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The Strategic-Planning Climate
In the past half century, accelerating over the last 25 years, Duke University has changed a great deal: Its student and alumni populations have grown and become more diverse by every measure. The institution itself has evolved from what was essentially an excellent regional, then national, university, to a place of real leadership among the world's great research universities. Every state and dozens of countries are represented in its student body; nearly 60 percent of its alumni have graduated since 1980; the median and average age of alumni is just 45.
On June 30, 2004, following a decade of unparalleled unity and success, many of Duke's leaders stepped down. Richard H. Brodhead succeeded Nannerl O. Keohane when she completed her second term as Duke's eighth president. Chancellor of Health Affairs Ralph Snyderman retired after 15 years of service and was succeeded by Victor Dzau. William Chafe returned to teaching after nine years as dean of the faculty of Arts & Sciences and vice provost for undergraduate education; he was succeeded by George McLendon. Robert Shepard, formerly vice president for development, replaced Senior Vice President for Alumni Affairs and Development John J. Piva, who retired after 21 years at Duke. Mary Champagne, dean of the School of Nursing since 1991, stepped down to return to teaching; Catherine Lynch Gilliss '71 was named dean and vice chancellor for nursing affairs.
In the spring of 2004, Laney Funderburk '60, associate vice president and director of alumni affairs for 22 years, announced his retirement, to be effective at the end of that year. Senior Vice President Piva commissioned a study of the Office of Alumni Affairs, the results of which were presented to Robert Shepard. In August 2004, Shepard reviewed the recommendations of a search committee and named Sterly L. Wilder '83 executive director of alumni affairs, succeeding Funderburk. A few months later, Ellen Medearis was appointed executive director of development to lead the Office of University Development.
A year after the end of the $2.36-billion Campaign for Duke, another major fund-raising effort for financial aid quietly began. At approximately the same time, a university-wide, strategic-planning process was initiated, which will be informed by the alumni association plan. Wholesale changes to Duke's Central Campus were considered, including the possibility of a new alumni, career, and visitor center that will house personnel and services for alumni.
In this climate of institutional change, as well as in the context of national and global uncertainty, Executive Director Wilder, with assistance from Carol O'Brien Associates, Inc., began a strategic- planning process for the Duke Alumni Association and the Office of Alumni Affairs. Virtually every interest group within the immediate Duke community, as well as representatives of every alumni constituency, were involved in the process. With full participation of an engaged Duke Alumni Association board, led by new president William P. Miller '77, the plan evolved through the spring of 2005. By June, an early draft was circulated and task forces, which included DAA members, university staff, and volunteers, were established to evaluate individual alumni affairs program plans. Evaluations in conferences and meetings continued throughout the summer and resultant recommendations were both incorporated in annual operating plans and informed a new draft of the strategic plan. Operating plans and the new draft were reviewed by the DAA Executive Committee in mid-September and a revised draft of the plan resulted. That draft was reviewed internally throughout the fall and early winter; a final version follows.
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