1. SCSUNAA Strategic Plan

2. Background
During the SCSU crisis, the organization recognized that it was not positioned to provide optimal support to the University.
A number of meetings and conference calls were held to gain some clarity and to determine an appropriate course of action. Dialogue from these interactions yielded the following:
The recognition that the organization is under-performing in many areas of responsibility.
The recognition of some critical organizational and operational deficiencies that needed to be addressed.
The acceptance that if not addressed, these barriers threaten the long-term sustainability of the Association.
Planned a retreat to develop corrective action plans.
The Beatty Group volunteered to facilitate the planning process.

3. Organizational Assessment
The Beatty Group conducted an environmental scan to evaluate internal and external conditions affecting efforts to achieve the mission of the SCSUNAA. (We used the SWOT analysis process.)
In completing this process, input was sought from key stakeholders that included the following:
Members of the Executive Committee
Members of the National Council
Members of the S.C Congressional Black Caucus
Members of the University Staff
The office of Institutional Advancement

4. Organizational Assessment
The SWOT analysis identified five (5) Critical Concerns:
The structure of our organization does not adequately support the achievement of long-term growth and sustainability.
The level of membership and membership participation in SCSUNAA is critically low.
The current level of fundraising cannot support the long-term sustainability of the organization.
The SCSUNAA has little influence on actions by the General Assembly or the Board of Trustees affecting outcomes related to the University.
SCSUNAA efforts to recruit new students to the University produce numbers that are far below our expectations and capacity.

5. The Strategic Planning Retreat
The South Carolina State National Alumni Association held a planning retreat on June 5th and 6th of 2015.
The retreat was held on the campus of the University in Orangeburg, South Carolina.
The retreat was a one and one-half day session attended by members of the Executive Committee.
During that meeting, the following actions were taken :
Engaged in substantial facilitated dialogue that resulted in clarity and understanding of the organizational challenges.
Developed corrective actions to be implemented over a three-year period.
The Beatty Group Volunteered to facilitate the strategic planning process.

6. Guiding Principles
The following are the core principles guiding the development of strategic initiatives:
Long-term growth and sustainability.
High quality, value-added services to our base and related stakeholders.
Enhance our ability to influence University outcomes.
Enhance our ability to provide optimal support to the achievement of University goals and objectives.

7. Strategic Initiatives
The Executive Committee developed five (5) initiatives designed to address the critical initiatives:
Restructure the organization to support the achievement of the SCSUNAA mission.
Expand alumni membership in and support of the organization.
Generate funding to support the long-term sustainability of the organization.
Increase political advocacy at the national and state levels of the organization.
Develop a program to support the increase of student enrollment.

8. Plan Status
The strategic plan was completed in 2015 and approved in 2016.
We completed the development of a detailed operating plan to guide implementation or achievement of strategic initiatives.
We have established goals and objectives supporting the achievement of each initiative.
We have begun the implementation of Initiative 1: Restructure the organization to support the achievement of the SCSUNAA mission.
Determined that this initiative must be implemented first as the infrastructure created by this initiative is required to support the implementation of the balance of the plan.
Completed a draft structure for the review and approval of the organization.
Identified required changes to the bylaws and other organizational policies.
Presented the concept to the organizations’ leadership for review and feedback.

9. Scsunaa strategic Initiative 1:
Restructure the organization to support the achievement of the SCSUNAA mission.

10. The case for change The organization is “loosely” Structured:
32 chapters across the nation…each with individual charters, bylaws and 501c3 designations, not all are aligned with National.
The allocation of human and financial resources are not aligned with national strategies designed to achieve specific, measurable outcomes.
Difficult to ensure federal, state and organizational compliance.
No administrative support function:
There is no full-time focus on the business of the organization.
No full-time management, responsible for records maintenance, advocacy, and planning or execution of plans to achieve the organizations’ mission.
No real accountability for the achievement of goals and objectives.

11. The case for change
There is no clear demarcation between governance and management:
The organization is run by an Executive Committee, with some advise and consent responsibility placed with the balance of the National Board.
The Executive Committee fills the roles of both governance and management…on a part-time basis.
Outcomes are not optimal:
The current membership is only a little over 2000 or 5.7% of about 35,000 available members.
The organization has no full-time focus on the development and implementation of defined, measurable strategies to achieve or ensure long-term sustainability.
We still do not know the total alumni contributions to the University.
No focus on the expansion of services, new chapters, in underserved regions.

12. Organizational Restructure - Objectives
Implement a structure to promote effective governance required to efficiently achieve the mission of the organization.
Create a management function to efficiently and effectively administer the day-to-day affairs of the Association.
Flatten the structure to eliminate some unnecessary layers of bureaucracy that slows decision making; makes communications complex and; makes the implementation of national initiatives more difficult.
Simplify the structure to better support efforts to mobilize or focus the entire organization on national initiatives.

13. Organizational Restructure - Objectives
Decentralize the leadership to place more focus at the local levels by implementing regional organizations focusing on:
Strengthening the local chapters
Expanding the number of chapters in regions
Expanding the engagement of alumni
Strengthen communications from the national to the local levels
Coordinate the implementation of national initiatives at the local levels
Ensure the standardization and continuity of and compliance with policy, processes and procedures
Coordinate the development and implementation of strategies aligned with national plans
Strengthen the representation of local input into national matters.

14. Organizational restructure - objectives
Assign organizational responsibilities to each elected officer to strengthen engagement and accountability
Include provisions for professional services needed to adequately support the organization and ensure compliance with all relevant laws, regulations policies and procedures:
Attorney – Fee for Services on an as needed basis
Auditor – Fee for Services on an as needed basis
Fee Accountant – Fee for Services on an as needed basis
Reduce the work burdens on some volunteer positions.
Facilitate excellent service to our membership base.

15. SCSUNAA Functional ORGANIZATION

16. regional BOARD DEMOGRAPHICS
DESCRIPTION
AREA
CHAPTERS
MEMBERSHIP
Region 1
South Carolina Upstate
Upstate South Carolina
TBD
Region 2
South Carolina Low Country
Lower State South Carolina
Region 3
Northern
NY, MD, VA, PA, NJ, DC, CT, DE
Region 4
Southern
GA, FL, AL, NC, MS
Region 5
Western
CA, WA, TX, AZ, NV, LA,
Region 6
Midwestern
OH, MO, IL, MI, IN, AR, KY

17. SCSU National Alumni Association – Regional Board

18. Scsunaa Administrative Structure

19. A brief description of key positions
Position summaries
A brief description of key positions

20. President
The president is the senior elected leader of the SCSUNAA who presides at all meetings of the organization. The president shall have general charge of and control over the affairs of the organization and shall perform other duties as prescribed in the bylaws. Duties shall include but are not limited to the following;
Chair all the meetings of the Alumni Association Membership and the Executive Committee;
Serve as an ex-officio member of all committees sanctioned by the Executive Committee, with the exception of the Nominating Committee;
Make all required appointments of standing and special committees
See that all orders and resolutions of the members and Executive Committee are carried into effect and act;
Promote the welfare and further the objectives of this Association

21. 1st Vice President
The 1st Vice President serves as an executive member of the National Board and shall perform and discharge the duties of the President in the case of the absence, death, or disability of the President. Other tasks include but are not limited to:
Assist the President with his or her duties, when requested, and to be responsible for such duties as are delegated or assigned by the President or the Executive Committee;
Shall act as liaison and/or chair of the Chapter Relations Committee.
Shall advise one or more committees and report the committee activities at each meeting of the Executive Committee as assigned by the President of Executive Committee;
Perform any other duties assigned or delegated by the President or the Executive Committee

22. 2nd Vice president
The 2nd Vice President serves as an executive member of the National Board and shall perform and discharge the duties of the 1st Vice President in the case of the absence, death, or disability of the 1st Vice President. Other duties include but are not limited to:
Serve as liaison and/or Chair of the Member Services Committee
Perform any other duties assigned or delegated by the President or the Executive Committee.

23. Secretary
The Secretary serves as an executive member of the National Board and is responsible for making and preserving records of all proceedings of the Association and Executive Committee meetings. In addition to the above the Secretary is empowered and tasked to:
Chair, coordinate or otherwise serve as the liaison for the Rules Committee.
Oversee the proper recording of proceedings of meetings of the Alumni Association Membership and the Executive Committee.
Ensure that accurate demographic records are kept of all memberships at the national, regional and chapter levels.
Distribute a written copy of all proceedings of the Executive Committee, National Board and other meetings as required.
Handle all correspondence for the Association as directed by the President.

24. treasurer
The Treasurer serves as chair of the Audit and Compliance Committee. The Treasurer is responsible for the financial health of the organization and must ensure that the financial affairs of the Association are conducted on a responsible basis in accordance with the established policies and in recognition of the Board’s fiduciary responsibility. Other responsibilities of this position include but may not be limited to:
Working with the President and Executive Director in the development of annual budgets and presenting those budgets to the Executive Committee for approval.
Monitor funds of the Association and ensure the timely and accurate financial reporting to the Executive Committee.
Serve as Chair of the Audit and Compliance Committee.
Provides leadership in the development and implementation of financial policy and controls necessary to support the efficient administration of the Association’s affairs.
Provide leadership in efforts to ensure that the effective planning and implementation of fund raising activities.

25. The Executive Director
The Executive Director is hired and supervised by the National Board and serves at the pleasure of that body. Without limitations, the incumbent conducts the day-to-day management and administrative affairs of the Association as required to achieve the goals and objectives of the organization. Other duties include but are not limited to:
Support the development of the strategic plans and supporting budgets.
Provide administrative and other support to the Executive Committee as required.
Plan and implement the annual convention
Coordinate and oversee the contract services
Serve as contracting officer for the organization
Plan and act to raise funds as necessary to support the long-term sustainability of the Association.

26. Regional Coordinators
The Regional Coordinator as a member of the National Board, represents the association chapters and members in the region from which he/she was elected. Other responsibilities include but are not limited to:
Provide general oversight of the existing and new chapters and membership in the region.
Act to expand the number of chapters and association members in the region.
Ensure that strategies and planned actions are consistent with national strategy and policy.
Coordinate the execution of national strategy and initiatives in the region.
Ensure that chapters in the region are compliant with federal, state rules and regulations.
Develop and maintain a solid understanding of the needs and desires of the chapters and represent that interest on the National Board.
Ensure that local chapter policies are aligned with national policy.

27. Operating committees Charters

28. Chapter Relations
Charge
The purpose of this committee is to develop and implement strategies to optimize alumni engagement in the various regions of the country. This includes but may not be limited to:
The expansion of alumni engagement activities
The start-up of new chapters in the region
The communication and coordination of national goals, objectives, and other initiatives in the region.
Other tasks assigned by the President, Executive Committee or 1st Vice President.
Membership: Comprised of all of the duly elected Regional Coordinators.
Board Liaison and Chair: 1st Vice President of the National Board

29. Member services
Charge
The purpose of this committee is to provide a national focus on the expansion of the financial and other engagement of the alumni through the provision of client services that provide value to the membership proposition. Other duties include:
Develop, implement and oversee Member Services programs and strategies
Develop and implement marketing and branding strategies
Develop and present annual budgets the Executive Committee for approval and inclusion into the national budget.
Other tasks assigned by the President, Executive Committee or 2nd Vice President.
Membership: Appointed by the National President.
Board Liaison and Chair: 2nd Vice President

30. Finance, audit and compliance
Charge
Oversee the finances and ensure federal, state and organizational compliance.
Other Responsibilities
Ensure that all regional organizations and local chapters are compliant with all relevant rules, regulation and policies.
Develop and implement policies to safeguard all organizational assets at every level of the association.
Work with the President, Management and committees to develop and present annual budgets to the Executive Committee for approval.
Monitor budget compliance at the national level of the organization.
Membership: Appointed by the National President
Board Liaison and Chair: The Treasurer

31. Rules committee Charge
Ensure that policy and actions are consistent with bylaws and rules of order and oversee the maintenance of minutes and other records, publications and Board communications.
Other Responsibilities
Coordinate and oversee and interpret all changes to the bylaws.
Coordinate and oversee and interpret all operating policies
Serve as a resource for members with questions or concerns about bylaws or other policies.
Act to ensure general compliance with bylaws, rules and operating policies.
Liaison and Chair: The Secretary; The Parliamentarian will serve as Vice Chair
Membership: Members of this committee will appointed by the National President.

32. Political Action Charge
Develop and implement strategies to mobilize and activate alumni to enhance state and federal government support of university advancement through political and public advocacy.
Other Responsibilities
Develop and implement strategies to mobilize alumni to support advocacy initiatives for the University.
Develop and manage relationships with various caucuses in the State general assembly to enhance support for the University.
Build and manage voter networks through-out the State to expand advocacy efforts around budgets, funding initiatives and other supportive issues for the University.
Strengthen the relationship with the University staff and leadership to ensure alignment of strategies and social action.
Board Liaison and Chair: The immediate past president
Membership: Appointed by the National President