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MOVING FORWARD 2009 - 2011
Recommendation of the Class Advisory Senate to the Board of Directors
References
1. Articles of Incorporation, 1/15/68, as amended.
2. Bylaws, 4/4/06.
3. Member Survey 2006.
4. Strategic Plan, 10/26/06.
5. Assessment of AOG Strategic Goals, 10/21/07.
6. Moving Forward, 2/1/08.
7. Carver, John: Boards that Make a Difference, 3rd Ed., 2006.
8. BOD Governance Policies, 2/21/09, as amended.
9. Donor Report, 3/8/09.
I. INTRODUCTION: NEW BOARD, OLD CHALLENGES
A new CEO, a new Board, a new Superintendent, a new Chief of Staff who
has taken a personal interest in the Academy and AOG, the adoption of
a new governance process, the continued dialogue between the AOG and the
USAFA Endowment (UE), the emergence of the Athletic Association 501(c)
3, and the continued economic turmoil mean that the ground has shifted
since our original "Moving Forward". Nevertheless, many of the
old challenges remain as new ones have emerged that the Board will have
to address. It is therefore appropriate for the Senate to "…inform
the Board …" of the challenges and recommendations that the
AOG members feel that the Board will have to deal with over the next two
years and beyond. Some of the recommendations in this document may be
incorporated into the Policy and Procedures Manual. Some may require By-Law
changes. Others may be referred to the CEO or to the appropriate Committee
or Task Force for further consideration and action. Part II identifies
the primary challenges faced by the Board. Part III identifies other challenges
that require Board action.
II. PRIMARY CHALLENGES AND RECOMMENDATIONS
Full implementation of the new governance process and resolution of the
fundraising issue are the overriding challenges faced by the AOG.
GOVERNANCE
- The Board voted to adopt a new governance process at its December 2008
meeting.
- Development of a "Board Policy & Procedures Manual," which
provides strategic framework to guide the activities of the AOG leadership,
is complete.
THE SENATE RECOMMENDS:
1. That the Board fully implement and act in accordance with the new governance
model.
2. That the Board review the By-Laws for consistency with the new governance
process and recommend any needed changes to the membership.
3. That the Board consult with the Senate before submitting any By-Laws
change to the membership.
FUNDRAISING:
- The AOG has moved to harmonize all fundraising functions in support
of the Academy, the graduates and our heritage.
- The AOG leadership is considering a variation of the basic fundraising
model, under which all parties can join, that supports the Academy, the
graduates and our heritage.
- A comprehensive fundraising strategy is also required.
- Control and accountability are critical issues.
THE SENATE RECOMMENDS:
1. That the Board, through the CEO, continue to work with the other fundraising
organizations to find an appropriate and effective fundraising structure,
under which all parties can join, that supports the Academy, the graduates
and our heritage without compromising the independence and integrity of
the AOG and without compromising the Vision, Mission or Core Purpose of
the AOG.
2. That the AOG take the lead in developing a comprehensive strategy,
under which all parties can join, for the support (monetary and non-monetary)
of the Academy, the graduates and our heritage.
3. That the Board consult with the Senate before a final decision is made.
III. OTHER CHALLENGES
The following challenges will have to be addressed regardless of the outcome
of the challenges identified in Part II.
ENSURE THE FINANCIAL STABILITY AND VIABILITY OF THE
AOG.
- Termination of the Comprehensive Capital Campaign, migration of many
major and some minor donors to the UE, and general reduction in giving
due to the economy have limited the ability of the AOG to fully fund all
of the existing programs as well as limiting its ability to undertake
new programs, services or major capital projects.
- According to the 2006 Member Survey 89% of graduates greatly valued
their Academy experience. Yet this is not reflected in their giving back
to the Academy. On a class by class basis our sister Academies out give
our graduates by a ratio of two or three to one.
- The CEO is moving aggressively to rationalize and increase existing
income streams as well as develop new streams.
- The Board is currently revising the FMIP to provide up to date guidance
on financial investment.
THE SENATE RECOMMENDS:
1. That the Board, through the CEO, develop and communicate to the AOG
members a comprehensive fund raising strategy.
2. That the Board, through the CEO, continue to increase income from existing
income streams as well as developing new sources of income.
3. That the Board, through the CEO, work with the USAFA staff to instill
a sense of "giving back" (monetary and non-monetary) among cadets,
parents and friends.
4. That the Board establish a Task Force to determine why financial support
from our graduates is so much less than that of our sister Academies and
to make additional recommendations.
FOSTER AND BUILD CONFIDENCE AMONG SENIOR USAFA STAFF, DONORS AND NON-DONOR
MEMBERS.
- Internal turmoil in recent years has eroded the confidence of some senior
members of the USAFA staff, donors and non-donor members in the ability
of the AOG to manage its affairs.
THE SENATE RECOMMENDS:
1. That the AOG leadership demonstrate and communicate the AOG dedication
to and support of the Academy mission by working with the USAFA leadership
to identify challenges faced by the Academy where the AOG can make a positive
contribution. At the same time the AOG leadership should "inform"
the Academy leadership of issues of concern to graduates that may impact
the Academy.
2. That the AOG leadership continues to demonstrate and communicate good
stewardship of funds and management of services and projects.
3. That the AOG leadership continues to demonstrate and communicate cooperation
with the other fundraising organizations and USAFA senior leadership
4. That the AOG leadership continues to demonstrate and communicate it
responsiveness to appropriate member needs and expectation and that it
is open to member input through the Senate.
INCREASE MEMBERSHIP, MEMBER PARTICIPATION AND GEOGRAPHIC
REACH OF THE AOG.
- AOG members must "take ownership" of the AOG. Only 12.9% of
members voted in the recent election and voting was disproportionately
low among the younger classes.
- According to the 2006 Member Survey, 89% of the members said that they
would recommend membership in the AOG to their classmates. However, this
has not translated into active recruiting or participation in the AOG
and Academy events.
- Chapters, Parent Clubs and Affinity Groups provide the principal means
of expanding the geographic reach of the AOG and the AOG has a wide range
of programs to support these groups.
THE SENATE RECOMMENDS:
1. That the AOG leadership continues to identify and rationalize those
services of greatest perceived value to various segments of the graduate
community.
2. That the AOG leadership takes every opportunity to communicate to all
graduates value of membership to the end that graduates "take ownership"
of the AOG.
3. That the AOG leadership continues to promote and show the value of
Chapters, Parents Clubs and Affinity Groups. This includes providing access
to AOG services and benefits when it is supports the mission of the Academy
and the AOG.
4. That the Board continue to demonstrate its support of and responsiveness
to the Class Advisory Senate and to support Senate efforts to get all
classes represented and actively involved in the CAS.
5. That the Board establish a Task Force to determine why member participation
is so low and to make additional recommendations.
INTEGRATE THE AOG INTO THE USAF FAMILY.
- The AOG recently partnered with the Air Force Association on the selection
of scholarship winners.
- The AOG, through the CEO, is also seeking to establish working relationships
with members of the aerospace industry and other businesses.
THE SENATE RECOMMENDS:
1. That the AOG leadership continues to seek opportunities to partner
with businesses and other members of the Air Force family of organizations.
DEVELOP "MEASURES OF SUCCESS" FOR MEETING
THE CHALLENGES IDENTIFIED ABOVE.
- The AOG has a wide range of programs in place or in development to meet
the challenges above. However, having a program and having a successful
program is not the same thing. Every program must have some process by
which to measure its success in order for the AOG leadership to determine
where we are getting "the most bang for the buck."
THE SENATE RECOMMENDS:
1. That the Board develop "measures of success," including specific
milestones, for each of its programs in order to determine where programs
can be adjusted to provide the greatest benefit.
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