The Harvard Club of Boston developed a 2011 strategic plan with three primary goals: increase membership, improve member engagement, and improve member retention. The plan identifies seven priority areas - membership, facilities, university relations, dining, communications, branding, and governance. It outlines objectives and action plans for each priority, such as increasing overall membership by 20%, reviewing the membership structure, strengthening ties with Harvard University, improving dining experiences, and enhancing communications. The strategic plan was developed through focus groups and a board retreat, and will be implemented by the board, committees, and staff to guide the club over the coming years.

1. 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 membership1.
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

2. PAGE 2 | 2011 Strategic Plan Overview
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.

3. 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 members1.
by 20%.
Review the Club’s membership structure and2.
categories to direct attention at key demographic
areas.
Implement new recruitment efforts, such as the new3.
Harvard Family Membership Program and Harvard
COOP Initiative.
Facilities:
Develop facility plans for both locations to define1.
anticipated improvements and list them in priority
order.
Support these improvements with a dedicated2.
facility maintenance and refurbishment funding
program to be developed.
University Relations:
Reinvigorate the University Relations Committee to1.
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 Harvard2.
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 the2.
Club’s facility plan.
Communications:
Improve the Club’s public website to include more1.
timely information for members and guests.
Add features to the “members only” section of the2.
website to improve members’ experience and create
a dialogue between them and the Club.
Create new communications programs, starting3.
with an e-newsletter.
Study long-term improvements and options for the4.
Club’s printed Bulletin.
Branding:
Provide everything the Club offers at a consistent1.
high-quality level to achieve maximum member
enjoyment and use.
Strengthen the “Harvard experience” element of the2.
Club’s programs and activities through the efforts of
the University Relations Committee.
Governance:
Study and streamline the Club’s committee1.
structure to achieve goals of better communication
with members, more engaging activities and
programs, and leadership development.
Implement management and staff training programs2.
such as CANI (Constant And Never-ending
Improvement) and hospitality training to improve
members’ experience while visiting the Club.

4. PAGE 4 | 2011 Strategic Plan Overview
The Harvard Club of Boston
374 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, President
Scott Abell
Steve Allison
Essence McGill Arzu
J. Jacques Carter
Michael Cronin
Mitchell Dong
Joe Donovan
Karen Green
Matt Hegarty
Ruby Henry
Maria Karagianis
Jon London
Kevin McCafferty
Jeremiah Murphy
Mike Shanahan
Edward Sibble
John Sims
Eric Gillberg, CCM, General Manager
Gary Roderick, Downtown Club Manager
Roger Schofield, Clubhouse Manager
Michael Jenkins, Controller
Tom 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 Iselin
President