The Citadel Alumni Association Strategic Plan 2018 – 2021 A Guide for the Board of Directors
Citadel Alumni Association Strategic Plan 2018 - 21 Fellow Alumni, It is with great pleasure that I introduce the Citadel Alumni Association’s Strategic Plan (STRATPLAN) 2018-2021. The STRATPLAN development took place over a year and half through the leadership of the Long-Range Planning Committee with the involvement and commitment of Committee Chairs, the Board of Directors, Citadel officials, and our Association’s staff. While the STRATPLAN is flexible in execution it serves to advance and promote our Association as we endeavor to “support, promote, and advance the ideals of The Citadel” as specified in our Bylaws. It will provide an azimuth for CAA board activities for the next three years and more importantly, provide a commonality of purpose for our Board, staff, and membership. The coordination conducted during the development of The Citadel’s LEAD 2024 has ensured that our strategic initiatives are complementary – as they align with the Citadel Alumni Association’s mission. Your Board of Directors will review our progress throughout the year and conduct a reset in 2021 as we accomplish the objectives outlined in the plan. I encourage you to contact your District Director or the Long-Range Planning Committee if you have any questions, comments, or suggestions regarding this plan. Thank you for your continued support of our Association and Alma Mater. Col Leo A. Mercado, USMC (Ret), ‘79 President The Citadel Alumni Association November 10, 2018
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Citadel Alumni Association Strategic Plan 2018 - 21
Introduction: The Citadel Alumni Association’s (CAA) Strategic Plan (STRATPLAN) is the result of accumulating the thoughts and input from the Board of Directors with the goal of identifying the actions needed to enhance the pursuit of the objectives stated in the Association’s ByLaws: a. To provide a private, self-sustaining, non-profit organization to support, advance and promote the ideals and purposes of The Citadel, the Military College of South Carolina, the Corps of Cadets, and the Alumni; b. To foster, perpetuate and preserve the history, memories, values and traditions of The Citadel, the Military College of South Carolina, the Corps of Cadets, and the Alumni; c. To sell, award and determine the right to wear the ring of The Citadel, which ring and the trademark thereto are owned by the Association.
Background: The STRATPLAN development was a collective effort amongst the CAA Committee Chairs and presented on several occasions to the CAA Board of Directors (BOD). From the beginning, the Long-Range Planning Committee worked the development of the STRATPLAN as an inclusive and collective effort amongst the CAA Directors, Committee Chairs and Committees. Observations & Methodology: 1) February 2017 … CAA BOD participated and developed thoughts on Strengths, Weaknesses, Opportunities and Threats (SWOT). These were collected and consolidated. 2) April 2017 … Long Range Planning Committee (a/k/a Strategic Planning Committee – STRATCOM) was appointed … Kevin Elmore ’74, Chairman and Carl Lillvik ’61. 3) STRATCOM reviewed SWOT results and developed a draft of 7 Strategic Initiatives that were circulated among the CAA Committee Chairs and approved by the Board of Directors. 4) CAA Committee Chairs were then asked to work with their Committees to suggest thoughts and ideas to develop Objectives for each of the 7 Strategic Initiatives. 5) STRATCOM reviewed and developed an outline format that listed Strategic Initiatives and Objectives collected, and these were again sent out to CAA Committee Chairs for review and comment.
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Citadel Alumni Association Strategic Plan 2018 - 21 a. In the interim, STRATCOM visited with other interested parties CAA leadership and staff, College staff, Foundation, etc. to collect further input. b. The ideas and thoughts were exchanged among the CAA Committee Chairs and discussed to arrive at the enclosed format to establish the structure of the plan: • Strategic Initiatives • Rationale • Objectives with responsible committees • Desired Outcomes 6) August 2018 … a revised STRATPLAN was sent out to the CAA Board of Directors and final comments and suggestions were requested. Those amendments were received, discussed and merged into the STRATPLAN final version. 7) September 8, 2018 … the final draft of the STRATPLAN was ratified / approved by the CAA Board of Directors.
Coordination and Information Sources: To ensure there would be compatibility with and support of the College’s LEAD 2024 plan early discussions were held with Dr. Tara Hornor, Associate Provost for Planning, Assessment and Evaluation and LEAD 2024 Coordinator. This discussion led to opportunities to observe LEAD 2024 planning sessions with the Cadet Leadership and Veteran Students. The ideas and comments from several CAA and college officials were extremely beneficial in the formulation of objectives and proposed actions.
Implementation Process: Each Committee will have a key role in the pursuit and execution of this approved STRATPLAN. The committees will develop action steps to be taken to accomplish the stated objectives. Periodic reports will be provided to the CAA Board of Directors regarding with significant progress being accomplished and for publication to all CAA members. This STRATPLAN will be reviewed for currency and relevancy as it is implemented. At the end of an initial 3-year period (2021), a complete revision/update will be made. This will coincide with the college’s three-year review of their LEAD 2024 plan. Vision An Association of alumni who are organized to operate a supporting organization exclusively or the benefit of, to perform the functions of, and to carry out the purposes of The Citadel, the Military College of South Carolina. Mission of the Citadel Alumni Association To provide a self-sustaining, non-profit organization to support, advance and promote the ideals and purposes of The Citadel, the Military College of South Carolina, the Corps of Cadets, and the Alumni; 4
Citadel Alumni Association Strategic Plan 2018 - 21 To foster, perpetuate and preserve the history, memories, values and traditions of The Citadel, the Military College of South Carolina, the Corps of Cadets, and the Alumni; and To sell, award and determine the right to wear the ring of The Citadel, which ring and trademark thereto are owned by the Association."
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 1: Preserve Financial Stability of CAA Rationale: With the annual turnover of CAA Officers and Directors, it is critically important to have a standardized process to enable Staff and Committees to provide inputs to, reconcile, approve and monitor the CAA’s annual budget and keep the CAA financially viable and fiscally responsible. Objectives: 1.1
Consolidate and publish the Financial, Budgeting and Investment Policies in a manner that will facilitate the implementation and regular review of the associated processes and responsibilities by successive staff and board members. Desired Outcome: CAA standard financial policies and procedures are consolidated and implemented in a manner that ensures the CAA remains a financially viable and fiscally responsible organization.
1.2
Identify and evaluate projects or programs which require financial support that will further the Mission of the CAA to support The Citadel, the Corps of Cadets, and all Alumni. Desired Outcome: A defined, and disciplined approach is used to select projects and programs that are resourced in a manner that is beneficial for the CAA, the college and the Alumni.
1.3
To secure and maintain a Memorandum of Understanding (MOU) with The Citadel for the lease of land and buildings (Holliday Alumni Center and Hollings Hall). Desired Outcome: A secure long-term lease and affinity agreement between the CAA and the college or an alternative solution is approved before expiration of current agreement.
1.4
To maintain Holliday Alumni Center and Hollings Hall physical facilities in good repair and develop a recommended budget to the CAA Finance Committee for costs involved for current and future maintenance. Desired Outcome: A reduction of capital repairs and unscheduled shutdowns of CAA facilities is achieved by extending facility life and realizing life-cycle cost savings.
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 2: Enhance & Improve CAA Organizational Structure (Internal & External) Rationale: An operations review that includes reviewing and updating processes, communications, infrastructure and resource allocations will ensure that the functional activities fully support the purposes of the CAA and its members. Objectives: 2.1 Clearly define roles and funding for CAA Executive Director and College’s Director of Alumni Affairs, and CAA staff members. Desired Outcome: A secure long-term agreement between the CAA and the college that documents clearly and defines the roles of the parties which are responsible for the funding of those roles, in part or in whole. 2.2 Review and make recommendations to update CAA By-laws (assure smooth elections, roles of Committee Chairs, Directors, Past Presidents, terms of office, re-define committees needed, etc.). Desired Outcome: CAA by-laws are updated to reflect needed changes resulting from the 2018 Strategic Planning process and add to the more efficient operation of the CAA. 2.3 Assure CAA Members understand the duties and responsibilities of each elected CAA officer and Director and the established CAA election processes. Desired Outcome: CAA members have a clear understanding of the CAA’s role and value thereby increasing membership participation in the election process and avoiding vacant Director seats.
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 3:
Enhance & Recruit Diversity of CAA Members (Corps, Veterans & CGC)
Rationale: The success of the CAA depends on the support of its membership. As The Citadel increases its academic offerings beyond the Corps of Cadets, and to maintain its relevancy in today’s society, it is important that the CAA include the whole range of Citadel graduates among its membership and should reflect the increasing diversity of the college’s graduates (race, sex, ethnicity). Objectives: 3.1
Increase Alumni and membership (numbers & diversity) among Corps, Veterans & CGC. Desired Outcome: Membership is increased and includes female and minority SCCC and CGC graduates. Board membership reflects the membership percentage of females, minorities and non – SCCC graduates. Veteran and other non-cadet membership in the CAA increases at a steady rate.
3.2
Improve current CAA membership recruiting efforts to ensure all categories of graduates are included. Desired Outcome: A membership recruiting plan that establishes re-occurring recruiting procedures for all categories of alumni is developed and implemented.
3.3
Examine the Alumni data base, Alumni News and CAA website for areas in which to expand information with applicability to all categories of graduates. Desired Outcome: CAA media regularly publishes information and announcements that are applicable to all categories of graduates.
3.4
Increase Alumni engagement and interaction with ALL Alumni (Corps, Veterans & CGC). Desired Outcome: CAA related activities for all membership categories are conducted singularly or collectively several times a year.
3.5
Coordinate with the College, The Citadel Foundation (TCF) and Board of Visitors (BOV) to develop fundraising approaches to increase financial aid available to cadets and those seeking admission (non-athletes). Desired Outcome: A financial aid / scholarship endowment is achieved
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 4: Partner with Citadel’s LEAD Program and improve coordination with other Citadel Organizations Rationale: Recognizing one of the primary purposes per the CAA By-laws is “to support, advance and promote the ideals and purposes of The Citadel”, it is important for the CAA to provide assistance and support to the college’s strategic planning and the successful execution of that plan (currently known as LEAD 2024). Objectives: 4.1
Partner with college to assist in developing and funding College’s strategic plan (LEAD Program). Desired Outcome: The CAA STRATPLAN and the LEAD 2024 plan are complementary as to tasks and funding by the CAA.
4.2
Partner and coordinate with The Citadel Foundation (TCF) and The Brigadier Foundation (TBF). Desired Outcome: A memorandum of agreement between the CAA and the Foundations as to the level of interaction and cooperation regarding fund raising is completed.
4.3
Develop objectives and guidelines in support of the College’s Professional Development Programs to include Mentor and Internship Programs, life skills speakers, volunteers and other resources. Desired Outcome: Citadel Alumni Association has developed a core of speakers, volunteers and mentors for Citadel students and new graduates with 100% of students desiring a mentor have a mentor.
4.4
Assist and coordinate with College’s Director of Government and Community Affairs to articulate the College’s needs. Desired Outcome: The CAA via its Governmental Affairs Committee is recognized as integral part of the College’s government relations activities ensuring the needs of the college are articulated and supported by the legislature and Alumni.
4.5
Recruit candidates for legislative office. Desired Outcome: A process is developed and implemented to recruit and support legislative candidates who embrace Citadel values.
4.6
Improve legislative relations. Desired Outcome: Legislative committees are aware of The Citadel’s needs and those of its Alumni and provide the needed support.
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 5: Develop Comprehensive Plan to Depict & Record The Citadel’s History and Alumni Accomplishments. Rationale: One of the primary purposes per the CAA By-laws is “to foster, perpetuate and preserve the history, memories, values, and traditions of The Citadel”. Therefore, it is important for the CAA to have a comprehensive method of recognizing and awarding the efforts of alumni and work with the college to plan for and support all efforts in that will accomplish that purpose. Objectives: 5.1
Develop a plan to acquire and support a facility to depict the Citadel experience and Alumni Accomplishments. Desired Outcome: In cooperation with the College Administration, a plan for a facility to depict The Citadel and its alumni’s accomplishments is developed.
5.2.
Display, Preserve and maintain “Big Red” on campus or at Alumni Center. Desired Outcome: Agreement by all parties is reached to permanently house “Big Red” at The Citadel.
5.3
Develop and publish criteria for CAA awards, their precedence and means of recognition. Desired Outcome: Individual Alumni and Citadel Clubs will have a comprehensive document that will explain the criteria and process for making CAA awards including eligibility, precedence and procedures.
5.4
Increase the number and quality of nominations for CAA awards. Desired Outcome: The number of award nominations will have increased
5.5
Develop approach to increase awareness of The Distinguished Citadel Alumni List (DCAL). Desired Outcome: The number of events and activities that increase awareness of The Citadel’s Distinguished Alumni expanded.
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 6:
Improve internal and external communications among Alumni community.
Rationale: Recognizing that all Citadel Alumni (Corps, CGS and Veterans) will benefit from accurate and frequent communication, the CAA must continue to develop effective communication mediums and encouraging the gathering of all types of Citadel Alumni and the involvement of Citadel Clubs throughout the world. Objectives: 6.1
Maintain current and active list of ALL Alumni with fields of employment and geographical area. Desired Outcome: A database of alumni that is easily maintained, accessible to members and can be aggregated to support the needs of District Directors, Club Officers and CVR Chairs is made available.
6.2
Provide and improve communications (electronic media, Alumni News, Alumni Directory, etc.) with ALL Alumni. Desired Outcome: Multiple means of communications are available to be used based on the content and targeted alumni that will increase CAA membership and their involvement with Citadel activities to include club reporting.
6.3
Establish operational guide for Best Practices for Citadel Clubs. Desired Outcome: CAA Citadel Clubs’ improved operations and increase in activities that expand the Alumni network, membership and interaction among Alumni enabling an increased number of Citadel Clubs to attain Gold Star status.
6.4
Improve the communications and IT infrastructures to accommodate the need for conferencing and information dissemination to CAA members, Board of Directors and staff. Desired Outcome: The CAA and its members have the use of state-of-the-art conferencing and information dissemination.
6.5
Improve and Expand CAA involvement with Citadel Club network. Desired Outcome: CAA operations include regular contact with Citadel Club officers providing assistance and resources to improve club programs and activities.
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Citadel Alumni Association Strategic Plan 2018 - 21
Strategic Initiative 7: Review and make recommendations on codifying the eligibility to wear The Citadel Ring. Rationale: Recognizing one of the primary purposes per the CAA By-laws is “to sell, award and determine the right to wear the ring of The Citadel�, the CAA must develop and communicate to all Alumni (Corps, CGC & Veterans) the design and eligibility to wear The Citadel Ring. Objectives: 7.1 Review and make recommendations on design of ring(s) for Corps, Veterans and CGC. Desired Outcome: All Corps, Veterans and CGC alumni have rings that are purposely designed and available for purchase. 7.2 Review and incorporate a comprehensive policy on the eligibility to wear ring(s). Desired Outcome: A comprehensive policy on the eligibility to wear ring(s) is published. .
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