Background

The Alumnae Association of Smith College enters this new phase of strategic planning from a position of strength. Since its last long-range plan, which was developed in 2002, the association has become a stronger, more nimble organization that is better able to respond to the ever-changing needs of our alumnae while also revering and celebrating the traditions that make the Smith experience so unique.

The current plan, which is outlined on the following pages, builds on the progress we’ve made in three key areas that formed the foundation of the association’s last strategic plan—volunteer resources, financial and staff resources, and communications. This background review provides context for the goals and objectives of the current plan.

Resources

VOLUNTEERS: Our goal was to create a new framework of volunteer opportunities that considers the busy lifestyles of alumnae as well as college priorities. Overall, we have strengthened existing committee and board structures and have enhanced the experiences of volunteers. We have created new, short-term volunteer opportunities, and have successfully developed ways to honor and recognize outstanding volunteer leadership. A Classes Committee was established to support class volunteers, and pilot funding was made available to develop an Alumnae Speakers Bureau, a comprehensive database for faculty and student groups looking for alumnae expertise in various areas.

FINANCIAL AND PROFESSIONAL: Staff members completed a thorough audit of programs and services, closely examining the return on investment, i.e. the correlation between alumnae connected through the program and the level of funding and professional supervision required. The analysis highlighted several programs that could be eliminated over time (the senior breakfast, for example), saving direct expense. In addition, further savings were realized through substituting electronic communications for hard copy and combining efforts with college departments. We realigned some professional responsibilities to better respond to alumnae interests, putting more emphasis on developing alumnae affinity and special-interest groups, and we have expanded Smith Travel programs to increase the number of travelers and stabilize revenue. Our Alumnae College program at Reunion was revamped to offer a wider variety of class choices, which resulted in a notable increase in attendance and revenue. As well, we have successfully developed a number of revenue-generating partnerships (insurance and various merchandising opportunities) that benefit alumnae.

Communications

Our objective was to take stock of all of the association’s print and electronic communications, identify key market segments, and, based on findings, create and implement a comprehensive communications program and marketing plan. As a first step, one staff member was given oversight of all communications. The staff then conducted an internal audit of all of the AASC’s communications vehicles, including the Quarterly, program brochures, event invitations, e-mails, and the association’s Web site. It quickly became obvious that there was little consistency in terms of quality and message. With the help of a designer, we developed a set of design standards, including a standard font and color palette, and created a consistent look and feel for all of our print materials. We hired a Web and systems specialist to manage electronic data and redesign the association’s Web site to make it more functional and easier to navigate. In early 2007, in collaboration with the college, we worked with the Washington, DC-based firm Lake Researchers to conduct a comprehensive survey of alumnae to determine, among other things, perceptions of the college and the Alumnae Association and the services and programs that would best serve the needs of alumnae.

Accomplishments in these three areas served as the starting point for new discussions about the future of the Alumnae Association and the challenges that we face as we move forward. Those include:

• Increasing demand for better use of technology to deliver information and connect alumnae to each other
  
  
• Increased competition for alumnae time and resources from other organizations
  
  
• Remaining relevant, accessible, and engaging to alumnae from various age groups, ethnicities, geographic locations, and professions who all have limited time to connect with Smith and each other
  
  
• Limited staffing and resources to launch and support exciting new initiatives

The Plan

The resulting five-year plan offers a comprehensive vision for engaging, connecting, and celebrating alumnae worldwide at all stages of their lives. It lays out four overarching goals—connection, innovation, leadership, and resources—as well as a set of objectives that will shape the programs and services we offer and the way we communicate with alumnae.

To determine our goals and objectives, members of the AASC professional staff and board of directors relied on data from the Lake report, a Reunion review survey, internal audits by staff members with responsibility for oversight, satisfaction surveys from alumnae, trends in alumnae relations, anecdotal information from conversations with alumnae, and findings from the college’s own strategic plan, the Smith Design for Learning. Review of this material began in early 2007 and continued through the spring. In the summer, the Alumnae Association partnered with the Washington, DC-based consulting firm Redwood Associates to guide professional staff and board members through the planning process. Conferences and meetings were held throughout the fall and a draft of the plan was completed in mid-November. The draft was reviewed internally in early winter, and a final version follows. We are confident that by following this plan the Alumnae Association will be better able to advance the priorities of Smith College and respond to the unique interests of our dynamic alumnae.