1. Fall Board Meeting New Member Orientation Fall Board Meeting New Member Orientation

2. Duke Alumni Board Overview Our Changing Alumni Body The Board Expectations Review of Board Goals Committee Overview Duke Alumni Scope and scale Key University Issues DAA Program Update

3. 153,971 Living Duke alumni 153,971 Living Duke alumni

8. To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world.

9. Not less than 18 at large members (currently 28) Grad and Professional schools reps (currently 10) Editorial Board rep (currently 1) Graduate and Professional students (currently 3) Faculty members (currently 2) Honorary members (currently 4) Ex-officio for 2014-15 LGBT DUHLAA DUBAC Young Alumni reps (currently 3) Recent Grad rep (currently 1) Total membership = 55 Term = 2 years. Eligible for re-election. Expect most members will not serve more than 2 terms.

10. DAA President Shep Moyle DAA President Elect Elected this year Volunteer Development Jack Boyd & Nikki Gibson Chris O’Neill Campus Engagement Chris Brandt & Amy Hepburn Inga Peterson Awards Mark Stalnecker Sterly Wilder Regional Joanne O’Connor & Kris Klein David Lindquist Diversity Task Force Winston Henderson Sterly Wilder Communication/ Networking Sara Oliver Michael Penn Bob Bliwise Brett Walters Alumni Center Task Force Shep Moyle Scott Greenwood Nominations Committee Jeff Howard Sterly Wilder

11. Executive committee serves as cabinet for president and acts for board in between meetings Members chair and lead committees and task forces Monthly conference calls 3-day summer strategic planning retreat 3 other in-person meetings

12. Nominations Committee Chaired by the immediate past president, comprised of board members and the current president who recommend new members to full board for election Graduate and Professional School Reps Selected by their school Executive Committee—Vice Presidents Selected by president annually for a 1-year terms President/President-elect Nominated and recommended by the nominations committee to the full board

14. Jack Boyd ’85New York, NY Christ Brandt ’00Baltimore, MD Nikki Gibson ’80, P’11,’15,’17Dallas, TX Winston Henderson B.S.E.’90, J.D.’96Boston, MA Amy Hepburn ’97, M.P.P.’01Washington, DC Jeff Howard ’76, P’06,’09,’11Winston-Salem, NC Kris Klein ’82San Francisco, CA Shep Moyle ’84, P’15,’17Roanoke, IN Joanne O’Connor ’92, P’15West Palm Beach, FL Sara Oliver B.S.E.’06New York, NY Mark Stalnecker ’73, P’06,’06Wilmington, DE

15. Act as ambassador Sharing of best practices Reporting/communicating to the regions and alums Act as resource to alums with respect to Duke alumni programming Recruiting and leadership development to catalyze Duke volunteers Program leadership (remaining active as a leader of programs while on the DAA Board) Upholding standards (ensuring the quality of the Duke brand) Assisting with fundraising identification and a spirit of Duke support Representation of all alums Pay Alumni dues and support the Annual Fund

16. Attend and participate in all board and committee meetings and calls Understand the role of board and relationship to staff See the DAA Board as start of a journey not the completion Actively attend Duke events in regions and share the message Positive attitude and teamwork oriented Willingness to work

17. Negative approach and outlook Thinks staff works for them Does not prepare for meetings/read materials or participate in calls and committee meetings Poor attendance Forgets that we are all volunteers who love Duke

18. October 16-18, 2014Fall DAA Board Meeting Football vs. University of Virginia December 2014 TBDBoard Conference Call February 6-7, 2015Winter DAA Board Meeting Basketball vs. Notre Dame April 2015 TBDBoard Conference Call April 30-May 2, 2015Spring DAA Meeting, New York, NY

19. Thursday, October 16 4:00-5:30 p.m.DAA Board Plenary Session 5:45-8:30 p.m.Reception, networking exercise and dinner Friday, October 17 7:30-8:15 a.m.Breakfast 8:15-8:30 a.m.Peter Feaver: 600 Seconds of Education—Global Chaos in American Foreign Policy 8:30-9:15 a.m.Jay Bilas: NCAA and the State of College Athletics 9:30-11:30 a.m.DAA Committee Meetings 11:30 a.m.Lunch 12:00 p.m.DAA Board’s Amazing Race 4:45-5:45 p.m.Homecoming Pep Rally 6:30-8:30 p.m.Dine Around Durham 8:00-9:30 p.m.VIP Lounge for Alumni 9:30 p.m.President’s Homecoming Dance Saturday, October 18 7:30 a.m.Breakfast 8:00-10:30 a.m.DAA Board and Regional Leaders Plenary Session II 11:00 a.m.Lunch 10:30 a.m.-12:30 p.m.DAA Pregame Celebration 12:30 p.m.Duke Football vs University of Virginia

20. Assist and advise you as you begin this exciting journey Introduce you to fellow board members tonight and throughout your first meeting A “go to” resource for any questions

21. Gain alignment and involvement of DAA Board and secure BOT approval of 2020 strategic plan Successful rollout and implementation of new Duke Alumni Network Successful design, approval and construction start of new alumni and visitor center that meets programmatic and strategic goals Create a regional structure, investment and development plan that defines what success looks like for our regions Embrace diversity and affinity groups in all of our efforts Volunteer development (engage) On campus and regional programming (connect) Awards (celebrate) Define the opportunity for alumni career development focused on engagement including student/alumni mentoring, young alumni and student connections Assist in implementation of forever learning programs each as on-line learning, DAE expansion, WF and service learning while evaluating and developing plan for new opportunities such as Leadership Institute and Duke Forward 2.0 (Davos)

22. 1.Build an agile and dynamic Alumni Network platform 2.Establish a consistent, inclusive, and Powerful Regional Presence 3.Strengthen our Investment in Education—the Concept of Forever Learning 4.Deepen Alumni Engagement with Students and With One Another 5.Create a Signature Campus Home for Duke Alumni and Visitors

23. DKU launch Completion of new construction projects West Union, Rubenstein Library, Page Auditorium, Chapel, 751 Parking Garage, Lake Trask, Athletics Complex projects New Provost and new Chancellor of Health Affairs Duke Forward momentum Duke Alumni Network NCAA changes Sexual assault charges at the federal level Federal funding for research

24. Sterly L. Wilder ’83 Associate Vice President, Duke Alumni Affairs

28. Campus Engagement ADUTA Affinity Programs Alumni Education Alumni Travel Careers and Networking Students and Young Alumni Campus Engagement ADUTA Affinity Programs Alumni Education Alumni Travel Careers and Networking Students and Young Alumni Communications and Digital Programs Web Network Publications PR Communications and Digital Programs Web Network Publications PR Regional/Global Engagement Affinity Programming Alumni Admissions Regional programming—in the U.S. and abroad Volunteers Women’s Forum Regional/Global Engagement Affinity Programming Alumni Admissions Regional programming—in the U.S. and abroad Volunteers Women’s Forum Reunions & Special Events Reunions Homecoming Om-campus events Regional events Reunions & Special Events Reunions Homecoming Om-campus events Regional events DAA Partners Admissions Athletics Career Center Student Affairs Deans and Academic Programs Campus-wide Development Colleagues DAA Partners Admissions Athletics Career Center Student Affairs Deans and Academic Programs Campus-wide Development Colleagues Duke Magazine Award-winning Features Class Notes Duke Magazine Award-winning Features Class Notes

29. Awards Campus Engagement Communication/Networking Nominations Regional Volunteer Development Alumni Center Task Force Diversity and Inclusion Task Force

30. Purpose and Description of Committee 6-8 members Staff Liaison: Sterly Wilder ’83, Associate VP, Alumni Affairs Members solicit, screen and select nominations for awards. Members help identify and research promising candidates and continue to work on ways to publicize the nominations process and the awards throughout the entire Duke community. Distinguished Alumni Award Charles A. Dukes Award Beyond Duke Award Forever Duke Award

31. Statement of Purpose To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world. Initial State – 6/30/14  Process for identifying candidates and making awards to alums further enhanced and improved  Awards ceremony at President’s luncheon during Homecoming weekend a huge success  A new award: Beyond Duke Award, included in 2014  Annual calendar for the awards process revised to facilitate comparisons of candidates nominated (i.e.: review carryovers at fall committee meeting and move deadline for nominations to February 1) Initial State – 6/30/14  Process for identifying candidates and making awards to alums further enhanced and improved  Awards ceremony at President’s luncheon during Homecoming weekend a huge success  A new award: Beyond Duke Award, included in 2014  Annual calendar for the awards process revised to facilitate comparisons of candidates nominated (i.e.: review carryovers at fall committee meeting and move deadline for nominations to February 1) Key Strategic Initiatives  Celebrate the service of Duke alums to the University and their communities through the Forever Duke, C.A. Dukes, Beyond Duke, and Distinguished Alumni Awards  Review and revise, as needed, criteria and descriptions of all awards, particularly the Distinguished Alumni Award  Review and recommend other means of DAA recognition of alumni in addition to formal awards  Further efforts to expand the pool of potential award winners through outreach to alums and University-wide staff, particularly through DAA regional clubs, affinity groups and the DAA Board Target State – 6/30/15  Select the winners for 2015 DAA awards.  Finalize consistent guidelines, criteria and descriptions for all awards on Duke websites and in written materials  Detail a strategy for getting DAA regional clubs and affinity groups involved in identifying nominees  Look at ways to recognize regional volunteers and programs  Develop strategies to showcase Beyond Duke Award winners  Develop strategies to utilize award winners as speakers, regional leaders and DAA spokespeople  Move to a February 1 deadline for all award nominations Target State – 6/30/15  Select the winners for 2015 DAA awards.  Finalize consistent guidelines, criteria and descriptions for all awards on Duke websites and in written materials  Detail a strategy for getting DAA regional clubs and affinity groups involved in identifying nominees  Look at ways to recognize regional volunteers and programs  Develop strategies to showcase Beyond Duke Award winners  Develop strategies to utilize award winners as speakers, regional leaders and DAA spokespeople  Move to a February 1 deadline for all award nominations Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  The committee receives input on worthy candidates to receive DAA awards

32. Statement of Purpose To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world. Initial State – 6/30/14 DAA Needs to:  Roll out new affinity group structure and maximize the value of the Network in creating new groups.  Implement Forever Learning enhancements and test new projects outlined in the recent programming audit  Develop a young alumni engagement strategy  Develop an alumni career mentoring strategy Initial State – 6/30/14 DAA Needs to:  Roll out new affinity group structure and maximize the value of the Network in creating new groups.  Implement Forever Learning enhancements and test new projects outlined in the recent programming audit  Develop a young alumni engagement strategy  Develop an alumni career mentoring strategy Key Strategic Initiatives Create 3 Working Groups to focus on:  Growing and expanding the affinity groups and networks as the network rolls out. Set goals and expectations for DAA role in increasing the number of affinity groups by May 2015  Assisting with Forever Learning implementation in conjunction with Network rollout to maximize alumni involvement, content approach and scale  Creating DAA Strategy to engage and sustain young alumni involvement 3 years post grad  Creating DAA Strategy to implement alumni career mentorship Target State – 6/30/15  Charter affinity groups will adopt and understand the new structure and expectations. The number of new affinity groups will grow by 10%.  Outline DAA strategy for engaging and sustaining young alumni involvement within three years post graduation  Outline DAA strategy for creating an alumni career mentorship network  Implement DAA board FL strategy with Network rollout. Define and articulate marketing plan and content approach to achieve scale. Target State – 6/30/15  Charter affinity groups will adopt and understand the new structure and expectations. The number of new affinity groups will grow by 10%.  Outline DAA strategy for engaging and sustaining young alumni involvement within three years post graduation  Outline DAA strategy for creating an alumni career mentorship network  Implement DAA board FL strategy with Network rollout. Define and articulate marketing plan and content approach to achieve scale. Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  The network is in place and is operational  We have adequate human and financial resources to implement our programs  We have strong relationships and support within Duke and externally from alumni, faculty, administrators, and student groups

33. Statement of Purpose To serve as influencers to facilitate alumni wide adoption and utilization of the network and identify best practice methods in which to execute marketing strategies to serve the mission of DAA. Initial State – 6/30/14  Most DAA program/event marketing is done through mass email sent from the DAA nearing limits of both staff capacity and audience tolerance  The New Duke Network is being developed to enhance the ability of alumni to make contacts with fellow alumni, participate in groups, and learn about opportunities that match their interests  Regional Groups develop their own unique systems of program planning, marketing, and data management- hard to track data and trends worldwide  Alumni have few formal opportunities to share feedback and opinion on issues related to Duke Key Strategic Initiatives  Promote the adoption and utilization of the New Duke Network through an ongoing OTM marketing plan and personal network leveraging  Create a “best practices playbook” of strategies to promote and take advantage of alum-to-alum viral marketing with special focus on further development and utilization of the Network  Create a model of a volunteer council of alumni who would provide feedback on key issues Target State – 6/30/15  New Duke network launched with at least 10,000 profiles completed and 50,000 unique site visits  Completed a “wish list” of future capabilities to enhance the power of the network  Delivered a “Best Practices Playbook” of specific strategies and examples of successful alum-to-alum viral marketing  Identified a group of alumni influencers who can be deployed in viral marketing of DAA activities  Model for alumni council evaluated and recommended Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  Board members and other key influencers can play a more effective role both in helping communicate DAA messages and in identifying influencers outside of the DAA Board  Alumni and students want to increase and deepen their connections and will find value in such connections  Alumni and students can forge these improved connections using emerging tools and technologies  Alumni will provide valuable feedback on the technology being developed to increase the power of the Network.  Regional Groups are looking for ways to streamline their processes and learn from each other  Alumni will find value in the power of the Network and not only populate their network profiles but utilize the power of the network to improve their lives and increase their interactions with the Duke community

34. Statement of Purpose To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world. Initial State – 6/30/14  About 150 nominations for board positions received and reviewed  Well diversified board by graduation year, sex, race and ethnicity  Process streamlined to some extent through greater staff participation  Reinstated practice of inviting leaders of prominent affinity groups to serve ex-officio on board  Reviewed process for selection of President and Executive Committee members and presented to full board Initial State – 6/30/14  About 150 nominations for board positions received and reviewed  Well diversified board by graduation year, sex, race and ethnicity  Process streamlined to some extent through greater staff participation  Reinstated practice of inviting leaders of prominent affinity groups to serve ex-officio on board  Reviewed process for selection of President and Executive Committee members and presented to full board Key Strategic Initiatives  Nominate a President-elect through an open and well-communicated process  Nominate 4-6 new board members that will provide the necessary expertise, experience and enthusiasm to continue the work of DA and be representative of the alumni body  Review the bylaws relative to board member terms, categories and extensions and composition of the nominating committee and, if appropriate, recommend changes  Review the timing and process of the committee work to gain maximum input and avoid Spring time pressure Target State – 6/30/15  Charter affinity groups will adopt and understand the new structure and expectations  Graduate and professional schools will support 3 concrete measures to collaborate and coordinate on alumni engagement  5 new and/or existing activities will be outlined as priority areas of support with suggestions for implementation and ensuring long-term success. Target State – 6/30/15  Charter affinity groups will adopt and understand the new structure and expectations  Graduate and professional schools will support 3 concrete measures to collaborate and coordinate on alumni engagement  5 new and/or existing activities will be outlined as priority areas of support with suggestions for implementation and ensuring long-term success. Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  The network is in place and is operational  We have adequate human and financial resources to implement our programs  We have strong relationships and support within Duke and externally from alumni, faculty, administrators, and student groups

35. Statement of Purpose To engage and connect alumni with Duke and each other and to celebrate their service to Duke and the world. Initial State – 6/30/14  No formal mechanisms for documenting and sharing best practices  Failure to celebrate best practices and signature regional programming  Lack of consensus and metrics in defining engagement, i.e., “success” in regions  Absence of uniform system of measurement and information gathering. Limited ability to capture and track data easily with existing technology platform  Varied programming and board structures and inconsistent inclusion of all Duke alumni  Duke Alums Engage in more than 50 cities; DAE first service trip to New Orleans in May 2015  Women’s Forum and Duke Alums Engage growing rapidly but coordinated by a single staff member  Opportunity to streamline regional email process including event notifications and follow up surveys  DAA has developed and begun to communicate budgets to Tier 1 regions but lacks historical financial data Initial State – 6/30/14  No formal mechanisms for documenting and sharing best practices  Failure to celebrate best practices and signature regional programming  Lack of consensus and metrics in defining engagement, i.e., “success” in regions  Absence of uniform system of measurement and information gathering. Limited ability to capture and track data easily with existing technology platform  Varied programming and board structures and inconsistent inclusion of all Duke alumni  Duke Alums Engage in more than 50 cities; DAE first service trip to New Orleans in May 2015  Women’s Forum and Duke Alums Engage growing rapidly but coordinated by a single staff member  Opportunity to streamline regional email process including event notifications and follow up surveys  DAA has developed and begun to communicate budgets to Tier 1 regions but lacks historical financial data Key Strategic Initiatives  Sustain, expand and deepen regional engagement by supporting effort to develop tools to define engagement and to enable metric-based evaluation and decision-making  Define engagement and outline objectives for Tier 1 and 2 regions including programming and board structures designed to incorporate and promote involvement by all alumni and affinity groups  Promote implementation of budgets in Tier 1 and 2 regions  Support roll out of the new Alumni Network platform and advise on ways to leverage it to track, promote and celebrate engagement  Celebrate and share the best practices going on throughout regions Target State – 6/30/15  Formal mechanisms in place for sharing best practices among regions with DAA  Achievements of regions celebrated and shared  “Success” including key metrics around engagement in Tier 1 and Tier 2 Regions is defined  Framework for aspirational / minimal Tier 1 and 2 programming and board structures established.  Develop Alums Engage expanded to 75 cities  Streamlined communications tools for regional programming established and implemented  Move to a February 1 deadline for all award nominations  Budget process implemented in Tier 1 and 2 regions. Regions provided clear guidance regarding use of funds and financial tools in place to track budget Target State – 6/30/15  Formal mechanisms in place for sharing best practices among regions with DAA  Achievements of regions celebrated and shared  “Success” including key metrics around engagement in Tier 1 and Tier 2 Regions is defined  Framework for aspirational / minimal Tier 1 and 2 programming and board structures established.  Develop Alums Engage expanded to 75 cities  Streamlined communications tools for regional programming established and implemented  Move to a February 1 deadline for all award nominations  Budget process implemented in Tier 1 and 2 regions. Regions provided clear guidance regarding use of funds and financial tools in place to track budget Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  We can obtain a representative survey of and feedback regarding the present state of our Tier 1 and Tier 2 regions including programming, board structure and volunteer development in those regions  We will work closely with the Volunteer Development Committee, Awards Committee, Network Committee and Diversity Task Force to efficiently and synergistically achieve our goals and to avoid duplication of efforts

36. Cultivate, inspire and enrich our volunteers Identify, recruit, train, engage, support, assess, repeat In region, on campus, and online Development and update of tools and infrastructure Establish formal and informal ways to share best practices Plan and execute VLEs, including VLC Develop Leadership Development Ladder (Tiers of Engagements) Regional Volunteer Coordinator; DAA Staff Work closely with Awards Committee, Regional Committee, Diversity and Inclusion Task Force, and others Sub-committees Tools and Infrastructure Training How Board members can help Share your volunteer experiences with VolDeCom members Make recommendations for improvement to the process Discuss VolDeCom goals in context of your committee Tell us what you or other Dukies need to be better volunteers

37. Statement of Purpose To develop and maintain globally consistent tools, including training and volunteer leadership events, that optimize and enhance the volunteer experience. Initial State – 6/30/14  No formalized training for volunteers  VLC is not longer offered  There is no volunteer track to set expectations for different levels of volunteer engagement  Inconsistent methods for identifying, utilizing and recruiting volunteers in the regions  No formal structure for sharing best practices between regions  No focus on developing a pipeline of volunteers  No emphasis on enhancing the volunteer experience with some sort of feedback loop  No central point to locate tools and volunteer opportunities with assigned responsibility for update, including the DAA Handbook Key Strategic Initiatives  By creating a central hub for information and training, DAA will cultivate, inspire and enrich volunteers, providing a more meaningful experience and making it easier for volunteers to engage with Duke in a mutually beneficial way  Support volunteers in their roles by providing standardized training that is strengthened by sharing best practices; increase volunteer satisfaction through the development of better-defined opportunities Target State – 6/30/15  Formalized training for volunteers in- region, on-campus, and online  Re-launch Volunteer Leadership Conference with a global reach making it the standard for volunteer training with video and text available online  Implement a Leadership Development Ladder that defines tiers of volunteer engagement to inspire and inform  Formalized methods to identify and recruit volunteers in all regions; pilot programs for Regional Volunteer Coordinators who report to a DAA Staff member  Established methods for formally and informally sharing best practices  Focus on developing a pipeline of volunteers  Enhanced volunteer experience that is meaningful and mutually beneficial through an active feedback loop  Centralized location for volunteer tools and opportunities on website with assigned responsibility for upkeep of records, including the DAA Handbook Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  Both Duke and our volunteers will benefit from standardized training that is continuously being assessed and improved to address the needs of current DAA initiatives  VolDeCom will work closely with other DAA committees to achieve its goals in a strategic and synergistic manner

38. Statement of Purpose To create a new gateway to the University for all alumni and visitors. Initial State – 6/30/14  Architect selected to create conceptual drawings  Lead donors identified  Initial programmatic and staff requirements identified  DAA target move out 05/2015 with move in date of 09/2016  Key Board of Trustee and administration support  Opportunity to create a new gateway to the university for alumni and visitors Initial State – 6/30/14  Architect selected to create conceptual drawings  Lead donors identified  Initial programmatic and staff requirements identified  DAA target move out 05/2015 with move in date of 09/2016  Key Board of Trustee and administration support  Opportunity to create a new gateway to the university for alumni and visitors Key Strategic Initiatives  Create a new gateway to the University for alumni and visitors to University  Enable alumni connection and education with each other, students and university through flexible spaces  Meet the projected growth needs for DAA Staff  A place to celebrate Duke Alumni and contributions to the University  Unique and dedicated space for Alumni education and events Target State – 6/30/15  Alumni Center approved for construction by Board of Trustees with funding secured  Draft of programmatic functional needs and specifications for architects (Fall 2014)  Draft of programmatic schedule and utilization plan for 2016-17  Marketing and communications plan (Spring 2015)  Define DAA plans for core elements and communication within facility (summer 2015) Target State – 6/30/15  Alumni Center approved for construction by Board of Trustees with funding secured  Draft of programmatic functional needs and specifications for architects (Fall 2014)  Draft of programmatic schedule and utilization plan for 2016-17  Marketing and communications plan (Spring 2015)  Define DAA plans for core elements and communication within facility (summer 2015) Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  University will approve plan to move to plans and construction  Gifts will be secured and gaps covered by University  Able to design a multi purpose facility adequate to meet evolving mission of DAA

39. Statement of Purpose To engage and connect the entire range of diverse alumni with Duke, and encourage/support activity of Affinity Groups. Initial State – 6/30/14  Several existing Affinity Groups, operating largely independently from DAA, (on campus and in the regions) but with some coordination with and support from DAA  34 Affinity and Identity Groups. The most active groups are - DUBAC, DUHLAA, Duke LGBT Network, Women’s Forum Programming and DEMAN  Good momentum with engaging and energizing Affinity Groups  Implement a formal process for incorporating diverse populations and/or activities in DAA or regional programming  Implement a formal process for interacting with Affinity Groups Initial State – 6/30/14  Several existing Affinity Groups, operating largely independently from DAA, (on campus and in the regions) but with some coordination with and support from DAA  34 Affinity and Identity Groups. The most active groups are - DUBAC, DUHLAA, Duke LGBT Network, Women’s Forum Programming and DEMAN  Good momentum with engaging and energizing Affinity Groups  Implement a formal process for incorporating diverse populations and/or activities in DAA or regional programming  Implement a formal process for interacting with Affinity Groups Key Strategic Initiatives  Establish on-going dialogue with affinity groups to inform DAA’s direction  Harness energy of affinity group members and expand the tent to make DAA more inclusive  Create a deeper pool of qualified nominees to fill volunteer roles, regional boards and DAA Board  Strengthen the DAA through diversity of identity, opinion, passions, focus, background, experiences, etc.  Work with DAA Staff to implement key recommendations from DukeProceed report Target State – 6/30/15  Establish a baseline for effective communications between Affinity Groups and DAA on campus and in the regions  Involve Affinity Groups in two key DAA activities.  Incorporate diverse programming into DAA and regional schedules  Establish an Asian Alumni Association  Increase volunteer participation by members of Affinity Group demographic in DAA and regional board activities by 10%.  Key descriptors: significant exchange, energized, informed Target State – 6/30/15  Establish a baseline for effective communications between Affinity Groups and DAA on campus and in the regions  Involve Affinity Groups in two key DAA activities.  Incorporate diverse programming into DAA and regional schedules  Establish an Asian Alumni Association  Increase volunteer participation by members of Affinity Group demographic in DAA and regional board activities by 10%.  Key descriptors: significant exchange, energized, informed Top Underlying Beliefs and Assumptions We can achieve our goals assuming…  Both DAA and Affinity Groups can articulate benefits of diversity  The committee has significant input from Affinity Group leaders

40. Have fun Work hard Be on time Be Forever Duke