1. Laura M. Madelone Director, Office of Alumni Affairs, SUNY Oneonta

2.  Board was in Need of Change  Board Transformation  Ongoing Challenges  Lessons Learned

4.  Outdated governing documents  Micro managed staff  Actions not always recorded appropriately  Same auditor for over 10 years  Meetings not focused  Board not representative of population  Fiduciary responsibilities not understood  No board member education  Lack of participation from some members  Alumni Affairs Staff doing all of the work  No Term Limits (prior to July `08)

5. Steps Taken To Date

7.  Strengthen the overall cohesiveness of the Board.  Motivate and energize board to accomplish the goals and objectives of the board for the next year.  Provide new directors with an understanding of the organization and their purpose within the organization.  Provide seasoned board members with an opportunity to refresh their knowledge of the organization.

8.  Getting to Know You Teambuilding Exercise  Board Leadership: What does it Mean to You  Review of Projects and Events  Establishment of Board Committees including ad-hoc committees (strategic planning)  Complete review of the Alumni Association Resources  Format of upcoming meetings  Importance of Networking

10.  Set time limits for each report.  Committees began to report consistently at each meeting.  More time spent on updates regarding programs and services provided by the Association.  Working with committee chairs to draft their report rather than staff drafting the report for them.

12.  Review of the Association’s Mission Statement (former outdated)  Develop the Association’s Core Values  Define the Driving Forces Affecting the Association  Engage members in a complete S.W.O.T. analysis  Concise Set of Strategic Goals for the next 1- 3 years

14.  Alumni Communications Policy  Investment Policy Statement  Policy for Accepting Planned Gifts  Corporate Resolution  Whistle-Blower Policy

15.  Confidentiality Policy  Conflict of Interest Policy and Statement  Form 990 Approval  Record Retention & Destruction Policy  Record Retention & Disposition Schedule

17.  Created an Audit Subcommittee ◦ Review the Association’s accounting policies and decisions and the adequacy of the Association’s internal control systems and oversee the accuracy of the Association’s financial statements and reports.  Created a Governance Committee ◦ Annually reviews the by-laws and all Alumni Association policies; defines what constitutes possible conflicts of interest; establishes procedures to deal with real or possible conflicts; publishes and widely distributes annual reports.

18.  Transitioned from a Nominating Committee to a Committee on Board Leadership  Identifies, interviews, and recommends prospective new board members to the Board of Directors; clarifies expectations for all board members; periodically assesses board member performance, recommends a slate of officers to the Board of Directors, and coordinates orientation of new board members.  Monthly Committee Meetings arranged at the beginning of the fiscal year.

20.  Meaning of the mission of the Association.  Major goal of the Association.  3 most important duties that a board members must perform to have a successful association.  Top 3 priorities that the Alumni Association should concentrate on.  The one thing about the Alumni Association I am most proud of.  Roles of Board Members, the Executive Officer, and the staff.

21.  What am I willing to do to make this happen?  Who will take ownership of the goal?  When should we accomplish this by?  What will be our criteria for success?

23.  The benefits of the Alumni Association need to be clearly communicated.  There are many services that we can offer that will be a greater benefit to the members of the Association.  Events (large and small) are what the Association is known for.  In this economic climate, it is important to increase the value of participation for our members so they stay engaged an are inspired to give.

24.  Develop a plan and process for generating more involvement among the alumni.  Bring graduating students and young alumni into the Association early on and get them to become active.  Create an ongoing “bridge” where older and younger alumni and students can connect.  Counter the perception that the Alumni Office is purely about events.  Provide alumni who wish to volunteer with an easy method to identify themselves and find a role in existing programs.  Build close relationships with select affinity groups.

25.  Cultivate young alumni and future alumni to want to be involved after they graduate, and to have a mindset of philanthropy.  Change the perception of the Alumni Association from one of just hosting events to an organization that benefits alumni through the programs that it offers.  Improve and grow our alumni database and network.

27.  Reviewed expectations listed in the Board Member Job Description.  Public Call for nominations.  Created a list of skills, talents and connections the board needs.  Reviewed all nominations using a score sheet developed from this list.  Interviewed the top 6 candidates in person or via conference call.  New Board Members will sign a Board Member Agreement which clearly defines the duties and responsibilities of Board Members.

29.  Added quorum  Revised term limits  Expanded membership  Added Honorary members  Defined the roles of officers

31.  All directors eligible for re-nomination to new terms are asked to respond candidly to a survey, which is shared confidentially only with the Committee on Board Leadership.  Enables the committee to have a clearer understanding of how members view their experiences and contributions to the board’s work and responsibilities, the possibility of continuing their service, and the suggestions to help us take fuller advantage of their talents and interests.

33.  Finding the time to cultivate board members.  Some ineffective members are still cycling off the board.  The Board needs to be more representative of the population.  Still some inactive committees.  Board Members not giving financially at leadership levels.  Creating a volunteer entry system.

35.  Volunteer engagement is vulnerable.  Stick to the Basics.  Trusted alliances are crucial.  Have a plan and measure against it.  Make membership accessible for even the busiest people.  Sometimes no volunteer is better than a bad volunteer.