Yale Global Alumni Leadership Forum
November 20 – 23, 2013 New Haven, Connecticut, USA
This inaugural YaleGALE @ Yale is produced by the Yale Global Alumni Leadership Exchange (YaleGALE), a strategic initiative of the Association of Yale Alumni (AYA). Welcome
Greetings, and welcome to New Haven, known as Elm City, for those stately trees, some of which still grace the New Haven Green in the center of town. This time of year the winds often blow cold as a premonition of winter, but it warms our hearts that all of you chose to spend it here in New Haven with us at this first YaleGALE @ Yale Global Alumni Leadership Forum. We are pleased to be hosting 28 of you, representing 8 universities and 1 service organization from 4 continents. We hope you learn as much as we know we will.
Welcome also to the campus of Yale University. As you walk among the buildings this week, you will see a bit of the architecture that makes up the residential colleges of Yale. Their sheltering quadrangles are a key ingredient in creating a university experience that engenders the lifelong loyalty of alumni. Your first sessions are in Dwight Hall, situated on the Old Campus, which houses most first year students.
It is most appropriate that this Forum be held at Dwight Hall which forms the locus of volunteering on the part of students. Yale is proud that over 2/3 of the student body are involved in volunteering.
The Old Campus also contains the oldest university buildings – from Colonial times. In front of one of these stands a statue of one of the students who lived there, Nathan Hale, a patriot executed during the American Revolution. He is known, not only for his last words, “I regret that I have but one life to give for my country,” but also for earlier ones, “I wish to be useful.”
During this week, you will see at Assembly, not only how we at Yale learn from each other, but also how we honor our own. At the end of the week you will get to experience that fall tradition of American universities – the football game. The weekly festivities of which often rival those of the annual Homecoming at universities elsewhere in the world.
Thanks for coming.
Boola, boola.
Ben Slotznick ‘70 Producer, YaleGALE @ Yale
Page 1 Table of Contents
Welcome ……………………………………………………………………………………... 1 Table of Contents …………………………………………………………………………… 2 Agenda ………………………………………………………………………………………. 3 Biographies of selected speakers and panelists …………………………………………. 8 Session Materials Regional associations ……………………………………………………………... 15 Overview ……………………………………………………………………. 16 Additional information ……………………………………………………. 17 Regional associations abroad ……...... ……………………………………… 19 Additional information ……………………………………………..……… 20 Leadership cultivation ……………………………………………………………... 21 Additional information ……………………………………………………... 22 Volunteer engagement ……………………………………………………………... 23 Additional information ………………………….…………………..……... 24 Mentoring, student-alumni programming, internships ………………………… 25 Overviews …………………………………………………………………… 26 Additional information …………………...…………………………..……. 29 Affinity groups (Shared Interest Groups – SIGs) ………………………………... 34 Overviews …………………………………………………………………… 35 Additional information ……………………………………..………..……. 40 Reunions …………………………………………………………………………….. 52 Overviews …………………………………………………………………… 53 Additional information ………………………………………..…….…….. 55 Alumni relations and social media ………………………………………………... 57 Additional information ……………………………………..……….…….. 58 Globalizing the Call to Service (Yale Alumni Service Corps) ……………..…… 71 Overview …………………………………………………………………….. 72 Additional Information ...... 73 Day of Service Around the World ………………………………………………… 74 Overview …………………………………………………………………….. 75 Additional information …………………………………………………….. 76
Addenda …………………………………………………………………………………….. 77 Map of the Yale Campus …………………………………………………………… 78 Invitation to Alumni Village outside the Yale Bowl on Saturday 10 – noon …. 84
Page 2 2013 Yale Global Alumni Leadership Forum at the AYA Assembly Nov. 20-23, 2013
Breakfast is on your own. Throughout the program you will be hosted by YaleGALE representatives.
Wednesday, Nov. 20
Wednesday sessions are at Dwight Hall on 67 High Street, New Haven, CT
Wednesday Morning Sessions
8:30 a.m.: Opening Address and Alumni Relations Overview by Mark Dollhopf ’77, Executive Director, Association of Yale Alumni
9:10 a.m. – 9:55 a.m.: First breakout sessions on best practices: • Regional associations Panelists: Roy Niedermayer ’69, Sharon Randall ’98, Lee Corbin ’91, John Boak ‘70 Topic: “Sustaining Regional Associations, both Large and Small” – How do you tailor your programming to the size and reach of your association? What can the large regional associations learn from the small ones? What can the small regional associations learn from each other? • Leadership cultivation Panelists: Joe Staley ’59, Ed Sevilla ’82, Charlotte Hitchcock ’91 MPH Topic: “Motivating Volunteers to be Effective Leaders” – How do you recruit and motivate alumni to volunteer their time to create and run successful alumni organizations? How do you keep alumni involved for the long term?
10:00 a.m.: Welcome and Delegation Introductions: Ben Slotznick ’70 will introduce one member of the delegation from each participating University, who will say a few words about their University and other members of their delegation. 10:30 a.m.: Coffee Break
10:50 a.m.: An Overview of Yale Alumni Relations by Kathy Edersheim ‘87
11:15 a.m.: Second breakout sessions on best practices: • Volunteer engagement Panelists: Lee Corbin ’91, Charlotte Hitchcock ’91 MPH, Stuart Cohen ’70, Ilona Emmerth ‘98 Topic: “Cultivating the Alumni Connection” – How do you get young alumni to start participating? How do you get new participation among older alumni? How do you keep the regulars coming back? • Alumni relations and social media Panelists include: John Boak ’70, Ed Sevilla ’82 Topic: “Effective use of social media in universities for engagement and development” – How has social media changed the way alumni engage with their
Page 3 university? How has it changed the fundraising landscape? Which social media tools have been the most effective? How do you run an internet fundraising campaign? Does the Internet eliminate the need for other alumni activities?
12 noon: Lunch – Lunch will be held one block away in Rose Alumni House at 232 York Street. We will be joining the AYA Board of Governors for a casual lunch at Rose Alumni House.
Wednesday Afternoon Sessions
1:30 p.m.: Opening: Kathy Edersheim ’87, AYA Senior Director, International Alumni Relations and Travel
2:00 p.m.: Third breakout sessions on best practices: • Mentoring, student-alumni programming, internships Panelists: John Boak ’70, Marv Berenblum ’56, Steve Blum ’74 Topic: “Bulldogs: Student Internship Programs that fuel Alumni Participation” – What are the components of a summer student intern program? What is the alumni involvement? How do you get employer buy-in? Why involve non-profits and NGOs? How do you involve them? • Affinity groups Panelists: Charlotte Hitchcock ’91 MPH, Ed Sevilla ‘82, Kathy Edersheim ‘87 Topic: “Organizing Alumni Activities around Shared Interests or Identity” – How do you create alumni networks based on common interests such as law, journalism, finance, or entertainment? How do you find alumni with common interests and get them together? 2:45 p.m.: Break
3:00 p.m.: Third breakout sessions on best practices: • Regional associations abroad Panelists: Paul Broholm ’78, Thatcher Shellaby ’70, Caroline Hsiao Van '79 Topic: “Far from home: organizing regional associations abroad” – What are the particular problems facing regional alumni associations located in countries different than the home of their university? What are the hidden strengths? How do you capitalize on those strengths? • Reunions Panelists: Sharon Randall ’98, Stuart Cohen ’70, Jennifer Julier ‘77 Topic: “Event Management: Planning Successful Reunions and Events” – What are the steps in creating an event that alumni will want to attend? What are appropriate venues and price points? Who should organize such events – professional staff or volunteers? 4:00 p.m.: Plenary session: summation
6:30 p.m.: Welcome dinner with AYA Board of Governors: at the Peabody Museum, 170 Whitney Avenue Shuttle buses are leaving from (a) St. Thomas More/Golden Center on 268 Park Street and (b) The Study on 1157 Chapel Street at 6:15p.m. at both locations.
Page 4 Thursday, Nov. 21
The AYA Assembly plenary: Shubert Theater on 247 College Street.
9:30 a.m. - 10:00 a.m.: AYA Assembly morning plenary session – The theme this year is 375 years in New Haven: Town and Gown linked together. Welcome and Introduction to the Assembly Shubert Theater, 247 College Street • Jimmy Lu ’77, Chair, AYA Board of Governors • Video welcome from Mayor John DeStefano
10:00 a.m.: Short break: Leave plenary and walk from Shubert Theater to Dwight Hall at 67 High Street
Yale Global Alumni Leadership Forum – Thursday Sessions Theme: Globalization of Alumni Relations
10:15 a.m.: Internationalization strategy at Yale by Don Filer, Executive Director, Yale Office of International Affairs 11:00 a.m.: Coffee Break 11:15 a.m.: Globalizing the Call to Service: Yale Alumni Service Corps by Kathy Edersheim ‘87 Since the spring of 2008, Yale alumni, family and friends have traveled as a group to under- developed communities to provided volunteer services, with a vision much like the Peace Corps. Their volunteering strengthens the communities they visit by providing a week of "fun", education, medical services, micro business consulting, and light construction and creates deep friendships among the group and deeper ties with Yale. The Yale Alumni Service Corps will volunteer in Nicaragua, Ghana and India as well as two communities in the U.S. in 2014.
11:45 a.m.: Day of Service around the World by Lise Chapman ’81 MBA Since the spring of 2008, Yale alumni have come together at sites around the world for a Day of Service every May. Their volunteering not only helps make their own neighborhoods better places, but makes Yale alumni organizations stronger by creating bonds that go beyond “networking”. The Yale Global Day of Service continues to expand, looking for organizations with which to partner in service.
12:15 p.m. – 1:30 p.m.: Lunch (by ticket) in the Residential Colleges
1:45 p.m. - 4:15 p.m.: How to foster a culture of alumni giving – a special program on Fundraising and Development for YaleGALE attendees by Mark Dollhopf ’77, Executive Director, Association of Yale Alumni
5:30 p.m. – 6:45 p.m.: Yale Medal Dinner Reception New Haven Museum, 114 Whitney Avenue 7 p.m.: Yale Medal Dinner Commons Dining Hall, 168 Grove Street (enter from Memorial Hall rotunda)
Every year since 1952, the Yale Medal has been conferred to honor outstanding individual service to the University. This year’s recipients reflect the range of service and leadership the AYA strives to recognize with this award. We honor the remarkable contributions of the Medalists and the ways they have chosen to give back to our community of scholars and friends. Page 5 Friday, Nov. 22
The AYA Assembly plenary: Sheffield-Sterling-Strathcona Hall, 1 Prospect Street.
8:30 a.m. - 8:55 a.m.: President Peter Salovey MS ’83, PhD ’86 will offer his first annual University Update.
9:00 a.m. - 10:30 a.m.: AYA Assembly morning plenary – The AYA Strategic Plan in Action Room 114, Sheffield-Sterling-Strathcona Hall, 1 Prospect Street
Join us for an exciting session, moderated by AYA executive director Mark Dollhopf ’77, to hear updates on some of the most successful and innovative alumni programs from the last year. You will also be treated to previews of upcoming events and an announcement of the winner of the first-ever Yale Educational Travel photo contest.
10:45 a.m. – 11:45 a.m.: AYA Assembly information sessions ALUMNI PROGRAMS: INFORMATION SESSIONS (SESSION I) Various venues around the Yale Campus
These sessions will provide an opportunity for Assembly attendees to learn more about current AYA programs. Session presenters will offer an overview and/or annual report and include time for Q&A, as well as information on how to get involved. Some sessions will be offered in two time slots — Session II, listed below, will be held at 1:45 p.m. — so that attendees will have an opportunity to hear from two different groups.
– Sessions include an opportunity to learn about volunteer training opportunities through AYA. Attendees also learn about how to get involved in programs such as newly formed Shared Interest/Identity Groups and Bulldogs of the Last Decade (BOLD, Yale’s young alumni initiative), as well as updates from Yale Alumni Service Corps, Yale Day of Service, and YaleGALE (Global Alumni Leadership Exchange).
12 noon - 1:30 p.m.: AYA University Update Lunch Commons Dinning Hall, 168 Grove Street (enter from Memorial Hall rotunda)
– At lunch, Yale Vice-President Linda Lorimer will present the 2nd annual Yale-Jefferson Awards, an alumni-student honor sponsored by Students and Alumni of Yale (STAY), given annually to recognize three Yalies — one alumnus, one graduate/professional student, and one undergraduate — who inspire others in the Yale community through innovative and sustained contributions of service to the greater good.
1:45 p.m. – 2:45 p.m.: AYA Assembly information sessions ALUMNI PROGRAMS: INFORMATION SESSIONS (SESSION II) Various venues around the Yale Campus
A second opportunity to learn more about AYA programs. The selection of sessions will be similar to those offered in the morning (see 10:45 a.m. listing).
Page 6 3:00 p.m. – 5:15 p.m.: AYA Leadership Development Workshops Various venues around the Yale Campus
How can the initiatives of the new AYA Strategic Plan invigorate a specific volunteer constituency’s work for Yale? Attendees will break out by interest, constituency and/or activity to discuss bringing their leadership together with the goals of the strategic plan. (In addition, closed meetings will be held for some task forces and boards.)
For Forum attendees: This is also a time to visit alumni of your University, who live, work or study at Yale. You could instead visit one of the Yale museums: http://www.yale.edu/visitor/attractions.html. Alternatively, you and your colleagues can grab a table at one of the many coffee shops around Yale and hold your own debriefing or planning session. For example, there is the Thain Family Café at the Bass Library at 110 Wall Street: http://www.yale.edu/dining/locations/thain.html. In addition there are coffee shops all around Campus on Chapel Street, Broadway, York Street, Wall Street, Whitney, and others. An online listing of coffee shops is here: http://www.infonewhaven.com/dining-listing?field_cuisine_term_tid=20. For other dining, go here: http://www.infonewhaven.com/dining-listing
5:30 p.m. – 7 p.m.: AYA Volunteer Leadership Awards Reception Presidents’ Room, 2nd Floor, Memorial Hall (rotunda adjacent to Woolsey Hall)
Join us for a wine/beer reception with hors d’oeuvres to celebrate the presentation of this year’s AYA Leadership Awards for Volunteer Innovation and Service, and the AYA Board of Governors Excellence Awards for alumni groups and programs. Together we will congratulate these outstanding volunteers and groups for their efforts on behalf of Yale and their communities.
7 p.m.: Dinner on your own – please join YaleGALE at BAR (254 Crown Street) known for their mashed- potato pizza, where we will be holding a YaleGALE Reunion.
SATURDAY, Nov. 23
Morning: Self-Guided Tours of Yale: For several self-guided tours that can be downloaded as pdfs see the Mead Visitor Center website: http://www.yale.edu/visitor/. There is also a walking audio tour that can be downloaded as an MP3 from that website.
There are free shuttle buses to the Yale Bowl football stadium. They leave from the Ray Thompkins House near the corner of Tower Parkway and Broadway.
10 p.m. – 12 noon: AYA Pre-Game Hospitality Tent Near Portal 17 on the west side of the Yale Bowl
Join Yale Alumni at the popular “AYA Alumni Village.” This free reception for all Yale alumni and their guests provides a place to meet up with classmates and others before going to the Yale- Harvard football game. There will be free food and refreshments.
For Forum attendees: The festive partying held outside the stadium in the parking lots is an American tradition known as “tailgating”. Many bring picnic tables and even barbeque grills. Some people have such a good time at the tailgate parties that they never actually attend the football games. This is especially true at the top football schools where a ticket might cost $100 or more. Enjoy yourself, but be careful, because there are lots of people, many vehicles, and sometimes accidents happen.
12 noon: The Game: Yale vs. Harvard
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Biographies
Speakers
Mark Dollhopf ‘77, Executive Director, Association of Yale Alumni
Mark began his career on the fundraising side of alumni relations. He started working at Yale in 1977 the year of his graduation, as a staff member for the Yale Development Office – the fundraising department of Yale. In 1980, Mark co-founded the firm of Anderson, Cole & Dollhopf, and there pioneered new institutional fundraising and advancement techniques for universities and independent schools, including the first professional campus direct response programs. His firm served over 100 education, health, social service, political and religious organizations, including Yale, Brown, Columbia and Duke universities; Exeter and Andover preparatory schools; the National Wildlife Federation; the Arthritis Foundation; the Archdioceses of New York, Boston, St. Louis and Chicago; Catholic Relief Services; and Lutheran Social Services. In 1989 Anderson, Cole & Dollhopf was acquired by MCI.
In 1993, Mark founded Janus Development, which counsels non-profit institutions about strategic planning, leadership and board development as well as management and marketing. Strategic planning clients have included Junior Achievement of Central Florida, the Archdiocese of Chicago, the Diocese of Orlando, the Colony Foundation and Liberty Community Services of Connecticut, among others.
Throughout the past 35 years, Mark has been an active volunteer for Yale as an alumnus.
In 1997, Mark founded the Yale Alumni Chorus, a volunteer organization of Yale alumni which has completed eleven major international concert tours and co-sponsored and participated in two domestic choral festivals. Well over 2,000 alumni and friends have participated on concert tours and events representing Yale in Great Britain, China and South America. The group also traveled to Russia in 2003, becoming the first American chorus ever to perform at the Kremlin. In 2004, Mark won the Yale Medal for his work with the Yale Alumni Chorus. The Yale Medal is the highest award presented by the Association of Yale Alumni, conferred solely to honor outstanding individual service to the University.
In 2006, Mark became Executive Director, of the Association of Yale Alumni, switching once again from Yale alumni volunteer to alumni relations professional working for Yale. In this capacity, he has led the AYA as it reaches out to alumni in new ways, with a new emphasis on innovative friend-raising. During his tenure, alumni engagement has increased many-fold – by some metrics 400 to 800 percent.
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Kathy Edersheim ‘87
Kathy Edersheim is Senior Director of International Alumni Relations and Travel at the Association of Yale Alumni. She is the founding Chairperson of YaleGALE and produced the YaleGALE trips to Australia, Japan, Turkey, China, and the U.K. prior to joining Yale. As a volunteer, Kathy was a Board Member of the Yale Alumni Service Corps and produced their program in China and their first program in Ghana. She was Vice-President of the Yale Alumni Chorus and co-produced the Celebration of Song Tour in 2011. Kathy served on the AYA Board of Governors for four years. Kathy was the first woman President of the Yale Club of New York City - the largest college club in the world with a 22 story building located in the heart of mid- town Manhattan - and continues to serve on the Board of the Club. She continues to work on developing an intercollegiate alumni association for the International Alliance of Research Universities, a ten university consortium. Kathy won the AYA Volunteer of the Year award in 2008. In 2011, Kathy was awarded the Yale Medal, Yale's highest award presented by the AYA, conferred solely to honor outstanding individual service to the University. Prior to joining AYA, she worked as a Financial Advisor and marketing professional. Kathy received an MBA from the Stern School of Business.
Donald Filer
Donald Filer is Executive Director of Yale’s Office of Office of International Affairs (OIA), which supports the international activities of all schools, departments, offices, centers, and organizations at Yale; promotes Yale and its faculty to international audiences; and works to increase the visibility of Yale’s international activities around the globe. Prior to his appointment at Yale in 2000, Don served in a number of capacities at Connecticut College from 1991 to 2000 including Vice President for Community and Public Affairs, Secretary of the College, and Acting Vice President for Development. He worked for former U.S. Representative Bruce A. Morrison of New Haven from 1985 to 1991.
Lise Pfeiffer Chapman ’81 MBA
Lise Pfeiffer Chapman, is currently national Chair of the Global Yale Day of Service program and continues to be a Site Coordinator each year. She is an Executive Officer of the AYA Board of Governors and serves her local community as an elected official in her second term on the Millburn Township Board of Education, Millburn, New Jersey. Prior, Lise has been a Mergers & Acquisition investment banker at Merrill Lynch, commercial banker at Citibank, and project officer for the Community Foundation of New Jersey. A Stanford 1975 graduate, Lise received The Stanford Medal in 2011. For Yale, she has served as Reunion Chair for her Class at the Yale School of Management for its 5th and 30th reunions. She has participated in Yale Alumni Service Corps trips to West Virginia and Nicaragua, currently serves as a member of the YASC Advisory Board, and participated in the YaleGALE trip to China.
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YaleGALE Panelists and Facilitators
Marv Berenblum ‘56
Marv Berenblum is CEO of the National Executive Service Corps. Marv has devoted a large part of his life since graduating from Yale to Yale-connected volunteer activities. A resident of Greenwich he has served as President of the Yale Alumni Association of Greenwich and as the Alumni Schools Chairman in that community. As a member of his class's Executive Committee, Marv has led two mini-reunions, and served as Associate Chairman of the class's 25th reunion. Marv sang with the Yale Glee Club and Alley Cats, and now performs with the Yale Alumni Chorus. He was President of the Yale Glee Club Associates and is a member of the Yale Alley Cats Alumni Association Board. Marv has just completed his term as an Executive Officer of the Board of Governors of the AYA, and now serves as President of the AYA's Advisory Council. Marv won an AYA Volunteer of the Year award in 2012. He has been very active as a member of YaleGALE's Board, and produced the YaleGALE programs in Israel, Paris and the Baltics. Marv is the Founder and Chairman of Yale Alumni College.
Steve Blum ‘74
Steve Blum has been a CPA and Corporate Finance partner at KPMG, and a Managing Director and COO of Burnham Financial Group. Steve is now employed as Senior Director of Strategic Initiatives at the Association of Yale Alumni – a position created just for him - while he still leads all of KPMG’s client merger/acquisition seminars, and still testifies as an expert in numerous complex financial disputes. At Yale, Steve is a Branford College Resident Fellow, has led 21 financial literacy sessions for students, helped create Student Leadership Forums, co-founded Students and Alumni of Yale (STAY), and organized Yale’s first-ever residential college reunions. After serving as Yale’s Fencing Team Captain as a student, Steve competed nationally and internationally for another decade (earning five national championships in team saber). He has been Co-President of the Yale Fencing Association for decades.
John Boak ‘70
John Boak is an artist and designer living in Denver, Colorado. He creates paintings in oil on panel, and wall sculpture with acrylic paint on wood and metal. He is the president of the Colorado Yale Association, which covers an area larger than New Zealand and holds as many as 7 Feb Club events each year in addition to a full calendar of programs. He won an AYA Volunteer of the Year award for club leadership and innovation. He has also designed logos for YaleGALE, Yale Alumni Service Corps (YASC), Yale Alumni College, and resource websites for YaleGALE and YASC. He has designed the AYA Assembly event booklets for 2012 and 2013, including their event logos. He also has created 27 Yale-themed beer labels including this year's inaugural saLOVEy ale, honoring Yale’s 23rd President, Peter Salovey.
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Paul Broholm ‘78
Paul Broholm is the Director of Investments for a Dutch private bank. He has lived in the Netherlands for 22 years, where he first moved to teach at the Rotterdam School of Management. Paul is President of the Yale Club of the Netherlands, which won the AYA Excellence Award for Outstanding International Club in 2011. Paul initiated the AYA’s recent European Leadership Forum to bring together European Club leaders to discuss opportunities in the region with each other. Paul has served on the board of several charitable and not-for-profit organizations, and is Secretary of the Ivy Circle, an association of U.S. university alumni clubs providing a platform for social and cultural activities in the Netherlands, and sponsor of an annual Fulbright Scholarship.
Stuart Cohen ‘70
Stuart Cohen is a personal life coach with a background in the arts. He worked as a professional commercial and editorial photographer for 25 years and has written three books on photography and one about psychology. As a volunteer in his community, Stuart has been the head of a symphony orchestra, synagogue president and served on several non-profit boards. As a volunteer for Yale he participated in Yale Day of Service and was in charge of programs for his most recent Yale class reunion. Stuart was the photographer for 2013 YaleGALE visits to Paris and the Baltics and contributes to the YaleGALE website in text and photos. He is active with the Yale Club of Boston.
Lee Corbin ‘91
Lee Corbin is a lawyer, an environmental cartographer, a graphic designer, and a Federal government employee for the Department of State, working as a fraud officer at the National Passport Center, Portsmouth, New Hampshire. She volunteers in her community as President of the Juniper Point Village Improvement Society (a residential community of 150 families) and as a volunteer judge for Maine’s high school mock trials for high school students. Lee is the President of the Yale Club of Western Maine, which has a constituency of over 1,100 alumni, only half of whom have provided email addresses, making communications a very difficult and costly challenge. She interviews high school prospective candidates for Yale each year. Lee has been the Editor in Chief of both the Participant Directories and the Tour Books for both the YaleGALE Paris and YaleGALE Baltics trips.
Ilona Emmerth ‘98
Ilona Emmerth is Senior Director for Major Cities at AYA. She interacts primarily with alumni in New York and Chicago while overseeing staff engagement of alumni in Boston, Los Angeles, New Haven, San Francisco and Washington, DC. In addition to guiding the chapters through strategic planning and innovative program development, Ilona seeks out individual volunteer leaders to help them navigate a volunteer “career path” based on their personal interests and
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talents. Prior to joining the AYA staff in 2008, Ilona was a dedicated Yale alumna volunteer leader in Cleveland, Ohio. The highlight of her roles and achievements was the 2003 launch of Bulldogs on the Cuyahoga, a multifaceted summer internship program designed to attract current Yale students and recent graduates to the city. While in Cleveland, Ilona’s professional work included supply chain consulting as well as being a principal in her family’s business, a supplier to the fast food industry. Because of her business experience and community engagement, Crain’s Cleveland Business named her one of “Forty Under 40” rising business leaders in 2006.
Charlotte Hitchcock ’91 MPH
Charlotte Hitchcock is an attorney who serves as General Counsel and Chief of Staff of the Newark Public School system, the largest district in the State of New Jersey with 40,000 students and a budget of one billion dollars. Charlotte has also served two New York Governors, as Special Advisor to Andrew Cuomo and as Chief of Staff to David Paterson. Charlotte began her professional career at the Legal Aid Society of New York City as a civil and criminal defense attorney. Charlotte has been an active volunteer in various legal professional organizations. For Yale, she has been a member of the AYA Board of Governors, has represented the Yale African American Shared Interest Group at Assembly, and is currently a member of the Activities and Membership Committees of the Yale Club of New York, a member of the Board of the Yale Alumni College, and a member of the Board of YaleGALE.
Jennifer Julier ’77
Prior to joining the AYA in 2001, Jennifer Julier volunteered as a Vice President of the Yale Club of New Haven and as its ASC director. Her duties in the class area of the AYA include working with nineteen Yale College Classes and planning the 40th, 45th, 50th and 55th reunions. Jennifer is also responsible for the intellectual programming at reunions, including the Friday morning lectures and Saturday’s Morning at Yale. She is also Chairman of the AYA’s Faculty Speakers Committee, which coordinates the use of faculty for our programs and oversees faculty stewardship. Before coming to Yale Jennifer was a freelance researcher, editor and writer in the fields of New Haven history and Connecticut genealogy. She holds a Master’s degree in library science from Columbia University and a B.A. in the History of Art from Yale, Class of 1977.
Roy Niedermayer ‘69
Roy Niedermayer has spent his professional life as a commercial trial lawyer in Washington law firms. Along the way, he has also been a part-time military defense contractor, real estate and bank investor, and biotech entrepreneur in a genomics start-up. Somehow with all, this he still found time to lend his skills and energy to service on Washington D.C. Anti-Defamation League Civil Rights Committee and Regional Boards, several religious charities and his synagogue, and
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participated in the local Maryland Bar. His service to Yale is broad, being a former President and current board member of the Yale Club of Washington, D.C., a regional Day of Service director, chairman of his Club’s Alumni Schools Committee, creator of his Club’s Community Service Award to inner city high school students, a member of the AYA Board of Governors, and on the Board of YaleGALE while still finding the time to produce an educational Civil War tour sponsored by his Yale Club.
Sharon Houle Randall ‘98
Sharon Houle Randall '98 is a corporate governance attorney. Sharon began her career in brand management at Procter & Gamble and has worked professionally in alumni relations and development at Georgetown University. As a volunteer for Yale, Sharon organized her 15th college reunion and serves as the class co-secretary for the class of 1998. Sharon is on the board of the Yale Alumni Association of Greenwich where she spearheads arts events. Sharon is a former board member of the Yale Club of Hawaii and of the Cincinnati Yale Club. In Cincinnati, Sharon was co-founder of the Young Alumni of the Ivies and Seven Sisters networking group. Sharon is the newest Board member of YaleGALE.
Ed Sevilla ‘82
Ed Sevilla is Vice President in the strategic communications practice at Grenzebach Glier +Associates, a full-service philanthropic management consulting firm, serving non-profit organizations across North and South America, the United Kingdom, Europe, Asia and Australia since 1961. He volunteers for Yale in a number of capacities. Ed served on the Board of Governors of the Association of Yale Alumni, and serves as the chair of the Davenport College Class of 1982 Cowles Fellowship. As a member of the Alumni Schools Committee, Ed interviews high school students who apply for admission to Yale College. Ed is on the Board of YaleGALE, and is its Vice-President. He has traveled to Japan, China and the United Kingdom on YaleGALE delegations. He lives with his family in the Boston, Massachusetts area.
Thatcher Shellaby ‘70
Thatcher Shellaby '70 has 30 years of experience in international business management, service entrepreneurship, education and change management. He currently serves on the board of a Lausanne-based non-profit organization that helps improve the living conditions of people in the Himalayas by focusing on food security, health, and climate change adaptation. Over the past three years Thatcher has launched and led the Yale Day of Service program in Switzerland and moderated a workshop for French non-profit organizations and universities during the 2012 YaleGALE event in Paris. Thatcher also serves on the board of the Yale Club of Switzerland.
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Ben Slotznick ‘70
Ben Slotznick is a lawyer, an inventor, a software developer, and a real estate developer. Ben has been on the Board and President of charitable and non-profit organizations in his community, including his synagogue and a non-profit housing development for the elderly. As a volunteer for Yale, Ben organized the 40th Reunion for the Class of 1970, which won an AYA award for Best Class Project of the Year. Ben is also President of the Yale Club of Central Pennsylvania, which covers an area the size of Scotland, but is sparsely populated by Yale alumni -- only several hundred of whom have provided their email addresses to Yale. Ben is on the Board of YaleGALE, Chair of its Communications Committee, and Producer for YaleGALE@Yale 2013 and YaleGALE in Europe 2014. Ben is responsible for the YaleGALE website which is the 2013 winner of the AYA Most Creative Use of Technology and Social Networking Media Award.
Joe H. Staley, Jr. ‘59
Joe Staley is an attorney, rancher, oil man, real estate developer, and former Marine Corps Captain. He has served as Counsel for the Banking and Currency Committee of the U.S. Senate and Counsel for both the Texas and Oklahoma Turnpike Authorities. Joe has been listed in Texas’ Best Lawyers and Who’s Who in American Law and has served on the Board of Directors of the State Bar of Texas. As a volunteer in his community, Joe has served on the Board of Directors of numerous cultural, civic, and social service agencies in his hometown of Dallas. He has also served on the Boards of five institutions of higher learning. As a volunteer for Yale, Joe is Secretary of his graduating Class and has been overseeing their Reunions. He also serves on the Board of Directors of the Yale Club of Dallas and the Board of Governors of the AYA. Joe has been on 7 YaleGALE missions.
Caroline Hsiao Van ‘79
Caroline Hsiao Van is an independent advisor to organizations with interests in education, the arts, conservation and social change. Prior to her non-profit work, Caroline worked in the financial services industry based in Chicago, San Francisco, New York, Hong Kong and Singapore. She served on Morgan Stanley Asia’s management committee during its inception years in Hong Kong and spearheaded the currency business in the burgeoning China market. She is a trustee of Future Generations USA and China, of New Asia College at the Chinese University of Hong Kong, and is on the international advisory board of the Children’s Orchestra Society in New York. For Yale, Caroline has been President of The Yale Club of Hong Kong, is the current ASC Director, started the UCS Bulldog program in Hong Kong, and is currently a member of the AYA Board of Governors.
Page 14 Regional associations
Panelists Roy Niedermayer ’69, Sharon Randall ’98, Lee Corbin ’91, John Boak ‘70
Topic: “Sustaining Regional Associations, both Large and Small” – How do you tailor your programming to the size and reach of your association? What can the large regional associations learn from the small ones? What can the small regional associations learn from each other?
Overview 16
This page is an overview of local Yale Clubs, also called Yale regional associations, and how they fit into the AYA network.
Additional informaton 17
The first page is a guide to choosing programing for regional associations designed to sustain alumni engagement. The second page is a list of sample regional association activities.
Page 15 Yale Clubs - 189 Regional Groups
Geographical Bridges
In 40 countries and 149 geographic regions of the USA, diverse groups of alumni representing a spectrum of age groups, genders, professional schools, ethnic or religious heritages, sexual orientations and special interest groups gather to share their common experience at Yale. While 51% of all alumni reside in New York, Washington, New Haven, Boston, Chicago, San An offer to help Francisco, and Los Angeles, regional groups exist throughout the USA, providing links to Yale’s Regional Yale, serving their communities, promoting Yale through interviewing applicants for Yale, groups (Clubs or and providing continuing education opportunities for Yale alumni where they live. Associations) are Yale regional alumni seek to change lives by serving and improving our own communities. pleased to offer With this focus, alumni work and gather together, sharing and enhancing the leadership friendship and strengths gained from Yale education. Regionals are financially independent from Yale and mutual assistance to autonomously manage their regional governance, programs and events. alumni of foreign universities who wish Emphasizing Young People to explore regional group development in Regional Yale alumni present Yale Book and their own country Service Awards for secondary school students and the USA. exhibiting “intellectual promise and outstanding character.” Applicants to Yale College receive an individual interview by their local alumni. Alumni groups sponsor summer community service internships for students from Yale. Yale Day of Service projects attract alumni of all ages, their families and their friends. Washington DC - Capital Area Food Bank
Continuing Education
Regional alumni groups promote lifelong learning experiences as a habit, not merely an ideal, through presentations by noted Yale professors, prominent leaders, and artists, performances by Yale musicians or dramatists, on-line academic courses, and practical learning through service project experiences designed to stimulate active intellectual engagement, year after year.
Talent and Time, More than Treasure
Financial contributions to Yale are only one reason or purpose for Regional Associations. In addition to using their own funds to support financial aid for students from their local communities, associations work with fellow alumni to improve community conditions, provide continuing educat ion, and foster closer relationships among Yale graduates and commitment to Yale.
Page 16 Regional Associations: Programs to Sustain Alumni Engagement
Programming for your audience – Know your audience. Learn what they like. The geographic region and the urban, suburban or rural nature of the locale affect what works. The age of the intended audience does too. So does the cost.
The best way to know what events are of interest is to solicit programming suggestions from alumni and members by simple pen-and-pencil, email, web-based survey methods (http://aya.yale.edu/content/membership- surveys_1570; www.surveymonkey.com) or social media. Segment your audience so each person can respond with the most comfortable tool.
Programming for your resources – Know your group limitations and resources. Planning an event requires volunteer time, talent, and, sometimes, treasure or financial capacity. The essential resource is the leadership of volunteers who are committed, willing and able to plan, organize, and produce an event. Financial resources in an association’s accounts or funds generated by an event are secondarily important. • Work with volunteers to choose events that the planners are enthusiastic about producing and have the capabilities to produce and execute with excellence. • Look for reproducible events. The necessary effort for the subsequent event will be reduced, even if the event grows in size. Some can be made reproducible by altering them slightly to fit the resources available. For example, an association can hold a reception every year for local students who have graduated from high school, been accepted by the University and will be attending the University the next year. • Small or large events are only successful, if within the budget for time, talent and treasure. • The size of the event or the amount of financial investment is not determinative of the interest or fun generated. Small groups, even one or two people, can produce fun and interesting events.
Creating program-ready traditions – Build events around institutional traditions and annual events to strengthen alumni participation. Coordinating around an existing university event can be an opportunity for a relatively easy and inexpensive get-together with continuing appeal to successive generations of alumni. • Shape and promote a few select student traditions, if you have them, so that they will have continuing appeal as students become alumni. Otherwise create those traditions. • Have an annual party at a time during the year that is usually vacant on the social calendar, like Feb Club. • Organize a community service tradition that can get people outside, like Day of Service. • Take advantage of a spectator sports event or inter-university rivalry: The Harvard-Yale Football Game. • Build on a seasonal University event or need (college fairs in the U.S. or interviewing high school students applying to university for admission: Yale Alumni Schools Committee).
Creating low-cost, easy-to-organize university-branded programming • Identify professors who give accessible lectures of their current research then take the show on the road by paying their travel expenses (within limits): AYA-Redpath Speakers Program. • The University or alumni associations can work together with publicists to monitor the travels of University connected people. Many authors, playwrights, musicians, artists, and professors tour to promote their work, or give promotional talks. Local associations can plan an event to coordinate with a regional visit, such as a presentation and luncheon.
Resources for ideas on a wide variety of events: • A sample list of events categorized by audience: see next document in handout. • Suggested themes, venues, and talent sources: http://aya.yale.edu/content/advice-examples. • Events sponsored by the Yale Club of Washington, DC, a large association not located near Yale: http://www.yaleclubdc.org/event-calendar. • Events organized by a smaller club with a scattered alumni based, the Yale Club of Central Pennsylvania, that might have only a handful of events every year: PaYale.com. • A shorter list of events with more detail about each event including the resources needed to hold it and instructions for making it happen: yalegale/casestudies.
Page 17 List of sample regional association activities
I. Educational Opportunities a. Lectures, Panels on academic, political, health, or social issues b. Study Groups on topical issues c. Educational tours organized and sponsored by regional association II. Social and Networking Activities a. All age groups i. Spectator sports: attendance at university, or regional and local amateur and professional sporting events ii. Picnics iii. Historical tours: museums, art galleries, historical sites iv. Professional or career building information events such as Networking v. Dinners/luncheon with programs b. Recent and young alumni/alumnae i. Cocktail parties ii. Theater or musical outings iii. Participatory activities 1. Sports teams sponsored by the Regional Association in inter-association leagues 2. Dancing iv. Wine Tours c. Middle age to Senior alumni/alumnae i. Health related discussions and symposia ii. Financial and Retirement planning offerings iii. Singles events d. Young Families i. Children’s book readings ii. Children’s age appropriate events 1. Art related 2. Cooking with parents iii. Outings: picnics, amusement parks e. Alumni-student (mixed age) activities i. Lunches, dinners or other programs during student holidays or breaks ii. Alumni mentoring, or help with job interview or search techniques iii. Summer internships, including association social activities for alumni and interns sponsored by the association III. Service Offerings a. Regular service or charitable events i. Sponsored by regional association on a repeating basis ii. Sponsored by non-association NGOs on repeating basis b. Special or theme organized days of service with community NGOs including charities c. Educational mentoring – this is also representing the university i. Tutoring local students, even if not candidates for the university ii. Mentoring students about general university application processes. IV. Continued Connection with the University a. Events, meetings, talks by university officials on the state of the university and other developments b. Representing the university at events where students learn about different universities c. Lectures by university professors or researchers, “subsidized” by university V. Interaction among Alumni/alumnae a. Job banks with positions offered by Alumni/alumnae of the university associated with the regional association b. Career mentoring
Page 18 Regional associations abroad
Panelists Paul Broholm ’78, Thatcher Shellaby ’70, Caroline Hsiao Van ‘79
Topic: “Sustaining Regional Associations, both Large and Small” – How do you tailor your programming to the size and reach of your association? What can the large regional associations learn from the small ones? What can the small regional associations learn from each other?
Additional information 20
This is a discussion of key factors in the success of an alumni regional association that is far from and in a different country than the university it represents. A second piece on expanding a service program (such as Day of Service) to an international association can be found on page 76.
Page 19 Regional Associations Abroad: Key factors for Success
These key factors include not just suggestions for local volunteer leaders on-the-ground, but also the university support for them.
Local leadership. Strong local leadership is essential for the success of an international club. Strong leaders might form a regional association on their own. If the region or area or country is important to the institution, the University can think about recruiting one or more local alumni with leadership capacity, and asking them to establish a club. In either case, the University must be prepared to offer support in the way of alumni lists, basic resources, faculty or alumni office visit, and guidances. It’s lonely “out there.” The University can help to make it less so.
Alumni “density.” A successful association needs a critical mass. There is no special, exact formula for this. A truly dynamic leader can bring people together, while the lack of a leader can keep a crowd from becoming a club. Still, alumni density might determine your priorities in developing clubs, and where you aim your resources. A city or region with a lot of alumni is more likely to have a (potential) leader, and more likely to build ongoing momentum, than one where alumni are few and far between.
Key items for support A good, up-to-date alumni list, and support for list maintenance. Don’t forget advice on how to deal with names on the list (opt-in, opt-out on emailings, what not to do with the names) Internet or website support: Habemus website, ergo sumus. This might include advice on Facebook or LinkedIn for groups. Setting up a webpage or website takes too much time and energy when each group has to explore the matter on its own. Some basic training in resources and requirements. Spend an hour or two walking the local leader through available resources, and introduce new leaders to more experienced leaders and to other local leaders. Note: Even Yale, though excellent in many respects, does not always do this. For example, in the Netherlands, it never linked the regional association leaders and the volunteer leader organizing Yale requested interviews of students applying for admission. They met by chance. A good candidate for leading a regional alumni association may have leadership experience, but not necessarily with alumni. Running a volunteer organization can be quite different from running a formal organization with hierarchies and reporting lines. Ties to the “mothership.” An organization built around a far-off university is buoyed by frequent contact. Pay particular attention to travel schedules, and arrange events around travelling faculty or university representatives, and local alumni. It takes a little bit of work, but is greatly appreciated by the club, and strengthens the ties tremendously.
Alumni umbrella groups. If density is too low, consider looking into “like-minded” groups and forming an umbrella group that might include a few different universities. Consider peers based on rankings, country of origin, size, or school focus (e.g. business school alumni, computer science majors, etc.) A regional association might have one or two “exclusive” events and a few “shared” events to provide a fuller calendar. The good experience of the Ivy Circle in the Netherlands is an example, as are the “Oxbridge” clubs. Many overseas U.S. university alumni associations get together with associations from other universities on a regular, if informal basis, to create a critical mass for events.
Remember: a vital local alumni organization can help you recruit students, raise the university’s profile, and build bonds in numerous ways. Page 20 Leadership cultivation
Panelists include: Joe Staley ’59, Ed Sevilla ’82, Charlotte Hitchcock ’91 MPH
Topic: “Motivating Volunteers to be Effective Leaders” – How do you recruit and motivate alumni to volunteer their time to create and run successful alumni organizations? How do you keep alumni involved for the long term?
Additional information 22
This is a guide to nurturing new leaders.
Page 21 Leadership Cultivation: Nurturing New Leaders
Volunteer leaders are the lifeblood of a successful alumni association. They serve the functional role of being a staff multiplier – they are on the ground, all over the world, with the potential to use their time, talents and treasure to represent the organization and advance its interests.
Volunteer leaders are like other leaders. So, many aspects of nurturing leaders are similar in any organization. Identifying basic talent, competency and management ability of potential leaders is similar for volunteer-led organizations as it is for other organizations. Training people, teaching them and providing mentoring involve many of the same processes and skill sets. See www.handsonnetwork.org/files/resources/BP_VolunteerRecruitment_2010_HON.pdf for recruiting volunteers. For recruiting volunteer leaders see: www.handsonnetwork.org/files/resources/GI_DevelopingVolunteerLeaders_2010_HON.pdf.
But some aspects of nurturing volunteer leaders are not like nurturing other leaders. How are volunteer organizations different? Your volunteers are not working for a paycheck. They are volunteers, not employees. So, if you treat your volunteers poorly, they can leave – and will. It is important to realize that your volunteers receive non-monetary compensation largely in the form of respect and gratitude. They receive additional compensation in the form of the training they receive – both for specific jobs and for leadership training – and the experience. For some, the contacts and networking may be compensation. Volunteers also receive gratification by feeling that they have done something important, and have done it well. This is why it is essential to say thank you – often and sincerely.
The most important words are “thank you”. Good leaders know how to thank and recognize people. Recognition of volunteers is of paramount importance in volunteer organizations because it can be the currency for volunteer motivation. For Nine Rules of Recognition, see http://www.handsonnetwork.org/files/resources/The_Nine_Rules_of_Recognition.pdf. Give people real and meaningful jobs. Jobs that are within their capabilities. This means explaining why even drudge jobs are important to the organization. And thank them, especially for doing the thankless jobs. Train your people to do the jobs well. This is so that you have reason to thank them. Give your people opportunities to take on more challenging and difficult work. And thank them for taking on the added responsibility. Mentor them, support them and watch their back. This includes warning your people about potential obstacles, suggesting ways to deal with those obstacles, and sometimes using your own influence to smooth the way. This is so that the people you mentor can grow into these greater responsibilities, succeed at them, and want to take on even more. Give your people a voice. Giving people more responsibilities includes bringing them into the decision making process -- at a level appropriate to their skills – and taking their comments respectfully and seriously. Thank them for their comments, even if you don’t adopt them. Bring them to meetings. Introduce them to organization leaders and the public when appropriate. This allows your people’s value to be seen, appreciated, and acknowledged by others.
Manage Volunteer Burnout: Managing burnout starts from day one. Components include support, supervision, engagement and recognition. For more see http://www.handsonnetwork.org/files/resources/volunteer_burnout_.pdf.
Mentoring Caveats. Nurturing new leaders requires mentoring them. Here are some things to remember. The people you mentor will never be exactly like you. They will do things differently. You have to let them. People learn by making mistakes. Supervision and autonomy need to be balanced. Give people the opportunity to fail. Then help them fix mistakes, and teach them to learn from them. A well-mentored person will outgrow the job. The leaders you nurture will want to be leaders themselves. When the time comes, help them find another organization to lead or step aside. Page 22 Volunteer engagement
Panelists include: Lee Corbin ’91, Charlotte Hitchcock ’91 MPH, Stuart Cohen ‘70
Topic: “Cultivating the Alumni Connection” – How do you get young alumni to start participating? How do you get new participation among older alumni? How do you keep the regulars coming back?
Additional information 24
This is a guide to recruiting and retaining volunteers.
Page 23 Volunteer Engagement: Recruiting and Retaining Volunteers
Volunteers are essential for almost every not-for-profit organization, NGO, and community support association including most educational institutions. The volunteer is someone who cares enough to devote personal time and often money to advance your organization’s mission. Volunteers are often the best candidates to perform important tasks, spread the word about your mission, and connect your organization with the larger body of people you want to reach even if you have an unlimited budget,. A good and committed volunteer will enthusiastically and capably take on work that you cannot afford to pay anyone else to do. Volunteers expand the capacity of professional staff and the organization to fulfill its mission. They can be your best ambassadors, telling others about your organization and encouraging additional support of all kinds. They know people you don’t know. They also provide insight about the preferences and evolving culture of the larger community. A university uses its volunteers to do some very different things than does a social service organization. Identify the right opportunities for volunteers in your organization and welcome them into participating in your important work.
Why would someone volunteer to support your organization with time and energy? Volunteers have to understand and care about your mission. A person will volunteer when passionate about what your organization stands for and does. While they may receive social benefits, volunteers help because they believe that the organization and the work they do for the organization are important and meaningful.
Recruiting volunteers: Recruiting volunteers requires thought, planning and coordination. Volunteers need to know what is expected of them: what they will do, how much time it will take and what impact their efforts will have. Organized volunteers are happy volunteers. Some volunteers will prefer to take on certain types of responsibilities and may be uncomfortable if asked to perform others.
Recruit volunteers enthusiastically. Be prepared to tell potential volunteers how much they will enjoy participating with your wonderful organization, what they will help accomplish and why they will find it meaningful. Encourage volunteers to share their passion and recruit their friends. Know what you need them to do. When people ask, you should be able to tell them what is needed and what the responsibilities will be – will they be advising on an existing effort or creating a new one? Will they be asked to work on social media or to write articles? Organize the activity so volunteers are not wasting their time. Anticipate who is likely to offer to help. Students? Retired people? Families? Do your best to match individuals and their preferred tasks so as to keep them engaged and happy. For example, a terrific event organizer might be a poor fundraiser.
Managing volunteers: Volunteers are there because they want to be, and generally they will stay as long as the work and the environment are satisfying. And some volunteers will leave the organization no matter what you do. That is why any organization that uses volunteers needs to allocate significant professional time to managing volunteers. In a purely volunteer organization, the (volunteer) leadership needs to manage recruitment and cultivation of new volunteers and new leadership. Good volunteer management can facilitate effective long term engagement and reduce the number of volunteers who lose interest and then leave.
Plan professional time to oversee volunteer activity. Volunteers need to be engaged with the professionals in the organization and feel that they are an integral part of the organization’s work. Also, the organization should arrange for volunteers to socialize with each other. Making new friends reinforces their loyalty. Manage them to do what is asked. This is similar to managing an employee. A volunteer role is a responsibility like a job. Be sure to give them tasks they can do well and find rewarding. Watch for potential leaders. If you are looking for volunteer leaders, be prepared to ask individuals who show competence to take on a larger role with more responsibility. Thank them. Then thank them again. And again. About 25% of volunteer management is thanking people. Volunteers who work at a distance or only part time are easy to take for granted. Acknowledging them repeatedly works wonders in keeping them engaged. Page 24 Mentoring, student-alumni programming, internships
Panelists include: John Boak ’70, Marv Berenblum ’56, Steve Blum ’74
Topic: “Bulldogs: Student Internship Programs that fuel Alumni Participation” – What are the components of a summer student intern program? What is the alumni involvement? How do you get employer buy-in? Why involve non- profits and NGOs? How do you involve them?
Overviews 26
These pages are overviews of two internship programs (Bulldogs Across America and Community Service Fellowships) run by Yale alumni and a new student-alum program (STAY).
Additional information 29
The first page looks at when an alumni internship program like Bulldogs might be effective. The second page is a chart of the Bulldogs programs. The third is a more general discussion of student internship programs. The fourth is information from STAY.
Page 25 Bulldogs Across America
Changing the Lives of Yale Students – One Internship at a Time
Bulldogs Across America is a unique paid 10-week summer internship program for Yale University students. Started in 1999 in Louisville, KY with Bulldogs in the Bluegrass, the program has since expanded to include Cleveland, San Francisco, Denver, Houston, Minneapolis, New Orleans, Santa Fe and St. Louis. Currently, more than 500 Yale students submit over 1,800 applications per year. About 10% of each graduating class participates in at Multiple least one Bulldog city. To date, over 1,060 Yale students have participated in a Bulldogs University program across the country, and over 85 have moved to a Bulldog city after graduation. Summer Intern Programs The program attracts talented The Bulldogs Across students to work for business, America programs non-profit, and government in Cleveland, Ohio organizations. The program and Denver, provides challenging paid Colorado have internships, introductions to the expanded to include community and its leaders, other universities. alumni mentors, and interesting Denver cooperates events. The summer is meaningful with Yale, Harvard, for Yale students, alumni, and the Bulldogs in the Bluegrass at the Muhammad Ali Center Stanford, MIT local community. universities and Middlebury College. What Makes Bulldogs Special The Cleveland Local Yale alumni work hard to provide free housing for interns. Each Bulldog is assigned an program hosts up to adult mentor, often their first true adult friend beyond the family. This leads to life changing 75 students during relationships as Bulldogs reap the benefit of their mentor’s life experiences. The free group the summer, and housing releases interns from additional financial concerns, and encourages an environment Denver has almost where Bulldogs form lifelong peer friendships. Weekly 30 each summer. A events feature political and business leaders. Weekends are multiple university spent taking advantage of local festivals and attractions. program allows several alumni Why Do We Do It? associations and universities less Bulldogs pushes students to grow as young adults, organized than Yale building confidence through experience. With over 340 to participate. alumni sponsors actively engaged as program leaders, mentors, and contributors, it is a time to reconnect with current life at Yale, provide counsel and work experiences, help showcase their hometown to future residents, and build a vibrant local alumni community. It is the ultimate expression of the value of their Yale education applied New Orleans School of locally. Glassworks & Printmaking
Page 26 Yale Alumni Community Service Fellowships a project of local and regional Yale Clubs
History
The Yale Alumni Community Service Fellowship (YACSF) program was launched in 1989 by a group of Yale alumni who, in response to student interest, began a paid, eight-week public service fellowship meant to offer opportunities to all Yale students to participate in community service over the summer academic break, even if their financial situations might not allow them the chance to engage in unpaid volunteer work. In June 1990, thirteen students fanned out across the United States to fulfill fellowships; one single alumnus agreed to provide the funding for all the fellowships in first summer.
Since that time, nearly 500 students have participated in the YACSF program, with as many as 40 opportunities offered in a single summer. Many past fellows have gone on to found and manage their own nonprofit organizations, as well as become YACSF sponsors in succeeding years.
Structure YaleGALE in China Yale Alumni Clubs approach nonprofits to determine whether they would like a summer July 17-31, 2011 intern, whose salary would be paid by the Club. Interested nonprofits submit applications YaleGALE is a Steering detailing summer projects to Yale. Students Committee of the AYA review the applications and apply for positions. Board of Governors Once selected for a fellowship, students working to enhance the undertake meaningful assignments (see photos). In the fall, they write reports on their service global cooperation of the learning experiences. participating institutions and broaden international Success affiliations to foster In 2008, Alison Gilmeister was a Summer Fellow at KIPP’s Will Academy in Washington, DC enhanced excellence in (not pictured). She graduated from Yale in 2009 and accepted a full-time job with KIPP as a education through alumni teaching resident. Allison’s summer fellowship laid the groundwork for her future employment at KIPP DC. leadership. Impact
The YACSF is a particularly strong model because it serves to link several key constituencies into one program: Students, alumni, university administrators, and community-based organizations. For all involved, the relationship strengthens not only the general spirit of community service, but more specifically the good will of all toward the institution that facilitates the work, Yale.
Page 27 Student -Alumni Initiatives (including STAY) Our Goal: To Connect the Yale Generations – Past & Present
What happens when Yale brings together its students and alumni? Yale students and alumni form dynamic relationships that benefit both groups. Yale students fill alumni with energy, showing them what campus life is like today, and draw them back to campus—and into Yale service, sometimes for the first time since they graduated. Interacting with Yale alumni allows current students to receive valuable career advice and guidance on how to adjust to life after graduation. Students also form ties to the Association of Yale Alumni (“AYA”) even before they graduate. Yale’s traditions and values are exchanged between the Yale generations, as students and alumni form meaningful connections and lasting friendships.
Our Structure: The Student-Alumni Initiatives Committee
What is the Student-Alumni Initiatives Committee? It is a working committee of the AYA Board of Governors that creates programs to connect Yale’s alumni and current Yale students. Our committee consists of ten volunteer board members that meet in person four times a year and via telephone every month. The programs we develop are based on the input we receive from student and alumni interviews, surveys and group discussions.
Our Programs: Creating Connection Points for Students & Alumni YaleGALE in China We work in partnership with student groups to develop and host a variety of relevant July 17-31, 2011 student-alumni programs throughout the year. These include: sponsoring alumni speaker panels (see image of panel announcement) where alumni share career advice about different YaleGALE is a Steering fields (e.g., careers in medicine, academia, law, etc.); delivering speeches to students to Committee of the AYA educate them about AYA programs and how to get involved; and hosting receptions and Board of Governors lunches for students and alumni to network and exchange ideas (see reception photo). working to enhance the Our Future: Creating Students & Alumni at Yale (“STAY”) global cooperation of the How do we make these student-alumni connections endure? We are currently establishing participating institutions Students and Alumni at Yale, a permanent and broaden international shared interest group, which will be made-up affiliations to foster of a group of current and recently graduated enhanced excellence in students, alumni board members and other education through alumni interested alumni. Expanding the leadership of this group will allow for membership leadership. continuity over time. STAY will continue to create programs that change student and alumni lives and Yale, forever. Page 28 Internships: Creating a “Bulldogs” Student Intern Program
Introducing students to new employment markets and opportunities – In large cities and within many large companies, there are well developed internship programs offering opportunities to students. In mid-size cities or for smaller companies, local alumni-driven internship programs can provide the crucial connection to students and the university. Alumni within a community can identify internships and communicate about them with the university – or be the conduit for offering interns to employers that realize the availability of qualified interns.
Common characteristics of large sustainable alumni-driven programs. See next chart of local Bulldogs programs. • Location is far from the university. Local alumni introduce the employers, students, employment agencies, and university career services to each other. (In a city near the university, employers and the university easily find each other – and communicate directly.) • Located in a large city (but not too large) where alumni are business leaders who feel that the city by itself is not attracting sufficient talent, or diverse enough talent. Most successful Bulldog programs are in cities with populations of 300,000 to 800,000 and metro populations of 1 million to 3.5 million supporting 20 – 50 internships each summer. To entice students to accept an internship for the summer, these programs offer free housing, strong community programming, mentoring, and group activities. • Active, mid-sized regional alumni association. All currently successful Bulldog Across America programs have been supported by Clubs in an area with about 500 to 1500 alumni within a relatively compact area providing enough volunteers and donors to run the program. In contrast, in larger cities, alumni may have informal networks that communicate internships, or the city is sufficiently attractive to students that there is not a need for these extra incentives to attract applicants for internships. • Houses the interns together and for free. Providing housing may mean participating employers incur an additional cost or the organizers have to secure donations from other alumni (especially for NGO internships). Most Bulldog programs arrange housing for interns economically at a local university though some provide homestays. The residential component creates a community for the students who might be concerned that they would not have enjoyable leisure time experiences, or meet interesting people. • Alumni mentor the students, and sometimes engage alumni families to share leisure activities with the students. For more on the value of mentoring to students and alumni see last page in this section. • Alumni arrange for special group activities for the students.
Brand your internship program. Your university name recognition and identity will make it easier to publicize to students, easier to recruit employers, easier to generate internships, easier to start up a similar program in a new city, and easier to recruit alumni support. Use a similar name for many of your student-internship programs. Pick a name that will rally alumni and that even non-alumni will identify with the school, such as a school mascot or color.
Yale “Bulldogs”. Two of the largest internship programs at Yale use the name “bulldogs”, which is the name of the Yale mascot (http://ucs.yalecollege.yale.edu/content/opportunities). Internship applications are facilitated by Yale’s Undergraduate Career Services (UCS), though some of the actual internship programs are administered by local alumni through AYA Regional Associations (e.g. Community Service Fellowships and Bulldogs Across America). : • Bulldogs Across America (http://ucs.yalecollege.yale.edu/content/bulldogs-across-america) is really seven similar, independent programs run by local alumni in seven different cities across the United States. • International Bulldogs (http://ucs.yalecollege.yale.edu/content/international-bulldogs-programs) is a broad program administered through UCS, as part of Yale’s globalization initiatives.
Partner with other universities. Sometimes it is necessary for several universities to combine resources for a sustainable summer student internship program which may require re-branding. Bulldogs in the Rockies (Denver, CO) has evolved to serve six universities and is now co-branded as Bulldogs in the Rockies/CLIMB or just C.L.I.M.B. (http://www.climbtherockies.org). Bulldogs on the Cuyahoga (Cleveland, OH) includes eight universities under the new name of Summer on the Cuyahoga (http://www.summeronthecuyahoga.com). UCS no longer does intake for this program, but the local Yale Club is still deeply involved. Page 29 Bulldogs Across America – comparing local programs
All programs have either an alumni mentor assigned to the student intern, or an alumni family. All programs have students living at a local university, where there will be other students. All programs have organized group activities that introduce the student interns to each other, to the alumni group members, and to the local community.
City Name # interns # alumni city pop metro pop free housing partners Louisville, KY Bulldogs in the Bluegrass 30+ 450 750,000 1,500,000 yes Cleveland, OH Summer on the Cuyahoga* 50+ 851 400,000 2,000,000 yes Case, Colgate, Ohio Wesleyan, Smith, University of Chicago, and Yale Denver, CO Bulldogs in the Rockies** 30-40 1716 600,000 2,600,000 yes Brown, Harvard, Middlebury, MIT, and Stanford and Yale Minneapolis, MN Bulldogs on the Lakes 10+ 1514 400,000 3,400,000 yes Wesleyan and Yale Houston, TX Bulldogs by the Bayou 30 1059 2,200,000 6,200,000 yes New Orleans, LA Bulldogs in the Big Easy 24 524 370,000 1,200,000 yes Santa Fe, NM Bulldogs in Santa Fe 15 716 70,000 150,000 yes St. Louis, MO Bulldogs by the Big Muddy 8 766 320,000 2,200,000 yes
* Originally called Bulldogs on the Cuyahoga ** Now called Bulldogs In the Rockies/CLIMB or just C.L.I.M.B.
City and metro population figures from Wikipedia, rounded up
Information from years 2011 to 2013
Page 30 STUDENT INTERNSHIPS, MENTORING AND ALUMNI PARTICIPATION An internship is essentially short-term on-the-job training in a field that a student or young worker wants to learn more about. There are also research internships, more common in scientific fields, in which a higher-level student examines a particular topic on behalf of a business before producing a written study or presentation.
Internship Advantages For the intern For-profit corporations and non-profit organizations across America provide a wide range of internship opportunities during the summer and other vacations for students. From an intern’s standpoint, this is an opportunity to gain a first-hand perspective on real-world problem-solving – applying class room theory to actual situations requiring practical solutions. It can also be an opportunity to demonstrate to a potential employer one’s effectiveness on the job. In some ways, it is like a long interview – for the intern to assess interest in the organization.
For the employer The employer can benefit significantly from the intern’s fresh ideas unencumbered by any traditional organizational impediments. Having very intelligent, high energy, willing interns who are available at modest or no cost to undertake a project can prove to be very attractive to employers. Of course, these internships also provide the employer with the benefit of a “long interview” with prospective employees. It is not unusual for employers to extend offers for full-time employment to interns on completion of their assignments.
Issues and opportunities An effective internship program requires having leadership and supervision in place to ensure that the intern is supervised responsibly, has a well-defined role and can gain meaningful guidance and feedback on an ongoing basis. If appropriate leadership is in place, it is worth considering a program that employs multiple interns thereby creating a social structure within the program. If appropriate leadership is not available, then an internship should not be offered.
Alumni can be very helpful in identifying internship opportunities. In many cases, alumni themselves can utilize the capabilities of an intern under their own supervision or within their organization. This is ideal because it provides a meaningful and productive experience for the alumnus as well as serving the interest of the intern and of the University.
Mentoring Alumni involvement as mentors for students can be quite meaningful and beneficial. In the case of interns, offering opportunities to “shadow” an alumnus or alumna during the course of a typical work day affords the intern a first- hand experience in what it is like to address key decision-making situations on a real-time basis.
Outside of an organizational setting, alumni can fill a gap in underserved segments of the population where young students lack effective role models. Students who come from divorced families, or who live in foster homes, or come from family circumstances where no family member has ever gone to college can benefit greatly from alumni who are willing to invest themselves as role models and mentors. Mentoring activities can prove to be enlightening both for mentees and mentors. Alumni sharing life experiences in preparing to go to college, contemplating a career direction and establishing a family are invaluable to students and rewarding for mentors. It is motivating and affirming to mentees to discover that many successful mentors came from modest circumstances and overcame many economic and emotional challenges.
In sum Alumni find extending a helping hand to young people a rewarding experience especially where the young people are in need of opportunities to advance themselves. Providing internships, or simply assisting such youth in the discovery of how successful people achieve their success can be quite rewarding for all.
Page 31 CONNECT NETWORK LEARN SERVE
We’re Students and Alumni of Yale (“STAY”). You can find out more about us at www.yale.edu/stay or at our Facebook or LinkedIn pages (and we have Yale’s best email address: [email protected]).
WHAT DRIVES US?
STAY’s mission? To change lives by bringing together Yale undergraduates, graduate/professional students, and our amazing Yale alums. How do we do that? Through student-alumni, shoulder-to-shoulder:
• Connecting (e.g., mentoring relationships, career webinars) • Networking (e.g., student-alum minglers during regular on-campus alumni gatherings) • Learning (e.g., leadership forums, financial literacy sessions) • Serving (e.g., volunteer work locally and at events on Yale’s annual Day of Service)
Our central purpose, previously-lacking at Yale and Yale’s peers, sets us apart: our unique venues for unleashing student-alumni time and talent from three Yale communities (undergrads, graduate/professional students, and alumni/ae)…as a way to form long-lasting, meaningful relationships. Our mission takes us far beyond New Haven. We aim to change lives--those of Yale students and alumni/ae, and those in places beyond Yale’s day-to-day reach.
WHO HELPS US?
STAY benefits from the involvement (and resources) of our on-campus and off-campus partners:
• The Association of Yale Alumni (“AYA”: our founding partner) and its Board of Governors • A well-known family foundation (Chaired by a wonderful alumnus) • A $10,000+ anonymous matching (challenge) gift • The generosity of dozens of alumni/ae donors • The 12 College Masters • Several graduate schools and their Deans • Undergraduate Career Services • Dwight Hall • The Yale Office of Development
WHAT HAVE WE DONE?
To achieve our mission, STAY built six platforms that bring students and alumni together. Through more than 50 events since our founding two years ago, we’ve engaged more than 1,000 Yale students and more than 800 alums. As we pilot a student-alumni mentorship platform with Career Services, we will now offer seven:
• Student Leadership Forums. These two day deep-dives into the essence of leadership—sponsored by STAY (and the AYA) and attended by a balanced blend of undergrads and grad/professional students from almost every Yale school—have exposed more than 250 Yale students to the personal leadership stories (and lessons learned) of numerous accomplished Yale alums who travel back to campus to share their knowledge. Page 32 • Financial Life After Yale. These personalized and informal sessions, sponsored by STAY, have been held in all 12 residential colleges, for two grad/professional schools, for Yale-in-NYC (summer-job) students, and during YaleNUS orientation. Attended by well over 500 students, the sessions reached roughly 8-10% of 2013 graduating undergrads and 8-10% of 2013 graduating Graduate School of Arts & Science students. • Career panels/webinars. Through the leadership, innovation and generosity of a Yale alum, STAY has co-sponsored six webinar-format career panels attended by close to 1,000 Yalies (roughly two-thirds alums and one-third students). In addition, STAY has co-sponsored more than a dozen traditional career panels attended by more than 200 students. These panels and webinars have exposed attendees to career wisdom from more than 50 alumni-panelists. • Student-alum minglers. Yale’s amazing alums come back to campus regularly. When they do, STAY welcomes them to meet and mingle with current students. In addition, we arrange student-alumni gatherings at Yale Clubs around the country. More than a dozen STAY minglers—home and away—have brought together hundreds of students and alums. • Yale Day of Service; other service opportunities. Service is central to our mission. Through service, STAY can change lives far beyond campus….and can do so through shoulder-to-shoulder teamwork by students and alums. During Yale’s annual (early-May) Day of Service, and through local events in New Haven, STAY has teamed dozens of Yale alums and students. • The Yale-Jefferson Awards. Underlining, STAY’s integral commitment to service, we annually partner with the national Jefferson Awards Organization to recognize one undergrad, one graduate/professional student, and one alum for inspiring leadership in public/community service. An officer of Yale makes the award presentation in front of more than 500 alumni leaders each year. • Mentoring. As a pilot project in advance of a mentorship program to be rolled out soon by Career Services to the undergraduate and graduate/professional student body, this Fall STAY will offer you the chance to pair up with one or more potential mentors. Patterned after Stanford’s successful mentoring program, ours is the first step toward unlocking one of the most-promising areas for student-alumni collaboration.
HOW CAN YOU HELP US? AND VICE VERSA?
STAY engages students and alums through our Steering Committees, our Board, our Executive Committee, and participation in our initiatives and events (please see above). For example, our Steering Committees include:
• Student Leadership Forums; Financial Life After Yale: Help expand these two exciting STAY programs. • Brand Management: Engage student and alumni body about what STAY is doing; update marketing and website materials. • Service: Help us plan more service events to engage students and alumni. • Undergraduate Mentorship Team: We plan to launch a mentorship program between grads and undergrads this year; be on the launch! • Career Services Mentorship Team: Coordinate with Career Services to launch student-alum mentoring. • Development: For bigger and better things, help us obtain additional resources for STAY.
Want to get involved? Let us explore that with you! Just go to: http://tinyurl.com/STAY2013app to answer a few questions. We’ll be in touch.
Page 33 Affinity groups (called Shared Interest Groups, Shared Identity Groups or SIGs)
Panelists: Charlotte Hitchcock ’91 MPH, Ed Sevilla ‘82, Kathy Edersheim ‘87
Topic: “Organizing Alumni Activities around Shared Interests or Identity” – How do you create alumni networks based on common interests such as law, journalism, finance, or entertainment? How do you find alumni with common interests and get them together?
Overview s 35
These pages are overviews of Yale SIGs in general, and four specific SIGs: Sports Associations, YaleWomen, Yale Alumni Chorus, and Yale Entrepreneurs.
Additional information 40
The first handout focuses on organizing affinity groups. The second is a case study on the organization of YaleWomen. The third is a toolkit for organizing local chapters of YaleWomen.
Page 34 SIGs
Background
Historically, Yale alumni have connected to each other and to the University through three traditional avenues: Yale College classes, regional clubs, and graduate/professional school alumni associations. Increasingly, Yale graduates are coming together to formulate groups on the basis of a “shared identity”, related to ethnicity, race, culture or sexual orientation, producing such groups as the Asian-American Alumni and Black Alumni Associations. Other graduates are motivated to affiliate on the basis of a “shared interest” which stem from a common activity enjoyed as a student or from a common professional interest, such as the Whiffenpoofs Singing Group and Yale in Real Estate Association. Collectively, “shared identity groups” and “shared interest groups” are referred to in shorthand as “SIGs.”
Goals
SIGs provide significant opportunities to foster a greater sense of connection to and engagement between members of the alumni community and Yale. Through events and activities, SIGs serve as ambassadors for Yale, supporting institutional goals and promoting the reputation of the University. SIGs also help to identify talented prospective Yale Lion Dancers at the NYC Lunar New Year banquet students, as well as volunteer alumni of the Association of Asian American Yale Alumni leaders.
Organizing Structure
The Association of Yale Alumni (AYA) offers SIGs the opportunity for formal recognition which brings about corresponding benefits. To receive official recognition from AYA, SIGs must satisfy the following five criteria: Membership threshold of at least 100 alumni; Volunteer leadership of, at minimum, two officers; Preparation of Articles of Incorporation and By-Laws; Preparation of a three-year strategic plan; and Submission of annual report. To date, the AYA has recognized a total of 61 SIGs. This number continues to grow.
Benefits
Upon receiving formal AYA recognition, SIGs are granted permission for use of the Yale name. In an effort to help publicize the existence of a SIG, the AYA will include the group name and key information on the AYA website and provide web hosting for the group’s own website. AYA will also distribute two start-up broadcast e-mail communications to prospective members and provide updated member lists.
Page 35 Connecting to Yale through Athletics
Athletics at Yale
Some students come to Yale as recruited athletes, already very accomplished in their sport of choice. Others try out for teams having little or no prior experience. The best and most committed athletes are selected for varsity and club teams, but opportunities also exist for others through Yale's intramural leagues. Through many hours of hard work toward a shared goal, student athletes build life-long friendships and associations.
Alumni Athletic Associations
A network of alumni associations represents all of Yale's 35 varsity sports. The associations consists of former athletes, alumni, parents, and friends but membership is open to anyone interested in contributing or getting involved with Yale athletics. Many associations organize annual gatherings that include both current undergraduate athletes and alumni. Associations typically are governed by officers elected from the membership, usually with undergraduate representation.
Activities beget Success
Alumni associations communicate information about upcoming games/races/meets and team results to alumni and friends. Through the offering of career networking and job placement, hosting of special events including receptions, alumni/alumnae games, golf outings, and the raising of money to support Yale athletics, associations enhance the experience between Yale and the alumni community. Association fund raising supplements the team budgets and helps cover recruiting costs, team travel, equipment, communications, and other annual team expenses. These contributions provide coaches with the resources necessary to attract the best and the brightest to come to Yale and to be successful.
Creating Lasting Loyalties
After graduation, athletic associations provide a lasting network for Yale alumni. Job placement and career networking can be extremely valuable, and connections to a particular sport or to Yale athletics in general can open doors across generations. Affiliation with an athletic team gives alumni a more personal and direct connection to Yale. This more focused association can help to elicit donations both to support the team they once played on and to support Yale as a whole. Games, races, and meets provide focal points around which receptions and other gatherings can be organized. Such events help alumni remember and even re-live their happy undergraduate experiences, reinforcing loyalties that might otherwise fade over time.
Page 36 Creating Opportunities for Women Alumnae
From Women at Yale to YaleWomen
Since their admission to Yale College in 1969, women have played an increasingly important role in the life of the University, as students, administrators, faculty, and alumnae. Yale’s alumnae, currently numbering about 50,000, or one-third of Yale’s total alumni body, are engaged in traditional AYA activities, from cultural events, service initiatives and travel, to class, club and professional and shared interest groups -- as participants and leaders. Many women are also generous donors to Yale. Recently, alumnae have welcomed the opportunity to focus specifically on women graduates, to engage our potential to connect with each other and with Yale.
A March 2010 conference celebrated the 140th anniversary of women at Yale University and the 40th anniversary of women in Yale College. It showcased the accomplishments of women graduates, and provided more than 300 participants the opportunity to network with each other. Growing out of that conference, YaleWomen, an organization for women alumnae is being formed.
Local Meetings Grow to National Organization
Initially on a regional basis, women organized get-togethers to make friends and professional connections, and to engage in all the ways Yalies engage. These informal gatherings created a new energy. Many women who had The founders of YaleWomen, 2011 not participated in traditional alumni events attended. This led to a Strategic Planning Retreat in February 2011, and a strategic plan for YaleWomen is being created.
Networking and Mentorship
Women share ideas and advice: from professional to personal, from climbing up – or climbing off – the corporate ladder, to juggling career and family. One participant noted: “While I can discuss these issues in mixed groups, I prefer to get advice from other women.” Similar activities are developing to mentor students and create networks within professions.
Developing Meaningful Relationships YaleGALE in China July 17-31, 2011 The organization is still young, but full of energy. It’s hard to predict how it will evolve – campus partnerships, service opportunities, fund-raising, professional mentoring … all of these are possible. It may not generate interest from all women graduates, but it’s already YaleGALE is a Steering engaging some alumnae who have not been involved with Yale before. Committee of the AYA
Board of Governors working to enhance the global cooperation of the Page 37 participating institutions and broaden international Friendships from Singing Together – The Alumni Chorus
The Power of Song
In 1997, a group of 180 choral singers from 30 states around the United States traveled to China for a two‐week tour. The chorus, comprised of Yale alumni and their spouses, children and friends, performed a repertoire of classical music that reflected the same music many of the singers had performed when they were undergraduates at Yale University in New Haven, Connecticut (USA).
For the individuals of all ages, ranging from recent graduates, to men in their 80’s, it was a life changing and rejuvenating experience as everyone, both participants in the chorus and those who attended the concerts, recognized the power of musically‐based intercultural exchange.
Ambassadors of Song
Since the first trip to China in 1997, the Yale Alumni Chorus, or YAC, as it has come to be known, has traveled to over 13 countries on 6 continents. YAC has performed in the State Kremlin Palace, the first American U.S. chorus invited to perform there, participated in an exchange program at Cambridge University in the UK and had tours to South Africa and South America. YAC has a repertoire which includes many folk songs sung in native languages. The Chorus has learned many of these songs in master classes led by musicians in the countries where they are performing.
The Yale Alumni Chorus
In 2003, recognizing the real phenomenon the Chorus had become, it was formally established as The Yale Alumni Chorus Foundation, Inc. and was granted recognition as a 501(c)( 3) charitable organization for the purposes of U.S. tax purposes. The Foundation’s Board of Directors sets Foundation Policy and engages in oversight of the entire enterprise to ensure that established policy is followed.
Page 38 Yale Alumni Entrepreneurs
The Idea
"Entrepreneurship can be a powerful force for good, in the New Haven community and beyond" the report for Yale Tomorrow concluded.
"The emergence of an entrepreneurial economy is the most significant and hopeful event to have occurred in recent economic and social history" Peter Drucker underscored.
Yale Alumni Entrepreneurs (YAE) is a new alumni group starting in New York and Cleveland with the support of the Association of Yale Alumni (AYA) in New Haven to seize a historic and untapped opportunity for the University, alumni, students and their communities, worldwide.
Specifically, the opportunity is to develop new and successful for profit and nonprofit businesses by connecting start-up entrepreneur Yale alumni with successful entrepreneur Yale alumni and others as free mentors, in each community of participating Yale alumni worldwide.
Emphasizing the New Entrepreneurial Opportunity for People Around the World
YAE is intended to increase young alumni involvement in Yale Alumni associations and other alumni activities, and also create new businesses and income that benefit nonprofit and for profit organizations and people including Yale University, alumni, students, faculty, and their communities around the world.
Organization
YAE is a separate legal entity responsible for the mentoring program made available at participating local Yale alumni associations and for operating a network linked to the AYA, the Yale Entrepreneurial Institute (YEI) which serves Yale students (see image), and other alumni or entrepreneurial groups as appropriate.
How It Works
An alumnus submits a short description of the venture idea to YAE locally.
An intake alumnus conducts a phone or in person interview to determine what information is needed to flesh out the idea, and, when ready for mentoring, identifies appropriate mentors.
A pool of local mentors with various types of industry and subject expertise, including marketing, management , financial and legal, is assembled locally. Each local YAE mentor pool also can draw on YAE and other mentor pools nationally and internationally as it determines.
Page 39 Affinity Groups: Organizing Alumni Affinity Groups
An Affinity Group is a set of people who share a common interest or identity.
Affinity groups have been organizing for centuries as dining clubs, fraternal organizations, guilds, athletic associations, political action groups, and social change collectivities. Alumni affinity groups at university have been organizing at least since the 1850s, when Yale alumni self-organized to form the “Crew Association” to support undergraduate rowing at Yale. More recently, especially since the turn of the twenty-first century, university alumni relations departments and associations have found affinity groups based on identity or other shared interests to be an effective way to engage alumni across classes, regions and schools, as well as within classes, regions and schools.
Affinity groups can be organized from the top down, or from the bottom up. In other words, the university may be instrumental in promoting the formation of specific alumni affinity groups that are of institutional interest, or the university can provide a climate and culture in its alumni relations that enables self-organization among the alumni in such groups. Generally, there is an element of both.
Organizing alumni affinity groups originating at the university: A recent example is the formation of YaleWomen as a nation-wide affinity group within AYA. The process involved both the AYA and Yale – and active women Yale alumni leaders. Both AYA and Yale invested considerable resources to encourage and nurture the formation of the group. For a Case Study, see attached. The institution can increase the chances of success by some crucial early steps:
Hold one or more galvanizing events of interest to potential members and leaders of the group. Use the gatherings as a way to build a database of potential members and leaders. If more than one event, engage some of those enthused by the first event to help plan the second. Use to recruit leaders for the next step.
Help stage a strategic planning retreat. Make sure that significant aspects of the planning come from leaders emerging from the earlier events. Provide expert consultants and facilitators so that the new organization develops a community and a plan.
Provide ongoing database, communications, and organizational support.
The aims of community organizing for social action are different than a university’s alumni engagement so the standard guidelines about tactics and specific plans for social action often differ from those of a university. Nonetheless some of the insights are still crucial. For example, to become involved people must see (a) a benefit (or harm) to themselves if the group succeeds (or fails) and (b) their involvement will make a difference. For other important teachings, including that the most important victory is the group itself, see: http://comm- org.wisc.edu/papers97/beckwith.htm . See also http://www.worc.org/userfiles/file/Howto-Understand-Role-of- Community-Organizer.pdf.
Organizing alumni affinity groups from the bottom up: A recent example is the explosive growth of Yale in Hollywood. The original idea for an entertainment industry affinity group came from a sub-group of the Yale Club of Southern California. The organizers of one event found the attendees so enthused (and asking for more), that they proceeded to organize larger events and are now bi-coastal. Some local chapters of YaleWomen were organized from the bottom up. See attached. One formulation (http://localcircles.org/2012/05/17/what-is-an-affinity-group/):
Start with a handful of people you know.
Do something soon.
Learn consensus building and how small groups can make decisions effectively.
Bring all of yourself - build friends and community, not just an action group.
Meet over a meal.
An alternate formulation of organizing tips from http://www.occupylv.org/spokes-council-organizing-affinity- groups is “Form a group with your friends! Be loud! Look exciting! Have fun!” Page 40 Yale Global Alumni Leadership Exchange
Launching a SIG: The Story of YaleWomen
Written by Ellen McGinnis, Chair and Amy Bevilacqua, Secretary
In December 2011, YaleWomen, an organization of Yale alumnae, held its first Council meeting and was officially launched. The first meeting was the culmination of focused efforts since March 2009, but also the result of events and interest going back to 2001, and, in some ways, long before that. YaleWomen represents the largest Shared Identity Group (SIG) at Yale, representing over 50,000 female graduates of the college, graduate and professional schools.
While the organization is still in its infancy, many lessons have been learned that may apply to other groups who wish to launch. While the story below may not be a perfectly relevant blueprint for others, this sequence of events and process of collaboration hold some valuable insights for other networks and groups.
The Case for YaleWomen: A Groundswell of Events During Yale’s Tercentennial, Yale’s Women Faculty Forum and the Association of Yale Alumni (AYA) hosted Gender Matters: Women at Yale, examining the role of women at the University, and featuring alumnae speakers (September 2001).
Three years later, in 2004, the AYA sponsored a first “reunion” of alumnae with a multi‐day conference entitled In the Company of Scholars: Yale Women in a Changing World. Over 500 alumnae, spanning all of Yale’s schools and crossing the decades, experienced the importance of coming together as Yale women.
Support and Context: The AYA Strategic Plan The 2008 AYA Strategic Plan identified the fostering of a SIG for alumnae as a high priority, based on the desire of alumnae to build on the 2004 conference and to find ways to continue to gather and to act together as Yale alumnae. The AYA and alumnae volunteers initiated a number of activities in support of this effort, including:
• Celebrating Yale Women: 40 Years in Yale College, 140 Years at Yale conference, held on the Yale campus with 300 attendees in March 2010. During the planning for this event, the organizers, which included current and former AYA Board members, worked with alumnae in the “major cities” to hold pre‐conference events to spark interest in the event and a potential women’s organization • After the “Celebrating” event, AYA leadership held listening sessions with groups of alumnae in major cities nationally and at the AYA Assembly, in 2010 and 2011, to gather ideas and volunteers to work toward an organization
YaleWomen Case Study January 2013 Page 41 Yale Global Alumni Leadership Exchange
• At the same time, volunteer‐driven alumnae programming and gatherings in Los Angeles, San Francisco/Silicon Valley, Chicago, Boston, New Haven, New York and Washington, D.C. were happening throughout 2010 and 2011
Galvanizing Event: Retreat in New York An organizing “retreat” for an alumnae organization was held in New York City in February 2011:
• Attendees: The AYA has catalyzed the renewal of existing alumni organizations and the birth of new ones by providing leadership training to alumni and leading strategic planning retreats. The task for the alumnae interested in forming a Yale alumnae organization was to reach out to other alumnae to determine if they could get at least 35 women to attend a retreat. With the help of Jenny Chavira, ’89, the Director for Volunteer Engagement at the AYA, Ellen Gibson McGinnis, ’82, who was, at the time, the Immediate‐Past Chair of the AYA Board of Governors and Nancy Stratford, ’77, the immediate past Chair of the Yale Alumni Fund, worked together to contact hundreds of Yale alumnae, including active volunteers in regional clubs, classes, other shared interest groups (SIGs, YAF and AYA activities, as well as women who had attended the 2004 “Company of Scholars” and 2010 “Celebrating” events. As a result, the retreat was over‐subscribed and, in the end, approximately 50 alumnae attended. • Leadership: The retreat was led by Ellen McGinnis, Nancy Stratford, Mark Dollhopf, ’77, the Executive Director of the AYA, and Jenny Chavira. • Kick‐Off: A cocktail reception was held the night before the retreat, at the home of Bobbi Mark, ’76, so that the attendees could get to know each other ahead of the meeting. • Location: The retreat was held at the offices of Kirkland & Ellis, made available through the generosity of Dale Cendali, ‘81. • Agenda: The agenda for the meeting included: o Introductions. Each attendee stated her name, Yale affiliation(s), and how Yale changed her life. o Welcome by Ellen and Nancy. Emphasis on creating a “circle of leadership” to begin strategic discussions about forming an organization. Goals for the day were set forth, including (a) beginning a discussion about mission and shared values, (b) creating a list of “next steps”, rough deadlines and overall goal setting, (c) getting to know each other. o Background by Mark. Mark presented an update on the AYA Strategic Plan and some of the exciting new ways that alumni are making a difference for Yale alumni and their communities. o Group Discussion. Nancy and Ellen led a discussion about the recent events for Yale women and the momentum that led to the retreat, and started to elicit ideas. o Motivation. Mark introduced break‐out sessions by informing the group about what motivates volunteers. The break‐outs addressed why we should create a “YaleWomen” organization (what primary needs would be met?), what values should be at the core of such an organization, and what programming might the
YaleWomen Case Study January 2013 Page 42 Yale Global Alumni Leadership Exchange
organization offer. Categories for discussion were needs, stakeholders, reasons not to form an organization, core values, and program areas. o Lunch. Discussions continued over lunch. o Reporting. After lunch, the small groups reported on their findings. Flip chart pages were used to take notes and tape them to the wall so the group could see the ideas, and the larger group debated, in particular, the list of values. o Guest Speaker. The group then heard from Cynthia Hallenbeck, President of the Harvard Business School Women’s Association of Greater New York, who described her organization and its programming. o Initiation of Strategic Planning. After a quick overview of the strategic planning process by Mark Dollhopf, the women broke into four groups to come up with questions to be addressed under the topics of research (benchmarking, surveys, constituent interviews, etc.), strategic plan, (mission statement, writing a plan, governance issues), campus partnerships (identify student, faculty and administration groups that might have common cause), and local chapters (volunteer recruitment, listening sessions, events). Each group reported back. o Wrap‐up. The group talked about “ah ha” moments of the day, priorities, and started to explore mission and vision. o Next Steps. Each participant filled out a card with her name, contact information, and what area or areas she wanted to get involved with.
Post‐Retreat Activity: Organizing Committees After the retreat, Jenny Chavira from the AYA sorted the information submitted on the cards, and created a list indicating each person’s interest. Added to that list were names of alumnae who could not attend the retreat, but had been contacted prior to it and voiced interest in participating.
Based on the work at the retreat, five committees were formed: • Strategic Planning (to develop and draft the strategic plan) • Campus Partnerships (to investigate potential partnerships with campus organizations) • Chapters (to determine how to interact with, encourage the formation of and generally promote local and “particular‐interest” chapters of the central organization) • Marketing/Branding/PR (to develop a plan for getting the word out, and to help determine the name of and tag line for the organization) • Research (to provide research support for the other committees)
Ellen McGinnis, Nancy Stratford and Jenny Chavira (the “Initial Team”) worked together to identify co‐chairs for each committee, from among the women who had declared an interest in each area. The rest of the list was assigned to one (or, in a few cases, more than one) committee.
Once the co‐chairs accepted their roles, the Initial Team contacted them to ask them to contact the women on their committees, set up periodic meetings, and report back with goals and a timeline for meeting the goals. Some women were members of more than one committee, and were tasked
YaleWomen Case Study January 2013 Page 43 Yale Global Alumni Leadership Exchange with keeping those committees informed about each other’s work. The Initial Team had been, and continued to, hold weekly ½‐hour phone calls to plan, deal with issues as they arose, and to keep the process moving. Once co‐chairs were selected, a second weekly call was scheduled to be held immediately after the Initial Team call, so the co‐chairs could report to each other, get input, and keep the process going.
The Strategic Planning Committee was co‐chaired by Amy Bevilacqua, MBA ’97 and Carolyn Kenady, ’74. Amy and Carolyn decided to aim to complete the draft of the strategic plan by June (starting in March). They broke the plan up into 9 sections, and assigned sections to teams of drafters. The committee held hour‐long meetings via conference calls weekly, starting at the end of April 2011. Drafters of the various sections held additional meetings, and the draft Strategic Plan was finalized by July.
At the same time, the Chapters, Marketing, and Campus Partnerships committees held periodic calls and began to develop guidelines. The organizers realized that, although some research needs were identified, much of it could be handled by the committee that required the information, and the Research committee did not really get off the ground.
Throughout the process, and as a complement to sustained and focused committee action, when particular expertise was required, specific alumnae were asked to help. For example, Susan Yecies, ’71, a marketing professional who advised the committee co‐chairs, brought to the process her considerable expertise in naming and branding as names for the organization were considered. Employing a variety of decision‐making modes led to effective outcomes.
The AYA provided additional support by making the expertise of Michael Morand, of the Yale Office of Public Affairs & Communications, available to the Marketing committee for consultation.
Though the group of alumnae currently active in YaleWomen includes women of all ages, it was very difficult in the beginning to engage the youngest classes of alumnae (known as “Graduates Of the Last Decade” or “GOLD”), due largely to their stage in life and career commitments. To reach out to this group, the organizers distributed a survey specifically directed to GOLD alumnae seeking to confirm that we were building an organization relevant to them and, in the process collecting names of people who were interested in becoming involved.
Moving from Plan to Action: Mobilizing the Council One of the sections of the YaleWomen Strategic Plan addressed how to actually launch the organization, identifying key dates and actions. The central task was to form a governing body, which the Strategic Plan named the “Council.”
Weili Cheng, ’77 was asked to lead a committee to select the first Council, and to recommend a slate of officers from the names on the Council. Weili was a trusted past Chair of the AYA Board with a sensitive understanding of what skills were needed in Council members and Officers, and
YaleWomen Case Study January 2013 Page 44 Yale Global Alumni Leadership Exchange was a neutral party not personally interested in being on the Council herself. All of the women who had signed up to assist with planning, whether or not they were active on a planning committee, were asked whether they would like to serve on the Council, and, if not, if they would serve on the selection committee (this is the 100+ list of alumnae).
The committee was charged with selecting a diverse Council in terms of age, geography, source of degree (College or G&P school), ethnicity, race, and whatever other factors it deemed important. Once the list of willing participants was identified, the committee reached out to other alumnae, identified with the help of key stakeholders and the AYA, to yield as diverse as Council as possible. The committee worked over the course of a month, and released their results with a charge to the Council to seek participants over the next several years who would significantly add to the diversity, in particular with respect to age and ethnicity.
Once formed, the Council’s first charge was to vote on the slate of officers, a vote conducted online and anonymously via Survey Monkey. The nominees, who were all elected to serve in these Officer roles, were Ellen McGinnis (Chair), Nancy Stratford (Vice‐Chair), Amy Bevilacqua (Secretary) and Carolyn Kenady (Treasurer). The Council held its first meeting via conference call in early December 2011.
In advance of the first meeting, the presumptive officers plus a few Council members worked with Mindy Marks, ’00 who, during the course of the planning had moved from the Secretary’s office to the staff of the AYA, and with Marta Moret, ’84 MPH (a Council member), to develop a survey which was sent out to the 35,000 alumnae for whom the University has email addresses, to both publicize the launch of YaleWomen and to determine areas of interest and discover what ideas the membership might have for the organization. The survey generated a very high response rate and yielded not only confirmation that the organization was on the right track, but provided ideas and names that formed the foundation and beginnings of a member database—a critical asset as the organization continued to mature.
Managing Multiple Stakeholders Identifying and staying in touch with key stakeholders has been an ongoing effort, and has been critical to the success to date of the organization. It is important for, among other things, reaching different segments of the alumnae. Some of our specific efforts included:
• Checking in early with University leadership. At the point after the February 2011 Retreat that the committees were formed and about to start their work, Nancy Stratford and Ellen McGinnis reached out to Linda Lorimer, ’77 J.D., the Secretary of Yale and Vice President who oversees the AYA, and current and former women members of the Yale Corporation. A meeting was held in April of 2011, informing a group of influential University leaders about planning efforts and soliciting their views. The meeting was attended by Linda Lorimer, Margaret Marshall, ’76 J.D., Mimi Gates, ’81 Ph.D, Indra Nooyi, ’80 M.P.P.M., Donna Dubinsky, ’77, Margaret Warner, ’71, Nancy Stratford, Ellen McGinnis, as well as
YaleWomen Case Study January 2013 Page 45 Yale Global Alumni Leadership Exchange
Eve Rice, ’73 (member of the University Council) and Mindy Marks, who was then on Linda’s staff. • Tying in historical perspective. Former AYA Chairs Susie Krentz, ’80 and Weili Cheng were on the Strategic Planning committee, and provided both historical perspective and informed voices in the process. Other “wise women” stakeholders, who were very involved volunteers, some of whom work at Yale, were kept informed. • Allowing for previews of key documents. A draft of the Strategic Plan in near‐final form was provided to Linda Lorimer for review and comment, and some of her comments were incorporated into the Strategic Plan before it was finalized. • Sharing information with peer groups and regional networks. YaleWomen sent the Strategic Plan to leaders of other SIGs, both to get their reactions to the plan content, and to begin to discuss potential collaborations. YaleWomen also shared the Strategic Plan with leaders of regional Yale clubs and associations, classes and SIGs.
Critical Success Factors…So Far The organizers identified the following decisions and behaviors as critical to the success of the strategic planning process:
• Support from AYA and the University. Perhaps the most important element of success was that the AYA assigned a talented AYA staff person, Jenny Chavira, to assist with the planning efforts. It was part of her job to move the effort along, and she was focused on keeping the volunteers on a schedule. Jenny had access to resources such as the alumni database, but also was in a position to inform the process with insights from the University in general and the AYA and other SIGs. There is little doubt that the launch process would have taken longer and may not have been as successful without Jenny’s able assistance. • Leveraging momentum. Soon after the March 2010 “Celebration” a list was constructed of interested alumnae and the initial team held “listening sessions” and brought alumnae together for the February 2011 retreat. Regional activity, especially in the “major cities,” helped create momentum, kept alumnae engaged with other alumnae, and demonstrated kinds of and level of activity that validated the potential for the success of the organization. Watching and learning from the regional activity form key, as it provided lessons on what worked, what women wanted, and how volunteers were motivated. Regional groups also became critical sources of volunteers to work on the national planning. • Broad, but strategic, outreach. Engaging large numbers of alumnae and inviting them to the February 2011 retreat was important because it started to get the word out, as well as bringing into the planning process a relatively diverse group of alumnae. It was important, though, that those alumnae had some exposure, through attendance at an event, or involvement in volunteer activities, to Yale alumni affairs and, to some extent, the new direction of alumni engagement at Yale catalyzed by the AYA and its 2008 Strategic Plan. • Convening a galvanizing event. The Retreat itself was the critical launch event that allowed identification of leaders who were committed to immediately working on planning.
YaleWomen Case Study January 2013 Page 46 Yale Global Alumni Leadership Exchange
Forming committees out of the retreat helped focus planning efforts and let alumnae gravitate to areas of their particular interest. • Setting aggressive deadlines and not expecting perfection. The Strategic Planning co‐ chairs made a critical decision early on to set an ambitious deadline for completion of a draft plan, set frequent meetings and short interim drafting deadlines, and accepted that they might sacrifice perfection for speed. A 70% complete plan was thus circulated to the entire committee for comments, and although there were extensive edits at that point, the entire process was completed in less than 3 months. The concept of focusing on moving ahead to form a governing board and start the work of the organization, as opposed to engaging in a lengthy planning process, was extremely effective, as this group of Yale alumnae tended to focus on getting the words perfect, which could have led to an unending drafting process. • Finding the right people and personalities for leadership roles. Key factors of success were the selection of the co‐chairs, and the overall attitude of the entire group. The co‐chair selection process was a combination of (a) being able to identify women who, by their volunteer efforts known to the AYA and the core organizers, or demonstrated in the February 2011 retreat, seemed likely to be good listeners, organized, and practical and (b) luck. The Strategic Planning co‐chairs, in particular, were focused on keeping the conference call agendas on track, moving the discussion along as necessary, doing a lot of interim work via email, and were notably low key, calm, polite and respectful of the views of the participants. The group tried to interact with transparency, and exhibited respect for one another. It agreed to disagree when full consensus was not reached, with most participants understanding that the decision was made in the interest of time and the good of the effort as a whole. • Balancing inclusion and forward motion. There were strong feelings about most of the plan components, and clear disagreements expressed. There was some concern that the loudest voices dominated the agenda at times, and that some women dropped out of the process because of the time taken up with some of those voices. However, the co‐chairs and drafters tried to step back and be aware when one person’s point of view represented only that person, and take into account the consensus of the group, which may have been expressed privately or more quietly. • Using a variety of decision‐making models. Identifying expertise among alumnae, and using a combination of consensus and decision‐making by leaders guided by expert advice, was critical to achieving goals and implementing steps to completing the Strategic Plan.
YaleWomen Case Study January 2013 Page 47 YaleWomen: A New Alumnae Network (edited for YaleGALE – for more information see yalewomen.org)
Chapters Toolkit – Summer 2012 Summary
This toolkit has been developed to provide “best practices” and other practical tips and information to help alumnae who are starting to form YaleWomen chapters. For some alumnae, chapters will be defined geographically by city, region, or state. For other alumnae, chapters might be online or virtual – for members of a Yale class or school or women with a common interest or profession. The “best practices” reflect the experiences of the alumnae who formed the ten chapters that are in place or being formed as of this writing of the toolkit. As new chapters are formed and existing ones evolve and grow, new “best practices” will be developed and shared. It is important to note that given the diversity of Yale alumnae – from Yale affiliation to personal and professional interests – there is no one way to form a chapter. These “best practices” are options for you to consider in order to meet the needs of your Yale alumnae community. But these are not strict rules; they are guidelines and suggestions. In these early days of YaleWomen, we’re not trying to limit, define and proscribe: we want to enable and encourage you to find what works best for your chapter.
This toolkit includes the following information: • Background of YaleWomen • Why Form a Chapter? • How to Get Started • Relationships Among Chapters and Between Chapters and YaleWomen National Organization • Defining Your Alumnae Base • Coordination with Local Yale Clubs and other groups and associations (including shared interest groups) • Communications • More Thoughts about Event Planning
Background of YaleWomen
Women have been part of the student body at Yale since 1869, when the first woman matriculated in the School of Art. In the hundred years following, the graduate and professional schools at Yale included women students. In 1969, Yale College became coeducational, catalyzing a change in the profile of the broader University alumni body. Today, women are more than one-third (50,000) of the Yale alumni body. YaleWomen has been launched to bring them together.
The mission of YaleWomen is to create a vibrant, engaged community of alumnae, drawn together by the common thread of our Yale experiences, that is committed to advancing women’s voices and perspectives and to enriching one another, Yale, and the world.
The initial focus of YaleWomen is on four key areas:
• Building community among Yale women • Providing lifelong learning opportunities • Promoting collaborations that will contribute to society • Enabling alumnae to stay involved with Yale in meaningful ways
While working toward these goals, YaleWomen is committed to adhering to the organization's core values of inclusiveness, compassion, learning, equality, integrity and excellence.
Page 48 Why Form a Chapter?
Chapters are a distinctive venue through which to convene communities of Yale alumnae, across Yale College and the Graduate and Professional Schools, across generations, across personal and professional interests, and with existing organizations and new groups. At the local level, chapters can bring alumnae together through activities ranging from social get-togethers at alumnae homes to special events, including speakers, readings, exhibits and performances. Chapters can also co-sponsor and help organize activities with local Yale Clubs or other shared interest groups (e.g., Yale Day of Service). Chapters currently operate or are being formed in ten areas, including Boston, Chicago, Cincinnati, Connecticut, Colorado, Los Angeles, New York and San Francisco/Silicon Valley, Seattle, and Washington, DC. We envision that online and virtual chapters will also bring alumnae together through shared backgrounds, interests, and identities.
How to Get Started
Start with a core group of women (even two or three is enough!) who can share the start-up work. To find alumnae in your area, contact the Recruitment and Outreach Committee at **************, Reach out to alumnae friends and acquaintances. Talk with the Yale Club (if there’s one near you) or any other Yale alumni group or event, such as Yale Day of Service or a Shared Interest Group. The AYA’s Shared Interest Group staff person supporting YaleWomen can also help you to identify other alumnae who might be interested in forming a chapter.
With your core group, hold an initial meeting, which can be in person, by teleconference or e-mail to discuss and decide on a plan and communications plan, including key messages, frequency, and channels (e.g., hard copy, e-mail, social media, etc.). The agenda could include: • Why YaleWomen? • What are our interests for programs • Setting an initial calendar • Deciding on the (minimum) communications infrastructure to get going: will you create a website, LinkedIn or FaceBook page, or a ListServ, or simply communicate by e-mail?
The calendar can be as simple as hosting one or a few get-togethers over the coming months at the homes or workplaces of your core group members. For communications, select the communications channel(s) that are user- friendly for your core group and will scale to handle the target audience of alumnae in your chapter area. For example, tracking email RSVPs can be difficult when you have a large group of alumnae. Many chapters are using FaceBook groups. A few also have LinkedIn groups. And some only use e-mail distribution. Try to identify broadly the women you are trying to include. While some alumnae may be very active on FaceBook or LinkedIn, others might not participate in those sites for a variety of reason, including privacy. There are always some alumnae with connectivity and bandwidth issues.
The Chapters Committee can connect you with an alumna (or alumnae) who can be a “mentor” you through the process. You may prefer to test the waters by organizing and some events to see what does and doesn’t work; you can compare your experience with other chapters.
Relationships Among Chapters and Between Chapters and YaleWomen National Organization
The structure between the national YaleWomen organization and individual chapters has not yet been finalized. While there is no formal network of chapters, there is a great deal of informal idea-sharing. As more chapters are organized, we may begin to organize periodic meetings of chapter leaders to share ideas. We may also find sub- groups getting set up – perhaps younger alumnae in one geographic region, or YaleWomen in academia. As these evolve and YaleWomen really begins to take shape, we will address the formal relationships, including the financial relationship.
Page 49 Defining Your Alumnae Base
The geographic base for a chapter can be large or small. It depends in part on identifying and building a critical mass of alumnae, and how easy it is for them to attend events and programs. In Boston, for example, women drive up to two hours from Cape Cod and western Massachusetts to attend events that are held in Boston. Cincinnati is planning an event that would invite women from as far away as Columbus, Indianapolis, Lexington and Louisville.
If you live in an area where there is not a large critical mass of Yale alumnae (or even if you have plenty of Yale alumnae), you may wish to include women who are Yale spouses, parents, or alumnae of other Ivy League, Seven Sisters or similar schools. Your planning group can make an initial decision, and then you may want to get input from participants.
Coordination with local Yale Clubs and other Yale groups and associations
Before you launch publicly, meet with the representatives of the Yale Club or Shared Interest Groups in your area to outline your plan and the benefits to them of having a YaleWomen chapter in your area. YaleWomen has collaborated and partnered with many Yale Clubs. Our goal is to complement Yale Clubs and Shared Interest Groups: YaleWomen can help increase overall alumni involvement in Yale alumni activities by engaging alumnae who might not previously been involved. A rising tide does lift all boats. The goal of both YaleWomen and the Association of Yale Alumni is that local YaleWomen chapters will coordinate closely with Yale Clubs on a local basis. To date there have been mixed results in different locations. In some locations, the YaleWomen chapters are considered a subgroup of the Yale Club and share the website and other logistical benefits (e.g., paypal accounts, etc.) along with great synergy. In other locations, the relationship may be more one of tolerance. Financial and governance ties between YaleWomen chapters and local Yale clubs are another area which is still being addressed.
Communications
Once you’ve planned one or more events and have drafted your communications, you’re ready to reach out to other Yale alumnae. To reach out to your target audience, the local Yale Club may be able to supply an email list or you can reach out to ****************. Define your target group (see list below for ideas.) Draft your initial message (see samples in Appendix.) Don’t forget to post event information on your social networking sites, if you have them, or on Yale club websites. We’re developing a national calendar on which to post on the YaleWomen website. There’s also a website called EventBrite which you can use to collect RSVPs if there is no payment involved. One chapter felt they got a particularly good turnout for their first event by mailing out a nice printed invitation.
The target group for an invitation may include: • Alumnae from Yale College and the Graduate and Professional Schools. This may be from the same geographic area as the local Yale Club or it may be broader or narrower. • Parents (mothers) of young alumni or current students • Spouses (wives) of Yale alumni • Alumnae of other colleges or universities.
Attendance at many YaleWomen events reflects a broad spectrum of alumnae, ranging from alumnae who are officers or members of/involved with Yale Clubs and Shared Interest Groups to alumnae who have not been involved in Yale alumni activities at all.
Once you’ve defined your target audience and obtained contact information, send out your initial email or mailing to them. For subsequent events, you may establish a presence on social networking sites, including FaceBook and LinkedIn. If you use social networking sites, recruit someone to moderate the posts. The role includes (1) checking on the AYA Alumni Directory to verify that those who ask to join attended Yale; (2) posting relevant news from eLine
Page 50 and from YW communications; (3) encouraging discussions via “Like” or other methods; (4) for social media super- users, there are links and feeds that you can set up.
More Thoughts About Event Planning
Events can be informal potluck gathering at someone’s home or workplace, or a gathering at a restaurant with wine and hors d’oeuvres or a meal. The major objective is networking and general conversation, and you may want to get a semi-private room, or a location at someone’s home where there will not be a lot of interruptions or background noise. Events can also be formal programs with speakers or panel discussions (perhaps medical, financial planning or career planning advice or showcasing alumnae representing a variety of fields).
Events can be held in an alumna’s home or workplace, restaurants, museums or other private or public spaces. Consider the day of week, the time of day, the duration of the event, the time of year, and the frequency with which you hold events. If you’re thinking beyond the “first” event, consider different times (weekend vs. weekday evening) to be sure to attract the broadest cross-section. You may even want to send out a SurveyMonkey poll to your potential attendees to find out what time works best for them.
It may be easiest to start with get-togethers hosted in someone’s home, but be sensitive to the impact of an invitation from a “high-end” address and whether that will deter some alumnae. The logistics are easy if you have a volunteer who is willing to open her home. They are typically BYO with attendees bringing an appetizer and beverage and while the hostess supplies sandwich fixings or chili to “anchor” the food. For chapters covering a large geographic area, the home-based events may be ideal for getting closer to your target audience by hosting them in different geographic parts of your region.
Based on comparing notes among chapters early on, women tend to like potluck events (whether they cook or pick up something at the local grocery store or wine shop) and budget-priced events (e.g., restaurants that will be affordable to the broadest group of women). In some locations, accessibility to public transportation or major highways is an important consideration. Whatever the event, alumnae like lots of time for socializing, usually with an opportunity to go around the room and have everyone introduce themselves to the group.
Other event considerations include:
• Registration: always have a sign-in sheet to get email addresses and ask for volunteers and areas of interest. Name tags help alumnae meet one another. Do you need to collect payments? What about walk-ins vs. pre- registered? How will you handle refunds? • Do you want to partner with your Yale Club or SIGS (e.g, Yale Club of Chicago has a new Outreach Committee) • Marketing (including FaceBook, LinkedIn, ListServs (google groups, NING), e-mails (g-mail accouts), snail mail, and websites – including those of Yale Clubs • Pricing: If you need to charge a fee, whether for food, space or speaker, what’s the effect of the price point on the potential attendance? Can you recoup some of your costs by getting one or more sponsors (which might be one single generous alumna)? One group had a book signing, and got each participant to purchase the book at a slightly discounted retail price, while the group was able to buy the books at a wholesale price – the difference subsidized the cost of refreshments. • Activities: whatever the main event, most groups provide lots of time for socializing and networking. Unless the turnout is too large, having everyone introduce themselves to the group can be a great icebreaker. And don’t underestimate the conversation value of small door prizes or posed group questions. • Post-Event: Plan before the event how you will follow up post-event. At some get-togethers, attendees have asked for a list of names/emails. If you’re happy to provide, be sure to announce an opt-out for those who don’t want their info distributed (e.g., tell me before end of evening if you want your email/name left off the list) or circulate a sign-up sheet for those interested in participating.
Page 51 Reunions
Panelists include: Sharon Randall ’98, Stuart Cohen ’70, Jennifer Julier ‘77
Topic: “Event Management: Planning Successful Reunions and Events” – What are the steps in creating an event that alumni will want to attend? What are appropriate venues and price points? Who should organize such events – professional staff or volunteers?
Overview s 53
The first page is an overview of Class organization of Yale alumni which hold reunions every five years, and sometimes mini-reunions in-between. The second page is an overview of alumni relations at Yale Graduate and Professional Schools, many of which hold reunions or convocations. SIGs also hold reunions, but for an overview of them please see page 32.
Additional information 55
The two part handout focuses on planning a successful reunion or homecoming event.
Page 52 Classes - friendships based on Year of Graduation
The Class Connection Starts as Undergraduates
From the moment a student is accepted to Yale, he or she becomes affiliated with a graduating class year. Before the first year at Yale begins, there is a week-long orientation for class members. Students live with other members of their class and participate in rich class traditions sponsored by the university, ranging from the Freshman Dinner to Senior Week. During undergraduate years, each class has a leadership council to arrange activities for members of that class. Class members experience arrival at the university together, the same four years of cultural and social events at the university, and they have planned for their post-university lives together. Class members will remember being university students when the same world events took place and when the same music and fashions were popular. Class members have memories of four years together that no other person can share in quite the same way.
The Organizational Structure of the Class
Every five years, each class elects two officers. The Class Secretary reports news of classmates and the Class Treasurer collects money for class activities. Sometimes a group of representatives, a Class Council, helps the class officers. The first Secretary and Treaurer are elected just prior to the final year at the university, allowing class leadership to take root before graduation.
Class Activities After Graduation
Classmates scatter after graduation, but class officers preserve and strengthen friendships. They relay news of marriages, career successes, children and deaths through class notes published in the Yale Alumni Magazine. They may use class websites, email list-serves, blogs and Facebook pages to stay connected. Every five years, the class holds a multi-day reunion back at the university: listening to lectures or touring new facilities, meeting friends, dancing to music from university days (see photos). Some classes have gatherings between reunion years.
The Class Nurtures a Strong and Flexible Personal Network
The Class provides lifelong connections to peers. Because it cuts across academic majors and specific interests, it provides links to a broad and diverse range of resources. When these enrich your life or career you will feel loyalty -- and obligation -- to your class and your university.
Page 53 Graduate & Professional School Alumni
The AYA represents all Alumni
Graduate The Association of Yale Alumni represents all Yale alumni, including those who earned School of Arts advanced degrees from the Graduate School of Arts and Sciences or any one of the 13 and Sciences professional schools at Yale. Each of the graduate and professional schools has at least three delegates to the annual AYA Assembly. Their alumni serve on the AYA Board of Governors. School of Art There, a dedicated Graduate & Professional Schools Committee focuses on the particular interests of these alumni and their schools. This committee brings matters relating to the School of graduate and professional schools to the attention of the Board as a whole. Architecture
School of Graduate and Professional Alumni are active in AYA activities Drama Alumni of the Graduate & Professional Schools are active participants in a broad range of
School of activities within the AYA, such as Yale Day of Service, Yale Alumni Service Corps, the Yale Management Global Alumni Leadership Exchange, and the Yale Career Network. Some of these are organized on a national level by the AYA. Others are organized on a local or regional basis School of by local Yale Clubs or SIGs. Medicine Graduate and Professional Schools also have own alumni events School of Nursing The Graduate School of Arts and Sciences and most of Yale’s professional schools have active School of Public alumni programs of their own, each with its Health own governing board of alumni. Many of these
School of alumni programs have their own schedule of Engineering & activities such as convocations, colloquia, or Applied Science quinquennial reunions (a reunion of all classes at five-year intervals, e.g. the 2015 reunion will Divinity School include classes from 2010, 2005, 2000, 1995, etc.). School of Public Health – Alumni Day 2010 These events are often organized around symposia and other continuing education School of opportunities – focused on the specialties of the school. Though these activities are designed Forestry & for alumni of a particular graduate or professional school, many are open to other alumni Environmental from throughout the Yale community. Studies
School of Music Alumni enrichment through university-wide programs
Law School The Association of Yale Alumni is a leader among major universities in its commitment to Institute of inclusiveness and integration of all of Yale’s Sacred Music alumni—undergraduate, graduate, and professional—in a wide array of alumni-led volunteer programs. This leads to increased opportunities for alumni service, networking, and involvement throughout their careers and lives. Panel discussion at Law School - 2009 Page 54 Reunions: Planning a Successful Reunion – Part 1
Whether your organization runs a robust reunion program or whether you are planning your first ever reunion, the steps below will focus your efforts and help you to plan a successful and productive reunion.
Step 1: Determine Your Objectives You likely have many goals for your reunion celebration, and a reunion, especially in the form of a multi-day reunion weekend, can deliver on many goals simultaneously. You want to determine at the outset which goals are most important and reflect your programming around those goals.
What do you want to accomplish with your reunion? Is the primary objective to bring people together to reconnect with one another? Is the primary objective for alumni to reconnect with the university? Are you celebrating the accomplishments of certain individuals? Are you attempting to show alumni how the university has changed since they attended? Are you trying to raise donations for a specific endeavor? Is there a theme or life concern that you want to discuss with a specific group of alumni?
Step 2: Determine Your Audience Knowing your objectives will help you determine your audience such as young alumni, older alumni, alumni sharing a specific interest, or all alumni. The typical American model (which Yale initiated) is to have a class reunion every five years (bring classes back 5, 10, 15, etc. years after graduation) to maintain the basic connection to the university established when they were students. Not all schools follow this model however. Some schools (Princeton) invite alumni to return every year although they put special emphasis on the five year classes for the annual reunion weekend.
A key question is how many segments of the alumni population will you invite (ten classes, twenty classes, one area of study or more) and how many alumni do you expect will attend? Many schools enjoying larger attendance (Yale included) have most of the reunion events separated by class or interest group even on different days or weekends. Other schools (and programs) will run most of their programming as one large group with one or two events that breakout by co-hort. Each approach has its benefits such as strengthening class ties or networking between classes though the logistics involved in your program may ultimately determine your decision. For a discussion about audience see http://www.iup.edu/upper.aspx?id=88431.
Step 3: Find a Venue (and Related Impact on Scheduling and Logistics) Venue is a crucial decision deeply linked to scheduling and logistics. Organizing at your university provides access to university resources such as faculty lecturers, classroom facilities, and experienced event planners as well as the ability to tap into university traditions such as athletic events and graduations but is constrained by the academic schedule and the need of the student body for the facilities. An interesting venue not on or near campus maybe be an attraction as a destination in its own right, especially for a smaller group or on an off-cycle year (like Yale’s mini- reunions). Off campus events often rely more on volunteers and less on university staff for logistics. For choosing venues: http://www.military.com/Resources/ResourceSubmittedFileView?file=reunions_how_to_plan.htm.
Step 4: Schedule the Event For a large event, the University itself often schedules dates, and is deeply involved in planning sub-events. Some universities have traditional Homecoming or Alumni weekends during which the University will assist smaller groups that wish to hold their own reunion. http://www.iup.edu/upper.aspx?id=88431, http://alumni.dal.ca/get-connected/dal-homecoming/reunions/reunion-planning-guide/.
Step 5: Logistics Depending on your institution, there may (or may not) be resources available to support the logistical planning involved in a reunion. There is a great deal of event planning (booking spaces, planning meals and lodging, accepting RSVPS and payment) and if the university is not able to provide resources to assist with this aspect of the reunion, your class or volunteer group may want to consider hiring a professional event planner. Page 55 Reunions: Planning a Successful Reunion – Part 2
So you’ve decided on your objectives, your audience, your venue, your dates, and who is doing logistics. Or those have been determined by university tradition. What are the next steps in planning a particular reunion or event?
Step 1: Build Your Volunteer Team
Building a strong leadership team for each reunion is extremely important. Not only will the leadership team help you to set your goals and plan your events, they will be in the forefront of your attendance efforts. You have heard it before: the more passionate leaders involved, the more alumni that are likely to get involved and attend! Although you’ll utilize many communication vehicles including email, regular mail, web pages and social media tools such as the organization’s Facebook page to get your message out, the most successful reunion outreach is always one-on- one. A robust and active reunion committee can make all the difference in getting others to attend.
Step 2: Add Customized Meaningful Content
Most robust reunion programs contain several social events such as cocktail parties or dinners, lectures by professors, panels by notable alumni and addresses by university administrators, often the President. What is often most meaningful to participants, however, are the unique aspects that the alumni leadership creates. Whether publishing a class book, including alumni panels focused on group specific issues (such as raising children or retiring from careers), including performances highlighting the group talent (whether in art, music, film or other areas) or even including a well-executed memorial service for deceased friends. The unique events or activities that the volunteer organizers put together often develop from ideas from the volunteer team and may at first seem odd, but should be nurtured and supported.
Step 3: Execute the Plan
Reunion should be fun! It should be enjoyable for both the alumni attending and the volunteer group (and staff) that organized the weekend. You as organizers should plan for the fun (whether by including certain surprises or celebratory events) and have an active role in leading the excitement especially if you sense that the group dynamic is not developing. While managing the last minute details can be a distraction, take some time to make sure that the feel of the event is what you intended. Attendees are going to want to speak with the organizers and the leadership team so it’s important to circulate and make sure everyone is comfortable.
Step 4: Continuing the Momentum
People generally leave a reunion inspired about their organization and the university. To build on the interest, you should incorporate ideas for continued involvement with the university into your communications and programming. After the reunion, in the communications that thank the participants and especially the volunteer leadership, you have the opportunity to build on the momentum from the reunion and help to strengthen the alumni engagement with the university.
Additional Resources / Ideas / Examples: http://www.alumni.upenn.edu/prlc/2013/facts.pdf http://dartmouth.org/reunionplanning/ http://www.military.com/Resources/ResourceSubmittedFileView?file=reunions_how_to_plan.htm http://www.iup.edu/upper.aspx?id=88431 http://alumni.dal.ca/get-connected/dal-homecoming/reunions/reunion-planning-guide/ http://www.reunionsmag.com/resources/resources_FreeStuff.html http://excelsiorpilots.com/plan/timelin1.htm http://www.case.org/Browse_by_Professional_Interest/Special_Events/Homecoming_and_Reunions.html (public index of articles, access to an individual article requires password) Page 56 Alumni relations and social media
Panelists include: John Boak ’70, Ed Sevilla ’82
Topic: “Effective use of social media in universities for engagement and development” – How has social media changed the way alumni engage with their university? How has it changed the fundraising landscape? Which social media tools have been the most effective? How do you run an internet fundraising campaign? Does the Internet eliminate the need for other alumni activities?
Additional information 58
The first page refers to and summarizes some useful web articles, case studies, and other resources. The second page focuses how to support media run and maintained by volunteers. The third handout consists of 11 “slides” from John Boak’s presentation.
Page 57 Effective use of social media – for engagement and development Examples drawn primarily from the United States, and would have to be adapted for international usage.
1. Case Study – Election campaigns of Barack Obama
Two of the most successful uses of social media have been the two election campaigns of Barack Obama. They built community, called people to action and raised a lot of money. Much will be written about Obama’s 2012 campaign, but case studies have already been written about his earlier 2008 campaign.
The 2008 effort included 5 million supporters on social networks, 50 million viewers of campaign-related YouTube videos, 1 billion e-mails, over 100 thousand Twitter followers, and 6.5 million online donations totaling more than $500 million, with 6 million of them of $100 or less. For a short readable overview, with useful details concerning some specific social media strategies for developing community and raising funds, see the European Business Review: “Obama and the power of social media and technology,” by Jennifer Aaker and Victoria Chang: http://www.europeanbusinessreview.com/?p=1627
2. White Paper – “Social Media Handbook for Nonprofits - Social Media for Social Good”
Ayelet Baron, a Director of Cisco Systems, compiled 97 pages of useful information from many sources and with many references as well: http://www.slideshare.net/ayeletb/social-media-for-social-good-1599758.
Ayelet’s white paper covers best practices, what Chief Information Officers should know, where to start, which social media to use, tactics and successes, and how to measure return on investment. Just as importantly, it acknowledges that social media may not be right for everyone – and issues caveats. Written in 2009, some aspects dated, some links broken, but insightful strategic overview. Here is a short extract from the Point of View – Guidelines for Success.
Don't Do Social Media Just To Do Social Media. You need to have your website, email marketing and online-fundraising ducks in a row prior to moving into new social-networking space. Prepare to Lose Control. If you are not comfortable with this, social networking probably is not for you. It’s About Two way Communication. Listen. Social media is not about you. It's about people's relationships with you. Focus on the long term. It takes time to get results and build relationships. Dedicate the Right Resources. Do not hand the responsibility of your social media networks to an intern. Grow or hire an expert. Educate Your Leaders. Before you jump in, make sure that your organization’s leaders understand the implications of social media.
3. A short introduction – some social media strategies, tools, and tactics from Kaukab Jhumra Smith (extract below)
• Figure out where your prospective donors are [including where they are online]. It comes back to the same basic social-media commandment: Listen first to find your people. • Bring it down to one person’s story. • Demonstrate your impact. • Create a personal connection through video. • Use mobile messaging - Texted donations work best when your donors are already primed to act because of all the work you’d done beforehand through e-mail and other communication.
See SmartBlogs, “How to raise funds for your non-profit using social media:” http://smartblogs.com/social-media/2010/08/13/how-to-raise-funds-for-your-nonprofit-using-social-media/
4. An innovative on-line campaign with “game-like” features. The volunteer-based alumni association of SSE-Riga pushed annual contribution rates from 11% to 33% with an online fundraising campaign: https://vimeo.com/52150696. Instantaneous feedback and multiple rankings harnessed the competitive spirit of their business-oriented alumni.
5. Some specific tools can be found on Social Brite: http://www.socialbrite.org/2010/05/28/19-tools-for-fundraising- with-social-media/. See also http://mashable.com/2009/07/23/alumni-social-media/. Page 58 Social Media: Supporting Media Run-&-Maintained by Volunteers
Electronic media have made communication easier. Sometimes easier than we would like, but often not as easy as we think.
Create what is essential – for the rest, go with the flow. Control and create the essential messages that must be delivered. Allow – and even promote – appropriate optional elaboration. Volunteers do not always have the time or bandwidth to meet specific deadlines, or create the high message flow espoused by social media gurus. But whatever content is produced will carry weight with those that follow the content creator.
If you can’t let go – at least loosen your grip. You can only control the content you create. You do not even have the resources to create all the content that you need to engage alumni. Besides, you can no longer stop people from creating content and publishing it to the world.
Create safe and simple playgrounds – or support them. The difficulty of providing and maintaining secure university servers, development environments, and creation tools is tremendous. The expense is enormous, but justified for official university branded content. However, these things are available for free (or almost for free) on the Internet. (No university can control Facebook, or even Linked-In.) It benefits the university to support – or even provide – “free” but mentored places in the Cloud for non-branded and lightly-branded alumni-related content. This can be done inexpensively. It also means that alumni-created content will not be lost when alumni die or stop a paid service. It even means that content will not be lost when the University IT budget is axed.
Engage alumni artists, coders, and writers. Members of this group are often overlooked by the university unless they become rich and famous. They may also be the type of people who do not work well in the committee-style projects of many alumni organizations. Yet they can be energetic, intense, and creative. Electronic media is a vehicle to involve them. They may be short on treasure, but rich in time and talent.
Everyone has different tastes – respect them. Everyone has different eyes and sees differently. Everyone has different ears and hears differently. Tolerate vision and voice (visual and textual content styles) that are different than yours – better yet, support those styles that resonate with the intended audience of club, class, or affinity group.
Don’t rely on Facebook – do understand WordPress and Blogger. Social Media companies such as Facebook and Linked-In are in flux trying to monetize their eyeballs, which means that their policies have been and are likely to change. (For example, the changing definition of a Facebook “group” has destroyed some online communities.) This can seriously impact the reliability of the “free” part of their messaging. It has been said that only 16% of the people who like a Facebook page see any given post. Nonetheless some people and organizations rely on a Facebook page as the primary online presence. In contrast, WordPress and Blogger were designed for the slower pace of blogs, but have morphed into tools for creating websites. It is said that 1/5 of all websites are created with WordPress.
Blogger is a proprietary free service provided by Google, but tied to a particular user’s Google account. A long-term issue for a website based on Blogger may be transferring the site to another webmaster, especially when change is sudden. A similar free (but advertising supported) service is available through WordPress.com. An upgrade (for a fee) will remove advertising. WordPress.org is free open-source software than can be installed on any server; it allows greater control than WordPress.com. An organization can purchase low-cost hosting contracts from companies such as GoDaddy.com. Many of these hosting contracts include “one-click” installation of multiple instances of WordPress. Services may be priced on an a-la-cart basis, but are much less than a university’s IT infrastructure.
Understand “cobbleware” and know when it is appropriate. You can “cobble” together a variety of low cost or free services for non-profit organizations, if they require little bandwidth or through put. This “cobbleware” is reliable within its limits, so may suit small components of a volunteer alumni organization. They may not be suitable for volunteer organizations that have sufficient funds to pay for more robust IT solutions and the maintenance thereof. Page 59 COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS
Outgoing Website Email Social Media COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS
Outgoing Website Email Social Media
Incoming Member Information
Payments
Participation COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS
Website
n A central resource n Quiet, but useful n Our club’s home COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS
n Primary, cheap n Just-in-time n Backbone of communications COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS
n Low-friction talk n People are there n Closed groups for local SIGs n Built-in metrics n Last-minute easy event promo COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS Cobble Ware
Pros Website Email Social n Flexibility Media n Visual Control Wordpress Vertical Facebook Response w Page n Architecture Control w Groups | SIGs n Lower long-run cost 1 2 3 Cons Member Information Excel, etc. n Member data fragmented n Limited metrics Payments PayPal Buttons n Harder task succession Participation Metrics Excel, etc. COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS Alumni Magnet
Pros Social MediaWebsite Email Social n Member data is integrated Media n Participation metrics n Event sign-up automated n Ecommerce integrated n Easier task succession
Member Information Cons n Yearly expense Payments n Inflexible architecture Participation Metrics n Inflexible procedures COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS WordPress Alumni Magnet COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS YaleGALE: a site made of 5 WordPress Installations
gateway newsletter delegations resources case studies announcements COMMUNICATIONS FORYale CLUBS & ASSOCIATIONS
- Globalizing the Call to Service (Yale Alumni Service Corps)
Presenter: Kathy Edersheim ‘87
Topic: Since the spring of 2008, Yale alumni, family and friends have traveled as a group to under-developed communities to provided volunteer services, with a vision much like the Peace Corps. Their volunteering strengthens the communities they visit by providing a week of "fun" education, medical services, micro business consulting, and light construction and creates deep friendships among the group and deeper ties with Yale. The Yale Alumni Service Corps will volunteer in Nicaragua, Ghana and India as well as two communities in the U.S. in 2014.
Overview 72
This page gives an overview of the Yale Alumni Service Corps.
Additional information 73
A page with two slides from Kathy’s presentation
Page 71 Yale Alumni Service Corps
Changing Lives Through Service Work Around the World
The Yale Alumni Service Corps (YASC) is a strategic initiative of the Association of Yale Alumni (AYA) that seeks to connect alumni in service oriented programs throughout the world promoting cultural understanding, service work and education. YASC offers innovative service opportunities for alumni, families, and friends building on the diverse talents and energies of these volunteers to provide critical services to communities in need. Project groups vary from Construction to Medicine, Education, Sports, Business Consulting, and more. These programs provide opportunities to work alongside people in the local community, enjoy meaningful cross-cultural exchange, and form incredible bonds with Past Programs fellow alumni who share a passion for service. 2012: Ghana - 150 participants & YASC's Mission AFS, UCC, Coca- Cola & ONE Volunteer Service is the basis of YASC with programs created to offer opportunities for 2012: Nicaragua alumni to provide health & education - 62 participants & services to impoverished communities in 24 YSN volunteers crisis YASC in El Castillo Nicaragua
2011: China Global & Domestic Programs have been successfully planned in the Dominican Republic, - 200 participants & Mexico, Brazil, China & Nicaragua over the last four years and the programs for 2013 include Yale-China Assoc. Ghana & a domestic project in West Virginia
2011: Dominican Learning About Others through cultural exchange including visits to private houses, village Republic water filter distribution, teaching English, dance, music, math, painting & computers, - 94 participants & 4 local physicians building playgrounds & libraries, coaching soccer & baseball, conducting medical clinics, health education and small business consulting for local entrepreneurs & farmers 2010: Mexico - 50 participants & Enduring Impact occurs as YASC partners with local universities and other service dozens from Preppa organizations to enrich programs and ensure volunteers share their skills with community Tech & MonterreyTec leaders, local health care workers and students to promote self sufficiency & sustainability.
2009: Brazil Follow our program and adventures: - 12 participants Yale Alumni Service Corps web site: 2009: Mexico http://www.yaleservicetours.org - 50 participants & dozens from Preppa YASC Blog: Tech & MonterreyTec http://yalealumniservicecorps.blogspot.com
2008: Dominican Or donate to help the YASC program! Republic Contact Joao Aleixo at [email protected] - 90 participants & Medical Clinic Volunteers in local volunteers El Castillo, Nicaragua Page 72 What Moves Alumni
• Mission driven program • Opportunity to keep learning • Family program • Having a unique and meaningful experience • Bonding with other alumni through the program • Knowing they make a difference and have impact • Being empowered – Organization and programs are volunteer driven – Volunteers use their expertise • Participating in an activity relevant to the stage of life • With the university not just for the university • Sharing Aspirations, Forging the Future
Yale Alumni Association for NUS October 8, 2011
One week programs that build on the diverse talents and energies of our alumni volunteers to provide critical services to communities in need
Projects ‐ Education ‐ Athletics ‐ Micro‐business consulting ‐ Medical clinic ‐ Public health ‐ Construction ‐ College mentoring
Yale Alumni Association for NUS October 8, 2011
Page 73 Day of Service Around the World
Presenter: Lise Chapman ’81 MBA
Topic: Since the spring of 2008, Yale alumni have come together at sites around the world for a Day of Service every May. Their volunteering not only helps make their own neighborhoods better places, but makes Yale alumni organizations stronger by creating bonds that go beyond “networking”. The Yale Global Day of Service continues to expand, looking for organizations with which to partner in service.
Overview 75
This page gives an overview of the Yale Day of Service.
Additional information 76
This handout describes expanding a service program such as Day of Service to an international association such as a regional alumni association abroad.
Page 74 Yale Day of Service
What is the Yale Day of Service?
Every year since 2009, the Association of Yale Alumni (AYA) has designated the second Saturday of May as the Yale Day of Service (YDoS). Then alumni volunteer leaders for regional clubs work together with AYA, an alumni Chairperson of YDoS and (alumni) Regional Directors of YDoS − along with shared interest groups, segments of classes and local chapters of professional and graduate school alumni organizations to plan local community service projects for that one day. Projects range from helping to paint a community day care to serving food at soup kitchens for the poor, from cleaning trash out of a local stream to A Benefit to Yale preparing food packages for the needy at local food banks, and much more. Sometimes a group of Yale alumni will organize their own special project. In 2012, the Day of Service Participation in the involved 3500 members of the Yale community volunteering in nearly 250 sites in 40 states Day of Serivice reconnects many and 20 countries. On the Day of Service, alumni all over the world come together, with alumni to Yale ‐‐ many family, friends, and neighbors – separately and as Yale united – through the common act of who were not otherwise providing service to others in need. engaged in alumni programs. It also A Long Tradition of Service introduces many communities to Yale, or Based on Yale’s long tradition of service, the at least to another side Yale Day of Service began as a pilot program of Yale. This promotes in 2008 and was then implemented in full in Yale’s image – and its 2009. For today’s alumni, this tradition often ability to attract the starts with student‐led community‐based best and brightest programs that many engage in while at Yale students. (often under the auspices of Dwight Hall). It extends to the many Yale alumni who engage in life long careers at the highest levels of government service. Yale alumni Denver‐Columbine Tree Planting have risen to the challenge to ‘change the world,’ and indeed many are doing just that as volunteers for Yale, or in their professional lives in the nonprofit sector, or serving on boards of foundations, or as elected officials, or by giving of their intelligence and creative energy to volunteer community projects.
A Benefit to Clubs
Perhaps one of the most interesting outcomes is the way in which it has appealed to so many alumni who had never before participated in Yale alumni activities. This program can help to bring new energy to local Yale clubs by attracting alumni who have not previously been engaged with Yale or their local Yale Clubs. And, by bringing in new people as part of the YDoS planning process, additional volunteer leadership can be developed for local clubs.
Page 75 Day of Service: Mobilizing International Alumni
Organizing an annual Day of Service abroad where alumni can make a difference in their local communities brings alumni together and refreshes their ties with the university. The event and ensuing successful stories promote a virtuous cycle of community engagement, alumni pride, and visibility for the university: www.yaledayofservice.org.
How does a university expand the Day of Service to international alumni? Either you need a volunteer leader dedicated to the international effort for outreach or appoint a staff member as coordinator who is passionate about the idea and who is dedicated to supporting local service project pioneers with materials, guidelines, encouragement and recognition. Broadcasting success stories from these pioneer projects to all alumni will start a snowball effect, encouraging other alumni service entrepreneurs to step forward to organize projects in their own communities. See www.yaledayofservice.org/node/1077 for international service sites. Also www.yaledayofservice.org/node/1081.
Maintaining the energy requires tenacious attention to several tasks. See www.yaledayofservice.org/node/441. • Communicate, communicate, communicate. Tell success stories about beneficiaries of your service projects, using photos and their words. Use email, letters, websites and social media to keep the messages alive. • Energetically recognize alumni who have led or participated as volunteers in the projects with personal thank you notes and publication of their quotes and photos. • Continuously improve your support materials and processes including service project registration tools, waiver forms, promotional materials, media templates, thank you letter templates, planning checklists for the organizers and event preparation checklists for the project coordinators and volunteers.
How do you find and develop local service projects? Where the density of alumni is low and the lack of critical mass seems to be an obstacle for the local alumni entrepreneur, it is essential to create a partnership with a local service organization such as a school, association, NGO or other experienced charitable organization. • Service partners provide help: additional service ideas and volunteers to reinforce your alumni volunteers. • Hold regular planning sessions, create a simple program plan and follow up on the planning tasks. • FOCUS on 1 or 2 great service ideas that will be successful and rewarding for all.
How do you recruit volunteers for a Day of Service? You need three types of volunteers: a leading pioneer who will bring the idea to life in a specific region or country; a couple of people who are willing to serve on the core planning team; and volunteers for the actual day who will serve as project leaders and/or service agents. • Attract interest through success stories and recognition of alumni in other regions who have stepped forward. Share the fun! People like to join successful, productive, humane projects. • Make it easy to participate through a clear statement of what is expected in terms of time and effort, simple sign-up sites and a variety of support materials and guidelines. • Perform contingency planning with local service partner(s) to ensure a back-up source of volunteers. • Thank volunteers who commit early to serve and follow up with them to make sure they show up. • Make all projects visible to all alumni worldwide so that they can participate in another region during a trip.
How much extra cost will be involved? The expense of a dedicated University coordinator is shared across many places and the whole effort. Besides the volunteers’ time, there might be expenses for printed materials, t-shirts/hats, and a post-event social gathering amongst alumni. One Day of Service cost the local alumni club about 100 Euros.
How do you reinforce the team? Make the activity fun and rewarding in itself. In addition, there is a certain gratifying feeling that comes from making a difference in the lives of other people in your community. • For the core team: arrange a couple of after-work meetings in a nice cafe to check on progress and socialize. Lasting relationships between alumni are built through this teamwork that focuses on a common goal. Weekend skype sessions combining personal catch-up and task follow-up have also worked well. • Service project volunteers: for encouragement, provide regular communication about what will be expected of them, clear logistics information, and good project leadership. • For all: give a heartfelt “thank you” to each volunteer and service partner. Recognize projects and teams in university communications. Page 76 Addenda
Map of the Yale Campus 78
Invitation to Alumni Village outside the Yale Bowl on Saturday 10 – noon 84
Page 77 sites of interest
Mead Visitor Center 149 Elm St 203.432.2300 www.yale.edu/visitor Yale Guided campus tours are conducted Mon–Fri at 10:30 am and campus map 2 pm, and Sat–Sun at 1:30 pm. No reservations are necessary, and tours are open to the public free of charge. Please call for holiday schedule. Large groups may arrange tours suited to their interests and schedules; call for information and fees.
selected athletic facilities Directions: From I-95 North or South, connect to I-91 North in New Haven. Take Exit 3 (Trumbull Street) and continue to third traªc light. Turn left onto Temple Street. At first traªc light, turn Yale Bowl right onto Grove Street. At first traªc light, turn left onto Col- 81 Central Ave lege Street. Continue two blocks on College Street to traªc light From downtown New Haven, go west on Chapel Street. Turn at Elm Street and turn left. The Visitor Center is on the left in the left on Derby Avenue (Rte. 34) and follow signs to Yale Bowl. middle of the first block, across from the New Haven Green. Completed in 1914 and regarded by many as the finest stadium in America for viewing football, the Bowl has 64,269 seats, each Yale University Art Gallery with an unobstructed view of the field. 1111 Chapel St 203.432.0600 Payne Whitney Gymnasium www.yale.edu/artgallery 70 Tower Pkwy The Art Gallery holds more than 185,000 works from ancient 203.432.1444 Egypt to the present day. Completed in 1932, Payne Whitney is one of the most elaborate Open Tue–Sat 10 am–5 pm; Thurs until 8 pm (Sept–June); indoor athletic facilities in the world. Architect John Russell Sun 1–6 pm. Free. Pope borrowed the design in part from England’s Liverpool Cathedral. Yale Center for British Art 1080 Chapel St Ingalls Rink 203.432.2800 73 Sachem St www.yale.edu/ycba 203.432.0875 The Center holds the largest collection of British art outside the Designed by Eero Saarinen, Ingalls Rink (known affectionately United Kingdom. as “The Whale”) is one of the most distinctive skating rinks in Open Tue–Sat 10 am–5 pm; Sun 12–5 pm. Free. North America. Yale Peabody Museum of Natural History Yale Field 170 Whitney Ave 250 Derby Ave; south of the Yale Bowl 203.432.5050 www.peabody.yale.edu Yale Field is the 6,000-seat stadium where Yale plays its home baseball games. The Peabody showcases a famous collection of dinosaurs, the largest turtle in the world, minerals, rocks, and more. Gilder Boathouse Open Mon–Sat 10 am–5 pm; Sun 12–5 pm. Admission charge. 280 Roosevelt Dr, Derby, CT [not shown on map] 203.734.9706 Yale University Collection of Musical Instruments 15 Hillhouse Ave Completed in 2000, this 22,400-square-foot boathouse on the 203.432.0822 Housatonic River is home to the Yale crew teams. www.yale.edu/musicalinstruments Golf Course at Yale Beinecke Rare Book and Manuscript Library 200 Conrad Dr [not shown on map] 121 Wall St 203.432.0895 203.432.2977 Four miles northwest of campus, this 18-hole championship www.library.yale.edu/beinecke facility designed by Charles Blair Macdonald in 1924 includes putting and chipping areas, a driving range, and a pro shop. Sterling Memorial Library 120 High St 203.432.2798 www.library.yale.edu 1 2 3 4
Fisher yale university campus north
Canner Street Curtis Bellamy i Visitor Center NORTH P Public parking A Cottage Street A • Building entrance divinity school Numbered buildings Marquand are street addresses institute of Chapel sacred music SDQ
Lawrence Street
Betts House Greenberg Conference Center
St. Ronan Street
Leitner Observatory Prospect Street Edwards Street
Greeley Yale B Memorial Lab Marsh Hall Farm Edwards Street B
Farnam Gardens Pierson-Sage Garage Bishop Street Marsh Botanic Gardens Wright Lab EAL Hillside Place Class of Chemistry Humphrey Street Munson Street Research Building Wright Lab West to Science Park Kline Lab Chemistry
Bass Center Sterling Lab Chemistry Gibbs Labs Whitney Kline Avenue Biology Garage C Tower C Woodland Street Sloane Physics Lab Kline Geology Lab Prospect- Sage Sachem Whitney Avenue Hall Garage school of forestry & environmental studies Peabody Kroon Museum Compton Street Hall Class of Environmental Prospect Street Science Center Osborn Ingalls Labs Manseld Street Rink
Webster Street Evans Horchow Sachem Street Hall Hall Watson Winchester Avenue Center
Founders Lincoln Street Hall Hall Steinbach Bradley Street D school of President’s D management House Mudd Donaldson Library Commons
Rosenkranz Lock Street Undergrad Yale Health Hall Bristol Street Garage Admissions Center (opening Prospect Place Luce Rose August ) Hall Allwin Hall Center Prospect Lock Street (Yale Place Police) from I- (Exit ) Canal Street P
Hillhouse Avenue
Trumbull Street -
Malone GROVE STREET Health Center Services Helen Undergraduate CEMETERY Hadley International Career Services Hall Center and IEFP Watson Hall Leet Oliver Audubon Street
Becton E Center Dunham Mason Whitney Avenue E Davies Lab Lab Lake Place AudubonCourt P Prospect Street
school of engineeringStreet Temple Garage Ashmun Street & applied science Lanman Center Tower Pkwy Kirtland Warner Rosenfeld Grove House Whitney P York Square Place Hall Street SSS Grove Square Garage
Payne Grove Street Whitney Centralwer Gym Po Plant law school Commons Memorial Hall 1 2 3 4 graduate HEWITT Timothy Woolsey Dwight Hall Silliman school Sterling QUAD Student Financial f Law Beinecke Services Morse Hall o Building Library Tower Parkway Ray Tompkins Graduate Woodbridge Studies Hall House Wall Street
Ezra Stoeckel - Stiles Sprague Hall Slifka Hall Center Music Berkeley Library Bass WLH Yale school Bookstore O BroadwayTheater Sterling LibraryCROSS of music Broadway Broadway MemorialLibrary Whalley Avenue CAMPUS Yale Leigh Press Hall Visitor Hendrie New Haven
Center Free Public
Orange Street York Street
Temple Street
Hall Church Street Trumbull Berkeley Calhoun Library Elm Street Elm Street Yale Station - Post Oce Durfee Battell Arnold Chapel Hall Lanman- Farnam Saybrook Wright St. Thomas More Chapel OLDCAMPUS NEWHAVEN New Haven City Hall Davenport Harkness Lawrance Tower GREEN Golden Rose Alumni Center Pierson Dwight Branford Hall Lynwood Place Phelps University Theatre Howe Street school Welch Jonathan Linsly- Edgewood Avenue of drama Edwards McClellan Chittenden Afro- Hall GPSCY Connecticut American Loria Cultural Sculpture Bingham Center Center Garden Street Art Hall Vanderbilt RudolphHall Gallery school of Chapel Street The Studyarchitecture Howe at Yale Street Yale Repertory Garage Chapel Street Center for Theatre British Art Chapel- to Yale Athletic Fields Green York Omni Hall Garage New Haven school Shubert Hotel at Yale of art Theater Latino Cultural Center Crown - Street Asian American/ Garage Native American Cultural Center Crown Street
York Street
High Street
Park Street
Church Street Orange Street
Temple Street College Street Temple Street New Haven Garage Hotel George Street Temple Medical Center Garage
North Frontage Road
Howe Street Air Rights from I- & I- Parking Facility
South Frontage Road
LEPH Yale-New Haven ESH NIHB South Street Church Connecticut Smilow Hospital: Mental Health ICDU school of Cancer East Pavilion CSC College Church Center South Howard Avenue Hospital public health Place Lafayette Street
SPPC Park Street York Street Harkness Medical Hospital: Auditorium Library SPP College Street Children’s South NSB Hospital: Pavilion Sterling Hall West Pavilion Cancer Congress Avenue Center of Medicine Pierce Hunter WWW school of Sylvan Avenue Boyer Laboratory Gold Street LMP medicine Liberty Street BB LLCI Hope Congress Vernon Street CB Place MRC/ FMP TE BML PET Amistad Street Cedar Street Yale-New Haven Dana TMP Clinic FMB Lauder Psychiatric Primary Hospital Yale Care Ctr Anlyan school of Physicians Center Building nursing Howard Ave. LSOG Church Garage Street South Ward Street Washington Avenue
Amistad Street Davenport Avenue Gilbert Street Garage & Fisher
Canner Street Curtis Bellamy
Cottage Street divinity school Marquand institute of Chapel sacred music SDQ
Lawrence Street
Betts House Greenberg Conference Center
t RonanSt. Street
Leitner Observatory Prospect Street Edwards Street
Greeley Yale Memorial Lab Marsh Hall Farm Edwards Street
Farnam Gardens Pierson-Sage Garage Bishop Street Marsh Botanic Gardens Wright Lab EAL Hillside Place Class of Chemistry Humphrey Street Munson Street Research Building Wright Lab West to Science Park Kline Lab Chemistry
Bass Center Sterling Lab Chemistry Gibbs Labs Whitney Avenue Kline Biology Garage Tower Woodland Street Sloane Physics Lab Kline Geology Lab Prospect- Sage Sachem Whitney Avenue Hall Garage school of forestry & environmental studies Peabody Kroon Museum Compton Street Hall Class of Environmental Prospect Street Science Center Osborn Ingalls Labs Manseld Street Rink
Webster Street Evans Horchow Sachem Street Hall Hall Watson Winchester Avenue Center
Founders Lincoln Street Hall Hall Steinbach Bradley Street school of President’s management House Mudd Donaldson Library Commons
Rosenkranz Lock Street Undergrad Yale Health Hall Bristol Street Garage Admissions Center (opening Prospect Place Luce Rose August ) Hall Allwin Hall Center Prospect Lock Street (Yale Place Police) from I- (Exit ) Canal Street
Hillhouse Avenue
Trumbull Street -
Malone GROVESTREET Health Center Services Helen Undergraduate CEMETERY Hadley International Career Services Hall Center and IEFP Watson Hall Leet Oliver Audubon Street
Becton Center Dunham Mason Whitney Avenue Davies Lab Lab Lake Place AudubonCourt Prospect Street
school of engineering Street Temple yale university campus south and medicalGarage center Ashmun Street & applied science Lanman Center Tower Pkwy Kirtland Warner Rosenfeld Grove 1 2 3 House Whitney 4 York Square Place Hall Street SSS Grove Square Garage yne Pa Grove Street Whitney Central Gym Power Plant law school Commons Memorial Hall
graduate HEWITT Timothy Woolsey Dwight Hall Silliman school Sterling QUAD Student Financial f Law Beinecke Services F Morse Hall o Building Library F Tower Parkway Ray Tompkins Graduate Woodbridge Studies Hall House Wall Street
Ezra Stoeckel - Stiles Sprague Hall Slifka Hall Center Music Berkeley Library Bass WLH Yale school Bookstore O BroadwayTheater Sterling LibraryCROSS of music Broadway Broadway MemorialLibrary Whalley Avenue P CAMPUS Yale Leigh Press Hall Visitor Hendrie New Haven
Center Free Public
Orange Street York Street
Temple Street
Hall Church Street Trumbull Berkeley Calhoun Library i Elm Street Elm Street Yale Station - Post Oce Durfee Battell Arnold Chapel Hall Lanman- Farnam Saybrook Wright St. Thomas More Chapel OLD CAMPUS NEW HAVEN New Haven City Hall Davenport Harkness Lawrance G Tower GREEN G Golden Rose Alumni Center Pierson Dwight Branford Hall Lynwood Place Phelps University Theatre Howe Street school Welch Jonathan Linsly- Edgewood Avenue of drama Edwards McClellan Chittenden Afro- Hall GPSCY Connecticut American Loria Cultural Sculpture Bingham Center Center Garden Street Art Hall Vanderbilt RudolphHall Gallery school of Chapel Street The Studyarchitecture Howe at Yale Street Yale Repertory Garage Chapel Street Center for Theatre P British Art Chapel- to Yale Athletic Fields Green York Omni Hall Garage New Haven school P Shubert Hotel at Yale of art Theater Latino Cultural H Center Crown P H - Street Asian American/ Garage Native American Cultural Center Crown Street
P York Street
High Street
Park Street
Church Street Orange Street
Temple Street College Street Temple Street New Haven Garage Hotel George Street Temple Medical Center Garage P
North Frontage Road
Howe Street P Air Rights from I- & I- I Parking Facility I South Frontage Road
LEPH Yale-New Haven ESH NIHB Church Street South Connecticut Smilow Hospital: Mental Health ICDU school of Cancer East Pavilion CSC College Church Center South Howard Avenue Hospital public health Place Lafayette Street
SPPC Park Street York Street Harkness Medical Hospital: Auditorium Library SPP College Street Children’s South NSB Hospital: Pavilion Sterling Hall West Pavilion Cancer Congress Avenue Center of Medicine Pierce Hunter WWW school of Sylvan Avenue Boyer Laboratory Gold Street LMP medicine Liberty Street BB LLCI Hope Congress Vernon Street CB Place MRC/ FMP TE BML PET Amistad Street Cedar Street Yale-New Haven Dana TMP Clinic FMB Lauder Psychiatric Primary Hospital Yale Care Ctr Anlyan school of J Physicians Center J Building nursing Howard Ave. LSOG Church Garage Street South Ward Street P Washington Avenue P Amistad Street Davenport Avenue Gilbert Street Garage &
1 2 3 4 1 2 3 4
yale university west campus
Frontage Road
Keycard Morgan Lane Entrance K Morgan Ln K
NORTH
P
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P W-A
L W-B L
W-B He ernan Drive
P W-B I- N & S W-B
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W-B W-C W-B
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ORANGE W-B Keycard P Entrance Heernan Dr
M M Delivery Entrance Callegari Drive Heernan Dr
W-C W-C P W-C EXIT South- bound
N N
W-D Main PP Entrance 137 Frontage Rd
W-D P
P
Frontage Road W-D
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W-E Child Care P Center W-E
O Marsh Hill Road O
EXIT North- bound
1 2 3 4 selected yale buildings and addresses
Allwin Hall D3 Drama, School of G2 International Center for Yale Mudd Library D2 Stoeckel Hall F3 31 Hillhouse Ave Students and Scholars E4 38 Mansfield St 469 College St Dunham Laboratory E3 421 Temple St Anlyan Center J2/3 10 Hillhouse Ave Music, School of F3 Street Hall G2 300 Cedar St Jonathan Edwards College G2 1071 Chapel St Durfee Hall G3 68 High St Nathan Smith Building I2 Architecture, School of G2 198 Elm St 333 Cedar St Timothy Dwight College F4 Kirtland Hall E3 345 Temple St Arnold Hall G1 Dwight Hall and Memorial 2 Hillhouse Ave New Haven and State Affairs 304 Elm St Chapel G2 Office E4 Tompkins East J2 67 High St Kline Biology Tower C3 433 Temple St 789 Howard Ave Art, School of H1/2 219 Prospect St 32–36 Edgewood Avenue G1 Nursing, School of J4 Tompkins Memorial Pavilion J2 Bass Center C 2/3 Kline Chemistry Laboratory C 2 789 Howard Ave 266 Whitney Ave Engineering & Applied Science, 255 Prospect St Osborn Memorial School of E3 Laboratories D2/3 100 Tower Parkway E1/2 F2 Bass Library Kline Geology Laboratory C3 165 Prospect St 110 Wall St Evans Hall D3 210 Whitney Ave Trumbull College F2 56 Hillhouse Ave Payne Whitney Gymnasium F1 241 Elm St G3 Battell Chapel Kroon Hall C2 70 Tower Pkwy 400 College St Ezra Stiles College F1 195 Prospect St Undergraduate Admissions D3 302 York St Peabody Museum of Natural 38 Hillhouse Ave Becton Center E3 Laboratory for Medicine and History C3 15 Prospect St University Theatre G2 Farnam Hall G3 Pediatrics J2 170 Whitney Ave 380 College St 222 York St Beinecke Rare Book and 15 York St P.E.T. Center J2 F2 Vanderbilt Hall G3 Manuscript Library Farnam Memorial Building J2 Laboratory for Surgery, Obstetrics, 801 Howard Ave 1035 Chapel St 121 Wall St 310 Cedar St and Gynecology J2 Phelps Hall G3 F2 375 Congress Ave Visitor Center F3 i Berkeley College Fitkin Memorial Pavilion J2 344 College St i 149 Elm St 205 Elm St 789 Howard Ave Laboratory of Epidemiology and Pierson College G1 B2 Public Health I3 Warner House E3 Betts House Forestry & Environmental Studies, 261 Park St 393 Prospect St School of C 2 60 College St 1 Hillhouse Ave President’s House D3 G3 Lanman Center E1 Watson Center D3 Bingham Hall Founders Hall D2 43 Hillhouse Ave 300 College St 135 Prospect St 70 Tower Pkwy 60 Sachem St Primary Care Center J2 J2 Lanman-Wright Hall G2 Watson Hall E3 Boardman Building Gibbs Laboratories C3 789 Howard Ave 330 Cedar St 260 Whitney Ave 206 Elm St 51 Prospect St Public Health, School of I3 Boyer Center J3 Graduate School of Arts and Lauder Hall J2 Welch Hall G3 295 Congress Ave Sciences F2 310 Cedar St Ray Tompkins House F1 330 College St 20 Tower Pkwy Brady Memorial Laboratory J2 Greeley Memorial Laboratory B1 Law School F2 Whitney Grove Square E4 310 Cedar St 2 Whitney Ave 370 Prospect St Lawrance Hall G3 Rose Alumni House G2 232 York St Branford College G2 Green Hall H1/2 358 College St Whitney Humanities Center F4 74 High St 53 Wall St 1156 Chapel St Leet Oliver Memorial Hall E3 Rose Center E1 101 Ashmun St Calhoun College F3 Greenberg Conference Center B2 12 Hillhouse Ave Winchester Building J2 189 Elm St 25 York St 391 Prospect St Leigh Hall F3 Rosenfeld Hall E4 109–111 Grove St 100 Church Street South J4 Hall of Graduate Studies F2 435 College St Woodbridge Hall F3 105 Wall St 320 York St Leitner Observatory Rosenkranz Hall D3 Class of 1954 Chemistry 115 Prospect St Research Building B2 Harkness Hall and Planetarium B2 Woolsey Hall F3 275 Prospect St (Central Campus) F3 355 Prospect St Rudolph Hall G2 500 College St 100 Wall St 180 York St Class of 1954 Environmental Linsly-Chittenden Hall G2 Wright Laboratory B3 Science Center D3 Harkness Memorial Auditorium 63 High St Sacred Music, Institute of A1 272 Whitney Ave 21 Sachem St (Sterling Hall of Medicine) I2 Lippard Laboratory J2 Sage Hall C 2 Wright Laboratory West B/C3 333 Cedar St Clinic Building J2 15 York St 205 Prospect St 268 Whitney Ave 789 Howard Ave Harkness Memorial Hall Loria Center G2 Saybrook College G2 Yale Bookstore F1 I2 Collection of Musical (Medical Center) 190 York St 242 Elm St 77 Broadway 367 Cedar St Instruments E3 Luce Hall D3 Sheffield-Sterling-Strathcona Yale Bowl X/Y2 15 Hillhouse Ave Harkness Tower G2 34 Hillhouse Ave Hall E3 81 Central Ave 74 High St I3 1 Prospect St College Place Magnetic Resonance Center J2 Yale Cabaret G1 37–55 College St Harris Building I2 789 Howard Ave Silliman College F3 217 Park St 230 South Frontage Rd F3 505 College St Commons Malone Center E3 Yale Center for British Art H2 168 Grove St Health Services Center E3 55 Prospect St Sloane Physics Laboratory C 2 1080 Chapel St 17 Hillhouse Ave Congress Place J3 217 Prospect St after July 2010: 55 Lock St D2 Management, School of D2/3 Yale Physicians Building J2 301 Cedar St Sprague Memorial Hall F3 800 Howard Ave Helen Hadley Hall E3 Marquand Chapel (Sterling Connecticut Hall G3 470 College St 420 Temple St Divinity Quadrangle) A2 Yale Press F3 1017 Chapel St 409 Prospect St Steinbach Hall D3 302 Temple St Hendrie Hall F3 Dana Clinic Building J2 52 Hillhouse Ave 165 Elm St Marsh Hall B1 Yale Repertory Theatre H2 789 Howard Ave 360 Prospect St Sterling Chemistry Laboratory C 2 1120 Chapel St Hope Memorial Building J2/3 Davenport College G2 225 Prospect St 315 Cedar St Mason Laboratory E3 Yale Sustainable Food Project 248 York St 9 Hillhouse Ave Sterling Divinity Quadrangle A1/2 Farm B2 Horchow Hall D3 Davies Auditorium 409 Prospect St Edwards St 55 Hillhouse Ave McClellan Hall G3 (Becton Center) E3 1037 Chapel St Sterling Hall of Medicine I/J2 Yale University Art Gallery G2 15 Prospect St Hunter Building J2 333 Cedar St 1111 Chapel St 15 York St Medicine, School of I/J2 Divinity School A1/2 Sterling Law Building F2 Yale West Campus K/O Ingalls Rink D2 Morse College F1 D2 127 Wall St Donaldson Commons 73 Sachem St 304 York St 15 Mansfield St Sterling Memorial Library F2 Institution for Social and Policy Morse Recital Hall 120 High St Studies E3 (Sprague Hall) F3 77 Prospect St 470 College St yale university athletic fields
1 2 3
Westwood Road
Alden Avenue Oliver Road to Golf Course at Yale miles West Rock Ave Edgewood Park
Cleveland Road Yale Avenue Yale
X Chapel Street X NORTH Field F Field D Gate F North
Field D Special Gate A UPPER FIELDS Gate E
DeWitt Yale Family Bowl Field Avenue Central Field E Johnson Anthony Field Thompson Kenney Field Center & Gate D Jensen Plaza Service Road Field D South
Yale Gate B Armory
Reese Gate C Stadium Field C- Y Y Field C- Field B Special Coxe Connecticut Field C Cage Tennis Tennis Center Special Courts LOWER FIELDS Smilow Field Center & Lapham Field House West River Field B Cullman-Heyman Tennis Center
Field C- Avenue Yale Walter Camp Gate Derby Avenue to I- & I- to Route
Weight Throw Area Yale Field
DEWITT CUYLER COMPLEX Clinton Burnat- Grass
Track Frank Tickets to Varsity Games Field High Memorial Z Jump Z 203.432.1400
Field Y The Ray Tompkins House, next to Payne Whitney Field X
Gymnasium, houses the Athletics Department Marginal Drive ticket office. Mazzuto Field
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