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EACE 2019-2021+ Strategic Plan 

Mission Statement

To foster relationships between colleges and employers to develop the future workforce.

Goals 

Goals are the core competencies to which the board is committed to allocating resources (time, funds, volunteers and management staff). The board set five goals:

I. College Engagement and Experience - Delivering value to college members through connections, opportunities, and events.

II. Increase Employer Membership Engagement and Experience - Increase employer membership while continuing to deliver value to employer members through connections, opportunities, and events.

III. Professional Development - Providing education and resources to members.

IV. Awareness and Assets - Advancing our mission through enhanced awareness and asset management.

V. Diversity & Inclusion - Promote a culture of diversity and inclusion where all are respected, accepted, and safe.

Strategies

Each goal is supported by priorities and strategies. In some cases performance metrics were suggested or should be identified.

I. College Engagement and Experience – Delivering value to college members through connections, opportunities, and events.
 
    • Two-Year Institutions – Improve membership among two-year institutions by identifying and serving their needs to result in a 25 percent growth; improve unique messaging to them. Explore forming interest group in 2020.
      • Lead: Director, Membership Recruitment & Retention
      • Support: PR & Marketing Committee – Membership Outreach Campaigns Sub-Committee; HQ

    • Membership Growth – Reach a goal of 2,000 association members by 2021.1
      • Lead: Director, Membership Recruitment & Retention
      • Support: PR & Marketing Committee – Membership Outreach Campaigns Sub-Committee; HQ

    • Needs and Satisfaction – Survey members periodically to identify their needs, satisfaction with EACE, and trends; enhance association database with more information about members.
      • Lead: Director, Member Services 
      • Support: Technology; HQ

    • Value Proposition – Consider assessing the total value of member benefits, services, awards, grants, etc. to communicate awareness of the comprehensive packages.2
      • Lead: Director, PR & Communications
      • Support: PR & Marketing Committee – Social Media & Blog Sub- Committees; HQ


II. Increase Employer Membership Engagement and Experience - Increase employer membership while continuing to deliver value to employer members through connections, opportunities and events.

    • PE and RTRW – Implement a strategic follow-up process to convert employers participating in Professional Exchange, and the Road Trips to the Real World, to 20 percent becoming members. (10% for the 2018 programs; 20% in 2019.)
      • Lead: Director, Member Services
      • Support: Connections Committee; HQ

    • Employer Resource Center – Increase content in the password protected ERC by 50 percent new documents in 2019. Promote the documents to improve usage and report on visitor analytics. Increase industry trends and news through strategic content partnerships in 2020.
      • Lead: Director, Technology & Information Mngt.
      • Support: Technology Committee – Resource Centers Sub-Committee; HQ

    • Employer Development – Increase HQ hours dedicated to identifying potential partners in employer development such as content sharing with exhibitors who share common employer member contacts (Handshake, etc). Update HQ hours reporting to identify “outbound” hours dedicated to membership development, sponsorship and exhibitors.
      • Lead: Headquarters, President, Director, PR & Communications
      • Support: PR & Marketing Committee – Social Media & Blog Sub-Committees; HQ

    • Value Proposition – Assess the value proposition of EACE to recruiting professionals to determine strategies to engage potential attendees of webinars, events and annual conference. Form task to explore defined value proposition of key employer targets (national companies recruiting in the region, regional companies, all companies recruiting around conference locations), to prepare path forward to leverage CareerShift database enabling HQ targeted campaigns.
      • Lead: Director, PR & Communications
      • Support: PR & Marketing Committee – Social Media & Blog Sub- Committees; HQ

III. Professional Development - Providing education and resources to members.

    • Annual Conference – Increase registration by analyzing attendee trends, repeat registrants, funding sources, etc. to understand driving forces. Respond to analysis and set goal of 15 percent growth in attendees by 2021. Leverage HQ resources and time to identify and develop potential annual conference employer attendees.
      • Lead: President-Elect; HQ

    • Webinars – Increase webinar offering to 3-5 per quarter leveraging Annual Conference call for programs. Explore opportunities to partner with exhibitors or other vendors who have common core audiences and can share relevant white papers or research of interest to the membership.
      • Lead: Director, Professional Development
      • Support: Professional Development Committee – Events/Webinars Sub- Committee; HQ

    • Professional Designation Credits – Increase number of credit courses offered by 20 percent by 2021. Assess the needs of potential employer members for SHRM or other HR credits.
      • Lead: Director, Professional Development
      • Support: Professional Development Committee – Continuing Education Sub-Committee; HQ

    • Networking & Mentoring – Continue dedication to networking and mentoring across all services and events. Define alternative delivery method of mentoring knowledge sharing to interested members leveraging annual conference and existing membership database. Continue Board Buddy program.
      • Lead: Director, Professional Development
      • Support: Professional Development Committee – Mentoring Sub- Committee; HQ

    • Proprietary Resources – Survey college members to develop proprietary reports of value to employers with at least 3 reports by 2021. Report as infographics, white papers and surveys on trends, student needs, data, etc.
      • Lead: Director, Technology & Information Mngt.
      • Support: Technology Committee – Resource Centers Sub-Committee; HQ

IV. Awareness and Assets - Advancing our mission through enhanced awareness asset management.

    • Volunteer Utilization – Streamline processes for volunteer contributions and collaboration through policies, committee charter adoption, the strategic plan and technology use. Reduce HQ hours dedicated to committee tasks through newly implemented technologies.
      • Lead: President
      • Support: Board; HQ

    • Technology Use – Increase use of technology “by members, for members” by 25 percent by 2021, including internet, social media, applications, etc.
      • Lead: Director, Technology & Information Mngt.
      • Support: Technology Committee; HQ

    •  Association Assets – Protect intellectual property, finances and signature events through due diligence and appropriate means.
      • Lead: Board
      • Support: HQ

    • Leadership Development – Establish pipeline and training opportunities for leadership in the association; formalize process by close of 2019.
      • Lead: Past President and Leadership and Recognition Committee
      • Support: President; President-Elect; HQ

    • Golden Handcuff – Explore creation of a unique program or benefit that draws members and increases retention.
      • Lead: Board

V. Diversity & Inclusion - EACE promotes a culture of diversity and inclusion where all are respected, accepted and safe.

    • Diversity and Inclusion Statement – Revise existing statement by the end of the 2019-2020 year.
      • Lead: Director, Diversity & Inclusion; Board
      • Support: D&I Representatives; HQ

    • Inclusion Assessment – Initiate an inclusion assessment of the organization to better understand the current state of the association.
      • Lead: Director, Diversity & Inclusion; Board
      • Support: D&I Representatives; HQ

    • D&I Programming – Assess the needs for continual, and annual conference, programming focused on Diversity & Inclusion.
      • Lead: Director, Diversity & Inclusion; Board
      • Support: D&I Representatives; HQ

    • Affinity Group Development – In partnership with the membership committee, determine strategies to formalize three affinity groups: HBCU, Neurodiversity, and LGBTQ+, and programming at 2020 annual conference centered on these three initial groups.
      • Lead: Director, Diversity & Inclusion; Board
      • Support: D&I Representatives; HQ


1 Current benchmark of 1,900 members.
2 Referenced association value-statement.