alumni affairs

Strategies to Achieve Goal:

1. Improve giving participation from the most accessible constituents: ● current students ● current chapter leadership &

membership ● alumni for whom we have current

contact information 2. Improve the system for tracking new donors acquired 3. Improve donor retention rates in all categories 4. Continue to allow donors at all levels to choose their area of support 5. Use benchmarking from similar universities to take advantage of proven techniques and programs that support and improve giving

a. Continually measure success against similar size Universities

b. Evaluate proven fundraising methods of more successful programs (e.g. University of Texas—Austin)

Goal: Aim for continuous improvement in giving, year to year by advocating for adequate resources for development and alumni affairs


1. Maintain gains and continue to improve giving participation from the most accessible constituents: ● current student s ● current chapter leadership &

membership ● alumni for whom we have current

contact information 2. Continue to work towards increase in new donors acquired and maintain gains 3. Continue to improve and maintain gains in donor retention rates in all categories

Metrics for Success

1. Alumni giving participation continues to grow 1% each year and reaches 16% by the end of 2020 2. Increase in total alumni dollars donated


c. Eliminate efforts that are not profitable and redistribute focus to more profitable measures.

6. Review and reassess benefits of giving at all levels

7. Create a robust stewardship program to guide the ongoing need to thank and continue the engagement and re‐engagement process with different levels of donors

a. Ensure cross departmental participation so that the University is guided by a single set of principles and standards.

Metrics for Success

1. Alumni giving participation increases by 1% each year 2. Increase in total alumni dollars donated each year 3. Increase in number of major gifts acquired and planned gifts committed 4. Student giving participation rate increases by 2% per year

3. Student participation increases 10% by 2020, which is subsequently maintained or improved each year.

a. Spread giving initiatives among all 4 classes as opposed to focusing on the Senior Class.

b. Increase opportunities to give through less traditional means:

i. tiger bucks ii. When buying Trinity

branded items from book store

iii. Stating a short term initiative as opposed to LT Endowment

4. Increased student dollars donated each year maintained through 2020

Improved University Communications and Messaging to all Constituencies in Support of Giving

Goal: Establish a coordinated university‐wide communications effort containing a clear case for financial support appropriate for each donor category

Strategies to Achieve Goals

1. Use the goodwill of Dr. Anderson’s new presidency to build and improve relationships and raise Trinity’s profile with donors, chapters, the community and the state 2. Use focus groups to critique targeted marketing and communication information to assess whether it is appropriate and has the potential to positively influence the engagement and giving rates for that constituency group 3. Consider using testimonials from well‐known and successful Trinity graduates about why they give to Trinity; 4. Use student ambassadors and class agents to influence the perception that financial support for Trinity is important at all levels

Goal: Establish a coordinated university‐wide communications effort containing a clear case for financial support appropriate for each donor category


Measure and monitor all fundraising efforts to assess outcomes and identify successes and failures; direct or redirect resources as needed thus ensuring increasingly successful campaigns and initiatives through 2020 and beyond.

Metrics for Success

Participation rates and dollars raised improve as stated in Goal 1


5. Articulate more effectively why Trinity needs to improve alumni participation rate and overall alumni giving by developing and consistently using messaging for TUAAB and in‐person communications

Metrics for Success


Strengthen Trinity University Alumni & Student Engagement to Improve Giving Rates Among Students and Alumni

Goal: Improve alumni and student engagement rates through collaboration with the Chapters Committee and the Student Affairs Committee, which will lead to improved giving rates.


1. Create signage and messaging that is visible all over the campus and at all student and alumni events 2. Encourage student giving by creating a class giving program from Freshmen through Senior years 3. Create a Development Chair position for Chapter boards to help promote financial support to Trinity 4. Introduce the concept of getting students to donate tigerbucks when they are in school 5. Use student ambassadors and class agents to influence the perception that financial support for Trinity is important at all levels

Metrics for Success


Goal: Improve alumni and student engagement rates through collaboration with the Chapters Committee and the Student Affairs Committee, which will lead to improved giving rates.


Assess results of all strategies and continue successful efforts; continue to benchmark

Metrics for Success


Fraternities and Sororities Committee The Fraternities and Sororities Committee expands the base of Greek alumni involvement with

University student organizations and the University in general by building on the work the Greek Alumni

Advisory Council has done. This committee enables more frequent alumni engagement with active

fraternity and sorority members through strong communications and actions between the Alumni


Advisors, Chairs, and the TUAAB Fraternities and Sororities Committee members, the benefit of this

being greater involvement by Greek alumni with their organizations and subsequently Trinity University.


Goals 2016‐2017 Goals 2018‐2020

Increased Alumni Involvement with Greek Organizations

Goal: Increased Alumni Involvement with Greek Organizations Strategy to Achieve Goal:

● Increase the roles and responsibilities for alumni advisors as detailed in the Blueprint

● Increase the number of alumni advisors required per club

● Consider initial survey of alumni advisors and of clubs for feedback on alumni involvement with Greek organizations and refinement of same

Measure of Success:

● Increase in the number of alumni involved with clubs as alumni advisors

Goal: Increased Alumni Involvement with Greek Organizations Strategy to Achieve Goal:

● Continue to refine roles and responsibilities for alumni advisors based on experience through 2017

● Maintain growth in the number and collective impact of alumni advisors

Measure of Success: ● Continue increase in the number

of alumni involved with clubs as alumni advisors

Mending the Relationship Between Greek Alumni and the University and Acknowledgement of Greek Contributions to the University

Goal: Create an environment in which Greek alumni feel valued by the University Strategy to Achieve Goal:

● Facilitate ways for Greek alumni to have positive experiences with the University, including scholarship drives, on‐campus community service events, etc.

● Promote and raise the visibility of the Greek Alumni Advisor of the Year award

● Pursue the creation of a Greek profile in the Trinity magazine or newsletter

● Host an all‐campus Greek social event on campus welcoming all Greek organizations & alumni

● Work closely with the University to implement all of the above strategies

Measure of Success: ● Increase number of Greek

alumni that participate in

Goal: Create an environment in which Greek alumni feel valued by the University Strategy to Achieve Goal:

● Refine ways for Greek alumni to have positive experiences with the University, based on experience through 2017

● Promote and raise the visibility of the Greek Alumni Advisor of the Year award

● Maintain a pipeline of stories to be profiled in the Trinity magazine or newsletter

● Host an all‐campus Greek social event on campus welcoming all Greek organizations & alumni

● Work closely with the University to implement all of the above strategies

Measure of Success: ● Increase number of Greek

alumni that participate in


University‐related events and programs

● Regular survey of Greek alumni attitudes toward Trinity

University‐related events and programs

● Positive movement in results of regular survey of Greek alumni attitudes toward Trinity

Improve Communication with Greek Alumni

Goal: Improve communication with Greek alumni Strategy to Achieve Goal:

● Work with the University to create channels for regular communication with Greek alumni—not just in the event negative issues arise

Measure of Success: ● Participation in and feedback on

these communication channels ● Regular survey of Greek alumni

attitudes toward Trinity

Goal: Improve communication with Greek alumni Strategy to Achieve Goal:

● Refine strategy around regular university communication channels with Greek alumni

Measure of Success: ● Increased participation in and

feedback on these communication channels

● Positive movement in results of regular survey of Greek alumni attitudes toward Trinity

Marketing & Benefits Committee The Marketing & Benefits Committee goal is to support the Trinity University Alumni Association by

advocating for the alumni body at large and assessing the benefits and services available to alumni of the

University.

The Marketing & Benefits Committee is charged with considering the alumni body at large and to advise

the Trinity University Alumni Association Board and the University administration through its continuous

outreach, collection, and analysis of alumni data and metrics. Additionally, the Committee supports and advises the University’s Alumni Relations and

Communications departments in their ongoing efforts and projects. These projects could be related (but

not limited) to: University branding and recognition; identifying and developing alumni constituencies;

expanding alumni chapters’ effectiveness; promoting regional alumni ambassadors; growing affinity

groups; and challenging all committees and TUAAB members to strive for excellence in our development

of a world class alumni association.


Goals 2016‐2017 Goals 2018‐2020

Engagement Goal: develop and implement appropriate alumni outreach initiatives to promote affinity and engagement. Strategy to Achieve Goal:

Goal: develop and improve appropriate alumni outreach initiatives to promote affinity and engagement. Strategy to Achieve Goal:


● Facilitate meaningful two‐way communication to foster a sense of engagement among alumni, including tactics such as

o Quarterly open conference calls

o Invitation to attend TUAAB meetings

o Capitalizing on Dr. Anderson’s listening tour

o Inviting alumni to share stories through the webcast

● Promote open call for nominations to the TUAAB to increase diversity and foster the foster the notion that TUAAB service is both prestigious and an important commitment

● Review the process for alumni awards nominations

● Define opportunities to showcase alumni thought leadership (e.g. on‐campus lectures by distinguished alumni)

● Encouraging alumni to share their stories

● Drive alumni representation in critical university matters (e.g. Campus Master Plan, planning for future capital campaigns)

● Establish the elements of an “TUAAB alumni ambassador” program to disseminate information about the University relevant to alumni and to aid in the development of leadership at the chapter/regional network level

Measure of Success: ● Establish a baseline of

participation in two‐way communications activities

● Establish a baseline for new nominees for membership to the TUAAB

● Establish a baseline for annual nominations for alumni awards

● Review and further refine methods ofmeaningful two‐way communication

● Review success of open nomination process for membership to the TUAAB and implement adjustments as necessary

● Review success of nomination process for alumni awards and implement adjustments as necessary

● Refine “TUAAB alumni ambassador” program

● Define further opportunities to showcase alumni thought leadership, such as online media such as podcasts

Measure of Success: ● Increase participation in two‐way

communications activities ● Ensure a healthy stream of new

nominees for membership to the NAB, as defined by the committee

● Ensure a healthy stream of annual nominations for alumni awards, as defined by the committee


● Number of and attendance at events showcasing alumni thought leadership

Communications

Goal: to partner with the university communications department to ensure communication with alumni are consistent, relevant, and effective Strategy to Achieve Goal:

● Catalog and critically review current communications efforts including all avenues, frequency, messaging, and desired outcomes

● Work with communications office to ensure consistent and tailored branding and messaging

● Catalog and critically review opportunities for online engagement with alumni (e.g. sharing your story, updating your information)

● Develop new outlets for communication that promote affinity with the university

o “State of the University” updates

o “State of the TU Degree” updates

● Promote university‐branded social media and coordinate alumni‐relevant content

● Fully understand alumni data collection across university technology platforms

● Initiate a review of current technical infrastructure supporting alumni engagement and utilize technical expertise from alumni who work in this area professionally

● Further define 2018‐2020 communications strategies based on evaluation through 2017

Measure of Success:

● Understanding across the TUAAB of alumni communications strategy

● Establish a baseline for alumni attitudes toward

Goal: to partner with the university communications department to ensure communication with alumni are consistent, relevant, effective, and targeted. Strategy to Achieve Goal:

● Monitor ongoing communications and engagement efforts; provide suggestions where needed

● Evaluate new outlets for communication that promote affinity with the university and continue to develop new ideas for such outlets

● Promote university‐branded social media and coordinate alumni‐relevant content

● Make recommendations on how to use alumni data to target communication based on review of current technical infrastructure; leverage support from alumni with relevant expertise, as necessary

Measure of Success:

● TUAAB input into alumni communications strategy results in quantifiable improvement to

○ Hits on the alumni section of the website

○ Open rates for email to alumni

○ Engagement on social media ● Improve alumni attitudes toward

communications they receive from the university

● Productive collaboration between TUAAB and the university on alumni data collection


communications they receive from the university

● TUAAB input into alumni communications strategy results in quantifiable improvement to

○ Hits on the alumni section of the website

○ Open rates for email to alumni

○ Engagement on social media

Benefits Goal: articulate the value of existing benefits and evaluate new benefit opportunities Strategy to Achieve Goal:

● Understand and evaluate current suite of benefits provided to alumni

● Conduct a survey of alumni to review what are perceived benefits of membership in TUAA.

● Consider a survey of peer institutions for additional benefits that could be offered.

● Refine messaging related to alumni benefits and ensure consistent application of recommended changes, utilizing information gathered in survey above

Measure of Success: ● Completion of evaluation of

current suite of benefits ● Consistent messaging around

alumni benefits across university communications

● Establish baseline utilization rate for alumni benefits

Goal: create a general understanding of TUAA benefits and pursue new benefit opportunities as appropriate Strategy to Achieve Goal:

● Continue to evaluate and refine messaging related to alumni benefits

Measure of Success:

● Increasing utilization rate for alumni benefits

Events and Programming

Goal: review current events and programming for effectiveness in engaging national alumni base; recommend new strategies Strategy to Achieve Goal:

● Continue to develop Alumni Weekend programming that “meets alumni where they are”:

Goal: review current events and programming for effectiveness in engaging national alumni base; recommend new strategies Strategy to Achieve Goal:

● Evaluate effectiveness of changes in Alumni Weekend programming that “meet alumni where they are”; evaluate and continue to support


identify and support affinity group events, host events in meaningful locations on and off campus

● Bringing Trinity to alumni away from campus (e.g. educational programming through online lectures, online broadcast of on‐campus events); make recommendation for content to be broadcast

Measure of Success: ● Increase in annual attendance at

Alumni Weekend ● Increase affinity group

participation in Alumni Weekend ● Establish baseline for

participation in virtual alumni programming

affinity group events and most effective locations for hosting events

● Refine efforts to bring Trinity to alumni away from campus

Measure of Success: ● Continue to increase in annual

attendance at Alumni Weekend ● Affinity group participation is a central

part of Alumni Weekend ● Grow participation in virtual alumni

programming

Recruitment Committee The Recruitment Committee partners with the University's Admissions and Alumni offices to advance

the University in recruiting outstanding students while providing alumni with opportunities to connect

with, serve and promote the university.

General Areas of

Emphasis Goals 2016‐2017 Goals 2018‐2020

Assist in Yield Efforts,

Transitioning Admitted

Students to Deposited

Students

Goal: Facilitate meaningful alumni

contact with our highest achieving

admitted students to boost deposits at

Trinity Strategy to Achieve Goal: • Letter writing, calling campaign or

individual meetings with all rank 4 & 5

students Measure of Success:

Goal: Facilitate meaningful alumni

contact with high priority admitted

students to boost deposits at Trinity Strategy to Achieve Goal: • Letter writing, calling campaign or

individual meetings with all rank 4 & 5

students with adjustments made based

on experience through 2017 Measure of Success: • Evaluate impact by comparing deposit

rate of students contacted by alumni to


• Evaluate impact by comparing deposit

rate of students contacted by alumni to

those not contacted by alumni • Evaluate response to alumni contact

related questions in admitted student

survey each summer

those not contacted by alumni, with

sustained year‐on‐year growth in years

2018‐2020 • Evaluate response to alumni contact

related questions in admitted student

survey each summer

Strengthen Trinity

University Market

Position

Goal: Continue to help increase

awareness of Trinity among prospective

students and families. Strategy to Achieve Goal: • Coordinate alumni participation in and

assistance with college fairs, high school

programs, interviews, and receptions

around the country. Measure of Success: • Volunteers secured and trained for 30+

college fairs/high school programs each

academic year • Number of students contacted at

college fairs and demonstrated impact on

how they progress through the

recruitment funnel • Year to year, apps, admits, deposits, in

markets with alumni involvement with an

increase each year • Sufficient alumni coverage at each

interview weekend and recruitment

reception (depends on the event)

Goal: Continue to help increase

awareness of Trinity among prospective

students and families, with an emphasis

on those areas not as frequently visited

by Admissions Staff Strategy to Achieve Goal: • Coordinate alumni participation in and

assistance with college fairs, high school

programs, interviews, and receptions

around the country. Measure of Success: • Volunteers secured and trained for 40+

college fairs/high school programs each

academic year • Number of students contacted at

college fairs and monitor how they

progress through the recruitment funnel • Year to year, apps, admits, deposits, in

markets with alumni involvement with an

increase each year • Sufficient alumni coverage at each

interview weekend and recruitment

reception (depends on the event)

Alumni Chapter

Relations and Chapter

Board Recruitment

Network Chairs

Goal: Continue to improve

communication with chapter boards

regarding their involvement in

recruitment efforts Strategy to Achieve Goal: • Work with Chapters Committee to fill

Recruitment Network chair positions on

chapter boards and train alumni in those

positions

Goal: Facilitate consistent and

productive contact between Admissions

and chapter boards that results in

improved recruitment abilities Strategy to Achieve Goal: • Work with Chapters Committee to fill

Recruitment Network chair positions on

chapter boards and train alumni in those

positions


• Establish co‐chairs or succession plans

in primary markets, as defined by the

Office of Admissions. • Ensure quarterly updates to chapter

board (either between Admissions and

board, or Admissions and chairperson) Measure of Success: • Fill 80% of Recruitment Network Chair

positions • Quality of chairperson as measured by

how they meet job description

expectations • Quality of experience for chairperson,

as measured by an annual survey

• Establish co‐chairs or succession plans

in all chapters • Ensure quarterly updates to chapter

board (either between Admissions and

board, or Admissions and chairperson) Measure of Success: • Fill 95% of recruitment chair positions

(no vacancies longer than 3 months) • Quality of chairperson as measured by

how they meet job description

expectations • Quality of experience for chairperson,

as measured by an annual survey

Strengthen the

Recruitment Network

as a Core Component of

Infrastructure to

Achieve Recruitment

Committee Goals

Goal: Increase alumni awareness of and

participation in the Recruitment Network

Strategy to Achieve Goal: • Create plan to increase awareness of

the Recruitment Network and grow

number of active volunteers. • Target alumni from groups such as the

Ambassadors, Tour Guides, TDR, etc to

boost participation rate • Implement branding and marketing

plan • Review Recruitment Network database,

including how volunteers sign up • Develop guidelines for which alumni

are considered active and when inactive

alumni should be removed from the list Measure of Success: • Increase the number of individuals on

recruitment list by 5% each year • Increase percentage of active

volunteers on recruitment list from 21%

to 40% • Increase in percentage of young alumni

volunteers from 36% to 40% iv

Goal: Increase alumni awareness of and

participation in the Recruitment Network

Strategy to Achieve Goal: • Continue to engage new volunteers

and increase percentage of active

members. • Continue to improve young alumni

volunteer rate targeting alumni from

groups such as the Ambassadors, Tour

Guides, TDR, etc. • Continued implementation of branding

and marketing plan Measure of Success: • Increase the number of individuals on

recruitment list by 5% each year • Increase percentage of active

volunteers on recruitment list from 40%

to 65% • Maintain a young alumni volunteer

percentage above 40%


International Expansion

of the Recruitment

Network and

Promotion of Trinity as

a Place of International

Citizenship

Goal: Leverage the Recruitment Network

to increase the number and quality of

international applications to Trinity Strategy to Achieve Goal: • Create a structure and implement a

plan for alumni living outside of the U.S.

to assist with recruitment efforts. Plan to

be developed in 2016 and implemented

in the years following. • Publish and promote stories featuring

alumni having a global impact;

incorporate these into marketing

materials Measure of Success: • Grow participation rate of international

alumni in recruitment year‐on‐year • Monitor application statistics for

international students (apps, admits,

deposits) with a goal of maintaining 10%

but increasing the quality and number of

applications (as overall applications to

Trinity increase).

Goal: Leverage the Recruitment Network

to increase the number and quality of

international applications to Trinity Strategy to Achieve Goal: • Continued implementation of plan to

increase international alumni

involvement in recruitment activities • Assess impact of stories of alumni

having a global impact and adjust as

needed Measure of Success: • Growth participation rate of

international alumni in recruitment year‐

on‐year • Monitor application stats for

international students (apps, admits,

deposits) with a goal of maintaining 10%

but increasing the quality and number of

applications (as overall applications to

Trinity increase).

Student Affairs Committee The Student Affairs Committee fosters alumni and student interaction by partnering with the divisions of

Student Life to encourage student and alumni engagement and philanthropy.


Goals 2016‐2017 Goals 2018‐2020

Activities & Programs: Campus‐Wide (General Student Population) Reach

Goal: Build a relationship between current students and the TUAA that encourages active participation in the association after graduation


● Document existing programming for baseline metrics (# of students

Goal: Build a relationship between current students and the TUAA that increases active participation in the association after graduation



targeted, # participated; # of alumni targeted, # participated). ● Partner with the Development Committee to promote student philanthropy initiatives in partnership with the Department of Development and Alumni Relations ● Refine a comprehensive schedule of annual events and engagement strategies targeted to students at each stage of their Trinity career, which may include all or some of the following: ● Deposited students: handwritten welcome postcard from alumni in a summer “Tiger box”

● Deposited students: alumni help during move in day

● First Year: Great Pumpkin Party ● Sophomore Year: Ice Cream Social ● Junior Year: develop an event or engagement strategy for third year students

● Senior Year: Ring Scholarship, Ring Ceremony, Last Great Reception, Countdown To Commencement, handwritten “welcome to the TUAA” postcard

● After Graduation: gift from TUAA, “welcome to TUAA” happy hours throughout TUAA chapter network ● Continue and develop initiatives that target students across all years, including: ● Invitation to Alumni Making Connections Events

● Tag Week ● Scholarship Reception ● Alumni Student Service Awards ● National Day of Service/Trinity Cares

Measures of Success:

● Percentage of graduating seniors who participate in programs prior to graduation ● Trajectory of involvement: how does participation in TUAA programming increase from one year to the next

● Evaluate the participation data from years 2016‐2017 and review baseline metrics

● Where participation has been good, target appropriate increases and define what resources are needed to achieve the increases

● Where participation has been poor, identify new opportunities to improve or replace the program in question


● Percentage of graduating seniors who participate in programs prior to graduation ● Trajectory of involvement: how does participation in TUAA programming increase from one year to the next ● Percentage of alumni participants in programming ● Percentage of students who give to the university before graduation


● Percentage of alumni participants in programming ● Percentage of students who give to the university before graduation

Activities & Programs: Diversity & Inclusion Initiative

Goal: leverage the alumni network to support diversity and inclusion initiatives on campus

Strategies to achieve goal:

● Coordinate with the Office of Student Involvement to develop a pilot program to bring alumni to campus to meaningfully participate in events and programming to support the University’s D&I goals ● Target the following events for alumni involvement:

- Alternative Spring Break

- LGBTQ activities

- MLK Jr March

- MLK Jr Lecture ● Develop support structures for priority constituencies:

- First Generation Students: pair with First Generation Alumni (mentorship)

- Women’s Leadership: host a panel by women alumni on issues specific to women

- Other multicultural groups as may be defined by the Office of Student Involvement

● In partnership with the Division of Advancement and Alumni Relations, develop an appropriate alumni survey to determine the relevant pool of alumni who can participate in above


● Creation of a network of alumni to support diversity and inclusion initiatives ● Establish a baseline rate of alumni participation in diversity and inclusion initiatives ● Track effect of alumni engagement within target student constituencies (e.g. do programs

Goal: leverage the alumni network to better support diversity and inclusion initiatives on campus


● Refine the programming developed during the pilot program and add measurable goals


● Growth of network of alumni to support diversity and inclusion initiatives ● Year‐on‐year increase in rate of alumni participation in diversity and inclusion initiatives ● Track effect of alumni engagement within target student constituencies (e.g. do programs improve retention rates within a particular group?)


improve retention rates within a particular group?)

Activities & Programs: Other

Goal: Identify with the Office of Student Involvement other potential areas of “underserved” student activities that could benefit from alumni engagement


● Promote student affinity groups based on region (e.g.: connect students from a particular area; further connect such students with an alumni contact from that area) ● Connect foreign students with alumni from the same home country or region ● Partner with the Fraternities and Sororities Committee to ensure complementary student engagement for these affinity groups.

Measure of Success:

● If possible, track effect of alumni engagement within target student constituencies (e.g. do programs improve retention rates within a particular group?)

Goal: Identify with the Office of Student Involvement other potential areas of “underserved” student activities that could benefit from alumni engagement


● Refine efforts to connect alumni with “underserved” student constituencies ● Refine metrics of success

Measure of Success:

● If possible, track effect of alumni engagement within target student constituencies (e.g. do programs improve retention rates within a particular group?)

Communication Strategies

Goal: Ensure communications from TUAA to students have consistent branding and messaging that lay the groundwork for a strong association after graduation


● Develop, with the Departments of Communications and Development and Alumni Relations, a consistent “brand” for all TUAA communications current students receive ● Promote use of technology and communication to create awareness ● Promote use of consistent social media and networking ● Promote a brand of “to our future alumni”


● Percentage of students who give to the university before graduation

Goal: Ensure communications from TUAA to students have consistent branding and messaging that lay the groundwork for a strong association after graduation


● Continue to refine TUAA brand and evaluate the effectiveness of our communications to students, with adjustments as necessary


● Percentage of students who give to the university before graduation ● Determine if engagement and giving from young alumni, especially those who have just graduated, increases over time in a way that’s


● Determine if engagement and giving from young alumni, especially those who have just graduated, increases over time in a way that’s attributable to TUAA efforts targeted at current students

attributable to TUAA efforts targeted at current students


Conclusion As mentioned in the opening of this document, a culture of engagement cannot be created overnight; however, we are confident that through the work outlined in this strategic plan, such a culture will take root. We will reach alumni “where they are” (vs. where we think they are, or want them to be) more effectively, engage with them in ways that create a greater sense of investment in the University, and translate that sense of investment into support for the University and fellow alumni. Each committee now has specific goals, strategies to achieve those goals, and measures by which to hold themselves accountable. With this level of detail, the Plan should be regularly revisited—both to track progress and to make updates as necessary—to ensure it remains an effective guide through 2020. In many cases, baseline metrics will have to be created and initial estimates tweaked, but the most important step is simply defining goals by which we can measure our progress. Trinity University has world‐class alumni who deserve a world‐class alumni association. The goal of this Strategic Plan is to put the TUAA on the path to becoming such an association for the mutual benefit of the University and its alumni. The Strategic Planning Committee respectfully submits this plan to the Trinity University Alumni Association Board for its approval and sincerely thanks all of the directors whose collective effort is reflected in this document. Trinity University Alumni Association Leadership: President: Leslie Hollingsworth ‘88 Vice President/President‐Elect: James Sanders ‘98 Secretary: Carol Folbre '81 Immediate Past President: Erin Baker ‘99 TUAA Committee Chairs: Career Network: Patrick Pringle ‘87 Chapters: James Sanders '98 Development: Sean Benton ’10, MS ‘11 Fraternities and Sororities: Amy Turlington Chambers ‘87 Marketing & Benefits Association: Jill Garrison Grace ‘85 Recruitment Network: Tina Bird '88 Student Affairs: Mark Cheng '01 Chair, Strategic Planning Committee: Nick Shockey ‘09 This strategic plan was adopted by the TUAA Board on September 17, 2016.


Trinity University Alumni Association Strategic Plan Revision/Amendment History

Sept 17, 2016 Strategic Plan ratified and adopted by Board vote

October 11, 2016 Strategic Plan amended to reflect Board vote to update National Association Committee name to Marketing & Benefits Committee


Appendices:

1. Chapters Committee Current State: At present, the Trinity Alumni Association enjoys the volunteer efforts of 22 chapter boards across the country. These boards range in size of volunteers from 15 directors to 2 directors. During the alumni calendar year of 2014‐2015 (June through May), 18 of these chapters hosted 108 events attracting alumni, alumni guests, and parents of current students. The results for 2014‐2015 are currently being tabulated and reconciled. It is important to note that 67 of these events (62%) were hosted by 5 chapters and out of these, 49 of the events (45%) were hosted by only 3 chapters. During these events, 2,770 people were reached, 1,687 of whom were alumni. However, it is important to note that these attendees were not “unique”. Currently, Alumni Relations does not have the ability to count unique attendees. This means that if one alumnus were to attend 10 events, he would be counted as 10 attendees. Therefore it is difficult to determine the true “reach” of the local alumni chapters’ efforts. Out of the over 20,000 Trinity Alumni, we don’t have a clear measure of what percentage were engaged by local chapter events. Upon further inspection of the 1687 attendance records of alumni, it is noted that 618 or 37% of these attendance records (again not unique attendees) were from San Antonio alone. When the 4 other major‐market chapters (Dallas, Ft. Worth, Houston, Colorado) above are included, 1223 or 73% of alumni attendance is accounted for. This indicates that 5 chapters are responsible for 73% of alumni attendance and 13 chapters (2013‐2014 only had 18 chapters as opposed to current 22 chapters) made up the balance of 27% of alumni participation. In the 2013‐2014 alumni calendar year, the Alumni Relations office gained the ability to track “new” alumni. These are defined as individuals who have never before attended an alumni event (or we currently do not have record of their attendance). During this calendar year, across the 108 events hosted, 4 new alumni attended events. Currently, a stark difference exists between developed chapters and those that are still in the process of developing. Chapters such as San Antonio, Houston, Dallas, Fort Worth, and Colorado enjoy fairly large boards of directors allowing them to host more events, evenly distribute the work load, and fill all required officer posts. They also enjoy an annual election of new volunteers that allow veteran members to step down from the board. Developing chapters like San Diego, for example, struggle to recruit board members and battle member fatigue as the work load is distributed over a few people for many years. Without the continued efforts of a few people in these areas, these chapter boards can often fail. Annually chapters compete amongst one another for 2 awards offered by Alumni Relations and voted on by the Trinity University Alumni Association Board Chapters Committee. These awards are the Top Chapter Award and the Best Event Award. The Top Chapter Award is determined by established metrics used to rate each chapter. In the upcoming chapter calendar year, 2015‐2016, newly revised metrics will be used. These metrics were designed by the TUAAB Chapters Committee in conjunction with Alumni Relations. They also went through a comments period in which they were analyzed by the local chapter presidents and updated based on suggested revisions. The Top Chapter Award is voted upon by the TUAAB Chapters Committee. Each chapter has the opportunity to submit a write up of their best event for consideration of this award. The event is judged upon its alumni reach, impact on the local community, reflection of university values/goals, and overall innovation. The winners of both of these awards are announced during Alumni Weekend. Chapters enjoy the unwavering support of the Alumni Relations office for numerous items. Alumni Relations provides guidance to board members and chapter leadership as well as funds for event costs. Currently, chapters do not have an annual budget. Rather, they rely on Alumni Relations to provide funds on an ad hoc basis for planned events. Chapters also have many tools available for guidance and board member training. They can refer to the Chapter Handbook for all rules, regulations, and helpful hints needed to run an alumni chapter.


Additionally, in 2013, Alumni Relations, with the help of board members of various chapters, created an on‐line video of “best practices” on how to run a successful chapter. This video is available to all chapter board members. In all, the Trinity University Alumni Association has enjoyed tremendous growth in its chapter community across the country. As of this time, these chapters are in varying stages of development and could benefit from continued University guidance and support as well as leadership from the TUAAB. Many opportunities to improve the Chapter Network exist. These opportunities are outlined in the Strategic Plan Objectives that are included as part of the overall Trinity Tomorrow Strategic Plan and enumerated in the remainder of this document.


2. Recruitment Committee [i] Admitted Students by Academic Rank (1‐5, low‐high academic profile)

Fall 2013 Fall 2014 2 Yr Avg

ACRK Admit % of Admits Admit % of Admits Admit % of Admits

1 409 15.3% 337 14.0% 373 14.7%

2 636 23.9% 540 22.4% 588 23.2%

3 589 22.1% 582 24.1% 586 23.1%

4 565 21.2% 573 23.8% 569 22.4%

5 466 17.5% 379 15.7% 423 16.6%

Total 2,665 2,411 2,538

[ii] College Fairs Covered by Alumni Representatives

2012‐2013 2013‐2014

14 events 24 events

Info for 160 students captured at events Info for 275 students captured at events

[iii] Recruitment Network Members:

2011‐2013 2013‐2014

508 members on email list 664 members on email list

189 alumni from class years 2002‐2012 (37%) 242 alumni from class years 2003‐2013

(36%)

51 active volunteers 151 active volunteers (125 of these

volunteers had not volunteered during

previous 2 years)

10% active 23% active

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