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2012 Business Meeting Strategic Plan

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NEACUHO Annual 2012 Business Meeting Strategic Plan. …

NEACUHO Annual 2012 Business Meeting Strategic Plan.
Presentation by Gary Bice Jr.

Published in: Technology, Business
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  • 1. Strategic Plan Task Force NEACUHO Business Meeting { Northeastern University June 8, 2012
  • 2.  Charged by President Randazza, June 2011  Steering Committee  Gary Bice (chair), Josh Hettrick, Cindy Long-Porter, Trixy Palencia, Donna Rogalski, Derek Zuckerman, Paula Randazza (ex-officio)  Five areas of focus based on the 2010-2011 Self-Study  Communication  Events & Offerings  Financial Strategy  Membership Needs  Structure & Governance  Timeline  Present draft to Executive Board, March 2012  Executive Board review, edit, adopt the plan, April 2012  Present to Membership, June 2012Overview
  • 3.  Wide call for volunteers  President remarks, email, facebook, twitter  50 expressed interest with 39 ultimately directly participating  Think Tanks formed  Tasked with developing strategic priorities  January 2012 deadline  Steering Committee  Compiled 38 think tank strategic priorities  Met in February 2012 at Mount Ida College  Boiled down to five Strategic Priorities that incorporates all 38 think tank priorities  Strategic Plan  First draft to Executive Board, March 2012  Edits for Steering Committee, Think Tank, Membership Review, April 2012  Executive Board approval, April 2012Overview
  • 4. Vision StatementTo be the premier housing and residence life organization inthe Northeast.Strategic Plan 2012-2017
  • 5. Short-term Priorities (2012-2014)June 2012Priority 1 – Appoint a task force to develop financeprocedures that address a consistent revenue stream, aconsistent budgeting process, and guidelines for fundingreserves.  Target date for completion, June 2013.  Assessment Method: Visible guidelines and procedures developed by the appointed task force.Strategic Plan 2012-2017
  • 6. Short-term Priorities (2012-2014)September 2012Priority 2 – Appoint a task force to review structure of theboard with mission and vision as the primary guideline.This 18-month review will focus on potential and feasibilityof position requirements; the role of MembershipCoordinator and Technology Coordinator; term length inregards to Treasurer; function of the District Coordinatorand potential redefinition.  Target date for membership vote for Constitution & Bylaws changes, January 2014.  Assessment Method: Membership vote on proposed changes brought forth by the appointed task force.Strategic Plan 2012-2017
  • 7. Long-term Priorities (2014-2017)2014-2015Priority 3 – Review and formalize a structured evaluationand assessment process of individual NEACUHO events.This process needs to include specific language on sharingthe collected data to ensure it can inform future events andannual calendar.  Assessment Method: Clear guidelines developed for likely inclusion in the Operations Manual.Strategic Plan 2012-2017
  • 8. Long-term Priorities (2014-2017)2015-2016Priority 4 – With the membership as the focus, review theannual calendar of events and make recommendations inregards to balance and varied professional developmentopportunities.  Assessment Method: Clearly noted discussion and review of annual calendar likely reflected in meeting minutes.Strategic Plan 2012-2017
  • 9. Long-term Priorities (2014-2017)2015-2016Priority 5 – Analyze communication with the membershipcurrently in place and develop a comprehensive and variedplan for consistency, timeliness and transparency.  Assessment Method: Clear communication plan developed for likely inclusion in the Operations Manual.Strategic Plan 2012-2017
  • 10. Long-term Priorities (2014-2017)2016-2017Final Priority – Evaluation of the Strategic Plan anddevelopment of the next plan leading to a Self-study in2020-2021.Strategic Plan 2012-2017
  • 11. Vision StatementTo be the premier housing and residence life organization in the Northeast.Priority 1 - Appoint a task force to develop finance procedures that address a consistent revenuestream, a consistent budgeting process, and guidelines for funding reserves.Priority 2 - Appoint a task force to review structure of the board with mission and vision as theprimary guideline. This 18-month review will focus on potential and feasibility of positionrequirements; the role of Membership Coordinator and Technology Coordinator; term length inregards to Treasurer; function of the District Coordinator and potential redefinition.Priority 3 - Review and formalize a structured evaluation and assessment process of individualNEACUHO events. This process needs to include specific language on sharing the collecteddata to ensure it can inform future events and annual calendar.Priority 4 - With the membership as the focus, review the annual calendar of events and makerecommendations in regards to balance and varied professional development opportunities.Priority 5 - Analyze communication with the membership currently in place and develop acomprehensive and varied plan for consistency, timeliness and transparency.Final Priority - Evaluation of the Strategic Plan and development of the next plan leading to aSelf-study in 2020-2021.Strategic Plan 2012-2017
  • 12.  The complete, 24-page Strategic Plan may be found at www.NEACUHO.org.  Includes:  All five Think Tank Strategic Priority Compilation Reports  The 38 Think Tank Strategic Priorities  A list of the Think Tank Strategic Priorities Addressed in each of the PrioritiesThe Steering Committee: Cindy, Donna, Raz, Trixy,Derek, Gary & Josh say…Thank you NEACUHO!!

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