Preamble
The Rensselaer Plan
RAA Purpose
RAA Mission
Where are We?
Issues
RAA Vision - Where do We Want to Be in 5 Years?
Strategic Thrusts - Actions

Preamble

Since the last RAA Long-Range Plan was developed in 2001,

• The RAA has become a more capable, accountable organization with a demonstrated track record of delivering on its commitments.
• The Institute, under the leadership of Dr. Jackson and the Board of Trustees, has made strong progress toward meeting the goals of The Rensselaer Plan at all levels.
• The RAA’s planning process has been fully integrated with the Institute.
• RPI’s visibility and importance as a recognized leader in setting the direction for higher education has taken a quantum leap forward.
• The RAA’s endowment has grown to significant levels and our financial outlook has improved.
• The RAA’s financial investment in Rensselaer students, programs and platforms has grown.

The RAA is now positioned to do more, having built a stronger infrastructure that can be leveraged for greater impact across the full range of initiatives the RAA is engaged in. A new long-range strategic plan is needed that builds on these successes, enabling the RAA to advance the interests of the Institute and better serve the interests of our constituents. In addition, the plan must continue to serve as a template against which initiatives undertaken by the RAA can be evaluated to ensure that they will help move the RAA toward achievement of its vision.

Our focus over the next six years will be to leverage the current RAA organization worldwide for greater impact to benefit the entire Rensselaer community - - - alumni, students, corporate and governmental partners and the Institute. The overarching goal is to be viewed as one of the top alumni organizations by peer and aspirant universities and our alumni, based on demonstrated performance.

The Rensselaer Plan

The Rensselaer Plan, published in May 2000, has energized and aligned the Rensselaer community, inspiring us to reach higher and help Rensselaer “achieve greater prominence in the 21 st century as a top-tier world-class technological research university with global reach and global impact.”

In addressing itself to the importance of fostering strong links with alumni, The Rensselaer Plan states the following:

“ Rensselaer is fortunate to count many friends and colleagues in the industrial, academic, research, and public sectors. Our 85,000 alumni are foremost in this group. Alumni owe a significant part of their success to Rensselaer; at the same time, Rensselaer’s success is coupled with the accomplishments of its alumni and depends on their continued interest, involvement, and support.

To forge lifelong partnerships between the Institute and its alumni and friends, we will:

• Direct continuing professional and executive education to alumni on leadership paths.
• Involve alumni as recruiters, visiting lecturers and critics, mentors, and employers of undergraduates and graduate students.
• Create services and networks that provide a seamless transition from student to alumni life, assist alumni in career success, and establish linkages among alumni and between alumni and their alma mater.
• Celebrate the achievements of alumni as leaders

The RAA has been established with the following purposes in mind, which are wholly congruent with the intentions of The Rensselaer Plan:  

• Promote the interest, welfare and educational aims of Rensselaer alumni/ae;

• Facilitate the exchange of information, ideas, and opinions between Rensselaer and its alumni/ae; encourage inclusiveness while fostering mutual respect and understanding among a diverse alumni/ae body;

• Serve Rensselaer, its alumni/ae and friends, and establish and maintain a mutually beneficial relationship among those groups;

• Provide ways to involve alumni/ae and their organizations in service as human, financial, and intellectual resources to Rensselaer, to the Association and to each other, thereby promoting and strengthening relationships; and

• Develop, institute and maintain policies, services and programs which are consistent with the educational aims of Rensselaer, and which address the broad spectrum of interests and needs of the Institute.

RAA Mission

The Rensselaer Alumni Association serves and represents alumni and the Institute, by engaging and empowering all alumni as active and effective partners in the Rensselaer community; and by promoting the lifelong, mutually beneficial pursuit of the aspirations shared by Rensselaer and its alumni.

The RAA serves a two-pronged advocacy role: The Association is the voice for a diverse and sophisticated alumni population; and the Association also represents the needs of the Institute back to its alumni. In both instances, the RAA has a common objective with other members of the Rensselaer community - - - to enhance the programs and reputation of the Institute.

The RAA serves as a liaison between the alumni and the larger Rensselaer community. The Association must understand the varied views and interests of alumni and communicate, and where appropriate advocate, those views and interests to other members of the Rensselaer community. The RAA will focus on increasing engagement with alumni by facilitating networking and professional development opportunities among all alumni.

The RAA facilitates the exchange of information from:

• The alumni to the Institute - the RAA Board of Trustees acts on behalf of the alumni to ensure that alumni views and satisfaction with Institute initiatives are made known to the Institute.

• The Institute to the alumni - to make sure that alumni have an accurate view of the Institute and an understanding of its current initiatives and accomplishments.

• The Institute and alumni to the world - to take advantage of public relations opportunities to publicize, and give recognition to the accomplishments of alumni and the Institute which will:
• enhance the perceived value of an RPI education.
• assist in recruiting prospective students.
• assist in attracting corporate recruiters.
• develop partnerships with various governmental agencies and corporations, e.g., internships, joint ventures, licensing of intellectual property.
• assist in broadening professional and social interactions among alumni and with students and the Institute.

In addition, the RAA proactively engages with alumni and students; encouraging their involvement, seeking their input and building relationships that will benefit the programs and reputation of the Institute.

Where are we?

The RAA, working closely with the Office of Alumni Relations can point to many accomplishments over the past five years, as we followed our long-range strategic plan and successfully met or exceeded quantifiable metrics established each year in support of our Vision. Highlights include:

• Establishing a vital infrastructure and system of governance with significant capability to manage the full range of initiatives the RAA is engaged in. Specifics include:
• Aligning the RAA planning and budgeting process with the Institute’s process so that RAA plans and goals and Institute resources required to carry them out are now in synch.
• Maintaining a strong and effective partnership with the Office of Alumni Relations to assure complimentary efforts and provide a means for the RAA to interface with other Rensselaer departments when, and as needed.
• Maintaining strong communications with Rensselaer’s administration, meeting often with the President and Cabinet members to represent the interests of alumni.
• Reaching agreement with the Institute on what sources of revenue are available to the RAA. Prior to this much time was wasted on investigation only to find out the Institute would not agree. As a result several new sources of revenue have been developed and a number are under development.
• Integrating The Rensselaer at Hartford alumni into the RAA.
• Fostering a flexible RAA committee structure that is adaptable to the changing needs and priorities of alumni, with committees established as required to address specific objectives, and once work has been completed, are then disbanded.
• Assuring continuity of RAA leadership through targeted recruiting and advancement of alumni volunteers to build a diverse group of knowledgeable alumni trained to assume leadership roles in the future.
• Configuring the RAA Board slate so that each new Board has Rensselaer at Hartford represented, with the remainder of the Board roughly balanced among decades.
  
• Improving communications effectiveness with alumni by increasing the number of e-mail addresses from 300 to 40,000, enabling electronic communications programs such as E-mail for Life, @RPInet (alumni web community), and monthly e-mail news updates which supplement the Rensselaer magazine and Chapter newsletters and other traditional print media as well as face-to-face networking and continuing education opportunities.

• Developing new leadership to revitalize and build chapters in the regions, including granting an RAA Charter to the Rensselaer Chapter of China.

• Building new and expanded affinity networks which bring alumni with similar professional interests together for personal and business development. Among other benefits, this has resulted in increased awareness of RPI with the venture capital community.

• Broadening the RAA’s involvement with students by sponsoring new activities and programs such as the “Student Community Service Award”, Homecoming, Athletic recognition, and expanded Red and White activities.

As a result, alumni and students are turning out in record numbers (more than 5000 students and about 5000 alumni during FY 2004-2005) to attend RAA/OAR sponsored meetings and events around the globe.

• Promoting Rensselaer’s unique and storied past by assuming a leadership role in expanding the Rensselaer Alumni Hall of Fame.

• Continuing its support of Institute initiatives, the RAA approved a 5-year commitment of $300,000 to the Rensselaer Campaign in support of the East Campus Athletic Facility and achieving a 100% Campaign participation rate from individual members of the Board. To date the RAA has pledged and gifted nearly $900,000 in support of Institute initiatives including: the Campaign for the East Campus Athletic Facility, Student Union renovations, the RPIdeaLab, the Approach renovation, the Walker Lab renovation, annual alumni awards, the alumni speakers program, Red & White student organization, and WRPI Web cast capabilities, etc.

• Modifying the financial process to allow for RAA investments in RPI startup companies and where appropriate, support for venture forums, Venture B, Biotechnology Entrepreneurship Series, and affinity groups.

• Expanding alumni service offerings and associated revenue streams including:
• An enhanced alumni travel program
• Alumni merchandise through the Rensselaer Bookstore
• The Rensselaer Alumni Ring Program
• Auto/Home/Life Insurance
• New Visa card from U.S. Bank
• Laptops at attractive prices

With new revenue sources, a renegotiated credit card program and an improved financial market, the endowment has increased to over $1,000,000 allowing the RAA to increase annual initiatives it supports without depleting its endowment.

Issues

The RAA faces a number of issues that must be addressed if it is to fulfill its mission and meet its commitment as a partner with the Institute.

Communications Effectiveness  

• RPI visibility and importance have taken a quantum leap forward. To keep pace and more fully capitalize on the Renaissance at Rensselaer, the RAA needs to articulate its value proposition and do a better job communicating the value we provide to Rensselaer alumni, students, faculty, staff and external constituencies. It is essential to keep the lines of communication open with administration at all levels.

• Despite extensive efforts to reach them through electronic and print media channels and directly through face-to-face meetings, alumni are not well-informed about the breadth of campus activity.

• Despite significant progress over the past five years, the Rensselaer Alumni Association must raise its profile with the Institute by continuing to prove its value as an involved, interested, insightful and valuable contributor. By so doing, the RAA can transition from being an integral part of the Rensselaer community to a sought-after partner.

• Communicate the new Rensselaer to target alumni audiences.  

Admissions  

• The role of alumni in strengthening Rensselaer admissions will be a key focus. The RAA will follow the strategy as set by the Office of Enrollment Management based on the Maguire Study of 2005. As part of this focus the RAA will engage in targeted initiatives centered around pipeline programs, increasing applicant pool, potential alumni letter writing campaign, increased presence in the regions, as well as other plans as led by the Office of Enrollment Management.  

Alumni Outreach  

• To remain responsive to the needs of alumni the RAA must have a better understanding of where alumni are in terms of their satisfaction with Rensselaer and the RAA, and their unmet needs. We also need to do a better job of reaching out and engaging more fully with alumni and corporate and governmental partners around the globe for their help and expertise in a wide range of areas, including:

• Internships
• Jobs
• Career Advice
• Entrepreneurship
• Technology Commercialization

• The RAA must find ways to help reunion classes increase their attendance. Each member of the RAA should be encouraged to actively participate in the reunion planning process for their respective class. Focus should on growing the number of alumni returning from each class for reunion. Specific attention should be paid to alumni classes celebrating milestone reunions such as ten, twenty-five, thirty, forty-five, and fifty. Where possible, the RAA will aid in expanding the participation in individual events throughout the weekend including class dinners, reunion parade and lunch, breakfast with the deans, alumni class speakers and the golf outing. Similar initiatives should take place to encourage participation in Homecoming.

• Increased alumni involvement will lead to increased investment in Rensselaer, and focus group results indicate that our alumni are looking for ways to be more engaged. Working with the Office of Annual Giving, the RAA must find ways to increase the total number of alumni engaged while assisting where appropriate to increase Annual Fund participation rates. The following Institutions will be used for benchmarking purposes:

2004

RAA Vision - Where do we want to be in five years?

By the end of 2012, the RAA needs to advance its position in each of five areas as indicated below:

• Service – Be seen by alumni, students and the Institute as providing services that are highly valued and responsive to their needs.
  
• Influence – earn a greater voice at the table
  
  • Be seen by alumni as their central voice
  • Be consulted by the Institute on matters impacting alumni
  • RAA initiatives will be taken into account as an integral part of the Institute’s planning and resourcing decision making process
  • A key metric will be the extent to which RAA plans/initiatives are included in Institute plans and resourcing decisions
  • Recommend potential alumni for Advisory Councils
  • Undertake initiatives specifically targeted to enable Rensselaer to improve its standing relative to peer and aspirant schools

• Infrastructure – In conjunction with the OAR, upgrade the infrastructure to that needed to build and maintain an expanding and active alumni and volunteer network. This infrastructure and resulting network needs to develop a larger number of alumni leaders who support and inspire the entire Rensselaer community to meet the global challenges of today and tomorrow.

• Finance - Our income and endowment needs to increase to a level that enables the RAA to expand significantly the support of selected initiatives. We will strive to increase RAA revenues 5% per year over the plan period and manage spending to enable continuing increases in our endowment, allowing proportional increases in annual support to the Institute. We will invest a certain portion in alumni programs and services that benefit alumni.

• Communications – Significantly improve alumni knowledge of, and engagement with, “The New Rensselaer” (culture and initiatives), as measured by the Focus Group Survey.

Strategic Thrusts - Actions to move us forward toward our vision

The RAA must continue its primary mission: to maintain a vibrant alumni organization that reaches its members, now 85,000 strong, and fosters a life-long association with the Institute. To remain relevant and sensitive to the needs of its members, the RAA must support critical ongoing activities and also address new opportunities and challenges that are responsive to the changing needs of its members.

Over the five-year plan period, the RAA will :

Service:

• Expand provided services that are seen as value-added by alumni.
• Focus on creating additional opportunities that encourage alumni to add value to the strategic initiatives of the Institute.
• Expand student involvement in RAA with the focus on their continued involvement when they become alumni.

Influence:

• Continually assure the needs of the full spectrum of alumni are being addressed, and in so doing, create new or revised programs that will secure alumni sustained involvement as “roaring advocates for Rensselaer”.
• Proactively seek and engage other fellow alumni individually and through them their companies to support Rensselaer entrepreneurship across the curriculum.
• Working with the Institute, develop programs that provide valuable internships to students and assist graduates with placement through improved leveraging of alumni.
• Recommend alumni to serve on Institute Advisory Boards to bring real world experience to academia. Strengthen the linkage between the RAA Board and alumni who serve on Departmental Advisory Boards for the mutual benefit of each.
• Work with the Institute on expanding specific agreed to initiatives aimed at improving Rensselaer’s standing vs. peer and aspirant schools.

• Enhance programs, services, and benefits which will lead to increased engagement with all alumni.
• Strengthen the infrastructure that supports recruiting, placement, training, tracking progression and recognition of volunteers.
• Maintain and strengthen a vital regional chapter and affinity infrastructure to involve alumni in areas of interest to them.
• Significantly improve alumni knowledge of, and engagement, with the new Rensselaer (culture and initiative) as measured by the focus group survey.
• Proactively identify, recruit and develop the most qualified alumni volunteer leaders to strengthen the pool of candidates for service on RAA committees, the RAA Board, and the RAA Executive Committee, reflecting decade representation, gender, and ethnic diversity of the overall alumni population.
• Explore ways to better serve the needs of our international alumni community.
• Identify and develop appropriate alumni programs for graduate degree holders.
• The RAA will follow the strategy as set by the Office of Enrollment Management based on the Maguire Study of 2005. As part of this focus the RAA will engage in targeted initiatives centered around pipeline programs, increasing applicant pool, potential alumni letter writing campaign, increased presence in the regions, as well as other plans as led by the Office of Enrollment Management.
• Work with the Institute on expanding specific initiatives aimed at improving Rensselaer’s standing vs. peer and aspirant schools.

• Increase income and endowment levels to enable the RAA to provide increased financial support to the Institute over the plan period.
• Assess Rensselaer start-up companies and when warranted and agreed to by the RAA Board of Trustees, begin targeted investments.
• Continue broad based investment in Rensselaer consistent with priorities of the Campaign due to end in 2008 as well as future initiatives as warranted.

• Develop and implement a comprehensive communications strategy and plan for improving communications effectiveness with alumni that leverages technology to increase reach at minimal cost.
• Strengthen the marketing message and communications effectiveness regarding the value the RAA provides to Rensselaer alumni, students, faculty, staff and external constituencies.
• Capitalize on current process and technology, including but not limited to the RAA web site and the alumni community application (AlumServ), to improve effectiveness of alumni communications, taking advantage of increased functionality of this electronic community.
  

In order to realize our Vision within the defined period, each June, the RAA Board will approve an Action Plan in support of the Vision for the coming year. This annual Action Plan will include specific objectives focused on components of the Vision selected for emphasis in the coming year.

Each year's Plan will appropriately advance the selected components of the Vision in a manner to best assure the Vision is met by the year 2012. Metrics to measure performance to Plan are required for each of the specific objectives to be undertaken each year.

Performance to Plan will be evaluated by the RAA Executive Board prior to each June Board meeting. The results will be reported to the Board at the June meeting and considered by the Board as it establishes the annual RAA Action Plan objectives for the following year.

An important objective of this process is to establish and maintain an RAA that exerts respected influence and works closely with the OAR, the Institute, and the alumni as a whole. This will be measured by our performance in meeting the Vision.