2011 Strategic Plan Overview | PAGE 1

Harvard Club of Boston 2011 Strategic Plan Overview

F e b r u a r y 2 0 0 9

2011 Strategic Plan Overview

Harvard Club of Boston

Introduc on

Over the past five months, the Board of Governors, management team, and our outside club professionals have met and discussed the important short-term and long-range issues facing the Club.

The Harvard Club is one of the finest and most highly regarded city clubs in the country serving a diverse membership. With strong ties to Harvard University and two locations, the Club provides members with a great place to exercise their social, athletic and business interests.

The strategic planning process began in June 2010 with 115 people participating in focus group discussions. The focus groups included members from both locations, the Board, the management team, and a few Harvard University graduates who were not members. Various segments of the membership were invited to participate in these focus groups.

In July of last year, the Board participated in a day-long strategic planning retreat at the Club. At this planning session, the Club’s strategic characteristics were identified, discussed, and incorporated into an initial draft of this Strategic Plan. Over the next several months, the Board has refined and approved the Plan.

The Board has identified the following three primary strategic goals for this Plan:

Increase Club membership in all membership 1. categories.Improve the level of engagement of Club members.2. Improve retention of Club members.3.

To achieve these strategic goals, the Board has developed a series of objectives with action plans. These objectives are detailed in the full Strategic Plan, and are summarized later in this overview.

The final Plan will be a living document subject to change and input as times and conditions require. The Board will be reviewing the Strategic Plan at its annual Board retreat.

February 2011

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Harvard Club of Boston Mission

The Board reviewed the existing Mission Statement and approved it as revised below:

“To enrich the quality of life of the men and women of the Harvard Club of Boston and their families by encouraging their social interaction and furthering their intellectual, business, athletic and artistic interests, promoting the welfare of Harvard University, and serving our member community in Boston and throughout the world.”

Most  Important  Priori es

The three strategic goals identified at the beginning of this summary are intended to be all-encompassing. No matter what the Club undertakes as part of its Strategic Plan implementation, the intended results will be to significantly increase membership, retain current members, and engage all members.

Specific objectives and action plans that have been identified by the Board can be organized into seven priorities:

Membership: Reach out to our current members and to non-member alumni to increase the size of the Harvard Club’s membership.Facilities: Analyze and plan improvements to both Clubhouses to meet our members’ needs and desires.University Relations: Strengthen the Club’s ties with Harvard University to achieve common goals.Dining: Become one of our members’ favorite places to dine and host functions. Communications: Improve and expand the content and frequency of the Club’s communications in all media, creating more of a dialogue with our members.Branding: Preserve and properly manage the Harvard Club “brand.”Governance: The Club will be well-managed and well-governed.

2011 Strategic Plan Overview | PAGE 3

Harvard Club of Boston 2011 Strategic Plan Overview

Objec ves  and  Ac on  Plans

As mentioned above, the Strategic Plan will change and grow over time. As we embark on its implementation, The Club has begun studies for future actions in many priority areas, and has already taken action in others. A brief introduction of action steps in each area includes:

Membership: Increase the Club’s overall base of active members 1. by 20%.Review the Club’s membership structure and 2. categories to direct attention at key demographic areas.Implement new recruitment efforts, such as the new 3. Harvard Family Membership Program and Harvard COOP Initiative.

Facilities: Develop facility plans for both locations to define 1. anticipated improvements and list them in priority order.Support these improvements with a dedicated 2. facility maintenance and refurbishment funding program to be developed.

University Relations: Reinvigorate the University Relations Committee to 1. work with the Harvard Alumni Association (HAA) in creating programs that meet the needs of both the Harvard Club and Harvard University.Undertake joint programs such as the Harvard 2. Family Membership Program based on mutual understanding and collaboration.

Dining: Review and improve operating hours, new menus, 1. and seasonal dining specials to encourage members to dine at the Club more conveniently and frequently.Include dining experience improvements in the 2. Club’s facility plan.

Communications: Improve the Club’s public website to include more 1. timely information for members and guests.Add features to the “members only” section of the 2. website to improve members’ experience and create a dialogue between them and the Club.Create new communications programs, starting 3. with an e-newsletter. Study long-term improvements and options for the 4. Club’s printed Bulletin.

Branding: Provide everything the Club offers at a consistent 1. high-quality level to achieve maximum member enjoyment and use.Strengthen the “Harvard experience” element of the 2. Club’s programs and activities through the efforts of the University Relations Committee.

Governance: Study and streamline the Club’s committee 1. structure to achieve goals of better communication with members, more engaging activities and programs, and leadership development.Implement management and staff training programs 2. such as CANI (Constant And Never-ending Improvement) and hospitality training to improve members’ experience while visiting the Club.

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The Harvard Club of Boston374 Commonwealth Avenue

Boston, MA 02215 617.536.1260

www.harvardclub.com

Strategic  Plan  Authors

The following members and staff have contributed to the development of this Strategic Plan for the Harvard Club of Boston.

Nicholas Iselin, PresidentScott Abell

Steve AllisonEssence McGill Arzu

J. Jacques CarterMichael CroninMitchell DongJoe DonovanKaren GreenMatt HegartyRuby Henry

Maria KaragianisJon London

Kevin McCaffertyJeremiah MurphyMike ShanahanEdward Sibble

John SimsEric Gillberg, CCM, General Manager

Gary Roderick, Downtown Club ManagerRoger Schofield, Clubhouse Manager

Michael Jenkins, ControllerTom Martorelli, Marketing Director

Conclusion

This Strategic Plan will continue to be a priority for the Club’s Board of Governors, and elements of it will become key responsibilities for selected Club committees and senior staff managers. This Plan summary, and future updates as they become part of the Plan and its implementation, will be available for member review and comment on the Club’s website, www.harvardclub.com.

Respectfully submitted,

Nicholas IselinPresident