NOTE: Please direct questions to Elaine Russell in the Alumni Office.

Elect Active Leaders

The effectiveness of any organization is closely related to the effectiveness of its leaders. Each section should search for experienced men or women willing to assume key positions of responsibility. The most effective leaders train their replacements through the active encouragement of less experienced, usually younger, alumni. By giving them an opportunity to exercise responsibility and authority equal to their tasks and experience, they are prepared to assume progressively more responsible positions.

Develop a Businesslike Organization

No single organization will fit the needs of every section. Smaller sections may choose to combine many of the functions. Larger sections may add positions to cover additional objectives. Whatever is appropriate for the organization, sections should aim for a businesslike approach in all of its efforts. Section leaders should have written job descriptions including their responsibilities and objectives associated with the office. Regular meetings should be the rule and the general membership should be kept aware of section business. All should strive to make the sectioin a meaningful organization.

Involve The Members

Section members who feel that they had a hand in the planning and organization of the section and its activities are more likely to be active members because they feel they have a stake in the affairs of the section.

Set Annual Goals

Each section should develop clear, meaningful goals to be accomplished on a yearly basis. Each year's accomplishments should be reviewed in light of those goals. Section officers should consult the general membership in establishing these goals and find what is important to them. A committee should review all suggested goals, choosing those that are within the section's reach.

Goals should be measurable. Abstract goals, such as "recruiting some good students" should be avoided. A better statement would be to say: "This year we will identify young men and women we feel should attend Missouri S&T and convince at least 10 of them to enroll there.

Other suggested goals might be to:

• Organize an Admissions Ambassadors program to attend college nights at local high schools and other appropriate community activities to focus attention upon Miner and its many excellent programs.
• Hold a specific number of social functions each year in order to provide new opportunities for area alumni and their spouses to become better acquainted with others, to share fun and fellowship.
• Arrange for a function to focus community attention upon the many contributions for Miner alumni in the area's professional, civic, social and philanthropic activities.
• Achieve a certain percentage of participation and an average gift of a certain dollar amount from section alumni in the Miner Alumni Association's Annual Fund campaign.
• Help find appropriate and rewarding summer employment for local Missouri S&T students.
  

The important thing to remember is to have specific, measurable goals worthy of the section and Miner. Set high goals, and then go to work to accomplish each of them.

Develop An Annual Program Plan

After the section's major goals are established, an annual program plan should be developed. Each event, each activity, each meeting should be developed. Each event, each activity, each meeting should serve to move the section toward accomplishment of its objectives for the year.

Along with the program plan, an annual budget should be established. A realistic budget of expected income and expenses will be very helpful in making decisions on the scale and type of programs that are possible.

While developing the plan, keep the following areas in mind:

• Is the plan diverse enough to ensure that all members can find an area of particular interest?
• Is the program plan flexible enough so new activities can be added as needs become apparent?
• Does the program offer sufficient social and recreational activities to make section membership fun and stimulating?
• Is there a realistic estimate of the man-hours and funds available for the plan?
• Will the program provide activities for members to really serve Miner?
• Does the program offer progressive stepping stones to leadership? Are there jobs for newer, less experienced alumni as well as sufficiently challenging assignments for mature, experienced alumni?